business potential optimalization - pt angkasa pura i (persero) · 2016-10-03 · perkembangan...
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Business Potential OptimalizationLaporan TahunanAnnual Report
2 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Themes corelaTionsKesinambungan Tema
3
2010RISING THROUGH NEW TEAM AND NEW COMMITMENT
2011ACCElERATINGTHE CApACITy ExpANSION
2012STRENGTHENINGOf BUSINESS pIllARS
Kesinambungan Tema
4 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
oUr aDVanTaGesKeunggulan Kami
Perusahaan dengan CEO Terbaik BUMN Pilihan TEMPO 2012.
Perusahaan dengan bandara yang melayani penumpang internasional terbesar di Indonesia.
Perusahaan peraih ASEAN Airport of The
Year dalam ASEAN Commercial Aviation
Awards Langkawi International Maritime and
Aerospace Exhibition (LIMA) 2013.
Best Performing Indonesian Airport of
The Year dalam Frost and Sullivan
Aerospace Award 2013.
BUMN Berdaya Saing Terbaik
Kategori Logistik Anugerah BUMN
2013.
Best of CEO Commitment on Human Capital
Management and The Best for Human Capital
Initiatives Change Management Indonesian
Human Capital Study (IHCS) 2013.
5
Keunggulan Kami
6 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
achieVemenTPencapaian
CSI MeningkatPencapaian kinerja pelayanan jasa kebandarudaraan tahun
2013 yang diukur dengan CSI dapat diperoleh skor 3,79
meningkat bila dibandingkan dengan tahun 2012 dengan
skor 3,58 dan di atas target yang ditetapkan sebesar 3,60.
CSI IncreasedReposition and restructure concept in composing Work
Plan and Budget of 2013 focused on an Excellent Service.
Performance achievement of 2013 as measured by CSI
can be acquired score 3.79 increasing if compared to
2012 which was at level 3.58. In line with the concept, an
enhancement revenue target particularly the revenue in
the field of non-aeronautics increased 53 % if compared to
the previous year.
3,79dari 3,58 menjadi
from 3,58 to 3,792013 3,79
2012 3,58
Pendapatan Non-Aeronautika MeningkatMeskipun kegiatan pengelolaan jasa pelayanan
penerbangan telah dipisahkan, Angkasa Pura Airports
mampu meningkatkan pendapatan non-aeronautika
sebesar 30% dari tahun 2012. Pendapatan non-aeronautika
di 2013 sebesar Rp998,43 miliar dari sebesar Rp769,50 miliar
di 2012
30%2013 Rp998,43 miliar
2012 Rp769,50 miliar
Non-Aeronautics Revenue increasedThough the management of Air Traffic Control were
separated from PT Angkasa Pura I to Perum LPPNPI, the
Company is still capable to increase the non-aeronautics
revenue to 30% higher than in 2012. The company still
recorded Aeronautics Revenue totaling IDR 998,43 billion in
2013, previously IDR 769.50
7
Pergerakan Penumpang Naik Peningkatan kapasitas bandara berkorelasi dengan
peningkatan pergerakan penumpang yang dilayani oleh
Angkasa Pura Airports. Pada tahun 2013, pergerakan
penumpang meningkat sebesar 9,67% dari 65.573.124 pax
di 2012 menjadi 71.912.435 pax di 2013
Passanger Movement IncreaseThe airport capacity increase corelated with the increase
of passanger beyond Angaksa Pura Airports service
movement. In 2013, the passanger movement increased by
9.67% of 65,573,124 pax in 2012, it became 71,912,435 pax
9,67%2013 71.912.435 pax
2012 65.573.124 pax
Pergerakan Pesawat BertumbuhPengembangan dan perluasan bandara berdampa positif
terhadap peningkatan pergerakan pesawat dari dn ke
bandara yang dikelola oleh Angkasa Pura Airports. Pada
tahun 2013, tercatat sebanyak 689.363 pesawat, mengalami
peningkatan sebesar 7,34 % bila dibanding tahun 2012
sebanyak 642.244 pesawat
7,34%
Grown Aircraft MovementThe construction of several new airports with the concept
of public private partnership (PPP) management by the
Government has boosted economic development and
growth in the local areas. Renovation and expansion of
several Angkasa Pura airports have also increased aircraft
movements in 2013 – recorded at 689,363 aircrafts which
was increase of 7.34% when compared to 2012 with the
total of 642,244 aircrafts.
2013 689.363 Pesawat
2012 642.244 Pesawat
Angkutan Kargo MeningkatPerkembangan bisnis di daerah-daerah yang mobilisasinya
melalui bandara-bandara yang dikelola oleh Angakasa Pura
Airports mendorong peningkatan angkutan kargo hingga
mencapai 359.390 ton di tahun 2013 meningkat sebesar
7,36 % dibanding tahun 2012 sebesar 334.764 ton.
7,36%2013 359.390 ton
2012 334.764 ton
Grown Cargo MovementBusiness development in regions where Angakasa Pura
Airports contributes in the mobilization pushed the increase
in cargo movements to reach 359,390 tons in 2013 - an
increase of 7.36% compared to 2012 with the total of
334,764 tons.
8 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pencapaian Laba 30,43% di Atas Anggaran
Achievement of 30.43% Profit above the budget
30,43%
Sejalan dengan optimalisasi potensi bisnis Angkasa Pura
Airports melalui pembentukan Anak Perusahaan, Kerja
Sama Manajemen (KSM) pengelolaan area komersial di
Bandara I Gusti Ngurah Rai-Bali, dan lainnya mempengaruhi
pencapaian laba sebesar Rp645,17 miliar atau berada
30,43% di atas anggaran.
The implementation of Non-Routine investment program
in 2013 through the development and construction of
some airport terminal aimed to increase the capacity and
further improve service to air travelers as well as support
the implementation of the World event. This long-term
investment program in the beginning reduced profits
because of the costs incurred, while the yield could only be
enjoyed a few years later translating into the profit obtained
in 2013 in the amount of rp 645.17 billion. Although lower
than in 2012, it was still above the budget of 30.43%.
7,99%
Aset Terus BertumbuhSejak 5 (lima) tahun terakhir, pertumbuhan aset perusahaan
mengalami kenaikan rata-rata sebesar 10,87 % per tahun.
Kenaikan ini disebabkan adanya berbagai investasi
pengembangan beberapa bandara. Pertumbuhan aset
tahun 2013 sebesar 7,99 %
Growing Assets Since the last 5 (five) years, the growth of the company’s
assets has increased by an average of 10.87% per year. The
increase is due to a variety of investments in the forms of
development of several airports. The growth of assets in
2013 was 7.99%
Tingkat Kesehatan Perusahaan Kinerja Perusahaan Angkasa Pura Airports tahun 2013
dilihat dari sisi tingkat kesehatan perusahaan memperoleh
predikat “AA” dengan pencapaian skor 87,5 masuk kategori
Sehat, berada di atas pencapaian tahun 2012 dengan skor
87,0%
The Company’s Soundness Angkasa Pura Airports Company performance in 2013
in terms of the level of the company’s soundness was
rated “AA” by achieving a score of 87.5 in the category
of soundness.
87,5
9
22
Perolehan PenghargaanPerseroan senantiasa berupaya untuk meningkatkan
kualitas pelayanan bandara sesuai dengan keinginan para
pengguna jasa. Hal ini terbukti dari perolehan penghargaan
yang diterima oleh Angkasa Pura Airports sebanyak 22
penghargaan sepanjang tahun 2013.
22 AwardsAs a company engaged in services, improved quality of
service in accordance with the demands of the service users
according to international standards has been a priority. The
management and its staff have managed to improve the
standard of service by running 4 strategies. This success is
evidenced by the 22 awards received in 2013.
Pencapaian Skor KPIPengukuran kinerja perusahaan berbasis Key Performance
Indicators (KPI), tercapai sebesar 96,54 mengalami
peningkatan dibanding tahun 2012 yang dicapai sebesar
94,46
KPI Score AchievementThe company’s Key Performance Indicators (KPI)-based
performance measurement reached 96.54, an increase
compared to that of 2012 at 94.46.
96,54dari 94,46 menjadi
from 94,46 to
2013 96,54
2012 94,46
74,237
Skor GCG MeningkatDalam rangka meningkatkan daya saing perusahaan
dan memberikan keyakinan kepada para pemangku
kepentingan, Angkasa Pura Airports senantiasa berupaya
meningkatkan kualitas penerapan Tata Kelola Perusahaan
atau Good Corparate Governance (GCG) dalam seluruh
aktifitasnya. Pada tahun 2013, skor GCG Angkasa Pura
Airports mencapai 74,237, meningkat dibanding tahun
2012.
dari 71,126 menjadi
from 71,126 to 2013 74,237
2012 71,126
Increased GCG ScoreIn regards with he Company effort to increase the
competitiveness, and to maintain trust to the shareholders,
Angakasa Pura Airports always keep the Good Corporate
Governance qualified practices in every activity in 2013, the
GCG score of Angkasa Pura Airports reached 74.237, which
was an increase from the previous year.
10 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Optimisme di Tengah TantanganopTimism in The miDDle of challenGe
Sejalan dengan visi Perseroan untuk menjadi pengelola
bandara kelas dunia, di tengah kondisi Angkasa Pura
Airports sedang melakukan perbaikan di berbagai bidang,
terdapat situasi yang berubah cepat dan secara signifikan
mempengaruhi jalannya perusahaan di masa depan. Salah
satunya adalah implementasi dari UU No. 1 Tahun 2009
yang membuka kesempatan kepada siapa saja sepanjang
memenuhi syarat sebagai Badan Usaha Bandar Udara (BUBU)
untuk mengelola bandar udara. Hal penting lain sebagai
dampak penerapan UU No. 1 Tahun 2009 yaitu terhitung
Januari 2013 terjadi pemisahan layanan air traffic service dari
bisnis Perseroan yang diperkirakan mengurangi pendapatan
Perseroan hampir Rp600 miliar per tahun.
Perseroan telah mencanangkan program besar transformasi
perusahaan sebagai implikasi atas pergeseran tren
pengelolaan bandara dunia dari dari infrastructure
provider ke airport city ke konsep airport city dan green
airport. Transformasi ini juga disebut sebagai reposisi dan
restrukturisasi bisnis menuju World Class Airport dengan
mengusung beberapa langkah strategis, antara lain:
• Perubahan orientasi dan proses bisnis dengan titik
berat sektor non-aeronautika dan kepuasan pelanggan.
• Perubahan visi dan misi untuk menjadikan Perseroan
sebagai “salah satu dari sepuluh perusahaan pengelola
bandar udara terbaik di Asia”.
• Perubahan nilai-nilai budaya perusahaan menjadi
empat nilai budaya baru yang lebih menggugah, yaitu
SATU (Sinergi, Adaptif, Terpercaya, Unggul).
• Perubahan corporate identity, meliputi logo, hymne,
mars, dan corporate colour.
• Pengelolaan SDM berbasis Human Capital Management.
• Menjalin aliansi strategis dengan salah satu pengelola
bandara terbaik dunia yaitu Incheon Airport – Korea
dan kerjasama manajemen pengelolaan area komersial
dengan GVK – India.
Transformasi Perseroan mempunyai tiga sasaran pokok,
yaitu:
1. Penerapan Performance Management System untuk
seluruh lini perusahaan.
2. Perubahan karakter Angkasa Airports menjadi service
company.
3. Perubahan paradigma dan perilaku pegawai menjadi
SDM berkualitas dunia.
In line with our vision to be a world-class airport
management, while Angkasa Pura Airports were doing
repairs in various fields, there is a rapidly changing situation
and significantly affecting the the Company’s operation
in the future. One of the changes is the implementation of
Law no. 1 of 2009 which gives any qualified institution for
running airports enterprises (BUBU) an opportunity to to
manage the airport. Another important point as the impact
of the implementation of Law no. 1/2009, starting in January
2013, is a separation of air traffic services from the Company’s
business. As a result of this the Company’s revenue reduced
to nearly 600 billion per year.
The Company has launched a major transformation
program as the implicationof the shifting trends of airport
management in the world from airport as a business towards
airport city and green airport concepts. This transformation
is also referred to as the repositioning and restructuring
of business towards World Class Airport by bringing some
strategic steps, among others:
• Changes in orientation and business process with emphasis
onthe non-aeronautical sector and customer satisfaction.
• Changes in vision and mission to make the company as
"one of the ten best airports management companies in
Asia”.
• Changes in the values of corporate culture into four new
more evocative cultural values namelySATU (Synergy,
Adaptive, Reliable, Superior).
• Changes in corporate identities, including logo, hymns,
march and corporate color.
• Human resources management based on Human Capital
Management.
• Establishment of strategic alliances with Incheon Airport
- Korea and GVK – India which are known as the world’s
bestairport managers.
The Company’stransformation is aiming three principal
objectives, namely:
1. Implementation of Performance Management System
for all lines of the company.
2. Change of AngkasaAirports character to be a service
company.
3. Paradigm and behavioral shift of employees to be world
class human resources.
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Langkah-langkah bisnis strategis terkait dengan semangat
transformasi Perseroan yang telah dilakukan manajemen
Perseroan antara lain adalah pembentukan subsidiary
companies dan melakukan kerja sama internasional
(international partnerships). Dua hal inilah yang di masa
yang akan datang memainkan peran yang cukup penting.
Subsidiary companies ditujukan untuk memaksimalkan
pendapatan dari pendayagunaan aset dan sumber dana
Perseroan, sedangkan kerja sama internasional lebih kepada
human resource empowerment, knowledge sharing, revenue
deepening, dan safeguarding.
Melanjutkan apa yang telah dicapai Perseroan di tahun
sebelumnya, merupakan tahun “percepatan pertumbuhan
bisnis.” Tahun ini adalah tahun delivery bagi kami, tahun
pemenuhan janji-janji. Angkasa Pura Airports 13 bandara,
telah melayani 72 juta penumpang, termasuk di dalamnya
sejumlah 9,8 juta penumpang internasional. Bandara I Gusti
Ngurah Rai sendiri melayani 6 juta penumpang internasional,
menjadikannya yang tertinggi di antara bandara lain di
Indonesia. Peningkatan ini berdampak pada peningkatan
pendapatan non-aeronautika secara signifikan sebesar 30%
dari Rp769,50 miliar di 2012 menjadi Rp998,44 miliar di 2013.
Menyambut ASEAN Single Aviation Market 2015, pasar
penerbangan Indonesia akan menjadi kawasan terbesar di
ASEAN dan akan terus tumbuh. Untuk menangkap peluang
tersebut Angkasa Pura Airports berupaya meningkatkan
pelayanan bandara melalui pengembangan kapasitas
bandara, meningkatkan kehandalan fasilitas dan kualitas
SDM Dalam dokumen Angkasa Pura Airports telah
melakukan transformasi melalui reposisi dan restrukturisasi
bisnis, terdapat dua isu penting, yaitu perbaikan Customer
Satisfaction Index (CSI) dan peningkatan pendapatan non-
aeronautika.
Menurut survei Airport Council International (ACI) tahun 2013
pada tiga bandar udara utama Angkasa Pura Airports, CSI
bandara-bandara tersebut berada pada posisi nilai 3 dari
nilai 5 dalam skala Likert. Manajemen Angkasa Pura Airports
optimis bahwa nilai CSI akan berada di atas angka 4 dan
proporsi pendapatan non-aeronautika di atas 60% dari total
pendapatan pada tahun 2020.
The strategic business steps associated with the spirit of
transformation done by the Company’s management include
the establishment of subsidiary companies and international
partnerships. These two things will play an important role in
the future. Subsidiary companies are aimedat maximizing
revenue from the utilization of the Company's assets and
sources of funds while international partnership is aiming
at human resource empowerment, knowledge sharing,
revenue deepening and safeguarding.
As the continuance of the Company's achievements in
previous year, 2013 was a year of "accelerated business
growth." This year was the year of delivery for us tofulfill our
promises. AngkasaPura Airports with 14 airports under its
management, has served 72 million passengers, including
9.8 million international passengers. I Gusti NgurahRai
Airport alone has served 6 million international passengers,
making it the highest among other airports in Indonesia. This
increase results in a significant increase o f non-aeronautics
revenue, amouted at 30% of Rp769.50 billion, in 2012, to
become Rp998.44 in 2013.
Responding the ASEAN Single Aviation Market in 2015,
Indonesian aviation market will be the biggest in the
ASEAN region and will continue to grow. To capture these
opportunities Angkasa Pura Airports seeks to improve
airport services by developing airport capacity, improving
reliability of facility and quality of human resources. In the
Angkasa Pura Airports’ document, there stated the Company
has carried out transformation through busintess reposition
and restructure. There are two important issues, namely the
improvement of Customer Satisfaction Index (CSI) and the
increase of non-aeronautical revenues.
According to the survey of Airport Council International (ACI)
in 2013 at the three major airports of Angkasa Pura Airports,
the CSI of the airports are scored 3 of the 5 value in the Likert
scale. Angkasa Pura Airports Management is optimistic
that the CSI will be at a higher score than over 4 and the
proportion of non-aeronautical revenues over 60% of total
revenues in 2020.
12 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
focUs on TarGeT Fokus pada Target
OPTIMALISASI BISNIS INTI
Kegiatan ini dilakukan melalui peningkatan produktivitas,
pengembangan kapasitas bandara dan perbaikan kualitas
pelayanan.
Pengembangan Bandara yang atraktif
OPTIMIzINg COre BuSINeSS
These activities are carried out through increased productivity,
development of airport capacity and improvement of service
quality.
Development of Attractive Airports
• Bandara I gusti Ngurah rai - Bali
Terminal internasional dibangun seluas 120.000 m2
di atas lahan seluas 285 Ha. Dilengkapi teknologi
kebandarudaraan yang mutakhir dengan penerapan
sistem safety dan security yang tinggi. Menggunakan
konsep eco-airport yang memaksimalkan pencahayaan
alami.
• I gusti Ngurah rai Airport - Bali,
its international terminal of 120,000 m2 was built on
a land of 285 Ha with cutting edge technology with
the implementation of high airport safety and security
system. It applies the concept of eco-airport that
maximizes natural lighting.
13
Pembangunan general aviation terminal - di bandara
I Gusti Ngurah Rai, Bali merupakan terminal yang
secara khusus melayani penumpang VVIP dan private
jet dengan kualitas layanan kelas premium dan bekerja
sama dengan Execujet sebagai perusahaan pengelola
GAT terkemuka di dunia.
• Bandara Sepinggan - Balikpapan
Bandara internasional yang mengadopsi prinsip-
prinsip bandara modern dan best practices. Menerapkan
konsep "boutique mall" yang memadukan mall dan
bandara dengan perluasan area publik sehingga
memungkinkan pengunjung dan pengantar untuk
mengakses area terminal lebih jauh hingga check-in
area. Bandara ini akan diproyeksikan menjadi meeting
point area dengan jargon " Meet me at Sepinggan ".
Construction of general aviation terminal - at I Gusti
Ngurah Rai, Bali airport which is a terminal that
exclusively serves VVIP and private jet passengers
with premium quality services and work closely with
execujet as a leading GAT management company in
the world.
• Sepinggan - Balikpapan,
an international airport adopting the principles and
best practices of modern airports. It applies the concept
of "boutique mall" that combines a mall and the airport
with the expansion of public areas allowing visitors
and families to access the terminal area farther up the
check-in area. This service is projected to be a meeting
point area with the jargon "Meet me at Sepinggan".
• Bandara Juanda - Surabaya,
Pembangunan terminal 2 seluas 49.500 m2 mampu
menampung 6 juta penumpang per tahun akan
mengurangi kepadatan di terminal 1. Dibangun
dengan menggunakan bahan berlisensi eco-green
dan konsep eco-airport untuk mengurangi dampak
kebisingan pesawat, mengurangi pencemaran air, dan
meminimalkan emisi pencemaran udara. Terminal
ini akan diperuntukkan bagi seluruh penerbangan
internasional.
• Juanda Airport - Surabaya,
construction of terminal 2 with an area of 49,500 m2
that can accommodate 6 million passengers per year
will reduce congestion in terminal 1. It was built using
eco-green licensed materials and eco-airport concept
to reduce the impact of aircraft noise, reduce water
pollution, and minimize air pollution emissions. The
terminal will cater for all international flights.
14 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pembangunan airport hotel di Surabaya, Makassar
dan Bali, merupakan bentuk ekspansi usaha untuk
meningkatkan pendapatan non-aeronautika dengan
tujuan memberikan kemudahan akomodasi bagi
penumpang transit.
Pengembangan juga dilaksanakan di bandara-bandara
lain untuk mendorong pertumbuhan pendapatan dan
kepuasan pelanggan.
Pengembangan Pasar Bandara yang Potensial
Construction of airport hotels in Surabaya, Makassar
and Bali, is a form of business expansion to increase
non-aeronautical revenues with the goal of providing
additional convenience for transit passengers.
Development is also carried out at other airports to drive
revenue growth and provide customer satisfaction.
Potential Airport Market Development
Kerjasama dengan Gallant Venture Ltd untuk Bandara
Bintan International Airport, GVK India untuk Bandara New
Jogjakarta International Airport dan Incheon International
Airport Corporation (IIAC) untuk Bandara Juanda Surabaya.
Pengelolaan Bandara yang belum menguntungkan secara
efektif dan efisien
Membangun kerjasama strategis bersama pemangku
kepentingan setempat maupun strategic parthnership,
secara optimal, efektif, efisien n produktif.
PeNgeMBANgAN BISNIS NON INTI ( ANAK
PeruSAHAAN )
Awal tahun 2012 Perseroan mendirikan 4 (empat) anak
perusahaan yang membantu untuk meningkatkan
pendapatan bisnis non-aeronautika serta peningkatan
Cooperation with Gallant Venture Ltd. for Bintan International
Airport, GVK Airports India for New Jogjakarta International
Airport and Incheon International Airport Corporation (IIAC)
for Juanda Airport Surabaya.
Effective and Efficient Management of Airports which have
not gained profit
To build a strategic partnership with local stakeholders and
strategic partnership in an optimal, effective, efficient and
productive manner.
DeveLOPMeNT Of NON-COre BuSINeSS
(SuBSIDIAry)
Early in 2012 the Company established four (4) subsidiaries
which help to increase non-aeronautical business revenues
and increased Customer Satisfaction Index (CSI). The total
15
assets of all subsidiaries are Rp 414.39 billion, operating
income of Rp 270.22 billion with profit after tax of Rp 6.59
billion.
• PTAngkasaPuraHotels
The company was established to capture business
opportunities in the fields of hospitality, restaurant,
CIP Lounges and other hospitality services with an
authorized capital of Rp 120 billion.
• PTAngkasaPuralogistics
The company was established to expand the application
of the system contained in the cargo terminal SBU to
the airport it manages with an authorized capital of Rp
80 billion.
• PTAngkasaPuraProperty
The company was established to engage in business
activities related to real estate property development
with an authorized capital of Rp 42 billion.
• PTAngkasaPuraSupports
The company is engaged in the provision of facilities
or services, primarily to the Parent Company in order to
improve quality services, with an authorized capital of
125 billion.
Customer Satisfaction Index ( CSI ). Jumlah aset seluruh anak
perusahaan sebesar rp 414,39 miliar, pendapatan operasional
sebesar rp 270, 22 miliar dengan laba setelah pajak sebesar
rp 6,59 miliar.
• PT Angkasa Pura Hotels
Perusahaan ini didirikan untuk menangkap peluang
usaha pada bidang perhotelan, restoran, CIP Lounges
dan jasa hospitaly lainnya, dengan modal dasar sebesar
rp 120 miliar.
• PT Angkasa Pura logistics
Perusahaan ini didirikan untuk memperluas penerapan
sistem terdapat dalam SBU terminal kargo ke bandara
yang dikelolanya, dengan modal dasar sebesar rp 80
miliar.
• PT Angkasa Pura Property
Perusahaan ini didirikan untuk menjalani kegiatan
usaha dalam bidang usaha real estate berkaitan dengan
pengembangan properti, dengan modal dasar sebesar
rp 42 miliar.
• PT Angkasa Pura Supports
Perusahaan ini bergerak di bidang penyediaan fasilitas
atau jasa, terutama kepada Perusahaan Induk dalam
rangka meningkatkan quality services, dengan modal
dasar sebesar 125 miliar.
16 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Table of conTenTDaftar Isi
KeSINAMBuNgAN TeMA | THEMES CORELATIONS ............................................................................................................................................. 2
KeuNgguLAN KAMI | OUR ADVANTAGES ................................................................................................................................................................ 4
PeNCAPAIAN | ACHIEVEMENT ............................................................................................................................................................................................ 6
OPTIMISMe DI TeNgAH TANTANgAN | OPTIMISM IN THE MIDDLE OF CHALLENGE ................................................................. 10
fOKuS PADA TArgeT | FOCUS ON TARGET .............................................................................................................................................................. 12
DAfTAr ISI | TABLE OF CONTENT ....................................................................................................................................................................................... 16
KILAS KINerJA | PERFORMANCE REVIEW ....................................................................................................................................................................... 20
• IkhtisarKeuangan|Financial Overview ................................................................................................................................................................... 22
• IkhtisarOperasional|Operational Overview ........................................................................................................................................................ 24
• ProyekPengembanganUnggulan|Leading Development Projects.................................................................................................... 26
• PeristiwaPenting|Important Events ....................................................................................................................................................................... 30
• PenghargaandanSertifikasi|Awards And Certifications ............................................................................................................................. 38
SeKILAS PeruSAHAAN | COMPANY OVERVIEW ....................................................................................................................................................... 42
• IdentitasPerusahaan| Corporate Identity .............................................................................................................................................................. 44
• JejakLangkah|Milestone ................................................................................................................................................................................................. 46
• RiwayatSingkat|Brief History Of The Company ................................................................................................................................................ 48
• BidangUsaha|Business Lines ........................................................................................................................................................................................ 51
• ProdukJasa|Service Products ....................................................................................................................................................................................... 52
• WilayahOperasional|Operational Area .................................................................................................................................................................. 54
• NilaiPerusahaan|Corporate Values ........................................................................................................................................................................... 56
• SasarandanStrategi|Goals And Strategy .............................................................................................................................................................. 58
LAPOrAN MANAJeMeN | MANAGEMENT REPORT ................................................................................................................................................. 60
• LaporanDewanKomisaris|Report Of The Board Of Commissioners ................................................................................................... 62
• ProfilDewanKomisaris|Profile Of The Board Of Commissioners ........................................................................................................... 68
• LaporanDireksi|Report Of The Board Of Directors ......................................................................................................................................... 76
• ProfilDireksi|Profile Of The Board Of Directors .................................................................................................................................................. 88
ANALISIS DAN PeMBAHASAN MANAJeMeN | MANAGEMENT ANALYSIS AND DISCUSSION
ANALISIS DAN PEMBAHASAN MANAJEMEN ................................................................................................................................................................... 98
• TinjauanIndustri| Industry Review ............................................................................................................................................................................. 100
- PerekonomianDunia|Global Economy ........................................................................................................................................................ 100
- PerekonomianIndonesia|The Indonesian Economy ........................................................................................................................... 102
- PertumbuhanIndustriKebandarudaraan|Growth In Airport Industry ..................................................................................... 103
- PertumbuhanIndustriKebandarudaraanWilayahAngkasaPuraAirports|Growth In Airport Industry In The
Territory Of Angkasa Pura Airports .................................................................................................................................................................... 104
• TinjauanOperasional| Operational Review ........................................................................................................................................................... 106
- AspekPemasaran|Marketing Aspect.............................................................................................................................................................. 107
- KinerjaOperasiPerSegmenUsaha|Operational Performance By Business Segment .................................................... 109
- ProspekUsahaAngkasaPuraAirports2014|Business Prospect Of Angkasa Pura Airports In 2014 ....................... 119
- StrategidanPengembanganUsaha|Business Strategy And Development.......................................................................... 121
• TinjauanKeuangan|Financial Review ...................................................................................................................................................................... 130
- LaporanLabaRugiKomprehensifKonsolidasian| .................................................................................................................................
- LaporanPosisiKeuanganKonsolidasian|Consolidated Statements Of Financial Position ........................................... 136
- LaporanArusKasKonsolidasian|Statements Of Cash Flows .......................................................................................................... 141
- InformasiSegmenUsaha|Information On Business Segments ..................................................................................................... 142
17
- KolektibilitasPiutang|Receivables Collectability ....................................................................................................................................................... 144
- KemampuanMembayarUtang|Solvency .................................................................................................................................................................... 144
- StrukturModal|Capital Structure ........................................................................................................................................................................................ 145
- InvestasiBarangModal|Investments In Capital Goods ........................................................................................................................................ 146
- IkatanMaterialUntukInvestasiBarangModal|Material Bond For Investments In Capital Goods ............................................. 149
- InformasiMaterialMengenaiInvestasi,Ekspansi,Divestasi,RestrukturisasiUtangdanModal|Material
Information On Investment, Expansion, Divestment, Debt And Capital Restructuring ..................................................................... 151
- InformasidanFaktaMaterialyangTerjadiSetelahTanggalLaporanAkuntan|Material Information And Facts
Subsequent To The Date Of Accountant’s Report ..................................................................................................................................................... 153
- PencapaianTarget2013|Achievement Of The 2013 Target ............................................................................................................................... 154
- ProyeksiTahunSelanjutnya|Projection For The Subsequent Year .................................................................................................................. 157
- KebijakanDividen|Dividend Policy ................................................................................................................................................................................... 160
- ProgramKepemilikanSahamOlehKaryawandan/atauManajemen(ESOP/MSOP)|Employee And/Or
Management Share Ownership Program (Esop/Msop) ......................................................................................................................................... 161
- RealisasiPenggunaanDanaHasilPenawaranUmum|Realization Of Utilization Of Proceeds From Public Offering .... 161
- InformasiTransaksiMaterialyangMengandungBenturanKepentingandan/atauTransaksiDenganPihakBerelasi|
Information On Material Transactions Containing Conflict Of Interests And/Or Transactions With Affiliated Parties ..... 161
- PerubahanPeraturanPerundang-undanganyangBerpengaruhSignifikanTerhadapPerusahaan|Change In Laws
And Regulations Of Significant Impact ............................................................................................................................................................................ 162
- PerubahanKebijakanAkuntansi|Change In Accounting Policy ..................................................................................................................... 162
TATA KeLOLA PeruSAHAAN | GOOD CORPORATE GOVERNANCE ................................................................................................................................. 166
• KomitmenGCG|GCG Commitment ........................................................................................................................................................................................... 168
• GCGRoadmap | GCG Roadmap ................................................................................................................................................................................................ 170
• PengukuranImplementasiGCG|Gcg Implementation Measurement ................................................................................................................. 173
• KebijakanGCG|GCG Policies ........................................................................................................................................................................................................... 175
• PengendalianGratifikasi|Gratification Control .................................................................................................................................................................... 176
• OrganPerseroan|Company’s Organs ........................................................................................................................................................................................ 177
• RapatUmumPemegangSaham|General Shareholders Meeting (GSM) ................................................................................................. 179
• DewanKomisaris|Board Of Commissioners................................................................................................................................................................ 185
- KomiteAudit|Audit Committee Composition ...................................................................................................................................................... 206
- KomiteRisikoUsahadanGCG|Business Risk And GCG Committee ........................................................................................................ 212
- KomiteNominasidanRemunerasi|Nomination And Remuneration Committee .......................................................................... 220
- SekretarisDewanKomisaris|Secretary To The Board Of Commissioners ............................................................................................. 220
• Direksi|Board Of Directors ...................................................................................................................................................................................................... 223
- SekretarisPerusahaan|Corporate Secretary ............................................................................................................................................................ 246
- SatuanPengawasanIntern|Internal Supervision ................................................................................................................................................ 255
• ManajemenRisiko|Risk Management................................................................................................................................................................................ 264
• AuditorEksternal|External Auditor .............................................................................................................................................................................................. 274
• InformasiPemegangSahamUtamadanPengendali| Information On Key And Controlling Shareholder .................................... 275
• TeknologiInformasi| Information Technology ...................................................................................................................................................................... 276
• AksesMediadanPenyebaranInformasi|Media Access And Distribution Of Information ....................................................................... 281
• TransparansiInformasiProduk|Transparency Of Product Information................................................................................................................ 283
• TransparansiInformasiKeuangandanNonKeuangan|Transparency Of Financial And Non-Financial Information .............. 283
• MasalahdanKendalayangDihadapi|Issues And Obstacles Encountered ........................................................................................................ 284
• BenturanKepentingan|Conflict Of Interests ......................................................................................................................................................................... 284
18 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
• PermasalahanHukum|Legal Issues ........................................................................................................................................................................... 284
• TingkatKesehatanPerusahaan|The Company’s Health Level.................................................................................................................. 288
• PemberianDanaUntukKegiatanSosialdanKegiatanPolitik|Fund Provision For Social And Political Activities .... 288
• Shares Option .................................................................................................................................................................................................................... 288
• Code of Conduct ............................................................................................................................................................................................................... 289
• Whistleblowing System ................................................................................................................................................................................................. 292
• TransformasiPengadaanBarangdanJasa|Transformation In The Procurement Of Goods Or Services ....................... 295
TANgguNg JAWAB PeruSAHAAN | CORPORATE SOCIAL RESPONSIBILITY .......................................................................................... 298
• CSRAngkasaPuraAirports|CSR Of Angkasa Pura Airports ....................................................................................................................... 300
• StrukturOrganisasiUnitCSR|CSR Organizational Structure ..................................................................................................................... 301
• ProgramKemitraandanBinaLingkungan|Partnership And Community Development Program (Pkbl) .................... 302
• CSRLingkunganHidup|CSR – Environment ...................................................................................................................................................... 303
• CSRPengembanganSosialdanKemasyarakatan|CSR – Community Social Development ................................................ 308
• CSRKetenagakerjaan,KesehatandanKeselamatanKerja|CSR – Employment, Occupational Health And Safety . 326
• CSRKonsumen|CSR - Consumers .............................................................................................................................................................................. 334
SuMBer DAyA MANuSIA PeruSAHAAN | CORPORATE HUMAN RESOURCES .................................................................................... 338
• Human Capital Roadmap ......................................................................................................................................................................................... 341
• Human Capital Management System ................................................................................................................................................................. 342
• StrukturPengelola Human Capital dan Training and Development | Management Structure Of Human Capital And
Training And Development ....................................................................................................................................................................................... 344
• Human Capital Management ..................................................................................................................................................................... 346
- Organization Development and Change Management .................................................................................................... 346
- Compensation and Industrial Relation ......................................................................................................................................... 349
- Career and Talent Management ...................................................................................................................................................... 353
- Talent Management .............................................................................................................................................................................. 354
• Training and Development Management .............................................................................................................................................. 354
- Center for Excellence .............................................................................................................................................................................. 354
- Pengembangan dan Pelatihan Human Capital | Human Capital Training And Development .................... 356
• Profil Human Capital | Human Capital Profile ................................................................................................................................................ 361
• PerencanaanKebutuhanPegawai|Employee Requirement Planning ............................................................................................. 368
• ProgramPensiun|Pension Program ....................................................................................................................................................................... 369
• KebebasanBerserikat|Freedom To Associate................................................................................................................................................... 371
DATA PeruSAHAAN | COMPANY DATA .......................................................................................................................................................................... 374
• DaftarKepemilikanSaham|Shareholders’ List .................................................................................................................................................... 376
• KronologiPencatatanSaham|Chronology Of Shares Listing ................................................................................................................... 377
• KronologiPencatatanEfekLainnya|Chronology Of Other Securities Listing ................................................................................. 377
• StrukturKorporasi|Corporate Structure ................................................................................................................................................................. 377
• StrukturOrganisasi|Organizational Structure ..................................................................................................................................................... 378
• ProfilJajaranEksekutif|Profile Of Executive Officers ....................................................................................................................................... 380
• DaftarEntitasAnak|List Of Subsidiaries .................................................................................................................................................................. 385
• PerusahaanAfiliasidanYayasan|Affiliated companies and Foundations ......................................................................................... 390
• ProfilLembagadanProfesiPenunjang|ProfileOfSupportingInstitutionsAndProfessions ................................................ 394
• AlamatKantor,EntitasAnakdanAfiliasi| Addresses Of Branch Offices, Subsidiaries, And Affiliated Companies ..... 395
LAPOrAN KeuANgAN
19
20 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
performance reVieWKilas Kinerja
21Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Angkasa Pura Airports menunjukkan kemajuan yang sangat cepat dalam pengelolaan bandara menuju Airport City yang berkelas dunia. Di tahun 2013 ini banyak pencapaian yang diraih melebihi target peningkatan dari tahun 2012. Percepatan aktifitas bisnis dilakukan di segala bidang yang berpotensi menaikkan pendapatan di sektor non aeronautika.
ANGKASA PURA AIRPORTS SHOW A RAPID
PROGRESS IN MANAGING AIR PORT TO
BECOME WORLDWIDE AIRPORT CITY. IN THE
YEAR 2013, MANY ACHIEVEMENT REACH THE
TARGET INCREMENT STATED IN 2012. BUSINESS
ACCELERATION IS DONE IN ANY POTENTIAL
FIELD TO INCREASE THE REVENUE IN NON
AERONAUTICA SECTOR.
22 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dalam juta rupiah
in million rupiah
urAIANTAHUN | YEAR
DeSCrIPTION2013 2012 2011 2010
Laporan Laba rugi Konsolidasian Consolidated Statements of Income
Pendapatan Operasional 3.063.906 3.093.536 2.666.202 2.234.133 Operating Revenues
Beban Operasional 2.370.808 2.344.562 2.192.538 1.784.787 Operating Expenses
Laba Operasional 693.098 748.974 473.664 449.346 Operating Income
Pendapatan dan (Beban) Non
Operasional 126.445 57.352 182.689 22.648
Non-Operating Revenues and
(Expenses)
Laba Sebelum Taksiran Pajak
Penghasilan 819.543 806.326 656.353 471.994 Income Before Tax
Pajak Penghasilan 174.375 144.083 112.126 94.062 Income Tax
Laba Bersih Tahun Berjalan 645.169 662.243 544.227 377.933 Net Income for the Current Year
Pendapatan Komprehensif Lain (54.424) 56.163 1.577 2.861 Other Comprehensive Revenues
Laba Komprehensif Tahun
Berjalan 590.745 718.406 545.804 380.794
Comprehensive Income for the
Current Year
Laba Bersih Per Saham Dasar* 185 208 302 210 Earnings per Share*
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of financial Position
Aset 12.981.809 12.021.387 10.136.129 9.197.386 Assets
Liabilitas 3.512.145 2.448.197 1.225.898 1.060.456 Liabilities
Ekuitas 9.469.664 9.573.190 8.910.231 8.136.930 Equity
Modal Kerja Bersih (462.671) 1.367.525 2.762.908 2.323.150 Net Working Capital
Investasi Pada Entitas Asosiasi 196.866 321.022 254.728 229.619 Investments in Associated Entities
Laporan Arus Kas Konsolidasian Consolidated Statements of Cash flows
Arus Kas dari Aktivitas Operasi 777.909 1.145.027 1.099.416 842.174 Cash Flows from Operating Activities
Arus Kas dari Aktivitas Investasi (3.488.078) (1.191.527) (521.328) (216.664) Cash Flows from Investing Activities
Arus Kas dari Aktivitas
Pendanaan 638.714 (205.923) (140.549) (183.829) Cash Flows from Financing Activities
rasio Keuangan financial ratios
Rasio Kas 41,11% 151,56% 415,10% 397,39% Cash Ratio
Rasio Lancar 79,08% 174,60% 492,31% 498,71% Current Ratio
Rasio Liabilitas Terhadap Aset 27,05% 20,37% 11,85% 11,53% Liabilities to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 37,09% 25,57% 13,48% 13,03% Liabilities to Equity Ratio
Marjin Laba Bersih 21,06% 21,41% 20,41% 16,92% Net Profit Margin
Rasio Laba Bersih Terhadap Aset
(ROA)4,97% 5,51% 5,37% 4,11% Return on Assets (ROA)
Rasio Laba Bersih Terhadap
Ekuitas (ROE)6,81% 6,92% 6,11% 4,64% Return on Equity (ROE)
*dinyatakan dalam ribuan rupiah *stated in thousand Rupiah
financial oVerVieWIkhtisar Keuangan
23Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
3,063,906
2013
3,093,536
2012
2,666,202
20112010
2,234,133
Pendapatan OprerasionalOperating revenues
(jutarupiah)|(million Rupiah)
998,437
2013
769,505
2012
677,107
20112010
583,634
Pendapatan Non-AeronautikaNon-Aeronautics revenue(jutarupiah)|(million Rupiah)
Laba OprerasionalOperating Income
(jutarupiah)| (million Rupiah)
693,098748,974
473,664449,346
2013201220112010
Laba Bersih Tahun BerjalanNet Income for the Current year
(jutarupiah)|million Rupiah)
645,169
2013
662,243
2012
544,227
2011
377,933
2010
AsetAssets
(jutarupiah)|(million Rupiah)
9,197,386
12,021,38712,981,809
10,136,129
2013201220112010
Laba Bersih Per Saham Dasarearnings per Share
(riburupiah)|(thousand Rupiah)
185
2013
208
2012
302
2011
210
2010
LiabilitasLiabilities
(jutarupiah)|(million Rupiah)
3,512,145
1,225,8971,060,456
2,448,197
2013201220112010
ekuitasequity
(jutarupiah)|(million Rupiah)
8,136,930
9,573,1909,469,664
8,910,231
2013201220112010
rasio KasCash ratio
41.11%
415.10%397.39%
151.56%
2013201220112010
rasio LancarCurrent ratio
79.08%
492.31%498.71%
174.60%
2013201220112010
16.92%
Marjin Laba BersihNet Profit Margin
21.41% 21.06%20.41%
2013201220112010
4,11%
5,51%4,97%
5,37%
2013201220112010
4,64%
6,92% 6,81%6,11%
2013201220112010
rasio Laba Bersih Terhadap ekuitasreturn on equity
rasio Laba Bersih Terhadap Asetreturn on Asset
24 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
operaTional oVerVieWIkhtisar Operasional
urAIAN SATuAN 2013 2012 2011 2010 DeSCrIPTION
Produksi Aeronautika Aeronautics Production
Pelayanan Jasa
Pendaratan, Penempatan
dan Penyimpanan
Pesawat Udara (PJP4U)
Ton 21.501.973 19.410.144 16.694.174 14.261.770
Aircraft Landing,
Parking, and Storage
Services (PJP4U)
Pelayanan Jasa
Penumpang Pesawat
Udara (PJP2U)
Pax 32.104.877 29.107.151 25.219.720 21.045.079 Aircraft Passenger
Services (PJP2U)
Pelayanan Jasa
Penerbangan (PJP)Rute 13.886.925 158.283.777 148.685.473 126.289.185
Air Traffic Services
(ATS)
Pemakaian Aviobridge Ton 17.316.816 15.611.056 14.286.176 11.271.280 Use of Aviobridge
Pemakaian Counter Pax 32.055.790 29.030.533 25.105.048 20.105.761 Use of Counter
Produksi Non Aeronautika Non-Aeronautics Production
Sewa-sewa Rents
Sewa Ruang M2 x Bulan 1.077.346 1.162.837 1.173.817 1.173.558 Rents on Space
Sewa Tanah M2 x Bulan 6.761.252 7.132.308 6.761.874 5.432.725 Rents on Land
Sewa Gedung M2 704 - - - Rents on Buildings
Jasa Penyewaan
KendaraanVolume 392 74 - - Vehicle Rental Service
Pemakaian Telepon, Listrik, Air, Parkir, dan Anjungan Utilization of Telephone, Electricity, Water, Parking Lot, and Platform
Listrik KWh 54.997.371 35.683.218 33.115.706 33.772.066 Electricity
TeleponPesawat x
Bulan 23.999 25.819 25.830 25.209 Telephone
Air M3 327.034 350.570 292.725 333.016 Water
Reklame M2 x Bulan 169.400 175.555 162.064 200.628 Adver-tisement
Parkir Kendaraan Vehicles Parking
Parkir Mobil Lembar 22.864.848 19.910.057 14.583.495 12.412.429 Car Park
Parkir Motor Lembar 7.884.631 7.388.150 3.842.702 3.467.029 Motorcycle Park
Anjungan (Peron) Lembar 397.319 291.114 375.871 382.473 Platform
25Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
urAIAN SATuAN 2013 2012 2011 2010 DeSCrIPTION
Pemakaian Ruang Tunggu Pax 1.063.698 918.199 880.537 795.630 Use of Lounge
KonsesiOmset/
Ribuan Rp3.251.194.578 2.708.338.298 2.288.042.965 1.870.343.037 Concession
Terminal Kargo Cargo Terminal
Incoming Kg 109.315.798 78.334.929 136.773.917 124.947.233 Incoming
Outgoing Kg 121.768.912 112.210.870 119.073.543 114.310.546 Outgoing
Jasa Regulated Agent Kg 40.077.266 3.752.471 - -Regulated Agent
Service
Perdagangan Unit 4.108 102 - - Trading
Jasa Perencanaan dan
PelaksanaanProyek 3 - - -
Planning and
Implementation
Service
Kamar dan Layanan Hotel
Kamar Kamar 15.494 - - - Room
Makanan dan Minuman Pax 6.963 - - - Food and Beverages
Binatu Buah 1.307 - - - Laundry
Ikhtisar Operasional
26 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
leaDinG DeVelopmenT proJecTsProyek Pengembangan Unggulan
Terminal internasional seluas 120.000 m2 di atas lahan
seluas 285 Ha. Dilengkapi teknologi kebandarudaraan yang
mutakhir dengan penerapan sistem safety dan security
yang tinggi. Menggunakan konsep eco-airport yang
memaksimalkan pencahayaan alami. Pada 2013, menjadi
tuan rumah bagi kegiatan kenegaraan berskala internasional:
KTT APEC 2013.
PeNgeMBANgAN BANDArA I
guSTI NgurAH rAI (BALI)
Rp3,1Triliun | Trillion
This is an international terminal with the area size of 120,000
m2 built on a land with the area size of 285 Ha. It is equipped
with the latest airport technology and the application of high
safety and security standard. It uses the eco-airport concept
which maximizes natural lighting. In 2013, it became the
host of an international state event: the 2013 APEC High-
Level Conference.
Expansion of i Gusti nGurah
rai airport (Bali)
PeNgeMBANgAN BANDArA
SePINggAN (BALIKPAPAN)
Expansion of sEpinGGan
airport (Balikpapan)
rp2,05 Triliun | Trillion
Merupakan bandara internasional yang mengadopsi prinsip-
prinsip bandara moderen dan best practices. Menerapkan
konsep “boutique mall” yang memadukan mall dan bandara
dengan perluasan area publik sehingga memungkinkan
pengunjung dan pengantar untuk mengakses area terminal
lebih jauh, hingga check-in area. Ke depannya, Bandara
Sepinggan akan diproyeksikan menjadi meeting point area
dengan jargon: Meet me at Sepinggan!
This is an international airport which adopts the principles
of modern airport and the best practices. It applies the
“boutique mall” concept, which integrates mall and airport
through the expansion of public area, which allows visitors
and their chaperons to further access the terminal area, up
to the check-in area. In the future, Sepinggan Airport will be
projected to become a meeting point area with the jargon
of: Meet me at Sepinggan!
Several leading development projects of Angkasa Pura
Airports are as follows:
Beberapa proyek pengembangan unggulan Angkasa Pura
Airports sebagai berikut.
27Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Pembangunan terminal seluas 49.500 m2 yang diperkirakan
mampu menampung 6 juta penumpang per tahun
yang akan mengurai kepadatan di Terminal 1. Merupakan
pemanfaatan kembali terminal lama Bandara Juanda
di sebelah selatan Terminal 1 yang diperuntukkan bagi
seluruh penerbangan internasional. Dibangun dengan
menggunakan bahan berlisensi eco green dan konsep eco
airport untuk mengurangi dampak kebisingan pesawat,
mengurangi pencemaran air, dan meminimalkan emisi
pencemaran udara.
Merupakan terminal yang secara khusus melayani
penumpang VVIP dan private jet dengan kualitas layanan
kelas premium dan bekerja sama dengan ExecuJet sebagai
perusahaan pengelolaa GAT terkemuka di dunia.
PeNgeMBANgAN TerMINAL 2
BANDArA JuANDA (SurABAyA)
Expansion of tErminal 2 at
Juanda airport (suraBaya)
PeMBANguNAN GEnEral
aviation tErminal DI BANDArA
I guSTI NgurAH rAI (BALI)
ConstruCtion of GEnEral
aviation tErminal at i Gusti
nGurah rai airport (Bali)
rp1,1 Triliun | Trillion
rp20,9 Miliar | Billion
Construction of a terminal with the area size of 49,500 m2
which is expected to accommodate 6 million passengers per
year, which will disentangle the crowd in Terminal 1. This is
an effort of reutilization of the old terminal at Juanda located
south of Terminal 1 which is allocated for all international
flights. It is built by using eco-green licensed materials and
eco-airport concept to reduce the impact of aircraft noise,
reduce water pollution, and minimize air pollution emission.
This is a terminal specifically dedicated to serve VVIP and
private jet passengers with premium class service quality,
in cooperation with ExecuJet as a leading global GAT
management company.
28 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
ConstruCtion of airport
hotEls in suraBaya, makassar,
and Bali
PeMBANguNAN airport hotEL
DI SurABAyA, MAKASSAr, DAN
BALI
rp307,7Miliar
Merupakan bentuk ekspansi usaha untuk meningkatkan
pendapatan non-aeronautika yang dilakukan dengan
mendirikan Airport Hotel dengan tujuan memberikan
kemudahan bagi penumpang transit dalam berakomodasi.
Pembangunan di Surabaya dan Makassar dengan konsep
hotel budget yang bernama Ibis Budget Surabaya Airport
Hotel dan Ibis Budget Makassar Airport Hotel. Pembangunan
di Bali dengan konsep hotel bintang 3 yang bernama Novotel
Bali Airport. Dalam pengoperasiannya, hotel-hotel ini bekerja
sama dengan jaringan Hotel Accor International Asia Pasific.
This is a form of business expansion for increasing non-
aeronautics revenues by building Airport Hotels aimed
at providing comfort to passengers in transit to find
accommodation. The hotels in Surabaya and Makassar are
built by using the budget hotel concept, namely Ibis Budget
Surabaya Airport Hotel and Ibis Budget Makassar Airport
Hotel. The hotel in Bali is built using the 3-stars hotel concept,
namely Novotel Bali Airport. In its operations, these hotels
establish cooperation with the Hotel Accor International Asia
Pacific network.
29Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
30 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
imporTanT eVenTs PERISTIWA PENTING
Implementasi Struktur Organisasi Baru Angkasa Pura AirportsLokasi : Jakarta
1
New Organizational Structure of Angkasa Pura AirportsLocation : Jakarta
Pembentukan Strategic Business Unit (SBU) Komersial Ngurah RaiLokasi : Jakarta
4
Establishment of the Ngurah Rai Commercial Strategic Business UnitLocation : Jakarta
Pengumuman Seleksi Terbuka Internasional
Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai-BaliLokasi : Bali
1 5
Announcement of International Open Selection for Commercial Area at the International Terminal of I Gusti Ngurah Rai Airport (Bali)Location : Bali
Pengalihan Pelayanan Kegiatan Navigasi Penerbangan dari Angkasa Pura Airports ke Perum LPPNPILokasi : Kementerian Negara BUMN
1 6
Transfer of Air Navigation Activity Services from Angkasa Pura Airports to Perum LPPNPILocation : State Ministry of State-Owned Enterprises
Asesmen Pejabat Setingkat di Bawah DireksiLokasi : Center For Excellence
1 8
Assessment of Officers at One Level Below the Board of DirectorsLocation : Center For Excellence
Pelantikan Pejabat Setingkat Department HeadLokasi : Jakarta
1 0
Inauguration of Officers at the Department Head LevelLocation: Jakarta
Pelatihan dan Pendidikan Peserta Diklat ke Bandara Internasional Incheon (Korea Selatan) Batch4Lokasi : Center For Excellence
1 3
Education and Training of Participants to Incheon International Airport (South Korea) Batch 4Location : Center For Excellence
Penyesuaian Tarif Counter dan Aviobridge Domestik dan InternasionalLokasi : Jakarta
1
Adjustment of Tariff for Domestic and International Counter and AviobridgeLocation : Jakarta
Implementasi ERP Go LiveLokasi : Ruang Rapat Pleno Lantai 4
2Implementation of ERP Go LiveLocation : Plenary Meeting Room on the 4th Floor
januari | 2013 | january
31Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
PT Angkasa Pura I (Persero) Peduli Bencana Banjir Bendungan Hilir Tanah AbangLokasi : Bendungan Hilir Tanah Abang
1 8
PT Angkasa Pura I (Persero) Cares about Flood Disaster in Bendungan Hilir Tanah AbangLocation : Bendungan Hilir Tanah Abang
Seremonial Topping Off Proyek Bandara Internasional Sepinggan-BalikpapanLokasi : Bandara Internasional Sepinggan - Balikpapan
4-5
Ceremonial Topping-Off of Sepinggan International Airport Project - BalikpapanLocation : Sepinggan International Airport - Balikpapan
Perayaan HUT Angkasa Pura Airports di Bandara Internasional Juanda - SurabayaLokasi : Bandara Internasional Juanda - Surabaya
20
Angkasa Pura Airports’ Anniversary Celebration at Juanda International Airport - SurabayaLocation : Juanda International Airport - Surabaya
International Airlines GatheringLokasi : Soewarna Golf
5International Airlines GatheringLocation : Soewarna Golf
Tenant GatheringLokasi : Hotel Mulia-Nusa Dua, Bali
16Tenant GatheringLocation : Mulia Hotel-Nusa Dua, Bali
Perjanjian Kerja Sama Penandatangan antara Perum LPPNPI-AP I-AP II-Kementerian BUMN.Lokasi : Kementrian BUMN
12
Pelantikan General Manager dan Pejabat Satu Tingkat di Bawah DireksiLokasi : Hotel Sheraton, SurabayaInauguration of General Managers and Officers at One Level Below the Board of DirectorsLocation : Sheraton Hotel, Surabaya
22Penghargaan “Best Airport” Award 2012 untuk Bandara Juanda-SurabayaLokasi : Hotel Borobudur, Jakarta
1
Seminar Global ATFM BaliLokasi : Bandara InternasionalI Gusti Ngurah Rai-Bali
2 9
Global ATFM Seminar in BaliLocation : I Gusti Ngurah Rai International Airport - Bali
februari | 2013 | february
maret | 2013 | march
Juanda International Airport - Surabaya Best Airport Award 2012 Location : Borobudur Hotel, Jakarta
MOU between LPPNPI-AP I- AP II- State Ministry of State-Owned EnterprisesLokasi : State Ministry of State-Owned Enterprises
32 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Asia Routes 2013
Lokasi : Mumbai
17-192013 Asia Routes
Location : Mumbai
Rapat Konsultasi Regional IV Kementerian
Perumahan Rakyat
Lokasi : Hotel Grand Sahid Jaya
26
Consultation Meeting of Regional IV of the
Ministry of Public Housing
Location : Grand Sahid Jaya Hotel
april | 2013 | april
Rapat Pembahasan Sistem Manajemen
Mutu ISO
Lokasi : Ruang Ngurah Rai CFEA
Meeting for the Discussion of ISO Quality
Management System
Location : Ngurah Rai CFE Room
1
Serah Terima Direksi Baru
Lokasi : Kementerian Negara BUMN
Handover to the New Board of Directors
Location : State Ministry of State-Owned
Enterprises and Hotel Aryaduta
11Penandatanganan Perjanjian Kerja Sama
Lion Air Dengan Angkasa Pura Airports
Lokasi : Lion Tower, Jakarta
MOU signing between Lion Air and
Angkasa Pura Airports
Location : Lion Tower, Jakarta
25
Airlines Gathering
Lokasi : Surabaya
Airlines Gathering
Location : Surabaya
25Diklat Manajemen Mutu ISO 31000
Lokasi : Center For Excellence
Education and Training on ISO 31000
Quality Management
Location : Center For Excellence
22
Penerimaan Penghargaan Best Performing
Airport Bandara Internasional Juanda -
Surabaya
Lokasi : 4 Season Hotel, Jakarta
Juanda International Airport (Surabaya)
Received the Best Performing Airport
Award
Location : 4 Season Hotel, Jakarta
22Annual Marketing Meeting.
Lokasi : Center For Excelence
Annual Marketing Meeting
Location : Center For Excelence
1-3mei | 2013 | may
33Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Perjanjian Kerja Sama Angkasa Pura Airports
dengan Pemenang Tender Paket F&B Area
Komersial Bandara I Gusti Ngurah Rai
Lokasi : Ritz Carlton Hotel, Jakarta
2
Perjanjian Kerjasama Angkasa Pura Airports
dengan Pemenang Tender Paket Duty Free
Area Komersial Bandara I Gusti Ngurah Rai.
Lokasi : Ritz Carlton Hotel, Jakarta
3
Perjanjian Kerjasama Angkasa Pura
Airports dengan Pemenang Tender Paket
Retail Area Komersial Bandara I Gusti
Ngurah Rai
Lokasi : Ritz Carlton Hotel, Jakarta
7
Angkasa Pura Airports Marketing Forum
2013
Lokasi : Ritz Carlton Hotel, Jakarta
27
Class Room Pola Komersialisasi Baru.
Lokasi : Jakarta
Classroom Session on the New
Commercialization Pattern
Location : Center For Excelence
28
juni | 2013 | june
Penghargaan Best Economic Bandara
Internasional Juanda -Surabaya
Lokasi : Hotel Mulia, Jakarta
Best Economic Award for Juanda
International Airport - Surabaya
Location : Hotel Mulia, Jakarta
28
Jambore Pramuka Angkasa Pura Airports
Ke-8 Tahun 2013
Lokasi : Semarang
The 8th Boyscout Jamboree of Angkasa
Pura Airports in 2013
Location : Semarang
29
Penghargaan Service Quality Golden Award
2013 untuk Bandara Internasional Juanda
- Surabaya
Lokasi : Hotel Mulia, Jakarta
28
SQ Golden Award for Juanda International
Airport - Surabaya
Location : Hotel Mulia, Jakarta
MOU between Angkasa Pura Airports and
GVK
Location : Ritz Carlton Hotel, Jakarta
Signing Ceremony of Agreement with
Duty Free International
Location : Ritz Carlton Hotel, Jakarta
MOU Retail Agreement Dufree
Promosindo
Location : Ritz Carlton Hotel, Jakarta
Marketing Forum Angkasa Pura Airports
Location : Ritz Carlton Hotel, Jakarta
34 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pelantikan Dewan Komisaris Baru
Lokasi : Kementerian Negara BUMN
Inauguration of the New Board of
Commissioners
Location : State Ministry of State-Owned
Enterprises
2juli | 2013 | july
Perjanjian Kerja Sama Angkasa Pura
Airports dengan Kementerian Perumahan
Rakyat
Lokasi : Ritz Carlton Hotel, Jakarta
PKS between Angkasa Pura Airports and
the Ministry of Public Housing
Location : Ritz Carlton Hotel, Jakarta
18
Pengumuman Seleksi Terbuka
Internasional Area Komersial Terminal 2
Bandara Juanda - Surabaya
Lokasi : Surabaya
Announcement of the International Open
Selection for Terminal 2 Commercial Area
at Juanda Airport - Surabaya
Location : Surabaya
15
Gathering Mitra Kerja, INACA, YLKI dan
Regulator
Lokasi : Jakarta
Gathering with Work Partners, INACA,
YLKI, and Regulator
Location : Jakarta
24
Visionning Joint Cooperation Bandara
Internasional Juanda - Surabaya
Lokasi : Ruang Rapat Pleno
Visioning Joint Cooperation of Juanda
International Airport, Surabaya
Location : Plenary Meeting Room
25
MOU Pengelolaan Bandara Bintan
Lokasi : Jakarta
MOU on the Management of Bintan Airport
Location : Ngurah Rai Meeting Room
10
Rental and Revenue Share Agreement for
I Gusti Ngurah Rai - Bali
Lokasi : Jakarta
11
Penandatanganan Perjanjian Kredit antara
Angkasa Pura Airports dengan Bank
Mandiri
Lokasi : Mandiri Tower, Jakarta
26
MOU of the Signing of Credit Agreement
between Angkasa Pura Airports and Bank
Mandiri
Location : Mandiri Tower, Jakarta
Diklat Teknis Bidang Operasi Bandara
Lokasi : Jakarta
Education and Training on Airport
Operation Technicalities
Location : Jakarta
19agustus | 2013 | august
Rental and Revenue Share Agreement for
I Gusti Ngurah Rai - Bali
Location : Jakarta
35Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Pengumuman Seleksi Terbuka
Internasional Area Komersial Bandara
Sepinggan - Balikpapan
Lokasi : Balikpapan
Announcement on the International
Open Selection for Commercial Area at
Sepinggan Airport - Balikpapan
Location : Balikpapan
21
Upacara Melaspas dan Mecaru Mebalik
Sumpah Bandara Internasional I Gusti
Ngurah Rai - Bali
Lokasi : Bandara I Gusti Ngurah Rai, Bali
Melaspas and Mecaru Mebalik Sumpah
Ceremony at I Gusti Ngurah Rai
International Airport, Bali
Location : I Gusti Ngurah Rai Airport - Bali
9September | 2013 | September
Pembiayaan Proyek Pengembangan
Bandara Angkasa Pura Airport oleh Bank
Mandiri, BNI dan BRI
Lokasi : Mandiri Tower, Jakarta
Loan Agreement of Angkasa Pura Airports
Development Projects by Bank Mandiri,
BNI and BRI
Location : Mandiri Tower, Jakarta
17
19
24
Anugerah Business Review 2013
Lokasi : Ritz Carlton, Jakarta
Anugerah Business Review
Location : Ritz Carlton
24
Angkasa Pura Airports berpartisipasi dalam kegiatan Internasional World Routes 2013Lokasi : Las Vegas, Amerika Serikat
5-8
oktober | 2013 | october
Penandatangan Kerjasama Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai - BaliLokasi : Hotel Borobudur, Jakarta
Signing of Contract for the International Open Selection for Commercial Area at the International Terminal of I Gusti Ngurah Rai Airport (Bali)Location : Borobudur Hotel, Jakarta
1
Angkasa Pura Airports participation in 2013 World RoutesLocation : Las Vegas, Amerika Serikat
Penyambutan Penumpang Pertama di
Terminal Kedatangan Internasional I Gusti
Ngurah Rai - Bali
Lokasi : Bandara I Gusti Ngurah Rai - Bali
19
Kunjungan Meneg BUMN ke Proyek
Pengembangan Bandara Sepinggan -
Balikpapan.
Lokasi : Bandara Sepinggan - Balikpapan
Minister of Stateowned Company visit to
Sepinggan - Balikpapan Development
Project
Location : Bandara Sepinggan - Balikpapan
Kunjungan Presiden dan Wakil Presiden
RI ke Bandara I Gusti Ngurah Rai dalam
rangka Persiapan KTT APEC
Lokasi : Bandara I Gusti Ngurah Rai - Bali
President and Vice President Visit to I Gusti
Ngurah Rai in the preparation of KTT APEC
Location : Bandara I Gusti Ngurah Rai - Bali
Welcome Ceremony for the First Passanger
Arriving at I Gusti Ngurah Rai - Bali
Location : Bandara I Gusti Ngurah Rai - Bali
36 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Penandatanganan Kerjasama Komersial
Pemenang Tender Terminal 2 Bandara
Juanda - Surabaya
Lokasi : Ritz Carlton, Jakarta
Signing Ceremony Agreements for the
Tender of Terminal 2 of Juanda Airport -
Surabaya
Location : Ritz Carlton Mega Kuningan,
Jakarta
25
Penganugerahan Predikat “Sangat Bagus”
kepada Angkasa Pura Airports dalam
Infobank BUMN Awards 2013
Lokasi : Hotel Mulia, Jakarta
Awarding Ceremony to Angkasa Pura
Airports for the predicate of “Very Good” at
Infobank BUMN awards 2013
Loaction : Hotel Mulia, Jakarta
30
Penandatanganan Kerjasama Operasi
(KSO) Angkasa Pura Hotel - Cardig Aero
Services Lokasi : Ritz Carlton, Jakarta
25
november | 2013 | november
Pengumuman “True Winners”
Tender Area Komersial Bandara
Internasional Sepinggan - Balikpapan.
Lokasi : Four Seasons Hotel, Jakarta
Announcement of the True Winners of
Tender for Sepinggan International Airport
- Balikpapan
Location : Four Seasons Hotel, vJakarta
18
Angkasa Pura Airports Tenant Gathering
Lokasi : Kuta, Bali
Angkasa Pura Airports Tenant Gathering
Location : Kuta, Bali
8
Penghargaan Indonesian Quality Award
Foundation (IQAF) 2013
Lokasi : Kempinski Hotel, Jakarta
20
Kerjasama Angkasa Pura Airport dengan Sintesa Group SunEdison dalam Pemanfaatan Energi Surya di bandara Lokasi : Nusa Dua, Bali
Cooperation Angkasa Pura Airport with Sintesa Group SunEdison in Solar Energy Utilazion at airport
Location : Nusa Dua, Bali
8
Commercial Operation Training (Batch V) ke
Incheon Airport Aviation Academy, Korea
Selatan
Lokasi : Center For Excellence
20
Penyaluran Dana Bantuan Bina
Lingkungan PT Angkasa Pura I (Persero)
Kantor Pusat Jakarta.
Lokasi : Center For Excellence
17
Departure of Participants of Education and
Training to Incheon International Airport -
South Korea
Location : Center For Excellence
Disbursement of the Community
Development Assistance Fund at the Jakarta
Head Office of PT Angkasa Pura I (Persero)
Location : Center For Excellence
2013 IQAF Award
Location : Kempinski Hotel, Jakarta
Signing Ceremony of Join Operation
between Angkasa Pura Hotel and Cardig
Aero Services Location : Ritz Carlton, Jakarta
37Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Penandatangan Kerjasama Area Komersial Bandara Internasional Sepinggan - BalikpapanLokasi : Four Seasons Hotel, Jakarta
26
Pembukaan Diklat Airport Officer Development Program (AODP) 2013Lokasi : Jakarta
Opening of the Airport Officer Development Program (AODP) Education and TrainingLocation : Jakarta
28
desember | 2013 | december
Penghargaan Juara I BUMN Berdaya Saing
Terbaik Kategori Logistik Anugerah BUMN
Awards 2013
Lokasi : Hotel Gran Melia, Jakarta
5Penghargaan “Airport of The Year” untuk
Bandara Juanda - Surabaya dalam Bandara
Awards 2013
Lokasi : Hotel Borobudur, Jakarta
17Signing of Contract for the International Open Selection for Commercial Area at the New Terminal of Sepinggan International Airport - BalikpapanLocation : Four Seasons Hotel, Jakarta
Penghargaan Keterbukaan Informasi
Badan Publik Kategori BUMN 2013
Lokasi : Istana Wapres RI, Jakarta
Open Information of Public Institution
Awards Categorized in Stateowned
Company 2013
Location: Istana Wapres RI, Jakarta
12
2013 Anugerah BUMN Awards
Location : Hotel Gran Melia, JakartaAirport of the Year Award for Juanda
Airport - Surabaya in Airport Awards
Loocation : Hotel Borobudur, Jkakarta
38 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
aWarDs anD cerTificaTionsPENGHARGAAN DAN SERTIFIKASI
Bandara Juanda - Penghargaan The Best Airport 2012 dari Kementerian Pariwisata dan Ekonomi Kreatif dan Kementerian BUMN (1 Mar 2013)
Juanda Airport - The Best Airport 2012 Award from the Ministry of Tourism and Creative Economics as well as the State Ministry of State-Owned Enterprises (Mar 1, 2013)
Bandara Juanda - ASEAN Airport of The Year dalam ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) 2013 (28 Mar 2013)
Juanda Airport - ASEAN Airport of the Year in the ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) in 2013 (Mar 28, 2013)
Bandara Sultan Hasanuddin - Best Airport Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)
Sultan Hasanuddin Airport - Best Airport Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)
Bandara Pattimura - Good Airport Services Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)
Pattimura Airport - Good Airport Services Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)
Juanda Airport - Airport of The Year
Bandara Award 2012 from Bandara
Magazine (Feb 1, 2013)
Bandara Juanda - Airport of The Year Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)
Ahmad Yani Airport - Progressive Airport Services Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)
Bandara Ahmad Yani - Progressive Airport Services Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)
39Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Juanda Airport – Third Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)
Bandara Juanda - Peringkat III Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)
I Gusti Ngurah Rai Airport - Fifth Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)
Bandara I Gusti Ngurah Rai - Peringkat V Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)
Bandara Sultan Hassanudin - Fourth Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)
Bandara Sultan Hasanuddin - Peringkat IV Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)
Bandara Juanda - Best Performing Indonesian Airport Of The Year Dalam Frost and Sullivan Aerospace Award 2013 (22 Apr 2013)
Juanda Airport - Best Performing Indonesian Airport Of The Year in Frost and Sullivan Aerospace Award 2013 (Apr 22, 2013)
Bandara Juanda - Service Quality Gold Award 2013 dari Majalah Service Excellence dan Carre-Center for Custumer Satisfaction and Loyalty (Carre-CCSL) (28 Mei 2013)
Juanda Airport - Service Quality Gold Award 2013 from Service Excellence Magazine and Carre-Center for Customer Satisfaction and Loyalty (Carre-CCSL) (May 28, 2013)
PT Angkasa Pura I (Persero) - Korean Ambassador Award 2013 dari Kementerian Perdagangan, Industri, dan Energi Republik Korea dan Kementerian Koordinator Perekonomian RI (26 Jun 2013)
PT Angkasa Pura I (Persero) – the 2013 Korean Ambassador Award from the Ministry of Trade, Industry, and Energy of the Republic of Korea and the Coordinating Ministry between the Republic of Korea and Coordinating the Ministry of Economics of all people in the Republic of Indonesia (Jun 26, 2013)
PENGHARGAAN DAN SERTIFIKASI
40 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PT Angkasa Pura I (Persero) - Predikat “Sangat Bagus” InfoBank BUMN Awards 2013 (30 Okt 2013)
PT Angkasa Pura I (Persero) - Predikat “Good Performance” Indonesia Quality Award (IQA) 2013 (20 Nov 2013)
PT Angkasa Pura I (Persero) - Juara I BUMN Berdaya Saing Terbaik Kategori Logistik Anugerah BUMN 2013 (5 Des 2013)
President Director PT Angkasa Pura I (Persero) Tommy Soetomo - 11 Best CEO BUMN Terbaik Anugerah BUMN 2013 (5 Des 2013)
PT Angkasa Pura I (Persero) - Best of CEO Commitment on Human Capital Management and The Best for Human Capital Initiatives Change Management Indonesian Human Capital Study (IHCS) 2013 (5 Des 2013)
PT Angkasa Pura I (Persero) - Peringkat IV Penghargaan Keterbukaan Informasi Badan Publik 2013 Kategori BUMN dari Komisi Informasi Pusat (KIP) (12 Des 2013)
PT Angkasa Pura I (Persero) – “Very Good” Predicate for the 2013 InfoBank SOEs Awards (Oct 30, 2013)
President Director of PT Angkasa Pura I (Persero) Tommy Soetomo became one of the 11 Best CEO for SOE at the 2013 BUMN Award (Dec 5, 2013) PT Angkasa Pura I (Persero) - Best
of CEO Commitment on Human Capital Management and Best for Human Capital Initiatives Change Management Indonesian Human Capital Study (IHCS) 2013 (Dec 5, 2013)
PT Angkasa Pura I (Persero) – Ranked 4th in the 2013 Public Entities Information Openness for the 2013 Public Entities Award for the category of SOEs from the Central Information Commission (Dec 12, 2013)
PT Angkasa Pura I (Persero) - Predicate “Good Performance” Indonesia Quality Award (IQA) 2013 (20 Nov 2013)
PT Angkasa Pura I (Persero) – Ranked 1st in SOE with the Best Competitive Power in the Category of Logistics in the 2013 Anugerah BUMN (Dec 5, 2013)
41Kilas KinerjaPERFORMANCE REVIEW
SEKILAS PERUSAHAANCOMPANY OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REPORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY
Bandara Juanda - Airport of The Year Bandara Award 2013 dari Majalah Bandara (17 Des 2013)
Bandara Adi Soemarmo - Good Airport Services Bandara Award 2013 dari Majalah Bandara (17 Des 2013)
Bandara Sultan Hasanuddin - Best Airport Bandara Award 2013 dari Majalah Bandara (17 Des 2013)
Bandara I Gusti Ngurah Rai - Progressive Airport Services Bandara Award 2013 dari Majalah Bandara (17 Des 2013)
Juanda Airport – the 2013 Airport of the Year Award from the Airport’s Magazine (Dec 17, 2013)
I Gusti Ngurah Rai Airport - Progressive Airport Services Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)
Adi Soemarmo Airport - Good Airport Services Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)
Sultan Hasanuddin Airport - Best Airport Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)
42 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
company oVerVieWSekilas Perusahaan
43KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
PT Angkasa Pura I (Persero), yang selanjutnya disebut Angkasa Pura Airports atau Perseroan, merupakan pioneer dalam pengusahaan kebandarudaraan secara komersial di Indonesia. Pada awalnya, Perseroan adalah bagian dari Perusahaan Negara (PN) Angkasa Pura Kemayoran yang dibentuk pada tanggal 20 Februari 1962 dengan Peraturan Pemerintah (PP) Nomor 33 Tahun 1962 dengan tugas pokok seperti pengelolaan dan pengusahaan bandar udara Kemayoran Jakarta yang menjadi bandar udara penerbangan domestik dan satu-satunya Bandar Udara Internasional yang melayani penerbangan dari dan ke luar negeri.
PT ANGKASA PURA I (PERSERO), WHICH IS SUBSEQUENTLY
REFERRED TO AS ANGKASA PURA AIRPORTS OR THE
COMPANY, IS THE PIONEER IN COMMERCIAL AIRPORT
MANAGEMENT IN INDONESIA. INITIALLY, THE COMPANY
WAS PART OF PN ANGKASA PURA KEMAYORAN WHICH
WAS ESTABLISHED ON FEBRUARY 20, 1962 PURSUANT TO
GOVERNMENT REGULATION NUMBER 33 YEAR 1962 WITH
THE MAIN DUTY OF MANAGEMENT AND ADMINISTRATION
OF KEMAYORAN AIRPORT JAKARTA, AN AIRPORT WHICH
SERVED DOMESTIC FLIGHT AND WHICH WAS THE ONLY
INTERNATIONAL AIRPORT SERVING FLIGHTS FROM AND TO
OTHER COUNTRIES.
44 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
corporaTe iDenTiTyIdentitas Perusahaan
45
Nama
PT ANGKASA PURA I (PERSERO)
Bidang usaha
1. Pelayanan Lalu Lintas Penerbangan
2. Pelayanan Jasa Kebandarudaraan
3. Pelayanan Jasa Terkait Bandara
Produk
1. Aeronautical Non-Air Trafic (ATS)
2. Non-aeronautical Service
Tanggal Pendirian
15 November 1962
Dasar Hukum Pendirian
PP Nomor 5 tahun 1992
Akte Pendirian
Akta Notaris Muhani Salim, SH, tanggal 3 Januari 1993.
Kepemilikan
100% dimiliki oleh Negara Republik Indonesia
Modal Dasar
Rp12.000.000.000.000,-
Modal Ditempatkan dan Disetor Penuh
Rp3.488.245.000.000,-
Jumlah Karyawan
3.641
Jumlah Kantor Cabang
13 Kantor Cabang, 13 Bandara, 1 Strategic Business Unit
Alamat
KANTOR PUSAT
Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Jakarta 10610
Telp : 62-21 6541961
Faks : 62-21 6541513, 6541514
Email : [email protected]
www.angkasapura1.co.id
Name
PT ANGKASA PURA I (PERSERO)
Business Sector
1. Air Traffic Services
2. Airport Services
3. Airport-Related Services
Product
1. Aeronautical Non-Air Traffic Service (ATS)
2. Non-Aeronautical Service
Date of establishment
November 15, 1962
Legal ground of establishment
Government Regulation Number 5 year 1992
Deed of establishment
Deed of Notary Muhani Salim, SH, dated January 3, 1993.
Ownership
100% owned by the State of the Republic of Indonesia
Authorized Capital
Rp12,000,000,000,000.-
Subscribed and Paid-up Capital
Rp3,488,245,000,000.-
Number of employees
3,641
Number of Branch Offices
13 Branch Offices, 13 Airports, 1 Strategic Business Unit
Address
HEAD OFFICE
Kota Baru Bandar Kemayoran Block B 12 Kav. 2
Jakarta 10610
Phone : 62-21 6541961
Fax : 62-21 6541513, 6541514
Email : [email protected]
www.angkasapura1.co.id
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
46 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pemerintah RI mengeluarkan PP No.33 Tahun1962 tentang Pendirian Perusahaan Negara (PN) Angkasa Pura Kemayoran, yang ditandatangani oleh Pejabat Presiden RI Ir. Djuanda.Tugas pokoknya adalah pen-gelolaan dan pengusahaan Bandar Udara Kemayoran Jakarta yang saat itu merupakan satu-satunya bandar udara internasional yang melayani penerbangan dari dan ke luar negeri selain penerbangan domestik.
The Government of the Republic of Indonesia issued Government Regulation No.33 Year 1962 concerning Establishment of PN Angkasa Pura Kemayoran, which was signed by Acting President of the Republic of Indonesia Ir. Djuanda. Its main duty was the man-agement and administration of Jakarta Kemayoran Airport, which was at that time the only internation-al airport which served flights from and to foreign countries, in addition to domestic flights.
Setelah melalui masa transisi selama dua tahun, terhitung mulai tanggal 20 Februari 1964 PN Angkasa Pura Kemayoran resmi mengambil alih secara penuh aset dan operasional Bandara Internasional Kemayoran, Jakarta dari Kementerian Perhubungan Udara.Tanggal inilah yang kemudian ditetapkan sebagai hari jadi Angkasa Pura Airports.
After going through a two-year transitional period, effective from February 20, 1964, PN Angkasa Pura Kemayoran officially took over all assets and operations of Kemayoran International Airport, Jakarta from the Ministry of Air Transportation. This date is later stipulated as the anniversary of Angkasa Pura Airports.
Presiden Soekarno melakukan kunjungankenegaraan ke Amerika Serikat untuk berpidatodi depan Sidang Umum PBB ke-15. Setibanyadi tanah air, Presiden Soekarno menegaskankeinginannya kepada Ment-eri Perhubungandan Menteri Pekerjaan Umum agar lapangan terbang di Indonesia dapat setara dengan lapangan terbang di negara maju.
President Soekarno made a state visit to the United States to deliver a speech before the 15th UN General Assembly. Upon returning home, President Soekarno expressed his desire to the Minister of Transportation and the Minister of Public Works that airports in In-donesia can be equal to airports in the developed countries.
30 September 1960September 30, 1960
Status badan hukum PN Angkasa Pura berubah menjadi Perusahaan Umum (Perum), berdasarkan PP Nomor 37 Tahun 1974.
The legal entity status of PN Angkasa Pura changed into Public Company (Perum), pursuant to Government Regulation Number 37 Year 1974.
21 Okt 1974 October 21, 1974
15 Nov 1962November 15, 1968
20 Feb 1964February 20, 1964
milesToneJejak Langkah
Untuk lebih memperluas cakupan kerja mengelola bandar udara lain di wilayah Indonesia, PN Angkasa Pura Kemayoran berubah nama menjadi Perusahaan Negara (PN) Angkasa Pura.
17 Mei 1956Mei 17, 1956
In order to further expand the work coverage by managing other airports within the Indonesian territory, PN Angkasa Pura Kemayoran changed its name to PN Angkasa Pura.
Bandar Udara Internasional Kemayoran ditutup. Sejak tanggal ini seluruh kegiatan operasi perusahaan dialihkan ke Bandar Udara Soekarno-Hatta, Cengkareng, yang telah selesai dibangun.
1 Okt 1985October 1, 1985
Kemayoran International Airport was closed. Since then, all of the company’s operational activities were transferred to Soekarno-Hatta Airport, Cengkareng, which had just completed its construction.
47
Berdasarkan PP Nomor 5 Tahun 1992, bentuk Perum diubah menjadi Perse-roan Terbatas (PT) yang sahamnya dimi-liki sepenuhnya oleh Negara Republik Indonesia sehingga namanya menjadi PT Angkasa Pura I (Persero).
Pursuant to Government Regulation Number 5 Year 1992, the form Public Company was changed into a Limited Liabilities Company (PT) whose shares are fully owned by the State of the Re-public Indonesia, so that the name was changed to PT Angkasa Pura I (Persero).
4 Feb 1992February 4, 1992
Wilayah pengelolaan bandar udara komersial di Indonesia dibagi dua, seiring dengan pe-rubahan Perum Angkasa Pura menjadi Perum Angkasa Pura I serta dibentuknya Perum Ang-kasa Pura II. Perum Angkasa Pura I mengelola bandaradi wilayah timur Indonesia, sedang-kan Perum Angkasa Pura II mengelola bandara di wilayah barat Indonesia.
The commercial airport management area in Indonesia was divided in two, in line with the change of Perum Angkasa Pura to become Pe-rum Angkasa Pura I and the establishment of Perum Angkasa Pura II. Perum Angkasa Pura I managed airports in the eastern part of Indo-nesia, while Perum Angkasa Pura II managed airports in the western part of Indonesia.
19 Mei 1987May 19, 1987
Peresmian Bandara Sultan Hasanuddin baru oleh Presiden RI.
22 Sep 2008September 22, 2008
Inauguration of the new Sultan Hasanuddin Airport by the President of the Republic of Indonesia.
4 Jan 2013January 4, 2013
Pendirian SBU Commercial Ngurah Rai sesuai dengan keputusan Direksi No.KEP.02/OM.01.01/2013.
Establishment of Ngurah Rai Commercial SBU pursuant to decision of the Board of Directors No. KEP.02/OM.01.01/2013.
Implementation of the First Phase Project Enterprise Resource Planning (ERP).
6 Jan 2013January 6, 2013
Pengalihan tugas pengelolaan kenavigasian ke Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (Perum-LPPNPI) berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012.
Assignment of the duty of navigation management to Perum LPPNPI (the Indonesian Air Navigation Service Provider Institution) pursuant to Government Regulation Number 77 Year 2012.
12 Sep 2013September 12, 2013
Pengoperasian terminal baru Bandara Internasional I Gusti Ngurah Rai.
Operation of the new terminal at I Gusti Ngurah Rai International Airport.
30 Des 2011December 30, 2011
Logo baru Angkasa Pura Airports sebagai salahsatu identitas perusahaan (corporate identity) resmi diluncurkan.
The new logo of Angkasa Pura Airports as the official corporate identity is officially launched.
20 Okt 2011October 20, 2011
Peresmian Bandara Internasional Lombok (BIL) oleh Presiden RI Susilo Bambang Yudhoyono.
Inauguration of Lombok International Airport by President of the Republic of Indonesia Susilo Bambang Yudhoyono.
1 Des 2011December 1, 2011
Ground breaking proyek pembangunan Terminal 2 (T2) Bandara Juanda, Surabaya.
Ground breaking of Terminal 2 (T2) construction project at Juanda Airport, Surabaya.
6 Jan 2012January 6, 2012
Pembentukan anak-anak perusahaan, yaitu Angkasa Pura Hotels, Angkasa Pura Property dan Angkasa Pura Logistics
9 Feb 2012February 9, 2012
Pembentukan Anak Perusahaan Angkasa Pura Supports.
Establishment of subsidiary, namely Angkasa Pura Supports.
20 Feb 2012February 20, 2012
Launching identitas perusahaan (corporate identity) berupa visi, misi, dan nilai-nilai perusahaan baru. Turut pula di-launching hymne dan mars serta seragam baru perusahaan.
Launching of corporate identity in the form of new company’s vision, mission, and values. The company’s hymn and march as well as new uniform were also launched.
Establishment of subsidiaries, namely Angkasa Pura Hotels, Angkasa Pura Property and Angkasa Pura Logistics.
6 Jan 2012January 6, 2012
2 Jan 2013January 2, 2013
Implementasi Tahap Pertama Proyek Enterprise Resource Planning (ERP).
24 Feb 2013February 24, 2013
Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels.
Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels.
Angkasa Pura Logistics regulated agent in Surabaya officially opened.
10 Apr 2013April 10, 2013
Regulated agent Angkasa Pura Logistics di Surabaya resmi beroperasi.
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
48 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
brief hisTory of The companyRiwayat Singkat
PT Angkasa Pura I (Persero), yang selanjutnya disebut
Angkasa Pura Airports atau Perseroan, merupakan pioneer
dalam pengusahaan kebandarudaraan secara komersial
di Indonesia. Pada awalnya, Perseroan adalah bagian dari
Perusahaan Negara (PN) Angkasa Pura Kemayoran yang
dibentuk pada tanggal 20 Februari 1962 dengan Peraturan
Pemerintah (PP) Nomor 33 Tahun 1962 dengan tugas
pokok seperti pengelolaan dan pengusahaan bandar udara
Kemayoran Jakarta yang menjadi bandar udara penerbangan
domestik dan satu-satunya Bandar Udara Internasional yang
melayani penerbangan dari dan ke luar negeri.
Setelah melalui masa transisi selama dua tahun, terhitung
sejak 20 Februari 1964 PN Angkasa Pura Kemayoran
resmi mengambil alih secara penuh aset dan operasional
Pelabuhan Udara Kemayoran Jakarta dari Pemerintah.
Tanggal 20 Februari 1964 itulah yang kemudian ditetapkan
sebagai hari jadi Perseroan.
Dalam perkembangannya, untuk lebih memperluas cakupan
kerja mengelola bandar udara lain di wilayah Indonesia,
berdasarkan PP Nomor 21 tahun 1965 PN Angkasa Pura
Kemayoran berubah nama menjadi Perusahaan Negara
(PN) Angkasa Pura sejak tanggal 17 Mei 1965, perubahan ini
bertujuan untuk lebih membuka peluang bagi PN Angkasa
PT Angkasa Pura I (Persero), which is subsequently referred
to as Angkasa Pura Airports or the Company, is the pioneer
in commercial airport management in Indonesia. Initially,
the Company was part of PN Angkasa Pura Kemayoran
which was established on February 20, 1962 pursuant to
Government Regulation Number 33 Year 1962 with the main
duty of management and administration of Kemayoran
Airport Jakarta, an airport which served domestic flight and
which was the only International Airport serving flights from
and to other countries.
After undergoing a two-year transitional, effective from
February 20, 1964, PN Angkasa Pura Kemayoran officially
took over all assets and operations of Kemayoran Airport,
Jakarta from the Government. February 20, 1964 was later
stipulated as the Company’s anniversary.
In the development, in order to further expand the scope
of work by managing other airports within the Indonesian
territory, pursuant to Government Regulation Number 21
year 1965, PN Angkasa Pura Kemayoran changed its name to
PN Angkasa Pura on May 17, 1965, in which this change was
aimed at further opening the opportunity for PN Angkasa
49
Pura dalam melakukan pengelolaan bandar udara lain
di wilayah Indonesia. Secara bertahap, PN Angkasa Pura
telah mengelola Pelabuhan Udara Ngurah Rai – Bali, Halim
Perdanakusumah– Jakarta, Polonia – Medan, Juanda –
Surabaya, Sepinggan – Balikpapan, dan Sultan Hasanuddin
– Ujungpandang.
Kemudian berdasarkan PP Nomor 37 Tahun 1974, status
badan hukum perusahaan diubah menjadi Perusahaan
Umum (Perum). Secara umum, seluruh perubahan
tersebut ditunjukan untuk lebih memperluas cakupan kerja
pengelolaan bandar udara di Indonesia.
Di tahun 1985, Bandar Udara Internasional Kemayoran
dinyatakan berhenti beroperasi. Seluruh kegiatan operasional
dialihkan ke Bandar Udara Soekarno Hatta yang pada kala itu
bernama Bandar Udara Cengkareng (CGK).
Berdasarkan PP Nomor 25 tahun 1987, Perum Angkasa
Pura berubah nama sejak tanggal 19 Mei 1987 menjadi
Perum Perseroan bersamaan dengan dibentuknya Perum
Perseroan I yang khusus bertugas mengelola Bandar Udara
Soekarno-Hatta dan Halim Perdanakusuma. Di tahun 1992,
berdasarkan PP Nomor 5 Tahun 1992, bentuk Perusahaan
Umum (Perum) diubah menjadi Perseroan Terbatas (PT)
yang sahamnya dimiliki sepenuhnya oleh Negara Republik
Indonesia sehingga namanya menjadi PT Angkasa Pura I
(Persero) dengan Akta Notaris Muhani Salim, SH tanggal 3
Januari 1993 dan telah memperoleh persetujuan Menteri
Kehakiman dengan keputusan Nomor: C2-470.HT.01.01
Tahun 1993 tanggal 24 April 1993 serta diumumkan dalam
Berita Negara Republik Indonesia Nomor 52 tanggal 29 Juni
1993 dengan Tambahan Berita Negara Republik Indonesia
Nomor:2914/1993.
Perubahan Anggaran Dasar Perusahaan terakhir adalah
berdasarkan keputusan Rapat Umum Pemegang Saham
tanggal 14 Januari 1998 dan telah diaktakan oleh Notaris
Imas Fatimah, SH Nomor 30 tanggal 18 September 1998.
Perubahan Anggaran Dasar tersebut telah mendapat
pengesahan dari Menteri Kehakiman Republik Indonesia
Nomor: C2-25829.HT.01.04 Tahun 1998 tanggal 19 November
1998 dan dicantumkan dalam Berita Negara Republik
Indonesia Nomor 50 tanggal 22 Juni 1999 dengan Tambahan
Berita Negara Republik Indonesia Nomor 3740/1999.
Pura to manage other airports within the Indonesian
territory. Gradually, PN Angkasa Pura has taken under its
management the following airports: Ngurah Rai Airport
– Bali, Halim Perdanakusumah – Jakarta, Polonia – Medan,
Juanda – Surabaya, Sepinggan – Balikpapan, and Sultan
Hasanuddin – Ujungpandang.
Subsequently, pursuant to Government Regulation
Number 37 Year 1974, the company’s legal entity status was
changed to Public Company (Perum). In general, all of the
aforementioned changes were directed to extend the scope
of work of airport management in Indonesia.
In 1985, Kemayoran International Airport was declared to
have ceased its operation. All operational activities were
transferred to Soekarno Hatta Airport, which was then
named Cengkareng Airport (CGK).
Pursuant to Government Regulation Number 25 year 1987,
Perum Angkasa Pura changed its name on May 19, 1987
to Perum (Persero) Angkasa Pura at the same time as the
establishment of Perum Angkasa Pura I Company which
was dedicated to manage Soekarno-Hatta and Halim
Perdanakusuma Airports. In 1992, pursuant to Government
Regulation Number 5 Year 1992, the form Public Company
was changed to Limited Liabilities Companies whose shares
are fully owned by the State of the Republic of Indonesia so
that its name became PT Angkasa Pura I (Persero) based on
deed of Notary Muhani Salim, SH dated January 3, 1993 which
has been approved by the Minister of Justice by virtue of his
decree Number: C2-470.HT.01.01 Year 1993 dated April 24,
1993 and was announced in State Gazette of the Republic of
Indonesia Number 52 dated June 29, 1993 and Supplement
to the State Gazette of the Republic of Indonesia Number:
2914/1993.
The most recent Amendment to the Company’s Articles
Association was based on decision of the General
Shareholders Meeting dated January 14, 1998, which was
notarized by Notary Imas Fatimah, SH under deed Number
30 dated September 18, 1998. The Amendment to Articles
of Association was validated by the Minister of Justice of the
Republic of Indonesia Number: C2-25829.HT.01.04 Year 1998
dated November 19, 1998 and announced in State Gazette
o the Republic of Indonesia Number 50 dated June 22, 1999
and Supplement to the State Gazette of the Republic of
Indonesia Number 3740/1999.
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SEKILAS PERUSAHAANCOMpANy OVERVIEW
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50 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Perseroan senantiasa mendukung kebijakan dan program
Pemerintah di bidang ekonomi dan pembangunan. Hal ini
dilakukan guna menghasikan keuntungan bagi Perseroan
melalui usaha jasa kebandarudaraan dalam arti yang seluas-
luasnya dan kegiatan bisnis lainnya yang relevan dengan
usaha jasa kebandarudaraan, baik dilaksanakan mandiri
maupun bekerja sama dengan badan lain.
Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012
Tentang Perusahaan Umum Lembaga Penyelenggara
Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), Jasa
Pelayanan Penerbangan tidak dikelola oleh Angkasa Pura
I (Persero) sejak tanggal 16 Januari 2013 pukul 22.00 WIB
(berdasarkan Nota Kesepahaman nomor HK.201/1/10/DRJU-
2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;
032/DU/II/2013 tanggal 12 Februari 2013).
Berdasarkan akta notaris Nanda Fauz Iwan, SH, M.Kn no.
02 tanggal 16 Januari 2013 yang telah disimpan di dalam
database Sistem Administrasi Badan Hukum dari Kementrian
Hukum dan Hak Asasi Manusia Republik Indonesia no.
AHU-AH.01.10-02672 tanggal 31 Januari 2013, Perseroan
menyetujui peningkatan modal disetor yang diambil dari
kapitalisasi sebagian cadangan Perseroan sampai dengan
tahun buku 2011 sejumlah 300.000 saham dengan nilai
nominal Rp.1.000.000 sehingga seluruhnya seharga
Rp.300.000.000 yang seluruhnya diambil bagian oleh Negara
Republik Indonesia.
Sampai saat ini, wilayah pelayanan Perseroan mencakup
13 bandar udara utama yang sedang berkembang pesat di
kawasan tengah dan timur Indonesia yang meliputi:
1. Bandara I Gusti Ngurah Rai – Bali
2. Bandara Juanda – Surabaya
3. Bandara Sultan Hasanuddin – Makassar
4. Bandara Sepinggan – Balikpapan
5. Bandara Frans Kaisiepo – Biak
6. Bandara Sam Ratulangi – Manado
7. Bandara Syamsudin Noor – Banjarmasin
8. Bandara Ahmad Yani – Semarang
9. Bandara Adisutjipto – Yogyakarta
10. Bandara Adisumarmo – Surakarta
11. Bandara Internasional Lombok - Lombok Tengah
12. Bandara Pattimura – Ambon
13. Bandara El Tari – Kupang
The Company always supports Government’s policies and
programs in the fields of economy and development. This
is implemented in order to generate profit for the Company
through airport service business in its broadest sense and
other business activities relevant to airport service business,
either independently or in cooperation with other entities.
Pursuant to Government Regulation Number 77 Year 2012
concerning Perum LPPNPI (the Indonesian Air Navigation
Service Provider Institution), Air Traffic Services are not
managed by Angkasa Pura I (Persero) since January 16, 2013
at 22.00 Western Indonesian Time (pursuant to Memorandum
of Understanding number HK.201/1/10/DRJU-2013; KEP.15/
OM.02.03/ 2013; MOU.04.07.01/00/02/2013/001; 032/DU/
II/2013 dated February 12, 2013).
Based on deed of notary Nanda Fauz Iwan, SH, M.Kn no.
02 dated January 16, 2013 which has been stored in the
database of Legal Entities Administration System of the
Ministry of Justice and Human Rights of the Republic of
Indonesia no. AHU-AH.01.10-02672 dated January 31, 2013,
the Company agreed upon the increase in paid-up capital,
which was taken from capitalization part of the Company’s
reserves up to 2011 in the amount of 300,000 shares with the
nominal value of Rp.1,000,000 so that the total amount was
Rp.300,000,000, all of which was the equity participation of
the State of the Republic of Indonesia.
Until now, the Company’s service area consists of 14 major
airports which are developing rapidly in the central and
eastern part of Indonesia, including:
1. I Gusti Ngurah Rai Airport – Denpasar
2. Juanda Airport – Surabaya
3. Sultan Hasanuddin Airport – Makassar
4. Sepinggan Airport – Balikpapan
5. Frans Kaisiepo Airport – Biak
6. Sam Ratulangi Airport – Manado
7. Syamsudin Noor Airport – Banjarmasin
8. Ahmad Yani Airport – Semarang
9. Adisutjipto Airport – Yogyakarta
10. Adisumarmo Airport – Surakarta
11. Lombok International Airport – Central Lombok
12. Pattimura Airport – Ambon
13. El Tari Airport – Kupang
51
bUsiness lines Bidang Usaha
Tujuan dan lapangan usaha dari Perseroan adalah untuk
melaksanakan dan menunjang kebijakan dan program
pemerintah di bidang ekonomi dan pembangunan
serta untuk memupuk keuntungan bagi perusahaan
dengan memupuk keuntungan bagi Perseroan dengan
menyelenggarakan usaha jasa kebandarudaraan dalam arti
seluas-luasnya dan usaha usaha lainnya yang mempunyai
hubungan dengan usaha tersebut.
Untuk mencapai tujuan tersebut di atas perusahaan
menjalankan usaha-usaha:
a. Jasa Pelayanan Penerbangan (Air Traffic Services),
penyediaan, pengusahaan fasilitas navigasi.
b. Jasa Pelayanan Kebandarudaraan
1. Aeronautika Non ATS
a Penyediaan, pengusahaan dan
pengembangan fasilitas untuk kegiatan
pelayanan pendaratan, lepas landas, parkir
dan penyimpanan pesawat udara.
b Penyediaan, pengusahaan dan
pengembangan fasilitas terminal untuk
pelayanan angkutan penumpang, kargo dan
pos.
2. Non Aeronautika
a Penyediaan lahan untuk pembangunan,
lapangan dan kawasan industri serta gedung
- gedung/ bangunan yang berhubungan
dengan kelancaran angkutan udara.
b Penyediaan, pengusahaan dan
pengembangan fasilitas elektronika, navigasi,
listrik, air dan instalasi limbah buangan.
c Penyediaan jasa konsultasi, pendidikan dan
pelatihan yang berkaitan dengan kebandar
udaraan.
d Usaha-usaha lain yang dapat menunjang
tercapainya tujuan perusahaan.
Perusahaan dapat pula mendirikan/menjalankan perusahaan
lainnya yang mempunyai hubungan dengan usaha tersebut
diatas baik sendiri-sendiri maupun bersama-sama dengan
badan lain sepanjang tidak bertentangan dengan peraturan
perundangundangan yang berlaku dan sesuai dengan
ketentuan dalam anggaran dasar.
The Company’s objectives and business lines are aimed at
implementing and supporting government policies and
program in the fields of economy and development as well
as to generate profit form the Company by providing airport
service business in its broadest sense and other businesses
related to the business.
To achieve the aforementioned objectives, the company
operates the following businesses:
a. Air Traffic Services, provision and management of
navigation facilities.
b. Airport Services
1. Non-ATS Aeronautics
a. Provision, management, and development
of facilities for aircraft landing, take-off,
parking, and storage service activities.
b. Provision, management, and development
of terminals for passenger, cargo, and post
transportation service.
2. Non-Aeronautics
a. Provision of land for construction, fields,
and industrial zone as well as buildings/
constructions related to the smoothness of
air transportation.
b. Provision, management, and development
of electronics, navigation, electricity, water,
and waste disposal installation facilities.
c. Provision of airport-related consulting,
education, and training services.
d. Other businesses which can support the
achievement of the company’s objective.
The Company can also establish/operate other companies
which are related to the aforementioned businesses, both
individually as well as jointly with other entities to the extent
not in conflict with the applicable laws and regulations and in
accordance with the provisions of the articles of association.
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SEKILAS PERUSAHAANCOMpANy OVERVIEW
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TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
52 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
serVice proDUcTsProduk Jasa
Spesifikasi Produk Jasa
Produk jasa PT Angkasa Pura I (Persero) dapat diuraikan
sebagai berikut.
1. PJP4U (Pelayanan Jasa Pendaratan, Penempatan dan
Penyimpanan Pesawat Udara)
Produk jasa pelayanan Pendaratan Pesawat Udara ini
adalah merupakan kegiatan pelayanan jasa pendaratan
yang diberikan terhadap pesawat udara yang mendarat
di Bandar Udara.Produk jasa pelayanan Penempatan
pesawat Udara adalah pelayanan jasa yang diberikan
untuk penempatan Pesawat Udara di tempat terbuka
di Bandar Udara.Pelayanan jasa Penyimpanan Pesawat
Udara yaitu pelayanan jasa yang diberikan terhadap
Pesawat Udara di dalam hanggar.
2. PJP2U (Pelayanan Jasa Penumpang Pesawat Udara)
Pelayanan Jasa Penumpang Pesawat Udara adalah
pelayanan jasa yang diberikan kepada setiap
penumpang di Terminal pemberangkatan atau
kedatangan Bandar Udara yang diusahakan oleh PT
Angkasa Pura I (Persero).
3. Garbarata (Aviobridge)
Pelayanan Jasa pemakaian garbarata (Aviobridge)
adalah pelayanan jasa pemakaian garbarata (Aviobridge)
yang diberikan kepada setiap Badan Usaha Angkutan
Udara/Perusahaan Angkutan Udara/operator Pesawat
Udara pada saat keberangkatan atau kedatangan
penumpang.
4. Counter Check-In
Pelayanan Jasa Pemakaian Counter Check-In adalah
pelayanan jasa yang diberikan kepada perusahaan
angkutan udara atau operator pesawat udara
sehubungan pemakaian fasilitas Bandar Udara.
5. Baggage Handling system (BHS)/Hold Baggage
Screening(HBS)
Pelayanan jasa yang diberikan kepada perusahaan
angkutan udara atau operator pesawat udara
sehubungan pemakaian fasilitas Baggage Handling
system yaitu suatu sistem conveyor yang digunakan
untuk mengangkut bagasi penumpang setelah
proses pemeriksaan dan check-in bagi penumpang
Service Product Specification
Service products of PT Angkasa Pura I (Persero) can be
described as follows:
1. PJP4U (Aircraft Landing, Parking, and Storage Services)
Aircraft landing service product constitutes the activity
of landing services provided to aircrafts landing at the
Airport. Aircraft parking service product constitutes
the service provided for placing Aircrafts in an open
space at the Airport. Aircraft Storages service product
constitutes the service provided for Aircrafts in the
hangar.
2. PJP2U (Aircraft Passenger Services)
Aircraft Passenger Services are services provided to any
passenger at the departure or arrival Terminals at the
Airports managed by PT Angkasa Pura I (Persero).
3. Aviobridge
Aviobridge utilization service is Aviobridge utilization
service provided to any Air Transportation Business
Entity/Airline/Aircraft operator upon passengers’
departure or arrival.
4. Check-In Counter
Check-In Counter Utilization Service is service provided
to airlines or aircraft operators in connection with the
use of Airport facilities.
5. Baggage Handling system (BHS)/Hold Baggage
Screening(HBS)
Service provided to airlines or aircraft operators in
connection with the use of Baggage Handling system
facility, namely a conveyor system used for transporting
passengers’ baggage after the screening and check-
in process for departing passengers, in which the
baggage is subsequently taken to the baggage
53
keberangkatan, selanjutnya bagasi tersebut dibawa
ke area penumpukan siap angkut (baggage make up
areal) untuk diangkut ke pesawat udara, begitu juga
sebaliknya bagi penumpang kedatangan dibawa ke
area pengambilan bagasi (baggage claim). Pelayanan
jasa yang diberikan kepada perusahaan angkutan
udara atau operator pesawat udara sehubungan
pemakaian fasilitas Hold Baggage Screening yaitu suatu
sistem pemeriksaan bagasi dengan mesin x-ray yang
terintegrasi langsung dengan BHS dan secara otomatis
dapat mengetahui status keamanan bagasi untuk
disalurkan sesuai hasil pemeriksaan, pemilahan (sortir)
dan tujuan bagasi untuk diangkut ke pesawat udara
bagi penumpung keberangkatan.
6. Konsesi atas Jasa Penggunaan Fasilitas Bandar Udara
Konsesi adalah jasa yang diberikan atas hak
penggunaan fasilitas Bandar Udara kepada pihak ketiga
terkait kegiatan usaha yang dilakukan di Bandar Udara.
Konsesi ini dikenakan kepada perusahaan-perusahaan
yang berusaha di Bandar Udara seperti usaha Ekspedisi
Muatan Pesawat Udara (EMPU), Regulated Agent (RA),
Ground Handling, dan In-flight Catering.
Segmentasi Produk
Segmentasi pasar PT Angkasa Pura I (Persero) terbagi
menjadi 2 jenis, yaitu segmen produk jasa yang diberikan
kepada perusahaan (Perusahaan Angkutan Udara/Pesawat
Udara) dan segmen produk jasa yang diberikan langsung
kepada konsumen (Penumpang pesawat Udara).
make-up area to be carried into the aircraft, and the
other way round for arriving passengers, in which the
baggage is taken to the baggage claim area. The service
provided for airlines or aircraft operators in connection
with the use of Hold Baggage Screening facility
constitutes a baggage screening system using an x-ray
machine, which is directly integrated to BHS and can
automatically identify the baggage security status to be
distributed in accordance with screening result, sorting
and destination of the baggage to be taken to the
aircraft for departing passengers.
6. Concession on Airport Facility Utilization Service
Concession is service provided on the right to use
Airport facilities to a third party related to business
activities conducted at the Airport. This concession
is imposed on companies running their business at
Airports such as Aircraft Cargo Expedition, Regulated
Agent (RA), Ground Handling, and In-flight Catering
businesses
Product Segmentation
Market segmentation of PT Angkasa Pura I (Persero) is
divided into 2 types, namely the segment of service product
provided to companies (Airlines/Aircraft Companies) and the
segment of service product provided directly to consumers
(Aircraft Passengers).
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
54 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
operaTional areaWILAYAH OPERASIONAL
2 5.1
3
8
9
4
1. Adisutjipto - Yogyakarta2. Ahmad Yani - Semarang3. Adi Soemarmo - Solo
4. Juanda - Surabaya5.1. I Gusti Ngurah Rai - Bali5.2. SBU Komersial - Bali
1 5.2
6
55
7
10
11
12
13
6. Lombok - Praya7. El Tari - Kupang8. Syamsudin Noor - Banjarmasin9. Sepingan - Balikpapan
10. Sultan Hasanuddin - Makassar11. Sam Ratulangi - Manado12. Pattimura - Ambon13. Frans Kaisiepo - Biak
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
56 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
corporaTe ValUesNilai Perusahaan
Visi“Menjadi salah satu dari sepuluh perusahaan pengelola
bandar udara terbaik di Asia”
Misi 1. Meningkatkan nilai pemangku kepentingan.
2. Menjadi mitra pemerintah dan pendorong
pertumbuhan ekonomi.
3. Mengusahakan jasa kebandarudaraan melalui
pelayanan prima yang memenuhi standar keamanan,
keselamatan, dan kenyamanan.
4. Meningkatkan daya saing perusahaan melalui kreatifitas
dan inovasi.
5. Memberikan kontribusi positif terhadap lingkungan
hidup.
VISION“To become one of the top ten airport management
companies in Asia”
MISSION
1. To increase stakeholders value.
2. To become the government’s partner and driver of
economic growth.
3. To run an airport service business through excellent
service which fulfills the security, safety, and comfort
standards.
4. To increase the company’s competitiveness through
creativity and innovation.
5. To make positive contribution to the environment.
57
corporaTe cUlTUral ValUesNilai Budaya Perusahaan
Untuk lebih mendukung pencapaian Visi dan penerapan
Misi dalam aktivitas operasional perusahaan, maka Perseroan
juga telah menetapkan nilai-nilai budaya perusahaan (Core
Values) sebagai dasar budaya perusahaan (corporate culture)
yang diharapkan dapat menjadi acuan utama bagi seluruh
karyawan Perseroan tanpa terkecuali. Adapun Nilai-Nilai
Budaya Perusahaan yang disepakati dan dianut oleh seluruh
karyawan Perseroan adalah S-A-T-U. Penjabaran dari SATU
tersebut adalah sebagai berikut:
1. Sinergi
Definisi Nilai Budaya:
Cara insan PT Angkasa Pura I (Persero) menghargai
keragaman dan keunikan setiap elemen untuk
memberi nilai tambah bagi perusahaan, pembangunan
ekonomi, dan lingkungan dimana pun insan Angkasa
Pura Airports berada.
2. Adaptif
Definisi Nilai Budaya:
Daya, semangat dan hasrat insan PT Angkasa Pura I
(Persero) yang pantang menyerah, proaktif merespon
perubahan dan kaya akan inovasi.
3. Terpercaya
Definisi Nilai Budaya:
Karakter insan PT Angkasa Pura I (Persero)yang
senantiasa selaras antara kata dengan perbuatan, jujur
dalammenjalankan tugas serta kewajiban, dan dapat
diandalkan.
4. unggul
Definisi Nilai Budaya:
Komitmen insan PT Angkasa Pura I (Persero)
memberikan layanan prima dengan profesional dan
bertanggung jawab untuk memuaskan pelanggan
secara berkelanjutan.
Dewan Komisaris dan Direksi telah menyetujui dan
menetapkan Visi, Misi dan Nilai Budaya Perusahaan guna
menghadapi dinamika bisnis jasa kebandarudaraan di dalam
dan luar negeri.
To further support the achievement of Vision and
implementation of Mission in the company’s operational
activities, the Company has also stipulated its corporate
cultural values (Core Values) as the basis of corporate culture,
which is expected to become the main reference for all of the
Company’s employees without exception. Meanwhile, the
Corporate Cultural Values agreed upon and adhered to by all
of the Company’s employees are S-A-T-U. The elaboration of
SATU is as follows:
1. Synergy
Cultural value Definition:
The way members of PT Angkasa Pura I (Persero)
appreciate the variety and uniqueness of each element
to add value to the company, economic development,
and environment, wherever the member of Angkasa
Pura Airports is.
2. Adaptive
Cultural value Definition:
The power, spirit, and desire of members of PT
Angkasa Pura I (Persero), who never give up and who
are proactive in responding to changes and rich in
innovation.
3. Trusted
Cultural value Definition:
The character of members of PT Angkasa Pura I (Persero),
who always have consistency between their words and
action and who are honest in performing their duties
and responsibility as well as reliable.
4. unggul (Superior)
Cultural value Definition:
The commitment of members of PT Angkasa
Pura I (Persero) in providing superior service with
professionalism and responsibility to continuously
satisfy their customers.
The Board of Commissioners and Board of Directors have
agreed upon and stipulated the Corporate Vision, Mission
and Cultural Values in order to face the dynamics in airport
service business inland and abroad.
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
58 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Goals anD sTraTeGySasaran Dan Strategi
SASArAN
Direksi Angkasa Pura Airports telah menetapkan sasaran
strategis (strategic objective) tahun 2013-2017 sebagai
berikut.
• Penerapan konsep green corporation dan program CSR
secara efektif (2014).
• Menjadi perusahaan yang siap untuk privatisasi (2015).
• Peningkatan CSI sesuai standar ACI sebesar 4,83 (2017).
• Pencapaian total pendapatan operasional Rp6,61 triliun
(2017).
• Pencapaian proporsi pendapatan non-aero terhadap
pendapatan operasional sebesar 60% (2017).
• Pengembangan dan pengimplementasian sistem
manajemen kelas dunia (terutama pengelolaan SDM,
ICT, operations excellence, dan services excellence) secara
holistik (2017).
5 ArAH STrATegIS
Untuk mencapai visi, misi, dan sasaran strategisnya, Angkasa
Pura Airports menetapkan 5 arah strategis sebagai acuan
penyusunan strategi tahunan sebagai berikut.
1. Service exellence
The Best 10 Airport Operator in Asia
3. environment
5. Sound Organization
4. reasonable Cost
2. revenue enhancement
gOALS
The Board of Directors of Angkasa Pura Airports has stipulated
the strategic objectives in 2013-2017, namely as follows:
• Theeffectiveimplementationofthegreencorporation
concept and CSR program (2014).
• Tobecomeaprivatization-readycompany(2015).
• CSI improvement in accordance to ACI’s standard of
4.83 (2017).
• Achievement of total operating revenues of Rp6.61
trillion (2017).
• Achievementofnon-aeronautics revenuesproportion
to operating revenues of 60% (2017).
• Development and implementation of a world-class
management system (particularly HR management,
ICT, operations excellence, and services excellence) in
a holistic way (2017).
5 STrATegIC DIreCTIONS
In order to achieve its vision, mission, and strategic objectives,
Angkasa Pura Airports have stipulated 5 strategic directions
as the reference in the preparation of annual strategy as
follows:
59
sErviCEs ExCEllEnt
• Peningkatan CSI
• Peremajaan Alat-alat Produksi
• Pelaksanaan Pembangunan Bandara DPS,BPN,T2 SuB
• Pemenuhan Jumlah SDM dan Fasilitas Produksi
rEvEnuE EnhanCEmEnt
• Optimalisasi sistem kerjasama dengan mitra/
konsesioner
• Peningkatan Pendapatan Aeronautika dan Non
Aeronautika
• Pembentukan anak perusahaan
rEasonaBlE Cost
• Efektifitas penggunaan anggaran
• Menjaga keseimbangan peningkatan pendapatan
terhadap peningkatan biaya
EnvironmEnt
• Penyaluran program Kemitraan
• Pemberian Dana Program Bina Lingkungan
• Penerapan Eco Green Airport
• Dampak sosial & ekonomi serta penyerapan tenaga
kerja lokal
sound orGaniZation
• Restrukturisasi organisasi
• Workshop budaya baru perusahaan
• Pencanangan Center For Excelent
• Management training melalui strategic patnership
• Penetapan Master Plan IT
• Reaktivasi training untuk berbagai level
ServICeS eXCeLLeNCe
• CSIImprovement
• RenovationofProductionEquipment
• ImplementationofAirportDevelopmentatDPS,BPN,
T2 SUB
• Fulfillment of Human Resources Quantity and
Production Facilities
reveNue eNHANCeMeNT
• Optimalization of cooperation system with partners/
concessioners
• Enhancement of Aeronautics and Non-Aeronautics
Revenues
• Establishmentofsubsidiaries
reASONABLe COST
• Effectivenessofbudgetutilization
• Maintainingbalancebetweenrevenuesenhancement
and costs increase
eNvIrONMeNT
• DistributionofPartnershipprograms
• ProvisionofCommunityDevelopmentProgramFund
• ImplementationofEcoGreenAirport
• Social&economicimpactaswellasabsorptionoflocal
manpower
SOuND OrgANIzATION
• Organizationalrestructuring
• Workshoponthenewcorporateculture
• AnnouncementoftheCenterforExcellence
• Managementtrainingthroughstrategicpartnership
• StipulationofITMasterPlan
• Reactivationoftrainingatvariouslevels
KIlAS KINERjApERfORMANCE REVIEW
SEKILAS PERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
60 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
reporT of The boarD of commissioners Laporan Dewan Komisaris
61KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
Kondisi perekonomian nasional dan pertumbuhan sektor pengangkutan tentu memberikan pengaruh terhadap perjalanan bisnis Angkasa Pura Airports.Kami melihat Angkasa Pura Airports telah mampu melewati 2013 dengan baik. Direksi Angkasa Pura Airports telah berhasil melakukan antisipasi atas tantangan dan peluang yang ada dengan menunjukkan pencapaian kinerja Perseroan yang baik.
THE NATIONAL ECONOMIC CONDITION AND TRANSPORTATION GROWTH
AFFECTS THE CORPORATE BUSINESS JOURNEY. WE WITHNESS THAT ANGKASA
PURA AIRPORTS IS CAPABLE TO PASS THROUGH THE YEAR 2013 ExCELLENTLY.
ANGKASA PURA AIRPORTS’ DIRECTORS ARE SUCCESS TO ANTICIPATE
THE CHALLANGES AND CATCH THE OPPORTUNITY BY ACHIEVING GOOD
PERFORMANCE
Laporan Dewan Komisaris
62 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
LAPOrAN DeWAN KOMISArIS
Pemegang Saham dan Para Pemangku Kepentingan yang
Terhormat,
Kondisi perekonomian Indonesia 2013 mengalami tekanan
dari ekonomi global, namun perekonomian Indonesia
mampu tumbuh sebesar 5,7%. Hasil ini masih tergolong
lebih baik dengan tingkat pertumbuhan ekonomi dari
peer countries. Pertumbuhan tertinggi terjadi pada sektor
Pengangkutan dan Komunikasi yang mencapai 10,19%
persen, diikuti oleh sektor Keuangan, Real Estat, dan Jasa
Perusahaan sebesar 7,56%, serta sektor Konstruksi sebesar
6,57%. Sedangkan pertumbuhan sektor Perdagangan, Hotel
dan Restoran sebesar 5,93% persen, sektor Listrik, Gas dan
Air Bersih sebesar 5,58%, sektor Industri Pengolahan sebesar
5,56%, sektor Jasa-jasa sebesar 5,46%, sektor Pertanian
sebesar 3,54%, dan sector Pertambangan dan Penggalian
sebesar 1,34%.
Pertumbuhan sektor pengangkutan yang tinggi, sejalan
dengan pertumbuhan transportasi udara yang semakin
menjadi pilihan publik. Penggunaan transportasi udara
bukan lagi menjadi hal yang mewah sebab semakin
banyak kalangan yang memilih menggunakan pesawat
untuk bepergian. Hal ini didukung oleh hadirnya konsep
penerbangan berbiaya murah (low cost carrier/ LCC) dan
konsep Airport city yang tengah berlangsung di seluruh
dunia.
Kondisi perekonomian nasional dan pertumbuhan sektor
pengangkutan tersebut, tentu memberikan pengaruh
terhadap perjalanan bisnis Angkasa Pura Airports. Kami
melihat Angkasa Pura Airports telah mampu melewati 2013
dengan baik. Direksi Angkasa Pura Airports telah berhasil
melakukan antisipasi atas tantangan dan peluang yang ada
dengan menunjukkan pencapaian kinerja Perseroan yang
baik.
PeNILAIAN TerHADAP KINerJA DIreKSI
Secara umum, Direksi telah menunjukkan upaya optimal
untuk mencapai kinerja terbaik dalam merealisasikan
rencana kerja dan anggaran perusahaan (RKAP) yang telah
ditetapkan. Pencapaian kinerja Perseroan tahun 2013
rePOrT Of THe BOArD Of COMMISSIONerS
Dear Shareholders and Stakeholders,
In 2013, Indonesia’s economic condition was affected by
the global economic pressure; however, the Indonesia’s
economy was able to grow by 5.7%. This result is still
considered better compared to the economic growth rate
of peer countries. The highest growth was in Transportation
and Communication sector, which reached 10.19%, followed
by Financial, Real Estate, and Corporate Services sector at
7.56%, and Construction sector at 6.57%. Meanwhile, the
growth in Trading, Hotel, and Restaurant sector was 5.93%,
Electricity, Gas, and Clean Water sector 5.58%, Processing
Industry sector 5.56%, Services sector 5.46%, Agriculture
sector 3.54%, and Mining and Excavation sector 1.34%.
The high growth in the transportation sector is in line with the
growth in air transportation, which increasingly becomes the
public’s choice. The use of air transportation is not a luxury
anymore because many people choose to travel by plane.
This is supported by the emergence of low cost carrier (LCC)
concept and the Airport City concept all over the world.
The national economic condition and growth in the
transportation sector certainly made an impact on the course
of business of Angkasa Pura Airports. We saw that Angkasa
Pura Airports has been able to perform well in 2013. The
Board of Directors of Angkasa Pura Airports has succeeded
in anticipating the existing challenges and opportunities
by demonstrating good performance achievement of the
Company.
ASSeSSMeNT ON THe BOArD Of DIreCTOrS’
PerfOrMANCe
In general, the Board of Directors has demonstrated serious
efforts to achieve the best performance in realizing the
stipulated Company Work Plan and Budget as a whole. The
Company’s performance achievement in 2013 was slightly
63
sedikit dibawah target disebabkan pengalihan pengelolaan
kegiatan pelayanan navigasi penerbangan kepada Perum
LPPNPI sesuai dengan Peraturan Pemerintah (PP) Nomor
77 Tahun 2012 Tentang Perusahaan Umum Lembaga
Penyelenggara Pelayanan Navigasi Penerbangan Indonesia
(LPPNPI).
Dewan Komisaris berpendapat bahwa Perseroan telah
menerapkan tatakelola perusahaan yang baik, memiliki
sistem pengendalian intern yang cukup, dan Satuan Kerja
Audit Intern yang telah berjalan efektif dan independen.
Dalam pelaksanaan tugas dan tanggung jawab Dewan
Komisaris, kami senantiasa memberikan saran dan
masukan kepada pihak manajemen (Direksi), sebagai fungsi
pengawasan terhadap operasional perseroan.
KINerJA PerSerOAN 2013
Perseroan telah berhasil mencapai laba bersih tahun berjalan
dan rasio-rasio keuangan yang baik terhadap target yang
ditetapkan dalam rencana kerja dan anggaran perusahaan
(RKAP) 2013. Laba bersih tahun berjalan sebesar Rp645,17
miliar, atau mencapai 130,43% terhadap target laba bersih
tahun berjalan RKAP sebesar Rp494,64 miliar.
Dewan Komisaris sangat mengapresiasi atas pencapaian
target laba bersih tahun 2013. Pencapaian laba tersebut
diakibatkan peningkatan pendapatan non-aeronautika
sebesar 29,75% dari tahun sebelumnya, meskipun kegiatan
pelayanan navigasi telah dialihkan pengelolaannya kepada
Perum LPPNPI. Dari sisi likuiditas, Perusahaan cukup mampu
memenuhi kewajiban baik jangka pendek maupun jangka
panjang.
PeNgeNDALIAN INTerN
Dewan Komisaris senantiasa memantau pelaksanaan
pengendalian intern Perseroan melalui evaluasi atas laporan
internal audit dan eksternal audit yang disampaikan oleh
Direksi. Dewan Komisaris melakukan telaah atas laporan
pengendalian intern melalui Komite Audit dalam rapat
internal komite secara berkala maupun rapat koordinasi
Komite Audit dengan unit internal audit.
under the stipulated target, amid the implementation of
Government Regulation Number 77 Year 2012 concerning
Perum LPPNPI (the Indonesian Air Navigation Service
Provider Institution) with regard to air traffic services (ATS)
management.
The Board of Commissioners is of the opinion that the
Company has implemented good corporate governance and
has an adequate internal control system in place, as well as an
Internal Audit Work Unit which is functioning effectively and
independently. In performing the Board of Commissioners’
duties and responsibility, we always give advice and input to
the management (the Board of Directors), as our supervisory
function to the company’s operations.
COMPANy’S PerfOrMANCe IN 2013
The Company has succeeded to book net income for the
current year and good financial ratios in accordance with the
targets stipulated in the company work plan and budget for
2013. Net income for the current year was Rp645.17 billion,
or 130.43% of net income for the current year targeted in the
company work plan and budget in the amount of Rp494.64
billion.
BOC greatly appreciate the achievement net profit target
in 2013. The achievement is resulted by an increase in
non-aeronautical revenues amounted to 29.75% from the
previous year, although the management of navigation
services have been transferred to PERUM LPPNPI. In terms
of liquidity, the Company is quite capable obligations both
short and long long.
INTerNAL CONTrOL
The Board of Commissioners always monitors the
implementation of the Company’s internal control through
evaluation of the internal audit report submitted by the
Board of Directors. The Board of Commissioners performs an
assessment on the internal control report through the Audit
Committee in the committee’s internal meeting on a regular
basis as well as in coordination meeting between the Audit
Committee and internal audit unit.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
64 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Dewan Komisaris meminta kepada Direksi untuk memperkuat
fungsi audit internal, diantaranya peningkatan kompetensi
auditor sehingga hasil pemeriksaan dapat disampaikan secara
optimal, meminta dilakukannya performance audit pada
beberapa unit kerja, dan memastikan terdapat pemahaman
dan persepsi mengenai risiko terkait pelaksanaan risk based
audit antara Audit Internal dengan Auditee.
Dalam pengelolaan risiko perseroan, Dewan Komisaris
menilai bahwa Direksi telah melakukan berbagai upaya
untuk memenuhi kecukupan sistem pengendalian risiko.
Dewan Komisaris berpendapat fungsi kepatuhan telah
berjalan dengan baik dan pengelolaan perseroan telah sesuai
dengan peraturan perundang-undangan yang berlaku.
TATA KeLOLA PeruSAHAAN
Dewan Komisaris senantiasa melaksanakan tugas dan
tanggungjawabnya secara profesional dan independen
dengan berlandaskan pada tatakelola perusahaan yang
baik. Dewan Komisaris berkomitmen untuk proaktif
dalam melaksanakan fungsi pengawasan perseroan, baik
pada proses perumusan Corporate Plan, penyusunan dan
implementasi Rencana Bisnis Perseroan, pemantauan
kinerja, serta penerapan manajemen risiko dan penerapan
Good Corporate Governance. Pelaksanaan fungsi Pengawasan
oleh Dewan Komisaris antara lain dilaksanakan melalui:
Rapat Internal Dewan Komisaris dan Rapat Dewan Komisaris
dengan Direksi.
Dewan Komisaris telah memiliki Kebijakan Pengawasan
(Pedoman) terkait pemenuhan Good Corporate Governance
(GCG) dan Pedoman/Program Kerja Dewan Komisaris yang
mengatur tentang pembagian bidang tugas masing-masing
Komisaris.
PANDANgAN ATAS PrOSPeK uSAHA
Terhadap prospek dan pengembangan usaha Perseroan yang
disusun oleh manajemen, Dewan Komisaris berpendapat
bahwa prospek usaha tersebut telah menyesuaikan dan
memperhatikan visi dan misi, strategi perusahaan dan
Rencana Jangka Panjang Perusahaan (RJPP), kondisi
perekonomian ke depan, kebijakan pemerintah, dukungan
Pemegang Saham, peningkatan dan penguatan organisasi,
The Board of Commissioners requested the Board of
Directors to strengthen the internal audit function, among
other things by improving auditor’s competency in order
that the audit result can be presented optimally, requiring
that a performance audit is conducted on several work units,
and ensuring the understanding and perception of risks
related to the implementation of risk-based audit between
the Internal Audit and the Auditee.
With regard the company’s risk management, the Board of
Commissioners considered that the Board of Directors has
made various efforts to fulfill the adequacy of risk control
system. The Board of Commissioners is of the opinion that
the compliance function has been functioning properly and
the management of the company has been in accordance
with the applicable laws and regulations.
COrPOrATe gOverNANCe
The Board of Commissioners always performs its duties and
responsibility professionally and independently based on
good corporate governance. The Board of Commissioners
is committed to be proactive in performing its supervisory
function on the company, either in the process of formulation
of Corporate Plan, preparation and implementation of
Corporate Business Plan, performance monitoring, as well
as risk management implementation and Good Corporate
Governance implementation. The implementation of
Supervisory function by the Board of Commissioners is
conducted, among other things, through: Meetings of the
Board of Commissioners and Joint Meetings between the
Board of Commissioners and Board of Directors.
The Board of Commissioners has Working Guidelines and
Rules of Order of the Board of Commissioners of Angkasa
Pura Airport. These Working Guidelines and Rules of Order
govern the main function, organizational structure, work
ethics, working hours, and implementation of meetings of
the Board of Commissioners.
vIeW ON BuSINeSS PrOSPeCT
With regard to the Company’s business prospect and
development prepared by the management, the Board of
Commissioners is of the opinion that the business prospect
has been adjusted and taken into account the company’s
vision, mission, and strategy, as well as the Company Long-
Term Plan, future economic condition, government policy,
Shareholders’ support, organizational improvement and
65
jaringan, sumber daya manusia, manajemen risiko, dan
teknologi yang tersedia.
Arah strategis perusahaan ke depan adalah mewujudkan
bandara yang dikelola oleh PT Angkasa Pura Airports
menjadi salah satu bandara terbaik di Asia. 5 arah strategis
sebagai acuan penyusunan strategi tahunan yang berusaha
ditingkatkan adalah: service excellence, revenue enhancement,
environment, reasonable cost, dan sound organization.
Dewan Komisaris memiliki keyakinan bahwa Direksi beserta
jajarannya mampu meningkatkan pelayanan kepada
pangguna jasa kebandarudaraan yang ditunjukkan dengan
capaian Customer Satisfaction Index yang penilaiannya
dilakukan oleh pihak independen, yaitu: Indonesian
National Air Carrier Association (INACA) dan Airport Council
International (ACI) yang hasilnya terus meningkat dan
mampu mengambil setiap peluang bisnis dan mencapai
target bisnis yang ditetapkan dengan pencapaian kinerja
yang memuaskan.
KOMPOSISI DeWAN KOMISArIS
Struktur kepengurusan Dewan Komisaris pada 2013,
tidak mengalami perubahan dengan jumlah sebanyak 6
(enam) orang, yaitu seorang Komisaris Utama dan 5 (lima)
orang anggota Komisaris. Komposisi keanggotaan Dewan
Komisaris Angkasa Pura Airport mengalami perubahan, yaitu
dengan pengangkatan Sdr. Askolani, SE. MA. menggantikan
Sdr. Dr. Robert Pakpahan berdasarkan Keputusan Menteri
Negara BUMN Nomor: SK-208/MBU/2013.
Kami mengucapkan selamat bergabung dengan Angkasa
Pura Airport kepada anggota Dewan Komisaris yang baru.
Secara keseluruhan Kepengurusan Dewan Komisaris 2013,
yaitu: Drs. Suratto Siswodihardjo sebagai Komisaris Utama,
Prof. Dr. Eddy Mulyadi Supardi sebagai Komisaris, Bernadus
Didik Prasetyo sebagai Komisaris, Drs. Hakamuddin Djamal,
M.Si sebagai Komisaris, Askolani, SE.MA sebagai Komisaris
dan Ir. Tunjung Inderawan M.Si sebagai Komisaris.
strengthening, network, human resources, risk management,
and available technology.
Future strategic direction of the Company is to manifest that
the airports under management by Angkasa Pura Airports
will be one of the best airports in Asia. 5 strategic direction
as a reference for the preparation of the annual strategy
that seeks to improve are: service excellence, revenue
enhancement, environment, reasonable cost, and sound
organization.
The Board of Commissioners has the confidence that the
Board of Directors and all its members will be able to take
every business opportunity and achieve the stipulated
business target through satisfactory performance
achievement measured by Customer Satisfaction Index (CSI)
of which assessment is conducted by an independent party,
namely: Indonesian National Air Carrier Association (INACA)
and Airport Council International (ACI), the result continues
to increase and able to take on any business opportunities
and achieve business targets set by the achievement of
performance satisfying.
COMPOSITION Of THe BOArD Of COMMISSIONerS
In 2013, the organization structure of the Board of
Commissioners did not undergo any change in terms
of number of commissioners, which consist of 6 (six)
members, namely one President Commissioner and 5 (five)
Commissioners. The composition of members of the Board
of Commissioners of Angkasa Pura Airport has changed,
namely with the appointment of Mr. Askolani, SE. MA., who
replaced Dr. Robert Pakpahan by virtue of Decree of the
State Minister of State-Owned Enterprises Number: SK-208/
MBU/2013.
We congratulate the new members of the Board of
Commissioners for joining Angkasa Pura Airport. Overall,
the composition of the Board of Commissioners in 2013
was namely as follows: Drs. Suratto Siswodihardjo as
President Commissioner, Prof. Dr. Eddy Mulyadi Supardi as
Commissioner, Bernadus Didik Prasetyo as Commissioner,
Drs. Hakamuddin Djamal, M.Si as Commissioner, Askolani,
SE.MA as Commissioner, and Ir. Tunjung Inderawan M.Si as
Commissioner.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
66 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeNILAIAN KOMITe-KOMITe DI BAWAH DeWAN
KOMISArIS
Dewan Komisaris melaksanakan fungsi pengawasan dibantu
oleh dua komite yaitu Komite Audit serta Komite Risiko
Usaha dan GCG. Komite-komite tersebut dipimpin oleh
seorang ketua berasal dari Komisaris Independen.
Komite-komite di jajaran Dewan Komisaris tersebut telah
memiliki Piagam Komite (Committee Charter) dan Pedoman
Kerja yang telah berfungsi dengan baik. Sejalan dengan
tugasnya komite-komite tersebut juga melaksanakan
interaksi secara rutin dengan manajemen dan unit kerja
terkait. Dewan Komisaris menilai bahwa Komite-komite di
bawah Dewan Komisaris telah melaksanakan tugas dan
tanggung jawabnya sesuai dengan pedoman kerja Komite
dan telah melaporkan kinerja komite secara berkala.
APreSIASI
Dewan Komisaris menyadari bahwa tahun 2013 merupakan
tahun yang cukup berat bagi Manajemen Angkasa Pura
Airports, di samping pengalihan pengelolaan kegiatan
navigasi penerbangan kepada Perum LPPNPI juga harus
menyelesaikan proyek-proyek pengembangan Bandara I
Gusti Ngurah Rai - Bali, Terminal 2 Bandara Juanda - Surabaya,
dan Bandara Sepinggan - Balikpapan. Atas kerja keras
dalam pencapaian kinerja tahun 2013, Dewan Komisaris
menyampaikan penghargaan dan terima kasih kepada
seluruh karyawan dan manajemen, Pemegang Saham, dan
Pemangku Kepentingan atas dukungan dan kepercayaan
pada Angkasa Pura Airports selama ini.
Suratto SiswodihardjoKomisaris utama|President Commissioner
PT Angkasa Pura I (Persero).
Atas Nama Dewan Komisaris
PT Angkasa Pura I (Persero)
On Behalf of the Board of Commissioners
ASSeSSMeNT Of THe COMMITTeeS uNDer THe BOArD
Of COMMISSIONerS
The Board of Commissioners performs the supervisory
function assisted by three committees, namely the Audit
Committee, Business Risk Committee, and GCG Committee.
These committees are led by a chairperson, who is selected
from among the Independent Commissioners.
These committees under the Board of Commissioners have
Working Guidelines in place and have been functioning
properly. In line with their duties, these committees also
interact regularly with the management and relevant work
units. The Board of Commissioners considered that these
Committees under the Board of Commissioners have
performed their duties and responsibility in accordance with
the Committees’ working guidelines and have reported their
performance on a regular basis.
APPreCIATION
We are aware of that the performance achievement in
2013 was the result of hard work and dedication of all of
the Company’s employees and management. Finally, for
such a good performance, we express our appreciation and
thanks to all of the Company’s employees and management,
Shareholders, and Stakeholders for their support and trust to
Angkasa Pura Airport until now.
67KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
68 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
profile of The boarD of commissionersProfil Dewan Komisaris
eddy Mulyadi SoepardiKomisaris
Commissioner
Hakamuddin DjamalKomisaris
Commissioner
Suratto SiswodihardjoKomisaris utama
President Commissioner
69
robert PakpahanKomisaris
Commissioner
Tundjung InderawanKomisaris
Commissioner
B. Didik PrasetyoKomisaris
Commissioner
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
Profil Dewan Komisaris
70 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Warga Negara Indonesia, 66 tahun. Lahir di Solo pada
tanggal 2 Juli 1946.
Menamatkan pendidikan Administrasi Bisnis di Universitas
Negeri Jakarta pada tahun 1992 dan pendidikan Akademi
TNI Angkatan Udara di Yogyakarta pada tahun 1969.
Menjabat sebagai Komisaris Utama Perseroan sejak 21 Juli
2010. Saat ini beliau juga menjabat sebagai Dewan Audit
Bank Bukopin sejak tahun 2001 dan Komisaris PT Prosys
Engineers International sejak tahun 2005. Beliau juga pernah
menjabat berbagai posisi penting diantaranya sebagai
Komisaris Perseroan (2006-2010), Komisaris Bank Bukopin
(2001-2002), Komisaris PT Sweet Indo Lampung (1998-2002),
dan sebagai Komisaris PT Indo Lampung Perkasa (1998-
2000).
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
KEP-133/MBU/2010 tanggal 21 Juli 2010.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
Suratto SiswodihardjoKomisaris utama | President Commissioner
He is an Indonesian Citizen, age 66 years. He was born in Solo
on July 2, 1946.
He completed his study in Business Administration at the
State University of Jakarta in 1992 and his education at the
Indonesian National Army’s Air Force Academy in Yogyakarta
in 1969.
He holds the position of President Director at the Company
since July 21, 2010. Currently, he also holds the position
as member of Bank Bukopin Audit Board since 2001 and
Commissioner of PT Prosys Engineers International since
2005. He has also held various important positions, among
others, as Commissioner at the Company (2006-2010),
Commissioner of Bank Bukopin (2001-2002), Commissioner
of PT Sweet Indo Lampung (1998-2002), and Commissioner
of PT Indo Lampung Perkasa (1998-2000).
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: KEP-133/
MBU/2010 dated July 21, 2010.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
71
Warga Negara Indonesia, 68 tahun. Lahir di Makassar pada
tanggal 10 November 1944.
Menamatkan pendidikan Sarjana Ilmu Administrasi Niaga
pada tahun 1970 dari Fakultas Ilmu Pemerintahan (IIP)
Jakarta dan lulus Pasca Sarjana Magister Ilmu Pemerintahan
pada tahun 2002.
Menjabat sebagai Komisaris Perseroan sejak 9 November
2007. Beliau juga pernah menjabat berbagai posisi penting
diantaranya sebagai Pelaksana Tugas Gubernur Banten (2000-
2002), Staf Ahli Menteri Dalam Negeri Bidang Sosial Budaya,
Staf Ahli Menteri Dalam Negeri Bidang Pemerintahan Wilayah
IV, Staf Ahli Menteri Dalam Negeri Bidang Pemberdayaan
Masyarakat, Sekretaris Wilayah/Daerah Propinsi Sulawesi
Selatan.
Dasar Pengangkatan pertama kali, Keputusan Menteri BUMN
Nomor KEP-255/MBU/2007, tanggal 8 November 2007
kemudian diangkat kembali sesuai dengan SK Meneg BUMN
No: SK-423/MBU/2012, tanggal 8 November 2012.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
Hakamuddin DjamalKomisaris | Commissioner
He is an Indonesian Citizen, aged 68 years. He was born in
Makassar on November 10, 1944.
He completed his education as Bachelor of Business
Administration at Jakarta Institute of Public Administration
in 1970 and completed his master’s study as Master of Public
Administration in 2002.
He holds the position of Commissioner at the Company
since November 9, 2007. He has also held various important
positions, among others, as Acting Governor of Banten
(2000-2002), Expert Staff to the Minister of Home Affairs for
Socio-Cultural Affairs, Expert Staff to the Minister of Home
Affairs for Public Administration in Region IV, Expert Staff to
the Minister of Home Affairs for Community Empowerment,
Regional Secretary of South Sulawesi Province.
His first appointment was by virtue of Decree of the
State Minister of State-Owned Enterprises Number KEP-
255/MBU/2007, dated November 8, 2007, and he was
subsequently reappointed by virtue of Decree of the State
Minister of State-Owned Enterprises No: SK-423/MBU/2012,
dated November 8, 2012.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
72 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Warga Negara Indonesia, 60 tahun. Lahir di Madiun pada
tanggal 31 Juli 1953.
Menamatkan pendidikan S1 Teknik Sipil di Institut Teknologi
Bandung pada tahun 1978 dan pendidikan S2 Sumber Daya
Pesisir Lautan di Institut Pertanian Bogor pada tahun 2002.
Menjabat sebagai Komisaris Perseroan sejak 24 November
2011. Saat ini beliau juga menjabat sebagai Dirjen
Perkeretaapian Kementerian Perhubungan RI sejak tahun
2009. Beliau juga pernah menjabat berbagai posisi penting
diantaranya sebagai Kepala Biro Perencanaan Kementerian
Perhubungan RI pada tahun 2006 hingga tahun 2009
dan Kepala Program Biro Perencanaan Kementerian
Perhubungan RI pada tahun 2005 hingga tahun 2006.
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
KEP-240/MBU/2011 tanggal 24 November 2011.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
Tundjung InderawanKomisaris | Commissioner
He is an Indonesian Citizen, aged 60 years. He was born in
Madiun on July 31, 1953.
He completed his undergraduate study in Civil Engineering
at Bandung Institute of Technology in 1978 and master’s
study in Coastal and Marine Resources at Bogor Institute of
Technology in 2002.
He holds the position of Commissioner at the Company
since November 24, 2011. Currently, he also holds the
position of Director General of Railways at the Ministry of
Transportation of the Republic of Indonesia since 2009. He
has also held various important positions, among others, as
Head of Planning Bureau at the Ministry of Transportation of
the Republic of Indonesia from 2006 to 2009 and Program
Head of Planning Bureau at the Ministry of Transportation of
the Republic of Indonesia from 2005 to 2006.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: KEP-240/
MBU/2011 dated November 24, 2011.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
73
Warga Negara Indonesia, 53 tahun. Lahir di Tanjung Balai
pada 20 Oktober 1959.
Menerima gelar Diploma III dan IV dari Sekolah Tinggi
Akuntansi Negara tahun 1987. Beliau kemudian melanjutkan
pendidikannya dan mendapatkan gelar Doktoral di Bidang
Ekonomi dari Universitas of North Carolina at Chapel Hill,
Amerika Serikat pada tahun 1997
Menjabat sebagai Komisaris Perseroan sejak 15 Mei 2012.
Saat ini beliau juga menjabat sebagai Staf Ahli Menteri
Keuangan Bidang Penerimaan Negara sejak tahun 2011.
Beliau juga pernah menjabat berbagai posisi penting
diantaranya sebagai Direktur Transformasi Proses Bisnis
pada tahun 2006 hingga tahun 2011, Direktur Potensi dan
Sistem Perpajakan pada tahun 2005 hingga tahun 2006,
Tenaga Pengkaji Bidang Ekstensifikasi dan Intensifikasi Pajak
Sekretariat Direktorat Jenderal Pajak pada tahun 2003 hingga
tahun 2005, Kepala Bidang Pelayanan Pajak Perusahaan
Masuk Bursa pada tahun 2002, dan Kepala Sub Direktorat
Analisis dan Perencanaan dan Sistem Perpajakan, Direktorat
Perencanaan, Potensi dan Perpajakan Kantor Pusat Direktorat
Jenderal Pajak pada tahun 1999 hingga tahun 2002.
Dasar Pengangkatan pertama kali, Keputusan Menteri
BUMN Nomor SK-195/MBU/2012 tanggal 11 Mei 2012
dan Pengangkatan kembali berdasarkan SK Meneg BUMN
No.SK-117/MBU/2013 tanggal 4 Februari 2013.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
robert PakpahanKomisaris | Commissioner
He is an Indonesian Citizen, aged 53 years. He was born in
Tanjung Balai on October 20, 1959.
He obtained his Diploma III and Diploma IV degrees from
the State Academy of Accounting in 1987. He subsequently
continued his education and obtained Doctoral degree in
the Field of Economics from the University of North Carolina
at Chapel Hill, United States, in 1997.
He holds the position of Commissioner at the Company since
May 15, 2012. Currently, he also holds the position as Expert
Staff to the Finance Minister for State Revenues since 2011.
He has also held various important positions, among others,
as Director of Business Process Transformation from 2006 to
2011, Director of Tax Potential and System from 2005 to 2006,
Assessment Staff for Tax Extensification and Intensification
at the Secretariat of Directorate General of Taxes from 2003
to 2005, Head of Tax Services for Public Listed Companies
in 2002, and Head of Sub-Directorate of Analysis, Planning,
and Taxation System of the Directorate of Planning, Potential,
and Taxation at the Head Office of the Directorate General of
Taxes from 1999 to 2002.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number SK-195/
MBU/2012 dated May 11, 2012 and his Reappointment was
by virtue of Decree of the State Minister of State-Owned
Enterprises No. SK-117/MBU/2013 dated February 4, 2013.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
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74 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Warga Negara Indonesia, 44 tahun. Lahir di Surabaya, pada
tanggal 4 Desember 1968.
Menamatkan pendidikan Strata Satu pada Institut Pertanian
Bogor, jurusan Manajemen Hutan pada tahun 1995 dan
memperoleh gelar Magister Hukum, jurusan Hukum
Ekonomi dari Universitas Indonesia pada tahun 2006.
Menjabat sebagai Komisaris Perseroan sejak 26 November
2012. Saat ini beliau juga menjabat sebagai Asisten Deputi
Bidang Usaha Industri Primer Kementerian Negara BUMN
sejak tahun 2012. Beliau juga pernah menjabat berbagai
posisi penting diantaranya sebagai Kabid Industri Primer IA
Kementerian Negara BUMN pada tahun 2010 hingga tahun
2012, Kabid Perkebunan IIA Kementerian Negara BUMN
pada tahun 2008 hingga tahun 2010, Kabag Perlengkapan,
Rumah Tangga dan Protokol Kementerian Negara BUMN
pada tahun 2006 hingga tahun 2008, Kasubid Evaluasi Usaha
Sarana Produksi Pertanian Kementerian Negara BUMN pada
tahun 2002 hingga tahun 2006.
Dasar Pengangkatan pertama kali, SK Meneg BUMN No: SK-
423/MBU/2012, tanggal 26 November 2012.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
B. Didik PrasetyoKomisaris | Commissioner
He is an Indonesian Citizen, aged 44 years. He was born in
Surabaya on December 4, 1968.
He completed his undergraduate study at Bogor Institute
of Agriculture, majoring in Forest Management, in 1995 and
obtained the Master of Law degree, majoring in Economic
Law, from the University of Indonesia in 2006.
He holds the position of Commissioner at the Company since
November 26, 2012. Currently, he also holds the position of
Assistant Deputy for Primary Industry Business at the State
Ministry of State-Owned Enterprises since 2012. He has also
held various important positions, among others, as Head
of Primary Industry IA at the State Ministry of State-Owned
Enterprises from 2010 to 2012, Head of Plantation IIA at the
State Ministry of State-Owned Enterprises from 2008 to 2010,
Head of Equipment, Household, and Protocol Division at the
State Ministry of State-Owned Enterprises from 2006 to 2008,
Head of Agricultural Production Facility Business Evaluation
Subdivision at the State Ministry of State-Owned Enterprises
from 2002 to 2006.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises No.: SK-423/MBU/2012,
dated November 26, 2012.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
75
Warga Negara Indonesia, 58 tahun. Lahir di Bogor pada
tanggal 30 Oktober 1954.
Menamatkan pendidikan S2 Magister Manajemen STIE IPWI
Jakarta pada tahun 1995 dan pendidikan S3 Bidang Ilmu
Ekonomi-Akuntansi Universitas Padjadjaran Bandung lulus
tahun 2005.
Menjabat sebagai Komisaris Peseroan sejak 26 November
2012. Beliau juga pernah menjabat berbagai posisi penting
diantaranya sebagai Deputi Kepala BPKP, di Deputi Bidang
Investigasi pada tahun 2011, Kepala Perwakilan BPKP
Provinsi DKI Jakarta 1 pada tahun 2010, Direktur Investigasi
Badan Usaha Milik Negara dan Badan Usaha Milik Daerah
pada tahun 2007, Direktur Investigasi Hambatan Kelancaran
Pembangunan, Deputi Bidang Investigasi pada tahun 2006,
Kepala Sub Direktorat Investigasi Badan Usaha Milik Negara,
Direktorat Investigasi BUMN dan BUMD, Deputi Bidang
Investigasi pada tahun 2002.
Dasar Pengangkatan pertama kali, SK Meneg BUMN No: SK-
423/MBU/2012, tanggal 26 November 2012.
Tidak memiliki hubungan afiliasi dengan anggota Direksi
dan anggota Dewan Komisaris lainnya, maupun pemegang
saham.
eddy Mulyadi SoepardiKomisaris | Commissioner
He is an Indonesian Citizen, aged 58 years. He was born in
Bogor on 30 October 30, 1954.
Graduated Magister Management from STIE IPWI Jakarta
in 1995 and Doctoral Degree in Economic and Accounting
from Padjadjaran University Bandung in 2005.
He holds the position of Commissioner at the Company
since November 26, 2012. He has also held various important
positions, among others, as Deputy Head of the Finance
and Development Supervisory Board, as the Deputy for
Investigation in 2011, Chief Representative of the Finance
and Development Supervisory Board of Jakarta 1 Special
Capital Region Province in 2010, Director of Investigation on
State-Owned Enterprises and Regional-Owned Enterprises
in 2007, Directorate of Investigation on Constraints for the
Smoothness of Development, as Deputy for Investigation
in 2006, Head of Sub-Directorate of Investigation on State-
Owned Enterprises, at the Directorate of Investigation on
State-Owned Enterprises and Regional-Owned Enterprises,
as Deputy for Investigation in 2002.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises No: SK-423/MBU/2012,
dated November 26, 2012.
He has no affiliated relationship with members of the
Board of Directors and other members of the Board of
Commissioners, or with the shareholders.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
76 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
reporT of The boarD of DirecTors Laporan Dewan Direksi
77
Perseroan membukukan laba bersih tahun 2013 sebesar Rp645,17 miliar, atau mencapai 130,43% dari target yang ditetapkan dalam RKAP sebesar Rp494,64 miliar. Aset Perseroan secara konsolidasi sebesar Rp12,98 triliun, mencapai 92,36% terhadap target yang ditetapkan RKAP sebesar Rp14,05 triliun.
Dengan pemisahan pengelolaan Pemandu Lalu Lintas Udara dari PT Angkasa Pura I (Persero) ke Perum LPPNPI, Perseroan tetap kuat dalam menghasilkan pendapatan melalui jasa non-aeronautika yang meningkat sebesar 30%. Pendapatan non-aeronautika di 2013 sebesar Rp998,44 miliar dari Rp769,50 miliar di 2012.
THE COMPANY HAS BOOKED NET INCOME FOR THE CURRENT YEAR IN THE AMOUNT OF RP645.17 BILLION, OR 130.43% OF NET INCOME FOR THE CURRENT YEAR TARGETED IN THE COMPANY WORK PLAN AND BUDGET IN THE AMOUNT OF RP494.64 BILLION. THE COMPANY’S CONSOLIDATED ASSETS WERE AMOUNTING TO RP12.98 TRILLION, OR 92.36% OF THE TARGET STIPULATED IN THE COMPANY WORK PLAN AND BUDGET IN THE AMOUNT OF RP14.05 TRILLION.
WITH THE SEPARATION OF AIR TRAFFIC MANAGEMENT PT ANGKASA PURA I (PERSERO) TO PERUM LPPNPI, THE COMPANY REMAINS STRONG IN GENERATING REVENUE THROUGH NON-AERONAUTICAL SERVICES INCREASED BY 30%. NON-AERONAUTICAL REVENUES IN 2013 AMOUNTED TO RP998, 44 BILLION FROM RP769, 50 BILLION IN 2012.
30%
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
78 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Para Pemegang Saham dan Pemangku Kepentingan yang
terhormat,
Puji dan syukur kami panjatkan kepada Tuhan yang
Maha Esa atas semua pencapaian dan prestasi yang telah
diraih Angkasa Pura Airport pada tahun 2013. Perseroan
telah membukukan kinerja yang baik, walaupun masih
terdapat sejumlah indikator keuangan yang sedikit di
bawah target yang ditetapkan dalam Rencana Kerja dan
Anggaran Perusahaan (RKAP) 2013. Dalam upaya mencapai
sustainable growth usaha Perseroan, manajemen senantiasa
berpedoman pada visi dan misi yang telah disepakati oleh
seluruh jajaran. Untuk itu, Kami atas nama Direksi PT Angkasa
Pura I (Persero) melaporkan kinerja Perseroan tahun 2013.
PerKeMBANgAN PereKONOMIAN INDONeSIA
Pada tahun 2013, pertumbuhan ekonomi dunia masih
mengalami pelemahan. Pertumbuhan ekonomi global
tercatat sebesar 3,0%, melambat dibandingkan 2012 yang
sebesar 3,2%. Indonesia, sebagai bagian dari ekonomi
global, turut merasakan pengaruh atas perubahan ekonomi
dunia. Di tengah tren perlambatan ekonomi domestik, inflasi
meningkat tinggi sebagai dampak dari kenaikan harga
BBM bersubsidi dan kenaikan harga pangan. Sementara itu,
inflasi inti 2013 masih terkendali tertolong oleh permintaan
domestik yang melambat, dampak lanjutan pelemahan nilai
tukar yang belum terlalu kuat, serta harga komoditas global
yang menurun.
Inflasi pada 2013 mencapai 8,4%, lebih tinggi dari inflasi 2012
sebesar 4,3%, dan jauh di atas kisaran sasaran inflasi 4,5%. Hal
tersebut menyebabkan melesetnya sasaran pertumbuhan
ekonomi dari sebesar 6,3% hanya tercapai sebesar 5,8%.
Meskipun demikian, hasil ini masih tergolong lebih baik
dengan tingkat pertumbuhan ekonomi dari peer countries.
Pertumbuhan ekonomi Indonesia tersebut berasal dari
pertumbuhan semua sektor ekonomi. Pertumbuhan
tertinggi terjadi pada sektor Pengangkutan dan Komunikasi
yang mencapai 10,19% persen, diikuti oleh sektor Keuangan,
Real Estat, dan Jasa Perusahaan sebesar 7,56%, serta sektor
Konstruksi sebesar 6,57%. Sedangkan pertumbuhan sektor
Perdagangan,Hotel dan Restoran sebesar 5,93% persen,
sektor Listrik, Gas dan Air Bersih sebesar 5,58%, sektor Industri
Dear Shareholders and Stakeholders,
We give our praise and thanks to God the Almighty for all
achievement and performance of Angkasa Pura in 2013.
The Company has booked a good performance, although a
number of financial indicators were still slightly below the
target stipulated in the Company Work Plan and Budget
for 2013. In its effort of achieving a sustainable business,
the Company is always guided by the vision and mission
agreed by all levels of management and employees. For that
purpose, on behalf of the Board of Directors of PT Angkasa
Pura I (Persero), we present you the report on the Company’s
performance in 2013.
INDONeSIA’S eCONOMIC DeveLOPMeNT
In 2013, global economic growth was still weakening.
Global economic growth was recorded at 3.0%, a slowdown
compared to 3.2% in 2012. Indonesia, as part of the global
economic, was also affected by the change in global
economy. Amid the trend of slowdown in domestic
economy, inflation soared as an impact of the hike in the
price of subsidized fuel and the increase in food price.
Meanwhile, core inflation in 2013 was still under control,
helped by the slowdown in domestic demand, the knock-
on effect of the further weakening of exchange rate, which
was not very strong at that time, and the decrease in global
commodity price.
In 2013, inflation reached 8.4%, higher than 4.3% in 2012, and
far above the inflation target range of 4.5% ± 1%. This has
resulted in the failure to achieve economic growth target of
6.3% in 2013, in which only 5.8% was achieved. Nevertheless,
such result is still considered better than the economic
growth rate of peer countries.
The Indonesia’s economic growth was caused by growth
in all economic sectors. The highest growth occurred in
Transportation and Communication sector at 10.19%,
followed by Financial, Real Estate, and Corporate Services
sector at 7.56%, and Construction sector at 6.57%. Meanwhile,
growth in Trading, Hotel and Restaurant sector was 5.93%,
79
Pengolahan sebesar 5,56%, sektor Jasa-jasa sebesar 5,46%,
sektor Pertanian sebesar 3,54%, dan sektor Pertambangan
dan Penggalian sebesar 1,34%.
Seiring dengan perkembangan ekonomi global,
pertumbuhan transportasi udara menjadi sangat cepat.
Penggunaan transportasi udara bukan lagi menjadi hal
yang mewah sebab semakin banyak kalangan yang memilih
menggunakan pesawat untuk bepergian. Hal ini didukung
oleh hadirnya konsep penerbangan berbiaya murah (low
cost carrier/ LCC) dan konsep Airport city yang tengah
berlangsung di seluruh dunia.
Di Indonesia, program Masterplan Percepatan dan
Perluasan Pembangunan Ekonomi Indonesia (MP3EI) telah
menjadikan pembangunan konektivitas antar daerah
sebagai suatu hal yang penting untuk menjadi prioritas
utama. Pelaksanaan program tersebut merupakan bentuk
tindak lanjut terhadap kebutuhan peningkatan standar
layanan bandara yang menuntut industri penerbangan
untuk senantiasa meningkatkan kualitas seluruh sarana dan
prasarananya. Bandara dikembangkan dan diperlengkapi
agar tidak hanya menjadi sebuah terminal pesawat, namun
juga sebagai pusat hiburan. Sistem keamanan bandara pun
ditingkatkan menjadi sistem keamanan yang terintegrasi
dengan perencanaan program keamanan penerbangan
yang berbasis aplikasi moderen.
STrATegI uSAHA
Kondisi ekonomi 2013 telah memberikan tantangan
sekaligus peluang bisnis bagi Perseroan untuk mengokohkan
eksistensi dalam industri transportasi jasa kebandarudaraan
melalui penentuan sasaran dan strategi bisnis yang tepat.
Angkasa Pura Airports sebagai salah satu pengelola
kebandarudaraan di Indonesia memiliki visi dan misi untuk
dapat mengangkat citra Indonesia di mata dunia dengan
menjadi salah satu pengelola bandara kelas dunia. Hal ini
juga meliputi upaya perubahan pola komersil yang baru dan
dinamis.
Dengan adanya pemisahan bisnis pengelolaan Air Traffic
Services (ATS), maka Perseroan telah melakukan perubahan
paradigma sebagai berikut.
Electricity, Gas, and Clean Water sector 5.58%, Processing
Industry sector 5.56%, Services sector 5.46%, Agriculture
sector 3.54%, and Mining and Excavation sector 1.34%.
In line with the current development, there is a rapid
growth in air transportation. The use of air transportation is
not a luxury anymore since there is an increasing number
of people who travel by plane. This is supported by the
emergence of low cost carrier (LCC) concept and the Airport
City concept all over the world.
In Indonesia, the Master Plan for the Acceleration and
Expansion of Indonesia’s Economic Development (MP3EI)
program has considered the development of interregional
connectivity as an important matter to become the main
priority. The implementation of this program is a form of
follow-up to the demand for improvement of airport service
standard, which required the aviation industry to always
improve the quality of all its facilities and infrastructure.
Airports are expanded and equipped in order not to merely
become an aircraft terminal, but also an entertainment
center. Airport security system is also improved to become
a security system which is integrated to the planning of
aviation security program based on modern application.
BuSINeSS STrATegy
Economic condition in 2013 has posed a challenge, and at
the same time business opportunity, for the Company to
strengthen its existence in airport service transportation
industry through the stipulation of the appropriate business
goals and strategy. As one of the airport management
companies in Indonesia, Angkasa Pura Airports has the
vision and mission of improving the image of Indonesia
in global perspective by becoming one of the world-class
airport management companies. This also consists of efforts
of change to new, dynamic commercial pattern.
With the separation of the Air Traffic Services (ATS)
management business, the Company has made a change in
paradigm as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
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80 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
1. Perubahan Strategic Positioning yaitu dari infrastructure
provider manjdi service provider.
2. Perubahan Airport Concept yaitu dari Airport
conventional menjadi Airport city.
Dalam rangka mewujudkan visi untuk “Menjadi salah satu
dari sepuluh perusahaan pengelola bandar udara terbaik di
Asia”, Angkasa Pura Airports menetapkan sasaran strategis
yaitu peningkatkan kualitas layanan. Customer Satisfaction
Index), peningkatan proporsi pendapatan non-aeronautika
terhadap total pendapatan (Revenue Enhancement).
Untuk mencapai sasaran strategis tersebut Perseroan
membuat 5 arah strategis yaitu (1) Service Excellence
dengan peningkatan CSI, peremajaan alat-alat produksi,
pengembangan bandara, serta pemenuhan jumlah dan
kualitas SDM, (2) Revenue Enhancement dengan melakukan
optimalisasi sistim kerjasama dengan mitra usaha dan
pembentukan anak perusahaan. (3) Reasonable Cost
untuk penggunaan anggaran secara efektif dan menjaga
keseimbangan pendapatan terhadap peningkatan biaya.
(4) Sound Organization bertujuan untuk restrukturisasi,
Implementasi dan sosialisasi budaya baru Perusahaan,
Manajemen Training melalui strategic partnership dengan
bandara-bandara kelas dunia dan lembaga lainnya,
penerapan Information Communication and Technology
(ICT). (5) Environment dilakukan melalui penerapan eco-
grreen airport, pemberdayaan tenaga kerja di lingkungan
bandara, penyaluran program kemitraan dan pemberian
dana program bina lingkungan.
KINerJA PerSerOAN
Pada tahun 2013 Angkasa Pura Airports telah melayani
689.363 pergerakan pesawat meningkat 7,34% dari tahun
2012, pergerakan penumpang sebanyak 71.912.435 pax,
meningkat 9,47% dari tahun 2012, pergerakan kargo sebesar
359.390 ton meningkat 7,63% dibandingkan tahun 2012.
Untuk meningkatkan pelayanan, Angkasa Pura Airports.
Sejak 2010, Angkasa Pura Airports telah mengembangkan
beberapa bandara dan pada tahun 2013 salah satunya
Bandara I Gusti Ngurah Rai - Bali telah selesai pembangunan
untuk terminal internasional dan beroperasi sejak Oktober
2013, yang semula kapasitasnya hanya mampu melayani 6
juta pax per tahun menjadi 25 juta pax per tahun. Pada bulan
1. Change in Strategic Positioning, namely from an
infrastructure provider to become a service provider.
2. Change in Airport Concept, namely from Conventional
Airport to become Airport City.
In order to realize the vision of “Being one of the ten best
airports management company in Asia”, Angkasa Pura
Airports set strategic objectives, namely enhancing the
quality of service. Customer Satisfaction Index), an increase
in the proportion of non-aeronautical revenue to total
revenue (Revenue Enhancement).
To achieve the strategic objectives of the Company made
a strategic direction that is 5 (1) Service Excellence with an
increase in CSI, rejuvenation of the means of production,
the development of the airport, as well as the fulfillment
of the amount and quality of human resources, (2)
Revenue Enhancement system by optimizing cooperation
with business partners and formation of a subsidiary. (3)
Reasonable Cost to use the budget effectively and maintain
the balance of the increase in cost of revenues. (4) Sound
Organization aimed at restructuring, implementation and
dissemination of a new corporate culture, Management
Training through strategic partnerships with world-class
airports and other institutions, the implementation of
Information Communication and Technology (ICT). (5)
Environment carried out through the implementation of
eco-grreen airport, empowerment of workers in the airport
environment, the distribution partnership program and
community development grants program.
COMPANy PerfOrMANCe
In 2013 Angkasa Pura Airports has served 689 363 aircraft
movements increased by 7.34% from 2012, as many as
71,912,435 pax passenger movements, an increase of
9.47% from 2012, amounting to 359 390 tonnes of cargo
movements increased by 7.63% compared to the year 2012
. To improve services, Angkasa Pura Airports. Since 2010,
Angkasa Pura Airports has developed several airports and in
2013 one of them, I Gusti Ngurah Rai Airport - Bali has been
completed for the construction of the international terminal
and operating since October 2013, the original capacity is
only able to serve 6 million pax per year to 25 million pax
per year. In February 2014 Terminal 2 (T2) Juanda Airport -
81
Februari 2014 Terminal 2 (T2) Bandara Juanda - Surabaya
telah beroperasi dengan kapasitas 6 juta pax per tahun.
Selanjutnya pada Bulan Maret 2014 pengembangan terminal
baru Bandara Sepinggan - Balikpapan telah beroperasi dan
mampu melayani 10 juta pax per tahun dari 1,7 juta pax per
tahun.
Dari upaya dan kerja keras manajemen dan karyawan dalam
tahun 2013, Angkasa Pura Airports dapat mencapai skor
87,5 dengan predikat “SEHAT” dengan kategori “AA” . Tingkat
kesehatan meliputi aspek keuangan dengan skor 37,5, aspek
operasional skor 35, dan aspek administrasi skor 15, sesuai
dengan KEP. 100/MBU/2002. Khusus aspek operasional diukur
berdasarkan standar dari Direktorat Jenderal Perhubungan
Udara sesuai SKEP. 284/x/1999.
KINerJA KeuANgAN TAHuN 2013
Dengan berbagai tantangan dan peluang yang ada, kinerja
Angkasa Pura Airport tahun 2013 telah menunjukkan hasil
yang baik. Kinerja Perseroan mampu memenuhi harapan
Pemegang Saham (shareholders) dengan pencapaian
melampaui target Rencana Kerja dan Anggaran Perusahaan
(RKAP). Meskipun masih terdapat beberapa indikator
kinerja keuangan yang sedikit tertekan dibawah target
yang ditentukan, karena tertundanya penyelesaian proyek
pengembangan bandara dari waktu yang telah ditentukan.
Perseroan telah membukukan Laba bersih tahun berjalan
sebesar Rp645,17 miliar, atau mencapai 130,43% terhadap
target laba bersih tahun berjalan RKAP sebesar Rp494,64
miliar. Aset Perseroan secara konsolidasi sebesar Rp12,98
triliun, mencapai 92,36% terhadap target yang ditetapkan
RKAP sebesar Rp14,05 triliun.
Dengan pemisahan pengelolaan Pemandu Lalu Lintas Udara
dari PT Angkasa Pura I (Persero) ke Perum LPPNPI, Perseroan
tetap kuat dalam menghasilkan pendapatan melalui jasa
non-aeronautika yang meningkat sebesar 30%. Pendapatan
non-aeronautika di 2013 sebesar Rp998,44 miliar dari
Rp769,50 miliar di 2012.
Dari sisi tingkat likuiditas perusahaan yang sangat baik
dengan rasio lancar (current ratio) mencapai 79,08%. Rasio
Surabaya has been operating with a capacity of 6 million pax
per year. Later in the month March 2014 the development of
a new airport terminal Sepinggan - Balikpapan has been in
operation and is capable of serving 10 million pax per year
from 1.7 million pax per year.
Of effort and hard work of management and employees in
the year 2013, Angkasa Pura Airports can achieve a score
of 87.5 with the title of “HEALTHY” in the category of “AA”.
Soundness include financial aspects with scores of 37.5,
scores 35 operational aspects, and administrative aspects of
a score of 15, according to the PEM. 100/MBU/2002. Special
operational aspects measured by the standard of DGCA in
accordance SKEP. 284/x/1999.
fINANCIAL PerfOrMANCe IN 2013
Amid the various existing challenges and opportunities,
Angkasa Pura Airport’s performance in 2013 has shown a
good result. The Company’s performance was able to meet
Shareholders’ expectation with an achievement beyond the
target of the Company Work Plan and Budget, although
several financial performance indicators were still below the
stipulated target, due to the delay in the finishing of airport
expansion project from the stipulated time frame.
The Company has booked net income for the current year
in the amount of Rp645.17 billion, or 130.43% of net income
for the current year targeted in the Company Work Plan and
Budget in the amount of Rp494.64 billion. The Company’s
consolidated assets were amounting to Rp12.98 trillion, or
92.36% of the target stipulated in the Company Work Plan
and Budget in the amount of Rp14.05 trillion.
With the separation of air traffic management PT Angkasa
Pura I (Persero) to Perum LPPNPI, the Company remains
strong in generating revenue through non-aeronautical
services increased by 30%. Non-aeronautical revenues in
2013 amounted to Rp998, 44 billion from Rp769, 50 billion
in 2012.
In terms of liquidity level, the company has performed very
well with current ratio of 79.08%. Return on Assets (ROA) was
KIlAS KINERjApERfORMANCE REVIEW
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82 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Laba Bersih terhadap Aset (ROA) sebesar 4,97% dan Rasio
Laba Bersih terhadap Ekuitas (ROE) sebesar 6,81%.
PeNerAPAN gOOD COrPOrATe gOverNANCe
Penerapan Good Corporate Governance (GCG) merupakan
proses jangka panjang yang memberikan hasil berupa
sustainable values dan meningkatkan daya saing perusahaan.
Untuk meyakinkan para stakeholders dalam menjalankan
Perseroan, Angkasa Pura Airports senantiasa berupaya
menjalankan secara konsisten prinsip-prinsip GCG
(transparansi, akuntabilitas, responsibility, independensi,
fairness) dalam semua aspek kegiatan perusahaan. Untuk
itulah Angkasa Pura Airports terus menyempurnakan
berbagai GCG Soft Structure pada tahun 2013, meliputi
penyempurnaan Board of Manual, Code of Conduct, Charter
Internal Audit, berbagai kebijakan/pedoman/SOP, Prosedur
Pengadaan Barang dan Jasa, program pengendalian
gratifikasi bekerjasama dengan Komisi Pemberantasan
Korupsi (KPK), serta implementasi Teknologi Informasi.
Aktualisasi GCG sebagai sebuah sistem dilakukan melalui
proses internal yang melibatkan Dewan Komisaris, Direksi
dan seluruh pegawai.
Yang tidak kalah pentingnya dalam penerapan GCG di
Angkasa Pura Airports, menekankan keterbukaan informasi
dan fairness, Perseroan menciptakan proses tender baru
yang transparan dan berkelas internasional dengan rentang
waktu yang bisa mengakomodir calon mitra usaha nasional
maupun internasional yang akan berusaha di Perseroan.
Hal ini juga dimaksudkan untuk memperoleh mitra usaha
terbaik yang memiliki kontribusi terbaik yang meliputi aspek
komersial, pelayanan dan kualitas produk.
Untuk meninjau seberapa jauh praktek GCG, Angkasa
Pura Airport telah melaksanakan asesemen GCG. Asesmen
GCG pelaksanaan periode tahun 2012 dilakukan bulan
Mei sampai dengan Nopember 2013 dengan hasil skor
keseluruhan capaian sebesar 74.24 atau predikat cukup baik.
Hasil ini meningkat dibandingkan hasil assessment yang
sama pada tahun sebelumnya dengan skor 71,26. Dalam
rangka meningkatkan kualitas penerapan GCG,
4.97% and Return on Equity (ROE) was 6.81%.
gOOD COrPOrATe gOverNANCe IMPLeMeNTATION
Implementation of Good Corporate Governance (GCG)
is a long-term process to result in sustainable values and
enhance the competitiveness of enterprises.
To convince the stakeholders in managing the Company,
Angkasa Pura Airports always trying to run consistently the
principles of good corporate governance (transparency,
accountability, responsibility, independence, fairness) in all
aspects of corporate activities. For that Angkasa Pura Airports
continue to refine various Soft Structure GCG in 2013,
includes the improvement of the Board of Manual, Code of
Conduct, the Internal Audit Charter, policies / guidelines /
SOP, Procurement Procedures, gratuities control program in
cooperation with the Corruption Eradication Commission
(KPK), as well as the implementation of Information
Technology.
Actualization of GCG as a system is done through an internal
process involving the Board of Commissioners, Directors and
all employees.
Is no less important in the implementation of GCG in
Angkasa Pura Airports, emphasizing openness and fairness
of information, the Company created a new tender process
is transparent and the international class with a time range
that could accommodate prospective business partners
nationally and internationally to be tried in the Company. It
is also intended to obtain the best business partner who has
the best contribution that covers the commercial aspects,
service and product quality.
To review the extent to which corporate governance
practices, Angkasa Pura Airport has implemented asesemen
GCG. GCG implementation assessment period conducted in
May 2012 to November 2013, with the result overall score of
74.24 or predicate performance is quite good. These results
increased compared to the same assessment in the previous
year with a score of 71.26. In order to improve the quality of
GCG implementation,
83
COrPOrATe SOCIAL reSPONSIBILITy
Perseroan memiliki komitmen untuk terus membina
dan membangun hubungan baik dengan masyarakat
dan lingkungan yang mencakup aspek ekonomi, aspek
lingkungan, dan aspek sosial. Komitmen atas tanggung
jawab sosial Perusahaan dilaksanakan dengan memberikan
kontribusi positif kepada lingkungan sosial masyarakat
sekitar.
Program Corporate Social Responsibility (CSR) yang
dilaksanakan dalam bentuk Program Kemitraan dan
Program Bina Lingkungan (PKBL) sesuai dengan peraturan-
perundangan yang berlaku. Realisasi penggunaan dana
kegiatan PKBL tahun 2013 mencapai Rp30,21 miliar dengan
realisasi penggunaan dana program kemitraan (PK) sebesar
Rp17,38 miliar dan program bina lingkungan baik kegiatan
sosial kemasyarakatan maupun pelestarian alam sebesar
Rp13,83 miliar.
KINerJA NON KeuANgAN 2013
Direksi berkomitmen untuk terus meningkatkan pelayanan
kepada pengguna jasa kebandarudaraan. Hal ini tercermin
dari upaya Perseroan memberikan kemudahan dan akses
informasi terkait melalui peningkatan kualitas teknologi
informasi.
Dalam mengelola jasa kebandarudaraan, Angkasa Pura
Airport didukung oleh 3.642 sumber daya manusia.
Perseroan terus meningkatkan engagement pegawai melalui
berbagai kegiatan, salah satunya employee gathering.
Berbagai program pelatihan dan pengembangan telah
dilakukan dalam rangka meningkatkan kompetensi dan
kualitas kerja pegawai.
Sedangkan pada aspek pengakuan eksternal/stakeholders
atas kinerja Perseroan, Angkasa Pura Airport telah
mendapatkan berbagai penghargaan. Penghargaan yang
diperoleh Perseroan tahun 2013, antara lain:
1. BUMN dengan daya saing terbaik di bidang logistik
versi Anugerah BUMN 2013.
2. Pengakuan Service Excellent terkait dengan
pengelolaan Bandara.
3. Perusahaan dengan predikat “Good Performance”
COrPOrATe SOCIAL reSPONSIBILITy
The Company is committed to continue establishing
and developing good relationship with the community
and environment, which consists of the economic,
environmental, and social aspects. Commitment to
Corporate Social Responsibility is implemented by making
positive contribution to the social environment of the
community in its surroundings.
The Corporate Social Responsibility (CSR) program is
implemented in the form of Partnership Program and
Community Development Program (PKBL) in accordance
with the applicable laws and regulations. The realization of
fund utilization for PKBL activities in 2013 reached Rp30.21
billion with the realization of fund utilization for the
partnership program of Rp17.38 billion and fund utilization
for community development program, both the community
social activities as well as nature preservation activities, was
Rp13.83 billion.
NON-fINANCIAL PerfOrMANCe IN 2013
The Board of Directors is committed to continuously improve
its service to users of airport services. This is reflected in the
Company’s efforts to provide facility and access to relevant
information through information technology quality
improvement.
In managing its airport services, Angkasa Pura Airport
is supported by 3,642 staffs. The Company continues
to improve employees’ engagement through various
activities, such as employee gathering. Various training and
development programs have been implemented in the
context of improving employees’ competency and quality.
Meanwhile, in terms of external/shareholders’ recognition
on the Company’s performance, Angkasa Pura has achieved
various awards. The awards received by the Company in
2013 were, among other things:
1. SOE with the best competitiveness in the field of
logistics according to the 2013 SOE Award.
2. Recognition of Service Excellence related to Airport
management.
3. Company with the predicate of “Good Performance” in
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84 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dalam Indonesia Quality Award 2013.
4. Perusahaan dengan predikat “Sangat Bagus” dalam
Infobank BUMN Award 2013.
KeNDALA-KeNDALA yANg DIHADAPI
Direksi menyadari bahwa pencapaian kinerja dan prestasi
yang telah diraih oleh Angkasa Pura Airport tidak terlepas
dari berbagai kendala. Namun demikian, Perseroan telah
berhasil melakukan upaya kebijakan terhadap kendala yang
ada sehingga tidak mempengaruhi kinerja Perseroan secara
signifikan. Beberapa kendala tersebut, antara lain:
1. Visi, misi, dan nilai perusahaan masih belum sepenuhnya
dipahami oleh sejumlah karyawan;
2. Belum terbangun struktur organisasi Bandar udara
yang berorientasi pada konsumen (Customer Centric
Organization);
3. Kurangnya staf PT Angkasa Pura I (Persero) yang
berkualifikasi pada posisi tertentu.
Beberapa upaya pemecahan permasalahan tersebut, antara
lain:
1. Merevalidasi visi, misi, dan nilai perusahaan;
2. Melakukan restrukturisasi organisasi;
3. Meningkatkan kompetensi karyawan melalui program-
program pelatihan dan pengembangan karyawan yang
efektif.
PrOSPeK uSAHA
Kondisi penghujung tahun 2013 menunjukkan stabilitas
ekonomi kembali terkendali. Neraca Pembayaran Indonesia
(NPI) membaik ditopang penurunan defisit transaksi berjalan.
Inflasi bulanan menurun dan berada dalam pola normal. Hal
ini memberikan angin segar dan optimisme atas perbaikan
dan pertumbuhan ekonomi nasional di awal tahun 2014.
Melihat kondisi dan proyeksi perekonomian Indonesia
yang terus membaik dan pertumbuhan sektor transportasi/
pengangkutan di 2014, memberikan peluang dan potensi
bisnis yang cerah bagi Angkasa Pura Airport. Perseroan
akan tetap fokus pada pelaksanaan strategi dan program
kerja pengembangan bisnis untuk mengoptimalkan potensi
tersebut. Upaya-upaya strategis yang telah dirumuskan oleh
Perseroan dalam menjawab peluang/prospek usaha tahun
the 2013 Indonesian Quality Award.
4. Company with the predicate of “Very Good” in the 2013
Infobank SOE Award.
CONSTrAINTS fACeD By THe COMPANy
The Board of Directors is aware of that the performance and
result which have been achieved by Angkasa Pura Airport is
not free from various constraints. Nevertheless, the Company
has succeeded in the effort of preparing policy against the
existing constraints in order not to significantly affect the
Company’s performance. Some of these constraints are,
among other things:
1. Corporate vision, mission, and values have not been
fully understood by some employees;
2. A customer-oriented Airport organizational structure
(Customer Centric Organization) has not been
developed;
3. Lack of staffs of PT Angkasa Pura I (Persero) with
qualification for certain positions.
Several efforts of solving these issues are, among other
things:
1. Revalidating corporate vision, mission, and values;
2. Implementing organizational restructuring;
3. Improving employees’ competency through effective
employee training and development programs.
BuSINeSS PrOSPeCT
The condition at the end of 2013 indicated that economic
stability has been back in control. The Indonesia’s Balance of
Payment (BOP) was improving, supported by the decrease
in current account deficit. Monthly inflation decreased and
indicated a normal pattern. This has brought a fresh breeze
and optimism with regard to improvement and growth of
the national economy in the beginning of 2014.
The continuously improving Indonesia’s economic condition
and projection as well as the growth in transportation
sector in 2014 provide a bright business opportunity and
potential for Angkasa Pura Airport. The Company will
continue to focus on the implementation of strategy and
business development work program in order to optimize
the potential. Strategic efforts formulated by the Company in
responding to business opportunity/prospect in the coming
85
yang akan datang antara lain:
1. Mengoptimalkan penerapan service excellence,
operations excellence, sistem manajemen dan ICT kelas
dunia;
2. Mengoptimalkan pendapatan dari seluruh bandara dan
Anak Perusahaan;
3. Mengoptimalkan pertumbuhan organik dan unorganik
(SDM) secara selektif;
4. Meningkatkan efektivitas dan efisiensi biaya;
5. Mengoptimalkan dana eksternal untuk peningkatan
kinerja dan pengembangan usaha;
6. Mengimplementasikan konsep “Eco-Airport” dan
“Green Corporation”.
PeruBAHAN KOMPOSISI DIreKSI
Di tahun 2013, komposisi Direksi Angkasa Pura Airport
mengalami perubahan dengan penambahan struktur
Direktur Teknik, sehingga menjadi 6 orang yaitu seorang
sebagai Direktur Utama dan 5 orang Direktur. Pengangkatan
Direksi berdasarkan keputusan Rapat Umum Pemegang
Saham (RUPS) setelah melalui mekanisme fit and proper
test dan kemudian mendapatkan persetujuan Perseroan
Indonesia.
Pada pertengahan tahun 2013, terdapat pengangkatan
Sdr. Daan Achmad sebagai Direktur Personalia dan Umum
dan Sdr. Polana Banguningsih Pramesti sebagai Direktur
Teknik PT Angkasa Pura I (Persero) berdasarkan Keputusan
Menteri Negara Badan Usaha Milik Negara No: KEP- 208/
MBU/2013 tanggal 10 April 2013 tentang Pemberhentian
dan Pengangkatan Anggota-Anggota Direksi PT Angkasa
Pura I (Persero). Kami mengucapkan selamat bergabung
dengan Angkasa Pura Airport kepada anggota Direksi
yang baru. Secara keseluruhan Kepengurusan Direksi 2013,
antara lain: Tommy Soetomo sebagai President Director,
Gunawan Agus Subrata sebagai Finance Director, Yushan
Sayuti sebagai Operations Director , Robert Daniel Waloni
sebagai Commercial and Business Development Director, Daan
Achmad sebagai HR and General Affairs Director, dan Polana
Banguningsih Pramesti sebagai Engineering Director.
year are, among other things:
1. Optimizing the implementation of service excellence,
operations excellence, and world-class management
system and ICT;
2. Optimizing revenues from all airports and Subsidiaries;
3. Optimizing selective organic and inorganic growth
(HR);
4. Improving cost effectiveness and efficiency;
5. Optimizing external fund for performance improvement
and business development;
6. Implementing the “Eco-Airport” and “Green Corporation”
concepts.
CHANge IN THe COMPOSITION Of THe BOArD Of
DIreCTOrS
In 2013, there was a change in the composition of the Board
of Directors of Angkasa Pura Airport by the structural addition
of a Technical Director, and as the result, there are now 6
members of the Board of Directors, namely one President
Director and 5 Directors. The appointment of the Board of
Directors is based on decision of the General Shareholders
Meeting (GSM) after going through the fit and proper
test mechanism and subsequently obtaining approval for
Indonesian State-Owned Companies.
In the middle of 2013, Mr. Daan Achmad was appointed
as Personnel and General Affairs Director and Mrs. Polana
Banguningsih Pramesti was appointed as Technical Director
of PT Angkasa Pura I (Persero) by virtue of Decree of the
State Minister of State-Owned Enterprises No: KEP-208/
MBU/2013 dated April 10, 2013 concerning Termination
and Appointment of Members of the Board of Directors
of PT Angkasa Pura I (Persero). We congratulate the new
member of the Board of Directors for joining Angkasa Pura
Airport. The overall composition of the Board of Directors
in 2013 was: Tommy Soetomo as President Director,
Gunawan Agus Subrata as Finance Director, Yushan Sayuti
as Operational Director, Robert Daniel Waloni as Commercial
and Development Director, Daan Achmad as Personnel and
General Affairs Director, and Polana Banguningsih Pramesti
as Technical Director.
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86 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeNuTuP
Akhir kata, kami atas nama Direksi ingin menyampaikan
penghargaan dan terima kasih kepada pemerintah/
regulator, masyarakat, pemegang saham, mitra usaha,
serta seluruh pegawai dan keluarga besar Angkasa Pura
Airport atas seluruh dukungan dan kepercayaan yang telah
diberikan. Semoga dengan dukungan yang tiada henti
tersebut, Angkasa Pura Airport dapat terus memberikan
pelayanan yang terbaik.
PT Angkasa Pura I (Persero)
Atas nama Direksi
PT Angkasa Pura I (Persero)
On behalf of the Board of Directors
Tommy Soetomo
Direktur utama | President Director
CLOSINg
Last but not least, on behalf of the Board of Directors, we
express our appreciation and thanks to the government/
regulator, community, shareholders, business partners, as
well as all employees and the big family of Angkasa Pura
Airport for all support and trust given to us. May with the
never-ending support, Angkasa Pura Airport can continue to
provide the best service.
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88 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
profile of The boarD of DirecTorsProfil Direksi
yushan SayutiDirektur Operasi
Operational Director
Daan Achmad Direktur Personalia Dan umum
Personnel and general Affairs Director
Polana Banguningsih Pramesti Direktur Teknik
Technical Director
89
Tommy Soetomo Direktur utama
President Director
gunawan Agus Subrata Direktur Keuangan dan IT
finance and IT Director
robert Daniel Waloni Direktur Komersial dan Pengembangan usaha
Commercial and Business Development Director
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Profil Direksi
90 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Warga Negara Indonesia, 53 tahun. Lahir di Cimahi, Jawa
barat pada 17 Januari.
Menamatkan pendidikan Sarjana Akuntansi Universitas
Padjajaran Bandung pada tahun 1986.
Menjabat sebagai Direktur Utama Perseroan sejak 27 Juli
2010. Mengawali karir di Bank Bukopin pada tahun1987
setelah menyelesaikan studi S-1 hingga mencapai posisi
Assistant Vice President Treasury pada tahun 1993. Mendapat
penghargaan Superior Performance pada saat mengikuti
program Advance Bank Management di Asian Institut of
Management, Manila tahun 1989. Beliau berpengalaman
memimpin berbagai perusahaan dengan menjabat beberapa
posisi penting diantaranya sebagai Direktur Keuangan dan
Wakil Direktur Utama di Induk KUD pada tahun 1994 hingga
tahun 1995, Direktur Treasury & Luar Negeri Bank Muamalat
Indonesia pada tahun 1996,Direktur Kredit Bank Intan pada
tahun 1996, Direktur Keuangan dan Wakil Direktur Utama PT
Abdi Bangsa Tbk. pada tahun 1999 hingga tahun 2002, dan
Staf Khusus Menteri Negara BUMN pada tahun 2006. Pada
tahun 2006 beliau kemudian dipercaya sebagai Direktur
Keuangan PT Angkasa Pura II (Persero).
Dasar Pengangkatan pertama kali, SK Meneg BUMN No.
KEP.138/MBU/2013 tanggal 23 Juli 2010
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
Tommy Soetomo Direktur utama | President Director
He is an Indonesian Citizen, aged 53 years. He was born in
Cimahi, West Java, on January 17.
He completed his undergraduate study in Accounting at
Padjajaran University Bandung in 1986.
He holds the position of President Director at the Company
since July 27, 2010. He started his career at Bank Bukopin
in 1987 after completing his undergraduate study until
he became Assistant Vice President Treasury in 1993. He
received Superior Performance award while participating
in the Advanced Bank Management program at the Asian
Institute of Management, Manila in 1989. He is experienced
in leading various types of companies and held several
important positions, among others, as Finance Director
and Deputy President Director at the Primary Village Unit
Cooperatives from 1994 to 1995, Director of Treasury &
Foreign Affairs at Bank Muamalat Indonesia in 1996, Credit
Director at Bank Intan in 1996, Finance Director and Deputy
President Director at PT Abdi Bangsa Tbk. from 1999 to
2002, and Special Staff to the State Minister of State-Owned
Enterprises in 2006. In 2006, he was subsequently trusted
with the position of Finance Director at PT Angkasa Pura II
(Persero).
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises No. KEP.138/MBU/2013
dated July 23, 2010
He has no affiliated relationship with members of the Board
of Commissioners and other members of the Board of
Directors, or with the shareholders.
91
Warga Negara Indonesia, 58 Tahun. Lahir di Yogyakarta pada
25 Agustus 1955.
Menamatkan pendidikan S1 Fakultas Ekonomi Jurusan
Akuntansi Universitas Gadjah Mada, Yogyakarta pada tahun
1982. Dan Magister Manajemen (S2) pada program Pasca
Sarjana Fakultas Ekonomi UGM tahun 2005.
Bergabung di PT Angkasa Pura I (Persero) pada tahun 1983
sebagai staf Dinas Keuangan Kantor Pusat. Tahun 1990
menjabat Kepala Sub Direktorat Keuangan. Tahun 1996
sampai dengan 2004 menjabat Direktur Keuangan PT
Angkasa Pura I (Persero). Tahun 2005 sampai dengan 2008
menjabat Direktur Keuangan PT Gapura Angkasa. Tahun
2008 sampai dengan 2010 sebagai Direktur Utama Dapenra.
Saat ini menjabat Direktur Keuangan dan Teknologi Informasi
PT Angkasa Pura I (Persero).
Dasar Pengangkatan SK Meneg BUMN Nomor: KEP-134/
MBU/2010 tanggal 21 Juli 2010.
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
gunawan Agus Subrata Direktur Keuangan dan IT | finance and IT Director
He is an Indonesian Citizen, aged 58 years. He was born in
Yogyakarta on August 25, 1955.
He completed his undergraduate study at the Faculty
of Economics, majoring in Accounting, of Gadjah Mada
University, Yogyakarta in 1982.
Joined with PT Angkasa Pura I (Persero) in 1983 as a staff of
the Finance Department at Head Office. In 1990, served as
Deputy Director of Finance. 1996 to 2004 served as Finance
Director of PT Angkasa Pura I (Persero). 2005 to 2008 served
as Finance Director of PT Gapura Angkasa. 2008 to 2010 as
Director of Dapenra. Currently as Director of Finance and
Information Technology of PT Angkasa Pura I (Persero).
Basic State Enterprises Minister SK Appointment Number:
KEP-134/MBU/2010 dated July 21, 2010.
Does not have an affiliate relationship with the members
of the Board Commissioners and Board of Directors, and
shareholders
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Warga Negara Indonesia, 59 Tahun. Lahir di Manado, Sulawesi
Utara pada 16 September 1954.
Memperoleh gelar Bachelor of Science dari Fakultas Ekonomi
jurusan Manajemen Universitas Sam Ratulangi, Manado
pada tahun 1980.
Menjabat sebagai Direktur Komersial dan Pengembangan
Usaha Perseroan sejak tahun 2008. Beliau memulai karir di
dunia penerbangan dengan menjadi pegawai PT Garuda
Indonesia pada tahun 1975. Dengan pengalaman dan
kualitas kepemimpinan beliau, beliau dipercaya menjabat
beberapa posisi penting diantaranya sebagai General
Manager di Spanyol, Jepang, Inggris, dan Irlandia, Regional
Director untuk Jepang, Korea, dan China, serta Vice President
untuk kawasan Amerika dan Australia. Beliau juga pernah
menjabat sebagai Vice President Production di PT Garuda
Indonesia serta Direktur Niaga di PT Gapura Angkasa pada
tahun 1998, Direktur Produksi dan Niaga PT Gapura Angkasa
pada tahun 2000, sebagai Direktur Utama di PT Gapura
Angkasa pada tahun 2004 dan Direktur Komersial dan
Pengembangan Usaha PT Angkasa Pura II (Persero) pada
tahun 2008.
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
KEP-134/MBU/2010 tanggal 21 Juli 2010.
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
robert Daniel Waloni Direktur Komersial Dan Pengembangan usahaCommercial and Business Development Director
He is an Indonesian Citizen, aged 59 years. He was born in
Manado, North Sulawesi, on 16 September 16, 1954.
He obtained the Bachelor of Science degree from the Faculty
of Economics, majoring in Management, from Sam Ratulangi
University, Manado in 1980.
He holds the position of Commercial and Business
Development Director at the Company since 2008. He
started his career in the aviation world by becoming
an employee of PT Garuda Indonesia in 1975. With his
experience and leadership quality, he was trusted with
several important positions, among others, as General
Manager in Spain, Japan, England, and Ireland, Regional
Director for Japan, Korea, and China, as well as Vice President
for American and Australian regions. He has also held the
position of Vice President Production at PT Garuda Indonesia
as well as Business Director at PT Gapura Angkasa in 1998,
Production and Business Director at PT Gapura Angkasa in
2000, President Director of PT Gapura Angkasa in 2004, as
well as Commercial and Business Development Director of
PT Angkasa Pura II (Persero) in 2008.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: KEP-134/
MBU/2010 dated July 21, 2010.
He has no affiliated relationship with members of the Board
of Commissioners and other members of the Board of
Directors, or with the shareholders.
93
Warga Negara Indonesia, 61 Tahun. Lahir di Pariaman,
Sumatera Barat pada 19 Maret 1952.
Menamatkan pendidikan dari Akademi Angkatan Bersenjata
RepublikIndonesia (Akabri) Udara pada tahun 1976 dan
Sekolah Penerbang TNI-AU pada tahun 1980 (Angkatan 25).
Pada tahun 1995, beliau memperoleh gelar Sarjana Ekonomi
dari Universitas Terbuka, Seskogab 1997 dan Lemhanas RI
KSA 14.
Menjabat sebagai Direktur Operasi Perseroan sejak sejak 27
Juli 2010. Beliau memiliki pengalaman sebagai Komandan
Skuadron Udara 4 di Pangkalan Udara Abdulrachman
Saleh, Malang pada tahun 1992, Komandan Pangkalan
Udara Abdulrachman Saleh pada tahun 2005, dan Panglima
Komando Operasi TNI-AU II pada tahun 2007. Dan pada
1 April 2010 memasuki masa pensiun dari dinas di TNI-AU
dengan pangkat terakhir Marsekal Muda.
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
KEP-134/MBU/2010 tanggal 21 Juli 2010.
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
yushan Sayuti Direktur Operasi | Operational Director
He is an Indonesian Citizen, aged 61 years. He was born in
Pariaman, West Sumatera, on March 19, 1952.
He completed his education at the Air Force Academy of
the Armed Forces of the Republic of Indonesia in 1976 and
the Pilot School of the Indonesian National Military’s Air
Force in 1980 (Batch 25). In 1995, he obtained the Bachelor
of Economics degree from the Open University, and
subsequently completed his education at the Joint Staff and
Command College in 1997 and Brief Course Batch 14 at the
National Defense Institute of the Republic of Indonesia.
He held the position of Operational Director at the Company
since July 27, 2010. He is experienced as Commander of Air
Squadron 4 at Abdulrachman Saleh Air Base, Malang in 1992,
Commander of Abdulrachman Saleh Air Base in 2005, and
Operational High Commander of the Indonesian National
Military’s Air Force II in 2007. In April 1, 2010, he retired from
his service at Indonesian National Military’s Air Force with the
latest rank as Vice Marshal.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: KEP-134/
MBU/2010 dated July 21, 2010.
He has no affiliated relationship with members of the Board
of Commissioners and other members of the Board of
Directors, or with the shareholders.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
94 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Warga Negara Indonesia, 54 Tahun. Lahir di Medan pada
tanggal 6 Februari 1959.
Menamatkan pendidikan S1 Manajemen di Universitas Islam
Indonesia, Yogyakarta pada tahun 1984. Pada tahun 1994,
beliau menamatkan pendidikan S2 Manajemen Transportasi
Udara Joint Program MIT di Massachussetts Institut of
Technology dan Universitas Indonesia.
Menjabat sebagai Direktur Personalia dan Umum Perseroan
sejak 10 April 2013. Saat ini beliau juga menjabat sebagai Vice
Chairman The President Airplane Team of the Republic of
Indonesia. Beliau juga pernah menjabat sebagai Corporate
Expert PT Garuda Indonesia pada tahun 2005 hingga tahun
2013, VP Human Resources Management Garuda Indonesia
pada tahun 2003 hingga tahun 2005, Financial Expert Garuda
pada tahun 2005 hingga tahun 2012, serta Vice President
Information Technology PT Garuda Indonesia pada tahun
2000 hingga tahun 2002.
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
SK-208/MBU/2013 tanggal 10 April 2013
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
Daan Achmad Direktur Personalia Dan umumPersonnel and general Affairs Director
He is an Indonesian Citizen, aged 54 years. He was born in
Medan on February 6, 1959.
He completed his undergraduate study in Management
at the Indonesian Islamic University, Yogyakarta in 1984. In
1994, he completed his master’s study in Air Transportation
Management at the Joint Program between MIT
(Massachusetts Institute of Technology) and the University
of Indonesia.
He holds the position of Personnel and General Affairs
Director at the Company since April 10, 2013. Currently, he
also holds the position of Vice Chairman of the Presidential
Airplane Team of the Republic of Indonesia. He has also held
the position of Corporate Expert at PT Garuda Indonesia from
2005 to 2013, VP Human Resources Management at Garuda
Indonesia from 2003 to 2005, Financial Expert at Garuda from
2005 to 2012, and Vice President Information Technology at
PT Garuda Indonesia from 2000 to 2002.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: SK-208/
MBU/2013 dated April 10, 2013
He has no affiliated relationship with members of the Board
of Commissioners and other members of the Board of
Directors, or with the shareholders.
95
Warga Negara Indonesia, 52 Tahun. Lahir di Jakarta pada
tanggal 2 November 1961.
Menamatkan pendidikan S1 Teknik Sipil ITB, Bandung pada
tahun 1986 dan S2 Transportasi ITB, Bandung pada tahun
1992.
Menjabat sebagai Direktur Teknik Perseroan sejak 10 April
2013. Beliau pernah menjabat sebagai Kasubdit Prasarana
Bandara, Direktorat Bandara Kemenhub tahun 2008. Beliau
pernah menjabat berbagai posisi penting diantaranya sebagai
Kasubdit Rancang Bangun Kementerian Perhubungan pada
tahun 2007, Kasubdit Program Bandarapada tahun 2005
hingga tahun 2007, Kasi Keterpaduan Program bandara
Kemenhub pada tahun 2002 hingga tahun 2005, Pemimpin
Proyek PFBUJ pada tahun 2002, dan Kasi Mutu Konstruksi
Sipil Ditjen Hubud Kemenhub pada tahun 1992 hingga
tahun 2002.
Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:
SK-208/MBU/2013 tanggal 10 April 2013
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun pemegang saham
Polana Banguningsih PramestiDirektur Teknik | Technical Director
She is an Indonesian Citizen, aged 52 years. She was born in
Jakarta on November 2, 1961.
She completed her undergraduate study in Civil Engineering
at Bandung Institute of Technology, Bandung, in 1986 and
master’s study in Transportation at Bandung Institute of
Technology, Bandung, in 1992.
She holds the position of Technical Director at the Company
since April 10, 2013. She has held the position of Head of
Sub-Directorate of Airport Facilities at the Directorate of
Airports, the Ministry of Transportation in 2008. She has
held various important positions, among others, as Head
of Sub-Directorate of Design and Building at the Ministry of
Transportation in 2007, Head of Sub-Directorate of Airport
Program from 2005 to 2007, Airport Program Integration
Section Head at the Ministry of Transportation from 2002 to
2005, PFBUJ Project Leader in 2002, and Civil Construction
Quality Section Head at the Directorate General of Air
Transportation of the Ministry of Transportation from 1992
to 2002.
His first appointment was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: SK-208/
MBU/2013 dated April 10, 2013
He has no affiliated relationship with members of the Board
of Commissioners and other members of the Board of
Directors, or with the shareholders.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
96 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Kami yang bertanda tangan di bawah ini menyatakan
bahwa semua informasi dalam laporan tahunan PT
Angkasa Pura 1 (Persero) tahun 2013 telah dimuat
secara lengkap, dan bertanggung jawab penuh atas
kebenaran isi laporan tahunan Perseroan.
Jakarta, 1 Juni 2014
We the undersigned hereby declare that all information
in the annual report of PT Angkasa Pura 1 (Persero) in
2013 has been published in full, and are fully responsible
for the accuracy of the content of the company’s annual
report.
Jakarta, June 1, 2014
responsibiliTy for annUal reporTinGTanggung Jawab Pelaporan Tahunan
Board of CommissionersDewan Komisaris
Suratto SiswodihardjoKomisarisUtama|PresidentCommissionner
Tundjung InderawanKomisaris|Commissionner
AskolaniKomisaris|Commissionner
Hakamuddin DjamalKomisaris|Commissionner
robert PakpahanKomisaris|Commissionner
Didik PrasetyoKomisaris|Commissionner
eddy Mulyadi SoepardiKomisaris|Commissionner
97
Kami yang bertanda tangan di bawah ini menyatakan
bahwa semua informasi dalam laporan tahunan PT
Angkasa Pura 1 (Persero) tahun 2013 telah dimuat
secara lengkap, dan bertanggung jawab penuh atas
kebenaran isi laporan tahunan Perseroan.
Jakarta, 1 Juni 2014
We the undersigned hereby declare that all information
in the annual report of PT Angkasa Pura 1 (Persero) in
2013 has been published in full, and are fully responsible
for the accuracy of the content of the company’s annual
report.
Jakarta, June 1, 2014
Board of DirectorsDewan Direksi
Tommy SoetomoDirekturUtama|PresidentDirector
robert Daniel WaloniDirektur|Director
Daan AchmadDirektur|Director
Polana Banguningsih PramestiDirektur|Director
gunawan Agus SubrataDirektur|Director
yushan SayutiDirektur|Director
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
LAPORAN MANAJEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
98 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
manaGemenT analysis anD DiscUssionAnalisis Dan Pembahasan Manajemen
99
Perseroan berhasil meningkatkan kinerja operasional aeronautika non-ATS rata-rata sebesar 11%. Sedangkan, untuk kinerja non-aeronautika, Perseroan telah berhasil meningkatkan kinerja operasional konsesi sebesar 20% yang merupakan jasa andalan di bidang non-aeronautika.
Dari sisi keuangan, Perseroan berhasil meningkatkan pendapatan aeronautika non ATS rata-rata sebesar 28%. Sedangkan untuk non-aeronautika, Perseroan telah berhasil meningkatkan pendapatan sebesar 30%.
THE COMPANY MANAGED TO IMPROVE THE OPERATIONAL PERFORMANCE OF AERONAUTICAL NON-ATS ON AVERAGE BY 11%. MEANWHILE, FOR NON-AERONAUTICAL PERFORMANCE, THE COMPANY HAS SUCCEEDED IN IMPROVING THE OPERATIONAL PERFORMANCE OF THE CONCESSION OF 20% WHICH IS THE MAINSTAY OF SERVICES IN THE FIELD OF NON-AERONAUTICAL.
FROM THE FINANCIAL SIDE, THE COMPANY MANAGED TO INCREASE NON-AERONAUTICAL REVENUES ATS ON AVERAGE BY 28%. AS FOR NON-AERONAUTICAL, THE COMPANY HAS MANAGED TO INCREASE REVENUE BY 30%.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
100 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
inDUsTry reVieWTinjauan Industri
PereKONOMIAN DuNIA
Pada 2013, ekonomi global tercatat sebesar 3,0%, melambat
dibandingkan 2012 yang sebesar 3,2%. Demikian pula
halnya dengan pertumbuhan ekonomi negara maju dan
negara Emerging Market (EM). Kondisi tersebut dipengaruhi
oleh pergeseran siklus dan tatanan ekonomi global yang
terjadi di sepanjang tahun 2013. Hal tersebut mendorong
ditempuhnya berbagai kebijakan oleh negara-negara
di dunia untuk mencegah risiko semakin melemahnya
perekonomian.
urAIAN 2013 2012 DeSCrIPTION
PDB Dunia 3,0 World’s gDP
Negara Maju 1,3 3,2 Developed Countries
Amerika Serikat 1,9 1,4 United States
Kawasan Eropa (0,5) 2,8 European Territory
Jepang 1,5 (0,7) Japan
Inggris 1,8 1,4 England
Kanada 2,0 0,3 Canada
Lainnya 2,3 1,7 Others
Negara Emerging Market 4,7 1,9 Emerging Market Countries
Persemakmuran Negara Merdeka
(Commonwealth of Independent States) 2,1 5,0
Commonwealth of
Independent States
Asia 6,5 3,4 Asia
Eropa 2,8 6,7 Europe
Amerika Latin dan Karibia 2,7 1,4 Latin America and Caribbean
Timur Tengah, Afrika Utara, Afganistan, dan
Pakistan 2,4 3,1
Middle East, North Africa,
Afghanistan, and Pakistan
Afrika Sub-Sahara 4,9 4,2 Sub-Sahara Africa
volume Perdagangan Dunia 3,0 4,9 global Trade volume
Impor 2,8 Import
Negara Maju 1,4 Developed Countries
Negara Emerging Market 5,6 1,1 Emerging Market Countries
Ekspor 5,8 Export
(dalampersen,yoy)|(in percent, yoy)Indikator Perekonomian globalglobal economic Indicators
gLOBAL eCONOMy
In 2013, the global economy stood at 3.0%, slowing
compared to 2012, which amounted to 3.2%. It occurs
similarly to the growth in advanced economies and Emerging
Market (EM). These conditions affected by shifting cycle and
the global economic order occurred during the year 2013. It
is encouraging gone through various policies by countries in
the world to prevent the risk of weakening economy.
101
Melemahnya ekonomi dunia dibarengi dengan menurunnya
tingkat inflasi. Inflasi di negara maju turun menjadi sebesar
1,4% dari sebesar 2,0% di 2012. Amerika Serikat dan Jepang,
masing-masing mencatat inflasi sebesar 1,5%. Tingkat inflasi
tersebut masih di bawah target The Fed dan Bankof Japan
(BOJ) yang sebesar 2%. Kondisi tersebut menjadi perhatian
bagi otoritas moneter, khususnya di Kawasan Eropa (ECB)
yang masih mengkhawatirkan berlanjutnya tren deflasi yang
dipengaruhi masih sangat lemahnya permintaan.
Inflasi Negara Maju
Inflation in Developed Countries
(dalampersen,yoy)|(in percent, yoy)
urAIAN 2013 2012 DeSCrIPTION
Negara Maju 2,3 Developed Countries
Negara Emerging Market 4,4 2,1 Emerging Market Countries
Inflasi (IHK) 4,2 Inflation (CPI)
Negara Maju 1,4 Developed Countries
Negara Emerging Market 5,8 2,0 Emerging Market Countries
6,0
Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014Source: World Economic Outlook (WEO) from the International Monetary Fund (IMF), April 2014
4,5
3,5
2,5
1,5
0,5
-0,5
-1,5
-2,5
2010
AS Kawasan eropa Jepang Inggris
2011 2012 2013
I II III Iv I II III Iv I II III Iv I II III Iv
Sumber : Bloomberg
5,5
The global economic slowdown was accompanied with the
decrease in inflation rate. Inflation in developed countries
decreased to 1.4% from 2.0% in 2012. The United States and
Japan recorded each an inflation of 1.5%. Such inflation rate
was still below the target of 2% from The Fed and Bank of
Japan (BOJ). Such condition became a concern for monetary
authorities, particularly in the European Territory (ECB) which
still had concern on the continuing trend of deflation as an
impact of the still weak demand.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
102 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Berlawanan dengan negara maju, tingkat inflasi di negara
EM masih cukup tinggi meskipun terjadi penurunan. Tingkat
inflasi di negara EMpada 2013 turun menjadi sebesar 5,8%
dari sebesar 6,0% di 2012. Tingkat inflasi di negara EM masih
tergolong tinggi seiring dengan terjadinya gangguan
pasokan dan peningkatan harga Bahan Bakar Minyak (BBM)
bersubsidi. Tingginya tekanan inflasi khususnya terjadi di
Asia. Di Malaysia, inflasitercatat meningkat dari sebesar 1,2%
pada 2012 menjadi sebesar 4,1% pada 2013. Sedangkan,
inflasi India masih tinggi, yakni sebesar 9,1% pada 2013.
24
20
16
12
8
4
0
-4
7
6
5
4
3
2
2
02010
vietnam Indonesia Singapura MalaysiafilipinaIndia China Thailand korea
skala kananskala Kiri
2011 2012 2013 2010 2011 2012 2013
Inflasi Negara emerging Market Asia
Inflation in emerging Market Countries in Asia
(dalampersen,yoy)|(in percent, yoy)
PereKONOMIAN INDONeSIA
Indonesia, sebagai bagian dari ekonomi global, turut
merasakan pengaruh atas perubahan ekonomi dunia.
Di tengah tren perlambatan ekonomi domestik, inflasi
meningkat tinggi sebagai dampak dari kenaikan harga BBM
bersubsidi dan kenaikan harga pangan. Namun demikian,
inflasi inti 2013 masih terkendali tertolong oleh permintaan
domestik yang melambat serta harga komoditas global yang
menurun.
Inflasi pada 2013 mencapai 8,4%, lebih tinggi dari inflasi
2012 sebesar 4,3%, dan jauh di atas kisaran sasaran inflasi
4,5% ± 1%. Hal tersebut menyebabkan melesetnya sasaran
pertumbuhan ekonomi dari sebesar 6,3% untuk tahun
In contrary with the developed countries, inflation rate at
EM countries was still fairly high despite a decrease. Inflation
rate in EM countries decreased to 5.8% in 2013 from 6.0% in
2012. Inflation rate in EM countries was still categorized as
high in line with the disruption in the supply of and price
hike subsidized fuel. The high inflation pressure happened
particularly in Asia. In Malaysia, inflation recorded an increase
from 1.2% in 2012 to 4.1% in 2013. Meanwhile, inflation rate
in India was still high, namely 9.1% in 2013.
THe INDONeSIAN eCONOMy
Indonesia, as part of the global economy, was also affected
by global economic change. Amid the trend of domestic
economic slowdown, inflation soared as an impact
of subsidized fuel price hike and food price increase.
Nevertheless, core inflation in 2013 was still under control,
helped by the slowdown in domestic demand and the
decrease in global commodity price.
Inflation rate reached 8.4% in 2013, higher than inflation
rate of 4.3% in 2012, and much higher above the inflation
target range of 4.5% ± 1%. This caused the non-achievement
of economic growth target, namely 6.3% for 2013, which
103
2013menjadi tercapai sebesar 5,8%. Meskipun demikian, hasil
ini masih tergolong lebih baik dengan tingkat pertumbuhan
ekonomi dari peer countries.
Pertumbuhan ekonomi Indonesia tersebut berasal dari
pertumbuhan semua sektor ekonomi. Pertumbuhan
tertinggi terjadi pada sektor Pengangkutan dan Komunikasi
yang mencapai 10,19% persen, diikuti oleh sektor Keuangan,
Real Estat, dan Jasa Perusahaan sebesar 7,56%, serta sektor
Konstruksi sebesar 6,57%. Sedangkan pertumbuhan
sektor Perdagangan,Hotel dan Restoran sebesar 5,93%
persen, sektor Listrik, Gas dan Air Bersih sebesar 5,58%,
sektor IndustriPengolahan sebesar 5,56%, sektor Jasa-
jasa sebesar 5,46%, sektor Pertanian sebesar 3,54%, dan
sektorPertambangan dan Penggalian sebesar 1,34%.
Tingginya pertumbuhan sektor Pengangkutan dan
Komunikasi sangat terkait dengan pertumbuhan industri
kebandarudaraan, yang selanjutnya akan berdampak pada
kegiatan operasional Perseroan.
PerTuMBuHAN INDuSTrI KeBANDAruDArAAN
Saat ini, penggunaan transportasi udara bukan lagi
menjadi hal yang mewah. Hal ini disebabkan oleh semakin
banyaknya kalangan yang memilih menggunakan pesawat
untuk bepergian. Pertumbuhan transportasi udara tersebut
didukung oleh hadirnya konsep penerbangan berbiaya
murah (low cost carrier/ LCC) dan konsep airport city yang
tengah berlangsung di seluruh dunia.
Di Indonesia, program Masterplan Percepatan dan Perluasan
Pembangunan Ekonomi Indonesia (MP3EI) telah menjadikan
pembangunan konektivitas antar daerah sebagai suatu hal
yang penting untuk menjadi prioritas utama. Pelaksanaan
program tersebut merupakan bentuk tindak lanjut
terhadap kebutuhan peningkatan standar layanan bandara
yang menuntut industri penerbangan untuk senantiasa
meningkatkan kualitas seluruh sarana dan prasarananya.
Bandaradikembangkan dan diperlengkapi agar tidak hanya
menjadi sebuah terminal pesawat, namun juga sebagai.
Sistem keamanan bandara pun ditingkatkan menjadi sistem
keamanan yang terintegrasi dengan perencanaan program
keamanan penerbangan yang berbasis aplikasi moderen.
only achieved 5.8%. Nevertheless, such result was still better
compared to economic growth rate of peer countries.
The source of the Indonesian economic growth was the
growth in all economic sectors. The highest growth was
achieved by Transportation and Communication sector
at 10.19% percent, followed by Finance, Real Estate, and
Corporate Services at 7.56%, and Construction sector
at 6.57%. Meanwhile, the growth in Trading, Hotel, and
Restaurant sector was 5.93% percent, growth in Electricity,
Gas, and Clean Water was 5.58%, growth in Processing
Industry sector was 5.56%, growth in Services sector was
5.46%, growth in Agriculture sector was 3.54%, and growth
in Mining and Excavation sector was 1.34%.
The high growth in the Transportation and Communication
sector is closely related to the growth in airport industry,
which in turn will have an impact on the Company’s
operational activities.
grOWTH IN AIrPOrT INDuSTry
Currently, the use of air transportation is not a luxury anymore.
This is because more and more people choose to travel by
plane. Such growth in air transportation is supported by the
existence of low cost carrier (LCC) concept and airport city
concept which are emerging all over the world.
In Indonesia, the Master Plan for Acceleration and Expansion
of Indonesian Economic Development (MP3EI) program has
turned the development of interregional connectivity into
an important matter to be a main priority. Implementation of
this program is a form of follow-up on the demand in airport
service standard improvement, which requires aviation
industry to continuously improve the quality of all its facilities
and infrastructure. Airports are expanded and equipped
in order not to merely become a terminal for aircrafts, but
also an entertainment center. Airport security system is also
improved into a security system which is integrated to flight
security program planning based on modern application.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
104 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Selain melakukan pengembangan bandara, Pemerintah
melalui Direktorat Jenderal Perhubungan Udara juga
mempersiapkan pembangunan sejumlah bandara baru
dengan konsep pengelolaan public private partnership
(PPP). Pembangunan bandara tersebut akan mendorong
pembangunan dan pertumbuhan ekonomi di daerah
bersangkutanyang pada akhirnya akan meningkatkan
pembangunan ekonomi Indonesia.
PerTuMBuHAN INDuSTrI KeBANDAruDArAAN DI
WILAyAH ANgKASA PurA AIrPOrTS
Perkembangan industri kebandarudaraan di Indonesia
sejalan dengan pertumbuhan indsutri Angkasa Pura
Airports sebagai penyedia, pengelola, dan pengusaha jasa
kebandarudaraan di kawasan tengah dan timur Indonesia.
Pertumbuhan pergerakan lalu lintas udara di bandara yang
dikelola Angkasa Pura Airports. pada tahun 2013 mengalami
peningkatan secara total dibandingkan 2012, sebagaimana
tabel berikut ini.
Pergerakan Pesawat, Penumpang dan Kargo
urAIAN 2013 2012 DeSCrIPTION
Pesawat (Pesawat) 689.363 642.244 Aircraft (Units)
Penumpang (Pax) 71.912.435 65.573.124 Passenger (Pax)
Kargo (Ton) 359.390 334.764 Cargo (Ton)
Pergerakan Pesawat
Pergerakan trafik pesawat udara pada 2013 tercatat
sebanyak 689.363 pesawat. Pergerakan tersebut mengalami
peningkatan sebesar 7,34% bila dibandingkan dengan
2012 yang tercatat sebanyak 642.244 pesawat. Peningkatan
pesawat terbesar khususnya terjadi di Bandara Sultan
Hasanuddin (Makassar) dan Bandara I Gusti Ngurah Rai
(Denpasar).
In addition to airport expansion, the Government through
the Directorate General of Air Transportation also prepares
the construction of a number of new airports using the
management concept of public private partnership (PPP). The
construction of airports will boost economic development
and growth in the relevant region, which eventually will
improve the Indonesian economic development.
grOWTH IN AIrPOrT INDuSTry IN THe TerrITOry Of
ANgKASA PurA AIrPOrTS
The development of Indonesian airport industry is in line
with the industrial growth of Angkasa Pura Airports as
provider, manager, and entrepreneur of airport services in
the central and eastern part of Indonesia. The growth in air
traffic movement at the airports managed by Angkasa Pura
Airports increased in total compared to that of 2012, shown
in the following table.
Aircraft, Passenger, and Cargo Movements
Aircraft Movements
In 2013, aircraft movements were recorded at 689,363
aircrafts. Such movements experienced an increase of 7.34%
compared to 2012, in which 642,244 aircrafts were recorded.
The largest increase in aircraft movements occurred in
particular at Sultan Hasanuddin Airport (Makassar) and I
Gusti Ngurah Rai Airport (Denpasar).
105
DPS SuB uPg BPN BIK MDC JOg SOC BDJ Srg LOP AMQ KOe2012 113.542 136.170 82.680 72.817 12.054 17.620 56.531 27.565 30.835 32.895 27.703 11.705 20.127
2013 124.555 139.260 94.699 78.322 12.420 19.925 64.925 24.268 32.148 33.898 31.432 12.968 20.543
Pergerakan PesawatAircraft Movements
(dalamPesawat)|(in Units)
Pergerakan Penumpang
Pergerakan penumpang pada 2013 terealisasi sebanyak
71.912.435 pax. Pergerakan tersebut mengalami peningkatan
sebesar 9,67% dibandingkan 2012 yang tercatat sebesar
65.673.124 pax. Peningkatan pergerakan penumpang
terbesar khususnya terjadi di Bandara I Gusti Ngurah Rai
(Denpasar) diikuti Bandara Juanda (Surabaya).
DPS SuB uPg BPN BIK MDC JOg SOC BDJ Srg LOP AMQ KOe2012 14.175.580 16.447.912 8.580.802 6.620.750 410.495 2.092.768 4.972.712 1.395.761 3.651.249 3.005.930 1.836.051 1.070.965 1.312.149
2013 15.631.839 17.683.955 9.634.237 7.199.255 429.758 2.322.162 5.775.949 1.511.228 3.888.993 3.295.022 2.167.619 1.002.861 1.369.557
Pergerakan PenumpangPassenger Movements(dalamPax)| (in Pax)
Pergerakan Kargo
Angkutan kargo selama 2013 terealisasi sebanyak 359.390
ton. Pencapaian tersebut menunjukkan terjadinya
peningkatan sebesar 7,36% dibandingkan dengan 2012
yang sebanyak 334.764 ton. Peningkatan angkutan kargo
terbesar khususnya terjadi di Bandara Sultan Hasanuddin
(Makassar).
DPS SUB UPG BPN BIK MDC JOG SOC BDJ SRG LOP AMQ KOE2012 61.144 106.015 49.699 51.753 1.479 11.374 14.370 4.290 10.140 10.144 6.580 3.065 4.711
2013 64.328 98.509 69.594 53.816 2.029 11.759 14.552 5.264 12.162 10.763 6.894 3.798 5.922
Pergerakan KargoCargo Movements(dalamTon)|(in Pax)
Passenger Movements
In 2013, passenger movements were realized at 71,912,435
pax. Such movements experienced an increase of 9.67%
compared to 2012, in which 65,673,124 pax were recorded.
The largest increase in passenger movements occurred in
particular at I Gusti Ngurah Rai Airport (Denpasar), followed
by Juanda Airport (Surabaya).
Cargo Movements
In 2013, cargo transportation was realized at 359,390
ton. Such achievement indicates an increase of 7.36%
compared to 334,764 ton in 2012. The largest increase in
cargo transportation occurred at Sultan Hasanuddin Airport
(Makassar).
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
106 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
operaTional reVieWTinjauan Operasional
Angkasa Pura Airports memiliki tujuan dan lapangan usaha
untuk melaksanakan dan menunjang kebijakan dan program
pemerintah di bidang ekonomi dan pembangunan, serta
untuk memupuk keuntungan bagi Perseroan dengan
menyelenggarakan usahajasa kebandarudaraan dalam arti
seluas-luasnya dan usaha-usahalainnya yang mempunyai
hubungan dengan usahatersebut. Untuk mencapai tujuan
tersebut, Perseroan menjalankan usaha jasa pelayanan
penerbangan (Air Traffic Services/ATS), penyediaan,
pengusahaan fasilitas navigasi, serta jasa-jasa pelayanan
kebandarudaraanaeronautika non ATS dan non aeronautika.
Namun demikian, sejak 16 Januari 2013 pukul 22.00 WIB,
jasa pelayanan penerbangan (ATS) tidak lagi dikelola oleh
Angkasa Pura Airports berdasarkan Peraturan Pemerintah
(PP) Nomor 77 Tahun 2012 Tentang Perusahaan Umum
Lembaga Penyelenggara Pelayanan Navigasi Penerbangan
Indonesia (LPPNPI) (berdasarkan Nota Kesepahaman
Nomor: HK.201/1/10/DRJU- 2013; KEP.15/OM.02.03/2013;
MOU.04.07.01/00/02/2013/001; 032/DU/II/2013 tanggal 12
Februari 2013).
Adapun bandara yang dikelola Perseroan sampai dengan
akhir 2013 adalah sebanyak 13 bandara, yang meliputi
Bandara Ngurah Rai (Denpasar), Bandara Juanda (Surabaya),
Bandara Sultan Hasanuddin (Makassar), Bandara Sepinggan
(Balikpapan), Bandara Frans Kaisiepo (Biak), Bandara Sam
Ratulangi (Manado), Bandara Adisutjipto (Yogyakarta),
Bandara Adisumarmo (Surakarta), Bandara Syamsudin Noor
(Banjarmasin), Bandara Achmad Yani (Semarang), Bandara
Lombok (Praya), Bandara Pattimura (Ambon), dan Bandara El
Tari (Kupang).
Selain itu, Perseroan juga memiliki 1 Strategic Business Unit
yang mengelola area komersial di Bandara Ngurh Rai-Bali ,
serta 4 Entitas Anak. Sedangkan, Entitas Anak Perseroan
terdiri dari penyedia akomodasi pariwisata (PT Angkasa
Pura Hotels), pengurusan terminal kargo (PT Angkasa Pura
Logistics), pembangunan dan jasa properti (PT Angkasa
Pura Property), serta jasa dan perdagangan (PT Angkasa Pura
Supports).
Angkasa Pura Airports have the objective and business field
to implement and support the government’s policies and
programs in the field of economy and development, and to
cultivate profit for the Company by providing airport service
business in the broadest sense as well as other business
related to the airport service business. To achieve this
objective, the Company operates Air Traffic Services (ATS),
navigation facilities provision and management, as well as
non-ATS aeronautics and non-aeronautics airport services.
Nevertheless, air traffic services (ATS) are not managed by
Angkasa Pura Airports anymore since January 16, 2013 at
22.00 Western Indonesian Time pursuant to Government
Regulation Number 77 Year 2012 concerning LPPNPI Public
Company (the Indonesian Air Navigation Service Provider
Institution) (based on Memorandum of Understanding
Number: HK.201/1/10/DRJU-2013; KEP.15/OM.02.03/2013;
MOU.04.07.01/ 00/02/2013/001; 032/DU/II/2013 dated
February 12, 2013).
Meanwhile, as of end-2013, the number of airports managed
by the Company was 13 airports, which consisted of
Ngurah Rai Airport (Denpasar), Juanda Airport (Surabaya),
Sultan Hasanuddin Airport (Makassar), Sepinggan Airport
(Balikpapan), Frans Kaisiepo Airport (Biak), Sam Ratulangi
Airport (Manado), Adisutjipto Airport (Yogyakarta),
Adisumarmo Airport (Surakarta), Syamsudin Noor Airport
(Banjarmasin), Achmad Yani Airport (Semarang), Lombok
Airport (Praya), Pattimura Airport (Ambon), and El Tari Airport
(Kupang).
In addition, the Company also has one of the Strategic
Business Unit who manages the commercial area in Ngurh
Rai Airport, Bali, and Subsidiaries 4. Meanwhile, the Subsidiary
Company consists of tourism accommodation providers
(PT Angkasa Temple Hotels), obtaining a cargo terminal
(PT Angkasa Pura Logistics), the construction and property
services (PT Angkasa Property Pura), as well as services and
trade (PT Angkasa Pura
Supports).
107
grow/Invest
Harvest/Divest
Selectivelygrow
5
4
3
2
1
0
0 1 2 3 4 5
Kemampuan Perusahaan
Company’s Capacity
Day
a Ta
rik
Indu
stri
Indu
stri
al A
ttra
ctiv
enes
s
Analisa Daya Tarik Pasar, Kemampuan dan Posisi Perusahaan
Analysis of Market Attractiveness, the Company’s Capacity and Position
ASPeK PeMASArAN
Pemasaran merupakan suatu sistem total dari kegiatan
bisnis yang dirancang untuk merencanakan, menentukan
harga, melakukan promosi dan mendistribusikan barang-
barang yang dapat memuaskan keinginan dan mencapai
sasaranpasar serta tujuan Perusahaan.
PANgSA PASAr
Berdasarkan analisis posisi perusahaan dalam industri
kebandarudaraan, Angkasa Pura Airports berada di
posisi Grow/invest. Pada posisi tersebut, Perseroan perlu
melakukan investasi pada pengembangan infrastruktur,
sumber daya manusia, dan bisnis yang menguntungkan
lainnya agar dapat bertumbuh dan bersaing secara efektif
dalam mencapai target.
MArKeTINg ASPeCT
Marketing is a total system of business activities designed
for planning, pricing, promoting, and distributing goods
which may satisfy and achieve market target as well as the
Company’s objective.
MArKeT SHAre
Based on analysis of the company’s position in the airport
industry, Angkasa Pura Airports is in the Grow/ Invest
position. In this position, the Company must invest in
infrastructure development, human resources, and other
profitable business in order to grow and compete effectively
in achieving the target.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
108 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Selanjutnya, untukmenjadisalah satu dari sepuluh
perusahaan pengelola bandara terbaik di Asia, Angkasa
Pura Airportsperlumelakukantransformasi model bisnis
untuk mencapai tingkat kepuasan pelanggan yang optimal
dan meningkatkan pendapatan non aeronautika untuk
mencapai proporsi pendapatan yang ideal. Perseroan perlu
meningkatkan Customer Satisfaction Index (CSI) dari 3,79
di 2013 menjadi 4,60di 2018, serta meningkatkan proporsi
pendapatan non aeronautika dari 33% di 2013 menjadi 57%
di 2018. Target tersebut sesuai dengan pencapaian rata-rata
bandara terbaik di Asia.
2018 (CSI: 4,60,Non Aero: 57%)
2013 (CSI: 3,79,Non Aero: 39%)
100%
CSI
0%
4 5
% Non Aero revenue
Transformasi Modal Bisnis (Paradigm Shift)
Posisi Perusahaan 2013 dan Target 2018
The Company’s Position in 2013 and Target in 2018
STrATegI PeMASArAN
Strategi pemasaran Angkasa Pura Airports ditujukan untuk
memasarkan produk jasanya kepada pelanggan. Hal
tersebut dikelola oleh Marketing and Business Development
Department melalui beberapa kegiatan, baik yang bersifat
nasional maupun internasional.
1. KegiatanNasional
Angkasa Pura Airports melaksanakan pertemuan
(gathering) tahunan dengan berbagai maskapai
penerbangan, baik maskapai penerbangan domestik
maupun internasional, yang bertujuan untuk
menginformasikan mengenai pengembangan
bandara yang telah dilakukan. Melalui pertemuan
tersebut diharapkan akan menarik minat dan kerja
sama dengan berbagai maskapai penerbangan untuk
Furthermore, in order to become one of the top ten airport
management companies in Asia, Angkasa Pura Airports
needs to transform its business model to achieve an optimum
customer satisfaction level and increase non-aeronautics
revenues to achieve the ideal revenue proportion. The
Company must improve its Customer Satisfaction Index (CSI)
from 3.79 in 2013 to 4.60 in 2018, and increase the proportion
of non-aeronautics revenue from 33% in 2013 to 57% in
2018. This target is in line with the average achievement of
the best airport in Asia.
MArKeTINg STrATegy
Angkasa Pura Airports’ marketing strategy has the objective
of marketing its service products to customers. The
marketing strategy is managed by Aviation Marketing Group
through several activities, both at the national as well as
international levels.
1. National Activities
Angkasa Pura Airports holds annual gathering with
various airlines, both domestic as well as international
airlines, with the objective of informing about airport
expansion conducted. The gathering is expected to
attract the interest and cooperation of various airlines
to open new flight routes at airports managed by the
Company. In addition, the gathering is also designed as
109
membuka rute penerbangan baru pada bandara yang
dikelolaoleh Perseroan. Selain itu, pertemuan tersebut
juga dirancang sebagai media komunikasi bagi
pelanggan untuk dapat memberikan masukan bagi
Perseroan agar dapat meningkatkan kualitas layanan
bandara ke depannya.
Adapun pelaksanaan kegiatan tersebut pada 2013 telah
dilakukan di Jakarta pada 5 Maret untuk pertemuan
dengan maskapai penerbangan internasional.
Sedangkan, pertemuan dengan maskapai
penerbangan domestik telah dilaksanakan di Surabaya
pada 11 April 2013.
2. Kegiatan Internasional
Selain mengadakan pertemuan, Angkasa Pura Airports
juga mengikuti pertemuan internasional yang diadakan
oleh berbagai pihak, yaitu Routes. Routesmerupakan
kegiatan internasional yang mempertemukan maskapai
penerbangan, pengelola bandara, dan elemen lainnya
pada industriaviasi. Kegiatan tersebut diadakan melalui
sesi tatap muka dan eksposur destinasi, produk dan
jasa lainnya dalam bentuk sebuah pameran business to
business ataupun sebuah panel diskusi.
Beberapa Routesyang diikuti Perseroan pada 2013
adalah Routes Asia xI di Mumbai, Indiayang diadakan
oleh Routes Asia Strategy Summit bekerjasama dengan
Shenzen Baoan Internasional Airport tanggal 17-19
Maret 2013.Selain itu, Perseroan juga mengikuti World
Routes xIx di Las Vegas, Nevada yang diadakan oleh
World Routes Strategy Summit bekerjasama dengan
Las Vegas Convention and Visitors Authority (LVCVA)
pada5-8 Oktober 2013.
KINerJA OPerASI Per SegMeN uSAHA
Dalam proses produksi jasa, Angkasa Pura Airports didukung
dengan fasilitas produksi yang handal yang meliputi
landasan pacu, apron, terminal penumpang, gudang kargo,
dan tempat parkir kendaraan di seluruh bandara yang
dikelola Perseroan. Beberapa fasilitas produksi tersebut
dijabarkan sebagai berikut.
communication media for customers to provide input
to the Company in order to improve airport service
quality in the future.
In 2013, the activity has been implemented in Jakarta
on March 5 by holding a meeting with international
airlines. Meanwhile, the meeting with domestic airlines
has been held in Surabaya on April 11, 2013.
2. International Activities
In addition to organizing meetings, Angkasa Pura
Airports also attends international meetings held
by various parties, namely Routes. Routes is an
international activity which brings together airlines,
airport management companies, and other elements
in the aviation industry. The activity is held through
face-to-face sessions and exposure on destinations,
products, and other services in the form of business to
business exhibition or a panel discussion.
Several Routes attended by the Company in 2013
were Routes Asia xI in Mumbai, India, which was held
by Routes Asia Strategy Summit in cooperation with
Shenzhen Baoan International Airport on March 17-19,
2013. In addition, the Company also attended World
Routes xIx in Las Vegas, Nevada, which was held by
World Routes Strategy Summit in cooperation with Las
Vegas Convention and Visitors Authority (LVCVA) on
October 5-8, 2013.
OPerATIONAL PerfOrMANCe By BuSINeSS SegMeNT
For producing services, Angkasa Pura Airports has production
equipment facilities which include runway, apron, passenger
terminal, cargo warehouse, and vehicle parking lots in all
airports managed by the Company. Some of the production
facilities are elaborated as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
110 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Kinerja operasi per segmen usaha dibagi berdasarkan jasa
pelayanan kebandarudaraan Angkasa Pura Airports, yakni
aeronautika dan non aeronautika.
AerONAuTIKA
Segmen usaha aeronautika meliputi penyediaan,
pengusahaan dan pengembangan fasilitas untuk kegiatan
pelayanan pendaratan, lepas landas, parkir dan penyimpanan
pesawat udara, serta penyediaan, pengusahaan dan
pengembangan fasilitas terminal untuk pelayanan angkutan
penumpang, kargo dan pos. Pada 2013, seluruh pelayanan
jasa aeronautika Perseroan mengalami pertumbuhan, kecuali
pelayanan jasa penerbangan yang mengalami perubahan.
BANDArAAIRPORT
ruNWAy APrON
TerMINAL
INTerNASIONALINTERNATIONAL
DOMeSTIKDOMESTIC
KAPASITASCAPACITY
KArgO
INTerNASIONALINTER-NATIONAL
CARGO
KArgO DOMeSTIKDOMESTIC
CARGO
(M X M) (M2) (M2) (M2) (PAX/TAHuN)(Pax/ Year)
(M2) (M2)
DPS 3.000 x 45 309.694 136.000 65.846 20,2juta|million 6.000 2.574
SUB 3.000 x 45 180.470 31.425 31.275 14,0juta|million 7.787 9.031
UPG 3.000 x 45 272.862 8.770 53.045 8,2juta|million -
BPN 2.500 x 45 148.758 2.302 9.521 15,0juta|million -
BIK 3.570 x 45 41.585 1.781 1.367 263,0ribu|thousand 324
MDC 2.650 x 45 77.369 26.345 2,7juta|million 3.546
JOG 2.200 x 45 31.004 1.017 7.609 4,2juta|million 726
SOC 2.600 x 45 66.221 3.517 9.483 1,5juta|million 826
BDJ 2.500 x 45 80.412 9.943 1,2juta|million 802
SRG 2.680 x 45 37.452 657 6.051 895,0ribu|thousand 99 675
LOP 2.250 x 45 29.466 21.000 3,5juta|million 480
AMQ 2.500 x 45 34.065 1.200 7.393 1,1juta|million 1.139
KOE 2.500 x 45 45.143 900 4.381 500,0ribu|thousand 800
Data Alat Produksi utama 2013 Data of Main Production equipment in 2013
Operational performance by business segment is categorized
based on airport services provide by Angkasa Pura Airports,
namely aeronautics and non-aeronautics.
AerONAuTICS
The aeronautics business segment consists of provision,
management, and development of facilities for aircraft
landing, take-off, parking and storage service activities, as
well as provision, management, and development of terminal
facilities for passenger, cargo, and post transportation
service. In 2013, all of the Company’s aeronautics services
experienced growth, except air traffic services, which
underwent a change.
111
Kinerja Pelayanan Jasa Aeronautika
urAIAN SATuAN 2013 2012 PerTuMBuHANGROWTH DeSCrIPTION
1 2 3 4 5=3-4 6=(3-4)/4
Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat udara (PJP4u)
Ton 21.501.973 19.410.144 2.091.829 10,78%Aircraft Landing,
Parking, and Storage Services (PJP4u)
Domestik Ton 17.245.687 15.670.377 1.575.310 10,05% Domestic
Internasional Ton 4.256.286 3.739.767 516.519 13,81% International
Pelayanan Jasa Penumpang Pesawat udara (PJP2u)
Pax 32.104.877 29.107.151 2.997.726 10,30%Aircraft Passenger
Services (PJP2u)
Domestik Pax 27.221.733 24.804.443 2.417.290 9,75% Domestic
Internasional Pax 4.883.144 4.302.708 580.436 13,49% International
Pelayanan Jasa Penerbangan (PJP)
rute | route
13.886.925 158.283.777 (144.396.852) (91,23%)Air Traffic Services
(ATS)
Domestik Rute|Route 5.041.299 53.057.949 (48.016.650) (90,50%) Domestic
Internasional Rute|Route 2.723.949 32.678.566 (29.954.617) (91,66%) International
Penerbangan Lintas Rute|Route 6.121.677 72.547.262 (66.425.585) (91,56%) Transit Flight
Pemakaian Aviobridge
Ton 17.316.816 15.611.056 1.705.760 10,93% use of Aviobridge
Domestik Ton 10.206.736 9.388.936 817.800 8,71% Domestic
Internasional Ton 7.110.080 6.222.120 887.960 14,27% International
Pemakaian Counter
Pax 32.055.790 29.030.533 3.025.257 10,42% use of Counter
Domestik Pax 27.253.407 24.824.374 2.429.033 9,78% Domestic
Internasional Pax 4.802.383 4.206.159 596.224 14,18% International
PeLAyANAN JASA PeNDArATAN, PeNeMPATAN DAN
PeNyIMPANAN PeSAWAT uDArA (PJP4u)
Produksi PJP4U pada 2013 mencapai 21.501.973 ton,
mengalami pertumbuhan 2.091.829 ton atau sebesar 10,78%
dari 2012 yang mencapai19.410.144 ton. Baik produksi
domestik maupun produksi internasional mengalami
pertumbuhan yang positif. Pertumbuhan produksi PJP4U
Performance of Aeronautics Services
AIrCrAfT LANDINg, PArKINg, AND STOrAge ServICeS
(PJP4u)
In 2013, PJP4U production reached 21,501,973 ton, grew by
2,091,829 ton or 10.78% from 19,410,144 ton in 2012. Both
domestic production as well as international production
experienced a positive growth. The growth in PJP4U
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
112 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dijelaskan sebagai berikut.
a. Produksi PJP4U domestik mengalami pertumbuhan
sebesar 10,05%. Pertumbuhan tersebut disebabkan
adanya penambahan frekuensi penerbangan di
beberapa bandara, antara lain:
• MaskapaiLionAir(LNI)meningkat23xperminggu
di Bandara Ngurah Rai dan 7x per minggu di
Bandara Adi Sumarmo;
• MaskapaiWingsAirmeningkat15xperminggudi
Bandara Ngurah Rai;
• Maskapai Air Asia meningkat 8x per minggu
di Bandara Ngurah Rai dan 14x per minggu di
Bandara Hasanuddin;
• Maskapai Garuda Indonesia Airlines meningkat
14x per minggu di Bandara Ngurah Rai, 7xper
minggu di Bandara Sam Ratulangi, dan 7x per
minggu di Bandara Adi Sumarmo,
• Maskapai Travira meningkat 6x per minggu di
Bandara Ngurah Rai;
• Maskapai Sriwijayameningkat 5x perminggu di
Bandara Ngurah Rai;
• Maskapai Citi Linkmeningkat 47x perminggu di
Bandra Ngurah Rai dan 21x perminggu di Bandara
Hasanuddin; serta
• Maskapai Mandala Airlines yang beroperasi
kembali di Bandara Juanda 14x per minggu.
b. Produksi PJP4U internasional mengalami pertumbuhan
sebesar 13,81%. Pertumbuhan tersebut disebabkan:
• Perubahan tipe pesawat yang oleh Maskapai
Garuda IndonesiaAirlines yang menggunakan
B738 di Bandara Hasanuddin;
• Maskapai Mandala Airlines membuka rute
baru Surabaya (SUB)-Singapura (SIN) 7x per
minggumulaiJanuari 2013, Surabaya (SUB)-Kuala
Lumpur (KUL) 7x per minggumulai Januari 2013,
danSurabaya (SUB)-Hong Kong(HKG) 14x per
minggumulaiDesember 2013;
• Penambahan penerbangan di Bandara
Hasanuddin, yaitu maskapai Air Asia dan Silk Air
yang masing-masing sebanyak 3x per minggu.
production is explained as follows:
a. Domestic PJP4U production grew by 10.05%. The
growth was caused by the addition of flight frequencies
in several airports, among other things:
• Lion Air (LNI) increased its frequency to 23x per
week at Ngurah Rai Airport and 7x per week at Adi
Sumarmo Airport;
• WingsAirincreaseditsfrequencyto15xperweek
at Ngurah Rai Airport;
• Air Asia increased its frequency to 8x per week
at Ngurah Rai Airport and 14x per week at
Hasanuddin Airport;
• GarudaIndonesiaAirlinesincreaseditsfrequency
to 14x per week at Ngurah Rai Airport, 7x per week
at Sam Ratulangi Airport, and 7x per week at Adi
Sumarmo Airport;
• Travira increased its frequency to6xperweekat
Ngurah Rai Airport;
• Sriwijayaincreaseditsfrequencyto5xperweekat
Ngurah Rai Airport;
• Citi Link increased its frequency to 47x per
week at Ngurah Rai Airport and 21x per week at
Hasanuddin Airport; and
• MandalaAirlinesresumeditsoperationsatJuanda
Airport for 14x per week.
b. International PJP4U production grew by 13.81%. The
growth was caused by:
• The change in aircraft type of Garuda Indonesia
Airlines, which uses B738 at Hasanuddin Airport;
• Mandala Airlines opened new routes namely
Surabaya (SUB)-Singapore (SIN) 7x per week since
January 2013, Surabaya (SUB)-Kuala Lumpur (KUL)
7x per week since January 2013, and Surabaya
(SUB)-Hong Kong (HKG) 14x per week since
December 2013;
• AdditionofflightsatHasanuddinAirport,namely
by Air Asia and Silk Air for 3x per week each.
113
PeLAyANAN JASA PeNuMPANg PeSAWAT uDArA
(PJP2u)
Produksi PJP2U mengalami pertumbuhan 2.997.726 pax
atau sebesar 10,30%, dari 29.107.151pax di 2012 menjadi
32.104.877pax di 2013. Pertumbuhan produksi PJP2U
ini merupakan dampak dari pertumbuhan pergerakan
penumpang sebesar 9,67%. Hal ini terlihat pada
pertumbuhan produksi PJP2U domestik sebesar 9,75% dan
produksi PJP2U internasional sebesar 13,49%.
PeLAyANAN JASA PeNerBANgAN (PJP)
Produksi PJP (ATS) sampai dengan pertengahan Januari 2013,
terealisasi sebesar 13.886.925 rute, sangat jauh dibandingkan
dengan realisasi tahun 2012 sebesar 158.283.777 rute. Hal ini
disebabkan pengalihan PJP (ATS) yang sebelumnya dikelola
oleh Perseroan menjadi dikelola oleh LPPNPI sejak 16 Januari
2013 pukul 22.00 WIB. Pengalihan PJP dilakukan berdasarkan
PP Nomor 77 Tahun 2012 tanggal 12 September 2012
tentang Perusahaan Umum Lembaga Penyelenggara
Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), serta
berdasarkan Nota Kesepahaman Nomor: HK.201/1/10/DRJU-
2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;
dan 032/DU/II/2013 tanggal 12 Februari 2013.
PeMAKAIAN avioBridGE
Pemakaian aviobridge mencapai 17.316.816 ton, meningkat
10,93% atau sebesar 1.705.760 ton dibandingkan 2012
yang mencapai 15.611.056 ton. Peningkatan pemakaian
aviobridge tersebut dapat dijelaskan sebagai berikut.
• Pemakaian aviobridge domestik meningkat sebesar
8,71%. Hal ini disebabkan oleh pertumbuhan
jumlah penerbangan di 2013 yang mengakibatkan
peningkatan pemakaian aviobridge.
• Pemakaian aviobridge internasional meningkat
sebesar14,27%. Hal ini disebabkan penggunaan
aviobridge oleh maskapai penerbangan internasional
AIrCrAfT PASSeNger ServICeS (PJP2u)
PJP2U production grew by 2,997,726 pax or 10.30%, from
29,107,151 pax in 2012 to 32,104,877 pax in 2013. The growth
in PJP2U production is affected by the growth of passanger
movement amounted to 9.7%. This is indicated by the
growth of domestic production of PJP2U amounted to 9.75%
and international PJP2U production amounted to 13.49%.
AIr TrAffIC ServICeS (ATS)
Production PJP (THE) until mid-January 2013, 13,886,925
realized for these, so far than the realization in 2012 of 158
283 777 s. This is due to the transfer of PJP (ATS) that were
previously managed by the Company be managed by LPPNPI
since January 16, 2013 at 22:00 pm. Transfer of PJP performed
by Government Regulation No. 77 of 2012 dated 12
September 2012 of the Public Company Institute Indonesian
Air Navigation Services Operator (LPPNPI), and is based on
a Memorandum of Understanding No. HK.201/1/10/DRJU-,
2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;
and 032/DU/II/2013 dated February 12, 2013.
uSe Of AvIOBrIDge
Use of aviobridge reached 17,316,816 tons, an increase of
10.93% or a total of 1.70576 million tons compared to 2012
which reached 15,611,056 tons. Increased use of aviobridge
can be explained as follows.
• aviobridgedomesticconsumptionincreasedby8.71%.
This is caused by the growth of the number of flights in
2013 that resulted in aviobridge increased usage.
• Use of international aviobridge increased sebesar14,
27%. This is due to the use of aviobridge by international
airlines
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
114 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeMAKAIAN COuNTer
Pemakaian counter mengalami pertumbuhan 3.025.257 pax
atau sebesar 10,42% dari 29.030.533 pax di 2012 menjadi
32.055.790 pax di 2013. Pemakaian counter domestik
mengalami pertumbuhan sebesar 9,78%. Sedangkan,
pemakaian counter internasional mengalami pertumbuhan
sebesar 14,18%. Pertumbuhan tersebut terkait pertumbuhan
produksi PJP2U, baik domestik maupun internasional.
NON AerONAuTIKA
Segmen usaha non aeronautika meliputi beberapa usaha,
yaitu penyediaan lahan untuk properti, perkantoran, area
perhotelan dan area komersil lainnya, serta usaha-usaha lain
yang dapat menunjang tercapainya tujuan Perseroan. Pada
2013, pelayanan jasa non aeronautika tersebut menunjukkan
kinerja yang bervariasi.
Kinerja Pelayanan Jasa Non Aeronautika
urAIAN SATuAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION
1 2 3 4 5=3-4 6=(3-4)/4
Sewa-sewa rents
Sewa Ruang M2 x Bulan 1.077.346 1.162.837 (85.491) (7,35%) Space Rent
Sewa Tanah M2 x Bulan 6.761.252 7.132.308 (371.056) (5,20%) Land Rent
Sewa Gedung M2 704 - 704 NA Building Rent*
Jasa Penyewaan Kendaraan Volume 392 74 318 429,73% Vehicle Rental Service*
Pemakaian Listrik, Telepon, Air, reklame, Parkir Kendaraan dan Anjungan
Listrik KWh 54.997.371 35.683.218 19.314.153 54,13% Electricity
TeleponPesawat
Telepon x Bulan
23.999 25.819 (1.820) (7,05%) Telephone
Air M3 327.034 350.570 (23.536) (6,71%) Water
Reklame M2 x Bulan 169.400 175.555 (6.155) (3,51%) Advertisement
uSe Of COuNTer
The use of counter grew by 3,025,257 pax or 10.42% from
29,030,533 pax in 2012 to 32,055,790 pax in 2013. Domestic
use of counter grew by 9.78%. Meanwhile, international
use of counter grew by 14.18%. The growth was related to
the growth in PJP2U production, both domestic as well as
international.
NON-AerONAuTICS
Non-aeronautical business segment includes several
businesses, namely the provision of land for property, office,
area hospitality and other commercial areas, as well as other
efforts that can support the achievement of the Company.
on 2013, non-aeronautical services shows performance
varies.
Performance of Non-Aeronautics Services Provision
115
urAIAN SATuAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION
1 2 3 4 5=3-4 6=(3-4)/4
Parkir Kendaraan Vehicle Parking
Parkir Mobil Lembar 22.864.848 19.910.057 2.954.791 14,84% Car Parking
Parkir Motor Lembar 7.884.631 7.388.150 496.481 6,72% Motorcycle Parking
Anjungan (Peron) Lembar 397.319 291.114 106.205 36,48% Platform
Pemakaian ruang Tunggu (CIP Lounge) Pax 1.063.698 918.199 145.499 15,85% use of Lounge (CIP
Lounge)
KonsesiOmzet/ ribuan
rp3.251.194.578 2.708.338.298 542.856.280 20,04% Concession
Terminal Kargo Cargo Terminal
Incoming Kg 109.315.798 78.334.929 30.980.869 39,55% Incoming
Domesik Kg 89.689.660 58.368.054 31.321.606 53,66% Domestic
Internasional Kg 19.626.138 19.966.875 (340.737) (1,71%) International
Outgoing Kg 121.768.912 112.210.870 9.558.042 8,52% Outgoing
Domesik Kg 79.006.194 68.732.503 10.273.691 14,95% Domestic
Internasional Kg 42.762.719 43.478.367 (715.648) (1,65%) International
Jasa regulated Agent* Kg 40.077.266 3.752.471 36.324.795 968,02% Agency Service*
Perdagangan* unit 4.108 102 4.006 3927,45% Trading*
Jasa Perencanaan dan Pelaksanaan* Proyek 3 - 3 NA Planning and
Implementation Service*
Kamar dan Layanan Hotel* Hotel room and Service*
Kamar Kamar 15.494 - 15.494 NA Room
Makanan dan Minuman Pax 6.963 - 6.963 NA Food and Beverages
Binatu Buah 1.307 - 1.307 NA Laundry
*merupakan kinerja operasional Anak Perusahaan *falls under the operational performance of Subsidiaries
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
116 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
SeWA-SeWA
Produksi sewa-sewa di 2013 mengalami penurunan
dibandingkan 2012 yang dijelaskan sebagai berikut.
a. Sewa ruang mengalami penurunan sebesar 7,35%.
Hal iniantara lain disebabkan pembongkaran terminal
domestik, berakhirnya kontrak dengan mitra usaha
di Bandara I Gusti Ngurah Rai (Bali),pembongkaran
Hanggar A di terminal Bandara Sepinggan (Balikpapan),
sertarencana pengoperasian tenant yang belum
sepenuhnya terlaksana.
b. Sewa tanah (termasuk sewa tempat) mengalami
penurunan sebesar 5,20%. Hal ini disebabkan oleh
pengembalian sewa tanah/lahan ground support
equipment (GSE) PT Metro Batavia di Bandara
Hasanuddin (Makassar) dan Bandara Juanda (Surabaya).
c. Pada 2013, produksi sewa gedung menunjukkan hasil
kinerja positif. Pencapaian ini merupakan prestasi
dariAnak Perusahaan (AP-Property) yang didirikan di
2012. Pencapaian positif ini khususnya terkait dengan
beroperasinya GAT di Bali.
d. Jasa penyewaan kendaraan mengalami pertumbuhan
429,73%. Pencapaian ini merupakan prestasi dari Anak
Perusahaan (AP-Supports) yang didirikan di 2012.
Pencapaian positif ini merupakan hasil penyewaan
kendaraan dinas kepada seluruh kantor pusat dan
kantor cabang Perseroan.
PeMAKAIAN TeLePON, LISTrIK, AIr, reKLAMe, PArKIr,
DAN ANJuNgAN
Pemakaian telepon, listrik, air, parkir, anjungan dan pas
pelabuhan menunjukkan kinerja yang bervariasi yang
dijelaskan sebagai berikut.
a. Pemakaian listrik mengalami pertumbuhan sebesar
54,13%. Hal ini disebabkantambahan pemakaian listrik
dari proyek dan beroperasinya terminal baru Bandara
Ngurah Rai (Bali).
reNTS
Rental production experienced a decrease in 2013 compared
to 2012, which is explained as follows:
a. Rent on space experienced a decrease of 7.35%. This,
among other things, was due to the demolition of
domestic terminal, expiration of contract with business
partner at I Gusti Ngurah Rai Airport (Bali), demolition
of Hangar A at the terminal in Sepinggan Airport
(Balikpapan), and plan to operate tenant which has not
been fully implemented.
b. Rent on land (including rent on space) decreased by
5.20%. This was due to the refund of rent on land for
ground support equipment (GSE) of PT Metro Batavia
at Hasanuddin Airport (Makassar) and Juanda Airport
(Surabaya).
c. In 2013, rent on buildings production showed positive
performance result. This achievement falls under the
performance of a Subsidiary (AP-Property) established
in 2012. Such positive result is particularly related to the
operation of GAT in Bali.
d. Vehicle rental service grew by 429.73%. This
achievement falls under the performance of a Subsidiary
(AP-Supports) yang established in 2012. Such positive
result is generated by company vehicle rental to the
Company’s head office and all branch offices.
uTILIzATION Of TeLePHONe, eLeCTrICITy, WATer,
ADverTISINg, PArKINg LOT, AND PLATfOrM
Utilization of telephone, electricity, water, parking lot,
platform, and airport pass showed varied performance,
which is explained as follows:
a. Electricity utilization grew by 54.13%. This was due to
additional electricity utilization by projects and the
operation of new terminal at Ngurah Rai Airport (Bali).
117
b. Pemakaian telepon mengalami penurunan 7,05%. Hal
ini disebabkan disebabkan berakhirnya kontrak mitra
usaha di Terminal Internasional Bandara Ngurah Rai
(Bali) dan beberapa mitra usaha tidak memperpanjang
kontrak, seperti di Bandara Syamsudin Noor
(Banjarmasin).
c. Pemakaian air mengalami penurunan 6,71%. Hal ini
disebabkan berakhirnya kontrak dengan mitra usaha
di Terminal Internasional Bandara Ngurah Rai (Bali) dan
beberapa mitra usaha yang tidak memperpanjang
kontrak, seperti di Bandara Syamsudin Noor
(Banjarmasin).
d. Pemakaian tempat reklame mengalami penurunan
3,51%. Hal ini disebabkan oleh berakhirnya kontrak
mitra usaha pengelola reklame di Terminal Internasional
Bandara Ngurah Rai (Denpasar).
e. Parkir kendaraan mengalami pertumbuhan, baik
untuk parkir mobil maupun parkir motor. Parkir mobil
mengalami pertumbuhan sebesar 14,84%, sedangkan
parkir motor mengalami pertumbuhan sebesar 6,72%.
Hal ini terkait dengan pertumbuhan produksi PJP2U,
serta optimalisasi pengelolaan dan pengawasan parkir.
f. Penggunaananjungan mengalami pertumbuhan
36,48%. Hal ini khususnya seiring dengan pertumbuhan
jumlah pax di Bandara Adisutjipto (Yogyakarta),
terutama pada masa libur sekolah.
PeMAKAIAN ruANg TuNggu
Pemakaian ruang tunggu mengalami pertumbuhan sebesar
15,85%. Hal ini sejalan dengan pertumbuhan PJP2U.
KONSeSI
Produksi konsesi mengalami pertumbuhan sebesar 20,04%.
Hal ini disebabkan meningkatnya omzet konsesioner seiring
dengan meningkatnya jumlah pax domestik di Terminal
Domestik Bandara Ngurah Rai (Bali)dan beberapa bandara
lain, seperti Bandara Adisucipto (Yogyakarta)dan Bandara
Syamsudin Noor(Banjarmasin). Hal ini juga terkait dengan
penambahan sewa ruang untuk mitra usaha baru, seperti di
Bandara Pattimura (Ambon).
b. Telephone utilization decreased by 7.05%. This was due
to the expiration of contract with business partner at
the International Terminal of Ngurah Rai Airport (Bali)
and non-renewal of contract by some business partners,
such as in Syamsudin Noor Airport (Banjarmasin).
c. Water utilization decreased by 6.71%. This was due to
the expiration of contract with business partner at the
International Terminal of Ngurah Rai Airport (Bali) and
non-renewal of contract by some business partners,
such as in Syamsudin Noor Airport (Banjarmasin).
d. Utilization of advertisement space decreased by
3.51%. This was due to expiration of contract with
advertisement manager business partner at the
International Terminal of Ngurah Rai Airport (Denpasar).
e. Vehicle’s parking lot experienced a growth for both car
parking as well as motorcycle parking. Car parking grew
by 14.84%, while motorcycle parking grew by 6.72%.
This was related to the growth in PJP2U production,
as well as optimalization of parking management and
supervision.
f. Platform utilization grew by 36.48%. This was
particularly in line with the growth in the number of pax
at Adisutjipto Airport (Yogyakarta), particularly during
school holiday period.
LOuNge uTILIzATION
Lounge utilization grew by 15.85%. This was in line with the
growth in PJP2U.
CONCeSSION
Concession production experienced a growth of 20.04%.
This was due to the increase in concessionary turnover in
line with the increase in the number of domestic pax at the
Domestic Terminal of Ngurah Rai Airport (Bali) and several
other airports, such as Adisucipto Airport (Yogyakarta) and
Syamsudin Noor Airport (Banjarmasin). This is also related
with the increase in rent on space for new business partners,
such as at Pattimura Airport (Ambon).
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
118 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TerMINAL KArgO
Produksi terminal kargo mengalami pertumbuhan, baik
dari segi incoming maupun outcoming. Incoming cargo
mengalami pertumbuhan 39,55%, sedangkan outcoming
cargo mengalami pertumbuhan sebesar 8,52%. Hal ini
disebabkan pengelolaan terminal kargo di beberapa
bandara telah dilaksanakan oleh anak perusahaan.
JASA rEGulatEd AgeN
Produksi jasa agen mengalami pertumbuhan 968,02%.
Produksi jasa agen tersebut merupakan hasil produksi
Anak Perusahaan (AP-Logistics). Pencapain ini disebabkan
pertumbuhan jasa keamanan pengiriman kargo di Bandara
Juanda (Surabaya), Bandara Sepinggan (Balikpapan), Bandara
Ngurah Rai (Bali), dan Bandara Sultan Hasanuddin(Makassar).
JASA PerDAgANgAN
Kinerja jasa perdagangan alat-alat pendukung bandara
mengalami pertumbuhan 3.927,45%. Kinerja jasa
perdagangan tersebut merupakan hasil produksi Anak
Perusahaan (AP-Supports). Hal ini disebabkan peningkatan
kerja sama pengadaan dari AP-Supports dengan Perseroan
dan mitra lainnya.
JASA PereNCANAAN DAN PeLAKSANAAN
Pada 2013, pencapaian produksi jasa perencanaan dan
pelaksanaan menunjukkan hasil yang positif. Produksi jasa
perencanaan dan pelaksanaan tersebut merupakan hasil
produksi Anak Perusahaan Angkasa Pura Airports (AP-
Property) yang didirikan di 2012 dan mulai beroperasi di
2013.
KAMAr DAN LAyANAN HOTeL
Pada 2013, produksi kamar dan layanan hotel menunjukkan
hasil yangmemuaskan, baik dari sewa kamar, layanan
penyediaan makanan dan minuman, serta jasa laundry.
Produksi kamar dan layanan hotel tersebut merupakan hasil
produksi Anak Perusahaan Angkasa Pura Airports (AP-Hotels)
yang didirikan di 2012 dan mulai beroperasi di 2013.
CArgO TerMINAL
Cargo terminal production experienced a growth, both in
terms of incoming as well as outcoming. Incoming cargo
grew by 39.55%, while outcoming cargo grew by 8.52%. This
was due to the cargo terminal in several airports has been
managed by the subsidiary
AgeNCy ServICe
Agency service production experienced a growth of 968.02%.
The agency service production falls under the production
result of a Subsidiary (AP-Logistics). Such achievement was
due to the growth in cargo delivery security service at Juanda
Airport (Surabaya), Sepinggan Airport (Balikpapan), Ngurah
Rai Airport (Bali), and Sultan Hasanuddin Airport (Makassar).
TrADINg
The performance of trading experienced a growth of
3,927.45%. The trading performance falls under the
production result of a Subsidiary (AP-Supports). This was due
to the increase in procurement cooperation between AP-
Supports and the Company as well as other partners.
PLANNINg AND IMPLeMeNTATION ServICe
In 2013, production achievement of planning and
implementation service showed a positive result. The
production of planning and implementation service falls
under the production result of a Subsidiary of Angkasa Pura
Airports (AP-Property), which was established in 2012 and
commenced its operations in 2013.
HOTeL rOOM AND ServICe
In 2013, hotel room and service production showed a
satisfactory performance, in terms of room rent, food and
beverages service, as well a laundry service. The hotel room
and service production falls under the production result of a
Subsidiary of Angkasa Pura Airports (AP-Hotels), which was
established in 2012 and commenced its operations in 2013.
119
PrOSPeK uSAHA ANgKASA PurA AIrPOrTS 2014
Prospek usaha Angkasa Pura Airports sangat terkait dengan
proyeksi pertumbuhan ekonomi dunia pada umumnya dan
proyeksi pertumbuhan ekonomi Indonesia pada khususnya.
Pertumbuhan ekonomi dunia diproyeksikan sebesar
3,6% di2014 dan 3,9% di 2015. Pertumbuhan negara EM
diproyeksikan akan mencapai sebesar 4,9% pada 2014 dan
5,3% pada 2015. Untuk negara-negara di Asia diproyeksikan
akan mengalami pertumbuhan sebesar 6,7% di 2014 dan
6,8% di 2015.
urAIANPrOyeKSI | PROJECTION
DeSCrIPTION2014 2015
PDB Dunia 3,6 3,9 World’s gDP
Negara Maju 2,2 2,3 Developed Countries
Amerika Serikat 2,8 3,0 United States
Kawasan Eropa 1,2 1,5 European Territory
Jepang 1,4 1,0 Japan
Inggris 2,9 2,5 England
Kanada 2,3 2,4 Canada
Lainnya 3,0 3,2 Others
Negara Emerging Market 4,9 5,3 Emerging Market Countries
Persemakmuran Negara
Merdeka (Commonwealth of
Independent States)
2,3 3,1 Commonwealth of Independent
States
Asia 6,7 6,8 Asia
Eropa 2,4 2,9 Europe
Amerika Latin dan Karibia 2,5 3,0 Latin America and Caribbean
Timur Tengah, Afrika Utara,
Afganistan, dan Pakistan
3,2 4,4 Middle East, North Africa,
Afghanistan, and Pakistan
Afrika Sub-Sahara 5,4 5,5 Sub-Sahara Africa
volume Perdagangan Dunia 4,3 5,3 global Trading volume
Impor Import
Negara Maju 3,5 4,5 Developed Countries
Negara Emerging Market 5,2 6,3 Emerging Market Countries
Ekspor Export
Negara Maju 4,2 4,8 Developed Countries
Negara Emerging Market 5,0 6,2 Emerging Market Countries
Inflasi (IHK) Inflation (CPI)
Negara Maju 1,5 1,6 Developed Countries
Negara Emerging Market 5,5 5,2 Emerging Market Countries
Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014Source: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014
Indikator Perekonomian globalglobal economic Indicators (dalampersen)|(in percent)
BuSINeSS PrOSPeCT Of ANgKASA PurA AIrPOrTS IN
2014
The business prospect of Angkasa Pura Airports is closely
related to global economic growth projection in general and
the Indonesian economic growth projection in particular.
Global economic growth in projected at 3.6% in 2014 and
3.9% in 2015. The growth in EM countries is projected to
achieve 4.9% in 2014 and 5.3% in 2015. The Asian countries
are projected to experience a growth of 6.7% in 2014 and
6.8% in 2015.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
120 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Perekonomian Indonesia di 2014 diperkirakan masih akan
terus bertumbuh seiring dengan pertumbuhan ekonomi
global dan Asia. Kekuatan yang dimiliki Indonesia menjadi
faktor penunjang pencapaian pertumbuhan ekonomi
tersebut. Populasi Indonesia yang mencapai 250 juta jiwa
dengan tingkat pendapatan yang cenderung meningkat
merupakan potensi pasar domestik yang sangat tinggi. Praktik
demokrasi sudah relatif kondusif dan kinerja perbankan pun
relatif solid. Selain itu, perekonomian Indonesia relatif stabil
di tengah guncangan ekonomi global.
Pertumbuhan ekonomi Indonesia tersebut akan semakin
mendorong pertumbuhan sektor perhubungan,
khususnyaindustri penerbangan. Indutri penerbangan
saat ini sangat berkembang di Indonesia. Perkembangan
industri penerbangan akan semakin menjanjikan
dengan adanyaperubahan tren pergerakan lalu lintas
udara berdasarkan kawasan. Pergerakan lalu lintas udara
diprediksi akan mengalami pergeseran dari kawasan
Amerika Utara dan Eropa ke kawasan Asia Pasifik. Kawasan
Asia Pasifik diperkirakan akan menjadi episentrum dunia
penerbangan masa depan. Percepatan pertumbuhan
industri penerbangan juga didukung rencana penerapan
kebijakan ASEAN Open Skyyang sangat menguntungkan
bagi Indonesia yang memiliki populasi penduduk terbesar
sehingga memiliki potensi pasar yang cukup besar di
kawasan ASEAN. Selain itu, program “Wonderful Indonesia”
yang disusun oleh Kementerian Pariwisata diperkirakan akan
meningkatkan jumlah wisatawan asing menjadi 10 juta
orang per tahun pada 2014.
Besarnya peluang pertumbuhan industri penerbangan
Indonesia tersebut juga menjadi peluang pertumbuhan
industri kebandarudaraan Angkasa Pura Airports sebagai
pengelola bandara di kawasan timur dan tengah Indonesia.
Dengan keunggulan yang dimiliki, Perseroan yakin dapat
mencapai prospek pertumbuhan yang sangat menjanjikan
tersebut. Adapun beberapa keunggulan Perseroan yang
mendukung pencapaian pertumbuhan tersebut adalah
• Komitmen yang kuat dari manajemen untuk
meningkatkan kinerja dan kualitas layanan;
• Pengalaman yang luas dalam industri kebandarudaraan;
• Hak pengusahaan jasa kebandaraudaraan yang luas
atas 13 bandara domestik;
• Lokasi bandara yang strategis di pusat bisnis (Surabaya,
In 2014, the Indonesian Economy is expected to continue
to grow in line with the growth in global and Asian
economy. The strength possessed by Indonesia becomes
the supporting factor for the achievement of this economic
growth. The Indonesian population, which reached 250
million persons with an income level which tends to
increase constitutes a highly potential domestic market.
Practices of democracy have been relatively conducive and
the performance of banking sector is also relatively solid. In
addition, the Indonesian economy has been relatively stable
amid the turmoil of global economy.
The Indonesian economic growth will increasingly support
the growth in the transportation industry, particularly the
aviation industry. The aviation industry is currently blooming
in Indonesia. The development in the aviation industry will
become more promising with the change in trend of air
traffic movements based on regions. Air traffic movements
are predicted to shift from the North America and Europe
regions to Asia Pacific region. The Asia Pacific region is
expected to become the future epicenter of the aviation
industry. The acceleration in aviation industry growth is also
supported by the plan for implementation of the ASEAN
Open Sky policy which is highly beneficial for Indonesia,
which has the largest population and therefore a fairly large
market potential in ASEAN region. In addition, the “Wonderful
Indonesia” program prepared by the Ministry of Tourism is
expected to increase the number of foreign tourists to 10
million persons per year in 2014.
The large growth opportunity for the Indonesian aviation
industry also creates the opportunity for airport industry
growth to Angkasa Pura Airports as the manager of airports
in the eastern and central part of Indonesia. With the
advantage on hand, the Company is confident to achieve
such a promising growth prospect. Meanwhile, some of the
Company’s strengths which support the achievement of the
growth are:
• Strongcommitmentfromthemanagementtoimprove
service performance and quality;
• Vastexperienceinairportindustry;
• Extensive right to airport servicemanagement on 13
domestic airports;
• StrategicairportlocationatIndonesia’sbusinesscenters
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Balikpapan, Makassar, Semarang) dan pariwisata
(Denpasar, Yogyakarta, Lombok) Indonesia;
• Kemitraan yang kuat dengan Pemerintah pusat dan
daerah, serta pemegang kepentingan lainnya; dan
• Tingkat kepatuhan yang tinggi terhadap regulasi
nasional dan Iiternasional.
STrATegI DAN PeNgeMBANgAN uSAHA
Angkasa Pura Airports sebagai salah satu pengelola
kebandarudaraan di Indonesia memiliki visi dan misi untuk
dapat mengangkat citra Indonesia di mata dunia dengan
menjadi salah satu pengelola bandara yang termasuk dalam
10 terbaik di Asia. Hal ini juga meliputi upaya perubahan pola
komersil yang baru dan dinamis. Dengan adanya pemisahan
bisnis pengelolaan Air Traffic Services (ATS), maka Perseroan
telah melakukan perubahan paradigma. Paradigma
Perseroan yang semula sebagai penyedia infrastruktur
berubah menjadi penyedia jasa dengan orientasi kepada
kualitas layanan dengan konsep Airport City.
Perubahan Paradigma (Paradigm Shift)
eLeMeN PArADIgMA LAMA PArADIgMA BAruELEMENT OLD PARADIGM NEW PARADIGM
Penempatan Strategis
Strategic Positioning
Penyedia Infrastruktur
Infrastructure Provider
Penyedia Jasa
Service Provider
Konsep Bandara
Airport Concept
Bandara Konvensional
Airport Conventional
Airport City
Airport City
Fokus Pertumbuhan Pendapatan
Revenue Growth Focus
Aero Non Aero
Pendekatan
Approach
Pasif (Reaktif )
Passive (Reactive)
Proaktif (Antisipatif )
Proactive (Antisipative)
Budaya Organisasi
Organizational Culture
Birokratis
Bureaucratic
Kewirausahaan
Entrepreneurial
Selain itu,untuk mencapai target pertumbuhan pendapatan
yang drastis dalam 5 tahun mendatang, terutama
pendapatan non aeronautika, Perseroan telah menyusun
strategi bisnis dan inisiatif pertumbuhan usaha yang efektif
dan fokus yang tepat yang dijabarkan sebagai berikut.
(Surabaya, Balikpapan, Makassar, Semarang) and
tourism centers (Denpasar, Yogyakarta, Lombok);
• Strong partnership with central and regional
Governments, as well as other stakeholders; and
• Highlevelofcompliancewithnationalandinternational
regulations.
BuSINeSS STrATegy AND DeveLOPMeNT
As one of airport managers in Indonesia, Angkasa Pura
Airports has the vision and mission to improve the image of
Indonesia in global perspective to become one of the top 10
airport managers in Asia. This also includes efforts of change
into a new, dynamic commercial pattern. With the separation
of the Air Traffic Services (ATS) management business, the
Perseroan has made a paradigm shift. The paradigm of the
Company, which was previously an infrastructure provider,
has shifted to become a service provider with orientation
towards service quality using the concept of Airport City.
Paradigm Shift
In addition, to achieve a drastic revenue growth target
in the next 5 years, particularly non-aeronautics revenue,
the Company has prepared a business strategy as well as
effective business growth initiatives and the right focus,
which is elaborated as follows:
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lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
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122 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
1. Optimalisasi Bisnis Inti (Operasi Bandara)
Optimalisasi bisnis inti (operasi bandara) dilakukan
melalui peningkatan produktivitas, pengembangan
kapasitas bandara dan perbaikan kualitas pelayanan
untuk mendorong pertumbuhan pendapatan
dan kepuasan pelanggan. Beberapa inisiatif yang
direncanakan akan dilaksanakan sebagai berikut.
a. Pengembangan Bandara yang Atraktif
• Pengembangan Bandara Achmad Yani
(Semarang) dan Bandara Syamsuddin Noor
(Banjarmasin);
• Grand opening dan spinoff Bandara
Sepinggan (Balikpapan);
• Pengembangan Bandara Adisutjipto
(Yogyakarta);
• Pengembangan Bandara Juanda (Surabaya),
yaitu pembangunan Terminal 3 dan
pembangunan runway kedua;
• Pengembangan bandara yang kekurangan
kapasitas;
• Strategic partnership untuk Bandara Sultan
Hasanuddin (Makassar) dan Bandara Sam
Ratulangi (Manado);
• Strategic partnership dengan EGIS untuk
Bandara Achmad Yani (Semarang), Bandara
Syamsuddin Noor (Banjarmasin), dan Bandara
Lombok (Praya);
• StrategicpartnershipdenganExecuJetuntuk
Bandara Ngurah Rai (Denpasar);
• Strategic partnership untuk bandara yang
atraktif lainnya;
• Spin offBandara Ngurah Rai (Denpasar),
Bandara Juanda (Surabaya), Bandara Sultan
Hasanuddin (Makassar), BandaraAdisutjipto
(Yogyakarta).
b. Pengembangan Pasar Bandara yang Potensial
• StrategicpartnershipdenganGallantVenture
Ltd untuk Bandara Bintan International
Airport;
• Strategic partnership dengan GVK untuk
Bandara New Jogjakarta International Airport
dan IIAC untuk Bandara Juanda (Surabaya).
1. Optimalization of Core Business (Airport Operations)
Optimalization of core business (airport operations) is
conducted by increasing productivity, airport capacity
development and service quality improvement to
boost revenue growth and customer satisfaction.
Several initiatives planned to be implemented are as
follows:
a. Attractive Airport Development
• ExpansionofAchmadYaniAirport(Semarang)
and Syamsuddin Noor Airport (Banjarmasin);
• Grandopeningandspin-offofSepingganAirport
(Balikpapan);
• ExpansionofAdisutjiptoAirport(Yogyakarta);
• ExpansionofJuandaAirport(Surabaya),
namely the construction of Terminal 3 and the
construction of the second runway;
• Expansionofairportswithlackofcapacity;
• StrategicpartnershipforSultanHasanuddin
Airport (Makassar) and Sam Ratulangi Airport
(Manado);
• StrategicpartnershipwithEGISforAchmadYani
Airport (Semarang), Syamsuddin Noor Airport
(Banjarmasin), and Lombok Airport (Praya);
• StrategicpartnershipwithExecuJetforNgurah
Rai Airport (Denpasar);
• Attractivestrategicpartnershipforotherairports;
• Spin-offNgurahRaiAirport(Denpasar),Juanda
Airport (Surabaya), Sultan Hasanuddin Airport
(Makassar), and Adisutjipto Airport (Yogyakarta).
b. Development of Potential Airport Markets
• StrategicpartnershipwithGallantVentureLtdfor
Bintan International Airport;
• StrategicpartnershipwithGVKforNewJogjakarta
International Airport and IIAC for Juanda Airport
(Surabaya).
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c. Pengelolaan Bandar Udara yang merugi secara
efektif dan efisien
• Pengembangankerjasamastrategisbersama
pemangku kepentingan setempat maupun
strategic partnership lain yang tertarik untuk
berinvestasi dalam pengembangan Bandara;
• Maksimalisasi pendapatan operasional,
terutama dari pendapatan non aeronautika;
• Peningkatanefektivitasdanefisiensibiaya;
• Peningkatan utilisasi aset dan mengatasi
permasalahan aset yang tidak produktif;
• Pengelolaanrisikobisnis.
2. Pengembangan Bisnis Non Inti (Non Operasi
Bandara)
Pengembangan bisnis non inti (non operasi bandara)
dilakukan melalui pembentukan/pengembangan Anak
Perusahaan untuk mengoptimalkan pendapatan bisnis,
terutama pendapatan non aeronautika. Ada 4 Anak
Perusahaan yang telah dibentuk pada 2012, yaitu
a. Angkasa Pura Property adalah Anak Perusahaan
yang dibentuk untuk menjalani kegiatan usaha
dalam bidang usaha real estateberkaitan dengan
pengembangan properti;
b. Angkasa Pura Hotels adalah Anak Perusahaan
yang didirikan untuk menangkap peluang usaha
pada bidang perhotelan, restoran, CIP Lounges,
dan jasa hospitality lainnya;
c. Angkasa Pura Logistics adalah Anak Perusahaan
yang didirikan untuk memperluas penerapan
sistem terdapat dalam SBU terminal kargo ke
bandara yang dikelolanya;
d. Angkasa Pura Supports adalah Anak Perusahaan
yang bergerak dibidang penyediaan fasilitas atau
jasa, terutama kepada Perusahaan Induk dalam
rangka meningkatkan quality services.
Selanjutnya, Perseroan berencana untuk membentuk
Anak Perusahaan baru lainnya, yaitu:
a. Angkasa Pura Parking yang akan fokus menjalani
kegiatan usaha dalam bidang usaha perparkiran di
seluruh lingkup usaha Perseroan;
b. Angkasa Pura Retail yang akan fokus menangkap
peluang usaha pada bidang ritel di seluruh lingkup
usaha Perseroan.
c. Effective and efficient management of Airports which
are incurring losses
• Developmentofstrategicpartnershipwith
local stakeholders as well as other strategic
partners which are interested to invest in Airport
expansion;
• Maximizingoperatingrevenue,particularlyfrom
non-aeronautics revenue;
• Increasingcosteffectivenessandcostefficiency;
• Increasingassetutilizationandovercomingnon-
productive asset issues;
• Businessriskmanagement.
2. Development of Non-Core Business (Non-Airport
Operations)
The development of non-core business (non-airport
operations) is conducted through the establishment/
expansion of Subsidiaries in order to optimize business
revenue, particularly non-aeronautics revenue. There
are 4 Subsidiaries established in 2012, namely:
a. Angkasa Pura Property: a Subsidiary established to
conduct business activities in the field of property
development-related real estate business;
b. Angkasa Pura Hotels: a Subsidiary established to
capture business opportunity in the fields of hotel,
restaurant, CIP Lounges, and other hospitality services;
c. Angkasa Pura Logistics: a Subsidiary established
to expand the application of system contained in
the cargo terminal SBU to the airports under its
management;
d. Angkasa Pura Supports: a Subsidiary engaged in the
field of facility or service provider, particularly to Parent
Company in the context of improving service quality.
Furthermore, the Company has a plan to establish other new
Subsidiaries, namely:
a. Angkasa Pura Parking, which will focuses itself on
conducting business activities in the field of parking in
the entire scope of business of the Company;
b. Angkasa Pura Retail, which will focuses itself on
capturing business opportunities in the field of retail in
the entire scope of business of the Company.
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SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
124 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
3. Diversifikasi Bisnis Terkait
Diversifikasi bisnis dilakukan melalui penyertaan modal,
baik secara minoritas maupun mayoritas, terhadap
perusahaan lain yang terkait operasi bandara. Beberapa
perusahaan yang telah disertakan modal adalah Gapura
Angkasa, Perusahaan Jalan Tol Bali, Jasa Marga Bali Tol
dan Garuda Indonesia. Ke depannya, Perseroan akan
terus mengoptimalkan pendapatan dari perusahaan
yang telah disertakan modal dan akan melihat potensi
penyertaan modal pada perusahaan yang potensial
lainnya.
Secara singkat, s inisiatif pertumbuhan usaha sebagai
berikut.
• Kerjasama dengan IIAC untuk pembangunan Terminal 3 (T3) dan pembangunan runway kedua Bandar Udara Juanda (SUB)
• Strategic Partnership dengan ExecuJet untuk Bandar Udara Sepinggan (BPN)
• IPO untuk bandar udara Sepinggan (BPN)• Pengembangan Bandar Udara Yogyakarta
(JOG)• Pembangunan bandar udara yang
kekurangan kapasitas (lack of capacity)• Spin Off Bandar Udara DPS,UPG,SUB,JOG
& BDJ
• Strategic Partnership dengan IIAC untuk Bandar Udara Juanda (SUB)
• Pengembangan Bandar Udara di Semarang (SRG) dan Banjarmasin (BDJ) (Proyek dimulai)
• Strategic Partnership dengan GVK untuk Bandar Udara New Jogjakarta Int Airport
• Grand opening dan spin-off Bandar Udara Sepinggan (BPN)
• Strategic Partnershipuntuk bandar Sultan Hasanuddin (UPG) dan Sam Ratulangi (MDC)
• Strategic Partnership dengan Gallant Venture itd. untuk bandara Bintan International Airport
• Pengembangan Anak Perusahaan (Retail & Parking)
• Pengembangan penuh Bandar Udara Ngurah Rai (DPS) (strategic Partnership dengan GVK selesai)
• Mulai beroprasinya Bandar Udara di Semarang (SRG), Yogyakarta (JOG), dan Banjarmasin (BDJ) (Proyek pengembangan selesai
• Strategic partnership untuk bandara yang atraktif lainnya
• Pengembangan Usaha AP1, Anak Perusahaan dan Usaha Baru lainnya
• Pengembangan bandar udara yang kekurangan kapasitas (lack of capacity)
• Pengembangan Usaha AP1, Anak Perusahaan, dan Usaha Baru lainnya
• Pengembangan bandar udara yang kekurangan kapasitas (lack of capacity)
• Pengelolaan penuh T1 dan T2 Bandar Udara Juanda (SUB) (Strategic Partnership dengan IIAC selesai)
• Pengembangan Usaha API, anak Perusahaan, dan Usaha Baru lainnya
• Pengembangan banda udara yang kekurangan kapasitas (lack of capacity)
2014 2015 2016 2017 2018
Milestone Inisiatif Pertumbuhan usaha 2014-2018
Milestones in Business growth Initiatives in 2014-2018
3. Diversification to related Businesses
Business diversification is conducted through equity
participation, both as minority as well as majority,
in other airport operations-related companies.
Several companies in which the Company has equity
participation are Gapura Angkasa, Bali Toll Road
Company, and Garuda Indonesia. In the future, the
Company will continue to optimize revenue from the
companies in which it has equity participation and will
look for potential equity participation opportunities in
other potential companies.
In brief, the milestones in business growth initiatives are as
follows:
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Berdasarkan inisiatif pertumbuhan usaha, Perseroan telah
menyusun program kerja pengembangan usaha 2014.
Program kerja pengembangan usaha Perseroan tersebut
dijelaskan sebagai berikut.
a. Optimalisasi Pendapatan (Revenue Deepening)
b. Pengamanan Pendapatan (Revenue Safeguarding)
c. Pengembangan Usaha Baru (New Business Venture)
d. Penyesuaian Harga (Appropriate Pricing)
e. Pengembangan Kompetensi (Build Competence)
f. Kemitraan yang Efektif (Effective Partnership)
g. Manajemen Pelayanan Pelanggan (Customer Service
Management)
h. Penyederhanaan dan Perbaikan Proses Pengelolaan
(Simplified and Well Governed Process)
Terkait dengan pengembangan usaha, pada 2013 Perseroan
telah melaksanakan program kerja pengembangan usaha
yang dijabarkan sebagai berikut.
a. Optimalisasi Pendapatan (Revenue Deepening)
• Negosiasi fuel throughput charge dengan
Pertamina
Perseroan telah melakukan adendum III dengan
Pertamina Nomor: ADD.71/HK.09.01/2013/MD dan
Nomor: 016/F00000/2013-S3 tanggal 28 Oktober
2013 tentang Perjanjian Pengenaan Throughput
Fee Atas Pelayanan Penyelengaraan Pengisian
Bahan Bakar Pesawat Udara di Bandar Udara Yang
Dikelola Oleh PT Angkasa Pura I (Persero) dengan
masa kontrak perjanjian berlaku hingga 31 Maret
2014.
• Routedevelopmentandmarketing
Aviation Marketing Group telah mengikuti Asian
Routes Conference di Mumbai India pada Maret
2013. Melalui kegiatan tersebut, diperkirakan
Perseroan memiliki potensi tambahan pendapatan
sebesar Rp.381.880.254.888 per tahun. Selain
itu, Aviation Marketing Group bersama General
ManagerSurabaya dan Makassar telah mengikuti
Worlds Routes Conference di Las Vegas Amerika
Serikat pada Oktober 2013, dengan potensi
tambahan pendapatan bagi Perseroan sebesar
Rp.59.820.191.160 per tahun.
• Redesain sistem pentarifan sewa ruang dan
konsesi
Based on business growth initiatives, the Company has
prepared business development work program for 2014.
The Company’s business development work program is
explained as follows:
a. Revenue Optimalization (Revenue Deepening)
b. Revenue Safeguarding
c. New Business Venture
d. Price Adjustment (Appropriate Pricing)
e. Competency Building
f. Effective Partnership
g. Customer Service Management
h. Simplified and Well-Governed Process
In 2013, in relation to business development, the Company
has implemented business development work program,
which is elaborated as follows:
a. Revenue Optimalization (Revenue Deepening)
• Negotiation of fuel throughput charge with
Pertamina
The Company has entered into addendum
III with Pertamina through decision Number:
ADD.71/HK.09.01/ 2013/MD and Number:
016/F00000/2013-S3 dated October 28, 2013
concerning Agreement on the Charging of
Throughput Fee on Aircraft Fuel Filling Services at
Airports Managed by PT Angkasa Pura I (Persero)
with contract agreement period valid through
March 31, 2014.
• Routedevelopmentandmarketing
The Aviation Marketing Group has participated in the
Asian Routes Conference in Mumbai, India in March
2013. Through this activity, it is expected that the
Company has potential additional revenues in the
amount of Rp.381,880,254,888 per year. In addition
to that, the Aviation Marketing Group, together with
the General Manager of Surabaya and Makassar,
has participated in the Worlds Routes Conference
in Las Vegas, the United States, in October 2013,
with potential additional revenues for the Company
amounting to Rp.59,820,191,160 per year.
• Redesigningspacerentalandconcessiontariffsystem
The Company has issued Decision of the Board of
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126 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Perseroan telah mengeluarkan Keputusan Direksi
PT Angkasa Pura I (Persero) Nomor: KEP.71/
KB.03/2013 tentang Perubahan Atas Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.88/
KB.03/2011 tentang Kegiatan Komersial dan
Pengembangan Usaha di Lingkungan PT Angkasa
Pura I (Persero) Khusus di Bandar Udara Juanda
(Surabaya), Bandar Udara Sultan Hasanuddin
(Makassar), dan Bandar Udara Sepinggan
(Balikpapan) tanggal 9 Juli 2013.
b. Pengamanan Pendapatan (Revenue Safeguarding)
• Implementasie-PSCdibandara
Perseroan telah menunjuk PT Angkasa Pura
Support melalui Surat Direktur OperasiNomor:
API.2501/OB.01.01/2013OTD-B tanggal 15 Maret
2013 tentang Implementasi CUPPS. Program terkait
telah diimplementasikan di Bandar UdaraJuanda
(Surabaya) dan Bandar Udara Sultan Hasanuddin
(Makassar) dan akan diimplementasikan pada 11
bandara lainnyasebagai pengganti sistem MUCS.
• ImplementasiSITECdiBandara
Perseroan telah melakukan instalasi sistem SITEC
di Bandar Udara Sam Ratulangi (Manado) oleh IT
Kantor Pusat pada 7 Juli 2013.
c. Pengembangan Usaha Baru (New Business Venture)
• RencanakerjasamaMaintenanceRepairOverhaul
(MRO)
Program tersebut masih berada pada tahap
evaluasi proposal kerjasama dari PT Angkasa Pura
Support.
• Rencanapemanfaatanruangdanlahanidle
- Perseroan telah melakukan penandatanganan
perjanjian kerjasama dengan PT Angkasa
Pura PropertiNomor: SP.96/HK.06.03/ 2012/
DU dan Nomor: APP.001/PKS/2012/DU (yang
berlaku untuk 32 tahun) pada 19 September
2012 terkait kerja sama pemanfaatan lahan
sunset road 1,2 Ha.
- Perseroan melakukan kerjasama pemanfaatan
gedung ex Basarnas dengan PT Angkasa
Pura Logistik dan telah menerimaijin prinsip
pemanfaatan pada 25 Februari 2013.
- Perseroan telah melakukan penandatanganan
perjanjian kerjasama pembangunan
Directors of PT Angkasa Pura I (Persero) Number:
KEP.71/KB.03/2013 concerning Amendment to
Decision of the Board of Directors of PT Angkasa
Pura I (Persero) Number: KEP.88/KB.03/2011
concerning Commercial Activities and Business
Venture in the Environment of PT Angkasa Pura I
(Persero) Particularly at Juanda Airport (Surabaya),
Sultan Hasanuddin Airport (Makassar), and
Sepinggan Airport (Balikpapan) dated July 9, 2013.
b. Revenue Safeguarding
• Implementationofe-PSCatairports
The Company has appointed PT Angkasa Pura
Support through Letter of the Operational Director
Number: API.2501/OB.01.01/2013OTD-B dated March
15, 2013 concerning Implementation of CUPPS. The
relevant program has been implemented at Juanda
Airport (Surabaya) and Sultan Hasanuddin Airport
(Makassar) and will be implemented at 11 other
airports as the replacement of the MUCS system.
• SITECImplementationatAirports
The Company has installed the SITEC system
at Sam Ratulangi Airport (Manado), which was
executed by Head Office IT, on July 7, 2013.
c. New Business Venture
• Plan for cooperation on Maintenance Repair
Overhaul (MRO)
This program is still in the phase of evaluation
cooperation proposal from PT Angkasa Pura
Support.
• Planforutilizationofidlespaceandland
- The Company has executed cooperation
agreements with PT Angkasa Pura Properti
Number: SP.96/ HK.06.03/2012/DU and
Number: APP.001/PKS/2012/DU (valid for
32 years) on September 19, 2012 related to
cooperation in the utilization of 1.2 Ha land
on Sunset Road.
- The Company entered cooperation for the
utilization of former Basarnas building with PT
Angkasa Pura Logistik and has received the
principle permit for utilization on February 25, 2013.
- Related to cooperation in the utilization of 1.2
Ha land on Sunset Road, on March 13, 2013,
the Official Report of Agreement with PT
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pengoperasian, dan penyerahan kembali
(bangun guna serah) Airport Hotel di Bandar
Udara Juanda (Surabaya) pada 5 Mei 2013.
- Perseroan telah memberikan ijin prinsip
kepada PT Angkasa Pura Hotel untuk Airport
Hotel di Bandar Udara Ngurah Rai (Denpasar)
dan telah mulai melakukan pembangunan.
- Perseroan telah melakukan penandatanganan
perjanjian kerjasama pembangunan,
pengoperasian, dan penyerahan kembali
(bangun guna serah) Airport Hotel di Bandar
Udara Sultan Hasanuddin (Makasar) yang
direncanakan akan mulai beroperasi akhir
Februari 2014.
• RencanakerjasamapengelolaanPrivateTerminal
Persetujuan Kerja Sama Sewa Lahan dengan
PT Angkasa Pura Properti dan Kerja Sama
Pengelolaan General Aviation Terminal dengan
PT Execujet Indonesia di Selatan Runway Bandar
Udara Ngurah Rai sudah dilaksanakan dan pada
10 Oktober 2013, Temporary Terminal untuk GAT
telah beroperasi.
d. Penyesuaian Harga (Appropriate Pricing)
• Penyesuaiantarif-tarifaeronautika
Perseroan telah melakukan penyesuaian tarif
counter dan aviobridge Domestik di 13 bandara
dengan kenaikan tahap ke-1 sebesar 50% yang
berlaku per 1 Januari 2013 dan kenaikan tahap
ke-2 100% yang berlaku per 1 April 2013.
• Penyesuaiantarifsewaruang
Perseroan telah mengeluarkan Keputusan Direksi
PT Angkasa Pura I (Persero) Nomor: KEP.71/
KB.03/2013 tentang Perubahan Atas Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.88/
KB.03/2011 tentang Kegiatan Komersial dan
Pengembangan Usaha di Lingkungan PT Angkasa
Pura I (Persero) khusus di Bandar UdaraJuanda
(Surabaya), Bandar Udara Sultan Hasanuddin
(Makassar), dan Bandar Udara Sepinggan
(Balikpapan) tanggal 9 Juli 2013.
• Penyesuaianbesarankonsesi
Perseroan telah mengeluarkan Keputusan Direksi
PT Angkasa Pura I (Persero) Nomor: KEP.71/
KB.03/2013tentang Perubahan Atas Keputusan
Angkasa Pura Properti has been entered into.
- The Company has executed cooperation
agreement for build, operation, and transfer
of Airport Hotel at Juanda Airport (Surabaya)
on May 5, 2013.
- The Company has submitted an application
for principle permit to PT Angkasa Pura Hotel
to build Airport Hotel at Ngurah Rai Airport
(Denpasar) and has started the construction.
- The Company has executed cooperation
agreement for build, operation, and transfer
of Airport Hotel at Sultan Hasanuddin Airport
(Makassar), which is planned to commence
operation at end-February 2014.
• PlanforcooperationinPrivateTerminalmanagement
Cooperation Approval of Land Lease with PT Angkasa
Pura Property and Cooperation Management of
General Aviation Terminal Indonesia’s PT Execujet
South Airport Runway Ngurah Rai has been
implemented and the October 10, 2013, the
Temporary Terminal for GAT has been operating.
d. Price Adjustment (Appropriate Pricing)
• Adjustmentofaeronauticstariffs
The Company has made an adjustment on tariffs
for counter and Domestic aviobridge at 13 airports
with the 1st phase increase of 50% effective as of
January 1, 2013 and the 2nd phase increase of
100% effective as of April 1, 2013.
• Adjustmentofspacerentaltariff
The Company has issued Decision of the Board of
Directors of PT Angkasa Pura I (Persero) Number:
KEP.71/KB.03/2013 concerning Amendment to
Decision of the Board of Directors of PT Angkasa
Pura I (Persero) Number: KEP.88/KB.03/2011
concerning Commercial Activities and Business
Venture in the environment of PT Angkasa Pura I
(Persero) particularly at Juanda Airport (Surabaya),
Sultan Hasanuddin Airport (Makassar), and
Sepinggan Airport (Balikpapan) dated July 9, 2013.
• Adjustmentofconcessionamount
The Company has issued Decision of the Board of
Directors of PT Angkasa Pura I (Persero) Number:
KEP.71/KB.03/2013 concerning Amendment to
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
128 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.88/
KB.03/2011 tentang Kegiatan Komersial dan
Pengembangan Usaha di Lingkungan PT Angkasa
Pura I (Persero) khusus di Bandar UdaraJuanda
(Surabaya), Bandar Udara Sultan Hasanuddin
(Makassar), dan Bandar Udara Sepinggan
(Balikpapan) tanggal 9 Juli 2013.
• Penyesuaiantarifparkirkendaraan
- Perseroan telah mengeluarkan Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.125/KU.07.06/2013 tentang Perubahan
Pasal 2 dan Pasal 3 Keputusan Direksi PT
Angkasa Pura I (Persero) Nomor: KEP.108/
KU.07.06/2011 tentang Tarif/Biaya Masuk
Pelataran Terminal atau Parkir untuk
Kendaraan Bermotor di Kantor Cabang
PT Angkasa Pura I (Persero) Bandar Udara
Pattimura (Ambon) pada 15 November 2013.
- Perseroan telah mengeluarkan Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.126/KU.07.06/2013 tentang Perubahan
Pasal 2, Pasal 3 dan Pasal 4 Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.63/KU.20.6/2008 Tentang Tarif/Biaya
Masuk Pelataran Terminal untuk Kendaraan
Bermotor di Cabang PT Angkasa Pura I
(Persero)Bandar Udara El Tari (Kupang) pada
15 November 2013.
• PenyesuaiantarifPJKP2U
- Perseroan telah mengeluarkan Surat
Keputusan Direksi Nomor: KEP.84/KU.06/2013
tanggal 21 Agustus 2013 tentang Tarif
Pelayanan Jasa Kargo dan Pos Pesawat Udara
(PJKP2U) di Kantor Cabang PT Angkasa Pura I
(Persero) Bandar Udara El Tari (Kupang).
- Perseroan telah mengeluarkan Surat
Keputusan Direksi Nomor: KEP.83/
KU.06.02/2013 tanggal 21 Agustus 2013
tentang Tarif Pelayanan Jasa Kargo dan Pos
Pesawat Udara (PJKP2U) Di Kantor Cabang
PT Angkasa Pura I (Persero) Bandar Udara
Adisoemarmo (Surakarta).
- Perseroan telah mengeluarkan Surat
Keputusan Direksi Nomor: KEP.06/
KB.03.03/2013 tanggal 21 Januari 2013
tentang Tarif Pelayanan Jasa Kargo dan Pos
Decision of the Board of Directors of PT Angkasa
Pura I (Persero) Number: KEP.88/KB.03/2011
concerning Commercial Activities and Business
Venture in the environment of PT Angkasa Pura I
(Persero) particularly at Juanda Airport (Surabaya),
Sultan Hasanuddin Airport (Makassar), and
Sepinggan Airport (Balikpapan) dated July 9, 2013.
• Adjustmentofvehicleparkingtariff
- The Company has issued Decision of the Board of
Directors of PT Angkasa Pura I (Persero) Number:
KEP.125/KU.07.06/2013 concerning Amendment
to Article 2 and Article 3 of Decision of the
Board of Directors of PT Angkasa Pura I (Persero)
Number: KEP.108/KU.07.06/2011 concerning
Entrance Tariff/Fee to Terminal Area or Parking
Area for Motor Vehicles at Branch Office of PT
Angkasa Pura I (Persero) at Pattimura Airport
(Ambon) on November 15, 2013.
- The Company has issued Decision of the Board
of Directors of PT Angkasa Pura I (Persero)
Number: KEP.126/KU.07.06/2013 concerning
Amendment to Article 2, Article 3 and Article
4 of Decision of the Board of Directors of PT
Angkasa Pura I (Persero) Number: KEP.63/
KU.20.6/2008 concerning Entrance Tariff/Fee
to Terminal Area for Motor Vehicles at Branch
Office of PT Angkasa Pura I (Persero) at El Tari
Airport (Kupang) on November 15, 2013.
• AdjustmentofPJKP2UTariff
- The Company has issued Decision of the Board
of Directors Number: KEP.84/KU.06/2013
dated August 21, 2013 concerning Tariff for
Aircraft Cargo and Post Services (PJKP2U) at
Branch Office of PT Angkasa Pura I (Persero)
at El Tari Airport (Kupang).
- The Company has issued Decision of the Board
of Directors Number: KEP.83/KU.06.02/2013
dated August 21, 2013 concerning Tariff for
Aircraft Cargo and Post Services (PJKP2U) at
Branch Office of PT Angkasa Pura I (Persero)
at Adisoemarmo Airport (Surakarta).
- The Company has issued Decision of the Board
of Directors Number: KEP.06/KB.03.03/2013
dated August 21, 2013 concerning Tariff for
Aircraft Cargo and Post Services (PJKP2U) at
129
Pesawat Udara (PJKP2U) Di Kantor Cabang
PT Angkasa Pura I (Persero) Bandar Udara
Adisutjipto (Yogyakarta).
e. Pengembangan Kompetensi (Build Competence)
• PembinaankeKantorCabang
• Pelatihan/diklat dalam negeri dan luar negeri
(Manajemen Kargo, Airport Route Development
and Marketing, Regulasi Pax Manifest,Airport User
Charges)
• Workshop, seminar dan benchmarking yang
bermanfaat untuk meningkatkan kompetensi
Human Capital antara lain terkait dengan
Customer Satisfaction Training, Benchmarking
Pengelolaan bandara di luar negeri, sistem
teknologi informasi dan lainnya.
f. Kemitraan yang Efektif (Effective Partnership) melalui
gathering dengan maskapai penerbangan internasional
dan/atau domestik, mitra kerja (Barindo, INACA, YLKI)
dan Regulator
g. Upaya peningkatan Manajemen Pelayanan Pelanggan
(Customer Service Management) dengan melakukan
Survei CSI oleh ASQ (ACI) dan CSI oleh INACA.
h. Penyederhanaan dan Perbaikan Proses Pengelolaan
(Simplified and Well Governed Process) antara lain
penyempurnaan SOP untuk kegiatan Aeronautika (SOP
e-PSC).
Branch Office of PT Angkasa Pura I (Persero)
at Adisutjipto Airport (Yogyakarta).
e. Competency Building
• CoachingatBranchOffices
• Training/education inland and abroad (Cargo
Management, Airport Route Development and
Marketing, Pax Manifest Regulation, Airport User
Charges)
• Workshops,seminarsandbenchmarkingusefulto
improve the competence Human Capital, among
others, related to the Customer Satisfaction
Training, Benchmarking Overseas airport
management, system and other information
technology.
f. Effective Partnership (Effective Partnership) through
gathering with international airlines and / or domestic
partners (Barindo, INACA, YLKI) and Regulators
g. Customer Service Management Efforts to improve
Customer Service Management (Customer Service
Management) to undertake CSI survey by ASQ (ACI)
and CSI by INACA.
h. Simplification and Improvement Process Management
(Simplified and Well Governed Process) among others
SOP for Aeronautics improvement activities (SOPe-PSC).
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
130 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
financial reVieWTinjauan Keuangan
Tinjauan keuangan yang akan diuraikan dalam bagian ini
mengacu pada Laporan Keuangan Konsolidasian untuk
tahun yang berakhir pada tanggal-tanggal 31 Desember 2013
dan 2012 yang disajikan dalam buku Laporan Tahunan ini.
Laporan Keuangan Konsolidasian telah diaudit oleh Kantor
Akuntan Publik Doli, Bambang, Sulistiyanto, Dadang & Ali
dan mendapat opini wajar, dalam semua hal yang material,
posisi keuangan konsolidasian PT Angkasa Pura I (Persero)
dan Entitas Anak tanggal 31 Desember 2013 dan 2012, serta
hasil usaha, perubahan ekuitas dan arus kas konsolidasian
untuk tahun-tahun yang berakhir pada tanggal tersebut
sesuai dengan Standar Akuntansi Keuangan di Indonesia.
Laba rugi Komprehensif Konsolidasian
Consolidated Statements of Comprehensive Income(jutarupiah)|(million Rupiah)
3.093.536 3.063.906
Pend
apat
an
Ope
rasi
onal
2.344.5622.370.808
Beba
n O
pera
sion
al
748.974693.098
Laba
Ope
rasi
onal
57.352126.445
Pend
apat
an d
an (B
ebas
) Non
O
pera
sion
al
806.326819.543
Laba
seb
elum
Tak
sira
n Pa
jak
Peng
hasi
lan
144.083147.375
Paja
k Pe
ngha
sila
n
662.243645.169
Laba
Ber
sih
Tahu
n Be
rjala
n
56.16354.424
Pend
apat
an K
ompr
ehen
sif L
ain
718.406590.745
Pend
apat
an K
ompr
ehen
sif
Tahu
n Be
rjala
n
0,208 0,185
Laba
Ber
sih
Per
Saha
m D
asar
2012
2013
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pendapatan Operasional 3.063.906 3.093.536 (29.630) (0,96%) Operating Revenues
Beban Operasional 2.370.808 2.344.562 26.246 1,12% Operating Expenses
Laba Operasional 693.098 748.974 (55.876) (7,46%) Operating Income
Pendapatan dan (Beban)
Non Operasional 126.445 57.352 69.093 120,47%
Non-Operating
Revenues and
(Expenses)
Laba Sebelum Taksiran Pajak
Penghasilan 819.543 806.326 13.217 1,64% Income Before Tax
Pajak Penghasilan 174.375 144.083 30.292 21,02% Income Tax Expenses
Laba Bersih Tahun Berjalan 645.169 662.243 (17.074) (2,58%)Net Income for the
Current Year
Pendapatan Komprehensif
Lain (54.424) 56.163 (110.587) (196,90%)
Other Comprehensive
Income
Pendapatan Komprehensif
Tahun Berjalan 590.745 718.406 (127.661) (17,77%)
Comprehensive
Income for the Current
Year
Laba Bersih Per Saham Dasar 0,185 0,208 (0,023) (11,06%) Earnings per Share
Laba rugi Komprehensif KonsolidasianConsolidated Statements of Comprehensive Income (jutaRupiah)|(million Rupiah)
The financial review which will be explained in this section
refers to the Consolidated Financial Statements for the
years ended on December 31, 2013 and 2012 presented in
this Annual Report. The Consolidated Financial Statements
have been audited by Doli, Bambang, Sulistiyanto, Dadang
& Ali Public Accounting Firm and obtained an unqualified
opinion, in all material aspects, on the consolidated financial
position of PT Angkasa Pura I (Persero) and Subsidiaries as
of December 31, 2013 and 2012, as well as on operating
income, change in equity, and consolidated cash flows for
the years then ended in accordance with the Indonesian
Financial Accounting Standard.
131
PeNDAPATAN OPerASIONAL
Pendapatan operasional Perseroan mengalami penurunan
Rp29,63 miliar atau sebesar 0,96%, dari Rp3.093,54 miliar
di 2012 menjadi Rp3.063,91 miliar di 2013. Penurunan ini
berasal dari penurunan pendapatan aeronautika.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pendapatan
Aeronautika 2.065.469 2.324.031 (258.562) (11,13%)
Aeronautics
Revenues
Pendapatan Non
Aeronautika 998.437 769.505 228.932 29,75%
Non-Aeronautics
Revenues
Jumlah 3.063.906 3.093.536 (29.630) (0,96%) Total
Pendapatan usahaOperating revenues (jutaRupiah)|(million Rupiah)
PeNDAPATAN AerONAuTIKA
Pendapatan aeronautika Perseroan mengalami penurunan
Rp258,56 miliar atau sebesar 11,13%, dari Rp2.324,03 miliar di
2012 menjadi Rp2.065,47 miliar di 2013. Penurunan tersebut
disebabkan pendapatan pelayanan jasa penerbangan (PJP)
yang lebih rendah Rp477,49 miliar dari 2012. Penurunan
pendapatan PJP terjadi pada semua bidang, yaitu domestik,
internasional, dan penerbangan lintas. Penurunan
pendapatan PJP sejalan dengan penurunan produksi PJP.
Hal ini disebabkan pengalihan PJP yang semula dikelola
Perseroan menjadi dikelola oleh LPPNPI sejak tanggal 16
Januari 2013 pukul 22.00 WIB. pengalihan tersebut dilakukan
berdasarkan PP Nomor 77 Tahun 2012 tentang Perusahaan
Umum Lembaga Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia (LPPNPI), serta berdasarkan Nota
Kesepahaman Nomor HK.201/1/10/DRJU-2013; KEP.15/
OM.02.03/2013; MOU.04.07.01/00/02/2013/001; dan 032/
DU/II/2013 tanggal 12 Februari 2013.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pelayanan Jasa
Pendaratan, Penempatan
dan Penyimpanan Pesawat
udara (PJP4u)
337.863 334.110 3.753 1,12% Aircraft Landing,
Parking, and Storage
Services (PJP4u)
Domesik 149.065 154.888 (5.823) (3,76%) Domestic
Internasional 188.798 179.221 9.577 5,34% International
Pendapatan AeronautikaAeronautics revenues
OPerATINg reveNueS
The Company’s operating revenues decreased by Rp29.63
billion or 0.96%, from Rp3,093.54 billion in 2012 to Rp3,063.91
billion in 2013. Such decrease was due to the decrease in
aeronautics revenues.
AerONAuTICS reveNueS
The Company’s aeronautics revenues decreased by
Rp258.56 billion or 11.13%, from Rp2,324.03 billion in 2012
to Rp2,065.47 billion in 2013. Such decrease was due to
air traffic services (ATS) revenues, which were Rp477.49
billion lower than in 2012. The decrease in ATS revenues
occurred in all sectors, namely domestic, international,
and transit flight. The decrease in ATS revenues was in
line with the decrease in ATS production. This was due to
the takeover of ATS, which was previously managed by
the Company, but now falls under the management of
LPPNPI since January 16, 2013 at 22.00 Western Indonesian
Time. The takeover was conducted based on Government
Regulation Number 77 Year 2012 concerning LPPNPI Public
Company (the Indonesian Air Navigation Service Provider
Institution), and based on Memorandum of Understanding
Number HK.201/1/10/DRJU-2013; KEP.15/OM.02.03/2013;
MOU.04.07.01/00/02/2013/001; and 032/ DU/II/2013 dated
February 12, 2013.
(jutaRupiah)|(million Rupiah)
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
132 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pelayanan Jasa
Penumpang Pesawat udara
(PJP2u)
1.536.929 1.382.289 154.640 11,19% Aircraft Passenger
Services (PJP2u)
Domesik 900.092 817.256 82.836 10,14% Domestic
Internasional 636.837 565.033 71.804 12,71% International
Pelayanan Jasa
Penerbangan (PJP)
9.825 487.316 (477.491) (97,98%) Air Traffic Services (ATS)
Domesik 1.070 43.503 (42.433) (97,54%) Domestic
Internasional 8.755 103.106 (94.351) (91,51%) International
Penerbangan Lintas - 340.708 (340.708) (100,00%) Transit Flight
Pemakaian Aviobridge 79.081 56.165 22.916 40,80% use of Aviobridge
Domestik 35.476 20.795 14.681 70,60% Domestic
Internasional 43.606 35.369 8.237 23,29% International
Pemakaian Counter dan
Conveyor
101.771 64.151 37.620 58,64% use of Counter
Domestik 70.582 42.951 27.631 64,33% Domestic
Internasional 31.189 21.200 9.989 47,12% International
Jumlah 2.065.469 2.324.031 (258.562) (11,13%) Total
Meskipun demikian, pendapatan aeronautika lainnya
menunjukkan pertumbuhan. Pertumbuhan pendapatan
aeronautika khususnya berasal dari peningkatan pendapatan
pelayanan jasa penumpang pesawat udara (PJP2U) sebesar
Rp154,64 miliar disebabkan adanya penambahan frekuensi
penerbangan., sedangakan peningkatan pendapatan
pemakaian counter dan conveyor sebesar Rp37,62 miliar,
terkait dengan pertumbuhan PJP2U, khususnya domestik.
PeNDAPATAN NON AerONAuTIKA
Pendapatan non aeronautika mengalami pertumbuhan
Rp228,93 miliar atau sebesar 29,75% dari Rp769,51 miliar
di tahun 2012 menjadi Rp998,44 miliar di tahun 2013.
Kenaikan pendapatan non aeronautika khususnya berasal
dari pendapatan konsesi yang tumbuh Rp104,83 miliar,
pendapatan pergudangan yang naik Rp48,88 miliar, dan
pendapatan pemakaian ruang tunggu yang meningkat
Rp32,97 miliar. Pertumbuhan pendapatan tersebut juga
sejalan dengan peningkatan produksinya.
Nevertheless, other aeronautics revenues indicated a
growth. The growth in aeronautics revenues was particularly
originating from revenues from aircraft passenger services
(PJP2U) which grew by Rp154.64 billion and revenues from
the use of counters and conveyors which grew by Rp37.62
billion. The growth in revenues was in line with the growth
in production.
NON-AerONAuTICS reveNueS
Non-aeronautics revenues grew by Rp228.93 billion or
29.75% from Rp769.51 billion in 2012 to Rp998.44 billion
in 2013. The growth in non-aeronautics revenues was
particularly originating from concession revenue which
grew by Rp104.83 billion, warehousing revenue which grew
by Rp48.88 billion, and revenue from the use of lounge
which grew by Rp32.97 billion. The growth in revenues was
in line with the increase in production.
133
urAIAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION
1 2 3 4=2-3 5=4/3
Pemakaian Listrik, Telepon,
Air, reklame, Parkir
Kendaraan, Anjungan, dan
Pas Pelabuhan
206.172 186.290 19.882 10,67%
Utilization of Telephone,
Electricity, Water, Parking
Area, Platform, and
Airport Pass
Listrik 54.367 43.035 11.332 26,33% Electricity
Telepon 10.969 10.863 106 0,98% Telephone
Air 4.827 4.917 (90) (1,83%) Water
Reklame 32.829 45.084 (12.255) (27,18%) Advertisement
Parkir Kendaraan 97.290 76.764 20.526 26,74% Vehicle Parking
Anjungan 820 1.104 (284) (25,72%) Platform
Pas Pelabuhan 5.070 4.523 547 12,09% Airport Pass
Sewa-sewa 192.175 188.807 3.368 1,78% rents
Sewa Ruang 142.472 148.945 (6.473) (4,35%) Rent on Space
Sewa Tanah 25.753 30.470 (4.717) (15,48%) Rent on Land
Sewa Tempat 21.099 7.825 13.274 169,64% Rent on Premise
Sewa Gedung 724 - 724 NA Rent on Buildings
Jasa Penyewaan Kendaraan 2.128 1.566 562 35,89% Vehicle Rental Service
Pemakaian ruang Tunggu 54.606 21.636 32.970 152,38% use of Lounge
Konsesi 353.228 248.403 104.825 42,20% Concession
Pergudangan 167.084 118.205 48.879 41,35% Warehousing
Jasa regulated Agent 11.650 1.129 10.521 931,89% Agency Services
Perdagangan 3.378 140 3.238 2.312,86% Trading
Jasa Perencanaan dan
Pelaksanaan 1.250 1.764 (514) (29,14%)
Planning and
Implementation Services
Kamar dan Layanan Hotel 8.895 - 8.895 NAHotel room and
Service
Jasa Lain - 3.133 (3.133) NA Other Services
Jumlah 998.437 769.505 228.932 29,75% Total
Pendapatan Non AeronautikaNon-Aeronautics revenues
BeBAN OPerASIONAL
Beban operasional mengalami kenaikan Rp26,25 miliar atau
sebesar 1,12% dari Rp2.344,56 miliar di tahun 2012 menjadi
Rp2.370,81 miliar di 2013. Kenaikan beban operasional
terutama berasal dari peningkatan beban langsung lainnya,
serta beban umum dan administrasi. Beban langsung
lainnya mengalami kenaikan Rp124,95 miliar yang secara
khusus disebabkan peningkatan beban layanan yang
cukup signifikan di 2013. Sedangkan, beban umum dan
administrasi mengalami kenaikan Rp96,23 miliar. Hal ini
khususnya disebabkan peningkatan beban pemasaran,
beban rapat, dan beban keperluan operasional.
(jutaRupiah)|(million Rupiah)
OPerATINg eXPeNSeS
Operating expenses grew by Rp26.25 billion or 1.12% from
Rp2,344.56 billion in 2012 to Rp2,370.81 billion in 2013. The
growth in operating expenses was particularly originating
from the growth in other direct expenses, as well as general
and administration expenses. Other direct expenses grew by
Rp124.95 billion, which was particularly caused by the quite
significant increase in services expenses in 2013. Meanwhile,
general and administration expenses grew by Rp96.23
billion. This was particularly due to the increase in marketing
expenses, meetings expenses, and operational requirement
expenses.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
134 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Beban Pegawai 696.148 767.952 (71.804) (9,35%) Personnel Expenses
Pemeliharaan 113.199 136.705 (23.506) (17,19%) Maintenance
BebanPemakaian
Persediaan
44.725 39.701 5.024 12,65% Inventory Use Expenses
Utilitas 194.484 168.009 26.475 15,76% Utilities
Sewa 33.739 45.792 (12.053) (26,32%) Rents
Umum dan
Administrasi
363.066 266.832 96.234 36,07% General and
Administration
Pajak 116.163 79.563 36.600 46,00% Taxes
Asuransi 7.719 5.638 2.081 36,91% Insurance
Penyusutan Aset Tetap
dan Amortisasi
376.061 441.269 (65.208) (14,78%) Fixed Assets Depreciation
and Amortization
Imbalan Pasca Kerja 154.298 237.855 (83.557) (35,13%) Post-Employment Benefit
Beban Pelayanan
Penumpang
140.994 149.984 (8.990) (5,99%) Passenger Service Charge
Beban Langsung
Lainnya
130.211 5.263 124.948 2.374,08% Other Direct Expenses
Jumlah 2.370.808 2.344.562 26.246 1,12% Total
Beban OperasionalOperating expenses
LABA OPerASIONAL
Laba operasional di 2013 mencapai Rp693,10 miliar,
mengalami penurunan Rp55,88 miliar atau sebesar 7,46%
dari 2012 yang mencapai Rp748,97 miliar. Hal ini disebabkan
penurunan pendapatan operasional.
PeNDAPATAN DAN (BeBAN) NON OPerASIONAL
Pendapatan non operasional mengalami peningkatan
Rp69,09 miliar atau sebesar 120,47% dari Rp57,35 miliar
di 2012 menjadi Rp126,45 miliar di 2013. Peningkatan
pendapatan non operasional khususnya berasal dari selisih
kurs penjualan.
urAIAN 2013 2012 PerTuMBuHAN | Growth DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pendapatan Non
Operasional 418.261 302.894 115.367 38,09% Non-Operating Revenues
Beban Non Operasional (291.816) (245.542) 46.274 18,85% Non-Operating Expenses
Jumlah 126.445 57.352 69.093 120,47% Total
Pendapatan dan (Beban) Non OperasionalNon-Operating revenues and expenses
(jutaRupiah)|(million Rupiah)
OPerATINg INCOMe
Operating income reached Rp693.10 billion in 2013,
decreased by Rp55.88 billion or 7.46% from Rp748.97 billion
in 2012. This was due to the decrease in operating revenues.
NON-OPerATINg reveNueS AND (eXPeNSeS)
Non-operating revenues grew by Rp69.09 billion or 120.47%
from Rp57.35 billion in 2012 to Rp126.45 billion in 2013. The
growth in operating revenues was particularly originating
from gain on foreign exchange.
(jutaRupiah)|(million Rupiah)
135
LABA SeBeLuM TAKSIrAN PAJAK PeNgHASILAN
Laba sebelum taksiran pajak penghasilan 2013 mencapai
Rp819,54 miliar, mengalami kenaikan Rp13,22 miliar atau
sebesar 1,64% dari 2012 yang mencapai Rp806,33 miliar.
Kenaikan tersebut berasal dari peningkatan pendapatan
non-operasional.
PAJAK PeNgHASILAN
Pajak penghasilan mengalami kenaikan Rp30,29 miliar
atau sebesar 21,02% dari Rp144,08 miliar di 2012 menjadi
Rp174,38 miliar di 2013. Peningkatan pajak penghasilan
disebabkan kenaikan beban pajak tangguhan, khususnya
yang berasal dari Perseroan.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pajak Kini 147.608 198.583 (50.975) (25,67%) Current Taxes
Pajak Tangguhan 26.766 (54.501) 81.267 149,11% Deferred Taxes
Jumlah 174.375 144.083 30.292 21,02% Total
Pajak PenghasilanIncome Tax
LABA BerSIH TAHuN BerJALAN
Laba bersih tahun berjalan di 2013 mencapai Rp645,17 miliar,
mengalami penurunan Rp17,07 miliar atau sebesar 2,58%
dari 2012 yang mencapai Rp662,24 miliar. Hal ini disebabkan
kenaikan pajak penghasilan.
Adapun laba bersih tahun berjalan tersebut terdiri dari:
• Laba yang dapat diatribusikan kepada pemilik entitas
induk Rp644,79 miliar dan
• Laba yang dapat diatribusikan kepada kepentingan
non pengendali Rp0,38 miliar.
PeNDAPATAN KOMPreHeNSIf LAIN
Pendapatan komprehensif lain mengalami penurunan
Rp110,59 miliar atau sebesar 196,90%. Pendapatan
komprehensif lain yang di 2012 mencapai Rp56,16 miliar
menjadi defisit Rp54,42 miliar di 2013. Hal ini disebabkan
adanya kerugian yang belum terealisasi atas investasi efek.
INCOMe BefOre TAX
Income before tax reached Rp819.54 billion in 2013, grew by
Rp13.22 billion or 1.64% from Rp806.33 billion in 2012. The
growth was originating from the growth in non-operating
revenues.
INCOMe TAX
Income tax grew by Rp30.29 billion or 21.02% from Rp144.08
billion in 2012 to Rp174.38 billion in 2013. The growth in
income tax was due to the increase in deferred tax expenses,
particularly which was incurred by the Company.
(jutaRupiah)|(million Rupiah)
NeT INCOMe fOr THe CurreNT yeAr
Net income for the current year reached Rp645.17 billion in
2013, decreased by Rp17.07 billion or 2.58% from Rp662.24
billion in 2012. This was due to the growth in income tax.
Meanwhile, net income for the current year consisted of:
• Profit attributable to parent entity of Rp644.79 billion
and
• Profit attributable to non-controlling interest of Rp0.38
billion.
OTHer COMPreHeNSIve reveNueS
Other comprehensive revenues decreased by Rp110.59
billion or 196.90%. Other comprehensive revenues which
reached Rp56.16 billion in 2012 changed into a deficit of
Rp54.42 billion in 2013. This was due to the unrealized losses
on investments in securities.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
136 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
LABA KOMPreHeNSIf TAHuN BerJALAN
Laba komprehensif tahun berjalan mengalami penurunan
Rp127,66 miliar atau sebesar 17,77% dari Rp718,41 miliar
di 2012 menjadi Rp590,75 miliar di 2013. Penurunan laba
komprehensif tahun berjalan disebabkan turunnya laba atas
investasi efek yang belum terealisasi (laba komprehensif ).
Adapun laba komprehensif tahun berjalan tersebut
sepenuhnya dapat diatribusikan kepada pemilik entitas
induk.
LABA BerSIH Per SAHAM DASAr
Laba bersih per saham dasar di tahun 2013 mencapai Rp185
ribu, mengalami penurunan Rp23 ribu atau 11,06% dari 2012
yang mencapai Rp208 ribu. Hal ini disebabkan penurunan
laba bersih, serta penambahan modal ditempatkan dan
disetor dari 3.188.245 lembar saham di 2012 menjadi
3.488.245 lembar saham di 2013.
Posisi Keuangan konsolidasianStatements of financial Position
(jutarupiah)|(million Rupiah)
Aset | Assets Liabilitas | Liabilities ekuitas | equity
12.021.38712.981.809
2.448.1973.512.145
9.573.190 9.469.664
2012
2013
COMPreHeNSIve INCOMe fOr THe CurreNT yeAr
Comprehensive income for the current year decreased
by Rp127.66 billion or 17.77% from Rp718.41 in 2012 to
Rp590.75 billion in 2013. The decrease in comprehensive
income for the current year was due to the decrease in other
comprehensive income. Meanwhile, the comprehensive
income for the current year was entirely consisted of
comprehensive income attributable to parent entity.
eArNINgS Per SHAre
Earnings per share reached Rp185 thousand in 2013,
decreased by Rp23 thousand or 11.06% from Rp208 thousand
in 2012. This was due to the decrease in net income, and the
increase in issued and paid-up capital from 3,188,245 shares
in 2012 to 3,488,245 shares in 2013.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION1 2 3 4=2-3 5=4/3
Aset 12.981.809 12.021.387 960.422 7,99% AssetsAset Lancar 1.749.277 3.200.752 (1.451.475) (45,35%) Current Assets
Aset Tidak Lancar 11.232.532 8.820.635 2.411.897 27,34% Non-Current Assets
Liabilitas 3.512.145 2.448.197 1.063.948 43,46% LiabilitiesLiabilitas Jangka Pendek
2.211.948 1.833.227 378.721 20,66% Short-Term Liabilities
Liabilitas Jangka Panjang
1.300.197 614.970 685.227 111,42% Long-Term Liabilities
ekuitas 9.469.664 9.573.190 (103.526) (1,08%) equity
Posisi Keuangan KonsolidasiConsolidated financial Position (jutaRupiah)|(million Rupiah)
LAPOrAN POSISI KeuANgAN KONSOLIDASIAN CONSOLIDATeD STATeMeNTS Of fINANCIAL POSITION
137
ASeT
Pada tahun 2013, total aset mencapai Rp12.981,81 miliar,
mengalami pertumbuhan Rp960,42 miliar atau sebesar
7,99% dibandingkan 2012 yang mencapai Rp12.021.39
miliar. Peningkatan tersebut berasal dari pertumbuhan aset
tidak lancar.
AsetAssets
(jutarupiah)| (million Rupiah)
3.200.7521.749.277
Aset Lancar | Current Assets
8.820.635
11.232.532
Aset Tidak Lancar | Non-Current Assets
2012
2013
ASeT LANCAr
Aset lancar mengalami penurunan Rp1.451,48 miliar atau
sebesar 45,35% dari Rp3.200,75 miliar di 2012 menjadi
Rp1.749,28 miliar di 2013. Penurunan aset lancar terutama
berasal dari penurunan kas dan setara kas, serta pendapatan
yang masih harus diterima. Kas dan setara kas mengalami
penurunan Rp1.891,84 miliar, disebabkan penurunan
deposito dalam Rupiah yang diperlukan untuk mendanai
proyek-proyek Perseroan. Sedangkan Pendapatan yang
masih harus diterima mengalami penurunan Rp49,19 miliar,
disebabkan oleh penurunan Pendapatan Aeronautika yang
masih harus diterima.
ASSeTS
In 2013, asset reached Rp12,981.81 billion. Assets grew by
Rp960.42 billion or 7.99% compared to Rp12,021.39 billion
in 2013. The growth was originating from the growth of non-
current assets.
CurreNT ASSeTS
Current assets decreased by Rp1,451.48 billion or 45.35%
from Rp3,200.75 billion in 2012 to Rp1,749.28 billion in 2013.
The decrease in current assets was particularly originating
from the decrease in cash and cash equivalent, as well as
accrued income. Cash and cash equivalent decreased by
Rp1,891.84 billion. This was particularly due to the decrease
in Rupiah-denominated deposits in affiliated parties and
third parties, which were used to fund the Company’s
projects. Meanwhile, accrued income decreased by Rp49.19
billion. This was particularly due to the decrease in accrued
income for aeronautics.
urAIAN 2013 2012 PerTuMBuHAN | Growth DeSCrIPTION
1 2 3 4=2-3 5=4/3
Kas dan Setara Kas 579.828 2.471.663 (1.891.835) (76,54%)Cash and Cash
Equivalent
Investasi Efek 329.434 306.715 22.719 7,41%Investments in
Securities
Piutang Usaha 357.663 173.181 184.482 106,53% Account Receivables
Piutang Lain-lain 910 13.049 (12.139) (93,03%) Other Receivables
Persediaan 8.466 12.454 (3.988) (32,02%) Inventories
Uang Muka dan Biaya
Dibayar Dimuka 10.286 10.509 (223) (2,12%)
Advances and
Prepayments
Aset LancarCurrent Assets (jutaRupiah)|(million Rupiah)
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
138 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN 2013 2012 PerTuMBuHAN | Growth DeSCrIPTION
1 2 3 4=2-3 5=4/3
Pendapatan yang
Masih Harus Diterima 103.970 153.159 (49.189) (32,12%) Accrued income
Pajak Dibayar Dimuka 354.284 53.236 301.048 565,50% Prepaid Taxes
Aset Lancar Lainnya 4.437 6.787 (2.350) (34,63%) Other Current Assets
Jumlah 1.749.277 3.200.752 (1.451.475) (45,35%) Total
ASeT TIDAK LANCAr
Aset tidak lancar mengalami pertumbuhan Rp2.411,90 miliar
atau sebesar 27,34% dari Rp8.820,64 miliar di tahu 2012
menjadi Rp11.232,53 miliar di tahun 2013. Pertumbuhan
aset tidak lancar ini terutama berasal dari pertumbuhan aset
tetap dan aset dalam penyelesaian. Aset tetap mengalami
pertumbuhan Rp1.301,71 miliar, disebabkan penambahan
gedung Terminal Internasional di Bandara I Gusti Ngurah
Rai - Bali. Sedangkan Aset dalam penyelesaian mengalami
pertumbuhan Rp1.225,77 miliar, disebabkan belum
selesainya proyek-proyek pengembangan T2 Bandara
Juanda - Surabaya, Bandara Sepinggan - Balikpapan, dan
Bandara I Gusti Ngurah Rai - Bali.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Aset Pajak Tangguhan 4.151 29.408 (25.257) (85,88%) Deferred Tax Assets
Piutang Jangka Panjang 70.678 70.678 - 0,00% Long-Term Receivables
Investasi Jangka Panjang 286.258 451.663 (165.405) (36,62%) Long-Term Investments
Properti Investasi 162.003 100.502 61.501 61,19% Investments in Property
Aset Tetap 7.450.026 6.148.313 1.301.713 21,17% Fixed Assets
Aset Dalam Penyelesaian 3.245.283 2.019.515 1.225.768 60,70% Construction in Progress
Aset Tidak Produktif - 415 (415) NA Non-Productive Assets
Aset Tidak Berwujud 13.558 - 13.558 NA Intangible Assets
Aset Tidak Lancar Lain 575 141 434 307,80% Other Non-Current Assets
Jumlah 11.232.532 8.820.635 2.411.897 27,34% Total
Aset Tidak LancarNon-Current Assets
LIABILITAS
Liabilitas di tahun 2013 mencapai Rp3.512,15 miliar,
mengalami kenaikan Rp1.063,95 miliar atau sebesar 43,46%
dibandingkan 2012 yang hanya mencapai Rp2.448,20 miliar.
Hal tersebut khususnya berasal dari peningkatan liabilitas
jangka panjang yang signifikan.
NON-CurreNT ASSeTS
Non-current assets grew by Rp2,411.90 billion or 27.34%
from Rp8,820.64 billion in 2012 to Rp11,232.53 billion in 2013.
The growth in non-current assets was particularly originating
from the growth in fixed assets and construction in progress.
Fixed assets grew by Rp1,301.71 billion. This was particularly
due to the addition of building at the International Terminal
of Ngurah Rai Airport (Bali). Meanwhile, construction in
progress grew by Rp1,225.77 billion. This was particularly
due to the building project in progress at Juanda Airport
(Surabaya), Sepinggan Airport (Balikpapan), and Ngurah Rai
Airport (Bali).
(jutaRupiah)|(million Rupiah)
LIABILITAS
Liabilities reached Rp3,512.15 billion in 2013, grew by
Rp1,063.95 billion or 43.46% compared to Rp2,448.20 billion
in 2012. This was particularly due to the significant growth in
long-term liabilities.
139
LiabilitasLiabilities
(jutarupiah)|(million Rupiah)
1.833.2272.211.948
Liabilitas Jangka Pendek
614.9701.300.197
Liabilitas Jangka Panjang
2012
2013
LIABILITAS JANgKA PeNDeK
Liabilitas jangka pendek mengalami kenaikan Rp378,72 miliar
atau sebesar 20,66% dari Rp1.833,23 miliar di 2012 menjadi
Rp2.211,95 miliar di 2013. Meningkatnya liabilitas jangka
pendek terutama berasal dari peningkatan Utang Lancar lain-
lain dan Pendapatan Diterima Dimuka. Utang Lancar Lain-
lain mengalami kenaikan Rp277,92 miliar, disebabkan utang
kepada pihak ketiga untuk jaminan pelanggan. Sedangkan
pendapatan diterima dimuka mengalami pertumbuhan
Rp136,98 miliar yang disebabkan oleh kenaikan pendapatan
domestik yang diterima dimuka.
urAIAN 2013 2012PerTuMBuHAN
GROWTHDeSCrIPTION
1 2 3 4=2-3 5=4/3
Beban yang Masih Harus Dibayar 284.554 322.858 (38.304) (11,86%) Accrued Expenses
Utang Usaha 1.052.642 1.133.614 (80.972) (7,14%) Accounts Payable
Pendapatan Diterima Dimuka 227.696 90.720 136.976 150,99% Deferred Income
Utang Pajak 195.356 124.302 71.054 57,16% Taxes Payable
Utang Bank Jangka Panjang-
bagian yang jatuh tempo dalam
setahun
13.152 1.103 12.049 1092,38% Current Portion of Long-Term
Bank Loans
Utang Lancar Lain-lain 438.548 160.630 277.918 173,02% Other Current Liabilities
Jumlah 2.211.948 1.833.227 378.721 20,66% Total
Liabilitas Jangka PendekShort-Term Liabilities
LIABILITAS JANgKA PANJANg
Liabilitas jangka panjang mengalami kenaikan Rp685,23
miliar atau sebesar 111,42% dari Rp614,97 miliar di 2012
menjadi Rp1.300,20 miliar di 2013. Peningkatan liabilitas
jangka panjang terutama berasal dari kenaikan utang
SHOrT-TerM LIABILITIeS
Short-term liabilities increased by Rp378.72 billion or 20.66%
from Rp1,833.23 billion in 2012 to Rp2,211.95 billion in
2013. The growth in short-term liabilities was particularly
originating from the growth in other current liabilities and
deferred income. Other current liabilities grew by Rp277.92
billion. This was particularly due to Amount Due to Third
Parties for customer guarantee. Meanwhile, deferred income
grew by Rp136.98 billion. This was particularly due to
deferred income from domestic business revenues.
(jutaRupiah)|(million Rupiah)
LONg-TerM LIABILITIeS
Long-term liabilities grew by Rp685.23 billion or 111.42%
from Rp614.97 billion in 2012 to Rp1,300.20 billion in 2013.
The growth in long-term liabilities was particularly originating
from the growth in long-term bank loans after deduction of
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
140 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
bank jangka panjang. Utang bank jangka panjang tersebut
mengalami kenaikan Rp880,61 miliar, disebabkan untuk
memenuhi kebutuhan pembiayaan proyek pengembangan
bandara.
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Utang Bank Jangka Panjang-
setelah dikurangi bagian yang
jatuh tempo dalam setahun
882.993 2.385 880.608 36.922,77%
Long-Term Bank Loans
– after deduction of the
current portion
Utang Jaminan 26.573 20.417 6.156 30,15% Guarantee Liabilities
Liabilitas Imbalan Pasca Kerja 389.121 592.168 (203.047) (34,29%)Post-Employment Benefit
Liabilities
Liabilitas Pajak Tangguhan 1.509 - 1.509 NA Deferred Tax Liabilities
Jumlah 1.300.197 614.970 685.227 111,42% Total
Liabilitas Jangka PanjangLong-Term Liabilities
eKuITAS
Pada 2013, ekuitas mencapai Rp9.469,66 miliar, mengalami
penurunan Rp103,53 miliar atau sebesar 1,08% dibandingkan
2012 yang mencapai Rp9.573,19 miliar. Penurunan ekuitas
terutama berasal dari penurunan bantuan pemerintah
yang belum ditentukan statusnya (BPYBDS) dan penurunan
nilai buku aset tetap kenavigasian. Hal ini disebabkan
penurunan BPYBDS berupa peralatan navigasi yang diserah
terimakan kembali dari Perseroan kepada Direktorat Jenderal
Perhubungan Udara, antara lain Pusat Pengendali Lalu Lintas
Penerbangan di Makassar berdasarkan Berita Acara No. 166/
PL.07/2013/PD.
the current portion. Long-term bank loans grew by Rp880.61
billion. This was particularly due to airport expansion project
financing and/or investments.
(jutaRupiah)|(million Rupiah)
eQuITy
In 2013, equity reached Rp9,469.66 billion, decreased
by Rp103.53 billion or 1.08% compared to Rp9,573.19
billion in 2012. The decrease in equity was particularly
originating from the decrease of government assistance
with undetermined status (BPYBDS) and the decrease in the
book value of navigations fixed assets. This was particularly
due to the mutation in recall of navigation equipment which
was previously handed over by the Directorate General of
Air Transportation to the Company, particularly the Air Traffic
Control Center in Makassar, based on Official Report No. 166/
PL.07/2013/PD.
urAIAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION
1 2 3 4=2-3 5=4/3
Modal Saham 3.488.245 3.188.245 300.000 9,41% Share Capital
Bantuan Pemerintah yang
Belum Ditentukan Statusnya
2.960.796 3.540.729 (579.933) (16,38%) Government Assistance with
Undetermined Status
Laba yang Belum Direalisasi
Atas Efek
6.758 61.181 (54.423) (88,95%) Unrealized Profit from Securities
Pengaruh Pengalihan Aset
Tetap-Kenavigasian
Effect of Assignment of
Navigation Fixed Assets
Nilai Buku Aset Tetap
Kenavigasian
(270.832) - (270.832) NA Book Value of Navigation Fixed
Assets
ekuitasequity (jutaRupiah)|(million Rupiah)
141
urAIAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION
1 2 3 4=2-3 5=4/3
Akumulasi Penyusutan Aset
Tetap-Kenavigasian
408.394 - 408.394 NA Accumulated Depreciation of
Navigation Fixed Assets
Saldo Laba Retained Earnings
Cadangan 2.230.250 2.119.792 110.458 5,21% General Reserve
Laba Tahun Berjalan 644.789 662.243 (17.454) (2,64%) Profit for the Current Year
Kepentingan Non Pengendali 1.264 1.000 264 (26,40%) Non-Controlling Interest
Jumlah 9.469.664 9.573.190 (103.526) (1,08%) Total
Arus Kas KonsolidasianConsolidated Statements of Cash flows
(jutarupiah)| (million Rupiah)
1.145.027777.909
Kas Dari Aktivitas Operasi
205.923
638.714
Kas Dari Aktivitas Pendanaan
1.191.527
3.488.078
Kas Dari Aktivtas unvestasi
2012
2013
urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION
1 2 3 4=2-3 5=4/3
Kas Dari (untuk)
Aktivitas Operasi
777.909 1.145.027 (367.118) (32,06%) Cash Flows from
Operating Activities
Kas Dari (untuk)
Aktivitas Investasi
(3.488.078) (1.191.527) 2.296.551 192,74% Cash Flows for
Investing Activities
Kas Dari (untuk)
Aktivitas Pendanaan
638.714 (205.923) 844.637 410,17% Cash Flows from (for)
Financing Activities
Penurunan Bersih Kas
dan Setara Kas
2.071.455 252.423 1.819.032 720,63% Net Decrease in Cash
and Cash Equivalent
Kas Pengaruh Selisih
Kurs
179.619 27.819 151.800 1.091,34%
Kas dan Setara Kas
Awal Tahun
2.471.663 2.696.266 (224.603) (8,33%) Cash and Cash
Equivalent at the
Beginning of the Year
Kas dan Setara Kas
Akhir Tahun
579.828 2.471.663 (1.891.835) (76,54%) and Cash Equivalent at
the End of the Year
Arus Kas
LAPOrAN AruS KAS KONSOLIDASIAN STATeMeNTS Of CASH fLOWS
(juta Rupiah)
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
142 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Kas dan setara kas akhir tahun 2013 mencapai Rp579,83
miliar, mengalami penurunan Rp1.891,84 miliar atau sebesar
76,54% dari kas dan setara kas akhir tahun 2012 yang
mencapai Rp2.471,66 miliar. Penurunan ini disebabkan
peningkatan kas untuk aktivitas investasi dan penurunan kas
dari aktivitas operasi.
KAS DArI AKTIvITAS OPerASI
Kas dari aktivitas operasi mengalami penurunan Rp367,12
miliar atau sebesar 32,06% dari Rp1.145,03 miliar di 2012
menjadi Rp777,91 miliar di 2013. Penurunan kas dari aktivitas
operasi khususnya disebabkan penurunan penerimaan kas
dari penjualan kredit dan peningkatan pembayaran pajak
penghasilan.
KAS uNTuK AKTIvITAS INveSTASI
Kas untuk aktivitas investasi mengalami peningkatan
Rp2.296,55 miliar atau sebesar 192,74% dari Rp1.191,53 miliar
di 2012 menjadi Rp3.488,08 miliar di 2013. Peningkatan
kas untuk aktivitas investasi khususnya digunakan untuk
melakukan penambahan aset tetap dan aset lain-lain.
KAS DArI AKTIvITAS PeNDANAAN
Kas dari aktivitas pendanaan mengalami peningkatan
Rp844,64 miliar atau sebesar 410,17%. Pada 2013, kas dari
aktivitas pendanaan mencapai Rp638,71 miliar. Sedangkan
pada 2012, kas untuk aktivitas pendanaan mencapai
Rp205,92 miliar. Hal tersebut khususnya disebabkan
peningkatan penerimaan pinjaman jangka panjang.
INfOrMASI SegMeN uSAHA
Segmen usaha atau operasi merupakan komponen
dari entitas yang digunakan untuk aktivitas bisnis yang
menghasilkan pendapatan dan menimbulkan beban.
Segmen operasi tersebut dijabarkan sebagai berikut.
Cash and cash equivalent reached Rp579.83 billion at the
end of 2013, decreased by Rp1,891.84 billion or 76.54% from
cash and cash equivalent of Rp2,471.66 billion at the end of
2012. This decrease was due to the increase in cash flows
from investing activities and the decrease in cash flows from
operating activities.
CASH fLOWS frOM OPerATINg ACTIvITIeS
Cash flows from operating activities decreased by Rp367.12
billion or 32.06% from Rp1.145,03 billion in 2012 to Rp777.91
billion in 2013. The decrease in cash flows from operating
activities was due to the decrease in cash receipt from credit
sales and the increase in tax income payment.
CASH fLOWS fOr INveSTINg ACTIvITIeS
Cash flows for investing activities increased by Rp2,296.55
billion or 192.74% from Rp1,191.53 billion in 2012 to
Rp3,488.08 billion in 2013. The increase in cash flows for
investing activities was particularly used for the acquisition
of additional fixed assets and other assets.
CASH fLOWS frOM fINANCINg ACTIvITIeS
Cash flows from financing activities increased by Rp844.64
billion or 410.17%. In 2013, cash flows from financing
activities reached Rp638.71 billion. Meanwhile, in 2012, cash
flow for financing activities was Rp205.92 billion. This was
particularly due to the increase in long-term loans received.
INfOrMATION ON BuSINeSS SegMeNTS
Information on the Company’s business segments is based
on the operational segment. Operational segment is a
component of an entity involved in business activities which
generate revenue and incur expenses, including revenues
and expenses related to transactions with other components
within the entity in which operational results are periodically
reviewed by operational decision makers. These operational
segments are elaborated as follows:
143
urAIAN
2013
DeSCrIPTIONKeBANDAr-uDArAAN
AIRPORT
KArgO CARGO
PrOPerTI PROPERTY
HOTeL HOTEL
PeNDuKuNg SUPPORT
Pendapatan Operasional
2.963.213 107.747 3.569 6.243 153.470 Operating revenues
Aeronautika 2.065.469 - - - - Aeronautics
Non Aeronautika 897.744 107.747 3.569 6.243 153.470 Non- Aeronautics
Beban Operasional 2.275.256 89.345 9.428 24.877 142.238 Operating Expenses
Laba Operasional 687.957 18.402 (5.858) (18.634) 11.232 Operating IncomePendapatan (Beban) Operasional
123.387 5.330 1.764 3.193 (1.598)Other Operating
Revenues (Expenses)
Laba Sebelum Taksiran Pajak Penghasilan
811.343 23.732 (4.094) (15.440) 9.634 Profit Before Tax
Taksiran Pajak Penghasilan
(167.135) (5.830) - (111) (1.299) Income Tax
Laba Tahun Berjalan 644.209 17.902 (4.094) (15.551) 8.334 Profit for the Current
year
informasi segmen usaha | Information on Operational Segments
urAIAN
2012
DeSCrIPTIONKeBANDAr-uDArAAN
AIRPORT
KArgO CARGO
PrOPerTI PROPERTY
HOTeL HOTEL
PeNDuKuNg SUPPORT
Pendapatan Operasional
3.051.991 58.554 - - 7.364 Operating revenues
Aeronautika 2.324.031 - - - - Aeronautics
Non Aeronautika 727.960 58.554 - - 7.364 Non- Aeronautics
Beban Operasional 2.326.545 51.995 3.173 7.444 10.657 Operating Expenses
Laba Operasional 725.446 6.560 (3.173) (7.444) (3.293) Operating IncomePendapatan (Beban) Operasional
74.700 3.625 483 1.417 1.567 Other Operating
Revenues (Expenses)
Laba Sebelum Taksiran Pajak Penghasilan
800.146 10.185 (2.690) (6.028) (1.726) Profit Before Tax
Taksiran Pajak Penghasilan
(142.141) (2.339) (97) - 398 Income Tax
Laba Tahun Berjalan 658.005 7.846 (2.787) (6.028) (1.328)Profit for the Current
year
Pada tahun 2013, kinerja segmen operasi Angkasa Pura
Airports bervariasi. Beberapa segmen operasi yang
mengalami penurunan dibandingkan 2012 adalah segmen
operasi kebandarudaraan, properti, dan hotel. Penurunan
tersebut disebabkan berlakunya Peraturan Pemerintah
Nomor 77 Tahun 2012 tentang Perum LPPNPI yang
mengakibatkan pengalihan pengelolaan pelayanan jasa
penerbangan kepada LPPNPI. Sedangkan, penurunan
In 2013, the performance of Angkasa Pura Airports’ operational
segments was varied. Some operational segments which had
deteriorating performance compared to 2012 were airport
operations, property, and hotel segments. The deterioration
in the airport operations segment was due to the coming
into effect of Government Regulation Number 77 Year 2012
concerning LPPNPI Public Company which resulted in the
assignment of management of air traffic services to LPPNPI.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
144 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
segmen operasi properti dan hotel disebabkan baru
beroperasinya segmen tersebut sehingga pendapatan yang
dihasilkan belum mampu menutupi besarnya biaya yang
ditanggung.
Meskipun demikian, beberapa segmen operasi yang
mengalami pertumbuhan adalah segmen operasi kargo dan
pendukungnya. Hal ini disebabkan perubahan pelayanan,
dari jasa penyewaan pergudangan kargo menjadi pengelola
terminal kargo di beberapa bandara.
KOLeKTIBILITAS PIuTANg
Untuk mengetahui periode waktu perputaran piutang
Angkasa Pura Airports, dilakukan pengukuran tingkat
kolektibilitas piutang. Berdasarkan hasil pengukuran, tingkat
kolektibilitas piutang Perseroan menunjukkan peningkatan
dibandingkan tahun sebelumnya. Kolektibilitas piutang di
tahun 2013 mencapai 35 hari, sedangkan di 2012 mencapai
51 hari. Hal ini menunjukkan kemampuan manajemen dalam
pengelolaan piutang yang semakin baik dibandingkan
tahun sebelumnya.
KeMAMPuAN MeMBAyAr uTANg
Pengukuran kemampuan membayar utang dilakukan
dengan mengukur rasio likuiditas dan rasio solvabilitas. Rasio
likuiditas digunakan untuk mengukur kemampuan melunasi
kewajiban jangka pendek, sedangkan rasio solvabilitas
digunakan untuk mengukur kemampuan memenuhi
kewajiban.
Pengukuran rasio likuiditas terdiri dari rasio kas, dan rasio
lancar. Berdasarkan hasil pengukuran, kemampuan Perseroan
dalam melunasi kewajiban jangka pendek mengalami
penurunan dibandingkan 2012. Hal ini disebabkan
jatuh tempo termin pembayaran penyelesaian proyek
pengembangan bandara pada tahun 2013 meningkat.
Namun demikian, kemampuan aset lancar Perseroan dalam
menjamin liabilitas jangka pendek masih relatif baik.
urAIAN 2013 2012 DeSCrIPTION
Rasio Kas 41,11% 151,56% Cash Ratio
Rasio Lancar 79,08% 174,60% Current Ratio
rasio Likuiditas | Liquidity ratios
Meanwhile, the deterioration in the property and hotel
operations segment was due to the new operations of this
segment, so that the revenues generated could not cover
the amount of expenses incurred.
Nevertheless, there are several operational segments
which experienced growth, namely the cargo operations
and support segments. This indicated the successful
management’s performance in implementing the paradigm
shift to become a service provider.
reCeIvABLeS COLLeCTABILITy
In order to identify the receivables turnover period of
Angkasa Pura Airports, the receivables collectability level was
measured. Based on measurement result, the Company’s
receivables collectability level indicated an improvement
compared to the previous year. Receivables collectability
reached 35 days in 2013, while in 2012 it reached 51 days.
This indicated the management’s capability to manage the
receivables in a better way compared to the previous year.
SOLveNCy
Solvency measurement is conducted by measuring liquidity
ratios and solvability ratios. Liquidity ratios are used to
measure the capacity to settle short-term liabilities, while
solvability ratios are used to measure the capacity to settle
all liabilities.
Liquidity ration measurement consists of cash ratio and
current ratio. Based on measurement result, the Company’s
ability to settle short-term liabilities decreased compared to
2012. This was due to the increase in short-term liabilities,
which was larger than the increase in current assets.
Nevertheless, the ability of the Company’s current assets to
guarantee short-term liabilities was still relatively good.
145
Pengukuran rasio solvabilitas terdiri dari rasio liabilitas
terhadap total aset, rasio liabilitas terhadap ekuitas, dan rasio
liabilitas terhadap aset tetap. Berdasarkan hasil pengukuran,
kemampuan Perseroan dalam memenuhi seluruh kewajiban
mengalami sedikit penurunan. Hal ini disebabkan pada
tahun 2013 terjadi penambahan dana untuk pembiayaan
proyek pengembangan bandara yang diperoleh dari
pinjaman kredit perbankan.
urAIAN 2013 2012 DeSCrIPTION
Rasio Liabilitas Terhadap Total Aset 27,05% 20,37% Liabilities to Total Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 37,09% 25,57% Liabilities to Equity Ratio
Rasio Liabilitas Terhadap Aset Tetap 47,14% 39,82% Liabilities to Fixed Assets Ratio
rasio Solvabilitas | Solvability ratios
STruKTur MODAL
Kebijakan struktur permodalan yang diterapkan Angkasa
Pura Airports senantiasa mempertimbangkan komponen
risiko dan tingkat pengembalian (return). Penambahan utang
akan menambah risiko Perseroan, namun akan menambah
tingkat pengembalian yang diharapkan (expected
return). Dengan demikian, risiko yang dihadapi Perseroan
merupakan faktor yang mempengaruhi keputusan tentang
struktur modal.
Beberapa upaya yang dilakukan Perseroan untuk
mengoptimalkan struktur modal pada 2013 adalah
melakukan penambahan utang untuk membiayai
pembangunan proyek pengembangan bandara. Hal ini
menyebabkan persentase liabilitas terhadap total modal
mengalami peningkatan di 2013 menjadi 27,05% dari 20,37%
di 2012. Pada tahun 2013, Perseroan juga memperoleh
tambahan modal sebesar Rp300 miliar dari cadangan modal
Perseroan. Dengan demikian, komposisi struktur modal di
2013 menjadi 27,05% liabilitas dan 72,95% ekuitas.
urAIAN 2013PerSeNTASe TOTAL
MODAL | PERCENTAGE OF TOTAL CAPITAL
2012
PerSeNTASe TOTAL MODAL | PERCENTAGE OF TOTAL CAPITAL
DeSCrIPTION
Liabilitas 3.512.145 27,05% 2.448.197 20,37% Liabilities
Liabilitas Jangka
Pendek 2.211.948 17,04% 1.833.227 15,25% Short-Term Liability
Struktur Modal | Capital Structure (jutaRupiah)|(million Rupiah)
Solvability ratio measurement consists of liabilities to total
assets ratio, liabilities to equity ratio, and liabilities to fixed
assets ratio. Based on measurement result, the Company’s
ability to settle all liabilities experienced a slight decrease.
This was due to the increase in liabilities, which was larger
than the increase of assets and equity related to airport
expansion project financing and/or investments which
caused the Company to experience an increase in financial
ratios in 2013.
CAPITAL STruCTure
The capital structure policy implemented at Angkasa Pura
Airports always considers the components of risk and return.
The addition of debt will increase the Company’s risk, but
will increase the expected return. Therefore, the risk faced
by the Company is a factor affecting the decision on capital
structure.
Several efforts made by the Company to optimize capital
structure in 2013 is by acquiring additional debts to finance
the construction of development projects and other
investments. This caused the percentage of liabilities to total
capital to increase to 27.05% in 2013 from 20.37% in 2012. In
addition, the Company also added its share capital in 2013.
Therefore, the capital structure composition in 2013 was
27.05% liabilities and 72.95% equity.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
146 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN 2013PerSeNTASe TOTAL
MODAL | PERCENTAGE OF TOTAL CAPITAL
2012
PerSeNTASe TOTAL MODAL | PERCENTAGE OF TOTAL CAPITAL
DeSCrIPTION
Liabilitas Jangka
Panjang 1.300.197 10,02% 614.970 5,12% Long-Term Liability
ekuitas 9.469.664 72,95% 9.573.190 79,63% equity
Total Modal 12.981.809 100,00% 12.021.387 100,00% Total Capital
INveSTASI BArANg MODAL
Pada 2013, Perseroan melakukan beberapa investasi barang
modal sebagai berikut.
1. Program Investasi Pendukung Keselamatan
Penerbangan/Keamanan
a. Pekerjaan sebagian runway, termasuk paved
shoulder, di Bandara Ngurah Rai dengan nilai
Rp10,69 miliar dan prestasi fisik 100% (proyek
multiyears).
b. Overlay runway 10–28 di Bandara Juanda dengan
nilai Rp28 miliar dan prestasi fisik 100% (proyek
multiyears).
c. Pengadaan runway sweeper di Bandara Juanda
dengan nilai Rp3,20 miliar dan prestasi fisik 100%.
d. Overlay taxiway, delta, golf, hotel dan west paralel
di Bandara Sultan Hasanuddin dengan nilai
Rp23,30 miliar dan prestasi fisik 14,49%.
e. Overlay permukaan runway dan paved shoulder,
serta jasa laboratorium dan pengawasan di
Bandara Sepinggan dengan nilai Rp43,31 miliar
dan prestasi fisik 99,04%.
f. Lanjutan pembangunan drainase sisi barat dan sisi
timur runway di Bandara Sam Ratulangi dengan
nilai Rp4,77 miliar dan prestasi fisik 100%.
g. Pembuatan jalan akses dari apron ke fire stationdi
Bandara Adisutjipto dengan nilai Rp2,52 miliar dan
prestasi fisik 100%.
h. Perbaikan apron dengan fleksibel pavementdi
Bandara Ahmad Yani dengan nilai Rp3,15 miliar
dan prestasi fisik 100%.
i. Overlay sebagian runway(1600 m x 45 m) dan
overlay sebagian runway22 (600mx45m) di
Bandara Pattimura dengan nilai Rp14,16 miliar dan
prestasi fisik 100% (proyek multiyears).
INveSTMeNTS IN CAPITAL gOODS
In 2013, the Company made several investments in capital
goods, namely as follows:
1. Flight Safety/Security Support Investment Program
a. Work on part of the runway, including paved
shoulder, at Ngurah Rai Airport in the amount of
Rp10.69 billion and physical achievement of 100%
(multiyear project).
b. Overlay of runway 10–28 at Juanda Airport in the
amount of Rp28 billion and physical achievement
of 100% (multiyear project).
c. Procurement of runway sweeper at Juanda Airport
in the amount of Rp3,20 billion and physical
achievement of 100%.
d. Overlay of taxiway, delta, golf, hotel and west
parallel at Sultan Hasanuddin Airport in the amount
of Rp23/30 billion and physical achievement of
14.49%.
e. Overlay of runway surface and paved shoulder,
as well as laboratory and surveillance services
at Sepinggan Airport in the amount of Rp43.31
billion and physical achievement of 99.04%.
f. Continuation of drainage construction on the west
and east sides of runway at Sam Ratulangi Airport
in the amount of Rp4,77 billion and physical
achievement of 100%.
g. Construction of access road from apron to the
fire station at Adisutjipto Airport in the amount of
Rp2.52 billion and physical achievement of 100%.
h. The repair of apron using flexible pavement at
Ahmad Yani Airport in the amount of Rp3.15
billion and physical achievement of 100%.
i. Overlay of part of the runway (1600 m x 45 m) and
overlay of part of the runway22 (600 m x 45 m) at
Pattimura Airport in the amount of Rp14.16 billion
and physical achievement of 100% (multiyear
project).
147
j. Pengadaan mobil PKP-PK tipe I Combaine Agent
di Bandara Lombok (Praya) dan Bandara El Tari
dengan nilai masing-masing Rp14,94 miliar dan
prestasi fisik 100%.
2. Program Pelayanan
a. Renovasi Terminal Internasional menjadi Terminal
Domestik di Bandara Ngurah Rai dengan nilai
Rp271,68 miliar dan prestasi fisik 2,40% (proyek
multiyears).
b. Pembuatan gedung parkir motor di Bandara
Ngurah Rai dengan nilai Rp11 miliar dan prestasi
fisik 100%.
c. Pembuatan rapid exit taxiway (14.552,40 m2),
termasuk biaya studi design rapid exit taxiway
dan konsultan pengawasan, di Bandara Juanda
dengan nilai Rp20,15 miliar dan prestasi fisik
77,11% (proyek mutiyears).
d. Penggantian taxi guidance sign pada runway
dan taxiway lama di Bandara Sultan Hasanuddin
dengan nilai Rp3,89 miliar dan prestasi fisik 100%.
e. Bangunan penghubung hotel transit dan
tambahan luas area Terminal B di Bandara
Sepinggan dengan nilai Rp20,16 miliar dan
prestasi fisik 0%.
f. Penggantian atap dan plafond Terminal
Kedatangan dan Terminal Transit di Bandara Frans
Kaisiepo dengan nilai Rp2,26 miliar dan prestasi
fisik 100%.
g. Perluasan ruang check in dan ruang kedatangan
domestik dan internasional dengan nilai Rp6,62
miliar di Bandara Sam Ratulangi dan prestasi fisik
100%.
h. Pembenahan parkir utama di Bandara Adisutjipto
dengan nilai Rp5,05 miliar dan prestasi fisik 100%.
i. Pengadaan dan pemasangan genset 200 KVA di
Bandara Syamsuddin Noor dengan nilai Rp7,99
miliar dan prestasi fisik 100%.
j. Paket pekerjaan proyek BIL dengan nilai Rp 40
miliar dan prestasi fisik 100%.
k. Perluasan Terminal Domestik serta renovasi
terminal dan fasilitas penunjangnya, termasuk jasa
konsultan, di Bandara El Tari dengan nilai Rp 30
miliar dan prestasi fisik 54,71%.
j. Procurement of type I Combined Agent fire
engines at Lombok Airport (Praya) and El Tari
Airport in the amount of Rp14.94 billion each and
physical achievement of 100%.
2. Service Program
a. Renovation of International Terminal into Domestic
Terminal at Ngurah Rai Airport in the amount of
Rp271.68 billion and physical achievement of 2.40%
(multiyear project).
b. Construction of motorcycle park building at Ngurah
Rai Airport in the amount of Rp11 billion and physical
achievement of 100%.
c. Construction of rapid exit taxiway (14,552.40 m2),
including expenses for design study of rapid exit
taxiway and surveillance consultant, at Juanda
Airport in the amount of Rp20.15 billion and physical
achievement of 77.11% (multiyear project).
d. Replacement of taxi guidance sign on the old runway
and taxiway at Sultan Hasanuddin Airport in the
amount of Rp3.89 billion and physical achievement
of 100%.
e. Transit hotel connecting building and additional area
for Terminal B at Sepinggan Airport in the amount of
Rp20.16 billion and physical achievement of 0%.
f. Replacement of roof and ceiling at the Arrival and
Transit Terminals at Frans Kaisiepo Airport in the
amount of Rp2.26 billion and physical achievement
of 100%.
g. Expansion of check-in room as well as domestic
and international arrival room in the amount of
Rp6.62 billion at Sam Ratulangi Airport and physical
achievement of 100%.
h. Arrangement of the main parking lot at Adisutjipto
Airport in the amount of Rp5.05 billion and physical
achievement of 100%.
i. Procurement and installation of 200 KVA generator
set at Syamsuddin Noor Airport in the amount of
Rp7.99 billion and physical achievement of 100%.
j. Lombok International Airport project job package the
amount of Rp 40 billion and physical achievement of
100%.
k. Expansion of Domestic Terminal as well as renovation
of terminal and its supporting facilities, including
consultant service, at El Tari Airport in the amount of
Rp 30 billion and physical achievement of 54.71%.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
148 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
3. Program Citra Perusahaan
a. Pembentukan Anak Perusahaan dengan nilai
Rp400 miliar dan telah terealisasi Rp123,11 miliar.
b. Pembebasan lahan seluas 20 Ha di Bandara Sultan
Hasanuddin dengan nilai Rp145 miliar dan telah
terealisasi Rp652,73 juta.
c. Pembebasan lahan seluas 60 Ha di Bandara Sultan
Hasanuddin dengan nilai Rp145 miliar dan telah
terealisasi Rp43,87 miliar.
d. Pembelian aset tanah Pemda di Bandara
Syamsuddin Noor dengan nilai Rp40 miliar (proyek
multiyears).
4. Proyek Pengembangan Bandara
a. Proyek pengembangan Bandara Internasional
Ngurah Rai (PP-BIB)
• Paket I :Rp214,91miliar (kerjasamaoperasi)
dengan prestasi fisik 100%;
• PaketII:Rp341,30miliardenganprestasifisik
100%;
• PaketIII : Rp1,17triliundenganprestasifisik
100%; serta
• Penambahan dan penyempurnaan area
komersial:Rp118,8 miliar dengan prestasi fisik
100%.
b. Proyek pengembangan Bandara Internasional
Sepinggan (PP-BIS)
• Pekerjaan jasa konsultan manajemen
konstruksi dengan nilai kontrak sebesar
Rp14,24 miliar (kerja sama operasi);
• Paket I: rancang bangungedung dengan
nilai kontrak sebesar Rp129,68 miliar dengan
prestasi fisik 100%;
• Paket II: pekerjaan gedung terminal dan
fasilitas penunjangnya dengan nilai kontrak
sebesar Rp1,12 triliun (kerja sama operasi)
dengan prestasi fisik 85,15%;
• Paket III: pekerjaan infrastruktur dan fasilitas
penunjangnya dengan realisasi nilai kontrak
sebesar Rp252,94 miliar (kerja sama operasi)
dan prestasi fisik 95,76%;
• Paket IV: pekerjaan rancang bangun tower,
hanggar dan fasilitas lainnya denganrealisasi
nilai kontrak Rp89,40 miliar dan prestasi fisik
6,13%;
3. Corporate Image Program
a. Establishment of Subsidiaries in the amount of Rp400
billion, of which Rp123.11 billion has been realized.
b. Acquisition of land with the area size of 20 Ha at
Sultan Hasanuddin Airport in the amount of Rp145
billion, of which Rp652.73 million has been realized.
c. Acquisition of land with the area size of 60 Ha at
Sultan Hasanuddin Airport in the amount of Rp145
billion, of which Rp43.87 billion million has been
realized.
d. Purchase of land belonging to the Regional
Government’s assets at Syamsuddin Noor Airport in
the amount of Rp40 billion (multiyear project).
4. Airport Expansion Project
a. Ngurah Rai International Airport (Bali International
Airport) Expansion Project
• Package I: Rp214.91 billion (joint operation)
with the physical achievement of 100%;
• PackageII:Rp341.30billionwiththephysical
achievement of 100%;
• Package III: Rp1.17 trillion with the physical
achievement of 100%; and
• Addition and enhancement of commercial
area: Rp118.8 billion with the physical
achievement of 100%.
b. Sepinggan International Airport Expansion Project
• Construction management consultancy
service job contract in the amount of Rp14.24
billion (joint operation);
• Package I: design build contract in the
amount of Rp129.68 billion and physical
achievement of 100%;
• PackageII:workcontractforterminalbuilding
and its supporting facilities in the amount of
Rp1.12 trillion (joint operation) and physical
achievement of 85,15%;
• Package III: work on infrastructure and its
supporting facilities with contract realization
amounting to of Rp252.94 billion (joint
operation) and physical achievement of
95.76%;
• Package IV: design build contract for tower,
hangar, and other facilities with contract
realization amounting to Rp89.40 billion and
physical achievement of 6.13%;
149
• PaketV:pekerjaan rancangbangungedung
parkir dengan realisasi nilai kontrak Rp183,50
miliar dan prestasi fisik 55,05%.
• PaketIV:penambahanR2danR3sebanyak5
unit dengan realisasi nilai kontrak Rp21 miliar
dan prestasi fisik 100%.
c. Proyek pengembangan terminal selatan Bandara
Juanda (PP-BIJ)
• Pekerjaan rancang bangun terminal selatan
dan fasilitas penunjangnya untuk paket I
dengan nilai kontrak sebesar Rp388 miliar
dan prestasi fisik 100%, serta untuk paket
II dengan nilai kontrak Rp374,28 miliar dan
prestasi fisik 47,7%;
• Jasa konstruksi manajemen konstruksi
dengan nilai kontrak sebesar Rp3,8 miliar
(kerja sama operasi).
d. Proyek pengembangan terminal Bandara
Adisutjipto dengan realisasi nilai kontrak untuk
jasa konsultanrencana teknis terinci (RTT) sebesar
Rp 794,6 juta.
e. Proyek pengembangan Bandara Ahmad
Yani dengan realisasi nilai kontrak untuk jasa
konsultanRTT sebesar Rp4,19 miliar.
f. Proyek pengembangan Bandara Syamsudin Noor
dengan realisasi nilai kontrak untuk jasa konsultan
RTT pekerjaan renovasi terminal dan perluasan
parkir kendaraan sebesar Rp287,4 juta.
IKATAN MATerIAL uNTuK INveSTASI BArANg MODAL
Angkasa Pura Airports telah mendapatkan fasilitas kredit
dari Bank Mandiri sesuai Perjanjian Transaksi Khusus Nomor:
CRO.KP/233/PTK/13, Akta Nomor 1341 tanggal 26 Juli 2013
oleh Notaris Julius Purnawan, SH, MSi sebesar Rp4.400 miliar.
Pihak Perseroan, sesuai dengan Surat Nomor: AP.I.4757/
KU.24/2013/PD-B tanggal 23 Juli 2013, telah meminta
kepada Bank Mandiri untuk melakukan pengalihan sebagian
porsi pembiayaan (sell down) atas Fasilitas Kredit kepada BNI
dan BRI.
Berdasarkan Akta Nomor: 370 dan 371 oleh Notaris Julius
Purnawan, SH, MSi tanggal 18 September 2013, maka Bank
• Package V: design build contract for park
building with contract realization amounting
to Rp183.50 billion and physical achievement
of 55.05%.
• Package IV:additionof5unitsofR2andR3
with contract realization amounting to Rp21
billion and physical achievement of 100%.
c. Juanda Airport (Juanda International Airport)’s
south terminal expansion project
• Design build contract for south terminal
and its supporting facilities, for package
I with contract amount of Rp388 billion
and physical achievement of 100%, and for
package II with contract amount of Rp374.28
billion and physical achievement of 47.7%;
• Construction management service with
contract amount of Rp3.8 billion (joint
operation).
d. Adisutjipto Airport terminal expansion project with
contract realization amount for detailed technical
plan consultant service of Rp 794.6 million.
e. Ahmad Yani Airport expansion project with
contract realization amount for detailed technical
plan consultant service of Rp4.19 billion.
f. Syamsudin Noor Airport expansion project with
contract realization amount for detailed technical
plan consultant service for the renovation of
terminal and expansion of vehicle parking lot of
Rp287.4 million.
MATerIAL BOND fOr INveSTMeNTS IN CAPITAL gOODS
Angkasa Pura Airports has obtained credit facility from Bank
Mandiri pursuant to Special Transaction Agreement Number:
CRO.KP/233/PTK/13, Deed Number 1341 dated July 26,
2013 passed before Notary Julius Purnawan, SH, MSi in the
amount of Rp4,400,000,000. The Company’s management, in
accordance with Letter Number: AP.I.4757/KU.24/2013/PD-B
dated July 23, 2013, has requested Bank Mandiri to assign a
portion of financing (sell down) of the Credit Facility to BNI
and BRI.
Pursuant to Deed Number: 370 and 371 passed before
Notary Julius Purnawan, SH, MSi dated September 18, 2013,
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
150 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Mandiri, BNI, BRI dan Perseroan telah menandatangani Akta
Pengalihan Porsi Pembiayaan yang menyatakan bahwa
berdasarkan akta tersebut, Bank Mandiri mengalihkan
sebagianporsi pembiayaannya kepada BNI senilai Rp1.000
miliar dan BRI senilai Rp1.000 miliar.
Sehubungan dengan hal tersebut, maka Bank Mandiri, BNI,
BRI, dan Perseroan sepakat dan setuju membuat Perjanjian
Pembiayaan Bersama berdasarkan Akta Nomor: 372
oleh Notaris Julius Purnawan, SH, MSi dengan syarat dan
ketentuan limit kredit sebesar Rp4.400 miliar.
Sifat dan Tujuan
Fasilitas kredit bersifat non revolving dan digunakan sebagai
corporate financing untuk pembiayaan dan/atau pembiayaan
kembali proyek pengembangan bandara dan/ atau investasi.
Jangka Waktu
Jangka waktu fasilitas terhitung 7 tahun sejak tanggal
penandatanganan Perjanjian Kredit Bank Mandiri, yaitu
tanggal 26 Juli 2013 sampai dengan tanggal 25 Juli 2020,
termasuk masa grace period dan masa penarikan kredit
selama 2 tahun sejak tanggal penandatanganan kredit
tanggal 26 Juli 2013 sampai dengan 25 Juli 2015.
Bunga
Bunga dihitung hari demi hari secara efektif berdasarkan
Deposit Insurance Rate dalam Rupiah untuk bank komersial
yang ditetapkan 2 hari kerja sebelum periode suku bunga
bulan berikutnya dari Lembaga Penjamin Simpanan dan
ditambah margin sebesar 2,45%.
Agunan Kredit
Fasilitas kredit dijamin dengan seluruh aset/harta kekayaan
Perseroan, baik berupa barang bergerak maupun barang
tidak bergerak, baik yang telah ada maupun yang
dikemudian hari.
Selama seluruh hutang yang timbul dan wajib dibayar oleh
Perseroan berdasarkan perjanjian tersebut belum dinyatakan
lunas, maka Perseroan tidak boleh melakukan hal-hal sebagai
berikut.
• Menjadi penjamin terhadap pihak ketiga, kecuali dalam
transaksi usaha Perseroan sehari-hari.
• Memperoleh kredit baru/pinjaman dari lembaga
Bank Mandiri, BNI, BRI, and the Company have executed
Deed of Assignment of a Portion of Financing which states
that pursuant to the deed, Bank Mandiri assigned a portion
of its financing to BNI in the amount of Rp1,000,000,000 and
to BRI in the amount of Rp1,000,000,000.
In connection with this, Bank Mandiri, BNI, BRI, and the
Company have agreed to enter into the Joint Financing
Agreement pursuant to Deed Number: 372 passed before
Notary Julius Purnawan, SH, MSi with credit limit requirement
and terms of Rp4,400,000,000.
Characteristic and Objective
The credit facility is non-revolving in nature and used as
corporate financing for the financing and/or refinancing of
airport expansion project and/or investments.
Term
The term of the facility is 7 years effective from the date of
execution of Bank Mandiri’s Credit Agreement, namely on
July 26, 2013 until July 25, 2020, inclusive of grace period and
credit withdrawal period of 2 years since credit execution
date, namely from July 26, 2013 until July 25, 2015.
Interest
Interest is calculated on daily basis effectively based on the
Deposit Insurance Rate in Rupiah for commercial banks,
which is stipulated 2 business days before the interest rate
for the subsequent monthly interest period from the Deposit
Insurance Company and added by 2.45%.
Credit Collateral
The credit facility is guaranteed with all of the Company’s
assets/property, either in the form of movable or non-
movable goods, and either existing or future assets/ property.
As long as all debts which have been incurred and must be
paid by the Company under the agreement have not been
declared as fully settled, the Company is not allowed to
perform the followings:
• Acting as guarantor for a third party, except in the course
of the Company’s day-to-day business transactions.
• Obtaining new credit/loans from a financial institution
151
keuangan atau pihak ketiga lainnya, kecuali pinjaman
dari Pemegang Saham,utang usaha dalam kaitannya
dengan operasional proyek atau kegiatan usaha sehar-
hari, pinjaman dalam bentuk obligasi atau bentuk surat
hutang lainnya.
• Menjaminkan harta kekayaan/aset yang telah ada
maupun yang akan ada di kemudian hari kepada pihak
ketiga.
• Mengalihkan atau menyerahkan kepada pihak lain
sebagian atau seluruhnya atas hak dan kewajiban yang
timbul berkaitan dengan fasilitas kredit.
• Memberikan kredit kepada pihak manapun, termasuk
tetapi tidak terbatas kepada Pemegang Saham, kecuali
pemberian pinjaman kepada pegawai dan/atau untuk
kegiatan usaha yang normal, termasuk kepada Entitas
Anak.
INfOrMASI MATerIAL MeNgeNAI INveSTASI, eKSPAN-
SI, DIveSTASI, reSTruKTurISASI uTANg DAN MODAL
INveSTASI
Pada 2013, Perseroan melakukan investasi dalam jangka
pendek dalam bentuk obligasi (tersedia untuk dijual)
dengan nilai tercatat sebesar Rp11,75 miliar dan penyertaan
reksadana dengan nilai tercatat sebesar Rp10,00 miliar.
eKSPANSI
Pada 2013, Angkasa Pura Airports telah melakukan ekspansi
melalui pendirian SBU Komersial di Bali yang bergerak dalam
bidang pengelolaan area komersial di Bandara I Gusti Ngurah
Rai - Bali berdasarkan Keputusan Direksi Nomor: KEP.02/
OM.01.01/2013 tanggal 4 Januari 2013.
DIveSTASI
Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012
tentang Perusahaan Umum Lembaga Penyelenggara
Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), maka
jasa pelayanan penerbangan tidak dikelola oleh Perseroan
sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Sehubungan
dengan PP tersebut, maka Perseroan melepaskan Makassar
Air Traffic Service Centre (MATSC) yang merupakan Kantor
Cabang Pusat Pengendali Lalu Lintas Penerbangan Makassar
or other third parties, except loans from Shareholders,
accounts payable related to project operations or day-
to-day business activities, loans in the form of bonds or
other forms of debentures.
• Using as security its existing or future properties/ assets
to a third party.
• Assigning or transferring to other party some or all
of the rights and obligations emerging related to the
credit facility.
• Extending credit to any party, including but not limited
to Shareholders, except granting loans to employees
and/or for the normal course of business, including
loans to subsidiaries.
MATerIAL INfOrMATION ON INveSTMeNT, eXPANSION,
DIveSTMeNT, DeBT AND CAPITAL reSTruCTurINg
INveSTMeNT
In 2013, the Company made short-term investment in the
form of bonds (available for sale) with a recorded amount
of Rp11.75 billion and mutual fund participation with a
recorded amount of Rp10.00 billion.
eXPANSION
In 2013, Angkasa Pura Airports has made expansion through
the establishment of Commercial SBU in Bali which is active in
the field of commercial area management at I Gusti Ngurah
Rai Airport (Bali) pursuant to Decision of the Board of Directors
Number: KEP.02/OM.01.01/2013 dated January 4, 2013.
DIveSTMeNT
Pursuant to Government Regulation Number 77 Year 2012
concerning LPPNPI Public Company (the Indonesian Air
Navigation Service Provider Institution), since January 16,
2013 at 22.00 Western Indonesian Time, air traffic services are
not managed by the Company. Related to this Government
Regulation, the Company released the Makassar Air
Traffic Service Center (MATSC), which is the Branch Office
of Makassar Air Traffic Control Center, and assigned its
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
152 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dan melakukan pengalihan aset tetap kenavigasian kepada
Perum LPPNPI sebagai berikut.
• Aset tetap kenavigasian yang telah dijadikan PMN
pada Perseroan diserahkan kembali sebesar nilai
bukunya, yaitu Rp270,83 miliar, sesuai dengan surat
Perseroan Nomor: AP.1.6724/PL.07/2013/PD-B tanggal
28 November 2013 perihal Revisi Usulan Pengalihan
Aset Tetap Kenavigasian Kepada Perum LPPNPI dan
berdasarkan Berita Acara Perubahan Nilai Aset yang
Diserahterimakan Nomor: BA. 656/KU.21/2013/PD-B
tanggal 30 Desember 2013.
• BPYBDS berupa aset tetap kenavigasian yang
diserahkan kembali kepada Pemerintah adalah sebesar
nilai perolehan Rp731,28 miliar dengan akumulasi
penyusutan sebesar Rp408,39 miliar, yang terdiri dari
Bandara Juanda (Surabaya) sebesar Rp69,31 miliar sesuai
Berita Acara Nomor: 75/OP.01.06/2013/PD, Bandara
Hasanuddin (Makassar) sebesar Rp26,01 miliar sesuai
Berita Acara Nomor: 76/OP.01.06/2013/PD, Bandara Adi
Sutjipto (Yogyakarta) sebesar Rp0,02 miliar berdasarkan
hasil review BPKP LR-126/PW09/4/2013, dan MATSC
(Makassar) sebesar Rp 635,95 miliar berdasarkan Berita
Acara Nomor: 166/PL.07/2013/PD.
Perseroan juga telah melepaskan seluruh kepemilikan saham
PT Garuda Indonesia Airlines Tbk sejumlah 248.496.000
lembar saham pada harga penjualan Rp525 per lembar.
Hal tersebut dinyatakan dalam Laporan Hasil Penjualan
melalui surat Nomor: 079/NL/BS/-IB/11/2013 dari PT Bahana
Securities selaku placement agent atas penjualan saham
tersebut.
reSTruKTurISASI uTANg
Pada 2013, Perseroan tidak melakukan restrukturisasi utang.
reSTruKTurISASI MODAL
Pada 2013, Perseroan melakukan restrukturisasi modal
melalui penambahan modal ditempatkan dan disetor
menjadi 3.488.245 lembar saham dari 3.188.245 lembar
saham di tahun 2012.
navigation fixed assets to LPPNPI Public Company, namely
as follows:
• Navigation fixed assets which have become State Capital
Participation in the Company were returned in the
amount equal to the book value, namely Rp270.83 billion,
pursuant to Company’s Letter Number: AP.1.6724/PL.07/
2013/PD-B dated November 28, 2013 concerning Revision
to Proposal for Assignment of Navigation Fixed Assets to
LPPNPI Public Company and pursuant to Official Report of
Adjustment to the Value of Transferred Assets Number: BA.
656/KU.21/2013/PD-B dated December 30, 2013.
• The amount of BPYBDS in the form of navigation fixed
assets which were returned to the Government was equal
to the acquisition cost of Rp731.28 billion with accumulated
depreciation of Rp408.39 billion, consisting of Juanda Airport
(Surabaya) in the amount of Rp69.31 billion pursuant to
Official Report Number: 75/OP.01.06/ 2013/PD, Hasanuddin
Airport (Makassar) in the amount of Rp26.01 billion
pursuant to Official Report Number: 76/ OP.01.06/2013/PD,
Adi Sutjipto Airport (Yogyakarta) in the amount of Rp0.02
billion based on the Finance and Development Supervisory
Agency’s review result No. LR-126/PW09/4/2013, and
MATSC (Makassar) in the amount of Rp 635.95 billion based
on Official Report Number: 166/PL.07/2013/PD.
The Company has also released all ownership in the shares of
PT Garuda Indonesia Airlines Tbk with a total of 248,496,000
shares at selling price of Rp525 per share. This is stated in
the Sales Result Report through letter Number: 079/NL/
BS/-IB/11/2013 from PT Bahana Securities as the placement
agent of the sale of shares.
DeBT reSTruCTurINg
In 2013, the Company did not perform any debt restructuring.
CAPITAL reSTruCTurINg
In 2013, the Company performed capital restructuring by
increasing its issued and paid-up capital to 3,488,245 shares
from 3,188,245 shares in 2012.
153
INfOrMASI DAN fAKTA MATerIAL yANg TerJADI
SeTeLAH TANggAL LAPOrAN AKuNTAN
a. Pada 2 Januari 2014 telah diterima pembayaran
pinjaman pokok tahap 4 dari PT Garuda Indonesia, Tbk
sebesar Rp11.548.623.
b. Pada 14 Februari 2014 telah dioperasikan Terminal 2
Bandara Juanda (Surabaya).
c. Pada 19 Februari 2014 telah dilakukan Rekonsiliasi
Pendapatan dan Biaya Operasional antara Perum
Lembaga Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia (Perum LPPNPI) yang telah
dibukukan sebagai Piutang dan Utang oleh Perseroan
untuk masa 16 Januari sampai dengan 31 Desember
2013 dengan nilai bersih piutang PT Angkasa Pura I
(Persero) kepada Perum LPPNPI sebesar Rp46.160.193
yang terdiri atas:
• Jumlahpiutang Perseroan kepada Perum LPPNPI
sebesar Rp298.858.713; dan
• Jumlah utang Perseroan kepada Perum LPPNP
sebesar Rp252.698.519.
d. Berdasarkan Peraturan Pemerintah No. 8 Tahun 2014
tanggal 12 Februari 2014 tentang Penambahan
Penyertaan Modal Negara Republik Indonesia Ke Dalam
Modal Saham Perusahaan, telah diambil keputusan
bahwa Pemerintah Republik Indonesia melakukan
penambahan penyetoran modal ke dalam modal
saham Perseroan dengan nilai sebesar Rp2.926.166.059
yang berasal dari BPYBDS.
e. Pada 22 Maret 2014 telah dioperasikan Bandara
Sepinggan (Balikpapan).
f. Pada 7 April 2014 telah dioperasikan Bandara Selaparang
(Mataram, Lombok). Selain itu, juga telah dilakukan
pengangkatan Dewan Komisaris baru berdasarkan
Surat Keputusan Menteri Negara BUMN selaku RUPS
PT Angkasa Pura I (Persero) Nomor: SK-75/MBU/2014
tentang Pemberhentian dan Pengangkatan Dewan
Komisaris PT Angkasa Pura I (Persero). Adapun Dewan
Komisaris yang baru diangkat tersebut adalah Bapak
Boy Syahril Qamar, Ibu Anandy Wati, dan Bapak Dwi Ary
Purnomo.
MATerIAL INfOrMATION AND fACTS SuBSeQueNT TO
THe DATe Of ACCOuNTANT’S rePOrT
a. On January 2, 2014 has received payment 4 principal
stages of PT Garuda Indonesia Tbk by Rp11.548.623.
b. On February 14, 2014 has been operated Terminal 2
Juanda Airport (Surabaya).
c. On February 19, 2014 has been done Reconciliation
Revenues and Operating Costs between Perum
Organizers Institute of Navigation Services Flight of
Indonesia (Perum LPPNPI) which has recorded as
receivables and debts by the Company for the period
January 16 to December 312013 with a net value of
receivables PT Angkasa Pura I(Persero) to the Housing
LPPNPI for Rp46.160.193consisting of:
• The number of accounts of the Company for
Housing LPPNPI by Rp298.858.713; and
• ThenumberoftheCompany’sdebttotheHousing
LPPNP by Rp252.698.519.
d. Based on Government Regulation no. 8 In 2014 dated
February 12, 2014 on Addition Investment of the
Republic Indonesia Into Capital Stock Company, has
taken the decision that the Government of the Republic
of Indonesia to increase the capital of the capital
Company shares with a value of Rp2.926.166.059derived
from BPYBDS.
e. On March 22, 2014 has been operated airport A bowl
(Balikpapan).
f. On 7 April 2014 has operated Selaparang(Mataram,
Lombok). Moreover, it also has done appointment of a
new Board of Commissioners by Decree of the Minister
of State Owned Enterprises as AGM PT Angkasa Pura I
(Persero) Number: SK-75/MBU/2014 Termination and
Appointment of Board Commissioner of PT Angkasa
Pura I (Persero). The Board The newly appointed
commissioner is Mr. Boy Syahril Qamar, Ms Wati Anandy,
and Mr. Dwi Ary Purnomo.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
154 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN Satuan 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION
1 2 3 4 5=3/4
Pelayanan Jasa Pendaratan,
Penempatan dan Penyimpanan
Pesawat Udara (PJP4U)
Ton 21.501.973 20.895.186 102,90%
Aircraft Landing,
Parking, and Storage
Services (PJP4U)
Domestik Ton 17.245.687 16.780.972 102,77% Domestic
Internasional Ton 4.256.286 4.114.214 103,45% International
Pencapaian Target Produksi Aeronautika 2013 Achievement of Aeronautics Production Target in 2013
PeNCAPAIAN TArgeT 2013
Kinerja Angkasa Pura Airports pada 2013 menunjukkan
variasi pencapaian. Hal tersebut dapat dilihat dari pencapaian
target yang telah ditetapkan sebagai berikut.
• Pencapaian target produksi aeronautika menunjukkan
pencapaian PJP4U berada di atas target. Sedangkan,
PJP2U, pemakaian aviobridge, serta pemakaian counter
dan conveyor berada di bawah target yang khususnya
disebabkan pengurangan jumlah penerbangan akibat
tidak beroperasinya maskapai Batavia Air mulai 1
Februari 2013.
• Pencapaian target produksi non aeronautika
menunjukkan pencapaian sewa-sewa, pemakaian air,
telepon dan tempat reklame, serta pemakaian ruang
tunggu di bawah target yang disebabkan tertundanya
penyelesaian proyek pengembangan bandara. Namun
demikian, produksi lainnya menunjukkan pencapaian
di atas target yang ditetapkan.
• Dari sisi neraca, pencapaian total aset, total liabilitas
dan ekuitas berada di bawah target. Hal ini disebabkan
tertundanya penyelesaian proyek pengembangan
bandara dari waktu yang telah ditetapkan.
• Dari sisi laba rugi, pendapatan operasional berada di
bawah target yang juga secara khusus disebabkan
penyelesaian proyek pengembangan bandara yang
tidak tepat waktu. Namun demikian, Perseroan berhasil
menekan beban operasional di bawah target sesuai
dengan strategi Reasonable Cost dan meningkatkan
pendapatan non operasional sehingga menghasilkan
pencapaian laba operasional, laba sebelum taksiran
pajak penghasilan dan laba bersih tahun berjalan di
atas target.
ACHIeveMeNT Of THe 2013 TArgeT
Angkasa Pura Airports’ performance in 2013 showed a varied
performance. This can be seen on the achievement of the
stipulated targets as follows:
• Achievement of aeronautics production target showed
that achievement for PJP4U was above the target.
Meanwhile, achievement for PJP2U, use of aviobridge,
and use of counters and conveyors was below the
target, which was particularly due to the reduction of
number of flights because the Batavia Air ceased its
operations since February 1, 2013.
• Achievement of non-aeronautics production target
showed that achievement of rents, utilization of water,
telephone, and advertisement space, as well as the
use of lounge, was below the target, which was due
to the delay in airport expansion project completion.
Nevertheless, other productions showed achievement
above the stipulated target.
• In terms of total assets, total liquidity and equity were
below the target. This was due to the delay in airport
expansion project completion from the stipulated
timeframe.
• In terms of profit and loss, operating revenues were
below the target, which was also particularly due to
the delay in airport expansion project completion.
Nevertheless, the Company succeeded in reducing
operating expenses to below the target in accordance
with the Reasonable Cost strategy and increasing
non-operating revenues, in order to generate the
achievement of operating income, income before tax,
and net income for the current year of above the target.
155
Pencapaian Target Produksi Non Aeronautika 2013
urAIAN Satuan 2013 rKAP 2013PeNCAPAIAN ACHIEVEMENT DeSCrIPTION
1 2 3 4 5=3/4
Sewa-sewa rents
Sewa Ruang M2 x Bulan 1.077.346 1.254.961 85,85% Rent on Space
Sewa Tanah M2 x Bulan 6.761.252 7.494.582 90,22% Rent on Land
Sewa Gedung* M2 704 - NA Rent on Buildings*
Jasa Penyewaan Kendaraan*
Volume 392 468 83,76% Vehicle Rental Service*
Pemakaian Listrik ,Telepon, Air, reklame, Parkir, dan Anjungan
utilization of Telephone, electricity, Water, Parking Lot, an Platform
Listrik KWh 54.997.371 37.495.445 146,68% Electricity
Achievement of Non-Aeronautics Production Target in 2013
urAIAN Satuan 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION
1 2 3 4 5=3/4
Pelayanan Jasa Penumpang
Pesawat Udara (PJP2U)Pax 32.104.877 32.474.405 98,86%
Air Passenger Services
(PJP2U)
Domestik Pax 27.221.733 27.738.718 98,14% Domestic
Internasional Pax 4.883.144 4.735.688 103,11% International
Pelayanan Jasa Penerbangan
(PJP)Route 13.886.925 14.126.141 98,30% PJP
Domestik Route 5.041.299 4.842.615 104,10% Domestic
International Route 2.723.949 3.069.288 88,74% International
Penerbangan Lintas Route 6.121.677 6.214.238 98,51% Use of Aviobridge
Pemakaian Aviobridge Ton 17.316.816 18.176.646 95,26% Use of Counter
Domestik Ton 10.206.736 11.097.299 91,97% Domestic
Internasional Ton 7.110.080 7.079.346 100,43% International
Pemakaian Counter Pax 32.055.790 32.378.994 99%
Domestik Pax 27.253.407 27.738.716 98,25% Domestic
Internasional Pax 4.802.383 4.640.278 103,89% International
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
156 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN Satuan 2013 rKAP 2013PeNCAPAIAN ACHIEVEMENT DeSCrIPTION
1 2 3 4 5=3/4
TeleponPesawat Telepon x Bulan
23.999 28.771 83,41% Telephone
Air M3 327.034 376.652 86,83% Water
Reklame M2 x Bulan 169.400 209.701 80,78% Advertisement
Parkir Kendaraan Vehicle Parking
Parkir Mobil Lembar 22.864.848 21.885.708 104,47% Car Park
Parkir Motor Lembar 7.884.631 7.858.341 100,33% Motorcycle Park
Anjungan (Peron) Lembar 397.319 341.653 116,29% Platform
Pemakaian ruang Tunggu (CIP Lounge) Pax 1.063.698
1.184.815 89,78% use of Lounge
KonsesiOmzet/ ribuan
rp 3.251.194.578
2.966.883.786 109,58% Concession
Terminal Kargo Warehousing
Incoming Kg 109.315.798 83.321.157 131,20% Incoming
Domestik Kg 89.689.660 59.174.128 151,57% Domestic
Internasional Kg 19.626.138 24.147.029 81,28% International
Outgoing Kg 121.768.912 117.810.204 103,36% Outgoing
Domestik Kg 79.006.194 69.201.857 114,17% Domestic
Internasional Kg 42.762.719 48.608.346 87,97% International
Jasa regulated Agent* Kg 40.077.266 102.991.411 38,91% Agency Services*
Perdagangan* unit 4.108 63 6520,63% Trading*
Jasa Perencanaan dan Pelaksanaan* Proyek 3 - NA
Planning and Implementation
Services*
Kamar dan Layanan Hotel* Hotel room and Service*
Kamar Kamar 15.494 113.903 13,60% Room
Makanan dan Minuman Pax 6.963 33.241 20,95% Food and Beverages
Binatu Buah 1.307 - NA Laundry
*merupakan kinerja produksi Anak Perusahaan *falls under the performance of Subsidiaries
157
Pencapaian Target Keuangan 2013Achievement of financial Target in 2013 (jutaRupiah)| (million Rupiah)
PrOyeKSI TAHuN SeLANJuTNyA
Untuk mendukung pencapaian Rencana Jangka
Panjang Perseroan, maka ditetapkan target usaha tahun
selanjutnyadalam Rencana Kerja dan Anggaran Perusahaan
(RKAP) 2014 berdasarkan risalah RUPS tanggal 24 Desember
2013 tentang persetujuan RKAP dan RKA PKBL tahun 2014.
urAIAN 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION
1 2 3 4=3/4
Pendapatan Operasional 3.063.906 3.377.418 90,72% Operating Revenues
Beban Operasional 2.370.808 2.826.952 83,86% Operating Expenses
Laba Operasional 693.098 550.466 125,91% Operating Income
Pendapatan dan (Beban) Non
Operasional 126.445 (55.822) 226,51%
Non-Operating
Revenues and Expenses
Laba Sebelum Taksiran Pajak
Penghasilan 819.543 494.644 165,68% Income Before Tax
Pajak Penghasilan 174.375 - NA Income Tax
Laba Bersih Tahun Berjalan 645.169 494.644 130,43%Net Income for the
Current Year
Aset 12.981.809 14.055.219 92,36% Assets
Aset Lancar 1.749.277 1.239.763 141,10% Current Assets
Aset Tidak Lancar 11.232.532 12.815.456 87,65% Non-Current Assets
Liabilitas 3.512.145 4.323.045 81,24% Liabilitas
Liabilitas Jangka Pendek 2.211.948 1.200.351 184,28% Short-Term Liabilities
Liabilitas Jangka Panjang 1.300.197 3.122.694 41,64% Long-Term Liabilities
ekuitas 9.469.664 9.732.174 97,30% equity
urAIAN SATuAN | UNIT rKAP 2014 2013DeSCrIPTION
1 2 3 4
Pelayanan Jasa Pendaratan,
Penempatan dan Penyimpanan
Pesawat udara (PJP4u)
Ton 22.840.932 21.501.973 Aircraft Landing, Parking,
and Storage Services
(PJP4u)
Domestik Ton 18.601.218 17.245.687 Domestic
Target Produksi Aeronautika 2014
PrOJeCTION fOr THe SuBSeQueNT yeAr
To support the achievement of the Company Long-Term
Plan, the business target in the subsequent year was
stipulated in the Company Work Plan and Budget for 2014
based on directive from Shareholders through letter Number:
S-17/Wk.MBU/2013 dated October 30, 2013 concerning
Shareholder Aspiration for the Preparation of Company Work
Plan and Budget for 2014, which is elaborated as follows:
Aeronautics Production Target in 2014
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
158 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN SATuAN | UNIT rKAP 2014 2013DeSCrIPTION
1 2 3 4
Sewa-sewa rents
Sewa Ruang M2 x Bulan 1.356.556 1.077.346 Rent on Space
Sewa Tanah M2 x Bulan 7.231.349 6.761.252 Rent on Land
Sewa Gedung* M2 5.175 704 Rent on Buildings*
Jasa Penyewaan Kendaraan* Volume 535 392 Vehicle Rental Service*
Pemakaian Listrik ,Telepon, Air, reklame, Parkir, dan Anjungan
utilization of Telephone, electricity, Water, Parking Lot, and Platform
Listrik KWh 39.590.882 54.997.371 Electricity
Telepon Pesawat Telepon x
Bulan
47.198 23.999 Telephone
Air M3 346.492 327.034 Water
Reklame M2 x Bulan 185.702 169.400 Advertisement
Parkir Kendaraan Vehicle Parking Lot
Parkir Mobil Lembar 20.517.587 22.864.848 Car Park
Target Produksi Non Aeronautika 2014 Non-Aeronautics Production Target in 2014
urAIAN SATuAN | UNIT rKAP 2014 2013DeSCrIPTION
1 2 3 4
Internasional Ton 4.239.714 4.256.286 International
Pelayanan Jasa Penumpang
Pesawat udara (PJP2u)
Pax 35.790.883 32.104.877 Aircraft Passenger Services
(PJP2u)
Domestik Pax 30.839.170 27.221.733 Domestic
Internasional Pax 4.951.714 4.883.144 International
Pemakaian Aviobridge Ton 24.491.323 17.316.816 use of Aviobridge
Domestik Ton 17.914.176 10.206.736 Domestic
Internasional Ton 6.577.147 7.110.080 International
Pemakaian Counter Pax 35.698.454 32.055.790 use of Counter
Domestik Pax 30.839.135 27.253.407 Domestic
Internasional Pax 4.859.319 4.802.383 International
Baggage Handling System Kg 5.256.518 - Baggage Handling System
Domestik Kg 3.466.272 - Domestic
Internasional Kg 1.790.246 - International
159
urAIAN SATuAN | UNIT rKAP 2014 2013DeSCrIPTION
1 2 3 4
Parkir Motor Lembar 6.645.701 7.884.631 Motorcycle Park
Anjungan (Peron) Lembar 346.374 397.319 Platform
Pemakaian ruang Tunggu (CIP Lounge)
Pax 1.784.251 1.063.698 use of Lounge
Konsesi Omzet/ ribuan rp
3.170.133.323 3.251.194.578 Concession
Terminal Kargo Cargo Terminal
Incoming Kg 110.740.379 109.315.798 Incoming
Domestik Kg 87.227.273 89.689.660 Domestic
Internasional Kg 23.513.105 19.626.138 International
Outgoing Kg 131.470.804 121.768.912 Outgoing
Domestik Kg 86.209.890 79.006.194 Domestic
Internasional Kg 45.260.915 42.762.719 International
Jasa Agen* Kg 118.975.898 40.077.266 Agency Services*
Perdagangan* unit 49 4.108 Trading*
Jasa Perencanaan dan
Pelaksanaan*
Proyek 12 3 Planning and Implementation Services*
Kamar dan Layanan Hotel* Hotel room and Services*
Kamar Kamar 90.462 15.494 Room
Makanan dan Minuman Pax 9.804 6.963 Food and Beverages
Binatu Buah 512 1.307 Laundry
*merupakan kinerja produksi Anak Perusahaan *falls under the performance of Subsidiaries
Beberapa asumsi yang menyertai target produksi 2014
adalah
• Adanya penambahan frekuensi penerbangan;
• Adanya pertumbuhan penumpang; dan
• Adanya pertumbuhan kargo.
urAIAN rKAP 2014 2013DeSCrIPTION
1 3 4
Pendapatan Operasional 5.144.970 3.063.906 Operating Revenues
Beban Operasional 4.249.963 2.370.808 Operating Expenses
Laba Operasional 895.006 693.098 Operating Income
Target Keuangan 2014financial Target in 2014
(jutaRupiah)|(million Rupiah)
Several assumptions accompanying the production target in
2014 are:
• Additionofflightfrequencies;
• Passengergrowth;and
• Cargogrowth.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
160 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN rKAP 2014 2013DeSCrIPTION
1 3 4
Pendapatan dan (Beban) Non
Operasional
(134.082) 126.445 Non-Operating Revenues and (Expenses)
Laba Sebelum Taksiran Pajak
Penghasilan
760.924 819.543 Income Before Tax
Aset 17.338.362 12.981.809 Assets
Aset Lancar 1.906.877 1.749.277 Current Assets
Aset Tidak Lancar 15.431.485 11.232.532 Non-Current Assets
Liabilitas 7.077.574 3.512.145 Liabilitas
Liabilitas Jangka Pendek 1.464.989 2.211.948 Short-Term Liabilities
Liabilitas Jangka Panjang 5.612.585 1.300.197 Long-Term Liabilities
ekuitas 10.260.788 9.469.664 equity
Beberapa asumsi yang menyertai target keuangan 2014
adalah
• Pertumbuhan ekonomi sebesar 6%;
• Tingkat inflasi sebesar 5,5%;
• Nilai tukar Rupiah terhadap USD sebesar Rp10.500/USD;
• Tingkat suku bunga Surat Perbendaharaan Negara
(SPN) 3 bulanan sebesar 5,5%.
KeBIJAKAN DIvIDeN
Perseroan senantiasa melakukan pembayaran dividen setiap
tahun berdasarkan keputusan Rapat Umum Pemegang
Saham (RUPS). Pembayaran dividen dilakukan paling lambat
1 bulan setelah RUPS dalam Rapat Pertanggungjawaban
Manajemen tahun berjalan.
Pada 2014, Angkasa Pura Airports melakukan pembayaran
dividen untuk periode tahun buku 2013 sebesar
Rp193.436.821.000 berdasarkan risalah RUPS Nomor:
AP.I.1348/KU.01.04/2014 tanggal 24 Maret 2014. Sedangkan,
pada 2013 dilakukan pembayaran dividen untuk periode
tahun buku 2012 sebesar Rp231.785.069.621 berdasarkan
risalah Nomor:AP.I.1348/KU.01.04/2013.
Several assumptions accompanying the financial in 2014 are:
• Economicgrowthof6%;
• Inflationrateof5.5%;
• RupiahtoUSDexchangerateofRp10,500/USD;
• 3-monthTreasuryNotes’interestrateof5.5%.
DIvIDeND POLICy
The Company always pays dividend each year based on
decision of the General Shareholders Meeting (GSM).
Dividend payment is made no later than 1 month after the
GSM in the Management’s Accountability Meeting for the
current year.
In 2014, Angkasa Pura Airports paid dividend for the period of
fiscal year 2013 in the amount of Rp193,436,821,000 pursuant
to minutes of GSM Number: AP.I.1348/KU.01.04/2014 dated
March 24, 2014. Meanwhile, in 2013, dividend payment was
made for the period of fiscal year 2012 in the amount of
Rp231,785,069,621 pursuant to minutes Number: AP.I.1348/
KU.01.04/2013.
161
PrOgrAM KePeMILIKAN SAHAM OLeH KAryAWAN
DAN/ATAu MANAJeMeN (eSOP/MSOP)
Angkasa Pura Airports tidak memiliki program kepemilikan
saham oleh karyawan dan/atau manajemen (ESOP/MSOP).
reALISASI PeNgguNAAN DANA HASIL PeNAWArAN
uMuM
Angkasa Pura Airports merupakan badan usaha non listed
yang belum melakukan penawaran umum sehingga tidak
memiliki realisasi penggunaan dana hasil penawaran umum.
INfOrMASI TrANSAKSI MATerIAL yANg MeNgAND-
uNg BeNTurAN KePeNTINgAN DAN/ATAu TrANSAKSI
DeNgAN PIHAK BereLASI
Sifat Hubungan Berelasi
• Pemerintah Republik Indonesia adalah pemegang
saham utama Perseroan.
• Seluruh entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia, serta entitas dimana
Pemerintah Republik Indonesia memiliki pengaruh
signifikan.
• Komisaris dan Direksi merupakan manajemen kunci.
Transaksi dengan Pihak Berelasi
Dalam kegiatan usahanya, Perseroan dan Entitas Anak
melakukan transaksi tertentu dengan pihak berelasi.
Adapun rincian akun signifikan dengan pihak-pihak berelasi
(Pemerintah, entitas Pemerintah atau dinyatakan lain)
sebagai berikut.
eMPLOyee AND/Or MANAgeMeNT SHAre OWNerSHIP
PrOgrAM (eSOP/MSOP)
Angkasa Pura Airports has no employee and/or management
share ownership program (ESOP/MSOP).
reALIzATION Of uTILIzATION Of PrOCeeDS frOM
PuBLIC OfferINg
Angkasa Pura Airports is a non-listed business entity which
has not conducted a public offering, therefore there is no
realization of utilization of proceeds from public offering.
INfOrMATION ON MATerIAL TrANSACTIONS
CONTAININg CONfLICT Of INTereSTS AND/Or
TrANSACTIONS WITH AffILIATeD PArTIeS
Nature of related Parties
• TheGovernmentoftheRepublicofIndonesiaisthekey
shareholder of the Company.
• AllentitiesownedandcontrolledbytheGovernment
of the Republic of Indonesia, as well as entities in which
the Government of the Republic of Indonesia has
significant control.
• TheBoardofCommissionersandBoardofDirectorsas
key management.
Transactions with related Parties
In the course of its business activities, the Company and
Subsidiaries makes certain transactions with related
parties. Meanwhile, the details of significant accounts with
related parties (the Government, Government’s entities or
otherwise) are as follows:
urAIAN 2013 2012DeSCrIPTION
1 2 3
ASET ASSETS
Kas dan Setara Kas 344.564 1.692.468 Cash and Cash Equivalent
Investasi Dalam Efek Jangka Pendek 115.745 111.066 Investments in Short-Term
Securities
Piutang Lain-lain 359 491 Other Receivables
Piutang Jangka Panjang 70.678 70.678 Long-Term Receivables
Investasi Jangka Panjang 286.258 451.663 Long-Term Investments
Transaksi Pihak BerelasiTransactions with related Parties (jutaRupiah)|(million Rupiah)
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
162 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeruBAHAN PerATurAN PeruNDANg-uNDANgAN
yANg BerPeNgAruH SIgNIfIKAN
Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012
tentang Perusahaan Umum Lembaga Penyelenggara
Pelayanan Navigasi Penerbangan Indonesia (LPPNPI),
jasa pelayanan penerbangan (ATS) tidak dikelola oleh
Perseroan sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Hal
tersebut menyebabkan terjadinya penurunan pendapatan
operasional dan aset yang signifikan dikarenakan pengalihan
pelayanan jasa penerbangan dan peralatan kenavigasian.
Selain itu, Kantor Cabang Pusat Pengendali Lalu Lintas
Penerbangan Makassar (MATSC) juga diambil alih oleh
Perum LPPNPI.
PeruBAHAN KeBIJAKAN AKuNTANSI
Perseroan menerapkan Pernyataan Standar Akuntansi
Keuangan (PSAK) dan Interpretasi Standar Akuntansi
Keuangan (ISAK) baru dan revisi yang efektif sejak tanggal 1
Januari 2012 sebagai berikut.
PSAK No. 60, “Instrumen Keuangan: Pengungkapan”
Standar yang baru menggabungkan dan memperluas
sejumlah persyaratan pengungkapan yang telah ada
sebelumnya dan menambahkan beberapa pengungkapan
baru.
Penerapan standar dan interpretasi yang baru dan direvisi
berikut ini, tidak menyebabkan perubahan signifikan
terhadap kebijakan akuntansi Perseroan dan tidak
berdampak material terhadap jumlah yang dilaporkan
dalam Laporan Keuangan.
CHANge IN LAWS AND reguLATIONS Of SIgNIfICANT
IMPACT
Pursuant to Government Regulation Number 77 Year 2012
concerning LPPNPI Public Company (the Indonesian Air
Navigation Service Provider Institution)), air traffic services
(ATS) are not managed by Angkasa Pura Airports anymore
since January 16, 2013 at 22.00 Western Indonesian Time.
This has caused a significant decrease in operating revenues
and assets due to the takeover of air traffic services and
navigation equipment. In addition, the Branch Office of the
Makassar Air Traffic Service Center (MATSC) has also been
taken over by the LPPNPI Public Company.
CHANge IN ACCOuNTINg POLICy
The Company applied the new, revised Statements of
Financial Accounting Standard (PSAK) and Interpretation
of Financial Accounting Standards (ISAK) which is effective
since January 1, 2012 as follows:
PSAK No. 60, “Financial Instrument: Disclosure”
The new standard which combines and extends a number
of previously existing disclosure requirements and adding
several new disclosures.
The application of the new, revised standards and
interpretation as follows does not cause any significant
change in the Company’s accounting policies and has no
material effect on the amounts reported in the Financial
Statements.
urAIAN 2013 2012DeSCrIPTION
1 2 3
LIABILITAS LIABILITIES
Utang Lancar Lain-lain 196.866 462.622 Other Current Liabilities
EKUITAS EQUITY
Bantuan Pemerintah yang Belum
Ditentukan Statusnya
2.960.796 3.540.729 Government’s Assistance with
Undetermined Status
163
• PSAK No. 10 (Revisi 2010), “Pengaruh Perubahan Kurs
Valuta Asing”
• PSAK No. 13 (Revisi 2011), “Properti Investasi PSAK No.
16 (Revisi 2011), “Aset Tetap”
• PSAK No. 24 (Revisi 2010), “Imbalan Kerja”
• PSAK No. 26 (Revisi 2011), “Biaya Pinjaman”
• PSAK No. 30 (Revisi 2011), “Sewa”
• PSAK No. 34 (Revisi 2010), “Kontrak Konstruksi”
• PSAK No. 50 (Revisi 2010), “Instrumen Keuangan:
Penyajian”
• PSAK No. 53 (Revisi 2010), “Pembayaran Berbasis Saham”
• PSAK No. 55 (Revisi 2011), “Instrumen Keuangan:
Pengakuan dan Pengukuran”
• PSAK No. 56 (Revisi 2010), “Laba per Saham”
• ISAK No. 15, “PSAK No. 24 Batasan Aset Imbalan Pasti,
Persyaratan Pendanaan Minimum dan Interaksinya”
• ISAK No. 20, “Pajak Penghasilan Perubahan dalam Status
Pajak Entitas atau Para Pemegang Saham”
• ISAK No. 24, “Evaluasi Substansi Beberapa Transaksi yang
Melibatkan Suatu Bentuk Legal Sewa”
• ISAK No. 25, “Hak Atas Tanah”
• PSAK No. 11, “Penjabaran Laporan Keuangan Dalam
Mata Uang Asing”
• PSAK No. 27, “Akuntansi Koperasi”
• PSAK No. 29, “Akuntansi Minyak dan Gas Bumi”
• PSAK No. 44, “Akuntansi Aktivitas Pengembangan
RealEstate”
• PSAK No. 47, “Akuntansi untuk Tanah”
• PSAK No. 52, “Mata Uang Pelaporan”
• ISAK No. 4, “Alternatif Perlakuan yang Diizinkan Atas
Selisih Kurs”
• ISAK No. 5, “Pelaporan Perubahan Nilai Wajar Investasi
Efek dalam Kelompok Tersedia Untuk Dijual”
Beberapa hal yang terpengaruh atas perubahan kebijakan
akuntansi Perseroan sehubungan dengan penerapan
standar akuntansi baru sebagai berikut.
a. Penyajian Laporan Keuangan
Perseroan menerapkan revisi PSAK No. 1 (Revisi 2009),
“Penyajian Laporan Keuangan” yang berlaku efektif
pada tanggal 1 Januari 2011. Perubahan signifikan
atas standar akuntansi ini terhadap Perseroan sebagai
berikut.
• PSAKNo.10(2010Revision),“EffectofChangeinForeign
Currency Exchange Rate”
• PSAKNo.13(2011Revision),“InvestmentProperty”
• PSAKNo.16(2011Revision),“FixedAssets”
• PSAKNo.24(2010Revision),“WorkCompensation”
• PSAKNo.26(2011Revision),“LoanExpenses”
• PSAKNo.30(2011Revision),“Rents”
• PSAKNo.34(2010Revision),“ConstructionContract”
• PSAK No. 50 (2010 Revision), “Financial Instruments:
Presentation”
• PSAKNo.53(2010Revision),“Shares-BasedPayment”
• PSAK No. 55 (2011 Revision), “Financial Instrument:
Recognition and Measurement”
• PSAKNo.56(2010Revision),“EarningsperShare”
• ISAK No. 15, “PSAK No. 24 Definition of Fixed-Return
Assets, Requirements for Minimum Funding and its
Interaction”
• ISAKNo. 20,“Revised IncomeTax in theTax Status of
Entity or Shareholders”
• ISAK No. 24, “Evaluation of the Substance of Several
Transactions Involving a Legal Form of Rent”
• ISAKNo.25,“RightsonLand”
• PSAK No. 11, “Elaboration of Financial Statements in
Foreign Currency”
• PSAKNo.27,“AccountingforCooperatives”
• PSAKNo.29,“AccountingforOilandGas”
• PSAK No. 44, “Accounting for Activities in Real Estate
Development”
• PSAKNo.47,“AccountingforLand”
• PSAKNo.52,“ReportingCurrency”
• ISAK No. 4, “Permitted Alternative Treatment on
Exchange Rate Difference”
• ISAKNo.5,“ReportingoftheFairValueofInvestmentsin
Securities in the Available-for-Sale Category”
Several matters impacted by the change in the Company’s
accounting policy in connection with the application of the
new accounting standards are as follows:
a. Presentation of Financial Statements
The Company applies the revision of PSAK No. 1 (2009
Revision), “Presentation of Financial Statements” which
is effective from January 1, 2011. Significant impact of
this accounting standard on the Company is as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
164 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
• Laporan Keuangan terdiri dari Laporan Posisi
Keuangan, Laporan Laba Rugi Komprehensif, Laporan
Perubahan Ekuitas , Laporan Arus Kas dan Catatan
atas Laporan Keuangan, serta tambahan Laporan
Posisi Keuangan yang menunjukan saldo awal (karena
adanya reklasifikasi). Sebelum 1 Januari 2011, Laporan
Keuangan terdiri atas Laporan Posisi Keuangan, Laporan
Laba Rugi Komprehensif, Laporan Perubahan Ekuitas,
Laporan Arus Kas dan Catatan atas Laporan Keuangan .
• Tambahan pengungkapan diwajibkan, antara lain
manajemen risiko.
Sesuai dengan yang disyaratkan dalam revisi standarakuntansi,
informasi pembanding telah disajikan kembali.Oleh karena
dampak perubahan kebijakan akuntansi hanyaberdampak
terhadap aspek penyajian, maka perubahantersebut tidak
berpengaruh terhadap laba per saham.
b. Penentuan dan Penyajian Segmen Operasi
Mulai tanggal 1 Januari 2011, Perseroan menentukan
danmenyajikan segmen operasi berdasarkan
informasi yangsecara internal disajikan untuk Direksi,
yang merupakanpengambil keputusan operasional
Perseroan. Perubahankebijakan akuntansi ini sejalan
dengan penerapan PSAK No.5 (Revisi 2009), “Segmen
Operasi”. Sebelum 1 Januari 2011, segmen operasi
ditentukan dan disajikan sesuai denganPSAK No. 5
(Revisi 2000), “Segmen Operasi”.
Berdasarkankebijakan akuntansi yang baru, segmen operasi
disajikansebagai berikut.
Segmen operasi adalah komponen dari entitas yang
terlibatdalam aktivitas bisnis yang menghasilkan pendapatan
danmenimbulkan beban, termasuk pendapatan dan beban
yangterkait dengan transaksi dengan komponen lain
entitas, yang hasil operasinya dikaji ulang secara berkala
olehpengambil keputusan operasional untuk membuat
keputusanmengenai sumber daya yang akan dialokasikan
padasegmen tersebut dan menilai kinerjanya, serta
tersediainformasi keuangan yang dapat dipisahkan.
• FinancialStatementsconsistofStatementsofFinancial
Position, Statements of Comprehensive Income,
Statements of Change in Equity, Statements of Cash
Flows and Notes to Financial Statements, as well as
additional Statements of Financial Position indicating
the beginning balances (due to reclassification). Before
January 1, 2011, Statements of Financial Position,
Statements of Comprehensive Income, Statements of
Change in Equity, Statements of Cash Flows and Notes
to Financial Statements.
• Some additional disclosures are mandatory, among
other things: risk management.
In accordance with the requirement of the revised
accounting standards, comparison information has been
restated. Since the change in accounting policy has only
an impact on the presentation aspect, the change has no
impact on earnings per share.
b. Specification and Presentation of Operational Segments
Starting from January 1, 2011, the Company specifies
and presents operational segments based on the
information internally presented to the Board of
Directors, which acts as the Company’s operational
decision maker. The change in accounting policy is in
line with the application of PSAK No.5 (2009 Revision),
“Operational Segments”. Before January 1, 2011,
operational segments are specified and presented
pursuant to PSAK No. 5 (2000 Revision), “Operational
Segments”.
Under the new accounting policy, operational segments are
presented as follows:
Operational segment is a component of an entity involved
in business activities which generate revenue and incur
expenses, including revenues and expenses related to
transactions with other components within the entity in
which operational results are periodically reviewed by
operational decision makers in order to make decisions on
the resources to be allocated to such segment and assess
its performance, for which separable financial information is
available.
165
Adapun standar akuntansi yang akan dicabut efektif pada
tanggal 1Januari 2012 adalah
• PSAK No. 27 “ Akuntansi Koperasi”;
• PSAK No. 39 “Akuntansi Kerja Sama Operasi”;
• PSAK No. 51, “Akuntansi Kuasi-Reorganisasi”.
Perseroan sedang dalam proses menganalisis dampak
yangakan ditimbulkan dari penerapan standar-standar ini.
Sedangkan, interpretasi yang telah diterbitkan tapi belum
berlaku efektif untukperiode yang dimulai pada atau setelah
1 Januari 2014 adalah:
• ISAK 27,“Pengalihan Aset Dari Pelanggan”;
• ISAK 28,“Pengakhiran Liabilitas Keuangan Dengan
InstrumenEkuitas”.
Evaluasi awal oleh manajemen menunjukkan bahwa
standar initidak berdampak terhadap Laporan Keuangan
Konsolidasian.
Meanwhile, the accounting standards which have been
revoked on January 1, 2012 are:
• PSAKNo.27“AccountingforCooperatives”;
• PSAKNo.39“AccountingforJointOperation”;
• PSAKNo.51,“AccountingforQuasi-Reorganization”.
The Company is in the process of analyzing the impact
which will be caused by the application of these standards.
Meanwhile, interpretations which have been issued but
have not effective for the period starting on or after January
1, 2014 are:
• ISAK27,“AssignmentofAssetsfromCustomers”;
• ISAK 28, “Termination of Financial Liabilities by Using
Equity Instruments”.
The initial evaluation by the management indicated that
these standard have no impact on Consolidated Financial
Statements.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
166 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
GooD corporaTe GoVernanceTata Kelola Perusahaan
167
Perseroan terus berupaya optimal untuk melakukan internalisasi prinsip-prinsip GCG ke dalam sistem dan prosedur serta pembentukan perilaku yang sesuai, guna mendorong terciptanya budaya yang menjunjung tinggi profesionalisme dan integritas.
THE COMPANY CONTINUES TO MAKE ITS BEST EFFORTS TO INTERNALIzE THE GCG PRINCIPLES INTO ITS SYSTEM AND PROCEDURE AS WELL AS TO ESTABLISH THE APPROPRIATE CONDUCT, IN ORDER TO ENCOURAGE THE CREATION OF CULTURE WHICH UPHOLDS PROFESSIONALISM AND INTEGRITY.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
168 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Angkasa Pura Airport sangat menyadari bahwa GCG sangat
diperlukan untuk mewujudkan corporate sustainability. Oleh
karenanya, Perseroan bertekad mentransformasikan GCG
menjadi sebuah corporate culture. Perseroan terus berupaya
optimal untuk melakukan internalisasi prinsip-prinsip GCG
ke dalam sistem dan prosedur serta pembentukan perilaku
yang sesuai, guna mendorong terciptanya budaya yang
menjunjung tinggi profesionalisme dan integritas.
KOMITMeN gCg
Komitmen Perseroan dalam menyelenggarakan Tata Kelola
Perusahaan yang Baik (good corporate governance/GCG)
merupakan suatu landasan yang kuat dan berkelanjutan
bagi sebuah Perseroan. Hal tersebut merupakan elemen
penting dalam menjalankan bisnis sehingga bermanfaat
bagi kepentingan seluruh pemangku kepentingan.
Perseroan telah menerapkan prinsip dan praktik GCG
dalam manajemen dan pengelolaan bisnis usahanya,
sehingga dapat melindungi Para Pemangku Kepentingan
dengan efektif. Prinsip-prinsip GCG meliputi Transparansi,
Akuntabilitas, Tanggung Jawab, Independesi dan Kewajaran.
Penerapan kelima prinsip GCG tersebut dapat dilihat dalam
berbagai bidang kegiatan, antara lain:
Transparansi
Perseroan menjunjung tinggi azas keterbukaan sebagai
bentuk transparansi dalam memberikan informasi yang
relevan kepada para pemangku kepentingan. Informasi
yang disampaikan tidak hanya merupakan informasi
yang diharuskan, akan tetapi juga berupa informasi lain
yang bermanfaat bagi para pemangku kepentingan
dalam pengambilan keputusan mereka. Secara berkala,
keterbukaan Perseroan juga dilakukan dengan penerbitan
Laporan Manajemen Triwulanan dan Tahunan, Laporan
Tahunan, Laporan Keterbukaan Informasi maupun Paparan
Publik.
Terkait dengan penerapan prinsip transparansi, salah satu
upaya yang dilakukan oleh Perseroan adalah dengan
selalu memperbaharui situs Perseroan. Hal ini dikarenakan
bahwa situs Perseroan merupakan gerbang informasi bagi
masyarakat, Pemegang Saham maupun para pemangku
kepentingan. Seluruh pemangku kepentingan akan
mendapatkan akses informasi yang sama melalui situs
Perseroan.
The company continues to make its best efforts to internalize
the GCG principles into its system and procedure as well as
to establish the appropriate conduct, in order to encourage
the creation of culture which upholds professionalism and
integrity.
gCg COMMITMeNT
The Company’s Commitment in implementing Good
Corporate Governance (GCG) is a strong and sustainable basis
for a Company. This is an important element in conducting a
business, in order to be beneficial for all stakeholders.
The Company has implemented GCG principles and practices
in the management and administration of its business, in
order to protect the Stakeholders effectively. GCG principles
consist of Transparency, Accountability, Responsibility,
Independence and Fairness. The implementation of these
five GCG principles can be seen in various fields of activities,
among other things:
Transparency
The Company upholds the principle of openness as a form
of transparency in providing relevant information to the
stakeholders. The information submitted does not only
consist of required information, but also other information
which is useful for the stakeholders in their decision
making. On a regular basis, the Company’s openness is also
manifested through the issuance of Quarterly and Annual
Management Report, Annual Report, Information Openness
Report, and Public Expose.
Related to the implementation of transparency principle,
one of the efforts made by the Company is by always
updating its website. This is because the Company’s website
is the gateway to information for public, Shareholders, and
stakeholders. All stakeholders will have access to the same
information through the Company’s website.
169
Akuntabilitas
Perseroan harus dapat mempertanggungjawabkan
kinerjanya secara transparan dan wajar. Untuk itu Perseroan
harus dikelola secara benar, terukur, dan sesuai dengan
kepentingan Perseroan dengan tetap memperhitungkan
kepentingan Pemegang Saham dan pemangku kepentingan
lainnya.
Perseroan menekankan pada hak, kewajiban, wewenang
dan tanggung jawab Dewan Komisaris, Direksi, serta Para
Pemangku Kepentingan. Pertemuan untuk mengambil
keputusan strategis
dilakukan secara teratur baik antara sesama anggota Dewan
Komisaris, Direksi, maupun Manajemen.
Tanggung Jawab
Sebagai Perseroan yang senantiasa mengedepankan
prinsip-prinsip GCG, kepatuhan terhadap hukum, peraturan
pemerintah daerah serta peraturan perpajakan, wajib
dipenuhi untuk kepentingan jangka panjang para Pemegang
Saham. Disamping itu sebagai bagian dari tanggung jawab
terhadap masyarakat dan lingkungan alam, secara berkala
Perseroan ikut terlibat dalam berbagai kegiatan tanggung
jawab sosial Perseroan.
Independensi
Manajemen Perseroan terdiri dari para profesional yang
bertanggung jawab untuk memastikan bahwa kegiatan
usaha telah dilakukan dengan mengantisipasi kebutuhan
dan harapan pasar, serta memperhatikan prinsip-prinsip
Tata Kelola Perseroan. Pengambilan keputusan dibuat
secara independen dan obyektif untuk kepentingan terbaik
Perseroan beserta Para Pemangku Kepentingan.
Kewajaran
Dalam menjalankan tugasnya, seluruh karyawan dan
manajemen dituntut untuk memiliki profesionalisme dan
integritas yang tinggi. Setiap tindakan harus sesuai dengan
sistem dan prosedur yang berlaku di Perseroan berdasarkan
asas kewajaran dan kesetaraan.
Accountability
The Company must be able to account for its performance
in a transparent and reasonable way. For that purpose, the
Company must be managed properly, measurable, and
in accordance with the Company’s interest by taking into
account the interest of Shareholders and other stakeholders.
The Company puts emphasis on the rights, obligations,
authorities, and responsibilities of the Board of Commissioners,
Board of Directors, and Stakeholders. Meetings for making
strategic decisions are conducted regularly, between fellow
members of the Board of Commissioners, Board of Directors,
as well as Management.
responsibility
As a Company which always promotes the GCG principles,
compliance to law, government regulation, and taxation
rules must be fulfilled for the Shareholders’ long-term
interest. In addition, as part of responsibility to community
and natural environment, the Company is regularly involved
in various Company Social Responsibility activities.
Independence
The Company’s Management consists of professionals
responsible for ensuring that business activities have been
conducted by anticipating market demand and expectation,
as well as taking into account the principles of Corporate
Governance. Decision making is conducted independently
and objectively for the best interest of the Company and
Stakeholders.
fairness
In performing their duties, all employees and management
is required to have high professionalism and integrity. Each
action must be in accordance with the system and procedure
applicable at the Company based on the principles of
fairness and equality.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
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TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
170 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Penerapan di Perseroan bertujuan untuk:
1. Mengarahkan dan mengendalikan hubungan kerja
Organ Perseroan, yaitu antara Rapat Umum Pemegang
Saham (RUPS), Dewan Komisaris dan Direksi;
2. Meningkatkan pertanggungjawaban pengelolaan
Perseroan kepada Pemegang Saham dengan tetap
memperhatikan kepentingan para pemangku
kepentingan;
3. Menciptakan kejelasan hubungan kerja antara
Perseroan dengan para pemangku kepentingan;
4. Mendorong dan mendukung pengembangan usaha,
pengelolaan sumber daya Perseroan dan pengelolaan
risiko secara lebih efektif sehingga meningkatkan nilai
Perseroan;
5. Mengarahkan pencapaian visi dan misi Perseroan;
6. Meningkatkan profesionalisme sumber daya manusia;
7. Menjadi dasar implementasi dan pengembangan
Budaya Perseroan
gCg rOADMAP
GCG Compliance merupakan fase pertama yang menjadi
komitmen perusahaan. Dalam fase ini perseroan
berkomitmen untuk mematuhi peraturan perundang-
undangan yang ada dalam memenuhi prinsip-prinsip GCG.
Kepatuhan terhadap peraturan perundang-undangan
merupakan suatu hal yang sangat penting bagi Perseroan.
Hal ini terlihat dari seluruh kebijakan Perseroan yang
mengacu pada ketentuan dan peraturan yang berlaku.
gCg rOADMAPANgKASA PurAAIrPOrTSGCG roadmap of anGkasa pura airports
CulturePerformance
ConformanceCompliance
gCg implementation at the Company is aimed at:
1. Directing and controlling the working relationship of
the Company’s Organs, namely between the General
Shareholders Meeting (GSM), Board of Commissioners,
and Board of Directors;
2. Improving the accountability of the Company’s
management to Shareholders by still taking into
account stakeholders’ interest;
3. Creating clarity in the working relationship between
the Company and stakeholders;
4. Encouraging and supporting business development,
the Company’s human resource management, and
more effective risk management in order to increase
the Company’s value;
5. Directing the achievement of the Company’s vision
and mission;
6. Improving human resource professionalism;
7. Serving as the basis for implementation and
development of Company Culture.
gCg rOADMAP
The Company has a long-term plan to achieve GCG as its
culture. In order to achieve this objective, the Company has
prepared a GCG Roadmap. GCG Roadmap is phases in GCG
implementation up to the achievement of GCG as culture.
The Company continues to make its best efforts to internalize
the GCG principles into its system and procedure as well as
to establish the appropriate conduct, in order to encourage
the creation of culture which upholds professionalism and
integrity.
171
Fase berikutnya dalam GCG roadmap adalah conformance.
Pada fase ini, Perseroan bertekad untuk mengupayakan
bahwa Perseroan berperilaku sesuai dengan berbagai
aspek yang menjadi prinsip GCG. Perseroan akan senantiasa
melakukan perbaikan yang kontinyu melalui pembenahan
struktur GCG dan GCG assessment dan tindak lanjutnya.
Dengan melakukan assessment secara kontinyu, diharapkan
akan terjadi perbaikan yang kontinyu, sehingga perilaku
Perseroan memiliki kesesuaian dengan prinsip-prinsip GCG.
Selanjutnya adalah fase performace yang menunjukkan
bahwa Perseroan telah mendapatkan manfaat yang
nyata dari penerapan prinsip-prinsip GCG. Manfaat nyata
dari penerapan prinsip-prinsip GCG tentu saja tidak bisa
dilihat dalam jangka pendek. Perseroan berkomitmen
untuk tidak hanya mementingkan kinerja jangka pendek
dengan mengorbankan kinerja jangka panjang. Kedua
sistem pengukuran kinerja tersebut harus dilakukan secara
konsisten.
Dalam fase corporate culture, diharapkan prinsip-prinsip
GCG telah menjadi budaya perusahaan. Hal ini dikarenakan
Perseroan telah merasakan dampak dari fase performance.
Dengan patuh pada aturan perundang-undangan,
berperilaku sesuai dengan prinsip-prinsip GCG dan
merasakan manfaat dari penerapan prinsip-prinsip GCG,
diharapkan GCG akan menjadi budaya perusahaan di masa
yang akan datang.
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TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
The next phase of the roadmap is a conformance GCG. In
this phase, the Company determined to pursue that behave
in accordance with the Company's various aspects of the
principles of good corporate governance. The Company
will continue to perform continuous improvement through
reform GCG GCG structure and assessment and follow-up.
By doing continuous assessment, expected continuous
improvement will occur, so that the behavior The Company
has conformity with the principles of good corporate
governance.
The next phase is the performace that shows that the
Company has benefited the apparent from the application
of the principles of good corporate governance. The real
benefit from the application of the principles of good
corporate governance course can not seen in the short term.
The Company is committed not only concerned with short-
term performance at the expense of long-term performance.
second. The performance measurement system should be
carried out consistent.
In a corporate culture phase, expected to principles GCG has
been the company's culture. This is because The company
has felt the impact of the performance phase. With abide
by the rules and regulations, behave in accordance with
the principles of good corporate governance and benefit
from the application of the principles of good corporate
governance, GCG will be expected in future corporate culture
that will come.
172 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Strategi Implementasi
Perseroan menyusun strategi implementasi GCG yang
konsisten dan sesuai dengan tujuan serta sasaran
pengelolaan Perseroan dalam business plan maupun
strategic plan. Strategi implementasi GCG Perseroan selama
2013 dilaksanakan dengan inisiatif perlindungan terhadap
hak Pemegang Saham, optimalisasi peran dan fungsi
Dewan Komisaris, Direksi dan Komite, peningkatan fungsi
manajemen risiko dan pengendalian internal, efektivitas
penanganan pengaduan pelanggan dan peningkatan
fungsi kepatuhan.
Awareness gCg
Awareness GCG Perseroan bertujuan untuk memperkenalkan
dan memberikan pemahaman awal mengenai pentingnya
implementasi GCG bagi insan Perseroan sehingga dapat
menumbuhkan kesadaran bersama dalam penerapan tata
kelola Perseroan yang berkelanjutan. Kegiatan awareness
GCG dilakukan mulai dari karyawan baru sampai dengan
dilaksanakannya GCG refreshment bagi karyawan.
Pelaksanaan awareness GCG tersebut didokumentasikan
dalam bentuk laporan formal sebagai bukti yang diperlukan
dalam kegiatan assessment GCG maupun penyusunan
Annual Report.
Strategi Implementasi
AwarenesgCg
PengukuranImplementasi
gCg
MonitoringImplementasi
gCg
ImplementasigCg
ImplementasigCgAngkasapura Airport
TAHAPAN IMPLeMeNTASI
Dalam mewujudkan GCG Roadmap, tahapan Implement
Implementation Strategy
The Company prepares a consistent GCG implementation
strategy, in accordance with its management objective
and goals in its business plan as well as strategic plan.
The Company’s GCG implementation strategy for 2013
is implemented with the initiative on protection of the
Shareholders’ rights, optimalization of role and function
of the Board of Commissioners, Board of Directors, and
Committee, improvement of risk management and internal
control function, effectiveness of customer complaint
handling and improvement of compliance function.
gCg Awareness
The Company’s GCG Awareness is aimed at introducing
and providing initial understanding of the importance
of GCG implementation for the Company’s members in
order to develop common awareness in the continuous
implementation of Corporate Governance. GCG awareness
activities are conducted starting from new employees up
to GCG refreshment for employees. The implementation of
GCG awareness is documented in the form of formal report
as evidence required for GCG assessment and Annual Report
preparation.
173
Implementasi gCg
Kegiatan implementasi GCG diformulasikan dalam bentuk
revitalisasi proses bisnis, restrukturisasi organisasi, serta
tindak lanjut rekomendasi atas hasil assessment GCG.
Kegiatan implementasi GCG Perseroan tersebut diwujudkan
dalam beberapa aktivitas, antara lain menyusun dan
menyempurnakan berbagai kebijakan dan prosedur
pengelolaan Perseroan, menata struktur organisasi yang
sejalan dengan praktik terbaik dalam tata kelola Perseroan
untuk meningkatkan kinerja Perseroan dan melaksanakan
tindak lanjut rekomendasi self-assessment GCG dan evaluasi
tindak lanjut rekomendasi self-assessment sebelumnya.
Monitoring Implementasi gCg
Proses monitoring atas implementasi GCG dilakukan
guna memastikan keberhasilan pelaksanaannya dengan
melakukan koordinasi dengan pihak-pihak yang
berkepentingan dan didokumentasikan dalam bentuk
laporan formal sebagai bukti yang nantinya akan diperlukan
dalam kegiatan assessment GCG maupun penyusunan
Annual Report.
Pengukuran Implementasi gCg
Landasan yuridis pelaksanaan assessment GCG di Perseroan
mengacu pada Peraturan Menteri BUMN Nomor: PER-01/
MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata
Kelola Perusahaan yang Baik (Good Corporate Governance)
pada Badan Usaha Milik Negara. Kegiatan pengukuran
implentasi GCG tersebut dilakukan melalui pihak independen
dan self assessment.
PeNguKurAN IMPLeMeNTASI gCg
Secara berkala, Perseroan melakukan pengukuran
implementasi GCG. Melalui proses pengukuran tersebut,
Perseroan bertujuan untuk :
• Menguji dan menilai penerapan GCG melalui elaborasi
kondisi penerapan GCG dan pembandingan dengan
indikator dan parameter pengujian yang telah
ditentukan.
• Memberikan gambaran hasil pengukuran melalui
pemberian nilai atas penerapan GCG, berikut
rekomendasi perbaikan yang diusulkan, guna
mengurangi kesenjangan antara tataran praktik dengan
indikator dan parameter pengujian.
• Memantau konsistensi penerapan GCG di lingkungan
organisasi bright PLN Batam, serta untuk memperoleh
gCg Implementation
GCG implementation activities are formulated in the form of
business process revitalization, organizational restructuring,
and recommendation follow-up on GCG assessment result.
The Company’s GCG implementation is manifested in several
activities, among other things, drafting and perfecting
various policies and procedures on the Company’s
management, preparing an organizational structure in line
with best practice in Corporate governance to improve
the Company’s performance and implementing GCG self-
assessment recommendation follow-up as well as evaluating
recommendation follow-up of the previous self-assessment.
gCg Implementation Monitoring
GCG implementation monitoring process is conducted to
ensure the success of its implementation by coordinating
with the interested parties, and is documented in the form
of formal report as evidence which will be required later for
GCG assessment and Annual Report preparation.
gCg Implementation Measurement
The judicial basis of the implementation of GCG assessment
at the Company refers to Regulation of Minister of State-
Owned Enterprises Number: PER-01/MBU/2011 dated
August 1, 2011 concerning Good Corporate Governance
Implementation on State-Owned Enterprises. GCG
implementation measurement activity is conducted through
an independent party and through self-assessment.
gCg IMPLeMeNTATION MeASureMeNT
On a regular basis, the Company performs measurement on
GCG implementation. Through this measurement process,
the Company aims to:
• TestandassessGCGimplementationbyelaboratingthe
condition for GCG implementation and comparing it to
the specified testing indicator and parameter.
• Give a representationofmeasurement result through
the assignment of score on GCG implementation, along
with the proposed recommendation for improvement,
in order to reduce the gap between the practice level
and testing indicator and parameter.
• MonitortheconsistencyofGCGimplementationwithin
the organization of bright PLN Batam, and to obtain
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
174 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
input for the sake of perfection of GCG policies.
• Encouragemoreprofessional,transparent,andefficient
management of bright PLN Batam, as well as empower
the function and increase the independency of the
Company’s Organs.
The judicial basis for GCG assessment implementation at the
Company refers to Regulation of Minister of State-Owned
Enterprises Number: PER-01/MBU/2011 dated August 1, 2011
concerning Good Corporate Governance Implementation
on State-Owned Enterprises. GCG implementation
measurement activity is conducted through an independent
party and through self-assessment (internal) for evaluating
the effectiveness GCG implementation in the Company.
Based on assessment of GCG implementation for the 2012
period, which was conducted from May 20, 2013 until August
19, 2013, GCG implementation at the company achieved the
score 74.237 out of 100 with “FAIRLY GOOD” classification.
The summary of assessment/evaluation result on GCG is as
follows:
masukan demi penyempurnaan dan pengembangan
kebijakan GCG.
• Mendorong pengelolaan bright PLN Batamyang
semakin profesional, transparan, dan efisien,
serta memberdayakan fungsi dan meningkatkan
kemandirian Organ Perseroan.
Landasan yuridis pelaksanaan assessment GCG di Perseroan
mengacu pada Peraturan Menteri BUMN Nomor: PER-01/
MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Tata
Kelola Perusahaan Yang Baik (Good Corporate Governance)
pada Badan Usaha Milik Negara. Dalam pelaksanaan
assessment GCG, Perseroan melakukannya melalui pihak
independen dan melaksanakan self assessment secara
mandiri (internal) untuk melakukan evaluasi atas efektivitas
penerapan GCG di dalam Perseroan.
Berdasarkan assesment terhadap penerapan GCG untuk
periode tahun 2012 yang dilakukan sejak tanggal 20 Mei
2013 sampai dengan tanggal 19 Agustus 2013 , bahwa
penerapan GCG pada Perseroan mencapai nilai 74,237
dari bobot maksimum 100 dengan klasifikasi ‘’CUKUP BAIK.
Ringkasan hasil penilaian / evaluasi atas penerapan GCG
sebagai berikut:
ASPeK PeNguJIAN / INDIKATOr / PArAMeTer
TESTING ASPECT/ INDICATOR/PARAMETER
BOBOTWEIGHT
CAPAIAN TAHuN 2013ACHIEVEMENT IN 2013
eXAMINATION ASPeCT/INDICATOR/PARAMETER
SKOrSCORE
% PeNCA-PAIAN
ACHIEVE-MENT
I Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan
7,00 3,721 53 Commitment to continuous implementation of Good Corporate
Governance
II Pemegang Saham dan RUPS / Pemilik Modal
9,00 7,352 82 Shareholders and GSM/ Capital Owners
III Dewan Komisaris / Dewan Pengawas 35,00 27,746 79 Board of Commissioners/ Supervisory Board
IV Direksi 35,00 27,973 80 Board of Directors
V Pengungkapan Informasi dan Transparansi
9,00 7,445 83 Information Disclosure and Transparency
VI Aspek Lainnya 5,00 0 0 Other Aspects
SKOr KeSeLuruHAN 100 74,237 TOTAL SCOre
KLASIfIKASI KuALITAS PeNerAPAN gCg CuKuP BAIKfAIrLy gOOD
gCg IMPLeMeNTATION QuALITy CLASSIfICATION
175
Dari hasil assessment tersebut terdapat 75 rekomendasi.
Perseroan berkomitmen untuk menindaklanjuti rekomendasi
tersebut di tahun 2014. Perseroan telah berupaya untuk
menindaklanjuti guna perbaikan secara berkelanjutan.
KeBIJAKAN gCg
Kebijakan tata kelola perusahaan yang baik antara lain
meliputi pemisahan tugas dan tanggung jawab yang jelas
di antara Direksi dan Dewan Komisaris, check and balances,
strategi Perseroan yang jelas, etika bisnis, hubungan yang
harmonis dengan seluruh pemangku kepentingan, dan
pengawasan operasional.
Beberapa pedoman-pedomanv dan kebijakan Perseroan
dalam pelaksanaan penerapan GCG meliputi:
a. Pernyataaan Tata Kelola Perusahaan,
b. Pedoman Perilaku (Code of Conduct),
c. Pedoman Kebijakan Perseroan (Code of Corporate
Governance),
d. Board Manual,
e. Piagam Komite Audit,
f. Piagam Satuan Pengawasan Intern,
g. Kebijakan Pengelolaan Risiko,
h. Perjanjian Kerja Bersama (PKB) antara manajemen dan
Serikat Pekerja yang menyepakati aturan-aturan terkait
dengan hubungan industrial ketenagakerjaan dan aspek
kedisiplinan, serta
i. Kebijakan lainnya yang berhubungan dengan
stakeholders yang mengatur hak dan kewajiban
karyawan, pelanggan, dan pemasok.
Perseroan beserta seluruh jajarannya telah berkomitmen
penuh untuk melaksanakan praktik GCG dalam setiap
pengelolaan bisnis. Implementasi dilakukan dengan terus
berupaya melakukan sosialisasi dan internalisasi prinsip-
prinsip GCG di antara semua anggota Dewan Komisaris,
Direksi dan karyawan Perseroan sehingga menjadi suatu
tradisi yang harus diimplementasikan dalam setiap aktivitas
bisnis sehari-hari. Setiap karyawan Perseroan diwajibkan
menandatangani lembar komitmen sebagai pernyataan
memahami dan siap melaksanaan pedoman perilaku
agar karyawan mengetahui, memahami dan menjalankan
ketentuan-ketentuan yang berlaku di Perseroan dan tidak
melakukan hal-hal yang dilarang sehingga diharapkan dapat
meningkatkan integritas setiap karyawan.
Based on the assessment result, 75 recommendations are
obtained. The Company is committed to follow up these
recommendations in 2014.
gCg POLICIeS
Good corporate governance policies consist of, among
other things, clear separation of duties and responsibility
between the Board of Directors and Board of Commissioners,
check and balances, clear Company strategy, business
ethics, harmonious relationship with all stakeholders, and
operational supervision.
Some of the Company guidelines and policies in GCG
implementation are:
a. Statement of Corporate Governance,
b. Code of Conduct,
c. Code of Corporate Governance,
d. Board Manual,
e. Audit Committee Charter,
f. Internal Control Unit Charter,
g. Risk Management Policy,
h. Collective Employment Agreement between
management and Workers’ Union which agrees upon
rules related to labor industrial relation and the discipline
aspect, and
i. Other stakeholders-related policies which govern the
rights and obligations of employees, customers, and
suppliers.
The Company, along with its employees at all levels, has
fully committed to implement GCG practice in business
administration. The implementation is conducted by
continuously making efforts of dissemination and
internalization of GCG principles among all members
of Board of Commissioners, Board of Directors, and the
Company’s employees, until it becomes a tradition which
must be implemented in every day-to-day business activity.
Each employee of the Company must sign a commitment
sheet as a statement that he/she has understood and is
ready to implement the code of conduct and in order
that employees know, understand, and implement the
provisions applicable in the Company and do not commit
any prohibited matters, which is expected to improve the
integrity of each employee.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
176 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Kebijakan lain yang dilakukan Perseroan dalam upayanya
melaksanakan budaya GCG adalah membuat pengumuman
kepada seluruh karyawan untuk tidak meminta, memberikan
atau menerima hadiah dalam segala bentuk baik langsung
maupun tidak langsung kepada karyawan Perseroan.
Dukungan transparansi kerja sama di antara para pihak
dibutuhkan dalam mewujudkan komitmen Perseroan
untuk terus meningkatkan implementasi prinsip GCG dalam
berbagai program kerja. Hal tersebut dilakukan antara lain
dengan meningkatkan efektivitas kerja Komite Audit,
Komite Nominasi dan Remunerasi, serta Komite Risiko Usaha
dan GCG, Satuan Pengawas Intern, serta optimalisasi fungsi
Corporate Secretary.
Bagi Perseroan, penerapan GCG bukan sekedar untuk
memenuhi peraturan perundang-undangan, namun
juga Perseroan berkeyakinan bahwa implementasi
tata kelola perusahaan yang baik secara konsisten dan
berkesinambungan dapat meningkatkan reputasi dan
nilai Perseroan di mata pemangku kepentingan sebagai
tindak nyata pengembangan potensi bisnis. Perseroan juga
senantiasa bertindak sebagai korporasi yang baik, serta
melakukan keterbukaan informasi material secara tepat
waktu dan akurat.
Implementasi GCG yang efektif merupakan tantangan
strategis yang harus senantiasa ditingkatkan. Perseroan terus
berbenah diri menuju suatu organisasi yang berkomitmen
untuk menerapkan sistem tata kelola perusahaan yang baik.
Pengembangan GCG Perseroan senantiasa mengakomodir
adanya perubahan yang dinamis dan terbuka terhadap
konsep-konsep baru. Kredibilitas serta kepercayaan publik,
pemilik modal, pelanggan, serta pengguna jasa merupakan
faktor yang sangat menentukan bagi perkembangan dan
kelangsungan, serta meningkatkan nilai-nilai Perseroan.
PeNgeNDALIAN grATIfIKASI
Sebagai upaya dalam pencegahan tindak pidana korupsi dan
pengendalian gratifikasi, di tahun 2013 Perseroan melakukan
kerjasama dengan Komisi Pemberantasan Korupsi (KPK).
Kerjasama dengan KPK merupakan tekat Perseroannya
dalam mendorong dan memperkuat akuntabilitas Perseroan
dalam menjalankan pelayanan dan roda Perseroan. Hal ini
ditandai dengan penandatangan kerjasama yang dilakukan
Other policy made by the Company in its effort of
implementing GCG culture is by announcing to all
employees not to ask, give, or receive gifts in any form, either
directly or indirectly. Support in the form of cooperation
transparency between the parties is necessary in achieving
the Company’s commitment to keep improving the
implementation of GCG principle in various work programs.
This is implemented, among other things, by improving
work effectiveness of Audit Committee, Nomination and
Remuneration Committee, as well as Business Risk and GCG
Committee, Internal Control Unit, and the optimalization of
Corporate Secretary function.
For the Company, GCG implementation is not only for
complying with laws and regulations, but the Company
also believes that consistent, continuous good corporate
governance implementation may improve the Company’s
reputation and value in the eye of stakeholders as the real
action in developing business potential. The Company also
always acts as good corporate, and implement material
information openness timely and accurately.
Effective GCG Implementation is a strategic challenge
which must always be improved. The Company continues
to reorganize in order to become an organization with
commitment to implement good corporate governance
system.
The development of the Company’s GCG always
accommodates dynamic change and is open to new
concepts. Credibility and trust from public, capital owners,
customers, as well as service users are the determinants
of development and continuity, and will increase the
Company’s value.
grATIfICATION CONTrOL
In 2013, as an effort of preventing the criminal act of corrupting
and controlling gratification, the Company cooperated with
the Corruption Eradication Commission. Such cooperation
with the Corruption Eradication Commission is a form of the
Company’s determination in supporting and strengthening
its accountability in performing its service and conducting
its business. This is indicated with the signing of cooperation
by both parties. In 2014, in the effort of such control,
177
kedua belah pihak. Dalam upaya pengendalian ini, di tahun
2014 akan dibentuk Unit yang mengelola gratifikasi tersebut
OrgAN PerSerOAN
Sesuai dengan Undang Undang No. 40 tahun 2007 tentang
Perseroan Terbatas, Organ Perseroan terdiri dari Rapat
Umum Pemegang Saham, Direksi dan Dewan Komisaris.
• Rapat Umum Pemegang Saham, yang selanjutnya
disebut RUPS adalah Organ Perseroan yang mempunyai
wewenang yang tidak diberikan kepada Direksi atau
Dewan Komisaris dalam batas yang ditentukan dalam
Undang Undang dan/atau Anggaran Dasar;
• Dewan Komisaris adalah Organ Perseroan yang
bertugas melakukan pengawasan secara umum dan/
atau khusus sesuai dengan Anggaran Dasar, serta
memberi nasihat kepada Direksi;
• Direksi adalah Organ Perseroan yang berwenang dan
bertanggung jawab penuh atas pengurusan Perseroan
untuk kepentingan Perseroan, sesuai dengan maksud
dan tujuan Perseroan serta mewakili Perseroan, baik
di dalam maupun di luar pengadilan sesuai dengan
ketentuan Anggaran Dasar.
Organ Perseroan tersebut memainkan peran kunci
dalam keberhasilan pelaksanaan GCG. Organ Perseroan
menjalankan fungsinya sesuai dengan ketentuan
perundang-undangan, Anggaran Dasar Perseroan dan
ketentuan lainnya atas dasar prinsip bahwa masing-masing
organ mempunyai independensi dalam melaksanakan
tugas, fungsi dan tanggung jawabnya untuk kepentingan
Perseroan.
RUPS, Dewan Komisaris dan Direksi saling menghormati
tugas, tanggung jawab dan wewenang masing-masing
sesuai Peraturan Perundang-undangan dan Anggaran Dasar.
Untuk menjalankan aktivitas operasional sehari-hari,
Perseroan menjabarkan hal tersebut ke dalam berbagai
sistem dan prosedur. Sistem dan prosedur menjadi sebuah
komitmen bersama yang dijalankan secara terus menerus.
Untuk meningkatkan kinerja dan kepatuhan terhadap
implementasi prinsip-prinsip GCG, Perseroan mematuhi
peraturan perundang-undangan yang berlaku dan
memenuhi setiap prinsip-prinsip GCG.
the Company will establish a Unit which manages such
gratification.
COMPANy’S OrgANS
Pursuant to Law No. 40 year 2007 concerning Limited
Liabilities Companies, Company’s Organs consist of General
Shareholders Meeting, Board of Directors, and Board of
Commissioners.
• General ShareholdersMeeting, hereinafter referred to as
GSM, is the Company’s Organ which has the authority
not granted to the Board of Directors or Board of
Commissioners within the limit specified in Laws and/or
Articles of Association;
• BoardofCommissionersistheCompany’sOrganwiththe
duty of performing general and/or specific supervision in
accordance with the Articles of Association, and providing
advice to the Board of Directors;
• Board of Directors is the Company’s Organ which has
full authority and responsibility for the management of
Company for the interest of the Company, in accordance
with the Company’s purpose and objective and represents
the Company, in or outside the court, in accordance with
the provisions of the Articles of Association.
The Company’s Organs play the key role in the successful
GCG implementation. The Company’s Organs perform
their function in accordance with the provision of laws, the
Company’s Articles of Association, and other provisions based
on the principle that each organ has the independence in
performing its duties, function, and responsibility for the
interest of the Company.
GSM, the Board of Commissioners, and Board of Directors
shall respect each other’s duties, responsibility, and authority
in accordance Laws and Regulations and the Articles of
Association.
To perform day-to-day operational activities, the Company
elaborates it into various systems and procedures. Systems
and procedures become a collective commitment which is
implemented on an ongoing basis.
In order to improve performance and compliance with the
implementation of GCG principles, the Company complies
with the applicable laws and regulations and fulfills all GCG
principles.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
178 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
rapat umum Pemegang Sahamgeneral Shareholders Meeting
Dewan KomisarisBoard of Commissioners
Komite AuditAudit Committee
Sekretaris PerusahaanCorporate Secretary
Komite risiko usaha dan gCgBusiness risk and gCg Committee
Satuan Pengawasan InternInternal Control unit
unit Kerja LainnyaOther Work units
DireksiBoard of Directors
179
rAPAT uMuM PeMegANg SAHAM (ruPS)
Rapat Umum Pemegang Saham (RUPS) mempunyai segala
wewenang yang tidak diberikan atau yang tidak dimiliki oleh
Direksi atau Dewan Komisaris. RUPS terdiri dari RUPS Tahunan
dan RUPS Luar Biasa. Proses pengumuman dan pemanggilan
RUPS dilakukan sesuai dengan ketentuan yang berlaku.
RUPS tahun 2013 telah diselenggarakan dengan
pemberitahuan dan undangan bagi Pemegang Saham
sesuai dengan ketentuan yang berlaku.
Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian
pelaksanaan RUPS tersebut dapat dilihat pada tabel berikut.
Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian
pelaksanaan RUPS tersebut adalah sebagai berikut:
geNerAL SHAreHOLDerS MeeTINg (gSM)
General Shareholders Meeting (GSM) has all authorities
which are not granted to or not possessed by the Board
of Directors or Board of Commissioners. GSM consists of
Annual GSM and Extraordinary GSM. GSM announcement
and invitation process is conducted in accordance with the
applicable provisions.
The 2013 GSM has been held with notification and invitation
to Shareholders in accordance with the applicable provisions.
In 2013, the Company has conducted the GSM. Description
of the implementation of GSM can be found in the following
table.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
180 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pelaksanaan ruPS
Rabu, 15 Mei 2013 pukul 09.00 WIB s/d 10.15 WIB
Ruang Rapat Lantai 12 Kantor Kementerian BUMN
Jl. Medan Merdeka Selatan No. 13, Jakarta Pusat
Agenda ruPS
• Persetujuan Laporan Tahunan dan Pengesahan Laporan
Keuangan Tahun Buku 2012.
• Persetujuan Laporan Tahunan dan Pengesahan Laporan
Keuangan PKBL Tahun Buku 2012.
• Penetapan penggunaan laba bersih Perseroan Tahun
Buku 2012.
• Penetapan tantiem tahun buku 2012, serta gaji,
honorarium, tunjangan dan fasilitas lainnya untuk
Direksi dan Dewan Komisaris tahun buku 2013.
• Penunjukan Kantor Akuntan Publik (KAP).
Keputusan ruPS
• Menyetujui Laporan Tahunan yang disampaikan Direksi
mengenai keadaan dan jalannya Perseroan selama
tahun buku 2012 termasuk Laporan Pelaksanaan Tugas
Pengawasan Dewan Komisaris selama tahun buku
2012.
• Mengesahkan Laporan Keuangan Konsolidasian Tahun
Buku 2012 yang telah di audit oleh KAP Doli, Bambang,
Sulistiyanto, Dadang & Ali sebagaimana dalam
laporannya Nomor: R. 1.4/146/03/13 tanggal 8 Maret
2013.
• Mengesahkan Laporan Tahunan Program Kemitraan
Bina Lingkungan Tahun Buku 2012, termasuk Laporan
Keuangan yang telah di audit oleh KAP Doli, Bambang,
Sulistiyanto, Dadang & Ali sebagaimana dalam
laporannya nomor : R.I.4/086/03/13 tanggal 28 Februari
2013.
• Penetapan penggunaan laba bersih Perseroan tahun
buku 2012.
• Penetapan tantiem tahun buku 2012, serta gaji,
honorarium, tunjangan dan fasilitas lainnya untuk
tahun buku 2013 bagi Direksi dan Dewan Komisaris.
Persetujuan Kantor Akuntan Publik (KAP) untuk melakukan
general audit tahun buku 2013.
gSM Implementation
Wednesday, May 15, 2013, 09.00 to 10.15 Western Indonesian
Time at Meeting Room on 12th Floor, Office of the Ministry
ofState•OwnedEnterprisesJl.MedanMerdekaSelatanNo.
13, Central Jakarta
gSM Agenda
• Annual Report Approval and Ratification of Financial
Statement for Fiscal Year 2012.
• Annual Report Approval and Ratification of PKBL
Financial Statement for Fiscal Year 2012.
• StipulationofallocationoftheCompany’snetprofitfor
Fiscal Year 2012.
• StipulationofbonusforFiscalYear2012,aswellassalary,
honorarium, allowances, and other facilities for the
Board of Directors and Board of Commissioners for fiscal
year 2013.
• AppointmentofPublicAccountingFirm.
gSM Decision
• ApprovingtheAnnualReportsubmittedbytheBoard
of Directors on the condition and operations of the
Company during fiscal year 2012 including Report
on the Implementation of Board of Commissioners’
Supervisory Duty during fiscal year 2012.
• RatifyingtheConsolidatedFinancialStatementforFiscal
Year 2012 which has been audited by Doli, Bambang,
Sulistiyanto, Dadang & Ali Public Accounting Firm in
accordance with its report Number: R. 1.4/146/03/13
dated March 8, 2013.
• Ratifying the Annual Report of Corporate Social
Responsibility for Fiscal Year 2012, including Financial
Statements which has been audited by Doli, Bambang,
Sulistiyanto, Dadang & Ali Public Accounting Firm in
accordance with its report Number: R.I.4/086/03/13
dated February 28, 2013.
• StipulatingofallocationoftheCompany’snetprofitfor
fiscal year 2012.
• Stipulating of bonus for fiscal year 2012, as well as
salary, honorarium, allowances, and other facilities for
fiscal year 2013 for the Board of Directors and Board of
Commissioners.
Approving a Public Accounting Firm to conduct general
audit for fiscal year 2013.
181
Arahan ruPS
• Hasil evaluasi atas capaian kinerja seluruh segmen
usaha Non Aeronautika, maka terhadap segmen
usaha Non Aeronautika yang belum mencapai target
produksi dan perolehan pendapatan, termasuk kendala
dan hambatan yang terjadi, agar menjadi perhatian
dan dasar pertimbangan Direksi dengan pengawasan
Dewan Komisaris untuk dilakukan perbaikan dan
meningkatkan capaian kinerja segmen usaha Non
Aeronautika pada tahun 2013 dan tahun yang akan
datang.
Tindak Lanjut Arahan ruPS
Sudah dilaksanakan. Hal ini ditunjukkan dengan
peningkatan pendapatan non-aeronautika sebesar
Rp228,93 miliar atau 30% dari tahun sebelumnya.
• Pengembangan usaha Non Aeronautika (usaha
komersial) di Bandara Ngurah Rai, Bali agar
menjadi trigger (pemicu) bagi bandara-bandara
lainnya dalam rangka peningkatan pendapatan
usaha komersial.
Tindak Lanjut Arahan ruPS
Sudah dilakukan pola peningkatan pendapatan pada
Bandara Juanda, Bandara Sepinggan, serta Bandara
Sultan Hasanuddin.
• Direksi dengan pengawasan Dewan Komisaris
diminta senantiasa melakukan evaluasi dan
upaya-upaya peningkatan kinerja masing-masing
bandara untuk meningkatkan laba dan pelayanan
kepada customer. Terhadap bandara-bandara
yang kinerjanya masih merugi atau belum
mencapai target agar dilakukan evaluasi dan
kajian dalam meningkatkan pendapatan usaha,
serta melakukan langkah-langkah efisiensi untuk
meminimalisasi kerugian.
Tindak Lanjut Arahan ruPS
Dalam pelaksanaannya, telah dilakukan evaluasi secara
kontinu setiap triwulan dan pengarahan terhadap
target-target bandara yang dilakukan oleh Direksi
kepada bandara-bandara melalui mekanisme rapat
pembahasan bersama triwulanan. Dalam pembahasan
tersebut, Dewan Komisaris juga turut memberikan
arahan.
gSM Directive
• Evaluation result on performance achievement of all
Non•Aeronautics business segments, Non•Aeronautics
segments which have not reached production and
income target, including obstacles and barriers
encountered, must be paid attention to and serve as
the basis for consideration of the Board of Directors
under the supervision of Board of Commissioners
to be improved and to improve the performance of
Non•Aeronautics business segments in 2013 and the
following years.
follow-up referral gSM
Been implemented. This is shown by an increase in non-
aeronautical revenues amounted to Rp228, 93 billion or
30% from the previous year.
• Development of Non•Aeronautics business
(commercial business) in Ngurah Rai Airport,
Bali to become the trigger for other airports in
the context of increasing commercial business
income.
follow-up referral gSM
Has been performed pattern increased revenue
at Juanda Airport, Airport Sepinggan, and Sultan
Hasanuddin Airport.
• Board of Directors, under the supervision of the
Board of Commissioners, is requested to always
perform evaluation and efforts of improving
performance of other airports to improve profit
and customer service. Airports with negative
result or which have not achieved the target must
be evaluated and assessed in order to increase
business income, and efficiency measures must
be taken to minimize losses.
follow-up referral gSM
In the implementation, continuous evaluation has been
performed every quarter and the direction of the airport
targets conducted by the Board of Directors to airports
through the mechanism of joint discussion meeting
quarterly. In these discussions, the Board also helped
provide direction.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
182 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
• Hasil evaluasi atas capaian kinerja optimalisasi dan
pendayagunaan aset pada tahun buku 2012, maka
dalam rangka optimalisasi dan pendayagunaan
aset, Direksi dengan pengawasan Dewan
Komisaris untuk mempercepat realisasi seluruh
program-program eksploitasi maupun investasi
yang terkait dengan optimalisasi aset dengan
tetap mengutamakan peningkatan kemampuan
untuk menghasilkan laba dan peningkatan nilai
bagi Perseroan di masa yang akan datang.
Tindak Lanjut Arahan ruPS
Realisasi program-program eksploitasi telah
dilaksanakan secara baik, ditunjukkan oleh perolehan
laba kotor Perseroan sebesar Rp806,33 miliar pada 2012
dan Rp819,54 miliar pada 2013 walaupun pada tahun
2013 Perseroan kehilangan pendapatan ATS sebesar
Rp565 miliar. Selain itu, peningkatan CSI pada 2013
sebesar 3,79 dari 3,58 pada 2012.
• Berdasarkan realisasi pencapaian investasi pada
tahun buku 2012 secara fisik yang hanya tercapai
sebesar 47,27%, Direksi dengan pengawasan
Dewan Komisaris harus meningkatkan capaian
program dan fisik investasi pada tahun 2013 untuk
mendorong pertumbuhan kinerja Perseroan di
masa yang akan datang. Direksi diminta untuk
melakukan evaluasi kendala-kendala yang terjadi
sehingga dapat memperbaiki capaian investasi
sesuai target.
Tindak Lanjut Arahan ruPS
Bidang investasi ditunjukkan dengan adanya daya
serap sebesar 79%, meningkat dibandingkan tahun
sebelumnya yang hanya tercapai sebesar 47%.
• Seluruh temuan, catatan dan saran Dewan
Komisaris maupun rekomendasi Auditor Internal
dan Auditor Eksternal atas kegiatan selama
tahun 2012 dan tahun-tahun sebelumnya agar
ditindaklanjuti secara tuntas oleh Direksi dalam
tahun 2013, termasuk segera menyelesaikan
tindak lanjut hal-hal yang menjadi temuan Badan
Pemeriksa Keuangan sebagaimana tertuang
dalam Laporan Hasil Pemeriksaan Badan Pemeriksa
• Evaluationresultonperformanceachievementof
asset optimalization and empowerment in fiscal
year 2012, in the context of asset optimalization
and empowerment, the Board of Directors, under
the supervision of Board of Commissioners,
must speed up the realization of all exploitation
and investment programs related to asset
optimalization by still prioritizing improvement
of capacity to generate profit and increase the
Company’s value in the future.
follow-up referral gSM
Realization exploitation programs have been
implemented well, demonstrated by the Company’s
gross profit amounted to Rp806, 33 billion in 2012
and Rp819, 54 billion in 2013, although in 2013 the
Company lost revenue of Rp565 billion ATS. In addition,
an increase in the CSI in 2013 amounted to 3.79 from
3.58 in 2012.
• Based on investment achievement realization in
fiscal year 2012, of which only 47.27% has been
achieved physically, the Board of Directors under
the supervision of the Board of Commissioners
must increase program achievement and physical
investment in 2013 to support the Company’s
performance growth in the future. The Board
of Directors is requested to evaluate obstacles
encountered in order to improve investment
achievement as targeted.
follow-up referral gSM
Investment field indicated by the absorption by 79%,
increase over the previous year which only reached
47%.
• All findings, notes, and advices of the Board of
Commissioners as well as recommendation of
Internal Auditor and External Auditor on activities
in2012andpreviousyearsshouldbefollowed•up
completely by the Board of Directors in 2013,
including to complete the follow•up of matters
which became the finding of the Audit Board as set
forth in Audit Result Report of the Audit Board on
PT Angkasa Pura I (Persero). The Board of Directors
183
Keuangan atas PT Angkasa Pura I (Persero). Direksi
juga diminta agar mengupayakan temuan yang
sama dalam bidang yang sama tidak boleh terjadi
lagi pada masa yang akan datang. Hasil tindak
lanjut tersebut agar dilaporkan kepada Dewan
Komisaris dan Pemegang Saham.
Tindak Lanjut Arahan ruPS
Dengan dikoordinasi oleh Kepala Internal Audit, seluruh
temuan dan catatan internal dan eksternal telah dapat
diselesaikan. Sedangkan untuk saran Dewan Komisaris,
Direksi secara serius sudah menindaklanjutinya.
• Terhadap adanya catatan KAP terkait kegiatan
usaha PT Angkasa Pura I (Persero) Tahun 2012
(23 catatan), maka kepada Direksi diminta untuk
mengoptimalkan peran dan fungsi Satuan
Pengawasan Intern (SPI), khususnya ditekankan
pada pelaksanaan performance audit dan
compliance audit di setiap lini organisasi maupun
proses, sehingga potensi penyimpangan sejauh
mungkin dapat dihindari.
Tindak Lanjut Arahan ruPS
Sudah dilaksanakan dengan meningkatkan peran
Internal Audit melalui pemeriksaan-pemeriksaan rutin
pada setiap bandara dan pada setiap lini organisasi dan
proses.
• Direksi dan Dewan Komisaris diminta untuk tetap
mematuhi dan melaksanakan ketentuan, prosedur
hukum, dan Anggaran Dasar Perseroan, serta
manajemen risiko secara sungguh-sungguh dalam
setiap kegiatan Perseroan berdasarkan prinsip-
prinsip Good Corporate Governance (GCG).
Tindak Lanjut Arahan ruPS
Kepatuhan terhadap hukum sudah dilaksanakan oleh
seluruh jajaran Direksi dan Dewan Komisaris serta
keputusan-keputusan strategis Perseroan telah dibuat
profil risikonya dengan melibatkan unit kerja Risk
Management and Compliance.
• Dewan Komisaris diminta agar melakukan
pengawasan terhadap jalannya Perseroan secara
is also required to make efforts that the same
findings in the same area will not happen again in
thefuture.Thefollow•upresultmustbereported
to the Board of Commissioners and Shareholders.
follow-up referral gSM
With a co-ordinated by the Head of Internal Audit,
all findings and internal and external records have
been resolved. As for the suggestion of the Board of
Commissioners, Directors seriously already follow.
• WithregardtonotesfromthePublicAccounting
Firm related to business activity of PT Angkasa Pura
I (Persero) in 2012 (23 notes), the Board of Directors
is requested to optimize the role and function
of Internal Supervision Unit, especially to put
emphasis on the implementation of performance
audit and compliance audit in each organization
line and process, so that potential deviation can be
avoided as soon as possible.
follow-up referral gSM
Has been implemented by increasing the role of Internal
Audit through regular inspections at every airport and
at every line of the organization and processes.
• TheBoardofDirectorsandBoardofCommissioners
are requested to continue to seriously comply
with and implement the Company’s provisions,
legal procedures, and Articles of Association, as
well as risk management in each of the Company’s
activity based on the Good Corporate Governance
(GCG) principles.
follow-up referral gSM
Compliance with the law has been implemented by
the entire Board of Directors and the Board and the
Company’s strategic decisions have been made to
involve the risk profile unit Risk Management and
Compliance.
• The Board of Commissioners is requested
to conduct supervision on the Company’s
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
184 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
umum termasuk didalamnya evaluasi terhadap
pengendalian internal Perseroan (internal control)
dan melaporkannya secara berkala setiap semester
kepada Menteri Negara BUMN sesuai Surat Edaran
Menteri Negara BUMN Nomor: SE-01/MBU/2006
tanggal 4 Januari 2006.
Tindak Lanjut Arahan ruPS
Sudah dilaksanakan oleh Dewan Komisaris.
• Buku Laporan Keuangan, Laporan Evaluasi Kinerja,
dan Laporan Kepatuhan terhadap Peraturan
Perundang-undangan dan Pengendalian Internal
PT Angkasa Pura I (Persero) yang berakhir pada
tanggal 31 Desember 2013, Laporan Pelaksanaan
Program Kemitraan dan Bina Lingkungan Tahun
Buku 2013, tanggapan Dewan Komisaris, dan
risalah PKBL merupakan bagian yang tidak
terpisahkan dari Risalah Rapat Umum Pemegang
Saham (RUPS) ini.
Tindak Lanjut Arahan ruPS
Sudah dilaksanakan oleh Dewan Komisaris.
• Dalam rangka Program Kemitraan BUMN dengan
Usaha Kecil dan Bina Lingkungan Direksi diminta:
a. Untuk Program Kemitraan tahun 2013
menyesuaikan dengan kebijakan Kementerian
BUMN;
b. Untuk Program Bina Lingkungan akan dibebankan
menjadi biaya Perseroan dan jumlahnya
ditentukan oleh RUPS sesuai dengan kemampuan
Perseroan;
c. Untuk melaksanakan audit atas Program Bina
Lingkungan BUMN Peduli Tahun 2012 yang
selambat-lambatnya telah selesai pada tanggal 28
Juni 2013
Tindak Lanjut Arahan ruPS
Sudah dilaksanakan oleh Dewan Komisaris.
operations in general including evaluation on
the Company’s internal control and report it
regularlyonahalf•yearlybasistotheStateMinister
of State•Owned Enterprises pursuant to Circular
LetterofStateMinisterofState•OwnedEnterprises
Number:SE•01/MBU/2006datedJanuary4,2006.
follow-up referral gSM
Have been implemented by the Board of Commissioners.
• FinancialStatementBooks,PerformanceEvaluation
Report, and Report of Compliance with Laws and
Regulations and Internal Control of PT Angkasa
Pura I (Persero) for the year ended on December
31, 2013, Report of Corporate Social Responsibility
Implementation for Fiscal Year 2013, response of
the Board of Commissioners, and minutes of PKBL
are inseparable part of this Minutes of the General
Shareholders Meeting (GSM).
follow-up referral gSM
Have been implemented by the Board of Commissioners.
• In the context of Partnership Program between
SOEs and Small Businesses and Community
Development, the Board of Directors is required to
do as follows:
a Partnership Program for 2013 must be adjusted
to the policy of the Ministry of State•Owned
Enterprises;
b. Community Development Program will be
charged as Company expense and the amount of
it will be determined by the GSM in accordance
with the Company’s ability;
c. To perform audit on “SOE Cares” Community
Development Program of 2012 which must have
been completed no later than on June 28, 2013.
follow-up referral gSM
Have been implemented by the Board of Commissioners.
185
TATA CArA PeNyeLeNggArAAN ruPS
Sebelum RUPS dilaksanakan, akan dilakukan pemanggilan
dalam jangka waktu paling lambat 14 (empat belas)
hari sebelum tanggal RUPS diadakan dengan tidak
memperhitungkan tanggal pemanggilan dan tanggal RUPS.
Pemanggilan RUPS dilakukan dengan surat tercatat. Dalam
panggilan RUPS dicantumkan tanggal, waktu, tempat, dan
mata acara rapat disertai memberitahuan bahwa bahan yang
akan dibicarakan dalam RUPS tersedia di kantor Perseroan
sejak tanggal dilakukan pemanggilan RUPS sampai dengan
tanggal RUPS diadakan. Agenda RUPS dapat ditambah sesuai
kebutuhan dan sepanjang tidak bertentangan dengan
kepentingan Perseroan dapat dilakukan bila disetujui oleh
peserta RUPS. Selama RUPS berlangsung acara dipimpin
oleh Pemegang Saham.
DeWAN KOMISArIS
Dewan Komisaris bertugas mengawasi pelaksanaan tugas
dan tanggung jawab Direksi, memberikan nasehat dan
masukan kepada Direksi, serta memastikan Perseroan
melaksanakan prinsip–prinsip GCG. Kedudukan masing
masing anggota Dewan Komisaris, termasuk Komisaris Utama
adalah setara. Tugas Komisaris Utama mengkoordinasikan
kegiatan Dewan Komisaris.
INDePeNDeNSI DeWAN KOMISArIS
Tidak ada anggota Dewan Komisaris ataupun Direksi
yang terkait satu dengan yang lain karena hubungan
darah sampai derajat ketiga, baik secara vertikal maupun
horizontal, ataupun karena perkawinan. Seluruh anggota
Dewan Komisaris tidak merangkap jabatan yang dilarang
oleh peraturan yang berlaku.
JuMLAH, KOMPOSISI DAN KrITerIA
Jumlah dan komposisi Dewan Komisaris Perseroan
dipengaruhi oleh ukuran Direksi, bidang usaha dan jenis
keahlian yang dibutuhkan, overall risk yang di hadapi, serta
Komite yang ada.
Adapun komposisi Dewan Komisaris telah memenuhi
unsur keberagaman, yaitu perpaduan dari sisi independensi
dan keahlian. Terkait keahlian Dewan Komisaris Perseroan,
telah dijelaskan pada bagian Profil Dewan Komisaris dalam
Laporan Tahunan ini.
gSM IMPLeMeNTATION PrOCeDure
Before the GSM is implemented, invitation will be sent
within the period of no later than 14 (fourteen) days prior
to the date of GSM not including invitation date and GSM
date. GSM invitation is sent through registered mail. The
GSM invitation states the date, time, location, and meeting
agenda along with the notification that the materials to be
discussed in the GSM are available at the Company’s office
since GSM invitation date until GSM implementation date.
GSM agenda can be added as necessary and, to the extent
not in conflict with the Company’s interest, can be added if
approved by GSM participants. During the GSM, the event
will be led by Shareholders.
BOArD Of COMMISSIONerS
Board of Commissioners has the duty of supervising the
execution of Board of Directors’ duties and responsibility,
giving advice and input to the Board of Directors, and
ensuring that the Company implements the GCG principles.
Each member of the Board of Commissioners, including the
President Commissioner, has equal standing. The President
Commissioner has the duty of coordinating Board of
Commissioners’ activities.
BOArD Of COMMISSIONerS’ INDePeNDeNCe
No member of Board of Commissioners or Board of Directors
has a relationship with another due to blood relation up
to the third degree, either vertically or horizontally, or due
to marriage. All members of Board of Commissioners do
not hold double positions, which are prohibited by the
applicable regulation.
NuMBer, COMPOSITION, AND CrITerIA
The number and composition of the Company’s Board of
Commissioners Perseroan is affected by the size of Board
of Directors, business sector and type of expertise required,
overall risk posed, and the existing Committees.
Meanwhile, the composition of our Board of Commissioners
has fulfilled the element of diversity, namely a combination
in terms of independence and expertise. Expertise of the
Company’s Board of Commissioners has been explained in
the Board of Commissioners Profile section in this Annual
Report.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
186 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Sesuai dengan Keputusan Menteri Badan Usaha Milik Negara
Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan
(Persero) PT Angkasa Pura I Nomor: KEP-240/MBU/2011
tanggal 24 November 2011, Keputusan Pemegang Saham
Perusahaan Perseroan (Persero) PT Angkasa Pura I di luar
Rapat Umum Pemegang Saham tanggal 15 Mei 2013 dan
Keputusan Menteri Badan Usaha Milik Negara selaku Rapat
Umum Pemegang Saham Perusahaan Perseroan (Persero) PT
Angkasa Pura I Nomor: 304/MBU/2013 tanggal 2 Juli 2013
dan SK-423/MBU/2013 tanggal 26 November 2013 tentang
Pemberhentian, Pengangkatan Anggota-anggota Dewan
Komisaris dan Penetapan Komisaris Independen Perusahaan
Perseroan (Persero) PT Angkasa Pura I, ditetapkan
keanggotaan Dewan Komisaris. Berikut susunan Dewan
Komisaris Perseroan berdasarkan Keputusan Menteri Negara
BUMN Nomor: SK-208/MBU/2013.
NAMA JABATAN DASAr PeNgANgKATANJABATAN LAIN DI LuAr
PerSerOAN
Suratto Siswodihardjo
Komisaris UtamaPresident Commissioner
SK Meneg BUMN Nomor: KEP-133/MBU/2010 tanggal 21 Juli 2010.
Komite Audit Bank Bukopin dan Komisaris PT Prosys Engineers
International.
Hakamuddin Djamal
Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN No: SK-423/MBU/2012, tanggal 8 November 2012.
-
Tundjung Inderawan
Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN Nomor: KEP-240/MBU/2011 tanggal 24 November 2011.
DirjenPerkeretaapian Kementerian Perhubungan RI
robert Pakpahan
Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN Nomor: SK-117/MBU/2013 tanggal 4 Februari 2013
Staf Ahli Menteri Keuangan Bidang Penerimaan Negara
Askolani Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN Nomor : SK-204/MBU/2013 tanggal 2 Juli 2013
Plt Dirjen Anggaran
Bernadus Didik Prasetyo
Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN No: SK-423/MBU/2012, tanggal 26 November 2012.
Asisten Deputi Bidang Usaha Industri Primer Kementerian
Negara BUMN
eddy Mulyadi Soepardi
Anggota Dewan KomisarisMember of Board of Commissioners
SK Meneg BUMN No: SK-423/MBU/2012, tanggal 26 November 2012.
-
Pengangkatan Dewan Komisaris di atas telah memenuhi Fit
and Proper Test sesuai Undang-undang Perseroan Terbatas
dan ketentuan GCG. Seluruh anggota Dewan Komisaris
memiliki integritas, kompetensi dan reputasi yang memadai.
Pengangkatan dan pemberhentian Dewan Komisaris
dilakukan melalui RUPS.
By virtue of Decree of the Minister of State-Owned
Enterprises as General Shareholders Meeting of State-Owned
Limited Liabilities Company PT Angkasa Pura I Number:
KEP-240/MBU/2011 dated November 24, 2011, Decision of
Shareholders of State-Owned Limited Liabilities Company
PT Angkasa Pura I other than General Shareholders Meeting
dated May 15, 2013 and Decree of the Minister of State-
Owned Enterprises as General Shareholders Meeting of
State-Owned Limited Liabilities Company PT Angkasa Pura
I Number: 304/MBU/2013 dated July 3, 2013 and SK-423/
MBU/2013 dated November 26, 2013 concerning Termination,
Appointment of Members of Board of Commissioners and
Stipulation of Independent Commissioners of State-Owned
Limited Liabilities Company PT Angkasa Pura I, members of
the Board of Commissioners were stipulated. The following is
the structure of the Company’s Board of by virtue of Decree
of the State Minister of State-Owned Enterprises Number:
SK-208/MBU/2013.
The appointment of Board of Commissioners as above has
fulfilled the Fit and Proper Test in accordance with the Limited
Liabilities Companies Law and GCG provisions. All members
of Board of Commissioners have adequate integrity,
competency, and reputation. Appointment and termination
of Board of Commissioners is conducted through GSM.
187
Pemberhentian dapat dilakukan apabila anggota Dewan
Komisaris yang bersangkutan (1) tidak dapat melaksanakan
tugasnya dengan baik, (2) tidak melaksanakan atau
melanggar ketentuan peraturan perundang-undangan
yang berlaku atau Anggaran Dasar, (3) terlibat dalam
tindakan yang merugikan Perseroan, dan (4) dinyatakan
bersalah berdasarkan putusan pengadilan yang mempunyai
kekuatan hukum tetap.
Anggota Dewan Komisaris wajib memenuhi persyaratan
kemampuan dan kepatutan. Persayaratan kemampuan dan
kepatutan tersebut antara lain:
• Persyaratan Umum Dewan Komisaris, antara lain
mencakup sebagai warga negara Indonesia, sehat
jasmani dan rohani, cakap melakukan perbuatan
hukum, dan tidak pernah melakukan kegiatan yang
merugikan Negara atau tindakan tercela di bidang
keuangan;
• Persyaratan Khusus, antara lain meliput memiliki
pengetahuan dan/atau pengalaman di bidang
kerdirgantaraan, penerbangan, keuangan/akuntansi,
hukum atau manajemen risiko, tidak termasuk dalam
daftar orang-orang yang dilarang menjadi pengurus
Perseroan sesuai peraturan yang berlaku dan lulus fit
and proper test yang ditetapkan pihak terkait.
• Persyaratan Lainnya, yaitu anggota Dewan Komisaris
dilarang saling memiliki hubungan keluarga sampai
dengan derajat kedua dengan anggota Dewan
Komisaris dan/atau sesama anggota Direksi, apabila
hubungan keluarga sebagaimana dimaksud di atas
terjadi setelah pengangkatan sebagai anggota Dewan
Komisaris, maka untuk melanjutkan jabatannya
diperlukan ijin tertulis dari RUPS, calon anggota
Dewan Komisaris hanya dapat merangkap jabatan
sebagai anggota Dewan Komisaris, Direksi atau Pejabat
Eksekutif pada satu lembaga/Perseroan, dan calon
anggota Dewan Komisaris dilarang menjadi pengurus
partai politik yang dibuktikan dengan surat pernyataan
dari yang bersangkutan.
Seluruh anggota Dewan Komisaris memiliki integritas,
kompetensi dan reputasi yang baik. Hal tersebut telah
dibuktikan bahwa seluruh anggota Dewan Komisaris
memperoleh persetujuan telah lulus fit and proper test.
Termination may be conducted if the member of Board of
Commissioners concerned (1) cannot perform his/her duties
properly, (2) does not implement or breaches the provision of
applicable laws and regulations or the Articles of Association,
(3) is involved in an act which damages the Company, and
(4) is declared guilty based on decision of court which has
permanent legal force.
Members of Board of Commissioners must fulfill fit and
proper requirements. The fit and proper requirements are,
among other things:
• General Requirements for Board of Commissioners,
which among other things consist of: Indonesian
citizen, physically and spiritually healthy, capable to
perform legal action, and never committed an activity
which damages the Country or improper conduct in
the financial sector;
• SpecificRequirements, amongother things including:
having knowledge and/or experience in the
aeronautics, aviation, finance/accounting, law, or risk
management sectors, not included in the list of persons
prohibited to become the Company’s management in
accordance with the applicable regulation, and passing
the fit and proper test stipulated by the relevant party.
• OtherRequirements,namely:membersoftheBoardof
Directors are prohibited to have family relationship with
each other up to the second degree with a member
of Board of Commissioners and/or fellow member of
Board of Directors, if the family relationship as intended
above exists after the appointment as member of the
Board of Commissioners, then, in order to continue
the tenure, written approval from GSM is required,
candidate member of Board of Commissioners may
concurrently hold other position of member of Board
of Commissioners, Board of Directors or Executive
Officer at one institution/Company only, and candidate
member of Board of Commissioners is prohibited to sit
in the management board of a political party, evidenced
with statement letter from the person concerned.
All members of the Board of Commissioners have good
integrity, competency and reputation. As evidence thereof,
all members of Board of Commissioners have obtained
approval for passing the fit and proper test.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
188 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Tabel Status uji Kemampuan dan Kepatutan Dewan Komisaris Periode 2013Table of fit and Proper Test Status of Board of Commissioners for the 2013 Period
NAMANAME
DOMISILIDOMICILE
JuMLAH rAPAT TAHuN 2013FIT AND PROPER TEST RESULT
Suratto Siswodihardjo JAKARTA LULUS|PASS
Hakamuddin Djamal JAKARTA LULUS|PASS
Tundjung Inderawan JAKARTA LULUS|PASS
robert Pakpahan JAKARTA LULUS|PASS
Askolani JAKARTA LULUS|PASS
Didik Prasetyo JAKARTA LULUS|PASS
eddy Mulyadi Soepardi JAKARTA LULUS|PASS
rANgKAP JABATAN DeWAN KOMISArIS
Selain menjabat sebagai Dewan Komisaris, anggota Dewan
Komisaris berikut juga merangkap jabatan dengan uraian
sebagai berikut.
1. Suratto Siswodihardjo merangkap jabatan sebagai
Komite Audit Bank Bukopin dan Komisaris PT Prosys
Engineers International.
2. Tundjung Inderawan merangkap jabatan sebagai
Dirjen Perkeretaapian Kementerian Perhubungan RI.
3. Robert Pakpahan merangkap jabatan sebagai Staf Ahli
Menteri Keuangan Bidang Penerimaan Negara.
4. Askolani merangkap jabatan Plt Dirjen Anggaran.
5. Didik Prasetyo merangkap jabatan sebagai Asisten
Deputi Bidang Usaha Industri Primer Kementerian
Negara BUMN.
6. Eddy Mulyadi Soepardi merangkap jabatan sebagai
Deputi Kepala BPKP Bidang Investigasi
HuBuNgAN AfILIASI DeWAN KOMISArIS DeNgAN
DeWAN KOMISArIS LAINNyA DAN/ATAu PeMegANg
SAHAM
Selama 2013, seluruh anggota Dewan Komisaris Angkasa
Pura Airports tidak memiliki hubungan afiliasi, mencakup
hubungan keluarga, hubungan keuangan, serta
kepengurusan dan kepemilikan saham di Perseroan lain
dengan sesama Dewan Komisaris.
Hubungan keluarga dan keuangan antara anggota Dewan
Komisaris dengan sesama anggota Dewan Komisaris dan/
atau Pemegang Saham Utama periode 2013 sebagai berikut.
DOuBLe POSITION Of BOArD Of COMMISSIONerS MeMBerS
In addition to holding the position of Board of Commissioners,
the following members of Board of Commissioners also hold
the positions with the description as follows:
1. Suratto Siswodihardjo holds the position as Audit Committee of Bank Bukopin and Commissioner of PT Prosys Engineers International.
2. Tundjung Inderawan holds the position of Director General of Railways of the Minister of Transportation of the Republic of Indonesia.
3. Robert Pakpahan holds the position of Expert Staff of Finance Minister for State Revenue.
4. Askolani holds the position of Acting Director General of Budgeting.
5. Didik Prasetyo holds the position of Assistant Deputy for Primary Industry Business Sector of the State Ministry of State-Owned Enterprises.
6. Eddy Mulyadi Soepardi merangkap jabatan sebagai
Deputi Kepala BPKP Bidang Investigasi
AffILIATeD reLATIONSHIP BeTWeeN A MeMBer Of
BOArD Of COMMISSIONerS WITH OTHer MeMBer Of
BOArD Of COMMISSIONer AND/Or SHAreHOLDerS
In 2013, all members of the Board of Commissioners of
Angkasa Pura Airports have no affiliated relationship,
including family relationship, financial relationship, as well as
management and shareholding at other Company or with
fellow member of Board of Commissioners.
Family and financial relationship between a member of
Board of Commissioners and fellow member of Board of
Commissioners and/or Key Shareholders in the 2013 period
is as follows:
189
Hubungan keluarga dan keuangan antara anggota Dewan Komisaris dengan sesama anggota Dewan Komisaris dan/
atau Pemegang Saham utama periode 2013 sebagai berikut.
NAMANAME
HuBuNgAN KeLuArgA DeNgANFAMILY RELATIONSHIP WITH
HuBuNgAN KeuANgAN DeNgANFINANCIAL RELATIONSHIP WITH
KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAIN
MANAGEMENT AND SHAREHOLDING AT OTHER COMPANY
DeWAN KOMISrIS BOARD OF
COMMISSIONERS
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAMSHARE
HOLDER
DeWAN KOMISArISBOARD OF COMMISSI
ONERS
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAMSHARE
HOLDER
SeBAgAI ANggOTA DeWAN KOMISArIS
AS MEMBER OF BOARD OF COMMIS-
SI-ONERS
SeBAgAI ANggOTA
DIreKSIAS MEMBER
OF BOARD OF DIREC-TORS
SeBAgAI PeMegANg
SAHAMas SHARE-HOLD-
ER
Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk
Suratto
Siswodihardjo- V - V - V - V - V - V - V - V - V
Hakamuddin
Djamal- V - V - V - V - V - V - V - V - V
Tundjung
Inderawan- V - V - V - V - V - V - V - V - V
robert
Pakpahan- V - V - V - V - V - V - V - V - V
Askolani - V - V - V - V - V - V - V - V - V
Didik
Prasetyo- V - V - V - V - V - V - V - V - V
eddy Mulyadi
Soepardi- V - V - V - V - V - V - V - V - V
NAMA | NAME JeNIS PeLATIHAN / SeMINAr | TYPE OF TRAINING/SEMINAR
Suratto
Siswodihardjo
- Workshop Managing New International Airport di India pada 7- 8 April 2013
- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013
- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013
Hakamuddin
Djamal
- Workshop Managing New International Airport di India pada 7-8 April 2013
- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013
- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013
Tundjung
Inderawan
- Workshop Managing New International Airport di India pada 7-8 April 2013
- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013
- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013
eddy Mulyadi
Soepardi
- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013
- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013
PrOgrAM PeNgeMBANgAN KOMPeTeNSI DeWAN
KOMISArIS
Untuk menunjang pelaksanaan tugas dan pengembangan
kompetensi bagi segenap jajaran Dewan Komisaris, selama
2013 anggota Dewan Komisaris telah mengikuti kegiatan
pelatihan dan seminar sebagai berikut.
BOArD Of COMMISSIONerS COMPeTeNCy
DeveLOPMeNT PrOgrAM
In 2013, to support the implementation of duties and
competency development for all members of Board of
Commissioners, members of Board of Commissioners have
participated in training and seminar activities as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
190 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeDOMAN DAN TATA TerTIB KerJA DeWAN KOMISArIS
Dewan Komisaris memiliki pedoman dan tata tertib
menjalankan pekerjaan yang senantiasa menyesuaikan
dengan perkembangan dan ketentuan yang berlaku. Dewan
Komisaris bertanggung jawab untuk memberikan saran dan
masukan yang dibutuhkan kepada Direksi dalam penyusunan
dan pencapaian visi, misi, rencana jangka panjang, serta
rencana kerja dan anggaran Perseroan. Di samping itu, Dewan
Komisaris juga bertanggung jawab melaksanakan fungsi
pengawasan terhadap pengelolaan Perseroan. RUPS telah
menetapkan satu orang anggota Dewan Komisaris sebagai
Komisaris Independen guna menjamin independensi
Dewan Komisaris dalam melaksanakan fungsinya dan
memenuhi ketentuan komposisi minimal 20%. Hal ini sesuai
dengan ketentuan Komite Nasional Kebijakan Governance
dan Keputusan Menteri Negara BUMN Nomor: Kep-117/M-
MBU/2002 tentang Penerapan Praktek Good Corporate
Governance pada BUMN.
Pelaksanaan tugas Dewan Komisaris mengacu pada Tata
Kerja (Board Manual) yang telah disepakati oleh Dewan
Komisaris dan Direksi. Tata kerja tersebut merupakan
modifikasi peraturan perundang-undangan, Anggaran Dasar,
serta formalisasi mekanisme kerja yang telah disepakati
sesuai dengan prinsip-prinsip GCG. Board Charter (Pedoman
Pelaksanaan Tugas dan Tata Tertib) Dewan Komisaris diatur
dalam Peraturan Menteri BUMN Nomor: PER-01.MBU/2011
tentang Penerapan Tata Kelola Perusahaan yang Baik (Good
Corporate Governance) pada Badan Usaha Milik Negara,
Peraturan Menteri BUMN Nomor: PER-09.MBU/2012 tanggal
6 Juli 2012 tentang Perubahan Atas Peraturan Menteri
BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata
Kelola Perusahaan yang Baik (Good Corporate Governance)
pada Badan Usaha Milik Negara dan Program Kerja Dewan
Komisaris Tahun 2012.
TugAS DAN TANgguNg JAWAB DeWAN KOMISArIS
Dewan Komisaris merupakan organ Perseroan yang
melakukan pengawasan atas kebijakan pengurusan dan
jalannya pengurusan pada umumnya maupun secara
khusus, sesuai dengan batasan yang ditetapkan dalam
Anggaran Dasar. Dewan Komisaris berkomitmen untuk
beritikad baik dan penuh tanggung jawab menjalankan
tugasnya untuk kepentingan Perseroan. Selain itu, Dewan
BOArD Of COMMISSIONerS’ WOrKINg guIDeLINeS
AND ruLeS Of OrDer
The Board of Commissioners has working guidelines and
rules of order which is always adjusted to development
and applicable provisions. The Board of Commissioners is
responsible for giving the necessary advice and input to
the Board of Directors in the preparation and achievement
of the Company’s vision, mission, long-term plan, as
well as work plan and budget. In addition, the Board of
Commissioners is also responsible for implementing the
supervisory function on the Company’s management. GSM
has appointed one member of Board of Commissioners as
Independent Commissioner in order to guarantee the Board
of Commissioners’ independence in performing its function
and meeting the provision on composition of at least
20%. This is in accordance with the provision of National
Committee for Governance Policy and Decree of the State
Minister of State-Owned Enterprises Number: Kep-117/M-
MBU/2002 concerning Implementation of Good Corporate
Governance Practice at State-Owned Enterprises.
The implementation of Board of Commissioners’ duties
refers to the Board Manual agreed by the Board of
Commissioners and Board of Directors. The Board Manual is a
modification of laws and regulations, Articles of Association,
as well as formalization of working mechanism agreed in
accordance with GCG principles. Board Charter of the Board
of Commissioners is regulated in Regulation of Minister
of State-Owned Enterprises Number: PER-01.MBU/2011
concerning Good Corporate Governance Implementation
at State-Owned Enterprises, Regulation of Minister of State-
Owned Enterprises Number: PER-09.MBU/2012 dated July
6, 2012 concerning Amendment to Regulation of Minister
of State-Owned Enterprises Number: PER-01/MBU/2011
concerning Good Corporate Governance Implementation at
State-Owned Enterprises and Work Program of the Board of
Commissioners for 2012.
BOArD Of COMMISSIONerS’ DuTIeS AND reSPONSIBILITy
Board of Commissioners is the Company’s Organ which
conducts supervision on management policy and
management operations generally or specifically, in
accordance with limits stipulated in the Articles of Association.
The Board of Commissioners is committed to perform its
duties, with good intention and full of responsibility, for the
Company’s interest. In addition, the Board of Commissioners
191
Komisaris memberikan nasihat kepada Direksi untuk
memastikan bahwa Perseroan dikelola sesuai dengan
maksud dan tujuan Perseroan sebagaimana Anggaran Dasar
Perusahaan Perseroan (Persero) PT Angkasa Pura I Nomor:
KEP-102/S.MBU/2008 KEP-24/ D3.MBU/2008 yang terakhir
diubah dengan Akta Nomor 02 tanggal 16 Agustus 2010.
Tugas utama Dewan Komisaris adalah melakukan
pengawasan terhadap kebijakan Direksi dalam menjalankan
bisnis dan memberikan saran kepada Direksi. Dewan
Komisaris telah membagi tugas dan tanggung jawab
tertentu pada masing-masing anggota dan Komite sebagai
berikut.
NAMA | namE TugAS DAN TANgguNg JAWAB | dutiEs and rEsponsiBility
Suratto Siswodihardjo Komisaris Utama yang bertugas melakukan fungsi koordinasi atas semua bidang yang
ada di Dewan Komisaris.
Hakamuddin Djamal SDM, Hukum, Organisasi, Remunerasi dan Nominasi.
Tundjung Inderawan Operasi, Teknik dan Teknologi Informasi.
robert Pakpahan Operasi, Teknik dan Teknologi Informasi.
Askolani Bidang Keuangan dan Teknologi Informasi
Didik Prasetyo Program Kerja, Keuangan dan Akuntansi, serta Pengadaan Barang dan Jasa, merangkap
Ketua Komite Audit.
eddy Mulyadi Soepardi Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan
GCG.
NAMA | NAME TugAS DAN TANgguNg JAWAB | DUTIES AND RESPONSIBILITY
Suratto Siswodihardjo Komisaris Utama yang bertugas melakukan fungsi koordinasi atas semua bidang yang ada di Dewan Komisaris.President Commissioner which has the duty of performing coordination function on all sectors represented in the Board of Commissioners.
Hakamuddin Djamal SDM, Hukum, Organisasi, Remunerasi dan Nominasi.HR, Legal, Organization, Remuneration and Nomination.
Tundjung Inderawan Operasi, Teknik dan Teknologi Informasi. Operations, Engineering, and Information Technology.
robert Pakpahan Operasi, Teknik dan Teknologi Informasi.Operations, Engineering, and Information Technology.
Askolani Bidang Keuangan dan Teknologi InformasiFinancial and Information Technology Sectors.
Didik Prasetyo Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan GCG.Business Development and Commercial, and Chairperson of Business Risk and GCG Committee.
eddy Mulyadi Soepardi Program Kerja, Keuangan dan Akuntansi, serta Pengadaan Barang dan Jasa, merangkap Ketua Komite Audit.Work Program, Finance and Accounting, as well as Goods and Service Procurement, and Chairperson of Audit Committee.
Tugas dan tanggung jawab tersebut memiliki spesifikasi
yang berbeda dengan tujuan penanganan dalam bidang
tertentu dapat berjalan maksimal. Uraian tentang tanggung
jawab masing-masing bidang sebagai berikut.
a. Bidang SDM, Hukum, Organisasi, Remunerasi dan
Nominasi.
Bidang ini memiliki tanggung jawab terhadap segala
aspek yang berkaitan dengan sistem dan prosedur
penyiapan SDM, dari mulai sistem rekrutmen,
penegakan disiplin, sistem penggajian dan pemberian
insentif, diklat pegawai, organisasi Perseroan dan
aspek hukum, serta legalitas lainnya.
gives advice to the Board of Directors for ensuring that the
Company is managed in accordance with its purpose and
objective as stated in the Articles of Association of State-
Owned Limited Liabilities Company PT Angkasa Pura I
Number: KEP-102/S.MBU/2008 KEP-24/D3.MBU/2008 most
recently amended by Deed Number 02 dated August 16, 2010.
The Board of Commissioners’ main duty is to conduct
supervision on the Board of Directors’ policies in conducting
business and to give advice to the Board of Directors. The
Board of Commissioners has allocated certain duties and
responsibility to each member and Committee as follows:
These duties and responsibility have different specification
with the objective that the handling of certain area may
function maximally. Description of responsibility of each area
is as follows:
a. HR, Legal, Organization, Remuneration and
Nomination.
This area is responsible for all aspects related to
system and procedure for HR preparation, starting
from recruitment system, discipline enforcement,
remuneration system and provision of incentives,
employee education and training, Company
organization and legal aspect, as well as other legalities.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
192 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
b. Bidang Pengembangan Usaha dan Komersial, serta
GCG.
Bidang ini memiliki tanggung jawab terhadap aspek
yang berkaitan dengan sistem dan prosedur
pengembangan usaha dan komersial, perencanaan
strategis Perseroan, pemasaran dan kerja sama usaha,
serta pemantauan maupun evaluasi atas penerapan
GCG.
c. Bidang Program Kerja, Keuangan dan Akuntansi, serta
Pengadaan Barang dan Jasa
Bidang ini memiliki tanggung jawab terhadap segala
aspek berkaitan dengan sistem prosedur pembuatan
rencana kerja dan anggaran, termasuk anggaran
eksploitasi, investasi, pengadaan barang dan jasa,
pertanggungjawaban, serta pelaporan keuangan.
d. Bidang Operasi, Teknik dan Teknologi Informasi
Bidang ini memiliki tanggung jawab terhadap segala
aspek yang berkaitan dengan teknis operasi, termasuk
master plan dan sistem operasional kebandarudaraan,
monitoring dan evaluasi mutu pelayanan dan
keselamatan penerbangan, penerapan teknologi
informasi dan penyiapan fasilitas sistem pemeliharaan,
serta aspek teknik lainnya.
e. Bidang Perencanaan dan Pengembangan
Bidang ini bertanggung jawab dalam perencanaan,
pembangunan dan pengembangan bandara.
WeWeNANg DAN KeWAJIBAN DeWAN KOMISArIS
Dewan Komisaris berwenang untuk:
a. Melihat buku-buku, surat-surat, serta dokumen-
dokumen lainnya, memeriksa kas untuk keperluan
verifikasi dan lain-lain surat berharga dan memeriksa
kekayaan Perseroan;
b. Memasuki pekarangan, gedung, dan kantor yang
dipergunakan oleh Perseroan;
c. Meminta penjelasan dari Direksi dan/atau pejabat
lainnya mengenai segala persoalan yang menyangkut
pengelolaan Perseroan;
d. Mengetahui segala kebijakan dan tindakan yang telah
dan akan dijalankan oleh Direksi;
e. Meminta Direksi dan/atau pejabat lainnya di bawah
Direksi dengan sepengetahuan Direksi untuk
menghadiri rapat Dewan Komisaris;
f. Mengangkat dan memberhentikan Sekretaris Dewan
Komisaris, jika dianggap perlu;
b. Business Development and Commercial, as well as
GCG.
This area is responsible for aspects related to system
and procedure for business development and
commercial, Company’s strategic planning, marketing
and business cooperation, as well as monitoring and
evaluation of GCG implementation.
c. Work Program, Finance and Accounting, as well as
Goods and Service Procurement
This area is responsible for all aspects related to system
and procedure for the preparation of work plan and
budget, including budget for exploitation, investment,
goods and service procurement, accountability, as
well as financial reporting.
d. Operations, Engineering, and Information Technology
This area is responsible for all aspects related to
technical operations, including master plan and
airport operating system, monitoring and evaluation
of service quality and flight safety, information
technology application and preparation of
maintenance system facility, as well as other technical
aspects.
e. Planning and Development
This area is responsible for planning, construction, and
development of airports.
BOArD Of COMMISSIONerS’ AuTHOrITy AND
OBLIgATIONS
The Board of Commissioners has the authority to:
a. Look at books, letters, and other documents, check
cash and other securities for verification purpose and
check the Company assets;
b. Enter the yard, building, and office used by the
Company;
c. Request for explanation from the Board of Directors
and/or other officers on all matters related to the
Company’s management;
d. Find out about all policies and actions which have
been and will be taken by the Board of Directors;
e. Request the Board of Directors and/or other officers
under the Board of Directors, with consent of the Board
of Directors, to attend the Board of Commissioners
meeting;
f. Appoint and terminate the Secretary of Board of
Commissioners, if deemed necessary;
193
g. Memberhentikan sementara anggota Direksi sesuai
dengan ketentuan Anggaran Dasar;
h. Membentuk Komite-komite lain selain Komite
Audit, jika dianggap perlu dengan memperhatikan
kemampuan Perseroan;
i. Menggunakan tenaga ahli untuk hal tertentu dan
dalam jangka waktu tertentu atas beban Perseroan,
jika dianggap perlu;
j. Melakukan tindakan pengurusan Perseroan dalam
keadaan tertentu untuk jangka waktu tertentu sesuai
dengan ketentuan Anggaran Dasar;
k. Menghadiri rapat Direksi dan memberikan pandangan-
pandangan terhadap hal-hal yang dibicarakan;
l. Melaksanakan kewenangan pengawasan lainnya
sepanjang tidak bertentangan dengan peraturan
perundang-undangan, Anggaran Dasar, dan/atau
keputusan Rapat Umum Pemegang Saham.
Dewan Komisaris berkewajiban untuk:
a. Memberikan nasehat kepada Direksi dalam
melaksanakan pengurusan Perseroan;
b. Meneliti dan menelaah, serta menandatangani
Rencana Jangka Panjang Perusahaan dan Rencana
Kerja dan Anggaran Perusahaan yang disiapkan
Direksi, sesuai dengan ketentuan Anggaran Dasar;
c. Memberikan pendapat dan saran kepada Rapat
Umum Pemegang Saham mengenai Rencana Jangka
Panjang Perusahaan dan Rencana Kerja dan Anggaran
Perusahaan mengenai alasan Dewan Komisaris
menandatangani RJPP dan RKAP;
d. Mengikuti perkembangan kegiatan Perseroan,
memberikan pendapat dan saran kepada Rapat
Umum Pemegang Saham mengenai setiap masalah
yang dianggap penting bagi kepengurusan Perseroan;
e. Melaporkan dengan segera kepada Rapat Umum
Pemegang Saham apabila terjadi gejala menurunnya
kinerja Perseroan;
f. Meneliti dan menelaah Laporan Berkala dan Laporan
Tahunan yang disiapkan Direksi, serta menandatangani
Laporan Tahunan;
g. Memberikan penjelasan, pendapat, dan saran kepada
Rapat Umum Pemegang Saham mengenai Laporan
Tahunan, apabila diminta;
h. Menyusun program kerja tahunan dan dimasukkan
dalam RKAP;
i. Membentuk Komite Audit;
g. Temporarily terminate a member of Board of Directors in
accordance with the provision of Articles of Association;
h. Establish Committees other than Audit Committee,
if deemed necessary by taking into account the
Company’s capacity;
i. Use expert staff for specific matters and for a limited
period at the Company’s expense, if deemed
necessary;
j. Perform management action on the Company in
specific situation for a limited period in accordance
with the provision of Articles of Association;
k. Attend the Board of Directors meeting and provide
insights on the discussed matters;
l. Perform other supervisory authority to the extent
not conflicting with laws and regulations, Articles of
Association, and/or decision of General Shareholders
Meeting.
The Board of Commissioners has the obligation to:
a. Give advice to the Board of Directors in managing the
Company;
b. Study and research, as well as sign the Company’s
Long-Term Plan and Company Budget prepared by the
Board of Directors, in accordance with the provision of
Articles of Association;
c. Give opinion and suggestion to the General Shareholders
Meeting about the Company Long-Term Plan as well as
Company Work Plan and Budget as the reason for the
Board of Commissioners to sign the Company Long-
Term Plan as well as Company Work Plan and Budget;
d. Keep up with the development of the Company’s
activities, give opinion and suggestion to the General
Shareholders Meeting about any matters deemed
important for management of the Company;
e. Report immediately to the General Shareholders
Meeting if there is an indicator of deteriorating
Company performance;
f. Research and study Periodic Report and Annual
Report prepared by the Board of Directors, and sign
the Annual Report;
g. Provide explanation, opinion, and suggestion to the
General Shareholders Meeting on the Annual Report,
upon request;
h. Prepare annual work program to be included in the
Company Work Plan and Budget;
i. Establish the Audit Committee;
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
194 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
j. Propose a Public Accountant to the General
Shareholders Meeting;
k. Prepare minutes of the Board of Commissioners
meeting and keep a copy thereof;
l. Report to the Company about their and/or their family
member’s shareholding in the Company and Other
Company;
m. Provide report on the supervisory duty performed
during the previous fiscal year to the General
Shareholders Meeting;
n. Perform other obligations in the context of supervisory
and advisory duties, to the extent not conflicting with
laws and regulations, Articles of Association, and/or
decision of the General Shareholders Meeting.
In performing its duties and responsibility, the Board of
Commissioners is required to:
• Complywith theArticlesofAssociation and laws and
regulations, as well as the principles of professionalism,
efficiency, transparency, independence, accountability,
responsibility, and fairness;
• Have good intention and be careful and responsible
in performing the supervisory and advisory duties to
the Board of Directors for the Company’s interest in
accordance with the Company’s purpose and objective.
In performing its duties and responsibility, all members
of the Board of Commissioners are personally responsible
for the Company’s loss in the event of mistake or failure in
performing their duties. Nevertheless, members of the Board
of Commissioners are not deemed accountable for the loss
if they can prove that:
• Theyhaveperformedsupervisionwithgoodintention
and care for the Company’s interest in accordance with
the Company’s purpose and objective;
• They have no personal interest, either directly or
indirectly, on the management act of the Board of
Directors which has caused losses; and
• TheyhaveprovidedadvicetotheBoardofDirectorsto
prevent the occurrence or continuation of such loss.
j. Mengusulkan Akuntan Publik kepada Rapat Umum
Pemegang Saham;
k. Membuat risalah rapat Dewan Komisaris dan
menyimpan salinannya;
l. Melaporkan kepada Perseroan mengenai kepemilikan
sahamnya dan/atau keluarganya pada Perseroan
tersebut dan Perseroan lain;
m. Memberikan laporan tentang tugas pengawasan
yang telah dilakukan selama tahun buku yang baru
lampau kepada Rapat Umum Pemegang Saham;
n. Melaksanakan kewajiban lainnya dalam rangka tugas
pengawasan dan pemberian nasihat, sepanjang
tidak bertentangan dengan peraturan perundangan-
undangan, Anggaran Dasar, dan/atau keputusan
Rapat Umum Pemegang Saham.
Pelaksanaan tugas dan tanggung jawab Dewan Komisaris
diwajibkan untuk:
• Mematuhi Anggaran Dasar dan peraturan perundang-
undangan, serta prinsip-prinsip profesionalisme,
efisiensi, transparansi, kemandirian, akuntabilitas,
pertanggungjawaban, serta kewajaran;
• Beritikad baik, penuh kehati-hatian dan bertanggung
jawab dalam menjalankan tugas pengawasan dan
pemberian nasihat kepada Direksi untuk kepentingan
Perseroan dan sesuai dengan maksud dan tujuan
Perseroan.
Dalam melaksanakan tugas dan tanggung jawab, seluruh
anggota Dewan Komisaris bertanggung jawab secara
pribadi atas kerugian Perseroan jika terdapat kesalahan atau
lalai dalam menjalankan tugas. Meski demikian, anggota
Dewan Komisaris tidak dapat dipertanggungjawabkan atas
kerugian apabila dapat membuktikan:
• Telah melakukan pengawasan dengan itikad baik dan
kehati-hatian untuk kepentingan Perseroan dan sesuai
dengan maksud dan tujuan Perseroan;
• Tidak mempunyai kepentingan pribadi, baik langsung
maupun tidak langsung, atas tindakan pengurusan
Direksi yang mengakibatkan kerugian; dan
• Telah memberikan nasihat kepada Direksi untuk
mencegah timbul atau berlanjutnya kerugian tersebut.
195
PeNeTAPAN KeBIJAKAN reMuNerASI DeWAN
KOMISArIS
PrOSeDur KeBIJAKAN reMuNerASI
Kebijakan pemberian remunerasi dan fasilitas lain bagi
Dewan Komisaris mengacu kepada keputusan dari
Pemegang Saham sebagaimana ditetapkan dalam Rapat
Umum Pemegang Saham.
Prosedur penetapan remunerasi Dewan Komisaris mengacu
pada ketentuan yang diatur dalam Peraturan Menteri Negara
Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal
27 Desember 2010. Sedangkan, mekanisme penetapan
besarnya remunerasi Dewan Komisaris berdasarkan
keputusan RUPS. Prosedur penetapan remunerasi Dewan
Komisaris merujuk pada ketentuan yang berlaku, antara lain:
1. Gaji/Honorarium
- Gaji/honorarium Komisaris Utama = 40% dari Direktur
Utama;
- Gaji/honorarium Anggota Komisaris = 36% dari
Direktur Utama.
2. Tunjangan
- Tunjangan hari raya keagamaan 1 kali gaji/honorarium
(dalam hal terdapat alasan yang khusus dan mendapat
persetujuan RUPS dapat diberikan sebesar-besarnya 2
kali gaji/honorarium;
- Tunjangan komunikasi paling banyak 5% (lima persen)
dari gaji/honorarium;
- Santunan purna jabatan;
- Premi asuransi paling banyak 25% (dua puluh lima
persen) dari gaji/honorarium;
- Tunjangan pakaian (kebijakan internal Perseroan,
ditetapkan oleh Direksi setelah anggaran tercantum
dalam RKAP);
- Tunjangan transportasi (paling banyak 20% (dua puluh
persen) dari gaji/ honorarium). Tunjangan transportasi
diberikan apabila tidak diberikan kendaraan dinas
oleh Perseroan.
3. Fasilitas
- Kendaraan dinas 1 (satu) unit beserta biaya
pemeliharaan dan operasional;
- Kesehatan dalam bentuk asuransi kesehatan atau
penggantian biaya pengobatan kepada anggota
Dewan Komisaris beserta seorang istri/suami dan
STIPuLATION Of POLICy fOr reMuNerATION Of THe
BOArD Of COMMISSIONerS AND BOArD Of DIreCTOrS
reMuNerATION POLICy PrOCeDure
The policy for provision of remuneration and other facilities
for the Board of Commissioners refers to Shareholders’
decision as stipulated in the General Shareholders Meeting.
Procedure for the stipulation of remuneration of the Board of
Commissioners refers to the provision regulated in Regulation
of State Minister of State-Owned Enterprises Number: 07/
MBU/2010 dated December 27, 2010. Meanwhile, the
mechanism for stipulating the amount of remuneration of the
Board of Commissioners is based on GSM decision. Procedure for
stipulation of remuneration of the Board of Commissioners refers
to the applicable provisions, among other things as follows:
1. Salary/Honorarium
- Salary/honorarium of President Commissioner = 40% of
the salary of President Director;
- Salary/honorarium of member of Boards of
Commissioner = 36% of the salary of President Director.
2. Allowances
- Religious holiday allowance equal to 1 month salary/
honorarium (in case there is special reason which has
obtained approval from GSM, it can be paid 2 months’
salary/honorarium at the maximum;
- Communication allowance equal to 5% (five percent) of
salary/honorarium at the maximum;
- Post-employment benefit;
- Insurance premium equal to 25% (twenty-five percent)
of salary/honorarium at the maximum;
- Clothing allowance (Company’s internal policy, stipulated
by the Board of Directors after the budget has been
included in the Company Work Plan and Budget);
- Transportation allowance (20% (twenty percent) of
salary/honorarium at the maximum). Transportation
allowance is provided if company vehicle is not provided
by the Company.
3. Facilities
- 1 (one) unit company vehicle as well as its maintenance
and operational costs;
- Healthcare facility in the form of health insurance or
medical expense reimbursement to members of the
Board of Commissioners as well as a wife/husband
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
196 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
maksimal 3 (tiga) orang anak yang belum mencapai
usia 25 tahun yang belum pernah menikah dan belum
pernah bekerja;
- Medical check up diberikan 1 (satu) kali setiap tahun.
4. Perkumpulan Profesi Paling banyak 2 (dua)
perkumpulan, hanya berupa uang pangkal (uang
pendaftaran) dan iuran tahunan.
5. Bantuan hukum dalam bentuk pembiayaan jasa
kantor pengacara/ konsultan hokum sesuai dengan
kebutuhan.
6. Tantiem/insentif kerja sesuai dengan keputusan RUPS.
reMuNerASI DeWAN KOMISArIS
Adapun klasifikasi remunerasi Dewan Komisaris tahun 2012
dan 2013 sebagai berikut.
KOMPONeN | COMPONENT 2012 2013
Gaji/ Honor (setahun), Tunjangan Hari Raya (satu kali gaji/
honor), Santunan Purna Jabatan (25% dari gaji/ honor),
Tunjangan Pakaian, Tunjangan Cuti Tahunan (satu kali gaji),
Tunjangan Cuti Besar (dua Gaji/ Honor (setahun), Tunjangan
Hari Raya (satu kali gaji/honor), Santunan Purna Jabatan
(25% dari gaji/ honor), Tunjangan Pakaian, Tunjangan Cuti
Tahunan (satu kali gaji), Tunjangan Cuti Besar (dua
Salary/Honorarium (per annum), Religious Holiday Allowance
(one month salary/ honorarium), Post-Employment Benefit
(25% of salary/honorarium), Clothing Allowance, Annual Leave
Allowance (one month salary), Sabbatical Leave Allowance
(two months’ salary), Housing Allowance (30% of salary),
Utilities Allowance (30% of Housing Allowance), Health
Facilities (domestic and abroad depending on necessity), and
Representation Expense Facilities.
Rp 2.678.988.800,- Rp 3.184.404.000,-
and a maximum of 3 (three) children under 25 years
who have never been married and have never worked;
- Medical check-up is provided 1 (once) in a year.
4. Professional Association
For 2 (two) associations at the maximum, only in the
form of registration fee and yearly contribution.
5. Legal aid in the form of financing of law office/legal
counsel service fee as necessary.
6. Bonus/work incentive in accordance with GSM
decision.
reMuNerATION Of THe BOArD Of COMMISSIONerS
Meanwhile, the classification of remuneration of the Board of
Commissioners for 2012 and 2013 is as follows:
rAPAT DeWAN KOMISArIS
Selama 2013, Dewan Komisaris telah menyelenggarakan 12
(dua belas) kali rapat. Berikut adalah rapat-rapat yang telah
dilaksanakan oleh Dewan Komisaris selama 2013.
• Rapat Internal Dewan Komisaris sebanyak 12 (dua
belas) kali dengan rincian sebagai berikut.
- Tanggal 11 Januari 2013 dengan agenda pembahasan
Struktur Organisasi Organ Pendukung Dewan
Komisaris.
BOArD Of COMMISSIONerS MeeTINg
In 2013, the Board of Commissioners has conducted 12
(twelve) meetings. The meetings conducted by the Board of
Commissioners in 2013 are as follows:
• Board of Commissioners’ Internal Meetings were
conducted 12 (twelve) times with the details as follows:
- On January 11, 2013 with agenda: discussion on
Organizational Structure of Board of Commissioners’
Supporting Organs.
197
- Tanggal 13 Februari 2013 dengan agenda pembahasan
pengantar pra RUPS Laporan Keuangan Perseroan
tahun buku 2012.
- Tanggal 8 Maret 2013 dengan agenda pembahasan
KPI Dewan Komisaris.
- Tanggal 3 April 2013 dengan agenda pembahasan
pengantar RUPS audited untuk laporan Keuangan
Perseroan tahun buku 2012.
- Tanggal 12 Juni 2013 dengan agenda pembahasan
rencana penjualan saham di PT Gapura dan rencana
perpanjangan kontrak perjanjian dengan GVK.
- Tanggal 21 Juni 2013 dengan agenda lanjutan rencana
penjualan saham pada PT Gapura Angkasa.
- Tanggal 17 Juli 2013 dengan agenda pembahasan
tentang pembentukan Tim Penilaian Bandara Terbaik
untuk tahun 2013.
- Tanggal 21 Agustus 2013 dengan agenda pembahasan
rencana pendayagunaan lahan di Sunset Road – Bali.
- Tanggal 17 September 2013 dengan agenda
pembahasan Laporan Manajemen semester I.
- Tanggal 10 Oktober 2013 dengan agenda pembahasan
hasil assesment GCG dan pengesahan RJPP.
- Tanggal 4 November 2013 dengan agenda
harmonisasi organisasi antara manajemen dengan
pegawai.
- Tanggal 6 Desember 2013 dengan agenda
pembahasan persetujuan temporary Terminal GAT di
Bali.
• Rapat Dewan Komisaris dengan Direksi sebanyak 9
(sembilan) kali dengan rincian sebagai berikut.
- Tanggal 7 Januari 2013 dengan agenda pembahasan
DAPENRA.
- Tanggal 24 Maret 2013 dengan agenda pengesahan
RJPP tahun 2014-2018.
- Tanggal 10 April 2013 dengan agenda pembahasan
Laporan Manajemen tahun buku 2012 untuk Pra
RUPS.
- Tanggal 29 April 2013 dengan agenda pembahasan
Laporan Realisasi tahun 2012.
- Tanggal 21 Juni 2013 dengan agenda rencana
penjualan saham PT Angkasa Pura I pada PT Gapura
Angkasa.
- Tanggal 31 Mei 2013 dengan agenda usulan revisi
RKAP tahun 2013.
- Tanggal 20 September 2013 dengan agenda
perkenalan Anggota Dewan Komisaris baru atas nama
Bapak Askolani, serta pembahasan sanggahan atas
hukuman disiplin atas nama Sdr. Suparmin, ST.
- On February 13, 2013 with agenda: discussion on
pre-GSM introduction to the Company’s Financial
Statements for fiscal year 2012.
- On March 8, 2013 with agenda: discussion on Board of
Commissioners’ KPI.
- On April 3, 2013 with agenda: discussion on audited
GSM introduction to the Company’s Financial
Statements for fiscal year 2012.
- On June 12, 2013 with agenda: discussion on sale of
shares plan at PT Gapura and renewal plan for contract
agreement with GVK.
- On June 21, 2013 with agenda: continuation of sale of
shares plan at PT Gapura Angkasa.
- On July 17, 2013 with agenda: discussion on the
establishment of Best Airport Assessment Team for
2013.
- On August 21, 2013 with agenda: discussion on
empowerment plan of land on Sunset Road – Bali.
- On September 17, 2013 with agenda: discussion on
Management Report for the 1st semester.
- On October 10, 2013 with agenda: discussion on GCG
assessment result and ratification of the Company
Long-Term Plan.
- On November 4, 2013 with agenda: organizational
harmonization between management and employees.
- On December 6, 2013 with agenda: discussion on
approval for GAT temporary Terminal in Bali.
• Meetings between the Board of Commissioners and
Board of Directors were conducted 9 (nine) times with
the details as follows:
- On January 7, 2013 with agenda: discussion on
Angkasa Pura I Pension Fund.
- On March 24, 2013 with agenda: ratification of the
Company Long-Term Plan for 2014-2018.
- On April 10, 2013 with agenda: discussion on
Management Report for fiscal year 2012 for Pre-GSM.
- On April 29, 2013 with agenda: discussion on
Realization Report for 2012.
- On June 21, 2013 with agenda: plan to sell shares of PT
Angkasa Pura I to PT Gapura Angkasa.
- On May 31, 2013 with agenda: proposed revision of
the Company Work Plan and Budget for 2013.
- On September 20, 2013 with agenda: introduction of
new Member of Board of Commissioners namely Mr.
Askolani and discussion on rebuttal to disciplinary
sanction on Mr. Suparmin, ST.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
198 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
- Tanggal 28 Oktober 2013 dengan agenda penyusunan
RJPP 2014-2018.
- Tanggal 14 November 2013 dengan agenda
pembahasan RKAP tahun 2014.
• RapatDewanKomisaris,DireksidanPemegangSaham
sebanyak 4 (empat) kali dengan rincian sebagai berikut.
- Tanggal 15 Januari 2013 bertempat di Gedung
Kementerian BUMN dengan agenda pengesahan
RKAP tahun buku 2013.
- Tanggal 12 April bertempat di Gedung Kementerian
BUMN dengan agenda Pra RUPS tahun buku 2012.
- Tanggal 15 Mei 2013 bertempat di Gedung
Kementerian BUMN dengan agenda RUPS
Pertanggungjawaban Laporan Keuangan tahun buku
2012.
- Tanggal 24 Desember 2013 bertempat di Gedung
Kementerian BUMN dengan agenda RUPS RKAP tahun
buku 2014.
Jumlah rapat Dewan Komisaris dan tingkat kehadiran
Komisaris dalam rapat-rapat Dewan Komisaris, baik rapat
internal maupun rapat eksternal dapat dilaporkan sebagai
berikut.
NAMA | NAMEJuMLAH rAPAT TAHuN 2013NUMBER OF MEETINGS IN 2013
KeHADIrANATTENDANCE
Suratto Siswodihardjo 25 kali 25 kali
Hakamuddin Djamal 25 kali 23 kali
Tundjung Inderawan 25 kali 15 kali
eddy Moelyadi Soepardi 25 kali 19 kali
B. Didik Prasetyo 25 kali 15 kali
robert Pakpahan
(ybs Menjabat 1 Jan s/d
2Juli2013) |(he held this position from January 1 to July
2, 2013)
15 kali 8 kali
Askolani
(ybsmenjabatsejak2Juli2013) | (he holds this position
since July 2, 2013)
10 kali 7 kali
- On October 28, 2013 with agenda: preparation of the
Company Long-Term Plan for 2014-2018.
- On November 14, 2013 with agenda: discussion on
the Company Work Plan and Budget for 2014.
• Meetings between the Board of Commissioners, Board of Directors, and Shareholders were conducted 4 (four) times with the details as follows:
- On January 15, 2013 at the Ministry of State-Owned Enterprises Building with agenda: ratification of the Company Work Plan and Budget for 2013.
- On April 12, 2013 at the Ministry of State-Owned Enterprises Building with agenda: Pre-GSM for fiscal year 2012.
- On May 15, 2013 at the Ministry of State-Owned Enterprises Building with agenda: GSM for the Accountability of Financial Statements for fiscal year 2012.
- On December 24, 2013 at the Ministry of State-Owned Enterprises Building with agenda: GSM for the Company
Work Plan and Budget for fiscal year 2014.
Total number of Board of Commissioners’ meetings and
attendance level of the Commissioners in the Board of
Commissioners’ meetings, both internal as well as external
meetings, can be reported as follows:
199
Keputusan yang diambil dalam rapat Dewan Komisaris
Perseroan telah dicatat dan didokumentasikan dengan
baik dalam risalah rapat Dewan Komisaris. Risalah rapat
ditandangani oleh ketua rapat dan didistribusikan kepada
semua anggota Dewan Komisaris yang menghadiri rapat
maupun tidak. Perbedaan pendapat (disenting opinion)
yang terjadi dalam rapat akan dicantumkan dalam risalah
rapat disertai alasan mengenai perbedaan pendapat.
KePuTuSAN DeWAN KOMISArIS
Selama Tahun 2013, Dewan Komisaris telah mengeluarkan
berbagai keputusan yang bersifat pengawasan antara lain
mencakup:
1. Surat Keputusan No. :02/DK.AP.I/2013 Tentang
Perubahan besaran Honorarium Sekretariat Dewan
Komisaris tanggal 8 Pebruari 2013
2. Surat Keputusan No. :03/DK.AP.I/2013. Tentang
Pengangkatan Joko Subagyo SH, MM sebagai
Anggota Komite Risiko Usaha dan GCG tanggal 25
Pebruari 2013
3. Surat Keputusan No. :04/DK.AP.I/2013. Tentang
Pengangkatan Dewi Hanggraeni sebagai Anggota
Komite Risiko Usaha dan GCG tanggal 25 Pebruari
2013
4. Surat Keputusan No. :05/DK.AP.I/2013. Tentang
Pemberhentian Sekretaris Dewan Komisaris dan
Wakil Dewan Komisaris PT AP I serta Pengangkatan
Sekretaris Dewan Komisaris PT AP I a.n Tirta Kusuma
tanggal 1 Maret 2013
5. Surat Keputusan No. :06/DK.AP.I/2013 Tentang
Pemberhentian Anggota Komite Risiko Usaha dan
GCG PT AP I a.n Dewi Hanggraeni tanggal 9 April 2013
6. Surat Keputusan No. :07/DK.AP.I/2013 Tentang Besaran
Honorarium Komite-Komite dewan Komisaris PT AP I
tanggal 4 Juni 2013
7. Surat Keputusan No. :08/DK.AP.I/2013 Tentang
Pengangkatan Anggota Komite Risiko Usaha dan GCG
PT AP I a.n Fahrul Ismaeni tanggal 28 juni 2013.
8. Surat Keputusan No. :09/DK.AP.I/2013 Tentang
Pengangkatan kembali pengangkatan Staf Sekretariat
Dewan Komisaris tanggal 1 Juli 2013.
9. Surat Keputusan No. :10/DK.AP.I/2013 Tentang
Organisasi dan Tata Kerja Kesekretariatan Dewan
Komisaris PT AP I tanggal 18 Juli 2013.
10. Surat Keputusan No. :11/DK.AP.I/2013 Tentang
Decisions made during the meetings of the Company’s Board of
Commissioners have been recorded and documented properly
in minutes of the Board of Commissioners’ meetings. The
minutes of meetings are signed by chairperson of the meetings
and distributed to all members of Board of Commissioners,
whether or not they attended the meetings. Dissenting opinion
occurring during the meetings will be included in the minutes
of meetings along with the reason for such dissenting opinion.
DeCISION Of THe BOArD Of COMMISSIONerS
In 2013, the Board of Commissioners has issued various
decisions of the supervisory nature including, among other
things:
1. Decision Letter No.:02/DK.AP.I/2013 concerning
Change in Honorarium Amount for the Secretariat to
the Board of Commissioners dated February 8, 2013.
2. Decision Letter No.:03/DK.AP.I/2013 concerning
Appointment of Joko Subagyo SH, MM as Member of
Business Risk and GCG Committee dated February 25,
2013.
3. Decision Letter No.:04/DK.AP.I/2013 concerning
Appointment of Dewi Hanggraeni as Member of
Business Risk and GCG Committee dated February 25,
2013.
4. Decision Letter No.:05/DK.AP.I/2013 concerning Termination of
Secretary to the Board of Commissioners and Representative
of the Board of Commissioners of PT AP I as well as
Appointment of Secretary to the Board of Commissioners of
PT AP I in the name of Tirta Kusuma dated March 1, 2013.
5. Decision Letter No.:06/DK.AP.I/2013 concerning
Termination of Member of Risk and GCG Committee of PT
AP I in the name of Dewi Hanggraeni dated April 9, 2013.
6. Decision Letter No.:07/DK.AP.I/2013 concerning
Honorarium Amount of Committees of the Board of
Commissioners of PT AP I dated June 4, 2013.
7. Decision Letter No.:08/DK.AP.I/2013 concerning Appointment
of Member of Business Risk and GCG Committee of PT AP I in
the name of Fahrul Ismaeni dated June 28, 2013.
8. Decision Letter No.:09/DK.AP.I/2013 concerning Re-
Appointment of Staff of Secretariat to the Board of
Commissioners dated July 1, 2013.
9. Decision Letter No.:10/DK.AP.I/2013 concerning
Organization and Procedure of Secretariat to the
Board of Commissioners of PT AP I dated July 18, 2013.
10. Decision Letter No.:11/DK.AP.I/2013 concerning
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
200 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
reKOMeNDASI-reKOMeNDASI DeWAN KOMISArIS
Rapat Dewan Komisaris dan Direksi yang dilaksanakan selama
periode Januari sampai dengan Desember 2013, telah
menghasilkan sebanyak 16 (enambelas) rekomendasi dan
20 (dua puluh) persetujuan. Seluruh keputusan hasil Rapat
konsultasi Dewan Komisaris dan Direksi tertuang dalam
Notulen Rapat dan dimonitor tindak lanjut penyelesaiannya
pada setiap Rapat berikutnya.
Selama Tahun 2013, Dewan Komisaris telah memberikan
berbagai rekomendasi antara lain sebagai berikut:
1. Tanggapan Dewan Komisaris atas Usulan RKAP tahun
2013 PT AP I tanggal 11 Januari 2013
2. Kajian/rekomendasi Pemisahan Fungsi Direktorat
Operasi dan Teknik PT AP I tanggal 11 Januari 2013
3. Tanggapan Pra RUPS PT AP I tanggal 10 April 2013
4. Tanggapan Remunerasi Gaji direksi dan Komisaris PT
AP I tanggal 15 April 2013
5. Tanggapan atas aporan Pertanggung juawaban
Management PT AP I tahun buku 2012 tanggal 15
April 2013
6. Tanggapan atas Pinjaman Bank dalam rangka
Pencarian sumber pendanaan eksternal PT AP I
tanggal 10 Mei 2013
7. Evaluasi atas Pelaksanaan Kegiatan dan hasil Audit
Kantor Akuntan Public (KAP-DBSD&A) tanggal 14 Mei
2013
Pembentukan TIM Penilaian Bandadara tahun 2013
tanggal 3 September 2013.
11. Surat Keputusan No. :12/DK.AP.I/2013 Tentang
Pengangkatan Kembali Anggota Komite Audit PT AP I
a.n Ilham Budiono tanggal 1 Nopember 2013.
12. Surat Keputusan No. :13/DK.AP.I/2013 Tentang
Pengangkatan Kembali Anggota Komite Audit PT AP I
a.n Ida Bagus Putra tanggal 11 Nopember 2013.
13. Surat Keputusan No. :14/DK.AP.I/2013 Tentang
Pemberhentian dan Pengangkatan Sekretaris Dewan
Komisaris PT AP I a.n Faturohman tanggal 25
Nopember 2013.
14. Surat Keputusan No. :15/DK.AP.I/2013 Tentang
Pemberhentian Asisten Sekretaris Dewan Komisaris
PT AP I bidang Umum dan Ketatausahaan serta
Pengangkatan Wakil Sekretaris Dewan Komisaris 25
Nopember 2013.
Establishment of Airport Assessment Team for 2013
dated September 3, 2013.
11. Decision Letter No.:12/DK.AP.I/2013 concerning Re-
Appointment of Member of Audit Committee of PT AP I
in the name of Ilham Budiono dated November 1, 2013.
12. Decision Letter No.:13/DK.AP.I/2013 concerning Re-
Appointment of Member of Audit Committee of PT AP I in
the name of Ida Bagus Putra dated November 1, 2013.
13. Decision Letter No.:14/DK.AP.I/2013 concerning
Termination and Appointment of Secretary to the
Board of Commissioners of PT AP I in the name of
Faturohman dated November 25, 2013.
14. Decision Letter No.:15/DK.AP.I/2013 concerning
Termination of Assistant Secretary to the Board of
Commissioners of PT AP I for General Affairs and
Administration and Appointment of Deputy Secretary to
the Board of Commissioners dated November 25, 2013.
BOArD Of COMMISSIONerS’ reCOMMeNDATIONS
The Board of Commissioners and Board of Directors’ meetings
conducted during the period from January until December
2013 have resulted in 16 (sixteen) recommendations and 20
(twenty) approvals. All decisions resulting from consultation
meetings of the Board of Commissioners and Board of
Directors are set forth in the Minutes of Meetings and their
settlement follow-up is monitored in each of the subsequent
Meetings.
In 2013, the Board of Commissioners has provided various
recommendations, among other things as follows:
1. Board of Commissioners’ Response to Proposed
Company Work Plan and Budget of PT AP I for 2013
dated January 11, 2013.
2. Study/recommendation on Separation of Function
between Operations and Technical Directorates of PT
AP I dated January 11, 2013.
3. Response to Pre-GSM of PT AP I dated April 10, 2013.
4. Response to Salary Remuneration of the Board of
Directors and Board of Commissioners of PT AP I dated
April 15, 2013.
5. Response to Accountability Report of Management of
PT AP I for fiscal year 2012 dated April 15, 2013.
6. Response to Bank Loan in the context of search for
external funding source for PT AP I dated May 10, 2013.
7. Evaluation on Implementation Activity and Result of
Audit conducted by Public Accounting Firm (DBSD&A
Public Accounting Firm) dated May 14, 2013.
201
8. Tanggapan tertulis atas Usulan Revisi RKAP tahun
2013 PT AP I tanggal 05 Juni 2013
9. Tanggapan atas rencana penjualan saham PT Gapura
Angkasa tanggal 15 Juli 2013
10. Evaluasi terhadap Pengendalian Internal PT AP I
semester I 2013 tanggal 22 Agustus 2013
11. Tanggapan atas Usulan Pengembalian asset tetap ke
Navigasian kepada Perum LPPNPI tanggal 27 Agustus
2013
12. Tanggapan atas Rencana kerjasama Pendayagunaan
Lahan sunset road 16.385 M2 di Bali tanggal 29
Agustus 2013
13. Tanggapan atas Laporan Pertanggungjawaban
Manajemen PT AP I semester I 2013 tanggal 19
September 2013
14. Sanggahan Keberatan atas Penjatuhan hukuman
disiplin a.n Suparmin St tanggal 27 September 2013
15. Pengaduan atas pelaksanaan Tender di Kantor cabang
Bandara Sultan Hasanuddin – Makassar tanggal 28
Oktober 2013
16. Tanggapan atas pengesahan RKAP tahun 2014
tanggal n10 desember 2013
Sedangkan persetujuan yang diberikan oleh Dewan
Komisaris sebagai berikut :
1. Persetujuan Usulan Ruislag Tanah Milik Pemerintah
Propinsi NTB dengan PT AP I tanggal 14 Pebruari 2013
2. Persetujuan Ijin Prinsip Pelaksanaan KSP dengan TNI
AD tanggal 13 Maret 2013
3. Persetujuan Usulan penghapusan Aset di terminal II
Bandara Juanda – Surabaya tanggal 18 Maret 2013
4. Persetujuan Perpanjangan kontrak Pengelolaan
Terminal Cargo di Bandara Ngurah rai – Bali tanggal 05
April 2013
5. Persetujuan Kerjasama sewa lahan dengan anak
perusahaan dan kerjasama pengelolaan General
Aviation terminal dengan PT Execujet Indonesia di
Bandara Ngurah Rai – Bali tanggal 16 April 2013
6. Persetujuan Penghapusan Aktiva tetap berupa
Kendaraan Dinas di Kantor Pusat tanggal 01 Mei 2013
7. Persetujuan Kerjasama di Bandara Ngurah Rai – Bali
tanggal 30 April 2013
8. Persetujuan Bagan Organisasi 1 tingkat di bawah
Direksi tanggal 10 Mei 2013
8. Written response to Proposed Revision of Company
Work Plan and Budget of PT AP I for 2013 dated June
05, 2013.
9. Response to plan to sell the shares of PT Gapura
Angkasa dated July 15, 2013.
10. Evaluation on Internal Control of PT AP I for the 1st
semester of 2013 dated August 22, 2013.
11. Response to Proposed Return of Navigation’s fixed
assets to Perum LPPNPI (the Indonesian Air Navigation
Service Provider Institution) dated August 27, 2013.
12. Response to Plan for Cooperation in the Empowerment
of 16,385 m2 Land on Sunset Road in Bali dated August
29, 2013.
13. Response to Accountability Report of Management of
PT AP I for the 1st semester of 2013 dated September
19, 2013.
14. Rebuttal to Imposition of disciplinary sanction in the
name of Suparmin St dated September 27, 2013.
15. Complaint on the implementation of Tender at Sultan
Hasanuddin Airport Branch Office – Makassar dated
October 28, 2013.
16. Response to ratification of the Company Work Plan
and Budget for 2014 dated December 10, 2013.
Meanwhile, approvals granted by the Board of Commissioners
are as follows:
1. Approval for Proposed Ruislag of Land Owned by the
Government of West Nusa Tenggara Province with PT AP I
dated February 14, 2013.
2. Approval for Principal Permit for the Implementation of
Cooperation in Utilization with the Indonesian National
Military’s Army dated March 13, 2013.
3. Approval for Proposed Write-Off of Assets in terminal II of
Juanda Airport – Surabaya dated March 18, 2013.
4. Approval for Renewal of Contract for Management of Cargo
Terminal at Ngurah Rai Airport – Bali dated April 05, 2013.
5. Approval for land lease cooperation with subsidiary and
cooperation in the management of General Aviation
terminal with PT Execujet Indonesia at Ngurah Rai Airport –
Bali dated April 16, 2013.
6. Approval for Write-Off of Fixed Assets in the form of
Company Vehicles at the Main Office dated May 01, 2013.
7. Approval for Cooperation at Ngurah Rai Airport – Bali dated
April 30, 2013.
8. Approval for Organization Chart for 1 level under the Board
of Directors dated May 10, 2013.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
202 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
9. Persetujuan atas amandemen Perjanjian Comersial
Management Service di Bandara Ngurah Rai – Bali
tanggal 28 Juni 2013
10. Persetujuan penanda tanganan kontrak sampai
dengan 5 tahun oleh Direksi tanggal 15 Juli 2013
11. Persetujuan penghapusan barang tidak produktif
tanggal 15 juli 2013
12. Persetujuan pengadaan Pekerjaan jasa Audit atas
Laporan Keuangan, Laporan PKBL dan evaluasi KPI
tahun buku 2013 tanggal 21 Agustus 2013
13. Persetujuan pembiayaan Program RKA 2013 sebagai
pinjaman kepada Perum LPPNPI tanggal 22 Agustus
2013
14. Persetujuan penunjukan konsultan pendamping
untuk pembangunan New Jogyakarta Airport tanggal
26 Agustus 2013
15. Persetujuan penghapusan Piutang PPN Internasional
tahun 2008 sampai dengan maret 2009 tanggal 25
September 2013
16. Persetujuan pemindahtanganan asset dan penghapus
bukuan dang anti rugi atas tanah milik PT AP I
yang terkena Proyek Toll Nusa Dua Bali tanggal 27
September 2013.
17. Persetujuan usulan penghapusan aktiva tetap berupa
bangunan Guest haose dan Rumah Dinas Nomor
WRBB 25 dan 26 di Bandara Syamsuddin Noor –
Banjarmasin tanggal 27 Oktober 2013
18. Persetujuan usulan penghapusan barang bongkaran
atas asset tetap tidak produktif eks terminal lama
domestic yang terkena proyek Pengembangan
Bandara Internasional Ngurah Rai tanggal 13
Nopember 2013
19. Persetujuan penambahan anggaran Pembuatan
Gedung Temporary General Aviation Terminal (GAT) di
Bandara Ngurah Rai tanggal 14 Nopember 2013
20. Persetujuan atas pemberian pinjaman kepada PT
Angkasa Pura Hotel tanggal 20 desember 2013.
PeNILAIAN KINerJA DeWAN KOMISArIS
Assessment terhadap kinerja dan efektifitas Dewan
Komisaris dilakukan bersamaan dengan assessment
GCG yang dilakukan oleh BPKP pada periode tahun 2012
sejak tanggal 20 Mei 2013 -19 Agustus 2013 yang dalam
assessment GCG tersebut juga diukur mengenai efektifitas
kinerja pengawasan Dewan Komisaris. Dari hasil assessment
9. Approval for amendment to Service Management
Commercial Agreement at Ngurah Rai Airport – Bali
dated June 28, 2013.
10. Approval for contract signing of up to 5 years by the
Board of Directors dated July 15, 2013.
11. Approval for write-off of non-productive items dated
July 15, 2013.
12. Approval for procurement of Audit Service Job on
Financial Statements, PKBL Report, and KPI evaluation
for fiscal year 2013 dated August 21, 2013.
13. Approval for financing of the 2103 Work Plan and Budget
Program as loan to Perum LPPNPI (the Indonesian Air
Navigation Service Provider Institution) dated August
22, 2013.
14. Approval for appointment of assisting consultant for
the construction of New Jogyakarta Airport dated
August 26, 2013.
15. Approval for write-off of International VAT Receivables
from 2008 until March 2009 dated September 25, 2013.
16. Approval for asset transfer as well as write-off and
compensation of the land belonging to PT AP I which
was included in Nusa Dua Toll Project in Bali dated
September 27, 2013.
17. Approval for proposed write-off of assets in the form
of Guesthouse and Company House Number WRBB
25 and 26 at Syamsuddin Noor Airport – Banjarmasin
dated October 27, 2013.
18. Approval for proposed write-off of debris from
demolition of non-productive fixed assets ex old
domestic terminal which was included in Ngurah
Rai International Airport Extension project dated
November 13, 2013.
19. Approval for additional budget for the Construction of
General Aviation Terminal (GAT) Temporary Building at
Ngurah Rai Airport dated November 14, 2013.
20. Approval for extension of lending to PT Angkasa Pura
Hotel dated December 20, 2013.
PerfOrMANCe ASSeSSMeNT Of BOArD Of COMMISSIONerS
Assessment on Board of Commissioners’ performance
and effectiveness is conducted concurrently with the GCG
assessment conducted by the Finance and Development
Supervisory Agency in the 2012 period from May 20, 2013
to August 19, 2013, in which the GCG assessment also
measured the effectiveness of the Board of Commissioners’
supervisory performance. Based on the assessment result,
203
tersebut, penerapan GCG untuk aspek Dewan Komisaris
mencapai skor 27,746 dari skor maksimum 35.
KOMITe DI BAWAH DeWAN KOMISArIS
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu
oleh Komite penunjang, yang terdiri dari Komite Audit dan
Komite Risiko Usaha dan GCG.
Komite Audit
Komite Audit Perseroan merupakan perangkat Dewan
Komisaris dalam melakukan pengawasan dan memberikan
nasihat atau saran kepada Direksi Perseroan dalam
melaksanakan strategi dan pengelolaan Perseroan.
Komite Audit adalah komite di bawah Dewan Komisaris
sebagai amanat dari Keputusan Menteri BUMN Nomor:
PER-12/MBU/2012, yang beperan membantu memberikan
pendapat terhadap laporan atau hal-hal yang disampaikan
oleh Direksi kepada Dewan Komisaris, mengidentifikasi
hal-hal yang memerlukan perhatian Dewan Komisaris, dan
melaksanakan tugas lain yang berkaitan dengan tugas
Dewan Komisaris.
Pembentukan Komite Audit juga didasarkan pada Peraturan
Bapepam Nomor: Ix.I.5 tentang Pembentukan dan Pedoman
Pelaksanaan Kerja Komite Audit. Keputusan pembentukan
Komite Audit Angkasa Pura Airports tertuang dalam
Keputusan Dewan Komisaris Nomor: KEP- 18/DK.API/2012
tanggal 29 November 2012, KEP- 12/DK.API/2013 tanggal 1
November 2013, KEP-13/DK.API/2013 tanggal 11 November
2013 dan Nomor: KEP-06/DK.AP.I/2010, KEP- 07/DK.AP.I/2010,
KEP-08/DK.AP.I/2011, KEP-09/DK.AP.I/2011 tentang
Pengangkatan anggota Komite Audit PT Angkasa Pura I
(Persero).
PeNgANgKATAN DAN PeMBerHeNTIAN KOMITe AuDIT
Komite Audit merupakan komite yang dibentuk oleh Dewan
Komisaris untuk membantu fungsi pengawasan Dewan
Komisaris. Pengangkatan dan pemberhentian para anggota
Komite Audit dilakukan oleh Dewan Komisaris berdasarkan
surat keputusan yang dikeluarkan oleh Dewan Komisaris
Perseroan. Pengangkatan Komite Audit telah melalui proses
fit and proper test sesuai peraturan perundang-undangan
yang berlaku dan ketentuan GCG. Seluruh anggota Komite
Audit memiliki integritas, kompetensi, dan reputasi yang
memadai.
GCG implementation for the Board of Commissioners aspect
achieved the score of 27.746 out of the maximum score of 35.
COMMITTeeS uNDer THe BOArD Of COMMISSIONerS
In performing its duties, the Board of Commissioners is
assisted by supporting Committees, which consist of Audit
Committee as well as Business Risk and GCG Committee.
AuDIT COMMITTee
The Company’s Audit Committee is the Board of
Commissioners’ organ in performing supervision and
providing advice or suggestion to the Company’s Board of
Directors in implementing its strategy and management.
Audit Committee is a committee under the Board of
Commissioners based on mandate of Decree of Minister of
State-Owned Enterprises Number: PER-12/MBU/2012, which
plays the role of assisting in providing opinion with regard
of reports or matters submitted by the Board of Directors to
the Board of Commissioners, identifying matters requiring
the attention of the Board of Commissioners, and performing
other tasks related to the Board of Commissioners’ duties.
The establishment of Audit Committee is also based on
Regulation of Capital Market Supervisory Board Number:
Ix.I.5 concerning Establishment and Work Implementation
Guidelines of Audit Committee. Decision for the establishment
of Audit Committee of Angkasa Pura Airports is set forth in
Decision of the Board of Commissioners Number: KEP- 18/
DK.API/2012 dated November 29, 2012, KEP- 12/DK.API/2013
dated November 1, 2013, KEP-13/DK.API/2013 dated
November 11, 2013 and Number: KEP-06/DK.AP.I/2010, KEP-
07/DK.AP.I/2010, KEP-08/DK.AP.I/2011, KEP-09/DK.AP.I/ 2011
concerning Appointment of member of Audit Committee of
PT Angkasa Pura I (Persero).
APPOINTMeNT AND TerMINATION Of AuDIT COMMITTee
Audit Committee is a committee established by the Board
of Commissioners to assist with the Board of Commissioners’
supervisory duty. The appointment and termination of
members of Audit Committee is conducted by the Board
of Commissioners based on decision letter issued by the
Company’s Board of Commissioners. Appointment of Audit
Committee has passed the fit and proper test process in
accordance with the applicable laws and regulations as well
as provisions on GCG. All members of Audit Committee must
have adequate integrity, competency, and reputation.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
204 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PerSyArATAN ANggOTA KOMITe AuDIT
Anggota Komite Audit telah memenuhi persyaratan,
antara lain memiliki integritas yang tinggi, kemampuan,
pengetahuan, dan pengalaman yang memadai sesuai
dengan latar belakang pendidikannya, serta mampu
berkomunikasi dengan baik, memiliki latar belakang
pendidikan akuntansi atau keuangan, memiliki pengetahuan
yang cukup untuk membaca dan memahami laporan
keuangan, memliki pengetahuan yang memadai tentang
peraturan perundangan di bidang pasar modal dan
peraturan perundang-undangan terkait lainnya, bukan
merupakan orang dalam Kantor Akuntan Publik, Kantor
Konsultan Hukum, atau pihak lain yang memberi jasa audit,
jasa non audit dan atau jasa konsultasi lain kepada Perseroan
yang bersangkutan dalam waktu 6 (enam) bulan terakhir
sebelum diangkat oleh Komisaris; bukan merupakan orang
yang mempunyai wewenang dan tanggung jawab untuk
merencanakan, memimpin atau mengendalikan kegiatan
Perseroan dalam waktu 6 (enam) bulan terakhir sebelum
diangkat oleh Komisaris, kecuali Komisaris Independen;
dan tidak mempunyai saham, baik langsung maupun tidak
langsung, pada Perseroan.
Dalam hal anggota Komite Audit memperoleh saham akibat
suatu peristiwa hukum, maka dalam jangka waktu paling
lama 6 (enam) bulan setelah diperolehnya saham tersebut
wajib mengalihkan kepada pihak lain; tidak mempunyai:
a. Hubungan keluarga perkawinan dan keturunan sampai
derajat kedua, baik secara horizontal maupun vertikal
dengan Komisaris, Direksi, atau Pemegang Saham
Utama; dan/atau
b. Hubungan usaha baik langsung maupun tidak langsung
yang berkaiatan dengan kegiatan usaha.
TugAS DAN TANgguNg JAWAB KOMITe AuDIT
Tugas dan tanggung jawab Komite Audit adalah membantu
Dewan Komisaris dalam mengawasi dan memberikan saran
kepada manajemen Perseroan. Komite Audit senantiasa
mendorong terciptanya praktik bisnis yang sehat dalam
pelaporan keuangan, manajemen risiko, pengendalian
internal, serta etika bisnis. Dalam pelaksanaannya, Direksi
bertanggung jawab sepenuhnya atas penyajian laporan
keuangan sesuai dengan standar dan ketentuan yang
berlaku, kecukupan pengelolaan risiko, sistem pengendalian
reQuIreMeNTS fOr MeMBerS Of AuDIT COMMITTee
Members of Audit Committee have fulfill the requirements
of, among other things, having high integrity, adequate
capability, knowledge, and experience in accordance
with their educational background, as well as capable
to communicate properly, having accounting or finance
education background, having sufficient knowledge to
read and understand financial statements, having adequate
knowledge about laws and regulations in the field of capital
market and other relevant laws and regulations, not an
internal staff of a Public Accounting Firm, Legal Counsel Firm,
or other parties providing audit service, non-audit service,
and or other consulting services to the relevant Company
in the last 6 (six) months before being appointed by the
Board of Commissioners; not a person with authority and
responsibility to plan, lead, or control Company activities in
the last 6 (six) months before being appointed by the Board
of Commissioners, except as Independent Commissioner;
and not holding shares, directly or indirectly, in the Company.
In case a member of Audit Committee acquires shares due
to a legal event, in the period of no later than 6 (six) months
after the acquisition of the shares, he/she must assign the
shares to other party with no:
a. Family relationship due to marriage and descendant
up to the second degree, horizontally or vertically, of
the Board of Commissioners, Board of Directors, or Key
Shareholders; and/or
b. Business relationship, directly or indirectly, which is
related to business activities.
DuTIeS AND reSPONSIBILITy Of AuDIT COMMITTee
The duties and responsibility of the Audit Committee are
assisting the Board of Commissioners in supervising and
providing suggestion to the Company’s management. Audit
Committee always encourages the establishment of fair
business practices in financial reporting, risk management,
internal control, and business ethics. In the implementation,
the Board of Directors is fully responsible for the presentation
of financial statements in accordance with the applicable
standards and provisions, risk management adequacy,
205
, serta kepatuhan terhadap peraturan yang berlaku. Secara
rinci, tugas dan tanggung jawab Komite Audit sebagai
berikut.
a. Membantu Dewan Komisaris untuk memastikan
bahwa; (i) Laporan Keuangan Perseroan disajikan secara
wajar sesuai dengan prinsip akuntansi yang berlaku
umum, (ii) struktur dan mekanisme pengendalian
internal Perseroan telah dilaksanakan dengan baik, (iii)
pelaksanaan audit internal oleh Satuan Pengawasan
Internal (SPI) maupun audit eksternal telah dilaksanakan
sesuai standar yang berlaku dan (iv) tindak lanjut temuan
hasil audit dilaksanakan oleh manajemen;
b. Membantu Dewan Komisaris mengevaluasi dan
memberikan rekomendasi tentang kebijakan remunerasi
manajemen dan karyawan Perseroan secara keseluruhan
menyangkut sistem penggajian dan pemberian
tunjangan, sistem pensiun, sistem kompensasi, serta
manfaat lainnya dan pembagian jasa produksi atau
bonus untuk disampaikan kepada Pemegang Saham
melalui Dewan Komisaris;
c. Membantu Dewan Komisaris memberikan rekomendasi
mengenai penyempurnaan sistem pengendalian
manajemen Perseroan serta pelaksanaannya;
d. Membantu Dewan Komisaris memastikan bahwa telah
terdapat prosedur review yang memuaskan terhadap
segala informasi yang dikeluarkan Perseroan, termasuk
brosur, laporan keuangan berkala, proyeksi dan lain-
lain informasi keuangan yang disampaikan kepada
Pemegang Saham;
e. Membantu Dewan Komisaris dalam mengidentifikasikan
hal-hal yang memerlukan perhatian Komisaris;
f. Melaksanakan tugas lain dari Ketua Komite Audit
maupun dari Komisaris, sepanjang masih dalam lingkup
tugas dan kewajiban Komisaris, berdasarkan ketentuan.
KeWAJIBAN DAN WeWeNANg KOMITe AuDIT
Kewajiban Komite Audit adalah sebagai berikut.
a. Setiap anggota Komite wajib memiliki komitmen dalam
melaksanakan tugasnya.
control system, as well as compliance with the applicable
regulations. In details, the duties and responsibility of Audit
Committee are as follows:
a. Assisting the Board of Commissioners in ensuring that:
(i) the Company’s Financial Statements are presented
fairly in accordance with generally accepted accounting
principles, (ii) the Company’s internal control structure
and mechanism have been implemented properly, (iii)
internal audit by the Internal Supervision Unit as well as
external audit have been implemented in accordance
with the applicable standard, and (iv) audit findings are
followed-up by the management;
b. Assisting the Board of Commissioners in evaluating and
making recommendation on policy for remuneration of
the Company’s management and employees in overall,
which involves salary payment system and provision of
allowances, pension system, compensation system, as
well as other benefits and distribution of production
tantiem or bonus to be given to Shareholders through
the Board of Commissioners;
c. Assisting the Board of Commissioners in making
recommendation on the enhancement of the Company’s
management control system and its implementation;
d. Assisting the Board of Commissioners in ensuring that
there has been a satisfactory review procedure in place
for all information issued by the Company, including
brochures, periodic financial statements, projections, and
other financial information submitted to Shareholders;
e. Assisting the Board of Commissioners in identifying
matters requiring the attention of the Commissioners;
f. Performing other tasks assigned by the Chairperson of
Audit Committee and the Commissioners, to the extent
still included in the scope of duties and responsibility of
Commissioners, based on the provisions.
OBLIgATIONS AND AuTHOrITy Of AuDIT COMMITTee
The obligations of the Audit Committee are as follows:
a. Each Committee member must be committed in
performing his/her duties.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
206 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
b. Komite Audit wajib melaporkan kepada Dewan
Komisaris, berupa:
• Hasil evaluasi yang telah dilakukan Komite Audit,
segera disampaikan kepada Komisaris.
• Laporan berkala, yang berisi pokok-pokok hasil kerja
Komite Audit, disampaikan sekurang-kurangnya 1
(satu) bulan sekali.
• Laporan khusus, yang berisi temuan yang
diperkirakan dapat mengganggu kegiatan
Perseroan, dilaporkan selambat-lambatnya 2 x
24 jam (dua kali dua puluh empat jam), setelah
instruksi pembuatan laporan, atau setelah diketahui
terjadi hal yang perlu dilaporkan secara khusus.
• Anggota Komite Audit minimal 3 (tiga) hari dalam
satu minggu wajib hadir di Kantor Perseroan.
• Komite Audit wajib menjaga kerahasiaan segala
informasi, baik yang diperoleh dari dalam maupun
dari luar Perseroan.
Komite Audit juga memiliki wewenang untuk mengakses
catatan atau informasi tentang karyawan, data keuangan,
aset, serta sumber daya Perseroan lainnya yang berkaitan
dengan pelaksanaan tugasnya. Dalam hal ini, Komite Audit
bekerja sama dan berkoordinasi dengan Satuan Pengawas
Intern dan Eksternal Auditor guna mencapai hasil yang
maksimal.
KOMPOSISI KOMITe AuDIT
Sesuai dengan Piagam Komite Audit, susunan keanggotaan
Komite Audit sebagai berikut.
NAMA | NAME JABATAN | POSITION
eddy Mulyadi Soepriadi Ketua|Chairperson
Ilham Budiono Anggota|Member
Ida Bagus Sudarsana Anggota|Member
b. Audit Committee must submit reports to the Board of
Commissioners, in the form of:
• Result of evaluation conducted by the Audit
Committee, which must be immediately submitted to
the Commissioners.
• Periodic reports, which contain the key results of
Audit Committee’s work, are submitted at least on a
monthly basis.
• Special Reports, which contain findings which are
expected to disturb the Company’s activities, are
reported no later than 2 x 24 hours (two times twenty-
four hours), upon instruction to prepare the report, or
upon finding out about an incident which must be
specifically reported.
• MembersofAuditCommitteemustbepresentinthe
Company’s Office at least 3 (three) days in a week.
• AuditCommitteemustkeeptheconfidentialityofall
information, which comes from inside or outside the
Company.
The Audit Committee is also authorized to access records
or information on employees, financial data, assets, and
other Company resources related to the implementation
of its duties. In this case, the Audit Committee cooperates
and coordinates with the Internal Control Unit and External
Auditor in order to achieve the maximum result.
AuDIT COMMITTee COMPOSITION
In accordance with Audit Committee Charter, composition
of membership of Audit Committee is as follows:
207
PrOfIL rINgKAS KOMITe AuDIT
Keberadaan anggota Komite Audit yang berasal dari luar
pihak yang terafiliasi dalam komposisi keanggotaan Komite
Audit menunjukkan independensi Komite Audit.
eddy Mulyadi Soepardi
Profil dapat dilihat pada bagian Profil Dewan Komisaris
His profile can be found in the Profile of the Board of Commissioners section.
Ida Bagus Sudarsana
Lahir di Gianyar, Bali, 19 Agustus 1954. Diangkat sebagai Anggota Komite Audit sejak tanggal 20
November 2012 sampai dengan 19 November 2013.
Pendidikan Sarjana Ilmu Keuangan Jurusan Akuntansi pada Universitas Airlangga, Surabaya
tahun 1981 dan Magister Manajemen pada STIE IPWI Jakarta tahun 2000. Mengawali karir di
BPKP pada tahun 1981 sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Audit.
He was born in Gianyar, Bali, on August 19, 1954. He held the position of Member of Audit
Committee starting from November 20, 2012 until November 19, 2013.
He completed his education as Bachelor in the field of Accounting at Airlangga University,
Surabaya in 1981 and completed Post-Graduate study at STIE IPWI Jakarta in 2000. He started
his career at the Finance and Development Supervisory Agency in 1981 as auditor/Team Leader,
Ilham Budiono
Lahir di Kendal, Jawa Tengah, 6 Maret 1952. Diangkat sebagai Komite Audit sejak tanggal 9
November 2010 dan diangkat kembali mulai tanggal 1 November 2012 sampai dengan 30
Oktober 2013.
Pendidikan Sarjana Ilmu Keuangan Jurusan Akuntansi pada Universitas Gajah Mada, Yogyakarta
tahun 1980 dan Magister Manajemen pada STIE IPWI Jakarta tahun 2001. Mengawali karir di BPKP
pada tahun 1980 sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Audit.
He was born in Kendal, Central Java, on March 6, 1952. He held the position in Audit Committee
since November 9, 2010 and was reappointed starting from November 1, 2012 until October 30,
2013.
He completed his education as Bachelor of Finance, Majoring in Accounting, at Gajah Mada
University, Yogyakarta in 1980 and as Master of Management at STIE IPWI Jakarta in 2001. He
started his career at the Finance and Development Supervisory Agency in 1980 as auditor, with
his latest position as Audit Quality Control.
BrIef PrOfILe Of AuDIT COMMITTee
The existence of Audit Committee members originating from
affiliated external party in the composition of membership
of Audit Committee indicates its independence.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
208 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
INDePeNDeNSI KOMITe AuDIT
Seluruh anggota Komite Audit merupakan anggota yang
profesional dan independen dalam menjalankan tugas dan
kewajibannya tanpa campur tangan dari pihak manapun
yang tidak sesuai dengan peraturan perundang-undangan.
Anggota Komite Audit juga tidak terkait dengan Direksi,
Dewan Komisaris, maupun Pemegang Saham. Komite Audit
berasal dari luar Perseroan yang tidak memilki kepentingan/
keterkaitan pribadi yang dapat menimbulkan dampak
negatif dan benturan kepentingan (conflict of interest)
dengan Perseroan. Komite Audit dalam melaksanakan
tugasnya tunduk pada ketentuan/hukum dan perundang-
undangan yang berlaku.
Komite Audit tidak ada hubungan keluarga dan
kepengurusan Perseroan lain, dengan anggota Dewan
Komisaris, anggota Direksi, serta Pemegang Saham.
Independensi anggota Komite Audit tercermin dengan
aspek berikut.
ASPeK INDePeNDeNSIeDDy
MuLyADI SOePrIADI
ILHAM BuDIONO
IDA BAguS SuDArSANA INDePeNDeNCe ASPeCT
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
Tidak Tidak TidakHave no financial relationship with
the Board of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan di Perseroan, Anak Perseroan, maupun Perseroan afiliasi
zTidak Tidak TidakHave no management relationship with the Company, Subsidiaries, or
affiliated Companies
Tidak memiliki hubungan kepemilikan saham di Perseroan
Tidak Tidak TidakHave no shareholding relationship
with the Company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit
Tidak Tidak Tidak
Have no family relationship with the Board of Commissioners, Board
of Directors, and/or fellow Audit Committee Members
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah
Tidak Tidak TidakDoes not hold the position of
member of management board of a political party or government official
HuBuNgAN KeLuArgA DAN KeuANgAN KOMITe
AuDIT
Hubungan keluarga dan keuangan antara anggota Komite
Audit dengan sesama anggota Komite dan/atau anggota
Direksi, serta Dewan Komisaris periode 2013 sebagai berikut.
INDePeNDeNCe Of AuDIT COMMITTee
All members of Audit Committee are members who are
professional and independent in performing their duties and
responsibility without intervention from any party which is
not in accordance with laws and regulations. Members
of Audit Committee are not related either to the Board of
Directors, Board of Commissioners, or Shareholders. Audit
Committee members come from outside the Company and
have no personal interest/involvement which may cause
negative impact and conflict of interest with the Company.
In performing its duties, Audit Committee is subject to the
applicable provisions of laws and regulations.
Audit Committee members have no family or management
relationship with other Companies, with members of Board
of Commissioners, members of Board of Directors, and
Shareholders.
The independence of Audit Committee members is reflected
in the following aspect:
fAMILy AND fINANCIAL reLATIONSHIP Of AuDIT
COMMITTee
Family and financial relationship between members of
Audit Committee and fellow Committee members and/or
members of Board of Directors and Board of Commissioners
in the 2013 period is as follows:
209
NAMANAME
HuBuNgAN KeLuArgA DeNgANFAMILY RELATIONSHIP WITH
HuBuNgAN KeuANgAN DeNgANFINANCIAL RELATIONSHIP WITH
KOMITeyANg LAIN
OTHER COMMITTEES
DIreKSIBOARD OF DIRECTORS
DeWAN KOMISArIS
BOARD OF COMMISSIONERS
KOMITeyANg LAIN
OTHER COMMITTEES
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAM
SHARE-HOLDERS
Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk
eddy
Mulyadi
Soepardi
- V - V - V - V - V - V
Ilham
Budiono
- V - V - V - V - V - V
Ida Bagus
Sudarsana
- V - V - V - V - V - V
Selama 2013, seluruh anggota Komite Audit Perseroan tidak memiliki hubungan kepengurusan dan kepemilikan saham di Perseroan lain.In 2013, all members of the Company’s Audit Committee have no management and shareholding relationship with other Companies.
PeDOMAN KerJA KOMITe AuDIT
Dalam melaksanakan fungsi dan perannya, Komite Audit
Perseroan telah dilengkapi Pedoman Kerja yang ditetapkan
dalam Piagam Komite Audit (Committee Audit Charter).
Hal tersebut menunjukkan komitmen Direksi dan Dewan
Komisaris terhadap efektivitas tata kelola perusahaan,
pengendalian internal, risk assessment, dan pengelolaan
Perseroan secara keseluruhan. Piagam Komite Audit disusun
berdasarkan peraturan dan perundang-undangan yang
berlaku, dan senantiasa ditinjau ulang secara berkala.
Charter Komite Audit antara lain mengatur :
1. Pembentukan dan keanggotaan Komite Audit
2. Fungsi, tugas, kewenangan dan tanggung jawab
Komite Audit
3. Lingkup Pekerjaan Komite Audit
4. Kode Etik dan mekanisme Rapat Komite Audit
PrOgrAM KerJA KOMITe AuDIT
Pelaksanaan tugas Komite Audit selama tahun 2013 antara
lain melakukan kajian terhadap hasil audit Kantor Akutan
Publik (KAP) tahun buku 2013 dan meminta Satuan Pengawas
Internal melakukan monitoring progress penyelesaian Audit
KAP tahun 2012 untuk memastikan proses audit KAP dapat
diselesaikan sesuai waktu yang ditetapkan
AuDIT COMMITTee WOrKINg guIDeLINeS
In performing its function and role, the Company’s Audit
Committee has been equipped with Working Guidelines
as stipulated in Audit Committee Charter. This indicates
the commitment of the Board of Directors and Board of
Commissioners towards the effectiveness of the corporate
governance, internal control, risk assessment, and the
Company’s management in overall. Audit Committee
Chartered is prepared based on the applicable laws and
regulations, and is always reviewed periodically.
The Audit Committee Charter regulates, among other things:
1. Audit Committee establishment and membership
2. Audit Committee’s function, duties, authority, and
responsibility
3. Audit Committee’s Scope of Work
4. Audit Committee’s Code of Conduct and Meeting
Mechanism
WOrK PrOgrAM
The implementation of Audit Committee’s duties in 2013
is, among other things, by performing study on Public
Accounting Firm’s audit result for fiscal year 2013 and
requesting the Internal Control Unit to perform monitoring
on progress of completion of Public Accounting Firm’s
Audit for the year 2012 to ensure that Public Accounting
Firm’s audit process can be completed within the stipulated
timeframe.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
210 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
LAPOrAN KerJA KOMITe AuDIT 2013
Selama tahun 2013, Komite Audit telah melakukan kegiatan
antara lain:
1. Penelaahan Laporan Manajemen PT Angkasa Pura I
(Persero) tahun 2012 (Unaudited);
2. Penelaahan Laporan Keuangan PKBL PT Angkasa Pura
I (Persero) tahun 2012 (Unaudited);
3. Penelaahan Laporan Manajemen PT Angkasa Pura I
(Persero) tahun 2012 (Audited);
4. Penelaahan Laporan Keuangan PKBL PT Angkasa Pura
I (Persero) tahun 2012 (Audited);
5. Penelaahan Laporan Manajeman PT Angkasa Pura
I (Persero) Triwulan I s/d IV tahun 2013 & Laporan
Keuangan PKBL PT Angkasa Pura I (Persero) Triwulan I
s/d IV tahun 2013;
6. Penelaahan terhadap Usulan RKAP 2014 dan RJPP
2014 – 2018 dan menyusun tanggapan Dewan
Komisaris untuk RUPS pengesahan dan penetapan
menjadi RKAP 2014. dan RJPP 2013-2017.
rAPAT KOMITe AuDIT
Dalam melaksanakan kegiatannya, Komite Audit
mengadakan pertemuan secara berkala dan bekerja sama
dengan Satuan Pengawas Internal untuk menjamin kesiapan,
ketersediaan data dan informasi, sehingga kondisi Perseroan
dapat diketahui dengan baik oleh Dewan Komisaris. Dalam
pelaksanaan rapat, Komite Audit dapat mengundang
manajemen melalui Satuan Pengawas Internal untuk
memberikan informasi yang diperlukan.
Selama 2013, Komite Audit melakukan rapat dengan Satuan
Pengawas Internal dan Auditor Eksternal. Keputusan yang
diambil dalam rapat Komite Audit Perseroan telah dicatat
dan didokumentasikan dengan baik dalam risalah rapat
Komite. Risalah rapat tersebut ditandatangani oleh peserta
rapat. Perbedaan pendapat (disenting opinion) yang terjadi
dalam rapat akan dicantumkan dalam risalah rapat disertai
alasan mengenai perbedaan pendapat.
Adapun jumlah kehadiran masing-masing anggota Komite
Audit sebagai berikut.
2013 WOrK rePOrT Of AuDIT COMMITTee
In 2013, the Audit Committee has implemented activities,
among other things, as follows:
1. Study on Management Report of PT Angkasa Pura I (Persero) for 2012 (Unaudited);
2. Study on PKBL Financial Statements of PT Angkasa Pura I (Persero) for 2012 (Unaudited);
3. Study on Management Report of PT Angkasa Pura I (Persero) for 2012 (Audited);
4. Study on PKBL Financial Statements of PT Angkasa Pura I (Persero) for (Audited);
5. Study on Management Report of PT Angkasa Pura I (Persero) for the 1st to 4th Quarters of 2013 & PKBL Financial Statements of PT Angkasa Pura I (Persero) for the 1st to 4th Quarters of 2013;
6. Study on Proposed Company Work Plan and Budget for 2014 and Company Long-Term Plan for 2014 – 2018 and preparing the Board of Commissioners’ response to GSM for ratification and stipulation to become the Company Work Plan and Budget for 2014 and Company
Long-Term Plan for 2013-2017.
AuDIT COMMITTee MeeTINgS
In conducting its activities, Audit Committee holds periodic
meetings and cooperates with the Internal Control Unit to
guarantee readiness and availability of data and information,
so that the Company’s condition can be properly understood
by the Board of Commissioners. In the implementation of
meetings, Audit Committee may invite the management
through the Internal Control Unit to provide the necessary
information.
In 2013, Audit Committee held meetings with the Internal
Control Unit and External Auditor. Decisions made during the
Company’s Audit Committee meetings have been recorded
and documented properly in minutes of Committee
meetings. The minutes of meetings are signed by meeting
participants. Dissenting opinion occurring during the
meetings will be included in the minutes of meetings along
with the reason for such dissenting opinion
Meanwhile, total number of attendance of each Audit
Committee member is as follows:
211
TANggAL rAPATDATE OF MEETING
KOMITe AuDITAUDIT COMMITTEE
AgeNDA TeMPATPLACEeddy Mulyadi
Soepardi
Drs. Ilham
Budiono, Ak, MM
Drs. Ida Bagus
Sudarsana, MM
14-02-2013 v v vProgram Kerja SPI
dan Komite AuditRuang Rapat Lt IV
05-03-2013 v v v
Konsinyering
Laporan Hasil
Audit KAP
DBSD&A tahun
buku 2012
Hotel Panghegar
Bandung
15-04-2013 v v v
SPI Charter dan
Evaluasi Laporan
Triwulan I kegiatan
SPI
Ruang Rapat SPI
17-07-2013 v v vLaporan triwulan II
kegiatan SPIRuang rapat SPI
12-08-2013 v v v
Evaluasi Kinerja
Auditor Eksternal
pada Audit tahun
buku 2012
Ruang Rapat
lantai 4
16-10-2013 v v v
Evaluasi Laporan
triwulan III
kegiatan SPI
Ruang Rapat
lantai 4
08-11-2013 v v v
Kick of Metting
General Audit atas
Laporan Keuangan
tahun buku 2013
Ruang rapat
lantai 4
KegIATAN PeLATIHAN/SeMINAr KOMITe AuDIT TAHuN
2013
Untuk menunjang pelaksanaan tugasnya, selama 2013
anggota Komite Audit telah mengikuti kegiatan pelatihan
dan seminar sebagai berikut.
NAMAnamE
JeNIS PeLATIHAN / SeMINArtypE of traininG/sEminar
eddy Mulyadi Soepardi- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013
- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013
Ilham Budiono - Manajemen Audit, GCG, Risk Management, Penyidik Tindak Pidana Korupsi, dan lain-lain
AuDIT COMMITTee TrAININg/SeMINAr ACTIvITIeS IN
2013
In 2013, to support the performance of their duties, Audit
Committee members have participated in training and
seminar activities as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
212 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PrOSeDur PeNeTAPAN reMuNerASI KOMITe
AuDIT
Kebijakan pemberian remunerasi dan fasilitas lain bagi Komite
Audit mengacu kepada keputusan Dewan Komisaris. Proses
penetapan remunerasi didasarkan pada kajian Komite terkait
dengan memperhatikan hal–hal: hasil kinerja keuangan dan
pemenuhan cadangan sebagaimana diatur dalam peraturan
perundang-undangan yang berlaku, prestasi kerja individu,
kewajaran dengan peer group, dan pertimbangan sasaran
dan strategi jangka panjang Perseroan.
PeNILAIAN KINerJA KOMITe AuDIT TAHuN 2013
Penilaian kinerja Komite Audit dilakukan baik secara
kelompok maupun individu. Penilaian kinerja dilakukan
oleh Dewan Komisaris dan melalui asessment GCG. . Hasil
penilaian kinerja Komite Audit menunjukkan bahwa Komite
Audit telah melakukan tugas dan tanggung jawabnya
dengan baik.
KOMITe rISIKO uSAHA DAN gCg
Perseroan berkomitmen tinggi atas penerapan manajemen
risiko dan GCG. Komite Risiko Usaha dan GCG merupakan
organ pendukung yang dimaksudkan untuk membantu
Dewan Komisaris melakukan penilaian terhadap kajian
risiko atas kelayakan kegiatan yang direncanakan dan
pengawasan terkait implementasi GCG oleh Perseroan yang
sesuai ketentuan berlaku.
Susunan Komite Risiko Usaha dan GCG Perseroan
berdasarkan Keputusan Dewan Komisaris Nomor: KEP-08/
DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013
tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal
11 November 2013 tentang Pengangkatan Anggota Komite
Resiko Usaha dan Good Corporate Governance PT Angkasa
Pura I (Persero).
PeDOMAN DAN TATA TerTIB KerJA KOMITe rISIKO
uSAHA DAN gCg
Dalam melaksanakan fungsi dan perannya, Komite Risiko
Usaha dan GCG telah dilengkapi Pedoman Kerja sebagaimana
telah ditetapkan dalam SK Dewan Komisaris Nomor: KEP-
08/DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013
tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal
11 November 2013 tentang Pengangkatan Anggota Komite
Resiko Usaha dan Good Corporate Governance PT Angkasa
Pura I (Persero).
PrOCeDure fOr STIPuLATION Of reMuNerATION Of
AuDIT COMMITTee
The policy for the provision of remuneration and other facilities
to Audit Committee refers to the Board of Commissioners’
decision. Stipulation process of remuneration is based on
study conducted by the relevant Committee by taking into
account matters as follows: financial performance result
and fulfillment of provision as regulated in the applicable
laws and regulations, individual work performance, fairness
among peer group, and consideration of the Company’s
long-term target and strategy.
PerfOrMANCe ASSeSSMeNT Of AuDIT COMMITTee IN
2013
Performance assessment of Audit Committee is conducted
both as a group as well as individually. Performance
assessment is conducted by the Board of Commissioners
and through GCG assessment.
BuSINeSS rISK AND gCg COMMITTee
The Company is highly committed to risk management and
GCG implementation. Business Risk and GCG Committee
is a supporting organ intended for assisting the Board of
Commissioners in performing assessment on risk study on
the feasibility of planned activity and supervision related to
GCG implementation by the Company in accordance with
the applicable provisions.
The composition of the Company’s Business Risk and
GCG Committee based on Decision of the Board of
Commissioners Number: KEP-08/DK.API/2013 dated June
28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and
KEP-13/DK.API/2013 dated November 11, 2013 concerning
Appointment of Members of Business Risk and Good
Corporate Governance Committee of PT Angkasa Pura I
(Persero).
WOrKINg guIDeLINeS AND ruLeS Of OrDer Of
BuSINeSS rISK AND gCg COMMITTee
In performing its function and role, the Business Risk
and GCG Committee has been equipped with Working
Guidelines as stipulated in Decision Letter of Board of
Commissioners Number: KEP-08/DK.API/2013 dated June
28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and
KEP-13/DK.API/2013 dated November 11, 2013 concerning
Appointment of Members of Business Risk and Good
Corporate Governance Committee of PT Angkasa Pura I
(Persero).
213
TugAS DAN TANgguNg JAWAB KOMITe rISIKO uSAHA
DAN gCg
Dalam melaksanakan tugas, Komite Pengembangan Usaha
dan GCG bertanggung jawab kepada Dewan Komisaris.
Pertanggungjawaban Komite Pengembangan Usaha dan
GCG kepada Dewan Komisaris merupakan perwujudan
akuntabilitas pengawasan atas pengelolaan Perseroan
dalam rangka pelaksanaan prinsip-prinsip GCG.
Tugas Komite Risiko Usaha dan GCG
Tugas-tugas berkaitan dengan Risiko Usaha :
1. Melakukan review dan memberikan rekomendasi
atas efektivitas pelaksanaan manajemen risiko
Perseroan yang dilakukan oleh Risk Management
and Complience, melalui pertemuan secara berkala
maupun cara lainnya untuk membahas progress dari
tahapan-tahapan tugas dan tanggung jawab yang
dilakukan oleh Risk Management and Complience
Group.
2. Melakukan review atas penilaian risiko oleh Risk
Management and Complience Group terhadap
rencana investasi Perseroan yang material.
3. Melakukan pengawasan atas kegiatan Risk
Management and Compliance Group dalam
memantau pelaksanaan mitigasi resiko oleh unit-unit
kerja terkait.
4. Melakukan pengawasan atas pelaksanaan
rekomendasi Komite Risiko Usaha oleh Risk
Management and Complience Group.
5. Melakukan analisis dan evaluasi atas usulan Rencana
Kegiatan dan Anggaran Perusahaan (RKAP) dan review
tahunan atas Rencana Jangka Panjang Perusahaan
(RJPP) yang diajukan oleh Direksi.
6. Melakukan Penelaahan atas informasi risiko dan
manajemen risiko Perseroan dalam laporan-laporan
yang akan dipublikasikan, melalui proses:
- Diskusi bersama dengan manajemen;
- Review atas draft dari laporan yang akan
dipublikasikan.
7. Melakukan pembahasan atas risiko-risiko penting
pada unit-unit di lingkungan Perseroan, sesuai
kebutuhan.
8. Dalam hal Direksi menganggap perlu menggunakan
konsultan manajemen risiko independen untuk
melakukan penelaahan kembali atas proses
manajemen risiko yang telah diterapkan Perseroan,
maka tugas Komite Risiko Usaha dan GCG adalah :
DuTIeS AND reSPONSIBILITy Of BuSINeSS rISK AND
gCg COMMITTee
In performing its duties, the Business Risk and GCG Committee
reports to the Board of Commissioners. The accountability
of the Business Risk and GCG Committee to the Board of
Commissioners is the manifestation of accountability of
supervision on the Company’s management in the context
of implementation of GCG principles.
The Duties of Business Risk and GCG Committee
Business Risk-related duties:
1. Conducting review and making recommendation on
the effectiveness of risk management implementation
at the Company conducted by Risk Management and
Compliance, through periodic meetings or otherwise
to discuss the progress of phases of duties and
responsibility performed by Risk Management and
Compliance Group.
2. Conducting review on risk assessment conducted by
Risk Management and Compliance Group on material
investment plan of the Company.
3. Performing supervision on activities of Risk
Management and Compliance Group in monitoring
the implementation of risk mitigation by relevant
work units.
4. Performing supervision on the implementation of
Business Risk Committee’s recommendation by Risk
Management and Compliance Group.
5. Performing analysis and evaluation on Proposed
Company Work Plan and Budget as well as annual
review on Company Long-Term Plan submitted by the
Board of Directors.
6. Performing Study on the Company’s risk information
and risk management in reports to be published,
through the process of:
- Discussion with the management;
- Review on draft report to be published.
7. Discussing about important risks in units within the
Company’s environment, as necessary.
8. In case the Board of Directors deems important to
use independent risk management consultant to
reassess the risk management process implemented
by the Company, the duties of Business Risk and GCG
Committee are:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
214 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
- Memberikan masukan tentang kriteria dan
kompetensi konsultan;
- Melakukan monitoring pekerjaan konsultan melalui
Risk Management and Complience Group.
Tugas-tugas yang berkaitan dengan GCG (Good Corporate
Government) :
1. Memastikan kelengkapan kelengkapan dan validitas
dari Corporate Governance Policy (CGP), Management
Policy (MP) dan Standard Operating Procedure (SOP)
sesuai dengan kegiatan Perseroan;
2. Memastikan manajemen melaksanakan kegiatan
usaha mengikuti ketentuan dalam CGP, MP dan SOP;
3. Memastikan pengawasan telah dilakukan terhadap
penerapan CGP, MP dan SOP;
4. Mengevaluasi kebijakan tentang GCG dan Standar
Etika serta tindak lanjut hasil assessment yang
dilakukan oleh Eksternal Konsultan.
5. Melakukan penyelidikan dan verifikasi berdasarkan
hasil temuan di lapangan berkaitan dengan
pelanggaran etika dan pelanggaran praktek GCG yang
terjadi di Perseroan.
6. Mengevaluasi dan melakukan penyempurnaan
terhadap pedoman-pedoman yang berkaitan dengan
pelaksanaan GCG sekurang-kurangnya 1 (satu) tahun
sekali atau disesuaikan dengan kebutuhan Perseroan.
7. Memberikan nasehat, masukan, dan rekomendasi
kepada Direksi mengenai standar-standar praktek
terbaik penerapan GCG di Perseroan.
8. Membantu Direksi dalam merencanakan,
melaksanakan, mengevaluasi dan mengembangkan
secara berkesinambungan penerapan Etika Kerja
& Bisnis dan praktek GCG di seluruh wilayah kerja
Perseroan.
9. Membantu tugas Direksi dalam pembinaan
dan pengawasan efektifitas penerapan praktik
GCG di Perseroan sebagai upaya meningkatkan
nilai Pemegang Saham, termasuk sosialisasi dan
internalisasi.
10. Melakukan evaluasi terhadap efektivitas penerapan
GCG oleh Organ Utama dan Organ Pendukung dan
memberikan masukan penyempurnaan serta upaya-
upaya pemantapannya.
- Providing input on criteria and competency of the
consultant;
- Performing monitoring on the consultant’s job
through Risk Management and Compliance
Group.
GCG (Good Corporate Government)-related duties are:
1. Ensuring the completeness and validity of Corporate
Governance Policy (CGP), Management Policy
(MP), and Standard Operating Procedure (SOP) in
accordance with Company activities;
2. Ensuring that management conducts business activities
by adhering to the provisions in CGP, MP, and SOP;
3. Ensuring that supervision has been performed on the
implementation of CGP, MP, and SOP;
4. Evaluating policy on GCG and Ethical Standard as well
as follow-up of result of assessment conducted by
External Consultant.
5. Performing investigation and verification based on
findings on field related to breach of ethics and GCG
practice occurring in the Company.
6. Evaluating and enhancing guidelines related to GCG
implementation at least once a year or adjusted to the
Company’s requirement.
7. Providing advice, input, and making recommendation
to the Board of Directors on best practice standard of
GCG implementation at the Company.
8. Assisting the Board of Directors in continuously
planning, implementing, evaluating, and developing
the implementation of Work & Business Ethics and
GCG practice in all Company working territories.
9. Assisting in the Board of Directors’ duty in the
development and supervision of effectiveness of
implementation of GCG practice in the Company as
an effort of increasing Shareholders’ value, including
dissemination and internalization.
10. Performing evaluation on the effectiveness of GCG
implementation by Main Organ and Supporting
Organ as well as providing input for enhancement and
its steadying efforts.
215
JuMLAH, KOMPOSISI DAN KrITerIA KOMITe rISIKO
uSAHA DAN gCg
Sampai dengan 31 Desember 2013, susunan anggota
Komite Risiko Usaha dan GCG berjumlah 3 (tiga) orang yang
terdiri dari:
a. Seorang dari pihak independen yang memiliki keahlian
di bidang keuangan manajemen risiko;
b. Seorang dari pihak independen yang memiliki keahlian
di bidang anajemen dan GCG.
NAMANAME
JABATANPOSITION
DIANgKAT SeJAKAPPOINTED ON
JABATAN LAIN DILuAr PerSerOANOTHER POSITION OUTSIDE THE COMPANY
B. Didik Prasetyo Ketua 11 November 2013
Assisten Deputi Bidang Usaha Industri Primer Kementerian
negara BUMN
Assistant Deputy for Primary Industrial Sector of the State
Ministry of State-Owned Enterprises
Joko Subayo Anggota 25 Pebruari 2013 -
fahrul Ismaeni Anggota 28 Juni 2013Dosen pada Fakultas Ekonomi Universitas Indonesia
Lecturer at the Faculty of Economics of University of Indonesia
Anggota Komite Risiko Usaha dan GCG dapat berhenti atau
diberhentikan meskipun jabatannya belum berakhir apabila
yang bersangkutan (1) mengundurkan diri, (2) kehilangan
kewarganegaraan, (3) meninggal dunia, (4) melakukan
sesuatu yang bersifat merugikan Perseroan, (5) melanggar
atau tidak memenuhi persyaratan sebagai anggota Komite
Risiko Usaha dan GCG.
Seluruh anggota Komite Risiko Usaha dan GCG telah
memenuhi persyaratan kemampuan dan kepatutan. Selain
itu, bahwa anggota Komite Risiko Usaha dan GCG wajib
memiliki integritas, akhlak dan moral yang baik, serta
memiliki pengetahuan dan mengetahui di bidang ekonomi,
keuangan, dan/atau memiliki pengalaman kerja di bidang
manajemen risiko, GCG, peraturan perundang-undangan di
bidang hukum, dan peraturan perundang-undangan terkait
lainnya.
NuMBer, COMPOSITION, AND CrITerIA
As of December 31, 2013, the composition of Business Risk
and GCG Committee members consists of 3 (three) persons,
including:
a. One person from the independent party with expertise
in the field of finance and risk management;
b. One person from the independent party with expertise
in the field of management and GCG.
A member of Business Risk and GCG Committee may quit or
be terminated although his/her tenure has not ended if the
person concerned (1) resigns, (2) loses his/her citizenship, (3)
has passed away, (4) commits an action which has adverse
impact on the Company, (5) breaches or does not qualify the
requirement to become a member of Business Risk and GCG
Committee.
All members of Business Risk and GCG Committee have
fulfilled fit and proper requirement. In addition, they have
passed requirement that a member of Business Risk and
GCG Committee must have good integrity, character, and
morality, as well as have knowledge and is knowledgeable
in the fields of economic and finance, and/or have work
experience in the fields of risk management, GCG, legal laws
and regulations, and other relevant laws and regulations.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
216 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KOMPeTeNSI DAN KeAHLIAN ANggOTA KOMITe rISIKO
uSAHA DAN gCg
Seluruh anggota Komite Risiko Usaha dan GCG memiliki
integritas, kompetensi dan reputasi keuangan yang baik.
B. Didik Prasetyo
Profil dapat dilihat pada bagian Profil Dewan Komisaris
He was born in Klaten on December 19, 1956.
Joko Subayo
Lahir di Klaten pada 19 Desember 1956.
Memperoleh gelar Sarjana Hukum dari Universitas Islam Indonesia (2001) dan Master Manajemen
dari Universitas Mercu Buana (2002).
Pernah menjabat sebagai Kepala Seksi Pengaturan dan OTL PT Angkasa Pura I (1993-2008),
Pengawas Bidang PUM SPI PT Angkasa Pura I (1993- 2012).
He obtained his Bachelor of Law degree from Indonesian Islamic University (2001) and Master of
Management degree from Mercu Buana University (2002).
He held the position of Administration, Organization and Governance Section Head at PT
Angkasa Pura I (1993-2008), Supervisor of General Administration of Internal Supervision Unit at
PT Angkasa Pura I (1993- 2012).
fahrul Ismaeni
Lahir di surabaya pada 22 Mei 1980.
Memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia (2003) dan Magister Hukum dari
Universitas Indonesia (2006).
Bekerja sebagai dosen dari Universitas Indonesia (2003-sekarang), Deputy of Plantation, Rofestery
and Agro Business pada PT Agape Bumi Mandiri dan PT Agro Wahana Bumi (2009-sekarang).
Pelatihan yang diikuti diantaranya Business Risk Management, Merger and Acquisition, PKPA, dan
lain lain.
He was born in Surabaya on May 22, 1980.
He obtained Bachelor of Economics degree from the University of Indonesia (2003) and Master
of Law degree from the University of Indonesia (2006).
He works as lecturer at the University of Indonesia (2003-currently), Deputy of Plantation, Forestry
and Agribusiness at PT Agape Bumi Mandiri and PT Agro Wahana Bumi (2009-currently).
The trainings he attended are, among other things, Business Risk Management, Merger and
Acquisition, Special Education for Advocate Profession, etc.
COMPeTeNCy AND eXPerTISe Of MeMBerS Of
BuSINeSS rISK AND gCg COMMITTee
All members of Business Risk and GCG Committee have
good integrity, competency and financial reputation.
217
INDePeNDeNSI KOMITe rISIKO uSAHA DAN gCg
Ketentuan rangkap jabatan Anggota Komite Risiko Usaha
dan GCG sebagai berikut.
a. Ketua Komite Risiko Usaha dan GCG tidak merangkap
sebagai ketua pada Komite lain;
b. Anggota Komite Risiko Usaha dan GCG tidak merangkap
jabatan sebagai anggota pada Komite lainnya.
ASPeK INDePeNDeNSI B. DIDIK PrASeTyO
JOKO SuBAyO
fAHruL ISMAeNI INDePeNDeNCe ASPeCT
Tidak memiliki hubungan keuangan
dengan Dewan Komisaris dan Direksi.Tidak| No Tidak| No Tidak| No
Have no financial relationship with the Board
of Commissioners and Board of Directors.
Tidak memiliki hubungan kepengurusan
di Perseroan, Anak Perseroan, maupun
Perseroan afiliasi.
Tidak| No Tidak| No Tidak| No k
Have no management relationship with
the Company, Subsidiaries, or affiliated
Companies.Tidak memiliki hubungan kepemilikan
saham di Perseroan.Tidak| No Tidak| No Tidak| No
Have no shareholding relationship with the
Company.
Tidak memiliki hubungan keluarga dengan
Dewan Komisaris, Direksi, dan/atau sesama
anggota Komite Risiko Usaha dan GCG.
Tidak| No Tidak| No Tidak| No
Have no family relationship with the Board
of Commissioners, Board of Directors, and/
or fellow members of Business Risk and GCG
Committee.
Tidak menjabat sebagai pengurus partai
politik dan pejabat pemerintah daerah. Tidak| No Tidak| No Tidak| No
Does not hold the position of member of
management board of a political party or
regional government official.
HuBuNgAN KeLuArgA DAN KeuANgAN, KePeNguruSAN DAN KePeMILIKAN SAHAM KOMITe
rISIKO uSAHA DAN gCg PADA PerSerOAN LAIN
Selama 2013, seluruh anggota Komite Risiko Usaha dan
GCG Perseroan tidak memiliki hubungan kepengurusan dan
kepemilikan saham di Perseroan lain.
Hubungan keluarga dan keuangan antara anggota Komite
Risiko Usaha dan GCG sebagai berikut.
NAMAnamE
HuBuNgAN KeLuArgA DeNgANFAMILY RELATIONSHIP WITH
HuBuNgAN KeuANgAN DeNgANFINANCIAL RELATIONSHIP WITH
KOMITe yANg LAINOTHER
COMMITTEE
DIreKSIBOARD OF DIRECTORS
DeWAN KOMISArIS
BOARD OF COMMISSIONERS
KOMITe yANg LAIN
OTHER COMMITTEE
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAMSHARE-HOLDERS
Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya TdkB. Didik Prasetyo - V - V - V - V - V - V
Joko Subayo - V - V - V - V - V - V
fahrul Ismaeni - V - V - V - V - V - V
BuSINeSS rISK AND gCg COMMITTee’S INDePeNDeNCe
The provisions on multiple positions of Members of Business
Risk and GCG Committee are as follows:a. Chairperson of Business Risk and GCG Committee may not
concurrently hold the position of chairperson in another Committee;
b. Member of Business Risk and GCG Committee may not concurrently hold the position of member in another Committee.
BuSINeSS rISK AND gCg COMMITTee’S fAMILy reLATIONSHIP AND fINANCIAL, MANAgeMeNT, AND
SHAreHOLDINg reLATIONSHIP WITH OTHer COMPANy
In 2013, all members of the Company’s Business Risk and
GCG has no management and shareholding relationship
with other company.
Family and financial relationship of members of Business Risk
and GCG Committee is as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
218 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
NAMANAME
KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAINHuBuNgAN KeuANgAN DeNgAN
MANAGEMENT AND SHAREHOLDING WITH OTHER COMPANY
SeBAgAI ANggOTA KOMITeAS COMMITTEE MEMBER
SeBAgAI ANggOTA DIreKSIAS MEMBER OF BOARD OF
DIRECTORS
SeBAgAI DeWAN KOMISArISAS MEMBER OF BOARD OF
COMMISSIONERS
Ya Tdk Ya Tdk Ya Tdk
B. Didik Prasetyo - V - V - V
Joko Subayo - V - V - V
fahrul Ismaeni - V - V - V
Berikut ini hubungan kepengurusan dan kepemilikan saham
pada Perseroan lain oleh Komite Risiko Usaha dan GCG
periode 2013.
rAPAT KOMITe rISIKO uSAHA DAN gCg
Sesuai dengan Charter Komite, Rapat Komite Risiko Usaha
dan GCG diadakan sekurang-kurangnya 12 kali dalam
setahun. Keputusan Rapat Komite Risiko Usaha dan GCG
diambil berdasarkan musyawarah untuk mufakat. Dalam
hal keputusan musyawarah mufakat tidak tercapai, maka
keputusan diambil berdasarkan pemungutan suara setuju
terbanyak. Apabila suara setuju dan tidak setuju berimbang,
maka usulan dianggap ditolak.
Komite Risiko Usaha dan GCG dapat juga mengambil
keputusan yang sah dan mengikat tanpa mengadakan
rapat, dengan ketentuan bahwa seluruh anggota Komite
Risiko Usaha dan GCG telah memberikan persetujuan atas
usul yang diajukan secara tertulis, serta menandatangani
persetujuan tersebut. Keputusan yang diambil mempunyai
kekuatan yang sama dengan keputusan melalui rapat formal.
Rapat Komite Risiko Usaha dan GCG tahun 2013 sebagai
berikut.
Tabel rapat Komite risiko usaha dan gCg Tahun 2013
TANggAL rAPAT B. DIDIK PrASeTyO JOKO SuBAyO fAHruL ISMAeNI
Januari|January v v v
Februari|February v v v
Maret|March v v v
April|April v v v
Mei|May v v v
Juni|June v v v
Juli|July v v v
Agustus|August v v v
The management and shareholding relationship with other
Company by Business Risk and GCG Committee for the 2013
period is as follows.
BuSINeSS rISK AND gCg COMMITTee MeeTINgS
In accordance with the Committee’s Charter, Business Risk
and GCG Committee Meetings are conducted at least 12
times in a year. Decision of Business Risk and GCG Committee
Meetings are made based on consultation for consensus. In
the event that decision based on consultation for consensus
fails to be achieved, decision will be made based on the
most votes. If agreeing and disagreeing votes turn out to be
balanced, the proposal is considered rejected.
Business Risk and GCG Committee may also made valid,
binding decision without holding a meeting, provided that
all members of Business Risk and GCG Committee have
granted approval on the proposal which is submitted in
writing, and have signed the approval. The decision made
has the same force as decisions made in a formal meeting.
Business Risk and GCG Committee Meetings in 2013 are as
follows:
Table of Business risk and gCg Committee Meetings in 2013
219
Keputusan yang diambil dalam rapat Komite Risiko Usaha
dan GCG telah dicatat dan didokumentasikan dengan baik
dalam risalah rapat Komite Risiko Usaha dan GCG. Risalah
rapat ditandangani oleh ketua rapat dan didistribusikan
kepada semua anggota Komite Risiko Usaha dan GCG
yang menghadiri rapat maupun tidak. Perbedaan
pendapat (disenting opinion) yang terjadi dalam rapat akan
dicantumkan dalam risalah rapat disertai alasan mengenai
perbedaan pendapat.
TANggAL rAPAT B. DIDIK PrASeTyO JOKO SuBAyO fAHruL ISMAeNI
September|September v v v
Oktober|October v v v
November|November v v v
Desember|December v v v
LAPOrAN KerJA KOMITe rISIKO uSAHA DAN gCg
Selama tahun 2013, Komite Pengembangan Usaha dan GCG
telah secara aktif memberikan masukan penyempurnaan
terkait dengan aspek manajemen risiko dan GCG Perseroan
antara lain meliputi:
1. Laporan Realisasi Program Kerja triwulan I
2. Permohonan persetujuan penyesuaian Honorarium
Komite
3. Laporan Triwulanan kegiatan Komite Risiko Usaha dan
GCG TW I tahun 2013
4. Laporan Triwulanan kegiatan Komite Risiko Usaha dan
GCG TW II tahun 2013
5. Laporan Triwulanan kegiatan Komite Risiko Usaha dan
GCG TW III tahun 2013
6. Laporan Triwulanan kegiatan Komite Risiko Usaha dan
GCG TW IV tahun 2013
PeNILAIAN KINerJA KOMITe rISIKO uSAHA DAN gCg
TAHuN 2013
Penilaian kinerja Komite Risiko Usaha dan GCG dilakukan baik
secara kelompok maupun individu oleh Dewan Komisaris
dan melalui assesment GCG oleh pihak independen.
Indikator penilaian kinerja Komite Risiko Usaha dan GCG
pada 2013 adalah terkait dengan pelaksanaaan tugas dan
tanggung jawab Komite Risiko Usaha dan GCG dalam
membantu Dewan Komisaris memberikan saran/masukan
dan rekomendasi dalam rangka pengawasan Perseroan
sesuai dengan Pedoman dan Tata Tertib Tertib Kerja Komite
Risiko Usaha dan GCG.
Decisions made during Business Risk and GCG Committee
meetings have been recorded and documented properly
in minutes of Business Risk and GCG Committee’ meetings.
The minutes of meetings are signed by chairperson of the
meetings and distributed to all members of Business Risk
and GCG Committee, whether or not they attended the
meetings. Dissenting opinion occurring during the meetings
will be included in the minutes of meetings along with the
reason for such dissenting opinion.
BuSINeSS rISK AND gCg COMMITTee’S WOrK rePOrT
In 2013, the Business Risk and GCG Committee has been
actively providing input for enhancement related to the
aspect of Company’s risk management and GCG which
include, among other things:
1. Work Program Realization Report for the 1st quarter
2. Request for approval of the Committee’s Honorarium
adjustment
3. Quarterly Report on Business Risk and GCG Committee
activities for the 1st quarter of 2013
4. Quarterly Report on Business Risk and GCG Committee
activities for the 2nd quarter of 2013
5. Quarterly Report on Business Risk and GCG Committee
activities for the 3rd quarter of 2013
6. Quarterly Report on Business Risk and GCG Committee
activities for the 4th quarter of 2013
PerfOrMANCe ASSeSSMeNT Of BuSINeSS rISK AND
gCg COMMITTee IN 2013
Performance assessment of Business Risk and GCG
Committee is conducted both as a group and individually by
the Board of Commissioners and through GCG assessment
by an independent party. Performance assessment indicator
of Business Risk and GCG Committee in 2013 is related to the
implementation of duties and responsibility of Business Risk
and GCG Committee in assisting the Board of Commissioners
in making suggestion/input and recommendation in the
context of the Company’s supervision in accordance with
Working Guidelines and Rules of Order of Business Risk and
GCG Committee.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
220 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KOMITe NOMINASI DAN reMuNerASI
Komite Nominasi dan Remunerasi merupakan
organ Perseroan yang membantu Dewan Komisaris
dalam menetapkan kriteria pemilihan calon anggota
Dewan Komisaris dan Direksi serta sistem remunerasi,
mempersiapkan calon anggota Dewan Komisaris dan
Direksi, serta mengusulkan besaran remunerasi.
Sampai dengan 2013, Perseroan tidak memiliki Komite
Nominasi dan Remunerasi sehingga tidak dapat memberikan
informasi mengenai:
1. Nama, jabatan, dan riwayat hidup singkat anggota
Komite Nominasi dan/atau Remunerasi;
2. Independensi anggota Komite Nominasi dan/atau
Remunerasi;
3. Uraian tugas dan tanggung jawab;
4. Uraian pelaksanaan kegiatan Komite Nominasi dan/
atau Remunerasi; dan
5. Frekuensi pertemuan dan tingkat kehadiran Komite
Nominasi dan/atau Remunerasi.
Pelaksana Fungsi Komite Nominasi dan Remunerasi Perseroan
melekat pada Dewan Komisaris, yaitu menjalankan tugas
pengawasan terhadap Perseroan, memastikan bahwa
sistem/kebijakan nominasi dan remunerasi Perseroan telah
disusun dan dilaksanakan berdasarkan asas keadilan dan
transparansi, serta patuh kepada peraturan perundang-
undangan yang berlaku.
SeKreTArIS DeWAN KOMISArIS
Sekretaris Dewan Komisaris memegang peranan penting
dalam mendukung kinerja Dewan Komisaris, tidak hanya
menjalankan fungsi administratif, namun mempunyai
fungsi dan nilai yang strategis dalam pelaksanaan fungsi
pengawasan Dewan Komisaris secara optimal.
PeDOMAN KerJA
Dalam melaksanakan tugasnya, Sekretaris Dewan Komisaris
telah dilengkapi Pedoman Kerja yang disebut dengan Job
Description. Untuk Sekretaris Dewan Komisaris, lampiran
dari Surat Keputusan Dewan Komisaris Nomor: Kep 14/
DK.AP1/2013 tentang Pemberhentian dan Pengangkatan
Sekretaris Dewan Komisaris Perusahaan Perseroan (Persero)
PT Angkasa Pura I. Pedoman kerja Sekretaris Dewan Komisaris
antara lain mengatur tugas dalam membantu kelancaran
tugas Dewan Komisaris melaksanakan pengawasan.
NOMINATION AND reMuNerATION COMMITTee
Nomination and Remuneration Committee is the Company’s
organ which assists the Board of Commissioners in
stipulating criteria for selecting candidate members of
Board of Commissioners and Board of Directors as well as
the remuneration system, preparing candidate members
of Board of Commissioners and Board of Directors, and
proposing remuneration amount. Up to 2013, the Company
did not have a Nomination and Remuneration Committee so
that it cannot provide information on:
1. Name, position, and brief curriculum vitae of members
of Nomination and/or Remuneration Committee;
2. Independence of members of Nomination and/or
Remuneration Committee;
3. Description of duties and responsibility;
4. Description of activity implementation of Nomination
and/or Remuneration Committee; and
5. Frequency of meetings and attendance level of
Nomination and/or Remuneration Committee.
The executing party of the Functions of Nomination and
Remuneration Committee at the Company is embedded in
the Board of Commissioners, namely performing supervisory
duty on the Company, ensuring that the Company’s
nomination and remuneration system/policy has been
arranged and implemented based on the principles of
justice and transparency, as well as in compliance with the
applicable laws and regulations.
SeCreTAry TO THe BOArD Of COMMISSIONerS
Secretary to the Board of Commissioners plays an important
role in supporting the Board of Commissioners’ performance,
because not only performing administrative function, but he
also has strategic function and value in performing the Board
of Commissioners’ supervisory function optimally.
WOrKINg guIDeLINeS
In performing his duties, the Secretary to the Board of
Commissioners has been equipped with Working Guidelines
referred to as Job Description. For Secretary to the Board of
Commissioners, attachment to Decision Letter of the Board
of Commissioners Number: Kep 14/DK.AP1/2013 concerning
Termination and Appointment of Secretary to the Board of
Commissioners for PT Angkasa Pura I State-Owned Limited
Liabilities Company. Working guidelines for the Secretary to
the Board of Commissioners, among other things, regulates
221
Pedoman kerja Sekretaris Dewan Komisaris direview minimal
1 (satu) tahun sekali untuk memastikan bahwa cakupan
pedoman tersebut selalu sejalan dengan kebutuhan.
TugAS DAN TANgguNg JAWAB JAWAB SeKreTArIS
DeWAN KOMISArIS
Sekretaris Dewan Komisaris mempunyai fungsi pokok
untuk memberikan dukungan kepada Dewan Komisaris
guna memperlancar tugas -tugas Dewan Komisaris dan
sebagai penghubung antara Dewan Komisaris dengan
manajemen, serta bertanggung jawab untuk menyediakan
dan menyampaikan informasi yang penting tentang Rapat
Dewan Komisaris kepada Manajemen Perseroan.
PrOfIL SeKreTArIS DeWAN KOMISArIS
Sekretaris Dewan Komisaris mengemban misi untuk
mendukung kelancaran administrasi atas pelaksanaan
fungsi pengawasan dan penasehatan yang dilakukan oleh
Dewan Komisaris. Pengangkatan Sekretaris Dewan Komisaris
berdasarkan Surat Keputusan Dewan Komisaris
Nomor : KEP. 14/DK.AP.I/2013 tanggal 25 Nopember 2013
Berikut profil ringkas Sekretaris Dewan Komisaris.
faturohman
Lahir di Tanggerang tanggal 26 Juni 1976, memperoleh gelar sarjana ekonomi Universitas
Indoneisa pada tahun 2001.
Pernah bekerja sebagai Sekretarsi Dewan Komisaris PT Kertas Kraft Aceh 2002-2007, Sekretaris
Dewan Komisaris PT Perkebunan Nusantara V 2008-2012, Sekretaris Dewan Komisaris PT Pupuk
Kaltim 2012.
Pelatihan yang diikuti :
Diklat kepemimpinan Lan(2012), Workshop Negotiation Skill businnes, prasetya mulya (2011)
dan lain lain.
He was born in Tangerang on June 26, 1976 and obtained bachelor of economics degree from
the University of Indonesia in 2001.
He worked as Secretary to the Board of Commissioners of PT Kertas Kraft Aceh in 2002-2007,
Secretary to the Board of Commissioners of PT Perkebunan Nusantara V in 2008-2012, Secretary
to the Board of Commissioners of PT Pupuk Kaltim in 2012.
Trainings attended:
Leadership education and training at the State Administration Agency (2012), Workshop on
Business Negotiation Skill at Prasetya Mulya (2011), etc.
Dalam struktur organisasi, Sekretaris
Dewan Komisaris bertanggung jawab
langsung kepada Dewan Komisaris.
In the organizational structure, the Secretary
to the Board of Commissioners reports directly to the Board of
Commissioners.
Working guidelines for the Secretary to the Board of
Commissioners is reviewed at least once a year for ensuring
that the coverage of the guidelines is always in line with the
requirement.
DuTIeS AND reSPONSIBILITy
Secretary to the Board of Commissioners has the
main functions of providing support to the Board of
Commissioners in order to smoothen the performance
of Board of Commissioners’ duties and serving as liaison
between the Board of Commissioners and management,
as well as being responsible for providing and submitting
important information on the Board of Commissioners
Meetings to the Company’s Management.
PrOfILe Of SeCreTAry TO THe BOArD Of COMMISSIONerS
Secretary to the Board of Commissioners carries out the
mission of supporting administrative smoothness of
the implementation of supervisory and advisory duties
performed by the Board of Commissioners. Appointment
of Secretary to the Board of Commissioners is based on
Decision Letter Board of Commissioners Number: KEP. 14/
DK.AP.I/2013 dated November 25, 2013
The following is a brief profile of the Secretary to the
Board of Commissioners:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
222 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KegIATAN SeKreTArIS DeWAN KOMISArIS
Kegiatan Sekretaris Dewan Komisaris meliputi:a. Menyediakan informasi untuk kebutuhan Dewan
Komisaris dalam rangka pengambilan keputusan;b. Mempersiapkan bahan–bahan yang diperlukan
berkaitan dengan laporan–laporan rutin Direksi dalam mengelola Perseroan, seperti Laporan Bulanan, Laporan Triwulanan, dan sebagainya;
c. Mempersiapkan rapat–rapat dalam lingkungan Dewan Komisaris, baik yang bersifat rutin maupun non rutin, dengan berbagai pihak;
d. Membuat risalah rapat atas rapat-rapat, rutin maupun non rutin, Dewan Komisaris dan menyampaikan kepada pihak–pihak yang berkepentingan;
e. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan operasional Perseroan apakah sudah sesuai dengan RKAP yang telah ditentukan;
f. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan ketaatan terhadap ketentuan, baik ketentuan intern (hasil RUPS, Keputusan Komisaris, Keputusan Direksi) maupun ketentuan ekstern, serta perundang-undangan lain yang berlaku;
g. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan pelaksanaan Good Coorporate Governance (GCG) di Perseroan;
h. Melaporkan kepada Dewan Komisaris hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan masalah-masalah yang timbul yang dapat mengganggu perkembangan atau kelangsungan hidup Perseroan;
i. Menyusun laporan semesteran Dewan Komisaris terhadap pengawasan pelaksanaan RKAP;
j. Menyusun laporan tahunan Dewan Komisaris terhadap pelaksanaan RKAP;
k. Melakukan analisa dan rekomendasi kepada Dewan Komisaris atas pengajuan permohonan persetujuan pengadaan investasi yang melebihi kewenangan Direksi;
l. Melakukan analisa dan rekomendasi kepada Dewan Komisaris atas pengajuan permohonan Direksi yang menyangkut realisasi biaya di atas kewenangan Direksi;
m. Melakukan analisa dan pengamatan tentang surat-surat keputusan, baik dari intern maupun ekstern, yang
terkait dengan pengaturan operasional Perseroan.
ACTIvITIeS Of THe SeCreTAry TO THe BOArD Of COMMISSIONerS
Activities of the Secretary to the Board of Commissioners consist of:
a. Providing information required by the Board of Commissioners in the context of decision making;
b. Preparing materials necessary related to the Board of Directors’ routine reports in managing the Company, such as Monthly Reports, Quarterly Reports, etc.;
c. Preparing meetings in the environment of Board of Commissioners, both routine and non-routine, with various parties;
d. Preparing minutes of meetings, routine or non-routine, of the Board of Commissioners and delivering them to interested parties;
e. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to Company operations, whether or not it has been in accordance with the specified Company Work Plan and Budget;
f. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to compliance with provisions, either internal provisions (GSM result, Board of Commissioners’ Decision, Board of Directors’ Decision) or external provisions, as well as other applicable laws;
g. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to Good Corporate Governance (GCG) implementation at the Company;
h. Reporting to the Board of Commissioners the result of supervision on the duties and responsibility of the Board of Directors relating to arising issues which may disturb the Company’s development or continuity;
i. Preparing Board of Commissioners’ half-yearly report with regard to supervision on implementation of Company Work Plan and Budget;
j. Preparing Board of Commissioners’ annual report with regard to implementation of Company Work Plan and Budget;
k. Preparing analysis and recommendation to the Board of Commissioners on application of request for approval of procurement of investment exceeding the Board of Directors’ authority;
l. Preparing analysis and recommendation to the Board of Commissioners on application of request to the Board of Directors relating to realization of costs exceeding the Board of Directors’ authority;
m. Performing analysis and observation on decision letters, internal and external, relating to the Company’s operational arrangement.
223
DIreKSI
Direksi adalah organ Perseroan yang bertanggung jawab
penuh atas pengurusan Perseroan untuk kepentingan dan
tujuan Perseroan sesuai dengan ketentuan Anggaran Dasar.
INDePeNDeNSI DIreKSI
Seluruh anggota Direksi tidak merangkap jabatan baik
sebagai Dewan Komisaris, anggota Direksi atau Pejabat
Eksekutif pada lembaga lain yang dilarang oleh peraturan
yang berlaku di Indonesia.
Seluruh Direksi bersifat independen dan tidak ada hubungan
keluarga sampai derajat kedua, baik menurut garis lurus
maupun ke samping dan juga hubungan keuangan dengan
Pemegang Saham Pengendali, sesama anggota Direksi, dan
anggota Dewan Komisaris.
PeDOMAN DAN TATA TerTIB KerJA DIreKSI
Direksi memiliki pedoman dan tata tertib menjalankan
pekerjaan yang senantiasa menyesuaikan dengan
perkembangan dan ketentuan yang berlaku sebagaimana
diatur dalam Peraturan Menteri BUMN Nomor: PER-01.
MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang
Baik (Good Corporate Governance) pada Badan Usaha Milik
Negara, Peraturan Menteri BUMN Nomor: PER-09.MBU/2012
tanggal 6 Juli 2012 tentang Perubahan Atas Peraturan Menteri
BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata
Kelola Perusahaan yang Baik (Good Corporate Governance)
Pada Badan Usaha Milik Negara dan Program Kerja Direksi
Tahun 2013.
Job Manual Direksi telah dikaji secara berkala dan masih
dipandang relevan dengan kebutuhan Perseroan dan
perkembangan regulasi yang berlaku, sehingga belum
mengalami perubahan sejak tanggal ditetapkan.
BOArD Of DIreCTOrS
Board of Directors is the Company’s organ which is fully
responsible for the management of the Company for its
interest and objective in accordance with the provisions of
the Articles of Association.
BOArD Of DIreCTOrS’ INDePeNDeNCe
All members of Board of Directors do not hold multiple
positions, either as member of Board of Commissioners,
member of Board of Directors or Executive Officer at other
institution which is prohibited by the applicable regulation
in Indonesia.
All members of Board of Directors are independent and
have no family relationship up to the second degree, both
vertically and horizontally, and no financial relationship
either with Controlling Shareholders, fellow members of
Board of Directors, and members of Board of Commissioners.
WOrKINg guIDeLINeS AND ruLeS Of OrDer Of THe
BOArD Of DIreCTOrS
The Board of Directors has guidelines and rules of order
for performing their job, which is always adjusted to the
development and applicable provisions as regulated in
Regulation of Minister of State-Owned Enterprises Number:
PER-01.MBU/2011 concerning Good Corporate Governance
Implementation at State-Owned Enterprises, Regulation
of Minister of State-Owned Enterprises Number: PER-09.
MBU/2012 dated July 6, 2012 concerning Amendment to
Regulation of Minister of State-Owned Enterprises Number:
PER-01/MBU/2011 concerning Good Corporate Governance
Implementation at State-Owned Enterprises and Work
Program of the Board of Directors for 2013.
The Board of Directors’ Job Manual has been periodically
assessed and is still deemed relevant with Company
requirement and development of applicable regulation,
so that it has not undergone any change since the date of
stipulation.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
224 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TugAS DAN TANgguNg JAWAB DIreKSI
Dalam melaksanakan tugas, Direksi bertanggung jawab
kepada Dewan Komisaris dan RUPS. Pertanggungjawaban
Direksi kepada Dewan Komisaris dan RUPS merupakan
perwujudan akuntabilitas pengawasan atas pengelolaan
Perseroan dalam rangka pelaksanaan prinsip-prinsip GCG.
Sejalan dengan standar tata kelola perusahaan yang baik,
dalam rangka mendukung pelaksanaan tugasnya, Direksi
dibantu oleh organ pendukung antara lain Internal Audit,
Corporate Secretary , dan Manajemen Risiko, Teknologi dan
Informasi, dan lain sebagainya.
Secara umum tugas dan tanggung jawab utama Direksi,
meliputi:
a) Mengorganisasikan, melaksanakan dan mengevaluasi
kegiatan pengelolaan Perseroan yang sehat berdasarkan
prinsip kehati-hatian;
b) Mengorganisasikan, melaksanakan, dan mengevaluasi
kegiatan pencapaian sasaran usaha Perseroan;
c) Mengorganisasikan, melaksanakan dan mengevaluasi
kegiatan pengelolaan aset dan liabilitas Perseroan;
d) Mengorganisasikan, melaksanakan, dan mengevaluasi
kegiatan pengelolaan sumber daya manusia Perseroan;
e) Mengorganisasikan, melaksanakan dan mengevaluasi
kegiatan pengelolaan hubungan baik antara Perseroan
dengan stakeholders.
Direksi melakukan segala tindakan dan perbuatan, baik
mengenai pengurusan maupun mengenai pemilikan
aset Perseroan, sejalan dengan pembatasan-pembatasan
yang ditetapkan dalam Anggaran Dasar Perseroan. Secara
hukum, Direksi mewakili Perseroan, baik di dalam maupun
di luar pengadilan. Masing-masing anggota Direksi
mempunyai tugas dan wewenang sesuai dengan bidang
dan kompetensinya. Setiap Direksi dapat melaksanakan
tugas dan mengambil keputusan, namun keputusan Direksi
merupakan tanggung jawab bersama.
Kedudukan anggota Direksi termasuk Direktur Utama adalah
setara. Tugas Direktur Utama sebagai primus inter pares
adalah mengkoordinasikan kegiatan Direksi.
DuTIeS AND reSPONSIBILITy Of BOArD Of DIreCTOrS
In performing its duties, the Board of Directors reports to the
Board of Commissioners and GSM. The Board of Directors’
accountability to the Board of Commissioners and GSM
is a manifestation of accountability of supervision on the
Company’s management in the context of implementation
of GCG principles.In line with good corporate governance
standard, in the context of supporting the performance of its
duties, the Board of Directors is assisted by supporting organs,
among other things: Internal Audit, Corporate Secretary, and
Risk Management, Technology and Information, etc.
In general, the duties and responsibility of the Board of
Directors consist of:
a) Organizing, implementing, and evaluating the
Company’s management activities which are healthy
and based on the prudential principle;
b) Organizing, implementing, and evaluating activities for
achieving the Company’s business goals;
c) Organizing, implementing, and evaluating Company
asset and liability management activities;
d) Organizing, implementing, and evaluating Company
human resource management activities;
e) Organizing, implementing, and evaluating activities for
managing the good relationship between the Company
and stakeholders.
The Board of Directors takes all actions and conduct,
with regard to administration as well as ownership of the
Company’s assets, in line with the restrictions stipulated in
the Company’s Articles of Association. Legally, the Board of
Directors represents the Company, both in and outside the
court. Each member of the Board of Directors has duties and
responsibility in accordance with his/her field of expertise
and competency. Any member of Board of Directors
may perform his/her duties and make decision; however,
decisions of the Board of Directors fall under collective
responsibility.
The members of Board of Directors, including the President
Director, have equal standing. The duty of President Director
as primus inter pares is coordinating activities of the Board
of Directors.
225
Tabel tugas, tanggung jawab. dan bidang masing-
masing Direksi sebagai berikut:
NAMA JABATAN TugAS DAN TANgguNg JAWAB
Tommy Direktur • Melakukan koordinasi kegiatan dan pelaksanaan tugas seluruh Direktur
dalam merencanakan, mengembangkan dan menetapkan kebijakan umum
Perseroan berdasarkan prinsip efisiensi, efektivitas dan sejalan dengan visi,
misi dan tujuan Perseroan.
• Mengarahkan, mengembangkan dan menetapkan strategi pengelolaan
Perseroan secara menyeluruh, mengendalikan dan mengevaluasi seluruh
kegiatan bisnis Perseroan, menyiapkan dan menyampaikan Rencana Jangka
Panjang yang telah ditandatangani bersama dengan Dewan Komisaris
kepada RUPS untuk mendapat pengesahan, menyiapkan Rencana Kerja Dan
Anggaran Perusahaan yang merupakan penjabaran tahunan dari Rencana
Jangka Panjang Perusahaan, serta menyampaikan Laporan Tahunan kepada
RUPS untuk memperoleh pengesahan dalam waktu 6 bulan setelah tahun
buku Perseroan ditutup.
• Menyiapkan kebijakan umum satuan pengendalian internal, memperhatikan
dan mengambil langkah-langkah yang diperlukan atas segala sesuatu yang
dikemukakan dalam setiap laporan hasil pemeriksaan yang dibuat oleh
Satuan Pengawasan Intern, memimpin kegiatan yang bersifat strategis
dalam pengembangan Perseroan, serta melaksanakan tugas-tugas lain yang
ditetapkan oleh RUPS.
• Coordinating activities and performance of duties of all Directors in planning,
developing, and stipulating the Company’s general policies based on the
principles of efficiency, effectiveness, and in line with the Company’s vision,
mission, and objective.
• Directing, developing, and stipulating the Company’s management strategy
comprehensively, controlling and evaluating all of the Company’s business
activities, preparing and presenting the Long-Term Plan which have been
signed together with the Board of Commissioners to GSM for ratification,
preparing Company Work Plan and Budget which is a year-by-year elaboration
of Company Long-Term Plan, as well as presenting Annual Report to GSM for
ratification within 6 months after the closing of the Company’s fiscal year.
• Preparing general policy of internal control unit, paying attention to and
taking necessary measures on any matters brought up in any audit result
report prepared by the Internal Supervision Unit, leading activities of strategic
nature in the development of the Company, as well as performing other
duties stipulated by GSM.
Soetomo utama
The table of duties, responsibility, and field of expertise
of each member of Board of Directors is as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
226 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
NAMA JABATAN TugAS DAN TANgguNg JAWAB
gunawan Agus
Subrata
Direktur Direksi yang membidangi keuangan dan teknologi informasi
• Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan
Perseroan di bidang akuntansi, perbendaharaan, anggaran dan program
kemitraan dan bina lingkungan, perpajakan, pengelolaan dana sesuai dengan
ketentuan dan kebijakan Perseroan.
• Merencanakan, mencari dan memastikan penyediaan dana pengembangan
Perseroan sesuai dengan rencana strategis Perseroan, menyusun Rencana
Jangka Panjang Perusahaan dan memastikan ketersediaan informasi yang
terkait dengan keuangan untuk disampaikan kepada Dewan Komisaris.
Member of Board of Directors with expertise in finance and information technology
with the duties and responsibility as follows:
• Formulating policy, development, implementation, and control of Company
activities in the fields of accounting, treasury, budget and partnership and
community development program, taxation, and fund management in
accordance with Company provisions and policies.
• Planning, searching for, and ensuring the provision of fund for Company
development in accordance with Company strategic plan, preparing
Company Long-Term Plan, and ensuring availability of financial-related
information to be submitted to the Board of Commissioners.
robert Daniel
Waloni
Direktur Direksi yang membidangi Komersial dan Pengembangan Usaha dengan tugas
serta bertanggung jawab sebagai berikut :
• Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan
Perseroan di bidang bisnis aviasi dan tarif, pemasaran, kegiatan komersial dan
pengembangan usaha sesuai dengan ketentuan dan kebijakan Perseroan.
• Menyusun perencanaan jangka panjang dan jangka pendek yang berkaitan
dengan pengembangan bisnis Perseroan.
Member of Board of Directors with expertise in Commerce and Business
Development with the duties and responsibility as follows:
• Formulating policy, development, implementation, and control of Company
activities in the fields of aviation business and tariffs, marketing, commercial
activities, and business development in accordance with Company provisions
and policies.
• Preparing long-term and short-term planning related to the Company’s
business development.
227
NAMA JABATAN TugAS DAN TANgguNg JAWAB
yushan Sayuti Direktur Direksi yang membidangi Operasional dengan tugas dan bertanggung jawab
sebagai berikut :
• Merumuskan kebijakan, pembinaazn, pelaksanaan dan pengendalian kegiatan
bisnis Perseroan di bidang operasi pelayanan lalu lintas penerbangan, serta
pelayanan operasi kebandarudaraan.
Member of Board of Directors with expertise in the field of Operations with the
duties and responsibility as follows:
• Formulating policy, development, implementation, and control of Company
activities in the fields of flight traffic service operations and airport operations
service.
Daan Achmad Direktur Direksi yang membidangi personalia dan umum dengan tugas serta bertanggung
jawab sebagai berikut :
• Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian
kegiatan Perseroan di bidang administrasi personalia, perencanaan dan
pengembangan sumber daya manusia dan organisasi, tata kerja dan umum
sesuai dengan ketentuan dan kebijakan Perseroan.
• Menyusun rencana jangka panjang dan jangka pendek yang berkaitan
dengan SDM dan Umum
Member of Board of Directors with expertise in the field of personnel and general
affairs with the duties and responsibility as follows:
• Formulating policy, development, implementation, and control of Company
activities in the fields of personnel administration, human resource and
organizational planning and development, administration, and general affairs
in accordance with Company provisions and policies.
• Preparing long-term and short-term plan related to HR and General Affairs.
Polana
Banguningsih
Pramesti
Direktur Direksi yang membidangi Teknik dengan tugas dan bertanggung jawab sebagai
berikut :
• Merencanakan sarana dan prasarana, teknik pengawasan dan jaminan
kualitas, serta sarana dan prasarana lainnya pada Perseroan sesuai dengan
ketentuan dan kebijakan Perseroan.
• Menyusun rencana jangka panjang dan jangka pendek yang berkaitan
dengan ketersediaan dan kehandalan fasilitas dan peningkatan pelayanan.
Member of Board of Directors with expertise in the Technical field with the duties
and responsibility as follows:
• Planning facilities and infrastructure, supervisory techniques and quality
assurance, as well as other facilities and infrastructure in the Company in
accordance with Company provisions and policies.
• Preparing long-term and short-term plan related to availability and reliability
of facilities and service improvement.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
228 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
JuMLAH, KOMPOSISI DAN KrITerIA
Adapun komposisi Direksi telah memenuhi unsur
keberagaman, yaitu perpaduan dari sisi independensi dan
keahlian. Terkait keahlian Direksi Perseroan telah dijelaskan
pada bagian Profil Direksi dalam Laporan Tahunan ini.
Berikut komposisi Direksi berdasarkan Surat Keputusan
Menteri Negara BUMN Nomor: SK-208/MBU/2013 tentang
Pemberhentian dan Pengangkatan Anggota-anggota
Direksi yang berlaku efektif sejak tanggal 10 April 2013.
NAMANAME
JABATANPOSITION
BerLAKu efeKTIfEFFECTIVE DATE
JABATAN LAIN DI LuAr PerSerOANOTHER POSITION OUTSIDE THE COMPANY
Tommy SoetomoDirektur Utama
President Director10 April 2013 -
gunawan Agus SubrataDirektur
Director10 April 2013
Komisaris Utama PT Angkasa Pura Properti (Anak
Perusahaan PT Angkasa Pura 1)
President Commissioner of PT Angkasa Pura Properti
(Subsidiary of PT Angkasa Pura 1)
robert Daniel
Waloni
Direktur
Director10 April 2013
Komisaris PT Jasa Marga Bali Tol (Perusahaan Afiliasi
PT Angkasa Pura I dengan perusahaan lainnya)
President Commissioner of PT Jasa Marga Bali Tol
(Affiliate of PT Angkasa Pura 1)
yushan SayutiDirektur
Director10 April 2013
Komisaris Utama PT Angkasa Pura Suport (Anak
Perusahaan PT Angkasa Pura 1)
President Commissioner of PT Angkasa Pura
Support (Subsidiary of PT Angkasa Pura 1)
Daan AchmadDirektur
Director10 April 2013
Komisaris Utama PT Angkasa Pura Logistik (Anak
Perusahaan PT Angkasa Pura 1)
President Commissioner of PT Angkasa Pura Logistik
(Subsidiary of PT Angkasa Pura 1)
Polana Banguningsih
PramestiDirektur 10 April 2013 -
NuMBer, COMPOSITION AND CrITerIA
Meanwhile, composition of the Board of Directors has
fulfilled the element of diversity, namely a combination
of the independence and expertise aspects. The expertise
of the Company’s Board of Directors Perseroan has been
described in the Profile of the Board of Directors section in
this Annual Report.
The following is composition of the Board of Directors based
on Decree of the State Minister of State-Owned Enterprises
Number: SK-208/MBU/2013 concerning Termination and
Appointment of Members of Board of Directors effective
from April 10, 2013.
229
Pengangkatan komposisi Direksi di atas telah memenuhi
ketentuan Fit and Proper Test sesuai perundang-undang
tentang Perseroan Terbatas dan ketentuan GCG. Seluruh
anggota Direksi memiliki integritas, kompetensi dan
reputasi keuangan yang memadai. Pengangkatan dan
pemberhentian Direksi dilakukan melalui RUPS.
Pemberhentian dapat dilakukan apabila, anggota Direksi
yang bersangkutan (1) mengundurkan diri, (2) tidak lagi
memenuhi persyaratan perundang-undangan yang berlaku;
(3) meninggal dunia, dan (4) diberhentikan berdasarkan
keputusan RUPS dengan menyebutkan alasan-alasannya.
Anggota Direksi wajib memenuhi persyaratan kemampuan
dan kepatutan. Persyaratan Umum Direksi, antara lain
mencakup sebagai warga negara Indonesia, sehat jasmani
dan rohani, cakap melakukan perbuatan hukum, dan tidak
pernah melakukan kegiatan yang merugikan Negara atau
tindakan tercela di bidang keuangan. Persyaratan Khusus,
antara lain meliputi memiliki pengetahuan dan/atau
pengalaman tidak termasuk dalam daftar orang-orang yang
dilarang menjadi pengurus Perseroan, serta lulus fit and
proper test.
Adapun Persyaratan Lainnya, yaitu anggota Direksi dilarang
saling memiliki hubungan keluarga sampai dengan derajat
kedua dengan anggota Dewan Komisaris dan/atau sesama
anggota Direksi. Apabila hubungan keluarga sebagaimana
dimaksud di atas terjadi setelah pengangkatan sebagai
anggota Direksi, maka untuk melanjutkan jabatannya
diperlukan ijin tertulis dari RUPS. Calon anggota Direksi
hanya dapat merangkap jabatan sebagai anggota Dewan
Komisaris, tidak termasuk rangkap jabatan anggota Direksi
dan calon anggota Direksi dilarang menjadi pengurus partai
politik yang dibuktikan dengan surat pernyataan dari yang
bersangkutan.
Seluruh anggota Direksi memiliki integritas, kompetensi dan
reputasi keuangan yang baik. Berikut status uji kemampuan
dan kepatutan Direksi yang menjabat pada 2013.
The appointment of composition of the Board of Directors
above has fulfilled the provision on Fit and Proper Test in
accordance with laws on Limited Liabilities Company and
GCG provisions. All members of Board of Directors have
adequate integrity, competency, and financial reputation.
Appointment and termination of Board of Directors is
conducted through GSM.
Termination can be conducted if the member of Board
of Directors concerned (1) resigns, (2) does not fulfill the
requirement of applicable laws anymore; (3) has passed
away, and (4) terminated based on GSM decision by stating
the reasons.
Members of Board of Directors must fulfill the fit and proper
requirement. General Requirements for Board of Directors,
among other things, include: Indonesian citizen, physically
and spiritually healthy, capable of taking legal action, and
never committed an action which has adverse impact
on the State or untoward conduct in the field of finance.
Special Requirements, among other things, include: having
knowledge and/or experience, not included in the list of
persons prohibited to serve as the Company’s management,
as well as passing the fit and proper test.
Meanwhile, Other Requirements are: members of Board of
Directors are prohibited to have family relationship up to
the second degree with members of Board of Directors. If
the family relationship as intended above happens after the
appointment as member of Board of Directors, then, written
approval from GSM is necessary to continue the tenure.
Candidate member of Board of Directors may only serve
concurrently as member of Board of Commissioners, not
including concurrent position as member Board of Directors,
and candidate member of Board of Directors is prohibited to
become member of management board of a political party,
evidenced by statement from the person concerned.
All members of Board of Directors have good integrity,
competency, and financial reputation. The following is the fit
and proper test status of Board of Directors in 2013.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
230 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
NAMANAME
DOMISILIDOMICILE
HASIL uJI KeMAMPuAN DAN KePATuTANFIT AND PROPER TEST RESULT
Tommy Soetomo Bogor, Jawa BaratBogor, West Java
LULUSPASS
gunawan Agus Subrata Jakarta PusatCentral Jakarta
LULUSPASS
robert Daniel Waloni Cibubur, Jawa BaratCibubur, West Java
LULUSPASS
yushan Sayuti Jakarta TimurEast Jakarta
LULUSPASS
Daan Achmad Bekasi, Jawa BaratBekasi, West Java
LULUSPASS
Polana Banguningsih Pramesti Jakarta SelatanSouth Jakarta
LULUSPASS
ASSeSSMeNT DIreKSI TAHuN 2013
Assessment terhadap kinerja dan efektifitas Direksi dilakukan
bersamaan dengan assessment GCG yang dilakukan oleh
BPKP pada periode tahun 2012 sejak tanggal 20 Mei 2013
-19 Agustus 2013 yang dalam assessment GCG tersebut
juga diukur mengenai efektifitas kinerja pengawasan Direksi.
Dari hasil assessment tersebut, penerapan GCG untuk aspek
Direksi mencapai skor 27,973 dari skor maksimum 35.
HuBuNgAN AfILIASI DIreKSI DeNgAN ANggOTA
DIreKSI LAINNyA, DeWAN KOMISArIS DAN/ATAu
PeMegANg SAHAM
Selama 2013, seluruh anggota Direksi Perseroan tidak
memiliki hubungan afiliasi, mencakup hubungan keluarga,
hubungan keuangan serta kepengurusan dan kepemilikan
saham di Perseroan lain dengan sesama anggota Direksi,
Dewan Komisaris dan Pemegang Saham Utama.
Hubungan keluarga dan keuangan antara anggota Direksi
dengan sesama anggota Direksi dan/atau anggota Dewan
Komisaris serta Pemegang Saham Perseroan periode 2013
sebagai berikut.
ASSeSSMeNT Of BOArD Of DIreCTOrS IN 2013
Assessment on performance and effectiveness of the
Board of Directors was conducted simultaneously with
GCG assessment, which was conducted by the Finance
and Development Supervisory Agency for the 2012 period
starting from May 20, 2013 until August 19, 2013 in which the
GCG assessment also measured the effectiveness of Board of
Directors’ supervisory performance. Based on the assessment
result, GCG implementation for the Board of Directors aspect
achieved a score of 27.973 out of the maximum score of 35.
AffILIATeD reLATIONSHIP BeTWeeN MeMBerS Of
BOArD Of DIreCTOrS WITH OTHer MeMBerS Of
BOArD Of DIreCTOrS, MeMBerS Of BOArD Of
COMMISSIONerS, AND/Or SHAreHOLDerS
In 2013, all members of the Company’s Board of Directors
Perseroan have no affiliated relationship, including family
relationship, financial relationship, as well as management
and shareholding in other Companies with fellow members
of Board of Directors, Board of Commissioners, and Key
Shareholders.
Family and financial relationship between members of
Board of Directors and fellow members of Board of Directors
and/or members of Board of Commissioners as well as the
Company’s Shareholders in 2013 is as follows:
231
NAMAnamE
HuBuNgAN KeLuArgA DeNgANFAMILY RELATIONSHIP WITH
HuBuNgAN KeuANgAN DeNgANFINANCIAL RELATIONSHIP WITH
KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAIN
MANAGEMENT AND SHAREHOLDING IN OTHER COMPANIES
DeWAN KOMISArIS
BOARD OF COMMISSIONERS
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAMSHARE-
HOLDERS
DeWAN KOMISArIS
BOARD OF COMMISSIONERS
DIreKSIBOARD OF DIRECTORS
PeMegANg SAHAMSHARE-
HOLDERS
SeBAgAI ANggOTA
DeWAN KOMISArISAS MEMBER
OF BOARD OF COMMISSIONERS
SeBAgAI ANggOTA
DIreKSIAS MEMBER
OF BOARD OF DIRECTORS
SeBAgAI PeMegANg
SAHAMAS SHARE-
HOLDER
Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk
Tommy
Soetomo- V - V - V - V - V - V - V - V - V
gunawan Agus
Subrata- V - V - V - V - V - V - V - V - V
robert Daniel
waloni- V - V - V - V - V - V - V - V - V
yushan Sayuti - V - V - V - V - V - V - V - V - V
Daan Achmad - V - V - V - V - V - V - V - V - V
Didik
Prasetyo- V - V - V - V - V - V - V - V - V
Polana
Banguningsih
Pramesti
- V - V - V - V - V - V - V - V - V
PrOgrAM PeNgeMBANgAN KOMPeTeNSI DIreKSI
Selama 2013, anggota Direksi telah mengikuti kegiatan
pelatihan dan seminar sebagai berikut.
NAMANAME
JeNIS PeLATIHAN / SeMINArTYPE OF TRAINING/SEMINAR
TeMPATLOCATION
Tommy Soetomo
Global Airport Indonesia 26-27 Juni 2013 di Jakarta
Forum Green Airport Indonesia and Dubai
Airshow16-19 November 2013 di Dubai
Benchmark Banglore International Airport
Limited14-17 desember 2013 di India
BOArD Of DIreCTOrS’ COMPeTeNCy DeveLOPMeNT
PrOgrAM
In 2013, members of Board of Directors have attended
training and seminar activities as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
232 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeNeTAPAN KeBIJAKAN reMuNerASI DIreKSI
PrOSeDur KeBIJAKAN reMuNerASI
Kebijakan pemberian remunerasi dan fasilitas lain bagi
Direksi mengacu kepada keputusan dari Pemegang Saham
sebagaimana ditetapkan dalam Rapat Umum Pemegang
Saham.
Prosedur penetapan remunerasi Direksi mengacu pada
ketentuan yang diatur dalam Peraturan Menteri Negara
Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal
27 Desember 2010. Sedangkan, mekanisme penetapan
besarnya remunerasi Direksi berdasarkan keputusan RUPS.
Prosedur penetapan remunerasi dan Direksi merujuk pada
ketentuan yang berlaku sebagaimana yang tertuang di
bagian remunerasi Dewan Komisaris
NAMANAME
JeNIS PeLATIHAN / SeMINArTYPE OF TRAINING/SEMINAR
TeMPATLOCATION
gunawan Agus Subrata
International Airport Review Conference
Technology26-27 November 2013 di Denmark
Benchmark Banglore International Airport
Limited10 Januari – 7 Februari 2013 di India
robert Daniel WaloniBenchmark Banglore International Airport
Limited10 Januari – 7 Februari 2013 di India
yushan Sayuti
7th ACI Asia Pasific Human Resources Best
Practices Seminar 22 April 2013 di Thailand
ASEAN Aviation Training and Education Summit 22-23 Januari 2013 di Jakarta
Daan Achmad
Indonesia Infrastructure Week13-14 November 2014 di Jakarta Convention
Center
Workshop Airport City and Aerotropolis
Development
Benchmark Banglore International Airport
Limited10 Januari – 7 Februari 2013 di India
DeTerMINATION Of THe reMuNerATION POLICy Of
DIreCTOrS
reMuNerATION POLICy PrOCeDure
Policy for the provision of remuneration and other facilities
to the Board of Directors refers to decision of Shareholders as
stipulated in the General Shareholders Meeting.
Procedure for stipulation of remuneration of the Board of
Directors refers to the provision regulated in Regulation
of the State Minister of State-Owned Enterprises Number:
07/MBU/2010 dated December 27, 2010. Meanwhile,
mechanism for stipulation of remuneration amount of the
Board of Directors is based on GSM decision. Procedure for
stipulation of remuneration of the Board of Directors refers
to the applicable provision as set forth in the remuneration
of the Board of Commissioners section.
233
KOMPONeN 2012 2013 KOMPONeN
Gaji/honor (setahun), Tunjangan Hari Raya
(satu kali gaji/honor), Santunan Purna
Jabatan (25% dari gaji/honor), Tunjangan
Pakaian, Tunjangan Cuti Tahunan (satu kali
gaji), Tunjangan Cuti Besar (dua kali gaji),
Tunjangan Perumahan (30% dari gaji),
Tunjangan Utilitas (30% dari Tunjangan
Perumahan), Fasilitas Kesehatan (dalam
dan luar negeri tergantung kebutuhan),
dan Fasilitas Biaya Representasi.
Rp
13.017.896.000,-
Rp
15.463.464.000,-
Salary/honorarium (per annum), Religious
Holiday Allowance (one month salary/
honorarium), Post-Employment Benefit
(25% of salary/honorarium), Clothing
Allowance, Annual Leave Allowance (one
month salary), Sabbatical Leave Allowance
(two months’ salary), Housing Allowance
(30% of salary), Utilities Allowance (30%
of Housing Allowance), Health Facilities
(domestic and abroad depending on
necessity), and Representation Cost
Facilities.
rAPAT DIreKSI
Rapat Direksi merupakan forum penting dalam penentuan
kebijakan dan keputusan untuk menjalankan usaha
Perseroan yang dipimpin oleh Direktur Utama atau Direktur
yang dikuasakan.
Rapat diadakan sesuai kebutuhan baik yang bersifat rapat
internal diambil berdasarkan musyawarah untuk mufakat.
Dalam hal keputusan musyawarah mufakat tidak tercapai,
maka keputusan diambil berdasarkan pemungutan suara
setuju terbanyak dan keputusan yang diambil harus diterima
sebagai keputusan bersama (kolegial).
Selama 2003, Direksi telah menyelenggarakan 34 kali rapat.
Daftar kehadiran dalam rapat serta Anggota Direksi selama
2013 sebagai berikut.
reMuNerASI DIreKSI
Adapun klasifikasi remunerasi Direksi tahun 2012 dan 2013
sebagai berikut.
reMuNerATION Of THe BOArD Of DIreCTOrS
Meanwhile, the classification of remuneration of the Board of
Directors in 2012 and 2013 is as follows:
BOArD Of DIreCTOrS’ MeeTINg
Board of Directors’ meeting is an important forum in
determining policies and decisions in running the Company’s
business, led by the President Director or an authorized
Director.
The meetings are held as necessary, including meetings
of internal nature, and decisions are made based on
consultation for consensus. In the event that decision based
on consultation for consensus fails to be achieved, decision
will be made based on the most votes, and the decision
made shall be accepted as collective decision (collegial).
In 2013, the Board of Directors has held 34 meetings. The list
of attendance in meetings by Members of Board of Directors
in 2013 is as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
234 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
8 Januari 2013
January 8, 2013
Hadir
Present
Hadir
Present
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
implementasi ERP, RKAP 2013, HUT AP1, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, ERP implementation, Company Work
Plan and Budget for 2013, Anniversary of AP1, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
15 Januari 2013
January 15, 2013
Hadir
Present
Hadir
Present
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan RUPS, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, GSM preparation, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
22 Januari 2013
January 22, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Dinas Luar
On Business
Trip
- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan
hasil pertemuan dengan Paguyuban Pedagang Bandara,
program kerja investasi, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, report of meeting result with
Association of Airport Merchants, investment work
program, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
29 januari 2013
January 22, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan rapat dengar pendapat dengan Komisi VI DPR
RI, HUT AP 1, Airport Arrows dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, preparation of hearing with
Commission VI of People’s Legislative Assembly of the
Republic of Indonesia, Anniversary of AP 1, Airport
Arrows, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
12 Februari 2013
February 12, 2013
Hadir
Present
Had
Present ir
Dinas Luar
On Business Trip
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan
kunjungan Bangalore, estimasi realisasi RKAP 2012, dan
lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, report of visit to Bangalore,
estimation of realization of Company Work Plan and
Budget for 2012, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
19 Februari 2013
February 19, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, pemenuhan
SDM keuangan, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, fulfillment of HR in finance division, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
235KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
8 Januari 2013
January 8, 2013
Hadir
Present
Hadir
Present
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
implementasi ERP, RKAP 2013, HUT AP1, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, ERP implementation, Company Work
Plan and Budget for 2013, Anniversary of AP1, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
15 Januari 2013
January 15, 2013
Hadir
Present
Hadir
Present
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan RUPS, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, GSM preparation, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
22 Januari 2013
January 22, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Dinas Luar
On Business
Trip
- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan
hasil pertemuan dengan Paguyuban Pedagang Bandara,
program kerja investasi, dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, report of meeting result with
Association of Airport Merchants, investment work
program, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
29 januari 2013
January 22, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan rapat dengar pendapat dengan Komisi VI DPR
RI, HUT AP 1, Airport Arrows dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, preparation of hearing with
Commission VI of People’s Legislative Assembly of the
Republic of Indonesia, Anniversary of AP 1, Airport
Arrows, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
12 Februari 2013
February 12, 2013
Hadir
Present
Had
Present ir
Dinas Luar
On Business Trip
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan
kunjungan Bangalore, estimasi realisasi RKAP 2012, dan
lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, report of visit to Bangalore,
estimation of realization of Company Work Plan and
Budget for 2012, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
19 Februari 2013
February 19, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, pemenuhan
SDM keuangan, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, fulfillment of HR in finance division, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
236 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
26 Februari 2013
February 26, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, implementasi
ERP, acara HUT Kantor Pusat, Diklat Modul Kompetensi, dan
lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, ERP implementation, Head Offices’ Anniversary
Event, Competency Module Education and Training, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
19 Maret 2013
March 19, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, Laporan
pelaksanaan pasca go live implementasi ERP, presentasi final
report studi penyusunan RJPP Tahun 2013-2017, dan lain-
lain.
Evaluation of follow-up on the previous Board of Directors’
meeting, Report of post-go live implementation, ERP
implementation, final report presentation of study on
preparation of Company Long-Term Plan for 2013-2017, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
2 April 2013 Hadir Hadir Hadir Hadir - -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
Marketing Forum, usulan kenaikan gaji Direksi dan
Komisaris Anak Perusahaan, revisi anggaran investasi,
dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, Marketing Forum, proposal for salary
increase for Subsidiary’s Board of Directors and Board of
Commissioners, revision of investment budget, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
9 April 2013 Hadir Hadir Hadir Hadir - -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan RUPS Anak Perusahaan, persiapan presentasi
Laporan Manajemen 2012 untuk pra RUPS dengan BOC
Evaluation of follow-up on the previous Board of
Directors’ meeting, preparation of Subsidiary’s GSM,
preparation of 2012 Management Report presentation
for pre-GSM with BOC
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
23 April 2013 Hadir Hadir Izin Dinas Luar Hadir Dinas Luar
Evaluasi tindak lanjut rapat Direksi sebelumnya, dan
lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
237KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
26 Februari 2013
February 26, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, implementasi
ERP, acara HUT Kantor Pusat, Diklat Modul Kompetensi, dan
lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, ERP implementation, Head Offices’ Anniversary
Event, Competency Module Education and Training, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
19 Maret 2013
March 19, 2013
Hadir
Present
Had
Present ir
Hadir
Present
Hadir
Present- -
Evaluasi tindak lanjut rapat Direksi sebelumnya, Laporan
pelaksanaan pasca go live implementasi ERP, presentasi final
report studi penyusunan RJPP Tahun 2013-2017, dan lain-
lain.
Evaluation of follow-up on the previous Board of Directors’
meeting, Report of post-go live implementation, ERP
implementation, final report presentation of study on
preparation of Company Long-Term Plan for 2013-2017, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
2 April 2013 Hadir Hadir Hadir Hadir - -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
Marketing Forum, usulan kenaikan gaji Direksi dan
Komisaris Anak Perusahaan, revisi anggaran investasi,
dan lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, Marketing Forum, proposal for salary
increase for Subsidiary’s Board of Directors and Board of
Commissioners, revision of investment budget, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
9 April 2013 Hadir Hadir Hadir Hadir - -
Evaluasi tindak lanjut rapat Direksi sebelumnya,
persiapan RUPS Anak Perusahaan, persiapan presentasi
Laporan Manajemen 2012 untuk pra RUPS dengan BOC
Evaluation of follow-up on the previous Board of
Directors’ meeting, preparation of Subsidiary’s GSM,
preparation of 2012 Management Report presentation
for pre-GSM with BOC
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
23 April 2013 Hadir Hadir Izin Dinas Luar Hadir Dinas Luar
Evaluasi tindak lanjut rapat Direksi sebelumnya, dan
lain-lain
Evaluation of follow-up on the previous Board of
Directors’ meeting, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
238 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
30 April 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya,
penanaman pohon, rencana tempat peresmian
pembangunan terminal Bali, kontrak RTT DPS, dan lain-
lain
Evaluation of follow-up on the previous Board
of Directors’ meeting, tree planting, Bali terminal
construction inauguration location plan, RTT DPS
contract, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
7 Mei 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, presentasi ERP, Service Excellent Program, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, ERP presentation, Service Excellent Program, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
14 Mei 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, jadwal tender, reformasi pengadaan, Laporan Manajemen, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, tender schedule, procurement reform, Management Report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
21 Mei 2013 Hadir Hadir Dinas Luar Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, revisi RKA 2013, OPD sebagai Komisaris APS.Evaluation of follow-up on the previous Board of Directors’ meeting, revision of Work Plan and Budget for 2013, OPD as the Commissioner of APS
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
4 Juni 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan pengaktifan Bandara Selaparang, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, Selaparang Airport activation report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
17 Juni 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan PKS dengan TNI AUEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, report on Cooperation Agreement with the Indonesian National Military’s Air Force
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
10 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan progres SBU Bali, keputusan rapat terhadap proses lelang, usulan reformasi penggadaan, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, SBU Bali progress report, meeting’s decision on auction process, proposal for procurement reform, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
239
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
30 April 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya,
penanaman pohon, rencana tempat peresmian
pembangunan terminal Bali, kontrak RTT DPS, dan lain-
lain
Evaluation of follow-up on the previous Board
of Directors’ meeting, tree planting, Bali terminal
construction inauguration location plan, RTT DPS
contract, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
7 Mei 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, presentasi ERP, Service Excellent Program, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, ERP presentation, Service Excellent Program, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
14 Mei 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, jadwal tender, reformasi pengadaan, Laporan Manajemen, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, tender schedule, procurement reform, Management Report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
21 Mei 2013 Hadir Hadir Dinas Luar Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, revisi RKA 2013, OPD sebagai Komisaris APS.Evaluation of follow-up on the previous Board of Directors’ meeting, revision of Work Plan and Budget for 2013, OPD as the Commissioner of APS
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
4 Juni 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan pengaktifan Bandara Selaparang, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, Selaparang Airport activation report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
17 Juni 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan PKS dengan TNI AUEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, report on Cooperation Agreement with the Indonesian National Military’s Air Force
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
10 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan progres SBU Bali, keputusan rapat terhadap proses lelang, usulan reformasi penggadaan, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, SBU Bali progress report, meeting’s decision on auction process, proposal for procurement reform, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
240 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
23 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi Sebelumnya, arahan dan informasi Direktur Utama, strategi pengadaan dan paparan reformasi pengadaan, tanggapan usulan membuat kawasan ekonomi di kawasan Bandara SelaparangEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, procurement strategy and exposition on procurement reform, response to proposal for establishing an economic zone in Selaparang Airport Zone
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
30 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, tender, pemanfaatan hanggar Balikpapan, usulan rencana kerja pembangunan bandara di Jogjakarta, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, tender, utilization of Balikpapan hangar, proposal for airport construction work plan in Jogjakarta, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
20 Agustus 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan perubahan RKA 2013, usulan revisi RKABP DAPENRA 2013, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, report on amendment to Work Plan and Budget for 2013, proposal for revision of Company Work Plan and Budget Angkasa Pura I Pension Fund for 2013, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
27 Agustus Hadir Hadir Hadir Dinas Luar Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, briefing RKAP 2014, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, briefing on Company Work Plan and Budget for 2014, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
3 September
2013Hadir Hadir Dinas Luar Hadir Hadir Dinas Luar
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, IIAC benchmark report, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, IIAC benchmark report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
241KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
23 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi Sebelumnya, arahan dan informasi Direktur Utama, strategi pengadaan dan paparan reformasi pengadaan, tanggapan usulan membuat kawasan ekonomi di kawasan Bandara SelaparangEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, procurement strategy and exposition on procurement reform, response to proposal for establishing an economic zone in Selaparang Airport Zone
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
30 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, tender, pemanfaatan hanggar Balikpapan, usulan rencana kerja pembangunan bandara di Jogjakarta, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, tender, utilization of Balikpapan hangar, proposal for airport construction work plan in Jogjakarta, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
20 Agustus 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan perubahan RKA 2013, usulan revisi RKABP DAPENRA 2013, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, report on amendment to Work Plan and Budget for 2013, proposal for revision of Company Work Plan and Budget Angkasa Pura I Pension Fund for 2013, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
27 Agustus Hadir Hadir Hadir Dinas Luar Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, briefing RKAP 2014, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, briefing on Company Work Plan and Budget for 2014, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
3 September
2013Hadir Hadir Dinas Luar Hadir Hadir Dinas Luar
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, IIAC benchmark report, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, IIAC benchmark report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
242 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
10 September
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres pengembangan bandara, laporan pelaksanaaan penerbangan Haji, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, airport development progress report, Hajj flight implementation report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
17 September
2013Hadir Hadir Cuti Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, aset LPPNPI, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, assets of the Indonesian Air Navigation Service Provider Institution , etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
1 Oktober 2013 Hadir Hadir Izin Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan
informasi Direktur Utama, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, etc,
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
29 Oktober 2013 Hadir Hadir Izin Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan progres penerapan
SAP, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, SAP
implementation progress report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
12 November
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan hasil rapat dengan
LPPNPI, progres MOU dengan Lion Air, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information,
Company Work Plan and Budget for 2014, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
26 November
2013Hadir Hadir Hadir Tidak Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan hasil tender,
laporan persiapan operasional Bandara Sepinggan dan T2
Bandara Juanda, laporan pelaksanaan pertemuan teknis
RUPS di Bali, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, tender
result report, report on operational preparation of Sepinggan
Airport and T2 at Juanda Airport, report of implementation of
GSM technical meeting in Bali, etc.
Ruang Rapat Palm Court 5, Four Seasons Hotel Jakarta
Palm Court 5 Meeting Room, Four Seasons Hotel Jakarta
243
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
10 September
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres pengembangan bandara, laporan pelaksanaaan penerbangan Haji, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, airport development progress report, Hajj flight implementation report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
17 September
2013Hadir Hadir Cuti Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, aset LPPNPI, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, assets of the Indonesian Air Navigation Service Provider Institution , etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
1 Oktober 2013 Hadir Hadir Izin Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan
informasi Direktur Utama, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, etc,
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
29 Oktober 2013 Hadir Hadir Izin Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan progres penerapan
SAP, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, SAP
implementation progress report, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
12 November
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan hasil rapat dengan
LPPNPI, progres MOU dengan Lion Air, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information,
Company Work Plan and Budget for 2014, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
26 November
2013Hadir Hadir Hadir Tidak Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, laporan hasil tender,
laporan persiapan operasional Bandara Sepinggan dan T2
Bandara Juanda, laporan pelaksanaan pertemuan teknis
RUPS di Bali, dan lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, tender
result report, report on operational preparation of Sepinggan
Airport and T2 at Juanda Airport, report of implementation of
GSM technical meeting in Bali, etc.
Ruang Rapat Palm Court 5, Four Seasons Hotel Jakarta
Palm Court 5 Meeting Room, Four Seasons Hotel Jakarta
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
244 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
3 Desember 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, Usulan gedung service di
Surabaya, Bridging dan tax planning Anak Perusahaan dan
lain -lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information,
proposal for service building in Surabaya, Subsidiary’s
bridging and tax planning, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
31 Desember
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, skema bisnis apron Bus dan
lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, apron
Bus business scheme, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
Keputusan yang diambil dalam rapat Direksi telah dicatat
dan didokumentasikan dengan baik dalam risalah rapat
Direksi. Risalah rapat ditandangani oleh ketua rapat dan
didistribusikan kepada semua anggota Direksi yang
menghadiri rapat maupun tidak. Perbedaan pendapat
(disenting opinion) yang terjadi dalam rapat akan
dicantumkan dalam risalah rapat disertai alasan mengenai
perbedaan pendapat.
Decisions made during Board of Directors meetings have
been recorded and documented properly in minutes of
Board of Directors’ meetings. The minutes of meetings are
signed by chairperson of the meetings and distributed
to all members of Board of Directors, whether or not they
attended the meetings. Dissenting opinion occurring during
the meetings will be included in the minutes of meetings
along with the reason for such dissenting opinion.
245
TANggAL rAPAT
DATE OF MEETING
DIreKSIBOARD OF DIRECTORS
AgeNDA TeMPATLOCATION
Tommy Soetomo
gunawan Agus Subrata
robert Daniel Waloni
yushan Sayut
Daan Achmad
Polana Banguningsih Pramesti
3 Desember 2013 Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, Usulan gedung service di
Surabaya, Bridging dan tax planning Anak Perusahaan dan
lain -lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information,
proposal for service building in Surabaya, Subsidiary’s
bridging and tax planning, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
31 Desember
2013Hadir Hadir Hadir Hadir Hadir Hadir
Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan
dan informasi Direktur Utama, skema bisnis apron Bus dan
lain-lain
Evaluation of follow-up on the previous Board of Directors’
meeting, President Director’s directive and information, apron
Bus business scheme, etc.
Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I
Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
246 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KePuTuSAN-KePuTuSAN DIreKSI TAHuN 2013
Selama 2013, Direksi telah mengeluarkan berbagai keputusan
sebanyak 88 keputusan yang dapat dirinci sebagai berikut:
BIDANgJuMLAH
KePuTuSANAreA
Umum 21 General
Operasi 17 Operations
Pemasaran dan Pengembangan Usaha 13 Marketing and Business Development
Keuangan dan Teknologi Informasi 6 Finance and Information Technology
Kepersonaliaan dan Umum 30 Personnel and General Affairs
Teknik 1 Technical
JeNIS JuMLAH TyPe
Surat Keputusan 1785 Decision Letter
Surat Perintah Direksi 386 Instruction Letter of Board of Directors
Surat Edaran 54 Circular Letter
Instruksi 72 Instruction
Pengumuman 21 Announcement
Teknik 1 Technics
Selain keputusan Direksi, Perseroan juga mengeluarkan Surat
Keputusan Personil, Surat Perintah Direksi, Surat Edaran,
Instruksi dan Pengumuman dengan rincian sebagai berikut:
OrgAN PeNDuKuNg DIreKSI
COrPOrATe SeCreTAry
PrOfIL COrPOrATe SeCreTAry
Corporate Secretary mengemban misi untuk mendukung
terciptanya citra Perseroan yang baik secara konsisten
dan berkesinambungan melalui pengelolaan program
komunikasi yang efektif kepada segenap pemangku
kepentingan. Pengangkatan Corporate Secretary
berdasarkan Surat Keputusan Nomer :SKEP.206/
KP.07.03/2013.
DeCISIONS Of THe BOArD Of DIreCTOrS IN 2013
In 2013, the Board of Directors has issued various decisions,
namely 88 decisions in total, which can be detailed as follows:
In addition to decisions of the Board of Directors, the
Company also issued Decision Letter of Personnel, Instruction
Letter of Board of Directors, Circular Letter, Instruction, and
Announcements with the details as follows:
DIerCTOrS SuPPOrTINg COMPONeNT
COrPOrATe SeCreTAry
PrOfILe Of COrPOrATe SeCreTAry
Corporate Secretary carries out the mission of supporting
the creation of good Company image consistently
and continuously through management of effective
communication program to all stakeholders. Appointment
of Corporate Secretary is based on Decision Letter Number:
SKEP.206/KP.07.03/2013.
247
farid Indra Nugraha
Lahir di Balikpapan tanggal 12 Maret 1970
Merupakan Sarjana Hukum Perdata dari Sekolah tinggi Hukum (STH), Bandung (1993), serta
Master Ilmu Hukum dari Universitas Airlangga Surabaya (2004).
Menjabat sebagai Corporate Secretary sejak 2013. Sebelumnya pernah menjabat sebagai
Manager Personalia dan Umum Bandara Juanda, Surabaya (2008), Kepala Biro Hukum (2013).
Mengikuti pelatihan-pelatihan antara lain: Diklat Kebandarudaraan Batch IV ke Incheon
International Airport, Forum Green Airport Indonesia and Dubai Airshow dan lain-lain.
He was born Balikpapan on March 12, 1970.
He graduated as Bachelor of Civil Law from the Law Academy (STH), Bandung (1993), and Master
of Law from Airlangga University Surabaya (2004).
He holds the position of Corporate Secretary since 2013. Previously, he held the position of
Personnel and General Affairs Manager (2008) and Head of Legal Bureau (2013). Trainings
attended are, among other things: Airport Management Education and Training Batch IV at
Incheon International Airport, Indonesian Green Forum and Dubai Airshow, etc.
STRUKTUR ORGANISASI CORPORATE SECRETARY ORGANIZATIONAL STRUCTURE OF CORPORATE SECRETARY
Corporatesecretary
CorporateAdministrations
Dept. Head
CorporateAdministrations
Officer
CorporateComunication
Dept. Head
CorporateComunication
Officer
Legal Dept. Head
Legal Officer
Berikut profil ringkas Corporate Secretary. The following is brief profile of the Corporate Secretary:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
248 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Struktur organisasi Corporate Secretary ditetapkan dalam
Surat Keputusan Direksi Nomor:. SKEP.206/KP.07.03/2013.
Dalam struktur organisasi Perseroan, Corporate Secretary
bertanggung jawab langsung kepada Direktur Utama.
Corporate Secretary dibantu oleh Corporate Administration,
Corporate Communication, dan Corporate Legal.
TugAS DAN fuNgSI COrPOrATe SeCreTAry Sesuai dengan Surat Keputusan Menteri BUMN Nomor: Kep-
117/M-MBU/2002 tanggal 31 Juli 2002 tentang Penerapan
Praktik Good Corporate Governance pada Badan Usaha
Milik Negara yang kemudian diperbaharui dengan Peraturan
Menteri Negara BUMN Nomor: PER-01/MBU/2011 tentang
Penerapan Tata Kelola Perusahaan yang Baik Pada BUMN,
uraian fungsi Corporate Secretary sebagai berikut.
• Memastikan bahwa Perseroan mematuhi peraturan
tentang persyaratan keterbukaan sejalan dengan
penerapan prinsip-prinsip GCG;
• Jika dibutuhkan, Corporate Secretary memberikan
informasi yang dibutuhkan oleh Direksi dan Dewan
Komisaris secara berkala dan/atau sewaktu-waktu;
• Sebagai penghubung (liaison officer);
• Menatausahakan serta menyimpan dokumen
Perseroan, termasuk tetapi tidak terbatas pada Daftar
Pemegang Saham, Daftar Khusus dan Risalah Rapat
Direksi, Rapat Dewan Komisaris dan RUPS.
Fungsi dan tugas Corporate Secretary secara internal
diatur dalam keputusan Direksi Nomor: Kep.56/OM.00/2004
tanggal 2 Juli 2004 tentang Organisasi dan Tata Kerja PT
Angkasa Pura I (Persero). Corporate Secretary senantiasa
melaksanakan amanah utama dalam bidang kehumasan
dan hubungan antar lembaga, serta kesekretariatan Direksi.
Selain itu, Corporate Secretary juga secara konsisten
mengawal korporasi dalam mencapai kontribusi dan
prestasi penting, seperti Annual Report Award, Business
Review (Best Corporate Communication), BUMN Award,
Malcolm Baldridge, Bandara Award, serta proses Harmonisasi
Hubungan Industrial.
Fungsi lainnya dari Corporate Secretary adalah memastikan
penggunaan wewenang dan hubungan dengan pemangku
kepentingan (stakeholders) berjalan dengan baik untuk
The organizational structure of Corporate Secretary is
stipulated in Decision Letter of Board of Directors Number:
SKEP.206/KP.07.03/2013. In the organizational structure of the
Company, Corporate Secretary reports directly to President
Director. Corporate Secretary is assisted by Corporate
Administration, Corporate Communication, and Corporate
Legal.
DuTIeS AND fuNCTION Of COrPOrATe SeCreTAry
In accordance with Decree of the Minister of State-Owned
Enterprises Number: Kep-117/M-MBU/2002 dated July
31, 2002 concerning Implementation of Good Corporate
Governance Practices at State-Owned Enterprises, which
was subsequently updated with Regulation of State Minister
of State-Owned Enterprises Number: PER-01/MBU/2011
concerning Implementation of Good Corporate Governance
at State-Owned Enterprises, description of function of
Corporate Secretary is as follows:
• Ensuring that theCompany complieswith regulation
on the requirement of openness in line with the
implementation of GCG principles;
• Ifnecessary,CorporateSecretaryprovides information
required by the Board of Directors and Board of
Commissioners on a regular basis and/or at times;
• Servingasliaisonofficer;
• Administering and keeping all Company documents,
including but not limited to Shareholders List, Special
List and Minutes of Board of Directors’ Meetings, Board
of Commissioners’ Meetings, and GSM.
The function and duties of Corporate Secretary are
internally regulated in decision of the Board of Directors
Number: Kep.56/OM.00/2004 dated July 2, 2004 concerning
Organization and Governance of PT Angkasa Pura I (Persero).
Corporate Secretary always carries out the main mandate in
the field of public relation and inter-organizational relation,
as well as serving as the secretariat of Board of Directors. In
addition, Corporate Secretary also consistently safeguards
the corporation in achieving important contribution and
performance, such as Annual Report Award, Business Review
(Best Corporate Communication), SOE Award, Malcolm
Baldridge, Airports Award, and the Harmonization of
Industrial Relation process.
Other function of the Corporate Secretary is ensuring that
authority utilization and relationship with stakeholders is well
established for the interest of the Company in accordance
249
kepentingan Perseroan sesuai dengan GCG. Corporate
Secretary juga bertindak sebagai fasilitator pengambilan
keputusan dan saluran komunikasi dengan pihak yang
terkait.
Corporate Secretary senantiasa memperbarui informasi
tentang peraturan-peraturan atau regulasi yang terkait
dengan Perseroan atau industrinya sebagai dasar acuan
menjalankan fungsi kepatuhan, serta bertanggung jawab
menyampaikan informasi tindakan Perseroan secara
transparan kepada stakeholders yang berkepentingan.
Corporate Secretary juga senantiasa menjalankan strategi
komunikasi guna menjaga konsistensi pesan dan citra dalam
membangun pencitraan (corporate image) Perseroan.
Dalam melaksanakan fungsi dan perannya, Corporate
Secretary dibantu oleh tiga orang asisten yang masing-
masing membidangi Corporate Secretary Administration,
Corporate Communication, dan Legal.
Fungsi hubungan antar lembaga, Corporate Secretary
membina hubungan dan komunikasi yang baik dengan
instansi Pemerintah terkait, legislatif, mitra kerja, mitra usaha,
Anak Perusahaan, media, maupun segenap organisasi
yang berkaitan dengan bisnis Perseroan, dan pembinaan
hubungan industrial, serta memfasilitasi terselenggaranya
Rapat Umum Pemegang Saham, memfasilitasi dan mengatur
protokol komunikasi eksternal maupun internal, dengan
tujuan agar dapat memantau pendapat umum mengenai
segala sesuatu yang berkaitan dengan citra, kegiatan,
reputasi, maupun kepentingan-kepentingan Perseroan.
Fungsi hubungan masyarakat dilaksanakan melalui berbagai
kegiatan dan instrumen, seperti public expose, penyebaran
berita pers dan konferensi pers. Dalam penyebarluasan
informasi, Corporate Secretary juga memanfaatkan situs
resmi Perseroan www.angkasapura1.co.id, portal BUMN di
www.bumn.co.id/angkasapura1, media internal Perseroan
“Majalah Angkasa Pura”, media cetak dan elektronik,
mengikuti pameran pembangunan maupun pameran
transportasi, serta pembuatan laporan secara periodik.
Corporate Secretary membuka akses komunikasi seluas-
luasnya bagi pemangku kepentingan dan masyarakat
melalui surat elektronik (e-mail) dengan alamat: humas@
angkasapura1.co.id.
with GCG. Corporate Secretary also acts as facilitator in
decision making and as communication channel with
relevant parties.
Corporate Secretary always updates information on
regulations related to the Company or its industry as a basis
of reference in performing the compliance function, and is
responsible for delivering information on corporate actions
transparently to interested stakeholders.
Corporate Secretary always implements a communication
strategy as well in order to keep the consistency of message
and image in building the corporate image.
In performing its function and role, Corporate Secretary
is assisted by three assistants with expertise in the
fields of Corporate Secretary Administration, Corporate
Communication, and Legal, respectively.
In the inter-organizational relation function, Corporate
Secretary establishes good relationship and communication
with relevant Government agencies, legislative, work
partners, business partners, Subsidiaries, media, and all
organizations relevant to the Company’s b usiness, as well
as development of industrial relations, and facilitates the
implementation of General Shareholders Meeting, facilitates
and arranges external and internal communication protocol,
with the purpose to be able to monitor public opinion
on all matters related to the Company’s image, activities,
reputation, and interests.
The public relation function is implemented through various
activities and instruments, such as public expose, distribution
of media coverage, and press conference. In the distribution
of information, Corporate Secretary also uses the Company’s
official website www.angkasapura1.co.id, SOE portal at www.
bumn.co.id/angkasapura1, the Company’s media “Angkasa
Pura Magazine”, printed and electronic media, participation
in development exhibition and transportation exhibition, as
well as preparation of reports on a regular basis. Corporate
Secretary opens the communication access as wide as
possible to stakeholders and public through electronic mail
(e-mail) address: [email protected].
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
250 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Bidang sekretariat Direksi antara lain mencakup: GCG,
KPI, Malcolm Baldridge, rapat Direksi dan jadwal Direksi.
Dalam melaksanakan fungsi compliance officer, Corporate
Secretary memastikan telah dilaksanakannya Anggaran
Dasar Perseroan, membuat interpretasi yang jelas tentang
aplikasi dan peraturan yang berhubungan dengan kegiatan
Perseroan, memfasilitasi penilaian GCG termasuk sosialisasi
dan implementasinya, serta memperhatikan, mengikuti, dan
memastikan bahwa Perseroan telah mematuhi ketentuan
peraturan perundang-undangan. Secara khusus, penjabaran
fungsi dari Sekretariat Direksi sebagai berikut.
a. Kesekretariatan Direksi
Dalam menjalankan fungsi kesekretariatan Direksi,
Corporate Secretary bertanggung jawab terhadap
ketersediaan informasi yang memadai mengenai
agenda rapat, melakukan penataan kesekretariatan
Direksi yang meliputi pengaturan kegiatan, penyiapan
rapat-rapat, meeting analysis, dan pendokumentasian
risalah rapat Direksi.
b. Implementasi dan Monitoring Good Corporate
Governance
Dalam implementasi dan monitoring GCG, Corporate
Secretary melaksanakan beberapa kegiatan, antara
lain:
• Memastikan aktivitas Perseroan telah berjalan
sesuai prinsip GCG, yaitu Transparansi, Akuntabilitas,
Responsibilitas, Independensi, dan Fairness;
• Melakukan fungsi pendampingan (counterpart)
Tim Penilai Independen dalam pelaksanaan
assesment GCG;
• Memperbaharui kembali dokumen GCG, antara
lain:
- Board Manual, Manajemen Resiko Manual,
Sistem Pengendalian Intern, Sistem
Pengawasan Intern;
- Mekanisme pelaporan atas dugaan
penyimpangan pada BUMN yang
bersangkutan, tata kelola informasi dan
pedoman perilaku (Code of Conduct);
• MelaksanakansosialisasiInternalterkaitpenerapan
GCG berdasarkan Peraturan Menteri Negara BUMN
Nomor: PER-01/MBU/2011 tentang Penerapan Tata
Kelola Perusahaan yang Baik Pada BUMN kepada
seluruh insan Perseroan.
Its function as secretariat of the Board of Directors includes, among other things: GCG, KPI, Malcolm Baldridge, Board of Directors’ meetings and Board of Directors’ schedule. In performing the function of compliance officer, the duties of Corporate Secretary are ensuring the implementation of the Company’s Articles of Association, making clear interpretation of applications and regulations related to the Company’s activities, facilitating GCG assessment including its dissemination and implementation, as well as paying attention to, following, and ensuring that the Company has complied with the provisions of laws and regulations. Specifically, the elaboration of function of Secretariat of the Board of Directors is as follows:
a. Secretariat of the Board of Directors
In performing the function of secretariat of the Board
of Directors, Corporate Secretary is responsible for the
availability of adequate information on meeting’s agenda
and administering the secretariat of the Board of Directors
which consists of activities arrangement, preparation
of meetings, meeting analysis, and documentation of
minutes of Board of Directors’ meeting.
b. Good Corporate Governance Implementation and
Monitoring
In GCG implementation and monitoring, Corporate
Secretary performs several activities, among other
things:
• Ensuring that Company activities have
been conducted in accordance with GCG
principles, namely Transparency, Accountability,
Responsibility, Independence, and Fairness;
• Performingthefunctionofassistance(counterpart)
of the Independent Assessment Team in
performing GCG assessment;
• UpdatingGCGdocuments,amongotherthings:
- Board Manual, Risk Management Manual,
Internal Control System, Internal Supervision
System;
- Mechanism of reporting on alleged deviation
at relevant SOEs, information governance and
Code of Conduct;
• ConductingInternaldisseminationrelatedtoGCG
implementation based on Regulation of State
Minister of State-Owned Enterprises Number:
PER-01/MBU/2011 concerning Good Corporate
Governance Implementation at SOEs to all
members of the Company.
251
c. Corporate Performance Monitoring
Corporate Secretary juga bertanggung jawab untuk
manjalankan fungsi performance management, yaitu
mengkoordinir penyusunan Kontrak Manajemen yang
di dalamnya
mencantumkan indikator kinerja kunci utama sebagai
alat ukur, baik di level korporat maupun cabang-cabang
bandara, serta mengkoordinasikan terwujudnya
sistem penilaian manajemen Perseroan melalui
Balance Scorecard dan Malcolm Baldridge Criteria for
Performance Excellence (MBCfPE).
KegIATAN COrPOrATe SeCreTAry TAHuN 2013
Selama 2013, Corporate Secretary telah melakukan program
kerja, diantaranya menyelenggarakan rapat rapat Dewan
Komisaris dan Direksi, penyelesaian masalah-masalah
hukum, kegiatan kehumasan dan hubungan antar lembaga,
melakukan sosialisasi terkait GCG, publikasi, pers, media
gathering, dan lain sebagainya. Pelaksanaan program kerja
Corporate Secretary sebagai berikut.
PrOgrAM KerJA PeLAKSANAAN PrOgrAM KerJA
Pelaksanaan Bina Lingkungan
di lokasi Bandara terkait dengan
tanggung jawab sosial perusahaan
(CSR).
Pelaksanaan CSR hingga pertengahan 2013 dikelola oleh Finance Group Head cq
CSR Department Head. Setelah dilakukan restrukturisasi organisasi, maka CSR berada
dibawah kendali Head of CSR yang membawahi CSR Cooperation Department Head
dan Corporate Social Environment Department Head. Corporate Secretary dalam
interaksi dengan lingkungan berwenang dalam hal pemberian sponsorship dan
pelaksanaan kerja sama.
Memperkenalkan Perseroan melalui
wadah forum internasional (ACI dan
lainnya).
Corporate Secretary telah melaksanakan:
• Kerja sama dengan INACA terkait kegiatan Annual General Meeting;
• Kerja sama eksebisi Green Airport Indonesia;
• Kegiatan CANCO APAC Regional Program;
• Turut serta dalam kegiatan Global Meeting Sustainable Transport;
• Turut serta dalam ACI Membership Dues Asia Pasific Region;
• Turut serta dalam Green Aviation Conference;
• Memfasilitasi Rapat Koordinasi Kementerian Perhubungan dengan BIMP-EAGA
(Malaysia, Thailand dan Filipina) di Solo;
• Memfasilitasi pertemuan CASP-AP (Aviation Security) se- Asia Tenggara di Bali.
c. Corporate Performance Monitoring
Corporate Secretary is also responsible for performing
performance management function, namely
coordinating the preparation of Management Contract
which states the main key performance indicator as the
instrument for measurement, both at the corporate
level as well as in airport branches, and coordinating
the realization of Company management assessment
system through Balance Scorecard and Malcolm
Baldridge Criteria for Performance Excellence (MBCfPE).
COrPOrATe SeCreTAry ACTIvITIeS IN 2013
In 2013, Corporate Secretary has carried out its work program,
among other things, implementing Board of Commissioners’
and Board of Directors’ meetings, settlement of legal issues,
public relation and inter-organizational relation activities,
performing GCG-related dissemination through publication,
press, media gathering, etc.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
252 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PrOgrAM KerJA PeLAKSANAAN PrOgrAM KerJA
Media gathering dengan
masyarakat pers.
Corporate Secretary telah melaksanakan:
• Media gathering Peresmian Bandara I Gusti Ngurah Rai, Bali;
• Site visit proyek Bandara Sepinggan, Balikpapan;
• Site visit proyek Bandara Juanda, Surabaya;
• Berpartisipasi dalam turnamen futsal Harian Investor Daily;
• Kunjungan media (media visit) ke media cetak, elektronik dan online;
• Liputan Arus Mudik Lebaran dan Haji 2013 dengan rekan-rekan media;
• Membuat Media Center sebagai tempat bagi rekan-rekan media untuk mencari
info selain sebagai tempat konferensi pers.
Penyusunan buku Annual Report
tahun 2012.
Corporate Secretary telah menyusun Annual Report 2012 dan mengikutsertakannya
dalam Annual Report Award tahun 2012.
Sosialisasi Pelayanan
Kebandarudaraan ke masyarakat
pengguna jasa.
Corporate Secretary telah melaksanakan sosialisasi melalui bandara-bandara di cabang,
baik berupa spanduk, baliho, standing banner, dan media.
Redesign dan upgrade Website
Corporate.
Corporate Secretary telah melaksanakan redesign dan upgrade Website Corporate.
Penyusunan PKB periode 2012–
2014 dan sosialisasi ke 13 cabang.
Corporate Secretary telah menyusun PKB melalui kerja sama dengan Human Capital
Group Head cq Compesation and Industrial Relation.
Publikasi kegiatan Perseroan. Corporate Secretary telah menyampaikan publikasi kegiatan Perseroan secara rutin
melalui:
• Majalah internal yang terbit 2 bulan sekali; dan
• Website internal.
Menjalin hubungan kerjasama
corporate dengan:
a. GVK-India (Bandara Adisutjipto
dan Bandara Ngurah Rai);
b. Incheon Airport–Korea Selatan
(Bandara Juanda).
Corporate Secretary telah melakukan kunjungan ke Bandara Mumbai India dan kantor
GVK mendampingi Dewan Komisaris dan Direksi berkaitan dengan kebijakan korporat
Perseroan dan tidak sekedar hubungan publikasi eksternal.
Pelatihan tenaga Hubungan
Masyarakat kantor cabang dan
kantor pusat.
Corporate Secretary telah melaksanakan pelatihan tenaga Hubungan Masyarakat yang
diikuti sebanyak 25 personil, baik dari kantor pusat dan kantor cabang.
Kerjasama dengan Pemerintah
Daerah terkait dengan rencana
pengembangan bandara.
Corporate Secretary telah melakukan kerja sama pendekatan dengan Pemerintah
Daerah untuk pengembangan bandara di Semarang dan Banjarmasin dengan bekerja
sama dengan Corporate Planning and Performance.
Pembentukan bipartit di kantor
pusat dan seluruh cabang.
Perseroan telah membentuk lembaga di bawah wewenang Human Capital Group
dengan mediator pihak Kementerian Tenaga Kerja dan Transmigrasi.
melibatkan organisasi karyawan
pada kegiatan-kegiatan tertentu.
Corporate Secretary telah melibatkan organisasi karyawan pada HUT Perusahaan ke-
49, peringatan Maulid Nabi, perayaan Natal, memancing bersama dan olah raga.
Pembuatan Code of Corporate
Governance (CoCG) Board of
Manual (BOM), Code of Conduct
(CoC) ke bandara (sampling 4
bandara) dan kantor pusat.
Corporate Secretary telah melakukan:
• Review Coc dan BOM;
• Assessment GCG;
• Penyempurnaan pedoman tata kelola kerja Direksi dan Corporate Secretary
(Board od Manual) dan Pedoman Etika Perusahaan (Code of Conduct).
253
PrOgrAM KerJA PeLAKSANAAN PrOgrAM KerJA
Penyusunan dan pembuatan
Sistem Agenda Direksi dengan basis
web.
Corporate Secretary telah menggunakan Google Kalender untuk Sistem Agenda
Direksi.
Operasional (pendampingan Direksi
dalam berbagai acara kedinasan).
Corporate Secretary telah mendampingi setiap acara yang melibatkan seluruh Direksi.
Pengadaan peralatan pendukung
rapat dan presentasi Direksi.
Corporate Secretary telah menyediakan peralatan untuk keperluan rapat dan
pertemuan seluruh Direksi.
Program Pengenalan Direksi dan
Dewan Komisaris baru.
Corporate Secretary telah melakukan Program Pengenalan dalam rapat internal Direksi
dan Dewan Komisaris.
Pembahasan dan penyusunan
rancangan peraturan perundang-
undangan.
Corporate Secretary telah menyusun:
• Rancangan Undang-Undang tentang Pertanahan;
• Rancangan Peraturan Menteri (RPM) Perhubungan mengenai revisi Keputusan
Menteri No. 29 tahun 1998 tentang Struktur dan Golongan Tarif Pelayanan Jasa
Kebandarudaraan dan Pelayanan Penerbangan pada Bandar Udara Umum dan
Keputusan Menteri No. 28 tahun 1999 tentang Mekanisme Penetapan Tarif dan
Formulasi Perhitungan Tarif Pelayanan Jasa Kebandarudaraan;
• Rancangan Peraturan Menteri (RPM) Perhubungan tentang Kegiatan Pengusahaan
Bandar Udara;
• Rancangan Peraturan Menteri (RPM) Badan Usaha Milik Negara tentang Tata Cara
Penghapusbukuan dan Pemindahtanganan Aset Tetap Badan Usaha Milik Negara.
Pembahasan dan penyusunan
Keputusan Direksi.
Perseroan telah menerbitkan 57 Keputusan Direksi tentang bisnis inti Perseroan,
bidang Personalia Dan Umum, bidang Keuangan dan Teknologi Informasi, serta bidang
Pemasaran dan Pengembangan Usaha.
Pelaksanaan perubahan Anggaran
Dasar.
Perseroan telah melakukan perubahan Anggaran Dasar mengenai Penambahan Modal
Disetor, Penegasan Pemberhentian dan Pengangkatan Anggota-anggota Dewan
Komisaris PT Angkasa Pura I (Persero), serta Pemberhentian, Perubahan Nomenklatur
Jabatan dan Pengangkatan Anggota-Anggota Direksi Komisaris PT Angkasa Pura I
(Persero).
Penyusunan himpunan peraturan
tahun 2012.
Corporate Secretary telah menyusun dan menghimpun peraturan tahun 2012, serta
telah menyampaikan kepada Unit Kerja yang membidangi General Affair untuk proses
pencetakan dan pendistribusian.
Publikasi peraturan yang berlaku di
Perseroan.
Corporate Secretary telah mempublikasikan himpunan peraturan di website pada
e-library.
Penyusunan Kesepakatan Bersama/
Perjanjian Kerjasama dengan TNI
(Bandara Adisutjipto, Adisumarmo,
El Tari, Juanda, Ahmad Yani dan
Sepinggan).
Perseroan telah menyusun dan membahas perjanjian kerja sama dengan TNI Angkatan
Darat, serta telah menandatangani perjanjian kerja sama dengan TNI Angkatan Udara.
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254 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PrOgrAM KerJA PeLAKSANAAN PrOgrAM KerJA
Pelaksanaan pembahasan
perjanjian kerja sama dengan
Pemerintah Provinsi/Pemerintah
Daerah (Pemkot/Pemkab).
Corporate Secretary telah menyusun:
1. Addendum Perjanjian Kerja Sama antara Pemprov Jawa Tengah dengan PT
Angkasa Pura I (Persero) tentang Percepatan Pembangunan dan Pengembangan
Bandar Udara Internasional Achmad Yani, Semarang;
2. Addendum Perjanjian Kerja Sama Pemprov Jawa Tengah, Pemerintah Kota
Semarang, dan PT Angkasa Pura I (Persero) tentang Pembangunan Jalan Akses
Dari Jembaan Sungai Siangker Menuju Lapangan Parkir Terminal Baru Bandar
Udara Internasional Ahmad Yani Semarang;
3. Perjanjian Kerja Sama dengan Pemprov NTB tentang Pembangunan Dan
Pemanfaatan Sebagian Fasilitas Fisik Sisi Darat Bandara Internasional Lombok di
Kabupaten Lombok Tengah;
4. Perjanjian Kerja Sama dengan Pemkab Lombok Tengah tentang pembangunan
dan pemanfaatan sebagian Fasilitas Fisik Sisi Darat Bandara Internasional Lombok
di Kabupaten Lombok Tengah.
Penyelesaian permasalahan tanah
milik Perseroan.
Corporate Secretary telah mengupayakan penyelesaian permasalahan tanah milik
Perseroan di Bandar Udara I Gusti Ngurah Rai, Bandar Udara Syamsuddin Noor, Bandara
Pattimura.
Pelaksanaan penunjukan konsultan
hukum untuk penanganan perkara
non litigasi (konsultan hukum tetap
dan legal opinion).
Perseroan telah menunjuk Legal Opinion dari Hermawan Juniarto & Partners, Notaris
Nanda Fauz Iwan, dan Konsultan Hukum dari Prisma & Co.
Pelaksanaan penunjukan konsultan
hukum untuk penanganan perkara
litigasi.
Perseroan telah menunjuk beberapa konsultan hukum, yaitu Mustofa & Rekan, Advokat
Agusfian & Partners, Konsultan Hukum Fa. zaidun and Partners, dan Konsultan Hukum
Moh. Rusdy, SH.
INTerNAL AuDIT
Internal Audit PT Angkasa Pura I (Persero) merupakan
unit kerja yang bertugas membantu President Director
dalam menjalankan fungsi pengawasan guna memastikan
efektivitas pelaksanaan pengendalian internal dan
pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam
menjalankan tugasnya Internal Audit bersinergi dengan
Komite Audit dan Komite Risiko Usaha.
vISI INTerNAL AuDIT
Menjadi mitra kerja unit yang profesional, independen,
obyektif, terpercaya dan mampu memberikan nilai tambah
bagi Perseroan dengan prinsip-prinsip Good Corporate
Governance (GCG).
INTerNAL AuDIT
Internal Audit PT Angkasa Pura I (Persero) merupakan
unit kerja yang bertugas membantu President Director
dalam menjalankan fungsi pengawasan guna memastikan
efektivitas pelaksanaan pengendalian internal dan
pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam
menjalankan tugasnya Internal Audit bersinergi dengan
Komite Audit dan Komite Risiko Usaha.
vISION Of INTerNAL AuDIT
To become the unit work partner that is professional,
independent, objective, trusted, and capable to provide
value added to the Company through the principles of Good
Corporate Governance (GCG).
255
MISI INTerNAL AuDIT
a. Memberikan keyakinan yang independen dan
obyektif kepada stakeholders melalui Direktur Utama
dalam melakukan pengawalan atas tercapainya
sasaran dan tujuan Perseroan (peningkatan Customer
Satisfaction Index (CSI), peningkatan pendapatan,
kontribusi kepada lingkungan, Reasonable Cost,
Sound Organization yang berlandaskan pada prinsip–
prinsip Good Corporate Governance (GCG).
b. Melakukan pengendalian intern dan memberikan
konsultasi yang independen dan obyektif kepada
manajemen dan Komisaris melalui Direktur Utama
dalam meningkatkan dan memperbaiki efektivitas
operasional melalui evaluasi terhadap :
• Rencana Jangka Panjang dan Jangka Pendek
Perusahaan;
• Audit dan penilaian yang sistematis dan berbasis
resiko atas pengendalian intern;
• Risk assessment pada Manajemen Resiko;
• Tata kelola Information Technology;
• Proses Good Corporate Governance(GCG);
• Kinerja Perseroan.
Satuan Pengawasan Intern merupakan unit kerja independen
yang berkedudukan langsung di bawah Direktur Utama.
Internal Audit dipimpin oleh seorang Head of Internal Audit.
Head of Internal Audit diangkat dan diberhentikan oleh
Direktur Utama atas persetujuan Dewan Komisaris. Head of
Internal Audit bertanggung jawab langsung kepada Direktur
Utama. Adapun Head of Internal Audit dibantu oleh 6 (enam)
orang, yaitu:
• Finance Auditor Department Head;
• Operational Auditor Department Head;
• Engineering Auditor Department Head;
• Marketing and Business Development Auditor
Department Head;
• Human Capital and General Affair Department Head;
• Administration Auditor Officer.
KeDuDuKAN INTerNAL AuDIT
Kedudukan Internal Audit yang diatur dalam Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.59/
OM.01.01/2013 Tentang Organisasi dan Tata Kerja Kantor
MISSION Of INTerNAL AuDIT
a. To provide independent, objective assurance
to stakeholders through President Director in
safeguarding the achievement of Company goals and
objectives (improvement of Customer Satisfaction
Index (CSI), income improvement, contribution to
environment, Reasonable Cost, Sound Organization
based on the principles of Good Corporate
Governance (GCG).
b. To perform internal control and provide independent,
objective consultation to management and
Commissioners through the President Director in
improving and enhancing operational effectiveness
through evaluation of:
• CompanyLong-TermandShort-TermPlan;
• Systematic,risk-basedauditandassessmenton
internal control;
• RiskassessmentonRiskManagement;
• InformationTechnologyGovernance;
• GoodCorporateGovernance(GCG)process;
• Companyperformance.
Internal Supervision Unit is an independent work unit
directly under the President Director. Internal Audit is led by
a Head of Internal Audit. Head of Internal Audit is appointed
and terminated by President Director with approval from
the Board of Commissioners. Head of Internal Audit reports
directly to the President Director. Meanwhile, Head of
Internal Audit is assisted by 6 (six) persons, namely:
• FinanceAuditorDepartmentHead;
• OperationalAuditorDepartmentHead;
• EngineeringAuditorDepartmentHead;
• Marketing and Business Development Auditor
Department Head;
• HumanCapitalandGeneralAffairDepartmentHead;
• AdministrationAuditorOfficer.
POSITION Of INTerNAL AuDIT
The position of Internal Audit set out in Decision The Board
of Directors of PT Angkasa Pura I (Persero) Number: KEP.59 /
OM.01.01/2013 About the Organization and Administration
of the Office
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256 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Pusat PT Angkasa Pura I (Persero), berkedudukan langsung
di bawah President Director. Dengan demikian, untuk dapat
menjalankan fungsinya secara efektif Internal Audit memiliki
landasan yang kuat berupa dukungan dan komitmen dari
Dewan Komisaris dan Direksi agar keberadaan Unit Internal
Audit diterima oleh unit lain di PT Angkasa Pura I (Persero).
PrOfIL HeAD Of INTerNAL AuDIT
Internal Audit dipimpin oleh seorang Head of Internal Audit.
Pengangkatan Head of Internal Audit didasarkan pada
Surat Keputusan Direksi Nomor: SKEP.01/KP.7.3/2012-REPLC
tanggal 18 Desember 2012. Berikut profil ringkas Head of
Internal Audit.
Miduk Situmorang
Lahir di Porsea pada 8 Oktober 1959.
Memperoleh gelar Sarjana Ekonomi (1989) dan Master Manajemen (2000).
Mengawali karir sebagai Pegawai Negeri Sipil di Pelabuhan Udara Polonia pada tahun 1981 dan
sepanjang perjalanan karirnya telah menjalani berbagai penugasan, diantaranya sebagai anggota
Kespen Pelabuhan Udara Polonia (1982), Pengawas Tugas Operasi Apron Movement Control (PTO
AMC) Bandara Polonia (1990), Kepala Dinas Akuntansi Bandara Sam Ratulangi–Manado (1993),
Kepala Seksi Akuntansi Kantor Pusat (1996), Kepala Divisi Keuangan dan Perlengkapan Bandara
Internasional Ngurah Rai–Bali (2003), Deputi Direktur Akuntansi Kantor Pusat (2004) dan Corporate
Secretary (2009-2012).
He was born in Porsea on October 8, 1959.
He obtained Bachelor of Economics degree (1989) and Master of Management degree (2000).
He started his career as Civil Servant at Polonia Airport in 1981 and in the course of his career, he has
given various assignments, among other things as member of Flight Safety at Polonia Airport (1982),
Operational Task Supervisor of Apron Movement Control (PTO AMC) at Polonia Airport (1990), Head
of Accounting Service Office of Sam Ratulangi Airport – Manado (1993), Accounting Section Head
at Head Office (1996), Head of Finance and Equipment Division at Ngurah Rai International Airport
– Bali (2003), Deputy Director of Accounting at Head Office (2004), and Corporate Secretary (2009-
2012).
Center PT Angkasa Pura I (Persero), managed directly
under President Director. Thus, to be able to the effective
functioning of Internal Audit has strong foundation of
support and commitment from Board of Commissioners and
Board of Directors for the existence of the Internal Unit Audit
received by other units of PT Angkasa Pura I (Persero).
PrOfILe Of HeAD Of INTerNAL AuDIT
The appointment of Head of Internal Audit is based on
Decision Letter of the Board of Directors Number: SKEP.01/
KP.7.3/2012-REPLC dated December 18, 2012. The following
is a brief profile of the Head of Internal Audit.
KuALIfIKASI DAN KOMPOSISI INTerNAL AuDIT
Internal Audit merupakan fungsi khusus yang memerlukan
standar keterampilan/keahlian minimal yang mampu
memberikan keyakinan (assurance) kepada para Direksi
dan stakeholder dan konsultansi kepada auditee terhadap
permasalahan yang dihadapi Perseroan. Untuk itu Internal
Audit harus memiliki kemampuan untuk mengaudit,
menganalisis, memahami permasalahan secara detil dan
memberikan rekomendasi sesuai dengan Standar Profesi
Auditor Internal Perseroan serta mematuhi kode etik Internal
Audit.
QuALIfICATIONS AND COMPOSITION Of INTerNAL
AuDIT
Internal Audit is a special function that requires standard
skills / expertise that is capable of at least gives confidence
(assurance) to the Board of Directors and stakeholders
and consultancy to the auditee to problems faced by the
Company. For the Internal Audit should have the ability to
audit, analyze, understand the problem in detail and provide
recommendations in accordance with the Professional
Standards The Company's Internal Auditor and Internal code
of conduct Audit.
257
NAMA JABATAN KOMPeTeNSI
Miduk Situmorang Head of Internal Audit Sertifikasi QIA
Tavip Wibowo Operational Audit Dept. Head Sertifikasi QIA
Jayanus Engineering Audit Dept. Head Lanjutan 2 Pelatihan QIA
Siti Chadijah Oktoviana Marketing and Business Development Audit Dept. Head Sertifikasi QIA dan CISA
Ukemri Finance Audit Dept. Head Lanjutan 2 Pelatihan QIA
Iswahyudianto Nopa Human Capital and General Affair Audit Dept. Head Lanjutan 2 Pelatihan QIA
Padma Pramudya Auditor Sertifikasi QIA
Restu Suryaningsih Auditor Lanjutan 2 Pelatihan QIA
Osim Auditor Lanjutan 2 Pelatihan QIA
Yuyun Waryunaningsih Auditor Lanjutan 2 Pelatihan QIA
Dyah Dwisupi Oktaviani Auditor Lanjutan 2 Pelatihan QIA
Jon Hendri Auditor Lanjutan 2 Pelatihan QIA
Seluruh personil Internal Audit mendapat pembinaan
profesi dan karir untuk mencapai kualifikasi Auditor Internal
sebagaimana dipersyaratkan dalam Standar Profesi Auditor
Internal Perseroan. Kompetensi yang dipersyaratkan untuk
Auditor Internal SPI diantaranya adalah:
• Kualifikasi akademik, seperti pendidikan formal minimal
Sarjana (S1);
• Kompetensi audit (audit skill) yang meliputi pendidikan
dan pelatihan audit, seperti Audit Operasional, Psikologi
Audit, Fraud Audit, dan Sertifikasi Auditor (QIA, CIA,
CISA, CFE dan lain-lain), serta pengetahuan mengenai
proses bisnis Perseroan;
• Kompetensi umum, seperti monitoring dan evaluasi,
kepemimpinan, negosiasi, komunikasi dan sebagainya;
• Memiliki pengalaman menjadi Auditor Internal atau
jabatan struktural di luar Internal Audit;
• Head of Internal Audit dijabat oleh seseorang yang
telah berpengalaman di bidang Internal Audit dan/atau
jabatan struktural satu tingkat di bawah Direksi di luar
Internal Audit.
Head of Internal Audit didukung oleh 5 (lima) bidang dan
masing-masing dipimpin oleh Auditor Department Head, 11
(sebelas) Auditor dan 1 (satu) Administration Auditor Officer.
Jumlah SDM Internal Audit, jabatan dan kompetensi pada
tahun 2013 adalah sebagai berikut.
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TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
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The entire internal audit personnel receive guidance
profession and career to achieve the qualification of Internal
Auditors as required by the Professional Standards Auditor
Internal Company. Competencies required for Internal
Auditor SPI are:
• Academic qualification, such as a minimum formal
education Bachelor (S1);
• Competence audit (audit skills) which includes
education auditing and training, such as the Audit
Operations, Psychology Audit, Fraud Auditing and
Certification Auditor (QIA, the CIA, CISA, CFE, etc.), as
well as knowledge about the Company's business;
• Competencepublic,suchasmonitoringandevaluation,
leadership, negotiation, communication and so on;
• Have experience into Internal Auditor or structural
position outside of Internal Audit;
• Head of Internal Audit held by a person who have
experience in Internal Audit and / or structural position
one level below the Board of Directors out Internal
Audit.
Head of Internal Audit is supported by five (5) areas and each
led by Auditor Department Head, 11 (eleven) Auditor and 1
(one) Administration Officer Auditor.
Total HR Internal Audit, position and competence in
in 2013 are as follows.
258 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TugAS DAN TANgguNg JAWAB INTerNAL AuDIT
Tugas dan tanggung jawab Satuan Pengawasan Intern
adalah:
1. Menyiapkan Rencana Kerja dan Anggaran Perusahaan,
serta Program Kerja Tahunan Internal Audit;
2. Menyusun program audit untuk menjamin mutu
kegiatan Internal Audit;
3. Melaksanakan pengumpulan informasi dan
pemeriksaan berbasis risiko, pengawasan kepatuhan
terhadap peraturan dan ketentuan, penilaian,
penyajian, saran perbaikan, serta kegiatan assurance
dan konsultasi untuk efisiensi dan efektivitas unit
kerja sesuai dengan tanggung jawab masing-masing
Auditor Department Head, yaitu:
• Operation;
• Technical;
• Marketing and Business Development;
• Finance and Information Technology;
• Human Capital and General Affair;
• Corporate Secretary, Risk Management and
Compliance, Project Management Office, Procurement
dan Corporate Planning and Performance;
4. Melaksanakan evaluasi atas efektivitas perencanaan
dan pelaksanaan pengendalian intern, Penerapan
Manajemen Resiko dan Tata Kelola Perusahaan dalam
proses bisnis sesuai dengan peraturan perundang-
undangan dan kebijakan Perseroan yang berlaku,
serta prinsip GCG;
5. Menyusun laporan hasil pemeriksaan dan
merekomendasikan perbaikan terhadap
penyelenggaraan Perseroan, serta melaporkan kepada
Direktur Utama dengan tembusan kepada Dewan
Komisaris;
6. Bertindak sebagai counterpart dengan pihak
auditor eksternal dan Komite Audit dalam kegiatan
pemeriksaan di Perseroan;
DuTIeS AND reSPONSIBILITy Of INTerNAL
SuPervISION uNIT
The duties and responsibility of Internal Supervision Unit are:
1. Preparing Company Work Plan and Budget, as well as
Internal Audit Annual Work Plan;
2. Preparing audit program to guarantee the quality of
Internal Audit activities;
3. Performing information gathering and risk-based
audit, supervision on compliance with regulations
and provisions, assessment, presentation, suggestion
for improvement, as well as assurance and consulting
activities for the efficiency and effectiveness of work
unit in accordance with its field of responsibility,
namely:
• Operations;
• Technical;
• MarketingandBusinessDevelopment;
• FinanceandInformationTechnology;
• HumanCapitalandGeneralAffair;
• Corporate Secretary, Risk Management and
Compliance, Project Management Office, Procurement
and Corporate Planning and Performance;
4. Performing evaluation of effectiveness of
internal control planning and implementation,
Implementation of Risk Management and Corporate
Governance in the business process in accordance
with applicable laws and regulations and Company
policies, as well as GCG principles;
5. Preparing audit result report and recommending
improvement of the Company’s organization, as well
as reporting to the President Director with carbon
copy to the Board of Commissioners;
6. Acting as counterpart of external auditor and Audit
Committee in audit activities in the Company;
NAMA JABATAN KOMPeTeNSI
I Nyoman Sudarta Auditor Lanjutan 2 Pelatihan QIA
Nila Darmawati Auditor Lanjutan 2 Pelatihan QIA
Adi Hartojo Auditor Lanjutan 2 Pelatihan QIA
Suriganata Auditor Sertifikasi QIA
Haryono Hendro K Auditor Lanjutan 2 Pelatihan QIA
Wiewit Juwariah Adm. Auditor Officer Lanjutan 2 Pelatihan QIA
259
7. Melakukan pemeriksaan khusus dalam lingkup
pengendalian intern yang di tugaskan Direktur Utama;
8. Memantau, menganalisis dan melaporkan
pelaksanaan tindak lanjut oleh unit kerja atas saran-
saran perbaikan yang telah diberikan kepada Direktur
Utama;
9. Meningkatkan pengetahuan, keahlian dan
kemampuan profesionalisme auditor internal dalam
Internal Audit dengan sertifikasi.
PeDOMAN KerJA INTerNAL AuDIT
Dalam menjalankan tugasnya Internal Audit memiliki
Piagam Internal Audit, sebagai acuan bagi Internal Auditor
untuk melaksanakan kegiatan pengawasan internal secara
independen dan obyektif sehingga Internal Audit dapat
berperan optimal dengan hasil yang bermutu, konsisten,
bermanfaat bagi perbaikan efisiensi dan efektivitas
operasional, serta peningkatan kinerja Perseroan. Piagam
Internal Audit juga merupakan komitmen dan dukungan
dari Direktur Utama agar keberadaan Internal Audit diterima
oleh seluruh unit di Perseroan.
Manajemen telah menyusun Pedoman Umum Satuan
Pengawasan Intern PT Angkasa Pura I (Persero) sebagai
pedoman kerja dalam perencanaan, pelaksanaan dan
pengendalian assurance dan consulting, pelaporan dan
pelaksanaan tindak lanjut agar efektif, efisien dan berkualitas.
Pedoman Umum SPI ini selanjutnya menjadi acuan bagi
unit kerja SPI dalam menyusun pedoman audit, pedoman
evaluasi, pedoman consulting, dan pedoman SPI lainnya
yang lebih rinci untuk digunakan sebagai pedoman teknis
kerja Internal Audit.
SPI mengacu pada Standar Profesi Audit Internal (SPAI) dari
Konsorsium Organisasi Profesi Audit Internal dan Code of
Ethics dari The Institut of Internal Auditors sebagai acuan
standar profesi dan kode etik. Acuan ini merupakan upaya
Perseroan untuk meningkatkan proses pengelolaan risiko.
7. Performing special audit within the scope of internal
control assigned by the President Director;
8. Monitoring, analyzing, and reporting follow-up
implementation by work unit on suggestion for
improvement provided to President Director;
9. Improving knowledge, expertise, and professional
capability of auditor internal in Internal Audit through
certification.
INTerNAL AuDIT WOrKINg guIDeLINeS
In performing its duties, Internal Audit has the Internal Audit
Charter as a reference for Internal Auditors to conduct internal
supervision activities independently and objectively so that
Internal Audit can play its role optimally with a result which is
qualified, consistent, useful for improvement of operational
efficiency and effectiveness, as well as improvement of the
Company’s performance. The Internal Audit Charter also
constitutes a commitment and support from the President
Director in order that the existence of Internal Audit is
accepted by all units of the Company.
Management has prepared General Guidelines for the
Internal Supervision Unit of PT Angkasa Pura I (Persero) as
working guidelines in the planning, implementation, and
control of assurance and consulting, reporting, and follow-up
implementation in order to be effective, efficient, and of high
quality. This General Guidelines for the Internal Supervision
Unit subsequently serves as reference for the Internal
Control work unit in preparing audit guidelines, evaluation
guidelines, consulting guidelines, and other more detailed
Internal Control Unit guidelines to be used as Internal Audit’s
technical working guidelines.
The Internal Control Unit refers to the Internal Audit
Professional Standard (SPAI) from the Consortium of Internal
Audit Profession Organizations and Code of Ethics of the
Institute of Internal Auditors as professional standard and
code of ethics reference. This reference is an effort made by
the Company to increase risk management process.
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260 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
JeNIS PeLATIHAN WAKTu LOKASI
Internal Audit Tingkat Dasar IInternal Audit Basic Level I
18 Peb-1 MaretYPIA – Jakarta
Internal Audit Tingkat Dasar IIInternal Audit Basic Level II
18 Peb-1 Maret YPIA – Jakarta
Internal Audit Tingkat Lanjut IInternal Audit Advanced Level I
29 Apr-10 Mei YPIA – Jakarta
Internal Audit Tingkat Lanjut IIInternal Audit Advanced Level II
8-19 Juli YPIA – Jakarta
Internal Audit Tingkat Manajerial Internal Audit Managerial Level
2-12 Desember YPIA – Jakarta
Manager Madya Angkatan IVMiddle Manager Batch IV
CFE – Jakarta
Commersial Operation Incheon Airport ComparationCommercial Operation Comparison with Incheon Airport
14-26 Oktober Incheon Korea
Penyusunan Modul Berbasis KompetensiPreparation of Competency-Based Module
25-27 Pebruari CFE – Jakarta
Seminar Mengelola BUMN Bersih dan Bebas KorupsiSeminar on Managing SOEs in a Clean and Corruption-Free Way
20-21 Maret Bali
Seminar Penyusunan SOP Transaksi Bisnis Yang Menyimpang atau Merugikan BUMN sesuai PER-19/MBU/2013 Seminar on Preparation of SOP for Business Transaction which Deviates or Has Adverse Impact on SOEs in accordance with PER-19/MBU/2013
20 April Batam
Workshop Auditing Organizational StrategicWorkshop on Auditing Organizational Strategy
2-3 Mei Yogyakarta
Workshop Fraud AuditingWorkshop on Fraud Auditing
13-14 Mei Jakarta
Workshop Penyusunan Kontrak Pemborongan & BisnisWorkshop on Preparation of Contractor & Business Contract
16 Mei CFE Jakarta
Seminar & Munas xII FKSPI 2013Seminar & the 12th National Consultation of the Internal Control Unit Communication Forum in 2013
29-31 Mei Medan
Transformasi Manajemen Pengadaan Batch ITransformation in Procurement Management Batch I
22-24 Oktober CFE Jakarta
Transformasi Manajemen Pengadaan Batch IITransformation in Procurement Management Batch II
28-30 Okober CFE Jakarta
Workshop Audit Anti KorupsiWorkshop on Anticorruption Audit
14-15 Nopember Bandung
PrOgrAM PeNgeMBANgAN SATuAN SATuAN
PeNgAWASAN INTerN TAHuN 2013
Selama 2013, program pengembangan kompetensi yang
dilakukan Satuan Pengawasan Intern sebagai berikut
1. Pendidikan dan Pelatihan
DeveLOPMeNT PrOgrAM fOr INTerNAL
SuPervISION uNIT IN 2013
In 2013, competency development programs conducted by
Internal Supervision Unit are as follows:
1. Education and Training
261
2. Sertifikasi Auditor
Semua auditor Internal Audit diikutsertakan dalam
program sertifikasi profesi sebagai Internal Auditor.
Pada tahun 2013 jumlah auditor yang telah lulus
sertifikasi dan memegang gelar QIA (Qualified Internal
Auditor) sebanyak 5 (lima) orang.
reALISASI PrOgrAM KerJA INTerNAL AuDIT TAHuN
2013
Realisasi Program Kerja Internal Audit meliputi Realisasi
Program Kerja Pemeriksaan Tahunan (PKPT) dan Non
Program Kerja Pemeriksaan Tahunan (Non-PKPT). Realisasi
PKPT yang sudah dilakukan selama tahun 2013 adalah Audit
terhadap 14 Kantor Cabang. Pelaksanaan audit operasional
di bandara-bandara untuk berbagai bidang kerja telah
dilaksanakan berdasarkan PKPT yang berbasis risiko (risk
based audit). Total hasil temuan tahun 2013 sebanyak 227,
menurun dibandingkan tahun 2012 sebanyak 240.
Realisasi Audit Internal yang dilakukan pada beberapa
bidang pemeriksaan sebagai berikut.
2. Auditor Certification
All auditors of Internal Supervision Unit are enrolled
in the professional certification program as internal
auditor. The number of auditors who have passed
the certification and hold the QIA (Qualified Internal
Auditor) title is 5 (five) persons.
INTerNAL AuDIT WOrK PrOgrAM reALIzATION Of
THe yeAr 2013
Realization of Internal Audit Work Program includes the
realization of the Annual Work Program Examination (PKPT)
and Non-Annual Work Programme Examination (Non-PKPT).
PKPT realization that has been performed during the year
2013 was Audit of 14 Branches. Conduct operational audits
at airports to various fields of work has been carried out
based PKPT based on risk (risk based audit). The total results
of 2013 as 227, down from 240 in 2012.
Realization of Internal Audit conducted in several areas of
the examination as follows.
NO urAIANDESCRIPTION
TAHuN 2011 TAHuN 2012 TAHuN 2013
1 BIDANGOPERASI|OPERATIONS 42 35 41
2 BIDANGKOMERSIAL|COMMERCIAL 66 50 40
3 BIDANGTEKNIK|TECHNICAL 75 55 44
4 BIDANGKEUANGAN&PKBL|FINANCE & CSR 85 44 48
5 BIDANGPUM|PUM 78 33 29
6 BIDANGPENGADAAN|PROCUREMENT 14 22 25
JUMLAH|TOTAL 360 240 227
Sedangkan total hasil temuan audit bandara sebanyak
urAIANDESCRIPTION
TAHuN 2011 TAHuN 2012 TAHuN 2013
KANTORPUSAT| HEAD OFFICE 18 13 0
NGURAH RAI 27 8 13
JUANDA 25 16 12
SULTAN HASANUDDIN 27 29 28
SEPINGAN 23 13 10
FRANS KAISIEPO 29 16 26
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
262 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIANDESCRIPTION
TAHuN 2011 TAHuN 2012 TAHuN 2013
SAM RATUKANGI 18 12 13
ADI SUTJIPTO 23 18 22
ADI SUMARNO 22 17 19
SYAMSUDDIN NOOR 32 24 22
AHMAD YANI 24 19 15
INT LOMBOK 25 18 11
PATTIMURA 23 18 18
EL TARI 20 19 18
SBU MAKASSAR 7 0 0
SBU SEPINGAN 4 0 0
MATSC 13 0 0
0 0 0
JuMLAH 360 240 227
Sedangkan, untuk Non-PKPT meliputi Audit operasional
terhadap PT Angkasa Pura Hotels, sesuai dengan Surat
Perintah President Director PT Angkasa Pura I (Persero)
Nomor: PRIN.PD.300/PG.02/2013 tanggal 29 Oktober 2013.
50
45
40
35
30
25
20
15
10
5
0BID. OPerASI BID. TeKNIK BID. KOMerSIAL BID. Keu &PKBL BID. PuM BID. PegADAIAN
frAuD INTerNAL CONTrOL COMPLIANCe KeSALAHAN PereNCANAAN
PeNyerAHAN LAPOrAN INTerNAL AuDIT TAHuN 2013
Laporan Internal Audit meliputi program kerja dan realisasi
program kerja yang dilaksanakan di tahun 2013. Laporan
Hasil Audit disampaikan oleh Head of Internal Audit kepada
Direktur Utama dan Dewan Komisaris, untuk diketahui dan
ditindaklanjuti.
Meanwhile, for non-PKPT include operational audits of
PT Angkasa Pura Hotels, in accordance with the Warrant
President Director of PT Angkasa Pura I (Persero) Number:
PRIN.PD.300/PG.02/2013 dated October 29, 2013.
SuBMISSION Of INTerNAL AuDIT rePOrT yeAr 2013
Internal audit reports covering the work program and the
realization of the work program implemented in 2013.
Audit Report submitted by the Head of Internal Audit to the
Managing Director and the Board of Commissioners, to be
known and acted upon.
263
SISTeM PeNgeNDALIAN INTerN
Sistem pengendalian intern merupakan aspek penting
dalam manajemen Perseroan yang sehat dan aman. Sistem
pengendalian intern yang efektif dapat membantu Perseroan
menjaga aset yang dimiliki, menjamin tersedianya pelaporan
keuangan yang akurat, meningkatkan kepatuhan Perseroan
terhadap peraturan yang berlaku, serta mengurangi risiko
terjadinya kerugian, penyimpangan dan pelanggaran aspek
kehati-hatian.
Sistem pengendalian intern dibangun untuk memenuhi
beberapa tujuan, antara lain menjamin semua kegiatan
usaha Perseroan sesuai ketentuan yang berlaku. Ketentuan
terdiri atas undang-undang, peraturan pemerintah, otoritas
pengawas dan ketentuan intern Perseroan. Selain itu,
menyediakan laporan yang benar, lengkap, tepat waktu
dan relevan, pengambilan keputusan yang tepat dan
dapat dipertanggungjawabkan, meningkatkan efektivitas
dan efisiensi penggunaan sumber dana, melindungi risiko
kerugian, identifikasi dan menilai penyimpangan secara
dini dan menilai kewajaran kebijakan. Perangkat Sistem
Pengendalian Internal di Angkasa Pura Airports didukung
dengan adanya Pedoman Akuntansi Keuangan, Pedoman
Auditor Internal berbasis COSO, Pedoman Risk Management
& Compliance berbasis ISO31000, Pedoman Pengadaan
Barang dan Jasa, Pedoman dalam Penyelenggaraan Operasi
Bandara, Pedoman Pemeliharaan Fasilitas Bandara, Pedoman
di Bidang Komersial dan Pedoman lainnya yang mendukung
terselenggaranya kegiatan usaha Perseroan.
Perseroan terus mendorong upaya peningkatan sistem
pengendalian intern yang efektif. Satuan Kerja Audit
Internal (SKAI) berperan dalam mengevaluasi kecukupan
dan efektivitas pengendalian intern yang dilakukan oleh
manajemen Perseroan. Pengendalian intern merupakan
bagian yang terintegrasi dalam sistem dan prosedur
dalam setiap kegiatan di unit kerja sehingga apabila
terjadi penyimpangan, maka dapat diketahui secara dini
dan dilakukan langkah perbaikan oleh unit kerja yang
bersangkutan.
INTerNAL CONTrOL SySTeM
Internal control system is an important aspect in a healthy,
secure Company management. An effective internal
control system maintains the assets owned, guarantees
the availability of accurate financial reporting, improves the
Company’s compliance with the applicable regulations,
and reduces the risk of loss, deviation, and violation of the
prudential principle.
The Company always encourages efforts of improving an
effective internal control system. The Internal Audit Work
Unit plays a role in evaluating adequacy and effectiveness
of internal control implemented by the Company’s
management. Internal control is an integral part of system
and procedure in each activity conducted in the work
unit; therefore, if there is deviation, it can be found out
early and the work unit concerned can take corrective
measures. Devices Internal Control Systems in Angkasa Pura
Airports supported by the Financial Accounting Guideline,
Guideline-based COSO Internal Auditor, Risk Management
& Compliance Guidelines based ISO31000, Procurement
Guidelines, Guidelines for the Implementation of Airport
Operations, Airport Maintenance Facility Guidelines,
Guidelines on Commercial Sector and other guidelines that
support the implementation of the Company’s business
activities.
Internal control system is developed for fulfilling several
objectives, among other things, securing all Company’s
business activities in accordance with the applicable
provisions. Provisions consist of laws, government
regulations, supervisory authorities, and Company’s internal
provisions. In addition, the objectives consist of providing
correct, complete, timely, and relevant report; correct,
accountable decision making; improving effectiveness and
efficiency of the use of source of fund; protecting from risk
of loss; early identification and assessment of any deviation;
and assessing the fairness of a policy.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
264 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
MANAJeMeN rISIKO
Perseroan menyadari bahwa dalam melaksanakan kegiatan
bisnis, Perseroan akan menghadapi ketidakpastian di masa
yang akan datang, baik yang berasal dari faktor internal
maupun dari factor eksternal. Dampak dari ketidakpastian
bagi Perseroan tersebut didefinisikan sebagai risiko. Oleh
karena itu, sejalan dengan praktek GCG, maka Perseroan
memandang bahwa pengelolaan risiko merupakan hal yang
sangat penting untuk dilaksanakan sesuai dengan standar
penerapan manajemen risiko yang baik.
Upaya peningkatan kualitas penerapan manajemen risiko
dimaksud tidak hanya ditujukan bagi kepentingan Perseroan
tetapi juga bagi kepentingan pelanggan. Salah satu aspek
penting dalam melindungi kepentingan pelanggan dan
dalam rangka pengendalian risiko adalah transparansi
informasi terkait produk atau aktivitas Perseroan. Melalui
peningkatan kualitas penerapan manajemen risiko ,
Perseroan diharapkan dapat mengukur dan mengendalikan
risiko yang dihadapi dalam melakukan kegiatan usahanya.
Perseroan telah menerbitkan Pedoman Umum manajemen
risiko dengan Keputusan Direksi Nomor: KEP.114/PG.01/2011
tanggal 7 November 2011 sebagai acuan penerapan Risk
Management and Compliance dengan mempertimbangkan:
1. Nilai Perseroan bagi seluruh stakeholder; serta
2. Perlindungan terhadap kemungkinan kerugian pada
portofolio bisnis Perseroan.
Pengelolaan risiko Perseroan mengacu pada Peraturan
Menteri Badan Usaha Milik Negara Nomor: PER-01/MBU/2011
tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola
Perusahaan yang Baik (Good Corporate Governance) pada
Badan Usaha Milik Negara (BUMN) dan Keputusan Menteri
Badan Usaha milik Negara Nomor: KEP-117/MBU/2002
tentang Penerapan Praktek Good Corporate Governance
(GCG) pada Badan usaha Milik Negara (BUMN).
Konsep dasar risk management and compliance Perseroan
memperhatikan 3 (tiga ) aspek penting meliputi:
1. Penerapan manajemen risiko disertai komitmen yang
tinggi dari Direksi dan Komisaris;
2. manajemen risiko diintegrasikan ke dalam seluruh
proses Perseroan dan menjadi bagian yang tidak
terpisahkan dari core responsibilities para pemilik/
risk Management
The Company is aware of that in conducting business
activities, it will face uncertainty in the future, which is
originating from both internal factor as well as external
factor. The impact of uncertainty on the Company is defined
as risk. Therefore, in line with GCG practice, the Company
deems that risk management is a very important matter to
be implemented in accordance with good Risk Management
& Compliance implementation standard.
The intended effort of improving the quality of implementation
of risk management & compliance is not only directed
towards the interest of the Company but also for the interest
of customers. One of the important aspects in protecting the
interest of customers and in the context of risk management
is information transparency related to the Company’s
products or activities. Through improvement of quality in
the implementation of Risk Management & Compliance,
the Company is expected to measure and control the risks
encountered in performing her business activities.
The Company has issued General Guidelines for Risk
Management & Compliance through Decision of the Board
of Directors Number: KEP.114/PG.01/2011 dated November
7, 2011 as the reference in the implementation of Risk
Management & Compliance by considering:
1. Company value for all stakeholders; and
2. Protection against the possibility of loss in the
Company’s business portfolio.
The Company’s risk management refers to Regulation of
Minister of State-Owned Enterprises Number: PER-01/
MBU/2011 dated August 1, 2011 concerning Good Corporate
Governance Implementation at State-Owned Enterprises
(SOEs) and Decree of Minister of State-Owned Enterprises
Number: KEP-117/MBU/2002 concerning Good Corporate
Governance Implementation at State-Owned Enterprises
(SOEs).
The basic concept of the Company’s risk management &
compliance focuses on 3 (three) important aspects including:
1. Implementation of risk management & compliance
along with high commitment of the Board of Directors
and Commissioners;
2. Risk management & compliance is integrated in all
Company’s processes and becomes an inseparable
265
penanggung jawab proses, yaitu Department Head
dan Section Head;
3. Manajemen risiko merupakan bagian dari proses
pengambilan keputusan baik pada seluruh tingkatan
manajerial.
PrOfIL PIMPINAN uNIT KerJA rISK MANAgeMeNT
AND COMPLIANCe
Pengelolaan manajemen risiko Perseroan dilakukan oleh
Risk Management Department di bawah unit kerja Risk
Management and Compliance. Unit Kerja merupakan
elemen yang sangat penting penting dalam mendorong
penerapan sistem pengendalian internal yang efektif. Unit
Risk management and compliance Perseroan mengemban
misi turut mewujudkan Good Corporate Governance
yang lebih baik, menetapkan dan mengelola risiko yang
dihadapi Perseroan, serta meminimalkan dampak yang
ditimbulkannya, melindungi Perseroan dari risiko signifikan
yang dapat menghambat pencapaian tujuan Perseroan dan
mengamankan aset Perseroan, serta menciptakan kesadaran
dan kepedulian insan Perseroan terhadap pentingnya risk
management and compliance bagi Perseroan.
Pengangkatan Head of Risk Management and Compliance
berdasarkan Surat Keputusan Direksi Nomor: SKEP.1670/
KP.07.03/2013.
eddy Triyanto
Lahir di Banyumas pada tanggal 9 Februari 1960
Merupakan lulusan Universitas Diponegoro.
Karirnya dimulai dari bekerja di Perseroan sejak 1998, pernah menduduki berbagai jabatan
sebagai Kepala Dinas Keuangan dan Anggaran, Asisten Manager Perbendaharaan dan PKBL,
Asisten Manager Kemitraan dan Bina Lingkungan, Manager Keuangan dan Administrasi, Asisten
Kepala Biro Bidang Risiko, Risk Management Department Head, dan terakhir adalah sebagai Head
of Risk Management and Compliance.
He was born in Banyumas on February 9, 1960.
He graduated from Diponegoro University.
His career is started by working at the Company since 1998, and he has held various positions,
namely Head of Finance and Budget Service Office, Assistant Manager of Treasury and PKBL,
Assistant Manager of Partnership and Community Development, Finance and Administration
Manager, Assistant Bureau Head for Risk Management & Compliance, Risk Management
Department Head, and last as Head of Risk Management and Compliance.
part of core responsibilities of process owners/
persons-in-charge, namely managers and staffs;
3. Risk management & compliance is part of decision
making process at the governance and managerial
level.
PrOfILe Of HeAD Of rISK MANAgeMeNT AND
COMPLIANCe WOrK uNIT
Risk management & compliance work unit is a very important
element in encouraging the implementation of effective
internal control system. The Company’s Risk management
& compliance carries out the mission of participating in
actualizing better Good Corporate Governance, stipulating
and managing risks faced by the Company, as well as
minimizing the impact they causes, protecting the Company
against significant risks which may delay the achievement
of Company’s objectives and securing the Company’s
assets, as well as establishing awareness and concern of the
Company’s members of the importance of risk management
& compliance for the Company.
The appointment of Head of Risk Management and
Compliance is based on Decision Letter of Board of Directors
Number: SKEP.1670/KP.07.03/2013.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
266 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Secara berkala, Head of Risk Management and Compliance
menyampaikan laporan kepada Direksi sebagai bahan
pertimbangan dalam pengambilan keputusan pengelolaan
risiko Perseroan.
Perseroan telah menempatkan SDM yang kompeten
dalam pengelolaan risiko untuk setiap jenjang organisasi
untuk menjamin pelaksanaan proses risk management
and compliance yang berlandaskan prinsip kehati-hatian
yang disesuaikan dengan kompleksitas usaha Perseroan.
Demikian pula, pejabat dan staf yang ditempatkan di kantor
cabang Perseroan telah memiliki kriteria dan pelatihan yang
memadai.
STrATegI PeNgeLOLAAN MANAJeMeN rISIKO
PerSerOAN
Perseroan telah melakukan penahapan implementasi
manajemen risiko Perseroan sehingga implementasi
manajemen risiko dapat dilakukan secara sistematis
sesuai standar best practice, dimulai dengan Perencanaan
manajemen risiko, Awareness Risiko, Implementasi
manajemen risiko, Pengendalian manajemen risiko, serta
Pelaporan dan Disclosure.
Periodically, Head of Risk Management and Compliance,
submit a report to the Board for consideration in the
Company’s risk management decisions.
he Company has placed competent Human Resources in
risk management for each organization level to secure the
implementation of risk management & compliance process
based on the prudential principle, which is adjusted to the
complexity of the Company’s business. Also, officers and
staffs placed in the Company’s branch offices have met
adequate criteria.
THe COMPANy’S rISK MANAgeMeNT STrATegy
The Company has implemented the implementation phases
of its Risk Management & Compliance in order that the
implementation of risk management & compliance can be
performed systematically in accordance with best practice
standards, starting from Risk Management & Compliance
Planning, Risk Awareness, Risk Management & Compliance
Implementation, Risk Management & Compliance Control,
as well as Reporting and Disclosure.
Perencanaan Manajemen
Risilo
AwarenessRisiko
Implementasi Manajemen
Risiko
Pengendalian Risiko
Pelaporan dan Disclosure
Skema Tahapan Implementasi Manajemen risiko Scheme of Implementation Phases of the Company’s
risk Management
a) Perencanaan manajemen risiko
Tahap perencanaan Manajemen Risiko mencakup
menentukan konteks risiko, penyusunan kebijakan
dan prosedur Manajemen Risiko yang sesuai dengan
kebutuhan Perseroan. Pada tahap ini, Perseroan
menentukan konteks risiko dengan menetapkan
tujuan, misi dan target dalam pengelolaan risiko di
a) risk Management & Compliance Planning
Risk management & compliance planning phase
consists of determining risk context and preparing risk
management & compliance policies and procedures
in accordance with the Company’s requirement. In
this phase, the Company determines the risk context
by stipulating the objective, mission, and target of
267
Perseroan, yang diterjemahkan dalam penetapan
parameter yang digunakan, termasuk batasan yang
akan dijadikan pertimbangan dalam pengelolaan
risiko, termasuk lingkup kerja dan kriteria risiko yang
digunakan.
b) awareness manajemen risiko
Merupakan bagian dari proses manajemen perubahan
yang meliputi peluncuran, sosialisasi dan pelatihan
terkait dengan konsep risk management and
compliance yang pada akhirnya dapat mendorong
tumbuhnya budaya peduli risiko. Dalam proses ini,
top management berperan sebagai change leader
yang akan diikuti oleh manajemen lini dan seluruh
karyawan Perseroan.
c) implementasi manajemen risiko
Langkah awal pada tahap ini adalah dengan
melakukan sosialisasi kepada seluruh jajaran, yang
bertujuan untuk memberikan pemahaman mengenai
arti penting implementasi Manajemen Risiko bagi
Perseroan secara menyeluruh dan perlunya konsistensi
penerapannya di setiap aktivitas kegiatan harian unit
kerja. Selanjutnya, pengelolaan risiko pada tahapan
ini dilakukan dengan melakukan kegiatan identifikasi,
pengukuran dan monitoring risiko Perseroan sesuai
dengan kebijakan yang telah ditetapkan.
Penerapan Manajemen Risiko dilaksanakan dengan
mempertimbangkan biaya dan manfaat dalam
pelaksanaannya. Sumber daya, tanggung jawab,
akuntabilitas, kewenangan, dan pencatatan/
dokumentasi proses yang diperlukan, ditetapkan
dalam kebijakan Direksi, yang dikaji secara berkala
untuk dikinikan sesuai dengan kebutuhan organisasi
dan kompleksitas risiko usaha yang dihadapi
Perseroan.
d) pengendalian manajemen risiko
Pada tahapan ini, Perseroan melakukan kajian,
menentukan jenis dan bentuk perlakuan terhadap
risiko yang diperlukan yang mencakup kegiatan
evaluasi atas pengelolaan risiko yang telah dilakukan,
termasuk proses monitoring dan review atas semua
aspek dari proses risk management & compliance
yang bertujuan untuk:
the Company’s risk management, which is translated
into the stipulation of parameters applied, including
restrictions which will serve as considerations in risk
management, including scope of work and risk criteria
used.
b) risk Management Awareness
This is part of change management process which
includes the launching, dissemination, and training
related to risk management & compliance concept
which eventually may encourage the cultivation
of risk-concerned culture. In this process, the top
management plays the role of change leader, which
will be followed by line management and all of the
Company’s employees.
c) risk Management Implementation
The initial step in this phase is by conducting
dissemination to all levels, which is aimed at
providing understanding on the important meaning
of risk management & compliance implementation
for the Company as a whole and the importance
of consistency in its implementation in all day-
to-day activities at the work units. Furthermore,
risk management in this phase is conducted by
performing activities of identification, measurement,
and monitoring of the Company’s risks in accordance
with the stipulated policies.
Risk management & compliance implementation
is conducted by considering cost & benefit of
its implementation. The necessary resources,
responsibility, accountability, authority, and recording/
documentation process, are stipulated in the Board
of Directors’ policy, which is assessed regularly to be
updated in accordance with organization requirement
and complexity of business risks faced by the
Company.
d) risk Management Control
In this phase, the Company performs assessment,
determines the type and form of necessary treatment
to risks which includes the activity of evaluating the
risk management performed, including monitoring
and review process on all aspects of risk management
& compliance process with the objectives of:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
268 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
• Adanya proses pembelajaran dan analisis dari setiap
peristiwa, perubahan, dan kecenderungan (trends)
yang terjadi;
• Terdeteksinya perubahan dalam lingkup internal
maupun eksternal, termasuk perubahan risiko itu sendiri
yang memerlukan perubahan atau revisi perlakuan
risiko, atau bahkan perubahan prioritas risiko;
• Memastikan bahwa pengendalian risiko dan perlakuan
risiko masih tetap efektif, baik secara desain maupun
pelaksanaannya; dan
• Mengidentifikasikan terjadinya risiko-risiko yang baru.
e) Pelaporan dan disclosure manajemen risiko
Tahapan ini merupakan wujud implementasi prinsip
transparansi dan akuntabilitas pengelolaan risiko yang
telah dilakukan oleh Perseroan, baik yang dilakukan
kepada pihak internal maupun eksternal.
Pengelolaan risiko yang efektif ditujukan untuk
memastikan bahwa informasi yang diturunkan dari
proses manajemen Risiko mencukupi untuk dijadikan
laporan dan digunakan sebagai dasar pengambilan
keputusan dan pertanggungjawaban bagi setiap
tingkatan dalam pengelolaan Perseroan.
KerANgKA MANAJeMeN rISIKO
Arah penerapan manajemen risiko di Perseroan adalah untuk
mencapai optimalisasi nilai Perseroan bagi seluruh pihak
yang berkepentingan (stakeholders) dengan Perseroan.
Untuk mencapai tujuan tersebut tentulah diperlukan
proses organisasi yang bertahap dan berkelanjutan, dimulai
dari tahap perencanaan, pelaksanaan sampai dengan
pengendalian.
Dalam pelaksanaan proses manajemen risiko, Perseroan
menggunakan kerangka ERM tahun 2004 yang diterbitkan
oleh The Committee of Sponsoring Organizations of
the Treadway Commission (COSO). Seiring dengan
perkembangan penerapan manajemen risiko di Indonesia,
PT Angkasa Pura I (Persero) secara bertahap beralih
menerapkan International Organization for Standardization
(ISO) 31000 Risk Management Standard yang telah
mendapatkan sertifikasi dari Badan Standardisasi Nasional
(BSN) Indonesia di 2011.
• Establishing learning process and analysis of any
occurring event, change, and trends;
• Detection of change both within the internal as
well as external scope, including change in the
risk itself which necessitates a change or revision
in risk treatment, or even change in risk priority;
• Ensuring that risk control and risk treatment are
still effective, both in terms of design as well as
implementation; and
• Identifying the emergence of new risks.
e) risk Management reporting and Disclosure
This phase is a manifestation of implementation of
the transparency and accountability principles in risk
management already conducted by the Company,
which is applied to both internal as well as external
parties.
Effective risk management is aimed at ensuring
that information derived from risk management &
compliance process is adequate to be reported and
used as basis for decision making and accountability
for each level of the Company’s management.
rISK MANAgeMeNT frAMeWOrK
The direction of risk management & compliance
implementation at the Company is to achieve the
optimalization of the Company’s value for all of the
Company’s stakeholders. To achieve the objectives, certainly
it requires gradual, continuous organizational process,
starting from planning, implementation, until control.
In the implementation of risk management & compliance
process, the Company uses the 2004 ERM framework issued
by The Committee of Sponsoring Organizations of the
Treadway Commission (COSO). In line with the development
in the implementation of risk management & compliance
in Indonesia, PT Angkasa Pura I (Persero) gradually shifts
to the implementation of International Organization for
Standardization (ISO) 31000 Risk Management Standard
which has been certified by the Indonesian National
Standardization Board (BSN) in 2011.
269
Berdasarkan kerangka tersebut, Proses manajemen
risiko yang diterapkan PT Angkasa Pura I (Persero) dalam
mengembangkan, mengelola dan mengevaluasi risiko
Perseroan dilaksanakan melalui beberapa tahapan seperti
yang tampak pada gambar dibawah ini. Proses manajemen
risiko tersebut terdiri atas komunikasi dan konsultasi,
menentukan konteks, penilaian risiko, penanganan risiko,
serta pemantauan dan kaji ulang.
Menentukan Konteks(Establishing the Context)
Identifikasi Risiko(Risk Identification)
Kons
ulta
si d
an K
omun
ikas
i(C
omm
unica
tion
& Co
nsul
tatio
n)
Pem
anta
uan
dan
Kaji
Ulan
g(M
onito
ring
& Re
view
)
Analisa Risiko(Risk Analysis)
Evaluasi Risiko(Risk Evaluation)
Penanganan Risiko(Risk Treatment)
Penaksiran Risiko (Risk Assessment)
Dalam rangka pengembangan manajemen risiko yang sesuai
dengan budaya Perseroan secara berkelanjutan, manajemen
terus meningkatkan kerangka sistem pengelolaan risiko
dan struktur pengendalian internal yang terpadu dan
komprehensif, sehingga dapat memberikan informasi
adanya potensi risiko lebih dini dan selanjutnya mengambil
langkah-langkah yang memadai untuk meminimalkan
dampak risiko. Pengembangan kerangka manajemen risiko
ini dituangkan dalam kebijakan.
Based on the framework, risk management & compliance
process implemented by PT Angkasa Pura I (Persero) in
developing, managing, and evaluating the Company’s risks
is conducted through several phases as shown in the exhibit
below. The risk management & compliance process consists
of communication and consultation, establishing context,
risk assessment, risk treatment, as well as monitoring and
review.
In the context of development of risk management &
compliance which is in accordance with the Company’s
culture on an ongoing basis, management continues to
improve the integrated, comprehensive framework of
risk management system and internal control structure,
in order to provide the information about the existence
of risk potential earlier and subsequently take adequate
measures to minimize risk impact. The development of this
risk management & compliance framework is set forth in the
policy.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
270 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KeBIJAKAN MANAJeMeN rISIKO
Penerapan manajemen risiko Perseroan melekat pada
seluruh jenjang organisasi Perseroan dengan mengacu pada
konsep Enterprise Risk Management (ERM). ERM merupakan
inisiatif strategis yang terus dikembangkan oleh Perseroan
dalam mendorong peningkatan kinerja Perseroan sehingga
menghasilkan value added bagi segenap stakeholder
Perseroan. Untuk mendukung penerapan ERM yang efektif,
Perseroan senantiasa melakukan pemutakhiran manual
kebijakan dan pedoman operasional dan pengembangan
sistem informasi manajemen risiko.
BuDAyA MANAJeMeN rISIKO
Pelaksanaan budaya risiko Perseroan diarahkan untuk
meningkatkan kesadaran, kemampuan dan kemauan seluruh
anggota Perseroan dalam mengelola risiko secara lebih
efektif dengan senantiasa melakukan identifikasi, analisa
dan evaluasi potensi risiko dalam rangka menyeimbangkan
antara risiko dan manfaat bagi Perseroan.
PrOfIL MANAJeMeN rISIKO
Metode pengukuran risiko Perseroan telah dikaitkan
dengan jenis, skala dan kompleksitas usaha Perseroan
untuk menjamin keakuratan hasil pengukuran risiko yang
dihasilkan. Guna kepentingan pengendalian risiko, maka
pembuatan profil risiko dilakukan secara berkala, minimal 1
(satu) kali dalam satu tahun, yang dilakukan secara kuantitatif
dan/atau kualitatif atas semua risiko yang melekat pada
transaksi, produk maupun aktivitas bisnis Perseroan, yang
dilakukan secara individual dan/atau keseluruhan maupun
per risiko dan per aktivitas, dengan mempertimbangkan
keterkaitan antar risiko. Profil risiko tersebut dipantau secara
terus menerus dan hasil pemantauannya dilaporkan kepada
Direktur Utama 2 kali dalam 1 (satu) tahun.
Dari laporan hasil pengukuran risiko tersebut, Perseroan
dapat mengetahui tingkat risiko yang dihadapi Perseroan
secara korporat maupun parsial yang dikategorikan menjadi
4 kategori, yaitu Risiko Rendah, Risiko Sedang, Risiko Tinggi,
dan Risiko Sangat Tinggi.
JeNIS-JeNIS MANAJeMeN rISIKO
Sejalan dengan perubahan Pedoman Manajemen Risiko
sesuai dengan framework ISO 31000:2009, selama 2013,
PT Angkasa Pura I (Persero) melaksanakan sosialisasi dan
workshop untuk meningkatkan kompetensi para pemangku
rISK MANAgeMeNT POLICy
The implementation of the Company’s management &
compliance is inherent to all organizational levels of the
Company by referring to the Enterprise Risk Management
(ERM) concept. ERM is a strategic initiative which is
continuously developed by the Company in encouraging
the improvement of the Company’s performance in order to
generate value added for all of the Company’s stakeholders.
To support effective ERM implementation, the Company
always updates its policy manuals and operating guidelines
as well as develops its risk management & compliance
information system.
rISK MANAgeMeNT & COMPLIANCe CuLTure
The implementation of the Company’s risk culture is directed
to increase awareness, capability, and willingness of all of the
Company’s members in managing risk more effectively by
always performing identification, analysis, and evaluation
of potential risks in the context of balancing the risks and
benefits for the Company.
PrOfILe Of rISK MANAgeMeNT & COMPLIANCe
The Company’s risk measurement method has been
linked to the type, scale, and complexity of the Company’s
business to guarantee the accuracy of risk measurement
result. For the sake of risk control, the preparation of risk
profile is conducted on a regular basis, at least once a year,
which is conducted quantitatively and/or qualitatively on
all risks inherent to the Company’s business transactions,
products, and activities, which is conducted individually
and/or comprehensively as well as by risk and by activity,
by considering the connection among these risks. The risk
profile is monitored on an ongoing basis and the monitoring
result is reported to the President Director twice a year.
Based on the report on risk measurement result, the
Company can find out about the level of risks faced by the
Company at the corporate level as well as partially, which are
grouped into 4 categories, namely Low Risk, Medium Risk,
High Risk, and Very High Risk.
TyPeS Of rISK MANAgeMeNT & COMPLIANCe
In 2013, in line with amendment to the Risk Management
Guidelines to conform to ISO 31000:2009 framework, PT
Angkasa Pura I (Persero) conducted dissemination and
workshop to improve the competency of risk holders. Based
271
risiko. Berdasarkan serangkaian kegiatan penilaian risiko
secara keseluruhan pada PT Angkasa Pura I (Persero), terdapat
1.474 (seribu empat ratus tujuh puluh empat) risiko, yang
mencakup risiko Kantor Pusat, risiko Kantor Cabang, serta
risiko Anak Perusahaan. Risiko-risiko tersebut dikelompokkan
dalam 4 (empat) kategori, dengan rincian sebagai berikut.
1. Strategy and Planning Risk yang meliputi corporate
responsibility and sustainability, external factors,
planning, project, dan strategy.
2. Financial Risk yang meliputi accounting, credit, liquidity
and finance intelligence, financial market, planning and
budgeting.
3. Operation/Infrastructure Risk yang meliputi corporate
assets, human resources, information technology,
external events, legal, process management, product
development dan sales marketing and communications.
4. Hazard Risk yangmeliputi health, safety and environment,
force majeur dan natural disaster.
Perseroan telah berupaya semaksimal mungkin untuk
melakukan mitigasi risiko dengan baik. Secara umum,
mitigasi risiko yang telah dilakukan Perseroan, yaitu:
a. Pelaksanaan proyek pengembangan bandara;
b. Penyelesaian permasalahan tanah milik PT Angkasa
Pura I;
c. Pemenuhan SDM baik secara kuantitatif maupun
kualitatif;
d. Penyempurnaan dan updating proses bisnis di segala
bidang;
e. Implementasi asset management Kantor Pusat dan
seluruh Kantor Cabang;
f. Melakukan pengalihan risiko terkait dengan
pelaksanaan bisnis Perseroan yang dirasa memiliki
risiko yang besar (Airport Liabilities Insurance dan
pemberian asuransi bagi para penumpang pesawat di
setiap bandara);
g. Penyesuaian tarif-tarif non aeronautika;
h. Pemanfaatan ruang dan lahan idle milik Perseroan;
i. Implementasi e-PSC dan SITEC di Bandara;
j. Menjaga kehandalan peralatan dan fasilitas
guna mendukung operasional bandara melalui
penggantian dan penambahan peralatan dan fasilitas
berteknologi baru, melakukan rekondisi peralatan
dan memperketat jadwal pelaksanaan maintenance
peralatan.
on a series of risk assessment activities on PT Angkasa Pura
I (Persero) as a whole, there were 1,474 (one thousand four
hundred seventy-four) risks, consisting of Head Office’s
risks, Branch Office’s risks, and Subsidiary’s risks. The risks are
grouped into 4 (four) categories, with the details as follows:
1. Risk Strategy and Planning Risk which consists of
corporate responsibility and sustainability, external
factors, planning, project, and strategy.
2. Financial Risk which consists of accounting, credit,
liquidity and finance intelligence, financial market,
planning and budgeting.
3. Operational/Infrastructure Risk which consists of
corporate assets, human resources, information
technology, external events, legal, process
management, product development, and sales
marketing and communications.
4. Hazard Risk which consists of health, safety and
environment, force majeure and natural disaster.
The Company has made the maximum efforts to mitigate
risks properly. In general, risk mitigations performed by the
Company are:
a. Implementation of airport extension project;
b. Settlement of issues related to land owned by PT
Angkasa Pura I;
c. Fulfillment of HR requirement quantitatively and
qualitatively;
d. Enhancement and update of business process in all
areas;
e. Implementation of asset management at the Head
Office and all Branch Offices;
f. Performing risk transfer related to the implementation
of the Company’s business which is considered high-
risk (Airport Liabilities Insurance and provision of
insurance for all aircraft passengers at all airports);
g. Adjustment of non-aeronautics tariffs;
h. Utilization of idle space ad land belonging to the
Company;
i. Implementation of e-PSC and SITEC at the Airports;
j. Maintaining the reliability of equipment and facilities
to support airport operations through replacement
and addition of equipment and facilities of the
newest technology, reconditioning of equipment
and tightening the equipment maintenance
implementation schedule.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
272 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
evALuASI efeKTIvITAS SISTeM MANAJeMeN rISIKO
Perseroan senantiasa melakukan evaluasi secara rutin
dan berkala guna menilai efektivitas atas pengelolaan
manajemen risiko Perseroan. Evaluasi selalu dilakukan secara
berkala sesuai dengan perubahan parameter risikonya. Hal
ini berarti sudah sejalan dengan penerapan kerangka kerja
Manajemen risiko yang mengambil pola PDCA (Plan, Do,
Check, Action).
Prinsip-prinsip yang digunakan Perseroan dalam
mengembangkan, menerapkan, mengelola dan
mengevaluasi manajemen risiko adalah dengan adanya
komitmen pimpinan, keterlibatan seluruh insan Perseroan,
transparansi, integrasi, perbaikan berkesinambungan,
menciptakan dan memberikan nilai tambah, secara
khusus senantiasa menangani ketidakpastian, transparan
dan inklusif. Perseroan juga memfasilitasi perbaikan dan
peningkatan organisasi secara berkelanjutan.
Untuk mendukung penerapan ERM yang efektif, Perseroan
melakukan pemutakhiran manual kebijakan dan pedoman
operasional, pengembangan sistem informasi Manajemen
risiko melalui aplikasi, penyusunan database kejadian
risiko operasional yang mengakibatkan kerugian. Sebagai
upaya mengurangi risiko operasional yang berpotensi
menimbulkan kerugian, maka Perseroan menyusun prosedur
penerapan Manajemen risiko operasional.
Sebagai upaya Perseroan dalam melakukan evaluasi
penerapan manajemen risiko, maka pada akhir 2013
dilaksanakan pengukuran tingkat maturitas manajemen
risiko untuk mengetahui sejauh mana penerapan
manajemen risiko yang telah dilakukan oleh Perseroan.
Tingkat maturitas penerapan manajemen risiko
menggunakan skala 0 (Non Existent) sampai dengan skala
5 (Optimized) untuk menggambarkan tingkat kemampuan
(kapabilitas) Perseroan sebagai entitas untuk mengelola
risiko dalam mencapai sasaran yang telah ditetapkan.
Hasil pengukuran yang mencakup atribut aplikasi, proses,
pengalaman dan budaya tersebut menunjukkan bahwa
pada 2013 PT Angkasa Pura I (Persero) telah mencapai
tingkat maturitas manajemen risiko level 3 (Defined).
Tingkat maturitas Manajemen risiko level 3 menunjukkan
tingkatan suatu organisasi yang mengakui persyaratan bagi
manajemen risiko. Pada organisasi tersebut sudah terdapat
evALuATION Of effeCTIveNeSS Of rISK
MANAgeMeNT SySTeM
The Company always performs evaluation regularly and
periodically in order to assess the effectiveness of the
Company’s risk management & compliance management.
Evaluation is always performed periodically in accordance
with the change in its risk parameters. It means that this has
been in line with the implementation of Risk Management
& Compliance framework which takes the PDCA (Plan, Do,
Check, Action) pattern.
The principles applied by the Company in developing,
implementing, managing, and evaluating risk management
& compliance are leader’s commitment, involvement of all
Company’s members, transparency, integration, continuous
improvement, creating and providing value added,
always specifically overcoming uncertainty, transparent
and inclusive. The Company also facilitates organizational
improvement and enhancement on an ongoing basis.
To support effective ERM implementation, the Company
performs updates its policy manuals and operating
guidelines, development of Risk Management & Compliance
information system through application, preparation of
database of operational risk incidents which cause damages.
As an effort of reducing operational risk which potentially
causes loss, the Company prepares an operational Risk
Management & Compliance implementation procedure.
As an effort made by the Company in performing evaluation
on risk management & compliance implementation, at
the end of 2013, a measurement on maturity level of risk
management & compliance was conducted to find out the
extent of risk management & compliance implementation
conducted by the Company. The maturity level of risk
management & compliance implementation uses the
scale from 0 (Non Existent) to 5 (Optimized) to describe
capability level of the Company as an entity to manage risks
in achieving the stipulated goals. The measurement result,
which consists of application attribute, process, experience,
and culture indicates that in 2013, PT Angkasa Pura I (Persero)
has achieve risk management & compliance’s maturity
level of 3 (Defined) in. Risk Management & Compliance’s
maturity level of 3 indicates the level of an organization
which acknowledges requirements for risk management
& compliance. In such organizations, risk management &
273
budaya manajemen risiko, walaupun masih bersifat reaktif
terhadap risiko-risiko yang mungkin dihadapi Perseroan.
Proses manajemen risiko sudah ada tetapi belum konsisten
diterapkan. Sudah terdapat pengalaman manajemen risiko
yang cukup memadai pada organisasi tersebut.
Berdasarkan hasil pengukuran tersebut, PT Angkara Pura I
(Persero) akan melakukan langkah-langkah perbaikan dalam
menerapkan manajemen risiko Perseroan, yaitu:
a. Meningkatkan komitmen penerapan sistem
manajemen risiko di lingkungan Perseroan sehingga
dapat berjalan secara optimal dan memberikan nilai
tambah bagi Perseroan;
b. Meningkatkan sosialisasi dan pelatihan manajemen
risiko secara berkelanjutan di seluruh lingkungan
Perseroan untuk meningkatkan risk awareness dan
pemahaman tentang pentingnya manajemen risiko;
c. Menyempurnakan sistem manajemen risiko
(Enterprise Risk Management) sehingga dapat selaras
dengan sistem manajemen lain yang ada pada
Perseroan, seperti audit internal, dan manajemen
mutu.
PeLATIHAN DAN SerTIfIKASI MANAJAMeN
MANAJeMeN rISIKO
Personil manajemen risiko seluruhnya berjumlah 4 (empat)
orang dan yang telah mengikuti pelatihan dan sertifikasi risk
management and compliance dirinci sebagai berikut.
PerSONILPERSONNEL
JABATANPOSITION
TIPe SerTIfIKATTYPE OF CERTIFICATE
NOMOr SerTIfIKATCERTIFICATE NUMBER
eddy TriyantoHead of Risk Management and
Compliance
Enterprise Risk Management
Certified ProffessionalERMCP-3110120
MasjukiRisk Management Department
Head
Enterprise Risk Management
Associate ProffessionalERMAP-1120382
rinawan Wijaya Risk Management OfficerEnterprise Risk Management
Associate ProffessionalERMAP-1120322
restu Pratiwi Risk Management OfficerEnterprise Risk Management
Associate ProffessionalERMAP-1120381
compliance culture has existed, although it is still reactive
to the risks the Company may face. Risk management &
compliance process has existed but not consistently applied.
There has been adequate risk management & compliance
experience in the organization.
Based on the measurement result, PT Angkasa Pura I (Persero)
will take corrective actions in implementing the Company’s
risk management & compliance, namely:
a. Increasing commitment for the implementation of risk
management & compliance system in the Company’s
environment in order to function optimally and
provide value added to the Company;
b. Increasing risk management & compliance
dissemination and training on an ongoing basis
throughout the Company’s environment to increase
risk awareness and understanding of the importance
of risk management & compliance;
c. Enhancing risk management & compliance system
(Enterprise Risk Management) in order to be in line with
other existing management systems in the Company,
such as internal audit and quality management.
MANAgeMeNT Of rISK MANAgeMeNT TrAININg AND
CerTIfICATION
There are 4 (four) risk management & compliance personnel
in total, who have attended risk management & compliance
trainings and certifications with the details as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
274 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
fOKuS TAHuN 2013
Kegiatan penerapan manajemen risiko Perseroan untuk 2013
diarahkan untuk terus melengkapi dan menyempurnakan
kebijakan yang diperlukan dan memastikan Perseroan
senantiasa memenuhi peraturan perundang-undangan
lainnya yang berlaku dalam rangka pelaksanaan manajemen
risiko dan prinsip kehati-hatian.
AuDITOr eKSTerNAL
Auditor Eksternal yang memeriksa laporan keuangan
Perseroan tahun buku 2013 ditetapkan melalui RUPS Tahunan
berdasarkan rekomendasi dari Dewan Komisaris dan Komite
Audit. Untuk menjamin independensi dan kualitas hasil
pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh
memiliki benturan kepentingan dengan Perseroan.
Perseroan selalu berupaya meningkatkan komunikasi
antara Kantor Akuntan Publik, Komite Audit untuk dapat
meminimalisir kendala-kendala yang terjadi selama proses
audit berlangsung. Agar proses audit sesuai dengan Standar
Profesional Akuntan, serta perjanjian kerja dan ruang lingkup
audit yang telah ditetapkan dan selesai sesuai dengan
target waktu yang telah ditetapkan, secara rutin dilakukan
pertemuan-pertemuan yang membahas beberapa
permasalahan penting yang signifikan.
Audit Laporan Keuangan tahun buku 2013, 2012, 2011, dan
2010 berturut-turut dilakukan oleh Akuntan dan Kantor
Akuntan Publik (KAP) berikut.
TAHuN BuKu
FISCAL YEAR
AKuNTANACCOUNTANT
ALAMAT KANTOr AKUNTAN
PUBLIK
PeKerJAANJOB
BIAyA AuDIT AUDIT FEE
(RP)
OPINIOPINION
JASA DI LuAr AuDIT KeuANgAN
2013
KAP Doli,
Bambang,
Sulistiyanto,
Dadang & Ali
Menara Kuningan Lt.
11
Jl. HR Rasuna Said Blok
x-7 Kav. 5, Jakarta Tlp.
(021) 30015702
General Audit atas
Laporan Keuangan,
Laporan Evaluasi
Kinerja, Audit
Kepatuhan, Audit
Capaian KPI dan
Laporan Keuangan
PKBL
1.034.990.000 Tidak ada
fOCuS fOr 2013
The Company’s risk management & compliance
implementation activities in 2013 are directed to continuously
complete and enhance the necessary policies and to ensure
the Company always comply with the applicable laws
and regulations in the context of implementation of risk
management & compliance and the prudential principle.
eXTerNAL AuDITOr
External Auditor who performs audit on the Company’s
financial statements for fiscal year 2013 is stipulated through
Annual GSM based on recommendation of the Board
of Commissioners and Audit Committee. To guarantee
independence and quality of audit result, the appointed
External Auditor may not have any conflict of interest with
the Company.
The Company always attempts to improve communication
between Public Accounting Firm and the Audit Committee
to minimize obstacles in the course of audit process. In
order that the audit process runs in accordance with the
Accountant Professional Standard, as well as work agreement
and the stipulated audit scope, and can be completed in
accordance with the stipulated target timeframe, meetings
are regularly held to discuss some of significant important
issues.
Audits on Financial Statements for fiscal years 2013, 2012,
2011, and 2010, respectively, were conducted by Public
Accounting Firms as follows:
275
Ruang lingkup audit Laporan Keuangan tahun buku 2013
meliputi Laporan Neraca, Laporan Rugi Laba, Laporan
Perubahan Ekuitas, Laporan Arus Kas, Laporan Perubahan
Dana Investasi Terikat.
INfOrMASI PeMegANg SAHAM uTAMA DAN
PeNgeNDALI
Pemegang Saham utama dan pengendali Perseroan adalah
Pemerintah Republik Indonesia yang memiliki 100% saham
Perseroan.
Scope of audit on Financial Statements for fiscal year
2013 consists of Balance Sheet, Profit and Loss Statement,
Statement of Change in Equity, Statement of Cash Flow, and
Statement of Change in Committed Investment Fund.
INfOrMATION ON Key AND CONTrOLLINg
SHAreHOLDer
The Company’s key and controlling shareholder is the
Government of the Republic of Indonesia which owns 100%
of the Company’s shares.
TAHuN BuKu
FISCAL YEAR
AKuNTANACCOUNTANT
ALAMAT KANTOr AKUNTAN
PUBLIK
PeKerJAANJOB
BIAyA AuDIT AUDIT FEE
(RP)
OPINIOPINION
JASA DI LuAr AuDIT KeuANgAN
2012
KAP Doli,
Bambang,
Sudarmadji,
Dadang & Ali
Menara Kuningan Lt.
11
Jl. HR Rasuna Said Blok
x-7 Kav. 5, Jakarta Tlp.
(021) 30015702
General Audit atas
Laporan Keuangan,
Laporan Evaluasi
Kinerja, Audit
Kepatuhan, Audit
Capaian KPI dan
Laporan Keuangan
PKBL
907.764.000 Tidak ada
2011
KAP Doli,
Bambang,
Sudarmadji &
Dadang
Menara Kuningan Lt.
11
Jl. HR Rasuna Said Blok
x-7 Kav. 5, Jakarta
Tlp. (021) 30015702
General Audit atas
Laporan Keuangan,
Laporan Evaluasi
Kinerja, Audit
Kepatuhan, Audit
Capaian KPI dan
Laporan Keuangan
PKBL
740.000.000 Tidak ada
2010
KAP Soejatna,
Mulyana &
Rekan
Taman Meruya Office
Center Blok M No.
78,Jl. Meruya Ilir,Jakarta
Barat 11620,Indonesia
DKI Jakarta
Tlp/Faks : (021) 586
8275, 5868 276
General Audit atas
Laporan Keuangan,
Laporan Evaluasi
Kinerja, Audit
Kepatuhan, Audit
Operasional, Laporan
Keuangan PKBL, dan
Audit Capaian KPI
888.000.000 Tidak ada
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
276 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TeKNOLOgI INfOrMASI
Dalam rangka memaksimalkan efektifitas proses bisnis, di
samping meningkatkan akuntabilitas penyampaian data
dan informasi, maka diperlukan sistem informasi berbasis
teknologi informasi. Sebagian sistem informasi yang
dibutuhkan oleh Perseroan sudah tersedia pada tahun
sebelumnya. Pembangunan sistem informasi di Perseroan
ditujukan untuk mendukung proses bisnis dengan
memberlakukan skala prioritas dengan mengutamakan
bisnis proses inti Perseroan, yaitu bisnis proses yang langsung
terkait dengan alur delivery service kepada pelanggan
sampai dengan menjaga layanan dan proses penagihan
kepada pelanggan.
ruANg LINgKuP TeKNOLOgI INfOrMASI
1. Prinsip dan arahan bagi pengelolaan TI dalam rangka
peningkatan efektifitas, efisiensi dan penggunaan TI
yang dapat diterima lingkungan Perseroan;
2. Proses-proses pengelolaan TI yang mencakup proses
pengorganisasian aset TI, proses perencanaan TI,
proses pengembangan atau Akuisisi TI, proses operasi
TI, keamanan Informasi dan proses evaluasi TI;
3. Pengelolaan Sumber Daya TI yang terdiri dari Informasi,
aplikasi, Infrastruktur dan sumber daya manusia;
PT AngkasaPura 1 (Persero)
PT Angkasa Pura 1
Pemerintah Republik Indonesia
Government of the Republic of Indonesia
INfOrMATION TeCHNOLOgy
In the context of maximizing the effectiveness of business
process, in addition to improving the accountability of data
and information delivery, information technology-based
information system is required. Some part of the information
system required by the Company has been available since
the previous year. The development of information system
at the Company is aimed at supporting business process
by putting into effect a priority scale which prioritizes the
Company’s core business process, namely business process
which is directly related to the flow of delivery service to
customers up to maintaining service and collection process
to customers.
Scope of Information Technology
1. Principle and directive for IT management in the
context of improving effectiveness, efficiency and
use of TI which is acceptable in the Company’s
environment;
2. IT management processes which include IT asset
organization process, IT planning process, IT
development or acquisition process, IT operations
process, information security and IT evaluation
process;
3. Management of IT Resources which consist of
Information, Application, Infrastructure, and Human
Resources.
277
Peningkatan Layanan Teknologi Informasi
Salah satu upaya untuk meningkatkan layanan TI,
Perseroan telah memiliki tata kelola TI yang mencakup
struktur organisasi tata TI, prinsip manajemen sumber
daya TI, manajemen TI, Risk Management & Compliance
TI, manajemen kualitas TI, manajemen perencanaan dan
belanja/investasi TI, manajemen pengembangan, akuisisi
dan implementasi TI, manajemen operasi dan dukungan TI,
serta implementasi kebijakan TI.
Struktur organisasi tata kelola TI mencakup pengelolaan
aspek strategis, operasional, proyek serta pengendalian
risiko sehingga proses kegiatan bisnis dapat terkontrol hal
ini akan berdampak pada efektifitas dan efisiensi bisnis.
Dalam Prinsip Manajemen Sumber Daya TI yang menjadi
lingkup pengelolaan dalam Keputusan ini mencakup
Informasi, aplikasi, Infrastruktur dan teknologi serta sumber
daya manusia TI yang merujuk kepada praktik terbaik (best
practices) dan ketentuan yang berlaku di Perseroan.
TATA KeLOLA TeKNOLOgI KOMuNIKASI DAN
INfOrMASI
Dalam mengelola sistem informasi internal Perseroan,
Perseroan telah memiliki Tata Kelola Teknologi Informasi
yang diatur secara khusus dalam sebuah Surat Keputusan
Direksi.
PeMBANguNAN DAN PeNgeMBANgAN SISTeM
TeKNOLOgI INfOrMASI TAHuN 2013
Dalam rangka memberikan kualitas yang terbaik, Perseroan
telah memiliki kebijakan Tata Kelola Teknologi Informasi
yang tercantum dalam Keputusan Direksi PT Angkasa Pura
I (Persero) Nomor : Kep. /TI.02/ 2012 Tentang Tata Kelola
Teknologi Informasi PT. Angkasa Pura I (Persero).
Maksud ditetapkannya Tata Kelola TI ini adalah untuk
memberikan acuan pedoman kepada seluruh unit dalam
penyelenggaraan TI Perseroan agar dapat melaksanakan
secara konsisten dan berkesinambungan terhadap pedoman
dan kebijakan umum pengelolaan TI Perseroan dan untuk
memberikan kerangka acuan kepada setiap unit yang terkait
dengan penyelenggaraan TI Perseroan dalam penyusunan
dan penetapan petunjuk pelaksanaan dan prosedur agar
terjadi sinergi antara pengembangan dan operasional di
lingkungan organisasi unit terkait.
Information Technology Service Improvement
As one of the efforts of improving IT service, the Company
has IT governance in place, which consists of IT organizational
structure, IT resource management principles, IT
management, IT Risk Management & Compliance, IT quality
management, IT planning and expenditure/investment
management, development management, IT acquisition
and implementation, as well as IT policy implementation.
IT organizational structure consists of management of
strategic aspects, operations, project, and risk control in order
to control business activity process, which will have an impact
on business effectiveness and efficiency. In the Principle of IT
Resource Management, the scope of management in such
Decision includes Information, Application, Infrastructure
and Technology, as well as IT human resources which refer to
best practices and the applicable provisions in the Company.
INfOrMATION AND COMMuNICATION TeCHNOLOgy
gOverNANCe
In managing the Company’s internal information system,
the Company has Information Technology Governance in
place, which is specifically regulated in a Decision Letter of
the Board of Directors.
INfOrMATION TeCHNOLOgy SySTeM DeveLOPMeNT
AND eXPANSION IN 2013
In the context of providing the best quality, the Company has
an Information Technology Governance policy in place as set
forth in Decision of the Board of Directors of PT Angkasa Pura
I (Persero) Number: Kep. /TI.02/2012 concerning Information
Technology Governance of PT. Angkasa Pura I (Persero).
The purpose of stipulation of this IT Governance is to provide
reference guidelines to all units in performing the Company’s
IT in order to perform it consistently and continuously with
regard to general policy of the Company’s IT management
and to provide reference framework to all units related to
performance of the Company’s IT in the preparation and
stipulation of implementing guidelines and procedure
in order to create synergy between development and
operations in the organizational environment of the relevant
unit.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
278 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Sedangkan tujuan ditetapkannya Tata Kelola TI ini adalah
tersedianya pedoman untuk terwujudnya pola standardisasi
kerangka pelaksanaan pengembangan, penerapan dan
operasi TI serta tersedianya mekanisme bagi Perseroan
untuk meningkatkan efektivitas dan efisiensi proses bisnis,
produktivitas dan tersedianya Informasi yang lengkap,
komprehensif, akurat dan tepat waktu untuk mendukung
proses pengambilan keputusan menajemen, dalam
rangka memenuhi kebutuhan pelanggan, meningkatkan
kinerja dan pertumbuhan Perseroan serta memenangkan
persaingan bisnis.
Pihak-pihak yang terlibat dalam Tata Kelola Teknologi
Informasi
1. Jajaran manajemen (Direksi dan Dewan Komisaris);
2. Pengelola TI baik di Kantor Pusat maupun Kantor
Cabang;
3. Pemilik proses bisnis di Perseroan;
4. Audit internal Perseroan;
5. Pihak ketiga yang menyediakan layanan TI kepada
Perseroan.
Struktur Organisasi Tata Kelola Teknologi Informasi
Struktur organisasi Tata Kelola TI Perseroan mencakup
pengelolaan aspek strategis, operasional, proyek dan
kontrol risiko. Tanggung jawab pengelolaan aspek-aspek
strategis diperankan oleh Direksi dan Komite TI, sedangkan
tanggung jawab pengelolaan aspek operasional diperankan
oleh Pengelola TI Kantor Pusat dan Pengelola TI Kantor
Cabang. Dalam pengelolaan TI Perseroan , seluruh fungsi
organisasi terkait dengan pengembangan dan pengelolaan
operasi TI harus menetapkan proses dan prosedur
yang mengakomodasikan kontrol,quality assurance, risk
management, security Informasi, kepemilikan data dansistem
serta segregation of duties
Pengelolaan kontrol atas risiko dilakukan melalui
keberjalanan audit TI yang menjadi tanggung jawab Satuan
Pengawasan Intern Perseroan.
Prinsip Manajemen Sumber Daya Teknologi Informasi
Sumber Daya TI yang menjadi lingkup pengelolaan
mencakup Informasi, aplikasi, Infrastruktur dan sumber daya
manusia TI. Prinsip prinsip manajemen sumber Daya TI
Perseroan meliputi:
Meanwhile, the objective for the stipulation of this IT
Governance is the availability of guidelines for actualizing
the implementation framework standardization pattern of
IT development, application, and operations, as well as the
availability of mechanism for the Company to improve the
effectiveness and efficiency of business process, productivity,
and availability of complete, comprehensive, accurate, and
timely Information to support management’s decision
making process, in the context of fulfilling customers’ needs,
improving the Company’s performance and growth, as well
as winning business competition.
Parties involved in Information Technology governance
1. Management level (Board of Directors and Board of
Commissioners);
2. IT Administrator at Head Office and Branch Offices;
3. Business process owner at the Company;
4. The Company’s internal audit;
5. Third parties providing IT services to the Company.
Organizational Structure of IT governance
The organizational structure of the Company’s IT Governance
consists of management of strategic aspects, operations,
project, and risk control. The responsibility for management
of strategic aspects is carried out by the Board of Directors
and IT Committee, while responsibility for management
of operational aspects is carried out by IT Administrator at
Head Office and IT Administrator at Branch Offices. In the
Company’s IT management, all organizational functions
related to development and management of IT operations
must stipulate process and procedure which accommodates
control, quality assurance, risk management, information
security, ownership of data and system, as well as segregation
of duties.
Management of control on risk is performed through the
function of IT audit which falls under the responsibility of the
Company’s Internal Supervision Unit.
IT resources Management Principles
IT Resources which fall under the scope of management
consist of Information, Application, Infrastructure, and IT
human resources. Principles of the Company’s IT resources
management consist of:
279
- Prinsip pengelolaan Informasi
- Prinsip pengelolaan aplikasi
- Prinsip pengelolaan Infrastruktur dan teknologi
- Prinsip pengelolaan Sumber Daya Manusia (SDM) TI
Manajemen Lingkup Layanan Teknologi Informasi
Manajemen lingkup layanan TI Perseroan meliputi:
- Dukungan TI atas layanan bisnis dinyatakan dalam
layanan TI
- Lingkup layanan TI didokumentasikan dalam service
portfolio
- Untuk setiap layanan yang berada dalam service
catalogue harus ditetapkan tingkat layanan (service
level) yang akan menjadi dasar penilaian kinerja
layanan TI
Manajemen risiko Teknologi Informasi
Manajemen risiko TI merupakan bagian dari pengelolaan
risiko Perseroan, merujuk kepada framework manajemen
risiko Perseroan yang ditetapkan dalam Keputusan Direksi
tersendiri. Manajemen risiko TI merupakan aktivitas yang
terintegrasi dengan proses-proses pengelolaan TI lainnya
meliputi Perencanaan TI, Pengembangan atau Akuisisi
aplikasi, Implementasi Infrastruktur dan Operasi TI.
Manajemen Perencanaan dan Belanja/Investasi
Teknologi Informasi
Untuk memastikan keselarasan antara tujuan bisnis dengan
peran strategis TI yang diharapkan, Perseroan menetapkan
strategi TI yang merupakan dari Rencana Jangka Panjang
Perusahaan (RJPP). Strategi TI memuat komponen-
komponen sebagai berikut:
- Pemahaman akan arah strategis Perseroan;
- penilaian lingkungan, kapabilitas dan kinerja eksisting;
- target kapabilitas TI;
- analisis kesenjangan;
- peran strategis TI;
- rencana strategis dan roadmap.
Mekanisme penyusunan dan penetapan strategi TI merujuk
kepada mekanisme penyusunan dan penetapan Rencana
Jangka Panjang Perusahaan (RJPP).
MASTer PLAN TeKNOLOgI INfOrMASI
Sebagai rujukan bagi seluruh inisiatif TI di Perseroan, strategi
TI diturunkan lebih detail ke dalam master planTI dengan
- Information management principle
- Application management principle
- Infrastructure and technology management principle
- IT Human Resources (HR) management principle
Management of Scope of IT Service
Management of scope of the Company’s IT service consists
of:
- IT support to business service is manifested in IT
service
- Scope of IT service is documented in service portfolio
- For any service which falls under the service catalogue,
a service level must be stipulated, which will serve as
basis for IT service performance assessment.
IT risk Management
IT risk management is part of the Company’s risk
management, referring to the Company’s risk management
framework stipulated in a separate Board of Directors’
decision. IT risk management is an activity integrated with
other IT management processes which consist of IT Planning,
Application Development or Acquisition, Infrastructure
Implementation, and IT Operations.
IT Planning and expenditure/Investment Management
In order to ensure the alignment between business objective
and the expected strategic role of IT, the Company stipulates
IT strategy which is part of the Company Long-Term Plan. IT
strategy contains the components as follows:
- understanding of the Company’s strategic direction;
- assessment of existing environment, capability, and performance;
- IT capability target;
- gap analysis;
- IT strategic role;
- Strategic plan and roadmap.
The mechanism for preparation and stipulation of IT strategy
refers to the mechanism for preparation and stipulation of
the Company Long-Term Plan.
IT Master Plan
As a reference for all IT initiatives at the Company, IT strategy
is derived in more details into an IT master plan by adjusting
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
280 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
menyesuaikan penempatan program-program TI pada
posisi strategis yang sesuai dengan peran yang ditetapkan
pada Rencana Jangka Panjang Perusahaan(RJPP).
Master Plan TI Perseroan mencakup aspek-aspek strategis
implementasi sebagai penjabaran strategi penyelarasan
bisnis dan TI yang telah ditetapkan dalam Rencana Jangka
Panjang Perusahaan (RJPP) yang meliputi komponen
sebagai berikut:
- Visi Arsitektur Perseroan (Enteprise Architecture);
- Arsitektur Bisnis Eksisting Dan Target, Serta
Kesenjangan Analisisnya;
- Arsitektur Informasi Eksisting Dan Target, Serta
Kesenjangan Analisisnya;
- Arsitektur Aplikasi Eksisting Dan Target, Serta
Kesenjangan Analisisnya;
- Arsitektur Infrastruktur Dan Teknologi Eksisting Dan
Target, Serta Kesenjangan Analisisnya;
- Identifikasi Peluang-Peluang Dan Solusi-Solusi
Berdasarkan Kondisi Arsitektur Perseroan Eksisting
Dan Target;
- Tata Kelola TI Eksisting Dan Target, Serta Kesenjangan
Analisisnya;
- Portofolio Program Dan Proyek TI Dalam Jangka Waktu
Yang Ditetapkan;
- High Level IT Spending Plan.
Sedangkan mekanisme pengelolaan master planTI Perseroan
adalah sebagai berikut:
- Pengelola TI Kantor Pusat mengusulkan master planTI
setelah berkonsultasi dengan Business Process Owner
di Kantor Pusat dan Kantor Cabang, dan berkoordinasi
dengan seluruh Pengelola TI Kantor Cabang.
- Komite TImelakukan review atas usulan master planTI
yang disampaikan Pengelola TI Kantor Pusat;
- Direksi menetapkan hasil review master planTI yang
disampaikan Komite TI.
- Pengelola TI Kantor Pusat bertanggung jawab untuk
melakukan evaluasi keberjalanan master planTI
setiap tahunnya dan dapat mengusulkan revisi jika
diperlukan, dimana persetujuan akhir atas revisi akan
ditetapkan oleh Komite TI.
the placement of IT programs to strategic position in
accordance with the role stipulated in the Company Long-
Term Plan.
The Company’s IT Master Plan consists of the strategic
aspects of implementation as elaboration of strategy for
aligning business and IT which has been stipulated in the
Company Long-Term Plan, which consists of the components
as follows:
- Enterprise Architecture Vision;
- Existing and Targeted Business Architecture, along with
its Gap Analysis;
- Existing and Targeted Information Architecture, along
with its Gap Analysis;
- Existing and Targeted Application Architecture, along
with its Gap Analysis;
- Existing and Targeted Infrastructure and Technology
Architecture, along with its Gap Analysis;
- Identification of Opportunities and Solutions based on
the Existing and Targeted Condition of the Company’s
Architecture;
- Existing and Targeted IT Governance, along with its Gap
Analysis;
- Program Portfolio and IT Project within the Stipulated
Timeframe;
- High Level IT Spending Plan.
Meanwhile, management mechanism of the Company’s IT
master plan is as follows:
- IT Administrator at Head Office proposes IT master plan
upon consultation with Business Process Owner at
Head Office and Branch Offices, and upon coordination
with all IT Administrators at Branch Offices.
- IT Committee performs a review on the proposed IT
master plan submitted by IT Administrator at Head
Office;
- Board of Directors stipulates the review result of IT
master plan submitted by IT Committee.
- IT Administrator at Head Office is responsible for
performing evaluation of the functioning of IT master
plan on a yearly basis and may propose revision if
necessary, in which final approval of revision will be
stipulated by IT Committee.
281
Manajemen Pengembangan, Akuisisi dan Implementasi
Teknologi Informasi
Manajemen pengembangan, akuisisi dan implementasi
TI Perseroan meliputi, manajemen program dan proyek
TI, pendefinisian kebutuhan bisnis akan solusi TI,
pengembangan dan akuisisi software aplikasi, implementasi
infrastruktur TI, manajemen perubahan TI dan manajemen
perubahan organisasional.
Manajemen Operasi dan Dukungan Teknologi
Informasi
Manajemen operasi dan dukungan TI Perseroan meliputi
kewenangan dan tanggung jawab operasi dan dukungan
teknis, manajemen aset manajemen konfigurasi TI,
manajemen permintaan dan insiden TI manajemen
permasalahan TI, manajemen ketersediaan dan kontinuitas
TI, manajemen keamanan TI dan manajemen hubungan
dengan pihak ketiga.
Monitoring, evaluasi, dan implementasi kebijakan
Teknologi Informasi
Monitoring dan evaluasi TI meliputi lingkup monitoring,
evaluasi dan assessment kewenangan dan tanggung
jawab monitoring, evaluasi dan assessment TI. Sedangkan
implementasi kebijakan TI meliputi perubahan atas kebijakan
TI, penurunan kebijakan TI dalam standar dan prosedur TI.
AKSeS MeDIA DAN PeNyeBArAN INfOrMASI
Perseroan senantiasa memberikan informasi mengenai
Perseroan kepada Pemegang Saham dan stakeholders.
Stakeholders diharapkan dapat mengakses informasi
tentang Perseroan di situs yang memberikan informasi
komprehensif tentang kegiatan operasional dan kinerja
Perseroan, serta berbagai informasi lain yang berguna bagi
Pemegang Saham dan pihak-pihak yang berkepentingan
dengan mengakses pada situs www.angkasapura1.co.id dan
portal BUMN di www.bumn.go.id/angkasapura1.
Untuk keperluan internal Perseroan maupun untuk
berbagi informasi dan pengetahuan diantara karyawan,
Perseroan memiliki media antara lain intranet portal (www.
angkasapura1.biz), majalah internal (Majalah Angkasa Pura),
email ([email protected]) dan forum komunikasi
internal Perseroan.
Selama 2013, Perseroan telah mengeluarkan siaran pers
sebagai berikut.
IT Development, Acquisition, and Implementation
Management
Management of the Company’s IT development, acquisition,
and implementation consists of management of IT programs
and projects, defining business needs for IT solution, software
application development and acquisition, IT infrastructure
implementation, IT change management, and organizational
change management.
IT Operations and Support Management
Management of the Company’s IT operations and support
consists of operations and technical support authority
and responsibility, asset management, IT configuration
management, IT demand and incident management,
IT issues management, IT availability and continuity
management, IT security management, and third party
relationship management.
IT policy monitoring, evaluation, and implementation
IT monitoring and evaluation consists of scope of monitoring,
evaluation and assessment of monitoring authority and
responsibility, IT evaluation and assessment. Meanwhile, IT
policy implementation consists of change in IT policy and
derivation of IT policy into IT standards and procedures.
MeDIA ACCeSS AND DISTrIBuTION Of INfOrMATION
The Company always provides information on the Company
to Shareholders and stakeholders. It is expected that
stakeholders can access information on the Company at
the site which provides comprehensive information about
operational activities and performance of the Company,
as well as various other information which is useful for
Shareholders and interested parties by accessing the site
www.angkasapura1.co.id and SOE portal at www.bumn.
go.id/ angkasapura1.
For the Company’s internal purpose as well as for information
and knowledge sharing among employees, the Company
has media in place, among other things an intranet portal
(www.angkasapura1.biz), internal magazine (Angkasa Pura
Magazine), email ([email protected]) and the
Company’s internal communication forum.
In 2013, the Company has issued press releases as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
282 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
TANggALDATE
urAIANDESCRIPTION
2 Januari 2013 Angkasa Pura I Implementasikan Tahap Pertama Proyek ERP
13 Januari 2013 Angkasa Pura I Kirim 30 Karyawan ke Incheon, Korea
16 Januari 2013 Direksi Perum LPPNPI Resmi Dilantik
25 Januari 2013 Angkasa Pura I & Bank Mandiri Bangun Sekolah di Bali
27 Januari 2013 Bandara Ahmad Yani Semarang Tetap Akan Dibangun
24 februari 2013 Hotel Ibis Budget Surabaya Airport Diresmikan
1 April 2013 Bandara Internasional Juanda Raih ASEAN Airport of The Year LIMA 2013
10 April 2013 Peresmian Beroperasinya Regulated Agent Angkasa Pura Logistik di Surabaya
10 April 2013 Kementerian BUMN Rombak Direksi Angkasa Pura I
25 April 2013 Angkasa Pura I dan Lion Air Tandatangani Nota Kesepahaman Rencana Pembangunan Taxyway di
Bandara Sam Ratulangi
1 Mei 2013 Angkasa Pura I Gelar Annual Marketing Meeting 2013
2 Mei 2013 Penandatanganan Kerjasama Angkasa Pura I dengan Perseroan Food & Beverages Pemenang
Tender Area Komersial Bandara Ngurah Rai
3 Mei 2013 Angkasa Pura I dan Dufry International Tandatangani Kerjasama Komersial
27 Mei 2013 Angkasa Pura I Gelar Marketing Forum 2013
28 Mei 2013 Bandara Juanda Terpilih sebagai Pemenang Service Quality Gold Award 2013
3 Juni 2013 Angkasa Pura I Raih Surabaya Public Service Award (SPSA) 2013
4 Juni 2013 Angkasa Pura I dan Jasindo Tandatangani Nota Kesepakatan Pemasaran Asuransi di Bandara
10 Juni 2013 Bandara Juanda, Tingkatkan Kualitas Layanan, Maksimalkan Pendapatan Komersial
26 Juni 2013 Angkasa Pura I Terima “Korean Ambassador Award”
29 Juni 2013 Angkasa Pura I Gelar Jambore Pramuka di Semarang
11 Juli 2013 BRI dan Bank Mandiri Menangkan Tender untuk Operasikan Gerai Penukaran Mata Uang di Bandara
Ngurah Rai
18 Juli 2013 Angkasa Pura I dan Kemenpera RI Tandatangani Perjanjian Kerjasama Pemanfaatan Tanah untuk
Pembangunan Rusunawa bagi Pekerja Bandara
22 Agustus 2013 Ratusan Lowongan Kerja Tersedia di Area Komersial Bandara Internasional Ngurah Rai
23 Agustus 2013 Upaya Peningkatkan Akses dan Pemerataan Pendidikan bagi Siswa di Indonesia Timur
27 Agustus 2013 Penutupan Bandara Ngurah Rai Terkait APEC 2013
29 Agustus 2013 Angkasa Pura I Resmikan Rumah Pintar di Bandara Sepinggan
30 Agustus 2013 Angkasa Pura I Siapkan 6 Bandara untuk Embarkasi Haji Tahun Ini
6 September 2013 Bandara I Gusti Ngurah Rai Siap Diresmikan
10 September 2013 Kloter Pertama Embarkasi Haji Angkasa Pura I Lancar
17 September 2013 Bank Mandiri, BNI, dan BRI Biayai Proyek Pengembangan Bandara Angkasa Pura I
19 September 2013 Operasi Boyong Terminal Internasional I Gusti Ngurah Rai
21 September 29013 Angkasa Pura I Salurkan Bantuan untuk Pengungsi Gunung Sinabung
24 September 2013 Angkasa Pura I Raih 3 Penghargaan dalam Anugerah Business Review 2013
283
TANggALDATE
urAIANDESCRIPTION
26 September 2013 4 Bandara Angkasa Pura I Rebut Penghargaan Toilet Bersih 2013
26 September 2013 PKD Bandara Frans Kaisiepo; Gara-gara Pemotor, Manggupre Airlines Terbakar di Bandara Frans
Kaisiepo
29 September 2013 Garuda Indonesia Jadi Maskapai Pertama Gunakan Terminal Keberangkatan Internasional Baru
Bandara I Gusti Ngurah Rai
3 Oktober 2013 Direksi Angkasa Pura I Berkantor di Bali Dukung Pelaksanaan KTT-APEC 2013
7 Oktober 2013 Bandara I Gusti Ngurah Rai Terima 673 Rekomendasi Pembatalan Penerbangan Selama KTT-APEC
2013
8 Oktober 2013 Angkasa Pura I Akan Terapkan Pemanfaatan Energi Surya di Bandara
9 Oktober 2013 Operasional Bandara I Gusti Ngurah Rai Pasca Penutupan Bandara Kembali Normal
17 Oktober 2013 Angkasa Pura I Kantor Pusat Salurkan Bantuan Program Bina Lingkungan Rp 245 Juta
20 Oktober 2013 Angkasa Pura I Kembali Kirim 20 Karyawan ke Incheon, Korea Selatan
25 Oktober 2013 Angkasa Pura Hotels Rambah Lini Bisnis Inflight Catering
25 Oktober 2013 Sepuluh Perseroan Tandatangani Kerjasama Komersial dengan Angkasa Pura I untuk Beroperasi di
T2 Bandara Juanda Surabaya
12 November 2013 Laba Angkasa Pura I Naik 15,8 Persen
26 November 2013 Penandatanganan Kerjasama Angkasa Pura I dengan Perseroan Pemenang Tender Area Komersial
Bandara Sepinggan
5 Desember 2013 Angkasa Pura I Raih Gelar BUMN Logistik Berdaya Saing Terbaik dalam Anugerah BUMN 2013
12 Desember 2013 Angkasa Pura I Raih Peringkat IV dalam Penghargaan Keterbukaan Informasi Badan Publik
TrANSPArANSI INfOrMASI PrODuK
Perseroan telah mentransparansikan informasi produk
sesuai ketentuan yang berlaku. Penerapan mengenai
transparansi informasi produk Perseroan saat ini telah dapat
diketahui pelanggan melalui sarana, seperti website: www.
angkasapura1.co.id, maupun media promosi cetak, radio
maupun televisi. Informasi produk dalam website akan terus
di-update dan disempurnakan baik konten maupun sistem
yang digunakan.
TrANSPArANSI INfOrMASI KeuANgAN DAN NON
KeuANgAN
Sebagai wujud implementasi prinsip tata kelola Perseroan,
Perseroan telah mentransparansikan kondisi keuangan dan
non keuangan.
TrANSPAreNCy Of PrODuCT INfOrMATION
The Company has applied transparency on product
information in accordance with the applicable provisions.
Currently, the application of transparency on the Company’s
product information can be found out by customers
through facilities such as website: www.angkasapura1.co.id,
or through printed promotional media, radio, and television.
Product information on the website will always be updated
and perfected, both in terms of content as well as the system
used.
TrANSPAreNCy Of fINANCIAL AND NON-fINANCIAL
INfOrMATION
As the manifestation of the implementation of Corporate
Governance principle, the Company has applied
transparency on financial and non-financial condition.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
284 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeNyAMPAIAN LAPOrAN TAHuNAN DAN LAPOrAN
KeuANgAN
Dalam rangka memberikan informasi yang transparan dan
akurat kepada seluruh stakeholder-nya, Perseroan telah
menyampaikan Laporan Tahunan paling tidak kepada:
a. Kementerian BUMN
b. Kementerian Perhubungan
c. Kementerian Keuangan
d. Komite Nasional Kebijakan Governance
e. Direktorat Jenderal Pajak
f. Stakeholders lainnya
MASALAH DAN KeNDALA yANg DIHADAPI
Tidak terdapat masalah dan kendala dalam penyajian laporan
transparansi informasi keuangan pada tahun 2013.
BeNTurAN KePeNTINgAN
kepentingan merupakan keadaan dimana terdapat konflik
antara kepentingan ekonomis Perseroan dan kepentingan
ekonomis pribadi Anggota Direksi, Anggota Dewan
Komisaris, Pemegang Saham Utama atau pihak terafiliasi dari
Anggota Direksi, Anggota Dewan Komisaris atau Pemegang
Saham Utama. Selama 2013, tidak ada transaksi yang
mengandung benturan kepentingan di Perseroan
PerMASALAHAN HuKuM
Permasalahan hukum mencakup permasalahan hukum
perdata dan pidana yang dihadapi Perseroan selama
periode tahun laporan dan telah diajukan melalui proses
hukum
SuBMISSION Of ANNuAL rePOrT AND fINANCIAL
STATeMeNTS
In the context of providing transparent, accurate information
to all its stakeholders, the Company has submitted its Annual
Report at least to:
a. the Ministry of State-Owned Enterprises
b. the Ministry of Transportation
c. the Ministry of Finance
d. the National Committee for Governance Policy
e. the Directorate General of Taxes
f. Other Stakeholders.
ISSueS AND OBSTACLeS eNCOuNTereD
There was no issue or obstacle in the presentation of report
on financial information transparency in 2013.
CONfLICT Of INTereSTS
Conflict of interests is a situation when a conflict emerges
between the Company’s economic interest and personal
economic interest of Members of Board of Directors, Members
of Board of Commissioners, Key Shareholders or affiliated
parties of Members of Board of Directors, Members of Board
of Commissioners or Key Shareholders. In 2013, there was no
transaction containing conflict of interests in the Company.
LegAL ISSueS
Legal issues consist of civil and criminal law issues faced by
the Company during the reporting period which have been
filed through legal proceedings.
285
PerKArACASE
STATuS PerKArACASE STATUS
PeNgAruH TerHADAP
PerSerOANIMPACT ON THE
COMPANY
Perkara Hukum Pajak
Taxation Law Cases
PPN Internasional masa tahun 2005
Ditjen Pajak ditetapkan bahwa PT Angkasa Pura I (Persero)
terdapat kekurangan bayar pajak PPN Internasional melalui SKPKB
No.00044/207/03/051/07 tanggal 22 Maret 2007 sebesar Rp 98.687.947,-
PT Angkasa Pura I (Persero) mengajukan keberatan I melalui surat No.AP
I. 1255/KU.50.7/2007/DK-B tanggal 11 April 2007 dan keberatan II melalui
surat No.AP.I.2176/KU.50.7/2007/DK-B tanggal 21 Juni 2007 yang telah
ditolak oleh Ditjen Pajak dengan surat No.Kep-013/WP3.19/BD,05/
2008 tanggal 18 Januari 2008. PT Angkasa Pura I (Persero) mengajukan
Banding dengan Surat Banding ke Majelis Pengadilan Pajak No. AP.I.673/
KU.50.7/2008/DU-B tanggal 27 Januari 2008. Dari Sidang Pengadilan Pajak
telah mengeluarkan Putusannya No. Put-18464/PP.M.VIII/16/ 2009 tanggal
10 Juni 2009 yang mengabulkan seluruh Banding PT Angkasa Pura I
(Persero) atas keberatan SKPKB No.00044/207/03/051/07 tanggal 22 Maret
2007 tersebut.
international vat for the 2005 period
The Director General of Taxes made an assessment that PT Angkasa Pura I
(Persero) has underpaid International VAT through Underpaid-Tax Assessment
No. 00044/207/03/051/07 dated March 22, 2007 in the amount of Rp
98,687,947.-
PT Angkasa Pura I (Persero) filed the first objection through letter No. AP.I.1255/
KU.50.7/ 2007/DK-B dated April 11, 2007 and second objection through letter
No. AP.I.2176/ KU.50.7/ 2007/DK-B dated June 21, 2007, both of which have
been denied by the Director General of Taxes through letter No. Kep-013/
WP3.19/BD,05/ 2008 dated January 18, 2008. PT Angkasa Pura I (Persero) filed
an Appeal through Appeal Letter to Tax Tribunal No. AP.I.673/ KU.50.7/2008/
DU-B dated January 27, 2008. The Tax Court Session has issued Decision No.
Put-18464/PP.M.VIII/16/2009 dated June 10, 2009 which granted the entire
Appeal of PT Angkasa Pura I (Persero) regarding objection to Underpaid-Tax
Assessment No.00044/207/03/051/07 dated March 22, 2007.
Perkara telah sampai
pada tahap upaya hukum
Peninjauan Kembali dan
saat ini masih menunggu
Putusan dari Mahkamah
Agung RI.
The case has come to the
legal proceeding phase
of Judicial Review and it
is currently still pending
Decision of the Supreme
Court of the Republic of
Indonesia.
Tidak berpengaruh
terhadap Perseroan
No impact on the
Company
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
286 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PerKArACASE
STATuS PerKArACASE STATUS
PeNgAruH TerHADAP
PerSerOANIMPACT ON THE
COMPANY
PPN Internasional masa bulan Desember 2006
Berdasarkan Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen Pajak
ditetapkan bahwa PT Angkasa Pura (Persero) terdapat kekurangan bayar
pajak PPN Internasional melalui SKPKB No.00006/207/03/051/07 tanggal
17 April 2007 sebesar Rp 4.369.707,- PT Angkasa Pura I (Persero)
mengajukan keberatan I melalui surat No.AP I 2223/KU.50.7/2007/DK-B
tanggal 25 Juni 2007 dan Banding dengan Surat Banding ke Majelis
Pengadilan Pajak No.AP.I.3013/KU.50.7/2008/DU-B tanggal 26 Agustus
2008.
Dari Sidang Pengadilan Pajak telah mengeluarkan Putusannya No.Put-
2459/PP/M.VIII/16/2010 tanggal 13 Maret 2010 yang mengabulkan
seluruh Banding PT Angkasa Pura I (Persero) atas keberatan SKPKB
No.00006/207/03/051/07 tanggal 17 April 2007 tersebut. Fihak Ditjen
Pajak kemudian mengajukan Peninjauan Kembali ke Mahkamah Agung
RI melalui surat No. S- 9014/PJ.07/2010 dan PT Angkasa Pura I (Persero)
juga telah mengajukan kontra memori Peninjauan Kembali ke Mahkamah
Agung RI melalui surat No.AP.I- 324/KU.50.7/2010/DK-B tanggal 3
Desember 2010. Sampai saat ini Peninjauan Kembali tersebut masih dalam
proses di Mahkamah Agung RI.
International vAT for the period of December 2006
Based on result of Tax Audit conducted by Tax Service Office for State-
Owned Enterprises of the Director General of Taxes, it was assessed that
PT Angkasa Pura (Persero) has underpaid International Paid through
Underpaid-Tax Assessment No. 00006/207/03/051/07 dated April 17, 2007
in the amount of Rp 4,369,707.-
PT Angkasa Pura I (Persero) filed the first objection through letter No.
AP.I.2223/ KU.50.7/2007/DK-B dated June 25, 2007 and an Appeal through
Appeal Letter to Tax Tribunal No. AP.I.3013/KU.50.7/2008/DU-B dated
August 26, 2008.
The Tax Court Session has issued Decision No. Put- 2459/PP/
M.VIII/16/2010 dated March 13, 2010 which granted entirely the Appeal
filed by PT Angkasa Pura I (Persero) with regard to objection against
Underpaid-Tax Assessment No. 00006/207/03/051/ 07 dated April 17,
2007. The Director General of Taxes subsequently filed a Judicial Review
to the Supreme Court of the Republic of Indonesia through letter No.
S-9014/PJ.07/ 2010, and PT Angkasa Pura I (Persero) has also filed a contra-
memorandum of Judicial Review to the Supreme Court of the Republic of
Indonesia through letter No.AP.I-324/ KU.50.7/2010/DK-B dated December
3, 2010. Until now, the Judicial Review is still being processed by the
Supreme Court of the Republic of Indonesia.
Perkara telah sampai
pada tahap upaya hukum
Peninjauan Kembali
dan saat ini masih
menunggu putusan dari
Mahkamah Agung RI,
dengan keterangan proses
sebelumnya.
The case has come to
the legal proceeding
phase of Judicial Review
and it is currently still
pending Decision of the
Supreme Court of the
Republic of Indonesia,
with information from the
previous processes.
The Appeal Stage has issued
Decision of Tax Court No.
Put.22459/PP/M.VIII/16/2010
dated July 30, 2010 on the
request for appeal field by
PT AP I against the Decision
of Director General of Taxes,
which essentially decided to
grant partially the request
for appeal filed by AP I.
Tidak berpengaruh
terhadap Perseroan
No impact on the
Company
287
PerKArACASE
STATuS PerKArACASE STATUS
PeNgAruH TerHADAP
PerSerOANIMPACT ON THE
COMPANY
PPN Internasional Masa tahun 2007
Berdasarkan Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen Pajak
ditetapkan bahwa PT Angkasa Pura I (Persero) terdapat kekurangan
bayar pajak PPN Internasional melalui SKPKB No.00072/207/06/051/09
tanggal 1 Juni 2009 sebesar Rp 131.533.450,- PT Angkasa Pura I (Persero)
mengajukan keberatan I melalui surat No.AP I. 2139/KU.50.7/2009/
DK-B tanggal 29 Juni 2009 dan Banding dengan Surat Banding ke
Majelis Pengadilan Pajak. Dari Sidang Pengadilan Pajak telah dibacakan
Putusannya, namun sampai saat ini Hasil Putusannya belum dikeluarkan
oleh Pengadilan Pajak.
Pihak Ditjen Pajak kemudian mengajukan Peninjauan Kembali ke
Mahkamah Agung RI melalui surat No. S- 5567/PJ.07/2012 dan PT Angkasa
Pura I (Persero) juga telah mengajukan kontra memori Peninjauan Kembali
ke Mahkamah Agung RI melalui surat No.AP.I- 5307/KU.50.7/2012/DU-B
tanggal 26 September 2012 yang telah direvisi dan disidangkan kembali
dengan Putusan Pajak nomor : Put. 36949.R/PP/M.V/16/2012. Sampai saat
ini Peninjauan Kembali tersebut masih dalam proses di Mahkamah Agung
RI.
International VAT for the period of 2007
Based on result of Tax Audit conducted by Tax Service Office for State-
Owned Enterprises of the Director General of Taxes, it was assessed that
PT Angkasa Pura (Persero) has underpaid International VAT through
Underpaid-Tax Assessment No. 00072/207/06/051/09 dated June 1,
2009 in the amount of Rp 131,533,450.-
PT Angkasa Pura I (Persero) filed the first objection through letter No.
AP.I.2139/ KU.50.7/2009/DK-B dated June 29, 2009 and Appeal through
Appeal Letter to Tax Tribunal. The Tax Court Session has pronounced its
Decision; however, until now, the Decision has not been issued by the
Tax Court.
The Director General of Taxes subsequently filed a Judicial Review to
the Supreme Court of the Republic of Indonesia through letter No.
S-5567/PJ.07/ 2012 and PT Angkasa Pura I (Persero) has also filed a
contra-memorandum of Judicial Review to the Supreme Court of the
Republic of Indonesia through letter No.AP.I-5307/KU.50.7/ 2012/DU-B
dated September 26, 2012 which has been revised and brought again
to trial with Tax Decision number: Put. 36949.R/ PP/M.V/16/2012. Until
now, the Judicial Review is still being processed by the Supreme Court
of the Republic of Indonesia.
Perkara telah sampai
pada tahap upaya hukum
Peninjauan Kembali (Dirjen
Pajak selaku Pemohon
Peninjauan Kembali) dan
saat ini masih menunggu
Putusan dari Mahkamah
Agung RI. Pada Tahap
Banding telah dikeluarkan
Putusan Pengadilan
Pajak No.Put.36949/
PP/M.V/16/2012 tanggal
29 Februari 2012 jo.
Putusan Pengadilan
Pajak No.Put.36949/
PP/M.V/16/2012 tanggal
18 Juli 2012 yang pada
prinsipnya mengabulkan
sebagian permohonan
banding Pemohon
Banding (Perseroan).
Pada tahun 2009,
pemerintah mengeluarkan
Peraturan Pemerintah
Nomor: 28 Tahun 2009
tentang perlakuan
PPN atas Penyerahan
Jasa Kebandarudaraan
tertentu kepada Perseroan
angkutan udara niaga
untuk pengoperasian
pesawat udara yang
melakukan penerbangan
luar negeri mulai tahun
2009 PT Angkasa Pura
I (Persero) tidak lagi
dikenakan PPN Jasa
Penerbangan Internasiona
Tidak berpengaruh
terhadap Perseroan
No impact on the
Company
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
288 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PerKArA PeNTINg yANg SeDANg DIHADAPI DIreKSI
DAN DeWAN KOMISArIS yANg SeDANg MeNJABAT
Selama 2013, tidak ada Direksi dan Dewan Komisaris
Perseroan yang sedang menjabat menghadapi permasahan
hukum.
TINgKAT KeSeHATAN PerSerOAN
Mengacu kepada Surat Keputusan Menteri Badan Usaha
Milik Negara No.100/MBU/2002 tanggal 4 Juni 2002,
secara singkat tingkat kesehatan Perseroan Tahun 2013
memperoleh predikat ”AA” Sehat dengan nilai 87,50.
Kinerja Perseroan diukur atau dinilai dari 3 (tiga) aspek yaitu
kinerja keuangan Perseroan mencapai skor 37,50, Kinerja
Operasional diukur berdasarkan SK. Dirjen Perhubungan
Udara No. SKEP/284/x/1999 dimana kinerja PJP, PJP4U, PJP2U,
Counter dan Garbarata baik domestik maupun internasional
dapat tercapai dengan skor 35,00 dan kinerja Administrasi
Perseroan terealisasi dengan skor 15,00.
PeMBerIAN DANA uNTuK KegIATAN SOSIAL DAN
KegIATAN POLITIK
Perseroan tidak terlibat di dalam kegiatan politik dan tidak
memberikan donasi untuk kepentingan politik. Sebaliknya,
kepedulian yang tinggi terhadap masalah sosial dan
lingkungan hidup merupakan bagian penting dari tugas dan
tanggung jawab Perseroan terhadap masyarakat. Penjelasan
secara lebih rinci yang telah dilakukan oleh Perseroan dan
nilai nominalnya selama 2013 terdapat di bagian Laporan
Tanggung Jawab Sosial Perseroan dalam Laporan Tahunan
2013 ini.
SHAreS OPTION
Share option adalah opsi untuk membeli saham oleh
anggota Dewan Komisaris, Direksi dan Pejabat Eksekutif
yang dilakukan melalui penawaran opsi saham dalam rangka
pemberian kompensasi yang telah diputuskan dalam Rapat
Umum Pemegang Saham. Sampai dengan 31 Desember
2013, Perseroan tidak melakukan shares option. Hal ini
dikarenakan Perseroan bukan merupakan Perusahaan Publik
IMPOrTANT CASeS fACeD By CurreNT BOArD Of
DIreCTOrS AND BOArD Of COMMISSIONerS
In 2013, no member of the Company’s current Board of
Directors and Board of Commissioners was facing a legal
issue.
THe COMPANy’S HeALTH LeveL
Referring to Decree of the Minister of State-Owned Enterprises
No.100/MBU/2002 dated June 4, 2002, in brief, the Company’s
health level in 2013 received the predicate of ”AA” Healthy with
the score of 87.50. The Company’s performance is measured
or assessed based on 3 (three) aspects, namely the Company’s
financial performance which achieved the score of 37.50,
Operating Performance which was measured based on
Decision Letter of Director General of Air Transportation No.
SKEP/284/x/1999 in which the performance of Air Traffic Services,
Aircraft Landing, Parking, and Storage Services (PJP4U), Aircraft
Passenger Services (PJP2U), Counter, and Passenger Boarding
Bridge, both at the domestic as well as international levels,
achieved the score of 35.00, and the Company’s Administration
performance realized the score of 15.00.
fuND PrOvISION fOr SOCIAL AND POLITICAL
ACTIvITIeS
The Company is not engaged in political activities and does
not give donation for political purpose. On the contrary,
high concern on social and environmental issues is an
important part of the Company’s duties and responsibility
to the community. More detailed explanation on activities
conducted by the Company and their nominal amount
during the year 2013 can be found in Corporate Social
Responsibility Report section of this 2013 Annual Report.
SHAreS OPTION
Shares option is an option to buy shares for members of
Board of Commissioners, Board of Directors, and Executive
Officers, which is conducted through shares option offering
in the context of provision of compensation stipulated in the
General Shareholders Meeting. As of December 31, 2013, the
Company has not performed any shares option.
289
CODe Of CONDuCT
KeBerADAAN CODe Of CONDuCT
Perseroan berkomitmen untuk mengembangkan dan
menerapkan prinsip Good Corporate Governance dalam
setiap kegiatan Perseroan di semua tingkatan atau struktur
organisasi. Untuk itu, Direksi Perseroan telah menerbitkan
Pedoman Etika Perseroan. Code of Conduct Perseroan
disusun untuk menjadi acuan perilaku bagi Dewan Komisaris,
Direksi dan Pegawai Perseroan sebagai acuan bagi organ
Perseroan dan semua karyawan dalam menerapkan nilai-
nilai (values) dan etika bisnis sehingga menjadi bagian dari
budaya Perseroan sehingga tercapai visi dan misi Perseroan.
Code of Conduct merupakan tanggung jawab seluruh
jajaran Perseroan dan menjadi bagian dari budaya
Perseroan sebagai pedoman berperilaku yang profesional,
bertanggung jawab, wajar, patut dan dipercaya dalam
melakukan hubungan bisnis dengan para pelanggan,
rekanan, maupun dengan rekan sekerja.
MuATAN CODe Of CONDuCT
Pedoman perilaku terbagi atas 6 (enam) bagian yang di
dalamnya terkandung penerapan standar etika bisnis dalam
hubungannya dengan berbagai stakeholders, mulai dari
pegawai, penyedia barang dan jasa, pesaing, mitra kerja,
pemerintah, masyarakat, media masa dan organisasi profesi.
Code of Conduct berisikan aspek-aspek sebagai berikut.
ASPeK yANg DIATurREGULATED ASPECT
PeNJeLASANDESCRIPTION
Pendahuluan
Dasar pemikiran, sasaran pedoman etika Perseroan, tujuan pedoman etika
Perseroan, tanggung jawab pegawai Perseroan terhadap implementasi
pedoman etika Perseroan, dan tanggung jawab para pimpinan Perseroan
terhadap implementasi pedoman etika Perseroan.
Visi, Misi, Komitmen dan Budaya Kerja Perseroan Visi, Misi, Komitmen dan Budaya Kerja Perseroan.
CODe Of CONDuCT
eXISTeNCe Of CODe Of CONDuCT
The Company is committed to develop and implement the
Good Corporate Governance principle in each Company
activity at all levels or organizational structure. For that
purpose, the Company’s Board of Directors has issued
the Company’s Code of Conduct. The Company’s Code
of Conduct is prepared to serve as a reference of conduct
for the Board of Commissioners, Board of Directors, and
Company Employees and as a reference for the Company’s
organs and all employees in implementing business values
and ethics to become a part of Company culture, in order to
achieve the Company’s vision and mission.
Code of Conduct falls under the responsibility of all levels
of the Company and becomes a part of Company culture
as guidelines for professional, responsible, fair, proper, and
trusted conduct in establishing business relationship with
customers, partners, and co-workers.
CONTeNT Of CODe Of CONDuCT
The Code of Conduct is divided into 6 (six) parts which
contain the implementation of business ethics standard
related to various stakeholders, starting from employees,
goods and services providers, competitors, work partners,
government, community, mass media, and professional
organizations.
The Code of Conduct contains the following aspects:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
290 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Selain kewajiban untuk menaati Code of Conduct,
pegawai Perseroan juga diharuskan untuk menaati aturan
dan kebijakan lainnya, serta tidak bersikap diam apabila
menemukan atau mengetahui perbuatan atau tindakan
yang merupakan pelanggaran atas Code of Conduct.
Pegawai diharuskan untuk melaporkan pelanggaran atas
Code of Conduct tersebut kepada Direksi/Dewan Komisaris/
Unit Kerja yang membidangi unit personalia. Seluruh laporan
tersebut disertai data dan/atau bukti-bukti akurat sehingga
pelanggaran dapat diproses lebih lanjut. Setiap pelanggaran
atas Code of Conduct akan dikenakan sanksi sesuai dengan
peraturan yang berlaku dan pengenaan sanksi tersebut tidak
bersifat diskriminatif. Untuk lebih membumikan Code of
Conduct yang dimiliki, setiap tahun Perseroan melakukan
sosialisasi pedoman tersebut bagi seluruh karyawan melalui
pelatihan, sarasehan dan lain-lain.
Pada 2013, seluruh insan Perseroan telah menandatangani
Surat Pernyataan Code of Conduct sebagai bentuk
komitmen bahwa yang bersangkutan sanggup untuk
menaati dan melaksanakan Code of Conduct secara
konsisten dan penuh tanggung jawab. Pernyataan Code of
Conduct juga merupakan bagian yang tidak terpisahkan dari
perjanjian kerja setiap insan Perseroan dan setiap pegawai
harus mengetahui bahwa ketidakpatuhan terhadap Code of
Conduct dapat mempengaruhi hasil penilaian kinerja dan
jenjang karir insan Perseroan.
ASPeK yANg DIATurREGULATED ASPECT
PeNJeLASANDESCRIPTION
Pedoman Etika Kerja
Etika dan perilaku Komisaris, Direksi, pegawai, keselamatan, kesehatan
serta lingkungan kerja, hak kekayaan intelektual, sistem teknologi
informasi dan komunikasi, penyimpanan dokumen, pencatatan dan
pelaporan keuangan, pengamanan aktiva Perseroan, kerahasiaan
informasi, reputasi dan citra Perseroan, benturan kepentingan, suap dan
KKN, donasi, jamuan dan hadiah, biaya perjalanan dinas dan kontribusi
aktivitas politik.
Pedoman Etika Usaha
Kepatuhan terhadap hukum, peraturan dan kebijakan, hubungan
Perseroan dengan pelanggan, pemerintah, mitra kerja, pemasok,
kreditur/investor, Anak Perseroan/patungan/afiliasi dan tanggung jawab
sosial kepada masyarakat.
Penerapan Pedoman Perilaku
Sosialisi pedoman perilaku, arahan ringkas pelaksanaan pernyataan
kepatuhan insan Perseroan, saluran pengaduan pelanggan dan sanksi
terhadap pelanggaran pedoman perilaku.
In addition to obligation to adhere to the Code of Conduct,
the Company’s employees are also required to adhere to
other rules and policies, and not to keep quiet if they find
out about a conduct or action which constitutes a breach of
the Code of Conduct. Employees are required to report such
violation of the Code of Conduct to the Board of Directors/
Board of Commissioners/Work Unit responsible for personnel
affairs. All reports must be accompanied with accurate data
and/or evidences in order that the breach can be further
processed. Any violation of the Code of Conduct will be
sanctioned in accordance with the applicable provision and
the imposition of sanction is not discriminative in nature. In
order to make the existing Code of Conduct more down-to-
earth, every year, the Company conducts dissemination of
the guidelines to all employees through training, informal
discussion, etc.
In 2013, all members of the Company have signed the Code
of Conduct Statement as the form of commitment that the
person concerned is capable to adhere to and implement
the Code of Conduct consistently and fully responsibly.
Code of Conduct declaration is also an inseparable part of
work agreement for any member of the Company and every
employee must know that incompliance with the Code of
Conduct may affect performance assessment result and
career path of the Company’s members.
291
NILAI-NILAI PerSerOAN
Sebagai tindak lanjut dari ketentuan tersebut di atas,
Dewan Komisaris, Direksi, dan seluruh pegawai telah
menandatangani Surat Pernyataan Code of Conduct
untuk mematuhi dan melaksanakan secara konsisten dan
bertanggung jawab.
Menyadari pentingnya Code of Conduct dalam kesuksesan
Perseroan bermula dari kedisiplinan menerapkan nilai-
nilai Perseroan (core value), serta keyakinan bahwa Code
of Conduct merupakan “jiwa” dari operasional Perseroan
sehingga harus terwujud dalam kebijakan sehari-hari.
SOSIALISASI CODe Of CONDuCT
Perseroan senantiasa melakukan sosialisasi dalam penerapan
Code of Conduct kepada seluruh pegawai di setiap
tingkatan/jenjang organisasi. Sosialisasi ini dilakukan untuk
mendorong tata kelola yang baik dan terciptanya budaya
kepatuhan Perseroan.
Sepanjang 2013, Perseroan melakukan sosialisasi Code of
Conduct berupa mengkomunikasikan aturan dan kebijakan
Perseroan agar diperoleh pemahaman secara benar yang
berhubungan dengan tugas dan pekerjaan sehari-hari baik
kepada stakeholders internal maupun stakeholders eksternal.
KeBIJAKAN PeNegAKKAN DISIPLIN DAN PeNANgANAN
PeLANggArAN
Pegawai dapat melaporkan pelanggaran atas Code
of Conduct kepada kepada Direksi/Dewan Komisaris/
Unit Kerja yang membidangi unit personalia disertai
data-data akurat agar dapat diproses lebih lanjut sesuai
dengan ketentuan dan demi keselamatan jalannya usaha
Perseroan. Setiap pelanggaran atas Code of Conduct akan
dikenakan sanksi sesuai dengan peraturan yang berlaku dan
pengenaan sanksi tersebut tidak bersifat diskriminatif. Proses
pengenaan sanksi dilakukan melalui proses yang obyektif,
independen dan berjenjang. Jenis sanksi yang dikenakan
kepada pegawai disesuaikan dengan tingkat kesalahan yang
dilakukan dengan menggunakan scoring yang dilakukan
oleh Tim Identifikasi Kepersonaliaan. Hasil rekomendasi Tim
Identifikasi Kepersonaliaan sesuai skor yang ada selanjutnya
COMPANy vALueS
As follow-up of the aforementioned provision, the Board of
Commissioners, Board of Directors, and all employees have
signed the Code of Conduct Statement to be adhered to and
implemented consistently and responsibly.
Awareness of the importance of Code of Conduct in the
Company’s success starts from discipline in implementing
the Company’s values (core values), and the belief that Code
of Conduct is the “soul” of the Company’s operations so that
it must be manifested in day-to-day policies.
DISSeMINATION Of CODe Of CONDuCT
The Company always conducts dissemination in the
implementation of Code of Conduct to all employees in any
organizational level/rank. This dissemination is conducted
to encourage good governance and establishment of the
Company’s compliance culture.
In 2013, the Company conducts dissemination of the Code
of Conduct by communicating the Company’s rules and
policies in order to have correct understanding related to
day-to-day duties and job, for both internal and external
stakeholders.
POLICy fOr DISCIPLINe eNfOrCeMeNT AND BreACH
HANDLINg
Employees may report any violation of the Code of Conduct
to the Board of Directors/Board of Commissioners/ Work
Unit responsible for the personnel unit, along with accurate
data in order to be further processed in accordance with the
provisions and for the sake of safety of the Company’s business
conduct. Any violation of the Code of Conduct will be subject
to sanction in accordance with the applicable regulation and
such imposition of sanction is not discriminative in nature.
The process of imposition of sanction is conducted through
an objective, independent, and gradual process. The type
of sanction imposed to the employee is adjusted to the
level of mistake made by using scoring made by Personnel
Identification Team. Result of recommendation of Personnel
Identification Team in accordance with the existing score is
subsequently discussed by Position Consideration Board to
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
292 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dibahas di Dewan Pertimbangan Jabatan untuk selanjutnya
dimintakan persetujuan/ penetapan Direksi.
Selama tahun 2013, Perseroan telah mengeluarkan sanksi
kepada pegawai dengan rincian sebagai berikut.
JeNIS PeLANggArAN JuMLAHFREQUENCY
TyPe Of vIOLATION
Sanksi Pelanggaran Disiplin Ringan - Low Discipline of Violation Sanction
Sanksi Pelanggaran Disiplin Sedang 4 Medium Discipline of Violation Sanction
Sanksi Pelanggaran Disiplin Berat 11 High Discipline of Violation Sanction
Total 15 Total
WHISTLeBLOWINg SySTeM (WBS)
Perseroan sudah melaksanakan WBS, namun belum secara
tertulis dan terstruktur. Pada saat ini Perseroan sedang dalam
tahap mengembangkan WBS. Dalam tahap pengembangan
ini, Perseroan mempertimbangkan hal-hal sebagai berikut.
KeBerADAAN KeBIJAKAN WBS
Whistleblowing System merupakan pengungkapan
tindakan pelanggaran atau pengungkapan perbuatan yang
melawan hukum, perbuatan tidak etis/tidak bermoral dan
perbuatan lain yang memenuhi unsur-unsur fraud oleh
pelapor pelanggaran. Pengungkapan pelanggaran dilakukan
dengan tujuan baik dan bukan merupakan keluhan pribadi
atas suatu kebijakan Perseroan atau didasari kehendak
buruk/fitnah. Perseroan akan melakukan penyusunan
kebijakan Whistleblowing System.
Manfaat Sistem Pelaporan Pelanggaran (Whistleblowing
System) ini diharapkan dapat meningkatkan partisipasi
pegawai dan pejabat Perseroan dalam melaporkan tindakan
pelanggaran. Manfaat dari penyelenggaraan Whistleblowing
System antara lain:
1. Tersedianya sarana penyampaian informasi penting
dan kritis bagi Perseroan kepada pihak yang harus
segera menanganinya secara aman, yaitu Tim Anti
Fraud;
2. Tersedianya mekanisme deteksi dini (early warning
system) atas kejadian fraud;
3. Tersedianya kesempatan untuk memitigasi potensi
kejadian fraud secara internal;
4. Meminimalisir potensi risiko yang dihadapi Perseroan
akibat dari kejadian fraud, baik dari segi keuangan,
be subsequently obtained an approval/stipulation by the
Board of Directors.
In 2013, the Company has issued sanctions to employees
with the details as follows:
WHISTLeBLOWINg SySTeM (WBS)
The Company has implemented a WBS, but has not been
written and structured. At this time the Company is in the
stage of developing the WBS. In the development stage, the
Company considered the following matters.
eXISTeNCe Of WBS POLICy
Whistleblowing System is the disclosure of an act of violation
or disclosure of a tort, an unethical/immoral conduct
and other conduct which fulfills the elements of fraud, by
reporter of a violation. Disclosure of a violation is conducted
with good intention and not a personal complaint on a
Company’s policy or based on bad intention/ defamation.
The Company will prepare a policy for Whistleblowing
System.
The benefit of this Whistleblowing System is expected
to improve participation of the Company’s employees
and officers in reporting violation acts. Benefits of the
implementation of Whistleblowing System are, among other
things:
1. Availability of means for delivering important and
critical information of it securely, namely the Anti-Fraud
Team;
2. Availability of an early detection mechanism (early
warning system) of fraud incidents;
3. Availability of opportunity to mitigate potential fraud
incidents internally;
4. Minimizing potential risks faced by the Company due to
fraud incidents, in terms of financial, operational, legal,
293
oprasional, hukum, dan reputasi;
5. Meningkatkan reputasi Perseroan di mata pemangku
kepentingan (stakeholders).
Jenis tindakan pelanggaran yang dapat dilaporkan adalah
tindakan fraud dengan disertai bukti dan fakta yang kuat,
antara lain:
1. Melanggar peraturan perundang-undangan, meliputi:
pemalsuan tanda tangan, korupsi, penggelapan, mark-
up, pengrusakan barang, dan pelanggaran peraturan
perundang-undangan lainnya;
2. Tindakan penipuan, pengambilan dana Perseroan;
3. Melanggar prinsip akuntansi yang berlaku umum;
4. Melanggar kebijakan dan prosedur operasional
Perseroan;
5. Tindakan kecurangan lainnya yang dapat
menimbulkan kerugian financial.
Mekanisme penyampaian dengan menyediakan saluran
khusus yang digunakan untuk menyampaikan pelaporan
kejadian fraud, yaitu berupa Aplikasi Whistleblowing System.
1. Mekanisme Pengungkapan Kejadian Fraud
a. Setiap pegawai berkonsultasi dengan atasannya bila
mengetahui kejadian fraud, kemudian melakukan
input pada Aplikasi Whistleblowing System dengan
diketahui oleh atasannya.
b. Apabila atasannya terlibat dalam fraud/
kecenderungan yang akan dilaporkan, maka yang
bersangkutan berkonsultasi dengan atasan dari atasan
yang terlibat melalui Tim Anti Fraud (TAF) dan diinput
pada Aplikasi Whistleblowing System.
c. Dalam hal atasan tidak mau melaporkan dan
mengesahkan atas kejadian fraud dimaksud, maka
dapat berkonsultasi terlebih dahulu melalui Tim Anti
Fraud (TAF) dan diinput pada Aplikasi Whistleblowing
System.
2. Kewajiban Tim Anti Fraud
a. Setiap pelaporan kejadian fraud disampaikan kepada
Tim Anti Fraud (TAF) untuk dilakukan identifikasi
awal dengan azas praduga tak bersalah, analisis
sampai dengan keputusan status pelaporan apakah
berpotensi fraud, telah terjadi kejadian fraud, atau
tidak berdampak fraud.
b. Setiap hasil identifikasi awal disampaikan kepada
Direktur Utama secara tertulis guna tindak lanjut
c. Laporan dari whistleblower yang pengaduannya tidak
benar, akan dikenakan sanksi sesuai ketentuan yang
berlaku.
and reputational aspects;
5. Improving the Company’s reputation in the perspective
of stakeholders.
The types of violation acts which may be reported are
fraudulent acts accompanied with strong evidence and
facts, among other things:
1. Violating laws and regulations, including: tampering
of signatures, corruption, embezzlement, mark-up,
destruction of goods, and other breaches of laws and
regulations;
2. Fraudulent acts, appropriating Company’s fund;
3. Violating generally accepted accounting principles;
4. Violating the Company’s operational policies and
procedures;
5. Other fraudulent acts which may cause financial loss.
The mechanism of submission is by providing a special
channel to be used for submitting reporting of fraud incidents,
namely in the form of Whistleblowing System Application.
1. Fraud Incident Disclosure Mechanism
a. Each employee shall consult with his/her superior
if he/she finds out about a fraud incident, and
subsequently make an input in the Whistleblowing
System Application with the acknowledgement of
his/ her superior.
b. If the superior is involved in the fraud/tendency of
fraud to be reported, the employee concerned shall
consult with the superior of the involved superior
through the Anti-Fraud Team and make an input in
the Whistleblowing System Application.
c. In case the superior is not willing to report and
validate the intended fraud incident, the employee
may consult with the Anti-Fraud Team first and make
an input in the Whistleblowing System Application.
2. Obligations of Anti-Fraud Team
a. Any fraud incident reporting shall be submitted to
the Anti-Fraud Team for initial identification by using
the presumption of innocence principle and analysis
up to the decision on reporting status, whether it has
potential for fraud, there has been a fraud incident, or
there is no impact of fraud.
b. Any result from initial identification shall be submitted
to the President Director in writing for follow-up.
c. Report from whistleblower which contains incorrect
complaint will be sanctioned in accordance with the
applicable provisions.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
294 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PerLINDuNgAN PeLAPOr
1. Sistem Pelaporan Pelanggaran memberikan fasilitas
dan perlindungan (whistleblowing protection)
sebagai berikut.
a. Perlindungan kerahasiaan identitas pelapor.
Perlindungan ini diberikan bila pelapor memberikan
identitas serta informasi yang dapat digunakan untuk
menghubungi pelapor. Penyampaian pelaporan
secara anomin, yaitu tanpa menyebutkan identitas
tidak direkomendasikan. Pelaporan secara anomin
menyulitkan dilakukannya komunikasi untuk tindak
lanjut atas pelaporan.
b. Informasi pelaksanaan tindak lanjut, berupa kapan
dan bagaimana, serta kepada institusi mana tindak
lanjut diserahkan. Informasi ini disampaikan secara
rahasia kepada pelapor yang lengkap identitasnya.
c. Perlindungan di atas tidak diberikan kepada pelapor
yang terbukti melakukan pelaporan palsu dan/atau
fitnah.
2. Pelapor yang menginginkan dirinya tetap dirahasiakan
haruslah diberi jaminan atas kerahasiaan identitas
pribadinya. Sesuai dengan jenis pelanggaran yang
dilaporkan, perlu diingatkan bahwa bila hal ini
akan sampai ke pengadilan, ada kemungkinan
proses hukum memerlukan kesaksian ataupun
pernyataannya. Dalam keadaan semacam ini, tentu
identitasnya akan dibuka.
3. Informasi dan identitas pelapor pelanggaran dibatasi
hanya pada Petugas Perlindungan Pelapor dan
berkasnya disimpan pada tempat yang aman. Petugas
Perlindungan Pelapor akan memeriksa apakah
informasi pelanggaran ini memang berada pada jalur
yang benar, serta memerlukan tindak lanjut investigasi.
Bila tidak, maka akan disampaikan kepada pelapor
untuk menyampaikan laporan atau keluhannya
pada jalur yang sesuai untuk itu. Bila benar, maka
informasi mengenai pelanggaran akan disampaikan
hanya kepada petugas investigasi. Penyampaian
informasi untuk proses investigasi dilakukan tanpa
mengungkapkan sumber informasi.
LAPOrAN PeLANggArAN
Perseroan belum memiliki WBS, namun demikian semua
laporan pelanggaran disampaikan kepada unit yang
membidangi personalia.
WHISTLeBLOWINg PrOTeCTION
1. Violation Reporting System provides whistleblowing
facilities and protection as follows:
a. Protection of confidentiality of reporter’s identity.
This protection is provided if the reporter provides
identity and information which can be used to
contact the reporter. Anonymous submission of
reports, namely without mentioning identity, is not
recommended. Anonymous reporting makes it
difficult to establish communication for follow-up
on reporting.
b. Information on follow-up implementation, in
the form of when and how, as well as to which
institution the follow-up will be handed over. This
information is delivered in confidence to reporters
with full identity.
c. The aforementioned protection is not provided to
reporters who are proven to have submitted false
reporting and/or defamation.
2. Reporters who want their personality to be kept in
secrecy must be given a guarantee of the confidentiality
of their personal identity. In accordance with the type
of violation reported, it must be reminded that if such
matter arrives to the court, there is a possibility that
legal proceeding requires their testimony or statement.
In such events, their identity will certainly be opened.
3. Information and identity of a violation reporter is limited
only for Whistleblowing Protection Officers and the file
will be kept in a secure place. Whistleblowing Protection
Officers will check whether this information on violation
is indeed on the right track, and whether it requires
investigation follow-up. If not, then they will tell the
reporter to submit his/her report or complaint through
the appropriate line. If it is correct, the information on
violation will be submitted to investigation officers
only. The submission of information for investigation
process is conducted without disclosing the source of
information.
rePOrT ON vIOLATION
The Company has no WBS in place; nevertheless, all reports
on violation are submitted to the unit which manages
personnel affairs.
295
KeTerANgAN
PArADIgMA LAMA( KePuTuSAN DIreKSI PT ANgKASA PurA I
(PerSerO) NOMOr: 110/PL10/2008 TeNTANg PeNgADAAN BArANg DAN JASA DI
LINgKuNgAN PT ANgKASA PurA I (PerSerO)
PArADIgMA BAru( DrAfT KePuTuSAN DIreKSI PT ANgKASA
PurA (PerSerO) NOMOr: KeP.001/PL.02/2014 TeNTANg PeDOMAN PeNgADAAN BArANg
DAN ATAu JASA DI LINgKuNgAN PT ANgKASA PurA I (PerSerO).
Jumlah Paket Pengadaan (Kontrak)
Banyak (Individual) Sedikit
(Group/Shared)
Harga Beli Di Atas Harga PasarHarga Pasar Atau Lebih Murah
(Market Driven)
PelaksanaanTransaksional/
KlerikalStrategik
Proses Panjang/Rumit SederhanaKontrak Jangka Pendek Jangka PanjangBiaya Administrasi Tinggi Rendah
Metode ManualMemakai Alat Bantu Elektonik
(e-Proc)
Lingkup Kecil/Fungsional Luas, Bagian Dari Strategi Organisasi
TrANSfOrMASI PeNgADAAN BArANg DAN ATAu JASA
Sebagai bentuk implementasi GCG, Perseroan telah memiliki
Pedoman Pengadaan Barang dan Jasa yang menerapkan
prinsip-prinsip efisien, efektif, kompetitif, transparan, adil
dan wajar, akuntabel dan memuat hak-hak dan kewajiban
pemasok sesuai dengan peraturan perundangan-undangan
yang berlaku. Kebijakan pengadaan barang dan jasa
Perseroan mengacu pada keputusan Peraturan Menteri
BUMN Nomor: Per-5/MBU 2008 dan Peraturan Menteri
BUMN Nomor: Per 15 MBU 2012 serta Keputusan Direksi PT
Angkasa Pura I (Persero) Nomor: 110/PL10/2008 tentang
Pengadaan Barang dan Jasa.
Pada tahun 2013, Perseroan merencanakan transformasi
sistem dalam mengelola dan mengendalikan kebijakan dan
kegiatan yang berkaitan dengan pengadaan barang dan
atau jasa dengan target mendapatkan barang atau jasa yang
Tepat kualitas, Tepat kuantitas, Tepat vendor, Tepat waktu, dan
Tepat harga (5T). Transformasi sistem pengadaan barang dan
jasa ini telah dituangkan dalam draft keputusan Direksi PT
Angkasa Pura (Persero) Nomor: Kep.001/PL.02/2014 tentang
Pedoman Pengadaan Barang dan atau Jasa di lingkungan PT
Angkasa Pura I (Persero).
Rencana transformasi pengadaan barang dan atau jasa di
lingkungan Perseroan sebagaimana tertuang dalam bagan
sebagai berikut.
TrANSfOrMATION IN THe PrOCureMeNT Of gOODS
Or ServICeS
As a form of GCG implementation, the Company has a Manual
for Procurement of Goods and Services which applies the
principles of efficiency, effectiveness, competitiveness,
transparency, justice and fairness, accountability, and which
contains suppliers’ rights and obligations in accordance with
the applicable laws and regulations. The Company’s policy
for procurement of goods and services refers to decision of
Regulation of Minister of State-Owned Enterprises Number:
Per-5/MBU 2008 and Regulation of Minister of State-Owned
Enterprises Number: Per 15 MBU 2012 as well as Decision of
the Board of Directors of PT Angkasa Pura I (Persero) Number:
110/PL10/2008 concerning Procurement of Goods and
Services.
In 2013, the Company plans a system transformation in
managing and controlling policies and activities related to
procurement of goods or services with the target of obtaining
goods or services with the Right quality, Right quantity, Right
vendor, on the Right time, and at the Right price (5Rs). Such
transformation in goods and services procurement system
has been set forth in draft decision of the Board of Directors
of PT Angkasa Pura (Persero) Number: Kep.001/PL.02/2014
concerning Manual for Procurement of Goods and Services
in the environment of PT Angkasa Pura I (Persero).
The plan for transformation in procurement of goods and
services in the Company’s environment is as set forth in the
following scheme:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
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Sepanjang tahun, proses pengadaan barang dan jasa
Perseroan telah menerapkan prinsip-prinsip efisien, efektif,
kompetitif, transparan, adil dan wajar, akuntabel dalam proses
pengadaan barang dan jasa. Perseroan telah merencanakan
pengadaan barang dan jasa secara optimal berdasarkan
perhitungan kebutuhan Perseroan dengan fungsi pelayanan
pengadaan mengidentifikasi kebutuhan pengadaan barang
dan jasa di Perseroan.
Dalam pelaksanaannya pengadaan barang dan jasa
Perseroan dilakukan secara terbuka bagi penyedia barang/
jasa yang memenuhi persyaratan dan dilakukan melalui
persaingan yang sehat diantara penyedia barang/jasa yang
setara dan memenuhi syarat/kriteria tertentu berdasarkan
ketentuan dan prosedur yang jelas dan transparan, dengan
Perseroan yang juga telah memiliki harga perkiraan sendiri
(HPS) yang dikalkulasikan secara keahlian dan berdasarkan
data yang dapat dipertanggungjawabkan.
SurveI TerHADAP veNDOr
Kepuasan supplier dapat berpengaruh terhadap strategi
manajemen operasi Perseroan dalam rangka mencapai
kualitas produksi secara maksimal. Dalam rangkan
meningkatkan kualitas dalam bidang pengadaan barang
dan jasa, pada tahun 2013 Perseroan melakukan survei
kepada vendor pada 2012 dan dilaporkan pada 2013. Survei
ini bertujuan:
• Memperoleh umpan balik, berupa tuntutan dan
harapan, sehingga mutu dan proses pelaksanaan
pengadaan barang dan jasa berkualitas;
• Memperoleh presentasi tingkat kepuasan supplier yang
wajar atas penyelenggaraan pengadaan barang dan
jasa;
• Memperoleh hasil pekerjaan, berupa laporan dari
pihak konsultan, sebagai rekomendasi atas kegiatan
pengukuran kepuasan supplier.
Survei ini dilakukan oleh pihak independen dengan hasil
SANGAT MEMUASKAN. Adapun aspek penilaian dalam
survei tersebut adalah indeks kepuasan supplier, evaluasi
kualitas pengadaan, peningkatan kualitas proses pengadaan
dan hubungan kerja sama, proses pengadaan, dan jalinan
hubungan kerjasama yang berkualitas.
Throughout the year, the Company’s goods and services
procurement process has applied the principles of
efficiency, effectiveness, competitiveness, transparency,
justice and fairness, and accountability in goods and services
procurement process. The Company has optimally planned
goods and services procurement based on calculation of the
Company’s requirement in which the procurement service
function identifies the requirement for goods and service
procurement at the Company.
In the implementation, the Company’s goods and services
procurement is conducted openly to eligible goods/services
provider and is conducted through a very fair competition
among goods/services providers of the same level
which fulfill certain requirements/criteria based on clear,
transparent terms and procedures, in which the Company
also has its owner estimate (OE), which is calculated based
on expertise and accountable data.
Survey ON veNDOrS
Supplier satisfaction may have an impact on the Company’s
operational management strategy in the context of
achieving the maximum production quality. In 2013, in
the context of improving quality in the field of goods and
services procurement, the Company conducted a survey on
vendors, which was conducted in 2012 and reported in 2013.
This survey has the objectives of:
• Obtaining feedback in the form of demand and
expectation, in order that the quality and process of
implementation of goods and services procurement
can be improved;
• Obtaining the fair supplier satisfaction percentage for
the performance of goods and services procurement;
• Obtaining work result in the form of consultant’s
reports, as a recommendation for supplier satisfaction
measurement activity.
This survey was conducted by an independent party
with the result of HIGHLY SATISFACTORY. Meanwhile, the
assessment aspects in the survey are supplier satisfaction
index, evaluation on procurement quality, improvement
in the quality of procurement process and cooperation
relationship, procurement process, and establishment of
high quality cooperation relationship.
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TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
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corporaTe social responsibiliTyTanggung Jawab Sosial Perusahaan
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TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
Perseroan sangat memperhatikan hubungan baik dengan masyarakat dan lingkungan yang mencakup aspek ekonomi, lingkungan dan sosial. Oleh karena itu, Perseroan memiliki komitmen untuk memberikan kontribusi positif kepada lingkungan masyarakat sekitar, tenaga kerja, dan konsumen sebagai perwujudan tanggung jawab sosial perusahaan.
Perseroan senantiasa mempertimbangkan faktor lingkungan alam sekitar dalam pengelolaan usaha kebandarudaraan. Perseroan telah membuat Rencana Induk Bandar Udara yang fokus pada aspek-aspek lingkungan dengan senantiasa berupaya untuk memenuhi standar dan pengelolaan bangunan yang ramah lingkungan (eco airport) secara bertahap dan berkelanjutan.
THE COMPANY IS VERY CONCERNED WITH THE RELATIONS
BOTH WITH THE COMMUNITY AND ENVIRONMENT THAT
INCLUDES ECONOMIC, ENVIRONMENTAL AND SOCIAL.
THEREFORE, THE COMPANY HAS A COMMITMENT TO
MAKE A POSITIVE CONTRIBUTION TO THE ENVIRONMENT
SURROUNDING COMMUNITIES, WORKERS, AND
CONSUMERS AS A MANIFESTATION OF CORPORATE
SOCIAL RESPONSIBILITY.
THE COMPANY CONTINUES TO CONSIDER FACTORS
SURROUNDING NATURAL ENVIRONMENT IN THE
MANAGEMENT OF AIRPORT BUSINESS. THE COMPANY
HAS MADE THE AIRPORT MASTER PLAN WHICH FOCUSES
ON ASPECTS OF THE ENVIRONMENT BY CONSTANTLY
STRIVE TO MEET THE STANDARDS AND MANAGEMENT OF
ENVIRONMENTALLY FRIENDLY BUILDINGS (ECO AIRPORT)
IS GRADUALLY AND CONTINUOUSLY.
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Angkasa Pura Airports menyadari bahwa kelangsungan
usaha perusahaan tidak lepas dari dukungan dan peran serta
masyarakat yang berdomisili di sekitar wilayah kerja yang
dikelola oleh Angkasa Pura Airports. Untuk itu Angkasa Pura
Airports terus membina dan membangun hubungan baik
dengan masyarakat dan lingkungan yang mencakup aspek
ekonomi, aspek lingkungan, dan aspek sosial.
Disamping hal tersebut sebagai Badan Usaha Milik Negara
(BUMN) yang bergerak di bidang jasa kebandarudaraan,
Angkasa Pura Airports memperhatikan pentingnya menjaga
dan menjamin kepuasan konsumennya dengan senantiasa
melakukan upaya-upaya peningkatan kualitas pelayanan
secara terus–menerus. Upaya peningkatan dilakukan
dengan penyediaan fasilitas pelayanan memadai dan sumbe
daya manusia yang handal/berkompeten.
Oleh karena itu, Perseroan memiliki komitmen untuk
memberikan kontribusi positif kepada lingkungan
masyarakat sekitar, tenaga kerja dan konsumen/pelanggan
sebagai perwujudan tanggung jawab sosial perusahaan. Hal
ini sejalan dengan program pemerintah yang menggalakkan
dijalankannya program Corporate Social Responsibility
(CSR) disetiap perusahaan. Program CSR yang dilaksanakan
Angkasa Pura Airports terkait dengan lingkungan sosial
kemasyarakatan dikemas dalam bentuk Program Kemitraan
dan Program Bina Lingkungan (PKBL) dibawah penanganan
Unit CSR. Disamping itu, CSR terkait dengan ketenagakerjaan
dan CSR terkait dengan konsumen dikelola oleh unit lain.
CSr ANgKASA PurA AIrPOrTS
Pelaksanaan CSR Angkasa Pura Airports telah mengacu
pada peraturan perundang-undangan yang berlaku dan
keputusan Direksi terkait tentang petunjuk pelaksanaan
PKBL. Adapun pelaksanaan dan pelaporan realisasi program
CSR Angkasa Pura Airports mencakup aspek lingkungan,
ketenagakerjaan, pengembangan sosial masyarakat dan
konsumen dituangkan dalam rumusan/sistematika sebagai
berikut.
1. Program Kemitraan dan Bina Lingkungan (PKBL),
mencakup:
• ProgramCSRterhadapLingkungan
• Program CSR terhadap Pengembangan Sosial
Kemasyarakatan
Angkasa Pura Airports is aware of that the company’s going
concern is not apart from the support and of community
residing in the surroundings of work area managed by
Angkasa Pura Airports. For that purpose, Angkasa Pura Airports
continues to establish and develops good relationship with the
community and environment, which includes the economic
aspect, environmental aspect, and social aspect.
In addition to that, as a State-Owned Enterprise involved
in the field of airport service, Angkasa Pura Airports pays
attention to the importance of maintaining and guaranteeing
the satisfaction of its consumers by always making service
quality improvement efforts on an ongoing basis. Efforts of
improvement are made through the provision of adequate
service facilities and reliable/competent human resources.
Therefore, the Company is committed to make positive
contribution to the community in the surrounding
neighborhood, its manpower, and consumers/clients as
the manifestation of corporate social responsibility. This is
in line with the government program which enforces the
implementation of Corporate Social Responsibility (CSR)
at every company. The CSR Program implemented by
Angkasa Pura Airports related to the social environment
of the community is packed in the form of Partnership
and Community Development Program (PKBL) under the
responsibility of CSR Unit. In addition, manpower-related
CSR and consumer-related CSR are managed by other unit.
CSr Of ANgKASA PurA AIrPOrTS
The implementation of CSR of Angkasa Pura Airports refers
to the applicable laws and regulations as well as the Board
of Directors’ decision on guidelines for the implementation
of PKBL. Meanwhile, the implementation and reporting of
realization of Angkasa Pura Airports’ CSR program consists
of the environmental, manpower, as well as community and
consumer social development aspects, which are set forth in
the formulation/systematics as follows:
1. Partnership and Community Development Program
(PKBL), which consists of:
• CSRProgramfortheEnvironment
• CSRProgramforCommunitySocialDevelopment
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2. Program CSR – Ketenaga kerjaan
3. Program CSR – Konsumen
STruKTur OrgANISASI uNIT CSr
Organisasi pengelolaan dana Kemitraan dan Bina
Lingkungan yang dilaksanakan telah ditetapkan dalam Surat
Keputusan Direksi PT AP I Nomor : KEP.146/OM.01.01/2012
tanggal 18 Desember 2012, yang telah diperbaharui dengan
Keputusan Direksi PT Angkasa Pura I (Persero) Nomor :
KEP.59/OM.01.01/2013 tanggal 19 Juni 2013.
Berdasarkan Keputusan Direksi tersebut, organisasi
pengelola dana Program Kemitraan dan Bina Lingkungan
(PKBL) berubah dari unit PKBL menjadi unit Corporate Social
Responsibility (CSR) dan berada dibawah President Director
dimana dalam melaksanakan tugasnya bertanggung jawab
kepada President Director.
Pelaksanaan Pengelolaan dana Program Kemitraan dan
Bina Lingkungan (PKBL) di Kantor Pusat berada dibawah
tanggung jawab Head of Corporate Social Responsibility.
Di tahun 2013, Head of Corporate Social Responsibility
dijabat oleh Mariyanto. Profil Head of Corporate Social
Responsibility dapat dilihat pada bagian profil pejabat 1 level
di bawah Direksi. Dalam pengelolaan CSR, Unit Corporate
Social Responsibility dilengkapi dengan CSR Corporation
Department dan Corporate Social Environment Department.
President DirectorTommy Soetomo
Head Of Corporate Social ResponsibilityMariyanto
Corporate Social ResponsibilityCooperation Department Head
Yudhi Ahdiat Ridwan
Corporate Social EnvironmentDepartment Head
Indah Kartikasari
Struktur Organisasi unit CSr Angkasa Pura Airports
Organizational Structure of CSr unit of Angkasa Pura Airports
2. CSR Program – Manpower
3. CSR Program – Consumer
CSr OrgANIzATIONAL STruCTure
The organization of fund management for the implemented
Partnership and Community Development has been stipulated in
Decision Letter of the Board of Directors of PT AP I Number: KEP.146/
OM.01.01/2012 dated December 18, 2012, which has been renewed
by Decision of the Board of Directors of PT Angkasa Pura I (Persero)
Number: KEP.59/OM.01.01/2013 dated June 19, 2013.
Based on the Decision of the Board of Directors, the
organization of fund management for the Partnership and
Community Development Program (PKBL) changed from
the PKBL unit to become the Corporate Social Responsibility
(CSR) unit directly under the President Director, in which in
performing its duties, it reports to the President Director.
The implementation of fund management for the
Partnership and Community Development Program (PKBL)
at the Head Office falls under the responsibility of Head of
Corporate Social Responsibility. In 2013, the position Head
of Corporate Social Responsibility was held by Mariyanto.
Profile of the Head of Corporate Social Responsibility can
be found in the profile section for officers 1 level under the
Board of Directors. In the management of CSR, the Corporate
Social Responsibility Unit is equipped with CSR Corporation
Department and Corporate Social Environment Department.
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PrOgrAM KeMITrAAN DAN BINALINgKuNgAN (PKBL)
visiMenjadi penyelenggara PKBL yang mampu mendorong pertumbuhan Usaha Kecil menjadi Usaha Tangguh dan Mandiri serta mampu meningkatkan kesejahteraan masyarakat.
Misi1. Meningkatkan kemampuan Usaha Kecil agar menjadi
tangguh dan mandiri;2. Menciptakan sinergi pengembangan usaha melalui
pembentukan cluster;3. Meningkatkan kualitas lingkungan sosial masyarakat
disekitar wilayah kerja Perusahaan.
KeBIJAKAN CSr TerKAIT PKBL
Pengelolaan Program Kemitraan dan Bina Lingkungan (PKBL) di setiap Badan Usaha Milik Negara (BUMN) didasarkan kepada Keputusan dan Peraturan Kementerian BUMN sebagai pemegang saham BUMN di Indonesia. Keputusan dan Peraturan Kementerian yang menjadi dasar hukum pengelolaan PKBL adalah : 1. Undang-Undang Nomor 25 Tahun 1992 tentang
Perkoperasian (Lembaran Negara Tahun 1992 Nomor 116);
2. Undang-Undang Nomor 9 Tahun 1992 tentang Usaha Kecil (Lembaran Negara Tahun 1995 Nomor 74);
3. Peraturan Pemerintah Nomor 5 Tahun 1992 tentang Pengalihan bentuk Perusahaan Umum (PERUM) AngkasaPura I menjadi Perusahaan Perseroan (PERSERO) (Lembaran Negara Tahun 1992 Nomor 1);
4. Peraturan Pemerintah Nomor 2 Tahun 1998 tentang Perusahaan Perseroan (PERSERO) (Lembaran Negara Tahun 1998 Nomor 15) sebagaimana telah diubah dengan Peraturan Pemerintah Nomor 45 Tahun 2001 (Lembaran Negara Tahun 2001 Nomor 68);
5. Peraturan Pemerintah Nomor 64 Tahun 2001 tentang Pengalihan Kedudukan Tugas dan Kewenangan Menteri Keuangan Pada Perusahaan Perseroan (PERSERO) kepada Menteri Negara Badan Usaha Milik Negara (Lembaran Negara Tahun 2001 Nomor 117);
6. Peraturan Menteri Negara BUMN No. PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan BUMN dengan Usaha Kecil dan Program BinaLingkungan;
7. Peraturan Menteri Negara Badan Usaha Milik Negara nomor : PER-05/MBU/2013 tanggal 1 Mei 2013 tentang
PArTNerSHIP AND COMMuNITy DeveLOPMeNT PrOgrAM (PKBL)
visionTo become an administrator of PKBL with the ability to support the growth of Small Businesses in order to become Strong, Independent Businesses capable of improving the community’s welfare.
Mission1. To improve the capacity of Small Businesses in order to
be strong and independent;2. To create business development synergy through the
establishment of clusters;3. To improve the quality of social environment of the
community in the surrounding of the Company’s work area.
PKBL-reLATeD CSr POLICIeS
The management of the Partnership and Community Development Program (PKBL) in any State-Owned Enterprise is based on Decrees and Regulations of the Ministry of State-Owned Enterprises (SOEs) as the shareholder of SOEs in Indonesia. The Ministry’s Decrees and Regulations which serve as legal basis of PKBL management are: 1. Law Number 25 Year 1992 concerning Cooperatives
(State Gazette Year 1992 Number 116);2. Law Number 9 Year 1992 concerning Small Businesses
(State Gazette Year 1995 Number 74);3. Government Regulation Number 5 Year 1992
concerning the Shift of Form of Angkasa Pura I from a Public Company (PERUM) to become a State-Owned Limited Liabilities Company (PERSERO) (State Gazette Year 1992 Number 1);
4. Government Regulation Number 2 Year 1998 concerning State-Owned Limited Liabilities Company (PERSERO) (State Gazette Year 1998 Number 15) as amended by Government Regulation Number 45 Year 2001 (State Gazette Year 2001 Number 68);
5. Government Regulation Number 64 Year 2001 concerning the Assignment of Standing, Duties, and Responsibility of the Finance Minister at State-Owned Limited Liabilities Company (PERSERO) to the State Minister of State-Owned Enterprises (State Gazette Year 2001 Number 117);
6. Regulation of the State Minister of State-Owned Enterprises No. PER-05/MBU/2007 dated April 27, 2007 concerning Partnership Program between SOEs and Small Businesses and Community Development Program;
7. Regulation of the State Minister of State-Owned Enterprises number: PER-05/MBU/2013 dated May 1,
303
Perubahan Kedua Atas Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan Badan Usaha Milik Negara Dengan Usaha Kecil dan Program Bina Lingkungan sebagaimana telah diubah dengan Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-20/MBU/2012 tanggal 27 Desember 2012;
8. Peraturan Menteri Negara Badan Usaha Milik Negara nomor : PER-07/MBU/2013 tanggal 27 Juni 2013 tentang Perubahan Ketiga Atas Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tentang Program Kemitraan Badan Usaha Milik Negara Dengan Usaha Kecil dan Program Bina Lingkungan sebagaimana telah diubah dengan Peraturan Menteri Badan Usaha Milik Negara Nomor PER-20/MBU/2012 tanggal 27 Desember 2012 dan Peraturan Menteri Badan Usaha Milik Negara Nomor PER-05/MBU/2013 tanggal 1 Mei 2013;
9. Peraturan Menteri Negara BUMN No. PER-08/MBU/2013tanggal10 September 2013 tentang Perubahan Keempat Atas PeraturanMenteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tentang Program Kemitraan BUMN dengan Usaha Kecil dan Program BinaLingkungan.
Selain Keputusan dan Peraturan Kementerian BUMN diatas sebagai Pemegang Saham Perseroan, pelaksanaan Program Kemitraan dan Bina Lingkungan di PT Angkasa Pura I (Persero), di dasarkan kepada Keputusan Direksi PT Angkasa Pura I (Persero) Nomor : KEP.42/KU.13/2010 tanggal 11 Juni 2010, tentang Petunjuk Pelaksanaan Program Kemitraan dan Bina Lingkungan PT Angkasa Pura I (Persero).
CSr – LINgKuNgAN HIDuP
KeBIJAKAN LINgKuNgAN HIDuP DAN PeLeSTArIAN ALAM
Angkasa Pura Airports senantiasa mempertimbangkan faktor lingkungan alam sekitar dalam pengelolaan usaha kebandarudaraan sebagaimana diatur dalam Keputusan Direksi PT Angkasa Pura I (Persero) Nomor: KEP.42/KU.13/2010 tanggal 11 Juni 2010 tentang Petunjuk Pelaksanaan Program Kemitraan dan Bina Lingkungan. Perseroan melalui kebijakan manajemen berkomitmen terhadap pemenuhan semua peraturan perundang-undangan terkait dengan lingkungan. Perseroan senantiasa memperhatikan Analisis Mengenai Dampak Lingkungan (AMDAL) dalam setiap pengelolaan bandar udara untuk memastikan perusahaan mematuhi
2013 concerning Second Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 dated April 27, 2007 concerning Partnership Program between SOEs and Small Businesses and Community Development Program as amended by Regulation of the State Minister of State-Owned Enterprises Number PER-20/MBU/2012 dated December 27, 2012;
8. Regulation of the State Minister of State-Owned Enterprises number: PER-07/MBU/2013 dated June 27, 2013 concerning the Third Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 concerning Partnership Program between State-Owned Enterprises and Small Businesses and Community Development Program as amended by Regulation of the State Minister of State-Owned Enterprises Number PER-20/MBU/2012 dated December 27, 2012 and Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2013 dated May 1, 2013;
9. Regulation of the State Minister of State-Owned Enterprises No. PER-08/MBU/2013 dated September 10, 2013 concerning the Fourth Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 concerning Partnership Program between State-Owned Enterprises and Small Businesses and Community Development Program.
In addition to the above Decrees and Regulations of the Ministry of State-Owned Enterprises as the Company’s Shareholders, the implementation of Partnership and Community Development Program at PT Angkasa Pura I (Persero) is based on Decision of the Board of Directors of PT Angkasa Pura I (Persero) Number: KEP.42/KU.13/2010 dated June 11, 2010 concerning Implementing Guidelines for the Partnership and Community Development Program of PT Angkasa Pura I (Persero).CSr – eNvIrONMeNT
POLICIeS ON eNvIrONMeNT AND NATure CONServATION
Angkasa Pura Airports always considers the factor of its surrounding environment in managing its airport business as governed in Decision of the Board of Directors of PT Angkasa Pura I (Persero) Number: KEP.42/KU.13/2010 dated June 11, 2010 concerning Implementing Guidelines for Partnership and Community Development Program. The Company, through the management’s policy, is committed to the compliance with all environmental laws and regulations. The Company always pays attention to the Environmental Impact Analysis (EIA) in any airport management to ensure
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peraturan perundang-undangan yang berlaku terkait dengan lingkungan hidup.
Perseroan senantiasa berupaya untuk memenuhi standar dan pengelolaan bangunan yang ramah lingkungan, hal ini dilakukan secara bertahap dan berkelanjutan. Salah satu upaya tersebut diwujudkan dalam penyusunan Dokumen Konsep Bandara Berwawasan Lingkungan (Eco Airports), dengan tujuan untuk menerapkan konsep green airports secara merata di seluruh bandara yang dikelola Perseroan.
Lebih lanjut, Perseroan telah membuat Rencana Induk (Master Plan) Bandar Udara yang fokus pada aspek-aspek lingkungan. Demikian pula halnya dengan kebijakan dan strategi Perseroan dalam menjalankan kegiatan operasional bandar udara, selalu didasarkan pada visi global lingkungan hidup yang meliputi:1. Kelestarian (sustainable) lingkungan fisik, biologis dan
sosial budaya yang mengakomodasikan berbagai kepentingan (multi fungsi);
2. Mengurangi dampak lingkungan sekecil mungkin dengan melakukan pengukuran yang terukur terhadap beberapa komponen yang berpotensi menimbulkan dampak terhadap lingkungan ;
3. Meningkatkan kepuasan pelanggan pengguna jasa Bandara.
Penerapan konsep bandar udara yang ramah lingkungan diwujudkan Perseroan dengan pengajuan sertifikasi Bangunan Hijau (greenship) kepada Green Building Certification Institute (GBCI). Terdapat beberapa bandar udara yang dikelola Perseroan yang ramah terhadap lingkungan, di antaranya yaitu:1. Perseroan telah berkomitmen untuk memenuhi
kewajiban pembuatan dokumen lingkungan; Analisis Mengenai Dampak Lingkungan (Amdal); Deskripsi Perancangan Perangkat Lunak (DPPL); Dokumen Evaluasi Lingkungan Hidup (DELH); sesuai dengan Undang-Undang No.32 tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup.
2. Perseroan telah membuat Laporan Pengelolaan Lingkungan (RKL) dan Laporan Pemantauan Lingkungan (RPL) di seluruh bandar udara yang dikelola dimana secara periodik setiap enam bulan sekali dilaporkan kepada instansi terkait, seperti: Kementerian Lingkungan Hidup (KLH), Badan Lingkungan Hidup Daerah (BLHD) dan Kementerian Perhubungan. Adapun komponen lingkungan yang dikelola dan dipantau meliputi:
that it complies with the applicable environmental laws and regulations.
The Company always attempts to comply with the environment-friendly building standards and management, which is conducted gradually and continuously. One of the efforts is manifested in the preparation of the Environmental-Oriented Airport Concept Document (Eco Airports), which is aimed at applying the green airports concept evenly in all airports managed by the Company.
Furthermore, the Company has prepared an Airport Master Plan which focuses on the environmental aspects. It is also the case with the Company’s policies and strategy in conducting airport operational activities, which is always based on the environmental global vision which consists of:
1. Sustainability of physical, biological, and socio-cultural environment which accommodates various interests (multifunction);
2. Efficiency in utilizing resources and energy;3. Minimizing the environmental impact by conducting
gauged measurement on several components with potential impact on the environment ;
4. Improving customer satisfaction of Airport users.
The Company manifested the application of environment-friendly airport by applying Green Building (greenship) certification to the Green Building Certification Institute (GBCI). Among the airports managed by the Company, there are several environment-friendly airports, among other things as follows:1. The Company is committed to fulfill the obligation for
preparing environmental documents; Environmental Impact Analysis (EIA); Description of Software Design; Environmental Evaluation Document; pursuant to Law No.32 year 2009 concerning Environmental Protection and Management.
2. The Company has prepared an Environmental Management Report and Environmental Monitoring Report for all airports under its management which is reported periodically on a half-yearly basis to relevant institutions, such as: the Ministry of Environmental Affairs, Regional Environmental Agency, and Ministry of Transportation. Meanwhile, the environmental components managed and monitored consist of:
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a. Kualitas udara dan tingkat kebisinganb. Hidrologic. Kualitas air bersih dan air permukaand. Limbah padat/sampahe. Pengelolaan Perubahan Tata Ruang & Tata Guna
Lahan Kawasan Keselamatan Operasi Penerbangan (KKOP)
f. Pengelolaan Kesehatan Masyarakatg. Pengelolaan Sosial Ekonomi Masyarakath. Pelaksanaan Corporate Social Responsibility (CSR)
3. Pembentukan Environmental Airports Council (Dewan Pengelola Lingkungan Hidup) di Bandara Ngurah Rai, Denpasar dan Bandara Juanda, Surabaya, sesuai SKEP 124/VI/2009 tentang Pedoman Pelaksanaan Bandar Udara Ramah Lingkungan (Eco Airports).
PrOgrAM PeNgeLOLAAN LINgKuNgAN HIDuP DAN PeLeSTArIAN ALAM
Menjadikan lingkungan sekitar menjadi lebih hijau sejalan dengan komitmen Angkasa Pura I dalam mengembangkan bandara yang ramah lingkungan. Selama tahun 2013 telah berpartisipasi dalam bidang pelestarian alam dengan melaksanakan penghijauan di berbagai wilayah usaha diantaranya di wilayah Ngurah Rai, Maros, Manado, dan Yogyakarta, dengan nilai total mencapai Rp519 juta.
Program pengelolaan lingkungan hidup tahun 2013 yang telah dilaksanakan oleh Angkasa Pura Airports, antara lain:1. Penyusunan Dokumen Analisis Mengenai Dampak
Lingkungan Hidup (AMDAL) untuk setiap proyek pengembangan Bandar Udara
2. Laporan rutin Rencana Pengelolaan Lingkungan Hidup (RKL) dan Rencana Pemantauan Lingkungan Hidup (RPL) setiap semester.
3. Penyusunan Sistem Manajemen Lingkungan berdasarkan ISO 14001.
4. Penyusunan Konsep Eco Airports.5. Sertifikasi AMDAL tipe A. 6. Pembentukan Eco Airports Council. 7. Pelatihan Eco Airports bekerjasama dengan
Kementerian Lingkungan Hidup dan Swedish International Development Agent.
a. Air quality and noise levelb. Hydrologyc. Clean water and surface water qualityd. Solid waste/garbagee. Management of Change in Spatial Plan and
Utilization Plan of Aviation operational Safety zone Land
f. Community Health Managementg. Community Socio-economy Managementh. Corporate Social Responsibility (CSR) implementation
3. Establishment of the Environmental Airports Council (Environmental Management Council) at Ngurah Rai Airport, Denpasar and Juanda Airport, Surabaya, in accordance with SKEP 124/VI/2009 concerning Implementing Guidelines for Environment-Friendly Airports (Eco Airports).
eNvIrONMeNTAL MANAgeMeNT AND NATure CONServATION PrOgrAM
Creating a greener environment is in line with the commitment of Angkasa Pura I in developing environment-friendly airports. In 2013, the Company has participated in the field of nature conservation by conducting reforestation in various business areas, among other things, in the regions of Ngurah Rai, Maros, Manado, and Yogyakarta, with total amount of Rp519 million.
The environmental management programs which have been implemented by Angkasa Pura Airports in 2013 are, among other things:1. Preparation of the Environmental Impact Analysis (EIA)
Document for each Airport expansion project.2. Regular report on the Environmental Management Plan
and Environmental Monitoring Plan on a half-yearly basis.
3. Preparation of the Environmental Management System based on ISO 14001.
4. Preparation of the Eco Airports concept. 5. Type A EIA certification. 6. Establishment of Eco Airports Council. 7. Eco Airports training in cooperation with the Ministry
of Environmental Affairs and Swedish International Development Agent.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
306 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeNgguNAAN MATerIAL DAN eNergI rAMAH LINgKuNgAN
Dalam menjalankan operasional usaha jasa kebandarudaraan, Angkasa Pura Airports tidak memakai material energi langsung, namun menggunakan material energi tidak langsung berupa energi listrik. Terkait dengan pemanfaatan energi, Perseroan telah menerapkan program penghematan energi dengan menerapkan prinsip 3R. Adapun upaya yang sudah dilaksanakan selama kurun waktu periode pelaporan adalah:1. Pengelolaan air limbah untuk dapat digunakan kembali
sebagai air penyiram tanaman dan flushing toilet, di Bandara Juanda;
2. Penggunaan peralatan hemat energi dengan teknologi sendor seperti travelator, ekskalator dan peralatan WC (urinoir) dan keran air;
3. Pembangunan bandar udara menggunakan konsep kaca penuh sehingga dapat menghemat lampu di siang hari, seperti yang diterapkan di Bandara Adisumarmo, Solo, dan Bandara Sultan Hasanuddin, Makassar.
4. Perseroan telah dilakukan pemasangan kaca film di Bandara Sultan Hasanuddin yang dimulai pada tahun 2012, sehingga diharapkan kebutuhan AC menurun dan berdampak signifikan terhadap penghematan listik.
PeNgeLOLAAN LIMBAH
Dalam menyelenggarakan kegiatan bisnis jasa pengelolaan bandar udara dan operasional penerbangan, Perseroan memiliki limbah dihasilkan, meliputi:1. Limbah domestik, terdiri dari:
a. Limbah cair berupa air buangan dari berbagai kegiatan di bandar udara.
b. Limbah padat berupa sampah kantor organik maupun anorganik.
2. Limbah yang mengandung barang berbahaya dan beracun (B3). Perseroan melakukan pengelolaan limbah cair dengan cara mengelompokannya menjadi dua bentuk kegiatan pengolahan, yakni:a. Untuk bandar udara yang telah memiliki fasilitas
pengolahan air limbah berupa Sewage, Treatment, Plan (STP), maka limbah diolah dalam kolam STP hingga memenuhi ambang batas baku mutu yang ditetapkan ketentuan Pemerintah sebelum digunakan kembali untuk kegiatan penyiraman tanaman atau dibuang ke badan air.
uSe Of eNvIrONMeNT-frIeNDLy MATerIAL AND eNergy
In operating airport service business, Angkasa Pura Airports does not use direct energy, but uses indirect energy material in the form of electricity energy. Related to energy utilization, the Company has implemented an energy-saving program by applying the 3R principle. Meanwhile, efforts which have been made during the reporting period are:
1. Waste water management in order to be reused for watering plants and flushing toilet at Juanda Airport;
2. Use of energy-saving equipment with sensor technology such as travelators, escalators and urinoirs as well as water faucets;
3. Construction of airports by using the full glass concept in order to use lamps efficiently at daytime, as applied at Adisumarmo Airport, Solo, and Sultan Hasanuddin Airport, Makassar.
4. The Company has used window film at Sultan Hasanuddin Airport since 2012, so that the utilization of AC is expected to decrease, which will in turn have a significant impact on energy saving.
WASTe MANAgeMeNT
In providing airport management and flight operations service business, the Company produced waste, which includes:1. Domestic waste, which consists of:
a. Liquid waste in the form of waste water produced by various activities at the airport.
b. Solid waste in the form of organic and inorganic office trash.
2. Waste containing hazardous and toxic materials. The Company processes liquid waste by classifying it
into two forms of processing activities, namely:a. For airports with waste water treatment facility in
the form of Sewage, Treatment, Plan (STP), waste is processed in the STP pool until it reaches the quality standard threshold stipulated by the provision of the Government before it is reused for watering plants or disposed into a body of water.
b. For airports and head office without STP facility,
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b. Untuk bandar udara dan kantor pusat yang belum memiliki fasilitas STP, air limbah disimpan di septic tank setelah melalui proses penghancuran secara alami dialirkan ke kolam peresapan. Namun sejalan dengan hal itu, secara bertahap diusulkan pembuatan STP guna pengelolaan limbah terpadu.
Sedangkan untuk pengelolaan limbah padat, dilakukan kegiatan sebagai berikut :1. Limbah padatan bukan B3
Untuk sampah dikumpulkan di tempat pembuangan sementara (TPS) di sekitar bandar udara, dan selanjutnya diambil pihak ketiga yang telah ditunjuk yakni petugas Dinas Kebersihan pemerintah daerah setempat.
2. Limbah B3 Limbah B3 dikumpulkan di TPS yang didisain khusus sesuai standar penampungan limbah B3. Selanjutnya limbah tersebut diambil dan dikelola oleh Perseroan yang telah memiliki sertifikat dari Kementerian Lingkungan Hidup.
eMISI gAS ruMAH KACA DAN PeNgurANgAN eMISI KArBONEmisi Gas Rumah Kaca (GRK) merupakan hal penting yang terkait dengan pengelolaan bandar udara. Upaya pelestarian lingkungan oleh Perseroan salah satunya dilakukan dengan secara periodik melakukan pengukuran GRK di seluruh bandara yang dikelola.
Pengukuran dilakukan oleh laboratorium independen yang telah terakreditasi dengan mengacu pada nilai batas ambang baku mutu sesuai dengan peraturan yang berlaku di masingmasing daerah. Dari pengukuran, diketahui emisi GRK yang dihasilkan dari kegiatan di bandar udara secara umum masih memenuhi batas ambang baku mutu yang ditetapkan.
Hasil pengukuran tersebut menjadi dasar untuk mengintensifkan pengurangan kegiatan yang berpotensi meminimalkan emisi gas karbon, penyebab timbulnya efek rumah kaca. Dengan demikian diharapkan, kualitas udara ambien dan kualitas lingkungan di sekitar bandar udara juga menjadi lebih baik. Untuk mengurangi emisi gas karbon sebagai bentuk dukungan pada upaya Pemerintah untuk menurunkan emisi gas karbon sebesar 26 (dua puluh enam) persen pada tahun 2020, Perseroan telah melakukan berbagai upaya, yakni:
waste water is stored in a septic tank and, after undergoing a natural destruction process, flowed into absorption pool. However, at the same time, the construction of STP for integrated waste management is gradually proposed.
Meanwhile, for solid waste management, the following activities are implemented:1. Non Hazardous and Toxic Material Solid Waste
Garbage is accumulated at a temporary garbage disposal facility in the neighborhood of the airport, and is subsequently picked up by an appointed third party, namely a staff of the Sanitation Service Office of the local government.
2. Hazardous and Toxic Material WasteHazardous and Toxic Material Waste is accumulated at a temporary garbage disposal facility specifically designed pursuant to Hazardous and Toxic Material waste collection standard. Subsequently, the waste is picked up and managed by a Company which has obtained a certificate from the Ministry of Environmental Affairs.
greeN HOuSe gASeS eMISSION AND CArBON eMISSION reDuCTIONGreen House Gases (GHG) emission is an important matter related to airport management. Environmental preservation efforts by the Company, among other things, can be made on a regular basis through GHG measurement at all airports under the Company’s management.
Measurement is performed by an accredited independent laboratory by referring to the quality standard threshold in accordance with the applicable regulation in the respective regions. Based on the measurement, it can be identified that in general, the GHG emission produced by activities at the airport still complies with the stipulated quality standard threshold.
The measurement result serves as a basis for intensifying reduction of activities which potentially minimize carbon gas emission, the cause of green house effect. Hence, it is expected that ambient air quality and environmental quality in the neighborhood of the airport will also be better. In order to reduce carbon gas emission as a form of support to the Government’s efforts of reducing carbon gas emission by 26 (twenty-six) percent by 2020, the Company has made various efforts, namely:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
308 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
1. Perawatan secara berkala mesin-mesin yang dioperasikan di bandara, seperti mesin generator, insinerator atau mesin pompa sehingga emisi gas buang maupun debu/partikulat dapat diminimasi;
2. Mengatur lalu lintas dari dan menuju bandara agar tidak terjadi penumpukan polusi kendaraan;
3. Membuat barier penahan dan penyerap bahan pencemar (debu/partikulat dan emisi gas buang) melalui penghijauan dengan tetap mempertimbangkan kawasan keselamatan operasi penerbangan. Tanaman untuk penghijauan dipilih jenis tertentu yang tidak mengganggu operasional bandar udara.
CSr – PeNgeMBANgAN SOSIAL KeMASyArAKATAN
PrOgrAM KeMITrAAN
Program Kemitraanadalah program pemberdayaan dan
peningkatan ekonomi masyarakat, melalui pemberian
pinjaman kemitraanuntuk modal kerja dan investasi.
Di samping memberikan pinjaman kemitraan, untuk
meningkatkan kemampuan mitra binaan dalam
1. Periodic maintenance of machines operated at the airports, such as generator, incinerator, or pump machines, in order to minimize exhaust blow-by and particles;
2. Controlling traffic from and to airports in order to prevent accumulation of pollution from vehicles;
3. Creating a barrier to resist and absorb pollutant (particles and exhaust blowy-by emission) through reforestation by still considering the flight operations safety zone. Certain types of plants are selected for the reforestation in order not to disturb airport operations.
foto Kegiatan Bantuan Pelestarian Alam Pictures of Nature Conservation Aid Activities
CSr – COMMuNITy SOCIAL DeveLOPMeNT
PArTNerSHIP PrOgrAM
Partnership Program is a community economic
empowerment and improvement program, through the
extension of partnership loans for working capital and
investment. In addition to granting partnership loans, in
order to improve coaching partner’s ability in managing and
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mengelola dan mengembangkan usahanya, Perseroan
juga memberikan bantuan pembinaan berupa pelatihan
manajemen usaha, bantuan pemasaran (promosi/pameran),
pendampingan, serta pemagangan.
Program ini bertujuan untuk meningkatkan kemampuan
usaha kecil yang dijalankan oleh masyarakat, sehingga
menjadi usaha yang tangguh dan mandiri. Setiap usaha kecil
yang mengikuti Program Kemitraan ini diharapkan dapat
berkembang dan menyerap tenaga kerja dari masyarakat
lokal sehingga masyarakat disekitarnya mendapatkan
penghasilan yang cukup. Dengan demikian akan
menggerakkan roda perekonomian di masyarakat sehingga
masyarakat yang tidak dapat bekerja di lingkungan bandar
udara, tetap merasakan manfaat kehadiran bandar udara-
bandar udara yang dikelola oleh PT Angkasa Pura I (Persero).
PeNyALurAN DANA PrOgrAM KeMITrAAN
Program Kemitraan yang diberikan PT Angkasa Pura I
(Persero) bersifat non komersial. Mekanisme penyalurannya
dilakukan berdasarkan evaluasi atas persyaratan serta
angsuran yang disesuaikan dengan kemampuan usaha serta
kebutuhan pembinaan yang diperlukan oleh para usaha
kecil.
Secara umum, selama tiga tahun terakhir penyaluran dana
program kemitraan dinilai cukup efektif dan sampai pada
sasaran. Besaran dana Program Kemitraan yang disalurkan
selama 3 (tiga) tahun terakhir adalah sebagai berikut :
Besaran Dana Program Kemitraan Tahun 2011 – 2013The Amount of Partnership Program fund in 2011 – 2013
(dalam Rupiah) |(inRupiah)
TAHuNYEAR
DANA TerSeDIAAVAILABLE FUND
DANA DISALurKANDISTRIBUTED FUND
efeKTIfITAS PeNyALurANDISTRI-BUTION EFFEC-TIVENES
2011 26,281,874,753 25,106,733,498 95.53%
2012 32,676,515,374 31,600,300,228 96.71%
2013 24,226,164,180 17,376,696,792 71.73%
expanding its business, the Company also grants coaching
assistance in the form of business management training,
marketing assistance (promotion/exhibition), assistance, and
internship.
This program is aimed at improving the capacity of small
businesses operated by community members, in order to
become strong, independent businesses. It is expected that
each small business which participates in this Partnership
Program can flourish and absorb manpower from the local
community, so that the community in the surrounding area
can have adequate income. Hence, it will drive the economic
wheels in the community so that community members who
are unable to work in the neighborhood of the airport can
still reap the benefit from the existence of airports managed
by PT Angkasa Pura I (Persero).
PArTNerSHIP PrOgrAM fuND DISBurSeMeNT
The Partnership Program provided by PT Angkasa Pura I
(Persero) has a non-commercial nature. Its disbursement
mechanism is conducted based on evaluation of
requirements and the installment is adjusted to business
capacity as well as coaching requirement of small businesses.
In general, in the past three years, the partnership program
fund disbursement is deemed quite effective and accurate.
The amount of Partnership Program fund distributed in the
past 3 (three) years is as follows:
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
310 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PT AngkasaPura I (Persero) telah menyalurkan Pinjaman
Kemitraan sejak tahun 1992 yang pada waktu itu dikenal
dengan Dana Pegel (Pengusaha Golongan Ekonomi Lemah).
Program ini dilaksanakan di Kantor Pusat Jakarta dan 13 (tiga
belas) Kantor Cabang PT AngkasaPura I (Persero).
Di tahun 2013, dana pinjaman program kemitraan yang telah
disalurkan mencapai Rp 16.422,500.000 dengn jumlah mitra
sebanyak 461 usaha. Jumlah dana pinjaman untuk program
kemitraan yang telah disalurkan sampai dengan tahun 2013
sebesar Rp 258.339.249.655 untuk 10.625 usaha kecil.
Penyerahan Pinjaman Kemitraan Secara Simbolis
Jumlah Penyaluran Pinjaman Kemitraan 2011-2013Amount of Partnership Loan Disbursement in 2011 - 2013
TAHuNPeNyALurAN AKuMuLASI PeNyALurAN
JuMLAH MITrA NILAI (rP) JuMLAH MITrA NILAI (rP)
2011 571 22,262,500,000 9,436 212,908,249,655
2012 728 29,008,500,000 10,164 241,916,749,655
2013 461 16,422,500,000 10,625 258,339,249,655
Symbolic Handover of Partnership Loans
PT Angkasa Pura I (Persero) has been distributing Partnership
Loans since 1992, which was then referred to as Fund for
Economically Disadvantaged Entrepreneurs. This program is
implemented at Jakarta Head Office and 13 (thirteen) Branch
Offices of PT Angkasa Pura I (Persero).
In 2013, the partnership program loan fund which has
been distributed reached Rp 16,422,500,000 with total
partners of 461 businesses. The amount of loan fund for
partnership program which has been distributed since its
commencement until 2013 was Rp 258,339,249,655 for
10,625 small businesses.
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MITrA BINAAN
Usaha Kecil yang menerima dana Program Kemitraan
selanjutnya disebut Mitra Binaan dikelompokkan dalam 8
(delapan) sektor usaha yaitu Industri, Perdagangan, Pertanian,
Peternakan, Perkebunan, Perikanan, Jasa dan sektor Lainnya.
Jumlah mitra binaan yang mendapat penyaluran dana
pinjaman dari program kemitraan pada tahun 2013 adalah
461 mitra binaan yang tersebar di wilayah kerja PT Angkasa
Pura I (Persero). Penyaluran dana pinjaman tersebut
mencakup sektor usaha antara lain: 146 mitra binaan sektor
industri, 291 mitra binaan sektor perdagangan, 3 mitra
binaan sektor pertanian, 12 mitra binaan sektor peternakan,
2 mitra binaan sektor perkebunan, 2 mitra binaan sektor
perikanan, 114 mitra binaan sektor Jasa dan 1 mitra binaan
sektor lainnya.
Perdagangan
Industri
Lainnya
Jasa
Perikanan
Perkebunan
Peternakan
Pertanian
24.30 %
0.22 %
18.00 %
1.52 %0.22 %2.17 %1.08 %
52.49 %
Grafik Komposisi Mitra Binaan Berdasarkan Sektor Usaha
Mitra Binaan Berdasarkan Sektor Usaha
Penyerahan Pinjaman Kemitraan Secara Simbolis
The Signing of Partnership Loan Agreement
DeveLOPMeNT PArTNerS
The Small Businesses receiving Partnership Program fund,
hereinafter referred to as the Development Partners, are
classified into 8 (eight) business sectors, namely Industry,
Trading, Agriculture, Animal Husbandry, Plantation, Fishery,
Service, and Other sectors.
The number of development partners who have received loan
fund disbursement from the partnership program in 2013
was 461 development partners spread over the work area
of PT Angkasa Pura I (Persero). The loan fund disbursement
consists of, among others, the following business sectors:
146 development partners in the industrial sector, 291
development partners in the trading sector, 3 development
partners in the agricultural sector, 12 development partners
in the animal husbandry sector, 2 development partners in
the plantation sector, 2 development partners in the fishery
sector, 114 development partners in the service sector, and 1
development partner in other sector.
Development Partners Composition Chart Based on
Business Sector
Development Partners Based on Business Sector
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
312 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Berdasarkan sektor usaha mitra binaan, dana pinjaman yang
disalurkan dalam urutan tiga terbesar di tahun 2013 yaitu
pada sektor perdagangan sebesar Rp8.622.500.000, sektor
industri sebesar Rp4.347.500.000 dan sektor jasa sebesar
Rp2.740.000.000.
SeKTOr uSAHA MITrA BINAAN
DEVELOPMENT PARTNER’S BUSINESS
SECTOR
TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
IndustriIndustry
146 4,595,000,000 147 5,455,000,000 112 4,347,500,000 2,572 64,802,761,998
PerdaganganTrading
291 8,577,500,000 370 11,905,000,000 242 8,622,500,000 5,038 110,759,695,888
PertanianAgriculture
3 5,090,000,000 3 5,050,000,000 5 40,000,000 120 12,530,866,036
Peternakan Animal Husbandry
12 340,000,000 32 872,500,000 10 277,500,000 247 4,283,842,400
PerkebunanPlantation
2 50,000,000 1 30,000,000 1 30,000,000 41 1,028,250,000
Perikanan Fishery
2 45,000,000 20 596,000,000 7 315,000,000 104 2,387,000,000
Jasa Service
114 3,535,000,000 153 5,020,000,000 83 2,740,000,000 2,340 58,991,833,333
Lainnya Others
1 30,000,000 2 80,000,000 1 50,000,000 163 3,555,000,000
Jumlah Total 571 22,262,500,000 728 29,008,500,000 461 16,422,500,000 10,625 258,339,249,655
Penyaluran Pinjaman Kemitraan Berdasarkan Sektor usaha Tahun 2011 - 2013Partnership Loan Disbursement Based on Business Sector in 2011 - 2013
24.30 %
0.22 %
18.00 %
1.52 %
0.22 %2.17 %1.08 %
52.49 %
Perdagangan
Industri
Lainnya
Jasa
Perikanan
Perkebunan
Peternakan
Pertanian
grafik Komposisi Dana Pinjaman Berdasarkan Sektor
usaha Dana Pinjaman Berdasarkan Sektor usaha
Based on development partner’s business sector, the loan
fund was disbursed, in top three order in 2013, to the trading
sector in the amount of Rp8,622,500,000, to the industrial
sector in the amount of Rp4,347,500,000, and to the service
sector in the amount of Rp2,740,000,000.
Loan fund Composition Chart Based on Business Sector
Loan fund Based on Business Sector
313
Penyaluran Pinjaman Kemitraan Berdasarkan Wilayah Tahun 2011 - 2013Partnership Loan Disbursement Based on region in 2011 - 2013
Secara umum, penyaluran dana pinjaman menyebar antara
lain di pulau Jawa, Bali, Kalimantan, Sulawesi, Nusa Tenggara
dan Irian Jaya. Berdasarkan wilayah, jumlah mitra binaan
dalam urutan tiga terbesar berada di Provinsi Jawa Timur se-
banyak 74 mitra binaan, Provinsi Sulawesi Selatan sebanyak
65 mitra binaan, dan Provinsi Bali sebanyak 57 mitra binaan.
Berdasarkan penyebaran mitra binaan per wilayah, dana
pinjaman yang disalurkan dalam urutan tiga terbesar yaitu
pada Provinsi Jawa Timur sebesar Rp3.100.000.000, Provinsi
Kalimantan Timur sebesar Rp2.055.000.000 dan Provinsi Bali
sebesar Rp1.990.000.000.
PrOPINSI/WILAyAH
PROVINCE/REGION
TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
JuMLAH MITrA
PARTNERS
NILAI PINJAMAN LOAN AMOUNT
(RP)
DKI Jakarta 1 5,000,000,000 1 5,000,000,000 0 - 417 22,783,000,000
Bali 48 2,090,000,000 64 2,445,000,000 57 1,990,000,000 1,310 28,125,750,000
Jawa Timur 93 2,765,000,000 94 3,155,000,000 74 3,100,000,000 1,095 27,440,346,036
Sulawesi Selatan 63 1,940,000,000 103 2,675,000,000 65 1,825,000,000 1,018 21,925,750,000
Kalimantan
Timur44 1,510,000,000 57 2,360,000,000 48 2,055,000,000 769 20,181,500,000
Papua 13 430,000,000 6 150,000,000 16 460,000,000 527 6,889,000,000
Sulawesi Utara 23 952,500,000 35 1,295,000,000 21 945,000,000 691 12,870,750,000
Yogyakarta 73 2,145,000,000 85 2,830,000,000 49 1,810,000,000 785 22,834,950,000
Jawa Tengah
(Solo)34 920,000,000 51 1,590,000,000 26 925,000,000 561 11,247,250,000
Kalimantan
Selatan41 1,200,000,000 54 2,135,000,000 24 672,500,000 931 15,601,250,000
Jawa Tengah
(Semarang)29 950,000,000 49 1,950,000,000 0 - 652 13,352,512,000
Nusa Tenggara
Barat45 1,175,000,000 73 2,023,500,000 46 1,490,000,000 930 16,700,750,000
Maluku 4 100,000,000 4 90,000,000 146 1,900,000,000
Nusa Tenggara
Timur64 1,185,000,000 52 1,300,000,000 31 1,060,000,000 793 11,138,941,619
Total 571 22,262,500,000 728 29,008,500,000 461 16,422,500,000 10,625 232,991,749,655
In general, loan fund disbursement is, among others, spread
over the islands of Java, Bali, Kalimantan, Sulawesi, Nusa
Tenggara and Irian Jaya. Based on region, the number of
development partners in the top three orders was in East
Java Province with 74 development partners, South Sulawesi
Province with 65 development partners, and Bali Province
with 57 development partners.
Based on distribution of development partners in each
region, the disbursed loan fund in the top three order was
in East Java Province in the amount of Rp3,100,000,000, East
Kalimantan Province in the amount of Rp2,055,000,000, and
Bali Province in the amount of Rp1,990,000,000.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
314 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PeMBINAAN uSAHA KeCIL
PrOgrAM PeLATIHAN MITrA BINAAN
Untuk menjadikan usaha kecil menjadi tangguh dan mandi-
ri maka dilakukan pembinaan kepada mitra binaan secara
berkelanjutan. Pembinaan diberikan dalam bentuk hibah
pendidikan, pelatihan, pemagangan, pemasaran, promosi-
dan hal lain yang menyangkut peningkatan produktivitas
mitra binaan.
Beberapa Produk Usaha Kecil Binaan Angkasa Pura Airports
Kegiatan Pelatihan Usaha Kecil Angkasa Pura AirportsSmall Business Training Activities Conducted by Angkasa Pura Airports
Dana program kemitraan yang telah disalurkan untuk
program pendidikan dan pelatihan mitra binaan tahun 2013
sebesar Rp232.082.492,00 dan untuk program pemagangan
sebesar Rp22.959.200,00. Beberapa program pendidikan dan
pelatihan bagi mitra binaan di 2013 antara lain:
a. Pelatihan manajerial dan kewirausahaan untuk para
mitra binaan terutama bagi mitra binaan baru di setiap
Kantor Cabang PT Angkasa Pura I (Persero);
b. Pelatihan perencanaan dan pengembangan usaha.
c. Pemagangan ke sentra-sentra industri kecil lainnya
oleh mitra binaan yang bertujuan untuk menciptakan
inovasi-inovasi baru, serta adanya alih teknologi dan
transfer knowledge.
Several Products of Small Businesses Developed by Angkasa Pura Airports
SMALL BuSINeSS DeveLOPMeNT
DeveLOPMeNT PArTNerS TrAININg PrOgrAM
In order to create strong, independent small coaching for
development partners is conducted on an ongoing basis.
Coaching is provided in the form of education grant, training,
internship, marketing, promotion, and other matters related
to the increase in productivity of development partners.
The partnership program fund which has been disbursed
for development partners’ education and training program
in 2013 was Rp232,082,492.00 and the fund which has been
disbursed for internship program was Rp22,959,200.00. Some
of the education and training programs for development
partners in 2013 are, among other things:
a. Managerial and entrepreneurship for development
partners, particularly for new development partners in
any Branch Office of PT Angkasa Pura I (Persero);
b. Business planning and development training.
c. Internship in other small business centers by
development partners which is aimed at creating
new innovations, as well as transfer of technology and
transfer of knowledge.
315
Kegiatan Promosi Dagang Usaha Kecil Angkasa Pura AirportsSmall Business Trade Promotional Activities of Angkasa Pura Airports
PrOgrAM PrOMOSI
Bantuan pembinaan berupa promosi dan pemasaran
dilakukan dengan mengikutsertakan mitra binaan dalam
berbagai kegiatan pameran berskala regional dannasional.
Kegiatan pameran yang diikuti mitra binaan selama tahun
2013 antara lain Banjarbaru Fair, Balikpapan Fair, Jatim Fair,
Batam Expo, Batik Bordir, BUMN Expo, SmesCoSulawwesi
Utara, Solo Raya Creative Expo, Pekan Raya Manado, Inacraft,
dan Indonesia Fashion and Craft 2013. Dana program
kemitraan yang telah disalurkan untuk program promosi/
pameran mitra binaan tahun 2013 sebesar Rp699.155.100
Selain mengikuti kegiatan pameran-pameran, Angkasa
Pura Airports juga membantu promosi prouduk mitra
binaan dengan membuka ruang pamer di bandara-bandara
yang dikelola Perseroan. Ruang pamer tersebut dapat
dimanfaatkan untuk kegiatan promosi maupun eksebisi
mitra binaan.
Kegiatan pemagangan dan studi banding untuk para
mitra binaan, juga dilakukan Perseroan. Melalui kegiatan
PrOMOTION PrOgrAM
Development assistance in the form of promotion and
marketing is granted by enrolling development partners in
various exhibition activities at the regional and national scale.
Exhibition activities attended by development partners in
2013 are, among other things, Banjarbaru Fair, Balikpapan
Fair, East Java Fair, Batam Expo, Batik Embroidery, SOE Expo,
SmesCo North Sulawesi, Solo Raya Creative Expo, Manado
Fair, Inacraft, as well as the 2013 Indonesian Fashion and
Craft. Partnership program fund which has been disbursed
for development partners’ promotion/exhibition program in
2013 was Rp699,155,100.
In addition to participating in exhibition activities, Angkasa
Pura Airports also assists in promoting the development
partners’ products by opening an exhibition gallery at
airports under the Company’s management. The exhibition
gallery can be used for promotional activities and exhibition
by development partners.
The Company also implements internship and comparison
study activities for development partners. Through these
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
316 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
ini mitra binaan dapat saling menukar pengalaman dalam
menjalankan usahanya, menumbuhkan ide-ide baru untuk
dikembangkan serta menambah pengetahuan, yang pada
akhirnya akan mengingkatkan usaha mereka.
Dana hibah pendampingan yang disalurkan oleh Angkasa
Pura Airports untuk kegiatan pembinaan mitra binaan
sampai dengan tahun 2013 sebesar Rp 41.617.521.082,-
Kegiatan pemberian pinjaman usaha dan pendampingan
melalui Program Kemitraan dilakukan PT AngkasaPura
I (Persero) sebagai komitmen untuk mendorong usaha
kecil dapat bertumbuh dan menjadi pelaku usaha yang
tangguh dan mandiri, serta berkualifikasi untuk memperoleh
pinjaman dari lembaga keuangan (bankable). Sehingga
dengan demikian akan semakin terbuka luas kesempatan
kerja dan kesejahteraan masyarakat dapat meningkat.
Perseroan terus melakukan berbagai evaluasi dan
penyempurnaan strategi, atas pelaksanaan Program
Kemitraan. Melalui langkah ini, diharapkan dapat tercipta
kondisi yang saling menguntungkan bagi Perseroan dan
mitra binaannya. Salah satunya adalah memperbaiki tingkat
pengembalian pinjaman, serta meningkatkan skala usaha
secara terprogram dan terukur.
urAIAN DESCRIPTION
reALISASI 2012
reALISASI 2013 grOWTH (%)
A. DANA TerSeDIA | AvAILABLe fuND
a.SaldoAwal|Beginning Balance 1,478 3,077 108.187%
b.AlokasiPenyisihanLaba|Allocation for Reserves 5,422 - -100.000%c.PengembalianPokokPinjaman|Loan Principal Repayment 25,101 19,212 -23.461%d. Pendapatan (jasa administasi pinjaman, dll) Revenues (loan administratio fee, etc.)
5,862 3,399 -42.016%
e.PembelianAsetTetap|Purchase of Fixed Assets (227) - -100.000%f.BiayaOperasional|Operating Expenses (2,958) (1,865) -36.951%
Jumlah A | Total A 34,678 23,823 -31.302%
realisasi Dana Program Kemitraan 2012 – 2013 (dalam juta rupiah)
activities, development partners can share experience
in running their businesses, cultivate new ideas to be
developed, and gain knowledge, which will eventually
improve their businesses.
Assistance grant fund disbursed by Angkasa Pura Airports for
development partners’ coaching activities up to 2013 was
Rp41,617,521,082,-
JeNIS PeMBINAANTYPE OF COACHING
HIBAH PeMBINAAN | DEVELOPMENT GRANT
TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013
Pendidikan/Pelatihan|Education/Training 967,193,250 934,518,250 232,082,492 13,282,884,792
Pemagangan|Internship 32,460,000 25,016,000 22,959,200 727,628,740
Promosi, Pameran & Pemasaran Lainnya
Promotion, Exhibition & Other Marketing 1,844,580,248 1,632,265,978 699,155,100 27,607,007,550
Total | Total 2,844,233,498 2,591,800,228 954,196,792 41,617,521,082
Penyaluran Hibah Pembinaan Mitra BinaanTahun 2011- 2013
Development grant Disbursement to Development Partners in 2011- 2013
The activities of business loan extension and assistance
through the Partnership Program are conducted by PT
Angkasa Pura I (Persero) as a commitment to encourage
small businesses to grow and become strong, independent
business actors, as well as to qualify for obtaining loans
from financial institutions (bankable). As the result, job
opportunity will continue to increase and community
welfare may improve.
The Company continues to perform various strategy
evaluation and enhancement on the implementation of
the Partnership Program. Such measures are expected to
create a mutually beneficial condition for the Company and
its development partners. These measures are, among other
things, increasing return on loans and increasing business
scale in a programmed and measured way.
Partnership Program fund realization in 2012 – 2013 (in million rupiah)
317
urAIAN DESCRIPTION
reALISASI 2012
reALISASI 2013
grOWTH (%)
B. PeNgguNAAN DANA | fuND uTILIzATION - a.PinjamanKemitraan|Pinjaman Kemitraan 29,009 16,423 -43.387%b.HibahPembinaan|Hibah Pembinaan 2,592 954 -63.194%
Jumlah B | Total B 31,601 17,377 -45.011%C. BeBAN/HuTANg LAIN-LAIN | OTHer eXPeNSeS/DeBTS - - 0.000%D. SALDO AKHIr (A-B-C) | eND BALANCe (A-B-C) 3,077 6,446 109.49%
PrOgrAM BINA LINgKuNgAN
Komitmen Perseroan dalam meningkatkan kualitas sosial
masyarakat terkait pelaksanaan CSR adalah dengan
pelaksanaan Program Bina Lingkungan, yakni program
pemberdayaan kondisi sosial masyarakat dan peningkatan
kualitas hidup.
Pelaksanaan program ini meliputi pemberian bantuan yang
terdiri atas :
a. Bantuan kepada korban bencana alam;
b. Bantuan pendidikan dan/atau pelatihan;
c. Bantuan peningkatan kesehatan masyarakat;
d. Bantuan pengembangan prasarana dan sarana umum;
e. Bantuan sarana ibadah;
f. Bantuan Sosial.
Pelaksanaan Program Bina Lingkungan sudah dijalankan
Perseroan sejak tahun 2000. Kegiatan yang dilaksanakan
dalam kurun waktu tersebut mencakup kegiatan-kegiatan
yang dapat dikategorikan dalam program strategis dan
program responsive dalam bentuk pemberian bantuan yang
sifatnya insidental, memenuhi kebutuhan sesaat, ataupun
tanggap darurat.
Pada tahun 2013 Program Bina Lingkungan PT Angkasa
Pura I (Persero) diprioritaskan pada bantuan di bidang
kesehatan, pendidikan dan pelestarian alam. Namun
demikian, Perseroan tidak mengesampingkan program bina
lingkungan di bidang lainnya.
BANTuAN BIDANg PeNDIDIKAN
Kuantitas dan kualitas masyarakat khususnya generasi muda
yang berpendidikan menjadi salah satu pondasi penting
untuk meningkatkan kesejahteraan masyarakat demi
terwujudnya suatu bangsa yang tangguh dan beretika. Oleh
karena itu, Perseroan memberikan perhatian pada bidang
pendidikan dan pelatihan masyarakat melalui kegiatan
Program Bina Lingkungan.
COMMuNITy DeveLOPMeNT PrOgrAM
The Company’s commitment in improving the social quality
of the community related to CSR implementation is through
the implementation of Community Development Program,
namely a program for the empowerment of social condition
of the community and life quality improvement.
The implementation of this program consists of the provision
of assistance which includes:
a. Assistance for the victims of natural disasters;
b. Education and/or training assistance;
c. Community health improvement assistance;
d. Public infrastructure and facilities development
assistance;
e. Religious facilities assistance;
f. Social assistance.
The Community Development Program has been
implemented by the Company since 2000. The activities
implemented during the time frame consisted of activities
which can be categorized into strategic programs and
responsive programs in the form of provision of assistance
with an incidental nature, which fulfills temporary needs, or
an emergency.
In 2013, the Community Development Program of PT
Angkasa Pura I (Persero) was prioritized on assistance in
the fields of health, education, and nature conservation.
Nevertheless, the Company did not waive community
development program in other fields.
ASSISTANCe IN THe fIeLD Of eDuCATION
The quantity and quality of the community, particularly the
educated young generation, becomes one of the important
foundations for improving community welfare for the sake
of creating a strong, ethical nation. Therefore, the Company
pays attention to the field of community education and
training through Community Development Program.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
318 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Sepanjang tahun 2013, PT Angkasa Pura I (Persero) telah
menyalurkan dana untuk bantuan bidang Pendidikan
dan Pelatihan sebesar Rp2,81 miliar. Perhatian Perseroan
dalam upaya peningkatan kualitas pendidikan diberikan
dalam bentuk bantuan beasiswa kepada siswa siswi yang
berprestasi namun kurang mampu.
Disamping itu pula Angkasa Pura Airports memberikan
bantuan yang sifatnya berkesinambungan dan memiliki
manfaat jangka panjang, diantaranya pembangunan sarana
dan fasilitas pendidikan untuk kelancaran pendidikan.
Selain memberikan bantuan pendidikan untuk menunjang
pendidikan formal, PT Angkasa Pura I (Persero) juga
memberikan bantuan pelatihan pengolahan hasil hutan
mangrove sehingga dapat meningkatkan pendapatan dan
membuka lapangan kerja.
BidangPendidikan – Beasiswa SMA kepada 12 siswa siswi
Beberapa bantuan program CSR bidang pendidikan di tahun
2013 antara lain:
a. Bantuan pendidikan untuk 12 (dua belas) siswa-siswi
berprestasi dan kurang mampu, berupa beasiswa
bekerja sama dengan di Sampoerna Foundation;
b. Bantuan pelatihan tata rias kepada ibu-ibu PKK dan
pengelolaan hasil hutan mangrovekepada kelompok
nelayan di Kelurahan Tubanyang dilaksanakan melalui
Kantor Cabang Bandara Ngurah Rai-Bali;
c. Bantuan pembangunanlaboratorium komputer
sekolah Dasar melalui Kantor Cabang Bandara Juanda
dan Bandara Sepinggan-Balikpapan;
d. Pembangunan rumah pintar melalui Kantor Cabang/
Bandara Sepinggan-Balikpapan;
e. Bantuan pembangunan gedung perpustakaan Sekolah
Dasar melalui Kantor Cabang Bandara Sam Ratulangi-
Manado;
In 2013, PT Angkasa Pura I (Persero) has disbursed fund
for assistance in the field of Education and Training in the
'amount of Rp2.81 billion. The Company’s attention in the
effort of improving the quality of education is provided in
the form of scholarship aid to high-achiever students from
the economically disadvantaged group.
In addition to that, Angkasa Pura Airports also provides
assistance which is continuous and has long-term benefit,
among other things, development of education facilities
and infrastructure for the smoothness of education process.
In addition to providing education assistance to support
formal education, PT Angkasa Pura I (Persero) also provides
assistance in processing mangrove forest products in order
to increase income and open employment opportunities.
Education Sector – Senior High School Scholarship for 12 students
Several CSR program assistances in the field of education in 2013
are, among other things:
a. Education assistance for 12 (twelve) high-achiever students
from the economically disadvantaged group, in the form of
scholarship to study at Sampoerna Foundation;
b. Make-up training assistance for women from the Family
Welfare Education group and processing of mangrove
forest products for the fishermen group in Tubanyang
Subdistrict which was implemented through Ngurah Rai
Airport Branch Office – Bali;
c. Assistance for the development of computer laboratory at
Elementary Schools through Juanda Airport Branch Office
and Sepinggan Airport Branch Office - Balikpapan;
d. Construction of smart houses through Sepinggan Airport
Branch Office - Balikpapan;
e. Assistance for the construction of Elementary School library
buildings through Sam Ratulangi Airport Branch Office -
Manado;
319
f. Bantuan pembangunan atau renovasi gedung sekolah;
g. Bantuan fasilitas pendidikan lainnya oleh Kantor
Cabang dan Kantor Pusat.
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
DKI Jakarta 710,000,000
Bali 260,035,504
Jatim 516,189,000
Sulsel 124,265,000
Kaltim 128,400,000
Sulut 506,705,000
DI Yogyakarta 142,594,050
Jateng - Surakarta 100,000,000
Kalsel 35,000,000
Jateng - Semarang 273,827,500
Maluku 18,600,000
JuMLAH 2,815,616,054
BANTuAN BIDANg KeSeHATAN
PT Angkasa Pura I (Persero) peduli terhadap bidang
kesehatan secara penuh. Pada tahun 2013, Perseroan masih
melanjutkan program kesehatan pada tahun sebelumnya
yaitu Program Pelayanan Kesehatan Keliling dengan motto
“Ibu & Anak Sehat, Bangsa Kuat”., Program Pelayanan
Kesehatan ini memberikan bantuan kendaraan yang
dilengkapi dengan fasilitas pelayanan kesehatan yang fokus
terhadap kesehatan ibu dan balita.
Program ini dilaksanakan untuk membantu pencapaian
“Tujuan Pembangunan Milenium” atau yang lebih dikenal
dengan Millennium Development Goals (MDGs), khususnya
dalam rangkamencapai tujuan ke-4, Menurunkan Angka
Kematian Anak dan tujuan ke-5, Meningkatkan Kesehatan
Ibu.
PT Angkasa Pura I (Persero) mengoperasikan 4 (empat)
unit kendaraan pelayanan kesehatan di Bandara Juanda
– Surabaya, Sultan Hasanuddin – Makassar, Adisutjipto –
Yogyakarta serta Internasional Lombok – Praya. Program
ini merupakan program berkelanjutan dan akan terus
dikembangkan sehingga seluruh wilayah usaha Perseroan
melaksanakannya. Kendaraan pelayanan kesehatan
ini, berkeliling dari satu dusun/lingkungan ke dusun/
lingkungan lainnya untuk menjangkau masyarakat yang
belum mendapatkan pelayanan kesehatan.
f. Assistance for construction or renovation of school
buildings;
g. Assistance for other educational facilities through
Branch Offices and Head Office.
ASSISTANCe IN THe fIeLD Of HeALTH
PT Angkasa Pura I (Persero) is fully concerned with health. In
2013, the Company still continues the health program from
the previous year, namely Mobile Health Service Program
with the motto of “Healthy Women & Children Make a Strong
Nation”. This Health Service Program provides assistance in
the form of vehicles equipped with health service facilities,
which are focused on women and children health.
This program is implemented to assist the achievement of
“Millennium Development Goals”, or better known as MDGs,
particularly in the context of achieving the 4th objective,
Reducing Infant Death Rate, and the 5th objective, Improving
Women’s Health.
PT Angkasa Pura I (Persero) operates 4 (four) units of health
service vehicles at Juanda Airport – Surabaya, Sultan
Hasanuddin – Makassar, Adisutjipto – Yogyakarta, and
Lombok International – Praya. This program is a continuous
program and will continue to be developed until all regions
of the Company implement it. These health service vehicles
drive around from one village/neighborhood to other
village/neighborhood to reach community members who
cannot obtain health service.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
320 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Di samping itu, Angkasa Pura Airports juga turut
meningkatkan kualitas kesehatan masyarakat di sekitar
perusahaan. Bantuan tersebut diwujudkan dalam bentuk
pengobatan gratis, khitanan massal, bantuan sarana
kesehatan, perbaikan bangunan fisik lembaga kesehatan,
perbaikan sarana umum untuk kesehatan, dan sebagainya.
Selama tahun 2013, realisasi bantuan program bidang
kesehatan sebesar Rp930 juta.
Beberapa bantuan program CSR bidang kesehatan di tahun
2013, antara lain:
a. Program layanan kesehatan keliling (Puskesmas Keliling)
dengan mengambil tema “ Ibu dan Anak Sehat Bangsa
Kuat“ yang diselenggarakan oleh Kantor Cabang
Bandara Adisutjipto-Yogyakarta, Bandara Juanda-
Surabaya, Bandara Sultan Hasanuddin-Makassar, dan
Bandara Internasional Lombok-Lombok Tengah;
b. Bantuan pengobatan gratis dan operasi bedah minor di
Desa Negeri Hattu Ambon;
c. Bantuan pembangunan posyandu dan kelengkapan
alat-alat kesehatan yang dilakasanakan oleh Kantor
Cabang Bandara Sepinggan-Balikpapan;
d. Rehabilitasi Puskesmas Pembantu yang dilaksanakan
oleh Kantor Cabang Bandara Adi Soemarmo-Solo;
e. Pembangunan Puskesdes di Desa Bobung Kecamatan
Patuk oleh Bandara Adisucipto-Yogyakarta
Adapun rincian bantuan bina lingkungan di bidang
kesehatan tiap wilayah adalah sebagai berikut.
In addition to that, Angkasa Pura Airports does not fail to
improve the quality of community’s health in the Company’s
neighborhood. The assistance is manifested in the form of
free medical treatment, mass circumcision, health facility
aid, reparation of health institution buildings, reparation of
public health facilities, etc. In 2013, the realization of program
assistance in the field of health was Rp930 million.
Several CSR program assistances in the field of health in 2013
were, among other things:
a. Mobile health service program (Mobile Community
Health Center) using the theme of “Healthy Women
and Children Make a Strong Nation” provided by Branch
Offices at Adisutjipto Airport - Yogyakarta, Juanda Airport
- Surabaya, Sultan Hasanuddin Airport - Makassar, and
Lombok International Airport – Central Lombok;
b. Free medical treatment and minor surgery assistance in
Hattu Country Village Ambon;
c. Construction of integrated service posts and health
equipment implemented by Sepinggan Airport Branch
Office - Balikpapan;
d. Rehabilitation of Community Health Sub-Centers
implemented by Adi Soemarmo Airport Branch Office -
Solo;
e. Construction of Village Health Center in Bobung Village,
Patuk District by Adisucipto Airport Yogyakarta.
Meanwhile, the details of community development
assistance in the field of health in each region are as follows:
Bidang Kesehatan – Program Pelayanan Kesehatan Bergerak Kesehatan Ibu dan AnakHealth Sector – Mobile Health Service Program for Women and Children’s Health
321
BANTuAN PeNgeMBANgAN SArANA DAN PrASArANA
uMuM
Perhatian terhadap fasilitas umum juga menjadi bagian
dari kegiatan–kegiatan dalam Program Bina Lingkungan.
Padatahun 2013 kegiatan pengembangan prasarana dan
sarana umum telah menggunakan dana sebesar Rp2,85
miliar, yang sebagian besar digunakan untukmembantu
peningkatan sarana dan prasarana dalam perbaikan jalan,
rehabilitasi pompa dan saluran air, serta pembangunan
pasar.
Beberapa bantuan program CSR bidang pengembangan
sarana dan prasarana umum di tahun 2013 antara lain:
a. Peningkatan sarana dan prasarana di desa miskin
untuk mendukung program Kementerian BUMN dalam
membangun desa miskin, diantaranya bantuan fasilitas
pendidikan, perbaikan sarana transportasi berupa
perbaikan jalan, drainage, penampungan air bersih,
sarana irigasi dan pembuatan tempat usaha;
b. Rehabilitasi pompa dan saluran air kepada masyarakat
sekitar Kantor Cabang Bandara Ngurah Rai, Bandara
Sepinggan, serta Bandara Sam Ratulangi;
c. Pengaspalan jalan Desa Betro dan pembangunan
Pasar Utara Lapak Ikan Desa Karanganyar, beberapa
perbaikan jalan desa, talud, dan lain-lain;
d. Pengaspalan jalan di Desa Gagaksipat di Bandara
Adisumarmo.
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
Jatim 160,144,350
Sulsel 123,420,280
Kaltim 146,602,000
DI Yogyakarta 306,100,803
Jateng - Surakarta 118,120,000
NTB 25,307,000
Maluku 50,000,000
JuMLAH 929,694,433
Bidang Sarana Prasarana Umum – Peningkatan Fasilitas Prasarana UmumPublic Facilities and Infrastructure Sector – Public Facilities and Infrastructure Improvement
PuBLIC fACILITIeS AND INfrASTruCTure ASSISTANCe
Concern on public facilities also constitutes a part of
activities in the Community Development Program. In 2013,
public infrastructure and facility development activities have
utilized fund in the amount of Rp2.85 billion, which was
mostly used for assisting the improvement of road facilities
and infrastructure, rehabilitation of pump in water drainage,
and construction of markets.
Several CSR program assistances in the field of public facilities and infrastructure development in 2013 were, among other things: a. Improvement of facilities and infrastructure in poor
villages to support programs of the Ministry of State-Owned Enterprises in developing poor villages, among other things, assistance in education facilities, rehabilitation of transportation facilities in the form of road reparation, drainage, clean water reservoir, irrigation facilities, and establishment of business premises;
b. Rehabilitation of pump and water drainage for the community in the neighborhood of Branch Offices at Ngurah Rai Airport, Sepinggan Airport, and Sam Ratulangi Airport;
c. Asphalt surfacing on the roads in Betro Village and construction of Fish Stall at the North Market of Karanganyar Village, rehabilitation of some village roads, riprap, etc.;
d. Asphalt surfacing on the roads in Gagaksipat Village at
Adisumarmo Airport.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
322 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Adapun rincian bantuan bina lingkungan di bidang prasarana
dan sarana umum tiap wilayah adalah sebagai berikut.
BANTuAN SArANA IBADAH
Dalam rangka meningkatkan spiritual masyarakat, salah
satu upaya yang telah dilakukan PT Angkasa Pura I (Persero)
adalah dengan membantu pembangunan sarana ibadah
dan memperbaiki sarana ibadah yang telah ada. Mengingat
pentingnya hal ini, Perseroan pada tahun 2013 memberikan
bantuan sarana peribadatan sebesar Rp1,7 miliar untuk
berbagai bentuk perbaikan dan pembangunan sarana
ibadah di seluruh wilayah kerja PT AngkasaPura I (Persero).
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
DKI Jakarta 20,000,000
Bali 231,767,851
Jatim 275,245,000
Sulsel 353,866,300
Kaltim 248,535,600
Sulut 280,084,600
DI Yogyakarta 162,949,500
Jateng - Surakarta 236,394,000
Kalsel 115,000,000
Jateng - Semarang 188,447,000
NTB 559,915,000
NTT 329,529,130
JUMLAH 3,001,733,981
Bidang Sarana dan Prasarana Ibadah
Beberapa bantuan program CSR bidang sarana ibadah di
tahun 2013 antara lain: bantuan renovasi untuk peningkatan
sarana ibadah di sekitar wilayah kerja antara lain di Kantor
Pusat-Jakarta, Kantor Cabang Bandara Ngurah Rai-Denpasar,
Bandara Ahmad Yani-Semarang, Bandara Pattimura-
Ambon,Bandara El Tari-Kupang, Bandara Syamsuddin Noor-
Meanwhile, the details of community development aid in
the field of public infrastructure and facilities are as follows:
reLIgIOuS fACILITy AID
In the context of improving the spiritual aspect of the
community, one of the efforts made by PT Angkasa Pura
I (Persero) is by assisting in the construction of religious
facilities and rehabilitating the existing religious facilities.
Keeping in mind the importance of this matter, the
Company granted aid for religious facilities in the amount
of Rp1.7 billion in 2013 for various forms of rehabilitation
and construction of religious facilities in all work areas of PT
Angkasa Pura I (Persero).
Religious Facility Sector – Religious Facility Renovation Aid
Some of the CSR program aids in the field of religious
facility in 2013 were, among other things: renovation aid
for improving religious facilities in the surrounding of work
area, among other things, at the Head Office - Jakarta,
Ngurah Rai Airport Branch Office - Denpasar, Ahmad Yani
Airport - Semarang, Pattimura Airport - Ambon, El Tari
Airport - Kupang, Syamsuddin Noor Airport - Banjarmasin,
323
Bantuan Korban Bencana AlamAid for the Victims of Natural Disasters
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
DKI Jakarta 395,000,000
Bali 60,000,000
Jatim 115,000,000
Sulsel 25,000,000
Kaltim 241,459,300
Sulut 78,950,000
DI Yogyakarta 120,000,000
Jateng - Surakarta 97,500,000
Kalsel 160,000,000
Jateng - Semarang 120,000,000
NTB 160,000,000
Maluku 75,000,000
NTT 62,500,000
JUMLAH 1,710,409,300
BANTuAN KOrBAN BeNCANA ALAM
Bencana alam terjadi diluar kekuasaan manusia, untuk
meringankan beban masyarakat yang tertimpa bencana
alam, PT Angkasa Pura I (Persero) tidak tinggal diam dan
memberikan bantuan tanggap darurat untuk korban
bencana alam. Pada tahun 2013, Perseroan memberikan
bantuan untuk korban bencana kebakaran, banjir,dan erupsi
Gunung Sinabung dengan nilai sebesar Rp 422 juta.
Banjarmasin, Bandara Frans Kaisiepo-Biak dan Bandara Sultan
Hasanuddin-Makassar.
Adapun rincian bantuan bina lingkungan dalam bidang
bantuan sarana ibadah tiap wilayah adalah sebagai berikut.
Frans Kaisiepo Airport – Biak, and Sultan Hasanuddin Airport
- Makassar.
Meanwhile, the details of community development aid in
the field of religious facility aid for each region are as follows:
AID fOr THe vICTIMS Of NATurAL DISASTerS
Natural disasters happen beyond the control of human
beings; therefore, to relieve the burden of community
members hit by natural disasters, PT Angkasa Pura I (Persero)
does not fail to provide emergency response aids for the
victims of natural disasters. In 2013, the Company granted
aid for the victims of fire, flood, and the eruption of Mt.
Sinabung, in the amount of Rp422 million.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
324 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Beberapa program CSR bidang bantuan korban bencana
alam di tahun 2013 antara lain:
a. Bantuan tanggap darurat banjir di Ambon dan bantuan
kepada korban berbagai bencana alam yang terjadi di
sekitar wilayah kerja Angkasa Pura Airports;
b. Pemberian bantuan kepada para korban bencana
erupsi Gunung Sinabung.
Adapun rincian bantuan bina lingkungan dibidang bantuan
bencana alam tiap wilayah adalah sebagai berikut.
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
DKI Jakarta 255,250,530
Bali 35,000,000
Jatim 37,000,000
Sulsel 34,300,000
Maluku 35,000,000
NTT 25,000,000
JuMLAH 421,550,530
BANTuAN SOSIAL
Untuk membantu meringankan beban masyarakat di sekitar
wilayah usaha, PT AngkasaPura I (Persero) juga memberikan
bantuan sosial berupa paket sembako gratis dan di Kupang
diberikan bantuan kandang ternak. Total bantuan sosial ini
senilai Rp1,3miliar.
Penyerahan Dana Bantuan Sosial Social Aid
Beberapa bantuan program CSR bidang sosial di tahun 2013
antara lain:
a. Bantuan sosial berupa bantuan sembako kepada warga
di sekitar Kantor Pusat dan Kantor Cabang PT Angkasa
Pura I (Persero);
b. Bantuan pembangunan kandang sapi dan irigasi ke
saluran area persawahan masyarakat di Desa Baumata
Utara Kupang.
Some of the CSR programs in the field of aid for the victims of
natural disasters in 2013 were, among other things:
a. Emergency response aid for the flood in Ambon and aid
for the victims of various natural disasters occurring in
the surrounding of Angkasa Pura Airports’ working area;
b. Granting of aid to the victims of Mount Sinabung’s
eruption disaster.
Meanwhile, the details of community development aids in
the field of natural disaster in each region are as follows:
SOCIAL AID
In order to assist in relieving the burden of community
members in the surrounding of its business area, PT Angkasa
Pura I (Persero) also granted social aid in the form of free
packages of nine basic staples and in Kupang, it provided
assistance in the form of animal stalls. The total amount of
this social aid was Rp1.3 billion.
Some of the CSR program aids in the social sector in 2013
were, among other things:
a. Social aid in the form of nine basic staples aid to the
community members in the surroundings of the Head
Office and Branch Offices of PT Angkasa Pura I (Persero);
b. Aid for the construction of cow shed and irrigation to the
ditches in rice field areas belonging to the community
in North Baumata Village, Kupang.
325
realisasi Dana Bina Lingkungan 2012 – 2013(dalam juta Rupiah)
urAIAN reALISASI 2012
reALISA-SI 2013 grOWTH DeSCrIPTION
A. DANA TerSeDIA A. AvAILABLe fuND a. Saldo Dana Awal 7,424 4,848 -34.70% a. Beginning Fund Balance b. Alokasi Bagian Laba dari BUMN Pembina 16,327 - -100.00% b Profit Sharing Allocation from
Development SOE c. Alokasi Dana BL dari BUMN Pembina - 18,090 NA c. Allocation of Community
Development Fund from Development SOE
d. Jasa Giro dan Bunga Deposito 1,756 344 -80.41% d. Interest on Current Accounts and Interest on Deposits
e. Pendapatan Lain-lain - - NA e. Other Revenues
Jumlah A 25,507 23,282 91.28% Total A
Adapun rincian bantuan bina lingkungan dalam bidang
batuan sosial lainnya tiap wilayah adalah sebagai berikut.
WILAyAHREGION
JuMLAH PeNyALurANDISBURSEMENT AMOUNT
DKI Jakarta 47,250,000
Bali 35,000,000
Jatim 100,000,000
Sulsel 108,052,500
Kaltim 71,750,000
Papua 128,675,000
Sulut 114,250,000
DI Yogyakarta 101,044,500
Jateng - Surakarta 102,186,500
Kalsel 101,824,900
Jateng - Semarang 101,379,000
NTB 114,151,675
Maluku 131,000,000
NTT 85,000,000
JUMLAH 1,341,564,075
Meanwhile, the details of the community development aid
in the field of other social aids in each region are as follows:
Penyaluran Dana Bina Lingkungan 2011– 2013(dalam juta Rupiah)
JeNIS BANTuAN TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013 TyPe Of ASSISTANCe
Bencana Alam 131,500,000 493,727,200 421,550,530 4,396,951,032 Natural Disaster
Pendidikan & Pelatihan 4,198,259,720 2,944,928,810 2,815,616,054 19,864,387,558 Education & Training
Peningkatan Kesehatan 1,069,372,650 3,281,545,660 929,694,433 8,394,586,453 Health Improvement
Sarana Umum 3,344,925,730 3,144,545,660 2,854,233,981 20,541,375,110 Public Facilities
Sarana Ibadah 2,620,157,058 1,476,924,525 1,710,409,300 18,248,840,357 Religious Facilities
Pelestarian Alam 1,486,227,859 788,613,500 519,076,750 3,374,687,709 Nature Conservation
Bantuan sosial - - 1,341,564,075 1,341,564,075 Social Assistance
BUMN Peduli 847,923,500 7,222,373,658 - 10,428,992,558 SOE Cares
Jumlah 13,698,366,517 19,352,659,013 10,592,145,123 86,591,384,852 Total
fund Disbursement for Community Development in 2011–2013(in Rupiah)
Community Development fund realization in 2012–2013(in million Rupiah)
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
326 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN reALISASI 2012
reALISA-SI 2013 grOWTH DeSCrIPTION
B. PeNgguNAAN DANA B. fuND uTILIzATIONa. Penyaluran Bina Lingkungan a . Penyaluran Bina Lingkungan
> BUMN Peduli 7,222 - -100.00% > SOE Cares> BUMN Pembina 12,131 10,592 -12.69% > Development SOE
Subtotal 19,353 10,592 54.73% Subtotalb. Beban Operasional 1,306 364 -72.13% b. Operating Expensesc. Biaya Dibayar di Muka, Biaya YMH Dibayar - 2,870 #DIV/0! c. Prepaid Expenses, Accrued xpenses
JuMLAH B 20,659 13,826 66.92% TOTAL B C. SALDO AKHIr (A-B) 4,848 9,456 95.05% AND SALDO (A-B)
CSr – KeTeNAgAKerJAAN KeSeHATAN DAN
KeSeLAMATAN KerJA (K3)
KeBIJAKAN K3
Angkasa Pura Airports berkomitmen terhadap
Ketenagakerjaan, Kesehatan dan Keselamatan Kerja (K3)
bagi karyawan melalui penerapan Sistem Manajemen
Keselamatan dan Kesehatan Kerja (SMK3) dan Sistem
Manajemen Pengamanan Bandar Udara. Kebijakan terkait
kesehatan dan keselamatan kerja PT Angkasa Pura I (Persero)
tercantum dalam Keputusan Direksi Nomor : KEP.143/
KP.10.43/2012 tanggal 13 Desember 2012 tentang Sistem
Manajemen Keselamatan dan Kesehatan Kerja PT Angkasa
Pura I (Persero).
Kebijakan tersebut dilaksanakan dalam rangka memenuhi
hak-hak karyawan antara lain:
• Perlindungan atas keselamatan bagi karyawan dan
pekerja lainnya serta setiap orang yang berada pada
tempat kerja Perseroan;
• Menunjang terpeliharanya kesehatan, ketahanan
fisik, daya kerja, kenyamanan kerja, keselamatan kerja,
produktivitas kerja dan efisiensi;
• Tercapainya keseimbangan antara program
pencegahan dan penyembuhan serta memberikan
motivasi karyawan agar melaksanakan upaya K3 secara
mandiri dengan menekankan upaya-upaya preventif.
Perseroan selalu melakukan monitoring terhadap penerapan
sistem Standar Manajemen Mutu, Sistem Manajemen
Pengamanan Bandar Udara dan Sistem Manajemen
Kesehatan dan Keselamatan Kerja pada seluruh Unit Kerja.
CSr – eMPLOyMeNT, OCCuPATIONAL HeALTH AND
SAfeTy
OCCuPATIONAL HeALTH AND SAfeTy POLICy
Angkasa Pura Airports is committed towards Employment,
Occupational Health and Safety for employees through the
application of Occupational Health and Safety Management
System as well as Airport Security Management System.
The policy related to occupational health and safety at
PT Angkasa Pura I (Persero) is set forth in Decision of the
Board of Directors Number: KEP.143/KP.10.43/2012 dated
December 13, 2012 concerning Occupational Health and
Safety Management System of PT Angkasa Pura I (Persero).
The policy is implemented in the context of fulfilling
employees’ rights, among other things:
• Protectionofsafetyforemployeesandotherworkersas
well as any person in the Company’s workplace;
• Supporting the maintenance of health, physical
endurance, working capacity, work comfort,
occupational safety, work productivity, and efficiency;
• Achievement of balance between prevention and
medication programs as well as motivating employees
to implement Occupational Health and Safety efforts
independently by emphasizing preventive efforts.
The Company always performs monitoring on the application
of the Quality Management Standard system, Airport Security
Management System, as well as Occupational Health and
Safety Management System to all Work Units.
327
Secara internal, sistem manajemen keselamatan dan
kesehatan kerja juga telah dirumuskan dalam Perjanjian
Kerja Bersama (PKB) antara PT Angkasa Pura I (Persero)
dengan Asosiasi Karyawan Angkasa Pura I dan Serikat
Pekerja Angkasa Pura I mengenai Keselamatan & Kesehatan
Kerja dan Lingkungan, diantaranya.
1. Pengakuan kewajiban dan hak, fasilitas bagi serikat
pekerja serta lembaga kerjasama bipartit.
2. Hubungan kerja.
3. Waktu kerja dan upah lembur.
4. Cuti pegawai.
5. Keselamatan dan kesehatan kerja.
6. Penghasilan pegawai.
7. Perjalan dinas.
8. Kesejahteraan pegawai.
9. Disiplin Pegawai.
10. Pemberhentian Pegawai.
11. Penyelesaian keluh kesah.
KeBeBASAN BerSerIKAT
Angkasa Pura Airports sangat menyadari bahwa hubungan
kerja yang baik antara perusahaan dan karyawan merupakan
prasyarat utama Perseroan dalam mencapai visi, misi dan
tujuan Perseroan. Perseroan akan mampu menjalankan
kegiatan usahanya dengan lancar dan mampu meraih
laba serta tumbuh dan berkembang sesuai dengan target
yang ditetapkan oleh pemegang saham, apabila terdapat
lingkungan kerja sehat yang saling bersinergi.
Dalam rangka mendukung hal tersebut, Perseroan
menjamin hak pekerjanya untuk berserikat, berkumpul,
dan menyampaikan pendapat. Angkasa Pura Airports
mendukung kegiatan Pekerja dalam berserikat dengan
pembentukan Serikat Pekerja PT Angkasa Pura I (Persero) /
SP.AP.I. Hubungan antara manajeman dan karyawa juga
telah dirumuskan dalam Perjanjian Kerja Bersama (PKB)
antara PT Angkasa Pura I (Persero) dengan Asosiasi Karyawan
Angkasa Pura I dan Serikat Pekerja Angkasa Pura I periode
tahun 2010-2012 dengan Nomor: SP.91/HK.06/2010-DU dan
nomor: 099/DPP-AKA/x/2010.
KeSeTArAAN DAN KeSeMPATAN KerJA yANg SAMA
Angkasa Pura Airports memperlakukan SDM tanpa
memandang unsur gender maupun ras. Penerapan prinsip
Internally, the occupational health and safety management
system has also been formulated in the Collective
Employment Agreement between PT Angkasa Pura I
(Persero) and the Employees’ Association of Angkasa Pura I
as well as the Workers’ Union of Angkasa Pura I concerning
Occupational Health & Safety and Environment, among
other things:1 Recognition of obligations and rights, as well as facilities
for the workers’ union and bipartite cooperation institution.
2 Employment relation.3 Working hours and overtime pay.4 Employee’s leave.5 Occupational health and safety.6 Employee’s income.7 Business travel.8 Employee’s welfare.9 Employee’s discipline.10 Employee’s termination.
11 Settlement of complaint.
freeDOM TO ASSOCIATe
Angkasa Pura Airports is highly aware of that a good
employment relationship between the company and
employees is the main prerequisite for the Company in
achieving its vision, mission, and objectives. The Company
will be able to run its business activities smoothly and to
make profit as well as grow and develop in accordance with
the target stipulated by shareholders, if there is a healthy,
synergizing working environment.
In order to support this matter, the Company guarantees the
right of its employees to associate, to assemble, and to express
opinion. Angkasa Pura Airports supports Workers’ activities in
associating through the establishment of Workers’ Union of
PT Angkasa Pura I (Persero) (SEKAR). The relationship between
management and employees has also been formulated in the
Collective Employment Agreement between PT Angkasa Pura
I (Persero) and the Employees’ Association of Angkasa Pura
I as well as the Workers’ Union of Angkasa Pura I for the 2010-
2012 period with decision Number: SP.91/HK.06/2010-DU and
number: 099/DPP-AKA/x/2010.
eQuALITy AND eQuAL eMPLOyMeNT OPPOrTuNITy
Angkasa Pura Airports treats its Human Resources regardless
gender or race. The implementation of the non-discrimination
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
328 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
non-diskriminasi menjadi dasar perusahaan berinteraksi
dengan karyawan dalam kerangka menciptakan hubungan
industrial yang harmonis. Rekrutmen karyawan dilakukan
secara transparan dan fair. Calon karyawan yang memiliki
kompetensi untuk mengisi kebutuhan Perseroan, memiliki
peluang yang sama untuk dapat menjadi karyawan Angkasa
Pura Airports. Pengembangan karyawan dilakukan sesuai
tingkat kebutuhan bagi semua karyawan untuk mendukung
pencapaian sasaran dan tujuan Perseroan dalam jangka
pendek maupun jangka panjang.
KeSeHATAN DAN KeSeLAMATAN KerJA
Dalam hal Kesehatan dan Keselamatan Kerja, Angkasa Pura
Airports memastikan pelaksanaan setiap aktivitas pekerjaan
telah sesuai dengan Sistem Manajemen Kesehatan
Keselamatan Kerja. Kesehatan dan keselamatan kerja
merupakan salah satu hal penting yang menjadi perhatian
Perseroan. Hal ini dilakukan agar karyawan dapat merasa
aman dan nyaman dalam bekerja, yang selanjutnya dapat
memotivasi mereka agar terus meningkatkan prestasi dan
produktifitas kerja guna mencapai keunggulan kompetitif.
Untuk itu, Perseroan telah menyediakan tempat kerja,
peralatan kerja, alat pelindung diri serta penyusunan
sistem dan prosedur kerja yang aman dan nyaman
sesuai dengan standar yang berlaku guna memberikan
kenyamanan, menjaga kesehatan dan keselamatan kerja
dalam melaksanakan pekerjaan perusahaan. Lebih lanjut,
Perseroan telah memfasilitasi terbentuknya Panitia Pembina
Keselamatan dan Kesehatan Kerja (P2K3).
KeSeJAHTerAAN PegAWAI
Perseroan telah memberikan jaminan atas kesejahteraan
melalui pemenuhan hak-hak pegawai sesuai dengan
peraturan perundang-undangan yang berlaku. Selain
penghasilan bulanan berupa gaji dan tunjangan transportasi,
karyawan juga memperoleh berbagai tunjangan lain seperti
tunjangan hari raya (THR), tunjangan cuti, tunjangan anak
sekolah, tunjangan perumahan dan bantuan uang duka bila
karyawan atau keluarganya mengalami musibah meninggal
dunia. Bentuk kesejahteraan karyawan lain di Angkasa Pura
Airports, meliputi:
• Jamsostek (Jaminan Kematian, Jaminan Kecelakaan
Kerja, Jaminan Hari Tua);
• Medical Check Up;
• Family Gathering;
principle serves as the basis for the Company in interacting
with employees in the context of creating a harmonious
industrial relation. Employee recruitment is conducted
transparently and fairly. Candidate employees who have the
necessary competency have equal opportunity to become an
employee of Angkasa Pura Airports. Employee development
is conducted in accordance with the requirement level for
all employees to support the achievement of the Company’s
goals and objectives in the short run and in the long run.
OCCuPATIONAL HeALTH AND SAfeTy
In terms of Occupational Health and Safety, Angkasa Pura
Airports ensures that the implementation of each working
activity has been in accordance with the Occupational
Health and Safety Management System. Occupational health
and safety is one of the important matters which become
the focus of attention of the Company. This is in order that
employees may feel safe and comfortable in performing
their work, which may in turn motivate them to continue
improving their work performance and productivity in order
to achieve comparative advantage.
For that purpose, the Company has provided workplace,
working equipment, personal protection equipment, as
well as preparation of safe, comfortable work system and
procedure in accordance with the applicable standard in
order to provide comfort and maintain occupational health
and safety in performing the company’s job. Furthermore,
the Company has facilitated the establishment of the
Occupational Health and Safety Coaching Committee.
eMPLOyee’S WeLfAre
The Company has provided guarantee on welfare by fulfilling
the employees’ rights in accordance with the applicable laws
and regulations. In addition to monthly income in the form of
salary and transportation allowance, employees also receive
various other allowances such as religious holiday allowance,
leave allowance, and bereavement pay contribution in the
event of death of an employee or his/her family member.
Other forms of employee’s welfare at Angkasa Pura Airports
consist of:
• Manpower Social Security (Death Security, Work-
Related Accident Security, Old Age Security);
• MedicalCheckUp;
• FamilyGathering;
329
Selama tahun 2013, Perseroan telah mengeluarkan dana
kompensas bagi pegawai sebagai bentuk kesejahteraan
pegawai sebesar Rp696,15 miliar.
URAIAN | DESCRIPTION 2013 KOMPOSISI COMPOSITION (%)
Gaji/upah|Salary/wage 91.075.641 13,08
Tunjanganoperasional|Operational allowance 202.073.341 29,03
Tunjanganpangan&beras|Food & rice allowance 5.646.552 0,81
TunjanganPPh| Income Tax allowance 65.479.120 9,41
Pakaiandinas|Work uniform 11.544.835 1,66
TunjanganPendidikananak|Children’s Education Allowance 26.637.831 3,83
Bonus|Bonus 126.664.576 18,20
Mutasipegawai|Employee mutation 3.729.913 0,54
Obat-obatandandokter|Medicines and doctor 33.963.247 4,88
Tunjangantransport| Transportation allowance 75.446.861 10,84
Tunjanganhariraya|Religious holiday allowance 27.020.802 3,88
Tunjangancuti|Leave allowance 26.342.053 3,78
Lain-lain| Miscellaneous 523.669 0,08
Jumlah | Total 696.148.442 100,00
Kesejahteraan Pegawai(dalam ribu Rupiah)
MANfAAT PASCA KerJA
Sesuai dengan Undang-undang Ketenagakerjaan Nomor
13/2003 tanggal 25 Maret 2003, Perseroan diwajibkan
memberikan manfaat pasca kerja kepada seluruh karyawan
tetapnya. Manfaat yang meliputi uang pemutusan hubungan
kerja, penghargaan masa kerja, serta kompensasi tersebut
diberikan apabila karyawan mengakhiri masa kerjanya baik
karena pensiun maupun meninggal dunia.
Perseroan mempunyai dua program untuk memenuhi
liabilitas di atas, yaitu: (1) Progam Dana Pensiun Manfaat
Pasti, dan (2) Program Tunjangan Hari Tua (THT). Selain itu
juga Perseroan memberikan Tunjangan kepada pegawai
perusahaan yang telah memenuhi persyaratan ketentuan
perusahaan yaitu Tunjangan Perumahan, Penghargaan
Pengabdian dan Tunjangan Kesehatan kepada pensiunan
perusahaan.
Perusahaan wajib menanggung dan membukukan
kekurangan biaya apabila manfaat yang diberikan kedua
program tersebut tidak mencukupi melalui pembentukan
• Bonus tahunan;
• Jasa Produksi;
• Cuti.
• AnnualBonus;
• ProductionFee;
• Leave.
In 2013, the Company has issued compensation fund for
employees as a form of employee’s welfare in the amount of
Rp696.15 billion.
employee’s Welfare(in thousand rupiah)
POST-eMPLOyMeNT BeNefIT
Pursuant to the Manpower Law Number 13/2003 dated
March 25, 2003 the Company is obligated to provide post-
employment benefit to all its permanent employees. The
benefit, which consists of severance pay, length of service
award, and compensation, is provided when an employee
ends his/her service period due to retirement or death.
The Company has two programs to fulfill the above liabilities,
namely: (1) Defined Benefit Pension Fund Program, and (2)
Old Age Allowance Program. In addition, the Company also
provides Allowance to its employees who have fulfilled the
requirements of the company’s provision namely Housing
Allowance, Dedication Award, and Health Allowance to its
retirees.
The Company is obligated to bear and book the shortage
of cost if the benefit provided by both programs is not
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
330 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
penyisihan. Penyisihan tersebut telah dibebankan pada
periode berjalan.
PrOgrAM DANA PeNSIuN MANfAAT PASTI
Jumlah iuran yang ditanggung karyawan adalah 5,00% dari
penghasilan dasar pensiun dan yang ditanggung Perseroan
21,20%. Iuran untuk program pensiun dibebankan dan
dibayar selama masa kerja. Jumlah iuran Perseroan kepada
program pensiun diakui sebagai beban pada saat iuran
tersebut dibayar atau terutang.
Program pensiun menyediakan manfaat pensiun untuk
karyawan dan keluarganya pada saat mencapai usia pensiun
dalam bentuk pembayaran berkala yang diatur dalam Surat
Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6
Oktober 1998 yang telah diubah melalui Surat Keputusan
Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.
Progam pensiun tersebut dikelola oleh Dana Pensiun
Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000
sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/
KM.17/1999 tanggal 15 November 1999.
PrOgrAM THT
Jumlah iuran yang ditanggung karyawan adalah 5,00% dari
gaji pokok ditambah tunjangan keluarga dan perusahaan,
dan yang ditanggung Perseroan 37,74%. Iuran untuk program
THT dibebankan dan dibayar selama masa kerja. Jumlah
iuran perusahaan kepada program THT diakui sebagai beban
pada saat iuran tersebut dibayar atau terutang.
Program THT menyediakan manfaat pembayaran sekaligus
yang diatur dalam Keputusan Bersama Direksi Perum
Angkasa Pura I dan Perum Angkasa Pura II Nomor KEP.305/
KP.30.7.1/1998 dan KEP.165A/PAP.I/x/1998 tanggal 1 Oktober
1998 jo Perjanjian Kerja Bersama antara PT Angkasa Pura
I (Persero) dengan Asosiasi Karyawan Angkasa Pura I
dan Serikat Pekerja Angkasa Pura I priode 2010 - 2012
dengan pernjajian No.SP.91/HK.06/2010-DU, No. 099/DPP-
AKA/x/2010, No SP. AP.I.01/PKB/x/2010 tanggal 15 Oktober
2010.
Progam THT tersebut dikelola oleh Yayasan Kesejahteraan
Karyawan Angkasa Pura I (YAKKAP I) terhitung tanggal 6 Mei
2003 sesuai dengan Akta Pendirian nomor 2 tahun 2003 dan
Akta Perubahan nomor 2 tahun 2003 yang dibuat di hadapan
sufficient by making allowance. Such allowance has been
expensed in the current period.
DefINeD BeNefIT PeNSION fuND PrOgrAM
The amount of contribution borne by employees is 5.00%
of pension basic income, while the Company bears 21.20%.
Contribution for pension program is expensed and paid
throughout the service period. The Company’s total
contribution to pension program is recognized as expense
when the contribution is paid or due.
The pension program provides pension benefit for
employees and their family members upon reaching the
retirement age in the form of periodic payment, which
is governed in Decision Letter of the Board of Directors
Number KEP.1156/KU.60/1998 dated October 6, 1998
which has been amended by Decision Letter of the Board
of Directors Number KEP.19/KU.60/2000 dated May 11, 2000.
The pension program is managed by Angkasa Pura Pension
Fund (DAPENRA) effective from January 1, 2000 by virtue of
Decree of the Ministry of Finance of the Republic of Indonesia
No. KEP.39/KM.17/1999 dated November 15, 1999.
OLD Age ALLOWANCe PrOgrAM
The amount of contribution borne by employees is 5.00%
of basic salary plus family and company allowances, and
the amount borne by the Company is 37.74%. Contribution
for the Old Age Allowance program is paid throughout the
service period. Total Company’s contribution to the Old Age
Allowance program is recognized as expense when the
contribution is paid or due.
The Old Age Allowance program provides a lump sum
payment benefit which is governed in Joint Decision
of the Boards of Directors of Perum Angkasa Pura I and
Perum Angkasa Pura II Number KEP.305/KP.30.7.1/1998 and
KEP.165A/ PAP.I/x/1998 dated October 1, 1998 jo Collective
Employment Agreement between PT Angkasa Pura I
(Persero) and the Employees’ Association of Angkasa Pura I
as well as the Workers’ Union of a Angkasa Pura I for the 2010
- 2012 period through agreement No.SP.91/HK.06/2010-DU,
No. 099/DPP-AKA/x/2010, No SP. AP.I.01/PKB/x/2010 dated
October 15, 2010.
The Old Age Allowance program is managed by the
Employees’ Welfare Foundation of Angkasa Pura I (YAKKAP
I) effective from May 6, 2003 in accordance with Deed of
Establishment number 2 year 2003 and Deed of Amendment
331
Notaris Milly Karmila Sereal, S.H., sebagaimana telah disahkan
oleh Menteri Kehakiman dan HAM dalam keputusannya
No. C -116.HT.01.02.TH.2003 tanggal 19 September 2003
dan diumumkan dalam Berita Negara Nomor 89, tanggal
14 Oktober 2003, Tambahan Berita Negara Nomor 112
kemudian diubah dengan akta Notaris H. Yunardi, S.H.,
Nomor 17 tanggal 14 Februari 2006 sebagaimana telah
diperbaiki dengan akta notaries yang sama nomor 7 tanggal
9 Maret 2006, serta telah diumumkan dalam Berita Negara
Republik Indonesia No. 68 tanggal 25 Agustus 2006.
urAIAN | DESCRIPTION 2013 KOMPOSIS I COMPOSITION (%)
DanaPensiun|Pension Fund 98.610.170 63,91
TunjanganHariTua|Old Age Allowance 45.610.584 29,56
KesehatanpascaKerja|Post-Employment Health 9.550.789 6,19
PenghargaanPengabdian|Dedication Award 526.581 0,34
Jumlah | Total 154.298.124 100,00
Imbalan Pasca Kerja(dalam ribu Rupiah)
TINgKAT TurN Over KAryAWAN
Perputaran karyawan selama tahun 2013 disebabkan oleh
beberapa alasan antara lain: pensiun, meninggal dunia,
mengundurkan diri, dan sebagainya. Tingkat turn over
karyawan di Angkasa Pura Airports tahun 2013 sebanyak 179
orang atau sebesar 4,92% dibandingkan dengan tingkat turn
over karyawan tahun 2012 sebesar 5,98%. Hal ini disebabkan
oleh jumlah karyawan yang memasuki masa pensiun turun
dibandingkan tahun sebelumnya.
Turn Over Karyawan 2012-2013
TAHUNYEAR
JUMLAH KARYAWAN KELUARNUMBER OF RESIGNING EMPLOYEES
JUMLAH KARYAWANNUMBER OF EMPLOYEES
TURN OVER (%)
2012 220 3.678 5.98
2013 179 3.641 4.92
JuMLAH KeCeLAKAAN KerJA PegAWAI
Angkasa Pura Airports berkomitmen terhadap penerapan
Sistem Manajemen Keselamatan dan Kesehatan Kerja
dengan target zero accident. Selama tahun 2013, tidak
terdapat kecelakaan kerja di wilayah operasional Angkasa
Pura Airports baik oleh pegawai tetap maupun pegawai
outsource, sehingga rasio tingkat kecelakaan kerja sebesar 0%.
number 2 year 2003 passed before Notary Milly Karmila
Sereal, S.H., which has been validated by the Minister of
Justice and Human Rights by virtue of his decree No. C
-116.HT.01.02.TH.2003 dated September 19, 2003 and was
announced in State Gazette Number 89, dated October 14,
2003, Supplement to the State Gazette Number 112, which
was subsequently amended by deed of Notary H. Yunardi,
S.H., Number 17 dated February 14, 2006 as revised by deed
of the same notary number 7 dated March 9, 2006, which
was announced in State Gazette of the Republic of Indonesia
No. 68 dated August 25, 2006.
Post-employment Benefit(in thousand rupiah)
eMPLOyee TurNOver rATe
Employee turnover in 2013 was caused by several reasons,
among other things: retirement, death, resignation, etc. The
employee turnover rate at Angkasa Pura Airports in 2013
was 179 persons or 4.92%, compared to employee turnover
rate of 5.98% in 2012. This is also because the number of
employees who entered the retirement decreased compared
to the previous year.
employee Turnover in 2012-2013
NuMBer Of eMPLOyee’S WOrK-reLATeD ACCIDeNTS
Angkasa Pura Airports is committed to the application of the
Occupational Health and Safety Management System with
the target of zero accident. In 2013, no work-related accident
in the operating area of Angkasa Pura Airports was suffered
by permanent or outsourcing employees, so that the work-
related accident level ratio was 0%.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
332 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PrOgrAM KeSeLAMATAN DAN KeSeHATAN KerJA (K3)
2013
1. Pemeriksaan kesehatan Pegawai yang terdiri dari :
a. Pemeriksaan kesehatan pra kerja. Pemeriksaan ini
bertujuan agar kondisi kesehatan pegawai sesuai
dengan jenis pekerjaan yang dilaksanakan (fit to
work).
b. Pemeriksaan kesehatan berkala/rutin. Perseroan
telah melaksanakan Medical Check-Up rutin setiap
1 (satu) tahun sekali sebagai upaya preventif dan
deteksi dini penyakit akibat/terkait kerja. Salah
satu pemeriksaan yang dilaksanakan adalah
pemeriksaan ketajaman penglihatan, pemeriksaan
butawarna, dan pemeriksaan Audiometri /test
pendengaran untuk pegawai operasional.
2. Penyediaan Alat Pelindung Diri (APD)bagi pegawai
sesuai standar International Civil Aviation Organization
(ICAO) atau persyaratan lain yang ditetapkan,
contohnya :
a. pelindung telinga (earplug atau earmuff ) untuk
personil AMC dan teknisi/operator genset.
Jumlah Kecelakaan Kerja Pegawai
TAHuN JAN feB MAr APr MeI JuN JuL AguS SeP OKT NOv DeS TOTAL
2009 0 0 0 0 0 0 0 0 0 0 0 1 1
2010 0 0 0 2 0 0 0 0 0 0 0 0 2
2011 1 0 0 0 0 0 0 0 0 0 0 0 1
2012 0 0 0 0 0 0 0 0 0 0 0 1 1
2013 0 0 0 0 0 0 0 0 0 0 0 0 0
Table of Number of employee’s Work-related Accidents
Statistik Jumlah Kecelakaan KerjaStatistics of Number of Work-related Accidents
2.5
2
1.5
1
0.5
02009 2010 2011 2012 2013
1 1 1
0
2
OCCuPATIONAL HeALTH AND SAfeTy PrOgrAM IN
2013
1. Employee’s medical check-up which consists of:
a. Pre-employment medical check-up. This
examination has the objective that employee’s
health condition is in accordance with the type of
work performed (fit to work).
b. Periodic/routine medical check-up. The Company
has implemented routine Medical Check-Up
on a yearly basis as a preventive effort and early
detection of work-related diseases. Among the
examinations performed are eyesight examination,
color-blind examination, and Audiometric
examination/hearing test for operational staffs.
2. Provision of Personal Protection Equipment for
employees in accordance with the International
Civil Aviation Organization (ICAO) standard or other
stipulated requirements, such as:
a. Ear protector (earplug or earmuff) for AMC
personnel and generator set technicians/operators.
333
b. safety shoes, safety helmet, baju tahan panas dan
tahan api, alat bantu pernapasan untuk petugas
Fire Fighting and Rescue.
c. Safety helmet, safety shoes, safety vest, masker,
untuk pegawai proyek pengembangan bandar
udara.
3. Penyediaan sistem proteksi kebakaran aktif maupun
pasif dan jalur evakuasi untuk keadaan darurat.
4. Pemasangan safety sign di kantor cabang dan kantor
pusat PT Angkasa Pura I (Persero).
5. Sosialisasi Sistem Manajemen Keselamatan & Kesehatan
Kerja, dan Sistem Manajemen Lingkungan ke 13 kantor
cabang bandar udara.
6. Pelatihan Sistem Manajemen Keselamatan & Kesehatan
Kerja.
7. Inspeksi rutin K3 terhadap area kerja.
8. Latihan penanggulangan keadaan darurat dan simulasi
pertolongan kecelakaan pesawat udara.
9. Latihan pemadamankebakaran di gedung terminal
(Emergency Response Exercise) di Bandara Internasional
Sepinggan – Balikpapan.
PeNANgguNg JAWAB OrgANISASI K3
Tahun 2012, penanggung jawab pengelolaan K3 melekat
pada Deputi Direktur Administrasi Personalia bidang
Kesejahteraan Personil. Sedangkan untuk pengelolaan
lingkungan hidup di Biro Perencanaan & Sistem Informasi
Manajemen.
Tahun 2013, saat restrukturisasi organisasi, dibentuklah
Safety, Health, Environment Group Head yang salah satu
tanggung jawabnya adalah pengelolaan K3 dan lingkungan
hidup.
SurveI KePuASAN KAryAWAN
Perseroan telah melakukan survei kepuasan karyawan dalam
rangka mengukur tingkat enggagement pegawai terhadap
Angkasa Pura Airports. Hasil survei menjadi pertimbangan
manajemen untuk merumuskan upaya-upaya peningkatan
enggagement pegawai terhadap perusahaan. Tahun
2013, tingkat kepuasan karyawan sebesar 3,78, meningkat
dibandingkan tingkat kepuasan karyawan tahun 2012
sebesar 3,69.
b. Safety shoes, safety helmet, heatproof and
fireproof clothing, respiratory aid equipment for
Fire Fighting & Rescue officers.
c. Safety helmet, safety shoes, safety vest, and mask
for airport expansion project employees.
3. Provision of active and passive fire protection system
and evacuation line for emergency situations.
4. Installment of safety signs at the head office and branch
offices of PT Angkasa Pura I (Persero).
5. Dissemination of the Occupational Health & Safety
Management System, and the Environmental
Management System at 13 airport branch offices.
6. Training on the Occupational Health & Safety
Management System.
7. Occupational Health & Safety routine inspection on
work area.
8. Training on emergency situation handling and
simulation of aircraft accident help.
9. Fire extinguishing training at terminal building
(Emergency Response Exercise) at Sepinggan
International Airport – Balikpapan.
PerSON-IN-CHArge fOr THe OrgANIzATION Of
OCCuPATIONAL HeALTH AND SAfeTy
In 2012, the person-in-charge for the management of
Occupational Health and Safety was inherent on Personnel
Administration Deputy Director for Personnel Welfare.
Meanwhile, the person-in-charge for the environmental
management was placed on Bureau of Planning &
Management Information System.
In 2013, during the organizational restructuring, the Safety,
Health, and Environment Group Head was established,
whose responsibility, among others, was the management
of Occupational Health and Safety and environment.
eMPLOyee SATISfACTION Survey
The Company has conducted an employee satisfaction
survey in the context of measuring employees’ engagement
level to Angkasa Pura Airports. The survey result serves
as management’s consideration in formulating efforts of
improving employees’ engagement to the company. In 2013,
employee satisfaction level was 3.78, increased compared to
employee satisfaction level of 3.69 in 2012.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
334 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
urAIAN 2012 2013 DeSCrIPTION
Peran Pegawai 3,90 3,96 Role of Employees
Penghargaan, Sanksi dan Keamanan Kerja 3,65 3,73 Work-Related Awards, Sanction, and Security
Lingkungan Kerja 3,68 3,77 Working Environment
Penilaian Kerja 3,68 3,74 Job Assessment
Pendidikan dan Pelatihan 3,69 3,70 Education and Training
Manajemen, Komunikasi dan
Perencanaan
3,73 3,79 Management, Communication, and Planning
Rekruitmen dan Pola Karir 3,45 3,50 Recruitment and Career Pattern
Remunerasi 3,73 3,74 Remuneration
Keterkaitan Tenaga Kerja 3,75 Employees’ Engagement
Visi, Misi & Nilai-Nilai Perusahaan 4,10 Company’s Vision, Mission & Values
Rerata 3,69 3,78 Average
CSr - KONSuMeN
Untuk meningkatkan pelayanan kepada masyarakat yang
menjadi konsumen Angkasa Pura Airports, perusahaan
berkomitmen dengan menyediakan layanan informasi
konsumen untuk memudahkan konsumen dalam mencari
informasi mengenai perusahaan, pusat pengaduan
konsumen, program engagement konsumen dan program
peningkatan layanan.
PuSAT INfOrMASI DAN PeNgADuAN
Perseroan telah membentuk pusat informasi dan pengaduan
konsumen. Pusat pengaduan konsumen ini dapat diakses
melalui beberapa saluran antara lain:
1. Website perusahaan via “Kontak Kami” alamat website:
www.angkasapura1.co.id;
2. Telepon perusahaan (021) 6541961 ext. 2115; dan
3. Customer service di masing-masing Bandara.
4. Email perusahaan: humas@angkasapura 1.co.id.
MeKANISMe PeNyeLeSAIAN KeLuHAN KONSuMeN
Melalui pusat pengaduan, Perseroan akan memberikan
respon yang cepat atas pengaduan yang masuk dan
penyelesaian secara bijak. Mekanisme pengelolaan
pengaduan sebagai berikut.
1. Angkasa Pura Airports memiliki standar dalam
merespon atas pengaduan konsumen yaitu 1 x 24 jam.
2. Pengaduan yang masuk melalui saluran aduan via
website, telepon dan email Perseroan diterima oleh
Departemen Corporate Communication.
CSr - CONSuMerS
To improve service to people who become the consumers
of Angkasa Pura Airports, the company is committed
by providing consumer information service to facilitate
consumers in finding information on the company,
consumer complaint center, consumer engagement
program, and service improvement program.
INfOrMATION AND COMPLAINT CeNTer
The Company has established a consumer information
and complaint center. This consumer complaint center is
accessible through several channels, among other things:
1 Company website through “Contact Us” at website
address: www.angkasapura1.co.id;
2 Company telephone number (021) 6541961 ext. 2115; and
3 Customer service at the respective airports.
4 Company email: [email protected].
CONSuMer COMPLAINT SeTTLeMeNT MeCHANISM
Through the complaint center, the Company will give quick
response to incoming complaints and a discreet settlement.
The mechanism of complaint management is as follows:
1. Angkasa Pura Airports has a standard in responding to
consumer complaints, namely 1 x 24 hours.
2. Incoming complaints through the complaint channel
on the Company’s website, telephone and email
are received by the Corporate Communication
Department.
335
3. Pengaduan yang masuk melalui kantor cabang/
bandara diterima oleh Customer Service.
4. Unit penerima pengaduan akan memberikan jawaban
sebagai respon terhadap keluhan kepada konsumen
bahwa keluhan telah diterima dan akan segera diproses
oleh unit yang terkait dengan materi keluhan.
5. Unit penerima pengaduan menyampaikan pengaduan
keluhan dari konsumen kepada unit terkait.
6. Selanjutnya keluhan konsumen diproses dan
diselesaikan oleh unit terkait. Unit terkait
menginformasikan hasil tindak penyelesaian
keluhan kepada unit penerima keluhan. Kemudian
unit penerima keluhan menyampaikan hasil tindak
lanjut penyelesaian kepada konsumen dalam proses
penyelesaian keluhan.
Selama tahun 2013, Angkasa Pura Airports mendapatkan
aduan/keluhan dari konsumen sebanyak 411 keluhan
dengan tingkat penyelesaian pengaduan sebesar 100%.
Adapun data pengaduan konsumen periode 2013 adalah
sebagai berikut.
BANDArAAIRPORT
JuMLAH PeNgADuANNUMBER OF COMPLAINTS
TINgKAT PeNyeLeSAIANSETTLEMENT RATE
Bandara Juanda 9
100%
Bandara Sultan Hasanuddin 7
Bandara Sepinggan 19
Bandara Frans Kaisiepo 78
Bandara Sam Ratulangi 17
Bandara Adi Sutjipto 80
Bandara Syamsudin Noor 46
Bandara Lombok 133
Bandara Pattimura 3
Bandara Adi Soemarmo 19
Total 411
PrOgrAM PeNINgKATAN KuALITAS LAyANAN DAN
eNgAgeMeNT KONSuMeN
Angkasa Pura Airports telah melakukan berbagai upaya
dalam rangka meningkatkan tingkat kepercayaan publik dan
kepuasan konsumen atas pelayanan jasa kebandarudaraan.
Upaya-upaya tersebut mencakup baik kegiatan peningkatan
kualitas pelayanan maupun kegiatan enggagement
terhadap konsumen.
Program kegiatan yang telah dilakukan tahun 2013 antara
lain:
1. Program peningkatan kualitas pelayanan meliputi:
a. Pengembangan bandara I Gusti Ngurah Rai
3. Incoming complaints through branch offices/airports
are received by Customer Service.
4. The complaint receiving unit will answer to the
consumer as a response to the complaint that the
complaint has been received and will immediately be
processed by the unit related to content of complaint.
5. The complaint receiving unit passes the consumer
complaint to the relevant unit.
6. Subsequently, consumer complaint is processed and
settled by the relevant unit. The relevant unit informs the
result of complaint settlement action to the complaint
receiving unit. After that, the complaint receiving unit
conveys the result of settlement follow-up to the
consumer in the complaint settlement process.
In 2013, Angkasa Pura Airports received 411 complaints/
grievances from consumers with the complaint settlement
rate of 100%. Meanwhile, consumer complaint data for the
2013 period is as follows:
ServICe QuALITy IMPrOveMeNT AND CONSuMer
eNgAgeMeNT PrOgrAM
Angkasa Pura Airports has made various efforts in the
context of increasing the level of public trust and customer
satisfaction on airport services. These efforts include
service quality improvement activities as well as consumer
engagement improvement activities.
The activity programs implemented in 2013 were, among
other things:
1. Service quality improvement program, which consists of:
a. Expansion of I Gusti Ngurah Rai Airport (Bali) and
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
336 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
(Bali) dan Bandara Sepinggang (Balikpapan)
dan Pengembangan Terminal 2 Bandara Juanda
(Surabaya);
b. Pengembangan Terminal 2 Bandara Juanda
(Surabaya)
c. Pembangunan General Aviation Terminal di
Bandara I Gusti Ngurah Rai (Bali)
d. Pembangunan Airport Hotel di Surabaya, Makassar,
dan Bali.
e. Diklat untuk peningkatan kompetensi SDM atau
tenaga operasional bandara.
2. Program enggagement konsumen melalui kegiatan
gathering terhadap airlines baik domestik maupun
international, mitra kerja, INACA, YLKI, Regulator dan
tenant.
CuSTOMer SATISfACTION INDeX
Guna mendukung percepatan peningkatan pencapaian
customer satisfaction, Perseroan membangun sistem yang
terintegrasi melalui ERP yang berbasis web, juga sebagai
langkah konkret perusahaan untuk mencapai Customer
Satisfaction Index (CSI) yang berskala internasional dan
peningkatan pendapatan non aeronautika. Perseroan
senantiasa memberikan dorongan kepada pelanggan
untuk menjalin ikatan hubungan yang kuat dengan
perusahaan untuk memahami dengan seksama espektasi
dan kebutuhan pelanggan. Dengan demikian, Perseroan
dapat meningkatkan kepuasan pelanggan dengan
memaksimalkan pengalaman yang menyenangkan dan
meminimalkan ketidakpuasan.
Kepuasan pelanggan dapat menciptakan loyalitas pelanggan
kepada Perseroan yang memberikan kualitas memuaskan.
Kualitas layanan bisa diukur dengan menggunakan dimensi
kualitas yang diungkapkan melalui, yaitu:
1. Tangible (bukti fisik)
Kualitas peralatan pesawat, penampilan karyawan/
awak, kenyamanan ruang transit, kondisi dan
Sepinggan Airport (Balikpapan)
b. Expansion of Terminal 2 at Juanda Airport
(Surabaya)
c. Construction of the General Aviation Terminal at I
Gusti Ngurah Rai Airport (Bali)
d. Construction of Airport Hotels at Surabaya,
Makassar, and Bali.
e. Education and Training to improve the competency
of human resources or operational staffs at the
airports.
2. Consumer engagement program is implemented
through gathering activity for domestic and
international airlines, work partners, INACA, YLKI,
Regulator and tenants.
eveNT TANggAL/TeMPAT
Airlines Gathering 25 April 2013 / Surabaya
Gathering bersama Mitra Kerja, INACA, YLKI dan Regulator 24 Juli 2013 / Jakarta
International Airlines Gathering 5 Maret 2013 / Jakarta
Tenant Gathering Dilaksanakan 2 (dua) kali dalam setahun
Kegiatan gathering Konsumen 2013 Consumer gathering Activities in 2013
CuSTOMer SATISfACTION INDeX
In order to support the acceleration of customer satisfaction
achievement, the Company developed an integrated system
through web-based ERP, which also serves as a concrete step
taken by the company in achieving Customer Satisfaction
Index (CSI) at the international scale and increasing non-
aeronautics revenues. The Company always encourages
its customers to establish a strong relationship with the
company in order to understand customer’s expectation
and needs thoroughly. Hence, the Company can increase
customer satisfaction by maximizing pleasant experience
and minimizing dissatisfaction.
Customer satisfaction can create customer loyalty to a
Company which delivers satisfactory quality. Service quality
can be measured by using the dimensions of quality as
disclosed by:
1. Tangible (physical) evidence
Quality of aircraft, appearance of employees/flight
attendants, comfortable transit room, aircraft condition
337
interior pesawat, kelonggaran ruang dalam pesawat,
kenyamanan sandaran kaki.
2. Responsiveness (daya tanggap)
Kesediaan karyawan dalam mendengar keluhan
penumpang, kesediaan personil untuk membantu
penumpang pada saat check in, informasi
keberangkatan.
3. Reliability (keandalan)
Kecepatan pengantaran bagasi, ketepatan jadual
keberangkatan/kedatangan, kesesuaian informasi
keberangkatan, Ketepatan Boarding time.
4. Emphaty (kepedulian)
Keramahan personil dalam melayani penumpang,
sopan santun karyawan membantu penumpang.
5. Assurance (jaminan)
Keamanan selama penerbangan.
Survei kepuasan pelanggan pada tahun 2013 dilaksanakan
di 4 (empat) Kantor Cabang/Bandara antara lain: Bandara
Denpasar Bali, Bandara Surabaya, Bandara Ujungpandang,
dan Bandara Balikpapan. Survei kepuasan pelanggan
menggunakan Customer Satisfaction Index sesuai standar
Airport Council International (ACI). Hasil survei menunjukkan
bahwa pelanggan merasa puas dengan rincian skor antara
lain:
1. Bandara I Gusti Ngurah Rai-Bali skor 2,57 dengan
indeks “Cukup Sekali”.
2. Bandara Juanda-Surabaya skor 3,27 dengan indeks
“Puas Sekali”.
3. Bandara Sultan Hasanuddin-Makassar skor 3,52 dengan
indeks “Puas Sekali”.
4. Bandara Sepinggan-Balikpapan skor 3,72 dengan
indeks “Puas Sekali”.
grafik Customer Satisfaction Index 2013Chart of the 2013 Customer Satisfaction Index
and interior, spacious room in the aircraft, comfortable
leg support
2. Responsiveness
Employee’s willingness to listen to passenger
complaints, personnel’s willingness to assist passengers
during check-in, departure information
3. Reliability
Speed of baggage delivery, timeliness of departure/
arrival schedule, conformance of departure information,
Accuracy of Boarding time
4. Empathy (care)
Personnel’s friendliness in serving passengers,
employee’s manner in assisting passengers
5. Assurance (guarantee)
In-flight security
In 2013, customer satisfaction survey was conducted at 4
(four) Branch Offices/Airports, among other things: Denpasar
Airport Bali, Surabaya Airport, Ujungpandang Airport, and
Balikpapan Airport. Customer satisfaction survey uses the
Customer Satisfaction Index in accordance with Airport
Council International (ACI) standard. The result of survey
shows that customers are satisfied, with the details of score,
among other things, as follows:
1. I Gusti Ngurah Rai Airport Bali: the score of 2.57 with the
index of “Fairly Satisfied”.
2. Juanda-Surabaya Airport: the score of 3.27 with the
index of “Very Satisfied”.
3. Sultan Hasanuddin-Makassar Airport: the score of 3.52
with the index of “Very Satisfied”.
4. Sepinggan-Balikpapan Airport: the score of 3.72 with
the index of “Very Satisfied”.
KIlAS KINERjApERfORMANCE REVIEW
SEKIlAS pERUSAHAANCOMpANy OVERVIEW
lApORAN MANAjEMENMANAGEMENT REpORT
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
338 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
hUman resoUrcesSumber Daya Manusia
339
Angkasa Pura Airports telah mengembangkan Sumber Daya Manusia dengan model pendekatan Human Capital Management System (HCMS). Tema peningkatan kualitas Human Capital di 2013 adalah Acceleration yaitu melakukan percepatan peningkatan kompetensi dan kinerja pegawai. Perseroan senantiasa merujuk pada hasil yang dapat diukur melalui KPI dalam membentuk pola manajemen kinerja.
ANGKASA PURA AIRPORTS HAS DEVELOPED A HUMAN RESOURCES WITH HUMAN CAPITAL MANAGEMENT SYSTEM (HCMS) APPROACH MODEL. THE THEME IS TO IMPROVE THE QUALITY OF HUMAN CAPITAL, STRESSING ON ACCELERATION TARGETED TO INCREASE THE COMPETENCE AND PERFORMANCE OF EMPLOYEES. THE COMPANY CONTINUES TO REFER TO THE RESULTS THAT CAN BE MEASURED THROUGH KPI’S IN FORMING THE PERFORMANCE MANAGEMENT.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
340 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Human Capital (HC) merupakan bagian integral dari sistem
yang membentuk organisasi. Perseroan senantiasa berupaya
untuk meningkatkan keterampilan dan kemampuan HC
guna mencapai kinerja dan produktivitas yang optimal.
Peningkatan ini akan mendorong akselerasi proses
transformasi Perseroan menuju Airport City.
Perseroan memiliki kebijakan perlakuan yang sama bagi
seluruh pegawai. Perseroan membuka kesempatan
yang sama bagi seluruh pegawai dalam meningkatkan
kompetensi, pengembangan karir dan melaksanakan tugas
secara profesional tanpa membedakan suku, agama, ras,
golongan, gender dan kondisi fisik sesuai dengan potensi,
kemampuan dan keterampilan yang dipersyaratkan.
Survei kepuasan pegawai mencapai skor 3,78 dengan
menggunakan skala Likert. Berdasarkan survei kepuasan
pegawai, aspek kepuasan yang diukur meliputi peran
pegawai, penghargaan, sanksi dan keamanan kerja,
lingkungan kerja, penilaian kinerja, pendidikan dan pelatihan,
manajemen, komunikasi dan perencanaan, rekrutmen dan
pola karir, penghasilan, jaminan kesehatan, THT, pensiun,
keterikatan tenaga kerja, visi, misi dan nilai-nilai perusahaan.
Sedangkan berdasarkan hasil survei kepuasan pegawai
yang dilaksanakan di seluruh wilayah kerja Perseroan
yang bekerjasama dengan pihak ketiga untuk menjaga
indenpendensi menyatakan bahwa pegawai merasa puas
walaupun masih terdapat beberapa faktor yang masih harus
disempurnakan seperti pola karir. Hasil tersebut menjadi
ukuran bagi Perseroan dalam mengetahui sejauh mana
kenyamanan atas lingkungan kerja yang dirasakan oleh HC.
Perseroan senantiasa merujuk pada hasil yang dapat diukur
melalui KPI dalam membentuk pola manajemen kinerja.
Dalam upaya meningkatkan kapabilitas dan kompetensi
HC, perlu segera dibangun, dibenahi dan dipelihara
sistem database kepegawaian; sistem dan prosedur kerja,
pola karier yang mendorong motivasi karyawan untuk
bekerja; sistem kepangkatan dan remunerasi yang fair dan
transparan; sistem dan mekanisme pendidikan dan latihan
yang menunjang dan memacu kemampuan teknis dan
manajerial HC sehingga tercipta iklim kerja yang semakin
kondusif.
Human Capital (HC) is an integral part of the system which
forms the organization. The Company always makes an effort
of improving the skill and capacity of its Human Capital in
order to achieve the optimum performance and productivity.
The improvement will encourage the acceleration of the
Company’s transformation process to become an Airport
City.
The Company provides equal opportunity for all employees
for improving their competency, developing their career,
and performing their duties professionally without making
a differentiation based on ethnicity, religion, race, class,
gender, and physical condition, in accordance with the
required potential, capacity, and skill.
Based on the employee satisfaction survey, the satisfaction
aspect, which consists of employee’s role, appreciation,
sanction and occupational security, working environment,
performance assessment, education and training,
management, communication and planning, recruitment
and career pattern, income, health security, old age benefit,
pension, employee engagement, vision, mission and
corporate values reached the score of 3.78 on Likert scale.
Meanwhile, based on the result of employee satisfaction
survey conducted in all of the Company’s working areas
in cooperation with a third party in order to maintain
independency stated that employees were satisfied,
although there were still several factors which need
enhancement, such as career pattern.
The result is used as a measurement for the Company
in identifying to what extent its Human Capital feels
comfortable with the working environment. In establishing
its performance management pattern, the Company
always refers to measurable results through KPIs. In
the effort of improving Human Capital’s capability and
competency, the Company needs to immediately develop,
organize, and maintain employees database system; work
system and procedure, career pattern which stimulates
employees’ motivation to work; fair, transparent grading and
remuneration system; education and training system and
mechanism which support and stimulate Human Capital’s
technical and managerial skills in order to create a more
conducive working climate.
341
human Capital roadmap
Rencana kerja pengembangan Human Capital adalah
langkah-langkah yang akan dilaksanakan dalam periode
tahun 2011-2015 yang dijabarkan pada setiap tahun dan
untuk mencapai sasaran pada setiap akhir tahunnya. Di
dalam program peningkatan kualitas HC Angkasa Pura
Airports, disusun berdasarkan tema-tema tahunan, sebagai
berikut.
Diagram Peningkatan Kualitas Pegawai Angkasa Pura Airports
SustainableHigh
PerformanceHuman Capital
WORLD CLASSAIRPORT
COMPANY
HighPerformanceHuman Capital
HCQuality
AccelerationTransitionSystemEstablishmentRe
Positioning &ReStructuring
2011 2012 2013 2014 2015
Tema dan rencana peningkatan kualitas Human Capital
setiap tahunnya dijabarkan sebagai berikut :
2011 : rE-positioninG and rE-struCturinG,
Perseroan melakukan restrukturisasi organisasi
serta mendefinisikan kembali sistem pengelolaan/
pembinaan pegawai dan nilai-nilai perusahaan
selaras dengan arah reposisi dan restrukturisasi bisnis
perusahaan.
2012 : transition/systEm EstaBlishmEnt,
Perseroan melakukan migrasi dari Merit System ke
Human Capital Management System yang telah
dirumuskan di tahun 2011.
HuMAN CAPITAL rOADMAP
Human Capital development work plan contains the
measures to be implemented in the 2011-2015 period,
elaborated for each year in order to achieve the stipulated
goals at the end of a relevant year. The Human Capital quality
improvement program of Angkasa Pura Airports is prepared
based on annual themes as follows:
Chart of Angkasa Pura Airports’ employee Quality Improvement
The themes and plan for human capital quality improvement
for each year are elaborated as follows:
2011: rePOSITIONINg and reSTruCTurINg
The Company has conducted organizational
restructuring and redefining of employee
management/development as well as corporate
values in line with the direction of reposition and
restructuring of the company’s business.
2012: TrANSITION/SySTeM eSTABLISHMeNT
The Company has migrated from the merit system
to human capital management system which was
formulated in 2011.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
342 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
2013 : aCCElEration,
Perseroan melakukan percepatan peningkatan kinerja
pegawai sesuai Human Capital Management System.
2014 : hiGh pErformanCE human Capital,
Terwujudnya pegawai berkinerja tinggi yang memiliki
5 (lima) kompetensi wajib personil Angkasa Pura
Airports sebagai pilar utama pengelola “world class
airport company”, yakni :
1. Understanding of Airport Business.
2. Ability to Manage Change.
3. Ability to manage Culture.
4. Personnel Credibility.
5. Delivery of HR Best Practice.
2015 : sustainaBlE hiGh pErformanCE human
Capital,
Menjaga dan meningkatkan kinerja human capital
managemen system yang efektif untuk menghasilkan
pegawai berkinerja tinggi secara berkelanjutan/terus
menerus.
eksekusi Model Kelola SDM (human Capital management system)
execution of Human Capital Management System
REWARDMANAGEMENTNT
LEARNINGMANAGEMENTNT
performance
manaGemenT
TALENTMANAGEMENTNT
orGanizaTion manaGemenT
compeTency
manaGem
enT
DisTincT Jobprofile
human Capital manaGEmEnt systEm
2013 : ACCeLerATION
The Company performed acceleration in the employee
performance improvement in accordance with the
human capital management system.
2014 : HIgH PerfOrMANCe HuMAN CAPITAL
The actualization of high-performance employees
with 5 (five) mandatory competencies for Angkasa
Pura Airports’ personnel as the main pillar in the
management of the “world-class airport company”,
namely:
1. Understanding of Airport Business.
2. Ability to Manage Change.
3. Ability to Manage Culture.
4. Personnel Credibility.
5. Delivery of HR Best Practice.
2015 : SuSTAINABLe HIgH PerfOrMANCe HuMAN
CAPITAL
Maintaining and improving the effective performance
of human capital management system in order to
continuously produce high performance employees.
HuMAN CAPITAL MANAgeMeNT SySTeM
343
Human Capital Management System yang dikembangkan
oleh Angkasa Pura Airports meliputi rewards management,
talent management, dan learning management. Ketiga
sistem pengelolaan manajemen HC tersebut dikembangkan
selaras dengan organization management, performance
management, dan competency management.
Manajemen remunerasi (reward management)
Sistem yang berupa perumusan dan pelaksanaan strategi
dan kebijakan yang bertujuan untuk menghargai orang
secara adil, merata dan konsisten sehingga mampu
memotivasi pegawai untuk berperilaku produktif.
Manajemen Bakat (talent management)
Sistem yang bertujuan untuk mengidentifikasi, memilih,
menempatkan, mengembangkan, dan mempertahankan
karyawan berbakat untuk berkontribusi dan menambahkan
nilai-nilai perusahaan dalam rangka memenuhi peran
sumber daya manusia sebagai mitra bisnis strategis.
Manajemen Pembelajaran (learning management)
Kemampuan untuk menganalisis, merancang,
mengembangkan, menerapkan dan mengevaluasi strategi
untuk mengembangkan kompetensi karyawan dan
menjamin kemampuan mereka untuk memberikan hasil.
Manajemen Organisasi (organization management)
Proses perencanaan, pengkoordinasian dan pengontrolan
sumber daya dalam suatu entitas untuk mencapai sasaran
bersama secara efektif dan efisien sesuai dengan misi, visi
dan strategi.
Definisi Analisa Jabatan
Proses dari serangkaian kegiatan yang sistematis
dalam mengumpulkan, mengkatagorikan dan
mendokumentasikan, seluruh informasi yang relevan
tentang jabatan dalam kurun waktu tertentu.
Job description (distinct Job profile)
Dokumen yang menyediakan informasi yang komprehensif
dan relevan tentang jabatan (job) di dalam organisasi,
sebagai hasil dari proses analisa jabatan.
The Human Management System developed by Angkasa
Pura Airports consists of rewards management, talent
management, and learning management. The three Human
Capital management systems are manifested in organization
management, performance management, and competency
management.
reward Management
A system in the form of formulation and implementation of
strategy and policy aimed at appreciating people equitably,
evenly, and consistently so as to motivate employees to
behave productively.
Talent Management
A system aimed at identifying, selecting, placing, developing,
and retaining talented employees as the candidates for
making contribution and adding corporate values in the
context of fulfilling the role of human resources as strategic
business partner.
Learning Management
The ability to analyze, design, develop, implement, and
evaluate strategy for developing employees’ competency
and ensuring their capacity to yield.
Organization Management
The process of resources planning, coordination, and control
in an entity in order to achieve common goals effectively and
efficiently in accordance with its mission, vision, and strategy.
Job Analysis Definition
The process of a series of systematic activities in collecting,
categorizing, and documenting all relevant information on a
job within a specific time frame.
Job Description (Distinct Job Profile)
A document which provides comprehensive, relevant
information on a job within an organization as the result of
job analysis process.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
344 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Manajemen Kompetensi (Competency management)
Merupakan sub sistem penting didalam human capital
management system yang digunakan oleh organisasi
untuk memetakan, mengorganisir aset perusahaan berupa
kompetensi (pengetahuan, keterampilan, dan prilaku) yang
dibutuhkan dan dimiliki oleh karyawannya.
Manajemen Kinerja (Performance Management)
Merupakan sub sistem penting didalam human capital
management system yang digunakan oleh organisasi
untuk merencanakan, mengorganisasikan, mendorong dan
mengevaluasi kinerja karyawannya.
Untuk mencapai sasaran dan target dalam pengembangan
Human Capital, manajemen memandang perlu menetapkan
beberapa kebijakan yang akan dipergunakan dalam
pelaksanaan pengembangan SDM tahun 2009-2013.
Kebijakan tersebut meliputi :
a. Rekrutmen dan Seleksi berbasis kompetensi.
b. Pengembangan Personil dan Karir berdasarkan
kompetensi dan kinerja.
c. Remunerasi terutama berdasarkan pay for performance.
d. Penilaian kinerja secara terukur dan terkait terkait antara
KPI Individu, unit kerja & korporat.
e. Otomatisasi fungsi-fungsi Administrasi Personil.
f. Reward berdasarkan kinerja.
g. Pemberhentian pegawai (Pensiun normal, MPP, atas
permintaan/tidak atas permintaan sendiri).
h. Harmonisasi Hubungan Industrial.
i. Revitalisasi Budaya Perusahaan dan Penyempurnaan
Organisasi.
j. Penerapan role model kepemimpinan.
struktur pEnGElola human Capital sErta
traininG and dEvElopmEnt
Pengelolaan HC Angkasa Pura Airports dijalankan oleh
Human Capital Group yang dipimpin oleh Drs. Purwanto,
MM sebagai Human Capital Group Head, tanggung jawab
utama Human Capital Group adalah melakukan kegiatan
pengelolaan sumber daya manusia di PT Angkasa Pura I
(Persero). Sedangkan Pengelolaan kegiatan Training dikelola
oleh Training and Development Group yang dipimpin oleh
Cecep Marga Sonjaya, S.S.iT, SE, MM, tanggung jawab utama
Training and Development Group adalah melakukan kegiatan
terkait Training di lingkungan Angkasa Pura Airports.
Competency Management
An important subsystem in the human capital management
system used by an organization for mapping and organizing
company assets in the form of competency (knowledge, skill,
and behavior) required and owned by its employees.
Performance Management
An important subsystem in the human capital management
system used by an organization for planning, stimulating,
and evaluating the performance of its employees.
In order to achieve the goals and targets of Human Capital
development, the management considers it necessary
to stipulate several policies which will be used in the
implementation of Human Capital development in 2009-
2013. The policies consist of:
a. Competency-based recruitment and selection.
b. Personnel and Career development based on
competency and performance.
c. Remuneration which is mainly based on pay-for-
performance.
d. Measured performance assessment with
interrelationship between individual, work unit, and
corporate KPIs.
e. Automation of Personnel Administration functions.
f. Performance-based reward.
g. Termination of employment (normal retirement, pre-
retirement period, voluntary/involuntary resignation).
h. Harmonization of Industrial Relations.
i. Revitalization of Corporate Culture and Organization
Enhancement.
j. Implementation of role model in leadership.
MANAgeMeNT STruCTure Of HuMAN CAPITAL AND
TrAININg AND DeveLOPMeNT
The Human Capital management at Angkasa Pura Airports
is executed by Human Capital Group led by Drs. Purwanto,
MM as Human Capital Group Head, in which the main
responsibility of Human Capital Group is implementing
human resources management activities at PT Angkasa
Pura I (Persero). Meanwhile, training activities are managed
by Training and Development Group led by Cecep Marga
Sonjaya, S.S.iT, SE, MM, in which the main responsibility of
Training and Development Group is implementing Training-
related activities in the environment of Angkasa Pura
Airports.
345
human Capital group terdiri dari:
1. Organization Development and Change Management
Departement
Memastikan tercapainya efektivitas organisasi dan
terciptanya budaya Perusahaan yang solid melalui
pengelolaan kegiatan organization development,
performance management dan change management
yang efektif guna mendukung tercapainya kepuasan
pegawai atas pelayanan human capital berdasarkan
Rencana Kerja dan Anggaran Perusahaan (RKAP).
2. Compensation and Industrial Relation Departement
Memastikan tercapainya indeks kepuasan pegawai
terhadap aspek compensation dan hubungan industrial
melalui pengelolaan kegiatan compensation and
HuMAN CAPITAL ANd GeNeRAL AffAIRdrs. daan Achmad, MM
HuMAN CAPITAL GRouPPurwanto, drs., M.M.
TRAINING ANd deveLoPMeNT GRouPCecep M.S S.SiT, Se, MM
oRGANIzATIoN deveLoPMeNT ANd CHANGe
MANAGeMeNT dePARTMeNT
Imron Qodari, S.e., M.M.
CAReeR ANd TALeNT MANAGeMeNT dePARTMeNT
I Ketut Putra Gusnantha
CoMPeNSATIoN ANd INduSTRIAL
ReLATIoN dePARTMeNT
Alip Nugroho
TRAINING ModuLe deveLoPMeNT
dePARTMeNT HeAd
Sri Siswati
TRAINING fACILITIeS dePARTMeNT HeAd
I B Kt Juliadnyana
TRAINING MANAGeMeNT
dePARTMeNT HeAd
Barata Singgih Riwahono
Human Capital group consists of:
1. Organization Development and Change Management
Department
Ensuring the achievement of effectiveness of the
organization and establishment of a solid Corporate
culture through the management of effective activities
in the fields of organization development, performance
management, and change management in order to
support the achievement of employee satisfaction of
human capital service based on the Company Work
Plan and Budget.
2. Compensation and Industrial Relation Department
Ensuring the achievement of employee satisfaction
index in terms of the compensation and industrial
relations aspects through the management of effective
activities in the fields of compensation and benefit,
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
346 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
benefit, industrial relation, corporate doctor, paramedic
dan Panitia Pembinaan dan Pemeriksaan Pelanggaran
Disiplin Pegawai (P4DP) yang efektif guna mendukung
tercapainya kepuasan pegawai atas pelayanan Human
Capital berdasarkan Rencana Kerja dan Anggaran
Perusahaan (RKAP).
3. Career and Talent Management Departement
Memastikan terimplementasinya kebijakan career and
talent management melalui pengelolaan kegiatan
career and talent management, recruitment, individual
assesment dan Human Capital Information System
(HCIS) administration yang efektif guna mendukung
tercapainya kepuasan pegawai atas pelayanan human
capital berdasarkan Rencana Kerja dan Anggaran
Perusahaan (RKAP).
training and development Group head
Memastikan tersedianya kebijakan dan strategi training and
development melalui pengelolaan kegiatan training module
development, training management dan training facilities
guna mendukung tercapainya Customer Satisfaction Index
(CSI), peningkatan pendapatan, dan kepedulian terhadap
lingkungan berdasarkan Rencana Kerja dan Anggaran
Perusahaan (RKAP).
LINgKuP HuMAN CAPITAL MANAgeMeNT
Training and Development Group Head terdiri
1. Training Module Development Department
2. Training Management Department
3. Training Facilities Department
orGaniZation dEvElopmEnt and ChanGE
manaGEmEnt
Perusahaan sanantiasa menyesuaikan dengan dinamika dan
perkembangan bisnis. Dari sisi organisasi, dinamika bisnis ini
dilakukan penyelarasan-penyelarasan struktur dan Distinct
Job Profile (DJP). Implementasi perubahan-perubahan
struktur akibat adanya penyelarasan dilaksanakan dengan
memperhatikan kaidah-kaidah perubahan yang terukur dan
terkendali.
SISTeM MANAJeMeN KINerJA PegAWAI
Perusahaan menerapkan Sistem Manajemen Kinerja atau
Performance Management System (PMS) berdasarkan
industrial relations, corporate doctor, paramedic as
well as the Committee for Coaching and Investigation
of Breaches of Discipline by Employees (P4DP) in order
to support the achievement of employee satisfaction
of human capital service based on the Company Work
Plan and Budget.
3. Career and Talent Management Department
Ensuring the implementation of career and talent
management activities through the management
of effective activities in the field so career and talent
management, recruitment, individual assessment,
and Human Capital Information System (HCIS)
administration in order to support the achievement of
employee satisfaction of human capital service based
on the Company Work Plan and Budget.
Training and Development group Head
Ensuring the availability of training and development policy
and strategy through activities in the fields of training
module development, training management, and training
facilities in order to support the achievement of Customer
Satisfaction Index (CSI), revenue increase, and environmental
concern based on the Company Work Plan and Budget.
SCOPe Of HuMAN CAPITAL MANAgeMeNT
Training and Development Group Head terdiri
1. Training Module Development Department
2. Training Management Department
3. Training Facilities Department
OrgANIzATION DeveLOPMeNT AND CHANge
MANAgeMeNT
Sanantiasa company adapts to the dynamics and business
development. In terms of organization, the dynamics of
the business carried alignment-alignment structures and
the Distinct Job Profile (DGT). Implementation of structural
changes due to be implemented with due regard to
the alignment of the rules changes are measurable and
controllable.
eMPLOyee PerfOrMANCe MANAgeMeNT SySTeM
The Company implements the Performance Management
System (PMS) pursuant to Decision of the Board of
347
Keputusan Direksi No. KEP 70/OM. 02.05/2013 tanggal 1 Juli
2013. Sistem Manajemen Kinerja adalah sistem pengelolaan
kinerja individu dalam jangka waktu tertentu sebagai upaya
memastikan agar unit kerja dan individu dapat bekerjasama
secara optimum dalam pencapaian target perusahaan
melalui perencanaan, pengorganisasian dan evaluasi kinerja
pegawai.
Siklus Sistem Manajemen Kinerja dilaksanakan setiap 6
(enam) bulan sekali atau semesteran. Dalam setiap siklus
terdapat 3 (tiga) tahap kegiatan, yaitu :
a. Perencanaan kinerja (planning);
Adalah tahapan untuk membuat kesepakatan antara
pejabat penilai dengan pegawai yang dinilai dalam
menetapkan sasaran kinerja individu yang diharuskan
merupakan penjabaran/turunan (cascading) dari
rencana kinerja perusahaan, rencana kinerja unit kerja
(achievement goal) dan rencana pengembangan diri
pegawai.
Perusahaan telah menetapkan strategi jangka panjang
ke dalam Rencana Jangka Panjang Perusahaan
(RJPP), kemudian pelaksanaannya dijabarkan dalam
program-program kerja perusahaan (RKAP) serta
diimplementasikan dalam Kontrak Manajemen di
setiap direktorat.
b. Monitoring (tracking &coaching);
Adalah proses pemantauan dan pencatatan atas
perkembangan pencapaian kinerja dari komponen
Achievement Goal dan Learning Goal yang berlangsung
secara terus menerus selama satu siklus sehingga
terpantau dan menjamin tersedianya dokumen
pendukung pencapaian kinerja. Hal ini berguna bagi
bagi atasan dalam melakukan pembinaan kepada
bawahannya untuk mencapai sasaran kinerja baik unit
kerja maupun individu yang telah disepakati pada
tahap perencanaan.
c. Evaluasi (evaluation);
Adalah tahapan penilaian individu dalam 1 (satu) siklus
dengan cara membandingkan pencapaian sasaran
kinerja individu dengan rencana kinerja individu yang
telah disepakati pada saat perencanaan dalam satu
siklus.
Directors No. KEP 70/OM.02.05/2013 dated July 1, 2013.
The Performance Management System is a system for
managing individual performance within a specific period in
the effort of ensuring that work unit and the individual can
cooperate optimally in the achievement of company’s target
through employee performance planning, organization, and
evaluation.
The Performance Management System cycle is conducted
on a half-yearly basis or once every 6 (six) months. There are
3 (three) phases of activities in each cycle, namely:
a. Performance planning:
The phase in which agreement is made between
the assessing officer and the assessed employee in
stipulating individual performance targets which
must be an elaboration/a cascading of the Company’s
performance plan, work unit’s performance plan
(goal achievement) and the employee’s personal
development plan. The Company has stipulated its
long-term strategy in the Company Long-Term Plan, and
its implementation is elaborated in the company’s work
programs (the Company Work Plan and Budget), which
are subsequently implemented in the Management
Contract for each directorate.
b. Monitoring (tracking &coaching):
The process of monitoring and recording of the
development in performance achievement of the
components of Achievement Goal and Learning
Goal which is conducted on an ongoing basis for one
cycle, in order to monitor and ensure the availability of
performance achievement supporting documents. This
is useful for superiors in performing coaching to their
subordinates in order to achieve the performance goals,
at the work unit level as well as individual level, which
have been stipulated in the planning phase.
c. Evaluation
The phase for assessing individual performance in 1
(one) cycle by comparing the achievement of individual
performance goals to the individual performance plan
agreed upon during the planning in one cycle.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
348 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Komponen dan bobot dalam sistem manajemen kinerja
pegawai adalah sebagai berikut :
Achievement Goal adalah target pencapaian hasil kerja yang
merupakan penjabaran dari Key Performance Indicator (KPI)
korporat dan unit kerja yang memuat perencanaan kinerja
yang akan diukur dan kriteria rating yang akan digunakan
untuk melakukan penilaian kinerja. Sistem penilaian untuk
komponen Achievement Goal adalah single rater yaitu
penilaian berasal dari atasan langsung.
Learning Goal adalah target pencapaian pengembangan
kompetensi teknis pegawai. Sistem penilaian untuk
komponen Learning Goal adalah single rater yaitu penilaian
berasal dari atasan langsung dengan memperhatikan hasil
asessmen terakhir.
Behavioral Goal adalah target pencapaian pengembangan
kompetensi perilaku pegawai. Pencapaian target learning
goal dan behavioral goal diukur dari usaha perbaikan yang
dilakukan oleh pegawai yang dinilai. Sumber kebutuhan
pengembangan kompetensi teknis dan perilaku dapat
KOMPONeN BOBOT
Goal (target) a. Achievement Goal (Target Pencapaian Hasil Kerja) 50%
b. Learning Goal (Kompetensi Teknis) 20%
Perilaku (Behaviour) a. Corporate Value Commitment (Nilai-nilai perusahaan) 10%
b. Behavioral Competency (Kompetensi Non Teknis) 15%
The components and weight in the employee performance
management system are as follows:
Achievement Goal is the work result achievement target
which is an elaboration of corporate and work unit’s
Key Performance Indicators (KPIs) which contains the
performance planning to be measured and the rating
criteria to be used in conducting performance assessment.
The assessment system used for the Achievement Goal
component is the single rater assessment system, in which
assessment is made by direct superior.
Learning Goal is the target for achievement in employee’s
technical competency development. The assessment system
used for the Learning Goal component is the single rater
assessment system, in which assessment is made by direct
superior by considering the last assessment’s result.
Behavioral Goal is the target for achievement in employee’s
behavioral competency development. The achievement
of learning goal and behavioral goal targets are measured
from the efforts of improvement made by the assessed
employee. One possible source of technical and behavioral
Tahapan Siklus Sistem Manajemen Kinerja
Phases of Performance Management System’s Cycle
Monitoring(Tracking and
Coaching)
evaluasi(evaluation)
Perencanaan Kinerja
(Planing)
349
berasal dari hasil asesmen kompetensi yaitu dari gap atau
selisih antara level kompetensi teknis yang dipersyaratkan
dalam model kompetensi suatu pemangku jabatan dengan
level kompetensi teknis yang dimiliki oleh pegawai yang
dinilai, atau bersumber dari laporan permasalahan unit kerja,
visi, misi, nilai-nilai dan strategi perusahaan, implementasi
sistem, job description, penilaian kinerja, dan catatan
karyawan.
Corporate Value Commitment adalah tingkat komitmen
pegawai dalam menjalankan perilaku yang sesuai dengan
nilai-nilai perusahaan yaitu Sinergi, Adaptif, Terpercaya dan
Unggul (SATU). Sistem penilaian untuk komponen behavioral
competency dan corporate value commitment adalah multi
rater yaitu penilaian tidak hanya berasal dari atasan langsung
melainkan dari unsur lainnya yaitu diri sendiri, rekan sekerja,
dan bawahan disesuaikan dengan kelompok jabatan
masing-masing pegawai.
CompEnsation and industrial rElation
reMuNerASI
Pura Airports memberikan paket remunerasi yang kompetitif
sesuai dengan peraturan yang berlaku, tujuan dari Angkasa
pemberian remunerasi adalah untuk mempertahankan
keberadaan pegawai dalam jangka panjang dan tercapainya
tujuan Perseroan.
Remunerasi Pegawai Angkasa Pura Airports secara garis
besar terbagi menjadi 2, yaitu:
I. Kesejahteraan Pegawai di masa aktif:
JeNIS KeSeJAHTerAAN
TYPE OF WELFAREKeTerANgAN DeSCrIPTION
A. Penghasilan
Bulanan
A. Monthly Income
Terdiri dari;
1. Gaji Pokok;
2. Tunjangan Istri/Suami;
3. Tunjangan Anak;
4. Tunjangan Perusahaan;
5. Tunjangan Pangan;
6. Insentif Prestasi;
7. Tunjangan Kemahalan;
8. Tunjangan Transport;
9. Tunjangan Jabatan;
10. Tunjangan Mobilitas.
Consisting of:
1. Basic Salary;
2. Spouse Allowance;
3. Children Allowance;
4. Company Allowance;
5. Food Allowance;
6. Performance Incentive;
7. Cost of Living Allowance;
8. Transportation Allowance;
9. Functional Allowance;
10. Mobility Allowance.
competency development requirement is the competency
assessment result, namely the gap or difference between the
level of technical competency required in the competency
model of a job holder and the level of technical competency
owned by the assessed employee, or it may be sources from
the report on work unit issues, vision, mission, corporate
values and strategy, system implementation, job description,
performance assessment, and employee record.
Corporate Value Commitment is the level of employee’s
commitment in implementing behavior which is consistent
with the corporate values, namely Synergy, Adaptive,
Trusted, and Superior (SATU). The assessment system for the
behavioral competency and corporate value commitment
components is the multi rater assessment system, in which
assessment does not only come from direct superior but
also from other elements, namely the employee himself/
herself, co-workers, and subordinates, in accordance with
the position group of each employee.
COMPeNSATION AND INDuSTrIAL reLATIONS
reMuNerATION
Angkasa Pura Airports provides a competitive remuneration
package in accordance with the applicable regulation,
in which the objective of provision of remuneration is to
maintain an employee’s existence in the long run and to
achieve the Company’s objective.
In an outline, the remuneration of Angkasa Pura Airports’
employees is divided into 2, namely:
I. Employee’s Welfare during the active service period:
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
350 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
JeNIS KeSeJAHTerAAN
TYPE OF WELFAREKeTerANgAN DeSCrIPTION
B. Penghasilan
Tahunan
B. Annual Income
Terdiri dari;
1. Bantuan sewa rumah;
2. Tunjangan cuti tahunan;
3. Tunjangan pendidikan anak sekolah;
4. Tunjangan hari raya;
5. Bonus;
6. Seragam dinas.
Consisting of:
1. Rental assistance;
2. Annual leave allowance;
3. Children’s education allowance;
4. Religious holiday allowance;
5. Bonus;
6. Service uniform.
C. Pemeliharaan
Kesehatan
C. Health Care
Terdiri dari;
1. Rawat Jalan;
2. Rawat Inap;
3. Pelayanan Khusus, meliputi:
• Alat bantu baca;
• Pengobatan dan perawatan gigi;
• Alat bantu dengar;
• Prothesa anggota gerak;
• Prothesa mata
Consisting of:
1. Outpatient;
2. Inpatient;
3. Special services, consisting of:
• Readingaid;
• Dentaltreatmentandcare;
• Hearingaid;
• Limbprosthesis;
• Ocularprosthesis.
D. Penghasilan
sesuai kondisi
dan waktu
tertentu
D. Income based
on certain
conditions and
periods
Terdiri dari:
1. Tunjangan perumahan, diberikan kepada
pegawai yang berhenti karena pensiun dan
Pegawai yang telah bekerja secara terus
menerus di Perusahaan selama 20 tahun;
2. Penghargaan Pengabdian;
3. Bantuan uang makan, diberikan untuk
setiap hari yang dibayarkan menurut daftar
hadir Pegawai;
4. Bantuan untuk menunaikan ibadah
keagamaan, diberikan kepada Pegawai
yang telah bekerja minimal 10 tahun yang
memenuhi syarat dan ketentuan yang
ditetapkan Perseroan;
5. Tunjangan pelaksana tugas sementara,
diberikan untuk Pegawai yang ditunjuk
sebagai Pelaksana Tugas Sementara (PTS)
dalam jabatan struktural atau fungsional
sekurang-kurangnya 10 (sepuluh) hari kerja
secara terus menerus;
6. Tunjangan PPH. 21, diberikan sesuai dengan
ketentuan perpajakan yang berlaku;
Consisting of:
1. Housing allowance, provided to employees
whose employment have been terminated
due to retirement and employees who have
worked at the Company uninterruptedly for 20
years;
2. Service Award;
3. Meal allowance, provided for each day paid based
on Employee’s attendance list;
4. Religious service assistance, provided to
Employees with the service period of at least
10 years at the Company who fulfill the terms
and conditions stipulated by the Company;
5. Acting officer allowance, provided to an
Employee who is appointed as Acting Officer
in a structural or functional position for at least
10 (ten) working days uninterruptedly;
6. Article 21 Income Tax Allowance, provided in
accordance with the applicable tax provisions;
351ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
JeNIS KeSeJAHTerAAN
TYPE OF WELFAREKeTerANgAN DeSCrIPTION
7. Sumbangan kelahiran, diberikan bagi
persalinan ke-1 dan ke-2 sebesar 50% dari
paket gaji;
8. Sumbangan kematian dan bencana alam;
9. Bantuan kepada pegawai yang mengalami
musibah, diberikan untuk Pegawai yang
mengalami musibah karena istri/suami,
orang tua, mertua, anak atau Pegawai yang
bersangkutan meninggal dunia;
10. Insentif kehadiran di Hari Raya, diberikan
kepada Pegawai yang bekerja pada saat
hari raya keagamaan pegawai yang
bersangkutan;
11. Insentif pendidikan dan pelatihan;
12. Tunjangan telepon genggam, diberikan
kepada pejabat structural sebagai uang
pengganti pesawat telepon genggam yang
besarannya diatur berdasarkan jabatan;
13. Tunjangan Pulsa telepon genggam,
diberikan kepada Pejabat Struktural yang
besarannya diatur berdasarkan jabatan.
Selain kepada Pejabat Struktural, Tunjangan
Pulsa Telepon Genggam juga diberikan
kepada Protokoler Perseroan;
14. Tunjangan Pulsa Rumah, diberikan kepada
Pejabat Struktural sebagai uang pengganti
pulsa telepon rumah yang besarannya
diatur berdasarkan jabatan;
15. Tunjangan Lisensi dan Rating, diberikan
kepada Pegawai Operasional yang memiliki
lisensi yang masih berlaku dan masa aktif
bekerja sesuai dengan lisensi yang dimiliki;
16. Premi Lembur Pegawai, diberikan kepada
Pegawai yang melaksanakan lembur yang
besarannya diatur berdasarkan kelas perjam
7. Contribution for childbirth, provided for the
first and second childbirths in the amount of
50% of salary package;
8. Contribution for death and natural disaster victims;
9. Contribution for bereavement, provided to
an Employee who is bereaved because his/
her spouse, parent, parent-in-law, or child has
passed away or if the Employee concerned has
passed away;
10. Incentive for attendance on a Religious
Holiday, provided to an Employee who comes
to work on a religious holiday of the employee
concerned;
11. Education and training incentive;
12. Mobile phone allowance, provided to
structural officers as reimbursement of
a mobile phone, the amount of which is
regulated based on the employee’s position;
13. Mobile phone credit allowance, provided
to Structural Officers, the amount of which
is regulated based on the position. Besides
Structural Officers, the Mobile Phone Credit
Allowance is also used to the Company’s
Protocol;
14. Fixed Phone Credit Allowance, provided
to Structural Officers as reimbursement for
fixed phone credit, the amount of which is
regulated based on an employee’s position;
15. License and Rating Allowance, provided to
Operational Staffs with valid license and an
active service period in accordance with the
license owned;
16. Employee’s Overtime Premium, provided to
Employees who work overtime, the amount of
which is regulated based on class of profession
and calculated by hours.
352 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
II. Kesejahteraan Pegawai di masa pensiun:
JeNIS KeSeJAHTerAANTYPE OF WELFARE
KeTerANgAN DeSCrIPTION
A. Manfaat Pensiun
A. Pension Benefit
1. Bagi Pegawai yang masuk sebelum 1
Januari 2011, Perseroan memberikan
manfaat pensiun melalui DAPENRA
(Dana Pensiun Angkasa Pura I)
dengan Program yang bernama
Program Pensiun Manfaat Pasti
(PPMP);
2. Bagi Pegawai yang masuk setelah 1
Januari 2011, Perseroan memberikan
manfaat pensiun melalui DPLK (Dana
Pensiun Lembaga Keuangan) BNI
dengan program yang bernama
Program Pensiun Iuran Pasti.
1. For Employees who joined the
Company prior to January 1, 2011, the
Company provides pension benefit
through DAPENRA (Angkasa Pura I
Pension Fund) with the Program called
Defined Benefit Pension Program;
2. For Employees who joined the
Company after January 1, 2011, the
Company provides pension benefit
through BNI’s Financial Institution
Pension Fund with the program called
Defined Contribution Pension Fund.
B. Manfaat Tunjangan
Hari Tua
B. Old Age Allowance
Benefit
Diberikan oleh Perusahaan saat
Pegawai memasuki usia pensiun yang
pengelolaannya dilaksanakan oleh
YAKKAP I (Yayasan Kesejahteraan
Karyawan Angkasa Pura I) sesuai Masa
Kerja Pegawai, Gaji Pokok, dan Jumlah
Keluarga sebagaimana yang tercantum
pada SK Pensiun.
Provided by the Company when an
Employee reaches the retirement age,
the management of which is conducted
by YAKKAP I (Angkasa Pura I Employee
Welfare Foundation) in accordance with the
Employee’s Service Period, Basic Salary, and
Number of Family Members as stated in the
Retirement Decree.
C. Pemeliharaan
Kesehatan Pensiunan
C. retiree’s Health Care
Diberikan kepada Pensiunan beserta
keluarga yang tercantum pada SK dan
dikelola oleh YAKKAP I, berupa biaya rawat
inap per orang per tahun sesuai dengan
ketentuan perusahaan
Provided to Retirees and their family
members as stated in the Decree and
managed by YAKKAP I, in the form of
inpatient expenses per person per year as
per the Company’s provisions.
D. Manfaat Jaminan Hari
Tua
D. Old Age Security
Benefit
Dikelola oleh PT Jamsostek, yang berupa:
1. Jaminan Hari Tua (JHT),
2. Jaminan Kematian
3. Jaminan Kecelakaan Kerja (JKK)
Managed by PT Jamsostek, in the form of:
1. Old Age Security
2. Death Security
3. Work-Related Accident Security.
II. employee’s Welfare in the retirement period:
353
reKruTMeN HuMAN CAPITAL
Dalam rangka memenuhi standar formasi jabatan seiring
dengan pertumbuhan Perseroan, pada 2013 Angkasa Pura
Airports telah melaksanakan proses rekrutmen dan seleksi
guna mengisi formasi pegawai. Proses rekrutmen pegawai
yang dilakukan terdiri dari tahapan-tahapan sebagai berikut.
1. Pengumuman melalui web dan papan pengumuman
di kantor cabang
2. Seleksi Administrasi
3. Tes Kemampuan Umum
4. Psikotest (Paper and Pencil Test)
5. Wawancara Psikolog
6. Wawancara oleh Manajemen
7. Tes Kesehatan yang meliputi cek laboratorium dan cek
fisik
8. Pengumuman Hasil Akhir
SKeMA reKruTMeN PegAWAI
1 PENGUMUMAN 2 SELEKSI ADMINISTRASI 3 TES KEMAMPUANUMUM
7TES KESEHATAN1. CEK LABORATORIUM2. CEK FISIK 8 HASIL AKHIR
PSIKOTEST(PAPER & PENCIL TEST)
WAWANCARA(PSIKOLOGI)
WAWANCARA OLEHMANAGEMENT 456
HuMAN CAPITAL reCruITMeNT
In order to fulfill the standard of formation of positions in line
with the Company’s growth, in 2013, Angkasa Pura Airports
has implemented the recruitment and selection process
for fulfilling the formation of employees. The implemented
employee recruitment process consists of the following
phases:
1. Announcement on the website and announcement
board at branch offices
2. Administrative Selection
3. General Aptitude Test
4. Psychological Test (Paper-Based Test)
5. Interview by a Psychologist
6. Interview by the Management Team
7. Health examination which consists of laboratory test
and physical examination
8. Final Result Announcement
eMPLOyee reCruITMeNT SCHeMe
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
354 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
talEnt manaGEmEnt
PeNgeMBANgAN KArIr
Seperti dalam pelaksanaan rekrutmen, seluruh HC Perseroan
berkesempatan untuk memperoleh jabatan dan karir
tertinggi berdasarkan kompetensi dan skill yang dimiliki.
Setiap pegawai memiliki kesempatan yang setara dalam
mengembangkan karir hingga jabatan tertinggi berdasarkan
kemampuannya. Perusahaan mengatur persamaan hak
pegawai, antara lain dalam hal sistem remunerasi, hak
pelatihan dan pengembangan karir. Pengembangan
karir yang dilakukan Perseroan berbasis kompetensi dan
diterapkan dengan melaksanakan asesmen kompetensi
pegawai.
Perseroan juga telah melakukan pengembangan karir dan
kebutuhan operasional Perseroan dengan merealisasikan
Program Penataan dan Optimalisasi HC berdasarkan
Perhitungan Analisa Beban Kerja untuk menentukan formasi
HC.
LINgKuP traininG and dEvElopmEnt manaGEmEnt
CEntEr for ExCEllEnCE
Perseroan berpendapat bahwa program pendidikan dan
pelatihan memegang peran penting untuk mengembangkan
potensi setiap pegawai agar menjadi individu yang kreatif
dan dinamis serta memiliki rasa tanggung jawab terhadap
tugas-tugasnya. Melalui program pendidikan dan pelatihan,
setiap pegawai juga akan memupuk rasa kebersamaan
dan membentuk kerja sama tim yang solid dan saling
menguntungkan diantara pegawai.
Di sisi lain, SDM merupakan aset penting yang harus
dikembangkan dan ditingkatkan nilainya melalui pendidikan
dan pelatihan. Dengan demikian, karena sifatnya yang dapat
dilipatgandakan, SDM dapat menjadi Human Capital yang
menganggap bahwa manusia adalah suatu bentuk capital
atau barang modal seperti tanah, gedung, mesin, dan
sebagainya. Human Capital juga dapat didefinisikan sebagai
jumlah total dari pengetahuan, skill dan kecerdasan yang
ada di lingkungan bisnis.
TALeNT MANAgeMeNT
CAreer DeveLOPMeNT
As in the implementation of recruitment process, all of the
Company’s Human Capital has the opportunity to achieve
the highest position and career based on the competency
and skill they own. Each employee has equal opportunity in
developing his/her career up to the highest position based
on his/her capacity. The Company regulates the equality of
employees’ rights, among others, in terms of remuneration
system, training entitlement, and career development.
Career development implemented by the Company is
based on competency and implemented by conducting
assessment on employee’s competency.
The Company has also implemented career development
and operational requirement through the realization of
Human Capital Structure and Optimalization Program based
on Workload Analysis in order to determine HC formation.
SCOPe TrAININg AND DeveLOPMeNT MANAgeMeNT
CeNTer fOr eXCeLLeNCe
The Company is of the opinion that education and training
program plays an important role for developing the potential
of each employee in order to become a creative, dynamic
individual who has a sense of responsibility for his/her duties.
Through education and training program, each employee
will also develop the sense of belonging and establish solid,
mutually beneficial teamwork among employees.
On the other hand, Human Resources are important assets
which must be developed and their value must be increased
through education and training. Therefore, due to its
duplicable nature, Human Resources can become Human
Capital, in which human beings are considered a form of
capital good like land, building, machinery, etc. Human
capital can also be defined as the total sum of knowledge,
skill, and intelligence found in the business environment.
355
Pengelolaan SDM melalui pendidikan dan pelatihan
senantiasa bertujuan untuk membentuk SDM berkualitas
berkelas dunia dalam industri kebandarudaraan. SDM
yang berkualitas akan memberikan pelayanan terbaik yang
berstandar internasional sebagai wujud atas visi Perseroan
untuk menjadi salah satu dari sepuluh perusahaan pengelola
bandar udara terbaik di Asia.
Perseroan memandang bahwa SDM memiliki peran
penting sebagai penggerak roda bisnis Perseroan secara
berkelanjutan. Untuk itu, upaya inovatif yang dilakukan
adalah dengan mendirikan Center for Excellence (CfE)
yang diresmikan pada tahun 2011 sebagai wadah untuk
membentuk SDM berkualitas dari sisi pengetahuan,
wawasan, serta keterampilan di lingkungan Perseroan.
CfE merupakan dampak positif dari tingkat persaingan
industri penerbangan yang semakin meningkat, sehingga
diperlukan upaya-upaya inovatif yang senantiasa bertujuan
untuk menjadi perusahaan yang berkesinambungan dan
kompetitif. CfE dikembangkan untuk menjawab tantangan
dunia kebandarudaraan masa depan. CfE akan menjadi
pusat pelatihan SDM kebandarudaraan dengan penerapan
standar pelatihan internasional.
Pengembangan yang dilakukan Perseroan terhadap
lembaga pelatihan dan pengembangan CfE mengacu pada
konsep yang dimiliki oleh salah satu bandara terbaik di dunia
yaitu Incheon International Airport Corporation (IIAC), Korea
Selatan. Incheon memiliki salah satu kampus pelatihan
SDM bidang kebandarudaraan terbaik dan terdepan di
dunia, Incheon Airports Human Resources Academy. Selain
itu, CfE juga bekerja sama dengan Dunamis yang memiliki
lisensi Franklin Covey dan lembaga pelatihan lain yang
bertaraf internasional. Pada 2013 Center for Excellence
Angkasa Pura Airports telah mendapatkan akreditasi dari
Direktorat Jenderal Perhubungan Udara untuk dapat
menyelenggarakan sendiri diklat Aviation Security (Basic,
Junior, Senior), PKP-PK (Basic, Junior, Senior), dan Salvage.
Secara berkesinambungan CfE baik itu selaku penyelenggara
maupun menjalin kerjasama dengan lembaga lain
menyelenggarakan berbagai pendidikan dan pelatihan
yang meliputi program mandatory (antara lain aviation
security, rescue and fire fighting, salvage, technical competency
Human Resources management through education and
training is always aimed at creating Human Resources
with world-class quality in airport industry. High-quality
Human Resources will provide the best service at the
international standard as a manifestation of the Company’s
vision of becoming one of the top ten airport management
companies in Asia.
From the Company’s point of view, Human Resources play
an important role as the sustainable driver of the Company’s
business activities. For that purpose, the Company made an
innovative effort by establishing the Center for Excellence
(CfE), which was inaugurated in 2011, as a forum for creating
high-quality Human Resources in terms of knowledge,
insight, and skill in the Company’s environment.
CfE is a positive impact of the tightening competition in the
aviation industry, so that it is necessary to have innovative
efforts with the objective of becoming a sustainable,
competitive company. CfE is developed to respond to future
challenges in the airport industry. CfE will serve as training
center for airport Human Resources through the application
of international training standards.
The development implemented by the Company through
CfE as an education and training institution refers to the
concept used by one of the world’s best airports, namely
Incheon International Airport Corporation (IIAC), South
Korea. Incheon has one of the best and most prominent
Human Resources training campuses in the world in the
field of airport, namely Incheon Airports Human Resources
Academy. In addition, CfE also cooperates with Dunamis,
which holds a license from Franklin Covey and other
international training institutions. In 2013, the Center for
Excellence of Angkasa Pura Airports has been accredited
by the Directorate General of Air Transportation in order
to organize its own education and training in the field of
Aviation Security (Basic, Junior, Senior), Flight Accident
Rescue and Fire Fighting (Basic, Junior, Senior), and Salvage.
On an ongoing basis, CfE, either as sole organizer or in
cooperation with other institutions, organizes various
education and training programs which consist of mandatory
programs (among other things, aviation security, rescue and
fire fighting, salvage, technical competency certification,
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
356 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
certification, dll), kepemimpinan (leardership), teknis bidang
(antara lain finance, legal, risk management, auditor, human
capital, dll), dan pelatihan pra purnabakti pegawai.
KOMPeTeNSI HuMAN CAPITAL
Perseroan berkomitmen untuk mengembangkan dan
mendidik pegawai secara berkesinambungan sebagai
salah satu kunci menjaga kualitas kinerja. Perseroan telah
melakukan pengembangan SDM yang lebih terstruktur
dengan memetakan kondisi dan kebutuhan SDM sampai
dengan lima tahun ke depan serta memperkuat program
pelatihan dan pengembangan pegawai termasuk dalam
program pengembangan SDM.
Perseroan membuka kesempatan yang sama bagi seluruh
SDM dalam meningkatkan kompetensi, pengembangan
karir dan melaksanakan tugas secara profesional tanpa
membedakan suku, agama, ras, golongan, gender dan
kondisi fisik sesuai dengan potensi, kemampuan dan
keterampilan yang dipersyaratkan. Dengan demikian, prinsip
kewajaran dalammanajemen senantiasa dijunjung tinggi.
Seluruh SDM dalam bidang operasional dan bidang teknis
wajib memiliki Sertifikat Kecakapan Personil (SKP)/Lisensi
dan Rating. Perseroan secara berkala melakukan program re-
current (uji performance check) bagi yang telah memiliki SKP
guna memastikan keaslian SKP.
Perseroan senantiasa memastikan bahwa seluruh SDM
yang bertugas dalam pelayanan jasa kebandarudaraan
dan navigasi penerbangan di lingkungan Perseroan telah
mempunyai kompetensi di bidangnya. Oleh karena itu,
setiap SDM yang wajib memegang SKP yang secara berkala
memprogramkan recurrent (uji performance check) bagi
yang telah memiliki SKP dan Diklat Teknis dalam rangka
penerbitan SKP/lisensi dan rating baru bagi yang belum
memiliki lisensi.
PeNgeMBANgAN DAN PeLATIHAN SDM
Perseroan senantiasa mengedepankan kebutuhan
pengembangan SDM sebagai salah satu landasan utama
untuk mencapai kesuksesan. Perseroan memiliki komitmen
tinggi dalam melakukan pengembangan kompetensi SDM
melalui pelatihan dan pendididkan yang dilaksanakan secara
etc.), leadership, technical aspects (among other things,
finance, legal, risk management, auditor, human capital, etc.),
and post-employment trainings for employees.
HuMAN CAPITAL COMPeTeNCy
The Company is committed to continuously develop and
educate its employees as one of the keys for maintaining
performance quality. The Company has implemented more
structured Human Capital development by mapping Human
Capital condition and requirement for the next five years as
well as strengthening employee training and development
programs, including Human Capital development program.
The Company provides equal opportunity for all Human
Capital in competency improvement, career development,
and in performing their duties professionally without
making a differentiation based on ethnicity, religion, race,
class, gender, and physical condition, in accordance with the
required potential, capacity, and skill. Therefore, the principle
of fairness in the management is always held up high.
All Human Capital in the operational and technical fields
are required to have Personnel Aptitude Certificate/License
and Rating. The Company regularly performs the recurrent
program (performance check) for those who already have
a Personnel Aptitude Certificate in order to ensure the
authenticity of the Personnel Aptitude Certificate.
The Company always ensures that all Human Capital carrying
out the duty in providing airport and air navigation services
within the Company’s environment have the competency
in their respective field. Therefore, all Human Capital must
hold a Personnel Aptitude Certificate, which has a periodic
recurrent program (performance check) for those who
already have a Personnel Aptitude Certificate and Technical
Education and Training in the context of issuance of a new
Personnel Aptitude Certificate/license and rating for those
who have no license.
HuMAN CAPITAL TrAININg AND DeveLOPMeNT
The Company always puts a priority on Human Capital
development requirement as one of the main bases for
achieving success. The Company is highly committed in
developing Human Capital competency through training
and development, which is conducted through in-house
357
in-house training maupun public training, di dalam maupun
di luar negeri. Jenis pendidikan dan pelatihan bervariasi,
mulai dari mandatory training, pendidikan keahlian,
pendidikan managerial serta berbagai sharing session untuk
mempertajam kualitas HC.
reALISASI TrAININg AND DeveLOPMeNT grOuP
TAHuN 2012 - 2013
urAIAN SATuAN 2013 2012 DeSCrIPTION
Jumlah Peserta Orang | Persons 3.381 5.033 Number of Participants
Jam Diklat/Orang Jam | Hours 49,21 115,62 Education and Training Hours/
Person
Biaya Diklat Miliar | Billion 25.173 49.067 Education and Training Costs
Jam Pelajaran Jam | Hours 160.228 398.648 Study Hours
Pada 2013, realisasi training and development group
mengalami penurunan Jika dibandingkan dengan tahun
2012. Penurunan tersebut terjadi karena sejak 16 Januari
2013, sesuai amanat UU No. 1 Tahun 2009 Tentang
Penerbangan bahwa fungsi Air Traffic Service (ATS) harus
berdiri sendiri sehingga fungsi pelayanan tersebut dialihkan
dari PT Angkasa Pura I (Persero) ke perusahaan yang baru
dengan nama Perum Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia (AirNav Indonesia). Dengan
terjadinya pemisahan tersebut maka segala bentuk pelatihan
menyesuaikan bisnis yang ada Angkasa Pura Aiports.
2013
3,381
2012
5,033
Jumlah Peserta DiklatNumber of education and Training Participants
(dalamsatuanorang)| (in persons)
2013
25,173
2012
49,067
Biaya Diklateducation and Training expenses
(dalamsatuanMiliarRupiah)| (in billion rupiah)
2013
49.21
2012
115.62
Jam Diklat/Orangeducation and Training Hours/Person
(dalamsatuanJam)|(in hours)
2013
160,228
2012
398,648
Jam PelajaranStudy Hours
(dalam satuan Jam) |(inhours)
training or public training, inland or abroad. There are various
types of education and training, starting from mandatory
training, specialty education, managerial education, as well
as various sharing sessions to sharpen the quality of Human
Capital.
reALIzATION Of TrAININg AND DeveLOPMeNT grOuP
IN 2012 - 2013
In 2013, there was a decrease in the realization of training and
development group compared to 2012. The decrease was
because starting from January 16, 2013, in accordance with
the mandate of Law No. 1 Year 2009 concerning Civil Aviation,
the function of Air Traffic Service (ATS) must be independent
and as the result, the service function was transferred from
PT Angkasa Pura I (Persero) to a new company under the
name the Indonesian Air Navigation Service Provider Public
Company (AirNav Indonesia). With the separation, all forms of
training are adjusted to the remaining businesses of Angkasa
Pura Airports.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
358 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PrOgrAM DAN reALISASI reNCANA KerJA ANggArAN
TrAININg AND DeveLOPMeNT grOuP TAHuN 2013
PrOgrAM DIKLATEDUCATION AND TRAINING PROGRAM
reALISASITrIWuLAN PeSerTA TrAININg PrOgrAM
Orientasi ( JKT,DPS,BPN,MKS) IV 38 OrIeNTATION (JKT, DPS, BPN, MKS)
PeNDIDIKAN III dan IV 70 eDuCATION
PeLATIHAN MANAgerIAL MANAgerIAL TrAININg
Manajerial Muda (2 Batch ) I dan II 59 Junior Manager (2 Batches)
Managerial Madya I dan II 49 Middle Manager (2 Batches)
Airport Officer Development IV 20 Airport Officer Development Program
PeLATIHAN MANDATOrI MANDATOry TrAININg
Technical Copetency and Certification (TOC) 6
ProgramIII 120
Technical Competency and Certification
(TCC) (6 programs)
Sertifikat Kecakapan Petugas (SKP0 (5 program) II 457 Officer Aptitude Certificate (5 programs)
Diklat salvage III 25 Salvage Education and Training
Senior PKP-PK
Junior AVSEC
III
IV
25
30
Flight Accident Rescue and Fire Fighting
(Senior)
Junior Avsec
Junior PKP-PK
Senior AVSEC
IV
IV
20
30
Flight Accident Rescue and Fire Fighting
(Junior
Senior Avsec)
Diklat AMC III 30 AMC Education and Training
PeLATIHAN TeKNIS BIDANg SPeCIALTy TeCHNICAL TrAININg
Internal Audit (4 program) II 50 Internal Audit (4 Programs)
Copporate Secretary (3 program)
Risk Management and Compliance Group
III and IV
II
41
1
Corporate Secretariat (3 Programs)
Risk Management & Compliance Group
Project Management Group (2 Program) IV 42Project Management Office Group (2
Programs)
Procurement Group (2program) IV 60 Procurement Group (2 Programs)
Corporate Planning and Peformance Group (2
Program)I and IV 6
Operation and Technical Directorate (6
Programs)
PrOgrAM AND reALIzATION Of TrAININg AND
DeveLOPMeNT grOuP’S WOrK PLAN AND BuDgeT IN 2013
359
PrOgrAM DIKLATEDUCATION AND TRAINING PROGRAM
reALISASITrIWuLAN PeSerTA TrAININg PrOgrAM
Operations and Tehnical Directorate (6 program)
Marketing and Business Dev. Directorate 10
program)
Finance and Information Technologi Directorate
(4 program)
Human Capital and General Afair Directorate (7
program)
I,III,IV
II,III,IV
II dan IV
I S/D IV
147
1.405
22
173
Marketing and Business Development
Directorate (10 Programs)
Finance and Information Technology Direc-
torate (4 Programs)
Human Capital and General Affair Director-
ate (7 Programs)
Diklat Purnabakti (5 Bath ) (Pengayaan)
Seminar/Lokakarya (pegawai Dalam dan Luar
Negri
• Customer Statisfaction for Manager
Incheon
• Comercial Operations Incheon
II
I S/D IV
1
IV
185
266
30
20
Post-employment education And Train-
ing (5 Batches) (enrichment)
Seminar/Workshop for Employees Inland
and Abroad
•CustomerSatisfactionforManagerat
Incheon
•CommercialOperationatIncheon
TOTAL 3.381 TOTAL
Diklat Teknis Substantif dan fungsional
Diklat teknis substantif atau yang biasa dikenal sebagai
diklat mandatori adalah sebuah diklat yang diselenggarakan
dalam rangka memenuhi HC yang pemenuhannya dan
proses pendidikan dan pelatihannya sesuai persyaratan
yang ditentukan oleh Regulator. Diklat teknis substantif ini
selama kurun waktu 2013 telah dilaksanakan oleh Training
and Development Group meliputi Technical Competency
Certification (TCC), Aviation Security, PKP-PK, AMC dan Salvage.
Diklat Fungsional adalah pendidikan dan pelatihan yang
diselenggarakan bagi Pegawai agar memiliki pengetahuan,
keterampilan, dan sikap – sikap yang tepat sehingga mampu
melaksanakan fungsi dan tugas pokok dari Pekerjaan –
Pekerjaan fungsional pada bidang jasa kebandarudaraan dan
jasa lalu lintas penerbangan. Pada tahun 2013 Training and
Development Group telah melaksanakan diklat Manajemen
Operasi Bandara (MOB) Tingkat Lanjut, Auditor Tingkat Dasar
I, Auditor Tingkat Dasar II, Auditor Tingkat Lanjutan I, Auditor
Tingkat Lanjutan II, Auditor Manajerial.
Substantive and functional Technical education and
Training
Substantive technical education and training, or commonly
referred to as mandatory education and training, are
education and training provided in the context of HC
fulfillment, the fulfillment as well as education and training
process of which are in accordance with the requirement
stipulated by Regulators. In 2013, the substantive technical
education and training implemented by Training and
Development Group consisted of Technical Competency
Certification (TCC), Aviation Security, Flight Accident Rescue
and Fire Fighting, AMC and Salvage.
Functional Education and Training are education and training
provided in order that Employees have the right knowledge,
skill, and attitude to perform the main tasks and function
of the functional Jobs in the field of airport services and air
traffic services. In 2013, Training and Development Group
has organized education and training for Advanced Airport
Operations Management, Basic Auditor I, Basic Auditor II,
Advanced Auditor I, Advanced Auditor II, and Managerial
Auditor.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
360 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Perpanjangan dan penerbitan SKP
Untuk tahun 2013, PT. Angkasa Pura I (Persero) telah
melaksanakan Re-current SKP untuk petugas PKP-PK
dilaksanakan di Lombok, El Tari, Pattimura, Sepinggan,
Syamsuddin Noor dan Frans Kaisiepo. Sedangkan Re-current
SKP Petugas Security Bandara (Aviation Security) dilaksanakan
di Bandara Ngurah Rai, Juanda, Sepinggan, Hasanuddin,
Ahmad Yani, dan Adisutjipto dengan mengikutsertakan
Petugas Avsec dari 13 Kantor Cabang Bandar. Pada tahun
ini juga dilakukan Re-current SKP personil AMC yang
dilaksanakan di Juanda, Sultan Hasanuddin, Lombok, Ngurah
Rai, dan Adisumarmo.
biaya pelatihan dan pengembangan sdm
Angkasa Pura Airports berkomitmen untuk terus
meningkatkan kapasitas dan kapabilitas (kompetensi)
SDM, karena Perseroan menyadari bahwa peningkatan
kompetensi akan memberikan kontribusi yang signifikan
terhadap peningkatan produktivitas dan kualitas pegawai
dan organisasi. Komitmen tersebut diwujudkan dengan
meningkatnya anggaran/biaya untuk pelatihan dan
pengembangan SDM. (Sebutkan anggaran biaya pelatihan
di 2013)
Realisasi anggaran pelatihan dan pendidikan SDM di tahun
2013 adalah sebesar Rp25.098 miliar turun 48,85% dari
realisasi tahun 2012 sebesar Rp49.067 miliar. Sedangkan
jumlah pegawai yang mengikuti pelatihan di 2013 sebanyak
3.381 karyawan, hal ini mengalami peningkatan turun
32,82% dari tahun sebelumnya sebanyak 5.033 pegawai di
2012.
Untuk durasi waktu pelatihan dan pendidikan per pegawai
di tahun 2013 adalah selama 49,21 jam/orang, angka
tersebut menurun jika dibandingkan dengan tahun 2012
yang tercatat 115,62 jam/orang.
renewal and Issuance of Personnel Aptitude Certificate
In 2013, PT Angkasa Pura I (Persero) has implemented the
Recurrent Personnel Aptitude Certificate for Flight Accident
Rescue and Fire Fighting officers which was held at Lombok,
El Tari, Pattimura, Sepinggan, Syamsuddin Noor and Frans
Kaisiepo Airports. Meanwhile, the Recurrent Personnel
Aptitude Certificate for Airport Security Officers (Aviation
Security) was held at Ngurah Rai, Juanda, Sepinggan,
Hasanuddin, Ahmad Yani, and Adisutjipto Airports with
the participation of Avsec Officers from 13 Airport Branch
Offices. In the same year, the Recurrent Personnel Aptitude
Certificate for AMC personnel was also held at Juanda, Sultan
Hasanuddin, Lombok, Ngurah Rai, and Adisumarmo Airports.
Human Capital Training and Development Cost
Angkasa Pura Airports is committed to continuously improve
Human Capital capacity and capability (competency),
because the Company is aware of that competency
increase will give significant contribution to the increase in
productivity and quality of employees and organization.
The realization of Human Capital education and training
budget in 2013 was Rp25,098 billion, a decrease of 48.85%
compared to the realization of Rp49,067 billion in 2012.
Meanwhile, the number of employees who attended training
in 2013 was 3,381 persons, a decrease of 32.82% compared
to the realization in the previous year, namely 5,033 persons
in 2012.
The duration of education and training per employee
was 49.21 hours/person in 2013, which was a decreased
compared to 115.62 hours/person in 2012.
361
PrOfIL HuMAN CAPITAL
Bagi Perseroan, HC merupakan aset penting dalam
keberlanjutan bisnis dan peningkatan kualitas bisnis.
Perseroan senantiasa melakukan proses rekruitmen yang
mengedepankan asas-asas keterbukaan, kewajaran
dan kesetaraan berdasarkan kompetensi kebutuhan
dan kompetensi yang dimiliki oleh kandidat dengan
memperhatikan ketersediaan tenaga kerja lokal/nasional.
Kandidat yang memenuhi standar administrasi dijaring
melalui situs perusahaan serta iklan.
Di tahun 2013, Perseroan jumlah HC Perseroan adalah
sebanyak 3.641 pegawai menurun dibandingkan dengan
tahun sebelumnya yang tercatat sebanyak 3.679 pegawai.
Perbandingan Jumlah Pegawai tahun 2013 dan 2012
urAIANTAHuN | YEAR
DeSCrIPTION2013 2012
KANTOR PUSAT 411 397 HEAD OFFICE
BANDARA NGURAH RAI - BALI 627 653 NGURAH RAI AIRPORT - BALI
BANDARA JUANDA - SURABAYA 478 457 JUANDA AIRPORT - SURABAYA
BANDARA SULTAN HASANUDDIN -
MAKASSAR228 242
SULTAN HASANUDDIN AIRPORT -
MAKASSAR
BANDARA SEPINGGAN - BALIKPAPAN 306 252 SEPINGGAN AIRPORT - BALIKPAPAN
BANDARA FRANS KAISIEPO - BIAK 118 133 FRANS KAISIEPO AIRPORT - BIAK
BANDARA SAM RATULANGI - MANADO 163 163 SAM RATULANGI AIRPORT - MANADO
BANDARA ADISUTJIPTO - YOGYAKARTA 178 186 ADISUTJIPTO AIRPORT - YOGYAKARTA
BANDARA ADISUMARMO - SOLO 126 139 ADISUMARMO AIRPORT - SOLO
BANDARA SYAMSUDIN NOOR -
BANJARMASIN152 153
SYAMSUDIN NOOR AIRPORT -
BANJARMASIN
BANDARA AHMAD YANI - SEMARANG 177 171 AHMAD YANI AIRPORT - SEMARANG
BANDARA INTERNASIONAL LOMBOK -
LOMBOK TENGAH/LOMBOK INTERNATIONAL AIRPORT –
Lombok – Praya 187 190 CENTRAL LOMBOK/Lombok – Praya
BANDARA PATTIMURA – AMBON 111 121 PATTIMURA AIRPORT – AMBON
BANDARA EL TARI - KUPANG 114 128 EL TARI AIRPORT - KUPANG
SBU KOMERSIAL BALI 11 - SBU COMMERCIAL BALI
SBU TERMINAL KARGO UPG - 11 SBU CARGO TERMINAL UPG
HuMAN CAPITAL PrOfILe
The Company considers Human Capital as an important asset
in business continuity and business quality improvement.
The Company always implements a recruitment process
which puts priority on the principles of transparency,
fairness, and equality based on competency requirement
and competency owned by candidates with due regard to
the availability of manpower at the local/national level. The
candidates who meet the administrative standard were
selected through the Company’s website and advertisement.
In 2013, the number of Human Capital of the Company was
3,641 persons, a decrease compared to 3,679 persons in the
previous year.
Table of Comparison of Total employees in 2013 and 2012
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
362 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Sebagai bagian integral struktur organisasi, Human Capital
wajib memiliki komposisi yang proporsional dan sejalan
dengan kebutuhan bisnis Perseroan. Komposisi pegawai
Angkasa Pura Airports di tahun 2013 adalah sebagai berikut.
Komposisi Pegawai Berdasarkan Status Kepegawaian
STATuSTAHuN | YEAR PeruBAHAN (%)
CHANGES (%)STATuS
2013 % 2012 %
Pegawai Perusahaan 3.242 89,02 3.225 87,66 0,53 Company Employees
PNS Diberbantukan 364 9,99 386 10,49 (5,70)Assisting Civil
Servants
PNS Ditugaskan 1 0,03 1 0,03 -Assigned Civil
Servants
TNI Ditugaskan 23 0,63 46 1,25 (50,00)
Assigned Indonesian
National Military
Members
PKWT 12 0,33 21 0,57 (42,86)Defined Period
Contract Employees
JuMLAH 3.641 100% 3.679 100% (1,03) Amount
urAIANTAHuN | YEAR
DeSCrIPTION2013 2012
SBU TERMINAL KARGO BPN - 12 SBU CARGO TERMINAL BPN
PROYEK BIL – MATARAM - - BIL PROJECT – MATARAM
PROYEK PENGEMBANGAN BANDARA
INTERNASIONAL BALI
BALI INTERNATIONAL AIRPORT
DEVELOPMENT PROJECT
(PP-BIB) 17 20
PROYEK PENGEMBANGAN BANDARA
INTERNASIONAL JUANDA (PP-BIJ)/ Proyek
BISUB- Surabaya
13 11
JUANDA INTERNATIONAL AIRPORT
DEVELOPMENT PROJECT/SURABAYA
INTERNATIONAL AIRPORT Project -
Surabaya
PROYEK PENGEMBANGAN BANDARA
INTERNASIONAL SEPINGGAN (PP-BIS)/
Proyek BIS – Balikpapan
18 20
SEPINGGAN INTERNATIONAL AIRPORT
DEVELOPMENT PROJECT/SEPINGGAN
INTERNATIONAL AIRPORT Project –
Balikpapan
MATSC/MATSC – Makassar 206 220 MATSC/MATSC – Makassar
TOTAL 3.641 3.679 TOTAL
As an integral part of the organization structure, Human
Capital must have proportional composition in line with
the Company’s business requirement. The composition of
Angkasa Pura Airports’ employees in 2013 was as follows:
employee Composition based on employment Status
363
Komposisi Pegawai Bedasarkan Status Kepegawaian
employee Composition based on employment Status
Untuk mendukung pertumbuhan Angkasa Pura Airports yang
Berkelanjutan, saat ini Perseroan berusaha mengoptimalkan
pendayagunaan HC yang ada. Jumlah pegawai pada tahun
2013 mencapai 3.641orang yang terdiri dari 3.242 pegawai
tetap, 364 PNS Diperbantukan, 1 PNS Ditugaskan, 23 TNI
Ditugaskan dan 12 PKWT. Jumlah pegawai Angkasa Pura
Aiports berdasarkan status kepegawaian di 2013 menurun
sebesar 1,03% dibandingkan dengan jumlah pegawai di
2012 yang mencapai 3.679 orang.
Komposisi Pegawai Berdasarkan Kelas Jabatan
KeLAS JABATANPOSITION LEVEL
TAHuN | YEAR PeruBAHAN (%)CHANGES2013 % 2012 %
1 13 0,36 1 0,03 1.200
2 5 0,14 3 0,08 66,67
3 35 0,96 30 0,82 16,67
4 5 0,14 6 0,16 (16,67)
5 48 1,32 49 1,33 (2,04)
6 105 2,88 102 2,77 2,94
7 64 1,76 72 1,96 (11,11)
8 342 9,39 344 9,35 (0,58)
Pegawai Perusahaan
PNS Diberbantukan
PNS Ditugaskan
TNI Ditugaskan
PKWT
Pegawai Perusahaan
PNS Diberbantukan
PNS Ditugaskan
TNI Ditugaskan
PKWT
10.49%(386)
1.25%(46)
0.03%(1)
0.57%(21)
87.66%(3.225)
89.02%(3.242)
0.33%(12)
0.63%(23)
0.03%(1)9.99%
(364)
2012 2013
To support Sustainable Growth of Angkasa Pura Airports,
currently the Company is making efforts of optimizing the
empowerment of the available Human Capital. The number
of employees in 2013 was 3,641 persons, consisting of
3,242 permanent employees, 364 Assisting Civil Servants,
1 Assigned Civil Servant, 23 Assigned Indonesian National
Military members, and 12 Defined Period Contract Employees.
The number of Angkasa Pura Airports’ employees based on
employment status in 2013 decreased by 1.03% compared
to the number of employees in 2012 which reached 3,679
persons.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
Chart of employee Composition based on Position Class
364 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KeLAS JABATANPOSITION LEVEL
TAHuN | YEAR PeruBAHAN (%)CHANGES2013 % 2012 %
9 289 7,94 306 8,32 (5,56)
10 252 6,92 286 7,77 (11,89)
11 508 13,95 519 14,11 (2,12)
12 938 25,76 965 26,23 (2,80)
13 472 12,96 539 14,65 (12,43)
14 225 6,18 249 6,77 (9,64)
15 340 9,34 187 5,08 81,82
16 - 0,00 - 0,00 -
PKWT - 0,00 21 0,57 N/A
JuMLAH 3.641 3.679 (1,03)
PKWT
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
PKWT
7.77%(286)
13.95%(508)
8.32%(306)
9.35%(344)
1.76%(64)
2.77%(102)
1.33%(49)
0.16%(6)
26.23%(965)
14.65%(539)
6.77%(249)
6.77%(294) 5.08%
(187)
0.08%(3)
0.82%(30)
Komposisi Pegawai Berdasarkan Kelompok Kelas Jabatan Chart of employee Composition based on Position Class
13.95%(508)
25.76%(938)
6.92%(252)
7,94%(289)
9.39%(342)
1.76%(64)
2.88%(105)
1.32%(48)
0.14%(5)
0.36%(13)
0
09.34%(340)
6.18%(225)
12.96%(472)
Komposisi pegawai Angkasa Pura Airports tahun 2013 dilihat
dari segi kelas jabatan di dominasi oleh pegawai dengan
kelas jabatan level 16 yaitu sebesar 25,76% atau sebanyak
938 orang, jumlah tersebut tidak jauh berbeda dengan tahun
sebelumnya yang tercatat sebesar 26,23% atau sebanyak 965
orang.
2012 2013
Composition of employees of Angkasa Pura Airports in 2013
based on position class is dominated by employees with
level 16 positions, namely 25.76% or 938 persons, which
was not much different from 26.23% or 965 persons in the
previous year.
365
JeNJANg PeNDIDIKANEDUCATION LEVEL
TAHuN | yeAr PeruBAHAN (%)CHANGES2013 % 2012 %
S3 1 0,03 1 0,03 -
S2 102 2,80 92 2,53 10,87
S1 776 21,31 808 22,19 (3,96)
D1 – D4 1.018 27,96 1.035 28,42 (1,64)
SD - SLTA 1.744 47,90 1.743 47,38 0,06
JuMLAH 3.641 100% 3.679 100 1,03
Komposisi Pegawai Berdasarkan Jenjang Pendidikan
Komposisi Pegawai Berdasarkan Jenjang Pendidikan
Berdasarkan Jenjang Pendidikan, komposisi pegawai
Angkasa Pura Airports pada 2013 didominasi oleh lulusan
SD-SLTA sebesar 47,90%, diikuti oleh lulusan D1-D4 sebesar
27,96%, kemudian lulusan Strata 1 sebesar 21,31%, Strata 2
sebesar 2,80%, serta lulusan Strata 3 sebesar 0,03%.
Pada 2013, jumlah pegawai dengan jenjang pendidikan
SD-SLTA meningkat sebesar 0,06%, dari 1.743 orang di 2012
menjadi 1.744 orang di 2013. Sedangkan untuk pegawai
dengan jenjang pendidikan Diploma 1 hingga Diploma 4
dan pegawai dengan jenjang pendidikan S1, masing-masing
mengalami penurunan sebesar 1,64% dan 3,96%. Jumlah
pegawai dengan tingkat pendidikan Strata 2 di tahun 2013
meningkat 10,87% dibandingkan tahun sebelumnya.
47.38%(1.743)
2.53%(92) 22.19%
(808)
28.42%(1.035)
0.03%(1) 47.90%
(1.744)2.80%(102) 21.31%
(776)
27.96%(1.018)
0.03%(1)
S3
S2
S1
D1-D4
SD-SLTA
S3
S2
S1
D1-D4
SD-SLTA
2012 2013
Based on Education Level, the composition of employees of
Angkasa Pura Airports in 2013 was dominated by Elementary
School – Senior High School graduates at 47.90%, followed
by D1-D4 graduates at 27.96%, subsequently Bachelor
Degree at 21.31%, Master’s Degree at 2.80%, and Doctoral
Degree at 0.03%.
In 2013, the number of employees with education level
of Elementary School – Senior High School increased by
0.06%, from 1,743 persons in 2012 to 1,744 persons in 2013.
Meanwhile, the number employees with education level
of Diploma 1 to Diploma 4 and the number of employees
with education level of Bachelor Degree decreased by 1.64%
and 3.96%, respectively. The number of employees with
education level of Master’s Degree increased by 10.87% in
2013 compared to the previous year.
Table of employee Composition based on education
Level
Chart of employee Composition based on education
Level
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
366 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Komposisi Pegawai Berdasarkan Kelompok usia
KeLOMPOK uSIAAGE GROUPING
TAHuN | YEAR PeruBAHAN (%)CHANGES (%)2013 % 2012 %
> 56 12 0,33 193 5,25 (93,78)
51-55 774 21,26 771 20,96 0,39
46-50 479 13,16 480 13,05 (0,21)
41-45 397 10,90 394 10,71 0,76
36-40 566 15,55 566 15,38 -
31-35 460 12,63 411 11,17 11,92
26-30 545 14,97 501 13,62 8,78
21-25 406 11,15 360 9,79 12,78%
< 20 2 0,05 3 0,08 (33,33)
JuMLAH 3.641 100% 3.679 100% (1,03)
10.71%(394)
13.05%(480)
20.96%(771)
5.25%(193)
0.08%(3)9.79%
(360)
13.62%(501)
11.17%(411)
15.38%(566)
Komposisi Karyawan Berdasarkan Kelompok usia
Chart of employee Composition based on Age group
10.90%(379)
13.16%(479)
21.26%(774)
0.33%(12)
0.05%(2)11.15%
(406)
14.97%(545)
12.63%(460)
15.55%(566)
Komposisi pegawai Angkasa Pura Airports tahun 2013
dilihat dari segi usia, didominasi oleh para pegawai dengan
usia dari 51-55 tahun yaitu sebanyak 21,26% kemudian
diikuti oleh kelompok usia produktif yaitu usia 36-40 tahun
dan kelompok usia 26-30 tahun masing-masing sebanyak
15,55% serta dan 14,97%. Sedangkan para pegawai yang
memasuki usia pensiun yatiu usia diatas 56 tahun sebanyak
12 orang atau sebesar 0,33% akan menjadi role model atau
contoh dalam mentransfer knowledge mereka ke generasi di
bawahnya.
> 56
46-5046-50
36-4036-40
26-3026-30
51-5551-55
41-4541-45
31-3531-35
21-2521-25
< 20< 20
> 56
2012 2013
Table of employee Composition based on Age group
The composition of employees of Angkasa Pura Airports in
2013 based on age group was dominated by employees
aged 51-55 years, namely 21.26%, and subsequently followed
by the productive age group, namely 36-40 years and 26-30
years at 15.55% and 14.97%, respectively. Meanwhile, the
number of employees who will start their retirement age,
namely the age of above 56 years, was 12 persons or 0.33%,
who will serve as arole model or an example in transferring
their knowledge to the generation after them.
367
Peningkatan jumlah pegawai pada jenjang usia 21-25 tahun
di 2013 tercatat sebesar 12,78%, hal ini disebabkan adanya
proses rekrutmen pegawai yang dilakukan pada awal tahun
2013.
Komposisi Pegawai Berdasarkan Masa Kerja
MASA KerJAWORKING PERIOD
TAHuN | YEAR PeruBAHAN (%)CHANGES (%)2013 % 2012 %
>31 5 0,14 461 12,53 (98,92)
26-30 381 10,46 437 11,88 (12,81)
21-25 550 15,11 465 12,64 18,28
16-20 627 17,22 707 19,22 (11,32)
11-15 686 18,84 405 11,01 69,38
6-10 619 17,00 479 13,02 29,23
0-5 773 21,23 725 19,71 6,62
JuMLAH 3.641 100% 3.679 100 (1,03)
19.22%(707)
12.64%(465)
11.88%(437)
12.53%(461)
19.71%(725)
13.02%(479)
11.01%(405)
Komposisi Karyawan Berdasarkan Masa KerjaChart of employee Composition based on Service Period
18.84%(686)
17.22%(627)
15.11%(550)
10.46%(381)
0.14%(5)
21.23%(773)
17.00%(619)
> 31 Tahun
26-30 Tahun
21-25- Tahun
16-20 Tahun
11-15 Tahun
6-10 Tahun
0-5 Tahun
> 31 Tahun
26-30 Tahun
21-25- Tahun
16-20 Tahun
11-15 Tahun
6-10 Tahun
0-5 Tahun
Jika dilihat berdasarkan lamanya masa kerja, komposisi
pegawai Angkasa Pura Airports tahun 2013 didominasi
oleh kelompok masa kerja 0-5 tahun sebesar 21,23% diikuti
kelompok masa kerja 11-15 tahun sebesar 18,84% dan
kelompok masa kerja 16-20 tahun sebesar 17,22%.
Jumlah pegawai dengan masa kerja di atas 31 tahun
menurun signifikan dibanding tahun 2012 yaitu sebesar
98,92%, hal ini disebabkan oleh sedikitnya jumlah pegawai
yang memasuki usia pensiun/mengajukan pensiun di 2013.
2012 2013
The increase in the number of employee in the age group
21-25 years increased by 12.78% in 2013, which was due to
the employee recruitment process, which was conducted
early 2013.
Table of employee Composition based on Length of Service
Based on their length of service period, the composition of
employees of Angkasa Pura Airports in 2013 was dominated
by the group of employees with length of service of 0-5
years at 21.23%, followed by the group of employees with
length of service of 11-15 years at 18.84% and the group of
employees with length of service of 16-20 at 17.22%.
The number of employees with length of service of more than
31 years decreased significantly compared to 2012, namely
98.92%, which was due to the small number of employees
who have reached their retirement age/submitted their
resignation in 2013.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
368 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
PereNCANAAN KeBuTuHAN PegAWAI
Perencanaan kebutuhan pegawai Angkasa Pura Airports
selalu disesuaikan dengan kebutuhan riill dari setiap unit kerja
untuk tiap tahunnya. Sesuai dengan yang telah dicantumkan
dalam Rencana Kerja dan Anggaran Perusahaan, untuk
tahun 2014 Human Capital Group menetapkan kebutuhan
pegawai sebesar 3.379 pegawai.
rencana kebutuhan pegawai di 2014
urAIAN SATuAN rKAP 2014 DeSCrIPTION
Kantor Pusat Orang 416 Head Office
Bandara I Gusti Ngurah Rai - Bali Orang 631 Ngurah Rai Airport - Bali
Bandara Juanda - Surabaya Orang 456 Juanda Airport - Surabaya
Bandara Sultan Hasanuddin - Makassar Orang 255 Sultan Hasanuddin Airport - Makassar
Bandara Sepinggan - Balikpapan Orang 288 Sepinggan Airport - Balikpapan
Bandara Frans Kaisiepo - Biak Orang 98 Frans Kaisiepo Airport - Biak
Bandara Sam Ratulangi - Manado Orang 146 Sam Ratulangi Airport - Manado
Bandara Adisutjipto - Yogyakarta Orang 176 Adisutjipto Airport - Yogyakarta
Bandara Adisumarmo - Solo Orang 131 Adisumarmo Airport - Solo
Bandara Syamsudin Noor - Banjarmasin Orang 128 Syamsudin Noor Airport - Banjarmasin
Bandara Achmad Yani - Semarang Orang 145 Achmad Yani Airport - Semarang
Bandara Internasional Lombok - Lombok
TengahOrang 183
Lombok International Airport – Central
Lombok
Bandara Pattimura - Ambon Orang 99 Pattimura Airport - Ambon
Bandara El Tari - Kupang Orang 98 El Tari Airport - Kupang
SBU Komersial Bali Orang 17 SBU Commercial Bali
Proyek Pengembangan Bandara Internasional
Bali (PP-BIB)Orang 19
Bali International Airport Development
Project
Proyek Pengembangan Bandara Internasional
Juanda (PP-BIJ)Orang 17
Juanda International Airport Develop-
ment Project
Proyek Pengembangan Bandara Internasional
Sepinggan (PP-BIS)Orang 19
Sepinggan International Airport Devel-
opment Project
eMPLOyee reQuIreMeNT PLANNINg
Angkasa Pura Airports’ employee requirement planning is
always adjusted to the real demand from each work unit for
each year. As set out in the Company Work Plan and Budget,
for 2014, Human Capital Group has stipulated the employee
requirement at 3,379 persons.
employee requirement plan in 2014
369
urAIAN SATuAN rKAP 2014 DeSCrIPTION
Proyek Pengembangan Bandara Internasional
Syamsuddin NoorOrang 19
Syamsuddin Noor International Airport
Development Project
Proyek Pengembangan Bandara Internasional
Ahmad YaniOrang 19
Ahmad Yani International Airport Devel-
opment Project
Proyek Pengembangan Bandara Internasional
AdisutjiptoOrang 19
Adisutjipto International Airport Devel-
opment Project
MATSC Orang - MATSC
JuMLAH PegAWAI Orang 3.379 TOTAL eMPLOyeeS
PrOgrAM PeNSIuN
Sesuai dengan Undang-undang Ketenagakerjaan Nomor
13/2003 tanggal 25 Maret 2003, Perusahaan diwajibkan
memberikan manfaat pasca kerja kepada seluruh karyawan
tetapnya. Manfaat yang meliputi uang pemutusan hubungan
kerja, penghargaan masa kerja, serta kompensasi tersebut
diberikan apabila karyawan mengakhiri masa kerjanya baik
karena pensiun maupun meninggal dunia.
Program pensiun menyediakan manfaat pensiun untuk
pegawai dan keluarganya pada saat mencapai usia pensiun
dalam bentuk pembayaran berkala yang diatur dalam Surat
Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6
Oktober 1998 yang telah diubah melalui Surat Keputusan
Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.
Progam pensiun tersebut dikelola oleh Dana Pensiun
Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000
sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/
KM.17/1999 tanggal 15 November 1999.
Angkasa Pura Airports memiliki dua program dalam
upayanya untuk memenuhi kewajiban tersebut, yaitu:
(1) Progam Dana Pensiun Manfaat Pasti, dan (2) Program
Tunjangan Hari Tua (THT). Selain itu juga Angkasa Pura
Airports memberikan Tunjangan kepada pegawai Perseroan
yang telah memenuhi persyaratan ketentuan Perseroan
yaitu Tunjangan Perumahan, Penghargaan Pengabdian dan
Tunjangan Kesehatan kepada pensiunan Perseroan.
PeNSION PrOgrAM
Pursuant to Manpower Law Number 13/2003 dated March 25,
2003, the Company is required to provide post-employment
benefit for all its permanent employees. The benefit, which
consists of severance pay, service period appreciation, and
compensation, is provided when an employee terminates its
service period, either due to retirement or due to death.
The pension program provides pension benefit for
employees and their family members at the time the
employees reach the retirement age in the form of periodic
payment, which is governed in Decision Letter of the Board
of Directors Number KEP.1156/KU.60/1998 dated October 6,
1998 as amended by Decision Letter of the Board of Directors
Number KEP.19/KU.60/ 2000 dated May 11, 2000.
The pension program is managed by Angkasa Pura Pension
Fund (DAPENRA) effective from January 1, 2000 in accordance
with Decree of the Minister of Finance of the Republic of
Indonesia No. KEP.39/KM.17/1999 dated November 15, 1999.
Angkasa Pura Airports has two programs in the effort of
fulfilling this obligation, namely: (1) Defined Benefit Pension
Fund Program, and (2) Old Age Allowance Program. In
addition, Angkasa Pura Airports also provides Allowances
to the Company’s employees who meet the requirement
of the Company’s provisions, namely Housing Allowance,
Dedication Award, and Health Allowance to its retirees.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
370 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
JeNIS PrOgrAM PeNSIuNTYPE OF PENSION PROGRAM
KeTerANgAN DeSCrIPTION
Jaminan Pasca kerja
Post-employment Benefit1. PPMP
(Program Pensiun
Manfaat pasti)
1. Defined Benefit Pension
Program
Merupakan dana pensiun yang diperuntukkan
bagi pegawai dengan TMT Masuk Angkasa Pura
Airports sampai dengan tanggal 31 Desember
2010.
Manfaat pensiun terbagi menjadi tiga, yaitu:
• Manfaat Pensiun normal, diberikan kepada
peserta yang berhenti bekerja setelah
mencapai usia pensiun normal yang
ditetapkan (56 tahun) dengan rumus:
MPN = 2,5% x Masa Kerja x Penghasilan
dasar Pensiun
• Manfaat Pensiun Dipercepat, diberikan
kepada peserta yang berhenti bekerja dan
telah mencapai usia pensiun dipercepat,
tetapi belum mencapai usia pensiun
normal dengan rumus:
46 tahun = 80% x 2,5% x Masa Kerja x PhDP
47 tahun = 85% x 2,5% x Masa Kerja x PhDP
48 tahun = 90% x 2,5% x Masa Kerja x PhDP
<50 tahun = 100% x 2,5% x Masa Kerja x
PhDP
Manfaat Pensiun Ditunda, diberikan kepada
peserta yang berhenti bekerja dan belum
mecapai usia pensiun dipercepat dan telah
memiliki masa kepesertaan sekurang-
kurangnya 3 tahun, dengan rumus:
PD = Nilai Sekarang x (2,5% x Masa Kerja x PhDP)
Pension fund allocated for employees with
the Employment Commencement Date at
Angkasa Pura Airports prior to December 31,
2010.
Pension benefit is divided into three types,
namely:
• Normal Pension Benefit, provided
to participants who quit the job
after reaching the stipulated normal
retirement age (56 years) with the
formula as follows:
Normal Pension Benefit = 2.5% x Length
of Service x Pension basic income
• AcceleratedPensionBenefit,providedto
participants who quit the job, who have
reached accelerated retirement age, but
not the normal retirement age with the
formula as follows:
46 years = 80% x 2.5% x Length of
Service x PhDP
47 years = 85% x 2.5% x Length of
Service x PhDP
48 years = 90% x 2.5% x Length of
Service x PhDP
<50 years = 100% x 2.5% x Length of
Service x PhDP
Delayed Pension Benefit, provided to
participants who quit the job, who have not
reached the accelerated retirement age and
already have participation period of at least 3
years, with the formula as follows:
PD = Present Value x (2.5% x Length of Service
x PhDP)2. PPIP
(Program Pensiun Iuran
Pasti)
2. Defined Contribution
Pension Program
Merupakan dana pensiun yang diperuntukkan
bagi pegawai dengan TMT Masuk Angkasa
Pura Airports mulai tanggal 1 Januari 2011.
Kepesertaan PPIP terhitung sejak Pegawai
masuk Angkasa Pura Airports dengan status
Calon Pegawai.
• Manfaat Pensiun terdiri atas:
• Manfaat Pensiun Normal
• Manfaat Pensiun Dipercepat
• Manfaat Pensiun Cacat
• Manfaat Pensiun Meninggal Dunia
Pension fund allocated for employees with
the Employment Commencement Date
starting from January 1, 2011. Participation in
the Defined Contribution Pension Program is
calculated since the Employee starts his/her
employment at Angkasa Pura Airports with
the status of Candidate Employee.
The Pension Benefit consists of:
• NormalPensionBenefit
• AcceleratedPensionBenefit
• DisabilityPensionBenefit
• DeathPensionBenefit
371
JeNIS PrOgrAM PeNSIuNTYPE OF PENSION PROGRAM
KeTerANgAN DeSCrIPTION
Tunjangan Tambahan
Additional Allowances1. Tunjangan Hari Tua
1. Old Age Allowance
Pembiayaan THT Pegawai diperoleh dari:
• Sumbangan Perusahaan (sesuai hasil
valuasi aktuaria)
• Iuran Pegawai Perusahaan (sebesar 5%
dari PHDTHT)
• Iuran PNS Diperbantukan sebesar 3% dari
PHDTHT
• Iuran PNS Ditugaskan dan Pensiunan TNI/
POLRI Ditugaskan sebesar 1% dari PHDTHT
The financing for Employee’s Old Age
Allowance is obtained from:
• Company’sContribution(asperactuarial
valuation result)
• ContributionfromCompany’sEmployee
(5% of PHDTHT)
• Contribution from Assisting Civil
Servants in the amount of 3% of PHDTHT
• Contribution from Assigned Civil
Servants and Assigned Military/ Police
Retirees in the amount of 1% of PHDTHT2. Jaminan Sosial Tenaga
Kerja (Jamsostek)
2. Manpower Social
Security (Jamsostek)
Besar Iuran terdiri atas:
• Iuran yang ditanggung tenaga kerja
adalah Jaminan Hari Tua (JHT) sebesar 2%
• Iuran yang ditanggung perusahaan, yaitu:
Jaminan Hari Tua (JHT) sebesar 3,7%;
Jaminan Kecelakaan Kerja (JKK) sebesar
0,54%; Jaminan Kematian (JK) sebesar
0,3%.
The amount of Contribution consists of:
• Thecontributionbornebyemployee is
the contribution for Old Age Security in
the amount of 2%
• Thecontributionbornebythecompany
is: Old Age Security in the amount of
3.7%; Work-Related Accident Security in
the amount of 0.54%; Death Security in
the amount of 0.3%.3. Jaminan Kesehatan
Pascakerja
3. Post-employment Health
Security
Jaminan ini dikelola oleh YAKKAP I.
Besar iuran Pegawai adalah Rp100.000,- yang
dipotong setiap bulan dari penghasilan TMT 1
Januari 2014.
Manfaat yang akan diterima oleh Peserta ketika
masa pensiun adalah sebesar Rp15.385.000/
jiwa/tahun.
This security is managed by YAKKAP I.
The amount of Employee contribution is
Rp100,000.- which is deducted from income
on a monthly basis for Employees with the
Employment Commencement Date starting
from January 1, 2014.
The benefit which will be received by
Participants upon retirement is in the amount
of Rp15,385,000/person/ year.
KeBeBASAN BerSerIKAT
Di lingkungan kerja Perseroan, terdapat Asosiasi Karyawan
dan Serikat Pekerja yang menjadi mitra kerja Perseroan.
Asosiasi Karyawan dan Serikat Pekerja senantiasa
menunjukkan peran positif dalam penyelesaian masalah-
masalah ketenagakerjaan. Para pihak saling berkomunikasi
dan berkonsultasi mengenai ketenagakerjaan untuk
meningkatkan produktivitas kerja dan kesejahteraan pekerja.
Di tahun 2010, Perseroan telah menandatangani Pakta
Normalisasi antara manajemen Perseroan dengan Asosiasi
Karyawan dan Serikat Pekerja PT Angkasa Pura I (Persero)
yang ditunjukan untuk meningkatkan harmonisasi
hubungan seluruh HC dengan Perseroan. Pakta Normalisasi
tersebut telah didaftarkan ke Kementerian Tenaga Kerja RI
FREEDOM TO ASSOCIATE
In the Company’s working environment, there is an
Employees’ Association and Workers’ Union which become
the Company’s work partners. Employees’ Association
and Workers’ Union always play a positive role in solving
manpower issues. The parties communicate with and
consult each other on manpower issues in order to improve
work productivity and the welfare of workers.
In 2010, the Company signed a Normalization Pact between
the Company’s management and Employees’ Association
and Workers’ Union of PT Angkasa Pura I (Persero), which
was aimed at improving the harmonization of relationship
between all Human Capital and the Company. The pact has
been registered with the Ministry of Manpower of Republic
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
372 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
dan telah terdaftar sesuai Surat Keputusan Direktur Jenderal
Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga
Kerja No. KEP.157/PHIJSK-PKKAD/PKB/xI/2010.
Kepengurusan Serikat Pekerja Angkasa Pura I (SP.AP.I)
KePeNguruSAN DeWAN PIMPINAN PuSAT (DPP) SP.AP.I TerDIrI DArI:
Ketua Umum Sulistiani
Sekretaris umum Hanny Nugroho Setiawan
Bendahara Umum Asnawaty
Kabid. Hukum dan Kerjasama Antar Lembaga Milda
Kabid. Administrasi dan Organisasi Ami Novianti
Kabid. Kesejahteraan dan Pemberdayaan SDM Syarif Temunggung
Kabid. Pemberdayaan Anggota Perempuan Paulina Saune
Kabid. Pemberdayaan Anggota Usia Muda Jemmy Jamsi Pongoh
Kepengurusan Dewan Pimpinan Cabang (DPC)SP.AP.I yang terdiri dari 14 DPC, masing-masing DPC dipimpin oleh:
Bali dan Surabaya I Gede Agus Arnaya Yasa-
Makassar Ramli Jamsoer
Balikpapan Gregorius Aurianto Sudiarso
Biak Legiran
Manado Astried Gabby Pinaria
Yogyakarta Paramita Nusawati
Surakarta Eko Pranoto
Banjarmasin Andiek Prasetyo S.
Semarang Gatot Setyo Priyono
Ambon Widy Guntoro
Lombok Khoufan Rizki
Kupang Sery Ella Jonathan P.
Kantor Pusat Agustinus Supriyanto
of Indonesia and has been registered pursuant to Decree of
the Director General of Industrial Relations and Manpower
Social Security No. KEP.157/ PHIJSK-PKKAD/PKB/xI/2010.
Management Board of Angkasa Pura I Workers’ union
(SP.AP.I)
373ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES
DATA pERUSAHAANCORpORATE pROfIlE
374 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
The corporaTe parTicUlarsData Perushaan
375
Sejalan dengan percepatan pertumbuhan bisnis perusahaan, Angkasa Pura Airports telah melakukan transformasi perusahaan. Perseroan memaksimalkan sumber dana perusahaan dengan melakukan penambahan modal, melakukan perubahan struktur organisasi, dan memaksimalkan pendapatan Anak Perusahaan.
IN LINE WITH THE COMPANY’S BUSINESS GROWTH ACCELERATION, ANGKASA PURA AIRPORTS HAS TRANSFORMED THE COMPANY. COMPANY MAxIMIzING CORPORATE FUNDING SOURCES BY PROVIDING ADDITIONAL CAPITAL, ORGANIzATIONAL STRUCTURE CHANGES, AND MAxIMIzE REVENUE SUBSIDIARY.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
376 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
DAfTAr KePeMILIKAN SAHAM
Komposisi Kepemilikan Saham
Pemerintah republik Indonesiagoverment of the republic of Indonesia
100%PT Angkasa Pura I (Persero) merupakan perseroan yang
seluruh sahamnya dimiliki oleh Pemerintah Republik
Indonesia dan belum mencatatkan sahamnya di pasar modal.
Perubahan Anggaran Dasar Perusahaan pada tanggal 15
Agustus 2012 berdasarkan akta Pernyataan Keputusan Rapat
dan Keputusan Para Pemegang Saham yang diambil Diluar
Rapat PT Angkasa Pura 1 (Persero) no. 5 sebagaimana yang
telah dicatat oleh Notaris Utiek R. Abdurachman, SH., MLI.,
MKn., mengenai peningkatan modal dasar dan penambahan
modal Negara Republik Indonesia ke dalam modal Perseroan,
maka pada Pasal 4 dalam Anggaran Dasar Perseroan berubah
menjadi sebagai berikut.
1. Modal Dasar Perseroan ditetapkan sebesar 12.000.000
saham, masing-masing dengan nilai nominal sebesar
Rp1.000.000 (Rupiah penuh) atau seluruhnya berjumlah
Rp12.000.000.000.000 (Rupiah penuh).
2. Dari modal tersebut telah ditempatkan / diambil bagian
dan telah disetor penuh oleh Negara Republik Indonesia
sebanyak 3.188.245 saham atau seluruhnya berjumlah
Rp3.188.245.000.000 (Rupiah penuh) ke dalam kas
Perusahaan, dengan cara sebagai berikut. :
i) Sebesar Rp1.800.000.000.000 (Rupiah penuh)
telah disetor dengan uang tunai sebagai setoran
modal lama sebagaimana dinyatakan dalam akta
nomor 02 tanggal 09 Agustus 2007 oleh Nanda
Fauz Iwan, SH., MKn., notaris di Jakarta.
ii) Penambahan penyertaan modal negara sebesar
Rp1.388.244.029.234 (Rupiah penuh) telah di
setorkan kedalam kas Perseroan.
SHAreHOLDerS’ LIST
Shareholders’ Composition
PT Angkasa Pura I (Persero) is a company whose shares are
held by the Government of the Republic of Indonesia and
have not been listed on the capital market. Pursuant to
Amendment to the Company’s Articles of Association dated
August 15, 2012 based on deed of Statement of Meeting’s
Decision and Shareholders’ Decision made Outside the
Meeting of PT Angkasa Pura 1 (Persero) no. 5 as recorded by
Notary Utiek R. Abdurachman, SH., MLI., MKn., concerning
the increase in authorized capital and addition of capital from
the State of the Republic of Indonesia into the Company’s
capital, Article 4 of the Company’s Articles of Association was
changed follows:
1. The Company’s Authorized Capital was stipulated
at 12,000,000 shares, with the nominal value of
Rp1,000,000 (full Rupiah) each or Rp12,000,000,000,000
(full Rupiah) in total.
2. Of the total authorized capital, the portion which has
been subscribed/participated and paid up by the State
of the Republic of Indonesia to the Company’s cash
consisted of 3,188,245 shares or Rp3,188,245,000,000
(full Rupiah) in total, with the method as follows:
i) An amount of Rp 1,800,000,000,000 (full Rupiah)
has been deposited in cash as old capital deposit
as stated in deed number 02 dated August 09,
2007 passed before Nanda Fauz Iwan, SH., MKn.,
notary in Jakarta.
ii) Additional equity participation of the state in the
amount of Rp1,388,244,029,234 (full Rupiah) has
been deposited into the Company’s cash.
377
iii) Sebesar Rp.970.876 (Rupiah penuh) telah
disetor ke dalam kas Perseroan yang berasal
dari kapitalisasi cadangan sebagaimana tercatat
dalam Laporan Keuangan audit tahun buku 2011.
KrONOLOgI PeNCATATAN SAHAM
PT Angkasa Pura I (Persero) merupakan Perusahaan Non
Listed sehingga belum tercatat dalam Bursa Efek dan tidak
menjual sahamnya kepada publik. Oleh sebab itu, informasi
kronologis pencatatan saham dan jenis aksi korporasi yang
menyebabkan perubahan jumlah saham tidak tersedia.
KrONOLOgI PeNCATATAN efeK LAINNyA
PT Angkasa Pura I (Persero) merupakan Perusahaan Non
Listed sehingga tidak menjual sahamnya kepada publik. Oleh
sebab itu, informasi kronologis pencatatan efek lainnya dan
jenis aksi korporasi yang menyebabkan perubahanjumlah
efek lainnya tidak tersedia.
corporaTe sTrUcTUreStruktur Korporasi
iii) An amount of Rp. 970,876 (full Rupiah) has been
deposited into the Company’s cash, which is
originating from the capitalization of reserves as
recorded in the audited Financial Statements for
fiscal year 2011.
CHrONOLOgy Of SHAreS LISTINg
PT Angkasa Pura I (Persero) is a Non-Listed Company so that
it has not been listed on the Stock Exchange and does not
sell its shares to public. Therefore, chronological information
on shares listing and the types of corporate action which
cause a change in the number of shares is not available.
CHrONOLOgy Of OTHer SeCurITIeS LISTINg
PT Angkasa Pura I (Persero) is a Non-Listed Company so that
it does not sell its shares to public. Therefore, chronological
information on other securities listing and the types of
corporate action which cause a change in the number of
other securities is not available.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
Pemerintah republik Indonesiagoverment of the republic of Indonesia
100%
99,61% 99,97% 98,00% 99,86% 8% 31,25%
378 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
orGanizaTional sTrUcTUreStruktur Organisasi
PRESIDENT DIRECTORTommy Soetomo
OPERATION DIRECTORYushan Sayuti
TECHNICAL DIRECTOR Polana Banguningsih
Pramesti
MARKETING AND BUSINESS DEVELOPMENT
DIRECTOR Robert Daniel Waloni
OPERATIONAL AUDIT DEPARTMENT HEAD
Tavip Wibowo
ENGINEERING AUDITDEPARTMENT HEAD
Jayanus
FINANCE AUDIT DEPARTMENT HEAD
Ukemri
HUMAN CAPITAL & GENERAL AFFAIR AUDIT DEPARTMENT HEAD
Iswahyudianto Nopa
MATERIAL PROCUREMENT DEPARTMENT HEAD
Nani Rochaeni
SERVICES PROCUREMENT DEPARTMENT HEADR.M. Doddy Hapsoro
PROCUREMENT PLANNING AND ADMINISTRATION DEPARTMENT HEAD
Lucyana Siagian
MARKETING AND BUSINESS DEVELOPMENT AUDIT DEPARTMENT HEAD
Siti Chadijah O
CORPORATE SOCIAL RESPONSIBILITY COOPERATION DEPARTMENT HEAD
Yudhi Ahdiat Ridwan
CORPORATE SOCIAL ENVIRONMENT DEPARTMENT HEAD
Indah Kartikasari
AIRPORT SERVICES GROUP
HEAD Nugroho Jati
SAFETY, HEALTH, ENVIRONMENT GROUP HEAD
Andiko Surya Widjaya
SECURITY GROUP HEAD
Chadik Wibowo
BUSINESS DEVELOPMENT GROUP HEAD Novrihandri
AVIATION MARKETING
GROUP HEAD Moch. Asrori
AIRPORT FACILITIES READINESS
GROUP HEAD Widodo
AIRPORT EQUIPMENT READINESS GROUP
HEADYudi Maisa
PROJECT MANAGEMENT OFFICE
GROUP HEADDwi Tedjowati
PROJECT PROGRAM DEPARTMENT HEAD
Wahyudi
PROJECT PORTOFOLIO DEPARTMENT HEAD
SUBSIDIARY & PARTNERSHIP
DEPARTMENT HEAD Zulkifli
CIVIL AIRSIDE DEPARTMENT HEAD
Maya Damayanti
CIVIL LANDSIDE DEPARTMENT HEAD
R. Sujiastono
ELECTRICITY DEPARTMENT HEAD
Pipin Yusuf Arifin
ELECTRONIC DEPARTMENT HEAD
Suko Saryono
CUSTOMER SERVICE DEPARTMENT HEAD
I Md Kusuma Ariwardana
SAFETY MANAGEMENT
SYSTEM DEPARTMENT HEAD
Hadi Tirta K.
SREENING CHECK POINT
DEPARTMENT HEADDony Subardono
TERMINAL SECURITY DEPARTMENT HEAD
Selamat Riyadi
SAFETY, HEALTH & ENVIRONMENT
DEPARTMENT HEADDedi Ruhiyat
PASSENGER AIRLINE & CARGO SERVICES DEPARTMENT HEAD
Purna Irawan
AIRPORT COMPLIANCE
PERFORMANCE & QUALITY ASSURANCE DEPARTMENT HEADI Kt Dartha Arysana
Pande
MECHANICAL, HE & WATER TECHNIQUE DEPARTMENT HEAD
Agus Suarsa
BUSINESS PLANNING & DEVELOPMENT
DEPARTMENT HEADRistiyanto Eko Wibowo
AIRLINE MARKETING DEPARTMENT HEAD
Rahadian D. Yogisworo
CARGO MARKETING DEPARTMENT HEADMuhammad Thamrin
FIRE FIGHTING & RESCUE
DEPARTMENT HEADAmiruddin Florensius
NON TERMINAL SECURITY
DEPARTMENT HEADArief Siradjudin
HEAD OF PROCUREMENT
I Wayan Sutawijaya
HEAD OFINTERNAL AUDIT
Miduk Situmorang
HEAD OF COPERATE SOCIAL RESPONSIBILITY
Mariyanto
GENERAL MANAGER
379ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
Struktur Organisasi
HUMAN CAPITAL AND GENERAL AFFAIR
DIRECTOR Daan Achmad
FINANCE AND IT DIRECTOR
Gunawan Agus Subrata
CORPORATESECRETARY
Farid Indra Nugraha
CORPORATE ADMINISTRATION DEPARTMENT HEAD
Alfasyah
CORPORATE COMMUNICATION DEPARTMENT HEAD
Handy Heryudhitiawan
LEGAL DEPARTMENT HEAD Rini Asriningsih
CORPORATE PLANNING DEPARTMENT HEAD
Esti Dewi Fitriani
CORPORATE PERFORMANCE MONITORING & EVALUATION
DEPARTMENT HEAD Yuyun Waryunaningsih
QUALITY MANAGEMENT DEPARTMENT HEAD
Subakir
RISK MANAGEMENT DEPARTMENT HEAD
Masjuki
COMPLIANCE DEPARTMENT HEAD
Sugeng Widodo
HEAD OF CORPORATE PLANNING &
PERFORMANCEYudhaprana Sugarda
HEAD OF RISK MANAGEMENT AND
COMPLIANCEEddy Triyanto
NON AVIATION MARKETING
GROUP HEAD Priyono
ACCOUNTING GROUP HEAD
Rusli Amrin
FINANCEGROUP HEAD
Wisnu Darmojo
INFORMATION TECHNOLOGY GROUP HEADRidwan Moeis
HUMAN CAPITAL GROUP HEAD
Purwanto
TRAINING & DEVELOPMENTGROUP HEAD
Cecep Marga Sonjaya
GENERAL AFFAIR DEVELOPMENT GROUP HEAD
Sigit Herdiyanto
COST ACCOUNTING DEPARTMENT HEAD
Deny Indra W
TREASURY DEPARTMENT HEAD
Deswarini
IT PLANNING DEPARTMENT HEAD
Ira Gayatri
SOFTWARE DEVELOPMENT
DEPARTMENT HEADDidik Hermanto
IT OPERATION DEVELOPMENT
DEPARTMENT HEADYan Christofer G.
Daulima
TRAINING FACILITIES DEPARTMENT HEAD
I B Kt Juliadnyana
FINANCE ACCOUNTING
DEPARTMENT HEADMahendra
FUND MANAGEMENT DEPARTMENT HEAD
Puri Estiningsih
ORGANIZATION DEV & CHANGE MANAGEMENT
DEPARTMENT HEADImron Qodari
TRAINING MANAGEMENT
DEPARTMENT HEADBarata Singgih
Riwahono
OFFICE FACILITIES OPERATION &
MAINTENANCE DEPARTMENT HEADHeru Purwowibowo
TRAINING MODULE DEVELOPMENT
DEPARTMENT HEADSri Siswanti
OFFICE ADMINISTRATION
DEPARTMENT HEADFirstson Mansyur
COMPENSATION & INDUSTRIAL
RELATION DEPARTMENT HEAD
Alip Nugroho
CAREER & TALENT MANAGEMENT
DEPARTMENT HEADI Ketut Putra Gusnantha
TAX MANAGEMENT DEPARTMENT HEAD
Wirawan Buana
BUDGET MANAGEMENT
DEPARTMENT HEADDjoko Wahyono
NETWORK & INFRASTRUCTURE
DEPARTMENT HEADTejo Sulaksono
RETAIL MARKETING DEPARTMENT HEAD
Padma Pramudya
F&B MARKETING DEPARTMENT HEAD
Erwan aryanto
PROPERTY & ADVERTISING MARKETING
DEPARTMENT HEADHulman Wesly
ACCOUNT RECEIVEABLE
DEPARTMENT HEADJunaedi
ASSET MANAGEMENT
DEPARTMENT HEADSyahrul Samad
380 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
eXecUTiVe officers profile Profil Jajaran Eksekutif
1. Miduk Situmorang,
Head of Internal Audit
Warga Negara Indonesia.Usia 55 tahun, lahir di Simpang
Empat pada 8 Oktober 1959.
Memperoleh gelar Drs jurusan Ekonomi-Akuntansi
dari Universitas Medan Area, Medan (1989) dan gelar
Magister Manajemen dari Universitas Trisakti, Jakarta
(2000). Menjabat sebagai Head of Internal Auditsejak 20
September 2013 berdasarkan SK Direksi No.SKEP.206/
KP.07.03/2013.
2. farid Indra Nugraha,
Corporate Secretary
Warga Negara Indonesia.Usia 44 tahun, lahir di
Balikpapan pada 12 Maret 1970.
Menyelesaikan pendidikan pada Sekolah Tinggi
Hukum, Bandung tahun 1993 dan memperoleh gelar
Magister Hukum dari Universitas Airlangga pada tahun
2004. Menjabat sebagai Corporate Secretary sejak 19
Februari 2013 berdasarkan SK Direksi No.SKEP.206/
KP.07.03/2013.
3. yudhaprana Sugarda,
Head of Corporate Planning and Performance
Warga Negara Indonesia.Usia 47 tahun, lahir di Jakarta
pada 23 Januari 1967.
Menyelesaikan pendidikan Strata Satu jurusan Teknik
Sipil dari Universitas Katholik Parahyangan (1991) dan
gelar Mastere Spesialise en Management Aeroportuaire
(MSMA) dari Ecole Nationale de L’Aviation Civile
(ENAC), Toulouse, Perancis (1996) Menjabat sebagai
Head of Corporate Planning and Performance sejak
19 Februari 2013 berdasarkan SK Direksi No.SKEP.206/
KP.07.03/2013.
4. I Wayan Sutawijaya,
Head of Procurement
Warga Negara Indonesia. Usia 48 tahun, lahir di
Jembrana, Bali pada 4 Maret 1967.
Memperoleh gelar Sarjana Hukum dari Universitas
17 Agustus 1945, Semarang (1995)dan gelar Maister
Manajemen dari STIE Mitra Indonesia, Yogyakarta
(2002). Menjabat sebagai Head of Procurement sejak 20
September 2013 berdasarkan SK Direksi No.SKEP. 1525/
KP.07.03/2013.
1. Miduk Situmorang,
Head of Internal Audit
He is an Indonesian Citizen, aged 55 years, born in
Simpang Empat on October 8, 1959.
He obtained the Drs degree, majoring in Economics
– Accounting, from Medan Area University, Medan
(1989) and Master of Management degree from Trisakti
University, Jakarta (2000). He holds the position of Head
of Internal Audit since September 20, 2013 based on
Decision Letter of the Board of Directors No. SKEP.206/
KP.07.03/2013.
2. farid Indra Nugraha,
Corporate Secretary
He is an Indonesian Citizen, aged 44 years, born in
Balikpapan on March 12, 1970.
He completed his education at the Law Academy,
Bandung in 1993 and obtained the Master of Law
degree from Airlangga University in 2004. He holds the
position of Corporate Secretary since February 19, 2013
based on Decision Letter of the Board of Directors No.
SKEP.206/ KP.07.03/2013.
3. yudhaprana Sugarda,
Head of Corporate Planning and Performance
He is an Indonesian Citizen, aged 47 years, born in
Jakarta on January 23, 1967.
He completed his undergraduate study in Civil
Engineering at Parahyangan Catholic University
(1991) and the Mastere Spesialise en Management
Aeroportuaire (MSMA) degree from Ecole Nationale
de L’Aviation Civile (ENAC), Toulouse, France (1996).
He holds the position of Head of Corporate Planning
and Performance since February 19, 2013 based on
Decision Letter of the Board of Directors No. SKEP.206/
KP.07.03/2013.
14. I Wayan Sutawijaya,
Head of Procurement
He is an Indonesian Citizen, aged 48 years, born in
Jembrana, Bali on March 4, 1967.
He obtained the Bachelor of Law degree from
University of August 17, 1945, Semarang (1995)
and Master of Management degree from STIE Mitra
Indonesia, Yogyakarta (2002). He holds the position of
Head of Procurement since September 20, 2013 based
on Decision Letter of the Board of Directors No. SKEP.
1525/KP.07.03/2013.
381
5. eddy Triyanto,
Head of Risk Management and Compliance
Warga Negara Indonesia.Usia 54 tahun, lahir di
Banyumas pada 9 Februari 1960.
Memperoleh gelar Sarjana Ekonomi jurusan Manajemen
dari Universitas Diponegoro, Semarang (1986) dan gelar
Magister Manajemen dari universitas yang sama pada
2011. Menjabat sebagai Head of Procurement sejak 20
September 2013 berdasarkan SK Direksi No.SKEP.1670/
KP.07.03/2013.
6. Mariyanto,
Head of Corporate Social Responsibility
Warga Negara Indonesia. Usia 52 tahun, lahir di Curup
pada 21 April 1962.
Memperoleh gelar Sarjana Hukum jurusan Hukum
Internasional dari Universitas Padjajaran (1987).
Menjabat sebagai Head of Corporate Social
Responsibility sejak 20 September 2013 berdasarkan SK
Direksi No.SKEP. 1526/KP.07.03/2013.
7. rusli Amrin,
Accounting Group Head
Warga Negara Indonesia.Usia 55 tahun, lahir di Palopo
pada 18 Agustus 1959.
Menyelesaikan pendidikan Akuntansi pada Akademi
Akuntansi YPUP, Ujung Pandangtahun 1981 dan
pada STIE YPUP Makassar (2001). Menjabat sebagai
Accounting Group Head sejak 19 Februari 2013
berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013.
8. Wisnu Darmojo,
Finance Group Head
Warga Negara Indonesia.Usia 48 tahun, lahir di
Yogyakarta pada 19 Juni 1966.
Memperoleh gelar Sarjana Ekonomi-Akuntansi dari STIE
Swadaya pada tahun 2006. Menjabat sebagai Finance
Group Head sejak 11 November 2013 berdasarkan SK
Direksi No.SKEP. 1644/KP.07.03/2013.
9. ridwan Moeis,
Information Technology Group Head
Warga Negara Indonesia. Usia 49 tahun, lahir di Rantau
Prapat pada 11 Agustus 1965.
Memperoleh gelar Sarjana Ekonomi dari Universitas
5. eddy Triyanto,
Head of Risk Management and Compliance
He is an Indonesian Citizen, aged 54 years, born in
Banyumas on February 9, 1960.
He obtained the Bachelor of Economics degree,
majoring in Management, from Diponegoro University,
Semarang (1986) and Master of Management degree
from the same university in 2011. He holds the position
of Head of Procurement since September 20, 2013
based on Decision Letter of the Board of Directors No.
SKEP.1670/KP.07.03/ 2013.
6. Mariyanto,
Head of Corporate Social Responsibility
He is an Indonesian Citizen, aged 52 years, born in
Curup on April 21, 1962.
He obtained the Bachelor of Law degree, majoring in
International Law, from Padjajaran University (1987).
He holds the position of Head of Corporate Social
Responsibility since September 20, 2013 based on
Decision Letter of the Board of Directors No. SKEP. 1526/
KP.07.03/2013.
7. rusli Amrin,
Accounting Group Head
He is an Indonesian Citizen, aged 55 years, born in
Palopo on August 18, 1959.
He completed his Accounting study at YPUP
Accounting Academy, Ujung Pandang, in 1981 and
at STIE YPUP Makassar (2001). He holds the position
of Accounting Group Head since February 19, 2013
based on Decision Letter of the Board of Directors No.
SKEP.206/KP.07.03/2013.
8. Wisnu Darmojo,
Finance Group Head
He is an Indonesian Citizen, aged 48 years, born in
Yogyakarta on June 19, 1966.
He obtained the Bachelor of Economics – Accounting
degree from STIE Swadaya in 2006. He holds the
position of Finance Group Head since November 11,
2013 based on Decision Letter of the Board of Directors
No. SKEP. 1644/KP.07.03/2013.
9. ridwan Moeis,
Information Technology Group Head
He is an Indonesian Citizen, aged 49 years, born in
Rantau Prapat on August 11, 1965.
He obtained the Bachelor of Economics degree from
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
Profil Jajaran Eksekutif
382 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Tarumanagara, Jakarta (1989) dan gelar Mastere en
Management Aeroportuaire (MMA) dari Ecole Nationale
de L’Aviation Civile (ENAC), Toulouse, Perancis (1998).
Menjabat sebagai Information Technology Group
Headsejak 19 Februari 2013 berdasarkan SK Direksi
No.SKEP.206/KP.07.03/2013
10. Moch. Asrori,
Aviation Marketing Group Head
Warga Negara Indonesia. Usia 49 tahun, lahir di Ngawi
pada 7 Agustus 1965.
Memperoleh gelar sarjana ekonomi dari Universitas
Terbuka pada tahun 1996. Menjabat sebagai Aviation
MarketingGroup Head sejak 19 Februari 2013
berdasarkan SK Direksi No SKEP.206/KP.07.03/2013.
11. Novrihandri,
Business Development Group Head
Warga Negara Indonesia.Usia 43 tahun, lahir di Padang,
pada 20 November 1971.
Menyelesaikan pendidikan strata satu akuntansi dari
Universitas Andalaspada tahun 1996dan memperoleh
gelar MBA dari Universitas Gajah Mada pada tahun
2010. Menjabat sebagai Business DevelopmentGroup
Headsejak 20 September 2013 berdasarkan SK Direksi
No.SKEP. 1515/KP.07.03/2013.
12. Priyono,
Non Aviation Marketing Group Head
Warga Negara Indonesia.Usia 56 tahun, lahir di
Kebumen pada 12 September 1958.
Memperoleh gelar Sarjana Ekonomi dari Universitas
Nasional, Jakarta (1994).Menjabat sebagai Non Aviation
Marketing Group Head sejak 20 September 2013
berdasarkan SK Direksi No.SKEP. 1517/KP.07.03/2013
13. yudi Maisa,
Airport Equipment Readiness Group Head
Warga Negara Indonesia.Usia 46 tahun, lahir di
Pontianak pada 23 Mei 1968.
Memperoleh gelar sarjana teknik mesin dari Universitas
Atmajaya, Jakarta (1991) dan Universitas Mercu Buana
(2003). Menjabat sebagai Airport Equipment Readiness
Group Head sejak 19 Februari 2013 berdasarkan SK
Direksi No.SKEP.206/KP.07.03/2013.
Tarumanagara University, Jakarta (1989) and Mastere en
Management Aeroportuaire (MMA) degree from Ecole
Nationale de L’Aviation Civile (ENAC), Toulouse, France
(1998). He holds the position of Information Technology
Group Head since February 19, 2013 based on Decision
Letter of the Board of Directors No. SKEP.206/KP.07.03/
2013.
10. Moch. Asrori,
Aviation Marketing Group Head
He is an Indonesian Citizen, aged 49 years, born in
Ngawi on August 7, 1965.
He obtained the bachelor of economics degree from
the Open University in 1996. He holds the position of
Aviation Marketing Group Head since February 19, 2013
based on Decision Letter of the Board of Directors No.
SKEP.206/KP.07.03/2013.
11. Novrihandri,
Business Development Group Head
He is an Indonesian Citizen, aged 43 years, born in
Padang, on November 20, 1971.
He completed his undergraduate study in accounting
at Andalas University in 1996 and obtained MBA degree
from Gajah Mada University in 2010. He holds the
position of Business Development Group Head since
September 20, 2013 based on Decision Letter of the
Board of Directors No. SKEP. 1515/KP.07.03/2013.
12. Priyono,
Non-Aviation Marketing Group Head
He is an Indonesian Citizen, aged 56 years, born in
Kebumen on September 12, 1958.
He obtained the Bachelor of Economics degree from
the National University, Jakarta (1994). He holds the
position of Non-Aviation Marketing Group Head since
September 20, 2013 based on Decision Letter of the
Board of Directors No. SKEP. 1517/KP.07.03/2013.
13. yudi Maisa,
Airport Equipment Readiness Group Head
He is an Indonesian Citizen, aged 46 years, born in
Pontianak on May 23, 1968.
He obtained bachelor of mechanical engineering
degree from Atmajaya University, Jakarta (1991) and
Mercu Buana University (2003). He holds the position
of Airport Equipment Readiness Group Head since
February 19, 2013 based on Decision Letter of the Board
of Directors No. SKEP.206/KP.07.03/2013.
383
14. Widodo,
Airport Facilities Readiness Group Head
Warga Negara Indonesia. Usia 47 tahun, lahir di Medan
pada 29 Juni 1967.
Memperoleh gelar sarjana teknik sipil dari Universitas
Atmajaya, Jakarta (1994).Menjabat sebagai Airport
Facilities Readiness Group Head sejak 19 Februari 2013
berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013.
15. Andiko Surya Widjaya,
Safety, Health and Environment Group Head
Warga Negara Indonesia. Usia 49 tahun, lahir di
Palembang pada 21 Maret 1965.
Memperoleh gelar Sarjana Teknik Sipil dari Institut
Bankir Indonesia, Jakarta (1993). Menjabat sebagai
Safety, Health and Environment Group Head sejak 19
Februari 2013 berdasarkan SK Direksi No.SKEP.206/
KP.07.03/2013
16. Dwi Tedjowati,
Project Management Office Group Head
Warga Negara Indonesia.Usia 49 tahun, lahir di
Yogyakarta pada 5 Maret 1965.
Memperoleh gelar Sarjana Teknik Sipil dari Universitas
Indonesia, Jakarta (1990). Menjabat sebagai Project
Management OfficeGroup Head sejak 20 September
2013 berdasarkan SK Direksi No.SKEP. 1517/
KP.07.03/2013
17. Chadik Wibowo,
Airport Security Group Head
Warga Negara Indonesia. Usia 54 tahun, lahir di Kudus
pada 10 Maret 1960.
Menyelesaikan pendidikan Penerbangan dari
Pendidikan dan Latihan Penerbangan (PLP), Curug
(2000). Menjabat sebagai Airport Security Group
Head sejak 20September 2013 berdasarkan SK Direksi
No.SKEP. 1517/KP.07.03/2013.
18. Nugroho Jati,
Airport Services Group Head
Warga Negara Indonesia.Usia 41 tahun, lahir di Jakarta
pada 25 Oktober 1973.
Memperoleh gelar sarjana ekonomi dari Universitas
Mahasaraswati, Mataram (2001) dan gelar magister
14. Widodo,
Airport Facilities Readiness Group Head
He is an Indonesian Citizen, aged 47 years, born in
Medan on June 29, 1967.
He obtained bachelor of civil engineering degree
from Atmajaya University, Jakarta (1994). He held the
position of Airport Facilities Readiness Group Head
since February 19, 2013 based on Decision Letter of the
Board of Directors No. SKEP.206/KP.07.03/2013.
15. Andiko Surya Widjaya,
Safety, Health and Environment Group Head
He is an Indonesian Citizen, aged 49 years, born in
Palembang on March 21, 1965.
He obtained the Bachelor of Civil Engineering degree
from the Indonesian Institute of Bankers, Jakarta
(1993). He holds the position of Safety, Health and
Environment Group Head since February 19, 2013
based on Decision Letter of the Board of Directors No.
SKEP.206/ KP.07.03/2013.
16. Dwi Tedjowati,
Project Management Office Group Head
She is an Indonesian Citizen, aged 49 years, born in
Yogyakarta on March 5, 1965.
She obtained the Bachelor of Civil Engineering from
the University of Indonesia, Jakarta (1990). She holds
the position of Project Management Office Group Head
since September 20, 2013 based on Decision Letter of
the Board of Directors No. SKEP. 1517/KP.07.03/2013.
17. Chadik Wibowo,
Airport Security Group Head
He is an Indonesian Citizen, aged 54 years, born in
Kudus on March 10, 1960.
He completed his Aviation education at the Aviation
Education and Training, Curug (2000). He holds
the position of Airport Security Group Head since
September 20, 2013 based on Decision Letter of the
Board of Directors No. SKEP. 1517/KP.07.03/2013.
18. Nugroho Jati,
Airport Services Group Head
He is an Indonesian Citizen, aged 41 years, born in
Jakarta on October 25, 1973.
He obtained the bachelor of economics degree from
Mahasaraswati University, Mataram (2001) and master
of management degree from Hasanuddin University,
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
384 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
manajemen dari Universitas Hasanuddin, Makassar
(2011). Menjabat sebagai Airport Services Group
Head sejak 20 September 2013 berdasarkan SK Direksi
No.SKEP. 1517/KP.07.03/2013.
19. Purwanto,
Human Capital Group Head
Warga Negara Indonesia.Usia 51 tahun, lahir di Wonogiri
pada 2 Juli 1963.
Menyelesaikan pendidikan Strata Satu jurusan Sosial
Politik dari Universitas Gajah Mada, Yogyakarta (1987)
dan gelar Magister Manajemen dari Universitas Mercu
Buana (2003). Menjabat sebagai Head of Procurement
sejak 20 September 2013 berdasarkan SK Direksi
No.SKEP.206/KP.07.03/2013.
20. Sigit Herdiyanto,
General Affair Group Head
Warga Negara Indonesia. Usia 50 tahun, lahir di Jakarta
pada 10 Januari 1964.
Memperoleh gelar Sarjana Ekonomi dari STIE Swadaya
pada tahun 1998 dan Magister Manajemen dari STIE
STIKUBANK, Semarang (2006) Menjabat sebagai
FinanceGroup Head sejak 11 November 2013
berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013.
21. Cecep Marga Sonjaya,
Training and Development Group Head
Warga Negara Indonesia. Usia 49 tahun, lahir di
Bandung pada 3 Februari 1965.
Memperoleh gelar Sarjana Ekonomi dan Sarjana
IT dari Universitas Mahasaraswati, Denpasar(2000)
dan Magister Manajemen dari Universitas Sahid,
Jakarta (2009). Menjabat sebagai Training and
DevelopmentGroup Head sejak 19 Februari 2013
berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013
Makassar (2011). He holds the position of Airport
Services Group Head since September 20, 2013 based
on Decision Letter of the Board of Directors No. SKEP.
1517/KP.07.03/2013.
19. Purwanto,
Human Capital Group Head
He is an Indonesian Citizen, aged 51 years, born in
Wonogiri on July 2, 1963.
He completed his undergraduate study in Social
Politics at Gajah Mada University, Yogyakarta (1987)
and Master of Management degree from Mercu Buana
University (2003). He holds the position of Human
Capital Group Head since September 20, 2013 based on
Decision Letter of the Board of Directors No. SKEP.206/
KP.07.03/2013.
20. Sigit Herdiyanto,
General Affair Group Head
He is an Indonesian Citizen, aged 50 years, born in
Jakarta on January 10, 1964.
He obtained the Bachelor of Economics degree from
STIE Swadaya in 1998 and Master of Management
from STIE STIKUBANK, Semarang (2006). He holds the
position of Finance Group Head since November 11,
2013 based on Decision Letter of the Board of Directors
No. SKEP.206/ KP.07.03/2013.
21. Cecep Marga Sonjaya,
Training and Development Group Head
He is an Indonesian Citizen, aged 49 years, born in
Bandung on February 3, 1965.
He obtained the Bachelor of Economics degree and
Bachelor of IT degree from Mahasaraswati University,
Denpasar (2000) and Master of Management degree
from Sahid University, Jakarta (2009). He holds the
position of Training and Development Group Head
since February 19, 2013 based on Decision Letter of the
Board of Directors No. SKEP.206/KP.07.03/2013.
385
Di awal tahun 2012, Perseroan mendirikan empat anak
perusahaan yang membantu untuk meningkatkan
pendapatan bisnis non-aeronautika serta peningkatan
Customer Satisfaction Index (CSI).
1. PT Angkasa Pura Hotels
Didirikan atas persetujuan Dewan Komisaris Perseroan
Nomor192/DK.API/2011 dan Akte Pendirian Perusahaan
Nomor 03 oleh Notaris Nanda Fauz Iwan, SH,M.Kn
tanggal 6 Januari 2012. Bidang usaha anak perusahaan
ini adalah penyediaan akomodasi pariwisata dengan
modal dasar sebesar Rp120 miliar. Kepemilikan saham
Perseroan pada perusahaan ini adalah 99,97%.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura
Hotels adalah sebagai berikut.
Komisaris Utama : Farid Indra Nugraha
Komisaris : Ruspen Saragih
Direktur Utama : Danny P. Thaharsyah
Direktur : Israwadi
lisT of sUbsiDiariesDaftar Entitas Anak
KeTerANgAN 2013 2012 DeSCrIPTION
Ikhtisar Posisi Keuangan PT Angkasa Pura Hotels Overview of financial Position of PT Angkasa Pura Hotels
Aset lancar 27.181.415.930 112.453.360.460 Current Assets
Aset tidak lancar 103.518.254.682 21.170.621.773 Non-Current Assets
Jumlah Aset 130.699.670.612 133.623.982.232 Total Assets
Kewajiban Jangka Pendek 4.672.441.696 19.746.881.037 Short-Term Liabilities
Kewajiban Jangka Panjang 27.701.449.155 - Long-Term Liabilities
Ekuitas 98.325.779.762 113.877.101.195 Equity
Jumlah Kewajiban danekuitas 130.699.670.612 133.623.982.232 Total Liabilities and equity
Ikhtisar Laporan Laba Rugi PT Angkasa Pura Hotels Overview of Statements of Income of PT Angkasa Pura Hotels
Pendapatan Operasional 6.242.763.015 - Operating Revenues
Harga Pokok Produksi 227.548.676 - Cost of Goods Sold
Laba Kotor 6.015.214.339 - Gross Profit
Beban Operasional 9.003.111.764 3.994.992.909 Operating Expenses
Beban Umum 15.662.830.295 3.449.386.584 General Expenses
In the beginning of 2012, the Company established four
subsidiaries which assist in increasing non-aeronautics
business revenues and improving then Customer Satisfaction
Index (CSI).
1. PT Angkasa Pura Hotels
This subsidiary was established based on approval of
the Company’s Board of Commissioners Number 192/
DK.API/2011 and Deed of Company Establishment
Number 03 passed before Notary Nanda Fauz Iwan,
SH, M.Kn dated January 6, 2012. The subsidiary’s line
of business is tourism accommodation provision with
authorized capital of Rp120 billion. The Company’s
shareholding in this subsidiary is 99.97%.
The composition of the Board of Commissioners and
Board of Directors of PT Angkasa Pura Hotels is as follows:
President Commissioner : Farid Indra Nugraha
Commissioner : Ruspen Saragih
President Director : Danny P. Thaharsyah
Director : Israwadi
Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Hotels
Overview of PT Angkasa Pura Hotels’ financial PerformanceDalam Rupiah Penuh
in Fully Amount Rupiah
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
386 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
KeTerANgAN 2013 2012 DeSCrIPTION
Total Beban umum
Operasional
24.665.942.059 7.444.379.493 Total Operating and general
expenses
Laba (rugi) Operasional (18.650.727.720) (7.444.379.493) Operating Income (Loss)
Pendapatan (Biaya) Operasional 3.099.406.287 1.416.691.956 Other Operating Revenues
(Expenses)
Laba (rugi) Bersih Sebelum
Pajak
(15.551.321.434) (6.027.687.537) Net Income (Loss) Before Tax
2. PT Angkasa Pura Logistics
Didirikan atas persetujuan Dewan Komisaris Perseroan
Nomor 194/DK.API/2011 dan Akte Pendirian
Perusahaan Nomor 01 oleh Notaris Nanda Fauz Iwan,
SH,M.Kn tanggal 6 Januari 2012. Bidang usaha anak
perusahaan ini adalah jasa pengurusan transportasi
(freight forwarding) dengan modal dasar sebesar Rp80
miliar. Kepemilikan saham Perseroan pada perusahaan
ini adalah 98%.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura
Logistics adalah sebagai berikut :
Komisaris Utama : Daan Achmad
Komisaris : Diding Sukardi
Komisaris : Parlindungan Situmorang
Direktur Utama : Irwan Garniwa
Direktur : Satrio Witjaksono
Direktur : E.M. Fredy Santoso
KeTerANgAN 2013 2012 DeSCrIPTION
Ikhtisar Posisi Keuangan PT Angkasa Pura Logistics Overview of financial Position of PT Angkasa Pura Logistics
Aset lancar 56.606.363.487 57.795.865.238 Current Assets
Aset tidak lancar 18.183.990.173 4.929.583.894 Non-Current Assets
Jumlah aset 74.790.353.659 62.725.449.132 Total Assets
2. PT Angkasa Pura Logistics
This subsidiary was established based on approval
of the Company’s Board of Commissioners Number
194/DK.API/2011 Deed of Company Establishment
Number 01 03 passed before Notary Nanda Fauz Iwan,
SH, M.Kn dated January 6, 2012. The subsidiary’s line of
business is transportation arrangement service (freight
forwarding) with authorized capital of Rp80 billion. The
Company’s shareholding in this subsidiary is 98%.
The composition of the Board of Commissioners and
Board of Directors of PT Angkasa Pura Logistics is as
follows:
President Commissioner : Daan Achmad
Commissioner : Diding Sukardi
Commissioner : Parlindungan Situmorang
President Director : Irwan Garniwa
Director : Satrio Witjaksono
Director : E.M. Fredy Santoso
Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Logistics
Overview of PT Angkasa Pura Logistics’ financial PerformanceDalam Rupiah Penuh
in Fully Amount Rupiah
387
KeTerANgAN 2013 2012 DeSCrIPTION
Liabilitas 33.788.714.010 33.879.643.160 Liabilities
Ekuitas 41.001.639.649 28.845.805.972 Equity
Jumlah Liabilitas danekuitas 74.790.353.659 62.725.449.132 Total Liabilities and equity
Ikhtisar Laporan Laba rugi PT Angkasa Pura Logistics Overview of Statements of Income of PT Angkasa Pura Logistics
Pendapatan Operasional 106.933.270.273 58.554.137.787 Operating Revenues
Beban Operasional 89.287.688.177 51.995.965.488 Operating Expenses
Laba (rugi) Operasional 17.645.582.096 6.558.172.299 Operating Income (Loss)
Pendapatan (Beban) Non
Operasional
6.086.004.703 3.626.483.398 Non-Operating Revenues (Expenses)
Laba (Rugi) Sebelum Taksiran
Pajak Penghasilan
23.731.586.799 10.184.655.697 Profit (Loss) Before Income Tax
Pajak Penghasilan 5.829.947.150 2.338.849.725 Income Tax
Laba (rugi) Komprehensif
Setelah Pajak
17.901.639.649 7.845.805.972 Comprehensive Income (Loss)
After Tax
Laba (rugi) Per Saham 852.459 373.610 earnings (Loss) per Share
3. PT Angkasa Pura Property
Didirikan atas persetujuan Dewan Komisaris Perseroan
Nomor 193/DK.API/2011 dan Akte Pendirian Perusahaan
Nomor 02 oleh Notaris Nanda Fauz Iwan, SH,M.Kn
tanggal 6 Januari 2012. Bidang usaha anak perusahaan
ini adalah pembangunan, perdagangan dan jasa
dengan modal dasar sebesar Rp42 miliar. Kepemilikan
saham Perseroan pada perusahaan ini adalah 99,86%.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura
Property adalah sebagai berikut.
Komisaris Utama : Gunawan Agus Subrata
Komisaris : Imam Wibowo
Direktur Utama : I. G. K. Mangku
Direktur : Wiwit Nugroho
Direktur : Daniel Martin
3. PT Angkasa Pura Property
This subsidiary was established based on approval of
the Company’s Board of Commissioners Number 193/
DK.API/2011 and Deed of Company Establishment
Number 02 03 passed before Notary Nanda Fauz Iwan,
SH, M.Kn dated January 6, 2012. The subsidiary’s line
of business is construction, trading, and services with
authorized capital of Rp42 billion. The Company’s
shareholding in this subsidiary is 99.86%.
The composition of the Board of Commissioners and
Board of Directors of PT Angkasa Pura Property is as
follows:
President Commissioner : Gunawan Agus Subrata
Commissioner : Imam Wibowo
President Director : I. G. K. Mangku
Director : Wiwit Nugroho
Director : Daniel Martin
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
388 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
4. PT Angkasa Pura Supports
Didirikan atas persetujuan Dewan Komisaris Perseroan
Nomor 17/DK.API/2012 tanggal 31 Januari 2012
dan dan Akte Pendirian Perusahaan Nomor 03 oleh
Notaris Nanda Fauz Iwan,SH,M.Kn tanggal 9 Februari
2012. Perusahaan ini bergerak dalam bidang jasa,
pembangunan, pengangkutan darat, perbengkelan,
percetakan, dan perdagangan dengan modal dasar
Rp125 miliar. Kepemilikan saham PT Angkasa Pura I
(Persero) pada perusahaan ini adalah 99,61%.
KeTerANgAN 2013 2012 DeSCrIPTION
Ikhtisar Posisi Keuangan PT Angkasa Pura Property Overview of financial Position of PT Angkasa Pura Property
Aset lancar 34.130.621.920 7.881.663.297 Current Assets
Aset tidak lancar 7.898.194.837 62.165.620 Non-Current Assets
Jumlah aset 42.028.816.757 7.943.828.918 Total Assets
Liabilitas lancar 6.909.560.395 230.856.149 Current Liabilities
Ekuitas 35.119.256.362 7.712.972.768 Equity
Jumlah Liabilitas danekuitas 42.028.816.757 7.943.828.917 Total Liabilities and Equity
Ikhtisar Laporan Laba rugi PT Angkasa Pura
Property
Overview of Statements of Income of PT Angkasa Pura
Property
Pendapatan Operasional 3.569.270.655 Cost of Goods Sold Operating revenues
Harga Pokok Penjualan 2.997.573.996 Gross Profit (Loss) Cost of Goods Sold
Laba (rugi) Kotor 571.696.659 Operating expenses gross Profit (Loss)
Beban Operasional 6.432.808.998 Operating Loss Operating Expenses
Rugi Operasional (5.861.112.339)Non-Operating Revenues
(Expenses)Operating Loss
Pendapatan (Biaya) Non
Operasional 1.767.395.933 Loss Before Income Tax
Non-Operating Revenues
(Expenses)
Rugi Sebelum Pajak Penghasilan (4.093.716.406) Net Loss for the Current Year Loss Before Income Tax
rugi Bersih Tahun Berjalan (4.093.716.406)Comprehensive Loss for the
Current yearNet Loss for the Current year
rugi Komprehensif Tahun
Berjalan(4.093.716.406) (2.787.027.232)
Comprehensive Loss for the
Current year
4. PT Angkasa Pura Supports
This subsidiary was established based on approval
of the Company’s Board of Commissioners Number
17/DK.API/2012 dated January 31, 2012 and Deed of
Company Establishment Number 03 passed before
Notary Nanda Fauz Iwan, SH, M.Kn dated February 9,
2012. This company is active in the fields of services,
construction, land transportation, workshop, printing,
and trading, with authorized capital of Rp125 billion.
The shareholding of PT Angkasa Pura I (Persero) in this
subsidiary is 99.61%.
Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Property
Overview of PT Angkasa Pura Property’s financial PerformanceDalam Rupiah Penuh
in Fully Amount Rupiah
389
KeTerANgAN 2013 2012 DeSCrIPTION
Ikhtisar Posisi Keuangan PT Angkasa Pura Supports Overview of financial Position of PT Angkasa Pura
Supports
Aset lancar 90.284.325.046 22.477.212.928 Current Assets
Aset tidak lancar - - Non-Current Assets
Jumlah Aset 166.867.840.992 39.311.667.960 Total Assets
Liablitas Jangka Pendek 23.766.041.930 6.254.946.706 Short-Term Liabilities
Liablitas Jangka Panjang 12.490.297.798 2.384.715.380 Long-Term Liabilities
Ekuitas 130.611.501.264 30.672.005.874 Equity
Jumlah Liabilitas danekuitas 166.867.840.992 39.311.667.960 Total Liabilities and Equity
Ikhtisar Laporan Laba rugi PT Angkasa Pura Supports Overview of Statements of Income of PT Angkasa Pura Supports
Pendapatan Operasional 153.470.044.567 7.364.305.674 Operating revenues
Harga Pokok 126.996.033.443 5.262.596.283 Cost of Goods Sold
Keuntungan Kotor 26.474.011.123 2.101.709.391 Gross Profit
Beban Operasional 15.242.135.298 5.394.353.522 Operating Expenses
Laba (Rugi) Operasi
Komprehensif
11.231.875.826 (3.292.644.131) Comprehensive Operating
Income (Loss)
Laba (rugi) Operasi
Komprehensif Sebelum Pajak
Penghasilan
9.633.581.641 (1.725.570.292) Comprehensive Operating
Income (Loss) Before Income
Tax
Pajak Penghasilan (1.299.086.251) 397.576.176 Income Tax
Laba (rugi) Setelah Pajak 8.334.495.390 (1.327.994.116) Profit (Loss) After Tax
Laba (Rugi) Per Saham - - Earnings (Loss) per Share
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura
Supports adalah sebagai berikut :
Komisaris Utama : Yushan Sayuti
Komisaris : Moch. Asrori
Direktur Utama : Edyana Paramitasari
Direktur : Novrihandri
Direktur : Putu Pudja Supradnyana
The composition of the Board of Commissioners and
Board of Directors of PT Angkasa Pura Supports is as
follows:
President Commissioner : Yushan Sayuti
Commissioner : Moch. Asrori
President Director : Edyana Paramitasari
Director : Novrihandri
Director : Putu Pudja Supradnyana
Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Supports
Overview of PT Angkasa Pura Supports’ financial PerformanceDalam Rupiah Penuh
in Fully Amount Rupiah
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
390 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
affiliaTeD companies anD foUnDaTionsPerusahaan Afiliasi Dan Yayasan
PT gapura Angkasa
PT Gapura Angkasa didirikan pada tahun 1998 sebagai
penyedia jasa ground handling independen yang
menawarkan kompetisi yang lebih besar pada jasa ground
handling. PT Gapura Angkasa menyediakan bagi maskapai
penerbangan yang beroperasi di Indonesia dengan alternatif
pilihan dalam kualitas pelayanan, yang meliputi kargo dan
pergudangan, penumpang dan penanganan bagasi, operasi
penerbangan dan servis pesawat udara, serta kegiatan usaha
lainnya yang dapat menunjang usaha penerbangan di
wilayah kerja Perseroan dan Angkasa Pura II.
PT Gapura Angkasa adalah perusahaan patungan yang
didirikan oleh tiga BUMN, yaitu PT Garuda Indonesia
(Persero), PT Angkasa Pura I (Persero), dan PT Angkasa Pura
II (Persero), yang senantiasa menekankan pada kebutuhan
untuk peningkatan layanan serbadi bidang layanan dan
kinerja, personil dan peralatan.
Pendirian perusahaan telah mendapat persetujuan Menteri
Keuangan RI Nomor: SR-546/MK.016/97 tanggal 5 November
1997 tentang Pendirian Perusahaan Patungan Ground
Handling antara tiga BUMN tersebut. Dari masing-masing
pendiri diatur hak dan kewajibannya dalam penyertaan
modal sebagai berikut.
• PT Garuda Indonesia (Persero) dengan penyertaan
modal sebesar 37,50%, berkewajiban menyerahkan
seluruh aset Ground Support Equipment (GSE) sesuai hasil
penilaian oleh PT Sucofindo yang ditetapkan nilainya
sebesar Rp122.521.957.000,- dan berhak menerima
goodwill sebesar Rp23.040.000.000,-
• PT Angkasa Pura I (Persero) dengan penyertaan modal
sebesar 31,25%, berkewajiban menyetor aset senilai
Rp1.415.600.000,- dan uang tunai sebesar Rp65.784.400,-
• PT Angkasa Pura II (Persero) dengan penyertaan
modal sebesar 31,25%, berkewajiban menyetor
aset senilai Rp600.239.000,- dan uang tunai sebesar
Rp66.599.761.000,-
Anggaran pendirian perusahaan mengalami perubahan
berdasarkan Akta Nomor 33 tanggal 21 Desember 1999 oleh
Imas Fatimah SH. Notaris yang mengubah salah satu kegiatan
usaha perusahaan dari sebelumnya adalah cargo and mail
PT gapura Angkasa
PT Gapura Angkasa was established on 1998 as an
independent ground handling service provider which
offers more competition in ground handling service sector.
PT Gapura Angkasa provides to the airlines operating in
Indonesia an alternative of choices in service quality, which
consists of cargo and warehousing, passenger and baggage
handling, flight operations and aircraft service, as well as
other business activities which can support the aviation
business in the work area of the Company and Angkasa Pura
II.
PT Gapura Angkasa is a joint-venture company established
by three SOEs, namely PT Garuda Indonesia (Persero), PT
Angkasa Pura I (Persero), and PT Angkasa Pura II (Persero),
which always puts emphasize on the requirement of service
improvement in the fields of service and performance,
personnel, and equipment.
The company’s establishment has obtained approval from
the Finance Minister of the Republic of Indonesia Number:
SR-546/MK.016/97 dated November 5, 1997 concerning
Establishment of Ground Handling Joint-Venture Company
by the three SOEs. The rights and obligations of the
respective founders in terms of equity participation are
governed as follows:
• PTGarudaIndonesia(Persero),withequityparticipation
of 37.50%, has the obligation to submit all ground
support equipment (GSE) assets in accordance with the
result of valuation by PT Sucofindo, which stipulated
the value at Rp122,521,957,000.- and has the right to
receive goodwill in the amount of Rp23,040,000,000.-
• PT Angkasa Pura I (Persero), with equity participation
of 31.25%, has the obligation to deposit assets in the
amount of Rp1,415,600,000.- and cash in the amount of
Rp65,784,400.-
• PTAngkasaPura II (Persero),withequityparticipation
of 31.25%, has the obligation to deposit assets in the
amount of Rp600,239,000.- and cash in the amount of
Rp66,599,761,000.-
There was an amendment to the company’s articles of
association based on Deed Number 33 dated December
21, 1999 passed before Imas Fatimah SH., Notary, which
changed one of the company’s business activities from
391
menjadi cargo, warehousing and mail, dan diubah lagi
berdasarkan Akta Nomor 2 Tanggal 1 September 2010 oleh
R. Suryawan Budi Prasetiyono SH, MKn, notaris di Jakarta dan
telah memperoleh persetujuan perubahan anggaran dasar
sesuai Keputusan Menteri Hukum dan HAM RI Nomor: AHU-
45974AH.01.02 tahun 2010 tanggal 28 September 2010.
Bidang usaha utama perusahaan setelah perubahan akta
adalah sebagai berikut.
1. Akomodasi dan representasi
2. Kontrol muatan, komunikasi, dan kontrol keberangkatan
3. Unit perangkat kontrol muatan
4. Penumpang dan bagasi
5. Kargo, pergudangan, dan surat-menyurat
6. Layanan perjalanan
7. Pelayanan pesawat
8. Minyak dan bahan bakar
9. Pemeliharaan pesawat
10. Operasi penerbangan dan administrasi kru
11. Transportasi landasan
12. Katering dan pelayanan
13. Administrasi dan pengawasan
14. Keamanan bandara
15. Pergudangan dan logistik
16. Konsultan penanganan landasan
17. Pendidikan dan pelatihan serta penyediaan tenaga ahli
penanganan landasan
PT Gapura Angkasa telah mengukir peran penting dalam
industri bandara setempat. Sebagai perusahaan patungan
antara maskapai nasional PT Garuda Indonesia dan dua
otoritas bandara utama milik negara, Perseroan dan PT
Angkasa PuraII (Persero), kinerja di bidang layanan, personil,
dan peralatan senantiasa mengalami perkembangan.
PT garuda Indonesia
Sesuai dengan Risalah Rapat Umum Pemegang Saham
Luar Biasa Perusahaan Nomor RIS-01/MBU/2008 tanggal 27
Juni 2008 yang menyatakan persetujuan meratifikasi atau
mengesahkan konversi obligasi wajib konversi menjadi
penyertaan saham sejumlah 124.248 lembar saham
dengan nilai nominal persaham Rp1.000.000,- atau sebesar
previously cargo and mail to become cargo, warehousing,
and mail, which was subsequently amended once more
based on Deed Number 2 dated September 1, 2010 passed
before R. Suryawan Budi Prasetiyono SH, MKn, notary in
Jakarta, which has obtained approval for amendment to
articles of association pursuant to Decision of the Minister
of Justice and Human Rights of the Republic of Indonesia
Number: AHU-45974AH.01.02 year 2010 dated September
28, 2010.
The company’s main business lines after amendment to the
deed are as follows:
1. Accommodation and representation
2. Control of content, communication, and departure
3. Control of content tools unit
4. Passengers and baggage
5. Cargo, warehousing, and mail
6. Travel services
7. Aircraft services
8. Gasoline and fuel
9. Aircraft maintenance
10. Flight operations and crew administration
11. Ground transportation
12. Catering and services
13. Administration and surveillance
14. Airport security
15 Warehousing and logistics
16. Ground handling consultant
17. Education and training as well as provision of ground
handling experts
PT Gapura Angkasa has taken a critical role in local airport
industry. As a joint-venture company between the national
airline PT Garuda Indonesia and two state-owned main
airport authorities, namely the Company and PT Angkasa
Pura II (Persero), its performance in the field of services,
personnel, and equipment has always been developing.
PT garuda Indonesia
Pursuant to Minutes of the Company’s Extraordinary
General Shareholders Meeting Number RIS-01/MBU/2008
dated June 27, 2008 which stated its approval to ratify or
validate the conversion of mandatory convertibles into
equity participation in 124,248 shares with book value per
share of Rp1,000,000,- or an amount of Rp124,248,000,000.-
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
392 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
Rp124.248.000.000,-(seratus dua puluh empat miliar dua
ratus empat puluh delapan juta rupiah). RUPS tersebut juga
menyetujui Direksi untuk melakukan negosiasi dengan
Direksi PT Garuda Indonesia (Persero) mengenai kompensasi
penyelesaian konversi terhitung sejak tanggal 2 November
2006 sampai dengan tanggal 13 April 2007 berdasarkan
kesepakatan para pihak sebesar Rp4.050.484.800,- sebelum
dipotong pajak yang telah dicatat pada pos pendapatan luar
biasa
Berdasarkan akta perubahan Anggaran Dasar PT Garuda
Indonesia (Persero) Nomor 24 tanggal 16 November
2010 dari Notaris Fatimah Helmi, SH perihal penerbitan
saham seri A dan B dan perubahan nominal saham dari
Rp1.000.000,- per lembar saham menjadi Rp500,- per lembar
saham. Dengan perubahan tersebut, jumlah lembar saham
kepemilikan Perseroan menjadi 248.496.000 lembar saham.
Investasi saham pada PT Garuda Indonesia tersebut dicatat
pada pembukuan perusahaan dengan menggunakan cost
method.
PT Jasa Marga Bali Tol
Investasi dalam saham pada PT Jasa Marga Bali Tol
merupakan konsorsium investasi pembangunan jalan
tol Nusa Dua – Ngurah Rai – Benoa di Bali oleh beberapa
perusahaan BUMN. Investasi ini telah mendapat persetujuan
dari Menteri BUMN dengan surat Nomor S-549/MBU/2011
tanggal 25 Oktober 2011. Investasi pada PT Jasa Marga Bali
Tol sebesar Rp18 miliar atau kepemilikan saham sebesar 10%.
Investasi saham pada PT Jasa Marga Bali Tol tersebut dicatat
pada pembukuan perusahaan dengan metode cost method.
Dana Pensiun Angkasa Pura Airports (DAPeNrA)
DAPENRA didirikan pada tanggal 6 Oktober 1998 berdasar
Keputusan Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.1156/KU.60/1998 dan disahkan oleh Menteri Keuangan
Republik Indonesia dengan Keputusan Nomor: KEP.393/
KM.17/199 tanggal 15 November 1999. Pembentukan
DAPENRA merupakan salah satu bentuk komitmen Perseroan
terhadap kesejahteraan pegawainya pada masa pensiun,
sekaligus sebagai upaya untuk memberikan rasa aman
dalam bekerja, menumbuhkan motivasi dan produktivitas.
Tugas utama DAPENRA adalah mengelola Program Pensiun
Manfaat Pasti (PPMP) pegawai Angkasa Pura Airports yang
(one hundred twenty-four billion two hundred forty-eight
million rupiah) in total. The GSM also granted approval to the
Board of Directors to negotiate with the Board of Directors
of PT Garuda Indonesia (Persero) on the compensation of
conversion settlement which was calculated for the period
starting from November 2, 2006 until April 13, 2007 based on
agreement of the parties in the amount of Rp4,050,484,800.-
before tax, which has been recorded in Extraordinary Items
account.
Based on deed of amendment to Articles of Association of PT
Garuda Indonesia (Persero) Number 24 dated November 16,
2010 passed before Notary Fatimah Helmi, SH concerning
the issuance of series A and B shares as well as change in
book value of the shares from Rp1,000,000.- per share to
Rp500.- per share. Based on this change, the number of
shares in the Company’s ownership became 248,496,000
shares. The investment in shares of PT Garuda Indonesia is
recorded in the company’s books by using cost method.
PT Jasa Marga Bali Tol
Investment in shares of PT Jasa Marga Bali Tol is an
investment consortium for the construction of Nusa Dua
– Ngurah Rai – Benoa toll road in Bali by several SOEs. This
investment has obtained approval from the Minister of
State-Owned Enterprises through letter Number S-549/
MBU/2011 dated October 25, 2011. Investment in PT Jasa
Marga Bali Tol is amounted to Rp18 billion, or representing a
10% shareholding. The investment in shares of PT Jasa Marga
Bali Tol is recorded in the company’s books by using cost
method.
Angkasa Pura Airports Pension fund (DAPeNrA)
DAPENRA established on October 6, 1998 based on the
decision of the Directors of PT Angkasa Pura I (Persero)
Number: KEP.1156/KU.60/1998 and approved by the Ministry
of Finance of the Republic of Indonesia by Decree No.
15 dated KEP.393/KM.17/199 November 1999. Formation
DAPENRA is one of the Company’s commitment to the
welfare of their employees at retirement, as well as efforts to
provide security in work, motivation and productivity.
DAPENRA main task is to manage the Defined Benefit Pension
Plan (PPMP) Angkasa Pura Airports employees are the source
393
sumber pendanaannya berasal dari iuran pendiri (Perseroan),
iuran peserta (pegawai) dan hasil pengembangan atas dana
yang dikelola DAPENRA.
Dalam kurun waktu 14 tahun sejak awal kiprahnya pada
tahun 1999, DAPENRA menunjukkan perkembangan
kinerja yang sangat membanggakan yang dapat dilihat dari
perkembangan signifikan rerata aset dan akumulasi dana
yang dikelola, serta kemampuan DAPENRA memberikan
manfaat lain berupa Tunjangan Hari Raya (THR), memberikan
perpanjangan tenggat waktu peralihan ke Manfaat Pensiun
Janda selama 3 bulan saat pensiunan meninggal dunia,
memberikan tambahan Manfaat Pensiun sebesar Rp400
ribu, serta keberhasilannya membangun gedung kantor 6
lantai yang representativ di Kemayoran, Jakarta Pusat.
Jumlah aset DAPENRA pada tahun 2013 adalah
Rp728.874.154.000. Sedangkan jumlah peserta DAPENRA
sampai dengan akhir tahun 2013 adalah 4.929 orang peserta,
yang terdiri dari 3.164 orang pseserta aktif (pegawai) dan
1.765 orang peserta pasif (pensiunan).
yayasan Kesejahteraan Karyawan Angkasa Pura Airports
(yAKKAP I)
Tujuan pendirian Yayasan Kesejahteraan Karyawan Angkasa
Pura Airports (YAKKAP) I adalah untuk mengelola Tunjangan
Hari Tua (THT) karyawan Angkasa Pura Airports dan
melaksanakan program-program pelayanan bagi karyawan
seperti program pemberian Tunjangan Hari Tua, program
bantuan pemeliharaan kesehatan, dan program-program
bantuan lainnya.
YAKKAP didirikan dengan Akta Notaris Mily Karmila Sareal,
SH., Nomor 2 tanggal 2 September 2003 yang telah disahkan
oleh Menteri Kehakiman dan Hak Asasi Manusia dalam
keputusan Nomor C-116 HT01.02 Tahun 2003 tanggal 19
September 2003.
of its funding comes from dues founder (the Company), the
contributions of participants (employees) and the returns on
the funds managed DAPENRA.
In the 14 years since the very beginning in 1999, showing
the development of performance DAPENRA very proud that
significant progress can be seen from the average assets
managed funds and accumulation, as well as the ability
DAPENRA provide other benefits such as holiday allowance
(THR), provide extension deadline time of Transition to
Retirement Benefits Widow for 3 months when the pensioner
dies, an additional Rp 400 thousand Retirement Benefits,
and resulted in a 6 storey office building representativ in
Kemayoran, Central Jakarta.
Total assets in 2013 was DAPENRA Rp728.874.154.000. While
the number of participants DAPENRA until the end of 2013
was 4,929 participants, consisting of 3,164 active pseserta
people (employees) and 1,765 participants passive (retired).
employee’s Welfare foundation of Angkasa Pura
Airports (yAKKAP I)
The objective of the establishment of the Employee’s Welfare
Foundation of Angkasa Pura Airports (YAKKAP) I is to manage
the Old Age Allowance of employees of Angkasa Pura
Airports and implement service programs for employees,
such as Old Age Allowance provision program, health care
assistance program, and other assistance programs.
YAKKAP was established based on Deed of Notary Mily
Karmila Sareal, SH., Number 2 dated September 2, 2003,
which has been validated by the Minister of Justice and
Human Rights by virtue of his decree Number C-116 HT01.02
Year 2003 dated September 19, 2003.
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
394 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
profile of sUpporTinG insTiTUTions anD professionsProfil Lembaga Dan Profesi Penunjang
Konsultan Hukum | Legal Consultant
Agusfian dan Partners
Jalan Tebet Barat Dalam VIII, Nomor 7,
Tebet Barat, Tebet, Jakarta 12810
Tel : (021) 706 999 43
Fax : (021) 865 1226
Email : [email protected]
Hermawan Juniarto & Associates
Prudential Tower, 23rd & 28th Floor,
Jl. Jendral Sudirman Kav 79,
Jakarta 12910, Indonesia
Tel : (021) 57957095
Fax : (021) 57957096
Email : [email protected]
fa. zaidun & Partners Law firm
Jalan Pakubuwono VI No.57
Kebayoran Baru 12120
Tel : (021) 725 1160
Fax : -
www.znp.co.id
Mustofa & rekan
Jalan Pemuda No. M3
Kel. Rawamangun, Kec.Pulogadung
Jakarta Timur
Tel : (021) 3388 3210
Fax : (021) 4788 5370
Prisma & Co
Cbyer 2 Tower, Lantai 22
Jl. R. Rasuna Said, Blok x5 No.13
Jakarta Selatan
Tel : (021) 290 21315
Fax : (021) 290 21318
Email : [email protected]
prismalaw.com
Notaris | Notaries
Nanda fauz Iwan
Royal Palace Blok C/16,
Jl. Prof.DR.Soepomo No. 178 A,
Jakarta Selatan
Tel : (021) 8313 356/383
Fax : (021) 8313 408
Website atau Email
JS Wibisono, SH, MH, MKn
Kompleks IDT, Jl.Diponegoro
Denpasar, Bali.
utiek r Abdurachman, SH, MLI, MKn
Ruko Malibu BI A/6,
Lengkong Gudang, Serpong,
Tangerang 15321
Tel : (021) 5316 2370/2371/2377
Fax : (021) 5316 2371
Email : [email protected]
Akuntan Publik | Public Accountant
KAP Doli, Bambang, Sudarmadji, Dadang & Ali
Menara Kuningan, Lantai 11.
Jalan HR Rasuna Said, Blok 10-7, Kav. 5
Jakarta12940
Tel : (021) 8611 845/ 8611 847
Fax : (021) 8611 708
395
aDDresses of branch offices, sUbsiDiaries, anD affiliaTeD companies
Alamat Kantor Cabang, Entitas Anak Dan Perusahaan Afiliasi
KANTOr PuSAT | OPerATIONAL HeAD OffICe
Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Jakarta 10610
KANTOR CABANG | BRANCH OFFICES
I gusti Ngurah rai International Airport
Jl. Raya I Gusti Ngurah Rai
Denpasar Bali 80362
Tel : (0361) 751011, 751020
Fax : (0361) 751032
E-mail : [email protected]
Juanda International Airport
Surabaya 61253 A
Tel : (031) 8667513, 8667514
Fax : (031) 8667506
E-mail : [email protected]
Sultan Hasanuddin International Airport
Jl. Bandara Lama Sultan Hasanuddin. Makassar 90552
Tel : (0411) 510123, 550082-3
Fax : (0411) 553183
E-mail : [email protected]
Sepinggan International Airport
Jl. Marsma R. Iswahyudi Balikpapan 76115
Tel : (0542) 766886
Fax : (0542) 766882
www.sepingganairport.com
frans Kaisiepo International Airport
Jl. M. Yamin 99 Biak 98111
Tel : (0981) 22555, 21855
Fax : (0981) 22106
E-mail : [email protected]
Sam ratulangi International Airport
JL. AA. Maramis Manado 95374
Tel : (0431) 811449, 814320
Fax : (0431) 811595
Adisutjipto International Airport
Jl. Solo km. 9 Yogyakarta 55282
Tel : (0274) 484261, 484266
Fax : (0274) 488155
E-mail : [email protected]
Adi Sumarmo International Airport
Jl. Bandara Adi Sumarmo, Tromol Pos 800, Solo 57108
Tel : (0271) 780715-4, 705274
Fax : (0271) 705251
E-mail : [email protected]
Syamsudin Noor Airport
Jl. Angkasa Landasan Ulin, Banjarmasin 70724A
Tel : (0511) 705277, 705274
Fax : (0511) 705251
E-mail : [email protected]
Ahmad yani International Airport
Jl. Puad A.Yani,
Semarang 50145
Tel : (024) 7608735
Fax : (024) 7603506
E-mail : [email protected]
Bandara Internasional Lombok
Jl. By Pass Bil, Praya,
Central Lombok, NTB 83573
Tel : (0370) 615 7000
Fax : (0370) 615 7010
www.lombok-airport.com
Pattimura International Airport
Jl. Dr. Leimena Laha,
Ambon 97236
Tel : (0911) 311768
Fax : (0911) 345686
E-mail : [email protected]
el Tari International Airport
Jl. Adisutjipto Terminal B,
Kupang 85361
Tel : (0380) 882031
Fax : (0380) 881263
E-mail : [email protected]
SBu Commercial Ngurah rai
Gedung Terpadu Lantai 3, Bandara Internasional I Gusti
Ngurah Rai
Tel : (0361) 8843 821
Fax : (0361) 757501
ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
396 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
ALAMAT ENTITAS ANAK | ADDRESSES OF SUBSIDIARIES
PT Angkasa Pura Hotels
Gd. Angkasa Pura Center for Excellence lt. Dasar
Jl. Tabing No. 16 , Kemayoran Jakarta Pusat
Tel : (62-21) 658 66490
Fax : (62-21) 654 66 493
Email : [email protected]
PT Angkasa Pura Logistics
Gd. Angkasa Pura Center for Excellence lt. Dasar
Jl. Tabing No. 16 , Kemayoran Jakarta Pusat
Tel : (62-21) 658 66406
Fax : (62-21) 654 1513/14
Email : [email protected]
PT Angkasa Pura Property
Gd. Angkasa Pura Center for Excellence lt. Dasar
Jl. Tabing No. 16 , Kemayoran Jakarta Pusat
Tel : (62-21) 658 66495
Fax : (62-21) 654 1513/14
Email : [email protected]
www.approperti.com
PT Angkasa Pura Supports
Gd. Angkasa Pura Center for Excellence lt. Dasar
Jl. Tabing No. 16 , Kemayoran Jakarta Pusat
Tel : (62-21) 658 66496
Fax : (62-21) 654 1513/14
www.angkasapura-supports.com
PERUSAHAAN AFILIASI | AFFILIATED COMPANIES
PT Gapura Angkasa
Gedung Dapenra Lt. 1,2 & 3
Jl. Angkasa, Blok B - 12,Kav. 8
Kota Baru Bandar Kemayoran
Jakarta 10610 – Indonesia
Tel : (62 21) 654 5410
Fax : -
Email : [email protected]
PT Jasa Marga Bali Tol
Kantor Operasional:
Jalan Raya Pelabuhan Benoa, No.15
Pasanggaran, Denpasar Bali
Tel : (0361) 725 326
Fax : (0361) 725 326
Email : [email protected]
www. [email protected]
Dana Pensiun Angkasa Pura Airports (DAPeNrA)
Gedung DAPENRA Lt. VI Blok B.12
Kavling No. 8.Kotabaru Bandar Kemayoran
Telp : (62-21) 6586 7867
Fax : (62-21) 6586 7868
E-mail : [email protected]
www.dapenra.co.id
yayasan Kesejahteraan Karyawan Angkasa Pura
Airports (yAKKAP I)
Gedung DAPENRA Lt. III Blok B.12
Kavling No. 8.Kotabaru Bandar Kemayoran
Tel : (62-21) 654 6642
www.yakkap.co.id
397ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION
TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE
TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy
SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES
DATA PERUSAHAANCORpORATE pROfIlE
398 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT
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PT ANGKASA PURA 1 (PERSERO)DAN ENTITAS ANAK
AND SuBSIDIArIeS
Laporan Keuangan KonsolidasianConsolidated Financial Statements
Untuk Tahun yang BerakhirFor the Year Ended
Pada tanggal 31 Desember 2013 dan 2012 December3, 2013 and 2012
Laporan Auditor IndependenIndependent Auditors' Report
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Angkasa Pura AirportsKota Baru Bandar KemayoranBlok B 12 Kav. No 2, Jakarta 10610
T. +62 21 654 1961F. +62 21 654 1513/14www.angkasapura1.co.id