Development on High Performance Airport

GATE 1
GATE 2
GATE 3
GATE 4
SECURITY CHECKPOINT
DEPARTURES
A
AIRLINE
13.2kg
A
AIRLINE
13.2kg
Development on High Performance
Airport Operator Corporation
Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi
2015
Laporan Tahunan
Annual Report
PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
GATE 1
GATE 2
GATE 3
GATE 4
SECURITY CHECKPOINT
DEPARTURES
A
AIRLINE
13.2kg
A
AIRLINE
13.2kg
Development on High Performance
Airport Operator Corporation
Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi
2015
Laporan Tahunan
Annual Report
PT Angkasa Pura I (PERSERO)
Development on High Performance
Airport Operator Corporation
Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi
Sesuai dengan road map Rencana Jangka Panjang
Perusahaan (RJPP) 2014 – 2018, maka ditetapkan
bahwa target utama Perseroan di 2015 adalah
Pengembangan Perusahaan Bandar Udara Berkinerja
Tinggi. Sejalan dengan hal tersebut maka Perseroan
telah menerapkan strategic action diantaranya adalah
menyempurnakan penerapan service dan operation
excellence, mengoptimalkan efektifitas dan efisiensi biaya,
mengoptimalkan seluruh potensi sinergi secara internal dan
eksternal, dan mempercepat dan memperbesar penciptaan
nilai dari kemitraan strategis. Strategi-strategi tersebut
terbukti mampu meningkatkan kinerja Perseroan di 2015.
In accordance with the road map for the
Company’s Long Term Plan (RJPP) from 2014 to
2018, it was determined that the main target of
the Company in 2015 was “Development on High
Performance Airport Operator Company”. In line
with this, the Company has implemented strategic
actions include the implementation of enhance
service and operation excellence, optimizing the
effectiveness and cost efficiency, optimize the full
potential synergies, both internally and externally,
and accelerate and increase value creation of
strategic partnerships. These strategies are proven
to improve its performance in 2015.
Perseroan mampu mendapatkan nilai Customer
Satisfaction Index (CSI) sebesar 4,27, lebih tinggi dari yang
ditargetkan sebesar 4,05 yang merupakan standar Airport
Council International (ACI). Realisasi pelaksanaan kinerja
operasional tahun 2015 dalam rangka memenuhi kebutuhan
dan kepuasan para pengguna jasa, secara umum dapat
dilaksanakan dengan lancar. Realisasi total pendapatan
berada di atas target, sedangkan dari sisi total beban
berada di bawah yang direncanakan. Dengan demikian,
Perseroan telah mampu merealisasikan total laba di tahun
2015 setelah pajak berada di atas yang di targetkan.
The Company was able to get the level of Customer
Satisfaction Index (CSI) of 4.27, higher than the
target of 4.05 which is the standard of the Airport
Council International (ACI). The realization of
operational performance in 2015 in order to
meet the needs and satisfaction of the users of
services generally can be implemented smoothly.
Realization of total income is above the target,
while from the total expenses is below the target.
Accordingly, the Company has been able to realize
a total profit after tax in 2015 was above the target.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
1
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Kesinambungan Tema
Theme Correlations
2015
2014
Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Jakarta, 10610
Telp
: 62-21 6541961
Faks
: 62-21 6541513, 6541514
Email : [email protected]
Website : www.angkasapura1.co.id
Delivering Excellent Service and Performance
GATE 1
Delivering Excellent
GATE 2
GATE 3
GATE 4
Service and Performance
Laporan Tahunan | Annual Report
DEPARTURES
A
AIRLINE
13.2kg
A
AIRLINE
13.2kg
Laporan Tahunan | Annual Report 2014
SECURITY CHECKPOINT
2014
www.angkasapura1.co.id
Development on High Performance
Airport Operator Corporation
2015
Laporan Tahunan
Annual Report
Development on High Performance
Airport Operator Corporation
Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi
Sesuai dengan road map Rencana Jangka Panjang Perusahaan (RJPP) 2014 – 2018, maka
ditetapkan bahwa target utama Perseroan di 2015 adalah Pengembangan Perusahaan Bandar
Udara Berkinerja Tinggi. Sejalan dengan hal tersebut maka Perseroan telah menerapkan
strategic action diantaranya adalah menyempurnakan penerapan service dan operation
excellence, mengoptimalkan efektifitas dan efisiensi biaya, mengoptimalkan seluruh potensi
sinergi secara internal dan eksternal, dan mempercepat dan memperbesar penciptaan nilai
dari kemitraan strategis. Strategi-strategi tersebut terbukti mampu meningkatkan kinerja
Perseroan di 2015.
Perseroan mampu mendapatkan nilai Customer Satisfaction Index (CSI) sebesar 4,27, lebih
tinggi dari yang ditargetkan sebesar 4,05 yang merupakan standar Airport Council International
(ACI). Realisasi pelaksanaan kinerja operasional tahun 2015 dalam rangka memenuhi kebutuhan
dan kepuasan para pengguna jasa, secara umum dapat dilaksanakan dengan lancar. Realisasi
total pendapatan berada di atas target, sedangkan dari sisi total beban berada di bawah yang
direncanakan. Dengan demikian, Perseroan telah mampu merealisasikan total laba di tahun
2015 setelah pajak berada di atas yang di targetkan.
In accordance with the road map for the Company’s Long Term Plan (RJPP) from 2014 to 2018,
it was determined that the main target of the Company in 2015 was “Development on High
Performance Airport Operator Company”. In line with this, the Company has implemented
strategic actions include the implementation of enhance service and operation excellence,
optimizing the effectiveness and cost efficiency, optimize the full potential synergies, both
internally and externally, and accelerate and increase value creation of strategic partnerships.
These strategies are proven to improve its performance in 2015.
The Company was able to get the level of Customer Satisfaction Index (CSI) of 4.27, higher than
the target of 4.05 which is the standard of the Airport Council International (ACI). The realization
of operational performance in 2015 in order to meet the needs and satisfaction of the users of
services generally can be implemented smoothly. Realization of total income is above the target,
while from the total expenses is below the target. Accordingly, the Company has been able to
realize a total profit after tax in 2015 was above the target.
2
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Delivering Excellent
Service and
Performance
2014 menjadi tahun pembuktian Program
Transformasi Bisnis bagi Perusahaan melalui
pengembangan kapasitas, penyempurnaan
fasilitas, dan perbaikan pelayanan sebagai
upaya mengkreasikan pengalaman baru di
bandara.
For Angkasa Pura, the year of 2014 was a year
of evidence that showed the results from the
Business Transformation through the capacity
development, facility improvement and
service enhancement to create a new airport
experience.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
2013
Sumber Daya Manusia
Human Capital
2012
Laporan Keuangan
Financial Report
2011
2013
2013
LAPORAN TAHUNAN
ANNUAL REPORT
Business Potential Optimalization
Business Potential Optimalization
Angkasa Pura Airports
Kota Baru Bandar Kemayoran
Blok B 12 Kav. No 2, Jakarta 10610
62 21 654 1961
62 21 654 1513/14
w.angkasapura1.co.id
T. +62 21 654 1961
F. +62 21 654 1513/14
www.angkasapura1.co.id
Laporan Tahunan
Annual
Report
Laporan
Tahunan
Annual Report
2013
Optimalisasi Potensi Bisnis
Bisnis kebandarudaraan di Indonesia berubah secara signifikan, salah satunya
adalah implementasi dari UU No. 1/2009, 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 undang-undang tersebut adalah pemisahan layanan air traffic
service dari bisnis Perseroan terhitung mulai Januari 2013. Perubahan ini menjadi
menjadi tantangan bagi Perseroan untuk “menutupi” kehilangan pendapatan
yang sangat signifikan tersebut. Dibutuhkan sebuah akselerasi bagi percepatan
pertumbuhan bisnis melalui usaha yang tidak biasa-biasa saja (extraordianry
effort) dan memperlakukan bisnis sebagai business not as ussual.
Bisnis kebandarudaraan di Indonesia berubah secara signifikan, salah satunya
adalah implementasi dari UU No. 1/2009, 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 undang-undang tersebut adalah pemisahan layanan air traffic
service dari bisnis Perseroan terhitung mulai Januari 2013. Perubahan ini menjadi
menjadi tantangan bagi Perseroan untuk “menutupi” kehilangan pendapatan
yang sangat signifikan tersebut. Dibutuhkan sebuah akselerasi bagi percepatan
pertumbuhan bisnis melalui usaha yang tidak biasa-biasa saja (extraordianry
effort) dan memperlakukan bisnis sebagai business not as ussual.
The airport business in Indonesia changed significantly. One of the change is
the implementation of Law No. 1/2009, which opens the opportunity to anyone
as long as meeting the prerequisite of Airport Enterprises (BUBU) to manage the
airport. Another important issue as the impact of the Law is the separation of air
traffic services from the Company which began effectively since January 2013,
this change becomes a challenge for the Company to “cover” a very significant
loss of revenue. It needs extraordinarily hard effort to accelerate the business
growth and treat the business as a unusual one.
The airport business in Indonesia changed significantly. One of the change is
the implementation of Law No. 1/2009, which opens the opportunity to anyone
as long as meeting the prerequisite of Airport Enterprises (BUBU) to manage the
airport. Another important issue as the impact of the Law is the separation of air
traffic services from the Company which began effectively since January 2013,
this change becomes a challenge for the Company to “cover” a very significant
loss of revenue. It needs extraordinarily hard effort to accelerate the business
growth and treat the business as a unusual one.
Langkah bisnis yang dilakukan adalah dengan mengoptimalkan porsi
pendapatan dari sektor non-aeronautika. Yang menggembirakan, Perseroan
berhasil menggenjot pendapatan dari sektor ini secara eksponensial sebesar
29,75% di tahun 2013, melampaui pertumbuhan penumpang yang besarnya
9,67%. Sehingga saat ini komposisi pendapatan non-aeronautika Perseroan
mencapai 32,59%. Hal ini sesuai dengan visi dan arah Perseroan untuk mencapai
pendapatan non-aeronautika sebesar 57% pada 2018 dan mensejajarkan diri
dengan pengelola bandar udara terkemuka di dunia yang rata-rata pendapatan
non-aeronautikanya minimal mencapai 40%.
Langkah bisnis yang dilakukan adalah dengan mengoptimalkan porsi
pendapatan dari sektor non-aeronautika. Yang menggembirakan, Perseroan
berhasil menggenjot pendapatan dari sektor ini secara eksponensial sebesar
29,75% di tahun 2013, melampaui pertumbuhan penumpang yang besarnya
9,67%. Sehingga saat ini komposisi pendapatan non-aeronautika Perseroan
mencapai 32,59%. Hal ini sesuai dengan visi dan arah Perseroan untuk mencapai
pendapatan non-aeronautika sebesar 57% pada 2018 dan mensejajarkan diri
dengan pengelola bandar udara terkemuka di dunia yang rata-rata pendapatan
non-aeronautikanya minimal mencapai 40%.
The early business step is to optimize the revenue share from non-aeronautical
sector. The valuable side is that the Company successfully boost the revenues
from this sector amounted to 29.75% exponentially in 2013, outpacing the
passenger growth at the amount of 9.67%. As a result, the composition of the
non-aeronautical revenue currently has reached 32.59%. This met the vision and
direction of the Company to achieve non-aeronautical revenue by 57% in 2018
and positioning itself in line with the world’s leading airports whose average
income of non-aeronautics at least reach 40%.
The early business step is to optimize the revenue share from non-aeronautical
sector. The valuable side is that the Company successfully boost the revenues
from this sector amounted to 29.75% exponentially in 2013, outpacing the
passenger growth at the amount of 9.67%. As a result, the composition of the
non-aeronautical revenue currently has reached 32.59%. This met the vision and
direction of the Company to achieve non-aeronautical revenue by 57% in 2018
and positioning itself in line with the world’s leading airports whose average
income of non-aeronautics at least reach 40%.
BUSINESS POTENTIAL OPTIMALIZATION
Business Potential
Optimalization
BUSINESS POTENTIAL OPTIMALIZATION
Laporan Tahunan
Annual Report
SHAPING THE FUTURE THROUGH INNOVATION
LAPORAN TAHUNAN
ANNUAL REPORT
Business Potential
Business
Potential
Optimalization
Optimalization
kasa Pura Airports
Baru Bandar Kemayoran
B 12 Kav. No 2, Jakarta 10610
Optimalisasi Potensi Bisnis
Shaping the Future
Through Innovation
Laporan Tahunan 2011 Annual Report
PT Angkasa Pura I (Persero)
Kota Baru Bandar Kemayoran
Blok B12 Kav. No 2, Jkarta 10610
T (62-21) 654 1961
F (62-21) 654 1513/14
www. angkasapura1.co.id
Business Potential
Optimization
Strengthening
Business Pilars
Accelerating
The Capacity
Expansion
Perubahan bisnis kebandarudaraan di
Indonesia memberikan dampak signifikan
bagi Angkasa Pura Airports. Pengoptimalan
porsi pendapatan dari sektor non aeronautika
pun dilakukan.
Angkasa Pura Airports memiliki lima pilar
utama yang menjadi tolak ukur keberhasilan
bandar udara di dunia. Lima pilar tersebut
diimplementasikan
melalui
proses
pemahaman bisnis yang baik, pembentukan
anak perusahaan, pengembangan soft
competence SDM, serta menjalin kerjasama
dengan pengelola bandara terbaik di dunia.
Kondisi bandara di bawah pengelolaan
Angkasa Pura Airports telah mengalami lack
of capacity. Oleh karena itu, manajemen
Angkasa
Pura
Airports
berkomitmen
melaksanakan percepatan pembangunan
dan pengembangan bandara.
The changes of airport business in Indonesia
has made a significant impact on Angkasa
Pura Airports. Revenue share from the non
aeronautics sector has also been optimized.
Angkasa Pura Airports are built based on five
main pillars that are the benchmark of success
for airports in the world. The five pillars are
implemented by following the processes:
good business comprehension, establishment
of new subsidiaries, enhancing the soft
competence of employees, and building good
relationships with the best airports operator
all over the world.
The airports under the management of
Angkasa Pura Airports have experienced
lack of capacity. Therefore, the management
of Angkasa Pura Airports is committed to
accelerate the development of its airports.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
3
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Jejak Langkah
Milestones
1962
1964
1965
15 November / 15 November
20 Februari / 20 February
17 Mei / 17 May
Pemerintah RI mengeluarkan PP No.33
Tahun 1962 tentang Pendirian Perusahaan
Negara (PN) Angkasa Pura Kemayoran,
yang ditandatangani oleh Pejabat Presiden
RI Ir. Djuanda. Tugas pokoknya adalah
pengelolaan dan pengusahaan Bandar
Udara Kemayoran Jakarta yang saat itu
merupakan satu-satunya bandar udara
internasional yang melayani penerbangan
dari dan keluar negeri selain penerbangan
domestik.
Setelah melalui masa transisi selama dua
tahun, terhitung mulai tanggal 20 Februari
1964 PN Angkasa Pura Kemayoran resmi
mengambil alih secara penuh aset dan
operasional
Bandara
Internasional
Kemayoran, Jakarta dari Kementerian
Perhubungan Udara. Tanggal inilah yang
kemudian ditetapkan sebagai hari jadi
Angkasa Pura Airports.
Berdasarkan Peraturan Pemerintah Nomor
21 Tahun 1965 tentang Perubahan dan
Tambahan PP Nomor 33 Tahun 1962, PN
Angkasa Pura “Kemayoran” berubah nama
menjadi PN Angkasa Pura dengan maksud
untuk lebih membuka kemungkinan
mengelola bandar udara lain di wilayah
Indonesia.
Government of RI issued Government
Regulation No. 33 of 1962 concerning the
Establishment of State Corporation (PN)
Angkasa Pura Kemayoran, which was
signed by Acting President of the Republic
of Indonesia, Ir. Djuanda. The main duties
of the company were to manage and
operate the Kemayoran Airport which at
the time was the only international airport
serving inbound and outbound travel both
overseas and domestic flights.
After undergoing a two-year transitional
period, since 20 February 1964, PN Angkasa
Pura Kemayoran officially took over all
the assets and operations of Kemayoran
International Airport, Jakarta from the
Ministry of Air Transportation. This date
was then designated as the anniversary of
Angkasa Pura Airports.
2008
2011
22 September / 22 September
20 Oktober / 20 October
30 Desember / 30 December
Peresmian Bandara Sultan Hasanuddin
oleh Presiden RI.
Peresmian Bandara Internasional Lombok
(BIL) oleh Presiden RI Susilo Bambang
Yudhoyono.
Logo baru Angkasa Pura Airports sebagai
salah satu identitas perusahaan (corporate
identity) resmi diluncurkan.
Official opening of Lombok International
Airport by the President of the Republic of
Indonesia, Susilo Bambang Yudhoyono.
The new logo of Angkasa Pura Airports
as one of the corporate identities was
officially launched.
Official opening of the Sultan Hasanuddin
Airport by the President of the Republic of
Indonesia.
1 Desember / 1 December
Ground breaking proyek pembangunan
Terminal 2 (T2) Bandara Juanda, Surabaya.
Groundbreaking of Terminal 2 (T2)
construction project at Juanda Airport,
Surabaya.
4
Based on Government Regulation No. 21 of
1965 on the Amendment and Supplement
to Regulation No. 33 of 1962, PN Angkasa
Pura “Kemayoran” changed its name to
PN Angkasa Pura with a view to further
open up the possibility of managing other
airports in Indonesia.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
1974
Sumber Daya Manusia
Human Capital
1987
Laporan Keuangan
Financial Report
1992
24 Oktober / 24 October
19 Mei / 19 May
4 Februari / 4 February
Status badan hukum PN Angkasa Pura
berubah menjadi Perusahaan Umum
(Perum), berdasarkan PP Nomor 37 Tahun
1974.
Wilayah pengelolaan bandar udara
komersial di Indonesia di bagi dua, seiring
dengan perubahan Perum Angkasa
Pura menjadi Perum Angkasa Pura I dan
dibentuknya Perum Angkasa Pura II.
Perum Angkasa Pura I mengelola bandara
di wilayah timur Indonesia, sedangkan
Perum Angkasa Pura II mengelola bandara
di wilayah barat Indonesia.
Berdasarkan PP Nomor 5 Tahun 1992,
bentuk Perum Angkasa Pura I diubah
menjadi Perseroan Terbatas (PT) yang
sahamnya dimiliki sepenuhnya oleh
Negara Republik Indonesia sehingga
namanya menjadi PT Angkasa Pura I
(Persero).
Status of legal entity PT Angkasa Pura
transformed into a Public Company
(Perum), under Regulation No. 37 Year 1974.
The commercial airport management in
Indonesia was divided into two areas,
marked by the change of Perum Angkasa
Pura into Perum Angkasa Pura I and the
establishment of Perum Angkasa Pura II.
Perum Angkasa Pura I manages airports
in the eastern part of Indonesia and Perum
Angkasa Pura II manages airports in the
western part of Indonesia.
2012
Pursuant to the Government Regulation
Number 5 of 1992, the status of the company
was changed from a Public Company
(Perum) to a Limited Liability Company
(PT), which shares are wholly owned by the
State of Republic of Indonesia, and bearing
the name of PT Angkasa Pura I (Persero).
2013
6 Januari / 6 January
20 Februari / 20 February
2 Januari / 2 January
Pembentukan Anak-anak Perusahaan,
yaitu Angkasa Pura Hotels, Angkasa Pura
Property dan Angkasa Pura Logistics.
Peluncuran
identitas
perusahaan
(corporate identity) berupa visi, misi, dan
nilai-nilai perusahaan baru. Turut pula dilaunching hymne dan mars serta seragam
baru perusahaan.
Implementasi Project Enterprise Resource
Planning (ERP) tahap pertama.
Establishment of Subsidiaries, those are
Angkasa Pura Hotels, Angkasa Pura
Property, and Angkasa Pura Logistics.
9 Februari / 9 February
Pembentukan Anak Perusahaan Angkasa
Pura Supports.
Establishment of subsidiary Angkasa Pura
Supports.
Launching of corporate identity in the
form of new company vision, mission, and
values. The company’s hymn and march as
well as new uniform were also launched.
Implementation of the First Phase of Project
Enterprise Resource Planning (ERP).
4 Januari / 4 January
Pendirian SBU Commercial Ngurah
Rai sesuai dengan Keputusan Direksi
No.KEP.02/OM.01.01/2013.
Establishment of Ngurah Rai Commercial
SBU pursuant to the Decision of the Board
of Directors No. KEP.02/OM.01.01/2013.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
5
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
2013
2014
6 Januari / 6 January
14 Februari / 14 February
Pengalihan
tugas
pengelolaan
kenavigasian ke Perusahaan Umum
Lembaga
Penyelenggara
Pelayanan
Navigasi
Penerbangan
Indonesia
(Perum-LPPNPI) berdasarkan Peraturan
Pemerintah Nomor 77 Tahun 2012.
Pengoperasian Terminal 2
Internasional Juanda Surabaya.
Re-assignment of navigation management
to the Indonesian Air Navigation Service
Provider
Institution
(Perum-LPPNPI)
pursuant to Government Regulation
Number 77 of 2012.
7 April / 7 April
Pengoperasian
kembali
Bandara
Selaparang untuk sekolah penerbangan.
Re-operation of Selaparang Airport for
flight school.
12 September / 12 September
Operation of Terminal 2 at
International Airport, Surabaya.
15 September / 15 September
Bandara
Juanda
22 Maret / 22 March
Pengoperasian Terminal Baru Bandara
Internasional Sepinggan Balikpapan.
Operation of the new terminal at Sepinggan
International Airport.
17 Juni / 17 June
Ground breaking Pengembangan Bandara
Internasional Ahmad Yani Semarang.
Groundbreaking for the development
of Ahmad Yani International Airport,
Semarang.
Pengoperasian terminal baru Bandara
Internasional I Gusti Ngurah Rai.
Peresmian Bandara Internasional Sultan
Aji Muhammad Sulaiman Sepinggan
Balikpapan dan Terminal 2 Bandara
Internasional Juanda Surabaya oleh
Presiden RI.
Official opening of Sultan Aji Muhammad
Sulaiman Sepinggan International Airport,
Balikpapan and Terminal 2 Juanda
International Airport, Surabaya officially
opened by the President of the Republic of
Indonesia.
17 September / 17 September
Pengoperasian
Terminal
Domestik
Bandara Internasional I Gusti Ngurah Rai
Bali.
Operation of Domestic Terminal at I Gusti
Ngurah Rai International Airport, Bali.
19 Desember / 19 December
Peresmian Bandara Internasional I Gusti
Ngurah Rai Bali oleh Menteri Perhubungan.
Operation of the new terminal at I Gusti
Ngurah Rai International Airport.
Official opening of I Gusti Ngurah Rai
International Airport by the Minister of
Transportation.
2015
6
18 Mei / 18 May
17 Agustus / 17 August
13 Desember / 13 December
Ground
breaking
Bandara
Syamsudin Noor Banjarmasin.
Pengoperasian Terminal B Bandara
Adisutjipto Yogyakarta.
Pengoperasian Terminal
Umroh Bandara Juanda.
Ground breaking of Syamsudin
Noor Airport, Banjarmasin.
Operation of Terminal B
Adisutjipto Airport, Yogyakarta.
Operation of Special Terminal for
Umroh at Juanda Airport.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
at
Khusus
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
7
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Keunggulan
USAHA
BUSINESS EXCELLENCE
A
AIRLINE
13.2kg
8
A
AIRLINE
A
AIRLINE
11kg
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
0kg
A
AIRLINE
15kg
Tata Kelola Perusahaan
Good Corporate Governance
1
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
WORLD CLASS ICT &
MANAGEMENT SYSTEM
Dalam upaya untuk memiliki world class ICT and
management system, master plan ICT 2014-2018
telah disahkan oleh Board of Director dan telah
di sosialisasikan di kantor pusat. Untuk penerapan
ICT system yang efektif, beberapa program kerja
IT Group 2015 telah memasuki proses pengadaan
dan pelaksanaan pekerjaan, seperti program
pengadaan aplikasi SIOPSKOM, penyempurnaan
aplikasi Human Capital Information System
(HCIS) dan pengadaan data center kantor pusat,
implementasi Document Management System,
pengadaan perangkat lunak windows server,
share point dan SQL server. Perseroan juga telah
mengimplementasikan sistem informasi keuangan
terintegrasi dengan Real Estate Management
(REM), Material Management (MM), dan Plan
Management (PM). Di samping itu Perseroan
telah melakukan penyempurnaan implementasi
ERP-SAP tahap II yaitu dari sisi Komersial, General
Affair, dan Procurement yang terintegrasi dengan
keuangan.
In its efforts to have a world class ICT and
management system, ICT Master Plan 2014-2018
has been approved by the Board of Directors and
has been socialized in the central office. For the
application of ICT systems that are effective, some
of the work program IT Group in 2015 has entered
the process of procurement and implementation
of the work, such as the procurement program
application SIOPSKOM, improved application
Human Capital Information System (HCIS) and
procurement of data center headquarters,
implementation of the Document Management
System, supplying device windows server software,
Share Point and SQL server. The Company
has also implemented an integrated financial
information system by Real Estate Management
(REM), Materials Management (MM), and Plan
Management (PM). In addition, the Company has
made improvements ERP-SAP implementation
phase II on the side of Commercial, General Affairs
and Procurement integrated with finance.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
9
Laporan Manajemen
Management Report
2
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
HIGH PERFORMING
CULTURE
Dalam rangka mengembangkan high
performing culture, Perseroan telah
melaksanakan hal-hal sebagai berikut.
a. Effective Performance
Management System
Implementasi
Performance
Management System (PMS) yang
efektif sebagai upaya memastikan
agar unit kerja dan individu
dapat
bekerja
sama
secara
optimal dalam pencapaian target
perusahaan melalui perencanaan,
pengorganisasian dan evaluasi
kinerja pegawai.
b. Effective Performance-Based
Incentive System
Hasil Performance Management
System (PMS) digunakan sebagai
salah satu dasar pemberian reward
kepada pegawai berdasar kepada
kinerja masing–masing pegawai
dan kinerja kantor cabang.
10
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
In order to develop a high-performing
culture, the Company has implemented
the following matters.
a. Effective Performance Management
System
Implementation of Performance
Management System (PMS) which
is effective as a way of ensuring that
the work units and individuals can
work together optimally in achieving
the target company through
planning, organizing and evaluating
employee performance.
b.Effective
Performance-Based
Incentive System
Results
of
the
Performance
Management
System
(PMS)
are used as one of the bases of
reward to employees based on the
performance of each employee and
the performance of the branch office.
Tata Kelola Perusahaan
Good Corporate Governance
3
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
EFFECTIVE
LEADERSHIP
Perseroan
menerapkan
strategi
Leadership Effectiveness Enhancement
dengan memastikan seluruh pemangku
jabatan struktural mampu berperan
sebagai Effective Leadership, yaitu
kemampuan yang dimiliki seorang
pemimpin untuk membangun visi
yang memberi nilai tambah bagi
lingkungan serta keberhasilan untuk
menggalang pengikut. Pemimpin yang
efektif adalah seorang pemimpin yang
mampu menciptakan dan menjalankan
visinya melalui mobilitas pengikutnya.
Perseroan
telah
mendapatkan
predikat Excellence dalam program
Indonesia Best Practices in Corporate
Transformation di tahun 2014 dan 2015
yang diselenggarakan oleh Majalah
SWA dan Win Solution.
Company adopts the strategy of
Leadership Effectiveness Enhancement
with ensuring all stakeholders able to
act as a structural position Effective
Leadership, the ability of the leader
to build a vision to add value to the
environment as well as the success to
mobilize followers. The effective leader
is a leader who is able to create and
execute his vision through his mobility.
The Company has been awarded the
Excellence in Indonesia program Best
Practices in Corporate Transformation
in 2014 and 2015 organized by SWA and
Win Solution.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
11
Laporan Manajemen
Management Report
4
12
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
COMPETENT
HUMAN RESOURCES
Dalam rangka mengembangkan human
resources yang kompeten, Perseroan
telah melaksanakan hal-hal sebagai
berikut.
a. Effective People Development
Program
Meningkatkan efektivitas sistem
kompetensi untuk meningkatkan
kinerja karyawan dan perusahaan.
In order to develop competent
human resources, the Company has
implemented the following matters.
b. World Class Talent Management
System
Menyiapkan SDM yang kompeten
dan produktif sesuai dengan
kebutuhan perusahaan melalui
peningkatan efektivitas dan efisiensi
penyusunan program pelatihan
dan pengembangan SDM serta
memastikan koordinasi yang efektif
dengan unit-unit kerja lainnya
dalam penyediaan pelatihan.
b. World Class Talent Management
System
Setting up competent and productive
human resources according to the
needs of companies by improving
the effectiveness and efficiency
of the preparation of training and
human resources development
programs and to ensure effective
coordination with other work units in
the provision of training
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
a. Effective People Development
Program
Improving the effectiveness of the
compensation system to improve
employee
performance
and
company
Tata Kelola Perusahaan
Good Corporate Governance
5
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
CUSTOMER CENTRIC
ORGANIZATION
Perseroan
menerapkan
strategi
customer centric organization dengan
menerapkan
program-program
sebagai berikut.
a. Business Processes Reengineering
Merupakan langkah perusahaan
untuk menganalisis dan mendesain
work flow dan proses bisnis dalam
seluruh aspek pekerjaan dalam
organisasi.
Hal
ini
bertujuan
untuk
mendukung
efektivitas
restrukturisasi
dan
reposisi
perusahaan
dalam
mengubah
paradigma bisnis.
b. Lean and Customer Centric
Organization
Upaya perusahaan yang fokus
dalam peningkatan pelayanan
serta memberikan nilai tambah
bagi pelanggan dengan tetap
mempertahankan
struktur
organisasi yang efektif, efisien, serta
berkinerja tinggi dalam menjalankan
proses bisnis perusahaan.
Company adopts the strategy of
customer centric organization by
implementing the following programs.
a. Business Processes Reengineering
Represents company moves to
analyze and design work flow and
business processes in all aspects of
the work of the organization. It aims
to support the effectiveness of the
restructuring and repositioning of
the company in changing business
paradigm.
b. Lean and Customer Centric
Organization
Company efforts was focused on
improving services and provide
added value for customers by
effective organizational structure,
efficient, and high performance
in running the company’s business
processes.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
13
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Komitmen Kami Terhadap Implementasi 3S1C
Our Commitment on the Implementation of 3S1C
Perseroan sangat berkomitmen dalam menerapkan grand
policy pemerintah yaitu Road Map to Zero Accident melalui
program Safety, Security and Service through Compliance.
Sasaran dari program tersebut adalah terselenggaranya
pelayanan yang andal dengan mengutamakan faktor
selamat, kenyamanan dan kelancaran. Program ini
menitikberatkan upaya menciptakan kepatuhan pelayanan
sesuai dengan hak dan kewajibannya. Perseroan telah
menerapkan program tersebut mulai dari pintu gerbang,
tempat parkir, dan tempat umum yang ada di bandara.
Perseroan sangat memperhatikan 5 (lima) dimensi kualitas
pelayanan yaitu dimensi bukti fisik (tangible), dimensi empati
atau kepedulian, dimensi daya tanggap, dimensi kehandalan
(reliability) dan dimensi jaminan.
14
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Company is committed to implementing government grand
policy namely the Road Map to Zero Accident through the
Safety, Security and Service through Compliance. The goal
of the program is the implementation of a reliable service
by prioritizing factors such as safety, comfortable and
smoothness. This program focuses the efforts to create
services compliance in accordance with their rights and
obligations. The Company has implemented the program
starting from the gate, parking, and public places in
the airport. The Company was very attentive to 5 (five)
dimensions of service quality that is the dimension of physical
evidence (tangible), the dimensions of empathy or concern,
the dimensions of responsiveness, the dimension of reliability
(reliability) and the dimension of assurance.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Pengembangan Usaha
Featured Projects
PROYEK PENGEMBANGAN BANDARA
INTERNASIONAL AHMAD YANI, SEMARANG
(PPSRG)
DEVELOPMENT OF AHMAD YANI
INTERNATIONAL AIRPORT, SEMARANG
Nilai Investasi Rp2 Triliun
Investment Value Rp2 Trillion
Proyek pengembangan Bandara Internasional Ahmad Yani di
Semarang telah terealisasi sebesar 36,81% untuk lahan dan
jalan akses (Paket 1). Konstruksi Apron dan Exit Taxiway (Paket
2) telah terealisasi sebesar 26,86%. Untuk gedung terminal
dan fasilitas penunjang (Paket 3) serta gedung operasional
dan pendukung (Paket 4) masih dalam proses perencanaan.
The development projects of Ahmad Yani International Airport
in Semarang has been realized for 36.81% of land and access
roads (Stage 1). Construction Apron and Taxiway Exit (Stage
2) has been realized by 26.86%. The terminal building and
support facilities (Stage 3) as well as operational buildings and
supporting (Stage 4) is still in the planning process.
PROYEK PENGEMBANGAN BANDARA
SYAMSUDIN NOOR, BANJARMASIN (PPBDJ)
DEVELOPMENT OF SYAMSUDIN NOOR
AIRPORT, BANJARMASIN
Nilai Investasi Rp2,3 Triliun
Investment Value Rp2,3 Trillion
Pengembangan Bandara Internasional Ahmad Yani, Semarang
direncanakan memiliki luas sekitar 56.653 m2. Dengan
pengembangan ini, Bandara Internasional Ahmad Yani akan
mampu menampung 6-7 juta penumpang pertahunnya.
Development of Ahmad Yani International Airport in
Semarang has a planned area of about 56.653 m2. With this
development, Ahmad Yani International Airport will be able to
accommodate 6-7 million of passengers per year.
Pada tanggal 18 Mei 2015 telah dilakukan ground
breaking
Bandara
Syamsudin
Noor
Banjarmasin.
Luas
terminal
yang
semula
hanya
6.641
m2
dengan
kapasitas
1,3
juta
penumpang/tahun
dikembangkan menjadi 125.000 m2 sehingga mampu
menampung 10 juta penumpang/tahun.
Ground breaking Syamsudin Noor Airport, Banjarmasin has
been done on 18 May 2015. The terminal area which was initially
only 6,641 m2 with a capacity of 1.3 million passengers/year
is now expanded to 125,000 m2 to accommodate
10 million passengers/year.
Paket 1 dari proyek pengembangan Bandara Syamsuddin
Noor Banjarmasin yang berupa gedung terminal dan fasilitas
penunjang telah dievaluasi disainnya sesuai dengan arahan
President Director. Paket 2 yang berupa infrastruktur dalam
proses perencanaan. Sedangkan untuk organisasi satuan
kerja telah terbentuk secara efektif sebanyak 7 satuan kerja
dan akan segera dilengkapi pararel dengan lelang fisik.
Stage 1 of the development project Syamsudin Noor Airport
Banjarmasin that is form the terminal building and support
facilities have been evaluated in accordance with the
design direction of the President Director. Stage 2 in the
form of infrastructure is on the planning process. As for the
organization of the work force has been formed to effectively
work as much as 7 units and will soon be equipped parallel
with physical auctions.
PROYEK PENGEMBANGAN BANDARA
INTERNASIONAL YOGYAKARTA BARU
DEVELOPMENT OF NEW YOGYAKARTA
INTERNATIONAL AIRPORT
Nilai Investasi Rp5 Triliun
Investment value: Rp5 Trillion
Sesuai dengan Keputusan Direksi PT Angkasa Pura I (Persero)
Nomor: KEP 182/OM.01.01/2014 tanggal 31 Desember 2014
atas perubahan Keputusan Direksi PT Angkasa Pura I
(Persero) Nomor: KEP.108/OM.01.01/2014 tanggal 26 Agustus
2014 telah dibentuk Organisasi dan Tata Kerja Proyek
Persiapan Pembangunan Bandara Internasional Yogyakarta.
Bandara ini direncanakan menggantikan Bandara Adisutjipto
yang daya tampungnya sangat terbatas. Bandara baru ini
berkapasitas 105.500 m2 dan memiliki nilai proyek sebesar
Rp5 triliun.
In accordance with the Decision of the Board of Directors of
PT Angkasa Pura I (Persero) No: KEP 182/OM.01.01/2014, dated
31 December 2014 on amendment of the Decree of Directors
of PT Angkasa Pura I (Persero) No. KEP.108/OM.01.01/2014
dated 26 August 2014, have formed the Organization and
Work Preparation Project Development with the International
Airport Yogyakarta. The airport was planned to replace the
Adisutjipto Airport that has very limited capacity. The new
airport has a capacity of 105,500 m2 and has a project value
of Rp5 trillion.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
15
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Kilas Kinerja 2015
Performance Review 2015
Ikhtisar Keuangan
Financial Highlights
dalam jutaan Rupiah/ in million Rupiah
Keterangan
2015
2014
2013
2012
2011
Description
LAPORAN POSISI KEUANGAN KONSOLIDASIAN / CONSOLIDATED STATEMENT OF FINANCIAL POSITION
ASET / ASSETS
Aset Lancar
3.090.122
2.636.162
1.749.278
3.200.752
3.480.617
Aset Tidak Lancar
Current Assets
Non-current Assets
Aset Pajak Tangguhan
Piutang Jangka Panjang
Investasi Jangka Panjang
Properti Investasi
Aset Tetap
Aset Lain-Lain
TOTAL ASET
1.413
-
-
29.409
-
-
45.271
70.678
70.678
79.917
Long- term receivables
129.660
135.759
286.258
451.663
393.328
Long- term Investments
Investments Property
149.845
160.596
162.003
100.503
103.264
11.860.714
11.208.185
7.450.026
6.148.313
5.843.122
1.490.586
1.640.923
3.259.417
2.020.071
235.885
16.722.337
15.826.893
12.977.658
12.021.387
10.136.129
Deferred Tax Assets
Fixed Assets
Other Assets
TOTAL ASSETS
LIABILITAS DAN EKUITAS
LIABILITIES AND EQUITY
LIABILITAS
LIABILITIES
Liabilitas Jangka Pendek
2.702.303
2.841.759
2.211.948
1.833.227
704.258
Current Liabilities
Liabilitas Jangka Panjang
2.990.984
2.473.880
1.236.346
614.970
521.640
Non-current Liabilities
TOTAL LIABILITAS
5.693.287
5.315.639
3.448.294
2.448.197
1.225.898
TOTAL LIABILITIES
EKUITAS
11.029.050
10.511.254
9.529.364
9.573.190
8.910.231
EQUITY
16.722.337
15.826.893
12.977.658
12.021.387
10.136.129
TOTAL LIABILITAS DAN EKUITAS
TOTAL LIABILITIES AND EQUITY
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN /
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
PENDAPATAN OPERASIONAL / OPERATING REVENUES
Aeronautika
3.155.237
2.781.704
2.065.469
2.324.031
2.044.272
Non Aeronautika
2.094.393
1.801.832
998.437
769.505
621.930
TOTAL PENDAPATAN
OPERASIONAL
5.249.630
4.583.536
3.063.906
3.093.536
2.666.202
TOTAL OPERATING REVENUES
BEBAN OPERASIONAL
3.955.670
3.318.717
2.331.449
2.344.562
2.192.538
OPERATING EXPENSES
LABA OPERASIONAL
1.293.960
1.264.819
732.457
748.974
473.664
OPERATING INCOME
(211.217)
1.968
126.445
57.352
182.689
NON OPERATING INCOME
(EXPENSES)
1.082.742
1.266.787
858.902
806.326
656.353
INCOME BEFORE TAX
PENDAPATAN (BEBAN) NON
OPERASIONAL
LABA SEBELUM TAKSIRAN PAJAK
PENGHASILAN
PAJAK PENGHASILAN
240.769
272.344
184.214
144.083
112.126
LABA BERSIH TAHUN BERJALAN
841.973
994.443
674.688
662.243
544.227
PENDAPATAN KOMPREHENSIF
LAIN
16
Aeronautics
Non aeronautics
INCOME TAXES
NET INCOME
OTHER COMPREHENSIVE
INCOME
Laba (Rugi) belum terealisasi
investasi efek
(20.816)
38.074
(54.424)
56.163
1.577
Unrealized gain (loss) on
securities investments
Keuntungan (kerugian) aktuarial
dari program imbalan paska
kerja
(98.962)
10.251
34.481
-
-
Actuarial gain (loss) from
Employee Benefit
LABA KOMPREHENSIF TAHUN
BERJALAN
722.195
1.042.768
654.745
718.406
545.804
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
COMPREHENSIVE INCOME FOR
THE YEAR
Tata Kelola Perusahaan
Good Corporate Governance
Keterangan
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
2015
2014
Sumber Daya Manusia
Human Capital
2013
2012
2011
Description
LABA DIATRIBUSIKAN KEPADA:
Pemilik Entitas Induk
Kepentingan Non Pengendali
INCOME ATTRIBUTABLE TO:
841.543
994.136
674.308
662.243
544.227
430
307
379
-
-
LABA KOMPREHENSIF
DIATRIBUSIKAN KEPADA:
Pemilik Entitas Induk
Kepentingan Non Pengendali
LABA BERSIH PER SAHAM DASAR
(dalam Rupiah penuh)
Laporan Keuangan
Financial Report
The Owner of Parent Entity
Non-Controlling Interest
INCOME ATTRIBUTABLE TO:
722.195
1.042.768
654.745
718.406
545.804
-
-
-
-
-
131
285
193
208
302
The Owner of Parent Entity
Non- Controlling Interest
EARNINGS PER SHARE
(in full Rupiah)
ARUS KAS KONSOLIDASIAN / CONSOLIDATED STATEMENT OF CASH FLOWS
980.047
897.790
777.910
1.145.027
1.099.417
Cash Flow From Operating
Activities
(1.431.722)
(1.114.848)
(3.488.078)
(1.191.527)
(521.328)
Cash Flows From Investing
Activities
700.101
993.424
638.714
(205.923)
(140.549)
Cash Flow From Financing
Activities
Kenaikan (penurunan) kas dan
setara kas
248.426
776.366
(2.071.455)
(252.423)
437.541
Increase (decrease) of cash and
cash equivalent
Pengaruh selisih kurs
145.588
(3.934)
179.620
27.820
(3.507)
Effect of foreign exchange rate
Kas dan Setara Kas pada awal
periode
1.352.261
579.829
2.471.664
2.696.267
2.262.233
Cash and cash equivalent at the
beginning of the year
Kas dan Setara Kas Pada Akhir
Periode
1.746.273
1.352.261
579.829
2.471.664
2.696.267
Cash and cash equivalent at the
end of the year
Arus Kas dari Aktivitas Operasi
Arus Kas dari Aktivitas Investasi
Arus Kas dari Aktivitas
Pendanaan
RASIO KEUANGAN / FINANCIAL RATIOS
RENTABILITAS / Rentability
Rasio Laba Operasi
23,29%
24,22%
19,87%
22,11%
18,90%
Operating Profit Ratio
Laba Terhadap Aset
5,03%
5,87%
4,97%
5,51%
5,36%
Return on Assets
Rasio Operasi
15,15%
19,10%
18,49%
19,50%
18,32%
Operating Ratio
Rasio Lancar
114,35%
92,77%
79,08%
174,60%
488,72%
Current Ratio
Rasio Kas
72,63%
60,61%
41,11%
151,56%
409,30%
Cash Ratio
Rasio Utang Terhadap Aset
17,89%
15,63%
9,53%
0,19%
0,40%
Liabilities to Assets Ratio
Rasio Utang Terhadap Modal
51,62%
50,57%
36,19%
18,26%
8,03%
Liabilities to Equity Ratio
Rasio Utang Terhadap Aset Tetap
18,72%
16,77%
11,86%
0,24%
0,44%
Liabilities to Fixed Assets Ratio
LIKUIDITAS / LIQUIDITY
SOLVABILITAS / SOLVENCY
114,35% 17,89% 51,62% 18,72%
Rasio Lancar
Current Ratio
Rasio Utang
Terhadap Aset
Liabilities to Assets Ratio
Rasio Utang
Terhadap Modal
Liabilities to Equity Ratio
Rasio Utang
Terhadap Aset Tetap
Liabilities to
Fixed Assets Ratio
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
17
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Aset
Pendapatan Operasional
Assets
Operating Revenue
15.826.893
10.136.129
16.722.337
4.583.536
12.977.658
12.021.387
2.666.202
2011
2012
2013
2014
2015
2011
3.093.536
3.063.906
2012
2013
5.249.630
2015
2014
Laba Operasional
Operating Income
748.974
732.457
2012
2013
1.264.819
1.293.960
2014
2015
473.664
2011
Ikhtisar Operasional
Operational Highlights
Uraian
Satuan
Unit
2015
2014
2013
2012
2011
Description
Produksi Aeronautika / Aeronautics Production
Pelayanan Jasa
Pendaratan,
Penempatanan dan
Penyimpanan Pesawat
Udara (PJP4U)
Ton
25.572.859
22.737.236
21.501.973
19.410.144
16.694.174
Aircraft Landing,
Parking, and Hangar
Services (PJP4U)
Pelayanan Jasa
Penumpang Pesawat
Udara (PJP2U)
Pax
33.016.975
32.778.877
32.104.877
29.107.151
25.219.720
Aircraft Passenger
Services (PJP2U)
Pemakaian Aviobridge
Ton
26.445.957
21.407.355
13.886.925
158.283.777
148.685.473
Pemakaian Counter
Pax
37.555.129
33.177.155
17.316.816
15.611.056
14.286.176
Baggage Handling
System
Pax
7.088.941
5.411.902
-
-
-
Use of Aviobridge
Counter Usage
Baggage Handling
System
Produksi Non Aeronautika / Non- Aeronautics Production
Sewa
18
M2xBulan
6.225.618
7.611.582
7.838.598
8.295.145
7.935.691
Konsensi
Rp/000
5.821.685.310
5.100.595.342
3.251.194.578
2.708.338.298
2.288.042.965
Parkir Mobil
Lembar
22.669.408
21.693.865
22.864.848
19.910.057
14.583.495
Parkir Motor
Lembar
7.322.029
7.509.994
7.884.631
7.388.150
3.842.702
Peron dan Waving
Gallery
Lembar
402.301
347.939
291.114
375.871
382.473
Pemakaian Listrik
Kwh
29.151.481
32.494.185
54.997.371
35.683.218
33.115.706
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Rental
Concession
Car parking
Motor Parking
Peron and Waving
Gallery
Electricity
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Satuan
Unit
Uraian
Pemakaian Air
2015
M3
Pemakaian Telepon
Internet Services
2014
Sumber Daya Manusia
Human Capital
2013
2012
Laporan Keuangan
Financial Report
2011
Description
264.063
444.493
327.034
350.57
292.725
PwtxBln
16.511
20.699
23.999
25.819
25.830
Kilobyte
Water
Telephone
445.466
-
-
-
-
M2xBulan
58.24
124.109
169.400
175.555
162.064
Event Promotion
EA
1.265
-
-
-
-
Lounge
Pax
716.962
1.368.587
1.063.698
918.199
880.537
VIP Service Fee GAT
Pax
6.892
-
-
-
-
VIP Service Fee GAT
Maintenance and
Service Fee
EA
4.146
-
-
-
-
Maintenance and
Service Fee
Masuk
Kg
28.725.775
87.486.242
109.315.798
78.334.929
136.773.917
Incoming
Keluar
Kg
35.874.736
76.283.558
121.768.912
112.210.870
119.073.543
Outcoming
Sewa Tempat Reklame
Warehousing
2011
Event Promotion
Lounge
19.410.144
2012
PJP2U
22.737.236
21.501.973
2013
2014
25.572.859
25.219.720
2015
2011
29.107.151
2012
Konsensi
2013
2014
2015
22.864.848
19.910.057
21.693.865 22.669.408
14.583.495
3.251.194.578
2.708.338.298
2.288.042.965
2013
32.778.877 33.016.975
Car Parking
5.821.685.310
5.100.595.342
2012
32.104.877
Parkir Mobil
Concession
2011
Advertising
Warehousing
PJP4U
16.694.174
Internet Services
2014
2015
2011
2012
2013
2014
2015
Informasi Harga Saham dan Efek Lainya
Overview of Stocks Price and Other Securities
PT Angkasa Pura I (Persero) bukan merupakan perusahaan
publik sehingga tidak memiliki informasi mengenai harga
saham dan efek lainnya.
PT Angkasa Pura I (Persero) has no record on the summary of
stocks or any other securities, since Angkasa Pura Airports is
not yet a public company.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
19
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Peristiwa Penting
Significant Events
18 Mei / 18 May
Groundbreaking Proyek Pengembangan Bandara
Syamsudin Noor Banjarmasin, Kalimantan Selatan, oleh
Wapres RI Jusuf Kalla.
Groundbreaking of Syamsudin Noor Airport Development
Project, Banjarmasin, South Kalimantan by Jusuf Kalla, Vice
President of the Republic of Indonesia.
22 Juni / 22 June
Kementerian BUMN melakukan pergantian Direktur Utama
PT Angkasa Pura I (Persero) dari Tommy Soetomo kepada
Sulistyo Wimbo Hardjito.
Substitution President Director of PT Angkasa Pura I
(Persero) from Tommy Soetomo to Sulistyo Wimbo Hardjito,
by Ministry of State Owned Enterprises (BUMN).
17 Agustus / 17 August
Pengoperasian Terminal B Bandara Adisutjipto, Yogyakarta.
Operating of Terminal B Adisutjipto Airport, Yogyakarta.
20
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
29 Oktober / 29 October
Penandatanganan Maklumat Pelayanan oleh Para GM
PT Angkasa Pura I (Persero) di Kementerian Perhubungan RI.
Signing of Intimation Services by General Managers of
PT Angkasa Pura I (Persero) at Ministry of Transportation
Republic of Indonesia.
Kementerian BUMN mengangkat Andrinof Chaniago sebagai
Komisaris Utama PT Angkasa Pura I (Persero) menggantikan
Suratto Siswodihardjo.
Ministry of State Owned Enterprises (BUMN) designate
Andrinof Chaniago as President Commissioner of PT Angkasa
Pura I (Persero), replacing Suratto Siswodiharjo.
9 November / 9 November
Kementerian BUMN mengangkat Wendo Asrul Rose,
Novrihandri, Adi Nugroho, dan Moch. Asrori sebagai Dewan
Direksi PT Angkasa Pura I (Persero).
Ministry of State Owned Enterprises (BUMN) designate
Wendo Asrul Rose, Novrihandri, Adi Nugroho, and
Moch. Asrori as Board of Directors of PT Angkasa Pura I
(Persero).
19 Desember / 19 December
Penandatanganan Nota Kesepahaman PT Angkasa Pura I
(Persero) dengan PT KAI (Persero) tentang Penyelenggaraan
Kereta Api di Empat Bandara.
Signing Memorandum of Understanding (MoU) between PT
Angkasa Pura I (Persero) and PT KAI (Persero) regarding
Train Provisions on Four Airports.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
21
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Daftar Isi
Table of Content
1
Profil Pejabat Eksekutif / Profile of the Executive Officers
82
Kesinambungan Tema / Theme Correlations
2
Profil Karyawan / Profile of Human Capital
88
Jejak Langkah / Milestones
4
Komposisi Pemegang Saham / Composition of Shareholders
99
Keunggulan Usaha / Business Excellence
8
Daftar Entitas Anak dan/atau Entitas Asosiasi / List of
Subsidiaries Companies and/or Associated Entities
102
Struktur Grup Perusahaan / Corporate Group Structure
110
Kronologis Pencatatan Saham / Chronology of Shares
Listing
111
Kronologis Pencatatan Efek Lainya / Chronology of Other
Securities Listing
111
Lembaga Profesi Penunjang / Professional Supporting
Institutions
111
Penghargaan dan Sertifikasi / Awards and Certifications
112
Nama dan Alamat Kantor Wilayah dan Cabang /
The Address of Regional and Branch Offices
116
Tema / Theme
Komitmen Kami Terhadap Implementasi 3S1C /
Our Commitment on the Implementation of 3S1C
14
Pengembangan Usaha / Featured Projects
15
Kilas Kinerja 2015 / Performance Review 2015
16
Ikhtisar Keuangan / Financial Highlights
16
Ikhtisar Operasional / Operational Highlights
18
Informasi Harga Saham dan Efek Lainya / Overview of
Stocks Price and Other Securities
19
Peristiwa Penting / Significant Events
20
Daftar Isi / Table of Content
22
Laporan Dewan Komisaris / Report of the Board of
Commissioners
26
Laporan Direksi / Report from the Board of Directors
36
Tanggung Jawab Laporan / Responsibility of Reporting
49
Analisis dan
Pembahasan Manajemen
13.2kg
Management Discussion
and Analysis
Tinjauan Industri / Industry Overview
Profil Perusahaan
Company Profile
22
52
Identitas Perusahaan / Corporate Identity
54
Riwayat Singkat / Brief History
55
Bidang Usaha / Line of Business
59
Peta Wilayah Operasional / Operational Areas
62
Struktur Organisasi Perusahaan / Organizational Structure
64
Visi, Misi dan Budaya Perusahaan / Vision, Mission and
Corporate Culture
66
Strategi Perusahaan / Company Strategy
69
Profil Dewan Komisaris / Profile of the Board of
Commissioners
70
Profil Direksi / Profile of the Board of Directors
76
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
118
121
Perekonomian Global / Global Economy
121
Perekonomian Indonesia / Indonesian Economy
125
Perkembangan Industri Kebandarudaraan di Wilayah
Angkasa Pura Airports / Aviation industrial developments
at Angkasa Pura Airports region
Tinjauan Operasional / Operational Review
127
131
Sasaran Strategis dan Strategi Perusahaan / Strategic
Targets and Corporate Strategy
131
Fasilitas Alat Produksi / Production Equipment Facility
132
Kinerja Operasi Per Segmen Usaha / Operating
Performance Per Segment
133
Kinerja Keuangan Per Segmen Usaha / Financial
Performance Per Business Segment
141
Aspek Pemasaran / Marketing Aspect
144
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Strategi Pemasaran / Marketing Strategy
144
Prospek Usaha 2016 / Business Prospects 2016
150
Strategi dan Pengembangan Usaha / Strategy and
Business Development
154
Tinjauan Keuangan / Financial Overview
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
156
Laporan Posisi Keuangan Konsolidasian / Consolidated
Statement of Financial Position
156
Laporan Laba (Rugi) dan Penghasilan Komprehensif Lain
Konsolidasian / Consolidated Income Statement and
Other Comprehensive Income
160
Laporan Arus Kas Konsolidasian / Consolidated
Statements of Cash Flows
167
Tingkat Kesehatan Angkasa Pura Airports / Soundness
Level of Angkasa Pura Airports
168
Rasio Keuangan / Financial Ratios
170
Kemampuan Membayar Utang / Capacity to Pay Debt
170
Kolektibilitas Piutang / Collectability of Receivables
171
Sumber Daya Manusia
Human Capital
231
Manajemen Human Capital / Human Capital Management
235
Roadmap Human Capital / Roadmap of Human Capital
235
237
Struktur Modal / Capital Structure
172
Ikatan Material untuk Investasi Barang Modal / Material
Bonding for Capital Expenditure
172
Organisasi Pengelola Human Capital / Human Capital
Management Organization
Perjanjian dan Perikatan / Commitments and Agreement
175
237
Liabilitas Kontinjensi / Contingent Liabilities
190
Profil Ringkas Human Capital Group Head / Brief Profile of
Human Capital Group Head
Investasi Barang Modal / Capital Expenditure
200
Fungsi Human Capital Group / Human Capital Group
Function
237
Perbandingan Target dan Realisasi / Comparison of
Target and Realization
202
Human Capital Management System / Human Capital
Management System
238
Informasi Material yang Terjadi Setelah Tanggal Laporan
Akuntan / Material Information That Occurs After The
Date of Accountant’s Report
207
Organization Development dan Change Management /
Organization Development and Change Management
240
Corporate Expert / Corporate Expert
207
240
Kebijakan Dividen / Dividend Policy
Rekrutmen Human Capital / Recruitment of Human Capital
241
Program Kepemilikan Saham Oleh Manajemen dan/atau
Karyawan / Shares Ownership Program for Management
and/or Employee
207
Perencanaan Kebutuhan Human Capital / Human Capital
Requirements Planning
242
Realisasi Penggunaan Dana Hasil Penawaran Umum /
Realization of The Usage of Public Offering Proceeds
Pengembangan Karir / Career Development
207
242
Human Capital Development / Human Capital Development
243
Survei Kepuasan Karyawan / Human Capital Satisfaction
Survey
251
Performance Management / Performance Management
252
Human Capital Reward / Human Capital Reward
254
Profil Karyawan / Profile of Employees
257
Biaya Tenaga Kerja (2014 – 2015) / LABOR COSTS (2014 2015)
263
Tingkat Turnover Karyawan / Employees Turnover Level
263
Informasi Material Mengenai Investasi, Ekspansi,
Divestasi, Penggabungan/Peleburan Usaha, Akuisisi
atau Restrukturisasi Utang/Modal / Material Information
About The Investment, Expansion, Divestment, Business
Combination/Merger, Acquisition or Debt/Capital
Restructuring
208
Informasi Transaksi Material yang Mengandung Benturan
Kepentingan dan/atau Transaksi dengan Pihak Berelasi /
Iinformation of Material Transaction That Which Contain
Conflict of Interest and/or Related Party Transaction
210
Perubahan Peraturan Perundang-Undangan yang
Berpengaruh Signifikan Terhadap Perusahaan /
Regulation Changes That Have Significant Effect to The
Company
212
Perubahan Kebijakan Akuntansi / Changes In Accounting
Policies
215
Informasi Kelangsungan Usaha / Going Concern
Information
218
Kinerja Anak Perusahaan / Performance of Subsidiaries
219
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
23
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Tata Kelola Perusahaan
Good Corporate Governance
264
Arti Penting Good Corporate Governance Bagi Angkasa
Pura Airports / The Importance of Good Corporate
Governance for Angkasa Pura Airports
266
Tujuan Penerapan Gcg / Purpose of GCG Implementation
267
Dasar Penerapan Gcg / The Foundation of GCG Implentation
267
Governance Outcome / Governance Outcome
269
Peningkatan Kualitas Gcg Secara Berkelanjutan / GCG
Sustainable Quality Improvement
269
Penetapan Standar Kualitas Implementasi Gcg /
Determination of Quality Standards GCG Implementation
270
Pelaksanaan dan Pemonitoran Implementasi Gcg / GCG
Implementation and Monitoring
270
Assessment Gcg / Assessment GCG
272
Peningkatan Kualitas dan Benchmarking / Improving
Quality and Benchmarking
273
Struktur dan Mekanisme GCG / Structure and Mechanism
of GCG
273
Rapat Umum Pemegang Saham / General Meeting of
Shareholders
274
Dewan Komisaris / Board of Commissioners
294
Direksi / Directors
237
Organ dan Komite di bawah Dewan Komisaris / Organs
and Committees under the Board of Commissioners
261
Organ di Bawah Direksi / Organs under the Board of
Directors
380
Akuntan Publik / Public Accountants
Struktur Organisasi / Organizational Structure
397
Profil Kepala / Profile of the Head
398
Tugas dan Tanggung Jawab / Duties and Responsibilities
398
Dasar Penerapan Manajemen Risiko / The Basis of Risk
Management Implementation
399
Sistem Manajemen Risiko / Risk Management System
400
Evaluasi Pelaksanaan Sistem Manajemen Risiko /
Evaluation of Risk Management System
403
Kecukupan Sistem Informasi Manajemen Risiko /
Adequacy of Risk Management Information System
404
Profil Risiko dan Upaya Pengelolaannya / Risk Profile and
Their Management Efforts
405
Pengembangan Kompetensi Bidang Manajemen Risiko /
Competence Development in Risk Management
411
Sertifikasi Manajemen Risiko / Risk Management
Certification
412
Information Technology Governance / Information
Technology Governance
412
Strategi Teknologi Informasi / Information Technology
Strategy
413
Kebijakan Teknologi Informasi / Information Technology
Policy
413
Program Kerja Information Technology Group 2015
dan Pelaksanaannya / Work Program for Information
Technology Group 2015 and Its Implementation
413
Sistem Pengendalian Internal / Internal Control System
414
Pengendalian Keuangan dan Operasional / Financial and
Operational Control
415
Kesesuaian Pengendalian Internal dengan Kerangka
Coso / Conformity with Coso Internal Control
Framework
417
Evaluasi Efektivitas Sistem Pengendalian Internal /
Effectiveness Evaluation of Internal Control System
418
Perkara Penting / Legal Issues
418
Perkara Hukum yang Dihadapi Angkasa Pura Airports /
Lawsuit That Faced by Angkasa Pura Airport
418
Perkara Hukum yang Dihadapi Entitas Anak / Lawsuit
Faced by Subsidiaries
421
Perkara Hukum yang Dihadapi Dewan Komisaris dan
Direksi / Legal Isssues Faced by Board of Commissioners
and Directors
421
Code of Conduct / Code of Conduct
421
Isi Code of Conduct / of Code of Conduct Contents
421
422
Kantor Akuntan Publik / Public Accountant Firms
395
Kepatuhan Terhadap Code of Conduct / Compliance with
Code of Conduct
Jasa Lain yang Diberikan Akuntan / Other Services
Provided by Accountant
396
Penyebarluasan Code of Conduct / Socialization of Code
of Conduct
422
Penerapan Fungsi Audit Eksternal / Implementation of
External Audit Function
396
Koordinasi Akuntan Publik dan Komite Audit /
Coordination Between Public Accountants and Audit
Committee
423
396
Upaya Penerapan dan Penegakan Code of Conduct
/ Implementation Effort and Enforcement of Code of
Conduct
Fungsi Manajemen Risiko / Risk Management Functions
24
395
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
397
Whistleblowing System (Wbs) / Whistleblowing
System(WBS)
Sosialisasi Whistle Blowing System / Whistleblowing
System Socialization
424
424
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Penyampaian Laporan Pelanggaran / Violation Report
425
Perlindungan Bagi Whistleblower / Protection of
Whistleblower
425
Penanganan Pengaduan / Complaint handling
426
Pihak yang Mengelola Pengaduan Whistleblowing System
/ The Complaint Whistleblowing System Managing Party
427
Laporan Whistle Blowing System 2015 / Whistleblowing
System Reports 2015
427
Perkembangan Sistem Pelaporan Pelanggaran (Whistle
Blowing System) / Developments in Violation Reporting
System (Whistleblowing System)
427
Informasi Pemegang Saham Pengendali / Controlling
Shareholder Information
428
Akses Informasi dan Data Perusahaan / Access to
Information and Company Data
428
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
446
Keselamatan Kerja / Work Safety
Corporate Sosial Responsibility Terkait Pengembangan
Sosial dan Kemasyarakatan / Corporate Social
Responsibility Related to Social and Community
Development
451
Kebijakan / Policy
451
Kegiatan / Activity
451
Corporate Sosial Responsibility Terkait Tanggung Jawab
kepada Konsumen / Corporate Social Responsibility Relates
to Responsibility to Consumers
Kebijakan / Policy
476
Kegiatan / Activity
476
Corporate Sosial Responsibility Terkait dengan Tanggung
Jawab Terhadap Negara / Corporate Social Responsibility
Related to the Responsibility to the State
483
Kebijakan / Policy
483
Kegiatan / Activity
483
Corporate Sosial Responsibility Terkait dengan Tanggung
Jawab Terhadap Pemasok / Corporate Social Responsibility
Related to Supplier
Corporate Social Responsibility
430
Dasar Penerapan Program CSR / The Basis of CSR
Implementation
434
Visi dan Misi Pkbl / Vision and Mission of PKBL
436
Struktur Organisasi Pengelola Pkbl / Organization Structure
of PKBL Management
436
Penerapan CSR Secara Holistik / Holistic CSR
Implementation
438
Corporate Sosial Responsibility Terkait dengan Lingkungan
Hidup / Corporate Social Responsibilities Related to
Environment
439
Kebijakan / Policy
439
Kegiatan / Activity
439
Sertifikasi / Certification
441
Corporate Sosial Responsibility Terkait Ketenagakerjaan,
Kesehatan dan Keselamatan Kerja / Corporate Social
Corporate Social Responsibility Programs Related to Labor,
Occupational Health and Safety
484
Kebijakan / Policy
484
Kegiatan / Activity
485
Corporate Sosial Responsibility Terkait dengan Tanggung
Jawab Terhadap Kreditur / Corporate Social Responsibility
Related to Creditors
Tanggung Jawab Sosial
Perusahaan
476
487
Kebijakan / Policy
487
Kegiatan / Activity
487
Referensi
Annual Report Award
ARA References
488
Laporan Keuangan
Konsolidasian
Consolidated Financial
Statements
442
Ketenagakerjaan / Labor
442
Kesehatan / Health
446
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
25
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Dewan Komisaris
Report from the Board of Commissioners
Andrinof Chaniago
Komisaris Utama
President Commissioner
26
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Dewan Komisaris menyampaikan penghargaan atas kinerja Direksi yang telah mampu
menangkap peluang usaha yang ada. Pada periode 2015, pertumbuhan industri
penerbangan global telah didorong oleh operator LCC (Low-cost carrier) yang menguasai
25% pangsa pasar dunia dan berkembang pesat di negara berkembang. Indonesia
diprediksi akan masuk 10 besar pasar penerbangan dunia pada tahun 2020 bahkan lima
besar pada tahun 2034. Pendapatan aeronautika Perseroan mengalami pertumbuhan
Rp373,53 miliar atau sebesar 13,43%, dari Rp2.781,70 miliar di 2014 menjadi Rp3.155,24
miliar di 2015. Pertumbuhan penjualan tersebut telah menyebabkan pertumbuhan aset
Perseroan mencapai Rp16.722,34 miliar, mengalami pertumbuhan sebesar Rp895,44miliar
atau sebesar 5,66% dibandingkan 2014 yang mencapai Rp15.826,89 miliar. Laba
operasional di 2015 mencapai Rp1.293,96 miliar, mengalami pertumbuhan Rp29,14 miliar
atau sebesar 2,30% dari 2014 yang mencapai Rp1.264,82 miliar.
The Board of Commissioners expressed appreciation for the performance of the Board of Directors who has been
able to capture the business opportunities that exist. In the period of 2015, growth in the global aviation industry
has been driven by the operator LCC (low cost carrier) which has a 25% share of the world market and growing
rapidly in developing countries. Indonesia is expected to enter the top 10 world aviation market in 2020 even
five in the year 2034. Aeronautical Revenues experienced growth of Rp373.53 billion or 13.43%, from Rp2,781.70
billion in 2014 to Rp3,155.24 billion in 2015. The growth in sales has led to the growth of the Company’s assets
reached Rp16,722.34 billion, a growth of Rp895.44 billion or by 5.66% compared to 2014 reaching Rp15,826.89
billion. Operating income in 2015 reached Rp1,293.96 billion, growth Rp29.14 billion or 2.30% from 2014, which
reached Rp1,264.82 billion.
Pemegang saham dan para pemangku kepentingan lainnya
yang kami hormati,
Dear respected Shareholders and Stakeholders,
Sebagaimana diamanahkan dalam Anggaran Dasar dan
peraturan perundangan yang berlaku, Dewan Komisaris
telah menjalankan tugas pengawasan dan pemberian
pengarahan kepada Direksi dengan penuh tanggung jawab.
Dewan Komisaris bertanggung jawab kepada pemegang
saham dalam hal mengawasi dan pemberian nasihat atas
kebijakan Direksi terhadap operasional secara umum yang
mengacu kepada rencana kerja yang telah ditetapkan, serta
memastikan kepatuhan terhadap seluruh peraturan dan
perundang-undangan yang berlaku.
As mandated in the Articles of Association and applicable
law, the Board of Commissioners has undertaken the task
of monitoring and providing guidance to the Board of
Directors with full responsibility. The Board of Commissioners
is responsible to the shareholders in terms of overseeing
and advising the Board of Directors operational policies in
general, refers to a work plan has been established, as well
as ensuring compliance with all regulations and legislation in
force.
Dewan Komisaris telah menjalankan perannya untuk
senantiasa berupaya memastikan bahwa Perseroan telah
dikelola sesuai kepentingan para pemangku kepentingan.
Berkaitan dengan hal tersebut, Dewan Komisaris senantiasa
menjaga obyektivitas dan independensi dalam menjalankan
tugas, sehingga tidak terlibat dalam pengambilan keputusan
operasional Perseroan, kecuali hal-hal yang diatur
dan ditetapkan dalam Anggaran Dasar dan peraturan
perundang-undangan.
Board of Commissioners has its role to constantly strive to
ensure that the Company has been managed in the interests
of all stakeholders. In this regard, the Board continues to
maintain objectivity and independence in performing their
duties, so it is not involved in the decision-making operations
of the Company, except for matters set forth and defined in
the statutes and regulations.
Dalam melaksanakan tugasnya Dewan Komisaris dibantu
oleh Komite Penunjang, yaitu Komite Audit dan Komite RIsiko
Usaha dan GCG. Tugas dan wewenang komite penunjang
Dewan Komisaris telah didefinisikan dengan jelas, sehingga
dapat berperan secara efektif dalam membantu Dewan
Komisaris.
In performing the duties, the Board of Commissioners is
assisted by the Supporting Committee, the Audit Committee
and Business Risk Committee and GCG. Duties and authority
of committees under the Board of Commissioners have been
clearly defined, so that it can function effectively in assisting
the Board of Commissioners.
Dalam laporan ini Dewan Komisaris melaporkan penilaian
kinerja Direksi, pandangan atas prospek usaha yang disusun
oleh Direksi, penilaian atas komite penunjang Dewan
Komisaris dan perubahan komposisi Dewan Komisaris.
In this report, the Board of Directors presents performance
assessment report of The Board of Directors, an outlook of the
business prospects compiled by the Board of Directors, the
assessment of the Board of Commissioners Committees and
changes in the composition of the Board.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
27
Laporan Manajemen
Management Report
28
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
TINJAUAN MAKRO EKONOMI DAN INDUSTRI
PENERBANGAN
MACROECONOMICS AND the aviation
industry REVIEW
Pertumbuhan Ekonomi Global pada tahun 2015 mencapai
3,1%, atau 0,3% lebih rendah bila dibandingkan dengan tahun
2014 yang sebesar 3,4%.Pertumbuhan Ekonomi Negara Maju
pada tahun 2015 tercatat sebesar 1,9%, lebih tinggi 0,1% bila
dibandingkan tahun 2014 yang sebesar 1,8% sedangkan
pertumbuhan ekonomi negara berkembang dan emerging
market di 2015 tercatat sebesar 4,0% lebih rendah 0,6%
dibandingkan tahun 2014 yang sebesar 4,6%.
Global Economic Growth in 2015 reached 3.1%, or 0.3% lower
when compared to 2014 which amounted to 3.4%. Developed
Countries Economic growth in 2015 was recorded at 1.9%, up
0.1% when compared to 2014 by 1.8%, while economic growth
in developing countries and emerging markets in 2015 stood
at 4.0% lower 0.6% compared to 2014 by 4.6%.
Sejalan dengan pertumbuhan ekonomi global, pertumbuhan
ekonomi Indonesia di tahun 2015 juga belum menunjukkan
perbaikan secara signifikan, meskipun telah dilakukan
stimulus fiskal dan relaksasi kebijakan makroprudensial.
Perekonomian Indonesia tahun 2015 yang diukur berdasarkan
Produk Domestik Bruto (PDB) atas dasar harga berlaku
mencapai Rp11.540,8 triliun atau tumbuh sebesar 4,79%
dibanding tahun sebelumnya. Pertumbuhan ekonomi tersebut
melambat bila dibanding tahun 2014 yang sebesar 5,02%.
Along with global economic growth, the Indonesian economic
growth in 2015 has not shown significant improvement, in
spite of the fiscal stimulus and relaxation macroprudential
policy. The Indonesian economy in 2015 as measured by Gross
Domestic Product (GDP) at current prices reached Rp11.540,8
trillion or an increase of 4.79% over the previous year. The
economic growth slowed when compared to the year 2014
amounted to 5.02%.
Meskipun terjadi perlambatan pertumbuhan ekonomi global,
kondisi Industri Penerbangan Global terus berkembang pesat
pada dekade akhir-akhir ini. Menurut IATA, diukur dari sisi
pendapatan kondisi industri penerbangan global meningkat
dua kali lipat. Sejalan dengan perkembangan industri
penerbangan global, perkembangan kondisi penerbangan
di Indonesia sangat pesat. IATA memperkirakan Indonesia
diprediksi akan masuk 10 besar pasar penerbangan dunia
pada tahun 2020 bahkan lima besar pada tahun 2034.
Rata-rata pertumbuhan industri penerbangan di Indonesia
sebesar 14,9% dalam 20 tahun kedepan tercepat di antara
semua negara. Oleh sebab itu peluang industri di Indonesia
sangat berpluang besar bagi siapa saja yang siap untuk
menjalaninya.
Despite the global economic slowdown, conditions of the
Global Aviation Industry continues to grow rapidly in recent
decades. According to IATA, measured in terms of revenue
conditions of the global aviation industry has doubled. Along
with the development of the global aviation industry, the
development of flight conditions in Indonesia is very rapid.
IATA estimates that Indonesia is predicted to be in the top 10
world aviation market in 2020 even five in the year 2034. The
average growth of the aviation industry in Indonesia by 14.9%
in the next 20 years the fastest among all countries. Therefore,
opportunities berpluang industry in Indonesia is very great for
anyone which is is ready to live it.
PENILAIAN ATAS KINERJA DIREKSI
ASSESSMENT ON THE BOARD OF DIRECTORS
Dewan Komisaris menyampaikan penghargaan atas kinerja
Direksi yang telah mampu menangkap peluang-peluang
usaha yang ada. Pada periode 2015, pertumbuhan industri
penerbangan global telah didorong oleh operator LCC
(Low-cost carrier) yang menguasai 25% pangsa pasar dunia
dan berkembang pesat di Negara berkembang. Indonesia
diprediksi akan masuk 10 besar pasar penerbangan dunia
pada tahun 2020 bahkan lima besar pada tahun 2034.
Rata-rata pertumbuhan industri penerbangan di Indonesia
sebesar 14,9% dalam 20 tahun ke depan tercepat di antara
semua negara. Oleh sebab itu peluang industri penerbangan
di Indonesia sangat berpeluang besar bagi siapa saja yang
siap untuk menjalaninya.
The Board of Commissioners expressed appreciation for
the performance of the Board of Directors who has been
able to capture the business opportunities that exist. In the
period of 2015, growth in the global aviation industry has
been driven by the operator LCC (low cost carrier) which
has a 25% share of the world market and growing rapidly in
developing countries. Indonesia is expected to enter the top
10 world aviation market in 2020 even five in the year 2034.
The average growth of the aviation industry in Indonesia is
by 14.9% in the next 20 years, the fastest among all countries.
Therefore, chances of the aviation industry in Indonesia are
great opportunity for anyone who is ready to live it.
Peluang tersebut telah ditangkap dengan baik oleh Direksi
yang terlihat dari evaluasi kinerja 2015 di bawah ini.
These opportunities have been captured well by the Board
of Directors, as seen from the performance evaluation below
2015.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Dewan Komisaris berpendapat bahwa Kinerja Direksi sudah
baik. Adapun dasar pertimbangan yang digunakan dalam
penilaian Kinerja Direksi antara lain adalah sebagai berikut:
BOC believe that the Director has a good performance. The
rationales used in performance assessment of Directors,
among others, are as follows:
KINERJA OPERASIONAL DAN KEUANGAN
OPERATIONAL AND FINANCIAL PERFORMANCE
ACHIEVEMENT
Pada 2015, seluruh pelayanan jasa Aeronautika yang meliputi
Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan
Pesawat Udara (PJP4U), Pelayanan Jasa Penumpang Pesawat
Udara (PJP2U), pemakaian aviobridge, pemakaian counter,
dan baggage handling system mengalami pertumbuhan.
Produksi PJP4U pada 2015 mencapai 25.572.859 ton,
mengalami pertumbuhan 2.835.623 ton atau sebesar 12,47%
dari 2014 yang mencapai 22.737.236 ton. Produksi PJP2U
mengalami pertumbuhan sebesar 238.098 pax atau sebesar
0,73%, dari 32.778.877 pax di 2014 menjadi 33.016.975
pax di 2015. Pemakaian aviobridge mencapai 26.445.957
ton, mengalami peningkatan 5.038.602 ton atau sebesar
23,54% dibandingkan 2014 yang mencapai 21.407.355 ton.
Pemakaian counter mengalami peningkatan 4.377.974 pax
atau sebesar 13,20% dari 33.177.155 pax di 2014 menjadi
37.555.129 pax di 2015. Pemakaian baggage handling sytem
mencapai 7.088.941 ton, mengalami peningkatan 1.677.039
ton atau sebesar 30,99% dibandingkan 2014 yang mencapai
5.411.902 ton.
In 2015, the entire aeronautical services covering Landing,
Placement and Storage Aircraft Services (PJP4U), Flight
Passenger Services (PJP2U), aviobridge usage, counters
usage, and baggage handling system growth. PJP4U
production in 2015 reached 25,572,859 tons, growth amounted
to 2,835,623 tons or 12.47% of 2014 reached 22,737,236 tons.
PJP2U production grew by 238 098 packs or by 0.73%, from
32.778.877 packs in 2014 to 33,016,975 in 2015. The use of
aviobridge reached 26,445,957 tons, 5,038,602 tons or an
increase of 23.54% compared to 2014 which reached 21,407,355
tons. Usage counter increased by 4,377,974 packs or packs
13.20% from 33,177,155 in 2014 to 37,555,129 in 2015. Packs
baggage handling system consumption reached 7,088,941
tons, an increase of 30.99% 1.677.039ton or compared to 2014
which reached 5,411,902 tons.
Pendapatan aeronautika Perseroan mengalami pertumbuhan
Rp373,53 miliar atau sebesar 13,43%, dari Rp2.781,70 miliar
di 2014 menjadi Rp3.155,24 miliar di 2015. Pertumbuhan
penjualan tersebut telah menyebabkan pertumbuhan
aset Perseroan mencapai Rp16.722,34 miliar, mengalami
pertumbuhan sebesar Rp895,44miliar atau sebesar 5,66%
dibandingkan 2014 yang mencapai Rp15.826,89 miliar. Laba
operasional di 2015 mencapai Rp1.293,96 miliar, mengalami
pertumbuhan Rp29,14 miliar atau sebesar 2,30% dari 2014
yang mencapai Rp1.264,82 miliar.
Aeronautical Revenues experienced growth of Rp373.53
billion or 13.43%, from Rp2,781.70 billion in 2014 to Rp3,155.24
billion in 2015. The growth in sales has led to the growth of
the Company’s assets reached Rp16,722.34 billion, a growth
of Rp895.44 billion or by 5.66% compared to 2014 reaching
Rp15,826.89 billion. Operating income in 2015 reached
Rp1,293.96 billion, growth Rp29.14 billion or 2.30% from 2014,
which reached Rp1,264.82 billion.
TINGKAT KESEHATAN PERUSAHAAN
THE SOUNDNESS OF CORPORATION
Tingkat kesehatan perusahaan dihitung berdasarkan
berdasarkan Surat Keputusan Menteri Badan Usaha Milik
Negara Republik Indonesia Nomor KEP.100/MBU/2002
tanggal 4 Juni 2002 tentang Penilaian Badan Usaha Milik
Negara dan Peraturan Menteri Perhubungan Republik
Indonesia nomor PM 178 tahun 2015 tentang Standar
Pelayanan Pengguna Jasa Bandar Udara.
The soundness of corporation is calculated based on State
Owned Enterprises Ministry decision latter, Republic of
Indonesia Number KEP.100/MBU/2002 dated June 4, 2002
on the Assessment of State-Owned Enterprises and the
Regulation of the Ministry of Transportation of the Republic
of Indonesia number PM 178, 2015 on Service Standards of
Airports Services User.
Tingkat kesehatan Angkasa Pura Airports tahun 2015
digolongkan dalam kondisi “SEHAT” kategori “AA” dengan
nilai “85,50”.
Angkasa Pura Airports soundness level in 2015 was categorized
in a “sound” or “AA” with a value of “85.50”.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
29
Laporan Manajemen
Management Report
30
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
GOOD CORPORATE GOVERNANCE
GOOD CORPORATE GOVERNANCE
Dewan Komisaris menyadari bahwa implementasi good
corporate governance (GCG) merupakan suatu syarat kunci
dalam mencapai kinerja Perseroan yang berkelanjutan. Oleh
karena itu implentasi GCG menjadi perhatian utama bagi
Dewan Komisaris.
The Board of Commissioners realizes that the implementation
of good corporate governance (GCG) is a key requirement
in achieving sustainable performance of the Company.
Therefore the implementation of GCG is a major concern for
the BOC.
Dewan Komisaris berpendapat bahwa Direksi telah
menerapkan GCG dengan baik. Pada 2015, assessment
dilakukan secara mandiri dengan menggunakan indikator/
parameter penilaian berdasarkan Keputusan Sekretaris
Kementerian Badan Usaha Milik Negara Nomor: SK-16/S.
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter
Penilaian dan Evaluasi atas Penerapan Tata Kelola
Perusahaan Yang Baik (Good Corporate Governance) Pada
BUMN. Adapun hasil assessment GCG untuk periode 2015
menunjukkan capaian skor 90,46 dengan predikat Sangat
Baik dan mengalami peningkatan dibandingkan periode
sebelumnya yang menujukkan capaian skor sebesar 84,05.
BOC believes that the Board of Directors has implemented
GCG. In 2015, the assessment was done independently by the
indicators/parameters of assessment based on the decision
Secretary of the State Owned Enterprises Ministry Number:
SK-16/S.MBU/2012 dated June 6, 2012 on Indicator/ Parameter
and Evaluation Assessment of the Implementation of Good
Corporate Governance (GCG) at State Owned Enterprises.
The results for the period 2015 indicates achievement scores
is 90.46 that categorized Very Good and increased compared
to the prior period with the scores is 84.05.
CORPORATE SOCIAL RESPONSIBILITY
CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsibility (CSR) merupakan hal penting
lainnya yang mendapatkan perhatian dari Dewan Komisaris.
CSR akan meningkatkan kepercayaan para pemangku
kepentingan sehingga terjalin hubungan yang harmonis
antara para pemangku kepentingan dengan Perseroan.
Dewan Komisaris berpendapat bahwa Direksi telah
menjalankan kegiatan CSR dengan baik.
Corporate Social Responsibility (CSR) is other important
things that concerned by the Board of Commissioners. CSR
will increase the confidence of stakeholders so intertwined
harmonious relationship between the stakeholders with the
Company. BOC believes that the Board of Directors has been
running CSR activities properly.
Komitmen Perseroan dalam implementasi CSR dituangkan
dalam wujud Tanggung jawab Perseroan tehadap Konsumen
dengan senantiasa meningkatkan pelayanan dan keamanan
bagi konsumen, wujud tanggung jawab kepada karyawan
dengan menerapkan program ketenagakerjaaan, kesehatan
dan keselamatan kerja yang efektif, wujud tanggung jawab
kepada negara dengan melaksanakan seluruh kewajiban
kepada negara antara lain dengan pembayaran dividen
kepada negara sebagai pemegang saham dan pembayaran
Pajak yang merupakan kewajiban Perseroan kepada Negara.
Sedangkan bentuk tanggung jawab Perseroan kepada pemasok
diwujudkan dengan penerapan e-procurement dalam proses
pengadaaan barang dan jasa dan melakukan monitoring
terhadap tingkat kepuasan pemasok yang merupakan mitra
usaha Perseroan melalui survei kepuasan pemasok.
The Company’s commitment in the implementation of CSR
is implemented in the form of responsibility of the Company
to Consumers with constantly improving service and safety
for consumers, in the form of responsibility to employees by
implementing a program for workforce, health and safety
that are effective, in the form of responsibility to the state
to carry out all obligations to the state among others, by the
payment of dividends to the state as shareholder and the tax
payment is the Company’s obligations to the state. While the
form of the Company’s responsibility to the supplier realized
with the implementation of e-procurement in the process of
providing goods and services and the monitoring of the level
of supplier satisfaction through supplier satisfaction survey.
Kegiatan CSR telah dilakukan secara holistik dengan
mengaju pada prinsip triple bottom line, yaitu people, planet,
dan profit. Angkasa Pura Airports menyadari bahwa kinerja
Perseroan tidak hanya diukur dari aspek ekonomi saja, akan
tetapi juga kinerja sosial maupun lingkungan.
CSR activities have been conducted in a holistic manner with
the institute on the principle of triple bottom line: people,
planet, and profit. Angkasa Pura Airports aware,the Company
performances are not only measured by economic aspects
alone, but also social and environmental performance.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PANDANGAN ATAS PROSPEK USAHA
PERUSAHAAN
THE VIEW OF COMPANY BUSINESS
PROSPECTS
Dewan Komisaris menilai bahwa prospek usaha perusahaan
yang telah disusun Direksi sudah baik dan realistis. Indonesia
memiliki potensi peningkatan lalu lintas angkutan udara
dilihat dari kenaikan volume angkutan udara dalam 20-30
tahun belakangan ini. Potensi yang dimiliki oleh Indonesia
saat ini adalah, Indonesia dilewati oleh 2 jalur penerbangan
Internasional (Major Air Traffic Flow) yang memberikan
peluang dalam pengembangan pangsa pasar transportasi
udara ke depan khususnya terkait dengan ASEAN Open Sky.
Dalam kurun waktu 20 tahun ke depan, pasar penerbangan
Indonesia diperkirakan akan tumbuh dengan cepat sekitar
14,9% dan jumlah penumpang udara di Indonesia tahun 2034
akan naik menembus angka 270 juta penumpang domestik
maupun internasional.
The Board of Commissioners has concluded that the
company’s business prospects have been well prepared and
realistic by Directors. Indonesia has the potential for increased
traffic seen from the increase in air freight transport volume
in 20-30 years. The potential possessed by Indonesia at this
time is, Indonesia passed by 2 International flight path (Major
Air Traffic Flow) that provide opportunities in the development
of the air transport market share ahead particularly with
respect to the ASEAN Open Sky. In a period of 20 years into
the future, the Indonesian aviation market is expected to grow
rapidly around 14.9% and the number of air passengers in
Indonesia in 2034 will rise to break the 270 million domestic
and international passengers.
Sesuai dengan kondisi industri penerbangan tersebut, maka
terlihat bahwa prospek Angkasa Pura Airports ke depan
sangatlah terbuka lebar.
In accordance with the conditions of the aviation industry, it is
seen that the prospect of Angkasa Pura Airports in the future
is wide open.
PENILAIAN KINERJA KOMITE-KOMITE DI
BAWAH DEWAN KOMISARIS
ASSESSMENT ON THE COMMITTEES
PERFORMANCE
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu
oleh Komite Penunjang yaitu Komite Audit dan Komite Risiko
Usaha dan GCG. Dewan Komisaris menilai bahwa selama
2015 komite tersebut telah menjalankan perannya dengan
baik.
In performing its duties, the Board is assisted by the
Supporting Committee, namely the Audit Committee and
Business Risk and GCG Committee. BOC assess, that during
2015, the committee has to perform its role properly.
Dalam melaksanakan tugasnya, Komite Audit telah
menyelenggarakan 14 (empat belas) kali rapat selama tahun
2015. Adapun pelaksanaan tugas Komite Audit selama tahun
2015 ialah sebagai berikut.
1. Mengikuti perkembangan dan melakukan penilaian atas
efektivitas pelaksanaan audit atas laporan keuangan
Perseroan untuk tahun buku 2014 yang dilakukan oleh KAP
Hadori, Sugiarto, Adi & Rekan selaku auditor eksternal,
serta memberikan rekomendasi tentang penunjukan
kembali KAP Hadori, Sugiarto, Adi & Rekan sebagai
auditor atas laporan keuangan perusahaan untuk tahun
buku 2015;
2.Mengikuti secara selektif kegiatan audit yang
dilaksanakan oleh Satuan Pengawasan Intern pada
beberapa Bandara, dalam rangka menilai efektivitas
pelaksanaan dan hasil auditnya, sekaligus memantau
efektivitas sistem pengendalian interen yang diterapkan
oleh manajemen;
3. Melakukan pendampingan secara selektif atas kegiatan
pembinaan dan monitoring Program Kemitraan dan Bina
Lingkungan (PKBL);
4. Melakukan evaluasi dan memberi masukan kepada
Dewan Komisaris berupa materi yang perlu disampaikan
dalam tanggapan atas Laporan Manejemen yang
disampaikan oleh Direksi secara triwulanan;
In performing their duties, Audit Committee conducted 14
(fourteen) meetings in 2015. The implementation of the tasks
of the Audit Committee for 2015 is as follows.
1. Following the development and assess the effectiveness
of the audit of the financial statements of the Company
for the financial year 2014 conducted by KAP Hadori,
Sugiarto Adi & Partners as external auditors, as well as
provide recommendations on the reappointment of KAP
Hadori, Sugiarto Adi & Partners as auditor company’s
financial statements for the fiscal year 2015;
2. Selectively following audit activities carried out by the
Internal Audit Unit on some service, in order to assess the
effectiveness of the implementation and results of the
audit, as well as monitoring the effectiveness of internal
control systems implemented by management;
3. Perform selective assistance on the development and
monitoring activities of the Partnership Program and
Community Development (CSR);
4. To evaluate and provide feedback to the Board in the form
of material that needs to be submitted in response to the
management report submitted by the Board of Directors
on a quarterly basis;
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
31
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
5. Melakukan evaluasi dan memberi masukan kepada
Dewan Komisaris berupa materi yang perlu disampaikan
dalam tanggapan atas Rencana Kerja dan Anggaran
Perusahaan Tahun 2016 yang disampaikan oleh Direksi;
6. Memberi masukan kepada Dewan Komisaris berupa
pertimbangan yang perlu diperhatikan dalam rangka
memberi persetujuan atau rekomendasi atas berbagai
usulan yang disampaikan oleh Direksi;
7. Melakukan pemantauan tindak lanjut yang dilakukan
oleh manajemen atas temuan hasil audit dari Badan
Pemeriksa Keuangan (BPK) RI.
5. To evaluate and provide feedback to the Board in the
form of material that needs to be submitted in response
to the Work Plan and Budget 2016 submitted by the Board
of Directors;
6. Provide input to the Board of Commissioners in the form
of considerations that need to be considered in order
to provide approval or recommendation of the various
proposals submitted by the Board of Directors;
7. To monitor the actions taken by management on audit
findings of the Supreme Audit Agency (BPK).
Sedangkan Komite Risiko Usaha dan GCG telah melaksanakan
8 (delapan) kali rapat selama tahun 2015. Pelaksanaan tugas
Komite Risiko Usaha dan GCG selama tahun 2015 juga telah
berjalan dengan baik yang meliputi hal-hal sebagai berikut.
1. Rencana kontribusi tetap dan rencana pembelian aset
Investasi Pemerintah Provinsi NTB di Bandara Lombok.
2.Penerapan Passenger Service Charge (PSC) on Ticket.
While Risk and GCG Committee Conducted 8 (eight) meetings
and 2015. Implementations of the tasks Business Risk and GCG
Committee during 2015 are as follows.
3. Evaluasi Penerapan Risk Management Semester I Tahun
2015.
4.Telaahan atas Laporan Compliance Departement
PT Angkasa Pura I Tahun Anggaran 2014.
5. Perjanjian Kerjasama antara PT Angkasa Pura I (Persero)
dengan PT Angkasa Pura Properti Tentang Bangunan
Serah (BOT) atas tanah seluas 1.200 m² di Sunset Road –
Bali.
6. Perjanjian Kerjasama antara PT Angkasa Pura Properti
dengan PT Wika Realty (KSO).
7. Persetujuan Kerja Sama Reklame di Bandara Internasional
Ngurah Rai Bali.
8. Penambahan Modal Disetor PT Angkasa Pura Hotel.
9.
Permohonan
Persetujuan
Kerjasama
dan
Penandatanganan Perjanjian sampai dengan 5 (Lima)
Tahun.
10. Ringkasan Permohonan Izin Prinsip Pembangunan Gerai
PT Angkasa Pura Retail Di Bandara PT Angkasa Pura I
(Persero).
32
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
1. Fixed contribution plan and fixed investment asset
purchase plan of NTB government in Lombok Airport.
2. Implementation of Passenger Service Charge (PSC) on
the Ticket.
3. Evaluation of Risk Management Application of the first
semester of 2015.
4.Findings on Compliance Statement Department PT
Angkasa Pura I Fiscal Year 2014.
5. Cooperation Agreement between PT Angkasa Pura I
(Persero) and PT Angkasa Pura Properti about Building
Serah (BOT) over land covering 1,200 m²di Sunset Road Bali.
6. Cooperation Agreement between PT Angkasa Pura
Properti with PT Angkasa Pura. Wika Realty (KSO).
7. Cooperation Agreement Advertising at the Ngurah Rai
International Airport in Bali.
8. Addition Paid-in Capital PT Angkasa Pura Hotel.
9. Request Cooperation Agreement and Agreement Signing
up to 5 (five) years.
10.Summary License Application Development Principles
outlets PT Angkasa Pura PT Retail Di service. Angkasa
Pura I (Persero).
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
11.Laporan Monitoring Pelaksanaan Operasi Angkutan
Lebaran Tahun 2015 di Bandara Ahmad Yani Semarang.
12.Telaahan atas Konsep Perjanjian Konsesi antara
Kementerian Perhubungan dengan PT Angkasa Pura I
(Persero) tentang Pelayanan Jasa Kebandarudaraan.
11. Operations Implementation Monitoring Report Lebaran
2015 at the Ahmad Yani Airport in Semarang.
12.The concept of Findings on Concession Agreement
between the Ministry of Transportation and PT Angkasa
Pura I (Persero) on Services Airport Affairs.
PERUBAHAN KOMPOSISI
DEWAN KOMISARIS
CHANGE IN THE COMPOSITION OF
THE BOARD OF COMMISSIONERS
Selama tahun 2015, terdapat perubahan komposisi Dewan
Komisaris. Perubahan susunan Dewan Komisaris perlu
dilakukan dalam rangka memenuhi tuntutan bisnis Perseroan.
Adapun uraian terkait komposisi Dewan Komisaris dijabarkan
dalam tabel berikut.
During 2015, there were changes in the composition of
the Board of Commissioners. The changes in the Board of
Commissioners compositions needed to meet of company
bussiness environment. The relevant descriptions compositions
of the Board of Commissioners are in the following table.
Tabel Perubahan Komposisi Dewan Komisaris /
Table of Changes in Composition of the Board of Commissioners
Nama
Name
Jabatan
Positions
Periode
Period
Dasar Pengangkatan
Base of Composition Changes
Suratto Siswodihardjo
Komisaris Utama/Komisaris
Independen
President Commissioner/
Independent Commissioner
21 Juli 2010 - 29 Oktober 2015 / July
21, 2010 – October 29, 2015
SK Menteri Negara BUMN Nomor: KEP-133/
MBU/2010 tanggal 21 Juli 2010 /
Decree of the Minister of State-owned Enterprises
Number:KEP-133/MBU/2010 on July 21, 2010
Andrinof Chaniago
Komisaris Utama/Komisaris
Independen
President Commissioner/
Independent Commissioner
29 Oktober 2015 – sekarang /
October 29, 2015 – present
SK Menteri Negara BUMN Nomor: SK-210/
MBU/10/2015 tanggal 29 Oktober 2015 /
Decree of the Minister of State-owned Enterprises
Number: SK-210/MBU/10/2015 on October 29, 2015
Hakamuddin Djamal
Komisaris
Commissioner
8 November 2012 - 15 Maret 2015 /
November 8, 2012 – March 15, 2015
SK Menteri Negara BUMN Nomor: SK-423/
MBU/2012, tanggal 8 November 2012 /
Decree of the Minister of State-owned Enterprises
Number: SK-423/MBU/2012 on November 8, 2012
Boy Syahril Qamar
Komisaris Independen
Independent Commissioner
7 April 2014 – sekarang /
April 7, 2014 – present
SK Menteri Negara BUMN Nomor: SK-210/
MBU/10/2015 tanggal 29 Oktober 2015 / Decree of
the Minister of State-owned Enterprises Number:
SK-210/MBU/10/2015 on October 29, 2015
Anandy Wati
Komisaris
Commissioner
7 April 2014 - sekarang /
April 7, 2014 – present
SK Menteri Negara BUMN Nomor: SK-75/
MBU/2014 tanggal 7 April 2014 /
Decree of the Minister of State-owned Enterprises
Number: SK-75/MBU/2014 on April 7, 2015
Dwi Ary Purnomo
Komisaris
Commissioner
7 April 2014 – sekarang /
April 7, 2014 – present
SK Menteri Negara BUMN Nomor: SK-75/
MBU/2014 tanggal 7 April 2014 /
Decree of the Minister of State-owned Enterprises
Number: SK-75/MBU/2014 on April 7, 2015
Hermanto Dwiatmoko
Komisaris
Commissioner
17 Oktober 2014 - 29 Oktober 2015 /
October 17, 2014 – October 29, 2015
SK Menteri Negara BUMN Nomor: SK-216/
MBU/10/2014 tanggal 17 Oktober 2014
Decree of the Minister of State-owned Enterprises
Number: SK-216/MBU/10/2014 on October 17, 2014
Selby Nugraha Rahman
Komisaris
Commissioner
29 Oktober 2015 – sekarang /
October 29, 2015 – present
SK Menteri Negara BUMN Nomor: SK-210/
MBU/10/2015 tanggal 29 Oktober 2015 /
Decree of the Minister of State-owned Enterprises
Number: SK-210/MBU/10/2015 on October 29, 2015
Agus Santoso
Komisaris
Commissioner
29 Oktober 2015 – sekarang /
October 29, 2015 – present
SK Menteri Negara BUMN Nomor: SK-210/
MBU/10/2015 tanggal 29 Oktober 2015 /
Decree of the Minister of State-owned Enterprises
Number: SK-210/MBU/10/2015 on October 29, 2015
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
33
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
PENUTUP
CLOSING REMARKS
Demikian laporan tugas pengawasan Dewan Komisaris
atas kinerja dan pelaksanaan usaha di tahun 2015. Dewan
Komisaris akan selalu berupaya untuk profesional dan
independen dalam menjalankan fungsi pengawasan dan
pemberian nasehat agar kinerja Perusahaan bisa selalu
meningkat di masa yang akan datang.
Thus the supervisory duties report by Board of Commissioners
on the performance and business execution in 2015. BOC will
always strive for professional and independent in exercising its
supervisory and advisory so that the Company’s performance
can always be increased in the future.
Sekali lagi, Dewan Komisaris menyampaikan penghargaan
kepada segenap jajaran Direksi dan seluruh karyawan
Angkasa Pura Airports, berkat dedikasi dan kerja keras,
Perseroan mampu mencapai kinerja yang sangat baik di 2015.
Once again, the Board expressed appreciation to all the Board
of Directors and all employees of Angkasa Pura Airports,
thanks to the dedication and hard work, the Company is able
to achieve excellent performance in 2015.
Jakarta, Juni / June 2016
Atas nama Dewan Komisaris
On behalf of The Board of Commissioners
PT Angkasa Pura I (Persero)
Andrinof Chaniago
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner
34
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Dari kiri ke Kanan / From Right to Left
1. Dwi Ary Purnomo
Komisaris
Commissioner
4. Andrinof Chaniago
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner
2. Anandy Wati
5. Agus Santoso
Komisaris
Commissioner
Komisaris
Commissioner
3.Selby Nugraha Rahman
Komisaris
Commissioner
6. Boy Syahril Qamar
Komisaris Independen
Independent Commissioner
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
35
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Direksi
Report from the Board of Directors
Sulistyo Wimbo Hardjito
Direktur Utama
President Director
36
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Perseroan telah berhasil menangkap peluang yang ada di 2015. Hal tersebut terlihat dalam
pencapaian kinerja baik operasional maupun keuangan. Pada 2015, seluruh pelayanan jasa
Aeronautika yang meliputi Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan
Pesawat Udara (PJP4U), Pelayanan Jasa Penumpang Pesawat Udara (PJP2U), pemakaian
aviobridge, pemakaian counter, dan baggage handling system mengalami pertumbuhan.
Pendapatan Usaha untuk segmen operasi Kebandarudaraan meningkat sebesar Rp574,17
miliar atau 13,08%, sedangkan Pendapatan Usaha untuk segmen Non Bandara meningkat
sebesar Rp361,74 miliar atau 56,36% di 2015. Peningkatan pendapatan telah berhasil
meningkat laba operasional Perseroan. Laba operasional di 2015 mencapai Rp1.293,96
miliar, mengalami pertumbuhan Rp29,14 miliar atau sebesar 2,30% dari 2014 yang
mencapai Rp1.264,82 miliar.
The Company has managed to capture the opportunities that exist in 2015. This is evident in the achievement
of both operational and financial performance. In 2015, the entire aeronautical services covering Aircraft
Landing, Parking, and Hangar Services (PJP4U), Aircraft Passenger Services (PJP2U), aviobridge usage, counter
usage, and baggage handling system are growth. Revenue for Airport Services operating segment increased by
Rp574.17 billion or 13.08%, while Non-operating revenues for the segment increased by Rp361.74 billion service
or 56.36% in 2015. The increase in revenue has successfully increased the Company’s operating profit. Operating
profit in 2015 reached Rp1.293,96 billion, growth Rp29,14 billion or 2.30% from 2014, which reached Rp1.264,82
billion.
Pemegang saham dan pemangku kepentingan lainnya, yang
kami hormati.
Honored shareholders and stakeholders,
Puji syukur marilah kita panjatkan ke hadirat Tuhan Yang
Maha Esa yang melimpahkan rahmatNya yang tak terhingga
kepada kita semua. Pada kesempatan yang baik ini izinkan
kami menyampaikan Laporan Pengelolaan Perseroan
untuk Tahun buku 2015. Secara umum, pencapaian kinerja
Perseroan sangat baik. Tidak hanya pada aspek keuangan
namun juga aspek non keuangan.
Praise to God Almighty, for His abundant grace to all of
us. On this good opportunity, let us deliver the Company’s
Management Report for fiscal year 2015. In general, the
achievement of the Company’s performance is very good,
both financial aspects and non-financial aspects.
ANALISIS PENCAPAIAN KINERJA
COMPANY PERFORMANCE ANALYSIS
TINJAUAN MAKRO EKONOMI
MACROECONOMICS REVIEW
Tahun 2015 merupakan tahun yang penuh ketidakpastian
dalam perekonomian Global. Menurut World Economic
Outlook (WEO), Pertumbuhan Ekonomi Global pada tahun
2015 mencapai 3,1%, atau 0,3% lebih rendah bila dibandingkan
dengan tahun 2014. Meskipun terjadi perlambatan
pertumbuhan ekonomi global, kondisi industri penerbangan
global terus berkembang pesat pada dekade akhir-akhir ini.
Menurut IATA, diukur dari sisi pendapatan kondisi industri
penerbangan global meningkat dua kali lipat. Sebagian
besar pertumbuhan telah didorong oleh operator LCC (Lowcost carrier) yang menguasai 25% pangsa pasar dunia dan
berkembang pesat di Negara berkembang.
2015 was a year full of uncertainty in the global economy.
According to the World Economic Outlook (WEO), Global
Economic Growth in 2015 reached 3.1%, or 0.3% lower when
compared to 2014. Despite the slowdown in global economic
growth, the condition of the global aviation industry
continues to grow rapidly in the last decade. According to
IATA, measured in terms of revenue, conditions of the global
aviation industry have doubled. Most of the growth has been
driven by the operator LCC (low cost carrier) which has a 25%
share of the world market and growing rapidly in developing
countries.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
37
Laporan Manajemen
Management Report
38
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Sejalan dengan pertumbuhan ekonomi global, pertumbuhan
ekonomi Indonesia di tahun 2015 juga belum menunjukkan
perbaikan secara signifikan, meskipun telah dilakukan
stimulus fiskal dan relaksasi kebijakan makroprudensial.
Perekonomian Indonesia tahun 2015 tumbuh sebesar 4,79%
dibanding tahun sebelumnya. Pertumbuhan ekonomi tersebut
melambat bila dibanding tahun 2014 yang sebesar 5,02%.
In line with global economic growth, Indonesia’s economic
growth in 2015 has not shown significant improvement, in
spite of the fiscal stimulus and relaxation macro prudential
policy. Indonesia’s economy in 2015 grew by 4.79% over the
previous year. The economic growth slowed when compared
to the year 2014 amounted to 5.02%.
Meskipun pertumbuhan ekonomi Indonesia mengalami
perlambatan di 2015, industri penerbangan di Indonesia
mengalami kemajuan yang pesat. Hal ini sejalan
dengan perkembangan industri global yang mengalami
perkembangan pada dekade saat ini.
Despite Indonesia’s economic growth slowed in 2015, the
airline industry in Indonesia has made progress. This is in line
with the development of global industry experience growth in
the current decade.
IATA memperkirakan Indonesia diprediksi akan masuk 10
besar pasar penerbangan dunia pada tahun 2020 bahkan
lima besar pada tahun 2034. Rata-rata pertumbuhan industri
penerbangan di Indonesia sebesar 14,9% dalam 20 tahun
kedepan tercepat di antara semua negara. Oleh sebab itu
peluang industri di Indonesia sangat berpeluang besar bagi
siapa saja yang siap untuk menjalaninya.
IATA estimates that Indonesia is predicted to be in the top
10 world aviation market in 2020 even five in the year 2034.
The average growth of the aviation industry in Indonesia is
by 14.9% in the next 20 years the fastest among all countries.
Therefore, industrial opportunities in Indonesia are a great
opportunity for anyone who is ready to live it.
Bagi Angkasa Pura Airports sendiri, kesiapan itu dicerminkan
dari pembangunan dan pengembangan infrastruktur dan
peningkatan pelayanan yang diberikan kepada pengguna
jasa Bandar Udara. Dengan mengusung tagline “No Airport
Left Behind”, tidak hanya mengutamakan pengembangan
bandar udara utama namun juga bandar udara klas B dan
C. Semangat pengembangan tersebut diwujudkan dengan
pelaksanaan pembangunan Bandara I Gusti Ngurah-Rai
Bali, Sepinggan Balikpapan, T2 Juanda Surabaya yang
sudah rampung dan rencana pengembangan Bandara
Ahmad Yani, Syamsuddin Noor, dan Adi Sutjipto Yogyakarta
adalah merupakan komitmen dan kesiapan PT Angkasa
Pura I (Persero) dalam menghadapi tantangan dan peluang
Industri Penerbangan di Indonesia.
For Angkasa Pura Airports itself, it reflected the readiness
of the construction and development of infrastructure and
improvement of services provided to users of airport services.
With the tagline “No Airport Left Behind”, not only give priority
to the development of the main airport but also the airport
of class B and C. The spirit of development is realized with
the implementation of the construction of service-I Gusti
Ngurah Rai, Sepinggan, T2 Juanda already completed and
development plans Ahmad Yani Airport, Syamsuddin Noor, and
Adi Sutjipto Yogyakarta are the commitment and readiness
of PT Angkasa Pura I (Persero) in the face of challenges and
opportunities in the Indonesian aviation industry.
KEBIJAKAN STRATEGIS
STRATEGIC POLICY
Berdasarkan kondisi makro ekonomi dan industri
penerbangan nasional, Perseroan merumuskan berbagai
kebijakan strategis untuk meraih setiap peluang dan potensi
yang ada. Sasaran Strategi Angkasa Pura Airports yang akan
dicapai dalam periode tahun 2014-2018 ialah sebagai berikut.
1) Mencapai nilai CSI 4,60 (Standar ACI) pada tahun 2018.
2) Mencapai total pendapatan operasional Rp8,8 triliun
pada tahun 2018.
3) Mencapai proporsi pendapatan non aero terhadap
pendapatan operasional sebesar 57% pada tahun 2018.
4)Mengembangkan dan mengimplementasikan sistem
manajemen kelas dunia (terutama pengelolaan SDM,
ICT, operation excellence, dan service excellence) secara
holistik sebelum akhir tahun 2018.
5) Menerapkan konsep Green Corporation dan Program
CSR secara efektif.
6)Menjadi perusahaan yang siap untuk diprivatisasi
sebelum akhir tahun 2018.
Based on the macro-economic conditions and the national
aviation industry, the Company formulates various strategic
policies to seize every opportunity and potential. Angkasa
Pura Airports Strategy targets to be achieved in the period
2014-2018 are as follows.
1) Achieve a CSI score of 4.60 (Standard ACI) in 2018.
2) Achieve total operating revenue 8.8 trillion in 2018.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
3) Achieve non aero proportion of income to operating
income by 57% in 2018.
4) Develop and implement a world-class management
system (especially management of human resources, ICT,
operations excellence, and service excellence) in a holistic
manner before the end of 2018.
5) Applying the concept of Green Corporation and CSR
programs effectively.
6) Being a company that is ready to be privatized before the
end of 2018.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Untuk mencapai sasaran strategis yang telah ditetapkan
tersebut, Angkasa Pura Airports menetapkan strategi
perusahaan
melalui
peningkatan
layanan
kepada
stakeholder. Adapun Strategi Peningkatan layanan
Perusahaan kepada stakeholder dilakukan dengan cara:
1)Menyempurnakan
(excelling)
penerapan
service
excellence, operations excellence, system management
dan ICT kelas dunia.
2) Mengoptimalkan efektivitas dan efisiensi biaya.
3) Mengoptimalkan seluruh potensi sinergi secara internal
dan eksternal.
4) Mempercepat dan memperbesar penciptaan nilai dari
kemitraan strategis.
To achieve the strategic objectives that have been set, the
Angkasa Pura Airports set the company’s strategy through
improved services to stakeholders. As for Improvement
Strategy Company for services to stakeholder is done by:
KINERJA PERSEROAN
CORPORATE PERFORMANCES
Dengan menerapkan strategi-strategi di atas, Perseroan
telah berhasil menangkap peluang yang ada di 2015. Hal
tersebut terlihat dalam pencapaian kinerja baik operasional
maupun keuangan. Pada 2015, seluruh pelayanan jasa
Aeronautika yang meliputi Pelayanan Jasa Pendaratan,
Penempatan dan Penyimpanan Pesawat Udara (PJP4U),
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U),
pemakaian aviobridge, pemakaian counter, dan baggage
handling system mengalami pertumbuhan. Pendapatan
Usaha untuk segmen operasi Kebandarudaraan meningkat
sebesar Rp574,17 miliar atau 13,08%, sedangkan Pendapatan
Usaha untuk segmen Non Bandara meningkat sebesar
Rp361,74 miliar atau 56,36% di 2015. Peningkatan pendapatan
telah berhasil meningkat laba operasional Perseroan. Laba
operasional di 2015 mencapai Rp1.293,96 miliar, mengalami
pertumbuhan Rp29,14 miliar atau sebesar 2,30% dari 2014
yang mencapai Rp1.264,82 miliar.
By implementing the above strategies, the Company has
managed to capture the opportunities that exist in 2015. This is
evident in the achievement of both operational and financial
performance. In 2015, the entire aeronautical services
covering Aircraft Landing, Parking, and Hangar Services
(PJP4U), Aircraft Passenger Services (PJP2U), aviobridge
usage, counter usage, and baggage handling system are
growth. Revenue for Airport Services operating segment
increased by Rp574.17 billion or 13.08%, while Non-operating
revenues for the segment increased by Rp361.74 billion service
or 56.36% in 2015. The increase in revenue has successfully
increased the Company’s operating profit. Operating profit
in 2015 reached Rp1.293,96 billion, growth Rp29,14 billion or
2.30% from 2014, which reached Rp1.264,82 billion.
Pemegang saham dan pemangku kepentingan lainnya yang
kami hormati, Perseroan juga telah berhasil meningkatkan
total aset di 2015. Total aset Perseroan mencapai Rp16.722,34
miliar, mengalami pertumbuhan sebesar Rp895,44 miliar
atau sebesar 5,66% dibandingkan 2014 yang mencapai
Rp15.826,89 miliar. Di sisi ekuitas, pada 2015, ekuitas Perseroan
mencapai Rp10.970,76 miliar, mengalami pertumbuhan
Rp474,88 miliar atau sebesar 4,52% dibandingkan 2014 yang
mencapai Rp10.495,88 miliar.
Shareholders and other stakeholders that we respect, the
Company has also successfully increased total assets in 2015.
The Company’s assets reached total Rp16.722,34 billion, a
growth of Rp895,44 billion or 5.66% compared to 2014 reached
Rp15. 826.89 billion. On the equity side, in 2015, the Company’s
equity reached Rp10.970,76 billion, growth Rp474,88 billion or
4.52% compared to 2014 reaching Rp10.495,88 billion.
PENCAPAIAN TARGET 2015
TARGET ACHIEVEMENT
Secara umum, di tahun 2015 perseroan telah mampu
mencapai target yang telah ditentukan. Dari sisi produksi,
realisasi produksi sampai dengan akhir tahun 2015 secara
umum produksi aeronautika berada di atas anggaran.
Realisasi Pelayanan Jasa Pendaratan, Penempatanan dan
Penyimpanan Pesawat Udara (PJP4U) sebesar 115,28%,
sedangkan realisasi Pelayanan Jasa Penumpang Pesawat
Udara (PJP2U) sebesar 104,64%.
Generally, in 2015 the company has been able to achieve
the set targets. On the production side, the realization of
production until the end of 2015 in general aeronautical
production was above budget. Realization Aircraft Landing,
Parking, and Hangar Services (PJP4U) amounted to 115.28%,
while the realization of Aircraft Passenger Services (PJP2U)
amounted to 104.64%.
1) Improving (excelling) application service excellence,
operations excellence, system management and worldclass ICT.
2) Optimize the effectiveness and cost efficiency.
3) Optimize the entire potential synergies both internally and
externally.
4) Accelerate and increase the value creation of strategic
partnerships
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
39
Laporan Manajemen
Management Report
40
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Perseroan juga telah mampu mencapai target laba setelah
pajak, realisasi laba setelah pajak tahun 2015 sebesar
119,83% yaitu Rp841,54 miliar berada di atas anggaran yang
direncanakan sebesar Rp702,29 miliar. Sedangkan untuk
realisasi arus kas, sampai dengan 31 Desember 2015 adalah
sebesar Rp1,75 triliun, berada di atas anggaran sebesar
Rp1,21 triliun atau 222,69% dari yang direncanakan sebesar
Rp541,16 milyar.
The Company has also been able to achieve after-tax profit
target, the realization of profit after tax in 2015 amounted
to 119.83%, which is Rp841,54 billion was above the planned
budget for Rp702,29 billion. As for the realization of cash
flows, until December 31, 2015 amounted to Rp1.75 trillion,
is above the budget of Rp1,21 trillion or 222,69% of the plan
amounted to Rp541,16 billion.
KENDALA-KENDALA YANG DIHADAPI
DEALING WITH CONSTRAINTS
Dalam menjalankan usahanya, selama tahun 2015 Perseroan
mengalami beberapa kendala ekternal yang bisa disajikan
sebagai berikut:
1. Adanya kecelakaan jatuhnya pesawat Air Asia QZ 7501
dan Erupsi Gunung Raung dan Barujari yang berdampak
psikologis bagi pengguna jasa penerbangan, sehingga
menunda perjalanan atau beralihnya ke moda transportasi
lainnya. Kendala ini menyebabkan tidak tercapainya
realisasi trafik penumpang dan kargo di 2015.
2. Pelambatan pertumbuhan ekonomi Nasional selama
tahun 2015 berdampak negatif pada bisnis transportasi
pada umumnya dan khususnya transportasi udara.
3. Pengembalian beberapa ruang oleh tenant di Bandara
Juanda dan Sepinggan.
4. Diberlakukannya Keputusan Menteri Perhubungan NO
129/2015, yaitu pengembalian ruang area komersial
menjadi ruang publik.
In conducting its business during 2015, the Company
experienced some external constraints that can be expressed
as follows:
1. An accidental fall of Air Asia flight QZ 7501 and the
eruption of Mount roar and Barujari the psychological
impact for users of aviation services, thus delaying trips
or shift to other modes of transport. This resulted in not
achieving the realization of passenger and cargo traffic
in 2015.
2. The slowing national economic growth during 2015 have
a negative impact on the business of transport in general
and in particular air transport.
3. Refund some space by tenants at Juanda Airport and
Sepinggan.
4. The implementation of Ministry of Transportation Decision
Letter No. 129/2015, namely the return of the commercial
area of space into public space.
Namun demikian, dengan menerapkan strategi yang tepat
kinerja perusahaan secara umum dapat melampaui target
yang direncanakan dengan perolehan Laba konsolidasi
setelah pajak sebesar Rp841,54 milyar di atas anggaran
sebesar Rp139,26 milyar atau 19,83% di atas anggaran RKAP
tahun 2015 sebesar Rp702,29 milyar.
However, by applying the right strategy in general
performance of the company may exceed the planned target
with the acquisition of a consolidated profit after tax of
Rp841,54 billion above the budget of Rp139,26 billion or 19.83%
over budget RKAP 2015 amounted Rp702,29 billion.
PROSPEK USAHA
THE COMPANY BUSINESS PROSPECTS
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 3,4% di
2016 dan 3,6% di 2017. Pertumbuhan negara Emerging Market
diproyeksikan akan mencapai sebesar 4,3% pada 2016 dan
4,7% pada 2017. Untuk negara-negara di Asia diproyeksikan
akan mengalami pertumbuhan sebesar 6,3% di 2016 dan 6,2%
di 2017.
The business prospect of Angkasa Pura Airports strongly
associated with projected growth of the world economy in
general and the projected economic growth of Indonesia
in particular. World economic growth is projected at 3.4% in
2016 and 3.6% in 2017. Growth in Emerging Market countries is
projected to reach 4.3% in 2016 and 4.7% in 2017. For countries
in Asia is projected to experience growth of 6.3% in 2016 and
6.2% in 2017.
Proyeksi pertumbuhan ekonomi global tersebut mendorong
proyeksi perekonomian domestik yang diperkirakan tumbuh
sebesar 5,8%-6,2%, lebih tinggi dibandingkan tahun 2015.
Terkait dengan industi kebandarudaraan, International
Air Transport Association (IATA) mencatat pertumbuhan
kapasitas penumpang di Asia-Pasifik pada tahun 2015 adalah
6% dan diperkirakan akan naik menjadi 8,4% pada tahun 2016.
Dari enam kawasan yang ada, Asia Pasifik menyumbang
satu pertiga dari total pertumbuhan trafik penumpang dunia.
Projected growth in the global economy pushed the projection
of the domestic economy is expected to grow by 5.8% - 6.2%
higher than in 2015. In relation to industry, airport affairs,
the International Air Transport Association (IATA) passenger
capacity growth in Asia-Pacific 2015 was 6% and expected
to rise to 8.4% in 2016. From the six existing regional, AsiaPacific accounted for one-third of total world passenger
traffic growth.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Dalam kurun waktu 20 tahun ke depan, pasar penerbangan
Indonesia diperkirakan akan tumbuh dengan cepat sekitar
14,9%. Ke depan, dengan melihat prospek pertumbuhan
ekonomi dan pertumbuhan lalu lintas kebandarudaraan
global dan Indonesia, maka Angkasa Pura Airports optimis
dapat meraih setiap peluang dan potensi yang tercipta.
In a period of 20 years into the future, the Indonesian aviation
market is expected to grow rapidly around 14.9%. Further,
with the prospects for economic growth and global growth
of airport traffic and Indonesia, the Angkasa Pura Airports
optimist to seize every opportunity and potential that is
created.
PENERAPAN GOOD CORPORATE
GOVERNANCE
IMPLEMENTING GOOD CORPORATE
GOVERNANCE
Perseroan berupaya keras untuk menyempurnakan dan
melaksanakan praktik good corporate governance (GCG),
tidak hanya selaras dengan tuntutan regulasi namun juga
sesuai dengan best practices. Bagi Perseroan, penerapan
GCG merupakan sebuah keharusan yang akan mendorong
kesuksesan di masa yang akan datang. Oleh karena itu,
Perseroan menerapkan GCG pada seluruh tingkatan dan
jenjang organisasi dengan berpedoman pada ketentuan dan
peraturan terkait dengan pelaksanaan GCG bagi Perseroan.
The Company strives to enhance and implement the practice
of good corporate governance (GCG), not only in tune with
the demands of regulations but also in accordance with
best practices. For the Company, GCG implementation is a
necessity that will drive success in the future. Therefore, the
Company’s GCG implementation at all levels and levels of
the organization based on the rules and regulations related
to the implementation of good corporate governance for the
Company.
STRUKTUR DAN MEKANISME GCG
STRUCTURE AND MECHANISM OF GCG
Sesuai dengan Undang-Undang No. 40 tahun 2007 tentang
Perseroan Terbatas, organ perusahaan terdiri dari Rapat
Umum Pemegang Saham (RUPS), Direksi dan Dewan
Komisaris. Selama 2015, organ perusahaan telah menjalankan
fungsinya dengan baik. RUPS Tahunan diselenggarakan
dalam waktu yang tidak melewati batas yang ditentukan
yaitu pada tanggal 12 Mei 2015. RUPS Tahunan telah berjalan
dengan baik dan dihadiri oleh pemegang saham dan seluruh
anggota Dewan Komisaris dan Direksi.
In accordance with Law No. 40 of 2007 on Limited Liability
Companies, organ of the company consists of General
Meeting of Shareholders (AGM), the Board of Directors and
Board of Commissioners. During 2015, the company has
organ to function properly. Annual General Meeting held in
the not pass the prescribed limit, that is on 12 May 2015. The
Annual General Meeting has been going well and attended by
the shareholders and the Board of Commissioners and Board
of Directors.
Selama 2015, Dewan Komisaris telah menjalankan fungsi,
tugas dan tanggung jawab yang jelas sesuai dengan
anggaran dasar dan wewenang yang diberikan oleh RUPS.
Dewan Komisaris bertanggung jawab kepada pemegang
saham dalam hal mengawasi kebijakan Direksi terhadap
operasional Perusahaan yang secara umum mengacu
kepada Rencana Kerja dan Anggaran Perseroan yang telah
disetujui, serta memastikan kepatuhan terhadap seluruh
peraturan dan perundang-undangan yang berlaku.
During 2015, the Board has been carrying out the functions,
duties and responsibilities clearly accordance with the
statutes and the authority granted by the AGM. The Board
of Commissioners is responsible to the shareholders in terms
of supervising our Board of Directors to the Company’s
operations that generally refers to the Work Plan and Budget
of the Company approved, as well as ensuring compliance
with all regulations and legislation in force.
Dewan Komisaris Perseroan senantiasa proaktif melakukan
pengawasan terhadap kinerja Direksi dan memberikan
masukan kepada Direksi. Bentuk pengawasan yang dilakukan
Dewan Komisaris tentunya mengacu pada implementasi atas
rekomendasi yang telah diberikan Dewan Komisaris terhadap
Direksi maupun melalui komite-komite yang dibentuk.
BOC always proactive monitoring the performance of the
Board of Directors and advises the Board of Directors. Form
of supervision performed by the Board of Commissioners of
course, refers to the implementation of recommendations
has been given to the Board of Directors and the Board of
Commissioners through committees were formed.
Pada periode Januari sampai dengan Desember 2015, Dewan
Komisaris melakukan hal-hal sebagai berikut.
1. Dewan Komisaris telah melaksanakan rapat koordinasi
Dewan Komisaris sebanyak 14 (empat belas) kali dan
rapat koordinasi Dewan Komisaris dengan Direksi
sebanyak 10 (sepuluh) kali;
In the period January to December 2015, the Board of
Commissioners does things as follows.
1. The Board of Commissioners has conducted a coordination
meeting of Board of Commissioners for 14 (fourteen) times
and coordination meetings with the Board of Directors for
10 (ten) times;
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
41
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
2. Dewan Komisaris telah melaksanakan rapat Komite Audit
serta Komite Risiko Usaha dan GCG;
3. Dewan Komisaris telah mengikuti RUPS sebanyak 2 (dua)
kali;
4. Dewan Komisaris telah memberikan tanggapan atas
Laporan Tahunan Perusahaan Tahun Buku 2014, RJPP
Tahun 2014-2018, dan RKAP Tahun Buku 2015, serta
perkara penting lainnya yang memerlukan tanggapan/
persetujuan Dewan Komisaris;
5. Dewan Komisaris telah mengikuti program pengenalan
Dewan Komisaris baru dan program pengembangan
kompetensi Dewan Komisaris;
6. Dewan Komisaris telah melaksanakan kunjungan dan
monitoring ke bandara yang menjadi tanggung jawab
Perusahaan;
7. Dewan Komisaris telah melakukan pengawasan dan
pemantauan terhadap program penilaian bandara
terbaik tahun 2015;
8.Dewan Komisaris telah melakukan pengawasan
dan pemantauan terhadap pengembangan usaha
Perusahaan, serta permasalahan strategis yang
dihadapi;
9. Dewan Komisaris telah melakukan pengawasan dan
pemantauan terhadap pelaksanaan internal kontrol dan
GCG di Perusahaan.
2. The Board of Commissioners has conducted meetings
Audit Committee and Business Risk Committee and GCG;
3. The Board of Commissioners has followed the AGM of 2
(two) times;
4. The Board of Commissioners has responded to the
Company’s Annual Report for Fiscal Year 2014, RJPP Year
2014-2018, and Work Plan and Budget for Fiscal Year 2015,
as well as other important matters that require feedback/
approval of the Board of Commissioners;
5. The Board of Commissioners has followed new recognition
programs BOC and BOC competence development
programs;
6. The Board of Commissioners has conducted monitoring
visits and to the airport are the responsibility of the
Company;
7. The Board of Commissioners has conducted surveillance
and monitoring of the program’s best airport 2015 votes;
Direksi telah menjalankan tugas dengan melakukan
segala tindakan yang berkaitan dengan pengurusan dan
bertanggung jawab atas pengurusan Perseroan. Pengurusan
dilaksanakan untuk kepentingan Perseroan sesuai dengan
maksud dan tujuan Perseroan. Selama 2015, Direksi
telah melaksanakan tugas pengurusan sesuai peraturan
perundang-undangan yang berlaku dan Anggaran Dasar,
antara lain:
1. Penyusunan perencanaan Perusahaan, antara lain RKAP
2016 dan revisi RKAP 2015, serta RJPP dan RJPB 2014-2018;
Directors have duty to conduct any action relating to the
maintenance and responsible for the management of the
Company. Arrangements carried out for the benefit of the
Company in accordance with the purposes and objectives of
the Company. During 2015, the Board of Directors has carried
out maintenance tasks in accordance legislation in force and
the Articles of Association, among others:
2. Pemenuhan target kinerja Perusahaan berdasarkan
aspek keuangan, operasional, dan administrasi;
3. Pengembangan usaha Perusahaan, antara lain melalui
pengembangan beberapa bandara di wilayah Kupang,
Banjarmasin, Semarang, dan Yogyakarta;
4. Pengelolaan aset dan keuangan Perusahaan, termasuk
penghapusan aset tetap tidak produktif dan serah terima
aset kenavigasian terkait dibentuknya Perum LPPNPI;
5.
Pelaksanaan
kegiatan
operasional
Perusahaan,
khususnya melalui kinerja PJP4U, PJP, PJP2U, counter dan
garbarata, baik domestik maupun internasional ;
6. Penyelenggaraan rapat Direksi, menghadiri rapat Dewan
Komisaris dan Rapat Umum Pemegang Saham;
42
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
8. The Board of Commissioners has to supervise and monitor
the Company’s business development and strategic issues
faced;
9. The Board of Commissioners has to supervise and monitor
the implementation of internal controls and GCG.
1. Preparation of planning, among others are Work Plan and
Budget 2016 and the revision of 2015, and RJPP and RJPB
2014-2018;
2. Fulfillment Company performance targets based on
aspects of financial, operational, and administrative;
3. Development of the Company businesses, including
through the development of several airports in the region
Kupang, Banjarmasin, Semarang and Yogyakarta;
4. The management and the Company financial assets,
including the elimination of unproductive fixed assets and
handover of navigation assets related to the establishment
of “Perum LPPNPI”;
5. Implementation of the operational activities of the
Company, particularly through performance PJP4U, PJP,
PJP2U, counters and jet bridge, both domestically and
internationally;
6. Implementation of Board of Directors meeting, attended
board meetings and the General Meeting of Shareholders;
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
7. Pengawasan dan perbaikan proses bisnis internal,
termasuk menindaklanjuti temuan Internal Audit dan
auditor eksternal;
8.Penyelesaian permasalahan Perusahaan, khususnya
permasalahan hukum yang sedang dihadapi Perusahaan;
9.
Pengawasan
kinerja
dan
permasalahan
Anak
Perusahaan; serta
10.
Pelaksanaan tugas lainnya terkait kepengurusan
perusahaan
7. Supervision and internal business process improvement,
including follow up on the findings of the internal audit
and the external auditor;
8. Resolution of the Company issues, in particular legal
issues being faced by the Company;
9.Monitoring the performance and problems of the
Subsidiary; and
10. Implementation of other tasks related to the management
of the company
SISTEM PENGENDALIAN INTERNAL
INTERNAL CONTROL SYSTEM
Perusahaan terus mendorong upaya peningkatan sistem
pengendalian internal yang efektif. Pengendalian internal
menjadi 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. Perusahaan memiliki Unit Internal Audit yang
berperan dalam mengevaluasi kecukupan dan efektivitas
pengendalian intern yang dilakukan oleh manajemen
Perusahaan. Unit Internal Audit senantiasa melakukan
pengawasan internal dengan melakukan pendekatan
sistematis agar penerapan prinsip-prinsip GCG dapat
berjalan sesuai koridornya.
The Company continues to encourage efforts to increase the
effective internal control system. Internal control is integrated
in the system and procedures in each of the activities in the
unit so that in case of irregularities, it can be seen early and
carried out corrective measures by the unit concerned. The
Company has an Internal Audit Unit plays a role in evaluating
the adequacy and effectiveness of internal control conducted
by the management. The Internal Audit Unit continues to do
internal monitoring to take a systematic approach in order
that the application of corporate governance principles can
be run according corridors.
Sistem
Pengendalian
Internal
Perseroan
meliputi
pengendalian keuangan dan operasional. Pengendalian
keuangan merupakan upaya yang dilakukan agar investasi,
alokasi biaya, dan perolehan laba berjalan sesuai dengan
rencana Perseroan. Pengendalian keuangan adalah tahap
dimana rencana keuangan diimplementasikan, yaitu
menyangkut umpan balik dan proses penyesuaian yang
diperlukan untuk menjamin bahwa rencana terlaksana atau
untuk mengubah rencana yang ada sebagai tanggapan
terhadap berbagai perubahan dalam lingkungan operasi.
Internal Control Systems of the Company include financial
and operational control. Financial control is the effort made to
keep investment, cost allocation, and profit of the Company’s
going according to plan. Financial control is the stages where
the financial plan is implemented, which involves feedback
and process the necessary adjustments to ensure that the
plan implemented or to change existing plans in response to
changes in the operating environment.
Sedangkan pengendalian Operasional adalah proses
penempatan agar kegiatan operasional dilaksanakan secara
efektif dan efisien. Pengendalian operasional Perseroan
menggunakan prosedur dan aturan keputusan yang telah
ditentukan lebih dahulu dalam jangka waktu yang relatif
pendek. Perseroan mengidentifikasi operasi-operasi dan
aktivitas yang terkait dengan aspek penting lingkungan
teridentifikasi sejalan dengan kebijakan, tujuan dan sasaran.
While Operational control is the process of placing that
operational activities are carried out effectively and
efficiently. Operational control of the Company is using the
procedures and rules of decision that has been predetermined
in a relatively short period of time. The Company identifies
operations and activities associated with the identified
significant environmental aspects in line with the policies,
goals and objectives.
Perseroan senantiasa melakukan evaluasi atas pelaksanaan
sistem pengendalian internal di Perusahaan. Sistem
pengendalian intern Perseroan telah sesuai dengan Internal
Control Integrated Framework yang dikembangkan oleh
The Committee of Sponsoring Organization of the Treadway
Commission (COSO).
Company continues to evaluate the implementation of the
internal control system in the Company. Internal control
systems of the Company are in accordance with the Internal
Control Integrated Framework developed by the Committee
of Sponsoring Organizations of the Treadway Commission
(COSO).
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
43
Laporan Manajemen
Management Report
44
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
MANAJEMEN RISIKO
RISK MANAGEMENT
Perkembangan
industri
penerbangan
yang
pesat
menyebabkan risiko yang dihadapi Perseroan pada setiap
proses bisnisnya menjadi semakin kompleks. Risiko-risiko
pada Perseroan, baik dalam operasional sehari-hari maupun
dalam pengembangan bisnis, dipengaruhi oleh berbagai
faktor internal maupun eksternal. Untuk itu, Perseroan
mengembangkan suatu kerangka pengelolaan risiko
perusahaan yang menyeluruh, Enterprise Risk Management
(ERM), guna meminimalkan potensi kerugian dan
mengoptimalkan profitabilitas, menciptakan Nilai Perseroan
dan meningkatkan kepercayaan pemangku kepentingan,
mendorong standar praktik terbaik tata kelola Perusahaan,
serta menjadikan budaya risiko sebagai bagian dari Budaya
Perseroan.
The rapid development of the aviation industry which led to
the risks faced by the Company on every business process is
becoming increasingly complex. The risks on the Company,
both in daily operations, as well as in business development,
are influenced by various internal and external factors.
Therefore, the Company developed a risk management
framework the company overall, Enterprise Risk Management
(ERM), in order to minimize potential losses and optimize
profitability, creating value of the Company and increase
the confidence of stakeholders, encourage best practice
corporate governance, as well as to make the risk culture as
part of the culture of the Company.
Berdasarkan serangkaian evaluasi secara berkala
di lingkungan Angkasa Pura Airports terkait dengan
pengimplementasian Manajemen Risiko, dilakukan beberapa
perbaikan serta pengembangan selama Tahun 2015
diantaranya:
1. Aspek pengelolaan risiko menjadi poin dalam Key
Performance Indicator bagi 13 Kantor Cabang.
2.Dilakukannya pendampingan terhadap penyusunan
Profil Risiko pada proyek pengembangan bandar udara
maupun pembangunan Bandar Udara baru.
3. Dilakukannya pendampingan oleh Tim Kantor Pusat
kepada Kantor Cabang dalam rangka penyusunan Profil
Risiko Tahun 2016 dan penerapan RKAP berbasis risiko di
lingkungan Angkasa Pura Airports.
4. Terhadap seluruh usulan investasi yang akan diajukan,
kajian risiko menjadi salah satu dokumen pendukung
utama sebagai syarat dalam pengambilan keputusan.
5.Dilakukannya kampanye manajemen risiko secara
berkala setiap tahunnya, dengan tema pada tahun 2015
adalah himbauan kepada seluruh pemilik risiko untuk
secara aktif terus mengelola risiko pada proses bisnisnya.
6. Dilakukannya Rapat penyusunan Risk Appetitte and Risk
Tolerance bersama dengan Anggota Risk Management
Committee dan ditentukannya nilai Risk Tolerance yang
akan digunakan pada RKAP 2016.
7. Disusunnya pedoman pengukuran maritas manajemen
risiko di lingkungan Angkasa Pura Airports.
8. Membangun sistem manajemen risiko berbasis online
untuk mempermudah pengelola risiko dalam melakukan
pemanatauan secara real time.
Based on a series of regular evaluation in environmental
Angkasa Pura Airports associated with the implementation of
Risk Management, some improvement and development are
done during 2015, include:
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
1. Aspects of risk management into points in a Key
Performance Indicator for the 13 Branch Offices.
2. The conduct of assistance to preparation Risk Profile on
airport development project and the construction of the
new airport.
3. The conduct mentoring by Tim Head Office to Branch
Office in preparing the Risk Profile 2016 and the
implementation of risk-based CBP in the neighborhood
Angkasa Pura Airports.
4. Against entire investment proposals to be submitted, risk
assessment to be one of the main supporting documents
as a condition in the decision.
5. The conduct periodic risk management campaign each
year, with the theme in 2015 is a call to all risk owners
to actively continue to manage the risks in its business
processes.
6. The conduct of the Meeting preparation appetite Risk and
Risk Tolerance along with Member of Risk Management
Committee and Risk Tolerance-determined value to be
used in CBP, 2016.
7. The formulation of guidelines for environmental risk
management measurement at Angkasa Pura Airports.
8. Establish an online-based risk management system
to facilitate the management of risk in doing real time
monitoring.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
CODE OF CONDUCT
CODE OF CONDUCT
Perseroan memiliki Pedoman Etika Perusahaan (Code of
Conduct) yang diatur dalam Keputusan Direksi PT Angkasa
Pura I (Persero) Nomor: KEP.43/OM.04/2014 tentang
Pedoman Prilaku (Code of Conduct) PT Angkasa Pura I.
Pedoman prilaku Perseroan merupakan kumpulan komitmen
yang terdiri dari etika usaha dan etika kerja yang disusutan
untuk mempengaruhi, membentuk, mengatur dan melakukan
kesesuaian perilaku sehingga tercapai hasil yang konsisten
yang sesuai dengan Budaya Perseroan dalam mencapai Visi
dan Misi. Pedoman tersebut menjadi panduan yang berlaku
bagi setiap insan Perseroan pada setiap level organisasi yang
diharapkan akan memberikan kejelasan tindakan yang harus
dilakukan dan ditaati sesuai dengan nilai-nilai korporasi yang
telah dibangun.
The Company has a Code of Corporate Ethics (Code of
Conduct) stipulated in the Decree of Directors of PT Angkasa
Pura I (Persero) No: KEP.43/OM.04/2014 of the Code of
Behavior (Code of Conduct) PT Angkasa Pura I. The Company
Guidelines is a collection of behavioral commitments
consisting of business ethics and work ethics that are
arranged to influence, establish, organize and carry out the
conformity of behavior in order to achieve consistent results
that correspond to the Culture Company in achieving its vision
and mission. These guidelines serve as a guide that applies to
every individual being at every level of the organization of the
Company are expected to provide clear actions to be taken
and adhered to in accordance with the corporate values that
have been built.
Code of conduct berlaku bagi seluruh insan Perseroan, yaitu
Dewan Komisaris, Direksi, dan seluruh Karyawan. Seluruh
insan Perseroan mempunyai kesadaran untuk menjalankan
etika yang baik akan meningkatkan dan memperkuat reputasi
Perseroan. Perseroan senantiasa melakukan sosialisasi Code
of Conduct kepada seluruh insan Perseroan pada setiap
tingkatan/jenjang organisasi. Sosialisasi tersebut dilakukan
melalui program orientasi insan baru Perseroan, pembagian
buku saku, website internal, serta melalui kegiatan dan media
lainnya yang dimiliki Perseroan.
The code of conduct applies to all beings of the Company,
the Board of Commissioners, Directors, and all employees.
All individual consciousness to run the Company has good
ethics will improve and strengthen the reputation of the
Company. The Company continues to disseminate the Code
of Conduct to all beings of the Company at every level / level
of organization. Socialization is done through a new life
orientation program of the Company, distribution of booklets,
internal websites, as well as through events and other media
owned by the Company.
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 disesuaikan
dengan tingkat kesalahan yang dilakukan.
Any violation of the Code of Conduct will be penalized in
accordance with applicable regulations and the imposition of
sanctions is not discriminatory. The process of the imposition
of sanctions is done through a process that is objective,
independent and tiered. Types of sanctions imposed adjusted
to the level of errors made.
PERUBAHAN KOMPOSISI DIREKSI
CHANGES IN THE COMPOSITION OF
DIRECTORS
Pada tahun 2015 terjadi perubahan komposisi Direksi.
Perubahan komposisi beserta SK pengangkatan Direksi
selama 2015 disajikan dalam tabel berikut.
In 2015, there are changes in the composition of the Board
of Directors. Changes in the composition of the Board of
Directors along with the appointment decree for 2015 are
presented in the following table.
Tabel Perubahan Komposisi Direksi / Table of Changes in Composition of the Board of Directors
Nama
Name
Jabatan
Positions
Periode
Period
Dasar Pengangkatan
Base of Composition Changes
Tommy Soetomo
Direktur Utama
President Director
21 Juli 2010 – 22 Juni 2015 /
July 21, 2010 – June 22, 2015
Sulistyo Wimbo Hardjito
Direktur Utama
President Director
22 Juni 2015 – sekarang /
June 22, 2015 – present
SK Menteri Negara BUMN Nomor: KEP-138/
MBU/2010 tanggal 23 Juli 2010 /
Decree of the Minister of State Enterprises
No:KEP-138/MBU/2010 on 23 July 2010
SK Menteri Negara BUMN Nomor: SK-98/
MBU/06/2015 tanggal 22 Juni 2015 /
Decree of the Minister of State Enterprises No: SK98/MBU/06/2015 on 22 June 2015
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
45
Laporan Manajemen
Management Report
Nama
Name
46
Profil Perusahaan
Company Profile
Jabatan
Positions
Gunawan Agus Subrata
Direktur Keuangan dan IT
Finance and IT Director
Novrihandi
Direktur Keuangan dan IT
Finance and IT Director
Robert Daniel Waloni
Direktur Pemasaran dan
Pengembangan Bisnis
Marketing and Business
Development Director
Moch. Asrori
Direktur Pemasaran dan
Pengembangan Bisnis
Marketing and Business
Development Director
Yushan Sayuti
Direktur Operasi
Operation Director
Wendo Asrul Rose
Direktur Operasi
Operation Director
Polana Banguningsih
Direktur Teknik
Technical Director
Daan Achmad
Direktur Sumber Daya
Manusia dan Umum
Human Capital and General
Affair Director
Saptandri Widiyanto
Direktur Sumber Daya
Manusia dan Umum
Human Capital and General
Affair Director
Adi Nugroho
Direktur Sumber Daya
Manusia dan Umum
Human Capital and General
Affair Director
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Periode
Period
Dasar Pengangkatan
Base of Composition Changes
21 Juli 2010 - 9 November
2015 / July 21, 2010 November 9, 2015
SK Menteri Negara BUMN Nomor: KEP-134/
MBU/2010 tanggal 21 Juli 2010 /
Decree of the Minister of State Enterprises No: KEP134/MBU/2010 on 21 July 2010
SK Menteri Negara BUMN Nomor: SK-22/
9 November 2015 – sekarang
MBU/11/2015 tanggal 09 November 2015 /
/ November 9, 2015 –
Decree of the Minister of State Enterprises No: SKpresent
22/MBU/11/2015 on 09 November 2015
21 Juli 2010 - 9 November
2015 / July 21, 2010 November 9, 2015
SK Menteri Negara BUMN Nomor: KEP-134/
MBU/2010 tanggal 21 Juli 2010 /
Decree of the Minister of State Enterprises
No: KEP-134/MBU/2010 on 21 July 2010
SK Menteri Negara BUMN Nomor: SK-22/
9 November 2015 – sekarang MBU/11/2015 tanggal 09 November 2015 /
/ November 9,2015 – present Decree of the Minister of State Enterprises
No: SK-22/MBU/11/2015 on 09 November 2015
21 Juli 2010 - 9 November
2015 / July 21, 2010 November 9, 2015
SK Menteri Negara BUMN Nomor: KEP-134/
MBU/2010 tanggal 21 Juli 2010 /
Decree of the Minister of State Enterprises
No: KEP-134/MBU/2010 on 21 July 2010
SK Menteri Negara BUMN Nomor: SK-22/
9 November 2015 – sekarang
MBU/11/2015 tanggal 09 November 2015 /
/ November 9, 2015 –
Decree of the Minister of State Enterprises
present
No: SK-22/MBU/11/2015 on 09 November 2015
10 April 2013 - sekarang /
April 10, 2013 – present
SK Menteri Negara BUMN Nomor: SK-208/
MBU/2013 tanggal 10 April 2013 /
Decree of the Minister of State Enterprises
No: SK-208/MBU/2013 on 10 April 2013
SK Menteri Negara BUMN Nomor: SK-208/
10 April 2013 – 15 Januari 2015
MBU/2013 tanggal 10 April 2013 /
/ April 10, 2013 – January
Decree of the Minister of State Enterprises
15, 2015
No: SK-208/MBU/2013 on 10 April 2013
22 Juni 2015 – 9 November
2015 / June 22, 2015 –
November 9, 2015
SK Menteri Negara BUMN Nomor: SK-98/
MBU/06/2015 tanggal 22 Juni 2015 /
Decree of the Minister of State Enterprises
No: SK-98/MBU/06/2015 on 22 June 2015
SK Menteri Negara BUMN Nomor: SK-22/
9 November 2015 – sekarang MBU/11/2015 tanggal 09 November 2015 /
/ November 9,2015 – present Decree of the Minister of State Enterprises
No: SK-22/MBU/11/2015 on 09 November 2015
Pemegang Saham menilai bahwa komposisi Direksi saat ini
sudah cukup efektif dalam menjalankan tugas pengawasan
dan pemberian pengarahan kepada Direksi.
Shareholders considered that the composition of the Board of
Directors is now quite effective in carrying out oversight and
direction to the Board of Directors.
PENUTUP
CLOSING REMARKS
Demikian laporan tugas Direksi atas pelaksanaan usaha
selama tahun 2015. Direksi memberikan penghargaan yang
setinggi-tingginya kepada para pelanggan dan mitra kerja
yang telah memberikan kepercayaan kepada Perusahaan.
Atas dukungan yang diberikan selama ini, Perusahaan
mampu meningkatkan kinerjanya dengan baik.
Thus the Directors report on the implementation of business
tasks for 2015. The Board of Directors provides the highest
appreciation to our customers and partners who have given
credence to the Company. For their support during this time,
the Company was able to improve its performance well.
Direksi juga memberikan penghargaan yang setinggitingginya atas komitmen dan kerja sama dari seluruh
jajaran tim manajemen, dan seluruh karyawan yang telah
menunjukkan kinerja dengan baik. Atas kerja keras dari
tim manajemen dan seluruh karyawan, Perseroan mampu
meningkatkan kinerjanya di 2015.
Directors also gave high appreciation for the commitment
and cooperation of all levels of the management team and
all employees who had performed well. The hard work of
the management team and all employees, the Company was
able to improve its performance in 2015.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Atas arahan yang diberikan oleh Dewan Komisaris, Direksi
memberikan penghargaan yang setinggi-tingginya kepada
Dewan Komisaris sehingga dapat dicapai kinerja Perseroan
dengan baik. Direksi juga mengucapkan penghargaan yang
setinggi-tingginya kepada pemegang saham. Atas dukungan
yang diberikan selama ini, Perseroan mampu menunjukkan
pencapaian kinerja yang baik.
On the direction given by the Board of Commissioners, Board
of Directors provides the highest appreciation to the Board
so that it can be achieved with a good performance of the
Company. Directors also expressed high appreciation to the
shareholders. For their support during this time, the Company
is able to demonstrate achievement of good performance.
Untuk kedepannya, kami tetap berkomitmen akan selalu
memberikan yang terbaik guna perbaikan pencapaian kinerja
secara berkelanjutan. Direksi berharap bahwa Perseroan
akan menjadi bagian penting dan berkontribusi dalam
meningkatkan pertumbuhan perekonomian di Indonesia.
For the future, we remain committed to always provide
the best to the achievement of sustainable performance
improvement. Directors expect that the Company will become
an important part and contribute to improving economic
growth in Indonesia.
Jakarta, Juni / June 2016
Atas nama Direksi
On Behalf of the Board of Director
PT Angkasa Pura I (Persero)
Sulistyo Wimbo Hardjito
Direktur Utama
President Director
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
47
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Dari kiri ke Kanan / From Right to Left
1. Wendo Asrul Rose
Direktur Operasi
Operation Director
2. Polana Banguningsih Pramesti
Direktur Teknik
Technical Director
3. Adi Nugroho
Direktur Sumber Daya Manusia dan Umum
Human Capital and General Affair Director
48
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
4.Sulistyo Wimbo Hardjito
Direktur Utama
President Director
5.Mochammad Asrori
Direktur Pemasaran dan Pengembangan Bisnis
Marketing and Business Development Director
6.Novrihandri
Direktur Keuangan dan IT
Finance and IT Director
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tanggung Jawab Laporan
Responsibility of Reporting
Surat Pernyataan Anggota Dewan Komisaris Tentang Tanggung Jawab
Atas Laporan Tahunan PT Angkasa Pura I (Persero) Tahun 2015
Statement of the Board of Commissioners Regarding the Responsibility
for the 2015 Annual Report of PT Angkasa Pura I (Persero)
Kami yang bertanda tangan di bawah ini menyatakan bahwa
semua informasi dalam Laporan Tahunan PT Angkasa Pura
I (Persero) Tahun 2015 telah dimuat secara lengkap dan
bertanggung jawab penuh atas kebenaran isi Laporan
Tahunan ini.
We, the undersigned, hereby declare that all information
in the 2015 Annual Report of PT Angkasa Pura I (Persero) is
complete and we take full responsibility for the accuracy of
the contents of this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya.
Hereby, this statement is true and correct.
Jakarta, 9 Juni 2016
Jakarta, June 9th, 2016
Dewan Komisaris / Board of Commissioners
Andrinof Chaniago
Komisaris Utama Merangkap
Komisaris Independen
President Commissioner and
Independent Commissioner
Selby Nugraha Rahman
Dwi Ary Purnomo
Komisaris
Commissioner
Komisaris
Commissioner
Boy Syahril Qamar
Anandy Wati
Agus Santoso
Komisaris Independen
Independent Commissioner
Komisaris
Commissioner
Komisaris
Commissioner
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
49
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Tanggung Jawab Laporan
Responsibility of Reporting
Surat Pernyataan Anggota Direksi Tentang Tanggung Jawab
Atas Laporan Tahunan PT Angkasa Pura I (Persero) Tahun 2015
Statement of the Board of Directors Regarding the Responsibility
for the 2015 Annual Report of PT Angkasa Pura I (Persero)
Kami yang bertanda tangan di bawah ini menyatakan bahwa
semua informasi dalam Laporan Tahunan PT Angkasa Pura
I (Persero) Tahun 2015 telah dimuat secara lengkap dan
bertanggung jawab penuh atas kebenaran isi Laporan
Tahunan ini.
We, the undersigned, hereby declare that all information
in the 2015 Annual Report of PT Angkasa Pura I (Persero) is
complete and we take full responsibility for the accuracy of
the contents of this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya.
Hereby, this statement is true and correct.
Jakarta, 9 Juni 2016
Jakarta, June 9th, 2016
Direksi / Board of Directors
Sulistyo Wimbo Hardjito
Direktur Utama
President Director
50
Novrihandri
Mochammad Asrori
Direktur Keuangan dan IT
Finance and IT Director
Direktur Pemasaran dan Pengembangan Bisnis
Marketing and Business Development Director
Wendo Asrul Rose
Adi Nugroho
Polana Banguningsih Pramesti
Direktur Operasi
Operation Director
Direktur Sumber Daya Manusia dan Umum
Human Capital and General Affair Director
Direktur Teknik
Technical Director
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
51
Laporan Manajemen
Management Report
1
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil
Perusahaan
Company Profile
PT Angkasa Pura I (Persero), yang selanjutnya
disebut Angkasa Pura Airports atau Perseroan,
merupakan pelopor pengusahaan kebandarudaraan
secara komersial di Indonesia. Angkasa Pura
Airports berawal dari Perusahaan Negara (PN)
Angkasa Pura Kemayoran, yang dibentuk pada
tanggal 20 Februari 1962 berdasarkan Peraturan
Pemerintah (PP) Nomor 33 Tahun 1962. Tugas
pokoknya adalah mengelola dan mengusahakan
Bandar Udara Kemayoran Jakarta, yang merupakan
bandar udara internasional pertama di Indonesia.
PT Angkasa Pura I (Persero), known 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 20 February 1962 pursuant
to Government Regulation Number 33 of 1962 with the main duty
of managing the Jakarta Kemayoran Airport that was the first
international airport in Indonesia.
52
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
53
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Identitas Perusahaan
Corporate Identity
54
Nama
Name
PT Angkasa Pura I (Persero)
Alamat Kantor Pusat
Head Office
Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Jakarta, 10610
Telp
: 62-21 6541961
Faks
: 62-21 6541513, 6541514
Email :[email protected]
Website :www.angkasapura1.co.id
Bidang Usaha
Line of Business
1. Pelayanan Jasa Kebandarudaraan / Airport Services
2.Pelayanan Jasa Terkait Bandara / Airport-Related Services
Status Perusahaan
Company Status
Badan Usaha Milik Negara / State Owned Company
Kepemilikan
Ownership
100% dimiliki oleh Negara Republik Indonesia / 100% owned by the State of
the Republic of Indonesia
Tanggal Pendirian
Date of Establishment
15 November 1962 / November 15, 1962
Dasar Hukum Pendirian
Legal Ground of Establishment
PP Nomor 5 tahun 1992 / Government Regulation Number 5 of 1992
Modal Dasar
Authorized Capital
Rp12.000.000.000.000,-
Modal Ditempatkan dan
Disetor Penuh
Subscribed and Paid-Up Capital
Rp6.414.412.000.000,-
Jumlah Karyawan
Number of Employees
3.135 orang / 3,135 personnel
Layanan Informasi
Information Service
Corporate Secretary
Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Jakarta, 10610
Telp
: 62-21 6541961
Faks
: 62-21 6541513, 6541514
Email
:[email protected]
Website :www.angkasapura1.co.id
Twitter :@AP_Airports
Instagram: @AP_Airports
Facebook:www.facebook.com/angkasapura.airports
Youtube :www.youtube.com/angkasapuraairports
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Riwayat Singkat
Brief History
Angkasa Pura Airports senantiasa mendukung kebijakan dan program pemerintah di
bidang ekonomi dan pembangunan, guna menghasikan keuntungan bagi Perseroan melalui
usaha jasa kebandarudaraan dalam arti yang seluas-luasnya dan kegiatan bisnis lainnya
yang relevan dengan usaha jasa kebandarudaraan.
Angkasa Pura Airports consistently supports the government’s policies and programs in the economic and
development sector, which are implemented to generate profit through airport service business in its broadest
sense and other business activities relevant to airport service business.
PT Angkasa Pura I (Persero), yang selanjutnya disebut
Angkasa Pura Airports atau Perseroan, merupakan pelopor
pengusahaan kebandarudaraan secara komersial di
Indonesia. Angkasa Pura Airports berawal dari Perusahaan
Negara (PN) Angkasa Pura Kemayoran, yang dibentuk pada
tanggal 20 Februari 1962 berdasarkan Peraturan Pemerintah
(PP) Nomor 33 Tahun 1962. Tugas pokoknya adalah mengelola
dan mengusahakan Bandar Udara Kemayoran Jakarta,
yang merupakan bandar udara internasional pertama di
Indonesia.
PT Angkasa Pura I (Persero), known 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 20
February 1962 pursuant to Government Regulation Number 33
of 1962 with the main duty of managing the Jakarta Kemayoran
Airport that was the first international airport in Indonesia.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
55
Laporan Manajemen
Management Report
56
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Setelah melalui masa transisi selama dua tahun, terhitung
sejak 20 Februari 1964 PN Angkasa Pura Kemayoran resmi
mengambil alih secara penuh aset dan operasional Bandar
Udara Kemayoran Jakarta dari Pemerintah. Tanggal 20
Februari 1964 itulah yang kemudian ditetapkan sebagai hari
jadi Perseroan.
After undergoing a two-year transitional phase, since 20
February 1964, PN Angkasa Pura Kemayoran officially
assumed all the assets and operations of Kemayoran Airport,
Jakarta from the Government. The date “20 February 1964”
was then designated as the date of establishment of the
Company.
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
Pura dalam melakukan pengelolaan bandar udara lain
di wilayah Indonesia. Secara bertahap, PN Angkasa Pura
telah mengelola Bandar Udara Ngurah Rai – Bali, Halim
Perdanakusuma – Jakarta, Polonia – Medan, Juanda –
Surabaya, Sepinggan – Balikpapan, dan Sultan Hasanuddin
– Ujung Pandang.
In its development, the Company further expanded its scope
of work by managing other airports within the territory of
Indonesia, pursuant to Government Regulation Number 21
of 1965, and then PN Angkasa Pura Kemayoran changed its
name to PN Angkasa Pura on 17 May 1965, in which this change
was aimed to open more opportunities for PN Angkasa Pura
to undertake other airports in the country. Eventually, PN
Angkasa Pura undertook the management of the following
airports: Ngurah Rai Airport – Bali, Halim Perdanakusuma –
Jakarta, Polonia – Medan, Juanda – Surabaya, Sepinggan –
Balikpapan, and Sultan Hasanuddin – Ujung Pandang.
Kemudian berdasarkan PP Nomor 37 Tahun 1974, status
badan hukum Perseroan diubah menjadi Perusahaan Umum
(Perum). Secara umum, seluruh perubahan tersebut ditujukan
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).
Subsequently, pursuant to Government Regulation Number 37 of
1974, the Company’s legal entity was changed to a Perusahaan
Umum (Perum). In general, all of the aforementioned
changes were directed to broaden the scope of work of
airport management in Indonesia. In 1985, the operations
of Kemayoran International Airport was closed down and all
operational activities were moved to Soekarno Hatta Airport,
which was then named Cengkareng Airport (CGK).
Berdasarkan PP Nomor 25 tahun 1987, Perum Angkasa Pura
berubah nama sejak tanggal 19 Mei 1987 menjadi Perum
Angkasa Pura I bersamaan dengan dibentuknya Perum
Angkasa Pura II 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 Perusahaan
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. Hingga saat ini
Perseroan tidak pernah melakukan pergantian nama dan
tetap menggunakan nama PT Angkasa Pura I (Persero).
Under the Government Regulation Number 25 of 1987, Perum
Angkasa Pura changed its name on 19 May 1987 to Perum
Angkasa Pura I concurrently with the establishment of Perum
Angkasa Pura II which was assigned to manage SoekarnoHatta and Halim Perdanakusuma Airports. In 1992, based
on Government Regulation Number 5 of 1992, the Public
Company was converted to a Limited Liability Company which
shares are fully owned by the Republic of Indonesia so that
its name became PT Angkasa Pura I (Persero) based on the
Notarial deed by Notary Muhani Salim, SH dated 3 January
1993 which was approved by the Minister of Justice by virtue
of his decree Number: C2-470.HT.01.01 of 1993 dated 24 April
1993 and was announced in the State Gazette of the Republic
of Indonesia Number 52 dated 29 June 1993 and Supplement
to the State Gazette of the Republic of Indonesia Number:
2914/1993. Until today, the Company has retained it name as
PT Angkasa Pura I (Persero).
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 seluasluasnya 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 PT Angkasa Pura I (Persero)
The Company consistently supports the government’s
policies and programs in the economic and development
sector, which are implemented to generate profit 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 of 2012 regarding
Perum LPPNPI (Indonesia Air Navigation), Air Traffic Services
are no longer managed by PT Angkasa Pura I (Persero) since
January 16, 2013 at 22.00 Western Indonesia Time (pursuant to
Memorandum of Understanding Number: HK.201/1/10/DRJU-
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
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).
2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;
032/DU/II/2013 dated February 12, 2013).
Anggaran Dasar PT Angkasa Pura I (Persero) mengalami
perubahan pada tanggal 15 Agustus 2012 berdasarkan akta
Pernyataan Keputusan Rapat dan Keputusan Para Pemegang
Saham yang Diambil di Luar Rapat PT Angkasa Pura I (Persero)
No. 5 pada tanggal sebagaimana disebutkan di atas oleh
Notaris Utiek R. Abdurachman, SH, MLI, MKn, mengenai
peningkatan modal dasar dan penambahan modal Negara
Republik Indonesia ke dalam modal perusahaan serta
pemberhentian dan pengangkatan anggota Dewan Komisaris.
The Articles of Association of PT Angkasa Pura I (Persero) was
amended lastly on 15 August 2012 as stipulated in the Minutes
of Meeting and the Decision of the Shareholders that was
decided in a Meeting of PT Angkasa Pura I (Persero) No. 5 as
referred to above, notarized by Notary Utiek R. Abdurachman,
SH, MLI, MKn, regarding the increase of the base capital
and additional capital from the Republic of Indonesia for
the Company and the termination and appointment of the
members of the Board of Commisioners.
Akta tersebut telah mendapat pengesahan dari Menteri
Hukum dan Hak Asasi Manusia Republik Indonesia dengan
Nomor: AHU-46777.AH.01.02 Tahun 2012 tanggal 3 September
2012 yang telah dimuat dan di umumkan dalam Berita
Negara Republik Indonesia Nomor 84 tanggal 19 Oktober 2012
dengan Tambahan Berita Negara Republik Indonesia Nomor
62059/2012.
This deed was ratified by Minister of Law and Human Rights
of the Republic of Indonesia by virtue of Decree Number AHU46777.AH.01.02 of 2012 dated 3 September 2012 which has
been published and announced in the Republic of Indonesia
News No. 84 dated October 19, 2012 by Supplement of the
Republic of Indonesia number 62059/2012.
Berdasarkan akta notaris Nanda Fauz Iwan, SH, MKn
No. 02 tanggal 16 Januari 2013 yang telah disimpan di
dalam database Sistem Administrasi Badan Hukum dari
Kementerian Hukum dan Hak Asasi Manusia Republik
Indonesia No. AHU-AH.01.10-02672 tanggal 31 Januari 2013
dan telah dimuat dan diumumkan dalam Berita Negara
Republik Indonesia Nomor 24 tanggal 25 Maret 2014 dengan
Tambahan Berita Negara Republik Indonesia Nomor 255/L
tahun 2014, menyatakan persetujuan Menteri BUMN selaku
RUPS Perseroan atas peningkatan modal disetor yang diambil
dari kapitalisasi sebagian cadangan Perseroan sampai
dengan tahun buku 2011 sejumlah 300.000 saham dengan
nilai nominal Rp1.000.000 sehingga seluruhnya seharga
Rp300.000.000.000 yang seluruhnya diambil bagian oleh
Negara Republik Indonesia.
Based on the notarial deed of Notary Nanda Fauz Iwan, SH,
MKn No. 02 dated January 16, 2013 which notarial document
is archived 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 and publish announced and the Republic of Indonesia
News Number 24 dated March 25, 2014 with aditional the
Republic of Indonesia News Number 255/L in 2014, the
Company agreed to increase their paid-up capital, by
capitalizing a portion of the Company’s reserves accumulated
up to 2011 totalling 300,000 shares with the nominal value
of Rp1,000,000, resulting an amount of Rp300,000,000, as
a whole equity participation of the State of the Republic of
Indonesia.
Berdasarkan akta notaris Julius Purnawan, SH, MSI
No. 11 tanggal 22 September 2015 yang telah disimpan di dalam
database Sistem Administrasi Badan Hukum dari Kementerian
Hukum dan Hak Asasi Manusia Republik Indonesia No. AHUAH.01.03-0972301 tanggal 22 September 2015 yang telah
dimuat dan diumumkan dalam Berita Negara Republik
Indonesia Nomor 95 tanggal 27 November 2015 dengan
Tambahan Berita Negara republik Indonesia Nomor 584/L
tahun 2015, menyatakan persetujuan Menteri BUMN selaku
RUPS Perseroan atas peningkatan modal disetor yang semula
modal awal 3.488.245 saham ditambahkan sebesar 2.926.167
saham diambil dari Penyertaan Modal Negara Republik
Indonesia berdasarkan Peraturan Pemerintah Republik
Indonesia Nomor 8 Tahun 2014 dan kapitalisasi sebagian
cadangan Perseroan sampai dengan tahun buku 2014 dengan
nilai nominal Rp1.000.000 (rupiah penuh) sehingga seluruhnya
seharga Rp6.414.412.000.000 yang seluruhnya diambil bagian
oleh Negara Republik Indonesia. Setelah keluarnya akta
perubahan modal dasar dan modal disetor sebagaimana
disebut di atas maka Pasal 4 (empat) dalam Anggaran Dasar
Perseroan berubah menjadi sebagai berikut.
Based on the notarial deed of Notary Julius Purnawan, SH, MSI
No. 02 dated September 22, 2015 which notarial document
is archived in the database of Legal Entities Administration
System of the Ministry of Justice and Human Rights of the
Republic of Indonesia No. AHU-AH.01.03-0972301 dated
September 22, 2015 and publish announced and the Republic
of Indonesia News Number 95 dated November 27, 2015 with
aditional the Republic of Indonesia News Number 584/L in
2015, the Company agreed to increase their paid-up capital,
with the beginning capital of 3,488,245 shares, increase by
2,926,167 shares from the capital placement as participation
of the State based on Government Regulation Number 8 of
2014 and by capitalizing a portion of the Company’s reserves
accumulated up to 2014 with the nominal value to Rp1,000,000
(in rupiah), thus, as a whole, equity participation of the State of
the Republic of Indonesia is amounthed Rp6.414.412.000.000.
Upon issuance of the Amendment of the Base Capit al and
Paid-Up Capital as referred to above, therefore, Article 4
(four) in the Company’s Articles of Association of the Company
is amended as follows:
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
57
Laporan Manajemen
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Profil Perusahaan
Company Profile
(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).
(1)The Base Capital of the Company is equivalent to
12,000,000 shares, valuing each Rp1,000,000 or totalling
Rp12,000,000,000,000.
(2)Dari modal tersebut telah ditempatkan/diambil bagian
dan telah disetor penuh oleh Negara Republik Indonesia
sebanyak 6.414.412 saham atau seluruhnya berjumlah
Rp6.414.412.000.000,- (rupiah penuh) ke dalam kas
Perseroan, dengan cara sebagai berikut.
• Sebesar Rp3.488.245.000.000 (rupiah penuh) telah
disetor dengan uang tunai sebagai setoran modal
lama sebagaimana dinyatakan dalam akta nomor
02 tanggal 16 Januari 2013 oleh Nanda Fauz Iwan,
SH., MKn., notaris di Jakarta yang telah memperoleh
pengesahan Menteri Hukum dan Hak AsasI Manusia
Republik Indonesia Nomor: AHU-AH.01.10.02672
tanggal 31 Januari 2013.
• Sebesar Rp2.926.166.059.117,86 (rupiah penuh) yang
berasal dari pengalihan Barang Milik Negara pada
Kementerian Perhubungan yang pengadaannya
bersumber dari APBN TA 1991/1992, 1992/1993,
1994/1995, 1997/1998, 1998/1999, 2000, 2002,
2004, 2005, 2006, 2007, 2008, 2009, 2010, dan
2011 sebagaimana ditetapkan dalam Peraturan
Pemerintah Republik Indonesia Nomor 8 Tahun 2014.
• Sebesar Rp940.882,14 (rupiah penuh) yang berasal
dari kapitalisasi sebagian cadangan perseroan
sebagaimana tercatat dalam Laporan Keuangan
Tahun Buku 2014 yang telah diaudit oleh Kantor
Akuntan Publik (KAP) Hadori Sugiharto Adi & Rekan
sebagaimana suratnya Nomor: 11/LAIAP1/SBYI/
II/2015 tanggal 20 Februari 2015.
(2) The capital placement from this capital that is fully paid by
the State of the Republic of Indonesia is 6,414,412 shares
or totaling a value of Rp6,414,412,000,000 that is placed
as cash in the Company’s books through the following
method:
• The amount of Rp3,488,245,000,000 is deposited
in cash as the former capital placement as stated
in the Deed Number 02 dated 16 January 2013 by
Notary Nanda Fauz Iwan, SH, MKn in Jakarta, who
is validated by 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 amount of Rp2.926.166.059.117,86 from the
diversion of the state-owned asset to the Ministry
of Transportation which is procured from the State
Budget of 1991/1992, 1992/1993, 1994/1995, 1997/1998,
1998/1999, 2000, 2002, 2004, 2005, 2006, 2007,
2008, 2009, 2010, and 2011 as it is appointed on the
Government Regulation Number 8 of 2014.
Sampai dengan akhir tahun 2015, bandara yang dikelola
oleh PT Angkasa Pura I (Persero) sebanyak 13 bandara
dan 1 Strategic Business Unit (SBU) dan 5 Perusahaan Anak
yang terletak di kota-kota besar wilayah tengah dan timur
Indonesia, yaitu:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
58
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Bandara I Gusti Ngurah Rai – Bali
Bandara Juanda – Surabaya
Bandara Sultan Hasanuddin – Makassar
Bandara Sultan Aji Muhammad Sulaiman Sepinggan –
Balikpapan
Bandara Frans Kaisiepo – Biak
Bandara Sam Ratulangi – Manado
Bandara Syamsudin Noor – Banjarmasin
Bandara Ahmad Yani – Semarang
Bandara Adisutjipto – Yogyakarta
Bandara Adi Soemarmo – Surakarta
Bandara Internasional Lombok - Lombok Tengah
Bandara Pattimura – Ambon
Bandara El Tari – Kupang
Ngurah Rai Commercial SBU – Bali
PT Angkasa Pura Logistik
PT Angkasa Pura Properti
PT Angkasa Pura Suport
PT Angkasa Pura Hotel
PT Angkasa Pura Retail
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
•
The amount of Rp940,882.14 from the capitalizing
a portion of Company’s reserved as it is stated
on the Financial Report of 2014 which has been
audited by Certified Public Accountant (CPA) Hadori
Sugiharto Adi & Partner according to the statement
Number: 11/LAIAP1/SBYI/II/2015 dated February 20,
2015.
By the end of 2015, the Company operates 13 major airports,
1 Strategic Business Unit, and 5 subsidiaries companies
which are developing rapidly in the central to eastern part of
Indonesia, including:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
I Gusti Ngurah Rai Airport – Denpasar
Juanda Airport – Surabaya
Sultan Hasanuddin Airport – Makassar
Sultan Aji Muhammad Sulaiman Sepinggan Airport –
Balikpapan
Frans Kaisiepo Airport – Biak
Sam Ratulangi Airport – Manado
Syamsudin Noor Airport – Banjarmasin
Ahmad Yani Airport – Semarang
Adisutjipto Airport – Yogyakarta
Adi Soemarmo Airport – Surakarta
Lombok International Airport – Central Lombok
Pattimura Airport – Ambon
El Tari Airport – Kupang
Ngurah Rai Commercial SBU – Bali
PT Angkasa Pura Logistik
PT Angkasa Pura Properti
PT Angkasa Pura Suport
PT Angkasa Pura Hotel
PT Angkasa Pura Retail
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Bidang Usaha
Line of Business
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 Perseroan dengan menyelenggarakan usaha jasa
kebandarudaraan dalam arti seluas-luasnya dan usaha-usaha lainnya yang mempunyai
hubungan dengan usaha tersebut.
The objectives and the business lines of the Company are to implement and support the policies and programs of
the government in the economic and development sector as well as to generate profit through a broad scope of
airport services and other relevant businesses.
Untuk mencapai tujuan tersebut
menjalankan usaha-usaha:
di
atas,
Perseroan
To achieve these objectives, the Company operates the
following businesses:
Kegiatan usaha yang dijalankan adalah jasa pelayanan
kebandarudaraan yang meliputi:
The Company provides airport services which covered:
1.Aeronautika
a.Penyediaan, pengusahaan, dan pengembangan
fasilitas untuk kegiatan pelayanan pendaratan, lepas
landas, parkir, dan penyimpanan pesawat udara.
b. Penyediaan fasilitas check-in counter, garbarata
(aviobridge), Baggage Handling System (BHS)/Hold
Baggage Screening (HBS).
c.Penyediaan, pengusahaan dan pengembangan
fasilitas terminal untuk pelayanan angkutan
penumpang, kargo, dan pos.
1.Aeronautics
a. Provision, management, and development of facilities
for aircraft landing, take-off, parking, and hangar
service activities.
b.Provide check-in counter, aviobridge, Baggage
Handling System (BHS)/Hold Baggage Screening
(HBS)
c. Provision, management, and development of terminals
for passenger, cargo, and post transportation service.
2. Non Aeronautika
a. Penyediaan lahan untuk pembangunan, lapangan
dan kawasan industri serta gedung/bangunan yang
berhubungan dengan kelancaran angkutan udara.
b.Penyediaan, pengusahaan dan pengembangan
fasilitas elektronika, listrik, air, dan instalasi limbah
buangan.
c.Penyediaan jasa konsultansi, pendidikan, dan
pelatihan yang berkaitan dengan kebandarudaraan.
d. Usaha-usaha lain yang dapat menunjang tercapainya
tujuan Perseroan.
2.Non-Aeronautics
a. Provision of land for construction, fields, and
industrial zone as well as for buildings/structures
supporting air transportation.
b. Provision, management, and development of
electronics, electricity, water, and waste disposal
installation facilities.
c. Provision of airport-related consulting, education,
and training services.
d. Other businesses supporting the achievement of the
company’s objectives.
Perseroan dapat pula mendirikan/menjalankan perusahaan
lainnya yang mempunyai hubungan dengan usaha tersebut
di atas baik sendiri-sendiri maupun bersama dengan badan
lain sepanjang tidak bertentangan dengan peraturan
perundang-undangan yang berlaku dan sesuai dengan
Anggaran Dasar.
The Company may also establish/operate other companies
relevant to the aforementioned businesses, both separately
as well as jointly with other entities provided that it does
not contradict the applicable laws and regulations and in
compliance with the provisions of the Articles of Association.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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60
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
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).
In accordance to Government Regulation Number 77 year
2012 regarding Perum LPPNPI (the Indonesia Institution of Air
Navigation Service Provider), Air Traffic Services are no longer
managed by Angkasa Pura I (Persero) since January 16, 2013
at 22.00 Western Indonesia 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).
Produk jasa Perseroan dapat diuraikan sebagai berikut:
Service products of the Company are described as follows:
1. PJP4U (Pelayanan Jasa Pendaratan, Penempatan dan
Penyimpanan Pesawat Udara)
Produk Pelayanan Jasa Pendaratan Pesawat Udara
ini adalah kegiatan pelayanan jasa pendaratan yang
diberikan terhadap pesawat udara yang mendarat di
bandar udara. Produk Pelayanan Jasa Penempatan
Pesawat Udara adalah pelayanan jasa yang diberikan
untuk penempatan pesawat udara di tempat terbuka
di bandar udara. Produk Pelayanan Jasa Penyimpanan
Pesawat Udara yaitu pelayanan jasa yang diberikan
terhadap pesawat udara di dalam hanggar.
1. PJP4U (Aircraft Landing, Parking, and Hangar Services)
Aircraft Landing Service constitutes the services that
are provided to aircrafts landing at the airport. Aircraft
Parking Service constitutes the service provided for
aircrafts parking in an open space at the airport. Aircraft
Hangar Service constitutes the service provided for
aircraft stowing in the hangar.
2. PJP2U (Pelayanan Jasa Penumpang Pesawat Udara)
Pelayanan Jasa Penumpang Pesawat Udara adalah
pelayanan jasa yang diberikan kepada setiap penumpang
di terminal keberangkatan atau kedatangan bandar
udara yang diusahakan oleh Angkasa Pura Airports.
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 Angkasa Pura Airports.
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.
3.Aviobridge
Aviobridge Facility Service is the facility service provided
to any air transportation business entity / airline /
aircraft operator for their passengers embarking to and
disembarking from the aircraft.
4. Check-In Counter
Pelayanan Jasa Pemakaian Check-In Counter adalah
pelayanan jasa yang diberikan kepada perusahaan
angkutan udara atau operator pesawat udara
sehubungan pemakaian fasilitas bandar udara.
4. Check-In Counter
Check-In Counter Facility Service is the service provided
to airlines or aircraft operators in using check-in counter
facilities at the airport.
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
keberangkatan, selanjutnya bagasi tersebut dibawa
ke area penumpukan siap angkut (baggage make up
area) untuk diangkut ke pesawat udara, begitu juga
sebaliknya bagi penumpang kedatangan dibawa ke
area pengambilan bagasi (baggage claim). Sedangkan
pelayanan jasa yang diberikan kepada perusahaan
angkutan udara atau operator pesawat udara
sehubungan pemakaian fasilitas Hold Baggage Screening
5.Baggage Handling System (BHS)/Hold Baggage
Screening (HBS)
The BHS/HBS service is the service provided to airlines or
aircraft operators in using the Baggage Handling System
facility, that consists of the conveyor belt system for
transporting passengers’ baggage after the screening
and check-in process for departing passengers. The
baggage is subsequently taken to the baggage make-up
area to be carried into the aircraft, and reciprocally for
arriving passengers, in which the baggage is taken to the
baggage claim area. The service provided for airlines or
aircraft operators in using the Hold Baggage Screening
facility consists of a baggage screening system using an
x-ray machine, which is directly integrated to the BHS. The
system automatically identifies the security status of the
baggage to be distributed based on the screening results;
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
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 penumpang keberangkatan.
the baggage is then sorted based on the destination of
the baggage to be taken to the aircraft for departing
passengers.
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.
6. Concession Rights for Airport Facility Service
The concession are the rights provided to a third party to
use airport facilities for business activities at the airport
such as Aircraft Cargo Expedition, Regulated Agent (RA),
Ground Handling, and In-flight Catering.
SEGMENTASI PRODUK
PRODUCT SEGMENTATION
Segmentasi pasar Angkasa Pura Airports terbagi menjadi
2 jenis, yaitu segmen produk jasa yang diberikan kepada
perusahaan (Badan Usaha Angkutan Udara dan Mitra Usaha)
dan segmen produk jasa yang diberikan langsung kepada
konsumen (penumpang pesawat udara dan pengantar/
penjemput).
The market segmentation of Angkasa Pura Airports is divided
into 2 types, namely the segment of service provided to
companies (Air Transport Business Agency and Business
Partner) and the segment of service delivered directly to
consumers (aircraft passengers).
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
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Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Peta Wilayah Operasional
Operational Areas
4
9
11
7
8
2
1
Sampai dengan akhir tahun 2015, Bandara yang dikelola
oleh PT Angkasa Pura I (Persero) sebanyak 13 bandara dan 1
Strategic Business Unit dan 5 Perusahaan Anak yang terletak
di kota-kota besar di sebagian wilayah barat, tengah, dan
timur Indonesia, yaitu:
1. Bandar Udara Internasional I Gusti Ngurah Rai (DPS) –
Bali
2. Bandar Udara Internasional Juanda Surabaya (SUB) Surabaya
3. Bandar Udara Internasional Sultan Hasanuddin (UPG) Makassar
4.Bandar Udara Internasional Sultan Aji Muhammad
Sulaiman Sepinggan (BPN) - Balikpapan
62
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
By the end of 2015, the Company operates 13 major airports,
1 Strategic Business Unit, and 5 subsidiaries companies
which are developing rapidly in the central to eastern part of
Indonesia, including:
1. I Gusti Ngurah Rai (DPS) International Airport – Denpasar
2. Juanda Surabaya (SUB) International Airport – Surabaya
3.Sultan Hasanuddin (UPG) International Airport –
Makassar
4.Sultan Aji Muhammad Sulaiman Sepinggan (BPN)
International Airport – Balikpapan
12
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
6
5
12
3
13
5. Bandar Udara Internasional Frans Kaisiepo (BIK) – Biak
6. Bandar Udara Internasional Sam Ratulangi (MDC)
Manado
7.Bandar Udara Internasional Adisutjipto (JOG)
Yogyakarta
8. Bandar Udara Internasional Adi Soemarmo (SOC)
Surakarta
9. Bandar Udara Syamsudin Noor (BDJ) - Banjarmasin
10. Bandar Udara Internasional Pattimura (AMQ) - Ambon
11.Bandar Udara Internasional Ahmad Yani (SRG)
Semarang
12. Bandar Udara Internasional Lombok (LOP) - Praya
13. Bandar Udara Internasional El Tari (KOE) - Kupang
–
5. Frans Kaisiepo (BIK) International Airport – Biak
6. Sam Ratulangi (MDC) International Airport – Manado
-
7. Adisutjipto (JOG) International Airport - Yogyakarta
-
8. Adi Soemarmo (SOC) International Airport - Surakarta
-
9. Syamsudin Noor (BDJ) International - Banjarmasin
10. Pattimura (AMQ) International Airport - Ambon
11. Ahmad Yani (SRG) International Airport - Semarang
12. Lombok (LOP) International Airport - Praya
13. El Tari (KOE) International Airport – Kupang
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
63
Profil Perusahaan
Company Profile
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Struktur Organisasi Perusahaan
Organizational Structure
PRESIDENT DIRECTOR
Sulistyo Wimbo Hardjito
Head of Internal Audit
Eko Permadi
Head of Procurement
Herry A. Y. Sikado
OPERATION DIRECTOR
Wendo Asrul Rose
TECHNICAL DIRECTOR
Polana Banguningsih
Pramesti
MARKETING AND BUSINESS
DEVELOPMENT DIRECTOR
Mochammad Asrori
Head of Corporate Social
Responsibility
Mariyanto
General Manager Bandara
I Gusti Ngurah Rai Bali
Trikora Harjo
Airport Service
Group Head
Nugroho Jati
Airport Facilities Readiness
Group Head
Widodo
Business Development Group
Head
R. Eko Wibowo
Safety, Health & Environment
Group Head
Andiko Surya Widjaya
Airport Equipment
Readiness Group Head
Yudi Maisa
Aviation Marketing
Group Head
Moch. Asrori
Airport Security
Group Head
Donny Subardono
Project Management Office
Group Head
Dwi Tedjowati
Non Aviation Marketing
Group Head
Eppy Dhanianto
General Manager Bandara
Juanda Surabaya
Yuwono
General Manager Bandara
Syamsudin Noor Banjarmasin
Handy Heryudhitiawan
64
General Manager Bandara
Ratulangi Manado
Halendra Waworuntu
General Manager Bandara
SAMS Sepinggan Balikpapan
Pujiono
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
General Manager Bandara
Adisutjipto Yogyakarta
Agus Pandu Purnama
General Manager Bandara
Sultan Hasanuddin Makassar
Ahmad Munir
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Corporate Secretary
Farid Indra Nugraha
Head of Legal
I Wayan Sutawijaya
Head of Corporate Planning
and Performance
Yudhaprana Sugarda
FINANCE AND IT
DIRECTOR
Novrihandri
HUMAN CAPITAL AND
GENERAL AFFAIR DIRECTOR
Adi Nugroho
Head of Risk Management
and Compliance
Tommy Meilitza
Accounting
Group Head
Sulistyowati Dewi
Human Capital
Group Head
Imron Qodari
Finance
Group Head
Wisnu Darmojo
Training and Development
Group Head
Cecep Marga Sonjaya
Information Technology
Group Head
Imam Pramono
General Affair
Group Head
Sigit Herdiyanto
General Manager Bandara
Adi Soemarmo Solo
Abdullah Usman
General Manager Bandara
Ahmad Yani Semarang
Priyo Jatmiko
General Manager Bandara
Lombok Praya
I G N Ardita
General Manager Bandara
Pattimura Ambon
Merpin Butarbutar
General Manager Bandara
El Tari Kupang
I.G.Kt. Arnawa
General Manager
Commercial SBU Bali
Ramdan Pradarma
General Manager Bandara
Frans Kaisiepo Biak
Minggus ET Gandeguai
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Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Visi, Misi dan Budaya Perusahaan
Vision, Mission and Corporate Culture
Visi dan Misi Angkasa Pura Airports mempunyai arti dan peranan penting dalam
membantu manajemen untuk mempertajam bisnis inti (core business) maupun untuk
mengidentifikasikan apa sebenarnya kompetensi inti (core competence) Angkasa Pura
Airports dewasa ini dan apa yang akan dikembangkan di masa mendatang.
The Vision and Mission of Angkasa Pura Airports are meaningful and important in assisting the
management to sharpen its core business and to identify exactly the current core competencies of Angkasa
Pura Airports and determine the future development.
Visi / Vision
66
Menjadi salah satu dari sepuluh
perusahaan pengelola bandar udara
terbaik di Asia
To become one of the top ten airport
operator in Asia
Angkasa Pura Airports bertekad melakukan transformasi
secara menyeluruh dan bertahap selama lima tahun
yang telah dituangkan dalam Roadmap 2013-2017, yaitu
Percepatan Pertumbuhan Bisnis (2013), Optimalisasi
Potensi Bisnis Secara Penuh (2014), Perusahaan
Berkinerja Tinggi (High Performance Organization) (2015),
Perusahaan Kompetitif di Asia (2016), dan salah satu dari
10 Perusahaan Pengelola Bandara Terbaik di Asia (2017).
Angkasa Pura Airports is determined to run a
comprehensive and gradual transformation over the next
five years as incorporated in the 2013-2017 Roadmap,
which includes Accelerating Business Growth (2013), Fully
Optimizing Business Potential (2014), High Performance
Company (High Performance Organization) (2015), the
Competitive Company in Asia (2016), and One of The Top 10
Airport Operator in Asia (2017).
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Misi / Mission
Misi adalah tujuan jangka panjang perusahaan yang
menjadi landasan didirikannya perusahaan yang
hendaknya mencakup produk/jasa yang diusahakan,
sasaran pasar yang dituju dan upaya untuk meningkatkan
kemanfaatan kepada semua pihak terkait (stakeholders).
Adapun misi Perusahaan adalah:
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.
The Mission of the company is the company’s long -term
objectives in which the company defines the products/
services that are to be delivered, the intended target
markets and the efforts to enhance the benefit to all relevant
parties (stakeholders). The missions of the Company are:
Visi dan Misi Angkasa Pura Airports tersebut telah
ditetapkan dalam dokumen RJPP 2014-2018 dan telah
disetujui oleh Direksi beserta Dewan Komisaris.
The Vision and Mission of Angkasa Pura Airports are
incorporated in the 2014-2018 Long Term Corporate Plan
(RJPP) and has been approved by the Board of Directors
and the Board of Commissioners.
1. To enhance stakeholders value;
2. To become the partner of the government and the
driver of economic growth;
3. To provide excellent service for airport service business
by fulfilling the security, safety, and comfort standards;
4. To strengthen the Company’s competitiveness through
creativity and innovation;
5. To make positive contribution to the environment.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
67
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
TATA NILAI PERUSAHAAN / CORPORATE VALUES
Untuk merealisasikan visi dan misi, Perseroan telah menyusun
dan menerapkan Nilai Perusahaan (Corporate Values) yaitu
“SATU” untuk mengingatkan dan memberikan inspirasi
kepada semua insan Angkasa Pura Airports untuk senantiasa
melakukan yang terbaik untuk mencapai yang terbaik.
SATU merupakan singkatan dari:
To achieve the vision and mission, the Company has developed
and applied the Corporate Values of the Company which is
“SATU“ that guides and inspires all employees of Angkasa
Pura Airports to always endeavor for their best.
SATU stands for:
1.Sinergi
Synergy
Definisi Nilai Budaya: Cara insan
Angkasa Pura Airports menghargai
keragaman dan keunikan setiap elemen
untuk memberi nilai tambah bagi
perusahaan, pembangunan ekonomi,
dan lingkungan dimanapun insan
Angkasa Pura Airports berada.
Core Value Definition: All employees
of Angkasa Pura Airports respect
the diversity and uniqueness of
every element of the Company as an
added value for the company, for the
development of the economy and for the
environment, wherever the employee
may be.
2.Adaptif
Adaptive
Definisi Nilai Budaya: Daya, semangat
dan hasrat insan Angkasa Pura Airports
yang pantang menyerah, proaktif
merespon perubahan dan kaya akan
inovasi.
Core Value Definition: The power, spirit,
and desire of the employees of Angkasa
Pura Airports to never surrender and
responsive to changes and innovative.
3.Terpercaya
Trusted
Definisi Nilai Budaya: Karakter insan
Angkasa Pura Airports yang senantiasa
selaras antara kata dengan perbuatan,
jujur dalam menjalankan tugas serta
kewajiban, dan dapat diandalkan.
Core Value Definition: The employees
of Angkasa Pura Airports are reliable,
consistent with their words and actions
and uphold integrity in performing their
duties and responsibility.
4.Unggul
Superior
Definisi Nilai Budaya: Komitmen insan
Angkasa Pura Airports memberikan
layanan prima dengan profesional dan
bertanggung jawab untuk memuaskan
pelanggan secara berkelanjutan.
Core Value Definition: The commitment
of the employees of Angkasa Pura
Airports to deliver exelence service with
professionalism and responsibility that
is aimed to continuously satisfy their
customers.
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.
The Board of Commissioners and Board of Directors have
agreed upon and stipulated the Corporate Vision, Mission and
Core Values in order to face the dynamics in airport service
business domestically and abroad.
Moto PERUSAHAAN / Company Slogan
“Kemuliaan Melayani”
“Nobelity In Serving”
68
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Strategi Perusahaan
Company Strategy
The Best 10 Airport
Operators in Asia
1.Service Excellence
2.Revenue Enhancement
3.Environment
4.Reasonable Cost
5.Sound Organization
Service Excellence
Service Excellence
Revenue Enhancement
Revenue Enhancement
1.
2.
3.
4.
Peningkatan CSI
Peremajaan alat-alat produksi
Pelaksanaan pembangunan bandara DPS,BPN,T2 SUB
Pemenuhan jumlah SDM dan fasilitas produksi
1. Optimalisasi sistem kerjasama dengan mitra/konsesioner
2.Peningkatan pendapatan Aeronautika
Aeronautika
3. Pembentukan anak perusahaan
dan
Non
Enhancement of CSI
Rejuvenation of production tools
Airport development DPS,BPN,T2 SUB
Fulfillment of human resource and production facilities
1. Optimization of the system of cooperation with partner /
concessionaire
2. Increased revenue Non Aeronautics and Aeronautics
3. The establishment of subsidiaries
Reasonable Cost
1. Efektifitas penggunaan anggaran
2.Menjaga keseimbangan peningkatan
terhadap peningkatan biaya
1.
2.
3.
4.
Reasonable Cost
pendapatan
1. The effectiveness of the use of budget
2. Maintaining the stability of the increase of revenue to the
increase of costs
Environment
Environment
Sound Organization
Sound Organization
1. Penyaluran program kemitraan
2. Pemberian dana program bina lingkungan
3.Penerapan Eco Green Airport
4. Dampak sosial dan ekonomi serta penyerapan tenaga
kerja lokal
1. Restrukturisasi organisasi
2. Workshop budaya baru perusahaan
3.Pencanangan Center For Excelent
4. Management training melalui strategic patnership
5.Penetapan Master Plan IT
6.Reaktivasi training untuk berbagai level
1.
2.
3.
4.
1.
2.
3.
4.
5.
6.
Distribution of partnership program
Funding the environment development program
Implementation of Eco Green Airport
The impact of social and economic as well as local
employment
Restructure the organization
Workshop for the new corporate values
Launching of Center For Excellent
Management training through strategic partnership
Determination Master Plan IT
Reactivation of training for various level
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Dewan Komisaris
Profile of the Board of Commissioners
Andrinof Chaniago
Komisaris Utama Merangkap Komisaris Independen
President Commissioner and Independent Commissioner
Warga negara Indonesia, usia 54 tahun. Saat ini berdomisili di
Jakarta, lahir di Padang tanggal 3 November 1962. Menjabat
Komisaris Utama Angkasa Pura Airports sejak 29 Oktober
2015. Pernah menjabat sebagai Menteri Perencanaan
Pembangunan Nasional (PPN)/Kepala Bappenas dari tahun
2014 sampai 2015, pendiri Center for Indonesian Regional
and Urban Studies (CIRUS) pada tahun 1999, dan dari
tahun 2008 hingga saat ini menjadi Direktur Eksekutif CIRUS
Surveyors Group (CSG). Menempuh pendidikan program
S1 Sarjana Ilmu Politik, Fakultas Ilmu Sosial dan Ilmu Politik
Universitas Indonesia pada tahun 1983. Lulus tahun 2014 dari
program S2 Pascasarjana Ilmu Perencanaan dan Kebijakan
Publik, Fakultas Ekonomi di Universitas Indonesia. Beliau
melanjutkan S3 Program Doktor Ilmu Filsafat, Fakultas Ilmu
Budaya, Universitas Indonesia. Dasar pengangkatan pertama
kali adalah SK Menteri Negara BUMN Nomor: SK-210/
MBU/10/2015 tanggal 29 Oktober 2015. Beliau tidak memiliki
hubungan afiliasi dengan anggota Direksi dan anggota
Dewan Komisaris lainnya maupun Pemegang Saham.
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Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Indonesian citizen, 54 years old. Currently lives in Jakarta,
was born in Padang, November 3, 1962. He was appointed
as President Commissioner of Angkasa Pura Airports since
October 29, 2015. He was a Minister of National Planning
Development/Head of BAPPENAS from 2014 until 2015,
founder of the Center for Indonesian Regional and Urban
Studies (CIRUS) in 1999, and since 2008 until now he is the
executive director of CIRUS Surveyors Group (CSG). He
graduated from Political Science major, Faculty of Social and
Political Science University of Indonesia in 1983. He pursued
his master degree on Planning and Public Policy, Faculty of
Economics University of Indonesia. He is pursuing his doctorate
degree on Philosophy, Faculty of Humanities University of
Indonesia. His first appointment was by virtue of Decree of the
State Minister of State-Owned Enterprises Number: SK-210/
MBU/10/2015, dated October 29, 2015. He has no affiliated
relationship with members of the Board of Directors nor with
other members of the Board of Commissioners, nor with the
shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Selby Nugraha Rahman
Komisaris
Commissioner
Warga negara Indonesia, usia 46 tahun. Saat ini berdomisili di
Jakarta, lahir di Jakarta tanggal 14 Desember 1970. Menjabat
Komisaris Angkasa Pura Airports sejak 29 Oktober 2015.
Pernah menjabat sebagai Direktur PT Execujet Indonesia
sejak tahun 2011 sampai Juni 2015. Saat ini masih menjabat
sebagai Direktur PT Ferco Seating System Indonesia sejak
tahun 2014, Direktur Teknologi dan Informasi Experd Human
Resources Consultant sejak tahun 2010, dan Direktur Decorus
Contract sejak tahun 1994. Lulus tahun 1996 dari Program S1
Sarjana Ekonomi, Universitas Katolik Parahyangan. Dasar
pengangkatan pertama kali adalah SK Menteri Negara
BUMN Nomor: SK-210/MBU/10/2015 tanggal 29 Oktober
2015. Beliau tidak memiliki hubungan afiliasi dengan anggota
Direksi dan anggota Dewan Komisaris lainnya maupun
Pemegang Saham.
Indonesian citizen, 46 years old. Currently lives in Jakarta,
was born in Jakarta, December 4, 1970. He was appointed
as Commissioner of Angkasa Pura Airports since October
29, 2015. She was a former Director of PT Execujet Indonesia
from 2011 until 2015. He has become the Director of PT Ferco
Seating System Indonesia since 2014, IT Director of Experd
Human Resources Consultant since 2010, and Director of
Decorus Contract since 1994. He completed His bachelor
degree in 1996 on Economics major, Parahyangan Catholic
University. His first appointment was by virtue of Decree of the
State Minister of State-Owned Enterprises Number: SK-210/
MBU/10/2015, dated October 29, 2015. He has no affiliated
relationship with members of the Board of Directors nor with
other members of the Board of Commissioners, nor with the
shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
71
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Dwi Ary Purnomo
Komisaris
Commissioner
Warga negara Indonesia, usia 41 tahun. Saat ini berdomisili
di Jakarta, lahir di Jakarta tanggal 26 Februari 1975. Menjabat
Komisaris Angkasa Pura Airports sejak 7 April 2014. Pernah
menjabat sebagai anggota Dewan Komisaris PT Perkebunan
Nusantara IX (Persero) dari tahun 2011 sampai 2014, Kepala
Bidang Administrasi Kekayaan BUMN, Kementerian Negara
BUMN dari tahun 2010 sampai 2013 dan Komite Audit PT Askes
(Persero) dari tahun 2008 sampai 2010. Lulus tahun 2011 dari S2
Program Pascasarjana Fakultas Hukum Ekonomi, Universitas
Indonesia. Dasar pengangkatan pertama kali adalah SK
Menteri Negara BUMN Nomor: SK-75/MBU/2014 tanggal
7 April 2014 dan diperbaharui dengan SK-210/MBU/10/2015
tanggal 29 Oktober 2015 tentang Pemberhentian dan
Pengangkatan Anggota Dewan Komisaris Perseroan
PT Angkasa Pura I (Persero). Beliau tidak memiliki hubungan
afiliasi dengan anggota Direksi dan anggota Dewan
Komisaris lainnya maupun Pemegang Saham.
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Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Indonesian citizen, 41 years old. Currently lives in Jakarta,
was born in Jakarta, December 4, 1970. He was appointed as
Commissioner of Angkasa Pura Airports since April 7, 2014.
He was the former Commissioner of PT Perkebunan Nusantara
IX from 2011 until 2014, Head of Wealth Administration Division
BUMN, State of Minister for State-Owned Entrerprises from
2010 until 2013, and Audit Committee of PT Akses from 2008
until 2010. He pursued his master degree from Faculty of
Economics Law, Univeristy of Indonesia. His first appointment
was by virtue of Decree of the State Minister of State-Owned
Enterprises Number: SK-75/MBU/2014, dated April 7, 2014
and renewed with SK-210/MBU/10/2015 on October 29, 2015
about The termination and Appointment of The Members of
the Board of Commissioners of PT Angkasa Pura I. He has no
affiliated relationship with members of the Board of Directors
nor with other members of the Board of Commissioners, nor
with the shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Boy Syahril Qamar
Komisaris Independen
Independent Commissioner
Warga negara Indonesia, 60 tahun. Saat ini berdomisili di
Jakarta, lahir di Cirebon pada 26 Maret 1956. Menjabat
sebagai Komisaris di Angkasa Pura Airports sejak 7 April
2014. Pernah menjabat sebagai Kasum TNI AU dan Wakasau
tahun 2013 dan Danseskaou di tahun 2010. Lulus dari
Akademi TNI Angkatan Udara tahun 1980 dan kemudian
melanjutkan pendidikan Sarjana Ekonomi pada tahun
1997. Dasar pengangkatan pertama kali adalah SK Menteri
Negara BUMN Nomor: SK-75/MBU/2014 tanggal 7 April 2014
dan diperbaharui dengan SK-210/MBU/10/2015 tanggal
29 Oktober 2015 tentang Pemberhentian dan Pengangkatan
Anggota Dewan Komisaris Perusahaan Perseroan PT Angkasa
Pura I (Persero). Beliau tidak memiliki hubungan afiliasi
dengan anggota Direksi dan anggota Dewan Komisaris
lainnya maupun Pemegang Saham.
Indonesian Citizen, 60 years old. Currently lives in Jakarta and
was born in Cirebon on March 26, 1956. He was appointed
as Commissioner of Angkasa Pura Airports on April 7, 2014.
He served as the Head of General Staff of the Indonesian
Armed Force and Deputy Chief of Staff of the Indonesian
Air Force in 2013 and Commander of Air Force Staff and
Command College in 2010. Graduated from the Air Force
Academy in 1980 and pursued an Economics Degree in
1997. His first appointment was by virtue of Decree of the
State Minister of State-Owned Enterprises Number: SK-75/
MBU/2014, dated April 7, 2014 and renewed with SK-210/
MBU/10/2015 on October 29, 2015 about The termination and
Appointment of The Members of the Board of Commissioners
of PT Angkasa Pura I. He has no affiliated relationship with
members of the Board of Directors nor with other members of
the Board of Commissioners, nor with the shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
73
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Anandy Wati
Komisaris
Commissioner
Warga negara Indonesia, usia 57 tahun. Saat ini berdomisili
di Jakarta, lahir di Semarang, tanggal 4 Januari 1959.
Menjabat Komisaris Angkasa Pura Airports sejak 7 April 2014.
Pernah menjabat sebagai Sekretaris Direktorat Jenderal
Anggaran Kementerian Keuangan 2013, Direktur Sistem
Manajemen Investasi tahun 2010 dan Direktur Pelaksanaan
Anggaran di tahun 2009. Lulus tahun 1983 dari Universitas
Sebelas Maret di Surakarta dan memperoleh gelar Master
of Public Management di Amerika Serikat tahun 1991. Dasar
pengangkatan pertama kali adalah SK Menteri Negara
BUMN Nomor: SK-75/ MBU/2014 tanggal 7 April 2014
dan diperbaharui dengan SK-210/MBU/10/2015 tanggal
29 Oktober 2015 tentang Pemberhentian dan Pengangkatan
Anggota Dewan Komisaris Perseroan PT Angkasa Pura I
(Persero). Beliau tidak memiliki hubungan afiliasi dengan
anggota Direksi dan anggota Dewan Komisaris lainnya
maupun Pemegang Saham.
74
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Indonesian Citizen, 57 years old. Currently lives in Jakarta
and was born in Semarang on January 4, 1958. She was
appointed as Commissioner of Angkasa Pura Airports on
7 April 2014. She served as the Secretary of Directorate
General of Budgeting, Ministry of Finance in 2013, Director
of Investment Management System in 2010 and Director
of Budget Implementation in 2009. She graduated from
Sebelas Maret University in Surakarta in 1983 and received
her Master Degree on Public Management in the United
States in 1991. Her first appointment was by virtue of Decree
of the State Minister of State-Owned Enterprises Number:
SK-75/MBU/2014 dated April 7, 2014 and it is renewed
SK-210/MBU/10/2015 onOctober 29, 2015 The termination and
Appointment of The Members of the Board of Commissioners
of PT Angkasa Pura I. She has no affiliated relationship with
members of the Board of Directors nor with other members of
the Board of Commissioners, nor with the shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Agus Santoso
Komisaris
Commissioner
Warga negara Indonesia, usia 58 tahun. Saat ini berdomisili
di Jakarta, lahir di Solo tanggal 4 Agustus 1958. Saat ini
menjabat sebagai Direktur Bandar Udara Kementerian
Perhubungan RI. Menjabat sebagai komisaris Angkasa Pura
Airports sejak 29 Oktober 2015. Selain menjadi Direktur
Bandar Udara, beliau juga pernah menjabat berbagai posisi
penting di Kementerian Perhubungan, diantaranya Kepala
Pusat Penelitian dan Pengembangan Perhubungan Udara
dari tahun 2014 sampai 2015, Kepala Bandar Udara Budiarto
Curug dari tahun 2009 sampai 2014, dan Kepala Bagian
Perencanaan Direktorat Jenderal Perhubungan Udara dari
tahun 2007 sampai 2009. Lulus tahun 1986 S1 Program Sarjana
Teknik Sipil Struktur Kontruksi dari Institut Teknologi Bandung,
Program S2 Pascasarjana Jurusan Teknik Sistem Transportasi
dari Institut Teknologi Bandung–Leeds University, dan S3
Program Doktor Jurusan Manajemen dari Universitas Negeri
Jakarta tahun 2011. Dasar pengangkatan pertama kali adalah
SK Menteri Negara BUMN Nomor: SK-210/MBU/10/2015
tanggal 29 Oktober 2015. Beliau tidak memiliki hubungan
afiliasi dengan anggota Direksi dan anggota Dewan
Komisaris lainnya maupun Pemegang Saham.
Indonesian Citizen, 58 years old. Currently lives in Jakarta
and was born in Solo on August 4, 1958. Currently, He is an
Airport Director of the Ministry of Transportation. He was
appointed as Commissioner of Angkasa Pura Airports on
29 October 2015. He holds many important position in the
Ministry of Transportation such as the Head of Research and
Development of Civil Aviation from 2014 until 2015, Head of
Budiarto Curug Airport from 2009 until 2014, and Head of
Planning Division of Directorate General of Civil Aviation from
2007 until 2009. He completed his bachelor degree on Civil
Engineering from Institute of Technology Bandung in 1986,
master degree of Transportation System major from Institute
of Technology Bandung – Leeds University, and doctorate
degree of Management from State University of Jakarta in
2011. His first appointment was by virtue of Decree of the
State Minister of State-Owned Enterprises Number: SK-210/
MBU/10/2015, dated October 29, 2015.He has no affiliated
relationship with members of the Board of Directors nor with
other members of the Board of Commissioners, nor with the
shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
75
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Direksi
Profile of the Board of Directors
Sulistyo Wimbo Hardjito
Direktur Utama
President Director
Warga Negara Indonesia, 60 Tahun. Saat ini berdomisili
di Jakarta. Lahir di Blitar pada tanggal 1 Desember 1955.
Menjabat
sebagai
Direktur
Utama
Perusahaan
berdasarkan SK Menteri Negara BUMN Nomor: SK-98/
MBU/06/2015 tanggal 22 Juni 2015. Beliau meraih gelar
Sarjana Teknik dari Jurusan Teknik Elektro, Institut Teknologi
Bandung pada tahun 1982 dan memperoleh gelar Master of
Business Administration (MBA) dari Sekolah Tinggi Manajemen
Bisnis Telkom di tahun 1991. Beliau pernah menjabat berbagai
posisi penting di beberapa intitusi diantaranya sebagai
Direktur Marketing Satelindo (2002-2003), Komisaris Utama
PT SMT Indonesia (2007), Direktur Corporate Services PT
Indosat (2005-2007), Direktur Komersial PT KAI (Persero)
(2009-2014), dan Direktur Utama PT Pelni (Persero) (20142015). Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Komisaris dan Direksi lainnya, maupun
Pemegang Saham.
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Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Indonesian citizen, 60 years old. Currently lives in Jakarta.
He was born in Blitar, December 1, 1955. His first
appointment
as President Director was by virtue of
Decree of the State Minister of State-Owned Enterprises
Number: SK-98/MBU/06/2015, dated June 22, 2015.
He completed his bachelor degree on Electrical
Engineering from Intitute of Technology Bandung in 1982
and pursued his Master of Business Administration from
Telkom School of Management in 1991. He hold several
important position in some institutions which are Marketing
Director of Satelindo (2002-2003), President Commissioner of
PT SMT Indonesia (2007), Corporate Services Director of PT
Indosat (2005-2007), Commercial Director of PT KAI (Persero)
(2009-2014), and President Director of PT Pelni (Persero)
(2014-2015). He has no affiliated relationship with members
of the Board of Directors nor with other members of the Board
of Commissioners, nor with the shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Novrihandri
Direktur Keuangan dan IT
Finance and IT Director
Warga negara Indonesia, 45 tahun. Saat ini berdomisili di
Jakarta. Lahir di Padang pada tanggal 20 November 1971.
Menjabat sebagai Finance and Information Technology
Director Perusahaan berdasarkan SK Menteri Negara
BUMN Nomor: SK-222/MBU/II/2015 tanggal 9 November
2015. Beliau memperoleh gelar Sarjana Ekonomi dari
Jurusan Akuntansi, Universitas Andalas Padang tahun 1996
dan menyelesaikan studi Program Pascasarjana Magister
Manajemen di Universitas Gajah Mada di tahun 2010. Beliau
pernah menjabat berbagai posisi penting di PT Angkasa
Pura I (Persero) diantaranya Asisten Deputi Direktur Bidang
Kerjasama Non Aero Wilayah I (2007-2011), Direktur Keuangan
PT Angkasa Pura Suport (2012), Business Development Group
Head (2013), dan Human Capital Support Expert (2014). Beliau
tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris dan Direksi lainnya, maupun Pemegang Saham.
Indonesian citizen, 45 years old. Currently lives in Jakarta.
He was born in Padang on November 20, 1971. His first
appointment as Finance and IT Director was by virtue of
Decree of the State Minister of State-Owned Enterprises
Number: SK-222/MBU/II/2015, dated November 22, 2015.
He completed his bachelor degree of Accounting from
Andalas University Padang in 1996 and pursued his master
degree on Management from Gajah Mada University in
2010. He has held some important positions in PT Angkasa
Pura I such as Assistant of Deputy Director of Relations Non
Aero Zone I (2007-2011), Finance Director of PT Angkasa
Pura Support (2012), Business Development Group Head
(2013), and Human Capital Support Expert (2014). He has no
affiliated relationship with members of the Board of Directors
nor with other members of the Board of Commissioners, nor
with the shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Mochammad Asrori
Direktur Pemasaran dan Pengembangan Bisnis
Marketing and Business Development Director
Warga negara Indonesia, 51 tahun. Saat ini berdomisili
di Jakarta. Lahir di Ngawi pada tanggal 7 Agustus 1965.
Menjabat sebagai Marketing and Business Development
Director Perseroan berdasarkan SK Menteri Negara BUMN
Nomor: SK-222/MBU/II/2015 tanggal 9 November 2015.
Beliau memperoleh gelar Sarjana Ekonomi pada Jurusan
Ekonomi Manajemen, Universitas Terbuka pada tahun
1996. Beliau meniti karirnya di PT Angkasa Pura I (Persero)
diantaranya pernah menjabat sebagai Assisten Deputi
Direktur Tarif dan Kerjasama Aero (2004), Manajer Komersial
dan Pengembangan Usaha (2008-2012), Strategic Business
Development (2012-2013), dan Aviation Marketing Group
Head (2013-2015). Beliau tidak memiliki hubungan afiliasi
dengan anggota Dewan Komisaris dan Direksi lainnya,
maupun Pemegang Saham.
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Indonesian citizen, 51 years old. Currently lives in Jakarta. He
was born in Ngawi on August 7, 1965. His first appointment as
Finance and IT Director was by virtue of Decree of the State
Minister of State-Owned Enterprises Number: SK-222/MBU/
II/2015, dated November 9, 2015. He completed his bachelor
degree on Management from Terbuka University in 1996.
He started his career in PT Angkasa Pura I. He has become
the Assistant of Deputy Director of Tariff and Relation Aero
(2014), Commercial and Business Development Manager
(2008-2012), Strategic Business Development (2012-2013),
and Aviation Marketing Group Head (2013-2015). He has no
affiliated relationship with members of the Board of Directors
nor with other members of the Board of Commissioners, nor
with the shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Wendo Asrul Rose
Direktur Operasi
Operation Director
Warga negara Indonesia, 46 tahun. Saat ini berdomisili di
Jakarta. Lahir di Padang pada tanggal 29 Desember 1970.
Menjabat sebagai Operation Director Perseroan berdasarkan
SK Menteri Negara BUMN Nomor: SK-222/MBU/II/2015
tanggal 9 November 2015. Beliau memperoleh gelar Sarjana
Teknik dari Jurusan Teknik Mesin, Institut Sains dan Teknologi
Nasional Jakarta pada tahun 1995. Beliau pernah menjabat
berbagai posisi penting di PT Angkasa Pura I (Persero),
diantaranya sebagai Kepala Dinas Mekanikal & Teknik Air
(2003-2004), Asisten Deputi Direktur (2004-2009), Deputi
Direktur Teknik Pengawasan (2009-2011), Pimpinan Proyek
Pengembangan Bandara Internasional Sepinggan (20112013), dan General Manager Bandara Internasional Sultan
Aji Muhammad Sulaiman Sepinggan Balikpapan (2013-2015).
Beliau tidak memiliki hubungan afiliasi dengan anggota
Dewan Komisaris dan Direksi lainnya, maupun Pemegang
Saham.
Indonesian citizen, 46 years old. Currently lives in Jakarta.
He was born in Padang on December 29, 1965. His first
appointment as Operation Director was by virtue of
Decree of the State Minister of State-Owned Enterprises
Number: SK-222/MBU/II/2015, dated November 9, 2015.
He completed his bachelor degree on Mechanical Engineering
from National Institute of Science and Technology Jakarta in
1995. He has held some important positions in PT Angkasa
Pura I such as Head of Water Mechanical & Technical (20032004), Assistant of Deputy Director (2004-2009), Technical
Supervision Deputy Director (2009-2011), Project Head of
Sepinggan International Airport (2011-2013), and General
Manager of Sultan Aji Muhammad Sulaiman Sepinggan
Balikpapan International Airport (2013-2015). He has no
affiliated relationship with members of the Board of Directors
nor with other members of the Board of Commissioners, nor
with the shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Adi Nugroho
Direktur Sumber Daya Manusia dan Umum
Human Capital and General Affair Director
Warga negara Indonesia, 47 tahun. Saat ini berdomisili di
Jakarta. Lahir di Jakarta pada tanggal 2 Mei 1969. Menjabat
sebagai Human Capital and General Affair Director Perseroan
berdasarkan SK Menteri Negara BUMN Nomor: SK-222/
MBU/II/2015 tanggal 9 November 2015. Beliau memperoleh
gelar Sarjana pada jurusan Manajemen Sumber Daya
Manusia, Universitas Pancasila Jakarta pada tahun 1993,
gelar Magister pada Jurusan Marketing, Massey University
New Zealand tahun 2000, dan program Doktor pada Jurusan
Service Management, Northern Malaysia Univerity tahun
2007. Beliau pernah menjabat berbagai posisi penting di
PT Angkasa Pura I (Persero), diantaranya sebagai Manajer
Komersial dan Pengembangan Usaha (2008-2012), Deputi
Direktur Komersial dan Pengembangan Usaha Wilayah II
(2012-2013), Business Development Group Head (2013) dan
Project Portfolio Analyst (2013-2015). Beliau tidak memiliki
hubungan afiliasi dengan anggota Dewan Komisaris dan
Direksi lainnya, maupun Pemegang Saham.
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Indonesian citizen, 47 years old. Currently lives in Jakarta.
He was born in Jakarta on May 2, 1969. His first appointment
as Human Capital and General Affair Director was by virtue
of Decree of the State Minister of State-Owned Enterprises
Number: SK-222/MBU/II/2015, dated November 9, 2015. He
completed his bachelor degree on Human Resources from
Pancasila University in 1993. He pursued his master degree
on Marketing, Massey University New Zealand in 2000,
and doctorate degree of Service Management, Northern
Malaysia University in 2007. He has held some important
positions in PT Angkasa Pura I which are Commercial and
Business Development Manager (2008-2012), Commercial
and Business Development Deputy Director Zone II (20122013), Business Development Group Head (2013), and
Project Portfolio Analyst (2013-2015). He has no affiliated
relationship with members of the Board of Directors nor with
other members of the Board of Commissioners, nor with the
shareholders.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Polana Banguningsih Pramesti
Direktur Teknik
Technical Director
Warga Negara Indonesia, 54 Tahun. Saat ini berdomisili
di Jakarta. Lahir di Jakarta pada tanggal 2 November 1961.
Menjabat sebagai Technical Director Perseroan berdasarkan
SK Menteri Negara BUMN Nomor: SK-208/MBU/2013 tanggal
10 April 2013. Meraih gelar Sarjana Teknik dari Jurusan Teknik
Sipil, Fakultas Teknik Sipil dan Perencanaan, Institut Teknologi
Bandung pada tahun 1986. Beliau menyelesaikan studi
Program Pascasarjana bidang Transportasi, Institut Teknologi
Bandung di tahun 1992. Beliau pernah menjabat berbagai
posisi penting di Kementerian Perhubungan RI, diantaranya
sebagai Kasi Mutu Konstruksi Sipil Ditjen Hubud (1992–2002),
Pemimpin Proyek PFBUJ (2002), Kasi Keterpaduan Program
Bandara (2002–2005), Kasubdit Program Bandara (2005–
2007), Kasubdit Rancang Bangun (2007-2008) dan Kasubdit
Prasarana Bandara (2008-2013). Beliau tidak memiliki
hubungan afiliasi dengan anggota Dewan Komisaris dan
Direksi lainnya, maupun Pemegang Saham.
Indonesian citizen, 54 years old. Currently lives in Jakarta.
Born in Jakarta on November 2, 1961. Her first appointment as
Technical Director of the Company by virtue of the Decree of the
State Minister of State-Owned Enterprises Number: SK-208/
MBU/2013 dated April 10, 2013. She holds a Bachelor degree
in Civil Engineering from Bandung Institute of Technology in
1986. She completed her Master Program in Transportation
from the Institute of Technology Bandung in 1992. She
held various positions in the Ministry of Transportation of
Indonesia, such as the Head of Quality Construction of Civil
DGAC (1992-2002), Project Leader PFBUJ (2002), Section
Head of Integrated AirportProgram (2002-2005), the Head
of Sub Directorate of Airport Program (2005-2007), and as
the Head of Sub Directorate of Airport Infrastructure (20082013). She has no affiliated relationship with members of the
Board of Directors or with other members of the Board of
Commissioners, or with the shareholders.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Pejabat Eksekutif
Profile of the Executive Officers
Warga negara Indonesia. Usia 55 tahun, lahir di Jember pada 6 Juni 1961. Menyelesaikan
pendidikan S1 Jurusan Teknik Mesin pada Institut Teknologi 10 Nopember Surabaya
tahun 1986. Menjabat sebagai Head of Internal Audit sejak 2 Februari 2015 berdasarkan
SK Direksi No. SKEP.207/KP.07.03/2015.
1. Eko Permadi
Indonesian citizen, 55 years old. He was born in Jember on June 6, 1961. He completed his
bachelor degree on Mechanical Engineering from Institute Technology of 10 November
Surabaya in 1986. He served Head of Internal Audit since February 2, 2015 by virtue of the
Decree of the Board of Directors Number: SKEP.207/KP.07.03/2015.
Head of Internal Audit
Warga Negara Indonesia. Usia 46 tahun, lahir di Balikpapan pada 12 Maret 1970.
Menyelesaikan pendidikan S1 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.
Indonesian citizen. Age 46 years, born in Balikpapan on March 12, 1970. Graduated
Bachelor Degree from the Bandung School of Law, in 1993 and holds a Master of Law
from Airlangga University in 2004. Served as Corporate Secretary since February 19,
2013 by virtue of the Decree of the Board of Directors Number: SKEP.206/KP.07.03/2013.
2.Farid Indra Nugraha
Corporate Secretary
Warga Negara Indonesia. Usia 49 tahun, lahir di Jakarta pada 23 Januari 1967.
Menyelesaikan pendidikan S1 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.
3.Yudhaprana Sugarda
Head of Corporate Planning and Performance
Indonesian citizen. Age 49 years, born in Jakarta on 23 January 1967. Graduated from
Universitas Katholik Parahyangan (1991) majoring in Civil Engineering (1991) and
received his Mastere Spesialise en Management Aeroportuaire (MSMA) from the Ecole
Nationale de l’Aviation Civile (ENAC), Toulouse, France (1996). Appointed as Head of
Corporate Planning and Performance in 19 February 2013 by virtue of the Decree of the
Board of Directors Number: SKEP.206/KP.07.03/2013.
Warga Negara Indonesia. Usia 52 tahun, lahir di Jakarta pada 17 Mei 1964. Memperoleh
gelar Sarjana Psikologi Pendidikan Jurusan Psikologi dari Universitas Pasundan (1985)
dan Gelar Sarjana Hukum Jurusan Hukum dari Universitas I Gusti Ngurah Rai – Bali
(1995). Gelar Magister Management diperoleh di Universitas Hasanuddin – Makassar
pada tahun 2007. Menjabat sebagai Head of Risk Management and Compliance sejak
23 April 2015 berdasarkan SK Direksi No. SKEP.702/KP.07.03/2015.
Indonesian citizen, 52 years old. He was born in Jakarta on May 17, 1964. He completed
his bachelor degree on Psychology from Pasundan University (1985) and bachelor
degree on Law from I Gusti Ngurah Rai University – Bali (1995). He pursued his master
degree on Management from Hasanuddin Univesity – Makassar in 2007. He served
Head of Risk Management and Compliance since April 23, 2015 by virtue of the Decree
of the Board of Directors Number: SKEP.702/KP.07.03/2015.
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4.Tommy Meilitza
Head of Risk Management and Compliance
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Warga Negara Indonesia. Usia 49 tahun, lahir di Jembrana, Bali pada 4 Maret 1967.
Memperoleh gelar Sarjana Hukum dari Universitas 17 Agustus 1945, Semarang
(1995) dan gelar Magister 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.
5.I Wayan Sutawijaya
Head of Legal
Indonesian Citizen. Age 49 years, born in Jembrana, Bali on 4 March 1967. He earned
his law degree from the 17 Agustus 1945 University in Semarang (1995) and his Master in
Management from Mitra Indonesia, Yogyakarta (2002). Served as Head of Procurement
since the 20 September 2013 by virtue of the Decree of the Board of Directors Number:
1525/KP.07.03/2013.
Warga Negara Indonesia. Usia 54 tahun, lahir di Curup pada 21 April 1962. Memperoleh
gelar Sarjana Hukum jurusan Hukum Internasional dari Universitas Padjadjaran (1987).
Menjabat sebagai Head of Corporate Social Responsibility sejak 20 September 2013
berdasarkan SK Direksi No. SKEP. 1526/KP.07.03/2013.
Indonesian citizen. 54 years old, born in Curup on 21 April 1962. Received his Bachelor
Degree in Law majoring in International Law from Padjajaran University in 1987. He
served as Head of Corporate Social Responsibility since 20 September 2013 by virtue of
the Decree of the Board of Directors Number: SKEP. 1526/KP.07.03/2013.
6.Mariyanto
Head of CSR
Warga Negara Indonesia. Usia 51 tahun, lahir di Makassar pada 7 November 2965.
Memperoleh gelar sarjana dari Universitas Sam Ratulangi Manado pada tahun 1990
dan Master dari Universitas Sam Ratulangi Manado pada tahun 2002. Menjabat
sebagai Head of Procurement sejak 23 April 2016 berdasarkan SK Direksi No SKEP.700/
KP.07.03/2015.
7.HERRY A. y. SIKADO
Head of Procurement
Indonesian citizens. Age 51, was born in Makassar on November 7, 2965. He earned a
bachelor’s degree from the University of Sam Ratulangi in 1990 and a Master of Sam
Ratulangi University in 2002. He served as Head of Procurement since 23 April 2016 by
virtue of the Decree of Directors No. SKEP.700 /KP.07.03/2015 .
Warga negara Indonesia. Usia 47 tahun, lahir di Magelang, 17 Januari 1969.
Memperoleh gelar Sarjana Ekonomi Akuntansi dari Universitas Gajah Mada (1993) dan
gelar Magister Manajemen dari Universitas Airlangga (2013). Menjabat Accounting
Group Head sejak 2 Februari 2015 berdasarkan SKEP.207/KP.07.03/2015.
Indonesian Citizen. 47 years old, was born in Magelang on January 17, 1969. She holds
a Bachelor Degree in Accounting from Gajah Mada University (1993) and Master
of Management from Airlangga University (2013). She served as Accounting Group
Head since February 2, 2015 by virtue of the Decree of the Board of Directors Number:
SKEP.207/KP.07.03/2015.
8.Sulistyowati Dewi
Accounting Group Head
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Warga Negara Indonesia. Usia 50 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.Wisnu Darmojo
Indonesian Citizen. 50 years old, was born in Yogyakarta on June 19, 1966. He holds a
Bachelor Degree in Accounting from STIE Swadaya in 2006. He served as Finance Group
Head since November 11, 2013 by virtue of the Decree of the Board of Directors Number:
SKEP.1644/KP.07.03/2013.
Finance Group Head
Warga Negara Indonesia. Usia 56 tahun, lahir di Jakarta pada 14 Maret 1960.
Memperoleh gelar Sarjana Komputer dari STMIK Budi Luhur, Jakarta (1996) dan
gelar Magister Manajemen dari Universitas Mercu Buana (2006). Menjabat sebagai
Information Technology Group Head sejak 27 Agustus 2014 berdasarkan SK Direksi
No. SKEP.1975/KP.07.03/2014.
Indonesian citizen. Age 56 years old, born in Jakarta on 14 March 1960. He earned his
Bachelor degree in Computer Science from STMIK Budi Luhur, Jakarta (1996) and Master
of Management from Mercu Buana University (2006). He served as the Information
Technology Group Head since 27 August, 2014 by virtue of the Decree of the Board of
Directors Number: SKEP.1975/KP.07.03/2014.
10.Imam Pramono
PTS. IT Group Head
Warga Negara Indonesia. Usia 39 tahun, lahir di Palembang pada 4 September 1976.
Memperoleh gelar Magister Manajemen Stratejik Universitas Mercu Buana, Jakarta
(2007). Menjabat sebagai Aviation Marketing Group Head sejak 30 November 2015
berdasarkan SK Direksi No. SKEP.2190/KP.07.03/2015.
11.M. Syaugi Shahab
Indonesian Citizen. 39 years old, was born in Palembang on September 4, 1976. He
earned his Master of Strategic Management from Mercu Buana University, Jakarta
(2007). He served as Aviation Marketing Group Head since November 30, 2015 by virtue
of the Decree of the Board of Directors Number: SKEP.2190/KP.07.03/2015
Aviation Marketing Group Head
Warga Negara Indonesia. Usia 39 tahun, lahir di Kudus, 23 Januari 1977.
Memperoleh gelar Sarjana Ekonomi dari Universitas Mahasaraswati, Denpasar (2001).
Menjabat sebagai Business Development Group Head sejak 24 April 2015 berdasarkan
SK Direksi nomor: SKEP.707/KP.07.03/2015.
Indonesian Citizen. 39 years old, was born in Kudus on January 23, 1977. He earned his
Bachelor’s of Economics from Mahasaraswati University, Denpasar (2001). He served
as Business Development Group Head since April 24, 2015 by virtue of the Decree of the
Board of Directors Number: SKEP.707/KP.07.03/2015.
12.R. Eko Wibowo
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Business Development Group Head
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Warga Negara Indonesia. Usia 38 tahun, lahir di Jakarta, 22 Oktober 1978.
Memperoleh gelar Sarjana Ekonomi Jurusan Manajemen Universitas Indonesia (2002).
Menjabat sebagai Non Aviation Marketing Group Head sejak 23 April 2015 berdasarkan
SK Direksi nomor: SKEP.701/KP.07.03/2015.
13.Eppy Dhanianto
Indonesian Citizen. 38 years old, was born in Jakarta on October 22, 1978. He earned his
Bachelor’s of Management from University of Indonesia (2002). He served Non-Aviation
Marketing Group since April 23, 2015 by virtue of the Decree of the Board of Directors
Number: SKEP.701/KP.07.03/2015.
Non Aviation Marketing Group Head
Warga Negara Indonesia. Usia 48 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.
Indonesian Citizen. 48 years old, was born in Pontianak on May 23, 1968. He earned
his Bachelor’s Degree in Mechanical Engineering from Atmajaya University, Jakarta
(1991) and Mercu Buana University (2003). Served as Airport Equipment Readiness
Group Head since February 19, 2013 by virtue of the Decree of the Board of Directors
Number: SKEP.206/KP.07.03/2013.
14.Yudi Maisa
Airport Equipment Readiness Group Head
Warga Negara Indonesia. Usia 49 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.Widodo
Indonesian Citizen. 49 years old, born in Medan on June 29, 1967. He earned his Civil
Engineering Degree from Atmajaya University, Jakarta (1994). Served as Airport Facilities
Readiness Group Head since February 19, 2013 by virtue of the Decree of the Board of
Directors Number: SKEP.206/KP.07.03/2013.
Airport Facilities Readiness Group Head
Warga Negara Indonesia. Usia 51 tahun, lahir di Palembang pada 21 Maret 1965.
Memperoleh gelar Sarjana Teknik Sipil dari Universitas Trisakti, Jakarta (1993).
Menjabat sebagai Safety, Health and Environment Group Head sejak 19 Februari 2013
berdasarkan SK Direksi No. SKEP.206/KP.07.03/2013.
Indonesian Citizen. 51 years old, born in Palembang on March 21, 1965. He holds a
degree in Civil Engineering from Trisakti University, Jakarta (1993). Served as the Safety,
Health and Environment Group Head since February 19, 2013 by virtue of the Decree of
the Board of Directors Number: SKEP.206/KP.07.03/2013.
16.Andiko Surya Widjaya
Safety, Health, and Environment Group Head
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Warga Negara Indonesia. Usia 51 tahun, lahir di Yogyakarta pada 5 Maret 1965.
Memperoleh gelar Sarjana Teknik Sipil dari Universitas Indonesia, Jakarta (1990).
Menjabat sebagai Project Management Office Group Head sejak 20 September 2013
berdasarkan SK Direksi No. SKEP. 1517/KP.07.03/2013.
17.Dwi Tedjowati
Indonesian citizen. 51 years old, born in Yogyakarta on March 5, 1965. He holds a
Bachelor Degree in Civil Engineering from the University of Indonesia, Jakarta (1990).
Served as Project Management Office Group Head since September 20, 2013 by virtue
of the Decree of the Board of Directors Number: SKEP. 1517/KP.07.03/2013.
Project Management Group Head
Warga Negara Indonesia. Usia 40 tahun, lahir di Jakarta pada 12 Juli 1976. Pernah
mengecap pendidikan FAA Aviation Security (1997), Senior Avsec (2007), dan Aviation
Security Supervisor Course (2009). Menjabat sebagai Airport Security Group Head
sejak 23 April 2015 berdasarkan SK Direksi No. SKEP.702/KP.07.03/2015.
Indonesian Citizen. 40 years old, was born in Jakarta on July 12, 1977. He has studied
about FAA Aviation Security (1997), Senior Avsec (2007), and Aviation Security Supervisor
Course (2009). He served as Airport Security Group Head since April 23, 2015 by virtue of
the Decree of the Board of Directors Number: SKEP.702/KP.07.03/2015.
18.Donny Subardono
Airport Security Group Head
Warga Negara Indonesia. Usia 43 tahun, lahir di Jakarta pada 25 Oktober 1973.
Memperoleh gelar Sarjana Ekonomi dari Universitas Mahasaraswati, Mataram
(2001) dan gelar Magister 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.Nugroho Jati
Airport Service Group Head
Indonesian Citizen. 43 years old, born in Jakarta on 25 October 1973. He earned his
Bachelor Degree in Economics from Mahasaraswati University, Mataram (2001) and a
Master in Management from Hasanuddin University, Makassar (2011). Served as Airport
Services Group Head since 20 September 2013 by virtue of the Decree of the Board of
Directors Number: SKEP.1517/KP.07.03/2013.
Warga Negara Indonesia. Usia 46 tahun, lahir di Jakarta pada 22 November
1964. Menyelesaikan pendidikan S1 Jurusan Manajemen dari IKOPIN, Jakarta
(1994) dan gelar Magister Manajemen dari Universitas Mercu Buana (2003).
Menjabat sebagai Human Capital Group Head sejak 27 Agustus 2014 berdasarkan SK
Direksi No. SKEP.206/KP.07.03/2014.
Indonesian Citizen. 46 years old, born in Jakarta on 22 November 1964. Earned a
Bachelor Degree in Management from IKOPIN, Jakarta (1994) and a Master Degree in
Management from Mercu Buana University (2003). Served as Human Capital Group
Head since 27 August 2014 by virtue of the Decree of the Board of Directors Number:
SKEP.206/KP.07.03/2014.
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20.Imron Qodari
Human Capital Group Head
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Warga Negara Indonesia. Usia 52 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 General Affair
Group Head sejak 11 November 2013 berdasarkan SK Direksi No. SKEP.206/KP.07.03/2013.
21.Sigit Herdiyanto
General Affair Group Head
Indonesian Citizen. 52 years old, born in Jakarta on 10 January 1964. He holds a Bachelor
Degree in Economics from STIE Swadaya in 1998 and Master of Management from
STIE Stikubank, Semarang (2006). Appointed as General Affairs Group Head since
11 November 2013 by virtue of the Decree of the Board of Directors Number: SKEP.206/
KP.07.03/2013.
Warga Negara Indonesia. Usia 50 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 Development Group Head sejak 19 Februari 2013
berdasarkan SK Direksi No. SKEP.206/ KP.07.03/2013.
Indonesian Citizen. 50 years old, born in Bandung on February 3, 1965. He holds a
Bachelor Degree of Economics as well a Bachelor Degree in IT from the Mahasaraswati
University, Denpasar (2000) and Master of Management from Sahid University, Jakarta
(2009). Served as Training and Development Group Head since February 19, 2013 by
virtue of the Decree of the Board of Directors Number: SKEP.206/KP.07.03/2013.
22.Cecep Marga Sonjaya
Training and Development Group Head
Warga Negara Indonesia. Usia 45 tahun, lahir di Makassar pada 3 Juli 1971. Memperolah
gelar Sarjana Ekonomi dari Universitas Pancasila pada tahun 1994. Menjabat sebagai
Pimpinan Proyek ERP pada tanggal 21 Februari 2014 berdasarkan SK Direksi No.
SKEP.507/KP.07.03/2014
23. WIDYA WIDAGDO
Indonesian citizens. Age 45 years , was born in Makassar on July 3 , 1971. obtain a degree
in Economics from the University of Pancasila in 1994. Served as ERP Project Leader on
February 21, 2014 by virtue of the Decree of Directors No. SKEP.507 / KP.07.03 / 2014
Pimpinan Proyek ERP
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
87
Profil Perusahaan
Company Profile
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Karyawan
Profile of Human Capital
Bagi Perseroan, human capital merupakan aset penting
dalam keberlanjutan dan peningkatan kualitas bisnis.
Perseroan senantiasa melakukan proses rekrutmen 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 Perseroan serta iklan. Komposisi pegawai
Angkasa Pura Airports di tahun 2015 adalah sebagai berikut.
The Company regards human capital as an important asset to
achieve business sustainability and provide quality services.
In recruiting personnel, the Company up holds the principles
of openness, fairness and equality based on the required
competence and qualification of the candidates and the
availability of local/national man power. Candidates who
meet the administrative requirement are solicited through
the Company’s website and through advertisements. The
composition of the employees of Angkasa Pura Airports in
2015 is as follows.
KOMPOSISI KARYAWAN BERDASARKAN
LEVEL ORGANISASI
HUMAN RESOURCE COMPOSITION BASED
ON ORGANIZATION LEVEL
Tabel Komposisi Karyawan Berdasarkan Level Organisasi /
Table of Composition of Human Resources Based on Organization Level
Level Organisasi
Organization Level
Jumlah
Amount
%
Tahun 2014 / Year 2014
Jumlah
Amount
%
Perubahan / Change
Jumlah
Amount
%
1
1
0,03
2
0,06
(1)
(50,00)
2
6
0,19
5
0,16
1
20,00
3
39
1,24
33
1,07
6
18,18
4
8
0,26
7
0,23
1
14,29
5
47
1,50
40
1,30
7
17,50
6
108
3,44
103
3,34
5
4,85
7
32
1,02
36
1,17
(4)
(11,11)
8
270
8,61
247
8,01
23
9,31
9
128
4,08
109
3,53
19
17,43
10
125
3,99
144
4,67
(19)
(13,19)
11
661
21,08
556
18,03
105
18,88
12
714
22,78
787
25,52
(73)
(9,28)
13
471
15,02
485
15,73
(14)
(2,89)
14
155
4,94
205
6,65
(50)
(24,39)
15
358
11,42
313
10,15
45
14,38
PKWT / PKWT
Jumlah / TOTAL
88
Tahun 2015 / Year 2015
(dalam orang / in persons)
12
0,38
12
0,39
-
0,00
3.135
100,00
3.084
100,00
51
1,65
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
1
6
39
8
47
108
32
12
358
2015
471
3.135
2
5
33
7
40
103
36
12
313
270
155
Laporan Keuangan
Financial Report
247
205
109
128
2014
125
144
3.084
485
orang / people
orang / people
556
661
787
714
KOMPOSISI KARYAWAN BERDASARKAN
TINGKAT PENDIDIKAN
HUMAN RESOURCE COMPOSITION BASED
ON EDUCATION LEVEL
Tabel Komposisi Karyawan Berdasarkan Tingkat Pendidikan /
Table of Human Resource Composition Based on Education Level
Tingkat Pendidikan
Education Level
S3 / Doctor
Tahun 2015 / Year 2015
Jumlah
Amount
2
(dalam orang / in persons)
Tahun 2014 / Year 2014
Jumlah
Total
%
0,06
0
Perubahan / Change
Jumlah
Amount
%
0,0
%
2
100,00
S2 / Post-Graduate (Magister)
106
3,38
91
2,95
16
16,48
Sarjana / Undergraduate (Bachelor)
848
27,05
755
24,48
93
12,32
D1 - D4 / Associate’s Degree
554
17,67
569
18,45
(14)
(2,46)
SD – SMA / Elementary – High School
1.625
51,83
1.669
54,12
(44)
(2,64)
Jumlah / TOTAL
3.135
100,00
3.084
100,00
51
1,65
2
2015
1.625
106
91
848
755
3.135
2014
1.669
orang / person
3.084
orang / person
554
569
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
89
Profil Perusahaan
Company Profile
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
KOMPOSISI KARYAWAN BERDASARKAN
STATUS KEPEGAWAIAN
HUMAN RESOURCES COMPOSITION BASED
ON EMPLOYMENT STATUS
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian /
Table of Human Resource Composition Based on Employment Status
Status Kepegawaian
Employee Status
Pegawai Perusahaan / Employee
Tahun 2015 / Year 2015
Jumlah
Amount
Tahun 2014 / Year 2014
Jumlah
Amount
%
Perubahan / Change
Jumlah
Amount
%
%
2.747
87,62
2.484
80,54
267
10,75
PNS Diperbantukan /
Seconded Civil Servants
74
2,36
115
3,76
(42)
(36,21)
ABRI Ditugaskan / Assigned ABRI
10
0,32
12
0,39
(2)
(16,67)
Honorer / Honorary
12
0,38
12
0,36
(3)
(27,27)
Calon Pegawai / Prospective Employees
Jumlah / Total
292
9,31
461
14,95
(169)
(36,66)
3.135
100,00
3.084
100,00
51
1,65
292
12
10
74
461
12
12
115
2015
3.135
2.747
orang / people
90
(dalam orang / persons)
2014
3.084
2.484
orang / people
PENGEMBANGAN PEGAWAI
EMPLOYEE DEVELOPMENT
Sebagai program pengembangan karyawan, Angkasa
Pura Airports melaksanakan berbagai kegiatan pelatihan.
Kegiatan pelatihan dilaksanakan sesuai dengan kebututuhan
pegawai dan pengembangan bisnis perusahaan. Seluruh
pegawai dalam level organisasi memiliki kesempatan
yang sama dalam pelaksanaan pengembangan pegawai.
Di tahun 2015, anggaran biaya diklat personil perusahaan
naik 61,67% atau mencapai sekitar Rp44,77 miliar dibanding
tahun 2014 yang mencapai Rp27,69 miliar. Jumlah pegawai
yang mengikuti pelatihan pada tahun 2015 mengalami
peningkatan dibanding tahun sebelumnya. Program
pelatihan yang dilaksanakan juga sangat beragam mengikuti
kebutuhan unit-unit terkait di perusahaan. Selama tahun
2015, program diklat yang dilaksanakan Perseroan mencakup
218 jenis program.
As part of its capacity development program for employees,
Angkasa Pura Airports conducted various training programs.
Training programs are held based on the employee’s needs
and company business development. All employees from
organization level have same opportunities on the training
program. In 2015, the budget for personnel training and
education increased by 61.67 % or amounted to Rp44.77
billion compared to the budget of 2014 that amounted to
Rp27.69 billion. The Number of participants of 2015 increased
compared to the number of participants of 2014. The training
programs consisted of a wide range of programs relevant
to the needs of the business units in the Company. In 2014,
the education and training programs covered 218 types of
programs.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tabel Program Pelatihan Tahun 2015 / Table of Training Program 2015
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
1
Diklat Orientasi Tipe A, B dan C Tahun 2015 /
Orientation Training Type A, B and C 2015
5 - 13 Nopember
PT AP I
201
2
Diklat Kesemaptaan/Pelatihan Dasar Calon Pegawai
PT AP I Tahun 2015 / Training Kesemaptaan / Basic
Training for Prospective employees of PT AP I 2015
6 - 15 September
TNI AL
151
3
Diklat Kesemaptaan/Pelatihan Dasar Calon Pegawai
PT AP I Tahun 2015 / Training Kesemaptaan / Basic
Training for Prospective employees of PT AP I 2015
16 - 25 Nopember
TNI AL
183
4
Manajerial Muda Angkatan XII /
Young Managerial Force XII
20 Mei - 11 Juni
PT AP I
25
5
Manajerial Tingkat Muda Angkatan XIII /
Managerial Level XIII Youth Force
18 Nopember - 8 Desember
PT AP I
25
6
Manajerial Madya Angkatan VII /
Managerial Madya Force VII
1 - 28 Oktober
PT AP I
25
7
Advanced Leadership Program
27 Februari - 8 April
CLDI
19
8
Diklat Technical Competency and Certification (TCC)
Air Condition System (ACS) / Technical Competency
Training and Certification (TCC) Air Condition System
(ACS)
19 Nopember - 4 Desember
ATKP Surabaya
20
9
Diklat Technical Competency (TCC) Water Pump System
(WPS) / Technical Training Competency (TCC) Water
Pump System (WPS)
7 - 22 Desember
ATKP Surabaya
20
10
Diklat Technical Competency (TCC) CCTV / Technical
Training Competency (TCC) CCTV
19 Nopember - 16 Desember
ATKP Surabaya
20
11
Diklat Technical Competency and Certification (TCC)
Airport Lighting System (ALS) / Technical Competency
Training and Certification (TCC) Airport Lighting System
(ALS)
19 Nopember - 15 Desember
ATKP Surabaya
17
12
Ujian Perpanjangan Rating ALS, TRD, GNS, CCR
Recurrent ALS, TRD, GNS, CCR Rating
14 - 16 Desember
PT AP I
21
13
Ujian Perpanjangan Rating CCR
Recurrent CCR Rating
21 - 23 Desember
PT AP I
21
14
Ujian Perpanjangan Rating X-Ray dan CCTV /
Recurrent X-Ray and CCTV Rating
14 - 17 Desember
PT AP I
30
15
Ujian Perpanjangan Rating Alat-alat Berat /
Recurrent Equipment Rating
7 - 9 Desember 2015
PT AP I
21
16
Ujian Perpanjangan Rating Genset
Recurrent Genset Rating
25 - 26 Februari
PT AP I
33
17
Ujian Perpanjangan Rating Genset
Recurrent Genset Rating
30 Nopember - 2 Desember
PT AP I
20
18
Ujian Perpanjangan Rating TQM
Recurrent TQM Rating
28 - 30 Desember
PT AP I
19
19
TCC Fasilitas Sisi Darat/Udara /
Land Side Facility / Air TCC
19 Nopember - 23 Desember
2015
ATKP Surabaya
20
20
Diklat Junior Aviation Security Angkatan I Tahun 2015 /
Junior Training Aviation Security Group I 2015
18 Mei - 4 Juni
PT AP I
20
21
Diklat Junior Aviation Security Angkatan II Tahun 2015 /
Junior Training Aviation Security Force II 2015
4 - 20 Juni
PT AP I
20
22
Diklat Senior Aviation Security Angkatan VI Tahun 2015 /
Senior Training Aviation Security Forces VI 2015
18 Mei - 9 Juni
PT AP I
20
23
Ujian Perpanjangan Lisensi AVSEC (Bali I) /
Recurrent AVSEC License (Bali I)
5 - 7 Mei
PT AP I
21
24
Ujian Perpanjangan Lisensi AVSEC (Surabaya I) /
Recurrent AVSEC License (Surabaya I)
5 - 7 Mei
PT AP I
20
25
Ujian Perpanjangan Lisensi AVSEC (Bali II) /
Recurrent AVSEC License (Bali II)
7 - 9 Mei
PT AP I
20
26
Ujian Perpanjangan Lisensi AVSEC (Surabaya II) /
Recurrent AVSEC License (Surabaya II)
7 - 9 Mei
PT AP I
20
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
91
Laporan Manajemen
Management Report
No.
Nama Program
Name of Program
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
27
Ujian Perpanjangan Lisensi AVSEC (Surabaya III) /
Recurrent AVSEC License (Surabaya III)
11 - 13 Mei
PT AP I
20
28
Ujian Perpanjangan Lisensi AVSEC (Bali III) /
Recurrent AVSEC License (Bali III)
12 - 14 Mei
PT AP I
19
29
Ujian Perpanjangan Lisensi AVSEC (Makassar) /
Recurrent AVSEC License (Makassar)
12 - 14 Mei
PT AP I
21
30
Ujian Perpanjangan Lisensi AVSEC (Balikpapan I) /
Recurrent AVSEC License (Balikpapan I)
12 - 14 Mei
PT AP I
11
31
Ujian Perpanjangan Lisensi AVSEC (Balikpapan II) /
Recurrent AVSEC License (Balikpapan II)
14 - 16 Mei
PT AP I
11
32
Ujian Perpanjangan Lisensi AVSEC (Bali IV) /
Recurrent AVSEC License (Bali IV)
19 - 21 Mei
PT AP I
16
33
Ujian Perpanjangan Lisensi AVSEC (Surabaya IV) /
Recurrent AVSEC License (Surabaya IV)
19 - 21 Mei
PT AP I
17
34
Ujian Perpanjangan Lisensi AVSEC (Balikpapan III) /
Recurrent AVSEC License (Balikpapan Iii)
19 - 21 Mei
PT AP I
16
35
Ujian Perpanjangan Lisensi AVSEC (Bali V) /
Recurrent AVSEC License (Bali V)
21 - 23 Mei
PT AP I
14
36
Ujian Perpanjangan Lisensi AVSEC (Balikpapan IV) /
Recurrent AVSEC License (Balikpapan IV)
21 - 23 Mei
PT AP I
16
37
Ujian Perpanjangan Lisensi AVSEC (Bali VI) /
Recurrent AVSEC License (Bali VI)
26 - 28 Mei
PT AP I
19
38
Ujian Perpanjangan Lisensi AVSEC (Solo) /
Recurrent AVSEC License (Solo)
26 - 28 Mei
PT AP I
16
39
Ujian Perpanjangan Lisensi AVSEC (Biak) /
Recurrent AVSEC License (Biak)
26 - 28 Mei
PT AP I
16
40
Diklat Apron Movement Control /
Training Apron Movement Control
23 Nopember - 18 Desember
PT AP I
20
41
Diklat Basic PKP-PK Angkatan I Tahun 2015 /
Basic Training PKP-PK Group I 2015
16 September - 4 Nopember
PT AP I
24
42
Diklat Basic PKP-PK Angkatan II Tahun 2015 /
Basic Training PKP-PK Force II 2015
16 September - 4 Nopember
PT AP I
23
43
Diklat Junior PKP-PK Angkatan III Tahun 2015 /
Training Junior PKP-PK Force III 2015
18 Mei - 26 Juni
PT AP I
20
44
Diklat Basic Aviation Security Angkatan IX Tahun 2015 /
Training Basic Aviation Security Force IX 2015
16 September - 9 Oktober
PT AP I
21
45
Diklat Basic Aviation Security Angkatan X Tahun 2015 /
Training Basic Aviation Security Force X 2015
16 September - 9 Oktober
PT AP I
21
46
Diklat Basic Aviation Security Angkatan XI Tahun 2015 /
Training Basic Aviation Security Forces XI 2015
16 September - 9 Oktober
PT AP I
20
47
Diklat Salvage Angkatan II Tahun 2015 /
Salvage Training Force II 2015
1 - 16 Desember
PT AP I
20
17 - 20 Maret
PT AP I
12
48
Perpanjangan SKP PKP-PK Batch I
Recurent Airport Fire Fighting & Rescue License Batch I
25 - 28 Maret
PT AP I
19
30 Maret - 3 April
PT AP I
20
7 - 10 April
PT AP I
8
28 April - 1 Mei
PT AP I
17
4 - 7 Mei
PT AP I
16
12 - 15 Mei
PT AP I
14
49
50
51
92
Profil Perusahaan
Company Profile
Perpanjangan SKP PKP-PK Batch II
Recurent Airport Fire Fighting & Rescue License Batch II
Perpanjangan SKP PKP-PK Batch III
Recurent Airport Fire Fighting & Rescue License Batch III
Perpanjangan SKP PKP-PK Batch IV
Recurent Airport Fire Fighting & Rescue License Batch IV
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
20 - 23 Mei
PT AP I
9
27 - 30 Mei
PT AP I
9
5 - 8 Agustus
PT AP I
16
12 - 15 Agustus
PT AP I
14
8 - 11 September
PT AP I
11
15 - 18 September
PT AP I
11
Tata Kelola Perusahaan
Good Corporate Governance
No.
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Nama Program
Name of Program
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
23 - 26 September
PT AP I
7
20 - 23 Oktober
PT AP I
8
52
Perpanjangan SKP Salvage
Recurent Salvage License
20 - 23 Oktober
PT AP I
11
53
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(DPS) / Recurent Aviobridge, marshaller and AMC
License (DPS)
11 - 12 Desember
PT AP I
19
54
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(Sub I) / Recurent Aviobridge, marshaller and AMC
License (SUB I)
22 - 23 Desember
PT AP I
20
55
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(SUB II) / Recurent Aviobridge, marshaller and AMC
License (SUB II)
14 - 15 Desember
PT AP I
17
56
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(UPG) / Recurent Aviobridge, marshaller and AMC
License (UPG)
10 - 11 Desember
PT AP I
12
57
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(BPN) / Recurent Aviobridge, marshaller and AMC
License (BPN)
15 - 16 Desember
PT AP I
17
58
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(SOC) / Recurent Aviobridge, marshaller and AMC
License (SOC)
17 - 18 Desember
PT AP I
13
59
Audit Intern Tingkat Dasar I /
Internal Audit Basic Level I
9 Maret - 20 Maret
Yayasan Pendidikan
Internal Audit
1
60
Audit Intern Tingkat Dasar II /
Basic Level II Internal Audit
23 Maret - 2 April
Yayasan Pendidikan
Internal Audit
1
61
Audit Intern Tingkat Dasar II /
Basic Level II Internal Audit
27 Juli - 7 Agustus
Yayasan Pendidikan
Internal Audit
1
62
Audit Intern Tingkat Lanjutan I /
Internal Audit Advanced Level I
22 Juni - 3 Juli
Yayasan Pendidikan
Internal Audit
1
63
Public Training Internal Audit Tingkat Managerial /
Public Training Internal Audit Managerial Level
19 - 28 Januari ; 23 Februari - 4
Maret ; 9 - 18 Maret
Yayasan Pendidikan
Internal Audit
15
64
Workshop Community Development Management
65
Hukum Pajak / Tax law
66
Pelatihan Tatanan Kebandarudaraan (Master Plan
Bandar Udara) / Training Kits Airport Affairs (Master
Plan for the airport)
67
Pelatihan Audit Mutu Internal Sistem Manajemen Mutu
ISO 9001:2008 / Internal Quality Audit Training Quality
Management System ISO 9001: 2008
68
Pelatihan Interpretasi dan Dokumentasi Sistem
Manajemen Mutu ISO 9001:2008 / Interpretation
Training and Documentation Quality Management
System ISO 9001: 2008
69
18 - 20 Mei
PT AP I
24
2 - 5 Februari
PT AP I
25
10 - 12 Nopember
PT AP I
25
28 - 30 April
PT AP I
20
7 - 9 April
PT AP I
20
Training Enterprise Risk Management For Department
Head
12 - 13 Maret
PT AP I
35
70
Training Enterprise Risk Management For Section Head
And Person in Charge (PIC)
9 - 10 Maret
PT AP I
35
71
Pelatihan Public ISO 31000 ERM Fundamental /
Public Training ISO 31000 ERM Fundamental
2 - 6 Maret
CRMS Indonesia
13
72
Sertifikasi Manajemen Risiko CRMS /
CRMS Risk Management Certification
9 Mei
CRMS Indonesia
1
73
Workshop Certified Risk Management Officer
24 - 27 Februari
CRMS Indonesia
3
74
Workshop Pembentukan Tunas, Sistem dan Komite
Integritas / Shoot Formation Workshop, Systems and
Integrity Committee
3 - 4 Juni
PT AP I
24
75
Workshop Tunas Integritas Batch III /
Shoots Integrity Workshop Batch III
30 Nopember - 2 Desember
PT AP I
26
76
Diklat Sar Laut / Sea Training Sar
26 Nopember - 2 Desember
PT AP I
30
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
93
Laporan Manajemen
Management Report
Nama Program
Name of Program
No.
94
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
77
Workshop Dangerous Goods Awareness (SUB)
1 - 3 Juli
PT AP I
90
78
Workshop Dangerous Goods Awareness (KOE)
6 - 7 Juli
PT AP I
60
79
Workshop Dangerous Goods Awareness (UPG)
8 - 9 Juli
PT AP I
90
80
Workshop Dangerous Goods Awareness (AMQ)
6 - 7 Juli
PT AP I
60
81
Workshop Dangerous Goods Awareness (JOG)
28 - 29 Juli
PT AP I
60
82
Workshop Dangerous Goods Awareness (BDJ)
83
Jambore AVSEC
30 - 31 Juli
PT AP I
60
22 - 28 Maret
PT AP I
155
84
Public Training Workshop Penyelamatan dan First Aid
(P3K) / Public Training Workshop Rescue and First Aid
(P3K)
9 - 11 September
PT Sinergi Solusi
Indonesia
20
85
86
Airport Safety Investigation
23 - 27 Maret
PT AP I
30
Eco Airport
3 - 5 Juni 2015
PT AP I
24
87
Waste Management System
88
Pelatihan Airport Safety Management System Tahun
2015 / Airport Safety Management System Training 2015
15 - 17 Juni
PT AP I
20
16 - 20 Nopember
PT AP I
25
89
Diklat Electrical Automation PLC and Scada Training /
Training Electrical Automation PLC and Scada Training
16 - 18 Desember
Productivity and Quality
Improvement
16
90
Cisco Certified Network Associate Fast Track dan Teknisi
Jaringan / Cisco Certified Network Associate Fast Track
and Network technician
20 - 29 April
Net Campus
10
91
Public Training Pembekalan dan Sertifikasi Ahli Muda
Manajemen Proyek / Public Training and Certification
Briefing Young Expert Project Management
4 - 7 Mei
IAMPI
10
92
Workshop Project and Program Management
6 - 9 April
ADW Consulting
20
93
Training Contract Management in Construction
2 - 4 September
ADW Consulting
12
25 - 30 Mei
Garuda Indonesia
Training Center
20
19 - 22 Oktober
Ikatan Akuntan
Indonesia
20
10 - 13 Nopember
PT Angkasa Pura I
bekerja sama dengan
PPAK
22
24 Agustus - 2 September
PT AP I
20
16 - 20 Nopember
EDUTRAIN
16
12 -16 Oktober
MULTIMATIC
14
2 - 4 November
EDUTRAIN
16
94
Public Training Basic Cargo Skills and Procedures
95
Workshop and Focus Group Discussion Analisa Laporan
Keuangan / Workshop Focus Group Discussion and
Analysis of Financial Statements
96
Public Training "Pelatihan Strategic Planning and
Corporate Budgeting" and Focus Group Discussion
97
Training Branch Key User SAP Modul FICO
98
Pelatihan Windows Server 2012 Virtualization / Windows
Server 2012 Virtualization Training
99
Workshop Cisco Certified Network Associate (CCNA) +
Exam
100
Pelatihan Information Technology Infrastructure Library
(ITIL) Foundation / Training Information Technology
Infrastructure Library (ITIL) Foundation
101
Training IT Project Management and Exam Batch I
28 September - 3 Oktober
INIXINDO
7
102
Training IT Project Management and Exam Batch II
7 - 12 September
INIXINDO
8
103
Training IEEE Certified Software Development
Professional
9 - 12 Nopember
INIXINDO
8
104
Pelatihan Goal Setting and KPI Development Batch I /
Goal Setting Training and Development KPI Batch I
18 - 19 Nopember
STELLAR HR
25
105
Workshop Evaluasi Struktur Organisasi dan Analisa
Beban Kerja / Workshop Evaluation and Analysis
Organizational Structure Workload
4 - 6 Februari
PPM Manajemen
25
106
Pelatihan Investigasi dan Kegiatan Forum Group
Discussion untuk Tim P4DP / Investigation Training and
Event Group Discussion To Tim P4DP
5 - 8 Oktober
PT Angkasa Pura I
bekerja sama dengan
PT Sinergi Solusi
Indonesia
25
107
Bahasa Inggris Kelas Elementary III Untuk Officer /
Elementary English Class III To Officer
22 Juni - September
PT AP I
20
108
Pelatihan Bahasa Inggris Kelas Conversation untuk
Officer / English Conversation Class Training For
Officer
22 Juni - September
PT AP I
18
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
No.
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Nama Program
Name of Program
Sumber Daya Manusia
Human Capital
Waktu
Time
Penyelenggara
Organizers
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
109
English Conversation Club Class A
Agustus - Oktober
PT AP I
14
110
English Conversation Club Class B
Agustus -Oktober
PT AP I
14
111
Diklat General Instructor Course Tahun 2015 / General
Instructor Training Course 2015
1 - 19 Desember
PT AP I
20
112
Pra Purnabakti Batch XI
20 - 23 April
PT AP I
26
113
Pra Purnabakti Batch XII
25 - 28 Mei
PT AP I
26
114
Pra Purnabakti Batch XIII
31 Agustus - 4 September
PT AP I
25
115
Pra Purnabakti Batch XIV
28 September - 2 Oktober
PT AP I
25
116
Airport Management Profesional Acreditation Program
Online Course - Airport Operations, Safety and Security
13 April - 10 Mei
ACI ICAO
5
117
Airport Management Profesional Acreditation Program
Elective Course - Airport Safety Course ACI/ICAO
Aerodrome Certification
25 - 29 Mei
ACI ICAO
1
118
Airport Management Profesional Acreditation Program
Online Course - Airport Planning, Development and
Environmental Management
14 September - 11 Oktober
ACI ICAO
5
119
Airport Management Profesional Acreditation Program
Elective Course - Airport Revenue Generation dan
Kegiatan Benchmarking Ke Munich International
Airport / Airport Management Profesional Acreditation
Program Elective Course - Airport Revenue Generation
and Event Benchmarking To Munich International
Airport
19 - 23 Oktober 2015 dan 26 27 Oktober
ACI ICAO
2
120
Focus Group Discussion Risk Diplomacy Leading The
Charge for Successful ERM
14 Januari
PT Interlink Indonesia
3
121
Workshop "Aspek Legal Penugasan Auditor Internal"
/ Workshop “Legal Aspects of the Internal Auditor
Assignment”
24 Januari
Risk Management
Internasional
2
122
Public Training "Create Your Own KM Initiative, Now!"
9 - 11 Pebruari
ITTC KNOCO Indonesia
2
123
Public Training Pelatihan "Prosedur Pengadaan
Barang dan Jasa BUMN" / Public Training Training
“Procurement Procedure SOE”
4 - 6 Pebruari
BEPROF
2
124
Public Training "Strategic Management of Training
Center and Training Division"
10 - 11 Pebruari
Indolatih Management
2
125
Workshop Analisis Beban Kerja dan Perencanaan
Kebutuhan SDM Perusahaan / Workshop Workload
Analysis and Planning Human Capital Needs Company
9 - 10 Pebruari
INDOTAMA
2
126
Workshop Tindak Lanjut "Feedback" Hasil Assessment
IQA 2014 / Follow-up Workshop “Feedback” IQA
Assessment Results 2014
11 Pebruari
QIA Foundation
2
127
Workshop Evaluasi Kinerja Examiner / Workshop on
Performance Evaluation Examiner
12 Pebruari
QIA Foundation
1
128
Pelatihan Managing Information Technology Risks /
Training Managing Information Technology Risks
23 - 24 Pebruari
Andalan Nusantara
Teknologi
3
129
Public Training Pelatihan General Affair Management /
Public Training Training General Affair Management
26 - 27 Pebruari
Bina Management
Center
2
130
Public Training Workshop Training Need Analysis
5 - 6 Maret
INDOTAMA
1
131
Seminar HR Director / HR Director Seminar
12 Maret
INTI Pesan
2
132
Training Interpretasi Kriteria Menggunakan "Kerangka
Kinerja Ekselen Baldrige 2015-2016" / Interpretation
Training Using the criteria “excellence Baldrige
Performance Framework 2015-2016”
9 - 11 Maret
IQA Foundation
3
133
Seminar Menuju Toilet Bersih dan Higienis /
Towards Clean and Hygienic Toilet Seminar
27 Maret
Asosiasi Toilet Indonesia
4
2
134
Workshop "Electrical and Mechanical Safety"
25 - 26 Maret
Pusat Pengembangan
Profesi Indonesia
135
Pelatihan Airport Slot and Scheduling /
Training Airport Slot and Scheduling
25 - 27 Maret
IATA
8
136
Seminar Jaminan Kesehatan Karyawan /
Employee Health Insurance Seminar
25 - 26 Maret
Puri Communication
3
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
95
Laporan Manajemen
Management Report
96
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Jumlah Peserta
Number of
Participants
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
137
Workshop Compliance and Whistleblowing Governance
16 - 17 APRIL
JSM Management
Consulting
2
138
Training General Ground Support Equipment Operator
Familiarization
13 - 28 April
Gapura Learning Center
10
139
Seminar Nasional Internal Audit 2015 dan Wisudawan
QIA / National Seminar on Internal Audit in 2015 and
Graduates QIA
14 - 16 April
Yayasan Pendidikan
Internal Audit
21
140
Training Interpretasi Kriteria Menggunakan "Kerangka
Kinerja Ekselen Baldrige 2015-2016" Batch II /
Interpretation Training Using the criteria “excellence
Baldrige Performance Framework 2015-2016” Batch II
20 - 22 April
IQA Foundation
5
141
Public Training Seminar Indonesia Training and
Development Summit
22 - 23 April
INTI Pesan
2
142
Public Training Building Maintenance
15 - 17 April
EXPERTINDO
2
143
Public Training Designing Training Program
28 - 30 April
PT INSMART
1
144
Workshop Analisis Beban Kerja dan Perencanaan
Kebutuhan SDM Peusahaan / Workshop Workload
Analysis and Requirements Planning Corporate Human
Resources
27 - 28 April
INDOTAMA
1
145
Diklat Nasional Modus Operandi Baru dan Pola
Pengungkapan Kasus / National Training and New
Modus Operandi Disclosure Pattern Case
16 - 17 April
Lembaga Diklat Profesi
PPNS - RI
4
146
Pelatihan Nasional Pendekteksian Kecurangan (Fraud)
dengan Menggunakan Software Audit / The National
Training pendektesian Fraud (Fraud) Using Software
Audit
17 - 18 April
PUSPIN
1
147
Training Certified Data Center Professional + Exam
4 - 5 Mei
INIXINDO
2
148
Seminar Nasional Teknik Negosiasi dalam Perundingan
Penyelesaian Kasus Hubungan Industrial di Perusahaan
/ National Seminar on Negotiation Techniques
Negotiation Settlement In Case of Industrial Relations
25 - 26 Maret
Forum Peduli Solidaritas
Bangsa
2
149
Seminar "Apakah Business Judgement di Lingkungan
BUMN Dapat Dipidana Korupsikan?" / Seminar “Is the
Business Judgment in Environmental SOE to Punishable
Korupsikan?”
7 - 8 Mei
INTRINSICS
3
150
Public Training Workshop Tehnik Penyusunan dan
Penetapan Harga Perkiraan Sendiri dalam Pengadaan
Barang dan Jasa Perusahaan / Public Training
Workshop on Preparation Technique and Pricing
Estimates Alone In Procurement Company
7 - 9 Mei
INDOLATIH
Management
3
151
Workshop dan Dialog Nasional Pertanahan / Workshop
and the National Dialogue Land
21 - 22 Mei
Pusat Pengkajian
Informasi Nasional
1
152
Pelatihan Tata Cara Penghapusan Piutang BUMN /
Training Procedures for Removal of SOE Accounts
27 - 29 Mei
INTRINSICS
2
153
Public Training Network Security Administrator + Exam
8 - 12 Juni
INIXINDO
2
154
Pelatihan Change ISO 9001: 2015 /
Change Training ISO 9001: 2015
27 - 28 MEI
Global Pro Management
2
155
Training Examiner "Kerangka Kinerja Ekselen Baldrige
2015 - 2016" / Training Examiner”excellence Baldrige
Performance Framework 2015 - 2016”
25 - 29 Mei
IQA Foundation
1
156
Workshop Strategic Managing Learning and
Development
28 - 29 Mei
INDOLATIH
Management
1
157
Public Training Basic Financial Modeling /
Public Training Basic Financial Modeling
23 Mei - 13 Juni
FE Universitas Indonesia
1
158
Pelatihan Financial Statement Analysis /
Financial Statement Analysis Training
9 - 10 Juni
PPM Manajemen
2
159
Pelatihan Practical Behavior - Based Interview /
Practical Training Behavior - Based Interview
4 - 5 Juni
PPM Manajemen
1
160
Jambore Media dan PR Indonesia /
Jamboree Media and PR Indonesia
10 - 11 Juni
Serikat Perusahaan
PERS
2
161
Kursus Intensif Aspek Penting Peraturan Bank Indonesia
No. 17/3/PBI/2015 / Intensive Course Important Aspects
of Bank Indonesia Regulation No. 17/3 / PBI / 2015
11 Juni
PT Thals Pilar Indonesia
1
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
162
Workshop Monitoring dan Evaluasi Penyusunan RKAP
dan KPI BUMN dan Anak Perusahaan / Workshop on
Monitoring and Evaluation Preparation of CBP and KPI
SOEs and Subsidiaries
12 Juni
Media Pekerja BUMN
2
163
Musyawarah Nasional Forum Humas BUMN /
National Congress of SOE Public Forum
24 - 26 Juni
Forum Human BUMN
2
164
Public Training Financial Modelling
24 - 26 Juni
MUC Consulting Group
5
165
Akuntansi Manajemen / Management accounting
15 Agustus - 17 Oktober
Universitas Indonesia
2
166
KM Summit Indonesia Tahun 2015 /
KM Summit Indonesia 2015
25 - 27 Agustus
ITTC Knoco Indonesia
4
167
Pelatihan ISO 31000 Standar Internasional Manajemen
Risiko Implementasi ERM / Training International
Standard ISO 31000 Risk Management ERM
Implementation
7 - 11 September
CRMS Indonesia
1
168
Pelatihan Metode Penyusunan Spesifikasi dan Harga
Perkiraan Sendiri / Training Method of Preparation of
Specifications And Price Estimate Alone
16 - 18 September
Mark Share People
Development
2
169
Seminar dan Mukernas FKSPI 2015 "Good Governance Excellent Performance" / Mukernas Fkspi and Seminar
2015 “Good Governance - Excellent Performance”
16 - 18 September
Panitia Seminar dan
Mukernas 205
2
170
Training Human Capital Management Certification
(HCMC)
25 - 28 Agustus; 21 - 23
September; 28 - 30 Oktober,
25 - 27 Nopember
PPM Manajemen
1
171
Workshop Penyusunan Business Plan /
Business Plan Workshop
26 Agustus
DHN Consulting
3
172
Pelatihan Assessor KPKU/Interpretasi KPKU /
KPKU Assessor Training / Interpretation KPKU
26 - 28 Agustus
Forum Ekselen BUMN
4
173
Pelatihan Assessor KPKU Lanjutan /
Continued KPKU Assessor Training
3 - 4 September
Forum Ekselen BUMN
1
174
Workshop Pematangan Konsep dan Panduan Sistem
Integritas (Kolaborasi Tunas Integritas Nasional II 2015)
/ Maturation Workshop Concepts and Guidance System
Integrity (Integrity Tunas National Collaboration II 2015)
24 - 27 Agustus
KPK
3
175
Public Training Feasibilty Study
9 - 11 September
PPM Manajemen
1
176
Workshop Designing Training Program
177
Certified Human Resources Professional
178
Pelatihan Assessment Center Assessor Certification /
Training Assessment Center Assessor Certification
21 - 23 September
PPM Manajemen
3
15 September - 20 Nopember
UNIKA Atma Jaya
1
9 - 13 Nopember
PPM Manajemen
2
7 - 8 Oktober
PPM Manajemen
3
15 Oktober
Universitas Andalas
1
19 - 31 Oktober
PT Sinergi Solusi
Indonesia
7
179
Workshop Evaluating Training Program
180
Seminar Nasional "Auditing and Ethics: Current Issues
and Future Treaths" / National Seminar on “Auditing
and Ethics: Current Issues and Future Treaths”
181
Pelatihan Sertifikasi Ahli K3 Umum / Pelatihan
Sertifikasi Ahli K3 Umum / K3 Expert Certification
Training Works
182
The 1st Asean Marketing Summit 2015
9 Oktober
Mark Plus
8
183
The 3rd International Seminar and Conference on
Learning Organization
4 - 5 Nopember
TELKOM
3
184
Public Training Digital Marketing
21 - 22 Oktober
PPM Manajemen
1
185
Pelatihan Assessor KPKU / Assessor Training KPKU
21 - 23 Oktober
Forum Ekselen BUMN
2
186
Pelatihan Interpretasi KPKU /
Interpretation Training KPKU
21 - 23 Oktober
Forum Ekselen BUMN
2
187
National Anti Fraud Conference 2015
20 - 22 Oktober
Associate For Certified
Fraud Examiner
1
188
Public Training Workshop Lelang Penghapusan Aset
Perusahaan / Public Training Workshop Removal
Auction Company Assets
22 - 23 Oktober
LIIP
2
189
Public Training Air Conditioning and HVAC
10 - 12 Nopember
CONVERSINDO
2
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
97
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Jumlah Peserta
Number of
Participants
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
190
Pelatihan ISO 31000 Standar International Manajemen
Risiko ERM Fundamental dan Sertifikasi ERMAP Model
EBA / Training International Standard ISO 31000 Risk
Management ERM Fundamentals and Certification
Model ERMAP Eba
7 - 12 Desember
CRMS Indonesia
3
191
Public Training Building Maintenance and Facilities
25 - 27 Nopember
CONVERSINDO
2
192
Public Training Feasibilty Study
18 - 20 Nopember
PPM Manajemen
1
193
Airport Planning and Management Course
4 - 10 Nopember
PPSDM
2
194
Pelatihan Developing Positive Mind /
Developing Positive Mind Training
14 Nopember
MAHADIBYA
66
195
Airspace Management Course
16 - 20 Nopember
PPSDM
2
196
Temu Karya Mutu dan Produktivitas Nasional (TKMPN)
XIX dan IQPC 2015 / Gathering Quality and Productivity
Council (TKMPN) XIX AND IQPC 2015
23 - 26 Nopember
Wahana Kendali Mutu
3
197
Measuring on Training Investment (ROTI)
2 - 3 Desember
PPM Manajemen
3
198
Pelatihan Internal Auditor SMK3 /
Internal Auditor Training SMK3
7 - 10 Nopember
SMK3
3
199
Seminar Nasional Mencegah Tindak Pidana Korupsi
Pengadaan Barang dan Jasa / National Seminar on
Preventing Corruption Procurement
9 Desember
KPK
4
200
Workshop Legal Opinion dan Legal Audit /
Workshop Legal Opinion and Legal Audit
16 - 18 Desember
INTRINSICS
1
201
Public Training Building Service Culture
16 - 17 Desember
PPM Manajemen
1
202
Seminar Reshaping, Sharpening and BUMN Outlook
2016 / Reshaping seminars, Sharpening and SOE
Outlook 2016
17 Desember
FE Universitas Indonesia
1
203
Public Training Interpersonal Softskill
15 - 16 Desember
PPM Manajemen
1
204
Aerodrome Inspection in Asean Oleh Pemerintah
Korea Selatan / Aerodrome Inspection In Asean By the
Government of South Korea
12 - 21 Mei
Incheon Airport Aviation
Academy
1
205
The 1st Corporate Secretary Forum
28 - 30 April
Serikat Perusahaan Pers
1
206
ACI Global Training - Developing A Customer Service
Culture at Airports
26 - 30 Juli
ACI
3
207
ASM Route Development Programme - The
Fundamentals of Route Development
19 - 20 Mei
ASM Global
1
208
ASM Route Development Programme - The
Fundamentals of Route Development
20 - 20 Mei
ASM Global
1
1
209
Airport Terminal Operation Course
21 - 30 Juli
Incheon Airport Aviation
Academy
210
2015 ACI Asia - Pacific HR Best Practice Seminar dan
Kegiatan Benchmarking ke Haneda International
Airport / 2015 ACI Asia - Pacific Hr Best Practice
Benchmarking Seminar and Event To Haneda
International Airport
5 - 9 Oktober
ACI
3
211
Ampap Gateway Course - Air Transport System
5 - 9 Oktober
ACI ICAO
3
212
ACI Online Learning - Certificate in Concession
Management
7 Minggu
ACI Online Learning
Center
3
213
ACIIA Manila Conference and On-Site Learning 2015
2 - 7 Nopember
Yayasan Pendidikan
Internal Audit
2
214
Pelatihan Airfield Pavement Design and Evaluation
Training Course di Singapore / Training Airfield
Pavement Design and Evaluation Training Course in
Singapore
23 - 26 Nopember
Equip Global
4
215
INACA -IATA Dangerous Goods Workshop
216
Workshop Risk Based Internal Audit
217
ACI Online Learning - Certificate in Airport Business
Operations
218
ACI Global Training - Airport Revenue Generation
TOTAL
98
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
17 Nopember
IATA
9
9 - 10 Desember
Green Forest Singapore
2
7 Minggu
ACI
2
19 - 23 Oktober
ACI
2
3,523
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Komposisi Pemegang Saham
Composition of Shareholders
PT Angkasa Pura I (Persero) merupakan Badan Usaha Milik
Negara yang sahamnya 100% dimiliki oleh Negara Repulik
Indonesia. Perseroan didirikan berdasarkan Peraturan
Pemerintah Nomor 5 Tahun 1992 tentang Pengalihan Bentuk
Perusahaan Umum (PERUM) Angkasa Pura I menjadi
Perusahaan (Persero) dengan Akta Notaris Muhani Salim,
SH, tanggal 3 Januari 1993. Akta tersebut telah memperoleh
persetujuan Menteri Kehakiman dengan keputusan Nomor
C2-2470.HT.01.01 Tahun 1993 tanggal 24 April 1993 dan
diumumkan dalam Berita Negara Republik Indonesia Nomor
52 tanggal 29 Juni 1993 dengan Tambahan Berita Negara
Republik Indonesia Nomor 2914/1993.
PT Angkasa Pura I (Persero) is a State-owned Enterprise
with 100% shares owned by the Republic of Indonesia. The
Company was established by virtue of Government Regulation
Number 5 of 1992 regarding the Transformation of the Public
Company (PERUM) Angkasa Pura I to become a Limited
Liability Company (Persero) under the notarial deed by Notary
Muhani Salim, SH, dated 3 January 1993. The Notarial Deed
was approved by the Minister of Justice by virtue of Decree
Number C2-2470.HT.01.01 of 1993 dated 24 April 1993 and as
announced in the State Gazette of the Republic of Indonesia
Number 52 dated 29 June 1993 and in the Supplementary
of the State Gazette of the Republic of Indonesia Number
2914/1993.
Pada tahun 1998, Anggaran Dasar Perusahaan mengalami
perubahan berdasarkan keputusan dalam Rapat Umum
Pemegang Saham tanggal 14 Januari 1998 dan telah
diaktakan dengan akta Notaris Imas Fatimah, SH, Nomor 15
tanggal 16 April 1998 dan Akta perbaikan Nomor 30 tanggal 18
September 1998. Perubahan Anggaran Dasar 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.
In 1998, the Articles of Association was amended based
on the General Shareholders Meeting held on 14 January
1998 and notarized by Notary Imas Fatimah, SH, Number
15 dated April 16, 1998 and Deed of amendment Number 30
dated September 18, 1998. The amendment of the Articles
of Association was ratified by the Minister of Justice of the
Republic of Indonesia Number C2-25829.HT.01.04 of 1998
dated 19 November 1998 and placed in the State Gazette of
the the Republic of Indonesia Number 50 dated 22 June 1999
and in the Supplementary of the State Gazette of the Republic
of Indonesia Number 3740/1999.
Anggaran Dasar PT Angkasa Pura I (Persero) mengalami
perubahan yang terakhir pada tanggal 15 Agustus 2012
berdasarkan akta Pernyataan Keputusan Rapat dan
Keputusan Para Pemegang Saham yang diambil di Luar
Rapat PT Angkasa Pura I (Persero) No. 5 pada tanggal
sebagaimana disebutkan di atas oleh Notaris Utiek R.
Abdurachman, SH, MLI, MKn, mengenai peningkatan modal
dasar dan penambahan modal Negara Republik Indonesia
ke dalam modal Perusahaan serta pemberhentian dan
pengangkatan anggota Dewan Komisaris.
The Articles of Association of PT Angkasa Pura I (Persero) was
amended lastly on 15 August 2012 as stipulated in the Minutes
of Meeting and in the Decision of the Shareholders that was
decided in a meeting separate from the meetings held by
PT Angkasa Pura I (Persero) with reference Number No. 5 as
referred to above, notarized by Notary Utiek R. Abdurachman,
SH,MLI, MKn, regarding the increase of the base capital
and additional capital from the Republic of Indonesia for
the Company and the termination and appointment of the
members of the Board of Commissioners.
Akta tersebut telah mendapat pengesahan dari Menteri
Hukum dan Hak Asasi Manusia Republik Indonesia dengan
Nomor: AHU-46777.AH.01.02 Tahun 2012 tanggal 3 September
2012 yang telah dimuat dan di umumkan dalam Berita
Negara Republik Indonesia Nomor 84 tanggal 19 Oktober
2012 dengan Tambahan Berita Negara Republik Indonesia
Nomor 62059/2012. Selanjutnya atas pengangkatan dan
pemberhentian anggota Dewan Komisaris serta penetapan
Komisaris Independen dinyatakan dalam akta terpisah oleh
Notaris Nanda Fauz Iwan, SH, MKn Nomor 5 tanggal 18
Desember 2012. Setelah keluarnya akta perubahan modal
dasar dan modal disetor sebagaimana disebut di atas maka
pasal 4 (empat) dalam Anggaran Dasar Perusahaan berubah
menjadi sebagai berikut. 1. Modal Dasar Perusahaan
ditetapkan sebesar 12.000.000 saham, masing-masing
dengan nilai nominal sebesar Rp1.000.000,- atau seluruhnya
This deed was ratified by Minister of Law and Human Rights
of the Republic of Indonesia by virtue of Decree Number
AHU-46777.AH.01.02 of 2012 dated 3 September 2012 that
published and announced an the Republic of Indonesian
News Number 84 dated October 19, 2012 with Additional the
Republic of Indonesia News Number 62059/2012. Furthermore
the appointment and dismissal of members of the Board of
Commissioners and the the appointment of an independent
Commissioner is stated in a separate deed notarized by
Notary Nanda Fauz Iwan, SH, MKn Number 05 dated
18 December 2012. Upon issuance of the Amendment of the
Base Capit al and Paid-Up Capital as referred to above,
therefore, Article 4 (four) in the Company’s Articles of
Association of the Company is amended as follows: 1. The Base
Capital of the Company is equivalent to 12,000,000 shares,
valuing each Rp1,000,000 or totaling Rp12,000,000,000,000.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
berjumlah Rp12.000.000.000.000,-. 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,- ke dalam
kas Perusahaan, dengan cara sebagai berikut. i. Sebesar
Rp1.800.000.000.000,- 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 Rp1.388.244.029.123,52
telah disetorkan ke dalam kas Perusahaan. iii. Sebesar
Rp970.876,48 telah disetor ke dalam kas Perusahaan yang
berasal dari kapitalisasi cadangan.
The capital placement from this capital that is fully paid by
the State of the Republic of Indonesia is 3,188,245 shares or
totaling a value of Rp3, 188,245,000,000 that is placed as
cash in the Company’s books through the following method: i.
The amount of Rp1, 800,000,000,000 is deposited in cash as
the former capital placement as stated in the Deed Number
02 dated 09 August 2007 by Notary Nanda Fauz Iwan, SH,
MKn in Jakarta. ii. The capital placement as participation
of the State amounting to Rp1, 388,244,029,123.52 has been
deposited into the Company’s cash account. iii. The amount
of Rp970,876.48 has been deposited into the Company’s
account derived from the capitalization of the reserves.
Berdasarkan akta notaris Nanda Fauz lwan, SH, MKn
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 dan telah
dimuat dan diumumkan dalam Berita Negara Republik
Indonesia Nomor 24 tanggal 25 Maret 2014 dengan Tambahan
Berita Negara republik Indonesia Nomor 255/L tahun 2014,
menyatakan persetujuan Menteri BUMN selaku RUPS
Perseroan atas peningkatan modal disetor yang diambil
dari kapitalisasi sebagian cadangan Perusahaan sampai
dengan tahun buku 2011 sejumlah 300.000 saham dengan
nilai nominal Rp1.000.000,- sehingga seluruhnya seharga
Rp300.000.000.000,- yang seluruhnya diambil bagian oleh
Negara Republik Indonesia. Sehingga modal ditempatkan
dan disetor menjadi sebesar Rp3.488.245.000.000,-.
Based on the notarial deed of Notary Nanda Fauz Iwan,
SH,MKn No. 02 dated January 16, 2013 which notarial
documentis archived in the database of Administration
System of Legal Entities of the Ministry of Justice and Human
Rights of the Republic of Indonesia No. AHU-AH.01.10-02672
dated January 31, 2013 that publised and announced the
Republic of Indonesia News Number 24 dated March 25,
2014 and additional the Republic of Indonesia News Number
255/L year 2014, the Company agreed to increase their
paid-upcapital, by capitalizing a portion of the Company’s
reservesaccumulated up to 2011 totalling 300,000 shares
withthe nominal value of Rp1,000,000, resulting an amount
ofRp300,000,000,000,- as a full equity participation of
the State ofthe Republic of Indonesia. Therefore, the whole
nominal value become Rp3.488.245.000.000,-.
Berdasarkan akta notaris Julius Purnawan, SH, MSI No.
11 tanggal 22 September 2015 yang telah disimpan di
dalam database Sistem Administrasi Badan Hukum dari
Kementerian Hukum dan Hak Asasi Manusia Republik
Indonesia no. AHU-AH.01.03-0972301 tanggal 22 September
2015 yang telah dimuat dan diumumkan dalam Berita Negara
Republik Indonesia Nomor 95 tanggal 27 November 2015
dengan Tambahan Berita Negara republik Indonesia Nomor
584/L tahun 2015, menyatakan persetujuan Menteri BUMN
selaku RUPS Perseroan atas peningkatan modal disetor yang
semula modal awal 3.488.245 saham ditambahkan sebesar
2.926.167 saham diambil dari Penyertaan Modal Negara
Republik Indonesia berdasarkan Peraturan Pemerintah
Republik Indonesia Nomor 8 Tahun 2014 dan kapitalisasi
sebagian cadangan Perseroan sampai dengan tahun buku
2014 dengan nilai nominal Rp.1.000.000 (rupiah penuh)
sehingga seluruhnya seharga Rp.6.414.412.000.000 yang
seluruhnya diambil bagian oleh Negara Republik Indonesia.
Setelah keluarnya akta perubahan modal dasar dan modal
disetor sebagaimana disebut di atas maka Pasal 4 (empat)
dalam Anggaran Dasar Perseroan berubah menjadi sebagai
berikut:
Based on the notarial deed of Notary Julius Purnawan, SH, MSI
No. 02 dated September 22, 2015 which notarial document
is archived in the database of Legal Entities Administration
System of the Ministry of Justice and Human Rights of the
Republic of Indonesia No. AHU-AH.01.03-0972301 dated
September 22, 2015 that publised and announced the Republic
of Indonesia News Number 95 dated November 27, 2015 and
additional the Republic of Indonesia News Number 584/L year
2015, to increase their paid-up capital, with the beginning
capital of 3,488,245 shares, increase by 2,926,167 shares from
the capital placement as participation of the State based on
Government Regulation Number 8 of 2014 and by capitalizing
a portion of the Company’s reserves accumulated up to 2014
with the nominal value to Rp1,000,000 (in rupiah) as a whole
equity participation of the State of the Republic of Indonesia.
Upon issuance of the Amendment of the Base Capital and
Paid-Up Capital as referred to above, therefore, Article 4
(four) in the Company’s Articles of Association of the Company
is amended as follows:
(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).
(1)The Base Capital of the Company is equivalent to
12,000,000 shares, valuing each Rp1,000,000 or totalling
Rp12,000,000,000,000 (in rupiah)
100
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(2)Dari modal tersebut telah ditempatkan/diambil bagian
dan telah disetor penuh oleh Negara Republik Indonesia
sebanyak 6.414.412 saham atau seluruhnya berjumlah
Rp6.414.412.000.000, (Rupiah penuh) ke dalam kas
Perusahaan, dengan cara sebagai berikut.
(2) The capital placement from this capital that is fully paid by
the State of the Republic of Indonesia is 6,414,412 shares
or totaling a value of Rp6,414,412,000,000 that is placed
as cash in the Company’s books through the following
method:
a) Sebesar Rp3.488.245.000.000 (Rupiah penuh) telah
disetor dengan uang tunai sebagai setoran modal
lama sebagaimana dinyatakan dalam akta nomor
02 tanggal 16 Januari 2013 oleh Nanda Fauz Iwan,
SH., MKn., notaris di Jakarta yang telah memperoleh
pengesahan Menteri Hukum dan Hak AsasI Manusia
Republik Indonesia Nomor: AHU-AH. 01.10.02672
tanggal 31 Januari 2013.
a. The amount of Rp3,488,245,000,000 is deposited
in cash as the former capital placement as stated
in the Deed Number 02 dated 16 January 2013 by
Notary Nanda Fauz Iwan, SH, MKn in Jakarta, who
is validated by 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.
b)Sebesar Rp2.926.166.059.117,86 (Rupiah penuh)
yang berasal dari pengalihan Barang Milik
Negara pada Kementrian Perhubungan yang
pengadaannya bersumber dari APBN TA 1991/1992,
1992/1993, 1994/1995, 1997/1998, 1998/199, 2000,
2002, 2004, 2005, 2006, 2007, 2008, 2009, 2010,
dan 2011 sebagaimana ditetapkan dalam Peraturan
Pemerintah Republik Indonesia Nomor 8 Tahun 2014.
b.The amount of Rp2.926.166.059.117,86 from the
diversion of the state-owned asset to the Ministry
of Transportation which is procured from the State
Budget of 1991/1992, 1992/1993, 1994/1995, 1997/1998,
1998/1999, 2000, 2002, 2004, 2005, 2006, 2007,
2008, 2009, 2010, and 2011 as it is appointed on the
Government Regulation Number 8 of 2014.
c) Sebesar Rp940.882,14 (Rupiah penuh) yang berasal
dari kapitalisasi sebagian cadangan perseroan
sebagaimana tercatat dalam Laporan Keuangan
Tahun Buku 2014 yang telah diaudit oleh Kantor
Akuntan Publik (KAP) Hadori Sugiharto Adi & Rekan
sebagaimana suratnya Nomor: 11/LAIAP1/SBYI/
II/2015 tanggal 20 Februari 2015.
c. The amount of Rp940,882.14 from the capitalizing
a portion of Company’s reserved as it is stated
on the Financial Report of 2014 which has been
audited by Certified Public Accountant (CPA) Hadori
Sugiharto Adi & Partner according to the statement
Number: 11/LAIAP1/SBYI/II/2015 dated February 20,
2015.
KEPEMILIKAN SAHAM OLEH DEWAN
KOMISARIS DAN DIREKSI
SHARE OWNERSHIP OF THE BOARD
OF DIRECTOR AND THE BOARD OF
COMMISSIONER
Sampai dengan 31 Desember 2015, tidak terdapat kepemilikan
saham oleh Dewan Komisaris dan Direksi pada PT Angkasa
Pura I (Persero).
Up to December 31, 2015, there were no ownership of shares
of the Board of Commissioners and Board of Directors at PT
Angkasa Pura I (Persero).
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
101
Profil Perusahaan
Company Profile
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Daftar Entitas Anak dan/atau
Entitas Asosiasi
List of Subsidiaries Companies and/or Associated Entities
Tabel Daftar Entitas Anak dan/atau Entitas Asosiasi /
Table of the Subsidiaries Companies and Associated Entities
Kepemilikan
Saham
Shares
Ownership
Tahun Pendirian
Year of
Establishment
Status Operasi
Operational
Status
98,00%
2012
Beroperasi
Operating
Jakarta
99,97%
2012
Beroperasi
Operating
Properti / Property
Jakarta
99,96%
2012
Beroperasi
Operating
PT Angkasa Pura Suport
Jasa / Service
Jakarta
99,61%
2012
Beroperasi
Operating
PT Angkasa Pura Retail
Trading
Jakarta
97,50%
2014
Beroperasi
Operating
Ground Handling
10,00%
1998
Beroperasi
Operating
Jalan Tol /
Toll Road
8,00%
2011
Beroperasi
Operating
Dana Pensiun /
Pension Funds
100,00%
1998
Beroperasi
Operating
Yayasan
Kesejahteraan
Karyawan /
Employee Welfare
Foundation
100,00%
2003
Beroperasi
Operating
Nama
Name
Bidang Usaha
Business Field
Domisili
Location
Freight Forwarding
Jakarta
Hotel
ENTITAS ANAK / Subsidiaries Companies
PT Angkasa Pura Logistik
PT Angkasa Pura Hotel
PT Angkasa Pura Properti
ENTITAS ASOSIASI / Associated Entities
PT Gapura Angkasa
PT Jasa Marga Bali Tol
YAYASAN / Foundation
Dana Pensiun Angkasa Pura I
(DAPENRA)
Yayasan Kesejahteraan Karyawan
Angkasa Pura I (YAKKAP I)
ENTITAS ANAK
SUBSIDIARIES COMPANIES
Perseroan mendirikan 5 (lima) Anak Perusahaan yang
membantu untuk meningkatkan pendapatan bisnis non
aeronautika serta peningkatan Customer Satisfaction Index
(CSI).
The Company established 5 (five) Subsidiaries that are aimed
to generate non-aeronautical revenue sources as well as to
increase the Customer Satisfaction Index (CSI).
PT Angkasa Pura Logistik
Bidang usaha yang dijalankan oleh PT Angkasa Pura Logistik
adalah jasa pengurusan transportasi (freight forwarding)
dengan modal dasar sebesar Rp80 miliar terbagi dalam
80.000 saham dengan nilai nominal persahamnya sebesar
102
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
PT Angkasa Pura Logistik is a subsidiary of the Company that
engages in transportation management services (freight
forwarding) with an initial capital of Rp80 billion divided into
80,000 shares with a nominal valueof Rp1 million per share
Tata Kelola Perusahaan
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Corporate Social Responsibility
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Rp1 juta dan modal ditempatkan dan disetor sebesar
Rp21 miliar kepemilikian saham Angkasa Pura I pada
perusahaan ini sebanyak 20.580 saham, senilai Rp20,58
miliar atau 98%. Pendirian perusahaan telah mendapat
persetujuan dari Dewan Komisaris Angkasa Pura I Nomor:
194/DK.API/2011 tanggal 15 Desember 2011 dan didasarkan
pada akte Pendirian perusahaan Nomor 01 oleh Notaris
Nanda Fauzwan SH, MKn tanggal 6 Januari 2012. Akta
tersebut telah disahkan melalui keputusan menteri Hukum
dan Hak Asasi Manusia Republik Indonesia Nomor: AHU03158.AH.01.01.Tahun 2012 tanggal 18 Januari 2012.
and a capital placement of paid-up capital valuing Rp21
billion Angkasa Pura I sold 20,580 shares, worth Rp20.58
billion 98% of the subsidiary’s shares. The establishment of the
subsidiary company has received approval from the Board of
Commissioners of Angkasa Pura I as stipulated in the letter
Number 194/DK.API/2011 dated 15 December 2011 and based
on the certificate of establishment Number 01 notarized by
Notary Nanda Fauzwan SH, MKn6 January, 2012. The deed
has been approved by virtue of the Decree of the Minister of
Law and Human Rights of the Republic of Indonesia Number
AHU-03158.AH.01.01. 2012 dated 18 January 2012.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura
Logistik adalah sebagai berikut.
Komisaris Utama
: Rusli Amrin
Komisaris
: Diding Sunardi
Komisaris
: Parlindungan Situmorang
Direktur Utama
: Irwan Garniwa
Direktur Keuangan
: E.N. Fredy Santoso
dan Administrasi
Direktur Operasional : Satrio Witjaksono
dan Pengembangan Usaha
Board Structure of PT Angkasa Pura Logistik is as follows.
President Commissioner
Commissioner
Commissioner
President Director
Finance & Adminitration
Director
Operational & Bussiness
Development Director
:
:
:
:
:
Rusli Amrin
Diding Sukardi
Parlindungan Situmorang
Irwan Garniwa
E. N. Fredy Santoso
: Satrio Witjaksono
PT Angkasa Pura Hotel
PT Angkasa Pura Hotel bergerak di bidang usaha penyediaan
akomodasi pariwisata. PT Angkasa Pura Hotel didirikan
berdasarkan akte Nomor 03 oleh Notaris Nanda Fauz lwan
SH, MKn tanggal 6 Januari 2012. Entitas anak ini didirikan atas
persetujuan Dewan Komisaris Angkasa Pura Airports Nomor
192/DK.API/2011 tanggal 15 Desember 2011. Modal dasar
Rp120 miliar terbagi dalam 120.000 lembar saham dengan
nilai nominal saham sebesar Rp1 juta dan telah disetor penuh
Rp35,50 miliar Kepemilikian saham Angkasa Pura Airports
pada perusahaan ini sebanyak 35.460 saham, senilai Rp35,46
miliar atau 99,97%. Pendirian perusahaan ini telah disahkan
melalui Keputusan Menteri Hukum dan Hak Asasi Manusia
Republik Indonesia Nomor: AHU-03688. AH.01.01.Tahun 2012
tanggal 20 Januari 2012.
PT Angkasa Pura Hotel is a subsidiary that runs the hotel
business of the Company. This subsidiary was established
under the notarial deed Number 03 of Notary Nanda Fauz
lwan SH, MKn dated 6 January 2012. The Subsidiary was
established with the approval of the Board of Commissioners
of Angkasa Pura Airports Number 192/ DK.API/ 2011 dated
15 December 2011. The authorized capital amounting Rp120
billion is divided into 120,000 shares with a nominal share
value of Rp1 million and has been fully paid in the amount of
Rp35.50 billion. Angkasa Pura Airports holds 35,460 shares,
valuing Rp35.46 billion or 99.97%. This subsidiary company
was established under the Decree of the Minister of Justice
and Human Rights of the Republic of Indonesia Number AHU03688.AH.01.01. 2012 dated 20 January 2012.
Berdasarkan Surat Persetujuan Kementerian Badan
Usaha Milik Negara (BUMN) No. S-726/MBU/2012 tanggal
14 Desember 2012 tentang persetujuan penambahan setoran
modal PT Angkasa Pura I (Persero) kepada PT Angkasa Pura
Hotel (Entitas Anak), Perusahaan telah meningkatkan setoran
modalnya sebesar Rp84,405 miliar, sehingga total setoran
modal perusahaan menjadi Rp119,865 miliar. Peningkatan
setoran modal tersebut telah diaktakan berdasarkan akta
No. 01 tanggal 18 Februari 2013 dari Nanda Fauz lwan,
SH, Notaris di Jakarta Selatan, yang telah mendapatkan
pengesahan dari Kementerian Hukum dan Hak Asasi Manusia
Based on the Letter of Approval from the Ministry of StateOwned Enterprises (BUMN) No. S-726/MBU/2012 dated
14 December, 2012 regarding the approval of additional
paid-up capital from PT Angkasa Pura I (Persero) paid to
PT Angkasa Pura Hotel (Subsidiary), the Company has
increased its capital to Rp84,405 billion (full amount), so that
the total paid up capital amounted to Rp119.865 billion (full
amount). This additional paid-up capital is notarized under
Deed No. 01 dated 18 February 2013 by Notary Nanda Fauz
lwan, SH, Notary in South Jakarta, which was approved by
the Ministry of Justice and Human Rights of the Republic of
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
103
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Republik Indonesia dalam Surat Keputusan No. AHU-12360.
AH.01.02. Tahun 2013 tanggal 11 Maret 2013. Dengan demikian,
modal dasar meningkat menjadi sebesar Rp400 miliar dan
setoran modal menjadi sebesar Rp119,9 miliar.
Indonesia in the Decree No. AHU-12360. AH.01.02. 2013 dated
11 March 2013. Therefore, the authorized capital has been
increased to Rp400 billion with a paid-up capital amounting
to Rp119.9 billion.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura Hotel
adalah sebagai berikut.
Komisaris Utama
: Farid Indra Nugraha
Komisaris
: Ruspen Saragih
Direktur Utama
: Danny Primanda
Thaharsyah
Direktur Desain Operasi
: Danny Primanda
dan Marketing Thaharsyah
Direktur Keuangan, Personalia : Israwadi
dan Administrasi
Board Structure of PT Angkasa Pura Hotel is as follows:
President Commissioner
: Farid Indra Nugraha
Commissioner
: Ruspen Saragih
President Director
: Danny Primanda
Thaharsyah
Operational Design : Danny Primanda
and Marketing Director Thaharsyah
Personel, Finance and : Israwadi
Adminitration Director
PT Angkasa Pura Properti
104
PT Angkasa Pura Properti bergerak di bidang usaha
pembangunan, perdagangan dan jasa khususnya real
estate, pengembangan, jasa keagenan, distribusi dan bidang
konstruksi serta bidang lainnya. PT Angkasa Pura Properti
didirikan berdasarkan akte Nomor 02 tanggal 6 Januari
2012 oleh Notaris Nanda Fauz lwan SH, MKn. Entitas anak
ini didirikan atas persetujuan Dewan Komisaris Angkasa
Pura Airports Nomor 193/DK.API/2011 tanggal 15 Desember
2011. Modal dasar Rp42 miliar terbagi dalam 42.000 lembar
saham dengan nilai nominal saham sebesar Rp1 juta dan telah
disetor penuh Rp10,5 miliar. Kepemilikian saham Angkasa
Pura Airports pada perusahaan ini sebanyak 167.940 saham,
senilai Rp167,940 miliar atau 99,96%. Pendirian perusahaan
ini telah disahkan melalui Keputusan Menteri Hukum dan
Hak Asasi Manusia Republik Indonesia Nomor AHU-03704.
AH.01.01.Tahun 2012 tanggal 20 Januari 2012.
PT Angkasa Pura Properti specializes in construction,
trade and services, particularly in real estate business, as
developer, as property agent, distribution and construction
and other services. PT Angkasa Pura Properti was established
under deed Number 02 dated 6 January 2012 by Notary Nanda
Fauz lwan SH, MKn. This subsidiary was established with the
approval of the Board of Commissioners of Angkasa Pura
Airports Number 193/DK.API/2011 dated 15 December 2011.
The authorized capital of Rp42 billion divided in 42,000 shares
with a nominal value of Rp1 million per share has been fully
paid in the amount of Rp10.5 billion. Angkasa Pura Airports
owns 10,440 shares of this subsidiary company, valuing
Rp10.44 billion or 99.43%. The establishment of this company
has been approved under the Decree of the Minister of Justice
and Human Rights of the Republic of Indonesia Number AHU03704.AH.01.01. of 2012 dated 20 January 2012.
Berdasarkan keputusan Pemegang Saham yang aktanya
dibuat oleh Notaris Nita SH, No. 21 tanggal 20 April 2013 telah
dilakukan penambahan modal disetor sebesar Rp31,5 miliar.
Modal disetor yang semula Rp10,5 miliar menjadi Rp42 Miliar
dengan komposisi kepemilikan saham yaitu Angkasa Pura
Airports sebesar Rp41,940 miliar dan Koperasi Karyawan
Angkasa Pura I (PUSKOKAPURA) sebesar Rp60.000.000
dengan nilai nominal per sahamnya sebesar Rp1.000.000.
Based on the Decision of the Shareholders notarized by
Notary Nita SH, No. 21 dated 20 April 2013, the Company paid
the additional paid up capital of Rp31.5 billion. The paidup capital that was initially Rp10.5 billion, was increased to
Rp42 billion with a distribution of share ownership: Angkasa
Pura Airports holding Rp41.940 billion worth of shares
and the Cooperatives of the Employees of Angkasa Pura I
(PUSKOKAPURA) owning Rp60,000,000 worth of shares with
a nominal value per share of Rp1,000,000.
Susunan Dewan Komisaris dan
Properti adalah sebagai berikut.
Komisaris Utama
:
Komisaris
:
Direktur Utama
:
Direktur Keuangan
:
Direktur Pengembangan usaha :
Board Structure of PT Angkasa Pura Properti is as follows.
Direksi PT Angkasa Pura
Gunawan Agus Subrata
Imam Wibowo
Miduk Situmorang
Daniel Martin
Wiwit Nugroho
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
President Commissioner
Commissioner
President Director
Business Development Director
Finance Director
:
:
:
:
:
Gunawan Agus Subrata
Imam Wibowo
Miduk Situmorang
Daniel Martin
Wiwit Nugroho
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura Suport
Bidang usaha yang dijalankan oleh PT Angkasa Pura
Suport adalah bidang jasa, pembangunan, pengangkutan
darat,perbengkelan, percetakan, dan perdagangan dengan
modal dasar sebesar Rp125 miliar terbagi dalam 125.000
lembar saham dengan nilai nominal per lembarnya sebesar
Rp1 juta Rupiah dan modal ditempatkan dan disetor sebesar
Rp125 miliar. Kepemilikian saham Angkasa Pura Airports
pada perusahaan ini sebanyak 123.125 saham, senilai
Rp123,1 miliar atau 99.61%. Pendirian Perusahaan telah
mendapat persetujuan dari Dewan Komisaris Angkasa Pura
Airports Nomor 17/DK.API/2012 tanggal 31 Januari 2012 dan
didasarkan pada akte Perdirian Perusahaan Nomor 03 oleh
Notaris Nanda Fauz Iwan SH, MKn tanggal 9 Februari 2012.
Akta tersebut telah disahkan melalui Keputusan Menteri
Hukum dan Hak Asasi Manusia Republik Indonesia Nomor
AHU-08735.AH.01.01.Tahun 2012 tanggal 20 Januari 2012.
PT Angkasa Pura Suport engages in construction services, land
transportation, service workshop, printing, and trade with an
initial capital of Rp125 billion divided into 125,000 shares with
a nominal value of Rp1 million per share and placed paid up
capital of Rp125 billion. Angkasa Pura Airports hold 123,125
shares, worth Rp123,1 billion or 99.61%. The establishment
of this subsidiary company is approved by the Board of
Commissioners of Angkasa Pura Airports under their Decree
Number 17/DK.API/2012 dated 31 January 2012 and based
on the Articles of Association deed Number 03 notarized by
Notary Nanda Iwan Fauz SH, MKn dated 9 February, 2012.
This Article of Associations have been endorsed under the
Decision of the Minister of Justice and Human Rights of the
Republic of Indonesia Number AHU-08735.AH.01.01. in 2012
dated 20 January 2012.
Susunan Dewan Komisaris dan
Suport adalah sebagai berikut.
Komisaris Utama
:
Komisaris
:
Direktur Utama
:
Board Structure of PT Angkasa Pura Suport is as follows.
Direksi PT Angkasa Pura
Yushan Sayuti
Moch. Asrori
Edyana Paramitasari
Direktur Keuangan dan Umum : Novrihandri
Direktur Komersial dan Teknik : Putu Puja Supradnyana
President Commissioner
Commissioner
President Director
Finance and
General Affairs Director
Commercial and Technical Director
: Yushan Sayuti
: Moch. Asrori
: Edyana Paramitasari
: Novrihandri
: Putu Pudja Supradnyana
PT Angkasa Pura Retail
PT Angkasa Pura Retail didirikan berdasarkan akta notaris
No. 11 Notaris Nanda FauzIwan, SH, MKn di Jakarta Selatan,
tertanggal 23 September 2014 dan telah mendapat
pengesahan badan hukum dari Kementerian Hukum dan Hak
Asasi Manusia Republik Indonesia dengan Surat Keputusan
No. AHU-26401.40.10.2014 Tahun 2014 tertanggal 24
September 2014. Modal dasar perusahaan berdasarkan
pendirian adalah sebesar Rp200 juta yang terbagi atas
200.000 saham, masing-masing saham dengan nilai
nominal sebesar Rp1 juta dan telah ditempatkan dan disetor
yaitu sebesar 50 Juta yang terbagi atas 50.000 saham
masing-masing oleh pendiri yaitu PT Angkasa Pura Airports
sebesar Rp48.750.000 dengan sebanyak 48.750 saham atau
kepemilikan saham Angkasa Pura Airports pada perusahaan
ini adalah 97,50%.
PT Angkasa Pura Retail was established under the notarial
deed Number 11 by Notary Nanda FauzIwan, SH, MKn in South
Jakarta, dated 23 September 2014 and was approved by
the Minister of Justice and Human Rights of the Republic of
Indonesia under the Decree No. AHU-26401.40.10.2014 dated
24 September 2014. The initial capital of Rp200 million divided
into 200,000 shares with a nominal value of Rp1 million per
share and placed paid up capital of Rp50 billion with Angkasa
Pura Airports hold 48,750 shares, worth Rp48,750,00 or
99.61% or Angkasa Pura Airports owns 97.50% of the company.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
105
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura Retail
adalah sebagai berikut.
Komisaris Utama
: Polana B Pramesti
Komisaris
:Israwadi
Direktur Utama
: Teges Prita Soraya
Direktur Keuangan dan Administrasi : Rachman Syafrie
Board Structure of PT Angkasa Pura Retail is as follows.
President Commissioner
Commissioner
President Director Finance and Administration Director
ENTITAS ASOSIASI
ASSOCIATED COMPANIES
:
:
:
:
Polana B Pramesti
Israwadi
Teges Prita Soraya
Rachman Syafrie
PT Gapura Angkasa
106
Penyertaan pada PT Gapura Angkasa yang bergerak
dalam bidang jasa Ground Handling dilakukan sesuai
dengan persetujuan Surat Menteri Keuangan Nomor
S-546/MK.016/1997 tanggal 5 November 1997 dengan nilai
perolehan Rp67.200.000.000 (rupiah penuh). Modal dasar PT
Gapura Angkasa adalah Rp860,16 juta terbagi atas 8.601.600
saham nominal Rp100.000 per saham. Modal dasar tersebut,
sebanyak 2.150.400 saham atau senilai Rp215.040.000.000
(rupiah penuh) merupakan modal ditempatkan dan disetor.
Dari jumlah Modal Ditempatkan dan Disetor oleh 3 (tiga)
Pemegang saham yaitu PT Angkasa Pura I (Persero) dan
PT Angkasa Pura II (Persero) masing-masing sebanyak
672.000 saham (31,25%) dan PT Garuda Indonesia Airlines
(Persero) sebanyak 806.400 saham (37,50%). Pada tahun
2014 perseroan telah menjual sebagian saham miliknya
kepada pemegang saham lainnya yaitu PT Garuda Indonesia
(Persero) Tbk sebanyak 456.960 lembar saham atau 21,25%
dengan harga jual sebesar Rp105.000.000 yang dinyatakan
dalam Nota Kesepahaman Pembelian dan Penjualan Saham
PT Gapura Angkasa nomor SP.140.KU.20/2014/PD; Nomor
DS/PERJ/MOU/DQ-3285/2014 tanggal 30 Juni 2014. Dengan
demikian sisa penyertaan perseroan di PT Gapura Angkasa
adalah sebanyak 215.040 lembar saham atau sebesar 10%.
PT Gapura Angkasa as an ground handling provider
is listed based on the Decree of the Minisry of Finance
Number S-546/MK.016/1997 dated November 5, 1997
amounting to Rp67,200,000,000. The authorized capital of
PT Gapura Angkasa is Rp860.16 million consists of 8,601,600
shares with nominal value of Rp100,000 per share. Those
authorized capital, which is 2,150,400 shares or amounting
to Rp215,040,000,000 has been subscribed and paid. The
authorized capital has been subscribed and paid by 3 (three)
shareholders which are PT Angkasa Pura I and PT Angkasa
Pura II with each of them holds 672,000 shares (31,25%) and
PT Garuda Airlines with 806,400 shares (37,50%). In 2014, the
Company sold some of the shares to the other shareholders,
which is PT Garuda Indonesia Tbk with 456,960 shares or
21,25% amounting to Rp105,000,000 which is expressed
in the Memorandum of Purchase and Sale of Shares of
PT Gapura Angkasa numberSP.140.KU.20/2014/PD; Number
DS/onsen/MOU/DQ-3285/2014 dated June 30, 2014.
Therefore, the Balance of ownership in PT Gapura Angkasa is
as 215.040 shares or 10%
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 Perusahaan dan Angkasa Pura II. PT Gapura
Angkasa adalah perusahaan patungan yang didirikan oleh
tiga BUMN, yaitu PT Garuda Indonesia (Persero), Angkasa
Pura Airports, dan PT Angkasa Pura II (Persero), yang
senantiasa menekankan pada kebutuhan untuk peningkatan
layanan serba di bidang layanan dan kinerja, personil dan
peralatan. Pendirian perusahaan telah mendapat persetujuan
Menteri Keuangan RI Nomor: S-546/MK.016/1997 tanggal
5 November 1997 tentang Pendirian Perusahaan Patungan
Ground Handling antara tiga BUMN tersebut.
PT Gapura Angkasa was founded in 1998 as an independent
ground handling service provider. PT Gapura Angkasa
provides services to airlines operating in Indonesia with a
variety of quality services, which include warehouse and
cargo, passenger and baggage handling, flight operations
and servicing of aircrafts, as well as activities that support
the airline businesses within the area of the Company and
PT Angkasa Pura II. PT Gapura Angkasa is a joint venture
company that was established by three companies, namely
PT Garuda Indonesia (Persero), Angkasa Pura Airports and
PT Angkasa Pura II (Persero) that consistently prioritize the
achievement of the best in service, personnel and equipment.
The establishment of this subsidiary company was approved
by the Ministry of Finance as stated in the Decree No: SR546/MK.016/1997 dated November 5, 1997 regarding the
Establishment of Ground Handling Joint Venture between the
three founding companies.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
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.
The types of businesses after the amendment of the deed are
as follows:
1. Accomodation and Representation;
2. Loading Control, Communication and DepartureControl;
3. Loading Control Equipment Unit;
4. Passenger and Baggage Handling;
5. Cargo, Warehousingand Mailing;
6. Traveling Services;
7. Aircraft Servicing;
8. Oil and Fueling;
9. Aircraft Maintenance;
10. Flight Operations and Crew Administrations;
11. Runway Transportations;
12. Catering and Services;
13. Administration and Monitoring;
14. Airport Security;
15. Warehouse and Logistics;
16. Runway Handling Consultants;
17.
Training and Education and Providersof skilled
runwayhandling workers.
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 Pura II (Persero), kinerja di bidang layanan,
personil,
dan
peralatan
senantiasa
mengalami
perkembangan.
PT Gapura Angkasa has established an important role
in thelocal airport industry. As a joint venture company
betweenthe national carrier PT Garuda Indonesia and two
majorstate-owned airport authorities-Angkasa Pura Airports
andPT Angkasa Pura II (Persero), this joint venture company
hasconstantly gained recognition in providing valued
services,personnel and equipment for the airport industry.
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 daerah Bali oleh beberapa
perusahaan BUMN. Investasi ini telah mendapat persetujuan
dari Menteri Negara BUMN dalam surat S-549/MBU/2011
tanggal 25 Oktober 2011. Sesuai akta pernyataan keputusan
rapat PT Jasa Marga Bali Tol nomor: 01. tanggal 11 Desember
2013 yang dibuat dihadapan Notaris Paulina Siti Suprimulyanti
Endah Putri, PT Angkasa Pura I (Persero) memiliki 59.635
lembar saham atau sebesar Rp59.635.000 dan tambahan
modal disetor lainnya sebesar Rp14.908.400 dengan jumlah
kepemilikan sebesar 8%. Investasi saham pada PT Jasa Marga
Bali Tol tersebut dicatat pada pembukuan perusahaan
dengan menggunakan equity method.
The Company’s investment in PT Jasa Marga Bali Toll is a
consortium investment for the highway construction in Nusa
Dua - Ngurah Rai – Benoa, Bali joined by several state-owned
companies. This investment was approved by the Minister
of SOEs under letter No. S-549/MBU/2011 dated October
25, 2011. In the Deed of Establishment No. 1 dated Decmber
11, 2013 by Notary Paulina Siti Suprimulyanti Endah Putri,
Angkasa Pura Airports holds 59,635 shares or amounting to
Rp59,635,000 and other additional paid-up capital amounting
to Rp14,908,400 with 8% ownership. The stock investment in
PT Jasa Marga Bali Toll is recorded in the Company’s books
using the equity method.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
107
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Konsesi pengelolaan jalan tol ini diberikan selama 45
(empat puluh lima) tahun. Dalam pembangunannya,
jalan tol ini membutuhkan masa konstruksi selama 420
hari serta menyerap dana pembangunan sebanyak Rp2,4
triliun. Penyelesaian jalan tol relatif bersamaan dengan
penyelesaiaan pengembangan Bandara I Gusti Ngurah
Rai, dimana kedua fasilitas tersebut dipersiapkan untuk
pelaksanaan kegiatan APEC 2013.
This toll road concession is granted for a term of 45 (forty
five) years. The construction of this highway was completed in
420 days and absorbed Rp2.4 trillion of development funds.
The highway construction was completed almost at the same
time with the refurbishment construction of I Gusti Ngurah Rai
Airport, where both facilities were prepared for the 2013 APEC
event.
YAYASAN
FOUNDATION
Dana Pensiun Angkasa Pura I (DAPENRA)
108
Dana Pensiun Angkasa Pura I (DAPENRA) adalah Program
Pensiun Pegawai PT Angkasa Pura I (Persero) sebagai
bentuk Imbalan Pasca Kerja, sekaligus Tanggung jawab
Sosial Perusahaan kepada pegawai. Program Pensiun
merupakan salah satu bentuk manifestasi komitmen
Perusahaan terhadap kesejahteraan pegawainya pada
masa pensiun atau pasca kerja. DAPENRA didirikan pada
tanggal 6 Oktober 1998 berdasarkan Keputusan Direksi
PT Angkasa Pura I (Persero) Nomor: KEP.1156/KU.60/1998 dan
disahkan operasionalnya oleh Menteri Keuangan RI dengan
Keputusan Nomor: KEP.393/KM.17/1999 tanggal 15 November
1999.
Dana Pensiun Angkasa Pura I (DANPERA) is the Pension
Program for PT Angkasa Pura I Employees as post-retirement
benefits, and Corporate Social Responsibility program for
the employee. Pension Program is one of the Corporate’s
commitment to support the welfare of employees in the postretirement period. DAPENRA was established on 6 October
1998 based on the Decision of the Board of Directors Angkasa
Pura Airports Number: KEP.1156/KU.60/1998 and approved by
the Minister of Finance of the Republic of Indonesia by Decree
No. KEP.393/KM.17/199 dated November 15, 1999.
Susunan Dewan Pengawas Dana Pensiun Angkasa Pura I
(DAPENRA) adalah sebagai berikut.
Ketua : Gunawan Agus Subrata (Wakil dari Pemberi
Kerja)
Anggota : Saptandri Widiyanto (Wakil dari Pemberi Kerja)
Anggota : Zulkifli (Wakil dari Peserta Aktif)
Anggota : Udaya Suparno (Wakil dari Peserta Pensiunan)
The structure of Pension Funds Committee of Control is as
follows:
Chairman
: Gunawan Agus Subrata (Wakil dari Pemberi
Kerja)
Member : Saptandri Widiyanto (Wakil dari Pemberi Kerja)
Member : Zulkifli (Wakil dari Peserta Aktif)
Member : Udaya Suparno (Wakil dari Peserta Pensiunan)
Dan susunan Pengurus DAPENRA adalah sebagai berikut.
Direktur Utama
: M. Syarif Luturlean
Direktur Kepesertaan dan Keuangan : Ridwan Moeis
Direktur Investasi dan Akuntansi
: Safrizal
The organization structure of DANPERA is as follows:
President Director
: M. Syarif Luturlean
Finance and Membership Director : Ridwan Moeis
Investment and Accounting Director : Safrizal
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Yayasan Kesejahteraan Karyawan Angkasa Pura I (YAKKAP I)
Yayasan Kesejahteraan Pegawai Angkasa Pura I (YAKKAP
I) adalah Yayasan di bidang sosial dan kemanusiaan
yang didirikan oleh PT Angkasa Pura I (Persero) untuk
meningkatkan kesejahteraan Peserta Program Tunjangan
Hari Tua, Program Bantuan Pemeliharaan Kesehatan, dan
Program Bantuan Lainnya dengan modal dasar sebesar
Rp101.117.437.230,- (seratus satu milyar seratus tujuh belas
juta empat ratus tiga puluh tujuh ribu dua ratus tiga puluh
rupiah). Pendirian Yayasan didasarkan pada akte Pendirian
Yayasan Kesejahteraan Karyawan Angkasa Pura I dengan
perubahan seluruh Anggaran Dasar yang terakhir yang telah
diumumkan dalam Berita Negara RI Nomor 68 tanggal 25
Agustus 2006, Tambahan Berita Negara RI Nomor 550 Tahun
2006 dan Akta tersebut telah disahkan melalui keputusan
menteri Hukum dan Hak Asasi Manusia Republik Indonesia
Nomor: C.883.HT.01.05.TH 2006 tanggal 5 Mei 2006 dengan
Susunan Pembina, Pengawas dan Pengawas Yayasan
Kesejahteraan Pegawai Angkasa Pura I (Yakkap I) tahun 2015
adalah sebagai berikut.
Yayasan Kesejahteraan Pegawai Angkasa Pura I (YAKKAP)
I is a social and welfare foundation which established by
PT ANgkasa Pura I to increase the welfare of the member
who joined Annuity program, health care programs, and
other assistance programs with the capital amounting to
Rp101,117,437,230 (one hundred and one billion one hundred
seventeen million four hundred thirty seven thousand and two
hundred thirty Rupiah). The Foundation was established on the
Employee Welfare Foundation of Angkasa Pura I with changes
in the Articles of Association which has been announced on
the Indonesia State News Number 68 dated August 25, 2006,
additional Indonesia State News Number 550 of 2006 and
the deed has been authorized by the Ministry of Justice and
Human Rights as stipulated in the Decree No. C.883. HT.01.05
of 2006 dated May 5, 2006 with the structure of founder and
trustee of Yayasan Kesejahteraan Pegawai Angkasa Pura I
(Yakkap I) of 2015 is as follows:
Pembina
: 1. Robert D. Waloni
Pengawas
: 1. Imron Qodari
2. Rusli Amrin
3. Sulistyowati Dewi
4. Agus Widodo
Pengurus
: 1. Purwanto (Ketua)
2. Kintoron (Sekretaris)
3. Mas’ud Efasa (Bendahara)
Kepala Bidang : 1. Sulistiani (Kepala Bidang Kepesertaan
dan Umum)
2.Lilis Sri Minarni (Kepala Bidang
Keuangan)
3.
Yunan Chairul Rachman (Kepala
Bidang Pengembangan Dana)
Founder
:
Trustee
:
Committee
:
Division Head : 1. Robert D. Waloni
1. Imron Qodari
2. Rusli Amrin
3. Sulistyowati Dewi
4. Agus Widodo
1. Purwanto (Chairperson)
2. Kintoron (Secretary)
3. Mas’ud Efasa (Treasurer)
1. Sulistiani (Head of General Affair and
Membership)
2. Lilis Sri Minarni (Head of Finance)
3.Yunan Chairul Rachman (Head of
Funding Development)
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
109
Profil Perusahaan
Company Profile
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Struktur Grup Perusahaan
Corporate Group Structure
Negara Republik Indonesia
Goverment of the Republic
of Indonesia
100%
98,00%
99,96%
99,97%
97,50%
99,61%
100%
100%
10%
8%
110
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Kronologis Pencatatan Saham
Chronology of Shares Listing
Sampai dengan 31 Desember 2015, Angkasa Pura Airports
merupakan badan usaha non listed yang belum melakukan
pencatatan saham.
Until December 31, 2015, Angkasa Pura Airports is a non listed
business entity which has not performed share listing.
Kronologis Pencatatan Efek Lainya
Chronology of Other Securities Listing
Sampai dengan 31 Desember 2015, Angkasa Pura Airports
belum melakukan pencatatan efek lainnya.
Until December 31, 2015, Angkasa Pura Airports has not
performed other securities listing.
Lembaga Profesi Penunjang
Professionals Supporting Institutions
Kantor Akuntan Publik
Certified Public Accountant
Konsultan Hukum
Legal Consultants
KAP Hadori Sugiarto Adi & Rekan
Kantor Cabang Surabaya
Jalan Manyar Rejo IV/4
Surabaya 60118, Indonesia
Tel : (031) 5939787
Fax : (031) 5945616
Email: [email protected]
Agusfian dan Partners
Jalan Tebet Barat Dalam VIII Nomor 7
Tebet Barat, Tebet
Jakarta 12810
Tel : (021) 70699943
Fax : (021) 8651226
Email: [email protected]
Notaris
Notary
Hermawan Juniarto & Associates
Prudential Tower, 23rd & 28th Floor
Jalan Jenderal Sudirman Kav. 79
Jakarta 12910, Indonesia
Tel : (021) 57957095
Fax : (021) 57957096
Email: [email protected]
Nanda Fauz Iwan, SH, MKn
Royal Palace Blok C/16
Jalan Prof. DR. Soepomo No. 178 A
Jakarta Selatan
Tel : (021) 8313356/383
Fax : (021) 8313408
Prof. Oemar Seno Adji, SH & Rekan
Jalan Tulodong Bawah BI D/3
RT 002/02 Senayan, Kebayoran Baru
Jakarta Selatan 12190
Tel : (021) 5276689
Fax : (021) 52901930
Remy and Partners
Manggala Wanabakti Building
Blok IV 8th Floor Wing B
Jalan Jenderal Gatot Subroto
Senayan Jakarta 10270, Indonesia
Tel : (021) 5746720 – 22
Fax : (021) 5746719
Email: [email protected]
Assegaf Hamzah & Partners
Menara Rajawali 16th Floor
Jalan DR. Ida Anak Agung Gde Agung
Lot #5.1
Kawasan Mega Kuningan,
Jakarta 12950, Indonesia
Tel : (021) 25557800
Fax : (021) 25557899
Email: [email protected]
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
111
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Penghargaan dan Sertifikasi
Awards and Certifications
PENGHARGAAN / AWARDS
Bronze Winner The Best State-Owned
Enterprise Inhouse Magazine Indonesia Inhouse Magazine Award
(InMA) 2015 - Majalah Angkasa Pura
112
Predikat “Excellent “ Excellent Service
Experience Award (ESEA) 2015 –
Bandara Juanda Surabaya
Predikat “Excellence” Indonesia Best
Practice Transformation 2014
(tahun perolehan 2015) PT Angkasa Pura I (Persero)
Penyelenggara / Organizer :
Serikat Perusahaan Pers (SPS)
Penyelenggara / Organizer :
Care Center for Customer Satisfaction and
Loyalty (Carre CCSL)
Service Quality (SQ) Award 2015
Kategori Domestic Airport Bandara I Gusti Ngurah Rai Bali
Service Quality (SQ) Award 2015
Kategori International Airport Bandara I Gusti Ngurah Rai Bali
Service Quality (SQ) Award 2015
Kategori Domestic Airport Bandara Juanda Surabaya
Penyelenggara / Organizer :
Carre Center for Customer Satisfaction &
Loyalty (Carre CCSL)
Penyelenggara / Organizer :
Carre Center for Customer Satisfaction &
Loyalty (Carre CCSL)
Penyelenggara / Organizer :
Carre Center for Customer Satisfaction &
Loyalty (Carre CCSL)
Penyelenggara / Organizer :
Majalah SWA & Win Solution
Service Quality (SQ) Award 2015
Kategori Domestic Airport –
Bandara Ahmad Yani Semarang
Peringkat IV Annual Report Award (ARA) 2014
Kategori BUMN Non Keuangan Non Listed
(tahun perolehan 2015) PT Angkasa Pura I (Persero)
Penyelenggara / Organizer :
Carre Center for Customer Satisfaction & Loyalty (Carre CCSL)
Penyelenggara / Organizer :
Otoritas Jasa Keuangan (OJK)
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Peringkat II Penghargaan Sapta
Pesona Toilet Umum Bersih di Bandara
Internasional/Nasional Bandara I Gusti Ngurah Rai Bali
Bandara Terbaik Indonesia 2015
(Indonesia’s Airport of The Year)
Bandara Award 2015 Bandara I Gusti Ngurah Rai Bali
Penyelenggara / Organizer :
Kementerian Pariwisata RI
Penyelenggara / Organizer :
Majalah Bandara
Sertifikasi / Certifications
Unit Kearsipan Terakreditasi untuk Penyelanggara Kearsipan
dengan Kualifikasi B (Baik)
Sertifikasi : ISO 14001: 20014 /SNI 19 – 14001:2005
Penerima / Receiver:
PT Angkasa Pura I (Persero)
Penerima / Receiver:
PT Angkasa Pura I (Persero)
Bandar Udara I Gusti Ngurah Rai
Pemberi Penghargaan / Appreciator:
Arsip Nasional Republik Indonesia (ANRI)
Pemberi Penghargaan / Appreciator:
Sucofindo International Certification Services
Ruang Lingkup Sertifikasi / Scope:
Unit Kearsipan
Ruang Lingkup Sertifikasi / Scope:
Jasa Pengelolaan Bandara
Sector Code: 31
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
15 September 2015 – 15 September 2018
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
18 November 2015 – 14 September 2018
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Management Discussions and analysis
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Unit Penerima / Receiver:
Bandar Udara Internasional Lombok
Unit Penerima / Receiver:
Bandar Udara El Tari
Unit Penerima / Receiver:
Bandar Udara I Gusti Ngurah Rai
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2011
Tahun Perolehan / Acquisition Year:
2015
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
30 Septemeber 2011 – 30 September 2016
Masa Berlaku / Validity Period:
27 November 2015 – 30 Juli 2020
Masa Berlaku / Validity Period:
1 Oktober 2015 – 30 Juli 2020
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Unit Penerima / Receiver:
Bandar Udara Adisutjipto
Unit Penerima / Receiver:
Bandar Udara Sultan Hasanuddin
Unit Penerima / Receiver:
Bandar Udara Juanda
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2015
Tahun Perolehan / Acquisition Year:
2015
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
6 November 2015 – 30 Juli 2020
Masa Berlaku / Validity Period:
4 Desember 2015 – 7 Juli 2020
Masa Berlaku / Validity Period:
30 Desember 2015 – 30 Juli 2020
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Unit Penerima / Receiver:
Bandar Udara Sam Ratulangi
Unit Penerima / Receiver:
Bandar Udara Sultan Aji Muhammad
Sulaiman Sepinggan
Unit Penerima / Receiver:
Bandar Udara Pattimura
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
18 Desember 2015 – 30 Juli 2020
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
30 Desember 2015 – 30 Juli 2020
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
22 Oktober 2015 – 30 Juli 2020
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Sertifikat Bandar Udara
Unit Penerima / Receiver:
Bandar Udara Syamsudin Noor
Unit Penerima / Receiver:
Bandar Udara Adi Soemarmo
Unit Penerima / Receiver:
Bandar Udara Internasional Ahmad Yani
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Pemberi Penghargaan / Appreciator:
Kementrian Perhubungan, Direktorat Jendral
Perhubungan Udara
Tahun Perolehan / Acquisition Year:
2015
Tahun Perolehan / Acquisition Year:
2015
Tahun Perolehan / Acquisition Year:
2015
Masa Berlaku / Validity Period:
31 Agustus 2015 – 30 Juli 2020
Masa Berlaku / Validity Period:
5 Oktober 2015 – 30 Juli 2020
Masa Berlaku / Validity Period:
23 November 2015 – 2 September 2020
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Profil Perusahaan
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Management Discussions and analysis
Nama dan Alamat Kantor Wilayah
dan Cabang
The Address of Regional and Branch Offices
KANTOR PUSAT
Head Office
Kota Baru Bandar Kemayoran
Blok B12 Kav. 2, Jakarta Pusat
Jakarta 10610
Tel
: (021) 6541961 ext. 2116
Fax : (021) 6541514
Email :[email protected]
www.angkasapura1.co.id
KANTOR CABANG
Branch Office
I Gusti Ngurah Rai International Airport
Gedung Wisti Sabha Lt. III
Bandara I Gusti Ngurah Rai Bali
Badung, Bali – Indonesia 80362
Tel
: (0361) 9351011
Fax : (0361) 9351032
Email :[email protected]
www.bali-airport.com
Juanda International Airport
Jalan Ir. Haji Juanda
Surabaya 61253
Indonesia
Tel
: T1 (031) 2986200 T2 (031) 2986700
Fax : (031) 8667506
Email :[email protected]
www.juanda-airport.com
Sultan Hasanuddin International Airport
Jalan Raya Airport No. 1
Makassar, Sulawesi 90552
Tel
: (0411) 553183
Fax : (0411) 553183
Email :[email protected]
www.hasanuddin-airport.co.id
Achmad Yani International Airport
Jalan Puad Ahmad Yani
Semarang – Indonesia 50145
Tel
: (024) 7607596
Fax : (024) 7603506
Email :[email protected]
www.achmadyani-airport.com
116
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El Tari International Airport
Jalan Adi Sucipto Terminal B
Kupang – Indonesia 85361
Tel
: (0380) 881668
Fax : (0380) 881263
Email :[email protected]
www.kupang-airport.com
Pattimura International Airport
Jalan Dr. Leimena – Laha
Ambon, Maluku – Indonesia 97236
Tel
: (0911) 323770, 323771,323772
Fax : (0911) 323773
Email :[email protected]
www.pattimura-airport.co.id
Adi Sumarmo International Airport
Jalan Bandara Adi Sumarmo
Surakarta – Indonesia 57108
Tel
: (0271) 780715
Fax : (0271) 780715
Email :[email protected]
www.adisumarmo-airport.com
Frans Kaisiepo International Airport
Biak, Papua – Indonesia
Tel
: (0981) 22555
Fax : (0981) 22106
Email :[email protected]
www.franskaisiepo-airport.co.id
Sultan Aji Muhammad Sulaiman Sepinggan
International Airport
Jalan Marsma. R. Iswahyudi
Balikpapan, 76115
Kalimantan Timur – Indonesia
Tel
: (0542) 766886
Fax : (0542) 766832
Email :[email protected]
www.sepinggan-airport.com
Adisutjipto International Airport
Jalan Raya Solo KM. 9
Indonesia
Tel
: (0274) 484261
Fax : (0274) 488155
Email :[email protected]
www.adisutjipto-airport.co.id
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Lombok International Airport
Jalan By Pass Bil, Central Lombok
Indonesia
Tel
: (0370) 6157000
Fax : (0370) 6157010
Email :[email protected]
www.lombok-airport.co.id
Sam Ratulangi International Airport
Kota Manado
Provinsi Sulawesi Utara – Indonesia
Tel
: (0431) 814320
Fax : (0431) 811595
Email :[email protected]
www.samratulangi-airport.com
Syamsudin Noor International Airport
Jalan Angkasa Landasan Ulin
Banjarmasin - Indonesia 70724
Tel :0811504640
Fax : (0511) 4705251
Email :[email protected]
www.syamsudinnoor-airport.co.id
ANAK PERUSAHAAN
Subsidiaries Companies
PT Angkasa Pura Hotel
Gd. Angkasa Pura Center For Excellence Lt. Dasar
Jalan Tabing No. 16, Kemayoran Jakarta Pusat
Tel
: (021) 65866490
Fax : (021) 65466493
Email :[email protected]
www.aph.co.id
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PERUSAHAAN AFILIASI
Affiliated Companies
PT Gapura Angkasa
Gd. Dapenra Lt. 1,2 & 3
Jl. Angkasa, Blok B – 12, Kav. 8
Kota Baru Bandar Kemayoran
Jakarta – Indonesia 10610
Tel
: (021) 6545410
Fax :Email :[email protected]
PT Jasa Marga Bali Tol
Kantor Operasional:
Jalan Raya Pelabuhan Benoa No. 15
Pasanggaran, Denpasar, Bali
Tel
: (0361) 725326
Fax : (0361) 725326
Dana Pensiun Angkasa Pura I (DAPENRA)
Gedung DAPENRA Lt. VI Blok B 12
Kavling No. 8 Kotabaru Bandar Kemayoran
Tel
: (021) 65867867
Fax : (021) 65867868
Email :[email protected]
www.dapenra.co.id
Yayasan Kesejahteraan Karyawan Angkasa Pura I
(YAKKAP)
Gedung DAPENRA Lt. III Blok B 12
Kavling No. 8 Kotabaru Bandar Kemayoran
Tel
: (021) 6546642
www.yakkap.co.id
PT Angkasa Pura Logistik
Gd. Angkasa Pura Center For Excellence Lt. Dasar
Jalan Tabing No. 16, Kemayoran Jakarta Pusat
Tel
: (021) 65866406
Fax : (021) 6541513/14
Email :[email protected]
www.aplog.co
PT Angkasa Pura Properti
Gd. Angkasa Pura Center For Excellence Lt. Dasar
Jalan Tabing No. 16, Kemayoran Jakarta Pusat
Tel
: (021) 65866495
Fax : (021) 6541513/14
Email :[email protected]
www.angkasapuraproperti.co.id
PT Angkasa Pura Retail
Villa Kemayoran, Jl. Merpati 2, Kemayoran Blok C, No. 50
Kemayoran Jakarta Pusat
Tel
: (021) 65850590/65850587
Fax : (021) 65850589
Email :[email protected]
www.angkasapuraretail.com
PT Angkasa Pura Suport
Gd. Angkasa Pura Center For Excellence Lt. Dasar
Jalan Tabing No. 16, Kemayoran Jakarta Pusat
Tel
: (021) 65866496
Fax : (021) 6541513/14
www.angkasapura-supports.com
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan
Profil Perusahaan
Manajemen
Management
Company Profile
Report
2
Laporan
Profil Perusahaan
Manajemen
Management
Company Profile
Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Analisis dan
Pembahasan
Manajemen
Management Discussions and Analysis
Perseroan mampu menangkap peluang yang ada
di industri penerbangan. Pada 2015 Perseroan
mampu menghasilkan kinerja yang sangat baik.
Produksi PJP4U pada 2015 mencapai 25.572.859
ton, mengalami pertumbuhan 2.835.623 ton atau
sebesar 12,47% dari 2014 yang mencapai 22.737.236
ton. Baik produksi domestik maupun produksi
internasional mengalami pertumbuhan yang positif.
Produksi PJP2U mengalami pertumbuhan sebesar
238.098 pax atau sebesar 0,73%, dari 32.778.877
pax di 2014 menjadi 33.016.975 pax di 2015.
The company is able to capture opportunities in the aviation industry. In 2015,
the company was able to produce a very good performance. The production of
PJ4U in 2015 reached 25,572,859 tons, growth 2,835,623 tons or 12.47% of 2014
reached 22,737,236 tons. Both of the production of domestic and international
production, experience positive growth. PJP2U a growth of 238,098 pax or by
0.73%, from 32,778,877pax in 2014 to 33,016,975 in 2015 pax.
118
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Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
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Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
ANALISIS DAN
PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
Pada 2015, Pendapatan Usaha untuk segmen operasi Kebandarudaraan meningkat sebesar
Rp574,17 miliar atau 13,08%, sedangkan Pendapatan Usaha untuk segmen Non Bandara
meningkat sebesar Rp361,74 miliar atau 56,36%. Laba operasional di 2015 mencapai
Rp1.293,96 miliar, mengalami pertumbuhan Rp29,14 miliar atau sebesar 2,30% dari 2014
yang mencapai Rp1.264,82 miliar. Pada 2015, total aset Perseroan mencapai Rp16.722,34
miliar. Mengalami pertumbuhan sebesar Rp895,44 miliar atau sebesar 5,66% dibandingkan
2014 yang mencapai Rp15.826,89 miliar.
In 2015, revenues for the Enterprise operating segment increased by Rp574.17 billion Airport Affairs, or 13.08%, while NonOperating Revenues for the segment increased by Rp361.74 billion service, or 56.36%. Operating income in 2015 reached
Rp1,293.96 billion, growth Rp29.14 billion or 2.30% from 2014, which reached Rp1,264.82 billion. In 2015, the total assets of the
Company reached Rp16.722,34 billion. Experience a growth of Rp895.44 billion or 5.66% compared to 2014 reaching Rp15.826,89
billion.
120
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tinjauan Industri
Industry Overview
PEREKONOMIAN GLOBAL
GLOBAL ECONOMY
Tahun 2015 merupakan tahun yang penuh ketidakpastian
dalam perekonomian Global. Ketidakpastian ini disebabkan
oleh beberapa faktor. Pertama, masih berlanjutnya
pelemahan dan ketidakpastian perkembangan ekonomi
global. Realisasi pertumbuhan Amerika Serikat (AS) yang
belum sesuai dengan ekspektasi banyak pihak sehingga
kebijakan normalisasi suku bunga serba uncertain. Disamping
itu, kebijakan ekonomi di Jepang yang mempertahankan
kebijakan suku bunga rendah turut menambah likuiditas
global yang mengarah kepada semakin liarnya lalu lintas
dana global. Kedua, penguatan mata uang USD terhadap
hampir seluruh mata uang dunia. Membaiknya fundamental
AS, sedang pada saat yang sama terjadi pelemahan ekonomi
Tiongkok, memicu ekspektasi positif investor yang mencari risk
adjusted return yang lebih tinggi. Ketiga, semakin lemahnya
harga komoditas internasional disebabkan perlambatan
ekonomi global yang ditunjang oleh penguatan USD melalui
mahalnya harga impor.
2015 was a year of full uncertainty in the global economy. This
uncertainty is caused by several factors. First, still continued
weakness and uncertainty of global economic developments.
Realization growth United States (US) that has not been in
line with expectations of many parties so that the policy rate
normalization completely uncertain. In addition, the economic
policy in Japan that maintain low interest rate policy also adds
to global liquidity, which leads to more illegal traffic of its
global fund. Second, the strengthening of the USD against
most of the currencies of the world. The improvement in US
fundamentals, while at the same time weakening Chinese
economy, fueling positive expectations of investors seeking
risk adjusted return which is higher. Third, the weakening
international commodity prices caused by the global
economic slowdown are supported by the strengthening of
the USD over the high price of imports.
Di sisi lain, kondisi ekonomi Eropa terus mengalami pemulihan.
Hal ini didorong oleh perbaikan permintaan domestik.
Konsumsi Eropa membaik, tercermin dari meningkatnya
pengeluaran konsumsi dan tingkat penjualan ritel. Perbaikan
tersebut didukung oleh menurunnya tingkat pengangguran
dan harga BBM yang murah sehingga berdampak pada
menurunnya harga produksi dan harga barang. Selain itu,
kebijakan pelonggaran moneter yang dilakukan oleh Bank
Sentral Eropa (ECB) berhasil meningkatkan kredit dan uang
beredar yang mendukung konsumsi. Dari sisi produksi,
aktivitas manufaktur membaik di seluruh negara utama,
sejalan dengan tren investasi yang terus meningkat. Meskipun
demikian, perbaikan ekonomi Eropa tersebut belum mampu
meningkatkan inflasi yang masih rendah. (Sumber: Tinjauan
Kebijakan Moneter Bank Indonesia, Januari 2016)
On the other hand, the condition of the European economy
continues to undergo restoration. This was driven by improved
domestic demand. European consumption improved,
reflected in higher consumption expenditure and retail
sales levels. The improvement was supported by declining
unemployment and fuel prices are cheap so that decrease
the production price and the price of goods. In addition,
monetary easing undertaken by the European Central Bank
(ECB) managed to increase the credit and money supply that
supports consumption. On the production side, manufacturing
activity improved in all major countries, in line with the trend of
increasing investment. Nevertheless, the economic recovery of
Europe have not been able to increase inflation remains low.
(Source: Monetary Policy of Bank Indonesia, January 2016)
Menurut World Economic Outlook (WEO), Pertumbuhan
Ekonomi Global pada tahun 2015 mencapai 3,1%, atau 0,3%
lebih rendah bila dibandingkan dengan tahun 2014 yang
sebesar 3,4%.Pertumbuhan Ekonomi Negara Maju pada tahun
2015 tercatat sebesar 1,9%, lebih tinggi 0,1% bila dibandingkan
tahun 2014 yang sebesar 1,8% sedangkan pertumbuhan
ekonomi negara berkembang dan emerging market di 2015
tercatat sebesar 4,0% lebih rendah 0,6% dibandingkan tahun
2014 yang sebesar 4,6%. Volatilitas pasar keuangan melonjak
pada bulan Agustus, diikuti dengan melemahnya mata uang,
serta koreksi tajam ekuitas di seluruh dunia. Lonjakan ini
dikaitkan dengan peristiwa negosiasi hutang yang terjadi di
negara Yunani serta penurunan pasar saham yang begitu
tajam di Tiongkok.
According to the World Economic Outlook (WEO), Global
Economic Growth in 2015 reached 3.1%, or 0.3% lower when
compared to 2014 which amounted to 3.4%. Developed
Countries Economic growth in 2015 was recorded at 1.9%, up
0.1% when compared to 2014 by 1.8%, while economic growth
in developing countries and emerging markets in 2015 stood at
4.0% lower 0, 6% compared to 2014 by 4.6%. Financial market
volatility surged in August, followed by a weakening of the
currency, as well as the sharp correction in equity worldwide.
These surges associated with events debt negotiations, which
took place in the Greek state and the decline in the stock
market is so sharp in China.
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Profil Perusahaan
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Tabel Overview of The World Economic Outlook Projections/
Table of Overview of The World Economic Outlook Projection
(dalam perubahan persentase kecuali dinyatakan lain/the percentage changes unlessotherwise stated)
Projections
Difference from
January 2016 WEO
Update1
Difference from
October
2015 WEO1
2015
2016
2017
2016
2017
2016
2017
3.1
3.2
3.5
(0.2)
(0.1)
(0.4)
(0.3)
Advanced Economies
1.9
1.9
2.0
(0.2)
(0.1)
(0.3)
(0.2)
United States
2.4
2.4
2.5
(0.2)
(0.1)
(0.4)
(0.3)
Euro Area
1.6
1.5
1.6
(0.2)
(0.1)
(0.1)
(0.1)
Germany
1.5
1.5
1.6
(0.2)
(0.1)
(0.1)
(0.1)
France
1.1
1.1
1.3
(0.2)
(0.2)
(0.4)
(0.3)
World Output
Italy
0.8
1.0
1.1
(0.3)
(0.1)
(0.3)
(0.1)
Spain
3.2
2.6
2.3
(0.1)
0.0
0.1
0.1
Japan
0.5
0.5
(0.1)
(0.5)
(0.4)
(0.5)
(0.5)
United Kingdom
2.2
1.9
2.2
(0.3)
0.0
(0.3)
0.0
Canada
1.2
1.5
1.9
(0.2)
(0.2)
(0.2)
(0.5)
Other Advanced Economies2
2.0
2.1
2.4
(0.3)
(0.4)
(0.6)
(0.5)
4.0
4.1
4.6
(0.2)
(0.1 )
(0.4)
(0.3)
Emerging Market and Developing Economies
Commonwealth of Independent States
(2.8)
(1.1)
1.3
(1.1)
(0.4)
(1.6)
(0.7)
Russia
(3.7)
(1.8)
0.8
(0.8)
(0.2)
(1.2)
(0.2)
Excluding Russia
(0.6)
0.9
2.3
(1.4)
(0.9)
(1.9)
(1.7)
6.6
6.4
6.3
0.1
0.1
0.0
0.0
Emerging and Developing Asia
China
6.9
6.5
6.2
0.2
0.2
0.2
0.2
India3
7.3
7.5
7.5
0.0
0.0
0.0
0.0
ASEAN-54
4.7
4.8
5.1
0.0
0.0
(0.1)
(0.2)
3.5
3.5
3.3
0.4
(0.1)
0.5
(0.1)
Emerging and Developing Europe
Latin America and the Caribbean
Brazil
Mexico
Middle East, North Africa, Afghanistan, and Pakistan
Saudi Arabia
Sub-Saharan Africa
(0.1)
(0.5)
1.5
(0.2)
(0.1)
(1.3)
(0.8)
(3.8)
(3.8)
0.0
(0.3)
0.0
(2.8)
(2.3)
2.5
2.4
2.6
(0.2)
(0.3)
(0.4)
(0.5)
2.5
3.1
3.5
(0.5)
(0.1)
(0.8)
(0.6)
3.4
1.2
1.9
0.0
0.0
(1.0)
(1.0)
3.4
3.0
4.0
(1.0)
(0.7)
(1.3)
(0.9)
Nigeria
2.7
2.3
3.5
(1.8)
(0.7)
(2.0)
(1.0)
South Africa
1.3
0.6
1.2
(0.1)
(0.6)
(0.7)
(0.9)
Memorandum
European Union
2.0
1.8
1.9
(0.2)
(0.1)
(0.1)
(0.1)
Low-Income Developing Countries
4.5
4.7
5.5
(0.9)
(0.4)
(1.1)
(0.6)
Middle East and North Africa
2.3
2.9
3.3
(0.6)
(0.2)
(0.9)
(0.8)
World Growth Based on Market Exchange Rates
2.4
2.5
2.9
(0.2)
(0.1)
(0.5)
(0.3)
World Trade Volume (goods and services)
2.8
3.1
3.8
(0.3)
(0.3)
(1.0)
(0.8)
Advanced Economies
4.3
3.4
4.1
(0.3)
0.0
(0.8)
(0.4)
Emerging Market and Developing Economies
0.5
3.0
3.7
(0.4)
(0.6)
(1.4)
(1.7)
Imports
Exports
122
Advanced Economies
3.4
2.5
3.5
(0.4)
(0.1)
(0.9)
(0.4)
Emerging Market and Developing Economies
1.7
3.8
3.9
0.0
(0.5)
(1.0)
(1.4)
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Difference from
January 2016 WEO
Update1
Projections
Difference from
October
2015 WEO1
2015
2016
2017
2016
2017
2016
2017
Oil5
(47.2)
(31.6)
17.9
(14.0)
3.0
(29.2)
7.8
Nonfuel (average based on world commodity export
weights)
(17.5)
(9.4)
(0.7)
0.1
(1.1)
(4.3)
(1.0)
0.3
0.7
1.5
(0.4)
(0.2)
(0.5)
(0.2)
4.7
4.5
4.2
0.2
0.1
0.2
0.0
Commodity Prices (U.S. dollars)
Consumer Prices
Advanced Economies
Emerging Market and Developing Economies
6
London Interbank Offered Rate (percent)
On U.S. Dollar Deposits (six month)
0.5
0.9
1.5
(0.3)
(0.7)
(0.3)
(0.7)
On Euro Deposits (three month)
0.0
(0.3)
(0.4)
0.0
(0.2)
(0.3)
(0.5)
On Japanese Yen Deposits (six month)
0.1
(0.1)
(0.3)
(0.2)
(0.4)
(0.2)
(0.5)
Note: Real effective exchange rates are assumed to remain constant at the levels prevailing during February 2–March 1, 2016. Economies are listed on the basis of economic
size. The aggregated quarterly data are seasonally adjusted.
1
Difference based on rounded figures for the current, January 2016 World Economic Outlook Update, and October 2015 World Economic Outlook forecasts.
2
Excludes the G7 (Canada, France, Germany, Italy, Japan, United Kingdom, United States) and euro area countries.
3
For India, data and forecasts are presented on a fiscal year basis and GDP from 2011 onward is based on GDP at market prices with fiscal year 2011/12 as a base year.
4
Indonesia, Malaysia, Philippines, Thailand, Vietnam.
Di samping itu, tingkat inflasi di negara maju tercatat sebesar
0,3% di 2015, lebih rendah 1,1% dibandingkan di 2014 yang
sebesar 1,4%. Sedangkan, di negara sedang berkembang
dan emerging market, IHK pada tahun 2015 sama besarnya
dengan tahun 2014, yakni tercatat sebesar 4,7%.
In addition, the rate of inflation in developed countries stood
at 0.3% in 2015, 1.1% lower than in 2014 by 1.4%. Meanwhile, in
developing countries and emerging markets, the CPI in 2015
as much as in 2014, which stood at 4.7%.
Tabel Inflasi/Inflation Table
(dalam perubahan persentase kecuali dinyatakan lain/the percentage changes unlessotherwise stated)
Average
1998–2007
Projections
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
GDP Deflators
Advanced Economies
1.8
1.9
0.8
1.0
1.3
1.2
1.3
1.3
1.1
1.0
1.4
1.8
United States
2.2
2.0
0.8
1.2
2.1
1.8
1.6
1.6
1.0
1.0
1.4
2.1
Euro Area
1.9
2.0
1.0
0.7
1.1
1.2
1.3
0.9
1.2
1.1
1.1
1.6
(1.2)
(1.3)
(0.5)
(2.2)
(1.9)
(0.9)
(0.6)
1.7
2.0
1.0
1.0
0.7
2.0
3.0
1.0
2.4
2.0
1.3
1.5
1.3
0.9
0.8
1.7
2.1
Advanced Economies
2.0
3.4
0.2
1.5
2.7
2.0
1.4
1.4
0.3
0.7
1.5
1.9
United States
2.6
3.8
(0.3)
1.6
3.1
2.1
1.5
1.6
0.1
0.8
1.5
2.2
Euro Area2
2.0
3.3
0.3
1.6
2.7
2.5
1.3
0.4
0.0
0.4
1.1
1.7
Japan
Other Advanced Economies1
Consumer Prices
Japan
(0.2)
1.4
(1.3)
(0.7)
(0.3)
0.0
0.4
2.7
0.8
(0.2)
1.2
1.2
Other Advanced Economies1
1.9
3.9
1.4
2.4
3.3
2.1
1.7
1.5
0.6
1.1
1.8
2.1
Emerging Market and Developing
Economies3
7.9
9.2
5.0
5.6
7.1
5.8
5.5
4.7
4.7
4.5
4.2
3.9
Commonwealth of Independent
States4
19.8
15.4
11.1
7.2
9.7
6.2
6.4
8.1
15.5
9.4
7.4
4.8
Emerging and Developing Asia
4.2
7.6
2.8
5.1
6.5
4.6
4.7
3.5
2.7
2.9
3.2
3.7
Regional Groups
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Average
1998–2007
Projections
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Emerging and Developing Europe
18.5
8.0
4.8
5.6
5.4
5.9
4.3
3.8
2.9
4.1
4.8
4.2
Latin America and the Caribbean
7.0
6.4
4.6
4.2
5.2
4.6
4.6
4.9
5.5
5.7
4.3
3.6
Middle East, North Africa,
Afghanistan, and Pakistan
5.8
11.8
7.3
6.6
9.2
9.8
9.1
6.8
5.7
5.2
4.8
4.0
Middle East and North Africa
5.7
11.7
6.1
6.2
8.6
9.7
9.3
6.6
5.9
5.5
4.7
3.9
10.1
13.0
9.8
8.2
9.5
9.3
6.6
6.4
7.0
9.0
8.3
6.3
European Union
2.6
3.7
1.0
2.0
3.1
2.6
1.5
0..5
0.0
0.4
1.3
1.9
Low-Income Developing Countries
9.3
14.6
8.2
9.2
11.8
9.9
8.0
7.3
7.2
8.0
7.7
6.2
12.2
12.6
7.6
6.5
8.3
7.8
7.7
6.3
8.6
7.2
5.7
4.1
6.7
8.2
4.3
5.4
6.8
5.3
4.9
4.3
3.8
3.8
3.8
3.9
...
...
...
...
...
...
...
...
...
...
...
...
8.7
9.3
7.0
6.6
7.5
6.8
6.2
5.7
5.4
5.4
5.3
4.6
8.9
15.2
13.6
10.1
10.1
8.2
6.9
11.4
16.0
9.8
8.7
6.1
2.1
4.1
0.9
1.9
3.2
2.6
1.3
0.7
0.1
0.7
1.4
2.0
4.9
10.3
3.7
4.2
5.4
4.6
4.0
3.3
2.9
3.2
3.4
3.1
Sub-Saharan Africa
Memorandum
Analytical Groups
By Source of Export Earnings
Fuel
Nonfuel
Of Which, Primary Products
5
By External Financing Source
Net Debtor Economies
Net Debtor Economies by DebtServicing Experience
Economies with Arrears and/or
Rescheduling during 2010–14
Memorandum
Median Inflation Rate
Advanced Economies
Emerging Market and Developing
Economies3
Excludes the United States, euro area countries, and Japan.
Based on Eurostat’s harmonized index of consumer prices.
3
Excludes Argentina and Venezuela. See country-specific notes for Argentina in the “Country Notes” section of the Statistical Appendix.
4
Georgia, Turkmenistan, and Ukraine, which are not members of the Commonwealth of Independent States, are included in this group for
reasons of geography and similarity in economic structure.
5
Data are missing because of Argentina, which accounts for more than 30 percent of the weights of the group. See country-specific notes for
Argentina in the “Country Notes” section of the Statistical Appendix.
1
2
124
KONDISI INDUSTRI PENERBANGAN GLOBAL
THE CONDITIONS OF GLOBAL AVIATION INDUSTRY
Meskipun terjadi perlambatan pertumbuhan ekonomi global,
kondisi Industri Penerbangan Global terus berkembang pesat
pada dekade akhir-akhir ini. Menurut IATA, diukur dari sisi
pendapatan kondisi industri penerbangan global meningkat
dua kali lipat. Sebagian besar pertumbuhan telah didorong
oleh operator LCC (Low-cost carrier) yang menguasai 25%
pangsa pasar dunia dan berkembang pesat di Negara
berkembang.
Despite the global economic slowdown, conditions of the
Global Aviation Industry continues to grow rapidly in recent
decades. According to IATA, measured in terms of revenue
conditions of the global aviation industry has doubled. Most
of the growth has been driven by the operator LCC (low
cost carrier) which has a 25% share of the world market and
growing rapidly in developing countries.
Yang unik pada kondisi penerbangan global adalah pesatnya
pertumbuhan industri Penerbangan di Negara berkembang
seperti Amerika latin, Negara sedang berkembang di Asia
seperti Uni Emirate Arab, Qatar dan Saudi Arabia. Dengan
maskapai nasionalnya, Negara berkembang ini dapat
meraup pasar di Negara-Negara maju dan Negara sedang
berkembang lainnya, hal ini disinyalir dikarenakan letak
Negara mereka tepat di antara lalu lintas Eropa-Asia.
What is unique on the global flight conditions are the rapid
growth of the aviation industry in developing countries
such as Latin America, Asian developing countries such
as United Arab Emirates, Qatar and Saudi Arabia. With its
national airline, developing countries can reap the market
in developed Countries and other developing countries, it is
presumably because their country lies right in between the
Europe-Asia traffic.
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Dengan kondisi yang demikian, maka dapat dilihat bahwa
kondisi Industri Penerbangan Global sangat menjanjikan
dan diperkirakan meningkat. Peningkatan tersebut akan
bertambah lagi jika operator Airlines dapat memadukan
efisiensi waktu, biaya dan memaksimalkan teknologi
sehingga utilitas yang didapat bisa maksimal.
With such conditions, it can be seen that the Global Aviation
Industry conditions are very promising and is expected
to increase. Such improvements will increase again if the
operator Airlines can integrate time efficiency, cost and
maximize the utility of technology so obtained can be
maximized.
PEREKONOMIAN INDONESIA
INDONESIAN ECONOMY
Sejalan dengan pertumbuhan ekonomi global, pertumbuhan
ekonomi Indonesia di tahun 2015 juga belum menunjukkan
perbaikan secara signifikan, meskipun telah dilakukan
stimulus fiskal dan relaksasi kebijakan makroprudensial.
Perekonomian Indonesia tahun 2015 yang diukur berdasarkan
Produk Domestik Bruto (PDB) atas dasar harga berlaku
mencapai Rp11.540,8 triliun atau tumbuh sebesar 4,79%
dibanding tahun sebelumnya. Pertumbuhan ekonomi tersebut
melambat bila dibanding tahun 2014 yang sebesar 5,02%.
Along with global economic growth, the Indonesian economic
growth in 2015 has not shown significant improvement, in
spite of the fiscal stimulus and relaxation macroprudential
policy. The Indonesian economy in 2015 as measured by Gross
Domestic Product (GDP) at current prices reached Rp11.540,8
trillion or an increase of 4.79% over the previous year. The
economic growth slowed when compared to the year 2014
amounted to 5.02%.
Bagi Indonesia, pertumbuhan PDB yang telah melambat,
mendapat tambahan pengaruh negatif dari kondisi ekonomi
dan lingkungan yang berasal dari kebakaran dan asap
yang mengakibatkan kerugian yang diperkirakan berjumlah
sekitar 221 triliun rupiah (1.9% dari PDB) dalam kurun waktu
lima bulan. Dalam kondisi yang tidak mudah ini, pemerintah
memperlihatkan niat yang tegas untuk melaksanakan
reformasi dengan fokus pada peningkatan laju investasi,
revitalisasi industri dalam negeri dan peningkatan
perdagangan.
For Indonesia, GDP growth which has slowed, received an
additional negative effect of economic conditions and the
environment coming from the fire and smoke that resulted in
losses estimated at around 221 trillion rupiah (1.9% of GDP)
within a period of five months. In a condition that is not
easy, the government showed a firm intention to carry out
reforms with a focus on increasing the rate of investment, the
revitalization of the domestic industry and increased trade.
Salah satu indikasi akan hal tersebut adalah kenaikan belanja
modal pemerintah yang signifikan sebesar 49.8% dari tahunketahun (year on year, yoy) secara riil pada kuartal ketiga,
membalikkan tren negatif yang tercatat pada tahun 2014 dan
awal tahun 2015, serta agenda reformasi yang diprakarsai
pada bulan September melalui pengumuman tujuh paket
kebijakan untuk pengaturan dan reformasi struktural dan
stimulus fiskal.
One indication of this is the increase in government capital
expenditure significantly by 49.8% year after year in real terms
in the third quarter, reversing the negative trend recorded in
2014 and early 2015, as well as the reform agenda initiated
in September with the announcement of seven package of
measures for the regulation and structural reform and fiscal
stimulus.
Pada Indikator Ekonomi Makro tahun 2015, realisasi
pertumbuhan ekonomi tahun 2015 untuk sementara
diperkirakan mencapai sekitar 4,73%, lebih rendah dari target
pertumbuhan ekonomi dalam APBN-P 2015 yang sebesar
5,7%. Pertumbuhan ekonomi ini ditopang oleh konsumsi
rumah tangga dan percepatan pengeluaran pemerintah,
terutama pada semester II-2015.
In the Macro Economic Indicators 2015, the economic growth
in 2015, temporarily estimated at around 4.73%, lower than the
economic growth target in the APBN-P 2015 that amounted
to 5.7%. The economic growth was supported by domestic
consumption and government spending accelerated,
particularly in the second semester of 2015.
Selanjutnya, tingkat inflasi tahun 2015 tercatat menunjukkan
inflasi sebesar 3,35% (yoy). Inflasi tersebut lebih rendah
dari inflasi tahun sebelumnya dan berada dalam kisaran
sasaran inflasi 2015 yang ditetapkan Pemerintah sebesar
4±1% (yoy). Selain itu, inflasi inti juga tergolong rendah dan
tercatat sebesar 3,95% (yoy). Rendahnya inflasi inti tersebut
tidak terlepas dari peran kebijakan Bank Indonesia dalam
mengelola permintaan domestik, menjaga stabilitas nilai
tukar, dan mengarahkan ekspektasi inflasi. Selain itu,
pencapaian sasaran inflasi didukung oleh inflasi volatile
food yang cukup rendah sebesar 4,84% (yoy), seiring dengan
terjaganya kecukupan pasokan bahan pangan. Demikian
pula dengan kelompok administered prices yang juga
Furthermore, the inflation rate in 2015 was recorded shows
inflation of 3.35% (yoy). Inflation was lower than the previous
year and inflation is within the range of the inflation target
set by the Government in 2015 amounted to 4 ± 1% (yoy).
Moreover, core inflation is low and amounted to 3.95% (yoy).
The low core inflation is closely linked to Bank Indonesia policy
role in managing domestic demand, maintaining the stability
of the exchange rate, and directs inflation expectations. In
addition, the inflation target was supported by volatile food
inflation is quite low at 4.84% (yoy), in line with the adequacy
of food supplies. Similarly, the group administered prices
also recorded low inflation, which amounted to 0.39% (yoy),
in the middle of the energy price adjustment in accordance
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mencatat inflasi yang rendah, yakni sebesar 0,39% (yoy), di
tengah penyesuaian harga energi sesuai keekonomiannya
seiring dengan penurunan harga minyak dan gas dunia.
economical due to lower world oil and gas prices.
Dari sisi nilai tukar, pergerakan volatilitas rupiah pada
Desember 2015 mengalami peningkatan dibandingkan
dengan posisi November 2015. Peningkatan volatilitas
Rupiah terutama terjadi di saat Rupiah terapresiasi pasca
kenaikan FFR, sejalan dengan membaiknya faktor risiko dan
berlanjutnya akumulasi kepemilikan investor nonresiden
pada aset dalam negeri. Namun demikian, secara tahunan,
volatilitas Rupiah masih lebih rendah dari volatilitas Real,
Rand, Lira, Ringgit, Won, serta rata-rata volatilitas mata uang
negara kawasan.
Of the exchange rate, the movement of rupiah volatility
in December 2015 increased compared to the position of
November 2015. The increase in the volatility of the rupiah is
especially true in the current Rupiah has appreciated after
the increase FFR, in line with the improvement in risk factors
and the continued accumulation of the non-resident investor
holdings of domestic assets. However, on an annual basis, the
volatility of the rupiah is still lower than the volatility of the
Real, Rand, Lira, Ringgit, Won, and the average volatility of the
currency countries in the region.
Kondisi lemahnya permintaan global, serta masih tingginya
pasokan minyak dunia berpengaruh pada figur realisasi
rata-rata harga minyak mentah Indonesia (Indonesian
Crude Price/ICP) tahun 2015 mencapai 50 dolar AS per barel,
lebih rendah dari asumsi dalam APBN-P 2015 yang sebesar
60 dolar AS per barel. Sementara, realisasi lifting minyak
mentah sepanjang periode Desember 2014 hingga November
2015 tercatat mencapai 779 ribu barel per hari, lebih rendah
dibanding target dalam APBN-P 2015 yang sebesar 825 ribu
barel per hari. Terakhir, realisasi lifting gas mencapai 1.195
ribu barel setara minyak per hari, atau di bawah target
dalam APBN-P 2015 yang sebesar 1.221 ribu barel setara
minyak per hari.
The condition of weak global demand, as well as continued
high world oil supply effect on the figure of the average
realized price of crude oil Indonesia (Indonesian Crude Price/
ICP) in 2015, reached 50 dollars per barrel, lower than the
assumptions in APBN-P 2015 that amounted to 60 US dollars
per barrel. Meanwhile, crude oil lifting realization during
the period December 2014 to November 2015 totaled 779
thousand barrels per day, lower than the target in the APBN-P
2015 that amounted to 825 thousand barrels per day. Lastly,
the realization of lifting gas reaching 1,195 thousand barrels
of oil equivalent per day, or below the target in the APBN-P
2015 that amounted to 1,221 thousand barrels of oil equivalent
per day.
Tabel Realisasi Indikator Ekonomi Makro 2015 / Table of Macro Economic Indicator 2015
Indikator Makro Ekonomi
Macro Economic Indicators
Asumsi APBNP 2015
APBNP 2015 Assumption
Realisasi Desember 2015
Realization of December 2015
Pertumbuhan Ekonomi (%)
Economic Growth (%)
5,7
4,73*
Inflasi (%)
Inflation (%)
5,0
3,35
Tingkat Bunga SPN 3 Bulan (%)
SPN Interest Rate 3 Months (%)
6,2
5,97
12.500
13.392
60
50
825.000
779.000
1,221
1,195
Nilai Tukar (Rp/US$)
Exchange Rate (Rp/US$)
Harga Minyak (US$/barel)
Oil Prices (US$/barrel)
Lifting Minyak (barel)
Oil Lifting (barrel)
Lifting Gas (juta barel setara minyak)
Gas lifting (million barrels of oil equivalent)
*sumber: kemenkeu.go.id / *source: kemenkeu.go.id
126
KONDISI INDUSTRI PENERBANGAN INDONESIA
AVIATION INDUSTRY CONDITIONS OF INDONESIA
Sejalan dengan perkembangan industri penerbangan global,
perkembangan kondisi penerbangan di Indonesia sangat
pesat. Namun demikian, industri penerbangan di Indonesia
juga menghadapi tantangan-tantangan kedepannya
yang sangat berat. Semenjak rentetan kejadian yang
menimpa industri penerbangan di Indonesia sebut saja
QZ-7501 yang telah menelan banyak korban, Pemerintah
Indonesia melalui Regulator Kementerian Perhubungan
telah melakukan pengetatan terhadap aturan-aturan
Along with the development of the global aviation industry,
the development of flight conditions in Indonesia is very rapid.
However, the aviation industry in Indonesia is also facing
challenges going forward which is very heavy. Since the
series of events that hit the aviation industry in Indonesia call
QZ-7501 which has claimed many victims, the Government of
Indonesia through the Regulator Ministry of Transportation
has been tightening the rules Flights in Indonesia, it is none
other than aiming to restore the rules that should apply and
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Penerbangan di Indonesia, hal ini tak lain bertujuan untuk
mengembalikan aturan-aturan yang seharusnya berlaku dan
memperbaiki kondisi carut marut penerbangan Indonesia
dan mengutamakan prinsip 3S1C (safety, security,service dan
compliance).
improve the condition of tangled low Indonesia and stresses
the principle 3S1C (safety, security, service and compliance).
Selain itu, tantangan industri penerbangan di Indonesia
tidak hanya pada pengetatan aturan yang diberlakukan
oleh regulator, namun juga faktor eksternal yang sangat
berpengaruh seperti, melemahnya rupiah, anjloknya harga
minyak, gangguan asap, alam yang selalu mengalami
bencana juga harus diperhitungkan oleh pelaku industri
penerbangan di Indonesia.
Furthermore, the challenges of the aviation industry in
Indonesia is not only the tightening of the rules imposed by
the regulator, but also external factors which is influence
such, the weakening of rupiah, falling oil prices, disruptions
smoke, nature always experienced disasters should also be
accounted for by the aviation industry players in Indonesia.
Disisi lain, IATA memperkirakan Indonesia diprediksi akan
masuk 10 besar pasar penerbangan dunia pada tahun 2020
bahkan lima besar pada tahun 2034. Rata-rata pertumbuhan
industri penerbangan di Indonesia sebesar 14,9% dalam 20
tahun kedepan tercepat di antara semua negara. Oleh sebab
itu peluang industri di Indonesia sangat berpluang besar bagi
siapa saja yang siap untuk menjalaninya.
On the other hand, IATA estimates that Indonesia is predicted
to be in the top 10 world aviation market in 2020 even five in
the year 2034. The average growth of the aviation industry
in Indonesia by 14.9% in the next 20 years the fastest among
all countries. Therefore, opportunities berpluang industry in
Indonesia is very great for anyone which is is ready to live it.
Bagi Angkasa Pura Airports sendiri, kesiapan itu dicerminkan
dari pembangunan dan pengembangan infrastruktur dan
peningkatan pelayanan yang diberikan kepada pengguna
jasa Bandar Udara. Dengan mengusung tagline “No Airport
Left Behind”, tidak hanya mengutamakan pengembangan
bandar udara utama namun juga bandar udara klas B dan
C. Semangat pengembangan tersebut diwujudkan dengan
pelaksanaan pembangunan Bandara I Gusti Ngurah-Rai
Bali, Sepinggan Balikpapan, T2 Juanda Surabaya yang
sudah rampung dan rencana pengembangan Bandara
Ahmad Yani, Syamsuddin Noor, dan Adi Sutjipto Yogyakarta
adalah merupakan komitmen dan kesiapan PT Angkasa
Pura I (Persero) dalam menghadapi tantangan dan peluang
Industri Penerbangan di Indonesia.
For Angkasa Pura Airports itself, it reflected the readiness
of the construction and development of infrastructure and
improvement of services provided to users of airport services.
With the tagline “No Airport Left Behind”, not only give priority
to the development of the main airport but also the airport
of class B and C. The spirit of development is realized with
the implementation of the construction of service-I Gusti
Ngurah Rai, Sepinggan, T2 Juanda already completed and
development plans Ahmad Yani Airport, Syamsuddin Noor, and
Adi Sutjipto Yogyakarta are the commitment and readiness
of PT Angkasa Pura I (Persero) in the face of challenges and
opportunities in the Indonesian aviation industry.
PERKEMBANGAN INDUSTRI
KEBANDARUDARAAN DI WILAYAH
ANGKASA PURA AIRPORTS
AVIATION INDUSTRIAL DEVELOPMENTS AT
ANGKASA PURA AIRPORTS REGION
Sejalan dengan perkembangan industri kebandarudaraan
di Indonesia, pertumbuhan industri Angkasa Pura Airports
sebagai penyedia, pengelola, dan pengusaha jasa
kebandarudaraan di kawasan tengah dan timur Indonesia
juga mengalami peningkatan. Secara keseluruhan,
pergerakan lalu lintas angkutan udara untuk jumlah pesawat
dan penumpang mengalami peningkatan dibandingkan
tahun 2014. Namun demikian, pergerakan jumlah kargo
mengalami penurunan dibandingkan 2014.
Along with the development of aviation industry in Indonesia,
growth of Angkasa Pura Airports industry as providers,
managers, and entrepreneurs of airport services in central
and eastern Indonesia also increased. Overall, the movement
of air freight traffic for the number of aircraft and passengers
have increased compared to 2014. However, the number of
cargo movements decreased compared to 2014.
Tabel Pergerakan Pesawat, Penumpang, dan Kargo / Table of Aircraft, Passengers, and Cargo Movements
Uraian
Description
Unit
Unit
2015
2014
Perubahan
Change
Pesawat / Aircraft
Rute
698.118
685.913
1,78%
Penumpang / Passenger
Pax
73.935.940
73.228.093
0,97%
Kargo / Cargo
Kg
324.839.503
348.360.957
(6,75%)
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Pergerakan Pesawat
The Aircraft Movement
Pergerakan total pesawat di 13 bandara yang dikelola oleh
Angkasa Pura Airports pada tahun 2015 sebanyak 698.118
pergerakan, meningkat sebesar 1,78% dibandingkan dengan
pergerakan total pesawat di tahun 2014 yang sebesar
685.913 pergerakan. Pergerakan pesawat domestik menjadi
pendorong utama dalam peningkatan pergerakan pesawat
di Angkasa Pura Airports. Pergerakan pesawat domestik
tahun 2015 sebanyak 563.838 pergerakan atau naik 3,59%
dibandingkan tahun 2014. Sedangkan Pergerakan pesawat
Internasional dan pesawat lokal mengalami penurunan,
pergerakan pesawat internasional menurun sebesar
0,60% dari 74.849 pergerakan di tahun 2014 menjadi
74.402 pergerakan di 2015. Pergerakan pesawat lokal juga
mengalami penurunan sebanyak 10,30% dari 66.757 di 2014
menjadi 59.878 pergerakan di 2015.
Total aircraft movement in the 13 airports managed by
Angkasa Pura Airports in 2015 as amounted
698,118
movements, increasing 1.78% compared to total aircraft
movements in 2014 which is amounted to 685,913 movements.
Domestic aircraft movements is a primary driver of the
increase in aircraft movements in Angkasa Pura Airports.
Domestic aircraft movements 2015, as amounted to 563 838
movements or 3.59% rise compared to 2014. While aircraft
movements International and local air has decreased,
international aircraft movements decreased by 0.60% from
74,849 movements in 2014 to 74,402 in 2015. The movement of
local aircraft movements also decreased by 10.30% from 66,
757 in 2014 to 59 878 movements in 2015.
Secara total, bandara dengan jumlah pergerakan pesawat
tertinggi yakni Bandar Udara Internasional Juanda –
Surabaya dengan jumlah pergerakan pesawat sebanyak
137.051 pergerakan, kemudian disusul oleh Bandar Udara
Internasional I Gusti Ngurah Rai–Bali dengan jumlah
pergerakan pesawat sebanyak 126.337 pergerakan. Adapun
hal – hal yang mempengaruhi peningkatan trafik pesawat
yaitu:
• Penambahan rute baru Garuda BTH-SUB-BTH, KOESUB-KOE, MDC-SUB-MDC,
• Penambahan rute Batik Air AMQ-SUB-AMQ, KOE-SUBKOE
• Peningkatan frekuensi penerbangan berjadwal beberapa
maskapai di Bandara DPS, SUB, LOP, BPN, SOC.
• Meningkatnya pergerakan pesawat TNI di bandara DPS,
SUB, SOC, dan JOG.
In total, the airports with the highest number of aircraft
movements is International Airport Juanda - Surabaya
with the number of aircraft movements as much as 137,051
movements, followed by the international airport Ngurah Rai
- Bali with the number of aircraft movements as amounted to
126,337 movements. As things that affect the increase in air
traffic, namely:
•
•
•
•
The addition of new routes Garuda BTH-SUB-BTH, KOESUB-KOE, MDC-SUB-MDC,
The addition of these Batik Air AMQ-SUB-AMQ, KOESUB-KOE
Increased frequency of scheduled flights at the airport
some airlines DPS, SUB, LOP, BPN, SOC.
Increased the movement of the military at the airport
airlines DPS, SUB, SOC, and JOG.
Pergerakan Pesawat Berdasarkan Bandara
Aircraft Movements by Airports
(dalam Rute / The Route)
150.000
100.000
50.000
0
128
DPS
SUB
UPG
BPN
BIK
MDC
JOG
SOC
BDJ
SRG
LOP
AMQ
KOE
2014
130.149
136.195
83.551
68.470
10.029
19.304
66.305
23.574
30.702
52.393
30.655
16.002
18.584
2015
126.337
137.051
88.592
70.835
8.597
21.288
68.729
25.413
29.133
57.089
27.759
16.847
20.448
Pergerakan Penumpang
Passenger Movement
Pergerakan penumpang pada 2015 terealisasi sebanyak
73.935.940 penumpang. Pergerakan tersebut mengalami
peningkatan sebesar 0,97% dibandingkan 2014 yang tercatat
sebesar 73.228.093 penumpang. Jumlah penumpang
domestik selama tahun 2015 turun 0,10% dibandingkan
periode yang sama di tahun 2014, hal ini karena terdapat
perubahan pola perilaku konsumen dalam menggunakan
Passenger movement in 2015 realized as much as 73,935,940
passengers. The movement has increased by 0.97%
compared to 2014 which amounted to 73,228,093 passengers.
The number of domestic passengers during 2015, down to
0.10% compared to the same period in 2014, this is because
there is a change in the pattern of consumer behavior in
using air transportation to land transport modes, especially
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
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Laporan Keuangan
Financial Report
moda transportasi udara ke moda transportasi darat
khususnya kereta api dan moda lainnya. Di sisi lain, jumlah
penumpang internasional dan lokal mengalami peningkatan.
Jumlah penumpang internasional sampai dengan Desember
2015 meningkat 2,28% dibandingkan periode yang sama di
tahun 2014 serta jumlah penumpang transit sampai dengan
Desember 2015 juga mengalami peningkatan sebesar 13,82%
dibandingkan periode yang sama di tahun 2014, peningkatan
ini dikarenakan semakin kondusif keamanan di tanah air
dan juga dikarenakan adanya perubahan tipe pesawat dari
medium body menjadi wide body dari beberapa airline.
rail and other modes. On the other hand, the number of
international and local passengers increased. The number of
international passengers up to December 2015 increased by
2.28% compared to the same period in 2014 and the number
of passengers in transit up to December 2015 increased by
13.82% compared to the same period in 2014, the increase was
due to the increasingly conducive security ground water and
also due to changes in the types of aircraft of medium body
into a wide body of some airline.
Secara total, Jumlah pergerakan penumpang tertinggi terjadi
pada Bandar Udara Internasional Juanda – Surabaya yakni
sebanyak 17.143.912 penumpang, kemudian disusul oleh
Bandar Udara I Gusti Ngurah Rai – Bali dengan jumlah
penumpang sebanyak 17.108.387 penumpang. Adapun hal
– hal yang mempengaruhi peningkatan trafik penumpang
yaitu:
• Penambahan rute baru Garuda BTH-SUB-BTH, KOESUB-KOE, MDC-SUB-MDC,
• Penambahan rute Batik air AMQ-SUB-AMQ, KOE-SUBKOE
• Peningkatan frekuensi penerbangan berjadwal beberapa
maskapai di Bandara DPS, SUB, LOP, BPN, SOC.
• Meningkatnya pergerakan pesawatt TNI di bandara DPS,
SUB, SOC dan JOG.
In total, the highest amount of passenger movements occur
at Juanda International Airport - Surabaya that as many as
17,143,912 passengers, followed by Airport I Gusti Ngurah Rai
- Bali with the number of passengers as much as 17,108,387
passengers. As things - things that affect the increase in
passenger traffic, namely:
•
•
•
•
The addition of new routes Garuda BTH-SUB-BTH, KOESUB-KOE, MDC-SUB-MDC,
The addition of these water Batik AMQ-SUB-AMQ, KOESUB-KOE
Increased frequency of scheduled flights at the airport
some airlines DPS, SUB, LOP, BPN, SOC.
Increased the movement of the military at the airport
pesawatt DPS, SUB, SOC and JOG
Pergerakan Penumpang Berdasarkan Bandara
Passenger Movement by Airport
(dalam Ribuan pax / in thousands pax)
20.000.000
18.000.000
16.000.000
14.000.000
12.000.000
10.000.000
8.000.000
6.000.000
4.000.000
2.000.000
0
DPS
SUB
UPG
BPN
BIK
MDC
JOG
SOC
BDJ
2014
17.271.415 17.285.085 8.848.354
7.701.216
346.891
2.016.136 6.236.578
1.417.576
2015
17.108.387
7.374.517
361.410
2.113.737 6.380.336
1.525.013 3.546.554
17.143.912
9.306.184
SRG
LOP
AMQ
KOE
2.417.875
1.192.375
1.310.734
3.682.108 2.552.399
1.318.041
1.523.342
3.714.463 3.469.395
Pergerakan Kargo
Cargo Movement
Angkutan kargo selama 2015 terealisasi sebanyak
324.839.503 Kg. Pencapaian tersebut menunjukkan terjadinya
penurunan sebesar 6,75% dibandingkan dengan 2014 yang
sebanyak 348.360.957 Kg. Jumlah kargo domestik tahun
2015 terealisasi 281.375.026 Kg atau terjadi penurunan 1,84 %
dari tahun sebelumnya sebesar 286.662.425 Kg. Sedangkan
jumlah cargo internasional pada Desember 2015 terealisasi
43.464.477 Kg atau terjadi penurunan 29,55% dari tahun
sebelumnya sebesar 61.698.532 Kg.
Cargo transportation during the 2015 realized as much as
324 839 503 Kg. The attainment showed a decrease of 6.75%
compared to 2014 as many as 348 360 957 Kg. Total domestic
cargo in 2015 realized 281 375 026 Kg, or a decline of 1.84%
from the previous year amounted to 286 662 425 Kg. While
the number of international cargo in December 2015 realized
43,464,477 kg or 29.55% decrease from the previous year
amounted to 61,698,532 kg.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Adapun hal-hal yang mempengaruhi penurunan trafik kargo
tahun 2015 yaitu:
• Bencana gunung meletus (Raung dan Barujari)
• Jatuhnya Air Asia memberikan trauma kepada pengguna
jasa
• Pembatasan ekspor Marine product
• Penurunan kargo disebabkan karena adanya peralihan
moda transportasi dari udara ke transportasi darat dan
laut.
• Pelambatan pertumbuhan ekonomi global mempengaruhi
pertumbuhan transportasi penerbangan.
As for the things that affect the decline in cargo traffic in 2015,
namely:
• Disaster volcano erupted (roar and Barujari)
• The fall of Air Asia provide trauma to service users
Peningkatan tertinggi jumlah pergerakan kargo terjadi
pada Bandar Udara Internasional Juanda – Surabaya yakni
sebanyak 90.645.441 kg, kemudian disusul oleh Bandar Udara
Sultan Aji Muhammad Sulaiman Sepinggan – Balikpapan
dengan jumlah pergerakan kargo sebanyak 54.404.102 kg.
The highest increase occurred in the number of cargo
movements International Airport Juanda - Surabaya that
as many as 90,645,441 kg, followed by airport of Sultan
Aji Muhammad Sulaiman Sepinggan - Balikpapan by the
number of total 54,404,102 kg of cargo movements.
•
•
Marine product export restrictions
The decline in cargo due to the modal shifts from air to
land and sea transport.
•
The slowdown in global economic growth affects the
growth of aviation transport.
Pergerakan Kargo Berdasarkan Bandara
Cargo Movement by Airport
(dalam Ton / in Ton)
120.000.000
100.000.000
80.000.000
60.000.000
40.000.000
20.000.000
0
130
LOP
AMQ
KOE
2014 50.390.957 98.451.171 53.563.352 57.686.768
DPS
SUB
UPG
BPN
951.003
BIK
12.469.353 17.676.529 4.686.330 20.784.875 13.727.130
7.821.353
4.895.151
5.256.985
2015 30.860.389 90.645.441 53.934.781 54.404.102
910.112
12.396.717
8.719.452
6.024.097
4.885.249
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
MDC
JOG
19.724.154
SOC
5.930.199
BDJ
SRG
22.051.628 14.353.182
Tata Kelola Perusahaan
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Tanggung Jawab Sosial Perusahaan
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Tinjauan Operasional
Operational Overview
Angkasa Pura Airports merupakan perusahaan yang
bergerak dalam bidang pelayanan jasa kebandarudaraan.
Bidang jasa yang disediakan oleh Angkasa Pura Airports
meliputi jasa aeronautika, non aeronautika dan pelayanan
jasa terkait bandara. Sejak tahun 2013, jasa aeronautika
yang disediakan oleh Perusahaan hanya di bidang non Air
Traffic Services (ATS). Oleh karena itu, sejak tahun 2013,
Perusahaan sangat berkomitmen untuk mengembangkan
usaha di bidang jasa nonaeronautika dengan konsep airport
city yaitu Perubahan orientasi dan proses bisnis dengan titik
berat sektor nonaeronautika dan kepuasan pelanggan.
Angkasa Pura Airports is a company engaged in the field of
airport services. Services provided by Angkasa Pura Airports
include aeronautical services, non aeronautical and airport
related services. Since 2013, aeronautical services provided
by the Company only in the field of non Air Traffic Services
(ATS). Therefore, since 2013, the company is deeply committed
to developing business in the non-aeronautical services to the
airport city concept that changes the orientation and business
processes with emphasis on non-aeronautical sectors and
customer satisfaction.
Sampai dengan akhir tahun 2015, Bandara yang dikelola
oleh PT Angkasa Pura I (Persero) sebanyak 13 bandara dan 1
Strategic Business Unit dan 5 Perusahaan Anak yang terletak
di kota-kota besar wilayah tengah dan timur Indonesia, yaitu:
1. Bandara I Gusti Ngurah Rai – Bali
2. Bandara Juanda – Surabaya
3. Bandara Sultan Hasanuddin – Makassar
4. Bandara Sultan Aji Muhammad Sulaiman 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 Adi Soemarmo – Surakarta
11. Bandara Internasional Lombok - Lombok Tengah
12. Bandara Pattimura – Ambon
13. Bandara El Tari – Kupang
14. Commercial Strategic Business Unit Ngurah Rai – Bali
15. PT Angkasa Pura Logistik
16. PT Angkasa Pura Properti
17. PT Angkasa Pura Suport
18. PT Angkasa Pura Hotel
19. PT Angkasa Pura Retail
As of the end of 2015, which service is managed by PT Angkasa
Pura I (Persero) 13 airport and 1 Strategic Business Unit and
5 Companies child who is located in the major cities of the
central region dantimur Indonesia, namely:
1.I Gusti Ngurah Rai Airport – Bali
2. Juanda Airport – Surabaya
3. Sultan Hasanuddin Airport – Makassar
4. Sultan Aji Muhammad Sulaiman 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. Adi Soemarmo Airport – Surakarta
11.Internasional Lombok Airport - Lombok Tengah
12. Bandara Pattimura Airport – Ambon
13.El Tari Airport – Kupang
14. Commercial Strategic Business Unit Ngurah Rai – Bali
15. PT Angkasa Pura Logistik
16. PT Angkasa Pura Properti
17. PT Angkasa Pura Suport
18. PT Angkasa Pura Hotel
19. PT Angkasa Pura Retail
SASARAN STRATEGIS DAN STRATEGI
PERUSAHAAN
STRATEGIC OBJECTIVES AND CORPORATE
STRATEGY
Sasaran strategis Angkasa Pura Airports yang akan dicapai
dalam periode tahun 2014-2018 ialah sebagai berikut.
1) Mencapai nilai CSI 4,60 (Standar ACI) pada tahun 2018.
2) Mencapai total pendapatan operasional Rp8,8 triliun
pada tahun 2018.
3) Mencapai proporsi pendapatan non aero terhadap
pendapatan operasional sebesar 57% pada tahun 2018.
4)Mengembangkan dan mengimplementasikan sistem
manajemen kelas dunia (terutama pengelolaan SDM,
ICT, operation excellence, dan service excellence) secara
holistik sebelum akhir tahun 2018.
5) Menerapkan konsep Green Corporation dan Program
CSR secara efektif.
Angkasa Pura Airports Strategy targets to be achieved in the
period 2014-2018 is as follows.
1) Achieve a CSI score of 4.60 (Standard ACI) in 2018.
2) Achieve total operating revenue Rp8.8 trillion in 2018.
3) Achieve non aero proportion of income to operating
income by 57% in 2018.
4) Develop and implement a world-class management
systems (especially HRD management, ICT, operations
excellence, and service excellence) in a holistic manner
before the end of 2018.
5) Applying the concept of Green Corporation and CSR
programs effectively.
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Profil Perusahaan
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6)Menjadi perusahaan yang siap untuk diprivatisasi
sebelum akhir tahun 2018.
6) Being a company that is ready to be privatized before the
end of 2018.
Untuk mencapai sasaran strategis yang telah ditetapkan
tersebut, Angkasa Pura Airports menetapkan strategi
perusahaan
melalui
peningkatan
layanan
kepada
stakeholder. Adapun Strategi Peningkatan layanan
Perusahaan kepada stakeholder dilakukan dengan cara:
1)Menyempurnakan
(excelling)
penerapan
service
excellence, operations excellence, system management
dan ICT kelas dunia.
2) Mengoptimalkan efektifitas dan efisiensi biaya.
3) Mengoptimalkan seluruh potensi sinergi secara internal
dan eksternal.
4) Mempercepat dan memperbesar penciptaan nilai dari
kemitraan strategis.
To achieve the strategic objectives which have been set, the
Angkasa Pura Airports set the company’s strategy through
improved services to stakeholders. As for Improvement
Strategy Company’s services to the stakeholders is done by:
FASILITAS ALAT PRODUKSI
PRODUCTION EQUIPMENT FACILITY
Dalam melakukan produksi pelayanan jasa, Angkasa
Pura Airports memiliki fasilitas alat produksi yang meliputi
landasan pacu, apron, terminal penumpang, gudang kargo,
dan tempat parkir kendaraan di seluruh bandara yang
dikelola Perusahaan. Beberapa fasilitas produksi tersebut
dijabarkan sebagai berikut.
Production os services, Angkasa Pura Airports have the
means of production facility that includes a runway, apron,
passenger terminal, cargo warehouses, and vehicle parking
at all airports managed by the company. Some production
facilities are described as follows.
1)Improving (excelling) application service excellence,
operations excellence, system management and worldclass ICT.
2)Optimize the effectiveness and cost efficiency.
3)Optimize the entire potential synergies both internally and
externally.
4) Accelerate and increase the value creation of strategic
partnerships.
Tabel Data Alat Produksi Utama Tahun 2015 / Tables of Main Production Equipment Data
Terminal / Terminal
Runway
Apron
Internasional
International
Domestik
Domestic
VIP
Kapasitas
Capacity
Kargo
Internasional
Cargo
International
Kargo
Domestik
Cargo
Domestic
MXM
(M2)
(M2)
(M2)
(M2)
(Pax/Tahun)
(M2)
(M2)
3.000 x 45
North Apron: 306.151
New North Apron: 34.056
South Apron: 65.230
121.785
67.883
4.404
Internasional
:14.327.647
Domestik: 9.697.571
GAT: 518.118
7.369,20
4.946
SUB
3.000 x 45
North Apron: 1.421 x 152
South Apron: 195 x 120
South Apron (Use for
Pushback PS A1): 34,81 x 30
West alarm Area: 223 x
81,20
East Alarm Area: 195 x 120
20.415
24.678
-
Terminal 1A: 2.000.000
Terminal 1B: 4.000.000
Terminal 2
- Internasional:
3.000.000
- Domestik:
3.500.000
5.109,88
6.592,5
UPG
2.500 x 45
3.100 x 45
Apron (Old): 450 x 125
Apron (New): 939 x 169
Apron (Cargo): 110 x 100
3.815,32
47.189,59
3500
Internasional: 564.620
Domestik: 7.000.000
VIP:250
4.000
4.000
BPN
2.500 x 45
Fix Wing: 709.50 x 110 dan
141,95 x 131,2
Rotary Wing: 132 x 110
General apron: 132 x 110
3.800
3.800
-
Internasional: 99.023
Domestik: 7.628.594
6.000
6.000
BIK
3.570 x 45
170 x 89
1.949,25
1.431,9
375
Internasional:85.000
Domestik:150.000
VIP:9500
324
324
MDC
2.650 x 45
513 x 174.316
3.465,77
13.358,23
533
Internasional:21.826
Domestik:961.407
-
3.706
JOG
2.200 x 45
513 x 174,316
3.465,77
13.358,23
533
Internasional:21.826
Domestik:961.407
-
3.706
SOC
2.600 x 45
North Apron (New):
420 x 135
South Apron (Old): 137x 83
Military Apron (Old):
102,5 x 90
3.517
9.438
-
Internasional: 124.39
Domestik: 1.386.871
768
768
BDJ
2.500 x 45
West Apron: 326 x 90
East Apron (New):336 x 152
-
6.641
-
Domestik: 1.300.000
-
972,9
Bandara
Airport
DPS
132
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Laporan Keuangan
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Terminal / Terminal
Runway
Apron
Internasional
International
Domestik
Domestic
VIP
Kapasitas
Capacity
Kargo
Internasional
Cargo
International
Kargo
Domestik
Cargo
Domestic
MXM
(M2)
(M2)
(M2)
(M2)
(Pax/Tahun)
(M2)
(M2)
SRG
2.560 x 45
296 x 98
801
5.907
458
Internasional: 116.073
Domestik: 2.890.512
VIP: 40
99
675
LOP
2.750 x 45
382,5 x 126
8.501
21.396
-
Internasional: 54.138
Domestik:1.701.913
3.951
3.951
AMQ
2.500 x 45
Apron A: 235 x 65
Apron B: 90 x 151,6
1.200
7.393
670
Internasional: 100.000
Domestik:700.000
-
1.139
KOE
2.500 x 45
235 x 65
1.200
7.393
670
Internasional:100.000
Domestik:700.000
-
1.139
Bandara
Airport
KINERJA OPERASI PER SEGMEN USAHA
OPERATING PERFORMANCE PER SEGMENT
Kinerja produksi per segmen usaha dibagi berdasarkan
jasapelayanan kebandarudaraan Angkasa Pura Airports,
yakni aeronautika dan non aeronautika.
Production performance per business segment of airport
services divided by Angkasa Pura Airports, namely
aeronautical and non-aeronautical.
AERONAUTIKA
AERONAUTICS
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 2015,
seluruh pelayanan jasa Aeronautika yang meliputi Pelayanan
Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat
Udara (PJP4U), Pelayanan Jasa Penumpang Pesawat
Udara (PJP2U), pemakaian aviobridge, pemakaian counter,
Baggage Handling System mengalami pertumbuhan.
Aeronautics business segments include the provision,
exploitation and development of facilities for service activities
of landing, take-off, aircraft parking and storage, as well
as the provision, exploitation and development of terminal
facilities for passenger transport services, cargo and mail.
In 2015, the entire aeronautical services covering Landing
Services, Placement and Storage Aircraft (PJP4U), Passenger
Aircraft Services (PJP2U), aviobridge usage, counter usage,
Baggage Handling System is growing.
Tabel Kinerja Pelayanan Jasa Aeronautika / Table of Performance Aeronautical Services
Uraian
Description
Satuan
Unit
2015
2014
1
2
3
4
Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan
Pesawat Udara (PJP4U) /
Aircraft Landing, Parking and Hangar Services (PJP4U)
Ton
25.572.859
Domestik / Domestic
Ton
Internasional / International
Ton
Pertumbuhan
Growth
5=3-4
6=(3-4)/4
22.737.236
2.835.623
12,47%
20.306.738
17.965.881
2.340.857
13,03%
5.266.120
4.771.355
494.765
10,37%
Pax
33.016.975
32.778.877
238.098
0,73%
Domestik / Domestic
Pax
27.271.899
27.177.686
94.213
0,35%
Internasional / International
Pax
5.745.076
5.601.191
143.885
2,57%
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) /
Aircraft Passenger Handling Services (PJP2U)
Pemakaian Aviobridge / Aviobridge Services
Ton
26.445.957
21.407.355
5.038.602
23,54%
Domestik / Domestic
Ton
18.459.482
14.801.688
3.657.794
24,71%
Internasional / International
Ton
7.986.475
6.605.667
1.380.808
20,90%
Pax
37.555.129
33.177.155
4.377.974
13,20%
Pax
31.903.449
27.670.837
4.232.612
15,30%
Pax
5.651.680
5.506.318
145.362
2,64%
Pax
7.088.941
5.411.902
1.677.039
30,99%
Pemakaian Counter / Counter Services
Domestik / Domestic
Internasional / International
Baggage Handling System
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
133
Laporan Manajemen
Management Report
Uraian
Description
Satuan
Unit
1
134
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
2
2015
3
2014
4
Pertumbuhan
Growth
5=3-4
6=(3-4)/4
Domestik / Domestic
Pax
2.755.232
2.190.031
565.201
25,81%
Internasional / International
Pax
4.333.709
3.221.871
1.111.838
34,51%
Pelayanan Jasa Pendaratan, Penempatan
Dan Penyimpanan Pesawat Udara (Pjp4u)
SERVICES LANDING, PLACEMENT AND
STORAGE AIRCRAFT (PJP4U)
Produksi PJP4U pada 2015 mencapai 25.572.859 ton,
mengalami pertumbuhan 2.835.623 ton atau sebesar 12,47%
dari 2014 yang mencapai 22.737.236 ton. Baik produksi
domestik maupun produksi internasional mengalami
pertumbuhan yang positif. Produksi PJP4U domestik
mengalami peningkatan sebesar 13,03%. Pertumbuhan
tersebut disebabkan oleh adanya kenaikan frekuensi
penerbangan, tambahan flight rute, dan telah di berlakukan
parking stand aktif dari parking stand 1 sampai dengan 56
yang sebelumnya hanya 1 sampai dengan 6, serta realisasi
produksi pendaratan yang mengalami deviasi positif.
PJP4U production in 2015 reached 25,572,859 tons,
experienced growth by 2.835.623 ton or by 12.47% from
2014, which reached 22,737,236 tons. Both the production of
domestic and international production experience positive
growth. PJP4U domestic production increased by 13.03%. The
growth was due to an increase in the frequency of flights, the
additional flight, and been enforced parking active stand on
the parking stand 1 through 56 which previously only 1 to 6,
and the realization of the production of landing experiencing
positive deviation.
Sedangkan produksi PJP4U internasional mengalami
peningkatan sebesar 10,37% dari 4.771.355 ton menjadi
5.266.120 ton. Pertumbuhan tersebut antara lain disebabkan
karena meningkatnya kunjungan wisatawan terutama
dari Cina dan Australia sehingga meningkatkan frekuensi
penerbangan serta adanya realisasi penerbangan
internasional umrah dan dampak dari embarkasi serta
debarkasi haji 2015 di Makassar.
While international PJP4U production increased by 10.37%
from 4,771,355 tons to 5,266,120 tons. The growth is partly
due to increased tourist arrivals, especially from China
and Australia to increase the frequency of flights as well as
international flights umrah their realization and impact of
embarkation and disembarkation Hajj 2015 in Makassar.
PELAYANAN JASA PENUMPANG PESAWAT
UDARA (PJP2U)
AIRCRAFT SERVICES PASSENGER (PJP2U)
Produksi PJP2U mengalami pertumbuhan sebesar 238.098
pax atau sebesar 0,73%, dari 32.778.877 pax di 2014 menjadi
33.016.975 pax di 2015. Produksi PJP2U domestik mengalami
peningkatan sebesar 0.35% dari 27.177.686 pax menjadi
27.271.899 pax di 2015. Peningkatan ini disebabkan oleh rute
baru, peningkatan jumlah penumpang akibat arus mudik
Natal dan Tahun Baru, juga terdapat event Lovely Toraja
Sulawesi Selatan yang berdampak pada peningkatan jumlah
turis, baik domestik maupun Internasional di tahun 2015 ini,
serta peningkatan frekuensi penerbangan dan peningkatan
realisasi load factor. Sejalan dengan pertumbuhan Produksi
PJP2U domestic, Produksi PJP2U internasional mengalami
peningkatan sebesar 2,57% dari 5.601.191 pax di 2014 menjadi
5.745.076 pax di 2015.
PJP2U production grew by 238 098 pax or by 0.73%, from
32,778,877 pax in 2014, into 33,016,975 PJP2U pax in 2015.
Domestic production increased of 0.35% from 27,177,686 pax
into 27,271,899 pax in 2015. The increase was caused by a
new route, an increase in the number of passengers due to
homecoming Christmas and new year, there are also events
Lovely South Sulawesi Toraja which increased the number
of tourists, domestic and International in 2015, as well as
increasing the frequency of flights and the realization of load
factor. Along with the growth of domestic PJP2U Production,
Production PJP2U international experience an increasing of
2.57% from 5,601,191 pax in 2014 to 5,745,076 pax in 2015.
PEMAKAIAN AVIOBRIDGE
USAGE OF AVIOBRIDGE
Pemakaian aviobridge mencapai 26.445.957 ton, mengalami
peningkatan 5.038.602 ton atau sebesar 23,54% dibandingkan
2014 yang mencapai 21.407.355 ton. Pemakaian aviobridge
domestik maupun internasional mengalami peningkatan
masing-masing sebesar 24,71% dan 20,90%. Hal ini diseabkan
oleh adanya peningkatan pemakaian aviobridge, optimalisasi
penggunaan seluruh aviobridge, penambahan rute dan
frekuensi penerbangan untuk beberapa maskapai sehingga
mempengaruhi produksi aviobridge.
Aviobridge consumption reached 26,445,957 tons, of which
5,038,602 tons or an increase of 23.54% compared to 2014,
which reached 21,407,355 tons. Aviobridge consumption
domestically and internationally have increased respectively
by 24.71% and 20.90%. This is caused by the increased use of
aviobridge, optimizing the use of all aviobridge, the addition
of routes and flight frequencies to several airline thus affecting
production aviobridge.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PEMAKAIAN COUNTER
USAGE OF COUNTER
Pemakaian counter mengalami peningkatan 4.377.974 pax
atau sebesar 13,20% dari 33.177.155 pax di 2014 menjadi
37.555.129 pax di 2015. Pemakaian counter dalam negeri
mengalami pertumbuhan sebesar 15,30%. Sedangkan,
pemakaian counter Luar Negeri mengalami pertumbuhan
sebesar 2,64%. Pertumbuhan angka pemakaian counter
tersebut sejalan dengan pertumbuhan produksi PJP2U
domestik dan luar negeri.
The use of counter increased by 4,377,974 pax or 13.20% of
3,177,155 pax in 2014 to 37,555,129 pax in 2015. The use of
domestic counters grew by 15.30%. Meanwhile, the use of
international counter grew by 2.64%. The growth is consistent
with the PJP2U production growth in both domestic and
international.
BAGGAGE HANDLING SYSTEM
BAGGAGE HANDLING SYSTEM
Fasilitas Baggage Handling System (BHS) adalah suatu
sistem conveyor yang digunakan untuk mengangkut bagasi
penumpang setelah proses pemeriksaan dan check-in bagi
penumpang keberangkatan, begitu juga sebaliknya bagi
penumpang kedatangan dibawa ke area pengambilan
bagasi (baggage claim). Fasilitas BHS tersebut terintegrasi
langsung dengan Hold Baggage Screening yaitu suatu
sistem pemeriksaan bagasi dengan mesin x-ray sehingga
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.
Baggage Handling System (BHS) Facilities is a conveyor
system used to transport the luggage of passengers after the
screening and check-in for passengers to departure, and vice
versa for the arrival of passengers were taken to the baggage
claim area (baggage claim). The BHS Facilities is directly
integrated with Hold Baggage Screening, that is a baggage
inspection system with x-ray machine, so it can automatically
determine the security status of luggage to be distributed
according to the results of inspection, sorting and luggage
destination to be transported to the aircraft for passenger
departure.
Pemakaian baggage handling system mencapai 7.088.941
ton, mengalami peningkatan 1.677.039 ton atau sebesar
30,99% dibandingkan 2014 yang mencapai 5.411.902 ton.
Pemakaian baggage handling system domestik maupun
internasional mengalami peningkatan masing-masing
sebesar 25,81% dan 34,51%.
The use of baggage handling system reached 7,088,941
tons had increased 1,677,039 tons or equivalent to 30.99%
compared to 2014 reached 5,411,902 tons. The use of
baggage handling system domestically and internationally
have increased respectively by 25.81% and 34.51%
NON AERONAUTIKA
NON AERONAUTICS
Segmen usaha non aeronautika meliputi beberapa usaha,
yaitu penyediaan fasilitas ruang (ruang usaha, hanggar,
pergudangan, dan lahan), dan kawasan industri, serta
gedung-gedung/bangunan yang berhubungan dengan
kelancaran angkutan udara; penyediaan, pengusahaan dan
pengembangan utilitas, dan usaha-usaha lain yang dapat
menunjang tercapainya tujuan Perseroan.
Non-aeronautics business segment includes several
businesses, namely the provision of places (business place,
hangar, warehouse, and land) and industrial areas, as well as
buildings associated with the smooth air transport; provision,
exploitation and development of utility, and related to airport
affairs and other efforts to support the achievement of the
Company,s goals.
Pada 2015, pelayanan jasa non aeronautika tersebut
menunjukkan kinerja yang bervariasi. Produksi Non
Aeronautika secara umum mengalami penurunan, hal ini
disebabkan oleh beberapa hal diantaranya tidak tercapainya
target jumlah penumpang di tahun 2015, tertundanya realisasi
Relayout Bandara Hasanuddin dan Juanda, pengembalian
beberapa ruang usaha, dan belum terealisasinya penjualan
reklame di beberapa Bandara. Adapun realisasi produksi
non aeronautika tahun 2015 seperti tertuang dalam tabel di
bawah ini.
In 2015, Non-aeronautics services showed a varied
performance. Production of Non-aeronautics generally
decreased, this is caused by several things including not
achieving the target number of passengers in 2015, the delay
in the realization relayout Hasanuddin Airport and Juanda,
the return of some space by the tenant, parking management
T2 Juanda is still managed by the Navy and not the realization
of sales advertisement in some service. As for the actual
production of Non-aeronautics 2015 as set out in the table
below.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
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Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Tabel Produksi Non Aeronautika / Table Production of Non-Aeronautical
Uraian
Description
1
136
Satuan
Unit
2015
2014
2
3
4
Pertumbuhan
Growth
5=3-4
6=(3-4)/4
Sewa / Rent
M2 x Bulan
M2 x Month
6.225.618
7.611.582
(1.385.964)
(18,21%)
Sewa Ruangan / Rent of Room
M2 x Bulan
M2 x Month
1.333.762
1.267.013
66.749
5,27%
Sewa Tanah / Rent of Land
M2 x Bulan
M2 x Month
4.874.190
6.344.569
(1.470.379)
(23,18%)
Sewa Tempat / Rent of Place
M2 x Bulan
M2 x Month
5.284
-
5.284
n/a
Sewa Tempat Antena / Rental
of Antenna Points
M2 x Bulan
M2 x Month
9.056
-
9.056
n/a
Sewa Cold Storage / Rent of
Cold Storage
M2 x Bulan
M2 x Month
-
-
-
-
Sewa Gedung / Rent of
Building
M2 x Bulan
M2 x Month
3.327
-
3.327
n/a
Penyerahan Penggunaan
Tanah / Submission of Land
Usage
M2 x Bulan
M2 x Month
-
-
-
-
Penyerahan Pengunaan
Bangunan / Submission of
Building Usage
M2 x Bulan
M2 x Month
-
-
-
-
Konsensi / Concession
Rp/000
5.821.685.310
5.100.595.342
721.089.968
14,14%
Parkir Mobil / Car park
Lembar / Sheet
22.669.408
21.693.865
975.543
4,50%
Parkir Motor / Motorcycle
Park
Lembar / Sheet
7.322.029
7.509.994
(187.965)
(2,50%)
Peron dan Waving Gallery
/ The Platform and Waving
Gallery
Lembar / Sheet
402.301
347.939
54.362
15,62%
Pemakaian Listrik / Electricity
Usage
Kwh
29.151.481
32.494.185
(3.342.704)
(10,29%)
Pemakaian Air / Water Usage
M3
264.063
444.493
(180.430)
(40,59%)
Pemakaian Telepon / Phone
Usage
PwtxBln
16.511
20.699
(4.188)
(20,23%)
Internet Services / Internet
Services
Kilobyte
445.466
-
445.466
n/a
Sewa Tempat Reklame /
Rental Place Advertisement
M2xBulan
58.240
124.109
(65.869)
(53,07%)
Event and Promotion / Event
and Promotion
EA
1.265
-
1.265
n/a
Lounge / Lounge
Pax
716.962
1.368.587
(651.625)
(47,61%)
VIP Service Fee GAT / VIP
Service Fee GAT
Pax
6.892
-
6.892
n/a
Maintenance and Service Fee
/ Maintenance and Service
Fee
EA
4.146
-
4.146
n/a
Warehousing / Warehousing
Kg
64.600.511
163.769.800
(99.169.289)
(60,55%)
Jasa Gudang Cargo Out
Domestik / Domestic Cargo
Warehouse Services
Kg
3.806.585
31.569.472
(27.762.887)
(87,94%)
Jasa Gudang Cargo Out
Internasional / Warehouse
Services Sea Cargo
International
Kg
32.068.151
44.714.086
(12.645.935)
(28,28%)
Jasa Gudang Cargo Inc
Domestik / Domestic Cargo
Warehouse Services Inc
Kg
7.293.550
62.636.253
(55.342.703)
(88,36%)
Jasa Gudang Cargo Inc
Internasional / Cargo
Warehouse Services Inc.
International
Kg
21.432.225
24.849.989
(3.417.764)
(13,75%)
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
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Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
SEWA-SEWA
RENTS
Secara umum, jasa/layanan berupa sewa-sewa mengalami
penurunan 1.385.964 m2 atau sebesar 18,21% dari 7.611.582
m2 di 2014 menjadi 6.225.618 m2 di 2015. Penurunan ini
disebabkan oleh penurunan sewa tanah pada Bandara
Hasanuddin, Bandara Sam Ratulangi, Bandara Juanda, dan
Bandar I Gusti Ngurah Rai.
In general, services in the form of rents decreased by 1,385,964
m2 or 18.21% from 7,611,582 in 2014 to 6,225,618 m2 m2 in 2015.
The decrease was caused by a decrease in the lease of land
at Hasanuddin Airport, Sam Ratulangi Airport, Juanda Airport,
and Ngurah Rai Airport.
Penurunan sewa tanah pada Bandara Hasanuddin
disebabkan oleh tidak terealisasinya penyewaan lahan PAI
sebesar 14.000 m2 yang sebelumnya direncanakan untuk
dikelola oleh anak perusahaan PT Angkasa Pura Properti
dan adanya pengembalian tanah dari Mitra Travel Express
sebesar 956,8 m2. Selain itu penyebab penurunan jasa sewa
tanah pada Bandara Sam Ratulangi disebabkan oleh belum
tertagihnya sewa tanah PT Angkasa Pura Logistik dengan
luasan sebesar 5.672 m2 serta berhentinya operasional
ground handling kokapura (300 m2 per bulan), berhentinya
operasional PT MNA (72.600 M²) dan berhentinya sewa
tanah oleh PT Cijenda Indah (786 M²). Penurunan jasa/
layanan sewa tanah pada Bandara Juanda diakibatkan
oleh oleh adanya pengembalian lahan untuk beberapa
perusahaan, antara lain : PT Dharma Bandar Mandala,
PT Mandiri Handalan Perdana dan PT Wina Mulia serta
adnya pengembalian Tanah oleh Imigrasi sebesar 635 m2
pada Bandara I Gusti Ngurah Rai.
The decline in land lease at Hasanuddin Airport caused by
the realization of PAI land leasing of 14,000 m2 which was
previously planned to be managed by a subsidiary of PT
Angkasa Pura Properti and the return of land from Express
Travel Partner of 956.8 m2. In addition, the causes of decline
in land rental services at the Sam Ratulangi Airport due to
its Uninvoiced land lease of PT Angkasa Pura Logistics with
an area of 5,672 m2 and the cessation of ground handling
operations kokapura (300 m2 per month), the cessation of
operations of PT MNA (72,600 M²) and the cessation of the
lease of land by PT Cijenda Indah (786 M²). The decline in land
services / leasing at Juanda Airport caused by the reversion of
land to several companies, among others: PT Dharma Bandar
Mandala PT Mandiri Handalan Vienna Perdana and PT Mulia
and the return of land by the Immigration of 635 m2 at I Gusti
Ngurah Rai Airport.
KONSESI
CONCESSION
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 Food and Beverage, Retail, Services dan
Ekspedisi Muatan Pesawat Udara (EMPU), Regulated Agent
(RA), Ground Handling, dan In-flight Catering.
The concession is granted on the services that the airport
facility usage rights to third parties related to business
activities conducted at the airport. The concession is charged
to companies who do business on the airport as business
Food and Beverage, Retail, Services and Sea Cargo Aircraft
(master), Regulated Agent (RA), Ground Handling, and Inflight Catering.
Realisasi produksi konsensi selama 2015 tercatat sebesar
Rp5,82 milyar, meningkat sebesar 14,14% atau Rp721,09
juta dari tahun sebelumnya yang sebesar Rp5,10 milyar.
Peningkatan ini berasal dari Bandara I Gusti Ngurah Rai dan
Bandara Adi Sutjipto. Peningkatan konsesi pada Bandara
Bandara I Gusti Ngurah Rai disebabkan oleh beberapa
konsesi, seperti konsesi Food and Beverage, Retail dan
Services yang diambil alih SBU namun terealisasi di cabang.
Selain itu, konsesi Mac Sarana Djaya tahap II tahun 20152017 juga telah terealisasi. Disamping itu, terdapat kenaikan
tarif konsesi kargo 60% serta FTC dan Line Maintenance
dan beberapa konsesi atas nama PT Angkasa Pura Logistik,
Konsesi GAT, Konsesi JAS dan Konsesi Prathita Titian Nusantara
yang telah direalisasi. Sedangkan peningkatan konsesi pada
Bandara Adi Sutjipto disebabkan oleh adanya kenaikan
dasar MOB dan tarif untuk customer baru dan eksisting yang
melakukan perpanjangan pada tahun 2015, seperti EMPU,
Food and Beverage dan retail.
Realization of production concessions during 2015 amounted
Rp5,82 billion, an increase of 14.14% or Rp721,09 million from
the previous year of Rp5,10 billion. This increase comes from
I Gusti Ngurah Rai Airport and Adi Sutjipto Airport. Improved
concessions on service I Gusti Ngurah Rai Airport due to some
concessions, such concessions Food and Beverage, Retail and
Services repossessed SBU yet been realized in the branch.
In addition, the concession Mac Means Djaya phase II in
2015-2017 has also been realized. In addition, there is a rate
increase freight concession of 60% as well as the FTC and Line
Maintenance and some concessions on behalf of PT Angkasa
Pura logistik, GAT Concession, Concession and Concession
Prathita JAS Titian Nusantara that have been realized.
While the increase in concession at Adi Sutjipto Airport due
to an increase in basic MOB and rates for new and existing
customers who do an extension in 2015, such as EMPU, Food
and Beverage and retail.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
137
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
PARKIR, PERON DAN WAVING GALLERY, DAN
SEWA TEMPAT REKLAME
PARKING, PLATFORM, AND WAVING GALLERY,
AND RENT OF BILLBOARD
Selama 2015, jasa/layanan parkir, sewa tempat reklame
serta peron dan waving gallery, menunjukkan kinerja yang
cenderung menurun dengan penjelasan sebagai berikut.
During 2015, the service/parking service, rent billboards, as
well as the platform and waving gallery, show the performance
tends to decrease with the following explanation.
PARKIR MOBIL DAN MOTOR
CARS AND MOTORCYCLE PARKING
PERON DAN WAVING GALLERY
THE PLATFORM AND WAVING GALLERY
SEWA TEMPAT REKLAME
the rent of billboard
Penurunan produksi sewa tempat reklame pada Bandara
Sultan Hasanuddin disebabkan oleh belum teroptimalisasinya
space Ex. PT Warna-Warni, PT Billboardindo, PT Delta Indo
dan PT Aksara Trimedia Nusantara sehingga mengurangi
luas area sewa tempat reklame serta terdapat beberapa
advertising yang tidak memperpanjang kontrak mengingat
batas kontrak sampai dengan bulan Desember 2015.
(Kebijakan kantor pusat melalui Surat Direksi Nomor
AP.I.1332/KB.03/2015/MD-B perihal pemberlakuan sewa per
titik bukan per paket).
The decline in lease production where the billboard, the
Sultan Hasanuddin Airport caused by its space has not been
optimized Ex. PT Warna-Warni, PT Billboardindo, PT Delta
Indo and PT Aksara Trimedia Nusantara thus reducing the
area of the lease where the advertisement and there are
some advertising that does not extend the contract given
the limits of the contract up to the month of December 2015
(the Policy Directors headquarters through Letter Number
AP.I.1332/KB.03/2015/MD-B concerning the application of the
rent per point is not per package).
Penurunan produksi sewa tempat reklame pada Bandara
Juanda dikarenakan terdapat beberapa titik sewa reklame
yang dianggarkan di Januari 2015 tetapi belum terealisasi
sampai dengan bulan Oktober 2015, antara lain main lobby
exit door (luas 5m2 dengan tarif per bulan Rp500.000/m2),
boarding gate Garuda (luas 5 m2 dengan tarif per bulan
Rp500.000/m2), hanging banner (luas 48 m2 dengan tarif per
bulan Rp500.000/m2), waiting room T2 (luas 21 m2 dengan
tarif per bulanRp1,3juta/m2), dua titik smooking room (luas
The decline rent of billboard production lease where the
advertisement at Juanda Airport because there are several
points that budgeted billboard lease in January 2015 but has
not been realized until the month of October 2015, including
a main lobby exit door (wide 5 m2 dengan rates per month
to Rp500,000/m2), boarding gate Garuda (area of 5 m2 at
a rate per month to Rp500,000/m2), hanging banner (area
48 m2 with a rate per month to Rp500,000/m2), waiting
room T2 (area 21 m2 with rates per bulanRp1,3 juta/m2), two
Jasa/layanan parkir kendaraan baik mobil dan motor
mengalami pertumbuhan yang berbeda. Jasa/layanan parkir
mobil mengalami peningkatan sebesar 4,50%, sedangkan
parkir motor mengalami penurunan sebesar 2,50%. Penurunan
ini disebabkan oleh berkurangnya jumlah pengunjung pada
Bandara Hasanuddin yang menggunakan jasa parkir motor
bandara serta dampak adanya transportasi umum dengan
tujuan langsung dari dan ke bandara Hasanuddin. Penurunan
lainnya juga disebabkan karena adanya perubahan jadwal
penerbangan Lion Air dan Garuda Indonesia dari sore ke
malam hari, sehingga menyebabkan penumpang lebih
banyak menggunakan jasa angkutan umum (Damri atau
Travel) pada Bandara Internasional Lombok.
Pemakain peron dan waving gallery mengalami penurunan
sebesar 26,63%. Hal ini disebabkan oleh menurunnya
pengguna jasa waving gallery di Bandara Adi Sutjipto
dikarenakan pelayanan peron dan waving gallery telah
ditutup terhitung mulai bulan Oktober 2015 karena akan
digunakan sebagai gedung AOCC serta sejak semester I
tahun 2015 jasa/layanan waving gallery dikelola sendiri
(swakelola) namun terhitung mulai bulan Juli jasa tersebut
telah dikelola oleh PT Sekar Ayu Lestari.
Selama tahun 2015, sewa tempat reklame mengalami
penurunan sebesar 53,07%. Hal ini disebabkan oleh tidak
terealisasinya penjualan titik reklame di beberapa Bandara
yaitu Bandara Sultan Hasanuddin, Bandara Juanda, Bandara
Sam Ratulangi, dan Bandara Adi Sutjipto.
138
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Vehicle parking service both cars and motorcycles grew
differently. Car parking service increased by 4.50%, while
motorcycle parking experiencing loss of 2.50%. This decrease
was caused by the reduced number of visitors at Hasanuddin
Airport who use the services of the airport motorcycle parking
and the impact of the presence of public transport with direct
destinations from and to airport Hasanuddin. The decrease
is also due to other changes in the flight schedule Lion Air
and Garuda Indonesia from afternoon to night, causing more
passengers to use public transport services (Damri or Travel)
on Lombok International Airport.
Usage of the platform and waving gallery has decreased
by 26.63%. This is caused by a decrease in service users
waving gallery at Adi Sutjipto Airport because of the service
platform and waving gallery has been closed as of the month
of October 2015 as it will be used as a building AOCC and
since the first half of 2015 services/service waving gallery
administered alone (self-managed) but counted starting July
services have been managed by PT Sekar Ayu Lestari.
During 2015, the lease where the advertisement has decreased
by 53.07%. This is caused by the realization of the sales point
of billboards in several service ie Sultan Hasanuddin Airport,
Juanda, Sam Ratulangi Airport and Adi Sutjipto Airport.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
18 m2 dengan tarif per bulan Rp500.000/m2) dikarenakan
kurangnya peminat. Sedangkan penurunan sewa reklame
yang terdapat pada terminal I disebabkan adanya beberapa
perusahaan yang mengakhiri kontrak sewa antara lain
PT Team Work dengan sewa reklame sebesar 6.300 m2 dan
PT Intan Tiara Media Tama dengan sewa reklame sebesar
1.630 m2. Di samping itu juga terdapat beberapa perusahaan
yang mengembalikan sebagian sewa reklame antara lain PT
Plasma Inti Media sebesar 2.000 m2, PT Ragtadea Advertising
sebesar 5.065 m2, PT Oxy Jaya Putra sebesar 1.440 m2 dan PT
Media Promosi Indonesia sebesar 48 m2.
point smooking room (area of 18 m2 per month at the rate
of Rp500.000/m2) due to lack of interest. While the decline
in rents billboards located on the first terminal due to some
companies that terminate the lease contract between PT
Team Work with billboard lease for 6,300 m2 and PT Intan
Tiara Media Tama with billboard lease for 1,630 m2. In
addition, there are several companies that restore some rent
billboards, among others PT Plasma Inti Media of 2,000 m2,
PT Ragtadea Advertising amounted to 5,065 m2, PT Oxy Jaya
Putra amounting to 1,440 m2 and PT Media Promosi Indonesia
amounted to 48 m2.
Pada Bandara Sam Ratulangi, penurunan sewa tempat
reklame tahun 2015 disebabkan oleh Media Promosi
Indonesia yang berhenti sewa terhitung mulai bulan Mei 2015.
At Sam Ratulangi Airport, a decrease in rent of billboard in
2015 due to the Campaign Media Indonesia who quit rent
starting May 2015.
Di sisi lain, pada Bandara Adi Sutjipto penurunan sewa
tempat reklame berasal dari belum terealisasi reklame untuk
Cipaganti Cipta Graha seluas 2 m2, mundurnya customer
Panca Reksa Utama untuk reklame seluas 60 m2, Baligen dari
15 titik dengan total 511,5 m2 hanya diperpanjang sebanyak 2
titik seluas 135 m2, MPI dari 2 titik dengan luasan 12 m2 hanya
diperpanjang sebanyak 1 titik seluas 8 m2, serta tidak ada
perpanjangan seluruh sewa tempat oleh PT Gagas dengan
luas 190,8 m2.
On the other hand, at Adi Sutjipto Airport, a decrease in rental
where the advertisement came from unrealized billboard
for Cipaganti Cipta Graha area of 2 m2, the withdrawal of
customer, Panca Reksa Utama for billboard place measuring
60 m2, Baligen of 15 points with a total of 511.5 m2 only extended
as much as 2 point measuring 135 m2, MPI of 2 points with an
area of 12 m2 only extended by 1 point measuring 8 m2, and
no extension of the entire rent by PT Gagas with an area of
190.8 m2.
PEMAKAIAN SARANA NON AERONAUTIKA
LAINNYA
The Use of Other Non Aeronautics
Facilities
Pemakaian sarana non aeronautika lainnya pada Angkasa
Pura Airports berupa pemakaian telepon, listrik, air, dan
internet service. Sarana-sarana tersebut menunjukkan
kinerja yang bervariasi dengan kecenderungan mengalami
penurunan yang dijelaskan sebagai berikut.
The use of other non-aeronautics facilities of Angkasa Pura
Airports are the use of telephone, electricity, water, and
internet service. These measures show the performance
varies with the trend decline is explained as follows.
LISTRIK
ELECTRICITY
AIR
WATER
Selama tahun 2015, pemakaian listrik Angkasa Pura Airports
mengalami penurunan sebesar 10,29% atau sebesar
3.342.704 Kwh. Penurunan ini disebabkan oleh Baligen
yang hanya disetujui sebanyak 2 titik dari 15 titik (reklame
LED), mundurnya operasional TMA B, dan penggunaan Kwh
meter prabayar yang berpengaruh terhadap hasil Kwh pada
Bandara Adi Sutjipto serta adanya pengembalian ruang
oleh beberapa tenant, pengembalian dan pengurangan
luas beberapa titik reklame, pengembalian ruangan counter
airlines sebanyak 20 counter pada Bandara Juanda.
Pemakaian air mengalami penurunan sebesar 40,59%
atau sebesar 180.430 m3. Hal ini disebabkan oleh adanya
pengembalian ruang oleh beberapa tenant yang secara
tidak langsung akan mempengaruhi jumlah penggunaan
pemakain air pada Bandara Juanda, menurunnya pemakaian
listrik pada Bandara Sultan Hasanuddin yang berkolerasi
dengan menurunnya produksi sewa ruang dan pemakaian
dari para mitra serta penurunan pemakaian listrik pada
Bandara Sepinggan yang berkolerasi dengan produksi sewa
ruang yang berhenti beroperasi serta beberapa ruangan
Anak Perusahaan (PT Angkasa Pura Retail) yang belum
beroperasi.
During 2015, electricity consumption of Angkasa Pura Airports
decreased by 10.29% or 3,342,704 Kwh. This decrease was
caused by Baligen were only approved by 2 points from 15
points (billboards LED), the withdrawal of operational TMA B,
and the use of Kwh prepaid meters that affects the outcome
Kwh at Adi Sutjipto Airport as well as the return of the room
by several tenants, the return and a vast reduction some point
billboards, indoor refund counter the airlines as much as 20
counters at Juanda Airport.
Water consumption decreased by 40.59% or 180 430 m3.
This is caused by the return of the room by several tenants
who will indirectly affect the amount of use of the usage of
water at Juanda Airport, reduced electricity consumption at
Sultan Hasanuddin Airport that correlated with decreased
production leased space and use of the partners as well
as a decrease in electricity consumption at Sepinggan that
correlated with the production of rental space which ceased
operations as well as some rooms Subsidiaries (PT Angkasa
Pura Retail) has not been operated.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
139
Laporan Manajemen
Management Report
TELEPON
TELEPHONE
INTERNET SERVICE
INTERNET SERVICE
LOUNGE
LOUNGE
Pemakaian lounge atau yang biasa disebut ruang tunggu
mengalami penurunan sebesar 47,61% atau sebanyak 651.625
penumpang dari 1.368.587 penumpang di 2014 menjadi
716.962 penumpang di 2015. Hal ini disebabkan oleh adanya
perpanjangan kontrak terhitung mulai bulan Januari 2015
yang telah berubah menjadi konsesi pada Bandara Adi
Sutjipto.
The use of the lounge or commonly called the reception area
decreased by 47.61% or 651 625 passengers from 1,368,587
passengers in 2014 to 716 962 passengers in 2015. This is
caused by the extension of the contract starting in January
2015 that has turned into a concession on Adi Sutjipto Airport.
WAREHOUSING
WAREHOUSING
Produksi warehousing atau pergudangan mengalami
penurunan baik dari kargo masuk maupun kargo keluar.
Penurunan produksi pergudangan di tahun 2015 tercatat
sebesar 60,55% atau 99.169.289 kg dari 163.769.800 kg di 2014
menjadi 64.600.511 kg di 2015. Adapun uraian terkait produksi
warehousing dijabarkan sebagai berikut.
Warehousing has decreased both incoming cargo and
outgoing cargo. The production decline of warehousing in
2015 was recorded at 60.55% or 99,169,289 kg of 163.769.800
kg in 2014 to 64,600,511 kg in 2015. The production of the
relevant descriptions warehousing described as follows.
Production of domestic and international outgoing
warehousing outgoing has decreased respectively by
87.94% and 28.28%, or as much as 27,762,887 kg and
12,645,935 kg. This is caused by the restrictions on the
delivery of goods I Gusti Ngurah Rai Airport and the
restrictions on exports of marine products which are the
measures taken by the government, especially the policy
of the Ministry of Maritime Affairs and Fisheries. It is
enough to affect the production of outgoing international
cargo terminal ofJuanda Airport remember Sidoarjo and
surrounding area is one of the producers of marine fish
export oriented abroad and closures trucking SUB-DPS
which also contributed to the decline in the production of
outgoing international cargo terminal.
Pemakaian telepon mengalami penurunan sebesar 20,23%
atau 4.188 line. Penurunan tersebut sebagian besar
berkorelasi dengan penurunan produksi sewa ruang serta
beralihnya perilaku konsumen dengan menggunakan
sambungan tanpa kabel (nirkabel) dan disebabkan
penurunan pemakaian telepon di beberapa titik bandara
yaitu Bandara Juanda, Bandara Sepinggan, dan Bandara
Sultan Hasanuddin. Penurunan pemakaian telepon pada
Bandara Juanda berkolerasi dengan adanya pengembalian
ruang oleh beberapa tenant. Selain itu, Penurunan pada
Bandara Sepinggan dan Bandara Sultan Hasanuddin
masing-masing berkolerasi dengan produksi sewa ruang
yang berhenti beroperasi dan adanya beberapa ruangan
Anak Perusahaan (PT Angkasa Pura Retail) yang belum
beroperasi serta menurunnya sewa ruang serta adanya
pengurangan penggunaan saluran telkom karena perubahan
mode telekomunikasi ke telepon seluler.
Pemakaian internet service merupakan jasa/layanan yang
baru dikenakan di tahun 2015. Pemakaian internet service
selama tahun 2015 tercatat sebanyak 445.466 kilobyte.
a) Outgoing
140
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Produksi Pergudangan outgoing dalam negeri maupun
luar negeri mengalami penurunan masing-masing
sebesar 87,94% dan 28,28% atau sebanyak 27.762.887
kg dan 12.645.935 kg. Hal ini disebabkan oleh adanya
pembatasan pengiriman jenis barang pada Bandara I
Gusti Ngurah Rai dan adanya pembatasan ekspor hasil
laut yang merupakan kebijakan yang diambil oleh
pemerintah, khususnya kebijakan dari Kementerian
Kelautan dan Perikanan. Hal ini cukup berpengaruh
terhadap produksi terminal kargo outgoing internasional
Bandara Juanda mengingat daerah Sidoarjo dan
sekitarnya merupakan salah satu daerah penghasil
ikan laut yang berorientasi ekspor ke luar negeri
serta penutupan jalur trucking SUB-DPS yang juga
berkontribusi terhadap penurunan produksi terminal
kargo outgoing internasional.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Telephone usage decreased by 20.23% or 4,188 line. The
decline is largely correlated with decreased production
lease of space as well as the shift of consumer behavior
using a wireless connection (IDD) and the resulting decline
in telephone usage at some point the airport such as Juanda
Airport Sepinggan Airport, and Sultan Hasanuddin Airport.
The decline in telephone usage at Juanda Airport correlated
with the return of the room by several tenants. In addition,
the decline in Sepinggan Airport and Sultan Hasanuddin
Airport each correlated with the production lease of space
cease to operate and there are several rooms Subsidiaries
(PT Angkasa Pura Retail) is not yet operational and declining
lease space as well as a reduction in the use of line telecoms
for change telecommunications mode to mobile phone
The use of the Internet service is a service newly imposed
in 2015. The use of the internet service during 2015 totaled
445.466 kilobyte.
a)Outgoing
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
b) Incoming
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
b)Incoming
Production of domestic and international Warehousing
Produksi Pergudangan incoming dalam negeri maupun
Internasional mengalami penurunan masing-masing
sebesar 88,36% dan 13,75% atau sebanyak 55.342.703
Kg dan 3.417.764 Kg. Penurunan ini disebabkan oleh
penurunan produksi ini oleh adanya pelemahan nilai
tukar mata uang Rupiah (IDR) terhadap nilai dollar (USD)
yang mengakibatkan penurunan impor barang-barang
dari luar negeri.
has decreased respectively by 88.36% and 13.75%, or as
much as 5,342,703 kg and 3,417,764 kg. The decrease was
caused by a decrease in production by the weakening
exchange rate of the Indonesian Rupiah (IDR) to the
value of the dollar (USD), which resulted in a decrease in
imports of goods from abroad.
KINERJA KEUANGAN PER SEGMEN USAHA
FINANCIAL PERFORMANCE PER BUSINESS
SEGMENT
Berdasarkan Laporan Keuangan, segmen operasi merupakan
komponen dari entitas yang terlibat dalam aktivitas bisnis
yang menghasilkan pendapatan dan menimbulkan beban,
termasuk pendapatan dan beban yang terkait dengan
transaksi dengan komponen lain entitas dengan hasil operasi
yang dikaji ulang secara berkala oleh pengambil keputusan
operasional. Informasi menurut segmen untuk tahun-tahun
yang berakhir pada 31 Desember 2015 dan 2014 adalah
sebagai berikut.
Based on the financial statements, operating segment is a
component of an entity that engages in business activities that
generate revenues and incur expenses, including revenues
and expenses relating to transactions with other components
of the entity with operating results are reviewed regularly by
the chief operating decision maker. Information by segment
for the years ended December 31, 2015 and 2014 are as
follows.
Tabel Segmen Operasi Tahun 2015 / Table of Segment Operation in 2015
(dalam ribuan Rupiah)
(in thousands Rupiah)
2015
Uraian
Description
Kebandaraan
Airports
Non bandara
Non-Airports
Jumlah
Total
Eliminasi
Elimination
Konsolidasian
Consolidation
4.856.436.061
393.193.695
5.249.629.756
-
5.249.629.756
107.526.781
610.417.301
717.944.083
(717.944.083)
-
4.963.962.842
1.003.610.996
5.967.573.839
(717.944.083)
5.249.629.756
Hasil segmen / Segment
results
1.238.990.320
49.404.520
1.288.394.840
5.565.025
1.293.959.865
Pendapatan keuangan /
Finance Income
306.855.985
18.299.212
325.155.196
(26.142.796)
299.012.400
Beban keuangan / Finance
Expense
506.892.986
20.546.887
527.439.873
(11.180.180)
516.259.693
6.029.906
-
6.029.906
-
6.029.906
Laba sebelum pajak / Income
before Tax
1.044.983.224
47.156.845
1.092.140.069
(31.757.951)
1.082.742.478
Beban pajak penghasilan /
Income Tax
(245.953.459)
5.183.611
(240.769.848)
-
(240.769.848)
Laba bersih setelah pajak / Net
Profit of the Year
799.029.765
52.340.456
851.370.221
(31.757.951)
841.972.630
Laba yang dapat diatribusikan
/ Profit attributable to
Pemilik entitas induk / Equity of
parent entity
799.029.765
52.340.456
851.370.221
(9.827.715)
841.542.507
-
-
-
430.123
430.123
799.029.765
52.340.456
851.370.221
(9.397.591)
841.972.630
PENDAPATAN / INCOME Pendapatan usaha / Income
Kepada pihak ketiga dan
pihak berelasi
Third parties and related
parties
Antar segmen
Inter Segment
LABA USAHA / OPERATING PROFIT Laba (Rugi) asosiasi /
Income Associates
Kepentingan non pengendali /
Non-controlling interest
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
141
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
2015
Uraian
Description
Kebandaraan
Airports
Non bandara
Non-Airports
Jumlah
Total
Eliminasi
Elimination
Konsolidasian
Consolidation
LAPORAN POSISI KEUANGAN / STATEMENT OF FINANCIAL POSITION Aset segmen / Segment Assets
Investasi pada asosiasi
Investment in Associates
Liabilitas segmen
Segment Liabilities
15.886.424.236
1.098.624.861
16.985.049.097
(355.032.277)
16.630.016.820
572.237.692
1.250.000
573.487.692
(481.167.850)
92.319.842
16.458.661.928
1.099.874.861
17.558.536.790
(836.200.128)
16.722.336.662
5.487.900.960
556.288.534
6.044.189.494
(350.902.058)
5.693.287.436
During 2015, revenue for the segment of airport operations
recorded Rp4.963.962.842 higher than non airports operating
segments are recorded at Rp1.003.610.996. The net profit
after tax were successfully recorded by the segment of airport
operations totaled Rp799.029.765, while the non-operating
segment airport for Rp52.340.456.
Selama 2015, pendapatan usaha untuk segmen operasi
kebandaraan tercatat Rp4.963.962.842 lebih tinggi
dibandingkan segmen operasi non bandara yang tercatat
sebesar Rp1.003.610.996. Laba bersih setelah pajak yang
berhasil dibukukan oleh segmen operasi kebandaraan
tercatat sebesar Rp799.029.765, sedangkan segmen operasi
non bandara sebesar Rp52.340.456.
Tabel Segmen Operasi Tahun 2014 / Table of Segment Operation in 2014
(dalam ribuan Rupiah)
(in thousands Rupiah)
2014
Uraian
Description
Kebandaraan
Airports
Non bandara
Non-Airports
Jumlah
Total
Eliminasi
Elimination
Konsolidasian
Consolidation
PENDAPATAN / REVENUE
Pendapatan usaha / Income
Kepada pihak ketiga dan
pihak berelasi / Thrid parties
and related parties
4.315.564.441
267.971.329
4.583.535.770
-
4.583.535.770
74.229.182
373.898.979
448.128.161
(448.128.161)
-
4.389.793.623
641.870.308
5.031.663.931
(448.128.161)
4.583.535.770
Hasil segmen / Segment
result
1.230.827.946
34.296.470
1.265.124.416
(305.600)
1.264.818.816
Pendapatan keuangan /
Finance income
251.809.368
10.182.839
261.992.207
(5.959.984)
256.032.223
Beban keuangan / Finance
expenses
235.900.749
17.569.418
253.470.167
(636.722)
252.833.445
Antar segmen / Intersegment
LABA USAHA / OPERATING INCOME Laba (Rugi) asosiasi /
Income (loss) associates
(1.230.630)
-
(1.230.630)
-
(1.230.630)
Laba sebelum pajak / Income
before Tax
1.245.505.934
26.909.891
1.272.415.825
(6.902.306)
1.266.786.963
Beban pajak penghasilan /
Income tax
(267.006.519)
(5.337.605)
(272.344.123)
-
(272.344.123)
Laba bersih setelah pajak / Net
Profit of the year
978.499.416
21.572.286
1.000.071.702
(6.902.306)
994.442.840
Laba yang dapat diatribusikan
/ Profit attributable to
Pemilik entitas induk / Equity of
parent entity
978.499.416
21.572.286
1.000.071.702
(5.935.856)
994.135.846
-
-
-
306.996
306.996
978.499.416
21.572.286
1.000.071.702
(5.628.862)
994.442.842
Kepentingan non pengendali /
Non-controlling interest
LAPORAN POSISI KEUANGAN / STATEMENT OF FINANCIAL POSITION Aset segmen / Inter-segment
Investasi pada asosiasi /
Associates Investments
Liabilitas segmen / Segment
liabilities
142
15.289.927.737
710.166.915
16.000.094.652
(259.149.894)
15.740.944.758
440.207.787
1.250.000
441.457.787
(355.509.789)
85.947.998
15.730.135.524
715.350.201
16.441.552.438
(614.659.682)
15.826.892.756
5.234.257.221
­­­340.588.090
5.574.845.311
(259.206.640)
5.315.638.671
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
During 2014, revenue for the segment of airport operations
amounted Rp4.389.793.623 higher than non airports
operating segments are recorded at Rp641.870.308. The net
profit after tax were successfully recorded by the segment
of airport operations totaled Rp978.499.416, while the nonoperating segment airport for Rp21.572.286.
Selama 2014, pendapatan usaha untuk segmen operasi
kebandaraan tercatat sebesar Rp4.389.793.623 lebih tinggi
dibandingkan segmen operasi non bandara yang tercatat
sebesar Rp641.870.308. Laba bersih setelah pajak yang
berhasil dibukukan oleh segmen operasi kebandaraan
tercatat sebesar Rp978.499.416, sedangkan segmen operasi
non bandara sebesar Rp21.572.286.
Tabel Pertumbuhan Segmen Operasi / Table of Growth of Operating Segment
(dalam Ribuan Rupiah, kecuali dinyatakan dalam persen) / (in thousands Rupiah, unless expressed by percent)
Pertumbuhan / Growth
Uraian
Description
Kebandaraan
Airports
Rp
Non bandara
Non-Airports
%
Rp
Jumlah
Total
%
Rp
Eliminasi
Elimination
%
Rp
Konsolidasian
Consolidation
%
Rp
%
PENDAPATAN / Revenue Pendapatan usaha /
Income
Kepada pihak ketiga
dan pihak berelasi / To
third parties and related
parties
Antar segmen / Intersegmen
540.871.620
12,53%
125.222.366
46,73%
666.093.986
14,53%
n/a
n/a
666.093.986
14,53%
33.297.599
44,86%
236.518.322
63,26%
269.815.922
60,21%
(269.815.922)
60,21%
n/a
n/a
574.169.219
13,08%
361.740.688
56,36%
935.909.908
18,60%
(269.815.922)
60,21%
666.093.986
14,53%
8.162.374
0,66%
15.108.050
44,05%
23.270.424
1,84%
5.870.625
(1921,02%)
29.141.049
2,30%
55.046.617
21,86%
8.116.373
79,71%
63.162.989
24,11%
(20.182.812)
338,64%
42.980.177
16,79%
270.992.237
114,88%
2.977.469
16,95%
273.969.706
108,09%
(10.543.458)
1655,90%
263.426.248
104,19%
7.260.536 (589,99%)
n/a
n/a
7.260.536
(589,99%)
n/a
n/a
7.260.536
(589,99%)
20.246.954
75,24%
(180.275.756)
(14,17%)
(24.855.645)
360,11%
(184.044.485)
(14,53%)
LABA USAHA / OPERATING INCOME Hasil segmen / Segment
result
Pendapatan keuangan /
Finance income
Beban keuangan /
Finance Expense
Laba (Rugi) asosiasi /
Income (Loss) Associates
Laba sebelum pajak /
Income before tax
Beban pajak penghasilan /
Income Tax
Laba bersih setelah pajak /
Net profit of the year
Laba yang dapat
diatribusikan / Profit
atributable to
Pemilik entitas induk /
Equity of parents entity
Kepentingan non
pengendali / Noncontrolling interest
(200.522.710)
(16,10%)
21.053.060
(7,88%)
10.521.216 (197,11%)
31.574.275
(11,59%)
n/a
n/a
31.574.275
(11,59%)
(179.469.651)
(18,34%)
30.768.170 142,63%
(148.701.481)
(14,87%)
(24.855.645)
360,11%
(152.470.210)
(15,33%)
(179.469.651)
(18,34%)
30.768.170 142,63%
(148.701.481)
(14,87%)
(3.891.859)
65,57%
(152.593.339)
(15,35%)
n/a
n/a
n/a
n/a
n/a
123.127
40,11%
123.127
40,11%
(179.469.651)
(18,34%)
30.768.170 142,63%
(148.701.481)
(14,87%)
(3.768.729)
66,95%
(152.470.212)
(15,33%)
n/a
LAPORAN POSISI KEUANGAN / STATEMENT OF FINANCIAL POSITION Aset segmen / Segment
Asset
Investasi pada asosiasi /
Associates Investment
Liabilitas segmen /
Segment Liability
596.496.499
3,90%
388.457.946
54,70%
984.954.445
6,16%
(95.882.383)
37,00%
889.072.062
5,65%
132.029.905
29,99%
0
0,00%
132.029.905
29,91%
(125.658.061)
35,35%
6.371.844
7,41%
4,63% 384.524.660
53,75%
1.116.984.352
6,79% (221.540.446)
36,04%
895.443.906
5,66%
4,85%
63,33%
469.344.183
8,42%
35,38%
377.648.765
7,10%
728.526.404
253.643.739
215.700.444
Pada 2015, Pendapatan Usaha untuk segmen operasi
Kebandarudaraan meningkat sebesar Rp574.169.219 atau
13,08%, sedangkan Pendapatan Usaha untuk segmen Non
Bandara meningkat sebesar Rp361.740.688 atau 56,36%.
Namun demikian, laba bersih setelah pajak kebandarudaraan
mengalami penurunan sebesar Rp179.469.651 atau 18,34%,
meskipun untuk laba bersih setelah pajak non bandara
mengalami peningkatan sebesar Rp30.768.170 atau 142,63%.
(91.695.418)
In 2015, revenues for the Enterprise operating segment of
Airport Affairs increased by Rp574.169.219 or 13.08%, while
Non-Airport Operating Revenues for the segment increased
by Rp361.740.688 or 56.36%. However, the net profit after tax
of airport decreased by Rp179.469.651 or 18.34%, although net
profit after tax for non airports increased by Rp30.768.170 or
142.63%.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
143
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Aspek Pemasaran
Marketing Aspect
Pemasaran adalah suatu sistem total dari kegiatan bisnis
yang dirancang untuk merencanakan, menentukan harga,
promosi dan mendistribusikan barang-barang yang dapat
memuaskan keinginan dan mencapai pasar sasaran serta
tujuan perusahaan. Aspek pemasaran di Angkasa Pura
Airports adalah hal yang kompleks, karena Angkasa Pura
Airports mempunyai produk jasa yang diberikan bukan hanya
langsung kepada konsumen namun juga kepada Perusahaan.
Pada unit Aviation Marketing Group sendiri terbagi menjadi
2 unit yang bertugas memasarkan produk jasa yang dimiliki,
yaitu unit Route Development and Marketing dan unit Cargo
Marketing, masing-masing unit memiliki tugas dan fungsi
masing-masing dalam memasarkan produk jasanya.
Marketing is a total system of business activities designed to
plan, price, promotion and distribution of goods to satisfy the
desires and reach the target market as well as the company’s
goals. Marketing aspects in Angkasa Pura Airports is complex,
because Angkasa Pura Airports has given the product and
services that not only directly to consumers but also to the
Company. Aviation Marketing Group on the unit itself is
divided into two units in charge of market products owned,
such as Route Development and Marketing unit and Cargo
Marketing unit, each unit has the duties and functions of each
product in marketing services.
STRATEGI PEMASARAN
MARKETING STRATEGY
Aktivitas pemasaran Angkasa Pura Airports dikelola oleh
Aviation Marketing Group melalui beberapa kegiatan,
baik yang bersifat nasional maupun internasional. Strategi
pemasaran dibedakan untuk tiap-tiap aspek yaitu product,
price dan promotion. Sepanjang tahun 2015 strategi
pemasaran yang dilakukan adalah sebagai berikut.
Marketing activities are managed by Angkasa Pura Airports
Aviation Marketing Group through several activities, both
nationally and internationally. Differentiated marketing
strategies for every aspect such as product, price and
promotion. Throughout 2015, the marketing strategy is as
follows.
1. PRODUCT
1.PRODUCT
2. PRICE
2.PRICE
Pada 2015, guna menyokong visi menjadi salah satu dari
10 (sepuluh) pengelola Bandar Udara terbaik di Asia,
Angkasa Pura Airports telah melakukan groundbreaking
pengembangan Bandara Internasional Syamsudin
Noor Banjarmasin dan pengoperasian Terminal B
pada Bandara Internasional Adisutjipto. Melalui
pengembangan Bandara Syamsudin Noor Banjarmasin,
kapasitas terminal akan meningkat menjadi 10 juta
penumpang per tahun, dengan luas terminal 90.000
m2. Sedangkan Terminal B pada Bandara Internasional
Adisutjipto Yogyakarta yang resmi mulai beroperasi
pada 17 Agustus 2015, berkapasitas hingga 600 ribu
penumpang per tahun dengan luas terminal 7.000 m2.
Terminal B Bandara Internasional Adisutjipto Yogyakarta
dioperasikan sembari menunggu realisasi pembangunan
bandara baru New Yogyakarta International Airport di
Kulonprogo.
Penentuan Harga merupakan faktor penting dalam
menerapkan strategi pemasaran. Selama tahun 2015,
Angkasa Pura Airports tidak melakukan perubahan tarif
pada layanan Aeronautika, namun terdapat kebijakan
baru terkait pemisahan biaya pelayanan jasa navigasi
penerbangan terminal (terminal navigation charges) dari
pelayanan jasa pendaratan yang semula dipungut oleh
Angkasa Pura Airports menjadi pendapatan Perusahaan
Umum (Perum) Lembaga Penyelenggara Pelayanan
144
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
In 2015, in order to support the vision of becoming one
of the 10 locations (ten) the airport manager in Asia,
Angkasa Pura Airports has conducted groundbreaking
development International Airport Syamsudin Noor
Banjarmasin and operation of Terminal B at Adisucipto
International Airport. Through the development of
Banjarmasin Syamsudin Noor Airport, the terminal’s
capacity will increase to 10 million passengers per year,
with an area of 90,000 m2 terminal. While Terminal B
at Adisucipto International Airport in Yogyakarta which
officially began operations on August 17, 2015, with a
capacity of up to 600 thousand passengers per year
with an area of 7,000 m2 terminal. Terminal B Adisucipto
International Airport in Yogyakarta operated pending
realization of the construction of a new airport in New
Yogyakarta International Airport Kulonprogro
Pricing is an important factor in implementing marketing
strategies. During 2015, Angkasa Pura Airports no tariff
changes on service Aeronautic, but there is a new policy
related to splitting the cost of services of air navigation
terminal (terminal navigation charges) of services landings
were originally collected by Angkasa Pura Airports
into revenue Perusahaan Umum (Perum) Organizers
Institute of Air Navigation Services Indonesia amounting
to a percentage that has been agreed by Angkasa Pura
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Navigasi Penerbangan Indonesia sebesar presentase
yang telah disepakati oleh Angkasa Pura Airports,
PT Angkasa Pura II, dan Perum Lembaga Penyelenggara
Pelayanan Navigasi Penerbangan Indonesia sesuai
Peraturan Menteri Perhubungan Nomot PM 33 Tahun 2014
tentang Biaya Pelayanan Jasa Navigasi Penerbangan.
Kebijakan tersebut dituangkan ke dalam Surat Keputusan
Direksi Angkasa Pura Airports sebagai berikut.
Airports, PT Angkasa Pura II, and the Housing Institute of
Air Navigation Services Operator Indonesia pursuant to
Rule Prime Minister of Transportation No. 33 of 2014 on
Costs of Air Navigation Services. The policy was poured
into the Decree of the Board Angkasa Pura Airports as
follows.
1. Keputusan Direksi PT Angkasa Pura I (Persero)
Nomor: KEP.110/KB.09/2015 (dalam Negeri) tentang
Pelayanan Jasa Pendaratan, Penempatan dan
Penyimpanan Pesawat Udara (PJP4U) Khusus di
General Aviation Terminal Kantor Cabang PT Angkasa
Pura I (Persero) Bandar Udara Internasional I Gusti
Ngurah Rai.
2. Keputusan Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.111/KB.09/2015 tentang Tarif Pelayanan Jasa
Pendaratan, Penempatan dan Penyimpanan Pesawat
Udaara (PJP4U) untuk Penerbangan dalam Negeri
pada Bandar Udara yang Diusahakan PT Angkasa
Pura I (Persero).
3. Keputusan Direksi PT Angkasa Pura I (Persero) Nomor:
KEP.114/KB.09/2015 tentang Tarif Pelayanan Jasa
Pendaratan, Penempatan dan Penyimpanan Pesawat
Udara (PJP4U) untuk Penerbangan Luar Negeri pada
Bandar Udara yang Diusahakan PT Angkasa Pura I
(Persero).
1. Decision of the Board of Directors of PT Angkasa
Pura I (Persero) No. KEP.110/ KB.09/2015 (domestic)
of the Services Landing, Placement and Storage
Aircraft (PJP4U) Especially in the General Aviation
Terminal Branch Office of PT Angkasa Pura I (Persero)
International Airport I Gusti Ngurah Rai.
2. Decision of the Board of Directors of PT Angkasa Pura
I (Persero) No. KEP.111/ KB.09/2015 on Tariff Landing
Services, Placement and Storage Aircraft Udaara
(PJP4U) for Flight of the Interior at the airport who
endeavored PT Angkasa Pura I (Persero).
3. Decision of the Board of Directors of PT Angkasa Pura
I (Persero) No. KEP.114/KB.09/2015 regarding Tariff
Landing Services, Placement and Storage Aircraft
(PJP4U) to Overseas Flights at the airport were
Endeavored PT Angkasa Pura I (Persero).
3. PROMOTION
3.PROMOTION
EVENT NASIONAL
NATIONAL EVENT
Laporan Keuangan
Financial Report
Strategi promosi Aviation Marketing Group dilakukan
dengan beberapa kegiatan, yang dilakukan selama
periode waktu tahun 2015 baik event yang bersifat
Nasional maupun Internasional. Event ini adalah
merupakan upaya kegiatan strategi promosi dan upaya
marketing yang dilakukan Angkasa Pura Airports Aviation
Marketing Group guna memasarkan produk jasanya
kepada pelanggan. Uraian terkait strategi pemasaran
Angkasa Pura Airports Aviation Marketing Group
dijabarkan sebagai berikut.
1. Collaborative Destination Development (CDD)
yang diadakan di 3 (tiga) Bandara yaitu Bandara
Sam Ratulangi-Manado, Bandara Adi SoemarmoSurakarta, Bandara International Lombok-Praya:
- CDD merupakan program kerja yang dilakukan
secara mandiri oleh Aviation Marketing Group
dan Kantor Cabang dengan mengangkat
tema keunggulan masing masing daerah yang
mempunyai potensi Pariwisata dan Bisnis dengan
tujuan untuk melakukan kolaboratif dengan
Pemerintah Daerah, Airlines, dan Stakeholders
Pariwisata untuk meningkatkan pertumbuhan
pariwisata dan bisnis sehingga dapat berdampak
pada peningkatan trafik dan pendapatan
Angkasa Pura Airports;
- Kegiatan CDD dikemas dengan acara Focus
Group Discussion (FGD) dan keynote Speakers
Aviation Marketing Group promotion strategy performed
with several activities undertaken during the period of
2015 both events that are national or international. This
event is an attempt activity promotion strategies and
marketing efforts undertaken by Angkasa Pura Airports
Aviation Marketing Group to market the product to the
customer services. Description of related marketing
strategies Angkasa Pura Airports Aviation Marketing
Group described as follows.
1.Collaborative Destination Development (CDD) which
held in three (3) Airport such as Sam Ratulangi Airport
in Manado, Adi Soemarmo-Surakarta-Praya Lombok
International Airport:
- CDD is a program of work that was carried out
independently by the Aviation Marketing Group
and Branch Office with the theme of excellence
each area having potential for tourism and
business for the purpose of collaboratively with
Local Government, Airlines and Stakeholders of
Tourism to promote the growth of tourism and
business so can have an impact on the increase in
traffic and revenue Angkasa Pura Airports;
- CDD activities is packed with events Focus Group
Discussion (FGD) and keynote Speakers aimed to
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
145
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
re-encourage regional governments and local
tourism stakeholders to explore their potential;
yang
bertujuan
untuk
meng-encourage
Pemerintah Daerah dan Stakeholder Pariwisata
setempat untuk menggali potensi yang dimiliki;
-Mempertemukan
stakeholder
yang
berkepentingan dalam hal pariwisata dan
bisnis, sehingga dapat menghasilkan hal-hal
yang bermanfaat untuk dapat perbaikan yang
berkelanjutan;
- Bagi Angkasa Pura Airports kegiatan ini adalah
merupakan upaya marketing untuk dapat
meningkatkan trafik baik penumpang dan
pesawat udara di Bandara yang dikelolah oleh
Perseroan.
2. Gathering bersama regulator dan Mitra Kerja
Angkasa Pura Airports di hotel Borobudur:
- Gathering merupakan sebuah event yang baik
bagi perusahaan untuk menjalin hubungan baik
dengan Regulator dan mitra-mitra strategis
Perseroan;
-Memperoleh feedback yang bermanfaat dan
membangun networking bagi mendukung
kegiatan Divisi Airlines Marketing.
EVENT INTERNASIONAL
1. Routes Asia ke IX- di Kunming China pada tanggal
13-18 Maret 2015
- Angkasa Pura Airports mengirimkan delegasi dari
Direktorat Marketing and Business Development;
- Routes Asia adalah sebuah event internasional di
taraf Asia yang mempertemukan airlines, airport
dan elemen lainya pada industri aviasi dalam
satu atap dengan sesi Strategi Summit, face to
face meetings dan eksposure destinasi, produk
dan jasa lainya dalam sebuah pameran business
to business.
146
- Bring together stakeholders with an interest in
terms of tourism and business, so as to produce
the things that are useful to be able to continuous
improvement;
- For Angkasa Pura Airports of this activity is the
marketing effort to increase both passenger
traffic and aircraft in Airport which is managed
by the Company.
2.Gathering together with regulators and Partners,
Angkasa Pura Airports in Borobudur Hotel:
- Gathering is a good event for the company to
establish a good relationship with the Regulator
and the Company’s strategic partners.
-Obtaining useful feedback and build networking
for support activities Airlines Marketing Division
INTERNATIONAL EVENT
1.Routes Asia to IX- in Kunming China on 13-18 March
2015
- Angkasa Pura Airports sending a delegation from the
Directorate of Marketing and Business Development
- Routes Asia is an international event in Asia that
brings the level of airlines, airports and other
elements in the aviation industry under one roof
with Summit Strategies sessions, face to face
meetings and exposure destinations, products
and other services in a business to business
exhibition
2. World Routes ke XXI – di Kwazulu Natal Durban South
Africa pada tanggal 19-22 September 2015
- Angkasa Pura Airports mengirimkan delegasi dari
Direktorat Marketing and Business Development;
- World Routes adalah sebuah event internasional
di Taraf Dunia yang mempertemukan airlines,
airport dan elemen lainya pada industri aviasi
dalam satu atap dengan sesi Strategi Summit
face to face meetings dan eksposure destinasi,
produk dan jasa lainya dalam sebuah pameran
business to business.
2. World Routes XXI - Kwazulu Natal in Durban South
Africa on 19-22 September 2015
- Angkasa Pura Airports sending a delegation from the
Directorate of Marketing and Business Development;
- World Routes is an international event that brings
the World Taraf airlines, airports and other
elements in the aviation industry under one roof
with Summit Strategies sessions face to face
meetings and exposure destinations, products
and other services in a business to business
exhibition.
3. Cargo Facts Asia 2015 – Hongkong, pada tanggal 2122 April 2015
- Angkasa Pura Airports mengirimkan delegasi dari
Direktorat Marketing and Business Development
dan Direksi PT Angkasa Pura Logistik;
- Cargo Facts adalah sebuah event internasional di
Taraf Asia yang membahas secara tuntas perihal
bisnis Kargo dan Key Issues yang berkembang
pada saat itu, adapun event tersebut dikemas
dalam bentuk Seminar dengan pembicarapembicara yang ahli dalam bidang Kargo.
3.Cargo Facts Asia 2015 – Hongkong, on April 21-22,
2015
- Angkasa Pura Airports sending a delegation from the
Directorate of Marketing and Business Development
and Director of PT Angkasa Pura Logistics;
- Cargo Facts is an international event in Asia Taraf
that discuss thoroughly about Cargo business and
Key isues that developed at that time, while the
event is packaged in the form of seminars with
speakers who are experts in the field of Cargo
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
4.Studi Visit Hongkong International Airport bersama
Customs dan Imigrasi, pada tanggal 11-15 Maret
2015
- Angkasa Pura Airports I Mengirimkan delegasi
dari Direktorat Marketing and Business
Development, Direktorat Operasi dan Pimpinan
INACA, Customs, dan Kantor Imigrasi Kantor
Cabang Bandara I Gusti Ngurah Rai dan Juanda
Surabaya;
- Studi visit ini dilakukan bersama INACA, Custom
dan Imigrasi yang bermanfaat bagi Angkasa Pura
Airports selaku Pengelola Bandar Udara dalam
rangka sinergi antar lembaga dalam kegiatan
pelayanan Kebandarudaraan.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
4.Study Visit Hong Kong International Airport together
with Customs and Immigration, on March 11-15, 2015
- Angkasa Pura Airports I Send a delegation
from the Directorate of Marketing and
BusinnesDevelopment, Directorate of Operations
and Chief INACA, Customs and Immigration
Office Branch Office Airport I Gusti Ngurah Rai
and Juanda Surabaya
- The study was conducted together with visit
INACA, Custom and Immigration is beneficial
for Angkasa Pura Airports Airport as a business
in the context of inter-institutional synergy in the
activities of Airport Affairs ministry.
PANGSA PASAR
MARKET SHARE
Pengelolaan kebandarudaraan di Indonesia ditentukan
melalui penunjukkan berdasarkan wilayah operasional, yang
diatur melalui PP Nomor 25 Tahun 1987 tanggal 19 Mei 1987.
Berdasarkan PP tersebut, Angkasa Pura Airports diberi tugas
untuk mengelola bandar udara di bagian tengah dan timur
Indonesia sedangkan PT Angkasa Pura II (Persero) diberi
tugas untuk mengelola bandar udara yang berada di wilayah
barat Indonesia. Sedangkan, untuk bandara-bandara yang
tidak dikelola oleh Angkasa Pura Airports maupun Angkasa
Pura II berada di bawah pengelolaan Unit Pelaksana Teknis
Kementerian Perhubungan.
The airport management in Indonesia is determined through
appointment by operational area, which is regulated by
Regulation No. 25 Year 1987 on May 19, 1987. Based on the PP,
Angkasa Pura Airports was given the task to manage airports
in central and eastern Indonesia and PT Angkasa Pura II
(Persero) was given the task to manage the airports are
located in western Indonesia. Whereas, for airports that are
not managed by Angkasa Pura Airports and Angkasa Pura II is
under the management of the Technical Implementation Unit
of the Ministry of Transportation.
Analisis situasi pasar yang dihadapi Angkasa Pura Airports
dilakukan guna mencapai permintaan dan kepuasan
pelanggan yang berakibat terhadap pendapatan yang
diperoleh. Aviation Marketing Group sejauh ini dalam
melakukan analisis pasar berusaha untuk mencari tahu
kebutuhan pelanggan melalui survei yang dilakukan di
masing-masing Bandara seperti need and wants survey
dalam hal ini berupa studi kajian rute dimana survei ini
dilakukan untuk menggali informasi akan kebutuhan dan
keinginan pelanggan di masing-masing Bandara salah
satunya terkait dengan kebutuhan akan penerbangan yang
diinginkan untuk tersedia, dengan begitu Aviation Marketing
Group akan melakukan perbaikan demi perbaikan yang
ditujukan untuk kepuasan pelanggan. Selain itu Aviation
Marketing Group juga melakukan kegiatan benchmarking
ke Bandara-Bandara di dunia yang memiliki pelayanan
terbaik, hal ini dilakukan untuk dijadikan pembanding dalam
mengelola Bandara yang dikelola Angkasa Pura Airports).
Analysis of the market situation facing Angkasa Pura Airports
done to achieve demand and customer satisfaction that
affect revenue earned. Aviation Marketing Group so far in
conducting market analysis seeks to find out the needs of
customers through surveiyang done in each Airport such as
the need and wants the survey in this case a review of these
studies in which the survey was conducted to explore the
information needs or desires of customers in each each Airport
one of which relate to the need for available flights to be
desired, so Aviation Marketing Group will make improvements
for improvement aimed at customer satisfaction. Additionally
Aviation Marketing Group also conducts benchmarking
activities to airports in the world that has the best service, it is
made to be used as a comparison in managing a managed
Airport Angkasa Pura Airports).
Dengan terbitnya Undang-Undang No 1 Tahun 2009 tentang
Penerbangan, maka pihak swasta diperbolehkan mengelola
Bandara di Indonesia dan telah dipisahkannya fungsi
Pelayanan Jasa Penerbangan (Air Traffic Services) yang
dikelola oleh Lembaga Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia, secara tidak langsung Angkasa
Pura Airports akan bersaing dengan pihak swasta, hal
ini menjadikan suatu tantangan baru bagi Angkasa Pura
Airports Aviation Marketing Group untuk dapat memberikan
pelayanan terhadap jasa produk yang diberikan kepada
With the publication of Law No. 1 Year 2009 on Aviation, the
private sector is allowed managing Airport in Indonesia
and has been the separation of functions Services Aviation
Services (Air Traffic Services) which is managed by the
Institute Operator Navigation Services Flight Indonesia,
indirectly Angkasa Pura Airports will compete with the private
sector, it makes a new challenge for Angkasa Pura Airports
Aviation Marketing Group to be able to provide services to
product services provided to service users better, therefore,
the efforts made Angkasa Pura Airports Aviation Marketing
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
147
Laporan Manajemen
Management Report
pengguna jasa yang lebih baik lagi, oleh karena itu upaya
yang dilakukan Angkasa Pura Airports Aviation Marketing
Group adalah selalu meningkatkan pelayanan jasa produk
yang diberikan, menciptakan dan mengembangan Produk
jasa baru dan berorientasi kepada pelanggan.
Group is always improving services a given product, create
and develop new products and services oriented to the
customer.
Komposisi penumpang angkutan udara dan lalu lintas
pesawat di Indonesia berdasarkan pengelola bandar udara
tergambar melalui diagram di bawah ini.
The composition of air passengers and air traffic in Indonesia
by airport operator illustrated by the diagram below.
Pangsa Pasar Tahun 2015
Berdasarkan Pergerakan Penumpang
Market Share in 2015
by Passenger Movement
Angkasa Pura Airport
148
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Pangsa Pasar Tahun 2014
Berdasarkan Pergerakan Penumpang
Market Share in 2014
by Passenger Movement
Angkasa Pura II
UPBU
Pada 2015, pangsa pasar Angkasa Pura Airports berdasarkan
total penumpang angkutan udara mencapai sebesar 41,9%,
lebih rendah 0,2% dibandingkan tahun 2014 yang mencapai
42,1%. Angkasa Pura II sebagai pengelola bandara di wilayah
barat Indonesia yang memperoleh pangsa pasar sebesar
47,8%, menurun 1,1% dibandingkan tahun 2014 yang mencapai
48,9%. Di sisi lain, Unit Pelaksanaan Teknis Kementerian
Perhubungan (UPT) yang sekarang disebut dengan Unit
Penyelenggara Bandar Udara (UPBU) memiliki pangsa pasar
sebesar 10,3%, meningkat sebesar 1,3% dibandingkan tahun
2014 yang sebesar 9,0%.
In 2015, the market share of Angkasa Pura Airports based
on total air passengers reached 41.9%, decreasing 0.2%
compared to 2014, which reached 42.1%. Angkasa Pura II
as an airport manager in the west region of Indonesia has
a market share of 47.8%, decreasing 1.1% compared to 2014,
which reached 48.9%. On the other hand, the Technical
Implementation Unit (UPT)Ministry of Transportation is now
known as Unit Operator Airport (UPBU) has a market share of
10.3%, an increase of 1.3% compared to 2014 by 9.0%.
Secara umum, selama tahun 2015, pangsa pasar Angkasa
Pura Airports berdasarkan total penumpang angkutan udara
sebesar 41,9% lebih rendah sebesar 5,9% dibandingkan
dengan Angkasa Pura II yang sebesar 47,8%, sedangkan
sisanya sebesar 10,3% menjadi pangsa pasar milik Unit
Penyelenggara Bandar Udara.
In general, during 2015, the market share of Angkasa Pura
Airports by total passengger of air transportation 41.9% lower
by 5.9% compared with Angkasa Pura II, which amounted
to 47.8%, while the remaining 10.3% to the share proprietary
market Airport Operator Unit.
Sedangkan, jika dilihat berdasarkan lalu lintas pesawat, di
tahun 2015 Angkasa Pura Airport memiliki pangsa pasar
sebesar 52,5%, lebih tinggi 0,4% dibandingkan dengan tahun
2014 yang mencapai 52,1%. Sedangkan pangsa pasar Angkasa
Pura II sebesar 47,5%, lebih rendah 0,4% bila dibandingkan
tahun 2014 yang sebesar 47,9%. Rincian terkait pangsa pasar
berdasarkan lalu lintas pesawat dapat dilihat pada diagram
berikut.
Whereas, if seen by air traffic, in 2015 Angkasa Pura Airport
has a market share of 52.5%, increasing 0.4% compared to
2014 reaching 52.1%. While the market share of Angkasa Pura
II amounted to 47.5%, decreasing 0.4% when compared to
2014 which amounted to 47.9%. Details relating to market
share based on aircraft traffic can be seen in the following
diagram.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Pangsa Pasar Tahun 2015
Berdasarkan Lalu Lintas Pesawat
Market Share in 2015
Based Traffic Aircraft
Angkasa Pura Airport
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Pangsa Pasar Tahun 2014
Berdasarkan Lalu Lintas Pesawat
Market Share in 2014
Based Traffic Aircraft
Angkasa Pura II
Secara keseluruhan, berdasarkan lalu lintas pesawat di tahun
2015, Angkasa Pura Airports memiliki pangsa pasar sebesar
52,5%, sedangkan sisanya 47,5% menjadi pangsa pasar
Angkasa Pura II.
Selanjutnya, untuk arah pengembangan perusahaan
disesuaikan dengan Visi Perusahaan yaitu menjadi salah satu
dari sepuluh perusahaan pengelola bandar udara terbaik
di Asia pada tahun 2020. Untuk menuju visi perusahaan
tersebut, Perusahaan harus mencapai Customer Satisfaction
Index (CSI) yang telah di targetkan untuk tahun 2018 yaitu
sebesar 4,60.
Overall, based on air traffic in 2015, Angkasa Pura Airports
has a market share of 52.5%, while the remaining 47.5% to the
market share of Angkasa Pura II.
Selama tahun 2015, rata-rata skor CSI yang berhasil
direalisasikan Angkasa Pura Airports sebesar 3,85.
Pengukuran CSI ini telah dilakukan di 8 (delapan) bandara
Angkasa Pura Airports dengan realisasi pelaksanaan sebagai
berikut.
a. Bandara Pattimura - AMQ (07 - 10 April 2015) dengan
skor sebesar 3,98;
b. Bandara Syamsuddin Noor - BDJ (07 - 10 April 2015)
dengan skor sebesar 3,95;
c. Bandara Adisutjipto - JOG (21 - 24 April 2015) dengan skor
sebesar 3,56;
d. Bandara Frans Keisepo – BIK (21 - 24 April 2015) dengan
skor sebesar 3,51;
e. Bandara El Tari - KOE (05 - 08 Mei 2015) dengan skor
sebesar 3,81;
f. Bandara Ahmad Yani - SRG (05 - 08 Mei 2015) dengan
skor sebesar 3,88;
g. Bandara Adisoemarmo - SOC (26 - 29 Mei 2015) dengan
skor sebesar 4,00;
h. Bandara Sam Ratulangi - MDC (26 - 29 Mei 2015) dengan
skor sebesar 4,08.
During 2015, the average score of CSI are successfully realized
Angkasa Pura Airports of 3.85. Initelah CSI measurements
performed in 8 (eight) airports Angkasa Pura Airports and
realized following implementation.
Hal ini menunjukkan bahwa Angkasa Pura Airports masih
harus terus meningkatkan CSI yang sebesar 3,88 di tahun
2015, agar mampu mencapai skor yang telah ditargetkan
sebesar 4,60 di tahun 2018.
This shows that Angkasa Pura Airports will still have to improve
the CSI of 3.88 in 2015, to be able to achieve a score that has
been targeted at 4.60 in 2018.
Furthermore, for the development direction of the company
adjusted the Company’s Vision is becoming one of the ten
best airports management company in Asia in 2020. To reach
the company’s vision, the Company must reach the Customer
Satisfaction Index (CSI), which has been on target for 2018 is
amounting to 4.60.
a. Pattimura Airport - AMQ (7 to 10 April 2015) with a score
of 3.98;
b. Syamsuddin Noor Airport - BDJ (7 to 10 April 2015) with a
score of 3.95;
c. Airports Adisucipto - JOG (21 to 24 April 2015) with a score
of 3.56;
d. Frans service Keisepo - BIK (21 to 24 April 2015) with a
score of 3.51;
e. El Tari Airport - KOE (0.5 - May 8, 2015) with a score of
3.81;
f. Ahmad Yani Airport - SRG (0.5 - May 8, 2015) with a score
of 3.88;
g. Adisoemarmo Airport - SOC (26 - May 29, 2015) with a
score of 4.00;
h. Airports Sam Ratulangi - MDC (26 - May 29, 2015) with a
score of 4.08.
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Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Selain itu, untuk menjadi salah satu dari 10 (sepuluh)
perusahaan pengelola bandar udara berkembang terpesat
di Asia, proporsi pendapatan non-aeronautika Angkasa
Pura Airports harus ditingkatkan dari 40% di 2015 menjadi
57% pada tahun 2018. Oleh karena itu, Angkasa Pura perlu
mengoptimalkan pelayanan dan bisnis non-aeronautika
dengan mengacu pada konsep Airport City.
In addition, to become one of 10 (ten) the management
company of the fastest growing airports in Asia, the
proportion of non-aeronautical revenues Angkasa Pura
Airports should be increased from 40% in 2015 to 57% in 2018.
Therefore, Angkasa Pura need optimize the service and nonaeronautical business with reference to the concept of Airport
City.
Posisi Perusahaan 2015 dan Target 2018 / The Company’s position in 2015 and 2018 Target
Transformasi Model Bisnis / Business Model Transformation
% Non Aero Revenue
100%
2018 (CSI : 4,602)
Non Aero : 57%
4
5
CSI
2015 (CSI : 3,882)
Non Aero : 40%
0%
PROSPEK USAHA 2016
BUSINESS PROSPECTS 2016
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 3,4% di
2016 dan 3,6% di 2017. Pertumbuhan negara Emerging Market
diproyeksikan akan mencapai sebesar 4,3% pada 2016 dan
4,7% pada 2017. Untuk negara-negara di Asia diproyeksikan
akan mengalami pertumbuhan sebesar 6,3% di 2016 dan 6,2%
di 2017. Rincian terkait proyeksi pertumbuhan ekonomi dunia
diuraikan dalam tabel berikut.
Prospect of Angkasa Pura Airports strongly associated with
projected growth of the world economy in general and the
projected economic growth of Indonesia in particular. World
economic growth is projected at 3.4% in 2016 and 3.6% in 2017.
Growth of Emerging Market countries is projected to reach
4.3% in 2016 and 4.7% in 2017. For countries in Asia is projected
to experience growth of 6.3% in 2016 and 6.2% in 2017. details
related to the world economic growth projections outlined in
the following table.
Tabel Indikator Perekonomian Global / Table of Global Economics Indicator
(dalam persen / in persen)
Uraian
Description
150
Proyeksi / Project
2016
2017
World Output
3,4
3,6
Advanced Economies
2,1
2,1
United States
2,6
2,6
Euro Area
1,7
1,7
Germany
1,7
1,7
France
1,3
1,5
Italy
1,3
1,2
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Uraian
Description
Spain
Japan
United Kingdom
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Proyeksi / Project
2016
2017
2,7
2,3
1
0,3
2,2
2,2
Canada
1,7
2,1
Other Advanced Economies
2,4
2,8
4,3
4,7
0
1,7
(1)
1
Emerging Market and Developing Economies
Commonwealth of Independent States
Russia
Excluding Russia
Emerging and Developing Asia
2,3
3,2
6,3
6,2
China
6,3
6
India
7,5
7,5
ASEAN
4,8
4,1
Emerging and Developing Europe
3,1
3,4
Latin America and the Caribbean
(0,3)
1,6
(3,5)
0
Brazil
Mexico
Middle East, North Africa, Afghanistan, and Pakistan
Saudi Arabia
Sub-Saharan Africa
2,6
2,9
3,6
3,6
1,2
1,9
4
4,7
Nigeria
4,1
4,2
South Africa
0,7
1,8
Low-Income Developing Countries
5,6
5,9
World Growth Based on Market Exchange Rates
2,7
3
World Trade Volume (goods and services)
3,4
4,1
Memorandum
Imports
Advanced Economies
3,7
4,1
Emerging Market and Developing Economies
3,4
4,3
Oil
(17,6)
14,9
Non Fuel
(9,5)
0,4
1,1
1,7
5,6
5,9
Commodity Price (U.S Dollars)
Consumer Prices
Advanced Economies
Emerging Market and Developing Economies
London Interbank Offered Rate (%)
On U.S Dollar (Six Month)
On Euro Deposits (three month)
On Japanese Yen Deposits (six month)
1,2
2,2
(0,3)
(0,2)
0,1
0,1
Sumber/Source : IMF, World Economic Outlook Update, January 2016
Proyeksi pertumbuhan ekonomi global tersebut mendorong
proyeksi perekonomian domestik yang diperkirakan tumbuh
sebesar 5,8%-6,2%, lebih tinggi dibandingkan tahun 2015.
Selain membaiknya kondisi ekonomi global, berlanjutnya
reformasi struktural di dalam negeri secara komprehensif
Projected growth in the global economy pushed the projection
of the domestic economy is expected to grow by 5.8% - 6.2%
higher than in 2015. In addition to the improvement in global
economic conditions, continued structural reforms in the
country in a comprehensive manner will also support the
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juga akan mendukung pertumbuhan ekonomi domestik.
Dari sisi permintaan, permintaan eksternal akan mendorong
pertumbuhan ekspor hingga mencapai 4,8%-5,2%, yang
didukung oleh membaiknya kondisi ekonomi global,
terutama di pasar ekspor utama Indonesia, seperti Amerika
Serikat. Selain itu, upaya dari sisi Indonesia untuk membuka
pasar ekspor baru, mengurangi hambatan perdagangan
di pasar tujuan ekspor, serta meningkatkan fasilitasi ekspor
juga mendorong peningkatan permintaan terhadap produk
Indonesia. Sementara itu, investasi diperkirakan tumbuh
8,6%-9,0% yang didorong oleh permintaan domestik yang
meningkat dan membaiknya investasi pada sektor yang
berorientasi ekspor. Peningkatan investasi ini pun akan
didorong oleh membaiknya iklim investasi dan berusaha
di Indonesia yang menyebabkan meningkatnya daya tarik
Indonesia sebagai tempat berinvestasi dan berusaha. Selain
itu, permintaan domestik akan ditopang oleh makin stabilnya
inflasi sehingga daya beli semakin meningkat dan mendorong
konsumsi masyarakat tumbuh 5,0%-5,2%. Sedangkan,
konsumsi pemerintah akan tumbuh 2,0%-2,5% yang didukung
oleh percepatan penyerapan anggaran pembangunan yang
diikuti dengan akuntabilitas dan transparasi yang makin baik.
growth of the domestic economy. On the demand side, external
demand will push export growth to reach 4.8% -5.2%, which
is supported by the improving global economic conditions,
particularly in Indonesia’s main export markets, such as the
United States. In addition, the efforts of the Indonesian side
to open up new export markets, reduce trade barriers in
export markets, as well as increase export facilitation have
also boosted demand for Indonesian products. Meanwhile,
investment is expected to grow 8.6% - 9.0%, driven by rising
domestic demand and improving investment in exportoriented sectors. This increased investment will be driven by
improved investment and business climate in Indonesia, which
led to increased interest in Indonesia as a place to invest and
seek. In addition, domestic demand will be supported by more
and more stable inflation the purchasing power to develop
and boost private consumption grew 5.0% - 5.2%. Meanwhile,
government consumption will grow by 2.0% - 2.5%, supported
by accelerated absorption followed by the development
budget accountability and transparency were the better.
Dari sisi penawaran, pertumbuhan akan ditopang
olehpertumbuhan masing-masing industri. Industri pertanian
diperkirakan tumbuh 4,2% - 4,3%, industri pertambangan dan
penggalian tumbuh 0,3% -0,4%, industri pengolahan tumbuh
5,9% -6,4%, industri listrik dan gas tumbuh 5,7% -5,9%, industri
pengadaan air tumbuh 5,8% -6,0%, danindustri konstruksi
tumbuh 7,0% -7,3%. Sedangkan, industri perdagangan
besar dan eceran, dan reparasi mobil dan sepeda motor
diperkirakan tumbuh 5,0% -6,3%, industri transportasi
dan pergudangan tumbuh 8,1% -8,4%,industri penyediaan
akomodasi makanan dan minuman tumbuh 6,1% -6,2%,
industri jasa keuangan tumbuh 7,5% -7,9%,jasa perusahaan
tumbuh 9,1% -9,2%, dan industri pendidikan tumbuh 8,5%
-8,7%.
(Sumber: Lampiran Perpres No. 60 Tahun 2015 tentang
Rencana Kerja Pemerintah Tahun 2016)
From the supply side, growth will be driven by growth in
each industry. The agricultural industry is expected to grow
4.2% - 4.3%, mining and quarrying industry grew 0.3% -0.4%,
processing industry grew 5.9% -6.4%, electricity and gas
industries grew 5.7 % -5.9%, industrial water supply grew
5.8% -6.0%, and the construction industry grew by 7.0%
-7.3%. Meanwhile, industry wholesale and retail trade, and
repair of cars and motorcycles is expected to grow 5.0%
-6.3%, transport and warehousing industry grew 8.1% -8.4%,
industrial provision of accommodation food and beverages
grew 6 1% -6.2%, the financial services industry grew 7.5%
-7.9%, the company’s services grew 9.1% -9.2%, and education
industries grew by 8.5% -8.7%.
Dari segi pertumbuhan lalu lintas di kawasan Asia-Pasifik,
Asosiasi Transportasi Udara Internasional (International
Air Transport Association/IATA) mencatat pertumbuhan
kapasitas penumpang di Asia-Pasifik pada tahun 2015 adalah
6% dan diperkirakan akan naik menjadi 8,4% pada tahun 2016.
Dari enam kawasan yang ada, Asia Pasifik menyumbang
satu pertiga dari total pertumbuhan trafik penumpang dunia.
In terms of traffic growth in the Asia-Pacific region, the
International Air Transport Association (International Air
Transport Association/IATA) passenger capacity growth in
Asia-Pacific in 2015 was 6% and expected to rise to 8.4% in
2016. of the six existing regional, Asia-Pacific accounted for
one third of total world passenger traffic growth.
Forecast jangka panjang dalam The Current Market Outlook
2015-2034, The Boeing Company menggabungkan efek dari
kekuatan pasar pada pengembangan industri penerbangan.
Pada tahun sebelumnya, aktivitas pasar di negara
berkembang telah mendorong pertumbuhan ekonomi.
Namun saat ini, Boeing memiliki pandangan berbeda dari
tren sebelumnya. Selama 20 tahun ke depan, lalu lintas
penumpang diperkirakan akan meningkat sebesar 4,9% dan
lalu lintas kargo udara menjadi 4,7%. Boeing meramalkan
adanya kebutuhan pesawat sebanyak 38.050 yang setara
dengan lebih dari 5,6 miliar dolar.
Long-term Forecast in The Current Market Outlook 2015-2034,
The Boeing Company combines the effects of market forces on
the development of the aviation industry. In the previous year,
activity in emerging markets has driven economic growth. But
this time, Boeing has a different view of the previous trend.
During the next 20 years, passenger traffic is expected to
increase by 4.9% and air cargo traffic to 4.7%. Boeing aircraft
predicting their needs as much as 38 050 which is equivalent
to more than 5.6 billion dollars.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
(Source: Appendix Presidential Decree No. 60 Year 2015
concerning the Government Work Plan 2016)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
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Laporan Keuangan
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Asia akan diperkirakan menjadi pasar terbesar di dunia
bagi Boeing dengan pertumbuhan setiap tahun sekitar 6,1%.
Salah satu faktor yang mempengaruhi pertumbuhan tersebut
adalah PDB yang diperkirakan akan tumbuh hingga 4,3% per
tahun selama 20 tahun ke depan. The Boeing Company dalam
The Current Market Outlook 2015-2034 memperkirakan
pertumbuhan ekonomi di Asia Tenggara mencapai ratarata lebih dari 5% per tahun selama 10 tahun terakhir dan
perkiraan tersebut akan terus berkembang pada tingkat
yang sedikit lebih rendah dari 4,6% sampai 2034. Sembilan
dari sepuluh industri utama di Asia termasuk ke dalam jenis
industri yang memerlukan perjalanan udara.
Asia is expected to be the world’s largest market for Boeing
with growth of about 6.1% each year. One of the factors
that affect the growth of GDP is expected to grow by 4.3%
per year over the next 20 years. The Boeing Company in the
Current Market Outlook 2015-2034 forecast economic growth
in Southeast Asia reached an average of more than 5% per
year over the last 10 years and these estimates will continue to
grow at a rate slightly lower than 4.6% until 2034. Nine out of
ten key industries in Asia belonging to the types of industries
that require air travel.
Adaptasi dari ASEAN Single Aviation Market sangat
mendukung
efisiensi
dan
pertumbuhan
industri
penerbangan. Boeing memperkirakan bahwa wilayah ASEAN
akan membutuhkan 3.750 pesawat baru, senilai 550 miliar
dolar, dengan lebih dari tiga perempat pesawat berjenis
lorong tunggal. Ekspansi dari industri penerbangan dengan
biaya rendah (low-cost carrier) telah bertambah kuat dan
akan berlanjut merangsang pertumbuhan regional. Asia
Tenggara merupakan wilayah yang paling aktif di dunia
dalam operasional penerbangan biaya rendah dengan jarak
menengah yang merupakan model bisnis dengan potensi
pertumbuhan yang kuat.
(Sumber : The Current Market Outlook 2015-2034, The Boeing
Company)
Adaptation of the ASEAN Single Aviation Market strongly
supports the efficiency and growth of the aviation industry.
Boeing estimates that the region will need 3,750 new aircraft,
worth 550 billion dollars, with more than three quarters
of single-aisle aircraft manifold. Expansion of the aviation
industry with low cost (low-cost carrier) has been growing
stronger and will continue to stimulate regional growth.
Southeast Asia is the most active areas in the world in the
operations of low cost airlines with medium range which is a
business model with strong growth potential.
Di sisi lain, industri penerbangan di Indonesia mengalami
pertumbuhan yang signifikan dalam kurun waktu sepuluh
tahun terakhir. Dalam kurun waktu 20 tahun ke depan,
pasar penerbangan Indonesia diperkirakan akan tumbuh
dengan cepat sekitar 14,9%. Hal tersebut mengacu pada
prediksi International Air Transport Association (IATA) yang
menyebutkan industri penerbangan global saat ini telah
mempekerjakan 58 juta orang dengan nilai ekonomi mencapai
US$2,4 triliun. IATA memperkirakan jumlah penumpang udara
di Indonesia tahun 2034 akan naik menembus angka 270 juta
penumpang domestik maupun internasional.
On the other hand, the aviation industry in Indonesia has
grown significantly in the last ten years. In a period of 20 years
into the future, the Indonesian aviation market is expected to
grow rapidly around 14.9%. It refers to the prediction of the
International Air Transport Association (IATA) which mentions
the global aviation industry currently employs 58 million
people with economic value reaching US $ 2.4 trillion. IATA
estimates that the number of air passengers in Indonesia
in 2034 will rise to break the 270 million domestic and
international passengers.
Industri penerbangan Indonesia mendapatkan beberapa
tantangan dalam menghadapi kebijakan ASEAN Open Sky
sebagai salah satu langkah dalam mewujudkan ASEAN
Economic Community. Terbukanya wilayah udara antara
sesama anggota negara ASEAN menimbulkan dampak bagi
perusahaan penerbangan serta perusahaan pengelola
bandar udara. Maskapai penerbangan dari negara lain yang
menjadi anggota ASEAN dapat beroperasi di wilayah udara
Indonesia. Hal tersebut menuntut kesiapan bandar udara
untuk meningkatkan standar keamanan dan keselamatan
penerbangan melalui penyesuaian safety standard &
regulatory capability serta aviation security measure dengan
ICAO Standard untuk kedepannya.
Indonesian airline industry get some challenges facing ASEAN
Open Sky policy as one step in realizing the ASEAN Economic
Community. The opening of airspace among ASEAN member
countries have an impact for the airlines and the airport
management company. Airlines flying from other countries
that are members of ASEAN can operate in Indonesian
airspace. It requires the readiness of airports to improve
security and safety standards low through the adjustment
of safety standards and regulatory capability as well as the
ICAO aviation security measure Standard for the future.
Indonesia memiliki potensi peningkatan lalu lintas angkutan
udara dilihat dari kenaikan volume angkutan udara dalam
20-30 tahun belakangan ini. Hal ini didorong oleh kemajuan
e-commerce, perkembangan global supply chain, dan
upaya untuk menurunkan biaya inventaris yang mahal serta
Indonesia has the potential for increased traffic seen from
the increase in air freight transport volume of air in 2030 years. It is encouraged by the progress of e-commerce,
global supply chain development, and efforts to reduce the
cost of expensive inventory and shorten order cycle time.
(Source: The Current Market Outlook 2015-2034, The Boeing
Company)
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
153
Laporan Manajemen
Management Report
154
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
memperpendek order cycle time. Walaupun volume barang
yang diangkut melalui angkutan udara masih relatif kecil,
namun nilai barang yang diangkut terus meningkat dari
tahun ke tahun, baik untuk pengiriman dalam negeri maupun
luar negeri. Lebih lanjut potensi yang dimiliki oleh Indonesia
saat ini adalah, Indonesia dilewati oleh 2 jalur penerbangan
Internasional (Major Air Traffic Flow) yang memberikan
peluang dalam pengembangan pangsa pasar transportasi
udara ke depan khususnya terkait dengan ASEAN Open Sky.
(Sumber: Ringkasan Statistik Pergerakan Lalu Lintas Angkutan
Udara Angkasa Pura Airports Tahun 2015)
Although the volume of goods transported via air freight is still
relatively small, but the value of goods transported increased
from year to year, both for delivery within the country and
abroad. Further potential possessed by Indonesia at this time
is, Indonesia passed by 2 International flight path (Major Air
Traffic Flow) that provide opportunities in the development of
the air transport market share ahead particularly with respect
to the ASEAN Open Sky.
Ke depan, dengan melihat prospek pertumbuhan ekonomi
dan pertumbuhan lalu lintas kebandarudaraan global dan
Indonesia, maka Angkasa Pura Airports optimis dapat meraih
setiap peluang dan potensi yang tercipta. Hal ini diwujudkan
melalui strategi dan pengembangan usaha yang akan
diuraikan sebagai berikut.
Looking ahead, with the prospects for economic growth and
global growth of airport traffic and Indonesia, the Angkasa
Pura Airports optimistic to seize every opportunity and
potential that is created. This is realized through the strategy
and business development will be described as follows.
STRATEGI DAN PENGEMBANGAN USAHA
STRATEGY AND BUSINESS DEVELOPMENT
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. Sejak 2013, Angkasa Pura Airports telah merubah
Paradigma Perusahaan yang semula sebagai penyedia
infrastruktur berubah menjadi penyedia jasa dengan orientasi
kepada kualitas layanan dengan konsep Airport City.
Angkasa Pura Airports as one of the managers of airport
in Indonesia has a vision and a mission to raise the image
of Indonesia in the eyes of the world to become one of the
world-class airport management. It also includes efforts to
change the pattern of new commercial and dynamic. Since
2013, Angkasa Pura Airports has changed the paradigm of the
Company originally as a provider of infrastructure turned into
a service provider in orientation to the quality of service to the
concept of Airport City.
Untuk merealisasikan Visi dan Misi, perusahaan telah
menetapkan Sasaran Strategi jangka panjang sebagaimana
tercantum dalam RJPP 2014-2018 yaitu sebagai berikut.
1. Mencapai nilai CSI 4,60 (standar ACI) pada tahun 2018;
2. Mencapai total pendapatan operasional Rp8,9 triliun
pada tahun 2018;
3.Mencapai proporsi pendapatan non aeronautika
terhadap total pendapatan operasional sebesar 58%
pada tahun 2018;
4.Mengembangkan dan mengimplementasikan sistem
manajemen kelas dunia (terutama pengelolaan SDM,
ICT, operations excellence, dan service excellence) secara
holistic sebelum akhir 2018;
5. Menerapkan konsep Green Corporation dan Program
CSR secara efektif sebelum akhir 2018;
6. Menyiapkan unit bisnis (bandara) untuk siap diprivatisasi
sebelum akhir 2018.
To realize the vision and mission, the company has set a target
of a long-term strategy as contained in RJPP 2014-2018 is as
follows.
1. Achieving CSI score of 4.60 (standard ACI) in 2018;
2. Achieve total operating income of Rp8.9 trillion by 2018;
Selain itu, untuk merealisasikan sasaran strategis tersebut,
Perseroan telah menetapkan 4 (empat) Winning Strategies
untuk merealisasikan visi “Menjadi salah satu dari sepuluh
perusahaan pengelola bandar udara terbaik di Asia,” yang
diuraikan sebagai berikut.
1) Service Excellence
2) Revenue Enhancement
3) Cost and Risk Management
4) Socioeconomically Responsible Green Corporation.
In addition, to realize strategic objectives,The Company
has set 4 (four) Winning Strategies to realize the vision of
“Becoming one of the top ten airport operator company in
Asia, “ which described as follows.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
(Source: Statistical Summary of the Air Transport Traffic
movement Angkasa Pura Airports 2015)
3. Achieving the proportion of non aeronautical income to
total operating income by 58% in 2018;
4. Develop and implement a world-class management
systems (especially the management of human resources,
ICT, operations excellence, and service excellence)
holistically before the end of 2018;
5. Applying the concept of Green Corporation and CSR
programs effectively before the end of 2018;
6. Setting up a business unit (the airport) to be ready to be
privatized before the end of 2018.
1)
2)
3)
4)
Service Excellence
Revenue Enhancement
Cost and Risk Management
Socioeconomically Responsible Green Corporation.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Selain keempat winning strategies tersebut, berdasarkan
Rencana Kerja Anggaran Perusahaan tahun 2016 (RKAP 2016),
perusahaan juga menerapkan strategi dengan kebijakan
sebagai berikut:
1. Program berorientasi pada sasaran.
2. Total Pendapatan lebih besar dibandingkan total Biaya.
3. Service Improvement & Revenue Enhancement.
4.Peningkatan efisiensi dan efektifitas sumber daya
perusahaan meliputi SDM, system dan organisasi serta
fasilitas.
5.Investasi secara selektif dan prudent yang diarahkan
pada pemanfaatan dana jangka pendek secara optimal,
peningkatan produktifitas kerja, efisiensi biaya dan citra
perusahaan.
6. Bandara yang masih rugi diarahkan untuk mengurangi
kerugian:
• Mempertahankan Sertifikat Bandar Udara (Standar
Pelayanan Minimum)
• Investasi sesuai Kebutuhan
7. Peningkatan peran anak perusahaan untuk percepatan
peningkatan kualitas pelayanan dan pendapatan non
aero.
8. Penerapan kerjasama melalui strategic partnership dalam
pengelolaan bandara dibidang investasi, komersial,
training & management (antara lain: I Gusti Ngurah Rai
Bali, Juanda Surabaya, Sepinggan Balikpapan, Sultan
Hasanuddin Makassar, Sam Ratulangi Manado, Ahmad
Yani Semarang, Syamsudin Noor Banjarmasin dan
Bandara Internasional Lombok).
9.Rencana pengambil alihan bandara yang dikelola
Direktorat Jenderal Hubungan Udara dan Pemerintah
Daerah.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
In addition to the four winning strategies, based on the
Company’s Budget Plan 2016 (RKAP 2016), the company is
also implementing a strategy with the following policies:
1. The program is oriented toward the target.
2. TotalPendapatan higher than the total fee.
3. Service Improvement & Revenue Enhancement.
4.Increasing the efficiency and effectiveness of the
company’s resources include human resources, systems
and organization and facilities.
5.Investment selectively and prudently directed at optimal
utilization of funds jangkapendek, increase productivity,
reduce costs and citraperusahaan.
6. The service is still geared to mitigate the loss of income:
•
Maintain Certificate airport (Minimum Service
Standards)
• Investments according to needs
7.Increasing the role subsidiary to accelerate the
improvement of service quality and non-aero revenues.
8.Implementation of cooperation through a strategic
partnership in the management of airports in the field
of investment, commercial, training and management
(among others: I Gusti Ngurah RaiBali, Juanda Surabaya,
Balikpapan Sepinggan, Sultan Hasanuddin Makassar,
Manado Samratulangi, Ahmad Yani, Syamsudin Noor
Banjarmasin and Lombok Internasional Airport).
9. The proposed acquisition airports managed by the
Directorate General of Air Services and Local Government.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
155
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Tinjauan Keuangan
Financial Overview
Tinjauan keuangan yang akan diuraikan dalam bagian ini
mengacu pada Laporan Keuangan Konsolidasian untuk
tahun yang berakhir pada tanggal-tanggal 31 Desember
2015 dan 2014 yang disajikan dalam buku Laporan Tahunan
ini. Laporan Keuangan Konsolidasian telah diaudit oleh
Kantor Akuntan Publik Hadori Sugiarto Adi dan Rekan dan
mendapat opini wajar, dalam semua hal yang material, posisi
keuangan konsolidasian Angkasa Pura Airports dan entitas
anak tanggal 31 Desember 2015 dan 2014, serta hasil usaha,
perubahan ekuitas dan arus kas konsolidasian untuk tahuntahun yang berakhir pada tanggal tersebut sesuai dengan
Standar Akuntansi Keuangan di Indonesia.
Financial overview will be described in this section refer to
the Consolidated Financial Statements for the year ended
December 31, 2015 and 2014 are presented in this Annual
Report. Consolidated Financial Statements have been
audited by Public Accountant Hadori Sugiarto Adi and
Fellow and received opinions fairly, in all material respects,
the consolidated financial position of Angkasa Pura Airports
and its subsidiaries dated December 31, 2015 and 2014,
and operating results, changes in equity and cash flow
consolidated for the years then ended in accordance with
Financial Accounting Standards in Indonesia.
LAPORAN POSISI KEUANGAN
KONSOLIDASIAN
CONSOLIDATED STATEMENT OF FINANCIAL
POSITION
Tabel Posisi Keuangan Konsolidasian / Table of Statement of Financial Position Consolidation
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
1
Pertumbuhan
Growth
2014
2
3
16.722.336.662
15.826.892.756
895.443.906
5,66%
3.090.121.088
2.636.161.302
453.959.786
17,22%
Aset Tidak Lancar / Non-current Assets
13.632.215.574
13.190.731.454
441.484.120
3,35%
Liabilitas / Liabilities
5.693.287.436
5.315.638.671
377.648.765
7,10%
Aset / Assets
Aset Lancar / Current Assets
4=2-3
Liabilitas Jangka Pendek / Short-term Liabilities
2.702.303.101
2.841.758.682
(139.455.581)
(4,91%)
Liabilitas Jangka Panjang / Long-term Liabilities
2.990.984.335
2.473.879.989
517.104.346
20,90%
11.029.049.226
10.511.254.085
517.795.141
4,93%
Ekuitas / Equities
Posisi Keuangan Konsolidasian
Consolidated Financial Position
(dalam Ribuan Rupiah / (in Thousands Rupiah)
18.000.000.000
16.000.000.000
14.000.000.000
12.000.000.000
10.000.000.000
8.000.000.000
6.000.000.000
4.000.000.000
2.000.000.000
0
156
5=4/3
15.826.892.756
16.722.336.662
10.511.254.085
5.315.638.671
5.693.287.436
ASET / ASSETS
LIABILITAS /LIABILITIES
2014
2015
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
11.029.049.226
EKUITAS /EQUITY
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
ASET
ASSETS
ASET LANCAR
CURRENT ASSETS
Pada 2015, aset lancar Perseroan mengalami peningkatan
Rp453,96 miliar atau sebesar 17,22% dari Rp2.636,16 miliar
di 2014 menjadi Rp3.090,12 miliar di 2015. Peningkatan aset
lancar terutama berasal dari peningkatan kas dan setara
kas, piutang usaha, piutang lain-lain, serta pendapatan
yang masih harus diterima. Kas dan setara kas mengalami
peningkatan Rp394,01 miliar atau sebesar 29,14% dari
Rp1.352,26 miliar di tahun 2014 menjadi Rp1.746,27 miliar di
2015. Peningkatan ini didominasi oleh peningkatan deposito,
baik dari pihak yang berelasi ataupun pihak ketiga dan juga
deposito dalam mata uang Rupiah.
In 2015, The Company’s current assets increased Rp453.96
billion or 17.22% of Rp2,636.16 billion in 2014 to Rp3,090.12
billion in 2015. The increase in current assets was mainly
derived from an increase in cash and cash equivalents, trade
receivables, other receivables and accrued revenue. Cash
and cash equivalents increased Rp394.01 billion or 29.14%
of Rp1,352.26 billion in 2014 to Rp1,746.27 billion in 2015. This
increase was dominated by the increase in deposits, both
from related party or parties the third and also deposits
denominated in Rupiah.
Pada 2015, total aset Perseroan mencapai Rp16.722,34 miliar.
Mengalami pertumbuhan sebesar Rp895,44 miliar atau
sebesar 5,66% dibandingkan 2014 yang mencapai Rp15.826,89
miliar. Peningkatan tersebut berasal dari pertumbuhan aset
lancar dan aset tidak lancar.
In 2015, Company’s total assets reached Rp16.722,34 billion.
A growth of Rp895,44miliar or by 5.66% compared to 2014
reaching Rp15.826,89 billion. The increase was derived from
the growth of current assets and non-current assets.
Tabel Aset Lancar / Table of Current Assets
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Kas dan Setara kas / Cash and Cash Equivalents
Pertumbuhan
Growth
4=2-3
5=4/3
1.746.272.845
1.352.260.123
394.012.722
29,14%
Investasi Efek / Investment Securities
216.446.783
370.094.305
(153.647.522)
(41,52%)
Piutang Usaha / Trade Receivables
571.170.786
518.164.565
53.006.221
10,23%
Piutang Lain-lain / Other Receivables
128.562.450
71.310.660
57.251.790
80,29%
Persediaan / Inventories
36.359.021
15.102.571
21.256.450
140,75%
Uang Muka dan Biaya Dibayar Dimuka /
Prepaid Expenses
23.977.801
16.961.096
7.016.705
41,37%
Pendapatan yang Masih Harus Diterima / Accured Income
Pajak Dibayar Dimuka / Prepaid Taxes
208.419.621
50.738.906
157.680.715
310,77%
150.835.560
236.848.497
(86.012.937)
(36,32%)
Asset Lancar Lainnya / Other Current Assets
Jumlah Aset Lancar / Total Current Assets
8.076.219
4.680.579
3.395.640
72,55%
3.090.121.088
2.636.161.302
453.959.786
17,22%
ASET TIDAK LANCAR
NON-CURRENTASSET
Perseroan membukukan jumlah Aset Tidak Lancar sebesar
Rp13.632,21 miliar pada 2015, meningkat sebesar 3,35% bila
dibandingkan dengan 2014 yang tercatat sebesar Rp13.190,73
miliar. Pertumbuhan asset tidak lancar terutama berasal dari
pertumbuhan aset tetap. Aset tetap mengalami pertumbuhan
Rp652,53 miliar yang mencakup adanya penambahan aset
tetap tanah sebesar Rp44,73 miliar, Bangunan/Lapangan
sebesar Rp900.977,59 miliar, gedung-gedung sebesar
Rp1.931,92 miliar dan asset tetap dengan klasifikasi lain.
Seiring dengan penambahan aset tetap tersebut, maka terjadi
pengurangan aset dalam penyelesaian yang tereklasifikasi
menjadi aset tetap di 2015.
The Company recorded a number of Non-Current Assets
amounted Rp13.632,21 billion in 2015, an increase of 3.35%
when compared to 2014 were recorded at Rp13.190,73 billion.
Growth in non-current assets mainly comes from growth
in fixed assets. Fixed assets grew Rp652,53 billion, which
includes the addition of fixed assets amounted to Rp44.73
billion land, Building/Fields of Rp900,977.59 billion, buildings
of Rp1,931.92 billion and fixed assets with other classifications.
Along with the addition of fixed assets, there was a decline in
the completion of classified assets into fixed assets in 2015.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
157
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Tabel Aset Tidak Lancar / Table of Non- Current Assets
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Aset pajak tangguhan / Deferred tax assets
Pertumbuhan
Growth
4=2-3
5=4/3
1.412.424
-
1.412.424
N/A
Piutang jangka panjang / Long Term Receivables
-
45.270.604
(45.270.604)
(100,00%)
Investasi Jangka Panjang / Long Term investment
129.659.365
135.758.230
(6.098.865)
(4,49%)
Properti Investasi / Investment Property
149.844.910
160.595.003
(10.750.093)
(6,69%)
11.860.713.290
11.208.184.825
652.528.465
5,82%
1.443.376.931
1.622.207.733
(178.830.802)
(11,02%)
45.373.281
18.595.060
26.778.221
144,01%
Aset tetap / Fixed Assets
Aset dalam penyelesaian / Construction in Progress
Aset tidak berwujud / Intangible Assets
Aset tidak lancar lainnya / Other Non-current Assets
Jumlah Aset Tidak Lancar / Total Current Assets
1.835.371
120.000
1.715.371
1.429,48%
13.632.215.574
13.190.731.454
441.484.120
3,35%
LIABILITAS
LIABILITIES
Liabilitas Perseroan di 2015 mencapai Rp5.693,29 miliar,
mengalami pertumbuhan Rp377,65 miliar atau sebesar
7,10% dibandingkan 2014 yang mencapai Rp5.315,64 miliar.
Kenaikan liabilitas tersebut lebih didominasi oleh kenaikan
liabilitas jangka panjang yang meningkat sebesar Rp517,10
miliar atau 20,90% jika dibandingkan dengan tahun 2014.
Sementara itu untuk liabilitas jangka pendek mengalami
penurunan sebeasar Rp139,46 miliar atau 4,91% jika
dibandingkan dengan tahun 2014.
Company’s liability in 2015 reached Rp5,693.29 billion,
growth Rp377.65 billion or 7.10% compared to 2014 reaching
Rp5,315.64 billion. The increase in liabilities is more dominated
by the increase in long-term liabilities that reached to Rp517.10
billion, or 20.90% when compared to 2014. Meanwhile,
short-term liabilities decreased by Rp139.46 billion or 4.91%
compared with the year 2014.
LIABILITAS JANGKA PENDEK
SHORT-TERM LIABILITIES
Perseroan mengalami penurunan Liabilitas Jangka Pendek
di 2015, yaitu sebesar 4,91%, dariRp2.841,76 miliar di 2014
menjadi Rp2.702,30 miliar di 2015. Penurunan tersebut antara
lain disebabkan oleh penurunan signifikan pada Utang usaha
yang mencapai 49,89% atau Rp733,09 miliar. Penurunan
utang usaha berasal dari utang usaha pihak ketiga.
The Company has decreased in Current Liabilities in 2015, in
amount of 4.91%, from Rp2,841.76 billion in 2014 to Rp2,702.30
billion in 2015. The decline was partly due to the significant
decrease in Accounts payable, which reached 49. 89% or
Rp733.09 billion. Decreasing in accounts payable coming
from third party business debt.
Tabel Liabilitas Jangka Pendek / Table of Short Term Liabilities
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
1
2
2014
3
Pertumbuhan
Growth
4=2-3
5=4/3
Beban yang Masih Harus Dibayar / Accrued Expenses
599.102.598
425.495.243
173.607.355
Utang Usaha / Trade Paybles
736.443.413
1.469.530.502
(733.087.089)
(49,89%)
88.640.117
253.934.433
(165.294.316)
(65,09%)
Utang Pajak / Tax Paybles
169.635.162
222.044.836
(52.409.674)
(23,60%)
Bagian Bank dari Utang Bank Jatuh Tempo /
Current Loan Due
590.158.510
50.167.930
539.990.580
1076,37%
Utang Lancar Lain-lain / Other Current Liabilities
518.323.300
420.585.738
97.737.562
23,24%
2.702.303.101
2.841.758.682
(139.455.581)
(4,91%)
Pendapatan Diterima Dimuka / Accrued Revenue
Jumlah Liabilitas Jangka Pendek / Total Short Term
Liabilities
158
2015
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
40,80%
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
LIABILITAS JANGKA PANJANG
LONG TERM LIABILITIES
Pada 2015, Liabilitas Jangka Panjang Perseroan tercatat
sebesar Rp2.990,98 miliar, meningkat 20,90% dibandingkan
2014 yaitu sebesar Rp2.473,88 miliar. Peningkatan tersebut
disebabkan oleh meningkatnya Utang Bank Jangka Panjang
yang sebesar 16,14% atau Rp345,39 miliar dari Rp2.140,46
miliar di 2014 menjadi Rp2.485,85 miliar di 2015 yang berasal
dari Utang jangka panjang pada PT Bank Mandiri Tbk yang
mencapai Rp1.369,73 miliar di 2015.
In 2015,Company’s Long-Term Liabilities was recorded at
Rp2,990.98 billion, increasing 20.90% compared to 2014 in
amount of Rp2,473.88 billion. An increase was caused by
the increase of Long Term Bank Debt amounted to 16.14% or
Rp345.39 billion of Rp2,140.46 billion in 2014 to Rp2,485.85
billion in 2015 which derived from long-term debt at PT Bank
Mandiri Tbk, which reached Rp1,369.73 billion in 2015.
Tabel Liabilitas Jangka Panjang / Table of Long Term Liabilities
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Utang Bank Jangka Panjang (setelah dikurangi utang jatuh
Pertumbuhan
Growth
4=2-3
5=4/3
2.485.846.697
2.140.455.425
345.391.272
16,14%
Utang jangka panjang lainnya / Other Long Term Liabilities
158.296.608
51.489.710
106.806.898
207,43%
Liabilitas Imbalan Paska Kerja / Employee Benefits
Liabilities
346.841.031
240.621.090
106.219.941
44,14%
41.313.764
(41.313.764)
(100%)
2.990.984.335
2.473.879.989
517.104.346
20,90%
tempo) / Long Term Bank Loan (net of current portions)
Liabilitas Pajak Tangguhan / Deffered Tax Liabilities
Jumlah Liabilitas Jangka Panjang / Total Long Term
Liabilities
EKUITAS
EQUITIES
Pada 2015, ekuitas Perseroan mencapai Rp11.029,05 miliar,
mengalami pertumbuhan Rp517,76 miliar atau sebesar
4,93% dibandingkan 2014 yang mencapai Rp10.511,25 miliar.
Pertumbuhan ekuitas terutama berasal dari penyertaan
modal saham yang mencapai 83,89% atau Rp2.926,17 miliar
dari Rp3.488,25 miliar di 2014 menjadi Rp6.414,41 miliar di 2015.
In 2015, the Company’s equity reached Rp11.029,05 billion,
growth Rp517,76 billion or 4,93% compared to 2014 which
reached Rp10.511,25 billion. The equity growth came mainly
from investments in capital stock, which reached 83.89% or
Rp2,926.17 billion of Rp3,488.25 billion in 2014 to Rp6,414.41
billion in 2015.
Tabel Ekuitas / Table of Equities
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Modal Saham / Share Capital
Penyertaan Modal Negara / Government Capital
Investment
Bantuan Pemerintah Yang Belum Ditentukan Statusnya
(BPYBDS) / Government Contribution Pending
Determination in Status
Pertumbuhan
Growth
4=2-3
5=4/3
6.414.412.000
3.488.245.000
2.926.167.000
83,89%
-
2.926.166.059
n/a
n/a
255.096.706
255.096.706
0
0,00%
(269.138.292)
(269.138.292)
0
0,00%
408.393.524
408.393.524
0
0,00%
24.015.711
44.831.597
(20.815.886)
(46,43%)
Pengaruh pengalihan aset tetap kenavigasian/
Effect of navigation fixed assets transfer
Nilai buku aset tetap kenavigasian/ Book value of
fixedassets
Akumulasi penyusutan aset tetap kenavigasian dari
BPYBDS/Accumulated depreciation of navigation assets of
BPYDBS
Penghasilan komprehensif lain:/ Oher Comprehensive
Income:
Laba yang belum direalisasi atas efek/
Unrealized gain on securities
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Uraian
Description
2015
2014
1
2
3
Keuntungan (kerugian) aktuarial imbalan kerja/
Gains (losses) on employee benefits actuarial
(54.229.193)
Laba tahun berjalan/ Un Appropriated
5=4/3
(98.961.650)
(221,23%)
3.407.178.379
2.617.335.809
789.842.570
30,18%
841.542.506
994.135.846
(152.593.340)
(15,35%)
1.777.885
1.455.379
322.506
22,16%
11.029.049.226
10.511.254.085
517.795.141
4,93%
Kepentingan non pengendali/ Non controlling interest
Jumlah Ekuitas / Total Equities
4=2-3
44.732.457
Saldo Laba / Retained Earnings
Dicadangan / In Reserve
Pertumbuhan
Growth
LAPORAN LABA (RUGI) DAN PENGHASILAN
KOMPREHENSIF LAIN KONSOLIDASIAN
CONSOLIDATED INCOME STATEMENT AND
OTHER COMPREHENSIVE INCOME
Tabel Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasion /
Table of Income Statement and Consolidated Other Comprehensive Income
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Pertumbuhan
Growth
4=2-3
5=4/3
Pendapatan Operasional / Operating Income
5.249.629.756
4.583.535.770
666.093.986
14,53%
Beban Operasional / Operating Expenses
3.955.669.891
3.318.716.954
636.952.937
19,19%
Laba Operasional / Operating Profit
1.293.959.865
1.264.818.816
29.141.049
2,30%
(211.217.387)
1.968.148
(213.185.535)
(10.831,78%)
1.082.742.477
1.266.786.964
(184.044.487)
(14,53%)
Pendapatan dan (Beban) Non Operasional / Nonoperating Income and Expenses
Laba Sebelum Taksiran Pajak Penghasilan / Profit Before
Income Tax
Total Pajak Penghasilan / Total Income Tax
240.769.848
272.344.123
(31.574.275)
(11,59%)
Laba Bersih Tahun Berjalan / Current Year Profit
841.972.630
994.442.841
(152.470.211)
(15,33%)
(119.777.536)
48.325.187
(168.102.723)
(347,86%)
722.195.094
1.042.768.028
(320.572.934)
(30,74%)
841.542.506
994.135.846
(152.593.340)
(15,35%)
430.123
306.996
123.127
40,11%
722.194.715
1.042.768.028
(320.573.313)
(30,74%)
379
-
379
100,00%
131
285
(154)
(54,04%)
Pendapatan Komprehensif Lain / Other Comprehensive
Income
Laba Komprehensif Tahun Berjalan / Current Year
Comprehensive Profit
Laba Diatribusikan Kepada / Profit Attributable to :
Pemilik Entitas Induk / Owner Parent Entity
Kepentingan Non Pengendali / Non-controlling Interests
Laba Komprehensif Diatribusikan Kepada / Comprehensive
Income Attributable to:
Pemilik Entitas Induk / Owner Parent Entity
Kepentingan Non Pengendali / Non-controlling Interests
160
Laba bersih per saham dasar (dalam Rupiah Penuh) /
Earnings per share (in full Rupiah)
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Laba (Rugi) Dan Penghasilan Komprehensif Lain Konsolidasian
Income (Loss) and Consolidated Other Comprehensive Income
(dalam Ribuan Rupiah / in Thousands Rupiah)
6.000.000.000
5.000.000.000
5.249.629.756
4.583.535.770
3.955.669.891
4.000.000.000
3.318.716.954
3.000.000.000
2.000.000.000
1.293.959.865
1.264.818.816
1.266.786.964
1.082.742.477
1.000.000.000
272.344.123
240.769.848
1.968.148
0
994.442.841
841.972.630
1.042.768.028
722.195.094
1.968.148
(119,777,536)
(211.217.387)
(1.000.000.000)
Pendapatan
Operasional
Operational
Revenue
Beban
Operasional
Operational
Expense
Laba
Operasional
Operational
Income
Pendapatan dan Laba sebelum
(Beban) Non
Taksiran Pajak
Operasional
Penghasilan
Non Operational Income before
Revenue and
Income Tax
Expense
2014
Total Pajak
Penghasilan
Income Tax
Laba Bersih
Tahun Berjalan
Net Income
Pendapatan
Laba
Komprehensif
Komprehensif
Lain
Tahun Berjalan
Other
Comprehensive
Comprehensive
Income
Income (Espense)
2015
PENDAPATAN OPERASIONAL
OPERATING INCOME
Pendapatan operasional Perseroan mengalami kenaikan
Rp666,09 miliar atau sebesar 14,53%, dari Rp4.583,54 miliar di
2014 menjadi Rp5.249,63 miliar di 2015. Kenaikan ini berasal
dari kenaikan pendapatan aeronautika dan pendapatan non
aeronautika.
The Company’s operating income has increased Rp666.09
billion or 14.53%, of Rp4,583.54 billion in 2014 to Rp5,249.63
billion in 2015. This increase came from the increase
inaeronautical income and non aeronautical income.
Tabel Pendapatan Operasional / Table of Operating Income
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Pendapatan Aeronautika / Aeronautical Income
Pertumbuhan
Growth
4=2-3
5=4/3
3.155.236.901
2.781.704.247
373.532.654
13,43%
Pendapatan Non Aeronatika / Non-Aeronautical Income
2.094.392.855
1.801.831.523
292.561.332
16,24%
Jumlah Pendapatan Operasional / Total Operating Income
5.249.629.756
4.583.535.770
666.093.986
14,53%
Pendapatan Aeronautika
Pendapatan aeronautika Perseroan mengalami pertumbuhan
Rp373,53 miliar atau sebesar 13,43%, dari Rp2.781,70 miliar
di 2014 menjadi Rp3.155,24 miliar di 2015. Peningkatan ini
disebabkan oleh adanya tambahan frekuensi penerbangan di
beberapa bandara (Ngurah Rai, Juanda,Lombok, Sepinggan),
Perubahan tipe pesawat dari narrow body menjadi wide
body di beberapa bandara (Ngurah Rai dan Juanda), Selisih
kurs RKA (1 US$ = 11.900,-) terhadap Kurs Realisasi selama
Januari sampai dengan Desember 2015 (rata-rata kurs dari
Januari – Desember sekitar Rp.13.795,-), Potensi hilangnya
pendapatan akibat erupsi Gunung Raung tanggal 9 s/d
22 Juli 2015 sebesar Rp.8,72 miliar, dan Potensi hilangnya
pendapatan akibat erupsi Gunung Barujari tanggal 3 s/d 13
November 2015 sebesar Rp.13,05 miliar.
Income from Aeronautical Service
The company’s aeronautical income has grown Rp373.53
billion or 13.43%, of Rp2,781.70 billion in 2014 to Rp3,155.24
billion in 2015. This increase was caused by the additional
flight frequencies at some airports (Ngurah Rai, Juanda,
Lombok, Sepinggan), change the type of narrow body aircraft
into wide body at some airports (Ngurah Rai and Juanda)
exchange difference RKA (1 US $ = 11,900, -) of the exchange
Realization for January to December 2015 (an average
exchange rate from January to December around Rp.13,795.)
The potential loss of revenue due to the eruption of Mount
roar 9 s/d July 22, 2015 amounted to Rp.8.72 billion, and the
potential loss in revenue due to the eruption of Mount Barujari
dated 3 s/d 13 November 2015 amounted to Rp.13.05 billion.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Tabel Pendapatan Aeronautika / Table of Aeronautical Income
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
PJP4U (Pelayanan Jasa dan Pendaratan dan Penyimpanan
Pesawat Udara / Aircraft, Landing, Parking and Hangar
Services (PJP4U)
472.049.655
4=2-3
75.439.454
5=4/3
19,02%
Domestik / Domestic
161.260.493
152.602.617
8.657.876
5,67%
Internasional / International
310.789.162
244.007.584
66.781.578
27,37%
2.378.795.901
2.125.483.603
253.312.298
11,92%
1.377.271.019
1.210.312.702
166.958.317
13,79%
1.001.524.882
915.170.902
86.353.980
9,44%
PJP2U (Pelayanan Jasa Penumpang Pesawat Udara) /
Aircraft Passenger Handling Services (PJP2U)
Domestik / Domestic
Internasional / International
Aviobridge
128.150.565
96.406.327
31.744.238
32,93%
Domestik / Domestic
64.441.467
50.507.898
13.933.569
27,59%
Internasional / International
63.709.098
45.898.430
17.810.668
38,80%
104.664.080
109.531.510
(4.867.430)
(4,44%)
64.183.737
75.612.511
(11.428.774)
(15,11%)
40.480.343
33.918.999
6.561.344
19,34%
71.576.700
53.672.606
17.904.094
33,36%
27.584.120
21.912.040
5.672.080
25,89%
43.992.580
31.760.566
12.232.014
38,51%
3.155.236.901
2.781.704.247
373.532.654
13,43%
Pemakaian Counter dan Conveyor / Counter and Conveyor
Usage
Domestik / Domestic
Internasional / International
Pendapatan Baggage Handling System (BHS/HBS) /
Income of Baggage Handling System
Domestik / Domestic
Internasional / International
Jumlah Pendapatan Aeronautika / Total Aeronautical
Income
Pertumbuhan pendapatan Aeronautika didominasi oleh
tingginya kenaikan pendapatan pada bidang Pelayanan Jasa
Penumpang Pesawat Udara (PJP2U). Kenaikan PJP2U ditahun
2015 mencapai Rp253,31 miliar atau 11,92% bila dibandingkan
dengan tahun 2014. Hal ini disebabkan oleh peningkatan
PJP2U domestik maupun Internasional. Peningkatan PJP2U
domestik berasal dari penambahan rute baru oleh maskapai
Garuda Indonesia, Citilink Indonesia, Batik Air, dan Kalstar
pada Bandara Juanda – Surabaya, serta penambahan Airline
Batik Air, penambahan flight Airasia, Penambahan flight Lion
Air, penambahan rute Citilink dan penambahan flight Garuda
Indonesia pada Bandara Internasional Lombok. Di sisi lain,
peningkatan PJP2U Internasional berasal dari kenaikan
frekuensi penerbangan seiring meningkatnya wisatawan dari
Cina daratan dan peningkatan load factor.
Aeronautical income growth was dominated by high revenue
growth in Aircraft Passenger Handling Services (PJP2U).
The increase PJP2U 2015 reached Rp253.31 billion or 11.92%
when compared to 2014. This was caused by an increase in
domestic and international PJP2U. Increased PJP2U domestic
comes from the addition of new routes by the airline Garuda
Indonesia, Citilink Indonesia, Batik Air, and Kalstar at Juanda
Airport - Surabaya, as well as the addition of Airline Batik
Air, Extra flight AirAsia, Addition flight Lion Air, the addition
of these Citilink and additional flight Garuda Indonesia at
Lombok International Airport. On the other hand, the increase
of international PJP2U comes from increase in flight frequency
as increasing tourists from mainland China and an increase
in load factor.
PENDAPATAN NON AERONAUTIKA
INCOME FROM NON-AERONAUTICAL SERVICE
Pendapatan non aeronautika mengalami pertumbuhan
Rp292,56 milair atau sebesar 16,24% dari Rp1.801,83 miliar
di 2014 menjadi Rp2.094,39 miliar di 2015. Pertumbuhan
pendapatan non aeronautika khususnya berasal dari
pendapatan sewa yang tumbuh Rp72,95 miliar, pendapatan
konsesi yang tumbuh Rp162,80 miliar, pendapatan
pergudangan yang tumbuh Rp42,43 miliar, Pemakaian
Telepon, Listrik, Air, Parkir, Anjungan dan Pas Pelabuhan
yang tumbuh sebesar Rp10,29 miliar, dan pemakaian ruang
tunggu yang tumbuh sebesar Rp10,76 miliar. Komponen non
aeronautika yang menyumbang angka kenaikan pendapatan
tertinggi adalah pendapatan konsesi yang mengalami
kenaikan Rp162,80 miliar atau sebesar 19,10%.
162
396.610.201
Pertumbuhan
Growth
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Non-aeronautical revenues grew Rp292.56 billion or 16.24% of
Rp1,801.83 billion in 2014 to Rp2,094.39 billion in 2015. Growth
in non-aeronautical revenues, especially derived from rental
income grew Rp72.95 billion, concession revenues growing
Rp162.80 billion, revenue grew warehousing Rp42.43 billion,
Using Phone, Electricity, Water, Parking, Pavilion and Pas
harbor grew by Rp10.29 billion, and the use of the lounge
area, which grew by Rp10.76 billion, Non-aeronautical
components that contributed the highest revenue growth
figure is the concession revenues which increased Rp162.80
billion or 19.10%.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tabel Pendapatan Non Aeronautika / Table of Non-Aeronautical Income
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Pemakaian sarana non aeronautika / Tool of non
aeronautical usage
Pertumbuhan
Growth
4=2-3
240.179.078
229.893.421
Listrik / Electricity
58.149.772
63.664.826
(5.515.054)
(8,66%)
Telepon / Telephone
6.702.885
11.679.133
(4.976.248)
(42,61%)
Air / Water
10.285.657
5=4/3
4,47%
4.195.222
4.832.415
(637.193)
(13,19%)
Reklame / Reclame
35.435.890
35.808.735
(372.845)
(1,04%)
Parkir Kendaraan / Parking
125.812.948
108.346.283
17.466.665
16,12%
685.189
821.687
(136.498)
(16,61%)
Anjungan / Galleries
Layanan Data / Data Service
Pas Bandara / Airport Entrance Pass
Pendapatan Sewa / Rentals Income
5.118.108
235
4.883.108
2077,92%
4.079.064
4.505.342
(426.278)
(9,46%)
426.539.152
353.588.982
72.950.170
20,63%
Sewa Ruang / Room Rental
317.616.412
272.938.521
44.677.891
16,37%
Sewa Tanah / Land Rental
47.614.902
32.410.654
15.204.248
46,91%
Sewa Tempat / Location Rental
3.018.257
33.876.319
(30.858.062)
(91,09%)
Sewa Gedung / Building Rental
1.823.762
469.614
1.354.148
288,35%
4.711.481
6.841.403
(2.129.922)
(31,13%)
2.656.241
4.141.904
(1.485.663)
(35,87%)
45.709.477
629.623
45.079.854
7159,82%
3.388.620
2.280.944
1.107.676
48,56%
Sewa Kendaraan / Vehicle Rental
Sewa Antena / Antenna Rental
Sewa peralatan kantor / Office Equipments Rental
Sewa lainnya / Other rental
Pemakaian Ruang Tunggu / CIP Lounge
Pendapatan Konsesi / Concession Income
71.930.334
61.171.081
10.759.253
17,59%
1.015.264.412
852.460.862
162.803.550
19,10%
Domestik / Domestic
679.579.964
501.969.637
177.610.327
35,38%
Internasional / International
335.684.448
350.491.225
(14.806.777)
(4,22%)
254.947.521
212.513.592
42.433.929
19,97%
188.207.089
151.543.506
36.663.583
24,19%
66.740.433
60.970.087
5.770.346
9,46%
85.532.358
92.203.586
(6.671.228)
(7,24%)
24.339.663
20.755.975
3.583.688
17,27%
Perdagangan / Trading
3.401.030
779.27
2.621.760
336,44%
Jasa Perencanaan dan Pelaksanaan / Planning and
Executing Service
1.100.604
12.650.800
(11.550.196)
(91,30%)
Kamar dan Layanan Hotel / Room and Hotel services
20.274.792
13.045.201
7.229.591
55,42%
Jasa Lain / Other Service
36.416.269
44.972.339
(8.556.070)
(19,03%)
2.094.392.855
1.801.831.524
292.561.331
16,24%
Pergudangan / Warehousing
Domestik / Domestic
Internasional / International
Pendapatan Anak Perusahaan / Income From Subsidiary
Companies
Jasa Agen / Agency Service
Jumlah Pendapatan Non Aeronautika / Total NonAeronautical Income
BEBAN OPERASIONAL
OPERATING EXPENSES
Beban operasional mengalami pertumbuhan Rp636,95
miliar atau sebesar 19,19% dari Rp3.318.72 miliar di 2014
menjadi Rp3.955,67 miliar di 2015. Pertumbuhan beban
operasional terutama berasal dari beban langsung lainnya,
beban penyusutan asset tetap dan amortisasi,beban
pegawai, serta beban umum dan administrasi. Beban
langsung lainnya merupakan komponen beban operasional
Operating expenses grew Rp636.95 billion or 19.19% of
Rp3,318.72 billion in 2014 to Rp3,955.67 billion in 2015. The
growth in operating expenses mainly from other direct
expenses, fixed asset depreciation expense and amortization,
personnel expenses, as well as general and administrative
expenses. Other direct expenses are a component of
operating expenses that contributed of the highestincrease, it
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
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Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
yang menyumbangkan kenaikan paling tinggi yaitu beban
langsung lainnya sebesar Rp167,77 miliar atau 48,42% dari
Rp346,52 miliar di 2014 menjadi Rp514,29 miliar di 2015.
is other direct expenses amounted Rp167.77 billion, or 48.42%
of Rp346.52 billion in 2014 to Rp514.29 billion in 2015.
Tabel Beban Operasional / Table of Operating Expenses
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Beban pegawai / Employee Expenses
Pemeliharaan / Maintenance
4=2-3
5=4/3
975.800.888
848.643.375
127.157.513
14,98%
212.197.551
170.763.313
41.434.238
24,26%
38.980.094
53.687.940
(14.707.846)
(27,40%)
308.568.469
280.488.534
28.079.935
10,01%
Sewa / Leases
38.041.705
39.865.526
(1.823.821)
(4,57%)
Umum dan administrasi / General and Administration
Expenses
613.106.138
528.511.874
84.594.264
16,01%
208.864.164
179.119.982
29.744.182
16,61%
15.700.895
9.381.561
6.319.334
67,36%
8.748.490
9.112.519
(364.029)
(3,99%)
Penyusutan dan amortisasi / Depreciation of Fixed
Assets and Amortisation
707.014.950
593.927.853
113.087.097
19,04%
Imbalan paska kerja / Employee Benefits
200.087.789
138.998.418
61.089.371
43,95%
114.263.813
119.695.735
(5.431.922)
(4,54%)
514.294.945
346.520.323
167.774.622
48,42%
3.955.669.891
3.318.716.953
636.952.938
19,19%
Beban pemakaian persediaan / Inventory Usage
Utilitas / Utilities
Pajak / Taxes Expenses
Asuransi / Insurance
Low value asset / Low value assets
Beban pelayanan penumpang / Passager Service
Expenses
Beban langsung lainnya / Other Direct Expenses
Jumlah beban operasional / Total Operating Expenses
164
Pertumbuhan
Growth
LABA OPERASIONAL
OPERATING PROFIT
Laba operasional di 2015 mencapai Rp1.293,96 miliar,
mengalami pertumbuhan Rp29,14 miliar atau sebesar
2,30% dari 2014 yang mencapai Rp1.264,82 miliar. Hal ini
disebabkan peningkatan pendapatan operasional yang
diperoleh lebih besar dibandinngkan dengan peningkatan
beban operasional yang dihasilkan oleh Perusahaan.
Operating profit in 2015 reached Rp1.293,96 billion, growth
Rp29,14 billion or 2.30% from 2014, which reached Rp1.264,82
billion. This is due to the increase in operating income which
is greater than the increase in operating expenses generated
by the Company.
PENDAPATAN (BEBAN) NON OPERASIONAL
NON-OPERATING INCOME (EXPENSES)
Jumlah pendapatan (beban) non operasional mengalami
penurunan sebesar Rp213,19 juta atau sebesar 10.831,78%
dari total pendapatan (beban) non operasional positif yang
berhasil diperoleh sebesar Rp1.968,15 juta di 2014 menjadi
pendapatan (beban) non operasional negatif sebesar
Rp211.217,39 juta di 2015. Penurunan pendapatan (beban)
non operasional diakibatkan oleh peningkatan beban non
operasional.
Total income (expense) Non-operating decreased by Rp213.19
million or 10,831.78% of total income (expense) positive nonoperating which successfully obtained by Rp1,968.15 million
in 2014 to income (expense) amounted to a negative nonoperating Rp211,217.39 million in 2015. The reduction in nonoperating income (expenses) caused by increase of nonoperating expenses.
Peningkatan beban non operasional sebesar Rp271,86 miliar
atau 107,01% dari Rp254,06 miliar di 2014 menjadi Rp525,93
miliar di 2015. Peningkatan beban non operasional ini
disebabkan oleh Realisasi beban bunga sebesar Rp227,55
miliar, Beban Kerugian dari aset tetap Rp.17,09 miliar di
Bandara I Gusti Ngurah Rai Bali yang terkena proyek, akibat
koreksi penilaian aset proyek oleh BPK, Beban Cadangan
Non-operating expenses increased by Rp271.86 billion, or
107.01% of Rp254.06 billion in 2014 to Rp525.93 billion in 2015.
Non-operating expenses increased due to the realization
of this interest expense of Rp227.55 billion, Expenses Losses
of fixed assets Rp.17.09 billion in I Gusti Ngurah Rai Airport
Bali affected by the project, due to asset valuation correction
by the CPC project, Expense Reserves for impairment of
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
penurunan nilai piutang (CPNP) tahun 2015 sebesar Rp.50,73
miliar, serta Realisasi beban Rupa-rupa lainnya sebesar
Rp.95,15 miliar akibat kasasi di MA-Gugatan BNI SyariahPrestasi.
receivables (CPNP) in 2015 amounted to Rp50.73 billion, as
well as realization of miscellaneous expense is amounted as
Rp95,15 billion as a result of an appeal in the Supreme Courtsuit BNI Syariah-Achievement.
Di sisi lain, Pendapatan non operasional mengalami
peningkatan sebesar Rp58,68 miliar atau 22,92% dari
Rp256,03 miliar di 2014 menjadi Rp314,71 miliar di 2015.
Peningkatan ini berasal dari Pendapatan selisih kurs sebesar
Rp.132,96 miliar, Pendapatan instrumen keuangan Rp.18,23
miliar, Pendapatan keuntungan investasi sebesar Rp.5,38
miliar dari pendapatan asosiasi dari PT GAPURA, Pendapatan
bunga deposito Rp.46,24 miliar, dan Pendapatan atas jasa
giro sebesar Rp.16,18 miliar
On the other hand, non-operating income increased by
Rp58.68 billion, or 22.92% of Rp256.03 billion in 2014 to
Rp314.71 billion in 2015. This increase came from foreign
exchange of Revenue Rp132.96 billion, Revenue Rp18.23 billion
financial instruments, investment gains revenues amounting
Rp5.38 billion of revenue from PT GAPURA associations,
interest income on deposits Rp46.24 billion, and revenues
from current accounts amounted Rp16.18 billion.
Tabel Pendapatan dan (Beban) Non Operasional / Non Operating Income (Expenses)
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
1
2014
Pertumbuhan
Growth
2
3
Pendapatan Non Operasional / Non Operating Income
314.708.035
256.032.223
58.675.812
4=2-3
5=4/3
22,92%
Beban Non Operasional / Non Operating Expenses
525.925.423
254.064.075
271.861.348
107,01%
Jumlah pendapatan (beban) non operasional / Total Non
Operating Income (Expenses)
(211.217.388)
1.968.148
(213.185.536)
10.831,78%
LABA SEBELUM TAKSIRAN PAJAK PENGHASILAN
INCOME BEFORE INCOME TAX
Laba sebelum taksiran pajak penghasilan di 2015 mencapai
Rp1.082,74 miliar, mengalami penurunan sebesar Rp184,04
miliaratau 14,53% dari 2014 yang mencapai Rp1.266,79 miliar.
Penurunan tersebut berasal dari pertumbuhan beban non
operasional yang meningkat di tahun 2015.
Profit before income tax in 2015reached Rp1,082.74 billion,
decreased by Rp184.04 billion or 14.53% from 2014, which
reached Rp1,266.79 billion. The reduction comes from the
growth of non operating expenses which increased in 2015.
PAJAK PENGHASILAN
INCOME TAX
Pajak penghasilan mengalami penurunan Rp31,57 miliar atau
sebesar 11,59% dari Rp272,34 miliar di 2014 menjadi Rp240,77
miliar di 2015. Penurunan pajak penghasilan disebabkan oleh
menurunnya pajak tangguhan yang sebesar Rp76,84 miliar
atau 225,24% yang mencakup pajak tangguhan perusahaan
maupun entitas anak.
Income taxes decreased Rp31.57 billion or 11.59% of Rp272.34
billion in 2014 to Rp240.77 billion in 2015. The reduction in
income tax due to the decrease of deferred tax amounted
Rp76.84 billion, or 225.24%, which includes deferred tax
companies and subsidiaries.
Tabel Pajak Penghasilan / Table of Income Tax
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
Pertumbuhan
Growth
4=2-3
5=4/3
Pajak Kini / Current Tax
283.496.037
238.228.025
45.268.012
19,00%
Pajak Tangguhan / Deffered Tax
(42.726.189)
34.116.098
(76.842.287)
(225,24%)
240.769.848
272.344.123
(31.574.275)
(11,59%)
Jumlah / Total
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
165
Laporan Manajemen
Management Report
166
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
LABA BERSIH TAHUN BERJALAN
CURRENT YEAR NET INCOME
Laba bersih tahun berjalan di 2015 mencapai Rp841,97miliar,
menurun sebesar Rp152,47 miliar atau sebesar 15,33%
dari 2014 yang mencapai Rp994,44 miliar. Penurunan ini
disebabkan oleh meningkatnya beban non operasional dan
penurunan pendapatan komprehensif lain.
The net income of the current year in 2015 reached
Rp841.97miliar, decreased byRp152.47 billion or 15.33% from
2014,which reached Rp994.44 billion. This decrease was due
to the increasing non operating expenses and a decrease in
other comprehensive income.
Adapun laba bersih tahun berjalan tersebut terdiri dari:
• Laba yang dapat diatribusikan kepada pemilik entitas
induk Rp841,54 miliar
• Laba yang dapat diatribusikan kepada kepentingan non
pengendali Rp0,43 miliar.
The net income for the year comprises:
• Profit attributable to owners of the parent Rp841.54
billion.
• Profit attributable to non-controlling interests Rp0.43
billion.
PENDAPATAN KOMPREHENSIF LAIN
OTHER COMPREHENSIVE INCOME
Pendapatan komprehensif lain mengalami penurunan
Rp168,10miliar
atau
sebesar
347,86%.
Pendapatan
komprehensif lain yang di 2014 sebesar Rp48,32 miliar di 2014
menjadi merugi sebesar Rp119,78 miliar di 2015. Penurunan ini
disebabkan oleh kerugian komprehensif dari imbalan pasca
kerja.
Other comprehensive income decreased Rp168.10 billion or
347.86%. Other comprehensive income in 2014 amounted to
Rp48.32 billion in 2014 to a loss of Rp119.78 billion in 2015. This
decrease was due to a comprehensive loss of post-retirement
benefits.
LABA KOMPREHENSIF TAHUN BERJALAN
COMPREHENSIVE INCOME FOR THE YEAR
Laba komprehensif tahun berjalan mengalami penurunan
Rp320,57 miliar atau sebesar 30,74% dari Rp1.042,77 miliar di
2014 menjadi Rp722,19 miliar di 2015. Penurunan pendapatan
komprehensif tahun berjalan ini sejalan dengan penurunan
laba bersih tahun berjalan.
Comprehensive income for the current year decreased
Rp320.57 billion or 30.74% of Rp1,042.77 billion in 2014 to
Rp722.19 billion in2015. The decline in comprehensive income
for the current year is in line with the decrease in net income
for the year.
Adapun laba komprehensif tahun berjalan tersebut terdiri
dari:
• Laba yang dapat diatribusikan kepada pemilik entitas
induk Rp722,19 miliar
• Laba yang dapat diatribusikan kepada kepentingan non
pengendali Rp379 juta.
The comprehensive income for the year comprises:
• Income attributable to owners of the parent Rp722,19
billion
• Income attributable to non-controlling interests of Rp379
million.
LABA BERSIH PER SAHAM DASAR
EARNINGS PER SHARE BASIC SHARE
Laba bersih per saham dasar di 2015 mencapai Rp131,
mengalami penurunan sebesar Rp154 atau 54,04% dari 2014
yang mencapai Rp285 ribu. Hal ini disebkan oleh penurunan
laba bersih yang dialami oleh Angkasa Pura Airports.
Earnings per share in 2015 reached Rp131, decreased Rp154
or 54.04% from 2014 which reached Rp285 thousand. This
is caused by a decrease in net profit that experienced by
Angkasa Pura Airports.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
LAPORAN ARUS KAS KONSOLIDASIAN
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
CONSOLIDATED STATEMENTS OF CASH
FLOWS
Tabel Arus Kas Konsolidasian / Table of Consolidated Statement of Cash Flow
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
1
2
3
980.046.731
897.789.705
82.257.026
(1.431.721.500)
(1.114.847.086)
(316.874.414)
700.100.163
993.423.170
(293.323.007)
248.425.394
776.365.789
(527.940.395)
145.587.328
(3.933.782)
149.521.110
Kas Dan Setara Kas Awal Tahun
Cash and Cash Equivalent at the beginning of the year
1.352.260.123
579.828.116
772.432.007
Kas Dan Setar Kas Akhir Tahun
Cash and Cash Equivalent at the end of the year
1.746.272.845
1.352.260.123
394.012.722
Arus Kas dari (untuk) Aktivitas Operasi
Cash Flows from Operating Activities
Arus Kas dari (untuk) Aktivitas Investasi
Cash Flows from Investing Activities
Arus Kas dari (untuk) Aktivitas Pendanaan
Cash Flows from Financing Activities
Kenaikan (Penurunan) Kas dan Setara Kas
Increase (decrease) of Cash and Cash Equivalent
Pengaruh Selisih Kurs
Effect of Foreign Exchange Rate
Pertumbuhan
Growth
4=2-3
5=4/3
9,16%
(28,42%)
(29,53%)
(68,00%)
3800,95%
133,22%
29,14%
Arus Kas Konsolidasian
Consolidated Statement of Cash Flow
(dalam Ribuan Rupiah / in thousands Rupiah)
1.500.000.000
980.046.731
1.000.000.000
993.423.170
897.789.705
700.100.163
500.000.000
0
(500.000.000)
(1.000.000.000)
(1.114.847.086)
(1.500.000.000)
(1.431.721.500)
Arus Kas dari (untuk) Aktifitas Operasi
Cash Flows from Operating Activities
Arus Kas dari (untuk) Aktifitas Investasi
Cash Flows from Investing Activities
2014
Arus Kas dari (untuk) Aktifitas Pendanaan
Cash Flows from Financing Activities
2015
Kas dan setara kas akhir tahun 2015 mencapai Rp1.746,27
miliar, mengalami peningkatan Rp394,01 miliar atau
sebesar 29,14% dari kas dan setara kas akhir tahun 2014
yang mencapai Rp1.352,26 miliar. Kenaikan ini disebabkan
peningkatan kas untuk aktivitas operasi dan penurunan kas
dari aktivitas investasi dan pendanaan.
Cash and cash equivalents at the end of 2015 reached
Rp1,746.27 billion, an increase Rp394.01 billion or 29.14% of the
cash and cash equivalents at the end of 2014 which reached
Rp1,352.26 billion. This increase was due to an increase in cash
for operating activities and a decrease in cash from investing
and financing activities.
ARUS KAS DARI AKTIVITAS OPERASI
CASH FLOWS FROM OPERATING ACTIVITIES
Kas bersih yang diperoleh dari aktivitas operasi mengalami
peningkatan Rp82,26miliar atau sebesar 9,16% dari Rp897,79
miliar di 2014menjadi Rp980,05 miliar di 2015. Peningkatan
kas dari aktivitas operasi khususnya berasal dari penerimaan
dari penjualan tunai dan penjualan kredit.
Net cash provided by operating activities increased Rp82.26
billion or 9.16% of Rp897.79 billion in 2014 to Rp980.05 billion in
2015. The increase in cash from operating activities specifically
from receipts from cash sales and credit sales.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
167
Laporan Manajemen
Management Report
168
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
ARUS KAS DARI AKTIVITAS INVESTASI
CASH FLOWS FROM INVESTING ACTIVITIES
Kas bersih yang digunakan untuk aktivitas investasi mengalami
penurunan Rp316,87 miliar atau sebesar 9,16% dari Rp897,79
miliar di 2014 menjadi Rp1.431,72 miliar di 2015. Peningkatan
kas untuk aktivitas investasi digunakan untuk investasi jangka
panjang, investasi jangka pendek, dan penerimaan bunga
deposito dan jasa giro.
Net cash used in investing activities decreased Rp316.87 billion
or 9.16% of Rp897.79 billion in 2014 to Rp1,431.72 billion in 2015.
The increase in cash used in investing activities for long-term
investments, short-term investments and receipt of interest on
deposits and current accounts.
ARUS KAS DARI AKTIVITAS PENDANAAN
CASH FLOWS FROM FINANCING ACTIVITIES
Kas bersih yang diperoleh dari aktivitas pendanaan
mengalami penurunan Rp293,32 miliar atau sebesar 29,53%.
Pada 2015, kas dari aktivitas pendanaan mencapai Rp700,10
miliar. Sedangkan pada 2014, kas dari aktivitas pendanaan
mencapai Rp993,42 miliar. Penurunan tersebut khususnya
disebabkan oleh penurunan pinjaman jangka panjang.
Net cash provided by financing activities decreased Rp293.32
billion or 29.53%. In 2015, cash from financing activities
reached Rp700.10 billion. Whereas in 2014, cash from
financing activities reached Rp993.42 billion. The decline was
particularly due to a decrease in long-term loans.
TINGKAT KESEHATAN ANGKASA PURA
AIRPORTS
SOUNDNESS LEVEL OF ANGKASA PURA
AIRPORTS
Penilaian tingkat kesehatan Perseroan dihitung berdasarkan
Surat Keputusan Menteri Badan Usaha Milik Negara
Republik Indonesia Nomor KEP.100/MBU/2002 tanggal 4
Juni 2002 tentang PenilaianBadanUsahaMilik Negara dan
Peraturan Menteri Perhubungan Republik Indonesia nomor
PM 178 tahun 2015 tentang Standar Pelayanan Pengguna
Jasa Bandar Udara. Berdasarkan surat keputusan tersebut
penilaian tingkat kesehatan BUMN digolongkan menjadi:
Rating of soundness calculated based on the Decree of
the Minister for State Owned Enterprises of the Republic of
Indonesia Number KEP.100/MBU/2002 dated June 4, 2002
about the Assessment of State-Owned Enterprises and the
Regulation of the Minister of Transport of the Republic of
Indonesia number 178 PM 2015 about Service Standards to
Service Airport user. Based on the decision letter rating of the
SOEs are classified into:
1.SEHAT
AAA Apabila total skor AA Apabila total skor A
Apabila total skor TS > 95
80 <TS> 95
65 <TS> 80
1.SOUND
AAA If the total score TS > 95
AA If the total score of 80 <TS> 95
A If the total score of 65 <TS> 80
2.KURANG SEHAT
BBB Apabila total skor
BB Apabila total skor B
Apabila total skor 50 <TS> 65
40 <TS> 50
30 <TS> 40
2.LESS SOUND
BBB If the total score of 50 <TS> 65
BB If the total score of 40 <TS> 50
B If the total score of 30 <TS> 40
3.
20 <TS> 30
10 <TS> 20
TS <10
3.UNSOUND
CCC If the total score of 20 <TS> 30
CC If the total score of 10 <TS> 20
C If the total score of TS <10
TIDAK SEHAT
CCC Apabila total skor CC Apabila total skor C
Apabila total skor Tingkat Kesehatan BUMN ditetapkan berdasarkan penilaian
terhadap kinerja Perusahaan untuk tahun buku 2015 meliputi
penilaian sebagai berikut.
A. Aspek Keuangan
B. Aspek Operasional
C. Aspek Administrasi
SOE Soundness Level is determined based on an assessment
of the Company’s performance for fiscal year 2015 include the
following assessment.
A. Financial Aspects
B. Operational Aspects
C. Administrative Aspects
Perhitungan tingkat kesehatan Angkasa Pura Airports tahun
2015 dijelaskan pada tabel sebagai berikut.
Calculation of the soundness of Angkasa Pura Airports in 2015
as described in the table below.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tabel Tingkat Kesehatan Angkasa Pura Airports Tahun 2015 /
Table of the Soundness of Angkasa Pura Airports 2015
(dalam ribuan Rupiah)
Indikator
Indicator
No
A.
(in thousands Rupiah)
Bobot
Weight
SATUAN
Unit
Realisasi Tahun 2015
Realization of 2015
Nilai
Skor
Point
Score
Aspek Keuangan / Financial Aspect
1.
Imbalan kepada pemegang saham (ROE) / Return on Equity
15
%
9,58
10,50
2.
Imbalan Investasi (ROI) / Return on Investment
10
%
13,18
8,00
3.
Rasio Kas / Cash Ratio
3
%
72,63
3,00
4.
Ratio Lancar / Current Ratio
4
%
114,35
2,50
5.
Collection Period
4
Hari
40
4,00
6.
Perputaran Persediaan / Inventory Turnover
4
Hari
3
4,00
7.
Perputaran Total Asset / Asset Turnover
4
%
36,35
1,00
8.
Ratio Modal Sendiri / Equity ratio
6
%
65,43
4,50
Jumlah / Total
50
37,50
B. Aspek Operasional / Operational Aspect
1.
Costumer Satisfaction Index (CSI)
15
Skala likert
(1-5)
5
%
42,7
15,00
100,00
5,00
....
0,75
...
0,75
..
1,00
Tingkat Pelayanan / Service Level
a. Pemeriksaan Security di Terminal /
Security Examination at Terminal
b. Fasilitas Umum / Public Facility
2.
1. Kebersihan Toilet / The Cleanliness of Toilet
- Bandara DPS / Denpasar Airport
0,75
- Bandara SUB, UPG, BPN, MDC / SUB, UPG, BPN, MDC Airport
0,75
- Bandara BIK, JOG, SOC, BOJ, SRG, LOP, AMO, KOE /
SUB, UPG, BPN, MDC Airport
1,00
2. Tingkat Kesejukan Ruangan / The coolness of the Room
2,5
%
95,00
2,50
a. Pencapaian Tingkat daya serap program /
The achievement level of absorption program
5
%
71,74
4,00
b. Pencapaian fisik investasi dari program yang telah komitmen /
Achievement of physical invenstment from commited program
5
%
44,10
4,00
Bintang
Pengembangan Fasilitas dan Investasi /
Development of Facility and Investment
3.
Jumlah / Total
35
33,00
C. Aspek Administrasi / Adminitration Aspect
1.
Laporan Perhitungan Tahunan 2014 /
Calculation of Annual Report 2014
3
Waktu
2.
Rancangan RKAP 2017 / RKAP 2017 Framework
3
3.
Laporan Periodik / Periodically Report
3
28/05/2012
3,00
Waktu
31/10/2015
3,00
Waktu
Maks. Tgl 31
3,00
3
%
9,28
3,00
3
%
87,87
Kinerja PUKK / PUKK Performance
4.
a. Efektivitas Penyaluran Dana / Effectiveness of disbursement
b. Tingkat Kolektibilitas Penyaluran /
the achievement level of absorption program
3,00
Jumlah / Total
15
15,00
Total A + B + C
100
85,50
SKOR /SCORE
SKOR REALISASI /
SCORE REALIZATION 85,50
TINGKAT KESEHATAN/ THE SOUNDNESS : AA (SEHAT)
80 < TS ≤ 95
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
169
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
RASIO KEUANGAN
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
FINANCIAL RATIOS
Tabel Rasio Keuangan / Table of Financial Ratios
Uraian
Description
No.
1
RENTABILITAS / RENTABILITY
2015
Rasio Laba Operasi / Operating Profit Ratio
2
24,22%
Laba Terhadap Aset / Profit of Assets
5,03%
5,87%
Rasio Operasi / Operating Ratio
15,15%
19,10%
LIKUIDITAS / LIQUIDITY
SOLVABILITAS / SOLVABILITY
114,35%
Rasio Kas / Cash Ratio
170
23,29%
Rasio Lancar / Current Ratio
3
2014
92,77%
72,63%
60,61%
Rasio Hutang Terhadap Aset / Debt on Assets
17,89%
15,63%
Rasio Hutang Terhadap Modal / Debt on Equity
51,62%
50,57%
Rasio Hutang Terhadap Aset Tetap / Debt to Fixed Assets
18,72%
16,77%
a. Perkembangan kondisi Rentabilitas Perseroan selama
tahun 2014 sampai dengan tahun 2015 mengalami
penurunan. Untuk rasio laba operasi tahun 2015
sebesar 23,29% mengalami penurunan sebesar 0,93%
dibandingkan dengan kondisi rentabilitas tahun 2014.
Sedangkan untuk laba terhadap aset mengalami
penurunan sebesar 0,83% dan rasio operasi mengalami
penurunan sebesar 3,95% bila dibandingkan dengan
tahun 2014.
a. Rentability developments in the Company during 2014
to 2015 has decreased. The ratio of operating profit for
2015 amounted to 23.29% decreased by 0.93% compared
with the conditions of rentability in 2014. As for the return
on assets decreased by 0.83% and the operating ratio
decreased by 3.95% when compared to year 2014.
b. Kondisi likuiditas mengalami kenaikan dan penurunan
baik rasio lancar maupun rasio kas. Pada tahun 2015
tingkat rasio lancar dan rasio kas mengalami kenaikan
dibandingkan dengan tahun 2014 masing-masing
sebesar 21,59% dan 12,02%.
b. Liquidity is increasing and decreasing both the current
ratio and cash ratio. In 2015 the level of current ratio and
cash ratio increased compared with 2014 respectively by
21.59% and 12.02%.
c. Kondisi solvabilitas dari tahun 2014 sampai dengan
tahun 2015 mengalami penurunan. Bila dibandingkan
dengan tingkat solvabilitas tahun 2014 berarti terdapat
penurunan masing-masing sebesar 2,26% untuk rasio
utang terhadap asset, 1,05% untuk rasio utang terhadap
modal, dan sebesar 1,94% untuk rasio utang terhadap
asset tetap. Walaupun adanya kenaikan tersebut namun
secara keseluruhan Perseroan masih mampu untuk
memenuhi kewajibanya dengan aset yang dimiliki.
c. Solvability conditions of 2014 to 2015 has decreased. When
compared to the level of solvability in 2014 means that
there is an increase respectively by 2.26% for the debt on
assets ratio, 1.05% for the debt on equity ratio, and 1,94%
for the debt to fixed assets ratio. Although the decreased,
but overall the company is still able to meet its obligations
with its assets.
KEMAMPUAN MEMBAYAR UTANG
CAPACITY TO PAY DEBT
Pengukuran kemampuan membayar utang dilakukandengan
mengukur rasio likuiditas dan rasio solvabilitas. Rasio likuiditas
digunakan untuk mengukur kemampuan melunasi kewajiban
jangka pendek, sedangkan rasio solvabilitas digunakan untuk
digunakan untuk mengukur kemampuan memenuhi seluruh
kewajiban. Pengukuran rasio likuiditas terdiri dari rasio kas,
rasio uji cair, dan rasio lancar. Berdasarkan hasil pengukuran,
kemampuan Perseroan dalam melunasi kewajiban jangka
pendek mengalami peningkatan dibandingkan 2014. Hal ini
Measurement of the capacity to pay the debt is done by
measuring the ratio of liquidity and solvability ratios. The
liquidity ratio is used to measure the capacity to pay off
short-term liabilities, while the solvability ratio used to be
used to measure ability to meet all obligations. Measurement
of liquidity ratio consists of the cash ratio, the ratio of liquid
test, and the current ratio. Based on the measurement results,
the Company’s capacity to pay off short-term liabilities have
increased compared to 2014. This was due to an increase
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
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disebabkan peningkatan aset lancar yang lebih besar dari
peningkatan liabilitas jangka pendek. Dengan demikian,
kemampuan aset lancar Perusahaan dalam menjamin
liabilitas jangka pendek masih relatif baik.
in current assets is greater than the increase in short-term
liabilities. Thus, the ability of current assets of the Company in
securing short-term liabilities is still relatively good.
RASIO LIKUIDITAS
LIQUIDITY RATIO
Tabel Rasio Likuiditas / Table of Liquidity Ratio
Uraian
Description
Pertumbuhan
Growth
2015
2014
Rasio Lancar / Current Ratio
114,35%
92,77%
21,58%
Rasio Kas / Cash Ratio
72,63%
60,61%
12,02%
Kondisi likuiditas Perseroan mengalami kenaikan dan
penurunan baik rasio lancar maupun rasio kas. Pada tahun
2015 tingkat rasio lancar dan rasio kas mengalami kenaikan
dibandingkan dengan tahun 2014 masing-masing sebesar
21,58% dan 12,02%. Dengan demikian, kemampuan membayar
utang jangka pendek Perseroan sangat baik.
The condition of the Company’s liquidity has increased and
decreased both the current ratio and cash ratio. In 2015 the
level of current ratio and cash ratio has increased compared
with 2014 respectively by 21.58% and 12.02%. Thus, the capacity
to pay short-term debt of the Company is very good.
RASIO SOLVABLITAS
SOLVABILITY RATIO
Tabel Rasio Solvabilitas / Table of Solvability Ratio
Uraian
Description
2015
2014
Pertumbuhan
Growth
Rasio Utang Terhadap Aset / Debt on Assets
17,89%
15,63%
2,26%
Rasio Utang Terhadap Modal / Debt on Equity
51,62%
50,57%
1,05%
Rasio Utang Terhadap Aset Tetap / Debt to Fixed Assets
18,72%
16,77%
1,95%
Kondisi solvabilitas Perseroan dari tahun 2014 sampai dengan
tahun 2015 mengalami penurunan (peningkatan Rasio Utang
Terhadap Aset, Rasio Utang Terhadap Modal, dan Rasio
Utang Terhadap Aset Tetap). Bila dibandingkan dengan
tingkat solvabilitas tahun 2014 berarti terdapat penurunan
masing-masing sebesar 2,26% untuk rasio utang terhadap
aset, 1,05% untuk rasio utang terhadap modal, dan sebesar
1,94% untuk rasio utang terhadap aset tetap. Walaupun
adanya penurunan, namun secara keseluruhan Perseroan
masih mampu untuk memenuhi kewajibannya dengan aset
yang dimiliki.
Company’s solvability conditions of 2014 to 2015 has decreased
(Increasing on Assets Ratio, Debt on Equuity Ratio and Debt to
Fixed Assets Ratio). When compared to the level of solvability
in 2014 means there is a decrease respectively by 2.26% for
the debt on assets ratio, 1.05% for the debt on equity ratio,
and 1,94% for the debt to fixed assets. Despite there is decline,
but overall the Company is able to fulfill its obligations with
its assets.
KOLEKTIBILITAS PIUTANG
COLLECTABILITY OF RECEIVABLES
Untuk mengetahui periode waktu perputaran piutang
Angkasa Pura Airports, dilakukan pengukuran tingkat
kolektibilitas piutang. Berdasarkan hasil pengukuran, tingkat
kolektibilitas piutang Perseroan menunjukkan penurunan
dibandingkan tahun sebelumnya. Kolektibilitas piutang di
2015 mencapai 40 hari, sedangkan di 2014 mencapai 36 hari,
mengalami perlambatan sebanyak 4 hari dalam tahun 2015.
Perlambatan tersebut dikarenakan.
1. Kurang disiplinnya pembayaran dari mitra Angkasa
Pura Airports terhadap komitmen yang terdapat dalam
kontrak yang telah disepakati.
2. Perlambatan pembuatan kontrak di tahun 2015.
To determine the period of time Angkasa Pura Airport
receivable turnover, measurement receivable collection.
Based on the measurement results, the Company’s receivable
collection showed a decline compared to the previous year.
Collectibility of accounts receivable in 2015 to 40 days,
whereas in 2014 reached 36 days, slowing down as much as
4days in 2015.
The deceleration is due.
1) Lack of discipline in payments from partners Angkasa
Pura Airports against the commitments contained in the
agreed contract.
2) Slowing contracting in 2015.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
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Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
STRUKTUR MODAL
CAPITAL STRUCTURE
RINCIAN STRUKTUR MODAL
DETAILS OF CAPITAL STRUCTURE
Komposisi struktur modal di 2015 yang dimiliki oleh
Perseroan adalah 34,05% berasal dari Liabilitas dan 65,95%
berupa Ekuitas, komposisi ini mengalami perubahan jika
dibandingkan dengan 2014. Komposisi struktur modal yang
berasal dari Liabilitas mengalami peningkatan 33,59%
sedangkan Ekuitas meningkat 66,41%. Rincian Terkait struktur
modal diuraikan dalam tabel berikut.
The composition of capital structure in 2015 that owned by
the Company are the 34.05% derived from Liabilities and
65.95% from Equity. the composition is changed compared to
2014. The composition of the capital structure derived from
liabilities increased 33.59%, while equity increased 66.41%.
Related details of capital structure outlined in the following
table.
Tabel Struktur Modal / Table of Capital Structure
(dalam Ribuan Rupiah,kecuali dinyatakan dalam persen) / (in thousands Rupiah)
Uraian
Description
Liabilitas / Liability
172
2015
Presentase Total Modal
Total Capital Percentage
2014
Presentase Total Modal
Total Capital Percentage
5.693.287.436
34,05%
5.315.638.671
33,59%
Liabilitas Jangka Pendek /
Short term Liability
2.702.303.101
16,16%
2.841.758.682
17,96%
Liabilitas Jangka Panjang /
Long Term Liability
2.990.984.335
17,89%
2.473.879.989
15,63%
Ekuitas / Equity
11.029.049.226
65,95%
10.511.254.085
66,41%
Total Modal / Total Capital
16.722.336.662
100,00%
15.826.892.756
100,00%
KEBIJAKAN STRUKTUR MODAL
CAPITAL STRUCTURE POLICY
Perseroan memiliki kebijakan untuk menitikberatkan
penggunaan ekuitas sebagai sumber modalnya. Hal ini
dikarenakan untuk mengurangi ketergantungan Perseroan
terhadap Utang. Sampai dengan 2015, struktur Modal
Angkasa Pura Airports masih didominasi oleh ekuitas.
The Company has a policy to use mostly equity as a source
of capital. This is due to reduce the Company’s dependence
on debt. Up to 2015, the capital structure of Angkasa Pura
Airports still dominated by equity.
IKATAN MATERIAL UNTUK INVESTASI
BARANG MODAL
MATERIAL BONDING FOR CAPITAL
EXPENDITURE
ENTITAS INDUK
PARENT ENTITY
Perseroan telah mendapatkan fasilitas kredit dari Bank Mandiri
sesuai Perjanjian Transaksi Khusus Nomor CRO.KP/233/PTK/13,
Akta Nomor 1341 tonna, 26 Juli 2013 Notaris Julius Pumawan, SH.,
MSi, sebesar Rp4.400,00 miliar Pihak Angkasa Pura I sesuai
dengan Surat AP Nomor AP.I.4757/KU.24/2013/PD-B tanggal
23 Juli 2013 meminta kepada Bank Mandiri untuk melakukan
pengalihan sebagian porsi pembiayaan (sell down) atas
Fasilitas Kredit kepada BNI dan BRI.
The company has obtained a credit facility from Bank
Mandiri according Treaty Special Transaction Number CRO.
KP/233/PTK/13, tonna Act No. 1341, July 26, 2013 Notary Julius
Pumawan, SH., MSi, amounting Rp4.400,00 billion. Angkasa
Pura I in accordance with the AP No. AP.I.4757/KU.24/2013/
PD-B dated July 23, 2013 request to the Bank for diverting a
portion of the financing (sell down) on Credit Facility to BNI
and BRI.
Berdasarkan Akta Nomor 370 dan 371 Notaris Julius
Pumawan,SH., MSi tanggal 18 September 2013 Bank Mandiri,
BNI, BRI dan AP I telah menandatangani Akta Pengalihan
Porsi Pembiayaan, dimana berdasarkan akta tersebut Bank
Mandiri mengalihkan sebagian porsi pembiayaannya kepada
BNI senilai Rp1.000,00 miliar dan BRI senilai Rp1.000,00
miliar. Sehubungan dengan apa yang sudah diuraikan diatas
Bank Mandiri, Bank BNI, Bank BRI, dan API sepakat dan setuju
membuat Perjanjian Pembiayaan Bersama berdasarkan Akta
No.372 Notaris Julius Purnawan, SH., MSi., dengan syarat dan
ketentuan sebagai berikut.
Based on the Deed No. 370 and 371 Notary Julius Pumawan,
SH., MSi dated 18 September 2013 of Bank Mandiri, BNI,
BRI and AP I have signed the Deed of Transfer of Portion
Financing, which is based on the deed Bank Mandiri divert
a portion of the financing to BNI Rp1.000,00 billion and BRI
worth Rp1.000,00 billion. In connection with what has been
described above Bank Mandiri, Bank BNI, Bank BRI, and API
agreed and agreed to create a Joint Financing Agreement
based on Notarial Deed No.372 Julius Purnawan, SH., MSi.,
With the following terms and conditions.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
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•
Limit kredit sebesar Rp4.000,00 miliar
•
Limit credit amounting to Rp4,000.00 billion
•
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.
•
The nature and purpose
Non Revolving credit facilities are used as corporate
financing and for financing and/or refinancing and
airport development projects or investments.
•
Jangka waktu
Bunga dihitung hari demi hari secara efektif 1 (satu)
tahun sama dengan 360 hari berdasarkan Deposit
Insurance Rate dalam Rupiah untuk commercialbank
yang ditetapkan 2 (dua) Hari Kerja sebelum periode
suku bunga bulan berikutnya dan Lembaga Penjamin
Simpanan ditambah margin sebesar 2,45%.
•
Time period
Interest is calculated effectively day after day 1 (one)
year equals 360 days by Deposit Insurance Rate Rupiah
to Commercialbank set of 2 (two) business days prior to
the period of interest rates next month and the Deposit
Insurance Agency added a margin is 2.45%.
•
Provisi dan Withdrawal Fee
Bank membebani provisi kredit sebesar 0,25% yang
diperhitungkan dari limit kredit yang dibayar pada saat
pengefektifan perjanjian. Selain itu Perusahaan juga
diwajibkan membayar Withdrawal fee sebesar 0,25% dari
penarikan kredit yang dibayar pada setiap penarikan
kredit.
•
Fees and Withdrawal Fee
Banks weigh on credit provision that calculated at 0.25%
of the credit limit that is paid at the time improve the
effectiveness of the agreement. In addition, the Company
is obliged to pay a withdrawal fee of 0.25% of the credit
withdrawals that paid on any withdrawal of credit.
• 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 akan ada.
•
Collateral loans
The credit facility is collateralized by all the assets/assets
of the Company, either in the form of moving goods or
goods not moving, either existing or which future there
will be.
Hal hal yang tidak dapat dilaksanakan oleh PT Angkasa Pura
1 (Persero) diuraikan sebagai berikut.
Things that can not be carried out by PT Angkasa Pura 1
(Persero) is described as follows.
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.
a. Menjadi penjamin terhadap pihak ketiga, kecuali dalam
transaksi usaha Perseroan sehari hari.
b.Memperoleh kredit/pinjaman baru dari lembaga
keuangan atau pihak ketiga lainnya kecuali pinjaman dari
pemegang saham yang menjadi pinjaman subordinasi,
hutang usaha dalam kaitannya dengan operasional
proyek atau kegiatan usaha sehari-hari, pinjaman
dalam bentuk obligasi atau bentuk surat hutang lainnya
dimana pinjaman tersebut dipergunakan seluruhnya
untuk pembayaran sebagian atau seluruh fasilitas
kredit, dan pinjaman dari lembaga keuangan atau pihak
ketiga lainnya dalam rangka pembayaran fasilitas kredit
apabila terdapat penyesuaian suku bunga
c. Menjaminkan harta kekayaan/aset yang telah ada
maupunyang akan ada di kemudian hari kepada pihak
ketiga.
d. Mengalihkan atau menyerahkan kepada pihak lain,
sebagian atau seluruhnya atas hak dan kewajiban yang
timbul berkaitan dengan Fasilitas Kredit.
e. 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 anak
perusahaan.
During the entire debt incurred and payable by the Company
under the agreement have not been revealed in full, the
Company may not do things as follows.
a. Being a guarantor to third parties,except in the Company’s
business daily transactions.
b.Obtaining a credit/ new loan from a financial institution
or other third parties unless the loans from shareholders
who become subordinated loan, accounts payable in
connection with the operation of projects or activities of
daily business, a loan in the form of bonds or other forms of
debt instruments other where the loan is used entirely for
the payment of part or all of the credit facility, and a loan
from a financial institution or other third party in payment
of credit facilities if there is interest rate adjustment
c.Offers wealth/assets that have been there and that will be
at a later date to a third party.
d. Transfer or leave it to other parties, partly or wholly on
the rights and obligations arising in connection with the
Credit Facility.
e. Give credit to any party, including but not limited to
shareholders except for granting loans to employees and/
or for normal business activities, including to subsidiaries.
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Laporan Manajemen
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Company Profile
Hal yang wajib dilakukan oleh PT Angkasa Pura 1 (Persero)
Things must be done by PT Angkasa Pura 1 (Persero)
Menjaga rasio keuangan debitur, current rasio minimal 100%,
debt service coverage minimal 100%, debt to equity ratio
(DER) maksimal 300%.
Keeping the debtor’s financial ratios, the current ratio of at
least 100%, debt service coverage of at least 100%, debt to
equity ratio (DER) a maximum of 300%.
ENTITAS ANAK
SUBSIDIARY ENTITY
Dalam bulan September 2013 PT Angkasa Pura Suport juga
mendapatkan kredit Investasi dari Bank Syariah Mandiri
untuk Investasi kendaraan yang akan disewakan kepada
PTAngkasa Pura I dengan limit pembiayaan sebesar
Rp15.000.000,-, Kredit investasi ini dijamin selain aset diatas
ditambah 24 units kendaraan sedan Toyota Altis,mobil SUV
merk Fortune, Alphard,Innova, 4 units Traktor Mover, dan satu
(i) unit truk merk Toyota Hino. Jangka waktu pembiayaan 48
bulan, total margin untuk 48 bulan sebesar Rp5.662.177,-.
In September 2013 PT Angkasa Pura Suport also get credit
from Bank Syariah Mandiri Investment to vehicles investment
that will be leased to PTAngkasa Pura I with a limit financing
of Rp15,000,000, -, investment loan is secured in addition to
assets above plus 24 units of vehicles sedan Toyota Altis, SUV
brands Fortune, Alphard, Innova, 4 units Tractor Mover, and
one (i) the Toyota brand truck unit Hino. 48 month financing
period, total margin for the 48 monthsamountedRp5,662,177,-.
Fasilitas Kredit Kendaraan Bermotor (KKB) yang diberikan
kepada PT Angkasa Pura Suport (entitas anak) dari PT Bank
Central Asia Tbk., berdasarkan perjanjian no. 1182516401-PK001-013 tanggal 28 Desember 2012 dengan plafon sebesar
Rp3,60 miliar. Fasilitas tersebut berjangka waktu 36 bulan
dengan tingkat 4,15% flat per tahun dan dijamin dengan aset
entitas anak yang berupa kendaraan bermotor.
Motor Vehicle Credit Facility (KKB) given to PT Angkasa Pura
Suport (subsidiaries) of PT Bank Central Asia Tbk. Under the
agreement no. 1182516401-PK-001-013 dated December 28,
2012 with a ceiling of Rp3.60 billion. Facilities have a term of
36 months at a flat rate of 4.15% per year and is secured by
assets of subsidiaries in the form of motor vehicle.
PT Angkasa Pura Suport berdasarkan Akta Perjanjian Sewa
Guna Usaha No. 19 tanggal 20 Maret 2014 Notaris Wiwiek
Widhi Astuti, SH, mendapatkan pembiayaan pembelian 5 unit
Apron Bus dari PT Danareksa Finance sebesar Rp15,62 juta
dengan tenor jangka waktu 60 bulan
PT Angkasa Pura Suport by Deed for Lease No. 19 dated March
20, 2014 Notary Wiwiek Widhi Astuti, SH, obtaining financing
Apron Bus purchase 5 units of PT Danareksa Finance for
Rp15.62 million maturing period of 60 months
PT Angkasa Pura Logistik - entitas anak memperoleh fasilitas
modal kerja pembiayaan Mudharabah Muqayyadah on
Balance Sheet (MMOB) dari PT Bank Syariah Mandiri untuk
pembiayaan sewa 3 unit gudang seluas 7.550 M2 milik CV.
Parahyangan Express sebesar Rp2,99 miliar. Jangka waktu
fasilitas 12 bulan dari 29 Desember 2014 sampai dengan 20
Desember 2015. Bagi hasil untuk pelaksana usaha ke Bank
sebesar 7% eff. pa dan Nisbah bagi hasil antara Investor
dengan Bank sebesar 85,71% untuk Investor dan 14,29%
untuk bank. Fasilitas tersebut diikat dalam Akad Pembiayaan
Mudharabah No.16/0740/001/XII/MDRB tertanggal 29
Desember 2014. Jaminan atas pembiayaan tersebut berupa
Investasi Terikat Syariah Mandiri (ITSM) sebesar Rp2,99 miliar
dan Deposito sebesar Rp157,36 juta.
PT Angkasa Pura Logistik - a subsidiary obtained working
capital facility Mudharabah financing muqayyadah on
Balance Sheet (MMOB) of PT Bank Syariah Mandiri to finance
lease three units covering 7,550 m2 warehouse owned by CV.
Parahyangan Express for Rp2.99 billion. The term of the facility
12 months from December 29, 2014 until December 20, 2015.
For results for the business executive to the Bank amounted to
7% eff. pa and profit sharing ratio between the Investor and
Bank of 85.71% to 14.29% for investors and banks. The facility
is tied in Mudaraba Agreement No.16/ 0740/001/ XII/ MDRB
dated December 29, 2014. The collateral for financing in the
form of Unrestricted Investment Syariah Mandiri (ITSM) of
Rp2.99 billion and deposits amounted to Rp157.36 million.
Dalam tahun 2013 PT Angkasa Pura Suport telah mendapatkan
kredit modal kerja dari Bank Mandiri Syariah digunakan
untuk modal kerja tenaga kerja Outsourcing dengan limit
pembiayaan sebesar Rp9,00 miliar pinjaman dijamin dengan
18 units X ray baggage,50 units walktrough merk Heimann
Smith thn 2012 - 2013 dan 4 unit mobil sedan merk Toyota
dan Camry tahun 2012 - 2013 milik PTAPS, kredit untuk
jangka waktu 12 bulan dengan twit bunga 12% per tahun, bagi
administrasi per bulan Rp90,00 juta.
174
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In the year 2013 PT Angkasa Pura Suport have obtained
working capital loan from Bank Mandiri Syariah used for
working capital Outsourcing labor to limit financing of Rp9.00
billion, loans secured by X-ray baggage 18 units, 50 walk
troughunits brand Heimann Smith year 2012 - 2013, and 4 units
of Toyota brand cars and Camry sedan in 2012-2013 belonged
PTAPS, credit for a period of 12 months with interest twit 12%
per year, for administration per month Rp90.00 million.
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PERJANJIAN DAN PERIKATAN
COMMITMENTS AND AGREEMENT
1. Perjanjian kerja sama pemanfaatan tanah milik Tentara
Nasional Indonesia Angkatan Darat di Bandara Ahmad
Yani Semarang.
Pada tanggal 17 Juni 2014 Perseroan menandatangani
Perjanjian Kerjasama Pemanfaatan Nomor PKS/21/
VI/2014 dan Nomor SP.I.111/HK.09.01/2014/PD tentang
Kerja Sama Pemanfaatan Sebagian Tanah Milik TNI
AD di Bandara Internasional Ahmad Yani Semarang.
Perjanjian kerja sama ini mempunyai maksud dan tujuan
melaksanakan pengembangan sarana dan prasarana
Bandar Udara International Ahmad Yani Semarang untuk
penerbangan sipil dan penerbangan militer dengan
prinsip-prinsip korporasi.
1. Cooperation agreement of utilization of land owned by
Indonesian Army in Ahmad Yani Airport.
On June 17, 2014 the Company signed a Cooperation
Agreement of Utilization of PKS/ 21/ VI/ 2014 and
No.SP.I.111/ HK.09.01/ 2014/ PD on Cooperation Utilization
of Most Owned Land Army in Ahmad Yani International
Airport. This cooperation agreement has the sole purpose
to enable the development of facilities and infrastructure
Ahmad Yani International Airport in Semarang for civil
aviation and military aviation with the principles of the
corporation.
Ruang lingkup kerjasama adalah a) pemanfaatan tanah
milik TNI AD seluas 884.500 meter persegi yang akan
digunakan pengembangan bandar udara seluas 676.089
m2 dan 208.411 m2 untuk resapan; b) Pembayaran
kontribusi kepada negara oleh AP1 adalah berupa
kontribusi tetap dan pembagian keuntungan c) Aset
yang diperoleh dari kerja sama pemanfaatan ini akan
diserahkan oleh AP1 ke TNI AD setelah perjanjian berakhir.
The scope of cooperation is a) the utilization of the
Army’s land area of 885 500 square meters will be used
airport development area 676 089 m2 and 208 411 m2 to
absorption; b) Payment of contributions to the state by AP1
is in the form of regular contributions and profit sharing
c) Assets acquired from the use of this cooperation will
be submitted by the AP1 to the Army after the agreement
expires.
Besaran kontribusi tetap per tahun sebesar 0,6% dari nilai
wajar tanah yang menjadi obyek kerjasama atau 0,6% X
Rp219.471.288 = Rp1.316.828, kenaikan nilai tanah setiap
tahun sebesar 4,14%. Pembagian keuntungan sebesar
12,29% dari net cash flow dari operating dan investing
(dari laporan yang diaudit) per tahun dengan asumsi
nilai investasi sebesar Rp1.566.431.500. Jangka waktu
kerjasama Pemanfaatan ini adalah selama 30 (tiga
puluh) tahun terhitung sejak ditandatangani akad.
The annual fixed contribution of 0.6% of the fair value
of the land or 0.6% x Rp219 471 288 = Rp1.316.828, the
increase in the value of land per year of 4.14%. Distribution
of profit of 12.29% of the net cash flow from operating and
investing (from audited statements) per year, assuming
an investment of Rp1,566,431,500. Period of cooperation
is for 30 (thirty) years from the date the contract is signed.
Pada akhir masa kontrak tanah beserta bangunan dan
fasilitas yang ada diatasnya menjadi milik TNI AD yang
akan dituangkan dalam Berita Acara Serah Terima
Nomor:BAST/22/VI/2014; Nomor: BA.319/PL.04/2014/PD.
At the end of the contract period, the land and existing
buildings and facilities belong to the Indonesian Army
that will be included in the handover of goods Number:
BAST/22/VI/2014; Number: BA.319/PL.04/2014/PD.
2. Perjanjian kerja sama pemanfaatan tanah milik Tentara
Nasional Indonesia (TNI) Angkatan Laut (AL) di Bandar
Udara Internasional Juanda Surabaya.
Pada tanggal 13 Februari 2014 dilakukan penandatanganan
Perjanjian Kerjasama Pemanfaatan Nomor:PKS/8/II/2014
dan Nomor: SP.51/HK.09.01/2014/PD tentang Kerja Sama
Pemanfaatan Tanah dan Fasilitas Milik TNI AL di Bandar
Udara Internasional Juanda Surabaya. Perjanjian kerja
samaini bertujuanuntuk melaksanakan pengembangan
sarana dan prasarana Bandar Udara Internasional
Juanda Surabaya untukkepentingan penerbangan sipil
maupun penerbangan TNI Angkatan Laut.
• Objek permasalahan adalah adanya perbedaan
persepsiantara PT Angkasa Pura I (Persero) dan TNI
AL atas Luas Lahan Objek Perjanjian Kerja Sama di
area jalan dekat hanggar merpati dan lahan apron
A.10 sampai dengan A.14, pemanfaatan secara
bersama-sama landasan pacu Lanudal Bandar
Udara Internasional Juanda Surabaya beserta fasilitas
yang tersedia untuk operasional penerbangan sipil
dan militer.
2.Cooperation agreements utilization of land owned
by Indonesian Navy (AL) Juanda International Airport
inSurabaya.
February 13, 2014 the signing of a Cooperation Agreement
Utilization Number: PKS/8/II/2014 andNo. SP.51/
HK.09.01/2014/PD on Cooperation Utilization of Land and
Facilities Owned Indonesian Navy International Airport
Juanda Surabaya. This cooperation agreement intended
to carry out the development offacilities and infrastructure
of Juanda International Airport for the benefit of civil
aviation and aviation Indonesian Navy.
•
The problem are differences in perception between
PT Angkasa Pura I (Persero) and the Indonesian Navy
on Land Size Objects Cooperation Agreement in the
area of the road near the hangar apron Merpati
and land A.10 through A.14, the use of jointly runway
Lanudal Juanda International Airport and facilities
available for civil and military aviation operations.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
175
Laporan Manajemen
Management Report
•
•
•
•
176
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Objek perjanjian kerja sama ini adalah tanah milik
TNI AL seluas 3.143.352 m2 yang digunakan sebagai
berikut.
- Landasan pacu dan tanah disebelah utara
landasan pacu.
-Landasan Pacu Lanudal Bandar Udara
Internasional Juanda Surabaya seluas 135.000 m².
- Bidang tanah sebagai taxi way, wind shock,
drainase dan fasiltas lain seluas 1.021.129 m².
- Tanah disebelah selatan landasan pacu Lanudal
Bandar Udara Intenasional Juanda Surabaya
seluas 1.987.223 m².
- Tanah rumput kali Turen disebelah selatan
landasan pacu seluas 1.585.129 m2
- Luas tanah untuk bangunan terminal seluas
27.272 m².
- Bangunan Apron seluas 101.213 m2 dari apron
barat sampai dengan sisi utara tower Lanudal
Bandar Udara Internasional Juanda Surabaya.
- Taxi way, alarm area dan fillet seluas 189.701 m².
- Lahan parkir mobil, taman dan pelataran seluas
43.618 m².
- Rumah pompa di Banjar Kemuning seluas 130 m².
- Bidang tanah dan bangunan Inner Marker seluas
40.000 m2 di Sedati, Sidoarjo.
Pembayaran kontribusi kepada Kas Umum Negara
oleh Perseroan adalah berupa kontribusi tetap dan
keuntungan atas pemanfaatan tanah yang besarnya
akan ditentukan kemudian berdasarkan hasil
perhitungan tim penilai dari Kementerian Keuangan
Republik Indonesia sejak dioperasionalkan Terminal
2 Bandar Udara Internasional Juanda Surabaya. Atas
pembagian keuntungan hasil pengelolaan Terminal
2 Bandar Udara Internasional Juanda Surabaya
selambat-lambatnya tanggal 15 setiap bulannya
Aset yang diperoleh dari kerja sama pemanfaatan ini
akan diserahkan oleh PT Angkasa Pura I (Persero) ke
TNI AL setelah perjanjian berakhir dan jangka waktu
kerjasama pemanfaatan ini adalah selama 30 (tiga
puluh) tahun terhitung sejak ditandatanganinya
Perjanjian ini.
Telah dilakukan Pengukuran Lahan Objek Perjanjian
Kerja Sama oleh Tim Badan Pertanahan Nasional
(BPN) Kantor Wilayah Jawa Timur dengan didampingi
Perseroan dan TNI AL padatanggal 4-5 November
2015. Dengan hasil sebagai berikut:
- Para pihak sepakat bahwa batas-batas aset
milik TNI AL yang dimanfaatkan Perseroan yang
akan dilakukan pengukuran oleh Tim BPN Kantor
Wilayah Jawa Timur adalah mengikuti batasbatas patok yang ditunjukkan oleh TNI AL.
- Apabila hasil pengukuran yang dilakukan oleh
BPN tersebut berbeda dengan hasil kesepakatan
luas tanah dalam Lampiran Perjanjian Kerja
Sama sebagaimana yang telah dimohonkan oleh
Perseroan kepada BPN, maka akan dilakukan
Addendum Perjanjian Kerja Sama.
- Terhadap aset tanah TNI AL yang telah digunakan
oleh Perseroan dan tidak termasuk dalam
objek Perjanjian Kerja Sama berdasarkan
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
•
The object of the agreement is the land owned by
Indonesian Navy covering an area of 3,143,352 m2
which are used as follows:
- Runway and land on the north runway.
- Runway Lanudal Juanda-Surabaya International
Airport area of 135,000 m².
- Land as a taxiway, wind shock, drainage andother
facilities an area of 1,021,129 m²
- Land on the south runway airfield covering an
area of 1,987,223 m².
•
•
•
- Turen river grass ground in the south of the
runway area of 1,585,129 m2
- Total land area of the terminal building covering
an area of 27 272 m².
- Apron buildings covering an area of 101 213 m2
on the western apron up to the north side of the
tower.
- Taxiway, alarm area and fillet area of 189 701 m²
- Car parking area, garden and courtyard area of
43 618 m².
- Pump house in Banjar Kemuning area of 130 m²
- Land and a building area of 40,000 m2 Inner
Marker in Sedati, Sidoarjo.
Payment of contributions to the State Treasury by
the Company is in the form of regular contributions
and advantages over the use of land which amount
will be determined later based on the calculation of
the assessment team of the Ministry of Finance of the
Republic of Indonesia since operationalized Terminal
2 Juanda International Airport in Surabaya. Profit
sharing on the management of Terminal 2 Juanda
International Airport no later than the 15th of each
month.
Assets obtained from the use of co-operation will
be handed over by PT Angkasa Pura I (Persero) to
Indonesian Navy after the agreement expires. The
utilization period of cooperation is for 30 (thirty) years
since the signing of this Agreement.
Measurements have been conducted by the
Cooperative Agreement of Land Objects Team National
Land Agency (BPN) Regional Office of East Java,
accompanied by the Company and theIndonesian
Navy on Nov. 4-5, 2015. With thefollowing results:
- The parties agreed that the limits of assets
belonging to the Indonesian Navy utilized the
Company which will be measured by Tim BPN
Regional Office of East Java is following stakes
limit indicated by the Indonesian Navy.
-If the results of the measurements made by the
BPN different with the agreement of land area in
Appendix of the Cooperation Agreement which
has been filed by the Company to the BPN, it will
be Addendum to the Agreement of Cooperation
- Land assets Indonesian Navy that has been used
by the Company and are not included in the
object of the Cooperation Agreement is based
Tata Kelola Perusahaan
Good Corporate Governance
•
•
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
hasil pengukuran tersebut, akan dimohonkan
oleh Perseroan sebagai Perjanjian Kerja Sama
Tambahan.
Berdasarkan Pokok-Pokok Hasil Pembahasan
Ekspose Pengukuran Lahan Objek Perjanjian Kerja
Sama oleh Tim BPN Kantor Wilayah Jawa Timur
dengan dihadiri oleh PT Angkasa Pura I (Persero) dan
TNI AL pada tanggal 17 November 2015. Dengan hasil
sebagai berikut:
- Luas lahan berdasarkan data-data permohonan
pengukuran yang diserahkan kepada BPN adalah
3.143.352 m2 sedangkan luas lahan berdasarkan
hasil pengukuran pada tanggal 4-5 November
2015 adalah 3.188.252 m2, sehingga terdapat
selisih kelebihan luas lahan sebesar 44.900 m2.
Terhadap kelebihan tersebut akan dikeluarkan
Surat Perintah Setor (SPS)untuk tambahan biaya
pengukuran.
- Bahwa lahan apron A.10 sampai dengan A.14
berdasarkan patok yang ditunjuk oleh TNI AL
tidak termasuk dalam Lahan Objek Perjanjian
Kerja Sama.
- Bahwa terhadap hasil pengukuran di Jalan Akses
Merpati perlu dilakukan revisi karena adanya
kesalahan dalam penunjukkan batas ukur yang
seharusnya berdasarkan patok tetapi digunakan
batas pagar.
- TNI AL meminta agar dilakukan pengukuran per
bidang pada Lahan Objek Perjanjian Kerja Sama
sebagaimana tercantum pada Pasal 3 Perjanjian
Kerja Sama Nomor:SP.51/HK.09.01/2014/PD dan
Nomor: PKS/8/II/2014.TNI AL akan membuat
patok-patok batas per bidang dengan melibatkan
Perseroan.
- Terhadap hasil pengukuran BPN tanggal 4-5
November 2015 dan permintaan TNI AL agar
dilakukan pengukuran per bidang akan dibuat
Addendum Perjanjian Kerja Sama yang pada
prinsipnya mengatur dan mengubah Lampiran
Perjanjian Kerja Sama untuk disesuaikan dengan
hasilpengukuran dan luas objek perbidang pada
Pasal 3 Perjanjian Kerja Sama untuk disesuaikan
setelah adanya pengukuran selanjutnya oleh
BPN.
- Terhadap hasil pengukuran BPN tanggal 4-5
November 2015, akan disusun Perjanjian Kerja
Sama Tambahan yang pada prinsipnya mengatur
Pemanfaatan area Apron Parking Stand A.10-A.14
dan Jalan Akses Merpati oleh PT Angkasa Pura I
(Persero).
- Pada tanggal 17 Desember 2015, dilakukan
pengukuran ulang di Jalan Akses Merpati karena
adanya kesalahan dalam penunjukkan batas
ukur yang seharusnya berdasarkan patok,
tetapi digunakan batas pagar pada pengukuran
tanggal 4-5 November 2015.
- Saat ini masih menunggu ekspose dari BPN
terhadap pengukuran ulang tersebut.
Berdasarkan hasil pengukuran ulang pada tanggal
17 Desember 2015 dan permohonan pengukuran
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
on the measurement results, will be filed by the
Company as a Additional Cooperation Agreement
•
Based on the Principles of Exposure Measurement
Results Discussion Land Objects. Cooperation
Agreement by Tim BPN Regional Office of East
Java, attended by PT Angkasa Pura I (Persero) and
the Indonesian Navy on 17 November 2015. With the
following results:
- The land area based on data measurement
petition submitted to BPN is 3,143,352 m2 while the
area of land based on the results of measurements
on 4-5 November 2015 was 3,188,252 m2, so there
is a difference of excess land area of 44,900 m2.
Against these advantages will be issued Warrant
of Transfer for an additional cost of measurement
- Land that apron around A.10 through A.14
based stakes appointed by Indonesian Navy
are not included in the land object Cooperation
Agreement
- That the results of measurements around Merpati
should be revised because of an error in the
appointment of the limit measure that is supposed
to be based peg but used fence
-Indonesian Navy request that measurements per
field on Land Objects Cooperation Agreement as
stated in Article 3 of the Cooperation Agreement
No. SP.51/ HK.09.01/ 2014/ PD and Number: PKS/
8/ II/ 2014. Indonesian Navy will make the stakes
limit per field by involving the Company.
- BPN measurement results on 4-5 November
2015 and requests Indonesian Navy in order to
do the measurement of each field will be made
Addendum Cooperation Agreement in principle
regulate and modify Appendix Cooperation
Agreement to be adapted to the measurement
results and extensive object each field in Article 3
of the Agreement cooperation to be adjusted after
the nextmeasurement by BPN.
- Of the BPN measurement results on 4-5 November
2015, will be compiled Additional Employment
Agreement that basically the same set Utilization
Apron Parking area Stand A.10-A.14 and Jalan
Merpati Access by PT Angkasa Pura I (Persero).
-On December 17, 2015, performed repeat
measurements at road Merpati access due to an
error in the appointment of the limit measure that
should be based stakes, but used the boundary
fence on measurements on 4-5 November 2015
•
- At the present moment still waiting exposure of
BPN to the repeat measurements
Based on the results of repeat measurements on
December 17, 2015 and request for Apron measurement
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
177
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Apron A10 s.d. A14, maka dilaksanakan ekspose pada
tanggal 26 Januari 2016 dengan pokok-pokok sebagai
berikut.
- Hasil pengukuran objek Perjanjian Kerjasama
menjadi seluas 3.159.334 m2.
- Luas tanah TNI AL sebelah utara Hanggar Merpati
yang tidak dikerjasamakan dengan PT Angkasa
Pura I (Persero) seluas 32.228 m2.
- Luas Apron A10-A14 yang tidak dikerjasamakan
dengan PT Angkasa Pura I (Persero) seluas 35.882
m2.
- PT Angkasa Pura I (Persero) akan mengajukan
permohonan Perjanjian Kerjasama (secara
terpisah) kepada TNI AL atas tanah sebelah utara
Hanggar Merpati dan Apron A10 s.d. A14.
- Terhadap Objek Perjanjian Perjanjian Kerjasama
tahun
2014
akan
dilakukan
perubahan
(Addendum) dengan mengacu pada hasil rapat
pengukuran Kanwil BPN Provinsi Jawa Timur dan
hasil pengukuran per bidang terhadap Objek
Perjanjian Kerjasama tersebut.
A10 to A14, then the exposure held on 26 January 2016,
with the main topics as follows:
3. Perjanjian pengikatan jual – beli antara Pemerintah
Provinsi Kalimantan Selatan dengan PT Angkasa Pura I
(Persero).
Pada tanggal 18 Mei 2015 Perseroan menandatangani
Perjanjian Pengikatan Jual Beli Nomor 026 Tahun 2015;
SP.166/HK.09.01/2015/PD tentang Penjualan Secara
Langsung Aset Barang Milik Daerah Pemerintah Provinsi
Kalimantan Selatan Berupa Tanah dan Bangunan Apron,
Runway, Taxiway serta Sarana Pendukung Lainnya yang
Terletak di Kawasan Bandar Udara Syamsudin Noor
Banjarmasin. Dan Pada Tanggal 30 Juni 2015 Perseroan
menandatangani Berita Acara Serah Terima Operasional
Aset Tanah dan Bangunan Beserta Fasilitas di Atasnya
di Bandar Udara Syamsuddin Noor Banjarmasin Nomor:
BA.369/PL.02.02/2015/HD.
Perjanjian
Pengikatan
Jual Beli ini mempunyai maksud dan tujuan untuk
mendukung pengembangan Bandar Udara Syamsuddin
Noor Banjarmasin menjadi Bandar Udara bertaraf
Internasional.
3.Binding agreement selling - buying the Provincial
Government of South Kalimantan to PT Angkasa Pura I
(Persero).
On May 18, 2015 the Company signed a Sale and Purchase
Agreement No. 026 In 2015; SP.166/HK.09.01/2015/PD on
the Sale Directly the Assets of Provincial Government of
South Kalimantan consists of Land and Building Apron,
Runway, Taxiway and Supporting Others are Located in
Zone Syamsudin Noor Airport Banjarmasin. And June 30,
2015 the Company signed Handover Operational Assets
Land and Buildings And Its Facilities in Syamsuddin Noor
Airport in Banjarmasin Number: BA.369/PL.02.02/2015/
HD. The Sale and Purchase Agreement has the sole
purpose to support the development Syamsuddin Noor
Airport Banjarmasin become an international airport.
178
Profil Perusahaan
Company Profile
Ruang lingkup pengikatan jual-beli adalah
a) Objek penjualan berupa Tanah dan Bangunan Apron,
Runway, Taxiway serta Sarana Pendukung Lainnya
yang terletak di Kawasan Bandar Udara Syamsuddin
Noor Seluas 188.075,19 m2 yang tercatat dari Daftar
Barang Milik Daerah Pemerintah Provinsi Kalimantan
Selatan dengan Nilai sebesar Rp128.909.770.000
sesuai dengan hasil yang telah diappraisal oleh
Kantor Jasa Penilai Publik Muttaqin Bambang
Purwanto Rozak Uswatun & Rekan;
b) Tata cara pembayaran atas objek jual beli perjanjian
ini dengan pembayaran secara bertahap dalam tahun
Anggaran 2015 dan 2016 sebesar Rp128.909.770.000
diangsur sebanyak 10 kali dalam jangka waktu 10
bulan (Bulan Juni 2015 sampai dengan Maret 2016)
yang dibayarkan kepada Bank Kalsel nomor rekening
0010002003018 atas nama Kas Daerah Provinsi
Kalimantan Selatan.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
- The results of the measurement object into a
Cooperation Agreement covering 3,159,334 m2.
- Total land area Indonesian Navy north hangar
Merpati are not in cooperation with PT Angkasa Pura
I (Persero) covering an area of 32 228 m2.
- Total area Apron A10-A14 are not in cooperation
with PT Angkasa Pura I (Persero) covering an area
of 35 882 m2
- PT Angkasa Pura I (Persero) will apply for a
Cooperation Agreement (separately) to the
Indonesian Navy on land north hangar Merpati
and Apron A10 s.d. A14
- The object Cooperation Agreement in 2014 will
be a hange (Addendum) with reference to the
results of the meeting measurement BPN Regional
Office of East Java province and the results of
measurements each field to the the object of the
Cooperation Agreement
The scope of the binding sale and purchase are:
a) The sales object are consist of land and buildingApron,
Runway, Taxiway and Other Supporting arelocated
in Region Syamsuddin Noor Airport recordedan
area of 188,075.19 m2 of Regional Property List ofthe
Provincial Government of South KalimantanRated
by Rp.128.909.770 accordance with the resultsof
appraisal by the Public Appraisal Service Muttaqin
Bambang Purwanto Rozak Hanz &Partners.
b) The procedure for payment of the object of sale
andpurchase agreements with gradually in budget
years2015 and 2016 amounted to Rp.128.909.770
ininstallment 10 times over the next 10 months
(MonthJune 2015 until March 2016) paid to Kalsel
Bankaccount numbers 0010002003018 in the name of
South Kalimantan Provincial Treasury.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
c) Aset yang diperoleh dari pengikatan jual beli
ini akan diserahkan oleh Pemerintah Provinsi
Kalimantan Selatan ke PT Angkasa Pura I (Persero)
setelah pembayaran tahap sepuluh atau pelunasan
dituangkan dalam Berita Acara Serah Terima.
c)The assets acquired from the commitment of
sales purchase will be submitted by the Provincial
Government of South Kalimantan to PT Angkasa Pura
I (Persero) after the payment or repayment of the ten
stages outlined in the handover.
4. Perjanjian Kerjasama antara Pemerintah Provinsi Nusa
Tenggara Barat dengan PT Angkasa Pura I (Persero)
tentang Kerjasama Pembangunan dan Pemanfaatan
Sebagian Fasilitas Fisik Sisi Udara Bandar Udara
Internasional Lombok Baru di Kabupaten Lombok Tengah.
4. Cooperation Agreement between the Government of
West Nusa Tenggara and PT Angkasa Pura I (Persero)
on Cooperation for Development and Utilization Part of
Physical Facilities Air Side New Lombok International
Airport in Kabupaten Lombok Tengah.
Menindaklanjuti Nota Kesepahaman antara Gubernur
Nusa Tenggara Barat dengan Direktur Utama PT Angkasa
Pura I (Persero) Nomor 7 Tahun 2006; SP.62/TK.00.3/2006/
DU tanggal 17 Oktober 2006 tentang Pembangunan
Fasilitas Fisik Bandar Udara Internasional Lombok Baru di
Kabupaten Lombok Tengah, maka pada tanggal 11 Agustus
2009 Perseroan menandatangani Perjanjian Kerjasama
Pembangunan dan Pemanfaatan Sebagian Fasilitas Fisik
Sisi Udara Bandar Udara Internasional Lombok Baru di
Kabupaten Lombok Tengah Nomor: 415.43/001.A/2009;
05/SP/Hk.06.03/2009/PP-BIL.
Follow up a Memorandum of Understanding between
the Governor of Nusa Tenggara Barat with President
Director of PT Angkasa Pura I (Persero) No. 7 of 2006;
SP.62/TK.00.3/ 2006/ DU date October 17, 2006 on
the Development of Physical Facilities New Lombok
International Airport in Kabupaten Lombok Tengah, then
On August 11, 2009 the Company entered into a Joint
Development Agreement and Utilization Part of Physical
Facilities Air Side International Airport Lombok Baru in
Central Lombok District Number:415.43/001.A/2009;05/
SP/Hk.06.03/2009/PP-BIL.
Ruang lingkup pada Perjanjian Kerjasama tersebut pada
pokoknya sebagai berikut.
a) Pembangunan sebagian fasilitas fisik sisi udara oleh
Pemerintah Provinsi Nusa Tenggara Barat diatas
tanah milik PT Angkasa Pura I (Persero) dengan
alokasi biaya sebesar Rp110.000.000.000,- yaitu
berupa Apron, Taxiway, Pelataran GSE, Inspection
Road, dan Helipad.
b) Penyiapan dan penyerahan Basic Design, spesifikasi
teknis dan detail design serta Perkiraan Rencana
Anggaran Biaya oleh PT Angkasa Pura I (Persero)
kepada Pemerintah Provinsi Nusa Tenggara
Barat diberikan sebelum pelaksanaan kegiatan
pembangunan.
c) Penyerahan hasil pembangunan Fasilitas Fisik Sisi
Udara oleh Pemerintah Provinsi Nusa Tenggara
Barat kepada PT Angkasa Pura I (Persero) untuk
dimanfaatkan dalam bentuk pengelolaan dan
pengoperasian Bandar Udara yang penyerahannya
dituangkan dalam suatu Berita Acara Serah Terima
yang ditandatangani para pihak.
d) Pemberian Kontribusi Tetap dari PT Angkasa Pura I
(Persero) kepada Pemerintah Provinsi Nusa Tenggara
Barat selama masa pengelolaan dan pengoperasian
Sebagian Fasilitas Fisik Sisi Udara tersebut (termasuk
besaran nilainya) akan ditetapkan dalam suatu
Perjanjian tersendiri.
The scope of the Cooperation Agreement are basically as
follows:
a) Construction of most of the physical facilities airside
by the Government of West Nusa Tenggara province
on land owned by PT Angkasa Pura I (Persero) with
the cost allocation of Rp110,000,000 and consists of
Apron, Taxiway, the Court of GSE, Inspection Road,
and Helipad
b) Preparation and delivery of the Basic Design, technical
specifications and detailed design and Estimated
Budget Plan by PT Angkasa Pura I (Persero) to the
Government of West Nusa Tenggara province granted
prior to the implementation of development activities.
Selanjutnya pada tanggal 8 Agustus 2011, hasil
pembangunan sebagian fasilitas fisik sisi udara di
Bandar Udara Internasional Lombok, yaitu berupa Apron,
Taxiway, Pelataran GSE, Inspection Road, dan Helipad
dengan nilai investasi sebesar Rp109.490.813.500,diserahterimakan kepada PT Angkasa Pura I (Persero)
berdasarkan Berita Acara Serah Terima Operasional
Sementara Hasil Pembangunan Sebagian Fasilitas Fisik
Then on August 8, 2011, the result of the construction of
some physical facilities airside at Lombok International
Airport, which formed Apron, Taxiway, the Court of GSE,
Inspection Road, and Helipad with an investment of
Rp.109.490.813 delivered to PT Angkasa Pura I (Persero)
based Meanwhile Operation Handover Development
Results part of Physical Facilities Lombok International
Airport implemented by the Provincial Government of
c) The delivery of Physical Facilities Air Side development
by the Government in Nusa Tenggara Barat to PT
Angkasa Pura I (Persero) to be used in the form of
airport management and operation of the delivery of
which was poured in a handover which was signed by
the parties
d) Giving Fixed Contributions of PT Angkasa Pura I
(Persero) to the Government of in Nusa Tenggara
Barat during most of the management and operation
of the Physical Facilities Air Side (including the amount
of value) will be specified in a separate Agreement.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
179
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Bandar Udara Internasional Lombok yang dilaksanakan
oleh Pemerintah Provinsi NTB No.: 050/658.A/UM/2011;
BA.313/OB.01.08/2011/DU tanggal 8 Agustus 2011.
Nusa Tenggara Barat No: 050/658.A/UM/2011; BA.313/
OB.01.08/2011/DU date August 8, 2011.
Guna menindaklanjuti Berita Acara Serah Terima
Operasional Sementara tersebut, Pemerintah Provinsi
Nusa Tenggara Barat melakukan penilaian aset
dengan menunjuk DJKN wilayah Bali Nusra pada
tahun 2013, dengan hasil penilaian/appraisal sebesar
Rp114.862.255.000,-.
In order to follow up the Meanwhile Opertions Handover,
the government of Nusa Tenggara Barat perform asset
valuation by pointing DJKN Bali Nusra area in 2013, with
the results of assessment or appraisal of Rp114 862 255.
Terhadap Aset milik Pemerintah Provinsi NTB dimaksud,
PT Angkasa Pura I (Persero) berencana untuk melakukan
pembelian Aset tersebut, sebagaimana disebutkan dalam
Surat Direktur Utama PT Angkasa Pura I (Persero) Nomor:
AP.I.5425/HK.05.03/2014/PD-B tanggal 27 Oktober 2014
perihal Tindak Lanjut Perjanjian Kerjasama Pemanfaatan
Sebagian Fasilitas Fisik di Bandara Internasional
Lombok dengan Pemerintah Provinsi Nusa Tenggara
Barat dan atas surat dimaksud, dimana Gubernur NTB
menyampaikan bahwa dapat menyetujui pembelian aset
dimaksud melalui suratnya nomor 415/33/KESDA tanggal
8 Januari 2015, namun selanjutnya Gubernur Provinsi
NTB menyampaikan surat kembali nomor 021.1/256/
UM-4/2015 tanggal 31 Agustus 2015 yang pada pokoknya
menyatakan bahwa pembahasan mengenai rencana
pembelian aset Pemerintah Provinsi NTB oleh PT AP I
baru dapat dilakukan apabila telah diselesaikannya
Perjanjian Kerjasama tentang Kontribusi Tetap, dimana
surat tersebut ditanggapi oleh PT Angkasa Pura I
(Persero) Nomor: AP.I.6468/HK.08/2015/PD-B tanggal
31 Desember 2015 yang pada pokoknya mengusulkan
untuk dapat tetap dilaksanakan Divestasi Aset milik
Pemprov. NTB di Bandara Internasional Lombok.
Assets belonging to the government of Nusa Tenggara
Barat province, PT Angkasa Pura I (Persero) plans to
purchase such assets, as mentioned in the letter of the
Director of PT Angkasa Pura I (Persero) No. AP.I.5425/
HK.05.03/2014/PD-B dated October 27, 2014 Follow-Up
Agreement concerning Cooperation Utilization Some
Physical Facilities in Lombok International Airport by
Government of Nusa Tenggara Barat province and on the
letter, where the Governor of West Nusa Tenggara said that
can approve the purchase of these assets corresponding
letter No.415/33/KESDA dated January 8, 2015.But then
the Governors of Nusa Tenggara Barat province sent a
letter number 021.1/256/UM4/2015 dated August 31, 2015
which essentially stated that purchase plan Government
of Nusa Tenggara Barat Province assets by PT Angkasa
Pura I (Persero) has to do if the completion of the
Cooperation Agreement on Fixed Contributions, where
the letter addressed by PT Angkasa Pura I (Persero) No.
AP.I.6468/ HK.08/2015/PD-B dated December 31, 2015,
which essentially proposes to be able to go ahead Divest
Assets to the Provincial Government of Nusa Tenggara
Barat Lombok International Airport.
Program pemberian kontribusi tetap dan rencana
pembelian aset milik Pemerintah Provinsi NTB tersebut
telah tertampung dalam RKA sebagai berikut:
Program providing regular contributions and purchasing
asset plan of the Government of West Nusa Tenggara has
been accommodated in the budget plan as follows:
No.
Uraian
Description
Anggaran
Budget
1.
Anggaran pemberian Kontribusi Tetap kepada Pemprov. NTB tahun 2011 s.d. 2015 /
Fixed Budget Award Contributions to the Government of West Nusa Tenggara
Province in 2011 to2015
Eksploitasi Tahun 2015 /
Exploitation 2015
2.
Anggaran Pembelian Aset Pemprov. NTB berupa Sebagian Fasilitas Fisik Sisi Udara
di Bandara Internasional Lombok / Budget Asset Purchase the Government of Nusa
Tenggara Barat province in the form of Air Side Part of Physical Facilities in Lombok
International Airport
Investasi Tahun 2016 /
Investments 2016
Setelah melalui beberapa kali rapat koordinasi, terakhir
telah dilaksanakan rapat koordinasi pada tanggal
27 Januari 2016 sebagai tindak lanjut pemberian
kontribusi tetap dan rencana pembelian aset milik
Pemerintah Provinsi Nusa Tenggara Barat dimaksud
yang dihadiri oleh perwakilan Pemerintah Provinsi
Nusa Tenggara Barat, DPRD Nusa Tenggara Barat, Tim
Penasihat Investasi Pemerintah Provinsi NTB di Kantor
Pusat PT Angkasa Pura I (Persero) yang pada pokoknya
menyepakati hal-hal sebagai berikut.
a) Para Pihak sepakat untuk menindaklanjuti Pemberian
Kontribusi Tetap berdasarkan Perjanjian tersendiri
180
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Nilai
Amount
2.928.987.503
120.605.367.750
After several coordination meetings, the latter has held
coordination meeting on January 27, 2016 as a followup of the fixed contributions and the planned purchase
of the assets of the Government of Nusa Tenggara Barat
province, which was attended by representatives of
the Government of Nusa Tenggara Barat Province, the
Regional Representatives Council Nusa Tenggara Barat,
Investment Advisory team of the Government of Nusa
Tenggara Barat province in PT Angkasa Pura I (Persero)
which basically agree to the following:
a) The Parties agreed to follow Giving Fixed Contributions
under the Agreement of its own (the Cooperation
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
(PKS II) yang merupakan satu kesatuan yang tidak
dapat dipisahkan dari Perjanjian Induk, sebagaimana
diatur dalam Pasal 10 Perjanjian Kerjasama antara
Pemerintah Provinsi NTB dengan PT Angkasa
Pura I (Persero) No. 415.43/001.A/2009; 05/SP/
Hk.06.03/2009/PP-BIL tanggal 11 Agustus 2009 (PKS
I) dengan memperhatikan Peraturan Pemerintah
Nomor 27 Tahun 2014 Tentang Pengelolaan Barang
Milik Negara/Daerah.
b) Para Pihak sepakat untuk menunjuk KPKNL yang
didampingi oleh BPKP untuk melakukan reappraisal
terhadap aset milik Pemerintah Provinsi NTB
dengan menggunakan biaya yang berasal dari PT
Angkasa Pura I (Persero), dimana hasil penilaian/
appraisal tersebut dijadikan dasar perhitungan
besaran pemberian kontribusi tetap yang selanjutnya
dituangkan dalam Berita Acara (Penunjukan
Appraisal dilakukan oleh Pemerintah Provinsi NTB).
Surat permohonan pendampingan BPKP akan
diterbitkan/diajukan oleh Pemerintah Provinsi NTB.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
d)Selanjutnya Para Pihak sepakat bahwa proses
penyelesaian Perjanjian Kerjasama Pemanfaatan
pemberian kontribusi tetap tersebut (PKS II) dapat
diselesaikan selama 1 (satu) bulan kedepan, selain
itu terkait rencana divestasi aset milik Pemprov.
NTB dimaksud, maka Para Pihak sepakat untuk
membicarakan Perjanjian Pengikatan Jual Beli/Akta
Jual Beli lebih lanjut yang juga sekaligus menjadi
Perjanjian yang mengakhiri Perjanjian Induk dan
Perjanjian tambahan pemberian kontribusi tetap
(PKS I dan PKS II).
Agreement II) which is a unity that can not be
separated from the Master Agreement, as provided
for in Article 10 of the Cooperation Agreement
between the Government of Nusa Tenggara
Barat Province and PT Angkasa Pura I (Persero)
No.415.43/001.A/2009;05/SP/Hk.06.03/2009/PP-BIL
dated August 11, 2009 (Agreement of Cooperation I)
by observing the Government Regulation No. 27 Year
2014 About the Management of State or Region.
b) The Parties agree to appoint the State Property Office
and Auction which was accompanied by the BPKP to
conduct reappraisal of the assets of the Government
of Nusa Tenggara Barat Province by using the cost
coming from PT Angkasa Pura I (Persero), where
the results of the assessment or appraisal will serve
as the basis for calculating the amount of giving
regular contributions are subsequently poured in
Minutes (appointment Appraisal conducted by the
Government of Nusa Tenggara Barat Province. A
letter of request assistance Financial andDevelopment
Supervisory Board (BPKP) will be published proposed
by the Government of Nusa Tenggara Barat Province.
c)Amount of granting Fixed Contributions and
Divestment Assets of the Government of Nusa
Tenggara Barat Province agreed by the Parties
according to the results of appraisal of the State
Property Office and Auction. The parties subsequently
(calculations team) will agree on formulations
calculation regular contributions. Against a start date
in the utilization of cooperation started from Lombok
International Airport is operated by PT Angkasa Pura I
(Persero) through divestment did in 2016 (the Sale and
Purchase Agreement in March 2016).
d) Furthermore, the Parties agree that the settlement
process Cooperation Agreement Utilization granting
fixed contributions of the (Agreement of Cooperation
II) can be completed for 1 (one) months, in addition
to the planned divestment of assets owned by the
Government of Nusa Tenggara Barat, the Parties
agree to discuss the Agreement the Sale Buy or Sell
deed of purchase also became a Treaty that ended
the Master Agreement and the additional Agreement
granting regular contributions (the Cooperation
Agreement I and II partnership agreement).
Menindaklanjuti hasil rapat diatas, telah dilaksanakan
hal-hal sebagai berikut.
a.
Pemerintah
Provinsi
Nusa
Tenggara
Barat
telah menerbitkan surat permohonan bantuan
pendampingan penilaian Aset Pemerintah Provinsi
NTB kepada Kantor Wilayah Perwakilan BPKP Provinsi
Nusa Tenggara No. 500/62/IV-Ekon/2016 tanggal 29
Januari 2016 dan surat permohonan appraisal ulang
aset Pemerintah Provinsi NTB kepada Kantor Wilayah
Direktorat Jenderal Kekayaan Negara Wilayah Bali
dan Nusa Tenggara No. 500/63/IV-Ekon/2016 tanggal
29 Januari 2016.
b. Dilaksanakan rapat koordinasi pembahasan rencana
appraisal aset Pemerintah Provinsi NTB di Kantor
Pemerintah Provinsi NTB pada tanggal 11 Februari
2016 yang dihadiri oleh Perwakilan PT Angkasa Pura
Follow up results of the meeting above, has implemented
the following matters:
a. The Government Nusa Tenggara Barat Province has
issue a letter requesting relief assistance appraisal
assets of Government of Nusa Tenggara Barat
Province to the Regional Office Representative
BPKP Nusa Tenggara Number 500/62/IV-Eco/2016
dated January 29, 2016 and a letter requesting the
reappraisal assets of Government of Nusa Tenggara
Barat Province to the Regional Office of Directorate
General of State Bali and Nusa Tenggara No. 500/63/
IV-Eco/2016 dated January 29, 2016
b. Coordination meeting discussion of appraisal assets
plan of the Government of Nusa Tenggara Barat
Province on February 11, 2016 which was attended
by representatives of PT Angkasa Pura I (Persero),
c) Besaran pemberian Kontribusi Tetap dan Divestasi
Aset milik Pemerintah Provinsi NTB disepakati
oleh Para Pihak sesuai hasil appraisal dari KPKNL.
Para pihak selanjutnya (tim perhitungan) akan
menyepakati formulasi perhitungan kontribusi tetap.
Terhadap tanggal mulai kerjasama pemanfaatan
di mulai sejak Bandara Internasional Lombok
dioperasikan oleh PT Angkasa Pura I sampai dengan
dilakukannya divestasi pada tahun 2016 (Perjanjian
Pengikatan Jual Beli pada bulan Maret tahun 2016).
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
181
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
I (Persero), Pemerintah Provinsi NTB, Kantor KPKNL
Mataram, Kantor Wilayah BPKP Provinsi NTB, BKPM
dan PT Provinsi NTB, dan sebagainya.
c. Direksi PT Angkasa Pura I (Persero) menerbitkan
surat kepada Dewan Komisaris terkait permohonan
persetujuan/tanggapan atas tindak lanjut kerjasama
pemanfaatan pemberian kontribusi tetap dan
rencana pembelian aset Pemprov NTB No. AP.I.840/
HK.09.01/2016/PD-B tanggal 11 Februari 2016,
dan surat dimaksud telah ditanggapi oleh Dewan
Komisaris melalui surat No. 08/DK.AP.I/2016 tanggal
29 Februari 2016 perihal Permohonan Persetujuan
atas Tindak Lanjut Kerjasama Pemanfaatan
Pemberian Kontribusi Tetap dan Rencana Pembelian
Aset Pemprov. NTB yang pada pokoknya meminta
kepada Direksi PT Angkasa Pura I (Persero) untuk
menyampaikan informasi/data dukung meliputi:
a) Terkait dengan batasan kewenangan pemberian
persetujuan apakah melalui persetujuan Dewan
Komisaris atau Pemegang Saham diperlukan
data besaran kontribusi tetap yang sudah
disepakati antara Direksi dengan Pemerintah
Provinsi NTB.
b) Hasil penilaian kembali (reappraisal) atas nilai
aset milik Pemerintah Provinsi NTB oleh KPKNL
dan BPKP yang menjadi dasar perhitungan
besaran pemberian kontribusi tetap. Selanjutnya
disampaikan pula bahwa dengan dibelinya aset
milik Pemerintah Provinsi NTB sebagaimana yang
sudah disetujui oleh Dewan Komisaris dalam surat
No.: 23/DK.AP.I/2015 tanggal 14 April 2015, maka
pemberian kontribusi tetap kepada Pemerintah
Provinsi NTB dapat diakhiri.
182
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
the Government of Nusa Tenggara Barat Province,
the Office of the State Property Office and Auction
Mataram, the Regional Office of Financial and
Development Supervisory Board (BPKP) of the
Government of Nusa Tenggara Barat Province, BKPM
& PT of Nusa Tenggara Barat Province, and so forth.
c. Directors PT Angkasa Pura I (Persero) issue a letter
to the Commisionaire related the application for
approval/ response to the follow-up of cooperation
for joint utilization granting fixed contributions and
purchase plan of assets of Government Nusa Tenggara
Barat Province No. AP.I.840/ HK.09.01/ 2016/ PD-B
dated February 11, 2016and a letter has been referred to
by the Board of Commissioners through letter No. 08/
DK.AP.I/ 2016 dated February 29, 2016 regarding the
Request Approval of Follow-up Cooperation Utilization
Provision Contributions Fixed Asset Purchase Plan and
the provincial government. NTB is in principle asked the
Board of Directors of PT Angkasa Pura I (Persero) to
submit information/ data support includes:
a) Related to limit the authority to grant approval if
the approval of the Board of Commissioners or
the amount of data required Shareholder regular
contributions that have been agreed between the
Directors and the Provincial Government of NTB.
b) The results of the revaluation (reappraisal) on
the value of assets belonging to the Provincial
Government of NTB by KPKNL and BPKP on
which the administration calculated the amount
ofregular contributions. Further presented that
the purchased assets belonging to the Provincial
Government of NTB, as approved by the Board
of Commissioners in a letter No.: 23/DK.AP.I/2015
dated 14 April 2015, the provision of regular
contributions to the NTB provincial government
can be terminated.
5. PPN Internasional masa tahun 2005
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.00044/207/03/051/07
tanggal 22 Maret 2007 sebesar Rp98.687.947,-.
5.International VAT fiscal year 2005
Based on the results of examination by the Tax Directorate
General of Taxation Tax Officedetermined that PT
Angkasa Pura I (Persero) are VATunderpayment of tax
underpayment No.00044/207/03/051/07 International
through March 22, 2007 amounting to Rp98,687,947, -.
PT Angkasa Pura I (Persero) mengajukan keberatan I
melalui suratNo. 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. 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 (Persero)
atas keberatan SKPKB No.00044/207/03/051/07 tanggal
22 Maret 2007 tersebut.
PT Angkasa Pura 1 (Persero) I objected by letter No. AP255/
KU.50.71407/DK-B dated 11 April 2007 and the second
objection by letter dated June 21, 2007 No.AP.1.2176/
KU.50.7/2007/OK-B that has been rejected by the
Directorate Genera/ of Taxes to the letter No. Kep-013/
WP3.19/BD, 05/2008, dated January 18, 2008. PT Angkasa
Pura I (Persero) filed with the Securities Appellate Panel
of the Court of Tax Appeals to No.AP.I.673/KU50.7/2008/
DU-B dated January 27, 2008. From the Tax Court of Justice
has issued Decision No.Put-18464/PP.M. Vlll/16/2009
dated June 10, 2009 which granted the whole of Appeals
PT Angkasa Pura I (Persero) over the objections of SKPKB
No.00044/207/03/051/07 is dated March 22, 2007.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Direktorat Jendral Pajak kemudian mengajukan
Peninjauan Kembali ke Mahkamah Agung RI melalui surat
No. S-8434/PJ.074/2009 dan PT Angkasa Pura I (Persero)
juga telah mengajukan kontra memori Peninjauan Kembali
ke Mahkamah Agung RI melalui surat No.AP.I-3798/
KU.50.7/2009/DU-B tanggal 13 November 2009.
Berdasarkan putusan Mahkamah Agung Nomor 88/B/PK/
PJK/2012 yang diputuskan tanggal 13 Mei 2013 menyatakan
Menolak Permohonan peninjauan kembali dari Pemohon
Peninjauan Kembali Direktur Jenderal Pajak.
Directorat General of Taxation then filed a judicial review
to the Supreme Court through a letter No. S-8434/
PJ.074/2009 and PT Angkasa Pura I (Persero) has also
filed a counter-memory of judicial review to the Supreme
Court through a letter dated 13 NovemberNo.AP.I-3798/
KU.50.7/2009/DU-B, 2009. Under the Supreme Court’s
decision number 88/B/ PK/CHD/2012 which concluded
on May 13, 2013 stated Reject Request reconsideration of
Applicant Reconsideration Director General of Taxation.
Surat Keputusan Pengadilan PajakNomor: PUT.18464/PP/M.
VIII/16/2009 Tanggal 16 Juli 2009 untuk masa pajak Januari
sampai dengan Desember 2005: mengabulkan seluruhnya
permohonan banding PT Angkasa Pura I (Persero).
Tax Court Decision Letter number: PUT.18464/PP/M.
VIII/16/2009 Date of July 16, 2009 for the tax period of
January to December 2005: grant the appeal wholly PT
Angkasa Pura I (Persero).
Surat tembusan Mahkamah Agung Republik Indonesia
kepada PT Angkasa Pura I (Persero) Nomor: 686/P.
PTS/IX/2014/88/B/PK/PJK/2012 Tanggal 17 September
2014 Perihal Pengiriman Putusan Perkara Peninjauan
Kembali Pajak Reg No.88/B/PK/PJK/2012 menyatakan
belum diterima putusan dari Mahkamah Agung Republik
Indonesia.
Letter copy of the Supreme Court of the Republic of
Indonesia to PT Angkasa Pura I (Persero) nomot: 686/
P.PTS/ IX/ 2014/88/ B/ PK/ PJK/ 2012 Date 17 September
2014 regarding the Review Case Decision Shipping Tax
Reg No.88/ B/ PK/PJK/2012 states have not accepted the
verdict of the Supreme Court of the Republic of Indonesia.
6. PPN Internasional masa bulan Januari 2006 sampai
dengan November 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.00115/207/06/051/08
tanggal 1 Desember 2008 sebesar Rp100.667.387,PT Angkasa Pura I (Persero) mengajukan keberatan
melalui surat No. AP I.372/KU.50.7/2009/DK-B tanggal
2 Februari 2009 dan Banding dengan Surat Banding ke
Majelis Pengadilan Pajak. Sidang Pengadilan Pajak telah
dibacakan Putusannya, namun sampai saat ini Hasil
Putusannya belum dikeluarkan oleh Pengadilan Pajak.
Surat keputusan Pengadilan Pajak Nomor Put.36948/PP/
M.V/16/2012 yang mengabulkan sebagian permohonan
Banding terhadap Keputusan Dirjen Pajak atas PPN Masa
Januari sampai dengan November 2006.
6. The International VAT period January to November2006.
Based on the results of examination by KPP BUMN
ofDirectorate General of Taxation, if was determinedthat
PT Angkasa Pura I (Persero) are experiencingInternational
VAT underpayment through letterNo.00115207/06/051/08
December 1, 2008 amounting to Rp100.667.387. PT
Angkasa Pura I (Persero) submitted first objection
through its letter No. AP I. 372/KU. 50.7/2009/DK-B dated
February 2, 2009 and the Appeal Letter to the Council
Tax Court. From the Tax Court trial verdict was read,
but to date has not released the results of decision by
the Tax Court. Tax Court decision letter No. Put.36948/
PP/M.V/16/2012, which approved some requests Appeal
Decision to Tax Director General of the VAT period January
to November 2006.
Direktorat Jendral Pajak mengajukan Peninjauan Kembali
ke Mahkamah Agung RI melalui surat No. S-5568/
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-5306/
KU.50.7/2012/DU-B tanggal 26 September 2012. Sampai
saat ini Peninjauan Kembali tersebut masih dalam proses
atau belum diterima putusan dari Mahkamah Agung
RepubIik Indonesia.
Directorat General of Taxation filed a judicial review to
Supreme Court through a letter No. S-5568/PJ.07/2012
and PT Angkasa Pura I (Persero) has also filed a countermemory of judicial review to Supreme Court through
a letter dated 26 September, 2012 No.AP.I- 5306/
KU.50.7/2012/DU-B. To date a judicial review is still in
process in the Supreme Court.
7. Perkara dengan Komisi Pengawas Persaingan Usaha
(KPPU).
Perusahaan menerima gugatan dari Komisi Pengawasan
Persaingan Usaha atas dugaan praktek monopoli PT
Angkasa Pura I (Persero) pada jasa ground handling
pesawat charter di Bandara I Gusti Ngurah Rai Bali.
Tanggal 25 Maret 2015 Majelis Komisi membacakan
putusan yang pada pokoknya berisi:
7. The case with the Business Competition Supervisory
Commission.
The Company received a lawsuit from the Business
Competition Supervisory Commission based on
allegation of monopolistic practices in Ground handling
services charter flight at Ngurah Rai Airport in Bali. On
March 25,2015 Commission for Supervision of Business
Competition(KPPU) has rendered a verdict as follows:
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
183
Laporan Manajemen
Management Report
184
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
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a)Menyatakan bahwa PT Angkasa Pura I dan
PT Execujet Indonesia (EJI) terbukti secara sah dan
meyakinkan melanggar Pasal 17 UU No 5/1999;
b)
Memerintahkan PT Angkasa Pura I untuk
menghentikan hak eksklusivitas untuk EJI dan
membuka peluang usaha bagi pelaku usaha lain;
c) Menghukum PT Angkasa Pura I untuk membayar denda
apabila tidak melakukan perintah putusan tersebut.
a) Stating that PT Angkasa Pura I and PT Execujet
Indonesia (Eji) proven legally and convincingly
violatingArticle 17 of Law No. 5/1999;
b)Ordered PT Angkasa Pura I to stop the exclusivity rights
for PT Execujet Indonesia and opening opportunities
for other business actors;
c) Required PT Angkasa Pura 1 to pay penalty if it does
not do the orders of the decision.
Atas putusan KPPU pada tanggal 25 Maret 2015, PT
Angkasa Pura I telah melakukan pencadangan dana
terhadap denda yang diduga melakukan pelanggaran
dengan Komisi Pengawas Persaingan Usaha pada tahun
2015 sebesar Rp5.000.000.000 dan PT Execujet Indonesia
(EJI) mengajukan Banding ke Pengadilan Negeri Jakarta
Pusat; Putusan Pengadilan Negeri Jakarta Pusat atas
banding tersebut pada tanggal 1 Juli 2015 menguatkan
putusan KPPU sebelumnya; Atas putusan Pengadilan
Negeri Jakarta Pusat terkait Keberatan atas putusan
KPPU pada tanggal 1 Juli 2015, PT EJI mengajukan Kasasi
kepada Mahkamah Agung Republik Indonesia; Tanggal
26 November 2015, Mahkamah Agung Republik Indonesia
membacakan putusan atas kasasi yang diajukan PT EJI,
yang menguatkan Putusan KPPU dan Pengadilan Negeri
Jakarta Pusat sebelumnya.
Based on the decision of the Commission on March
25, 2015, PT Angkasa Pura I has established a reserve
fundagainst fines for alleged violations of the Business
Competition Supervisory Commission in 2015 amounted
to Rp5,000,000,000. PT Execujet Indonesia filed appeal
tothe Central Jakarta District Court. The Central Jakarta
District Court judgment on this appeal on July 1, 2015 has
strengthened the Commission’s previous decision; Based
on the decision of the Central Jakarta District Court related
objection to the decision of the Commission on July 1, 2015,
PT Execujet Indonesia filed a cassation to the Supreme
Court of the Republic of Indonesia; On November 26, 2015,
the Supreme Court of the Republic of Indonesia stated
the decision on the appeal filed by PT Execujet Indonesia,
which affirmed the Commission’s and the Central Jakarta
District Court’s previous decision.
8.Penyelidikan No. 24/Lid-L/VIII/2015 terkait Dugaan
Pelanggaran UU Nomor 5 Tahun 1999 tentang Larangan
Praktek Monopoli dan Persaingan Usaha Tidak Sehat yang
dilakukan oleh PT Angkasa Pura Logistik Makassar dalam
Pelayanan Jasa Kebandarudaraan di Terminal Kargo
Bandara Sultan Hasanuddin Makassar. Telah dilakukan
pemeriksaan penyelidikan pada tanggal 19 November
2015 di Kantor Pusat KPPU, yang pada pokoknya meminta
klarifikasi tentang proses bisnis kargo di Terminal kargo
Bandara Sultan Hasanuddin Makassar. Perwakilan
PT Angkasa Pura I (Persero) yang terdiri dari Head of
Legal, Aviation Marketing Group Head, Cargo Marketing
Department Head dan Legal Officer, mewakili Direktur
Utama PT Angkasa Pura I (Persero) berdasarkan Surat
Kuasa Khusus Nomor AP.I.5759/HK.02.05/2015/PD-B
tanggal 19 November 2015, telah memenuhi Panggilan
dari KPPU untuk menghadap tim penyelidik KPPU pada
hari Kamis tanggal 19 November 2015 di Gedung KPPU.
8.Investigations No. 24/Lid-L/VIII/2015 Related Alleged
Violation of Law No. 5 of 1999 concerning Prohibition of
Monopolistic Practices and Unfair Business Competition
conducted by PT Angkasa Pura Logistik in Services Airport
Affairs, at the Cargo Terminal of Sultan Hasanuddin
Airport Makassar. The investigation examination has been
carried out on November 19, 2015 at the Commission’s
head office, which is essentially seeking clarification
of the cargo business processes in cargo terminal of
Sultan Hasanuddin Airport Makassar. Representatives
of PT Angkasa Pura I (Persero) consisting of Head of
Legal, Aviation Marketing Group Head, Cargo Marketing
Department Head and Legal Officer, representing the
President Director of PT Angkasa Pura I (Persero) based on
Special Power of Attorney No.vAP.I.5759/HK.02.05/2015/
PD-B on 19 November 2015, in compliance the call to face
the KPPU investigation team on Thursday, 19 November
2015 at KPPU’s Building.
9. Penyelesaian Permasalahan Tanah Milik PT Angkasa
Pura I (Persero)
1) Bandara Pattimura Ambon
a. Gugatan Ketua Persekutuan Adat Negeri Hattu
(sdr Markus Hehalatu) di Pengadilan Negeri
Ambon No. 11/Pdt.G/2010/PN.AB.
Tanah obyek sengketa: Dusun dati Waitupa
Sawane, luas 32 Ha; Dusun dati Wai Meteng, luas
65 Ha; Dusun dati Wai Wailawa, luas 45 Ha; Dusun
dati Utatetu, luas 75 Ha; Dusun dati Omiko, luas
33 Ha (± 250 Ha). Perkara telah sampai pada
tingkat Kasasi di Mahkamah Agung Republik
Indonesia yang mana telah dikeluarkan Putusan
Kasasi Nomor: 3309 K/PDT/2012 yang amar
putusannya ialah mengabulkan permohonan
9. Settlement of Land Problems Owned PT Angkasa Pura I
(Persero)
1) Pattimura International Airport ambon
a. The lawsuit by the Chairman of the Guild of
Indigenous Affairs Hatu (Mr Markus Hehalatu) in
Ambon District Court No. 11/Pdt.G/2010/PN.AB.
The dispute land : Dusun dati Waitupa Sawane,
with area 32 Ha; Dusun dati Wai Meteng, with
area 65 Ha; Dusun dati Wai Wailawa, with area
45 Ha; Dusun dati Utatetu, with area 75 Ha;
Dusun dati Omiko, with area 33 Ha (± 250 Ha).
The case has arrived to the level of Cassation in
the Supreme Court of Republic of Indonesia which
have been issued Cassation Decision No. 3309 K/
PDT/2012 which verdict is granted the applicant’s
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kasasi para pemohon kasasi dan membatalkan
Putusan Pengadilan Tinggi Ambon.
cassation appeal and cancel the Ambon High
Court’s decision.
b. Gugatan Kepala Pemerintah Negeri Laha (sdr
Hi. Said Laturua) di Pengadilan Negeri Ambon
No.142/Pdt.G/2012/PN.AB.
Telah keluar Putusan Kasasi No. 1212 K/PDT/2014
tanggal 15 September 2015. Tanah obyek
sengketa: Dusun dati Waitupa Sawane, luas 32
Ha; Dusun dati Wai Meteng, luas 65 Ha; Dusun
dati Wai Wailawa, luas 45 Ha; Dusun dati Utatetu,
luas 75 Ha; Dusun dati Omiko, luas 33 Ha (± 250
Ha). Pokok putusan Membatalkan putusan PT
Maluku No. 35/PDT/2013/PTMAL tanggal 08
November 2013 yang telah memperbaiki putusan
Putusan PN Ambon No. 142/Pdt.G/2012/PN.AB
tanggal 17 Juli 2013.
b. The lawsuit by the Head of State Government
Laha (Mr Hi. Said Laturua) in Ambon District Court
No. 142/Pdt.G/2012/PN.AB.
It was issued the cassation’s decision no. 1212
K/PDT/2014 dated September 15, 2015. Land
disputed: Dusun dati Waitupa Sawane, an area
of 32 hectares; Dusun Dati Meteng Wai, an area
of 65 hectares; Dusun dati Wai Wailawa, area
of 45 hectares; Dusun dati Utatetu, area 75 ha;
Dusun dati Omiko, with area 33 Ha (± 250 Ha).
Principal decision was to cancel the decision of the
Maluku High Court No. 35/PDT 201/PTMAL ated
November 8, 2013 that have improved Ambon
District Court’s decision No. 142/Pdt.G/2012/
PN.AB dated July 17, 2013.
c. Request Realization of compensation based on
Cassation Decision by the Supreme Court of the
Republic of Indonesia No. 2201 k/Pdt/2007 filed
by Julius Tipawael (country citizen of Hattu).
Land disputes object are land plots of 84,000
m2, which is part of the land plots in Situation
Figure No.01/1992 of 190,000 m². Has been filed
a judicial review to the Supreme Court, through
the Ambon District Court. On May 12, 2015, was
issued the judicial review Decision No. : 109 PK/
PDT/2015dated May 12, 2015 which essentially
states that Reconsideration Request submitted
by PT Angkasa Pura I (Persero) is unacceptable.
Based on that PT Angkasa Pura I (Persero) has
sent a letter to the Chairman of the General for
Civil through letter No.AP.I.1141/HK.02/2016/HD-B
dated February 26, 2016 concerning the Submission
of the Minutes of attitude on Reconsideration
Decision No. 109 PK/PDT/2015 and Head of the
Supervisory Board of the Supreme Court of the
Republic of Indonesia through letter No. AP.I.1142/
HK.02/2016/HD-B dated February 26, 2016
concerning the Real Losses report Treatise On
Reconsideration Decision No. 109 P/PDT/2015.
c. Permohonan Realisasi Ganti Rugi berdasarkan
Putusan Kasasi MA.RI No. 2201 k/Pdt/2007 yang
diajukan oleh Julius Tipawael (warga negeri
Hattu).
Tanah obyek permasalahan adalah Persil tanah
seluas 84.000 M2 yang merupakan bagian dari
persil tanah dalam Gambar Situasi No.01/1992
seluas 190.000 m². Telah disampaikan Memori
Permohonan
Peninjauan
Kembali
kepada
Mahmakah Agung RI, melalui Pengadilan Negeri
Ambon dan atas Permohonan Peninjauan
Kembali telah dikeluarkan Putusan Peninjauan
Kembali Mahkamah Agung Republik Indonesia
Nomor : 109 PK/PDT/2015 tanggal 12 Mei 2015
yang pada pokoknya menyatakan bahwa
Permohonan Peninjauan Kembali yang diajukan
oleh PT Angkasa Pura I (Persero) tidak dapat
diterima. Berdasar hal tersebut PT Angkasa Pura
I (Persero) telah melayangkan surat kepada Ketua
Muda Perdata melalui surat Nomor: AP.I.1141/
HK.02/2016/HD-B tanggal 26 Februari 2016
perihal Penyampaian Sikap atas Risalah Putusan
Peninjauan Kembali Nomor: 109 PK/PDT/2015 dan
Kepala Badan Pengawasan Mahkamah Agung
Republik Indonesia melalui surat Nomor: AP.I.1142/
HK.02/2016/HD-B tanggal 26 Februari 2016perihal
Laporan Kerugian Nyata Atas Risalah Putusan
Peninjauan Kembali Nomor: 109 PK/PDT/2015.
d.Gugatan terkait perbuatan melawan hukum
yang diajukan oleh Nicolaus Tipawael dalam
hal ini dikuasakan kepada Law Office Hatane
& Associates (selaku Penggugat) kepada PT
Angkasa pura I (Persero) (selaku Tergugat) dan
Menteri Perhubungan Cq. Dirjen Perhubungan
Udara (Turut Tergugat) berdasarkan Relaas
Panggilan Sidang Pengadilan Negeri Jakarta
Pusat Nomor: 421/Pdt.G/2014/PN.JKT.PST tanggal
19 September 2014. Tanah obyek permasalahan
adalah Persil tanah seluas 84.000 M2 yang
merupakan bagian dari persil tanah dalam
Gambar Situasi No.01/1992 seluas 190.000 M2
d. The lawsuit related the act against the law was
filed by Nicolaus Tipawael which was authorizes
to Hatane & Associates Law Office (as Plaintiff)
to PT Angkasa pura I (Persero) (Defendant) and
Transportation Minister cq. DGCA (Co-Defendant)
based Relaas Call Session of the Central Jakarta
District Court No. 421/Pdt.G/2014/PN.JKT.PST
September 19, 2014. Land disputes are the land
plots an area of 84,000 m2, which is part of the
land plots in Situation Figure No.01/1992 covering
190,000 M2 with the location Dati Hatuhuru
village, Village of Hattu Leihittu, District of Central
Maluku. The Jakarta District Court has issued
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dengan lokasi Dusun Dati Hatuhuru, Desa Hattu
Kecamatan Leihittu Kabupaten Maluku Tengah.
Pengadilan Negeri Jakarta telah mengeluarkan
putusan sela yang memutuskan bahwa
Pengadilan Negeri Jakarta tidak berwenang
mengadili Perkara tersebut.
an interim decision which decided that Jakarta
District Court was not authorized to the Case.
e. Somasi Yanuar Faisal Mewar Reff. Surat Somasi
Nomor: Somasi I; Somasi II No. 34/Somasi/
XI/2013 tanggal 18 Nopember 2013.
Atas tindakan menguasai, atau menggunakan/
memanfaatkan atau mengelola tanpa hak
terhadap sebagian atau seluruh lahan/tanah
Eigendom No.1069 atas nama Hoesin Mewar, dan
kawan-kawan. Pokok somasi antara lain Luas
tanah: 7.935 m² Lokasi: Dusun Ajer Manis dan Ajer
Sakula yang masuk dalam wilayah Negeri/Desa
Laha, Kecamatan Teluk Ambon, Kota Ambon,
yang berbatasan dengan Timur Laut: Dusun
Wayatuputi Tenggara: Dusun Dati Negori Seilale
dan Pantai Barat Laut dan Barat Daya: Tanahtanah Negeri Hatu. Terhadap hal ini AP I meminta
bukti formal atas kepemilikan sah atas obyek
tanah dan bukti formal selaku subyek hukum atas
pemilik tanah dimaksud.
e. The legal notice of Yanuar Faisal Mewar Reference
legal notice Letter No. Legal notice I; Legal notice II
No. 34/Somasi/XI/2013 dated November 18, 2013.
The actions of controlling, or using/utilizing or
manage without the right to a part or the whole
land/soil Eigendom No.1069 on behalf Hoesin
Mewar and friends. Principal legal notice include
Land area: 7,935 m² Location: Ajer Manis and
Ajer Sakula who entered the territory of the
State/Village of Laha, Teluk Ambon, Ambon,
bordering with: Northeast: Wayatuputi village,
Southeast: vilagge of Dati Negori Seilale and
Beaches Northwestern and Southwestern: lands
Hatu country. Relating this case PT Angkasa
Pura I (Persero) asked for formal proof of legal
ownership of an land object and the formal proof
as legal subjects of the land owner.
Pada tanggal 26 September 2015 Lenarki Latupeirissa
& Partners selaku Kuasa Hukum Keluarga Mewar
menyampaikan surat Nomor: 01/L&P/Srt.K/IX/15
perihal Permohonan Pembayaran Pemakaian
dan Ganti Rugi Terhadap Eigendom Verponding
Nomor 1069. Menindaklanjuti hal tersebut AP1 akan
berkoordinasi dengan Kementerian Perhubungan
Republik Indonesia mengingat proses perolehan
tanah tersebut dilakukan oleh Kementerian
Perhubungan.
On 26 September 2015 Lenarki Latupeirissa &
Partners as the Legal Counsel of the Mewar family
sent a letter No. 01/L & P/Srt.K/IX/15 concerning
the Payment Application Usage and Indemnity
Against Eigendom Verponding No. 1069. Following
this, the AP1 will coordinate with the Ministry of
Transport of the Republic of Indonesia in view of
the land acquisition process conducted by the
Ministry of Transportation
f. Permasalahan tanah Barbara Hunila.
Pokok Somasi: Realisasi ganti rugi yang belum
dibayarkan PT Angkasa Pura I (Persero). Surat
masuk dari Denden& Samuel With Partners
dengan No. 016/DS-SOMASI/Amb/2015 tanggal
7 Desember 2015, menyatakan Sdr. Barbara
Hunila memiliki tanah dati seluas 1.052 m2
yang sampai sekarang proses ganti ruginya
belum direalisasikan oleh PT Angkasa Pura
(Persero). Telah dikirim balasan atas somasi
Denden Samuel with Partners No. AP.I.1534/
HK.01/2015/GM.AMQ menyatakan Tergugat yang
dimaksud oleh Denden Samuel With Partners
bukan Merupakan PT Angkasa Pura I (Persero)
melainkan Kepala Jawatan Pelabuhan Udara;
Berdasarkan PP No. 5 Tahun 1992 PT Angkasa Pura
I (Persero) merupakan perusahaan perseroan
bukan perusahaan Jawatan sebagaimana yang
dimaksud oleh Denden Samuel With Partners;
Tanah Yang Dimaksud oleh Denden Samuel With
Partners masih dalam proses kasasi Perdata
No.
1212K/Pdt/2014;Berdasarkan
B.A.S.T.O
No. AU/4973/UM.1188/95,BA.90/HK.50 1995-
f. Land dispute of Barbara Hunila
The Principal legal notice : Realization of unpaid
compensation PT Angkasa Pura I (Persero).
Incoming mail from Denden and Samuel With
Partners with No. 016/DS-SOMASI/Amb/2015
dated December 7, 2015, stated Mr. Barbara
Hunila have dati land of 1,052 m2 that until now the
process of compensation was not realized by PT
Angkasa Pura (Persero). The company has replied
the legal notice to Samuel Denden with Partner
no.AP.I.1534/HK.01/2015/GM.AMQ, stated that
Defendants are referred by Samuel Deden With
Partners is not PT Angkasa Pura I (Persero) but
Chief of Bureau Airports; Based on Government
Regulation (PP) No. 5 1992 PT Angkasa Pura I
(Persero) is a limited liability company instead
of the service company as defined by Denden
Samuel With Partners; Land That Meant By Samuel
Denden with Partners still under the civil appeal
process No. 1212K/Pdt/2014; ased Handover
Operation No. AU/4973/UM.1188/95, BA.9/1995DU HK.50 Article 2 (d) All debts Pattimura airport
in Ambon that occurred on 20 September 1995 to
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DU Pasal 2 (d) Semua utang-piutang Badara
Patimura Ambon yang terjadi sampai tanggal
20 September 1995 menjadi tanggung jawab
Direktorat Jendral Perhubungan Udara.
the responsibility of the Directorate General of
Civil Aviation.
g. Gugatan Yosias Tipawael & Gustaf Tipawael
(”TIPAWAEL CS”) Nomor:148/Pdt.G/2015/PN.Amb.
Sengketa kepemilikan tanah atas sebagian dari
Dusun Dati Hatuhuru besar alias batudiri yang
disengketakan oleh TIPAWAEL CS (penggugat)
dikarenakan sebagian dari dusun tersebut telah
dikuasai oleh (tergugat):Izak Marlissa (“T1”);
H. Mohamad Sade (“T2”); PT Angkasa Pura I
(Persero) (“API”)(T3); Kepala Badan Pertanahan
Nasional cq. Kepala Badan Pertanahan Nasional
Maluku Tengan (“T4”).
Dilakukan Mediasi tanggal 27 Agustus 2015 di PN Ambon dan majelis hakim memutuskan
menunda sampai dengan tanggal 10 September
2015 karena T1, T2 dan T4 tidak hadir; Tanggal
17 September 2015 menghadap ke persidangan
dengan agenda awal mediasi, tetapi hakim
mediator sedang tidak ada ditempat sehingga
majelis hakim memutuskan menunda mediasi
sampai tanggal 01 Oktober 2015 T2 dan TT tidak
hadir; Tanggal 10 Desember 2015 telah dilakukan
Pembuktian oleh Penggugat (Tipawael CS)
dengan alat bukti:
- Surat Ahli Waris (copy)
- Putusan PN Julius tipawael
- Putusan Kasasi Julius tipawael
g.Lawsuit Yosias Tipawael & Gustav Tipawael
(“TIPAWAEL CS”) No. 148/Pdt.G/2015/PN.Amb A
land ownership dispute over a portion of Village
of Dati Hatuhuru other name batudiri disputed
by TIPAWAEL CS (plaintiff) because most of the
village was occupied by (the defendant): Izak
Marlissa(“T1”); H. Mohamad Sade (“T2”); PT
Angkasa PuraI (Persero) (“API”) (T3); Head of
National Land Agency cq. Head of National Land
Agency cq. Head of National Land Agency Central
Maluku (“T4”).
The mediation process is done several times in
the Ambon District Court namely On August 27,
2015but the judge decided to postpone until the
date of September 10, 2015; On September 17,
2015 the judge decided to delay until October 1,
2015; On December 10, 2015 Verification has been
done by the Plaintiff (Tipawael CS) with evidence:
Tanggal 17 Desember 2015 dilakukan pembuktian
oleh Tergugat (PTANGKASAPURA I) dengan alat
bukti:
- Sertifikat HPL No. 1 Tahun 2000 atas nama
PT Angkasa Pura I (Persero)
- Sertifikat HPL No. 2 Tahun 2000 a.n.
PT Angkasa Pura I (PERSERO)
- Berita Acara Serah Terima Operasional
- Lampiran Bukti Bayar (copy)
On December 17, 2015 carried out verification by
the Defendant (PT Angkasa Pura I (Persero)) with
vidence:
- HPL Certificate No. 1 of 2000 on behalf of PT
Angkasa Pura I (Persero)
- HPL Certificate No. 2 Year 2000 a.n. PT
Angkasa Pura I (Persero)
-Operational minutes of hand over
- Attachment on Proof of Payment (copy)
Sampai dengan tanggal 11 Februari 2016 telah
dilaksanakan tahapan Pemeriksaan Setempat
dan Pemeriksaan Saksi di Pengadilan Negeri
Ambon dengan rincian sebagai berikut :
-Tanggal 21 Januari 2016 Pemeriksaan
Setempat atas permintaan Penggugat,
dilakukan pada sisi batas utara yaitu Cek
Dam hingga Batas Barat yaitu Bukit Badiri;
- Tanggal 4 dan 11 Februari 2016 dilaksanakan
Pemeriksaan Saksi atas nama Albertus
Hehamony dan Sefanya Salamuhu yang
diajukan oleh Penggugat.
h.Penggunaan Lahan Milik PT Angkasa Pura
I (Persero) di Bandar Udara Selaparang –
Mataram oleh Pemerintah Kota Mataram untuk
Pembangunan Jalan Dakota.
Pada tahun 2013 telah dilakukan pembangunan
Jalan Dakota oleh Pemerintah Kota Mataram
-
-
-
Heirs letter (copy)
District Court Decision Julius tipawael
Verdict Cassation Julius tipawael
As of February 11, 2016 has been implemented the
stages of the Local Inspection and Examination of
Witness in Ambon District Court with the following
details:
-On January 21, 2016 Local Examination on the
request of the Plaintiff, conducted on the on
the north side of the boundary is Cekdam to
West Limit namely Bukit Badiri ;
- As of 4 and February 11, 2016 Witness
Examination conducted on behalf of Albertus
Hehamony and Sefanya Salamuhu filed by
the Plaintiff.
h. The use of land owned by PT Angkasa Pura I
(Persero) in selaparang airport - Mataram by the
City Government of Mataram for Dakota road
construction.
In 2013 the construction of the Dakota road by
the City government of Mataram without prior
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tanpa berkoordinasi terlebih dahulu dengan
PT Angkasa Pura I (Persero), dimana dalam
pembangunan jalan dimaksud telah menggunakan
lahan milik PT Angkasa Pura I (Persero) seluas
502 m2 (berdasarkan hasil pengukuran Kantor
Pertanahan Kota Mataram tanggal 31 Maret
2015), yang merupakan bagian dari tanah seluas
14.800 m2 berdasarkan sertifikat Hak Pengelolaan
No. 2 tanggal 24 Desember 2008 merupakan
Penambahan Penyertaan Modal Negara ke dalam
modal saham PT Angkasa Pura I (Persero) sesuai
dengan Peraturan Pemerintah Nomor 38 Tahun
1995 dan Surat Perjanjian Penguasaan Tanah dan
Kesediaan Penyerahan/Pelepasan Hak Atas Tanah
tanggal 26 Februari 1998.
PT Angkasa Pura I (Persero) telah melakukan
upaya penyelesaian permasalahan dimaksud
kepada Pemerintah Kota Mataram sejak tahun
2013, dimana perkembangan terakhir terhadap
hal tersebut sebagai berikut.
1) Direksi PT Angkasa Pura I (Persero) telah
menerbitkan
permohonan
persetujuan
kepada Dewan Komisaris No. AP.I.5161/
HK.02/2015/PD-B tanggal 7 Oktober 2015
dan telah dijawab oleh Dewan Komisaris
dengan Surat No. 72/DK.AP.I./2015 tanggal
2 November 2015 perihal Penggunaan Lahan
PT AP I di Bandara Internasional Lombok oleh
Pemerintah Daerah yang pada pokoknya
meminta direksi untuk melengkapi:
- Kajian Legal
- Kajian Ekonomis
- Dokumen pendukung lainnya seperti
Rencana Umum Tata Ruang wilayah tsb,
Bukti pemilikan HPL, Peta Lokasi, Nilai
Perolehan, Nilai Buku, Tahun Perolehan,
Kondisi aset tersebut dan dokumentasi
foto kondisi terakhir.
2)Pemerintah Kota Mataram menerbitkan
surat Nomor: 900/010/BPKAD/I/2016 tanggal
8 Januari 2016 perihal Penggunaan Lahan
Milik PT Angkasa Pura I (Persero) yang pada
pokoknya menyatakan sebagai berikut.
-Pemerintah
Kota
Mataram
akan
menindaklanjuti
proses
ganti
rugi
penggunaan lahan milik PT Angkasa Pura
I (Persero) untuk pembangunan Jalan
Dakota seluas 502 m2.
-Nilai Ganti Rugi sebesar perhitungan
oleh Kantor Jasa Penilai Publik (KJPP)
pada saat dilakukan pembebasan lahan,
yaitu Rp492.000,- per meter persegi,
sehingga jumlah total ganti rugi sebesar
Rp246.984.000,-Untuk proses pembayaran, PT Angkasa
Pura I (Persero) melengkapi dokumen
Sertifikat
Asli,
Akta
Perusahaan/
Pendirian, Copy KTP atas pejabat yang
188
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
coordination with the PT Angkasa Pura I (Persero),
in the construction of the road has been using land
owned by PT Angkasa Pura I (Persero) an area of
502 m2 (measurements result of Mataram Land
Office dated March 31, 2015), which is part of the
land area of 14,800 m2 based on management
right certificate No. 2 dated December 24,
2008, which is an addition of the State Capital
Investment into the share capital of PT Angkasa
Pura I (Persero) in accordance with Government
Regulation No. 38 of 1995 and the Letter of Land
Tenure Agreement and Submission/Release of
Land Rights dated February 26, 1998.
PT Angkasa Pura I (Persero) has made efforts to
resolve the problems referred to the Government
Mataram City since 2013, where the recent
developments on the issue as follows:
1) The Directors of PT Angkasa Pura I (Persero)
hasissued a application for approval to the Board
ofCommissioners No. AP.I.5161/HK.02/2015/PD-B
dated October 7, 2015 and has been answered
by the Board of Commissioners with a Letter
No.72/DK.AP.I./2015 dated 2 November 2015
concerning the utilization land of PT Angkasa
Pura I (Persero) in Lombok International Airport
by the local government, which essentially asks
to the directors to complete:
- Legal studies
-Economic assessment
-Other supporting documents such as
the General Plan on Spatial of region,
the evidence of ownership of HPL, map
location, acquisition cost, Book Value, Year
of acquisition, the assets Condition and
photo documentation of the last condition.
2) Mataram city government issued a letter
No. 900/010/BPKAD/I/2016 dated January
8, 2016 concerning the use of land owned by
PT Angkasa Pura I (Persero) which essentially
states as follows.
- Mataram City Government will follow
up the process of compensation the
use of land owned by PT Angkasa Pura
I (Persero) for the construction of the
Dakota road an area of 502 m2.
- The value of Compensation based on
the calculations by the Office of Public
Appraisal Service (KJPP) at the time of
land acquisition, namely Rp492,000, per square meter, so that the amount of
compensation of Rp246 984 000, - For payment processing, PT Angkasa
Pura I (Persero) complete the original
certificate document, the Deed of
Company/Establishment, Copy of identity
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
dikuasakan menerima pembayaran,
Surat Kuasa dan copy buku Bank/nomor
rekening.
of authorized officials to receive payment,
the Power of Attorney and a copy of the
book Bank/account number.
3) Terhadap rencana pemberian ganti rugi oleh
Pemerintah Kota Mataram tersebut, saat ini PT
Angkasa Pura I (Persero) sedang melakukan
pengkajian mekanisme alternatif pemberian
sewa atas penggunaan lahan seluas 502 m2
tersebut menggunakan pola yang serupa
rencana kerjasama PT Angkasa Pura I (Persero)
dengan Pemerintah Provinsi Nusa Tenggara
Timur untuk pembangunan jalan akses
NTT Fair di Kelurahan Lasiana, mengingat
dengan alternatif sewa dimaksud, maka tidak
menyebabkan beralihnya kepemilikan aset
tetap dan membutuhkan waktu yang relatif
lebih singkat dalam penyelesaiannya.
3) The plans for compensation by the City
government of Mataram, the currently PT
Angkasa Pura I (Persero) are conducting
assessments of alternative mechanisms
granting the lease for using of the land of 502
m2 with a similar pattern with cooperation
plan of PT Angkasa Pura I (Persero) with the
Government of East Nusa Tenggara province
for the construction of access roads of Nusa
Tenggara Timur Fair in the Kelurahan Lasiana,
considering the alternatives lease, it does
not cause the transfer of ownership of fixed
assets and takes a relatively shorter time in its
completion.
i. Rencana Tukar Menukar Tanah Milik PT Angkasa
Pura I (Persero) dengan Milik Pemerintah
Provinsi Nusa Tenggara Barat di Bandar Udara
Internasional Lombok.
i. The land Swap by PT Angkasa Pura I (Persero) to
the Provincial Government of West Nusa Tenggara
in Lombok International Airport.
Tukar menukar/Ruislagh tanah milik PT Angkasa
Pura (Persero) dan milik Pemerintah Provinsi
Nusa Tenggara Barat sebagai berikut.
a)Tanah milik Pemerintah Provinsi Nusa
Tenggara Barat dimanfaatkan oleh PT
Angkasa Pura I (Persero) di Bandar Udara
Internasional Lombok seluas 74.573 m2 yang
terdiri dari 16 persil berlokasi di daerah
Airside (landasan pacu).
b) Tanah milik PT Angkasa Pura I (Persero) yang
dimanfaatkan oleh Pemprov. NTB seluas
74.000 m2 di area Bandar Udara Internasional
Lombok yang diperuntukan sebagai berikut.
- Gedung VIP dan lahan parkirnya seluas
0,58 Ha.
- Terminal Haji dan TKI seluas 1.72 Ha.
-Jalan Intersection & Saluran seluas 5.1 Ha.
Dewan Komisaris pada prinsipnya menyetujui
rencana ruislagh tanah tersebut, dengan
pertimbangan sebagai berikut.
a)Tanah-tanah yang akan diruislagh telah
diukur dan disertifikatkan.
b) Tanah-tanah yang akan diruislagh telah di
appraisal oleh lembaga yang independen
dan disepakati oleh kedua belah pihak.
c)Apabila nilai tanahnya berbeda akan
dikompensasikan.
(ref. Surat Komisaris Utama Nomor: 19/
DK.AP.I/2013 tanggal 14 Februari 2013 perihal
Usulan Ruislagh Tanah Milik Pemerintah
Provinsi NTB dengan PT Angkasa Pura I
(Persero)).
PT Angkasa Pura I (Persero) telah menyelesaikan
proses pemisahan sertifikat Hak Pengelolaan
Nomor 1 tanggal 8 Juni 2000 seluas 5.388.285
Exchanging or Ruislagh land owned by PT
Angkasa Pura (Persero) and the Government of
West Nusa Tenggara as follows.
a) Land owned by the Provincial Government of
West Nusa Tenggara utilized by PT Angkasa
Pura I (Persero) in Lombok International
Airport with area of 74 573 m2 which consists
of 16 plots are located in the Airside (runway).
b) Land owned by PT Angkasa Pura I (Persero),
which is utilized by the Provincial Government
of West Nusa Tenggara with area of 74,000
m2 in area Lombok International Airport was
allocated as follows.
- VIP building and parking area of 0.58 Ha.
- The Hajj Terminal and TKI area of 1.72 Ha.
- Roads Intersection and Channel area of
5.1 ha
Board of Commissioners basically approved
the plan exchange (ruislag) the land, with the
following considerations:
a) The land that will be exchanged ( ruislag) has
been measured and certified.
b) The land will be exchanged (ruislagh) has
been appraised by an independent institution
and agreed by both parties.
c)If the value of different land will be
compensated.
(Ref. The Main Commissioner letter No. 19/
DK.AP.I/2013 dated February 14, 2013 regarding
the proposal of land Ruislagh Belongs to the
Provincial Government of West Nusa Tenggara
and PT Angkasa Pura I (Persero)).
PT Angkasa Pura I (Persero) has completed the
process of management right certificate separation
No. 1 dated 8 June 2000 with area of 5,388,285 m2
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
189
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
m2 atas tanah yang akan diruislagh dengan
Pemprov. NTB dengan terbitnya sertifikat sebagai
berikut.
• Sertifikat HPL No. 101 tanggal 31 Maret 2015
untuk tanah seluas 5.800 m2.
• Sertifikat HPL No. 102 tanggal 31 Maret 2015
untuk tanah seluas 17.200 m2.
• Sertifikat HPL No. 103 tanggal 31 Maret 2015
untuk tanah seluas 51.000 m2.
Berdasarkan hasil rapat pembahasan antara
PT Angkasa Pura I (Persero) dengan Pemerintah
Provinsi NTB pada tanggal 27 Januari 2016 dan
tanggal 11 Februari 2016 disepakati bahwa
Pemerintah Provinsi NTB akan melakukan
percepatan penyelesaian proses sertifikasi
terhadap 16 persil tanah milik Pemerintah Provinsi
Nusa Tenggara Barat, dimana Badan Pengelola
Keuangan Aset Daerah (BPKAD) Provinsi NTB
menyatakan bahwa terdapat 14 persil tanah yang
selesai sertifikasinya/bersertifikat clean and clear
dan 2 persil tanah masih dalam proses sertifikasi.
Based on the results of the meeting between PT
Angkasa Pura I (Persero) with the Government of
Nusa Tenggara Barat Province on January 27, 2016
and dated February 11, 2016 it was agreed that the
Provincial Government of West Nusa Tenggara
will accelerate the completion of the certification
process of the 16 plots of land owned by the
Government of Nusa Tenggara Barat Province,
where the Financial Management Boardof
Public asset West Nusa Tenggara province stated
that there are 14 plots of land were completed
certification or clean and clear certified and two
plots of land are still in the certification process.
LIABILITAS KONTINJENSI
CONTINGENT LIABILITIES
1.Gugatan dari PT Bank Negara Indonesia Syariah (BNI
Syariah) kepada PT Angkasa Pura I (Persero) atas tidak
dilaksanakannya Pembayaran sesuai dengan Standing
Instruction.
1. The lawsuit from PT Bank Negara Indonesia Syariah
(BNI Syariah) to PTAngkasa Pura I (Persero) for nonrealization of payments in accordance with the Standing
Instruction.
On December 5, 2013, PT Bank BNI Syariah filed a lawsuit
in the District Court of Central Jakarta related to nonperformance of Standing Instruction by PT Angkasa Pura 1
(Persero) (“Company”) concerning the payment terms V to
billings X to the account of PT Bank BNI Syariah Passenger
Terminal Building Works and supporting facilities in
Lombok International Airport under the Agreement
Chartering No. 03/SPP/PL.10/2008/DU dated March 5,
2008 between PT Angkasa Pura 1 with PT Slipi Raya Utama.
Standing Instruction signed by PT Slipi Raya Utama, PT
Angkasa Pura I (Persero) and BNI Syariah contain terms
that payments transferred by PT Angkasa Pura I (Persero)
PT Slipi Raya Utama through an account in the name of
PT BNI Syariah. Slipi Raya Utama, payments can not be
transferred and Standing Instruction can not be canceled
unless the written consent of BNI Syariah.
Pada tanggal 5 Desember 2013, PT Bank BNI Syariah
mengajukan
gugatan
perdata
di
Pengadilan
Negeri Jakarta Pusat terkait tidak dilaksanakannya
Standing Instruction oleh PT Angkasa Pura 1 (Persero)
(“Perusahaan”) mengenai pembayaran termin V
sampai termin X ke rekening PT Bank BNI Syariah
untuk Pekerjaan Pembangunan Terminal Penumpang
dan Fasilitas Penunjangnya di Bandara Internasional
Lombok berdasarkan Perjanjian Pemborongan No. 03/
SPP/PL.10/2008/DU tanggal 5 Maret 2008 antar PT
Angkasa Pura 1 dengan PT Slipi Raya Utama. Standing
Instruction yang ditandatangani oleh PT Slipi Raya
Utama, PT Angkasa Pura I (Persero) dan BNI Syariah
berisi bahwa seluruh pembayaran termin ditransfer oleh
PT Angkasa Pura I (Persero) kepada PT Slipi Raya Utama
melalui rekening BNI Syariah atas nama PT Slipi Raya
Utama, pembayaran tidak dapat dialihkan dan Standing
Instruction tidak dapat dibatalkan kecuali persetujuan
tertulis dari BNI Syariah.
Dalam pelaksanaannya, PT Angkasa Pura I (Persero)
telah melakukan Termin Pembayaran I sampai Termin
IV dengan total sebesar Rp44.743.693 melalui rekening
BNI Syariah sesuai dengan permohonan pembayaran
dari PT Slipi Raya Utama. Pada tanggal 23 September
2009 dibuat Surat Pernyataan dari PT Slipi Raya Utama
terkait dengan Perubahan rekening pembayaran dari BNI
Syariah ke Bank Syariah Mandiri dimana apabila ada
pihak yang berkeberatan maka PT Slipi Raya Utama akan
bertanggung jawab sepenuhnya.
190
of land which will be exchanged (ruislagh) with the
Provincial Government of West Nusa Tenggara with
the issuance of certificates as follows.
• Right to manage Certificate No. 101 dated
March 31, 2015 for a land area of 5,800 m2.
• Right to manage Certificate No. 102 dated
March 31, 2015 for a land area of 17,200 m2.
• Right to manage Certificate No. 103 dated
March 31, 2015 for a land area of 51,000 m2.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
In the implementation, PT Angkasa Pura I (Persero)
has conducted Term Installment Payments I to IV with a
total of BNI Syariah Rp44.743.693 through accounts in
accordance with a request for payment of PT Slipi Raya
Utama. On September 23, 2009 made a Statement of PT
Slipi Raya Utama associated with the payment account
changes of BNI Syariah Bank Syariah Mandiri to where if
there are parties who objected to the PT Slipi Raya Utama
will take full responsibility.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Berdasarkan permohonan pembayaran setiap Termin
dari PT Slipi Raya Utama dan Surat Pernyataan tersebut,
PT Angkasa Pura I (Persero) telah membayarkan
pembayaran Termin V sampai Termin X dengan total
sebesar Rp85.334.938 melalui rekening yang ditunjuk
oleh PT Slipi Raya Utama (rekening tidak sesuai dengan
Standing Instruction).
Based on a request for payment of each Term of PT
Slipi Raya Utama and the Statement of the PT Angkasa
Pura I (Persero) has paid payment Termin Termin V to X,
totaling Rp85.334.938 through an account designated by
PT Slipi Raya Utama (accounts not in accordance with the
Standing Instruction).
Dalam pelaksanaannya, PT Angkasa Pura I (Persero)
telah melakukan Termin Pembayaran I sampai Termin
IV dengan total sebesar Rp44.743.693 melalui rekening
BNI Syariah sesuai dengan permohonan pembayaran
dari PT Slipi Raya Utama. Pada tanggal 23 September
2009 dibuat Surat Pernyataan dari PT Slipi Raya Utama
terkait dengan Perubahan rekening pembayaran dari
BNI Syariah ke Bank Syariah Mandiri dimana apabila
ada pihak yang berkeberatan maka PT Slipi Raya Utama
akan bertanggung jawab sepenuhnya. Pemenuhan
pembayaran termin V sampai X telah dilaksanakan oleh
Perusahaan sesuai surat permohanan pembayaran
tanggal 23 September 2009 PT Slipi Raya Utama untuk
dibayarkan ke rekening Bank Mandiri dan Bank Syariah
Mandiri.
In the implementation, PT Angkasa Pura I (Persero)
has conducted Term Installment Payments I to IV with a
total of BNI Syariah Rp44.743.693 through accounts in
accordance with a request for payment of PT Slipi Raya
Utama. On September 23, 2009 made a Statement of PT
Slipi Raya Utama associated with the payment account
changes of BNI Syariah Bank Syariah Mandiri to where
if there are parties who objected to the PT Slipi Raya
Utama will take full responsibility. Fulfillment of payment
terms V to X have been implemented by the Company in
accordance with the payment of the request letter dated
September 23, 2009 PT Slipi Raya Utama to be paid to the
account of Bank Mandiri and Bank Syariah Mandiri.
Pembayaran oleh PT Angkasa Pura I (Persero) yang
tidak melalui rekening BNI Syariah inilah yang dijadikan
dasar oleh BNI Syariah dalam menggugat PT Angkasa
Pura I (Persero). PT Angkasa Pura I (Persero) dianggap
wanprestasi karena tidak melaksanakan kewajiban
pembayaran Termin V sampai Termin X sesuai dengan
Standing Instruction. Bahwa perkara BNI Syariah
(sebagai Penggugat) dengan PT Angkasa Pura I (Persero)
(sebagai Tergugat) dan PT Slipi Raya Utama (sebagai
Turut Tergugat) ini telah mendapatkan Putusan dari
Pengadilan Negeri dan Pengadilan Tinggi dengan Nomor
Putusan: 315/PDT/2015/PTDKI.jo.No.556 /PDT.G/2013/
PN.JKT.PST. Adapun amar putusan adalah sebagai
berikut.
Payment by PT Angkasa Pura I (Persero) is not through
accounts BNI Syariah is used as a base by suing PT BNI
Syariah. Angkasa Pura I (Persero). PT Angkasa Pura I
(Persero) is considered in default because it does not
perform the obligation of payment Termin Termin V to X in
accordance with the Standing Instruction. That case BNI
Syariah (as Plaintiff) with PT Angkasa Pura I (Persero) (as
Defendant) and PT Slipi Raya Utama (as Co-Defendant)
has obtained the Decision of the District Court and the
High Court with Decision Number: 315/PDT/2015/PTDKI.
jo.No.556/PDT.G/2013/PN.JKT.PST. The verdict is as
follows.
-Menyatakan Standing Instruction merupakan
kesepakatan yang mengikat antara BNI Syariah, PT
Angkasa Pura I (Persero) dan PT Slipi Raya Utama
dan sah menurut hukum.
- Menyatakan PT Angkasa Pura I (Persero) wanprestasi
karena tidak melakukan pembayaran Termin V
sampai Termin X sesuai dengan Standing Instruction.
- Menghukum PT Angkasa Pura I (Persero) untuk
melaksanakan prestasi sebesar Rp2.491.889.841,(rupiah penuh).
- Stating Standing Instruction is a binding agreement
between BNI Syariah, PT Angkasa Pura I (Persero)
and PT Slipi Raya Utama and lawful.
Pada tanggal 13 Januari 2016, Perusahaan menerima
Surat Pemberitahuan Putusan Pengadilan Tinggi Jakarta
No.315/PDT/2015/PTDKI tanggal 21 September 2015 yang
menguatkan Putusan Pengadilan Negeri Jakarta Pusat di
atas.
On January 13, 2016, the Company received a Notice of
Jakarta High Court Decision 315/PDT/2015/PTDKI dated
21 September 2015 which amplifies the Central Jakarta
District Court above.
Pada tanggal 6 Februari 2016, Perusahaan telah
mengajukan kasasi ke Mahkamah Agung Republik
Indonesia dan sampai saat sekarang kasasi ini masih
dalam proses dan Perusahaan sedang menunggu
keputusan Mahkamah Agung.
On February 6, 2016, the Company has filed an appeal
to the Supreme Court of the Republic of Indonesia and to
the present appeal is still in process and the Company is
awaiting the Supreme Court decision.
- Stating PT Angkasa Pura I (Persero) in default for not
making payments Termin Termin V to X in accordance
with the Standing Instruction
- Punish PT Angkasa Pura I (Persero) to implement the
achievements of Rp2.491.889.841, - (full rupiah).
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
191
Laporan Manajemen
Management Report
192
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
PT Angkasa Pura I (Persero) telah melakukan
pencadangan pada tahun 2015 terhadap potensi
biaya sebesar Rp85.334.938.562,- (rupiah penuh) dan
Rp2.491.889.841,- (rupiah penuh).
PT Angkasa Pura I (Persero) has been backing up in 2015
against the potential cost of Rp85.334.938.562, - (full
rupiah) and Rp2.491.889.841, - (full rupiah).
2.Perkara hukum pajak yang sedang berlangsung
adalah proses pengadilan pajak atas pengenaan Pajak
Pertambahan Nilai (PPN) Jasa Penerbangan Intemasional
sebagai berikut.
2.Lawsuit ongoing tax is a tax court proceedings on the
imposition of Value Added Tax (VAT) Aviation Services
International as follows.
a) PPN Internasional masa tahun 2005 Berdasarkan
Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen
Pajak ditetapkan bahwa PT Angkasa Pura I (Persero)
terdapat kekurangan bayar pajak PPN Intemasional
melalui SKPKB No.00044/207/03/051/07 tanggal 22
Maret 2007 sebesar Rp98.687.947,-.
a)International VAT period in 2005 Based on the results
of tax inspection by the Tax Office Directorate
General of Taxation stipulated that PT Angkasa Pura
I (Persero) there underpayment of VAT Intemasional
through SKPKB No.00044/207/03/051/07 dated
March 22, 2007 amounted to Rp98.687.947, -.
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. Dan 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 (Persero) atas keberatan
SKPKB No.00044/207/03/051/07 tanggal 22 Maret
2007 tersebut.
PT Angkasa Pura I (Persero) appealed I. By letter
No.AP I.1255/KU.50.7/2007/DK-B on 11 April 2007
and the second objection by letter No.AP.I.2176/
KU.50.7/2007/DK-B dated June 21, 2007 which was
rejected by the Directorate General of Taxation by
letter Kep-013/WP3.19/BD, 05/2008 dated January
18, 2008. PT Angkasa Pura I (Persero) filed a Letter of
Appeal with the Tax Court of Appeal to the Assembly
No.AP.I.673/KU.50.7/2008/DU-B on January 27, 2008.
And the Council Tax Court has issued Decision No. Put18 464/PP.M.VIII/16/2009 dated June 10, 2009, which
approved the entire Appeal PT Angkasa Pura (Persero)
over the objections SKPKB No.00044/207/03/051/07
dated March 22, 2007.
Direktorat Jendral Pajak kemudian mengajukan
Peninjauan Kembali ke Mahkamah Agung RI melalui
surat No. S 8434/PJ.074/2009 dan PT Angkasa
Pura I (Persero) juga telah mengajukan kontra
memori Peninjauan Kembali ke Mahkamah Agung
RI melalui surat No.AP.I-3798/KU.50.7/2009/DU-B
tanggal 13 November 2009. Berdasarkan putusan
MahkamahAgung nomor 88/B/PK/PJK/2012 yang
diputuskan tanggal 13 Mei 2013 menyatakan Menolak
Permohonan peninjauan kembali dari Pemohon
Peninjauan Kembali Direktur Jenderal Pajak.
The tax authorities then filed a judicial review to
the Supreme Court through a letter No. S 8434/
PJ.074/2009 and PT Angkasa Pura I (Persero) has
also filed a contra-appeal judicial review to the
Supreme Court through a letter No.AP.I-3798/
KU.50.7/2009/DU-B November 13, 2009. Based on the
Supreme Court’s decision number 88/B/PK/PJK/2012
dated May 13, 2013 decided stated Reject Request
reconsideration of the Petitioners reconsideration
Director General of Taxation.
Surat Keputusan Pengadilan Pajak nomor: PUT.18464/
PP/M.VIII/16/2009 Tanggal 16 Juli 2009 untuk masa
pajak Januari sampai dengan Desember 2005:
mengabulkan seluruhnya permohonan banding
PT Angkasa Pura I (Persero).
Tax Court Decision Letter number: PUT.18464/PP/M.
VIII/16/2009 Date of July 16, 2009 for the tax period of
January to December 2005: grant the appeal wholly
PT Angkasa Pura I (Persero).
Surat tembusan Mahkamah Agung Republik
Indonesia kepada PT Angkasa Pura I (Persero) Nomor:
686/P.PTS/IX/2014/88/B/PK/PJK/2012
Tanggal
17 September 2014 Perihal Pengiriman Putusan
Perkara Peninjauan Kembali Pajak Reg No.88/B/PK/
PJK/2012 menyatakan belum diterima putusan dari
Mahkamah Agung Republik Indonesia.
Letter copy of the Supreme Court of the Republic of
Indonesia to PT Angkasa Pura I (Persero) Number:
686/P.PTS/IX/2014/88/B/PK/PJK/2012
Date
17
September 2014 regarding the Review Case Decision
Shipping Tax Reg No.88/B/PK/PJK/2012 states have
not accepted the verdict of the Supreme Court of the
Republic of Indonesia.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
b) PPN Internaslonal Masa bulan Januari 2006 sampai c.
dengan November 2006
b) VAT Internaslonal period January 2006 to c. by
November 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.00115/207/06/051/08
tanggal 1 Desember 2008 sebesar Rp100.667.387,- PT
Angkasa Pura I (Persero) mengajukan keberatan I
melalui surat No.API.372/KU.50.7/2009/DK-B tanggal
2 Februari 2009 dan Banding dengan Surat Banding
ke Majelis Pengadilan Pajak. Sidang Pengadilan
Pajak telah dibacakan Putusannya, namun sampai
saat ini Hasil Putusannya belum dikeluarkan oleh
Pengadilan Pajak.
Based on the results of tax inspection by the Tax Office
Directorate General of Taxation stipulated that PT
Angkasa Pura (Persero) there underpayment of VAT
International through SKPKB No.00115/207/06/051/08
dated December 1 2008 amounting Rp100.667.387,
- PT Angkasa Pura I (Persero) appealed against
the first by mail No.API.372/KU.50.7/2009/DK-B
dated February 2, 2009 and the Appeal Letter to
the Assembly of the Tax Court of Appeal. Tax Court
hearing has been read the Judgment, but until now
the results of its Decision has not been issued by the
Tax Court.
Direktorat Jendral Pajak mengajukan Peninjauan
Kembali ke Mahkamah Agung RI melalui surat No. S5568/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- 5306/
KU.50.7/2012/DU-B tanggal 26 September 2012.
Sampai saat ini Peninjauan Kembali tersebut masih
dalam proses di Mahkamah Agung RI.
The Directorate General of Taxation filed a judicial
review to the Supreme Court through a letter No. S5568/PJ.07/2012 and PT Angkasa Pura I (Persero)
has also filed a contra-appeal judicial review to
the Supreme Court through a letter No.AP.I- 5306/
KU.50.7/2012/DU-B on 26 September 2012. To date
the Review is still in progress in the Supreme Court.
Pada tahun 2009, pemerintah mengeluarkan
Peraturan Pemerintah Nomor: 28 Tahun 2009
tentang perlakuan PPN atas Penyerahan Jasa
Kebandarudaraan tertentu kepada perusahaan
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 Intemasional.
In 2009, the government issued Government
Regulation No. 28 Year 2009 on the treatment of
VAT on certain Airport Affairs Service Delivery to
the company for a commercial air transport aircraft
operations that conduct overseas flights began in
2009 PT Angkasa Pura I (Persero) is no longer subject
to VAT Intemasional Aviation Services.
3. Perkara dengan Komisi Pengawas Persaingan Usaha
(KPPU)
Perusahaan menerima gugatan dari Komisi Pengawasan
Persaingan Usaha atas dugaan praktek monopoli
PT Angkasa Pura I (Persero) pada jasa Ground handling
pesawat charter di Bandara I Gusti Ngurah Rai Bali. Pada
Tanggal 25 Maret 2015 KPPU telah memberikan putusan
atas perkara ini dengan putusan sebagai berikut.
3.Case with the Business Competition Supervisory
Commission (KPPU)
The Company received a lawsuit from the Business
Competition Supervisory Commission for alleged
monopolistic practices PT Angkasa Pura I (Persero) on
Ground handling services charter flight at Ngurah Rai
Airport in Bali. As of March 25, 2015 the Commission has
given a decision on this matter with the following decision.
a.Menyatakan bahwa PT Angkasa Pura I dan
PT Execujet Indonesia (EJI) terbukti secara sah dan
meyakinkan melanggar Pasal 17 Undang-Undang No
5/1999;
b.
Memerintahkan PT Angkasa Pura I untuk
menghentikan hak eksklusivitas untuk PT Execujet
Indonesia dan membuka peluang usaha bagi pelaku
usaha lain;
c. Menghukum PT Angkasa Pura I untuk membayar
denda apabila tidak melakukan perintah putusan
tersebut.
a. Stating that PT Angkasa Pura I and PT Execujet
Indonesia (Eji) proven legally and convincingly
violating Article 17 of Law No. 5/1999;
Atas putusan KPPU pada tanggal 25 Maret 2015,
PT Angkasa Pura I telah melakukan pencadangan dana
terhadap denda yang diduga melakukan pelanggaran
dengan Komisi Pengawas Persaingan Usaha pada tahun
Against the decision of the Commission on March 25,
2015, PT Angkasa Pura I’ve done a fine reserve fund
against which the alleged infringer with the Business
Competition Supervisory Commission in 2015 amounted
b.Ordered PT Angkasa Pura I to stop the exclusivity rights
for PT Execujet Indonesia and opening opportunities
for other business actors;
c. Punish PT Angkasa Pura I to pay a penalty if it does not
do the orders of the decision.
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2015 sebesar Rp5.000.000.000 dan PT Execujet Indonesia
mengajukan Banding ke Pengadilan Negeri Jakarta Pusat;
Putusan Pengadilan Negeri Jakarta Pusat atas banding
tersebut pada tanggal 1 Juli 2015 menguatkan putusan
KPPU sebelumnya;
to Rp5,000,000,000 and PT Execujet Indonesia filed
appeal to the District Court of Central Jakarta; Central
Jakarta District Court judgment on this appeal on July 1,
2015 upheld the verdict before the Commission;
Atas putusan Pengadilan Negeri Jakarta Pusat terkait
Keberatan atas putusan KPPU pada tanggal 1 Juli 2015,
PT Execujet Indonesia mengajukan Kasasi kepada
Mahkamah Agung Republik Indonesia; Tanggal 26
November 2015, Mahkamah Agung Republik Indonesia
membacakan putusan atas kasasi yang diajukan PT
Execujet Indonesia, yang menguatkan Putusan KPPU dan
Pengadilan Negeri Jakarta Pusat sebelumnya.
Against the decision of the Central Jakarta District Court
related objection to the decision of KPPU on July 1, 2015,
PT Execujet Indonesia filed a cassation to the Supreme
Court of the Republic of Indonesia; November 26, 2015, the
Indonesian Supreme Court announced a decision on the
appeal filed by PT Execujet Indonesia, which strengthen
the Commission’s Decision and Central Jakarta District
Court before.
4.Penyelidikan No. 24/Lid-L/VIII/2015 terkait Dugaan
Pelanggaran Undang-Undang Nomor 5 Tahun 1999
tentang Larangan Praktek Monopoli dan Persaingan
Usaha Tidak Sehat yang dilakukan oleh PT Angkasa
Pura Logistik Makassar dalam Pelayanan Jasa
Kebandarudaraan di Terminal Kargo Bandara Sultan
Hasanuddin Makassar. Telah dilakukan pemeriksaan
penyelidikan pada tanggal 19 November 2015 di Kantor
Pusat KPPU, yang pada pokoknya meminta klarifikasi
tentang proses bisnis kargo di Terminal kargo Bandara
Sultan Hasanuddin Makassar. Perwakilan PT Angkasa
Pura I (Persero) yang terdiri dari Head of Legal, Aviation
Marketing Group Head, Cargo Marketing Department
Head dan Legal Officer, mewakili Direktur Utama PT
Angkasa Pura I (Persero) berdasarkan Surat Kuasa
Khusus Nomor AP.I.5759/HK.02.05/2015/PD-B tanggal
19 November 2015, telah memenuhi Panggilan dari KPPU
untuk menghadap tim penyelidik KPPU pada hari Kamis
tanggal 19 November 2015 di Gedung KPPU.
4.Investigations No. 24/Lid-L/VIII/2015 Related Alleged
Violation of Law No. 5 of 1999 concerning Prohibition of
Monopolistic Practices and Unfair Business Competition
conducted by PT Angkasa Pura in Makassar Logistik
Services Cargo Terminal Airport Affairs at Sultan
Hasanuddin Airport. Investigation had been inspected on
19 November 2015 at the Headquarters of the Commission,
which is essentially seeking clarification of the business
processes of cargo in cargo terminal Sultan Hasanuddin
airport in Makassar. Representative PT Angkasa Pura I
(Persero) consisting of Head of Legal,Aviation Marketing
Group Head,Cargo Marketing Department Head and
Legal Officer, representing the President Director of
PT Angkasa Pura I (Persero) based on Special Power
of Attorney No.AP.I.5759/HK.02.05/2015/PD-B on 19
November 2015, in compliance with the call of the
Commission for overlooking the KPPU investigation team
on Thursday, 19 November 2015 at the House KPPU.
5. Penyelesaian Permasalahan Tanah Milik PT Angkasa
Pura I (Persero).
1.Bandara Internasional Pattimura Ambon
a. Ketua Persekutuan Adat Negeri Hattu (sdr. Markus
Hehalatu) di Pengadilan Negeri Ambon No. 11/
Pdt.G/2010/PN.AB.
Tanah obyek sengketa: Dusun dati Waitupa
Sawane, luas 32 Ha; Dusun dati Wai Meteng,
luas 65 Ha; Dusun dati Wai Wailawa, luas 45 Ha;
Dusun dati Utatetu, luas 75 Ha; Dusun dati Omiko,
luas 33 Ha (±250 Ha). Perkara telah sampai pada
tingkat Kasasi di Mahkamah Agung Republik
Indonesia yang mana telah dikeluarkan Putusan
Kasasi Nomor: 3309 K/PDT/2012 yang amar
putusannya ialah mengabulkan permohonan
kasasi para pemohon kasasi dan membatalkan
Putusan Pengadilan Tinggi Ambon.
5.Settlement of Land Problems Owned by PTAngkasa Pura
I (Persero).
1. Ambon Pattimura International Airport
a. Chairman of the State Indigenous Fellowship
Hattu (Br Mark Hehalatu) in Ambon District Court
No. 11/Pdt.G/2010/PN.AB.
Soil disputed: Hamlet dati Waitupa Sawane, an
area of 32 hectares; Hamlet dati meteng Wai, an
area of 65 hectares; Hamlet dati Wai Wailawa,
area of 45 hectares; Hamlet dati Utatetu, area
75 ha; Hamlet dati Omiko, spacious 33 hectares
(± 250 ha). Case has arrived at the Supreme
Court of Cassation in Indonesia which have been
issued Cassation Decision No. 3309K/PDT/2012
which verdict is granted the applicants’ cassation
appeal and cancel the High Court Ambon.
b. Gugatan Kepala Pemerintah Negeri Laha (sdr
Hi. Said Laturua) di Pengadilan Negeri Ambon
No.142/Pdt.G/2012/PN.AB. Telah keluar Putusan
Kasasi No. 1212 K/PDT/2014 tanggal 15 September
2015. Tanah obyek sengketa: Dusun dati Waitupa
Sawane, luas 32 Ha; Dusun dati Wai Meteng, luas
65 Ha; Dusun dati Wai Wailawa, luas 45 Ha; Dusun
b. Lawsuit Heads of State Government Laha (Br Hi. Said
Laturua) in Ambon District Court 142/Pdt.G/2012/
PN.AB. Has come out Cassation Decision No. 1212K/
PDT/2014 dated September 15, 2015. Soil disputed:
Hamlet dati Waitupa Sawane, an area of 32 hectares;
Hamlet dati meteng Wai, an area of 65 hectares;
Hamlet dati Wai Wailawa, area of 45 hectares;
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dati Utatetu, luas 75 Ha; Dusun dati Omiko, luas
33 Ha (± 250 Ha). Pokok putusan Membatalkan
putusan
PT
Maluku
No.
35/PDT/2013/
PTMAL tanggal 08 November 2013 yang telah
memperbaiki putusan Putusan PN Ambon
No. 142/Pdt.G/2012/PN.AB tanggal 17 Juli 2013.
Hamlet dati Utatetu, area 75 ha; Hamlet dati Omiko,
spacious 33 hectares (± 250 Ha). Pokok decision
verdict Cancels PT Maluku No. 35/PDT/2013/PTMAL
dated November 8, 2013 that have improved decision
Ambon District Court Decision No. 142/Pdt.G/2012/
PN.AB dated July 17, 2013.
c. Permohonan Realisasi Ganti Rugi berdasarkan
Putusan Kasasi Mahkamah Agung Republik
Indonesia No. 2201 k/Pdt/2007 yang diajukan oleh
Julius Tipawael (warga negeri Hattu). Tanah obyek
permasalahan adalah Persil tanah seluas 84.000
M2 yang merupakan bagian dari persil tanah
dalam Gambar Situasi No.01/1992 seluas 190.000
m². Telah disampaikan Memori Permohonan
Peninjauan
Kembali
kepada
Mahmakah
Agung RI, melalui Pengadilan Negeri Ambon.
Pada tanggal 12Mei 2015 telah dikeluarkan
putusan peninjauankembali, Nomor : 109 PK/
PDT/2015 tanggal 12 Mei 2015 yang memutuskan
menolak permohonan peninjauan kembali PT
Angkasa Pura I (Persero). Berdasar hal tersebut
PT Angkasa Pura I (Persero) akan melayangkan
surat keoada Ketua Muda Perdata dan Badan
Pengawas Mahkamah Agung Republik Indonesia
untuk meminta penjelasan dan melaporkan
perihal legal standing dalam kaitannya dalam
perkara a quo.
c. Request Actual Indemnity Cassation Decision by
the Supreme Court of the Republic of Indonesia
No. 2201 k/Pdt/2007 filed by Julius Tipawael
(domestic residents Hattu). Land of the subject
matter is Persil land area of 84,000 M2, which
is part of the land parcel in Figure Situation
No.01/1992 covering 190,000 m². Memory has
been submitted for Reconsideration Request to
Mahmakah Attorney General, through the Ambon
District Court. On 12Mei 2015 has already issued
verdict reconsideration, No. 109 PK/PDT 2015
dated May 12, 2015 which decided to reject the
request for reconsideration PT Angkasa Pura
I (Persero). Based on that PT Angkasa Pura I
(Persero) will be sent a letter keoada Chairman
of the Supervisory Board for Civil and Supreme
Court of the Republic of Indonesia to ask for an
explanation and report on the legal standing in
relation to the case a quo.
d.Gugatan terkait perbuatan melawan hukum
yang diajukan oleh Nicolaus Tipawael dalam
hal ini dikuasakan kepada Law Office Hatane
& Associates (selaku Penggugat) kepada
PT Angkasa pura I (Persero) (selaku Tergugat) dan
Menteri Perhubungan Cq. Dirjen Perhubungan
Udara (Turut Tergugat) berdasarkan Relaas
Panggilan Sidang Pengadilan Negeri Jakarta
Pusat Nomor: 421/Pdt.G/2014/PN.JKT.PST tanggal
19 September 2014.
d. The lawsuit related to tort filed by Nicolaus
Tipawael in this case authorized to Hatane &
Associates Law Office (as Plaintiff) to PT Angkasa
pura I (Persero) (as Defendant) and Transportation
Minister cq. DGCA (Co-Defendant) based Relaas
Call Session of the Central Jakarta District Court
No. 421/Pdt.G/2014/PN.JKT.PST September 19,
2014.
Tanah obyek permasalahan adalah Persil tanah
seluas 84.000 M2 yang merupakan bagian dari
persil tanah dalam Gambar Situasi No.01/1992
seluas 190.000 M2 dengan lokasi Dusun Dati
Hatuhuru, Desa Hattu Kecamatan Leihittu
Kabupaten Maluku Tengah. Pengadilan Negeri
Jakarta telah mengeluarkan putusan sela yang
memutuskan bahwa Pengadilan Negeri Jakarta
tidak berwenang mengadili Perkara tersebut.
e. Somasi Yanuar Faisal Mewar Refferensi Surat
Somasi.
Nomor: Somasi I; Somasi II No. 34/Somasi/
XI/2013 tanggal 18 Nopember 2013.
Atas tindakan menguasai, atau menggunakan/
memanfaatkan atau mengelola tanpa hak
terhadap sebagian atau seluruh lahan/tanah
Eigendom No.1069 atas nama Hoesin Mewar dan
kawan-kawan. Pokok somasi antara lain Luas
tanah: 7.935 m² Lokasi: Dusun Ajer Manis dan
Land of the subject matter is Persil land area of
84,000 M2, which is part of the land parcel in
Figure Situation No.01/1992 covering 190,000 M2
with the location Dati Hatuhuru Hamlet, Village
Hattu Leihittu District of Central Maluku district.
Jakarta District Court has issued an interim
decision which decided that Jakarta District Court
was not authorized to the Case.
e.Yanuar subpoena Faisal Mewar refferensi Letter
subpoena.
Number: Somasi I; Somasi II No.34/Somasi/
XI/2013 dated November 18, 2013.
The actions of the master, or use/exploit or
manage without the right to a part or the whole
land/soil Eigendom No.1069 on behalf Hoesin
Mewar and comrades. Principal subpoena
include Land area: 7,935 m² Location: Hamlet Ajer
Sweet and Ajer Sakula who entered the territory
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Ajer Sakula yang masuk dalam wilayah Negeri/
Desa Laha, Kecamatan Teluk Ambon, Kota
Ambon, yang berbatasan dengan Timur Laut :
Dusun Wayatuputi Tenggara: Dusun Dati Negori
Seilale dan Pantai Barat Laut dan Barat Daya:
Tanah-tanah Negeri Hatu. Terhadap hal ini PT
Angkasa Pura I (Persero) meminta bukti formal
atas kepemilikan sah atas obyek tanah dan bukti
formal selaku subyek hokum atas pemilik tanah
dimaksud.
of the State/Village Laha, Teluk Ambon, Ambon
City, bordering the Northeast: Hamlet Wayatuputi
Southeast: Hamlet Dati Negori Seilale and the
West Coast sea and Southwestern: State lands
Hatu. Against this PT Angkasa Pura I (Persero)
require formal proof of legal ownership of an
object on the ground and formal proof as subjects
of law on the landowner in question.
f. Permasalahan tanah Barbara Hunila.
Pokok Somasi: Realisasi ganti rugi yang belum
dibayarkan PT Angkasa Pura I (Persero). Surat
masuk dari Denden& Samuel With Partners
dengan No. 016/DS-SOMASI/Amb/2015 tanggal
7 Desember 2015, menyatakan Sdr. Barbara
Hunila memiliki tanah dati seluas 1.052 m2 yang
sampai sekarang proses ganti ruginya belum
direalisasikan oleh PT Angkasa Pura (Persero).
Perusahaan telah mengirim balasan atas somasi
Denden Samuel with Partners No. AP.I.1534/
HK.01/2015/GM.AMQ menyatakan Tergugat yang
dimaksud oleh Denden Samuel With Partners
bukan Merupakan PT Angkasa Pura I (Persero)
melainkan Kepala Jawatan Pelabuhan Udara;
f. Barbara Hunila land problems.
Principal Somasi: Realization of unpaid
compensation PT Angkasa Pura I (Persero).
Incoming mail from Denden and Samuel With
Partners with No. 016/DS-SOMASI/Amb/2015
dated December 7, 2015, stated Br. Barbara
Hunila have dati land area of 1,052 m2 that
until now the process of compensation is yet to
be realized by PT Angkasa Pura (Persero). The
company has sent a reply to a subpoena Denden
Samuel with Partners No. AP.I.1534/HK.01/2015/
GM.AMQ stated Defendant is meant by Denden
Samuel Partners With Is not PT Angkasa Pura I
(Persero) but Chief of Bureau Airports;
Berdasarkan
Peraturan
Pemerintah
(PP)
No. 5 Tahun 1992 PT Angkasa Pura I (Persero)
merupakan perusahaan perseroan bukan
perusahaan
Jawatan
sebagaimana
yang
dimaksud oleh Denden Samuel With Partners;
Tanah Yang Dimaksud Oleh Denden Samuel With
Partners masih dalam proses kasasi Perdata
No. 1212 K/Pdt/2014; berdasarkan B.A.S.T.O
No. AU/4973/UM.1188/95,BA.90/HK.50 1995DU Pasal 2 (d) Semua utang-piutang Badara
Patimura Ambon yang terjadi sampai tanggal
20 September 1995 menjadi tanggung jawab
Direktorat Jendral Perhubungan Udara.
g. Gugatan Yosias Tipawael & Gustaf Tipawael
(”TIPAWAEL CS”) Nomor:148/Pdt.G/2015/PN.Amb.
Sengketa kepemilikan tanah atas sebagian dari
Dusun Dati Hatuhuru besar alias batudiri yang
disengketakan oleh TIPAWAEL CS (penggugat)
dikarenakan sebagian dari dusun tersebut telah
dikuasai oleh (tergugat): Izak Marlissa (“T1”);
H. Mohamad Sade (“T2”); PT Angkasa Pura I
(Persero) (“API”)(T3); Kepala Badan Pertanahan
Nasional cq. Kepala Badan Pertanahan Nasional
Maluku Tengan (“T4”).
Proses mediasi beberapakali dilakukan di Pengadilan
Negeri Ambon yaitu Pada tanggal 27 Agustus 2015
tetapi majelis hakim memutuskan menunda sampai
dengan tanggal 10 September 2015; Tanggal
17 September 2015 majelis hakim memutuskan
menunda sampai tanggal 01 Oktober 2015; Pada
tanggal 10 Desember 2015 Telah dilakukan
196
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Based on Government Regulation (PP) No. 5 1992
PT Angkasa Pura I (Persero) is a limited liability
company instead of the company as defined by
the Bureau of Samuel Denden With Partners;
Land that meant By Samuel Denden With Partners
still under appeal the Civil No. 1212 K/Pdt/2014;
by B.A.S.T.O No. AU/4973/UM.1188/95, BA.90/
HK.50 1995-DU Article 2 (d) All debts-receivables
of Pattimura Airport in Ambon that occurred until
20 September 1995 become the responsibility of
theGeneral Directorate of Civil Aviation.
g. Lawsuit from Yosias Tipawael & Gustaf Tipawael
(“TIPAWAEL CS”) No. 148/Pdt.G/2015/PN.Amb.
A land ownership dispute over a portion of
Hamlet Dati Hatuhuru alias batudiri disputed
by TIPAWAEL CS (plaintiff) because most of the
village was occupied by (the defendant): Izak
Marlissa (“D1”); H. Mohamad Sade (“D2”); PT
Angkasa Pura I (Persero) (“API”) (D3); Head of
National Land Agency cq. Head of National Land
Agency of the Middle Maluku (“D4”).
Mediation process was conducted several times in
Ambon District Court namely On August 27, 2015
but the judge decided to postpone until the date
of 10 September 2015; on 17 September 2015 the
judge decided to postpone until October 1, 2015; On
December 10, 2015 has been made
Tata Kelola Perusahaan
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-
-
-
-
Tanggung Jawab Sosial Perusahaan
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Surat Ahli Waris (copy)
Putusan Pengadilan Negeri Julius tipawael
Putusan Kasasi Julius tipawael
Pada tanggal 17 Desember 2015 dilakukan
Laporan Keuangan
Financial Report
- Heirs letter (copy)
- District Court Julius Tipawael
- Verdict Cassation Julius Tipawael
-On December 17, 2015
Pembuktian oleh Tergugat (PT Angkasa Pura I
(Persero)) dengan alat bukti:
- Sertifikat HPL No. 1 Tahun 2000 atas nama
PT Angkasa Pura I (Persero)
- Sertifikat HPL No. 2 Tahun 2000 a.n. PT Angkasa
Pura I (Persero)
- Berita Acara Serah Terima Operasional
- Lampiran Bukti Bayar (copy)
The defendant (PT Angkasa Pura I (Persero))
conducted a verification, with some evidences:
- HPL Certificate No. 1 of 2000 on behalf of PT
Angkasa Pura I (Persero)
- HPL Certificate No. 2 Year 2000 on behalf of PT
Angkasa Pura I (Persero)
- The Report of Handover Operations
- Proof of Payment, Appendix (copy)
Sampai dengan tanggal 11 Februari 2016 telah
dilaksanakan tahapan Pemeriksaan Setempat dan
Pemeriksaan Saksi di Pengadilan Negeri Ambon
dengan rincian sebagai berikut :
- Pada tanggal 21 Januari 2016 Pemeriksaan
Setempat atas permintaan Penggugat, dilakukan
pada sisi batas utara yaitu Cek Dam hingga Batas
Barat yaitu Bukit Badiri;
- Tanggal 4 dan 11 Februari 2016 dilaksanakan
Pemeriksaan Saksi atas nama Albertus Hehamony
dan Sefanya Salamuhu yang diajukan oleh
Penggugat.
As of the date of February 11, 2016 has been
implemented in stages of the Local Inspection and
Examination of Witness in Ambon District Court with
the following details:
-On January 21, 2016 at the request of the Plaintiff,
local examination was conducted on the northern
boundary of which is Western Dam until the
western boundary namely Bukit Badiri;
- February4th and 11th, 2016 Witness Examination
was conducted on Albertus Hehamony and
Sefanya Salamuhu filed by the Plaintiff.
2.Bandara Internasional Selaparang Penggunaan
Lahan Milik PT Angkasa Pura I (Persero) di Bandar
Udara Selaparang - Mataram oleh Pemerintah Kota
Mataram untuk Pembangunan Jalan Dakota.
Pada tahun 2013 telah dilakukan pembangunan
Jalan Dakota oleh Pemerintah Kota Mataram tanpa
berkoordinasi terlebih dahulu dengan PT Angkasa
Pura I (Persero), dimana dalam pembangunan jalan
dimaksud telah menggunakan lahan milik PT Angkasa
Pura I (Persero) seluas 502 m2 (hasil pengukuran
Kantor Pertanahan Kota Mataram tanggal 31 Maret
2015), yang merupakan bagian dari tanah seluas
14.800 m2 berdasarkan sertifikat Hak Pengelolaan
No. 2 tanggal 24 Desember 2008 merupakan
Penambahan Penyertaan Modal Negara ke dalam
modal saham PT Angkasa Pura I (Persero) sesuai
dengan Peraturan Pemerintah Nomor 38 Tahun
1995 dan Surat Perjanjian Penguasaan Tanah dan
Kesediaan Penyerahan/Pelepasan Hak Atas Tanah
tanggal 26 Februari 1998.
2.Selaparang International Airport Use Land Owned by
PT Angkasa Pura I (Persero) in Airports Selaparang
- Mataram by the City Government of Mataram for
Construction of Dakota Street.
In 2013 the Dakota Street was constructed by the
City of Mataram without prior coordination with
the PT Angkasa Pura I (Persero), which in the
construction of roads, have been using land owned
by PT Angkasa Pura I (Persero) covering an area of
502 m2 (measurement results from Mataram Land
Office dated March 31, 2015), which is part of the
land area of 14,800 m2 based on Management Right
certificate No. 2 dated December 24, 2008 is the
addition of the State Capital Investment into the share
capital of PT Angkasa Pura I (Persero) in accordance
with Government Regulation No. 38 of 1995 and the
Letter of Agreement of Land Tenure and Willingness
to Deliver/Release of Land Rights dated February 26,
1998.
PT Angkasa Pura I (Persero) telah melakukan upaya
penyelesaian permasalahan dimaksud kepada
Pemerintah Kota Mataram sejak tahun 2013, dimana
perkembangan terakhir terhadap hal tersebut
sebagai berikut:
a.Direksi PT Angkasa Pura I (Persero) telah
menerbitkan permohonan persetujuan kepada
Dewan Komisaris No. AP.I.5161/HK.02/2015/
PD-B tanggal 7 Oktober 2015 dan telah dijawab
oleh Dewan Komisaris dengan Surat No. 72/
DK.AP.I./2015 tanggal 2 November 2015 perihal
Penggunaan Lahan PT Angkasa Pura I (Persero) di
PT Angkasa Pura I (Persero) has made efforts to settle
matters referred to the Government of Mataram City
since 2013, where the latest developments on the issue
are as follows:
a. Directors of PT Angkasa Pura I (Persero) has
issued a request for approval to the Board of
Commissioners No. AP.I.5161/HK.02/2015/PD-B
dated October 7, 2015 and has been answered
by the Board of Commissioners with letter No. 72/
DK.AP.I./2015 dated 2 November 2015 concerning
the use of land of PT Angkasa Pura I (Persero)
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Bandara Internasional Lombok oleh Pemerintah
Daerah yang pada pokoknya meminta direksi
untuk melengkapi:
- Kajian Legal
- Kajian Ekonomis
- Dokumen pendukung lainnya seperti Rencana
Umum Tata Ruang wilayah tersebut, Bukti
pemilikan HPL, Peta Lokasi, Nilai Perolehan,
Nilai Buku, Tahun Perolehan, Kondisi asset
tersebut dan dokumentasi foto kondisi
terakhir.
in Lombok International Airport by the local
government, which essentially asks directors to
complete:
- Legal studies
-Economic assessment
-Other supporting documents such as the
General Spatial Plan of The Region, evidence
of ownership of HPL, map location, Cost, Book
Value, Year of Acquisitions, asset condition
and photographic documentation of the latest
condition.
b. Pemerintah Kota Mataram menerbitkan surat
Nomor: 900/010/BPKAD/I/2016 tanggal 8
Januari 2016 perihal Penggunaan Lahan Milik
PT Angkasa Pura I (Persero) yang pada pokoknya
menyatakan sebagai berikut.
-
Pemerintah
Kota
Mataram
akan
menindaklanjuti
proses
ganti
rugi
penggunaan lahan milik PT Angkasa Pura I
(Persero) untuk pembangunan Jalan Dakota
seluas 502 m2.
-Nilai Ganti Rugi sebesar perhitungan
oleh Kantor Jasa Penilai Publik (KJPP)
pada saat dilakukan pembebasan lahan,
yaitu Rp492.000,- per meter persegi,
sehingga jumlah total ganti rugi sebesar
Rp246.984.000,-Untuk proses pembayaran, PT Angkasa Pura
I (Persero) melengkapi dokumen Sertifikat
Asli, Akta Perusahaan/Pendirian, Copy KTP
atas pejabat yang dikuasakan menerima
pembayaran, Surat Kuasa dan copy buku
Bank/nomor rekening.
b. Government of Mataram city issued a letter No.
900/010/BPKAD/I/2016 dated January 8, 2016
concerning the use of land owned by PT Angkasa
Pura I (Persero) which essentially states as follows.
c. Terhadap rencana pemberian ganti rugi oleh
Pemerintah Kota Mataram tersebut, saat ini
PT Angkasa Pura I (Persero) sedang melakukan
pengkajian mekanisme alternatif pemberian
sewa atas penggunaan lahan seluas 502 m2
tersebut menggunakan pola yang serupa
rencana kerjasama PT Angkasa Pura I (Persero)
dengan Pemerintah Provinsi Nusa Tenggara
Timur untuk pembangunan jalan akses Nusa
Tenggara Timur Fair di Kelurahan Lasiana,
mengingat dengan alternatif sewa dimaksud,
maka tidak menyebabkan beralihnya kepemilikan
aset tetap dan membutuhkan waktu yang relatif
lebih singkat dalam penyelesaiannya.
3.Bandara Internasional Lombok Praya
Rencana Tukar Menukar Tanah Milik PT Angkasa
Pura I (Persero) dengan Milik Pemerintah Provinsi
Nusa Tenggara Barat di Bandar Udara Internasional
Lombok. Tukar menukar atau Ruislagh tanah milik PT
Angkasa Pura (Persero) dan milik Pemerintah Provinsi
Nusa Tenggara Barat sebagai berikut.
a. Tanah milik Pemerintah Provinsi Nusa Tenggara
Barat dimanfaatkan oleh PT Angkasa Pura I
(Persero) di Bandar Udara Internasional Lombok
198
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
- Government of Mataram city will follow up
the process of compensation the use of land
owned by PT Angkasa Pura I (Persero) for the
construction of the Dakota Street, area of 502
m2.
- Value of Compensation as the calculations
by the Office of Public Appraisal Service
(KJPP) at the time of land acquisition,
namely Rp492.000, - per square meter, so
that the total amount of compensation is
Rp246,984,000,- For the process of payment, PT Angkasa
Pura I (Persero) completing the First
Certificate document, the Deed of Company/
Establishment, Copy of Identity Card of
top officials who are authorized to receive
payment, the Power of Attorney and a copy of
the Bank book/account number.
c. Against indemnity for landby the Government of
Mataram City, PT Angkasa Pura I (Persero) are
currently conducting assessments of alternative
mechanisms of granting lease for the use of
land area of 502 m2, using a similar pattern of
cooperation plan PT Angkasa Pura I (Persero) with
the East Nusa Tenggara provincial government
for the construction of access roads in East Nusa
TenggaraFair in theLasiana Village, considering
the alternatives of lease in question, it does not
cause the transfer of ownership of fixed assets
and takes a relatively shorter in its completion.
3. Praya Lombok International Airport
Plan of exchanging landowned by PT Angkasa Pura
I (Persero) with that of the Provincial Government of
West Nusa Tenggara at Lombok International Airport.
Exchanging or Ruislagh land owned by PT Angkasa
Pura (Persero) and the Government of West Nusa
Tenggara as follows.
a. Land owned by the Provincial Government of West
Nusa Tenggara is utilized by PT Angkasa Pura I
(Persero) at Lombok International Airport, area of
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
seluas 74.573 m2 yang terdiri dari 16 persil
berlokasi di daerah Airside (landasan pacu).
74,573 m2 which consists of 16 parcels are located
in the Airside (runway).
b. Tanah milik PT Angkasa Pura I (Persero) yang
dimanfaatkan oleh Pemerintah Provinsi Nusa
Tenggara Barat seluas 74.000 m2 di area Bandar
Udara Internasional Lombok yang diperuntukan
sebagai berikut.
- Gedung VIP dan lahan parkirnya seluas 0,58
Ha.
- Terminal Haji dan TKI seluas 1.72 Ha.
-Jalan Intersection dan Saluran seluas 5.1 Ha.
b. Land owned by PT Angkasa Pura I (Persero) which
is utilized by the Provincial Government of West
Nusa Tenggara, area of 74,000 m2, at Lombok
International Airport is designated as follows.
Dewan Komisaris pada prinsipnya menyetujui rencana
ruislagh tanah tersebut, dengan pertimbangan
sebagai berikut:
- Tanah-tanah yang akan diruislagh telah diukur
dan disertifikatkan.
- Tanah-tanah yang akan diruislagh telah di
appraisal oleh lembaga yang independen dan
disepakati oleh kedua belah pihak.
-Apabila
nilai
tanahnya
berbeda
akan
dikompensasikan.
-
-
-
VIP building and parking area of 0.58 hectares
of land.
The Hajj Terminal and TKI area of 1.72 Ha.
Roads Intersection and channels covering 5.1 Ha.
BOC in principle approved the ruislagh planof the
land, with the following considerations:
-
-
-
Lands which will be ruislagh have been measured
and certified.
Lands which will be ruislagh have been appraised
by an independent institution and agreed upon by
both parties.
The difference value of land will be compensated.
(ref. Surat Komisaris Utama Nomor: 19/DK.AP.I/2013
tanggal 14 Februari 2013 perihal Usulan Ruislagh
Tanah Milik Pemerintah Provinsi Nusa Tenggara Barat
dengan PT Angkasa Pura I (Persero) ).
(Ref. Commissioner Letter No. 19/DK.AP.I/2013 dated
February 14, 2013 regarding the proposal of Ruislagh
Land Belongs to the Provincial Government of West
Nusa Tenggara and PT Angkasa Pura I (Persero)).
PT Angkasa Pura I (Persero) telah menyelesaikan
proses pemisahan sertifikat Hak Pengelolaan Nomor
1 tanggal 8 juni 2000 seluas 5.388.285 m2 atas tanah
yang akan diruislagh dengan Pemerintah Provinsi
Nusa Tenggara Barat dengan terbitnya sertifikat
sebagai berikut.
- Sertifikat HPL No. 101 tanggal 31 Maret 2015 untuk
tanah seluas 5.800 m2.
- Sertifikat HPL No. 102 tanggal 31 Maret 2015 untuk
tanah seluas 17.200 m2.
- Sertifikat HPL No. 103 tanggal 31 Maret 2015 untuk
tanah seluas 51.000 m2.
PT Angkasa Pura I (Persero) has completed the
separation process of management right certificate
No. 1 dated 8 June 2000 covering an area of 5,388,285
m2 of land which will be ruislagh by the Provincial
Government of West Nusa Tenggara, with the issuance
of certificates as follows.
- HPL Certificate No. 101 dated March 31, 2015 for a
land area of 5,800 m2.
- HPL Certificate No. 102 dated March 31, 2015 for a
land area of 17,200 m2.
- HPL Certificate No. 103 dated March 31, 2015 for a
land area of 51,000 m2.
Berdasarkan hasil rapat pembahasan antara
PT Angkasa Pura I (Persero) dengan Pemerintah
Provinsi Nusa Tenggara Barat pada tanggal 27
Januari 2016 dan tanggal 11 Februari 2016 disepakati
bahwa Pemerintah Provinsi Nusa Tenggara Barat
akan melakukan percepatan penyelesaian proses
sertifikasi terhadap 16 persil tanah milik Pemerintah
Provinsi Nusa Tenggara Barat, dimana Badan
Pengelola Keuangan Aset Daerah (BPKAD) Provinsi
Nusa Tenggara Barat menyatakan bahwa terdapat
14 persil tanah yang selesai sertifikasinya atau
bersertifikat clean and clear dan 2 persil tanah masih
dalam proses sertifikasi.
Based on the results of the discussion between PT Angkasa
Pura I (Persero) with the Government of West Nusa Tenggara
Province on January 27, 2016 and dated February 11, 2016 it was
agreed that the Government of West Nusa Tenggara province
will accelerate the completion of the certification process of
the 16 plots of land owned by the Government of West Nusa
Tenggara province, where the Financial Management Board
of Regional Assets (BPKAD) West Nusa Tenggara province
stated that there are 14 plots of land were completely/clearly
certified and the other two parcels of land are still in the
certification process.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Laporan Manajemen
Management Report
200
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
INVESTASI BARANG MODAL
CAPITAL EXPENDITURE
Beberapa program investasi barang modal yang
direalisasikan oleh Perseroan pada tahun buku 2015 diuraikan
sebagai berikut.
• Program
Investasi
pendukung
Keselamatan
Penerbangan/Keamanan.
1) Pengadaan Kendaraan Runway Sweeper 1 Unit di
Bandar Udara Ngurah Rai – Bali senilai Rp3,82 miliar.
2) Pengadaan Dan Pemasangan Lampu Threshold Edge
Runway 09 Dan 27 di Bandar Udara Ngurah Rai - Bali
senilai Rp1,4 miliar.
3) Pengadaan dan Pemasangan Flood Light di Apron di
Bandar Udara Ngurah Rai – Bali senilai Rp11,98 miliar.
4)Pengadaan Portable Explosive Detector di Bandar
Udara Ngurah Rai – Bali senilai Rp2,4 miliar.
5)Pembuatan Konstruksi Apron Selatan di Bandar
Udara Juanda – Surabaya senilai Rp15,6 miliar.
6)Pekerjaan Overlay Taxiway Tahap II serta Pemasangan
Sistem Subdrain (termasuk jasa konsultan) di Bandar
Udara Juanda - Surabaya senilai Rp14,02 miliar.
7) Pengadaan dan Pemasangan Panel Distribusi TM
20 KV pada ring system di Bandar Udara Juanda
-Surabaya Rp9,5 miliar.
8) Pembuatan Saluran Tertutup (Box Culvert) pada
Taxiway N5 di Bandar Udara Juanda – Surabaya
senilai Rp4,0 miliar.
9)Pengadaan Crash Car untuk T2 di Bandar Udara
Juanda - Surabaya senilai Rp12,24 miliar.
10)Pekerjaan Overlay 03-21 di Bandara Sultan
Hasanuddin – Makassar senilai Rp50,8 miliar.
11) Overlay Taxiway dan Paved Shoulder serta Jasa Lab dan
Konsultan Pengawas di Bandara Sultan Aji Muhammad
Sulaiman Sepinggan – Balikpapan senilai Rp40,5 miliar.
12) Pengadaan 1 unit crash car di Bandara Frans Kaisiepo
– Biak senilai Rp11,2 miliar.
13)
Pembuatan pagar pengamanan perimeter di
Bandara Sultan Hasanuddin-Makassar senilai Rp2,4
miliar.
Some capital goods investment program that is realized by
the Company in fiscal year 2015 are outlined below.
•
•
Program Pelayanan
1)Pembenahan Terminal di Bandar Udara Sam
Ratulangi Manado senilai Rp11,7 miliar.
2) Pengadaan Kursi Terminal di Bandar Udara Sam
Ratulangi Manado senilai Rp3,9 miliar.
3) Perluasan Apron Sisi Barat Dengan Rigid Pavement
di Bandar Udara Adisutjipto Yogyakarta senilai Rp12,7
miliar.
4)Pengadaan Kursi Terminal di Bandar Udara
Syamsuddin Noor Banjarmasin senilai Rp981 juta.
5) Pembuatan Gedung Maintenance di Bandar Udara El
Tari Kupang senilai Rp872 juta.
6)Pembenahan Interior terminal Bandara Sultan
Hasanuddin di Bandar Udara Sultan Hasanuddin
Makassar senilai Rp14,5 miliar.
7) Pembuatan Incenerator di Bandar Udara Ngurah Rai
– Bali Rp4 miliar.
8) Pengadaan dan Pemasangan Garbarata Type B2
sebanyak 7 unit di Bandar Udara Ngurah Rai – Bali
Rp28,9 miliar.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
•
Investment program for back-up Flight Safety/Security.
1) Vehicle Procurement Runway Sweeper 1 Unit at airport
Ngurah Rai - Bali worth Rp3,82 billion.
2)Procurement and Installation Threshold Lights
Runway Edge 09 and 27 in Bandar UdaraNgurah Rai
- Bali Rp1.4 billion.
3) Procurement and installation Flood Light Apron on
airport Ngurah Rai - Bali senilaiRp11,98 billion.
4) Procurement Eksplosive Portable Detector at Ngurah
Rai Airport - Bali, worth Rp2.4 billion.
5) Making the South Apron Construction at Juanda Surabaya worth Rp15,6 billion.
6)Overlay Works Taxiway Phase II and Subdrain System
Installation (including jasakonsultan) at Juanda Surabaya worth Rp14,02 billion.
7) Procurement and installation of 20 KV Distribution
Panels TM on ring system in Bandar UdaraJuanda
-Surabaya 9.5 billion.
8) Closed Channel creation (Box Culvert) on a taxiway
N5 at Juanda -Surabaya worth Rp4,0 billion.
9) Car Crash procurement for T2 in Juanda - Surabaya
worth Rp12,24 billion.
10)Overlay Works 03-21 at Sultan Hasanuddin Airport Makassar worth Rp50.8 billion.
11)Overlay Taxiway and Paved Shoulder and Lab Services
and Supervisor in Sultan Aji Muhammad Sulaiman
Sepinggan Airport - Balikpapan worth Rp40,5 billion.
12)Procurement of 1 unit of car crashes in the service
Frans Kaisiepo - Biak worth Rp11.2 billion.
13)Perimeter security fencing in Sultan Hasanuddin
Airport in Makassar worth Rp2.4 billion.
Services program
1) Settling Terminal at the airport Sam Ratulangi worth
Rp11.7 billion.
2) Terminal Procurement Chair Sam Ratulangi Airport in
Manado worth Rp3.9 billion.
3) West Side Apron Expansion With Rigid Pavement in
Yogyakarta Adisucipto Airport worth Rp12.7 billion.
4) Procurement Chair Terminal Syamsuddin Noor Airport
in Banjarmasin worth Rp981 million.
5)Making Building Maintenance El Tari Airport in
Kupang worth Rp872 million.
6)Interior improvements terminal Sultan Hasanuddin
Airport in Makassar Sultan Hasanuddin Airport
IDR14.5 billion worth.
7) Making Incenerator at Ngurah Rai Airport - Bali Rp4
billion.
8) Procurement and installation garbarata Type B2 7
units at airport Ngurah Rai - Bali Rp28,9 billion.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
9)Rekondisi Terminal Keberangkatan Temporary
Domestik Menjadi Kedatangan Internasional di
Bandar Udara Ngurah Rai – Bali senilai Rp12,6 miliar.
10) Pengadaan Kursi Terminal di Bandar Udara Ngurah
Rai – Bali senilai Rp7,6 miliar.
11)
Pengadaan 1 set Salvage Lengkap berikut
kelengkapannya di Bandar udara Juanda – Surabaya
Rp21,9 miliar.
12)Pengadaan dan Pemasangan Panel Tegangan
Menengah Lengkap Dengan Jaringan Sistem Kontrol
Di MPH 2 di Bandar Udara I Gusti Ngurah Rai – Bali
Rp17,6 miliar.
13)Pengadaan dan penggantian DC Power Supply
System di Bandar Udara Aji Muhamad Sulaiman
Sepinggan-Balikpapan senilai Rp2,8 miliar.
14)Pengadaan dan pemasangan garbarata tipe B2
sebanyak 7 (tujuh) unit di Bandar Udara I Gusti
Ngurah Rai - Bali senilai Rp28,9 miliar.
•
Laporan Keuangan
Financial Report
9)Reconditioning Temporary Domestic Departures
Terminal Being KedatanganInternasional at Ngurah
Rai Airport - Bali worth Rp12,6 billion.
10) Procurement Chair Terminal at Ngurah Rai Airport Bali, worth Rp7.6 billion.
11) Procurement 1 Complete the following set Salvage
apparatus at airport Juanda - Surabaya Rp21,9 billion.
12)Procurement and Installation of Medium Voltage
Panels Complete With Network SistemKontrol In MPH
2 in the Airport I Gusti Ngurah Rai - Bali Rp17.6 billion.
13)
Procurement and replacement of DC Power
Supply System at Airport Aji Muhammad Sulaiman
Sepinggan-Balikpapan worth Rp2.8 billion.
14) Supply and installation type 7(seven) unit B2 garbarata
in the Airport I Gusti Ngurah Rai - Bali worth Rp28,9
billion.
Program Peningkatan Pendapatan
1) Pengadaan Peralatan Dispenser Parking System
Manless di Bandar Udara Ngurah Rai – Bali senilai
Rp1,7 miliar dan Bandar Udara Hasanuddin Makasar
senilai Rp1,3 miliar.
2) Perbaikan Struktur Bangunan Terminal di Bandar
Udara Hasanuddin Makassar senilai Rp4,1 miliar.
3) Perluasan dan Perkerasan Parkir GSE di Bandar
Udara Sam Ratulangi Manado senilai Rp648,2 juta.
4) Pengadaan dan Pemasangan Capacitor Bank di
Bandar Udara Syamsuddin Noor Banjarmasin senilai
Rp644,4 miliar.
•
Revenue Improvement Program
1) Procurement of Equipment Dispenser Parking System
MANLESS at Ngurah Rai Airport - Bali Rp1.7 billion and
Hasanuddin Airport, Makassar Rp1.3 billion.
•
Program Produktifitas Kerja
1)Implementasi ERP (Enterprise Resource Planning)
kantor pusat dan seluruh kantor cabang Tahap II
senilai Rp33,8 miliar.
2)Pengadaan Data Center di Kantor pusat senilai Rp1,6
miliar.
3) Pembuatan Gedung Serbaguna dan Ruang Arsip
beserta Fasilitas Penunjangnya di Bandar Udara
Juanda Surabaya senilai Rp7,7 miliar.
4) Pengadaan Gedung Civil Technician and Elban di
Bandar Udara El Tari – Kupang senilai Rp893,8 juta.
5) Pengadaan Tangga Hidrolik Tipe Z di Bandar Udara I
Gusti Ngurah Rai – Bali Rp1,4 miliar.
6)Pengadaan Nurse Tender Multipurpose Kapasitas
5000 Liter di Bandar Udara Adisutjipto - Yogyakarta
Rp496,8 juta.
•
Work Productivity Program
1)ERP implementation. (Enterprise Resource Planning)
headquarters and the entire office cabangTahap II
worth Rp33,8 billion.
2) Procurement Data Center at headquarters is valued
at 1.6 billion.
3) Making the Multipurpose Building and Space Archives
along with supporting facilities in BandarUdara
Juanda worth Rp7.7 billion.
4) Procurement Civil Building TechnicianandElban at El
Tari Airport - Kupang worth Rp893,8 million.
5) Procurement of Domestic Hydraulic Type Z in the
Airport I Gusti Ngurah Rai - Bali 1.4 billion.
6) Procurement Tender Nurse Multipurposecapacity of
5000 liters in Adisutjipto Airport - Yogyakarta Rp496,8
million.
•
Program Citra Perusahaan
1)Pembuatan Water Fountain set beserta instalasinya di
Bandar Udara Juanda Surabaya senilai Rp4,9 miliar.
2)Pembebasan Lahan seluas 60 Ha di Bandara
Hasanuddin senilai Rp521 miliar.
3) Penggantian Interior (Wallpaper) Gedung Kantor
Pusat dan kelengkapannya senilai Rp993 juta.
4) Pengadaan dan Pemasangan Karpet lantai Gedung
Kantor Pusat senilai Rp939 juta.
5) Pembelian Tanah asset PEMDA di Bandara Syamsudin
Noor-Banjarmasin seluas +/-5.074 Ha yang terdapat
•
Corporate Image Program
1) Making Water Fountain set along with its installation
at Juanda Airport in Surabaya worth Rp4.9 billion.
2) 60 Ha of Land Acquisition at Hasanuddin Airport
valued at Rp521 billion.
3) Replacement Interior (Wallpaper) Office Building and
completeness worth Rp993 million.
4) Procurement and Installation of Office Building floor
carpet worth Rp939 million.
5)Land purchase assets LGs Syamsudin NoorBanjarmasin Airport area of +/- 5,074 Ha located
2)Structural improvements in the Airport Terminal
Building Hasanuddin Makassar worth Rp4.1 billion.
3)Expansion and Pavement parking GSE Sam Ratulangi
Airport in Manado worth Rp648,2 million.
4)Procurement and Installation of Capacitor Bank
Syamsuddin Noor Airport in Banjarmasin worth
Rp644,4 billion.
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Profil Perusahaan
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apron di atasnya di Bandar Udara Syamsuddin Noor–
Banjarmasin senilai Rp128,9 miliar.
above the apron at the airport Syamsudin Noor Banjarmasin worth Rp128,9 billion.
PERBANDINGAN TARGET DAN REALISASI
COMPARISON OF TARGET AND REALIZATION
PENCAPAIAN TARGET 2015
TARGET ACHIEVEMENT 2015
Kinerja Angkasa Pura Airports pada 2014 menunjukkan variasi
pencapaian. Hal tersebut dapat dilihat dari pencapaian
target yang telah ditetapkan sebagai berikut.
Angkasa Pura Airports performance in 2014 shows some
variation of achievement. It can be seen from the achievement
of targeted as follows.
Dari sisi produksi, realisasi produksi sampai dengan akhir
tahun 2015 secara umum produksi aeronautika berada di
atas anggaran dan produksi non aeronautika masih di bawah
RKAP 2015, hal ini antara lain dipengaruhi oleh beberapa hal
seperti :
• Tidak tercapainya realisasi trafik penumpang, pesawat
dan kargo dikarenakan:
- Kecelakaan jatuhnya pesawat Air Asia QZ 7501
yang berdampak psikologis para pengguna jasa
penerbangan dengan menunda perjalan atau
beralihnya ke moda transportasi lainnya
-Erupsi Gunung Raung dan Barujari
• Pelambatan pertumbuhan ekonomi Nasional selama
tahun 2015 hanya tumbuh 4,7% dari yang diasumsikan
pada RKAP 2015 sebesar 6,5% berdampak negatif
pada bisnis transportasi padaumumnya dan khususnya
transportasi udara.
• Pengembalian beberapa ruang oleh tenant di Bandara
Juanda dan Sepinggan.
• Diberlakukannya KM Perhubungan NO 129/2015, yaitu
pengembalian ruang area komersial menjadi ruang
publik.
On the production side, the realization of production until the
end of 2015 in general aeronautical production are above
budget and production of non-aeronautical still under RKAP
2015, it’s affected by several things such as:
•
•
•
•
Not achieving the realization of passenger traffic, aircraft
and cargo due to:
- Air Asia accidental fall ofQZ 7501 impacting
psychologically on users of flight service, by delaying
the journey or shifting to other types of transport
-Eruption of Mount Raung and Barujari
National economic growth slowed during 2015 grew
only 4.7% of assumed on RKAP 2015 amounted to 6.5%.
Negatively affect transportation business, especially air
transport.
Returned some space by tenants at Juanda Airport and
Sepinggan.
Enacment of KM of Transportation NO 129/2015, namely
the return of commercial space becomes area of public
space.
Tabel Pencapaian target kinerja Pelayanan Jasa Aeronautika /
Table Achievement of Aeronautical Services Performance Targets
Uraian
Description
Satuan
Unit
Realisasi 2015
Realization 2015
RKAP 2015
Pencapaian
Achievement
1
2
3
4
5=3/4
Pelayanan Jasa Pendaratan, Penempatanan dan Penyimpanan
Pesawat Udara (PJP4U) / Services Landing, Placement and
Storage Aircraft (PJP4U)
Ton
25.572.859
22.182.607
115,28%
Domestik / Domestic
Ton
20.306.738
17.509.689
115,97%
Internasional / International
Ton
5.266.120
4.672.918
112,69%
Pax
33.016.975
31.553.264
104,64%
Domestik / Domestic
Pax
27.271.899
25.784.720
105,77%
Internasional / International
Pax
5.745.076
5.768.544
99,59%
Ton
26.445.957
21.719.558
121,76%
Ton
18.459.482
14.547.640
126,89%
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) /
Passengers Services (PJP2U)
Pemakaian Aviobridge / Aviobridge Usage
Domestik / Domestic
Internasional / International
Ton
7.986.475
7.171.918
111,36%
Pax
37.555.129
31.476.815
119,31%
Domestik / Domestic
Pax
31.903.449
25.784.720
123,73%
Internasional / International
Pax
5.651.680
5.692.096
99,29%
Pemakaian Counter / Counter Usage
202
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Uraian
Description
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Satuan
Unit
Realisasi 2015
Realization 2015
Baggage Handling System
Pax
7.088.941
7.433.466
95,37%
Domestik / Domestic
Pax
2.755.232
3.079.730
89,46%
Internasional / International
Pax
4.333.709
4.353.736
99,54%
RKAP 2015
Pencapaian
Achievement
Tabel Pencapaian Target Kinerja Pelayanan Jasa Non-Aeronautika /
Table of Achievement Non-Aeronautical Services Performance Targets
Uraian
Description
1
Satuan
Unit
Realisasi 2015
Realization 2015
RKAP 2015
Pencapaian
Achievement
2
3
4
5=3/4
Sewa / Rental
M2 x Bulan
M2 x Month
6.225.618
8.967.638
69,42%
Sewa Ruangan / Renting room
M2 x Bulan
M2 x Month
1.333.762
1.508.187
88,43%
Sewa Tanah / Renting land
M2 x Bulan
M2 x Month
4.874.190
5.813.063
83,85%
Sewa Tempat / Renting place
M2 x Bulan
M2 x Month
5.284
91.699
5,76%
Sewa Tempat Antena / Renting Antenna Placed
M2 x Bulan
M2 x Month
9.056
4.097
221,04%
Sewa Cold Storage / Renting Cold Storage
M2 x Bulan
M2 x Month
-
-
-
Sewa Gedung / Renting Building
M2 x Bulan
M2 x Month
3.327
-
N/A
Penyerahan Penggunaan Tanah / Submission of
Land Used
M2 x Bulan
M2 x Month
-
1.550.592
N/A
Penyerahan Pengunaan Bangunan / Submission
of Buildings Used
M2 x Bulan
M2 x Month
-
-
-
5.821.685.310
5.338.806.587
109,04%
Konsesi / Concessions
Rp/000
Parkir Mobil / Car parking
Lembar / Sheet
22.669.408
25.233.173
89,84%
Parkir Motor / Motorcycle parking
Lembar / Sheet
7.322.029
8.002.586
91,50%
Peron dan Waving Gallery / Peron and Waving
Gallery
Lembar / Sheet
402.301
483.237
120,12%
Pemakaian Listrik / Electricity usage
Kwh
29.151.481
29.322.773
99,42%
Pemakaian Air / Water usage
M3
264.063
319.377
82,68%
Pemakaian Telepon / Telephone usage
PwtxBln
16.511
21.243
77,72%
Internet Services / Internet Services
Kilobyte
445.466
-
N/A
Sewa Tempat Reklame / Renting advertisement
58.240
183.664
31,71%
Event and Promotion / Event Promotion
M2xBulan
EA
1.265
95
1331,58%
Lounge / Lounge
Pax
716.962
898.037
79,84%
VIP Service Fee GAT / VIP Service Fee GAT
Pax
6.892
-
N/A
Maintenance and Service Fee / Maintenance and
Service Fee
EA
4.146
3.105
133,53%
Warehousing / Warehousing
Kg
64.600.511
76.052.493
84,94%
Jasa Gudang Cargo Out Domestik / Domestic
Cargo Out Warehouse Service
Kg
3.806.585
3.884.642
97,99%
Jasa Gudang Cargo Out Internasional /
International Cargo out Warehouse Service
Kg
32.068.151
43.352.070
73,97%
Jasa Gudang Cargo Inc Domestik / Domestic
Cargo Inc Warehouse Service
Kg
7.293.550
7.223.794
100,97%
Jasa Gudang Cargo Inc Internasional /
International Cargo Inc Warehouse Service
Kg
21.432.225
21.591.988
99,26%
Dari sisi kinerja keuangan yang mencakup posisi keuangan
dan laba (rugi) dan penghasilan komprehensif lain. Secara
umum realisasi Total Aset posisi per 31 Desember 2015 sebesar
In terms of financial performance include the financial
position and net income (loss) and other comprehensive
income. In general, the realization of Total Assets position as
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
203
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Rp16,72 triliun di bawah anggaran sebesar Rp1,92 triliun atau
10,29% dari yang direncanakan sebesar Rp18,64 triliun antara
lain disebabkan
a. Meningkatnya aset lancar berupa Kas dan setara kas
(posisi kas sebesar Rp1,74 triliun).
b. Posisi aset tidak lancar dibawah RKAP dikarenakan
tertundanya penyelesaian beberapa program investasi
dan berdampak pada meningkatnya Aset dalam
penyelesaian menjadi sebesar Rp1,44 triliun.
c.Posisi utang jangka pendek diatas RKAP sebesar
Rp376,63 miliar atau 16% dikarenakan banyakvendor
yang melakukan tagihan diakhir tahun 2015.
d.Utang jangka panjang dibawah RKAP sebesar Rp2,52
triliun atau 46% berkorelasi dengan tertundanya
pelaksanaan
beberapa
pekerjaan
Investasi
pengembangan Bandara di tahun 2015.
e. Meningkatnya ekuitas dikarenakan meningkatnya laba
tahun berjalan yang berada Rp229 miliar atau 2% berada
di atas anggarannya.
at December 31, 2015 amounted to Rp16,72 trillion under the
budget of Rp1,92 trillion, or 10,29% of the planned for Rp18,64
trillion partly due to
a.Increased current assets such as cash and cash
equivalents (cash position amounted to Rp1.74 trillion).
b. The position of non-current assets under RKAP due to
delays in the completion of several investment programs
and the impact on the increased Construction in progress
amounted Rp1,44 trillion.
c. Short-term debt position above RKAP of Rp376,63 billion
or 16% due to many vendors who bill at the end of 2015.
Di sisi lain, realisasi laba (rugi) setelah pajak tahun 2015
sebesar Rp841,97 miliar berada di atas anggaran sebesar
Rp139,26 miliar atau 19,83% dari yang direncanakan sebesar
Rp702,29 miliar
On the other hand, realized gain (loss) after tax in 2015
amounted to Rp841,97 billion were above budget of Rp139,26
billion, or 19.83% of the planned for Rp702,29 billion
d. RKAP under long-term debt amounted to Rp2.52 trillion,
or 46% correlated with postponed execution of some work
service development investments in 2015.
e.Increase in equity due to increased profit for the year was
Rp229 billion, or 2% are above budget.
Tabel Pencapaian Target Kinerja Keuangan Perusahaan Tahun 2015 /
Table Achievement Target Company Financial Performance in 2015
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
Realisasi 2015
Realization 2015
RKAP 2015
Pencapaian
Achievement
1
2
3
4=2/3
Aset / Assets
16.722.336.662
18.640.963.195
89,71%
3.090.121.088
2.010.843.102
53,67%
Aset Tidak Lancar / Non Current Assets
13.632.215.574
16.630.120.093
81,97%
Liabilitas / Liabilities
5.693.287.436
7.840.956.174
104,85%
Aset Lancar / Current Assets
Liabilitas Jangka Pendek / Current Liabilities
Liabilitas Jangka Panjang / Non Current Liabilities
Ekuitas / Equity
2.702.303.101
2.325.670.993
116,19%
2.990.984.335
2.990.984.335
54,23%
11.029.049.226
10.800.007.021
102,12%
Pendapatan Operasional / Operational Revenue
5.249.629.756
5.420.198.555
96,85%
Beban Operasional / Operational Expenses
3.955.669.891
4.315.226.440
91,67%
1.293.959.865
1.104.972.115
117,10%
(211.217.387)
(174.292.582)
121,19%
1.082.742.477
930.679.533
116,34%
Pajak Penghasilan / Income Tax
240.769.848
228.392.701
105,42%
Laba Bersih Tahun Berjalan / Income after Tax/Net Income
841.972.630
702.286.832
119,83%
Laba Operasional / Operational Income
Laba Non Operasional /
Non Operational Income
Laba Sebelum Taksiran Pajak Penghasilan /
Income before Tax
204
PROYEKSI TAHUN 2016
PROJECTION FOR 2016
Untuk mendukung pencapaian Rencana Jangka Panjang
Perusahaan, sesuai arahan dari pemegang saham melalui
surat Nomor: S-485/MBU/08/2015 tanggal 27 Agustus 2015
perihal Penyampaian Aspirasi Pemegang Saham/Pemilik
Modal untuk Penyusunan Rencana Kerja dan Anggaran
Perusahaan Tahun 2016.
In order to support the achievement of the Company’s Long
Term Plan, according to the direction of the shareholders
through letter No. S-485/MBU/08/2015 dated August 27, 2015
concerning the Submission Shareholder’s Aspirations for the
Preparation of Work Plan and Company Budget year 2016.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Penyusunan RKAP 2016 dilakukan dengan mempertimbangkan
beberapa asumsi dasar makro ekonomi sebagai berikut.
1. Pertumbuhan ekonomi sebesar 5,5%.
2. Tingkat inflasi sebesar 4,7%.
3.Nilai tukar Rupiah terhadap US Dollar sebesar Rp13.400,-/
USD.
4. Suku Bunga, Surat Perbendaharaan Negara (SPN) 3
bulanan sebesar 5,5%
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Preparation of RKAP year 2016 carried out by considering
some basic macroeconomic assumptions as follows.
1. Economic growth of 5.5%.
2. The inflation rate of 4.7%.
3. Value of the rupiah against the US Dollar Rp.13.400,-/
USD.
4. Interest Rates, Treasury Bills (T-Bills) 3-month by 5.5%
Tabel Proyeksi Kinerja Pelayanan Jasa Aeronautika / Table Projected Performance of Aeronautical Services
Uraian
Description
Satuan
Unit
Realisasi 2015
Realization 2015
Proyeksi 2016
Projection of 2016
1
2
3
4
Ton
25.572.859
24.245.774
Domestik / Domestic
Ton
20.306.738
19.369.551
Internasional / International
Ton
5.266.120
4.876.223
Pax
33.016.975
33.773.426
Domestik / Domestic
Pax
27.271.899
27.438.715
Internasional / International
Pax
5.745.076
6.334.771
Ton
26.445.957
24.948.355
Ton
18.459.482
17.260.556
Pelayanan Jasa Pendaratan, Penempatanan dan Penyimpanan Pesawat
Udara (PJP4U) / Services of Landing, Placement and Storage Aircraft
(PJP4U)
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) /
Passengers Services (PJP2U)
Pemakaian Aviobridge / Aviobridge Usage
Domestik / Domestic
Internasional / International
Ton
7.986.475
7.687.799
Pax
37.555.129
33.701.931
Domestik / Domestic
Pax
31.903.449
27.439.474
Internasional / International
Pax
5.651.680
6.262.457
Baggage Handling System
Pax
7.088.941
7.793.067
Domestik / Domestic
Pax
2.755.232
2.840.445
Internasional / International
Pax
4.333.709
4.952.622
Pemakaian Counter / Counter Usage
Tabel Proyeksi Kinerja Pelayanan Jasa Non-Aeronautika /
Table Projected Performance of Non-Aeronautical Services
Uraian
Description
1
Satuan
Unit
Realisasi 2015
Realization 2015
Proyeksi 2016
Projection of 2016
2
3
4
Sewa / Rent
M2 x Bulan
M2 x Month
6.225.618
5.951.720
Sewa Ruangan / Renting Room
M2 x Bulan
M2 x Month
1.333.762
1.470.583
Sewa Tanah / Renting Land
M2 x Bulan
M2 x Month
4.874.190
2.460.230
Sewa Tempat / Renting Place
M2 x Bulan
M2 x Month
5.284
448.599
Sewa Tempat Antena / Renting Antenna Placed
M2 x Bulan
M2 x Month
9.056
21.716
Sewa Cold Storage / Renting Cold Storage
M2 x Bulan
M2 x Month
-
-
Sewa Gedung / Renting Building
M2 x Bulan
M2 x Month
3.327
-
Penyerahan Penggunaan Tanah / Submission of Land Used
M2 x Bulan
M2 x Month
-
1.550.592
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
205
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Uraian
Description
1
Penyerahan Pengunaan Bangunan / Submission of Buildings Used
Konsensi / Concessions
Satuan
Unit
Realisasi 2015
Realization 2015
Proyeksi 2016
Projection of 2016
2
3
4
M2 x Bulan
M2 x Month
Rp/000
-
-
5.821.685.310
6.718.709.458
Parkir Mobil / Car parking
Lembar / Sheet
22.669.408
23.303.046
Parkir Motor / Motorcycle parking
Lembar / Sheet
7.322.029
9.329.493
Peron dan Waving Gallery / Peron and Waving Gallery
Lembar / Sheet
402.301
436.956
Pemakaian Listrik / Electricity usage
Kwh
29.151.481
34.747.650
Pemakaian Air / Water usage
M3
264.063
329.424
Pemakaian Telepon / Telephone usage
PwtxBln
16.511
24.134
Internet Services / Internet Services
Kilobyte
445.466
12.336
Sewa Tempat Reklame / Renting advertisement
58.240
97.649
Event and Promotion / Event Promotion
M2xBulan
EA
1.265
182
Lounge / Lounge
Pax
716.962
206.626
VIP Service Fee GAT / VIP Service Fee GAT
Pax
6.892
-
Maintenance and Service Fee / Maintenance and Service Fee
EA
4.146
1.392
Warehousing / Warehousing
Kg
64.600.511
78.832.277
Jasa Gudang Cargo Out Domestik / Domestic Cargo Out Warehouse
Service
Kg
3.806.585
7.635.990
Jasa Gudang Cargo Out Internasiona / International Cargo out
Warehouse Service
Kg
32.068.151
34.189.128
Jasa Gudang Cargo Inc Domestik / Domestic Cargo Inc Warehouse
Service
Kg
7.293.550
16.373.947
Jasa Gudang Cargo Inc Internasional / International Cargo Inc
Warehouse Service
Kg
21.432.225
20.633.212
Tabel Proyeksi Kinerja Keuangan Perusahaan Tahun 2015 /
Table Projected Company Financial Performance of the Year 2015
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
Realisasi 2015
Realization 2015
Proyeksi 2016
Projection of 2016
1
2
3
Aset / Assets
16.722.336.662
21.338.989.465
3.090.121.088
2.760.893.874
Aset Tidak Lancar / Non Current Assets
13.632.215.574
18.578.095.592
Liabilitas / Liabilities
5.693.287.436
9.740.957.176
Aset Lancar / Current Assets
Liabilitas Jangka Pendek / Current Liabilities
Liabilitas Jangka Panjang / Non Current Liabilities
Ekuitas / Equity
Pendapatan Operasional / Operational Revenue
Beban Operasional / Operational Expenses
Laba Operasional / Operational Income
Pendapatan dan (Beban) Non Operasional / Non Operational Revenue and (Expenses)
Laba Sebelum Taksiran Pajak Penghasilan / Income before Tax
206
2.702.303.101
1.857.247.955
2.990.984.335
7.883.709.221
11.029.049.226
11.598.032.290
5.249.629.756
5.975.933.172
3.955.669.891
4.820.869.989
1.293.959.865
1.501.594.005
(211.217.387)
(346.530.823)
1.082.742.477
1.155.063.182
Pajak Penghasilan / Income Tax
240.769.848
297.976.000
Laba Bersih Tahun Berjalan / Income after Tax/Net Income
841.972.630
857.087.182
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
INFORMASI MATERIAL YANG TERJADI
SETELAH TANGGAL LAPORAN AKUNTAN
MATERIAL INFORMATION THAT OCCURS
AFTER THE DATE OF ACCOUNTANT’S
REPORT
Tidak ada transaksi setelah tanggal neraca yang mempunyai
pengaruh signifkan terhadap laporan keuangan yang perlu
diungkapkan.
There are no transactions after the balance sheet date which
have significantly effect on the financial statements that need
to be disclosed.
KEBIJAKAN DIVIDEN
DIVIDEND POLICY
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. Kebijakan pembagian
dividen yang diterapkan Perseroan adalah dengan
mempertimbangkan ekspansi usaha. Laba disisihkan sesuai
dengan kebutuhan pengembangan usaha Perseroan.
Company continuously paying dividends every year based
on the decision of the General Meeting of Shareholders
(GMS). Dividends are paid no later than 1 month after the
GMS in Management Accountability meeting of current
year. Dividend policy applied by the Company is considering
business expansion. Income is set aside in accordance with
the Company’s business development needs.
Pada
2015,
Angkasa
Pura
Airports
melakukan
pembayaran dividen untuk periode tahun buku 2014
sebesar Rp185.720.304.000 berdasarkan Risalah RUPS
Nomor: AP.I.2608/TU.03.04/2014. Sedangkan, pada 2014
dilakukan pembayaran dividen untuk periode tahun buku
2013 sebesar Rp257.915.821.000 berdasarkan Risalah RUPS
Nomor: AP.I.1348/KU.01.04/2014.
In 2015, Angkasa Pura Airports paying dividends for the period
of the fiscal year 2014 based on the Articles of the GMS Number:
AP.I.2608/TU.03.04/2014, amounted Rp185.720.304.000.
Meanwhile, in 2014 the payment of dividends made for the
period of the fiscal year 2013 by Rp257.915.821.000 based on
the Articles of the GMS No. AP.I.1348/KU.01.04/2014.
Jumlah Dividen kas per saham untuk tahun buku 2014 sebesar
Rp63,47, sedangkan untuk tahun buku 2013 adalah sebesar
Rp73,94. Dividen Payout Ratio untuk tahun buku2014 sebesar
18,68% sedangkan untuk tahun buku 2013 sebesar 38,25%.
Total cash dividends per share for the financial year 2014
amounted Rp63,47, whereas for the financial year 2013
amounted Rp73,94. Dividend Payout Ratio for fiscal year
2014 amounted to 18.68% while for fiscal year 2013 amounted
38.25%.
Tahun Buku
Fiscal Year
Pembagian Dividen
(Dalam Juta Rupiah)
Distribution of Dividend
(In Million Rupiah)
Laba Usaha
Net Income
Dividen Per
Lembar Saham
Dividend per
Share
Dividen
Payout Ratio
Dividend
Payout Ratio
Dasar Pembagian Dividen
Basis of Dividend Distribution
2013
257.916
674.308
Rp73,94 38,25%
Risalah RUPS no. AP.I.1348/KU.01.04/2014
2014
185.720
994.136
Rp63,47
18,68%
Risalah RUPS no. AP.I.2608/TU.03.04/2014
PROGRAM KEPEMILIKAN SAHAM OLEH
MANAJEMEN DAN/ATAU KARYAWAN
SHARE OWNERSHIP PROGRAM FOR
MANAGEMENT AND/OR EMPLOYEE
Angkasa Pura Airports merupakan badan usaha non listed
sehingga Angkasa Pura Airports tidak memiliki program
kepemilikan saham oleh karyawan dan/atau manajemen
(ESOP/MSOP).
Angkasa Pura Airports is a non-listed entity, thus Angkasa
Pura Airports do not have share ownership program for
employees and/or management (ESOP/MSOP).
REALISASI PENGGUNAAN DANA HASIL
PENAWARAN UMUM
REALIZATION OF THE USAGE OF PUBLIC
OFFERING PROCEEDS
Angkasa Pura Airports merupakan badan usaha non listed
yang belum melakukan penawaran umum sehingga tidak
memiliki realisasi penggunaan dana hasil penawaran umum.
Angkasa Pura Airports is a non-listed entity that has not made
any public offering, there is no actual use of proceeds from
the public offering.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
207
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
INFORMASI MATERIAL MENGENAI
INVESTASI, EKSPANSI, DIVESTASI,
PENGGABUNGAN/PELEBURAN USAHA,
AKUISISI ATAU RESTRUKTURISASI UTANG/
MODAL
MATERIAL INFORMATION ABOUT THE
INVESTMENT, EXPANSION, DIVESTMENT,
BUSINESS COMBINATION/MERGER,
ACQUISITION OR DEBT/CAPITAL
RESTRUCTURING
INVESTASI
INVESTMENT
Pada tahun 2015 Perusahaan melakukan investasi jangka
panjang dalam bentuk sebagai berikut.
In 2015, the Company made long-term investments in the
following forms.
Obligasi Dimiliki Hingga Jatuh Tempo
(Held To Maturity)
Held to Maturity Bond
(Held to Maturity)
RDPT BUMN FUND III
RDPT BUMN FUND III
Penyertaan pada PT Gapura Angkasa
(Perusahaan Asosiasi).
Participatio n in PT Gapura Angkasa
(Associated Companies).
Pada tahun 2014 perseroan telah menjual sebagian saham
miliknya kepada pemegang saham lainnya yaitu PT Garuda
Indonesia (Persero) Tbk sebanyak 456.960 lembar saham
atau 21,25% dengan harga jual sebesar Rp105.000.000
yang dinyatakan dalam Nota Kesepahaman Pembelian
In 2014 the company has sold some of his shares to the other
shareholders, namely PT Garuda Indonesia (Persero) Tbk as
many as 456 960 shares or 21.25% with a selling price of Rp105
million stated in the Memorandum of Purchase and Sale of
Shares of PT Gapura Angkasa No. SP.140.KU.20/2014/PD;
Pembelian Obligasi setelah tahun 2004, Nilai Perolehan
Obligasi dikelompokan “Dimiliki Hingga Jatuh Tempo (Held
to Maturity)” sedangkan pembelian obligasi dalam tahun
2003 dan tahun 2004 pencatatan obligasi disesuaikan
dari kelompok tersedia untuk dijual (avalaible for sale)
menjadi kelompok dimiliki hingga jatuh tempo. Obligasi
yang diperoleh setelah tahun 2004 dicatat berdasarkan
nilai perolehan dikurangi dengan amortisasi diskonto atau
premium sedangkan obligasi yang diperoleh pada tahun
2003 dan 2004 dicatat berdasarkan harga pasar pada
tanggal 31 Desember 2004 dikurangi dengan amortisasi
diskonto atau premium.
RDPT BUMN FUND III diterbitkan pada tanggal 25 Februari
2014 dan merupakan underlying MTN Perum Damri yang
digunakan sebagai modal kerja dalam bentuk pembelian
kendaraan dan tanah. Jangka waktu reksadana adalah
48 bulan dengan imbal hasil 10% p.a. nett. Pengembalian
pokok berdasarkan Partial Payment sesuai dengan jadwal
amortisasi MTN, yaitu pada tanggal yang ditentukan pada
perjanjian MTN berturut-turut dengan proporsi 30% pada
bulan ke 15, pada bulan ke 24 proporsi sebesar 30%, pada
bulan ke 36 proporsi 20% dan pada bulan ke 48 proporsi 20%.
Metode valuasi aset adalah Hold to Maturity (HTM).
Penyertaan pada PT Gapura Angkasa yang bergerak dalam
bidang jasa Ground Handling dilakukan sesuai dengan
persetujuan Surat Menteri Keuangan Nomor S- 546/
MK.016/1997 tanggal 5 November 1997 dengan nilai perolehan
Rp67.200.000.000 (rupiah penuh). Modal dasar PT Gapura
Angkasa adalah Rp860,16 miliar terbagi atas 8.601.600
saham nominal Rp100.000 per saham. Modal dasar tersebut,
sebanyak 2.150.400 saham atau senilai Rp215.040.000.000
(rupiah penuh) merupakan modal ditempatkan dan disetor.
Dari jumlah Modal Ditempatkan dan Disetor oleh 3 (tiga)
Pemegang saham yaitu PT Angkasa Pura I (Persero) dan PT
Angkasa Pura II (Persero) masing-masing sebanyak 672.000
saham (31,25%) dan PT Garuda Indonesia Airlines (Persero)
sebanyak 806.400 saham (37,50%).
208
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Purchase of bonds after 2004, the cost of Bonds is classified
as “Held to Maturity (Held to Maturity)” while the purchase
of bonds in 2003 and 2004 is recorded and adjusted from
available for sale (avalaible for sale) to be classified as held
to maturity. Bonds acquired after 2004 are accounted for
the acquisition value reduced by amortization of discount or
premium while the bonds which were acquired in 2003 and
2004 were accounted based on market prices on December
31, 2004 reduced by amortization of discount or premium.
RDPT BUMN FUND III issued on February 25, 2014 and is the
underlying MTN Perum Damri used as working capital in
the form of the purchase of the vehicle and the ground. The
term of mutual funds is 48 months with a yield of 10% p.a.
nett. Payback based Partial Payment in accordance with the
amortization schedule MTN, ie on the date specified in the
agreement MTN row with the proportion of 30% at month 15
month to 24, the proportion of 30%, in month 36 the proportion
of 20% and in to 48 the proportion of 20%. Asset valuation
method is Hold to Maturity (HTM).
Participation in PT Angkasa gate which is engaged in Ground
Handling carried out in accordance with the approval
of the Minister of Finance Letter No. S-546/MK.016/1997
dated November 5, 1997 with the acquisition value
Rp67.200.000.000 (full rupiah). The authorized capital of PT
Space is Rp860,16 billion archway consisting of 8.6016 million
shares to Rp100,000 per saham.Modal that basis, a total of
2.1504 million shares worth Rp215.040.000.000 (full rupiah)
is issued and paid-up capital. Of the total issued and paid-up
by three (3) shareholders are PT Angkasa Pura I (Persero) and
PT Angkasa Pura II (Persero) respectively of 672,000 shares
(31.25%) and PT Airlines Garuda Indonesia (Persero) as many
as 806 400 shares (37.50%).
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
dan Penjualan Saham PT Gapura Angkasa Nomor SP.140.
KU.20/2014/PD;
Nomor
DS/PERJ/MOU/DQ-3285/2014
tanggal 30 Juni 2014.
Number DS/PERJ/MOU/DQ-3285/2014 dated June 30, 2014.
Dengan demikian sisa penyertaan perseroan di PT Gapura
Angkasa adalah sebanyak 215.040 lembar saham atau
sebesar 10%.
Thus the rest of the company’s participation in PT Gapura
Angkasa is as much as 215,040 shares or 10%.
Perubahan ekuitas pada entitas asosiasi sebesar Rp13.787.257
adalah penyesuaian ekuitas yang disebabkan penerapan
PSAK 24 (Revisi 2010) atas perhitungan kewajiban imbalan
paska kerja.
Changes in equity in associates amounted Rp13.787.257
is equity adjustments resulting adoption of SFAS No. 24
(Revised 2010) on the calculation of post-employment benefit
obligations.
Penyertaan saham pada PT Jasa Marga Bali Tol
The Investment in PT Jasa Marga Bali Tol
EKSPANSI
EXPANSION
Kegiatan ekspansi Angkasa Pura Airports selama tahun
2015 diwujudkan melalui program pengembangan 3 (tiga)
Bandara yaitu Bandara Syamsuddin Noor - Banjarmasin,
Bandara Ahmad Yani – Semarang dan Bandara Yogyakarta
Baru.
Angkasa Pura Airports expansion activities during 2015
is realized through development of three (3) service is
Syamsuddin Noor Airport - Banjarmasin, Ahmad Yani Airport
- Semarang and Yogyakarta Airport Baru.
Dalam rangka pengembangan bandar udara tersebut,
Direksi menerbitkan keputusan untuk membentuk organisasi
dan tata kerja sebagai berikut.
1) Sesuai dengan Keputusan Direksi PT Angkasa Pura I
(Persero) Nomor: KEP.176/OM.01.01/2014 tanggal 15
Desember 2014 telah dibentuk Organisasi dan Tata Kerja
Proyek Pengembangan Bandar Udara Syamsudin NoorBanjarmasin.
2) Sesuai dengan Keputusan Direksi PT Angkasa Pura I
(Persero) Nomor: KEP.107/OM.01.01/2014 tanggal 26
Agustus 2014 telah dibentuk Organisasi dan Tata Kerja
Proyek Pengembangan Bandar Udara Ahmad Yani –
Semarang.
3) Sesuai dengan Keputusan Direksi PT Angkasa Pura I
(Persero) Nomor: KEP.182/OM.01.01/2014 tanggal 30
Desember 2014 atas perubahan Keputusan Direksi PT
Angkasa Pura I (Persero) Nomor: KEP.108/OM.01.01/2014
tanggal 26 Agustus 2014 telah dibentuk Organisasi dan
Tata Kerja Proyek Persiapan Pembangunan Bandar
Udara Internasional Yogyakarta.
In the framework of the airport development, the Board of
Directors issued a decree to establish the organizational and
work as follows.
1)In accordance with the Decision of the Board of Directors
of PT Angkasa Pura I (Persero) No. KEP.176/OM.01.01/2014
dated December 15, 2014 has been established
Organization and Work System Development ProjectSyamsudin Noor Airport Banjarmasin.
2)In accordance with the Decision of the Board of Directors
of PT Angkasa Pura I (Persero) No. KEP.107/OM.01.01/2014
dated August 26, 2014 has been established the
Organization and Development Project Work Ahmad Yani
Airport - Semarang.
3)In accordance with the Decision of the Board of
Directors of PT Angkasa Pura I (Persero) No. KEP.182/
OM.01.01/2014 dated December 30, 2014 on amendment
of the Decree of Directors of PT Angkasa Pura I (Persero)
No. KEP.108/OM.01.01/2014 dated August 26, 2014 has
been established the Organization and Work Preparation
Project Development International Airport Yogyakarta.
Pada tahun 2015, Angkasa Pura Airports telah melakukan
groundbreaking pengembangan Bandara Internasional
Syamsudin Noor Banjarmasin dan pengoperasian Terminal
B Bandara Internasional Adisutjipto. Melalui pengembangan
Bandara Internasional Syamsudin Noor Banjarmasin
kapasitas terminal akan meningkat menjadi 10 juta
penumpang per tahun, dengan luas terminal penumpang
90.000 m2. Sedangkan Terminal B Bandara Internasional
Adisutjipto Yogyakarta yang resmi mulai beroperasi pada 17
In 2015, Angkasa Pura Airports has conducted groundbreaking
for the development of International Airport Syamsudin
Noor Banjarmasin and operation of Terminal B Adisucipto
International Airport. Through the development of Syamsudin
Noor Banjarmasin International Airport terminal capacity will
increase to 10 million passengers per year, with an area of
90,000 m2 passenger terminal. While Terminal B Adisucipto
International Airport in Yogyakarta which officially began
operations on August 17, 2015, with a capacity of up to 600
Investasi dalam saham pada PT Jasa Marga Bali Tol
merupakan konsorsium investasi pembangunan jalan tol
Nusa Dua – Ngurah Rai - Benoa di daerah Bali oleh beberapa
perusahaan BUMN. Investasi ini telah mendapat persetujuan
dan Menteri Negara BUMN dalam surat Nomor S - 549/
MBU/2011 tanggal 25 Oktober 2011. Investasi pada PTJasa
Marga Bali Tol sebesar Rp51.980.803 dan Rp59.344.232
masing-masing pada tahun 2015 dan 2014.
Investments in shares in PT Jasa Marga Bali Toll is an
investment consortium highway construction Nusa Dua Ngurah Rai - Benoa in Bali by several state-owned companies.
This investment has been approved and the Minister of State
Enterprises in letter No. S - 549/MBU/2011 dated October 25,
2011. Investment in PT Jasa Marga Bali Toll of Rp51.980.803
and Rp59.344.232 respectively in 2015 and 2014.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
209
Laporan Manajemen
Management Report
210
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Agustus 2015, berkapasitas hingga 600 ribu penumpang per
tahun dengan luas terminal 7.000 m2. Terminal B Bandara
Internasional Adisutjipto Yogyakarta dioperasikan sambil
menunggu realisasi pembangunan bandara baru New
Yogyakarta International Airport di Kulonprogo.
thousand passengers per year with an area of 7,000 m
2 terminal. Terminal B Adisucipto International Airport in
Yogyakarta operated pending realization of the construction
of a new airport in New Yogyakarta International Airport
Kulonprogro.
DIVESTASI
DIVESTMENT
Selama tahun 2015, Perseroan tidak memiliki informasi atau
tidak terdapat kegiatan terkait dengan divestasi perusahaan.
During 2015, the Company has no information or there are no
activities related to the divestiture of the company.
AKUISISI
ACQUISITION
Selama tahun 2015, Perseroan tidak memiliki informasi atau
tidak terdapat kegiatan terkait dengan akuisisi perusahaan.
During 2015, the Company has no information or there are no
activities related to the acquisition of the company.
RESTRUKTURISASI UTANG DAN/ATAU
RESTRUKTURISASI MODAL
DEBT RESTRUCTURING AND/OR
RESTRUCTURING OF CAPITAL
Pada 2015, Angkasa Pura Airports tidak melakukan
restrukturisasi utang maupun modal, sehingga tidak terdapat
informasi yang bersifat material mengenai restrukturisasi
utang maupun modal.
In 2015, Angkasa Pura Airports do not restructure the debt or
capital, so that there are no material information concerning
the restructuring of debt and equity.
INFORMASI TRANSAKSI MATERIAL YANG
MENGANDUNG BENTURAN KEPENTINGAN
DAN/ATAU TRANSAKSI DENGAN PIHAK
BERELASI
iINFORMATION OF MATERIAL
TRANSACTION THAT WHICH CONTAIN
CONFLICT OF INTEREST AND/OR RELATED
PARTY TRANSACTION
Perusahaan melakukan transaksi dengan beberapa pihak
yang mempunyai hubungan istimewa, sesuai dengan PSAK
No.7 (Revisi 2010) mengenai “Pengungkapan Pihak-pihak
berelasi” dimana dari definisi pihak-pihak berelasi sesuai
PSAK No. 7 (Revisi 2010) adalah orang atau entitas yang terkait
dengan entitas yang menyiapkan laporan keuangannya
(dalam pernyataan ini dirujuk sebagai “entitas pelapor”).
Definisi pihak-pihak berelasi adalah sebagai berikut.
The Company entered into transactions with several related
parties, in accordance with IAS 7 (Revised 2010) regarding
“Disclosures Related parties” where the definition of related
parties in accordance with SFAS No. 7 (Revised 2010) is the
person or entity related to the entity that is preparing its
financial statements (in this Standard referred to as the
“reporting entity”). The definition of related parties are as
follows.
Orang atau anggota keluarga terdekat mempunyai relasi
dengan entitas pelapor jika orang tersebut:
a.Memiliki pengendalian atau pengendalian bersama
atasentitas pelapor
b. Memiliki pengaruh signifikan atas entitas pelapor; atau
c. Personil manajemen kunci entitas pelapor
The person or member’s family is related to a reporting entity
if that person:
a. Has control or joint control of the reporting atasentitas
Suatu entitas berelasi dengan entitas pelapor jika memenuhi
salah satu hal berikut:
a)Entitas dan entitas pelapor adalah anggota dari kelompok
usaha yang sama (artinya entitas induk entitas anak, dan
entitas anak berikutnya terkait dengan entitas lain);
b)Satu entitas adalah entitas asosiasi atau ventura
bersama dari entitas lain (atau entitas asosiasi atau
ventura bersama yang merupakan anggota suatu
kelompok usaha, yang mana entitas lain tersebut adalah
anggotanya);
c) Kedua entitas tersebut adalah ventura bersama dari of
the same third party; pihak ketiga yang sama;
d) Satu entitas adalah ventura bersama dari entitas ketiga
dan entitas yang lain adalah entitas asosiasi dari entitas
ketiga;
An entity is related to a reporting entity if it meets one of the
following:
a) The entity and the reporting entity are members of the
same group (meaning the parent subsidiary and fellow
subsidiary is related to the others);
b)One entity is an associate or joint venture of the other
entity (or an associate or joint venture of a member of a
group, which the other entity is a member);
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
b. Has significant influence over the reporting entity; or
c. Key management personnel of the reporting entity
c) Both entities are joint ventures of a third party of the
same; the same third party;
d)One entity is a joint venture of a third entity and the other
entity is an associate of the third entity;
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
e)Entitas tersebut adalah suatu program imbalan pascakerja
untuk imbalan kerja dari salah satu entitas pelapor atau
entitas yang terkait dengan entitas pelapor. Jika entitas
pelapor adalah entitas yang menyelenggarakan program
tersebut, maka entitas sponsor juga berelasi dengan
entitas pelapor;
f)Entitas yang dikendalikan atau dikendalikan bersama
oleh orang yang diidentifikasikan dalam huruf a ; atau
g)Orang yang diidentifikasikan dalam huruf (1) (a) memiliki
pengaruh signifikan atas entitas atau personil manajemen
kunci entitas (atau entitas induk dari entitas)
e) The entity is a post-employment benefit plan for the
benefit of employees of either the reporting entity or an
entity related to the reporting entity. If the reporting entity
is itself such a plan, the sponsoring employers are also
related to the reporting entity;
Seluruh transaksi yang signifikan dengan pihak-pihak
yang mempunyai hubungan istimewa, baik yang dilakukan
dengan persyaratan dan kondisi yang normal sebagaimana
dilakukan dengan pihak ketiga, ataupun tidak, diungkapkan
dalam catatan atas laporan keuangan.
All significant transactions with parties related, whether
conducted by the normal terms and conditions as those done
with third parties, or may not, be disclosed in the notes to the
financial statements.
SIFAT HUBUNGAN BERELASI
NATURE OF RELATIONSHIP WITH RELATED
Sifat hubungan dan jenis transaksi dengan pihak erelasi
adalah sebagai berikut.
The nature of the relationship and the type of transactions
with related party are as follows.
Jenis Hubungan
Relationship type
Pemerintah Republik Indonesia adalah
pemegang saham utama Perusahaan /
The Government of Republic Indonesia is a
main Shareholder
Seluruh entitas yang dimiliki dan
dikendalikan oleh Kementerian Keuangan
Repubik Indonesia serta entitas dimana
Kementerian Keuangan Pemerintah
Republik Indonesia mempunyai pengaruh
signifikan / All entities owned and
controlled by Finance Ministry of Repubik
Indonesia and entities which the Finance
Ministry of Republik Indonesia has a
significant effect.
Entitas / Entity
Entitas asosiasi / Associated Entity
Entitas program imbalan kerja /
Entities for employee benefits program
f)Entities controlled or jointly controlled by a person
identified in item a; or
g)The person identified in subparagraph (1) (a) has
significant influence over the entity or key management
personnel of the entity (or the parent of the entity)
Pihak – Pihak Berelasi
Parties - Related Parties
Unsur Transaksi Pihak Berelasi
Related Parties
PT Bank Mandiri (Persero) Tbk
Penempatan giro, penempatan deposito,
fasilitas kredit modal kerja dan kredit investasi /
Placements of demand deposits, time deposits,
credit facilities working capital and investment
loans
PT Bank Rakyat Indonesia (Persero) Tbk
Penempatan giro, penempatan deposito,
fasilitas kredit modal kerja dan kredit investasi /
Placements of demand deposits, time deposits,
credit facilities working capital and investment
loans
PT Bank Negara Indonesia 1946 (Persero) Tbk.
Penempatan giro, penempatan deposito,
fasilitas kredit modal kerja dan kredit investasi /
Placements of demand deposits, time deposits,
credit facilities working capital and investment
loans
PT Garuda Indonesia
Pelanggan / Customer
Perusahaan Umum (Perum) Lembaga
Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia (LPPNPI)
Pelanggan / Customer
PT Perusahaan Listrik Negara (Persero)
Penyedia listrik / Electricity providers
PT Telekomunikasi Indonesia (Persero) Tbk
Penyedia jasa telekomunikasi /
Telecommunications service provider
PT Angkasa Pura Support
Pelanggan / Customer
PT Angkasa Pura Retail
Pelanggan / Customer
PT Angkasa Pura Hotel
Pelanggan / Customer
PT Angkasa Pura Logistik
Pelanggan / Customer
PT Angkasa Pura Properti
Pelanggan / Customer
PT Jasa Marga Bali
Penyertaan saham / Investments in shares
PT Gapura Angkasa
Penyertaan saham / Investments in shares
Dana Pensiun Angkasa Pura (Dapenra)
Pembayaran dana pensiun karyawan manfaat
pasti / Payment of employee defined benefit
pension fund
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
211
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
TRANSAKSI DENGAN PIHAK BERELASI
RELATED PARTY TRANSACTIONS
Dalam kegiatan usahanya, Perusahaan dan entitas
anakmelakukan transaksi tertentu dengan pihak berelasi.
Adapun uraian terkait transaksi dengan pihak-pihak berelasi
diuraikan sebagai berikut.
In the normal course of business, the Company and
subsidiaries did certain transactions with related parties.
Description of transactions with related parties are described
as follows.
Tabel Transaksi dengan Pihak Berelasi / Table Transactions with Related Parties
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014
Aset / Assets
Kas dan setara kas / Cash and Cash Equivalent
1.143.713.805
735.777.278
-
61.878.088
Piutang usaha / Account Receivables
115.373.935
192.769.961
Piutang lain lain / Other Receivables
Investasi dalam efek jangka pendek / Short term Investment on shares
118.518.984
69.549.599
Piutang jangka panjang / Long term Receivables
-
45.270.604
Investasi jangka panjang / Long term Investment
129.659.365
33.772.585
186.712.573
282.855.324
255.096.706
255.096.706
Liabilitas / Liabilities
Utang lancar lain lain / Other Current Liabilities
Ekuitas / Equity
Bantuan Pemerintah yang belum ditentukan statusnya /
Government donation which hasn’t been classified
212
PERUBAHAN PERATURAN PERUNDANGUNDANGAN YANG BERPENGARUH
SIGNIFIKAN TERHADAP PERUSAHAAN
REGULATION CHANGES THAT HAVE
SIGNIFICANT EFFECT TO THE COMPANY
Adapun uraian terkait perubahan Peraturan PerundangUndangan serta dampaknya yang berpengaruh signifikan
terhadap PT Angkasa Pura I (Persero) diuraikan dalam tabel
berikut.
The description regarding changes to Regulation Legislation
and the impact that a significant effect on the PT Angkasa
Pura I (Persero) are outlined in the following table.
1. Peraturan Menteri Perhubungan Republik Indonesia
Nomor PM.129 Tahun 2015 tentang Pedoman Penyusunan
Perjanjian Tingkat Layanan (Service Level Agreement)
dalam Pemberian Layanan kepada Pengguna Jasa
Bandar Udara.
Peraturan ini berisi tentang ketentuan terkait Pedoman
Penyusunan Perjanjian Tingkat Layanan (Service
Level Agreement) dalam Pemberian Layanan Kepada
Pengguna Jasa Bandar Udara yang memuat bahwa
Bandar Udara wajib menyediakan fasilitas untuk
1.Regulation of the Minister of Transport of the Republic of
Indonesia Number PM.129 2015 Guideline of the Service
Level Agreement (Service Level Agreement) in Providing
Services to Service Users airport.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
This regulation contains provisions about the Guidelines
of Preparation of a Service Level Agreement (Service
Level Agreement) in Providing Services To Service User
airport containing that airport shall provide facilities
for operational services at least 70% and the facilities
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
pelayanan operasional paling sedikit 70% dan fasilitas
untuk pelayanan komersial paling banyak 30% dari total
luas terminal penumpang dikurangi ruang sirkulasi dan
utilitas bangunan sebesar 20%.
for commercial service at most 30% of the total area
passenger terminal reduced circulation space and utility
buildings by 20%.
Dampak dari diberlakukannya peraturan ini terhadap
financial Angkasa Pura Airport ialah menurunnya
pendapatan atas sewa tenant pada 13 (tiga belas)
Bandar udara Angkasa Pura Airports.
The impact of the implementation of this regulation to the
financial Angkasa Pura Airport is the decrease in income
on rent tenants in the 13 (thirteen) airports Angkasa Pura
Airports.
Rincian terkait dampak finansial terhadap Bandar Udara
yang dimiliki Angkasa Pura Airports diuraikan sebagai
berikut.
Details relating to the financial impact of the airport
owned Angkasa Pura Airports are described as follows.
Tabel Dampak Keuangan/Table of Financial Impact
No.
Bandara
Airports
Potential Income 2016
Potential Income 2016
Relocation & Compensation
Relocation & compensation
Total
Total
1
DPS
36.155.712.915
-
36.155.712.915
2
SUB
5.621.927.989
-
5.621.927.989
3
UPG
7.222.544.600
-
7.222.544.600
4
BPN
-
-
-
5
JOG
3.719.225.598
2.938.135.000
6.657.360.598
6
SRG
3.909.810.850
3.675.443.375
7.585.254.225
7
SOC
50.600.400
63.000.000
113.600.400
8
BDJ
8.022.698.102
-
8.022.698.102
9
MDC
1.835.857.200
-
1.835.857.200
10
LOP
593.253.600
-
593.253.600
11
KOE
278.004.000
-
278.004.000
111.285.600
-
111.285.600
-
-
-
67.520.920.853
6.676.578.375
74.197.499.228
12
AMQ
13
BIK
TOTAL
2. Peraturan Menteri Perhubungan Republik Indonesia
Nomor PM. 127 Tahun 2015 tentang Program Keamanan
Penerbangan Nasional
Adapun tujuan dari diberlakukannya peraturan ini antara
lain:
• Untuk melindungi keselamatan, keteraturan dan
efisiensi penerbangan di Indonesia melalui pemberian
regulasi, standar dan prosedur serta perlindungan
yang diperlukan bagi penumpang, awak pesawat
udara, personel di darat dan masyarakat dari
tindakan melawan hukum;
• Untuk mempertahankan tingkat keamanan bandar
udara dan angkutan udara yang memberikan
pelayanan penerbangan di Indonesia;
• Untuk melindungi operasional penerbangan domestik
dari tindakan melawan hukum yang dilakukan
berdasarkan penilaian resiko keamanan; dan
• Memenuhi standar dan rekomendasi praktis
Internasional yang dimuat dalam Annex 17 dari
Konvensi Chicago (1994) dan yang terkait dengan
keamanan penerbangan dalam ICAO Annex lainnya.
2.Regulation of the Minister of Transport of the Republic
of Indonesia Number PM. 127 Year 2015 on the National
Aviation Security Program
The purpose of the enactment of this legislation include:
•
To protect the safety, regularity and efficiency
of flights in Indonesia by conducting regulations,
standards and procedures as well as the necessary
protection for passengers, air crew, ground personnel
and the public from unlawful conduct;
•
To maintain the level of security of airports and
air transport which provides aviation services in
Indonesia;
To protect domestic flight operations from unlawful
conduct committed by security risk assessments; and
•
•
Meet International standards and practical
recommendations contained in Annex 17 of the
Chicago Convention (1994) and related to aviation
security in ICAO Annex others.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
213
Laporan Manajemen
Management Report
Dampak dari diberlakukannya peraturan ini antara lain:
•
•
•
214
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Perubahan Pengendalian Penumpang Transit dan
Transfer
Penumpang transit dan transfer dapat langsung
memasuki daerah steril (ruang tunggu) tanpa melalui
pemeriksaan keamanan, apabila Badan Usaha
Angkutan Udara atau Perusahaan Angkutan Udara
Asing:
a. Telah melakukan proses validasi, yaitu melakukan
penilaian resiko keamanan (security risk
assessment) secara berkelanjutan di bandar
udara keberangkatan (origin of airport) dengan
persyaratan:
1.memenuhi standar/ketentuan keamanan
penerbangan.
2. menjamin bahwa penumpang dan bagasi
kabinnya tidak disusupi barang dilarang
(prohibited item).
b. Mencantumkan nama bandar udara yang telah
mendapatkan validasi dalam Program Keamanan
Angkutan Udara.
c. Menginformasikan hasil validasi sebagaimana
dimaksud pada huruf b kepada bandar udara
transit dan transfer.
The impact of the enactment of the regulation are as
follow:
• Change Control Passenger Transit and Transfer
Transit and transfer passengers can directly enter
the sterile area (waiting room) without going through
the security check, if the Air Transport Enterprises or
Foreign Air Transport Company:
a. Has conducted the validation process, namely
assessing the security risks (security risk
assessment) on an ongoing basis at the airport of
departure (origin of the airport) with the following
requirements:
1. meet the standards/regulations aviation
security.
2. ensure that passengers and cabin baggage
are not compromised prohibited goods
(prohibited items).
b.Including the name for airports that have earned
validation in Air Transport Security Program.
c.Informing the validation results referred to in
point b to the airports of transit and transfer.
Penambahan
Ketentuan
Mengenai
Fasilitas
Keamanan Penerbangan
a. Fasilitas Keamanan pendeteksi bahan organik dan
non organik untuk pemeriksaan bagasi tercatat
pada bandar udara internasional menggunakan:
1.Teknologi multi view dan automatic threat
detection, atau
2. Teknologi yang memiliki kemampuan sistem
pendeteksi bahan peledak secara otomatis
(automatic explosive detection system).
b.Fasilitas keamanan penerbangan pendeteksi
metal dan/atau non metal untuk pemeriksaan
penumpang yang akan naik ke pesawat
udara pada bandar udara internasional harus
dapat mendeteksi metal dan non-metal yang
menggunakan teknologi milimeter wave (body
inspection machine).
c.
Ketentuan
mengenai
fasilitas
keamanan
penerbangan yang dimaksud diatas mulai
berlaku pada tanggal 17 Agustus 2016.
•
Pelatihan Penanggulangan Keadaan Darurat
Keamanan.
a. Setiap Unit Penyelenggara Bandar Udara, Badan
Usaha Bandar Udara wajib melaksanakan latihan
keadaan darurat keamanan (contigency exercise)
skala besar (full scale) paling sedikit 1 (satu) kali
dalam 2 (dua) tahun dan skala kecil (table top)
paling sedikit 1 (satu) kali dalam 1 (satu) tahun,
dalam rangka menjaga dan meningkatkan kinerja
fasilitas, prosedur dan personel keamanan.
b.Setiap anggota komite nasional keamanan
penerbangan dan anggota komite keamanan
bandar udara harus hadir dalam kegiatan
latihan.
•
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Provisions Regarding the addition of Aviation Security
Facility
a.Security Facility detecting organic and non
organic materials for checked baggage checks at
international airports using:
1. Technology multi-view and automatic threat
detection, or
2. The technology has the ability explosives
detection system automatically (automatic
explosive detection system).
b. Amenities aviation security metal detector an/or
non-metal to checks on passengers who will rise
to the aircraft at international airports should be
able to detect metal and non-metal technology
that uses millimeter wave (body inspection
machine).
c. Provisions concerning aviation security facilities
mentioned above came into force on August 17,
2016.
Emergency Security Response Exercises.
a.Each Unit Operator Airport, Enterprises airport
shall carry out the exercise emergency security
(contingency exercise) large scale (full scale) at
least 1 (one) time in 2 (two) years and a small-scale
(table top) at least one ( one) time in 1 (one) year,
in order to maintain and improve the performance
of facilities, procedures and personnel security.
b.Each member of the national committee of
aviation security and airport security committee
members must be present in an exercise activity.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
3. Peraturan Menteri Perhubungan RI Nomor PM. 193 Tahun
2015 tentang Konsesi dan Bentuk Kerjasama Lainnya
antara Pemerintah dengan Badan Usaha Bandar Udara
untuk Pelayanan Jasa ke Bandarudaraan
Terdapat konsesi dengan besaran 2,5% dari pendapatan
atas pelayanan jasa kebandarudaraan yaitu:
1. Jasa pendaratan pesawat udara.
2. Jasa penempatan pesawat udara.
3. Jasa penyimpanan pesawat udara.
4. Jasa penumpang pesawat udara.
5. Jasa kargo dan pos pesawat udara.
6.
Jasa
pemakaian
tempat
pelaporan
dan
keberangkatan (check-in counter).
7. Jasa pemakaian garbarata (aviobridge).
3.Regulation of the Minister of Transport of the Republic
of Indonesia Number. PM. 193 Year 2015 on Concession
and Other Cooperation between Goverment and Airport
Company for Airport Services
There is a concession to the amount of 2.5% of revenue for
its services of airport are:
1. Aircraft landing services.
2. Services of aircraft.
3. Aircraft storage services.
4. Services of air passengers.
5. Cargo and mail services of aircraft.
6. Service usage reporting and place of departure
(check-in counter).
7. Garbarata user services ( aviobridge).
Besaran konsesi tersebut adalah batas minimum
sebagaimana ditetapkan dalam PM. 43 Tahun 2015 yang
akan dievaluasi setiap 5 (lima) tahun.
a. Jangka waktu konsesi adalah 30 tahun diperpanjang
sesuai kesepakatan.
b. Tidak ada penyerahan atas aset PT Angkasa Pura I
(Persero) kepada Pemerintah.
c. Pengenaan konsesi akan dimulai pada pendapatan
tahun 2016 dan akan dibayarkan pertama kali oleh PT
Angkasa Pura I (Persero) pada bulan April 2017.
The magnitude of these concessions is the minimum limits
as set out in the PM. 43 Year 2015 which will be evaluated
every five (5) years.
a. The term of the concession is 30 years extended
according to the agreement.
b. There is no transfer of the assets of PT Angkasa Pura I
(Persero) to the Government.
c. The imposition of the concession will begin in revenue
in 2016 and will be paid first by PT Angkasa Pura I
(Persero) in April 2017.
PT Angkasa Pura I (Persero) telah menandatangani
Perjanjian
Konsesi
antara
Direktorat
Jenderal
Perhubungan Udara dengan PT Angkasa Pura I
(Persero) Nomor HK.201/2/8/DRJU.kum-2015, SP.333/
HK.06.03/2015/DU tanggal 15 Desember 2015 tentang
Pelayanan Jasa Kebandarudaraan.
PT Angkasa Pura I (Persero) has signed a Concession
Agreement between the DGCA with PT Angkasa Pura
I (Persero) No. HK.201/2/8/DRJU.kum-2015, SP.333/
HK.06.03/2015/DU dated December 15, 2015 on Services
Airport Affairs.
4. Peraturan Direktur Jenderal Perhubungan Udara Nomor
KP 12 Tahun 2015 tentang Pembayaran Passenger Service
Charge (PSC) disatukan dengan Tiket Penumpang
Pesawat Udara.
Dengan adanya pemungutan PSC yang disatukan
dengan tiket penumpang udara ini berarti pendapatan
tidak masuk langsung ke kas PT Angkasa Pura I (Persero).
Adanya kesepakatan antara PT Angkasa Pura I (Persero)
dengan airlines dimana PT Angkasa Pura I (Persero)
membayar collecting fee atas kegiatan pemungutan PSC
kepada airlines.
4.Director General of Civil Aviation Regulation No. 12 Year
2015 KP Payments Passenger Service Charge (PSC)
together with Passengers’ tickets.
PERUBAHAN KEBIJAKAN AKUNTANSI
CHANGES IN ACCOUNTING POLICIES
Standar Keuangan yang telah diterbitkan dan berlaku 1
Januari 2015 adalah sebagai berikut.
Financial standards that have been issued and is valid January
1, 2015 are as follows.
PSAK 1 (revisi 2013) “Penyajian laporan keuangan”.
PSAK ini mengubah penyajian kelompok pos-pos dalam
Penghasilan Komprehensif Lain. Pos-pos yang akan
direklasifikasi ke laba rugi disajikan terpisah dari pos-pos
yang tidak akan direklasifikasi ke laba rugi.
IAS 1 (revised 2013) “Presentation of financial statements”.
This SFAS change the presentation of items in the group of
Other Comprehensive Income. Items that will be reclassified
to profit or loss is presented separately from items that will not
be reclassified to profit or loss.
With the PSC collection that incorporates the air
passenger tickets means of income does not go directly
to the cash PT Angkasa Pura I (Persero). The existence
of an agreement between PT Angkasa Pura I (Persero)
with the airlines which PT Angkasa Pura I (Persero) pay a
collecting fee on collecting the PSC to the airlines.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
215
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
PSAK 4 (revisi 2013) “Laporan keuangan tersendiri”.
PSAK ini hanya mengatur persyaratan akuntansi ketika entitas
induk menyajikan laporan keuangan tersendiri sebagai
informasi tambahan. Pengaturan akuntansi untuk laporan
keuangan konsolidasian diatur dalam PSAK No. 65.
SFAS 4 (revised 2013) “separate financial statements”.
SFAS only regulates the accounting requirements when the
parent entity presents separate financial statements for
additional information. Accounting arrangements for the
consolidated financial statements in SFAS No. No. 65.
PSAK No. 15 (Revisi 2013) “Investasi pada Entitas Asosiasi dan
Ventura Bersama”.
PSAK ini mengatur penerapan metode ekuitas pada investasi
ventura bersama dan juga entitas asosiasi.
SFAS No.15 (Revised 2013) “Investments in Associates and
Joint Ventures”.
This SFAS regulate the application of the equity method
investment joint venture and associates.
PSAK 24 (revisi 2013) “Imbalan kerja”.
PSAK ini, antara lain, menghapus mekanisme koridor dan
pengungkapan atas informasi liabilitas kontinjensi dan
mensyaratkan klarifikasi dan pengungkapan yang sederhana.
IAS 24 (revised 2013) “Employee benefits”.
SFAS this, among other things, removing the corridor
mechanism and the disclosure of contingent liabilities and the
information requires clarification and disclosure are simple.
PSAK 46 (revisi 2013) “Pajak penghasilan”.
PSAK ini memberikan tambahan panduan untuk aset atau
liabilitas pajak tangguhan yang berasal dari aset yang
tidak disusutkan yang diukur dengan menggunakan model
revaluasi, dan yang berasal dari properti investasi yang
diukur dengan menggunakan model nilai wajar.
IAS 46 (revised 2013) “Income Taxes”.
SFAS provide additional guidance for deferred tax assets or
liabilities are derived from assets that are not depreciated as
measured using the revaluation model, and that comes from
investment property measured using the fair value model.
PSAK 48 (revisi 2013) “Penurunan nilai”
PSAK ini memberikan tambahan persyaratan pengungkapan
untuk setiap aset individual (termasuk goodwill) atau unit
penghasil kas yang kerugian penurunan nilai telah diakui
atau dibalik selama periode.
216
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
IAS 48 (revised 2013) “Impairment”
This SFAS provide additional disclosure requirements for each
individual assets (including goodwill ) or cash-generating unit
that an impairment loss has been recognized or reversed
during the period.
PSAK 50 (revisi 2013) “Instrumen Keuangan”.
PSAK ini memberikan tambahan panduan atas kriteria
mengenai hak yang dapat dipaksakan secara hokum untuk
melakukan saling hapus atas jumlah yang telah diakui dan
untuk menyelesaikan secara neto.
IAS 50 (revised 2013) “Financial Instruments”.
This SFAS provide additional guidance on the criteria on the
rights that can be enforced by law to offset the recognized
amounts and to settle on a net basis.
PSAK 60”(revisi 2013) “Instrumen Keuangan”.
PSAK ini memberikan tambahan panduan atas kriteria
instrumen lindung nilai yang dianggap telah kadaluarsa atau
telah dihentikan, serta ketentuan untuk mencatat instrumen
keuangan pada tanggal pengukuran dan pada tanggal
setelah pengakuan awal.
SFAS 60 “(revised 2013)” Financial Instruments “.
This SFAS provide additional guidance on the criteria that
are considered hedging instrument has expired or been
terminated, as well as provisions for financial instruments
recorded on the measurement date and the date subsequent
to initial recognition.
PSAK 26 (revisi 2013) “Penilaian ulang derivatif melekat”.
PSAK ini memberikan tambahan panduan atas pengungkapan
saling hapus dengan informasi kuantitatif dan kualitatif, serta
pengungkapan mengenai pengalihan instrumen keuangan.
IAS 26 (revised 2013) “Reassessment of embedded derivatives”.
This SFAS provide additional guidance on the disclosure of
offsetting with quantitative and qualitative information, as well
as disclosures regarding the transfer of financial instruments.
PSAK 65 “Laporan keuangan konsolidasian”.
PSAK ini menggantikan porsi PSAK No. 4 (Revisi 2009) yang
mengenai pengaturan akuntansi untuk laporan keuangan
konsolidasian dan menetapkan prinsip penyusunan dan
penyajian laporan keuangan konsolidasian ketika entitas
mengendalikan satu atau lebih entitas lain.
IAS 65 “Consolidated Financial Statements”.
It supersedes SFAS SFAS No. servings 4 (Revised 2009),
regarding the accounting arrangements for the consolidated
financial statements and establishes the principle of the
preparation and presentation of consolidated financial
statements when an entity controls one or more other entities.
PSAK 66 “Pengaturan bersama”.
PSAK ini menggantikan PSAK No. 12 (Revisi 2009) dan ISAK
No. 12. PSAK ini menghapus opsi metode konsolidasi
proporsional untuk mencatat bagian ventura bersama.
SFAS 66 “joint arrangement”.
SFAS supersedes SFAS No.12 (Revised 2009) and ISAK SFAS 12.
This removes the option proportionate consolidation method
to record part of a joint venture.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PSAK 67 “Pengungkapan kepentingan dalam entitas”.
PSAK ini mencakup semua pengungkapan yang diatur
sebelumnya dalam PSAK No. 4 (Revisi 2009), PSAK No. 12
(Revisi 2009) dan PSAK No. 15 (Revisi 2009). Pengungkapan
ini terkait dengan kepentingan entitas dalam entitas-entitas
lain.
IAS 67 “Disclosure of interests in entities”.
SFAS include all disclosures outlined in SFAS No. 4 (Revised
2009), SFAS No. 12 (Revised 2009) and SFAS No. 15 (Revised
2009). This disclosure related entities in the interest of other
entities.
PSAK 68 “Pengukuran nilai wajar”.
PSAK ini memberikan panduan tentang bagaimana
pengukuran nilai wajar ketika nilai wajar disyaratkan atau
diizinkan.
IAS 68 “Fair value measurement”.
SFAS provides guidance on how to measure fair value when
the fair value is required or permitted.
Penyajian Kembali
Efektif tanggal 1 Januari 2015 perusahaan menerapkan
perubahan PSAK 24 (revisi 2013) tentang imbalan kerja
secara retrospektif. Beberapa perubahan mendasar PSAK 24
(Revisi 2013) adalah sebagai berikut.
-Penghapusan metode koridor untuk pengakuan
keuntungan/kerugian aktuarial atas perubahan nilai kini
kewajiban imbalan pasti.
- Pengakuan keuntungan/kerugian aktuaria sebagai
“Penghasilan Komprehensif Lain”.
Restatement
Effective January 1, 2015 the company implemented changes
to IAS 24 (revised 2013) regarding employee benefits
retrospectively. Some fundamental changes to IAS 24
(Revised 2013) are as follows.
-Elimination of the corridor method for recognition of
actuarial gains/losses on changes in the present value of
the defined benefit obligation.
- Recognition of gains/losses are as “Other Comprehensive
Income”.
Dampak dari perubahan tersebut adalah sebagai berikut.
The impact of these changes are as follows.
Pada tanggal 31 Desember 2014 / On December 31, 2014
(dalam ribuan Rupiah)
(in thousands Rupiah)
31 Desember 2014
(Dilaporkan sebelumnya)
December 31,2014
(as previously reported)
Penyesuaian
Adjustment
31 Desember 2014
(Dilaporkan Kembali)
December 31, 2014
(Restatement)
ASET / Assets
Aset pajak tangguhan / Deffered tax-assets
3.933.286
-
3.933.286
13.562.603
(31.684.447)
45.247.050
382.784.867
142.163.777
240.621.090
-
44.732.457)
44.732.457
3.545.724.782
(65.746.873)
3.611.471.655
3.178.632.646
1.085.890
3.179.718.536
227.463.409
(88.464.991)
138.998.418
12.271.322
21.844.776
34.116.098
-
10.251.236
10.251.236
LIABILITAS JANGKA PANJANG / Non Current Liabilities
Liabilitas Pajak tangguhan / Deffered tax-liabilities
Liabilitas Imbalan Kerja / Liabilities of employee benefit
EKUITAS / Equity
Penghasilan komprehensif Lain / Other Comprehensive
Income
Saldo laba / Retained Earnings
LABA RUGI / Income Statement
Beban Usaha / Operating Expenses
Beban Operasional / Operating Expenses
Beban Imbalan kerja / Salaries Expenses
Pajak Tangguhan / Deffered tax
Pendapatan komprehesif lain / Other comprehensive
income
Keuntungan (kerugian) aktuaria atas imbalan kerja
/ Aktuaria Gain (loss) on employee benefit
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
217
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Pada tanggal 1 Januari 2014 / On January 1, 2014
(dalam ribuan Rupiah)
(in thousands Rupiah)
31 Desember 2013 /
1 Januari 2014
(Dilaporkan sebelumnya)
December 31, 2013/
January 1, 2014
(as previously reported)
Penyesuaian
Adjustment
31 Desember 2013/
1 Januari 2014
(Dilaporkan Kembali)
December 31, 2013/
January 1, 2014
(Restatement)
ASET / Assets
Aset pajak tangguhan / Deffered tax-assets
4.151.450
-
4.151.450
LIABILITAS JANGKA PANJANG / Non Curren Liabilities
Liabilitas Pajak tangguhan / Deffered tax-liabilities
1.509.445
(9.839.673)
11.349.118
389.121.377
69.539.885
319.581.492
-
(34.481.221)
34.481.221
2.875.039.083
(25.218.990)
2.900.258.073
Liabilitas Imbalan Kerja / Employee benefit-liabilities
EKUITAS / Equity
Penghasilan Komprehensif lain / Other Comprehensive
Income
Saldo Laba / Retained Earnings
218
INFORMASI KELANGSUNGAN USAHA
GOING CONCERN INFORMATION
HAL – HAL YANG BERPENGARUH SIGNIFIKAN
TERHADAP KELANGSUNGAN USAHA
SIGNIFICANT INFLUENCE ON GOING CONCERN
Perseroan tidak sedang menghadapi hal-hal yang
berpengaruh signifikan terhadap kelangsungan usaha.
The Company is not facing things that significantly influence
business continuity.
ASSESSMENT MANAJEMEN ATAS HAL-HAL
YANG BERPENGARUH SIGNIFIKAN TERHADAP
KELANGSUNGAN USAHA
ASSESSMENT MANAGEMENT OF THE THINGS
THAT HAVE SIGNIFICANT INFLUENCE ON GOING
CONCERN
Manajemen Perusahaan telah melakukan penilaian atas
kemampuan Perusahaan untuk melanjutkan kelangsungan
usahanya dan berkeyakinan bahwa Perusahaan memilki
sumber daya untuk melanjutkan usahanya di masa
mendatang. Selain itu, manajemen Perusahaan tidak melihat
adanya ketidakpastian material yang dapat menimbulkan
keraguan yang signifikan terhadap kemampuan Perusahaan
untuk melanjutkan usahanya.
The Company’s management has assessed the Company’s
ability to continue its business continuity and believes that the
Company have the resources to continue their business in the
future. In addition, the Company’s management does not see
any material uncertainties that may cause significant doubt
on the ability of the Company to continue its efforts.
ASUMSI YANG DIGUNAKAN MANAJEMEN
DALAM MELAKUKAN ASSESSMENT
ASSUMPTIONS USED BY THE MANAGEMENT
WHEN DOING ASSESSMENT
Beberapa Faktor yang menjadi pertimbangan manajemen
dalam melakukan assessment terhadap kelangsungan usaha
adalah sebagai berikut.
- Kinerja Keuangan
-Likuiditas
-Solvabilitas
- Masalah Internal
- Perkara Hukum
Some of the factors to be considered in conducting the
management assessment to business continuity is as follows.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
- Financial performance
-Liquidity
-Solvency
-Internal issues
-Lawsuit
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
KINERJA ANAK PERUSAHAAN
PERFORMANCE OF SUBSIDIARIES
PT ANGKASA PURA SUPORT
PT ANGKASA PURA SUPPORT
PROFIL
PROFILE
Adapun Visi dan Misi Angkasa Pura Suport dijabarkan
sebagai berikut.
Vision and Mission of Angkasa Pura Suport described as
follows.
Visi:
Menjadi perusahaan pendukung berstandar internasional
yang bergerak dalam industri kebandarudaraan dan
infrastruktur lainnya.
vision:
Being a firm supporter of international standard which is
engaged in the industry of airport and other infrastructure.
Misi:
1. Menyediakan produk/jasa yang unggul, berstandar
internasional untuk meningkatkan kepuasan pelanggan.
2.
Meningkatkan
kapasitas
dan
kapabilitas
SDM
untuk
mendorong
pertumbuhan
bisnis
secara
berkesinambungan.
3.
Memaksimalkan
nilai
perusahaan
secara
berkesinambungan untuk meningkatkan kesejahteraan
pemegang saham, karyawan dan pemangku kepentingan
lainnya.
4. Membina hubungan sinergis dengan mitra usaha.
5. Memberikan nilai tambah dan manfaat bagi komunitas di
sekitar lingkungan usaha.
Mission:
1. Provide products/services are superior, an international
standard for improving customer satisfaction.
2.Improving human resource capacity and capability to
drive sustainable business growth.
Bidang usaha yang dijalankan Angkasa Pura Suport terdiri
dari:
1. Services
2. Equipment
3. Information Communication Technology (ICT)
The business sectors that run Angkasa Pura Suport consists of:
Adapun pengurus Angkasa Pura Suport diuraikan pada tabel
sebagai berikut.
The board of Angkasa Pura Suport described in the table
below
Angkasa Pura Suport didirikan untuk mendukung langkah
reposisi dan restrukturisasi serta peningkatan nonaeronautical revenues PT Angkasa Pura I (Persero) melalui
konsep Airport City.
Angkasa Pura Suport is established to support the repositioning
and restructuring measures as well as an increase in nonaeronautical revenues PT Angkasa Pura I (Persero) through
the concept of Airport City.
3. Maximizing the value of the company on an ongoing basis
to improve the welfare of shareholders, employees and
other stakeholders.
4. Fostering a synergistic relationship with business partners.
5. Added value and benefits to the community around the
business environment.
1. Services
2. equipment
3.Information Communication Technology (ICT)
Tabel Kepengurusan Angkasa Pura Suport / Table of The Management of Angkasa Pura Suport
Nama
Name
No.
Jabatan
Position
Status
Status
DEWAN KOMISARIS / BOARD OF COMMISSIONERS
1.
Yushan Sayuti
Komisaris Utama / President Commissioner
Independen / Independent
2.
M. Asrori
Komisaris / Commissioner
AP I – Marketing & Business Development Director /
AP I - Marketing & Business Development Director
Edyana Paramitasari
Direktur Utama / President Director
Profesional / Professional
2.
Putu Pudja Supradnyana
Direktur Komersial & Teknik /
Director Commercial & Engineering
AP I - Jabatan Diperbantukan /
AP I - Position seconded
3.
Novrihandri*
Direktur Keuangan & Umum /
Director of Finance & General
AP I - Jabatan Diperbantukan /
AP I - Position seconded
DIREKSI / DIRECTORS
1.
*s.d Bulan November 2015 / *until November 2015
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
219
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Adapun komposisi kepemilikan saham Angkasa Pura Suport
digambarkan dalam tabel berikut.
As for the composition of ownership Angkasa Pura Suport
illustrated in the following table.
Tabel Komposisi Kepemilikan Saham / Table Composition of Shareholders
Pemegang Saham
Shareholders
Penyertaan Modal
Equity Capital
Lembar Saham
Shares
Prosentase
Percentage
PT Angkasa Pura I (Persero)
Rp
123.125.000.000,-
123.125
99,61 %
Pusat Koperasi Karyawan API
Rp
480.000.000,-
480
0,39 %
KINERJA
PERFORMANCE
Sedangkan laporan laba rugi dan penghasilan komprehensif
lain Angkasa Pura Suport menunjukan pertumbuhan pada laba
setelah pajak sebesar Rp40,98 miliar atau meningkat sebesar
54,97% dibandingkan dengan tahun sebelumnya. Adapun
rincian realisasi laba (rugi) untuk periode yang berakhir
sampai dengan Desember 2015 adalah sebagai berikut.
While the statement of income and other comprehensive
income Angkasa Pura Suport showed growth in profit after
tax of Rp40,98 billion, an increase of 54.97% compared with
the previous year. Details realized gain (loss) for the period
ended until December 2015 is as following.
Pada tahun 2015, kinerja Angkasa Pura Suport menunjukkan
hasil yang bervariasi. Laporan Posisi Keuangan Angkasa
Pura Suport menunjukkan kinerja yang baik. Aset meningkat
Rp113,21 miliar atau sebesar 42,58%, Liabilitas meningkat
Rp76,11 miliar atau sebesar 69,92%, dan begitu pula dengan
ekuitas yang meningkat Rp37,08 miliar atau 23,61%.
In 2015, the performance of Angkasa Pura Suport show varying
results. Statement of Financial Position Angkasa Pura Suport
showed a good performance. Assets increased Rp113,21 billion
or 42.58%, liabilities increased Rp76,11 billion or 69.92%, and as
well as increased equity Rp37,08 billion, or 23.61%.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Suport /
Table Main Financial Performance of PT Angkasa Pura Support
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
1
2015
2
3
Aset / Assets
379.133.324
265.918.113
Liabilitas / Liabilities
184.976.210
194.137.114
Pendapatan operasional / Operating Revenue
607.229.391
Beban Operasional / Operating Expenses
Pertumbuhan
Growth
4= (2-3)
5= (4/3)
113.215.211
42,58%
108.863.257
76.112.953
69,92%
157.054.856
37.082.258
23,61%
381.804.000
225.425.391
59,04%
547.815.094
343.134.000
204.681.094
59,65%
59.414.297
38.670.000
20.744.297
53,64%
Pendapatan Non Operasional /
Non-Operating Revenue
3.845.629
443.000
3.402.629
768,09%
Beban Non Operasional / Non-operating Expenses
15.611.664
7.282.000
8.329.664
114,39%
Ekuitas / Equity
Laba Operasional / Operating Income
Laba Non Operasional / Non-operating Income
(11.766.035)
(6.839.000)
(4.927.035)
72,04%
Total Pendapatan / Total Revenue
611.075.020
382.247.000
228.828.020
59,86%
563.426.758
350.416.000
213.010.758
60,79%
47.648.262
31.831.000
15.817.262
49,69%
6.671.351
5.389.000
1.282.351
23,80%
40.976.911
26.442.000
14.534.911
54,97%
Total beban / Total Expenses
Laba Sebelum Pajak / Income before Tax
Jumlah Taksiran Pajak Penghasilan / Income Tax
Laba (Rugi) Setelah Pajak / Income (Loss) after Tax
Berdasarkan rasio keuangan, Angkasa Pura Suport
menunjukkan hasil pengukuran kemampuan dalam melunasi
kewajiban jangka pendek yang bervariasi dibandingkan
2014. Current ratio mengalami peningkatan sebesar 0,99%
dari 167,64% di tahun 2014 menjadi 168,63% di tahun 2015.
Sedangkan untuk cash ratio dan test acid ratio mengalami
penurunan dibandingkan tahun sebelumnya yang masingmasing sebesar 12,57% dan 1,32%. Hal ini disebabkan
220
2014
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Based on the financial ratios, Angkasa Pura Suport shows
the measurement results in the ability to repay short-term
obligations that vary compared to 2014. The current ratio
increased by 0.99% from 167.64% in 2014 to 168.63% in 2015.
As for cash ratio and test acid ratio decreased compared to
the previous year respectively by 12.57% and 1.32%. This is due
to an increase in short-term liabilities were greater than the
increase in current assets. Nevertheless, the company still has
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
peningkatan liabilitas jangka pendek yang lebih besar dari
peningkatan aset lancar. Meski demikian, perusahaan masih
memiliki kemampuan aset lancar dalam menjamin liabilitas
jangka pendek.
the ability of current assets to guarantee short-term liabilities.
Selain itu, untuk return on asset dan return on equity
Angkasa Pura Suport mengalami peningkatan dibanding
tahun sebelumnya. Return on asset mengalami peningkatan
sebanyak 0,87% dari 9,94% di tahun 2014 menjadi 10,81% di
tahun 2015 sedangkan peningkatan return on equity mencapai
4,27% dari 16,84% di tahun 2014 menjadi 21,11% di tahun 2015.
Hal ini sejalan dengan peningkatan laba yag diperoleh oleh
Angkasa Pura Suport.
Moreover, to return on assets and return on equity Angkasa
Pura Suport experienced peningkatandibanding previous
year. Return on assets has increased as much as 0.87% from
9.94% in 2014 to 10.81% in 2015, while the increase in return
on equity reached 4.27% from 16.84% in 2014 to 21.11% in 2015.
This is in line with the increase in income earned by Angkasa
Pura Suport.
Tabel Rasio Keuangan Utama Angkasa Pura Supports / Table Main Financial Ratio of Angkasa Pura Supports
Uraian
Description
1
Cash Ratio
2015
2014
2
3
15,53%
28,10%
Current Ratio
168,63%
167,64%
Test Acid Ratio
157,50%
158,82%
Return On Asset
10,81%
9,94%
Return On Equity
21,11%
16,84%
PT ANGKASA PURA LOGISTIK
PT ANGKASA PURA LOGISTIK
PROFIL
PROFILE
Adapaun Visi dan Misi Angkasa Pura Logistik dijabarkan
sebagai berikut.
Vision and Mission of Angkasa Pura Logistik described as
follows.
Visi:
Menjadi perusahaan jasa logistik Nasional terpadu dan
terpercaya di Indonesia.
Vision:
Being a Logistik service national company and trusted in
Indonesia.
Misi:
1. Menyediakan layanan logistik yang terintegrasi secara
profesional dan inovatif untuk memenuhi kepuasan
pelanggan.
2. Meningkatkan kapabilitas, membangun kapasistas dan
kesejahteraan karyawan.
3. Mengembangkan sinergi usaha di antara rekanan bisnis.
4.Memaksimalkan nilai bagi pemegang saham dan
pemangku kepentingan lainnya.
5. Memberikan kontribusi yang positif kepada masyarakat
dan lingkungan.
Mission:
1. Provide integrated Logistik services in a professional and
innovative ways to meet customer satisfaction.
Beberapa produk/jasa yang disediakan Angkasa Pura
Logistik diuraikan sebagai berikut.
Some of the products/services provided Angkasa Pura
Logistik desribed as follows.
1. Menjalankan usaha dalam bidang jasa pengurusan
transportasi (freight forwarding) yang ditujukan
mengurus semua kegiatan yang diperlukan bagi
terlaksananya pengiriman dan penerimaan barang
1. Working in the field of transportation management
services (freight forwarding) aimed at taking care of all
the activities necessary for the implementation of the
delivery and receipt of goods through transportation by
Angkasa Pura Logistik merupakan anak perusahaan Angkasa
Pura Airports yang menjalankan usaha jasa pengurusan
transportasi (freight forwarding).
Angkasa Pura Logistik is a subsidiary of Angkasa Pura Airports
who operates a transportation management services ( freight
forwarding ).
2.Increase the capability, capacity building and welfare of
employees.
3. Developing synergy between business partners.
4.Maximizing the value for shareholders and other
stakeholders.
5. Making a positive contribution to society and the
environment.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
221
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
melalui trasportasi darat, laut dan udara yang mencakup
kegiatan penerimaan, penyimpanan, sortasi termasuk
pemeriksaan kualitas dan kuantitas barang/kargo,
pengepakan, pengukuran, penimbangan, pengurusan
penyelesaian dokumen, penerbitan dokumen angkutan,
perhitungan biaya angkutan, klaim asuransi dan
lainnya yang berhubungan dengan pengiriman barangbarang tersebut sampai diterimanya oleh yang berhak
menerimanya.
2. Menjalankan pemeriksaan keamanan dan keselamatan
kargo dan pos yang diangkut pesawat udara.
3. Selaku Agen Penjualan Umum (General Sales Agent)
Perusahaan Angkutan Udara Asing.
land, sea and air which covers the activities of receiving,
storing, sorting, including checking the quality and
quantity of goods/cargo, packing, measuring, weighing,
processing of settlement documents, the issuance of
transport documents, calculation of transportation costs,
insurance and other claims relating to the delivery of the
goods until the receipt by those who deserve it.
2. Running security checks and safety of cargo and mail
transported aircraft.
3. As General Sales Agent (General Sales Agent) Foreign Air
Transport Company.
Adapun pengurus Angkasa Pura Logistik diuraikan pada
tabel sebagai berikut.
The board of Angkasa Pura Logistik outlined in the table
below.
Tabel Kepengurusan Angkasa Pura Logistik / Table Management of Angkasa Pura Logistik
Nama
Name
No
Jabatan
Position
Status
Status
DEWAN KOMISARIS / BOARD OF COMMISSIONERS
1
Rusli Amrin
Komisaris Utama / President Commissioner
AP I - Corporate Expert Level II /
Corporate Level II
2
Diding Sunardi
Komisaris / Commissioner
Kementerian Perhubungan /
Ministry of Transportation
3
Parlindungan Situmorang
Komisaris / Commissioner
Kementerian BUMN /
Ministry of Stated Owned Enterprise
DIREKSI / DIRECTORS
AP I - Jabatan Diperbantukan / AP I - Position
seconded
1
Irwan Garniwa
2
E.N. Fredy Santosa
Finance and Administration Director / Finance and AP I - Jabatan Diperbantukan / AP I - Position
Administration Director
seconded
3
Satrio Witjaksono
Operation and Business Development Director / Profesional / Professional
Operation and Business Development Director
Direktur Utama / President Director
Adapun komposisi kepemilikan saham Angkasa Pura Logistik
digambarkan dalam tabel berikut.
As for the composition of ownership Angkasa Pura Logistik is
described in the following table.
Tabel Komposisi Kepemilikan Saham / Table Composition of Shareholders
Pemegang Saham
Shareholders
Penyertaan Modal
Equity Capital
PT Angkasa Pura I (Persero)
Rp 20.580.000.000,-
Pusat Koperasi Karyawan API
Rp
420.000.000,-
Persentase
Percentage
20.580
98,00 %
420
2,00 %
KINERJA
PERFORMANCE
Pada tahun 2015, realisasi Laba Rugi Angkasa Pura Logistik
menunjukan pertumbuhan pada laba setelah pajak yang
meningkat sebesar 26,89% dari Rp10,56 miliar di tahun 2014
menjadi Rp13,39 miliar di tahun 2015. Peningkatan ini sejalan
dengan peningkatan laba operasional sebesar Rp7,65 miliar
atau 87,77% dari Rp8,71 miliar di tahun 2014 menjadi Rp16,36
miliar di tahun 2015. Secara singkat kinerja keuangan utama
Angkasa Pura Logistik dapat dilihat pada tabel berikut.
In 2015, the realization of Angkasa Pura Logistik showed
Income growth in profit after tax increased by 26.89% from
Rp10,56 billion in 2014 to Rp13,39 billion in 2015. This increase
is in line with the increase in profit operasionalsebesar Rp7,65
billion or 87.77% of Rp8,71 billion in 2014 to Rp16,36 billion in
2015. in short, the main financial performance Angkasa Pura
Logistik can be seen in the following table.
Secara umum, kinerja Angkasa Pura Logistik menunjukkan
kinerja yang baik. Aset meningkat Rp8,37 miliar atau sebesar
9,37%, liabilitas meningkat Rp525,08 juta atau sebesar 1,21%,
dan ekuitas meningkat Rp7,84 miliar atau 17,14%.
222
Lembar Saham
Shares
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
In general, the performance of Angkasa Pura Logistik showed
a good performance. Assets increased Rp8,37 billion or 9.37%,
liabilities increased Rp525,08 million, or 1.21%, and equity
increased Rp7,84 billion, or 17.14%.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tabel Kinerja Keuangan Utama Angkasa Pura Logistik /
Table Main Financial Performance of Angkasa Pura Logistics
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Descriptions
2015
1
2014
Pertumbuhan
Growth
2
3
Aset / Assets
97.673.855
89.305.494
4= (2-3)
Liabilitas / Liabilities
44.073.582
43.548.501
525.081
1,21%
Ekuitas / Equity
53.600.273
45.756.993
7.843.280
17,14%
8.368.361
5= (4/3)
9,37%
Pendapatan Operasional / Operating Revenue
237.606.569
192.603.061
45.003.508
23,37%
Beban Operasional / Operating Expenses
221.244.262
183.888.857
37.355.405
20,31%
16.362.307
8.714.204
7.648.103
87,77%
Pendapatan Non Operasional / Non-operating Revenue
4.173.433
6.630.047
(2.456.614)
(37,05%)
Beban Non Operasional / Non-operating Expenses
1.932.142
1.239.882
692.260
55,83%
Laba Operasional / Operating Income
Laba Non Operasional / Non-operating Income
2.241.291
5.390.165
(3.148.874)
(58,42%)
Total Pendapatan / Toal Revenue
241.780.002
199.233.108
42.546.894
21,36%
Total beban / Total Expenses
223.176.404
185.128.739
38.047.665
20,55%
Laba Sebelum Pajak / Income before Tax
18.603.598
14.104.369
4.499.229
31,90%
Jumlah Taksiran Pajak Penghasilan / Income Tax
Laba (Rugi) Setelah Pajak / Income (Loss) after Tax
5.208.304
3.547.375
1.660.929
46,82%
13.395.294
10.556.994
2.838.300
26,89%
Rasio keuangan Angkasa Pura Logistik yang mencakup
cash ratio, current ratio, dan test acid ratio menunjukan
peningkatan dibandingkan tahun sebelumnya. Peningkatan
untuk masing-masing ratio tersebut tercatat sebesar
11,15%, 20,26%, dan 20,00%. Hal ini menunjukkan adanya
peningkatan kemampuan Angkasa Pura Logistik dalam
melunasi kewajiban jangka pendeknya. Selain itu, return
on asset dan return on equity Angkasa Pura Logistik juga
mengalami peningkatan dibanding tahun sebelumnya.
Peningkatan return on asset sebesar 1,89% dari 11,82% di tahun
2014 menjadi 13,71% di tahun 2015 sedangkan peningkatan
return on equity sebesar 1,92% dari 23,07% di tahun 2014
menjadi 24,99% di tahun 2015. Peningkatan ini sejalan dengan
peningkatan laba yang diperoleh oleh Angkasa Pura Logistik.
Rincian terkait rasio keuangan Angkasa Pura Logistik dapat
dilihat pada tabel berikut.
Financial ratios Angkasa Pura Logistik which includes cash
ratio, current ratio, and test acid ratio showed an increase
over the previous year. Enhancements to the respective ratio
stood at 11.15%, 20.26% and 20.00%. This shows an increase
Angkasa Pura Logistik ability to repay short-term liabilities.
Additionally, returnon assets and return on equity Angkasa
Pura Logistik also increasing over the previous year. Increased
return on assets by 1.89% from 11.82% in 2014 to 13.71% in 2015,
while the increase in return on equity amounted to 1.92% from
23.07% in 2014 to 24.99% in 2015. The increase is in line with the
increase in profits derived by Angkasa Pura Logistik. Details
related financial ratios Angkasa Pura Logistik can be seen in
the following table.
Tabel Rasio Keuangan Utama Angkasa Pura Logistik / Table of Main Financial Ratio of Angkasa Pura Logistik
Cash Ratio
Uraian
Description
2015
2014
1
2
3
110,07%
98,92%
Current Ratio
175,10%
154,84%
Test Acid Ratio
174,00%
154,00%
Return On Asset
13,71%
11,82%
Return On Equity
24,99%
23,07%
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
223
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
PT ANGKASA PURA PROPERTI
PTANGKASAPURA PROPERTY
PROFIL
PROFILE
Angkasa Pura Properti memiliki visi dan misi yang diuraikan
sebagai berikut.
Angkasa Pura Property’s vision and mission are outlined
below.
Visi
Menjadi perusahaan pengembang properti yang terpercaya
untuk kawasan bandara dan sekitarnya di Indonesia.
Vision
Become a trusted property developer for the airport and the
surrounding region in Indonesia.
Misi :
1. Menyediakan produk properti di kawasan bandara
dan sekitarnya yang inovatif dan bernilai tambah bagi
konsumen.
2. Meningkatkan kualitas dan kesejahteraan karyawan
secara berkesinambungan.
3. Memaksimalkan nilai tambah kepada pemegang saham.
4.Mengembangkan hubungan sinergis dengan mitra,
perusahaan afiliasi, dan instansi lain.
5.Memberi kontribusi positif terhadap lingkungan,
masyarakat dan pemangku kepentingan lain.
Mission:
1. Providing property products in the area of the airport and
surrounding innovative and added value for consumers.
Beberapa produk/jasa yang Angkasa Pura Properti sebagai
berikut.
1. Menjalankan usaha-usaha pembangunan, bertindak
sebagai pengembang, pemborongan pada umumnya,
pembangunan konstruksi gedung, jembatan, jalan,
bandara, dermaga dan lainnya.
2. Bidang Perdagangan antara lain: Distributor, agen dan
sebagai perwakilan dari badan-badan Perusahaan,
perdagangan yang berhubungan dengan usaha real
estate dan properti, eksport-import dan lainnya.
3.Bidang Jasa antara lain: konsultasi bidang teknik
engineering, jasa pengelolaan dan penyewaan gedung,
perkantoran, taman hiburan/rekreasi dan kawasan
berikat, konsultasi bidang studi perencanaan, jasa agen
properti dan lainnya.
Some of the products/services that Angkasa Pura Property as
follows.
1. Conducting business development, acting as a developer,
in general contracting, construction of buildings, bridges,
roads, airports, docks and more.
Adapun kepengurusan Angkasa Pura Properti diuraikan pada
tabel sebagai berikut.
As for the management of Angkasa Pura Property described
in the table below.
Angkasa Pura Properti merupakan anak perusahaan Angkasa
Pura Airports yang bergerak di Bidang usaha pembangunan,
perdagangan dan jasa.
Angkasa Pura Property is a subsidiary of Angkasa Pura
Airports operating in the fields of business development,
trade and services.
2.Improving the quality and welfare of employees on an
ongoing basis.
3. Maximize the added value to shareholders.
4. Develop a synergistic relationship with partners, affiliated
companies, and other institutions.
5. Making a positive contribution to the environment,
communities and other stakeholders.
2.Trade Sector include: distributors, agents and
representative bodies of the Company, trading related
to the business of real estate and property, and other
export-import.
3.
Services
include:
consulting
engineering
field
engineering, management services and rental buildings,
offices, amusement parks/recreation and bonded area,
consultancy, planning studies, property agents and other
services.
Tabel Kepengurusan Angkasa Pura Properti / Table Management of Angkasa Pura Property
No.
Nama
Name
Jabatan
Position
Status
Status
DEWAN KOMISARIS / BOARD OF COMMISSIONERS
1.
Gunawan Agus Subrata
Komisaris Utama / President Commissioner
Independen / Independent
2.
Imam Wibowo
Komisaris / Commissioner
Independen / Independent
DIREKSI / Directors
224
1.
Miduk Situmorang
Direktur Utama / President Director
AP I - Jabatan Diperbantukan /
AP I - Position seconded
2.
Wiwit Nugroho
Direktur Pengembangan Usaha / Director of Business
Development
Profesional / Professional
3.
Daniel Martin
Direktur Keuangan dan Administrasi / Finance and AP I - Jabatan Diperbantukan /
AP I - Position seconded
Administration Director
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Adapun komposisi kepemilikan saham Angkasa Pura Properti
digambarkan dalam tabel berikut.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
As for the composition of ownership Angkasa Pura property is
described in the following table.
Tabel Komposisi Kepemilikan Saham / Table Composition of Shareholders
Pemegang Saham
Shareholders
Penyertaan Modal
Equity Capital
Lembar Saham
Shares
Persentase
Percentage
PT Angkasa Pura I (Persero)
Rp
167.940.000.000,-
167.940
99,96 %
Pusat Koperasi Karyawan API
Rp
60.000.000,-
60
0,04 %
KINERJA
PERFORMANCE
Dari sisi laporan laba rugi dan penghasilan komprehensif
lain, realisasi laba bersih tahun berjalan Angkasa Pura
Properti mengalami peningkatan sebesar 376,47% atau
sebesar Rp7,38 miliar dari kondisi merugi di tahun 2014 yang
sebesar Rp1,96 miliar meningkat menjadi laba di tahun 2015
yang sebesar Rp5,42 miliar. Peningkatan ini sejalan dengan
peningkatan laba operasional, laba non operasional dan
laba sebelum pajak. Adapun rincian terkait kinerja keuangan
Angkasa Pura Properti diuraikan pada tabel berikut.
From the statements of income and other comprehensive
income, net income of the current year realization of Angkasa
Pura Property increased by 376.47% or Rp7,38 billion of
adverse conditions in 2014 which amounted to Rp1,96 billion
increase to earnings in 2015 amounting to Rp5.42 billion. This
increase is in line with the increase in operating income, nonoperating profit and profit before tax. The details related
to the financial performance Angkasa Pura property is
described in the following table.
Pada tahun 2015, kinerja Angkasa Pura Properti menunjukkan
hasil yang baik. Laporan Posisi Keuangan Angkasa Pura
Properti menunjukkan peningkatan aset sebesar Rp154,90
miliar atau 284,07%, peningkatan liabilitas sebesar Rp23,45
miliar atau 109,76%, dan peningkatan ekuitas sebesar
Rp131,44 miliar atau 396,39%.
In 2015, the performance of Angkasa Pura property is showing
good results. Statement of Financial Position Angkasa Pura
property showed increased asetsebesar Rp154,90 billion, or
284.07%, an increase in liabilities of Rp23,45 billion, or 109.76%,
and an increase in equity sebesarRp131,44 billion, or 396.39%.
Tabel Kinerja Keuangan Utama Angkasa Pura Properti /
Table Main Financial Performance of Angkasa Pura Property
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Descriptions
2015
1
Aset / Assets
Liabilitas / Liabilities
2014
Pertumbuhan
Growth
2
3
4= (2-3)
5= (4/3)
209.426.002
54.528.215
154.897.787
284,07%
44.822.708
21.368.127
23.454.581
109,76%
164.603.294
33.160.088
131.443.206
396,39%
Pendaptan operasional / Operating Revenue
70.517.866
17.773.303
52.744.563
296,76%
Beban Operasional / Operating Expenses
68.262.081
24.089.321
44.172.760
183,37%
Laba Operasional / Operating Income
2.255.785
(6.316.018)
8.571.803
135,72%
2.815.068
651.292
2.163.776
332,23%
484.605
30.468
454.137
1490,54%
Ekuitas / Equity
Pendapatan Non Operasional / Non-operating Revenue
Beban Non Operasional / Non-operating Expenses
Laba Non Operasional / Non-operating Income
2.330.463
620.824
1.709.639
275,38%
Total Pendapatan / Toal Revenue
73.332.933
18.424.595
54.908.338
298,02%
Total beban / Total Expenses
68.746.685
24.119.788
44.626.897
185,02%
Laba Sebelum Pajak / Income before Tax
4.586.248
(5.695.193)
10.281.441
180,53%
(830.211)
3.736.025
(4.566.236)
(122,22%)
5.416.459
(1.959.168)
7.375.627
376,47%
Jumlah Taksiran Pajak Penghasilan / Income Tax
Laba (Rugi) Setelah Pajak / Income (Loss) after Tax
Rasio keuangan Angkasa Pura Properti di tahun 2015
menunjukan hasil yang baik. Cash ratio, current ratio, dan
test acid ratio mengalami peningkatan dibandingkan tahun
sebelumnya. Cash ratio meningkat sebesar 169,57% dari
Financial ratios Angkasa Pura Property in 2015 showed good
results. Cash ratio, current ratio, and test acid ratio increased
compared to the previous year. Cash ratio increase amounted
to 169.57% from 35.38% in 2014 to 204.95% in 2015. the current
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
225
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
35,38% di tahun 2014 menjadi 204,95% di tahun 2015. Current
ratio meningkat sebesar 201,07% dari 111,32% di tahun 2014
menjadi 312,39% di tahun 2015 dan test acid ratio meningkat
sebesar 201,00% dari 111,00% di 2014 menjadi 312,00% di
2015. Hal ini menunjukkan adanya peningkatan kemampuan
Angkasa Pura Properti dalam melunasi kewajiban jangka
pendeknya. Sedangkan untuk return on asset dan return
on equity perusahaan sudah tidak lagi menunjukkan nilai
negatif seperti tahun sebelumnya. Return on asset dan return
on equity Angkasa Pura Properti tercatat masing-masing
sebesar 2,58% dan 3,28%.
ratio increased by 201.07% from 111.32% in 2014 to 312.39% in
2015 and test acid ratio increased by 201.00% from 111.00%
in 2014 to 312.00% in 2015. this represents an increase of
Angkasa Pura Property ability to repay short-term liabilities.
As for the return on assets and return on equity the company
was no longer show negative values as the previous year.
Return on assets and return on equity Angkasa Pura property
is recorded respectively by 2.58% and 3.28%.
Rasio Keuangan Utama Angkasa Pura Properti / Main Financal Ratio of Angkasa Pura Property
Uraian
Descriptions
2015
2014
1
2
3
Cash Ratio
204,95%
35,38%
Current Ratio
312,39%
111,32%
Tes Acid Ratio
312,00%
111,00%
Return On Asset
2,58%
(3,67%)
Return On Equity
3,28%
(6,02%)
PT ANGKASA PURA HOTEL
PT ANGKASA PURA HOTEL
PROFIL
PROFILE
Angkasa Pura Hotel memiliki visi dan misi yang diuraikan
sebagai berikut.
Angkasa Pura Hotel has a vision and mission are outlined
below.
Visi:
Menjadi penyedia jasa akomodasi berbasis Airport dan
operator Food and Beverage terbaik di Indonesia
Vision:
Being a service provider and operator of accommodationbased Airport Food and Beverage best in Indonesia
Misi:
1. Menyediakan jasa akomodasi dan Food and Beverage
terintegrasi untuk kepuasan pelanggan
2. Meningkatkan profesionalisme staf dan mengembangkan
karakter hospitality
3. Memaksimalkan nilai pemegang saham dan mendukung
peningkatan layanan kebandarudaraan
4. Mengoptimalkan sinergi dengan mitra usaha, perusahaan
terafiliasi, dan pemerintah
5. Memberikan kontribusi positif bagi masyarakat dan
mengembangkan konsep green airport
Mission:
1. Provide accommodation and Food and Beverage
integrated for customer satisfaction
2.Improving the professionalism of staff and develop the
character of hospitality
3.Maximize shareholder value and supports the
improvement of airport services
4.Optimising synergies with business partners, affiliated
companies, and government
5. Making a positive contribution to society and develop the
concept of green airport
Beberapa produk/jasa yang disediakan Angkasa Pura
Hotel yaitu perusahaan melaksanakan kegiatan perhotelan
dengan menyelenggarakan penyediaan kamar tempat
menginap, penyediaan ruangan/tempat konvensi, kongres
dan pameran, termasuk pelayanan makan dan minum,
pelayanan cucian dan kegiatan lain yang terkait dengan
usaha perhotelan. Angkasa Pura Hotel juga memiliki anak
Some of the products/services provided Angkasa Pura Hotel
which are companies conducting hospitality by organizing
the provision of rooms to stay, providing the room/space
convention, congress and exhibition, including eating and
drinking services, laundry services and other activities related
to the business of hospitality. Angkasa Pura Hotel also has a
subsidiary company named Kulinair formed since 25 October
Angkasa Pura Hotel merupakan anak perusahaan Angkasa
Pura Airports yang menjalankan usaha penyediaan
akomodasi pariwisata.
226
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Angkasa Pura Hotel is a subsidiary of Angkasa Pura Airports
running a business supplying travel accomodation.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
perusahaan bernama Kulinair yang dibentuk sejak 25
Oktober 2013. Kulinair bergerak di bidang pelayanan jasa
katering penerbangan (inflight catering services).
2013. Kulinair engaged in flight catering services (inflight
catering services).
Adapun pengurus Angkasa Pura Hotel diuraikan pada tabel
sebagai berikut.
The board of Angkasa Pura Hotel are described in the table
below.
Tabel Kepengurusan Angkasa Pura Hotel / Table Management of Angkasa Pura Hotel
Nama
Name
No.
Jabatan
Position
Status
Status
DEWAN KOMISARIS / Board of Commissioner
1
Farid Indra Nugraha
Komisaris Utama / President Commissioner
AP I
2
Ruspen Saragih
Komisaris / Commissioner
Kementerian BUMN / Ministry of SOEs
Danny Thaharsyah
Direktur Utama / President Director
Profesional / Professional
Israwadi
Direktur Keuangan, SDM, dan Administrasi /
Director of Finance, Human Resources, and
Administration
AP1 – Status diperbantukan / AP1 - seconded
Status
DIREKSI / DIRECTORS
1
2
Adapun komposisi kepemilikan saham Angkasa Pura Hotel
digambarkan dalam tabel berikut.
As for the composition of ownership Angkasa Pura Hotel is
described in the following table.
Tabel Komposisi Kepemilikan Saham / Table Composition of Shareholders
Pemegang Saham
Shareholders
Penyertaan Modal
Equity Capital
PT Angkasa Pura I (Persero)
Lembar Saham
Shares
Rp 119.864.788.732,-
Pusat Koperasi Karyawan API
Rp
40.000.000,-
Persentase
Percentage
119.865
99,97%
40
0,03%
KINERJA
PERFORMANCE
Realisasi laba rugi bersih tahun berjalan Angkasa Pura Hotel
mengalami peningkatan sebesar Rp15,55 miliar atau 128,66%.
Peningkatan ini berasal dari pendapatan yang mengalami
peningkatan sebesar Rp23,74 miliar atau 47,63% dari Rp49,85
miliar di tahun 2014 menjadi Rp73,60 miliar di tahun 2015.
Rincian terkait kinerja keuangan Angkasa Pura Hotel disajikan
pada tabel berikut.
Realized net income for the year Angkasa Pura Hotel
increased by Rp15,55 billion, or 128.66%. This increase comes
from revenue which increased Rp23,74 billion, or 47.63%
of Rp49,85 billion in 2014 to Rp73.60 billion in 2015. Details
related to the financial performance Angkasa Pura Hotel are
presented in the following table.
Pada tahun 2015, kinerja Angkasa Pura Hotel menunjukkan hasil
yang Baik. Pada Laporan Posisi Keuangan Angkasa Pura Hotel
tercatat peningkatan aset sebesar Rp138,41 miliar atau 54,06%,
peningkatan liabilitas sebesar Rp134,98 miliar atau 79,50%, dan
peningkatan ekuitas sebesar Rp3,44 miliar atau 3,99%.
In 2015, the performance of Angkasa Pura Hotel show results
Good. In Statement of Financial Position, Angkasa Pura Hotel
recorded increase assets by Rp138,41 billion, or 54.06%, an
increase in liabilities of Rp134,98 billion, or 79.50%, and an
increase in equity of Rp3,44 billion, or 3.99%.
Tabel Kinerja Keuangan Utama Angkasa Pura Hotel /
Table of Main Financial Performance of Angkasa Pura Hotel
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Descriptions
1
Aset / Assets
Liabilitas / Liabilities
Ekuitas / Equity
Pendapatan operasional / Operating Revenue
2015
2
2014
Pertumbuhan
Growth
3
4= (2-3)
394.438.117
256.024.260
138.413.857
5= (4/3)
54,06%
304.763.744
169.788.437
134.975.307
79,50%
89.674.373
86.235.823
3.438.550
3,99%
70.211.284
48.868.952
21.342.332
43,67%
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
227
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Uraian
Descriptions
2015
Pertumbuhan
2014
Growth
Beban Operasional / Operating Expenses
79.849.345
61.537.589
18.311.756
Laba Operasional / Operating Income
(9.638.061)
(12.668.637)
3.030.576
23,92%
Pendapatan Non Operasional / Non-operating Revenue
3.384.962
982.780
2.402.182
244,43%
Beban Non Operasional / Non-operating Expenses
1.642.735
69.233
1.573.502
2272,76%
Laba Non Operasional / Non-operating Income
1.742.227
913.546
828.681
90,71%
Total Pendapatan / Toal Revenue
73.596.246
49.851.731
23.744.515
47,63%
Total beban / Total Expenses
81.492.080
61.606.822
19.885.258
32,28%
Laba Sebelum Pajak / Income before Tax
(7.895.834)
(11.755.091)
3.859.257
32,83%
Jumlah Taksiran Pajak Penghasilan / Income Tax
(11.360.680)
334.866
(11.695.546)
(3492,60%)
3.464.845
(12.089.957)
15.554.802
128,66%
Laba (Rugi) Setelah Pajak / Income (Loss) after Tax
Berdasarkan rasio keuangan yaitu cash ratio, current ratio,
dan test acid ratio, hasil pengukuran kemampuan Angkasa
Pura Hotel dalam melunasi kewajiban jangka pendek
mengalami peningkatan dibandingkan 2014. Cash ratio
meningkat sebesar 3,30% dari 12,95% di tahun 2014 menjadi
16,25% di tahun 2015. Current ratio meningkat sebesar 2,11%
dari 26,61% di tahun 2014 menjadi 28,72% di tahun 2015
dan test acid ratio meningkat sebesar 2,01% dari 25,70% di
2014 menjadi 27,71% di 2015. Hal ini menunjukkan adanya
peningkatan kemampuan Angkasa Pura Hotel dalam
melunasi kewajiban jangka pendeknya. Sedangkan untuk
return on asset dan return on equity perusahaan sudah tidak
lagi menunjukkan nilai negatif seperti tahun sebelumnya.
Return on asset dan return on equity Angkasa Pura Hotel
tercatat masing-masing sebesar 0,87% dan 3,83%.
Based on the financial ratios that cash ratio, current ratio,
and test acid ratio, the measurement results in capability
of Angkasa Pura Hotel to pay off current liabilities have
increased compared to 2014. Cash ratio increased by 3.30%
from 12.95% in 2014 to 16.25% in 2015. the current ratio
increased by 2.11% from 26.61% in 2014 to 28.72% in 2015 and
test acid ratio increased by 2.01% from 25.70% in 2014 to 27.71%
in 2015. this indicates an increased ability Angkasa Pura Hotel
to repay short-term liabilities. As for the return on assets and
return on equity the company was no longer show negative
values as the previous year. Return on assets and return on
equity Angkasa Pura Hotel recorded respectively by 0.87%
and 3.83%.
Rasio Keuangan Utama Angkasa Pura Hotel / Main Financial Ratio of Angkasa Pura Hotel
Uraian
Descriptions
1
228
29,76%
2015
2014
2
3
Cash Ratio
16,25%
12,95%
Current Ratio
28,72%
26,61%
Test Acid Ratio
27,71%
25,70%
Return On Asset
0,87%
(4,72%)
Return On Equity
3,83%
(14,02%)
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT ANGKASA PURA RETAIL
PT Angkasa Pura Retail
PROFIL
PROFILE
Angkasa Pura Retail memilki visi dan misi yang diuraikan
sebagai berikut.
Angkasa Pura Retail has the vision and mission are outlined
below.
Visi:
Menjadi travel retailer Indonesia terbesar yang memberikan
kualitas tinggi untuk partner kerja dan pelanggan.
Vision:
Being a travel retailer largest Indonesian providing high
quality for partners, and customers.
Misi:
1.Menjadikan tingkat kepuasan pelanggan sebagai
benchmark untuk terus melakukan pelayanan yang
terbaik.
2. Mengelola 15% area komersial PT Angkasa Pura I (Persero)
dengan berbagai macam diversifikasi usaha.
3. Memiliki brand mandiri dalam waktu 2 (dua) tahun.
4.Memberikan value added setinggi-tingginya kepada
stakeholder baik dari segi pendapatan dan kualitas
pelayanan.
5. Menjadi perusahaan travel retail bertaraf internasional
dan mendapatkan pengakuan secara regional.
Mission:
1. To make the level of customer satisfaction as a benchmark
to continue to do the best service.
Bidang usaha yang dijalankan Angkasa Pura Retail adalah
sebagai berikut.
1. Perdagangan Retail
2.Perdagangan Food and Beverage
3. Service dan Sewa-sewa
The business sectors that run Angkasa Pura Retail is as follows.
Adapun pengurus Angkasa Pura Retail diuraikan pada tabel
sebagai berikut.
The board of Angkasa Pura Retail outlined in the table below.
Angkasa Pura Retail merupakan anak perusahaan Angkasa
Pura Airports yang bergerak dalam bidang ritel (duty paid
and duty free), Food and Beverage, marketing communication
service, dan commercial marketing.
Angkasa Pura Retail is a subsidiary of Angkasa Pura Airports
engaged in retail (duty paid and duty free), Food and
Beverage, marketing communication service, and commercial
marketing.
2. Manage 15% of the commercial area of PT Angkasa Pura I
(Persero) with a wide range of business diversification.
3. Having an independent brand within 2 (two) years.
4. Provides the highest value added to the stakeholders in
terms of both revenue and service quality.
5. Being an international retail travel companies and gain
recognition on a regional basis.
1. Retail trade
2. Trade Food and Beverage
3. Service and Rent-lease
Tabel Kepengurusan Angkasa Pura Retail / Table Management of Angkasa Pura Retail
Nama
Name
No.
Jabatan
Position
Status
Status
DEWAN KOMISARIS / BOARD OF COMMISSIONERS
1
Polana B. Pramesti
Komisaris Utama / President Commisioner
AP I – Technical Director / AP I - Technical Director
2
Israwadi
Komisaris / Commissioner
APH – Direktur Keuangan SDM dan Administrasi
/ APH - Finance Director Human Resources and
Administration
Teges Prita Soraya
Direktur Utama / President Director
Profesional / Professional
Rachman Syafrie
Finance, HC and ADM Director / Finance, HC
and ADM Director
AP I - Jabatan Diperbantukan / AP I - Position
seconded
DIREKSI / DIRECTORS
1
2
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
229
Laporan Manajemen
Management Report
Analisis dan Pembahasan Manajemen
Management Discussions and analysis
Profil Perusahaan
Company Profile
Adapun komposisi kepemilikan saham Angkasa Pura Retail
digambarkan dalam tabel berikut.
As for the composition of ownership Angkasa Pura Retail
illustrated in the following table.
Tabel Komposisi Kepemilikan Saham / Table Composition of Shareholding
Pemegang Saham
Shareholders
Penyertaan Modal
Equity Capital
Lembar Saham
Shares
PT Angkasa Pura I (Persero)
Rp 48.750.000.000,-
Pusat Koperasi Karyawan API
Rp
1.250.000.000,-
Persentase
Percentage
48.750
97,50 %
1.250
2,5 %
KINERJA
PERFORMANCE
Pada tahun 2015, Angkasa Pura Retail berhasil membukukan
pendapatan sebesar Rp18,04 miliar. Penjualan Angkasa Pura
Retail dihasilkan dari penjualan beberapa gerai pop-up,
retail yang telah beroperasi dan juga dari beberapa aktivitas
marketing services, serta Pendapatan Keuangan Bunga
Bank/Jasa Giro.
In 2015, Angkasa Pura Retail booked revenue of Rp18,04
billion. Angkasa Pura Retail sales generated from the sale of
some stores pop-ups, which has been operating retail and
also of some of the activities of marketing services, as well as
Financial Income Interest Bank/Giro Services.
Sedangkan total biaya, termasuk beban pokok, beban umum
dan administrasi, dan pendapatan (beban) lain-lain sejumlah
Rp37,03 miliar. Biaya yang dikeluarkan oleh perusahaan
terbagi menjadi 3 (tiga) kelompok besar, yaitu Harga Pokok
Penjualan sebesar Rp9,56 miliar Beban Operasional, Umum
dan Administrasi sebesar Rp27,22 miliar dan juga Pendapatan
lain-lain sebesar Rp5,57 miliar. Dengan demikian, Angkasa
Pura Retail mencatatkan rugi bersih tahun 2015 sebesar
Rp10,91 miliar.
While the total cost, including the cost of goods sold, general
and administrative expenses, and income (expense) other
number Rp37,03 billion. Costs incurred by the company is
divided into three (3) major groups, namely the cost of goods
sold amounted to Rp9,56 billion Operating Expenses, General
and Administrative amounted Rp27,22 billion and Other
revenues amounted Rp5,57 billion. Thus, Angkasa Pura Retail
posted a net loss in 2015 amounted to Rp10,91 billion.
Biaya-biaya yang dikeluarkan oleh Angkasa Pura Retail
terutama merupakan biaya yang dikeluarkan untuk
menunjang penjualan, pengadaan aset awal, Research
and Development, dan persiapan konsep brand, persiapan
pembangunan gerai pada tahun 2015 dan biaya operasional
lainnya. Secara umum kinerja keuangan Angkasa Pura Retail
dapat dijelaskan sebagai berikut.
The costs incurred by Angkasa Pura Retail primarily represent
costs incurred to support sales, procurement of initial assets,
Research and Development, and the preparation of the
concept of brand, construction preparation outlets in 2015 and
other operational costs. In general, financial performance
Angkasa Pura Retail can be explained as follows.
Secara umum, kinerja Angkasa Pura Retail menunjukkan
hasil yang bervariasi. Laporan Posisi Keuangan Angkasa
Pura Retail menunjukkan kinerja yang baik. Aset meningkat
sebesar Rp8,39 miliar atau 16,92, liabilitas meningkat sebesar
Rp19,30 miliar, sedangkan ekuitas menurun sebesar Rp10,91
miliar atau 22,45%.
In general, the performance of Angkasa Pura Retail show
varying results. Statement of Financial Position Angkasa
Pura Retail showed a good performance. Assets increased
by Rp8,39 billion or 16.92, liabilities has increased by Rp19,30
billion, while equity decreased by Rp10,91 billion, or 22.45%.
Tabel Kinerja Keuangan Utama Angkasa Pura Retail / Table Main Financial Performance of Angkasa Pura Retails
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
2015
2014*
1
2
3
Aset / Assets
57.962.946
49.574.118
8.388.828
16,92%
Liabilitas / Liabilities
20.254.934
953.053
19.301.881
2025,27%
Ekuitas / Equity
37.708.012
48.621.065
(10.913.053)
(22,45%)
Pendapatan operasional / Operating Revenue
18.045.886
820.688
17.225.198
2098,87%
Beban Operasional / Operating Expenses
Laba Operasional / Operating Income
Pendapatan Non Operasional / Non-operating Revenue
Beban Non Operasional / Non-operating Expenses
230
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Pertumbuhan
Growth
4= (2-3)
5= (4/3)
37.035.694
2.493.704
34.541.990
1385,17%
(18.989.807)
(1.673.016)
(17.316.791)
1035,06%
4.080.120
294.079
3.786.041
1287,42%
875.741
-
875.741
n/a
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Laporan Keuangan
Financial Report
Laba Non Operasional / Non-operating Income
3.204.380
Total Pendapatan / Total Revenue
22.126.007
1.114.767
21.011.240
1884,81%
Total beban / Total Expenses
37.911.434
2.493.704
35.417.730
1420,29%
Laba Sebelum Pajak / Income before Tax
294.079
2.910.301
989,63%
(15.785.428)
(1.378.937)
(14.406.491)
(1044,75%)
Jumlah Taksiran Pajak Penghasilan / Income Tax
(4.872.376)
-
(4.872.376)
n/a
Laba (Rugi) Setelah Pajak / Income (Loss) after Tax
(10.913.052)
(1.378.937)
(9.534.115)
691,41%
* Pada tahun 2014 pencatatan pembukuan
Sumber Daya Manusia
Human Capital
*
hanya untuk bulan November-Desember
For year 2014 the accounting record
is just for November-Desember
Secara umum, rasio keuangan Angkasa Pura Retail
menujukkan hasil pengukuran kemampuan perusahaan
dalam melunasi kewajiban jangka pendek yang mengalami
penurunan dibandingkan tahun 2014. Rasio keuangan
yang berupa cash ratio, current ratio, dan test acid ratio
mengalami penurunan dibandingkan tahun sebelumnya. Hal
ini disebabkan oleh peningkatan liabilitas jangka pendek yang
lebih besar dari peningkatan aset lancar. Meski demikian,
perusahaan masih memiliki kemampuan aset lancar dalam
menjamin liabilitas jangka pendek.
In general, financial ratios Angkasa Pura Retail shows the
results of measuring the company’s ability to pay off shortterm liabilities were decreased compared to 2014. Financial
ratios such as cash ratio, current ratio, and test acid ratio
decreased compared to the previous year. This is caused by
the increase in short-term liabilities were greater than the
increase in current assets. Nevertheless, the company still has
the ability of current assets to guarantee short-term liabilities.
Sedangkan untuk return on asset dan return on equity
perusahaan masih menunjukkan nilai negatif di tahun 2015
yang masing masing tercatat sebesar 18,83% dan 28,94%.
Hal ini disebabkan oleh kondisi Angkasa Pura Retail yang
mengalami kerugian di tahun 2015.
As for the return on assets and return on equity of companies
are still showing a negative value in 2015 were respectively
recorded at 18.83% and 28.94%. This is caused by the condition
of Angkasa Pura Retail which suffered losses in 2015.
Rasio Keuangan Utama Angkasa Pura Retail / Main Financial Ratio of Angkasa Pura Retails
Uraian
Descriptions
2015
2014
1
2
3
Cash Ratio
112,41%
4.857,47%
Current Ratio
226,32%
5.162,43%
Test Acid Ratio
168,40%
5.157,83%
Return On Asset
(18,83%)
(2,78%)
Return On Equity
(28,94%)
(2,84%)
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
231
Laporan Manajemen
Management Report
3
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Sumber Daya
Manusia
Human Capital
Angkasa Pura Airports telah mengembangkan
Human Capital Perseroan dengan model
pendekatan Human Capital Management System
(HCMS). Tema peningkatan kualitas Human
Capital di tahun 2015 adalah Sustainable High
Performance Human Capital yaitu menjaga dan
meningkatkan kinerja Human Capital Management
System yang efektif untuk menghasilkan pegawai
berkinerja tinggi secara berkelanjutan/terus
menerus.
Angkasa Pura Airports has developed the Company’s Human
Capital using Human Capital Management System approach model
(HCMS). The theme of improvement human capital quality in 2015 is
Sustainable High Performance Human Capital as maintaining and
improving the performance of Human Capital Management System
to be effective in order to produce sustainable/continuous high
performance human capital
232
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
233
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Human capital
HUMAN CAPITAL
Angkasa Pura Airports berpandangan bahwa pengembangan human capital yang konsisten dan
berkelanjutan berdampak signifikan dalam membentuk karakter setiap individu menjadi kreatif dan
dinamis. Pertumbuhan dunia penerbangan yang tinggi dan kompetisi yang ketat menuntut Perseroan
harus mampu memberikan pelayanan yang maksimal kepada konsumennya. Oleh karena itu Perseroan
benar-benar menerapkan strategi pengelolaan human capital yang tepat. Pada tahun 2015 Perseroan
mengeluarkan Biaya Tenaga Kerja sebesar Rp975.800.888 ribu, meningkat sebesar 14,98% atau
sebesar Rp127.157.513 ribu jika dibandingkan dengan Biaya Tenaga Kerja tahun 2014 yang sebesar
Rp848.643.375 ribu. Tingkat turnover karyawan di Angkasa Pura Airports mengalami penurunan dari
sebesar 5,74% di 2014 menjadi 4,85% di 2015. Di tahun 2015, anggaran biaya diklat personil Perseroan
naik 61,67% atau mencapai sekitar Rp44,77 miliar dibanding tahun 2014 yang mencapai Rp27,69 miliar.
Angkasa Pura Airports has a view that the consistency and sustainabibility of human capital development, has a significant
impact in shaping the character of each individual to be creative and dynamic. High growth of flight industry and intense
competition require the Company must be able to provide superior service to its customers. Therefore, the Company actually
implement human capital management strategies appropriately. In 2015, the Company spent a Labor costs amounted
Rp975,800,888 thousand, an increase of 14.98% or Rp127,157,513 thousand compared with Labor costs in 2014 amounted
Rp848,643,375 thousand. Employee turnover rates in Angkasa Pura Airports decreased from 5.74% in 2014 to 4.85% in 2015. In
2015, the Company budget for personnel training rose 61.67% or approximately Rp44.77 billion compared to the year 2014 that
reached Rp27.69 billion.
234
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Manajemen Human Capital
Human Capital Management
Angkasa Pura Airports berpandangan bahwa pengembangan
human capital yang konsisten dan berkelanjutan berdampak
signifikan dalam membentuk karakter setiap individu menjadi
kreatif dan dinamis. Pertumbuhan dunia penerbangan yang
tinggi dan kompetisi yang ketat menuntut Perseroan harus
mampu memberikan pelayanan yang maksimal kepada
konsumennya. Perseroan menyadari bahwa 73,9 juta
penumpang pesawat yang dilayani tahun 2015 merupakan
stakeholders bandara yang memiliki posisi strategis bagi
masa depan Perseroan yang harus dilayani dengan baik.
Angkasa Pura Airports has a view that the consistency and
sustainability of human capital development, has a significant
impact in shaping the character of each individual to be
creative and dynamic. High growth of flight industry and
intense competition require the Company must be able to
provide superior service to its customers. The Company
realizes that 73.9 million passengers served in 2015 are
the stakeholders that have a strategic advantages for the
Company’s future who have to be served well.
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.
The Company has a policy of equal treatment for all
employees. The Company opened equal opportunity for all
employees in improving competency, career development
and working professionally regardless of tribes, religion, race,
class, gender and physical condition in accordance with the
potential, skills and abilities which required.
Hasil Survei Kepuasan Pegawai mencapai skor 4,05
yang menunjukkan bahwa pegawai telah “Puas” dengan
pengelolaan Human Capital, meskipun pada beberapa aspek
masih ada yang harus diperbaiki. Survei kepuasan pegawai
dilaksanakan pada seluruh kantor cabang dengan bekerja
sama dengan pihak ketiga yang bertujuan untuk menjaga
independensi.
Employee Satisfaction Survey results achieved a score of
4.05 which indicates that the employee had been “satisfied”
with the management of Human Capital, although in some
aspects still to be improved. Employee satisfaction survey
conducted in all branches by working with a third party in
order to preserve independency.
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 karir
yang mendorong motivasi pegawai untuk bekerja; sistem
kepangkatan dan remunerasi yang fair dan transparan; sistem
dan mekanisme pendidikan dan latihan yang menunjang dan
memacu kemampuan teknis dan manajerial human capital
sehingga tercipta iklim kerja yang semakin kondusif.
Company continuously refer to the results that can be measured
by the KPI in shaping the management performance. In effort
to increase the capabilities and competence of HC, need
to be built, improved and maintained personnel database
system; systems and operational procedures, that encourage
employee motivation to work; fair and transparent rank system
and remuneration are; education systems and mechanisms
along with training that support and boost the technical and
managerial skills as of creating a more conducive working
environment.
ROADMAP HUMAN CAPITAL
ROADMAP OF HUMAN CAPITAL
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 human capital Angkasa
Pura Airports, disusun berdasarkan tema-tema tahunan,
sebagai berikut.
Development of human capital plan are the steps that will be
implemented in the period 2011-2015 that described in each
year and to reach the objective at the end of each year. In the
Angkasa Pura Airports’ improvement of human capital quality
program, compiled based on annual themes, as follows.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
235
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Diagram Peningkatan Kualitas Karyawan Angkasa Pura Airports /
Diagram of Angkasa Pura Airport Employee Quality Improvement
World class
airport
company
Sustainable
High
Performance
Human Capital
High
Performance
Human Capital
Transition
System
Establishment
Acceleration
Re Positioning &
Re Structuring
HC
Quality
2011
236
2012
2013
2014
2015
Tema dan rencana peningkatan kualitas Human Capital
setiap tahunnya dijabarkan sebagai berikut.
Themes and Human Capital quality improvement plans
annually elaborated: as follows.
2011: RE-POSITIONING AND RE-STRUCTURING
Perseroan melakukan restrukturisasi organisasi serta
mendefinisikan kembali sistem pengelolaan/pembinaan
pegawai dan nilai-nilai Perseroan selaras dengan arah
reposisi dan restrukturisasi bisnis Perseroan.
2011: RE-POSITIONING AND RE-STRUCTURING
The Company restructured the organization and redefine the
employees management/coaching system and company’s
values aligned with the direction of the Company’s business
repositioning and restructuring.
2012: TRANSITION/SYSTEM ESTABLISHMENT
Perseroan melakukan migrasi dari Merit System ke Human
Capital Management System yang telah dirumuskan di tahun
2011.
2012: TRANSITION / ESTABLISHMENT SYSTEM
Company migrating from Merit System to Human Capital
Management System which has been formulated in the year
2011.
2013: ACCELERATION
Perseroan melakukan percepatan peningkatan kinerja
pegawai sesuai Human Capital Management System.
2013: ACCELERATION
Company accelerates the improvement of employee performance
in accordance with 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:
a. Understanding of Airport Business;
b. Ability to Manage Change;
c. Ability to Manage Culture;
d. Personnel Credibility;
e. Delivery of HR Best Practice.
2014: HIGH PERFORMANCE HUMAN CAPITAL
The realization of high performing employees who have the five
(5) Angkasa Pura Airports personnel’s compulsory competencies
as the main pillars of “world class airport company”, namely:
a. Understanding of Airport Business;
b. Ability to Manage Change;
c. Ability to Manage Culture;
d. Personnel Credibility;
e. Delivery of HR Best Practice.
2015: SUSTAINABLE HIGH PERFORMANCE HUMAN CAPITAL
Menjaga dan meningkatkan kinerja Human Capital
Management System yang efektif untuk menghasilkan
pegawai berkinerja tinggi secara berkelanjutan/terus
menerus.
2015: SUSTAINABLE HIGH PERFORMANCE of HUMAN CAPITAL
Maintaining and improving an effective performance of
Human Capital Management System in order to produce a
high-performing employees in a sustainable/continuous way.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
ORGANISASI PENGELOLA HUMAN CAPITAL
Pengelolaan human capital Angkasa Pura Airports dijalankan
oleh human capital Group yang dipimpin oleh Imron
Qodari sebagai human capital Group Head dan berada di
bawah tanggung jawab Human Capital and General Affair
Directorate. Tanggung jawab utama human capital Group
adalah melakukan kegiatan pengelolaan human capital di
Angkasa Pura Airports.
Laporan Keuangan
Financial Report
HUMAN CAPITAL MANAGEMENT
ORGANIZATION
Management of Angkasa Pura Airports’ human capital is run
by the Human Capital Group, led by Imron Qodari as the
head of human capital Group and is under the responsibility
of Human Capital and General Affairs Directorate. The
main responsibility Human Capital Group is conducting the
management of human capital in Angkasa Pura Airports.
Human Capital and
General Affair Director
Adi Nugroho
Human Capital Group
Imron Qodari
Org. Development and Change
Management Department
Cahyadi
Career and Talent
Management Department
I Ketut Putra Gusnantha
Compensation and
Industrial Relation Department
Andarias Bakker
PROFIL RINGKAS HUMAN CAPITAL GROUP
HEAD
BRIEF PROFILE OF HUMAN CAPITAL
GROUP HEAD
Adapun profil ringkas Human Capital Group Head, Imron
Qodari, dapat dilihat pada Profil Pejabat Eksekutif.
The brief profile of Human Capital Group Head, Imron Qodari,
can be seen in profile executive officer.
FUNGSI HUMAN CAPITAL GROUP
HUMAN CAPITAL GROUP FUNCTION
Human Capital Group terdiri dari:
a. Organization Development and Change Management
Department
Departemen yang bertanggung jawab memastikan
tercapainya efektivitas organisasi dan terciptanya
Budaya Perseroan yang solid melalui pengelolaan
kegiatan Organization Development, Performance
Management and Change Management yang efektif
guna mendukung tercapainya kepuasan pegawai atas
pelayanan human capital.
Human Capital Group consists of:
a. Organization Development and Change Management
Department
Department is responsible for ensuring the achievement
of the organization’s effectiveness and creating a solid
company culture through an effective management
activities of Organization Development, Performance
Management and Change Management to support the
achievement of employee satisfaction with the services of
human capital.
b. Career and Talent Management Department
Departemen yang bertanggung jawab memastikan
terimplementasinya kebijakan Career and Talent
Management melalui pengelolaan kegiatan Career
and Talent Management, Recruitment, Individual
Assesment and Human Capital Information System (HCIS)
Administration yang efektif guna mendukung tercapainya
kepuasan pegawai atas pelayanan Human Capital.
b. Career and Talent Management Department
Department is responsible for ensuring the implementation
of Career and Talent Management policies through an
effective activities such as Career and Talent Management,
Recruitment, Individual Assessment and Human Capital
Information System (HCIS) Administration in order to
support the achievement of employee satisfaction with
the services of Human Capital.
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
c. Compensation and Industrial Relation Department
Departemen yang bertanggung jawab memastikan
tercapainya indeks kepuasan karyawan terhadap aspek
kompensasi dan hubungan industrial melalui pengelolaan
kegiatan Compensation and Benefit, Industrial Relation,
Corporate Doctor, Paramedic dan Panitia Pembinaan
dan Pemeriksaan Pelanggaran Disiplin Pegawai (P4DP)
yang efektif guna mendukung tercapainya kepuasan
karyawan atas pelayanan human capital.
c. Compensation and Industrial Relations Department
Department is responsible for ensuring the achievement
index of employee satisfaction on compensation aspects
and industrial relations through an effective activities such
Compensation And Benefit, Industrial Relations, Corporate
Doctor, Paramedic and the Development Committee and
Inspection of Employee Discipline Violations (P4DP) which
support the achievement of employee satisfaction on the
human capital service.
HUMAN CAPITAL MANAGEMENT SYSTEM
HUMAN CAPITAL MANAGEMENT SYSTEM
Angkasa Pura Airports telah melakukan pengembangan
Human Capital Management System (HCMS). Hal ini
bertujuan untuk memilih kualitas sumber daya manusia yang
terbaik, mendapatkan sumber daya manusia yang tepat dan
di posisi yang tepat, memastikan karyawan berkembang dan
mendapatkan penghargaan dari performancenya.
Angkasa Pura Airports has made the development of Human
Capital Management System (HCMS). It aims to choose the
best human resources quality, to get the right human resources
and in the right position, to make sure the employees are
developing and getting appreciation from their performance.
Komponen yang terdapat dalam HCMS yaitu Organization
Management, Distinct Job Profile (DJP), Competency
Management,
Performance
Management,
Reward
Management,
Talent
Management,
and
Learning
Management.
Components contained in HCMS are Organization
Management, Distinct Job Profile (DJP), Competency
Management,
Performance
Management,
Reward
Management,
Talent
Management,
and
Learning
Management.
Gambar Konsep Human Capital Management System /
Image of Human Capital Management System Concept
REWARD
MANAGEMENT
COMPETENCY
MANAGEMENT
Distinct Job Profile
Dokumen yang menyediakan informasi yang komprehensif
dan relevan tentang jabatan (job) di dalam organisasi,
sebagai hasil dari proses analisa jabatan.
238
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
PE
R
MA FORM
NA
GE ANC
ME E
NT
LEARNING
MANAGEMENT
N
TIO T
IZA EN
AN EM
G
ORGANA
M
DISTINCT
JOB
PROFILE
TALENT
MANAGEMENT
Distinct Job Profile
Document provide comprehensive information and relevant
about position (job) in the organization, as a result of the job
analysis process.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
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.
Organization Management
The process of planning, coordinating and controlling
resources within an entity in order to achieve common goals
effectively and efficiently in accordance with the mission,
vision and strategy.
Performance Management
Merupakan sub sistem penting didalam HCMS yang digunakan
oleh organisasi untuk merencanakan, mengorganisasikan,
mendorong dan mengevaluasi kinerja karyawannya.
Performance Management
is critical Sub-system in the HCMS which used by the
organization to plan, organize, encourage and evaluate the
employees performance.
Competency Management
Proses pengelolaan kompetensi untuk pengembangan
human capital yang bertujuan untuk membantu manajemen
mengeksekusi strategi pengelolaan sumber daya manusia
berbasis kompetensi.
Competency Management
Competency management process for the human capital
development aimed to help management executing the human
resource management strategy based on competencies.
Talent Management
Merupakan sebuah proses untuk mengidentifikasi para
karyawan Perseroan yang memiliki kapabilitas untuk menjadi
future leaders/senior managers yang didasarkan pada 2
elemen kunci, yakni aspek kompetensi dan aspek kinerja
(performance).
Talent Management
Is a process to identify the Company’s employees who have
the capability to become future leaders/senior managers
based on two key elements, the competence aspects and
performance aspects.
Untuk mencapai sasaran dan target dalam pengembangan
human capital, manajemen memandang perlu menetapkan
beberapa kebijakan yang akan dipergunakan dalam
pelaksanaan pengembangan human capital. Kebijakan
tersebut meliputi:
a. Rekrutmen dan seleksi berbasis kompetensi;
b.Pengembangan personil dan karir berdasarkan
kompetensi dan kinerja;
c. Penilaian kinerja secara terukur dan terkait antara KPI
individu, unit kerja dan korporat;
d. Otomatisasi fungsi-fungsi administrasi personil;
e. Reward berdasarkan kinerja;
Achieving the objective and targets in the human capital
development, management consider to establish some
policies that will be used in the implementation of human
capital development. The policy includes:
a. Recruitment and selection based on competency;
b.Development of personnel and career based on
competence and performance;
c. Assessment of perfomance are measured and related to
the individual KPI, work unit and corporate;
d. Automation of administrative personnel functions;
e. Reward based on performance;
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Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
f. Pemberhentian karyawan (pensiun normal, MPP, atas
permintaan/tidak atas permintaan sendiri);
g. Harmonisasi hubungan industrial;
h. Revitalisasi Budaya Perusahaan dan penyempurnaan
organisasi;
i. Penerapan role model kepemimpinan.
f. Employee terminations (normal retirement, MPP, upon
request / not his own request);
g. Harmonization of industrial relations;
h. Corporate Culture Revitalization and improvement of the
organization;
i. The application of leadership role models.
ORGANIZATION DEVELOPMENT DAN
CHANGE MANAGEMENT
ORGANIZATION DEVELOPMENT AND
CHANGE MANAGEMENT
Perseroan senantiasa menyesuaikan dengan dinamika dan
perkembangan bisnis. Dari sisi organisasi, dinamika bisnis ini
dilakukan penyelarasan-penyelarasan Struktur Organisasi
dan Distinct Job Profile (DJP). Implementasi perubahanperubahan struktur dilakukan sebagai penyelarasan untuk
mendukung tujuan Perseroan, yang dilaksanakan dengan
memperhatikan kaidah-kaidah perubahan yang terukur dan
terkendali.
Company continuously adjust to the dynamics and business
development. In terms of organization, business changes are
performed as organizational structure alignment and Distinct
Job Profile (DJP). In other hand, human capital supports
the implementation of company’s value fully on company’s
employee, to create a good and competitive culture, in order
to achieve company’s goals.
Selain itu HCMS mendukung terimplementasinya nilai-nilai
Perseroan secara menyeluruh kepada karyawan Perseroan,
untuk terciptanya budaya kerja yang baik dan kompetitif
untuk mendukung tercapainya tujuan Perseroan.
Beside that, HCMS supports the implementation of corporate
value to all employees for the creation of good and competitive
corporate culture in acheaving corporate goals.
CORPORATE EXPERT
CORPORATE EXPERT
Untuk menyempurnakan pengelolaan human capital di
Angkasa Pura Airports, telah dikembangkan Corporate
Expert di tahun 2014. Corporate Expert merupakan salah
satu bentuk dari jabatan fungsional. Jabatan Fungsional
merupakan kedudukan yang menunjukan tugas, tanggung
jawab, wewenang dan hak seorang karyawan yang
tidak tercantum dalam struktur organisasi namun sangat
diperlukan dalam tugas-tugas pokok Perseroan yang dalam
pelaksanaan tugasnya didasarkan pada keahlian dan/atau
keterampilan tertentu serta bersifat mandiri, yang tugas
dan tanggung jawabnya diatur dalam Keputusan Direksi
Nomor: KEP.122/OM.01.01/2014 tentang Jabatan Fungsional
PT Angkasa Pura I (Persero).
Enhancing human capital management at Angkasa Pura
Airports, Corporate Expert has been developed in 2014.
Corporate Expert is a form of functional positions. Functional
positions are positions that point out the duties, responsibilities,
authority and rights of an employee who is not listed in the
organizational structure but it is necessary in the company’s
main duties in the execution of their duties based on expertise
and/or specific skills and independency, which their duties
and responsibilities stipulated in the Decree of Directors
Number: KEP.122/OM.01.01/2014 on Functional of PT Angkasa
Pura I (Persero).
Jabatan fungsional disusun dengan menggunakan perpaduan
pendekatan antara jabatan dan bidang ilmu pengetahuan
yang digunakan sebagai dasar untuk melaksanakan tugas
dan fungsi jabatan dalam rangka pelaksanaan tugas
Perseroan. Susunan jabatan fungsional dan kriteria kelasnya
terdiri atas:
Functional positions prepared by using a combination
approach between the positions and the field of science which
used as a base to carry out the duties and position functions
in order to implement company’s duties. The composition of
functional positions and class criteria consist of:
Nama Jabatan
Position’s Name
240
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Kelas Jabatan
Class of Position
Corporate Expert Level I
1–2
Corporate Expert Level II
3–4
Corporate Expert Level III
5–6
Corporate Expert Level IV
7–8
Corporate Doctor
6
Auditor
7–8
P4DP Analyst
7
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Jabatan Fungsional merupakan bagian dari pola karir dan
penempatannya menjadi kewenangan Direksi Perseroan,
dengan persyaratan:
1. Kualifikasi profesional dengan pendidikan serendahrendahnya berijazah Sarjana (Strata-1);
2. Tidak sedang dijatuhi/menjalani hukuman disiplin;
3.Pernah menduduki jabatan struktural; atau Telah
mengikuti dan dinyatakan lulus assesment bagi karyawan
yang belum pernah menduduki jabatan struktural.
Functional positions are a part of the career patterns and their
placement under the authority of the Board of Directors, the
following requirements:
1. Professionals with educational qualifications as low as
certified Bachelor (Strata-1);
2. Not being sentenced/undergo discipline;
3. Had occupied structural positions; or Have complied and
passed the assessment for employees who have not been
on any structural positions.
REKRUTMEN HUMAN CAPITAL
RECRUITMENT OF HUMAN CAPITAL
Dalam rangka memenuhi standar formasi jabatan seiring
dengan pertumbuhan Perseroan, pada 2015 Angkasa Pura
Airports telah melaksanakan proses rekrutmen dan seleksi
guna mengisi formasi karyawan. Proses rekrutmen karyawan
yang dilakukan terdiri dari tahapan-tahapan sebagai berikut:
a. Pengumuman melalui website, media cetak nasional dan
papan pengumuman di kantor cabang;
b. Seleksi administrasi;
c. Tes kemampuan umum;
d. Psikotest (paper and pencil test);
e. Wawancara psikolog;
f. Wawancara oleh manajemen;
g. Tes Kesehatan yang meliputi cek laboratorium dan cek
fisik;
h. Pengumuman hasil akhir.
In order to fulfill the standards of the positions formation
along with the Company’s growth, in 2015 Angkasa Pura
Airports has conducted recruitment and selection process
for filling employees formation. The staff recruitment process
consists of the stages as follows:
a. Announcement through official website, national print
media and the notice board at the branch office;
b. Administrative Selection;
c. The general ability tests;
d. Psikotest (paper and pencil test);
e. Psychologic interview;
f. Interview by management;
g. Health Tests which include laboratory checks and physical
checks;
h. Announcement of the final results.
Rekrutmen juga dilakukan bekerjasama dengan perguruan
tinggi terkemuka. Proses rekrutmen melalui tahapan yang
sama dengan rekrutmen yang dilakukan oleh perusahaan.
Recruitment is also carried out in collaboration with reputable
universities. The recruitment process is similar with recruitment
process conducted by the company.
Gambar Skema Rekrutmen Karyawan /
Figure of Employee Recruitment Scheme
1
2
PENGUMUMAN
ANNOUNCEMENT
HASIL AKHIR
FINAL RESULT
8
SELEKSI
ADMINISTRASI
ADMINISTRATION
SELECTION
TEST KESEHATAN
MEDICAL TEST
1. LABORATORY CHECK
2. PHYSICAL CHECK
3
7
Di tahun 2015, telah dilakukan rekruitmen karyawan
dengan hasil 216 orang yang terdiri dari 68 orang karyawan
administrasi, 52 orang karyawan airport security dan 96
orang karyawan operasional.
TES KEMAMPUAN
UMUM
GENERAL ABILITY
TEST
WAWANCARA OLEH
MANAGEMENT
INTERVIEW WITH
MANAGEMENT
4 (PAPERPSIKOTEST
& PENCIL TEST)
6
WAWANCARA
(PSIKOLOGI)
INTERVIEW
(PSYCHOLOGICAL)
5
In 2015, employee recruitment has been done with the results
of 216 people consisting of 68 administrative employees, 52
employees of airport security and 96 operational employees.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
241
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
PERENCANAAN KEBUTUHAN HUMAN
CAPITAL
HUMAN CAPITAL REQUIREMENTS
PLANNING
Perencanaan kebutuhan karyawan Angkasa Pura Airports
selalu disesuaikan dengan kebutuhan riil dari setiap unit kerja
untuk tiap tahunnya. Sesuai dengan yang telah dicantumkan
dalam Rencana Kerja dan Anggaran Perseroan, untuk tahun
2016 Human Capital Group menetapkan kebutuhan karyawan
sebesar 3.401 karyawan.
Planning of Angkasa Pura’s employee needs always be
adapted with the real needs of each unit for each year. In
accordance with those have been set in the Work Plan and
Budget Company, for the 2016 Human Capital Group defines
the employees’ needs amounted 3,401 employees.
Pegawai Organik
(Orang)
Organic employee
(Employee)
Uraian
Description
Kantor Pusat / Headquarters
529
156
Bandara I Gusti Ngurah Rai – Bali / I Gusti Ngurah Rai Airport - Bali
610
993
Bandara Juanda – Surabaya / Juanda Airport - Surabaya
442
964
Bandara Sultan Hasanuddin – Makassar / Sultan Hasanuddin Airport - Makassar
229
652
Bandara Sepinggan - Balikpapan / Sepinggan Airport - Balikpapan
293
780
Bandara Frans Kaisiepo – Biak / Frans service Kaisiepo Airport - Biak
85
98
Bandara Sam Ratulangi – Manado / Sam Ratulangi Airport - Manado
148
267
Bandara Adisutjipto – Yogyakarta / Adisutjipto Airport - Yogyakarta
181
282
Bandara Adisumarmo – Solo / Adisumarmo Airport - Solo
114
192
Bandara Syamsudin Noor – Banjarmasin / Syamsudin Noor Airport - Banjarmasin
128
200
Bandara Achmad Yani – Semarang / Achmad Yani Airport - Semarang
153
151
Bandara Internasional Lombok – Lombok Tengah /
Lombok International Airport - Central Lombok
179
205
Bandara Pattimura – Ambon / Pattimura Airport - Ambon
100
172
Bandara El Tari – Kupang / El Tari Airport - Kupang
98
98
SBU Komersial Bali / SBU Commercial Bali
59
251
Proyek pengembangan Bandara Internasional Bali (PP-BIB) /
Bali International Airport Development Project (PP-BIB)
-
0
Proyek Pengembangan Bnadra Internasional Juanda (PP-BIJ) /
Juanda International Bnadra Development Project (PP-BIJ)
-
0
Proyek Pengembangan Bandara Internasional Sepinggan (PP-BIS) /
Sepinggan International Airport Development Project (PP-BIS)
-
0
Proyek Pengembangan Bandara Internasional Syamsudin Noor /
International Airport Development Project Syamsudin Noor
22
0
Proyek Pengembangan Bandara Internasional Achmad Yani /
Project Development Achmad Yani International Airport
20
0
11
0
3.401
5.461
Proyek Pengembangan Bandara Internasional Adisutjipto /
Adisucipto International Airport Development Project
JUMLAH KARYAWAN / NUMBER OF EMPLOYEES
242
Pegawai Outsourcing
(Orang)
Outsourcing Employee
(Employee)
PENGEMBANGAN KARIR
CAREER DEVELOPMENT
Seperti dalam pelaksanaan rekrutmen, seluruh Human
Capital Perseroan, berkesempatan untuk memperoleh
jabatan dan karir tertinggi berdasarkan kompetensi dan
skill yang dimiliki. Setiap karyawan memiliki kesempatan
yang setara dalam mengembangkan karir hingga jabatan
tertinggi berdasarkan kemampuannya. Perseroan mengatur
persamaan hak karyawan, antara lain dalam hal sistem
remunerasi, hak pelatihan dan pengembangan karir.
Pengembangan karir yang dilakukan Perseroan, berbasis
kompetensi dan diterapkan dengan melaksanakan asesmen
kompetensi karyawan.
As in the implementation of recruitment, the entire Company’s
Human Capital has an opportunity to obtain high positions
and career based on competence and their skill. Each
employee has an equal opportunity in developing a career
until the highest positions by his ability. The Company set
the rights equal of employees, among others in terms of
the remuneration system, the right training and career
development. The company conducted career development
based on competency and applied using assessment of
employee competency.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Laporan Keuangan
Financial Report
Angkasa Pura Airports juga telah melakukan pengembangan
karir dan kebutuhan operasional Perseroan dengan
merealisasikan program penataan dan optimalisasi
karyawan berdasarkan perhitungan analisa beban kerja
untuk menentukan formasi karyawan di suatu unit.
Angkasa Pura Airports also have done career development
and operational needs of the Company to realize the program
of restructuring and the optimization of employees based on
the calculation of a workload analysis to determine formation
of employees.
HUMAN CAPITAL DEVELOPMENT
HUMAN CAPITAL DEVELOPMENT
Sebagai program pengembangan karyawan, Angkasa
Pura Airports melaksanakan berbagai kegiatan pelatihan.
Kegiatan pelatihan dilaksanakan sesuai dengan kebututuhan
karyawan dan pengembangan bisnis Perseroan. Seluruh
karyawan dalam level organisasi memiliki kesempatan yang
sama dalam pelaksanaan pengembangan diri. Di tahun 2015,
anggaran biaya diklat personil Perseroan naik 61,67% atau
mencapai sekitar Rp44,77 miliar dibanding tahun 2014 yang
mencapai Rp27,69 miliar. Jumlah karyawan yang mengikuti
pelatihan pada tahun 2015 mengalami peningkatan
dibanding tahun sebelumnya. Program pelatihan yang
dilaksanakan juga sangat beragam mengikuti kebutuhan
unit-unit terkait di Perseroan. Selama tahun 2015, program
diklat yang dilaksanakan Perseroan mencakup 218 jenis
program.
As an employee development program, Angkasa Pura
Airports implements various training activities. The training
activities carried out based on the needs of the employees
and the business development of the Company. All employees
in the organizational level have a same chance in the
implementation of self development. In 2015, the personnel
company’s training reached 61.67% or approximately Rp44.77
billion compared to 2014, which reached Rp27.69 billion. The
number of employees who attend training in 2015 increased
compared to the previous year. The training programs were
conducted is very diverse that followed by requirements
related units in the Company. During 2015, the Company
implemented training program that includes 218 types of
programs.
Tabel Program Pelatihan Tahun 2015 / Table of Training Program 2015
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
1
Diklat Orientasi Tipe A, B dan C Tahun 2015 /
Orientation Training Type A, B and C 2015
5 - 13 Nopember
PT AP I
201
2
Diklat Kesemaptaan/Pelatihan Dasar Calon Pegawai
PT AP I Tahun 2015 / Training Kesemaptaan / Basic
Training for Prospective employees of PT AP I 2015
6 - 15 September
TNI AL
151
3
Diklat Kesemaptaan/Pelatihan Dasar Calon Pegawai
PT AP I Tahun 2015 / Training Kesemaptaan / Basic
Training for Prospective employees of PT AP I 2015
16 - 25 Nopember
TNI AL
183
4
Manajerial Muda Angkatan XII /
Young Managerial Force XII
20 Mei - 11 Juni
PT AP I
25
5
Manajerial Tingkat Muda Angkatan XIII /
Managerial Level XIII Youth Force
18 Nopember - 8 Desember
PT AP I
25
6
Manajerial Madya Angkatan VII /
Managerial Madya Force VII
1 - 28 Oktober
PT AP I
25
7
Advanced Leadership Program
27 Februari - 8 April
CLDI
19
8
Diklat Technical Competency and Certification (TCC)
Air Condition System (ACS) / Technical Competency
Training and Certification (TCC) Air Condition System
(ACS)
19 Nopember - 4 Desember
ATKP Surabaya
20
9
Diklat Technical Competency (TCC) Water Pump System
(WPS) / Technical Training Competency (TCC) Water
Pump System (WPS)
7 - 22 Desember
ATKP Surabaya
20
10
Diklat Technical Competency (TCC) CCTV / Technical
Training Competency (TCC) CCTV
19 Nopember - 16 Desember
ATKP Surabaya
20
11
Diklat Technical Competency and Certification (TCC)
Airport Lighting System (ALS) / Technical Competency
Training and Certification (TCC) Airport Lighting System
(ALS)
19 Nopember - 15 Desember
ATKP Surabaya
17
12
Ujian Perpanjangan Rating ALS, TRD, GNS, CCR
Recurrent ALS, TRD, GNS, CCR Rating
14 - 16 Desember
PT AP I
21
13
Ujian Perpanjangan Rating CCR
Recurrent CCR Rating
21 - 23 Desember
PT AP I
21
14
Ujian Perpanjangan Rating X-Ray dan CCTV /
Recurrent X-Ray and CCTV Rating
14 - 17 Desember
PT AP I
30
15
Ujian Perpanjangan Rating Alat-alat Berat /
Recurrent Equipment Rating
7 - 9 Desember 2015
PT AP I
21
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
243
Laporan Manajemen
Management Report
No.
244
Profil Perusahaan
Company Profile
Nama Program
Name of Program
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
16
Ujian Perpanjangan Rating Genset
Recurrent Genset Rating
25 - 26 Februari
PT AP I
33
17
Ujian Perpanjangan Rating Genset
Recurrent Genset Rating
30 Nopember - 2 Desember
PT AP I
20
18
Ujian Perpanjangan Rating TQM
Recurrent TQM Rating
28 - 30 Desember
PT AP I
19
19
TCC Fasilitas Sisi Darat/Udara /
Land Side Facility / Air TCC
19 Nopember - 23 Desember
2015
ATKP Surabaya
20
20
Diklat Junior Aviation Security Angkatan I Tahun 2015 /
Junior Training Aviation Security Group I 2015
18 Mei - 4 Juni
PT AP I
20
21
Diklat Junior Aviation Security Angkatan II Tahun 2015 /
Junior Training Aviation Security Force II 2015
4 - 20 Juni
PT AP I
20
22
Diklat Senior Aviation Security Angkatan VI Tahun 2015 /
Senior Training Aviation Security Forces VI 2015
18 Mei - 9 Juni
PT AP I
20
23
Ujian Perpanjangan Lisensi AVSEC (Bali I) /
Recurrent AVSEC License (Bali I)
5 - 7 Mei
PT AP I
21
24
Ujian Perpanjangan Lisensi AVSEC (Surabaya I) /
Recurrent AVSEC License (Surabaya I)
5 - 7 Mei
PT AP I
20
25
Ujian Perpanjangan Lisensi AVSEC (Bali II) /
Recurrent AVSEC License (Bali II)
7 - 9 Mei
PT AP I
20
26
Ujian Perpanjangan Lisensi AVSEC (Surabaya II) /
Recurrent AVSEC License (Surabaya II)
7 - 9 Mei
PT AP I
20
27
Ujian Perpanjangan Lisensi AVSEC (Surabaya III) /
Recurrent AVSEC License (Surabaya III)
11 - 13 Mei
PT AP I
20
28
Ujian Perpanjangan Lisensi AVSEC (Bali III) /
Recurrent AVSEC License (Bali III)
12 - 14 Mei
PT AP I
19
29
Ujian Perpanjangan Lisensi AVSEC (Makassar) /
Recurrent AVSEC License (Makassar)
12 - 14 Mei
PT AP I
21
30
Ujian Perpanjangan Lisensi AVSEC (Balikpapan I) /
Recurrent AVSEC License (Balikpapan I)
12 - 14 Mei
PT AP I
11
31
Ujian Perpanjangan Lisensi AVSEC (Balikpapan II) /
Recurrent AVSEC License (Balikpapan II)
14 - 16 Mei
PT AP I
11
32
Ujian Perpanjangan Lisensi AVSEC (Bali IV) /
Recurrent AVSEC License (Bali IV)
19 - 21 Mei
PT AP I
16
33
Ujian Perpanjangan Lisensi AVSEC (Surabaya IV) /
Recurrent AVSEC License (Surabaya IV)
19 - 21 Mei
PT AP I
17
34
Ujian Perpanjangan Lisensi AVSEC (Balikpapan III) /
Recurrent AVSEC License (Balikpapan Iii)
19 - 21 Mei
PT AP I
16
35
Ujian Perpanjangan Lisensi AVSEC (Bali V) /
Recurrent AVSEC License (Bali V)
21 - 23 Mei
PT AP I
14
36
Ujian Perpanjangan Lisensi AVSEC (Balikpapan IV) /
Recurrent AVSEC License (Balikpapan IV)
21 - 23 Mei
PT AP I
16
37
Ujian Perpanjangan Lisensi AVSEC (Bali VI) /
Recurrent AVSEC License (Bali VI)
26 - 28 Mei
PT AP I
19
38
Ujian Perpanjangan Lisensi AVSEC (Solo) /
Recurrent AVSEC License (Solo)
26 - 28 Mei
PT AP I
16
39
Ujian Perpanjangan Lisensi AVSEC (Biak) /
Recurrent AVSEC License (Biak)
26 - 28 Mei
PT AP I
16
40
Diklat Apron Movement Control /
Training Apron Movement Control
23 Nopember - 18 Desember
PT AP I
20
41
Diklat Basic PKP-PK Angkatan I Tahun 2015 /
Basic Training PKP-PK Group I 2015
16 September - 4 Nopember
PT AP I
24
42
Diklat Basic PKP-PK Angkatan II Tahun 2015 /
Basic Training PKP-PK Force II 2015
16 September - 4 Nopember
PT AP I
23
43
Diklat Junior PKP-PK Angkatan III Tahun 2015 /
Training Junior PKP-PK Force III 2015
18 Mei - 26 Juni
PT AP I
20
44
Diklat Basic Aviation Security Angkatan IX Tahun 2015 /
Training Basic Aviation Security Force IX 2015
16 September - 9 Oktober
PT AP I
21
45
Diklat Basic Aviation Security Angkatan X Tahun 2015 /
Training Basic Aviation Security Force X 2015
16 September - 9 Oktober
PT AP I
21
46
Diklat Basic Aviation Security Angkatan XI Tahun 2015 /
Training Basic Aviation Security Forces XI 2015
16 September - 9 Oktober
PT AP I
20
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
No.
Nama Program
Name of Program
47
Diklat Salvage Angkatan II Tahun 2015 /
Salvage Training Force II 2015
48
Perpanjangan SKP PKP-PK Batch I
Recurent Airport Fire Fighting & Rescue License Batch I
49
50
51
52
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Perpanjangan SKP PKP-PK Batch II
Recurent Airport Fire Fighting & Rescue License Batch II
Perpanjangan SKP PKP-PK Batch III
Recurent Airport Fire Fighting & Rescue License Batch III
Perpanjangan SKP PKP-PK Batch IV
Recurent Airport Fire Fighting & Rescue License Batch IV
Perpanjangan SKP Salvage
Recurent Salvage License
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
1 - 16 Desember
PT AP I
20
17 - 20 Maret
PT AP I
12
25 - 28 Maret
PT AP I
19
30 Maret - 3 April
PT AP I
20
7 - 10 April
PT AP I
8
28 April - 1 Mei
PT AP I
17
4 - 7 Mei
PT AP I
16
12 - 15 Mei
PT AP I
14
20 - 23 Mei
PT AP I
9
27 - 30 Mei
PT AP I
9
5 - 8 Agustus
PT AP I
16
12 - 15 Agustus
PT AP I
14
8 - 11 September
PT AP I
11
15 - 18 September
PT AP I
11
23 - 26 September
PT AP I
7
20 - 23 Oktober
PT AP I
8
20 - 23 Oktober
PT AP I
11
53
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(DPS) / Recurent Aviobridge, marshaller and AMC
License (DPS)
11 - 12 Desember
PT AP I
19
54
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(Sub I) / Recurent Aviobridge, marshaller and AMC
License (SUB I)
22 - 23 Desember
PT AP I
20
55
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(SUB II) / Recurent Aviobridge, marshaller and AMC
License (SUB II)
14 - 15 Desember
PT AP I
17
56
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(UPG) / Recurent Aviobridge, marshaller and AMC
License (UPG)
10 - 11 Desember
PT AP I
12
57
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(BPN) / Recurent Aviobridge, marshaller and AMC
License (BPN)
15 - 16 Desember
PT AP I
17
58
Perpanjangan SKP Aviobridge, Marshaller dan AMC
(SOC) / Recurent Aviobridge, marshaller and AMC
License (SOC)
17 - 18 Desember
PT AP I
13
59
Audit Intern Tingkat Dasar I /
Internal Audit Basic Level I
9 Maret - 20 Maret
Yayasan Pendidikan
Internal Audit
1
60
Audit Intern Tingkat Dasar II /
Basic Level II Internal Audit
23 Maret - 2 April
Yayasan Pendidikan
Internal Audit
1
61
Audit Intern Tingkat Dasar II /
Basic Level II Internal Audit
27 Juli - 7 Agustus
Yayasan Pendidikan
Internal Audit
1
62
Audit Intern Tingkat Lanjutan I /
Internal Audit Advanced Level I
22 Juni - 3 Juli
Yayasan Pendidikan
Internal Audit
1
63
Public Training Internal Audit Tingkat Managerial /
Public Training Internal Audit Managerial Level
19 - 28 Januari ; 23 Februari - 4
Maret ; 9 - 18 Maret
Yayasan Pendidikan
Internal Audit
15
64
Workshop Community Development Management
18 - 20 Mei
PT AP I
24
65
Hukum Pajak / Tax law
2 - 5 Februari
PT AP I
25
66
Pelatihan Tatanan Kebandarudaraan (Master Plan
Bandar Udara) / Training Kits Airport Affairs (Master
Plan for the airport)
10 - 12 Nopember
PT AP I
25
67
Pelatihan Audit Mutu Internal Sistem Manajemen Mutu
ISO 9001:2008 / Internal Quality Audit Training Quality
Management System ISO 9001: 2008
28 - 30 April
PT AP I
20
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
245
Laporan Manajemen
Management Report
Nama Program
Name of Program
No.
246
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
7 - 9 April
PT AP I
20
68
Pelatihan Interpretasi dan Dokumentasi Sistem
Manajemen Mutu ISO 9001:2008 / Interpretation
Training and Documentation Quality Management
System ISO 9001: 2008
69
Training Enterprise Risk Management For Department
Head
12 - 13 Maret
PT AP I
35
70
Training Enterprise Risk Management For Section Head
And Person in Charge (PIC)
9 - 10 Maret
PT AP I
35
71
Pelatihan Public ISO 31000 ERM Fundamental /
Public Training ISO 31000 ERM Fundamental
2 - 6 Maret
CRMS Indonesia
13
72
Sertifikasi Manajemen Risiko CRMS /
CRMS Risk Management Certification
9 Mei
CRMS Indonesia
1
73
Workshop Certified Risk Management Officer
24 - 27 Februari
CRMS Indonesia
3
74
Workshop Pembentukan Tunas, Sistem dan Komite
Integritas / Shoot Formation Workshop, Systems and
Integrity Committee
3 - 4 Juni
PT AP I
24
75
Workshop Tunas Integritas Batch III /
Shoots Integrity Workshop Batch III
30 Nopember - 2 Desember
PT AP I
26
76
Diklat Sar Laut / Sea Training Sar
26 Nopember - 2 Desember
PT AP I
30
77
Workshop Dangerous Goods Awareness (SUB)
1 - 3 Juli
PT AP I
90
78
Workshop Dangerous Goods Awareness (KOE)
6 - 7 Juli
PT AP I
60
79
Workshop Dangerous Goods Awareness (UPG)
8 - 9 Juli
PT AP I
90
80
Workshop Dangerous Goods Awareness (AMQ)
6 - 7 Juli
PT AP I
60
81
Workshop Dangerous Goods Awareness (JOG)
28 - 29 Juli
PT AP I
60
82
Workshop Dangerous Goods Awareness (BDJ)
30 - 31 Juli
PT AP I
60
83
Jambore AVSEC
22 - 28 Maret
PT AP I
155
84
Public Training Workshop Penyelamatan dan First Aid
(P3K) / Public Training Workshop Rescue and First Aid
(P3K)
9 - 11 September
PT Sinergi Solusi
Indonesia
20
85
Airport Safety Investigation
23 - 27 Maret
PT AP I
30
86
Eco Airport
3 - 5 Juni 2015
PT AP I
24
87
Waste Management System
15 - 17 Juni
PT AP I
20
88
Pelatihan Airport Safety Management System Tahun
2015 / Airport Safety Management System Training 2015
16 - 20 Nopember
PT AP I
25
89
Diklat Electrical Automation PLC and Scada Training /
Training Electrical Automation PLC and Scada Training
16 - 18 Desember
Productivity and Quality
Improvement
16
90
Cisco Certified Network Associate Fast Track dan Teknisi
Jaringan / Cisco Certified Network Associate Fast Track
and Network technician
20 - 29 April
Net Campus
10
91
Public Training Pembekalan dan Sertifikasi Ahli Muda
Manajemen Proyek / Public Training and Certification
Briefing Young Expert Project Management
4 - 7 Mei
IAMPI
10
92
Workshop Project and Program Management
93
Training Contract Management in Construction
94
Public Training Basic Cargo Skills and Procedures
95
Workshop and Focus Group Discussion Analisa Laporan
Keuangan / Workshop Focus Group Discussion and
Analysis of Financial Statements
96
Public Training "Pelatihan Strategic Planning and
Corporate Budgeting" and Focus Group Discussion
97
Training Branch Key User SAP Modul FICO
98
Pelatihan Windows Server 2012 Virtualization / Windows
Server 2012 Virtualization Training
99
Workshop Cisco Certified Network Associate (CCNA) +
Exam
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
6 - 9 April
ADW Consulting
20
2 - 4 September
ADW Consulting
12
25 - 30 Mei
Garuda Indonesia
Training Center
20
19 - 22 Oktober
Ikatan Akuntan
Indonesia
20
10 - 13 Nopember
PT Angkasa Pura I
bekerja sama dengan
PPAK
22
24 Agustus - 2 September
PT AP I
20
16 - 20 Nopember
EDUTRAIN
16
12 -16 Oktober
MULTIMATIC
14
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
No.
Nama Program
Name of Program
Waktu
Time
Penyelenggara
Organizers
100
Pelatihan Information Technology Infrastructure Library
(ITIL) Foundation / Training Information Technology
Infrastructure Library (ITIL) Foundation
2 - 4 November
EDUTRAIN
16
101
Training IT Project Management and Exam Batch I
28 September - 3 Oktober
INIXINDO
7
102
Training IT Project Management and Exam Batch II
7 - 12 September
INIXINDO
8
103
Training IEEE Certified Software Development
Professional
9 - 12 Nopember
INIXINDO
8
104
Pelatihan Goal Setting and KPI Development Batch I /
Goal Setting Training and Development KPI Batch I
18 - 19 Nopember
STELLAR HR
25
105
Workshop Evaluasi Struktur Organisasi dan Analisa
Beban Kerja / Workshop Evaluation and Analysis
Organizational Structure Workload
4 - 6 Februari
PPM Manajemen
25
106
Pelatihan Investigasi dan Kegiatan Forum Group
Discussion untuk Tim P4DP / Investigation Training and
Event Group Discussion To Tim P4DP
5 - 8 Oktober
PT Angkasa Pura I
bekerja sama dengan
PT Sinergi Solusi
Indonesia
25
107
Bahasa Inggris Kelas Elementary III Untuk Officer /
Elementary English Class III To Officer
22 Juni - September
PT AP I
20
108
Pelatihan Bahasa Inggris Kelas Conversation untuk
Officer / English Conversation Class Training For
Officer
22 Juni - September
PT AP I
18
109
English Conversation Club Class A
Agustus - Oktober
PT AP I
14
110
English Conversation Club Class B
Agustus -Oktober
PT AP I
14
111
Diklat General Instructor Course Tahun 2015 / General
Instructor Training Course 2015
1 - 19 Desember
PT AP I
20
112
Pra Purnabakti Batch XI
20 - 23 April
PT AP I
26
113
Pra Purnabakti Batch XII
25 - 28 Mei
PT AP I
26
114
Pra Purnabakti Batch XIII
31 Agustus - 4 September
PT AP I
25
115
Pra Purnabakti Batch XIV
28 September - 2 Oktober
PT AP I
25
116
Airport Management Profesional Acreditation Program
Online Course - Airport Operations, Safety and Security
13 April - 10 Mei
ACI ICAO
5
117
Airport Management Profesional Acreditation Program
Elective Course - Airport Safety Course ACI/ICAO
Aerodrome Certification
25 - 29 Mei
ACI ICAO
1
118
Airport Management Profesional Acreditation Program
Online Course - Airport Planning, Development and
Environmental Management
14 September - 11 Oktober
ACI ICAO
5
119
Airport Management Profesional Acreditation Program
Elective Course - Airport Revenue Generation dan
Kegiatan Benchmarking Ke Munich International
Airport / Airport Management Profesional Acreditation
Program Elective Course - Airport Revenue Generation
and Event Benchmarking To Munich International
Airport
19 - 23 Oktober 2015 dan 26 27 Oktober
ACI ICAO
2
120
Focus Group Discussion Risk Diplomacy Leading The
Charge for Successful ERM
14 Januari
PT Interlink Indonesia
3
121
Workshop "Aspek Legal Penugasan Auditor Internal"
/ Workshop “Legal Aspects of the Internal Auditor
Assignment”
24 Januari
Risk Management
Internasional
2
122
Public Training "Create Your Own KM Initiative, Now!"
9 - 11 Pebruari
ITTC KNOCO Indonesia
2
123
Public Training Pelatihan "Prosedur Pengadaan
Barang dan Jasa BUMN" / Public Training Training
“Procurement Procedure SOE”
4 - 6 Pebruari
BEPROF
2
124
Public Training "Strategic Management of Training
Center and Training Division"
10 - 11 Pebruari
Indolatih Management
2
125
Workshop Analisis Beban Kerja dan Perencanaan
Kebutuhan SDM Perusahaan / Workshop Workload
Analysis and Planning Human Capital Needs Company
9 - 10 Pebruari
INDOTAMA
2
126
Workshop Tindak Lanjut "Feedback" Hasil Assessment
IQA 2014 / Follow-up Workshop “Feedback” IQA
Assessment Results 2014
11 Pebruari
QIA Foundation
2
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
247
Laporan Manajemen
Management Report
No.
248
Profil Perusahaan
Company Profile
Nama Program
Name of Program
127
Workshop Evaluasi Kinerja Examiner / Workshop on
Performance Evaluation Examiner
128
Pelatihan Managing Information Technology Risks /
Training Managing Information Technology Risks
129
Public Training Pelatihan General Affair Management /
Public Training Training General Affair Management
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Waktu
Time
Penyelenggara
Organizers
Jumlah Peserta
Number of
Participants
12 Pebruari
QIA Foundation
1
23 - 24 Pebruari
Andalan Nusantara
Teknologi
3
26 - 27 Pebruari
Bina Management
Center
2
5 - 6 Maret
INDOTAMA
1
12 Maret
INTI Pesan
2
9 - 11 Maret
IQA Foundation
3
27 Maret
Asosiasi Toilet Indonesia
4
130
Public Training Workshop Training Need Analysis
131
Seminar HR Director / HR Director Seminar
132
Training Interpretasi Kriteria Menggunakan "Kerangka
Kinerja Ekselen Baldrige 2015-2016" / Interpretation
Training Using the criteria “excellence Baldrige
Performance Framework 2015-2016”
133
Seminar Menuju Toilet Bersih dan Higienis /
Towards Clean and Hygienic Toilet Seminar
134
Workshop "Electrical and Mechanical Safety"
25 - 26 Maret
Pusat Pengembangan
Profesi Indonesia
2
135
Pelatihan Airport Slot and Scheduling /
Training Airport Slot and Scheduling
25 - 27 Maret
IATA
8
136
Seminar Jaminan Kesehatan Karyawan /
Employee Health Insurance Seminar
25 - 26 Maret
Puri Communication
3
137
Workshop Compliance and Whistleblowing Governance
16 - 17 APRIL
JSM Management
Consulting
2
138
Training General Ground Support Equipment Operator
Familiarization
13 - 28 April
Gapura Learning Center
10
139
Seminar Nasional Internal Audit 2015 dan Wisudawan
QIA / National Seminar on Internal Audit in 2015 and
Graduates QIA
14 - 16 April
Yayasan Pendidikan
Internal Audit
21
140
Training Interpretasi Kriteria Menggunakan "Kerangka
Kinerja Ekselen Baldrige 2015-2016" Batch II /
Interpretation Training Using the criteria “excellence
Baldrige Performance Framework 2015-2016” Batch II
20 - 22 April
IQA Foundation
5
141
Public Training Seminar Indonesia Training and
Development Summit
22 - 23 April
INTI Pesan
2
142
Public Training Building Maintenance
15 - 17 April
EXPERTINDO
2
143
Public Training Designing Training Program
28 - 30 April
PT INSMART
1
144
Workshop Analisis Beban Kerja dan Perencanaan
Kebutuhan SDM Peusahaan / Workshop Workload
Analysis and Requirements Planning Corporate Human
Resources
27 - 28 April
INDOTAMA
1
145
Diklat Nasional Modus Operandi Baru dan Pola
Pengungkapan Kasus / National Training and New
Modus Operandi Disclosure Pattern Case
16 - 17 April
Lembaga Diklat Profesi
PPNS - RI
4
146
Pelatihan Nasional Pendekteksian Kecurangan (Fraud)
dengan Menggunakan Software Audit / The National
Training pendektesian Fraud (Fraud) Using Software
Audit
17 - 18 April
PUSPIN
1
147
Training Certified Data Center Professional + Exam
4 - 5 Mei
INIXINDO
2
148
Seminar Nasional Teknik Negosiasi dalam Perundingan
Penyelesaian Kasus Hubungan Industrial di Perusahaan
/ National Seminar on Negotiation Techniques
Negotiation Settlement In Case of Industrial Relations
25 - 26 Maret
Forum Peduli Solidaritas
Bangsa
2
149
Seminar "Apakah Business Judgement di Lingkungan
BUMN Dapat Dipidana Korupsikan?" / Seminar “Is the
Business Judgment in Environmental SOE to Punishable
Korupsikan?”
7 - 8 Mei
INTRINSICS
3
150
Public Training Workshop Tehnik Penyusunan dan
Penetapan Harga Perkiraan Sendiri dalam Pengadaan
Barang dan Jasa Perusahaan / Public Training
Workshop on Preparation Technique and Pricing
Estimates Alone In Procurement Company
7 - 9 Mei
INDOLATIH
Management
3
151
Workshop dan Dialog Nasional Pertanahan / Workshop
and the National Dialogue Land
21 - 22 Mei
Pusat Pengkajian
Informasi Nasional
1
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
No.
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Nama Program
Name of Program
Laporan Keuangan
Financial Report
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
27 - 29 Mei
INTRINSICS
2
152
Pelatihan Tata Cara Penghapusan Piutang BUMN /
Training Procedures for Removal of SOE Accounts
153
Public Training Network Security Administrator + Exam
8 - 12 Juni
INIXINDO
2
154
Pelatihan Change ISO 9001 : 2015 /
Change Training ISO 9001: 2015
27 - 28 MEI
Global Pro Management
2
155
Training Examiner "Kerangka Kinerja Ekselen Baldrige
2015 - 2016" / Training Examiner”excellence Baldrige
Performance Framework 2015 - 2016”
25 - 29 Mei
IQA Foundation
1
156
Workshop Strategic Managing Learning and
Development
28 - 29 Mei
INDOLATIH
Management
1
157
Public Training Basic Financial Modeling /
Public Training Basic Financial Modeling
23 Mei - 13 Juni
FE Universitas Indonesia
1
158
Pelatihan Financial Statement Analysis /
Financial Statement Analysis Training
9 - 10 Juni
PPM Manajemen
2
159
Pelatihan Practical Behavior - Based Interview /
Practical Training Behavior - Based Interview
4 - 5 Juni
PPM Manajemen
1
160
Jambore Media dan PR Indonesia /
Jamboree Media and PR Indonesia
10 - 11 Juni
Serikat Perusahaan
PERS
2
161
Kursus Intensif Aspek Penting Peraturan Bank Indonesia
No. 17/3/PBI/2015 / Intensive Course Important Aspects
of Bank Indonesia Regulation No. 17/3 / PBI / 2015
11 Juni
PT Thals Pilar Indonesia
1
162
Workshop Monitoring dan Evaluasi Penyusunan RKAP
dan KPI BUMN dan Anak Perusahaan / Workshop on
Monitoring and Evaluation Preparation of CBP and KPI
SOEs and Subsidiaries
12 Juni
Media Pekerja BUMN
2
163
Musyawarah Nasional Forum Humas BUMN /
National Congress of SOE Public Forum
24 - 26 Juni
Forum Human BUMN
2
164
Public Training Financial Modelling
24 - 26 Juni
MUC Consulting Group
5
165
Akuntansi Manajemen / Management accounting
15 Agustus - 17 Oktober
Universitas Indonesia
2
166
KM Summit Indonesia Tahun 2015 /
KM Summit Indonesia 2015
25 - 27 Agustus
ITTC Knoco Indonesia
4
167
Pelatihan ISO 31000 Standar Internasional Manajemen
Risiko Implementasi ERM / Training International
Standard ISO 31000 Risk Management ERM
Implementation
7 - 11 September
CRMS Indonesia
1
168
Pelatihan Metode Penyusunan Spesifikasi dan Harga
Perkiraan Sendiri / Training Method of Preparation of
Specifications And Price Estimate Alone
16 - 18 September
Mark Share People
Development
2
169
Seminar dan Mukernas FKSPI 2015 "Good Governance Excellent Performance" / Mukernas Fkspi and Seminar
2015 “Good Governance - Excellent Performance”
16 - 18 September
Panitia Seminar dan
Mukernas 205
2
170
Training Human Capital Management Certification
(HCMC)
25 - 28 Agustus; 21 - 23
September; 28 - 30 Oktober,
25 - 27 Nopember
PPM Manajemen
1
171
Workshop Penyusunan Business Plan /
Business Plan Workshop
26 Agustus
DHN Consulting
3
172
Pelatihan Assessor KPKU/Interpretasi KPKU /
KPKU Assessor Training / Interpretation KPKU
26 - 28 Agustus
Forum Ekselen BUMN
4
173
Pelatihan Assessor KPKU Lanjutan /
Continued KPKU Assessor Training
3 - 4 September
Forum Ekselen BUMN
1
174
Workshop Pematangan Konsep dan Panduan Sistem
Integritas (Kolaborasi Tunas Integritas Nasional II 2015)
/ Maturation Workshop Concepts and Guidance System
Integrity (Integrity Tunas National Collaboration II 2015)
24 - 27 Agustus
KPK
3
175
Public Training Feasibilty Study
9 - 11 September
PPM Manajemen
1
176
Workshop Designing Training Program
177
Certified Human Resources Professional
178
Pelatihan Assessment Center Assessor Certification /
Training Assessment Center Assessor Certification
179
Workshop Evaluating Training Program
21 - 23 September
PPM Manajemen
3
15 September - 20 Nopember
UNIKA Atma Jaya
1
9 - 13 Nopember
PPM Manajemen
2
7 - 8 Oktober
PPM Manajemen
3
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
249
Laporan Manajemen
Management Report
Nama Program
Name of Program
No.
250
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
15 Oktober
Universitas Andalas
1
19 - 31 Oktober
PT Sinergi Solusi
Indonesia
7
9 Oktober
Mark Plus
8
4 - 5 Nopember
TELKOM
3
180
Seminar Nasional "Auditing and Ethics : Current Issues
and Future Treaths" / National Seminar on “Auditing
and Ethics: Current Issues and Future Treaths”
181
Pelatihan Sertifikasi Ahli K3 Umum / Pelatihan
Sertifikasi Ahli K3 Umum / K3 Expert Certification
Training Works
182
The 1st Asean Marketing Summit 2015
183
The 3 International Seminar and Conference on
Learning Organization
184
Public Training Digital Marketing
21 - 22 Oktober
PPM Manajemen
1
185
Pelatihan Assessor KPKU / Assessor Training KPKU
21 - 23 Oktober
Forum Ekselen BUMN
2
186
Pelatihan Interpretasi KPKU /
Interpretation Training KPKU
21 - 23 Oktober
Forum Ekselen BUMN
2
187
National Anti Fraud Conference 2015
20 - 22 Oktober
Associate For Certified
Fraud Examiner
1
188
Public Training Workshop Lelang Penghapusan Aset
Perusahaan / Public Training Workshop Removal
Auction Company Assets
22 - 23 Oktober
LIIP
2
189
Public Training Air Conditioning and HVAC
10 - 12 Nopember
CONVERSINDO
2
190
Pelatihan ISO 31000 Standar International Manajemen
Risiko ERM Fundamental dan Sertifikasi ERMAP Model
EBA / Training International Standard ISO 31000 Risk
Management ERM Fundamentals and Certification
Model ERMAP Eba
7 - 12 Desember
CRMS Indonesia
3
rd
191
Public Training Building Maintenance and Facilities
25 - 27 Nopember
CONVERSINDO
2
192
Public Training Feasibilty Study
18 - 20 Nopember
PPM Manajemen
1
193
Airport Planning and Management Course
4 - 10 Nopember
PPSDM
2
194
Pelatihan Developing Positive Mind /
Developing Positive Mind Training
14 Nopember
MAHADIBYA
66
195
Airspace Management Course
16 - 20 Nopember
PPSDM
2
196
Temu Karya Mutu dan Produktivitas Nasional (TKMPN)
XIX dan IQPC 2015 / Gathering Quality and Productivity
Council (TKMPN) XIX AND IQPC 2015
23 - 26 Nopember
Wahana Kendali Mutu
3
197
Measuring on Training Investment (ROTI)
2 - 3 Desember
PPM Manajemen
3
198
Pelatihan Internal Auditor SMK3 /
Internal Auditor Training SMK3
7 - 10 Nopember
SMK3
3
199
Seminar Nasional Mencegah Tindak Pidana Korupsi
Pengadaan Barang dan Jasa / National Seminar on
Preventing Corruption Procurement
9 Desember
KPK
4
200
Workshop Legal Opinion dan Legal Audit /
Workshop Legal Opinion and Legal Audit
16 - 18 Desember
INTRINSICS
1
201
Public Training Building Service Culture
16 - 17 Desember
PPM Manajemen
1
202
Seminar Reshaping, Sharpening and BUMN Outlook
2016 / Reshaping seminars, Sharpening and SOE
Outlook 2016
17 Desember
FE Universitas Indonesia
1
203
Public Training Interpersonal Softskill
15 - 16 Desember
PPM Manajemen
1
204
Aerodrome Inspection in Asean Oleh Pemerintah
Korea Selatan / Aerodrome Inspection In Asean By the
Government of South Korea
12 - 21 Mei
Incheon Airport Aviation
Academy
1
205
The 1st Corporate Secretary Forum
28 - 30 April
Serikat Perusahaan Pers
1
206
ACI Global Training - Developing A Customer Service
Culture at Airports
26 - 30 Juli
ACI
3
207
ASM Route Development Programme - The
Fundamentals of Route Development
19 - 20 Mei
ASM Global
1
208
ASM Route Development Programme - The
Fundamentals of Route Development
20 - 20 Mei
ASM Global
1
209
Airport Terminal Operation Course
21 - 30 Juli
Incheon Airport Aviation
Academy
1
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Jumlah Peserta
Number of
Participants
Waktu
Time
Penyelenggara
Organizers
210
2015 ACI Asia - Pacific HR Best Practice Seminar dan
Kegiatan Benchmarking ke Haneda International
Airport / 2015 ACI Asia - Pacific Hr Best Practice
Benchmarking Seminar and Event To Haneda
International Airport
5 - 9 Oktober
ACI
3
211
Ampap Gateway Course - Air Transport System
5 - 9 Oktober
ACI ICAO
3
212
ACI Online Learning - Certificate in Concession
Management
7 Minggu
ACI Online Learning
Center
3
213
ACIIA Manila Conference and On-Site Learning 2015
2 - 7 Nopember
Yayasan Pendidikan
Internal Audit
2
214
Pelatihan Airfield Pavement Design and Evaluation
Training Course di Singapore / Training Airfield
Pavement Design and Evaluation Training Course in
Singapore
23 - 26 Nopember
Equip Global
4
No.
Nama Program
Name of Program
Laporan Keuangan
Financial Report
215
INACA -IATA Dangerous Goods Workshop
216
Workshop Risk Based Internal Audit
217
ACI Online Learning - Certificate in Airport Business
Operations
218
ACI Global Training - Airport Revenue Generation
17 Nopember
IATA
9
9 - 10 Desember
Green Forest Singapore
2
7 Minggu
ACI
2
19 - 23 Oktober
ACI
TOTAL
2
3,523
SURVEI KEPUASAN KARYAWAN
HUMAN CAPITAL SATISFACTION SURVEY
Salah satu upaya yang dilakukan oleh Perseroan untuk
memastikan bahwa karyawannya, terutama mereka yang
memiliki kompetensi dan kinerja tinggi, memiliki kepuasan
kerja yang tinggi, Perseroan telah melaksanakan survei
Kepuasan Karyawan pada tahun 2015. Pada survei tersebut
dilakukan penilaian terhadap 10 dimensi yang diukur, yaitu:
The efforts made by the Company to ensure that their
employees, especially those who have the competence and
high performance, has a high satisfaction, the Company has
conducted employee satisfaction surveys in 2015. In the survey
carried out an assessment of the 10 dimensions that measured
by:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Peran Karyawan
Penghargaan, Sanksi dan Keamanan Kerja
Lingkungan Kerja
Penilaian Kinerja
Pendidikan dan pelatihan
Manajemen, Komunikasi dan Perencanaan
Rekrutmen dan Pola Karir
Penghasilan, Jaminan Kesehatan, THT dan Pensiun
Keterikatan Tenaga Kerja
Visi, Misi dan Nilai-Nilai Perusahaan
Survei dilakukan dengan membandingkan tingkat harapan
(importance) karyawan dan kenyataan (performance)
berdasarkan penilaian dari karyawan. Dari 10 dimensi yang
dinilai berdasarkan hasil survei, secara overall rata-rata
harapan karyawan berada pada angka 4,54 sedangkan
kenyataan (performance) yang ada berada pada angka 4,05
sehingga terdapat gap antara harapan dan performance.
Namun demikian, gap antara kenyataan dan harapan tidak
signifikan. Berikut ini adalah hasil survei kepuasan karyawan
secara keseluruhan (overall):
Role of Employees
The Awards, Sanctions and Safety
Work Environment
Assessment of Performance
Education and Training
Management, Communications and Planning
Recruitment and Career Patterns
Income, Health Insurance, ENT and Retirement
Engagement of Labor
Vision, Mission and Company’s Values
The survey was conducted by comparing the level of
expectation (importance) of employees and reality
(performance) based on an assessment of the employee.
From 10 dimensions that assessed based on the results of the
survey, as overall average expectations of employees stood at
4.54 while the reality (performance) is stands at 4.05 so there
is a gap between expectations and performance. The gap
betwen the important and performance was not significant.
Here are the results of employee satisfaction surveys as a
whole (overall):
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
251
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Tabel Indeks Kepuasan Karyawan Tahun 2015 / Tabel of Employee Satisfaction Index Year 2015
252
Harapan
Importance
Dimensi
Dimension
No.
Kenyataan
Performance
Beda
Gap
1.
Peran Pegawai / Employee Role
4.53
4.16
0.37
2.
Penghargaan, Sanksi dan Keamanan Kerja / Reward, Sanction and Job
Security
4.51
4.05
0.46
3.
Lingkungan Kerja / Work Environment
4.51
3.94
0.58
4.
Penilaian Kinerja / Performance Measurement
4.53
4.03
0.50
5.
Pendidikan dan Pelatihan / Education and Training
4.58
4.04
0.55
6.
Manajemen, Komunikasi dan Perencanaan / Management, Communication,
and Planning
4.53
4.11
0.42
7.
Rekrutmen dan Pola Karir / Recruitment and Career Path
4.45
3.82
0.63
8.
Penghasilan, Jaminan Kesehatan, THT dan Pensiun / Income, Healthy
Assurance, THT and Pension
4.63
4.02
0.62
9.
Keterikatan Tenaga Kerja / Employee Engagement
4.53
4.04
0.49
10.
Visi, Misi dan Nilai-nilai Perusahaan / Vision, Mission, and Corporate Value
4.60
4.26
0.35
Rerata / Average
4.54
4.05
0.50
PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT
Perseroan menerapkan Performance Management System
(PMS) berdasarkan Keputusan Direksi No. KEP 70/OM.
02.05/2013 tanggal 1 Juli 2013. Performance Management
System (PMS) adalah sistem pengelolaan kinerja individu
dalam jangka waktu tertentu sebagai upaya memastikan agar
unit kerja dan individu dapat bekerjasama secara optimal
dalam pencapaian target Perseroan melalui perencanaan,
pengorganisasian dan evaluasi kinerja karyawan.
The Company implements Performance Management System
(PMS) by Decree No. KEP 70/OM. 02:05/2013 dated July 1,
2013. Performance Management System (PMS) is a system
of individual performance management in a given period of
time, it is an effort to ensure that work units and individuals
can work together optimally in the achieving the company’s
goals through planning, organizing and evaluating employee
performance.
Performance Management System (PMS) dilaksanakan
setiap 6 (enam) bulan sekali atau per semester. Dalam setiap
siklus terdapat 3 (tiga) tahap kegiatan, yaitu:
a. Perencanaan kinerja (Planning)
Tahapan untuk membuat kesepakatan antara pejabat
penilai dengan karyawan yang dinilai dalam menetapkan
sasaran kinerja individu yang merupakan penjabaran/
turunan (cascading) dari rencana kinerja Perseroan,
rencana kinerja unit kerja (achievement goal) dan
rencana pengembangan diri karyawan. Perseroan
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.
Performance Management System (PMS) is conducted every
six (6) months or once per semester. In every cycle there are
three (3) phases of activities:
a.Planning
Stages to make a deal between appraiser of placeman
and employees that assessed in setting individual
performance goals which is a translation/derivative
(cascading) of the Company’s performance plan, plan of
work unit performance (achievement goal) and employee
self-improvement plan. The Company has set a long-term
strategy on the Company’s Long Term Plan (RJPP), then
the implementation was described in the company’s work
programs (CBP) and implemented in the Management
Contract in every directorate.
b. Monitoring dan Konseling (Tracking and Coaching)
Proses pemantauan dan pencatatan atas perkembangan
pencapaian kinerja dari proses planning, 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.
b. Tracking and Coaching
Process of monitoring and recording on the development
of performance achievement from planning process,
which occured continuously for one cycle so that observed
and ensure the availability of supporting documents of the
performance achievement. It is useful for the superiors
to provide guidance to their subordinates in order to
achieve the performance targets both of work units and
individuals that have been agreed at the planning stage.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
c. Evaluasi (Evaluation)
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. Penilaian dilakukan oleh atasan, rekan kerja dan
bawahan (untuk pejabat).
Laporan Keuangan
Financial Report
c.Evaluation
Stages of individual assessments within 1 (one) cycle by
comparing the achievement of individual performance
goals with individual performance plan that has been
agreed at the time of planning in one cycle. Assessment
done by superiors, co-worker and subordinates (for
placeman).
Gambar Siklus Performance Management System /
Performance Management System Cycle
Monitoring
(Tracking and
Coaching)
Perencanaan
Kinerja
(PlaNning)
Komponen dan bobot dalam sistem manajemen kinerja
karyawan adalah sebagai berikut:
Evaluasi
(Evaluation)
Components and weightings within employee’s performance
management system are as follows:
Komponen
Component
Goal (Target)
Perilaku (Behaviour)
Bobot
Percentage
Achievement Goal (Pencapaian Hasil Kinerja)
55%
Learning Goal (Kompetensi Teknis)
20%
Behavioral Competency (Kompetensi Perilaku)
15%
Corporate Value Commitment (Nilai Perusahaan)
10%
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.
Achievement Goal is the target of work result achievement
which is a translation of the corporate’s Key Performance
Indicator (KPI) and business unit that includes performance
planning that will be measured and rating criteria that
will be used to assess performance. The scoring system
for Achievement Goal component is the single rater which
assessment comes from the direct supervisor.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
253
Laporan Manajemen
Management Report
254
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Learning Goal adalah target pencapaian pengembangan
kompetensi teknis karyawan. Sistem penilaian untuk
komponen Learning Goal adalah single rater yaitu penilaian
berasal dari atasan langsung dengan memperhatikan hasil
assessment terakhir.
Learning Goal is the target of competence developing
achievement of technical employees. The scoring system for
component of Learning Goal is a single rater that derived
from the direct superior by taking into the results of the last
assessment.
Behavioral Goal adalah target pencapaian pengembangan
kompetensi perilaku karyawan. Sistem penilaian untuk
komponen Learning Goal adalah multi rater yaitu penilaian
berasal dari atasan langsung, rekan kerja 1 level dan
bawahan (khusus pejabat struktural) dengan memperhatikan
hasil asessment terakhir.
Behavioral Goal is the target of competence developing
achievement of employee’s behavior. The scoring system for
component of Learning Goal is multi rater that assessment
comes from their direct superiors, colleagues and subordinates
level 1 (special structural placeman) by taking into the results
of the last assessment.
Pencapaian target learning goal dan behavioral goal diukur
dari usaha perbaikan yang dilakukan oleh karyawan yang
dinilai. Sumber kebutuhan pengembangan kompetensi teknis
dan perilaku dapat berasal dari hasil asessment 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 karyawan yang dinilai, atau bersumber dari laporan
permasalahan unit kerja, visi, misi, nilai-nilai dan strategi
Perseroan, implementasi sistem, job description, penilaian
kinerja, dan catatan karyawan.
The achievement of learning goals and behavioral goals
measured by improving business that made by employees who
assessed. Needs source of technical competency developing
and behavior can be derived from the results of competence
assessment, from the gap, or the difference between the level
of technical competency that required in the competency
model of placeman holders with their own level of technical
competence by the employees that assessed, or sourced of the
problem of working unit reports, vision , mission, values and
strategy of the Company, implementation of the system, job
descriptions, performance appraisals, and employee records.
Corporate Value Commitment adalah tingkat komitmen
karyawan dalam menjalankan perilaku yang sesuai dengan
nilai-nilai Perseroan yaitu Sinergi, Adaptif, Terpercaya dan
Unggul (SATU). Sistem penilaian untuk komponen Corporate
Value Commitment adalah multi rater yaitu penilaian berasal
dari atasan langsung, rekan kerja 1 level dan bawahan
(khusus pejabat struktural) dengan memperhatikan hasil
assessment terakhir.
Corporate Value Commitment is the level of employees‘
commitment in the running behavior based on the Company’s
values such as Synergy, Adaptive, Reliable and Excellence
(ONE). The scoring system for a component of Corporate
Value Commitment is a multi-rater that assessment derived
from their direct superiors, colleagues and subordinates level
1 (special structural placeman) by taking into the results of the
last assessment.
HUMAN CAPITAL REWARD
HUMAN CAPITAL REWARD
Reward diberikan kepada pegawai berdasar kepada kinerja
masing-masing karyawan dan kinerja kantor cabang.
Indikator kinerja masing-masing karyawan disebut dengan
Performance Index (PI) yang diperoleh dari hasil pelaksanaan
Performance Management System serta pencapaian Key
Performance Indicator (KPI) kantor cabang.
Reward is given to employees based on the performance
of each employee and branch office’s performance. The
performance indicators of each employee is called the
Performance Index (PI) that obtained from the implementation
result of the Performance Management System and the
achievement of Key Performance Indicator (KPI) branches.
REMUNERASI
REMUNERATION
Angkasa Pura Airports memberikan paket remunerasi yang
kompetitif sesuai dengan peraturan yang berlaku. Tujuan
dari pemberian remunerasi adalah untuk mempertahankan
keberadaan karyawan dalam jangka panjang dan
tercapainya tujuan Perseroan. Remunerasi karyawan Angkasa
Pura Airports secara garis besar terbagi menjadi 2, yaitu
kesejahteraan karyawan di masa aktif dan masa pensiun.
Angkasa Pura Airports provide a competitive remuneration
package in accordance with applicable regulations. The
purpose of the remuneration is to maintain the presence of
employees in the long term and in order to achieve company’s
objectives. Remuneration of Angkasa Pura Airports’ employees
broadly divided into two, such as the welfare of employees in
active period and retirement.
KESEJAHTERAAN KARYAWAN DI MASA AKTIF
EMPLOYEE WELFARE IN ACTIVE PERIOD
Selama masa aktif kerja, human capital Angkasa Pura
Airports menerima beberapa jenis kesejahteraan sebagai
berikut:
During the active period of employment, Angkasa Pura
Airports’ human capital receive some type of welfare as
follows:
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Jenis Kesejahteraan
Types of Welfare
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Laporan Keuangan
Financial Report
Komposisi
Composition
Penghasilan Bulanan
Monthly Income
Gaji pokok, tunjangan istri/suami, tunjangan anak,
tunjangan perusahaan, tunjangan pangan, insentif
prestasi, tunjangan kemahalan, tunjangan transport/
mobilitas, tunjangan jabatan.
Basic salary, allowances wife/husband, child support,
alimony company, food allowance, achievement incentive,
expensiveness allowance, transport/mobility allowance,
potition allowance.
Penghasilan Tahunan
Annual Income
Bantuan sewa rumah, tunjangan cuti tahunan, tunjangan
pendidikan anak sekolah, tunjangan hari raya, bonus,
seragam dinas.
Home rental assistance, annual leave allowance,
education allowance schoolchildren, holiday allowance,
bonus, service uniform.
Pemeliharaan
Kesehatan
Health Care
Jaminan pemeliharaan kesehatan secara mandiri dari
PT Angkasa Pura I (Persero) untuk rawat jalan, rawat
inap, serta pelayanan khusus yang meliputi:
alat bantu baca, pengobatan dan perawatan gigi, alat
bantu dengar, prothesa anggota gerak, prothesa mata,
serta dimulainya keikutsertaan karyawan pada program
BPJS Kesehatan.
Health care benefits independently from PT Angkasa Pura
I (Persero) for outpatient, inpatient, and special services
which include:reading tools, medical and dental care,
hearing aids, prostheses of limbs, eye prostheses, as well
as the commencement of the employee participation in
the program BPJS.
•
•
Housing allowance, granted to employees who have
worked continuously at the company for 20 years or
resign;
•
Dedication award for employees who have worked
continuously in the Company for 25 years and who
ended his term or be honorably discharged because
of the retirement age;
•
Meal allowance, given to each day is paid according
to the attendance of employees;
Help to perform religious services, given to
employees who have worked at least 10 years are
eligible and conditions set forth the Company;
•
•
•
•
•
•
Penghasilan Sesuai
Kondisi dan Waktu
Tertentu
According Income and
Condition Specific Time
•
•
•
•
•
•
•
•
•
Tunjangan perumahan, diberikan kepada karyawan
yang karyawan yang telah bekerja secara terus
menerus di perusahaan selama 20 tahun atau
berhenti bekerja;
Penghargaan pengabdian bagi karyawan yang telah
bekerja secara terus menerus di Perseroan selama
25 tahun dan yang mengakhiri masa tugas atau
diberhentikan dengan hormat karena batas usia
pensiun;
Bantuan uang makan, diberikan untuk setiap hari
yang dibayarkan menurut daftar hadir karyawan;
Bantuan untuk menunaikan ibadah keagamaan,
diberikan kepada karyawan yang telah bekerja
minimal 10 tahun yang memenuhi syarat dan
ketentuan yang ditetapkan Perseroan;
Tunjangan pelaksana tugas sementara, diberikan
untuk pegawai yang ditunjuk sebagai pelaksana
tugas sementara (PTS) dalam jabatan struktural atau
fungsional sekurang-kurangnya 10 hari kerja secara
terus menerus;
Tunjangan PPh 21, diberikan sesuai dengan ketentuan
perpajakan yang berlaku;
Sumbangan kelahiran, diberikan bagi persalinan ke-1
dan ke-2;
Sumbangan kematian dan bencana alam;
Bantuan kepada karyawan yang mengalami
musibah, diberikan untuk karyawan yang mengalami
musibah karena istri/suami, orang tua, mertua, anak
atau karyawan yang bersangkutan meninggal dunia;
Insentif kehadiran di hari raya, diberikan kepada
karyawan yang bekerja pada saat hari raya
keagamaan karyawan yang bersangkutan;
Insentif pendidikan dan pelatihan;
Tunjangan telepon genggam, diberikan kepada
pejabat struktural sebagai uang pengganti
pesawat telepon genggam yang besarannya diatur
berdasarkan jabatan;
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 perusahaan;
Tunjangan pulsa rumah, diberikan kepada pejabat
struktural sebagai uang pengganti pulsa telepon
rumah yang besarannya diatur berdasarkan jabatan;
Tunjangan lisensi dan rating, diberikan kepada
karyawan teknik dan operasional yang memiliki
lisensi yang masih berlaku dan masa aktif bekerja
sesuai dengan lisensi yang dimiliki; serta
Premi lembur karyawan, diberikan kepada karyawan
yang melaksanakan lembur yang besarannya diatur
berdasarkan kelas per jam.
•
•
Allowance of implementing temporary assignment,
given to employees appointed as acting interim
(PTS) in a structural or functional positions at least 10
continuous working days;
•
Article 21 of the Income Tax allowances, granted in
accordance with tax regulations;
Birth donation, given for the 1st and 2nd birth;
•
•
•
•
•
•
•
•
•
•
Donations of death and natural disasters;
Assistance to employees of the unfortunate, given to
employees who are unfortunate because the wife /
husband, parents, mother/father in-laws, children, or
employees concerned dies;
Incentives attendance at the feast, given to
employees who worked during the religious holidays
of employees concerned;
Incentives education and training;
Cell phone allowances, given to officials as a money
substitute for structural use of mobile phones whose
amount is set by the position;
Mobile phone credit allowance, given to the
structural officials whose amount is set based on the
positions. in addition to the structural officials, mobile
phone credit allowance is also given to the protocol
of the company;
Home phone credit allowance, given to the structural
officials as a money substitute home phone bills
whose amount is set based on title;
Allowances of license and rating, given to the
technical and operational employees who have a
valid license and active period of work in accordance
with the license held; and
Employee overtime premiums, given to employees
who carry out overtime, which amount is set by grade
per hour.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
255
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
KESEJAHTERAAN KARYAWAN DI MASA PENSIUN
EMPLOYEE WELFARE IN RETIREMENT PERIOD
Setelah memasuki masa pensiun, human capital Angkasa
Pura Airports menerima beberapa jenis kesejahteraan
sebagai berikut.
After retirement, Angkasa Pura Airports’ human capital
receive some type of welfare as follows.
Jenis Kesejahteraan
Types of Welfare
Keterangan
Explanation
•
Manfaat Pensiun
Retirement Benefits
•
Bagi karyawan 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);
Bagi karyawan 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.
•
•
For employees who entered before January 1, 2011,
the Company provides pension benefits through
DAPENRA (Pension Fund Angkasa Pura I) with
a program called Defined Benefit Pension Plan
(PPMP);
For employees who entered after January 1, 2011,
the Company provides pension benefits through the
Pension Fund (Pension Fund) BNI is a program called
defined contribution pension plan.
Manfaat Tunjangan
Hari Tua
Benefits of Annuities
Diberikan oleh Perseroan saat karyawan memasuki usia
pensiun yang pengelolaannya dilaksanakan oleh YAKKAP
I (Yayasan Kesejahteraan Karyawan Angkasa Pura I)
sesuai masa kerja karyawan, gaji pokok, dan jumlah
keluarga sebagaimana yang tercantum pada SK Pensiun.
Given by the Company when employees retire that its
management is carried out by YAKKAP I (Employee
Welfare Foundation Angkasa Pura I) according to the
employees’ basic salary, and the number of families as it
appears on SK Retirement.
Pemeliharaan
Kesehatan Pensiun
Health Care Retirement
Diberikan kepada Pensiunan beserta keluarga yang
tercantum pada SK dan dikelola oleh YAKKAP I, berupa
BPJS Kesehatan dan pemberian tambahan biaya rawat
inap per orang per tahun sesuai dengan ketentuan
perusahaan.
Given to retiree and their families who are listed in the
decree and managed by YAKKAP I, in the form of BPJS
Health and provision of additional hospitalization costs
per person per year in accordance with the provisions of
the company.
Dikelola oleh PT BPJS Ketenagakerjaan, yang berupa:
Jaminan Hari Tua (JHT), Jaminan Kematian, dan Jaminan
Kecelakaan Kerja (JKK).
Managed by PT BPJS Employment, which include: the Old
Age Security (JHT), Life Insurance and Accident Insurance
(JKK).
Manfaat Jaminan Hari
Tua
Old Age Security
benefits
256
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
INDUSTRIAL RELATION
INDUSTRIAL RELATION
1) Perjanjian Kerja Bersama (PKB)
Merupakan wujud Perseroan menciptakan hubungan
industrial yang harmonis, guna mendukung suasana kerja
yang kondusif dalam rangka meningkatkan efisiensi dan
produktivitas kerja. Dalam Perjanjian Kerja Bersama (PKB)
dimuat hak-hak, serta kewajiban yang harus dipenuhi
Boards of Director dan serikat pegawai. Perjanjian Kerja
Bersama (PKB) yang berlaku saat ini ialah Perjanjian Kerja
Bersama (PKB) tahun 2014–2016.
1) Collective Labour Agreement (CLA)
Is The Company’s form of creating harmonious industrial
relations, in order to support a conducive working
atmosphere for improving the efficiency and productivity.
In the Collective Labour Agreement (CLA) loaded the
rights and obligations that must be fulfilled by Boards
of Director and united of employees. Collective Labour
Agreement (CLA) which prevailing today is Collective
Labour Agreement (CLA) in 2014-2016.
2)Kebebasan Berserikat
Di lingkungan kerja Perseroan, terdapat 2 serikat pegawai
yaitu Serikat Pekerja Angkasa Pura I (SP) dan Asosiasi
Karyawan Angkasa Pura I (AKA) yang menjadi mitra kerja
Perseroan. Serikat pegawai senantiasa menunjukkan
peran positif dalam penyelesaian masalah-masalah
ketenagakerjaan. Para pihak saling berkomunikasi
dan berkonsultasi mengenai ketenagakerjaan untuk
meningkatkan produktivitas kerja dan kesejahteraan
pekerja.
2) Freedom of Association
In the Company’s working environment, there are two
employee unions, such as Unions of Angkasa Pura I (SP)
and the Association of Angkasa Pura I’s Employees (AKA)
that became company’s partners. States employees
always show a positive role in the completion of labor
issues. The parties communicate and consult regarding
employment for increasing labor productivity and the
welfare of workers.
Di tahun 2010, Perseroan telah menandatangani Pakta
Normalisasi antara manajemen Perseroan dengan
Serikat Pekerja Angkasa Pura I (SP) dan Asosiasi
Karyawan Angkasa Pura I (AKA) yang ditunjukan untuk
meningkatkan harmonisasi hubungan seluruh karyawan
dengan Perseroan. Pakta Normalisasi tersebut telah
didaftarkan ke Kementerian Tenaga Kerja RI dan telah
In 2010, the Company has signed the normalization pact
between the Company’s management with labor unions
of Angkasa Pura I (SP) and the Association of Angkasa
Pura I’s Employees (AKA) that shown fot increasing the
harmonious employees’ relations with the Company.
Normalization Pact were registered with the Ministry of
Manpower and have been registered pursuant to Decree
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
terdaftar sesuai Surat Keputusan Direktur Jenderal
Pembinaan Hubungan Industrial dan Jaminan Sosial
Tenaga Kerja No. KEP.157/PHIJSK-PKKAD/PKB/XI/2010.
Laporan Keuangan
Financial Report
of the Director General of Industrial Relations and Labor
Social Security No. KEP.157/PHIJSK-PKKAD/PKB/XI/ 2010.
PROFIL KARYAWAN
PROFILE OF EMPLOYEES
Bagi Perseroan, karyawan merupakan aset penting dalam
keberlanjutan bisnis dan peningkatan kualitas bisnis.
Perseroan senantiasa melakukan proses rekrutmen 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 Perseroan serta iklan.
For the Company, employees is an important asset in business
sustainability and improvement business quality. Company
continuously implement the recruitment process which
emphasizes the principles of openness, fairness and equality
based on competence needs and competency of candidates
by taking into the availability of local/national manpower.
Candidates who complied the administrative standards which
captured via the Company’s website and advertisements.
Di tahun 2015, jumlah karyawan Perseroan adalah sebanyak
3.135 karyawan meningkat dibandingkan dengan tahun
sebelumnya yang tercatat sebanyak 3.084 karyawan.
In 2015, the amount of Company’s employees are 3,135
employees which increased comparing with the previous
year, there were 3,084 employees.
Tabel Perbandingan Jumlah Karyawan Tahun 2014 dan 2015 /
Table of Comparison of Total Employees Years 2014 and 2015
Tahun / Year
Uraian
Analysis
2015
2014
KANTOR PUSAT / HEAD OFFICE
468
450
Bandara Ngurah Rai - Bali / Ngurah Rai Airport - Bali
586
588
Bandara Juanda - Surabaya / Juanda Airport - Surabaya
383
375
Bandara Sultan Hasanuddin - Makassar / Sultan Hasanuddin Airport - Makassar
242
234
Bandara Sepinggan - Balikpapan / Sepinggan Airport - Balikpapan
274
288
Bandara Frans Kaisiepo - Biak / Frans Kaisiepo Airport - Biak
86
91
Bandara Sam Ratulangi - Manado / Sam Ratulangi Airport - Manado
139
136
Bandara Adisutjipto - Yogyakarta / Adisutjipto Airport - Yogyakarta
163
160
Bandara Adisumarmo - Solo / Adisumarmo Airport - Solo
113
109
Bandara Syamsudin Noor - Banjarmasin / Syamsudin Noor Airport - Banjarmasin
122
120
Bandara Ahmad Yani - Semarang / Ahmad Yani Airport - Semarang
134
143
Bandara Lombok – Praya / Lombok Airport – Praya
175
175
Bandara Pattimura – Ambon / Pattimura Airport – Ambon
99
94
Bandara El Tari - Kupang / El Tari Airport - Kupang
94
90
SBU Komersial Bali / SBU Commercial Bali
24
12
Proyek Pengembangan Bandara Internasional Ahmad Yani /
Development Project of Ahmad Yani International Airport
15
14
Proyek Pengembangan Bandara Internasional Adisucipto /
Development Projectof AdisuciptoInternational Airport
9
5
Proyek Pengembangan Bandara Internasional Syamsudin Noor /
Development Project of International Airport Syamsudin Noor
9
-
3.135
3.084
TOTAL
Sebagai bagian integral struktur organisasi, Human Capital
wajib memiliki komposisi yang proporsional dan sejalan
dengan kebutuhan bisnis Perseroan. Pada tahun 2015,
jumlah karyawan Angkasa Pura Aiports mencapai 3.135
orang, meningkat sebesar 1,65% atau sebanyak 51 orang
dibandingkan dengan jumlah karyawan di 2014 yang
mencapai 3.084 orang.
As an integral part of organizational structure, the Human
Capital is required to have a proportional composition and
consistent with the Company ‘s business needs. In the 2015, the
amount of Angkasa Pura Aiports ‘ employees reached 3,135
people, an increase amounted 1.65% or 51 people compared
to amount of employees in 2014 that reached 3,084 people.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
257
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Uraian tentang karyawan Angkasa Pura Airports di tahun
2015 adalah sebagai berikut.
The description of the Angkasa Pura Airports’ employees of in
2015 are as follows.
KOMPOSISI KARYAWAN BERDASARKAN
STATUS KEPEGAWAIAN
COMPOSITION OF EMPLOYEE BY
EMPLOYEE STATUS
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian /
Table of Employee Composition by Employee Status
Status Kepegawaian
Employment Status
Pegawai Perusahaan / Employee
Tahun 2015 / Year 2015
Jumlah
Total
Tahun 2014 / Year 2014
Jumlah
Total
%
Perubahan / Change
Jumlah
Total
%
%
2.747
87,62
2.484
80,54
267
10,75
PNS Diperbantukan /
Seconded Civil Servants
74
2,36
115
3,76
(42)
(36,21)
ABRI Ditugaskan / Assigned ABRI
10
0,32
12
0,39
(2)
(16,67)
Honorer / Honorary
Calon Pegawai / Prospective Employees
Jumlah / Total
12
0,38
12
0,36
(3)
(27,27)
292
9,31
461
14,95
(169)
(36,66)
3.135
100,00
3.084
100,00
51
1,65
292
12
10
74
461
12
12
115
2015
3.135
2.747
orang / person
258
(dalam orang / in person)
2014
3.084
2.484
orang / person
Untuk mendukung pertumbuhan Angkasa Pura Airports yang
berkelanjutan, saat ini Perseroan berusaha mengoptimalkan
pendayagunaan karyawan yang ada. Komposisi karyawan
berdasarkan Status Kepegawaian didominasi oleh karyawan
dengan status karyawan Perseroan, yaitu sebanyak 2.747
orang atau 87,62%, selanjutnya diikuti oleh karyawan dengan
Status Calon karyawan sebanyak 292 orang atau 9,31%,
PNS Diperbantukan sebanyak 74 orang atau 2,36%, ABRI
Ditugaskan sebanyak 10 orang atau 0,32% dan karyawan
honorer sebanyak 12 orang atau 0,38%.
Supporting the sustainable growth of Angkasa Pura Airports,
the Company currently trying to optimize the utilization
of existing employees. Composition of employees by
Employment Status is dominated by employees with the status
of the Company’s employees, amounted 2,747 people or
87.62%, then followed by employees with Status: Prospective
employees are 292 people or 9.31%, seconded civil servants
amounted 74 people or 2.36%, ABRI Assigned amounted 10
people or 0.32% and honorary employee amounted 12 people
or 0.38%.
Jumlah karyawan dengan status karyawan Perseroan pada
tahun 2015 mengalami peningkatan sebanyak 267 orang atau
sebesar 10,75% dibandingkan tahun 2014 yang berjumlah
2.484 orang.
The amount of employees with the status of the Company’s
employees in 2015 increased amounted 267 people or 10.75%
compared to 2014, amounting 2,484 people.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
KOMPOSISI KARYAWAN BERDASARKAN
LEVEL ORGANISASI
Laporan Keuangan
Financial Report
COMPOSITION OF EMPLOYEES BY LEVEL
ORGANIZATION
Tabel Komposisi Karyawan Berdasarkan Level Organisasi /
Table of Employees Level Composition Based on Organizations
Level Organisasi
Organization Level
1
Jumlah
Total
Tahun 2014 / Year 2014
Jumlah
Total
%
1
0,03
Perubahan / Change
Jumlah
Total
%
2
0,06
%
(1)
(50,00)
2
6
0,19
5
0,16
1
20,00
3
39
1,24
33
1,07
6
18,18
4
8
0,26
7
0,23
1
14,29
5
47
1,50
40
1,30
7
17,50
6
108
3,44
103
3,34
5
4,85
7
32
1,02
36
1,17
(4)
(11,11)
8
270
8,61
247
8,01
23
9,31
9
128
4,08
109
3,53
19
17,43
10
125
3,99
144
4,67
(19)
(13,19)
11
661
21,08
556
18,03
105
18,88
12
714
22,78
787
25,52
(73)
(9,28)
13
471
15,02
485
15,73
(14)
(2,89)
14
155
4,94
205
6,65
(50)
(24,39)
15
358
11,42
313
10,15
45
14,38
PKWT / Contract-based Workers
Jumlah / Total
12
0,38
12
0,39
-
0,00
3.135
100,00
3.084
100,00
51
1,65
1
6
39
8
47
108
32
12
358
270
155
471
Tahun 2015 / Year 2015
(dalam orang / in person)
2015
3.135
2
5
33
7
40
103
36
12
313
247
205
128
109
2014
125
485
orang / person
3.084
orang / person
661
714
Komposisi karyawan Angkasa Pura Airports tahun 2015
dilihat dari level organisasi di dominasi oleh karyawan pada
level organisasi 12 yaitu sebesar 22,78% atau sebanyak 714
orang. Jumlah tersebut tidak jauh berbeda dengan tahun
sebelumnya yang tercatat sebesar 25,52% atau sebanyak
787 orang. Selanjutnya komposisi karyawan terbanyak diikuti
oleh jumlah karyawan pada level organisasi 11 yaitu sebesar
21,08%, karyawan pada level organisasi 13 sebanyak 15,02%
dan karyawan pada level organisasi 15 sebanyak 11,42%.
144
556
787
The composition of Angkasa Pura Airports’ employees in
2015 that observed from the level of the organization was
dominated by employees at the organizational level 12
amounted 22.78% or 714 people. The amount is not much
different from the previous year that recorded amounting
25.52% or 787 people. Furthermore, the most composition
of the employees are followed by the employees at the
organizational level 11 amounted 21.08%, the employees at the
organizational level 13 amounted 15.02% and the employees
at the organizational level 15 amounted 11.42%.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
259
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
KOMPOSISI KARYAWAN BERDASARKAN
LEVEL PENDIDIKAN
COMPOSITION OF EMPLOYEES BASED ON
LEVEL OF EDUCATION
Tabel Komposisi Karyawan Berdasarkan Level Pendidikan /
Table of Employees Composition by Organization Level
Tingkat Pendidikan
Level of Education
S3 / Doctor
Tahun 2015 / Year 2015
Jumlah
Total
2
Tahun 2014 / Year 2014
Jumlah
Total
%
0,06
0
Perubahan / Change
Jumlah
Total
%
0,0
%
2
100,00
S2 / Post-Graduate (Magister)
106
3,38
91
2,95
16
16,48
Sarjana / Undergraduate (Bachelor)
848
27,05
755
24,48
93
12,32
D1 - D4 / Associate’s Degree
554
17,67
569
18,45
(14)
(2,46)
SD – SMA / Elementary – High School
1.625
51,83
1.669
54,12
(44)
(2,64)
Jumlah / Total
3.135
100,00
3.084
100,00
51
1,65
2
106
2015
1.625
91
848
3.135
2014
1.669
orang / person
755
3.084
orang / person
554
Berdasarkan Jenjang Pendidikan, komposisi karyawan
Angkasa Pura Airports pada 2015 didominasi oleh lulusan
SD-SLTA sebesar 51,83%, diikuti oleh lulusan Strata 1 sebesar
27,05%, kemudian lulusan D1–D4 sebesar 17,67%, dan Strata 2
sebesar 3,38% dan Strata 3 sebesar 0,06%. Pada 2015, jumlah
karyawan dengan jenjang pendidikan SD-SLTA menurun
sebesar 2,64%, dari 1.669 orang di 2014 menjadi 1.625 orang di
2015. Sedangkan untuk karyawan dengan jenjang pendidikan
Diploma 1 hingga Diploma 4 mengalami penurunan sebesar
2,46% Jumlah karyawan dengan tingkat pendidikan Strata
2 di tahun 2015 meningkat sebesar 16,48% dibandingkan
tahun sebelumnya, demikian juga untuk karyawan dengan
tingkat pendidikan sarjana, meningkat sebesar 12,32%. Selain
itu pada tahun 2015 terdapat 2 karyawan dengan tingkat
pendidikan Strata 3.
260
(dalam orang / in person)
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
569
Based on the Education, the composition of the Angkasa Pura
Airports’ employees in 2015 was dominated by graduates of
elementary-high school amounted 51.83%, bachelor degree
amounted 27.05%, then Diploma 1-4 Degree amounted 17.67%,
and the Post-Graduate amounted 3,38% and Doctor 3 amounted
0.06%. In 2015, the amount of employees with elementaryhigh school education decreased amounted 2.64%, from 1,669
people in 2014 to 1,625 people in 2015. While the employees with
Diploma 1-4 educational background decreased amounted
2.46%, amount of employees’ Post-Graduate education level
in 2015 increased amounted 16.48% compared to the previous
year,as well for employees with bachelor degree increased too
amounted 12.32%. Apart that in 2015 there were two employees
with level Strata education 3.
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
KOMPOSISI KARYAWAN BERDASARKAN USIA
Laporan Keuangan
Financial Report
COMPOSITION OF EMPLOYEES BASED ON AGE
Tabel Komposisi Karyawan Berdasarkan Usia /
Table of Composition of Employees Based on Age
Kelompok Usia
Age
>56
51 - 56
(dalam orang / in person)
Tahun 2015 / Year 2015
Jumlah
Total
Tahun 2014 / Year 2014
Jumlah
Total
%
Perubahan / Change
Jumlah
Total
%
%
7
0,22
6
0,19
1
16,67
555
17,70
644
20,88
(89)
(13,82)
46 - 50
338
10,78
344
11,15
(6)
(1,74)
41 - 45
330
10,53
313
10,15
17
5,43
36 - 40
362
11,55
380
12,32
(18)
(4,74)
31 - 35
431
13,75
388
12,58
43
11,08
26 - 30
651
20,77
590
19,13
61
10,34
21 - 25
445
14,19
415
13,46
30
7,23
16
0,51
4
0,13
12
300,00
3.135
100,00
3.084
100,00
51
1,65
<20
Jumlah / Total
16
7
445
6
4
415
555
651
2015
3.135
orang / person
338
644
590
2014
3.084
344
orang / person
330
313
388
431
362
Komposisi karyawan Angkasa Pura Airports tahun 2015 dilihat
dari segi usia, didominasi oleh para karyawan dengan usia
produktif yaitu 26-30 tahun yaitu sebanyak 20,77% kemudian
diikuti oleh kelompok usia 51-56 tahun yaitu para karyawan
yang akan memasuki usia pensiun sebanyak 17,70% yang
menjadi role model atau contoh dalam melakukan transfer
knowledge mereka ke generasi selanjutnya. Sedangkan
karyawan usia diatas 56 tahun sebanyak 7 orang atau
sebesar 0,22% yang menduduki jabatan direksi dan komisaris.
380
The composition of Angkasa Pura Airports’ employees based
on ages, was dominated by those productive age of employees
such as 26-30 years or amounted 20.77%, then the 51-56 years
of group amounted 17.70%. While the employees who reached
the retirement age (above 56 years). amounting 7 people or
0.22% would be a role model or example in transferring their
knowledge to the next generation. Meanwhile, employees
with the age above 56 years old are 7 persons or 0.22% that
have position as Director and Commissioner.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
261
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
KOMPOSISI KARYAWAN BERDASARKAN
MASA KERJA
COMPOSITION EMPLOYEE BY WORKING YEARS
OF WORK
Tabel Komposisi Karyawan Berdasarkan Masa Kerja /
Table of Composition By Employee Working Years of Work
Masa Kerja (Tahun)
Working Years of Work (Years)
(dalam orang / in person)
Tahun 2015 / Year 2015
Jumlah
Total
Tahun 2014 / Year 2014
Jumlah
Total
%
9,89
375
%
Perubahan / Change
Jumlah
Total
%
(65)
(17,33)
>30
310
12,16
26 – 30
257
8,20
195
6,32
62
31,79
21 – 25
351
11,20
418
13,55
(67)
(16,03)
16 – 20
500
15,95
491
15,92
9
1,83
11 – 15
59
1,88
150
4,86
(91)
(60.67)
6 – 10
663
21,15
628
20,36
35
5,57
0–5
Jumlah / Total
995
31,74
827
26,82
168
20,31
3.135
100,00
3.084
100,00
51
1,65
310
375
257
995
2015
195
827
2014
351
3.135
3.084
orang / person
418
orang / person
500
663
491
628
59
150
Jika dilihat berdasarkan lamanya masa kerja, komposisi
karyawan Angkasa Pura Airports tahun 2015 didominasi
oleh kelompok masa kerja 0-5 tahun sebesar 31,74%, diikuti
kelompok masa kerja 6-10 tahun sebesar 21,15% dan kelompok
masa kerja 16-20 tahun sebesar 15,95%. Jumlah karyawan
dengan masa kerja di atas 30 tahun menurun dibanding
tahun 2014, yaitu dari 375 orang di tahun 2014 menjadi 310
orang di tahun 2015. Hal ini disebabkan oleh banyaknya
jumlah karyawan yang memasuki usia pensiun/mengajukan
pensiun di tahun 2015.
If it is seen by length of employment, the Angkasa Pura
Airports’ employee composition in 2015 was dominated by
a working period group of 0-5 years of amounted 31.74%,
followed by the 6-10 years of working period amounted 21.15%
and 16-20 years of work period group amounted 15.95%.
The amount of employees with 30 years of working period
declined comparing to 2014, the amount of employee were
375 in 2014 to 310 in 2015. This is due to the large number of
employees who reached retirement age/filed pension in 2015
KOMPOSISI KARYAWAN BERDASARKAN
GENDER
COMPOSITION OF EMPLOYEES BASED ON
GENDER
Tabel Komposisi Karyawan Berdasarkan Gender /
Table of Composition of Employees Based on Gender
Gender
Laki-Laki / Male
Perempuan / Female
Jumlah / Total
262
(dalam orang / in person)
Tahun 2015 / Year 2015
Jumlah
Total
%
Tahun 2014 / Year 2014
Jumlah
Total
%
Perubahan / Change
Jumlah
Total
%
2.424
77,32
2.415
78,31
9
17,65
711
22,68
669
21,69
42
82,35
3.135
100,00
3.084
100,00
51
100,00
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Sumber Daya Manusia
Human Capital
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
711
Laporan Keuangan
Financial Report
669
2015
2014
3.135
3.084
2.424
orang / person
2.415
orang / person
Angkasa Pura Airport memberikan kesempatan yang sama
baik laki-laki maupun perempuan dalam proses penerimaan
karyawan, namun berdasarkan jenis pekerjaan yang ada
di perusahaan maka lebih banyak karyawan laki-laki yang
bergabung dengan perusahaan. Komposisi karyawan
berdasarkan gender pada tahun 2015 didominasi oleh
karyawan laki-laki, yaitu sebanyak 2.424 orang atau sebesar
77,32%, sedangkan jumlah karyawan perempuan sebanyak
711 orang atau sebesar 22,68%.
Angkasa Pura Airport provide equal opportunities both males
and females in the recruitment process, but based on the type
of work in the company, most of the male employees who rely
on the company. Composition of employees by gender in 2015
was dominated by male employees, amounted 2,424 people
or 77.32%, while the number of female employees amounted
711 people or 22.68%.
BIAYA TENAGA KERJA (2014 – 2015)
LABOR COSTS (2014 - 2015)
Pada tahun 2015 Perseroan mengeluarkan Biaya Tenaga Kerja
sebesar Rp975.800.888 ribu, meningkat sebesar 14,98% atau
sebesar Rp127.157.513 ribu jika dibandingkan dengan Biaya
Tenaga Kerja tahun 2014 yang sebesar Rp848.643.375 ribu.
In 2015, the Company issued a Labor costs amounted
Rp975,800,888 thousand, increasing amounted 14.98% or
Rp127,157,513 thousand compared with Labor costs in 2014
amounted Rp848,643,375 thousand.
TINGKAT TURNOVER KARYAWAN
EMPLOYEE TURNOVER RATE
Tingkat turnover karyawan di Angkasa Pura Airports dapat
disebabkan oleh beberapa alasan antara lain: pensiun,
meninggal dunia, mengundurkan diri, dan lain-lain. Pada
tahun 2015, tingkat turnover karyawan di Angkasa Pura
Airports mencapai 4,85%, menurun dibandingkan tingkat
turnover karyawan tahun 2014 sebesar 5,74%. Besarnya
tingkat turnover karyawan khususnya disebabkan oleh
banyaknya jumlah karyawan yang memasuki masa pensiun.
Employee turnover rates in Angkasa Pura Airports can be
caused by several reasons, including: retirement, death,
resignation, and others. In 2015, the turnover rate of employees
in Angkasa Pura Airports reached 4.85%, lower than the level
of turnover in 2014 amounted 5.74%. The amount of employee
turnover, especially due to the large number of employees
who retire.
Tabel Tingkat Turnover Karyawan / Table of Employee Turnover Rate
Keterangan
Explanation
Pensiun / Retired
2015
2014
136
171
Resign
6
3
Meninggal / Passed Away
4
1
Lain-lain / Other
Jumlah Karyawan Keluar / The number of employees quit
Jumlah Karyawan / Total Employee
Tingkat Turnover / Turnover Rate
6
2
152
177
3.135
3.084
4,85%
5,74%
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
263
Laporan Manajemen
Management Report
4
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Tata Kelola
Perusahaan
Good Corporate Governance
Komitmen penerapan praktik Good Corporate
Governance (GCG) merupakan hal yang mutlak
bagi Angkasa Pura Airports. Tidak hanya sekedar
memenuhi
kepatuhan
terhadap
peraturan
perundang-undangan, Penerapan GCG juga
dilakukan melalui penguatan infrastruktur yang
dimiliki dan secara berkesinambungan meningkatkan
sistem dan prosedur untuk mendukung efektivitas
pelaksanaan GCG. Upaya tersebut membuahkan
hasil yang sangat memuaskan, hal ini ditunjukkan
dari sisi kinerja operasional maupun keuangan. Dari
sisi operasional Perseroan, adanya peningkatan
yang cukup signifikan selama 5 (lima) tahun
terakhir pada Produksi Aeronautika yaitu Pelayanan
Jasa Pendaratan, Penempatan dan Penyimpanan
Pesawat Udara (PJP4U) dan Pelayanan Jasa
Penumpang Pesawat Udara (PJP2U). Peningkatan
PJP4U dari tahun 2011 sebesar 16.694.174 ton
menjadi 25.572.859 ton pada tahun 2015. Begitu
pula peningkatan yang terjadi pada PJP2U dari
25.219.720 pax pada tahun 2011 menjadi 33.016.975
pax pada tahun 2015.
Commitment for implementing best practices of good corporate governance
(GCG) is an absolute must for Angkasa Pura Airports. Not merely meet the
regulatory compliance legislation, GCG also be done through strengthening the
infrastructure owned and sustainably Improving the systems and procedures
to support the effective implementation of GCG. That effort resulted in a very
satisfactory results, it is shown in terms of operational and financial performance.
From the Company operational side, the existence of a significant increase
during the five (5) years in the production of Aeronautical Services namely
Landing Services, Placement and Storage of Aircraft (PJP4U) and Passenger
Aircraft Services (PJP2U). The increase of PJP4U from year 2011 amounted from
16,694,174 tons to 25,572,859 tons in 2015. Similarly, the improvement also
occurred in PJP2U of 25,219,720 pax in 2011 to 33,016,975 in 2015 pax.
264
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
265
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Tata Kelola Perusahaan
Good Corporate Governance
266
ARTI PENTING GOOD CORPORATE
GOVERNANCE BAGI ANGKASA PURA
AIRPORTS
THE IMPORTANCE OF GOOD CORPORATE
GOVERNANCE FOR ANGKASA PURA
AIRPORTS
Penerapan Good Corporate Governance (GCG) pada saat ini
menjadi hal yang mutlak dilakukan oleh setiap perusahaan
untuk menjalankan roda bisnisnya guna dapat bersaing
dalam persaingan global. Dengan adanya GCG perusahaan
dapat membangun kondisi perusahaan yang tangguh dan
sustainable.
Implementation of Good Corporate Governance (GCG) at this
time is a must do by any company to run its business in order
to be able to compete in the global competition. With the
GCG, companies can establish a condition for the company to
be tough and sustainable.
GCG bagi Angkasa Pura Airports merupakan sebuah
kebutuhan. Perseroan sangat merasakan manfaat dari
implementasi GCG. Dengan menerapkan GCG maka
keselarasan tujuan Perusahaan dengan tujuan para
stakeholdersnya akan terjalin dengan baik. Dengan adanya
keselarasan tujuan maka akan tercipta iklim bisnis yang
kondusif dan selanjutnya akan mendorong peningkatan
kinerja.
GCG for Angkasa Pura Airports is a necessity. The Company
greatly benefit from the implementation of GCG. By applying
GCG, the alignment of the company along with the aim
of stakeholders can be established. With the alignment of
interest within the company, it will create a conducive business
climate and will further boost performance.
Dalam rangka mematuhi Peraturan Menteri Badan Usaha
Milik Negara NOMOR: PER—01/MBU/2011 mengenai Tata
Kelola Perusahaan yang Baik (Good Corporate Goverance)
dan perubahannya Peraturan Menteri Negara BUMN Nomor:
PER-09/MBU/2012 tanggal 6 Juli 2012 yang bertujuan untuk
mengoptimalkan nilai perusahaan, mendorong pengelolaan
BUMN secara profesional dan pada akhirnya dapat
membuat BUMN dapat bersaing secara global. Angkasa
Pura Airports selalu menjalankan prinsip-prinsip GCG
meliputi Transparansi, Akuntabilitas, Pertanggungjawaban,
Kemandirian dan juga Kewajaran. Pada penerapannya,
Perseroan telah membuat komitmen yang telah disepakati
oleh Dewan Komisaris, Direksi dan seluruh karyawan untuk
menerapkan GCG guna menjamin dicapainya pertumbuhan
Perseroan yang berkelanjutan.
In order to comply with the Regulation of the Minister for State
Owned Enterprises NUMBER: PER-01/MBU/2011 regarding
Corporate Governance (Good Corporate Goverance) and
amendments Regulation of the Minister of State Owned
Enterprise No. PER-09/MBU/2012 dated July 6, 2012 which
aims to optimize the value of the company, pushing BUMN
management to be professional and ultimately make the
BUMNs to compete globally. Angkasa Pura Airports always
follow the corporate governance principles including
Transparency, Accountability, Responsibility, Independence
and Fairness. In its application, the Company has made
a commitment that has been agreed by the Board of
Commissioners, Directors and all employees to apply GCG to
ensure the achievement of the Company’s sustainable growth.
Tuntutan atas terwujudnya lalu lintas udara yang aman
dan lancar di sebagian wilayah udara Republik Indonesia
melalui penyelenggaraan kebandarudaraan yang mampu
menjadi bandar udara tujuan dan transit pilihan bagi
maskapai penerbangan domestik dan internasional yang
semakin meningkat. Hal tersebut membuat Angkasa Pura
Airports harus memberikan pelayanan di bidang pelayanan
kebandarudaraan yang aman, teratur, nyaman, ramah,
efisien, cepat, dan efektif di semua bandar udara yang
dikelola Perseroan.
Demands for the realization of air traffic safety and
smoothness in most airspace of the Republic of Indonesia
through the implementation of airport that is capable of
being a transit destination airport and the airline of choice
for domestic and international flights is increasing. It makes
Angkasa Pura Airports obliged to provide services in the
field of airport services that are safe, orderly systematic,
comfortable, friendly, efficient, fast, and effective in all the
airports managed by the Company.
Angkasa Pura Airports menyadari bahwa penyelenggaraan
kinerja operasi kebandarudaraan yang baik akan membawa
pada peningkatan kinerja keuangan bagi Pemegang Saham
secara berkesinambungan serta peningkatan citra Perseroan
di mata masyarakat. Oleh karena itu, pengelolaan Perseroan
Angkasa Pura Airports realize that the implementation of
good performance of airport operations will lead to improved
financial performance for shareholders on an ongoing basis
as well as improving the company image in the eyes of
society. Therefore, the Company’s management based on
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
berdasarkan prinsip-prinsip GCG sudah menjadi kewajiban
bagi manajemen Perseroan dalam meningkatkan kinerja
jangka panjang.
the principles of good corporate governance has become
a liability for the Company’s management in improving the
long-term performance.
Dengan komitmen dan kepatuhan pada penerapan GCG
tersebut, Perseroan telah merasakan manfaatnya antara lain
melalui adanya peningkatan kepercayaan Pemegang Saham
dan stakeholders lainnya, antara lain karyawan, pelanggan,
pemasok, masyarakat dan lainnya sehingga tercipta
pertumbuhan jangka panjang yang berkesinambungan.
With commitment and compliance to GCG implementation,
the Company has already receive and get the benefit, for
example through their increasing confidence in shareholders
and other stakeholders, including employees, customers,
suppliers, the society and others so as to create sustainable
long-term growth.
TUJUAN PENERAPAN GCG
PURPOSE OF GCG IMPLEMENTATION
Penerapan GCG di Angkasa Pura Airports ditujukan untuk:
1.Memaksimalkan
Nilai
Perseroan
dengan
cara
meningkatan
prinsip
transparansi,
akuntabilitas,
tanggung jawab, independensi, dan keadilan agar
Perseroan memiliki daya saing yang kuat, baik secara
nasional maupun internasional;
2. Mendorong pengelolaan Perseroan secara profesional,
transparan dan efisien, serta memberdayakan fungsi dan
kemandirian pengelola Perseroan;
3. Mendorong agar pengelola Perseroan dalam membuat
keputusan dan menjalankan tindakan dilandasi dengan moral
yang tinggi dan kepatuhan terhadap peraturan perundangundangan yang berlaku, serta kesadaran akan adanya
tanggung jawab sosial Perseroan terhadap stakeholders
maupun kelestarian lingkungan di sekitar Perseroan;
4. Meningkatkan kontribusi Perseroan dalam perekonomian
nasional;
5. Meningkatkan iklim investasi nasional.
Implementation of GCG in Angkasa Pura Airports are meant to:
1. Maximizing the Value of the Company by improving the
principles of transparency, accountability, responsibility,
independence and fairness so that the company has strong
competitiveness, both nationally and internationally;
DASAR PENERAPAN GCG
THE FOUNDATION OF GCG IMPLENTATION
Penerapan GCG di Angkasa Pura Airports mengacu kepada
beberapa ketentuan yang belaku, yaitu:
1. Undang-undang Nomor 19 tahun 2003 tentang BUMN;
2. Undang-undang Nomor 40 tahun 2007 tentang Perseroan
Terbatas;
3. Peraturan Pemerintah Republik Indonesia Nomor 45 tahun
2001 tentang perubahan atas Peraturan Pemerintah
Nomor 12 tahun 1998 tentang Perusahaan Perseroan
(Persero);
4.Peraturan Menteri Negara BUMN Nomor: PER-01/
MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan
Tata Kelola Perusahaan yang Baik pada BUMN dan
perubahannya Peraturan Menteri Negara BUMN Nomor:
PER-09/MBU/2012 tanggal 6 Juli 2012;
5. Keputusan Sekretaris Kementerian Badan Usaha Milik
Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Juni 2012
Implementation of GCG in Angkasa Pura Airports refers to
several provisions in force, namely:
1. UU No. 19 of 2003 on State Enterprises;
2. UU No. 40 of 2007 on Limited Company;
2. Promote the management of the Company in a professional,
transparent and efficient way, and empowering the
function and independence of the management company;
3. Encourage the manager of the Company in making
decisions and perform actions based on the high moral
and compliance with the legislation in force, as well as an
awareness of the social responsibility of the Company’s
stakeholders and preserve the environment in the
Company;
4. Increase the company’s contribution to the national
economy;
5. Increase the national investment climate.
3. Indonesian Government Regulation No. 45 of 2001 on
amendments to the Government Regulation No. 12 of of
1998 on Limited Company (Persero);
4. Regulation of the Minister of State Owned Enterprise No.
PER-01/MBU/2011 dated August 1, 2011 on Implementation
of Good Corporate Governance in SOEs and State
Enterprises Minister amendments Regulation No. PER-09/
MBU/2012 dated July 6, 2012;
5. Decree of the Secretary of the Ministry of State-Owned
Enterprises Number: SK-16/S.MBU/2012 dated June 6, 2012
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
267
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
tentang Indikator/Parameter Penilaian dan Evaluasi atas
Penerapan Tata Kelola Perusahaan yang Baik (Good
Corporate Governance) pada BUMN; serta
6. Pedoman GCG Indonesia yang dikembangkan oleh
Komite Nasional Kebijakan Governance (KNKG).
on indicators/parameters Assessment and Evaluation
of the Implementation of Good Corporate Governance
(GCG) in SOEs; and
6. Indonesia GCG Guidelines developed by the National
Committee on Governance (NCG).
Selain itu, untuk lebih mengefektifkan implementasi GCG,
Perseroan juga melakukan penelaahan terhadap praktikpraktik bisnis terbaik yang meliputi antara lain:
1.Prinsip-prinsip Corporate Governance untuk Stated
Owned Company yang dikembangkan oleh Organization
for Economic Co-operation and Development (OECD); dan
2.ASEAN Corporate Governance Scorecard.
Additionally, to further streamline of the implementation of
GCG, the Company also conducted a review of best business
practices that include, among others:
1. Principles of Corporate Governance for Stated Owned
Company that was developed by the Organization for
Economic Co-operation and Development (OECD); and
2. ASEAN Corporate Governance Scorecard.
Internalisasi dari berbagai peraturan perundang-undangan
dan pedoman tersebut ke dalam kebijakan internal
Perseroan merupakan komitmen dari Dewan Komisaris dan
Direksi beserta seluruh human capital Perseroan. Komitmen
terhadap penerapan GCG tersebut ditunjukkan sebagai
berikut.
Internalization of various regulations and guidelines into
the internal policy of the Company is the commitment of the
Board and the Board of Directors and all of the Company’s
human capital. This commitment to the application of GCG is
shown as follows.
GOOD CORPORATE
SUSTAINABILITY
PROSES GCG / GCG Process
Komitmen terhadap penerapan tata kelola
perusahaan yang baik secara berkelanjutan
Pemegang Saham dan RUPS/Pemilik Modal
Dewan Komisaris
Direksi
Pengungkapan informasi dan transparansi
Regulasi
Regulation
Commitment towards GCG excellent
implementation in asustainable way
Stakeholders
Board of Commissioners
Board of Directors
Disclosure and transparency
Praktek Terbaik
Best practice
Infrastruktur
Infrastucture
ORGAN UTAMA
MAIN ORGAN
ORGAN PENDUKUNG
SUPPORTING ORGAN
• ORGAN PENDUKUNG DEWAN
KOMISARIS / Supporting Organ
Board of Commissioners
Sekretaris Dewan Komisaris,
Komite Audit dan Komite Resiko
Usaha dan GCG / Secretary Board
of Commissioners, Audit Committee
and Business risks and GCG
Committee
STRUKTUR GCG
GCG STRUCTURE
•RUPS /General Meeting of
Shareholders
•Dewan Komisaris / Board of
• ORGAN PENDUKUNG DIREKSI /
Supporting Organ Board of
Directors
Commissioners
•Direksi / Board of Directors
Sekretaris Perusahaan, Unit Internal
Audit, Risk Management and
Compliance, Satuan Kerja Lainnya
/ Corporate Secretary, Internal
Audit Unit, Risk Management and
Compliance, Other Work Units
PRINSIP GCG / GCG PRINCIPLE
Transparency
Accountability
Responsibility
Responsibility
Independency
KOMITMEN GCG / GCG COMMITMENT
Visi
Vision
Komitmen Angkasa Pura Airports dalam menerapkan GCG
ditunjukkan dari Visi, Misi dan Nilai Budaya Perseroan. Visi
Perseroan untuk menjadi salah satu dari sepuluh perusahaan
pengelola bandar udara terbaik di Asia diwujudkan dalam
Misi Perseroan dengan didasarkan pada nilai Budaya
Perseroan. Dalam mewujudkan Visi dan menjalankan Misi,
268
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Misi
Mission
Nilai Budaya Perusahaan Vision
Corporate Culture Value
Commitment of Angkasa Pura Airports in implementing GCG
indicated from the Vision, Mission and Culture Values of the
Company. The Company’s vision to become one of the ten
best airports management company in Asia realized in the
Company’s mission is based on the value of the Company
Culture. In realizing the vision and run the mission, the
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Perseroan senantiasa berpegang pada asas-asas GCG, yaitu
transparansi, akuntabilitas, responsibilitas, independensi dan
fairness.
Company always adhered to the principles of good corporate
governance, which are transparency, accountability,
responsibility, independence and fairness.
Berdasarkan asas-asas GCG, Perseroan mengembangkan
struktur GCG yang meliputi organ utama dan organ
pendukung guna menjalankan mekanisme GCG sesuai
peraturan perundang-undangan serta best practices
yang ada. Dengan mendasarkan kegiatan usahanya
berdasarkan prinsip-prinsip GCG, diharapkan akan tercipta
kesinambungan usaha dalam jangka panjang.
Based on the principles of good corporate governance, the
Company developed a corporate governance structure that
includes the major organs and organ support in order to
run the GCG mechanisms appropriate legislation and best
practices that exist. By basing its business activities to the
principles of good corporate governance, it is expected that it
will create sustainability in the long term.
GOVERNANCE OUTCOME
GOVERNANCE OUTCOME
Tata kelola perusahaan atau corporate governance adalah
suatu proses dan struktur yang digunakan oleh organ BUMN
untuk mewujudkan nilai perusahaan dalam jangka panjang
dengan tetap memperhatikan kepentingan stakeholder
lainnya, berlandaskan peraturan perundang-undangan dan
nilai-nilai etika.
Corporate governance is a process and structure used by the
organs of state enterprises to realize the company’s value
in the long term by taking into account the interests of other
stakeholders, based on the laws and ethical values.
Komitmen penerapan praktik Good Corporate Governance
(GCG) merupakan hal yang mutlak bagi Angkasa Pura
Airports. Tidak hanya sekedar memenuhi kepatuhan
terhadap peraturan perundang-undangan, Penerapan
GCG juga dilakukan melalui penguatan infrastruktur yang
dimiliki dan secara berkesinambungan meningkatkan sistem
dan prosedur untuk mendukung efektivitas pelaksanaan
GCG. Upaya tersebut membuahkan hasil yang sangat
memuaskan, hal ini ditunjukkan dari sisi kinerja operasional
maupun keuangan. Dari sisi operasional Perseroan, adanya
peningkatan yang cukup signifikan selama 5 (lima) tahun
terakhir pada Produksi Aeronautika yaitu Pelayanan Jasa
Pendaratan, Penempatan dan Penyimpanan Pesawat Udara
(PJP4U) dan Pelayanan Jasa Penumpang Pesawat Udara
(PJP2U). Peningkatan PJP4U dari tahun 2011 sebesar 16.694.174
ton menjadi 25.572.859 ton pada tahun 2015. Begitu pula
peningkatan yang terjadi pada PJP2U dari 25.219.720 pax
pada tahun 2011 menjadi 33.016.975 pax pada tahun 2015.
Commitment applying best practices of good corporate
governance (GCG) is an absolute must for Angkasa Pura
Airports. Not merely meet the regulatory compliance
legislation, GCG also be done through strengthening the
infrastructure owned and sustainably Improving the systems
and procedures to support the effective implementation of
GCG. That effort resulted in a very satisfactory results, it is
shown in terms of operational and financial performance.
From the Company operational side, the existence of
a significant increase during the five (5) years in the
production of Aeronautical Services namely Landing Services,
Placement and Storage of Aircraft (PJP4U) and Passenger
Aircraft Services (PJP2U). The increase of PJP4U from year
2011 amounted from 16,694,174 tons to 25,572,859 tons in
2015. Similarly, the improvement also occurred in PJP2U of
25,219,720 pax in 2011 to 33,016,975 in 2015 pax.
Adanya peningkatan kinerja operasional Perseroan yang
menunjukkan peningkatan yang cukup signifikan berdampak
pada kinerja keuangan Perseroan. Total Pendapatan yang
diperoleh Angkasa Pura Airports selama 5 (lima) tahun
terakhir menunjukkan peningkatan, hal ini terlihat pada
pendapatan yang diperoleh Perseroan pada tahun 2011
sebesar Rp2,67 triliun menjadi Rp5,25 triliun pada tahun 2015.
Sejalan dengan meningkatnya pendapatan Angkasa Pura
Airports selama 5 (lima) tahun terakhir berdampak pada
peningkatan laba operasional Perseroan. Laba operasional
Perseroan pada tahun 2011 sebesar Rp473,66 miliar menjadi
Rp1,29 triliun pada tahun 2015.
The increase in the Company’s operating performance
showed a significant increase in impact on the Company’s
financial performance. Total income generated by Angkasa
Pura Airports for 5 (five) last year showed an increase, as seen
in the income of the Company in 2011 amounted from Rp2,67
trillion to Rp5,25 trillion by 2015. In line with the increase in
revenue during the Angkasa Pura Airports 5 (five) years have
an impact on the increase in operating profit of the Company.
The Company’s operating profit in 2011 amounted from
Rp473,66 billion to Rp1.29 trillion in 2015.
PENINGKATAN KUALITAS GCG SECARA
BERKELANJUTAN
GCG CONTINUOUS QUALITY
IMPROVEMENT
Pada prinsipnya pelaksanaan penerapan GCG di Angkasa
Pura Airports berjalan dengan baik dan dilaksanakan oleh
Dewan Komisaris, Direksi, dan seluruh human capital pada
In principle, the implementation of GCG implementation at
Angkasa Pura Airports is running well and being implemented
by the Board of Commissioners, Board of Directors, and the
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
269
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
setiap kegiatan dengan tujuan untuk melindungi kepentingan
Perseroan, Shareholders dan stakeholders. Mekanisme
pelaksanaan implementasi GCG digambarkan dalam siklus
implementasi berikut.
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
entire human capital in any activity with the aim to protect the
interests of the Company, shareholders and stakeholders. The
implementation mechanism of the implementation of GCG
implementation cycle described in the following.
Standar Kualitas
Implementasi GCG
GCG Implementation
of Quality Standards
Peningkatan Kualitas
Implementasi GCG
dan Benchmarking
GCG Implementation
of Quality
Improvement and
Benchmarking
Assessment GCG
GCG Assessment
270
Implementasi GCG
GCG Implementation
Monitoring
Implementasi GCG
Monitoring the
Implementation GCG
PENETAPAN STANDAR KUALITAS
IMPLEMENTASI GCG
DETERMINATION OF QUALITY STANDARDS GCG
IMPLEMENTATION
Standar implementasi GCG dibutuhkan sebagai acuan
dasar dalam rangka mewujudkan Visi dan menjalankan
Misi Perseroan. Acuan dasar tersebut meliputi kriteria
yang akan dicapai dari berbagai aspek yang terkait
dengan implementasi GCG. Standar implementasi juga
dimaksudkan untuk memacu Perseroan untuk meningkatkan
kualitas implementasi GCG. Standar tersebut dirumuskan
berdasarkan peraturan terkait, masukan dari stakeholders,
hasil assessment dan benchmarking.
GCG implementation standards are needed as a basic
reference in order to realize the vision and run the Company’s
mission. Baseline include criteria that would be achieved on
the various aspects related to the implementation of GCG.
Standards implementation is also meant to spur the Company
to improve the quality of GCG implementation. The standards
are formulated from the relevant regulations, feedback from
stakeholders, the assessment and benchmarking.
Standar implementasi GCG di Perusahaan khususnya
mengacu pada Peraturan Menteri Negara BUMN Nomor:
PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan
Tata Kelola Perusahaan yang Baik pada BUMN dan Keputusan
Sekretaris Kementerian Badan Usaha Milik Negara Nomor:
SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/
Parameter Penilaian dan Evaluasi atas Penerapan Tata
Kelola Perusahaan yang Baik (Good Corporate Governance)
pada BUMN.
Standard implementation of GCG in company particularly
refers to the Minister of State Owned Enterprise No. PER-09/
MBU/2012 dated July 6, 2012 on the Implementation of Good
Corporate Governance in State-OwnedEnterprises and June
6, 2012 on indicators / parameters Assessment and Evaluation
of the Implementation of Good Corporate Governance (GCG)
in SOEs.
PELAKSANAAN DAN PEMONITORAN
IMPLEMENTASI GCG
GCG IMPLEMENTATION AND MONITORING
Pelaksanaan dan pemonitoran implementasi GCG memerlukan
pembentukan dan penguatan GCG infrastructure dan
softstructure Perseroan. GCG infrastructure dapat didefinisikan
sebagai suatu cara bagaimana aktivitas organisasi
Perusahaan dibagi, diorganisir dan dikoordinasikan. Melalui
pembentukan dan penguatan GCG infrastructure, maka peran
dan fungsi masing-masing organ akan menjadi jelas dan tegas.
The practice and monitoring of the implementation of GCG
requires the establishment and strengthening of infrastructure
and softstructure Company. GCG infrastructure can be
defined as a way of figuring how the organization’s activities
are divided, organized and coordinated. GCG through the
establishment and strengthening of infrastructure, the role
and functions of each organ will be clear and unequivocal.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Sedangkan, GCG softstructure adalah seperangkat aturan dan
kebijakan yang dimiliki Perseroan dalam menjalankan aktivitas
usaha. Untuk menjamin bahwa standar yang telah ditetapkan
dilaksanakan, dipenuhi, dievaluasi, dan ditingkatkan, maka
Perseroan melakukan pemantauan dan evaluasi pelaksanaan
implementasi GCG.
Meanwhile, softstructure GCG is a set of rules and policies
of the Company in conducting business activities. To ensure
that established standards are implemented, met, evaluated
and improved, the Company monitors and evaluates the
implementation of GCG implementation.
Monitoring dari pelaksanaan implementasi GCG dilakukan
oleh Corporate Administration Department yang berada di
bawah Corporate Secretary. Adapun Program kerja yang
dilakukan oleh Corporate Administration Department dalam
monitoring pelaksanaan implementasi GCG di Angkasa Pura
Airports sebagai berikut.
1.Melakukan Assessment GCG.
2. Memantau dan menganalisa setiap kebijakan terbaru
maupun best practice terkait penerapan GCG.
3.Melakukan review document GCG yang sesuai dengan
perkembangan bisnis Perseroan.
4.Melakukan Survey BUMN Bersih sesuai SE.05/
MBU/2013 tentang roadmap menuju BUMN Bersih,
untuk meningkatkan kualitas penerapan GCG secara
administrasi maupun substantif serta mewujudkan BUMN
yang tangguh, profesional, unggul dan bermartabat
(bersih dari segala bentuk penyimpangan dan korupsi).
5. Monitoring atas Laporan harta kekayaan pejabat Negara
(LHKPN) sesuai KEP.90/OM.07/2014 tentang pedoman
pelaporan harta kekayaan penyelenggara negara di
lingkungan PT Angkasa Pura Airports I dalam mendukung
program KPK mewujudkan transparansi penyelenggara
Negara, aplikasi dalam penerapan GCG, serta Mendukung
kegiatan BUMN Bersih dari kementerian Negara BUMN.
6.Melakukan pendampingan dan pengenalan Dewan
Komisaris dan Direksi baru ke unit kerja pusat dan kantor
Cabang.
The Monitoring process of the implementation of GCG is
done by the Corporate Administration Department under
the Corporate Secretary. The work program is carried out
by the Corporate Administration Department in monitoring
the implementation of GCG implementation at Angkasa Pura
Airports as follows.
1. Assessment of GCG.
2. Monitoring and analyzing all the latest policy and best
practice related to the implementation of GCG.
3. Reviewing document of GCG in accordance with the
Company’s business development.
4. Survey of SOEs Net in accordance with SE.05/MBU/2013
on the roadmap towards SOEs Net, to improve the quality
of GCG implementation in administrative and substantive
as well as realizinga state that are strong, professional,
superior and dignified (net of all forms of fraud and
corruption).
5. Monitoring the Statements of wealth State officials
(LHKPN) according KEP.90/OM.07/2014 on reporting
guidelines wealth of state officials at PT Angkasa Pura
Airports I in favor of the Commission program to bring
transparency State administrators, application in GCG
implementation, and supports the activities of SOEs Net of
ministries of State Enterprises.
6. Providing assistance and the introduction of a new Board
of Commissioners and Board of Directors to the central
unit and branch offices.
Selain itu, monitoring dari pelaksanaan implementasi GCG
dilakukan oleh Komite Risiko Usaha dan GCG. Program kerja
yang dilakukan Komite Risiko Usaha dan GCG terkait dengan
pemonitoran pelaksanaan GCG, yaitu:
1. Mengevaluasi kebijakan tentang GCG dan Standar Etika
serta tindak lanjut hasil assessment yang dilakukan oleh
eksternal konsultan.
2. Melakukan penyelidikan dan verifikasi berdasarkan hasil
temuan di lapangan berkaitan dengan pelanggaran etika
dan pelanggaran praktik GCG yang terjadi di Perseroan.
3. Mengevaluasi dan melakukan penyempurnaan terhadap
pedoman-pedoman yang berkaitan dengan pelaksanaan
GCG sekurang-kurangnya 1 (satu) tahun sekali atau
disesuaikan dengan kebutuhan Perseroan.
4.Memberikan nasehat, masukan, dan rekomendasi
kepada Direksi mengenai standar-standar praktik terbaik
penerapan GCG di Perseroan.
5.Membantu tugas Direksi dalam pembinaan dan
pengawasan efektifitas penerapan praktik GCG di
Perseroan sebagai upaya meningkatkan nilai Pemegang
Saham, termasuk sosialisasi dan internalisasi.
In addition, monitoring of the implementation of GCG
implementation is done by the Business Risk Committee and GCG.
The work program of the Committee Business Risk and GCG
associated with monitoring the implementation of GCG, namely:
1. Evaluate policies on GCG and Ethical Standards as well
as the follow-up results of assessments carried out by
external consultants.
2. Conduct investigation and verification based on the findings in
the field related to ethics violations and violations of corporate
governance practices that occurred in the Company.
3. Evaluate and make improvements to the guidelines
relating to GCG implementation of at least 1 (one) year or
adjusted to the needs of the Company.
6. Melakukan evaluasi terhadap efektivitas penerapan
GCG oleh Organ Utama dan Organ Pendukung serta
memberikan masukan penyempurnaan serta upayaupaya pemantapannya.
4. Provide counsel, advice and recommendations to the
Board of Directors about standards implementation of
best practices in the Company’s GCG.
5. To assist the Board of Directors duties in coaching and
monitoring the effectiveness of the implementation of the
Company’s corporate governance practices in an effort to
increase the value of shareholders, including socialization
and internalization.
6. To evaluate the effectiveness of the implementation of
GCG by Major Organ and Organ Support and provide
advice completion and efforts pemantapannya.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
271
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
7. Menyusun mekanisme reward and punishment secara
konsisten terkait penerapan praktik GCG di Perseroan.
7. Prepare a reward and punishment mechanism is
consistently related to the implementation of GCG
practices in the Company.
ASSESSMENT GCG
ASSESSMENT GCG
Assessment GCG merupakan upaya sistematik untuk
menghimpun dan mengolah data (fakta dan informasi)
yang handal dan sahih sehingga dapat disimpulkan
kenyataan yang dapat digunakan sebagai landasan tindakan
manajemen agar pelaksanaan GCG dapat dilakukan secara
efektif. Assessment menjadi bagian dari mekanisme check
and balances. Dengan assessment, maka capaian kegiatan
dapat diketahui dengan pasti dan tindakan lebih lanjut untuk
memperbaiki kinerja suatu kegiatan dapat ditetapkan.
GCG Assessment is a systematic effort to collect and process
data (facts and information) that are reliable and valid so
that we can conclude the fact that it can be used as the basis
for management measures for the implementation of GCG
so it can be done effectively. Assessment is to be part of the
mechanism of checks and balances. With the assessment, the
outcomes of activities can be known with certainty and further
measures to improve the performance of an activity can be
determined.
Angkasa Pura Airports secara berkala melakukan pengukuran
implementasi GCG (assessment GCG) di Perseroan sejak
tahun 2007. Hal ini dilakukan untuk memperoleh penilaian
yang objektif mengenai implementasi GCG di perusahaan.
Assessment GCG di Perseroan dapat dilakukan secara mandiri
oleh internal Perseroan (self assessment) ataupun dengan
menggunakan jasa pihak independen (evaluasi eksternal).
Angkasa Pura Airports periodically measuring the
implementation of GCG (GCG assessment) at the Company
in 2007. This was done toobtain an objective assessment of
the implementation of GCG in company. GCG Assessment
in the Company can be carried out independently by the
Company’s internal (self assessment) or by using the services
of an independent party (external evaluation).
Adapun pencapaian hasil assessment GCG Angkasa Pura
Airports dalam 5 (lima) tahun terakhir sebagai berikut.
The achievement of GCG assessment results Angkasa Pura
Airports within 5 (five) years as follows.
Tabel Assessment GCG / Table GCG assessment
Tahun Pelaksanaan
Assessment GCG
Year of GCG Assessment
implementation
Skor Assessment GCG
GCG assessment score
Kategori
Category
2015
90,46
Sangat Baik /
Very Good
2014
84,05
Baik /
Good
2013
74,24
Cukup Baik /
Passable
2012*
Review dokumen GCG
GCG Document Review
2011
81,16
Pelaksana
Assessor
PT Bumi Pertiwi Mandiri Consultant
Self assessment dengan didampingi Pusat
Pengembangan Akuntansi dan Keuangan /
Self assessment accompanied by Accounting and
Finance Development Centre
BPKP DKI Jakarta
Memperbaiki Skor / Pihak Internal dan BPKP DKI Jakarta / The Internal
Fixing Score
Parties and BPKP DKI Jakarta
Baik /
Good
BPKP DKI Jakarta
*Review hasil assessment GCG tahun sebelumnya (berdasarkan Peraturan Menteri Negara BUMN Nomor: PER-01/MBU/2011) dengan melakukan penyempurnaan dokumen
terkait GCG dengan bantuan BPKP DKI Jakarta. / * Review GCG assessment results of the previous year (based on the Minister of State Owned Enterprise No. PER-01 / MBU
/ 2011) by making improvements on documents related with GCGand with help from BPKP DKI Jakarta.
Pada tahun 2015, Angkasa Pura Airports telah melakukan
assessment GCG yang dilaksanakan oleh konsultan eksternal
PT Bumi Pertiwi Mandiri. Pelaksanaan assessment GCG
tersebut berdasarkan Keputusan Sekretaris Kementerian
Badan Usaha Milik Negara Nomor: SK-16/S.MBU/2012
tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian
dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang
Baik (Good Corporate Governance) pada BUMN. Indikator
yang digunakan dalam assessment GCG tersebut meliputi:
1. Komitmen terhadap penerapan tata kelola perusahaan
yang baik secara berkelanjutan;
2. Pemegang Saham dan RUPS/Pemilik Modal;
3. Dewan Komisaris/Dewan Pengawas;
272
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
In 2015, Angkasa Pura Airports have done GCG assessment
carried out by an external consultant PT Mother Earth
Mandiri. The GCG implementation assessment by Decision
of the Secretary of the Ministry of State-Owned Enterprises
Number : SK-16/S.MBU/2012 dated June 6, 2012 on indicators/
parameters Assessment and Evaluation of the Implementation
of Good Corporate Governance (GCG) in SOEs. Indicators
used in the GCG assessment include:
1. Commitment to the implementation of good corporate
governance in a sustainable manner;
2. Shareholders and the AGM/Own Capital;
3. The Board of Commissioners/Board of Trustees;
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
4.Direksi;
5. Pengungkapan informasi dan transparansi; serta
6. Aspek lainnya.
4. Board of Directors;
5. Disclosure of information and transparency; and
6. Other aspects .
Hasil assessment GCG Angkasa Pura Airports pada 2015
sebagai berikut.
GCG assessment results Angkasa Pura Airports in 2015 as
follows.
Tabel Hasil Assessment GCG / Table GCG assessment results
Kriteria
Criteria
No.
Bobot
Value
Skor
Score
Capaian
Achievement
1.
Komitmen Terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara
Berkelanjutan / Commitment to Implementation of Good Corporate Governance
Sustainable
7,00
5,26
75,18%
2.
Pemegang Saham dan RUPS/Pemilik Modal /
Shareholders and the AGM / Own Capital
9,00
7,12
79,21%
3.
Dewan Komisaris / Board of Commissioners
35,00
32,27
92,20%
4.
Direksi / Board of Directors
35,00
32,76
93,62%
5.
Pengungkapan Informasi dan Transparansi / Information disclosure and Transparency
9,00
8,03
89,27%
100,00
90,46
90,46 %
Skor Keseluruhan / Overall Score
Kualitas Penerapan GCG / GCG implementation quality
SANGAT BAIK / VERY GOOD
PENINGKATAN KUALITAS DAN BENCHMARKING
IMPROVING QUALITY and benchmarking
Hasil dari evaluasi internal maupun eksternal serta ditambah
dengan masukan dari seluruh stakeholders digunakan
sebagai pertimbangan di dalam melakukan peningkatan
kualitas implementasi GCG. Ada dua macam peningkatan
kualitas yaitu peningkatan kualitas untuk mencapai standar
kualitas yang ditetapkan dan peningkatan kualitas dalam
konteks peningkatan standar kualitas yang telah dicapai
melalui benchmarking.
The results of the evaluation of internal and external, and
coupled with the advices of all stakeholders is used as
consideration in improving the quality of GCG implementation.
There are two kinds of improvement of quality which are
quality improvement to achieve the specified quality standards
and improved quality in the context of improving the quality
standards that have been achieved through benchmarking.
STRUKTUR DAN MEKANISME GCG
STRUCTURE AND MECHANISM OF GCG
Berdasarkan Undang-Undang Republik Indonesia No. 40 tahun
2007 tentang Perseroan Terbatas (UU PT), Organ Perseroan
terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan
Komisaris dan Direksi. Sistem kepengurusan menganut sistem
dua badan (two tier system), yaitu Dewan Komisaris dan Direksi,
yang memiliki wewenang dan tanggung jawab yang jelas
sesuai fungsinya masing-masing sebagaimana diamanahkan
dalam anggaran dasar dan peraturan perundang-undangan.
Namun demikian, keduanya mempunyai tanggung jawab
untuk memelihara kesinambungan usaha Perseroan dalam
jangka panjang. Oleh karena itu, Dewan Komisaris dan Direksi
harus memiliki kesamaan persepsi terhadap visi, misi, dan
nilai-nilai Perseroan.
Based on the Law of the Republic of Indonesia No. 40 of 2007
on Limited Liability Company (Company Law), Company
Organ consists of a General Meeting of Shareholders
(AGM), the Board of Commissioners and Board of Directors.
Management system adopts two bodies system (two-tier
system), the Board of Commissioners and Board of Directors,
which has the authority and responsibility are clearly
appropriate their respective functions as mandated by the
statute and regulations. However, they have a responsibility to
maintain the continuity of the Company’s business in the long
term. Therefore, the Board of Commissioners and the Board
of Directors shall have the same perception of vision, mission,
and values of the Company.
Dalam melaksanakan kepengurusan Angkasa Pura Airports,
Direksi didukung oleh struktur manajemen yang efektif.
Adapun dalam melaksanakan fungsi pengawasan dan
kepenasehatan, Dewan Komisaris didukung oleh organ
penunjang seperti Sekretaris Dewan Komisaris, Komite Audit,
Komite Risiko Usaha dan GCG.
In carrying out the management of Angkasa Pura Airports, the
Board of Directors is supported by an effective management
structure. As in carrying out oversight functions and advisory,
the BoC is supported by the supporting organs such as
the Secretary of the Board of Commissioners, the Audit
Committee, Business Risk Committee and GCG.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
273
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Struktur organ Perseroan Angkasa Pura Airports adalah
sebagai berikut.
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
The structure of the Company organs Angkasa Pura Airports
are as follows.
Rapat Umum Pemegang Saham
General meeting of stakeholders
274
Dewan Komisaris
Board of Commissioners
Direksi
Board of Directors
Organ Pendukung
Supporting Organ
Jajaran Manajemen
Management Line
Dalam pelaksanaannya, Angkasa Pura Airports memiliki
berbagai kebijakan/pedoman dalam menjalankan fungsi
dan tugasnya yang disebut dengan infrastruktur GCG. Tujuan
membangun infrastruktur GCG antara lain sebagai berikut.
• Melengkapi kebijakan pendukung dalam penerapan
GCG.
• Menjadi pedoman bagi Perseroan dalam menjalankan
aktivitas sehari-hari sesuai dengan budaya (corporate
culture) yang diharapkan.
• Merupakan bentuk komitmen tertulis bagi seluruh jajaran dan
tingkatan organisasi Perseroan dalam rangka meningkatkan
disiplin dan tanggung jawab organ perusahaan dalam
rangka menjaga kepentingan stakeholders sesuai dengan
tanggung jawab masing-masing.
In practice, Angkasa Pura Airports have different policies/
guidelines in carrying out the functions and duties referred to
GCG infrastructure. The purpose of building the infrastructure
GCG as follows.
• Completing the supporting policies in the implementation
of GCG.
• A guidelines for the Company in carrying out daily
activities in accordance with the culture (corporate
culture) is expected.
• a form of a written commitment for all levels and the level
of organization of the Company in order to improve the
discipline and responsibility of the company’s organs
in order to preserve the interests of stakeholders in
accordance with their respective responsibilities.
Infrastruktur GCG yang telah dimiliki oleh Angkasa Pura
Airports antara lain adalah:
1.Pedoman Corporate Governance (Code of Corporate
Governance);
2. Pedoman Etika Perusahaan (Code of Conduct);
3. Board Manual;
4. Piagam Komite Audit;
5. Piagam Internal Audit;
6. Perjanjian Kerja Bersama 2014-2016;
7. Pedoman Pengendalian Gratifikasi; serta
8. Kebijakan-kebijakan Perseroan dan Standard Operating
Procedure (SOP).
GCG infrastructure which has been owned by Angkasa Pura
Airports include:
1. Code of Corporate Governance (the Code of Corporate
Governance);
2. The Company’s Code of Ethics (Code of Conduct);
3. Board Manual;
4. The Audit Committee Charter;
5. Internal Audit Charter;
6. Collective Labour Agreement 2014-2016;
7. Control Guidelines Gratuities; and
8. The Company’s policies and Standard Operating
Procedure (SOP).
Pedoman dan kebijakan tersebut telah disosialisasikan
kepada seluruh Dewan Komisaris, Direksi dan human
capital Perseroan, serta telah menjadi landasan kegiatan
operasional Perseroan. Perseroan senantiasa melakukan
pemantauan dan evaluasi penerapannya secara kontinyu.
Guidelines and the policy has been disseminated to the
entire Board of Commissioners, Board of Directors and the
Company’s human capital, and has been the cornerstone of
the Company’s operational activities. Company continuously
monitors and evaluates the implementation continuously.
RAPAT UMUM PEMEGANG SAHAM
GENERAL MEETING OF SHAREHOLDERS
Rapat Umum Pemegang Saham (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. RUPS memiliki wewenang mengangkat dan
memberhentikan Dewan Komisaris dan Direksi, mengevaluasi
kinerja Dewan Komisaris dan Direksi, mengesahkan
perubahan Anggaran Dasar, memberikan persetujuan atas
Laporan Tahunan, menetapkan alokasi penggunaan laba,
General Meeting of Shareholders (AGM) is the organ of
the Company that has authority not granted to the Board
of Directors or Board of Commissioners within the limits
prescribed in the Act and/or the Statutes. GMS has the
authority to appoint and dismiss the Board of Commissioners
and Board of Directors, evaluating the performance of the
Board of Commissioners and Board of Directors, ratify the
amendments, approved the Annual Report, establishes the
allocations of profit, appoint a public accountant, as well as
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
menunjuk akuntan publik, serta menetapkan jumlah dan jenis
kompensasi dan fasilitas Dewan Komisaris dan Direksi.
set the amount and type of compensation and facilities of the
Board of Commissioners and Board of Directors ,
Pelaksanaan RUPS melalui proses pengumuman dan
pemanggilan RUPS yang dilakukan sesuai ketentuan yang
berlaku. Bahan informasi yang diperlukan terkait pelaksanaan
RUPS disampaikan bersamaan dengan pemanggilan
RUPS. Namun jika hal tersebut belum tersedia pada saat
pemanggilan RUPS, maka bahan informasi tersebut akan
disampaikan pada saat RUPS diselenggarakan.
Implementation of the GMS through the process and the
announcement of the GMS conducted according to applicable
regulations. Information Materials needed related to the
implementation of the GMS submitted along with the GMS.
But if it is not available at the time of the GMS, the information
materials will be submitted at the time of the AGM is held.
RUPS terdiri dari RUPS Tahunan dan RUPS Luar Biasa. RUPS
Tahunan dilakukan Perseroan setiap tahun, yang meliputi
RUPS Tahunan tentang Laporan Tahunan Perseroan dan
RUPS Tahunan tentang Rencana Kerja dan Anggaran
Perusahaan (RUPS RKAP), sedangan RUPS Luar Biasa
dapat diadakan setiap waktu berdasarkan kebutuhan
untuk kepentingan Perseroan. Pelaksanaan RUPS didahului
dengan pemanggilan RUPS yang dilakukan sesuai ketentuan
yang berlaku. Namun demikian, di tahun 2015 Angkasa Pura
Airports tidak menghadapi kondisi yang memerlukan untuk
menyelenggarakan RUPSLB.
GMS consists of the Annual General Meeting and Extraordinary
General Meeting. Annual General Meeting of the Company
performed every year, which includes the Annual General
Meeting of the Company’s Annual Report and the Annual
General Meeting of the Work Plan and Budget (GMS CBP),
sedangkan Extraordinary General Meeting can be held at
any time based on the needs for the benefit of the Company.
Implementation of the AGM was preceded by the GMS
conducted according to applicable regulations. However,
in 2015 Angkasa Pura Airports are not faced conditions that
require to hold a EGM.
PELAKSANAAN RUPS RKAP TAHUN 2015
IMPLEMENTATION OF CBP AGM 2015
PENYELENGGARAAN RUPS RKAP TAHUN 2015
OPERATION OF CBP AGM 2015
Sesuai dengan surat undangan Direksi Nomor: AP.I.318/
KU.01/2015/PD-B
tanggal
14
Januari
2015,
telah
diselenggarakan RUPS Angkasa Pura Airports pada:
Hari, tanggal : Jumat, 16 Januari 2015
Waktu
: 08.30 WIB sampai selesai
Tempat
: Kantor Kementerian BUMN
Ruang Rapat Lt. 9, Jalan Medan
Merdeka Selatan No. 13
Jakarta Pusat
In accordance with the letter of invitation Directors Number:
AP.I.318/KU.01/2015/PD-B dated January 14, 2015, has been
held at the AGM Angkasa Pura Airports:
Day, date
: Friday, January 16, 2015
Time
: 8:30 pm until finished
Place
: Office of the Ministry of SOEs
Meeting Room Floor 9, Jalan Medan
South Merdeka No. 13
Central Jakarta
AGENDA RUPS RKAP TAHUN 2015
CBP AGM AGENDA 2015
Angkasa Pura Airports telah menyelenggarakan RUPS
Tahunan 2015 dengan agenda sebagai berikut.
1. Persetujuan/pengesahan Rencana Kerja dan Anggaran
Perusahaan dan Rencana Kerja dan Anggaran Program
kemitraan dan Bina Lingkungan (PKBL) Tahun 2015.
2.Pengesahan Key Performance Indicators (KPI) Direksi dan
Dewan Komisaris PT Angkasa Pura I (Persero) Tahun 2015.
3.
Penetapan
Indikator
Aspek
Operasional
untuk
perhitungan Tingkat Kesehatan PT Angkasa Pura I
(Persero) Tahun 2015.
4. Memberikan kewenangan kepada Dewan Komisaris,
untuk melakukan persetujuan apabila terdapat tindakantindakan yang mengakibatkan terjadinya perubahan
alokasi anggaran investasi maksimal 10% dari plafon
anggaran investasi tahun 2015.
Angkasa Pura Airports has organized the Annual General
Meeting 2015 on the following agenda.
1. Approval/endorsement Work Plan and Budget and Work
Plan and Budget Program partnerships and Community
Development (CSR) in 2015.
2. Approval of Key Performance Indicators (KPI) Board of
Directors and Board of Commissioners of PT Angkasa
Pura I (Persero) in 2015.
3. Determination of Operational Aspects Indicators for the
calculation of Soundness PT Angkasa Pura I (Persero) in 2015.
4. Give authority to the Board of Commissioners, to make
agreements if there are actions that resulted in a change
investment budget allocation up to 10 % of the investment
budget ceiling in 2015 .
REKAP KEHADIRAN PADA RUPS RKAP TAHUN 2015
ATTENDANCE RECAPITULATION OF CBP AGM YEAR
2015
RUPS Tahunan 2015 dihadiri oleh Komisaris Utama dan
seluruh anggota Dewan Komisaris, termasuk Ketua dan
anggota Komite yang ada di bawah Dewan Komisaris, serta
Direktur Utama dan seluruh jajaran Direksi.
2015 Annual General Meeting was attended by the Commissioner
and the Board of Commissioners, including the Chairman and
members of the Committee under the Board of Commissioners,
as well as the Director and the entire Board of Directors.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
275
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Tabel Kehadiran Pada RUPS RKAP Tahun 2015 / Table of Attendance at the AGM CBP 2015
Nama
Name
No.
Periode
Period
Hadir
Attendance
1
Suratto Siswodihardjo
Komisaris Utama/Komisaris Independen /
President Commissioner/ Independent
Commissioner
21 Juli 2010 - 29 Oktober 2015 /
21 Juli 2010 - 29 October 2015
√
2
H. Hakamuddin Djamal
Komisaris / Commissioner
8 November 2012 - 15 Maret 2015 /
8 November 2012 - 15 March 2015
√
3
Hermanto Dwiatmoko
Komisaris / Commissioner
17 Oktober 2014 - 29 Oktober 2015 /
17 October 2014 - 29 October 2015
√
4
Dwi Ary Purnomo
Komisaris / Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
5
Boy Syahril Qamar
Komisaris Independen /
Independent Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
6
Anandy Wati
Komisaris / Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
7
Tommy Soetomo
Direktur Utama / President Director
21 Juli 2010 – 22 Juni 2015 /
21 July 2010 – 22 June 2015
√
√
8
Gunawan Agus Subrata
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
9
Robert Daniel Waloni
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
√
10
Yushan Sayuti
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
√
Direktur / Director
10 April 2013 – sekarang /
10 April 2013 –now
√
11
276
Jabatan
Position
Polana Banguningsih Pramesti
KEPUTUSAN RUPS RKAP TAHUN 2015
CBP AGM DECISION YEAR 2015
Pada tanggal 16 Januari 2015, Angkasa Pura Airports telah
menyelenggarakan Rapat Umum Pemegang Saham Tahunan
dengan keputusan sebagai berikut.
1. Menyetujui/mengesahkan RKAP Tahun 2015 dan RKA
PKBL tahun 2015, dengan pokok-pokok sebagai berikut.
- Proyeksi Laba-Rugi
Perhitungan laba bersih setelah pajak diproyeksikan
sebesar Rp692.104 juta.
- Proyeksi Posisi Keuangan
Posisi keuangan konsolidasian per 31 Desember 2015
diproyeksikan ditutup dengan Total Aset sebesar
Rp18.337.261 juta.
- Investasi dianggarkan sebesar Rp4.066.215 juta.
- Program kemitraan dan bina lingkungan
Saldo akhir Program kemitraan sebesar Rp827 juta
dan saldo akhir Program Bina Lingkungan sebesar
Rp1.979 juta.
- Rencana Dewan Komisaris
Rencana kerja dan anggaran Dewan Komisaris
termasuk Key Performance Indicators (KPI) Dewan
Komisaris tahun 2015 yang merupakan bagian dari
Rencana Kerja dan Anggaran Perusahaan tahun
2015. RUPS menetapkan Key Performance Indicators
(KPI) Dewan Komisaris tahun 2015.
2.Menetapkan/mengesahkan Key Performance Indicators
(KPI) yang disusun sesuai dengan Kriteria Penilaian Kinerja
Unggul (KPKU) dan tertuang dalam Kontrak Manajemen
Tahun 2015 antara Pemegang Saham, Direksi dan Dewan
Komisaris.
3. Menetapkan indikator aspek operasional yang digunakan
untuk perhitungan tingkat kesehatan PT Angkasa Pura I
(Persero) tahun 2015, sebagai berikut.
On January 16, 2015, Angkasa Pura Airports has organized the
General Meeting of Shareholders with the following decisions.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
1. To approve/ratify CBP 2015 and the RKA PKBL 2015, with
the following points.
- Profit and Loss Projection
Calculation of net profit after tax is projected at
Rp692.104 million.
- Projected Financial Position
The consolidated financial position per December
31, 2015 is projected to be closed with total assets
amounting to Rp18.337.261 million.
- Investment budgeted at Rp4.066.215 million.
- Partnership and community development program
End balances amounted to Rp827 million partnership
program and the final balance of the Community
Development Program of Rp1,979 million.
- BOC Plan
The work plan and budget of the Board of
Commissioners, including Key Performance Indicators
(KPI) of the Board of Commissioners in 2015, which is
part of the Work Plan and Budget 2015. The AGM set
the Key Performance Indicators (KPI) of the Board of
Commissioners in 2015.
2. Establish/certify the Key Performance Indicators (KPI)
which prepared in accordance with Superior Performance
Assessment Criteria (KPKU) and contained in the
Management Contract 2015 between the shareholders,
the Board of Directors and Board of Commissioners.
3. Establish operational aspects indicators used to calculate
the level of Health PT Angkasa Pura I (Persero) in 2015, as
follows.
Tata Kelola Perusahaan
Good Corporate Governance
No.
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Indikator
Sumber Daya Manusia
Human Capital
Indicator
Laporan Keuangan
Financial Report
Bobot
Score
1.
Customer Satisfaction Index (CSI)
Customer Satisfaction Index (CSI)
15
2.
Tingkat pelayanan Terminal
- Pemeriksaan security di terminal
- Fasilitas umum
Level of terminal service
- Examination of security at the terminal
- Public facilities
10
5
5
3.
Pengembangan fasilitas dan investasi
- Fisik
- Program
Facilities development and investment
- Physic
- Program
10
5
5
Total / Total
35
4. Melimpahkan kewenangan kepada Dewan Komisaris
untuk memberikan persetujuan realokasi anggaran antar
program/kegiatan investasi dengan nilai maksimum 10%
(sepuluh persen) dari total nilai investasi tahun 2015 tanpa
melakukan perubahan dan/atau penambahan program/
kegiatan investasi.
4. To delegate authority to the Board of Commissioners
to approve budget reallocation between programs/
activities of the investment with a maximum value of
10% (ten percent) of the total value of investments in
2015 without making changes and / or additions to the
program/investment activities.
ARAHAN RUPS RKAP TAHUN 2015
DIRECTIONS OF CBP AGM 2015
Dalam RUPS RKAP Tahun 2015 Pemegang Saham memberikan
arahan sebagai berikut.
1.Terhadap usulan persetujuan Kontrak Kerjasama
pekerjaan Solar Farm Project sebesar 3-5 megawatt
dengan investasi senilai Rp100 miliar untuk mendukung
Green Airport di Bali yang dilaksanakan oleh PT Angkasa
Pura Suport dengan Partner yang kompeten dengan
konsekuensi akan menyewa lokasi-lokasi tersebut (atap
dan lahan parkir) selama 25 tahun, Direksi diminta
mengajukan secara tersebndiri sesuai ketentuan
perundang-undangan yang berlaku serta dilengkapi
data dan dokumen pendukung yang diperlukan.
2.Terhadap usulan persetujuan pengalihan hutang
PT Angkasa Pura Hotel kepada PT Angkasa Pura I sebesar
Rp143,5 miliar dan bunganya menjadi penambahan
setoran modal, sebagai bagian dari pendanaan
pembangunan hotel di Bandara Ngurah Rai Bali Direksi
diminta mengajukan secara tersendiri sesuai ketentuan
perundang-undangan yang berlaku serta dilengkapi
data dan dokumen pendukung yang diperlukan.
3. Terhadap usulan persetujuan penambahan modal disetor
sebesar Rp136,5 miliar kepada PT Angkasa Pura Hotel,
sebagai bagian dari pendanaan pembagunan Hotel
di Bandara Ngurah Rai Bali dan memperkuat struktur
permodalan untuk pinjaman. Direksi diminta mengajukan
secara tersendiri sesuai ketentuan perundang-undangan
yang berlaku serta dilengkapi data dan dokumen
pendukung yang diperlukan.
4. Terhadap usulan pendayagunaan aset tetap berupa
bangunan dan peralatan in-flight kitchen di Bandara
Ngurah Rai Bali oleh Angkasa Pura Hotel dalam rangka
pemindahtanganan
dengan
bentuk
penyertaan
modal. Direksi diminta mengajukan secara tersendiri
sesuai ketentuan perundang-undangan yang berlaku
serta dilengkapi data dan dokumen pendukung yang
diperlukan.
5. Terhadap usulan persetujuan perubahan izin prinsip
Menteri BUMN, atas:
In RKAP AGM 2015 Shares Interns provide guidance as follows.
1. Against the proposed approval of the Cooperation
Agreement jobs Solar Farm Project at 3-5 MW with an
investment of Rp100 billion to support Green Airport
in Bali conducted by PT Angkasa Pura Suport with a
competent partner with the consequence would rent these
locations (roofs and parking lots) for 25 years, the Board
of Directors requested to separately file in accordance
with applicable legislation and dilengkai data and the
necessary supporting documents.
2. Against the approval of the proposed transfer of the
debt of PT Angkasa Pura Hotel to PT Angkasa Pura I is
Rp143,5 billion and its interests become additional capital
injection, as part of financing the construction of hotels
in Bali Ngurah Rai Airport Board of Directors requested
to submit separately in accordance with the legislation in
force and include the data and the necessary supporting
documents.
3. With respect to the proposed approval of additional paid
up capital amounting Rp136,5 billion to PT Angkasa Pura
Hotel, as part of the funding construction of Hotel in Bali
Ngurah Rai Airport and strengthening the capital structure
for the loan. Directors are asked to submit separately in
accordance with the legislation in force and include the
data and the necessary supporting documents.
4. With regard to the proposed utilization of fixed assets
such as buildings and equipment in-flight kitchen at
Ngurah Rai Airport in Bali by Angkasa Pura Hotel in order
alienation with equity participation. Directors asked to
submit separately in accordance with the legislation in
force and include the data and the necessary supporting
documents.
5. With regard to the proposed changes to the permission
principle approval Minister of State, on:
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
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Management Report
Profil Perusahaan
Company Profile
a. Surat nomor S-464/MBU/2013 tanggal 16 Juli 2013
perihal Persetujuan Kerjasama Pembangunan
dan Pengusahaan Hotel di Bandara Ngurah Rai
Bali dengan PT Angkasa Pura Hotel, yang semula
kerjasama BOT selama 20 tahun menjadi kerja sama
usaha (KSU) selama 30 tahun.
b. Surat nomor S-231/MBU/2013 tanggal 16 Juli 2013
perihal Persetujuan kerjasama pembangunan
dan pengoperasian Airporultant Hotel di Bandara
Juanda-Surabaya dan St Hasanuddin-Maros dengan
PT Angkasa Pura Hotel, yang semula kerjasama BOT
selama 15 tahun menjadi kerjasama (KSU) selama 30
tahun.
Atas kedua usulan ini, Direksi diminta mengajukan
secara tersendiri sesuai ketentuan perundangundangan yang berlaku serta dilengkapi data dan
dokumen pendukung yang diperlukan.
6. Terhadap usulan persetujuan jangka waktu kerjasama
pengoperasian Terminal Kargo dan regulated Agent
dalam jangka waktu minimal 10 (sepuluh) tahun antara
PT Angkasa Pura I (Persero) dengan PT Angkasa Pura
Logistik. Direksi diminta mengajukan secara tersendiri
sesuai ketentuan perundang-undangan yang belaku serta
dilengkapi data dan dokumen pendukung yang diperlukan.
7. RKAP yang disahkan ini merupakan pedoman bagi
Direksi dalam menjalankan kegiatan usaha tahun 2015,
dan Dewan Komisaris diminta untuk melakukan evaluasi
dan pengawasan atas pelaksanaan RKAP dengan
selalu berpegang pada prinsip disiplin anggaran dan
melaporkannya secara berkala kepada Pemegang
Saham.
8. RKAP agar dirinci di dalam Rencana Kegiatan Operasional
(RKO) bulanan untuk dijadikan pedoman pengamanan
target RKAP serta disosialisasikan kepada seluruh
jajaran Perusahaan. Target-target di bidang produksi
dan pendapatan merupakan target minimal, sedangkan
biaya adalah target maksimal Perusahaan.
9. Direksi agar mengupayakan yang terbaik (best effort)
dalam mencapai target-target RKAP dengan mengacu
pada prinsip-prinsip GCG dan profesionalisme serta
sesuai dengan ketentuan peraturan perundangundangan. Terkait dengan hal tersebut, Direksi diminta
memiliki rencana serta langkah (contingency plan)
sehingga apabila terjadi perubahan asumsi dan kondisi
bisnis, target RKAP tetap dapat tercapai.
10. Direksi agar selalu berupaya untuk meningkatkan aspek
keselamatan dan kepuasan pelanggan, antara lain
melalui perbaikan fasilitas umum (toilet, musholla, dan
lain-lain), serta perbaikan kualitas terminal penumpang.
11. Direksi agar meningkatkan monitoring dan pembinaan
terhadap kinerja anak Perusahaan. Anak Perusahaan
tersebut pada dasarnya harus meningkatkan nilai BUMN
serta kegiatan bisnisnya menunjang kinerja induk dan
tidak menjadi beban induk.
278
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
a. Letter No. S-464/MBU/2013 dated July 16, 2013,
concerning the Agreement on Development
Cooperation and Operation Hotel in Bali’s airport PT
Angkasa Pura Hotel, which was originally co BOT for
20 years as a cooperative effort (KSU) for 30 years.
b. Letter No. S-231/MBU/2013 dated July 16, 2013
regarding the Approval joint development and
operation of the Airport Hotel at Juanda Airport,
Surabaya and St Hasanuddin Maros- with PT Angkasa
Pura Hotel, which was originally co BOT for 15 years as
a cooperative (KSU) for 30 years.
For this two proposal, the Board of Directors requested
filed separately in accordance with the legislation
in force and include the data and the necessary
supporting documents.
6. With regard to the proposed approval of the operating
period of cooperation between Cargo Terminal and
regulated Agent within a minimum period of 10 (ten) years
between PT Angkasa Pura I (Persero) and PT Angkasa
Pura Logistics. Directors asked to submit separately in
accordance with the legislation in force and include the
data and the necessary supporting documents.
7. CBP that has been legalized is adopted as a guideline
for the Board of Directors in conducting business
activities in 2015, and the Board of Commissioners are
required to conduct the evaluation and supervision of
the implementation of the CBP by always adhering to the
principle of budgetary discipline and report periodically
to Shareholders.
8. CBP that are detailed in the Plan of Operations (RKO)
monthly to guide security CBP targets and disseminated
to all employees of the company. Targets in the field of
production and income is the minimum target, while the
cost is the maximum target company.
9. The Board of Directors in are recommended to make
the best (best effort) in achieving the targets of CBP with
reference to the principles GCG and professionalism
and in accordance with the provisions of the legislation.
Related to the above, the Directors are required to have
a plan and measures (contingency plan) so that in case
of changes in assumptions and business conditions, CBP
targets can still be reached.
10. Board of Directors to always strive to improve the aspects
of safety and customer satisfaction, among others,
through the improvement of public facilities (toilets,
mosque, etc.), as well as the improvement of the quality of
the passenger terminal.
11. The Board of Directors in order to improve the monitoring
and supervision on the performance of the subsidiary.
Subsidiary basically have to increase the value of stateowned enterprises as well as business activities support
the performance of the parent and the parent is not a
burden.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
12. Direksi agar meningkatkan penerapan Teknologi Informasi
pada seluruh kegiatan dan unit kerja perusahaan, antara
lain melalui optimalisasi sistem ERP (Enterprise Resouce
Planning) untuk kegiatan produksi dan pelaporan
keuangan, serta penerapan e-procurement untuk
kegiatan pengadaan barang/jasa.
13. Dalam rangka pelaksanaan pengawasan dan pembinaan
BUMN secara lebih efektif dan efisien, BUMN diminta
untuk melakukan penyampaian data, laporan dan
dokumen kepada Kementerian BUMN secara elektronik,
tepat waktu dan konsisten serta memenuhi seluruh tugas
dan tanggung jawab lainnya sesuai Peraturan Menteri
BUMN Nomor PER-18/MBU/10/2014 tanggal 16 Oktober
2014.
14.Untuk dapat meningkatkan kinerja dan daya saing
perusahaan melalui implementasi teknologi informasi
yang efektif dan efisien agar pemanfaatan dan
pengembangan teknologi informasi BUMN dilakukan
berdasarkan tata kelola TI sebagai bagian dari
Enterprise
Governance
dengan
memperhatikan
Panduan Penyusunan Pengelolaan TI BUMN sesuai
Peraturan Menteri BUMN Nomor: PER-02/MBU/2013
dan melaporkan hasil monitoring dan evaluasi atas
pelaksanaan master plan TI secara berkala dalam
Laporan Manajemen BUMN.
15.Dalam rangka memberikan pelayanan yang optimal
kepada masyrakat pengguna jasa transportasi udara,
Direksi minta untuk; 1) menyelesaikan kewajiban terhadap
hubungan kerjasama penggunaan lahan/bangunan milik
instansi lain, 2) mengutamakan pelayanan penumpang
dan barang yang seimbang dengan penyediaan fasilitas
komersial yang bersinggungan dengan pelayanan, dan
3) melakukan pengelolaan keamanan bagi penumpang
dan barang sesuai standar keamanan yang ditetapkan,
4) serta mengelola parkir dan kendaraan umum yang
menjamin keamanan dan kenyamanan penumpang di
area bandar udara.
16. Direksi agar memperhatikan dengan sungguh-sungguh
pemenuhan kewajiban perpajakan dan ketentuan
ketenagakerjaan termasuk menyelesaikan permasalah
tenaga kerja outsourcing di perusahaan, sesuai peraturan
perundang-undangan yang berlaku.
17.Direksi agar mengupayakan penyampaian laporan
keuangan tahun buku 2014 yang telah diaudit oleh Kantor
Akuntan Publik kepada Pemegang Saham selambatlambatnya pada akhir Bulan Februari.
18. Direksi diminta untuk menindaklanjuti dan menyelesaikan
secara tuntas terhadap temuan, catatan dan saran/
rekomendasi KAP dan BPK-RI, termasuk temuan dan
rekomendasi yang belum selesai ditindaklanjuti. Progres
tindak lanjuti atas temuan tersebut agar dibahas
bersama Dewan Komisaris dan disampaikan kepada
Menteri BUMN secara berkala.
19.Sebagai tindak lanjut Kontrak Manajemen yang di
dalamnya terdapat Key Performance Indicator (KPI) dan
telah disepakati, agar disusuk KPI secara berjenjang
untuk setiap level manajemen dan anak perusahaan.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
12. Board of Directors to increase penerapat information
technology in all activities and work units, among other
things through the optimization of ERP (Enterprise Resouce
Planning) for production activities and financial reporting,
as well as the implementation of e-procurement for the
procurement of goods/services.
13. In the framework of the implementation of the supervision
and oversight of state-owned enterprises more effectively
and efficiently, SOEs are required to carry out the delivery
of data, reports and documents electronically to the
minister, in a timely and consistent and fulfill all other
duties and responsibilities in accordance SOE Minister
Regulation No. PER 18/MBU/10/2014 dated October 16,
2014.
14. In order to improve the performance and competitiveness
of enterprises through the implementation of effective
and efficient that the utilization and information
technology development SOE is based IT governance as
part of the Enterprise Governance with regard Guidelines
for Developing Managed IT SOE accordance with the
Regulation of the Minister of SOE No. PER-02/MBU/2013
and report the results of monitoring and evaluation of the
implementation of the master plan for IT regularly in the
Management Report SOE.
15. In order to provide optimal service to the community users
of air transport services, the Board of Directors asked for;
1) settle obligations to the cooperative relationship of land
use/building promiscuous other agencies, 2) prioritizing
the services oenumpang and goods balance with the
provision of commercial facilities in contact with services,
and 3) do pengelilaan security for passengers and goods
in accordance with the security standards set, 4 ) as well
as manage parkin and commercial vehicles that ensure
the safety and comfort of passengers in the airport area.
16. Board of Directors to pay attention to the earnest fulfillment
of tax obligations and conditions of employment including
labor outsourcing resolve the problem in the enterprise,
age legislation in force.
17. The Board of Directors in order to pursue the delivery of
fiscal year 2014 financial statements audited by Public
Accounting Firm to the Shareholders no later than the end
of February.
18. Directors are required to follow up and resolve
completely against the findings, notes and suggestions/
recommendations KAP and BPK-RI, including the findings
and recommendations that have not completed followup. Progress follow up on these findings in order to be
discussed with the Board of Commissioners and submitted
to the minister on a regular basis.
19. As a follow up to the Management Contract in which there
is a Key Performance Indicator (KPI) and has agreed,
in order to gradually accepted KPI for each level of
management and subsidiaries.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
279
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
20.Saran dan arahan Dewan Komisaris yang disampaikan
pada saat RUPS dan melalui surat Nomor: 104/
DK.API/2014 tanggal 1 Desember 2014, agar mendapat
perhatian dan ditindaklanjuti oleh Direksi.
21. Buku RKAP, RKA PKBL, dan Key Performance Indicator (KPI)
yang tertuang dalam Kontrak Manajemen merupakan
bagian yang tidak terpisahkan dari Risalah RUPS.
22.Dalam hal terjadi penyimpangan signifikan atas asumsiasumsi yang digunakan dalam penyusunan RKAP tahun
2015, Direksi dan Dewan Komisaris dapat mengajukan
permohonan revisi paling lambat akhir Triwulan II tahun 2015.
23. Dalam rangka program kemitraan BUMN dengan usaha
kecil dan bina lingkungan (PKBL), maka perlu diperhatikan
hal-hal sebagai berikut.
a.Direksi agar menyampaikan laporan berkala
(Triwulan I sampai dengan IV) secara tepat waktu
sesuai batasan waktu yang ditentukan dalam
Peraturan Menteri Negara BUMN Nomor: PER-05/
MBU/2007 tentang PKBL sebagaimana telah direvisi,
terakhir kali melalui Peraturan Menteri BUMN Nomor:
PER-08/MBU/2013 tentang Perubahan Keempat PER05/MBU/2007 tentang Program Kemitraan BUMN
dengan Usaha Kecil dan Program Bina Lingkungan.
b. Membantu program pemerintah untuk mengentaskan
kemiskinan pada desa-desa tertinggal dengan
penyaluran pinjaman Program kemitraan dan
Program Bina Lingkungan terhadap desa-desa
yang
mempunyai
keunggulan/potensi
untuk
dikembangkan dalam bentuk Desa Binaan. Dengan
demikian, dampak yang diterima oleh masyarakat
lebih efektif dan terukur.
c. Melakukan sinergi antar BUMN Pembina PKBL dan
berkoordinasi dengan BUMN wilayah sehingga
penyaluran lebih fokus dan terarah, dalam rangka
pelaksanaan pembentukan Desa/Kota Binaan tersebut
dapat berjalan lebih efektif dan tepat sasaran.
d. Penyaluran dana Program Bina Lingkungan, agar
difokuskan untuk kegiatan-kegiatan yang mampu
meningkatkan kondisi sosial ekonomi masyarakat
suatu wilayah tertentu. Kegiatan tersebut dapat berupa
pembangunan sarana prasarana umum, bantuan
kebutuhan pokok/dasar masyarakat yang dapt
berdampak langsung bagi pengentasan kemiskinan.
e. Direksi diminta untuk menyusun Standar Operasi
Prosedur (SOP) sebagai dasar internal pelaksanaan
kegiatan Program Kemitraan dan Bina Lingkungan.
Dalam SOP tersebut agar diakomodir pula mengenai
prosedur tanggap darurat penanganan bencana
yang menggunakan dana Program Bina Lingkungan.
f. Untuk pendanaan Program kemitraan dan Bina
Lingkungan yang bersumber dari pembebanan biaya
Perusahaan agar dicatat secara terpisah dari kegiatan
Program Kemitraan dan Bina Lingkungan sebelumnya
dan dimasukkan dalam rekening tersendiri.
280
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
20. Advice and directed by the Board of Commissioners
delivered at the AGM and through letter No. 104/
DK.API/2014 dated December 1, 2014, to gain the attention
and acted upon by the Board of Directors.
21. CBP Books, RKA Partnership, and Key Performance
Indicator (KPI) set out in the Contract Management is an
integral part of the Minutes of the AGM.
22. In the event of a significant deviation on the assumptions
used in the preparation of CBP in 2015, the Board of
Directors and Board of Commissioners may apply for
revision by the end of the second quarter 2015.
23. In the framework of the partnership program with the stateowned enterprises and small enterprises for environmental
development (CSR), it is necessary to note the following.
a. Board of Directors to submit periodic reports (Quarter
I through IV) in a timely manner appropriate time limit
specified in the Minister of State Enterprises number:
PER-05/MBU/2007 concerning the Partnership as
revised, last time through SOE Minister Regulation
No. PER 08/MBU/2013 concerning the Fourth PER05/MBU/2007 on Programs SOE partnership with
the Small Business and Community Development
Program.
b. Assist government programs to reduce poverty in
poor villages with lending program partnerships and
Community Development Program of the villages
which have advantages/potential to be developed
in the form of village Patronage. Thus, the impact
received by the community more effective and
measurable.
c. Synergy among SOEs Pembina Partnership and
coordinate with state-owned distribution area so that
a more focused and directed, in order to implement
the establishment of the Village/Town Patronage can
be more effective and targeted.
d. The distribution of Community Development Program
funds, in order to focus on activities that can improve
socio-economic conditions of a particular region.
Such activities may include the development of public
infrastructure, basic needs assistance/public basic
dapt direct impact for poverty reduction.
e.
Directors are required to prepare Standard
Operating Procedures (SOP) as the basis for the
internal implementation of the Partnership and
Community Development Program. In the SOP to be
accommodated as well as to emergency response
procedures in disaster response using Community
Development Program funds.
f.For
funding
partnerships
and
Community
Development Program sourced from the charging
of the Company to be recorded separately from the
activities of the Partnership Program and Community
Development earlier and put in a separate account.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
PELAKSANAAN RUPS LAPORAN TAHUNAN
TAHUN BUKU 2014
EXECUTION ANNUAL REPORT AGM FOR THE
FINANCIAL YEAR 2014
PENYELENGGARAAN RUPS LAPORAN TAHUNAN
TAHUN BUKU 2014
GMS OF ANNUAL REPORT FOR THE FINANCIAL YEAR
2014
Sesuai dengan surat undangan Direksi Nomor: AP.I.2567/
KU.16/2015/PD-B tanggal 11 Mei 2015, telah diselenggarakan
RUPS Angkasa Pura Airports pada:
Hari, tanggal : Selasa, 12 Mei 2015
Waktu
: 10.30 WIB sampai selesai
Tempat
: Kantor Kementerian BUMN
Ruang Rapat Lt. 9,
Jalan Medan Merderka Selatan No. 13
Jakarta Pusat
In accordance with the letter of invitation Directors Number:
AP.I.2567/KU.16/2015/PD-B dated May 11, 2015, has held the
AGM of Angkasa Pura Airports at:
Day, date
: Tuesday, May 12, 2015
Time
: 10:30 pm until finished
Place
: Office of the Ministry of SOEs
Meeting Room Floor 9,
Jalan Medan South Merderka No. 13
Central Jakarta
AGENDA RUPS LAPORAN TAHUNAN TAHUN BUKU
2014
ANNUAL REPORT AGM AGENDA FOR 2014 FINANCIAL
YEAR
Adapun agenda RUPS Laporan Tahunan Tahun Buku 2014,
sebagai berikut.
1. Persetujuan Laporan Tahunan Perseroan Tahun Buku
2014 mengenai Kegiatan Perseroan dan Pelaksanaan
Tugas Pengawasan Dewan Komisaris, Pengesahan
Laporan Keuangan Perseroan untuk Tahun Buku
yang Berakhir pada tanggal 31 Desember 2014 serta
Pengesahan Laporan Tahunan Program Kemitraan dan
Bina Lingkungan untuk tahun buku 2014.
2. Penetapan Penggunaan Laba Bersih Perseroan untuk
Tahun Buku 2014.
3. Penetapan tantiem Tahun Buku 2015, Gaji, Honorarium
dan Tunjangan serta Fasilitas lainnya bagi Anggota
Direksi dan Dewan Komisaris untuk tahun 2015.
The agenda of the AGM Annual Report for Fiscal Year 2014,
as follows.
1. Approval of the Annual Report for the Financial Year
2014 of the Company’s Activities and Implementation
Supervisory Board of Commissioners, Ratification of the
Company’s Financial Statements for the Fiscal Year Ended
December 31, 2014 and Approval of the Annual Report of
Partnership Program and Community Development for
the financial year 2014.
2. Determination Use of Company Net Profit for Fiscal Year
2014.
3. Determination of the bonus for financial year 2015,
salaries, honoraria and allowances as well as other
facilities for Members of the Board of Directors and the
Board of Commissioners for 2015.
4. Determination of Public Accountant (KAP) Hadori Sugiarto
Adi & Partners for 2015.
4. Penetapan kembali Kantor Akuntan Publik (KAP) Hadori
Sugiarto Adi & Rekan untuk Tahun 2015.
REKAP KEHADIRAN PADA RUPS LAPORAN TAHUNAN
TAHUN BUKU 2014
RECAP OF ATTENDANCE AT THE AGM ANNUAL
REPORT FOR THE FINANCIAL YEAR 2014
RUPS Tahunan 2015 dihadiri oleh Komisaris Utama dan
seluruh anggota Dewan Komisaris, termasuk Ketua dan
anggota Komite yang ada di bawah Dewan Komisaris, serta
Direktur Utama dan seluruh jajaran Direksi.
Annual General Meeting year 2015 was attended by the
Commissioner and the Board of Commissioners, including the
Chairman and members of the Committee under the Board of
Commissioners, as well as the Director and the entire Board
of Directors.
Tabel Kehadiran Pada RUPS Laporan Tahunan Tahun Buku 2014 /
Table Attendance at the AGM Annual Report 2014
Nama
Name
No.
Jabatan
Position
Periode
Period
Hadir
Attendance
1
Suratto Siswodihardjo
Komisaris Utama/ Komisaris Independen/
President Commissioner/ Independent
Commissioner
21 Juli 2010 - 29 Oktober 2015 /
21 July 2010 - 29 October 2015
√
2
Hermanto Dwiatmoko
Komisaris / Commissioner
17 Oktober 2014 - 29 Oktober 2015 /
17 October 2014 - 29 October 2015
√
3
Dwi Ary Purnomo
Komisaris / Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
4
Boy Syahril Qamar
Komisaris Independen /
Independent Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
5
Anandy Wati
Komisaris / Commissioner
7 April 2014 – sekarang /
7 April 2014 – now
√
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
281
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Nama
Name
No.
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Jabatan
Position
Periode
Period
Hadir
Attendance
6
Tommy Soetomo
Direktur Utama / President Director
21 Juli 2010 – 22 Juni 2015 /
21 July 2010 – 22 June 2015
√
7
Gunawan Agus Subrata
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
√
8
Robert Daniel Waloni
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
√
9
Yushan Sayuti
Direktur / Director
21 Juli 2010 - 9 November 2015 /
21 July 2010 - 9 November 2015
√
10
Polana Banguningsih Pramesti
Direktur / Director
10 April 2013 – sekarang /
10 April 2013 – now
√
KEPUTUSAN RUPS LAPORAN TAHUNAN TAHUN BUKU
2014
DECISION OF ANNUAL REPORT AGM FOR FINANCIAL
YEAR 2014
Pada tanggal 12 Mei 2015, Angkasa Pura Airports telah
menyelenggarakan Rapat Umum Pemegang Saham Tahunan
dengan keputusan sebagai berikut.
1. a.Menyetujui Laporan Tahunan yang disampaikan
Direksi mengenai keadaan jalannya Perseroan selama
Tahun Buku 2014 termasuk laporan Pelaksanaan
Tugas Pengwasan Dewan Komisaris selama Tahun
Buku 2014.
b. Mengesahkan laporan Keuangan Perseroan untuk
Tahun Buku yang berakhir pada tanggal 31 Desember
2014 yang telah diaudit oleh Kantor Akuntan Publik
(KAP) Hadori Sugiarto Adi & Rekan sebagaimana
dimuat dalam laporannya Nomor: 11/LAI-API/SBY 1/
II/2015 tanggal 20 Februari 2015 dengan pendapat
wajar dalam semua hal yang material, sekaligus
memberikan pelunasan dan pembebasan tanggung
jawab sepenuhnya (volledig acquit et de charge)
kepada Direksi dan Dewan Komisaris Perseroan
atas tindakan pengurusan dan pengawasan yang
telah dijalankan selama Tahun Buku 2014, sepanjang
tindakan tersebut bukan merupakan tindakan pidana
atau tidak melanggar ketentuan dan peraturan
hukum yang berlaku dan tercermin di dalam Laporan
Tahunan dan Laporan Keuangan Perseroan, dengan
pokok-pokok sebagai berikut.
1) Laporan Posisi Keuangan
On May 12, 2015, Angkasa Pura Airports has organized the
General Meeting of Shareholders with the following decisions.
(dalam ribuan Rupiah)
1. a. Approve the Annual Report submitted by Directors
regarding the state of the course of the Company for
FY 2014 including statements pengwasan BOC Duties
during the Fiscal Year 2014.
b. To ratify the financial statements of the Company for
the year ended December 31, 2014 audited by Public
Accounting Firm (KAP) Hadori Sugiarto Adi & Partners
as contained in its report No. 11/LAI-API/SBY 1/II/2015
dated February 20 2015 with the reasonable opinion
in all material respects, while providing a release
and discharge full responsibility (volledig acquit et
de charge) to the Board of Directors and Board of
Commissioners for the actions of management and
supervision have been implemented for FY 2014, all the
action is not an action criminal or not in violation of the
rules and regulations applicable laws and reflected
in the Annual Report and Financial Statements of the
Company, with the main topics as follows.
1) Statement of Financial Position
(in thousands Rupiah)
Uraian
Descriptions
31 Desember 2014
December 31, 2014
ASET / ASSETS
Aset lancar / Current assets
2.636.161.302
Aset Tidak lancar / Non current assets
- Piutang Jangka Panjang / Long term debt
45.270.604
- Investasi Jangka Panjang / Long term investment
135.758.230
- Aset Pajak Tangguhan / Deferred tax assets
- Properti Investasi-Bersih / Property Investment – Net
- Aset Tetap-Bersih / Fixed Asset
- Aset Dalam Penyelesaian / Construction In Progress
- Aset Tidak Lancar Lainnya / Other NCA
282
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
3.933.286
160.595.003
11.208.184.825
1.622.207.733
18.715.060
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Uraian
Descriptions
Laporan Keuangan
Financial Report
31 Desember 2014
December 31, 2014
JUMLAH ASET / Total Asset
15.830.826.042
LIABILITAS / LIABILITY
Liabilitas Jangka Pendek / Short term liability
2.841.758.681
Liabilitas Jangka Panjang / Long term liability
2.588.292.605
EKUITAS / EQUITY
- Modal Saham / Capital Stock
3.488.245.000
- Cadangan Lainnya / Other Provisions
2.617.123.262
- Penyertaan Modal Negara / State Capital Investment
2.926.166.059
- BPYBDS
255.096.706
- Nilai Buku Aset Tetap Kenavigasian / Fixed Asset Book Value Navigation
139.255.232
- L/R yang belum direalisasikan atas efek / unrealized profit or loss on securities
- saldo laba belum Ditentukan Penggunaanya /
retained earnings has not been determined for its use
928.601.520
- Kepentingan Non Pengendali / Non Controling Interest
1.455.379
JUMLAH LIABILITAS DAN EKUITAS / Total Liability and Equity
2) Laporan Laba Rugi Komprehensif
44.831.597
15.830.826.042
2) Comprehensive Profit or Loss Report
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
31 Desember 2014
December 31, 2014
Pendapatan Operasional / Operational Income
4.583.535.770
Beban Operasional / Operational Expense
3.406.096.055
Laba (Rugi) Operasional / Operational Profit (Loss)
1.177.439.715
Pendapatan Non Operasional / Non operational income
256.032.223
Beban Non Operasional / Non operational expense
254.064.075
Laba Sebelum Pajak Penghasilan / Profit before income tax
1.179.407.863
Pajak Penghasilan / Income tax
250.499.347
Kepentingan Non Pengendali / Non Controling Interest
306.996
Laba Bersih Tahun Berjalan Entitas Induk / Current Year Net Profit Parent Entity
c. Mengesahkan Laporan Tahunan Program Kemitraan
dan Bina Lingkungan Tahun Buku yang berakhir pada
tanggal 3 Desember 2014 yang telah diaudit oleh
Kantor Akuntan Publik Hadori Sugiarto Adi & Rekan
sebagaimana dimuat dalam laporannya Nomor:
11D/LAI-PKBL/API/SBY 1/II/15 tanggal 20 Februari
2015, dengan pendapat wajar dalam semua hal
yang material, sekaligus memberikan pelunasan dan
pembebasan tanggung jawab (acquit et de charge)
kepada Direksi dan Dewan Komisaris Perseroan atas
tindakan pengurusan dan pengawasan PKBL yang
telah dijalankan selama Tahun Buku 31 Desember
2014, sepanjang tindakan tersebut bukan merupakan
tindak pidana atau tidak melanggar ketentuan dan
peraturan hukum yang berlaku dan tercermin di
dalam Laporan Tahunan Perseroan, dengan pokokpokok sebagai berikut.
928.601.520
c. Ratified the Annual Report of Partnership Program
and Community Development Financial Year ended
on December 3, 2014 audited by Public Accounting
Firm Hadori Sugiarto Adi & Partners as contained
in its report No. 11D/LAI-CSR/API/SBY 1/II/15 dated
February 20, 2015, in the fair opinion in all material
respects, while providing a release and discharge of
responsibility (acquit et de charge) to the Board of
Directors and Board of Commissioners for the actions
of management and supervision Partnership which
has been run during the Financial Year December
31, 2014, epanjang action is not a criminal offense or
violate the rules and regulations applicable laws and
reflected in the Company’s Annual Report, with the
main topics as follows.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
283
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Description
31 Desember 2014
December 31, 2014
Total aktiva/Pasiva / Total activa/passiva
Rp45.485.649.179
Pendapatan / Revenue
Rp15.628.653.995
Jumlah beban / Total expense
Rp23.017.758.160
Piutang Pinjaman Mitra Binaan Bersih / Partnership Program Receivable
Rp33.010.662.497
Penyaluran pinjaman kemitraan / Distribution of Partnership Loan
Rp21.077.000.000
Dana Pembinaan Kemitraan/hibah / Grant
Rp2.722.048.827
Tingkat Efektivitas Penyaluran Dana / Effectiveness of Fund Distribution
% 94.60
Tingkat Kolektibilitas Pinjaman / Partnership Receivable Collection
% 84.24
Penyaluran Bina Lingkungan – Dana Laba BL BUMN Pembina /
Distribution of Partnership Loan - Fund from Net Income
Rp1.783.504.652
Penyaluran Bina Lingkungan- Dana BL Pembina /
Distrubution of Partnership Loan from PKBL Pund
284
Rp14.034.803.684
2.Menyetujui penggunaan Laba Bersih Perseroan
yang diatribusikan kepada entitas induk sebesar
Rp928.601.520.000,00 dengan alokasi untuk:
a.Sebesar 20% dari laba bersih atau sejumlah
Rp185.720.304.000,00 dibagikan sebagai dividen.
b.Sebesar 80% dari laba bersih atau sejumlah
Rp742.881.216.000,00 untuk cadangan.
2. Approved the use of net profit attributable to the parent
entity of Rp928.601.520.000,00 allocations for:
RUPS memberi wewenang kepada Direksi Perseroan
untuk melaksanakan pembayaran dividen sesuai
ketentuan dan peraturan perundangan.
3.Tantiem Tahun Buku 2014, Gaji, Honorarium dan
Tunjangan serta Fasilitas Lainnya bagi anggota Direksi
dan Dewan Komisaris untuk Tahun 2015 akan ditetapkan
dalam keputusan sendiri.
4. Menyetujui pendapatan kembali Kantor Akuntan Publik
(KAP) Hadori Sugiarto Adi & Rekan untuk melakukan audit
atas Laporan Keuangan PT Angkasa Pura I (Persero) untuk
Tahun Buku yang akan berakhir pada 31 Desember 2015
dan Laporan Keuangan Program Kemitraan dan Bina
Lingkungan (PKBL) PT Angkasa Pura I (Persero) untuk
Tahun Buku yang akan berakhir pada 31 Desember 2015.
ARAHAN RUPS LAPORAN TAHUNAN TAHUN BUKU
2014
DIRECTION OF ANNUAL REPORT AGM FOR
FINANCIAL YEAR 2014
Hasil RUPS Laporan Tahunan Tahun Buku 2014 menghasilkan
keputusan yang ditetapkan oleh Pemegang Saham, selain
membuat keputusan Pemegang Saham juga mengeluarkan
arahan RUPS yang menjadi perhatian penting bagi Dewan
Komisaris dan Direksi. Direksi dengan pengawasan Dewan
Komisaris agar:
1. Menindaklanjuti dan menyelesaikan secara tuntas
temuan, catatan, saran dan rekomendasi baik auditor
eksternal (BPK RI dan/atau KAP) maupun auditor internal
(SPI) tahun 2014 dan tahun-tahun sebelumnya. Tindak
lanjut penyelesaian temuan/saran auditor agar dibahas
secara komprehensif dengan Dewan Komisaris dan
dilaporkan secara tertulis kepada Pemegang Saham.
Results of AGM Annual Report 2014 resulted in the decision set
forth by the shareholders, in addition to making a decision,
Shareholders also issued directives AGM is an important
concern for the Board of Commissioners and Board of
Directors. Directors with the supervision of the Board of
Commissioners in order to:
1. Follow up and resolve completely the findings, notes, good
advice and recommendations of the external auditor
(BPK RI and/or KAP) and internal auditors (SPI) in 2014
and in previous years. Follow-up completion findings/
suggestions to be discussed comprehensively auditor with
BOC and reported in writing to Shareholders.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
a. 20% of the net income Rp185.720.304.000,00 amount
distributed as dividends.
b. 80% of the net profit or some Rp742.881.216.000,00 to
spare.
AGM authorized the Board of Directors to implement
the payment of dividends corresponding rules and
regulations.
3. Bonus for Fiscal Year 2014, Salaries, Wages and Benefits
and Other Facilities Board of Directors and the Board of
Commissioners for the Year 2015 will be determined in the
decision itself.
4. To approve the revenue back Public Accounting Firm
(KAP) Hadori Sugiarto Adi & Colleagues to audit the
financial statement of PT Angkasa Pura 1 (Persero) for the
year will end on December 31, 2015 and Financial Report
of Partnership and Community Development (CSR) PT
Angkasa Pura I (Persero) for the year that will end on 31
December 2015.
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
2. Mengupayakan efisiensi biaya Perusahaan khususnya
terhadap biaya-biaya operasional yang tidak berkaitan
langsung peningkatan layanan, keamanan dan
pemeliharaan.
3.Menyelesaikan proses penerimaan aset Bantuan
Pemerintah Yang Belum Ditetapkan Statusnya (BPYBDS)
yang telah dicatat dalam laporan keuangan PT Angkasa
Pura I (Persero) dengan mendefinitifkan Berita Acara
Serah Terima (BAST).
4. Menyampaikan laporan secara tepat waktu melalui portal
kementerian BUMN dan senantiasa memperbaharui
data informasi di portal tersebut yang terdiri dari portal
Financial Information System, Portal Aset, Portal SDM,
Portal PKBL dan Portal Publik serta melaporkannya
kepada unit pengelola portal.
5. Menyampaikan data, laporan dan dokumen kepada
Kementrian BUMN secara elektronik secara tepat
waktu dan konsisten serta memenuhi seluruh tugas dan
tanggung jawab lainnya sesuai Peraturan Menteri BUMN
Nomor PER-18/MBU/10/2014.
2. Promote the cost efficiency of the Company in particular
to operational costs not directly related service
enhancement, security and maintenance.
PELAKSANAAN RUPS RKAP TAHUN 2014
IMPLEMENTATION OF CBP AGM 2014
Sesuai dengan surat undangan Direksi Perseroan (Persero)
PT Angkasa Pura I Nomor AP.I.7251/KU.01/2013/PD-B tanggal
23 Desember 2013, telah diselenggarakan RUPS PT Angkasa
Pura I (Persero) pada:
Hari/Tanggal
: Selasa, 24 Desember 2013
Pukul
: 10.00 – 11.00 WIB
Tempat
: Ruang Rapat Lantai 12A,
Gedung Kementerian BUMN
Jl. Medan Merdeka Selatan 13,
Jakarta Pusat
In accordance with the letter of invitation Directors of the
Company (Persero) PT Angkasa Pura I Number AP.I.7251/
KU.01/2013/PD-B dated December 23, 2013, has held the
AGM PT Angkasa Pura I (Persero) on:
Day / Date
: Tuesday, December 24, 2013
Time
: 10:00 to 11:00 pm
Venue
: Meeting Room Floor 12A,
SOE Ministry Building
Jl. Medan Merdeka Selatan 13,
Central Jakarta
Agenda dan Keputusan RUPS RKAP tahun 2014 adalah
sebagai berikut.
CBP AGM Agenda and Decisions 2014 is as follows.
AGENDA RUPS RKAP TAHUN 2014
CBP in AGM AGENDA 2014
Adapun agenda yang dibahas pada RUPS RKAP Tahun 2014
sebagai berikut.
1. Persetujuan Rencana Kerja dan Anggaran Perusahaan
Tahun 2014 serta Rencana Kerja dan Anggaran program
Kemitraan dan Bina Lingkungan Tahun 2014;
2.Persetujuan Key Performance Indicators (KPI) yang
tertuang dalam Kontrak Manajemen Tahun 2014 antara
Direksi dan Dewan Komisaris dengan pemegang Saham.
The agenda discussed at the AGM CBP 2014 as follows.
KEPUTUSAN RUPS RKAP TAHUN 2014
DECISION of CBP in AGM 2014
Adapun keputusan RUPS atas RKAP dan RKA PKBL Angkasa
Pura Airports tahun 2014, maka RUPS memutuskan hal-hal
sebagai berikut.
1. Menyetujui RKAP dan RKA PKBL tahun 2014, dengan
pokok-pokok sebagai berikut.
a. Asumsi-asumsi Pokok
- Pertumbuhan ekonomi 6,0%, tingkat inflasi 5,5%.
- Kurs Valuta Asing US $ 1 = Rp10.500,00
As for the decision of the AGM on CBP and RKA Partnership
Angkasa Pura Airports 2014 , the AGM resolved as follows.
3. Complete the process of acceptance of the Government’s
assets Aid Unspecified status (BPYBDS) were recorded in
the financial statements of PT Angkasa Pura I (Persero)
with mendefinitifkan Handover (BAST).
4. Delivering a report in a timely manner through the
portal and the ministry of state enterprises continue to
update information data in the portal consisting of portal
Financial Information System, Asset Portal, Portal HR, CSR
Portal and Portal Public and report it to the management
unit of the portal.
5. Delivering the data, reports and documents to the Ministry
of SOEs electronically in a timely and consistent and fulfill
all other duties and responsibilities in accordance SOE
Minister Regulation No. PER-18/MBU/10/2014.
1. Approval of the Work Plan and Budget 2014 and Plans
Work and Budget Partnership Program and Community
Development 2014 ;
2. Approval of Key Performance Indicators (KPI) that is contained
in the Management Contract of 2014 between the Board of
Directors and the Board of Commissioners with shareholders.
1. Approve CBP and RKA Partnership in 2014 , with the
following points.
a. Assumptions Principal
- Economic growth of 6.0 % , inflation rate of 5.5 % .
- Valutas Foreign Exchange Rate US $ 1 =
Rp10.500,00
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
285
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
b. Target Pendapatan Operasional
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
b. Operating Income Target
(dalam ribuan Rupiah)
(in thousands Rupiah)
Uraian
Descriptions
Nilai
Score
Pendapatan Aeronatika / Aeronathic Income
PJP4U
349.149
PJP2U
2.211.575
Pemakaian Aviobridge / Aviobridge Usage
108.228
Pendapatan Non Aeronautika / Non Aeronautic Income
Pemakaian Counter / Counter usage
136.567
Baggage Handling System
31.596
Pamakaian Listrik / Electricity usage
56.372
Pemakaian Telepon / Telephone usage
13.137
Pemakaian Air / Water usage
5.354
Pemakaian Ruang Tunggu / Waiting room usage
101.102
Parkir Kendaraan / Vehicle parking
28.663
Anjungan/Peron / Platform
733
Pas Bandara / Airport pass
4.410
Konsesi / Consession
703.230
Warehousing
97.759
Pendapatan operasional anak perusahaan / Operational income – subsidiary
Jumlah / Total
c. Laporan laba-rugi konsolidasian
Laba setelah pajak konsolidasi tahun 2014 ditargetkan
sebesar Rp602.130 juta, dengan rincian sebagai
berikut.
(dalam ribuan Rupiah)
5.144.970
c . Consolidated income statement
The consolidated profit after tax in 2014 is targeted at
Rp602.130 million, with details as follows.
(in thousands Rupiah)
Pendapatan Operasional / Operational revenue
5.144.970
Beban Operasional / Operational expense
4.249.964
Laba Operasional / Operational Income
Pendapatan Lain-lain / Other income
Beban Lain-lain / Other expense
Laba Sebelum Pajak / Income before tax
Pajak Penghasilan Badan / corporate income tax
Laba (rugi) Bersih / Net profit (loss)
286
713.439
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
895.006
83.914
217.996
760.924
(158.794)
602.130
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
d. Laporan posisi keuangan konsolidasian
Laporan
posisi
keuangan
konsolidasian per
31 Desember 2014 dianggarkan ditutup dengan jumlah
aset dan liabilitas dan ekuitas masing-masing sebesar
Rp17.053.511 juta, dengan rincian sebagai berikut.
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
d . The consolidated financial statements
The consolidated financial statements per December
31, 2014 closed with a budgeted amount of assets and
liabilities and equity respectively Rp17.053.511 million,
with details as follows.
Aset / Assets
(dalam juta Rupiah)
Aset Lancar / Current Assets
(in million Rupiah)
1.723.120
Aset Tidak Lancar / Non Current Assets
15.330.391
Jumlah Aset / Total Assets
17.053.511
Liabilitas dan Ekuitas / Liabilities and Equity
(dalam juta Rupiah)
Liabilitas Jangka Pendek / Short-term liabilities
Liabilitas Jangka Panjang / Long-Term Liabilities
(in million Rupiah)
1.780.138
5.012.585
Ekuitas / Equity
10.260.788
Jumlah Liabilitas dan Ekuitas / Total Liabilities and Equity
17.053.511
e.Investasi
Investasi tahun 2014 dianggarkan Rp5.894.505 juta,
dengan rincian sebagai berikut.
e . Investment
Investments in 2014 are budgeted Rp5.894.505
million, with details as follows.
(dalam juta Rupiah)
Rutin non ATS / Routine non ATS
(in million Rupiah)
2.621.162
Non Rutin / Non Routine
3.273.343
Jumlah Investasi / Total investments
5.894.505
f. Program Kemitraan dan Bina Lingkungan
Menyetujui Rencana Kerja dan Anggaran Program
Kemitraan dan Bina Lingkungan Tahun 2014
sebagaimana Risalah Rapat Pembinaan Penyusunan
RKA PKBL PT Angkasa Pura I (Persero) Nomor RIS-83/
D5.MBU/RKA PKBL 2012 tanggal 18 Desember 2013,
dengan pokok-pokok sebagai berikut.
- Program Kemitraan
f. Partnership and Community Development Program
Approved the Work Plan and Budget Partnership
and Community Development Program of 2014 as
the Minutes of Meeting Formulation Development
Partnership RKA PT Angkasa Pura I (Persero) No. RIS83/D5.MBU/RKA Partnership 2012 dated 18 December
2013 , with the following points .
- Partnership Program
(dalam juta Rupiah)
Saldo Awal / Beginning Balance
4.276
Penerimaan / Receipts
26.953
Pengeluaran / Expenditure
29.862
Saldo Akhir / Ending Balance
-
(in million Rupiah)
Program Bina Lingkungan
1.367
- Community Development Program
(dalam juta Rupiah)
Saldo Awal / Beginning Balance
(in million Rupiah)
966
Penerimaan / Receipts
18.196
Pengeluaran / expenditure
18.206
Saldo Akhir / Ending Balance
956
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
287
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Pada tahun 2014, PT Angkasa Pura I (Persero)
juga dianggarkan dana CSR (Corporate Social
Responsibility) sebesar Rp2.000 juta.
In 2014, PT Angkasa Pura I (Persero) also budgeted
funds CSR (Corporate Social Responsibility) Rp2.000
million.
g. Rencana Kerja dan Anggaran Dewan Komisaris
Menyetujui Rencana Kerja dan Anggaran Dewan
Komisaris PT Angkasa Pura I (Persero) tahun 2014
sebagai bagian dari RKAP.
g. Work Plan and Budget of BOC
Approving the Work Plan and Budget of Board of
Commissioners of PT Angkasa Pura I ( Persero ) in
2014 as part of the CBP .
2.Menyetujui Key Performance Indicators (KPI) yang
disusun dengan Kriteria Penilaian Kinerja Unggul (KPKU)
dan tertuang dalam Kontrak Manajemen Tahun 2014
antara Pemegang Saham, Direksi dan Dewan Komisaris
PT Angkasa Pura I (Persero).
2. Approving the Key Performance Indicators (KPI) which
arranged with Superior Performance Assessment Criteria
(KPKU) and contained in the Management Contract of
2014 between the shareholders, the Board of Directors and
Board of Commissioners of PT Angkasa Pura I (Persero).
KEHADIRAN RUPS RKAP TAHUN 2014
ATTENDANCE OF CBP AGM YEAR 2014
Dewan Komisaris dan Direksi yang mengikuti RUPS RKAP
Tahun 2014 adalah sebagai berikut.
Board of Commissioners and the Board of Directors attending
the CBP AGM 2014 is as follows.
Tabel Kehadiran Pada RUPS RKAP Tahun 2014 / Attendance table in CBP AGM year 2014
Nama
Name
No.
288
Jabatan
Position
1.
Suratto Siswodihardjo
Komisaris Utama/Komisaris
Independen / President
Commissioner/ Independent
Commissioner
2.
Hakamuddin Djamal
3.
Askolani
Periode
Period
Hadir Tidak Hadir
Present Not Present
21 Juli 2010 - 29 Oktober 2015 /
21 July 2010 - 29 October 2015
√
Komisaris / Commissioner
8 November 2012 - 15 Maret
2015 / 8 November 2012 - 15
March 2015
√
Komisaris / Commissioner
2 Juli 2013 - 7 April 2014 /
2 July 2013 – 7 April 2014
√
26 November 2012 - 7 April
2014 / 26 November 2012 – 7
April 2014
√
21 Juli 2010 – 22 Juni 2015 /
21 July 2010 – 22 June 2015
√
√
Keterangan
Information
4.
B. Didik Prasetyo
Komisaris / Commissioner
5.
Tommy Soetomo
Direktur Utama /
President Director
6.
Gunawan Agus Subrata Direktur / Director
21 Juli 2010 - 9 November 2015
/ 21 July 2010 - 9 November
2015
7.
Daan Achmad
Direktur / Director
10 April 2013 – 15 Januari 2015 /
10 April 2013 – 15 January 2015
√
Dinas Luar Negeri /
On Foreign Duty
8.
Robert Daniel Waloni
Direktur / Director
21 Juli 2010 - 9 November 2015
/ 21 Juli 2010 - 9 November
2015
√
Cuti / Off Work
9.
Yushan Sayuti
Direktur / Director
21 Juli 2010 - 9 November 2015
/ 21 July 2010 - 9 November
2015
√
10.
Polana Banguningsih
Pramesti
Direktur / Director
10 April 2013 – sekarang /
10 April 2013 – sekarang
√
ARAHAN RUPS RKAP TAHUN 2014 DAN REALISASINYA
DIRECTIONS OF CBP AGM 2014 AND REALIZATION
Pada RUPS RKAP Tahun 2014, Pemegang Saham memberikan
arahan yang menjadi perhatian bagi para Dewan Komisaris
dan Direksi. Adapun arahan RUPS RKAP Tahun 2014 dan
realisasinya sebagai berikut.
At CBP AGM 2014, the Shareholders give directives concern
to the Board of Commissioners and Board of Directors. As for
the direction of GMS CBP 2014 and its realization as follows.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
Tabel Arahan RUPS RKAP Tahun 2014 dan Realisasinya / Table Tutorial GMS CBP 2014 and Realization
Arahan RUPS
Tutorial GMS
Realisasi
Realization
Terhadap rencana penambahan modal disetor
anak perusahaan, yaitu PT Angkasa Pura Properti
sebesar Rp126 miliar, Direksi agar mengajukan
usulan secara tersendiri yang dilengkapi dengan
data dan dokumen pendukung yang diperlukan,
antara lain kajian kelayakan, tanggapan Dewan
Komisaris, Pakta Integritas, dll.
Against the plan to increase the paid up capital
of the subsidiary, PT Angkasa Pura Properti of
Rp126 billion, the Board of Directors in order to
propose individually equipped with data and
the necessary supporting documents, including
feasibility studies, the response of the Board of
Commissioners, the Integrity Pact, etc.
Telah terealisasi /Has been realized
Dalam rangka kelancaran proses serah
terima aset kenavigasian PT Angkasa Pura I
(Persero) kepada Perum LPPNPI, Direksi agar
berkoordinasi secara intensif dengan instansi
terkait, termasuk dalam penentuan nilai definitif
aset yang dialihkan. Laporan perkembangan
atas pelaksanaan hal tersebut agar disampaikan
secara periodik kepada kementerian BUMN.
In order to smooth the process of transferring
assets kenavigasian PT Angkasa Pura I (Persero)
to Perum LPPNPI, the Board of Directors to
coordinate closely with the relevant agencies,
including the determination of the definitive value
of the assets transferred. a progress report on
the implementation of this order to be submitted
periodically to the ministry of state enterprises.
Telah terealisasi / Has been realized
Direksi agar meningkatkan kontribusi pendapatan
non aeronautika dan fokus untuk meningkatkan
kinerja bandara yang masih merugi. Direksi
agar meningkatkan monitoring dan pembinaan
terhadap kinerja anak perusahaan, khususnya
yang saat ini dalam kondisi merugi. Anak
perusahaan tersebut pada dasarnya harus
meningkatkan nilai BUMN serta kegiatan
bisnisnya menunjang kinerja induk sehingga tidak
menjadi beban induk.
Board of Directors to increase the contribution
of non-aeronautical revenues and a focus on
improving the performance of the airport is still
losing money. The Board of Directors in order to
improve the monitoring and supervision on the
performance of subsidiaries, particularly those
currently in adverse conditions. Subsidiaries are
basically should increase the value of state-owned
enterprises as well as business activities support
the performance of the parent so that the parent
is not a burden.
Telah terealisasi / Has been realized
Direksi diminta meningkatkan pengaturan
dan penataan slot penerbangan sehingga
trafik bandara dapat lebih optimal, khususnya
terhadap bandara-bandara yang sudah sangat
padat. Direksi agar melakukan koordinasi dengan
maskapai penerbangan dalam rangka promosi
destinasi ke kota-kota tertentu yang memiliki
prospek pengembangan wisata.
Directors asked menbingkatkan setting and
arrangement of airport flight slots so that traffic
can be optimized, particularly to airports that
have been very solid. The Board of Directors in
order to coordinate with the airline in order to
promote the destination to certain cities that have
tourist development prospects.
Direksi agar menyampaikan laporan keuangan
tahun buku 2013 yang telah diaudit oleh Kantor
Akuntan Publik selambat-lambatnya pada akhir
bulan Februari 2014.
Board of Directors to submit the financial
statements of fiscal year 2013 that have been
audited by Public Accountant Office no later than
the end of February 2014.
Telah terealisasi / Has been realized
Untuk
mendukung
pelaksanaan
tugas
kementerian BUMN serta meningkatkan kualitas
pengawasan dan pembinaan BUMN, Direksi
agar melakukan monitoring dan updating data
pada 5 (lima) portal BUMN, yakni Portal Financial
Information System, Portal Aser, Portal SDM,
Portal PKBL, dan Portal Publik.
To facilitate the task ministry of state enterprises
and to improve the quality of supervision and
oversight of SOEs, the Board of Directors in order
to carry out monitoring and updating of data on
the five (5) portal SOEs, namely the Financial
Information System Portal, Portal Aser, HR Portal,
Portal Partnership, and Public Portal.
Telah terealisasi / Has been realized
Kondisi ekonomi dan bisnis pada tahun 2014 akan
banyak dipengaruhi oleh dinamika perpolitikan
dalam negeri terkait dengan Pemilu serta adanya
fluktuasi kurs Rupiah terhadap US Dolar yang
cukup tinggi. Oleh sebab itu, Direksi perlu memiliki
rencana serta langkah antisipasi (contigency
plan) sehingga apabila terjadi perubahan asumsi
dan kondisi bisnis, target RKAP 2014 tetap dapat
tercapai.
Economic and business conditions in 2014 will be
heavily influenced by the dynamics of domestic
politics in election-related as well as exchange
rate fluctuations rupiah against the US dollar
is quite high. Therefore, the Board of Directors
need to have a plan as well as the anticipation
(contingency plan) so that in case of changes in
assumptions and business conditions, the target
RKAP 2014 can still be achieved.
Telah terealisasi / Has been realized
Sebagai tindak lanjut Kontrak Manajemen yang
di dalamnya terdapat Key performance Indicators
(KPI) dan telah disepakati, agar disusun KPI
secara berjenjang untuk setiap level manajemen
dan anak perusahaan.
As a follow up to the Management Contract in
which there are Key Performance Indicators
(KPI) and has been agreed upon, so that KPIs are
arranged in stages to every level of management
and subsidiaries.
Telah terealisasi / Has been realized
KPI untuk level manajemen sudah
terealisasi, namun untuk KPI anak
perusahaan belum terealisasi secara
keseluruhan, karena untuk KPI anak
perusahaan masih dalam penyusunan.
/ KPIs for management level has been
realized, but for KPI subsidiaries have
not been realized as a whole, due to the
subsidiary of KPI is still in preparation.
PT Angkasa Pura I (PERSERO) | 2015 Annual Report
289
Laporan Manajemen
Management Report
Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussions and Analysis
Arahan RUPS
Tutorial GMS
RKAP yang disahkan ini merupakan pedoman
bagi Direksi dalam menjalankan kegiatan usaha
tahun 2014, dan Dewan Komisaris diminta untuk
melakukan evaluasi dan pengawasan atas
pelaksanaan RKAP dengan selalu berpegang pada
prinsip disiplin anggaran dan melaporkannya
secara berkala kepada Pemegang Saham.
CBP adopted a perdoman Directors in conducting
business activities in 2014, and the Board of
Commissioners are required to conduct the
evaluation and supervision of the implementation
of the CBP by always adhering to the principle of
budgetary discipline and report periodically to
Shareholders.
Buku RKAP, RKA, PKBL, tanggapan tertulis Dewan
Komisaris, Key Performance Indocators (KPI) yang
tertuang dalam Kontrak Manajemen dan KPI
Dewan Komisaris merupakan bagian yang tidak
terpisahkan dari Risalah RUPS ini.
CBP book, RKA, CSR, written responses BOC,
Key Performance Indocators (KPI) set out in the
Contract Management and KPI BOC is an integral
part of the Minutes of this AGM.
Telah terealisasi / Has been realized
Telah terealisasi / Has been realized
PELAKSANAAN RUPS LAPORAN TAHUNAN 2014
UNTUK TAHUN BUKU 2013
EXECUTION OF ANNUAL REPORT AGM 2014 FOR
FINANCIAL YEAR 2013
Pelaksanaan RUPS Laporan Tahunan Tahun Buku 2013
dilaksanakan pada:
Hari/tanggal : Senin, 24 Maret 2014
Waktu : 10.00 – 11.00 WIB
Tempat
: Ruang Rapat Lantai 12A
Kantor Kementerian BUMN
Jalan Medan Merdeka Selatan No.13
Jakarta Pusat
Implementation GMS Annual Report 2013 held on:
AGENDA RUPS LAPORAN TAHUNAN 2014 UNTUK
TAHUN BUKU 2013
AGENDA OF ANNUAL REPORT AGM 2014 FOR
FINANCIAL YEAR 2013
Adapun agenda yang dibahas pada RUPS Laporan Tahunan
Tahun Buku 2013 sebagai berikut.
1. Persetujuan atas Laporan Tahunan Perseroan tahun
buku 2013, termasuk persetujuan atas Laporan Tugas
Pengawasan Dewan Komisaris Perseroan dan pengesahan
Laporan Keuangan Perseroan untuk tahun buku 2013.
2. Penetapan penggunaan laba/rugi Perseroan untuk tahun
buku 2013 .
3.Penunjukkan Akuntan Publik yang akan mengaudit
buku Perseroan untuk tahun buku 2014 dan penetapan
honorarium Akuntan Publik tersebut serta persyaratan
penunjukkan lainnya.
4. Perubahan susunan Pengurus Perseroan.
5. Penetapan besarnya gaji dan tunjangan lain bagi
anggota Dewan Komisaris dan Direksi Perseroan.
The agenda discussed at the AGM Annual Report Agenda for
the Financial Year 2013 as follows.
1. Approval of the Annual Report for the fiscal year 2013,
including the approval of the Supervisory Report of the
Board of Commissioners and its Financial Report for the
financial year 2013.
2. Determination of the use of profit/loss for the financial
year 2013.
3. Appointment of Public Accountant to audit the books of the
Company for the financial year 2014 and determination of
the honorarium of the Public Accountants as well as the
requirements of other appointment.
4. Changes in the composition of the Board of the Company.
5. Determination of the amount of salary and other benefits
for members of the Board of Commissioners and Board of
Directors.
6. Others:
Report of the members of the Audit Committee, Risk
Monitoring Committee and Remuneration and Nomination
Committee of the Company.
6.Lain-lain:
Laporan susunan anggota Komite Audit, Komite Pemantau
Risiko dan Komite Remunerasi dan Nominasi Perseroan.
290
Realisasi
Realization
Day/Date
:
Time
:
Venue
:
Monday, March 24, 2014
10:00 to 11:00 pm
the Meeting Room, on 12th Floor,
Office of the Ministry of SOEs
Jl. Medan Merdeka Selatan No.13
Central Jakarta
KEPUTUSAN RUPS LAPORAN TAHUNAN 2014 UNTUK
TAHUN BUKU 2013
DECISION OF ANNUAL REPORT AGM 2014 FOR
FINANCIAL YEAR 2013
Pada pelaksanaan RUPS Laporan Tahunan Tahun Buku 2013
Pemegang Saham memberikan keputusan sebagai berikut.
In the implementation of the GMS Annual Report 2013
Shareholder provides the following decisions.
1.Menyetujui Laporan Tahunan mengenai keadaan
dan jalannya Perusahaan termasuk Laporan Tugas
Pengawasan Dewan Komisaris selama tahun buku 2013.
1. To approve the Annual Report about the conditions
and operations of the Company including the Board of
Commissioners Supervisory Report for the financial year 2013.
Laporan Tahunan 2015 | PT Angkasa Pura I (PERSERO)
Tata Kelola Perusahaan
Good Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Sumber Daya Manusia
Human Capital
Laporan Keuangan
Financial Report
2. Mengesahkan Laporan Keuangan Perusahaan Tahun
Buku 2013 yang telah diaudit oleh KAP Doli, Bambang,
Sulistiyanto, Dadang & Ali dan sesuai laporannya
Nomor: R.3.1/117/02/14 tanggal 25 Februari 2014 dengan
pendapat “wajar dalam semua hal yang material”, serta
memberikan pelunasan dan pembebasan tanggung
jawab sepenuhnya (volledig acquit et decharge) kepada
Direksi dan Dewan Komisaris atas tindakan pengurusan
dan pengawasan yang telah dilakukan selama tahun
buku 2013, sepanjang tindakan tersebut tercatat pada
Laporan Keuangan Perusahaan dan tidak bertentangan
dengan ketentuan dan peraturan perundangan.
3.Mengesahkan Laporan Tahunan PKBL Tahun Buku
2013 yang telah diaudit oleh KAP Doli, Bambang,
Sulistiyanto, Dadang & Ali dan sesuai laporannya
Nomor: R.3.1/121/02/14 tanggal 25 Februari 2014 dengan
pendapat “wajar dalam semua hal yang material”, serta
memberikan pelunasan dan pembebasan tanggung
jawab sepenuhnya (volledig acquit et decharge) kepada
Direksi dan Dewan Komisaris atas tindakan pengurusan
dan pengawasan yang telah dilakukan selama tahun
buku 2013, sepanjang tindakan tersebut tercatat pada
Laporan Tahunan PKBL serta tidak bertentangan dengan
ketentuan dan peraturan perundangan.
4. Menetapkan penggunaan laba bersih (laba bersih tahun
berjalan yang dapat diatribusikan kepada entitas induk)
Perusahaan tahun buku 2013 sebesar Rp644.789.404.727,5. Menetapkan pemberian tantiem atas kinerja tahun 2013
untuk Direksi dan Dewan Komisaris Perusahaan sebesar
Rp16.000.000.000,- yang dibagi untuk Direktur Utama,
Direktur, Komisaris Utama, Komisaris mengikuti faktor
jabatan yang berlaku dalam tahun 2013; gaji Direktur
Utama Perusahaan Tahun 2014 ditetapkan sebesar
Rp93.000.000,- per bulan, sedangkan gaji Direktur dan
honorarium Dewan Komisaris mengikuti ketentuan;
tunjangan dan fasilitas bagi Direksi dan Dewan Komisaris
Perusahaan Tahun 2014 mengacu kepada ketentuan
dalam Peraturan Menteri BUMN Nomor: PER-04/
MBU/2014; serta pajak atas gaji/honorarium Direksi
dan Dewan Komisaris ditanggung dan menjadi beban
Perusahaan.
6.
Menyetujui
penambahan
modal
ditempatkan/
disetor sebesar Rp2.926.167.000.000,- yang berasal
dari Penyertaan Modal Negara (PMN) berdasarkan
Peraturan pemerintah Nomor 8 tahun 2014 sebesar
Rp2.926.166.059.117,86 dan dari cadangan sebesar
Rp940