Ar 2017

Tinjauan Operasional Laporan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan
Operational Review Corporate Governance Report Corporate Social Responsibility
Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 1

Di tengah era digital yang tengah melaju begitu cepat, setiap
perusahaan harus terus mampu berinovasi dan beradaptasi dengan
perkembangan jaman agar dapat terus bertumbuh. Demikian pula
halnya dengan PT Angkasa Pura II (Persero) sebagai salah satu
badan usaha milik negara Indonesia yang bergerak di bidang jasa
kebandarudaraan, tidak pernah berhenti menghadirkan inovasi
pelayanan dalam melayani pelanggannya. Layanan Mobile Check-In
via Aplikasi Indonesia Airports merupakan salah satu bentuk inovasi
terkini yang dihadirkan oleh PT Angkasa Pura II (Persero). Sementara itu,
kinerja istimewa Perseroan telah diakui oleh dunia yaitu sebagai “World’s
Most Improved Airport 2017” dalam ajang penghargaan bergengsi
World Airport s yang diselenggarakan oleh Skytrax. PT Angkasa Pura II
(Persero) akan senantiasa berinovasi dan bertumbuh, demi mewujudkan
visi Perseroan menjadi bandara terbaik dengan teknologi yang pintar dan
terkoneksi di kawasan Asia Tenggara.
In the midst of a fast-pacing digital era, every company must continue to be able
to innovate and adapt to the development of the era to keep growing. Similarly,
PT Angkasa Pura II (Persero) as one of Indonesia’s State Owned Enterprises which
engaged in airport services, never stops bringing service innovation in serving its
customers. Mobile Check-In Service via Indonesia Airports Applications is one of
the latest innovations presented by PT Angkasa Pura II (Persero). Meanwhile, the
Company’s outstanding performance has been recognized by the world as “World’s
Most Improved Airport 2017” in the prestigious World Airport Awards award hosted
by Skytrax. PT Angkasa Pura II (Persero) will continue to innovate and grow, in order
to realize the Company’s vision to be the best airport with smart and connected
technology in Southeast Asia.
PT Angkasa Pura II (Persero)

Laporan Tahunan 2017 Annual Report
Ikhtisar Utama Laporan Manajemen Profil Perusahaan Analisa & Pembahasan Manajemen
Main Highlights Management Reports Corporate Profile Management Discussion & Analysis
DAFTAR ISI
TABLE OF CONTENT
06 KILAS KINERJA
IKHTISAR UTAMA
HIGHLIGHTS
08
FLASHBACK PERFORMANCE
IKHTISAR KEUANGAN
10
FINANCIAL HIGHLIGHTS
16 LAPORAN MANAJEMEN
MANAGEMENT REPORTS
LAPORAN DEWAN KOMISARIS
18
BOARD OF COMMISSIONERS’ REPORT
LAPORAN DIREKSI
28
BOARD OF DIRECTOR REPORT
40 PROFIL PERUSAHAAN
COMPANY PROFILE
108
INFORMASI PADA WEBSITE PERUSAHAAN
INFORMATION ON COMPANY WEBSITE
DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI,
SEKILAS ANGKASA PURA II
43 KOMITE AUDIT, KOMITE NOMINASI DAN REMUNERASI,
COMPANY AT A GLANCE
SEKRETARIS PERUSAHAAN DAN INTERNAL AUDIT
ANGKASA PURA II DARI WAKTU KE WAKTU 110 LIST OF BOARD OF COMMISSIONERS, BOARD OF
45
MILESTONES DIRECTORS, AUDIT COMMITTEES, NOMINATION
MAKNA LOGO COMMITTEES AND REMUNERATIONS, COMPANY
48
LOGO PHILOSOPHY SECRETARY AND INTERNAL AUDIT TRAINING
BIDANG USAHA
49
58
BUSINESS LINES
PENGEMBANGAN BANDARA TAHUN 2017 112 SUMBER DAYA MANUSIA
MANAJEMEN HUMAN CAPITAL
AIRPORT DEVELOPMENT IN 2017
SISTEM PENGEMBANGAN KARIR
WILAYAH KERJA DAN LOKASI BANDARA 132
60 CAREER DEVELOPMENT SYSTEM
WORKING AREA AND AIRPORT LOCATION
SISTEM MANAJEMEN PENILAIAN KINERJA
VISI, MISI, BUDAYA DAN FALSAFAH 134
PERFORMANCE APPRAISAL MANAGEMENT SYSTEM
62 PERUSAHAAN
COMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY SURVEI KEPUASAN KARYAWAN
136
EMPLOYEE SATISFACTION SURVEY
STRUKTUR ORGANISASI
66 HUBUNGAN INDUSTRIAL
COMPANY ORGANIZATION STRUCTURE 138
INDUSTRIAL RELATIONS
PROFIL DEWAN KOMISARIS
68 PERUBAHAN BUDAYA (TRANSFORMASI)
BOARD OF COMMISSIONERS PROFILE 139
CULTURAL CHANGE (TRANSFORMATION)
PROFIL DIREKSI
78
BOARD OF DIRECTORS PROFILE
94
DAFTAR NAMA PEJABAT SATU LEVEL
DI BAWAH DIREKSI 144 ANALISA & PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSION & ANALYSIS
PROFILE OF OFFICIALS ONE LEVEL
BELOW THE BOARD OF DIRECTOR TINJAUAN EKONOMI DAN INDUSTRI
146
ECONOMIC AND INDUSTRY REVIEW
PROFIL SUMBER DAYA MANUSIA
96 STRATEGI DAN PENGEMBANGAN USAHA
HUMAN RESOURCE PROFILE 160
STRATEGY AND BUSINESS DEVELOPMENT
STRUKTUR GRUP
98 ASPEK PEMASARAN
GROUP STRUCTURE 167
MARKETING ASPECT
KOMPOSISI PEMEGANG SAHAM
99 TINJAUAN OPERASIONAL PER SEGMEN USAHA
SHAREHOLDERS COMPOSITION 168
OPERATIONAL REVIEW PER BUSINESS SEGMENT
DAFTAR ENTITAS ANAK/ENTITAS ASOSIASI
100 KINERJA OPERASI PER SEGMEN USAHA
LIST OF SUBSIDIARIES/ASSOCIATES 170
OPERATIONAL PERFORMANCE PER BUSINESS SEGMENT
LEMBAGA DAN PROFESI PENUNJANG PERUSAHAAN
101 INFORMATION ON NAME AND ADDRESS OF COMPANY KINERJA SEGMEN USAHA JASA AERONAUTIKA
172
SUPPORTING INSTITUTIONS PERFORMANCE OF AERONAUTICS SERVICE BUSINESS SEGMENT
PENGHARGAAN DAN SERTIFIKASI KINERJA SEGMEN USAHA JASA NON-AERONAUTIKA
102 177
AWARDS AND CERTIFICATIONS NON-AERONAUTICS SERVICE BUSINESS SEGMENT
ALAMAT KANTOR PUSAT, KANTOR CABANG & ENTITAS KINERJA SEGMEN USAHA JASA KARGO
182
ANAK CARGO SERVICES BUSINESS SEGMENT
106
INFORMATION ON ADDRESSES OF HEAD OFFICE, TINJAUAN KEUANGAN
185
NETWORKS AND SUBSIDIARIES FINANCIAL REVIEW
4 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

220
LAPORAN TATA KELOLA
PERUSAHAAN
CORPORATE GOVERNANCE
REPORT
PRINSIP DAN KOMITMEN IMPLEMENTASI GCG MANAJEMEN RISIKO

224 334
GCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS RISK MANAGEMENT
PENGUKURAN IMPLEMENTASI GCG KODE ETIK
226 345
MEASUREMENT OF GCG IMPLEMENTATION CODE OF CONDUCT
RENCANA PENGEMBANGAN GCG TAHUN 2018 PENGUNGKAPAN MENGENAI WHISTLEBLOWING
229
GCG DEVELOPMENT PLAN IN 2018 346 SYSTEM
STRUKTUR DAN MEKANISME GCG DISCLOSURE OF WHISTLEBLOWING SYSTEM
230
STRUCTURE AND GCG MECHANISM
RAPAT UMUM PEMEGANG SAHAM (RUPS)
232
GENERAL MEETING OF SHAREHOLDERS (GMS)
238
DEWAN KOMISARIS
BOARD OF COMMISSIONERS 348
252
INFORMASI MENGENAI KOMISARIS INDEPENDEN
INDEPENDENT BOARD OF COMMISSIONERS INFORMATION
Tanggung Jawab Sosial Perusahaan
254
DIREKSI Corporate Social Responsibility
BOARD OF DIRECTORS
KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN TANGGUNG JAWAB SOSIAL PERUSAHAAN
KOMISARIS DAN DIREKSI 350 TERHADAP LINGKUNGAN HIDUP
259 CORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT
DIVERSE COMPOSITION POLICY OF BOARD OF
COMMISSIONERS AND BOARD OF DIRECTORS TANGGUNG JAWAB SOSIAL PERUSAHAAN
ASSESSMENT DEWAN KOMISARIS DAN DIREKSI TERHADAP KETENAGAKERJAAN, KESEHATAN
261 355 DAN KESELAMATAN KERJA
BOARD OF COMMISSONERS AND DIRECTORS ASSESSMENT
CORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH
PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN
AND SAFETY
DIREKSI
263 TANGGUNG JAWAB SOSIAL PERUSAHAAN
REMUNERATION DISCLOSURE OF BOARD OF
COMMISSIONERS AND BOARD OF DIRECTORS 358 TERHADAP MASYARAKAT
CORPORATE SOCIAL RESPONSIBILITY TO THE COMMUNITY
RAPAT DEWAN KOMISARIS DAN DIREKSI
266 KISAH SUKSES MITRA BINAAN
BOARD OF COMMISSIONERS AND DIRECTORS MEETING 370
SUCCESS STORIES OF ASSISTED PARTNER
KOMITE AUDIT
282 TANGGUNG JAWAB SOSIAL PERUSAHAAN
AUDIT COMMITTEE
372 TERHADAP PELANGGAN
KOMITE MANAJEMEN RISIKO DAN SDM
287 CORPORATE SOCIAL RESPONSIBILITY TO CUSTOMERS
RISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE
SEKRETARIS DEWAN KOMISARIS
291
BOARD OF COMMISSIONERS SECRETARY
377
SATUAN PENGAWASAN INTERNAL
293
INTERNAL CONTROL SYSTEM
SEKRETARIS PERUSAHAAN
313
CORPORATE SECRETARY Laporan Keuangan Konsolidasian
318
AKSES DATA DAN INFORMASI PERSEROAN
ACCESS OF DATA AND INFORMATION
Consolidated Financial Statements
AKUNTAN PUBLIK
323
PUBLIC ACCOUNTANT
PERKARA HUKUM/LITIGASI
324
LAWSUIT/LITIGATION

IKHTISAR UTAMA
HIGHLIGHTS
Total Aset Perusahaan

tahun 2017 sebesar
Rp32,65 triliun naik 16,65%
dari Total Aset tahun 2016
sebesar Rp27,99 triliun.
Total Assets of the Company in
2017 amounted to Rp32.65 trillion,
up 16,65% from Total Assets in
2016 of Rp27.99 trillion.


KILAS KINERJA
Pendapatan Tahun 2017

Operating Revenues in 2017 reached Rp 8,11triliun trillion

KILAS KINERJA
Skor Assessment GCG Tahun 2017 mencapai

GCG Assessment Score in 2017 reached
89,76 masuk Kategori SANGAT BAIK.

and categorized as EXCELLENT
Laba Bersih Tahun 2017

Net profit in 2017 reached
Rp2,01 Triliun Trillion

meningkat 4% dari tahun 2016.
increasing 4% from 2016.
933 Mitra Binaan

Jumlah mitra binaan yang mendapatkan
penyaluran dana Program Kemitraan pada
tahun 2017 adalah 933 Mitra Binaan.
Total partners receiving Partnership Program’s funds in 2017
amounted to 933 partners.
Jumlah karyawan tahun 2017 sebanyak

Total employees in 2017 reached
5.133 Orang People

IKHTISAR KEUANGAN
L APORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF INCOME

KOMPREHENSIF LAIN KONSOLIDASIAN
(dalam Rp miliar) (in billion Rp)
Pertumbuhan
DESKRIPSI Groth 2017 2016 2015 2014 2013 DESCRIPTION
(2017:2016)
Pendapatan Usaha 22,04% 8.110,40 6.645,80 5.644,15 4.860,51 4.153,80 Operating Revenues
Beban Usaha 13,46% 5.190,82 4.575,03 3.577,53 3.609,72 2.982,53 Operating Expenses
Laba Usaha 40,99% 2.919,58 2.070,77 2.066,61 1.250,79 1.171,27 Operating Profit
Pendapatan (Beban) Lain-Lain -87,09% 19,31 149,52 268,37 249,95 213,96 Other Income (Expenses)
Laba Sebelum Pajak Final & Pajak Profit Before Final Tax and Corporate
32,37% 2.938,89 2.220,29 2.334,98 1.500,74 1.385,23
Penghasilan Badan Income Tax
Beban Pajak 17,42% Tax Expenses

106,71 90,88 68,79 26,24 20,42
Laba Sebelum Pajak Penghasilan
33,00% 2.832,18 2.129,41 2.266,19 1.474,50 1.364,81 Profit Before Corporate Income Tax
Badan
Beban Pajak Penghasilan Badan 334,72% Corporate Income Tax Expense

822,32 189,16 578,87 347,73 518,54
Laba Tahun Berjalan 3,59% 2.009,86 1.940,25 1.687,32 1.126,77 846,28 Profit for the Year
Laba Tahun Berjalan Yang Dapat
Profit Attributable to
Diatribusikan Kepada:
Pemilik Entitas Induk 3,58% 2.009,73 1.940,25 1.687,32 1.126,77 846,28 Owner of the Parent Entity
Kepentingan Non-Pengendali -85,14% 0,12 0,82 0,34 0,16 0,15 Non-controlling Interest
Penghasilan (Rugi) Komprehensif
80,07% Other comprehensive Income (loss)
Lain (75,47) (41,91) (52,64) 11,64 16,18
Penghasilan Komprehensif Tahun
1,90% 1.934,38 1.898,34 1.634,68 1.138,41 862,46 Comprehensive Income for the Year
Berjalan
Penghasilan Komprehensif Tahun Berjalan
Comprehensive Income Attributable to:
Yang Dapat Diatribusikan Kepada:
Pemilik Entitas Induk 1,89% 1.934,26 1.898,34 1.634,68 1.138,41 862,46 Owner of the Parent Entity
Kepentingan Non-Pengendali -86,01% 0,12 0,87 0,34 0,16 0,15 Non-controlling Interest
Laba Per Saham Dasar (Rupiah Basic Earnings per Share (In Full
-1,35% 287.105 291.038 337.465 225.354 169.255
Penuh) Rupiah)
Laba Per Saham Dilusian (Rupiah Diluted Earnings per Share (In Full
-25,25% 211.407 282.830
Penuh) Rupiah)

IKHTISAR KEUANGAN
Pendapatan Usaha Beban Usaha

Operating Revenues Operating Expenses
(dalam Rp miliar | in Rp billion) (dalam Rp miliar | in Rp billion)
5,190.82
8,110.40
6,645.80
4,575.03
5,644.15
3,577.53
3,609.72
4,860.51
4,153.80
2,982.53
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013
Laba tahun berjalan Perusahaan tahun 2017 sebesar Rp2,01 triliun naik
The Company’s current year earnings of 2017 amounted to Rp2.01 trillion rose
3,59% dari Laba tahun berjalan tahun 2016 sebesar Rp1,94 triliun.
from 2016 profit of Rp1.94 trillion.
Laba Tahun Berjalan Penghasilan Komprehensif Tahun Berjalan

Current Year Profit Current Year Comprehensive Income
2,009.86
1,934.38
1,940.25
1,898.31
1,687.32
1,634.68
1,138.41
1,126.77
862.46
846.28
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013

IKHTISAR KEUANGAN
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

Pertumbuhan
DESKRIPSI Groth 2017 2016 2015 2014 2013 DESCRIPTION
(2017:2016)
Investasi Pada Entitas Asosiasi -8,23% 343,77 374,60 250,01 240,29 236,67 Investment in Associate Entities
Aset 16,65% 32.651,96 27.991,22 20.270,76 15.932,52 13.341,92 Asset
Aset Lancar -8,98% 7.355,42 8.081,13 4.023,89 1.869,57 2.392,55 Current assets
Aset Tidak Lancar 27,05% 25.296,54 19.910,08 16.246,87 14.062,95 10.949,37 Non-Current Assets
Liabilitas 31,63% 10.613,83 8.063,60 4.034,99 3.173,09 1.698,04 Liabilities
Liabilitas Jangka Pendek 29,97% 4.101,75 3.155,88 2.287,80 2.192,19 1.056,24 Current Liabilities
Liabilitas Jangka Panjang 32,69% 6.512,08 4.907,73 1.747,19 980,90 641,80 Non-Current Liabilities
Ekuitas 10,59% 22.038,13 19.927,62 16.235,77 12.759,42 11.643,87 Equity
Liabilitas Dan Ekuitas 16,65% 32.651,96 27.991,22 20.270,76 15.932,52 13.341,92 Liabilities and Equity
Modal Kerja Bersih -33,94% 3.253,68 4.925,26 1.736,09 (322,63) 1.336,30 Net Working Capital
Investasi pada Entitas Asosiasi Aset | Asset

Investment in Associate Entities (dalam Rp miliar | in Rp billion)
(dalam Rp miliar | in Rp billion)
15,932.52
13,341.92
32,651.96
374.60
343.77
27,991.22
250.01
240.29
236.67
20,770.76
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013
Total Aset Perusahaan tahun 2017 sebesar Rp32,65 triliun naik

Total Assets of the Company in 2017 amounted to Rp32.65 trillion, up
16,65% dari Total Aset tahun 2016 sebesar Rp27,99 triliun.

from Total Assets in 2016 of Rp27.99 trillion.
Liabilitas | Liabilities Ekuitas | Equity

11,643.87
4,034.99
22,038.13
10,613.83
3,173.09
19,927.62
1,698.04
8,063.60
16,235.77
12,759.42
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013

IKHTISAR KEUANGAN
RASIO KEUANGAN (%) KEY FINANCIAL RATIOS (%)

Pertumbuhan
DESKRIPSI 2017 2016 2015 2014 2013 DESCRIPTION
(2017:2016)
RASIO OPERASI OPERATING RATIO
Rasio Kas -33,22% 147,60% 221,02% 128,09% 47,01% 142,96% Cash Ratio
Rasio Lancar -29,97% 179,32% 256,07% 175,88% 85,28% 226,51% Current Ratio
Rasio Liabilitas Terhadap Aset 12,84% 32,51% 28,81% 19,91% 19,92% 12,73% Liabilities to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 19,02% 48,16% 40,46% 24,85% 24,87% 14,58% Liabilitiesto Equity Ratio
RASIO OPERASI FINANCIAL RATIO
Marjin Laba Bersih -15,12% 24,78% 29,20% 29,90% 23,18% 20,37% Net Profit Margin
Rasio Laba Bersih Terhadap Aset
-11,20% 6,16% 6,93% 8,32% 7,07% 6,34% Return on Assets Ratio (ROA)
(ROA)
Rasio Laba Bersih Terhadap Ekuitas
-1,52% 16,33% 16,59% 17,64% 15,06% 11,84% Return on Equity Ratio (ROE)
(ROE)
Rasio Laba Bersih Terhadap Investasi
9,01% 14,37% 13,19% 20,76% 17,26% 17,79% Return on Investment Ratio (ROI)
(ROI)
Periode Kolektibilitas
82,58% 37 44 32 34 57 Collectibility Period (in day)
(dalam satuan hari)
Perputaran Persediaan
80,80% 0 1 1 1 1 Inventory Turnover Ratio (in days)
(dalam satuan hari)
Rasio Lancar | Current Ratio Rasio Liabilitas | Liabilities to Equity Ratio
24.87%
256.07%
48.16%
85.28%
226.51%
14.58%
40.46%
179.32%
175.88%
24.85%
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013
ROA ROE
17,64%
8.32%
16,59%
7.07%
16,33%
6.93%
15,06%
6.16%
6.34%
11,84%
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013

IKHTISAR KEUANGAN
IKHTISAR OPERASIONAL (NON KEUANGAN) OPERATIONAL HIGHLIGHTS (NON FINANCE)

Pertumbuhan
Ikhtisar Posisi Keuangan 2017 2016 2015 2014 2013 Description
(2017:2016)
Pergerakan Pesawat
13,46% 821.188 723.799 632.418 630.584 647.343 Aircraft Movement (in route unit)
(dalam satuan Rute)
Pergerakan Penumpang Passengers Movement (in thousands
10,83% 105.484 95.175 84.292 85.131 86.342
(dalam ribuan Pax) of Pax)
Pergerakan Kargo
9,90% 816.950 743.337 739.689 763.507 765.812 Cargo Movement (in thousands of Kg)
(dalam ribuan Kg)
Pergerakan Pesawat Pergerakan Penumpang

Aircraft Movement Passengers Movement
(dalam satuan rute | in route unit) (dalam ribu pax | in thousands of Pax)
105.484
821.188
95.175
723.799
86.342
85.131
84.292
632.418
647.343
630.584
2017 2016 2015 2014 2013 2017 2016 2015 2014 2013
Pergerakan Kargo
Pergerakan pesawat tahun 2017 Cargo Movement
sebanyak 821.188 rute, naik (dalam ribu kg | in thousands of Kg)
Aircraft movement in 2017 amounted to

765.812
763.507
821,188 routes, up
743.337
13,46%
739.689
816.950
dari pergerakan pesawat tahun

2016 sebanyak 723.799 rute.
of the aircraft movement in 2016 amounted to
723,799 routes.
2017 2016 2015 2014 2013

IKHTISAR KEUANGAN
IKHTISAR SAHAM SHARE HIGHLIGHTS

Sampai dengan akhir tahun 2017 dan 2016, PT Angkasa Pura Until the end of 2017 and 2016, PT Angkasa Pura II (Persero)
II (Persero) atau Angkasa Pura II belum melakukan aktivitas or Angkasa Pura II has not conducted any trading activities in
perdagangan saham di Bursa Efek Indonesia, sehingga tidak the Indonesia Stock Exchange, so there is no information about:
terdapat informasi yang memuat tentang: (1) Jumlah saham (1) Number of shares outstanding; (2) Market capitalization; (3)
yang beredar; (2) Kapitalisasi pasar; (3) Harga saham tertinggi, The highest, lowest, and closing stock prices; and (4) Trading
terendah, dan penutupan; dan (4) Volume perdagangan. volume.
IKHTISAR OBLIGASI, SUKUK ATAU OBLIGASI SUMMARY OF BONDS, SUBSCRIPTIONS OR CONVERSION

KONVERSI BONDS
Sampai dengan akhir tahun 2017 dan 2016, PT Angkasa Pura Until the end of 2017 and 2016, PT Angkasa Pura II (Persero) or
II (Persero) atau Angkasa Pura II menerbitkan obligasi sehingga Angkasa Pura II issues bonds so that there is information about:
terdapat informasi yang memuat tentang:
1. Jumlah obligasi yang beredar (outstanding); 1. Number of outstanding bonds (outstanding);
2. Tingkat bunga/imbalan; 2. Interest rate / reward;
3. Tanggal jatuh tempo; dan 3. Due Date; and
4. Peringkat obligasi/sukuk. 4. Rating of bonds / sukuk.
IKHTISAR OBLIGASI SUMMARY OF BONDS

Jumlah Obligasi
Beredar
Tingkat Tanggal Tanggal Jatuh Peringkat (pada saat
(Rp miliar)
Obligasi Bunga Penerbitan Tempo diterbitkan)
No. Number of Tenor Status
Bonds Interest Date of Maturity Rating (when
Outstanding
Rate Publication Date issued)
Bonds (Rp
billion)
2017
Obligasi I Angkasa Pura II Tahun
2016 Seri A
Belum Lunas
1. Bonds I of Angkasa Pura II of 2016 1.000 5 8,60% 1 Juli 2016 1 Juli 2021 idAAA
Not Settled
Series A

2016 Seri B
2. Bonds I of Angkasa Pura II of 2016 100 7 8,80% 1 Juli 2016 1 Juli 2023 idAAA Belum Lunas
Series B

2016 Seri C
Belum Lunas
3. Bonds I of Angkasa Pura II of 2016 900 10 9,00% 1 Juli 2016 1 Juli 2026 idAAA
Not Settled
Series C
2016
2016 Seri A
Belum Lunas
1. Bonds I of Angkasa Pura II of 2016 1.000 5 8,60% 1 Juli 2016 1 Juli 2021 idAAA
Not Settled
Series A

2016 Seri B
2. Bonds I of Angkasa Pura II of 2016 100 7 8,80% 1 Juli 2016 1 Juli 2023 idAAA Belum Lunas
Series B

2016 Seri C
Belum Lunas
3. Bonds I of Angkasa Pura II of 2016 900 10 9,00% 1 Juli 2016 1 Juli 2026 idAAA
Not Settled
Series C

LAPORAN MANAJEMEN
MANAGEMENT REPORTS
Pemulihan global dan kondisi

industri kebandarudaraan
terus membaik. Bank Dunia
memperkirakan pertumbuhan
ekonomi global akan
meningkat hingga 3,1 persen
pada 2018.
The global recovery and aviation
industry have been in a better
condition. The World Bank forecasts
global economic growth to edge up
to 3.1 percent in 2018.



Rhenald Kasali
Komisaris Utama (Independen) | President Commissioner (Independent)


Para Pemangku Kepentingan yang terhormat,

Dewan Komisaris menyambut baik penerbitan Laporan Tahunan 2017
PT Angkasa Pura II (Persero). Penerbitan laporan ini merupakan bagian
dari keterbukaan informasi yang mengungkapkan kinerja terpadu dalam
pencapaian usaha, tata kelola perusahaan, serta pelaksanaan tanggung jawab
sosial dan lingkungan (TJSL) sepanjang tahun 2017.
Dewan Komisaris memanjatkan puji dan syukur ke hadirat Allah SWT, Tuhan
Yang Maha Esa. Atas karunia-Nya, Perseroan dapat mengelola berbagai
tantangan di tahun 2017 dan tetap berusaha menciptakan peluang untuk
menjadi perusahaan yang terus tumbuh berkelanjutan.
Honorable shareholders,
The Board of Commissioners pleasantly welcomes this issuance of Annual Report of PT Angkasa Pura II
(Persero). This annual report is a part of information disclosure uncovering its integrated performances
on business accomplishments, good corporate governance, and implementation of social repsonsibility
and environment (TJSL) during the year of 2017.
Let the Board of Commissioners praise and thank the presence of Allah Almighty, the one and only
God. Through His abundance of grace, the Company is able to manage a myriad of challenges in 2017
and keep on creating opportunities to become a sustainable growing company.
Pengawasan Terhadap Implementasi Strategi Supervision on Strategy Implementation

Dewan Komisaris menyampaikan apresiasi kepada Direksi atas The Board of Commissioners conveys an appreciation to the
kinerja pengelolaan Perseroan yang efektif selama setahun Board of Directors on a effective management performace of
terakhir sesuai dengan tata kelola perusahaan yang baik dan the Company in the past year in accordance with the good
Code of Conduct Perseroan. Kami juga mencatat bahwa corporate government and Code of Conduct of the Company.
Direksi memperhatikan adanya keseimbangan yang efektif We also recorded that the Board of Directors observed an
dalam mencapai pembangunan berkelanjutan, melakukan tata effective balance in attaining a sustainable development,
kelola yang baik, mencapai kinerja keuangan yang unggul, dan undertaking a good governance, achieving an outperformed
melaksanakan tanggung jawab sosial perusahaan, serta inisiatif financial performance, and undergoing a corporate social
lainnya yang berkaitan dengan arahan Dewan Komisaris. Dewan responsibility, along with other initiatives related to the directions
Komisaris memberikan apresasi terhadap kekompakan dan of the Board of Commissioners. The Board of Commissioners
kerjasama tim yang baik di tingkat Direksi, sehingga Perseroan gives an appreciation towards cohesion and good teamwork in
dapat mencapai kinerja yang baik di tahun 2017. the Board of Directors level, hence, the Company can achieve
the good performance in 2017.


Dewan Komisaris melaksanakan wewenang dan tanggung The Board of Commissioners carries out authority and
jawabnya sebagai organ yang melakukan fungsi pengawasan its responsibility as the organ in performing the duties
melalui berbagai pendekatan. Dewan Komisaris melakukan of supervision through some approaches. The Board of
evaluasi atas strategi implementasi terkait kepatuhan Perseroan Commissioners evaluates a strategy and implementation
terhadap peraturan perundang-undangan yang berlaku dan regarding an obedience of the Company against applicable laws
norma-norma sosial yang baik dan menghargai pelaksanaan and good social norms and appreciates the implementation
komitmen Perseroan terhadap tata kelola perusahaan, perilaku of the Company’s commitment on good governance, ethical
etis dan yang dikumpulkan dengan berbagai cara dan telah behaviors and the collected different ways and been tested. The
diuji. Pengawasan termasuk pertukaran pandangan diantara supervision, including the view exchange among members in a
anggota dalam rapat Dewan Komisaris, diskusi dalam rapat meeting of the Board of Commissioners, discussion in a joint
gabungan dengan Direksi, perhatian mendalam terhadap isu meeting with the Board of Directors, in-depth interest on crucial
isu penting yang dibicarakan oleh organ-organ yang membantu issues mentioned by organs assited the Board of Commissioners
Dewan Komisaris yakni Komite Audit dan Komite Remunerasi, such as the Audit Committee, and Renumerated Committee,
melakukan rencana kunjungan lapangan dan evaluasi kinerja conducted field trip plan and thier own evaluation.
sendiri.
Untuk membantu pengawasan tersebut, Dewan Komisaris To assist that supervision, the Board of Commissioners
melakukan pembagian tugas pengawasan Dewan Komisaris conducts a distribution of supervisioning duty of the Board of
sebagaimana diuraikan dalam tabel berikut: Commissioners as inscribed in below following:
No Nama Jabatan | Designation Bidang Tugas Pengawasan | Job Description

Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan Komisaris serta memberikan
arahan kepada Direksi terhadap pengurusan usaha Perusahaan.
Komisaris Utama
1. Rhenald Kasali
President Commissioner Coordinate all implementation of duties and activities of supervision of the Board of Commissioners as
well as provide direction to the Board of Directors on the business management of the Company.
Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha
Perusahaan Bidang Hukum, Keamanan Bandara, dan Aset Perusahaan.
Komisaris
2. M. Harpin Ondeh
Commissioner Implement the duties of monitoring and provision of direction to the Board of Directors on the business
management of the Company in the fields of Law, Security of Airports and Company Assets
Perusahaan Bidang Teknologi Informasi, Strategi Pengembangan Usaha Makro, Keuangan, Akuntansi
dan Audit.
Komisaris
3. Imam Bustomi
management of the Company in the field of Information Technology, Macro-Business Development
Strategy, Finance, Accounting and Audit.
Perusahaan Bidang Pengembangan Usaha, Komersial, Pengembangan Kebandarudaraan, dan Kebijakan
Manajemen Risiko.
Komisaris
4. Iswan Elmi
management of the Company in the field of development of business, Commercial, development of
airports, and Risk Management Policy
Perusahaan Bidang Operasi, Pengembangan Sumber Daya Manusia, Kebijakan Nominasi & Remunerasi
dan Good Coorporate Governance (GCG).
Komisaris
5. Maryati Karma
Commissioner
Implement the duties of monitoring and provision of direction to the Board of Directors on the business
management of the Company in the field of operation, HR empowerment, Nomination & Renumeration
Policy and Good Coorporate Governance (GCG).


Frekuensi dan Cara Pemberian Nasihat Frequency and Advice-giving Method

Sebagi komitmen terhadap fungsi pengawasan yang dilakukan As the commitment against supervisory function conducted
oleh Dewan Komisaris, Dewan Komisaris berkomitmen untuk by the Board of Commissioners, The Board of Commissioners
menghadiri rapat-rapat, baik rapat internal Dewan Komisaris is committed to attend meetings, both internal meeting of the
maupun rapat gabungan Dewan Komisaris dan Direksi. Board of Commissioners and joint meeting mechanism of the
Board of Commissioners and the Board of Directors.
Pertemuan gabungan dengan Direksi telah diadakan sebanyak The joint sessions with the Board of Directors were conducted
24 kali sepanjang tahun 2017 dengan tingkat kehadiran yang 24 times during the year of 2017 with high attendance level,
tinggi, baik oleh Dewan Komisaris maupun Direksi. Materi both of the Board of Commissioners and the Board of Directors.
pertemuan didistribusikan pada waktu yang tepat, dan kedua The meeting material was distributed in the right time, and
komite Dewan Komisaris melaporkan pekerjaan mereka sesuai both Committee Board of Commissioners reported their tasks
dengan tugas masing-masing. Dari hasil pertemuan dan in accordance with each respective duty. From the result of the
pengawasan, Dewan Komisaris dapat melaporkan kepada meeting and supervision, the Board of Commissioners can report
pemegang saham bahwa Direksi telah melakukan pengelolaan to the shareholders that directos have implemented an effective
Perseroan secara efektif sesuai hak dan tanggung jawabnya. management in accordance with right and responsibility.
Penilaian Atas Kinerja Direksi The Board of Directors Performance Assessment

Dewan Komisaris menyampaikan penghargaan atas kinerja The Board of Commissioner conveys an appreciation of the
Direksi yang telah mampu mengelola Perseroan dengan sangat Board of Directors’ performance assessment in managing its
baik. Penilaian Dewan Komisaris atas kinerja Direksi didasarkan Company with high distinction. Assessments from Board of
atas pertimbangan-pertimbangan berikut ini. Commissioner on the Board of Directors performance are based
on below following considerations:
Kinerja Operasional Operational Performance

Dilihat dari sisi kinerja operasional, kondisi geografis Indonesia Looking from operational performance perspective, the
sebagai Negara Kepulauan yang luas mendorong peningkatan geographical condition in Indonesia as an extensive archipelago
aktivitas moda transportasi udara sebagai alternatif pilihan jenis boosts up the enhancement on air transportation mode
transprotasi yang efektif dan efisien waktu. Hal ini menjadi activities as one alternative transportation that provides both
salah satu faktor yang diyakini, bahwa industri penerbangan di time efficiency and efficacy. Hence, it has been becoming one
Indonesia memiliki prospek yang cukup baik. of considered aspects that aviation industry in Indonesia has a
pretty good prospect.
Secara umum, selama 5 tahun terakhir, pergerakan armada Over the past 5 years, the movement of fleets and flight routes
dan rute penerbangan yang dilakukan sejumlah maskapai by a number of domestic and international airlines, flows of
penerbangan domestik dan internasional, serta arus penumpang passengers, has generally recorded a positive trend. Regarding
masih menunjukkan tren positif. Sebagaimana data pergerakan movements of aircrafts, passengers, and cargo at the airports of
pesawat, penumpang, dan kargo di bandara wilayah Angkasa the Angkasa Pura II region in over the past 5 years, those data
Pura II selama 5 tahun terakhir pada tabel dan grafik di bawah are described in below table and graph:
ini:
Tabel Kinerja Operasional Bandara Angkasa Pura II Table of Operational Performance of Angkasa Pura II Airport
Pertumbuhan
Uraian 2017 2016 2015 2014 2013 Description
Growth (2017:2016)
Pergerakan Pesawat (dalam Aircraft Movements (in
13,46% 821.188 723.799 632.418 630.584 647.343
satuan Rute) units of Route)
Pergerakan Penumpang Passenger Movement (in
10,83% 105.484 95.175 84.292 85.131 86.342
(dalam ribuan Pax) thousands of Pax)
Pergerakan Kargo (dalam Cargo Movement (in
9,90% 816.950 743.337 739.689 763.507 765.812
ribuan Kg) thousands of Kg)


Pergerakan pesawat pada tahun 2017 meningkat 13,46% Aircraft movements in 2017 was increased by 13.46% compared
dibandingkan pergerakan pesawat pada tahun 2016. Jumlah to the movement of aircraft in 2016. The number of passengers
pergerakan penumpang yang menggunakan jasa penerbangan movements using the services of flights in Angkasa Pura II
di bandara-bandara Angkasa Pura II mencapai sebanyak 105.484 airports, reaching as much as 105.484 thousand pax. While
ribu pax. Sedangkan pergerakan kargo tahun 2017, tercatat the movement of cargo in 2017, recorded as much as 816.950
sebanyak 816.950 ribu kg. Pergerakan arus penumpang dan thousand kg. The movement of passenger and cargo flows in
kargo pada tahun 2017 juga meningkat dibandingkan tahun 2017 also increased compared to the previous year. However,
sebelumnya. Namun, secara umum dalam kurun waktu 5 tahun in general within the last 5 years is still showing a positive trend.
terakhir masih menunjukkan tren positif.
Pendapatan usaha meningkat sebesar

The revenues boosted up by 22.04%
Kinerja Keuangan Financial Performance

Tahun 2017, Kinerja keuangan Angkasa Pura II telah In 2017, the financial performance of Angkasa Pura II has
menunjukkan prestasi yang baik. Hal ini terlihat dari adanya shown a good accomplishment. It could be seen by the good
peningkatan kinerja baik dari sisi laporan posisi keuangan uplifting performances in both statements of financial position
maupun laporan laba rugi dan penghasilan komprehensif and profit or loss and the Company’s comprehensive income.
perusahaan. Dari sisi laporan posisi keuangan, aset perusahaan From statement of financial position, the asset of the Company
meningkat sebesar 16,65% menjadi Rp32,65 triliun, sedangkan increased by 16.65% to 32.65 trillion rupiah, meanwhile, the
ekuitas perusahaan meningkat sebesar 10,59% menjadi equity increased by 10.59% to 22.04 trillion rupiah.
Rp22,04 triliun.
Pada sisi laporan laba rugi dan penghasilan komprehensif In the scope of statement of profit or loss and comprehensive
Perusahaan, pendapatan usaha meningkat sebesar 22,04% income of the Company, the revenues boosted up by 22.04%
menjadi Rp8,11 triliun. Laba tahun bejalan meningkat 3,59% to 8.11 trillion rupiah. Annual profit for the year grew by 3.59%
menjadi Rp2,01 triliun sedangkan penghasilan komprehensif to 2.01 trillion while the comprehensive income increased by
mengalami peningkatan sebesar 1,90% menjadi Rp1,93 triliun. 1.90% to 1.93 trillion rupiah.
Perseroan mencatat kenaikan laba tahun berjalan menjadi The Company recorded an upturn of profit for the year was
Rp2,01 triliun dari sebelumnya di tahun 2016 yaitu Rp1,94 increased to 2.01 trillion rupiah from the previous year in 2016
triliun atau naik sebesar 3,59%. Sedangkan penghasilan of 1.94 trillion rupiah or an increase by 3.59%. Meanwhile,
komprehensif tahun berjalan tahun 2017sebesar Rp1,93 triliun profit for the year of its comprehensive income in 2017 was
dari sebelumnya di tahun 2016 sebesar Rp1,90 triliun atau naik Rp1.93 trillion from the previous year in 2016 by 1.90 trillion
sebesar 1,90%. rupiah or an increase by 1.90%.


Pandangan atas Prospek Usaha Views on Business Prospects

Seiring berlalunya tahun 2017, pemulihan global dan kondisi In tandeem with the past 2017, the global recovery and aviation
industri kebandarudaraan terus membaik. Bank Dunia industry have been in a better condition. The World Bank
memperkirakan pertumbuhan ekonomi global akan meningkat forecasts global economic growth to edge up to 3.1 percent in
hingga 3,1 persen pada 2018 setelah pertumbuhan ekonomi 2018 after a much stronger than expected 2017 of the economic
pada 2017 jauh lebih kuat dari perkiraan, akibat pemulihan growth, as the recovery in investment, manufacturing, and
berlanjut pada investasi, manufaktur, dan perdagangan, dan trade continues, and as the commodity-exporting developing
juga negara-negara berkembang yang mengekspor komoditas economics benefit from much stronger commodity prices.
mendapatkan keuntungan dari menguatnya harga komoditas.
Tahun 2018 akan menjadi tahun pertama sejak krisis keuangan 2018 will be on its first year since the financial crisis that the
dimana ekonomi global akan beroperasi mendekati atau pada global economy will be operating near or at full capacity. Slack
kapasitas penuh. Pelemahan ekonomi diperkirakan akan hilang. in the economy is expected to dissipate. Policymakers will need
Pembuat kebijakan perlu melihat melampaui alat kebijakan fiskal to look beyond monetary and fiscal policy tools to stimulate
dan moneter untuk merangsang pertumbuhan jangka pendek short-term growth and consider initiatives more likely to boost
dan mempertimbangkan prakarsa yang mungkin meningkatkan long-term potential.
potensi jangka panjang.
Dewan Komisaris memandang bahwa kondisi ekonomi The Board of Commissioners considers that both global and
global dan domestik tersebut perlu disikapi oleh Direksi domestic economy condition need to be precisely considered by
dengan seksama. Dewan Komisaris menilai bahwa target dan the Board of Directors. The Board of Commissioners evaluates
rencana kerja yang ditetapkan Perseroan untuk tahun 2018 that action plan and target set by the Company for 2018 should
telah memadai dan berpendapat bahwa program-program be sufficed enough and concludes that those programs can be
tersebut dapat dijalankan dengan baik. Namun demikian, well implemented. Nevertheless, the Board of Commissioners
Dewan Komisaris mengingatkan Direksi untuk senantiasa warns its the Board of Directors to take into account the
mengedepankan prinsip kehati-hatian dalam mengeksekusi precautionary principle to execute those programs. That
program-program tersebut. Prinsip kehati-hatian tersebut perlu precautionary principle needs to be overseen by the compliance
dikawal dengan kepatuhan terhadap peraturan perundang- with laws and regulations along with putting forward the good
undangan yang berlaku serta mengedepankan prinsip-prinsip corporate governance (GCG) principles. It is hence needed to
good corporate governance (GCG). Hal ini diperlukan untuk avoid any negative impacts caused in future.
menghindari dampak negatif yang dapat ditimbulkan di masa
mendatang.
Oleh karena itulah, untuk menjadi perusahaan yang terus Therefore, to keep on being a sustainable company, the Board
tumbuh berkelanjutan (sustainable company), Dewan Komisaris of Commissioners expects its Board of Directors to put forward
berharap Direksi terus mengedepankan inovasi dan mencari innovations and look for new opportunities taken for the
peluang-peluang baru yang dapat diambil oleh Perseroan. Company. Those opportunities are expected to enhance the
Peluang-peluang tersebut diharapkan dapat meningkatkan Company’s performance in future. The Board of Commissioners
kinerja Perseroan di masa mendatang. Dewan Komisaris siap is ready to underpin any disclaimers been set.
mendukung dalam batasan yang telah ditentukan.
Dewan Komisaris juga berpandangan, bahwa pangsa pasar The Board of Commissioners also considers, the owned market
yang telah dimiliki sampai dengan saat ini perlu dijaga dan share up until now has to be kept and maintained. These efforts
dipertahankan. Upaya-upaya tersebut dilakukan dengan can be undertaken by providing the best service and the best
memberikan pelayanan yang terbaik dan menjadi solusi solution toward the needs of customers. To accentuate its market
terhadap jebutuhan pelanggan. Untuk memperkuat pangsa share in the incoming years, we support any reinforcement for
pasar di tahun-tahun mendatang, kami mendorong adanya the values of the Company to preserve customer satisfaction.
upaya penguatan nilai-nilai Perseroan untuk menjaga kepuasan
pelanggan.


Pandangan Atas Penerapan Corporate Social Responsibilty Views on Corporate Social Responsibility Implementation
Hal penting lainnya yang mendapatkan perhatian dari Dewan Other crucial view that got paid an attention from the Board
Komisaris adalah Corporate Social Responsibility (CSR). Dewan of Commissioners is Corporate Social Responsibility (CSR).
Komisaris berpendapat bahwa CSR akan berdampak bagi kinerja The Board of Commissioners considers that CSR will affect
Perseroan, melalui legitimasi dari para stakeholders. CSR akan the performance of the Company, through legitimation from
meningkatkan reputasi Perseroan dan selanjutnya akan terjalin stakeholders. CSR will enhance the reputation of the Company,
hubungan yang harmonis antara Perseroan dan para pemangku and then forge a harmonious relationship between the Company
kepentingan. and its stakeholders.
Dewan Komisaris berpendapat bahwa Direksi telah menjalankan The Board of Commissioners considers that its Board of
kegiatan CSR dengan efektif meliputi program pelestarian Directors had undertaken the CSR activities effectively in such
alam dan lingkungan hidup; ketenagakerjaan, kesehatan dan programs as natural preservation and environment; labor;
keselamatan kerja; pengembangan sosial kemasyarakatan dan occupational health and safety, social community development
taggung jawab terhadap konsumen. Sehingga, parameter and responsibility toward consumers. Hence, the successful
keberhasilan adalah dengan mengedepankan prinsip moral dan parameter has to be putting forward the ethical and moral
etis, yakni menggapai hasil terbaik tanpa merugikan kelompok principles, such as attaining the best result without harming any
masyarakat lainnya. other groups of society.
Perseroan menyakini implementasi CSR dalam jangka panjang The Company believes the CSR implementation in long-term will
akan memberikan banyak manfaat bagi Perseroan, terutama provide benefits for the Company, notably of the aspects on
pada aspek tumbuhnya kepercayaan, terciptanya keharmonisan growing trust, creating a harmony, and enhancing a reputation
dan meningkatkan reputasi yang pada akhirnya memiliki which will be ending up an implication on the added values
implikasi pada penciptaan nilai tambah yang mendorong underpinning stability and business growth of the Company.
kelancaran kestabilan dan pertumbuhan usaha Perusahaan.
Penilaian Terhadap Kinerja Komite-komite Dewan Committees of the Board of Commissioners Performance
Komisaris Assessment
Dewan Komisaris memiliki komite-komite penunjang yang The Board of Commissioners have supporting committees been
telah memiliki tugas dan tanggung jawab untuk mendukung given roles of duties and responsibilities to support performance
kinerja Dewan Komisaris. Komite-komite tersebut telah memiliki of the Board of Commissioners. Those committees have had
pedoman kerja yang jelas, sehingga pelaksanaan tugasnya bisa the clear work guidelines, so that the implementation of their
terarah dan efektif. Komite-komite yang berada di bawah duties could be targeted and effective. Committees under the
Dewan Komisaris adalah Komite Audit serta Komite Manajemen Board of Commissioners are the Audit Committee along with
Risiko dan SDM. Risk Management and HR Committees.
Komite Audit memiliki tugas dan tanggung jawab untuk The Audit Committee has duties and responsibilities to undertake
melakukan pengawasan atas efektivitas sistem pengendalian supervisory on the effectiveness of internal control system, risk
intern, manajemen risiko, internal audit, proses pelaporan management, audit internal, and financial reporting process.
keuangan. Komite Audit Angkasa Pura II terdiri dari 1 (satu) The Audit Committee of Angkasa Pura II consists of 1 (one)
orang Ketua Komite dan 1 (satu) orang Wakil Ketua Komite Chairman and 1 (one) Vice Chairman of Committee who are
yang merupakan Anggota Dewan Komisaris dan 2 (dua) orang the members of Board of Commissioners and 2 (two) members
anggota Komite yang berasal dari pihak independen sebagai from independent parties, as below following:
berikut:
Nama Jabatan | Designation

M. Harpin Ondeh Ketua Komite Audit | Chairman of Audit Committee
Imam Bustomi Wakil Ketua Komite Audit | Vice Chairman of Audit Committee
Irwanda Wisnu Wardhana Anggota Komite Audit | Member of Audit Committee
Dewi Hanggraeni Anggota Komite Audit | Member of Audit Committee


Komite Manajemen Risiko dan SDM merupakan organ Risk Management and HR Committee is the supporting organ
pendukung yang dimaksudkan untuk membantu Dewan intended to assist the Board of Commissioners regarding any
Komisaris terkait permasalahan kebijakan Direksi yang berkaitan policy issues related to risk management and probable business
dengan pengelolaan risiko (risk management) dan kemungkinan risk, and human resource management as one of crucial assets
terjadinya risiko usaha, serta pengelolaan sumber daya manusia for the Company.
sebagai salah satu aset penting bagi Perseroan.
Komite Manajemen Risiko dan SDM Angkasa Pura II terdiri dari The Risk Management and HR Committee of Angkasa Pura II
1 (satu) orang Ketua Komite dan 1 (satu) orang Wakil Ketua consists of 1 (one) Chairman and 1 (one) Vice Chairman who
Komite yang merupakan Anggota Dewan Komisaris dan 2 (dua) are the members of Board of Commissioners and and 2 (two)
orang anggota Komite yang berasal dari pihak independen members from independent parties, as below following:
sebagai berikut:
Nama Jabatan
Iswan Elmi Ketua Komite MRS | Chairman of Risk Management and HR Committee
Maryati Karma Wakil Ketua Komite MRS | Vice Chairman of Risk Management and HR Committee
Lailly Prihatiningtyas Anggota Komite MRS | Member of Risk Management and HR Committee
Moh. Romli Anggota Komite MRS | Risk Management and HR Committee
Dewan Komisaris secara periodik melakukan penilaian atas The Board of Commissioners periodically undertakes assessments
efektivitas kinerja komite-komite di bawah Dewan Komisaris. on effectiveness of committees performance under Board of
Dewan Komisaris menilai bahwa selama tahun 2017 komite- Commissioners. The Board of Commissioners evaluates during
komite telah menjalankan tugas dan tanggung jawabnya the year of 2017 committees have performed effective duties
dengan cukup efektif. Hal tersebut didasarkan pada frekuensi and responsibilities. It was due to their frequency and an effective
dan efektivitas pelaksanaan rapat dan telah dilaksanakannya meeting implementation and the undergone work programs in
program kerja sesuai dengan yang telah direncanakan dalam accordance with the previously planned of Committee’s Work
Rencana Kerja dan Anggaran Komite. Plan and Budget.
Pandangan Atas Penerapan Tata Kelola Perusahaan dan Views on the Implementation of Corporate Governance
Whistleblowing System and Whistleblowing System
Dewan Komisaris berpendapat bahwa Direksi telah menerapkan The Board of Commissioners considers the Board of Directors
tata kelola perusahaan (GCG) dengan baik di 2017. Dewan has implemented the good corporate governance (GCG) well
Komisaris secara khusus menyampaikan penghargaannya in 2017. The Board of Commissioners in particular announces
kepada Direksi atas upaya penerapan tata kelola perusahaan achievement to the Board of Directors on their implementation
yang dimulai dari jajaran Direksi. Sosialisasi, internalisasi dan of the good corporate governance starting from the entire Board
penerapan tata kelola perusahaan telah dilakukan secara masif of Directors, Socialization, Internalization, and implementation
dan menjangkau seluruh karyawan Perseroan. of the good corporate governance that have been undergone
massively and reached to the entire employees of the Company.
Pada 2016, assessment dilakukan menggunakan pihak In 2016, assessment was conducted by inviting an independent
independen yakni Badan Pengawasan Keuangan dan party such as the Finance and Development Supervisory Agency
Pembangunan (BPKP) dengan menggunakan indikator/ (BPKP) using the parameters/indicators of assessments based
parameter penilaian berdasarkan Keputusan Sekretaris on the Decree of Secretary to the Ministry of SOEs No. 16/S.
Kementerian Badan Usaha Milik Negara Nomor: SK-16/S. MBU/2012 dated 6 June 2012 on Parameter Indicators of
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/ Parameter Assessment and Evaluation on Good Corporate Governance
Penilaian dan Evaluasiatas Penerapan Tata Kelola Perusahaan Implementation in State-Owned Enterprises (BUMN).
Yang Baik (Good Corporate Governance) Pada BUMN. Capaian Achievement of GSG assessment for 2017 was at 89.77 or in
GCG assessment untuk tahun 2017 adalah sebesar 89,77 atau category of “Very Good.”
mencapai kategori Sangat Baik.


Beberapa kelemahan pelaksanaan good corporate governance Some weak implementations on the good corporate governance
yang berhasil di identifikasi dari proses assessment GCG that been successfully identified from GCG assessment process
selanjutnya direkomendasikan untuk ditindaklanjuti guna will be recommended next to be followed-up in order to
peningkatan kualitas implementasi GCG kedepannya. enhance the quality of GCG implementation in future.
Terkait dengan hubungan yang baik dan stabil dengan Relating to the good and stable relationship with communities
komunitas sekitar, Perseroan telah memberikan komitmen in the vicinity, the Company has given a commitment to
untuk menyediakan personel dan pembiayaan yang cukup provide personnels and sufficient fundings for the corporate
memadai untuk tanggung jawab sosial perusahaan (CSR). social responsibility (CSR). The Board of Commissioners truly
Dewan Komisaris sangat menghargai pendekatan program appreciates the approaching programs run by the Board of
yang dilakukan Direksi untuk membantu penguatan lingkungan Directors to assist in strengthening environment and surrounding
dan masyarakat sekitar. Dewan Komisaris berharap Direksi communities. The Board of Commissioners expects the Board of
dapat terus menjalankan CSR sebagai bagian dari pelaksanaan Directors to sustainably undertake the CSR as an implementation
kegiatan operasional Perseroan. part of the Company’s operational activities.
Keberagaman dan Perubahan Komposisi Dewan Komisaris Composition Diversity and Changes of Board of
Commissioners
Komposisi Dewan Komisaris telah memenuhi unsur keberagaman Composition of the Board of Commissioners has fulfilled elements
yaitu perpaduan dari sisi independensi, pendidikan, pengalaman of diversity such as independence, education, work experience,
kerja, dan usia. Seluruh Anggota Dewan Komisaris Perseroan and age. All members of Board of the Commissioners in the
memiliki integritas, kompetensi dan reputasi yang baik. Dalam Company have integrity, competence, and good reputation.
penetapan komposisi Dewan Komisaris telah dilakukan dengan Determining a composition of the Board of Commissioners,
mempertimbangkan kebutuhan dan kompleksitas Perseroan it considers the needs and complexities of the Company that
termasuk memperhatikan unsur keberagaman dengan tetap include an observation in elements of diversity on continuously
mempertimbangkan kebutuhan Perusahaan sesuai dengan considering the needs of the Company in accordance with
bidang usaha yang dijalankan. underpinning its business purview.
Selama periode pelaporan di tahun 2017 ini, RUPS telah During the reporting period in 2017, RUPS has approved
menyetujui perubahan dalam komposisi Dewan Komisaris. RUPS changes on the Composition of the Board of Commissioners.
memutuskan untuk memberhentikan dengan hormat Bapak RUPS decided to dismiss the honorable Bapak Hadi Tjahjanto
Hadi Tjahjanto sebagai Komisaris dikarenakan Bapak Hadi as the Commissioner due to a new assignment of Bapak Hadi
Tjahjanto mendapatkan penugasan baru. Dengan demikian, Tjahjanto. Therefore, structure of the Board of Commissioners
susunan Dewan Komisaris per 31 Desember 2017 sebagai per December 31, 2017 is as below following:
berikut:
Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test Domisili
Komisaris Utama (Independen) Lulus Jakarta Selatan

Rhenald Kasali SK-86/MBU/06/2015
President Commissioner (Independent) Pass South Jakarta
Anggota Komsaris Lulus Bekasi Selatan
Iswan Elmi SK-217/MBU/10/2014
Commissioner Pass South Bekasi
Komisaris Independen Lulus Bekasi Selatan
M. Harpin Ondeh SK-86/MBU/06/2015
Independent Commissioner Pass South Bekasi
Anggota Komsaris Lulus Jakarta Timur
Imam Bustomi SK-139/MBU/07/2016
Commissioner Pass East Jakarta
Anggota Komsaris Lulus Jakarta Barat
Maryati Karma SK-139/MBU/07/2016
Commissioner Pass West Jakarta


Apresiasi Appreciation
Atas nama Dewan Komisaris, kami mengucapkan terima kasih As on behalf of Board of Commissioners, we would like to thank
kepada pemegang saham atas dukungan dan kepercayaan the shareholders on trust and support given to the future of the
mereka terhadap masa depan Perseroan. Kami juga ingin Company. We would also like to convey our gratitude to the
mengucapkan terima kasih kepada Direksi, manajemen dan wish to the Board of Directors, management, and all employees
semua karyawan Perseroan atas kerja keras dan cerdas mereka. for their hard work and aptitude.
Akhirnya, kami mengucapkan terima kasih kepada semua At last, we wish to thank to all stakeholders, notably communities
pemangku kepentingan lainnya, terutama komunitas di sekitar in our vicinity, on forging a good understanding with the
kami, atas terjalinnya pengertian yang baik dengan Perseroan. Company. Without support and continuous efforts given, the
Tanpa dukungan dan upaya terus-menerus, Perseroan tidak Company will not attain any current accomplishments. The
akan mencapai keberhasilan seperti saat ini. Jalan di depan pathforward might be challenging, but through our vibrant
mungkin menantang, tetapi dengan semangat disiplin dan spirit of discipline and unity, driving us forward in 2018 and in
kesatuan, kita akan terus maju di tahun 2018 dan tahun-tahun the upcoming years.
selanjutnya.
Jakarta, April 2018

Atas nama Dewan Komisaris | On behalf of the Board of Commissioners,
Rhenald Kasali
Komisaris Utama (Independen) | President Commissioner (Independent)

Ikhtisar
Ikhtisar Utama
Utama Laporan
Laporan Manajemen
Manajemen Profil
Profil Perusahaan
Perusahaan Analisa
Analisa && Pembahasan
Pembahasan Manajemen
Manajemen
Main
Main Highlights
Highlights Management
Management Reports
Reports Corporate
Corporate Profile
Profile Management
Management Discussion
Discussion && Analysis
Analysis
LAPORAN DIREKSI
Muhammad Awaluddin
Direktur Utama | President Director
28
28 PT
PT Angkasa
Angkasa Pura
Pura IIII (Persero)
(Persero) Laporan
Laporan Tahunan
Tahunan 2017
2017 Annual
Annual Report
Report
LAPORAN DIREKSI
Para Pemangku Kepentingan yang terhormat,

Puji dan syukur kepada Tuhan Yang Maha Esa, tahun 2017 PT Angkasa Pura
II (Persero) kembali berhasil mencatatkan kinerja yang menggembirakan.
Dalam kesempatan ini, mewakili Direksi perkenankanlah kami menyampaikan
pencapaian kinerja dan berbagai upaya Manajemen dalam melakukan
transformasi untuk meningkatkan pelayanan publik praktik tata kelola
perusahaan yang baik (GCG), sehingga memberikan hasil terbaik kepada
seluruh stakeholders.
Honorable stakeholders,
Praise and gratitude to the Almighty God, for showering us His grace so that in 2017 PT Angkasa Pura
II (Persero) again managed to record an exhilarating performance. On this occasion, representing the
Board of Directors, let us convey the achievements and efforts of the Management in transforming to
improve the public services of good corporate governance (GCG) practices, thereby providing the best
results to all stakeholders.
PEREKONOMIAN GLOBAL DAN NASIONAL GLOBAL AND NATIONAL ECONOMY

Bank Dunia memperkirakan pertumbuhan ekonomi global The World Bank estimated0 global economic growth will
akan meningkat hingga 3,1% pada 2018 setelah pertumbuhan increase to 3.1% in 2018 after stronger economic growth in
ekonomi pada 2017 jauh lebih kuat dari perkiraan, akibat 2017 than expected, due to ongoing recovery in investment,
pemulihan berlanjut pada investasi, manufaktur, dan manufacturing and trade, as well as developing countries which
perdagangan, dan juga negara-negara berkembang yang exporting commodities got benefit from the strengthening of
mengekspor komoditas mendapatkan keuntungan dari commodity prices.
menguatnya harga komoditas.
Bank Indonesia (BI) memprediksi pertumbuhan ekonomi Bank Indonesia (BI) has predicted that Indonesia’s economic
Indonesia pada tahun 2017 akan mencapai 5,1% secara growth in 2017 will reach 5.1% annually (yoy). The forecast was
tahunan (yoy). Prediksi tersebut lebih tinggi dibandingkan higher than the 5.02% (yoy) economic growth in 2016 which
pertumbuhan ekonomi pada tahun 2016 yang tercatat sebesar indicates an ongoing economic recovery. Indonesia’s economic
5,02% (yoy) yang mengindikasikan pemulihan ekonomi yang growth in 2017 was improving in line with the increasing
terus berlanjut. Pertumbuhan ekonomi Indonesia pada tahun fundamental resilience of the economy. This was reflected
2017 membaik sejalan dengan meningkatnya ketahanan in inflation rates was maintained at the level of 3.61% (yoy),
fundamental perekonomian. Hal ini tercermin dari angka inflasi the surplus balance of payments continues to be at 11 billion
yang terjaga pada level 3,61% (yoy), surplus neraca pembayaran dollars, and the stability of the exchange rate was maintained.
yang berlanjut menjadi 11 miliar dollar AS, dan stabilitas nilai The current account deficit in 2017 at 17 billion dollars, of
tukar rupiah yang terjaga. Defisit transaksi berjalan 2017 di 17 which the current account deficit in 2017 was below 2% of
miliar dollar AS, dimana defisit transaksi berjalan 2017 ada di Gross Domestic Product (GDP) of 1.8%.
bawah 2% dari Produk Domestik Bruto (PDB) sebesar 1,8%.

LAPORAN DIREKSI
Adapun Badan Pusat Statistik (BPS), mencatat pertumbuhan The Central Bureau of Statistics (BPS), recorded the economic
ekonomi 2017 hanya 5,07% dari target 5,2% dalam Anggaran growth in 2017 was only 5.07% of 5.2% target in the State
Pendapatan dan Belanja Negara (APBN) Perubahan 2017. Hal ini Budget (APBN) for 2017. This in line with the economic growth
tidak lepas dari pertumbuhan ekonomi pada triwulan IV 2017 in the fourth quarter of 2017 which only amounted to 5,19%.
yang hanya sebesar 5,19%. Perekonomian Indonesia 2017 The Indonesian economy in 2017 measured by Gross Domestic
diukur berdasarkan Produk Domestik Bruto (PDB) atas dasar Product (GDP) at current prices reached Rp13.588,8 trillion
harga berlaku mencapai Rp13.588,8 triliun dan PDB perkapita and GDP per capita reached Rp51,89 million or US $ 3876.8.
mencapai Rp51,89 juta atau US$3.876,8. Namun demikian, Nevertheless, the Indonesian economy of 2017 which grew
ekonomi Indonesia tahun 2017 yang tumbuh 5,07% ini lebih 5.07% was higher than the achievement in 2016 of 5.03%.
tinggi dibanding capaian tahun 2016 sebesar 5,03%.
Dari sisi produksi, pertumbuhan tertinggi dicapai oleh Lapangan In terms of production, the highest growth was achieved by
Usaha Informasi dan Komunikasi sebesar 9,81%. Sementara dari the Information and Communication Business Field of 9.81%.
sisi pengeluaran pertumbuhan tertinggi dicapai oleh Komponen Meanwhile, from the side of highest expenditure growth was
Ekspor Barang dan Jasa sebesar 9,09%. achieved by the Export Components of Goods and Services of
9.09%.
Badan Pusat Statistik (BPS) melaporkan inflasi Desember 2017 Central Bureau of Statistics (BPS) reported inflation in December
sebesar 0,71%. Adapun untuk inflasi tahun kalender atau 2017 of 0.71%. As for inflation for calendar year or from
dari Januari hingga Desember sebesar 3,61%. Angka inflasi January to December amounted to 3.61%. This inflation rate
ini masih berada jauh dari target Anggaran Pendapatan dan is still far from the target of the State Budget (APBN) at 4.3%.
Belanja Negara (APBN) di 4,3%.
Besaran inflasi pada 2017 disebabkan oleh kebijakan pemerintah The inflation rate in 2017 is due to government policies related
terkait dengan pengaturan harga barang atau jasa, mulai harga to the regulation of the price of goods or services, starting from
bahan bakar minyak dan tarif dasar listrik. Tren inflasi 2017 yang the price of oil fuel and basic electricity tariffs. The inflationary
yang memberikan kontribusi paling tinggi adalah administered trend of 2017, which contributed the most was administered
price terutama pada saat kenaikan harga listrik, namun volatile price, especially when electricity price hike, but volatile food and
food dan dari sisi core inflation cukup stabil, bahkan volatile from core inflation were stable, even volatile food decreased
food mengalami penurunan tajam. sharply.
Pertumbuhan ekonomi diharapkan mampu didorong oleh Economic growth is expected to be encouraged by government
belanja infrastruktur pemerintah dalam rangka menguatkan infrastructure spending in order to strengthen the productive
sektor produktif sebagai penggerak pertumbuhan sector as a driver of economic growth. Not only that, as many
perekonomian. Tidak hanya itu, sebanyak empat belas paket as fourteen policy packages that have been launched by the
kebijakan yang telah diluncurkan pemerintah diharapkan dapat government are expected to encourage investment that can
mendorong investasi yang mampu mempercepat pertumbuhan accelerate economic growth and maintain macroeconomic
ekonomi dan menjaga stabilitas ekonomi makro. stability.
Dengan kondisi ekonomi di akhir tahun 2017 tersebut dan With the economic conditions at the end of 2017 and several
beberapa langkah yang telah ditempuh oleh Pemerintah, steps taken by the Government, various groups feel optimistic
berbagai kalangan merasa optimis dengan perekonomian about the Indonesian economy in 2018 and will further increase.
Indonesia di tahun 2018 dan selanjutnya akan kembali
meningkat.

LAPORAN DIREKSI
INDUSTRI KEBANDARUDARAAN AIRPORT SERVICE INDUSTRY

Tahun 2017 adalah tahun yang cukup menjanjikan bagi industri 2017 is the year that is promising for the aviation industry
penerbangan nasional maupun internasional, di drive dari nationally and internationally, driven by the rapid growth of
pesatnya pertumbuhan masyarakan ekonomi menengah cina the Chinese middle class people who are a potential market for
yang merupakan potensial market bagi industri penerbangan. the aviation industry. Likewise with the middle east with strong
Demikian juga dengan timur tengah dengan modalnya yang kuat capital and geographical position that allows the Middle East to
dan posisinya geografisnya yang memungkinkan timur tengah take its share of direct long-haul flights between the continents,
untuk mengambil pangsa pada penerbangan-penerbangan especially to Asia.
direct jarak jauh antar benua terutama ke asia.
Kondisi dunia ini juga berdampak pada sehatnya iklim bisnis This world conditions also have an impact on the health of the
penerbangan di Indonesia di tahun 2017, namun industri airline business climate in Indonesia in 2017, but the airline
penerbangan adalah industri yang sangat high regulated industry is a very high regulated industry that the government’s
sehingga peranan pemerintah sebagai regulator sangat penting role as regulator is very important to ensure the sustainability of
untuk menjamin sustainability dari industri penerbangan. the aviation industry.
Bagi Angkasa Pura II sendiri tahun 2017 adalah tahun yang For Angkasa Pura II itself in 2017 is a very good year where
sangat baik dimana pergerakan penumpangnya tumbuh 12% passenger movement grew 12% compared to 2016 year i.e.
dibandingkan tahun 2016 yaitu dari 95 juta penumpang menjadi from 95 million passengers to 105 million passengers. In the
105 juta penumpang. Dalam tahun yang akan datang industri coming year the Indonesian aviation industry is projected to
penerbangan Indonesia diproyeksikan masih bertumbuh sebagai grow as the impact of aviation industry growth in China and the
dampak pertumbuhan industri penerbangan di cina dan timur Middle East and the growth of the middle economic community
tengah dan pertumbuhan masyarakat ekonomi menengah di in Indonesia.
Indonesia.
Tahun 2017 adalah tahun yang sangat baik dimana pergerakan
12 %
penumpangnya tumbuh 12% dibandingkan tahun 2016.
2017 is a very good year where passenger movement grew 12%
compared to 2016 year. YoY
ANALISA KINERJA PERUSAHAAN COMPANY PERFORMANCE ANALYSIS

Kebijakan Strategi Strategy Policy
Pertumbuhan ekonomi nasional yang semakin membaik Improved national economic growth has a positive impact on
memberikan dampak positif bagi perusahaan. Atas kondisi the company. Based on the condition, Angkasa Pura II has
tersebut, Angkasa Pura II telah melakukan perencanaan dan done strategic planning and efforts to ensure success on the
upaya-upaya strategis untuk memastikan keberhasilan atas achievement of the set targets. The strategic efforts that have
pencapaian target yang telah ditetapkan. Upaya-upaya strategis been done by Angkasa Pura II in supporting the achievement of
yang telah dilakukan oleh Angkasa Pura II dalam mendukung performance are:
pencapaian kinerja antara lain:
1. Percepatan pertumbuhan pergerakan di semua bandara, 1. A
ccelerate the growth of movement in all airports, with
dengan strategi posisi bandara yang tepat, sebagai appropriate airport positioning strategies, as follows:
berikut:
a. Bandara Soekarno Hatta dengan menjadi Hub a. S oekarno Hatta Airport to become a major international
internasional utama (primary international country hub (primary international hub country) in 2020
Hub) di tahun 2020

LAPORAN DIREKSI
b. B andara Kualanamu dengan menjadi Hub internasional b. K ualanamu Airport by becoming the second
kedua (secondary international country Hub) di tahun international hub (secondary international country
2020 Hub) in 2020
c. Bandara lainnya dengan mengembangkan fungsi c. The other airport by developing the function as the
sebagai bandara asal-tujuan (origin-destination) origin-destination airport,
2. Transformasi bisnis perusahaan dilakukan melalui strategi 2. C orporate business transformation is done through
inorganic yaitu partnership atau kemitraan. inorganic strategy that is partnership or partnership.
3. Pengembangan properti di wilayah bandara dan sekitarnya 3. T he development of property in the airport and
bertujuan untuk meningkatkan nilai kemanfaatan lahan. surrounding areas aims to increase the value of land use.
4. Optimalisasi pengalaman pelanggan dilakukan dengan 4. O ptimizing the customer experience is done with the
penggunaan teknologi terkini yang terintegrasi satu use of the latest technology that is integrated with each
sama lainnya sehingga tercipta kepastian waktu dan other so as to create certainty of time and process for
proses bagi pelanggan. customers.
5. Peningkatan pembelanjaan penumpang harus ditunjang 5. Increased passenger expenditure should be supported by
dengan strategi retail yang tepat. appropriate retail strategy.
Realisasi Kinerja dan Target Realization of Performance and Target

1. Kinerja Operasional 1. Operational Performance
Pergerakan pesawat, penumpang dan kargo Angkasa The movement of aircraft, passengers and cargo of
Pura II bertumbuh dengan cukup tinggi di tahun 2017, Angkasa Pura II grew quite high in 2017, due to the
disebabkan oleh pembukaan rute baru, penambahan opening of new routes, the addition of flight frequencies
frekuensi penerbangan dan pengambil alihan bandara and the acquisition of new airports by Angkasa Pura II.
baru oleh Angkasa Pura II.
Pergerakan pesawat pada tahun 2017 meningkat 13,46%

dibandingkan pergerakan pesawat pada tahun 2016.
Jumlah pergerakan penumpang yang menggunakan jasa
penerbangan di bandara-bandara Angkasa Pura II mencapai
821,188
816,950
sebanyak 105.484 ribu pax. Sedangkan pergerakan kargo

743,337
723,799
tahun 2017, tercatat sebanyak 816.950 ribu kg. Pergerakan

arus penumpang dan kargo pada tahun 2017 juga meningkat
105,484
dibandingkan tahun sebelumnya. Namun, secara umum dalam

95,175
kurun waktu 5 tahun terakhir masih menunjukkan tren positif.
Aircraft movement in 2017 increased 13.46% compared to in

2016. The number of passenger movements using the services
2017 2016 at Angkasa Pura II airports reached as many as 105.484
thousand pax. While the movement of cargo in 2017, recorded
Aircraft Movement (in units of Route) as much as 816.950 thousand kg. The movement of passenger
and cargo flows in 2017 also increased compared to the
Passenger Movement (in thousands of Pax)
previous year. However, in general within the last 5 years is still
Cargo Movement (in thousands of Kg) showing a positive trend

LAPORAN DIREKSI
Pencapaian kinerja jasa aeronautika dikontribusi oleh kinerja The achievement of aeronautical service performance
pelayanan pendaratan sebesar 43.749.038 ton (tumbuh 6%), was contributed by the performance of landing service by
pelayanan penumpang sebesar 49.130.446 pax (tumbuh 10%), 43,749,038 tons (grew 6%), passenger service 49,130,446 pax
pelayanan pemakaian aviobridge sebesar 445.178 pes (tumbuh (10% growth), avibridge service 445,178 pes (31% growth)
31%) dan pelayanan pemakaian konter sebesar 53.687.433 and counter service 53,687 .433 pax (growing 9%)
pax (tumbuh 9%)
Pencapaian kinerja jasa non aeronautika dikontribusi oleh The achievement of non-aeronautical service performance was
kinerja jasa sewa-sewa dengan pertumbuhan negatif sebesar contributed by the performance of rental services with negative
3,85%, kinerja jasa reklame dengan pertumbuhan sebesar growth of 3.85%, advertisement service performance with
136,87%, kinerja jasa konsesi dengan pertumbuhan sebesar 136.87% growth, concession service performance with growth
6,87%, kinerja jasa throughput fee dengan pertumbuhan of 6.87%, throughput fee service performance with negative
negatif sebesar 17,97%, kinerja jasa parkir kendaraan dengan growth 17.97%, vehicle parking service performance with
pertumbuhan sebesar 4,72% dan kinerja jasa utilities dengan 4.72% growth and utility service performance with growth of
pertumbuhan sebesar 5,52%. 5.52%.
2. Kinerja Keuangan 2. Financial Performance

Angkasa Pura II berhasil meningkatkan kinerja keuangan di Angkasa Pura II succeeded in improving its financial

tahun 2017. Pendapatan usaha mencapai Rp8,11 triliun, performance in 2017. Operating revenues reached Rp8.11
tumbuh sebesar Rp1,46 triliun atau 22,04% dibandingkan trillion, growing by Rp1.46 trillion or 22.04% compared
pendapatan usaha tahun 2016 sebesar Rp6,65 triliun, to revenues in 2016 of Rp6.65 trillion, while the targeted
sedangkan terhadap target pendapatan usaha mencapai revenue was 98.34 %. Angkasa Pura II managed to book
98,34%. Angkasa Pura II berhasil membukukan laba bersih a net profit of Rp2.01 trillion, an increase of Rp69.6 billion,
sebesar Rp2,01 triliun, meningkat sebesar Rp69,6 miliar
atau 3,59% dibandingkan tahun 2016 yang tercatat sebesar
Rp1,94 triliun, sedangkan terhadap target laba bersih yang
ditetapkan mencapai 120,49%.
Kinerja Keuangan | Financial performance Aset per 31 Desember 2017 mencapai Rp32,65 triliun,
(Dalam Trilliun Rupiah | in trillion Rupiah) meningkat sebesar Rp4,66 triliun atau 16,65% dibandingkan
total aset per 31 Desember 2016 sebesar Rp27,99 triliun,
sedangkan pencapaian terhadap target RKAP atas aset
sebesar 93,51%. Ekuitas per 31 Desember 2017 mencapai
Rp22,04 triliun, meningkat sebesar Rp2,11 triliun atau 10,59%
8.25
dibandingkan jumlah ekuitas per 31 Desember 2016 sebesar

8.11
Rp19,93 triliun, sedangkan pencapaian terhadap target RKAP

6.65
2.01
1.94
1.67
atas ekuitas sebesar 105,52%.
As of December 31, 2017, the assets reached Rp32.65 trillion,

an increase of Rp4.66 trillion or 16.65% compared to total
assets as of 31 December 2016 of Rp27.99 trillion, while
achievement of the target of RKAP on assets amounted to
93.51%. Equity as of December 31, 2017 reached Rp22.04
Realisasi 2016 Realisasi 2017 Target 2017 trillion, an increase of Rp2.11 trillion or 10.59% compared to
Realization Realization Realization total equity as of 31 December 2016 of Rp19.93 trillion, while
the achievement of RKAP targets for equity was 105.52%.
Pendapatan usaha
Laba Tahun berjalan

LAPORAN DIREKSI
Kendala-kendala yang Dihadapi Constraints Faced

Pengelolaan perusahaan tentunya tidak dapat dilepaskan dari Management of the company certainly cannot be separated
kendala yang dihadapi. Kendala yang dihadapi oleh Angkasa from the constraints faced. Constraints faced by Angkasa
Pura II. Direksi dan seluruh karyawan telah bekerja keras dan Pura II. The Board of Directors and all employees have worked
berupaya untuk mengatasi kendala yang ada, sehingga kinerja hard and strive to overcome the existing obstacles, so that the
Angkasa Pura II mampu memenuhi target yang telah ditetapkan. performance of Angkasa Pura II is able to meet the set targets.
Adapun kendala-kendala yang dihadapi oleh Perseroan pada The constraints faced by the Company in 2017, among others:
tahun 2017 antara lain:
1. Profitabilitas perusahaan secara keseluruhan mengalami 1. P rofitability of the company as a whole decreased due to
penurunan disebabkan adanya kontribusi profitabilitas the negative profitability contribution at 6 airports.
negatif pada 6 bandara. 2. Land ownership of some airports are not entirely by the
2. Kepemilikan atas lahan sebagian bandara tidak company,
sepenuhnya pada perusahaan, 3. The cost structure of the majority of airports is not yet
3. Struktur biaya pada mayoritas bandara yang belum efisien. efficient.
4. Biaya bahan bakar pesawat di Indonesia lebih mahal 14% 4. The cost of aircraft fuels in Indonesia is 14% more
dibandingkan kompetitor Kuala Lumpur mengakibatkan expensive than Kuala Lumpur’s competitors resulting in
harga yang kurang kompetitif. less competitive prices.
5. Kurang berkembangnya bisnis kargo antara lain karena 5. Less developed cargo business among others due to the
tidak adanya basis data kargo yang tersentral (terkoneksi absence of a centralized cargo database (connected with
dengan seluruh cargo player). all cargo players).
PROSPEK USAHA BUSINESS OUTLOOK

Secara umum peran angkutan udara adalah sebagai simpul In general the role of air transport is as a node in the air
dalam jaringan transportasi udara, pengembangan ekonomi, transport network, economic, social and cultural development
sosial dan budaya serta keamanan dan pertahanan. Di bidang and security and defense. In the field of economic, social and
pengembangan ekonomi, sosial dan budaya, angkutan udara cultural development, air transport contributes substantially
memberikan kontribusi yang cukup besar di bidang transportasi, to transportation, regional economic development, tourism
pengembangan ekonomi daerah, pertumbuhan pariwisata growth and employment. The transport and communications
dan ketenagakerjaan. Bidang pengangkutan dan komunikasi sector contributes an average of 7% of the national GDP.
memiliki kontribusi rata-rata 7% dari PDB nasional.
Pertumbuhan penumpang angkutan udara di Indonesia Total airline passengers increased significantly since the
pasca deregulasi industri penerbangan tahun 1999 sangat deregulation of aviation industry in 1999. Based on the data
menakjubkan. Berdasarkan data pertumbuhan industri of aviation industry growth within the last 5 years, it can be
penerbangan dalam kurun waktu 5 tahun terakhir yang dilihat seen from the performance of aircraft movement that total
dari kinerja pergerakan pesawat udara, jumlah penumpang, dan passengers and cargos are continuously increased.
jumlah kargo yang terus meningkat.
Bisnis angkutan udara masih menjadi bisnis dengan peluang Airport business is still the business with the greatest financial
finansial paling besar. Sektor Bandara memberikan Total opportunity. The Airport Sector provides the highest Total
Shareholder Return (TSR) tertinggi dibandingkan sektor Shareholder Return (TSR) compared to other transport sectors.
transportasi lainnya. Tingginya nilai peluang dalam bisnis The high value of opportunities in the airport business is driven
bandara didorong oleh pertumbuhan tahunan dalam bisnis. by annual growth in business.
Perkembangan industri pariwisata dalam negeri juga memberikan Development of the tourism industry in the country also
peluang peningkatan jumlah wisatawan yang menggunakan jasa provides improvement opportunity in the number of tourists
penerbangan. Lebih lanjut, maskapai penerbangan asing masuk who use flight services. Furthermore, foreign airlines entering
ke dalam negeri, menambah ramainya pasar penerbangan the country, increase the traffic of Indonesian aviation market.

LAPORAN DIREKSI
Indonesia. Persaingan maskapai penerbangan baik maskapai Airlines competition both foreign and domestic airlines creates
penerbangan asing maupun domestik menciptakan persaingan price competition that encourages the enforcement of Low
harga yang mendorong pemberlakuan konsep Low Cost Carrier Cost Carrier (LCC) concept. Enforcement of such concept will
(LCC). Pemberlakuan konsep tersebut akan semakin mendorong further encourage the growth of passengers and airlines which
pertumbuhan penumpang dan maskapai penerbangan yang then makes air travel industry as a more desirable transportation
kemudian menjadikan industri penerbangan udara sebagai choices.
pilihan sarana transportasi antarwilayah yang lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan Development of Indonesian aviation industry will also be
semakin cerah dengan ikut sertanya Indonesia dalam World brighter with the participation of Indonesia in World Route
Route Airlines. Acara pertemuan global bagi pihak-pihak yang Airlines. The global meeting event for parties involved in the
berkecimpung dalam industri penerbangan yang diadakan aviation industry which is held every few years attended by more
beberapa tahun sekali ini diikuti oleh lebih dari 110 negara. than 110 countries.
Beberapa peluang yang menciptakan prospek usaha yang Several opportunities that create brilliant business prospects for
cemerlang bagi Angkasa Pura II sebagai berikut: Angkasa Pura II as follows:
1. Besarnya potensi pariwisata yang masih dapat 1. The amount of tourism potential that can still be developed
dikembangkan di Indonesia in Indonesia
2. Peningkatan traffic penerbangan dan penumpang 2. Increased flight and passenger traffic sourced from the
yang bersumber dari pembukaan rute domestik baru, opening of new domestic routes, international route
penerbangan rute internasional untuk transit di bandara flights for transit at CGK airport, MEA and Open Sky
CGK, pemberlakuan MEA dan Open Sky Policy, dan Policy, and international events such as ASIAN games in
penyelenggaraan event internasional seperti ASIAN Indonesia.
games di Indonesia.
3. Pengelolaan Bandara Kualanamu (KNO), yang merupakan 3. K
ualanamu Airport Management (KNO), which is the only
satu-satunya bandara Indonesia bintang 3 SKYTRAX Indonesian airport 3 star SKYTRAX and has a large area of
dan memiliki kawasan lahan yang cukup luas, sehingga land, so the potential to be developed further.
potensial dikembangkan lebih lanjut.
4. Akusisi Bandara Baru 4. A cquire New Airport
5. Potensi pengembangan bisnis kargo CGK 5. P otential development of cargo business CGK
6. Teknologi untuk mendukung operasional bandara 6. T echnology to support airport operations
PENERAPAN TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE IMPLEMENTATION

Dalam jangka panjang, penerapan GCG mempunyai relevansi In the long term, the implementation of GCG have relevance
terhadap kinerja atau performance suatu perusahaan karena to the performance or the performance of a company because
nilai akhir (ultimate value) penerapan GCG adalah meningkatkan the value of the final (ultimate value) GCG implementation was
kinerja (high performance) serta citra perusahaan yang baik to improve performance (high performance) as well as a good
(good corporate image). Aktualisasi GCG di Angkasa Pura II corporate image (good corporate image). GCG actualization
dilakukan di seluruh tingkatan dan jenjang organisasi dengan in Angkasa Pura II is done at all levels of the organization
berpedoman pada ketentuan dan persyaratan terkait dengan with reference to the terms and conditions related to the
pelaksanaan GCG bagi perusahaan. implementation of GCG for the company.
Optimalisasi penerapan GCG Perseroan terus dilakukan dengan The optimization of GCG implementation of the Company is
penguatan infrastruktur untuk mencapai praktik terbaik, continuously carried out by strengthening the infrastructure to
penyesuaian sistem dan prosedur yang diperlukan untuk achieve best practices, adjusting the systems and procedures
mendukung pelaksanaan GCG yang semakin efektif. Angkasa necessary to support more effective GCG implementation.
Pura II secara rutin melaksanakan Assessment terhadap praktik Angkasa Pura II regularly conducts Assessment of GCG
GCG dalam rangka mengevaluasi dan meningkatkan kualitas practices in order to evaluate and improve the quality of GCG
penerapan GCG. implementation.

LAPORAN DIREKSI
Pada tahun 2017, hasil penilaian penerapan GCG menunjukkan In 2017, GCG implementation assessment results indicate
capaian skor sebesar 89,77% dengan predikat “Sangat Baik”. attainment score of 89.77% to the category of “Very
Hasil tersebut menjelaskan peningkatan kualitas penerapan Good”. These results explain the improved quality of GCG
GCG dibandingkan dengan tahun sebelumnya. Selain hal implementation compared to the previous year. Besides that,
tersebut, Angkasa Pura II juga melakukan sosialisasi code of Angkasa Pura II also socializes code of conduct, Gratification
conduct, program Pengendalian Gratifikasi dan penguatan Control program and strengthening of Whistleblowing System.
Sistem Pelaporan Pelanggaran (Whistleblowing System).
PENGEMBANGAN SUMBER DAYA MANUSIA HUMAN RESOURCE DEVELOPMENT

Angkasa Pura II memiliki komitmen tinggi untuk senantiasa Angkasa Pura II has a high commitment to always give fair
memberikan perlakuan yang adil dan setara bagi seluruh and equal treatment for all its employees. Angkasa Pura II
pegawainya. Angkasa Pura II memberikan kesempatan provides the same opportunity for every employee to develop
yang sama bagi setiap pegawai untuk mengembangkan themselves and show their best potential for the organization.
diri dan menunjukkan potensi terbaiknya bagi organisasi. As part of its commitment to continuously improve the quality
Sebagai bagian dari komitmen untuk peningkatan kualitas of human resources, Angkasa Pura II includes employees in
SDM secara berkelanjutan, Angkasa Pura II mengikutkan various education and training. The Company provides equal
karyawan dalam berbagai pendidikan dan pelatihan. Perseroan opportunities for every employee to develop themselves and
memberikan kesempatan yang sama bagi setiap pegawai untuk demonstrate the best potential for the organization regardless
mengembangkan diri dan menunjukkan potensi terbaiknya bagi of gender, ethnicity, religion, race and class.
organisasi tanpa membedakan gender, suku, agama, ras dan
golongan.
Selama tahun 2017, Angkasa Pura II telah mengikutsertakan During 2017, Angkasa Pura II has employed 5,208 employees in
karyawan sebanyak 5.208 orang dalam kegiatan pengembangan human resource development activities through 298 education
SDM melalui 298 program pendidikan dan pelatihan. Adapun and training programs. The cost that has been used for human
biaya yang telah digunakan untuk program pengembangan resource development program reached Rp53, 68 billion, an
SDM mencapai Rp53,68 miliar, meningkat dibandingkan tahun increase compared to the previous year amounting to Rp46, 45
sebelumnya sebesar Rp46,45 miliar. billion.
TANGGUNG JAWAB SOSIAL PERUSAHAAN (CSR) CORPORATE SOCIAL RESPONSIBILITY (CSR)

Angkasa Pura II menyakini implementasi CSR dalam jangka Angkasa Pura II believes that the long term implementation of
panjang akan memberikan banyak manfaat bagi Perseroan, CSR will provide many benefits to the Company, especially on
terutama pada aspek tumbuhnya kepercayaan, terciptanya the aspect of growing trust, creating harmony and enhancing
keharmonisan dan meningkatkan reputasi yang pada akhirnya reputation that ultimately has implications for creating added
memiliki implikasi pada penciptaan nilai tambah yang value that encourages smooth stability and business growth.
mendorong kelancaran kestabilan dan pertumbuhan usaha.
Untuk itu, Angkasa Pura II terus meningkatkan kualitas To that end, Angkasa Pura II continues to improve the quality
pengelola jasa kebandarudaraan dan mengutamakan of airport services and prioritize flight safety and customer
keselamatan penerbangan dan kepuasan pelanggan, serta satisfaction, as well as provide sustainable benefits to the airport
memberikan manfaat secara berkelanjutan masyarakat dan community and environment. In 2017, Angkasa Pura II disbursed
lingkungan bandara. Pada tahun 2017, Angkasa Pura II funds for the partnership program amounting to Rp54.05 billion
menyalurkan dana untuk program kemitraan sebesar Rp54,05 to 933 partners assisted in 8 (eight) business sectors. While the
miliar kepada 933 mitra binaan yang terbagi dalam 8 (delapan ) distribution of CSR funds through environmental development
sektor usaha. Sedangkan penyaluran dana CSR melalui program program reached Rp45, 43 billion. The use of funds in the
bina lingkungan mencapai Rp45,43 miliar. Penggunaan dana Community Development program is intended to assist victims
pada program Bina Lingkungan diperuntukan sebagai bantuan of natural disasters, educational or training assistance, health
korban bencana alam, bantuan pendidikan atau pelatihan, promotion assistance, development of public facilities and

LAPORAN DIREKSI
bantuan peningkatan kesehatan, pengembangan sarana & infrastructure, religious facilities, nature conservation, poverty
prasarana umum, bantuan sarana ibadah, pelestarian alam, alleviation.
pengentasan kemiskinan.
PERUBAHAN KOMPOSISI DIREKSI CHANGE IN THE BOARD OF DIRECTORS COMPOSITION

Selama tahun 2017, terdapat perubahan komposisi Direksi During 2017, there is a change in the composition of the Board
dengan pengangkatan Ibu Tina T. Kemala Intan sebagai Direktur of Directors with the appointment of Ibu Tina T. Kemala Intan as
berdasarkan Surat Keputusan Menteri BUMN No. SK-54/ Director based on the Decree of the Minister of SOE No. SK-54
MBU/3/2017. Sehingga komposisi Direksi tahun 2017 sebagai / MBU / 3/2017. So the composition of the Board of Directors in
berikut: 2017 as follows:
Nama Jabatan Dasar Pengangkatan
Muhammad Awaluddin President Director SK-227/MBU/09/2016
Djoko Murjatmodjo Director of Operation & Enginering SK-227/MBU/09/2016
Daan Achmad Director of Commercial & Business Development SK-227/MBU/09/2016
Andra Y. Agussalam Director of Finance SK-227/MBU/09/2016
Ituk Herarindri Director of Airport Service & Facility SK-227/MBU/09/2016
Tina T. Kemala Intan Director of Human Capital, General Affair & Information Technology SK-54/MBU/3/2017
APRESIASI APPRECIATION
Atas semua pencapaian tersebut, kami ingin menyampaikan For all these achievements, we would like to express our highest
penghargaan yang setinggi-tingginya atas dedikasi yang appreciation for the dedication shown by the employees. We
telah ditunjukkan oleh para pegawai. Kami juga berterima are also grateful to the Board of Commissioners, shareholders,
kasih kepada Dewan Komisaris, para pemegang saham, business partners and customers for their trust. Such support
mitra usaha, dan pelanggan atas kepercayaan yang telah provides great significance for the Company’s success in
diberikan. Dukungan tersebut memberikan arti yang besar bagi navigating the challenging years of the future.
keberhasilan Perusahaan dalam mengarungi tahun-tahun yang
penuh tantangan dimasa mendatang.
Kami menyadari sepenuhnya tahun-tahun ke depan merupakan We are fully realize that the years ahead is a challenging year
tahun yang penuh tantangan tetapi juga sekaligus memberikan but also at the same time would provide opportunities for the
peluang bagi Perseroan untuk lebih maju, unggul dan terpercaya. Company to become more advanced, superior and reliable.
Dengan dukungan dan kerjasama dari para pemangku With the support and cooperation of the stakeholders, Angkasa
kepentingan, Angkasa Pura II optimis dapat mencapai kemajuan Pura II is optimistic to achieve better progress in realizing the
lebih baik dalam mewujudkan visi, misi dan tujuan Perusahaan. Company’s vision, mission and objectives.
Jakarta, April 2018

Atas Nama Direksi | On Behalf of the Board of Directors,
Muhammad Awaluddin
Direktur Utama | President Director

Tanggung Jawab Manajemen Atas Laporan Tahunan dan Laporan Keuangan Konsolidasian Tahun 2017
SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI

TENTANG TANGGUNG JAWAB ATAS LAPORAN TAHUNAN DAN
LAPORAN KEUANGAN KONSOLIDASIAN TAHUN 2017 PT ANGKASA
PURA II (PERSERO)
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Angkasa Pura II
(Persero) tahun 2017 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan
dan Laporan Keuangan Konsolidasian 2017 PT Angkasa Pura II (Persero).
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta,
April 2018
Dewan Komisaris
Board of Commissioners
Rhenald Kasali
Presiden Komisaris (Independen)
President Commissioner (Independent)
Iswan Elmi M. Harpin Ondeh

Komisaris | Commissioner Komisaris Independen | Independent Commissioner
Imam Bustomi Maryati Karma

Komisaris | Commissioner Komisaris | Commissioner

Management Responsibility To 2017 Annual Report and Consolidated Financial Statements
STATEMENT OF THE BOARD OF COMMISSIONERS AND DIRECTORS

CONCERNING RESPONSIBILITY TO 2017 ANNUAL REPORT AND
CONSOLIDATED FINANCIAL STATEMENTS PT ANGKASA PURA II
(PERSERO)
We the undersigned hereby declare on the completeness of information in 2017 Annual Report of PT Angkasa Pura II
(Persero) and shall be fully responsible on the accuracy of contents stated in 2017 Annual Report and Consolidated Financial
Statements of PT Angkasa Pura II (Persero).
Thus this statement is duly executed and can be used deemed fit.
Jakarta,
April 2018
Direksi
Board of Directors
Muhammad Awaluddin
Presiden Direktur | President Director
Djoko Murjatmodjo Daan Achmad Andra Y Agussalam

Direktur Teknik dan Operasi Direktur Komersial dan Pengembangan Usaha Direktur Keuangan
Director of Engineering and Operation Director of Commercial and Business Development Director of Finance
Ituk Herarindri Tina T. Kemala Intan

Direktur Pelayanan dan Fasilitas Direktur Sumber Daya Manusia, Umum dan TI
Director of Airport Service and Facility Director of Human Capital, General Affairs and IT

PROFIL PERUSAHAAN
COMPANY PROFILE
Kiprah Angkasa Pura II selama 30 tahun, telah

menunjukkan kemajuan dan peningkatan usaha
yang pesat dalam bisnis jasa kebandarudaraan
melalui penambahan berbagai sarana prasarana
dan peningkatan kualitas pelayanan pada
bandara yang dikelolanya.
The track records of Angkasa Pura II over 30 years have

shown incredible business progress and enhancements
in the airport service business through the addition
of various facilities and infrastructure as well as
improvement of service quality of the airports under its
management.


Ikhtisar Utama
Ikhtisar Utama Laporan Manajemen
Laporan Manajemen Profil Perusahaan
Profil Perusahaan Analisa &
Analisa & Pembahasan
Pembahasan Manajemen
Manajemen
Main Highlights
Main Highlights Management Reports
Management Reports Corporate Profile
Corporate Profile Management Discussion
Management Discussion &
& Analysis
Analysis
PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Perusahaan | Company Name
PT ANGKASA PURA II
(PERSERO)
(THE “COMPANY”)
Tanggal Pendirian
Establishment Date
3
Oktober | October
Kegiatan Usaha
Line of Business
1. Pelayanan Jasa Kebandarudaraan / Airport Services
2. Pelayanan Jasa Terkait Bandar Udara / Airport-related Services
1995
Dasar Hukum
Pendirian 18 November 2008 sesuai dengan Akta Notaris Silvia Abbas Sudrajat, SH, SpN Nomor 38
Legal Basis of November 18, 2008, pursuant to the Notarial Deed of Silvia Abbas Sudrajat, SH, SpN, No. 38
Establishment
Status Perusahaan
Modal Ditempatkan dan Disetor
Company’s Status Modal Dasar
Issued and Fully Paid-In Capital
Authorized Capital
Perusahaan Badan Usaha Milik
Rp 7.000.000.000.000
Negara (BUMN) Rp 20.000.000.000.000
State-Owned Enterprise (SOE)
Kepemilikan 100% dimiliki oleh Negara Republik Indonesia

Ownership 100% owned by the Republic of Indonesia
Alamat Perseroan Layanan Informasi Untuk informasi lebih lanjut silahkan kunjungi
Company Address Information Service situs www.angkasapura2.co.id Dalam situs
Building 600, Building 600, tersebut tersedia berbagai informasi yang
Soekarno-Hatta International Airport Soekarno-Hatta International Airport dibutuhkan oleh para pemangku kepentingan.
PO BOX 1001/ BUSH PO BOX 1001/ BUSH
Jakarta 19120, Indonesia Jakarta 19120, Indonesia For more information please visit www.
(+62-21) 550 5079, 550 5074 angkasapura2.co.id. The website provides a wide
T (62-21) 550 5079, 550 5074 range of information required by stakeholders.

Tinjauan Operasional
Tinjauan Operasional Laporan Tata
Laporan Tata Kelola
Kelola Perusahaan
Perusahaan Tanggung Jawab
Tanggung Jawab Sosial
Sosial Perusahaan
Perusahaan
Operational Review
Operational Review Corporate Governance
Corporate Governance Report
Report Corporate Social
Corporate Social Responsibility
Responsibility

COMPANY AT A GLANCE
PT Angkasa Pura II (Persero) merupakan salah satu PT Angkasa Pura II (Persero) is one of the State-
Badan Usaha Milik Negara di Lingkungan Kementerian Owned Enterprises in the Ministry of Transportation
Perhubungan yang bergerak dalam bidang usaha environment engaged in airport services and airport-
pelayanan jasa kebandarudaraan dan pelayanan related services in Western part of Indonesia. Angkasa
jasa terkait bandar udara di wilayah Indonesia Barat. Pura II has earned the trust of the Government of
Angkasa Pura II telah mendapatkan kepercayaan dari Republic of Indonesia to manage and
Pemerintah Republik Indonesia untuk mengelola dan develop the business of Jakarta Cengkareng Airport
mengupayakan pengusahaan Pelabuhan Udara Jakarta that has changed its name into Soekarno-Hatta
Cengkareng yang kini berubah nama menjadi Bandara International Airport, as well as Halim Perdanakusuma
Internasional Soekarno-Hatta serta Bandara Halim Airport since August 13, 1984.
Perdanakusuma sejak 13 Agustus 1984.
Keberadaan Angkasa Pura II berawal dari perusahaan Umum Angkasa Pura II is originated from a public company under
dengan nama Perum Pelabuhan Udara Jakarta Cengkareng the name of Perum Pelabuhan Udara Jakarta Cengkareng
melalui Peraturan Pemerintah Nomor 20 tahun 1984, kemudian established through Government Regulation No. 20 year 1984,
pada 19 Mei 1986 melalui Peraturan Pemerintah Nomor which subsequently on May 19, 1986 through Government
26 tahun 1986 berubah menjadi Perum Angkasa Pura II. Regulation No. 26 year 1986 was amended to Perum Angkasa
Selanjutnya, pada 17 Maret 1992 melalui Peraturan Pemerintah Pura II. Thereafter, on March 17, 1992, through Government


ANGKASA PURA II IN BRIEF
Nomor 14 tahun 1992 berubah menjadi Perusahaan Perseroan Regulation No. 14 year 1992, it became a limited liability
(Persero). Seiring perjalanan perusahaan, pada 18 November stateowned enterprise (Persero).
2008 sesuai dengan Akta Notaris Silvia Abbas Sudrajat, SH, SpN
Nomor 38 resmi berubah menjadi PT Angkasa Pura II (Persero).
Berdirinya Angkasa Pura II bertujuan untuk menjalankan The establishment of Angkasa Pura II is to carry out the
pengelolaan dan pengusahaan dalam bidang jasa management and business of airport and airport-related services
kebandarudaraan dan jasa terkait bandar udara dengan by optimizing the utilization of potential resources owned by the
mengoptimalkan pemberdayaan potensi sumber daya Company and implement good corporate governance practices.
yang dimiliki perusahaan dan penerapan praktik tata kelola This is expected to yield high-quality products and services
perusahaan yang baik. Hal tersebut diharapkan agar dapat that are highly competitive in orderto increase the value of the
menghasilkan produk dan layanan jasa yang bermutu tinggi Company as well as the trust of its stakeholders and the general
dan berdaya saing kuat sehingga dapat meningkatkan nilai public.
perusahaan dan kepercayaan masyarakat.
Kiprah Angkasa Pura II selama 30 tahun, telah menunjukkan The track records of Angkasa Pura II over 30 years have shown
kemajuan dan peningkatan usaha yang pesat dalam bisnis incredible business progress and enhancements in the airport
jasa kebandarudaraan melalui penambahan berbagai sarana service business through the addition of various facilities and
prasarana dan peningkatan kualitas pelayanan pada bandara infrastructure as well as improvement of service quality of the
yang dikelolanya. airports under its management.
Angkasa Pura II telah mengelola 14 Bandara, antara lain yaitu At present, Angkasa Pura II operates 14 airports, namely
Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma Soekarno-Hatta Airport (Jakarta), Halim Perdanakusuma
(Jakarta), Kualanamu (Medan), Supadio (Pontianak), (Jakarta), Kualanamu (Medan), Supadio (Pontianak),
Minangkabau (Padang), Sultan Mahmud Badaruddin II Minangkabau (Padang), Sultan Mahmud Badaruddin II
(Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein (Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein
Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh), Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh),
Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi),
Depati Amir (Pangkalpinang), Bandara Silangit (Tapanuli Utara) Depati Amir (Pangkalpinang), Silangit (Tapanuli Utara) and
dan Bandara Banyuwangi (Banyuwangi). Bandara Banyuwangi (Banyuwangi).
Selama kurun waktu beberapa tahun terakhir, Angkasa Pura II Over the past several years, Angkasa Pura II has earned numerous
telah berhasil memperoleh berbagai penghargaan dari berbagai awards from various institutions. These awards represent
instansi. Penghargaan yang diperoleh merupakan bentuk the trust and appreciation of the public, in recognition of the
apresiasi kepercayaan masyarakat atas performance perusahaan Company’s performance in providing its services.
dalam memberikan pelayanan.
Sebagai Badan Usaha Milik Negara, Angkasa Pura II selalu As a State-Owned Enterprise, Angkasa Pura II has consistently
melaksanakan kewajiban untuk membayar dividen kepada met its obligation to pay dividends to the state as its shareholder.
negara selaku pemegang saham. Angkasa Pura II juga Angkasa Pura II is also constantly committed to providing the
senantiasa berkomitmen untuk memberikan pelayanan yang best services and consumer protection to airport services users,
terbaik dan perlindungan konsumen kepada pengguna jasa implementing good corporate governance practices, improving
bandara, menerapkan praktik tata kelola perusahaan yang baik, the welfare of employees and their families, and increasing
meningkatkan kesejahteraan karyawan dan keluarganya serta social care to the surrounding communities and environment
meningkatkan kepedulian sosial terhadap masyarakat umum through Corporate Social Responsibility (CSR) programs.
dan lingkungan sekitar bandara melalui program Corporate
Social Responsibility (CSR).

ANGKASA PURA II DARI WAKTU KE WAKTU

MILESTONES
1984
Pendirian Perum Pelabuhan Udara Cengkareng
Establishment of the Public Company (Perum) Cengkareng Airport
Pemindahan operasi penerbangan berjadwal dari Kemayoran dan Halim Perdanakusuma ke Bandara
1985 Internasional Soekarno-Hatta
Transfer of scheduled flight operations from Kemayoran and Halim Perdanakusuma to Soekarno-Hatta International Airport
1986
Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura II
Renaming Perum Cengkareng Airport into Perum Angkasa Pura II
Serah terima pemilikan dan pengoperasian Bandara Sultan Mahmud Badaruddin II Palembang dari Ditjen
1991 Perhubungan Udara ke Perum Angkasa Pura II

Handover of ownership and operations of Sultan Mahmud Badaruddin II Airport - Palembang from the Directorate General
of Air Transporation to Perum Angkasa Pura II
Pendirian PT (Persero) Angkasa Pura II berdasarkan akte Notaris Muhani Salim, SH,
1993 No.3 tanggal 2 Januari 1993

Establishment of PT (Persero) Angkasa Pura II based on the Notarial Deed of Muhani Salim, SH,
No. 3 dated January 2nd, 1993
Perusahaan mendapat tugas mengelola Bandara Polonia Medan,
1994 Simpang Tiga Pekanbaru, Tabing Padang

The Company is tasked to manage Airports of Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang, Husein
Sastranegara Bandung, and Blang Bintang Banda Aceh, and Senopen Pekanbaru
1998 Manajemen Kantor Cabang Utama PT (Persero) Angkasa Pura II Bandar Udara Soekarno-Hatta terbentuk
Management of the Main Branch Office of PT (Persero) Angkasa Pura II at Soekarno-Hatta Airport was formed
Dilkaukan perubahan nama Bandara Simpang Tiga menjadi Bandara Sultan Syarif Kasim II
1999 Renaming Simpang Tiga Airport into Sultan Syarif Kasim II Airport
Serah terima opersi Bandara Kijang Tanjung Pinang dari Ditjen Perhubungan Udara ke Angkasa Pura II
2000 Handover of Kijang Tanjung Pinang Airport operations from the Directorate General of Air Transportation to Angkasa Pura II
Peresmian penggunaan Terminal Khusus Haji Bandara Soekarno-Hatta oleh Menteri Agama dan Menteri
2004 Perhubungan
Inauguration of Pilgrims Special Terminal at Soekarno-Hatta Airport by the Minister of Religious Affairs and Minister of
Transportation
Peresmian penggunaan Bandara Internasional Minangkabau, Ketaping, Sumatera Barat, oleh Presiden RI
2005 Inauguration of Minangkabau International Airport, Ketaping, West Sumatra, by President of the Republic of Indonesia
• Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu oleh Wapres RI
2006 •
•
Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI
Penandatanganan akta pendirian PT Railink antara Angkasa Pura II dengan PT Kereta Api Indonesia
• Groundbreaking of Kualanamu International Airport by The Vice President of Republic of Indonesia

• Official Ceremoy of Indonesian Workers Lounge at Soekarno-Hatta International Airport
by The President of Republic Indonesia
• Signing of PT Railink’s Deed of Incorporation between PT Angkasa Pura II (Persero) and PT Kereta Api Indonesia
Laporan
Laporan Tahunan
Tahunan 2017
2017 Annual
Annual Report
Report PT
PT Angkasa
Angkasa Pura
Pura IIII (Persero)
(Persero) 45
45

MILESTONES
Bandara Depati Amir, Pangkal Pinang, dan Sultan Thaha resmi dikelola perusahaan
2007 PT Angkasa Pura II (Persero)

Officially manage Depati Amir Airport in Pangkalpinang and Sultan Thaha Airport in Jambi
Perencanaan Program Bersih Bandara “Clean Airport Action” dan peresmian fasilitas umum di Bandara
2008 Declaration of “Clean Airport Action” and inauguration of public facilities at Soekarno-Hatta Airport by the Minister of
Transportation, Minister of Culture and Tourism, and Governor of Banten
2009 Peresmian Eco & Modern Terminal, yakni Terminal 3 Bandara Soekarno-Hatta
Inauguration of Eco & Modern Terminal, namely the Terminal 3 of Soekarno-Hatta Airport
• Sosialisasi rencana pengembangan Bandara Soekarno-Hatta sebagai Indonesia gateway
2010 • Peresmian kembali Terminal 1C di Bandara Soekarno-Hatta
• Socialization of Soekarno-Hatta development plan as Indonesia gateway

• Inauguration of the reopening of Terminal 1C at Soekarno-Hatta Airport
• Ground breaking pembangunan Terminal Bandara Depati Amir
2011 • Ground breaking pembangunan Terminal Bandara Supadio
• Ground breaking of Depati Amir Airport Terminal construction

• Ground breaking of Supadio Airport Terminal construction
• Penandatanganan nota kesepahaman mengenai sister airport dengan
2012
•
Incheon International Airport Corporation
Peresmian pengoperasian terminal baru Bandara Sultan Syarif Kasim II
• Signing of the Memorandum of Understanding with Incheon International Airport Corporation on Sister Airport
• Inauguration of new terminal of Sultan Syarif Kasim II Airport
• Serah terima dan peresmian pengalihan operasional Bandara Silangit dari Kementrian Perhubungan
2013 •
kepada Angkasa Pura II
Bandara Internasional Kualanamu mulai beroperasi
• Terminal baru Bandara Raja Haji Fisabilillah mulai beroperasi
• Handover and inauguration of Silangit Airport operational transfer from

the Ministry of Transportation to Angkasa Pura II
• Kualanamu International Airport commenced operations
• New terminal of Raja Haji Fisabilillah Airport commenced operations
2014 Peluncuran logo baru “Sky City”

Launching of new “Sky City” logo
2015 Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian BUMN

Appointment of The New PT Angkasa Pura II (Persero) Board of Director at Ministry of SOEs
Pada tanggal 9 Agustus 2016, Terminal 3 Ultimate Bandara Internasional Soekarno- Hatta secara resmi
2016 Beroperasi
On August 9, 2016, the Terminal 3 Ultimate of Soekarno-Hatta International Airport began operating


MILESTONES
• PT Angkasa Pura II (Persero) mulai 6 Januari 2017 resmi melaksanakan soft operation terminal
2017 •
internasional baru Bandara Internasional Husein Sastranegara, Bandung.
Bandara Depati Amir, Pangkal Pinang, mulai tanggal 11 Januari 2017 beroperasi dengan Terminal
Baru yang modern dan megah serta mengedepankan kearifan lokal.
• Bandara Internasional Soekarno-Hatta ditetapkan sebagai pemenang kategori The
• World’s Most Improved Airport 2017 dalam ajang World Airport Awards yang diselenggarakan oleh
Skytrax
• PT Angkasa Pura II (Persero), pengelola 13 bandara di kawasan Barat Indonesia,pada hari Jumat
Tanggal 7 April 2017 meresmikan Pusat Layanan Pelanggan Contact Center Airport 138 di kawasan
Bandara Internasional Soekarno-Hatta.
• Tiga bandara di bawah pengelolaan PT Angkasa Pura II (Persero) meraih sertifikat internasional
terkait manajemen mutu ISO 9001:2015 untuk fungsi pelayanan padaCustomer Service dan Terminal
Inspection Services. Bandara-bandara tersebut adalah Bandara Internasional Soekarno-Hatta di
Tangerang, Husein Sastranegara di Bandung, dan Kualanamu di Deli Serdang
• PT Angkasa Pura II (Persero) pada Tanggal 11 September 2017, memulai pendirian Airport Operation
Control Center atau AOCC guna mendukung Bandara International Soekarno-Hatta menjadi smart
connected airport.
• Pada Minggu, 17 September 2017, atau bertepatan dengan Hari Perhubungan Nasional, Skytrain
dioperasikan setelah Kementerian Perhubungan.
• PT Angkasa Pura II (Persero) bersama dengan sejumlah pihak pada tanggal 17 November 2017
menandatangani nota kesepahaman (Memorandum of Understanding/MoU) terkait pengelolaan dan
pengembangan Bandara Jenderal Besar Soedirman di Purbalingga, Jawa Tengah.
• Pada tanggal 24 November 2017 Presiden RepubIik Indonesia Bapak Joko Widodo meresmikan
Bandara Internasional Silangit, Siborong-borong, Tapanuli Utara.
• Tanggal 26 Desember 2017 pukul 03.47 Kereta (KA) Bandara Internasional Soekarno-Hatta yang
berangkat dari Stasiun Sudirman Baru (BNI City) mulai beroperasi untuk masyarakat umum.
• Pada tanggal 28 Desember 2017, Presiden Joko Widodo meresmikan Terminal Ultimate Bandara
Internasional Supadio Pontianak dengan didampingi oleh Menteri Perhubungan Budi Karya Sumadi.
• Prosesi serah terima pengelolaan Bandara Banyuwangi dilakukan pada tanggal 22 Desember 2017
antara Unit Penyelenggara Bandar Udara Ditjen Perhubungan Udara Kementerian Perhubungan
dengan PT Angkasa Pura II (Persero).
• PT Angkasa Pura II (Persero) starting January 6, 2017 officially launched the soft operation of the new international
terminal of Husein Sastranegara International Airport, Bandung.
• Depati Amir Airport, Pangkal Pinang, starting on January 11, 2017, operates with the new and magnificent Terminal
and promotes the local wisdom.
• Soekarno-Hatta International Airport is designated as the winner of The World’s Most Improved Airport 2017 category
at the World Airport Awards hosted by Skytrax
• PT Angkasa Pura II (Persero), managing 13 airports in Western Indonesia, on Friday April 7, 2017 opened the 138
Customer Service Contact Center in Soekarno-Hatta International Airport area.
• Three airports under the management of PT Angkasa Pura II (Persero) achieve international certification related to ISO
9001: 2015 quality management for service functions on Customer Service and Terminal Inspection Services. These
airports are Soekarno-Hatta International Airport in Tangerang, Husein Sastranegara in Bandung, and Kualanamu at
Deli Serdang
• PT Angkasa Pura II (Persero) on September 11, 2017, commenced the establishment of Airport Operation Control
Center or AOCC to support Soekarno-Hatta International Airport to be smart connected airport.
• On Sunday, September 17, 2017, or coinciding with the National Transportation Day, the Skytrain is operated after the
Ministry of Transportation.
• PT Angkasa Pura II (Persero) together with a number of parties on November 17, 2017 signed a Memorandum
of Understanding (MoU) related to the management and development of Great General Soedirman Airport in
Purbalingga, Central Java.
• On November 24, 2017 President of the Republic of Indonesia Mr. Joko Widodo inaugurated Silangit International
Airport, Siborong-borong, North Tapanuli.
• On December 26, 2017 at 03.47 Train (KA) Soekarno-Hatta International Airport departing from New Sudirman
Station (BNI City) and commenced operations for public.
• On December 28, 2017, President Joko Widodo inaugurated the Ultimate Terminal of the International Airport
Supadio Pontianak accompanied by Minister of Transportation Budi Karya Sumadi.
• The handover process of Banyuwangi Airport management was done on December 22, 2017 between Airport
Operator Unit of the Directorate General of Air Transportation of the Ministry of Transportation with PT Angkasa Pura
II (Persero).
MAKNA LOGO
LOGO PHILOSOPHY
Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa Angkasa Pura II logo is referred to as sky city or a world
batas, terdiri dari simbol bola dunia Angkasa Pura II yang without borders, consisting of Angkasa Pura II globe symbol,
melambangkan kesiapan seluruh jajaran Angkasa Pura II untuk which symbolizes the readiness of all aspect in Angkasa Pura
bersaing di era globalisasi dengan tekad bulat menyambut II to compete in the era of globalization with determination to
pelanggannya dengan layanan sempurna ditunjang dengan welcomes its customers with perfect service supported with first
sistem kerja kelas satu yang dinamis berstandar internasional. class work system with dynamic and international standard.
Marka Angkasa Pura II menampilkan kepribadian yang kokoh Angkasa Pura II marks displays a strong and responsible
dan bertanggung jawab, didukung oleh kesiapan dan komitmen personality, supported by the readiness and commitment of the
dari manajemen dan seluruh staff Angkasa Pura II. management and entire staff of Angkasa Pura II.
BIRU: LOGISTIK
Merupakan simbol pergerakan logistik yang KUNING: KEMAKMURAN
stabil dan terus tumbuh dan berkembang pesat, Merupakan simbol kemakmuran dari
termasuk dalam segi pengadaan, perawatan, Angkasa Pura II hasil dari kerja keras dan
penyediaan dan ketenagaan. komitmen tinggi akan kinerja Angkasa Pura
A symbol of stable logistic flow and continues II demi memberikan hasil yang maksimal
to grow and thrive, including in procurement, bagi pemegang saham, manajemen, staf
maintenance, supply and workforce. dan Negara Indonesia.
A symbol of Angkasa Pura II prosperity
generated from hard work and commitment
to Angkasa Pura II performance excellence
to provide maximum results for our
shareholders, management, staff and for
Indonesia.
HIJAU: KEPEMIMPINAN DAN MERAH: TINDAKAN DAN AKSI

PERTUMBUHAN Merupakan simbol akan tindakan yang dilandasi
Merupakan simbol akan kepemimpinan dengansemangat kerja yang tinggi dan komitmen
yang tegas, stabil dan terarah demi menuju dari Angkasa Pura II demi menghasilkan aksi
pertumbuhan yang sehat dan berkembang. dan performa berkelas demi kenyamanan dan
A symbol firm, stable and purposeful keselamatan pelanggan.
leadership towards healthy growth and A symbol of effort based on high morale and
development. commitment of Angkasa Pura II to generate action
and performance excellence for the customer’s safety
and comfort.

PERUBAHAN NAMA PERUSAHAAN

CHANGE OF COMPANY NAME
PERUBAHAN NAMA PERUSAHAAN CHANGE OF COMPANY NAME

Per 31 Desember 2017, Angkasa Pura II tidak melakukan As of December 31st, 2015, Angkasa Pura II does not change
perubahan nama. Nama yang digunakan sampai saat ini adalah its name. The name used to date is PT Angkasa Pura II (Persero).
PT Angkasa Pura II (Persero).dari manajemen dan seluruh staff
Angkasa Pura II.
BIDANG USAHA
BUSINESS LINES
BIDANG USAHA UTAMA SESUAI ANGGARAN DASAR BUSINESS LINES BASED ON ARTICLES OF ASSOCIATION
1. Penyediaan, pengusahaan dan pengembangan fasilitas 1. Provision, exploitation and development of facilities for
untuk kegiatan pelayanan pendaratan, lepas landas, parkir activities of landing services, taking off, parking and storage
dan penyimpanan pesawat udara; of aircraft;
2. Penyediaan, pengusahaan dan pengembangan fasilitas 2. Provision, exploitation and development of terminal
terminal untuk pengangkutan penumpang; facilities for passenger transport;
3. Penyediaan, pengusahaan dan pengembangan fasilitas 3. Provision, exploitation and development of electronic,
elektronika, listrik, air dan instalasi limbah buangan; power, water and waste disposal installations facilities;
4. Penyediaan lahan untuk bangunan, lapangan dan kawasan 4. Provision of land for buildings, fields and industrial areas, as
industri serta gedung/bangunan yang berhubungan well as buildings related to air transportation smoothness;
dengan kelancaran angkutan udara;
5. Penyediaan jasa konsultansi, pendidikan dan pelatihan 5. Provision of consulting, education and training services
yang berkaitan dengan kebandarudaraan; related to airport affairs;
6. Penyediaan jasa pelayanan yang secara langsung 6. The provision of services that directly support flight activities
menunjang kegiatan penerbangan yang meliputi that include the provision of aircraft hangars, aircraft
penyediaan hanggar pesawat udara, perbengkelan pesawat overhaul, warehousing, aircraft catering, ramp services,
udara, pergudangan, jasa boga pesawat udara, jasa ramp, passenger and baggage services, cargo and mail handling
jasa pelayanan penumpang dan bagasi, jasa penanganan services, load control services, flight communication and
kargo dan surat, pelayanan jasa load control, komunikasi operations, surveillance services, aircraft maintenance and
dan operasi penerbangan, pelayanan jasa pengamatan, overhaul services, provision and distribution of aircraft fuel
pelayanan jasa pemeliharaan dan perbaikan pesawat services;
udara, pelayanan penyediaan dan pendistribusian bahan
bakar pesawat udara;
7. Penyediaan jasa pelayanan yang secara langsung atau tidak 7. Provision of services that directly or indirectly support airport
langsung menunjang kegiatan bandar udara yang meliputi activities which include the provision of accommodation/
jasa penyediaan penginapan/hotel, penyediaan restoran hotels, restaurants and cafe, motor vehicles placement/
dan cafe, jasa penempatan kendaraan bermotor/parkir, parking services, general maintenance services (activities to
jasa perawatan pada umumnya (kegiatan yang melayani support cleaning and maintenance of airport buildings and
pembersihan dan pemeliharaan gedung dan kantor di offices, automated services for flight departure reporting;
bandar udara, jasa pelayanan otomatisasi pelaporan
keberangkatan penerbangan;

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8. Jasa penunjang kegiatan bandar udara lainnya, meliputi 8. Other airport supporting services, including sales of vehicle
penjualan bahan bakar dan pelumas kendaraan bermotor fuel and lubricant at the airport, transportation service for
di bandar udara, jasa pelayanan pengangkutan barang, baggage, passengers at departure and arrival terminal,
penumpang di terminal kedatangan dan pemberangkatan, postal services, communication services, playground and
jasa pelayanan pos, jasa pelayanan telekomunikasi, jasa recreational services, tourism services, travel agents, airport
tempat bermain dan rekreasi, jasa aluan wisata, agen banking services, money changer, land transportation
perjalanan, bank untuk pelayanan jasa perbankan di services, deposit counters, advertising services, first class
bandar udara, penukaran uang, jasa pelayanan angkutan lounge, business class lounge and VIP room, wellness and
darat, penitipan barang, jasa advertensi, first class lounge, beauty salon, agribusiness services, nursery, insurance,
business class lounge dan VIP room, wellness and beauty room/space for rent, vending machines, waste management
salon, agrobusiness service, nursery, asuransi, jasa services, health services, industrial areas services, other
penyediaan ruangan, vending machine, jasa pengolahan services that directly or indirectly support airport business
limbah buang, jasa pelayanan kesehatan, jasa penyediaan activities.
kawasan industri, jasa lainnya yang secara langsung atau
tidak langsung menunjang kegiatan usaha bandar udara.
BIDANG USAHA PENUNJANG SUPPORTING BUSINESS LINES

Bidang usaha penunjang dilakukan dalam rangka optimalisasi The Company carries out supporting business lines in order
pemanfaatan sumber daya yang dimiliki Angkasa Pura II yang to optimize the utilization of resources owned by Angkasa
berada di luar daerah lingkungan kerja bandar udara meliputi Pura II that are outside of airport work environment, covering
usaha properti, pergudangan, perkantoran, perhotelan, the businesses of properties, warehousing, offices, hotels,
perumahan, apartemen, bursa mobil, bengkel, restoran, SPBU, housing, apartments, car markets, garages, restaurants, gas
pusat perbelanjaan dan bisnis pariwisata, resort, olahraga dan stations, shopping centers and tourism business, resorts,
rekreasi, rumah sakit, pendidikan dan penelitian, prasarana sports and recreation, hospitals, education and research, of
telekomunikasi dan sumber daya energi, jasa penyewaan dan telecommunication infrastructure and energy resources, rental
pengusahaan sarana dan prasarana yang dimiliki Angkasa Pura services and exploitation of facilities and infrastructure owned
II serta optimalisasi pemanfaatan dana Angkasa Pura II melalui by Angkasa Pura II, as well as optimization of funds utilization
pasar modal dan pasar uang. of Angkasa Pura II through capital market and money market.
“Bidang usaha penunjang dilakukan dalam

rangka optimalisasi pemanfaatan sumber
daya yang dimiliki Angkasa Pura II yang
berada di luar daerah lingkungan kerja
bandar udara
The Company carries out supporting business lines in order to
optimize the utilization of resources owned by Angkasa Pura II
that are outside of airport work environment

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BIDANG USAHA ANGKASA PURA II YANG SAAT INI CURRENT BUSINESS LINES OF ANGKASA PURA II:
DIJALANKAN SEBAGAI BERIKUT:
Jasa Kebandarudaraan Airport Services
Angkasa Pura II merupakan salah satu BUMN yang menjalankan Angkasa Pura II is one of the SOEs that run airport services
bisnis pelayanan jasa kebandarudaraan. Perusahaan sangat business. The Company understands well the importance of
memahami betul pentingnya menjaga kualitas performance maintaining the performance quality of the Company and
perusahaan dan kepercayaan masyarakat. Peningkatan kualitas the public trust. Improvement of service quality is conducted by
pelayanan yang diberikan oleh Angkasa Pura II melalui berbagai Angkasa Pura II through the provision of completeness of public
penyediaan kelengkapan sarana dan prasarana atau fasilitas facilities and infrastructure in the airport environment
umum di lingkungan bandara berdampak terhadap tingkat and affects the level of comfort perceived by the public as airport
kenyamanan yang dirasakan masyarakat sebagai pengguna jasa service users.
bandara.
Sejalan dengan hal tersebut, Angkasa Pura II juga memberikan Therefore, Angkasa Pura II also provides consumer protection
perlindungan konsumen atas pelayanan yang merugikan for detrimental services to customers through channels of
pelanggan melalui saluran-saluran pengaduan yang tersedia complaint provided so as to respond quickly to any complaints
sehingga mampu merespon dengan cepat setiap aduan and provide closure in a smart manner. In the aspect of flight
dan memberikan penyelesaian secara bijaksana. Pada operations, Angkasa Pura II always prioritizes flight safety by
aspek operasional penerbangan, Angkasa Pura II senantiasa ensuring that all airport operational sectors follow and comply
mengutamakan keselamatan penerbangan dengan memastikan with the applicable procedures. Thus, all aspects of concern/
seluruh sektor operasional kebandarudaraan mengikuti dan foundation of the Company, can fulfill the expectations of all
mematuhi prosedur yang berlaku. Sehingga, semua aspek yang parties and enhance the corporate image.
menjadi perhatian/tumpuan perusahaan, dapat memenuhi
ekspektasi harapan semua pihak dan mampu meningkatkan
citra perusahaan.
Angkasa Pura II melakukan pengembangan usaha dalam bidang Angkasa Pura II performs business development in the field
jasa kebandarudaraan dan peningkatan pelayanan yang optimal of airport services and improvement of optimum service to
kepada pengguna jasa bandara melalui penyelenggaraan the airport service users through services that support airport
pelayanan-pelayanan yang menunjang jasa kebandarudaraan. services. Such services include: landing services, placement and
Pelayanan-pelayanan tersebut antara lain: pelayanan jasa storage of aircraft (PJP4U), air passenger services (PJP2U), flight
pendaratan, penempatan dan penyimpanan pesawat udara services (PJP), Jet Bridge services and counter services.
(PJP4U), pelayanan jasa penumpang pesawat udara (PJP2U),
pelayanan jasa penerbangan (PJP), pelayanan jasa Garbarata
dan Pelayanan jasa konter.
Dalam menjalankan usahanya, Angkasa Pura II selalu mematuhi In running its business, Angkasa Pura II always obeys and follows
dan mengikuti berbagai regulasi maupun standar yang mengikat various regulations and standards related to air traffic services,
terkait dengan pelayanan lalu lintas udara, baik yang berlaku both that apply internationally (International Civil Aviation
secara internasional (International Civil Aviation Organization / Organization/ICAO) and nationally (Ministry of Transportation
ICAO) maupun nasional (Departemen Perhubungan - Direktorat - Directorate General of Air Transportation). All regulations
Jenderal Perhubungan Udara). Semua regulasi maupun standar and standards are applicable so that flight safety aspects are
tersebut diberlakukan, agar aspek keselamatan penerbangan fulfilled; thus, all parties are able to experience the comfort and
terpenuhi sehingga semua pihak dapat merasakan kenyamanan tranquility during the flight.
dan ketenangan selama penerbangan.

BIDANG USAHA
BUSINESS LINES
Angkasa Pura II memiliki komitmen yang tinggi dalam mengelola Angkasa Pura II is strongly committed to managing air traffic
jasa pelayanan lalu lintas udara dengan mengutamakan services by prioritizing aviation safety and satisfaction of
keselamatan penerbangan dan kepuasan pelanggan/pengguna customers/airport service users. To realize such commitment,
jasa bandara. Untuk mewujudkan hal tersebut, Angkasa Pura Angkasa Pura II continues to work on improving service
II terus mengupayakan peningkatan kualitas pelayanan baik quality both from the aspect of competence empowerment of
dari aspek pemberdayaan kompetensi SDM yang dimiliki, existing HR, improvement and monitoring of the Company’s
penyempurnaan dan pengawasan kepatuhan atas prosedur compliance with the working procedures as well as additions
kerja maupun penambahan serta perbaikan fasilitas dan sistem and improvement of airport facilities and systems.
bandar udara.
Jasa Terkait Bandar Udara Airport Related Services

Memaksimalkan pelayanan terbaik melalui penyediaan beragam Maximizing the best service by providing various airport
pelayanan jasa penunjang Bandar udara yang modern dengan supporting services that are modern and supported with
ditunjang fasilitas berteknologi tinggi adalah komitmen Angkasa hightech facilities is the commitment of Angkasa Pura II to
Pura II untuk mewujudkan kenyamanan bagi pengguna jasa realizing convenience for service users while in the airport
selama berada di lingkungan bandara. environment.
Angkasa Pura II mengusahakan pelayanan-pelayanan jasa yang Angkasa Pura II provides services that support the airport service
menunjang bisnis jasa kebandarudaraan. Pelayanan jasa terkait business. Airport-related services provided by Angkasa Pura II
bandara udara disediakan oleh Angkasa Pura II bertujuan untuk aim to support the creation of aspects of security, safety and
mendukung terciptanya aspek keamanan, keselamatan dan comfort for airport service users while in the Airport environment.
kenyamanan bagi pengguna jasa bandara selama berada di Airport-related services include: leasing of space, warehouses,
kawasan Bandara. Pelayanan jasa terkait bandar udara tersebut land and other facilities, activities of concessionaires, vehicles
diantaranya: penyewaan ruangan, gudang, lahan dan fasilitas parking, Airport Pass and the provision of land for building,
lainnya, kegiatan konsesioner, parkir kendaraan, Pas Bandara fields and industry as well as buildings related with the flow of
dan penyediaan lahan untuk bangunan, lapangan dan industri air transport.
serta bangunan yang berhubungan dengan kelancaraan
angkutan udara.
Pelayanan penunjang lainnya yang juga diupayakan oleh Other supporting services that are also developed by Angkasa
Angkasa Pura II antara lain: pelayanan operasi bandara, Pura II, among others, are: airport operation services, pilgrim
pelayanan penerbangan haji, pelayanan tenaga kerja Indonesia, flight services, Indonesian worker services, cargo services, airport
pelayanan kargo, pelayanan keamanan dan keselamatan security and safety services, rescue and fire fighting services
bandara, pelayanan pertolongan kecelakaan penerbangan dan (PKP-PK) as well as emergency response services.
pemadam kebakaran (PKP-PK) serta pelayanan penanggulangan
gawat darurat.

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Pelayanan Bandara Airport Services

Seiring dengan kebutuhan masyarakat terhadap jasa angkutan The increasing public demand for air transport services impacts
udara yang semakin meningkat, berdampak pada lalu lintas on the traffic of airport service users which have become very
para pengguna jasa bandara yang menjadi begitu padat baik congested, both at the time before the flight (departure) or
pada saat sebelum penerbangan (keberangkatan) maupun after the flight (arrival). This requires the needs for a serious and
saat setelah penerbangan (kedatangan). Hal ini menuntut adequate management. Angkasa Pura II seeks to grantthe best
perlunya pengelolaan yang serius dan memadai. Angkasa Pura service through airport operation services with the addition of
II berupaya penuh untuk memberikan pelayanan terbaik melalui various facilities in the airport environment and expansion of
pelayanan operasi bandara dengan penambahan berbagai terminal area including the construction of new buildings or
fasilitas di lingkungan bandara dan perluasan kawasan terminal terminal buildings. These efforts aim to increase the capability
termasuk pembangunan gedung atau bangunan terminal baru. of airports to accommodate the growing number of passengers
Upaya yang dilakukan ini bertujuan supaya dapat menampung and to bring comfort for the airport service users.
jumlah penumpang yang bertambah serta dapat menghadirkan
kenyamanan bagi pengguna jasa bandara.
Penambahan dan perbaikan fasilitas bandara yang dilakukan Addition and improvement of airport facilities performed by the
oleh perusahaan diantaranya adalah penambahan dan Company include the addition and improvement of passengers’
perbaikan kursi tunggu penumpang, garbarata, toilet, troli seats in the waiting areas, jet bridges, toilets, luggage trolleys,
bagasi, konter check-in, konter pemeriksaan, fasilitas tempat check-in counters, security check counters, places of worships
ibadah seperti mushola dan sejumlah fasilitas pendukung and a number of other supporting facilities. In regard to terminal
lainnya. Terkait dengan pengembangan kawasan terminal, area development, Angkasa Pura II has increased the airport
Angkasa Pura II melakukan penambahan kapasitas bandara capacity by adding more spaces that can accommodate the
diantaranya penambahan ruang yang mampu menampung increase in the number of passengers as well as improving room
peningkatan jumlah penumpang serta penataan ruangan arrangement that facilitates the administrative management
yang memperlancar proses pemeriksaan dan memudahkan of passengers. Through the cooperation with the Company’s
pengurusan administrasi penumpang. Melalui kerjasama assisted partners, Angkasa Pura II also adds sales counters that
dengan mitra binaan perusahaan, Angkasa Pura II juga provide various needsof airport service users. In order to preserve
menambah konter-konter jualan yang menyediakan berbagai the comfort and beauty of airport environment, Angkasa Pura
kebutuhan para pengguna jasa bandara. Dalam rangka menjaga II continuously monitors the cleanliness of the airport and
kenyamanan dan keindahan di lingkungan bandara, Angkasa conducts airport hygiene programs.
Pura II senantiasa memantau kebersihan kawasan bandara dan
melakukan program kebersihan bandara.
Pelayanan Penerbangan Haji Pilgrim Flight Services

Pelayanan angkutan Jama’ah Haji tahun 2017 secara umum In general, during 2017 pilgrim flight services ran normally,
berjalan dengan tertib, aman dan lancar berkat komunikasi orderly, safely and smoothly due to the good coordination
dan koordinasi yang baik antar instansi terkait antara lain: and cooperation between the relevant institutions, among
Departemen Agama, maskapai penerbangan, penyedia jasa others: Ministry of Religious Affairs, Airlines, Ground Handling
ground handling, dan CIQ (custom, imigration, quarantine). Agents, National Air Force and CIQ (Custom, Immigration, and
Pelayanan angkutan udara jamaah haji Indonesia terbagi Quarantine). Air freight service of the Indonesian Pilgrims in 2017
menjadi 2 (dua) fase. Fase I keberangkatan (embarkasi) dimulai was divided into 2 (two) phases. The 1st Phase of Departure
pada 28 Juli 2017 sampai dengan 26 Agustus 2017, sementara (embarkation) began on July 28 until August 26, 2017, while
itu fase II pemulangan (debarkasi) dimulai pada 6 September the 2nd Phase of Arrival (debarkation) began on September 6
2017 sampai dengan 6 Oktober 2017. until October 6, 2017.

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Angkasa Pura II berkomitmen untuk

memberikan pelayanan yang maksimal dan
fasilitas kemudahan bagi TKI diantaranya
adalah penyediaan jalur khusus keberangkatan
dan kedatangan TKI, pusat layanan informasi
TKI dan layanan angkutan darat bagi TKI yang
pulang ke kampung.
Angkasa Pura II is committed to providing superior service
and convenient facilities for the TKI including the provision of
special line for departure and arrival of TKI, TKI information
service center and land transportation services for TKI who
return home.
Pelayanan Tenaga Kerja Indonesia (TKI) Indonesian Worker Services (TKI)

Indonesia mempunyai jumlah tenaga kerja yang relatif banyak Indonesia has a relatively large amount of workers spread
yang tersebar di berbagai negara, di mana sebagian besar across various countries, where mostly take advantage of air
memanfaatkan pelayanan jasa angkutan udara. Lalu lintas transport services. Indonesian workers traffic that go through
tenaga kerja Indonesia yang melalui pintu keberangkatan the departure gate or the arrival gate managed by Angkasa
maupun pintu ke kedatangan bandara yang dikelola oleh Pura II shows an improvement in line with the growth of total
Angkasa Pura II menunjukkan peningkatan seiring dengan workers outside the country.
meningkatnya jumlah tenaga kerja yang ada di luar negeri.
Besarnya kontribusi para tenaga kerja Indonesia dalam Due to the large amount of contributions of Indonesian workers
menggunakan pelayanan jasa bandar udara, Angkasa Pura II in using the airport services, Angkasa Pura II is committed to
berkomitmen untuk memberikan pelayanan yang maksimal dan providing superior service and convenient facilities for the TKI
fasilitas kemudahan bagi TKI diantaranya adalah penyediaan including the provision of special line for departure and arrival
jalur khusus keberangkatan dan kedatangan TKI, pusat layanan of TKI, TKI information service center and land transportation
informasi TKI dan layanan angkutan darat bagi TKI yang pulang services for TKI who return home. Angkasa Pura II also provides
ke kampung. Angkasa Pura II juga memeberikan perhatian special attention and protection for TKI from the acts of fraud
khusus dan perlindungan bagi para TKI dari aksi-aksi penipuan by irresponsible people in the airport environment. Hence, it is
oleh orang-orang yang tidak bertanggungjawab di lingkungan expected that the TKI will feel comfortable and secure while in
bandara. Dengan demikian, diharapkan para TKI merasa the airport.
nyaman dan aman selama berada di bandara.

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Pelayanan Kargo Cargo Services

Bisnis pengiriman atau pengangkutan barang memiliki prospek Baggage delivery or transport business has quite strategic
usaha yang sangat strategis termasuk bisnis pengiriman barang prospects, including the delivery of baggage business through
melalui angkutan udara (kargo). Peluang bisnis yang strategis air freight (cargo). This strategic business opportunity is exploited
ini, dimanfaatkan oleh Angkasa Pura II dengan mengoperasikan by Angkasa Pura II by operating a cargo terminal which was
terminal kargo yang dimulai sejak tahun 2007. Angkasa Pura initiated in 2007. Angkasa Pura II formed a strategic business
II membentuk unit bisnis strategis yang mengelola pelayanan unit that manages cargo services in all managed airports.
kargo di setiap bandara yang dikelola.
Dalam rangka memastikan terpenuhinya aspek kelancaran, In order to ensure the fulfillment of the aspects of smoothness,
keamanan dan keselamatan operasional pengiriman barang security and safety of baggage shipping operations, starting
dari mulai proses penggudangan sampai dengan penerbangan, from the warehouse process to air shipment, Angkasa Pura
Angkasa Pura II melakukan pengawasan kepatuhan terhadap II supervises the compliance with applicable procedures and
prosedur dan standar yang berlaku. standards.
Angkasa Pura II melakukan upaya untuk meningkatkan Angkasa Pura II strives to improve cargo services quality at its
kualitas pelayanan kargo di bandara-bandara yang dikelola managed airports, such as the improvement of cargo stowage
seperti peningkatan kapasitas pergudangan kargo yang dapat capacity to accommodate increased transaction volume.
menampung peningkatan volume transaksi.
Keamanan dan Keselamatan Bandara Airport Security and Safety

Angkasa Pura II memiliki komitmen yang tinggi atas terpenuhinya Angkasa Pura II is fully committed to fulfilling the aspects of
aspek keamanan dan keselamatan bandara dari segala bentuk security and safety in the airports against all forms of threats
ancaman dan gangguan yang dapat merugikan penumpang, and disturbances that may harm the passengers, airport service
pengguna jasa bandara maupun perusahaan sendiri. Komitmen users and the Company itself. The Company’s commitment is
perusahaan tersebut diwujudkan dengan adanya penyediaan manifested through the provision of airport security and safety
pelayanan keamanan dan keselamatan bandara. services.
Angkasa Pura II telah melengkapi bandara-bandara yang Angkasa Pura II has equipped all airports under its management
dikelolanya dengan fasilitas pengamanan yang modern dan with modern security facilities and high-tech equipments ranging
berteknologi tinggi mulai dari peralatan X-Ray untuk pemeriksaan from X-Ray for baggage and cargo inspection, walk-through and
bagasi dan kargo, walk-through dan handheld metal detector, handheld metal detectors, CCTV systems, perimeter fencing and
sistem CCTV, pagar perimeter dan lain-lain. Pada aspek so on. In the aspect of quality of human resources responsible
kualitas sumber daya manusia yang bertanggungjawab atas for the security and safety at the airport area, the Company has
keamanan dan keselamatan di kawasan bandara, perusahaan provided various trainings, both knowledge and technical skills
telah memberikan berbagai pelatihan baik yang bersifat in the field. It aims at establishing security personnel that are
pengetahuan sampai pada ketrampilan teknis di lapangan. Hal reliable and professional to carry out
ini bertujuan untuk membentuk personil keamanan yang handal airport security operational duties.
dan profesional dalam menjalankan tugas-tugas operasional
pengamanan bandara.
Sedangkan pada aspek kuantitas personil pengamanan In regard to the quantity aspect of airport security personnel,
bandara, Angkasa Pura II juga melakukan penambahan sesuai Angkasa Pura II also increases the number of security personnel
dengan kebutuhan dan standar pengamanan berlaku. Terkait in accordance with the applicable safety requirements and

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dengan keamanan dan keselamatan bandara, Angkasa Pura standards. Furthermore, related to airport safety and security,
II juga selalu berkoordinasi dan bekerjasama dengan instansi Angkasa Pura II constantly coordinates and cooperates with
Kepolisian Republik Indonesia dan Tentara Nasional Indonesia the Indonesian National Police and the Indonesian Military (TNI)
(TNI) untuk memberikan pelatihan kepada personil pengamanan to provide training for airport security personnel as well as to
bandara maupun untuk menciptakan suasana bandara yang create airport atmosphere that is safe and comfortable.
aman dan nyaman.
Pelayanan Pertolongan Kecelakaan Penerbangan dan Rescue and Fire Fighting Services (PKP-PK)
Pemadam Kebakaran (PKP-PK)
Angkasa Pura II sangat menyadari dalam pengelolaan bisnis Angkasa Pura II is extremely aware of the fact that the
jasa kebandarudaraan yang berhubungan dengan jasa lalu management of airport services business related to air traffic
lintas penerbangan memiliki tingkat risiko yang tinggi. Oleh services has a high level of risk. Therefore, the Company has
karena itu, perusahaan mempunyai program pelayanan yang established a service program that aims to minimize and
bertujuan untuk meminimalisir dan mengantisipasi munculnya anticipate the emergence of these risks, namely the program of
risiko tersebut yaitu melalui program pelayanan pertolongan rescue and fire fighting services (PKP-PK).
kecelakaan penerbangan dan pemadam kebakaran (PKP-PK).
Angkasa Pura II berupaya memastikan bahwa semua Angkasa Pura II strives to ensure that all infrastructure/facilities
infrastruktur/fasilitas yang terkait dengan program PKP-PK related to PKP-PK program is in a state of alert and able to function
dalam kondisi yang siap siaga dan berfungsi secara optimal. optimally. Efforts made by the Company include reparation
Upaya yang dilakukan Perusahaan perbaikan dan peningkatan and improvement of facility so as to be complete, as well as
kelengkapan fasilitas maupun penggantian atau peremajaan replacement and revitalization of PKP-PK operationalvehicles,
kendaraan operasional PKP-PK antara lain foam tender, rescue among others, foam tenders, rescue invention vehicle (rapid
invention vehicle (rapid car), ambulance dan commando car, car), ambulance and commando car, and are in accordance
sesuai dengan ketentuan dan standar yang berlaku bagi masing- with the applicableprovisions and standards to the respective
masing bandara. airports.
Di samping peningkatan kualitas infra struktur PKP-PK, Angkasa In addition to improving the quality of PKP-PK infrastructure,
Pura II juga meningkatkan kapabilitas pelayanan PKP-PK Angkasa Pura II also improves the service capabilities of PKPPK
melalui pemenuhan kualitas maupun kuantitas personil PKP-PK. through the fulfillment of quality and quantity of PKP-PK
Dalam rangka pemenuhan kualitas personil PKP-PK, Angkasa personnel. In order to meet the quality of PKP-PK personnel,
Pura II bekerjasama dengan instansi pemerintah seperti Dinas Angkasa Pura II cooperates with several government agencies
Pemadam Kebakaran dengan memberikan pelatihan-pelatihan such as the Fire Department to provide training to improve the
yang dapat meningkatkan kompetensi personil PKP-PK. Pada competence of PKP-PK personnel. In the aspect of compliance
aspek kepatuhan terhadap prosedur, perusahaan melakukan with procedures, the Company conducts study and assessment
kajian maupun penilaian untuk mengukur kualitas pelayanan to measure the service quality of PKP-PK in response to any
PKP-PK dalam merespon setiap kecelakan yang terjadi. accidents that occur.

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Angkasa Pura II bekerjasama dan

berkoordinasi dengan berbagai unsur dan
instansi yang tergabung dalam Airport
Emergency Committee (AEC) sesuai
prosedur atau standar dalam Airport
Emergency Plan (AEP).
Angkasa Pura II cooperates and coordinates with
various elements and institutions joined in the Airport
Emergency Committee (AEC) in accordance with
procedures or standards stipulated in the Airport
Emergency Plan (AEP).users and the Company itself.
Layanan Penanggulangan Gawat Darurat Emergency Response Services

Kesiapan bandara menghadapi kemungkinan terjadinya Airport readiness to respond to the possibility of airplane accident
kecelakaan pesawat udara, memiliki dampak yang sangat has a very significant impact in preventing or minimizing the
signifikan dalam mencegah atau meminimalkan timbulnya loss of life and material. This readiness depends on the airport
kerugian jiwa maupun material. Kesiapan ini bergantung pada conditions on the availability of adequate facilities, supported
kondisi bandara atas ketersediaan fasilitas yang memadai, yang with reliable and trained personnel to perform emergency
didukung oleh personil handal dan terlatih dalam melakukan response.
penanggulangan gawat darurat.
Angkasa Pura II melalui layanan penanggulangan gawat Angkasa Pura II, through emergency response services, seeks
darurat berupaya untuk memberikan respon yang cepat atas to provide rapid response on airplane accident. To that end,
terjadinya kecelakan pesawat udara. Untuk itu, Angkasa Pura Angkasa Pura II ensures that all the managed airports have
II memastikan bahwa seluruh bandara yang dikelolanya telah conducted training on emergency response and completed
melakukan pelatihan-pelatihan tentang penanggulangan gawat various facilities and supporting elements.
darurat serta melengkapi berbagai fasilitas dan unsur-unsur
penunjangnya.
Dalam rangka penanggulangan gawat darurat, Angkasa Pura In the framework of emergency response, Angkasa Pura
II bekerjasama dan berkoordinasi dengan berbagai unsur dan II cooperates and coordinates with various elements and
instansi yang tergabung dalam Airport Emergency Committee institutions joined in the Airport Emergency Committee (AEC)
(AEC) sesuai prosedur atau standar dalam Airport Emergency in accordance with procedures or standards stipulated in the
Plan (AEP). Airport Emergency Plan (AEP).

PENGEMBANGAN BANDARA TAHUN 2017

AIRPORT DEVELOPMENT IN 2017
Angkasa Pura II berkomitmen untuk memberikan pelayanan Angkasa Pura II is committed to providing service in each airport
di setiap bandara yang dimiliki untuk memenuhi harapan owned to meet the expectation of the stakeholders. For 2016,
stakeholders. Selama tahun 2017, pengembangan bandara the airport development conducted is as follows:
yang telah dilakukan sebagai berikut:
1. Pengoperasian Terminal Internasional Baru Bandara

Husein Sastranegara Bandung
Operation of New International Airport Terminals: Husein Sastranegara Bandung

2. Pengembangan fasilitas penunjang di

Bandara Internasional Soekarno-Hatta
Development of supporting facilities at Soekarno-Hatta International Airport
3. Pengoperasian Terminal Baru Bandara

Depati Amir Pangkal Pinang
Operation of New Terminal of Depati Amir Pangkal Airport Pinang

WILAYAH KERJA DAN LOKASI BANDARA

WORKING AREA AND AIRPORT LOCATION
BTJ KNO SQT PDG

SULTAN ISKANDAR KUALA NAMU SILANGIT AIRPORT MINANGKABAU
MUDA AIRPORT INTERNATIONAL Tapanuli Utara INTERNATIONAL
Banda Aceh AIRPORT AIRPORT
Medan Padang
3
7 8
10
5 9
11
12
13
14
PGK PNK CGK HLP

DEPATI AMIR SUPADIO AIRPORT SOEKARNO HATTA HALIM
AIRPORT Pontianak INTERNATIONAL PERDANAKUSUMAH
Pangkal Pinang AIRPORT AIRPORT
Tangerang Jakarta

WILAYAH KERJA DAN LOKASI BANDARA

WORKING ARE AND AIRPORT LOCATION
DJB PLM PKU TNJ

SULTAN THAHA SULTAN MAHMUD SULTAN SYARIF II RAJA HAJI
AIRPORT BADARUDDIN INTERNATIONAL FISABILILLAH
Jambi AIRPORT AIRPORT AIRPORT
Palembang Pekanbaru Tanjung Pinang
BDO BWX
HUSEIN BANYUWANGI
SASTRANEGARA AIRPORT
AIRPORT Bandung
Bandung

VISI & MISI

VISION & MISSION
Visi | Vision
BANDARA TERBAIK DENGAN

TEKNOLOGI YANG PINTAR DAN
TERKONEKSI DI KAWASAN
THE BEST SMART CONNECTED AIRPORT
OPERATOR IN THE REGION
The best smart connected airport operator in the region memiliki makna bahwa bandara-
bandara yang dikelola Angkasa Pura II menjadi bandara yang terhubung ke banyak rute atau
tujuan baik di dalam maupun di luar negeri, sesuai dengan status masing-masing bandara
(bandara domestik/internasional). Connecting time dan connecting process baik untuk
penumpang maupun barang harus bisa berjalan dengan mudah dan tanpa sekat. Bandara-
bandara APII juga sepenuhnya menjadi bandara yang pintar (smart) dengan memanfaatkan
teknologi modern. Region yang dimaksud dalam visi adalah Asia. Sehingga dapat disimpulkan
bahwa visi Angkasa Pura II adalah menjadi bandara dengan konektivitas tinggi ke banyak
kota atau negara dan mempergunakan teknologi modern yang terintegrasi dalam operasional
bandara dan peningkatan pelayanan penumpang.
The best smart connected airport in the region means that airports managed by Angkasa Pura II become the airports that are connected
to various routes and destination, both domestic and international, in accordance with the status of each airport (domestic/international
airport). Connecting time and connecting process, both for the passengers and goods must run easily and without any delay. APII airports
must entirely become smart airports through the utilization of modern technology. The word Region in the vision is defined as Asia; thus,
it can be concluded that the vision of Angkasa Pura II is to become an airport with high connectivity to many cities or countries through
the use of sophisticated technology that is integrated into airport operations and the efforts to improve service quality for the passengers.

Tinjauan Operasional Laporan
Laporan
Tata Kelola
Tata Kelola
Perusahaan
Perusahaan TanggungTanggung
Jawab Sosial
Jawab
Perusahaan
Sosial Perusahaan
Operational Review Corporate
Corporate
Governance
Governance
Report
Report Corporate Social
Corporate
Responsibility
Social Responsibility
VISI & MISI

VISSION & MISSION
Misi | Mission
“Kami mendorong seluruh karyawan dan
mitra untuk memberikan pengalaman
bepergian yang aman dan nyaman bagi
pelanggan.”
“We bring the best of our people and partners to deliver
safe and pleasant travel experience to our customers.”
• emastikan keselamatan dan keamanan sebagai prioritas utama

M
• Menyediakan infrastruktur dan layanan kelas dunia untuk mendukung perkembangan
ekonomi Indonesia melalui konektivitas antar daerah maupun negara
• Memberikan pengalaman perjalanan yang terpercaya, konsisten, dan menyenangkan kepada
seluruh pelanggan dengan teknologi modern
• Mengembangkan kemitraan untuk melengkapi kemampuan dan memperluas penawaran
perusahaan
• Menjadi BUMN pilihan dan memaksimalkan potensi dari setiap karyawan perusahaan
• Menjunjung tinggi tanggung jawab sosial perusahaan
• Ensuring that safety and security aspect always become the key priority.
• Providing world-class infrastructure and service to support the economic development of Indonesia through inter-region and
intercountry connectivity.
• Offering reliable, consistent and enjoyable traveling experience to all customers by the use of modern technology.
• Developing partnership to complement its ability and to expand company offering
• Becoming the preferred SOE and maximizing potentials of each employee of the company
• Upholding corporate social responsibility aspect For the needs of communication and publication, the following mission statement
can be used: “We encourage all employees and partners to provide safe and comfortable traveling experience to the customers”

VISI, MISI, BUDAYA DAN FALSAFAH

PERUSAHAAN
COMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY
Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah Stages in Formulating the Company’s Vision, Mission, Values,
Perusahaan: and Philosophy:
1. Direksi melakukan evaluasi terhadap pencapaian kinerja 1. The Board of Directors conducts evaluation on the
dan kekuatan internal Angkasa Pura II performance and internal capability of Angkasa Pura II.
2. Direksi melakukan evaluasi terhadap perubahan strategis 2. The Board of Directors conducts evaluation on strategic
lingkungan eksternal Perusahaan dan mempertimbangkan changes of the Company’s external environment and
peluang bisnis di masa akan datang considers future business opportunities.
3. Direksi melakukan evaluasi dan identifikasi terhadap 3. The Board of Directors conducts evaluation on and
harapan dan kebutuhan para pemangku kepentingan identification of expectations and needs of the stakeholders.
4. Dengan mempertimbangkan Kekuatan Internal dan 4. By taking into account the Company’s Internal capability and
Peluang Eksternal serta harapan para pemangku External Opportunities as well as the needs of stakeholders,
kepentingan, Direksi merumuskan Visi, Misi, Tata Nilai dan the Board of Directors formulates the Company’s Vision,
Falsafah Perusahaan Mission, Values and Philosophy.
5. Visi, Misi, Tata Nilai dan Falsafah tersebut kemudian 5. The Company’s Vision, Mission, Values and Philosophy is
disampaikan dan dievaluasi oleh Dewan Komisaris yang presented to and evaluated by the Board of Commissioners
kemudian ditetapkan dan disepakati bersama oleh Dewan which will be jointly established and agreed by the Board of
Komisaris dan Direksi Commissioners and Board of Directors.
6. Direksi menetapkan Visi, Misi, Tata Nilai dan Falsafah 6. The Board of Directors establishes the Company’s Vision,
Perusahaan di dalam Rencana Jangka Panjang Perusahaan. Mission, Values and Philosophy in the Company’s Long
Term Plan.

VISI, MISI, BUDAYA DAN FALSAFAH PERUSAHAAN

COMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY
PERSETUJUAN VISI MISI OLEH DEWAN KOMISARIS DAN APPROVAL FOR THE VISION AND MISSION BY THE BOARD
DIREKSI OF COMMISSIONERS AND BOARD OF DIRECTORS
Visi dan Misi Angkasa Pura II telah ditetapkan dalam Rencana Vision and Mission of Angkasa Pura II have been discussed and
Jangka Panjang Perusahaan (RJPP) 2016-2020 yang telah determined in the Corporate Long Term Plan (RJPP) of 2016-
disetujui oleh RUPS, Dewan Komisaris dan Direksi Angkasa 2020 that is signed by all members of Board of Commissioners
Pura II. and Board of Directors.
PERNYATAAN BUDAYA PERUSAHAAN Corporate Values

Nilai | Value Perilaku yang Diinginkan | Expected Behaviour
P
Pride of Indonesia
We support our country’s development and offer the best
Indonesian experience to the world
E
Enterpreneurial
We talk less and do more, we implement new ideas fast
R
Responsible
We commit personally on delivering results
F
Focused
We focus our efforts on what matters the most
O
Outstanding Service
We always take the perspective of our customers in everything we do
R
Respectful
We treat everyone with respect
M
Meritocratic
We recognize and reward achievements

STRUKTUR ORGANISASI
COMPANY ORGANIZATION STRUCTURE
Sesuai dengan Surat Keputusan Nomor : PD.01.01/12/2017/0077 In accordance with Decision Letter of Board of Directors No.
tentang organisasi dan tata kerja PT Angkasa Pura II (Persero) PD.01.01/12/2017/0077 regarding organization and work
maka struktur organisasi PT Angkasa Pura II (Persero) adalah procedures of PT Angkasa Pura II (Persero), the organization
sebagaimana bagan di bawah ini: structure of PT Angkasa Pura II (Persero) is detailed in the
following chart:
BOARD OF COMMISSIONERS
COMMITTEES SECRETARY OF BOC
PRESIDENT DIRECTOR
DIRECTOR DIRECTOR OF
DIRECTOR OF
OF AIRPORT COMMERCIAL DIRECTOR OF
ENGINEERING &
SERVICE & & BUSINESS FINANCE
OPERATION
FACILITY DEVELOPMENT
VICE PRESIDENT
VICE PRESIDENT OF VICE PRESIDENT OF VICE PRESIDENT
OF AIRPORT
AIRPORT SERVICE AIRPORT BUSINESS OF FINANCIAL
ENGINEERING
DEVELOPMENT STRATEGY MANAGEMENT
DEVELOPMENT
VICE PRESIDENT OF VICE PRESIDENT OF VICE PRESIDENT OF VICE PRESIDENT

AIRPORT OPERATION SERVICE & FACILITY AIRPORT BUSINESS OF CORPORATE
POLICY PERFORMANCE POLICY FINANCIAL CONTROL
VICE PRESIDENT VICE PRESIDENT

VICE PRESIDENT OF VICE PRESIDENT OF
OF BUSINESS OF ASSETS
AIRPORT QUALITY INFRASTRUCTURE &
PARENTING & MANAGEMENT &
ASSURANCE FACILITY POLICY
PERFORMANCE INVENTORY
EXECUTIVE GENERAL EXECUTIVE GENERAL EXECUTIVE GENERAL SENIOR GENERAL

MANAGER OF MANAGER OF AIRPORT MANAGER OF MANAGER OF
AIRPORT DESIGN MAINTENANCE COMMERCIAL COMMUNITY
DIVISION DIVISION SERVICE DIVISION DEVELOPMENT CENTER
EXECUTIVE GENERAL EXECUTIVE GENERAL

MANAGER OF AIRPORT MANAGER OF
CONSTRUCTION AIRPORT CONTACT
DIVISION CENTER
EXECUTIVE GENERAL
MANAGER OF
AIRPORT OPERATION
CONTROL CENTER
BRANCH OFFICES SUBSIDIARIES

STRUKTUR ORGANISASI
COMPANY ORGANIZATION STRUCTURE
OFFICE
CEO’S
SENIOR VICE
PRESIDENT OF
INTERNAL AUDIT
SENIOR VICE
VICE PRESIDENT
PRESIDENT OF
OF CORPORATE
CORPORATE
COMMUNICATION
SECRETARY
DIRECTORS
BOARD OF
DIRECTOR OF VICE PRESIDENT

HUMAN CAPITAL, OF LEGAL &
COMPLIANCE
GENERAL
AFFAIRS, & IT
SENIOR VICE VICE PRESIDENT

PRESIDENT OF OF PROGRAM
CORPORATE STRATEGIC MANAGEMENT
OFFICE
CORPORATE
VICE PRESIDENT OF DEVELOPMENT OFFICE

HUMAN CAPITAL
STRATEGY
VICE PRESIDENT
OF CORPORATE
TRANSFORMATION
VICE PRESIDENT OF GROUP
HUMAN CAPITAL
SERVICE
VICE PRESIDENT
OF CORPORATE
PLANNING
VICE PRESIDENT OF
GENERAL AFFAIRS
SENIOR VICE PRESIDENT VICE PRESIDENT OF

OF CORPORATE SAFETY CORPORATE SAFETY
OFFICE
DIVISION
& RISK MANAGEMENT

SENIOR GENERAL
MANAGER OF
INFORMATION
TECHNOLOGY CENTER
VICE PRESIDENT OF
CORPORATE RISK
MANAGEMENT
SENIOR GENERAL
MANAGER OF
AIRPORT LEARNING
CENTER
VICE PRESIDENT OF
PROCUREMENT &
LOGISTIC ASSISTANCE


BOARD OF COMMISSIONERS PROFILE
Susunan Dewan Komisaris per 31 Desember 2017 sebagai The composition of the Board of Commissioners as of December
berikut: 31, 2017 is as follows:
NAMA / NAME JABATAN / POSITION

Komisaris Utama / Komisaris Independen
Rhenald Kasali
President Commissioner / Independent Commissioner
Iswan Elmi Komisaris / Commissioner
M. Harpin Ondeh Komisaris Independen / Independent Commissioner
Imam Bustomi Komisaris / Commissioner
Maryati Karma Komisaris / Commissioner
Rhenald Kasali
Komisaris Utama/Komisaris Independen
President Commissioner / Independent Commissioner
Kewarganegaraan: Pendidikan dan Pelatihan:

Indonesia Pernah mengikuti training Asian Productivity Center, Japan
Productivity Center di Tokyo (1990), Harvard Business School
Tempat, Tanggal Lahir: (Microeconomics of Competitiveness: Firm, Cluster, &
Jakarta, 13 Agustus 1960 Economic Development), Cluster & Competitiveness (2000-
2005), Yale School of Management (Yale Global Network
Riwayat Pendidikan: on Advanced Management), Advanced Management (2011-
S1 di Universitas Indonesia (1985), dan Master in Business 2013), dan Advanced Training di Babson College, Amerika
Administration (1993) dan Ph.D (1998) dari University of Serikat (2014), Leadership in a Transformational Digital Era
Illinois, Amerika Serikat. at Cambridge AGLP (2017), Glomac Stragic Thinking & Bisnis
Planing GLOMACS NY-USA (2017).
Riwayat Jabatan:
Hubungan Afiliasi:
Dasar Hukum Penunjukan: -
SK-86/MBU/06/2015
Domisili:
Pengalaman Kerja: JL Kemuning IV No 33, RT/RW 0101006, Kelurahan
Staff Pengajar Tetap di Universitas Indonesia (1988-sekarang), Pejaten Timur, Kecamatan Pasar Minggu, Jakarta Selatan
Ketua Program Studi Ilmu Manajemen Pascasarjana FE UI
program Doktoral dan Magister Sains (1998-2005), PLH Kepala
Badan Pengembangan Ekspor Nasional (2005-2006), Ketua
Program Studi Magister Manajemen FE UI (2005-2013), dan
Pendiri Yayasan Rumah Perubahan (2007- sekarang).
Jabatan Rangkap:
-


Nationality: (2005-2006), Chairman of the Master of Management Study

Indonesia Program of FEUI (November 2005-July 2013), Founder of
Rumah Yayasan Perubahan (2007-Present)
Place, Date of Birth:
Jakarta, 13 Agustus 1960 Concurrent Position:
-
Educational Background:
Bachelor’s degree in Economics from the University of Training and Informal Education:
Indonesia in 1985, Master of Science degree in Business Asian Productivity Center, Japan Productivity Center –
Administration from the University of Illinois at Urbana & Tokyo, 1990; Harvard Business School (Microeconomics of
Campaign, USA, in 1993, and Doctor of Philosophy degree Competitiveness: Firm, Cluster & Economic Development),
from the University of Illinois at Urbana & Campaign, USA, in serial 2000 – 2005; Cluster & Competitiveness; Yale School
1998. of Management (Yale Global Network on Advanced
Management), serial 2011 – 2013: Advanced Management;
Career History: Babson College, USA, 2014.Leadership in a Transformational
Digital Era at Cambridge AGLP (2017), Glomac Stragic Thinking
Basis of Appointment: & Bisnis Planing GLOMACS NY-USA (2017).
SK-86/MBU/06/2015
Affiliate Relations:
Work Experience -
Permanent Lecturer at the University of Indonesia
(1988-present), Chairman of the Management Study Domicile:
Postgraduate Program of FEUI (Doctorate and Master of JL Kemuning IV No 33, RT/RW 0101006, Kelurahan
Science in Management Programs) (1998-October 2005) PLH Pejaten Timur, Kecamatan Pasar Minggu, South Jakarta
Kepala Badan Pengembangan Ekspor Nasional (2005-2006),
Acting Head of National Agency for Export Development


Iswan Elmi
Komisaris
Commissioner

Indonesia Training dan memiliki keahlian profesional Akuntan,
Certified Fraud Examiner (CFE), Ikatan Akuntan Indonesia
Tempat, Tanggal Lahir: (IAI), Association for Certified Fraud Examiner (ACFE), dan
Belinyu, 27 Januari 1960 international Association for Accounting Education Education
& Reseracher (IAAER), The Institute of Internal Auditor Canada
Riwayat Pendidikan: National Conferance Canada 2016, Frauditing, Sydney IIA (The
Diploma III Accounting from State Accounting College (1981), Institute of Internal Auditor) 2017.
Diploma IV Accounting from State Accounting College (1987),
and obtained his Master in Accounting Science from University Hubungan Afiliasi:
of Missourri, Amerika Serikat (1991). -
Riwayat Jabatan: Domisili:

Jl. Pakis VI BB.17/10 RT.06 RW.12 Pekayon Jaya, Bekasi Selatan
Dasar Hukum Penunjukan:
SK-217/MBU/10/2014
Pengalaman Kerja:
Kepala Sub Direktorat Investigasi Instansi Pemerintah Daerah
Deputi Bidang Investigasi BPKP (2000-2004), Manager
Komponen Anti Korupsi BPKP (2002-2004), Direktur
Penyelidikan KPK (2005-2011), Deputi Bidang Pencegahan KPK
(2012-2014), dan Deputi Bidang Investigasi BPKP (2014-Now)
Jabatan Rangkap:
-


Nationality: Training and Informal Education:

Indonesia Training and professional accounting expertise, Certified
Fraud Examiner (CFE), Indonesian Institute of Accountants
Place, Date of Birth: (IAI), Association for Certified Fraud Examiner (ACFE), and
Belinyu, January 27, 1960 International Association for Accounting Education Education
& Reserachers (IAAER), The Institute of Internal Auditors
Educational Background: Canada National Conferance Canada 2016, Frauditing, Sydney
Diploma III degree in Accounting from the State College IIA (The Institute of Internal Auditors) 2017
of Accounting (STAN) in 1981, and Diploma IV degree in
Accounting from STAN in 1987. He obtained his Master’s Affiliate Relations:
degree in AccountingScience from the University of Missourri, -
USA, in 1991.
Domicile:
Career History: Jl. Pakis VI BB.17/10 RT.06 RW.12 Pekayon Jaya, South Bekasi
Basis of Appointment:
SK-217/MBU/10/2014
Work Experience
Head of Sub Directorate of Investigation of Local Government
Institution of BPKP Investigation Department (2000-2004),
Manager of Anti-Corruption Component of BPKP (2002-2004),
Director of Investigation of Corruption Eradication Commission
(KPK) (2005-2011), Acting Deputy of Enforcement (2011),
Deputy of Prevention and Acting Deputy of Information
and Data of KPK (2012-2014), and Deputy of Investigation
Department of BPKP (2014-present).
Concurrent Position:
-


M. Harpin Ondeh
Komisaris Independen
Independent Commissioner

Indonesia Program ACI 8th Annual Airport Economics & Finance
Conference & Exhibition di London – Inggris (2016), Program
Tempat, Tanggal Lahir: 6th Airport Construction Summit ACS di Shanghai – China
Gorontalo, 10 November 1956 (2016), Corporate Compliance Seminars (CCS) - Continuing
Professional Education (CPE) di Washington DC – USA (2016),
Riwayat Pendidikan: Expand Leadership Program CLDI (2017), Leadership in a
Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU Transformational Digital Era at Cambridge AGLP (Asean Global
(1995), dan SESKO TNI (2005), S1 Hukum STHI Gorontalo Leadership Program) 2017.
(2009).
Hubungan Afiliasi:
Riwayat Jabatan: -
Dasar Hukum Penunjukan: Domisili:

SK-86/MBU/06/2015 Komp. Jaka Kencana 5 No. A 145, RT.01 RW.04 Jaka Setia,
Bekasi Selatan
Pengalaman Kerja:
Danpuslat Kodiklat TNI (2012-2013), Komandan Korphaskas
(2013-2014), Vice President Security & Risk Management PT
Freeport Indonesia (2015). Dan riwayat penugasan luar negeri
sebagai United Nation Mission Observer di Iran dan Iraq (1989-
1990), Penugasan Operasi, Pendidikan, dan Latihan di Amerika
Serikat, Eropa, Australia, dan Asia (2000-2014).
Jabatan Rangkap:
-



Indonesia Program ACI 8th Annual Airport Economics & Finance
Conference & Exhibition di London – Inggris (2016), Program
Place, Date of Birth: 6th Airport Construction Summit ACS di Shanghai – China
Gorontalo, November 10, 1956 (2016), Corporate Compliance Seminars (CCS) - Continuing
Professional Education (CPE) di Washington DC – USA (2016),
Educational Background: Expand Leadership Program CLDI (2017), Leadership in a
Military education from the Indonesian Armed Force Academy Transformational Digital Era at Cambridge AGLP (Asean Global
(AKABRI) – Air Force in 1981,SESKO AU in 1995, SESKO TNI in Leadership Program) 2017.
2005, and LEMHANAS PPRA 41 in 2008.
Career History: -
Basis of Appointment: Domicile:

SK-86/MBU/06/2015 Komp. Jaka Kencana 5 No. A 145, RT.01 RW.04 Jaka Setia,
South Bekasi
Work Experience
PUSLAT KODIKLAT TNI (2012-2013), COMMANDER OF
KORPASKHAS (2013-2014), Vice President of Security & Risk
Management of PT FREEPORT INDONESIA(March-June 2015),
Flight Commander of PASKHAS 462 (1989-1990),Assignments
of Operations, Education and Training in the United States,
Europe, Australia and Asia (2000-2014).
-


Imam Bustomi
Komisaris
Commissioner
Kewarganegaraan: Jabatan Rangkap:

Indonesia -
Tempat, Tanggal Lahir: Pendidikan dan Pelatihan:

Bojonegoro, 3 Mei 1970 Training dan pendidikan yang pernah diikuti yaitu Pelatihan
Prajabatan Golong III (1997), Diklat Manajemen Keungan
Riwayat Pendidikan: untuk Eksekutif (1999), Pendidikan dan Pelatihan Jabatan
S1 Universitas Sebelas Maret 1995 di Surakarta PNS (2000), Diklat ADUM (2000), Pengadaan Barang dan
S2 Sekolah Tinggi Manajemen PPM 2014 di Jakarta Jasa Kategori L2 (2006), ESQ Leadership (2007), dan Diklatim
Tingkat III (2007), Pelatihan Pengadaan Barang dan Jasa kelas
Riwayat Jabatan: Paralel (2010), Training Leadership Program (2017).
Dasar Hukum Penunjukan: Hubungan Afiliasi:

SK-139/MBU/07/2016 -
Pengalaman Kerja: Domisili:

PPT Kepala Seksi Pertanian (11 Juni 1999), PPT Kepala Seksi Jl. Maskoki V No.24 RT.04 RW.05, Jati, Pulo Gadung, Jakarta
Industri Strategis I (5 Mei 2000), Kepala Seksi Pengolah Timur
Data I (8 Maret 2001), Kepala Subbidang Pengumpulan
dan Pengolahan Data (2 Juli 2002), Kepala Bidang Usaha
Aneka Industri (14 Februari 2006, Kabid Sistem Informasi (8
Oktrober 2010), Kabid Usaha Jasa Ia (19 September 2013),
Kepala Bidang Usaha Perbankan dan Asuransi II (9 Mei 2014),
Kepala Bidang Jasa Keuangan, Jasa Survei dan Konsultan IIa
(22 Oktober 2015), dan saat ini merangkap jabatan sebagai
Asisten Deputi Manajemen Sumber Daya Manusia Eksekutif
BUMN (19 Januari 2016) dan Plt. Asisten Deputi Layanan
Hukum BUMN (12 Februari 2016).


Nationality: Concurrent Position:

Indonesia -
Place, Date of Birth: Training and Informal Education:

Bojonegoro, May 3, 1970 Pre-service Training Group III (1997), Training and Education
of Financial Management for Executive (1999), Training and
Educational Background: Education for Civil Servants (2000), Training and Education
Bachelor’s degree in Mathematics from Universitas Sebelas of ADUM (2000), Procurement of Goods and Services of L2
Maret (1995) Category (2006), ESQ Leadership (2007) and Diklatim Timgkat
Master’s degree in PPM Management High School 2014 in III (2007), Training of Goods and Services Procurement Parallel
Jakarta class (2010), Training Leadership Program (2017).
Career History: Affiliate Relations:

-
Basis of Appointment:
SK-139/MBU/07/2016 Domicile:
Jl. Maskoki V No.24 RT.04 RW.05, Jati, Pulo Gadung, East
Work Experience Jakarta
PPT of Head of Agriculture Section (June 11, 1999), PPT of
Head of Strategic Industry Section I (May 5, 2000), Head of
Data Processing Section I (March 8, 2001), Head of Data
Collecting and Processing Sub-Department (July 2, 2002), Head
of Miscellaneous Industry Business Department (February 14,
2006), Head of Information System Department (October 8,
2010), Head of Service Business Ia (September 19, 2013),Head
of Banking and Insurance Business II (May 9, 2014), Head of
Financial Service, Survey Service and Consulting IIa (October
22, 2015). Currently, he also serves as Assistant to the
Executive Deputy Management of Human Resources of SOE
(January 19, 2016) and Acting Deputy for Legal Service of SOE
(February 12, 2016).


Maryati Karma
Komisaris
Commissioner

Indonesia -

Jakarta, 27 November 1957 pelatihan dan seminar diantaranya Pelatihan Prajabatan
(1988), Civil Aviation Management (CAM) (1993), Seminar
Riwayat Pendidikan: Airport Engineering di Tokyo (1996), Post Graduate Airport
S1 Teknik Sipil di Universitas Indonesia (1982) dan Pascasarjana Engineering di Singapura (1997), Financing Modalities in Civil
Manajemen di STIE (2000) Aviation (2000), Commercial Airport Course di Perancis (2001),
Public Private Internship di HIS Belanda (2007), ASEAN Japan
Riwayat Jabatan: Logistic Expert Group Meeting di Bangkok (2008), General
Management Course (2008), Aviation Security Workshop
Dasar Hukum Penunjukan: (2009), Konferensi Keamanan Penerbangan (2009), dan
SK-139/MBU/07/2016 Peningkatan Motivasi (2013), Leadership in a Transformational
Digital Era at Cambridge AGLP (Asean Global Leadership
Pengalaman Kerja: Program) 2017.
Kementerian Perhubungan sebagai Staf Seksi Landasan
(1988 – 1992), KASI Landasan Taxi Apron (1992 - 2002), Hubungan Afiliasi:
KASI Fasilitas Sisi Udara (2002 – 2007), KASI Bimbingan -
Usaha Udara (2007 – 2009), KASI Bilateral dan Perusahaan
Angkutan Udara (2009), KABID Keamanan dan Ketertiban Domisili:
(2009), KABID Program (2009 – 2010), Ketua Sekolah Tinggi Jl. Udara No.27 RT.06 RW.06 Pesanggrahan, Jakarta Barat
Penerbangan (2010), Kepala Pusat Pengembangan SDM
Aparatur Perhubungan (2013 – 2015), Kepala Pusat Penelitian
dan Pengembangan Perhubungan Udara (2015 – 2016), dan
Direktur Angkutan Udara Ditjen Perhubungan Udara (2016-
2017)



Indonesia Pre-service Training (1988), civil Aviation Management (CAM)
(1993), Airport Engineering Seminar in Tokyo (1996), Post-
Place, Date of Birth: Graduate Airport Engineering in Singapore (1997), Financing
Jakarta, November 27, 1957 Modalities in Civil Aviation (2000), Commercial Airport
Course in France (2001), Public Private Internship at HIS the
Educational Background: Netherlands (2007), ASEAN Japan Logistic Expert Group
Bachelor’s degree in Civil Engineering from the University of Meeting in Bangkok (2008), General Management Course
Indonesia (1982) and Postgraduate degree in Management (2008), Aviation Security Workshop (2009), Flight Safety
from STIE (2000) Conference (2009), and Motivation Improvement (2013),
Leadership in a Transformational Digital Era at Cambridge
Career History: AGLP (Asean Global Leadership Program) 2017
Basis of Appointment: Affiliate Relations:

SK-139/MBU/07/2016 -
Work Experience Domicile:

Ministry of Transportation as Runway Section Staff (1988- Jl. Udara No.27 RT.06 RW.06 Pesanggrahan, West Jakarta
1992), KASI Taxi Apron Runway (1992-2002), KASI Airside
Facility (2002-2007), KASI Aviation Business Guidance (2007-
2009), KASI Bilateral and Air Transport Company (2009),KABID
Safety and Security (2009), KABID Program (2009-2010), Head
of IndonesianAviation School (2010), Head of Human Capital
Development, Ministry of Transportation (2013-2015), Head
of Center of Aviation Research and Development (2015-
2016), and Director of Air Transport of Directorate General
of Air Transport (2016), and Director of Air Transportation
Directorate General of Civil Aviation (2016-2017)
-

PROFIL DIREKSI
Susunan Direksi per 31 Desember 2015 sebagai berikut: The composition of the Board of Directors as of December 31,
2017 is as follows:
NAMA / NAME JABATAN / POSITION
Muhammad Awaluddin Direktur Utama / President Director
Djoko Murjatmodjo Direktur Teknik dan Operasi / Director of Engineering and Operations
Daan Achmad Direktur Komersial dan Pengembangan Usaha / Director of Commercial and Business Development
Andra Y Agussalam Direktur Keuangan / Director of Finance
Ituk Herarindri Direktur Pelayanan dan Fasilitas / Director of Services and Facilities
Tina T. Kemala Intan Direktur Sumber Daya Manusia, Umum & TI / Director of Human Resources, General & IT
Muhammad
Awaluddin
Direktur Utama
President Director
Kewarganegaraan: 4. President Director PT. Infomedia Nusantara (1 Desember

Indonesia 2010-11 Mei 2012)
5. President Commissioner PT. Patra Telekomunikasi
Tempat, Tanggal Lahir: Indonesia (Desember 2015-September 2016)
Jakarta, 15 Januari 1968 6. Chief of Commissioner PT. Sigma Citra Caraka (Februari
2015-September 2016)
Riwayat Pendidikan: 7. Chief of Commissioner PT. Telkom Akses (Maret
1. S1 Sarjana Teknik Elektro Universitas Sriwijaya (1990) 2014-Maret 2015)
2. S2 Master of Business AdministrationEuropean University 8. Chief of Commissioner PT. Infomedia Nusantara (6 Juni
(1998) 2012-Agustus 2014)
3. S3 - Doktor Ilmu Manajemen Universitas Padjajaran (2016) 9. Chairman PT. Batam Bintan Telekomunikasi (Telkom
Subsidiary) (15 Agustus 2007-20 September 2011)
Riwayat Jabatan: 10. Executive General Manager, Access Network Infrastructure
PT. Telekomunikasi Indonesia (Persero),Tbk (1 Juli 2010-30
Dasar Hukum Penunjukan: November 2010)
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang 11. Executive General Manager, Regional Division I Sumatra
Saham PT AP II Nomor: SK-227/MBU/09/2016 PT. Telekomunikasi Indonesia (Persero), Tbk (1 Maret
2007-30 Juni 2010)
Pengalaman Kerja: 12. Vice President Public & Marketing Communication, PT.
1. Direktur Utama PT Angkasa Pura II (Persero) (september Telekomunikasi Indonesia (Persero), Tbk (1 September
2016-sekarang) 2005-28 Februari 2007)
2. CEO Enterprise Business PT Telekomunikasi Indonesia
(Persero) Tbk (Januari 2016-September 2016) Jabatan Rangkap:
3. Director of Enterprise & Business Service PT 1. Komisaris Utama PT Angkasa Pura Solusi (Februari 2017–
Telekomunikasi Indonesia (Persero) Tbk (12 Mei sekarang)
2012-Januari 2016) 2. Komisaris Utama PT Angkasa Pura Kargo (Februari 2017–
sekarang)

PROFIL DIREKSI
Pendidikan dan Pelatihan: 11. Intelligent Network (IN) Advance Technology &
Interconnect - AT&T Solution – New Jersey, USA (1998)
Diklat Jabatan: 12. Service Marketing - Knowledge Transfer Program - AT&T
1. Commisionership & Directorship Training Program- Solution, USA (1996)
Learning Center Telkom (2012) 13. Telecommunication Management Course - Telecom
2. Kursus Staf dan Pimpinan (SUSPIM) 135- Training Division Finland, Helsinki (1996)
– Telkom, Bandung – Indonesia (2006) 14. Service Marketing - Knowledge Transfer Program - AT&T
3. Kursus Staf dan Pimpinan (SUSPIM) II- Training Division – Solution, USA (1996)
Telkom, Bandung – Indonesia (2000) 15. Total Quality Management Training - PTT Netherlands –
4. Kursus Staf dan Pimpinan (SUSPIM) III- Training Division – Groningen – Netherlands (1995)
Telkom, Bandung – Indonesia (1999)
Hubungan Afiliasi:
Diklat Fungsional: -
1. Executive Education Program, Strategic Management:
Creating and Sustaining Competitive Advantage - Domisili:
Cambridge Judge Business School, UK (2015) Jl. Radio I No. 17 RT 003 RW 004, Keramat Pela, Kebayoran
2. Indonesia Certified Professional Marketer (ICPM) - Baru. Jakarta Selatan
Indonesia Marketing Association (IMA), Indonesia (2014)
3. Executive Education Program - Wharton University of
Pennsylvania, USA (2013)
4. Asia Change Leader’s Forum - McKinsey Company,
Singapore (2012)
5. Executive Education Program “Building New Businesses
In Established Organization” - Harvard Business School –
Boston, USA (2011)
6. Advanced Senior Executive Program (ASEP) - Kellogg
School of Management, Northwestern University –
Chicago, USA (2009)
7. Managing Partnership & Startegic Alliances - INSEAD
Business School, France (2007)
8. Senior Executive Program (SEP) - Sassin Business School,
Chulalongkorn University – Bangkok, Thailand (2006)
9. Advance Leadership Program (ALP), Executive Centre
for Global Leadership (ECGL) - Erasmus University
Netherlands, Jakarta – Indonesia (2004)
10. Material Process Management - SAGEM, Paris – France
(2004)

PROFIL DIREKSI
Nationality: 4. President Director of PT. Infomedia Nusantara (December

Indonesia 1, 2010-11 May 2012)
5. President Commissioner of PT. Patra Telekomunikasi
Place, Date of Birth: Indonesia (December 2015-September 2016)
Jakarta, January 15, 1968 6. Chief of Commissioner of PT. Sigma Citra Caraka
(February 2015-September 2016)
Educational Background: 7. Chief of Commissioner of PT. Telkom Access (March
1. Bachelor’s degree in Electrical Engineering from Sriwijaya 2014-March 2015)
University (1990) 8. Chief of Commissioner of PT. Infomedia Nusantara (June
2. Master’s degree in Business Administration from the 6, 2012-August 2014)
European University Antwerp Belgium (1998) 9. Chairman of PT. Batam Bintan Telekomunikasi (Telkom
3. Doctorate degree in Management from Padjajaran Subsidiary) (15 August 2007-20 September 2011)
University (2016) 10. Executive General Manager, Access Network Infrastructure
PT. Telekomunikasi Indonesia (Persero), Tbk (July 1, 2010-
Career History: 30 November 2010)
11. Executive General Manager, Regional Division I Sumatra
Basis of Appointment: PT. Telekomunikasi Indonesia (Persero), Tbk (March 1,
Decision Letter No. SK-227/MBU/09/2016 2007-30 June 2010)
12. Vice President Public & Marketing Communication, PT.
Work Experience: Telekomunikasi Indonesia (Persero), Tbk (September 1,
1. President Director of PT Angkasa Pura II (Persero) 2005 - February 28, 2007)
(september 2016-present)
2. CEO of Enterprise Business of PT Telekomunikasi Indonesia Concurrent Position:
(Persero) Tbk (January 2016-September 2016) 1. President Commissioner of PT Angkasa Pura Solusi
3. Director of Enterprise & Business Service of PT (February 2017-present)
Telekomunikasi Indonesia (Persero) Tbk (May 12, 2. President Commissioner of PT Angkasa Pura Kargo
2012-January 2016) (February 2017-present)

PROFIL DIREKSI
Training and Informal Education: 11. Intelligent Network (IN) Advance Technology &
Interconnect - AT&T Solution – New Jersey, USA (1998)
Departmental Training: 12. Service Marketing - Knowledge Transfer Program - AT&T
1. Commisionership & Directorship Training Program- Solution, USA (1996)
Learning Center Telkom (2012) 13. Telecommunication Management Course - Telecom
2. Kursus Staf dan Pimpinan (SUSPIM) 135- Training Division Finland, Helsinki (1996)
– Telkom, Bandung – Indonesia (2006) 14. Service Marketing - Knowledge Transfer Program - AT&T
3. Kursus Staf dan Pimpinan (SUSPIM) II- Training Division – Solution, USA (1996)
Telkom, Bandung – Indonesia (2000) 15. Total Quality Management Training - PTT Netherlands –
4. Kursus Staf dan Pimpinan (SUSPIM) III- Training Division – Groningen – Netherlands (1995)
Telkom, Bandung – Indonesia (1999)
Functional Training: Affiliate Relations:

1. Executive Education Program, Strategic Management: -
Creating and Sustaining Competitive Advantage -
Cambridge Judge Business School, UK (2015) Domicile:
2. Indonesia Certified Professional Marketer (ICPM) - Jl. Radio I No. 17 RT 003 RW 004, Keramat Pela, Kebayoran
Indonesia Marketing Association (IMA), Indonesia (2014) Baru. South Jakarta
3. Executive Education Program - Wharton University of
Pennsylvania, USA (2013)
4. Asia Change Leader’s Forum - McKinsey Company,
Singapore (2012)
5. Executive Education Program “Building New Businesses
In Established Organization” - Harvard Business School –
Boston, USA (2011)
6. Advanced Senior Executive Program (ASEP) - Kellogg
School of Management, Northwestern University –
Chicago, USA (2009)
7. Managing Partnership & Startegic Alliances - INSEAD
Business School, France (2007)
8. Senior Executive Program (SEP) - Sassin Business School,
Chulalongkorn University – Bangkok, Thailand (2006)
9. Advance Leadership Program (ALP), Executive Centre
for Global Leadership (ECGL) - Erasmus University
Netherlands, Jakarta – Indonesia (2004)
10. Material Process Management - SAGEM, Paris – France
(2004)

PROFIL DIREKSI
Djoko Murjatmodjo
Direktur Teknik dan Operasi
Director of Engineering and Operations

Indonesia 1. Dewan Komisaris GMF (2013-2015)
2. Komisaris Utama Railink (2016-sekarang)
Tempat, Tanggal Lahir:
Yogyakarta, 27 September 1956 Pendidikan dan Pelatihan:
Riwayat Pendidikan: Diklat Jabatan:

Strata 1 - TEKNIK SIPIL TRANSPORTASI UNIVERISTAS GADJAH 1. ADUM (Jakarta)
MADA (1982) 2. PIM II (Jakarta)
Riwayat Jabatan: Diklat Fungsional:

1. Advance Course on the CNS/ATM (Perancis)
Dasar Hukum Penunjukan: 2. Airport Equipment (Perancis)
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang 3. Aerodrome (Jepang)
Saham PT AP II Nomor: SK-227/MBU/09/2016
Hubungan Afiliasi:
Pengalaman Kerja: -
1. Direktur Teknik & Operasi, PT Angkasa Pura II (Persero)
(2015-sekarang) Domisili:
2. Sekretaris Direktorat Jenderal Perhubungan Udara (2014- Komp. Perhubud II Blok J/07, RT 005 RW 006, Kel. Jurumudi,
2015) Benda, Tangerang
3. Direktur Angkutan Udara, Direktorat Jendral Perhubungan
Udara (2012-2014)
4. Kasubdit Pengembangan & Pembinaan Usaha Angkutan
Udara, Direktorat Jendral Perhubungan Udara (2002-
2012)
5. Kasubdit Pengembangan & Pembinaan Usaha Bandar
Udara – DJPU (2002)
6. Kasubag Pengumpulan & Pengelolahan Data, Direktorat
Jenderal Perhubungan Udara (1999-2002)
7. Kasubag Analisis dan Evaluasi, Direktorat Jenderal Per-
hubungan Udara (1992-1999)
8. Teknisi pada Direktorat Teknik Bandar Udara, Direktorat
Jenderal Perhubungan Udara (1983-1992)

PROFIL DIREKSI

Indonesia 1. GMF Board of Commissioners (2013-2015)
2. President Commissioner of Railink (2016-present)
Yogyakarta, September 27, 1956 Training and Informal Education:
Educational Background: Job Training:

Bachelor’s degree in Engineering from Gadjah Mada University 1. ADUM (Jakarta)
in 1983 2. PIM II (Jakarta)
Career History: Functional Training:

1. Advance Course on the CNS / ATM (France)
Basis of Appointment: 2. Airport Equipment (France)
Decision Letter of State Minister of SOE No. SK-227/ 3. Aerodrome (Japan)
MBU/09/2016
Work Experience: -
1. Director of Engineering & Operations, PT Angkasa Pura II
(Persero) (2015-present) Domicile:
2. Secretary of the Directorate General of Civil Aviation Komp. Perhubud II Blok J/07, RT 005 RW 006, Kel. Jurumudi,
(2014-2015) Benda, Tangerang
3. Director of Air Transport, Directorate General of Civil
Aviation (2012-2014)
4. Head of Air Transport Development and Development
Division, Directorate General of Civil Aviation (2002-2012)
5. Kasubdit Development & Business Development Airport -
DJPU (2002)Head of Data Collecting and Processing at the
Directorate of Airport Services (1999-2002)
6. Head of Analysis and Evaluation at the Directorate of
Airport Services (1992-1999)
7. Directorate of Airport Services (1983-1992)

PROFIL DIREKSI
Daan Achmad
Direktur Komersial dan Pengembangan Bisnis
Director of Commercial and Business Development
Kewarganegaraan: 14. System Analyst, PT Garuda Indonesia (Persero) (1990-1991)

Indonesia 15. Financial System Supervisor, PT Garuda Indonesia (Persero) (1988-
1990)
Tempat, Tanggal Lahir: 16. IT Programmer for Financial System PT Garuda Indonesia (Persero)
Medan, 6 Februari 1959 (1986-1988)
Riwayat Pendidikan: Jabatan Rangkap:

1. S1 Ekonomi Perusahaan Universitas Islam Indonesia (1976-1983) -
2. S2 Air Transportation Business Joint Programme University of Pendidikan dan Pelatihan:
Indonesia and Massachusetts Institute of Technology (1993-1995) 1. Workshop Formulating Holding Company Management, Jakarta
(2014)
Riwayat Jabatan: 2. Workshop “Tatanan Benefit Kesehatan untuk BUMN di Era BPJS”,
Yogyakarta (2014)
Dasar Hukum Penunjukan: 3. Workshop on Strengthening Integrity Through Publi-Private
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang Saham PT Patnership, Medan (2013)
AP II Nomor: SK-227/MBU/09/2016 4. Initial Public Offering, BAPEPAM Government Auditor for Capital
Market Society of Indonesia, Jakarta (1997)
Pengalaman Kerja: 5. Top Executive Leaders, BPIS, Jakarta (1996)
1. Commercial and Business Development Director, PT Angkasa Pura 6. Revenue First, British Airways, London (1996)
II (Persero) (2016 – sekarang) 7. Data Base 2, Dun & Bradstreet, Hongkong (1992)
2. Human Capital, GA & IT Director, PT Angkasa Pura II (Persero) 8. General Ledger System & Technical Concepts, Dun & Bradstreet,
(2015-2016) Boston (1990)
3. Human Capital & GA Director, PT Angkasa Pura II (Persero) (2013- 9. IMS/DC Structure & Flow, USA (1990)
2015) 10. Data Base Administration, Institute of Information Technology,
4. Vice Chairman, The President Airplane Team of Republic of Univ. of New South Wales, Australia (1989)
Indonesia (2010-2013) 11. IMS/VS and DL/1 Advance Programming, Metrodata & Genesis,
5. Corporate Expert, PT Garuda Indonesia (Persero) (2005-2013) Singapore (1988)
6. VP Human Resources & Development, PT Garuda Indonesia
(Persero) (2003-2005) Hubungan Afiliasi:
7. VP of IT PT Garuda Indonesia (Persero) (2000-2002) -
8. VP OF Budget & Management Information System PT Garuda
Indonesia (Persero) (1998-2000) Domisili:
9. Chairman Refinancing Team, PT Garuda Indonesia (Persero) Prima Lingkar Asri A-2 No.23 RT 001/008 Kel. Jati Bening Kec. Pondok
(1997-1998) Gede - Bekasi
10. VP of Financial System & Procedure, PT Garuda Indonesia
(Persero) (1996-1998)
11. Financial System Expert, OAA Manila Philippines (1995-1996)
12. Manager Accounting System/Procedures & Computer
Applications SAP, PT Garuda Indonesia (Persero) (1994-1995)
13. Electronic Data Processing Coordinator, General Ledger Project,
PT Garuda Indonesia (Persero) (1992-1993)

PROFIL DIREKSI
Nationality: 13. Electronic Data Processing Coordinator, General Ledger Project,

Indonesia PT Garuda Indonesia (Persero) (1992-1993)
14. System Analyst, PT Garuda Indonesia (Persero) (1990-1991)
Place, Date of Birth: 15. Financial System Supervisor, PT Garuda Indonesia (Persero) (1988-
Medan, February 6, 1959 1990)
16. IT Programmer for Financial System PT Garuda Indonesia (Persero)
Educational Background: (1986-1988)
1. Bachelor’s degree in Economics from Universitas Islam Indonesia
in 1983 Concurrent Position:
2. Master of Management degree in the field of Air Transport Deputy Chairman of Supervisory Board of Dana Pensiun Angkasa Pura
Management from the Joint Program of the University of II
Indonesia and Massachusetts Institute of Technology (MIT) in
1995. Training and Informal Education:
Career History: 1. Workshop Formulating Holding Company Management, Jakarta

(2014)
Basis of Appointment: 2. Workshop “Tatanan Benefit Kesehatan untuk BUMN di Era BPJS”,
Decision Letter of State Minister of SOE No. SK-227/MBU/09/2016 Yogyakarta (2014)
3. Workshop on Strengthening Integrity Through Publi-Private
Work Experience: Patnership, Medan (2013)
1. Commercial and Business Development Director, PT Angkasa Pura 4. Initial Public Offering, BAPEPAM Government Auditor for Capital
II (Persero) (2016 – sekarang) Market Society of Indonesia, Jakarta (1997)
2. Human Capital, GA & IT Director, PT Angkasa Pura II (Persero) 5. Top Executive Leaders, BPIS, Jakarta (1996)
(2015-2016) 6. Revenue First, British Airways, London (1996)
3. Human Capital & GA Director, PT Angkasa Pura II (Persero) (2013- 7. Data Base 2, Dun & Bradstreet, Hongkong (1992)
2015) 8. General Ledger System & Technical Concepts, Dun & Bradstreet,
4. Vice Chairman, The President Airplane Team of Republic of Boston (1990)
Indonesia (2010-2013) 9. IMS/DC Structure & Flow, USA (1990)
5. Corporate Expert, PT Garuda Indonesia (Persero) (2005-2013) 10. Data Base Administration, Institute of Information Technology,
6. VP Human Resources & Development, PT Garuda Indonesia Univ. of New South Wales, Australia (1989)
(Persero) (2003-2005) 11. IMS/VS and DL/1 Advance Programming, Metrodata & Genesis,
7. VP of IT PT Garuda Indonesia (Persero) (2000-2002) Singapore (1988)
8. Vp OF Budget & Management Information System PT Garuda
Indonesia (Persero) (1998-2000)
9. Chairman Refinancing Team, PT Garuda Indonesia (Persero) Affiliate Relations:
(1997-1998) -
10. VP of Financial System & Procedure, PT Garuda Indonesia
(Persero) (1996-1998) Domicile:
11. Financial System Expert, OAA Manila Philippines (1995-1996) Prima Lingkar Asri A-2 No.23 RT 001/008 Kel. Jati Bening Kec. Pondok
12. Manager Accounting System/Procedures & Computer Gede - Bekasi
Applications SAP, PT Garuda Indonesia (Persero) (1994-1995)

PROFIL DIREKSI
Andra Y Agussalam
Direktur Keuangan
Director of Finance

Indonesia -

Jakarta, 24 Maret 1963 1. The Annual CFO Forum: Driving Finance Transformation,
Manila, Philippines.
Riwayat Pendidikan: 2. Strategic Business Performance Excellence Management,
1. Master of Business Administration, Southern New Jakarta.
Hampshire University, USA (1988-1990) 3. Credit & International Trade, BRI New York Agency – Bank
2. Doctorandus in Accountary, Univeristas Brawijaya, Malang of New York Program.
(1982-1987) 4. Corporate Finance Seminar, Euromoney, Singapore.
5. Advanced Executive Development Program, Centris
Riwayat Jabatan: Group.
6. Airfinance Management Seminar, San Francisco, USA.
Dasar Hukum Penunjukan: 7. The 3rd ASEM Transport Ministers Meeting, Latvia.
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang 8. Asset Assurance Training by Underwriter Hardys’
Saham PT AP II Nomor: SK-227/MBU/09/2016 Syndicate, London, England.
Pengalaman Kerja: Hubungan Afiliasi:

1. Director of Finance PT Angkasa Pura II (Persero) -
(2015-sekarang)
2. Director of Administration and Finance PT Len Industri Domisili:
(Persero) (2008-2015) Jl. Terusan Hang Lekir I/11 Kebayoran Baru Jakarta 12220
3. Head of Finance (Director Level) & Operation Department
Badan Pengelola Transjakarta (2004-2008)
4. Commissioner PT Centris Multipersada Pratama Tbk
(CMPP) (1995-2008)
5. Vice President Public Equity Advisory PT Sigma Batara
Securities (1993–1995)
6. Manager PT Muij Asta Consult (1991–1993)
7. Officer Bank Rakyat Indonesia (BRI) New York Agency,
New York, USA (1990 – 1991)

PROFIL DIREKSI

Indonesia 1. GMF Board of Commissioners (2013-2015)
2. President Commissioner of Railink (2016-present)
Jakarta, March 24, 1963 Training and Informal Education:
Educational Background: 1. The Annual CFO Forum: Driving Finance Transformation,

1. Master of Business Administration, Southern New Manila, Philippines.
Hampshire University, USA (1988-1990) 2. Strategic Business Performance Excellence Management,
2. Doctorandus in Accountary, Univeristas Brawijaya, Malang Jakarta.
(1982-1987) 3. Credit & International Trade, BRI New York Agency – Bank
of New York Program.
Career History: 4. Corporate Finance Seminar, Euromoney, Singapore.
5. Advanced Executive Development Program, Centris
Basis of Appointment: Group.
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang 6. Airfinance Management Seminar, San Francisco, USA.
Saham PT AP II Nomor: SK-227/MBU/09/2016 7. The 3rd ASEM Transport Ministers Meeting, Latvia.
8. Asset Assurance Training by Underwriter Hardys’
Work Experience: Syndicate, London, England
1. Director of Finance PT Angkasa Pura II (Persero)
(2015-sekarang) Affiliate Relations:
2. Director of Administration and Finance PT Len Industri -
(Persero) (2008-2015)
3. Head of Finance (Director Level) & Operation Department Domicile:
Badan Pengelola Transjakarta (2004-2008) Jl. Terusan Hang Lekir I/11 Kebayoran Baru Jakarta 12220
4. Commissioner PT Centris Multipersada Pratama Tbk
(CMPP) (1995-2008)
5. Vice President Public Equity Advisory PT Sigma Batara
Securities (1993–1995)
6. Manager PT Muij Asta Consult (1991–1993)
7. Officer Bank Rakyat Indonesia (BRI) New York Agency,
New York, USA (1990 – 1991)

PROFIL DIREKSI
Ituk Herarindri
Direktur Pelayanan dan Fasilitas Bandar Udara
Director of Airport Services and Facilities

Indonesia Board of Commissioner PT Railink

Yogyakarta, 15 Agustus 1965 1. Training Communication for BOD - 2015
2. Hospitality Training for Railway, SNCF-Paris,France
Riwayat Pendidikan: 3. The New Strategic Service Management, Mark Plus
S1 Fakultas Ekonomi Universitas Surabaya (1991) 4. Certification of Menjadi Trainer Andalan, by Proaktif
Schoolen
Riwayat Jabatan: 5. Certification Professional Human Resources (CPHR), by
QQI
Dasar Hukum Penunjukan: 6. Certification of Training Designer & Delivery Professional,
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang by Lutan Edukasi Consultant
Saham PT AP II Nomor: SK-227/MBU/09/2016 7. Certification of Service Excellence, by Service Quality
Center
Pengalaman Kerja: 8. Certification of Managerial II, by Prasetya Mulya
1. Director of Airport Services & Facility PT ANGKASA PURA II
(Persero) (2015-sekarang) Hubungan Afiliasi:
2. Vice President of Customer Care PT. Kereta Api Indonesia -
(KAI) (2014-2015)
3. Managing Director PT. INASTI Mitra Solusi Consultant Domisili:
(2011–2014) Puri Botanical Residence Jl.Eugenia 3 Blok H.4/No.23 Joglo-
4. Head of Internal Communication – Group Corporate Jakarta Barat DKI Jakarta Indonesia
Communication PT. INDOSAT Tbk (2009–2011)
5. Manager Training Operation – Group Human Capital
Management PT. INDOSAT Tbk (2007–2009)
6. Branch Manager of Area Jakarta Barat, Jakarta Pusat &
Tangerang PT. INDOSAT Tbk (2005–2007)
7. Manager Revenue Assurance, Customer Service &
Loyalty Customers of Jabodetabek PT. SATELIT PALAPA
INDONESIA (SATELINDO) (2002–2005)
8. Vice Chairman ORCA Diving School (1994 – 1996)
9. Assistant Account Officer (AAO) BANK NIAGA (1991–
1994)

PROFIL DIREKSI

Indonesia Board of Commissioner PT Railink
Place, Date of Birth: Training and Informal Education:

Yogyakarta, August 15, 1965 1. Training Communication for BOD - 2015
2. Hospitality Training for Railway, SNCF-Paris,France
Educational Background: 3. The New Strategic Service Management, Mark Plus
Bachelor’s degree in Economics from the University of Surabaya 4. Certification of Menjadi Trainer Andalan, by Proaktif
Schoolen
Career History: 5. Certification Professional Human Resources (CPHR), by
QQI
Basis of Appointment: 6. Certification of Training Designer & Delivery Professional,
Decision Letter of State Minister of SOE No. SK-227/ by Lutan Edukasi Consultant
MBU/09/2016 7. Certification of Service Excellence, by Service Quality
Center
Work Experience: 8. Certification of Managerial II, by Prasetya Mulya
1. Director of Airport Services & Facility PT ANGKASA PURA II
(Persero) (2015-sekarang) Affiliate Relations:
2. Vice President of Customer Care PT. Kereta Api Indonesia -
(KAI) (2014-2015)
3. Managing Director PT. INASTI Mitra Solusi Consultant Domicile:
(2011–2014) Puri Botanical Residence Jl.Eugenia 3 Blok H.4/No.23 Joglo-Ja-
4. Head of Internal Communication – Group Corporate karta Barat DKI Jakarta Indonesia
Communication PT. INDOSAT Tbk (2009–2011)
5. Manager Training Operation – Group Human Capital
Management PT. INDOSAT Tbk (2007–2009)
6. Branch Manager of Area Jakarta Barat, Jakarta Pusat &
Tangerang PT. INDOSAT Tbk (2005–2007)
7. Manager Revenue Assurance, Customer Service &
Loyalty Customers of Jabodetabek PT. SATELIT PALAPA
INDONESIA (SATELINDO) (2002–2005)
8. Vice Chairman ORCA Diving School (1994 – 1996)
9. Assistant Account Officer (AAO) BANK NIAGA (1991–
1994)

PROFIL DIREKSI
Tina T. Kemala Intan

Direktur Sumber Daya Manusia, Umum dan TI
Director of Human Resources, General Affairs and IT
Kewarganegaraan: 22. Konsultan, USAID – CHEMONICS (2012)

Indonesia 23. Konsultan, PT Pengerukan Indonesia (RUKINDO) (2012-2013)
24. Konsultan, RS Ibu & Anak Ummi Bogor (2012-2013)
Tempat, Tanggal Lahir: 25. Koordinator Asesor, PPM OJK (2014)
Kalijati/Subang, 23 September 1959 26. Asesor, DUNAMIS BAPPENAS (2014)
27. SVP Organization Development, Human Capital, and General
Riwayat Pendidikan: Service, PT Merpati Nusantara Airlines (2010-2012)
S1 Fakultas Psikologi Universitas Padjajaran (1985) 28. Kepala Biro SDM, Komisi Pemberantasan Korupsi (KPK) (2005-
2010)
Riwayat Jabatan: 29. Head of Change Management Project, PT Merpati Nusantara
Ailines (2004-2005)
Dasar Hukum Penunjukan: 30. General Manager Human Resources Management PT. Merpati
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang Saham PT Nusantara (1999-2004)
AP II Nomor: SK-54/MBU/3/2017 31. Deputy VP Corporate Planning, Planning Bureau PT. MERPATI
NUSANTARA (1996-1999)
Pengalaman Kerja: 32. Corporate Development Manager, Planning Bureau PT. MERPATI
1. Director of Human Capiital, General Affairs, and IT PT Angkasa NUSANTARA (1996)
Pura II (Persero) (2017-sekarang) 33. Commercial & General Training Manager, Training Department
2. Trainer & Konsultan di Bidang Manajemen SDM & Pengembang PT. MERPATI NUSANTARA (1995-1996)
an SDM (2012-2017) 34. Organization Development & Regulation of Employment
3. HR Expert, GIZ – Particip (2015-2016) Manager, HR Dept. PT. MERPATI NUSANTARA (1992-1995)
4. Adult Training Advisor, MCA-I (2015-2017) 35. HR & Organization Manager, HR Dept PT. MERPATI NUSANTARA
5. HR Expert, GIZ – Particip (2016) (1991-1992)
6. HR Expert, UNDP (2015-2016) 36. Chief HR & Organization Development, Planning Bureau PT.
7. Konsultan, Komisi Pengawas Persaingan Usaha (KPPU) (2013- MERPATI NUSANTARA (1988-1991)
2014, 2015, 2016) 37. Chief Recruitment & Formation, Personnel Dept. PT. MERPATI
8. HR Expert, USAID – MSI (2015) NUSANTARA (1987-1988)
9. HR Expert, USAID – MSI (2015)
10. Konsultan, PT Dok & Perkapalan Kodja Bahari (DKB) (2014-2015) Jabatan Rangkap:
11. HR Expert, GIZ - GFA, Germany (2013-2015) -
12. Konsultan, PT Taruko Energi (TE) (2012-2015)
13. HR Expert, GIZ, Germany (2014) Pendidikan dan Pelatihan:
14. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2013-2014) 1. Making Corporate Boards More Effective (2017)
15. Konsultan, PT Elnusa Petrofin (2012-2014) 2. Certified Human Resources Professional (CHRP) (2008)
16. Konsultan, Magna Consulting (2013)
17. HR Expert, AUSAID – AIPJ (2012-2013) Hubungan Afiliasi:
18. Konsultan, Magna Consulting (2013) -
19. Konsultan, PT Patra Nusa Data (PND) (2013)
20. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2012) Domisili:
21. Konsultan, PT Bina Dinamika Potensia (BDP) (2012-2013) Jl. Raya Semplak No.351 Bogor 16114, Jawa Barat, Indonesia

PROFIL DIREKSI
Nationality: 23. Konsultan, PT Pengerukan Indonesia (RUKINDO) (2012-2013)

Indonesia 24. Konsultan, RS Ibu & Anak Ummi Bogor (2012-2013)
25. Koordinator Asesor, PPM OJK (2014)
Place, Date of Birth: 26. Asesor, DUNAMIS BAPPENAS (2014)
Kalijati/Subang, September 23, 1959 27. SVP Organization Development, Human Capital, and General
Service, PT Merpati Nusantara Airlines (2010-2012)
Educational Background: 28. Kepala Biro SDM, Komisi Pemberantasan Korupsi (KPK) (2005-
Bachelor’s degree in Psychology from Padjajaran University, Bandung 2010)
in 1985.) 29. Head of Change Management Project, PT Merpati Nusantara
Ailines (2004-2005)
Career History: 30. General Manager Human Resources Management PT. Merpati
Nusantara (1999-2004)
Basis of Appointment: 31. Deputy VP Corporate Planning, Planning Bureau PT. MERPATI
Salinan Keputusan Menteri BUMN selaku RUPS Pemegang Saham PT NUSANTARA (1996-1999)
AP II Nomor: SK-54/MBU/3/2017 32. Corporate Development Manager, Planning Bureau PT. MERPATI
NUSANTARA (1996)
Work Experience: 33. Commercial & General Training Manager, Training Department
1. Director of Human Capiital, General Affairs, and IT PT Angkasa PT. MERPATI NUSANTARA (1995-1996)
Pura II (Persero) (2017-sekarang) 34. Organization Development & Regulation of Employment
2. Trainer & Konsultan di Bidang Manajemen SDM & Pengembang Manager, HR Dept. PT. MERPATI NUSANTARA (1992-1995)
an SDM (2012-2017) 35. HR & Organization Manager, HR Dept PT. MERPATI NUSANTARA
3. HR Expert, GIZ – Particip (2015-2016) (1991-1992)
4. Adult Training Advisor, MCA-I (2015-2017) 36. Chief HR & Organization Development, Planning Bureau PT.
5. HR Expert, GIZ – Particip (2016) MERPATI NUSANTARA (1988-1991)
6. HR Expert, UNDP (2015-2016) 37. Chief Recruitment & Formation, Personnel Dept. PT. MERPATI
7. Konsultan, Komisi Pengawas Persaingan Usaha (KPPU) (2013- NUSANTARA (1987-1988)
2014, 2015, 2016)
8. HR Expert, USAID – MSI (2015) Concurrent Position:
9. HR Expert, USAID – MSI (2015) -
10. Konsultan, PT Dok & Perkapalan Kodja Bahari (DKB) (2014-2015)
11. HR Expert, GIZ - GFA, Germany (2013-2015) Training and Informal Education:
12. Konsultan, PT Taruko Energi (TE) (2012-2015)
13. HR Expert, GIZ, Germany (2014) 1. Making Corporate Boards More Effective (2017)
14. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2013-2014) 2. Certified Human Resources Professional (CHRP) (2008)
15. Konsultan, PT Elnusa Petrofin (2012-2014)
16. Konsultan, Magna Consulting (2013) Affiliate Relations:
17. HR Expert, AUSAID – AIPJ (2012-2013) -
18. Konsultan, Magna Consulting (2013)
19. Konsultan, PT Patra Nusa Data (PND) (2013) Domicile:
20. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2012) Jl. Raya Semplak No.351 Bogor 16114, West Java, Indonesia
21. Konsultan, PT Bina Dinamika Potensia (BDP) (2012-2013)
22. Konsultan, USAID – CHEMONICS (2012)

DAFTAR NAMA PEJABAT SATU LEVEL

DI BAWAH DIREKSI
PROFILE OF OFFICIALS ONE LEVEL
BELOW THE BOARD OF DIRECTOR
No Nama Jabatan Profil
Lahir di Jakarta pada tanggal 21 April 1970. Menamatkan S1 Teknik Elektro dari
Universitas Mercu Buana. Memiliki masa kerja di Angkasa Pura II selama 22 tahun 2
bulan
Executive General Manager Bandara
1. M. Suriawan Wakan
Int’ Soekarno Hatta
Born in Jakarta on April 21,1970. Obtained his Bachelor’s degree in Electrical
Engineering from Mercu Buana University. He has been working at Angkasa Pura II for
22 years and 2 months.
Lahir di Jakarta pada tanggal 10 Februari 1964. Menamatkan S2 Magister

Manajemen dari Universitas Gadjah Mada. Memiliki masa kerja di PT Angkasa Pura II
selama 31 tahun 9 bulan
Executive General Manager Bandara
2. Arif Darmawan
Kualanamu
Born in Jakarta on February 10, 1964. Obtained his Master’s degree in Management
from Gadjah Mada University. He has been working at Angkasa Pura II for 31 years
and 9 months.
Lahir di Bandung 8 Februari 1962. Menamatkan pendidikan S1 dari Universitas

Nurtanio Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 1
tahun 1 bulan
Executive General Manager Halim
3. A. Rasyid Jauhari
Perdanakusuma
Born in Bandung, february 8, 1962. He earned his Bachelor’s degree from Nurtanio
University, Bandung. He has 1 year 1 month term of office in PT Angkasa Pura II
(Persero).
Executive General Manager Sultan Lahir di Jakarta pada tanggal 25 Juli 1969. Menamatkan S1 Ekonomi Manajemen dari
4. Bayuh Iswantoro
Mahmud Badaruddin II Universitas Surapati. Memiliki masa kerja di Angkasa Pura II selama 3 tahun 3 bulan.
Lahir di Jambi, 9 Mei 1969. Menamatkan pendidikan S2 Magister Administrasi Bisnis

5. Jon Mukhtar Rita Executive General Manager Supadio dari ITB Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 17
tahun 5 bulan.
Lahir di Jakarta, 5 Januari 1976. Menamatkan pendidikan S2 Teknik Komputer dari

Executive General Manager
6. Dwi Ananda Wicaksana Universitas Gunadarma. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama
Minangkabau
18 tahun.
Lahir di Lumban Julu pada tanggal 10 Agustus 1964. Menamatkan S2 Magister

Executive General Manager Sultan
7. Jaya Tahoma Sirait Manajemen dari Universitas Gadjah Mada. Memiliki masa kerja di Angkasa Pura II
Syarif Kasim II
selama 31 tahun 9 bulan.
Lahir di Surabaya, 3 September 1969. Menamatkan pendidikan S2 Manajemen dari

Executive General Manager Husein
8. Eko Prihadi Universitas ITB Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama
Sastranegara
19 tahun 9 bulan
Lahir di Jakarta, 28 Desember 1965. Menamatkan pendidikan S1 Teknik Elektro dari

Executive General Manager Sultan
9. Yos Suwagiyono STT Jakarta. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 26 tahun 8
Iskandar Muda
bulan
Lahir di Dolok Sanggul, 23 Juli 1963. Menamatkan pendidikan S1 Komputerisasi

Executive General Manager Raja Haji
10. Hotasi Manalu Akuntansi dari STMIK Bina Nusantara. Memiliki masa kerja di PT Angkasa Pura II
Fisabilillah
(Persero) selama 32 tahun 8 bulan
Executive General Manager Depati Lahir di Jakarta, 9 Oktober 1965. Menamatkan pendidikan D III Bahasa Asing dari
11. Ibut Astono
Amir ABA. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 31 tahun 6 bulan
Executive General Manager Sultan Lahir di Bandung, 29 September 1981. Menamatkan pendidikan S1 Manajemen
12. Yogi Prasetyo Thaha SDM dari Universitas Islam SYEKH YUSUF. Memiliki masa kerja di PT Angkasa Pura II
(Persero) selama 11 tahun 7 bulan

DAFTAR NAMA PEJABAT SATU LEVEL DI BAWAH DIREKSI

PROFILE OF OFFICIALS ONE LEVEL BELOW THE BOARD OF DIRECTOR
Mulai menjabat TMT 1 Januari 2018, Lahir di Bandung pada tanggal 27 September
Executive General Manager Silangit, 1970. Menamatkan S1 Teknik Arsitektur dari Universitas Jakarta. Memiliki masa kerja
13. Eri Briliantoro
Siborong-Borong di Angkasa Pura II selama 25 tahun 10 bulan.
Lahir di Bangkalan pada tanggal 22 September 1979. Menamatkan S2 Manajemen

Executive General Manager
14. Dodi Dharma Cahyadi Teknik. Mulai bergabung dengan PT Angkasa Pura 1 Januari 2018.
Banyuwangi
Lahir di Belawan pada tanggal 15 November 1962. Menamatkan S1 Ekonomi

15. Zulfahmi Senior Vice President of Internal Audit Manajemen dari Universitas Islam Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II
selama 30 tahun 7 bulan.
Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan S2 Magister Adminitrasi

Senior Vice President of Corporate
16. Agus Haryadi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 24 tahun11
Secretary
bulan.
Senior Vice President of Corporate Lahir di Jakarta pada tanggal 14 Mei 1974. Menamatkan S2 Magister Manajemen
17. Gautsil Madani
Strategic Development dari Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 18 tahun.
Lahir di Tanjung Uban pada tanggal 2 April 1969. Menamatkan S1 Ekonomi

Senior Vice President of Corporate Manajemen dari Universitas Al Azhar Medan. Memiliki masa kerja di Angkasa Pura II
18. Achmad Rifai
Safety & Risk selama 2 tahun 3 bulan.
Lahir di Semarang pada tanggal 1 Desember 1973. Menamatkan S2 Manajemen

Vice President of Airport Engineering Proyek dari Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 18
19. Radityo Ari Purwoko
Development tahun.
Vice President of Airport Operation Lahir di Tangerang pada tanggal 7 Juni 1963. Menamatkan DIII POBU dari STPI.
20. Ruchyana
Policy Memiliki masa kerja di Angkasa Pura II selama 31 tahun 9 bulan.
Muhammad Putra Vice President of Airport Quality Lahir di Mataram pada tanggal 2 November 1967. Menamatkan S2 Manajemen SDM
21.
Pariadi Assurance dari Universitas Riau. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 8 bulan.
Lahir di Bukittinggi pada tanggal 11 Juni 1968. Menamatkan S2 Magister

Executive General Manager of Airport
22. Agus Wialdi Administrasi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama
Design Division
17 tahun 1 bulan
Executive General Manager of Airport Lahir di Jakarta pada tanggal 22 Mei 1971. Menamatkan S2 Teknik dari Unversite De
23. Agung Sedayu
Construction Division Nantes. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 10 bulan.
Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S2 Manajemen

24. Marzuki Batung Operasi dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 17 tahun 1
Maintenance Division
bulan.
Lahir di Karanganyar pada tanggal 9 Juni 1980. Menamatkan S1 Teknik Planologi dari
25. Eko Wahyudi ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 13 tahun 5 bulan.
Contact Center
Lahir di Dolok Sanggul pada tanggal 16 April 1965. Menamatkan pendidikan S1

Executive General Manager of
26. Dorma Manalu Publisistik dari IISIP – Jakarta memiliki masa kerja di Angkasa Pura II selama 30 tahun
Commercial Service Division
7 bulan.
Senior General Manager of Airport Lahir di Klaten pada tanggal 29 Mei 1963. Menamatkan S1 Manajemen dari STIE
27. Kistamadji Meiputra
Learning Center Kusuma Negara. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 6 bulan.


Lahir di Jakarta pada tanggal 8 Maret 1971. Menamatkan S1 Manajemen dari

Senior General Manager of Information
28. Didi Kristianto Universitas Islam As-Syafiiyah. Memiliki masa kerja di Angkasa Pura II selama 24 tahun
Technology Center
10 bulan.
Senior General Manager of Community Lahir di Takengon pada tanggal 10 Juli 1963. Menamatkan SMEA dari SMEA Negeri
29. Wandi Anhar
Development Center Takengon. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 10 bulan.
Menjabat TMT 1 Januari 2018, Lahir di Jakarta pada tanggal 18 Desember 1974.
Vice President of Airport Service Menamatkan S1 Manajemen Informatika dari UPN Veteran Jakarta. Memiliki masa
30. Rosita Kurniawati
Development kerja di Angkasa Pura II selama 18 tahun
Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S1 Manajemen

Vice President of Service & Facility
31. Tommy Ariesdianto Transportasi Udara dari Sekolah Tinggi Manajemen Transportasi Trisakti. Memiliki
Performance
masa kerja di Angkasa Pura II selama 17 tahun 1 bulan.
Lahir di Jakarta pada tanggal 24 Januari 1978. Menamatkan S2 Magister Administrasi

Vice President of Airport Business
32. Haris Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 14 tahun 11
Strategy
bulan.
Lahir di Ambon pada tanggal 10 November 1976. Menamatkan pendidikan S1

Vice President of Airport Business
33. Achmad Syahir Hukum dari Unis-Tangerang. Memiliki masa kerja di Angkasa Pura II selama 9 tahun
Policy
3 bulan.
Lahir di Lebak pada tanggal 14 April 1970. Menamatkan S2 Magister Administrasi

Vice President of Business Parenting &
34. Muhamad Wasid Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 2 tahun 3
Performance
bulan.
Vice President of Corporate Financial Lahir di Tarutung pada tanggal 17 November 1965. Menamatkan S1 Akuntansi dari
35. Ahmad Tavid
Management Universitas Ekasakti. Memiliki masa kerja di Angkasa Pura II selama 22 tahun 8 bulan.
Lahir di Agam pada tanggal 2 Februari 1968. Menamatkan S1 Ekonomi Akuntansi

Vice President of Corporate Financial
36. Amirzal dari STIE YAI. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 8 bulan.
Control
Lahir di Jakarta pada tanggal 11 Agustus 1963. Menamatkan D III Akuntansi dari
Vice President of Assets Management Akademi Akuntansi Bogor. Memiliki masa kerja di Angkasa Pura II selama 29 tahun
37. Ariyadi
& Inventory 9 bulan.
Lahir di Jakarta pada tanggal 14 Mei 1980. Menamatkan S2 Teknik Mesin dari
Vice President of Human Capital Universitas Duisburg-Essen. Memiliki masa kerja di Angkasa Pura II selama 13 tahun
38. Binta Prabasena
Strategy 5 bulan.
Vice President of Human Capital Lahir di Malang pada tanggal 2 Juli 1968. Menamatkan S1 Hukum dari Universitas
39. Rini Indrawati
Service Merdeka Malang. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 6 bulan.
Mauludin Budi Lahir di Pekalongan 2 Mei 1969. Menamatkan pendidikan S1 Manajemen dari STIE
40. Vice President of General Affairs
Sungkowo Muhammadiyah. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 25 tahun.
Lahir di Dabo Singkep 29 Juni 1981. Menamatkan pendidikan S2 Transportasi

41. Yosrizal Syamsuri Chief of Project Business Digital Airport Management dari University of Sydney. Memiliki masa kerja di PT Angkasa Pura II
(Persero) selama 11 tahun 7 bulan.
Lahir di Tasikmalaya 14 Agustus 1983. Menamatkan pendidikan S2 Statistik dari

Chief of Project Business Airport Digital
42. Ferdian Agustiana Universitas Padjajaran. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 8
Business
tahun 2 bulan.


Lahir di Purwokerto pada tanggal 16 September 1967. Menamatkan S1 Manajemen

Informatika dari UPN Veteran Jakarta. Memiliki masa kerja di Angkasa Pura II selama
Chief of Project Business Air Traffic
43. Hufron Kurniadi 23 tahun 8 bulan.
Development
Lahir di Jakarta pada tanggal 18 Desember 1974. Menamatkan S1 Manajemen

Chief of Project Business Tourism Informatika dari UPN Veteran Jakarta. Memiliki masa kerja di Angkasa Pura II selama
44. Rosita Kurniawati
Development 18 tahun
Lahir di Surabaya pada tanggal 22 April 1963. Menamatkan S1 Administrasi Negara

dari STIA Menarasiswa Bogor. Memiliki masa kerja di Angkasa Pura II selama 31 tahun
45. Huzain Achmadi Chief of ORAT
6 bulan
Lahir di Jakarta pada tanggal 10 April 1970. Menamatkan S2 Magister Manajemen

dari Universitas Gadjah Mada. Memiliki masa kerja di Angkasa Pura II selama 26
46. Denny Krisnowibowo Chief of Airport Development
tahun 6 bulan
Lahir di Jakarta pada tanggal 3 Juli 1965. Menamatkan S1 Hukum dari Universitas
47. Bambang Sunarso Ketua Tim Pembebasan Tanah Pancasila. Memiliki masa kerja di Angkasa Pura II selama 32 tahun 8 bulan


HUMAN RESOURCE PROFILE
Untuk mendukung pertumbuhan perusahaan yang To support the company’s sustainable growth, Angkasa Pura II
berkelanjutan, saat ini Angkasa Pura II berusaha mengoptimalisasi is currently trying to optimize the utilization of existing human
pendayagunaan SDM yang ada. Jumlah karyawan pada tahun resources. The number of employees in 2017 reached 5,133
2017 mencapai 5.133 orang. people.
STATUS KARYAWAN USIA / AGE 2017 2016 2015

2017 2016 2015
/ EMPLOYMENT STATUS
Tetap / Permanent Employees 5133 5327 5546 <=40 4044 4094 4091
Tidak Tetap / Temporary Employees 4850 3989 2776 >=41 1089 598 802
Total 9983 9316 8322 Total 5133 5327 5546
Komposisi SDM Berdasarkan Status Kepegawaian Komposisi SDM Berdasarkan Usia

Number of Employees by Employment Status Number of Employees by Age
Pria Wanita Total

Male Female
2017 5133
4159 974
2016 5327
4324 1003
2015 5546
4483 1063
Komposisi SDM Berdasarkan Jenis Kelamin

Number of Employees by by Gender
TINGKAT PENDIDIKAN JABATAN / POSITION 2017 2016 2015

2017 2016 2015
/ EDUCATION LEVEL
Pasca Sarjana / Postgraduate 134 45 45 Manajerial / Managerial 717 851 627
Sarjana / Undergraduate 1844 937 729 Non-Manajerial / Non-Managerial 4416 4476 4919
Diploma / Diploma 977 1526 1738 Total 5133 5327 5546
<SMA / <High School 2178 2819 3034 Komposisi SDM Menurut Jabatan
Total 5133 5327 5546 Number of Employees Based on Position Group
Komposisi SDM Berdasarkan Pendidikan

Number of employees by Education Level


HUMAN RESOURCE PROFILE
JABATAN / POSITION 2017 2016 2015 MASA KERJA / AGE 2017 2016 2015
Kelas 21 / Class 21 6 5 3 < 5 tahun / < 5 years 2816 3206 2894
Kelas 20 / Class 20 6 5 6 5-10 tahun / 5-10 years 847 605 535
Kelas 15 / Class 15 37 26 37 > 30 tahun / > 30 years 238 265 232
Kelas 14 / Class 14 453 481 342 Total 5133 5327 5546
Kelas 13 / Class 13 58 57 3
Kelas 12 / Class 12 336 270 241 Komposisi SDM Berdasarkan Masa Kerja
Number of Employees by Years of Service
Kelas 11 / Class 11 845 715 778
Kelas 10 / Class 10 1053 1134 1325
Kelas 09 / Class 09 798 885 859
Kelas 08 / Class 08 1089 816 1021
Kelas 07 / Class 07 169 648 646
Kelas 06 / Class 06 9 7 14
Total 5133 5327 5546
Komposisi SDM Menurut Work Level

Number of Employees by Work Level
Kebijakan Dalam Kesempatan Kerja Policy in Employment Opportunities

Kebijakan dalam hal kesempatan kerja, baik penempatan Policies in terms of employment opportunities, both employee
karyawan maupun pengembangan karir karyawan dituangkan placement and employee career development are set forth in
dalam Perjanjian Kerja Bersama (PKB). Angkasa Pura II the Collective Labor Agreement (PKB). Angkasa Pura II carries
melaksanakan pengisian formasi dan pengembangan karir out selective and open career formation and career development
secara selektif dan terbuka tanpa diskriminasi (gender, ras, without discrimination (gender, race, ethnicity, religion),
suku, agama), dengan memprioritaskan sumber dari dalam by prioritizing internal resources with respect to employee
Perusahaan dengan memperhatikan prestasi kerja, kemampuan performance, competence and competence.
dan kompetensi Karyawan.

STRUKTUR GRUP
GROUP STRUCTURE
ANGKASA PURA II GROUP
SUBSIDIARIES
99,99% 99,95% 99,93%
Lounges, Parking, Security, VVIP Handling,

ICT, Services Cargo Handling & Services Retail & Property
40,00% 31,25% 0,134%
Airport Train & Station Groundhandling Aviation Catering
AFFILIATED COMPANIES
Terkait dengan Struktur Grup Perusahaan, dapat dijelaskan In relation with the Company’s Group Structure, it can be
sebagai berikut: explained as follows:
1. Angkasa Pura II memiliki 3 (tiga) Entitas Anak, yakni: 1. Angkasa Pura II has 3 (three) Subsidiaries, namely:
• PT Angkasa Pura Solusi dengan kepemilikan saham • Angkasa Pura Solusi with share ownership of 99.99%.
99,99%.
• PT Angkasa Pura Propertindo dengan kepemilikan saham • Angkasa Pura Propertindo with share ownership in Angkasa
99,93% Pura II at (99.93%).
• PT Angkasa Pura Kargo dengan kepemilikan saham 99,95% • Angkasa Pura Kargo with share ownership in Angkasa Pura
II (99.95%).
2. Angkasa Pura II memiliki 3 (tiga) Entitas Asosiasi, yakni : 2. Angkasa Pura II has 3 (three) Associate Entities, namely:
• PT Railink dengan kepemilikan saham 40%, • PT Railink (40%)
• PT Gapura Angkasa dengan kepemilikan saham 31,25% • PT Gapura Angkasa (31.25%)
dan
• PT Purantara Mitra Angkasa Dua dengan kepemilikan • PT Purantara Mitra Angkasa Dua (0.134%).
saham 0,134%.

KOMPOSISI PEMEGANG SAHAM

SHAREHOLDERS COMPOSITION
3. Angkasa Pura II tidak memiliki joint venture company 3. Angkasa Pura II does not have a joint venture company.
4. Angkasa Pura II tidak memiliki special purpose vehicle (SPV) 4. Angkasa Pura II does not have a special purpose vehicle (SPV)
Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki PT Angkasa Pura II (Persero) Is 100% owned by the Republic of
oleh Negara Republik Indonesia. Indonesia.
RINCIAN PEMEGANG SAHAM TERBESAR DETAILS OF LARGEST SHAREHOLDERS

Pemegang Saham Angkasa Pura II hanya 1 (satu) entitas saja, Angkasa Pura II only has 1 (one) shareholder, the Republic of
yakni Negara Republik Indonesia. Dengan demikian, Negara Indonesia. Therefore, the Republic of Indonesia is the largest
Republik Indonesia menjadi Pemegang Saham Terbesar Angkasa shareholder of Angkasa Pura II.
Pura II.
KEPEMILIKAN SAHAM YANG MENCAPAI 5% ATAU LEBIH SHAREHOLDERS WITH 5% OWNERSHIP OR MORE
PER 31 DESEMBER 2017 PER 31 DECEMBER 2017
100%
Nama Name Status Pemilik Shareholding Status
Negara Republik The Republic of Negara Republik Major and Controlling
Indonesia Indonesia Indonesia Shareholder
KEPEMILIKAN SAHAM DEWAN KOMISARIS DAN DIREKSI SHARES OWNERSHIP BY THE BOARD OF COMMISSIONERS
Per 31 Desember 2017 tidak terdapat kepemilikan saham AND BOARD OF DIRECTORS
Dewan Komisaris dan Direksi Angkasa Pura II di Perusahaan. As of December 31, 2017, the Board of Commissioners and
Board of Directors of Angkasa Pura II do not have any share
ownership in the Company.

DAFTAR ENTITAS ANAK/ENTITAS ASOSIASI

LIST OF SUBSIDIARIES/ASSOCIATES
Per 31 Desember 2017, Angkasa Pura II memiliki 3 (tiga) Entitas As of December 31, 2017, Angkasa Pura II has 1 (one) Subsidiary
Anak dan 3 (tiga) Entitas Asosiasi sebagai berikut: and 3 (three) Associates as follows:
BIDANG USAHA KOMPOSISI SAHAM STATUS OPERASI

PERUSAHAAN / COMPANY STATUS / STATUS
/ BUSINESS LINE / SHARE COMPOSITION / OPERATING STATUS
PT Angkasa Pura Solusi Airport Consultancy, Entitas Anak • Angkasa Pura II (99,999%) Telah Beroperasi
Media, Supproting & IT Subsidiary • Luthfy Edrus (0,0001%) Operating
Airport Consultancy,
Media, Supproting & IT
PT Angkasa Pura Propertindo Property & Hospitality Entitas Anak • Angkasa Pura II (99,93%) Telah Beroperasi
Property & Hospitality Subsidiary • Koperasi Satya Ardhia (0,07%) Operating
PT Angkasa Pura Kargo Kargo Entitas Anak • Angkasa Pura II (99,95%) Telah Beroperasi
Cargo Subsidiary • Koperasi Satya Ardhia (0,05%) Operating
PT Gapura Angkasa Ground Handling & Entitas Asosiasi • Garuda Indonesia (37,5%) Telah Beroperasi
Warehouse Operator Associates • Angkasa Pura I (31,25%) Operating
Ground Handling & • Angkasa Pura II (31,25%)
Ware house Operator
PT Railink Kereta Api Bandara Entitas Asosiasi • Kereta Api Indonesia (60%) Telah Beroperasi
Airport Train Associates • Angkasa Pura II (40%) Operating
PT Purantara Mitra Angkasa Dua Inflight Catering Entitas Asosiasi • Purantara Mitra Angkasa (0,949%) Telah Beroperasi
Inflight Catering Associates • Angkasa Pura II (0,134%) Operating
• Cardig International (0,267%)
• Cardig Aero Services Tbk (98,65%)
• Devro Group Limited (0,00%)
KRONOLOGIS PENCATATAN SAHAM

CHRONOLOGY OF SHARE LISTING
Angkasa Pura II per 31 Desember 2017 merupakan salah satu As of December 31, 2017, Angkasa Pura II is one of the
BUMN non listed atau belum mencatatkan saham di Bursa nonlisted SOEs or has not listed its shares on the Indonesia Stock
Efek Indonesia sehingga tidak terdapat informasi mengenai Exchange. Thus, there is no information about the chronology
kronologis pencatatan saham, corporate action, perubahan of share listing, corporate action, changes in the number of
jumlah saham dan nama bursa dimana saham perusahaan shares and name of the stock exchange on which the company
dicatatkan shares are listed.
KRONOLOGIS PENCATATAN EFEK LAINNYA

CHRONOLOGY OF OTHER SECURITIES
Pada tanggal 1 Juli 2016, Perseroan secara resmi menerbitkan On July 1, 2016, the Company officially issued Bonds I of Rp2
Obligasi I senilai Rp2 triliun di Bursa Efek Indonesia (BEI). trillion on the Indonesia Stock Exchange (IDX). The percentage
Persentase nilai kupon dalam obligasi tersebut sebesar 8,6% of coupon value of the Bonds amounted to 8.6% with tenor of
dengan tenor 5 (lima) tahun. Obligasi I Angkasa Pura II Tahun 5 (five) years. Bonds I of Angkasa Pura II of 2016 shall be divided
2016 ini akan dibagi dalam tiga seri yakni bertenor 5 tahun, 7 into three series with tenors of 5, 7 and 10 years. Bonds ratings
tahun, dan 10 tahun. Adapun rating obligasi tersebut adalah are idAAA from PT Pemeringkat Efek Indonesia (Pefindo) and
idAAA dari PT Pemeringkat Efek Indonesia (Pefindo) dan AAA(idn) from PT Fitch Ratings Indonesia.
AAA(idn) dari PT Fitch Ratings Indonesia.

KRONOLOGIS PENCATATAN EFEK LAINNYA

CHRONOLOGY OF OTHER SECURITIES
Dalam aksi korporasinya perseroan telah menunjuk PT Danareksa In this corporate action, the Company appointed PT Danareksa
Sekuritas dan PT Mandiri Sekuritas sebagai penjamin pelaksana Sekuritas and PT Mandiri Sekuritas as the underwriters. PT Bank
emisi atau underwriter. Adapun PT Bank Mega Tbk bertindak Mega acted as a trustee.
sebagai wali amanat.
INFORMASI PENGHENTIAN SAHAM/OBLIGASI SEMENTARA INFORMATION ON TEMPORARY SHARE/BOND

SUSPENSION
Sampai dengan akhir tahun 2017, tidak terdapat sanksi berupa As of the end of 2017, there were no sanctions in the form of
penghentian saham sementara yang diberikan kepada Angkasa temporary share suspension imposed to the Company by the
Pura II. stock exchange party.
LEMBAGA DAN PROFESI PENUNJANG PERUSAHAAN

INFORMATION ON NAME AND ADDRESS OF COMPANY SUPPORTING
INSTITUTIONS
BIRO ADMINISTRASI EFEK NOTARIS

SHARE REGISTRAR NOTARY
PT Kustodian Sentrak Efek Indonesia Kantor Notaris Maya Veronica, SH.,M.Kn.
Gedung Bursa Efek Indonesia, Tower I Lantai 5 Jl. Kelapa Puan Raya Blok AD 14 No.6
Jl. Jend. Sudirman Kav 52-53 Gading Serpong, Kab. Tangerang
Jakarta 12190 Telp (021) 99480479/Fax.5476693
PERUSAHAAN PEMERINGKAT EFEK KONSULTAN HUKUM

RATING AGENCY LEGAL CONSULTANT
PT Pemeringkat Efek Indonesia LQQ Media Law Offices
Panin Tower Senayan City Lantai 7 Citylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121
Jl. Asia Afrika Lot.19 Jakarta Pusat
Jakarta 1220 Telp: (021) 25556717
PT FITCH RATING SIP Law Firm

DBS Bank Tower Lantai 24 Suite 2403 No. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760
Jl. Prof. Dr. Satrio Kav-3-5 Telp: (021) 7997973
Jakarta 12940
Bahar & Partners
KANTOR AKUNTAN PUBLIK Menara Prima, 18th Floor Jl. DR. Ide Anak Agung Gde Agung
PUBLIC ACCOUNTING FIRM Blok 6.2 Kawasan Mega Kuningan, Jakarta Selatan 12950
Kantor Akuntan Publik Purwanto, Sungkoro & Surja Telp: (021) 57947880
Gedung Bursa Efek Indonesia, Tower 2 Lantai 7
Jl. Jend. Sudirman Kav.52-53
Jakarta 12190

PENGHARGAAN DAN SERTIFIKASI

AWARDS AND CERTIFICATIONS
1 2
3 4
PENGHARGAAN AWARDS
1 The World’s Most

Improved Airports dari
The World’s Most
Improved Airports from
2 Sky Trax Audit Rating
2017
Sky Trax Audit Rating
2017
Sky Trax Sky Trax Bandara Kualanamu, Kualanamu Airport,
Bandata Soekarno- Soekarno-Hatta Airport Bandara Sultan Mahmud Sultan Mahmud
Hatta memperoleh gets the 44th Rank of 100 Badaruddin II, Bandara Badaruddin II Airport,
Peringkat Ke – 44 dari Best Airport in the World Sultan Syarif Kasim Sultan Syarif Kasim
100 Bandara terbaik di according to Sky trax meraih sertifikasi bintang Airport won 4 star
Dunia menurut Sky trax and based on the voting 4 dan Bandara Soekarno- certification and
dan berdasarkan hasil result, Soekarno-Hatta Hatta meraih sertifikasi Soekarno-Hatta
voting Bandara Soekarno- Airport awarded The bintang 3 Airport achieved 3 star
Hatta memperoleh World’s Most Improved certification
penghargaan The World’s Airports
Most Improved Airports 3 Stevie Award Kategori
Customer Service
Stevie Award on
Customer Service
Mobile Mobile Category
Gold Asia Pacific Stevie Gold Asia Pacific Stevie
Award 2017 Award 2017

PENGHARGAAN DAN SERTIFIKASI

AWARDS AND CERTIFICATIONS
5 6
7 8
4 Penghargaan Contact
Center World (CCW)
Contact Center World
(CCW) Asia Pasific 2017
7 Service Quality Award
2017
Service Quality Award
2017
Asia Pasific 2017 Awards Diamond for Soekarno- Diamond for Soekarno-
2 Gold, 3 Silver, 1 Bronze 2 Gold, 3 Silver, 1 Bronze Hatta Airport Carre – Hatta Airport Carre –
Service Excellence
5 Penghargaan Contact Contact Center World Service Excellence
Center World (CCW)
2017
(CCW) 2017 Awards
3 Gold, 2 Silver 8 Penghargaan
Marketing Award 2017
Marketing Award 2017
The Best In Experiential
3 Gold, 2 Silver The Best In Experiential Marketing
Marketing
6 The Best Contact Center
Indonesia 2017 APCCAL
The Best Contact Center
Indonesia 2017
Expo 2017 – Thailand APCCAL Expo 2017 –
Runner Up #4 Thailand
Runner Up #4

9 Penghargaan Indonesia Indonesia Contact Center

Contact Center Award 2017 Award 2017 (ICCA),
(ICCA), Kategori Individu Individual Categories
4 Platinum, 1 Gold, 2 Bronze 4 Platinum, 1 Gold, 2 Bronze
dan TOP 4 Winners dan TOP 4 Winners
Penghargaan Indonesia Indonesia Contact Center

Contact Center Award 2017 Award 2017 (ICCA)
(ICCA) Kategori Corporate Corporate Categries
3 Platinum, 1 Gold, 1 Bronze 3 Platinum, 1 Gold, 1 Bronze
10 11
10 BUMN Awards 2017

1. The Best Overall BUMN
BUMN Awards 2017
1. The Best Overall SOE
11 Survei Airport Service
Quality (ASQ) Quarter
Airport Service Quality
(ASQ) Quarter II/2017
2. Peringkat 1 Kategori 2. Ranking 1 Category II/2017 oleh Airport Survey by Airport
Kinerja Keuangan Best Financial Council International Council International
Terbaik Performance (ACI) (ACI)
3. Peringkat 2 Kategori 3. Ranking 2 Category 1. B andara Supadio 1. S upadio Airport as the
Transformasi Best Corporate sebagai peringkat 1 1st rank for airport
Perusahaan Terbaik Transformation untuk kategori bandara category with a
4. Penghargaan kepada 4. Award to Muhammad berkapasitas 2 – 5 juta capacity of 2 - 5 million
Muhammad Awaluddin Awaluddin as The penumpang. passengers.
sebagai The Best CEO Best CEO of Visionary 2. B andara Sultan Thaha, 2. S ultan Thaha Airport,
Kategori Visioner Category. Jambi, peringkat 1 Jambi, ranked 1st
untuk kategori bandara for the category of
berkapasitas di bawah 2 airport with a capacity
juta penumpang. of less than 2 million
passengers.
3. B
andara Raja Haji 3. R aja Haji Fisabilillah
Fisabilillah (Tanjung Airport (Tanjung
Pinang) Peringkat 2 Pinang) Rank 2 for the
untuk kategori bandara category of airport with
berkapasitas di bawah 2 a capacity of less than 2
juta penumpang. million passengers.

12 13
14 15
SERTIFIKASI CERTIFICATION
12 BRONZE Winner,
The Most Promising
BRONZE Winner,
The Most Promising
14 Sertifikasi Manajemen
Mutu ISO 9001;2015
Quality Management
Certification ISO 9001;
Company in Strategic Company in Strategic Sertifikasi Manajemen 2015
Marketing Marketing Mutu untuk Fungsi Quality Management
(kategori perusahaan) dari (corporate category) from Pelayanan Pada Certification for Service
BUMN Marketeers Award BUMN Marketeers Award Customer Service dan Functionality In Customer
2017 2017 Terminal Inspection Service and Terminal
Services untuk Bandara Inspection Services for
13 Bandara Awards 2017

Terminal 3 Bandara
Airport Award 2017
Terminal 3 of Soekarno-
Soekarno-Hatta, Bandara
Husein Sastranegara dan
Soekarno-Hatta Airport,
Husein Sastranegara
Soekarno-Hatta meraih The Hatta won the Best Bandara Kualanamu. Airport and Kualanamu
Best Airport of The Year Airport of the Year Airport.
15 Penghargaan Infobank BUMN Award 2017 kepada

PT Angkasa Pura II (Persero) atas kinerja keuangan
Infobank BUMN Award 2017 for PT Angkasa Pura II
(Persero) as consequence of the state-owned enterprise
perusahaan BUMN dengan predikat “sangat bagus” financial performance with honors “EXCELLENT”
16
PT Angkasa Pura II (Persero) meraih Rating AAA dari

PT Pemeringkatan Efek Indonesia (Pefindo) dengan
prospek untuk keuangan perusahaan stabil.
PT Angkasa Pura II (Persero) achieved AAA rating
from PT Pemeringkatan Efek Indonesia (Pefindo)
with prospect as the stable corporate financial.

ALAMAT KANTOR PUSAT,

KANTOR CABANG & ENTITAS ANAK
INFORMATION ON ADDRESSES OF HEAD OFFICE,
NETWORKS AND SUBSIDIARIES
KANTOR PUSAT Raja Haji Fisabilillah International Airport
HEAD OFFICE Jl. Adi Sucipto KM.21 Kelurahan Pinang Kencana
Soekarno-Hatta International Airport Kecamatan Tanjungpinang Timur
Gedung 600, PO BOX 1001/BUSH Kepulauan Riau 29125
Jakarta 19120 Tel : (62-771) 442 434
Tel : (62-21) 550 5079, 550 5021 Fax : (62-771) 410 34
Fax : (62-21) 550 2141
www.angkasapura2.co.id Minangkabau International Airport
Jl. Mr. M.Rasyid Kec. Batang Anai
CABANG Padang Pariaman – Sumatera Selatan 25585
BRANCH OFFICE Tel : (62-751) 819 123
Soekaro-Hatta International Airport Fax : (62-751) 819 040
Kantor Cabang Utama Gedung 601, PO BOX 1001/BUSH
Jakarta 19120 Sultan Mahmud Badaruddin II International Airport
Tel : (62-21) 550 7300 Jl. Letjen Harun Sohar
Fax : (62-21) 550 6823 Palembang – Sumatera Selatan 30761
Tel : (62-711) 385 002 (ext.2053)
Sultan Iskandar Muda International Airport Fax : (62-711) 385 015
Jl. Bandar Udara Sultan Iskandar Muda
Kecamatan Blang Bintang, Husein Sastranegara International Airport
Kabupaten Aceh Besar – Banda Aceh 23372 Jl. Padjadjaran No.156, Kec. Cicendo – Bandung 40174
Tel : (62-651) 21341 Tel : (62-22) 603 3889
Fax : (62-651) 34240 Fax : (62-22) 603 3971
Kualanamu International Airport Supadio International Airport

Deli Serdang, Medan – Sumatera Utara 20552 Jl. Adi Sucipto KM.17, Pontianak
Tel : (62-61) 8888 0300 (ext.7009) Kalimantan Barat 78381
Fax : (62-61) 7955146 Tel : (62-561) 721 560
Fax : (62-561) 721 212
Sultan Syarif Kasim II International Airport
Jl. Perhubungan, Pekanbaru – Riau 28284
Tel : (62-761) 674 694 (ext.7009)
Fax : (62-761) 674 694

ALAMAT KANTOR PUSAT, KANTOR CABANG & ENTITAS ANAK

INFORMATION ON ADDRESSES OF HEAD OFFICE, NETWORKS AND SUBSIDIARIES
Halim Perdanakusuma International Airport ENTITAS ANAK

Jl. Protokol Halim Perdanakusuma – Jakarta 13610 SUBSIDIARIES
Tel : (62-21) 809 1108 PT Angkasa Pura Solusi
Fax : (62-21) 809 3351 Terminal F. Arrival Hall, Room F9P67
Soekarno-Hatta Airport Jakarta 19120
Sultan Thaha Airport Tel : (62-21) 550 5117
Jl. Soekarno-Hatta, Jambi 36139 Fax : (62-21) 550 3093
Tel : (62-741) 572 444
Fax : (62-741) 572 444 PT Angkasa Pura Propertindo
Basecamp Building Project Management Unit (PMU)
Deapti Amir Airport Bandara Internasional Soekarno-Hatta 19120
Jl. Soekarno-Hatta Tel: 021-55913590
Pangkal Pinang – Bangka 33171 Fax: 021-55913590
Tel : (62-717) 426 1238
Fax : (62-717) 426 1238 PT Angkasa Pura Kargo
Komplek Gedung 528
Silangit International Airport Terminal Kargo Bandara Internasional Soekarno-Hatta,
Jl. Raya Muara No.01, Siborong-borong Tangerang 19120
Kabupaten Tapanuli Utara – Sumatera Utara 22747 Tel: 021-29215821
Tel : (62-633) 41920 Fax: 021-29215812
Fax : (62-633) 41920
PT Gapura Angkasa
Banyuwangi Airport Gedung Sarana Penjaminan Lt. 3 & 3A
Jalan Agung Wilis, Blimbingsari, Rogojampi Jl. Angkasa Blok B-9 Kav. 6 Kota Baru,
Kabupaten Banyuwangi - Jawa Timur 68462 Bandar Kemayoran Jakarta-10720
Telp: (0333) 636680 Tel : (62-21) 6545410
Fax : (62-21) 654 5408
PT Railink
Gedung Kereta Api Lt.1
Jl. Juanda 1B Jakarta Pusat
Tel : (62-21) 350 2963
Fax : (62-21) 350 3235
PT Purantara Mitra Angkasa Dua

Purantara Building
Bandar Udara Soekarno-Hatta
Tangerang 15000
Tel : (62-21) 5591 5001
Fax : (62-21) 550 0826


Website adalah halaman web yang memuat informasi atau Website is a web page containing information or data that can
data yang dapat diakses melalui suatu sistem jaringan internet. be accessed through an internet network system. As a means of
Sebagai sarana komunikasi, promosi, dan pemenuhan communication, promotion, and fulfillment of good corporate
terhadap aspek good corporate governance, Angkasa Pura II governance, Angkasa Pura II has had a company website since
telah memiliki website perusahaan sejak tahun 2002 Website 2002 Company website is www.angkasapura2.co.id
Perseroan adalah www.angkasapura2.co.id
TENTANG KAMI PELUANG BISNIS MANAJEMEN INFORMASI KESELAMATAN

/ ABOUT US / BUSINESS OPPORTUNITY / MANAGEMENT / INFORMATION / SAFETY
Menu yang terdapat pada Menu yang terdapat pada Menu yang terdapat pada Menu yang terdapat pada Menu yang terdapat pada
Tentang Kami mencakup: Peluang Bisnis mencakup: Manajemen mencakup: Informasi mencakup: Keselamatan:
• Sejarah • Bisnis Aviasi • Laporan Tahunan dan • Infografis • Pelaporan Keselamatan
• Visi dan Misi • Ruang Disewakan Lporan Keuangan • Siaran Pers • Informasi Batas
• Dewan Direksi • Kargo Audited • Pengumuman Ketinggian
• Dewan Komisaris • Pengembangan Usaha • Laporan PKBL • Berita
• Struktur Organisasi • Pelelangan • Perjanjain Kerja Bersama • Kontak The menu contained on Safety:
• Tata Kelola Perusahaan • Dokumen dan Regulasi • Buku Tamu • Safety Reporting
• CSR The menu contained in • Majalah Internal • Aplikasi Mobile • Elevation Limit
• PKBL Business Opportunities • Karir Information
• Jejak Langkah includes: Menus contained in • Info Lalu Lintas
• Penghargaan • Business Aviation Management include: • Penerbangan
• Space for Rent • Annual Report and
Menu contained in • Cargo Audited Financial The menus contained in
About Us Include: • Business development Statements Information include:
• History • Auction • PKBL report • Infographics
• Vision and Mission • Collective Work • Press conference
• Board of Directors Agreement • Announcement
• Board of • Documents and • News
Commissioners Regulations • Contacts
• Organization Structure • Internal Magazine • Guest Book
• Corporate Governance • Mobile Application
• CSR • Careers
• PKBL / Partnership • Traffic Info
and Community • Flight
Development Program
(PKBL)
• Milestones
• Awards


Perusahaan memperbarui secara berkala informasi yang The Company periodically updates the information on the
terdapat dalam website www.angkasapura2.co.id website www.angkasapura2.co.id
KRITERIA ARA / ARA Criterion KESESUAIAN DENGAN WEBSITE / COMPATIBILITY WITH THE WEBSITE
Informasi pemegang saham sampai dengan pemilik akhir individu; Not Applicable. Pemegang saham Angkasa Pura II adalah 100% dimiliki
Shareholder information up to the individual end owner; oleh Negara Republik Indonesia. Oleh karena itu, tidak terdapat kepemilikan
saham sampai ke level individu.
Not Applicable. Angkasa Pura II shareholder is 100% owned by the Republic
of Indonesia. Therefore, there is no stock ownership to the individual level.
Isi Kode Etik; Ada

The contents of the Code of Conduct; Exist
Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan
mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi
tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS,
tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan;
Ada
General Shareholders’ Meeting (AGMS) at least includes the agenda items
Exist
discussed in the GMS, summaries of minutes of the GMS, and information on
important dates, namely the date of the GMS announcement, the date of the
GMS’s invitation, the date of the GMS, the summary date of the minutes of the
GMS;
Laporan keuangan tahunan terpisah (5 tahun terakhir); Ada

Separate annual financial statements (last 5 years); Exist
Profil Dewan Komisaris dan Direksi; Ada

Profile of Board of Commissioners and Board of Directors; Exist
Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Ada

Internal. Exist
Charter of the Board of Commissioners, Directors, Committees, and Internal
Audit Unit

DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI,

KOMITE AUDIT, KOMITE NOMINASI DAN REMUNERASI,
SEKRETARIS PERUSAHAAN DAN INTERNAL AUDIT
LIST OF BOARD OF COMMISSIONERS, BOARD OF DIRECTORS, AUDIT
COMMITTEES, NOMINATION COMMITTEES AND REMUNERATIONS,
COMPANY SECRETARY AND INTERNAL AUDIT TRAINING
DEWAN KOMISARIS BOARD OF COMMISSIONERS
MATERI PENDIDIKAN
NAMA / NAME DAN PELATIHAN / EDUCATION AND WAKTU PELAKSANAAN / DATE TEMPAT / PLACE
TRAINING MATERIALS
Harpin Ondeh Expand Leadership Program 8-12 Februari 2017 Bali

Expand Leadership Program February 8-12 ,2017 Bali
Iswan Elmi Frauditing 22-29 Juli 2017 Sydney - Australia

Frauditing July 22-29, 2017 Sydney - Australia
Rhenald Kasali, Harpin Ondeh, Leadership in a Transformational 9-22 September 2017 Cambridge - UK
Maryati Karma Digital Era
Leadership in a Transformational September 9-22 ,2017 Cambridge - UK
Digital Era
Imam Bustomi Training Leadership Program 25-26 September 2017 Jakarta

Training Leadership Program September 25-26 ,2017 Jakarta
Rhenald Kasali Glomac Stragic Thinking & Bisnis 16-27 Desember 2017 New York – USA
Planing
Glomac Stragic Thinking & Bisnis December 16-27 , 2017 New York – USA
Planing
DIREKSI BOARD OF DIRECTOR

MATERI PENDIDIKAN
TRAINING MATERIALS
Tina T. Kemala Intan Direktur 27 Nov – 01 Des 2017 HBS Campus, Boston, MA
Director Nov 27 – Dec 01, 2017 HBS Campus, Boston, MA

DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI, KOMITE AUDIT, KOMITE NOMINASI

DAN REMUNERASI, SEKRETARIS PERUSAHAAN DAN INTERNAL AUDIT
LIST OF BOARD OF COMMISSIONERS, BOARD OF DIRECTORS,
AUDIT COMMITTEES, NOMINATION COMMITTEES AND REMUNERATIONS,
COMPANY SECRETARY AND INTERNAL AUDIT TRAINING
CORPORATE SECRETARY CORPORATE SECRETARY

MATERI PENDIDIKAN
TRAINING MATERIALS
Strategic Management Batch 2 25-26 Maret 2017 Gedung 600 PT Angkasa Pura II
Sesi 1 (Persero)
Strategic Management Batch 2 March 25-26, 2017 Building 600 PT Angkasa Pura II
Agus Haryadi Sesi 1 (Persero)
Sosialisasi Evaluasi Jabatan (Batch I) 28 September 2017 Airport Learning Academy
Socialization of Job Evaluation September 28, 2017 Airport Learning Academy
(Batch I)
INTERNAL AUDIT INTERNAL AUDIT

MATERI PENDIDIKAN
TRAINING MATERIALS
Interpretasi KPKU Batch 2 22-24 Maret 2017 Gedung 600 PT Angkasa Pura II
Interpretation of KPKU Batch 2 March 22 - 24, 2017 (Persero)
Building 600 PT Angkasa Pura II
(Persero)
Strategic Management Batch 2 25 s.d 26 Maret 2017 Gedung 600 PT Angkasa Pura II
Sesi 1 March 25 – 26, 2017 (Persero)
Strategic Management Batch 2 Building 600 PT Angkasa Pura II
Sesi 1 (Persero)
Pengukuhan Gelar Prof Internal 02 s.d 05 Mei 2017 Lorin Solo Hotel
Auditor May 02 – 05, 2017 Lorin Solo Hotel
Inauguration of Prof Internal Auditor
Degree
Zulfahmi
Dispute Board International 23 s.d 24 Agustus 2017 The Werdhapura Village Center
Conference August 23 – 24, 2017 The Werdhapura Village Center
Dispute Board International
Conference
Sosialisasi Evaluasi Jabatan (Batch I) 28 September 2017 Airport Learning Academy

Socialization of Job Evaluation September 28, 2017 Airport Learning Academy
(Batch I)
Probity Audit Batch 2 05 s.d 07 Oktober 2017 Harris Hotel

Probity Audit Batch 2 October 05 – 07, 2017 Harris Hotel
Coaching Training Program 16 s.d 11 November 2017 18 Office Park

Coaching Training Program November 11 – 16, 2017 18 Office Park

SUMBER DAYA MANUSIA

MANAJEMEN HUMAN CAPITAL
Sepanjang tahun 2017, Angkasa Pura II fokus

pada penguatan sistem ke-SDM-an secara
menyeluruh (restrengthening HC System.
Throughout 2017, Angkasa Pura II focuses
on strengthening the HR system as a whole
(restrengthening HC System).


SUMBER DAYA MANUSIA

HUMAN RESOURCES
“ Angkasa Pura II terus berupaya untuk meningkatkan

kualitas SDM karena Angkasa Pura II meyakini dengan SDM
yang tangguh akan mampu mempertahankan keunggulan
kompetitif dan keberlanjutan bisnis Angkasa Pura II
Angkasa Pura II continually strives to improve the quality of human resources
because Angkasa Pura II believes that a strong human resources will be able to
maintain competitive advantage and sustainability of Angkasa Pura II

SUMBER DAYA MANUSIA

HUMAN RESOURCES
Angkasa Pura II memandang bahwa Angkasa Pura II considers that Human

Sumber Daya Manusia (SDM) merupakan Resources (HR) is a very important
komponen yang sangat penting dalam component in order to maintain
rangka mempertahankan keunggulan competitive advantage and support
kompetitif dan mendukung strategi business strategy. Angkasa Pura II
bisnis. Angkasa Pura II terus berupaya continues its efforts to improve the
untuk meningkatkan kualitas SDM karena quality of human resources because
Angkasa Pura II meyakini kualitas SDM Angkasa Pura II believes that human
sangat berperan dalam meningkatkan resource quality plays an important
daya saing Perusahaan. Upaya tersebut role in improving the competitiveness
salah satunya dilakukan melalui pelatihan of the Company. These efforts are
profesional yang berkelanjutan maupun either through continuous professional
dengan merekrut SDM yang berkualitas. training or by recruiting qualified human
resources.
Rekrutmen dan pengembangan Recruitment and employee’s competency

kompetensi karyawan serta program development and career development
pengembangan karir secara berjenjang programs in a stratified manner was done
dilakukan Angkasa Pura II secara by Angkasa Pura II in a structured manner
terstruktur dalam rangka menyiapkan in order to prepare those who will occupy
mereka yang nantinya akan menempati senior and strategic position in the future.
posisi senior dan strategis di masa yang Angkasa Pura II always encourages every
akan datang. Angkasa Pura II senantiasa employee to be able to grow and achieve
mendorong setiap karyawan untuk dapat its best potential. This is done through
berkembang dan mencapai potensi the implementation of various policies
terbaiknya. Hal ini dilakukan melalui and programs aimed at developing the
penyelenggaraan berbagai kebijakan potential, talent, interest, and character
dan program yang bertujuan untuk of all individuals.ruh individu.
mengembangkan potensi, bakat, minat, Hingga 31
serta karakter seluruh individu.
Desember 2017,
Sepanjang tahun 2017, Angkasa Pura II Throughout 2017, Angkasa Pura II jumlah SDM
fokus pada penguatan sistem ke-SDM-an focuses on strengthening the HR system berjumlah 5.088
secara menyeluruh (restrengthening HC as a whole (restrengthening HC System).
System. orang.
Until December 31, 2017, the
number of employees are
5,088 people.
Pria Wanita
Male Female
4120 968

SUMBER DAYA MANUSIA

HUMAN RESOURCES
TUGAS DAN TANGGUNG JAWAB PENGELOLA SDM DUTIES AND RESPONSIBILITIES OF HR MANAGEMENT
Tanggung jawab Pengelolaan SDM berada di Divisi SDM yang Human Resource Management responsibilities are in the HR
berada di bawah koordinasi dari Direktur SDM, Umum & Division under the coordination of the Director of Finance &
Informasi Teknologi. Struktur Pengelola SDM sebagai berikut Administration. Human Resource Management Structure is as
follows
DIRECTOR OF
HUMAN CAPITAL,
GENERAL AFFAIRS, & IT
VICE PRESIDENT VICE PRESIDENT SENIOR GENERAL

VICE PRESIDENT OF
OF HUMAN CAPITAL OF HUMAN MANAGER OF AIRPORT
GENERAL AFFAIRS
STRATEGY CAPITAL SERVICE LEARNING CENTER
Struktur Organisasi Pengelola SDM

HR Management Organizational Structure
JOB DESCRIPTION DIVISI SDM HR DIVISION JOB DESC

1. VICE PRESIDENT OF HUMAN CAPITAL STRATEGY FUNGSI & 1. VICE PRESIDENT OF HUMAN CAPITAL STRATEGY
RUANG LINGKUP : FUNCTION & SCOPE:
a. Memastikan tersusunnya strategi dan kebijakan a. Ensure the formulation of HR management strategy
manajemen SDM serta Human Capital road map sesuai and policies as well as Human Capital road map
dengan sasaran strategis Perusahaan; in accordance with the strategic objectives of the
Company;
b. M emastikan implementasi kebijakan dan sistem SDM b. Ensure the implementation of HR policies and systems
yang sudah ditetapkan oleh Perusahaan berjalan sesuai established by the Company is in compliance with
ketentuan yang berlaku; applicable regulations;
c. Menetapkan Corporate Culture blueprint dan mengawasi c. Establish Corporate Culture blueprint and oversee
implementasinya di seluruh wilayah kerja Pusahaan its implementation throughout the Company’s work
termasuk Anak Perusahaan; areas including Subsidiaries;
d. Memastikant proses pengembangan organisasi PT d. Ensure the organization development process of PT
Angkasa Pura II (Persero) untuk mencapai Visi Misi Angkasa Pura II (Persero) to achieve the Vision and
Perusahaan; Mission of the Company;
e. Monitoring dan evaluasi kegiatan manajemen SDM di e. Monitoring and evaluation of HR management
seluruh wilayah kerja Perusahaan. activities throughout the Company’s work areas.
2. V
ICE PRESIDENT OF HUMAN CAPITAL SERVICE FUNGSI & 2. VICE PRESIDENT OF HUMAN CAPITAL SERVICE:
RUANG LINGKUP : a. Leading the implementation of HR management
a. Memimpin pelaksanaan kegiatan manajemen SDM dimulai activities starting from recruitment and selection to
dari rekrutmen dan seleksi sampai dengan pensiun, sesuai retirement, in accordance with applicable regulations;
dengan ketentuan yang berlaku;
b. Memastikan pelaksanaan pengelolaan kegiatan payroll b. Ensure the implementation of management of payroll
dan benefit bagi karyawan; and benefit activities for employees;
c. Memastikan dan memberikan arahan terkait pengelolaan c. Ensure and provide direction related to the
hubungan industrial. management of industrial relations.

SUMBER DAYA MANUSIA

HUMAN RESOURCES
3. V
ICE PRESIDENT OF GENERAL AFFAIRS FUNGSI & RUANG 3. VICE PRESIDENT OF GENERAL AFFAIRS FUNCTION & SCOPE:
LINGKUP :
a.
Memastikan implementasi kegiatan kerumahtanggaan a. Ensure the implementation of household activities and
dan pengelolaan persediaan rumah tangga; management of household supplies;
b. Memastikan manajemen pelayanan karyawan dapat b. Ensure the employees’ services management can run in
berjalan sesuai dengan ketentuan dan berdasarkan atas accordance with the provisions and based on the needs and
kebutuhan dan kesejahteraan karyawan; welfare of employees;
c. Memastikan kegiatan office management berjalan dengan c. Ensure the office management activities are effective and
efektif dan efisien. efficient.
4. SGM OF AIRPORT LEARNING CENTER FUNGSI & RUANG 4. SGM OF AIRPORT LEARNING CENTER FUNCTION & SCOPE:
LINGKUP :
a. Memastikan tersedianya rencana dan desain program a. Ensure the availability of plans and the design of all-function
learning seluruh fungsi di Perusahaan; learning programs in the Company;
b. Menetapkan kurikulum, silabus, dan modul learning b. Establish the curriculum, syllabus, and learning modules
termasuk materi pembelajaran yang akan diberikan; including learning materials that will be provided;
c. Memastikan terlaksananya program-program learning c. Ensure the implementation of learning programs and
serta mengevaluasi pelaksanaannya; evaluating their implementation;
d. Mengawasi pelaksanaan kegiatan knowledge d. Supervise the implementation of knowledge management
management di Perusahaan. activities in the Company.
KEBIJAKAN PENGELOLA SDM HR MANAGEMENT POLICY

Angkasa Pura II telah menetapkan kebijakan pengelolaan SDM Angkasa Pura II has established a human resources management
dalam rangka mendukug strategi pengelolaan SDM. Kebijakan policy in order to support human resource management
tersebut mengatur berbagai aspek terkait manajemen SDM strategies. The policy regulates various aspects related to HR
diantaranya mengenai strategi pengelolaan SDM, evaluasi management such as HR strategy, job evaluation, employment
jabatan, perencanaan tenaga kerja, rekrutmen dan seleksi, planning, recruitment and selection, employee development
pengembangan dan pelatihan karyawan, kompensasi, and training, compensation, talent management, employee
pengelolaan talent, sistem manajemen kinerja karyawan serta performance management system and employee termination
aturan mengenai pemberhentian karyawan. rules.
Pengelolaan SDM di Angkasa Pura II dilakukan dengan mengacu The management of human resources in Angkasa Pura II is
pada beberapa kebijakan, antara lain: conducted by referring to several policies, among others:
• PD.03.02/04/2016/0015 sebagaimana diubah terakhir • PD.03.02 / 04/2016/0015 as amended last PD.03.02 /
PD.03.02/11/2017/0070 tentang Peraturan Rekrutmen 11/2017/0070 on External Recruitment Policies in the
Eksternal di Lingkungan PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero) Environment.
• PD.03.05/04/2015/0038 sebagaimana diubah terkahir • PD.03.05 / 04/2015/0038 as amended last PD.03.05
PD.03.05/02/2017/0011 tentang Pola Karir dan Mutasi / 02/2017/0011 on Career Patterns and Employee
Karyawan Mutations
• PD.03.08/08/2017/0050 tentang Kompensasi Karyawan • PD.03.08 / 08/2017/0050 regarding Employee
Compensation
• KEP.03.04/05/2013 sebagaimana diubah terakhir • KEP.03.04 / 05/2013 as amended last PD.03.04 /
PD.03.04/07/2016/0041 tentang Talent Management 07/2016/0041 about Talent Management System of
System PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero)
• PD.03.04/07/2016/0040 tentang Performance • PD.03.04 / 07/2016/0040 on Performance
Management System (PMS) di Lingkungan PT Angkasa Management System (PMS) in PT Angkasa Pura II
Pura II (Persero). (Persero) Environment.

SUMBER DAYA MANUSIA

HUMAN RESOURCES
KOMPOSISI SDM HUMAN RESOURCE COMPOSITION

Hingga 31 Desember 2017, jumlah SDM berjumlah 5.088 Until December 31, 2017, the number of employees are 5,088
orang. Berikut Komposisi SDM Angkasa Pura II dalam 3 (tiga) people. The following composition of the HR Angkasa Pura II in
tahun terakhir: three (3) years:
STATUS KARYAWAN USIA (TAHUN)

2017 2016 2015 2017 2016 2015
/ EMPLOYMENT STATUS /AGE (YEARS)
Tetap <=40 4044 4094 4091
5133 5327 5546
Permanent Employee
Tidak Tetap >=41 1089 598 802
4850 3989 2776
Temporary Employees Total 5133 5327 5546
Total 9983 9316 8322
Komposisi SDM Berdasarkan Usia
Human Resources Composition by Age
Komposisi SDM Berdasarkan
Status Kepegawaian
Human Resource Composition by Employment
Status
Pria Wanita Total

Male Female
2017 5133
4159 974
2016 5327
4324 1003
2015 5546
4483 1063
Komposisi SDM Berdasarkan Jenis Kelamin

Human Resource Composition by Gender

SUMBER DAYA MANUSIA

HUMAN RESOURCES
TINGKAT PENDIDIKAN JABATAN

2017 2016 2015 2017 2016 2015
/ EDUCATION LEVEL / POSITION
Pasca Sarjana Manajerial / Managerial 717 851 627
134 45 45
Postgraduate
Sarjana Non-Manajerial / Non-Managerial 4416 4476 4919
1844 937 729
Undergraduate Total 5133 5327 5546
Diploma
977 1526 1738
Diploma Komposisi SDM Menurut Jabatan
<SMA Human Resource Composition by Position Group
2178 2819 3034
<High School
Total 5133 5327 5546
Komposisi SDM Berdasarkan Pendidikan

Human Resource Composition by Education
JABATAN MASA KERJA

2017 2016 2015 2017 2016 2015
/ POSITION / AGE
Kelas 21 < 5 tahun
6 5 3 2816 3206 2894
Class 21 < 5 Year
Kelas 20 5-10 tahun
6 5 6 847 605 535
Class 20 5-10 Year
Kelas 19 11-15 tahun
40 37 40 502 390 382
Class 19 11-15 Year
26 25 21 100 123 164
Class 18 16-20 Year
11 9 14 436 617 836
Class 17 21-25 Year
197 207 196 194 121 503
Class 16 26-30 Year
Kelas 15 > 30 tahun
37 26 37 238 265 232
Class 15 > 30 Year
Kelas 14 Total 5133 5327 5546
453 481 342
Class 14
Kelas 13
58 57 3
Class 13 Komposisi SDM Berdasarkan Masa Kerja
Kelas 12
336 270 241 Human Resources Composition by years of service
Class 12
Kelas 11
845 715 778
Class 11
Kelas 10
1053 1134 1325
Class 10
Kelas 09
798 885 859
Class 09
Kelas 08
1089 816 1021
Class 08
Kelas 07
169 648 646
Class 07
Kelas 06
9 7 14
Class 06
Total 5133 5327 5546
Komposisi SDM Menurut Work Level

Human Resources Composition by Work Level

SUMBER DAYA MANUSIA

HUMAN RESOURCES
ROADMAP PENGEMBANGAN SDM HUMAN RESOURCE DEVELOPMENT ROADMAP

Untuk mengoptimalkan potensi SDM yang ada di Angkasa Pura To optimize the human resources potential in Angkasa Pura II,
II, Angkasa Pura II telah menyusun Roadmap Pengembangan Angkasa Pura II has prepared an integrated Human Resource
SDM yang dilakukan secara terpadu dengan merujuk pada Development Roadmap with reference to long-term and annual
perencanaan korporasi jangka panjang maupun tahunan. corporate planning. The preparation of this HR Roadmap is also
Penyusunan Roadmap SDM ini juga didasarkan atas hasil analisis based on the results of an accurate and measurable supply and
terhadap penawaran dan permintaan yang akurat serta terukur, demand analysis, ie by using reference data.
yaitu dengan menggunakan referensi data acuan.
PERENCANAAN SDM DAN SISTEM REKRUTMEN HUMAN RESOURCE PLANNING AND RECRUITMENT
SYSTEM
Angkasa Pura II telah memiliki dan menyusun Man Power Angkasa Pura II has owned and arranged Man Power Planning
Planning sebagai dasar pertimbangan kebutuhan tenaga kerja as the basis for consideration of manpower requirements by
dengan mempertimbangkan rencana jangka pendek dan jangka considering short-term and long-term plans of Angkasa Pura
panjang Angkasa Pura II. Selain itu, dengan mempertimbangkan II. In addition, by taking into account the development of the
perkembangan usaha, Angkasa Pura II menerapkan strategi business, Angkasa Pura II implements appropriate, accurate and
pemenuhan SDM yang tepat, akurat dan cepat, dengan tetap rapid human resource fulfillment strategies, while maintaining
memperhatikan kualitas ataupun kompetensi dasar para the quality or basic competence of the candidates.
kandidat.
Mekanisme rekruitmen dilaksanakan Angkasa Pura II secara The recruitment mechanism carried out by Angkasa Pura II is
selektif dilakukan oleh lembaga profesional atau Angkasa Pura selectively carried out by professional institutions or Angkasa
II dengan tahapan seleksi melalui test administrasi, wawancara, Pura II with selection stages through administrative tests,
psikotest/assessment serta test kesehatan yang selanjutnya interviews, psychotest / assessment as well as health tests which
disetujui oleh pejabat berwenang memutus sesuai ketentuan. are subsequently approved by the competent authority to decide
upon the provisions.
Strategi rekrutmen yang diterapkan Angkasa Pura II antara The recruitment strategy applied by Angkasa Pura II is among
lain pembagian pola rekrutmen menjadi Specific Recruitment, others the division of recruitment pattern into Specific
Regular Recruitment dan Fast Track Recruitment. Recruitment, Regular Recruitment and Fast Track Recruitment.
1. Regular Recruitment 1. Regular Recruitment

M
erupakan proses rekrutmen untuk memenuhi kebutuhan Is a recruitment process to meet the needs of human
SDM yang menjalankan day to day operation business resources who run the company’s day to day business
perusahaan. operation.

2. Specific Recruitment 2. Specific Recruitment
Merupakan proses rekrutmen untuk mengisi posisi yang
It is a recruitment process to fill a position that requires
membutuhkan keahlian secara spesifik yang disesuaikan specific expertise tailored to the company’s strategic plan.
dengan rencana strategis perusahaan.

3. Fast Track Recruitment 3. Fast Track Recruitment
M erupakan proses rekrutmen untuk mengisi posisi yang It is a recruitment process to fill the position that the
kompetensinya dibutuhkan perusahaan untuk jangka company needs for a medium-term competence, based on
waktu menengah, dengan berdasarkan trend bisnis the business trend that the company needs. One of them
yang perusahaan butuhkan. Salah satunya dengan cara by way of approaching universities or high schools that
melakukan pendekatan terhadap universitas atau sekolah have the best accreditation in Indonesia.
tinggi yang memiliki akreditasi terbaik di Indonesia.

SUMBER DAYA MANUSIA

HUMAN RESOURCES
Selain itu, guna mengoptimalisasi penggunaan anggaran, In addition, in order to optimize the use of the budget, the
pelaksanaan rekrutmen & seleksi juga dilakukan. Pada tahun implementation of recruitment & selection is also done. In
2017, Angkasa Pura II merekrut 436 karyawan baru yang terdiri 2017, Angkasa Pura II recruited 436 new employees consisting
dari fungsi Operasi, Teknik, dan Administrasi. Sebagai bentuk of Operation, Engineering, and Administration functions. As a
komitmen implementasi GCG, seluruh karyawan baru Angkasa commitment to the implementation of GCG, all new employees
Pura II diikutsertakan dalam Program Induction GCG. of Angkasa Pura II are included in the GCG Induction Program.
PENGEMBANGAN SDM HR DEVELOPMENT

Peningkatan sumber daya manusia Angkasa Pura II melalui The human resources improvement of Angkasa Pura II through
pendidikan dan pelatihan yang diadakan tahun 2017 untuk education and training held in 2017 to increase the growth and
meningkatkan pertumbuhan dan perkembangan bisnis yang business development is increasing every year. Human resource
semakin meningkat setiap tahunnya. Pengembangan sumber development is done thoroughly in both the selection process,
daya manusia dilakukan secara menyeluruh baik proses seleksi, performance appraisal, and training and education.
penilaian kinerja, serta pelatihan dan pendidikan.
Untuk mencapai peningkatan kinerja yang telah ditargetkan, To achieve the targeted performance improvement, Angkasa
Angkasa Pura II mempunyai komitmen untuk terus Pura II is committed to continuously develop the potential of its
mengembangkan potensi karyawan secara konsisten dan employees through the learning process, including organizing
berkesinambungan melalui proses pembelajaran, antara various education, training and workshops both internally and
lain menyelenggarakan berbagai pendidikan, pelatihan dan externally in cooperation with educational institutions. Education
workshop baik secara internal maupun secara eksternal and training is expected to increase employee knowledge
bekerjasama dengan lembaga pendidikan. Pendidikan dan and skills in improving work productivity, risk management,
pelatihan ini diharapkan dapat meningkatkan pengetahuan dan corporate culture and professionalism.
keterampilan karyawan dalam meningkatkan produktivitas kerja,
pengelolaan risiko, budaya perusahaan serta profesionalitas.
Komitmen Pemberian Kesempatan yang Sama kepada A Commitment to Equal Opportunity to All Employees
Seluruh Karyawan
Angkasa Pura II memberikan kesempatan yang sama bagi seluruh Angkasa Pura II provides equal opportunities for all employees to
karyawan untuk mengikuti program pendidikan dan pelatihan. attend education and training programs. The training program
Program pelatihan tersebut disusun didasarkan kebutuhan is based on individual development needs to support their
pengembangan individu untuk menunjang keberhasilan performance and career success, and aligned with the needs
kinerja dan karir mereka, serta diselaraskan dengan kebutuhan of the Company and refers to the business strategy adopted by
Perseroan dan mengacu pada strategi bisnis yang diterapkan Angkasa Pura II.
Angkasa Pura II.
Angkasa Pura II juga menyelenggarakan program pelatihan Angkasa Pura II also organizes training programs for future
bagi calon pemimpin masa depan disiapkan melalui program leaders candidates prepared through management development
pengembangan manajemen. programs.w

SUMBER DAYA MANUSIA

HUMAN RESOURCES
2017
2013
5.998 Pie Chart Pendidikan dan Pelatihan Karyawan
4.807 Employee Education and Training Table
Setiap tahun, keikutsertaan karyawan Angkasa Pura II dalam
Program Pelatihan terus meningkat. Berikut adalah data
Pie Chart jumlah karyawan Angkasa Pura II yang mengikuti Pelatihan
Pendidikan dan
Pelatihan Karyawan sejak tahun 2013.
2014 Employee Education
Every year, Angkasa Pura II employee participation in
4.735 and Training Table
Training Program continues to increase. Below is the total
number of employees of Angkasa Pura II who participated
2016 in Training since 2013.
5.881
2015
4.056
Tabel Jumlah Inhouse dan Public Training Table of Inhouse and Public Training Number
Dari sisi jumlah training, selama tahun 2017 telah In terms of number of training, during the year 2017 AP II
diselenggarakan pelatihan dalam bentuk Inhouse Training dan has held training in the form of Inhouse Training and Public
Public Training sebagai berikut: Training as follows:
JUMLAH TRAINING JUMLAH PESERTA (ORANG)

JENIS TRAINING
/NUMBER OF TRAINING / NUMBER OF PARTICIPANTS (PEOPLE)
Inhouse Training 196 4818
Public Training 101 289
Tabel Judul Inhouse dan Public Training Inhouse and Public Training Tables
NO. JENIS DIKLAT | TYPE OF TRAINING PROGRAM | PROGRAM

Manajerial AELP Batch I
1
Managerial AELP Batch I
AELP Batch I (Tahap 2) & Nation Building Leadership Program
AELP Batch I (Tahap 2) & Nation Building Leadership Program
AELP Batch II (Tahap 1) & Nation Building Leadership Program
AELP Batch II (Tahap 1) & Nation Building Leadership Program
Presentasi AELP Batch I
Presentasi AELP Batch I
AOLP 2017 Batch I
AOLP 2017 Batch I
AOLP 2017 Batch II
AOLP 2017 Batch II
AOLP 2017 Batch III
AOLP 2017 Batch III

SUMBER DAYA MANUSIA

HUMAN RESOURCES

AOLP 2017 Batch IV
AOLP 2017 Batch IV
AOLP 2017 Batch V
AOLP 2017 Batch V
Nation Building Program AOLP Batch I
Nation Building Program AOLP Batch I
Nation Building Program AOLP Batch II
Nation Building Program AOLP Batch II
Nation Building Program AMLP
Nation Building Program AMLP
Formal Pendidikan Progran S2 MBA In House Program - SBM ITB

2
Formal MBA Masters In House Program Education - SBM ITB
Substantif Dalam Negeri Workshop Corporate Culture

3
Substantif In Domestic Workshop Corporate Culture
Diklat Leading From ASEAN Awareness To Action Tahun 2017
Training of Leading From ASEAN Awareness To Action Tahun 2017
Diklat Manajemen Umum Dana Pensiun
Training of General Management of Pension Fund
Diklat Contact Center Social Media
Contact Center Social Media Training
Leader As A Coach
Leader As A Coach
Salary Structure Development
Salary Structure Development
Auditor SMK3
Auditor SMK3
Global Mind Leaders
Global Mind Leaders
Big Data Enterprise Data Warehouse Trend
Big Data Enterprise Data Warehouse Trend
Invitation to Coffee Talk
Invitation to Coffee Talk
Certified Contact Center Supervisor
Certified Contact Center Supervisor
Human Capital Management System (HCMS)
Reformulating Strategy In The Era
South East Asia Toilet Conference 2017
South East Asia Toilet Conference 2017
Workshop Kolaborasi Tunas Integritas I
Workshop Kolaborasi Tunas Integritas I
Ahli K3 Umum
General K3 expert
Penyusunan Cash Flow Neraca & Anggaran
Preparation of Cash Flow Balance Sheet & Budget
Reformulating Strategy In The Era of Disruption
Penyusunan Cash Flow Neraca & Anggaran
Preparation of Cash Flow Balance Sheet & Budget
Digital Mastery Conference 2017
Digital Mastery Conference 2017
Seminar Undang-Undang Disabilitas
Disability Law Seminar
Leadership Series Perempuan Pemimpin
Leadership Series of Women Leaders
Pengukuhan Gelar Prof Internal Auditor
Inauguration of Prof Internal Auditor Degree

SUMBER DAYA MANUSIA

HUMAN RESOURCES

CIA Review Course
CIA Review Course
Training on Community Development
Training on Community Development
HR Meet and Talk
HR Meet and Talk
Managing Disruption
Managing Disruption
Desktop Assessment Pemeringkatan KAMI
KAMI Rating Desktop Assessment
Pelatihan PKBL di BUMN
PKBL Training in BUMN
Menciptakan Nilai Melalui Merger & Akuis
Creating Value Through Mergers & Acquisitions
Airport Rescue & Fire Fighting
Airport Rescue & Fire Fighting
Pelatihan Dewan Komisaris/Dewan Pengawas Direksi & Manager SDM BUMN
Training of Board of Commissioners / Board of Trustees of Board of Directors & Manager
of BUMN Human Resources
Diklat Pendayagunaan Aktiva Tetap & Strategi Penyelamatan Aset BUMN dan Anak Perusahaan
Training on Utilization of Fixed Assets & Asset Rescue Strategies of SOEs and Subsidiaries
Asean Corporate Governance Scorecard
Asean Corporate Governance Scorecard
Digital Mindset Transformation in Disruptive Era
Digital Mindset Transformation in Disruptive Era
Digital mindset Transformation in Disruptive ERA
Digital mindset Transformation in Disruptive ERA
Workshop Digital Forensic
Workshop Digital Forensic
Training Project Risk Management
Training Project Risk Management
Reformulating Strategy in The Era of Disruption
Reformulating Strategy in The Era of Disruption
Pelatihan Chartered Financial Analyst (CFA)
Training of Chartered Financial Analyst (CFA)
Workshop Dispute Board International Conference & Workshop
Workshop Dispute Board International Conference & Workshop
Pembahasan Penyusunan Kursil Avsec
Discussion on Avsec Course Preparation
Pelatihan The 2nd Asia Pasific HR Forum
Training of The 2nd Asia Pacific HR Forum
Workshop on Advanced Technology
Workshop on Advanced Technology
Diklat MC & Protokoler
Training of MC & Protokoler
Metode Penyusunan HPS/OE
HPS / OE Arrangement Method
The Fundamental of Route Development
The Fundamental of Route Development
Training risk management
Training of risk management
Training Business Simulation For Business Acumen&Strategic Leadership Skill Desicion Base
Training of Business Simulation For Business Acumen&Strategic Leadership Skill Desicion Base
Diklat Key Account Management
Training of Key Account Management
Reformulating Strategy in the era of Disruption
Reformulating Strategy in the era of Disruption
Pelatihan Public Safety Inspector Bersertifikasi BNSP
BNSP Certified Public Safety Inspector Training
Seamless Indonesia Conference
Seamless Indonesia Conference
Pelatihan professional secretary
Professional secretary training
Finance for non finance manager
Finance for non finance manager
Diklat Fundamentals of IT Auditing
Training of Fundamentals of IT Auditing

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Training Risk Based Budgeting
Training of Risk Based Budgeting
Workshop Legal Opinion & Legal Audit
Workshop Legal Opinion & Legal Audit
Pelatihan Jurnalistik Kehumasan
Public Relations Journalism Training
Pelatihan Bimtek Pendanaan dan Pengadaan tanah
Training of Bimtek Funding and Land Procurement
Workshop "Sinergi BUMN/Anak Perusahaan dan Governance dalam Pengadaan Barang dan Jasa"
Workshop “Synergy of SOE / Subsidiaries and Governance in Procurement of Goods and Services”
Human capital summit 2017
Human capital summit 2017
Training Every Business Need
Training Every Business Need
Diklat AODN Summit 2017
Training of AODN Summit 2017
Workshop Nasional Manajemen Pengamanan dan Penyelamatan Arsip Vital dari Ancaman Kerusakan dan
bencana
National Workshop on Security and Rescue Management of Vital Archives of Malicious and Disaster Threats
Workshop "Penanganan dan Strategi Arbitrase Internasional"
“International Arbitration Handling and Strategy” Workshop
Pelatihan finance non finance manager
Training of finance non finance manager
Sharing Vision Ecommerce & Fintech update 2017 & trends 2018 oleh Sharing Vision
Sharing Vision Ecommerce & Fintech update 2017 & trends 2018 by Sharing Vision
Seminar HR Expo
HR Expo Seminar
Training Airport Quality Assurance
Airport Quality Assurance Training
Mother's Day Celebrations
Mother’s Day Celebrations
Substantif Luar Negeri Diklat Smart Airport South East Asia 2017
4
Substantif Overseas Training of Smart Airport South East Asia 2017
Asean Fixed Income Conference
Asean Fixed Income Conference
Singapore Route Development Training
Singapore Route Development Training
Passenger Terminal Expo 2017
Passenger Terminal Expo 2017
Airport Financial Management
Airport Financial Management
Managing Service Quality at Airports
Managing Service Quality at Airports
Training Teknis Asuransi Airport Liability
Training Teknis Asuransi Airport Liability
Airport Route Developmennt & Comm Managing
Airport Route Developmennt & Comm Managing
Airport Security Operations Optimization Certification Course
Airport Security Operations Optimization Certification Course
Making Corporate Boards More Efffective (Diklat Direksi)
Making Corporate Boards More Efffective (Diklat Direksi)
Customer Experience Management for Airports Summit 2017
Customer Experience Management for Airports Summit 2017
Smart Airport & Regions
Smart Airport & Regions
IATA Effective Communication Skills 2017
IATA Effective Communication Skills 2017
APOSHO 32th
APOSHO 32th
Change Management Course
Change Management Course
Diklat Integration of GRC
Training of Integration of GRC
SMART Airport Conference
SMART Airport Conference
ACI Airport Revenue Generation
ACI Airport Revenue Generation

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Diklat Airport Master Planning
Airport Master Planning Training
ACI HR Management Course
ACI HR Management Course
Airport Business Dev. & Planning
Airport Business Dev. & Planning
Conference GAD World Business Class
Conference GAD World Business Class
Pelatihan 141th Slot Conference IATA
141th Slot Conference IATA Training
2nd Annual Facilities Management
2nd Annual Facilities Management
Human capital management for airport summit
Human capital management for airport summit
ACI World Airport Exchange Summit 2017
ACI World Airport Exchange Summit 2017
Teknis Mandatory Diklat Senior PKP-PK Batch III

5
Technical Mandatory Training of Senior PKP-PK Batch III
Diklat TCC ACS
Training of TCC ACS
Diklat TCC GNS
Training of TCC GNS
Basic PKP-PK
Basic PKP-PK
Basic PKP-PK Personil TNI KC BDO
Basic PKP-PK Personil TNI KC BDO
Basic Avsec
Basic Avsec
Basic Avsec
Basic Avsec
Basic PKP-PK
Basic PKP-PK
Diklat AMC
Training of AMC
Diklat FSU
Training of FSU
Basic Avsec
Basic Avsec
TCC PBC
TCC PBC
TCC P3B
TCC P3B
Junior PKP-PK III
Junior PKP-PK III
Junior PKP-PK Angkatan IV
Junior PKP-PK Batch IV
TCC ADGS
TCC ADGS
TCC A2B
TCC A2B
TCC BAF
TCC BAF
Diklat Kompetensi Teknisi Listrik Tegangan Tinggi Tahun 2017
Training of High Voltage Electrical Technician Competency in 2017
PNBP Lisensi dan Penyewaan Alat Praktek Diklat Senior PKP-PK
PNBP License and Lease of Training Tools of Senior PKP-PK Training
Biaya Pengambilan SKP Perpanjangan Rating P3UK an Haning
Expense of Taking SKP Extension Rating P3UK an Haning
Diklat Junior PKP-PK Angkatan V
Training of Junior PKP-PK Batch
General Instructore Course
General Instructore Course
TCC TRD Tahun 2017
TCC TRD in 2017
TCC PSS Tahun 2017
TCC PSS in 2017

SUMBER DAYA MANUSIA

HUMAN RESOURCES

TCC IFS (DITUNDA)
TCC IFS (Delayed)
Senior AVSEC Angkatan I Tahun 2017
Senior AVSEC Batch I in 2017
Junior AVSEC Angkatan I Tahun 2017
Junior AVSEC Batch I in 2017
Senior AVSEC Angkatan II Tahun 2017
Senior AVSEC Batch II in 2017
Senior AVSEC Angkatan III Tahun 2017
Senior AVSEC Batch III in 2017
Senior AVSEC Angkatan IV
Senior AVSEC Batch IV
Senior AVSEC Angkatan V
Senior AVSEC Batch V
Senior AVSEC Angkatan VI
Senior AVSEC Batch VI
Senior AVSEC Angkatan VII
Senior AVSEC Batch VII
Senior AVSEC Angkatan VIII
Senior AVSEC Batch VIII
Senior AVSEC Angkatan IX
Senior AVSEC Batch IX
TCC WPS
TCC WPS
Diklat Senior PKP-PK Angkatan IV
Senior Training of PKP-PK Batch IV
Fire Building
Fire Building
Diklat Salvage Angkatan II
Training of Salvage Batch II
Pelatihan sertifikasi ahli pengadaan barang dan/ jasa tahun 2017
Certification training procurement experts in 2017
Diklat Internal Audit
Internal Audit Training
Recurent STKP Junior Avsec Angkatan I

6 Recurrent
Recurent STKP Junior Avsec Batch I
Recurent STKP Junior Avsec Angkatan II
Recurent STKP Junior Avsec Batch II
Recurent STKP Junior Avsec Angkatan III
Recurent STKP Junior Avsec Batch III
Recurent STKP Junior Avsec Angkatan IV
Recurent STKP Junior Avsec Batch IV
Recurent STKP Junior Avsec Angkatan V
Recurent STKP Junior Avsec Batch V
Recurent STKP Junior Avsec Angkatan VI
Recurent STKP Junior Avsec Batch VI
Recurent STKP Junior Avsec Angkatan VII
Recurent STKP Junior Avsec Batch VII
Recurent STKP Junior Avsec Angkatan VIII
Recurent STKP Junior Avsec Batch VIII
Recurent STKP Junior Avsec Angkatan IX
Recurent STKP Junior Avsec Batch IX
Recurent STKP Junior Avsec Angkatan X
Recurent STKP Junior Avsec Batch X
Recurent STKP Junior Avsec Angkatan XI
Recurent STKP Junior Avsec Batch XI
Recurent STKP Junior Avsec Angkatan XII
Recurent STKP Junior Avsec Batch XII
Recurent STKP Junior Avsec Angkatan XIII
Recurent STKP Junior Avsec Batch XIII
Recurent STKP Junior Avsec Angkatan XIV
Recurent STKP Junior Avsec Batch XIV
Recurent STKP Junior Avsec Angkatan XV
Recurent STKP Junior Avsec Batch XV
Recurent STKP Junior Avsec Angkatan XVI
Recurent STKP Junior Avsec Batch XVI

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Recurrent STKP Senior Avsec Angkatan I
Recurrent STKP Senior Avsec Batch I
Recurrent STKP Senior Avsec Angkatan II
Recurrent STKP Senior Avsec Batch II
Recurrent STKP Senior Avsec Angkatan III
Recurrent STKP Senior Avsec Batch III
Recurrent STKP Senior Avsec Angkatan IV
Recurrent STKP Senior Avsec Batch IV
Recurrent STKP Senior Avsec Angkatan V
Recurrent STKP Senior Avsec Batch V
Recurrent STKP Senior Avsec Angkatan VI
Recurrent STKP Senior Avsec Batch VI
Recurrent STKP Junior Avsec Angkatan I
Recurrent STKP Junior Avsec Batch I
Recurrent STKP Junior Avsec Angkatan II
Recurrent STKP Junior Avsec Batch II
Recurrent STKP Junior Avsec Angkatan III
Recurrent STKP Junior Avsec Batch III
Recurrent STKP Junior Avsec Angkatan IV
Recurrent STKP Junior Avsec Batch IV
Recurrent STKP Junior Avsec Angkatan V
Recurrent STKP Junior Avsec Batch V
Recurrent STKP Junior Avsec Angkatan VI
Recurrent STKP Junior Avsec Batch VI
Recurrent STKP Junior Avsec Angkatan VII
Recurrent STKP Junior Avsec Batch VII
Recurrent STKP Junior Avsec Angkatan VIII
Recurrent STKP Junior Avsec Batch VIII
Recurrent STKP Junior Avsec Angkatan IX
Recurrent STKP Junior Avsec Batch IX
Recurrent STKP Senior Avsec Angkatan I
ecurrent STKP Senior Avsec Batch I
Recurrent STKP Senior Avsec Angkatan II
ecurrent STKP Senior Avsec Batch II
Refreshing Course & Recurrent Dangerous Goods Gel I
Refreshing Course & Recurrent Dangerous Goods Gel I
Refreshing Course & Recurrent Dangerous Goods Gel II
Refreshing Course & Recurrent Dangerous Goods Gel II
Diklat Service Excellence & Communication Skill

7 Teknis Non Mandatory
Training of Service Excellence & Communication Skill
End User SAP Modul REM
End User SAP Modul REM
Diklat Manajemen Pengawasan Proyek (Tanah & Aspal)
Training on Project Supervision Management (Land & Asphalt)
Diklat Radiotelephony
Radiotelephony Training
Diklat Dasar-Dasar Audit
Basic Audit Training
Diklat Audit Operasional
Operational Audit Training
Diklat Basic Cargo
Basic Cargo Training
Diklat Strategic Modul Human Capital Management
Training Strategic Module Human Capital Management
Diklat Safety Awareness
Training on Safety Awareness
Ahli K3 Kebakaran
Fire K3 Expert
Ahli K3 Konstruksi
Occupational K3 Construction
Basic Cargo
Basic Cargo
Audit Intern Tingkat Lanjutan I
Internal Audit Advanced Level I
Diklat Tata Cara Pengelolaan PKBL
Training of PKBL Management Procedures

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Bimbingan Teknis Jabatan Fungsional
Functional Technical Guidance
Safety Awareness
Safety Awareness
Diklat Interpretasi KPKU Batch 1
KPKU Interpretation Training Batch 1
Assesor KPKU
KPKU Assessor
Diklat Interpretasi KPKU Batch 2
KPKU Interpretation Training Batch 2
Project Closing Implementasi ERP
Project Closing ERP Implementation
Strategic Management Batch 1 (tahap 1)
Strategic Management Batch 1 (stage 1)
Strategic Management Batch 1 (tahap 2)
Strategic Management Batch 1 (stage 2)
Safety Awareness
Safety Awareness
Workshop Keselamatan Radiasi Pengion
Ionizing Radiation Safety Workshop
Apron Control Familiarization
Apron Control Familiarization
Rakernis IT
Rakernis IT
Nation Building Program Fungsi Opstek Angkatan I
Nation Building Program Function Opstek Batch I
Nation Building Program Fungsi Opstek Angkatan II
Nation Building Program Function Opstek Batch II
Strategic Management Batch 2 (Tahap 2)
Strategic Management Batch 2 (Stage 2)
Basic Cargo
Basic Cargo
Safety Awareness
Safety Awareness
Training Contact Center Analysis Batch I
Training Contact Center Analysis batch II
Contact Center World Tahap I
Contact Center World Stage I
Contact Center World Tahap II
Contact Center World Stage II
The Best Contact Center Materi Communication Skill
The Best Contact Center Communication Skill Material
The Best Contact Center Materi Contact Centre Analysis II
The Best Contact Center Contact Centre Analysis II Material
The Best Contact Center Materi Contact Centre Analysis II
The Best Contact Center Contact Centre Analysis II Material
Contact Center World Tahap III
Contact Center World Stage III
The Best Contact Centre Tahap III
The Best Contact Center Stage III
Finance For Non Finance Batch 1
Finance For Non Finance batch 2
Audit Intern Tingkat Lanjutan 1
Advanced Internal Audit 1
Account Management
Account Management
Sertfikasi Pengadaan Barang & Jasa
Certificate of Procurement of Goods & Services
Workshop Pengadan Barang & Jasa
Workshop of Procurement of Goods & Services
Pelatihan CMC
CMC Training
Pelatihan Dasar Kepariwisataan
Basic Training of Tourism

SUMBER DAYA MANUSIA

HUMAN RESOURCES

SAP Modul Fico dan MM
SAP Module Fico and MM
Manajemen Mutu ISO 9001:2015
Quality Management ISO 9001: 2015
Pelatihan Job Evaluation
Job Evaluation Training
Teknik Wawancara Berbasis Kompetensi
Competency-Based Interviewing Technique
Pelatihan Instruktur Sertifikasi BNSP
Training of BNSP Certification Instructors
Service Mindset Batch 1
Assesor Preparation Course
Assesor Preparation Course
Pelatihan Business Communication Skill
Training of Business Communication Skill
Workshop Safety Inspector
Workshop of Safety Inspector
Workshop Inspektur Keamanan Penerbangan Internal
Workshop of Internal Aviation Safety Inspector
Training SAP Modul MM Unit Aeronautical Business
Training SAP Module MM Unit Aeronautical Business
Pelatihan Garbarata
Training of Garbarata
Pelatihan Teknik Presentasi
Training of Presentation Techniques
Aerodrome Auditing & Compliance Training
Aerodrome Auditing & Compliance Training
CASO Training
CASO Training
OAG Analyser Modules Training
OAG Analyser Modules Training
Pelatihan Basic Arcport & Sertifikasi Arcport
Arcport Basic Training & Arcport Certification
Pelatihan Kompetensi Keselamatan dan kesehatan Kerja (K3)
Training on Occupational Safety and Health Competency (K3)
One Day Workshop (Teknik Wawancara Berbasis Kompetensi)
One Day Workshop (Competency-Based Interview Technique)
Diklat PMO
PMO Training
Teknik Wawancara Berbasis Kompetensi
Competency-Based Interviewing Technique
Pelatihan & Sertifikasi Instruktur BNSP 2017 (3 batch)
Training & Certification BNSP Instructor 2017 (3 batch)
Pelatihan Sistem Manajemen Mutu ISO 9001
ISO 9001 Quality Management System Training
Pelatihan PMS ABS
PMS ABS Training
Pelatihan Service Quality Inspector Batch I
Training Service Quality Inspector Batch I
Pelatihan Service Attitude & Etiquette for AVSEC Trainer Batch I
Training Service Attitude & Etiquette for AVSEC Trainer Batch I
Pelatihan Service Attitude & Etiquette for AVSEC Trainer Batch II
Training Service Attitude & Etiquette for AVSEC Trainer Batch II
Pelatihan 5 Star Batch I
5 Star Batch I Training
Pelatihan 5 Star Batch II
5 Star Batch II Training
Pelatihan 5 Star Batch III
5 Star Batch III Training

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Pelatihan 5 Star Batch IV
5 Star Batch IVTraining
Sosialisasi Jabatan
Socialization of Position
Pelatihan Probity Audit
Probity Audit Training
Penyusunan Standar Kompetensi Khusus(SKK)
Preparation of Special Competency Standards (SKK)
Pelatihan Sistem Travel Cost
Travel Cost System Training
Diklat Auditor di Puncak an Prio Ambardi & Dony W
Auditor Training at Peak an Prio Ambardi & Dony W
Diklat Manajemen Kebersihan
Management of Hygiene Training
Pelatihan coaching training program
Training of coaching training program
Pelatihan Petugas P3K
First Aid Training
Pelatihan Manajemen Proyek (Aspal & Tanah)
Project Management Training (Asphalt & Land)
Pelatihan Auditor Sistem Manajemen Keselamatan dan kes. Kerja (SMK3)
Auditor Training Safety Management System and s. Work (SMK3)
Pelatihan PPH21
PPH21 Training
Pelatihan Service Quality Inspector Batch II
Service Quality Inspector Batch II Training
Perpanjangan Sertifikasi BNSP IT
BNSP IT Certification Extension
Health Talk
Health Talk
Enterprise Risk Management
Enterprise Risk Management
Orientasi Diklat Mental dan Kedisplinan Calon Karyawan Tahun 2017

8
Orientation Mental Training and Diploma of Employee Prospective 2017
Orientasi Gelombang I
Orientation of Batch I
Orientasi Gelombang II
Orientation of Batch II
Orientasi Gelombang III
Orientation of Batch III
Orientasi Gelombang IV
Orientation of Batch IV
Orientasi Gelombang V
Orientation of Batch V
Orientasi Rekrut STPI
Recruitment Orientation of STPI
Diklat Mental dan Kedisplinan Calon Karyawan Tahun 2017 fungsi IT
Mentionship Training and Employee Prospective Discipline Year 2017 IT functions
Orientasi KMPG Fungsi IT
KMPG Orientation IT Function
Diklat Mental dan Kedisplinan Calon Karyawan Tahun 2017
Mental Training and Diploma of Employee Prospective 2017
Pembekalan Materi Profesionalisme KMPG fungsi IT Tahun 2017
Professional Materials KMPG Materialization Training IT Year 2017
Reorientasi Batch I
9 Reorientasi
Reorientation Batch I
Reorientasi Batch II
Reorientation Batch II
Reorientasi Batch III
Reorientation Batch III
Reorientasi Batch IV
Reorientation Batch IV


CAREER DEVELOPMENT SYSTEM
“ Pengembangan karir dilaksanakan dengan tujuan

meningkatkan motivasi kerja dan sebagai wujud
pengakuan terhadap peran karyawan serta kompetensi
yang dimiliki dalam menunjang tugas Perusahaan
Career development is carried out with the aim of increasing motivation and as a
form of recognition of the employee’s role and their competence in supporting the
task of the Company.
Pengembangan karir dilaksanakan dengan tujuan meningkatkan Career development is carried out with the aim of increasing
motivasi kerja dan sebagai wujud pengakuan terhadap peran motivation and as a form of recognition of the employee’s role
karyawan serta kompetensi yang dimiliki dalam menunjang and their competence in supporting the task of the Company. PT
tugas Perusahaan. PT Angkasa Pura II (Persero) menerapkan Angkasa Pura II (Persero) implements employee career pattern
pola karir karyawan didasari pada kesesuaian antara kualifikasi based on the suitability between employee qualifications with
karyawan dengan persyaratan jabatan. Pengisian formasi job requirements. Formation filling and career development
dan pengembangan karir dilaksanakan secara selektif dan are implemented selectively and openly without discrimination
terbuka tanpa diskriminasi (gender, ras, suku, agama), dengan (gender, race, ethnicity, religion), by prioritizing internal sources
memprioritaskan sumber dari dalam Perusahaan dengan within the Company with regard to employee performance,
memperhatikan prestasi kerja, kemampuan dan kompetensi competence and competence.
Karyawan.
Pengembangan karir dapat berupa: Career development can be:

• Promosi, merupakan alih tugas karyawan dari satu • Promotion, is the transfer of duties of employees from
jabatan ke jabatan lain yang lebih tinggi kelas jabatannya one position to another in a higher position of class of
baik dalam satu lingkungan unit kerja/cabang, maupun office either within one work unit / branch environment,
antar unit kerja/cabang atau afiliasi Perusahaan atau anak or between work units / branches or affiliates of the
Perusahaan. Company or its subsidiaries.
• Rotasi, merupakan alih tugas karyawan dari satu jabatan ke • Rotation, is the transfer of duties of employees from one
jabatan lain yang mempunyai tanggung jawab dan beban position to another positions that have responsibility and
tugas relatif sama/setara dan tidak berdampak pada the burden of the task is relatively the same / equal and
perubahan kerlas jabatan, baik dalam satu lingkungan does not affect the change of position, either in one work
unit kerja/cabang, maupun antar unit kerja/cabang atau unit / branch environment, or between work unit / branch
afiliasi Perusahaan atau anak Perusahaan. or affiliate Company or its subsidiaries.


CAREER DEVELOPMENT SYSTEM
Selain dari 2 (dua) pola tersebut, pengembangan karir karyawan In addition to the 2 (two) patterns, employee career development
di lingkungan PT Angkasa Pura II (Persero) dapat dilakukan within PT Angkasa Pura II (Persero) can be done with work
dengan mekanisme program orientasi kerja (magang). orientation program mechanism (internship). Based on the
Berdasarkan tujuan yang hendak dicapai maka program objectives to be achieved, so that the work orientation program
orientasi kerja (magang) dapat dilakukan antara lain: (internship) which can be done, among others:
• Pengayaan wawasan/program pengembangan; atau • E nrichment of development programs / programs; or
• Pengisian formasi • F ormation filling
Kewenangan penyelenggaraan program orientasi kerja The authority to organize the work orientation program
(magang) dimaksud dapat dibedakan sebagai berikut: (internship) can be distinguished as follows:
• Kewenangan Kantor Pusat • Central Office Authority
Dilakukan bila program magang dilakukan di area kerja Conducted if the apprenticeship program is conducted in
Kantor Pusat ataupun Kantor Divisi, pengisian formasi the work area of the Head Office or Division Office, filling
lintas fungsi kerja hingga lintas area kantor cabang; the formation across work functions to the cross-branch
area of the branch office;
• Kewenangan Kantor Cabang • Branch Office Authority
Kantor Cabang dapat menyelenggarakan program magang Branch Offices may organize internship programs
secara mandiri apabila masih di lingkungan internal fungsi independently if they are still in the internal environment
kerja dan dalam rangka pengayaan wawasan lintas fungsi of work functions and in the framework of enriching the
kerja di kantor cabangnya masing-masing. insight across work functions in their respective branch
offices.
Employee Exchange Employee Exchange

Dalam rangka sinergi Badan Usaha Milik Negara (BUMN), pada In the framework of synergy of State-Owned Enterprises
Agustus 2017 telah dilakukan employee exchange antara (BUMN), in August 2017 an employee exchange has been
penyelenggara pelayanan jasa bandar udara dengan maskapai conducted between airport service providers and PT Angkasa
penerbangan yaitu PT Angkasa Pura II (Persero) dengan PT Pura II (Persero) with PT Garuda Indonesia Tbk. The program is
Garuda Indonesia Tbk. Program tersebut dilakukan selama 6 conducted for 6 months starting from August 2017 - January
bulan terhitung sejak Agustus 2017 s.d Januari 2018. 2018.
Program tersebut merupakan salah satu bentuk kerja sama The program is one form of cooperation between SOEs to
antar BUMN guna memberikan transfer knowledge, business provide knowledge transfer, business information exchange up
information exchange hingga innovation action di masing- to innovation action in each SOE intended. This is done in the
masing BUMN dimaksud. Hal ini dilakukan dengan harapan hope that each company representative can learn the business
masing-masing perwakilan perusahaan dapat mempelajari process, provide inputs and suggestions / recommendations and
proses bisnis, memberikan masukan dan saran/rekomendasi build good relations so that the needs of both companies in
serta membangun hubungan baik sehingga kebutuhan kedua business operations can be identified and can be met in order to
perusahaan dalam operasional bisnis dapat teridentifikasi dan provide excellent service to service users.
dapat terpenuhi guna memberikan pelayanan prima kepada
pengguna jasa.
Pelaksanaan employee exchange program dilaksanakan The implementation of the employee exchange program shall be
dengan jangka waktu 6 (enam) bulan terhitung mulai tanggal implemented for a period of 6 (six) months commencing from
01 Agustus 2017 sampai dengan 31 Januari 2018. Employee August 1, 2017 to January 31, 2018. Employee exchange is
exchange dilakukan oleh 2 (dua) peserta dari masing-masing made by 2 (two) participants from each Company with qualified
Perusahaan dengan kualifikasi pegawai level Analyst/Specialist Analyst / Specialist level employees and has minimum education
dan memiliki latar belakang pendidikan minimal Strata 1 (S1). of Strata 1 (S1) background.


Perseroan menilai bahwa penilaian kinerja merupakan The Company considers that performance appraisal is a shared
tanggung jawab bersama untuk mendukung kesuksesan kinerja responsibility to support the success of the Company’s business
bisnis Perseroan dan keberhasilan setiap individu karyawan. performance and the success of each individual employee. In
Dalam rangka mendukung penilaian kinerja tersebut, korporat order to support such performance appraisals, corporates are
berusaha membangun infrastruktur penilaian kinerja yang working to build an objective and digital data-based performance
objektif dan berbasis data digital yang dikenal sebagai Sistem assessment infrastructure known as the Performance Appraisal
Manajemen Penilaian Kinerja. Management System.
Sistem Manajemen Penilaian Kinerja merupakan alat evaluasi The Performance Appraisal Management System is an evaluation
pencapaian target dan tujuan yang harus dicapai oleh seluruh tool for achieving the targets and objectives that must be
Karyawan maupun satuan kerja yang disusun berdasarkan visi, achieved by all employees and work units based on the vision,
misi dan tujuan jangka panjang perusahaan serta KPI PT Angkasa mission and long-term objectives of the company and KPI of
Pura II (Persero). Penilaian Kinerja masing-masing individu PT Angkasa Pura II (Persero). Assessment Performance of each
Karyawan yang dilaksanakan secara objektif, berjenjang, individual Employees are implemented objectively, gradually,
periodik, dan transparan. periodically, and transparently.
Sistem Manajemen Penilaian Kinerja tersebut dituangkan dalam The Performance Appraisal Management System is embedded in
aplikasi SAP yang disebut sebagai Performance Management a SAP application called the Performance Management System
System (PMS). PMS adalah sarana untuk menyelaraskan langkah (PMS). PMS is a means to harmonize the Company’s policy
kebijakan dan sasaran Perusahaan dengan sasaran individu and objectives with individual goals so that mutual agreement
sehingga terjadi kesepakatan bersama antara karyawan yang between the assessed employee and the appraisal officer of the
dinilai dengan atasan langsung/pejabat penilai mengenai KPI Individual KPI to be achieved and the competencies that must be
Individu yang harus dicapai dan kompetensi yang harus dimiliki held in a measurable and clear assessment.
dalam suatu penilaian yang terukur dan jelas.
PMS dimaksudkan untuk menilai KPI Individu dan kompetensi PMS is intended to assess Individual KPI and employee
karyawan dengan suatu alat ukur melalui tahapan perencanaan, competence with a measuring instrument through the stages of
bimbingan dan penilaian dengan berbasis sistem teknologi planning, guidance and assessment with information technology
informasi. Sistem yang digunakan dalam melakukan penilaian based systems. The system used in the appraisal is PMS Online,
adalah PMS Online, yaitu aplikasi PMS yang menggunakan PMS application that uses internet-based system that can be
sistem berbasis internet yang dapat diakses oleh semua accessed by all employees of PT Angkasa Pura II (Persero).
karyawan PT Angkasa Pura II (Persero).
“ Penilaian kinerja merupakan tanggung jawab

bersama untuk mendukung kesuksesan kinerja bisnis
Perseroan dan keberhasilan setiap individu karyawan
Performance appraisal is a shared responsibility to support the success of
the Company’s business performance and the success of each individual
employee.


KESEJAHTERAAN DAN JAMINAN SOSIAL WELFARE AND SOCIAL SECURITY

Dalam rangka melaksanakan amanat Undang-undang In order to implement the mandate of the Manpower Act and to
ketenagakerjaan serta mempertahankan Karyawan, Angkasa retain Employees, Angkasa Pura II always strives to continuously
Pura II senantiasa berupaya terus meningkatkan kesejahteraan improve the welfare of Employees through various aspects,
Karyawan melalui berbagai aspek antara lain: among others:
• Pemberian dan perbaikan kompensasi dan benefit, • Benefit and compensation provision and improvement,
kepesertaan jaminan sosial BPJS Kesehatan, kepesertaan social security membership of BPJS Health, membership
dalam BPJS Ketenagakerjaan, fasilitas kesehatan serta in BPJS Employment, health facilities and Insurance
Asuransi
• Program pengembangan karyawan seperti program • Employee development programs such as education
peningkatan jenjang pendidikan; dukungan pada improvement programs; support to the needs of
kebutuhan Karyawan untuk melaksanakan ibadah sesuai Employees to perform religious worship according to
agama dan kepercayaan dengan penyediaan sarana religion and belief and the provision of facilities and
dan prasarana serta anggaran pelaksanan kegiatan infrastructure and the budget for the implementation of
keagamaan; religious activities;
• Dukungan pada kebutuhan Karyawan untuk melaksanakan • Support to the Employee’s need to carry out sporting
kegiatan olah raga dengan penyediaan sarana dan activities with the provision of facilities and infrastructure
prasarana serta anggaran pelaksanan kegiatan olah raga; and the budget for sports activities;
• Bantuan bagi Karyawan yang mengalami duka cita. • Help for employees who have grief.
• Dan lain-lain • And others.
PROGRAM PENSIUN
PENSION PROGRAMS
Pemberian jaminan hari tua atau pensiun merupakan salah The provision of old-age or retirement benefits is one of the
satu bentuk penghargaan Perseroan atas loyalitas karyawan. Company’s rewards for employee loyalty. This guarantee also
Jaminan ini juga memberi ketenangan bagi seluruh karyawan gives composure to all employees who work in Angkasa Pura II,
yang bekerja di Angkasa Pura II, dengan demikian mereka lebih thus they are more motivated in working.
termotivasi dalam berkarya.
Pensiun karyawan Angkasa Pura II ditetapkan pada usia 56 tahun. Employees retirement of Angkasa Pura II is at 56 years age.
Bagi karyawan yang telah berusia 55 tahun dapat mengambil For employees who are 55 years old can take the Pension
Masa Persiapan Pensiun (MPP). Dalam Masa Persiapan Pensiun, Preparation Period (MPP). In the Retirement Preparation
Angkasa Pura II memberikan pelatihan wirausaha dan pelatihan Period, Angkasa Pura II provides entrepreneurship training and
purna bakti, sehingga diharapkan dengan para karyawan dapat retirement training, so it is expected that employees can prepare
mempersiapkandiri di masa mendatang. for themselves in the future.
Karyawan yang telah memasuki usia purna bakti (56 tahun), Employees who have entered the retirement age (56 years), are
diberikan kompensasi sesuai peraturan. Sedangkan karyawan compensated according to the regulations. While permanent
tetap yang diikutsertakan dalam Program Hari Tua (JHT) employees who are included in the Old days Program (JHT) get
mendapatkan Kompensasi Jaminan Hari Tua sesuai Undang- Old days Security Compensation in accordance with applicable
undang Ketenagakerjaan yang berlaku. Labor Law.

SURVEI KEPUASAN KARYAWAN

Pada tahun 2017, Angkasa Pura II melakukan Survei Kepuasan In 2017, Angkasa Pura II conducted an Employee Satisfaction
Karyawan yang dilakukan dengan rangkaian kegiatan mulai Survey which done with a series of activities starting on October
pada tanggal 18 s.d. 27 Oktober 2017 di seluruh wilayah 18 – 27, 2017 in all working areas of Angkasa Pura II. Data
kerja Angkasa Pura II. Teknik pengumpulan data pada Survei collection techniques at the Employee Satisfaction Survey 2017
Kepuasan Karyawan 2017 Angkasa Pura II (Persero) dilakukan of Angkasa Pura II (Persero) is done through online.
melalui online.
Survei yang diselenggarakan pada tahun ini cukup mendapatkan The survey, which was held this year, received quite a positive
respons positif dari para karyawan. Rincian jumlah responden response from the employees. The Details of number of
adalah sebagai berikut: respondents are as follows:
NO. WILAYAH KERJA TARGET RESPONDEN REALISASI JUMLAH RESPONDEN

1 Kantor Pusat PT Angkasa Pura II (Persero) 289 305
2 KC Bandar Udara Internasional Soekarno - Hatta, Tangerang 356 800
3 KC Bandar Udara Internasional Kualanamu, Deli Serdang 273 290
4 KC Bandar Udara SUltan Syarif Kasim II, Pekanbaru 165 176
5 KC Bandara Udara Supadio, Potianak 147 157
6 KC Bandar Udara Sultan Mahmud Badaruddin II, Palembang 149 153
7 KC Bandar Udara Internasional Minangkabau, Padang 147 160
8 KC Bandar Udara Husein Sastranegara, Bandung 119 130
9 KC Bandar Udara Halim Perdanakusuma, Jakarta 150 155
10 KC Bandar Udara Sultan Thaha, Jambi 121 124
11 KC Bandar Udara Depati Amir, Pangkal Pinang 111 114
12 KC Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang 96 99
13 KC Bandar Udara Sultan Iskandar Muda, Banda Aceh 121 120
14 KC Bandar Udara SIlangit, Siborong-borong 38 43
Jumlah 2284 2826
Grafik 5.1 Jumlah Responden yang berpartisipasi pada Survei Kepuasan Karyawan PT Angkasa
2,826
Pura II (Persero) Dalam Tiga Tahun Terakhir

Graphic 5.1 Inciduci taestin placipi enimagnimped maio odit faccae cus, ipsapis et alia nistiaere siminimet
2,671
repellit, quo beatem amusanda ex et ut fuga. Uptat faceri que volorest
Indeks Kepuasan Karyawan PT Angkasa Pura II Employee Satisfaction Index of PT Angkasa

2,291
(Persero) pada 2017 mengalami peningkatan Pura II (Persero) in 2017 has increased
yang signifikan bila dibandingkan dengan tiga significantly when compared with the
tahun sebelumnya yakni berada di 4,05. Indeks previous three years that is at 4.05. The
menunjukkan bahwa karyawan PUAS terhadap index shows that employees are satisfied
2015 2016 2017 perusahaan. Sedangkan Indeks Employee towards the company. While the Employee
Engagament PT Angkasa Pura II (Persero) pada Engagament Index of PT Angkasa Pura II
2017 mengalami peningkatan yang signifikan (Persero) in 2017 has increased significantly
bila dibandingkan dengan tiga tahun sebelumnya when compared with the previous three years
yakni berada di 4,43. Indeks menunjukkan at 4.43. The index shows that employees feel
bahwa karyawan merasa ENGAGED terhadap ENGAGED towards the company.
perusahaan.

SURVEI KEPUASAN KARYAWAN

29,90%
4,05
SANGAT PUAS
3,85
3,82
3,5
3,41
3,39
2013 2014 2015 2016 2017 Target 2017 2,6%

TIDAK
PUAS
Grafik 6.7 Indeks Kepuasan Karyawan 2017 PT
Angkasa Pura II (Persero)
Graphic 6.7 Inciduci taestin placipi enimagnimped maio
odit faccae cus, ipsapis et alia nistiaere.
17,7%
49,8% CUKUP PUAS
4,34
PUAS
4,03
3,92
3,87
Grafik 6.8 Tingkat Kepuasan Karyawan 2017 PT

Graphic 6.8 Inciduci taestin placipi enimagnimped maio
2014 2015 2016 2017
odit faccae cus, ipsapis et alia nistiaere.
Grafik 6.23 Employee Engagement

Index 2014-2017 PT Angkasa Pura II
(Persero)
Graphic 6.23 Inciduci taestin placipi
enimagnimped maio odit faccae cus,
ipsapis et alia nistiaere.

HUBUNGAN INDUSTRIAL
INDUSTRIAL RELATIONS
PT Angkasa Pura II senantiasa membina hubungan industrial PT Angkasa Pura II always maintains industrial relations in
sesuai dengan peraturan ketenagakerjaan yang berlaku. accordance with applicable labor regulations. Any industrial
Setiap perselisihan hubungan industrial diselesaikan dengan relations disputes are resolved with reference to applicable
mengacu pada perundang-undangan yang berlaku. Perusahaan legislation. The Company constantly pays attention to any
senantiasa memperhatikan setiap pengaduan atau keluhan complaints or employee complaints relating to employment
karyawan yang berkaitan dengan hubungan kerja dan praktik relationships and employment practices.
kepegawaian.
Untuk menciptakan hubungan industrial yang harmonis, dinamis To create harmonious, dynamic and equitable industrial
dan berkeadilan antara Perusahaan dan Karyawan, Perusahaan relations between the Company and Employees, the Company
membuat kesepakatan Bersama dalam bentuk Perjanjian Kerja entered into a Joint Agreement in the form of a Collective Labor
Bersama (PKB). Tujuannya adalah menjamin kepastian hak dan Agreement (PKB). The goal is to ensure the certainty of rights
kewajiban dengan saling mengakui keberadaan masing-masing and obligations by mutually recognizing the existence of each
pihak, untuk meningkatkan motivasi/produktivitas kerja yang party, to improve the motivation / productivity of effective work
berdaya guna sehingga menjamin terlaksananya tata kelola so as to ensure the implementation of good and right corporate
Perusahaan yang baik dan benar. governance.
Di dalam PKB diatur mengenai Hubungan Kerja, Manajemen The PKB regulates on the Employment Relations, HR
SDM, Waktu Kerja, Kesejahteraan Karyawan, Cuti Karyawan, Management, Working Time, Employee Benefits, Employee
Hubungan Industrial, Keselamatan dan Kesehatan Kerja. Setiap Leave, Industrial Relations, Occupational Safety and Health.
2 (dua) tahun sekali dilaksanakan perundingan PKB untuk Every 2 (two) years, PKB negotiation is held to review the
mereview materi yang diatur dalam PKB. material in PKB.
DAMPAK KEUANGAN PENGELOLAAN SDM

HR MANAGEMENT FINANCIAL IMPACT
Biaya pengelolaan SDM untuk kompensasi karyawan pada The cost of HR management for employee compensation in
tahun 2017 berjumlah Rp 1.383.426.349.568,- mengalami 2017 is amounted to Rp 1,383,426,349,568, - an increase of
peningkatan sebesar 4,78% jika dibandingkan dengan tahun 4.78% compared to 2016 of Rp 1,320,286,569,185, -
2016 sebesar Rp 1.320.282.569.185,-
Untuk pelaksanaan program pelatihan dan pendidikan For the implementation of training and education programs
selama tahun 2017, Angkasa Pura II mengalokasikan dana Rp during 2017, Angkasa Pura II allocated Rp 53.684.358.003,- an
53.684.358.003,- mengalami peningkatan sebesar 15,958% jika increase of 15.58% compared to 2016 ofRp 46.449.374.786.
dibandingkan dengan tahun 2016 sebesar Rp 46.449.374.786 .

PERUBAHAN BUDAYA (TRANSFORMASI)

Commitment
Transformasi budaya sangat digencarkan di PT Angkasa Pura II Cultural transformation is intensified in PT Angkasa Pura II
(Persero), dibuktikan dengan commitment dari top leader. (Persero), as evidenced by the commitment of top leaders.
CEO TALK - RAPIM Q3/2017

CEO TALK - RAPIM Q1/2017 “Transformation Does Matter”
“Transformation Moving Forward” Making Every Journey Better
Jakarta, 20 Januari 2017 Cimacan, 19 Juli 2017
CEO TALK - RAPIM Q2/2017 CEO TALK - RAPIM Q4/2017

“Making the Transformation Grow Faster” “Leading a Sustainable Transformation”
Jakarta, 27 April 2017 Tangerang, 24 Oktober 2017
AP2 Transformation Ultimate Goal
The Best Smart Connected

Airport Operator in The Region
T1 T2 T3
Business & Infrastructure & Human Capital
Portfolio Operation System Transformation
Transformation Transformation
SOE Champion A Leading Smart Airport World Class Corporation

• E ngine of Growth • Lean Operation • Strongest by BEST PEOPLE
• E xistence of the Nation • Experience Customer • Culture of INNOVATION
• E mperor od the Region • Technology Based • Customer Centric
Business Organization


Workforce Focus
People Transformation
Strongest by BEST PEOPLE
2017
Lesson Rating
Challenges Find Best 2733 Peoples
• K urangnya kebutuhan Retain Talent
People Training
Karyawan
• Peningkatan efektifitas 3105 Participants
kompetensi karyawa E-Learing
• Meningkatkan Developing Promote Life 1245 Participants
engagement karyawan Great People Balance
Scholarship
35 Peoples
Employee Survey
3,86 Index
Find Best People Developing Great Retain Talent Promote Life

• IT Recruitment People • R
earrangement Balance
• Best University Recruitment • G
reat People Development Compensation & Benefit of • Sport Competition
Program (GPDP) Employee • Band Festival
• M
anagement Development • Religion Event
Program (MDP)
• A
irport Learning Academy
(ALA)


Workforce Focus
Culture Transformation
PERFORM-ing for Committed to Excellence
Challenges “The PERFORM Way” Key Behaviour

• Bureaucratic management Formulation Vision-Action-Result
Delivering Delightful Services
• Silo mentality between • K
ey Behaviour:
units Vision-Action-Result
2017
• Transition change to • Core Values:
Core Value Innovation
PERFORM
Digital Culture Activation
• B
asic belief: PERFORM 170 Submission
System
• Diversity in shifting Totality-Integrity-Professional Performing World Class Services AKSIKU
into Digital/New Wave 20 Submission
Business Socialization
• T op down mechanism up to
the smalles unit Basic Belief
Committed to Excellence
• Innovative Communication
Totality-Integrity-Professional
Promising Excellent Services
Activation
• Top down Role Model
• R echarge & Recruit Culture
Agent
• P romote Disruptive Culture
Project
• F inding Culture Heroes


K sehat
antar unit
Kesadaran
Berbudaya
Forum Komunikasi (Culture
Budaya Perusahaan Awareness)
Menciptakan budaya Mencari peluang untuk

berinovasi/krea f perbaikan/peningkatan
kinerja melalui ide-ide
inova f
Fes val Budaya dan Inovasi Angkasa Pura 2 Group atau AP2 Group Culture & Innov on val
(selanjutnya disebut ACIF)m erupakan ajangu ntuk mendorongp ara karyawanm enjadii nsan Angkasa Pura 2
yang berprestasi dengan menerapkan budaya kerja yang inov dalamk eseharianb ekerjanya.
Think! Merupakan program Mengukur tingkat competitiveness

transformasi budaya perusahaan inovasi yang dihasilkan APII di tingkat
berupa event kompetitif tahunan regional dan internasional.
APII yang bertujuan menstimulasi
karyawan untuk berpikir kreatif dan
menghasilkan karya yang inovatif.
Think! Menjadi media APII guna Inovasi dihasilkan berdampak

menjawab tantangan kompetisi pada efektivitas dan efisiensi yang
bisnis melalui penciptaan karya- dilakukan perusahaan, atau pen
karya inovasi yang berorientasi pada
peningkatan pelayanan kepada
stakeholder & passenger experiences.


AKSI KU adalah suatu wadah atau media yang digunakan untuk mengakselerasi implementasi THE
PERFORM WAY dalam perilaku kerja sehari-hari.
Nama/brand/sebutan AKSI KU Mampu menginduksi cara kerja baru

Dihindari penamaan yang
ditetapkan sesuai masing-masing secara dan menciptakan suasana kerja yang
mengindikasikan munculnya values atau
fun dan menyenangkan namun tetap penuh semangat, menyenangkan dengan
nilai-nilai baru.
etis dan santun. berpedoman THE PERFORM WAY
2
CUSTOMER EXPERIENCE Topik Kegiatan AKSIKU
Kegiatan aktivasi budaya the
perform way yang mendorong
Living in the
perubahan perilaku karyawan PERFORM WAY
1 dalam memberikan pelayanan
INTERNALIZATION
terbaik bagi customer eksternal Topik Kegiatan AKSIKU Tahun 2017
maupun internal Mendorong untuk melakukan internalisasi
Kegiatan aktivasi budaya the
perform way yang mendorong core value kepada seluruh karyawan ,
untuk melakukan internalisasi sehingga diharapkan dapat merubah perilaku
core value kepada seluruh karyawan untuk memberikan pelayanan
karyawan dengan berbagai media terbaik bagi customer eksternal maupun
3
(digital, artefak, dsb) internal (customer experience) melalui
simplifikasi proses dan pengurangan birokrasi
BE MORE LEAN (be more lean).
Kegiatan aktivasi budaya
the perform way yang
Note :
memungkinkan terjadinya Dengan tetap mengikuti norma / ketentuan yang berlaku
simplifikasi proses, pengurangan di perusahaan dan memenuhi aspek Safety & Security
birokrasi, dsb

ANALISA DAN PEMBAHASAN MANAJEMEN

MANAGEMENT DISCUSSION & ANALYSIS
Industri penerbangan merupakan simpul

penggerak ekonomi di karena memungkinkan
terjadinya pergerakan orang dan barang dalam
waktu yang singkat dan membuka lapangan
pekerjaan dalam jumlah besar bagi masyarakat.
The aviation industry is the driving force of the economy

in that it allows for the movement of people and
goods in a short time and opens up huge jobs for the
community.


TINJAUAN EKONOMI DAN INDUSTRI

1. PEREKONOMIAN GLOBAL 1. GLOBAL ECONOMY

Bank Dunia memperkirakan pertumbuhan ekonomi The World Bank estimates that global economic growth will
global akan meningkat hingga 3,1% pada 2018 setelah increase to 3.1% in 2018 after economic growth in 2017
pertumbuhan ekonomi pada 2017 jauh lebih kuat dari is much stronger than expected, due to the continued
perkiraan, akibat pemulihan berlanjut pada investasi, recovery in investment, manufacturing, and trade, as well
manufaktur, dan perdagangan, dan juga negara-negara as developing countries that export commodities to benefit
berkembang yang mengekspor komoditas mendapatkan from a stronger commodity prices.
keuntungan dari menguatnya harga komoditas.
Sedangkan pertumbuhan negara maju diperkirakan akan While growth in developed countries is expected to fall
turun sedikit menjadi 2,2% pada 2018, karena bank sentral slightly to 2.2% in 2018, as central banks in various countries
di berbagai negara secara bertahap menghapus akomodasi are gradually wiping out their post-crisis accommodation and
paska krisis mereka dan saat kenaikan tingkat investasi as investment rates rise does not begin to happen. Growth
mulai tidak terjadi. Pertumbuhan di pasar dan negara- in emerging markets and developing countries as a whole
negara berkembang secara keseluruhan diproyeksikan akan is projected to strengthen to 4.5% by 2018, as commodity
menguat menjadi 4,5% pada 2018, karena aktivitas eksportir exporters activity continues to recover. (January 2018 Global
komoditas terus pulih. (January 2018 Global Economic Economic Prospects Report - World Bank)
Prospects Report – Bank Dunia)
Adapun kawasan Asia Timur dan Pasifik, pertumbuhan di As for the East Asia and Pacific region, growth in the region is
kawasan ini diperkirakan akan turun menjadi 6,2% pada expected to fall to 6.2% by 2018 from about 6.4% in 2017.
tahun 2018 dari sekitar 6,4% pada tahun 2017. Perlambatan The structural slowdown in China appears to offset a modest
struktural di Tiongkok terlihat mengimbangi kenaikan siklis cyclical rise in other regions. Risks to prospects become more
sederhana di wilayah lainnya. Risiko terhadap prospek balanced. Stronger-than-expected growth among developed
menjadi lebih seimbang. Pertumbuhan yang lebih kuat countries could lead to faster-than-expected growth in the
dari perkiraan di antara negara maju dapat menyebabkan region. On the downside, increasing geopolitical pressure,
pertumbuhan yang lebih cepat dari perkiraan di kawasan rising global protectionism, sudden tightening of global
ini. Pada sisi negatifnya, meningkatnya tekanan geopolitik, financial conditions, and a sharper-than-expected slowdown
meningkatnya proteksionisme global, pengetatan kondisi in major economies, including China, pose a risk of decline
keuangan global yang tiba-tiba mendadak, dan perlambatan in regional prospects. Growth in China is expected to reach
yang lebih tajam dari perkiraan di negara-negara besar, 6.4% in 2018 from 6.8% in 2017. Indonesia is expected to
termasuk Tiongkok, menimbulkan risiko penurunan pada increase to 5.3% in 2018 from 5.1% in 2017.
prospek regional. Pertumbuhan di Tiongkok diperkirakan
akan mencapai 6,4% pada 2018 dari 6,8% pada 2017.
Indonesia diperkirakan akan meningkat menjadi 5,3% pada
2018 dari 5,1% pada 2017.


Tabel 1.1 PDB Real1

(Perubahan persen dari tahun sebelumnya)
Percentage point differences

from June 2017 projections
2015 2016 2017E 2018F 2019F 2020 2017E 2018F 2019F
World 2.8 2.4 3.0 3.1 3.0 2.9 0.3 0.2 0.1
Advanced Economies 2.2 1.6 2.3 2.2 1.9 1.7 0.4 0.4 0.2
United States 2.9 1.5 2.3 2.5 2.2 2.0 0.2 0.3 0.3
Japan 1.4 0.9 1.7 1.3 0.8 0.5 0.2 0.3 0.2
Emerging Market and Developing economies (EMDEs) 3.6 3.7 4.3 4.5 4.7 4.7 0.2 0.0 0.0
Commodity-exporting EMDEs 0.4 0.8 1.8 2.7 3.1 3.1 0.0 0.0 0.2
Other EMDEs 6.1 5.9 6.0 5.7 5.7 5.7 0.3 0.0 -0.1
Other EMDEs excluding China 5.2 4.9 5.1 4.8 5.1 5.1 0.5 -0.1 0.0
East Asian and Pacific 6.5 6.3 6.4 6.2 6.1 6.0 0.2 0.1 0.0
China 6.9 6.7 6.8 6.4 6.3 6.2 0.3 0.1 0.0
Indonesia 4.9 5.0 5.1 5.3 5.3 5.3 -0.1 0.0 -0.1
Thailand 2.9 3.2 3.5 3.6 3.5 3.4 0.3 0.3 0.1
Sumber: Bank Dunia

Catatan: PPP = Purchasing Power Parity/Paritas daya beli; e=/estimate/estimasi; f=forecast/prakiraan. Perkiraan Bank Dunia
sering diperbarui berdasarkan informasi terbaru.
2. PEREKONOMIAN NASIONAL 2. NATIONAL ECONOMY

Pertumbuhan Ekonomi Economic Growth
Bank Indonesia (BI) memprediksi pertumbuhan ekonomi Bank Indonesia (BI) has predicted that Indonesia’s economic
Indonesia pada tahun 2017 akan mencapai 5,1% secara growth in 2017 will reach 5.1% annually (yoy). The forecast
tahunan (yoy). Prediksi tersebut lebih tinggi dibandingkan is higher than the 5.02% (yoy) economic growth in 2016
pertumbuhan ekonomi pada tahun 2016 yang tercatat which indicates an ongoing economic recovery. Indonesia’s
sebesar 5,02% (yoy) yang mengindikasikan pemulihan economic growth in 2017 is improving in line with the
ekonomi yang terus berlanjut. Pertumbuhan ekonomi increasing fundamental resilience of the economy. This was
Indonesia pada tahun 2017 membaik sejalan dengan reflected in inflation rates are maintained at the level of
meningkatnya ketahanan fundamental perekonomian. Hal 3.61% (yoy), the surplus balance of payments continues to
ini tercermin dari angka inflasi yang terjaga pada level 3,61% be 11 billion dollars, and the stability of the exchange rate
(yoy), surplus neraca pembayaran yang berlanjut menjadi 11 is maintained. The current account deficit in 2017 at 17
miliar dollar AS, dan stabilitas nilai tukar rupiah yang terjaga. billion dollars, of which the current account deficit in 2017
Defisit transaksi berjalan 2017 di 17 miliar dollar AS, dimana was below 2% of Gross Domestic Product (GDP) of 1.8%. In
defisit transaksi berjalan 2017 ada di bawah 2% dari Produk 2014, Indonesia’s economic growth reached 5.02%. Then, in
Domestik Bruto (PDB) sebesar 1,8%. Pada tahun 2014, 2015 it slumped to 4.79% and jumped to 5.02% by 2016.
pertumbuhan ekonomi Indonesia sempat mencapai 5,02%.
Kemudian, pada tahun 2015 merosot menjadi 4,79% dan
melonjak menjadi 5,02% pada tahun 2016.
Adapun Badan Pusat Statistik (BPS), mencatat pertumbuhan The Central Bureau of Statistics (BPS), recorded economic
ekonomi 2017 hanya 5,07% dari target 5,2% dalam growth in 2017 was only 5.07% of 5.2% target in the
Anggaran Pendapatan dan Belanja Negara (APBN) Perubahan Revised State Budget (APBN) 2017. This is in line with the
2017. Hal ini tidak lepas dari pertumbuhan ekonomi pada economic growth in the fourth quarter of 2017 which only
triwulan IV 2017 yang hanya sebesar 5,19%. amounted to 5 , 19%.


PERTUMBUHAN EKONOMI (%)

ECONOMIC GROWTH (%)
5.6
5.56
5.4
5.2
5.02
5.01 5.07
5
4.8 4.88
4.6
2013 2013 2015 2016 2017
Sumber: Badan Pusat Statistik
Dalam rilis BPS disebutkan, perekonomian Indonesia 2017 In the release of BPS mentioned, the Indonesian economy in
diukur berdasarkan Produk Domestik Bruto (PDB) atas dasar 2017 measured by Gross Domestic Product (GDP) at current
harga berlaku mencapai Rp13.588,8 triliun dan PDB perkapita prices reached Rp13.588,8 trillion and GDP per capita
mencapai Rp51,89 juta atau US$3.876,8. Namun demikian, reached Rp51,89 million or US $ 3876.8. Nevertheless, the
ekonomi Indonesia tahun 2017 yang tumbuh 5,07% ini lebih Indonesian economy of 2017 which grew 5.07% was higher
tinggi dibanding capaian tahun 2016 sebesar 5,03%. than the achievement in 2016 of 5.03%.
Dari sisi produksi, pertumbuhan tertinggi dicapai oleh In terms of production, the highest growth was achieved
Lapangan Usaha Informasi dan Komunikasi sebesar 9,81%. by the Information and Communication Business Field
Sementara dari sisi pengeluaran pertumbuhan tertinggi of 9.81%. Meanwhile, from the side of highest growth
dicapai oleh Komponen Ekspor Barang dan Jasa sebesar expenditure achieved by the Export Components of Goods
9,09%. and Services of 9.09%.
Inflasi 2017 Inflation in 2017

Badan Pusat Statistik (BPS) melaporkan inflasi Desember 2017 Central Bureau of Statistics (BPS) reported inflation in
sebesar 0,71%. Adapun untuk inflasi tahun kalender atau December 2017 of 0.71%. As for inflation in the calendar
dari Januari hingga Desember sebesar 3,61%. Angka inflasi year or from January to December amounted to 3.61%. This
ini masih berada jauh dari target Anggaran Pendapatan dan inflation figure is still far from the target of the State Budget
Belanja Negara (APBN) di 4,3%. (APBN) at 4.3%.
Besaran inflasi pada 2017 disebabkan oleh kebijakan The inflation rate in 2017 is due to government policies
pemerintah terkait dengan pengaturan harga barang atau related to the regulation of the price of goods or services,
jasa, mulai harga bahan bakar minyak dan tarif dasar listrik. starting from the price of oil fuel and basic electricity tariffs.
Tren inflasi 2017 yang yang memberikan kontribusi paling The inflationary trend of 2017, which contributed the most
tinggi adalah administered price terutama pada saat kenaikan was administered price, especially when electricity price hike,
harga listrik, namun volatile food dan dari sisi core inflation but volatile food and from core inflation were stable, even
cukup stabil, bahkan volatile food mengalami penurunan volatile food decreased sharply.
tajam.


INFLASI (%)
INFLATION (%)
9
8.38
8.36
8
5
3.35 3.02 3.61
2013 2013 2015 2016 2017
Dengan kondisi ekonomi di akhir tahun 2017 tersebut With the economic conditions at the end of 2017 and
dan beberapa langkah yang telah ditempuh oleh several steps taken by the Government, various groups
Pemerintah baru, berbagai kalangan merasa optimis bahwa feel optimistic about the Indonesian economy in 2017 and
perekonomian Indonesia ditahun 2017 dan selanjutnya akan will further increase. The central bank itself estimates that
kembali meningkat. Bank sentral sendiri memperkirakan Indonesia’s economic growth in 2018 will range from 5.1 to
pertumbuhan ekonomi Indonesia pada tahun 2018 akan 5.5 percent.
berkisar pada level 5,1 hingga 5,5%.
3. INDUSTRI KEBANDARUDARAAN 3. AIRPORT INDUSTRY

Tahun 2017 adalah tahun yang cukup menjanjikan bagi 2017 is the year that is promising for the aviation industry
industry penerbangan nasional maupun internasional, di nationally and internationally, driven by the rapid growth of
drive dari pesatnya pertumbuhan masyarakan ekonomi the Chinese middle class people who are a potential market
menengah cina yang merupakan potensial market bagi for the aviation industry. Likewise with the middle east
industry penerbangan. Demikian juga dengan timur tengah with strong capital and geographical position that allows
dengan modalnya yang kuat dan posisinya geografisnya yang the Middle East to take its share of direct long-haul flights
memungkinkan timur tengah untuk mengambil pangsa pada between the continents, especially to Asia.
penerbangan-penerbangan direct jarak jauh antar benua
terutama ke asia.


TRAFFIC FLOWS
2016 2017-2036 ADDED TRAFFIC
Within Asia* 5.7%
Within China 6.1%
Within North America 2.6%
Within Europe 3.2%
Middle East - Asia 6.4%
Europe - Asia 4.5%
North Atlantic 2.9%
Within Latin America 6.1%
America - Latin America 5.6%
Transpacific 3.7%
Withing/to CIS 4.5%
Europe - Latin America 4.3%
Africa - Europe 4.7%
0 500 1.000 1.500 2.000 2.500 3.000
*does not include travel within China RPKs (billions)
Berdasarkan data dari boeing CMO 2017-2036 terlihat jelas Based on data from CMO Boeing 2017-2036 it is clear that
bahwa Cina merupakan pasar domestik terbesar di dunia China is the largest domestic market in the world and flights
dan penerbangan di asia akan menjadi pasar pergerakan in Asia will become the largest passenger market movement
penumpang terbesar di dunia. in the world
Kondisi dunia ini juga berdampak pada sehatnya iklim This world conditions also have an impact on the health of
bisnis penerbangan di Indonesia di tahun 2017, namun the airline business climate in Indonesia in 2017, but the
industri penerbangan adalah industri yang sangat high airline industry is a very high regulated industry that the
regulated sehingga peranan pemerintah sebagai regulator government’s role as regulator is very important to ensure
sangat penting untuk menjamin sustainability dari industri the sustainability of the aviation industry. Healthy Indonesian
penerbangan. Sehatnya industri penerbangan Indonesia aviation industry in the year 2017 is marked by the growth
di tahun 2017 ditandai dengan pertumbuhan pergerakan of passenger movements of 216.757.229 and aircraft by
penumpang sebesar 216.757.229 dan pesawat sebesar 2.091.935.
2.091.935.


Bagi AP II sendiri tahun 2017 adalah tahun yang sangat For Angkasa Pura II itself in 2017 is a very good year where
baik dimana pergerakan penumpangnya tumbuh 12% passenger movement grew 12% compared to 2016 year i.e.
dibandingkan tahun 2016 yaitu dari 95 juta penumpang from 95 million passengers to 105 million passengers.
menjadi 105 juta penumpang.
Industri penerbangan memberikan dampak ekonomi The aviation industry has a considerable impact on economists
yang cukup besar bagi suatu daerah atau negara. Industri in a region or country. The aviation industry is the driving
penerbangan merupakan simpul penggerak ekonomi di force of the economy in that it allows for the movement of
karena memungkinkan terjadinya pergerakan orang dan people and goods in a short time and opens up huge jobs for
barang dalam waktu yang singkat dan membuka lapangan the community.
pekerjaan dalam jumlah besar bagi masyarakat.
Dalam tahun yang akan dating industry penerbangan In the coming year the Indonesian aviation industry is
Indonesia di proyeksikan masih bertumbuh sebagai dampak projected to grow as the impact of aviation industry growth
pertumbuhan industru penerbangan di cina dan timur in China and the Middle East and the growth of the middle
tengah dan pertumbuhan masyarakat ekonomi menengah economic community in Indonesia.
di Indonesia.
Pergerakan Pesawat, Penumpang Dan Kargo Aircraft, Passenger And Cargo Movement
Pergerakan pesawat, penumpang dan kargo PT Angkasa The movement of aircraft, passengers and cargo of PT Angkasa
Pura II (persero) bertumbuh dengan cukup tinggi di tahun Pura II (Persero) has grown considerably in 2017, due to the
2017, disebabkan oleh pembukaan rute baru, penambahan opening of new routes, the addition of flight frequencies and
frekuensi penerbangan dan pengambil alihan bandara baru the takeover of new airports by PT AP II. Sticking to the supply-
oleh PT AP II. Berpegang pada strategi supply create demand creating demand strategy the company takes the best approach
perusahaan melakukan pendekatan-pendekatan terbaik to airlines and local governments that impact on the positive
(best effort) kepada maskapai maupun pemerintah daerah growth of air transport PT AP II:
yang berdampak pada pertumbuhan postif angkutan udara
PT AP II:
Tabel Kinerja Operasional Bandara Angkasa Pura II Operational Performance Table of Angkasa Pura II Airport
Pertumbuhan
Uraian 2017 2016 2015 2014 2013 Description
Growth (2017:2016)
Pergerakan Pesawat (dalam Aircraft Movements (in
13,46% 821.188 723.799 632.418 630.584 647.343
satuan Rute) units of Route)
Pergerakan Penumpang Passenger Movement (in
10,83% 105.484 95.175 84.292 85.131 86.342
(dalam ribuan Pax) thousands of Pax)
Pergerakan Kargo (dalam Cargo Movement (in
9,90% 816.950 743.337 739.689 763.507 765.812
ribuan Kg) thousands of Kg)


Pergerakan pesawat pada tahun 2017 meningkat 13,46% Aircraft movements in 2017 was increased by 13.46%
dibandingkan pergerakan pesawat pada tahun 2016. compared to the movement of aircraft in 2016. The number
Jumlah pergerakan penumpang yang menggunakan jasa of passengers movements using the services of flights in
penerbangan di bandara-bandara Angkasa Pura II mencapai Angkasa Pura II airports, reaching as much as 105.484
sebanyak 105.484 ribu pax. Sedangkan pergerakan kargo thousand pax. While the movement of cargo in 2017,
tahun 2017, tercatat sebanyak 816.950 ribu kg. Pergerakan recorded as much as 816.950 thousand kg. The movement of
arus penumpang dan kargo pada tahun 2017 juga meningkat passenger and cargo flows in 2017 also increased compared
dibandingkan tahun sebelumnya. Namun, secara umum to the previous year. However, in general within the last 5
dalam kurun waktu 5 tahun terakhir masih menunjukkan years is still showing a positive trend.
tren positif.
Grafik Pergerakan Pesawat, Penumpang, dan Kargo

Chart of Aircraft, Passenger and Cargo Movements
816,950
821,188
739,689
765,812
763,507
743,337
723,799
647,343
632,418
630,584
Pergerakan Pesawat
(dalam satuan Rute)
105,484
95,175
84,292
85,131
86,342
Pergerakan Penumpang
(dalam ribuan Pax)
Pergerakan Kargo
(dalam ribuan Kg)
2017 2016 2015 2014 2013
a. Pergerakan Pesawat a. Aircraft Movement

Dalam kurun waktu 5 tahun terakhir, pergerakan pesawat In the last 5 years, the movement of aircraft has consistently
secara konsisten menunjukkan peningkatan baik untuk improved for both domestic and international routes. In
rute domestik maupun rute internasional. Secara korporasi, corporations, the number of aircraft arriving and departing
jumlah pesawat yang datang dan berangkat dari bandara- from airports in Angkasa Pura II continued to grow with an
bandara di wilayah Angkasa Pura II terus mengalami average growth rate of 691,066 aircraft.
pertumbuhan dengan rata-rata pertumbuhan adalah sebesar
691.066 pergeralan pesawat.
Realisasi total pergerakan pesawat pada Tahun 2017 dari 13 Total realization of aircraft movement in the Year 2017
(tiga belas) bandar udara yang dikelola oleh PT Angkasa Pura from 13 (thirteen) airports managed by PT Angkasa Pura II
II (Persero) sebesar 821.188 pergerakan. Pergerakan tersebut (Persero) amounted to 821,188 movements. The movement
terdiri dari 693.439 pergerakan pesawat domestik dan comprises 693,439 domestic aircraft movements and
127.749 pergerakan pesawat internasional. Pertumbuhan 127,749 international aircraft movements. Growth of
pergerakan pesawat domestik dan internasional sejak Tahun domestic and international aircraft movement from 2013 to
2013 hingga Tahun 2017 dapat dilihat pada grafik berikut 2017 can be seen in the following chart:
ini:


Grafik Pergerakan Pesawat Domestik

Tahun 2013 s.d 2017
Grafik Pergerakan Pesawat Domestik
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 530.721 511.768 518.290 608.649 693.439
Pertumbuhan 5% -4% 1% 17% 14%
Grafik Pergerakan Pesawat Internasional

Tahun 2013 s.d 2017
Grafik Pergerakan Pesawat International
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 116.622 118.816 114.128 115.150 127.749
Pertumbuhan 8% 2% -4% 1% 11%
Capaian pergerakan pesawat domestik pada Tahun 2017 The achievement of domestic aircraft movements in the
sebesar 693.439 pergerakan merupakan pergerakan year 2017 amounted to 693.439 aircraft movements
pesawat tertinggi dari lima tahun terakhir. Pergerakan movement is the highest of the last five years. Domestic
pesawat domestik meningkat 14% bila dibandingkan dengan aircraft movements increased by 14% when compared
pergerakan pesawat domestik Tahun 2016 sebesar 608.649 with 2016 domestic aircraft movements amounted to 608
pergerakan. Sedangkan capaian pergerakan pesawat 649 movements. While the achievements of international
internasional pada Tahun 2017 sebesar 127.749 pergerakan aircraft movements in the year 2017 amounted to 127.749
mengalami peningkatan sebesar 11% bila dibandingkan movements have increased by 11% when compared with
dengan pergerakan pesawat internasional pada Tahun 2016 international aircraft movements in 2016 amounted to 115
sebesar 115.150 pergerakan. 150 movements.


b. Pergerakan Penumpang b. Passenger Movement

Pergerakan penumpang baik penumpang kedatangan Passenger movement of both arrival and departure passengers
maupun keberangkatan pada Tahun 2017 sebesar in the year 2017 amounted to 105,483,946 passengers. The
105.483.946 penumpang. Pergerakan penumpang movement of passengers consists of 87,062,181 domestic
tersebut terdiri dari 87.062.181 penumpang domestik passengers and 18,421,765 international passengers. The
dan 18.421.765 penumpang internasional. Pertumbuhan growth of domestic and international passenger movement
pergerakan penumpang domestik dan internasional sejak from 2013 to 2017 can be seen in the following graph:
Tahun 2013 hingga Tahun 2017 dapat dilihat pada grafik
berikut ini:
Grafik Pergerakan Penumpang Domestik

Tahun 2013 s.d 2017
Grafik Pergerakan Penumpang Domestik
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 70.641.972 69.225.753 68.789.336 79.004.067 87.062.181
Pertumbuhan 5% -2% -1% 15% 10%
Grafik Pergerakan Penumpang Internasional

Tahun 2013 s.d 2017
Grafik Pergerakan Penumpang International
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 15.699.535 15.905.280 15.502.252 16.170.954 18.421.765
Pertumbuhan 7% 1% 3% 4% 14%


Capaian pergerakan penumpang domestik pada The achievement of domestic passenger movements in
Tahun 2017 sebesar 87.062.181 penumpang merupakan 2017 was amounted to 87,062,181 passengers, the highest
pergerakan penumpang tertinggi dari lima tahun terakhir. passenger movement from the last five years. Domestic
Pergerakan penumpang domestik meningkat 10% bila passenger movement increased 10% when compared to
dibandingkan dengan pergerakan penumpang domestik the movement of domestic passengers In 2016 amounted
Tahun 2016 sebesar 79.004.067 penumpang. Hal serupa to 79,004,067 passengers. The same thing happened to the
juga terjadi pada capaian pergerakan penumpang achievement of international passenger movement in 2017
internasional pada Tahun 2017 yang terealisasi sebesar which was realized for 18,421,765 passengers or the highest
18.421.765 penumpang atau tertinggi dari lima tahun of the last five years. When compared to the international
terakhir. Bila dibandingkan dengan pergerakan penumpang passenger movement in 2016 of 16,170,954 passengers, the
internasional pada Tahun 2016 sebesar 16.170.954 movement in this year increased by 14%.
penumpang, pergerakan di tahun ini mengalami peningkatan
sebesar 14%.
c. Pergerakan Kargo c. Cargo Movement

Perkembangan bisnis kargo yang semakin kompetitif terlihat The increase in competitive development of the cargo
dari semakin banyaknya perusahan yang bergerak dalam jasa business is an evident from the increasing number of
pengiriman barang. Hal ini sejalan dengan berkembangnya companies engaged in freight forwarding services. This is
dunia industri, baik manufaktur maupun jasa yang terus in line with the development of the industrial world, both
berkembang pesat. Persaingan tersebut semakin diramaikan manufacturing and services that continue to grow rapidly.
dengan pemberian jasa pengiriman barang melalui kargo Competition is increasingly enlivened by the delivery of
oleh maskapai-maskapai penerbangan. Dalam kurun waktu freight services through cargo by airlines. In the last 5 years,
5 tahun terakhir, pertumbuhan pergerakan kargo secara the growth of cargo movement on average is as much as
rata-rata adalah sebanyak 765.859 ribu kg. 765.859 thousand kg.
Pergerakan kargo pada Tahun 2017 dari 13 (tiga belas) The cargo movement in 2017 from 13 (thirteen) airports
bandar udara yang dikelola oleh PT Angkasa Pura II (Persero) managed by PT Angkasa Pura II (Persero) amounted to
sebesar 816.950 Ton. Pergerakan tersebut terdiri dari 816,950 Ton. The movement consists of 453,349 Ton of
453.349 Ton pergerakan kargo domestik dan 363.600 Ton domestic cargo movement and 363,600 Ton international
pergerakan kargo internasional. Pertumbuhan pergerakan cargo movement. The growth of domestic and international
kargo domestik dan internasional sejak Tahun 2013 hingga cargo movement from 2013 to 2017 can be seen in the
Tahun 2017 dapat dilihat pada grafik berikut ini: following chart:
Grafik Pergerakan Kargo Domestik

Tahun 2013 s.d 2017
Grafik Pergerakan Kargo Domestik
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 426.961 433.745 403.621 405.229 453.349
Pertumbuhan -3% 2% -7% 0% 12%


Grafik Pergerakan Kargo Internasional

Tahun 2013 s.d 2017
Grafik Pergerakan Kargo International
Tahun 2013 s.d 2017
(Rute Unit)
2013 2014 2015 2016 2017

Pergerakan 338.851 329.763 336.068 338.108 363.600
Pertumbuhan 4% -3% 2% 1% 8%
Capaian pergerakan kargo domestik pada Tahun 2017 The achievement of domestic cargo movement in 2017
sebesar 453.349 Ton mengalami peningkatan sebesar 12% amounted to 453,349 Ton increased by 12% compared to
dibandingkan dengan pergerakan kargo domestik Tahun the domestic cargo movement of 2016 amounted to 405,229
2016 sebesar 405.229 Ton. Hal serupa juga terjadi pada Ton. The same thing for the achievement of international
capaian pergerakan kargo internasional pada Tahun 2017 cargo movement in 2017 which was realized amounted to
yang terealisasi sebesar 363.600 Ton atau mengalami 363,600 Ton or increased 8% compared to international
peningkatan sebesar 8% dibandingkan dengan pergerakan cargo movement in 2016 amounted to 338,108 Ton.
kargo internasional pada Tahun 2016 sebesar 338.108 Ton.


4. PROSPEK USAHA 4. BUSINESS OUTLOOK

Secara umum peran angkutan udara adalah sebagai simpul In general the role of air transport is as a node in the air
dalam jaringan transportasi udara, pengembangan ekonomi, transport network, economic, social and cultural development
sosial dan budaya serta keamanan dan pertahanan. Di bidang and security and defense. In the field of economic, social and
pengembangan ekonomi, sosial dan budaya, angkutan cultural development, air transport contributes substantially
udara memberikan kontribusi yang cukup besar di bidang to transportation, regional economic development, tourism
transportasi, pengembangan ekonomi daerah, pertumbuhan growth and employment. The transport and communications
pariwisata dan ketenagakerjaan. Bidang pengangkutan sector contributes an average of 7% of the national GDP.
dan komunikasi memiliki kontribusi rata-rata 7% dari PDB
nasional.
Pertumbuhan penumpang angkutan udara di Indonesia Total airline passengers increased significantly since the
pasca deregulasi industri penerbangan tahun 1999 sangat deregulation of aviation industry in 1999. Based on the data
menakjubkan. Berdasarkan data pertumbuhan industri of aviation industry growth within the last 5 years, it can be
penerbangan dalam kurun waktu 5 tahun terakhir yang seen from the performance of aircraft movement that total
dilihat dari kinerja pergerakan pesawat udara, jumlah passengers and cargos are continuously increased.
penumpang, dan jumlah kargo yang terus meningkat.
Bisnis angkutan udara masih menjadi bisnis dengan peluang Airport business is still the business with the greatest
finansial paling besar. Sektor Bandara memberikan Total financial opportunity. The Airport Sector provides the highest
Shareholder Return (TSR) tertinggi dibandingkan sektor Total Shareholder Return (TSR) compared to other transport
transportasi lainnya. Tingginya nilai peluang dalam bisnis sectors. The high value of opportunities in the airport business
bandara didorong oleh pertumbuhan tahunan dalam bisnis. is driven by annual growth in business.
SECARA KESELURUHAN, BANDARA MENYUMBANG TSR TERTINGGI DI SEKTOR TRANSPORTASI

Januari 2005 - Desember 2014 TSR Tahunan (%)
Mengambil manfaat dari kondisi bisnis yang sangat mendukung
Sebagian besar pelanggan captive
Hampir monopoli, dengan subtitusi terbatas Hambatan masuk tinggi Kesempatan pertumbuhan tinggi
• Efek subtitusi terbatas oleh bandara lain • Sektor yang sangat diatur • P ertumbuhan lalu lintas didorong oleh faktor eksternal
• Subtitusi terbatas bagi perjalanan udara • Lead time panjang dan biaya tinggi • S ebagai tambahan, bandara dapat meningkatkan laba dengan
mengembangkan bisnis non-aero
13.4
8.4
7.3
6.7
6.1
6.1
2.7
2.1 2.1
Bandara Jalan Raya Oper. Pelabuhan Truk Pengiriman Maskapai Pengiriman

& Rel Rel Laut Udara Penerbangan Laut


Keuntungan yang dimiliki bisnis bandara yaitu: pertama, The advantages of the airport business are: first, have a large
memiliki pelanggan tetap dalam jumlah yang besar. Kedua, number of fixed customers. Second, approaching monopoly,
mendekati monopoli, dengan efek substitusi terbatas. Ketiga, with limited substitution effect. Third, the high difficulty to
kesulitan yang tinggi untuk masuk ke bisnis ini, karena bisnis get into this business, because airport business is a business
bandara adalah bisnis dengan peraturan yang sangat ketat, with very strict regulations, takes a long time and high cost.
memakan waktu lama dan biaya yang tinggi. Keempat, Fourth, growth opportunities are influenced by the growth
peluang pertumbuhan dipengaruhi oleh pertumbuhan of movements driven by external factors.
pergerakanyang didorong oleh faktor eksternal.
Meskipun bisnis bandar udara memiliki TSR yang tinggi, Although the airport business has a high TSR, there is a high
namun terdapat kesenjangan yang tinggi dalam kinerja gap in performance between airports worldwide (up to 10x).
antar bandara diseluruh dunia (hingga 10x).Berdasarkan Based on 2014 data for airports with more than 50 million
data tahun 2014 untuk bandara dengan jumlah penumpang passengers viewed from the profitability rating (EBITDA per
lebih dari 50 juta dilihat dari peringkat profitabilitas (EBITDA Passenger) airports in Indonesia are in the bottom three after
per Passenger), menunjukkan posisi bandara di Indonesia Kuala Lumpur and Mumbai with EBITDA value of USD 3 or
berada di urutan ke tiga terbawah setelah Kuala Lumpur dan equivalent to Rp. 35,000 (exchange rate: 12,500)
Mumbai dengan nilai EBITDA sebesar USD 3 atau setara Rp.
35.000 (kurs : 12.500)
Pada sisi yang lain, perkembangan industri pariwisata On the other hand, the development of the domestic tourism
dalam negeri juga memberikan peluang peningkatan industry also provides an opportunity to increase the number
jumlah wisatawan yang menggunakan jasa penerbangan. of tourists using flight services. Furthermore, foreign airlines
Lebih lanjut, maskapai penerbangan asing masuk ke entering the country, adding to the bustling Indonesian
dalam negeri, menambah ramainya pasar penerbangan aviation market. airlines competition both foreign and
Indonesia. Persaingan maskapai penerbangan baik maskapai domestic airlines create price competition that encourage
penerbangan asing maupun domestik menciptakan the implementation of the concept of Low Cost Carrier
persaingan harga yang mendorong pemberlakuan konsep (LCC). The enactment of the concept will further encourage
Low Cost Carrier (LCC). Pemberlakuan konsep tersebut the growth of passengers and airlines which then make the
akan semakin mendorong pertumbuhan penumpang dan air transport industry as a preferred means of transportation
maskapai penerbangan yang kemudian menjadikan industri between areas of interest.
penerbangan udara sebagai pilihan sarana transportasi
antarwilayah yang lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan The development of Indonesian aviation industry will also be
semakin cerah dengan ikut sertanya Indonesia dalam World brighter with the participation of Indonesia in World Route
Route Airlines. Acara pertemuan global bagi pihak-pihak Airlines. The global meeting for the aviation industry that is
yang berkecimpung dalam industri penerbangan yang held every few years is attended by more than 110 countries.
diadakan beberapa tahun sekali ini diikuti oleh lebih dari With the participation of Indonesia in the event, more foreign
110 negara. Dengan ikut sertanya Indonesia dalam acara airlines are expected to cooperate and open routes to and
tersebut, diharapkan lebih banyak maskapai penerbangan from Indonesia.
asing yang bekerjasama dan membuka rute penerbangan
dari dan ke Indonesia.
Beberapa peluang yang menciptakan prospek usaha yang Some of the opportunities which create an excellent business
cemerlang bagi Angkasa Pura II sebagai berikut. prospects for Angkasa Pura II as follows.
1.
Besarnya potensi pariwisata yang masih dapat 1. The amount of tourism potential that can still be developed
dikembangkan di Indonesia in Indonesiaa
Kedepannya dapat berkembang penuh seperti halnya di In The future, it can be fully developed just like in Thailand.
Thailand. Upaya pemasaran pariwisata dapat dilakukan Tourism marketing efforts can be conducted in the West


di wilayah Indonesia Barat yang menyasar warga Indonesia region targeting Southeast Asian citizens of
mancanegara Asia Tenggara kelas menengah-atas yang the upper middle class who take a weekend vacation in
berlibur akhir pekan di Indonesia. Indonesia.
2. P eningkatan traffic penerbangan dan penumpang yang 2. Increasing flight and passenger traffic sourced from:
bersumber dari: a. The opening of new domestic routes, including: KNO-
a. Pembukaan rute domestik baru, diantaranya: KNO- Denpasar, KNO-Balikpapan, KNO-Pontianak, PDG-
Denpasar, KNO-Balikpapan, KNO-Pontianak, PDG- Surabaya, Pontianak to Medan, Bengkulu, Jambi,
Surabaya, Pontianak ke Medan, Bengkulu, Jambi, Pekanbaru.
Pekanbaru.
b. Mendorong penerbangan rute internasional dari b. D rive international flight route from Australia / NZ to
Australia/NZ menuju Asia/Eropa untuk transit di Asia / Europe for transit at CGK airport. Currently the
bandara CGK. Saat ini mayoritas penerbangan transit majority of transit flights are through SIN (Changi)
melalui bandara SIN (Changi). airport.
c.Pemberlakuan MEA dan Open Sky Policy, dan c. Enforcement of MEA and Open Sky Policy, and
penyelenggaraan event internasional seperti ASIAN organizing international events such as ASIAN games
games di Indonesia. in Indonesia.
d. Perusahaan mengelola bandara-bandara yang berada d.
The company manages airports located in West
di wilayah Indonesia Barat, dimana perkembangan Indonesia, where the economic development in this
ekonomi pada wilayah ini cukup pesat, sehingga region is quite rapid, so it will naturally impact on the
secara natural akan berimbas pada peningkatan increase of the number of passengers.
jumlah penumpang.
3. Pengelolaan Bandara Kualanamu (KNO) 3. Kualanamu Airport (KNO) Management

APII mengelola bandara KNO yang merupakan satu- APII manages KNO airport which is the only 3 star
satunya bandara Indonesia bintang 3 SKYTRAX dan SKYTRAX airport of Indonesia and has a large area of
memiliki kawasan lahan yang cukup luas, sehingga land, so that potential to be developed further (eg hotel,
potensial dikembangkan lebih lanjut (misal hotel, kawasan business area)
bisnis)
4. Akusisi Bandara Baru 4. Acquiring New Airport

Sejalan dengan kompetensi inti, perusahaan dapat In line with core competencies, the company can increase
menambah portfolio bandara yang dikelola dengan its managed airport portfolio by acquiring new airports,
mengakuisisi bandara baru, contoh: Banyuwangi. Akusisi for example: Banyuwangi. This acquisition aims to enlarge
ini bertujuan untuk memperbesar korporasi melalui the corporation through the 3GB strategy of getting
strategi 3GB yaitu getting bigger bigger
5. Potensi pengembangan bisnis kargo CGK 5. Potential development of CGK cargo business
Menjalin kerjasama pengelolaan kargo CGK melalui Collaborated cargo management through a strategic
strategic partnership dengan mitra global yang telah partnership with CGK global partners who have had big
memiliki nama besar. names.
6. Teknologi untuk mendukung operasional bandara 6. Technology to support airport operations

Teknologi pelayanan kebandar udaraan saat ini telah Today’s airport service technology has grown, such as: self-
banyak berkembang, seperti: self check-in kiosk, instant check-in kiosk, instant feedback system, real-time update
feedback system, realtime update on waiting time, indoor on waiting time, indoor wayfinding, and big data. These
wayfinding, big data. Berbagai teknologi ini dapat/telah technologies can / have been adopted by the company
diadopsi perusahaan sehingga dapat meningkatkan in order to increase customer satisfaction, to support the
kepuasan pelanggan, menunjang peningkatan increase in revenues sourced from non-aero businesses
pendapatan yang bersumber dari bisnis non-aero.

STRATEGI DAN PENGEMBANGAN USAHA

Tren Pengembangan Industri Bandar Udara Industrial Airport Development Trends

Dalam pengembangan industri Bandar udara setidaknya ada In the development of the airport industry there are at least
lima faktor yang perlu diperhatikan agar arah pengembangan five factors that need to be considered for the development
sesuai dengan trend pengembangan bandara-bandara lain di direction in accordance with the development trend of other
dunia. Kelima faktor tersebut, yaitu: airports in the world. These five factors are:
1. Airport Positioning atau kejelasan posisi suatu bandara. 1. Airport Positioning or clear position of an airport.
Kedepannya masing- masing bandara harus memiliki In the future each airport should have a differentiator either
pembeda baik dengan sesama bandara di Angkasa Pura II with fellow airports in Angkasa Pura II or other airports in
ataupun bandara-bandara lain di dunia. Faktor pembeda the world. Distinguishing factors of an airport can be studied
suatu bandara dapat dikaji dari: posisi strategis dalam from: strategic position in the geography context, service
konteks geografi, keunikan pelayanan maupun kekuatan uniqueness or environmental strength or area that can
lingkungan atau daerah yang dapat memberikan nilai jual provide selling value for the airport.
bagi bandara tersebut.
2. Retail 2. Retail
Tren menunjukkan bahwa keberadaan area perbelanjaan di Trends indicate that the presence of shopping areas at
bandara semakin penting. Hal ini didorong oleh tiga faktor, airports is increasingly important. This is driven by three
yaitu: factors, namely:
a. Bertambahnya dwell time Meningkatnya waktu tunggu a. Increased dwell time Increased waiting times can be
dapat dimanfaatkan oleh bandara untuk menyediakan utilized by the airport to provide passengers with needed
hal-hal yang dibutuhkan dan diinginankan penumpang, and passengers, which can be a passenger distraction in
yang dapat menjadi pengalihan perhatian penumpang the face of dwell time at the longer airport.
dalam menghadapi dwell time di bandara yang
semakin lama.
b. Low Cost Carrier (LCC) b. L ow Cost Carrier (LCC)
Adanya peningkatan maskapai penerbangan berbiaya There is an increase in low cost carrier (Low Cost Carriers)
rendah (Low Cost Carriers) di Eropa dan Amerika in Europe and the United States, where in low-cost
Serikat, dimana dalam maskapai berbiaya rendah airlines are not provided free in-flight food. This condition
tidak disediakan makanan gratis dalam penerbangan. can lead to increased purchases of food and beverages
Kondisi ini dapat menyebabkan meningkatnya at airports.
pembelian makanan dan minuman di bandara.
c. Komposisi pelanggan c. The composition of the customer
Tarif penerbangan yang semakin terjangkau berdampak The more affordable flight rates have an impact on the
pada komposisi pelanggan yang semakin bervariasi. increasingly varied customer composition.
3. Logistik 3. Logistics
Strategi pengembangan logistik dapat dilakukan dengan Logistic development strategy can be done by:
cara :
• Investasi infrastruktur (membangun jalur transportasi: • I nfrastructure investment (building transport lines: railways,
rel, jalan raya, pelabuhan, dsb) dan terus melakukan roads, ports, etc.) and continuing to update infrastructure.
pembaharuan infrastruktur.
• Memastikan kapasitas memadai, terutama kapasitas • E nsure adequate capacity, especially the capacity of cargo
stan kargo. booths.
• Melakukan proyeksi kargo yang akurat sebagai dasar • Conduct accurate cargo projections as a basis for
pelaksanaan investasi investment implementation
• Membangun potensi pertumbuhan kargo internasional • Build international cargo growth potential in Indonesia.
di Indonesia.


4. Airport City 4. Airport City

Airport City adalah sebuah visi untuk bandara di masa Airport City is a vision for the airport in the future. The
depan. Diameter sebuah airport city dapat membentang diameter of an airport city can extend up to 30 kilometers.
hingga 30 kilometer. Pusat kota terdiri dari bisnis-bisnisyang The city center consists of business-related aviation industries.
berhubungan denganindustri penerbangan. Diikuti juga Followed also by the construction of a multipurpose area
oleh pembangunan area serbaguna yang berkaitan dengan associated with the airport. Modern infrastructure is the
bandara. Infrastruktur modern menjadi tulang punggung backbone of an airport city. This infrastructure consists of rail
sebuah airport city. Infrastruktur ini terdiri dari jalur rel dan and high-speed railways that use high-speed rail networks.
kereta cepat bandarayang menggunakan jaringan rel kereta
berkecepatan tinggi.
5. Connected Airports 5. Connected Airports

Connected airports adalah konsep bandara yang terhubung Connected airports are the concept of a connected airport in
di masa depan.Pada tahun 2020 hingga seterusnya, era the future. By 2020 onward, the Internet of Things era will
Internet of Things akan memungkinkan para pemangku allow stakeholders to connect. Things that can drive the era
kepentingan untuk saling terhubung. Hal-hal yang dapat of the internet of things or the era of digitalization are digital
mendorong era internet of things atau era digitalisasi yaitu offerings & business models, digital capabilities, and digital
penawaran digital & model bisnis , kapabilitas digital, dan infrastructure
infrastruktur digital
Bandara Terdiferensiasi
Positioning strategies, yang Positioning strategis setiap Bandara jelas
lebih jelas, dihubungkan

dengan konteks bandara
Bandara sebagai tujuan belanja
Logistik & e-Commerce
Pengembangan land side

yang terintegrasi
Kota Bandara
Retail 2.0
Pertumbuhan Agresif
melebihi Bisnis Inti Aero
Teknologi & Kemampuan Baru

Bandara Terhubung
Transformasi Digital untuk efisiensi tinggi & Customer Experience


STRATEGI
KORPORASI Strategi Perusahaan | Corporate Strategy
CORPORATE
STRATEGY
Strategi Perusahaan terbagi
atas 3 (tiga) level sebagaimana
piramida dibawah ini:
STRATEGI BISNIS
BUSINESS STRATEGY
The Company’s strategy is divided into 3 (three) levels

STRATEGI FUNGSI as the pyramid below:
FUNCTIONAL STRATEGY
a. S
trategi korporasi (Corporate level strategy) a. Corporate level strategy
Strategi Perusahaan merupakan level strategi paling atas The Company’s strategy is the top level of strategy that serves
yang berfungsi menentukan arah perencanaan perusahaan to determine the overall direction of corporate planning. At
secara keseluruhan. Pada level ini terdapat tiga strategi this level there are three strategies applied, namely business
yang diterapkan, yaitu strategi pertumbuhan usaha, strategi growth strategy, portfolio strategy and parenting strategy.
portofolio dan strategi parenting.
1. S
trategi pertumbuhan 1. Growth strategy
Strategi pertumbuhan usaha perusahaan meliputi strategi The company’s growth strategy includes organic and non-
organik dan non organik. Strategi organik dilakukan dengan organic strategies. Organic strategy is done by maximizing
memaksimalkan bisnis yang sudah ada saat ini (bisnis inti existing business (core business and related business). Non-
dan bisnis terkait). Strategi non organik dilakukan melalui organic strategy is done through merger, acquisition or
langkah merger, akusisi atau partnership partnership
2. S
trategi Portofolio 2. Portfolio Strategy
Untuk melakukan pemetaan terhadap portofolio produk For mapping the product and customer portfolio, Angkasa
dan pelanggan Angkasa Pura II telah menetapkan strategi Pura II has set a portfolio strategy that refers to the concept
portofolio yang mengacu pada konsep 3A yaitu: of 3A namely:
• Airport • Airport
Sebagai alat produksi utama perusahaan. Airport As the company’s main production tool. Airport is the
adalah pondasi utama untuk menghasilkan revenue main foundation for generating revenue in airport
dalam bisnis kebandarudaraan yang terbagi dalam business which is divided into aeronautical and non
pendapatan aeronautika dan non aeronautika. aeronautical revenues. Airport here includes the
Airport disini termasuk infrastruktur dan seluruh infrastructure and all the supporting facilities so that
fasilitas pendukungnya sehingga setiap jengkal yang every inch of the airport should make money for the
ada di airport seharusnya menghasilkan uang bagi company.
perusahaan.


• Airlines • Airlines
Memegang posisi yang sangat penting karena Holding a very important position because the
keberlangsungan bisnis kita sangat tergantung pada continuity of our business is very dependent on the
airlines. Airlines merupakan customer utama sehingga airlines. Airlines is a major customer so it is necessary
perlu untuk memahami portfolio business airlines to understand the portfolio of airlines business to be
untuk dapat melakukan sinergi dalam upaya untuk able to synergize in an effort to provide more benefits
memberikan manfaat lebih banyak bagi perusahaan. for the company.
• Arena • Arena
Adalah gelanggang tempat kita berperang, dimana It is the arena where we fight, where we seek new
disitulah kita mencari peluang-peluang bisnis baru business opportunities in relation to our growth
dalam kaitannya dengan strategi pertumbuhan yang strategy. It is important to know which business
akan kita lakukan. Penting untuk mengetahui portfolio portfolio is in the arena to capture new business
business yang ada dalam arena untuk bisa menangkap opportunities.
peluang bisnis baru.
3. Strategi Parenting 3. Parenting Strategy

Strategi parenting adalah strategi yang diterapkan induk Parenting strategy is a strategy applied by the parent to a
kepada anak perusahaan. Dimana induk melakukan subsidiary. Where the parent controls subsidiaries which
pengontrolan kepada anak perusahaan yang meliputi includes three things: controlling the planning undertaken
tiga hal yaitu pengontrolan terhadap perencanaan yang by a subsidiary, controlling the subsidiary’s budget and
dilakukan oleh anak perusahaan, pengontrolan terhadap controlling the strategies to be undertaken by the subsidiary
anggaran anak perusahaan dan pengontrolan terhadap Parenting parenting strategy for subsidiaries is done through
strategi-strategi yang akan dilakukan oleh anak perusahaan 3 things:
Strategi parenting induk terhadap anak perusahaan adalah
dilakukan melalui 3 hal yaitu : • Establish the subsidiary’s core business
• Menetapkan bisnis inti anak perusahaan By ensuring that the subsidiaries are focused and
Dengan memastikan anak perusahaan fokus dan consistent on the core business they have set, ensure
konsisten pada bisnis utama yang telah ditetapkan, each subsidiary has a different core business to avoid
memastikan setiap anak perusahaan memiliki bisnis duplication, and optimize the synergy between the parent
inti yang berbeda untuk menghindari duplikasi, dan company and its subsidiaries.
melakukan optimalisasi sinergi antara induk perusahaan
dengan anak perusahaan.
• Memetakan kompetensi Inti anak perusahaan • Map the core competencies of subsidiaries
Perusahaan memetakan kompetensi inti anak perusahaan The company maps the core competencies of its
berdasarkan bisnis intinya. Apabila anak perusahaan subsidiaries based on its core business. If the subsidiary will
akan melakukan pengembangan portfolio bisnisnya develop its business portfolio, it must be with the parent
harus dengan persetuujuan induk, dengan memastikan agreement, by ensuring the subsidiary has qualified and
anak perusahaan memiliki SDM yang berkualitas dan competent human resources in its field.
berkompeten di bidangnya.
• Menghitung kapasitas anak perusahaan • Calculate the capacity of subsidiaries

Perusahaan menghitung kapasitas anak perusahaan The Company calculates the capacity of subsidiaries
dengan cara memastikan anak perusahaan memiliki by ensuring that subsidiaries have sufficient capacity
kapasitas yang memadai untuk memberikan pelayanan to provide services and ensure that subsidiaries have
dan memastikan bahwa anak perusahaan memiliki production equipment and supporting resources
alat produksi dan sumber daya pendukung yang developed as the business grows and the number of
dikembangkan sesuai perkembangan bisnis dan jumlah customers it handles.
pelanggan yang ditanganinya.


b. Strategi Bisnis (Business Level Strategy) b. Business Level Strategy

Strategi bisnis yang telah ditetapkan perusahaan terdiri The company’s business strategy consists of four main
dari empat strategi utama, yaitu pertama, percepatan strategies, namely first, the growth acceleration of movement
pertumbuhan pergerakan di semua bandara, dengan strategi in all airports, with the right airport positioning strategy that
posisi bandara yang tepat yaitu akselerasi bisnis aero dengan is aero business acceleration by focusing on Soekarno Hatta
berfokus pada Bandara Soekarno Hatta dan Kualanamu. Airport and Kualanamu. Second, business transformation
Kedua, transformasi bisnis melalui kemitraan dengan pelaku through partnerships with world-class businesses focuses on
bisnis kelas dunia berfokus pada bisnis kargo dan kerjasama cargo business and airport operational cooperation. Third,
operasional bandara. Ketiga, mengembangkan bisnis di develop business around the airport to increase the value
sekitar bandara untuk meningkatkan nilai kemanfaatan of land use and last, optimize the customer experience and
lahan dan terakhir, optimasi pengalaman pelanggan dan stimulate passenger spending at the airport.
menstimulasi pembelanjaan penumpang di bandara.
1. P
ercepatan pertumbuhan pergerakan di semua bandara, 1. a cceleration of growth of movement in all airports, with
dengan strategi posisi bandara yang tepat dapat dilakukan the right airport positioning strategy can be done with the
dengan langkah sebagai berikut: following steps:
NO BANDARA | AIRPORT STRATEGI | STRATEGY
Menjadi Hub internasional utama (primary international country Hub) di tahun 2020
1. Bandara Soekarno Hatta
Become a major international hub (primary international country Hub) in 2020
Menjadi Hub internasional kedua (secondary international country Hub) di tahun 2020
2. Bandara Kualanamu
Become the second international Hub (secondary international country Hub) in 2020
Mengembangkan fungsi sebagai bandara asal-tujuan (origin-destination)
3. Bandara lainnya
Developing function as an origin-destination airport¸
2. T ransformasi bisnis perusahaan dilakukan melalui strategi 2. Corporate business transformation is done through
inorganic yaitu partnership atau kemitraan. Kemitraan inorganic strategy that is partnership. Partnerships are
diarahkan dengan mitra strategis global yang sudah directed with a global strategic partner who already has a
memiliki nama baik dalam industri. Kemitraan dengan good name in the industry. Partnership with global strategic
mitra strategis global diharapkan dapat memberikan partners is expected to provide added value to Angkasa Pura
nilai tambah kepada Angkasa Pura II pada umumnya dan II in general and airports in particular.
bandara-bandara pada khususnya.
Strategi kemitraan dilakukan dengan fokus pada : Partnership strategy is done with focus on:
• Kemitraan strategis pengoperasian Bandar Udara: •
Strategic partnership of airport operation: Strategic
Kemitraan strategis pengelolaan Bandar Udara partnership of Kualanamu Airport management
Kualanamu
• Kemitraan pada bisnis kargo: kemitraan dengan pelaku • Partnership on cargo business: partnership with global
kargo global untuk meningkatkan pangsa pasar dan cargo players to increase market share and corporate
pendapatan kargo perusahaan melalui pembangunan cargo revenue through cargo village development.
cargo village.
3. P engembangan properti di wilayah bandara dan sekitarnya 3. The development of property in the airport and
bertujuan untuk meningkatkan nilai kemanfaatan lahan. surrounding areas aims to increase the value of land use.
Ada 3 tahap pengembangan bandara : There are 3 stages of airport development:
• Melengkapi fungsi-fungsi utama bandara untuk • Complete the main functions of airports for aviation
penerbangan dan sirkulasi penumpang. and passenger circulation.
• Pengembangan fasilitas pendukung di area milik • Development of supporting facilities in airport-owned
bandara seperti hotel, perkantoran, dsb. areas such as hotels, offices, etc.
• Pengembangan area di sekitar bandara yang bukan • Development of the area around the airport which is
merupakan wilayah bandara sendiri. not an airport area alone.i.


4. O
ptimalisasi pengalaman pelanggan dilakukan dengan 4. O
ptimizing the customer experience is done with the
penggunaan teknologi terkini yang terintegrasi satu sama use of the latest technology that is integrated with each
lainnya sehingga tercipta kepastian waktu dan proses bagi other so as to create certainty of time and process for
pelanggan, dengan kepastian waktu dan proses di Bandar the customer, with certainty of time and process at the
udara dapat menstimulasi pembelanjaan penumpang airport can stimulate passenger spending dibandara.
dibandara. Peningkatan pembelanjaan penumpang harus Increased passenger spending should be supported by
ditunjang dengan strategi retail yan tepat. appropriate retail strategies.
c. Strategi Fungsional (Functional Level Strategy) c. Functional Level Strategy

1. Teknologi dan operasional 1. Technology and operations
Teknologi dan operasional berfokus pada penerapan Technology and operations are focused on implementing
smart airport. penerapan smart airport yaitu penggunaan smart airports. the application of smart airport is the use
teknologi terkini baik untuk operasional bandara of the latest technology both for airport operations and to
maupun untuk meningkatkan pengalaman penumpang. improve the passenger experience. Smart airport concept
Konsep Smart airport akan mengefisienkan operasional will streamline airport operations and passenger services.
di bandara dan pelayanan penumpang. Teknologi terkini The latest technology is used to streamline the passenger
dpergunakan untuk mengefisienkan proses penumpang process so as to improve passenger comfort
sehingga dapat meningkatkan kenyamanan penumpang
2. Organisasi yang Agile dan Ramping 2. Agile and Lean Organization

Guna mencapai tujuan baru organisasi, dibutuhkan In order to achieve the organization’s new goals, it takes
sebuah struktur organisasi yang mampu mengakomodasi an organizational structure that can accommodate the
terciptanya peningkatan kinerja. Struktur organisasi creation of performance improvements. The bureaucratic
yang birokratis sulit untuk beradaptasi dengan organizational structure is difficult to adapt to the
tuntutan perubahan lingkungan. Untuk itu dibutuhkan demands of environmental change. For that required
transformasi struktur organisasi sehingga menjadi agile. transformation of organizational structure so that it
Sebuah organisasi yang agile memiliki rentang kendali becomes agile. An agile organization has a range of
dengan lapisan yang lebih sedikit, struktur yang tidak controls with fewer layers, less deep structures, where
terlalu dalam, dimana setiap anggota memiliki peran yang each member has a clearer role and the authority to
lebih jelas serta kewenangan untuk saling berkoordinasi coordinate with each other.
satu sama lain.
3. Sumber daya manusia 3. Human resources

Strategi ini meliputi sistem manajemen SDM dengan This strategy includes an HR management system by
mendorong budaya yang berorientasi kinerja dengan fostering performance-oriented culture with world-class
kapabilitas kelas dunia Keselamatan dan keamanan capabilities. Safety and security
4. Corporate Finance & In Organic growth 4. Corporate Finance & In Organic growth
Pendanaan inovatif (innovative funding) memiliki peranan Innovative funding has a very important role as an
sangat penting sebagai enabler dalam terlaksananya enabler in the implementation of all investment plans
seluruh rencana investasi dalam rencana jangka panjang in the company’s long-term plan. The paradigm of
perusahaan. Paradigma sumber pendanaan tradisional traditional funding sources needs to be changed to be
perlu diubah menjadi lebih inovatif agar dapat membuka more innovative in order to open up new sources of
beragam sumber pendanaan baru. Pendanaan inovatif funding. Innovative financing needs to be done, among
yang perlu dilakukan antara lain melalui penerbitan others through the issuance of bonds, the exploration
bonds, penjajakan kerjasama baik lokal (local partnership) of local and global partnership, related to operational
maupun global, terkait kerjasama operasional maupun cooperation and the establishment of subsidiaries for


pendirian anak perusahaan (subsidiaries) untuk beberapa several investment initiatives, the sale of non-core assets,
inisiatif investasi, penjualan aset-aset non-inti (non-core These various funding sources are expected to provide
assets). Beragam sumber pendanaan ini diharapkan adequate funding access and the transfer of financial
dapat memberikan akses pendanaan yang memadai dan liabilities and risks to others which strategically and
pengalihan kewajiban finansial serta risiko kepada pihak mutually beneficial.
lain secara strategis dan saling menguntungkan.
5. Keselamatan dan keamanan 5. Safety and security

Untuk mencapai visi 2020 ada beberapa langkah strategis To achieve the 2020 vision there are several strategic
dari aspek keselamatan dan keamanan yang krusial. steps of safety and security aspects that are crucial. This
Aspek ini tidak terkait langsung dengan pendapatan aspect is not directly related to income but is the first and
namun merupakan syarat pertama dan utama bisnis main requirement of the core business of an airport and
inti suatu bandara dan perlu dikembangkan di seluruh needs to be developed at all Angkasa Pura II airports.
bandara Angkasa Pura II.
6. Manajemen Perubahan 6. Change Management

Dengan mempertimbangkan bahwa inisiatif strategis Considering that Angkasa Pura II’s strategic initiatives are
Angkasa Pura II bersifat kompleks dan jangka panjang, complex and long-term, Angkasa Pura II needs to prepare
Angkasa Pura II perlu mempersiapkan sebuah a Transformation Office (TO), an organ that proactively
Transformation Office (TO), sebuah organ yang secara guards the implementation of each initiative, ensures
proaktif mengawal implementasi setiap inisiatif yang that every initiative is in place to achieve the target. This
telah dicanangkan, memastikan setiap inisiatif berjalan organ reports the progress of implementation of direct
dalam rangka mencapai target. Organ ini melaporkan initiatives to the Board of Directors. Initiative owner
perkembangan implementasi inisiatif langsung kepada remains the responsible and executor of the initiative,
Direksi. Initiative owner tetap merupakan penanggung ensuring the initiative works successfully. Initiative owner
jawab dan pelaksana inisiatif, memastikan inisiatif in collaboration with Initiative Sponsor to address issues
terlaksana dengan sukses. Initiative owner bekerjasama that require coordination of cross-sectoral settlement.
dengan Initiative Sponsor untuk mengatasi masalah yang
membutuhkan koordinasi penyelesaian lintas sektoral.
9 6 3 1
DAYA TARIK
INDUSTRI
Industrial Attraction
Kemampuan Perusahaan | Company Capability

ASPEK PEMASARAN
MARKETING ASPECT
PANGSA PASAR MARKET SHARE
Secara umum, industri bandara di Indonesia masih menunjukkan In general, the airport industry in Indonesia still shows
perkembangan dan peluang bisnis yang menggembirakan encouraging business development and opportunities compared
dibandingkan industri lainnya, akibat tidak adanya persaingan to other industries, due to the lack of direct competition. This is
secara langsung. Hal ini juga didukung oleh meningkat kesadaran also supported by increased public awareness of the accessibility
masyarakat akan kemudahaan akses layanan angkutan udara of air transport services and the need for efficient travel mileage
dan kebutuhan akan efisiensi waktu jarak tempuh perjalanan with geographical conditions of the islands compared to travel
dengan kondisi geografis kepulauan berbanding perjalanan by land or sea transport. Answering these opportunities, the
menggunakan angkutan darat atau laut. Menjawab peluang ability of the Company should continuously improved in order
tersebut, tentu kemampuan Perusahaan perlu terus ditingkatkan to grow sustainably. Based on the analysis of the Company’s
untuk dapat bertumbuh berkelanjutan. Berdasarkan analisa position, the Company is in a Grow / Invest position.
posisi perusahaan, Perseroan berada pada posisi Grow/Invest.
Kesimpulan hasil analisa tersebut diperoleh dengan menilai daya The conclusion of the analysis results is obtained by assessing
tarik industri berdasarkan profitabilitas, pertumbuhan bisnis dan industry attractiveness based on profitability, business growth
tingkat kompetisi industri bandar udara dibandingkan dengan and airport industry competition level compared to other
industri lain di Indonesia. Sementara kemampuan Perusahaan industries in Indonesia. While the Company’s ability is assessed
dinilai berdasarkan kinerja keuangan dan keunggulan kompetitif based on our financial performance and competitive advantage.
Perusahaan. Dibandingkan dengan perusahaan sejenis di dunia, Compared to similar companies in the world, PT Angkasa Pura
PT Angkasa Pura II (Persero) memiliki kinerja keuangan yang II (Persero) has a good financial performance, with a 10% ROI
cukup baik, dengan nilai ROI 10% dan ROE 15%, berada and a 15% ROE, which is in a moderate position compared to its
pada posisi moderat dibandingkan dengan perusahaan sejenis peers (Changi, Incheon, Memphis, Kuala Lumpur, and Beijing).
(Changi, Incheon, Memphis, Kuala Lumpur, dan Beijing).
Sedangkan terhadap pencapaian nilai CSI (Customer Satisfaction While on the achievement of value CSI (Customer Satisfaction
Index), PT Angkasa Pura II (Persero) mendapatkan skor penilaian Index), PT Angkasa Pura II (Persero) to get a score rating of 4.3
sebesar 4.3 (Korporat) dan 4.22 (BSH). (Corporate) and 4:22 (BSH
STRATEGI PEMASARAN MARKETING STRATEGY

Untuk meningkatkan pendapatan usaha, telah dilakukan To increase business revenues, several strategies have been
beberapa strategi sebagai berikut. undertaken as follows.
STRATEGI |
KEBIJAKAN | POLICY KETERANGAN | DESCRIPTION
STRATEGY
Market Peningkatan pelayanan terhadap pasar saat ini, antara lain dengan peningkatan Peningkatan kapasitas terminal telah dilakukan di hampir
Penetration kapasitas terminal, optimalisasi proses operasional, otomatisasi, perbaikan metode seluruh cabang APII, optimalisasi proses operasional
collection, serta optimalisasi pelayanan garbarata dilakukan dengan digitalisasi dan otomatisasi
Increasing the capacity of the terminal has been carried
Improved services to the current market, among others, by increasing the terminal out in almost all branches AP II, optimizing operational
capacity, optimization of operational processes, automation, improvement of processes performed by digitization and automation
collection methods, and optimization of aviobridge service
Market Pengembangkan pasarbaru dengan layanan yang ada, dilakukan antara lain Terdapat penambahan airlines di beberapa cabang APII
Development dengan dengan penambahan airline dan freighter baru (nasional/internasional), There are additional airlines in several branches of APII
penambahan tenant dan partner strategis lainnya
The development of new markets with existing services, carried out among others
by the addition of airlines and new freighter (national / international), the addition
of tenants and other strategic partners
Service Pengembangan layanan baru dengan teknologi terkait untuk melayani pasar saat Instalasi ekiosk, ecommerce di beberapa bandara
Development ini, dengan melakukan pengembangan terminal kargo modern (bonded zone), Installing eciosk, ecommerce at several airports
pengembangan integrated offices building, pengembangan Check-in Lounge/CIP
Lounge, e-kiosk, e-payment, e-commerce, dan komersialisasi ICT
Development of new services with related technology to serve the current market,
by developing a modern cargo terminal (bonded zone), developing integrated
offices building, developing Check-in Lounge / CIP Lounge, e-kiosk, e-payment,
e-commerce, and commercialization of ICT
Diversification Pengembangan airport training centre, aerospace park (Logistic), bisnis property/real Pendirian Training Center
estate pada aset-aset tanah di luar kawasan bandar udara Establishment of Training Centre
Development of airport training centre, aerospace park (Logistic), property / real

estate business on land assets outside the airport area

TINJAUAN OPERASIONAL PER SEGMEN USAHA

Penggunaan transportasi udara yang dinilai lebih efektif dan

efisien dari segi waktu tempuh, mengingat kondisi geografis
Indonesia sebagai negara kepulauan yang luas. Hal ini tentu
berpengaruh terhadap percepatan pertumbuhan ekonomi
masyarakat yang lebih dinamis dan memberikan dampak
terhadap penguatan daya beli masyarakat.
Air transport facilities have been considered to be very effective and time-efficient
especially for the geographical situation of as a vast archipelagic country. Along with
the increasing purchasing power of society and acceleration of national economic
growth, the need for air transportation will also increase.
Sejalan dengan hal tersebut, Angkasa Pura II hadir untuk In line with such matter, the Company continues to implement
melaksanakan dan menunjang kebijakan dan program and support government policies and programs in the field of
Pemerintah di bidang ekonomi dan pembangunan dalam economy and development by carrying out business services
menyelenggarakan usaha jasa kebandarudaraan dan usaha- of hospitality and other related businesses in accordance with
usaha lain yang terkait sesuai anggaran dasar Perseroan. Dalam the Company’s Articles of Association. In order to fulfill the
rangka memenuhi amanat Pemerintah dan sebagai usaha obligations that have been mandated by the government and
mendorong pertumbuhan ekonomi nasional, Angkasa Pura II as a form of effort to encourage national economic growth, the
melakukan berbagai upaya sebagai berikut: Company has made various efforts such as:
a.
Penyediaan, pengusahaan dan pengembangan fasilitas a. Provision, operation and development of facilities for landing,
untuk kegiatan pelayanan pendaratan, lepas landas, parkir takeoff, parking and storage services of aircrafts;
dan penyimpanan pesawat udara;
b. Penyediaan, pengusahaan dan pengembangan fasilitas b. P rovision, operation and development of terminal facilities
terminal untuk pelayanan angkutan penumpang, kargo dan for passenger, cargo and post transport services;
pos;
c. Penyediaan, pengusahaan dan pengembangan fasilitas c. Provision, operation and development of electronic,
elektronika, navigasi, listrik, air dan instalasi limbah buangan; navigation, electricity, and water facilities, as well as waste
disposal installations;
d. Penyediaan jasa pelayanan penerbangan; d. P rovision of aviation services;
e. P enyediaan lahan untuk bangunan, lapangan, dan kawasan e. P rovision of land for buildings, fields and industrial estates, as
industri, serta gedung-gedung bangunan yang berhubungan well as buildings that are related to the flow of air transport;
dengan kelancaran angkutan udara;
f. Penyediaan jasa konsultasi pendidikan dan pelatihan yang f. P rovision of education and training consultancy services that
berkaitan dengan kebandarudaraan; are related to the airport;

TINJAUAN OPERASIONAL PER SEGMEN USAHA

g. P enyediaan jasa pelayanan yang secara langsung menunjang g. T he provision of services that directly support the activities
kegiatan penerbangan yang meliputi penyediaan hanggar of aviation business which includes the provision of aircraft
pesawat udara, perbengkelan pesawat udara, pergudangan, hangars, aircraft maintenance, warehousing, aircraft
jasa boga pesawat udara, jasa pelayanan teknis penanganan catering services, aircraft ground handling technical services,
pesawat udara di darat, jasa pelayanan penumpang dan passenger and baggage services, cargo handling services
bagasi, jasa penanganan kargo dan jasa penunjang lainnya and other supporting services that directly support aviation
yang secara langsung menunjang kegiatan penerbangan; activities;
h. P enyediaan jasa pelayanan yang secara langsung atau tidak h. P rovision of services that directly or indirectly support the
langsung menunjang kegiatan bandar udara yang meliputi airport activities, including the provision of accommodations/
jasa penyediaan penginapan/hotel, jasa penyediaan toko hotels, shop and restaurant supply services, motor vehicle
dan restoran, jasa penempatan kendaraan bermotor, jasa placement services, aviation-related leisure services,
penyediaan tempat rekreasi yang berhubungan dengan aerospace exhibitions, general maintenance services and
penerbangan, pameran dirgantara keudaraan, jasa other services that directly or indirectly support the airport
perawatan pada umumnya dan jasa lainnya yang secara activities.
langsung atau tidak langsung menunjang kegiatan bandar
udara.
Perseroan berkedudukan dan berkantor pusat di Bandara The Company is located and has a headquarter at Soekarno-
Soekarno-Hatta, Tangerang, provinsi Banten. Perseroan hingga Hatta Airport, Tangerang, Banten Province. As of 2017, the
tahun 2017 mempunyai 14 kantor cabang yang masing-masing Company has 14 branch offices, each located at the airports
berkedudukan di bandar udara (bandara) yang dikelola managed by the Company, namely:
Perseroan sebagai berikut:
1. Bandar Udara Internasional Soekarno-Hatta, Tangerang; 1. Soekarno-Hatta International Airport, Tangerang;
2. Bandar Udara Halim Perdanakusuma, Jakarta; 2. Halim Perdanakusuma Airport, Jakarta;
3. Bandar Udara Sultan Mahmud Badaruddin II, Palembang; 3. Sultan Mahmud Badaruddin II Airport, Palembang;
4. Bandar Udara Supadio, Pontianak; 4. Supadio Airport, Pontianak;
5. Bandar Udara Internasional Kualanamu, Deli Serdang; 5. Kualanamu International Airport, Deli Serdang;
6. Bandar Udara Sultan Syarif Kasim II, Pekanbaru; 6. Sultan Syarif Kasim II Airport, Pekanbaru;
7. Bandar Udara Internasional Minangkabau, Padang 7. Minangkabau International Airport, Padang Pariaman;
Pariaman;
8. Bandar Udara Internasional Sultan Iskandar Muda, Banda 8. Sultan Iskandar Muda International Airport, Banda Aceh;
Aceh;
9. Bandar Udara Internasional Husein Sastranegara, 9. Husein Sastranegara International Airport, Bandung;
Bandung;
10. Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang; 10. Raja Haji Fisabilillah Airport, Tanjung Pinang;
11. Bandar Udara Sultan Thaha, Jambi; 11. Sultan Thaha Airport, Jambi;
12. Bandar Udara Depati Amir, Pangkal Pinang; 12. Depati Amir Airport, Pangkal Pinang;
13. Bandar Udara Silangit, Siborong-Borong; 13. Silangit Airport, Siborong-Borong;
14. Bandara Banyuwangi (Banyuwangi). 14. Bandara Banyuwangi (Banyuwangi).

KINERJA OPERASI PER SEGMEN USAHA

Angkasa Pura II telah melaporkan segmen-segmen usaha sesuai

Penerapan Standar Akuntasi Keuangan (PSAK) 5 (revisi 2010). Usaha
Angkasa Pura II dikelompokkan berdasarkan divisi-divisi operasi yaitu
aeronautika, non-aeronautika, kargo dan lainnya dan kantor cabang.
Namun demikian, secara umum produksi utama Angkasa Pura II ditopang
oleh produksi segmen usaha jasa aeronautika dan segmen usaha jasa non
aeronautika. Segmen Usaha Perseroan digambarkan dalam grafik berikut:
The Company has reported business segments in accordance with the Application of Financial Accounting Standards (PSAK) 5
(revised 2010). The Company’s businesses are categorized based on operational divisions of aeronautics, non-aeronautics, cargo
and others including the branch offices. However, in general, the Company’s main production is supported by the production
of aeronautical service and non-aeronautical service business segments. The Company’s Business Segment is illustrated in the
following graphs:
SEGMEN USAHA AERONAUTIKA

Usaha Aeronautika merupakan bidang usaha kebandarudaraan
yang menyediakan pelayanan jasa antara lain: pelayanan jasa
penumpang pesawat udara (PJP2U), pelayanan jasa pendaratan,
pelayanan jasa penempatan, pelayanan jasa parking surcharge,
pelayanan jasa pemakaian aviobridge dan Pelayanan jasa konter.
Aeronautical Business is airport business which provides services

such as: air passenger service (PJP2U), landing service, placement
service, parking surcharge service, aviation service usage and
counter service.

KINERJA OPERASI PER SEGMEN USAHA

SEGMEN USAHA NON AERONAUTIKA SEGMEN USAHA KARGO

Usaha non aeronautika merupakan bidang usaha Usaha Kargo merupakan bidang usaha kebandarudaraan
kebandarudaraan yang menyediakan pelayanan jasa penunjang yang menyediakan pelayanan jasa fasilitas pengiriman
penerbangan antara lain: jasa sewa ruang, sewa gudang, sewa barang.
tanah, sewa tanah diperkeras, reklame, konsesi, throughput fee,
parkir kendaraan, dan utilities. Cargo business is a business eld of airport services that
provides goods delivery facility services.
Non-aeronautics business segment is a service that supports ight
activity. Several types of non-aeronautics revenues include the
leasing of space, warehouse, land and hardened land, billboards,
concessions, throughput fees, vehicle parking and utilities.

KINERJA SEGMEN USAHA JASA AERONAUTIKA

PERFORMANCE OF AERONAUTICS SERVICE BUSINESS SEGMENT
“ Usaha Aeronautika merupakan bidang usaha kebandarudaraan

yang menyediakan pelayanan jasa antara lain: pelayanan jasa
penumpang pesawat udara (PJP2U), pelayanan jasa pendaratan,
pelayanan jasa penempatan, pelayanan jasa parking surcharge,
pelayanan jasa pemakaian aviobridge dan Pelayanan jasa konter.
Aeronautical Business is airport business which provides services such as: air
passenger service (PJP2U), landing service, placement service, parking surcharge
service, aviation service usage and counter service.
Laba bersih (laba tahun berjalan) segmen jasa

aeronautika tahun 2017 mencapai
Net profit (current year profit) of the aeronautika service
Rp1.162,67 Miliar | Billion
segment in 2017 reached


Produksi Jasa Aeronautika Production of Aeronautics Service

Produksi jasa aeronautika merupakan produksi atas pelayanan Aeronautical service production is the production of direct
langsung terhadap kegiatan Penerbangan. Pelayanan tersebut services to Aviation activities. These services include Landing
antara lain Pelayanan Jasa Pendaratan, Penempatan, dan Service, Placement and Aircraft Storage (PJP4U), Aircraft
Penyimpanan Pesawat Udara (PJP4U), Pelayanan Jasa Penumpang Passenger Service (PJP2U), Garbarata (Aviobridge) Use, and
Pesawat Udara (PJP2U), Pemakaian Garbarata (Aviobridge), dan Counter Use. The achievement of aeronautical production
Pemakaian Konter. Capaian produksi aeronautika perusahaan company in the Year 2017 can be seen in the following table:
pada Tahun 2017 dapat dilihat pada tabel berikut ini:
Tabel Produksi Segmen Usaha Jasa Aeronautika Table of Aeronautics Service Production
Realisasi RKAP REALISASI ACHIEVE Growth

Uraian Satuan
2015 2016 2017 2017 2017 2016-2015 2017-2016
7 8 9
1 2 3 4 5 6
6:5 (4-3):3 (6-4):4
Pelayanan Pendaratan
Domestik Ton 26,003,573 31,720,115 33,009,298 33,804,366 102% 22% 7%
Internasional Ton 10,217,040 9,435,181 9,973,104 9,944,672 100% -8% 5%
Jumlah Ton 36,220,613 41,155,296 42,982,402 43,749,038 102% 14% 6%
Pelayanan Penumpang
Domestik Pax 33,027,630 36,406,686 37,443,153 39,898,250 107% 10% 10%
Internasional Pax 7,850,017 8,340,701 8,464,671 9,232,196 109% 6% 11%
Jumlah Pax 40,877,647 44,747,387 45,907,824 49,130,446 107% 9% 10%
Pemakaian Aviobridge
Domestik Pes 206,777 259,104 323,588 351,227 109% 25% 36%
Internasional Pes 79,378 81,244 85,948 93,951 109% 2% 16%
Jumlah Pes 286,155 340,348 409,536 445,178 109% 19% 31%
Secara umum, realisasi kinerja produksi In general, the actual performance of Laba (Rugi) Jasa
jasa aeronautika tahun 2017 mencapai aeronautical service production in 2017 Aeronautika
lebih tinggi baik terhadap realisasi kinerja is higher than the actual performance of Profit (Loss) on
produksi jasa aeronautika tahun 2016 aeronautical service production in 2016
Aeronautical Services
maupun terhadap target yang ditetapkan and against the targets set in the current (dalam miliar Rupiah | in billion Rupiah)
pada tahun berjalan. Secara komposisi, year. In composition, the achievement
pencapaian kinerja jasa aeronautika of aeronautical service performance is 1,162.67
dikontribusi oleh pertumbuhan kinerja contributed by the growth of 6% landing
pelayanan pendaratan sebesar 6%, service performance, 10% passenger
pertumbuhan kinerja pelayanan service performance growth, 31% service
penumpang sebesar 10%, pertumbuhan utilization rate of aviobridge service and
418.48
kinerja pelayanan pemakaian aviobridge 9% service performance service growth.
sebesar 31% dan pertumbuhan kinerja
pelayanan pemakaian konter sebesar 9%.
2017 2016


Produksi Pelayanan 1. P elayanan Jasa Pendaratan, 1. A ircraft Landing, Placement and

Penempatan, dan Penyimpanan Storage Service (PJP4U)
Pendaftaran Pesawat Udara (PJP4U)
Production of Registration PJP4U Pelayanan PJP4U Domestik P JP4U Domestic PJP4U service achieved
Services tercapai 2% di atas RKAP dan 2% above RKAP and International
(dalam Ton | in Ton)
pelayanan Internasional tercapai service is reached RKAP, due to the
sebesar RKAP, dikarenakan adanya addition of Flight frequency in some
43,749,038
penambahan frekuensi Penerbangan branch offices.
di beberapa kantor cabang.
Kinerja pelayanan Pendaratan tahun L anding service performance in 2017

41,155,296 2017 mencapai 43.749.038 ton, reached 43,749,038 tons, or 6%
atau 6% terhadap kinerja pelayanan of landing service performance in
pendaratan tahun 2016 sebesar 2016 amounted to 41,155,296 tons.
41.155.296 ton. Secara komposisi, In composition, the performance is
kinerja tersebut didukung oleh supported by the achievement of
2017 2016 pencapaian pelayanan pendaratan domestic landing service of 33,804,366
domestik sebesar 33.804.366 tons (7% growth) and international
ton (tumbuh 7%) dan pelayanan landing service of 9,944,672 tons (5%
pendaratan internasional sebesar growth).
9.944.672 ton (tumbuh 5%).
2. Pelayanan Jasa Penumpang Pesawat 2. Pelayanan Jasa Penumpang Pesawat

Produksi Pelayanan Udara (PJP2U) Udara (PJP2U)
Penumpang Pelayananpenumpangdomestiktercapai Domestic passenger service is 7% above
Production of Passenger 7% di atas RKAP dan pelayanan RKAP and international passenger
Service penumpang internasional tercapai service is 9% above RKAP, this is due
(dalam Pax | in Pax) 9% di atas RKAP, hal ini disebabkan to increased production as a result of
49,130,446 karena peningkatan produksi sebagai additional flight frequency in some
dampak dari penambahan frekuensi branch offices.
penerbangan di beberapa kantor
cabang.
44,747,387
Kinerja pelayanan penumpang tahun Performance of passenger service
2017 mencapai 49.130.446 pax, atau in 2017 reached 49,130,446 pax,
10% terhadap kinerja pelayanan or 10% to the performance of
penumpang tahun 2016 sebesar passenger service in 2016 amounted
2017 2016 44.747.387 pax. Secara komposisi, to 44,747,387 pax. In composition,
kinerja tersebut didukung oleh the performance is supported by the
pencapaian pelayanan penumpang achievement of domestic passenger
domestik sebesar 39.898.250 pax service amounted to 39,898,250
(tumbuh 10%) dan pelayanan pax (10% growth) and international
penumpang internasional sebesar passenger service of 9,232,196 pax
9.232.196 pax (tumbuh 11%). (grew 11%).


3. Pemakaian Garbarata (Aviobridge) 3. Use of Aviobridge Produksi Pemakaian

Pemakaian garabarata domestik tercapai Domestic garabarata usage is 9% above
9% di atas RKAP dan pemakaian RKAP and international garbarata
Garbarata (Aviobridge)
garbarata internasional tercapai 9% usage is 9% above RKAP due to the Production of Aviobridge
di atas RKAP dikarenakan adanya increase of garbarata usage in some usage
peningkatan pemakaian garbarata branch offices. (dalam Pes | in Pes)
dibeberapa kantor cabang.

445,178
Kinerja pemakaian aviobridge tahun A
viobridge performance in 2017
340,348
2017 mencapai 445.178 pes, atau reached 445,178 pes, or 31% of
31% terhadap kinerja pemakaian aviobridge performance in 2016 of
aviobridge tahun 2016 sebesar 340,348 pes. In composition, the
340.348 pes. Secara komposisi, kinerja performance is supported by the
tersebut didukung oleh pencapaian achievement of domestic aviobridge
pemakaian aviobridge domestik usage of 351,227 pes (36% growth)
2017 2016
sebesar 351.227 pes (tumbuh 36%) and aviation service utilization of
dan pelayanan pemakaian aviobridge 93,951 pes (16% growth).
sebesar 93.951 pes (tumbuh 16%).
4. Pemakaian Konter 4. Use of Counter Produksi Pemakaian

Pemakaian konter domestik tercapai D
omestic counter usage is 8% above
8% di atas RKAP dan pemakaian RKAP and international counter usage
Konter
Production use Counter
konter internasional tercapai 9% di is 9% above RKAP. This is due to the
(dalam Pax | in Pax)
atas RKAP. Hal ini dikarenakan adanya addition of flight frequencies in several
penambahan frekuensi penerbangan branch offices.
dibeberapa kantor cabang. 53,687,433
Kinerja pemakaian konter tahun 2017 P erformance usage counter 2017

mencapai 53.687.433 pax, atau 9% reached 53,687,433 pax, or 9% to 49,095,406
terhadap kinerja pemakaian konter the performance of usage counter
tahun 2016 sebesar 49.095.406 pax. 2016 amounted 49,095,406 pax.
Secara komposisi, kinerja tersebut In composition, the performance is
didukung oleh pencapaian pemakaian supported by the achievement of 2017 2016
konter domestik sebesar 44.358.790 domestic counter usage of 44,358,790
pax (tumbuh 9%) dan pemakaian pax (9% growth) and international
konter internasional sebesar 9.328.643 counter usage of 9,328,643 pax (10%
pax (tumbuh 10%). growth).
Pendapatan Usaha Jasa Aeronautika Revenue from Aeronautical Services

Pendapatan usaha segmen jasa The revenues of the aeronautics services
aeronautika tahun 2017 mencapai Rp5,02 business segment in 2017 reached
triliun, tumbuh Rp989,74 miliar atau Rp5.02 trillion, growing Rp989.74 billion
sebesar 24,57% terhadap pendapatan or 24.57% of the total revenues for the
usaha segmen jasa aeronautika tahun aeronautical service segment in 2016 of
2016 sebesar Rp4,03 triliun. Pendapatan Rp4.03 trillion. The aeronautical segment
usaha segmen jasa aeronautika services revenue contributed to the
memberikan kontribusi terhadap total Company’s total revenues of 61.88%.
pendapatan usaha Perseroan sebesar
61,88%.


Pendapatan Aeronautika Per Bandara (dalam miliar rupiah) Aeronautical Revenue Per Airport (in billion rupiah)
Kantor Pusat/Cabang Pertumbuhan | Growth

2017 2016
Head Office / Branch Nominal %
Soekarno-Hatta 3.448,36 2.714,75 733,62 27,02%
Kualanamu 679,98 625,04 54,94 8,79%
Halim Perdanakusuma 189,61 161,40 28,20 17,47%
Kantor pusat 0,00 0,00 0,00 0,00%
Sultan Mahmud Badaruddin II 132,33 111,36 20,96 18,83%
Sultan Syarif Kasim II 120,05 105,51 14,53 13,77%
Minangkabau 98,79 85,73 13,05 15,22%
Husein Sastranegara 124,72 78,67 46,06 58,55%
Supadio 83,83 62,92 20,91 33,23%
Depati Amir 29,83 22,87 6,96 30,42%
Sultan Thaha 69,80 26,48 43,31 163,54%
Sultan Iskandar Muda 32,29 27,41 4,88 17,82%
Raja Haji Fisabilillah 7,60 5,90 1,69 28,71%
Silangit 1,44 0,82 0,62 75,37%
TOTAL 5.018,62 4.028,88 989,74 24,57%
Peningkatan pendapatan paling signifikan terdapat di Bandara The most significant revenue increase was at Soekarno-Hatta
Soekarno-Hatta (Tangerang) sebesar Rp733,62 miliar (27,02%), Airport (Tangerang) of Rp733.62 billion (27.02%), Kualanamu
Bandara Kualanamu (Deli Serdang) sebesar Rp54,94 miliar Airport (Deli Serdang) of Rp54.94 billion (8.79%), and Husein
(8,79%), dan Bandara Husein Sastranegara sebesar Rp46,06 Sastranegara Airport Rp46, 06 billion (58.55%).
miliar (58,55%).
Secara komposisi, pendapatan usaha jasa aeronautika 3 terbesar In composition, the largest aeronautical service business revenue
dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp3,45 was contributed by Soekarno-Hatta Airport of Rp3.45 trillion
triliun (68,71%), Bandara Kualanamu sebesar Rp679,98 miliar (68.71%), Kualanamu Airport of Rp679.98 billion (13.55%) and
(13,55%) dan Bandara Halim Perdanakusuma sebesar Rp189,61 Halim Perdanakusuma Airport of Rp189.61 billion 3.78%).
miliar (3,78%).
Profitabilitas Jasa Aeronautika Profitability of Aeronautical Services

Laba bersih (laba tahun berjalan) segmen Net profit (current year profit) of the
Laba (Rugi) Jasa jasa aeronautika tahun 2017 mencapai aeronautics service segment in 2017
Aeronautika Rp1.162,67 miliar, meningkat sebesar reached Rp1,162.67 billion, an increase of
Profit (Loss) on Rp744,19 miliar atau 177,83% terhadap Rp744.19 billion, or 177.83%, against the
Aeronautical Services laba bersih segmen jasa aeronautika tahun net profit of the aeronautics service segment
(dalam miliar Rupiah | in billion Rupiah) 2016 sebesar Rp418,48 miliar. Kontribusi in 2016 of Rp418.48 billion. Contribution
1,162.67 laba bersih dari segmen jasa aeronautika of net profit from the aeronautical service
terhadap laba bersih Perseroan tahun 2017 segment to the net profit of the Company
sebesar 57,85%, lebih tinggi dibandingkan in 2017 amounted to 57.85%, higher than
Kontribusi laba bersih dari segmen jasa net profit contribution from the aeronautics
aeronautika tahun 2016 sebesar 21,57%. service segment in 2016 of 21.57%.
Profitabilitas segmen jasa aeronautika Profitability of aeronautical service segment

418.48 berdasarkan net profit margin (margin based on net profit margin (2017 net profit
laba bersih) tahun 2017 sebesar 23,17%, margin) of 23.17%, higher than net profit
lebih tinggi dibandingkan net profit margin margin of 2016 of 10.39%.
2017 2016 tahun 2016 sebesar 10,39%.

KINERJA SEGMEN USAHA JASA NON-AERONAUTIKA

NON-AERONAUTICS SERVICE BUSINESS SEGMENT
“ Usaha non aeronautika merupakan bidang usaha

kebandarudaraan yang menyediakan pelayanan jasa penunjang
penerbangan antara lain: jasa sewa ruang, sewa gudang, sewa
tanah, sewa tanah diperkeras, reklame, konsesi, throughput fee,
parkir kendaraan, dan utilities.
Non-aeronautics business segment is a service that supports flight activity. Several

types of non-aeronautics revenues include the leasing of space, warehouse, land and
hardened land, billboards, concessions, throughput fees, vehicle parking and utilities.

non-aeronautika tahun 2017 mencapai
Net profit (current year profit) of the non-aeronautika service
Rp1.69
Triliun | Trillion
segment in 2017 reached


Produksi Jasa Non Aeronautika Production of Non-Aeronautics Service

Secara umum, realisasi kinerja produksi jasa non aeronautika In general, the realization of non-aeronautical services
tahun 2017 menunjukkan peningkatan terhadap realisasi production performance in 2017 showed an increase in the
kinerja produksi jasa aeronautika tahun 2016. Secara komposisi, actual production performance of aeronautical services in
pencapaian kinerja jasa non aeronautika dikontribusi oleh kinerja 2016. In the composition, the achievement of non-aeronautical
jasa sewa-sewa dengan pertumbuhan negatif sebesar 3,85%, services performance contributed by the performance of services
kinerja jasa reklame dengan pertumbuhan sebesar 136,87%, of rents with a negative growth of 3.85%, the performance of
kinerja jasa konsesi dengan pertumbuhan sebesar 6,87%, kinerja advertisement services with growth of 136.87%, concession
jasa throughput fee dengan pertumbuhan negatif sebesar service performance with 6.87% growth, service throughput
17,97%, kinerja jasa parkir kendaraan dengan pertumbuhan fee performance with negative growth of 17.97%, vehicle
sebesar 4,72% dan kinerja jasa utilities dengan pertumbuhan parking service performance with growth of 4.72% and utilities
sebesar 5,52%. Capaian produksi non aeronautika pada Tahun service performance with growth of 5 , 52%. The achievement
2017 dapat dilihat sebagaimana tabel berikut: of non aeronautical production in the Year 2017 can be seen as
the following table:
Tabel Produksi Segmen Usaha Jasa Non Aeronautika Production Table of Non-Aeronautical Service Business
Segment
Realisasi RKAP REALISASI ACHIEVE Growth
Uraian Satuan
2015 2016 2017 2017 2017 2016-2015 2017-2016
7 8 9
1 2 3 4 5 6
6:5 (4-3):3 (6-4):4
Sewa-sewa
Sewa Ruang M² 1,621,243 1,601,044 1,506,502 1,543,703 102% -1% -4%
Sewa Gudang M² 692,909 761,022 764,019 798,345 104% 10% 5%
Sewa Tanah M² 39,480,825 39,032,769 38,242,114 37,596,135 98% -1% -4%
Sewa Tanah Diperkeras M² 1,444,689 1,638,673 1,558,858 1,439,747 92% 13% -12%
Reklame M² 43,858 36,550 119,466 86,575 72% -17% 137%
Konsesi Rp. 000 10,134,397 13,756,594 10,763,876 14,702,155 137% 36% 7%
Throughput Fee Ribu Ltr 3,592,439 5,835,739 4,571,986 4,787,020 105% 62% -18%
Parkir Kendaraan
Parkir Mobil Lbr 24,243,050 27,581,888 30,244,049 28,937,139 96% 14% 5%
Parkir Motor Lbr 8,965,760 10,091,159 10,298,631 10,514,623 102% 13% 4%
Utilities
Sewa Listrik Kwh 74,104,674 76,552,475 87,963,815 81,049,391 92% 3% 6%
Sewa Air M³ 1,638,240 1,689,771 1,988,817 1,512,475 76% 3% -10%
Sewa Telepon Pes 6,757 6,399 5,978 3,002 50% -5% -53%


Pencapaian produksi non aeronautika selama Tahun 2017 The achievements of non-aeronautical production during the
adalah sebagai berikut: Year 2017 are as follows:
1) Realisasi produksi sewa ruang terealisasi 2% di atas RKAP, 1) L ease space realization is 2% above RKAP, due to the
dikarenakan adanya realisasi 4 (empat) bulan penagihan realization of 4 (four) months of collection of Garuda
Garuda Lounge T3 pada bulan Desember. Lounge T3 in December.
2) Realisasi produksi sewa gudang terealisasi 4% di atas 2) R ealized production of warehouse rental is realized 4%
RKAP, hal ini dikarenakan adanya perubahan pola above RKAP, this is due to the change of cooperation
kerjasama di Bisnis Kargo yang awalnya sewa tanah pattern in Cargo Business which initially rent the
diperkeras menjadi revenue sharing dan produksinya hardened land into revenue sharing and its production is
diakui menjadi sewa gudang. recognized as warehouse lease.
3) Realisasi produksi sewa tanah terealisasi 98% dari RKAP, 3) R ealized production of land lease realized 98% of RKAP,
sebagai dampak dari belum terealisasinya penagihan as the impact of unrealized 10,000 m² land lease billing
sewa tanah seluas 10.000 m² kepada Pertamina karena to Pertamina as it is still in the process of negotiating the
masih dalam proses negosiasi perpanjangan kerjasama extension of cooperation in PNK.
di PNK.
4) Realisasi produksi sewa tanah diperkeras terealisasi 4) R ealization of hardened land lease production was
92% dari RKAP dikarenakan adanya perubahan pola realized 92% of RKAP due to the change in cooperation
kerjasama di kargo yang awalnya sewa tanah diperkeras pattern in cargo which initially leased land hardened
menjadi revenue sharing dan produksinya diakui menjadi to revenue sharing and its production is recognized as
sewa gudang. warehouse lease.
5) Realisasi produksi reklame mengalami pertumbuhan 5) T he realization of billboard production experienced
sebesar 137% dari Tahun 2016 dan terealisasi 72% dari a growth of 137% from 2016 and realized 72% of
RKAP, tidak tercapainya produksi reklame dikarenakan RKAP, unachieved production is due to the unfinished
belum tuntasnya pembangunan fasilitas penempatan construction of media placement facility in T3 causing
media di T3 sehingga menyebabkan penerapan MAG the application of MAG PT Pixel Komunitas in T3 CGK
PT Pixel Komunitas di T3 CGK baru ditagihkan di bulan can be billed in August 2017 ( targeted as of January
Agustus 2017 (ditargetkan per Januari 2017) serta belum 2017) and can not use most of the outdoor media T3.
dapat digunakannya sebagian media outdoor T3.
6) Realisasi produksi konsesi mengalami pertumbuhan 6) A
ctual concession production grew by 7% from 2016
sebesar 7% dari Tahun 2016 dan terealisasi 37% di atas and realized 37% above RKAP due to:
RKAP dikarenakan:
• Adanya penyesuaian (kenaikan) MOB kepada GMF • T here is an adjustment (increase) of MOB to GMF
dan ACS. and ACS.
• Realisasi penagihan money changer T3 Internasional. • Realization of international T3 money changer
billing.
• Adanya perubahan pola kerjasama kargo (revenue • There is a change in the pattern of cargo cooperation
sharing) sehingga mampu meningkatkan pencapaian (revenue sharing) so as to increase the achievement
pendapatan konsesi, di saat melesetnya target of concession income, in the event of missed target
pengoperasian T3 Internasional. of T3 International operation.
7) Realisasi throughput fee tercapai 5% di atas RKAP, 7) R
ealization of throughput fee is 5% above RKAP, due to
dikarenakan terdapat realisasi penagihan throughput fee realization of international fee throughput fee for service
internasional periode jasa April - Desember 2016 kepada period April - December 2016 to Pertamina in CGK and
Pertamina di CGK dan realisasi penagihan throughput realization of charge throughput fee period of December
fee periode Desember 2016 pada bulan Januari 2017 di 2016 in January 2017 in PDG.
PDG.
8) Realisasi produksi parkir mobil mengalami pertumbuhan 8) R
ealization of car parking production grew by 5% from
sebesar 5% dari Tahun 2016 dan terealisasi 96% year 2016 and realized 96% of RKAP due to reduced
dari RKAP dikarenakan berkurangnya space/area space / vehicle parking area impact of Sky Train / APMS
parkir kendaraan dampak dari pekerjaan Sky Train/ work at Soekarno Hatta Airport. While motorcycle
APMS di Bandara Soekarno Hatta. Sedangkan parkir parking is 2% above RKAP, due to the increase of online
motor tercapai 2% di atas RKAP, dikarenakan adanya transportation users.
peningkatan pengguna transportasi online.

9) R
ealisasi produksi pemakaian listrik, air, dan telepon 9) A
ctual production of electricity, water and telephone use
terealisasi di bawah RKAP. Produksi sewa listrik terealisasi is realized under RKAP. Electrical rental production was
92% dari RKAP, sewa air terealisasi sebesar 76% dari realized 92% of RKAP, water rental realized amounted
RKAP, dan sewa telepon terealisasi sebesar 50% dari to 76% of RKAP, and lease the phone realized by 50%
RKAP. Hal ini dikarenakan: of RKAP. This due to:
• Realisasi pemakaian listrik di terminal baru di CGK • A ctual usage of electricity at new terminal in CGK
lebih rendah dari yang ditargetkan (berdasarkan is lower than targeted (based on average usage in
pemakaian rata-rata di terminal lama), dengan selisih the old terminal), with an average difference of
rata-rata 15.000kwh per bulan. 15.000kwh per month.
• Pengoperasian tenant khususnya F&B Terminal 3 • T he operation of tenants, especially F & B Terminal
Internasional masih belum optimal, disebabkan 3 International, is still not optimal, due to unmet
infrastruktur yang tidak terpenuhi pembangunannya infrastructure construction until the agreed time.
sampai dengan waktu yang diperjanjikan.
• Produksi telepon terealisasi di bawah RKAP karena • P hone production is realized under the RKAP as
sebagian besar kantor cabang telah mengalihkan most branch offices have transferred telephone
pelayanan telepon kepada PT APS sebagai salah services to PT APS as one of the ICT businesses and
satu bisnis ICT dan adanya pengurangan pemakaian the reduction of telephone usage at several airports
telepon di beberapa bandara yang masih mengelola that still manage telephone service
pelayanan telepon.
Pendapatan Usaha Jasa Non Aeronautika Revenues of Non-Aeronautics Service

Pendapatan usaha segmen jasa non aeronautika tahun Segment operating income of non-aeronautical services in 2017
2017 mencapai Rp2,83 triliun, meningkat Rp391,40 miliar reached Rp2,83 trillion, an increase Rp391,40 billion, or 16.03%
atau 16,03% terhadap pendapatan usaha segmen jasa non of operating revenues non-aeronautical services segment in
aeronautika tahun 2016 sebesar Rp2,44 triliun. Pendapatan 2016 amounted to Rp2,44 trillion. Non-aeronautical segment
usaha segmen jasa non aeronautika memberikan kontribusi services revenue contributed to the Company’s total revenue of
terhadap total pendapatan usaha Perseroan sebesar 34,92%. 34.92%.
Pendapatan Non Aeronautika Per Bandara Non-Aeronautical Revenues Per Airport

(dalam miliar rupiah) (in billion rupiah)

2017 2016
Soekarno-Hatta 2.122,51 1.560,53 561,99 36,01
Kualanamu 166,22 159,88 6,35 3,97
Halim Perdanakusuma 80,86 86,21 (5,35) (6,20)
Kantor pusat 2,24 299,88 (297,64) (99,25)
Sultan Mahmud Badaruddin II 52,94 48,72 4,22 8,66
Sultan Syarif Kasim II 41,70 37,81 3,88 10,27
Minangkabau 26,11 18,99 7,13 37,53
Husein Sastranegara 25,65 19,03 6,62 34,77
Supadio 32,44 28,07 4,37 15,55
Depati Amir 16,98 10,38 6,60 63,53
Sultan Thaha 22,12 19,35 2,76 14,28
Sultan Iskandar Muda 8,83 6,94 1,89 27,17
Raja Haji Fisabilillah 4,83 4,41 0,42 9,58
Silangit 1,06 0,36 0,71 198,96
TOTAL 2.604,50 2.300,56 303,94 13,21


Peningkatan pendapatan paling signifikan terdapat di Bandara The most significant revenue increase was at Soekarno-Hatta
Soekarno-Hatta (Tangerang) sebesar Rp561,99 miliar (tumbuh Airport (Tangerang) of Rp561.99 billion (grew 36.01%),
36,01%), Bandara Minangkabau sebesar Rp7,13 miliar (tumbuh Minangkabau Airport by Rp7.13 billion (37.53%), and Husein
37,53%), dan Bandara Husein Sastranegara sebesar Rp6,62 Sastranegara Airport Rp6.62 billion (grew 34.77%).
miliar (tumbuh 34,77%).
Secara komposisi, pendapatan usaha jasa non aeronautika 3 In composition, the largest non-aeronautical service revenues
terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar were contributed by Soekarno-Hatta Airport of Rp2.12 trillion
Rp2,12 triliun (81,49%), Bandara Kualanamu sebesar Rp166,22 (81.49%), Kualanamu Airport of Rp166.22 billion (6.38%) and
miliar (6,38%) dan Bandara Halim Perdanakusuma sebesar Halim Perdanakusuma Airport Rp80.86 billion (3.10%).
Rp80,86 miliar (3,10%).
Profitabilitas Jasa Non Aeronautika Non-Aeronautical Services Profitability

Laba bersih (laba tahun berjalan) segmen The net profit (profit for the year) non- Laba (Rugi) Jasa Non
jasa non aeronautika tahun 2017 aeronautical services segment in 2017 Aeronautika
mencapai Rp1,69 triliun, meningkat reached Rp1.69 trillion, an increase of Profit (Loss) on Non-
sebesar Rp77,90 miliar atau 4,83% Rp77,90 billion, or 4.83% on the net Aeronautical Services
terhadap laba bersih segmen jasa non income of non aeronautical services (dalam miliar Rupiah | in billion Rupiah)
aeronautika tahun 2016 sebesar Rp1,61 segment in 2016 amounted to Rp1,61
triliun. Kontribusi laba bersih dari segmen trillion. Contribution of net profit from 1,691.29
jasa non aeronautika terhadap laba bersih the non-aeronautical service segment to
Perseroan tahun 2017 sebesar 84,15%, the net profit of the Company in 2017
lebih tinggi dibandingkan Kontribusi laba amounted to 84.15%, higher than the
bersih dari segmen jasa non aeronautika contribution of net profit from the non-
1,613.39
tahun 2016 sebesar 83,15%. aeronautical service segment in 2016 of
83.15%.
Profitabilitas segmen jasa non aeronautika The profitability of the non-aeronautical

berdasarkan net profit margin (margin service segment based on net profit
2017 2016
laba bersih) tahun 2017 sebesar 153,99%, margin (2017) is 153.99%, higher than
lebih tinggi dibandingkan net profit the net profit margin of 2016 of 142.59%.
margin tahun 2016 sebesar 142,59%.

KINERJA SEGMEN USAHA JASA KARGO

CARGO SERVICES BUSINESS SEGMENT
“ Usaha Kargo merupakan bidang usaha kebandarudaraan yang

menyediakan pelayanan jasa fasilitas pengiriman barang.
Cargo business is a business field of airport services that provides goods delivery
facility services.

kargo tahun 2017 mencapai
Net profit (current year profit) of the cargo service segment in
Rp126.5
Miliar | Billion
2017 reached


CARGO SERVICES
Produksi Pelayanan Jasa Kargo Cargo Services Production

Kinerja produksi pelayanan kargo tahun 2017 mencapai The production performance of cargo service in 2017 reached
849.804 ton, dengan kenaikan sebanyak 121.516 ton atau 849,804 tons, with an increase of 121,516 tons or 16.69% of
16,69% terhadap kinerja pelayanan kargo tahun 2016 sebanyak cargo service performance in 2016 as much as 728,288 tons. In
728.288 ton. Secara komposisi, realisasi kinerja pelayanan jasa composition, the 3 (three) largest composition performance of
kargo yang memberi kontribusi 3 (tiga) terbesar antara lain: cargo services are: Soekarno-Hatta International Airport as many
Bandara Internasional Soekarno-Hatta sebanyak 668.119 ton as 668,119 tons (78.62%), Kualanamu International Airport
(78,62%), Bandara Internasional Kualanamu sebanyak 54.125 54.125 tons (6.37%) and Supadio Airport as much as 19,881
ton (6,37%), dan Bandara Supadio sebanyak 19.881 ton tons (2.34%).
(2,34%).
Tabel Produksi Segmen Usaha Jasa Kargo Production Table of Cargo Services Business Segment
(dalam satuan Ton) (in Ton)

2017 2016
Soekarno-Hatta 668.119 561.778 106.341,75 18,93
Kualanamu 54.125 50.180 3.944,96 7,86
Halim Perdanakusuma 16.432 17.272 (839,87) (4,86)
Kantor pusat - -
Sultan Mahmud Badaruddin II 18.464 15.616 2.847,64 18,23
Sultan Syarif Kasim II 15.968 14.918 1.050,52 7,04
Minangkabau 16.972 15.621 1.351,76 8,65
Husein Sastranegara 12.761 10.321 2.439,57 23,64
Supadio 19.881 19.469 411,36 2,11
Depati Amir 9.088 7.975 1.112,92 13,95
Sultan Thaha 9.196 7.319 1.876,94 25,64
Sultan Iskandar Muda 5.698 4.914 783,98 15,95
Raja Haji Fisabilillah 2.951 2.865 85,45 2,98
Silangit 149 40 109,00 274,72
TOTAL 849.804 728.288 121.515,98 16,69
Pendapatan Usaha Jasa Kargo Cargo Services Revenues

Pendapatan usaha segmen jasa kargo tahun 2017 mencapai Cargo services business segment revenue in 2017 reached
Rp148,83 miliar, meningkat Rp29,27 miliar atau 24,48% Rp148.83 billion, an increase of Rp29.27 billion or 24.48
terhadap pendapatan usaha segmen jasa kargo tahun 2016 percent of total revenue for the cargo service segment in 2016
sebesar Rp119,56 miliar. Pendapatan usaha segmen jasa kargo of Rp119.56 billion. Cargo service segment operating revenues
memberikan kontribusi terhadap total pendapatan usaha contributed to the Company’s total revenues of 2.64%.
Perseroan sebesar 2,64%.


CARGO SERVICES
Pendapatan Jasa Kargo Per Bandara Cargo Service Revenues Per Airport

2017 2016
Soekarno-Hatta 117,46 62,39 55,07 88,26%
Kualanamu 42,52 41,55 0,96 2,31%
Halim Perdanakusuma 1,64 1,73 (0,08) -4,86%
Kantor pusat 0,00 0,00
Sultan Mahmud Badaruddin II 16,46 10,90 5,56 51,07%
Sultan Syarif Kasim II 15,14 13,33 1,81 13,56%
Minangkabau 15,16 10,29 4,88 47,41%
Husein Sastranegara 3,17 2,23 0,94 42,02%
Supadio 16,75 13,64 3,11 22,83%
Depati Amir 7,16 5,48 1,68 30,65%
Sultan Thaha 7,34 5,09 2,24 44,07%
Sultan Iskandar Muda 3,65 2,66 0,99 37,15%
Raja Haji Fisabilillah 2,86 2,80 0,06 2,10%
Silangit 0,09 0,03 0,06 234,12%
Total 249,39 172,11 77,27 44,90%
Peningkatan pendapatan kargo paling signifikan terdapat The most significant increase in cargo revenue was at Soekarno-
di Bandara Soekarno-Hatta sebesar Rp55,07 miliar (tumbuh Hatta Airport of Rp55.07 billion (growing by 88.26%), Sultan
88,26%), Bandara Sultan Mahmud Badaruddin II sebesar Rp5,56 Mahmud Badaruddin II Airport Rp5.56 billion (growing by
miliar (tumbuh 51,07%), Bandara Minagkabau sebesar Rp4,88 51.07%), Minagkabau Airport Rp4.88 billion (growing by
miliar (tumbuh 47,41%), dan Bandara Supadio sebesar Rp3,11 47.41%), and Supadio Airport by Rp3.11 billion (growing by
miliar (tumbuh 22,83%). 22.83%).
Secara komposisi, pendapatan usaha jasa kargo 3 terbesar In composition, the largest cargo service business revenue was
dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp117,46 contributed by Soekarno-Hatta Airport of Rp117.46 billion
miliar (47,10%), Bandara Kualanamu sebesar Rp42,52 miliar (47.10%), Kualanamu Airport of Rp42.52 billion (17.05%) and
(17,05%) dan Bandara Sultan Mahmud Badaruddin II sebesar Sultan Mahmud Badaruddin II Airport Rp16,46 billion (6.60%).
Rp16,46 miliar (6,60%).
Profitabilitas Jasa Kargo Cargo Services Profitability

Laba bersih (laba tahun berjalan) segmen et profit (current year profit) of the cargo
Laba (Rugi) Jasa Kargo jasa kargo tahun 2017 mencapai Rp126,50 service segment in 2017 reached Rp126.50
Gain (Loss) of Cargo Services miliar, meningkat sebesar Rp40,23 miliar billion, an increase of Rp40.23 billion or
(dalam miliar Rupiah | in billion Rupiah)
atau 46,63% terhadap laba bersih segmen 46.63% to the net profit of the cargo service
jasa kargo tahun 2016 sebesar Rp86,27 segment in 2016 of Rp86.27 billion. The
miliar. Kontribusi laba bersih dari segmen net profit contribution of the cargo service
126.50
jasa kargo terhadap laba bersih Perseroan segment to the net profit of the Company in
tahun 2017 sebesar 6,29%, lebih tinggi 2017 was 6.29%, higher than the net profit
dibandingkan Kontribusi laba bersih dari contribution of the cargo service segment in
86.27 segmen jasa kargo tahun 2016 sebesar 2016 of 4.29%.
4,29%.
Profitabilitas segmen jasa kargo berdasarkan Profitability of the cargo services segment
net profit margin (margin laba bersih) based on net profit margin of 2017 is
tahun 2017 sebesar 50,72%, lebih tinggi 50.72%, higher than net profit margin of
dibandingkan net profit margin tahun 2016 2016 of 50.13%.
2017 2016 sebesar 50,13%.

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Uraian mengenai kinerja keuangan ini disusun berdasarkan Description of the financial performance has been based on the
Laporan Keuangan Perusahaan yang disajikan sesuai dengan Company’s Financial Statements are prepared in accordance
prinsip-prinsip akuntansi keuangan yang berlaku umum di with accounting principles generally accepted in Indonesia
Indonesia (PSAK) untuk tahun yang berakhir pada tanggal (PSAK) for the year ended on December 31, 2017. These
31 Desember 2017. Laporan keuangan tersebut telah diaudit financial statements have been audited by Public Accounting
oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja (a Firm: Purwantono, Sungkoro & Surja (a member firm of Ernst
member firm of Ernst & Young Global Limited) dan Akuntan & Young Global Limited) and Public Accountant: E. Batara
Publik: E. Batara Manurung, CPA. dengan opini bahwa laporan Manurung, CPA. with the opinion that the accompanying
keuangan terlampir menyajikan secara wajar, dalam segala hal financial statements present fairly, in all material respects, the
yang material, posisi keuangan konsolidasian PT Angkasa Pura II consolidated financial position of PT Angkasa Pura II (Persero)
(Persero) dan entitas anaknya tanggal 31 Desember 2017, serta and its subsidiaries as of December 31, 2017, and its consolidated
kinerja keuangan dan arus kas konsolidasiannya untuk tahun financial and cash flows for the year then ended, with Financial
yang berakhir pada tanggal tersebut, sesuai dengan Standar Accounting Standards in Indonesia.
Akuntansi Keuangan di Indonesia.
Bahasan kinerja keuangan Angkasa Pura II, disampaikan dengan Discussion of the financial performance of Angkasa Pura
memperhatikan penjelasan pada catatan Laporan Keuangan II, is delivered with due regard to the explanation in the
Konsolidasi dari pihak eksternal auditor tersebut sebagai bagian accompanying notes to the Consolidated Financial Statements
yang tidak terpisahkan dari Laporan tahunan ini. from the external auditor as an integral part of this Annual
Report.
Bahasan serta analisis tentang kondisi keuangan ini disajikan Discussion and analysis on financial condition is presented in
dalam empat bagian sebagai berikut: four sections as follows:
1. Kinerja Laba Rugi dan Penghasilan Komprehensif Lain 1. Consolidated Income Performance
2. Kinerja Posisi Keuangan Konsolidasian 2. Financial Position Performance
3. Kinerja Arus Kas 3. Cash Flows Performance
4. Kinerja Rasio Keuangan 4. Financial Ratios Performance
Tahun 2017, Kinerja keuangan Angkasa Pura II telah In 2017, Angkasa Pura II’s financial performance has shown
menunjukkan prestasi yang baik. Hal ini terlihat dari adanya a good performance. This can be seen from the increase in
peningkatan kinerja baik dari sisi laporan posisi keuangan performance both in the side of the statement of financial
maupun laporan laba rugi dan penghasilan komprehensif position and comprehensive income statement of the company.
perusahaan. Dari sisi laporan posisi keuangan, aset perusahaan In terms of the statements of financial position, the company’s
meningkat sebesar 16,65% menjadi Rp32,65 triliun, sedangkan assets increased by 16.65% to Rp32.65 trillion, while the
ekuitas perusahaan meningkat sebesar 10,59% menjadi company’s equity increased by 10.59% to Rp22.04 trillion.
Rp22,04 triliun.
Pada sisi laporan laba rugi dan penghasilan komprehensif On the statements of comprehensive income of the Company,
Perusahaan, pendapatan usaha meningkat sebesar 22,04% operating revenue increased by 22.04% to Rp8,11 trillion. The
menjadi Rp8,11 triliun. Laba tahun bejalan meningkat 3,59% year-on-year profit increased 3.59% to Rp2.01 trillion while
menjadi Rp2,01 triliun sedangkan penghasilan komprehensif comprehensive income increased by 1.90% to Rp1.93 trillion.
mengalami peningkatan sebesar 1,90% menjadi Rp1,93 triliun.

TINJAUAN KEUANGAN
FINANCIAL REVIEW
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF STATEMENTS OF INCOME AND OTHER COMPREHENSIVE
LAIN INCOME
Angkasa Pura II berhasil meningkatkan kinerja keuangan di Angkasa Pura II succeeded in improving its financial performance
tahun 2017. Perseroan mencatat kenaikan laba tahun berjalan in 2017. The company recorded an increase in current profit to
menjadi Rp2,01 triliun dari sebelumnya di tahun 2016 yaitu Rp2.01 trillion from 2014 at Rp1.94 trillion or an increase of
Rp1,94 triliun atau naik sebesar 3,59%. Sedangkan penghasilan 3.59%. Meanwhile, the current year’s comprehensive income
komprehensif tahun berjalan tahun 2017 sebesar Rp1,93 triliun in 2017 amounted to Rp1.93 trillion from the previous year of
dari sebelumnya di tahun 2016 sebesar Rp1,90 atau naik 2016 of Rp1.90 or an increase of 1.90%.
sebesar 1,90%.
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Consolidated Statements of Income and Other
Konsolidasian Comprehensive Income
Pertumbuhan | Growth
URAIAN 2017 2016 DESCRIPTION
Nominal %
Pendapatan Usaha 8.110,40 6.645,80 1.464,60 22,04 Operating Revenues
Beban Usaha 5.190,82 4.575,03 615,79 13,46 Operating Expenses
Laba Usaha 2.919,58 2.070,77 848,81 40,99 Operating Profit
Pendapatan (Beban) Lain-Lain 19,31 149,52 (130,21) (87,09) Other Income (Expenses)
Laba Sebelum Pajak Penghasilan Badan 2.832,18 2.129,41 702,76 33,00 Profit Before Corporate Income Tax
Beban Pajak Penghasilan Badan 822,32 189,16 633,16 334,72 Corporate Income Tax Expense
Laba Tahun Berjalan 2.009,86 1.940,25 69,60 3,59 Profit for the Year
Laba Tahun Berjalan Yang Dapat Diatri-
Profit for the year Attributable to
busikan Kepada:
Pemilik Entitas Induk 2.009,73 1.940,25 69,48 3,58 Owner of the Parent Entity
Kepentingan Non-Pengendali 0,12 0,82 (0,70) (85,14) Non-controlling Interest
Penghasilan (Rugi) Komprehensif Lain (75,47) (41,91) (33,56) 80,07 Other comprehensive Income (loss)
Penghasilan Komprehensif Tahun Berjalan 1.934,38 1.898,34 36,04 1,90 Comprehensive Income for the Year
Penghasilan Komprehensif Tahun Berjalan Comprehensive Income Attributable
Yang Dapat Diatribusikan Kepada: to:
Pemilik Entitas Induk 1.934,26 1.898,34 35,92 1,89 Owner of the Parent Entity
Kepentingan Non-Pengendali 0,12 0,87 (0,75) (86,01) Non-controlling Interest
Basic Earnings per Share (In Full
Laba Per Saham Dasar (Rupiah Penuh) 287.105 291.038 (3.933,00) (1,35)
Rupiah)

TINJAUAN KEUANGAN
FINANCIAL REVIEW
PENDAPATAN USAHA Operating Revenues

Angkasa Pura II berhasil Angkasa Pura II managed to Pendapatan Usaha
meningkatkan perolehan increase the operating revenue. In
Operating Revenues
pendapatan usaha. Tahun 2017 2017, operating revenues reached (dalam miliar Rupiah | in billion Rupiah)
pendapatan usaha mencapai Rp8.11 trillion, grew by Rp1.46
8,110.40
Rp8,11 triliun, tumbuh sebesar trillion or 22.04% compared to its
6,645.80
Rp1,46 triliun atau 22,04% revenues of 2016 of Rp6.65 trillion.
5,644.15
dibandingkan pendapatan usaha In composition, business revenues
4,860.51
tahun 2016 sebesar Rp6,65 triliun. are derived from aeronautical
4,153.80
Secara komposisi, pendapatan revenues of 61.88% and non-
usaha bersumber dari pendapatan aeronautical revenue of 38.12%.
aeronautika sebesar 61,88% dan
pendapatan non aeronautika
sebesar 38,12%. 2017 2016 2015 2014 2013
Semua segmen usaha mengalami peningkatan pendapatan All business segments experienced an revenues increase in 2017
di tahun 2017 dimana peningkatan terbesar adalah dari where the greatest increase was from aeronautical revenues
pendapatan aeronautika meningkat sebesar 24,57% menjadi increased by 24.57% to Rp5.02 trillion compared to aeronautical
Rp5,02 triliun dibandingkan pendapatan aeronautika tahun revenues in 2016 of Rp4.03 trillion. In 2017, non-aeronautical
2016 sebesar Rp4,03 triliun. Di tahun 2017, pendapatan non revenues increased by 18.15% to Rp3.09 trillion compared to
aeronautika meningkat sebesar 18,15% menjadi Rp3,09 triliun non-aeronautical revenues of 2016 of Rp2.62 trillion.
dibandingkan pendapatan non aeronautika tahun 2016 sebesar
Rp2,62 triliun.
Pendapatan Usaha Operating Revenues

(dalam miliar rupiah) (in billion upiah)
Nominal %
Pendapatan aeronautika 5.018,62 4.028,88 989,74 24,57 Aeronautical revenues
Pendapatan non-aeronautika 3.091,79 2.616,93 474,86 18,15 Non-aeronautical revenue
Pendapatan Usaha 8.110,40 6.645,80 1.464,60 22,04 Operating revenues
a. Pendapatan Aeronautika a. Aeronautical Revenue Pendapatan Aeronautika

Pada tahun 2017, pendapatan In 2017, the Company’s aeronautical
Aeronautical Revenue
aeronautika Perseroan mengalami revenues increased by Rp989.74 (dalam miliar Rupiah | in billion Rupiah)
peningkatan Rp989,74 miliar atau billion or 24.57% compared to 2016.
sebesar 24,57% dibandingkan tahun Revenues from all aeronautical service 5,018.62
2016. Pendapatan semua usaha jasa businesses totaled Rp5.02 trillion
4,028.88
aeronautika mencapai sebesar Rp5,02 in 2017, while aeronautics service
triliun pada tahun 2017, sedangkan revenues in 2016 amounted to Rp4.03
pendapatan jasa aeronautika pada trillion.
tahun 2016 sebesar Rp4,03 triliun.
2017 2016

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Peningkatan pendapatan diantaranya berasal dari Jasa The increase in revenue came from services including passenger
pelayanan penumpang, pemakaian counter, jasa parking services, usage counters, parking services surcharge, aviobridge
surcharge, pemakaian aviobridge, dan jasa penempatan. usage and placement services. Passenger service is a service
Jasa pelayanan penumpang merupakan jasa pelayanan that contributes the most to the total revenue of aeronautical
yang berkontribusi terbesar terhadap total pendapatan jasa services.
aeronautika.
Pendapatan Aeronautika Aeronautical Revenue

Nominal %
Jasa pelayanan penumpang 3.667,68 2.889,79 777,89 26,92 Passenger service
Jasa pendaratan 716,22 629,36 86,87 13,80 Landing services
Pemakaian counter 294,28 239,48 54,81 22,89 Use of counter
Pemakaian aviobridge 191,82 138,44 53,38 38,56 Use of aviobridge
Jasa parking surcharge 77,48 70,67 6,81 9,64 Parking surcharge service
Jasa penempatan 71,13 61,14 9,99 16,33 Placement services
Total Pendapatan Aeronautika 5.018,62 4.028,88 989,74 24,57 Total Aeronautical Revenue
Pendapatan jasa pelayanan penumpang tahun 2017 The revenue of passenger services in 2017 reached Rp3.67
mencapai Rp3,67 triliun, meningkat sebesar Rp777,89 miliar trillion, an increase of Rp777.89 billion or 26.92% compared
atau 26,92% dibandingkan pendapatan jasa pelayanan to the revenue of passenger services in 2016 of Rp2.89
penumpang tahun 2016 sebesar Rp2,89 triliun. Sedangkan trillion. Other aeronautical services that provide significant
jasa pelayanan aeronautika yang lain yang memberikan revenue increase include landing services of Rp86.87 billion
peningkatan pendapatan secara signifikan antara lain: jasa (13.80% growth), counter usage of Rp54.81 billion (22.89%
pendaratan sebesar Rp86,87 miliar (tumbuh 13,80%), growth) and aviobridge usage of Rp53, 38 billion (grew
pemakaian counter sebesar Rp54,81 miliar (tumbuh 22,89%) 38.56%).
dan pemakaian aviobridge sebesar Rp53,38 miliar (tumbuh
38,56%).
Pendapatan Aernautika | Aeronautical Revenue

(dalam miliar | in billion)
Jasa Parking Surcharge, Jasa Parking Surcharge,
Parking surcharge service, Parking surcharge service,
Jasa Penempatan,
Rp77.48, 1.54% Jasa Penempatan, Rp70.67, 1.75%
Placement services,
Placement services,
Pemakaian Aviobridge, Pemakaian Aviobridge, Rp61.14, 1.52%
Rp71.13, 1.42%
Use of aviobridge, Use of aviobridge,
Rp191.82, 3.82% Rp138.44, 3.44%
Pemakaian Counter, Pemakaian Counter,

Use of counter, Use of counter,
Rp294.28, 5.86% Rp239.48, 5.94%
Jasa Pendaratan, 2017 Jasa Pendaratan, 2016

Landing services, Landing services,
Rp716.22, 14.27% Rp629.36, 15.62%
Jasa Pelayanan
Penumpang, Jasa Pelayanan Penumpang,
Passenger service, Passenger service,
Rp3,667.68, 73.08% Rp2,889.79, 71.73%

TINJAUAN KEUANGAN
FINANCIAL REVIEW
b. Pendapatan Non Aeronautika b. Non Aeronautical Revenue

Pada tahun 2017, pendapatan non In 2017, the Company’s non- Pendapatan Non
aeronautika Perseroan berdasarkan aeronautical revenues by business
Aeronautika
segmen usaha mengalami peningkatan segment increased by Rp474.86 billion
sebesar Rp474,86 miliar atau sebesar or 18.15% compared to 2016. Non- Non-Aeronautical Revenues
18,15% dibandingkan tahun 2016. aeronautical service revenues reached (dalam miliar Rupiah | in billion Rupiah)
Pendapatan jasa non aeronautika Rp3.09 trillion, while non-aeronautical

mencapai Rp3,09 triliun, sedangkan service revenues in 2016 amounted to 3,091.79
pendapatan jasa non aeronautika Rp2.62 trillion .
tahun 2016 sebesar Rp2,62 triliun.
2,616.93
Secara umum, peningkatan ini In general, this increase is in line
sejalan dengan peningkatan with the increase in revenues of all
pendapatan semua jasa pelayanan non non-aeronautical services. The non-
aeronautika. Peningkatan pendapatan aeronautical revenue increase was 2017 2016
non aeronautika diantaranya terutama mainly from concessions, vehicle
berasal dari konsesi, parkir kendaraan parking and land rent.
dan sewa tanah.
Pendapatan Non Aeronautika Non-Aeronautical Revenue

Nominal %
Konsesi 1.394,28 1.086,47 307,81 28,33 Concession
Sewa ruangan 542,25 423,10 119,14 28,16 Room rental
Pelayanan kargo 259,34 175,88 83,46 47,45 Cargo service
Parkir kendaraan 235,79 192,66 43,13 22,39 Vehicle parking
Utilitas 221,76 206,55 15,21 7,36 Utilities
Pemasangan reklame 184,28 163,18 21,10 12,93 billboard Installation
Sewa tanah 107,32 129,26 (21,95) (16,98) Ground Rent
Lounge 77,33 90,99 (13,66) (15,02) Lounge
Pendapatan ICT 16,13 54,64 (38,50) (70,47) ICT Revenue
Pas pelabuhan 7,90 7,33 0,57 7,82 Port Entrance
Lainnya 45,41 86,87 (41,45) (47,72) Others
Total Pendapatan Non-aeronautika 3.091,79 2.616,93 474,86 18,15 Total Non-Aeronautical Income

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Pendapatan Non Aernautika | Non-Aeronautical Revenues

(dalam miliar | in billion)
Pendapatan ICT,
ICT Revenue,
Rp16.13, 0.52%
Pas Pelabuhan, Port Entrance, Pendapatan ICT, Pas Pelabuhan, Port Entrance,
Lounge, Rp7.90, 0.26% ICT Revenue, Rp7.33, 0.28%
Rp77.33, 2.50% Lainnya, Others, Rp54.64, 2.09% Lainnya, Others,
Rp45.41, 1.47% Rp86.87, 3.32%
Sewa Tanah, Ground Rent, Lounge,
Rp107.32, 3.47% Rp90.99, 3.84%
Pemasangan Reklame, Sewa Tanah, Ground Rent,

Billboard Installation, Rp129.26, 4.94%
Rp184.28, 5.96%
Pemasangan Reklame,
Billboard Installation,
Konsesi,
Rp163.18, 6.24%
Utilitas, Utilities, Concession,
Rp221.76, 7.17% 2017 Rp1,394.28, 2016 Konsesi,
45.10%
Utilitas, Utilities, Concession,
Rp206.55, 7.89% Rp1,394.28,
Parkir Kendaraan,
45.10%
Vehicle parking,
Rp235.79, 7.63% Parkir Kendaraan,
Pelayanan Kargo, Vehicle parking,
Cargo service, Rp192.66, 7.36%
Rp259.34, 8.39%
Sewa Ruangan, Pelayanan Kargo, Sewa Ruangan,
Room rental, Cargo service, Room rental,
Rp542.25, 17.54% Rp175.88, 6.72% Rp423.10, 16.17%
BEBAN USAHA OPERATING EXPENSES

Pada tahun 2017, beban usaha mencapai In 2017, operating expenses reached
Rp5,19 triliun, naik dibandingkan dengan Rp5.19 trillion, increased compared to
Beban Usaha beban usaha tahun 2016 Rp4,58 triliun. 2014 operating expenses of Rp4.58
Operating Expenses Beban usaha tersebut mengalami trillion. Operating expenses increased
(dalam miliar Rupiah | in billion Rupiah) kenaikan sebesar Rp615,79 miliar atau by Rp615.79 billion or 13.46%. This
sebesar 13,46%. Penurunan ini khususnya decrease was mainly from efficiency in
berasal dari efisiensi pada beban umum general and administration expenses of
dan administrasi sebesar Rp88,27 miliar Rp88.27 billion or (8.44%) compared to
5,190.82
atau (8,44%) dibandingkan tahun the previous year.
sebelumnya.
Namun demikian, terdapat peningkatan However, there was an increase in other

pada beban usaha yang lain dibandingkan operating expenses compared to the
4,575.03 tahun sebelumnya yaitu beban pegawai previous year ie employee costs increased
naik sebesar Rp203,83 miliar (16,36%), by Rp203.83 billion (16.36%), airport
beban operasional bandara naik sebesar operating expenses increased by Rp486.72
Rp486,72 miliar (21,77%), dan beban billion (21.77%), and marketing expenses
pemasaran naik sebesar Rp2,04 miliar increased by Rp2.04 billion (11.43%).
2017 2016
(11,43%).

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Beban Usaha Operating Expenses

Nominal %
Beban operasional bandara 2.722,85 2.236,12 486,72 21,77 Airport operational expense
Beban pegawai 1.449,58 1.245,75 203,83 16,36 Employee expense
General and administrative
Beban umum dan administrasi 957,52 1.045,78 (88,27) (8,44)
expenses
Beban pemasaran 19,85 17,81 2,04 11,43 Marketing expense
Beban (penghasilan) lain-lain 41,03 29,56 11,47 38,79 Other expenses (income)
Total Beban Usaha 5.190,82 4.575,03 615,79 13,46 Total Operating Expenses
LABA USAHA OPERATING PROFIT

Angkasa Pura II mencatatkan peningkatan laba usaha pada Angkasa Pura II recorded an increase in operating profit in
tahun 2017 dibandingkan tahun 2016. Laba usaha tahun 2017 2017 compared to 2016. Operating profit in 2017 amounted
sebesar Rp2,92 triliun, meningkat sebesar Rp848,81 miliar to Rp2.92 trillion, an increase of Rp848.81 billion, or 40.99%
atau 40,99% dibanding laba usaha tahun 2016 yang tercatat compared to its Rp2.07 trillion operating profit in 2016. This is
sebesar Rp2,07 triliun. Hal tersebut sejalan dengan peningkatan in line with the increase in operating revenues and efficiency in
pendapatan usaha dan efisiensi pada beban usaha. operating expenses.
PENGHASILAN (BEBAN) LAIN-LAIN OTHER INCOME (EXPENSES)

Pada tahun 2017, penghasilan lain-lain mencapai Rp19,31 miliar. In 2017, other income reached Rp19, 31 billion. This represents
Hal ini menunjukkan penurunan sebesar Rp130,21 miliar atau a decrease of Rp130.21 billion or 87.09% compared to other
87,09% dibandingkan penghasilan lain-lain tahun 2016 sebesar income of 2016 of Rp149.52 billion. Generally, factors affecting
Rp149,52 miliar. Secara umum, faktor yang mempengaruhi the decrease in other income is increasing financial costs and
penurunan penghasilan lain-lain yaitu peningkatan biaya final tax on financial income.
keuangan dan pajak final atas penghasilan keuangan.
Penghasilan (Beban) Lain-lain Other Income (Expenses)

Nominal %
Penghasilan keuangan 355,99 209,14 146,86 70,22 Financial income
Pajak final atas penghasilan keuangan (66,80) (44,19) (22,61) 51,17 Final tax on financial income
Biaya keuangan (287,78) (15,21) (272,57) 1.792,36 Financial costs
Share in profit of the associated
Bagian laba (rugi) entitas asosiasi 17,90 (0,21) 18,11 (8.560,31)
entities
Total Penghasilan (Beban) Lain-lain 19,31 149,52 (130,21) (87,09) Total Other Income (Expenses)

TINJAUAN KEUANGAN
FINANCIAL REVIEW
LABA SEBELUM PAJAK PENGHASILAN PROFIT/LOSS BEFORE CORPORATE

Laba Sebelum Pajak BADAN INCOME TAX
Penghasilan Badan Angkasa Pura II mencatatkan peningkatan Angkasa Pura II recorded an increase in
Profit Before Corporate laba sebelum pajak pengahasilan badan profit before corporate income in 2017
Income Tax pada tahun 2017 dibandingkan tahun compared to 2016. The company’s profit
(dalam miliar Rupiah | in billion Rupiah) 2016. Laba sebelum pajak pengahasilan before taxes in 2017 amounted to Rp2.83
2,833.18 badan tahun 2017 sebesar Rp2,83 triliun, trillion, an increase of Rp702.76 billion
meningkat sebesar Rp702,76 miliar atau or 33.00% compared to 2016 at Rp2.13
2,129.41 33,00% dibanding 2016 yang tercatat trillion. This is in line with the increase
sebesar Rp2,13 triliun. Hal tersebut sejalan in operating income and the addition of
dengan peningkatan laba usaha dan other income.
adanya penambahan penghasilan lain-
lain.
2017 2016
BEBAN (MANFAAT) PAJAK CORPORATE INCOME TAX EXPENSE

Beban Pajak PENGHASILAN BADAN (BENEFIT)
Penghasilan Badan Beban pajak penghasilan badan tahun Corporate income tax expense in 2017
Corporate Income Tax 2017 sebesar Rp822,32 miliar, meningkat amounted to Rp822,32 billion, an increase
Expense sebesar Rp633,16 miliar atau 334,72% of Rp633,16 billion or 334.72% compared
(dalam miliar Rupiah | in billion Rupiah) dibandingkan beban pajak penghasilan to the corporate income tax expense in
822.32 badan tahun 2016 sebesar Rp189,16 2016 amounted to Rp189,16 billion.
miliar.
189.16 LABA TAHUN BERJALAN INCOME FOR THE YEAR

Pada tahun 2017, Angkasa Pura II berhasil In 2017, Angkasa Pura II managed to
2017 2016 membukukan laba bersih sebesar Rp2,01 book a net profit of Rp2.01 trillion. The
triliun. Laba bersih tersebut meningkat net profit increased by Rp69.6 billion
sebesar Rp69,6 miliar atau 3,59% or 3.59% compared to in 2016, which
dibandingkan tahun 2016 yang tercatat amounted to Rp1.94 trillion.
Laba Tahun Berjalan sebesar Rp1,94 triliun.
Income for The Year
(dalam miliar Rupiah | in billion Rupiah)
2,009.86
1,940.25
2017 2016

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Seiring dengan meningkatnya laba tahun berjalan pada tahun In line with the increase in current year profit in 2017, Profit
2017, maka Laba yang dapat diatribusikan kepada pemilik attributable to owners of the parent company also increased
entitas induk juga mengalami peningkatan sebesar Rp69,48 by Rp69.48 billion or 3.58%. Profit attributable to the owner
miliar atau 3,58%. Laba yang dapat diatribusikan kepada of the parent company reaches Rp2.01 trillion compared to the
pemilik entitas induk mencapai Rp2,01 triliun dibandingkan laba earnings attributable to the owners of the parent company of
yang dapat diatribusikan kepada pemilik entitas induk tahun 2016 amounting to Rp1.94 trillion
2016 sebesar Rp1,94 triliun.
Laba Tahun Berjalan yang Dapat Diatribusikan Attributable Income for Year
Nominal %
Laba tahun berjalan yang dapat diatribusikan Earnings for the year attributable
2.009,86 1.940,25 69,60 3,59
kepada: to:
Pemilik entitas induk 2.009,73 1.940,25 69,48 3,58 Owner of the parent entity
Kepentingan non-pengendali 0,12 0,82 (0,70) (85,14) Non-controlling interests
PENGHASILAN KOMPREHENSIF TAHUN COMPREHENSIVE INCOME FOR THE

BERJALAN YEAR Penghasilan
Angkasa Pura II juga mencatatkan total Angkasa Pura II also recorded total Komprehensif Tahun
penghasilan komprehensif tahun berjalan comprehensive income for the year 2017
Berjalan
tahun 2017 sebesar Rp1,93 triliun, amounted to Rp1.93 trillion, an increase
meningkat sebesar Rp36,04 miliar atau of Rp36,04 billion or 1.90% compared Comprehensive Income for
1,90% dibandingkan tahun 2016 yang to 2016 which was recorded at Rp1,90 the Year
tercatat sebesar Rp1,90 triliun. trillion. (dalam miliar Rupiah | in billion Rupiah)
Peningkatan penghasilan komprehensif A comprehensive revenue increase affects 1,934.38

memberi dampak pada meningkatnya the increase in the comprehensive income
penghasilan komprehensif yang dapat attributable to the owner of the parent.
diatribusikan kepada pemilik entitas The comprehensive income attributable
induk. Penghasilan komprehensif yang to owners of the parent entity of 2017 1,898.34
dapat diatribusikan kepada pemilik entitas amounted to Rp1.93 trillion, an increase
induk tahun 2017 sebesar Rp1,93 triliun, of Rp35.92 billion or 1.89% compared to
meningkat Rp35,92 miliar atau 1,89% the comprehensive income attributable
dibandingkan penghasilan komprehensif to owners of the parent entity of 2016 of
yang dapat diatribusikan kepada pemilik Rp1.90 trillion. 2017 2016
entitas induk tahun 2016 sebesar Rp1,90
triliun.

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Laba Komprehensif Tahun Berjalan yang Dapat Attributable Comprehensive Income for the Year
Diatribusikan
(dalam miliar rupiah) (dalam miliar rupiah)
Nominal %
Penghasilan komprehensif tahun berjalan yang Comprehensive income for the year
1.934,38 1.898,34 36,04 1,90
dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 1.934,26 1.898,34 35,92 1,89 Owner of the parent entity
Kepentingan non-pengendali 0,12 0,87 (0,75) (86,01) Non-controlling interests
Laba per Saham Dasar LABA PER SAHAM DASAR EARNING PER SHARE
Basic Earnings Per Share Di tahun 2017, laba per saham In 2017, basic earnings per share were
(dalam Rupiah Penuh | in Full Rupiah)
dasar tercatat lebih rendah nilainya lower in value compared to 2016.
291,038 dibandingkan tahun 2016. Laba per Earnings per share in 2017 amounted to
287,105 saham di tahun 2017 sebesar Rp287.105, Rp287.105, while in 2016 amounted to
sedangkan di tahun 2016 adalah sebesar Rp291.03.
Rp291.038.
2017 2016
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL POSITION STATEMENTS

Kinerja keuangan Angkasa Pura II tahun 2017 menunjukkan Angkasa Pura II’s financial performance in 2017 showed an
peningkatan. Hal ini terlihat dari instrumen posisi keuangan increase. This can be seen from the Company’s financial position
Perusahaan mengalami pertumbuhan dibandingkan instrument grew compared to the previous year. Asset position
tahun sebelumnya. Posisi aset meningkat sebesar 16,65% increased by 16.65% compared to asset position in the previous
dibandingkan posisi aset pada tahun sebelumnya. Sedangkan year. Equity position increased by 10.59% compared to equity
posisi ekuitas meningkat sebesar 10,59% dibandingkan dengan position in 2016.
posisi ekuitas tahun 2016.
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position

(dalam miliar Rupiah) (in billion Rupiah)
Nominal %
ASET 32.651,96 27.991,22 4.660,74 16,65 ASSET
ASET LANCAR 7.355,42 8.081,13 (725,71) (8,98) CURRENT ASSETS
ASET TIDAK LANCAR 25.296,54 19.910,08 5.386,45 27,05 NOT CURRENT ASSETS
LIABILITAS 10.613,83 8.063,60 2.550,22 31,63 LIABILITY
LIABILITAS JANGKA PENDEK 4.101,75 3.155,88 945,87 29,97 CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG 6.512,08 4.907,73 1.604,35 32,69 LONG TERM LIABILITY
EKUITAS 22.038,13 19.927,62 2.110,52 10,59 EQUITY
LIABILITAS DAN EKUITAS 32.651,96 27.991,22 4.660,74 16,65 LIABILITY AND EQUITY

TINJAUAN KEUANGAN
FINANCIAL REVIEW
ASET ASSET
Total aset Angkasa Pura II per 31 The total assets of Angkasa Pura II as of Aset | Asset
Desember 2017 mencapai Rp32,65 triliun, December 31, 2017 reached Rp32.65 (dalam miliar Rupiah | in billion Rupiah)
meningkat sebesar Rp4,66 triliun atau trillion, an increase of Rp4.66 trillion or
32,651.96
16,65% dibandingkan total aset per 31 16.65% compared to total assets as of
Desember 2016 sebesar Rp27,99 triliun. December 31, 2016 of Rp27.99 trillion. In
Secara komposisi, aset Perseroan terdiri composition, the Company’s assets consist 27,991.22
dari aset lancar sebesar 22,53% dan aset of current assets of 22.53% and non-
tidak lancar sebesar 77,47%. current assets of 77.47%.
2017 2016
a. Aset Lancar a. Current Asset

Aset Lancar Perseroan per 31 Desember 2017 mencapai The Company’s Current Assets as of December 31, 2017
Rp7,36 triliun, turun sebesar Rp725,71 miliar atau 8,98% reached Rp7.36 trillion, a decrease of Rp725.71 billion or
dibandingkan jumlah aset lancar per 31 Desember 2016 8.98% compared to current assets as of December 31, 2016
sebesar Rp8,08 triliun. Penurunan aset lancar terbesar of Rp8.08 trillion. The largest decrease in current assets
berasal dari kas dan setara kas. comes from cash and cash equivalents.
Aset Lancar Current Asset

Nominal %
Kas dan setara kas 6.054,17 6.975,12 (920,95) (13,20) Cash and cash equivalents
Piutang usaha, bersih 814,01 807,76 6,25 0,77 Accounts receivable, net
Piutang lain-lain, bersih 55,82 31,44 24,38 77,54 Other receivables, net
Persediaan 9,81 9,95 (0,14) (1,39) Inventory
Pajak dibayar di muka - bagian lancar 4,11 26,52 (22,41) (84,50) Prepaid taxes - current portion
Uang muka 81,24 51,09 30,16 59,03 advance
Biaya dibayar di muka 29,46 0,00 29,46 100,00 Prepaid expenses
Pendapatan yang masih harus diterima, bersih 306,80 179,26 127,54 71,15 Accrued revenue, net
TOTAL ASET LANCAR 7.355,42 8.081,13 (725,71) (8,98) TOTAL CURRENT ASSETS

TINJAUAN KEUANGAN
FINANCIAL REVIEW
b. Aset Tidak Lancar b. Non-Current Asset

Aset tidak lancar per 31 Desember 2017 mencapai Rp25,30 Non-current assets as of December 31, 2017 reached

triliun, meningkat Rp5,39 triliun atau 27,05% dibandingkan Rp25.30 trillion, an increase of Rp5.39 trillion or 27.05%
aset tidak lancar per 31 Desember 2016 sebesar Rp19,91 compared to non-current assets as of December 31, 2016 of
triliun. Peningkatan ini didominasi oleh peningkatan aset Rp19.91 trillion. The increase was dominated by an increase
tetap sebesar Rp4,79 triliun atau 24,84%. Penambahan aset in fixed assets by Rp4.79 trillion or 24.84%. The addition of
tetap khususnya terjadi pada aset bangunan gedung dan fixed assets in particular occurred in the assets of building
bangunan lapangan dalam pembangunan. buildings and field buildings under construction.
Aset Tidak Lancar Non-Current Assets

Nominal %
Aset keuangan yang tersedia untuk dijual 92,18 102,14 (9,96) (9,75) Available-for-sale financial assets
Penyertaan saham 343,77 374,60 (30,83) (8,23) Investments in shares of stock
Uang muka pembelian tanah 535,98 0,00 535,98 100,00 Advances for purchase of land
Properti investasi, bersih 76,76 77,52 (0,77) (0,99) Investment property, net
Aset tetap, bersih 24.079,50 19.288,22 4.791,28 24,84 Fixed assets, net
Pajak dibayar di muka - Bagian tidak lancar 40,37 0,00 40,37 100,00 Prepaid taxes - Non-current section
Aset pajak tangguhan, bersih 15,74 34,88 (19,14) (54,88) Deferred tax assets, net
Aset tidak lancar lain-lain 112,23 32,72 79,51 242,97 Other non-current assets
TOTAL ASET TIDAK LANCAR 25.296,54 19.910,08 5.386,45 27,05 TOTAL NON CURRENT ASSET
Liabilitas | Liability LIABILITAS LIABILITY

(dalam miliar Rupiah | in billion Rupiah Total liabilitas Angkasa Pura II per 31 The total liabilities of Angkasa Pura II as
Desember 2017 mencapai Rp10,61 triliun, of December 31, 2017 reached Rp10.61
10,613.83 meningkat sebesar Rp2,55 triliun atau trillion, an increase of Rp2.55 trillion or
31,63% dibandingkan total liabilitas per 31.63% compared to total liabilities as
8,063.60
31 Desember 2016 sebesar Rp8,06 triliun. of December 31, 2016 of Rp8.06 trillion.
Secara komposisi, liabilitas Perseroan In composition, the Company’s liabilities
terdiri dari liabilitas jangka pendek sebesar consist of current liabilities of 38.65% and
38,65% dan liabilitas jangka panjang non-current liabilities of 61.35%.
sebesar 61,35%.
2017 2016

TINJAUAN KEUANGAN
FINANCIAL REVIEW
a. Liabilitas Jangka Pendek a. Current Liabilities

Liabilitas jangka pendek Perseroan mencapai Rp4,10
The Company’s current liabilities reached Rp4.10 trillion,
triliun, meningkat sebesar Rp945,87 miliar atau 29,97% an increase of Rp945.87 billion, or 29.97% compared to its
dibandingkan liabilitas jangka pendek per 31 Desember 2016 current liabilities as of December 31, 2016 of Rp3.16 trillion.
sebesar Rp3,16 triliun. Peningkatan liabilitas jangka pendek The increase in current liabilities arose mainly from accruals
terutama berasal dari meningkatnya beban akrual sebesar expense of Rp817.06 billion or 34.63%, operating debt of
Rp817,06 miliar atau 34,63%, utang usaha sebesar Rp53,57 Rp53.57 billion or 173.68%, other debts of Rp29.78 billion
miliar atau 173,68%, utang lain-lain sebesar Rp29,78 or 16.60%, liabilities current employee benefits amounting
miliar atau 16,60%, liabilitas imbalan kerja jangka pendek to Rp3.34 billion or 1.96%, revenues earned by Rp18.85
sebesar Rp3,34 miliar atau sebesar 1,96%, pendapatan yang billion or 12.73% and current portion of long-term bank
diterima di muka sebesar Rp18,85 miliar atau 12,73% dan loans of Rp117.84 billion or 754.18%.
bagian jangka pendek utang bank jangka panjang sebesar
Rp117,84 miliar atau 754,18%.
Liabilitas Jangka Pendek Current Liabilities

Nominal %
Utang usaha 84,41 30,84 53,57 173,68 Trade payables
Utang lain-lain 209,13 179,35 29,78 16,60 Other payables
Beban akrual 3.176,26 2.359,20 817,06 34,63 Accrued Expenses
Utang pajak 136,21 135,08 1,13 0,84 Taxes payable
Liabilitas dana pensiun 21,56 117,27 (95,70) (81,61) Pension fund liabilities
Pendapatan yang diterima di muka 166,96 148,11 18,85 12,73 Unearned revenues
Short-term employees benefits
Liabilitas imbalan kerja jangka pendek 173,74 170,41 3,34 1,96
liabilities
Bagian jangka pendek utang bank jangka Current portion of long-term bank
133,47 15,63 117,84 754,18
panjang loan
TOTAL LIABILITAS JANGKA PENDEK 4.101,75 3.155,88 945,87 29,97 TOTAL Current Liabilities

TINJAUAN KEUANGAN
FINANCIAL REVIEW
b. Liabilitas Jangka Panjang b. Non-current Liabilities

Liabilitas jangka panjang Perseroan mencapai Rp6,51 The Company’s non-current liabilities reached Rp6.51 trillion,
triliun, meningkat sebesar Rp1,60 triliun atau 32,69% an increase of Rp1.60 trillion or 32.69% compared to its
dibandingkan liabilitas jangka panjang per 31 Desember non-current liabilities as of December 31, 2016 amounting
2016 sebesar Rp4,91 triliun. Peningkatan liabilitas jangka to Rp4.91 trillion. The increase in non-current liabilities
panjang terutama berasal dari utang bank jangka panjang mainly came from non-current bank loans of Rp1.46
sebesar Rp1,46 triliun (53,18%), utang jangka panjang trillion (53.18%), other non-current loans of Rp9.83 billion
lainnya sebesar Rp9,83 miliar (100,02%) dan liabilitas pajak (100.02%) and deferred tax liabilities of Rp147.58 billion
tangguhan sebesar Rp147,58 miliar (100,00%). (100, 00%).
Liabilitas Jangka Panjang Non-current Liabilities

Nominal %
Pinjaman jangka panjang: 6.199,33 4.738,64 1.460,68 30,82 Long-term loan:
- Utang bank jangka panjang 4.205,09 2.745,26 1.459,83 53,18 - Long-term bank loan
- Utang obligasi 1.994,23 1.993,38 0,85 0,04 - Bonds payable
Utang jaminan pelanggan 14,72 15,37 (0,65) (4,23) Customers deposits
Utang jangka panjang lainnya 19,65 9,82 9,83 100,02 Other long-term payable
Liabilitas pajak tangguhan 147,58 0,00 147,58 100,00 Deferred tax liabilities
Liabilitas imbalan kerja 130,43 136,69 (6,26) (4,58) Employee benefits liabilities
Dana program tunjangan hari tua 0,38 2,60 (2,22) (85,29) Retirement program funds
Dana program BUMN peduli beasiswa 0,00 4,60 (4,60) (100,00) BUMN scholarship program funds
TOTAL LIABILITAS JANGKA PANJANG 6.512,08 4.907,73 1.604,35 32,69 TOTAL

TINJAUAN KEUANGAN
FINANCIAL REVIEW
EKUITAS EQUITY
Perseroan Ekuitas Angkasa Pura II per 31 Desember 2017 Equity of Angkasa Pura II as of December 31, 2017 reached
mencapai Rp22,04 triliun, meningkat sebesar Rp2,11 triliun Rp22.04 trillion, an increase of Rp2.11 trillion or 10.59%
atau 10,59% dibandingkan jumlah ekuitas per 31 Desember compared to total equity as of December 31, 2016 of Rp19.93
2016 sebesar Rp19,93 triliun. Peningkatan ekuitas dipengaruhi trillion. The increase in equity was influenced by the addition of
oleh penambahan modal disetor sebesar Rp2,25 triliun. paid up capital of Rp2.25 trillion.
Ekuitas EQUITY
Nominal %
Modal Saham 7.000,00 7.000,00 0,00 0,00 Share capital
Modal disetor lainnya 4.752,11 2.506,49 2.245,62 89,59 Other paid-in capital
Komponen ekuitas lainnya 552,27 2.191,76 (1.639,49) (74,80) Other components of equity
Rugi komprehensif lain (212,77) (137,30) (75,47) 54,97 Other comprehensive loss
Selisih ekuitas entitas anak (26,32) (26,32) 0,00 0,00 Difference in equity of subsidiary
Saldo laba Retained earnings
Dicadangkan 8.529,64 6.919,39 1.610,25 23,27 Appropriated
Belum dicadangkan 1.442,87 1.473,39 (30,52) (2,07) Unappropriated
Ekuitas yang dapat diatribusikan kepada Pemilik Equity attributable to owners of
22.037,81 19.927,42 2.110,40 10,59
entitas induk parent entity
Kepentingan non-pengendali 0,32 0,20 0,12 59,94 Non-controlling interests
TOTAL EKUITAS 22.038,13 19.927,62 2.110,52 10,59 TOTAL EQUITY

TINJAUAN KEUANGAN
FINANCIAL REVIEW
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS

Angkasa Pura II mencatatkan kas dan setara kas per 31 Angkasa Pura II recorded cash and cash equivalents as of
Desember 2017 sebesar Rp6,05 triliun, turun sebesar Rp921,95 December 31, 2017 amounted to Rp6.05 trillion, a decrease
miliar atau 13,21% dibandingkan dengan kas dan setara kas per of Rp921.95 billion or 13.21% compared to cash and cash
31 Desember 2016 yang sebesar Rp Rp6,96 triliun. Penurunan equivalents as of December 31, 2016 amounting to Rp Rp6.96
ini terutama disebabkan oleh penurunan arus kas dari aktivitas trillion. This decrease was primarily due to a decrease in cash
pendanaan tahun 2017 dari tahun sebelumnya. flows from financing activity in 2017 from the previous year.
Laporan Arus Kas Konsolidasian Consolidated Statements of Cash Flows

Nominal %
Arus Kas Dari Aktivitas Operasi 2.632,20 2.701,41 (69,21) (2,56) Cash flows from operating activities
Arus Kas Dari Aktivitas Investasi (4.698,68) (3.862,77) (835,91) 21,64 Cash flows for investing activities
Arus Kas Dari Aktivitas Pendanaan 1.145,53 5.205,98 (4.060,45) (78,00) Cash flows from financing activities
Increase in cash and cash equiv-
Kenaikan (Penurunan) Bersih Kas Dan Setara Kas (920,95) 4.044,62 (4.965,57) (122,77)
alents
Cash and cash equivalents at begin-
Kas Dan Setara Kas Awal Tahun 6.975,12 2.930,50 4.044,62 138,02
ning of year
Cash and cash equivalents at end
Kas Dan Setara Kas Akhir Tahun 6.054,17 6.975,12 (920,95) (13,20)
of year
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Arus kas dari aktivitas operasi per 31 Desember 2017 tercatat Cash flows from operating activities as of December 31, 2017
sebesar Rp2,63 triliun, turun sebesar Rp69,21 miliar dibandingkan amounted to Rp2.63 trillion, decrease of Rp69.21 billion
arus kas dari aktivitas operasi per 31 Desember 2016 sebesar compared to cash flow from operating activities as at 31
Rp2,70 triliun. Hal ini disebabkan karena meningkatnya arus December 2016 of Rp2.70 trillion. This is due to increased cash
kas untuk pembayaran pemasok dan pembayaran-pembayaran flow for supplier payments and other payments, despite an
yang lainnya, meskipun terdapat peningkatan penerimaan dari increase in receipts from customers.
pelanggan.

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities
Nominal %
Penerimaan dari pelanggan 7.888,75 6.272,52 1.616,23 25,77 Receipts from customers
Pembayaran kepada pemasok, kontraktor dan Payments to suppliers, contractors,
(2.925,55) (1.763,12) (1.162,44) 65,93
pihak ketiga lainnya and other third parties
Pembayaran kepada karyawan (1.630,29) (1.303,44) (326,86) 25,08 Payments to employees
Pembayaran beban bunga (287,78) (14,98) (272,81) 1.821,57 Payment of interest expense
Penerimaan pendapatan bunga 289,19 164,94 124,25 75,33 Receipt of interest income
Pembayaran lainnya (44,57) (11,68) (32,90) 281,75 Other payments
Pembayaran pajak (657,55) (642,85) (14,70) 2,29 Payments for taxes
Kas bersih yang diperoleh dari aktivitas operasI 2.632,20 2.701,41 (69,21) (2,56) Net cash from Operating Activities
ARUS KAS UNTUK AKTIVITAS INVESTASI CASH FLOWS FOR INVESTMENT ACTIVITIES
Arus kas dari aktivitas investasi per 31 Desember 2017 tercatat Cash flows from investing activities as of December 31, 2017
sebesar Rp4,70 triliun, lebih tinggi sebesar Rp835,91 miliar amounted to Rp4.70 trillion, increased by Rp835.91 billion or
atau 21,64% dibandingkan arus kas dari aktivitas investasi per 21.64% compared to cash flows from investment activities as at
31 Desember 2016 sebesar Rp3,86 triliun. Hal ini, disebabkan 31 December 2016 of Rp3.86 trillion. This is due to expenditures
adanya pengeluaran untuk pembelian aset tetap tahun 2017. for the purchase of fixed assets in 2017.
Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities
Nominal %
Perolehan aset tetap (4.719,93) (3.749,48) (970,45) 25,88 Fixed assets acquisition
Penerimaan dari penjualan aset tetap 2,26 6,51 (4,26) (65,35) Proceeds from sales of fixed asset
Hasil penjualan aset keuangan tersedia untuk Proceed from the sale of financial
19,00 5,00 14,00 280,00
dijual assets available-for-sale
Capital subscription in associate
Penyertaan modal pada entitas asosiasi 0,00 (124,80) 124,80 (100,00)
company
Kas bersih yang digunakan untuk aktivitas
(4.698,68) (3.862,77) (835,91) 21,64 Net cash from Investing Activities
investasi

TINJAUAN KEUANGAN
FINANCIAL REVIEW
ARUS KAS UNTUK AKTIVITAS PENDANAAN CASH FLOWS FOR FINANCING ACTIVITIES
Arus kas untuk aktivitas pendanaan per 31 Desember 2017 Cash flow for financing activities as of 31 December 2017 was
tercatat sebesar Rp1,15 triliun, turun sebesar Rp4,06 triliun. recorded at Rp1.15 trillion, decreased at Rp4.06 trillion. As of
Sementara per 31 Desember 2016, Angkasa Pura II mencatatkan December 31, 2016, Angkasa Pura II recorded cash flows for
arus kas untuk aktivitas pendanaan sebesar Rp5,21 triliun. financing activities of Rp5.21 trillion. The decrease in cash flows
Penurunan arus kas untuk aktivitas pendanaan disebabkan oleh for financing activities was caused by the absence of additional
tidak adanya penambahan utang obligasi dan modal disetor bonds payable and other paid-up capital as in the previous year.
lainnya sebagaimana pada tahun sebelumnya.
Arus Kas dari Aktivitas Pendanaan Cash Flows from Financing Activities
Nominal %
Penerimaan utang jangka panjang: Proceeds from long-term liabilities:

Utang bank 1.586,73 1.564,07 22,66 1,45 Bonds payable
Utang obligasi 0,00 2.000,00 (2.000,00) (100,00) Bank loan payments
Payments for bank loan transaction
Pembayaran pinjaman bank (11,19) 0,00 (11,19) 100,00
costs
Payments for bonds payable trans-
Pembayaran biaya transaksi utang bank 0,00 (13,65) 13,65 (100,00)
action costs
Pembayaran biaya transaksi utang obligasi 0,00 (6,97) 6,97 (100,00) Payments of cash dividends
Pembayaran dividen kas (430,00) (337,46) (92,54) 27,42 Other paid-in capital addition
Penambahan modal disetor lainnya 0,00 2.000,00 (2.000,00) (100,00) Net cash from Financing Activities
Kas bersih yang diperoleh dari aktivitas
1.145,53 5.205,98 (4.060,45) (78,00) Proceeds from long-term liabilities:
pendanaan

TINJAUAN KEUANGAN
FINANCIAL REVIEW
LAPORAN RASIO KEUANGAN PENTING KEY FINANCIAL RATIOS

Rasio keuangan yang digunakan dalam penilaian kinerja The financial ratios used in assessing the performance of the
perusahaan per 31 Desember 2017 adalah mengacu kepada company per December 31, 2017 is a reference to the Decree
Keputusan Menteri Badan Usaha Milik Negara Nomor: KEP- of the Minister for State Owned Enterprises No. KEP-100 /
100/MBU/2002 tentang Penilaian Tingkat Kesehatan Badan MBU / 2002 on Evaluation of Health State-Owned Enterprises.
Usaha Milik Negara. Berikut uraian mengenai rasio keuangan Following DESCRIPTION regarding key consolidated financial
konsolidasian penting yang menggambarkan pencapaian ratios that illustrate the achievements of the Company’s financial
kinerja keuangan dan operasional Perseroan untuk tahun 2017 and operational performance for 2017 and 2016.
dan 2016.
Rasio Keuangan Konsolidasian Penting Key Financial Ratios
URAIAN 2017 2016 2017-2016 DESCRIPTION

RASIO LIKUIDITAS LIQUIDITY RATIO
Rasio Kas 147,60% 221,02% -73,42% Cash Ratio
Rasio Lancar 179,32% 256,07% -76,74% Current Ratio
RASIO LEVERAGE LEVERAGE RATIO
Rasio Liabilitas Terhadap Aset 32,51% 28,81% 3,70% Liabilities to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 48,16% 40,46% 7,70% Liabilities to Equity Ratio
RASIO PROFITABILITAS PROFITABILITY RATIO
Marjin Laba Bersih 24,78% 29,20% -4,41% Net Profit Margin
Rasio Laba Bersih Terhadap Aset (ROA) 6,16% 6,93% -0,78% Return on Assets Ratio (ROA)
Rasio Laba Bersih Terhadap Ekuitas (ROE) 16,33% 16,59% -0,25% Return on Equity Ratio (ROE)
Rasio Laba Bersih Terhadap Investasi (ROI) 14,37% 13,19% 1,19% Return on Investment Ratio (ROI)
RASIO AKTIVITAS ACTIVITY RATIO
Periode Kolektibilitas (dalam satuan hari) 37 44 (7) Collectibility Period (in day)
Perputaran Persediaan (dalam satuan hari) 0 1 (1) Inventory Turnover Ratio (in days)
Total Aset Turn Over 30,22% 29,99% 0,23% Assets Turnover Ratio
TMS terhadap Total Aset 40,16% 44,91% -4,75% TMS to Total Asset

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Rasio Likuiditas Liquidity Ratio

Adalah ukuran yang dipergunakan untuk menghitung tingkat Is the measure used to calculate the level of the company’s ability
kemampuan perusahaan dalam memenuhi liabilitas jangka to meet its short-term liabilities. The level of ability of Angkasa
pendeknya. Adapun tingkat kemampuan Angkasa Pura II dan Pura II and subsidiaries (Persero) in 2017 to meet its short-term
entitas anak (Persero) tahun 2017 dalam memenuhi liabilitas liabilities is indicated by:
jangka pendeknya ditunjukkan dengan:
• Rasio Lancar mencapai sebanyak 179,32%. • Current ratio reached 179.32%.
• Rasio Kas mencapai sebanyak sebesar 147,60% • Cash ratio reaches as much as 147,60%
Dibanding dengan tahun 2016, rasio lancar, rasio likuiditas Compared to 2016, the current ratio, other liquidity ratios
lainnya tahun 2017 mengalami penurunan. Namun demikian, in 2017 decreased. However, in general, the liquidity of the
secara umum likuiditas Perseroan dan entitas anak di tahun 2017 Company and its subsidiaries in 2017 is still very good in meeting
masih sangat baik dalam memenuhi kebutuhan likuditasnya. its liquidity needs.
Rasio Leverage Leverage Ratio

Adalah ukuran yang dipergunakan untuk menghitung tingkat Is a measure that is used to calculate the level of ability of the
kemampuan perusahaan dalam memenuhi segala liabilitasnya company in fulfilling all its liabilities if the current company and
apabila saat ini perusahaan dan entitas anak dilikuidasi. subsidiaries are liquidated. The level of ability of Angkasa Pura
Adapun tingkat kemampuan Angkasa Pura II tahun 2017 dalam II in 2017 in fulfilling the liabilities when liquidated at this time
memenuhi liabilitas apabila dilakukan likuidasi pada saat ini is indicated by:
ditunjukkan dengan:
• Rasio Liabilitas atas Aset sebesar 32,51%. • Assets Liability Ratio of 32.51%.
• Rasio Liabilitas atas Ekuitas sebesar 48,16%. • Ratio of Liabilities to Equity of 48.16%.
Dibandingkan dengan tahun 2016, terjadi kenaikan dalam Compared to 2016, there was an increase in the leverage ratio
rasio leverage perusahaan tahun 2017, sehingga menunjukkan of the company in 2017, thus showing increasingly able to meet
semakin mampu dalam memenuhi kebutuhan solvabilitasnya. its solvency requirements.
Rasio Aktivitas Activity Ratio

Adalah ukuran yang dipergunakan untuk menghitung tingkat Is the measure used to calculate the level of effectiveness of the
efektivitas perusahaan dan entitas anak dalam memanfaatkan company and its subsidiaries to utilize all available resources at
semua sumber daya yang ada pada pengendaliannya. its control.
Adapun tingkat efektivitas Angkasa Pura II dan entitas anak The level of effectiveness of Angkasa Pura II and subsidiaries in
tahun 2017 dalam mengendalikan sumber daya yang dimiliki 2017 in controlling the resources owned is indicated by:
ditunjukkan dengan:
• Rasio Perputaran Persediaan sebanyak 0 hari. • Inventory Turnover Rate of 0 days.
• Periode Kolektibilitas sebanyak 37 hari. • The Collectibility Period is 37 days.
Dibandingkan dengan tahun 2016, Rasio Perputaran Aset dan Compared to 2016, Asset Coverage Ratios and Billing Ratios of
Rasio Penagihan tahun 2017 terjadi kenaikan, sedangkan Rasio 2017 incremented, while Inventory Turnover Ratio in 2017 saw
Perputaran Persediaan tahun 2017 terjadi penurunan jumlah a decrease in number of billing turnover days from last year.
hari perputaran penagihan dari tahun lalu. Dengan demikian, Thus, in general the activities of companies and subsidiaries in
secara umum aktivitas perusahaan dan entitas anak tahun 2017 are in excellent condition and an increase compared to the
2017 dalam kondisi yang sangat baik dan terjadi peningkatan previous year.
dibanding tahun sebelumnya.

TINJAUAN KEUANGAN
FINANCIAL REVIEW
Rasio Profitabilitas (Rasio Kemampuan Laba) Profitability Ratio

Adalah ukuran yang dipergunakan untuk menghitung hasil It is a measure used to calculate the net outcome of various
akhir bersih dari berbagai kebijakan dan keputusan manajemen management policies and decisions that will provide the final
yang akan memberikan jawaban akhir tentang efektivitas answer on management effectiveness in managing the company.
manajemen dalam mengelola perusahaan. Adapun tingkat The profitability level of Angkasa Pura II and subsidiaries in 2017
profitabilitas Angkasa Pura II dan entitas anak tahun 2017 is shown by:
ditunjukkan dengan:
• Rasio Imbalan Ekuitas sebesar 16,33%. • Return on Equity of 16.33%.
• Rasio Imbalan Aset sebesar 6,16%. • Return on Asset of 6.16%.
• Rasio Imbalan Investasi sebesar 14,37%. • Return on Investment of 14.37%.
• Rasio Margin Laba Bersih sebesar 24,78%. • Net Profit Margin Ratio of 24.78%.
Dibandingkan dengan tahun 2016, rasio margin laba bersih, Compared to 2016, the ratio of net profit margin, Return on
rasio imbalan ekuitas dan rasio imbalan aset, mengalami Equity and Return on Asset decreased significantly in 2017.
penurunan tidak signifikan pada tahun 2017. Sedangkan rasio While the ratio of return on investment increased compared to
imbalan investasi mengalami peningkatan dibandingkan pada 2016. Thus, in general from the aspect of profitability Angkasa
tahun 2016. Dengan demikian, secara umum ditinjau dari aspek Pura II and the subsidiary in 2017 is good enough.
profitabilitas Angkasa Pura II dan entitas anak tahun 2017
adalah cukup baik.

TINJAUAN INFORMASI KEUANGAN LAINNYA

OVERVIEW OF OTHER FINANCIAL INFORMATION
1. K
EMAMPUAN MEMBAYAR UTANG DAN TINGKAT 1. S
OLVENCY AND COLLECTABILITY RATE OF THE
KOLEKTIBILITAS PIUTANG PERUSAHAAN COMPANY
Kemampuan perusahaan untuk membayar hutang atas
pinjaman dapat dijelaskan melalui kemampuan membayar The company’s ability to repay the debt on the loan can be
utang jangka pendek dan jangka panjang tahun 2017, explained by the ability to pay short-term debt and long-term
sebagai berikut. in 2017, as follows.
Kemampuan Membayar Utang Jangka Pendek The ability to pay short term debt
Untuk mengukur tingkat kemampuan perusahaan dalam To measure the company’s ability to meet short-term liabilities
memenuhi liabilitas/utang jangka pendek berdasarkan rasio / debts based on liquidity ratios. The level of liquidity can be
likuiditas. Tingkat likuiditas dapat ditunjukkan dengan Rasio shown with the Cash Ratio and Current Ratio. The Cash Ratio
Kas dan Rasio Lancar. Rasio Kas menjelaskan kemampuan describes the Company’s ability to pay its short-term liabilities
Perseroan untuk melunasi liabilitas jangka pendeknya melalui through cash and cash equivalents (the most liquid assets)
kas dan setara kas (aset yang paling likuid) yang dimiliki. owned. Current Ratio is the ratio used to see the company’s
Rasio Lancar merupakan rasio yang digunakan untuk melihat ability to repay debt by using current assets.
kemampuan perusahaan untuk membayar hutang dengan
menggunakan aktiva lancar.
Dibanding dengan tahun 2016, Rasio Kas dan Rasio Lancar Compared to 2016, Cash Ratio and Current Ratio in 2017
tahun 2017 lebih rendah. Likuiditas berdasarkan rasio kas are lower. Liquidity based on cash ratio and current ratio of
dan rasio lancar tahun 2017 sebesar 147,60% dan 179,32%, 2017 of 147.60% and 179.32%, compared to the ratio of
dibandingkan rasio kas dan rasio lancar tahun 2016 sebesar cash and current ratio of 2016 of 221.02% and 256.07%.
221,02% dan 256,07%.
Rasio Likuiditas Liquidity Ratio

Rasio Kas 147,60% 221,02% -73,42% Cash Ratio

Rasio Lancar 179,32% 256,07% -76,74% Current Ratio
Kemampuan Membayar Utang Jangka Panjang Ability to Pay Long Term Debts
Sedangkan untuk mengukur tingkat kemampuan perusahaan Meanwhile, to measure the level of ability of the company
dalam memenuhi segala liabilitasnya termasuk liabilitas/ to meet all its liabilities, including long-term liabilities / debt
utang jangka panjang berdasarkan rasio solvabilitas. Dalam is based on a solvency ratio. In this case, the solvency ratio
hal ini, rasio solvabilitas adalah ukuran yang dipergunakan is the measure used to calculate the level of the company’s
untuk menghitung tingkat kemampuan perusahaan dalam ability to meet its liabilities if the company and subsidiaries
memenuhi segala liabilitasnya apabila saat ini perusahaan are currently liquidated.
dan entitas anak dilikuidasi.
Tingkat kemampuan Perseroan dalam memenuhi liabilitas The Company’s ability to meet liabilities when liquidated is
apabila dilakukan likuidasi pada saat ini ditunjukkan dengan currently demonstrated by the Liabilities Ratio of Assets and
Rasio Liabilitas atas Aset dan Rasio Liabilitas atas Ekuitas. Liabilities Ratios on Equity. The Company’s ability to meet its
Kemampuan Perseroan dalam memenuhi kewajiban debt based on the asset liability ratio of assets and equity in
hutangnya berdasarkan rasio liabilitas terhadal aset dan 2017 amounted to 32.51% and 48.16%.
ekuitas tahun 2017 sebesar 32,51% dan 48,16%.


Rasio Solvabilitas Solvency Ratio

Rasio Liabilitas Terhadap Aset 32,51% 28,81% 3,70% Liabilities to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 48,16% 40,46% 7,70% Liabilities to Equity Ratio
Kolektibilitas Piutang Receivables Collectability

Tingkat kolektibilitas piutang Angkasa Pura II menunjukkan The collectibility of Angkasa Pura II receivables shows an
peningkatan kinerja dalam periode perputaran piutang dari increase in performance in the period of receivable turnover
tahun sebelumnya. Kolektibilitas piutang di tahun 2017 from the previous year. The collectibility of receivables in
adalah sebesar 37 hari, sedangkan di tahun 2016 adalah 2017 is 37 days, while in 2016 it is 44 days. This ratio is still
sebesar 44 hari. Rasio ini masih lebih baik dari tingkat rasio better than the level of ratios set by the Ministry of SOEs,
yang telah ditetapkan Kementerian BUMN, yaitu maksimal which is a maximum of 60 days.
60 hari.
Berdasarkan hasil penelaahan kolektibilitas piutang usaha Based on the review of the collectibility of trade receivables at
pada akhir tahun, manajemen berkeyakinan bahwa cadangan the end of the year, management believes that the allowance
penurunan nilai piutang usaha adalah cukup. for impairment of trade receivables is adequate.
2. S
TRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN 2. C
apital Structure and Management Policy on Capital
ATAS STRUKTUR MODAL Structure
Struktur Modal Capital Structure
Tujuan utama pengelolaan modal perusahaan adalah untuk The main objective of capital management of the company
memastikan pemeliharaan rasio modal yang sehat untuk is to ensure the maintenance of a healthy ratio of capital to
mendukung usaha dan memaksimalkan imbalan bagi support the business and maximize return for shareholders.
pemegang saham. Selain itu, perusahaan dipersyaratkan In addition, the company is required by the Limited Liability
oleh Undang-undang Perseroan Terbatas efektif tanggal Company Law effective date of August 16, 2008 to contribute
16 Agustus 2008 untuk mengkontribusikan sampai dengan up to 20% of the share capital issued and fully paid into a
20% dari modal saham ditempatkan dan disetor penuh reserve fund that should not be distributed. External capital
ke dalam dana cadangan yang tidak boleh didistribusikan. requirements are considered by the company at the General
Persyaratan permodalan eksternal tersebut dipertimbangkan Meeting of Shareholders (“GMS”).
oleh perusahaan pada Rapat Umum Pemegang Saham
(“RUPS”).
Komposisi struktur modal tahun 2017 yang dimiliki oleh The composition of the capital structure of 2017 owned by
Perseroan adalah 32,51% berasal dari Liabilitas dan 67,49% the Company is 32.51% derived from Liabilities and 67.49%
berupa Ekuitas, komposisi ini mengalami perubahan jika in the form of Equity, this composition changes compared to
dibandingkan dengan tahun 2016. Komposisi struktur modal 2016. Composition of capital structure derived from Liabilities
yang berasal dari Liabilitas mengalami peningkatan sebesar increased by 3.70% while capital from Equity decreased by
3,70% sedangkan modal dari Ekuitas menurun sebesar 3.70%. Thus, overall the Company’s total invested capital
3,70%. Sehingga, secara keseluruhan total modal yang increased by 10.59%.
diinvestasikan Perseroan meningkat sebesar 10,59%.


Struktur Modal Capital Structure

(dalam Rp miliar) (in Rp billion)
2017 2016
URAIAN Nominal Posisi Nominal Posisi DESCRIPTION
Liabilitas 10.613,83 32,51% 8.063,60 28,81% Liabilities

Liabilitas Jangka Pendek 4.101,75 38,65% 3.155,88 39,14% Current Liabilities
Liabilitas Jangka Panjang 6.512,08 61,35% 4.907,73 60,86% Non-Current Liabilities
Ekuitas 22.038,13 67,49% 19.927,62 71,19% Equity
Liabilitas Dan Ekuitas 32.651,96 100,00% 27.991,22 100,00% Liabilities and Equity
Kebijakan Manajemen Atas Struktur Modal Management Policy on Capital Structure

Susunan pemegang saham Perusahaan dan kepemilikan The composition of the Company’s shareholders and share
saham pada tanggal 31 Desember 2017 dan 2016 adalah ownership as of December 31, 2017 and 2016 are as follows:
sebagai berikut:
Persentase Kepemilikan
Pemegang saham Jumlah saham ditempatkan dan disetor penuh
Percentage of Total
Shareholders Number of shares issued and fully paid
Ownership
Pemerintah Indonesia
7.000.000 100% 7.000.000
Indonesian government
Berdasarkan akta No. 40 tanggal 16 Agustus 2012 oleh Based on notarial deed. 40 dated August 16, 2012 by Notary
Notaris Otty Hari Chandara Ubayani, S.H., modal dasar Otty Hari Chandara Ubayani, S.H., the authorized capital of
Perusahaan adalah Rp20.000.000.000.000 yang terbagi the Company is Rp20,000,000,000,000 which is divided into
atas 20.000.000 saham masing-masing dengan nilai nominal 20,000,000 shares with par value of Rp1,000,000 per share.
Rp1.000.000 per saham.
Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun 2015 Through the Government Regulation (“PP”) No. 130 Year
tanggal 28 Desember 2015 dan Surat Keputusan Menteri 2015 dated December 28th, 2015 and the Decree of the
BUMN No. S-17/MBU/01/2016 tanggal 8 Januari 2016, Minister of SOEs No. S-17/MBU/01/2016 dated January
Menteri BUMN menetapkan penambahan penyertaan modal 8, 2016, the Minister of SOEs determines the addition of
Negara Republik Indonesia sebesar Rp2.000.000.000.000 State capital Investment of the Republic of Indonesia in the
dalam rangka pembebasan lahan untuk pembangunan amount of Rp2,000,000,000,000 in the framework of land
landasan pacu (runway) 3 Bandar Udara Internasional acquisition for the construction of runway 3 for Soekarno-
Soekarno- Hatta. Kenaikan modal saham tersebut telah Hatta International Airport. The increase in share capital has
dicatat oleh Kementerian Hukum dan Hak Asasi Manusia been recorded by the Ministry of Law and Human Rights by
melalui Surat No. AHU-AH.01.03-0027712 tanggal 1 Maret virtue of Letter No. AHUAH. 01.03-0027712 dated March
2016. 1, 2016.
Manajemen Modal Capital Management

Ekuitas yang dapat diatribusikan kepada pemilik entitas Equity attributable to owners of the parent entity is a capital
induk merupakan modal yang dikelola oleh Kelompok that is managed by the Company. The main objective of the
Usaha. Tujuan utama pengelolaan modal Kelompok Usaha Company’s capital management is to ensure the maintenance
adalah untuk memastikan pemeliharaan rasio modal yang of healthy capital ratios to support the business and maximize
sehat untuk mendukung usaha dan memaksimalkan nilai shareholders value.
pemegang saham.


Kelompok Usaha mengelola struktur permodalan dan The Company manages its capital structure and make
melakukan penyesuaian berdasarkan perubahan kondisi adjustments, based on changes in economic conditions.
ekonomi.
Selain itu, Undang-undang Perseroan Terbatas Republik In addition, the Limited Liability Company Law of the
Indonesia No. 1/1995 yang diterbitkan pada Maret 1995 Republic of Indonesia No. 1/1995 issued in March 1995
dan telah diubah dengan Undang-undang No. 40/2007 and amended by Law No. 40/2007, issued in August 2007,
yang diterbitkan Agustus 2007, mensyaratkan pembentukan requires the establishment of a general reserve from net
cadangan umum dari laba bersih sejumlah minimal 20% income amounting to at least 20% of the issued and paid
dari modal ditempatkan dan disetor perusahaan. Tidak ada up capital of the Company. There is no time limit for forming
batasan waktu untuk membentuk cadangan tersebut. these reserves.
Kebijakan perusahaan adalah mempertahankan struktur The company’s policy is to maintain a sound capital structure
permodalan yang sehat untuk mengamankan akses to secure access to financing at a reasonable cost. The
terhadap pendanaan pada biaya yang wajar. Perubahan change in the Company’s capital structure policy can be seen
kebijakan struktur modal Perseroan dapat dilihat berdasarkan based on the nominal ratio of liabilities with equities in 2017
perbandingan nominal liabilitas dengan ekuitas pada tahun of 1: 2,08, while in 2016 it is 1: 2,47.
2017 sebesar 1:2,08, sedangkan pada tahun 2016 sebesar
1:2,47.
3. I KATAN MATERIAL UNTUK INVESTASI BARANG MODAL 3. M

ATERIAL COMITMENT FOR CAPITAL GOODS
Tidak terdapat Ikatan material untuk investasi barang modal INVESTMENT
yang digunakan dalam pembelian aset tahun 2017. There is no material Comitment for Capital Goods Investment
used in asset purchases in 2017.
4. INVESTASI BARANG MODAL YANG DIREALISASIKAN 4. INVESTMENT OF CAPITAL GOODS REALIZED IN THE
PADA TAHUN BUKU TERAKHIR LAST FISCAL YEAR
Investasi barang modal yang direalisasikan pada tahun 2017 Investment of capital goods realized in 2017 in the form of
berupa pembelian aset tetap. Jenis aset tetap yang dimaksud purchase of fixed assets. The types of fixed assets include:
mencakup antara lain: Bangunan gedung, Bangunan Buildings, Field building, and others on completion
lapangan, dan lain – lain dalam penyelesaian
Rincian penambahan aset dalam konstruksi berdasarkan Details of the increase in construction assets by type as of
jenisnya per 31 Desember 2017 sebagai berikut: December 31, 2017 as follows:
1. Bangunan Gedung dalam Penyelesaian sebesar Rp 1. Building under Completion of Rp 1,129,840,705,275
1.129.840.705.275
2. Bangunan Lapangan dalam Penyelesaian sebesar Rp 2. Field building under Completion to Rp 908,082,724,302
908.082.724.302
3. Lain – lain dalam penyelesaian sebesar Rp 3. Others under Completion of Rp 1,812,844,662,589
1.812.844.662.589
Penambahan aset dalam konstruksi meliputi kantor pusat, Additional assets under construction include head office,
kantor cabang (bandara) dan project pengembangan cabang branch office (airport) and project development unit (Project
(Project Management Unit/PMU dan Project Implementation Management Unit / PMU and Project Implementation Unit /
Unit/PIU). PIU


5. P
ERBANDINGAN TARGET 2017 DENGAN REALISASI 2017 5. C
OMPARISON of 2017 TARGET WITH 2017
DAN PROYEKSI 2018 REALIZATIONAND 2018 PROJECTION
Secara umum, kinerja Angkasa Pura II pada tahun 2017 In general, the performance of Angkasa Pura II in 2017 is quite
cukup baik. Dari kinerja laba rugi, Angkasa Pura II di tahun good. From the performance of profit and loss, Angkasa Pura
2017 mampu realisasi pendapatan usaha sebesar 98,34% II in 2017 able to realization of business revenue of 98.34%
terhadap RKAP 2017, dan laba tahun berjalan mencapai to RKAP 2017, and current year profit reached 120.49%
120,49% terhadap RKAP 2017. Perbandingan realisasi laba against RKAP 2017. Comparison of the realization of profit
rugi terhadap RKAP Tahun 2017 dapat dilihat pada tabel and loss against RKAP 2017 can be seen in the following
berikut. table .
RUPS PT Angkasa Pura II (Persero) telah memberikan The AGMS of PT Angkasa Pura II (Persero) has approved the
persetujuan mengenai Rencana Kerja dan Anggaran Company’s Work Plan and Budget (RKAP) 2018, as well as the
Perusahaan (RKAP) 2018, sekaligus menjadi rancangan projection design of the company’s performance achievement
proyeksi pencapaian kinerja perusahaan pada tahun 2018. in 2018. The projected performance achievements are:
Proyeksi pencapaian kinerja tersebut adalah:
Perbandingan Realisasi Laba Rugi 2017 dengan Target Comparison of 2017 Profit Loss with Target 2017 and
2017 dan Proyeksi 2018 2018 Projection
Pencapaian Pencapaian
Realisasi dan Realisasi 2017 dan
Target (RKAP) Proyeksi
Realisasi 2017 RKAP 2017 (%) Proyeksi 2018 (%)
2017 (RKAP) 2018
URAIAN 2017 Realization Achievement DESCRIPTION
(RKAP) 2017 (RKAP) 2018
Realization Achievement of Realization
Target Projection
and 2017 RKAP 2017 and 2018
(%) Projection (%)
PENDAPATAN USAHA : OPERATING REVENUES :

Pendapatan Aeronautika 5.038.507,61 5.018.615,27 5.619.650,48 99,61 111,98 Aeronautical Revenue
Pendapatan Non Aeronautika 3.208.677,30 3.091.786,64 3.803.897,94 96,36 123,03 Non-Aeronautical Income
Jumlah Pendapatan Usaha 8.247.184,91 8.110.401,91 9.423.548,42 98,34 116,19 Total Operating Revenues
BEBAN USAHA 5.969.290,45 5.190.820,65 6.618.275,34 86,96 127,50 OPERATING EXPENSES
LABA USAHA 2.277.894,46 2.919.581,26 2.805.273,08 128,17 96,08 OPERATING PROFIT
LABA SEBELUM PAJAK
2.212.854,41 2.832.178,47 2.184.151,21 127,99 77,12 INCOME BEFORE INCOME TAX
PENGHASILAN BADAN
LABA TAHUN BERJALAN 1.668.068,54 2.009.855,74 1.626.941,48 120,49 80,95 INCOME FOR THE YEAR
Dari kinerja posisi keuangan, Angkasa Pura II pada tahun From the performance of financial position, Angkasa Pura II
2017 mampu realisasi aset sebesar 93,51% terhadap RKAP in 2017 able to realization of 93,51% asset to RKAP 2017,
2017, realisasi liabilitas mencapai 75,62% terhadap RKAP realization of liability reach 75,62% to RKAP 2017 and equity
2017 dan realisasi ekuitas mencapai 105,52% terhadap realization reach 105,52% to RKAP 2017. Comparison of
RKAP 2017. Perbandingan realisasi posisi keuangan terhadap realization of financial position to RKAP Year 2017 can be
RKAP Tahun 2017 dapat dilihat pada tabel berikut. seen in the following table.


Perbandingan Realisasi Posisi Keuangan 2017 dengan Comparison of 2017 Financial Position Realization with
Target 2017 dan Proyeksi 2018 2017 Target and 2018 Projection
Pencapaian Pencapaian
Realisasi dan Realisasi 2017 dan
Target (RKAP) Proyeksi
Realisasi 2017 RKAP 2017 (%) Proyeksi 2018 (%)
2017 (RKAP) 2018
URAIAN 2017 Realization Achievement DESCRIPTION
(RKAP) 2017 (RKAP) 2018
Realization Achievement of Realization
Target Projection
and 2017 RKAP 2017 and 2018
(%) Projection (%)
PENDAPATAN USAHA : OPERATING REVENUES :
ASET 32.651,96 44.639,98 93,51 136,71 Aeronautical Revenue

34.919,44
LIABILITAS 14.035,15 10.613,83 22.224,56 75,62 209,39 Non-Aeronautical Income
EKUITAS 20.884,28 22.038,13 22.415,42 105,52 101,71 Total Operating Revenues
LIABILITAS & EKUITAS 34.919,44 32.651,96 44.639,98 93,51 136,71 OPERATING EXPENSES
6. INFORMASI DAN FAKTA MATERIAL YANG TERJADI 6. M

aterial Facts and Information Subsequent to
SETELAH TANGGAL LAPORAN AKUNTAN Reporting Date
Pada tahun 2017, terdapat peristiwa/kejadian penting In 2017, there are important events / events Subsequent to
setelah tanggal laporan akuntan antara lain: Reporting Date, among others:
a. P ada tanggal 5 Januari 2018, Perusahaan mengeluarkan a. On January 5, 2018, the Company issued Directors’
Keputusan Direksi tentang Task Force Alih Operasi Decree on Task Force of Airport Operation Transfer
Bandar Udara Banyuwangi yang diperuntukkan Banyuwangi which is intended to support and ensure
untuk mendukung dan memastikan semua kesiapan all readiness of the complete transfer of Banyuwangi
pengalihan secara menyeluruh operasional Bandar Airport operations to the Company, in terms of
Udara Banyuwangi kepada Perusahaan, baik dari sisi facilities, operations, services, commercial, system and
fasilitas, operasi, pelayanan, komersial, sistem dan information and the fulfillment of human resources
informasi serta pemenuhan sumber daya manusia goes well and appropriately, with the establishment
berjalan dengan baik dan tepat, dengan pembentukan of Coordinator of Safety, Risk, Operation & Quality
Coordinator of Safety, Risk, Operation & Quality Control, Coordinator of Airport Service & Commercial
Control, Coordinator of Airport Service & Commercial Support, Coordinator of Shared Service and Member.
Support, Coordinator of Shared Service dan Member.
b. P ada tanggal 22 Januari 2018, Perusahaan, b.

On January 22, 2018, the Company, West Java
Pemerintah Daerah Provinsi Jawa Barat (Pemprov Provincial Government (West Java Provincial
Jabar) dan PT Bandarudara Internasional Jawa Government) and PT Bandar Internasional International
Barat (BJIB) menandatangani Perjanjian Kerjasama West Java (BJIB) signed a Cooperation Agreement on
Penyelenggaraan Jasa Kebandarudaraan di Bandara Airport Service Provision at West Java International
Internasional Jawa Barat, dimana para pihak sepakat Airport, whereby the parties agreed to appoint the
menunjuk Perusahaan sebagai operator untuk Company as operator to carry out the services airport,
melaksanakan penyelenggaraan jasa kebandarudaraan, including the operation and maintenance of West Java
termasuk pengoperasian dan pemeliharaan Bandara International Airport in Kertajati Sub-district. The term
Internasional Jawa Barat di Kecamatan Kertajati. of this agreement is valid for 17 years commencing
Jangka waktu perjanjian ini berlaku selama 17 tahun from the signing of the agreement and may be
terhitung sejak ditandatangani perjanjian dan dapat extended upon the parties’ written agreement.
diperpanjang atas kesepakatan tertulis para pihak.


c. P ada tanggal 19 Februari 2018, Perusahaan menerima c.

On February 19, 2018, the Company received a
Salinan Keputusan Menteri Badan Usaha Milik Negara copy of the Decree of the Minister of State-Owned
Selaku Rapat Umum Pemegang Saham Perusahaan Enterprises as the Company’s General Meeting of
Perseroan (Persero) PT Angkasa Pura II No. SK- 45/ Shareholders of PT Angkasa Pura II No. SK-45 / MBU /
MBU/02/2018 yang memutuskan antara lain: 02/2018 which decides among others:
- Mengukuhkan pemberhentian dengan hormat Hadi - Honor the dismissal of Hadi Tjahjanto as

Tjahjanto sebagai komisaris Perusahaan terhitung Commissioner of the Company effective from April
sejak tanggal 16 April 2017. 16, 2017.
- Memberhentikan dengan hormat Maryati Karma - Honorably dismiss Maryati Karma as Company’s
sebagai komisaris Perusahaan. commissioner.
- Mengalihkan penugasan Mujahidin Harpin Ondeh - Transferring the assignment of Mujahidin Harpin
dari semula sebagai komisaris menjadi komisaris Ondeh from his original position as commissioner
independen Perusahaan. to become an independent commissioner of the
Company.
- Mengangkat Mohamad Pramintohadi - Appointed Mohamad Pramintohadi Sukarno as
Sukarno sebagai komisaris Perusahaan. Commissioner of the Company.
d. P ada tanggal 22 Februari 2018, Perusahaan dan SDM d. On February 22, 2018, the Company and HR signed
menandatangani addendum II Perjanjian Kerjasama an addendum II of Land Use Agreement No.PJJ.04.04 /
Penggunaan Tanah No.PJJ.04.04/00/02/2018/0043 00/02/2018/0043 whereby the Company and HR agreed,
dimana Perusahaan dan SDM menyepakati antara lain: among others:
- Rincian aset yang akan direlokasi. - Details of the assets to be relocated.
- Total biaya pembongkaran dan/atau aset yang - Total cost of dismantling and / or assets to be relocated.
akan direlokasi.
- Bentuk dan cara kompensasi yang akan - T he form and manner of compensation to be provided
diberikan dan/atau dibayarkan oleh and / or paid by the Company to HR for the costs of
Perusahaan kepada SDM atas biaya dismantling and / or assets to be relocated.
pembongkaran dan/atau aset yang akan direlokasi.
7. P
ROSPEK USAHA 7. Busines Outlok
Penjelasan mengenai prospek usaha disajikan pada A description of the business outlook is presented in the
pembahasan tinjauan ekonomi dan bisnis hal 159. economic and business review.
8. ASPEK PEMASARAN 8. Marketing Aspect

Penjelasan mengenai strategi pemasaran dan pangsa pasar Explanation about marketing strategy and market share is
disajikan pada pembahasan tinjauan ekonomi dan bisnis hal presented in the discussion of economic and business review
169. on page 169.
9. KEBIJAKAN DIVIDEN 9. DIVIDEND POLICY

Kebijakan Dividen Dividend Policy
Perusahaan adalah badan usaha milik negara, dimana The Company is a state-owned enterprise, of which 100%
100% saham dipegang oleh Pemerintah RI. Penyetoran of the shares are held by the Government of Indonesia.
dividen sepenuhnya menjadi hak pemerintah. Penentuan Dividend payment is entirely the right of the government.
besarnya dividen yang disetorkan kepada Pemegang Saham Determination of the amount of dividends paid to
berdasarkan keputusan Kementerian BUMN selaku RUPS dan Shareholders based on the decision of the Ministry of SOEs
kuasa pemegang saham. as the AGMS and shareholder authorization.


Pembagian Dividen Dividend Payout

Pada tanggal 17 Mei 2016, pemegang saham Perusahaan On May 17, 2016, shareholders of the Company held a
mengadakan Rapat Umum Pemegang Saham yang General Meeting of Shareholders which was notarized by
diaktakan melalui Akta No. 11 oleh Notaris Ida Fidiyantri, Deed No. 11 by Notary Ida Fidiyantri, S.H., whereby the
S.H., dimana pemegang saham Perusahaan setuju untuk Company’s shareholders agreed to distribute cash dividends
membagikan dividen kas sebesar Rp337.464.537.557 amounting to Rp337,464,537,557 and raised general reserves
dan menaikkan cadangan umum atas saldo laba sebesar of retained earnings amounting to Rp1,349,858,150,230.
Rp1.349.858.150.230.
Berdasarkan Risalah Rapat Umum Pegang Saham nomor Based on the minutes of the Shareholders General Meeting
08.03/00.1/05/2017/0572 tanggal 10 Mei 2017, pemegang number 08.03 / 00.1 / 05/2017/0572 dated May 10, 2017,
saham Perusahaan setuju untuk membagikan dividen kas the Company’s shareholders agreed to distribute cash
sebesar Rp330.000.000.000 dan menaikkan cadangan dividends amounting to Rp330,000,000,000 and raised
umum atas saldo laba sebesar Rp1.610.253.028.171. general reserves of Rp1,610,253,028,171. The Company has
Perusahaan telah melakukan pembayaran dividen tersebut paid the dividends on June 8, 2017.
pada tanggal 8 Juni 2017.
Pada tanggal 22 Desember 2017, pemegang saham On December 22, 2017, the Company’s shareholders
Perusahaan menetapkan dividen interim tahun 2017 determined an interim dividend of 2017 of
sebesar Rp100.000.000.000. Perusahaan telah melakukan Rp100,000,000,000. The Company has paid the dividend on
pembayaran dividen tersebut pada tanggal 29 Desember December 29, 2017.
2017.
Tabel Pembagian Dividen per Tahun Buku Table of Dividend Distributed per Fiscal Year
Tahun Buku
Kebijakan Dividen | Dividend Policy 2017* 2016 2015 2014

Laba Tahun Berjalan (dalam Rupiah)
2.009.734.355.683 1.940.253.028.171 1.687.323.032.275 1.098.072.517.327
Profit of the Current Year (in Rupiah)
Dividen kas yang dibagikan (dalam Rupiah)
100.000.000.000 330.000.000.000 337.464.537.557 219.614.503.465
Cash dividend distributed (in Rupiah)
Dividen per lembar saham
49.500 67.493 43.923
Dividend per share
Rasio Pembagian Dividen (Payout Ratio)
17,01% 20,00% 20,00%
Dividend Ratio (Payout Ratio)
Berita Acara RUPS Tahun
Buku 2015 PT Angkasa
Pura II (Persero) Nomor 11
Keputusan RUPS
08.03/00.1/05/2017/0572 Minutes of General Meet- 08.03/001/05/2015/0420
GMS decision
ing of Shareholders in
2015 of PT Angkasa Pura
II (Persero) Number 11
Tanggal Pengumuman
10 Mei | May 2017 17 Mei | May 2016 12 Mei | May 2015
Announcement Date
Tanggal Pembayaran
29 Des | Dec 2017 8 Jun 2017 9 Jun 2016 9 Jun 2015
Payment date
*dividen interim
*interim dividends


10. P
ROGRAM KEPEMILIKAN SAHAM OLEH MANAJEMEN 10. MANAGEMENT AND/OR EMPLOYE STOCK OPTION
DAN/ATAU KARYAWAN (ESOP/MSOP) PROGRAM

Sampai tahun 2017, Angkasa Pura II belum menjadi Until 2017, the Company has not become a public company
perusahaan publik sehingga Perseroan tidak melaksanakan so that the Company did not implement the management
program kepemilikan saham oleh manajemen dan/atau and/or employee stock option program (ESOP/MSOP)
karyawan (ESOP/MSOP).
11. R
EALISASI PENGGUNAAN DANA HASIL PENAWARAN 11. R EALIZATION OF THE USE OF PROCEDS FROM PUBLIC
UMUM OFFERING
Pada tahun 2017, Angkasa Pura II tidak memiliki tidak
In 2017, Angkasa Pura II did not make a public offering.
melakukan penawaran umum. Namun demikian pada However, in 2016, the Company issued bonds. The
tahun 2016, Perseroan melakukan penerbitan obligasi. following information related to the bond issuance:
Berikut informasi terkait penerbitan obligasi tersebut:
1. Total perolehan dana; 1. Total acquisition of funds;
NILAI REALISASI HASIL PENAWARAN UMUM | REALIZATION VALUE OF PUBLIC OFFERING
Jumlah Hasil Penawaran Umum Biaya Penawaran Umum Hasil Bersih

Total Public Offering Public Offering Fee Net Result
2.000.000.000.000 6.969.810.576 1.993.030.189.424
2. Rencana penggunaan dana; 2. Fund usage plan;

RENCANA PENGGUNAAN DANA | FUND USAGE PLAN
Pengembangan BSH Pengembangan Bandara Lain di Lingkungan PT AP II
Development of BSH Other Airport Development in PT AP II Environment
1.833.541.774.265 159.488.415.154
3. Rincian penggunaan dana; 3. Details of funds usage;

RENCANA PENGGUNAAN DANA | FUNDS USAGE REALIZATION
Pengembangan BSH Pengembangan Bandara Lain di Lingkungan PT AP II
Development of BSH Other Airport Development in PT AP II Environment
1.833.541.774.265 159.488.415.154
12.
INFORMASI TRANSAKSI MATERIAL DENGAN PIHAK 12.
Material Transaction Information Affiliated/Related
BERELASI/ AFILIASI Parties
Pihak Berelasi Related Parties
Orang atau anggota keluarga terdekat mempunyai relasi As individual or family member is related to the Company
dengan Perusahaan jika mereka: if it:
a. memiliki pengendalian atau pengendalian bersama atas a. has control of joint control over the Company;
Perusahaan;
b. memiliki pengaruh signifikan atas Perusahaan; atau b. has significant influence over the Company; or
c. merupakan personil manajemen kunci Perusahaan atau c. is a member of the key management personnel of the
entitas induk dari Perusahaan. Company.


Suatu pihak dianggap berelasi dengan Perusahaan jika: Meanwhile, a party is considered to be related to the
Company if:
a. langsung, atau tidak langsung yang melalui satu atau a. directly, or indirectly through one or more intermediaries,
lebih perantara, suatu pihak (i) mengendalikan, atau the party (i) controls, is controlled by, or is under
dikendalikan, atau berada di bawah pengendalian common control with, the Company; (ii) has an interest
bersama dengan, Perusahaan; (ii) memiliki kepentingan in the Company that gives it significant influence over
dalam Perusahaan yang memberikan pengaruh signifikan the Company; or (iii) has joint control over the Company;
atas Perusahaan; atau (iii) memiliki pengendalian bersama
atas Perusahaan;
b. suatu pihak adalah entitas asosiasi Perusahaan; b. t he party is an associate of the Company;
c. suatu pihak adalah ventura bersama dimana Perusahaan c. the party is a joint venture in which the Company is a
sebagai venturer; venturer;
d. suatu pihak adalah anggota dari personil manajemen d. the party is a member of the key management personnel
kunci Perusahaan atau induknya; of the Company or its parent;
e. suatu pihak adalah anggota keluarga dekat dari individu e. the party is a close member of the family of any individual
yang diuraikan dalam butir (a) atau (d); referred to in (a) or (d);
f. suatu pihak adalah entitas yang dikendalikan, dikendalikan f. the party is an entity that is controlled, jointly controlled
bersama atau dipengaruhi signifikan oleh atau di mana or significantly influenced by or for which significant
hak suara signifikan dimiliki oleh, langsung maupun tidak voting power in such entity resides with, directly or
langsung, individu seperti diuraikan dalam butir (d) atau indirectly, any individual referred to in (d) or (e);
(e);
g. suatu pihak adalah suatu program imbalan pasca kerja g. the party is a post-employment benefit plan for the
untuk imbalan kerja dari Perusahaan atau entitas yang benefit of employees of the Company, or of any entity
terkait dengan Perusahaan. that is a related party of the Company.
Transaksi dengan Pihak Berelasi Transaction with Related Parties

Dalam kegiatan usaha normal, Kelompok Usaha melakukan In the normal course of business, the Group entered into
transaksi dengan pihak-pihak berelasi, yang terafiliasi transactions with related parties, which is affiliated with the
dengan Kelompok Usaha melalui kepemilikan langsung dan Group through direct and indirect ownership and / or under
tidak langsung, dan/atau di bawah kendali pihak yang sama. the control of the same party.
Rincian sifat hubungan dan jenis transaksi yang signifikan Details of the nature of relationship and type of significant
dengan pihak berelasi adalah sebagai berikut: transaction with related parties are as follows:
Pihak berelasi Sifat hubungan Transaksi

Penempatan kas dan setara kas dan Fasilitas
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia
pinjaman berjangka
PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia
pinjaman berjangka
PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia
pinjaman berjangka
PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas
Perum Lembaga Penyelenggara Pelayanan Navigasi
Dikendalikan oleh Pemerintah Republik Indonesia Piutang lain-lain
Penerbangan Indonesia
PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa pengisian bahan bakar pesawat udara
PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
PT Indonesia Infrastructure Finance Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
Lembaga Pembiayaan Ekspor Impor Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
PT Gapura Angkasa Entitas asosiasi Penyertaan saham
PT Railink Entitas asosiasi Penyertaan saham
PT Purantara Mitra Angkasa Dua Entitas asosiasi Penyertaan saham


13.
PERUBAHAN PERATURAN PERUNDANG-UNDANGAN 13. C
HANGES IN LAWS AND REGULATIONS WHICH IMPACT
YANG BERPENGARUH SIGNIFIKAN SIGNIFICANTLY
Tahun 2017, tidak terdapat perubahan peraturan In 2017, there is no change in legislation that has a
perundang-undangan yang berpengaruh signifikan significant effect on the company. so there is no information
terhadap perusahaan. sehingga tidak terdapat informasi about changes in legislation and its impact on the company.
mengenai perubahan peraturan perundang-undangan dan
dampaknya terhadap perusahaan. (Mohon di update, ada
tidaknya)
14. PERUBAHAN KEBIJAKAN AKUNTANSI 14. CHANGES IN ACCOUNTING POLICY

Pada tahun 2017, Perusahaan dan Entitas Anak telah In 2017, the Company and Subsidiaries have applied all
menerapkan semua standar akuntansi revisi serta interpretasi revised accounting standards and interpretations issued by
yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan the Indonesian Accounting Standards Board of Accounting
dari Ikatan Akuntan Indonesia yang relevan dengan Standards that are relevant to their operations and are
operasinya dan efektif untuk periode akuntansi yang effective for accounting periods beginning on January 1,
dimulai pada tanggal 1 Januari 2017. Penerapan standar 2017. Implementation of new and revised standards and
baru dan revisi serta interpretasi tidak berdampak signifikan interpretation has no significant impact on changes in
terhadap perubahan kebijakan akuntansi Perusahaan dan accounting policies of the Company and Subsidiaries that
Entitas Anak yang mempengaruhi pengungkapan laporan affect the disclosure of the consolidated financial statements
keuangan konsolidasi untuk periode berjalan: for the period:
a. P
SAK yang Berlaku Efektif untuk Periode Tahun a. PSAK which effective for Financial Year beginning
Buku yang Dimulai pada atau setelah Tanggal 1 on or after January 1, 2017
Januari 2017
Efektif tanggal 1 Januari 2017, Kelompok Usaha Effective on January 1, 2017, the Group applies several
menerapkan beberapa standar akuntansi baru yang new accounting standards relevant to the following
relevan terhadap Kelompok Usaha berikut ini: Business Groups:
- Amandemen PSAK No. 1 (2015), “Penyajian Laporan - Amendments to PSAK No. 1 (2015), “Presentation of
Keuangan” tentang “Prakarsa Pengungkapan”. Financial Statements” on “Disclosure Initiatives”.
- PSAK No. 24 (Penyesuaian 2016), - PSAK No. 24 (Adjustment 2016),
- “Imbalan Kerja”. - “Employee Benefits”.
- PSAK No. 60 (Penyesuaian 2016), “Instrumen - PSAK No. 60 (Adjustment 2016), “Financial Instruments:
Keuangan: Pengungkapan”. Disclosures”.
- ISAK No. 31, “Interprestasi atas Ruang - ISAK No. 31, “Interpretation of Space
- Lingkup PSAK No.13: Properti Investasi”. - Scope of PSAK No.13: Investment Properties “.
b. D
ampaknya terhadap laporan keuangan b. Impact to Financial Statements
Penerapan ini tidak memberikan dampak yang besar This application does not have a major impact on financial
terhadap pelaporan keuangan dan pengungkapan reporting and disclosures in the consolidated financial
dalam laporan keuangan konsolidasian. statements.


15. INFORMASI KELANGSUNGAN USAHA 15. INFORMATION ON BUSINES CONTINUITY

Hal-Hal yang Berpotensi Berpengaruh Signifikan Matters Potentially Impact Significantly Against the
terhadap Kelangsungan Usaha Business Continuity
Sampai dengan tahun 2017, Angkasa Pura II tidak memiliki Until 2017, Angkasa Pura II did not have any matters that
hal-hal yang berpengaruh signifikan terhadap kelangsungan significantly impact the business continuity.
usaha.
Asumsi Dasar Kelangsungan Usaha Basic Assumptions of Business Continuity

Asumsi tersebut berlandaskan pada posisi Angkasa Pura II, That assumption is based on the position of Angkasa Pura
jika dilihat dari analisis kekuatan (strengths) dan kelemahan II, if seen from the analysis of strengths and weaknesses,
(weaknesses), peluang (opportunities) dan hambatan opportunities and threats, as well as identification.
(threatment), serta identifikasi. Dari analisa tersebut, telah From these analyzes, we have produced assumptions that
menghasilkan asumsi-asumsi yang menjelaskan tentang explain the external conditions and internal conditions of
kondisi ekternal dan kondisi internal Perseroan, yaitu the Company, as follows:
sebagai berikut:
a. K ONDISI EKSTERNAL a. EXTERNAL CONDITIONS

1) Kondisi Ekonomi 1) Economic Condition
Kesepakatan asumsi makro tersebut tidak lepas dari The macro assumption agreement cannot be separated
adanya pengaruh dari faktor eksternal dan faktor from the influence of external factors and internal
internal. Dari faktor eksternal, kondisi perekonomian factors. From external factors, the world economic
dunia masih belum stabil, baik dari sisi permintaan condition is still not stable, both in terms of demand
(demand) yang masih lemah, maupun harga komoditas (demand) is still weak, as well as low commodity
yang rendah. Selain itu, economic rebalancing dari prices. In addition, economic rebalancing from China
negeri Tiongkok juga berimbas pada kondisi ekonomi also affects the economic conditions around the world,
seluruh dunia, termasuk Indonesia. Terakhir, kebijakan including Indonesia. Finally, the economic policies of
ekonomi Negara-negara maju seperti Amerika Serikat developed countries like the United States also have an
juga memiliki dampak kepada Indonesia. impact on Indonesia.
Dari sisi internal sendiri, pertumbuhan ekonomi Internally, economic Growth is expected to be driven
diharapkan mampu didorong oleh belanja infrastruktur by government infrastructure spending in order to
pemerintah dalam rangka menguatkan sektor produktif strengthen the productive sector as a driving force for
sebagai penggerak pertumbuhan perekonomian. Tidak the economy. Not only that, as many as fourteen policy
hanya itu, sebanyak empat belas paket kebijakan packages launched by the government are expected
yang telah diluncurkan pemerintah diharapkan dapat to encourage investment that can accelerate economic
mendorong investasi yang mampu mempercepat Growth and maintain macroeconomic stability.
pertumbuhan ekonomi dan menjaga stabilitas ekonomi
makro.
2) Industry
2) Industri Aviation Flight Law No. 1 of 2009 on aviation is
Penerbangan  Terbitnya Undang – undang Nomor 1 certainly expected to have a positive impact on the
tahun 2009 tentang penerbangan tentunya diharapkan national aviation world. Growth of passenger air
membawa dampak positif terhadap dunia penerbangan transport in Indonesia is supported by the increasing
nasional. Pertumbuhan penumpang angkutan udara di number of Indonesian population as well as the vast
Indonesia ditunjang oleh jumlah penduduk Indonesia area of Indonesia that lies between the Indian Ocean
yang semakin bertambah juga luas wilayah Indonesia and Pacific Ocean, which is geographically position is a
yang terbentang di antara Samudera Hindia dan very strategic position.
Samudera Pasifik, dimana secara geografis posisi ini
merupakan posisi yang sangat strategis.  


3) Otonomi Daerah   3) Regional Autonomy  

Pemberlakuan otonomi daerah mendorong keinginan The enactment of regional autonomy encourages
pemerintah daerah untuk menjadikan bandar udara di the local government’s desire to make the airport in
wilayahnya representatif dengan kapasitas besar. Hal its territory representative with large capacity. This
ini sering menyebabkan tuntutan pembangunan yang often leads to development demands that go beyond
melampaui kelayakan finansialnya. Di samping itu juga financial feasibility. In addition there is also the desire
terdapat keinginan beberapa daerah untuk membangun of some areas to build (and manage) own airports
(dan mengelola) sendiri bandara yang berada di located in its territory.
wilayahnya.  
Di sisi lain otonomi daerah juga mendorong pemerintah On the other hand, regional autonomy also encourages
daerah untuk memperoleh kontribusi pendapatan dari local governments to obtain revenue contribution
pengoperasian bandar udara. Pada cabang bandara from the operation of airports. At a lucrative airport
yang menguntungkan seperti Bandara Soekarno branch like Soekarno Hatta Airport - Tangerang
Hatta - Tangerang kontribusi tersebut cukup besar the contribution is quite large and is realized in a
dan diwujudkan dalam satu program yang bersifat community development program, in addition to other
community development, di samping kontribusi lain contributions regulated by local regulations such as
yang diatur dengan Perda seperti kontribusi parkir dan parking contributions and so on
sebagainya.
Pada bandara cabang yang masih merugi permintaan At the airport branches which are still losing, the
kontribusi tidak mendesak dan pada umumnya demand for contributions are not urgent and in
pemerintah daerah dapat memahami bahwa kontribusi general the local government can understand that such
tersebut belum dapat diberikan.  Penurunan alokasi contributions cannot be given. Reduced allocations of
dana transfer ke daerah dan dana desa dalam Rancangan transfer funds to regions and village funds in the 2017
Anggaran Pendapatan dan Belanja Negara Perubahan Budget Revenue and Expenditure Plan may be limited
2017 kemungkinan bisa dibatasi menyusul prospek following the prospect of improved net domestic
perbaikan pendapatan dalam negeri neto dan perubahan revenues and policy changes in the budget.
kebijakan dalam anggaran tersebut.  
b. KONDISI INTERNAL b. INTERNAL CONDITION

Dari sisi internal sendiri, pertumbuhan ekonomi Internally, economic Growth is expected to be driven
diharapkan mampu didorong oleh belanja infrastruktur by government infrastructure spending in order to
pemerintah dalam rangka menguatkan sektor produktif strengthen the productive sector as a driving force for
sebagai penggerak pertumbuhan perekonomian. Tidak the economy. Not only that, as many as fourteen policy
hanya itu, sebanyak empat belas paket kebijakan packages launched by the government are expected
yang telah diluncurkan pemerintah diharapkan dapat to encourage investment that can accelerate economic
mendorong investasi yang mampu mempercepat Growth and maintain macroeconomic stability.
pertumbuhan ekonomi dan menjaga stabilitas ekonomi
makro.
Indonesia tercatat memiliki rata-rata pertumbuhan masih Indonesia has recorded an average Growth which
lebih baik dibandingkan dengan Negara-negara lainnya is still better than other countries during the 2006-
selama kurun waktu 2006-2015. Sementara itu, sampai 2015 period. Meanwhile, until the fourth quarter of
dengan kuartal 4 tahun 2017, Indonesia memiliki capaian 2017, Indonesia has achieved a pretty good economic
pertumbuhan ekonomi yang cukup baik sebesar 5,2%. Growth of 5.2%.


1) Karakteristik biaya   1) Cost Characteristics  

Karakteristik biaya dalam pengelolaan bandar udara The cost characteristic in airport management is

sebagian besar bersifat tetap dan karena sifatnya mostly fixed and due to its capital intensive nature, it
capital intensive, maka memiliki biaya penyusutan has a large depreciation cost. 
yang besar.  
2) Investasi   2) Investment  
Sesuai RJPP Perusahaan tahun 2016-2020 telah According to Company RJPP on 2016-2020 has

dicanangkan investasi sebesar Rp. 32 Triliun, untuk been declared an investment of Rp. 32 Trillions, for
program Investasi tahun 2017 dianggarkan sebesar Investment program of 2017 budgeted Rp. 11,468
Rp. 11,468 Triliun. Realisasi capaian investasi tahun Trillion. The prognosis of investment achievement in
2017 sebesar Rp 7,677 Triliun atau terserap 67% dari 2017 is Rp 7,677 Trillion or absorbed 67% from RKAP
RKAP sebesar Rp 11,468 Triliun dan secara program of Rp 11,468 Trillion and on an investment absorption
serapan investasi sebesar 392 program atau 92% dari program of 392 programs or 92% of 424 programs
424 program dalam RKAP 2017.   in the 2017 RKAP.
Penyerapan investasi sampai dengan Triwulan IV The absorption of investment up to the fourth
dipengaruhi oleh faktor internal maupun faktor Quarter is influenced by internal and external factors.
eksternal. Faktor internal diakibatkan adanya; retender Internal factors are caused; retender some jobs
beberapa pekerjaan karena lelang batal lebih dari 2 because the auction is canceled more than 2 times
kali akibat dari jumlah peserta lelang yang mendaftar as a result of the number of bidders who register are
tidak memenuhi syarat, memasukan penawaran not eligible, enter the offer of less than 3 participants
kurang dari 3 peserta dan lulus evaluasi kurang and pass the evaluation of less than 2 participants
dari 2 peserta serta terkait revitalisasi terminal yang and related revitalization of the terminal resulting in
mengakibatkan beberapa pekerjaan pengembangan some terminal development work proposed drop or
terminal diusulkan drop atau carry over.  Sedangkan carry over. As for the external factors hampering the
untuk faktor eksternal terhambatnya serapan program absorption of investment programs due to several
investasi dikarenakan beberapa kendala diantaranya constraints such as land acquisition process of PT
proses pembebasan lahan PT Angkasa Pura II (Persero) Angkasa Pura II (Persero) is which still ongoing.
yang masih berlangsung.  

LAPORAN TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE REPORT
Prinsip-prinsip GCG yakni Transparansi,
Akuntabilitas, Pertanggungjawaban,
Kemandirian dan Kewajaran sebagai dasar
peningkatan kinerja Perseroan.
GCG principles of Transparency, Accountability,

Independence and Fairness as the basis in
upgrading the work of the Company.


TATA KELOLA PERUSAHAAAN

“ Komitmen penerapan tata kelola perusahaan (good

corporate governance/GCG) merupakan hal yang mutlak
bagi PT Angkasa Pura II (Persero). Hal tersebut dilakukan
melalui penguatan infrastruktur yang dimiliki dan secara
berkesinambungan meningkatkan sistem dan prosedur untuk
mendukung efektifitas pelaksanaan GCG di Angkasa Pura II.
The commitment of the implementation of good corporate governance (GCG) is an
absolute matter for PT Angkasa Pura II (Persero). This is done through strengthening
the infrastructure owned and continuously improving systems and procedures to
support the effectiveness of GCG implementation in Angkasa Pura II.

TATA KELOLA PERUSAHAAN

PERNYATAAN KOMITMEN GCG PT ANGKASA PURA II (PERSERO)

PT Angkasa Pura II (Persero) bekomitmen untuk menerapkan prinsip-prinsip
GCG yakni Transparansi, Akuntabilitas, Pertanggung jawaban, Kemandirian
dan Kewajaran sebagai dasar peningkatan kinerja Perseroan dengan secara
terus menerus melakukan pemutakhiran berbagai pedoman, standard
operational procedure (SOP), manual sesuai dengan perubahan peraturan
perundang-undangan yang berlaku, dan perkembangan Perusahaan.
Pemutakhiran ini dikuatkan dengan sosialisasi dan penerapannya. Pelaksanaan

sosialisasi sebagai komitmen PT Angkasa Pura II (Persero) untuk senantiasa
mengingatkan seluruh stakeholders betapa pentingnya implementasi GCG
dalam setiap aktivitas pekerjaan. Dalam penerapan GCG, PT Angkasa Pura II
(Persero) mematuhi berbagai peraturan perundang-undangan yang berlaku
serta peraturan internal. Secara berkala, Perseroan melakukan pengukuran
implementasi GCG yang dilakukan oleh pihak independen dan berkomitmen
untuk menindaklanjuti setiap rekomendasi perbaikan yang dihasilkan.
PT Angkasa Pura II (Persero) is committed to implement GCG principles of Transparency, Accountability,

Independence and Fairness as the basis in upgrading the work by constantly improving various
guidelines, standard operating procedures (SOPs), manuals with new updated regulations, and
development of the company.
This update is reinforced by socialization and implementation. The socialization is a commitment of

PT Angkasa Pura II (Persero) to always remind all stakeholders of how important the implementation
of GCG in every work activity. In the implementation of GCG, PT Angkasa Pura II (Persero) complies
with the laws and internal regulations. Periodically, the company takes measurable implementation
of GCG conducted by independent parties and is committed to following up any improvement
recommendations.

PRINSIP DAN KOMITMEN IMPLEMENTASI GCG

GCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS
Prinsip GCG GCG Principles

Sesuai Peraturan Menteri Negara BUMN No. PER-01/ MBU/2011 Based on the Regulation of the Minister of State Owned
tentang Penerapan Tata Kelola Perusahaan yang Baik pada Enterprises. PER-01 / MBU / 2011 on the Implementation of
BUMN, terdapat 5 (lima) prinsip GCG yang wajib dipenuhi Good Corporate Governance in SOEs, there are 5 (five) GCG
Perseroan, meliputi: principles that must be fulfilled by the Company, including:
1. Transparansi (transparency), yaitu keterbukaan dalam 1. Transparency (transparency), is an openness in the process
melaksanakan proses pengambilan keputusan dan of decision-making and openness in disclosing material and
keterbukaan dalam mengungkapkan informasi material relevant information about the company;
dan relevan mengenai perusahaan;
2. Akuntabilitas (accountability), yaitu kejelasan fungsi, 2. Accountability (accountability), is clarity of functions,
pelaksanaan dan pertanggungjawaban Organ sehingga implementation and accountability of the Organ so that the
pengelolaan perusahaan terlaksana secara efektif; company is run effectively;
3. Tanggung Jawab (responsibility), yaitu kesesuaian di 3. Responsibility (responsibility), is conformity in the
dalam pengelolaan perusahaan terhadap peraturan management of the company following the legislation and
perundangundangan dan prinsip-prinsip korporasi yang principles of healthy corporations;
sehat;
4. Independensi (independency), yaitu keadaan di mana 4. Independency, is the circumstance in which the company
perusahaan dikelola secara profesional tanpa benturan is professionally managed without conflict of interest
kepentingan dan pengaruh/tekanan dari pihak manapun and influence/pressure from any party that is inconsistent
yang tidak sesuai dengan peraturan perundangundangan against the legislation and corporate principles;
dan prinsip-prinsip korporasi yang sehat;
5. Kewajaran (fairness), yaitu keadilan dan kesetaraan 5. Fairness, is justice and equality in fulfilling the rights of
di dalam memenuhi hak-hak Pemangku Kepentingan stakeholders arising under the agreement and the laws and
(stakeholders) yang timbul berdasarkan perjanjian dan regulations.
peraturan perundang-undangan.
Tujuan dan Manfaat Penerapan GCG Objectives and Benefits of GCG Implementation
Perseroan mengimplementasikan GCG sebagai sebuah strategi The company implements GCG as a fundamental strategy for
fundamental dalam melakukan transformasi dan turnaround, transformation and turnaround, with a goal to make PT Angkasa
yang diharapkan dapat menciptakan PT Angkasa Pura II (Persero) Pura II (Persero) as a sustainable corporation. Therefore, by
sebagai sebuah korporasi yang berkelanjutan (sustainable applying GCG, PT Angkasa Pura II (Persero) aims to:
company). Untuk itu, dengan menerapkan GCG, PT Angkasa
Pura II (Persero) bertujuan untuk:
1. Mengoptimalkan nilai perusahaan untuk membangun daya 1. Optimize the value of the company to build strong
saing yang kuat baik secara nasional maupun internasional, competitiveness both nationally and internationally, in
agar dapat menjaga eksistensi dan pertumbuhan secara order to maintain sustainable existence and growth;
berkelanjutan;
2. Mendorong pengelolaan perusahaan secara profesional, 2. Encourage professional management, efficient and
efisien serta efektif selain juga memberdayakan fungsi effective as well as to empower the function and increase
dan meningkatkan kemandirian organ-organ dalam the independence of different organs within the company;
perusahaan;
3. Mengarahkan serta mengendalikan hubungan kerja antara 3. Direct and control the working relationship between General
Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris Meeting of Shareholders (GMS), Board of Commissioners
dan Direksi; and Board of Directors;
4. Mendorong agar setiap pengambilan keputusan maupun 4. Encourage that every decision-making and implementation
pelaksanaannya harus dilandasi nilai moral yang tinggi should be based on high moral values and in accordance
dan sesuai dengan peraturan perundang-undangan yang with applicable legislation and social responsibility;
berlaku serta tanggung jawab sosial yang tinggi;
5. Menciptakan sumber daya manusia yang profesional dan 5. Creating professional human resources;
akan menjadi dasar

PRINSIP DAN KOMITMEN IMPLEMENTASI GCG

GCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS
6. Meningkatkan pertanggungjawaban kepada Stakeholders 6. Increase accountability to Stakeholders;

7. Mencegah terjadinya penyimpangan dalam pengelolaan 7. Prevent the occurrence of irregularities in the management
Perseroan of the company;
8. Memperbaiki Budaya Kerja Perseroan. 8. Improve the working vulture of the company.
9. Meningkatkan pencitraan Perseroan (Image) yang semakin 9. Improve the image of the company
baik.
Manfaat besar dari penerapan GCG di Perseroan sangat terasa. The great benefits of the implementation of GCG in the
Secara garis besar, dampak positif dari pelaksanaan GCG company are felt. The positive impact of GCG implementation
dijabarkan menjadi 3 (tiga) garis besar: is outlined into three:
• People – menghasilkan sumber daya manusia yang memiliki • People - produce competent human resources and able to
kompetensi dan mampu mengadaptasi nilai-nilai GCG adapt GCG values
• Profit – perusahaan dapat mengoptimalkan peraihan laba • Profit - the company can optimize profitability and achieve
dan mencapai pertumbuhan yang tinggi. high growth.
• Planet – berkontribusi nyata terhadap lingkungan dan • Planet - a real contribution to the environment and
pemberdayaan masyarakat. community empowerment.
UPAYA MEMPERKUAT IMPLEMENTASI GCG

EFFORTS TO STRENGTHEN GCG IMPLEMENTATION
Sepanjang tahun 2017, telah dilakukan berbagai inisiatif implementasi GCG, baik
yang dilakukan secara mandiri maupun dibantu oleh pihak independen dalam
mencapai tata kelola perusahaan yang berkelanjutan (sustainable governance)
Throughout 2017, various GCG implementation initiatives have been done, either independently or assisted by
independent parties in achieving sustainable governance

UPAYA MEMPERKUAT IMPLEMENTASI GCG

EFFORTS TO STRENGTHEN GCG IMPLEMENTATION
Dalam memaknai implementasi GCG, PT Angkasa Pura II In interpreting the implementation of GCG, PT Angkasa Pura II
(Persero) berkomitmen untuk menjadikan GCG sebagai bagian (Persero) is committed to making GCG a part of managing the
dari pengelolaan Perusahaan melalui penerapan suatu sistem company through the implementation of a system that reflects
yang mencerminkan prinsip-prinsip keterbukaan informasi, the principles of information disclosure, accountability, equality
akuntabilitas, kesetaraan dan tanggung jawab. and responsibility.
Sepanjang tahun 2017, telah dilakukan berbagai inisiatif Throughout 2017, various GCG implementation initiatives have
implementasi GCG, baik yang dilakukan secara mandiri maupun been done, either independently or assisted by independent
dibantu oleh pihak independen dalam mencapai tata kelola parties in achieving sustainable governance, include:
perusahaan yang berkelanjutan (sustainable governance) antara
lain mencakup:
1. Sosialisasi Code of Conduct kepada seluruh karyawan PT 1. Socialization of Code of Conduct to all employees of PT
Angkasa Pura II (Persero), baik karyawan lama maupun Angkasa Pura II (Persero), both old and new employees;
karyawan baru;
2. Pembangunan komitmen Dewan Komisaris dan Direksi 2. Development of the commitment of the Board of
melalui pembaharuan Pakta Integritas dan Komitmen Commissioners and the Board of Directors through the
Penerapan GCG; renewal of the Integrity Pact and the GCG Implementation
Commitment;
3. Pelaksanaan assessment GCG yang dilakukan oleh pihak 3. Implementation of GCG assessment conducted by
independen; independent parties;
4. Memperkuat Sistem Pelaporan Pelanggaran dengan 4. Strengthening the Reporting System Infringement with the
penyediaan berbagai tools yang memudahkan pelaporan; provision of various tools that facilitate reporting;
5. Sosialisasi program pengendalian gratifikasi Perseroan; 5. Socialization of the Company’s gratification control
program;
6. Ikut serta dalam Annual Report Award; 6. Participation in the Annual Report Award;
PENGUKURAN IMPLEMENTASI GCG

MEASUREMENT OF GCG IMPLEMENTATION
Secara berkala, Perseroan melakukan pengukuran implementasi Periodically, the Company takes measurements of GCG
GCG. Melalui proses pengukuran tersebut, Perseroan bertujuan implementation. Through the measurement process, the
untuk: Company aims to:
• Menguji dan menilai penerapan GCG melalui elaborasi • Test and assess GCG implementation through elaboration
kondisi penerapan GCG dan pembandingan dengan of GCG implementation conditions and benchmarking with
indikator dan parameter pengujian yang telah ditentukan. predefined test indicators and parameters.
• Memberikan gambaran hasil pengukuran melalui • Provide an overview of the measurement results by
pemberian nilai atas penerapan GCG, berikut rekomendasi assigning value to GCG implementation, along with
perbaikan yang diusulkan, guna mengurangi kesenjangan recommended improvement recommendations, to reduce
antara tataran praktik dengan indikator dan parameter the gap between the practice level and the indicators and
pengujian. test parameters.
• Memantau konsistensi penerapan GCG di lingkungan • Monitor the consistency of GCG implementation within the
organisasi Perseroan, serta untuk memperoleh masukan company’s organizational environment, as well as to obtain
demi penyempurnaan dan pengembangan kebijakan GCG. inputs for the improvement and development of GCG
policies.
• Mendorong pengelolaan Perseroan yang semakin • Encourage an increasingly professional, transparent and
profesional, transparan, dan efisien, serta memberdayakan efficient management of the vompany, and empower the
fungsi dan meningkatkan kemandirian Organ Perseroan. functions and enhance the independence of the company’s
organ.


KRITERIA ASSESSMENT GCG GCG ASSESSMENT CRITERIA

Parameter assessment GCG yang digunakan adalah berdasarkan The GCG assessment parameters used are based on the
parameter dari Surat Keputusan Sekretaris Kementerian BUMN parameters of the Decree of the Secretary of the Ministry of
Nomor: SK-16/MBU/2012. Terdapat 6 (enam) aspek, 43 SOEs Number: SK-16 / MBU / 2012. There are 6 (six) aspects,
Parameter, 153 Indikator dan 568 Faktor Uji Kesesuaian. 43 Parameters, 153 Indicators and 568 Conformity Test Factors.
PIHAK YANG MELAKUKAN PENILAIAN THE PEOPLE CONDUCTING THE ASSESSMENT

Dalam pelaksanaan assessment GCG, Perseroan dapat dibantu In the implementation of GCG assessment, the Company can
oleh assessor independen, maupun dilakukan secara mandiri be assisted by independent assessors, as well as self-assessed.
(self assesment).
HASIL ASSESSMENT GCG GCG ASSESSMENT RESULTS

Hasil assessment GCG terakhir dilakukan pada tahun 2017 The last GCG assessment result was conducted in 2017
yang dilakukan oleh assessor independen yakni 89,76 Perseroan conducted by an independent assessor of 89.77 the Company
memperoleh skor sebesar 90,04%. obtained a score of 90.04%.
Hasil assessment GCG Angkasa Pura II selama 4 (empat) tahun The results of the assessment of GCG Angkasa Pura II during the
terakhir sebagai berikut: last 4 (four) years as follows:
TAHUN SKOR ASSESSMENT GCG PELAKSANA PENILAI
Year GCG Assessment Score Evaluator
2014 84,63 Self Assesment (AP II)
2015 85,14 BPKP
2016 87,13 Self Assesment (AP II)
2017 89,76 BPKP
HASIL ASSESSMENT GCG TAHUN 2016 GCG ASSESSMENT RESULTS OF 2016

PT Angkasa Pura II (Persero) melaksanakan self assessment GCG PT Angkasa Pura II (Persero) conducted GCG self assessment in
di tahun 2016 untuk tahun buku 2016 yang dilaksanakan oleh 2016 for the fiscal year 2016 conducted by independent parties,
pihak independen, PT Angkasa Pura II (Persero) memperoleh PT Angkasa Pura II (Persero) got a score of 87.13, entered in the
skor 87,13, masuk dalam kategori SANGAT BAIK. Hasil ini VERY GOOD category. These results are increasing compared to
meningkat dibandingkan tahun-tahun sebelumnya yang masuk previous years that fell into the GOOD rank.
dalam peringkat BAIK.
Ringkasan hasil penilaian / evaluasi atas penerapan GCG pada Summary of evaluation / evaluation results on GCG
Angkasa Pura II sebagai berikut: implementation in Angkasa Pura II as follows:


CAPAIAN TAHUN 2016

ASPEK PENGUJIAN / INDIKATOR / PARAMETER BOBOT ACCOMPLISHMENT IN YEAR 2016
ASPECTS OF TESTING / INDICATORS / PARAMETERS WEIGHT SKOR % PENCAPAIAN
SCORE % ACCOMPLISHMENT
Komitmen terhadap penerapan tata kelola Perusahaan yang baik
secara berkelanjutan.
I 7,00 6,71 95,92
Commitment to the implementation of good corporate governance on
an ongoing basis.
Pemegang Saham dan RUPS / Pemegang saham
II 9,00 8,08 89,92
Shareholders and GMS / Shareholders.
Dewan Komisaris / Dewan Pengawas
III 35,00 31,71 90,60
Board of Commissioners / Board of Trustees
Direksi
IV 35,00 31,65 90,42
Board of Directors
Pengungkapan Informasi dan Transparansi
V 9,00 8,16 90,72
Disclosure of Information and Transparency
Aspek Lainnya
VI 5,00 0,8 16,00
Other Aspects
SKOR KESELURUHAN
100,00 87,13
OVERALL SCORE
KLASIFIKASI KUALITAS PENERAPAN GCG SANGAT BAIK
CLASSIFICATION OF GCG IMPLEMENTATION QUALITY VERY GOOD
Tabel di atas menggambarkan perbandingan antara kondisi The table above illustrates the comparison between the
penerapan GCG di PT Angkasa Pura II (Persero) dengan praktik conditions of GCG implementation in PT Angkasa Pura II
terbaik penerapan GCG. Beberapa aspek penilaian telah (Persero) with best practices of GCG implementation. Some
mendekati standar dan best practice, namun pada area tertentu aspects of the assessment have approached standard and best
masih memerlukan peningkatan. practice, but still require improvement in certain areas.
Terdapat 25 rekomendasi perbaikan dengan perincian per There are 25 recommendations for improvement with details
penanggung jawab sebagai berikut: per person responsible for the following:
PENANGGUNGJAWAB REKOMENDASI JUMLAH REKOMENDASI TELAH DITINDAKLANJUTI DI TAHUN 2017
NO
RESPONSIBLE OF RECOMMENDATIONS NUMBER OF RECOMMENDATIONS HAS BEEN FOLLOWED-UP IN THE YEAR 2017
Pemegang Saham Dalam proses tindaklanjut
1 2
Shareholders In the follow-up process
Dewan Komisaris Dalam proses tindaklanjut
2 6
Board of Commissioners In the follow-up process
Direksi Dalam proses tindaklanjut
3 11
Board of Directors In the follow-up process
Pihak Terkait Lainnya Dalam proses tindaklanjut
4 6
Other Related Parties In the follow-up process
Hasil Assessment GCG Tahun 2017 GCG Assessment Results of 2017

PT Angkasa Pura II (Persero) melaksanakan assessment GCG di PT Angkasa Pura II (Persero) conducted GCG assessment in 2016
tahun 2016 untuk tahun buku 2017 yang dilaksanakan oleh for the fiscal year 2017 conducted by Independent Assessor of
Assessor Independen dari BPKP Provinsi Banten. BPKP of Banten Province.
Berdasarkan hasil assessment tersebut, PT Angkasa Pura II Based on the assessment, PT Angkasa Pura II (Persero) got a
(Persero) memperoleh skor 89,76, masuk dalam kategori score of 89.76, entered in the VERY GOOD category. These
SANGAT BAIK. Hasil ini meningkat dibandingkan tahun-tahun results are increasing compared to previous years that fell into
sebelumnya yang masuk dalam peringkat BAIK. the GOOD rank.
Ringkasan hasil penilaian / evaluasi atas penerapan GCG pada Summary of evaluation result on GCG implementation at PT
PT Angkasa Pura II (Persero) sebagai berikut: Angkasa Pura II (Persero) as follows:


CAPAIAN TAHUN 2017

ASPEK PENGUJIAN / INDIKATOR / PARAMETER BOBOT ACCOMPLISHMENT IN YEAR 2017
ASPECTS OF TESTING / INDICATORS / PARAMETERS WEIGHT SKOR % PENCAPAIAN
SCORE % ACCOMPLISHMENT
Komitmen terhadap penerapan tata kelola Perusahaan yang baik
secara berkelanjutan.
I 7,00 6,30 89,96
Commitment to the implementation of good corporate governance on
an ongoing basis.
Pemegang Saham dan RUPS / Pemegang saham
II 9,00 7,65 85,06
Shareholders and GMS / Shareholders.
Dewan Komisaris / Dewan Pengawas
III 35,00 31,98 91,37
Board of Commissioners / Board of Trustees
Direksi
IV 35,00 31,69 90,54
Board of Directors
Pengungkapan Informasi dan Transparansi
V 9,00 8,39 93,26
Disclosure of Information and Transparency
Aspek Lainnya
VI 5,00 3,75 16,00
Other Aspects
SKOR KESELURUHAN
100,00 89,76
OVERALL SCORE
KLASIFIKASI KUALITAS PENERAPAN GCG SANGAT BAIK
CLASSIFICATION OF GCG IMPLEMENTATION QUALITY VERY GOOD
Tabel di atas menggambarkan perbandingan antara kondisi The table above illustrates the comparison between the
penerapan GCG di PT Angkasa Pura II (Persero) dengan praktik conditions of GCG implementation in PT Angkasa Pura II
terbaik penerapan GCG. Beberapa aspek penilaian telah (Persero) with best practices of GCG implementation. Some
mendekati standar dan best practice, namun pada area tertentu aspects of the assessment have approached standard and best
masih memerlukan peningkatan. practice, but still require improvement in certain areas.
Terdapat 22 rekomendasi perbaikan dengan perincian per There are 22 recommendations for improvement with the
penanggung jawab sebagai berikut: following per-person details:
PENANGGUNGJAWAB REKOMENDASI JUMLAH REKOMENDASI
NO
RESPONSIBLE OF RECOMMENDATIONS NUMBER OF RECOMMENDATIONS
Pemegang Saham
1 4
Shareholders
Dewan Komisaris
2 5
Board of Commissioners
Direksi
3 10
Board of Directors
Pihak Terkait Lainnya
4 3
Other Related Parties
RENCANA PENGEMBANGAN GCG TAHUN 2018

GCG DEVELOPMENT PLAN IN 2018
Dalam rangka terus mempertahankan konsistensi implementasi In order to maintain consistency of the Company’s GCG
GCG Perseroan, Perseroan memiliki rencana kerja yang terukur implementation, the Company has a measurable and targeted
dan terarah yang didasarkan pada Roadmap GCG Perseroan. work plan based on the Company’s GCG Roadmap.
Untuk tahun 2018, Perseroan merencanakan untuk: For 2018, the Company plans to:
1. Melakukan assessment GCG dengan mengundang pihak 1. Conduct a GCG assessment by inviting independent parties
independen untuk periode tahun buku 2018 for the fiscal year 2018
2. Memperkuat komitmen Dewan Komisaris dan Direksi 2. Strengthen the commitment of the Board of Commissioners
dengan melakukan refreshment terhadap nilai-nilai GCG and the Board of Directors by refreshment of GCG values
3. Melakukan internalisasi dan institusionalisasi GCG kepada 3. Internalize and institutionalize GCG to employees and
karyawan dan unit kerja terkait di Angkasa Pura II related working units in Angkasa Pura II
4. Menyebarluaskan materi Code of Conduct, Pengendalian 4. Disseminate Code of Conduct material, Gratification
Gratifikasi dan Whistleblowing System kepada stakeholders Control and Whistleblowing System to the Company’s
Perseroan. stakeholders.
5. Menindaklanjuti hasil Assessment GCG Tahun 2017 5. Follow-up the results of GCG Assessment Year 2017

STRUKTUR DAN MEKANISME GCG

STRUKTUR GCG STRUCTURE OF GCG

Sesuai dengan Undang Undang No. 40 tahun 2007 Bab I In accordance with Law no. 40 Year 2007 Chapter I Regarding
Mengenai Ketentuan Umum Pasal 1, Organ Perseroan terdiri General Provisions Article 1, the Company’s organs consist
dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris of General Meeting of Shareholders (AGMS), Board of
dan Direksi. Commissioners and Board of Directors.
• Rapat Umum Pemegang Saham, yang selanjutnya disebut • General Meeting of Shareholders, hereinafter referred
RUPS adalah Organ Perseroan yang mempunyai wewenang to as GMS, is a Corporate Organ that has authority not
yang tidak diberikan kepada Direksi atau Dewan Komisaris given to the Board of Directors or Board of Commissioners
dalam batas yang ditentukan dalam Undang Undang dan/ within the limits specified in the Law and / or Articles of
atau Anggaran Dasar. Association.
• Dewan Komisaris adalah Organ Perseroan yang bertugas • The Board of Commissioners is an organ of the Company
melakukan pengawasan secara umum dan/atau khusus which is in charge of general and / or special surveillance in
sesuai dengan Anggaran Dasar serta memberi nasihat accordance with the Articles of Association and advises the
kepada Direksi. Board of Directors.
• Direksi adalah Organ Perseroan yang berwenang dan • The Board of Directors is a competent corporate body and
bertanggung jawab penuh atas pengurusan Perseroan fully responsible for the maintenance of the Company for the
untuk kepentingan Perseroan, sesuai dengan maksud dan benefit of the Company, in accordance with the purposes
tujuan Perseroan serta mewakili Perseroan, baik di dalam and objectives of the Company and to represent the
maupun di luar pengadilan sesuai dengan ketentuan Company, both inside and outside the court in accordance
Anggaran Dasar. with the provisions of the Articles of Association.
RAPAT UMUM PEMEGANG

SAHAM (RUPS)
GENERAL MEETING OF
SHAREHOLDERS
DEWAN KOMISARIS DIREKSI

BOARD OF COMMISSIONERS BOARD OF DIRECTORS
KOMITE SEKRETARIS
SATUAN
MANAJEMEN PERUSAHAAN UNIT KERJA
KOMITE AUDIT PENGAWAS
RISIKO & SDM & LEGAL LAINNYA
AUDIT COMMITTEE INTERNAL
RISK MANAGEMENT CORPORATE SECRETARY OTHER WORKING UNIT
INTERNAL AUDITOR
& HR COMMITTEE & LEGAL

STRUKTUR DAN MEKANISME GCG

MEKANISME GCG GCG MECHANISM

Mekanisme GCG merupakan mekanisme implementasi GCG GCG mechanism is a GCG implementation mechanism that is
yang tercermin dalam sistem yang kuat. Hal ini menjadi reflected in a strong system. This is important, because GCG
penting, karena implementasi GCG tidak cukup hanya implementation is not enough just to rely on the pillars of
dengan mengandalkan pilar governance structure, melainkan governance structure, but there is a need for clear rules in the
dibutuhkan adanya aturan main yang jelas dalam bentuk form of mechanisms. Governance mechanism can be defined
mekanisme. Governance mechanism dapat diartikan sebagai as the rules of the game, procedures and clear relationships
aturan main, prosedur dan hubungan yang jelas antara pihak between the parties who make decisions with those who control
yang mengambil keputusan dengan pihak yang melakukan (oversight) of the decision.
kontrol (pengawasan) terhadap keputusan tersebut.
PT Angkasa Pura II (Persero) telah memiliki aturan main yang PT Angkasa Pura II (Persero) has a full set of rules contained in:
lengkap yang terdapat dalam:
NAMA KEBIJAKAN GCG DASAR PERATURAN ISI

NO
GCG POLICY NAME BASED LAW CONTENT
Mengatur mekanisme hubungan kerja organ Perusahaan (RUPS, Dewan Komisaris dan Direksi)
dalam menjalankan tugas sebagai upaya untuk mewujudkan system pengelolaan perusahaan
DKOM.390.1/HK.201/ secara professional, transparan dan efisien sebagai wujud nyata pelaksanaan prinsip-prinsip GCG
Pedoman Tata Kelola
APII-2014 di Perusahaan.
Perusahaan
1
Code of Corporate Arranging the mechanism of the Company’s organ relations (GMS, Board of Commissioners and
KEP.02.03.01/08/2014.3
Governance Board of Directors) in performing its duties as an effort to realize the professional, transparent
and efficient corporate management system as a concrete manifestation of GCG principles in the
Company.
Panduan bagi Dewan Komisaris dan Direksi mengenai Tata Kerja Dewan yang harus dipedomani
DKOM.078.1/HK.201/ pada tingkat kewenangan dan tanggung jawab masing-masing dalam upaya untuk meningkat-
APII-2014 kan penerapan GCG di lingkungan PT AP II (Pesero).
2 Board Manual
Guidance for the Board of Commissioners and the Board of Directors on the Working Procedures
KEP.01.02.01/02/2014 of the Council to be guided at the level of their respective authorities and responsibilities in an
effort to improve the implementation of GCG within PT AP II (Persero).
Panduan perilaku bagi seluruh insan Perusahaan yang harus dipatuhi dalam melaksanakan segala
DKOM.036.1/HK.201/ aktivitas perusahaan, serta mewujudkan hubungan harmonisasi dengan para pemangku kepent-
Pedoman Perilaku APII-2014 ingan dan mewujudkan visi & misi perusahaan secara professional dan beretika bisnis.
3
Code of Conduct Behavior guidelines for all human beings of the Company to be adhered to in carrying out all
KEP.02.03.01/01/2014.1 activities of the company, as well as to realize harmonious relationships with stakeholders and
realize the vision & mission of the company in a professional and ethical business.
Pedoman bagi seluruh insan PT AP II dalam bersikap dan berperilaku baik sebagai individu mau-
pun entitas dalam menjalankan tugas dan tanggung jawab secara professional, dan pedoman
untuk memahami dan menanggulangi pelaksanaan penerimaan dan pemberian hadiah dan
hiburan serta korupsi di perusahaan, meningkatkan dan memperkuat citra positif perusahaan.
Pedoman Pengendalian DKOM.036.2/HK.201/ Mewujudkan pengelolaan perusahaan yang bebas dari segala bentuk Korupsi, Kolusi dan Nepo-
Gratifikasi AP-II-2014 tisme (KKN).
4
Guidelines for Gratifica- Guidelines for all employees of PT AP II in behaving as individuals and entities in carrying out
tion Control KEP.02.03.01/01/2014
their duties and responsibilities professionally, and guidelines for understanding and overcoming
the acceptance and administration of gifts and entertainment and corruption in the company,
enhancing and strengthening the company’s positive image. Realizing corporate management
that is free from all forms of Corruption, Collusion and Nepotism (KKN).
Tata cara pengelolaan penanganan pengaduan bagi Dewan Komisaris, Direksi, Karyawan serta
pihak yang berkepentingan dalam hubungan dengan perusahaan, agar setiap laporan yang
dikirimkan terjaga kerahasiaannya dan kasus yang dilaporkan dapat dipertanggungjawabkan
serta dapat ditindaklanjuti. Pedoman pengaduan pelanggaran ini sebagai salah satu bentuk
Pedoman Pengaduan DKOM.036.3/HK.201/ peningkatan perlindungan terhadap para pemangku kepentingan dan perlindungan nama baik
Pelanggaran APII-2014 Perusahaan.
5 Procedures for managing complaints handling for the Board of Commissioners, Directors,
Infringement Grievance
Guidelines KEP.02.03.01/01/2014.2 Employees and interested parties in relationship with the company, so that each submitted report
is kept confidential and reported cases can be accounted for and actionable. This complaint
violation guidelines as one form of enhancing the protection of stakeholders and the protection
of good reputation of the Company.


INFORMASI PEMEGANG SAHAM UTAMA DAN PENGENDALI KEY SHAREHOLDER AND CONTROLLING INFORMATION
Pemegang Saham Pengendali Perseroan adalah Negara Republik The Controlling Shareholder of the Company is the Republic of
Indonesia yang menguasai 100% saham. Indonesia which controls 100% of the shares.
RAPAT UMUM PEMEGANG SAHAM (RUPS) GENERAL MEETING OF SHAREHOLDERS (GMS)

RUPS merupakan forum yang memfasilitasi pengambilan GMS is a forum which facilitates the highest decision making
keputusan tertinggi dalam perusahaan dengan memperhatikan in the company by taking into account the interests of the
kepentingan perusahaan, ketentuan yang dimuat dalam company, the provisions contained in the Articles of Association
Anggaran Dasar serta peraturan perundangan yang berlaku. and applicable laws and regulations.
RUPS dalam Perseroan terdiri dari: The GMS in the Company consists of:
• RUPS Tahunan yang diselenggarakan setiap tahun buku • Annual General Meeting of Shareholders which is held
selambat-lambatnya 6 (enam) bulan setelah tahun buku every book year not later than 6 (six) months after the fiscal
Perseroan ditutup. year of the Company closes.
• RUPS Luar Biasa yaitu Rapat Umum Pemegang Saham yang • Extraordinary GMS is the General Meeting of Shareholders
diadakan sewaktu-waktu berdasarkan kebutuhan. held at any time based on need.
Selama tahun 2017, Angkasa Pura II telah mengadakan 1 (satu) During the year 2017, Angkasa Pura II has held 1 (one) GMS,
kali RUPS, yaitu RUPS Tahunan sebanyak 1 (satu) kali pada namely Annual General Meeting of Shareholders 1 (once) on
tanggal 10 Mei 2017 serta tidak menyelenggarakan RUPS Luar May 10, 2017 and does not hold Extraordinary GMS.
Biasa.
RUPS TAHUNAN PENGESAHAN RKAP ANNUAL GMS RATIFICATION OF RKAP

RUPS Tahunan Pengesahan RKAP diselenggarakan pada Annual General Meeting of Shareholders RKAP was held on
tanggal 29 Desember 2016 bertempat di Ruang Rapat Lantai 6, December 29, 2016 at 6th Floor Meeting Room, Ministry of SOE.
Kementerian BUMN.
Penyelenggaraan RUPS Tahunan telah melalui proses persiapan The holding of the Annual General Meeting of Shareholders has
dan penyelenggaraan sesuai dengan UU No. 40 tahun 2007 been through the process of preparation and implementation
tentang Perseroan Terbatas dan Anggaran Dasar Angkasa Pura in accordance with Law no. 40 of 2007 on Limited Liability
II. Company and Pura II Angkasa Angkasa II.


RUPS Tahunan Pengesahan RKAP dihadiri oleh:

PESERTA RUPS NAMA
NO
PARTICIPANT OF GMS NAME
Kuasa Pemegang Saham:
Shareholder’s Authorization:
1 Deputi Bidang Usaha Jasa Keuangan, Jasa Survei dan Konsultan
Gatot Trihargo
Deputy of Financial Services Business, Survey Services and Consultant
Dewan Komisaris:
Board of Commissioners:
1 Komisaris Utama
Rhenald Kasali
The main commissioner
2 Komisaris
M. Harpin Ondeh
Commissioner
3 Komisaris
Iswan Elmi
Commissioner
4 Komisaris
Maryati Karma
Commissioner
5 Komisaris
Imam Bustomi *)
Commissioner
6 Komisaris
Hadi Tjahjanto **)
Commissioner
Direksi:
Board of Directors:
1 Direktur Utama
Muhammad Awaluddin
President Director
2 Direktur Teknik & Operasi
Djoko Murjatmodjo
Director of Engineering & Operations
3 Direktur Komersial & Pengembangan Bisnis
Daan Achmad
Director of Commercial & Business Development
4 Direktur Keuangan
Andra Y. Agussalam
Director of Finance
5 Direktur Pelayanan & Fasilitas Bandar Udara
Ituk Herarindri
Director of Airport Services & Facilities
6 PH. Direktur SDM, GA & TI
Muhammad Awaluddin
PH. Director of Human Resources, GA & IT
*) Tidak hadir dan dikuasakan kepada M.Harpin Ondeh sesuai Surat Kuasa Nomor CO.SKK.01.03/00./12/2016/0003 tanggal 29 Desember 2016
Not present and authorized to M.Harpin Ondeh pursuant to Power of Attorney Number CO.SKK.01.03 / 00./12 / 2016/0003 dated December 29, 2016
**) Tidak hadir dan dikuasakan kepada Maryati Karma sesuai Surat Kuasa Nomor CO.SKK.08.03/00./12/2016/0004 tanggal 29 Desember 2016
Not present and authorized to Maryati Karma pursuant to Power of Attorney Number CO.SKK.08.03 / 00./12 / 2016/0004 dated December 29, 2016 The
number of shareholders present at the AGMS on 29 December 2016 is 100%.
Jumlah pemegang saham yang hadir pada RUPS Tahunan tanggal 29 Desember 2016 adalah 100%.
Agenda, Keputusan dan Tindak Lanjut Hasil RUPS Tahunan Agenda, Decision and Follow Up The Annual General Meeting
sebagai berikut: of Shareholders as follows:
AGENDA KEPUTUSAN TINDAK LANJUT
NO
AGENDA DECISION FOLLOW-UP
a. Laporan Posisi Keuangan jumlah Aset Rp 33.151.329 juta, jumlah Liabilitas dan Ekuitas
Rp 33.151.329 juta
Statement of Financial Position of Assets amounting to Rp 33,151,329 million, Total of
Liabilities and Equity Rp 33.151329 million
b. Laba Rugi Konsolidasian PT Angkasa Pura II (Persero) tahun 2017 ditargetkan Laba
Tahun Berjalan setelah pajak sebesar Rp1.690.706 juta
Pengesahan Rencana Kerja
Consolidated Profit of Loss of PT Angkasa Pura II (Persero) in 2017 is targeted to Profit of
dan Anggaran Perusahaan
the Current Year after tax of Rp1,690,706 million
(RKAP) Tahun 2017 Telah ditindaklanjuti
1 c. Investasi Rp 9.262.767 Juta
Ratification of Work Plan and Has been followed-up
Investment Rp 9,262,767 Million
Corporate Budget (RKAP)
d. Sumber Daya Manusia sebanyak 10.317 orang
Year 2017
Human Resources 10,317 people
e. RKA Dewan Komisaris Tahun 2017 sebagaimana yang tertera dalam buku RKAP tahun
2017.
RKA Board of Commissioners Year 2017 as stated in RKAP book year 2017.
f. Target Tingkat kesehatan RKAP tahun 2017 adalah 92,50 atau Kategori Sehat AA
Target Health Level RKAP 2017 is 92.50 or Category AA Healthy



NO
Program Kemitraan
Partnership Program
• Progran Kemitraan Jumlah dana tersedia Rp 48.716 Juta
Partnership Program Total fund available Rp 48,716 Million
dan Anggaran Program Ke-
• Penyaluran pinjaman kepada Mitra Binaan Rp 48.716 Juta
Distribution of loans to Partners of Maintenance Rp 48.716 Million
mitraan dan Bina Lingkun-
gan (RKA-PKBL) Tahun 2017
• Saldo Akhir Rp 0 ,-
Ending Balance Rp 0, - Telah ditindaklanjuti
2 Approval of Work Plan and
Program Bina Lingkungan Has been followed-up
Budget of Partnership and
Community Development Program
Community Development
Program (RKA-PKBL) Year
• Dana tersedia Rp 21.305 juta
Funds are available Rp 21,305 million
2017
• Penyaluran dana bina lingkungan Rp 21.305 juta
Distribution of environmental development funds Rp 21,305 million
• Saldo Akhir Rp 0 ,-
Ending Balance Rp 0, -
Persetujuan dan Pengesah- Menyetujui dan mengesahkan kontrak manajemen (Key Performance Indicators) antara Direksi
ankontrak manajemen (Key dan Dewan Komisaris PT Angkasa Pura II (Persero) dengan Pemegang Saham PT Angkasa Pura
Performance Indicators) II (Persero) Tahun 2017 yang mengacu pada Kriteria Penilaian Kinerja Unggul (KPKU) dan surat
antara Direksi dan Dewan Menteri BUMN Nomor: S-513/MBU/08/2016 tanggal 30 Agustus 2016 perihal Penyampaian
Komisaris dengan Pemegang Aspirasi Pemegang Saham/Pemilik Modal untuk Penyusunan Rencana Kerja dan Anggaran
Saham Tahun 2017 Perusahaan Tahun 2017, dan merupakan bagian yang tidak terpisahkan dari risalah ini. Telah ditindaklanjuti
3
Approval and Endorsement Approved and authorized management contracts between Board of Directors and Board of Has been followed-up
of Management Contracts Commissioners of PT Angkasa Pura II (Persero) and Shareholders of PT Angkasa Pura II (Persero)
(Key Performance Indicators) Year 2017 which refers to the Criteria of Superior Performance Appraisal (KPKU) and Minister
between Board of Directors of SOEs Number: S-513 / MBU / 08/2016 dated 30 August 2016 concerning Submission of
and Board of Commissioners Aspirations of Shareholders / Capital Owners for the Preparation of Work Plan and Corporate
with Shareholders of 2017 Budget Year 2017, and is an integral part of this treatise.
Menyetujui dan mengesahkan Key Performance Indicators Tahun 2017 antara Dewan Komisa-
ris PT Angkasa Pura II (Persero) dengan Pemegang Saham PT Angkasa Pura II (Persero) yang tel-
ah mengacu pada Peraturan Menteri BUMN Nomor PER-01/MBU/2011 jo. PER-09/MBU/2012
tentang Perubahan Atas Peraturan Menteri Negara BUMN Nomor PER-01/MBU/2011 tentang
dan Anggaran Program Ke-
Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada BUMN, dan
mitraan dan Bina Lingkun-
merupakan bagian yang tidak terpisahkan dari risalah ini. Telah ditindaklanjuti
4 gan (RKA-PKBL) Tahun 2017
Approved and authorized the Key Performance Indicators of 2017 between the Board of Com- Has been followed-up
Approval and endorsement
missioners of PT Angkasa Pura II (Persero) and Shareholders of PT Angkasa Pura II (Persero),
of management contracts
which refers to the Regulation of the Minister of SOE Number PER-01 / MBU / 2011 jo. PER-09
(Key Performance Indicators)
/ MBU / 2012 on Amendment to the Regulation of the Minister of State-Owned Enterprises
No. PER-01 / MBU / 2011 on the Implementation of Good Corporate Governance on SOEs,
and is an inseparable part of this treatise.
1. Customer Statisfication Index (CSI), ditargetkan mencapai 4,1 dari skala 5,00
Customer Statisfication Index (CSI), is targeted to reach 4.1 from 5.00 scale
Persetujuan Penetapan
2. Tingkat pelayanan untuk pemeriksaan keamanan (target 95%), fasilitas umum (kebersi-
Indikator Aspek Operasional
han toilet) dengan target bintang 3 dan tingkat kesejukan ruangan (target 90%)
untuk Perhitungan Tingkat
Level of service for security checks (95% target), public facilities (toilet hygiene) with 3 Telah ditindaklanjuti
5 Kesehatan Tahun 2017
star target and room coolness level (90% target) Has been followed-up
Approval of Operational
3. Penyerapan investasi untuk pengembangan fasilitas dengan target realisasi program
Aspect Stipulation for Health
100% dan fisik 75%.
Level Calculation 2017
Absorption of investment for facility development with program realization target 100%
and physical 75%.


RUPS TAHUNAN PERSETUJUAN LAPORAN TAHUNAN DAN ANNUAL GMS APPROVAL OF ANNUAL REPORT AND
PENGESAHAN LAPORAN KEUANGAN TAHUN BUKU 2016 RATIFICATION OF FINANCIAL STATEMENTS FOR BOOK
RUPS Tahunan Persetujuan Laporan Tahunan dan Pengesahan YEAR 2016
Laporan Keuangan Tahun Buku 2016 diselenggarakan pada Annual General Meeting of Shareholders Approval of Annual
tanggal 10 Mei 2017 bertempat di Kementerian BUMN RI. Report and Ratification of Financial Statements Book Year 2016
was held on May 10, 2017 at the Ministry of SOEs building.
Penyelenggaraan RUPS Tahunan telah melalui proses persiapan The holding of the Annual General Meeting of Shareholders has
dan penyelenggaraan sesuai dengan UU No. 40 tahun 2007 been through the process of preparation and implementation
tentang Perseroan Terbatas dan Anggaran Dasar Angkasa Pura in accordance with Law no. 40 of 2007 on Limited Liability
II. Company and statute Angkasa Pura II.
RUPS dihadiri oleh: GMS was attended by:

PESERTA RUPS NAMA
NO
PARTICIPANT OF GMS NAME
Kuasa Pemegang Saham:
Shareholder’s Authorization:
Deputi Bidang Usaha Jasa Keuangan, Jasa Survei dan Konsultan
1 Gatot Trihargo
Deputy of Financial Services Business, Survey Services and Consultant
Dewan Komisaris:
Board of Commissioners:
Komisaris Utama
1 Rhenald Kasali
The main commissioner
Komisaris
2 M. Harpin Ondeh
Commissioner
Komisaris
3 Iswan Elmi
Commissioner
Komisaris
4 Maryati Karma
Commissioner
Komisaris
5 Imam Bustomi
Commissioner
Komisaris
6 Hadi Tjahjanto*
Commissioner
Direksi:
Board of Directors:
Direktur Utama
1 Muhammad Awaluddin
President Director
Direktur Teknik & Operasi
2 Djoko Murjatmodjo
Director of Engineering & Operations
Direktur Komersial & Pengembangan Bisnis
3 Daan Achmad
Director of Commercial & Business Development
Direktur Keuangan
4 Andra Y. Agussalam
Director of Finance
Direktur Pelayanan & Fasilitas Bandar Udara
5 Ituk Herarindri
Director of Airport Services & Facilities
PH. Direktur SDM, GA & TI
6 Tina T. Kemala Intan
PH. Director of Human Resources, GA & IT
*) Tidak hadir karena ada penugasan lain.

Not present because there are other assignments.
Jumlah pemegang saham yang hadir pada RUPS Tahunan tanggal 10 Mei 2017 adalah 100%.


Agenda, Keputusan dan Tindak Lanjut Hasil RUPS Tahunan Agenda, Decision and Follow Up The Annual General Meeting
sebagai berikut: of Shareholders as follows:

NO
a. Laba bersih konsolidasi Tahun Buku 2016 sebesar Rp
1.940.253.845.206,-
The consolidated net profit of Fiscal Year 2016 is Rp
1,940,253,845,206, -
b. Total Aset atau Liabilitas dan Ekuitas per 31 Desember 2016 sebesar
Rp 27.991.218.333.510,-
Persetujuan Laporan Tahunan dan Pengesah-
Total Assets or Liabilities and Equity as of December 31, 2016 amount-
an Laporan Keuangan Konsolidasi Perseroan,
ing to Rp 27,991,218,333,510, -
Persetujuan Laporan Tugas Pengawasan
c. Kontrak Manajemen (Key Performance Indicators) sebesar 101,83
Dewan Komisaris serta Pengesahan Laporan
The Contract Performance (Key Performance Indicators) of 101.83
Pelaksanaan PKBL Tahun Buku 2016 seka-
d. Realisasi Investasi sebesar Rp 11.162.537.300.000,-
ligus Pemberian Pelunasan dan Tanggung
Realization of Investment amounting to Rp 11,162,537,300,000, -
Jawab Sepenuhnya (Acquit et dé Charge)
e. Sumber Daya Manusia adalah 9.405 Orang
kepada Direksi dan Dewan Komisaris atas
Human Resources is 9,405 People
Pengurusan dan Pengawasan Selama Tahun
f. Tingkat kesehatan Perusahaan tahun 2016 mendapatkan skor 92,85
Buku 2016 Telah ditindaklanjuti
1 atau Kategori Sehat AA
Approval of the Annual Report and Ratifica- Has been followed-up
The company’s health level in 2016 gets a score of 92.85 or AA Healthy
tion of the Consolidated Financial Statements
Category
of the Company, Approval of the Report of
g. Program Kemitraan dan Bina Lingkungan:
the Oversight of the Board of Commissioners
Partnerships and community development program
and the Approval of the Implementation
• Pendapatan Rp 16.438.982.104,-
Report of the 2016 Fiscal Year PKBL as well
revenue Rp 16,438,982,104, -
as the Acquit et dé Charge to the Board of
• Penyaluran dana Bina Lingkungan Rp 33.262.551.392,-
Directors and the Board of Commissioners
Disbursement of Community Development fund Rp
on Management and Supervision during the
33.262.551.392, -
Fiscal Year 2016
• Beban lainnya dan pengeluaran 4.093.830.568,-
Other expenses and expenses 4,093,830,568, -
• Aset bersih pada awal periode Rp 118.200.364.155,-
Net assets at the beginning of the period Rp 118,200,364,155, -
• Aset Bersih pada akhir periode Rp 97.282.964.299,-
Net Assets at the end of the period Rp 97.282.964.299, -
Menyetujui penetapan penggunaan laba bersih konsolidasian yang dapat

diatribusikan kepada Pemilik entitas induk tahun buku 2016 sebesar Rp
1.940.253.028.171,-
Persetujuan Penggunaan Laba Bersih Konsoli- Approve the consolidated net profit attribution attributable to the parent
dasian Tahun Buku 2016 entity of fiscal year 2016 of Rp 1,940,253,028,171, - Telah ditindaklanjuti
2
Approval of Consolidated Consolidated Has been followed-up
Earnings of Fiscal Year 2016 a. Dividen sebesar Rp 330.000.000.000,- atau 17,01%
Dividends amounting to Rp 330,000,000,000, - or 17.01%
b. Cadangan umum sebesar Rp 1.610.253.028.171 atau 82,99%
General reserves of Rp 1,610,253,028,171 or 82.99%
Penetapan besaran gaji/honorium berikut fasilitas dan tunjangan lainnya Ta-

hun Buku 2017 serta tantiem Tahun 2016 untuk anggota Direksi dan Dewan
Penetapan Penghasilan Direksi dan Dewan
Komisaris PT Angkasa Pura II (Persero) akan ditetapkan secara tersendiri.
Komisaris Telah ditindaklanjuti
3 Determination of salary / honorarium amount along with other facilities
Stipulation of Directors and Board of Com- Has been followed-up
and allowances for Book Year 2017 and tantiem Year 2016 for members
missioners
of Board of Directors and Board of Commissioners of PT Angkasa Pura II
(Persero) shall be stipulated separately.



NO
a. Melimpahkan kewenangan pengadaan KAP untuk mengaudit Laporan
Keuangan dan Laporan pelaksanaan PKBL untuk Tahun Buku 2017 ke-
pada Dewan Komisaris dengan mengacu pada ketentuan yang berlaku
. To delegate the authority of the procurement of KAP to audit the
Financial Report and Report on the implementation of PKBL for the
fiscal year 2017 to the Board of Commissioners with reference to the
Penetapan Kantor Akuntan Publik (KAP)
prevailing regulations.
untuk Mengaudit Laporan Keuangan dan Telah ditindaklanjuti
4 b. Dewan Komisaris agar menyampaikan hasil pengadaan KAP yang
Laporan Pelaksanaan Program Kemitraan dan Has been followed-up
telah dilakukan kepada Menteri BUMN guna penetapan KAP untuk
Bina Lingkungan Tahun Buku 2017
mengaudit Laporan Keuangan dan Lpaoran pelaksanaan PKBL untuk
tahun Buku 2017.
The Board of Commissioners to submit the results of the procurement
of KAP that has been done to the Minister of SOEs for the determina-
tion of KAP to audit the Financial Report and LPAoran implementation
of the PKBL for the fiscal year 2017.
Menyetujui pertanggungjawaban penggunaan PMN sampai dengan tanggal

31 Desember 2016 dengan ketentuan semua kegiatan dan penggunaan tel-
ah digunakan sesuai dengan kasian bersama PMN PT Angkasa Pura II (Perse-
ro) Tahun 2015 dan peraturan Menteri BUMN Nomor:PER-08/MBU/06/2015
Pertanggungjawaban Penggunaan Dana
dan Nomor:PER-11/MBU/09/2015 tentang pedoman pelaporan realisasi
PMN Tahun 2015 & 2016
penggunaan tambahan dana PMN Telah ditindaklanjuti
5 Accountability of Use of PMN Funds Year
To approve the accountability of the use of PMN up to December 31, 2016 Has been followed-up
2015 & 2016
provided that all activities and use have been used in accordance with the
common good of PMN PT Angkasa Pura II (Persero) Year 2015 and the
regulation of the Minister of SOE Number: PER-08 / MBU / 06/2015 and
Number: PER-11 / MBU / 09/2015 on reporting guidelines on the realization
of additional use of PMN funds

DEWAN KOMISARIS
Dewan Komisaris merupakan organ Perseroan yang bertanggung The Board of Commissioners is an organ of the Company that is
jawab secara kolektif untuk melakukan pengawasan dan collectively responsible for supervising and advising the Directors
memberikan nasihat kepada Direksi serta memastikan bahwa and ensuring that Angkasa Pura II conducts GCG at all levels or
Angkasa Pura II melaksanakan GCG pada seluruh tingkatan levels of the organization.
atau jenjang organisasi.
Anggota Dewan Komisaris diangkat dan diberhentikan oleh Members of the Board of Commissioners are appointed and
RUPS serta memenuhi persyaratan umum dan khusus yang dismissed by the GMS and meet the general and specific
ditetapkan dalam Anggaran Dasar Perseroan, Board Manual dan requirements stipulated in the Company’s Articles of Association,
ketentuan lain yang berlaku. Dewan Komisaris tidak turut serta Board Manual and other applicable provisions. The Board of
dalam pengambilan keputusan terkait operasional perusahaan Commissioners does not participate in decision making related
namun tetap tegas dalam fungsi pengawasan Dewan Komisaris. to the operations of the company but remains firmly in the
supervisory function of the Board of Commissioners.
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu In performing its duties, the Board of Commissioners is assisted
komite-komite sebagai organ pendukung Dewan Komisaris by the committees as the supporting organ of the Board of
yaitu : Commissioners:
1. Komite Audit yang dalam melaksanakan tugas dan 1. The Audit Committee which in carrying out its duties and
tanggung jawab serta kewenangannya dilakukan sesuai responsibilities and authorities is conducted in accordance
dengan Piagam Komite Audit. with the Charter of the Audit Committee.
2. Komite Nominasi dan Remunerasi yang berfungsi membantu 2. Nomination and Remuneration Committee that serves to
Dewan Komisaris dalam pelaksanaan penetapan nominasi assist the Board of Commissioners in the implementation
dan remunerasi Dewan Komisaris dan Direksi Perseroan. of nomination and remuneration of the Board of
Commissioners and Board of Directors of the Company.
3. Komite Manajemen Risiko yang berfungsi membantu 3. The Risk Management Committee that serves to assist the
Dewan Komisaris memberikan masukan serta melakukan Board of Commissioners provides input and evaluates the
evaluasi sistem pengelolaan risiko, pengawasan internal risk management system, internal controls and provides
dan menyediakan informasi kepada Dewan Komisaris information to the Board of Commissioners on related
mengenai masalah-masalah terkait untuk mengantisipasi issues to anticipate risks that may occur.
risiko yang mungkin akan terjadi.
KOMPOSISI DEWAN KOMISARIS COMPOSITION OF BOARD OF COMMISSIONERS

Dewan Komisaris beranggotakan 5 (lima) orang. Dewan The Board of Commissioners consists of 5 (five) members. The
Komisaris diketuai oleh seorang Komisaris Utama. Dewan Board of Commissioners is chaired by a President Commissioner.
Komisaris telah melakukan pembagian tugas pengawasan yang The Board of Commissioners has undertaken the division
diputuskan secara internal oleh Dewan Komisaris. of supervisory duties decided internally by the Board of
Commissioners.
Adapun Komposisi Dewan Komisaris Angkasa Pura II per 31 The composition of the Board of Commissioners of Angkasa
Desember 2017 adalah sebagai berikut: Pura II as of December 31, 2017 is as follows:
NAMA JABATAN DASAR PENGANGKATAN LULUS FIT & PROPER TEST DOMISILI
NAME POSITION ELEMENT OF APPOINTMENT FIT & PROPER TEST DOMICILE
Komisaris Utama Lulus
Rhenald Kasali SK-86/MBU/06/2015 Jakarta Selatan
Main Commissioner Pass
Anggota Komisaris Lulus
Iswan Elmi SK-217/MBU/10/2014 Bekasi Selatan
Commissioner Pass
M. Harpin Ondeh SK-86/MBU/06/2015 Bekasi Selatan
Commissioner Pass
Imam Bustomi SK-139/MBU/07/2016 Jakarta Timur
Commissioner Pass
Maryati Karma SK-139/MBU/07/2016 Jakarta Barat
Commissioner Pass

DEWAN KOMISARIS
INDEPENDENSI DEWAN KOMISARIS INDEPENDENCE OF BOARD OF COMMISSIONERS

Seluruh anggota Dewan Komisaris Angkasa Pura II bertindak All members of thE Board of Commissioners of Angkasa Pura II
independen dan bebas intervensi dari pihak manapun. act independently and freely intervene from any party.
KRITERIA DEWAN KOMISARIS CRITERIA OF BOARD OF COMMISSIONERS

Anggota Dewan Komisaris telah memenuhi kriteria pemilihan The members of the Board of Commissioners have met the
berikut: following selection criteria:
1. Memiliki kemampuan dan integritas sehingga pelaksanaan 1. Have the ability and integrity so that the implementation of
fungsi pengawasan dan pemberian nasihat untuk supervisory function and giving advice for the interests of
kepentingan perusahaan dapat dilaksanakan dengan baik; the company can be implemented properly;
2. Memahami dan mematuhi anggaran dasar perusahaan dan 2. Understand and comply with the Company’s articles of
peraturan perundang-undangan yang berkaitan dengan association and legislation relating to its duties;
tugasnya;
3. Memahami dan melaksanakan GCG; 3. Understand and implement GCG;
4. Memiliki keahlian dan pengalaman di bidang yang akan 4. Have the expertise and experience in the field to which he /
menjadi tanggung jawabnya; she is responsible;
5. Memiliki jiwa kepemimpinan yang baik; 5. Hava good leadership spirit;
6. Memiliki reputasi yang baik dalam menjalankan tugastugas 6. Have a good reputation in carrying out previous duties;
sebelumnya;
7. Memiliki akhlak dan moral yang baik; 7. Have good character and morals;
8. Mampu melaksanakan tindakan hukum; 8. Able to carry out legal action;
9. Tidak pernah dinyatakan pailit atau yang dinyatakan 9. Have never been declared Bankrupt or convicted causing a
bersalah yang menyebabkan suatu perusahaan dinyatakan company to declare Bankruptcy within 5 (five) years before
pailit dalam waktu 5 (lima) tahun sebelum pemilihan; the election;
10. Tidak pernah dihukum karena melakukan tindak pidana 10. Never been punished for committing a crime within 5 (five)
dalam waktu 5 (lima) tahun sebelum pemilihan. years before the election.
NOMINASI ANGGOTA DEWAN KOMISARIS NOMINATION OF MEMBERS OF THE BOARD OF

COMMISSIONERS
Nominasi anggota Dewan Komisaris Angkasa Pura II dipilih The nomination of the members of the Board of Commissioners
berdasarkan usulan dari pihak perusahaan /instansi terkait, atau of Angkasa Pura II shall be selected based on the proposal from
pihak-pihak yang berkaitan/mengerti dengan bidang usaha the related company / agency, or parties related to the field of
Angkasa Pura II, kemudian diajukan kepada Kementerian BUMN Angkasa Pura II, and then submitted to the Ministry of SOE for
untuk mendapatkan persetujuan. approval.
PROGRAM PENGENALAN DAN PELATIHAN DEWAN INTRODUCTION AND TRAINING PROGRAM OF THE BOARD
KOMISARIS OF COMMISSIONERS
Board Manual Perseroan telah mengatur mengenai pelaksanaan Board Manual The Company has arranged the implementation
Program Orientasi dan Pelatihan bagi Anggota Dewan Komisaris. of the Orientation and Training Program for Board of
Setiap Anggota Dewan Komisaris baru diberikan Program Commissioners members. Each new member of the Board of
Orientasi dan diberikan kesempatan dalam mengikuti Program Commissioners is given an Orientation Program and is given an
Pelatihan. opportunity to participate in the Training Program.
Pada tahun 2017, tidak terdapat pengangkatan Anggota Dewan In 2017, there was no appointment of new Board of
Komisaris baru, sehingga tidak terdapat Program Pengenalan Commissioners, so no Program Introduction was given.
yang diberikan.

DEWAN KOMISARIS
Program Pelatihan Dewan Komisaris dapat dilihat di Bagian Training Program of the Board of Commissioners can be seen in
Program Pelatihan Dewan Komisaris. the Training Program Division of the Board of Commissioners.
NAMA PROGRAM PELATIHAN PENYELENGGARA TANGGAL

NAME TRAINING PROGRAM ORGANIZER DATE
Harpin Ondeh Expand Leadership Program CLDI 8-12 Februari 2017
Iswan Elmi Frauditing, Sydney IIA (The Institute of Internal Auditor) 22-29 Juli 2017
Rhenald Kasali, Harpin Ondeh, Leadership in a Transformational Digital Era at AGLP (Asean Global Leadership
9-22 September 2017
Maryati Karma Cambridge Program)
Imam Bustomi Training Leadership Program 25-26 September 2017
Rhenald Kasali Glomac Stragic Thinking & Bisnis Planing GLOMACS 16-27 Desember 2017
RANGKAP JABATAN DEWAN KOMISARIS DUAL POSITION OF BOARD OF COMMISSIONERS

Selain menjabat sebagai Dewan Komisaris Angkasa Pura II, In addition to serving as the Board of Commissioners of Angkasa
sejumlah anggota Dewan Komisaris juga merangkap jabatan Pura II, a number of members of the Board of Commissioners
dengan uraian sebagai berikut: also concurrently held positions with the following description:
NAMA JABATAN JABATAN DI PERUSAHAAN / LEMBAGA LAIN BIDANG USAHA/INSTITUSI

NAME POSITION POSITION IN COMPANY / OTHER INSTITUTION FIELD OF BUSINESS / INSTITUTION
Komisaris Utama Pendiri Yayasan Rumah Perubahan Rumah Perubahan
Rhenald Kasali
Main Commissioner Founder of Rumah Perubahan Foundation Rumah Perubahan
Anggota Komisaris Deputi Kepala BPKP Bidang Investigasi
Iswan Elmi BPKP
Commissioner Deputy Head of BPKP Field of Investigation
Asisten Deputi Manajemen Sumber Daya Manusia
Anggota Komisaris Eksekutif BUMN Kementerian BUMN
Imam Bustomi
Commissioner Assistant Deputy of Human Resource Management Ministry of SOEs
of SEO Executive
Pusat Pengembangan SDM Aparatur Perhubungan,
Anggota Komisaris Widyaiswara Ahli Utama Kementerian Perhubungan
Maryati Karma
Commissioner Widyaiswara Main Expert Center for Human Resource Development of Trans-
portation Apparatus, Ministry of Transportation
BOARD CHARTER DEWAN KOMISARIS BOARD CHARTER OF THE BOARD OF COMMISSIONERS

Dewan Komisaris berpedoman pada Pedoman Kerja Dewan Board of Commissioners shall be guided by the Manual of Board
Komisaris dan Direksi (Board Manual). Board Manual berisi of Commissioners and Board of Directors (Board Manual). The
tentang petunjuk tata laksana kerja Dewan Komisaris dan Board of Manual contains instructions on the work of the Board
Direksi serta menjelaskan tahapan aktivitas secara terstruktur, of Commissioners and the Board of Directors and explains the
sistematis, mudah dipahami dan dapat dijalankan dengan stages of activities in a structured, systematic, understandable
konsisten, dapat menjadi acuan bagi Dewan Komisaris dan and consistent manner that can serve as a reference for the
Direksi dalam melaksanakan tugas masing-masing untuk Board of Commissioners and Board of Directors in performing
mencapai Visi dan Misi Perusahaan, sehingga diharapkan akan their respective duties to achieve the Company’s Vision and
tercapai standar kerja yang tinggi selaras dengan prinsip-prinsip Mission, so it is expected to achieve high standards of work in
GCG. line with GCG principles.
Board Manual disusun berdasarkan prinsip-prinsip hukum The Board Manual is based on the principles of corporate law,
korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan the provisions of the Articles of Association, the prevailing laws
perundang-undangan yang berlaku, arahan Pemegang Saham and regulations, the directions of the Shareholders and the best
serta praktik-praktik terbaik (best practices) Good Corporate practices of Good Corporate Governance.
Governance.

DEWAN KOMISARIS
Isi dari Board Manual adalah: | The contents of the Board Manual are:
Pedoman dan tata kerja Dewan Komisaris dalam melaksanakan tugas dan tanggung jawabnya
dalam melakukan pengawasan terhadap jalannya perusahaan, serta memberikan nasihat kepada
Direksi untuk kepentingan Perusahaan sesuai dengan maksud dan tujuan Perusahaan.
The guidance and procedures of the Board of Commissioners in performing its duties and responsibilities in conducting
oversight of the business of the company, as well as advising the Board of Directors on behalf of the Company in
accordance with the purposes and objectives of the Company.
TUGAS DAN LINGKUP TANGGUNG JAWAB DEWAN DUTIES AND SCOPE OF RESPONSIBILITY OF THE BOARD OF
KOMISARIS COMMISSIONERS
Dewan Komisaris merupakan organ Perseroan yang secara The Board of Commissioners is an organ of the Company
kolektif bertugas melakukan pengawasan secara umum dan which collectively has the duty to supervise in general and or in
atau khusus sesuai dengan Anggaran Dasar serta memberikan accordance with the Articles of Association and to give advice
nasihat kepada Direksi. Dewan Komisaris tidak turut serta dalam to the Board of Directors. The Board of Commissioners does
mengambil keputusan operasional. Kedudukan masing-masing not participate in making operational decisions. The position
anggota Dewan Komisaris termasuk Komisaris Utama adalah of each member of the Board of Commissioners including the
setara. Tugas Komisaris Utama sebagai primus inter pares President Commissioner is equivalent. The task of the President
adalah mengkoordinasikan kegiatan Dewan Komisaris. Commissioner as primus inter pares is to coordinate the activities
of the Board of Commissioners.
Dewan Komisaris diangkat dan diberhentikan oleh RUPS. Dalam The Board of Commissioners is an organ of the Company
melaksanakan tugas, Dewan Komisaris bertanggung jawab which collectively has the duty to supervise in general and or in
kepada RUPS. Pertanggungjawaban Dewan Komisaris kepada accordance with the Articles of Association and to give advice
RUPS merupakan perwujudan akuntabilitas pengawasan atas to the Board of Directors. The Board of Commissioners does
pengelolaan perusahaan dalam rangka pelaksanaan prinsip- not participate in making operational decisions. The position
prinsip GCG. of each member of the Board of Commissioners including the
President Commissioner is equivalent. The task of the President
Commissioner as primus inter pares is to coordinate the activities
of the Board of Commissioners.
Tugas dan Tanggungjawab Dewan Komisaris meliputi: The duties and responsibilities of the Board of Commissioners
include:
1. Tugas Dewan Komisaris 1. Duties of the Board of Commissioners

Dalam menjalankan fungsinya, Dewan Komisaris bertugas: In performing its functions, the Board of Commissioners is
tasked with:
a. Melakukan pengawasan terhadap kebijaksanaan a. To supervise the Company’s management policies
pengurusan Perusahaan yang dilakukan Direksi serta conducted by the Board of Directors and to provide
memberi nasehat kepada Direksi termasuk pengawasan advice to the Board of Directors, including oversight of
terhadap pelaksanaan Rencana Jangka Panjang the implementation of the Company’s Long Term Plan,
Perusahaan, Rencana Kerja dan Anggaran Perusahaan, Work Plan and Budget, the Articles of Association and
ketentuan Anggaran Dasar dan keputusan RUPS serta the resolutions of the General Meeting of Shareholders
peraturan perundang-undangan yang berlaku. and prevailing laws and regulations.

DEWAN KOMISARIS
b. Membuat program kerja pengawasan dan pemberian b. To develop a supervisory and advisory work program, and
nasihat, serta mengevaluasi atas kebijakan perusahaan evaluate company policies for corporate management,
dalam rangka pengurusan perusahaan, termasuk: including: internal control systems, risk management,
sistem pengendalian internal, manajemen risiko, sistem information technology systems, HR management,
teknologi informasi, pengelolaan SDM, kebijakan accounting policies, procurement policies, service quality
akuntansi, kebijakan pengadaan barang/jasa, kebijakan policies.
mutu pelayanan.
c. Mematuhi Anggaran Dasar Perusahaan, keputusan RUPS c. To comply with the Articles of Association of the
dan peraturan perundang-undangan yang berlaku serta Company, the resolutions of the GMS and prevailing
prinsip-prinsip profesionalisme, efisiensi, transparansi, laws and regulations as well as the principles of
kemandirian, akuntabilitas, pertanggungjawaban serta professionalism, efficiency, transparency, independence,
kewajaran. accountability, accountability and fairness.
d. Melakukan pembagian tugas diantara Anggota d. To delegate duties among Members of the Board
Dewan Komisaris terkait dengan pelaksanaan fungsi of Commissioners related to the implementation of
pengawasan. supervisory functions.
e. Mengawasi investasi yang dilakukan oleh Perusahaan. e. To supervise the investments made by the Company.
f. Mengawasi dan mengevaluasi arah pengelolaan Anak f. To supervise and evaluate the direction of management
Perusahaan oleh Direksi. of Subsidiaries by the Board of Directors.
g. Menindaklanjuti saran, permasalahan atau keluhan g. To follow up on suggestions, problems or complaints

yang disampaikan langsung kepada Dewan Komisaris. submitted directly to the Board of Commissioners.
h. Melakukan pengawasan dan pengukuran atas h. To conduct oversight and measurement of the Board
kepatuhan Direksi terhadap peraturan perundang of Directors’ compliance with laws and regulations and
undangan dan perjanjian dengan pihak ketiga. agreements with third parties.
i. Melakukan penilaian terhadap kinerja Direksi baik i. To assess the performance of the Board of Directors
secara kolegial maupun secara individual berdasarkan both collegial and individually based on the performance
target kinerja yang tertuang dalam kontrak manajemen. targets set forth in the management contract.
j. Meneliti dan menelaah Laporan Tahunan yang disiapkan j. To examine and review the Annual Report prepared by
Direksi serta menandatangani laporan tersebut. the Board of Directors and signing the report.
k. Memantau efektivitas penerapan GCG di Perusahaan k. To monitor the effectiveness of GCG implementation
termasuk memastikan ditaatinya kebijakan etika in the Company including ensuring compliance with
berusaha. ethical strives policy.
l. Memberikan pendapat dan saran kepada RUPS dalam l. To provide opinions and suggestions to the GMS in
hal pengangkatan dan pemberhentian Direksi. respect of appointment and dismissal of the Board of
Directors.
m. Memberikan pendapat dan saran kepada RUPS m. To provide opinions and suggestions to the General
mengenai setiap persoalan lainnya yang dianggap Meeting of Shareholders regarding any other matters
penting bagi pengelolaan Perusahaan. deemed necessary for the management of the Company.

DEWAN KOMISARIS
n. Mengusulkan penetapan Auditor Eksternal kepada n. To propose the determination of the External Auditor
RUPS berdasarkan usulan dari Komite Audit termasuk to the GMS based on the recommendation of the
menyampaikan kepada RUPS mengenai alasan Audit Committee including submitting to the General
pencalonan tersebut dan besarnya honorarium/imbal Meeting of Shareholders regarding the reasons for such
jasa yang diusulkan untuk Auditor Eksternal tersebut. nomination and the amount of fee / reward which is
proposed for the External Auditor.
o. Memantau kinerja Satuan Pengawas Internal. o. To monitor the performance of the Internal Supervisory
Unit.
p. Memastikan Direksi agar menetapkan sistem p. Ensure Directors to establish an effective internal control
pengendalian internal yang efektif untuk mengamankan system to secure Company assets.
aset Perusahaan.
q. Memastikan Direksi mengungkapkan informasi q. Ensure that the Board of Directors discloses the
penting Perusahaan dalam Laporan Tahunan (termasuk Company’s important information in its Annual Report
Laporan Keuangan) kepada pihak lain sesuai peraturan (including the Financial Statements) to other parties in
perundang-undangan yang berlaku secara tepat waktu, accordance with applicable laws, in a timely, accurate,
akurat, jelas dan obyektif. clear and objective manner.
r. Menjaga kerahasiaan informasi yang diperoleh sewaktu r. To maintain the confidentiality of information obtained
menjabat sebagai Anggota Komisaris sesuai dengan while serving as a Commissioner Member in accordance
peraturan perundang-undangan yang berlaku. with applicable laws and regulations.
2. Tanggung jawab Dewan Komisaris 2. Responsibility of the Board of Commissioners

a. Dalam menjalankan fungsinya, Dewan Komisaris a. In carrying out its functions, the Board of Commissioners
bertanggungjawab: is responsible:
1. Melakukan pengawasan dan memberikan nasihat 1. To conduct supervision and advise the Directors in
kepada Direksi dalam melaksanakan pengurusan conducting the management of the Company in
Perusahaan dengan itikad baik, kehati-hatian dan good faith, prudence and responsibility.
bertanggungjawab.
2. Memberikan pendapat dan saran kepada Direksi 2. To provide opinions and advice to the Board
dan segenap jajarannya berkaitan dengan of Directors and all its staff discuss with the
pengurusan Perusahaan. management of the Company.
3. Memberikan pendapat dan saran kepada Direksi 3. To provide employees opinions and suggestions.
berkaitan dengan penyusunan Visi dan Misi serta
rencana-rencana strategis Perusahaan lainnya
seperti yang diatur dalam Anggaran Dasar.
4. Melakukan penelitian dan penelaahan atas laporan- 4. To undertake research and review of Directors
laporan Direksi. reports.
5. Melakukan penilaian terhadap kinerja Direksi. 5. To conduct research on performance.
6. Meneliti dan menelaah laporan-laporan dari komite- 6. To examine and review reports from committees
komite yang ada di bawah Dewan Komisaris. under the Board of Commissioners.

DEWAN KOMISARIS
7. Mengikuti perkembangan kegiatan Perusahaan baik 7. To be informed with the Company’s activities
dari informasi-informasi internal yang disediakan either from internal information provided by the
oleh Perusahaan maupun dari informasi-informasi Company or from external information originating
eksternal yang berasal dari media maupun dari from the media or from other sources.
sumber-sumber lainnya.
8. Melakukan usaha-usaha untuk memastikan 8. To make efforts to ensure that the Board of
bahwa Direksi dan jajarannya telah mematuhi Directors and its staff have issued the Company’s
ketentuan perundang-undangan, Anggaran Dasar Articles of Association and other regulations in
Perusahaan, serta peraturan-peraturan lainnya managing the Company.
dalam mengelola Perusahaan.
b. Setiap anggota Dewan Komisaris ikut bertanggungjawab b. Each member of the Board of Commissioners shall
secara pribadi dan secara tanggung renteng apabila be personally and jointly responsible if the Board of
Dewan Komisaris bersalah atau lalai menjalankan Commissioners is guilty or negligent in performing its
tugasnya sehingga menyebabkan kerugian Perusahaan. duties, causing any loss to the Company.
c. Anggota Dewan Komisaris tidak dapat c. The members of the Board of Commissioners can not be
dipertanggungjawabkan atas kerugian Perusahaan held liable for the loss of the Company as referred to in
sebagaimana dimaksud pada huruf b di atas apabila letter b above if it can prove:
dapat membuktikan:
1. telah melakukan pengawasan dengan itikad baik 1. Has conducted good faith and prudent supervision
dan kehati-hatian untuk kepentingan Perusahaan in the interest of the Company and in accordance
dan sesuai dengan maksud dan tujuan Perusahaan; with the purposes and objectives of the Company;
2. tidak mempunyai kepentingan pribadi baik 2. Has no direct or indirect personal interest in the
langsung maupun tidak langsung atas tindakan Directors’ management actions resulting in losses;
pengurusan Direksi yang mengakibatkan kerugian;
3. telah memberikan nasihat kepada Direksi untuk 3. Has advised the Board of Directors to prevent the
mencegah timbul atau berlanjutnya kerugian occurrence or continuation of such losses.
tersebut.

DEWAN KOMISARIS
PEMBIDANGAN TUGAS DEWAN KOMISARIS DUTIES PURVIEW OF THE BOARD OF COMMISSIONERS

Dalam melakukan tindakan pengawasan terhadap jalannya In order to carry out supervision of the Company’s activities, the
perusahaan, Dewan Komisaris telah melakukan pembagian Board of Commissoners has conducted division of tasks, as seen
tugas, sebagaimana terlihat dalam tabel berikut: in below following table:
NAMA JABATAN BIDANG TUGAS

NO
NAME POSITION FIELD OF DUTY
Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan Komisaris serta
Komisaris Utama memberikan arahan kepada Direksi terhadap pengurusan usaha Perusahaan.
1 Rhenald Kasali
President Commissioner Coordinate all implementation of duties and activities of supervision of the Board of Commissioners as
well as provide direction to the Board of Directors on the business management of the Company.
Perusahaan Bidang Hukum, Keamanan Bandara, dan Aset Perusahaan.
Komisaris
2 M. Harpin Ondeh Implement the duties of monitoring and provision of direction to the Board of Directors on the
Commissioner
business management of the Company in the fields of Law, Security
of Airports and Company Assets.
Perusahaan Bidang Teknologi Informasi, Strategi Pengembangan Usaha Makro, Keuangan, Akuntansi
Komisaris dan Audit.
3 Imam Bustomi
Commissioner Implement the duties of monitoring and provision of direction to the Board of Directors on the
business management of the Company in the fields of Operations, Information Technology and
Macro-Business Development Strategy, Finance, Accounting, and Audit.
Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan
usaha Perusahaan Bidang Pengembangan Usaha, Komersial, Pengembangan Kebandarudaraan, dan
Komisaris Kebijakan Manajemen Risiko.
4 Iswan Elmi
business management of the Company in the fields of Business Development, Commercial,
Development of Airports and Risk Management Policy.
Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan
usaha Perusahaan Bidang Operasi, Pengembangan Sumber Daya Manusia, Kebijakan Nominasi &
Komisaris Remunerasi dan Good Coorporate Governance (GCG).
5 Maryati Karma
business management of the Company in the fields of Operations, HR empowerment, Nomination &
Remuneration Policy and Good Corporate Governance (GCG).

DEWAN KOMISARIS
PELAKSANAAN TUGAS DAN TANGGUNG JAWAB IMPLEMENTATION OF DUTIES AND RESPONSIBILITIES OF

DEWAN KOMISARIS TAHUN 2017 THE BOARD OF COMMISSIONERS IN 2017
Dalam melakukan mekanisme proses pengawasan dan Conducting the supervision mechanicsm process and provision
pemberian arahan serta nasihat kepada Direksi dalam of direction as well as advice to the Board of Directors in
pengelolaan dan pengurusan Perseroan, Dewan Komisaris management and attenuation of the Company, the Board of
berpedoman pada peraturan perundang-undangan dan Commissioners aims to the applicable laws and regulation, and
ketentuan internal Perseroan yang berlaku. Proses pengawasan internal provisions of the Company. This supervision process is
ini adalah untuk memastikan tercapainya target kinerja yang to ascertain the accomplishments of targeted performance set
telah ditetapkan sehingga mampu memberikan imbal jasa in order to give a satisfied reward by the shareholders and other
yang memuaskan bagi Pemegang Saham dan Para Pemangku stakeholders.
Kepentingan lainnya.
The Board of Commissioners’ Implementation of supervision of
Pelaksanaan tugas pengawasan Dewan Komisaris selama tahun duties in 2017, includes:
2017 meliputi:
URAIAN KEGIATAN TUJUAN SASARAN
NO
JOB DESCIPTION PURPOSE TARGET
1 Evaluasi Kinerja Perusahaan Tahun 2016 a. Memastikan bahwa kegiatan Terwujudnya pengelolaan
Corporate Performance Evaluation 2016 pengurusan perusahaan yang telah perusahaan yang baik sesuai
a. Melakukan Rapat Evaluasi Dewan Komisaris dengan Direksi dilaksanakan sesuai dengan RKAP dengan target yang tertampung
mengenai Laporan Manajemen Tahun Buku 2016; tahun buku 2016; dalam RKAP 2016.
Conduct a meeting of the Board of Commissioners with the Board Ascertain the whole management Realization on a good corporate
of Directors on the Annual Report 2016 of Management; activity of the Company that been management in accordance with
b. Memberikan tanggapan/nasihat kepada Direksi atas Laporan implemented in accordance with the targeted set of RKAP 2016.
Manajemen Tahun buku 2016, pelaksanaan kebijakan dan RKAP in 2016 book;
tindakan Direksi serta jalannya perusahaan dan hasil yang dicapai. b. Memastikan kebijakan dan
Give advice to the Board of Directors on its Annual Report tindakan Direksi dalam
2016 of Management, and implementation of the Board of menjalankan perusahaan;
Directors’ policy and action along with the ongoing activities and Ascertain policy and action of
accomplished results of the Company. the Board of Commissioners in
undergoing its Company;
c. Memastikan keadaan dan jalannya
perusahaan serta hasil yang
dicapai.
Ascertain the condition and
ongoing activities of the Company
along with the accomplished
results.
2 Pengawasan Terhadap Rancangan RJPP dan RKAP Melaksanakan pengawasan dan a. Terwujudnya pengelolaan
Supervision of the plan of RJPP and RKAP pemberian nasihat/persetujuan atas perusahaan yang baik sesuai
a. Memantau kepatuhan Direksi dalam menjalankan perusahaan rancangan RJPP dan perencanaan dan dengan rancangan RJPP;
sesuai RKAP dan/atau RJPP; pelaksanaan RKAP melalui laporan Realization on a good
Monitor a compliance of the Board of Directors in running the manajemen secara berkala baik bulanan corporate management
Company fit in RKAP and/or RJPP; maupun triwulanan Tahun buku 2017. in accordance with RJPP
b. Rapat Dewan Komisaris dan Direksi membahas Laporan Implement the supervision and advisory/ proposal;
Manajemen bulanan dan triwulanan Tahun 2017; approval on the RJPP proposal and b. Terwujudnya pengelolaan
The meeting of the Board of Commissioners and the Board of scheme and implementation of RKAP perusahaan yang baik
Directors was discussing the monthly and quarterly statements of through statement of management sesuai dengan target yang
Management for 2017; periodically both monthly and quarterly tertampung dalam RKAP
c. Memberikan tanggapan atas Laporan Manajemen triwulanan in 2017 book report. 2017.
Tahun 2017 kepada Pemegang Saham; Realization on a good
Give advice on the quarter year of 2017 statements of corporate management in
Management to the Shareholders; accordance with the targeted
d. Pemantauan tentang kebijakan akuntansi dan penyusunan laporan set of RKAP 2017.
keuangan sesuai dengan standar akuntansi yang berlaku umum di
Indonesia (SAK);
Supervision on accounting policies and preparation of financial
statements in accordance with the applicable accounting standard
(SAK) in Indonesia;
e. Pemantauan dan pembahasan Tindak Lanjut Keputusan dan
arahan Pemegang Saham serta rekomendasi Dewan Komisaris
setiap triwulan tahun 2017.
Supervision and discussion on the follow-up decision and direction
of the Shareholders along with the recommendation of the Board
of Commissioners every quarter in 2017.

DEWAN KOMISARIS

NO
3 Pengawasan Terhadap Efektifitas Audit Eksternal dan Audit Internal serta a. Terselesaikannya tindak lanjut a. Terselesaikannya tindak lanjut
Efektifitas Tata Kelola Perusahaan temuan auditor Internal dan temuan auditor Internal dan
Supervision of the Effectiveness of External Audit and Internal Audit as Eksternal sesuai dengan ketentuan Eksternal sesuai dengan
well as the Effectiveness of Good Corporate Governance. dan tepat waktu; ketentuan dan tepat waktu;
a. Melakukan pemantauan/memberikan tanggapan dan nasihat Completion on following up the Completion on following up
kepada Direksi tentang pengendalian intern perusahaan dan findings from Internal and External the findings from Internal
pelaksanaannya; Auditors in accordance with the and External Auditors in
Conduct monitoring/giving advice and comment to the Board of terms and timely manner; accordance with the terms
Directors on the corporate internal control and its implementation; b. Tercapainya tata kelola perusahaan and timely manner;
b. Melakukan pemantauan/memberikan tanggapan dan nasihat sesuai dengan prinsip-prinsip b. Tercapainya tata kelola
kepada Direksi tentang penyelesaian tindak lanjut temuan Auditor GCG. perusahaan sesuai dengan
Internal dan Eksternal; Accomplishment on a corporate prinsip-prinsip GCG.
Conduct monitoring/giving advice and comment to the Board of management in accordance with Accomplishment on a
Directors on the follow-up resolution from Internal and External GCG principles.. corporate management
auditors findings; in accordance with GCG
c. Melakukan pemantauan/memberikan tanggapan dan nasihat atas principles..
pengaduan yang berkaitan dengan BUMN yang diterima oleh
Dewan Komisaris;
Conduct monitoring/giving advice and comment on complaints
related to stated-owned company received by the Board of
Commissioners;
d. Pemantauan dan pembahasan atas pengelolaan perusahaan sesuai
prinsip-prinsip Good Corporate Governance (GCG).
Supervision and discussion on corporate management in
accordance with the good corporate governance (GCG).
4 Pengawasan Terhadap Pengelolaan Risiko Perusahaan Dan Sumber Daya Memastikan perusahaan dapat Meminimalkan dampak risiko-
Manusia menemukenali dan mengelola risiko- risiko yang dihadapi perusahaan
Supervision of the Corporate Risk Management and Human Resources. risiko yang dihadapi perusahaan serta dan pemberdayaan Sumber Daya
a. Melakukan monitoring/pembahasan dalam rangka pelaksanaan pemberdayaan Sumber Daya Manusia. Manusia, kebijakan Nominasi &
kebijakan manajemen risiko korporat; Ascertain the Company to find control Remunerasi perusahaan.
Conduct monitoring/discussion on the implementation of the and manage risks been faced in the Minimalise the impact of risks
corporate risk management policy; Company and empowerment of Human been faced by the Company
b. Memberikan tanggapan/nasihat atas risiko-risiko strategis yang Resources. and empowerment in Human
dihadapi perusahaan; Resources, the corporate
Give comment/advice on strategic risks faced by the Company; nomination and remuneration
c. Memberikan tanggapan/nasihat dalam penyempurnaan/ policy.
penyusunan pedoman manajemen risiko;
Give comment/advice on consummation/preparation of the risk
management guideline;
d. Melakukan monitoring/pembahasan dalam rangka pemberdayaan/
pengembangan karir Sumber Daya Manusia dan kebijakan
nominasi dan remunerasi di perusahaan.
Conduct monitoring/discussion on cempowerment/ career
development of HR and nomination and remuneration in the
Company.

DEWAN KOMISARIS

NO
5 Pengawasan program-program perusahaan Memastikan serta memberi arahan Terlaksananya program-program
Supervision on the corporate programs terhadap Direksi atas implementasi perusahaan tepat waktu sesuai
rencana dan kebijakan perusahaan. dengan ketentuan.
Melakukan pemantauan dan pembahasan dengan Direksi dalam rangka Ascertain and give direction to Board Implementation in a timely manner
monitoring program-program, meliputi: of Directions on the implementation of of the corporate programs in
Conduct monitoring and discussion with the Board of Directors on plans and corporate policies. accordance with the terms.
monitoring programs, as such:
a. Pengembangan Bandar Udara Soekarno-Hatta, Bandar Udara
Depati Amir, Bandar Udara Sultan Mahmud Badaruddin II, Bandar
Udara Minangkabau, Bandar Udara Raja Haji Fisabilillah, Bandar
Udara Supadio, Bandar Udara Silangit, Bandar Udara Halim
Perdanakusuma, Bandar Udara Kualanamu, Bandar Udara Sultan
Syarif Kasim II, Bandar Udara Husein Sastranegara;
Airport Development in Soekarno-Hatta, Depati Amir, Sultan
Mahmud Badaruddin II, Minangkabau, Raja Haji Fisabilillah,
Silangit, Halim Perdanakusuma, Kualanamu, Sultan Syarif Kasim II,
Husein Sastranegara;
b. Perubahan lingkungan bisnis perusahaan yang diperkirakan akan
berdampak besar pada usaha dan kinerja perusahaan secara
relevan;
Changes on corporate business management estimated that will
bring big impact on revelances to the business and corporate
perfomance;
c. Memantau pelaksanaan inventarisasi dan optimalisasi aset-aset
perusahaan;
Monitor the implementation on the inventories and optimalization
on corporate assets;
d. Pemantauan terhadap kebijakan pengelolaan Anak Perusahaan/
Perusahaan Patungan;
Supervision on the management policy of subsidiaries/joint
ventures;
e. Pemantauan terhadap kebijakan pengadaan barang dan jasa yang
dilakukan oleh perusahaan;
Supervision on the procurement policy of goods and services
undergone by the Company;
f. Pemantauan terhadap kebijakan mutu dan pelayanan serta
pelaksanaannya;
Supervision on the qualiy and service policy and its
implementation;
g. Kepatuhan Direksi terhadap Anggaran Dasar, peraturan
perundangan yang mengatur bisnis perusahaan (regulasi sektoral)
dan peraturan perundangan lainnya serta perjanjian dengan pihak
ketiga;
Compliance of the Board of Directors on the articles of association,
applicable laws and regulations that manage the corporate
business (sectoral regulation) and other applicable laws and
regulations along with agreement with third parties.
h. Menelaah usulan remunerasi Direksi;
Review the proposed remuneration of the Board of Directors;
i. Pemantauan implementasi teknologi informasi.
Supervision on the implementation of Information Technology.

DEWAN KOMISARIS

NO
6 Rapat Dewan Komisaris a. Pengawasan dan pemberian Terwujudnya keputusan/
Meeting of the Board of Commissioners nasihat kepada Direksi serta rekomendasi Dewan Komisaris
pemberian rekomendasi/ dalam rangka pelaksanaan
a. Rapat Internal Dewan Komisaris/rapat Dewan Komisaris dengan persetujuan sesuai kewenangan; pengawasan, pemberian nasihat
Komite; Supervision and provision of kepada Direksi dan pemberian
Internal Meeting of the Board of Commissioners/ The meeting of advices to the Board of Directors rekomendasi/persetujuan sesuai
Board of Commissioners with its Committees; and recommendation/approval in kewenangan.
b. Rapat-rapat dengan mitra kerja/stakeholder. accordance with the authority; mplementation on decision/
Meetings with working partners/stakeholders. b. Penyampaian informasi yang recommendation from the Board
dibutuhkan dan pemecahan of Commissioners on supervision,
masalah yang dihadapi provision of advices to the Board
perusahaan; of Directors and recommendation/
Information delivery needed and approval in accordance with the
problem solving surged by the authorities.
Company;
c. Melakukan evaluasi berkala
terhadap program kerja Dewan
Komisaris.
Conduct a periodical evaluation
of work plans of the Board of
Commissioners.
7 Kunjungan Kerja Melaksanakan pemantauan dan a. Mengetahui kondisi terkini
Work Visit monitoring kegiatan pelayanan serta dari masing-masing Kantor
operasional Bandara di lingkungan PT Cabang meliputi kinerja
Kunjungan Kerja ke cabang-cabang Bandara di lingkungan PT Angkasa Angkasa Pura II (Persero) sesuai dengan keuangan, investasi, operasi
Pura II (Persero). target yang telah ditetapkan. serta kendala yang dihadapi.
Work visit to the airport branch offices at the PT Angkasa Pura II Implement the supervision and Know the latest condition
(Persero)’s environment. monitor service activities and the aiport from each branch office such
operational at the PT Angkasa Pura II as financial performance,
(Persero)’s environment in accordance investment, operation and
with targeted set. corporate challenges.
b. Mengevaluasi dan
memberikan masukan terkait
dengan kondisi terkini
dilapangan serta memberikan
arahan dan nasihat dalam
rangka perbaikan.
Evaluate and give inputs
related to the latest condition
in the field, and give
direction and advice on its
improvements.
c. Tercapainya standar
pelayanan dan operasional
Bandara sesuai dengan target
yang telah ditetapkan.
Accomplishment of
standard service and the
airport operationalization in
accordance with targeted set

DEWAN KOMISARIS
BENTURAN KEPENTINGAN CONFLICT OF INTERESTS

Dalam upayanya meminimalkan terjadinya benturan In its efforts to minimalise any conflict of interest may occur,
kepentingan, setiap anggota Dewan Komisaris wajib membuat each Committee of the Board of Commissioners has to make a
Daftar Khusus yang memuat informasi mengenai kepemilikan Special Draft containing information on stock ownership and/or
sahamnya dan/atau keluarganya di Angkasa Pura II maupun di its family at Angkasa Pura II and other companies. That list has
perusahaan lain. Daftar tersebut disimpan dan diadministrasikan to be kept and administrated by the secretary.
oleh Sekretaris Dewan Komisaris.
Up until 31 December 2017, the whole Board of Commissioners
Hingga 31 Desember 2017, seluruh Anggota Dewan Komisaris has none of invesments at Angkasa Pura II.
tidak memiliki saham di Angkasa Pura II.
KEPUTUSAN DAN REKOMENDASI DEWAN KOMISARIS BOARD OF COMMISSIONERS DECISION AND

Seluruh keputusan hasil Rapat gabungan Dewan Komisaris RECOMENDATION
dan Direksi yang tertuang dalam Notulen Rapat dimonitor The whole decision of the joint meeting of the the Board of
tindak lanjut penyelesaiannya pada setiap Rapat berikutnya. Commissioners and the Board of Directors setting out in a
Dewan Komisaris menjalankan tugas dan fungsinya dalam minute of meetings is monitored in its completion of follow ups
pemberian nasihat, antara lain melalui pemberian rekomendasi at each subsequent meeting. The the Board of Commissioners
Dewan Komisaris kepada Direksi. Sekretaris Dewan Komisaris performs its functions and duties on the provision of advices,
ditugaskan untuk memonitor pelaksanaan keputusan dan among others through the provision of recommendation of the
rekomendasi Dewan Komisaris. Board of Commissioners to the Board of Directors. Secretary
of the Board of Commissioners is assigned to monitor the
implementation of the decision and recommendation of the
Board of Commissioners.
Hingga 31 Desember 2017, Dewan Komisaris mengeluarkan Up until 31 December 2017, the Board of Commissioners issued
Surat Keputusan Dewan Komisaris sebagai berikut: the Decree of Up until 31 December 2017, the whole Board of
Commissioners, as below following:
BIDANG SURAT KEPUTUSAN

NO
FIELD OF DUTY DECREE
1 Pengawasan Terhadap Efektifitas 1. Surat Dewan Komisaris Nomor CO.08.03/00./03/2017/0279 tanggal 23 Maret 2017 tentang Tanggapan dan
Audit Eksternal dan Audit Internal Saran Dewan Komisaris Terhadap Assesment GCG PT AP II Tahun 2016;
serta Efektifitas Tata Kelola Letter of the Board of the Commissioners No. CO.08.03/00./03/2017/0279 dated 23 March 2017 on GCG
Perusahaan Yang Baik Assessment of PT AAP II in 2016;
Supervision on the Effectiveness 2. Surat Dewan Komisaris Nomor CO.16.02/00./04/2017/0021 tanggal 4 April 2017 tentang Usulan Penunjukan
of External Audit and Internal Kembali Kantor Akuntan Publik (KAP) Tahun 2017;
Audit as well as the Effectiveness Letter of the Board of the Commissioners No. CO.16.02/00./04/2017/0021 dated 4 April 2017 on tanggal 4
of Good Corporate Governance. April 2017 tentang Reappointment Proposal of Public Accounting Firm (KAP) in 2017;
3. Surat Dewan Komisaris Nomor CO.16.03/00./04/2017/0618 tanggal 27 April 2017 perihal Tanggapan Dewan
Komisaris atas Laporan Manajemen Triwulan I Tahun 2017;
Letter of the Board of the Commissioners No. CO.16.03/00./04/2017/0618 dated 27 April 2017 on the Board of
the Commissioners’ response of the first quarter statement of management in 2017;
4. Surat Dewan Komisaris Nomor CO.16.03/00./07/2017/0527 tanggal 20 Juli 2017 perihal Tanggapan Dewan
Komisaris atas Laporan Manajemen Triwulan II Tahun 2017;
Letter of the Board of the Commissioners No. CO.16.03/00./07/2017/0527 dated 20 July 2017 on the Board of
the Commissioners’ response of the second quarter statement of management in 2017;
5. Surat Dewan Komisaris Nomor CO.16.03/00/10/2017/0896 tanggal 26 Oktober 2017 perihal Tanggapan
Dewan Komisaris atas Laporan Manajemen Triwulan III Tahun 2017;
Letter of the Board of the Commissioners No. CO.16.03/00/10/2017/0896 dated 26 October 2017 on the Board
of the Commissioners’ response of the third quarter statement of management in 2017;
6. Surat Dewan Komisaris Nomor CO.05.01/00./11/2017/1543 tanggal 76 Oktober 2017 perihal Tanggapan
Dewan Komisaris atas Hasil Audit Teknis Struktural dan Non-Struktural Terminal 3 BSH.
Letter of the Board of the Commissioners No. CO.05.01/00./11/2017/1543 dated 76 October 2017 on the
Board of the Commissioners’ response of technical audit results on both structural and non structural terminal
3 BSH.

DEWAN KOMISARIS
BIDANG SURAT KEPUTUSAN

NO
FIELD OF DUTY DECREE
2 Pengawasan terhadap 1. Surat Dewan Komisaris Nomor CO.03.06/00./02/2017/0543 tanggal 20 Februari 2017 tentang Tanggapan
Pengelolaan Risiko Perusahaan Dewan Komisaris atas Kajian Fasilitas/Biaya Perjalanan Dinas PT AP II;
Supervision on the Corporate Risk Letter of the Board of the Commissioners No. CO.03.06/00./02/2017/0543 dated 20 February 2017 on the
Management Board of the Commissioners’ response of Facilitation Study/ Official Travel Cost of PT AP II
2. Surat Dewan Komisaris Nomor CO.08.03/00./03/2017/0278 tanggal 23 Maret 2017 tentang Tanggapan dan
Saran Dewan Komisaris Terhadap Sistem Manajemen Risiko Perusahaan;
Letter of the Board of the Commissioners No. CO.08.03/00./03/2017/0278 dated 23 March 2017 on the Board
of the Commissioners’ response and advice of the Corporate Risk Management.
3 Pengawasan Program-Program 1. Surat Dewan Komisaris Nomor CO.06.05/00./06/2017/0131 tanggal 7 Juni 2017 perihal Persetujuan
Strategis Perusahaan Penghapusbukuan Kendaraan Dinas Pejabat dan Operasional PT AP II;
Supervision on the Corporate Letter of the Board of the Commissioners No. CO.06.05/00./06/2017/0131 dated 7 June 2017 on the Write-off
Strategic Programs Approval of Operational and Official Vechicles of PT AP II;
2. Surat Dewan Komisaris Nomor CO.06.05/00./06/2017/0557 tanggal 15 Juni 2017 perihal Tanggapan Dewan
Komisaris Atas Usulan Penghapusbukuan Piutang Debitur Pailit;
Letter of the Board of the Commissioners No. CO.06.05/00./06/2017/0557 dated 15 June 2017 on the Board of
the Commissioners’ response of a write-off proposal on Bankrupt Debtor Receivables;
3. Surat Dewan Komisaris Nomor CO.06.03/00./09/2017/0613 tanggal 18 September 2017 perihal Persetujuan
Penghapusan Aktiva Tetap Pada Bandara Sultan Syarif Kasim II - Pekanbaru;
Letter of the Board of the Commissioners No. CO.06.03/00./09/2017/0613 dated 18 September 2017 on the
Write-off Approval of Fixed Assets at Sultan Syarif Kasim II Airport - Pekanbaru;
4. Surat Dewan Komisaris Nomor CO.05.01/00./12/2017/1782 tanggal 29 Desember 2017 perihal Tanggapan
Dewan Komisaris Atas Usulan Penghapusbukuan Piutang Debitur Pailit;
Letter of the Board of the Commissioners No. CO.05.01/00./12/2017/1782 dated 29 December 2017 on the
Board of the Commissioners’ response of Bankrupt Debtor Receivables proposal;
5. Surat Dewan Komisaris Nomor CO.02.01.01/00/10/2017/1342 tanggal 18 Oktober 2017 perihal Tanggapan
dan Saran Dewan Komisaris Atas RJPP 2016-2020 PT AP II yang telah direvisi;
Letter of the Board of the Commissioners No. CO.02.01.01/00/10/2017/1342 dated 18 October 2017 on the
Board of the Commissioners’ response and advice of RJPP 2016-2020 PT AP II that has been revised;
6. Surat Dewan Komisaris Nomor CO.RHS.03.05/00./09/2017/0009 tanggal 28 September 2017 perihal
Tanggapan Dewan Komisaris atas Usulan Anggota Direksi Anak Perusahaan;
Letter of the Board of the Commissioners No. CO.RHS.03.05/00./09/2017/0009 dated 28 September 2017 on
the Board of the Commissioners’ response of the subsidiaries for members of the Board of Directors proposal.
REALISASI ANGGARAN DEWAN KOMISARIS BOARD OF COMMISSIONERS BUDGET REALIZATION

Sebagaimana tercantum dalam RKAP tahun 2017, Dewan As mentioned in RKAP in 2017, the Board of the Commissioners
Komisaris mendapat anggaran sebesar Rp. 14.904.199.100,- obtained a budget by 14.904.199.100 rupiah.


INDEPENDENT BOARD OF COMMISSIONERS
INFORMATION
Perseroan memiliki Komisaris Independen. Organ Dewan The Company has a board of the Independent Commissioners.
Komisaris yang memiliki kewenangan dalam ranah pengawasan The organ of the Board of the Commissioners that had an
dan pemberian saran dituntut untuk selalu bersikap independen authority on supervision and provision of advices is encouraged
dan dapat menempatkan tujuantujuan GCG di atas kepentingan to act independently and prioritize GCG goals over the inherent
yang ada. Untuk mencegah terjadinya benturan kepentingan interests. To prevent the occurrence of conflict of interest in the
(conflict of interest) di tubuh Dewan Komisaris maka peraturan Board of the Commissioners, the applicable laws and regulations
perundang-undangan yang berlaku mewajibkan perusahaan require the Company to include a board of the Independent
untuk menghadirkan Komisaris Independen di dalam susunan Commissioners in the composition within its organ.
organ tersebut.
Susunan anggota Dewan Komisaris terdiri dari 6 (enam) orang The composition of the Board of the Commissioners consists
anggota dengan 2 (dua) anggota sebagai Komisaris Independen. of 6 (six) members with 2 (two) members as the Board of the
Komposisi Komisaris Independen di Perseroan telah memenuhi Independent Commissioners. This composition of the Board of
ketentuan Peraturan Menteri Negara BUMN Nomor PER-09/ the Independent Commissioners at the Company has met all
MBU/2012 tentang Perubahan atas Peraturan Menteri Negara provisions of the Regulation of the SOE Ministry Number PER
BUMN Nomor PER -01/MBU/2011 Tentang Penerapan Tata -01/MBU/2011 on the implementation of the good corporate
Kelola Perusahaan Yang Baik (Good Corporate Governance) governance in the State-owned enterprise stating that 20%
pada Badan Usaha Milik Negara. Yang menerangkan bahwa composition of the Board of the Commissioners is independent.
20% komposisi Dewan Komisaris berasal dari independen.
KRITERIA PENENTUAN KOMISARIS INDEPENDEN DETERMINATION CRITERIA FOR BOARD OF INDEPENDENT

Komisaris Independen merupakan anggota Komisaris yang COMMISSIONERS
berasal dari luar Perseroan (tidak memiliki hubungan afiliasi The Board of Independent Commissioners is a member of
dengan perusahaan) yang dipilih secara transparan dan the Board of Commissioners from outside the Company
independen, memiliki integritas dan kompetensi yang memadai, (has no affiliation with the Company) that has been selected
bebas dari pengaruh yang berhubungan dengan kepentingan transparently and independently, has integrity and sufficient
pribadi atau pihak lain, serta dapat bertindak secara objektif dan competence, free of any influences that correlated to personal
independen dengan berpedoman pada prinsip-prinsip GCG. or other parties of interests, and is able to act objectively and
independently by referring to the GCG principles.
Keberadaan Komisaris Independen di Perseroan senantiasa The existence of the Board of Independent Commissioners at
menjamin mekanisme pengawasan berjalan secara efektif dan the Company continues to ensure an effective supervision and
sesuai dengan peraturan perundang-undangan. Perseroan in accordance with the laws and regulations. The Company
menerapkan kriteria Anggota Komisaris Independen. Kriteria applies the criteria of members of Board of Independent
Komisaris Independen di sebagai berikut: Commissioners. Such below following criteria:
• Tidak menjabat sebagai Direksi di perusahaan terafiliasi; • Not serving as a Board of Directors in affiliated companies;
• Tidak bekerja pada Pemerintah termasuk di departemen, • Not positioning as Board of Directors in affiliated
lembaga, dan kemiliteran dalam kurun waktu tiga tahun companies;
terakhir;
• Tidak bekerja di BUMN yang bersangkutan atau afiliasinya • Not working in the Government, including the department,
dalam kurun waktu tiga tahun terakhir; institution, and military within the past three years;
• Tidak mempunyai keterkaitan finansial, baik langsung • Not working in the relevant SOE or its affiliates in the
maupun tidak langsung dengan BUMN yang bersangkutan past three years; Has no financial link, neither directly nor
atau perusahaan yang menyediakan jasa dan produk indirectly with the relevant SOE or companies providing
kepada BUMN yang bersangkutan dan afiliasinya; services and products to the relevant SOE and its affiliates;


INDEPENDENT BOARD OF COMMISSIONERS INFORMATION
• Bebas dari kepentingan dan aktivitas bisnis atau hubungan • Free from any business of interests and activities or other
lain yang dapat menghalangi atau mengganggu relationship that may hinder or disrupt the ability of the
kemampuan Komisaris Independen yang berasal dari Board of Independent Commissioners from outside of SOE
kalangan di luar BUMN yang bersangkutan untuk bertindak concerned to act or think freely in the scope of SOEs.
atau berpikir secara bebas di lingkup BUMN.
•
PERNYATAAN INDEPENDENSI KOMISARIS INDEPENDEN STATEMENT OF INDEPENDENCY OF THE INDEPENDENT
COMMISSIONER
Sejalan dengan penerapan praktik GCG yang baik, In line with the good implementation of GCG practices, the
Dewan Komisaris telah menyelenggarakan Daftar Khusus, Board of Commissioners has conducted a Special Register,
menandatangani Pakta Integritas, dan menyerahkan Laporan signed the Integrity Pact, and submitted the State of the Assets
Harta Kekayaan Penyelenggara Negara (LHKPN) maupun Report (LHKPN) as well as the Personal Taxed (LP2P) Report as a
Laporan Pajak-Pajak Pribadi (LP2P) sebagai bentuk komitmen form commitment to avoid any transactions containing conflict
menghindari transaksi yang mengandung benturan kepentingan. of interests.
Masing-masing anggota Komisaris Independen bertindak Each member of the Board of Independent Commissioners acts
mandiri dan bebas intervensi dari pihak manapun. Komisaris independently and free from any interference in performing
Independen memiliki independensi dan kemandirian dalam duties, responsibilities, and authority of monitoring the
melaksanakan tugas, tanggung jawab, dan wewenangnya company performance. Every member of Board of Independent
dalam melakukan pengawasan terhadap kinerja Perseroan. Commissioners is assured to have no filiation or marital bond
Setiap anggota Komisaris Independen dipastikan tidak memiliki with one and another to the third degree in neither vertically
hubungan darah ataupun ikatan perkawinan dengan satu nor horizontally. The Board of Independent Commissioners has
sama lain hingga derajat ketiga baik secara vertikal maupun no personal conflict of interests recorded directly and indirectly
horizontal. Komisaris Independen tidak mempunyai benturan for personal interests.
kepentingan secara pribadi terhadap hal-hal yang termaktub
dalam RKAP 2016, dan Komisaris Independen berkomitmen
tidak akan memanfaatkan Perseroan baik secara langsung
maupun tidak langsung untuk kepentingan pribadi.

DIREKSI
BOARD OF DIRECTORS
Direksi merupakan organ perseroan yang bertugas dan The Board of Directors has a company organ to collectively in
bertangung jawab secara kolegial dalam mengelola Perseroan. charge and responsible to assist the Board of Commissioners
Tugas utama Direksi adalah bertindak dan mewakili untuk in managing its Company. The main duty of the Board of
dan atas nama Perseroan. Direksi bertanggung jawab penuh Commissioners is to act and represent the Company. The Board
dalam melaksanakan tugasnya untuk kepentingan Perseroan of Commissioners is fully responsible to undergo duties for the
dalam mencapai visi dan misi. Direksi juga menjadi kunci Company interest in achieving the vision and mission. The Board
bagi keberlangsungan aktivitas serta operasional Perseroan, of Directors has also become the key for the sustainable activities
memastikan kinerja optimal dan nilai tambah optimal and operationalization of the Company, ensuring the optimal
bagi Pemegang Saham. Tiap-tiap anggota Direksi dapat performance and the optimal added value for the Shareholders.
melaksanakan tugas dan mengambil keputusan sesuai dengan Each member of the Board of Directors is able to undergo duties
pembagian tugas dan wewenangnya. and decision making in accordance with division of duties and
authorities.
KOMPOSISI DIREKSI COMPOSITION OF BOARD OF DIRECTORS

Direksi terdiri dari 6 (Enam) orang dengan komposisi sebagai The Board of Directors consists of 6 (six)members with below
berikut: following composition:
LULUS FIT &

DASAR
NAMA JABATAN PROPER TEST
PENGANGKATAN
NAME POSITION PASS FIT &
BASIS OF APPOINTMENT
PROPER TEST
Muhammad Awaluddin President Director SK-227/MBU/09/2016
Djoko Murjatmodjo Director of Operation & Enginering SK-227/MBU/09/2016
Daan Achmad Director of Commercial & Business Development SK-227/MBU/09/2016
Andra Y. Agussalam Director of Finance SK-227/MBU/09/2016
Ituk Herarindri Director of Airport Service & Facility SK-227/MBU/09/2016
Tina T. Kemala Intan Director of Human Capital, General Affair & Information Technology SK-54/MBU/3/2017
Semua anggota Direksi memiliki integritas, kompetensi, reputasi All members of Board of Directors have the integrity,
dan pengalaman serta keahlian yang dibutuhkan dalam competence, reputation, and experience along with abilities
menjalankan fungsi dan tugasnya masing-masing. Seluruh needed to undergo each function and duties. The whole Board
Direksi telah memenuhi persyaratan yang terdapat dalam Board of Directors has met all requirements that mentioned in the
Charter Angkasa Pura II. Board Charter of Angkasa Pura II.
Kriteria umum dalam pemilihan anggota Direksi antara lain General Criteria in selecting members of Board of Directors as
adalah sebagai berikut: below following:
1. Memenuhi persyaratan kemampuan dan integritas 1. Meet the required ability and integrity in order to implement
sehingga pelaksanaan fungsi pengelolaan perusahaan the good function of corporate management;
dapat dilaksanakan dengan baik;
2. Memahami dan mematuhi Anggaran Dasar Perusahaan 2. Understand and comply with the Articles of Association
dan peraturan perundang-undangan yang berkaitan and applicable laws and regulations related to the duties;
dengan tugasnya;
3. Memahami dan melaksanakan GCG serta dapat menjaga 3. Understand and implement GCG and able to maintain the
iklim usaha yang sehat berdasarkan peraturan yang berlaku; healthy corporate climate based on the applicable laws;
4. Memahami kompleksitas usaha, keuangan, audit, hukum, 4. Understand the business complexities, finance, audit,
pengelolaan SDM dan lain-lain; law,HR management and etc;
5. Memiliki tanggung jawab terhadap pengelolaan Perusahaan 5. Has the responsibility of the corporate management in
agar dapat menghasilkan keuntungan dan memastikan order to gain profit and ensure the corporate continuity;
kesinambungan perusahaan;

DIREKSI
BOARD OF DIRECTORS
6. Memiliki keahlian dan pengalaman di bidang yang akan 6. Has the ability and experience in the purview of
menjadi tanggung jawabnya; responsibiliies;
7. Memiliki leadership yang baik; 7. Has a good leadership;
8. Reputasi yang baik selama yang bersangkutan mengemban 8. Has a good reputation prior to carrying out the previous
tugas-tugas sebelumnya; duties;
9. Memiliki akhlak dan moral yang baik; 9. Has a good moral and deeds;
10. Mampu melaksanakan perbuatan hukum; 10. Able to conduct legal acts;
11. Tidak pernah dinyatakan pailit atau menjadi anggota 11. Has not been inscribed in Bankruptcy or been accused as
Dewan Komisaris/Direksi yang dinyatakan bersalah yang member of Board of Comissioners/Directors in causing
menyebabkan suatu perseroan dinyatakan pailit dalam Bankruptcy at the Company within 5 (years) in prior to
waktu 5 (lima) tahun sebelum pemilihan; election;
12. Tidak pernah dihukum karena melakukan tindak pidana 12. Has not been punished in causing loss for the state within
dalam waktu 5 (lima) tahun sebelum pemilihan. 5 (years) in prior to election.
NOMINASI ANGGOTA DIREKSI MEMBERS OF BOARD NOMINATION

Nomisasi dan pemilihan calon anggota Direksi berdasarkan The nomination and selection of member candidates of Board of
arahan atau usulan dari Kementerian BUMN sesuai peraturan Directors is based on guidance or proposal from SOEs Ministry in
perundang-undangan yang berlaku. accordance with the applicable laws and regulations.
PROGRAM PENGENALAN DIREKSI INTRODUCTION PROGRAM OF THE DIRECTOR

Pada tanggal 17 Maret 2017 telah terjadi perubahan komposisi On March 15, 2017, the Board of Directors composition was
Direksi, Pengangkatan Sdri Tina T. Kemala Intan menempatkan changed, Ms. Tina T. Kemala Intan was appointed as a Director
posisi Director of Human Capital, GA & IT di PT Angkasa Pura II of Human Capital, GA & IT at PT Angkasa Pura II (Persero)
(Persero) sehingga terdapat pelaksanaan Program Pengenalan thereby the introduction of new Director was conducted in a
Direksi Baru. program.
RANGKAP JABATAN DIREKSI CONCURRENT POSITION OF THE BOARD OF DIRECTORS

Anggota Direksi Angkasa Pura II tidak ada yang menjabat Members of the Board of Directors do not serve in other
sebagai anggota Direksi di perusahaan lain, atau jabatan lain company as members of Board of Directors or other designation
yang dilarang berdasarkan Anggaran Dasar Perusahaan dan prohibited based on the Articles of Association in the Company
peraturan perundangan yang berlaku. and applicable laws and regulations.

DIREKSI
BOARD OF DIRECTORS
BOARD CHARTER DIREKSI BOARD OF DIRECTORS CHARTER

Direksi berpedoman pada Pedoman Tata Kerja Direksi (Board of Board Charter consists of the manual governance of Board of
Directors Charter) PT Angkasa Pura II (Persero). Board Charter Directors and explanation on activity steps with much structural,
berisi tentang petunjuk tata laksana kerja Dewan Direksi serta systematical, and apprehensive and can be consistently
menjelaskan tahapan aktivitas secara terstruktur, sistematis, undergone, an aim for Board of Commissioners in carrying out
mudah dipahami dan dapat dijalankan dengan konsisten, dapat each duty to attainn vision and mission of the Company, thereby
menjadi acuan bagi Dewan Direksi dalam melaksanakan tugas all expected high standard of work will be achieved in tandem
masing-masing untuk mencapai Visi dan Misi Perusahaan, with the GCG principles.
sehingga diharapkan akan tercapai standar kerja yang tinggi
selaras dengan prinsip-prinsip GCG.
Board of Director Charter PT Angkasa Pura II disusun berdasarkan Board of Directors at Charter PT Angkasa Pura II is prepared
prinsip-prinsip hukum korporasi, ketentuan Anggaran Dasar, based on the corporate law principles, provisions of the Articles
peraturan dan ketentuan perundang-undangan yang berlaku, of Association, applicable laws and regulations, directions from
arahan Pemegang Saham serta praktik-praktik terbaik (best the shareholders and best practices of the Good Corporate
practices) Good Corporate Governance. Governance.
Isi dari Board Charter yang berlaku sejak Tahun 2017 adalah: Such content of Board Charter that has been applied since 2017
as:
Board of Directors Charter ini mencakup penjabaran mengenai Board of Directors Charter covers an explanation on occured
hal-hal apa yang menjadi tugas dan kewenangan Direksi serta matters of the duties and authorities of Board of Directors and
kesepakatan mengenai mekanisme dan hubungan kerja dengan consensus on mechanism and work relationship with Board of
Dewan Komisaris di lingkungan Perusahaan dengan mengacu Commissioners in Company’s environment by aiming for the
pada ketentuan dan peraturan perudang-undangan yang provisions and applicable laws and regulatios, the Articles of
berlaku, Anggaran Dasar, dan arahan Pemegang Saham yang Association, and guidance from the Shareholders set in General
ditetapkan dalam Rapat Umum Pemegang Saham (RUPS) yang Meeting of the Shareholders (RUPS) on work procedures of the
mengatur tata kerja Direksi. Board of Directors.
TUGAS DAN LINGKUP TANGGUNG JAWAB DIREKSI: SCOPE OF DUTIES AND RESPONSIBILITIES OF BOARD OF
DIRECTORS
Tugas dan Lingkup Tanggung jawab Direksi Perseroan sebagai The scope of Duties and Responsibilities of Board of Directors
berikut: includes:
1. Tugas Direksi Mewakili Perusahaan 1. Duty of the Board of Directors to represent the Company
2. Tugas Direksi yang dalam pelaksanaannya memerlukan 2. Duty of the Board of Directors in its implementation that
persetujuan tertulis Dewan Komisaris needs a written approval of the Board of Commissioners
3. Tugas Direksi yang dalam pelaksanaannya harus 3. Duty of the Board of Directors in its implementation that
mendapatkan persetujuan RUPS setelah sebelumnya needs a RUPS approval preceeding to obtain the written
mendapatkan tanggapan tertulis dari Dewan Komisaris response from the Board of Commisioners
4. Tugas Direksi yang berhubungan dengan Pemegang Saham 4. Duty of the Board of Directors that relates to the
dan RUPS. Shareholders and RUPS.

DIREKSI
BOARD OF DIRECTORS
Dalam hal pelaksanaan RUPS dan hubungan dengan Pemegang Dalam hal pelaksanaan RUPS dan hubungan dengan Pemegang
Saham, Direksi bertugas: Saham, Direksi bertugas:
1. Tugas Direksi yang terkait dengan Penyusunan Rencana 1. Duty of the Board of Directors related to the preparation of
Jangka Panjang Perusahaan (RJPP) the Long-term Corporate Plan (RJPP)
2. Tugas Direksi yang terkait dengan Penyusunan Rencana 2. Duty of the Board of Directors related to the preparation
Kerja dan Anggaran Perusahaan (RKAP) of work plan and Articles of Association of the Company
(RKAP)
3. Tugas yang terkait dengan Penyusunan Laporan Tahunan 3. Duty of the Board of Directors related to the preparation of
Annual Report
4. Tugas Direksi yang terkait dengan Pengelolaan Manajemen 4. Duty of the Board of Directors related to the Risk
Risiko Management
5. Tugas Direksi terkait dengan Pengelolaan Teknologi 5. Duty of the Board of Directors related to the preparation of
Informasi di Perusahaan Information Technology management in the Company
6. Tugas yang terkait dengan Etika Usaha 6. Duty of the Board of Directors related to the business ethics
7. Tugas yang terkait dengan Pengendalian Internal 7. Duty of the Board of Directors related to internal control
8. Tugas Direksi yang terkait dengan Keterbukaan dan 8. Duty of the Board of Directors related to Disclosure and
Kerahasiaan Informasi Confidentiality Information
9. Tugas Direksi yang terkait dengan Stakeholders 9. Duty of the Board of Directors related to the Stakeholders
10. Tugas Direksi terkait dengan Sistem Akuntansi dan 10. Duty of the Board of Directors related to the accounting
Pembukuan system and accountancy.
Wewenang Direksi Perseroan sebagai berikut: Authorities of the Board of Directors include:
1. Menetapkan kebijakan kepengurusan Perusahaan. 1. Set the corporate stewardship policies
2. Mengatur penyerahan kekuasaan Direksi kepada seseorang 2. Manage the power transfer of Board of Directors to one
atau beberapa orang anggota Direksi untuk mengambil or some members of the Board of Directors for decision-
keputusan atas nama Direksi atau mewakili Perusahaan di making on the name of the Board of Directors or presenting
dalam dan di luar pengadilan. the Company inside and outside the court
3. Mengatur penyerahan kekuasaan Direksi kepada seseorang 3. Manage the power transfer of Board of Directors to one
atau beberapa orang pekerja Perusahaan baik sendiri- or some employees in the Company in either personal
sendiri maupun bersama-sama atau kepada orang lain or tandeem with or to other people as to represent the
untuk mewakili Perusahaan di dalam dan di luar pengadilan. Company inside and outside the court
4. Mengatur ketentuan-ketentuan mengenai kepegawaian 4. Manage provisions on the corporate employment including
Perusahaan termasuk penetapan gaji, pensiun atau a determination in salary, retirement or retirement plan
jaminan hari tua dan penghasilan lain bagi para Karyawan and other incomes for the corporate employees based
Perusahaan berdasarkan peraturan perundang-undangan on the provision of applicable laws and regulations with
yang berlaku, dengan ketentuan penetapan gaji, pensiun the provision of a determination in salary, retirement or
atau jaminan hari tua dan penghasilan lain bagi pekerja retirement plan and other incomes for employees that
yang melampaui kewajiban yang ditetapkan peraturan beyond the obligation set in applicable laws and regulations,
perundang-undangan, harus mendapat persetujuan must obtain an approval first from RUPS
terlebih dahulu dari RUPS.
5. Mengangkat dan memberhentikan Karyawan Perusahaan 5. Appoint and dismiss the employees based on the Company’s
berdasarkan peraturan kepegawaian Perusahaan dan internal regulations and the applicable laws and regulations
peraturan perundang-undangan yang berlaku.

DIREKSI
BOARD OF DIRECTORS
6. Mengangkat dan memberhentikan Sekretaris Perusahaan. 6. onduct all actions and other deeds on either the stewardship
C
Melakukan segala tindakan dan perbuatan lainnya baik or the ownership of the Company’s wealth, on bonding
mengenai pengurusan maupun mengenai pemilikan the Company with other parties and/or other parties, and
kekayaan perusahaan, mengikat Perusahaan dengan pihak on representing the Company inside or outside the court
lain dan/atau pihak lain, serta mewakili Perusahaan di on all matters and occurrence, with limitations as been set
dalam dan di luar pengadilan tentang segala hal dan segala in the provisions of applicable laws and regulations, the
kejadian, dengan pembatasanpembatasan sebagaimana Articles of Associations and/or decree of RUPS.
diatur di dalam peraturan perundang-undangan, Anggaran
Dasar Perusahaan dan/atau keputusan RUPS.
BENTURAN KEPENTINGAN CONFLICT OF INTERESTS

Dalam upayanya meminimalkan terjadinya benturan In order to minimalise conlict of interests happens, every member
kepentingan, setiap anggota Direksi wajib membuat Daftar of the Board of Directors requires to make a Special Register
Khusus yang memuat informasi mengenai kepemilikan containing information of shares ownership and/or family in
sahamnya dan/atau keluarganya di Perseroan maupun di either the Company or in other companies. That Special Register
perusahaan lain. Daftar tersebut disimpan dan diadministrasikan is stored and administered by the Corporate Secretary. Up until
oleh Corporate Secretary. Hingga 31 Desember 2017, seluruh December 31, 2017, all members of the Board of Directors have
Anggota Direksi tidak memiliki saham di Perseroan. no shares at the Company.
PROGRAM PENGEMBANGAN DIREKSI BOARD OF DIRECTORS DEVELOPMENT PROGRAM

Selama tahun 2017, anggota Direksi telah mengikuti kegiatan During the year 2017, members of the Board of Directors have
pelatihan dan seminar yang diselenggarakan oleh berbagai followed the training and seminar activity that been conducted
provider training. by various training providers.
NAMA PROGRAM PELATIHAN LOKASI TANGGAL
NAME TRAINING PROGRAM LOCATION DATE

Training “Human Capital Management for Airports Summit” Singapura 20-25 Nov 2017
Dir. Human Capital, GA & IT
Harvard Business School Executive Education “Making Corporate Boston, Amerika

26 s.d. 29 Juli 2017
Boards More Effective (MCB)” Serikat
KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2017 DECREES OF BOARD OF DIRECTORS IN 2017

Selama tahun 2017 anggota Direksi telah mengeluarkan During the year of 2017, members of the Board of Directors
berbagai keputusan baik di bidang pengelolaan sumber daya have issued some sort of decrees in HR management, finance,
manusia, keuangan, operasional bisnis, maupun aspek strategis. business operation, and strategic aspects.

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN

KOMISARIS DAN DIREKSI
DIVERSE COMPOSITION POLICY OF BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS
KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN DIVERSE COMPOSITION POLICY OF THE BOARD OF

KOMISARIS COMMISSIONERS
Komposisi Dewan Komisaris yang ditunjuk memiliki keberagaman The selected composition of the Board of Commissioners has
komposisi, baik dari sisi usia, pengalaman pekerjaan serta latar a diverse composition, such as from age, work experience and
belakang pendidikan. study background.
NAMA USIA (TAHUN) JENIS KELAMIN PENDIDIKAN
NAME AGE (YEAR) GENDER EDUCATION
S1 di Universitas Indonesia (1985), dan Master in Business Administration

Laki-Laki (1993) dan Ph.D (1998) dari University of Illinois, Amerika Serikat.
Rhenald Kasali 57
Man Bachelor Degree at Univesity of Indonesia (1985), and Master in Business Ad-
ministration (1993) and Ph.D (1998) from University of Illinois, United States.
Diploma III Accounting from State Accounting College (1981), Diploma IV

Accounting from State Accounting College (1987), and obtained his Master in
Laki-Laki Accounting Science from University of Missourri, Amerika Serikat (1991).
Iswan Elmi 57
Man Diploma III Accounting from State Accounting College (1981), Diploma IV
Accounting from State Accounting College (1987), and obtained his Master in
Accounting Science from University of Missourri, Amerika Serikat (1991).
Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU (1995), dan SESKO
Laki-Laki TNI (2005), S1 Hukum STHI Gorontalo (2009).
M. Harpin Ondeh 61
Man Military Education at AKABRI at Air Department (1981), SESKOAU (1995), and
SESKO TNI (2005), Bachelor Degree in Law at STHI Gorontalo (2009).
S1 Universitas Sebelas Maret 1995 di Surakarta

Laki-Laki S2 Sekolah Tinggi Manajemen PPM 2014 di Jakarta
Imam Bustomi 47
Man Bachelor Degree at Sebelas Maret University in 1995 at Surakarta, Master in
PPM Management in 2014 at Jakarta.
S1 Teknik Sipil di Universitas Indonesia (1982) dan Pascasarjana Manajemen di

Perempuan STIE (2000)
Maryati Karma 60
Woman Bachelor Degree in Civil Engineering at University of Indonesia (1982) and
Master in Management at STIE (2000)

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI

DIVERSE COMPOSITION POLICY OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSI DIVERSE COMPOSITION OF BOARD OF DIRECTORS POLICY

Keberagaman komposisi Direksi telah memberikan kontribusi The diverse composition of the Board of Directors has brought
positif terhadap pelaksanaan fungsi pengelolaan dan pengurusan a positive contribution on the implementation of management
Perseroan yang mendukung pencapaian kinerja Perseroan secara and stewardship function of the Company underpinning the
keseluruhan. Selain itu, keberagaman usia anggota Direksi yang achievement as a whole. Besides, the diverse ages of members
masih pada usia produktif membuat kinerja Perusahaan menjadi of the Board of Directors who are still in productive period have
lebih dinamis. Keberagaman Komposisi Direksi sebagai berikut: possessed a much more dynamic performance in the Company.
Such diverse composition of the Board of Directors as below
following:
NAMA USIA (TAHUN) JENIS KELAMIN PENDIDIKAN
NAME AGE (YEAR) GENDER EDUCATION
Sarjana Teknik Elektro dari Universitas Sriwijaya (1990), Master of Business Ad-
ministration dari European University Antwerp Belgium (1998), dan S3 Doktor
Laki-laki Ilmu Manajemen dari Universitas Padjadjaran (2016)
Muhammad Awaluddin 50
Man Bachelor Degree in Electrical Engineering at Sriwijaya University (1990), Master
in Business Administration from European University Antwerp Belgium (1998),
and Ph.D in Management from Padjadjaran University (2016)
Laki-laki S-1 Jurusan Teknik Sipil Transportasi Fakultas Teknik Universitas Gadjah Mada
Djoko Murjatmodjo 62
Man Bachelor Degree in Civil Transportation at Gadjah Mada University
S-2 Joint Program, University of Indonesia and Massachusetts Institute Magis-

Laki-laki trate Management-Jakarta
Daan Achmad 59
Man Master in Joint Program, University of Indonesia and Massachusetts Institute
Magistrate Management, Jakarta
Laki-laki S-2 Southern New Hampshire University, Machester, USA

Andra Y. Agussalam 54
Man Master in Southern New Hampshire University, Machester, USA
Perempuan S-1 Fakultas Ekonomi Universitas Surabaya

Ituk Herarindri 53
Woman Bachelor Degree in Economics at University of Surabaya
Perempuan S1-Fakultas Psikologi, Universitas Padjadjaran-Bandung

Tina T. Kemala Intan 59
Woman Bachelor Degree in Psychology at University of Padjadjaran, Bandung

ASSESSMENT DEWAN KOMISARIS

DAN DIREKSI
PROSEDUR PELAKSANAAN ASSESSMENT GCG GCG ASSESSMENT OF IMPLEMENTATION PROCEDURE
Pada tahun 2017 dilakukan assessment implementasi GCG In 2017, an assessment of the Implementation of GCG
untuk Direksi dan Dewan Komisaris dengan proses yang was conducted for the Board of Directors and the Board of
dilaksanakan sesuai kerangka acuan pelaksanaan assessment Commissioners with the undergoing process in accordance
GCG yang dikembangkan oleh Kementerian Negara BUMN with the framework of assessment of GCG implementation
berdasarkan Keputusan Sekretaris Kementerian BUMN Nomor: developed by the SOE Ministry based on a Secretarial Decree
SK-16/S.MBU/2012 tanggal 06 Juni 2012. of the SOE Ministry Number SK-16/S.MBU/2012 dated 06 June
2012.
Dari hasil assessment tersebut skor Dewan Komisaris mencapai Based on the assessment result, the Board of Commissioners
91,37% dan skor Direksi mencapai 90,54%. scored by 91.37% and the Board of Commissioners scored up
to 90.54%.
Adapun assessment GCG Dewan Komisaris secara garis besar The GCG assessment of the Board of Commissioners in the
meliputi aspek-aspek penilaian sebagai berikut: outlines of such valuated aspects as:
1. Dewan Komisaris melaksanakan program pelatihan/ 1. The Board of Commissioners implements training/learning
pembelajaran secara berkelanjutan. program sustainably
2. Dewan Komisaris melakukan pembagian tugas, wewenang 2. The Board of Commissioners conducts a division of duty,
dan tanggung jawab secara jelas serta menetapkan factor- authority and responsibility clearly and sets up required
faktor yang dibutuhkan untuk mendukung pelaksanaan factors to underpin the duty implementation of the Board
tugas Dewan Komisaris. of Commissioners
3. Dewan Komisaris melakukan pengawasan terhadap 3. The Board of Commissioners conducts supervision on the
pelaksanaan kebijakan pengelolaan Anak Perusahaan/ implementation of subsidiaries/joint ventures management
perusahaan patungan. policies.
4. Dewan Komisaris berperan dalam pencalonan anggota 4. The Board of Commissioners roles in a member candidates
Direksi, menilai kinerja Direksi (individu dan kolegial) dan of the Board of Directors, evaluates the Board of
mengusulkan tantiem/insentif kinerja sesuai ketentuan Commissioners performance (individually and collectively)
yang berlaku dan mempertimbangkan kinerja Direksi. and proposes performance tantiem/incentive in accordance
with the applicable laws and regulations and considers the
Board of Directors performance
5. Dewan Komisaris melakukan tindakan terhadap potensi 5. The Board of Commissioners conducts an action on
benturan kepentingan yang menyangkut dirinya. potential conflict of interests that may include itself.
6. Dewan Komisaris memantau dan memastikan bahwa 6. The Board of Commissioners monitors and ensure the good
praktik Tata Kelola Perusahaan yang Baik telah diterapkan corporate governance has been implemented collectively
secara efektif dan berkelanjutan. and sustainably
7. Dewan Komisaris menyelenggarakan Rapat Dewan 7. The Board of Commissioners conducts an effective meeting
Komisaris yang efektif dan menghadiri Rapat Dewan of the Board of Commissioners and attends the meeting
Komisaris sesuai dengan ketentuan perundang undangan. of the Board of Commissioners in accordance with the
provision of applicable laws and regulations.
8. Dewan Komisaris memiliki Sekretaris Dewan Komisaris 8. The Board of Commissioners has a Secretary of the Board
untuk mendukung tugas kesekretariatan Dewan Komisaris. of Commissioners to underpin the secretarial Board of
Commissioners duties
9. Dewan Komisaris memiliki Komite Dewan Komisaris yang 9. The Board of Commissioners has an effective Committee of
efektif. The Board of Commissioners.

ASSESSMENT DEWAN KOMISARIS DAN DIREKSI

Assessment GCG Direksi secara garis besar meliputi aspek-aspek The GCG assessment of the Board of Directors in the outlines of
penilaian sebagai berikut: such valuated aspects as:
1. Direksi memiliki pengenalan dan pelatihan/pembelajaran 1. The Board of Directors has programs of introduction and
serta melaksanakan program tersebut secara berkelanjutan. training/learning as well as implemented those porgrams
sustainably
2. Direksi melaksanakan pengendalian operasional dan 2. The Board of Directors implements the operational
keuangan terhadap implementasi rencana dan kebijakan control and finance on the Company’s plan and policy
Perseroan. implementation
3. Direksi melaksanakan pengurusan Perseroan sesuai 3. The Board of Directors conducts a stewardship of the
dengan peraturan perundang undangan yang berlaku dan Company in accordance with provision of the applicable
Anggaran Dasar. laws and regulations and the Articles of Association
4. Direksi melakukan hubungan yang bernilai tambah bagi 4. The Board of Directors performs a value added relation for
Perseroan dan Stakeholders. the Company and the Stakeholders
5. Direksi memonitor dan mengelola potensi benturan 5. The Board of Directors monitors and manages the potential
kepentingan anggota Direksi dan manajemen di bawah conflict of interest in between members of the Board of
Direksi Directors and management under the Board of Directors
6. Direksi memastikan Perseroan melaksanakan keterbukaan 6. The Board of Directors conducts a disclosure of Information
informasi dan komunikasi sesuai Peraturan Perundang and Communications in accordane with the applicable laws
undangan yang berlaku dan penyampaian informasi kepada and regulations and information delivery to the Board of
Dewan Komisaris dan Pemegang Saham tepat waktu. Commissioners and the Shareholders appositely.
7. Direksi menyelenggarakan Rapat Direksi dan menghadiri 7. The Board of Directors conducts a meeting of the Board of
Rapat Dewan Direksi sesuai dengan ketentuan Perundang Directors and attends the Board of Directors in accordance
undangan. with the applicable laws and regulations
8. Direksi wajib menyelenggarakan pengawasan intern yang 8. The Board of Directors requires to conduct a qualified
berkualitas dan efektif. internal supervision effectively
9. Direksi menyelenggarakan fungsi Sekretaris Perusahaan 9. The Board of Directors conducts a qualified secretarial
yang berkualitas dan efektif. function effectively in the Company
10. Direksi menyelenggarakan RUPS Tahunan dan RUPS lainnya 10. The Board of Directors conducts an annual RUPS and
sesuai Peraturan Perundang undangan. other RUPS in accordance with the applicable laws and
regulations.
PIHAK YANG MELAKSANAKAN ASSESSMENT GCG CONDUCTED PARTY OF GCG ASSESSMENT

Pihak yang melaksanakan assessment GCG adalah Badan The party conducted the GCG assessment is the Finance and
Pengawasan Keuangan dan Pembangunan (BPKP) dengan Development Supervisory Board (BPKP) in using the aimed
menggunakan parameter penilaian mengacu kepada SK-16/S. score parameters at SK-16/S.MBU/2012 dated 6 June 2012 on
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Indicator/Parameter of Assessment and Evaluation on the Good
Penilaian Dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Corporate Governance on the SOEs.
Yang Baik (Good Corporate Governance) Pada Badan Usaha
Milik Negara.

PENGUNGKAPAN REMUNERASI
DEWAN KOMISARIS DAN DIREKSI
REMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS
Merujuk pada Pasal 96 ayat (1) UU Perseroan Terbatas No. 40 Referring to the Article 96 section (1) The Law of Limited
tahun 2007 yang mengatur besarnya gaji dan tunjangan Direksi Liabilities Company Number 40 of 2017 that manages the salary
ditetapkan berdasarkan keputusan RUPS. Kewenangan tersebut and compensation of the Board of Directors set based on a
berdasarkan Pasal 96 ayat (2) dapat dilimpahkan kepada Dewan decree of RUPS. That authority is based on the Article 96 section
Komisaris. (2) can be delegated to the Board of Commissioners.
Dalam menentukan remunerasi Dewan Komisaris dan Direksi In determining a remuneration of the Board of Commissioners
didasari pertimbangan meliputi: kewajaran, meningkatnya and Directors, it needs some considerations, such as: fairness,
tuntutan dan tanggung jawab pengurusan perusahaan serta an increase of responsibilities and demands of the corporate
meningkatnya kebutuhan Cost of Living Adjustment (COLA) stewardship as well as an increase of Cost of Living Adjustment
dan perbandingan industri sejenis. (COLA) and a comparation of identical industries.
Dalam penentuan besaran remunerasi Dewan Komisaris dan In order to assign the amounted remuneration the Board of
Direksi, Perseroan memiliki Komite Nominasi dan Remunerasi Commissioners and Directors, the Company has a Nomination
yang merupakan organ pendukung Dewan Komisaris. and Remuneration Committee which is the supporting organ of
the Board of Commissioners.
Mekanisme penetapan remunerasi sebagai berikut: Such mechanicsm of the provision on remuneration includes:
1. Dewan Komisaris yang menjalankan fungsi nominasi dan 1. The undergoing nomination and remuneration functions of
remunerasi. Kajian ini dapat dilakukan dengan meminta the Board of Commissioners. The study can be conducted
bantuan dari pihak independen. with a help from independent parties
2. Dewan Komisaris mempelajari usulan dari Komite dan 2. The Board of Commissioners learns the proposal from the
selanjutnya menyampaikan kepada RUPS Committee and then convey it to the RUPS
3. RUPS melakukan kajian terhadap usulan dari Dewan 3. RUPS does a study on the proposal from the Board of
Komisaris Commissioners
4. RUPS akan memberikan persetujuan dan menetapkan 4. RUPS will give an approval and determine the remuneration
remunerasi bagi Dewan Komisaris dan Direksi by the Board of Commissioners and Directors.
INDIKATOR PENETAPAN REMUNERASI DEWAN KOMISARIS THE PROVISION INDICATOR OF THE BOARD OF
DAN DIREKSI COMMISSIONERS AND DIRECTORS REMUNERATION
Pemberian remunerasi Dewan Komisaris dan Direksi mengacu The awarding remuneration to the Board of Commissioners
kepada keputusan dari RUPS dengan memperhatikan hasil and Directors is aimed for a decree of RUPS and concerned at
kajian yang dilakukan oleh Perusahaan. Kajian dalam penetapan the final study run by the Company. The study of renumeration
remunerasi mempertimbangkan aspek seperti: provision considers such aspects:
1. Kinerja keuangan dan pencapaian Key Performance 1. Key Performance Indicator (KPI)
Indicator (KPI).
2. Prestasi kerja individu. 2. Individual work achievement
3. Kewajaran dengan peer perusahaan lainnya. 3. Fairness with the other peer companies
4. Pertimbangan sasaran dan strategi jangka panjang 4. Consideration of long-term targets and strategies of the
Perusahaan. Company
REMUNERASI DEWAN KOMISARIS BOARD OF COMMISSIONERS REMUNERATION

Remunerasi Dewan Komisaris terdiri dari komponen: The Board of Commissioners Remuneration consists the
components of:
1. Honorarium 1. Honorarium
2. Tunjangan 2. Benefits

PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

REMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
Rincian remunerasi Dewan Komisaris sebagai berikut: Such details of the Board of Commissioners Remuneration, as
follow:
NAMA DEWAN KOMISARIS JABATAN TAKE HOME PAY (PER BULAN)
NO.
BOARD OF COMMISSIONERS NAME DESIGNATION Take Home Pay (monthly)
Komisaris Utama
1 Rhenald Kasali 87.210.000
President Commissioner
Anggota Komisaris
2 Iswan Elmi 78.489.000
Commissioner
Anggota Komisaris
3 M. Harpin Ondeh 78.489.000
Commissioner
Anggota Komisaris
4 Imam Bustomi 78.489.000
Commissioner
Anggota Komisaris
5 Maryati Karma 78.489.000
Commissioner
REMUNERASI DIREKSI BOARD OF DIRECTORS REMUNERATION

Remunerasi Direksi terdiri dari komponen: The Board of Commissioners Remuneration consists the
components of:
1. Gaji 1. Salary
2. Tunjangan 2. Benefits
Komponen remunerasi Direksi sebagai berikut: Such components of the Board of Commissioners Remuneration,
as follow:
TAKE HOME PAY
NAMA DEWAN
(PER BULAN)
KOMISARIS JABATAN GAJI TUNJANGAN
NO. TAKE HOME PAY
BOARD OF COMMISSIONERS DESIGNATION SALARY BENEFIT
(MONTHLY)
NAME
a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji

Holiday Allowance equals to 1 (one) month salary
b. Asuransi Purna Jabatan premi yang ditanggung oleh
perusahaan sebesar 25% dari Gaji dalam 1 tahun
Post-employment Insurance is beared 25% from a year
President total salary by the Company
1 Muhammad Awaluddin Rp 170.000.000,- Rp 206.500.00,-
Director c. Tunjangan Perumahan Rp 22.500.000,- per bulan
Monthly home allowance of IDR 22.500.000
d. Fasilitas Telepon Rp 5.000.000,- perbulan
Monthly phone facility of IDR 5.000.000
e. Tunjangan BBM Rp 9.000.000,-
Fuel oil allowance Tunjangan BBM of IDR 9.000.000

Director of
total salary by the Company
2 Djoko Murjatmodjo Operation & Rp 153.000.000,- Rp 189.500.000,-
c. Tunjangan Perumahan Rp 22.500.000,- per bulan
Enginering
d. Fasilitas Telepon Rp 5.000.000,- perbulan
Monthly phone facility of IDR 5.000.000
e. Tunjangan BBM Rp 9.000.000,-
Fuel oil allowance Tunjangan BBM of IDR 9.000.000

PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

REMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIREC-
TAKE HOME PAY

NAMA DEWAN
(PER BULAN)
KOMISARIS JABATAN GAJI TUNJANGAN
NO. TAKE HOME PAY
BOARD OF COMMISSIONERS DESIGNATION SALARY BENEFIT
(MONTHLY)
NAME

Director of b. Asuransi Purna Jabatan premi yang ditanggung oleh
Commercial & perusahaan sebesar 25% dari Gaji dalam 1 tahun
3 Daan Achmad Rp 153.000.000,- Rp 189.500.000,-
Business Devel- Post-employment Insurance is beared 25% from a year
opment total salary by the Company

Director of perusahaan sebesar 25% dari Gaji dalam 1 tahun
4 Andra Y. Agussalam Rp 153.000.000,- Rp 189.500.000,-
Finance Post-employment Insurance is beared 25% from a year

Director of
5 Ituk Herarindri Airport Service Rp 153.000.000,- Rp 189.500.000,-
& Facility

Director of
Human Capital,
6 Tina T. Kemala Intan General Affair Rp 153.000.000,- Rp 189.500.000,-
& Technology
Informasi


BOARD OF COMMISSIONERS AND DIRECTORS MEETING
RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING

Dewan Komisaris secara berkala melaksanakan rapat baik rapat The Board of Commissioners periodically conducts both internal
internal maupun Rapat Gabungan dengan Direksi. Selama meetings and joint meetings with the Board of Directors.
2017, Dewan Komisaris menyelenggarakan 24 kali rapat yang Throughout 2017, the Board of Commissioners conducted 24
dilaksanakan dengan Direksi maupun rapat yang dilaksanakan times of meeting either with the Board of Directors or committee.
dengan Komite.
Attendance frequency in each member of the Board of
Frekuensi kehadiran setiap anggota Dewan Komisaris dalam Commissioners in the meeting is as follows:
rapat adalah sebagai berikut:
RAPAT DEWAN KOMISARIS (24 KALI RAPAT) GAJI
Meeting of the Board of Commissioners
NAMA JABATAN
(24 times)
NAME DESIGNATION
JUMLAH
%
TOTAL
Komisaris Utama
Rhenald Kasali 21 87,5
President Commissioner
Anggota Komisaris
Iswan Elmi 19 79,8
Commissioner
Anggota Komisaris
M. Harpin Ondeh 23 95
Commissioner
Anggota Komisaris
Imam Bustomi 13 54,1
Commissioner
Anggota Komisaris
Maryati Karma 22 91,6
Commissioner
AGENDA RAPAT DEWAN KOMISARIS DENGAN DIREKSI MEETING AGENDA OF BOARD OF COMMISSIONERS WITH
THE BOARD OF DIRECTORS
TANGGAL AGENDA
NO.
DATE AGENDA
RJPP 2016-2020, Proyek Kereta Api Bandara dan APMS, Persiapan pembukaan T3 Internasional, Penjelasan kendala di T3
atas hasil audit MK, Struktur organisasi kantor pusat, kantor cabang dan anak perusahaan, Rencana struktur organisasi
baru, Pembahasan anak perusahaan Angkasa Pura Property, Pembahasan anak perusahaan Angkasa Pura Kargo, Rencana
strategis terhadap peran Gapura Angkasa dalam hubungan dengan PT Angkasa Pura I PT Angkasa Pura II dan PT Garuda
11 Januari 2017 Indonesia.
1
January 11, 2017
RJPP 2016-2020, APMS and Airport Railway Project, an Opening International T3 preparation, Obstacle explanation on
MK audit result, Head office organizational structure, Brand offices and subsidiaries, New organizational structure plans,
Discussion on the subsidiaries of Angkasa Pura property, Discussion on the subsidiary of Angkasa Pura Cargo, Strategic
Plan on the role of Gapura Angkasa on its relation with the Angkasa Pura I PT Angkasa Pura II and PT Garuda Indonesia
Pembahasan Laporan Manajemen tahun 2016 (unaudited)

6 Februari 2017
2
February 6, 2017
Discussion on Statement of Management in 2016 (unaudited)
Laporan Manajemen bulan Februari 2017, Surat Direksi tentang Permohonan Persetujuan Kerjasama Komersial, Usulan
Revisi RKAP terhadap Kebutuhan Capex tahun 2017, Progress Persiapan Pengoperasian Terminal 3 Internasional CGK.
23 Maret 2017
3
March 23, 2017 Statement of Management for February 2017, Letter from the Board of Directors on application for the Commercial
Partnership Approval, RKAP revision proposal on the needs of CAPEX 2017, Preparation on the Operationalization at
Terminal 3 International CGK


TANGGAL AGENDA
NO.
DATE AGENDA
Laporan Manajemen Tahun 2016 (Audited), Lapmen TW I Tahun 2016, Pembahasan Surat-Surat Direksi: usulan
remunerasi gaji Direksi dan Dewan Komisaris, Laporan realisasi PMN TW I Tahun 2017.
18 April 2017
4
April 18, 2017 Statement of Management in 2016 (unaudited), Letter of Statement QI of year 2016, Discussion on letters of the Board of
Directors: the proposed salary remuneration of the Board of Directors and the Board of Commissioners, realization report
PMN Q2 of year 2017
Persetujuan Penghapusan Aset Kendaraan Dinas Pejabat & Operasional PT APII, Persetujuan Usulan Revisi Investasi tahun
2017, Laporan Manajemen bulan April tahun 2017
22 Mei 2017
5
May 22, 2017
Write-off Assets Approval on the officials of operational and vehicles PT AP III, Approval of revised proposal on Investments
in year 2017, Letter of Management for April in 2017
Usulan Penghapusbukuan Piutang Debitur Pailit, Draft pedoman tata kerja Dewan Komisaris (BOC Charter), Rencana
Kerjasama Pengelolaan 9 Bandar Udara oleh PT APII, Usulan konsep struktur organisasi Kantor Pusat, Laporan Manajemen
21 Juni 2017 bulan Mei tahun 2017
6
June 21, 2017
Write-off Proposal of Bankruptcy Debtor Receivables, BOC Charter Draft, partnership plan of 9 Airports Managements of
PT AP II, Proposal of organizational structure concept in head office, Statement of Management for May 2017
Laporan Manajemen Triwulan II Tahun 2017, Laporan realisasi penggunaan PMN Triwulan II tahun 2017
25 Juli 2017
7 ¸
July 25, 2017
Statement of Management for Quarter II in year 2017, Realization Report on PMN usages if Q II of year 2017
Laporan Manajemen Bulan Juli Tahun 2017,Surat-Surat Direksi: Usulan Perubahan Pasal 4 Anggaran Dasar PT AP2, Usulan
Penghapusan Aktiva Tetap Tahun 2017, Permohonan Revisi Anggaran Investasi tahun 2017 Perubahan Judul Pekerjaan.
24 Agustus 2017
8
August 24, 2017 Statement of Management for June 2017, Letters of the Board of Directors: Change on the article 4 of Article of
Association of PT AP II proposal, Write-off Fixed Assets of year 2017 proposal, Application of the revised investment Article
of Association in year 2017 on the change of Job Title.
Laporan Manajemen Bulan Agustus Tahun 2017, Surat-Surat Direksi: Usulan Anggota Dewan Komisaris Anak Perusahaan,
Usulan Calon Direksi Anak Perusahaan.
28 September 2017
9
September 28, 2017 Statement of Management for August 2017, Letters of the Board of Directors: Proposal of Members of the Board of
Commissioners of the subsidiary of the Company, Proposal of Board of Directors Candidates of the subsidiary of the
Company
Pembahasan Surat Direksi mengenai Laporan Realisasi Penggunaan Penyertaan Modal Negara (PMN), Laporan Manajemen
TW III tahun 2017, RKAP 2018.
26 Oktober 2017
10
October 26, 2017
Discussion on the Letter from the Board of Directors on usage realization report on the State Capital Investment (PMN),
Statement of Management Quarter III by year 2017, RKAP 2018
Usulan RKAP Tahun 2018, Usulan kembali Penghapusbukuan Piutang Debitur Pailit, Laporan Manajemen bulan Oktober
tahun 2017.
20 November 2017
11
November 20, 2017
Proposal of RKAP by year 2018, Reproposal of Write-off Bankruptcy Debtor Receivables, Letter of Management for
October 2017
Laporan Manajemen Bulan November Tahun 2017, Penyampaian Rencana Strategis 2018.
31 Desember 2017
12
Desember 31, 2017
Letter of Management for November 2017, Strategic plan delivery 2018
*) Pengangkatan bulan Maret 2017


RAPAT DIREKSI BOARD OF DIRECTOR MEETING

Direksi melaksanakan rapat internal secara berkala dan Board of Directors has conducted a periodically internal meeting
menghadiri rapat gabungan. Keputusan yang diambil dalam and attended meetings with joint ventures. The applied decree
rapat Direksi didasarkan pada asas musyawarah untuk mufakat in a meeting of Board of Directors is based on deliberation and
atau dengan melakukan pemungutan suara terbanyak. consensus caussation or with a ballot.
Frekuensi kehadiran masing-masing anggota dalam Rapat Attendance frequency in each member of the Board of Directors
Direksi selama tahun 2017: in the meeting is as follows:
RAPAT DEWAN KOMISARIS (24 KALI RAPAT) GAJI
Meeting of the Board of Commissioners
NAMA JABATAN
(24 times)
NAME DESIGNATION
JUMLAH
%
TOTAL
Muhammad Awaluddin President Director 46 100
Djoko Murjatmodjo Director of Operation & Engineering 44 98
Daan Achmad Director of Airport Services & Facility 41 92
Andra Y. Agussalam Director of Commercial & Busines Development 43 95
Ituk Herarindri Director Of Finance 43 95
Tina T. Kemala Intan *) Director of Human Capital, General Affair & IT 32 92
AGENDA RAPAT DIREKSI BOARD OF DIRECTORS MEETING AGENDA
HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
Rapat Direksi dengan agenda:

Board of Directors Meeting Agenda:
1. CEO Message
CEO Message
2. Video Conference dengan Para General Manager Kantor Cabang terkait Pembahasan Arahan Menteri
Perhubungan RI
Jumat, 6 Januari 2017
Video Conference with General Manager in the branch offices in discussion of Transportation Ministry of Indonesia
Pukul 08.30 wib s.d selesai
3. BOD Performance:
Ruang Wijaya Kusuma
BOD Performance:
1 Friday, January 6, 2017
Program pelatihan tahun 2017
At 08.30 WIB till finish
Training program in 2017
Wijaya Kusuma room
4. Feasibility Studi Kawasan Komersial Bandara Sultan Syarif Kasim II & Bandara Supadio
Study of Feasibility on Commercial Aiport Area of Sultan Syarif Kasim II and Supadio
5. Rencana Pembangunan kargo village di Bandara Soekarno-Hatta
Cargo village development program plan at Soekarno-Hatta Airport
6. Rencana pembangunan hotel di Terminal 3 BSH dan Pembahasan Property
Hotel development plan at Terminal 3 BSH and property discussion
Rapat Direksi dengan agenda:

Board of Directors Meeting Agenda:
1. CEO Message
CEO Message
Selasa, 10 Januari 2017
2. Video Conference dengan Para General Manager Kantor Cabang terkait Pembahasan Arahan Menteri
Perhubungan RI
Ruang Wijaya Kusuma
2 Video Conference with General Manager in the branch offices on the direction discussion of Transportation
Tuesday, January 10, 2017
Ministry of Indonesia
3. BOD Performance
Wijaya Kusuma room
BOD Performance
4. Bahan Konsinyering BOC-BOD
Consignment materials of BOC-BOD


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message
CEO Message
2. Laporan Program Masterpiece
Selasa, 24 Januari 2017 Statement of Masterpiece program
Pukul 08.30 wib s.d selesai 3. Presentasi Lapporan Akhir Cargo Village Bandara Soekarno-Hatta
Ruang Wijaya Kusuma Presentation of the final report of Cargo Village of Soekarno-Hatta Airport
3 Tuesday, January 24, 2017 4. Presentasi Study HBU Sky City Bandara Soekarno-Hatta dan Kawasan Komersial Bandara Kno Oleh Konsultan
at 08.30 WIB till finish Wijaya Colliers Internasional Indonesia.
Kusuma room Presentation of HBU Study Sky City of Soekarno-Hatta Hatta Airport and Commercial areas of KNO Airport by
Colliers Internasional Indonesia Consultant
5. Pembahasan Kenaikan Manfaat Pensiun Dapenda
Discussion on an increasing befenit of Pension Fund
1. CEO Message
CEO Message
2. Penyerahan SK PMO
SK PMO submission
3. BOD Performance
BOD Performance
Selasa, 31 Januari 2017 4. Paparan Persiapan Gedung Corporate University
Pukul 08.30 wib s.d selesai Building of Corporate University explanatory preparation
Ruang Wijaya Kusuma 5. BOD Subsidiary Performance
4 Tuesday, January 31 2017 BOD Subsidiary Performance
At 08.30 WIB till finish 6. Pembahasan Penetapan Pembagian Kewenangan Kerjasama Komersial
Wijaya Kusuma room Discussion on a dividing provision of commecial cooperative authority
7. Pembahasan Penetapan Pembagian Kewenangan Kerjasama Komersial
Discussion on a dividing provision of commecial cooperative authority
8. Pembahasan Kesiapan Terminal 3 BSH
Discussion on Terminal 3 BSK preparation
9. Paparan Senior General Manager BSH
Explanation of Senior General Manager BSH
1. CEO Message
CEO Message
2. BOD Performance:
BOD Performance
3. Sistem Kelistrikan di BSH
Selasa,07 Februari 2017
Electricity system at BSH
4. Paparan program insentif untuk maskapai di tahun 2017 dan distribusi target 100 juta pax dan 4 juta wisman per
Ruang Wijaya Kusuma
5 Kantor Cabang tahun 2017
Tuesday, 07 February 2017 At
Explanation on incentive program for airlines in 2017 and target distribution 100 million pax and 4 foreign tourists
08.30 WIB till finish
per branch office in 2017
Wijaya Kusuma room
5. Paparan progress smart airport dan program new revenue monotizing plan
Explanation on progress smart airport and new revenue monotizing plan program
6. Paparan rencana kerja unit PMO tahun 2017
Explanation on work plan of PMO unit in 2017
1. CEO Message
CEO Message
2. BOD Performance:
BOD Performance
Selasa, 14 Februari 2017
3. Laporan Progres Proyek Pengembangan BSH (Pic: PMC & SHIA PMU)
Statement of Development BSK project progress (Pic: PMC & SHIA PMU)
Ruang Wijaya Kusuma
6 4. Paparan Manajemen Data Kantor Pusat dan KPI Direktorat
Tuesday, February 14, 2017
Statement of Head Office Data Management and Directorate of KPI
5. Paparan Program Insentif untuk Maskapai di Tahun 2017
Wijaya Kusuma room
Explanation on Incentive Program for Airlines in 2017
6. Progres Program Kerja Unit PMO Tahun 2017 (Pic: PMO)
Work Plan of PMO Unit progress in 2017


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message
CEO Message
Selasa, 21 Februari 2017 2. Paparan Progres Program Kerja Unit PMO Tahun 2017
Pukul 08.00 wib s.d selesai 3. BOD Performance:
Ruang Wijaya Kusuma BOD Performance
7
Tueday, February 21, 2017 4. BOD Subsidiary Performance
At 08.00 WIB till finish BOD Subsidiary Performance
Wijaya Kusuma room 5. Inventarisir Data Aset Secara Keseluruhan dan yang telah Diakuisisi
The overall data assets inventories and the acquired ones
1. CEO Message
CEO Message
2. BOD Performance
BOD Performance
Kamis, 2 Maret 2017 3. Progres Akuisisi Fasilitas Umum & Fasilitas Sosial
Pukul 08.30 wib s.d selesai Acquisition progress of General and Social facilities
Ruang Wijaya Kusuma 4. Rencana Aircraft Line Maintenance Apron GMF
8 Thursday, March 2, 2017 Aircraft Line Maintenance Apron GMF Plan
At 08.30 WIB till finish 5. Laporan Rencana Project OM ME Baggage Handling System & Elektronika Bandara (pic: SGM BSH & PT APS)
Wijaya Kusuma room Statement of OM ME Baggage Handling System plan and airport electronics (pic: SGM BSH & PT APS)
6. Peraturan Perusahaan Tentang Sinergi Pengadaan PT AP II Group (pic: DCL)
Company regulation on the procurring synergy of PT AP II Group (pic: DCL)
7. Pembagian Peran BOD Dalam Rangka Persiapan Pengoperasian Terminal 3
Division of BOD roles in the Operationalization presentation at Terminal 3
1. Radirtas
Radirtas
2. CEO Message
Selasa, 7 Maret 2017
CEO Message
Pukul 12.00 WIB
3. Paparan progres program kerja PMO
Ruang Rapat SM Terminal
Explanation on Work Plan of PMO Unit progress in 2017
3 BSH
9 4. Pembagian peran dalam rangka Pengoperasioan Terminal 3 Internasional
Tuesday, March 7, 2017
Division of roles in the Operationalization at Terminal 3 International
At 12.00 WIB
5. Program Kerja Audit Tahunan Internal Auditor (pic: DIA)
SM Terminal 3 BSH meeting
Work Program Auditor of an annual internal audit (PIC: DIA)
room
6. Kunjungan ke area Terminal 3 Internasional BSH
Visit to Terminal 3 International BSH area
1. CEO Message
CEO Message
2. Paparan progres program kerja PMO
Explanation on Work Plan of PMO Unit progress
Senin, 13 Maret 2017
3. Progres Akuisisi Fasilitas Umum & Fasilitas Sosial (pic: TPT)
Pukul 10.00 WIB
Acquisition progress of General and Social facilities (pic: TPT)
Ruang Rapat SM Terminal
4. BOD Performance:
3 BSH
10 BOD Performance
Monday, March 13, 2017
5. RADIRTAS
At 10.00 WIB SM Terminal 3
Radirtas
BSH meeting room
6. Pembagian peran BOD dalam rangka Pengoperasioan Terminal 3 Internasional:
Division of BOD roles in the Operationalization at Terminal 3
7. Kunjungan ke Terminal 3
Visit to Terminal 3


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message;
CEO Message
2. Paparan progres program kerja PMO;
3. BOD Performance
Rabu, 22 Maret 2017 BOD Performance
Pukul 08.30 WIB 4. Pembagian peran BOD dalam rangka Pengoperasioan Terminal 3 Internasional:
Ruang Wijaya Kusuma Division of BOD roles in the Operationalization at Terminal 3
11 Wednesday, March 22, 2017 5. Pembangunan Hotel di Terminal 3 Domestik dan Internasional serta Progress Sky Hub;
At 08.30 WIB Hotel Construction at Terminal 3 both domestic and international, as well as the Sky Hub progress
Wijaya Kusuma room 6. Pembahasan Manfaat Pensiun (PIC: Dapenda) ;
Discussion on benefits of retirement (PIC: Dapenda)
7. RADIRTAS;
Radirtas
8. Kunjungan ke area Terminal 3 Internasional BSH.
Visit to Terminal 3 Internasional BSH area
1. CEO Message
CEO Message
Jum’at, 31 Maret 2017 2. Paparan progres program kerja PMO
Pukul 13.00 WIB Explanation on Work Plan of PMO Unit progress
Ruang Auditorium 1 - Lantai D 3. Pembagian peran BOD dalam rangka Pengoperasian Terminal 3 Internasional:
Kantor Pusat PT Angkasa Pura Division of BOD roles in the Operationalization at Terminal 3
12 II (Persero) 4. BOD Performance:
Friday, March 31, 2017 BOD Performance
At 13.00 WIB Auditorium 5. Paparan Probis ATTD tentang tindaklanjut surat Direktur Utama perihal penyesuaian jam operasi di bandara-
Room 1, D floor, Head Office bandara yang dikelola oleh PT AP II.
of PT Angkasa Pura II Explanation on ATTD business process on following-up the letter of President Commissioner on the operational
hours compliance at airports managed by PT AP II.
1. CEO Message;
CEO Message
2. Pembagian peran BOD dalam rangka Pengoperasian Terminal 3 Internasional: Chief of ORAT;
Division of BOD roles in the Operationalization at Terminal 3 International Chief of ORAT
3. BOD Performance:
BOD Performance
Selasa, 4 April 2017
4. Paparan terkait sistem informasi perusahaan
Explanation on information system of the Company
Ruang Wijaya Kusuma
13 5. Capex Enhancement Plan 2017
Tueday, April 4, 2017
Capex Enhancement Plan 2017
On 10.00 WIB till finish
6. Pembahasan Persiapan RUPS
Wijaya Kusuma room
Discussion on RUPS preparation
7. Paparan Probis ATTD tentang tindaklanjut surat Direktur Utama perihal penyesuaian jam operasi di bandara-
bandara yang dikelola oleh PT AP II. Radirtas.
Explanation on ATTD business process on following-up the letter of President Commissioner on the operational
hours compliance at airports managed by PT AP II. Radirtas.
1. CEO Message;
CEO Message
2. Paparan progres program kerja PMO;
3. Paparan Chief of ORAT;
Explanation of Chief of ORAT
4. Skema Pengoperasian Connecting Gate/ Swing Gate Terminal 3 Domestik dan Internasional (PIC: BSH);
Ruang Wijaya Kusuma
14 Operation scheme of Connecting Gate/ Swing Gate at Terminal 3 domestic and International (PIC: BSH)
Tuesday, April 11, 2017
5. Paparan tentang laporan final kajian strategic partnership KNO (PIC: Danareksa dan CMB);
On 10.00 WIB till finish
Explanation on statement of final study on strategic partnership KNO (PIC: Danareksa dan CMB)
Wijaya Kusuma room
6. Paparan tentang kawasan komersial Airport Rail Station (PIC: CMB);
Explanation on commercial area of Airport Rail Station (PIC: CMB)
7. BOD Performance:
BOD Performance


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message
CEO Message
Pukul 09.00 – 15.00 WIB
2. Paparan Chief of ORAT
Lounge 7, Hotel Century Atlet
3. Explanation of Chief of ORAT
Senayan – Jakarta
15 3. Skema Pengoperasian Connecting Gate/ Swing Gate Terminal 3 Domestik dan Internasional
Tuesday, April 18, 2017
Operation scheme of Connecting Gate/ Swing Gate at Terminal 3 domestic and International
From 09.00 to 15.00 WIB
4. BOD Performance:
Lounge 7, Century Atlet Hotel,
BOD Performance
Senayan, Jakarta
1. CEO Message
CEO Message
2. Paparan Progres Program Kerja PMO
Selasa, 2 Mei 2017
Pukul 10.00 s.d 18.00 WIB
3. Kick of Meeting: Tim Persiapan Rencana Kerjasama Pengelolaan Bandara
Di RR Wijayakusuma
16 Kick of Meeting: Team preparation of the Airport Cooperative Management plan
Tuesday, May 2, 2017
4. Progres Persiapan Pekerjaan PIER 2 Terminal 3
From 10.00 to 18.00 WIB
Preparation on work progress PER 2 Terminal 3
RR Wijayakusuma
5. BOD Performance
BOD Performance
1. CEO Message
CEO Message
2. Paparan Progres monitoring Program Management Offices
Explanation on the monitoring Management Offices program
3. Paparan Tim Persiapan Rencana Kerjasama Pengelolaan Bandara
Selasa, 9 Mei 2017
Explanation on team preparation of the Airport Cooperative Management plan
4. Pembahasan kriteria strategic partnership Bandara Kualanamu
Di RR Wijayakusuma
17 Discussion on strategic partnership criteria for kualanamu airport
5. BOD Performance:
From 13.00 to 00.20 WIB
BOD Performance
RR Wijayakusuma
6. Persiapan seminar dengan tema: Kebangkitan Bandara Digital Indonesia
Seminar preparation with theme : The Revival of Digital Airport Indonesia
7. Rencana Pemberian Insentif pada Angkutan Lebaran tahun 2017 khusus Extra Flight
Incentive awarding plan to the Eid Transportation 2017, notably extra flight
1. CEO Message
Selasa, 16 Mei 2017
CEO Message
Pukul 08.00 s.d 12.00
2. AAnalisa Angkutan Udara Januari s.d April 2017 dan Analisa Prognosa Januari s.d Juni 2017
Di RR Wijayakusuma
18 Analysis of Air Transportation January to April 2017 and Analysis of Prognosis January to June 2017
3. BOD Performance:
From 08.00 to 12.00 WIB
BOD Performance
RR Wijayakusuma
1. CEO Message
CEO Message
2. Paparan jadwal Safari Ramadhan BOD
Selasa, 23 Mei 2017
Explanation on the Safari Ramadan schedule of BOD
3. Paparan MoU BIJB Kertajati
Di RR Wijayakusuma
19 Explanation on MoB BIJB Kertajati
Tuesday, 23 May 2017
4. Konsep Peraturan Direksi tentang Portofolio Anak Perusahaan
From 10.00 to 14.00 WIB
Regulation of Board of Directors Concept on the subsidiary portfolio
RR Wijayakusuma
5. Paparan PT Gapura Angkasa :
Explanation on PT Gapura Angkasa


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message
CEO Message
2. Paparan Executive Summary BOD & BOC Charter
Explanation on Executive Summary BOD & BOC Charter
Rabu , 31 Mei 2017 3. Program Pemberian Insentif UMKM
Pukul 10.30 s.d 16.00 WIB Incentive awarding program for UMKM
Di RR Wijayakusuma 4. Program CSR selama Bulan Ramadhan
20 Wednesday, May 31, 2017 CSR program in Ramadan month
From 10.30 to 16.00 WIB 5. Rencana Kerjasama Pembangunan dan Pengoperasian Heliiport dengan PT White Sky Aviation
RR Wijayakusuma Partnership plan of Development and Operation of Heliport with PT White Sky Aviation
6. Pengenalan Pengurus DPP Sekarpura periode 2017-2020
Introduction of the management DPP Sekarpura for 2017-2020 period
7. Konsep Peraturan Direksi tentang Portofolio Anak Perusahaan
Regulation of Board of Directors Concept on the subsidiary portfolio
1. CEO Message
CEO Message
2. Paparan Progres Program Kerja PMO
Selasa, 6 Juni 2017
Work Plan Explanation of PMO Unit progress
Pukul 08.30 WIB – 16.00 WIB
3. Pembahasan Task Force AOCC
Di RR Wijayakusuma
21 Discussion on AOCC Task Force
Tuesday, 6 June 2017
4. Pembahasan Kesiapan Angkutan Lebaran
08.30 to 16.00 WIB
Discussion on the preparation of Ramadan Transportation
RR Wijayakusuma
5. OD Subsidiary Performance
OD Subsidiary Performance
1. CEO Message
CEO Message
2. Paparan Siaga Posko Angkutan Lebaran Direski PT AP II
Kamis, 15 Juni 2017
Explanation of Rest Facilities on Ramadan Transportation by Board of Directors of PT AP II
3. Review Draft Justifikasi Penunjukkan Langsung Pekerjaan di BSH
Di RR Wijayakusuma
22 Direct Appointment Justification draft review at BSH
Thursday, June 15, 2017
4. Progres Pembahasan Lahan
09.00 to 17.00 WIB
Land discussion progress
RR Wijayakusuma
5. Framework Komitmen dengan BOD BIJB
Commitment on framework with BOD BIJB
1. CEO Message
CEO Message
2. CCulture & Innovation Festival
Culture & Innovation Festival
3. Laporan Manajemen Bulan Mei 2017 & YTD Mei 2017
Selasa, 20 Juni 2017
Statement of Management for May 2017 and YTD May 2017
10.00 – 16.30 WIB
4. Analisa Profitabilitas Kontribusi Pendapatan Aero Maskapai
Di RR Wijayakusuma
23 Analysis on Profitability of Aero airlines profit contribution
Tuesday, June 20, 2017
5. Pendapat Hukum Tentang Proses Kerjasama Pemanfaatan Lahan Milik PT AP II oleh PT Whitesky Aviation untuk
10.00 to 16.30 WIB
Bisnis Heliport di BSH
RR Wijayakusuma
Law Opinion on Land Utilization partnership process owned by PT AP II by PT Whitesky Aviation for Heliport
business at BSH
6. Investasi Pengembangan Bandara KNO
KNO Airport Development investments


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message;
CEO Message
2. Laporan terkait International Airport Review Award (IARA);
Statements related to International Airport Review Award (IARA)
3. Progres Committed to Services Excellence;
Committed to Services Excellence progress
Selasa, 4 Juli 2017 4. Evaluasi Angkutan Lebaran tahun 2017;
Pukul 08.00 – 21.00 WIB Ramadan Transportation 2017 evaluation
Di Ruang Wijaya Kusuma, 5. Progres Great People Development Program;
Lantai 6 - Kantor Pusat PT Program of Great People Development Program progress
Angkasa Pura II (Persero) 6. Prognosa Revenue Aero, Non Aero, dan Kargo Bulan Juni 2017 dan Semester I 2017;
24 Tuesday, July 4, 2017 Prognosis of Revenue Aero, Non Aero, and Cargo for June 2017 and Semester I 2017
08.00 to 21.00 WIB 7. Progres Kesiapan Verifikasi oleh Kementerian Perhubungan meliputi:
Wijaya Kusuma room, 6th Verification Preparation progress by Transportation Ministry includes:
floor, head office of PT a. Swing Gate (JANET);
Angkasa Pura II (Persero) a. Swing Gate (JANET);
b. IRC 86;
b. IRC 86;
c. Secondary Apron.
c. Secondary Apron.
8. Radirtas.
Radirtas
Kamis – Jumat, 6 – 7 Juli 2017

09.00 WIB s/d selesai
Ruang Auditorium 1
25 COMMANDERS CALL
Thursday to Friday, July 6 to 7,
2017 09.00 WIB till finish
Auditorium 1 room
1. CEO Message #44;

CEO Message #44
2. Laporan Persiapan Acara HUT PT AP II ke 33;
Selasa, 4 Juli 2017
Statements of PT AP II Anniversary on 33rd preparation event
Pukul 08.00 – 21.00 WIB
3. Breakthrough Marketing Plans 2017;
Di Ruang Wijaya Kusuma
26 Breakthrough Marketing Plans 2017
Tuesday, July 4, 2017
4. Tindak Lanjut Pengembangan Kawasan Komersial di PKU dan PNK;
08.00 to 21.00 WIB
Follow up a commercial development area at PKU and PNK
Wijaya Kusuma room
5. Usulan Model Bisnis Kerjasama Pembangunan Heliport di BSH.
Business Model Partnership proposal of Heliport development at BSH.
1. CEO Message #45

CEO Message #45
2. Paparan Program Kerja AOCC
Explanation on AOCC Workplan
3. Laporan Progres Rumah Kreatif BUMN PT AP II
Selasa, 01 Agustus 2017
Statement of Creative Home SOE progress for PT AP II
13.00 – 23.00 WIB Di Ruang
4. Pembahasan Framework Commitment
Wijaya Kusuma, Lantai 6 -
Discussion on Framework Commitment
Kantor Pusat PT Angkasa Pura
5. Progres Bandara Internasional Silangit
II (Persero)
27 Silangit International Airport progress
Tuesday, August 1, 2017
6. Rencana Revitalisasi Terminal Bandara Halim Perdanakusuma
13.00 to 23.00 WIB
Revitalization plan of TerminalHalim Perdanakusuma Airport
Wijaya Kusuma room, 6th
7. Paparan Program Kerja Probis Air Traffic Development
floor, head office of PT
Explanation on the work plan of business process of Air Traffic Development
8. Evaluasi Kebutuhan Auto Gate Ticketing System dan Self Service Baggage System
Needs of Auto Gate Ticketing System and Self Service Baggage System evaluation
9. Progres Auto Gate Immigration System
Auto Gate Immigration System progress


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #46

CEO Message #46
2. Skenario Uji Coba APMS
Trials APMS scenario
Pkl 10.00-18.00WIB Di Ruang
3. Paparan Ground Support System di BSH
Wijaya Kusuma, Lantai 6 -
Explanation on Ground Support System at BSH
Kantor Pusat PT Angkasa Pura
4. Kerjasama Bandara Internasional Jawa Barat (BIJB)
II (Persero)
28 Partnership with International Airport of West Java (BIJB)
5. Radirtas: Evaluasi Remunerasi Karyawan (Sesi 1)
10.00 to 18.00 WIB
Radirtas: Employees remuneration evaluation (Session 1)
7. Radirtas: Struktur Organisasi PT AP II
Radirtas: Organizational Structure of PT AP II
1. CEO Message #47

CEO Message #47
2. BOD Subsidiary Performance
Rabu, 16 Agustus 2017
BOD Subsidiary Performance
Pkl 08.30-16.30 WIB
3. Review Perencanaan Pengembangan Airport Learning Center di BSH
Ruang Wijaya Kusuma, Lantai
Review on Airport Development Learning Center plan at BSH
6 - Kantor Pusat PT Angkasa
4. Program Pelatihan & Pelayanan untuk Avsec baik Organik maupun Non Organik
Pura II (Persero)
29 Training and Services program for Avsec in both organic and non organic
Wednesday, August 16, 2017
08.30 to 16.30 WIB
7. Radirtas: Struktur Organisasi PT AP II
Radirtas: Organizational Structure of PT AP II
1. CEO Message #48

CEO Message #48
2. Persiapan Memorandum of Understanding (MoU) Bandara Blimbingsari - Banyuwangi
Memorandum of Understanding (MoU) Preparation of Bandara Blimbingsari - Banyuwangi
3. Laporan Progres Program Kerja PMO
Statement of Work Plan PMO progress
4. Uuslan Pengadaan Lahan Untuk Pengembangan BSH
Land procurement proposal for BSH development
Rabu, 23 Agustus 2017
5. Skenario Uji Coba dan Penyelesaian Infrastruktur APMS Tahap Pertama
Pkl 08.30 – 20.30 WIB
Trials scenario and infrastructural completion of APMS Step 1
Ruang Rapat Singosari, Hotel
6. Service Level Agreement Antara Operator Bandara dan Maskapai
Borobudur - Jakarta
30 Service Level Agreement between Airport Operator and Airlines
Wednesday, August 23, 2017
7. Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System
08.30 to 20.30 WIB
Auto Gate Ticketing System and Self Service Baggage System Infrastructure
Singosari meeting room, Hotel
8. Program Optimalisasi Avsec Organik & Non Organik
Borobudur, Jakarta
Optimization Avsec Organik & Non Organik program
9. Kinerja Keuangan Bulan Januari – Juli 2017 dan Prognosa Revenue Bulan Agustus 2017
Financial performance from Januari to July 2017 and Prognosis of Revenue for Agustus 2017
10. Final Report Mitra Incheon Indonesia
Final Report of Mitra Incheon Indonesia
11. Radirtas
Radirtas


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #49

CEO Message #49
2. Progres Program Kerja AOCC
Work Plan AOCC progress
3. Progres Kesiapan PT AP II Dalam Rangka Event Asian Games 2018
Pkl 08.30 – 22.00 WIB
Preparation of PT AP II for Asian Games 2018 event progress
Ruang Wijaya Kusuma, Lantai
4. Prognosa Revenue Agustus s.d Desember 2017 Aeronautika, Non Aeronautika dan Kargo
6 - Kantor Pusat PT Angkasa
Prognosis of Revenues from August to December 2017 Aeronautika, Non Aeronautika and Cargo
Pura II (Persero)
31 5. Evaluasi Progres Capex Pasca Commander’s Call
Capex Pasca Commander’s Call progress evaluation
08.30 to 22.00 WIB
6. Pengelolaan Bisnis ICT
ICT business management
7. Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System
Auto Gate Ticketing System dan Self Service Baggage System Infrastructure
8. Radirtas: Progres Program Akusisi Gapura
Radirtas: process of Gapura Acquisition program
1. CEO Message #50;

CEO Message #50;
Jumat, 8 September 2017
2. Penyerahan SK
Pkl 08.30 s.d 11.45 WIB
SK submission
Di Ruang Ksatria Arya Wira
3. Policy Terkait Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System
Lantai 1, Hotel Century Atlet
Policy related to Auto Gate Ticketing System dan Self Service Baggage System infrastructure
Senayan – Jakarta
32 4. Evaluasi Program Capex Pasca Commander’s Call untuk Kantor Cabang Bandara Kualanamu-KNO, Bandara Husein
Friday, September 8, 2017
Sastranegara-BDO dan Bandara Sultan Mahmud Badaruddin II – PLM
08.30 to 11.45 WIB
Evaluation on Capex Pasca Commander’s Call program for branch office Kualanamu-KNO Airport, Husein
Ksatria Arya Wira meeting
Sastranegara-BDO Airport, and Sultan Mahmud Badaruddin II – PLM Airport.
room, 1st floor, Hotel Century
5. Progres Pembebasan Tanah Untuk Runway 3
Atlet, Senayan- Jakarta
Land Acquisition for Runway 3 progress
1. CEO Message #51

CEO Message #51
2. Kick Off Meeting Perundingan PKB Periode 2018-2019
Kick Off Meeting PKB Negotiation in period 2018-2019
Selasa, 12 September 2017
3. Kesiapan Pengoperasian APMS Tahap I
APMS Operationalization Stage I preparation
Di Ruang Rapat Wijayakusuma
33 4. Evaluasi Program Capex Pasca Commander’s Call untuk Kantor Cabang Bandara Internasional Minangkabau-PDG;
Tuesday, September 12, 2017
Bandara SSK II-PKU; Bandara Sultan Thaha -DJB dan SHIA PMU
08.30 to 15.30 WIB
Evaluation on Capex Pasca Commander’s Call program for branch office Minangkabau-PDG International Airport;
Wijayakusuma meeting room
SSK II-PKU Airport; Sultan Thaha -DJB Airport dan SHIA PMU
5. Non Deal Roadshow (NDR) Strategic Partnership Kualanamu
Non Deal Roadshow (NDR) Strategic Partnership Kualanamu
1. CEO Message #52

CEO Message #52
2. Service Level Agreement antara Airport Operator dengan Maskapai
Selasa, 19 September 2017
Service Level Agreement in between Airport Operator and Airlines
3. Operasional Pemeliharaan dan Pelayanan Skytrain BSH secara End to End
Di Ruang Rapat Wijayakusuma
34 Operation on maintenance and services by end to end of Skytrain BSH
Tuesday, September 19, 2017
4. Laporan terkait Self Check-In Counter
09.30 s.d 16.30 WIB
Report related to Self Check-In Counter
Wijayakusuma meeting room
5. Evaluasi Business Plan Terminal 3
Business Plan Terminal 3 Evaluation


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #53

CEO Message #53
2. Kick off Sky Trax Voting CGK
Senin, 25 September 2017 Kick off Sky Trax Voting CGK
Pukul 10.00 WIB 3. Kick off Tim Pengoperasian Bandara Banyuwangi
Di Ruang Rapat Wijayakusuma Kick off Operation team of Banyuwangi Airport
35 Monday, September 25, 2017 4. Evaluasi Jaringan Kelistrikan di BSH
10.00 WIB Electricity network at BSH evaluation
Wijaya Kusuma meeting room 5. Evaluasi Pemanfaatan Aset/Lahan Idle PT AP II
Evaluation on utilization of assets/idle land of PT AP II
6. BOD Subsidiary Performance (PT APK, PT APP, PT APS)
BOD Subsidiary Performance (PT APK, PT APP, PT APS)
1. CEO Message #54

CEO Message #54
2. Paparan Progres Persiapan Sosialisasi General & Term Conditions of Aeronautical Service ke Maskapai
Selasa, 3 Oktober 2017 Explanation on the progress of General Socialization preparation and Term Conditions of Aeronautical Service to
Pkl 08.30 – 18.00 WIB airlines
Ruang Rapat Wijayakusuma 3. Paparan Terkait Design ALC dan Integrated Building BSH
– Lt.6 Explanation on ALC design and Integrated Building BSH
36
Tuesday, October 3, 2017 4. Shareholder Aspiration 2018 dan Usulan Awal RKAP 2018
08.30 to 18.00 WIB Shareholder Aspiration 2018 and Initial proposal of RKAP 2018
Wijaya Kusuma room, 6th 5. Laporan Terkait Self Check In Counter
floor Proposal related to Self Check In Counter
6. Radirtas – Evaluasi Perjalanan Dinas
Radirtas – Business Trip evaluation
1. CEO Message #55

CEO Message #55
2. Pembahasan Enterprise Value
Discussion on Enterprise Value
3. Pembahasan Persiapan Peresmian Terminal Baru Bandara Supadio - PNK & Bandara Silangit – Tapanuli Utara
Discussion on the official new terminal preparation of Pembahasan Persiapan Peresmian Terminal Baru Supadio
Kamis, 12 Oktober 2017 Airport - PNK & Silangit Airport – Tapanuli Utara
Pkl 13.00 s.d 22.15 WIB 4. Pembahasan Non Aero Revenue meliputi:
Ruang Rapat Wijayakusuma 5. Discussion on Non Aero Revenue meliputi:
– Lt.6 a. Evaluasi Boosting Non Aero Revenue (Car Parking, Properti/Tanah)
37
Thursday, October 12, 2017 Evaluation on Boosting Non Aero Revenue (Car Parking, property/land)
13.00 to 22.15 WIB b. Average Revenue Per Outlet (ARPO)
Wijaya Kusuma meeting room, Average Revenue Per Outlet (ARPO)
6th floor C. Average Spending per Pax
Average Spending per Pax
5. Evaluasi Program Capex Pasca Commander’s Call
Program Capex Pasca Commander’s Call Evaluation
6. Prognosa RKAP Tahun 2017 dan Usulan RKAP Tahun 2018
Prognosis of RKAP for 2017 dan Proposal of RKAP for 2018


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #56

CEO Message #56
2. Persiapan Rapat Pimpinan Q4 tahun 2017
Leadership meeting Q4 in 2017 preparation
Selasa, 17 Oktober 2017 3. Paparan Airport Business Strategy
Pkl 09.30 s.d 22.00 WIB Explanation on Airport Business Strategy
Ruang Rapat Wijayakusuma 4. Skenario Operasi BWX setelah BASTO (Berita Acara Serah Terima Operasi)
– Lt.6 Operation scenario of BWX after BASTO (handover operation news)
38
Tuesday, October 17, 2017 5. Update progres Bandar Udara Internasional Jawa Barat (BIJB)
09.30 to 22.00 WIB Progress Updates on West Java Internasional Airport (BIJB)
Wijaya Kusuma meeting room, 6. Paparan Terkait Pemanfaatan Aset Tanah Non-Produktif dan Paparan Tentang Boosting Non-Aero Revenue
6th floor Property / Tanah
Explanation on Asset Utilization Non productive and explanation on Boosting Non-Aero Revenue Property/Land
7. RADIRTAS: Progres Akuisisi PT Gapura Angkasa
RADIRTAS: process of Gapura Acquisition
1. CEO Message #58

CEO Message #58
2. Pembahasan Branding Asian Games 2018 di BSH
Selasa, 31 Oktober 2017 Explanation on Branding of Asian Games 2018 at BSH
Pkl 08.30 - 18.30 WIB 3. Penyampaian Hasil Seleksi Financial Advisor oleh Danareksa
Ruang Rapat Wijayakusuma Delivery on selection result of Financial Advisor by Danareksa
– Lt.6 4. Paparan Skenario Global Airport Development Forum
39 Tuesday, October 31, 2017 Explanation on Global Airport Development Forum scenario
08.30 to 18.30 WIB 5. Konsep Budget Terminal untuk Terminal 1 BSH
Wijaya Kusuma meeting room, Budget Terminal Concept for Terminal 1 BSH
6th floor 6. Pembahasan Aturan Specific Business Request
Explanation on Specific Business Request regulation
7. Laporan Progres Kesiapan Pengoperasian Pier 1 Sisi Timur T3 BSH
Progress Statement of Operation preparation Pier 1, East side, T3 BSH
1. CEO Message #59

CEO Message #59
Jum’at, 10 November 2017
3. SOP Multi Airport System Bandara Soekarno-Hatta dan Halim Perdana Kusuma
13.00 – 21.56 WIB
SOP Multi Airport System of Soekarno-Hatta Airport and Halim Perdana Kusuma Airport
Ruang Rapat Wijayakusuma
4. Persiapan Pelaksanaan Assessment KPKU BUMN Tahun 2017
– Lt.6
40 Preparation on Assessment Implementation KPKU of SOE in year 2017
Friday, November 10, 2017
5. Penyampaian Hasil Survey Kepuasan dan Engagement Karyawan Tahun 2017
13.00 to 21.56 WIB
Delivery on Survey Result of satisfaction and employee engagement in year 2017
Wijaya Kusuma meeting room,
6. Laporan Progres Kerjasama BIJB
6th floor
Statement of Partnership progrss BIJB progress
7. Evaluasi Capex tahun 2017 dan Usulan Capex tahun 2018
Evaluation on Capex in year 2017 and proposal Capex tahun 2018


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #60

CEO Message #60
2. Persiapan Peresmian Termnal Internasional Bandara Silangit
Preparation on the official Terminal 3 Silangit International Airport
Selasa, 14 November 2017
3. Kick Off Meeting Tim Penyusunan Dokumen Aplikasi KPKU
10.00 – 18.00 WIB
Kick Off Meeting Team of application document KPKU preparation
Ruang Rapat Nias, Ambon
Lantai 19 – Hotel Borobudur
Jakarta
41 5. SStrategic Partnership Bandara Kualanamu (KNO)
Tuesday, November 14, 2017
Strategic Partnership of Kualanamu (KNO) Airport
10.00 to 18.00 WIB
6. Laporan Koordinasi dengan PT Jasamarga Kunciran Cengkareng Terkait Rencana Kerjasama Pembangunan Jalan
Nias meeting room, Ambon
Tol Kunciran-Batu Ceper-Cengkareng
19th floor-Borobudur Hotel,
Statement of Coordination with PT Jasamarga Kunciran Cengkareng on partnership plan of Tol Kunciran-Batu
Jakarta
Ceper-Cengkareng road construction
7. Radirtas: Tindak Lanjut Kerjasama Soewarna
Radirtas: Follow up partnership with Soewarna
1. CEO Message #61

CEO Message #61
2. Paporan Peresmian Terminal Baru Bandara Internasional Silangit
Selasa, 21 November 2017
Explanation on the official new Terminal of Silangit International Airport
10.00 WIB s.d 20.30 WIB
3. Laporan Progress PT Bahana Tentang Valuasi Penyertaan Saham di PT BIJB
Report on PT Bahana progress on stock inclusion of evaluation at PT BIJB
– Lt.6
42 4. Laporan Progres Program Kerja PMO
Tuesday, November 21, 2017
10.00 WIB to 20.30 WIB
5. Pembahasan KPI Corporate
KPI Corporate Discussion
6th floor
6. Pembahasan Rencana Operasi Kereta Bandara
Discussion on Railink Airport Operation
1. CEO Message #63

Rabu, 6 Desember 2017 CEO Message #63
15.30 WIB– 18.30 WIB 2. Permohonan Persetujuan Direksi untuk Pengalihan Pengelolaan Gudang Kargo di Kantor-Kantor Cabang ke PT APK
Ruang Rapat Wijayakusuma Application of the Board of Directors Approval to transfer of cargo storage procurement at branch offices to PT
– Lt.6 APK
43
Rabu, 6 December 2017 3. Pembahasan Pengaturan Special Business Request
15.30 WIB to 18.30 WIB Discussion on Special Business Request regulation
Wijaya Kusuma meeting room, 4. Radirtas
6th floor Radirtas
1. CEO Message #64

CEO Message #64
Selasa, 12 Desember 2017
2. Laporan Progres Pekerjaan PMO
08.30 WIB s.d 18.00 WIB
3. Pembahasan KPI Corporate
– Lt.6
44 KPI Corporate Discussion
Tuesday, December 12 2017
4. SOP Multi Airport System Bandara Soekarno Hatta dan Bandara Halim Perdanakusuma
08.30 WIB to 18.00 WIB
SOP Multi Airport System at Soekarno Hatta Airport and Halim Perdanakusuma Airport
5. Rencana Penyertaan Saham di PT BIJB dan Rencana Serah Terima Bandara Banyuwangi
6th floor
Stock inclusion plan at PT BIJB and handover Banyuwangi Airport Plan


HARI/TANGGAL AGENDA
NO.
DAY/DATE AGENDA
1. CEO Message #65

CEO Message #65
2. Paparan Perjalanan Transformasi PT AP II :
Explanation on Transformation Journey of PT AP II :
a. Transformation Journey;
Senin, 18 Desember 2017
Transformation Journey
10.00 s.d 13.00 WIB
b. Transformation Metric System Dashboard;
Transformation Metric System Dashboard
– Lt.6
45 c. Analisa dari Hasil Survey Implementasi Manajemen Business Excellent/KPKU;
Monday, December 18, 2017
Analysis from the survey result of the implementation of Business Excellence Management/KPKU
10.00 to 13.00 WIB
3. Paparan terkait Smart Airport Dashboard System;
Explanation on Smart Airport Dashboard System
6th floor
4. Laporan Progres Pekerjaan PMO;
5. Pembahasan KPI Corporate.
KPI Corporate Discussion
1. CEO Message #66

CEO Message #66
2. Laporan progres Pekerjaan PMO
Senin, 27 Desember 2017
3. Pembahasan KPI Corporate dan prognosa pencapaian KPI tahun 2017
08.30 s.d 13.00 WIB
KPI Corporate Discussion and Prognosis of KPI achievement in 2017
4. Paparan tentang operasi pelayanan dan Transisi Bandara Banyuwangi
– Lt.6
46 Explanation on serice operation and Banyuwangi Airport transition
Monday, December 27, 2017
5. Evaluasi Capex 2017 dan Rencana capex 2018
08.30 to 13.00 WIB
Capex 2017 evaluation dan Capex 2018 Plan
6. Prognosa pencapaian 3 Program Utama Perusahaan tahun 2017
6th floor
Prognosis of 3 main program achievements of the Company in 2017
7. Penyampaian hasil workshop optimalisasi lahan Idle
Delivery on worksop result of idle land optimization.

PENGUNGKAPAN HUBUNGAN AFILIASI DIREKSI,

DEWAN KOMISARIS DAN PEMEGANG SAHAM
DISCLOSURE OF AFFILIATION AMONG BOARD OF DIRECTORS, BOARD
OF COMMISSIONERS AND THE SHAREHOLDERS
HUBUNGAN KELUARGA DAN KEPENGURUSAN DEWAN FAMILY RELATIONSHIP AND BOARD OF DIRECTORS
KOMISARIS DI PERUSAHAAN LAIN MANAGEMENT IN OTHER COMPANIES
Hubungan keluarga dan kepengurusan perusahaan lain The family relationship and management in other companies
anggota Dewan Komisaris dengan sesama anggota Dewan of members of the Board of Directors with fellow members
Komisaris dan/atau anggota Direksi serta Pemegang Saham of the Board of Directors and/or members of the Board of
selama periode tahun 2017sebagai berikut: Commissioners and the Shareholders during the period 2017,
is as below:
HUBUNGAN KELUARGA DENGAN ORGAN PERSEROAN HUBUNGAN KEPENGURUSAN DI PERUSAHAAN LAIN

FAMILY RELATIONSHIP WITH THE ORGAN OF THE COMPANY MANAGEMENT RELATIONSHIP IN OTHER COMPANIES
DEWAN SEBAGAI DEWAN SEBAGAI

NAMA DIREKSI PEMEGANG SEBAGAI DIREKSI
KOMISARIS KOMISARIS PEMEGANG
NAME BOARD OF SAHAM AS A BOARD OF
BOARD OF AS A BOARD OF SAHAM
DIRECTORS SHAREHOLDER DIRECTORS
COMMISSIONERS COMMISSIONERS AS A SHAREHOLDER
YA TIDAK YA TIDAK YA TIDAK YA TIDAK YA TIDAK YA TIDAK

YES NO YES NO YES NO YES NO YES NO YES NO
Rhenald Kasali
Iswan Elmi
M. Harpin Ondeh
Imam Bustomi
Maryati Karma
HUBUNGAN KELUARGA DAN KEPENGURUSAN DIREKSI DI FAMILY RELATIONSHIP AND BOARD OF COMMISSIONERS
PERUSAHAAN LAIN MANAGEMENT IN OTHER COMPANIES
Hubungan keluarga dan kepengurusan perusahaan lain anggota Relationship of family and other company mangement of
Direksi dengan sesama anggota Direksi dan/atau anggota members of the Board of Commissioners with the fellow Board
Dewan Komisaris serta Pemegang Saham selama periode tahun of Commissioners and/or members of Board of Directors as well
2017 sebagai berikut: as the Shareholders during period 2017 is as follows:
HUBUNGAN KELUARGA DENGAN ORGAN PERSEROAN HUBUNGAN KEPENGURUSAN DI PERUSAHAAN LAIN

FAMILY RELATIONSHIP WITH THE ORGAN OF THE COMPANY MANAGEMENT RELATIONSHIP IN OTHER COMPANIES
DEWAN SEBAGAI DEWAN SEBAGAI

NAMA DIREKSI PEMEGANG SEBAGAI DIREKSI
KOMISARIS KOMISARIS PEMEGANG
NAME BOARD OF SAHAM AS A BOARD OF
BOARD OF AS A BOARD OF SAHAM
DIRECTORS SHAREHOLDER DIRECTORS
COMMISSIONERS COMMISSIONERS AS A SHAREHOLDER
YA TIDAK YA TIDAK YA TIDAK YA TIDAK YA TIDAK YA TIDAK

YES NO YES NO YES NO YES NO YES NO YES NO
Muhammad Awaluddin
Djoko Murjatmodjo
Daan Achmad
Andra Y. Agussalam
Ituk Herarindri

KOMITE AUDIT
AUDIT COMMITTEE
SUSUNAN KEANGGOTAAN KOMITE AUDIT MEMBERSHIP OF AUDIT COMMITTEE COMPOSITION

Komite Audit Angkasa Pura II terdiri dari 1 (satu) orang Ketua PT Angkasa Pura II (Persero) Audit Committee consists of 1 (one)
Komite dan 1 (satu) orang Wakil Ketua Komite yang merupakan Chairman Committee and 1 (one) Vice Chaiman of Committee
Anggota Dewan Komisaris dan 2 (dua) orang anggota Komite who are members of the Board of Commissioners and 2 (two)
yang berasal dari pihak independen sebagai berikut: members of Committee who are parts of independent parties,
as follows:
NAMA JABATAN
NAME Designation
Ketua Komite Audit

M. Harpin Ondeh
Chairman of Audit Committee
Wakil Ketua Komite Audit

Imam Bustomi
Vice Chairman of Audit Committee
Anggota Komite Audit

Irwanda Wisnu Wardhana
Member of Audit Committee

Dewi Hanggraeni
PROFIL ANGGOTA KOMITE AUDIT PROFILE OF AUDIT COMMITTEE MEMBER

NAMA PROFIL RINGKAS ANGGOTA KOMITE AUDIT
NAME SHORT BIOGRAPHY OF MEMBER OF AUDIT COMMITTE
M. Harpin Ondeh Profil dapat dilihat di Bagian Profil Dewan Komisaris

Profile can be seen at the Profile of Board of Commissioners section
Imam Bustomi Profil dapat dilihat di Bagian Profil Dewan Komisaris

Profile can be seen at the Profile of Board of Commissioners section
Irwanda Wisnu Warga Negara Indonesia, yang berdomisili di Jakarta lahir pada tanggal 21 Juli 1980, saat ini berusia 37 tahun) tahun. Beliau
Wardhana memperoleh gelar sarjana dari STAN pada 2005, Master in Public Economic dari Hitotsubashi University, Japan pada 2010 dan Ph.D in
Public Policy and Political Economy, University of Texas pada 2016). Sebelum menjabat sebagai anggota Komite Audit Perseroan, beliau
sempat berkarier pada Kementerian Keuangan dari (2007-2012) sebagai analis kebijakan PKSSI, BKF, Kemenkeu; Keapala Bagian Energi,
PKPPIM,BKF Kemenkeu. Selain itu juga menjabat sebagai Konsultan untuk UNPSA, Kementerian PAN-RB (2014-sekarang) dan Peneliti
Muda di Bidang Kebijakan Fiskal, LIPI (2012-sekarang). Beliau menjabat sebagai anggota Komite Audit. Sejak 2016, melalui SK Dewan
Komisaris No. KEP.03.03/00.09.2016.0514.
An Indonesian Citizen, currently resides in Jakarta and born on July 21, 1980, 37 years old this year. He obtained a bachelor degree
from STAN in 2005, Master in Public Economic from Hitotsubashi University, Japan in 2010 and Ph.D. in Public Policy and Political
Economy, University of Texas in 2016. Prior to serving as a member of Audit Committee of the Company, he had previously worked at
Finance Ministry (2007-2012) as a policy analyst of PKKI, BKF, Finance Ministry; Head of Energy, PKPPIM, BKF, the Finance Ministry of
BKF. In addition, he also served as a Consultant for UNPSA, PAN-RB Ministry (2014-present) and as a young researcher in Fiscal Policy
Agency, LIPI (2012-present). He has been serving as a member of Audit Committee since 2016, through a Decree of the Board of
Commissioners No. KEP.03.03 / 00.09.2016.0514
Dewi Hanggraeni Warga Negara Indonesia, yang berdomisili di Jakarta.) Beliau memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia pada 1993,
Master in Business Administration dari University of Arkansas di Fayetteville, Arkansas, USA, 1997 dan Doktor dari Universitas Gadjah
Mada pada tahun 2009. Sebelum menjabat sebagai anggota Komite Audit Perseroan, beliau menjabat juga sebagai Wakil Direktur
Utama di PT Daya Makara Universitas Indonesia (2009-sekarang), pernah menjabat sebagai Direktur Kepatuhan dan Manajemen Risiko
di PT Jamsostek (Persero) pada tahun 2007-2008, serta Direktur Keuangan, Administrasi dan SDM di Lembaga Manajemen Fakultas
Ekonomi Universitas Indonesia.
An Indonesian citizen, domiciled in Jakarta. She obtained her Bachelor Degree in Economics at University of Indonesia in 1993, Master
in Business Administration at University of Arkansas at Fayetteville, Arkansas, USA in 1997 and Ph.D at University of Gajah Mada in
2009. Prior to her designation as a member of Audit Committee of the Company, she also serves as a Vice President Director at PT
Daya Makara University of Indonesia (2009-present), used to serve as a Director of Compliance and Risk Management at PT Jamsostek
(Persero) in 2007-2008, as a Director of Finance, Administration and Human Resources at Economics Faculty Board of Management at
University of Indonesia.

KOMITE AUDIT
AUDIT COMMITTEE
INDEPENDENSI KOMITE AUDIT AUDIT COMMITEE INDEPENDENCE

Komite Audit diketuai oleh salah seorang anggota Dewan The Audit Committee is headed by one member of the Board of
Komisaris serta 2 (dua) anggota profesional lainnya berasal dari Commissioner and 2 (two) other professional members out from
luar Angkasa Pura II serta mempunyai latar belakang Keuangan Angkasa Pura II and has a background of finance in accordance
sesuai dengan bidang industri Angkasa Pura II. with Angkasa Pura II scope of industry.
Dalam pelaksanaan tugasnya, Komite Audit bersifat mandiri In the duty implementation, Audit Commitee is independent
serta bekerja secara profesional dan independen. and ables to work professionally and independently.
Tabel Independensi Independence table

ASPEK INDEPENDENSI
INDEPENDENT ASPECT
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Has no financial relationship with the Board of Commissioners and the Board of Directors
Tidak memiliki hubungan kepengurusan di PT Angkasa Pura II (Persero), anak perusahaan

maupun perusahaan afiliasi
Has no management relationship at di PT Angkasa Pura II (Persero), subsidiary and other
affiliates
Tidak memiliki hubungan kepemilikan saham di PT Angkasa Pura II (Persero)

Has no shares ownership at PT Angkasa Pura II (Persero)
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau sesama
anggota Komite Audit
Has no family relationship with the Board of Commissioners, the Board of Directors and/or
fellow members of Audit Committee
Tidak menjabat sebagai pengurus partai politik, pejabat pemerintah daerah

Does not serve as a political party official, local government official

KOMITE AUDIT
AUDIT COMMITTEE
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES

Sebagaimana yang tertuang dalam Keputusan Dewan As mentioned in a Decree of the Board of Commissioners of
Komisaris Perseroan (Persero) PT Angkasa Pura II Nomor : KEP. PT Angkasa Pura II Number : KEP. 218/KP.1013.3/APII-2003
218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 Tentang dated 1 August 2003 on a Audit Committee Composition at PT
Pembentukan Komite Audit Perusahaan di Perseroan (Persero) Angkasa Pura II and its implementations of duties and functions,
PT Angkasa Pura II serta dalam pelaksanaan fungsi dan tugasnya, the Audit Committee is also equipped with Committe Charter
Komite Audit dilengkapi dengan Piagam (charter) Komite yang that consists of job description clearly.
didalamnya memuat uraian tugas secara jelas.
Sesuai KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 In accordance with KEP. 218/KP.1013.3/APII-2003 tanggal 1
Komite Audit bertanggung Jawab untuk: Agustus 2003, the Audit Committee is also responsible for:
1. Menilai hasil pelaksanaan kegiatan sefta hasil audit yang 1. Review the result of implementation activities and audit
dilakukan oleh Satuan Pengawasan Intern (SPD atau result conducted by a Internal Control Unit (SPD or
auditor ekstern sehingga dapat dicegah pelaksanaan dan external auditors, thereby all unqualified standards of
pelaporan yang tidak memenuhi standard; implementation and report can be avoided;
2. Memberikan rekomendasi mengenai penyempurnaan 2. Give a recommendation on a completion of management
system pengendalian manajemen Perusahaan sefta control system of the Company and its implementation;
pelaksanaannya;
3. Memastikan bahwa telah terdapat prosedur review 3. Ascertain that a satisfied review procedure has been
yang memuaskan terhadap informasi yang dikeluarkan provided for the shared information by PT (Persero) Angkasa
PT (Persero) Angkasa Pura II, termasuk brosur, laporan Pura II, including brochure, periodical financial statements,
keuangan berkala,proyeksi/forecast dan lain-lain informasi forecast/projection, and other finance information
keuangan yang disampaikan kepada pemegang saham; delivered by the Shareholders;
4. Mengidentifikasi hal-hal yang memerlukan perhatian 4. Indentify the required concerns for the Board of
Komisaris; Commissioners;
5. Melaksanakan tugas lain yang diberikan oleh Dewan 5. Implement other duties given by the Board of Commissioners
Komisaris sepanjang masih dalam lingkup tugas dan as still mentioned in the scope of duties and responsibilities
kewajiban Dewan Komisaris berdasarkan ketentuan of Board of Commissioners based on provisions of the
peraturan perundangundangan Yang berlaku. applicable laws and regulations
6. Komite Audit wajib melaporkan segera hasil evaluasi yang 6. Audit Committee requires to immediately report the
telah dilakukan kepada Dewan Komisaris; evaluation result that has been undergone to the Board of
Commissioners;
7. Komite Audit wajib membuat laporan berkala paling tidak 7. Audit Committee requires to make a periodical report by at
setiap 3 bulan yang berisi pokok hasil kerjanya; least once in 3 months that contains main of work results;
8. Kornite Audit wajib membuat laporan khusus yang berisi 8. Audit Committee requires to make a special report that
setiap temuan yang di perkirakan dapat mengganggu consists of every finding expected to disrupt the PT (Persero)
kegiatan PT (Persero) Angkasa Pura II yang disampaikan Angkasa Pura II activities to the Board of Commissioners
kepada Dewan Komisaris selambat-lambantnya- 10 hari by at least 10 working days since the finding dates been
kerja sejak tanggal temuan diketahui. known.

KOMITE AUDIT
AUDIT COMMITTEE
REALISASI PELAKSANAAN TUGAS KOMITE AUDIT TAHUN DUTIES IMPLEMENTATION OF AUDIT COMMITTEE 2017
2017: REALIZATION:
Komite Audit telah melaksanakan beberapa kegiatan terkait Audit Committee has implemented some activities related to
audit dan pengawasan untuk memastikan implementasi Tata audit and supervision to ensure the implementation of the Good
Kelola Perusahaan atau Good Corporate Governance (GCG) Corporate Governance (GCG) has been managed effectively.
telah dikelola dengan efektif :
Pelaksanaan kegiatan Komite Audit tahun 2017 dapat The Implementation of Audit Committee 2017 has been
dilaksanakan sesuai dengan rencana kerja yang sudah ditetapkan, undergone in accordance with the work plan that has been
secara umum kegiatan Komite Audit di kelompokan menjadi 3 set, in general, activities of Audit Committee are categorized
(tiga) kelompok yaitu kegiatan rapat, kegiatan kunjungan kerja into 3 (three) groups such as meeting activity, visit trip activity
dan kegiatan Seminar. Hal ini dapat digambarkan sebagai and seminar activity. These can be depicted as below following:
berikut:
1. Kegiatan Rapat Komite Audit 1. Audit Committee Meeting

Dalam melaksanakan kegiatan rapat, Komite Audit telah In the implementation of meeting activity, the Audit Internal
melakukan rapat-rapat baik rapat rutin maupun tidak rutin. has conducted meetings both routine and non routine.
Rapat rutin adalah rapat yang dilakukan secara berkala dan The routine meeting is the meeting held periodically and
berkelanjutan sedangkan rapat tidak rutin adalah rapat yang sustainably, meanwhile, the non routine meeting is the
dilakukan berdasarkan kebutuhan sesuai dengan tugas meeting held based on the needs in accordance with the
Komite Audit. duties of Audit Committee.
2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT Angkasa 2. V

isit Trip to Branch Office at PT Angkasa Pura II (Persero)
Pura II (Persero)
Dalam rangka memonitoring permasalahan – permasalahan In order to monitor the monitor the strategic matters at
strategis di Kantor Cabang dan guna melihat langsung the branch office and to see through the airport condition
kondisi bandara serta kendala yang ada. directly along with its constraints.
3. K
egiatan Seminar & Studi Banding 3. Exchange Study and Seminar
Dalam rangka menambah wawasan dan meningkatkan In order to add up knowledge and enhance knowledge on
pengetahuan tentang tugas dan fungsi Komite Audit, duties and functions of Audit Committee, Audit Committee
Komite Audit telah mengikuti kegiatan benchmark dan has participated in some benchmark activites and seminar
seminar sebagai berikut: such as:
a. Studi banding area komersial di bandara Incheon - Korea a. Exchange study on commercial area at Incheon Airport,
Selatan 25 Mei – 30 Mei 2017. South Korea from May 25 to May 30 in 2017
b. Studi banding pengembangan terminal kargo di bandara b. Exchange study on cargo terminal development at Cek
Cek Lap Kok – Hongkong dan Bandara Narita – Jepang Lap Kok Airport- Hongkong and Narita Airport- Japan
pada tanggal 17-23 Desember 2017. from December 17 to December 23 in 2017
c. Seminar ASEAN Leadership Programe di Cambridge – UK c.
ASEAN Seminar Leadership Program at Cambridge-UK
pada tanggal 11 – 15 September 2017. from September 11 to September 15, 2017.

KOMITE AUDIT
AUDIT COMMITTEE
4. Hambatan 4. Hindrances
Secara umum kegiatan Komite Audit tidak mengalami In general, the Audit Commitee activities do not face any
hambatan yang signifikan, namun beberapa hal yang perlu significant hindrances, however, some matters that needs to
mendapatkan perhatian yaitu sebagai berikut: consider such as:
a. Kehadiran Anggota Komite Audit belum secara rutin hadir a. The Audit Committee is routinely yet to attend minimum
minimal satu minggu sekali di Kantor Pusat PT Angkasa once in a week at the head office of PT Angkasa Pura II
Pura II (Persero), namun kegiatan tugas komite audit (Persero), however, duty activities of Audit Committee are
umumnya dikerjakan dan diselesaikan dengan email. generally done and completed through an email.
b. Anggota Komite Audit mempunyai pekerjaan di b. Members of the Audit Committee have tasks of work in
instansinya, namun tugasnya dapat diselesaikan pada their own agency, however, all duties can be completed
waktunya. appositely.
5.Kesimpulan 5. Conclusion
a.
Secara umum program kegiatan Komite Audit dapat a. In general, program activities of Audit Committee have
dilaksanakan dengan optimal. been optimally implemented.
b.
Dedikasi dan semangat untuk memberikan kontribusi b. Dedication and enthusiasm to give a contribution to the
kepada Dewan Komisaris sangat tinggi, sehingga kiranya Board of Commissioners are extremely high, therefore,
dapat memberikan masukan dan manfaat bagi Dewan these can add up advice and benefits to Board of
Komisaris dalam menentukan kebijakan lebih lanjut. Commissioners in determining policies further more.
RAPAT KOMITE AUDIT AUDIT COMMITTEE MEETINGS

Selama tahun 2017, Komite Audit telah melaksanakan 16 kali Throughout 2017, Audit Committee has implemented 16
rapat, yang terdiri dari rapat internal serta rapat gabungan times of meetings, that consisted of internal meetings and joint
dengan Internal Auditor, Eksternal Auditor dan turut hadir meetings with Internal Auditors, External Auditors and attended
dalam rapat-rapat gabungan antara Dewan Komisaris dan joint meetings in between the Board of Commissioners and the
Direksi. Tingkat kehadiran anggota Komite Audit dalam rapat- Board of Directors. The attendance level of members of Audit
rapat tersebut adalah: Committee in those meetings is as follows:
RAPAT
NAMA JABATAN MEETING
NAME DESIGNATION JUMLAH
%
TOTAL
Irwanda Wisnu Wardhana 16 100

Dewi Hanggraeni 15 93,75
REMUNERASI KOMITE AUDIT AUDIT COMMITTEE RENUMERATION

Anggota Komite Audit yang bukan Komisaris memperoleh Members of Audit Committee are not a Board of Commissioners
remunerasi yang terdiri dari honorarium. Honorarium yang who receive remuneration from honorarium. The honorarium
diberikan sebesar Rp.34.000.000,- per bulan. Total Remunerasi is only given for IDR 34.000.000,- monthly. The total
Komite Audit yang bukan Anggota Dewan Komisaris selama remuneration of Audit Committee who is not a member of
tahun 2017 sebesar Rp.816.000.000,-(2 orang anggota Komite Board of Commissioners throughout 2017 is IDR 816.000.000,-
Audit) (2 members of Audit Committee)


RISK MANAGEMENT AND HUMAN RESOURCES
COMMITTEE
SUSUNAN KEANGGOTAAN KOMITE MANAJEMEN RISIKO MEMBERSHIP OF RISK MANAGEMENT AND HR COMMITTEE
DAN SDM COMPOSITION
Komite Manajemen Risiko dan SDM Angkasa Pura II terdiri dari The Risk Management and Human Resources Committee (MRS)
1 (satu) orang Ketua Komite dan 1 (satu) orang Wakil Ketua of Angkasa Pura II consists of 1 (one) President Commissioner
Komite yang merupakan Anggota Dewan Komisaris dan 2 (dua) and 1 (one) Vice President Commissioner who are members of
orang anggota Komite yang berasal dari pihak independen the Board of Commissioners and 2 (two) members of Committee
sebagai berikut: who come from independent parties, as such:
NAMA JABATAN
NAME DESIGNATION
Ketua Komite MRS

Iswan Elmi
Chairman of Risk Management and Human Resources Committee
Wakil Ketua Komite MRS

Maryati Karma
Vice Chairman of Risk Management and Human Resources Committee
Anggota Komite MRS

Lailly Prihatiningtyas
Member of Risk Management and Human Resources Committee
Anggota Komite MRS

Moh. Romli
Member of Risk Management and Human Resources Committee
PROFIL ANGGOTA KOMITE AUDIT PROFILE OF RISK MANAGEMENT AND HUMAN RESOURCES
COMMITTEE
NAMA PROFIL RINGKAS ANGGOTA KOMITE AUDIT
NAME SHORT BIOGRAPHY OF RISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE
Lailly Prihatiningtyas Warga Negara Indonesia, 32 tahun, lahir di Jombang, 22 Desember 1985, berdomisili di Jakarta. Memperoleh gelar Diploma dari
Sekolah Tinggi Akuntansi Negara (2006); Sarjana Akuntansi dari Universitas Indonesia (2009); MSc, Accounting dari Tilburg University
(2011). Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM beliau berkarir di Kementerian BUMN sebagai Kepala
Informasi dan Presentasi Subdivisi Kementerian BUMN (2012-2013); Direktur Utama PT Taman Wisata Candi Borobudur, Prambanan
dan Ratu Boko (Persero) (2013-2015); Kepala Sub Divisi Konstruksi dan Infrastruktur Transportasi Ib.1 Kementerian BUMN (2015-
2016). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No:
KEP.03.03/00/12/2016/0847.
An Indonesian Citizen, 32 years old, born in Jombang, December 22, 1985, currently resides in in Jakarta. She obtained a Diploma
degree from Sekolah Tinggi Akuntansi Negara (2006); Bachelor Degree in Accounting at University of Indonesia (2009); Master in
Accounting at Tilburg University (2011). Prior to her serving as member of Risk Management and HR Committee, she previously pursued
a career at the SOEs Ministry in 2012 to 2013; President Director at PT Taman Wisata Candi Borobudur, Prambanan and Ratu Boko
(Persero) in 2013-2015; Head of Construction and Transportation Infrastructure Sub Division Ib.1 the SOEs Ministry in 2015-2016.
She was also appointed as a member of Risk Management and HR Committee based on a Decree of the Board of Commissioners No:
KEP.03.03 / 00 / 12 / 2016 / 0847.
Moh. Romli Warga Negara Indonesia, 39 tahun, lahir di Semarang 26 Februari 1978, berdomisili di Jakarta. Memperoleh gelar Diploma Akuntansi
dari Sekolah Tinggi Akuntansi Negara (STAN) pada tahun 2000 dan memperoleh gelar Master of Science of Corporate Finance
Management dari Universitas Indonesia pada tahun 2013. Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM
Perseroan beliau memulai karir sebagai verifikator Laporan Keuangan di Kementerian Keuangan Republik Indonesia (2001-2006);
Financial Consultant BRIngin Life Insurance (2008), Banking and Financial Analyst di Pusat Kajian Kebijakan Makroekonomi, Ditjen
Kebijakan Fiskal, Kementerian Keuangan (2006-2009); Kepala Bidang Divisi Ekonomi Domestik, Kementerian Keuangan (2011- 2013);;
Staf ahli Kantor Kepresidenan RI (2015-2016); dan Kepala Bagian Investasi, Pusat Kebijakan Makroekonomi, Kementerian Keuangan
Republik Indonesia (2015-Sekarang). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan
Dewan Komisaris No: KEP.03.03/00/12/2016/0847.
An Indonesian Citizen, 39 years old, born in Semarang, February 26, 1978, currently resides in Jakarta. He obtained his Diploma of
Accounting at STAN in 2000, in order to obtain a Master of Science of Corporate Finance Management from University of Indonesia
in 2013. Prior to his serving as a member of Risk Management and HR sources, he started off his career as a verificator of financial
report at Financial Ministry of Indonesia (2001-2006); Financial Consultant at BRIngin Life Insurance (2008), Banking and Financial
Analyst at the Macroeconomics Policy Study Center, Directorate General of Fiscal Policy, Finance Ministry (2006-2009); Division Head
of Domestic Economy, Finance Ministry (2011-2013); Expert Staff of the presidential office of the Republic of Indonesia (2015-present).
He was appointed as a member of Risk Management and HR Committee based on a Decree of the Board of Commissioners No.
KEP.03.03/00/12/2016/0847.


TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES OF COMMITTEE

Sebagaimana yang tertuang dalam Keputusan Dewan Komisaris As mentioned in a Decree of the Board of Commissioners
Perseroan (Persero) PT Angkasa Pura II Nomor : KEP. 547.1/ (Persero) PT Angkasa Pura II Nomor: KEP. 547.1/KP.1013.3/
KP.1013.3/APII-2014 tanggal 20 Oktober 2014 Tentang APII-2014 dated 20 October 2014 on Audit Committee
Pembentukan Komite Audit Perusahaan di Perseroan (Persero) Composition in the Company of PT Angkasa Pura II (Persero)
PT Angkasa Pura II serta dalam pelaksanaan fungsi dan tugasnya, and its implementation on the functions and duties, Audit
Komite Audit dilengkapi dengan Piagam (charter) Komite yang Committee is equipped with Committee Charter that contains
didalamnya memuat uraian tugas secara jelas. job descriptions clearly.
A. TUGAS KOMITE MANAJEMEN RISIKO DAN SDM A. DUTIES OF RISK MANAGEMENT AND HUMAN
1. Memberikan masukan kepada Dewan Komisaris dalam RESOURCES COMMITTEE
penyusunan dan perbaikan kebijakan Manajemen Risiko 1. Provide inputs to the Board of Commissioners on
yang berkaitan dengan pengendalian risiko di bidang preparation and refinement of risk management policy
pengelolaan asset dan liability, financial, investasi, teknik related to risk control in assets management and liability,
dan operasional perusahaan, pengelolaan sumber daya financial, investments, operational and technical operation
manusia. of the Company, procurement of Human Resources.
2. Melakukan evaluasi terhadap akurasi model dan validitas 2. Conduct an evaluation of model accuracy and data
data yang digunakan untuk mengukur risiko. validation used for measuring the risks.
3. Melakukan evaluasi terhadap usulan calon pejabat 1 3. Conduct an evaluation of the proposal of lower-level
(satu) tingkat di bawah Direksi sesuai permintaan Dewan candidates of the Board of Directors as requested by the
Komisaris. Board of Commissioners.
4. Melakukan pemantauan dan mengevaluasi pelaksanaan 4. Monitor and evaluate the implementation of human
kebijakan pengembangan SDM sesuai permintaan Dewan resources development policy as requested by the Board of
Komisaris. Commissioners.
5. Melakukan monitoring dan mengevaluasi konsep struktur 5. Monitor and evaluate a concept of the organizational
organisasi sesuai permintaan Dewan Komisaris. structure as requested by the Board of Commissioners.
6. Melakukan pemantauan dan mengevaluasi pelaksanaan 6. Monitor and evaluate the implementation of remuneration
kebijakan remunerasi sesuai permintaan Dewan Komisaris. policy as requested by the Board of Commissioners.
7. Melakukan diskusi/koordinasi dengan unit terkait. 7. Conduct discussions/coordination with respective units.
8. Memberikan masukan terhadap pelaksanaan tugas pada 8. Provide inputs on the implementation of duties in the
rapat internal Dewan Komisaris maupun rapat gabungan internal meetings of the Board of Commissioners and the
antara Dewan Komisaris dengan Direksi. joint meetings in between the Board of Commissioners and
the Board of Directors.
B.
RENCANA KERJA DAN REALISASI KEGIATAN KOMITE B. WORK PLAN AND REALIZATION OF RISK MANAGEMENT
MANAJEMEN RISIKO DAN SDM TAHUN 2017 AND HR COMMITEE ACTIVITIES IN 2O17
Pelaksanaan kegiatan Komite tahun 2017 dapat dilaksanakan The Implementation of Committee 2017 has been
sesuai dengan rencana kerja yang sudah ditetapkan, secara undergone in accordance with the work plan that has been
umum kegiatan Komite di kelompokan menjadi 3 (tiga) set, in general, activities of Committee are categorized into 3
kelompok yaitu kegiatan rapat, kegiatan kunjungan kerja (three) groups such as meeting activity, visit trip activity and
dan kegiatan Seminar. Hal ini dapat digambarkan sebagai seminar activity. These can be depicted as below following:
berikut:
1. Kegiatan/Rapat Komite 1. Committee meeting/acitvity

Komite telah melakukan rapat-rapat baik rapat rutin The Committee has conducted meetings both routine and
maupun tidak rutin, sesuai rencana yang telah ditetapkan. non routine, in accordance with the plans been set before
Kegiatan/Rapat rutin adalah rapat yang dilakukan secara . The routine meeting is the meeting held periodically and
berkala dan berkelanjutan sedangkan rapat tidak rutin sustainably, meanwhile, the non routine meeting is the
adalah rapat yang dilakukan berdasarkan kebutuhan meeting held based on the needs in accordance with the
sesuai dengan tugas Komite. duties of Committee.


2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT Angkasa 2. Visit

Trip to Branch Office at PT Angkasa Pura II (Persero)
Pura II (Persero) In order to monitor the monitor the strategic matters at
Dalam rangka memonitoring permasalahan – the branch office and to see through the airport condition
permasalahan strategis di Kantor Cabang dan guna directly along with its constraints, the Committee has
melihat langsung kondisi bandara serta kendala yang ada, conducted a visit to the branch offices.
Komite telah melakukan kunjungan Kantor cabang.
3. Kegiatan Seminar & Studi Banding 3. Exchange Study and Seminar

Dalam rangka menambah wawasan dan meningkatkan In order to add up knowledge and enhance knowledge on
pengetahuan tentang tugas dan fungsi Komite MRS, duties and functions of the Committee, the Committee
Komite MRS telah mengikuti kegiatan yaitu: has participated in some benchmark activites and seminar
a. Studi banding area komersial di bandara Incheon - such as:
Korea Selatan 25 Mei – 30 Mei 2017. a. Exchange study on commercial area at Incheon Airport,
b. Studi banding pengembangan terminal kargo di South Korea from May 25 to May 30 in 2017
bandara Cek Lap Kok – Hongkong dan Bandara Narita b. Exchange study on cargo terminal development at Cek
– Jepang pada tanggal 17-23 Desember 2017. Lap Kok Airport- Hongkong and Narita Airport- Japan
c. Seminar Internasional IIAA pada tanggal 22-29 Juli from December 17 to December 23 in 2017
2017 di Sidney - Australia c. International IIAA seminar from July 22 to July 29 at
d. Seminar ASEAN Leadership Programe di Cambridge – Sydney-Australia
UK pada tanggal 11 – 15 September 2017. d. ASEAN Seminar Leadership Program at Cambridge-UK
from September 11 to September 15, 2017.
4. Hambatan 4. Hindrances
Secara umum kegiatan Komite tidak mengalami In general, the Commitee activities do not face any
hambatan yang signifikan, namun beberapa hal yang significant hindrances, however, some matters that needs
perlu mendapatkan perhatian yaitu sebagai berikut: to consider such as:
a. Kehadiran Anggota Komite belum secara rutin hadir a. The Committee is routinely yet to attend minimum
minimal satu minggu sekali di Kantor Pusat PT Angkasa once in a week at the head office of PT Angkasa Pura
Pura II (Persero), namun kegiatan tugas komite II (Persero), however, duty activities of Committee are
umumnya dikerjakan dan diselesaikan dengan email. generally done and completed through an email.
b. Anggota Komite mempunyai pekerjaan di instansinya, b. Members of the Committee have tasks of work in their
namun tugasnya dapat diselesaikan pada waktunya. own agency, however, all duties can be completed
appositely.
5. Kesimpulan 5. Conclusion
a.
Secara umum program kegiatan Komite dapat a. In general, program activities of the Committee have
dilaksanakan secara maksimal. been maximally implemented.
b.
Dedikasi dan semangat Anggota Komite untuk b. Dedication and enthusiasm given from members of
memberikan kontribusi kepada Dewan Komisaris the Committee to give contributions to the Board
sangat tinggi, sehingga diharapkan dapat memberikan of Commissioners are extremely high, therefore,
masukan yang mendukung pelaksanaan tugas Dewan these can add up inputs to support the Board of
Komisaris secara optimal. Commissioners in implementing its duties optimally.


RAPAT KOMITE MANAJEMEN RISIKO DAN SDM RISK MANAGEMENT AND HR COMMITTEE MEETING
Selama tahun 2017, Komite Manajemen Risiko dan SDM telah Throughout 2017, the Risk Management and HR Committee
melaksanakan 17 kali rapat, yang terdiri dari rapat internal serta has conducted meetings by 17 times, which consisted of internal
rapat gabungan dengan Internal Auditor, Eksternal Auditor meetings and joint meetings with Internal Auditor, External
dan turut hadir dalam rapat-rapat gabungan antara Dewan Auditor and attended in joint meetings in between the Board
Komisaris dan Direksi. Tingkat kehadiran anggota Komite Audit of Commissioners and the Board of Directors. The attendance
dalam rapat-rapat tersebut adalah: level of members of the Risk Management and HR Committee
in the meetings are as follows:
RAPAT
NAMA JABATAN MEETING
NAME DESIGNATION JUMLAH
%
TOTAL
Anggota Komite MRS
Laillly Prihatiningtyas Member of Risk Management and Human Resources 17 100
Committee
Anggota Komite MRS

Moh. Romli Member of Risk Management and Human Resources 17 100
Committee
REMUNERASI KOMITE MANAJEMEN RISIKO & SDM RISK MANAGEMENT AND HR COMMITTEE REMUNERATION
Anggota Komite Manajemen Risiko & SDM yang bukan Members of Risk Management and HR Committee are not
Komisaris memperoleh remunerasi yang terdiri dari honorarium. a Board of Commissioners who receive remuneration from
Honorarium yang diberikan sebesar Rp.34.000.000,- per bulan. honorarium. The honorarium is only given for IDR 34.000.000,-
Total Remunerasi Komite Manajemen Risiko & SDM yang monthly. The total remuneration of Risk Management and HR
bukan Anggota Dewan Komisaris selama tahun 2017 sebesar Committee who is not a member of the Board of Commissioners
Rp.816.000.000,-(2 orang anggota Komite Manajemen Risiko throughout 2017 is IDR 816.000.000,- (2 members of Risk
& SDM ) Management and HR Committee).
Angkasa Pura II belum memiliki secara khusus Komite Nominasi PT Angkasa Pura II is yet to notably have a Nomination and
dan Remunerasi. Seluruh fungsi tersebut dijalankan oleh Dewan Remuneration Committee. The whole function has been carried
Komisaris. out by the Board of Commissioners.
KEBIJAKAN SUKSESI DIREKSI BOARD OF DIRECTORS SUCCESSION POLICY

Kebijakan suksesi Direksi dilakukan sesuai dengan ketentuan The Board of Directors Succession Policy is undergone in
yang ditetapkan oleh pemegang saham, dalam RUPS. Selain accordance with the provisions set by the Shareholders in RUPS.
itu ketentuan tersebut juga mengacu pada Anggaran Dasar Besides, these provisions are referred to the Board Manual and
dan Board Manual Angkasa Pura II. Pemilihan Direksi dilakukan the Articles of Association of PT Angkasa Pura II (Persero). The
melalui sesuai dengan ketentuan yang berlaku. selection of Board of Directors is done through the applicable
provisions.

SEKRETARIS DEWAN KOMISARIS

BOARD OF COMMISSIONERS SECRETARY
Dalam rangka menunjang pelaksanaan fungsi dan efektifitas In order to underpin an implementation of the functions and
peran Dewan Komisaris, ditunjuk seorang Sekretaris Dewan roles effectiveness of the Board of Commissioners, the Secretary
Komisaris. Pada tahun 2017, Sekretaris Dewan Komisaris dijabat to the Board of Commissioners is appointed. In 2017, the Board
Moh. Winarno berdasarkan KEP.03.03/00/04/2017/0218. of Commissioners Secretary was designated by Moh. Winarno
based on the KEP.03.03/00/04/2017/0218.
Fungsi dan penugasan Sekretaris Dewan Komisaris meliputi: Duties and Functions of the Board of Commissioners Secretary
mengadministrasikan undangan rapat Dewan Komisaris, sebagai includes: administrates the meeting invitations of the Board of
penghubung Dewan Komisaris dan Direksi, membuat surat-surat Commissioners, as a hub of the Board of Commissioners and the
keluar, mendokumentasikan surat-surat, menyusun risalah rapat Board of Directors, provides outgoing letters, prepares minutes
Dewan Komisaris, tugas kesekretariatan lainnya, memberikan of the Board of Commissioners meeting, other secretarial tasks,
bantuan ringkasan laporan manajemen, menyiapkan bahan provide a brief help of letter of management, prepares meeting
rapat Dewan Komisaris, mengumpulkan bahan dan informasi draft of the Board of Commissioners, collects the relevant
yang relevan dengan pelaksanaan tugas Dewan Komisaris dan materials and information to the Board of Commissioners
melakukan koordinasi dengan Sekretaris Perusahaan tentang implementation of tasks, and coordinate with the Corporate
hal-hal yang berkaitan dengan Dewan Komisaris dan Direksi. Secretary related to the relevance of the Board of Commissioners
and the Board of Directors.
TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN DUTIES AND RESPONSIBILITIES OF BOARD OF
KOMISARIS COMMISSIONERS SECRETARY
Secara garis besar, tugas Sekretaris Dewan Komisaris adalah In general, duties of the Board of Commissioners Secretary are
sebagai berikut: as follow:
1. Membantu Dewan Komisaris dalam membuat risalah rapat 1. Assist the Board of Commissioners on providing minutes of
Dewan Komisaris; the Board of Commissioners meetings;
2. Melakukan koordinasi pelaksanaan rapat-rapat Dewan 2. Coordinate the implementation of the Board of
Komisaris; Commissioners meetings;
3. Mengkoordinasikan tugas-tugas administratif, 3. Coordinate the administrative tasks, secretarial and
kesekretariatan dan protokoler Dewan Komisaris; protocoler of the Board of Commissioners;
4. Mengkoordinasikan dan tindak lanjut atas permintaan dan/ 4. Coordinate and follow up the demands and/or data/
atau pengumpulan data/informasi dari dan/atau kepada information gathering from the corporate management
pihak manajemen Perseroan dan eksternal yang tidak and external party which is not included in the duties of
tercakup dalam tugas-tugas Komite, termasuk informasi the Committee, including information on regulation and
mengenai peraturan dan ketentuan yang relevan dengan relevant provision with the duties and responsibilities of the
tugas dan tanggung jawab Dewan Komisaris; Board of Commissioners;
5. Mengkoordinasikan penyusunan rancangan anggaran dan 5. Coordinate a preparation of Articles of Association plan
menyampaikan Anggaran Tahunan Dewan Komisaris; and deliver the annual Articles of Association to the Board
of Commissioners;
6. Mengkoordinasikan penyusunan saran dan pendapat 6. Coordinate a preparation of inputs and advices on agenda
mengenai agenda dan materi Rapat Umum Pemegang and materials of the Shareholder general meeting (RUPS);
Saham;
7. Mengkoordinasikan dan tindak lanjut atas tugas lain yang 7. Coordinate and follow up on other tasks that are not
tidak tercakup dalam tugas-tugas Komite di bawah Dewan included in the duties of the Committee under the Board of
Komisaris; Commissioners.
REMUNERASI SEKRETARIS DEWAN KOMISARIS REMUNERATION OF BOARD OF COMMISSIONERS

SECRETARY
Sekretaris Dewan Komisaris menerima remunerasi perbulan The Board of Commissioners Secretary receives a monthly
sebesar Rp. 36.210.000,- remuneration as IDR 36.210.000,-.

SISTEM PENGENDALIAN INTERNAL

INTERNAL CONTROL SYSTEM
Salah satu implementasi tata kelola perusahaan yang baik One of the good corporate governance implementation is to
adalah memastikan bahwa sistem pengendalian internal ensure an effective internal control system. The implementation
berjalan secara efektif. Penerapan sistem pengendalian internal of internal control is set to ensure the Company on having a
diarahkan untuk memastikan bahwa Perseroan telah memiliki reliability of financial report and information, the compliance on
kehandalan laporan dan informasi keuangan, kepatuhan provision of applicable laws along with its operational activities
terhadap peraturan yang berlaku serta efisiensi dan efektivitas efficiently and effectively.
kegiatan operasional.
Untuk itulah Angkasa Pura II terus berupaya menerapkan sistem Therefore, PT Angkasa Pura II (Persero) constantly strive to
pengendalian internal yang efektif dengan melibatkan Dewan implement an effective internal control system that involves
Komisaris, Direksi, dan seluruh Insan Perseroan mengacu pada the Board of Commissioners, the Board of Directors, and the
prinsip-prinsip Internal Control-Integrated Framework yang whole company entity that refers to Internal Control-Integrated
diterbitkan oleh The Committee ofSponsoring Organization Framework principles issued by The Committee of Sponsoring
(COSO) of the Treadway Commission. Organization (COSO) of the Treadway Commission.
Angkasa Pura II melakukan evaluasi atau penilaian atas efektivitas PT Angkasa Pura II (Persero) conducts an evaluation or assessment
pengendalian internal pada tingkat korporat maupun tingkat on an effective internal control system at corporate level and
operasional/aktivitas dengan menerapkan dan memelihara operational/activity level by implementing and maintaining
sistem pengendalian internal dan prosedur pelaporan keuangan an internal control system and a sufficient financial report
yang memadai sesuai ketentuan yang berlaku. procedure in accordance with the provision of applicable laws.

SATUAN PENGAWASAN INTERN

INTERNAL AUDIT UNIT
Angkasa Pura II telah memiliki Fungsi Audit Internal yangdijalankan PT Angkasa Pura II (Persero) has had an Internal Audit Function
olehInternal Audit. Di dalam melaksanakanfungsinya, Internal undergone by the Internal Audit. In carrying out its functions,
Audit selaludiposisikan sebagai mitrastrategis bagi manajemen an Internal Audit has always been positioned as a strategic
yang dipercaya,profesional, obyektif,dan independen yang partner for the reliable, professional, objective, and independent
dapat memberikan nilai tambahbagipencapaian tujuan Angkasa management that can provide the added value for the goal
Pura II dengan meningkatkanefektifitas pengelolaan risiko, achievements of PT Angkasa Pura II (Persero) by enhancing its
pengendalian dan proses tatakelola perusahaan yang baik. effectiveness of risk management, control, and good corporate
governance process.
Unit Kerja Internal Audit mempunyai tugas membantuDirektur The Internal Audit Unit has duties to assist the President
Utama dalam melakukan pengawasan pelaksanaantugas Commissioner in supervising the duties of the whole work unit
seluruh unit kerja di lingkunganPerusahaan sertamemberikan implementation at the Company environment and giving the
saran-saran perbaikannya sesuai dengan rencanadan program improving suggestions based on the plan and program as well
serta kebijakan yang telah ditetapkan oleh Direksiberdasarkan as policy that has been stipulated by the Board of Directors
ketentuan yang berlaku. under applicable provisions.
Terkait dengan tugasnya tersebut Internal Audit harus Related to its duties Internal Audit Unit must be able to assess the
dapatmenilai kinerja Unit Kerja dan melakukan pemantauan performance of Work Unit and conduct supervision to provide
untukmemberikan informasi dini (early warning system) early warning system to President Director if a decreasing or
kepadaDirektur Utama bila terjadi penurunan atau deviating performance occurs in order to achieve the Company’s
penyimpanganterhadap kinerja dalam rangka mencapai sasaran targets especially the current year RKAP implementation.
perusahaankhususnya pelaksanaan RKAP tahun berjalan.
Seiring dengan perubahan lingkungan usaha yang berdampak In tandem with the changes on business environment that
pada perkembangan proses bisnis dan organisasi yang may affect to business process development and its implicated
berimplikasi pada berkembangnya risiko usaha serta isu tata developing organization on business risks and good corporate
kelola perusahaan (corporate governance), maka sistem governance issues, therefore the internal control system faces
pengendalian internal mengalami perubahanan dan memasuki on changes and enters in a paradigm focused on risk control,
paradigma yang berfokus pada pengendalian risiko (risk so that the Internal Audit Unit can grant the added value and
control), sehingga unit Internal Auditor dapat memberikan nilai improve an organization operation in attaining the Company’s
tambah (value added) dan meningkatan kualitas kerja organisasi goal or target. Thereby, the roles of Internal Audit is much more
(improve an organization operations) dalam mencapai sasaran needed as a Consulting/Advisor.
atau tujuan perusahaan. Dengan demikian peran Internal
Auditor lebih dibutuhkan sebagai Consulting/adviser.
Dalam kerangka pengendalian internal, manajemen harus In its internal control framework, the management requires to
melakukan penilaian risiko yang dihadapi pada setiap conduct a risk assessment faced by each business process, in
proses bisnis, sehingga dapat menerapkan bentuk/prosedur order to stipulate a form/procedure of the right control with a
pengendalian yang tepat dengan risiko seminimal mungkin. possible minimal risk.
Perencanaan audit berbasis risiko merupakan upaya audit The Risk Based Plan Audit is an Audit Internal effort in
internal dalam rangka melaksanakan perannya untuk membantu implementing its role to assist management facilitate an
manajemen mempermudah pencapaian tujuan organisasi. achievement towards the organization goals. The main activity in
Kegiatan utama dalam perencanaan audit berbasis risiko adalah the risk based that may hinder the achievement of organization
menentukan alokasi kegiatan audit agar lebih terarah pada area objective.
yang memiliki risiko besar yang dapat menghambat pencapaian
tujuan organisasi.


INTERNAL AUDIT UNIT
STRUKTUR SATUAN PENGAWASAN INTERNAL (SPI) INTERNAL AUDITOR COMPOSITION (SPI)

Fungsi Audit Internal Angkasa Pura II dilakukan oleh Divisi The function of Internal Audit of PT Angkasa Pura II (Persero)
Satuan Pengawasan Intern yang dipimpin oleh Senior Vice is run by the Internal Auditor Division headed by the Senior
President yang diangkat dan diberhentikan oleh Direksi dengan Vice President that is appointed and dismissed by the Board of
persetujuan Dewan Komisaris. Kedudukan Satuan Pengawasan Directors with an approval of the Board of Commissioners. The
Intern berada di bawah Direktur Utama. Internal Control Unit is set forth under the President Director.
Berdasarkan Peraturan Direksi Nomor PD.01.01/09/2017/0054 Based on the Board of Directors regulation of Number
tanggal 29September 2017 tentang Organisasi dan TataKerja PD.01.01/09/2017/0054 dated 29 September 2017 on the
Kantor Pusat dan Kantor Divisi PT Angkasa Pura II (Persero), Organization and Work Procedure of Head Office and Division
telah ditetapkan termasukdi dalamnya struktur organisasi, Office of PT Angkasa Pura II (Persero), it has been set forth
fungsi, tugas dan wewenang serta tata kerja Internal Audit. therein its organization structure, function, duty and authorities
as well as the Internal Audit work procedure.
PRESIDENT
DIRECTOR
SENIOR VICE PRESIDENT

OF INTERNAL AUDIT
VICE PRESIDENT VICE PRESIDENT OF VICE PRESIDENT

OF OPERATION & INFRASTRUCTURE & OF BUSINESS &
SERVICE AUDIT FACILITY AUDIT SUPPORTING AUDIT
Sesuai struktur organisasi tersebut di atas dapat dijelaskan In accordance with the above organization structure, it can be
bahwa, Internal Auditmempunyai tugas membantu President explained that the Internal Audit owns a duty to assist President
Director (Direktur Utama) dalam melaksanakan pengawasan Director in running a control toward the implementation of
pelaksanaan tugas seluruh unit kerja unit kerja dilingkungan duties of the whole work unit at the corporate environment
perusahaan serta memberikan saran-saran perbaikan sesuai as well as to give improving inputs in accordance with plan
dengan rencana dan program serta kebijakan yang telah and program as well as the policy stipulated by the Board of
ditetapkan oleh Board of Directors (Direksi) berdasarkan Directors based on the provision.
ketentuan.


INTERNAL AUDIT UNIT
Unit Internal Audit merupakan aparat pengawas internal Internal Auditor is an internal supervisory unit of the Company
perusahaan yang dipimpin oleh seorang Senior Vice President led by the Senior Vice President of Internal Audit who is directly
of Internal Audit yang bertanggung jawab langsung kepada responsible to the President Director. In the implementation
President Director (Direktur Utama). Dimana dalam pelaksanaan therein, the Senior Vice President of Internal Audit is assisted
tugasnya, Senior Vice President of Internal Audit dibantu oleh by Vice President Of Operation & Service Audit, Vice President
Vice PresidentOf Operation & Service Audit, Vice PresidentOf Of Infrastructur & Facility Audit and Vice President Of Business
Infrastructur & Facility Audit dan Vice PresidentOf Business & Supporting Audit along with the Senior Auditor and Junior
& Supporting Audit beserta para Senior Auditor dan Junior Auditor.
Auditor.
Untuk mendukung independensi dan obyektivitas serta To support the independency and objectivity as well as the
kelancaran pelaksanaan tugas, maka Senior Vice President Of smooth implementation of tasks, therefore, Senior Vice
Internal Auditdapat berkomunikasi langsung dengan Dewan President of Internal Audit can directly communicate with the
Komisaris melalui Komite Audit untuk menginformasikan Board of Commissioners through Audit Committee to inform
berbagai hal yang berhubungan dengan hasil pengawasan. matters related to the monitoring result.
PROFIL KEPALA SPI | INTERNAL AUDITOR (SPI) HEAD PROFILE

Warga Negara Indonesia, lahir di Belawan pada 15 November 1962 (umur 55 tahun).
Menyelesaikan pendidikan S1 pada Fakultas Ekonomi Manajemen Universitas Islam
Syekh Yusuf, Tangerang. Bergabung di Internal Auditor bulan Februari 2016 sebagai
Head of Internal Auditor. Memiliki pengalaman menduduki jabatan penting antara
lain: Senior General Manager KCU. Bandara Soekanro-Hatta tahun 2015, General
Manager KC. Bandara Sultan Mahmud Badaruddin II - Palembang tahun 2014, Deputi
Direktur Pelayanan Bandara tahun 2012 dan menjabat sebagai Head Of Internal
Auditors tahun 2016 sampai dengan saat ini.
An Indonesian Citizen, born in Belawan on November 15, 1962 (55 years old). He obtained his Bachelor Degree of Economics
Management from University of Islam Syekh Yusuf, Tangerang. He joined at the Internal Auditor on February 2016 as the
Head of Internal Auditor. Having an experience as such in following crucial designations: Senior General Manager at Branch
Office of Soekarno-Hatta Airport in 2015, General Manager at Branch Office of Sultan Mahmud Badaruddin II Airport –
Palembang in 2014, Deputy Director of Airport Services in 2012 and now designated as the Head Of Internal Auditor from
2016 to present.
KOMPOSISI AUDITOR INTERNAL INTERNAL AUDITOR COMPOSITION

Per 31 Desember 2017, Unit Internal Auditor didukung As per December 31, 2017, Internal Auditor is supported by 33
oleh 33 (tiga puluh tiga) personil, termasuk Head of Internal (thirty three) personnels, including Head of Internal Auditor and
Auditor dan Staff, dengan kualitas dan kompetensi sesuai Staff, with a competence and quality required in accordance
yang dipersyaratkan dalam uraian tugasnya dengan komposisi with job descriptions as a following composition:
sebagai berikut:


INTERNAL AUDIT UNIT
KONDISI EXISTING INTERNAL AUDITOR KONDISI EXISTING INTERNAL AUDITOR

JABATAN
NO. EXISTING
DESIGNATION
1 SENIOR VP OF INTERNAL AUDIT 1
2 VICE PRESIDENT AUDIT 3
3 SENIOR AUDITOR 17
4 JUNIOR AUDITOR 10
5 INTERNAL AUDIT OFFICER/STAFF 2
JUMLAH | TOTAL 33
JUMLAH PERSONIL AUDITOR: 27 PERSONIL (SENIOR DAN JUMLAH PERSONIL AUDITOR: 27 PERSONIL (SENIOR DAN
JUNIOR AUDITOR) JUNIOR AUDITOR)
JABATAN
NO. EXISTING
DESIGNATION
1 OPERATIONS & SERVICE AUDIT 6
2 INFRASTRUCTURE & FACILITY AUDIT 7
3 BUSINESS & SUPPORTING AUDIT 14
JUMLAH | TOTAL 27
NAMA JABATAN
NO.
NAME DESIGNATION
1 ZULFAHMI Senior Vice President Of Internal Auditor
OPERATIONS & SERVICE AUDIT
2 ANDANG SANTOSO Vice President Of Operation & Service Audit
3 DWI WARASTO Ops. & Serv Senior Auditor
4 PRIO AMBARDI Ops. & Serv Senior Auditor
5 CECEP KURNIA Ops. & Serv Senior Auditor
6 INDAH WIJAYANTI Ops. & Serv Senior Auditor
7 DALISNIA Ops. & Serv Senior Auditor
8 YATMIN Ops. & Serv Senior Auditor
INFRASTRUCTURE & FACILITY AUDIT
9 SISWANTO Vice President Of Infrastruktur & Facility Audit
10 IMAM ZAENAL EHWAN Infrastruktur & Facility Senior Audit
11 DONY WARDONO Infrastruktur & Facility Senior Audit
12 RAFDI Infrastruktur & Facility Senior Audit
13 HERU KARYADI Infrastruktur & Facility Senior Audit
14 PRAYOEDI HERLEBENG Infrastruktur & Facility Junior Audit
15 REIZA IRFANSYAH Infrastruktur & Facility Junior Audit
16 KARNEDI Infrastruktur & Facility Junior Audit


ACCATIUNTIAES DOLUPTAS MODITAECABO
NAMA JABATAN
NO.
NAME DESIGNATION
BUSINESS & SUPPORT AUDIT
17 SYAMSUDDIN Vice President Of Business & Support Audit
18 MULYANA Business & Support Senior Audit
19 EVI HELTYSIANA Business & Support Senior Audit
20 DWI ARIES DARMAWAN Business & Support Senior Audit
21 BATTE RAYMOND Business & Support Senior Audit
22 TETI GUNARTI Business & Support Senior Audit
23 TARSONO Business & Support Senior Audit
24 MUHAMMAD SAKTIOKO Business & Support Senior Audit
25 SHOLEH RASYID Business & Support Junior Audit
26 HETTY SULISTYAWATI Business & Support Junior Audit
27 DANIA NURAINI Business & Support Junior Audit
28 ELFIN Business & Support Junior Audit
29 IRVIANDI IRFAN Business & Support Junior Audit
30 YUSUP ANDI KURNIAWAN Business & Support Junior Audit
31 REZI EKA PUTRA Business & Support Junior Audit
INTERNAL AUDITOR OFFICER
32 FERRY WIRAWAN Staf Senior
33 ANDIKA APRIANSYAH Staf Senior
PIAGAM INTERNAL AUDIT INTERNAL AUDIT CHARTER

SPI memiliki Piagam Internal Audit (Internal Audit Charter) yang Internal Auditor (SPI) has an Internal Audit Charter legitimiated
disahkan pada tahun 2013 Isi dari Internal Audit Charter sebagai in 2013. Following is the content of Internal Audit Charter:
berikut:
1. Umum 1. General
Perusahaan harus menerapkan Good Corporate Governance The Company must implement the Good Corporate Governance
(GCG) atau tatakelola perusahaan untuk dapat meningkatkan (GCG) in order to enhance the added value to the Shareholders,
nilai tambah bagi stakeholders, yaitu suatu kaidah, norma such as a rule, norm or healthier and ethical business practices.
ataupun praktik bisnis yang sehat dan beretika.
Dalam penerapannya, tata kelola perusahaan yang baik In the implementation, the Good Corporate Governance needs
memerlukan praktik pengawasan yang mengacu pada prinsip the supervision practices referring to the GCG principles, such
GCG, yaitu transparansi, akuntabilitas, pertanggungjawaban, as transparency, accountability, responsibility, independency,
kemandirian, keadilan dan kesetaraan. fairness and equality.
Peran Satuan Pengawas Internal (SPI) dalam mewujudkan GCG The role of Internal Auditor (SPI) in realizing GCG is (i) as an
adalah (i) sebagai pengawas independen yang melakukan independent supervisory to conduct audit, evaluation and
audit, evaluasi dan menilai operasional dan aktivitas assess operation and corporate activities, (ii) as a catalysator and
perusahaan, (ii) sebagai katalisator dan konsultan dalam consultant in respective matters to the Board of Directors and
hal-hal tertentu bagi Direksi dan manajemen yang berkaitan Management related to the risk management practices,


INTERNAL AUDIT UNIT
dengan praktik manajemen risiko, sistem pengendalian internal control system and GCG practices as well as the effort
internal dan praktik GCG serta dalam upaya meningkatkan on enhancing the performance and corporate value sustainably.
kinerja dan nilai perusahaan secara berkelanjutan.
2. Tujuan Piagam SPI 2. Internal Auditor (SPI) Charter Purpose

Piagam Pengawasan Internal (Internal Audit Charter) adalah The Internal Audit Charter is a written formal statement, that
sebuah pernyataan formal tertulis, yang menjadi dasar has been a recognition base of existence and the functioning
pengakuan keberadaan dan berfungsinya Satuan Pengawas of Internal Auditor (SPI) in performing the auditing control
Internal (SPI) dalam melaksanakan tanggung jawab responsibility.
pengawasan pengendalian.
Piagam Pengawasan Internal PT Angkasa Pura II (Persero) The Internal Auditor (SPI) Charter of PT Angkasa Pura II
mengatur visi dan misi SPI, kedudukan, wewenang, tugas (Persero) sets forth the vision of mission of SPI, position,
dan tanggung jawab, ruang lingkup tugas, independensi, authority, duty and responsibility, scope of work,
akuntabilitas, integritas, pola hubungan, kode etik dan independency, accountability, intergrity, form of relationship,
standar profesi serta jaminan mutu SPI. code of ethics, professional standard and quality assurance
of SPI.
3. Unit SPI 3. Internal Auditor (SPI) Unit

Unit SPI PT Angkasa Pura II (Persero) merupakan aparat The Internal Auditor (SPI) Unit of PT Angkasa Pura II (Persero)
pengawas (auditor) internal Perusahaan yang dipimpin oleh is an internal supervisory (Auditor) of the Company lead by
seorang kepala dan bertanggung jawab langsung kepada the head and directly responsible to the President Director.
Direktur Utama.
4. Visi SPI 4. Internal Auditor (SPI) Vision

Menjadi pengawas internal perusahaan yang profesional dan To be a professional internal auditor and give an added value
memberi nilai tambah bagi Perusahaan to the Company.
5. Misi SPI 5. Internal Auditor (SPI) Mission

a.
Membantu manajemen dalam mewujudkan good a. Assist the management in realizing the good corporate
corporate governance, sehingga PT Angkasa Pura II governance, thereby PT Angkasa Pura II (Persero) to
(Persero) menjadi BUMN yang efektif, efisien, berdaya become a SOE in effectively, efficiently, highly competitive
saing tinggi dalam industri jasa kebandarudaraan dan in airport service industry and other respective field of
usaha lain yang terkait. business.
b.
Melaksanakan kegiatan pengawasan internal b. Implement the internal auditor activities on PT Angkasa
terhadap kegiatan PT Angkasa Pura II (Persero) guna Pura II (Persero) activities in order to conduct a control of
terselenggaranya pengendalian Perusahaan the Company
c.
Melaksanakan review terhadap proses pengendalian c. Conduct a review of the management control process,
manajemen, operasional, teknik, keuangan, pengelolaan operational, technical, financial, risk management, and
risiko, dan sumber dayamanusia menuju terciptanya good human resources in order to achieve the good corporate
corporate governance. governance.
d.
Melaksanakan audit, konsultansi dan memberikan d. Conduct an audit, consultancy, and give recommendation
rekomendasi untuk meningkatkan efektifitas dan efisiensi to enhance the effectiveness and efficiency as well as
serta daya saing perusahaan. competitiveness of the Company.
e.
Melaksanakan koordinasi dan pendampingan dengan e. Conduct a coordination and companion with external
auditor eksternal dalam mewujudkan akuntabilitas auditor in realizing the accountabillity of the Company
perusahaan yang optimal. optimally.


INTERNAL AUDIT UNIT
6. Kedudukan 6. Position
a. Satuan Pengawas Internal (SPI) berkedudukan langsung di a. Internal Auditor (SPI) is directly under the President
bawah Direktur Utama. Commissoner.
b. Satuan Pengawas Internal (SPI) dipimpin oleh seorang b. Internal Auditor (SPI) is led by the head of Internal Audit.
Kepala Satuan Pengawas Internal (Ka SPI). c. Head of Internal Auditor (SPI) is appointed and dimissmed
c. Kepala Satuan Pengawas Internal (Ka SPI) diangkat dan by the President Commissoner upon approval of the
diberhentikan oleh Direktur Utama setelah mendapat Board of Commissioners.
persetujuan Dewan Komisaris.
7. Wewenang 7. Authority
a. Menyusun dan mengembangkan sistem, pedoman, a. Prepare and develop system, guideline, plan, and program
perencanaan danprogram kerja audit sesuai dengan of audit work in accordance with the applicable standard
Standar dan Kode Etik yang berlaku. and code of ethics.
b. Menyusun dan mengubah kebijakan dan prosedur b. Prepare and amend the policy and procedure of internal
audit internal serta ruang lingkup pekerjaan audit sesuai audit as well as the scope of audit work in accordance
dengan perubahan lingkungan eksternal/internal dan with the changes on external/internal environment and
kebutuhan audit internal. the needs of internal audit.
c.
Menyusun Program Kerja Pengawasan Tahunan (PKPT) c. Prepare the Annual Audit of Work Program (PKPT)
termasuk anggarannya. Dalam proses penyusunan including its budget. In the process of preparation on the
program kerja audit tahunan berkoordinasi dengan annual audit of its work program is in coordination with
Komite Audit Perusahaan. the Audit Committee of the Company.
d. Melaksanakan Rencana Pengawasan Tahunan (RPT) d. Conduct the annual audit plan (RPT) that has been agreed,
yang telah disepakati, termasuk penugasan khusus dari including the special assignment from the President
Direktur Utama. Commissoner.
e. Mengembangkan kompentensi dan kinerja personil SPI. e. Develop the competency and performance of the Internal
Auditor (SPI) personnels.
f. M
eningkatkan peran SPI sebagai evaluator, katalisator f. Enhance the Internal Auditor (SPI) role as an evaluator,
dan konsultan internal perusahaan antara lain memberi catalysator and internal consultant of the Company such
masukan kepada manajemen mengenai pengelolaan as to give inputs to the management on risk management,
risiko, pengendalian dan proses governance. control and governance process.
g. Mengakses seluruh sumber daya (data, informasi, g. Access the whole resource (data, information, document,
dokumen, catatan, personal dan lain-lain) di unit kerja note, personal and others) at the work unit in the
perusahaan untuk melaksanaan tugas auditnya. Company to implement the tasks of audit.
h. Meminta saran dan pendapat dari pihak ketiga atau h. Give inputs and advices from third party or professionals
tenaga ahli jika diperlukan dalam pelaksanaan tugas. if needed in its implementation of tasks.
i.
Melakukan konsultasi dengan Direkur Utama, dan i. Conduct a coordination with the President Director, and
berkoordinasi dengan Dewan Komisaris melalui Komite coordinate with the Board of Commissioners through the
Audit. Audit Committee.


INTERNAL AUDIT UNIT
8. Tugas dan Tanggung Jawab 8. Duties and Responsibilities

Dalam melaksanakan tugasnya, SPI memiliki tugas dan In the implementation of tasks of Internal Auditor (SPI) has
tanggung jawab untuk: the following duties and responsibilities to:
a. Membantu Direksi dalam memenuhi tanggungjawab a. Assist the Board of Directors in fulfilling the corporate
pengelolaan perusahaan, dengan cara audit atas ketaatan, management responsibility, by way of an audit of
operasional, dan kinerja seluruh kegiatan unit kerja obedience, operational, and performance of the
perusahaan secara terpadu atas ketaatan, kelengkapan entire work unit activities of the Company and provide
dan penggunaan dari pengendalian akuntansi, keuangan suggestions for improvement towards achieving the
dan pengendalian lainnya serta memberikan saran-saran objectives and targets which have been set on each work
perbaikan mengarah pada pencapaian tujuan dan sasaran unit of the Company.
yang telah ditetapkan pada masing-masing unit kerja dan
perusahaan. b. A ssist the Board of Directors in order to improve the
b. Membantu Direksi dalam upaya meningkatkan realization of the good corporate governance, encourage
terwujudnya good corporate governance, mendorong the effectiveness of the Company’s internal control
efektivitas sistem pengendalian internal perusahaan, system, improve the risk management and performance
peningkatan pengelolaan risiko dan kinerja perusahaan of the Company and the implementation of the business
serta penerapan etika bisnis. ethics.
c. Membantu Direksi untuk memberikan perhatian atas c. Assist the Board of Directors to put an attention on an
terjadinya perubahan lingkungan industri, risiko bisnis emerging changes of industrial environment, business
yang mungkin timbul, peluang upaya peningkatan efisiensi risks that may occur, opportunities of efforts to improve
dan efektivitas dan hal-hal lain yang mempengaruhi efficiency and effectiveness and other matters that affect
kinerja perusahaan. the Company’s performance.
d. Mendorong unit-unit kerja di lingkungan PT Angkasa d. Encourge work units within the PT Angkasa Pura II
Pura II (Persero) dalam meningkatkan efektivitas sistem (Persero) environment to improve the effectiveness of
pengendalian internal dan pencapaian target kinerja internal control system and the achievement of work
unit kerja dalam rangka mencapai visi, misi, tujuan, dan unit performance targets in order to achieve the vision,
sasaran Perusahaan. mission, objectives and targets of the Company.
e. Memberikan penilaian tentang kecukupan dan efektivitas e. Provide an assessment of the adequacy and effectiveness
sistem pengendalian internal perusahaan dan pengelolaan of the Company’s internal control system and risk
risiko atas kegiatan perusahaan. management on the Company’s activities.
f. Melaporkan hal-hal yang penting yang berkaitan dengan f.
Report crucial matters related to weaknesses and
kelemahan dan peluang perbaikan proses pengendalian opportunities for improvement of the financial and
keuangan dan operasional kegiatan perusahaan. operational control process of the Company’s activities.
g. Mengidentifikasikan kegiatan-kegiatan yang akan diaudit, g. Identify activities to be audited, evaluate and assess the
mengevaluasi serta menilai tingkat risiko kegiatan- risk level of such activities in relation to the audit planning.
kegiatan tersebut dalam kaitannya dengan perencanaan
audit.
h. Memberikan laporan berkala atas hasil-hasil pelaksanaan h. Provide regular reports on the results of audit by as
audit triwulanan, semester, current audit, post audit, dan per quarter, semester, current audit, post audit, and
audit lanjutan (audit khusus) serta kecukupan sumberdaya advanced audit (special audits) as well as the adequacy
audit. of audit resources.
i. Memberikan rekomendasi perbaikan atas proses bisnis dan i. Provide recommendations for improvement on business
pengendalian internal perusahaan. processes and internal control of the Company.
j. Memantau pelaksanaan dan ketepatan pelaksanaan j. Monitor the implementation and accuracy of follow-up on
tindak lanjut ataslaporan hasil audit (LHA). the audit results report (LHA).


INTERNAL AUDIT UNIT
9. Ruang lingkup Tugas SPI 9. Scope of Internal Auditor (SPI) Duties

Ruang lingkup tugas SPI meliputi hal-hal sebagai berikut: Scope of Internal Auditor (SPI) Duties includes the following
a. Mereviu dan menilai untuk memastikan bahwa sistem matters:
pengendalian internal perusahaan telah memadai, serta a. Review and assess to ensure that the internal control system
berfungsi secara efektif dalam mencapai tujuan dan of the Company is adequate and effectively functional in
sasaran Perusahaan secara efisien dan ekonomis dan achieving the Company’s objectives and targets efficiently
menjamin kehandalan informasi keuangan dan informasi and economically and to ensure the reliability of financial
operasional perusahaan sertamenjaga dan melindungi information and operational information of the Company
aset perusahaan. as well as to maintain and protect the Company’s assets.
b. Melaksanakan audit operasional dan ketaaan atas b. Implement both operational and compliance audits on
kegiatan manajemen yang bertujuan untuk menilai the management activities that aim for assessing the
efisiensi dan efektivitas operasi perusahaan, kehandalan efficiency and effectiveness operations of the Company,
informasi dan pelaporan perusahaan, ketaatan terhadap the reliability of information and reporting of the
peraturan perundang-undangan serta pengamanan aset Company, compliance with the laws and regulations as
perusahaan. well as the security of the Company’s assets.
c. Melaksanakan audit lanjutan (audit khusus) terhadap kasus c. Implement the advanced audit (special audits) on the
yang memiliki indikasi terjadinya kecurangan (fraud). cases that may indicate the fraud to happen.
d. Melaksanakan audit kinerja atas perencanaan dan d. Implement the performance audits of the work plan and
program kerja masing-masing unit kerja dan penilaian work program of each work unit and assessment on its
kesesuaiannya dengan tujuan perusahaan serta penilaian conformity with objectives of the Company as well as
terhadap manajemen risiko. assessment of the risk management.
e. Melaksanakan penugasan khusus/tambahan yang relevan e. Carry out special/additional assignments relevant to the
dengan ruang lingkup tugas SPI. scope of duties of Internal Auditor (SPI).
f.
Melaksanakan konsultasi/pembinaan kepada unit kerja f. Conduct consultancy/coaching to the needed work unit in
yang membutuhkan dalam rangka meningkatkan kinerja order to enhance the Company performance.
perusahaan.
g. Ruang lingkup dan frekuensi audit yang dilakukan SPI g. The scope and frequency of audit run by the Internal
tergantung pada situasi dan kondisi tertentu seperti hasil Auditor (SPI) depends on the situation and some
audit dan tindak lanjutnya, materialitas tingkat risiko yang conditions such as the audit result and its follow-ups, risk
melingkupi suatu kegiatan, kecukupan pengendalian level of materiality that covers an activity, internal audit
internal, dan ketersediaan sumber daya SPI. adequacy, and the available human resources of Internal
auditor (SPI).
10. Standar Profesi dan Kode Etik 10. Standard for Professional Practice and Code of Ethics
Dalam rangka melaksanakan tugas-tugasnya, SPI mengacu In the implementation of tasks, the Internal Auditor (SPI)
pada Standar Profesi Audit Internal (SPAI) dari konsorsium refers to the Professional Standard of Audit Internal
organisasi profesi audit internal dan code of ethic dari The (SPAI) from the consortium of internal audit professional
Institute of Internal Auditors (IIA). organization and code of ethics from the Institute of Internal
Auditors (IIA).
11. Independensi, Obyektivitas dan Integritas 11. Independency, Objectivity, and Integrity
1. SPI harus independen secara organisasi dan pribadi harus 1.
Internal Auditor (SPI) must be independent in an
independen terhadap aktivitas yang sedang diaudit organization and be personally independent on current
sehingga dapat memberikan pendapat dan rekomendasi audited activities in order to give impartial and prejudiced
yang tidak memihak dan berprasangka buruk dalam inputs and recommendation in the implementation and
pelaksanaan dan pelaporan auditnya. Independen dapat its audit reports. Independency can be attained through
dicapai melalui kedudukan dalam perusahaan dan the positioning in the Company and auditor’s objectivity,
obyektivitas auditor yaitu: such as:


INTERNAL AUDIT UNIT
a. K
epala SPI harus ditempatkan pada posisi langsung a. H ead of Internal Auditor (SPI) has to be positioned
dibawah Direktur Utama sehingga pelaksanaan audit directly under the President Commissioner, thereby,
internal mendapat dukungan sepenuhnya dari Direksi the implementation of internal audit obtain a full
dan unit kerja perusahaan, tanpa campur tangan support from the Board of Directors and work unit of
pihak manapun. the Company, without any interference from other
parties.
b. SPI tidak diperkenankan terlibat dalam kegiatan b. Internal Auditor (SPI) is not allowed to involve
operasional yang meliputi perencanaan, in operational activities that covers planning,
pengembangan, implementasi dan pelaporan unit development, implementation and reporting of work
kerja perusahaan untuk memastikan kredibilitas hasil unit of the Company to ensure credibility of its audit
pengawasannya. result.
c. SPI harus bebas dari intervensi pihak manapun dalam c. Internal Auditor (SPI) must be free from interference
penetapan lingkup pekerjaan, pelaksanaan pekerjaan, from any parties in determining the scope of internal
serta dalam pengkomunikasian hasil audit kepada auditing, performing work and communicating results
pihak yang berwenang. to the authorized parties.
d. SPI dilarang mempunyai rasa keberpihakan, ketakutan, d. Internal Auditor (SPI) is prohibited to have the sense
loyalitas, serta ambisi yang dapat berpengaruh of partiality, fearness, loyalty, as well as ambition that
terhadap aktivitas yang sedang dilakukan, sehingga may affect the ongoing activities, in order to influence
dapat mempengaruhi tanggung jawab penugasannya. its task of responsibility.
2. SPI dikatakan bertindak obyektif bila bersikap tidak 2. Internal Auditor (SPI) can act objectively, impartially
memihak dan tidak bias, serta menghindari kemungkinan and unbiasedly, as well as avoid any possible conflict of
timbulnya benturan kepentingan. interests to happen:
a. SPI harus memiliki sikap mental yang obyektif, tidak a. Internal Auditor (SPI) must have a mental attitude to
memihak dan menghindari kemungkinan benturan be objective, impartial, and avoid any possible conflict
kepentingan dalam melakukan tugas pengawasan. of interests while implementing its duties of audit.
b. SPI harus yakin dapat mengambil keputusan b. Internal Auditor (SPI) must assure to take its
profesionalnya secara bebas, hasil kerjanya handal, professional decision-making freely, reliable in work
dapat dipercaya dan bebas dari pengaruh pihak luar result, be trustworthy, and free of influence from any
sehingga dapat menghasilkan laporan yang obyektif outsiders in order to produce an objective report as
serta dapat dipakai semua pihak terkait. well as can be used for all related parties
3. SPI harus menjaga integritas melalui: 3. SPI harus menjaga integritas melalui:
a. SPI dilarang menerima imbalan dalam bentuk apapun a. Internal Auditor (SPI) is prohibited to receive rewards in
dari pegawai, klien ataupun mitra perusahaan sehingga any kinds of form from employees, clients, or partner
dapat mempengaruhi pertimbangan profesionalnya. of the Company that may affect its professional
consideration.
b. SPI harus menunjukkan sikap mental yang jujur b. Internal Auditor (SPI) must have a mental attitude to
dan kesungguhan dalam melaksanakan tugas dan be honest and sincere in implementing its tasks and
memenuhi tanggung jawabnya. fulfilling its responsibility.
c. SPI tidak boleh secara sadar terlibat dalam tindakan c. Internal Auditor (SPI) is not allowed to be conciously
atau kegiatan yang dapat merusak citra SPI. involved in any actions nor activities that may harm the
image of Internal Auditor (SPI)


INTERNAL AUDIT UNIT
12. Akuntabilitas 12. Accountability

Akuntabilitas SPI dalam pelaksanaan tugasnya adalah: Following is the accountability of the Internal Auditor (SPI) in
a. Menyampaikan atau melaporkan Rencana Pengawasan its implementation of tasks:
Tahunan (RPT) termasuk anggarannya kepada Direktur a. Deliver or report the annual audit plan (RPT) include
Utama untuk mendapat persetujuan yang dituangkan its Budget to the President Commissioner to obtain an
dalam RKAP tahunan setelah dikoordinasikan dengan approval recorded in the annual RKAP upon coordination
Komite Audit. with the Audit Committee.
b. Melaporkan hasil pengawasan internal, penilaian, evaluasi b. Report the audit result of internal, assessment, evaluation,
dan kegiatan pemberian jasa konsultasi internal yang and activities of giving internal consultation services
disampaikan atau dikomunikasikan kepada manajemen delivered or communicated to the management both in
dalam bentuk tertulis dan lisan di dalam rapat formal written and verbal in the formal meeting or through other
ataupun melalui mekanisme lainnya secara berkala mechanism by periodically on status and the periodical
tentang status dan hasil pelaksanaan RPT secara periodik result of RPT implementation (per month, quarter,
(bulanan, triwulanan, atau semesteran) kepada Direktur semester) to the President Commissioner.
Utama.
c.
Menyampaikan tembusan Laporan Hasil Audit (LHA) c. D
eliver the copy of the Internal Audit Result Report (LHA)
internal setelah mendapat ijin Direktur Utama kepada upon given an approval of President Director to the Board
Dewan Komisaris /Komite Audit. of Commissioners/Audit Committee.
13. Pola Hubungan 13. Type of Liaison

1.
Hubungan dengan Auditan Dalam setiap penugasan 1. Liaison with the Internal Auditors, In every task of audits,
pengawasan, SPI memberikan penjelasan kepada the Internal Auditor (SPI) provides explanation to leader of
pimpinan unit kerja selaku auditan untuk : work unit as audits for:
a.
Menjelaskan tujuan dan ruang lingkup penugasan a. Explain objective and scope of tasks implemented prior
yang dilaksanakan sebelum kegiatan tersebut dimulai. to the activities to start off.
b. Membahas permasalahan-permasalahan yang ditemui b. Discuss the finding matters and recommendation
dan rekomendasi pada saat penyelesaian penugasan. during the completion process of tasks.
c.
Mendapatkan dukungan sepenuhnya dari auditan c. Obtain full support from audits in its implementation
dalam pelaksanaan tugasnya, serta memantau tindak of tasks, as well as monitor the follow-ups on
lanjut atas rekomendasi dari hasil temuan SPI dalam recommendation from finding result of the Internal
rangka perbaikan dan peningkatan kinerja unit kerja Auditor (SPI) in the improvement and enhancement for
perusahaan. work unit performance of the Company.
d. Tanggung jawab terhadap pengendalian risiko dan d. Responsibility on risk control and precaution of fraud
pencegahan kecurangan tetap ada pada manajemen remains exist on the management of every work unit
setiap unit kerja perusahaan. of the Company.
2. H
ubungan dengan Auditor Eksternal Hubungan SPI dengan 2. Liaison with External Auditors, The liaison of External
auditor eksternal bersifat kerjasama dalam pelaksanaan Auditor in relation to the Internal Auditor (SPI) with the
tugas audit di perusahaan. Bentuk kerjasamanya berupa: external auditor is a partnership in performing work of
a. Dalam penentuan ruang lingkup audit, auditor ekstern audits in the Company. Such partnership includes:
terlebih dahulu akan menilai keakuratan sistem a. In determining the scope of audit, the external auditor
pengendalian internal. Untuk itu auditor ekstern will be first to evaluate the accuracy of internal
terlebih dahulu menilai efektivitas pelaksanaan dan control system. Therefore, the external auditor has
hasil reviu SPI atas pengendalian internal pada masing- to first evaluate the performance effectiveness and
masing unit kerja perusahaan. the Internal Auditor (SPI) result of review on internal
control at each work unit of the Company.
b. SPI mendukung auditor ekstern termasuk dalam b. Internal Auditor (SPI) supports the external auditor
penyediaan informasi, dokumen, data dalam including the provision of information, document,
pelaksanaan audit dengan seijin Direktur Utama. data in performing audit with the approval of President
Commissioners.


INTERNAL AUDIT UNIT
c. SPI melakukan koordinasi dengan auditor eksternal c. Internal Auditor (SPI) performs a coordination with
untuk mengurangi kemungkinan duplikasi. external auditor to reduce any possible duplication.
3. H
ubungan dengan Komite Audit SPI berkoordinasi dengan 3. Liaison of Audit Committee of Internal Auditor (SPI) in
Komite Audit dengan cara: coordination with the Audit Committee is as below
following:
a. Menyampaikan Program Kerja Pengawasan Tahunan, a. Deliver the annual audit framework,
b. Menyampaikan tembusan Laporan Hasil Audit (LHA) b. Deliver the copy of audit result report (LHA) to the
kepada Komite Audit tentang kecukupan pengendalian Committee Audit on internal control adequacy upon
internal atas ijin Direktur Utama. approval of President Director
c. Membahas current issue yang berkembang, dan trend c. Discuss emerging current issues and trends of practices
praktikpraktik dalam audit internal. on internal audit
d. Menyampaikan tembusan laporan mengenai dugaan d. Deliver the copy of report on the suspected fraud and
kecurangan dan memberikan informasi tentang status provide information on case study that currently been
kasus yang sedang diinvestigasi, atas ijin Direktur investigated upon approval of President Director
Utama. e. Conduct a coordination meeting with Audit Committee
e. Melakukan rapat koordinasi dengan Komite Audit by at least 1 (one) time in a month.
sekurangkurangnya 1 (satu) kali dalam sebulan.
14. Internal Auditor (SPI) Quality Enhancement
14. Peningkatan Kualitas SPI In order to ensure the professional and consistent quality
Dalam rangka menjamin kualitas SPI yang profesional dan of Internal Auditor (SPI), related to the review and method
konsisten, yang terkait dengan metode reviu dan audit, review, reporting sistem, standard of timelineness,
sistem pelaporan, standar ketepatan waktu, sistem evaluasi performance evalution system of Internal Auditor (SPI), then
kinerja SPI, maka diperlukan peningkatan kompetensi an enhancement of competency for the Internal Auditor
personil SPI secara berkesinambungan. (SPI) is needed sustainably.
15. Penutup 15. Closing

a. Piagam Pengawasan Internal (Internal Audit Charter) ini a. The Internal Audit Charter will be applied since the date
mulai berlaku sejak tanggal ditetapkan. has been set.
b. Piagam Pengawasan Internal (Internal Audit Charter) ini b. Internal Audit Charter will be observed and reviewed
akan ditinjau dan direviu secara berkala sesuai dengan periodically in tandem with the demands of development
tuntutan perkembangan dan kebutuhan perusahaan. and needs of the Company.
SDM DAN SERTIFIKASI PROFESI HUMAN RESOURCES AND PROFESSIONAL CERTIFICATION

Jumlah SDM di Divisi Satuan Pengawasan Intern sebanyak 33 Total Human Resources in Internal Auditor (SPI) is 33 (thirty three)
(Tiga Puluh Tiga) orang yang terdiri dari 27 SDM Auditor memiliki people, consisted of 27 HR Auditors who has an adequacy of
kualifikasi dan kompetensi yang memadai dalam melaksanakan competence and qualification in performing duty and functions.
fungsi dan tugasnya.
Secara lengkap nama personil SPI dan Sertifikasi profesi yang In overall, the personnel names of Internal Auditor (SPI) and
dimiliki sebagai berikut: professional certification are included in below:


INTERNAL AUDIT UNIT
NAMA JABATAN NAMA DIKLAT KETERANGAN

NO.
NAME DESIGNATION NAME OF DIKLAT NOTE
Senior Vice President Of Internal Seminar Audit

1 ZULFAHMI
Auditor Audit Seminar
OPERATIONS & SERVICE AUDIT
Vice President Of Operation & Audit Operasional dan Audit Kecurangan (Fraud Audit)-PPA&K Diklat Wajib PIA
2 ANDANG SANTOSO
Service Audit Operational Audit and Fraud Audit- PPA&K PIA Mandatory Diklat
Audit Forensik Lanjutan – PPA&K Diklat Lanjutan PIA

3 DWI WARASTO Ops. & Serv Senior Auditor
Continued Forensics Audit-PPA&K Audit Forensik PIA Continuity Diklat
Pengelolaan Tugas-Tugas Audit dan Pengukuhan PIA – PPA&K Diklat Wajib PIA
4 PRIO AMBARDI Ops. & Serv Senior Auditor
Duties of Audit Management and PIA Inauguration PIA Mandatory Diklat
Audit Intern Tingkat Dasar II dan Lanjutan Tingkat I–YPIA Diklat Wajib QIA
5 CECEP KURNIA Ops. & Serv Senior Auditor
Audit Intern Basic Level II and Continued Level I– YPIA QIA Mandatory Diklat
Audit Operasional dan - PPA&K Audit Kecurangan (Fraud

Diklat Wajib PIA
6 INDAH WIJAYANTI Ops. & Serv Senior Auditor Audit)
PIA Mandatory Diklat
Operational Audit and- Fraud Audit PPA&K
Audit Operasional dan - PPA&K Audit Kecurangan (Fraud

Diklat Wajib PIA
7 DALISNIA Ops. & Serv Senior Auditor Audit)
Operational Audit and - Fraud Audit PPA&K
Audit Intern Tingkat Dasar II - YPIA Diklat Wajib QIA

8 YATMIN Ops. & Serv Senior Auditor
Audit Intern Basic Level II QIA Mandatory Diklat
INFRASTRUCTURE & FACILITY AUDIT
Audit Kecurangan (Fraud Audit) dan Komunikasi & Psikologi

Vice President Of Infrastruktur & Diklat Wajib PIA
9 SISWANTO Audit – PPA&K
Facility Audit PIA Mandatory Diklat
Fraud Audit and Communication & Psychology Audit
Audit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&K Diklat Lanjutan PIA
10 IMAM ZAENAL EHWAN Infrastruktur & Facility Senior Audit
Purchase Audit/ Procurement Audit of good & service- PPA&K PIA Continuity Diklat
Pengelolaan Tugas-Tugas Audit dan Pengukuhan PIA - PPA&K Diklat Wajib PIA
11 DONY WARDONO Infrastruktur & Facility Senior Audit
Duties of Management Audit and PIA Inauguration PIA-PPA&K PIA Mandatory Diklat
Audit Operasional dan Komunikasi &Psikologi Audit – PPA&K

Diklat Wajib PIA
12 RAFDI Infrastruktur & Facility Senior Audit Operational Audit and Communication & Psychology Audit-
PPA&K
Audit Intern Tingkat Dasar II dan Lanjutan Tingkat I– YPIA Diklat Wajib QIA
13 HERU KARYADI Infrastruktur & Facility Senior Audit
Audit Intern Basic Level II and Continued Level I– YPIA QIA Mandatory Diklat
Audit Intern Tingkat Lanjutan I dan Lanjutan II – YPIA Diklat Wajib QIA
14 PRAYOEDI HERLEBENG Infrastruktur & Facility Junior Audit
Audit Intern Basic Level II and Continued Level II– YPIA QIA Mandatory Diklat

Diklat Wajib PIA
15 REIZA IRFANSYAH Infrastruktur & Facility Junior Audit Operational Audit and Communication & Psychology Audit-
PPA&K
Dasar - Dasar Audit dan Audit Operasional – PPA&K Diklat Wajib PIA
16 KARNEDI Infrastruktur & Facility Junior Audit
Basics of Audits and Operational Audit- PPA&K PIA Mandatory Diklat
BUSINESS & SUPPORT AUDIT
Vice President Of Business & Support Pengelolaan Tugas-Tugas Audit – PPA&K Diklat Wajib PIA
17 SYAMSUDDIN
Audit Duties of Management Audit and PIA Inauguration PIA-PPA&K PIA Mandatory Diklat
Audit Operasional dan Komunikasi & Psikologi Audit - PPA&K

Diklat Wajib PIA
18 MULYANA Business & Support Senior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K
Audit Kecurangan (Fraud Audit) dan Komunikasi &Psikologi

Diklat Wajib PIA
19 EVI HELTYSIANA Business & Support Senior Audit Audit – PPA&K

DWI ARIES DAR- Diklat Wajib PIA
20 Business & Support Senior Audit Audit – PPA&K
MAWAN PIA Mandatory Diklat


INTERNAL AUDIT UNIT
NAMA JABATAN NAMA DIKLAT KETERANGAN

NO.
NAME DESIGNATION NAME OF DIKLAT NOTE
Audit Intern Tingkat Lanjutan I dan Lanjutan II - YPIA Diklat Wajib QIA
21 BATTE RAYMOND Business & Support Senior Audit
Audit Intern Basic Level II and Continued Level II– YPIA QIA Mandatory Diklat

Diklat Wajib PIA
22 TETI GUNARTI Business & Support Senior Audit Audit – PPA&K
23 TARSONO Business & Support Senior Audit
Audit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&K PIA Continuity Diklat
Audit Operasional dan Audit Kecurangan (Fraud Audit)–

MUHAMMAD Diklat Wajib PIA
24 Business & Support Senior Audit PPA&K
SAKTIOKO PIA Mandatory Diklat
25 SHOLEH RASYID Business & Support Junior Audit
Purchase Audit/ Procurement Audit of good & service- PPA&K PIA Continuity Diklat

Diklat Wajib PIA
26 HETTY SULISTYAWATI Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K

Diklat Wajib PIA
27 DANIA NURAINI Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K

Diklat Wajib PIA
28 ELFIN Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K

Diklat Wajib PIA
29 IRVIANDI IRFAN Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K

YUSUP ANDI KURNI- Diklat Wajib PIA
30 Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
AWAN PIA Mandatory Diklat
PPA&K

Diklat Wajib PIA
31 REZI EKA PUTRA Business & Support Junior Audit Operational Audit and Communication & Pyschology Audit-
PPA&K
INTERNAL AUDITOR OFFICER
Staf Senior Dasar-Dasar Audit – PPA&K Diklat Wajib PIA

32 FERRY WIRAWAN
Senior Staff Basics of Audits- PPA&K PIA Mandatory Diklat
Staf Senior Dasar-Dasar Audit – PPA&K Diklat Wajib PIA

33 ANDIKA APRIANSYAH
Senior Staff Basics of Audits- PPA&K PIA Mandatory Diklat


INTERNAL AUDIT UNIT
PROGRAM PELATIHAN DIVISI SATUAN PENGAWASAN INTERNAL AUDITOR (SPI) TRAINING PROGRAM
INTERN
Divisi Satuan Pengawasan Intern menetapkan program training The Internal Auditor (SPI) Division sets forth training program
baik yang dilakukan oleh internal tim internal audit maupun in both conducted by internal team of audit internal and sent
dengan cara mengirimkan auditor untuk berpartisipasi dalam off auditor to participate in training program conducted by
program training yang diselenggarakan oleh pihak lain. Selain other party. Besides, training program of members of Internal
program training Anggota tim Internal Audit aktif berpartisipasi Audit team in actively participated on some seminars is in order
dalam beberapa seminar yang bertujuan untuk meningkatkan to enhance the individual abilities and develop internal audit
kemampuan individual dan mengembangkan organisasi organization in accordance with the world internal aduit in
internal audit agar sesuai dengan perkembangan internal audit general.
dunia pada umumnya.
Untuk tahun 2017, Program Pelatihan yang diikuti sebagai In 2017, the following training programs is as such:
berikut:
NAMA/TEMPAT
JENIS PENDIDIKAN TANGGAL/BULAN/TAHUN
NO. PENYELENGGARAAN
TYPE OF EDUCATION DATE/MONTHTLY/YEAR
NAME/PLACEMENT OF TRAINING
Dasar – dasar audit
1 PPAK 16-26 Jan 2017
Basics of audit
Audit Operasional
2 PPAK 16-25 Jan 2017
Operational Audit
Audit Intern Tingkat Dasar II

3 YPIA 16-17 Feb 2017
Internal Audit atr II
Audit Intern Tingkat Lanjutan I

4 YPIA 16-17 Feb 2017
Audit Audit Intern Contuinity Step I
Pengukuhan Gelar PIA

5 AAI 02-06 Mei 2017
PIA Inaguration
LAPORAN PELAKSANAAN KEGIATAN AUDIT TAHUN 2017 IMPLEMENTATION AUDIT ACTIVITY REPORT IN 2017
Dalam menjalankan tugasnya, Divisi Internal Audit memiliki In its implementation of tasks, Internal Audit Division has an
Program Kerja Audit Tahunan (PKAT) tahun 2017 yang disusun annual audit framework (PKAT) in 2017 prepared by using risk
dengan menggunakan pendekatan berbasis risiko (risk based based audit approach. The 2017 PKAT has been delivered to the
audit). PKAT 2017 telah disampaikan kepada komite audit dan Audit Committee and President Director.
Direktur Utama.
Perkembangan/progress atas kegiatan Internal Auditor Tahun The development/progress of Internal Audit Activity in 2017 can
2017tersebut dapat dijelaskan pada laporan sebagai berikut: be explained in below following report:
1. Audit Operasional Tahunan 1. Annual Operational Report

Audit Operasional Tahunan adalah Pemeriksaan/audit Annual Operational Audit is an examination/audit on operational
terhadap kegiatan operasional perusahaan secara sistematis activities of the company that systematically performed by the
yang dilakukan oleh Internal Audit perusahaan, baik terhadap Company’s Internal Audit, both on the financial report or an
laporan keuangan atau catatan akuntansi perusahaan accounting record of the Company and compliance with the
maupun ketaatan terhadap seluruh kegiatan proses bisnis entire business process activity towards the company regulation
terhadap peraturan perusahaan dan ketentuan yang berlaku and applicable provisions by putting forth of the identified risk
dengan mengedepankan profil risiko (risk register) yang telah register in order to minimise or distort possible risks that may
teridentifikasi sehingga risiko-risiko yang akan terjadi dapat occur.
diminimalkan atau dialihkan.


INTERNAL AUDIT UNIT
Pelaksanaan Audit Operasional pada tahun 2017 dilakukan The implementation Operational Audit in 2017 was performed
dengan menggunakan metode pemeriksaan berbasis by using the risk based audit method with the planned
risiko (risk based audit) dengan jadwal pelaksanaan yang implementation schedule conducted at the head office and 14
direncanakandilakukan di Kantor Pusatdan 14 (empatbelas) (fourteen) branch offices as following:
Kantor Cabang sebagai berikut:
OBYEK AUDIT WAKTU AUDIT
NO.
AUDIT OBJECT/AUDITEE Time of Audit
Bandara Kualanamu - Medan
1 10 - 21 April 2017
Kualanamu Airport- Medan
Bandara Sultan Thaha – Jambi
2 13 - 24 Maret 2017
Sultan Thaha Airport – Jambi
Bandara Internasional Soekarno - Hatta - THP I
3 20 Feb - 10 Mar 2017
Soekarno – Hatta International Airport - THP I
Bandara Sultan Syarif Kasim II - Pekanbaru
4 04 – 15 September 2017
Sultan Syarif Kasim II Airport - Pekanbaru
Bandara Depati Amir - Pangkal Pinang
5 08 Mei –19 Mei 2017
Depati Amir Airport - Pangkal Pinang
Bandara Supadio - Pontianak
6 07 - 18 Agustus 2017
Supadio Airport - Pontianak
Bandara Internasional Minangkabau - Padang
7 17 - 28 Juli 2017
Minangkabau International Airport - Padang
Bandara Raja Haji Fisabilillah - Tanjung Pinang
8 07 - 18 Agustus 2017
Raja Haji Fisabilillah Airport - Tanjung Pinang
Bandara Sultan Mahmud Badaruddin II - Palembang
9 13 - 24 Maret 2017
Sultan Mahmud Badaruddin II Airport - Palembang
Bandara Sultan Iskandar Muda - Aceh
10 10 - 21 April 2017
Sultan Iskandar Muda Airport - Aceh
Bandara Husein Sastranegara - Bandung
11 17 - 28 Juli 2017
Husein Sastranegara Airport - Bandung
Bandara Halim Perdana PK - Jakarta
12 15 Mei – 26 Mei 2017
Halim Perdana PK Airport - Jakarta
Bandara Internasional Soekarno - Hatta - THP II
13 18 Sep - 06 Okt 2017
Soekarno - Hatta International Airport - THP II
Kantor Pusat
14 28 Nov – 30 Des 2017
Head Office
2. Reviu Proyek Pengembangan Bandara 2. Airport Development Project Review

Reviu proyek Pengembangan Bandara adalah evaluasi terhadap Review on Airport Development project is an evaluation on
kegiatan pengadaan barang dan jasa atas pekerjaan proyek procurement activities of goods and services on the operation
pengembangan bandara di seluruh cabang-cabang perusahaan of airport development project in all branch offices to assess
untuk menilai apakah kegiatan tersebut telah berjalan lancar, whether that activity has been performed well, in accordance
sesuai dengan ketentuan yang berlaku dan memenuhi prinsip- with the applicable provisions and has met the principles of
prinsip tata kelola perusahaan yang baik (Good Corporate Good Corporate Governance.
Governance).
Rencana pelaksanaan Reviu Proyek Pengembangan Bandara Review of the Airport Development Project Plan in 2016 is as
pada tahun 2016 adalah sebagai berikut: follows:
OBYEK REVIU PROYEK WAKTU PELAKSANAAN

NO.
AUDIT OBJECT/AUDITEE DATE OF EVENT
Proyek Pengembangan Bandara Soekarno-Hatta, Tangerang

1 20 Feb - 10 Mar 2017
Soekarno-Hatta Airport Development Project--Tangerang
Proyek Pengembangan Bandara Sultan Thaha - Jambi

2 13 - 24 Maret 2017
Sultan Thaha Airport Development Project – Jambi
Proyek Pengembangan Bandara Silangit – Sumatera Utara

3 10 - 21 April 2017
Silangit Airport Development Project--North Sumatra


INTERNAL AUDIT UNIT
OBYEK REVIU PROYEK WAKTU PELAKSANAAN

NO.
AUDIT OBJECT/AUDITEE DATE OF EVENT
Proyek Pengembangan Bandara Husein Sastranegara - Bandung

4 10 - 21 Juli 2017
Husein Sastranegara Airport Development Project – Bandung
Proyek Pengembangan Bandara Supadio - Pontianak

5 07 - 18 Agustus 2017
Supadio Airport Development Project – Pontianak
3. Monitoring Tindak Lanjut Temuan 3. Follow-Up Finding Monitoring

Monitoring tindak lanjut temuan adalah rangkaian kegiatan Follow-up finding monitoring is series of activities performed
yang dilaksanakan secara sistematis oleh Internal Auditor systematically by Internal Auditor to determine whether the
untuk menentukan bahwa obyek audit (auditee) telah audit object (auditee) has implemented the examination
melaksanakan rekomendasi hasil pemeriksaan, baik yang result of recommendation, both from internal auditor and
berasal dari auditor internal maupun auditor eksternal, dalam external auditor, prior to the agreed deadline.
tenggang waktu yang telah disepakati sebelumnya.
onitoring tindak lanjut bertujuan untuk menilai secara

M T he follow-up finding monitoring aims to evaluate objectively
obyektif sejauh mana pelaksanaan rekomendasi temuan on whether how the implementation of recommended
dilaksanakan dan mengecek kebenaran data baik tertulis finding been performed and check data correctness on both
maupun fisik di lapangan atas laporan tinjut yang pernah written or physical at the field of the report delivered from
disampaikan auditee. the auditee.
Hasil monitoring tindak lanjut diklasifikasikan sebagai berikut: The follow-up result of monitoring is classified, as following:
a. Tindak lanjut telah sesuai rekomendasi (S); a. The follow-up has conformed with the recommendation
(S);
b. T indak lanjut belum sesuai rekomendasi dan masih dalam b. The follow-up has not yet to conform with the
proses tindak lanjut (DP); recommendation and still in the follow-up process (DP);
c. Rekomendasi belum ditindak lanjuti (B); c. The recommendation has not yet to be followed up (B);
d. Rekomendasi tidak dapat ditindak lanjuti (TDD). d. e recommendation can not be followed up (TDD).
Hasil pemantauan tindak lanjut temuan baik internal maupun Result of follow-up finding monitoring both internally and
eksternal adalah sebagai berikut: externally is as below:
TINDAK LANJUT TEMUAN INTERNAL - AUDIT OPERASIONAL INTERNAL FINDING FOLLOW-UP- OPERATIONAL
TAHUN 2016 AUDIT IN 2016
JUMLAH TINDAK LANJUT
JUMLAH
OBYEK AUDIT REKOMENDASI FOLLOW UP
NO. TEMUAN
AUDITEE TOTAL
TOTAL FINDING S DP BD TDD
RECOMENDATION
Bandara Kualanamu - Medan
1 13 34 34 0 0 0
Kualanamu Airport- Medan
Bandara Sultan Thaha - Jambi

2 7 19 19 0 0 0
Sultan Thaha Airport - Jambi
Bandara Internasional Soekarno - Hatta - THP I

3 14 34 33 1 0 0
Soekarno - Hatta International Airport - THP I
Bandara Sultan Syarif Kasim II - Pekanbaru

4 12 24 24 0 0 0
Bandara Depati Amir - Pangkal Pinang

5 11 20 19 0 1 0
Bandara Supadio - Pontianak

6 11 24 24 0 0 0
Supadio Airport - Pontianak


INTERNAL AUDIT UNIT
JUMLAH TINDAK LANJUT

JUMLAH
OBYEK AUDIT REKOMENDASI FOLLOW UP
NO. TEMUAN
AUDITEE TOTAL
TOTAL FINDING S DP BD TDD
RECOMENDATION
Bandara Internasional Minangkabau - Padang
7 14 39 39 0 0 0
Minangkabau International Airport- Padang

8 10 25 25 0 0 0

9 8 18 18 0 0 0
Bandara Sultan Iskandar Muda - Aceh

10 13 37 37 0 0 0
Sultan Iskandar Muda Airport - Aceh
Bandara Husein Sastranegara - Bandung

11 8 22 22 0 0 0
Husein Sastranegara Airport - Bandung
Bandara Halim Perdana PK - Jakarta

12 4 15 7 7 1 0
Halim Perdana PK Airport - Jakarta
Bandara Internasional Soekarno - Hatta - THP II

13 7 33 20 9 4 0
Soekarno - Hatta International Airport - THP II
Kantor Pusat
14 6 13 10 1 2 0
Head Office
JUMLAH
138 357 331 18 8 0
TOTAL
TINDAK LANJUT REVIU PROYEK 2016 REVIEW ON FOLLOW UP PROJECT 2016
JUMLAH JUMLAH TINDAK LANJUT

OBYEK AUDIT NO. LAPORAN TEMUAN REKOMENDASI FOLLOW UP
NO.
AUDITEE NUMBER OF REPORT TOTAL TOTAL
FINDING RECOMMENDATION S DP BD TDD
Bandara Sultah Syarif Kasim II - Pekanbaru

1 LHR.3/PRO-PKU/IV/2016 21 49 47 2 2 0
Sultah Syarif Kasim II Airport - Pekanbaru

2 LHR.6/PRO-PLM/VII/2016 13 34 30 2 2 0
Bandara Husein Sastranegara - Bandung LHP.17/PRO-BDO/

3 13 20 13 5 5 0
Husein Sastranegara Airport - Bandung XII/2016
Bandara Sultan Thaha - Jambi

4 LHR.16/PRO-DJB/XI/2016 7 19 16 3 3 0
Sultan Thaha - Airport Jambi

5 LHP.11/PRO-TNJ/IX/2016 5 5 3 2 2 0
JUMLAH
59 127 109 14 14 0
TOTAL


INTERNAL AUDIT UNIT
TINDAK LANJUT TEMUAN EKSTERNAL - BPK-RI EXTERNAL FINDING FOLLOW-UP- BPK-RI

JUMLAH JUMLAH
OBYEK AUDIT NO. LAPORAN TEMUAN REKOMENDASI TINDAK LANJUT
NO.
NAME OF AUDIT NUMBER OF REPORT TOTAL TOTAL
FINDING RECOMENDATION S DP BD TDD
General Audit TahunBuku 2004

1 6 14 14 0 0 0
General Audit of Year Book 2004
Pemeriksaan Tujuan Tertentu TB 2006-2007 39/AUDITAMA VII/

2 17 42 41 1 0 0
Strategic Policy Unit (PDTT) YB 2006-2007 PDTT/10/2010
Audit Kinerja TB 2011-2012 09/AUDITAMA VII/

3 23 50 50 0 0 0
Performance Audit YB 2011-2012 KINERJA/02 /2013
Audit Komersial& IT TB 2012-2013 08/AUDITAMA VII/

4 31 78 70 2 0 6
Commercial and IT Audit YB 2012-2013 PDTT/02/2014
Audit Proyek KNO Tahap I Tahun 2013 52/AUDITAMA VII/

5 6 9 9 0 0 0
KNO Project Audit Step I of Year 2013 PDTT/07/2014
Audit Proyek KNO Tahap II Tahun 2013 47A/AUDITAMA VII/

6 16 53 53 0 0 0
KNO Project Audit Step II of Year 2013 PDTT/07/2014
PDTT Pengelolaan Kargo BSH 2014 47B/AUDITAMA VII/

7 2 5 5 0 0 0
BSK Cargo Management of PDTT 2014 PDTT/07/2014
PDTT Pengelolaan Pendapatan & Biaya Thn.2013 s.d.

2015 18/AUDITAMA VII/
8 13 40 37 3 0 0
Cost and Income Management of PDTT from 2013 to PDTT/01/2016
2015
JUMLAH
114 291 282 3 0 6
TOTAL
TINDAK LANJUT TEMUAN EKSTERNAL - KANTOR AKUNTAN EXTERNAL FINDING FOLLOW-UP- PUBLIC
PUBLIK ACCOUNTING FIRM (KAP)
JUMLAH JUMLAH TINDAK LANJUT
TAHUN PEMERIKSAAN NO. LAPORAN TEMUAN REKOMENDASI FOLLOW-UP NILAI
NO.
YEAR OF AUDIT NUMBER OF REPORT TOTAL TOTAL SCORE
FINDING RECOMMENDATION S DP BD TDD
KAP Hertanto, Sidik&Rekan TB HS&R.IS/BO/15A.APII-

1 6 15 15 0 0 0 100%
2012 UU/13&HS&R.IS/BO/15B.APII-PI/13
KAP Hertanto, Sidik&Rekan TB HIS.IS/BO/003A.APII-UU/14&HIS.IS/

2 9 14 14 0 0 0 100%
2013 BO/003B.APII-UU/14
KAP Hertanto, Sidik& Rekan DSI.SW/HO/026A-APII-UU/15 &

3 3 12 12 0 0 0 100%
TB 2014 DSI.SW/HO/026B-APII-PI/15
RPC-680/PSS/2016 & RPC-681/

4 KAP Ernst & Young TB 2015 7 13 13 0 0 0 100%
PSS/2016
JUMLAH
25 54 54 0 0 0 100%
TOTAL


INTERNAL AUDIT UNIT
4. Audit Investigasi / PemeriksaanKhusus (Riksus) 4. Investigation Audit / Special Audit (Riksus)

Audit Khusus/Investigatif adalah serangkaian kegiatan Special Audit/Investigation is series of activities to recognize,
mengenali (recognize), mengidentifikasi (identify), identify, examine in detail of facts and existing information
danmenguji (examine) secara detail informasi dan to disclose the truth occurrence in proofing to encourage
fakta-fakta yang ada untuk mengungkap kejadian the law process on alleged irregularities that may deter the
yang sebenarnya dalam rangka pembuktian untuk Company.
mendukung proses hukumatasdugaanpenyimpangan yang
dapatmerugikanperusahaan.
Tujuan Audit Khusus/Investigatif adalah mengungkapkan The objective of Special Audit/Investigation is to reveal
terjadi atau tidaknya suatu perbuatan dan pelakunya guna whether or not the action and suspect are happened in order
dilakukan tindakan pemberian sanksi disiplin maupun to conduct an act of sanction, discpline and act of law.
tindakan hukum.
Pelaksanaan Audit Khusus/Audit Investigatif akan The implementation of Special Audit/Investigative will be
dilaksanakan berdasarkan perintah atau instruksi Direktur performed based on instruction/commands from President
Utama atau pengembangan dari hasil audit operasional Director or development from operational audit result on
terhadap suatu kasus yang perlu ditangani atau dilakukan case that requires an immediate and/or special investigation.
pendalaman segera dan/ataus ecarak husus.
5. Sertifikasi Profesi Internal Audit 5. Internal Audit Professional Certification

PT Angkasa Pura II telah mewajibkan semua auditor internal PT Angkasa Pura II (Persero) requires its entire internal auditor
untuk mengikuti berbagai pelatihan professional dalam to participate in sort of professional training in certification
rangka sertifikasi guna memenuhi standar yang dibutuhkan in order to fulfill the required standards of the Company.
Perusahaan. Head of Internal Audit, VP of Internal Audit The Head of Internal Audit, VP of Internal Audit and auditors
dan para auditor telah mendapatkan pelatihan di bidang have obtained a adequate training in purview of managerial
manajerial dan profesi yang memadai untuk dapat mengelola and professional as to be able to manage well the work unit
Unit Kerja Internal Audit dengan baik. Oktober ini, satu of Internal Audit. In this October, one personnel has obtained
personil Internal Audit telah memperoleh secara resmi a Certified Information Systems Auditor (CISA) from the
sertifikasi CISA (Certified Information Systems Auditor) dari Information Systems Audit & Control Association (ISACA).
lembaga international ISACA (Information Systems Audit &
Control Association).
HASIL TEMUAN AUDIT AUDIT FINDING RESULT

Hasil pelaksanaan audit tertuang dalam Laporan Hasil The audit implementation result recorded in the Audit Result
Pemeriksaan (LHP) yang antara lain memuat saran dari auditor Report (LHP) such as include inputs from auditors on the audit
atas temuan pemeriksaan. Saran tersebut harus ditindaklanjuti findings. Those inputs have to be followed up by auditee in
oleh auditee dalam batas waktu tertentu. Hasil pelaksanaan the respective period of time. The follow-up implementation
tindak lanjut dilaporkan oleh kepada Kepala SPI, yang kemudian result is reported by the Head of Internal Auditor (SPI), and then
dievaluasi untuk menetapkan kesesuaian tindak lanjut tersebut evaluated to stipulate the accordance of that follow-up with a
dengan rekomendasi. Untuk tindak lanjut yang sudah tuntas recommendation. To the cleared follow up will be stated as “the
akan dinyatakan “selesai ditindaklanjuti” dan diinformasikan completed follow-up” and informed to the auditee. Other such
kepada auditee. Adapun bagi tindak lanjut yang belum selesai unfinished follow-ups and in the status of “Monitor” will be
dan masih berstatus “monitor” diminta untuk diselesaikan requested to complete with an explanation if needed.
dengan penjelasan yang diperlukan.

CORPORATE SECRETARY
Sekretaris Perusahaan memiliki tugas utama menjaga citra The Corporate Secretary has a main objective to maintain its
perusahaan utamanya dengan membangun komunikasi dan main corporate image by building up communication and good
hubungan yang baik dalam rangka mendukung pengelolaan relationship in order to underpin the corporate management
perusahaan yang dilakukan oleh Direksi. Sekretaris Perusahaan performed by the Board of Directors. The Corporate Secretary
memainkan peran penting dalam memastikan aspek plays an important role in ensuring all disclosures aspects from
keterbukaan dari perusahaan. the Company.
Sekretaris Perusahaan diangkat berdasarkan keputusan Direksi. The Corporate Secretary are appointed based on a Decree
Dalam struktur organisasi Perseroan, Sekretaris Perusahaan of Board of Directors. In the organization structure of the
bertanggung jawab langsung kepada Direktur Utama. Dalam Company, the Corporate Secretary is responsible directly to the
menjalankan fungsi dan perannya, Sekretaris Perusahaan President Director. The implementation of roles and functions,
mencakup: the Corporate Secretary covers:
a. Mengikuti perkembangan dunia usaha; a. Keep abreast of business development
b. Memberikan pelayanan atas setiap informasi yang b. Provide services on every information required by
dibutuhkan pemangku kepentingan yang berkaitan dengan stakeholders that is related to the condition of the Company
kondisi perseroan
c. Sebagai penghubung atau contact person antara perseroan c. Act as a liaision or contact person between the Company
dengan otoritas terkait serta masyarakat. and the related authorities as well the society.
PROFIL CORPORATE SECRETARY CORPORATE SECRETARY PROFILE
Agus Haryadi
Warga Negara Indonesia, 48tahun. Menyelesaikan Pendidikan Master of Business
Administration pada school of Business management ITB. Memiliki pengalaman
menjabat sebagai Legal Contract Manager (2008-2009), Chief of Auction (2009-
2012), Kepala Biro pelelangan (2012-2015), Kepala Biro Hukum (2015). Menjabat
sebagai Head of Corporate Secretary & Legal sejak 17 Juni 2015,
An Indonesian citizen, 48 years old. He obtained his Master in Business Administration at the School of Business and
Management, ITB. Has an experience as the Legal Contract Manager (2008-2009), Chief of Auction (2009-2012), Head of
Auction Bureau (2012-2015), Head of Legal Bureau (2015). He has been serving as the Head of Corporate Secretary and Legal
since June 17th, 2015.
RIWAYAT PELATIHAN CORPORATE SECRETARY TRAINING HISTORY OF CORPORATE SECRETARY
NAMA PELATIHAN TANGGAL PENYELENGGARA

NO.
NAME OF TRAINING DATE EXECUTOR
Strategic Management Batch 2 Sesi 1 25 Maret 2017

1 PT Angkasa Pura II (Persero)
Strategic Management Batch 2 Session 1 March 25, 2017
Sosialisasi Evaluasi Jabatan Batch 1 29 September 2017

2 PT Angkasa Pura II (Pesero)
Sosialisasi Evaluasi Jabatan Batch 1 September 29, 2017

CORPORATE SECRETARY
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES

Sekretaris Perusahaan memiliki peranan penting dalam The Corporate Secretary has an important role in facilitating
memfasilitasi komunikasi antara organ Perusahaan, hubungan communication between organ of the Company, relationship
antara Perusahaan dengan stakeholders, dan komunikasi Untuk between the Company and stakeholders and communications.
mendukung peran tersebut, Sekretaris Perusahaan memiliki To encourage such role, The Corporate Secretary has the
fungsi : following work functions:
Merencanakan, mengarahkan, memonitor, membina, dan Plan, guide, monitor, train and evaluate such activities of:
mengevaluasi kegiatan:
a. Hubungan masyarakat (eksternal dan internal); a. Public Relations (External and Internal)
b. Hubungan kelembagaan dan tata kelola perusahaan; b. Institutional Relations and Good Corporate Governance
c. Administrasi kesekretariatan Board of Directors dan c. Secretarial Administration of Board of Directors and
Board of Commissioners; Board of Commissioners
d. Penyusunan dan penelaahan peraturan, perjanjian non d. Preparation and Review on regulation, non commercial
komersial, kerja sama, dan dokumentasi hukum; agreement, partnership, and documentation of law
e. Pelaksanaan advokasi dan penyelesaian/tindak lanjut e. Implementation of Advocacy and submission/follow-up
permasalahan hukum. on a matter of Law.
Adapun tugas dan tanggung jawab Sekretaris Perusahaan In addition, duties and responsibilities of the Corporate Secretary
sebagai berikut: are as follow:
a. Memberi arahan melalui formulasi kebijakan fungsional a. Give directions through the functional policy formulation
atas kegiatan fungsi sekretariat perusahaan dan hukum on the activities of the corporate secretarial and law
serta memastikan kesesuaian kebijakan dengan arahan functions, as well as ensure a policy compliance with
strategis perusahaan; the corporate strategic direction
b. Menyusun strategi untuk optimalisasi kegiatan fungsi b. Develop a strategy to optimize the function of a
sekretariat perusahaan dan hukum pada wilayah kerja secretarial corporate & legal on the working area of the
Perusahaan; Company
c. Mengawasi dan mengendalikan pelaksanaan program, c. Supervise and control the implementation of program,
sistem, dan prosedur serta penggunaan anggaran system, and procedure and the use of budget
Subdirektorat Corporate Secretary & Legal; SubCorporate Secretary & Legal
d. Memastikan pelaksanaan pembinaan hubungan dengan d. Ensure the implementation of relationship with external
pihak luar, lembaga pemerintah dan non pemerintah, parties, government institutions and nongovernmental,
institusi lain, serta pemegang saham; other institutions, as well as shareholders.
e. Memastikan pelaksanaan penyiapan, perumusan, dan e. Ensure the implementation of preparation, formulation,
penyelesaian peraturan, perjanjian dan kerja sama a completion of rules, agreements and cooperation
perusahaan dan inventarisasi dokumentasi hukum serta of the company and inventories as well as the legal
konsultasi dan bantuan hukum untuk kepentingan documentation consulting and legal assistance for the
perusahaan dan karyawan di dalam maupun di luar benefit Companies and employees both inside and
pengadilan; outside court.
f. Mengawasi kegiatan corporate branding di dalam f. Oversee the activities of corporate branding in and
maupun luar lingkungan kerja Perusahaan; outside of work environment of the Company
g. Memastikan pelaksanaan kegiatan resmi perusahaan g. Ensure the implementation of official corporate activities
serta analisa dan evaluasi bahan materi acara resmi as well as the analysis and evaluation on materials of the
perusahaan; official corporate event
h. Berkoordinasi dengan Subdirektorat Corporate Social h. Coordinate with the SubCorporate Social Responsibility
Responsibility untuk pelaksanaan kegiatan CSR (CSR) for the implementation of CSR of the Company
Perusahaan;
i. Memberi arahan dan bertanggung jawab penuh i. Provide directions and take a full responsibility for the
atas pemenuhan kebutuhan SDM dan peningkatan fulfillment of HR needs sand the enhancement of the
kompetensi organisasi dalam lingkup kerja fungsi competence organization in its scope of secretatial
sekretariat perusahaan dan hukum; corporate function and Legal.

CORPORATE SECRETARY
j. Memberi arahan dan memastikan asesmen dan mitigasi j. Provide guidance and ensure the assessment and risk
risiko telah dilakukan pada Subdirektorat Corporate mitgation has been run by the Subdirectorate Secretary
Secretary & Legal; & Legal.
k. Memberi arahan dan memastikan kegiatan Subdirektorat k. Provide guidance and ensure the Subdirectorate
Corporate Secretary & Legal sesuai dengan kebijakan Secretary & Legal in accordance with policies and
dan ketentuan K3; provisions of K3.
l. Memberi arahan dan memastikan prinsip-prinsip Good l. Provide guidance and ensure the Good Corporate
Corporate Governance diterapkan didalam seluruh Governance (GCG) principles are applied in the whole
aktifitas Subdirektorat Corporate Secretary & Legal; Sub activities Corporate Secretary & Legal.
m. Memberi arahan dan bertanggung jawab atas m. Provide direction and responsibility for managing the
pengelolaan penilaian kinerja bawahan dan KPI unit KPI performance assessment of subordinates and work
kerjanya; units.
n. Menjadi anggota tim kerja internal maupun ekstern n. Be a member of the internal and exterrnal working
team.
PELAKSANAAN TUGAS IMPLEMENTATION OF TASKS

Tugas sekretaris perusahaan yang telah dilaksanakan pada Duties of the Corporate Secretary that have been performed in
tahun 2017 adalah sebagai berikut: 2017 are as follows:
NO. AKTIVITAS/KEGIATAN KETERANGAN
RDP Komisi V DPR RI

Membahas Persiapan Penyediaan Sarana dan Prasarana Transportasi dalam
Kamis 8 Juni 2107 rangka Penanganan Arus Mudik Lebaran Tahun 2017 Direktur Utama
June 8, 2017 RDP Commission V of DPR RI President Director
Discuss a preparation on provisions of transportation facilities and infrastruc-
ture on handling of Ramadan-homecoming traffic in 2017
Kunjungan kerja Spesifik Komisi VI DPR RI ke Bandara Kualanamu-Medan

12-14 Juni 2017 Direktur Utama
The specified business trip of Commission VI DPR RI to Kualanamu Airport-
June 12 – 14, 2017 President Director
Medan
Kunker Menteri Perhubungan RI peninjauan fasilitas perhubungan dalam

DU
rangka kesiapan angkutan lebaran Tahun 2017 ke Proyek LTR Cibubur,
DH
14 April 2017 Stasiun KA Senen dan Bandara Soekaro-Hatta
DO
April 14, 2017 The business trip of Transportation Ministry of Indonesia on reviewing the
DA
hub facilities in the preparation of Eid transportation 2017 to LTR Cibubur
DC
project, Senen Train Station, and Soekarno-Hatta Airport
Kunjungan kerja Kementerian Koordinator Bidang Perekonomian Republik

Indonesia terkait rencana pembangunan dan pengembangan bandara yang
16 Februari 2017 dikelola oleh PT Angkasa Pura II (Persero)
DU
February 16, 2017 The business trip of Coordinationg Economic Ministry of Indonesia related
to the airport construction and development managed by PT Angkasa Pura
II (Persero)
kunjungan kerja Spesifik Komisi VI DPR RI ke Bandara Kualanamu-Medan

12 -14 Juni 2017
The specified business trip of Commission VI DPR RI to Kualanamu Airport- DU
June 12 -14, 2017
Medan.
Kunker Menteri Perhubungan RI peninjauan fasilitas perhubungan dalam

rangka kesiapan angkutan lebaran Tahun 2017 ke Proyek LTR Cibubur, DU
DH
14 April 2017 Stasiun KA Senen dan Bandara Soekaro-Hatta
DO
April 14, 2017 The business trip of Coordinationg Economic Ministry of Indonesia on
DA
reviewing the hub facilities in the preparation of Eid transportation 2017 to DC
LTR Cibubur project, Senen Train Station, and Soekarno-Hatta Airport

CORPORATE SECRETARY
Direksi PT Angkasa Pura II (Persero), Para Head / Vice

President Setingkat, Para GM Kantor Cabang dan Direktur
26 s.d 28 April
Rapat Pimpinan Q-2 Angkasa Pura II Group Tahun 2017 Anak Perusahaan
2017
Q2 Chairman of the Meeting of PT Angkasa Pura II (Persero) 2017 Board of Directors of PT Angkasa Pura II (Persero), the same
April 26 – 28, 2017
level of Head/Vice Presidents, GM of the Branch Offices and
Board of Directors from subsidiaries
1-13 Agustus 2017 Rangkaian HUT AP2

August 1-13, 2017 Series of AP II Anniversary
PT Perkebunan Nusantara dan diikuti oleh seluruh BUMN

17 Agustus 2017 Kegiatan BUMN 72 Tahun untuk Negeri dan komunitas Bandara Sultan thaha-Jambi.
August 17, 2017 The 72nd SOE for the Country PT Perkebunan Nusantara and followed by community of
Sultan Thaha Airport-Jambi
Menteri BUMN, Menteri Perhubungan, Direktur Utama ,

17 September
Direktur Operasi & Teknik, SGM BSH PT AP II (Persero)
2017 Peresmian Pengoperasian Skytrain
SOE Ministry, Transportation Ministry, President Director,
September 17, The Iauguration of Skytrain Operation
Director of Operational & Technical, SGM BSH PT AP II
2017
(Persero)
Ajang Penilaian Corporate Governance Perception Index (CGPI) tahun buku Kegiatan penilaian CGPI dilakukan dengan observasi oleh
2 Oktober 2017 2016 Tim Penilai CGPI ke PT AP II
October 2, 2017 The Assessment of Corporate Governance Perception Index (CGPI) of year The activity of CGPI assessment was undergone with an ob-
book 2016 servation by the valuator team of CGPI to PT AP II (Persero)
Presiden RI, Menteri Perhubungan, Menteri BUMN,

stakeholder, dan Direksi AP II (President Director, Director
of Engineering & Operation, dan Director of Airport Service
14 Oktober 2017 Kunjungan Kerja Presiden RI ke Bandara Silangit & Facility).
October 14, 2017 The business trip of Indonesian President to Silangit International Airport Indonesian President, Transportation Ministry, SOE Ministry,
Stakeholder, Board of Directors of PT Angkasa Pura II
(Persero) (President Director, Director of Engineering &
Operation, and Director of Airport Service & Facility).
Presiden Republik Indonesia, Menteri BUMN, Menteri

Perhubungan, Direktur Utama , Direktur Operasi & Teknik,
24 November 2017
Acara Peresmian Terminal Bandar Udara Internasional Silangit Direktur Fasilitas dan Pelayanan Bandara PT AP II (Persero).
November 24,
Official Inauguration of Terminal Silangit International Airport Indonesian President, SOE Ministry, Transportation Ministry,
2017
Director of Engineering & Operation, and Director of Air-
port Service & Facility of PT Angkasa Pura II (Persero)
Presiden Republik Indonesia, Menteri BUMN, Menteri

Perhubungan, Direktur Utama , Direktur Operasi & Teknik,
24 November 2017
Acara Peresmian Terminal Bandar Udara Internasional Supadio-Pontianak Direktur Fasilitas dan Pelayanan Bandara PT AP II (Persero).
November 24,
Official Inauguration of Terminal Supandio International Airport-Pontianak Indonesian President, SOE Ministry, Transportation Ministry,
2017
Director of Engineering & Operation, and Director of Air-
port Service & Facility of PT Angkasa Pura II (Persero)
Nota Kesepahaman Pemerintah Kabupaten Banyuwangi dengan PT Angkasa Direktur Utama

8 September 2017
Pura II (Persero) ttg Kerjasama Pengusahaan Bandar Udara di Banyuwangi President Director
September 8,
The presidential MoU of Banyuwangi regency with PT Angkasa Pura II (Perse- Bupati Banyuwangi
2017
ro) on the business partnership of airport at Banyuwangi Banyuwangi Regent
12 September Kesepahaman Bersama antara Pemda Prov. Jabar, PT BIJB dan PT AP II ttg Gubernur Jawa Barat
2017 Rencana Kerjasama Pengusahaan dan Pengoperasian BIJB West Java Governor
September 12, Mutual Consent of local government in West Java Province, PT BIJB, and PT Direktur Utama PT BIJB
2017 AP II on the Partnership of Business Framework and Operation of BIJB President Director of PT BIJB

CORPORATE SECRETARY
Kesepakatan Bersama PT AP II dengan Kejati Banten ttg Kerjsama Pendamp-

ingan Hukum Bidang Perdata & Tata Usaha
4 Desember 2017 Kepala Kejaksaan Tinggi
Mutual Consent of PT AP II (Persero) with the Prosecutor’s Office (Kejati)
December 4, 2017 Chairman of the High Prosecutor’s Office (Kejati)
Banten on the Partnership of Legal Assistance of Civil and Business Gover-
nance
10 November 2017 Rektor Universitas Sriwijaya

Nota Kesepahaman antara PT AP II dengan Universitas Sriwijaya dan KNKT
November 10, Ketua KNKT
MoU of PT AP II (Persero) with University of Sriwijaya and KNKT
2017 Rector of University of Sriwijaya, Chairman of KNKT
Kesepahaman Bersama antara TNI AU, Pemrov. Jateng, Pemkab. Purbal- Aslog Kasau
ingga, PT AP II dan Perum LPPNPI ttg Pemanfaatan Barang Milik Daerah di Aslog Kasau
Kabupaten Purbalingga untuk Pengusahaan Bandar Udara Jenderal Besar Gubernur Jawa Tengah
17 November 2017
Soedirman Governor of Cenntral Java
November 17,
Mutual Consent of Air Forces of Indonesian Military (TNI), Provincial gover- Bupati Purbalingga
2017
ment of Central Java, Regency of Government of Purbalingga, PT AP II (Per- Purbalingga Regent
sero) and LPPNPI on the Utilization of Local-Owned at Purbalingga Regency Direktur Utama LPPNPI”
of airport business Jenderal Besar Soedirman. President Director of LPPNPI.
KETERBUKAAN INFORMASI INFORMATION OPENNENESS

Untuk memenuhi kewajiban keterbukaan informasi kepada In order to fulfil the regulation of public information opennness,
publik, Sekretaris Perusahaan senantiasa melakukan pelapo- the Corporate Secretary strives to conduct a reporting to the
ran kepada regulator. Setiap tahun, Angkasa Pura II menyusun regulator. Every year, PT Angkasa Pura II (Persero) prepares an
Laporan Tahunan yang mengacu pada kriteria Annual Report annual report referring to the Annual Report Award (ARA) crite-
Award (ARA) dan secara rutin berpartisipasi dalam kegiatan ria and participates routinely in that activity.
tersebut.


Perseroan terus mendorong pengungkapan informasi secara The Company strives for disclosure of Information appositely,
tepat waktu, akurat lengkap sesuaidengan peraturan dan pe- accurately in accordance with the applicable laws and regu-
rundang-undang yang berlaku mengenai perusahaan kepada lations related to the Company towards its shareholders and
pemegang saham dan pemangku kepentingan. stakeholders.
Penyebaran informasi kepada seluruh pemangku kepentingan The dissemination of Information to the entire stakeholder is a
merupakan bagian penting dari perwujudan prinsip transparan- crucial part of the manifestation from the information transpar-
si informasi. Untuk itu Perseroan menyediakan akses informasi ency principles. Therefore, the Company provides huge access
seluas-luasnya bagi para pemangku kepentingan dan investor of information to all stakeholders and investors through its com-
melalui situs Perseroan di www.angkasapura2.co.id. pany website at www.angkasapura2.co.id.
Akses Data dan Informasi Perseroan disajikan dalam bentuk: The access of data and information of the Company is presented
in below following:
Informasi pada website perusahaan Perseroan telah menyajikan The Company has presented infomation on website that cov-
informasi pada website yang meliputi: ered:
• Informasi pemegang saham sampai dengan pemilik akhir • Information on Shareholders to the end beneficiary;
individu;
• Isi kode etik • Contents of Code of Conduct;
• Infromasi RUPS yang terdiri dari mata acara, ringkasan ri- • Information on General Meeting of Shareholders (RUPS/
salah RUPS, informasi tunggal pengumuman RUPS dan GMS), minutes of GMS, informaton on important dates,
tanggal ringkasan RUPS diumumkan namely GMS announcement date, GMS minutes being an-
nounced on;
• Profil Dewan komisaris dan DIreksi • Profile of Board of Commissioners and Board of Directors;
• Piagam Dewan Komisaris, Direksi, komite-komite dan unit • Charters of Board of Commissioners and Board of Direc-
audit internal tors, Committees and Internal Audit.
SIARAN PERS PRESS RELEASE

Angkasa Pura II secara aktif mempublikasikan setiap kejadian PT Angkasa Pura II (Persero) actively published every activity or
atau kegiatan penting dalam bentuk siaran pers yang tersedia crucial event in press releases available on the corporate web-
di situs Perseroan. site.
Sepanjang tahun 2017, Angkasa Pura II telah menerbitkan 93 Throughout 2017, PT Angkasa Pura II (Persero) has published 93
siaran pers dengan perincian sebagai berikut: press release with below following details:
BULAN TANGGAL JUDUL

MONTH DATE TITLE
Januari Bandara Internasional Soekarno-Hatta Sambut Wisman Pertama 2017

1
January Soekarno-Hatta International Airport Welcome its first tourists in 2017
Hari Ini Diprediksi Puncak Arus Balik di Bandara Internasional Soekarno-Hatta

3
The Predicted Peak of Counter-Exodus at Soekarno-Hatta International Airport today
Terminal Baru Untuk Rute Internasional di Bandara Husein Sastranegara Dioperasikan

6
Operation of the New Terminal for International Route at Husein Sastranegara Airport
Terminal Baru Siap Dioperasikan Tahun Ini di Bandara-Bandara AP II

8
The New Terminal is Ready to Operate this year at the AP II International Airports
Terminal Baru Bandara Depati Amir Dioperasikan

11
Operation of the New Terminal at Depati Amir Airport
Penyelenggaraan Angkutan Natal dan Tahun Baru di Bandara AP II Berjalan Sukses

12
The Enforcement of Christmas and New Year Transportation at AP II Airport Performed Successfully


BULAN TANGGAL JUDUL

MONTH DATE TITLE
Penerbangan di Bandara Internasional Kualanamu Berjalan Normal

17
The aviation at Kualanamu International Airport Performed Normally
PT Angkasa Pura II (Persero) Catat Kinerja Positif Sepanjang 2016

29
PT Angkasa Pura II (Persero) Recorderd a Positive Performance throughout 2016
Februari PT Angkasa Pura II (Persero) Salurkan Bantuan di Jakarta, Pangkalpinang, dan Padang
1
February PT Angkasa Pura II (Persero) Distributed Aids to Jakarta, Pangkalpinang, and Padang
Bandara Internasional Soekarno-Hatta dilengkapi Skytrain Mulai Juni

8
Soekarno-Hatta International Airport Will be Equipped with Skytrain in June
PT Angkasa Pura II (Persero) Bangun East Cross Taxiway di Bandara Internasional Soekarno-Hatta
9
PT Angkasa Pura II (Persero) Built an East Cross Taxiway at Soekarno-Hatta International Airport
PT Angkasa Pura II (Persero) Groundbreaking Pembangunan Runway Ketiga Pada April 2017
12
PT Angkasa Pura II (Persero) Groundbreaking on the Third Construction of Runway in April 2017
PT Angkasa Pura II (Persero) Tingkatkan Kualitas Sistem Kelistrikan di Bandara Internsional Soekarno-Hatta
16
PT Angkasa Pura II (Persero) Enhanced the Quality of Electricity System at Soekarno-Hatta International Airport
PT Angksa Pura II (Persero) Investasi Infrastruktur Pendukung Untuk IRC 86

19
PT Angkasa Pura II (Persero) Investments of Supporting Infrastructure for IRC 86
Bandara Internsional Soekarno-Hatta Hadirkan Airport Digital Cinema di Terminal 3

20
Soekarno-Hatta International Airport Presents the Airport Digital Cinema at Terminal 3
Bandara Halim Perdanakusuma Siap Sambut Kedatangan Raja Arab Saudi

25
Halim Perdanakusuma Airport Is Ready to Welcome an Attendance of Arab Saudi King
Pembangunan Stasiun Kereta Bandara Internasional Soekarno-Hatta Tuntas Maret 2107

26
Construction of the railway of Soekarno-Hatta International Airport Completes on March 2107
Maret Bandara Internasional Soekarno-Hatta Implementasikan Smart Airport di Sisi Udara

1
March Soekarno-Hatta International Airport Implemented the Smart Airport at Air Side
Angkasa Pura II Operasikan Command Center AMC di Terminal 3

5
PT Angkasa Pura II (Persero) Operates the Command Center AMC at Terminal 3
Angkasa Pura II dan Hotel Indonesia Group Akan Tandatangani MoU

13
PT Angkasa Pura II (Persero) dan Hotel Indonesia Group Will be Signing a MoU
Bandara Internasional Soekarno-Hatta Raih Penghargaan The World’s Most Improved Airport
15
Soekarno-Hatta International Airport Received an Award of The World’s Most Improved Airport
PT Angkasa Pura II (Persero) Raih Rating idAAA dari Pefindo untuk Obligasi I
26
PT Angkasa Pura II (Persero) Received Rating idAAA from Pefindo for Obligation I
April Bandara Internasional Soekarno-Hatta Bangun Kawasan Logistik Berikat

1
April Soekarno-Hatta International Airport Constructs a Bondede Logistics Areas
PT Angkasa Pura II (Persero) Bangun Runway Kedua di Pontianak

2
PT Angkasa Pura II (Persero) Constructs the Second Runway in Pontianak
PT Angkasa Pura II (Persero) Resmikan Pusat Layanan Contact Center 138

7
PT Angkasa Pura II (Persero) Inaugurates the Central Contact Center 138
PT Angkasa Pura II (Persero) Gelar AP II - IJL

9
PT Angkasa Pura II (Persero) Holds the AP II - IJL
Terminal 3 Bandara Soekarno-Hatta Layani Penerbangan Internasional Mulai 1 Mei 2017

21
Terminal 3 Soekarno-Hatta International Airport to Serve International Flights on May 1, 2017
Terminal 3 Bandara Soekarno-Hatta Layani Penerbangan Internasional Garuda Indonesia

28
Terminal 3 Soekarno-Hatta International Airport to Serve International Garuda Indonesia
PT Angkasa Pura II (Persero) Gelar Apel Kesiapan Operasional T3 Internasional

30
PT Angkasa Pura II (Persero) Conducts an Operational Preparation of Awareness Apel at T3 International


BULAN TANGGAL JUDUL

MONTH DATE TITLE
Dirut Garuda Indonesia dan AP II Resmikan Layanan Penerbangan Internasional di Terminal 3 Soekarno-Hatta
Mei
1 President Director of Garuda Indonesia and AP II Inaugurates International Flights Services Layanan at Terminal 3
May
Soekarno-Hatta International Airport
PT Angkasa Pura II (Persero) Tandatangani MoU dengan ASPERINDO

3
PT Angkasa Pura II (Persero) Signed a MoU with ASPERINDO
PT Angkasa Pura II (Persero) Himbau Masyarakat Selalu Waspada Penipuan Rekrutmen dan Seleksi Karyawan
14
PT Angkasa Pura II (Persero) Appealed Society to be Alerted on the Recruitment and Selection of Employees
KSO Kawahape Jaya Bertanggungjawab Terkait Kebakaran Barak di Area Terminal 3

15
KSO Kawahape Jaya is Responsible for the Related Barak Fire at Terminal 3 area.
Terminal 3 Bandara Soekarno-Hatta Siap Layani Penerbangan Maskapai Skyteam Mulai Juni 2017
19
Terminal 3 Soekarno-Hatta International Airport is Ready to Serve Flights for Skyteam Airlines in June 2017
PT Angkasa Pura II Selenggarakan Seminar Kebangkitan Bandara Digital Indonesia

20
PT Angkasa Pura II (Persero) Conducted the Digital Airports Indonesia Reinforcement Seminar
AP II Berkomitmen Mengembangkan Bandara Digital di Indonesia

22
AP II is Committed to Develop Digital Airports in Indonesia
AP II Siapkan Insentif Bagi Maskapai Pada Masa Angkutan Lebaran

30
AP II Prepared Incentives for Airlines During the Ramadan Transportation Period
Juni AirAsia Layani Penerbangan Pontianak - Kuching

5
June AirAsia to Serve Pontianak – Kuching flight
AP II Perkirakan Jumlah Penumpang Angkutan Lebaran Capai 6,90 Juta Penumpang

6
AP II Estimates the total attendants for Ramadan Transportation Period Up to 6,90 Thousand pax
AP II Evakuasi Pesawat MH 725 dari Runway Utara

13
AP II Evacuates MH 725 Aircraft from North Runway
Bandara Internasional Soejarno-Hatta Beroperasi Normal

14
Soekarno-Hatta International Airport Operates Normally
AP II Siap Mensukseskan Penyelenggaraan Angkutan Lebaran

16
AP II is Ready to Strive Success of Enforcement for the Ramadan Transportation Period
AP II Salurkan Paket Bingkisan Ramadhan, Santunan dan Mudik Gratis

17
AP II Distributed the Ramadan Packages, Compensation and Free Homecomings
Terminal 3 Bandara Internasional Soekarno-Hatta Sediakan Tourist Information Center

21
Terminal 3 Soekarno-Hatta International Airport Provides Tourist Information Center
Kolaborasi AP II dan Maskapai Kembangkan Konektivitas Udara

27
Collaboration of AP II and Airlines to Develop Air Connectivity
Dirjen Perhubungan Udara Monitor dan Berikan Apresiasi Terhadap Penanganan Arus Balik di Bandara Soekarno-Hatta
Juli
2 Directorate General of Air Monitoring Transportation Gives an Appreciation on Counter-Exodus Handling at
July
Penyelenggaraan Angleb di Bandara AP II Berjalan Sukses dan Semakin Baik

6
Angleb Enforcement at AP II Airport Performed Successfully and Much Better
Mulai 10 Juli 2017, Saudi Arabian Airlines Beroperasi di Terminal 3 Internasional

7
Since July 10 2017, Saudi Arabian Airlines Will be Operating at Terminal 3 Soekarno-Hatta International Airport
Bandara Internasional Kualanamu dan Soekarno-Hatta Raih Sertifikat Skytrax

10
Kualanamu dan Soekarno-Hatta International Airports Obtained Skytrax Certification
Maskapai dengan Rute Internasional Mulai Pindah ke Terminal 3

14
Airlines with International Routes Starte off Moving to Terminal 3
PT Angkasa Pura II (Persero) Kelola BIJB

23
PT Angkasa Pura II (Persero) Manages BIJB


BULAN TANGGAL JUDUL

MONTH DATE TITLE
PT Angkasa Pura II (Persero) Pastikan PAsokan Air Bersih di Bandara Internasional Soekarno-Hatta Tetap Aman
24
PT Angkasa Pura II (Persero) Ensures the Clean Water Supply at Soekarno-Hatta International Airport to Remain Safe
Bandara Supadio Pontianak dan Sultan Thaha Jambi Raih Peringkat 1 Dunia di Survei Airport Service Quality Quarter II/ 2017
27 Supadio Pontianak Airport dan Sultan Thaha Airport Jambi Obtained the First World Rank at Airport Service Quality Survey
Quarter II/ 2017
Perpindahan Keberangkatan Penerbangan Haji dari Halim Perdanakusuma ke Soekarno-Hatta berjalan Lancar
30
Movements of Flight Departures of Hajj from Halim Perdanakusuma ke Soekarno-Hatta Perform Smoothly
Agustus Laba Semester I/2017 AP II Semester I/2017 Tumbuh 62%

1
August Profit of Semester I/2017 AP II Semester I/2017 Grew by 62%
Perpindahan penerbangan haji ke Bandara Halim Berjalan Lancar

3
Movements of Flight Departures of Hajj Performs Smoothly
Pengembangan Bandara Silangit Tuntas September 2017

10
Development of Silangit Airport to Complete in September 2017
AP II Beri Cash Back kepada Maskapai Pada Hari Kemerdekaan

11
AP II Provides Cash Back for Airlines in the Independence Day
Tiga Bandara AP II Raih ISO 9001:2015

14
Three Aiports of AP II Obtained ISO 9001:2015
AP II Gelar CGK Airport Code Race

17
AP II Conducted CGK Airport Code Race
Skytrain Bandara Internasional Soekarno-Hatta Diuji Coba

18
Trials of Skytrain at Soekarno-Hatta International Airport
September Seluruh Bandara PT Angkasa Pura II Rayakan Hari Pelanggan Nasional

4
September The entire airport at PT Angkasa Pura II Celebrates the National Customer Day
PT Angkasa Pura II (Persero) Lakukan Upaya Cepat Perbaikan Kinerja Airport Helper
7
PT Angkasa Pura II (Persero) Conducts a Fast Improvement for Airport Helper Performance
PT Angkasa Pura II (Persero) Sambut Kedatangan Jemaah Haji

10
PT Angkasa Pura II (Persero) Celebrates Arrival of the Pilgrims
PT Angkasa Pura II (Persero) Bangun AOCC untuk Modernisasi Sistem Bandara

11
PT Angkasa Pura II (Persero) Constructs AOCC to Modernize Airport System
PT Angkasa Pura II (Persero) Raih Empat Penghargaan BUMN Awards 2017

16
PT Angkasa Pura II (Persero) Obtained Four Awards from the SOE Awards 2017
Skytrain Bandara Internasional Soekarno-Hatta Resmi Beroperasi

17
Skytrain at Soekarno-Hatta International Airport Officially to Operate
Menteri Perhubungan Tinjau Bandara Internasional Silangit

25
The Transportation Ministry Reviewed the Silangit International Airport
PT Angkasa Pura II (Persero) Gelar Airport Code Race di Bandara Internasional Husein Sastranegara
27
PT Angkasa Pura II (Persero) Conducted an Airport Code Race at Husein Sastranegara International Airport
PT Angkasa Pura II (Persero) Tawarkan Investasi Rp11 triliun di Bandara Internasional Kualanamu
29
PT Angkasa Pura II (Persero) Conducted an Airport Code Race at Husein Sastranegara International Airport


BULAN TANGGAL JUDUL

MONTH DATE TITLE
Oktober PT Angkasa Pura II (Persero) Prioritaskan Peningkatan Kapasitas Udara Bandara Soekarno-Hatta
5
October PT Angkasa Pura II (Persero) Prioritize the Enhancement of Air Capacity for Soekarno-Hatta International Airport
Bandara Internasional Soekarno-Hatta Peringkat 7 Besar Bandara Terkoneksi di Dunia

6
Soekarno-Hatta International Airport Placed the 7th World Rank of the Connected Airports
Presiden Joko Widodo Tinjau Bandara Internasional Silangit

15
Indonesian President Joko Widodo Reviewed the Silangit International Airport
Proses Pembebasan Tanah untuk Runway Ketiga Berjalan Lancar

23
Land Acquisition for the Third Runway Performed Smoothly
PT Angkasa Pura II Resmi Mengoperasikan Layanan Taksi Berbasis Online

23
PT Angkasa Pura II (Persero) Officially Operates the Online Transportation Services
Terminal 1 Terkoneksi Kereta Layang Mulai Pertengahan November 2017

26
The Connected Sky Train at Terminal 1 on mid of November 2017
Menggelorakan Semangat Sumpah Pemuda, 3 BUMN Sinergi di Universitas Islam Negeri Sumatera Utara
28
To inflame an enthuasiasm of the Youth Pledge, 3 SOEs Synergize at the University of Islam Negeri Sumatera Utara
PT Angkasa Pura II (Persero) Dukung Penerbangan Langsung Jakarta – London oleh Garuda
November 1
PT Angkasa Pura II (Persero) Supports Direct Flight Jakarta – London by Garuda
Bandara Internasional Silangit dilengkapi fasilitas berbasis digital

2
Silangit International Airport is Equipped with digital based facilities
PT Angkasa Pura II (Persero) Cetak Peningkatan Skor KPKU

6
PT Angkasa Pura II (Persero) Records the Enhancement Score of KPKU
PT Angkasa Pura II (Persero) Rambah Bisnis Baru Berbasis Digital

8
PT Angkasa Pura II (Persero) Grabs the New Based Digital Business
PT Angkasa Pura II (Persero) siapkan self check-in kiosk bagi penumpang rute domestic Batik Air dan Citilink
9
PT Angkasa Pura II (Persero) Prepared self check-in kiosk for domestic routes of Batik Air and Citilink
Kereta Layang Bandara Internasional Soekarno-Hatta diuji coba dari Terminal 2 ke Terminal 1
12
The Skytrain at Soekarno-Hatta International Airport Was Being Tested from Terminal 2 to Terminal 1
Bandara Internasional Supadio ditutup Sementara

12
Supadio International Airport is Temporarily Closed
Terminal 3 Bandara Soekarno-Hatta Raih The Best Airport of The Year

16
Terminal 3 Soekarno-Hatta International Airport Obtained the Best Airport of The Year
PT Angkasa Pura II (Persero) menandatangani MoU Pengembangan dan Pengelolaan Bandara Jenderal Besar Soedirman
17
PT Angkasa Pura II (Persero) Signed off a MoU of Development and Management of Jenderal Besar Soedirman Airport
Kereta Layang Mulai Terkoneksi di Seluruh Terminal Bandara Internasional Soekarno-Hatta

17
The Skytrain is Ready to get Interconnected at the entire terminal at Soekarno-Hatta International Airport
Mobile Apps Indonesia Airports Luncurkan Fitur Mobile Check-In

19
Mobile Apps Indonesia Airports Launched the Mobile Check-In Feature
Presiden Resmikan Bandara Internasional Silangit

24
The President Officially Inaugurated the Silangit International Airport
PT Angkasa Pura II (Persero) Siap Layani Angkutan Natal dan Tahun Baru
Desember 17
PT Angkasa Pura II (Persero) Is Ready to Serve Christmas and New Year Transportation
Angkasa Pura II Telah Layani 2,1 Juta Penumpang Hingga H-2 Angkutan Nataru
25
PT Angkasa Pura II (Persero) has Served 2,1 Millions Passengers Until D-2 of Christmas Transportation
Kereta Bandara Internasional Soekarno-Hatta Resmi Mulai Beroperasi Untuk Masyarakat Umum
26
The Railink of Soekarno-Hatta International Airport Officially Operates for general public
Presiden Resmikan Bandara Internasional Supadio

29
The President Officially Inaugurated the Supandio Airport


MEDIA MASSA: MEDIA MASSA:

Angkasa Pura II selalu memuat informasi yang perlu diketahui Angkasa Pura II selalu memuat informasi yang perlu diketahui
oleh publik sebagai bentuk transparansi bagi para pemangku oleh publik sebagai bentuk transparansi bagi para pemangku
kepentingan dalam surat kabar berperadaran nasional, kepentingan dalam surat kabar berperadaran nasional,
KONTAK PERUSAHAAN KONTAK PERUSAHAAN

Perseroan secara terbuka menyiapkan jalur komunikasi dengan Perseroan secara terbuka menyiapkan jalur komunikasi dengan
para pemangku kepentingan melalui email untuk mengakomo- para pemangku kepentingan melalui email untuk mengakomo-
dir berbagai pertanyaan terkait Angkasa Pura II dengan meng- dir berbagai pertanyaan terkait Angkasa Pura II dengan meng-
hubungi: hubungi:
Kantor Pusat | Head Office

Gedung 600, Soekarno-Hatta International Airport
PO Box 1001/bush-jakarta 19120
Tel (62-21) 5505079, 550 5074
Fax (62-21) 5502141
Contact center : 138
www.angkasapura2.co.id
AKUNTAN PUBLIK
PUBLIC ACCOUNTANT
Fungsi pengawasan independen terhadap aspek keuangan The function of independent audit on financial aspects of PT
Angkasa Pura II dilakukan dengan melaksanakan pemeriksaan Angkasa Pura II (Persero) is undergone by conducting audits
Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik. of Audit External by the Public Accounting Firm. The Public
Kantor Akuntan Publik Purwantono, Sungkono dan Surja (Ernst Accounting Firm of Purwantono, Sungkono dan Surja (Ernst &
& Young (EY)) telah melakukan pemeriksaan audit laporan Young (EY) has conducted an audit of the annual report of PT
keuangan Angkasa Pura II sebanyak 3 (tiga)periode tahun buku Angkasa Pura II (Persero) by 3 (three) period from year of 2015
dari tahun 2015hingga 2017 until 2017.
PERIODE PEMERIKSAAN AKUNTAN PUBLIK PUBLIC ACCOUNTING AUDIT PERIOD

Penunjukan external audit adalah wewenang pemegang saham, The appointment of external audit is the authority from the
dan diputuskan dalam RUPS.Berikut adalah Kantor Akuntan shareholders, and decreed in RUPS. Following is the Public
Publik yang melakukan Pemeriksaan Laporan Keuangan selama Accounting Firm that has conducted audits on financial report
5 (lima) tahun terakhir sebagai berikut: within the past 5 (five) years:
TAHUN BUKU AKUNTAN KANTOR AKUNTAN PUBLIK FEE AUDIT

YEAR BOOK ACCOUNTANT PUBLIC ACCOUNTING FIRM AUDIT FEE
2017 Purwantoro, Sungkoro dan Surja KAP Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) 1.895.771.900
2014 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500
2013 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500
Kantor Akuntan Publik Purwantono, Sungkoro dan Surja (Ernst The Public Accounting Firm of Purwantono, Sungkono dan Surja
& Young (EY)) selain Pemeriksaan Laporan Keuangan 2017 juga (Ernst & Young (EY) asides from auditing the financial report
mencakup Laporan Kepatuhan PSA 62 (PU dan PI), Laporan 2017, it also covers the Compliance Report PSA 62 (PU and PI),
Evaluasi Kinerja dan KPI serta laporan Program Kemitraan dan Evaluation Performance Report and KPI as well as the Partnership
Bina Lingkungan (PKBL). and Environment Development Program (PKBL).

LAWSUIT/LITIGATION
PERKARA POSISI PERSEROAN MATERI PERKARA STATUS PERKARA

NO.
CASE COMPANY’S POSITION CASE MATERIAL CASE STATUS
1 Perdata PT Ibad Amana Perkasa Penanganan Perkara Perdata Perbuatan Melawan Hukum terhadap PT Ibad Sampai dengan 31
Civil (Pemohon) Amana Perkasa di Pengadilan Negeri Depok dengan Nomor Register Perkara 64/ Desember 2017
PT Ibad Amana Perkasa PDT/G/2017/PN.DPK tanggal 21 Maret 2017, terkait pekerjaan Pengadaan dan Posisi Perkara
(Plaintiff) Pemasangan Integrated Building Management System (IBMS) Terminal 1 dan Sedang Proses di
Terminal 2 Bandara Soekarno-Hatta senilai Rp 19.778.000.000,00 (sembilan belas Pengadilan Negeri
PT AP II milyar tujuh ratus tujuh puluh delapan juta rupiah) Depok
(Termohon) Civil Law handling of acts against the law towards PT Ibad Amana Perkasa at As of Dec 31st
PT AP II (Defendant) Depok Distric Court with case registration No. 64/PDT/G/2017/PN.DPK dated 2017, the case is
March 21st 2017, regarding procurement and installation job of Integrated still under process at
Building Management System (IBMS) Terminal 1 and Terminal 2 Soekarno-Hatta Depok Distric Court.
Airport with value of Rp 19.778.000.000,00 (nineteen billion seven hundred and
seventy eight million rupiah).
2 Tata Usaha Usman (Penggugat) Gugatan Penggugat terkait Pembatalan Sertifikat Hak Guna Bangunan (SHGB) Putusan inkracht
Negara Usman (Plaintiff) Nomor 1/Karanganyar seluas 244.130 m2 dan Nomor 35/Karangsari seluas 42.700 van gewijsde.
State m2 atas nama PT AP II di Pengadilan Tata Usaha Negara Serang Banten. Register Verdict inkracht van
Administrative Melawan Kepala Kantor perkara Nomor 25/G/2016/ PTUN-SRG tanggal 22 Juli 2016. gewijsde.
Pertanahan (Tergugat) Plaintiff’s lawsuit regarding Cancellation of Rights to Build Certificate (SHGB) No.
Head of Land Office 1/Karanganyar of 244.130 m2 and No. 35/Karangsari of 42.700 m2 on behalf
(Defendant) of PT AP II at State Administrative Court Serang Banten. Case registration No.
25/G/2016/PTUN-SRG dated July 22nd 2016.
PT AP II
(Tergugat II Intervensi) Putusan PTUN Serang Banten Nomor 25/G/2016/ PTUN-SRG tanggal tanggal 16
PT AP II November 2016 PT AP II Menang.
(Defendant II Serang Banten State Administrative Court verdict No. 25/G/2016/PTUN-SRG dated
Intervention) Nov 16th 2016 Win by PT AP II
Amar Putusan pada pokoknya:

The Verdict in Essence:
• Menyatakan eksepsi Tergugat tentang Kewenangan Absolut Pengadilan
tidak diterima;
Stated the Defendant’s exception regarding Court’s Absolute Authority is not
accepted;
• Menerima eksepsi Tergugat II Intervensi tentang tenggang waktu gugatan;
Accepted Defendant’s intervention regarding grace period of the lawsuit;
• Menyatakan gugatan Penggugat tidak diterima.
Declares Plaintiff’s Lawsuit not accepted.
Putusan Pengadilan Tinggi TUN DKI Jakarta Nomor 35/B/2017/PT.TUN.JKT tanggal

30 Maret 2017 PT AP II Menang
State Administrative High Court verdict No. 35/B/2017/PT.TUN.JKT dated March
30th 2017 Win by PT AP II

• Menerima permohonan banding dari Penggugat/Pembanding.
Accepted appeal from Plaintiff.
• Menguatkan Putusan Pengadilan tata Usaha Negara Serang Nomor
25/G/2016/PTUN-SRG tanggal 16 Nopember 2016 yang dimohonkan
banding.
Strengthen verdict from Serang State Administrative Court No. 25/G/2016/
PTUN-SRG dated Nov 16th 2016 that was appealed.

LAWSUIT/LITIGATION

NO.
3 Tata Usaha Eka Juniasih Badriati Gugatan Penggugat terkait Pembatalan Sertifikat Hak Milik (SHM) Nomor 183/ Putusan inkracht
Negara (Penggugat) Benda tanggal 14 September 1995 seluas 13.100 M2 atas nama Totong Hartono van gewijsde.
State ka Juniasih Badriati yang telah beralih haknya kepada PT AP II melalui proses pembebasan tanah Verdict inkracht van
Administrative (Plaintiff) tahun 2002 dan telah dilakukan pemagaran pada objek sengketa oleh PT AP II di gewijsde.
Pengadilan Tata Usaha Negara Serang Banten. Register perkara Nomor 31/G/2016/
Melawan PTUN-SRG tanggal 10 Agustus 2016.
Against Plaintiff’s lawsuit regarding Cancellation of Freehold Title (SMH) No. 183/Benda
dated Sept 14th 1995 of area 13.100 M2 on behalf of Totong Hartono that has
Kepala Kantor switched rights to PT AP ll following land acquisition process year 2002 and object
Pertanahan (Tergugat) of dispute has been fenced by PT AP II at Banten State Administrative Court. Case
Head of Land Office registration No. 31/G/2016/PTUN-SRG dated Aug 10th 2016.
(Defendant)
Putusan PTUN Serang Banten Nomor 31/G/ 2016/PTUN-SRG tanggal 08 Desember
PT AP II (Tergugat II 2016. PT AP II Kalah.
Intervensi) Serang Banten State Administrative Court verdict No. 31/G/ 2016/PTUN-SRG dated
PT AP II Dec 8th 2016. Lose by PT AP II:
(Defendant II
Intervention) Amar Putusan pada pokoknya:
• Menyatakan Eksepsi Tergugat dan Tergugat II Intervensi tidak diterima
seluruhnya.
Declare Defendant Exception and Defendant II Intervention not accepted
entirely.
• Mengabulkan Gugatan Penguggat untuk seluruhnya.
Grants Plaintiff’s lawsuit entirely.
Putusan Perkara No 55/B/2017/PT.TUN.JKT tanggal 15 Mei 2017. PT AP II Menang

Case Verdict No. 55/B/2017/PT.TUN.JKT dated May 15th 2017. Win by PT AP II

• Menerima permohonan banding Tergugat/Pembanding dan Tergugat II
Intervensi/Pembanding.
Accept appeals from Defendant and Defendant II Intervention.
• Membatalkan Putusan Pengadilan Tata Usaha negara Serang Nomor
31/G/2016/PTUN-SRG tanggal 8 Desember 2016 yang dimohonkan banding.
Cancellation of Serang State Administrative Court verdict No. 31/G/ 2016/
PTUN-SRG dated Dev 8th 2016 that was appealed.

LAWSUIT/LITIGATION

NO.
4 Perdata PT FIFTYFIFTY INDONESIA Gugatan yang diajukan oleh PT Fiftyfifty Indonesia (Penggugat) kepada PT AP PT AP II mengajukan
Civil (Penggugat) II (Tergugat) terkait dengan wanprestasi yang menurut PT Fiftyfifty Indonesia Upaya Hukum
PT FIFTYFIFTY INDONESIA (Penggugat) dilakukan oleh PT AP II atas rencana Kerjasama Pemasangan dan Kasasi di Mahkamah
(Plaintiff) Pengelolaan Media Iklan pada Cermin di Toilet di Terminal 1 dan Terminal 2 Agung RI tanggal
Bandara Soekarno-Hatta. Register perkara nomor 489/PDT.G/2015/PN.TNG tanggal 18 September 2017.
Melawan 20 Agustus 2015. Sampai dengan 31
Against Lawsuit submitted by PT Fiftyfifty Indonesia (Plaintiff) against PT AP II (Defendant) Desember 2017
associated with breach according to PT Fiftyfifty Indonesia (Plaintiff) done by PT AP Posisi Perkara Masih
PT AP II (Tergugat). II (Defendant) regarding cooperation agreement of Media Advertising Installation dalam proses Kasasi
PT AP II (Defendant) and Management of toilet mirrors at Terminal 1 and Terminal 2 Soekarno-Hatta di Mahkamah
Airport. Case registration No. 489/PDT.G/2015/PN.TNG dated Aug 20th 2015. Agung RI
PT AP ll filed
Putusan Pengadilan Negeri Tangerang Nomor 489/PDT.G/2015/PN.TNG tanggal 14 Cassation Law
September 2016. Effort at RI Supreme
Tangerang Distric Court verdict No. 489/PDT.G/2015/PN.TNG dated Sept 14th Court dated Sept
2016. 18th 2017. As of
Dec 31st 2017, the
Amar Putusan dalam pokok perkara case is still under
The Verdict in Essence: cassation process at
• Mengabulkan gugatan Penggugat untuk sebagian; the Supreme Court.
Grants the Plaintiff’s claims in part;
• Menyatakan bahwa tergugat telah melakukan Perbuatan Cidera Janji
(Wanprestasi);
Declared that Defendant has commited a breach;
Putusan Pengadilan Tinggi Banten Nomor 30/PDT/2017/PT.BTN tanggal 21 Juni

2017.
Banten High Court verdict No. 30/PDT/2017/PT.BTN dated June 21st 2017.
Amar Putusan dalam pokok perkara:

• Menerima permohonan banding dari Pembanding semula Penggugat dan
Penbanding semula tergugat
Received an appeal by Complainant formerly Plaintiff and Complainant
formerly Defendant
• Menguatkan Putusan Pengadilan Negeri Tangerang Nomor 489/PDT.G/2015/
PN.TNG tanggal 14 September 2016 dengan perbaikan mengenai besarnya
kerugian pembanding semula Penggugat dan waktu dimulainya perhitungan
biaya.
Strengthening Tangerang Distric Court verdict No. 489/PDT.G/2015/PN.TNG
dated Sept 14th 2016 with revision in the amount of thecomparable losses
of the Complainant formerly Plaintiff and starting time of cost counting.

LAWSUIT/LITIGATION

NO.
5 Perdata PT AP II (Penggugat) PT AP II mengajukan gugatan perdata kepadaPT Prima Griya Lestari (PGL) atas PT AP II mengajukan
Civil PT AP II (Plaintiff) dasar kepemilikan tanah Perumahan PT PGL yang berasal dari tindak pidana upaya hukum
korupsi Sdr. Mukri dan Sdr. Mustaqim. Objek perkara tanah seluas 116,471 Ha Peninjauan Kembali
Melawan PT AP ll submitted civil lawsuit against PT Prima Griya Lestari (PGL) on the basis of (PK) di Mahkamah
Against PT PGL’s housing land ownership which originated from acts of criminal corruption Agung RI tanggal
by Sdr. Mukri dan Sdr. Mustaqim. Object of dispute is land with area of 116,471 21 April 2017.
Chrysant Yuliani Ha. Sampai dengan 31
Gunawan (Tergugat I); Desember 2017
Chrysant Yuliani Putusan Pengadilan Negeri Jakarta Barat Nomor 399/PDT.G/2011/PN. JKT.BAR Posisi Perkara Masih
Gunawan (Defendant I) tanggal 17 Juli 2012. PT AP II Menang dalam proses PK di
West Jakarta Civil Court verdict No. 399/PDT.G/2011/PN. JKT.BAR dated July 17th Mahkamah Agung
PT Primagriya Lestari 2012. Win by PT AP II RI
(Tergugat II); PT AP ll filed a Legal
PT Primagriya Lestari Amar Putusan pada pokoknya: Review (PK) attempt
(Defendant II); The Verdict in Essence: to RI Supreme
• Mengabulkan gugatan Penggugat sebagian; Court dated April
Mustaqim, Ms (Tergugat Grants the Plaintiff’s claims in part; 21st 2017.
III); • Menyatakan Penggugat adalah Pemilik yang sah atas tanah seluas 116,4711 As of Dec 31st
Mustaqim, Ms Ha yang terletak di Desa/Kelurahan Karangsari, Kecamatan Batuceper, 2017, the case is
(Defendant III); Kotamadya Tangerang; still in Legal Review
Declares Plaintiff is the rightful owner of land with area of 116,471 Ha (PK) process at RI
Kepala Kec. Batu located at Desa/Kelurahan Karangsari, Kecamatan Batuceper, Kotamadya Supreme Court.
Ceper Kota Tangerang Tangerang;
(Tergugat IV);
Head of Kec. Batu Putusan Pengadilan Tinggi DKI Jakarta Nomor 486/PDT/2013/PT.DKI tanggal 15
Ceper Kota Tangerang Januari 2014. PT AP II Menang
(Defendant IV); DKI Jakarta High Court verdict No. 486/PDT/2013/PT.DKI dated Jan 15th 2014.
Win by PT AP II
Kepala Kel. Karangsari
Kec. Batu Ceper Amar Putusan pada pokoknya:
(Tergugat V); The Verdict in Essence:
Head of Kel. Karangsari Menguatkan Putusan Pengadilan Negeri Jakarta Barat Nomor 399/PDT.G/2011/
Kec. Batu Ceper PN.JKT.BAR tanggal 17 Juli 2012 yang dimohonkan banding tersebut.
(Defedant V); Strengthen West Jakarta Civil Court verdict No. 399/PDT.G/2011/PN. JKT.BAR
dated July 17th 2012 that was appealed for.
Kepala Kantor
Pertanahan Kota Putusan Mahkamah Agung RI Nomor 452 K/PDT/2015 tanggal 25 Juni 2015
Tangerang (Tergugat VI) PT AP II Kalah
Head of Land Office of RI Supreme Court verdict No. 452 K/PDT/2015 dated June 25th 2015.
Tangerang (Defendant
VI) Amar Putusan pada pokoknya:
Mengabulkan Permohonan Kasasi Pemohon Kasasi
Grants Cassation Appeal of Cassation Appealant.

LAWSUIT/LITIGATION

NO.
6 Perdata The Cin Lian Dkk PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan Putusan inkracht
Civil (Pemohon) atas nilai ganti kerugian pengadaan tanah untuk Pembangunan Runway 3 van gewijsde.
The Cin Lian et al Bandara Soekrno-Hatta. Register perkara nomor 127/Pdt.P/2017/PN.Tng tanggal 9 Verdict inkracht van
(Plaintiff) Februari 2017. Tidak diketahui nilai gugatan dikarenakan tuntutan gugatan adalah gewijsde.
keberatan terhadap penilaian atas tanah yang dilakukan oleh KJPP Doli Siregar.
Badan Pertanahan PT AP ll is dealing with land dispute regarding petition for objections to the value
Nasional RI Cq. Kepala of compensation for land acquisition for Development of Runway 3, Soekarno-
Kantor Pertanahan Kota Hatta Airport. Case registration No. 127/Pdt.P/2017/PN.Tng dated Feb 9th 2017.
Tangerang Lawsuit value unknown because lawsuit claims is regarding objections to the land
(Termohon Keberatan) value assessment undertaken by KJPP Doli Siregar.
National Land Agency of
RI Cq. Head of the Land Putusan PN Tangerang Nomor 127/Pdt.P/2017/PN.Tng tanggal 29 Maret 2017.
Office of Tangerang City PT AP II Menang.
(Plea Objection) Tangerang Civil Court verdict No. 127/Pdt.P/2017/PN.Tng dated March 29th 2017.
Win by PT AP II
PT AP II (Termohon
Keberatan II) Amar Putusan pada pokoknya:
PT AP II (Plea Objection II) The Verdict in Essence:
• Menolak Permohonan Keberatan dari Para Pemohon Keberatan seluruhnya
Rejects Objections by Applicant Objection in the entirely
• Menghukum Para Pemohon Keberatan untuk membayar biaya perkara yang
sampai hari ini ditetapkan sejumlah vRp. 513.000 (lima ratus tiga belas ribu
rupiah).
Punish Applicants Objection to pay expenses incurred in the case which to
this date is set at Rp. 513.000 (five hundred and thirteen thousands rupiah).
7 Perdata Idup Bin H. Amat, Cs PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan Putusan inkracht
Civil (Pemohon) atas Penetapan Nilai Ganti Kerugian tanah untuk Pembangunan Runway 3 van gewijsde.
Idup Bin H. Amat, Cs Bandara Soekrno-Hatta. Register perkara nomor 129/PDT.P/2017/PN.TNG tanggal Verdict inkracht van
(Plaintiff) 10 Februari 2017. Tidak diketahui nilai tuntutan karena tuntutan gugatan adalah gewijsde.
negosiasi ulang hasil penilaian KJPP terhadap tanah yang diganti rugi.
Badan Pertanahan PT AP ll is dealing with land dispute regarding petition for objections to the value
Nasional RI Cq. Kepala of compensation for land acquisition for Development of Runway 3, Soekarno-
Kantor Pertanahan Kota Hatta Airport. Case registration No. 129/PDT.P/2017/PN.TNG dated Feb 10th 2017.
Tangerang Lawsuit value unknown because lawsuit claims is regarding renegotiation of the
(Termohon Keberatan) results of KJPP’s assessment on compensated land.
National Land Agency of
RI Cq. Head of the Land Putusan PN Tangerang Nomor129/Pdt.P/2017/PN.TNG tanggal 27 Maret 2017
Office of Tangerang City PT AP II Menang.
(Plea Objection) Tangerang Civil Court verdict No. 129/Pdt.P/2017/PN.TNG dated March 27th 2017.
Win by PT AP II
PT AP II (Termohon
Keberatan II) Amar Putusan pada pokoknya:
PT AP II (Plea Objection II) The Verdict in Essence:
• Menolak Keberatan dari Para Pemohon Keberatan;
Rejects Objections by Applicant Objection;
• Menghukum Para Pemohon Keberatan untuk membayar biaya perkara Rp.
606.000 (enam ratus enam ribu rupiah).
Punish Applicants Objection to pay expenses incurred in the case valued at
IDR 606.000 (six hundreds and six thousands rupiah).
8 Perdata Apih, DKK (Para PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan Proses kasasi atas
Civil Pemohon Keberatan) atas Bentuk/Nilai Ganti Kerugian untukPembangunan Runway 3 Bandara Soekrno- permohonan kasasi
Hatta. Register Perkara Nomor 561/Pdt.P/2017/PN.Tng 22 September 2017. Nilai yang diajukan oleh
Kepala Kantor gugatan sebesar Rp 9.921.000.000. Apih, dkk tanggal
Pertanahan Kabupaten Putusan PN Tangerang Nomor 561/Pdt.P/2017/PN.Tng tanggal 29 Agustus 2017 11 September
Tangerang (Termohon PT AP II Menang. 2017 Nomor 561/
Keberatan I) Amar Putusan pada pokoknya: Pdt.P/2017/PN.Tng
- Menolak Permohonan Keberatan dari Para Pemohon Keberatan Sampai dengan 31
PT AP II (Termohon tersebut; Desember 2017,
Keberatan II) - Menghukum Para Pemohon Keberatan membayar biaya perkara yang Posisi Perkara masih
ditetapkan sebesar Rp. 558.000 (lima ratus lima puluh delapan ribu rupiah). dalam proses Kasasi
di Mahkamah
Agung RI

LAWSUIT/LITIGATION

NO.
9 Perdata Apih, DKK (Pemohon Permohonan Kasasi sebagai dasar keberatan yang diajukan oleh Apih, DKK Masih proses Kasasi
Civil Kasasi dahulu Termohon) Terhadap Penetapan Pengadilan Negeri Tangerang Nomor 39/Pdt.P.Cons/2017/ atas Permohonan
Apih, et al (Cassation PN.Tng Tanggal 15 Juni 2017. Register Perkara Nomor 39/Pdt.P.Cons/2017/PN.Tng Kasasi diajukan
Applicant formerly diajukan Tanggal 13 Juli 2017. Tidak diketahui nilai gugatannya dikarenakan Apih, DKK.
Defendant) tuntutan gugatan adalah pembatan penetapan pengadilan. Sampai dengan 31
Application of Cassation as base objection submitted by Apih, et al against Desember 2017,
PT AP II (Termohon Tangerang DIstric Court verdict No. 39/Pdt.P.Cons/2017/PN.Tng dated Jun 15th Posisi Perkara masih
Kasasi dahulu Pemohon) 2017. Case registration No. 39/Pdt.P.Cons/2017/PN.Tng submitted July 13th 2017. dalam proses Kasasi
PT AP II (Cassation Lawsuit value unknown because lawsuit claims is the revocation of court verdict. di Mahkamah
Petitioner formerly Agung RI
Plaintiff) Proses Kasasi di Mahkamah Agung. Cassation in
Cassation Proceeded to Supreme Court. progress under
Application of
Cassation by Apih,
et al. As of Dec 31st
2017, the case is
still under cassation
process at the
Supreme Court.
10 Perdata Herry Bastian Gugatan Herry Bastian kepada PT AP II (KC Bandar Udara Internasional Sultan Sedang proses
Civil (Penggugat) Syarif Kasim II Pekanbaru) dengan objek gugatan berupa tanah seluas 16.380 m2 di Pengadilan
Herry Bastian (Plaintiff) dengan register perkara nomor 193/PDT.G/2017/PN.PBR tanggal 24 Agustus 2017. Negeri Pekanbaru
Nilai gugatan Rp 27.342.000.000,00. sampai dengan 31
PT AP II (KC Bandar Herry Bastian’s lawsuit against PT AP ll (Branch Office International Airport Sultan Desember 2017.
Udara Internasional Syarif Kasim II Pekanbaru) regarding land area of 16.380 m2 with registration As of Dec 31st
Sultan Syarif Kasim II case No. 193/PDT.G/2017/PN.PBR dated Aug 24th 2017. Lawsuit value IDR 2017, the case is
Pekanbaru) (Tergugat) 27.342.000.000,00. still under process
PT AP II (Branch Office at Pekanbaru Distric
International Airport Court.
Sultan Syarif Kasim II
Pekanbaru) (Defendant)
11 Perdata Tan Kip Nio Gugatan Tan Kip Nio kepada ketua tim pembebasan tanah PT AP II tahun 2006 Sedang proses
Civil (Pengugat) dengan register perkara nomor 565/PDT.G/2017/PN.TNG tanggal 9 Agustus 2018. di Pengadilan
Tan Kip Nio Objek sengketa tanah di Kampung Keresek Asin, Tangerang seluas 3.552 m2. Negeri Tangerang
(Plaintiff) Tan Kip Nio’s lawsuit against Head of Land Acquisition of PT AP ll year 2006 with sampai dengan 31
registration case No. 565/PDT.G/2017/PN.TNG dated Aug 9th 2018. Object of Desember 2017
PT AP II (Tergugat) dispute is land in Kampung Keresek Asin, Tangerang with area of 3.552 m2. As of Dec 31st
PT AP II (Defendant) 2017, the case is
still under process
at Tangerang Distric
Court.
12 Pengadilan Yuli Andriani Gugatan Yuli Andriani kepada PT AP II dengan register perkara nomor 49/PDT. Sedang proses
Hubungan (Penggugat) SUS-PHI/2017/PN.PDG tanggal 7 September 2017 terkait tuntutan hak yang belum di Pengadilan
Industrial Yuli Andriani (Plaintiff) dibayar saat bekerja di Bandar Udara Internasional Minangkau, Padang. Nilai Hubungan
Industrial gugatan Rp 63.171.436 (upah) dan Rp 49.315.974 (pesangon). Industrial Padang
Relations PT AP II (Tergugat) Yuli Andriani’s lawsuit against PT AP ll with case registration No. 49/PDT.SUS- sampai dengan 31
Court PT AP II (Defendant) PHI/2017/PN.PDG dated Sept 7th 2017 regarding demands of rights not yet paid Desember 2017
while working at Minangkabau International Airport, Padang. Lawsuit value of IDR As of Dec 31st
63.171.436 (wages) dan IDR 49.315.974 (severance pay). 2017, the case is
still under process
at Padang Industrial
Relation Court.

LAWSUIT/LITIGATION

NO.
13 Perdata Sri Darwati (Penggugat) Gugatan Sri Darwati kepada PT AP II terkait gugatan perdata klaim kepemilikan Putusan inkracht
Civil Sri Darwati (Plaintiff) tanah yang terletak di Desa Arang Limbung Kecematan Sungai Raya, Kabupaten van gewijsde.
Pontianak seluas ± 32.580 m2dengan nomor perkara34/Pdt.G/2016/PN.MPW. Verdict inkracht van
PT AP II (Tergugat) Sri Darwati’s civil action against PT AP ll regarding land ownership claims located at gewijsde.
PT AP II (Defendant) Desa Arang Limbung Kecematan Sungai Raya, Kabupaten Pontianak with area of ±
32.580 m2 case registration No. 34/Pdt.G/2016/PN.MPW.
Putusan Pengadilan Negeri Mempawah No.34/Pdt.G/2016/PN.MPW Tanggal 10

April 2017 PT AP II Menang
Decision of Mempawah Distric Court No.34/Pdt.G/2016/PN.MPW dated April 10th
2017 Win by PT AP II

• Menolak Gugatan Penggugat untuk seluruhnya
Rejected the Plaintiff’s claims entirely
• Menghukum Penggugat membayar biaya perkara sejumlah Rp5.710.000,-
Punished the Plaintiff to pay expenses incurred in the case amounting to IDR
5.710.000,-
Putusan Pengadilan Tinggi Kalimantan Barat Nomor 70/PDT/2017/PT Kal Bar

tanggal 3 Oktober 2017.
Pada pokoknya menguatkan Putusan Pengadilan Negeri Mempawah.
PERKARA YANG DIHADAPI ENTITAS ANAK CASES FACED BY SUBSIDIARIES

Hingga 31 Desember 2017, tidak terdapat perkara hukum yang As of Dec 31st, no lawsuit involving Subsidiaries.
melibatkan Entitas Anak.
PERKARA YANG DIHADAPI DEWAN KOMISARIS DAN CASES FACED BY BOARD OF COMMISSIONERS AND
DIREKSI DIRECTORS
Hingga 31 Desember 2017, tidak terdapat perkara hukum yang As of Dec 31st, no lawsuit involving Board of Commissioners
melibatkan Dewan Komisaris dan Direksi yang sedang menjabat. and Director in office.
SANKSI ADMINISTRASI DARI REGULATOR ADMINISTRATIVE SANCTIONS FROM REGULATORS

Hingga 31 Desember 2017, tidak terdapat sanksi administrasi As of Dec 31st, no administrative sanctions given to Company
yang diberikan kepada Perseroan oleh Regulator. by Regulatory Board.

MANAJEMEN RISIKO
RISK MANAGEMENT
Dalam menjalankan aktivitas bisnisnya, setiap perusahaan In running business activities, each Company is faced by any
dihadapkan dengan berbagai macam ketidakpastian yang kinds of uncertainties that may cause an hindrance in achieving
dapat menjadi hambatan dalam pencapaian target kinerja the performance company targets. These uncertainties
perusahaan. Ketidakpastian yang timbul dari setiap peluang emerged from every business opportunity and strategic decision
bisnis maupun keputusan strategis yang diambil perusahaan undertaken can create a threat for the sustainability of corporate
dapat menciptakan ancaman bagi kelangsungan bisnis business. Every corporate has to be able to identify and maintain
perusahaan. Setiap perusahaan harus dapat mengidentifikasi the emerging uncertainties, thereby, it can cause no hindrances
dan mengelola ketidakpastian yang timbul agar tidak menjadi in running the business development.
hambatan dalam perkembangan bisnis yang dijalankan.
Saat ini, penerapan Manajemen Risiko sudah menjadi bagian Currently, the implemenation of risk management has been a
yang penting dalam menjalankan aktivitas bisnis perusahaan. crucial part in performing the corporate business activities. The
Perusahaan sebagai badan usaha yang menjalankan Company as a business entity running business activities is on
aktivitas bisnis berada pada lingkungan yang penuh dengan the full environment with uncertainties both from internal and
ketidakpastian baik dari internal maupun eksternal perusahaan. external of the Company. The emerging uncertainties can cause
Ketidakpastian yang dihadapi dapat memberikan dampak both negative impacts and positive impacts that can affect in
negatif maupun positif yang akan mempengaruhi pencapaian achieving the performance company targets, therefore, the
target kinerja perusahaan, sehingga diperlukan penerapan implementation of Risk Management is needed to manage
Manajemen Risiko untuk mengelola ketidakpastian yang the emerging uncertainties in order not to deter the business
dihadapi agar tidak menghambat dalam perkembangan bisnis development that currently been running.
yang dijalankan.
Adapun program kerja yang telah dilaksanakan selama periode In addition, following is the framework that has been
Januari s.d September 2017 antara lain sebagai berikut: implemented within January to September 2017 period:
• Penyusunan Profil Risiko Korporasi PT Angkasa Pura II tahun • Preparation of Corporate Risk Profile of PT Angkasa Pura
2016 yang diselenggarakan pada pada tanggal 25 s.d 27 II of 2016 was conducted on January 25 to 27, 2017. The
Januari 2017. Penyusunan profil risiko secara korporasi preparation of risk profile of the Company in corporation
Perusahaan terdiri dari identifikasi risiko yang dapat consists of the risk identification which can affect the
mempengaruhi pencapaian sasaran organisasi, analisis targets achievements of the organization, the analysis of
kemungkinan dan dampak dari risiko yang telah diidentifikasi probability and the impact of the identified risk and the risk
serta pemetaan risiko yang dihadapi. Profil risiko Perusahaan mapping. The risk profile of the Company is expected to
diharapkan mampu memberikan informasi mengenai risiko be able to provide information related to risks faced by the
yang dihadapi, sehingga perusahaan dapat dengan segera company, so that the company can immediately determine
menentukan langkah-langkah strategis untuk menghadapi strategic actions to handle the uncertainties in future.
ketidakpastian di masa yang akan datang.
• Implementation of Risk Assessment 2017 at 13 branch
• Melaksanakan Risk Assessment tahun 2017 di 13 Kantor offices of PT Angkasa Pura II (Persero) and total identified
Cabang PT Angkasa Pura II (Persero) dan dihasilkan jumlah risks produced is as follows:
risiko yang teridentifikasi sebagai berikut :

MANAJEMEN RISIKO
RISK MANAGEMENT
RISIKO TERIDENTIFIKASI JUMLAH RISIKO

BANDAR UDARA KATEGORI RISIKO IDENTIFIED RISK
NO. TERIDENTIFIKASI
AIRPORT RISK CATEGORY
OPSTEK ADKOM TOTAL IDENTIFIED RISK
1 Halim Perdanakusuma, Jakarta Strategic Risk 1 - 1
Operational Risk 4 2 6
Safety & Security Risk 2 - 2
Financial Risk - 4 4
Compliance Risk - 2 2
JUMLAH
7 8 15
TOTAL
2 Husein Sastranegara, Bandung Strategic Risk - - -
Compliance Risk - - -
JUMLAH
10 7 17
TOTAL
3 Sultan Mahmud Badaruddin II, Palembang Strategic Risk 1 1 2
JUMLAH
9 7 16
TOTAL
4 Sultan Iskandar Muda, Banda Aceh Strategic Risk - 1 1
Financial Risk 1 1 2
Compliance Risk 1 - 1
JUMLAH
9 5 14
TOTAL
5 Kualanamu, Deli Serdang Strategic Risk 2 2 4
JUMLAH
10 3 13
TOTAL

MANAJEMEN RISIKO
RISK MANAGEMENT

NO. TERIDENTIFIKASI
6 Sultan Thaha, Jambi Strategic Risk - - -
JUMLAH
6 5 11
TOTAL
7 Supadio, Pontianak Strategic Risk 1 1 2
JUMLAH
7 6 13
TOTAL
8 Raja Haji Fisabilillah, Tanjung Pinang Strategic Risk - - -
JUMLAH
8 5 13
TOTAL
9 Depati Amir, Pangkal Pinang Strategic Risk 1 - 1
JUMLAH
7 6 13
TOTAL
10 Minangkabau, Padang Strategic Risk 1 - 1
Compliance Risk 1 1 2
JUMLAH
10 8 18
TOTAL

MANAJEMEN RISIKO
RISK MANAGEMENT

NO. TERIDENTIFIKASI
11 Silangit, Siborong - borong Strategic Risk 1 1 2
Compliance Risk 1 - 1
JUMLAH
8 3 11
TOTAL
12 Sultan Syarif Kasim II, Pekanbaru Strategic Risk 2 1 3
Operational Risk 4 - 4
JUMLAH
8 5 13
TOTAL
13 Soekarno Hatta, Tangerang Strategic Risk 2 1 3
JUMLAH
29 17 46
TOTAL
• Melakukan kegiatan Pengelolaan Asuransi Perusahaan • Implementation on Insurance Management PJP2U and
meliputi Asuransi PJP2U dan Asuransi Liability antara lain: Liability Insurance activities such as:
1. Asuransi Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) 1.

Insurance of Air Passenger Service Charge (PJP2U) is as
antara lain : follows:
NAMA TANGGAL LOKASI NOMINAL KRITERIA

NO.
NAME DATE LOCATION NOMINAL CRITERIA
1 Iro Rejo Sangadi 23/2/2017 PKU Rp 5.000.000 Normal Death
2 Robeda Abu Samah 16/3/2017 PKU Rp 5.000.000 Normal Death
3 Jamaliah Kardi Abdullah 3/4/2017 KNO Rp 5.000.000 Normal Death
4 Putri Nurul Balqis 27/5/2017 PKU Rp 5.000.000 Normal Death
5 Mesia Pardosi 3/8/2017 BSH Rp 5.000.000 Normal Death

MANAJEMEN RISIKO
RISK MANAGEMENT
2.
Asuransi Tanggung Jawab Hukum Bandar Udara (Airport 2. Airport Liability Insurance is as follows:
Liability Insurance) antara lain:
OBJEK KLAIM TANGGAL LOKASI NOMINAL KRITERIA

NO.
CLAIM OBJECT DATE LOCATION NOMINAL CLAIM CRITERIA
1 PT ALS 06/01/2017 KNO Rp 5.565.000 Property Damage
2 Yustina Tukijah 08/03/2017 DJB Rp 761.000 Bodily Injury
3 Rian Hidayat 18/05/2017 HLP Rp 225.200 Bodily Injury
4 Shanti Christina Munthe 25/06/2017 HLP Rp 414.200 Bodily Injury
5 Delay Penerbangan 28/07/2017 HLP Rp 62.194.007 Delay Compensation
6 Sung Nyat Ngo 02/09/2017 PNK Rp 15.511.824 Bodily Injury
7 Wiwi Kania Dewi 10/09/2017 BSH Rp 300.000.000 Bodily Injury
8 Sri Menda Ginting 10/10/2017 KNO Rp 420.000 Bodily Injury
9 Mobil Mitshubishi 04/11/2017 PLM Rp. 17.590.050 Property Damage
10 PT Shelota Wisata 07/11/2017 BSH Rp 8.000.000 Property Damage
Sebagai tindak lanjut klaim PT Garuda Indonesia atas insiden As the claim follow-up on PT Garuda Indonesia on its fire
kebakaran di Terminal 2F Bandara Soekarno-Hatta Tangerang incident at Terminal 2F Soekarno-Hatta International Airport
pada tanggal 05 Juli 2015, Unit Corporate Risk Management Tangerang on July 5, 2015, The Corporate Risk Management
selaku unit pengelola asuransi telah melakukan penyelesaian Unit as an insurance manager unit has completed that claim
klaim dimaksudpada tanggal 30 Oktober 2017. on October 30, 2017.
• Dalam rangka knowledge sharingterkait pengelolaan • In the knowledge sharing related to the Airport Liability
asuransi airport liability di lingkungan PT Angkasa Pura II Insurance at PT Angkasa Pura II (Persero) environment,
(Persero), unit Corporate Risk Management selaku unit the Corporate Risk Management unit as an insurance
pengelola asuransi bekerjasama dengan PT Asuransi manager unit in partner with the PT Asuransi Jasa
Jasa Indonesia (Jasindo) melaksanakan sosialisasi dan Indonesia (Jasindo) has conducted the socialization
workshop Asuransi Airport Liability dengan peserta and workshop of Airport Liability Insurance with the
perwakilan dari Kantor Cabang dan Kantor Pusat PT representatives from branch offices and head office of
Angkasa Pura II (Persero) sebagai berikut: PT Angkasa Pura II (Persero) such as:
ZONA PESERTA TANGGAL PELAKSANAAN

NO.
ZONE ATTENDANT DATE OF IMPLEMENTATION
1 Zona I Perwakilan dari : 30 Maret 2017

Zone I Representative from: March 30, 2017
(Tangerang) Kantor Pusat, BSH dan HLP
Head Office, BSH and HLP
2 Zona II Perwakilan dari : 10 Mei 2017

Zone II Representative from: May 10, 2017
(Medan) KNO, DTB, BTJ, PDG, PKU, PLM
KNO, DTB, BTJ, PDG, PKU, PLM
3 Zona III Perwakilan dari : 14 Juli 2017

Zone III Representative from: July 14, 2017
(Bandung) BDO, PNK, DJB, PGK dan TNJ
BDO, PNK, DJB, PGK and TNJ

MANAJEMEN RISIKO
RISK MANAGEMENT
• Membuat analisarisiko sesuai dengan kebutuhan • Conduct risk analysis in accordance with needs of the
perusahaan, antara lain sebagai berikut: Company, is as follows:
1. Analisa risiko kegiatan inventarisasi dan identifikasi 1. Analysis of Inventories and land identification Risk
lahan PT Angkasa Pura II (Persero); activities of PT Angkasa Pura II (Persero);
2. Analisa risiko kejadian Accident mobil inspeksi AMC 2. Analysis of AMC Inspection car Accident and crew
dan mobil crew (Gapura) di service road remote car (Gapura) at service road remote stand R65
stand R65 Bandar Udara Internasional Soekarno Soekarno-Hatta International Airports;
Hatta;
3. Analisa sewa peralatan GSE PT Gapura Angkasa; 3. Analysis of GSE equipment rental of PT Gapura
Angkasa;
4. Membuat kajian persiapan pengoperasian Terminal 4. Making a review of preparations for the operation
3 Internasional; of Terminal 3 International;
5. Analisa review rencana pemberian insentif periode 5. Analysis of Review on an incentive awarding plan in
angkutan lebaran tahun 2017/1438H; period of Ramadan Transportation in 2017 1438H;
6. Analisa risiko Kesiapan Peak Season tahun 2017; 6. Analysis of Peak Season Preparation Risk for 2017;
7. Analisa risiko perubahan struktur organisasi Kantor 7. Analysis of Changes on organization structure risk
Pusat PT Angkasa Pura II (Persero); at head office PT Angkasa Pura II (Persero);
8. Analisa risiko rencana pemberian apresiasi kepada 8. Analysis of Review on an appreciation awarding
airlines dalam rangka HUT Republik Indonesia dan plan to airlines in the Indonesian Independence Day
HUT PT Angkasa Pura II (Persero); and the Anniversary of PT Angkasa Pura II (Persero);
9. Analisa risiko pemberian No Remain Over Night 9. Analysis on No Remain Over Night (RON) Incentives
(RON) Incentive kepada Airlines di Bandara risk to airlines at Soekarno-Hatta International
Soekarno-Hatta; Airport;
10. Analisa risiko pemberian insentif dalam paket 10. Analysis of Review on awarding incentives in a
wisata Charter Flight DTB-SIN Di Bandar Udara package of Charter Flight DTB-SIN at Silangit
Internasional Silangit; International Airport;
• Melakukan proses perpanjangan waktu kerjasama • Conduct an addendum process of Insurance
(addendum) pengelolaan Asuransi PJP2U untuk periode Management PJP2U for period September 1-15, 2017;
01 September – 15 Desember 2017;
• Melakukan Benchmarking Implementasi Risk • Conduct a Risk Management Implementation
Management ke PT Jasa Raharja (Persero) pada tanggal Benchmarketing to PT Jasa Raharja (Persero) on July 11,
11 Juli 2017; 2017;
• Melakukan Sharing Season dengan perusahaan re- • Conduct sharing session with International insurance
broker asuransi Internasional (Jardine Lloyd Thompson), rebrokerage (Jardine Lloyd Thompson), Loss Adjuster
Loss Adjuster (Holman Fenwick Willan) dan solicitor (Holman Fenwick Willan) and solicitor (Charles Taylor
(Charles Taylor Aviation) di Bandung pada tanggal 13 Aviation) in Bandung on July 13, 2017;
Juli 2017;
• Melakukan Sharing Season dengan beberapa konsultan • Conduct sharing session with some consultant on the
untuk persiapan pelaksanaan penilaian Risk Maturity preparation of Risk Maturity Level (RML) Implementation,
Level (RML) antara lain: such as:
• PT Basco Global Management • PT Basco Global Management
• PT Sucofindo Prima Internasional Konsultan • PT Sucofindo Prima Internasional Konsultan
• PT Wisma Inti Manajemen • PT Wisma Inti Manajemen
• Melakukan review dan updating Condition of Use (CoU) • Review dan update the Condition of Use (CoU) including
includes Airport Charges bandara PT Angkasa Pura II Airport Charges of PT Angkasa Pura II (Persero);
(Persero);

MANAJEMEN RISIKO
RISK MANAGEMENT
• Turut serta dalam pembahasan restrukturisasi organisasi • Follow a discussion on restructural organization of PT
PT Angkasa Pura II (Persero) Angkasa Pura II (Persero);
• Menyusun job profile (Analisa jabatan dan uraian • Prepare the job profile (Job analysis and its job
jabatan) untuk unit Corporate Risk Management description) for Corporate Risk Management unit.
2. Compliance 2. Compliance
Kepatuhan terhadap implementasi Prinsip-Prinsip Tata Kelola Compliance on the implementation of the Good Corporate
Perusahaan yang Baik atau Good Corporate Governance Governance (GCG) is one of the keys to success of the
(GCG) merupakan salah satu kunci keberhasilan suatu Company. Angkasa Pura II (Persero) as one of SOEs must be
Perusahaan. PT Angkasa Pura II (Persero) sebagai salah able to manage the Company by performing and adhering
satu BUMN harus mampu mengelola Perusahaan dengan to GCG principles. As one of GCG implementation forms,
melaksanakan dan mematuhi prinsip-prinsip GCG. Sebagai among others, the compliance on State of the Assets Report
salah satu bentuk penerapan GCG, antara lain Kepatuhan (LHKPN) filling for Managerial Officials until two levels under
terhadap pengisian Laporan Harta Kekayaan Penyelenggara the Board of Directors, gratuities management and control,
Negara (LHKPN)bagi Pejabat Manajerial sampai dengan dua availability of the Standard Operating Procedures (SOP), code
tingkat dibawah Direksi, pengelolaan dan pengendalian of conduct of the Company based on a good corporate
gratifikasi, ketersediaan Standar Operasional Prosedure governance. In addition, following is the framework that
(SOP) dan Kode Etik Perusahaan sesuai dengan tata kelola has been implemented within January to September 2017
perusahaan yang baik.Adapun program kerja yang telah period:
dilaksanakan selama periode Januari s/d September 2017
antara lain sebagai berikut:
• Melakukan Persiapan akhir SelfAssessment Penerapan • Conducted a final preparation of GCG implementation
GCG Tahun 2016 dengan Tim Kelompok Kerja (POKJA) 2016 self assessment with the internal program team
internal dari PT Angkasa Pura II (Persero). Skor akhir of PT Angkasa Pura II (Persero) 2016. The final score of
SelfAssessment Penerapan GCG PT Angkasa Pura II GCG implementation 2016 self assessment PT Angkasa
(Persero) Tahun 2016 adalah 87.1251 kategori Sangat Pura II (Persero) was 87.1251, in the category of Very
Baik dengan rincian sebagai berikut: Good with following detail:
CAPAIAN TAHUN 2015

ASPEK PENGUJIAN / INDIKATOR/PARAMETER BOBOT ACHIEVEMENT 2015 PENJELASAN
ASSESSEMENT / INDICATOR/PARAMETER WEIGHT SKOR EXPLANATION
% CAPAIAN
SCORE
Komitmen Terhadap Penerapan Tata Kelola Peru-
sahaan yang Baik Secara Berkelanjutan Sangat Baik
I 7.000 6.7146 95.9232
Commitment on a sustainable Good Corporate Very Good
Governance
Pemegang Saham dan RUPS/Pemilik Modal Sangat Baik

II 9.000 8.0841 89.8236
Shareholders and RUPS/Beneficiary Very Good
Dewan Komisaris/Dewan Pengawas Sangat Baik

III 35.000 31.7111 90.6032
Board of Commissioners/Board of Audit Very Good
Direksi Sangat Baik

IV 35.000 31.6500 90.4286
Board of Directors Very Good
Pengungkapan Informasi dan Transparansi Sangat Baik

V 9.000 8.1653 90.7250
Information Openness and Transparency Very Good
Aspek Lainnya
VI 5.000 0.8000 16.0000
Other Aspects
SKOR KESELURUHAN Sangat Baik

87.1251
OVERALL SCORE Very Good

MANAJEMEN RISIKO
RISK MANAGEMENT
• Melakukan pemantauan terhadap tindak lanjut/realisasi • Conducted a monitoring on follow-up/risk mitigation

mitigasi laporan hasil risk assessment tahun 2017 yang realization on final report assessment in 2017 that will
akan dipergunakan sebagai bahan profil risiko Korporasi be used as a corporate risk profile 2017.
Perusahaan 2017;
• Melakukan monitoring dan evaluasi Pengendalian • Conducted a monitoring and evaluation of Gratuitites
Gratifikasi di lingkungan Perusahaan. Selama periode Control at the environment of the Company. Within
Januari s.d September 2017 secara total telah diterima the period January to September 2017, in overall, the
sebanyak 19 laporan penerimaan gratifikasi dengan gratuities reports received as 19 with the estimated value
estimasi nilai sebesar Rp. 30.864.250,-; IDR 30.864.250.
• Menyusun pedoman Laporan Harta Kekayaan Pejabat • Prepared the State of the Assets Report (LHKPN) PT
Negara (LHKPN) PT Angkasa Pura II (Persero); Angkasa Pura II (Persero).
• Melakukan Bimbingan Teknis/Asistensi Pengisian dan • Conducted technical guidance/Assistance in filing and
Penyampaian Laporan Harta Kekayaan Penyelenggara delivering the State of the Assets Report (LHKPN) for the
Negara (LHKPN) bagi Pejabat sampai dengan dua tingkat Officials to the level II under the Board of Directors.
dibawah Direksi;
• Melakukan kajian Nota Regularisasi dan Rupa-Rupa • Conducted a study of Regularization Notes and
Pengesampingan terkait Pekerjaan Penyempurnaan Miscellaneous notes related to the Completion of
Taman Curbside Area Jalan Masuk dan Area Parking Curbside Area entry and parking area at the new Sultan
Terminal Baru Bandara Sultan Thaha Jambi dan Thaha Airport Jambi and Side jon of an additional power
Pengesampingan Pekerjaan Penambahan Daya Listrik electricity and construction of the PLN Substation.
dan Pembangunan Gardu PLN;
• Melakukan review Pedoman Tata Kelola Perusahaan • Conducted a review on the Code of Corporate
(Code of Corporate Governance), menyesuaikan dengan Governance, in accordance with the Decree of
Keputusan Sekretaris Kementrian BUMN No.SK-16/S. SOE Secretarial Ministry No.SK-16/S.MBU/2012 on
MBU/2012 tentang Indikator/Parameter Penilaian dan Assessment and Evaluation of Indicator/Parameter and
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Implementation of the good corporate governance at
baik di BUMN; the SOE.
• Melakukan review Pedoman Prilaku (Code of Conduct), • Conducted a review of Code of Conduct, Board Manual
Pedoman Board Manual dan Pedoman gratifikasi di Guideline and Gratification Guideline at the environment
lingkungan Perusahaan AP II; of the PT Angkasa Pura II (Persero).
• Melakukan inventarisasi pendataan Peraturan/ketentuan • Conducted data inventories of regulation/provision and
dan SOP Perusahaan yang terdapat dimasing-masing the Company’s SOP recorderd in each work unit/branch
unit kerja/Kantor Cabang yang nantinya akan menjadi office which will soon to be its database and Terms Of
database Perusahaan dan pembuatan ToR (terms of Reference (ToR) preparation of the application on SOP
reference) Aplikasi pembuatan database SOP Perusahaan; database of the Company.
• Melakukan sosialisasi surat edaran Direktur nomor • Conducted socialization of circular letter of Board of
Nomor : PEN.16.01/00.04/06/2017/0002 tentang Directors Number: PEN.16.01/00.04/06/2017/0002 on
Larangan Menerima Gratifikasi Menjelang Hari Raya Idul the prohibition of Receiving Gratification in prior to the
Fitri 1438H di kantor pusat dan kantor cabang, dengan Eid al-Fitr-1438 H at the head office and branch offices,
menyusun materi sosialisasi berupa digital banner dan by preparing the socialization materials such as digital
membagikannya ke kantor cabang untuk dipasang pada banner and disseminating to the branch offices to be put
media media digital; at digital media.
• Pembuatan aplikasi database SOP perusahaan. Pada TW • The preparation of database SOP application of the
II 2017 pembuatan aplikasi masih pada dalam tahap Company. In the QII 2017, the application preparation
inisiasi awal dan telah dilakukan rapat pembahasan awal was still in the initial process and has been conducted
rancangan system aplikasi database SOP Perusahaan, an initial discussion on application database SOP system
Bersama sama dengan unit HIT; planning, along with the HIT unit.
• Melakukan review pedoman pengendalian gratifikasi di • Reviewed the Gratification Control Manual at the
lingkungan PT Angkasa Pura II (Persero); environment PT Angkasa Pura II (Persero)

MANAJEMEN RISIKO
RISK MANAGEMENT
• Mengikuti Ajang Pemeringkatan Penerapan GCG • Participated in the Corporate Governance Perception
Corporate Governance Perception Index (CGPI) tahun Index (CGPI) Event in 2016, which was conducted by
2016, yang diselenggarakan oleh Indonesia Institute for Indonesia Institute for Corporate Governance (IICG) on
Corporate Governance (IICG) yang pada tanggal 19 Juli July 19, 2017 with briefing to the participants held by
2017 dimulai dengan briefing kepada para peserta yang the IICG.
diselenggarakan oleh IICG;
• Menyerahkan barang dan uang gratifikasi yang diterima • Submitted the accepted goods and money of gratification
oleh insan PT Angkasa Pura II (Persero) kepada KPK pada of PT Angkasa Pura II (Persero) to Corruption Eradication
tanggal 1 Agustus 2017 berupa 5 (lima) buah voucher Commission (KPK) on August 1, 2017 such as 5 (five)
senilai Rp. 600.000,- (enam ratus ribu rupiah) dan uang vouchers amounted to IDR 600.000 (six hundred
tunai senilai Rp. 17.000.000,- (tujuh belas juta rupiah); thousand) and cash amounted to 17.000.000 (seventeen
• million)
• Bersama dengan unit DCL dan HHC untuk menyusun • In tandem with DCL unit and HHC to prepare the
surat edaran kerahasiaan data penghasilan nomor circular letter of income data confidentiality Number
Edr.03.08/00.02/08/2017/0018; Edr.03.08/00.02/08/2017/0018.
• Berpartisipasi dalam “Seminar POJK 21/POJK.04/2015 • Participated in POJK 21/POJK.04/2015 Seminar on the
Tentang Penerapan Pedoman Tata Kelola Perusahaan Implementation of the Limited Corporate Governance
Terbuka melalui pendekatan Terapkan atau Jelaskan Guideline through an approach of comply or explain on
(Comply or Explain)” tanggal 16 Agustus 2017; August 16, 2017.
• Menyelenggarakan seminar anti korupsi bagi istri • Conducted anti corruption seminar for the wife of
pegawai PT Angkasa Pura II (Persero) pada tanggal 22 officials of PT Angkasa Pura II (Persero) on August 22,
Agustus 2017, bekerjasama dengan Periswara II sebagai 2017, in tandem with the Periswara II as the event
penyelenggara acara dan Komisi Pemberantasa Korupsi exhibitor and Corruption Eradication Commission (KPK)
sebagai pembicara dan pemberi materi. Kegiatan ini as the speaker and presenter. This event was attended by
dihadiri oleh istri pejabat Angkasa Pura II dari setingkat the wife of officials of PT Angkasa Pura II (Persero), from
Manager hingga Direksi; the Managerial Level to Board of Directors Level.
• Menyebarkan kuesioner penilaian GCG Angkasa • Disseminated the GCG assessment questionnaire of
Pura II (Persero) oleh para stakeholder sebagai bagian PT Angkasa Pura II (Persero) by the stakeholders as a
dari kegiatan penilaian dalam Ajang Pemeringkatan part of evaluation activities in Corporate Governance
Penerapan GCG Corporate Governance Perception Index Perception Index (CGPI) event in 2016. As per August,
(CGPI) tahun 2016. Pada bulan Agustus 2017 telah 70 respondents from the required 87 respondents in
berhasil mendapatkan 70 responden dari 87 responden the CGPI have obtained, or fulfilled estimated by 80%.
yang dipersyaratkan dalam CGPI, atau telah terpenuhi As per September, 87 respondents have obtained in
sekitar 80%. Sampai dengan bulan September 2017 accordance with the requirements in CGPI, or been
telah berhasil mendapatkan 87 responden sesuai dengan fulfilled by 100%. The whole questionnaire has been
yang dipersyaratkan dalam CGPI, atau telah terpenuhi given to the CGPI evaluator team on September 2017.
100%. Dan seluruh kuesioner telah diserahkan kepada
tim penilai CGPI pada bulan September 2017; • Collected supporting data of GCG implementation
• Mengumpulkan dokumen data dukung penerapan GCG, documents, as a part of assessment in Corporate
sebagai bagian dari kegiatan penilaian dalam ajang Governance Perception Index (CGPI) event in 2016.
Pemeringkatan Penerapan GCG Corporate Governance As per August, 90% required documents in the CGPI
Perception Index (CGPI) tahun 2016. Sampai dengan evaluation have been collected. And those documents
bulan Agustus 2017 telah berhasil mengumpulkan 98% have been verified by CGPI evaluator team on Septemer
dokumen yang dipersyaratkan dalam penilaian CGPI. 13, 2017.
Dan telah dilakukan verifikasi dokumen oleh tim penilai
dari CGPI pada tanggal 13 September 2017.

MANAJEMEN RISIKO
RISK MANAGEMENT
• Assessment GCG tahun 2017. Pada bulan Agustus • Assessment GCG in 2017. As per August, the initial
telah dilakukan tahap awal kegiatan assessment GCG step of GCG assessment activities was performed by
oleh assessor independent dengan menunjuk dan independent assessor by appointing and submitting
mengajukan permohonan kesediaan untuk menjadi proposal of a willingness to be the GCG assessor to the
assessor GCG kepada pihak BPKP perwakilan Banten. Representatives from BPKP party in Banten. In September,
Pada bulan September telah dilakukan tahap awal the initial step of GCG assessment activities performed
kegiatan assessment GCG oleh assessor independent by independent assessor has been done by fulfilling
dengan memenuhi undangan BPKP untuk rapat invitation from BPKP for such meetings: discussion on
pembahasan TOR dan RAB kegiatan Assessment GCG PT TOR and RAB GCG assessment activities of PT Angkasa
Angkasa Pura 2 tahun 2017 pada tanggal 22 September Pura II (Persero) in 2017 on September 22.
2017;
• Diklat in house training ISO 9001:2015. Pada bulan • In-house training ISO 9001: 2015. In September 2017
September 2017 dilaksanakan diklat yang diikuti oleh 45 the training was participated by 45 representatives from
orang peserta perwakilan dari unit-unit kerja di Kantor work units at Head Office. Batch I was implemented on
Pusat. Batch I dilaksanakan pada tanggal 25 s.d. 27 September 25 to 27 , 2017, followed by representatives
September 2017 dengan diikuti perwakilan dari unit-unit from work units at Head Office;
kerja di Kantor Pusat;
• Bersama dengan DCL dan HHC menyusun surat edaran • Together with DCL and HHC preparing a Circular Work
Etika Kerja Dan Tata Perilaku Dalam Proses Rekrutmen Ethics and Code of Conduct in External Recruitment and
Eksternal Dan Pengembangan Karir Karyawan Di Employee Career Development Process in PT Angkasa
Lingkungan PT Angkasa Pura II (Persero); Pura II (Persero) Environment;
• Berpartisipasi dalam kegiatan “Workshop Kolaborasi • Participated in the “Workshop on Collaboration of
Tunas Integritas Nasional II Tahun 2017” pada tanggal National Integration Tunas II Year 2017” on September
12 s.d 14 September 2017 di Provinsi Jayapura yang 12 to 14, 2017 in Jayapura Province organized by the
diselenggarakan oleh Komisi Pemberantasan Korupsi Corruption Eradication Commission in cooperation with
bekerja sama dengan Pemerintah Posisi Papua; the Government of Papua Position;
• Berpartisipasi dalam kegiatan “Diskusi Panel Program • Participated in the “Panel Discussion of BUMN Integrity
Integritas BUMN” pada tanggal 26 September Program” on September 26, 2017 in Bandung which
2017 di Bandung yang diselenggarakan oleh Komisi organized by the Corruption Eradication Commission in
Pemberantasan Korupsi bekerjasama dengan PT Telkom; cooperation with PT Telkom
• Berpartisipasi dalam “Sosialisasi Peraturan Menteri BUMN • Participate in “Socialization of Minister of State-Owned
Nomor PER-01/MBU/06/2017 dan e-LHKPN” tanggal 28 Enterprises Regulation No. PER-01 / MBU / 06/2017 and
September 2017 Sari Pan Pacific Hotel Jakarta. e-LHKPN” dated September 28, 2017 in Sari Pan Pacific
Hotel Jakarta.
Berdasarkan Peraturan Direksi Nomor: PD.01.01/09/2017/0054 Based on the provision of the Board of Directors Number:
tentang Organisasi dan Tata Kerja Kantor Pusat dan Kantor PD.01.01/09/2017/0054 on Organization and Code of Conduct
Divisi PT Angkasa Pura II (Persero) tanggal 29 September 2017, at head office and division office of PT Angkasa Pura II (Persero)
berlaku sejak tanggal 02 Oktober 2017 Unit Risk Management & on September 29, 2017, the Risk Management & Compliance
Compliance berubah menjadi unit Corporate Risk Management unit was changed into Corporate Risk Management unit
yang terdiri dari Strategic Risk Management, Operational Risk eversince October 2, 2017 that consisted of Strategic Risk
Management dan Quality Management System. Adapun Management, Operational Risk Management dan Quality
program kerja yang telah dilaksanakan per tanggal berlakunya Management System. In addition, following is the framework
peraturan direksi dimaksud, antara lain sebagai berikut : that has been implemented since that provision of the Board of
Directors been applied:

MANAJEMEN RISIKO
RISK MANAGEMENT
1. Strategic Risk Management 1. Strategic Risk Management

• Melakukan pengelolaan asuransi pelayanan jasa • Conducted an Insurance of Air Passenger Service Charge
penumpang pesawat udara (PJP2U) dan asuransi airport (PJP2U) management and Airport Liability Insurance;
liability;
• Melakukan pekerjaan jasa pialang (broker) asuransi • Conducted broker services of Airport Liability Insurance;
airport liability;
• Melakukan pekerjaan jasa pengukuran Risk Maturity • Conducted services of Risk Maturity Level (RML)
Level (RML) untuk mengetahui tingkat maturitas measurement in order to know on how mature the
perusahaan dalam pengelolaan risiko; Company was to manage its risks in types of level;
• Melakukan sosialisasi pengisian kuesioner RML serta • Socialized the RML questionnaire fulfillment as well as
melakukan wawancara terhadap beberapa risk owner conducted interviews on some risk owners as a supporting
sebagai data dukung untuk pengukuran Risk Maturity data to the Risk Maturity Level (RML) measurement;
Level (RML);
• Melakukan penutupan asuransi airport liability periode • Conducted the closing of Airport Liability Insurance
Desember 2017- Juni 2019; period December 2017-June 2019;
• Turut serta dalam pembahasan restrukturisasi organisasi • Participated in a discussion of restructural organization
Kantor Cabang PT Angkasa Pura II (Persero); at the branch office PT Angkasa Pura II (Persero);
• Membuat analisa risiko sesuai dengan kebutuhan • Prepared risk analysis in accordance with the needs of
perusahaan antara lain sebagai berikut : the Company, such as:
1) Membuat analisa risiko reorganisasi Kantor Cabang 1) Prepared analysis of re-organizational risks at branch
PT Angkasa Pura II (Persero); office PT Angkasa Pura II (Persero);
2) Membuat Analisa Risiko Impelementasi Big Data 2) Prepared analysis of Big Data Analytic implementation
Analytic di lingkungan PT Angkasa Pura II (Persero). risks at the environment PT Angkasa Pura II (Persero);
• Melakukan knowledge sharing risk management dengan • Conducted knowledge sharing risk management with PT
PT Pertamina Gas; Pertamina Gas.
• Melakukan in house training Enterprise Risk Management • Conducted in house training Enterprise Risk Management
pada tanggal 22 Desember 2017 dengan peserta yang on December 22, 2017 with participants who are as Risk
merupakan Risk Officer dari setiap Kantor Cabang. Officer from each branch office.

MANAJEMEN RISIKO
RISK MANAGEMENT
2. Operasional Risk Management 2. Operational Risk Management

• Melakukan review hasil realisasi risiko mitigasi Kantor • Reviewed on risk mitigation realization result of branch
Cabang PT Angkasa Pura II (Persero) dengan hasil sebagai office, with following:
berikut:
46
89% 92%
86% 85%
81% 82%
75% 80% 77% 73%
73%
71%
35
24
22
39,13%
20
18 18 18
16 16 17
15 15 15
14
13 13 13 13
12 12 12 11
11 11 10
8
CGK HLP BDO PLM BTJ KNO TNJ PGK PNK PKU PDG DJB DTB
1 2 3 4 5 6 7 8 9 10 11 12 13
Jumlah Risk Event Jumlah Realisasi Mitigasi Persentase Mitigasi Target Realisasi Mitigasi
Sebagai informasi, realisasi mitigasi Kantor Cabang Bandara As an additional information, mitigation realization of
Soekarno-Hatta masih on process karena beberapa target branch office Soekarno-Hatta International Airport is still on
realisasi mitigasi baru bisa dilaksanakan ditahun 2018. process due to some mitigation realization targets can be
• Bekerjasama dengan Unit IT mengembangkan Aplikasi implemented in 2018.
Risk Management yang diberi nama iRims (Integrated • Developed a risk management application with IT unit
Risk Management System) serta melakukan sosialisasi as well as socialized and conducted a training of iRims
dan melakukan training aplikasi tersebut kepada setiap application (Integrated Risk Management) to every
personil di Unit Corporate Risk Management; personnel at Corporate Risk Management unit.
• Membuat analisa risiko sesuai dengan kebutuhan • Conducted risk analysis in accordance with the needs of
perusahaan antara lain: the Company such as:
1)
Analisa Risiko tentang Kerjasama Jasa Konsultan 1) Risk Analysis on the partnership of Service

Tenant Mixing Terminal 3 Bandara Soekarno-Hatta Consultant Tenant Mixing at Terminal 3 Soekarnno-
dengan PT Mitra Incheon Indonesia; Hatta International Airport with PT Mitra Incheon
Indonesia;
2) A nalisa risiko tentang rencana kerjasama pengelolaan 2) Risk Analysis on the partnership plan of On-
On-Demand platform penyedia jasa layanan logistic Demand platform on providing logistics and
& electronic payment pada aplikasi Indonesia electronic payment services in the Indonesia airports
Airports; application;
3) Analisa Peluang dan Risiko Rencana Implementasi 3) Analysis opportunity and Implementation plan of risk
E-Payment di Lingkungan PT Angkasa Pura II E-Payment at the environment PT Angkasa Pura II
(Persero) (29 Desember 2017). (Persero) on December 29, 2017.
• Melakukan koordinasi dengan unit ST terkait Agreement • Coordination with the ST unit related to the Agreement
of Airport Services antara PT Angkasa Pura II (Persero) of Airport Services between PT Angkasa Pura II (Persero)
dan Airlines. and Airlines.

MANAJEMEN RISIKO
RISK MANAGEMENT
3. Quality Management System 3. Quality Management System

• Melakukan Serah terima tugas dan tanggungjawab • Conducted handover of duties and responsibilities
pengelolaan Gratifikasi kepada unit Regulation and of Gratification management to the Regulation
Compliance, serta memberikan sharing knowledge and Compliance Unit, as well as conducted sharing
mengenai tugas dan tanggungjawab pengelolaan knowledge on duties and responsibilities of the
Gratifikasi Perusahaan; Company’s Gratification management.
• Melakukan serah terima tugas dan tanggungjawab • Conducted handover of duties and responsibilities of
pengelolaan LHKPN Perusahaan kepada Unit Industrial LHKPN State of the Assets Report (LHKPN) management
Relation, serta memberikan sharing knowledge mengenai to Industrial Relation, as well as to conducted sharing
tugas dan tanggungjawab pengelolaan GCG; knowledge on duties and responsibilities of the GCG
management.
• Melakukan serah terima tugas dan tanggungjawab • Conducted handover of duties and responsibilities of
pengelolaan GCG Perusahaan kepada Unit Internal GCG management in the Company to Internal Relation
Relation & Communication, serta memberikan sharing & Communication Unit, as well as to conducted sharing
knowledge mengenai tugas dan tanggungjawab knowledge on duties and responsibilities of the GCG
pengelolaan GCG; management.
• Melakukan inventarisasi pendataan Peraturan/ketentuan • Conducted data inventories on the provision/regulation
dan SOP Perusahaan yang terdapat dimasing-masing and the Company’s SOP recorderd in each work unit/
unit kerja/Kantor Cabang yang nantinya akan menjadi branch office that will soon to be the database of the
database Perusahaan. Company.
• Melakukan pengawalan terhadap program kegiatan • Conducted a regulatory on the GCG assessment program
Assessment GCG tahun 2017 sebagai bagian dari activities in 2017 as a part of transition of transfer of
transisi peralihan tugas GCG kepada Unit Internal duties of GCG to the Internal Relation & Communication
Relation & Communication. Pada bulan Oktober Unit unit. In October, the Quality Management System unit
Quality Management System telah menyusun RAB has prepared the RAB assessment activity and prepared
kegiatan Assessment dan mempersiapkan administrasi administration for the proposal of independent assessor
untuk permohonan asesor independent kepada BPKP to BPKP Banten Province representation office.
perwakilan provinsi banten;
• Bersama sama dengan unit diklat menyelenggarakanan • In tandem with the diklat unit conducting the in house
in house training ISO 9001:2015 yang dilaksanakan pada training ISO 9001:2015 Batch II that will be implemented
Oktober 2017 dengan diikuti perwakilan dari unit-unit on October 23-25, 2017 followed by the representatives
kerja di Kantor Pusat. from work units at head office.
• Melakukan kunjungan ke PT Pembangunan Perumahan • Conducted visit to PT Pembangunan Perumahan (Persero)
(Persero) untuk melakukan benchmark dalam penerapan to benchmark in implementing the Quality Management
Quality Management System di PT Angkasa Pura II System at PT Angkasa Pura II (Persero)
(Persero);
• Melakukan persiapan Assessment GCG tahun 2017 • Conducted the GCG assessment preparation in 2017
berupa koordinasi dengan assessor eksternal dari Kantor such as coordination with the external assessor from BPKP
Perwakilan BPKP Banten, melakukan kick-off meeting Banten Province representation office, kick-off meeting
tim counterpart untuk persiapan kegiatan assessment, of counterpart team to prepare the assessment activity
melakukan persiapan pengumpulan dokumen preparation, preparation on supporting assessment
pendukung assessment; documents.
• Melakukan persiapan Assessment KPKU 2017 berupa • Conducted Assessment KPKU preparation 2017 such as
kick-off meeting tim penyusun dokumen aplikasi, kick-off meeting of preparation application document
penyusunan dokumen aplikasi KPKU, mengumpulkan team, KPKU application document preparation, collected
data dukung untuk kategori hasil, mengumpulkan data supporting data for result category, collected benchmark
benchmark dari perusahaan pesaing; data from competitors.
• Mempersiapkan perjanjian SLA dengan PT Garuda • Prepared SLA agreement with PT Garuda Indonesia Tbk
Indonesia Tbk. dengan membahas poin-poin perjanjian by discussing points of agreement with Garuda party, as
dengan pihak Garuda, serta koordinasi dengan unit unit well as coordinated with related units from internal party.
terkait dari pihak internal;

MANAJEMEN RISIKO
RISK MANAGEMENT
• Mengawal penyelenggaraan Assessment KPKU PT • Regulated the execution of the Assessment KPKU PT
Angkasa Pura II (persero) tahun 2017 dengan melakukan Angkasa Pura II (Persero) in 2017 by accompanying the
pendampingan terhadap asesor, mengelola agenda assessor, managing an agenda of assessment activities
kegiatan assessment (berupa persiapan kunjungan (such as field trip, meetings, and other activities), collecting
lapangan, rapat rapat, dan kegiatan lainnya), any supporting data, benchmark data, and becoming a
pengumpulan data dukung, data benchmark, dan hub between assessor with the process owned unit KPKU
menjadi penghubung antara assessor dengan unit pemilik PT Angkasa Pura II (Persero) as an assessee. The execution
proses di PT Angkasa Pura II (persero) sebagai assessee. of assessment KPKU PT Angkasa Pura II (Persero) has
Penyelenggaraan Assessment KPKU PT Angkasa Pura II been completed on December in accordance with the
(Persero) telah selesai dilaksanakan di bulan Desember targeted time set forth with no interference as been
sesuai dengan target waktu yang ditetapkan tanpa marked by closing meeting on December 15, 2017 at
hambatan yang ditandai dengan closing meeting pada Wijaya Kusumah Room. In addition, the final result from
tanggal 15 Desember 2017 di Ruang Rapat Wijaya this assessment was a feedback report and final score
Kusuma gedung 600 Kantor Pusat PT Angkasa Pura II. which were still in the process of quality control from the
Adapun hasil akhir dari assessment berupa Feedback Excellent SOE Forum (FEB).
Report dan score akhir masih menunggu proses quality
control dari Forum ekslen BUMN;
• Mengawal penyelenggaraan Assessment GCG tahun • Regulated the execution of the Assessment GCG 2017
2017 dengan melakukan pendampingan terhadap by accompanying the assessor, , managing an agenda
asesor, mengelola agenda kegiatan assessment (berupa of assessment activities (such as field trip, meetings,
persiapan kunjungan lapangan, rapat rapat, dan kegiatan and other activities), collecting any supporting data,
lainnya), pengumpulan data dukung, penyebaran questionnaire dissemination, fulfilled the required
kuesioner, melengkapi dokumen yang dipersyaratkan, documents, and becoming a hub between assessor
dan menjadi penghubung antara assessor dengan with the process owned unit KPKU PT Angkasa Pura
unit pemilik proses di PT Angkasa Pura II (persero) II (Persero) as an assessee. In December 2017, the
sebagai assessee. Pada bulan Desember 2017 progress document collecting progress has been fulfilled at least
pengumpulan dokumen telah terpenuhi sebanyak + by 90% (ninety percent), questionnaire dissemination
90% (sembilan puluh persen), progress penyebaran progress has been responded by 90%.
kuesioner telah mendapatkan respond sebanyak 90%.
• Mempersiapkan perjanjian SLA dengan PT Garuda • Prepared a SLA agreement with PT Garuda Indonesia
Indonesia Tbk. dengan membahas poin poin perjanjian Tbk by discussing points of agreement with Garuda
dengan pihak garuda, serta koordinasi dengan unit unit party, as well as coordinated with related units from
terkait dari pihak internal. internal party.

KODE ETIK
CODE OF CONDUCT
PERNYATAAN BUDAYA PERUSAHAAN CORPORATE CULTURE STATEMENT

Dalam rangka membangun budaya perusahaan, Angkasa Pura In order to build the company culture, PT Angkasa Pura II
II telah menetapkan kode etik dan budaya perusahaan sesuai (Persero) has established the code of conduct and corporate
dengan tata nilai Perseroan, yaitu clean, respectful, synergy. culture in accordance with the Company’s values, which are
Kode etik berfungai sebagai pedoman perilaku bagi seluruh clean, respectful and synergy. The code of conduct formed
pegawai dan menjadi dasar penerapan perilaku yang mengatur as the basis for the application of behaviors that govern the
hubungan antara karyawan dan manajemen Perseroan, sesama relationship between employees and management of the
karyawan dan seluruh pemangku kepentingan. company, fellow employees and all stakeholders.
ISI KODE ETIK ANGKASA PURA II CONTENT OF THE CODE OF CONDUCT OF PT ANGKASA
PURA II (PERSERO)
Code of Conduct Angkasa Pura II terdiri dari: Penyusunan code Code of Conduct of PT Angkasa Pura II (Persero) consists of:
of conduct telah disesuaikan dengan perkembangan hukum, Preparation of code of conduct has been adjusted with legal,
sosial, dan dinamika bisnis Angkasa Pura II. Code of Conduct social, and business dynamics of PT Angkasa Pura II (Persero).
yang berlaku untuk seluruh insan Angkasa Pura II terdiri atas: Code of Conduct that is applicable to all employees of Angkasa
Pura II consists of:
Bab I: Pendahuluan Chapter I: Introduction
Bab II: Etika Bisnis Chapter II: Business Ethics
Bab III: Etika Kerja dan Tata Perilaku Chapter III: Work Ethics and Code of Conduct
Bab IV: Donasi, Hadiah, dan Jamuan Chapter IV: Donations, Gifts, and Entertainment
Bab V: Penegakan Etika Chapter V: Ethical Enforcement
Bab VI: Penerapan Pedoman Perilaku Chapter VI: Implementing the Code of Conduct
KEBERLAKUAN KODE ETIK CODE OF CONDUCT VALIDITY

Keberlakuan kode etik diterapkan kepada segenap insan The validity of the code of conduct is applied to all employees
perseroan mudai karyawan hingga manajemen Angkasa Pura of the company to the management of PT Angkasa Pura II
II. Kandungan dari nilai-nilai perusahaan selalu disosialisasikan (Persero). The content of corporate values is always socialized
kepada seluruh pegawai. to all employees.
Setiap tahun, seluruh Insan Angkasa Pura II membuat pernyataan Every year, all employees of Angkasa Pura II make a statement
kepatuhan terhadap Kode Etik dengan menandatangani of compliance with the Code of Ethics by signing the Annual
Pernyataan Kepatuhan Tahunan. Dokumen Pernyataan Compliance Statement. The signed Annual Compliance
Kepatuhan Tahunan yang ditandatangani merupakan salah Statement document is a requirement for the continuation of
syarat bagi kelanjutan masa bakti Insan Angkasa Pura II di the working term for PT Angkasa Pura II (Persero) employees.
Perusahaan.
PENEGAKAN KODE ETIK ENFORCEMENT OF THE CODE

Untuk mengawal implementasi tersebut, Perseroan menerapkan To oversee the implementation, the company implements a
sistem reward dan punishment secara tegas selain mewajibkan strict reward and punishment system in addition to requiring
manajemen dan karyawan untuk menandatangani pernyataan management and employees to sign a compliance statement on
kepatuhan terhadap pelaksanaan kode etik perusahaan the company’s code of conduct
JENIS SANKSI PELANGGARAN KODE ETIK TYPE OF CODE VIOLATION SANCTION

Sanksi yang diberikan dalam Kode Etik ditetapkan dalam Sanctions provided in the Code are set out in the Company
Peraturan Perusahaan terkait dengan Tingkatan Pelanggaran, Regulations relating to level of violation, sanction of violation
Sanksi Pelanggaran dan Pihak yang berwenang mengeksekusi and authorized party to execute sanctions.
sanksi.

PENGUNGKAPAN MENGENAI WHISTLEBLOWING

SYSTEM
DISCLOSURE OF WHISTLEBLOWING SYSTEM
JUMLAH PELANGGARAN KODE ETIK DAN SANKSI YANG NUMBER OF CODE VIOLATIONS AND SANCTIONS
DIBERIKAN PROVIDED
Pada tahun 2017 tidak terdapat pelanggaran kode etik, Pada tahun 2017 tidak terdapat pelanggaran kode etik,
sehingga dengan demikian tidak terdapat sanksi yang diberikan. sehingga dengan demikian tidak terdapat sanksi yang diberikan.
PENYAMPAIAN PELAPORAN PELANGGARAN SUBMISSION REPORTING INFRINGEMENT

Sebagai bentuk komitmen Angkasa Pura II dalam menerapkan As a commitment of PT Angkasa Pura II (Persero)in implementing
tata kelola perusahaan yang baik serta sebagai suatu bentuk good corporate governance as well as a form of handling of
penanganan terhadap tindak penyimpangan Code of Conduct Code of Conduct deviation, Angkasa Pura II applies mechanism
maka Angkasa Pura IImenerapkan mekanisme Whistleblowing of Whistleblowing System (WBS).
System (WBS)
WBS merupakan mekanisme pelaporan pelanggaran yang WBS is a mechanism of reporting violations committed in secret
dilakukan secara rahasia oleh karyawan atau pimpinan Angkasa by employees or leaders of PT Angkasa Pura II (Persero). WBS
Pura II. Yang dimaksud pelanggaran dalam lingkup WBS infringement is defined as: irregularities and fraud related to
adalah: penyimpangan dan kecurangan terkait dengan aspek aspects regulated in the Code of Conduct, Company Regulations,
yang diatur dalam Code of Conduct, Peraturan Perusahaan, legal compliance, Articles of Association, agreements / contracts,
kepatuhan hukum, Anggaran Dasar, perjanjian/ kontrak, confidentiality of the company, policies on conflict of interest
kerahasiaan Perusahaan, kebijakan tentang transaksi benturan transactions, and other relevant important events that may
kepentingan, dan kejadian penting lainnya yang relevan yang harm the Company and its stakeholders. Reporting is addressed
dapat merugikan Perusahaan maupun pemangku kepentingan. through a standard mechanism for subsequent action against
Pelaporan ditujukan melalui suatu mekanisme baku untuk the offense.
selanjutnya diambil tindakan terhadap pelanggaran tersebut.
SOSIALISASI DAN EVALUASI WHISTLEBLOWING SYSTEM SOCIALIZATION AND EVALUATION OF WHISTLEBLOWING

SYSTEM
Angkasa Pura II melaksanakan sosialisasi Whistleblowing PT Angkasa Pura II (Persero) conducts an ongoing socialization
System secara berkelanjutan kepada seluruh Insan Perusahaan of Whistleblowing Systems to all employees and will periodically
dan secara berkala akan melaksanakan pemutakhiran dan implement updates and improvements in the context of
penyempurnaan dalam rangka perbaikan berkelanjutan continuous improvement in accordance with the Company’s
sesuai dengan perkembangan bisnis Perusahaan. Sosialisasi ini business development. This socialization is carried out in
dilaksanakan bersamaan dengan sosialisasi penerapan GCG, conjunction with the socialization of GCG implementation.

PENGUNGKAPAN MENGENAI WHISTLEBLOWING SYSTEM

DISCLOSURE OF WHISTLEBLOWING SYSTEM
JAMINAN PERLINDUNGAN PELAPOR WARRANTY PROTECTION OF COMPLAINANT

Untuk melindungi pelapor, Perseroan memiliki komitmen In order to protect the complainant, the Company is committed
dengan menyediakan fasilitas saluran pelaporan (telepon, by providing independent, free, and confidential reporting
surat, email) yang independen, bebas, dan rahasia bagi facilities (phone, mail, email) to reporters in order to ensure
pelapor, agar terlaksana proses pelaporan yang aman. Selain a secure reporting process. In addition, WBS also maintains
itu, WBS juga menjaga kerahasiaan identitas pelapor dengan the confidentiality of the identity of the complainant with the
tujuan memberikan perlindungan kepada pelapor dan anggota objective of providing protection to the complainant and family
keluarga atas tindakan balasan dari terlapor atau organisasi. members for the retaliation of the reported or organization.
Informasi pelaksanaan tindak lanjut laporan akan disampaikan Information on the implementation of follow-up reports will
secara rahasia kepada pelapor yang identitasnya lengkap. be conveyed confidentially to the complainant whose identity
is complete.
PENANGANAN PENGADUAN THE HANDLING OF COMPLAINTS

Angkasa Pura II berkomitmen untuk menindaklanjuti setiap PT Angkasa Pura II (Persero) is committed to following up every
laporan yang masuk. Setiap laporan yang masuk akan diverifikasi incoming report. Each incoming report will be verified before
sebelum diputuskan kelanjutannya. being processed.
PENGELOLA PELAPORAN PELANGGARAN REPORTING INFRINGEMENT MANAGER

Pelaporan pelanggaran ditujukan melalui suatu mekanisme baku Reporting of violations is addressed through a standardized and
dan dikelola secara profesional oleh Unit Internal Auditor sebagai professionally managed mechanism by the Internal Auditor Unit
Unit Pengelola Sistem Pengaduan Pelanggaran (WBS) sesuai as the Whistleblowing System (WBS) pursuant to Decree of the
Surat Keputusan Direksi Nomor KEP.02.03/00/01/2014/082 Board of Directors Number KEP.02.03 / 00/01/2014/082 dated
tanggal 22 Januari 2014. January 22, 2014.
JUMLAH PELAPORAN PELANGGARAN YANG MASUK NUMBER OF INFRINGEMENT REPORTING SIGNED

Hingga 31 Desember 2017, tidak terdapat pelaporan As of 31 December 2017, there was no reporting of violations
pelanggaran yang diterima oleh Angkasa Pura II. received by PT Angkasa Pura II (Persero).

TANGGUNG JAWAB SOSIAL PERUSAHAAN

CORPORATE SOCIAL RESPONSIBILITY
Angkasa Pura II berkomitmen

untuk menjalankan tanggung
jawab sosial Perusahaan terhadap
lingkungan hidup dalam rangka
mengurangi dampak lingkungan
dari kegiatan Perusahaan maupun
kegiatan manusia pada umumnya.
Angkasa Pura II is committed to carrying

out the Company’s social responsibility
towards the environment in order to
reduce the environmental impact of the
Company’s activities and human activities
in general.



“ Angkasa Pura II berkomitmen bahwa tanggung jawab sosial

Perusahaan (Corporate Social Responsibility/CSR) merupakan
bagian yang tidak terpisahkan dari kegiatan operasional
Perusahaan. Perusahaan yang baik adalah Perusahaan yang memiliki
keseimbangan antara People, Profit dan Planet atau konsep Triple
Bottom Line.
Angkasa Pura II is committed that the Corporate Social Responsibility is an integral

part of the Company’s operational activities. A good company is a company that has
a balance between People, Profit and Planet or the concept of Triple Bottom Line.
Pada tahun 2017, jumlah dana yang dianggarkan

untuk menjalan program Kemitraan CSR sebesar,
In 2017, the amount of funds budgeted by Angkasa Pura II to run
Rp54 Miliar | Billions

the CSR program,


Sebagai Badan Usaha Milik Negara yang tumbuh dan beroperasi As a State-Owned Enterprise that has been growing and
di Indonesia selama beberapa dekade, Angkasa Pura II berupaya operating in Indonesia for decades, Angkasa Pura II seeks to
untuk memberikan manfaat yang sebesar-besarnya kepada para provide maximum benefits to all stakeholders, especially the
pemangku kepentingan, khususnya masyarakat. Baik di sekitar community. Both around the Company’s operating environment,
lingkungan Perusahaan beroperasi, maupun di wilayah lain di as well as in other regions throughout Indonesia.
seluruh Indonesia.
Angkasa Pura II menginginkan agar keberadaannya dapat Angkasa Pura II wants its existence to bring sustainable positive
membawa dampak positif yang berkesinambungan bagi impacts for the people of Indonesia in the long run. Either
masyarakat Indonesia dalam jangka panjang. Baik secara directly or indirectly.
langsung maupun tidak langsung.
Selain itu, sebagai Badan Usaha Milik Negara (BUMN), Angkasa In addition, as a State-Owned Enterprise (SOE), Angkasa Pura II
Pura II memiliki kewajiban untuk melaksanakan Corporate Social has an obligation to implement Corporate Social Responsibility
Responsibility (CSR) dalam bentuk Program Kemitraan dan (CSR) in the form of Partnership and Community Development
Bina Lingkungan (PKBL). Pemenuhan tanggung jawab tersebut Program (PKBL). The fulfillment of these responsibilities is
dilaksanakan dalam berbagai kegiatan dan program sebagai carried out in various activities and programs as part of the
bagian dari pelaksanaan tata kelola perusahaan yang baik. implementation of good corporate governance.
Angkasa Pura II menyakini implementasi CSR dalam jangka Angkasa Pura II believes that long-term CSR implementation
panjang akan memberikan banyak manfaat bagi Angkasa Pura will provide many benefits for Angkasa Pura II, especially on
II, terutama pada aspek tumbuhnya kepercayaan, terciptanya the aspect of growing trust, creating harmony and enhancing
keharmonisan dan meningkatkan reputasi yang pada akhirnya reputation that ultimately has implications for creating added
memiliki implikasi pada penciptaan nilai tambah yang value that encourages the smooth stability and growth of our
mendorong kelancaran kestabilan dan pertumbuhan usaha business
Perusahaan.
ORGANISASI PELAKSANA IMPLEMENTING ORGANIZATIONS

Tanggung jawab pengelolaan program CSR di Angkasa Pura II The responsibility of CSR program management in Angkasa
dilakukan oleh Divisi Community Development Center (CDC) Pura II is conducted by the Community Development Center
yang berada di bawah pengawasan Direksi. Divisi Community (CDC) Division which is under the supervision of the Board of
Development Center (CDC) menyusun program CSR yang dalam Directors. The Community Development Center (CDC) Division
pelaksanaannya bekerja sama dengan mitra kerja pihak ketiga, develops a CSR program that works in collaboration with third
yaitu akademik, instansi pemerintah, lembaga kemanusiaan party partners, academics, government agencies, national
nasional dan lembaga sosial lokal sesuai dengan kebutuhan humanitarian agencies and local social institutions as required
dengan memperhatikan efisiensi dan efektivitas program. by taking into account the efficiency and effectiveness of the
Adapun terkait dengan aspek ketenagakerjaan dan tanggung program. As for the aspects of employment and responsibility
jawab terhadap konsumen, dalam hal ini dikoordinasi oleh unit to consumers, in this case coordinated by the HR unit and other
SDM dan divisi terkait lainnya. related divisons.


SUMBER DANA CSR SOURCE OF CSR FUND

Untuk membiayai pelaksanaan program CSR, Angkasa Pura II To finance the implementation of the CSR program, Angkasa
menganggarkan sejumlah dana dari anggaran biaya operasional Pura II has budgeted a number of funds from the company’s
perusahaan yang diperuntukkan bagi keperluan program CSR operational cost budget for the purpose of the company’s CSR
perusahaan. Pengalokasian anggaran CSR dianggarkan setiap program. The allocation of the CSR budget is budgeted annually
tahunnya sesuai dengan rencana kerja yang disusun setiap in accordance with the work plan drawn up each year.
tahunnya.
Pada tahun 2017, jumlah dana yang dianggarkan Angkasa Pura In 2017, the amount of funds budgeted by Angkasa Pura II
II untuk menjalankan program CSR, khususnya untuk Program to run the CSR program, especially for Partnership Program is
Kemitraan adalah sebesar Rp54.053.000.000,00. Rp54,053,000,000.00.
ALOKASI DAN PENGGUNAAN DANA CSR ALLOCATION AND USAGE OF THE CSR FUNDS
Dalam perencanaan program CSR dan penyaluran anggaran In the CSR program planning and CSR budget disbursement, it
dana CSR, agar mempertimbangkan 3 (tiga) prinsip sebagai consider 3 (three) principles as follows:
berikut:
1. Proximity 1. Proximity
Kedekatan program CSR tersebut dengan posisi geografis The proximity of the CSR program to the geographical
kegiatan bisnis Perusahaan. position of the Company’s business activities.
2. Relevance 2. Relevance
Sejauh mana kegiatan CSR tersebut relevan bisnis
The extent to which CSR activities are relevant to the
Perusahaan, meningkatkan brand awareness dan sebagai Company’s business, enhances brand awareness and
upaya mitigasi risiko Perusahaan terhadap aktivitas mitigates the Company’s risks to its business activities that
bisnisnya yang memberi dampak pada lingkungan dan impact on the environment and socially.
sosial.
3. Magnitude 3. Magnitude
Bagaimana program CSR dapat memberikan efek/dampak How CSR programs can have the greatest impact / impact
yang paling besar kepada stakeholders yang terkena on affected stakeholders.
dampak program.
Titik berat pelaksanaan program CSR Angkasa Pura II adalah The emphasis of the Angkasa Pura II CSR program is on the
pada pengembangan dan peningkatan kapasitas pada bidang development and capacity building of the education sector.
pendidikan. Angkasa Pura II meyakini bahwa pendidikan Angkasa Pura II believes that education is a form of long-term
merupakan bentuk investasi jangka panjang bagi kemajuan investment for the progress of society and nation. Therefore, in
masyarakat dan bangsa. Karena itu, selain peningkatan addition to capacity building for teachers and parents, physical
kapasitas untuk guru maupun orang tua, pengembangan development and educational infrastructure is also a focus of
fisik dan prasarana pendidikan juga menjadi salah satu fokus activities, to support capacity building in the field of education.
kegiatan, untuk menunjang pengembangan kapasitas di bidang
pendidikan tersebut.


TERHADAP LINGKUNGAN HIDUP
CORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT
Kebijakan Policy
Angkasa Pura II berkomitmen untuk menjalankan tanggung Angkasa Pura II is committed to carrying out the Company’s
jawab sosial Perusahaan terhadap lingkungan hidup dalam social responsibility towards the environment in order to reduce
rangka mengurangi dampak lingkungan dari kegiatan the environmental impact of the Company’s activities and
Perusahaan maupun kegiatan manusia pada umumnya. human activities in general. Angkasa Pura II’s commitment to
Komitmen Angkasa Pura II untuk tetap menjaga dan maintain and preserve the environment has been set forth in the
mempertahankan sekaligus pelestarian lingkungan telah Decree of the Directors of Angkasa Pura II.
dituangkan dalam bentuk Keputusan Direksi Angkasa Pura II.
Kebijakan Angkasa Pura II terkait pengelolaan dan perlindungan Angkasa Pura II’s policy regarding environmental management
lingkungan hidup diwujudkan dalam bentuk himbauan, and protection is manifested in the form of an appeal, notice
maklumat dan Peraturan Perusahaan dalam rangka meminimalisir and Company Regulation in order to minimize the Company’s
dampak operasional Perusahaan terhadap lingkungan hidup. operational impact on the environment.
Target dan Rencana Kerja Target and Work Plan

Target dan Rencana Kerja Angkasa Pura II terkait dengan Targets and Work Plan of Angkasa Pura II related to the
Lingkungan Hidup adalah sebagai berikut: Environment are as follows:
Target/Rencana Kerja 2017 Target/Work Plan
Pelaksanaan Eco-Airport dengan memperhatikan faktor-

faktor utama lingkungan, seperti: pencemaran udara,
penghijauan, penggunaan air bersih, penghematan energi
listrik, pengelolaan limbah, dan lainnya.
Implementation of Eco-Airport by taking into account the main environmental factors, such as: air
pollution, greening, usage of clean water, electricity energy savings, waste management, and others.
Pelaksanaan Eco-Airport mengacu pada Surat Keputusan Direktur Jenderal Perhubungan

Udara Nomor : SKEP/124/VI/2009 Tentang Pedoman Pelaksanaan Bandar Udara Ramah
Lingkungan (Eco-Airport).
The implementation of Eco-Airport refers to the Decree of the Director General of

Civil Aviation Number: SKEP / 124 / VI / 2009 concerning the Guidelines for the
Implementation of Eco-Airport.
Evaluasi Kelengkapan Dokumen seperti AMDAL dan

RKL-RPL di setiap Bandara.
Evaluation of Document Completion such as AMDAL and RKL-RPL at each Airport.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP LINGKUNGAN HIDUP

CORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT
Pelaksanaan Kegiatan Activity Implementation

Implementasi tanggung jawab perusahaan terhadap lingkungan Implementation of corporate responsibility to the environment
hidup serta untuk mengeliminasi konflik lingkungan dan and to eliminate environmental and social conflicts around the
sosial disekitar perusahaan diwujudkan dalam program yang company is realized in the program that refers to the relevant
mengacu kepada perundangan dan peraturan terkait serta dari laws and regulations and the best practices available.
best practice yang ada.
Penerapan program terkait lingkungan hidup di Angkasa Pura The implementation of environmental related programs in
II dilakukan dalam bentuk Rencana Pengelolaan Lingkungan / Angkasa Pura II is conducted in the form of Environmental
Rencana Pemantauan Lingkungan di seluruh Cabang Bandar Management Plan / Environmental Monitoring Plan in all PT
Udara PT Angkasa Pura II (Persero). Angkasa Pura II Airport (Persero) Branches.
Berbagai program yang telah dilakukan antara lain: Various programs that have been conducted included:
1.
Dilakukannya Pelaporan dari Pelaksanaan RKL-RPL per 1.
The Reporting Period of RKL-RPL implementation per
semester di setiap tahunnya di seluruh Bandar Udara semester in every year throughout PT Angkasa Pura II Branch
Cabang PT Angkasa Pura II (Persero), sesuai dengan 11 (Persero), in accordance with 11 items of management and
item pengelolaan dan pemantauan, seperti : Kualitas Udara, monitoring, such as: Air Quality, Energy, Noise / Vibration,
Energi, Kebisingan/Getaran, Limbah Padat, Kualitas Air Solid Waste, Quality Surface Water, Liquid Waste, Soil
Permukaan, Limbah Cair, Pencemaran Tanah, Flora Fauna, contamination, Flora Fauna, Aviation Safety Operation Area,
Kawasan keselamatan Operasi Penerbangan, Transportasi Land Transportation, and Socio-Culture and Public Health.
Darat, dan Sosekbud dan Kesmas.
Sertifikasi di Bidang Lingkungan Hidup Certification in the Environmental Sector

Per 31 Desember 2017, Angkasa Pura II belum memiliki As of December 31, 2017, Angkasa Pura II has not yet been
sertifikasi di bidang lingkungan, namun demikian, Angkasa Pura certified in the environmental field, however, Angkasa Pura II is
II berkomitmen untuk senantiasa melakukan berbagai kegiatan committed to continuously undertake various activities related
terkait program pelestarian lingkungan. to environmental conservation programs.
Telah dilakukannya Sertifikasi SMK3 di Seluruh Bandar Udara The Certification of SMK3 has been done in All Airport Branch of
Cabang PT Angkasa Pura II, yang berlaku selama 3 tahun (th PT Angkasa Pura II, which is valid for 3 years (year 2015-2018).
2015-2018).


TERHADAP KETENAGAKERJAAN, KESEHATAN
DAN KESELAMATAN KERJA
CORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH
AND SAFETY
Kebijakan Policy
Secara internal, Angkasa Pura II bertanggung jawab terhadap Internally, Angkasa Pura II is responsible for the health and
kesehatan dan keselamatan kerja serta kesejahteraan setiap safety and welfare of every employee. Various health and safety
karyawannya. Berbagai program kesehatan dan keselamatan, programs, quality improvement and professionalism programs,
program peningkatan kualitas dan profesionalisme, evaluasi performance evaluations, and welfare programs were conducted
kinerja, serta program kesejahteraan dilakukan oleh Angkasa by Angkasa Pura II regularly as in previous years. An in-depth
Pura II secara rutin sebagaimana di tahun-tahun sebelumnya. discussion of Angkasa Pura II’s social responsibility program in
Pembahasan mendalam mengenai program tanggung jawab terms of employment, occupational health and safety can be
sosial Angkasa Pura II dalam aspek ketenagakerjaan, kesehatan seen in the HR Reports Section of this Annual Report.
dan keselamatan kerja dapat dilihat di Bagian Laporan SDM
pada Laporan Tahunan Ini.
Undang-Undang Nomor 13 Tahun 2003 tentang Law Number 13 Year 2003 concerning Manpower, Law Number
Ketenagakerjaan, Undang-Undang Nomor 2 Tahun 2004 2 Year 2004 on Industrial Relations Disputes Settlement, Law
tentang Penyelesaian Perselisihan Hubungan Industrial, Undang- Number 1 Year 1970 on Occupational Safety and Collective Labor
Undang Nomor 1 Tahun 1970 tentang Keselamatan Kerja serta Agreement (PKB) between management and union, become the
Perjanjian Kerja Bersama (PKB) antara manajemen dan serikat reference of all policies employment to ensure compliance with
karyawan, menjadi acuan seluruh kebijakan ketenagakerjaan applicable legislation and minimize the occurrence of violations
untuk memastikan kepatuhan terhadap perundang-undangan of human rights in employment.
yang berlaku dan meminimalkan terjadinya pelanggaran
terhadap hak asasi manusia dalam hubungan kerja.

Target dan Rencana Kerja Angkasa Pura II terkait dengan Targets and Work Plan of Angkasa Pura II related to Employment
Ketenagakerjaan dan Keselamatan Kesehatan Kerja adalah and Occupational Health Safety are
sebagai berikut:
No Target/Rencana Kerja 2017 Keterangan
1. Target di Bidang Ketenagakerjaan Diwujudkan dalam komitmen tinggi terkait dengan:

Menjadi perusahaan yang taat asas dan taat aturan. Termasuk di bidang - kesetaraan gender,
ketenagakerjaan, Angksa Pura II berupaya untuk mematuhi semua pera- - kesempatan kerja, dan
turan perundang-undangan yang berlaku terkait bidang ketenagakerjaan. - pelatihan untuk meningkatkan profesionalisme karyawan
- sistem imbal jasa yang sepadan.
Target in the Employment Field Embedded in high commitment related to:

Become a company that obeys the principle and obeys the rules. Including - gender equality,
in the Employment Field, Angkasa Pura II seeks to comply with all applica- - employment opportunities, and
ble laws and regulations concerning the Employment Field. - training to improve employee professionalism
- equivalent reward system.
2. Target Frequency Rate (FR) Tahun 2017 yang telah ditetapkan yaitu 1,74. Nilai Frequensi Rate (FR) / Laju Kecelakaan Kerja Karyawan tahun 2017 adalah
sebesar 0,69.
The targeted Frequency Rate (FR) of 2017 is 1.74.
The Frequency Rate (FR) / Employee Accident Rate in 2017 is 0.69.
Frequency Rate (FR) adalah | Frequency Rate (FR) is
Jumlah Kecelakaan Kerja x1.000.000

FR =
(Jumlah jam Kerja 1th) x Jumlah Karyawan

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP KETENAGAKERJAAN,

KESEHATAN DAN KESELAMATAN KERJA
CORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH AND SAFETY

1. Hubungan Industrial 1. Industrial Relations
Angkasa Pura II berupaya memastikan terjalinnya hubungan Angkasa Pura II seeks to ensure mutually respectful
yang saling menghormati dan mampu menciptakan relationships and to create a balance between the fulfillment
keseimbangan antara pemenuhan hak dan pelaksanaan of rights and the implementation of obligations, through
kewajiban, melalui komunikasi intensif dan keterlibatan intensive communication and involvement between Angkasa
antara Angkasa Pura II dan karyawan dalam mencapai target Pura II and employees in achieving the Company’s targets.
Perusahaan. Angkasa Pura II mendayagunakan hubungan Angkasa Pura II utilizes constructive relationships with
konstruktif dengan Serikat Pekerja dengan menyelenggarakan Labour Unions by organizing regular meetings to socialize
pertemuan berkala guna mensosialisasikan kebijakan Management policies and programs and to resolve industrial
dan program Manajemen serta untuk penyelesaian relations issues and resolve employee complaints.
permasalahan hubungan industrial maupun penyelesaian
keluhan karyawan.
2. Kesetaraan Gender dan Kesempatan Kerja 2. Gender Equality and Employment Opportunities
Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi In principle, Angkasa Pura II does not discriminate gender in
gender dalam hal manajemen sumber daya manusia. Hal ini terms of human resource management. This is applied on the
berlaku dari proses rekrutmen dan pengembangan hingga recruitment and development process until the termination
berakhirnya masa jabatan seseorang. of one’s tenure.
P ada tahun 2017, jumlah karyawan Angkasa Pura II mencapai In 2017, the number of employees of Angkasa Pura II
5133 orang, yang terdiri dari 4159 orang karyawan laki-laki reached 5133 people, consisting of 4159 male and 974
dan 974 orang karyawan perempuan. female employees.

Jumlah Karyawan Angkasa Pura II Tahun 2017 Berdasarkan Number of Employees Angkasa Pura II in 2017 Based on
Jenis Kelamin Gender
Pria Wanita
Male Female
2017 5133
4159 974
3. Rekrutmen dan Perputaran (Turnover) Karyawan 3. Recruitment and Employee Turnover

Angkasa Pura II menerapkan asas kesamaan kesempatan
Angkasa Pura II applies the principle of equal opportunity
dalam proses rekrutmen. Oleh karenanya rekrutmen in the recruitment process. Therefore, the recruitment of
karyawan Angkasa Pura II pada dasarnya dilakukan secara Angkasa Pura II employees is basically done openly for
terbuka bagi siapapun. Tidak ada diskriminasi berdasarkan anyone. There is no discrimination based on race, religion,
suku, agama, ras, golongan dan gender dalam proses race, class and gender in the recruitment process. The
rekrutmen. Proses rekrutmen dijalankan secara terbuka recruitment process is openly run by involving third parties.
dengan melibatkan pihak ketiga.
4. Pengembangan Kompetensi Karyawan 4. Employee Competency Development

A
ngkasa Pura II merealisasikan program pengembangan Angkasa Pura II realizes a competency development program
kompetensi dengan kesempatan yang terbuka bagi seluruh with open opportunities for all employees. Strengthening
karyawan. Penguatan kompetensi SDM dilakukan dengan human resource competencies is conducted by training
kegiatan Pelatihan dan Pendidikan (Diklat) yang bersifat and education activities that are changing competence
perubahan kompetensi dan pengembangan kompetensi, and competence development, either directly or indirectly

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP KETENAGAKERJAAN,

KESEHATAN DAN KESELAMATAN KERJA
CORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH AND SAFETY
baik yang terkait langsung maupun tidak langsung terhadap related to business and operational strategy. Training for
strategi bisnis dan operasional. Pelatihan untuk perubahan competency change aims to prepare employee competencies
kompetensi bertujuan untuk menyiapkan kompetensi to be able to respond to change. Meanwhile, the training for
karyawan agar mampu menyikapi perubahan. Sementara competency development aims to prepare employees with
itu, pelatihan untuk pengembangan kompetensi bertujuan certain competencies to support the Angkasa Pura II business
untuk menyiapkan karyawan dengan kompetensi tertentu portfolio.
guna mendukung portofolio bisnis Angkasa Pura II.
S elama tahun 2017 telah diselenggarakan 4 Pelatihan (Diklat During 2017, 4 Trainings had been held (Training of K3
Ahli K3 Kebakaran, Diklat Ahli K3 Konstruksi, Diklat P3K, dan Fire Expert, Training of K3 Construction Expert, Training of
Diklat Auditor SMK3) dengan jumlah peserta sebanyak 80 P3K, and Training of SMK3 Auditor) with the number of
orang. Informasi lengkap mengenai Pelatihan dapat dilihat participants as much as 80 people. Detailed information
pada Bab Sumber Daya Manusia. about Training can be seen in Human Resources chapter.
5. Peningkatan Kesejahteraan Karyawan 5. Increasing Employee Prosperity

Angkasa Pura II senantiasa berupaya terus meningkatkan
Angkasa Pura II always strives to improve employee welfare in
kesejahteraan karyawan guna meningkatkan motivasi kinerja order to increase employee’s motivation and employee loyalty
dan loyalitas karyawan terhadap Perusahaan. Angkasa Pura to the Company. Angkasa Pura II provides remuneration to its
II memberikan remunerasi kepada para karyawannya berupa employees in the form of basic salary, performance incentive,
gaji pokok, intensif prestasi, tunjangan dan fasilitas lainnya allowances and other facilities based on the level of position,
berdasarkan jenjang jabatan, masa kerja dan penilaian working period and individual performance assessment
kinerja individu yang dicapai oleh karyawan tanpa adanya achieved by employees without any discrimination.
unsur diskriminasi.
6. Kesehatan dan Keselamatan Kerja 6. Occupational Health and Safety

Angkasa Pura II berkomitmen untuk melakukan pengelolaan Angkasa Pura II is committed to health and safety
kesehatan dan keselamatan kerja (K3) yang difokuskan management (K3) which is focused on achieving zero
untuk mencapai tingkat kecelakaan nihil atau zero accident. accident level. Implementation of Occupational Safety and
Penerapan Sistem Manajemen Keselamatan dan Kesehatan Health Management System (SMK3) in Angkasa Pura II
Kerja (SMK3) di Angkasa Pura II mengacu pada Peraturan refers to Regulation of the Minister of Manpower Number.
Menteri Tenaga Kerja Nomor. 5 Tahun 1996 tentang Sistem 5 of 1996 on Occupational Safety and Health Management
Manajemen Keselamatan dan Kesehatan Kerja yang telah System that has been enhanced by Government Regulation
disempurnakan dengan Peraturan Pemerintah Nomor. 50 Number. 50 Year 2012 on Occupational Safety and Health
Tahun 2012 tentang Sistem Manajemen Keselamatan dan Management System (SMK3). This regulation governs the
Kesehatan Kerja (SMK3). Peraturan ini mengatur sistem company’s management system in controlling the risks of
manajemen perusahaan dalam pengendalian risiko kegiatan work activities, including the prevention of occupational
kerja, termasuk pencegahan kecelakaan kerja dan penyakit injuries and occupational diseases. This regulation is expected
akibat kerja. Peraturan ini diharapkan membantu terciptanya to help create a safe, efficient, and productive workplace.
tempat kerja yang aman, efisien, dan produktif.
T erkait dengan hal tersebut, data terkait Kecelakaan Kerja Related to this matter, the data of Work Accident during
selama tahun 2016 dan 2017 sebagai berikut: 2016 and 2017 are as follows:
Tahun | Year
Klasifikasi Kecelakaan Kerja | Classification of Work Accidents
2016 2017
Kecelakaan Ringan | Light Accident 6 9
Kecelakaan Berat | Heavy Accidents 3 5
Kematian (Fatality) | Death (Fatality) NIL NIL
Penyakit di tempat kerja | Illness at work NIL NIL


TERHADAP MASYARAKAT
Kebijakan Policy
Angkasa Pura II menyadari keberlangsungan bisnis Angkasa Pura II is aware that the business
Perusahaan tidak lepas dari partisipasi masyarakat. continuity is inseparable from participation of
Partisipasi dan dukungan masyarakat terhadap the community. Participations and supports from
pencapaian kinerja Perusahaan menuntut Angkasa the community to the Company’s performance
Pura II untuk memberikan imbal balik manfaat achievement demand Angkasa Pura II to provide
kepada masyarakat sebagai bentuk tanggung mutual benefits to the community as appreciation
jawab sosial kemasyarakatan. and social responsibility. As a State Owned
Company, implementation of corporate social
responsibility is realized through Partnership and
Community Development Program (PKBL).
Pelaksanaan PKBL pada PT. Angkasa Pura II Implementation of PKBL at PT. Angkasa Pura II
(Persero) dimulai sejak tahun 1991 yang dahulu (Persero) was started since 1991 which formerly
unit yang melaksanakan bernama PUKK dan implemented unit named PUKK and since 2007
sejak tahun 2007 sesuai Peraturan Menteri Badan according to the Regulation of the Minister of State
Usaha Milik Negara Nomor PER-05/MBU/2007 Owned Enterprise Number PER-05 / MBU / 2007
berubah menjadi unit Program Kemitraan dan changed into Unit of Partnership and Community
Bina Lingkungan (PKBL) dan saat ini PKBL diatur Development Program (PKBL) and now PKBL is
dalam PER-09/MBU/07/2015 Tentang Program stipulated in PER-09 / MBU / 07/2015 on the
Kemitraan dan Program Bina Lingkungan Badan Partnership Program and Community Development
Usaha Milik Negara, yang kemudian terdapat Program of State-Owned Enterprises, which
perubahan yaitu Peraturan Menteri BUMN PER- subsequently has been amended, namely Minister
03/MBU/12/2016 tanggal 16 Desember 2016 of State-Owned Enterprises PER-03 / MBU /
tentang Perubahan atas Peraturan Meneteri Badan 12/2016 dated December 16, 2016 on Amendment
Usaha Milik Negara Nomor PER-09/MBU/07/2015 to Ministry Regulation of State-Owned Enterprise
tentang Program Kemitraan dan dan Program Number PER-09 / MBU / 07/2015 on Partnership
Bina Lingkungan Badan Usaha Milik Negara dan Program and Program of Environment of State-
Surat Keputusan Menteri BUMN Nomor : PER- Owned Enterprises and Decree of Minister of SOE
02/MBU/07/2017 Tanggal 20 Juli 2017 tentang Number: PER-02 / MBU / 07/2017 dated July 20,
Perubahan Kedua Atas Peraturan Menteri Badan 2017 regarding Second Amendment Regulation of
Usaha Milik Negara Nomor PER-09/MBU/07/2015 the Minister of State-Owned Enterprises No. PER-
Tentang Program Kemitraan dan Program Bina 09 / MBU / 07/2015 on the Partnership Program
Lingkungan Badan Usaha Milik Negara. and the Environmental Development Program of
State-Owned Enterprises.

PROGRAM KEMITRAAN PARTNERSHIP PROGRAMS
Sejak tahun Pada tahun 2017 PT. Angkasa Pura II In 2017 PT. Angkasa Pura II disbursed funds for the
1991 s/d tahun menyalurkan dana untuk program kemitraan partnership program of Rp. 54.053.000.000,00.
2017 telah sebesar Rp.54.053.000.000,00. Sejak tahun Since 1991 - 2017 has been disbursed Rp.
disalurkan 1991 s/d tahun 2017 telah disalurkan sebesar 521.209.641.000,00.

Rp.521.209.641.000,00.
sebesar
Rp.521.2 Penyaluran dana Program Kemitraan untuk tahun The channeling of Partnership Program funds
Milliar 2017 menggunakan dana pengembalian mitra for 2017 used the repayment funds of partners
binaan (bergulir) sehingga untuk alokasi laba tahun (rolling) so that the allocation of profit in 2017 is
Since 1991 - 2017 2017 tidak di anggarkan. Dana yang diterima dari not budgeted. Funds received from the allocation
has been disbursed alokasi laba mulai tahun 1991 sampai tahun 2016 of profits from 1991 to 2016 amounted to Rp.
Rp. 521 Billion sebesar Rp.141.259.158.209,27. 141.259.158.209,27.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP MASYARAKAT

Jumlah mitra binaan yang tersebar di wilayah kerja PT. Angkasa Number of partners built in the working area of PT. Angkasa
Pura II (Persero) sejak tahun 1991 s/d tahun 2017 sebanyak Pura II (Persero) from 1991 until 2017 is as many as 29,538
29.538 mitra binaan. Dari jumlah 29.538 mitra binaan tersebut partners. The 29,538 partners operates in 8 (eight) business
berusaha di 8 (delapan ) sektor usaha yang terdiri dari 1.727 mitra sectors consisting of 1,727 engaged partners in the industrial
binaan bergerak di sektor industri, 13.659 mitra binaan di sektor sector, 13,659 trained partners in the trade sector, 9,990 trained
perdagangan, 9.990 mitra binaan di sektor pertanian, 211 mitra partners in the agricultural sector, 211 trained partners in the
binaan bergerak di sektor peternakan, 28 mitra binaan di sektor livestock sector, 28 trained partners in the plantation sector, 264
perkebunan, 264 mitra binaan di sektor perikanan, 1.974 mitra trained partners in the fisheries sector, 1,974 trained partners in
binaan bergerak di sektor jasa dan 1.685 mitra binaan bergerak the service sector and 1,685 trained partners engaged in other
di sektor usaha lainnya. business sectors.
Pelaksanaan Program Kemitraan PT. Angkasa Pura II (Persero) Implementation of Partnership Program PT. Angkasa Pura II
dibandingkan dengan Rencana Kerja Anggaran tahun 2017 (Persero) compared to the Budget Work Plan 2017 can be
dapat disampaikan sebagaimana tabel berikut : submitted as the following table:
RKA REALISASI DEVIASI

URAIAN
2016 2017 RP %
(1) (2) (3) (4) (3-2) (5)(4/2)
Saldo awal 1,675,824,112.73 2,548,785,901.27
Penerimaan
1 Alokasi Laba Perusahaan - - -
2 Angsuran Pokok Pinjaman 42,040,862,325.49 52,130,674,747.90 10,089,812,422 24.00
3 Agsuran Pokok Pinjaman Bermslh 569,220,304.41 618,324,691.11 49,104,387 8.63
4 Agsuran tanpa identitas (97,115,418.00) (97,115,418)
5 Kelebihan angsuran (1,589,658.00) (1,589,658)
6 Jasa Administrasi Pinjaman 4,286,984,581.12 2,668,779,780.41 (1,618,204,801) (37.75)
7 Bunga Jasa Giro/deposito 143,000,000.00 233,892,641.82 90,892,642 63.56
8 Lain-lain - -
Jumlah Penerimaan 47,040,067,211.02 55,552,966,785.24 8,512,899,574 18.10
Jumlah Sumber Dana 48,715,891,323.75 58,101,752,686.51 9,385,861,363 19.27
9 Pengembalian Persekot - - -
Jumlah Pengembalian Persekot - - - -
Jumlah Dana Tersedia 48,715,891,323.75 58,101,752,686.51 9,385,861,362.76 19.27
Penggunaan Dana
1 Penyaluran Pinjaman 48,715,400,000.00 54,053,000,000.00 5,337,600,000 10.96
2 Dana Pembinaan 918,204,808.00
3 Beban Operasional -
Jumlah Penggunaan Dana 48,715,400,000.00 54,971,204,808.00 5,337,600,000.00 10.96
Saldo PK 491,323.75 3,130,547,878.51 4,048,261,362.76 8.31


SALDO MUTASI SALDO

URAIAN
PER 30 SEPT 2011 OKTOBER PER 31 OKT 2011
Saldo awal 4,756,431,781.95
Penerimaan
1 Alokasi Laba Perusahaan 20,712,138,505.00 - 20,712,138,505.00
2 Angsuran Pokok Pinjaman 15,840,662,131.38 1,991,448,666.04 17,832,110,797.42
3 Angsuran Pokok Pinjaman Bermasalah 447,295,191.72 48,279,203.00 495,574,394.72
4 Angsuran tanpa identitas 15,231,500.00 (2,033,000.00) 13,198,500.00
5 Kelebihan angsuran 14,683,450.01 391,000.00 15,074,450.01
6 Jasa Administrasi Pinjaman 1,412,293,839.75 191,201,613.16 1,603,495,452.91
7 Bunga Jasa Giro 122,286,093.75 53,650,258.94 175,936,352.69
8 Bunga Deposito 3,930,982.89 35,753,424.00 39,684,406.89
9 Lain-lain - -
Jumlah Penerimaan 38,568,521,694.50 2,318,691,165.14 40,887,212,859.64
Jumlah Sumber Dana 43,324,953,476.45 2,318,691,165.14 45,643,644,641.59
Penggunaan Dana
1 Penyaluran Pinjaman 6,783,500,000.00 8,793,500,000.00 15,577,000,000.00
2 Dana Pembinaan Kemitraan/Hibah
Pendidikan/Pelatihan 145,834,625.00 333,698,000.00 479,532,625.00
Promosi/Pameran 757,035,037.00 48,413,000.00 805,448,037.00
3 Beban Evaluasi/Survey Mitra Binaan 50,216,267.00 57,442,212.00 107,658,479.00
4 Beban Monitoring Mitra Binaan 76,488,453.00 104,670,079.98 181,158,532.98
5 Pengadaan Alat Kerja/Aktiva Dibiayakan 22,165,000.00 15,798,000.00 37,963,000.00
6 Beban Pemeliharaan Alat Kerja 17,515,450.00 850,000.00 18,365,450.00
7 Beban Alat Tulis Kantor 33,984,524.68 14,870,065.00 48,854,589.68

8 Beban Administrasi Bank 35,049,132.69 12,025,799.28 47,074,931.97
9 Hutang Jangka Pendek 4,000,000,000.00 - 4,000,000,000.00
10 Persekot/Uang Muka 177,744,140.00 (65,844,140.00) 111,900,000.00
11 Beban Upah Tenaga OS - - -
12 Beban Lain-lain 125,659,470.00 32,236,000.00 157,895,470.00
Jumlah Penggunaan Dana 12,225,192,099.37 9,347,659,016.26 21,572,851,115.63
Saldo Per 31 Oktober 2011 31,099,761,377.08 9,347,659,016.26 24,070,793,525.96
Sumber dana untuk Program Kemitraan adalah Saldo Awal, Funding sources for Partnership Program are Initial Balance,
Alokasi bagian Laba Perusahaan, Pengembalian Pokok Pinjaman, Allocation of Company Profit, Refund of Loan, Excess
Kelebihan Angsuran, Pembayaran Piutang Bermasalah, Jasa of Installment, Payment of Troubled Receivable, Loan
Administrasi Pinjaman dan Pendapatan Jasa Giro. Administration Service and Revenue from Giro Service.
Penggunaan dana pada program kemitraan diperuntukan The use of funds in the partnership program is intended for
untuk penyaluran pinjaman baik yang dilakukan secara mandiri the disbursement of loans either done independently or by
maupun dengan melakukan sinergi BUMN dan untuk dana synergizing BUMNs and for coaching funds to trained partners.
pembinaan kepada Mitra Binaan. Dari jumlah dana yang tersedia The amount of funds available has been channeled to the
tersebut telah disalurkan kepada para mitra binaan yang berada partners located around the working area of PT. Angkasa Pura
di sekitar wilayah kerja PT. Angkasa Pura II (Persero). II (Persero).
Untuk tahun 2017 kerjasama penyaluran program kemitraan In 2017, cooperation channeling partnership program has been
telah dilaksanakan dengan bekerjasama dengan BUMN implemented in cooperation with other BUMN such as with PT.
Pembina lain yaitu dengan PT. Bahana Artha Ventura sebesar Bahana Artha Ventura for Rp 36.000.000.000,00. The funds


Rp 36.000.000.000,00. Dana tersebut disalurkan kepada mitra are distributed to the partners in various regions through 19
binaan di berbagai daerah melalui 19 PMVD yang berafiliasi PMVD affiliated with PT. Bahana Artha Ventura. The distribution
dengan PT. Bahana Artha Ventura. Adapaun penyaluran is divided into two stages, namely:
tersebut dibagi menjadi dua tahap, yaitu:
1. Penyaluran Tahap I dengan PT. Bahana Artha Ventura terdiri dari | Distribution of Phase I with PT. Bahana Artha Ventura consists of:
• PT. Sarana Sumbar Ventura Rp. 2.500.000.000,00
• PT. Sarana Riau Ventura Rp. 1.500.000.000,00
• PT. Sarana Bengkulu Ventura Rp. 1.500.000.000,00
• PT. Sarana Jambi Ventura Rp. 1.500.000.000,00
• PT. Sarana Lampung Ventura Rp. 2.000.000.000,00
• PT. Sarana Jabar Ventura Rp. 1.500.000.000,00
• PT. Sarana Jateng Ventura Rp. 1.500.000.000,00
• PT. Sarana Yogya Ventura Rp. 1.500.000.000,00
• PT. Sarana Surakarta Ventura Rp. 1.500.000.000,00
• PT. Sarana Jatim Ventura Rp. 2.000.000.000,00
• PT. Sarana NTB Ventura Rp. 2.000.000.000,00
• PT. Sarana Kaltim Ventura Rp. 2.500.000.000,00
• PT. Sarana Sulsel Ventura Rp. 1.500.000.000,00
• PT. Sarana Maluku Ventura Rp. 1.000.000.000,00
Total Rp. 24.000.000.000,00
2. Penyaluran Tahap II dengan PT. Bahana Artha Ventura terdiri dari | Distribution of Phase II with PT. Bahana Artha Ventura consists of:
• PT. Sarana Kalbar Ventura Rp. 2.000.000.000,00
• PT. Sarana Sulut Ventura Rp. 1.500.000.000,00
• PT. Sarana Sulsel Ventura Rp. 2.000.000.000,00
• PT. Sarana Jogja Ventura Rp. 1.500.000.000,00
• PT. Sarana Bali Ventura Rp. 2.000.000.000,00
• PT. Sarana NTT Ventura Rp. 1.000.000.000,00
• PT. Sarana Aceh Ventura Rp. 2.000.000.000,00
Total Rp. 12.000.000.000,00
Kegiatan pembinaan mitra binaan terdiri dari Program Pendidikan The coaching activities of the assisted partners consist of the
atau Pelatihan dan Promosi. Program Pendidikanatau Pelatihan Education or Training and Promotion Program. Educational
adalah sebagai salah satu bentuk pembinaan kepada para Mitra Program or Training is as a form of coaching to the Partners to
Binaan supaya menjadi tangguh dan mandiri. Pelaksanaan be tough and independent. Implementation of the Education
Program Pendidikan dan Pelatihan yang diberikan kepada and Training Program provided to Partners for the purpose of
Mitra Binaan dengan tujuan untuk menambah pengetahuan increasing knowledge and insight in the endeavor, so that they
dan wawasan dalam berusaha, sehingga mereka dapat lebih can further increase productivity. The Education / Training that
meningkatkan produktifitas. Pelaksanaan Pendidikan/Pelatihan has been implemented by involving the assisted partners is as
yang telah dilaksanakan dengan melibatkan mitra binaan adalah follows:
sebagai berikut :
• Pelatihan Mitra Binaan pembuatan tas untuk 30 mitra binaan • T raining Partners of making bags for 30 trained partners
Cabang Halim Perdanakusuma pada tanggal 29 Maret 2017 Halim Branch on March 29, 2017 at Sasana Krida and Karang
di Gedung Sasana Krida dan Karang Taruna. Taruna Building.
• Pelatihan mitra binaan dengan tema Program Training • T raining of assisted partners with theme of Meds Motivation
Meds Motivation And Enterpeneur Development Spiritual and Entrepreneur Development Spiritual Training /
/ Peningkatan Motivasi dan Jiwa Kewirausahaan yang Enhancement of Motivation and Soul Entrepreneurship
dilaksanakan di Hotel Ibis Budget Cengkareng pada tanggal held at Hotel Ibis Budget Cengkareng on March 22-23,
22 sd. 23 Maret 2017 yang diikuti oleh 42 orang mitra 2017 which was attended by 42 partners of Branch Office
binaan Kantor Cabang Soekarno-Hatta. Soekarno-Hatta.


Program Promosi adalah sebagai salah satu bentuk pembinaan The Promotion Program is a form of coaching to the Assisted
kepada para Mitra Binaan dengan sasaran para mitra binaan Partners with the objective of increasing the production
dapat meningkatkan kapasitas produksi yang pada akhirnya capacity which becomes tough and self-reliant in the end. Just
menjadi tangguh dan mandiri. Seperti halnya pada tahun-tahun as in previous years the Promotion Program was provided to
sebelumnya program Promosi diberikan kepada Mitra Binaan Partners in the form of participating in exhibition events held
dalam bentuk mengikut sertakan dalam acara-acara pameran domestically and abroad. For promotional activities that have
yang diselenggarakan di dalam negeri maupun di luar negeri. been implemented by involving the assisted partners are as
Untuk kegiatan promosi telah dilaksanakan dengan melibatkan follows:
mitra binaan adalah sebagai berikut :
• Pameran Nusantara Expo 2017 dilaksanakan di Pontianak • T he Nusantara Expo 2017 exhibition was held at Pontianak
Convention Center (PCC) pada tanggal 28 April sd 2 Mei Convention Center (PCC) on April 28 to May 2, 2017
2017 diikuti oleh 2 mitra binaan Kantor Cabang Supadio. followed by 2 partners of Supadio Branch Office.
• Pameran Padang Fair dilaksanakan di GOR H. Agus Salim • Padang Fair exhibition was held at GOR H. Agus Salim
Padang pada tanggal 28 April sd 7 Mei 2017 diikuti oleh 1 Padang on April 28 to May 7, 2017 followed by 1 partner of
mitra binaan Kantor Cabang Minangkabau. Minangkabau Branch Office.
• Pameran Ramadhan Fashion Expo dilaksanakan di Gedung • Ramadan Exhibition Fashion Expo held at Gedung Graha
Graha Manggala Siliwangi Jl. Aceh No. 66 Bandung pada Manggala Siliwangi Jl. Aceh No. 66 Bandung on June 15 -
tanggal 15 sd 18 Juni 2017 diikuti oleh 4 mitra binaan Kantor 18, 2017 followed by 4 partners of Branch Office Husein
Cabang Husein Sastranegara. Sastranegara.
• Pameran Indo Fashion & Craft 2017 dilaksanakan di Jakarta • The 2017 Indo Fashion & Craft exhibition was held at the
Convention Center (JCC) pada tanggal 19-23 Juli 2017 diikuti Jakarta Convention Center (JCC) on 19-23 July 2017,
oleh 8 mitra binaan dari Kantor Cabang Soekarno-Hatta, followed by 8 partners from Soekarno-Hatta Branch, Halim
Halim Perdanakusuma, Supadio dan Husein Sastranegara. Perdanakusuma, Supadio and Husein Sastranegara.
• Pameran IndoCraft 2017 dilaksanakan di Jakarta Convention • The Indo Craft 2017 exhibition was held at Jakarta
Center (JCC) pada tanggal 15-19 Desember 2017 diikuti oleh Convention Center (JCC) on 15-19 December 2017 followed
4 mitra binaan dari Kantor Cabang Soekarno-Hatta & Halim by 4 partners from Soekarno-Hatta & Halim Perdanakusuma
Perdanakusuma. Branch Office.
Secara rinci penyaluran yang telah dilakukan pada tahun 2016 In detail the distribution that has been done in 2016 and 2017
dan tahun 2017 dapat dilihat pada tabel berikut ini: can be seen in the following table:
Berdasarkan sektor usaha mitra binaan
2016 2017 Total

SEKTOR USAHA MITRA BINAAN JUMLAH UNIT JUMLAH UNIT JUMLAH UNIT
Rp Rp Rp
MITRA BINAAN MITRA BINAAN MITRA BINAAN
Sektor usaha industri 91 2,698,000,000 100 3,013,000,000 191 5,711,000,000
Sektor usaha perdagangan 453 10,083,500,000 386 10,008,000,000 839 20,091,500,000
Sektor usaha pertanian 10 285,000,000 6 150,000,000 16 435,000,000
Sektor usaha peternakan 7 195,000,000 9 220,000,000 16 415,000,000
Sektor usaha perkebunan - -
Sektor usaha perikanan 7 165,000,000 10 225,000,000 17 390,000,000
Sektor usaha jasa 106 2,818,000,000 101 2,777,000,000 207 5,595,000,000
Sektor usaha lainnya 201 36,760,000,000 321 37,660,000,000 522 74,420,000,000
Jumlah 875 53,004,500,000 933 54,053,000,000 1,808 107,057,500,000


Berdasarkan wilayah
2016 2017 Total

SEKTOR USAHA MITRA
NO JUMLAH UNIT JUMLAH UNIT JUMLAH UNIT
BINAAN Rp Rp Rp
MITRA BINAAN MITRA BINAAN MITRA BINAAN
1 ACEH 43 1,435,000,000 49 1,975,000,000 92 3,410,000,000
2 SUMATERA UTARA 47 1,600,000,000 40 1,295,000,000 87 2,895,000,000
3 SUMATERA BARAT 52 1,000,000,000 58 890,000,000 110 1,890,000,000
4 RIAU 76 1,745,000,000 70 1,795,000,000 146 3,540,000,000
5 KEPULAUAN RIAU/KEPRI 44 1,025,000,000 52 1,127,000,000 96 2,152,000,000
6 JAMBI 51 1,102,500,000 39 1,065,000,000 90 2,167,500,000
7 SUMATERA SELATAN 53 1,995,000,000 51 1,800,000,000 104 3,795,000,000
KEPULAUAN BANGKA BE-
8 54 848,000,000 41 840,000,000 95 1,688,000,000
LITUNG
9 DKI JAKARTA 228 35,980,000,000 348 37,050,000,000 576 73,030,000,000
10 JAWA BARAT 40 1,390,000,000 44 1,510,000,000 84 2,900,000,000
11 BANTEN 108 2,952,000,000 73 2,898,000,000 181 5,850,000,000
12 KALIMANTAN BARAT 79 1,932,000,000 68 1,808,000,000 147 3,740,000,000
JUMLAH 875 53,004,500,000 933 54,053,000,000 1,808 107,057,500,000
PROGRAM BINA LINGKUNGAN COMMUNITY DEVELOPMENT PROGRAM

Program Bina Lingkungan merupakan kegiatan pemberdayaan Community Development Program is an activity of community
masyarakat melalui pemberian berbagai bentuk bantuan empowerment through the provision of various forms of
peningkatan kesejahteraan masyarakat di sekitar wilayah assistance to improve the welfare of the community in near of
operasi perusahaan. Untuk Program Bina Lingkungan, jumlah the company’s operations. For the Community Development
Penerimaan dana dari alokasi laba perusahaan dari tahun Program, the amount of funds received from the company’s
2002 s/d 2013 sebesar Rp. 152.817.264.015,00 sedangkan profit allocation from 2002 to 2013 is Rp. 152.817.264.015,00
dari tahun 2014 dana yang diterima untuk program bina whereas from 2014 the funds received for the environmental
lingkungan dari anggaran perusahaan yang dibiayakan sebesar development program was from the company’s budget
Rp. 18.105.518.000,00. Untuk alokasi dari anggaran yang amounted to Rp. 18.105.518.000,00. For the allocation of the
dibiayakan tahun 2015 sebesar Rp. 10.980.725.173,27 untuk budget expensed in 2015 amounted to Rp. 10.980.725.173,27
alokasi beban BUMN Pembina tahun 2016 tidak dialokasikan , for the allocation of BUMN budget of 2016 is not allocated and
dan tahun 2017 alokasi beban BUMN yang diterima sebesar Rp in 2017 allocation of BUMN expenses received amounted to Rp
38.805.076.903,00 sehingga alokasi laba yang diterima dari 38.805.076.903,00 so that the allocation of profit received from
tahun 2002 s/d 2017 sebesar Rp. 220.708.584.091,27. 2002 until 2017 amounted to Rp. 220.708.584.091,27.
Untuk tahun 2017 dana Bina Lingkungan yang telah disalurkan For 2017 the Community Development fund that has been
sebesar Rp. 45.432.725.548,60. Sejak tahun 2002 s/d tahun disbursed amounted to Rp. 45.432.725.548,60. Since 2002
2017 sebesar Rp. 235.247.324.121,57. Pelaksanaan Program until 2017 was amounted to Rp. 235.247.324.121,57.
Bina Lingkungan PT. Angkasa Pura II (Persero) sampai dengan Implementation of Environmental Development Program of PT.
dibandingkan dengan Rencana Kerja Anggaran tahun 2017 Angkasa Pura II (Persero) until compared with the Budget Work
diuraikan sesuai tabel berikut : Plan 2017 is described in the following table:


RKA REALISASI DEVIASI

URAIAN
2016 2017 RP %
(1) (2) (3) (4) (3-2) (5)(4/2)
Saldo awal 9,558,064,689.13 17,087,475,169.29
Penerimaan
1 Alokasi Laba Perusahaan 10,982,940,678.92 38,805,076,903.00 27,822,136,224.08 253.32
2 Bunga Jasa Giro/Deposito 764,000,000.00 207,726,271.44 (556,273,728.56) (72.81)
3 Lain-lain - 479,611,701.00 479,611,701.00

4 Beban Yang Masih Harus Dibayar - 750,000.00 750,000.00
Jumlah Penerimaan 11,746,940,678.92 39,493,164,875.44 27,746,224,196.52 236.20
Jumlah Sumber Dana 21,305,005,368.05 56,580,640,044.73 35,275,634,676.68 165.57
5 Pengembalian Persekot - -
Jumlah Pengembalian Pesekot - - -
Jumlah Dana Tersedia 21,305,005,368.05 56,580,640,044.73 35,275,634,676.68 165.57
Penggunaan Dana
I BANTUAN BINA LINGKUNGAN -
1 Bantuan bencana alam 1,036,000,000.00 288,307,750.00 (747,692,250.00) (72.17)
2 Bantuan Pendidikan/pelatihan 6,883,000,000.00 17,921,966,348.00 11,038,966,348.00 160.38
3 Bantuan Peningkatan Kesehatan 4,152,000,000.00 3,731,468,254.00 (420,531,746.00) (10.13)
4 Bantuan Pengembangan sarana umum 2,186,000,000.00 8,234,134,620.60 6,048,134,620.60 276.68
5 Bantuan Pengembanan sarana Ibadah 2,781,000,000.00 6,921,262,550.00 4,140,262,550.00 148.88
6 Bantuan Pelestarian Alam 1,347,000,000.00 202,475,000.00 (1,144,525,000.00) (84.97)
7 Bantuan Pengentasan Kemiskinan 1,461,000,000.00 8,133,111,026.00 6,672,111,026.00 456.68
Bantuan Pendidikan/Pelatihan dan Promosi Mitra
8 1,459,000,000.00 (1,459,000,000.00) (100.00)
Binaan
Jumlah bantuan Bina Lingkungan 21,305,000,000.00 45,432,725,548.60 24,127,725,548.60 113.25
9 Pembayaran Persekot - -
Jumlah Penggunaan Dana 21,305,000,000.00 45,432,725,548.60 24,127,725,548.60 113.25
Saldo BL Perusahaan 5,368.05 11,147,914,496.13 11,147,909,128.08 207,671,484.61
Sumber dana untuk Program Bina Lingkungan adalah Saldo Source of fund for Community Development Program is
Awal, Alokasi bagian Laba Perusahaan, Pendapatan Jasa Giro Beginning Balance, Allocation of Company’s Profit, Giro Revenue
dan Bunga Deposito. and Deposit Interest.
Penggunaan dana pada program Bina Lingkungan diperuntukan The use of funds in the Community Development program
untuk Penyaluran Bantuan Korban Bencana Alam, Bantuan is intended for the Distribution of Natural Disaster Victims
Pendidikan atau Pelatihan, Bantuan Peningkatan Kesehatan, Assistance, Education Assistance or Training, Health
Pengembangan Sarana & Prasarana Umum, Bantuan Sarana Improvement Assistance, Development of Public Facilities &
Ibadah, Pelestarian Alam, Pengentasan Kemiskinan. Penyaluran Infrastructure, Relief Facilities, Conservation, Poverty Alleviation.
bantuan bina lingkungan pada tahun 2017, antara lain: The distribution of environmental assistance in 2017, among
others:
1. B antuan sektor sarana kesehatan berupa 1 unit mobil 1. Assistance for health sector in the form of 1 unit of
ambulance dan bantuan 50 unit kursi roda Velg Rancing ambulance and 50 units of wheelchair wheel for Daarut
untuk Daarut Tauhid di wilayah Kel. Petogoan. Tauhid in Petogoan area.
2. Bantuan sektor sarana umum berupa 2 unit mobil 2. The public sector aid sector consists of 2 units of police
operasional Polisi di wilayah Polres dan Polsek Bandara operational cars in the Polres and Sector Police of Soekarno-
Soekarno-Hatta. Hatta Airport.
3. Bantuan sektor sarana kesehatan berupa Bantuan sektor 3. Assistance for health sector in the form of disaster relief
bencana alam banjir berupa makanan cepat saji, air sector such as fast food, drinking water, instant noodle and
minum, mie instant dan beras di wilayah Kel. Cipinang rice in Cipinang Melayu region, East Jakarta.
Melayu, Jakarta Timur.


4. Bantuan sektor pendidikan berupa bantuan mobil 4. Education assistance in the form of mobile library car
perpustakaan keliling sebanyak 19 unit untuk 12 Cabang assistance as much as 19 units for 12 Branches PT Angkasa
PT Angkasa Pura II. Pura II.
5. Bantuan sektor pelestarian alam berupa bantuan 1.000 5. Assistance to the conservation sector in the form of
bibit pohon untuk penghijauan di wilayah Desa Koto Tuo assistance of 1,000 tree seedlings for reforestation in the
Kec. XII Pekanbaru. area of Koto Tuo Village Kec. XII Pekanbaru.
6. Bantuan sektor pengentasan kemiskinan berupa 200 6. Poverty alleviation sector assistance in the form of 200 gifts
bingkisan Ramadhan diwilayah sekitar Bandara Soekarno of Ramadan in the region around Soekarno Hatta Airport,
Hatta, Tangerang. Tangerang.
7. Bantuan sektor pengentasan kemiskinan berupa santunan 7. Poverty alleviation sector assistance in the form of 2,295
anak yatim sebanyak 2.295 anak di Kantor Pusat dan orphans compensation in Head Office and all Branch
seluruh Kantor Cabang PT Angkasa Pura II. Offices of PT Angkasa Pura II.
8. Bantuan sektor pengentasan kemiskinan berupa 8. Poverty alleviation sector assistance in the form of
rehabilitasi 20 rumah dalam program Bedah Rumah rehabilitation of 20 houses in Veterans Home Renovation
Veteran di Aceh. program in Aceh.
9. Bantuan sektor pengentasan kemiskinan berupa program 9. Poverty alleviation sector assistance in the form of surgical
bedah 61 rumah di Kampung Sukamulya Desa Kampung program 61 houses in Kampung Sukamulya Village
Besar Kecamatan Teluknaga. Kampung Besar Teluknaga District.
10. Bantuan sektor kesehatan berupa pemberian 377 10. Health sector assistance in the form of provision of 377
kaki palsu yang dilakukan di seluruh wilayah kerja PT. prosthetic legs conducted throughout the work area of
Angkasa Pura II (Persero). PT. Angkasa Pura II (Persero).
11. Bantuan pendidikan untuk Sekolah Rakyat Indonesia 11. Educational Assistance for Indonesian People’s Schools for
periode tahun ajar Juli 2017-Juni 2018. the year of July 2017-June 2018.
Secara rinci penyaluran yang telah dilakukan pada tahun 2016 In detail the distribution that has been done in 2016 and up to
dan sampai dengan tahun 2017 dapat dilihat pada tabel berikut 2017 can be seen in the following table:
ini :
BERDASARKAN JENIS BANTUAN

Tahun | Year
JENIS BANTUAN Jumlah | Total
2016 Jul-05 ‘17
BANTUAN KORBAN BENCANA ALAM 610,944,300.00 288,307,750.00 899,252,050.00
BANTUAN PENDIDIKAN/PELATIHAN 11,984,984,947.00 17,921,966,348.00 29,906,951,295.00
BANTUAN PENINGKATAN KESEHATAN 7,331,205,444.30 3,731,468,254.00 11,062,673,698.30
BANTUAN PENGEMBANGAN PRASARANA DAN SARANA UMUM 4,373,535,970.00 8,234,134,620.60 12,607,670,590.60
BANTUAN SARANA IBADAH 3,413,325,300.00 6,921,262,550.00 10,334,587,850.00
BANTUAN PELESTARIAN ALAM vw 62,351,000.00 202,475,000.00 264,826,000.00
BANTUAN PENGENTASAN KEMISKINAN 4,181,896,000.00 8,133,111,026.00 12,315,007,026.00
JUMLAH 31,958,242,961.30 45,432,725,548.60 77,390,968,509.90


Tahun | Year
NO SEKTOR USAHA MITRA BINAAN Jumlah | Total
2016 Jul-05 ‘17
1 ACEH 3,848,572,300.00 2,385,486,000.00 6,234,058,300.00
2 SUMATERA UTARA 3,375,251,434.00 3,237,024,975.60 6,612,276,409.60
3 SUMATERA BARAT 1,138,283,100.00 1,457,497,995.00 2,595,781,095.00
4 RIAU 1,095,079,000.00 544,223,650.00 1,639,302,650.00
5 KEPULAUAN RIAU/KEPRI 1,286,629,100.00 666,843,200.00 1,953,472,300.00
6 JAMBI 1,565,815,000.00 993,238,000.00 2,559,053,000.00
7 SUMATERA SELATAN 744,936,628.00 1,102,319,000.00 1,847,255,628.00
8 KEPULAUAN BANGKA BELITUNG 963,798,000.00 1,401,701,800.00 2,365,499,800.00
9 DKI JAKARTA 15,660,789,838.00 29,340,449,178.00 45,001,239,016.00
10 JAWA BARAT 1,200,700,707.30 732,292,630.00 1,932,993,337.30
11 BANTEN 1,445,184,000.00 2,283,075,400.00 3,728,259,400.00
12 KALIMANTAN BARAT 937,512,285.00 1,288,573,720.00 2,226,086,005.00
JUMLAH 33,262,551,392.30 45,432,725,548.60 78,695,276,940.90
Kinerja PKBL PKBL Performance

Menurut Surat Keputusan Menteri BUMN Nomor : PER-09/ According to the Decree of the Minister of SOE Number: PER-09
MBU/07/2015 Tanggal 03 Juli 2015 tentang Program Kemitraan / MBU / 07/2015 Dated July 03, 2015 on Partnership Program
BUMN Dengan Usaha Kecil dan Program Bina Lingkungan BUMN with Small Business and Community Development
disebutkan bahwa kinerja Program Kemitraan merupakan salah Program stated that the performance of Partnership Program is
satu Indikator Kinerja Kunci (KPI) Direksi dan Dewan Komisaris/ one of Key Performance Indicators (KPI) of Directors and Board
Dewan Pengawas BUMN Pembina. of Commissioners / Board of Trustees of SOE.
Indikator yang digunakan untuk menilai kinerja Program Indicators used to assess the performance of the Partnership
Kemitraan sesuai Keputusan Menteri Badan Usaha Milik Negara Program in accordance with Decree of the Minister of State-
Nomor : KEP-100/MBU/2002 adalah Efektivitas Penyaluran dan Owned Enterprises Number: KEP-100 / MBU / 2002 is the
Tingkat Kolektibilitas Pengembalian Pinjaman. Effectiveness of Distribution and the Return Loan Collectability
Rate.
Formula yang digunakan dalam menilai Efektifitas Penyaluran The formula used in assessing the Effectiveness of Distribution
adalah dengan membandingkan antara Jumlah Dana Yang is by comparing Amount of Funds Disbursed to the Amount of
Disalurkan dengan Jumlah Dana Yang Tersedia. Dan formula Funds Available. And the formula for assessing the Return Loan
untuk menilai Tingkat Kolektibilitas Pengembalian Pinjaman Collectability Rate is to compare between the weighted average
adalah membandingkan antara Rata-rata tertimbang of the loan collectability and the Amount of Loans disbursed.
kolektibilitas pinjaman dengan Jumlah Pinjaman yang The weighted average is the multiplication of the Collectability
disalurkan. Rata-rata tertimbang merupakan perkalian antara Weight (%) with the Loan Balance for each category of
Bobot Kolektibilitas (%) dengan Saldo Pinjaman untuk masing- collectability.
masing kategori kolektibilitas .
Berdasarkan KEP-100/MBU/2002 bahwa Skor maksimal untuk Based on KEP-100 / MBU / 2002 that the maximum score for
Efektifitas Penyaluran adalah 3 (tiga) apabila penyerapan the effectiveness of the Distribution is 3 (three) if the Absorption
Efektifitas diatas 90 %, sedangkan Skor maksimal 3 (tiga) effectiveness is above 90%, whereas a maximum score of 3
diberikan kepada Tingkat Kolektibilitas penyaluran pinjaman (three) is given to the Collectability Rate of loan disbursement if
apabila Tingkat pengembalian diatas 70 %. the Return Rate is above 70%.


TINGKAT EFEKTIFITAS PENYALURAN PROGRAM LEVEL OF EFFECTIVENESS OF DISTRIBUTION OF THE

KEMITRAAN PARTNERSHIP PROGRAM
Perhitungan tingkat efektifitas pemanfaatan dana sampai The calculation of the effectiveness level of fund utilization until
dengan tahun 2017 untuk Program Kemitraan adalah sebagai 2017 for Partnership Program is as follows:
berikut :
Jumlah dana yang disalurkan

x 100%
Jumlah dana yang tersedia
54.971.204.808,00
x 100% = 94,61%
58.101.751.686,51
TINGKAT KOLEKTIBILITAS PENGEMBALIAN PROGRAM COLLECTIBILITY LEVEL OF PARTNERSHIP PROGRAMS

KEMITRAAN
Saldo angsuran pinjaman dari kategori piutang lancar periode The balance of loan installment from current receivable category
sampai dengan tahun 2017 sebesar Rp. 81.902.621.875,09 dan until 2017 is amounted to Rp. 81,902,621,875.09 and for
untuk saldo angsuran dari kategori piutang bermasalah sebesar installment balances from the category of non-performing
Rp. 59.222.735.890,55. receivables is amounted to Rp. 59.222.735.890,55.
Tingkat kelancaran penagihan dan umur piutang posisi sampai The level of billing and receivables aging position up to 2017 is
dengan tahun 2017 adalah sebagai berikut : as follows:
Lancar Kurang Lancar Diragukan Macet

No. Uraian Nilai
< 30 Hari 30 s.d 180 Hari 180 s.d 270 Hari > 270 Hari
Piutang Kerjasama den-
1 50,988,882,371.09 50,988,882,371.09 - - -
gan Lembaga Penyalur
Piutang Penyaluran
2 30,913,739,504.00 23,306,891,228.00 3,146,503,892.00 640,896,776.00 3,819,447,608.00
Internal
3 Piutang Pend. Jasa Adm 1,815,301,933.00 Hasil pengurangan antara Pend. Jasa Adm yang dicatat secara accrual basis dengan cash basis
JUMLAH 83,717,923,808.09 74,295,773,599.09 3,146,503,892.00 640,896,776.00 3,819,447,608.00


Perhitungan tingkat kolektibilitas pengembalian dana sampai The calculation of the refund rate collectability until 2017 for the
dengan tahun 2017 untuk Program Kemitraan adalah sebagai Partnership Program is as follows:
berikut :
KATEGORI PIUTANG SALDO PIUTANG RATA-RATA TERTIMBANG

Lancar 74,295,773,599.09 x 100% = 74,295,773,599.09
Kurang Lancar 3,146,503,892.00 x 75% = 2,359,877,919.00
Diragukan 640,896,776.00 x 25% = 160,224,194.00
Macet 3,819,447,608.00 x 0% = -
81,902,621,875.09 76,815,875,712.09
Rata-rata tertimbang
Kolektibilitas = x 100%
Jumlah saldo piutang
76,815,875,712.09
Kolektibilitas = x 100% = 93,79%
81,902,621,875.09
Berdasarkan uraian di atas maka kinerja PKBL PT. Angkasa Pura II

(Persero) selama 3 (tiga) tahun terakhir apabila digambarkan adalah
sebagai berikut :
Based on the description above, the performance of PT. Angkasa Pura II (Persero) PKBL for the last 3
(three) years when described are as follows:
Efektifitas PK
95%
95%
94%
94%
92%
Kolektibilitas PK
78%
2015 2016 2017


PROGRAM BINA LINGKUNGAN ENVIRONMENT DEVELOPMENT PROGRAM

TINGKAT EFEKTIFITAS PENYALURAN PROGRAM BINA LEVEL OF EFFECTIVENESS OF ENVIRONMENT
LINGKUNGAN DEVELOPMENT PROGRAM
Sesuai dengan arahan Hasil Telaahan Rencana Kerja dan In accordance with the Directive of the Partnership and
Anggaran Program Kemitraan dan Bina Lingkungan Tahun 2017 Environment Development Program Work Plan and Results
No: RIS-30/D7.MBU.3/12/2016 tanggal 28 Desember 2016 of 2017 No: RIS-30 / D7.MBU.3 / 12/2016 dated December
disebutkan bahwa di tahun 2017 penyaluran dana Program 28, 2016 stated that in 2017 the allocation of funds for the
Bina Lingkungan (tingkat efektivitas) minimal sebesar 80% dari Community Development Program (effectiveness level) is
anggaran. minimal amounting to 80% of the budget.
Perhitungan tingkat efektifitas pemanfaatan dana sampai The calculation of the effectiveness of the utilization of funds
dengan tahun 2017untuk Program Bina Lingkungan adalah until 2017 for the Community Development Program is as
sebagai berikut : follows:
Jumlah dana yang disalurkan

x 100%
Jumlah dana yang tersedia
45,432,725,548.60
x 100% = 80.30%
56,580,640,044.73
Testimoni Testimoni
Berdasarkan penjelasan diatas maka dapat disimpulkan Based on the explanation above it can be concluded the
pelaksanaan Program Kemitraan dan Bina Lingkungan unit PKBL implementation of Partnership Program and Community
PT. Angkasa Pura II (Persero) tahun 2017 sebagai berikut : Development of PT. Angkasa Pura II (Persero) PKBL in 2017 as
follows:
I. Program Kemitraan I. Partnership Program
• Penerimaan Sumber Dana mencapai target RKA sebesar • Funds Receipts reach RKA targets amounted to Rp.
Rp. 58.101.752.686,51 atau 19,27 % di atas anggaran 58.101.752.686,51 or 19.27% above the budget
sebesar Rp. 48.715.891.323,75. amounted to Rp. 48.715.891.323,75.
• Penyaluran dana Program Kemitraan sebesar Rp. • Distribution of Partnership Program funds amounted to
54.053.000.000,00 atau 10,96 % di bawah anggaran Rp. 54,053,000,000.00 or 10.96% below the budget
sebesar Rp. 48.715.400.000,00. amounted to Rp. 48.715.400.000,00.
II. Program Bina Lingkungan II. Community Development Program

• Penerimaan Sumber Dana sudah mencapai target RKA •
Funds Receipts reach RKA targets amounted to Rp.
sebesar Rp. 56.580.640.044,73 atau 165,57 % di atas 56,580,640,044,73 or 165,57% above the budget
anggaran Rp. 21.305.005.368,05. amounted to Rp. 21.305.005.368,05.
• Penyaluran Bantuan Program Bina Lingkungan sudah • Distribution of Community Development Program

mencapai target RKA sebesar Rp. 45.432.725.548,60 atau Assistance has reached RKA target amounted to Rp.
113,25 % di atas anggaran sebesar Rp. 21.305.000.000,00. 45,432,725,548.60 or 113.25% above the budget
amounted to Rp. 21.305.000.000,00.

KISAH SUKSES MITRA BINAAN

SUCCESS STORIES OF ASSISTED PARTNER
SYAHRIAL EDDI adalah pengrajin kerang di Jl. Raya Berok Koba Pangkalpinang
adalah merupakan Mitra Binaan PT. Angkasa Pura II (Persero) Kantor Cabang
Depati Amir, yang telah mendapatkan bantuan pinjaman Program Kemitraan
sebesar Rp. 20 Juta pada tahun 2015. Berawal dari ide membuat cinderamata khas
pulau Bangka, kerang limbah yang dimanfaatkan menjadi kerajinan ini, ditemukan
dengan mudah di Kepulauan Bangka Belitung. Produk yang dihasilkan adalah
kerajinan kerang seperti lampu hias kulit kerang, bingkai berbahan kulit kerang, bros
dan berbagai souvernier untuk pernikahan. Biasanya dalam pembuatan satu lampu,
dia mengombinasikan dengan tiga jenis kerang. Bahan dasar yang dipakai pun asli,
tanpa pewarna. Hasil produksi di beri label KATIGE yang merupakan akronim dari K
tiga (Huruf K ada tiga) yaitu Kreasi Kerang Koba.
SYAHRIAL EDDI is a clam artisan at Jl. Raya Berok Koba Pangkalpinang is an assisted partner of PT. Angkasa Pura II (Persero)
Branch Office Depati Amir, which has received loan assistance Partnership Program amounted to Rp. 20 Million in 2015.
Starting from the idea of making typical souvenirs of Bangka island, the waste shells utilized into this craft, found easily in
Bangka Belitung Islands. The products produced are shell craft such as shell ornament lamp, shell frame, brooch and various
souvernier for wedding. Usually in making one lamp, he combines with three types of shells. The basic ingredients used are
original, without dye. The result of production is labeled KATIGE which is an acronym of K three (Letter K there are three) that
is Kreasi Shell Koba.
CHANDRA DIANA adalah pengrajin batik tulis di Jl. Benda Gg. SITI FATIMAH adalah pemilik kerajinan rotan di Kp. Pabuaran
Bambu Kuning No. 7E Kemang, Jakarta Selatan dan merupakan RT/RW Kel. Curug Kulon yang merupakan Mitra Binaan PT.
mitra binaan PT Angkasa Pura II (Persero) Kantor Cabang Halim Angkasa Pura II (Persero) Kantor Cabang Soekarno-Hatta, yang
Perdanakusuma, yang telah mendapatkan bantuan pinjaman telah mendapatkan bantuan pinjaman Program Kemitraan
program kemitraan sebesar Rp. 15 Juta pada tahun 2014. sebesar Rp. 30 Juta pada tahun 2014 dan Rp. 50 Juta pada
Menyadari belakangan, banyak bisnis batik bermunculan maka tahun 2016. Produk yang dihasilkan adalah bermacam
Chandra Diana berinovasi dan menciptakan diferensiasi agar kerajinan dari rotan seperti keranjang, tempat tisu, baki,
produk saya diburu konsumen dengan memilih bahan pewarna vas bunga, hiasan lampu, ayunan, rak sepatu dan berbagai
alami dari bagian-bagian pohon, seperti kulit buah Jalawe, macam kerasi rotan yang ditangan Siti Fatimah dapat menjadi
Kayu Tingi, Kayu Tegeran, dan kulit kayu Jambal. Penggunaan sesuatu yang unik dan bernilai jual tinggi. Pemasarannya juga
material ini yang kemudian mengilhami Candra untuk menamai cukup luas dan tidak ingin kalah dengan pemasaran online
produknya dengan brand Batik Pohon. Tertarik dengan produk yang sedang trend saat ini, produk kerjianan rotan ini pun
Batik Pohon dengan warna dari kayu-kayuan dapat mengunjungi dipasarkan via instragram di @karnofayu_craft.
situs Batik Pohon di www.batikpohon.com.
CHANDRA DIANA is a batik craftsman on Jl. Object Gg. Yellow SITI FATIMAH is the owner of rattan handicraft in Kp. Pabuaran RT /
Bamboo No. 7E Kemang, South Jakarta and is an assisted partner of PT RW Kel. Curug Kulon which is a Partner of PT. Angkasa Pura II (Persero)
Angkasa Pura II (Persero) Branch Halim Perdanakusuma Branch, which Branch of Soekarno-Hatta, which has received loan assistance from
has received a partnership loan program amounted to Rp. 15 Million Partnership Program amounted to Rp. 30 Million in 2014 and Rp.
in 2014. Recognizing recently, many batik businesses are emerging so 50 Million in 2016. The product is made of various handicrafts from
Chandra Diana innovates and creates differentiation so that his products rattan such as baskets, tissue box, tray, vase, lamp ornament, swing,
are hunted by consumers by choosing natural dye from tree parts such shoe rack and various kinds of rattan ties in the hands of Siti Fatimah
as Jalawe leather, Tayui wood, Tegeran wood, and bark Jambal. The use can be something unique and high selling value. Marketing is also
of this material which then inspired Candra to name its products with quite extensive and do not want to lose with online marketing that is
the brand of Tree Batik. Interested in the product of Tree Batik with the current trend, this rattan product is marketed via Instagram at @
wooden color can visit Batik Tree website at www.batikpohon.com. karnofayu_craft.



TERHADAP PELANGGAN
CORPORATE SOCIAL RESPONSIBILITY TO CUSTOMERS
Kebijakan Policy
Angkasa Pura II menempatkan kepuasan pelanggan sebagai Angkasa Pura II places customer satisfaction as a fundamental
bentuk pelayanan yang fundamental dan penting. Hal ini didasari and important form of service. This is based on the belief that
keyakinan bahwa pelanggan adalah salah satu pemangku the customer is one of the stakeholders who have a central role
kepentingan yang mempunyai peran sentral dalam menjamin in ensuring business continuity, thus becoming the main partner
keberlangsungan usaha, sehingga merupakan partner utama in developing the business in the future.
dalam mengembangkan usaha di masa depan.
Dalam rangka memastikan pemenuhan standar pelayanan In order to ensure the fulfillment of customer service standards,
kepada pelanggan, kami memiliki kebijakan untuk memastikan we have a policy to ensure it is run through various standards of
hal tersebut dijalankan melalui berbagai standar operasi dan operations and procedures related to the customer. This is done
prosedur yang terkait dengan pelanggan. Hal ini dilakukan solely to give the best to the customer.
semata-mata untuk memberikan yang terbaik kepada
pelanggan.
Target/Rencana Kerja | Target/Work Plan
Angkasa Pura II menetapkan target/rencana kerja

untuk meningkatkan kepuasan pelanggan dengan
melakukan kegiatan penyelesaian pengaduan
pelanggan dan pelaksanaan survei kepuasan
pelanggan. Angkasa Pura II menargetkan bahwa
penyelesaian pengaduan di bawah Service Level
Agreement (SLA) yang ditetapkan.
Angkasa Pura II set a target / work plan to improve customer satisfaction by conducting customer complaints
settlement activities and conducting customer satisfaction surveys. Angkasa Pura II targets that complaints
settlement under the Service Level Agreement (SLA) is set.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP PELANGGAN


Selaku perusahaan yang bergerak di bidang jasa As a company engaged in the field of airport services, Angkasa
kebandarudaraan, konsumen Angkasa Pura II sangat bervariasi. Pura II consumers vary widely. Therefore, a strong mechanism
Untuk itu diperlukan mekanisme kuat untuk memastikan adanya is needed to ensure that compliance reporting is implemented
jaminan bahwa pelaporan keluhan konsumen dilaksanakan quickly and accurately. To carry out good relations with
dengan cepat dan tepat. Untuk melaksanakan hubungan baik consumers, Angkasa Pura II carries out a number of activities
dengan konsumen, Angkasa Pura II melaksanakan sejumlah as follows:
kegiatan sebagai berikut:
1. Keamanan & Keselamatan Pelanggan 1. Customer Safety and Security

Berdasarkan Undang-Undang Nomor 1 Tahun 2009 tentang Law No. 1 Year 2009 on Aviation article 219 paragraph (1)
Penerbangan pasal 219 ayat (1) menyebutkan bahwa: states that: “Every airport enterprise or airport management
“Setiap badan usaha bandar udara atau unit penyelenggara unit shall provide airport facilities which fulfill the requirement
bandar udara wajib menyediakan fasilitas bandar udara of aviation safety and security, and airport services which is
yang memenuhi persyaratan keselamatan dan keamanan in accordance with the determined service standards”. In the
penerbangan, serta pelayanan jasa bandar udara sesuai provision of security facilities which is in accordance with the
dengan standar pelayanan yang ditetapkan”. Dalam prevailing laws and regulations, Angkasa Pura II analyzes the
penyediaan fasilitas keamanan sebagaimana dimaksud di needs by considering the effectiveness of equipment, airport
atas, Angkasa Pura II melakukan analisa kebutuhan dengan classification, and the level of existing threat or disruption.
mempertimbangkan efektifitas peralatan, klasifikasi bandar
udara dan tingkat ancaman atau gangguan yang ada.
ntuk memberikan jaminan keamanan kepada seluruh

U Angkasa Pura is obliged and responsible for the provision of
pengguna jasa di bandar udara, maka penerapan sistem guarantee of the implementation of the best security system
keamanan yang baik di bandar udara menjadi kewajiban to all users in airports. The security systems in the airports
yang mutlak dilakukan oleh Angkasa Pura II. Adapun sistem are:
keamanan di bandar udara adalah:
1. Screening (Pemeriksaan Orang, Barang dan Kendaraan) 1. Screening (inspection of people, goods, and vehicles)
2. Access control/perimeter protection 2. A ccess control/perimeter protection
3. Surveillance (Pengawasan dan Patroli) 3. S urveillance (monitoring and patrol)
4. Protection against infiltration (melalui koordinasi dan 4. Protection against infiltration (through coordination and
informasi dari pihak eksternal: Kepolisian & BIN) information from external parties, which are Police and
BIN)
5. Staff participating (Partisipasi petugas dlm bentuk security 5. Staff participating (participation of staff in the form of
awareness melibatkan airport community) security awareness, involving the airport community)
6. Quality Control & Quality Assurance 6. Q uality Control and Quality Assurance
ngkasa Pura II juga senantiasa memastikan kesiagaan

A Angkasa Pura II also ensures the availability of all airport
seluruh fasilitas keselamatan penerbangan bandara melalui flight safety facilities through Safety Management Unit. This
Unit Manajemen Keselamatan. Unit tersebut berfungsi untuk unit manages, controls, and assists:
mengelola, mengendalikan dan membina kegiatan:
1. Pelaksanaan Sistem Manajemen Keselamatan; 1. The implementation of Safety Management System;
2. Standarisasi, kalibrasi dan pemeliharaan teknik 2.
The standardization, calibration, and maintenance of
elektronika; electronics engineering;
3. Standarisasi, kalibrasi dan pemeliharaan teknik listrik, 3.
mekanikal dan peralatan; electrical, mechanical, and equipment engineering;
4. Standarisasi, kalibrasi dan pemeliharaan teknik 4.
bandara. airport engineering.


egiatan yang dilakukan dalam rangka menjamin kesiagaan

K Activities which are conducted to ensure the availability and
fasilitas keselamatan penerbangan bandara antara lain: readiness of airport flight safety facilities, among others:
1
. T eknik Elektronika 1. Electronic Engineering
U nit Teknik Elektronika merupakan unit yang melakukan E lectronic Engineering Unit is a unit that performs planning,
perencanaan, pelaksanaan dan evaluasi terhadap kegiatan implementation and evaluation towards the activities of
standarisasi, kalibrasi dan pemeliharaan peralatan standardization, calibration and maintenance of airport
elektronika bandara (PAS, FIS, Flight Communication electronic equipment’s (PAS, FIS, Flight Communication
System, Integrated Ground Communication System, System, Integrated Ground Communication System, Fire
Fire Alarm System, Master Clock), peralatan security Alarm System, Master Clock), security equipment tools
equipment dan peralatan navigasi, komunikasi, otomasi and navigation tools, communication, automation and
dan surveillance di seluruh kantor cabang bandara surveillance at all airport branch offices of Angkasa Pura
Angkasa Pura II. II.
2
. Teknik Listrik Mekanikal & Peralatan 2. Electrical, Mechanical & Equipment Engineering
U nit Teknik Listrik, Mekanikal & Peralatan merupakan E lectrical, Mechanical & Equipment Engineering Unit
unit yang melakukan perencanaan, pelaksanaan dan is a unit that performs planning, implementation and
evaluasi terhadap kegiatan standarisasi, kalibrasi dan evaluation towards the activities of standardization,
pemeliharaan fasilitas listrik, fasilitas PKPPK dan alat- calibration and maintenance of electrical facilities, PKPPK
alat besar dan fasilitas operasi pada sisi udara di seluruh facilities and large equipment and operating facilities at
kantor cabang bandara Angkasa Pura II. the air side at all airport branch offices of Angkasa Pura II.
3
. Teknik Bandara 3. Airport Engineering
U nit Teknik Bandara merupakan unit yang melakukan A
irport Engineering Unit is a unit at performs planning,
perencanaan, pelaksanaan dan evaluasi terhadap implementation and evaluation towards the activities
kegiatan standarisasi, kalibrasi dan pemeliharaan dan of standardization, calibration and maintenance as well
perbaikan fasilitas operasi pada sisi udara (meliputi: as improvement of operating facilities on the air side
apron, runway, taxiway, bangunan terminal) dan fasilitas (include: apron, runway, taxiway, terminal buildings) and
operasi pada sisi darat (meliputi: gedung non terminal, operating facilities on the land side (include: non terminal
lapangan, parkir, pertamanan, jalan akses) di seluruh buildings, field, parking, landscaping, access roads) in all
kantor cabang bandara Angkasa Pura II. airport branch offices of Angkasa Pura II.
. Akses Informasi Layanan dan Pengaduan Pelanggan

2 2. A
ccess to Service Information and Customer Complaint
G una mendukung jaminan kepuasan pelanggan, Angkasa To support customer satisfaction guarantees, Angkasa
Pura II menyediakan fasilitas pusat informasi dan layanan Pura II provides an information and service center facility
bagi para penumpang di setiap terminal bandara. Selain hal for passengers at every airport terminal. In addition to this,
tersebut, Angkasa Pura II telah membentuk pusat pengaduan Angkasa Pura II has established a customer complaint center.
pelanggan. Pusat informasi layanan dan pengaduan This customer service and complaint information center is
pelanggan ini dapat diakses melalui beberapa saluran antara accessible through several channels including:
lain:
Contact Center dengan hotline 138

Contact Center with hotline 138
W www.angkasapura2.co.id via “Kontak Kami”

E contact.center@angkasapura2.co.id
T @contactap2
F www.facebook.com/angkasa.puraii.33


Mekanisme Penyampaian dan Penyelesaian Pengaduan Mechanism for Submitting and Completing Customer
Pelanggan Complaints
Komitmen untuk memberikan pelayanan yang terbaik menuntut Commitment to provide the best service demands quick actions/
tindakan/respon secara cepat dan taktis terhadap semua aduan/ responses to all complaints from stakeholders, especially
keluhan dari pemangku kepentingan khususnya pelanggan customers namely the airport service users. Completion
yakni pengguna jasa bandar udara. Upaya penyelesaian actualization to any customer complaints have been specifically
terhadap setiap keluhan pelanggan telah diatur secara khusus stipulated in the policy of service quality standards. The
dalam kebijakan standar mutu pelayanan. Standar pengelolaan complaint management standards are as follows:
pengaduan tersebut, sebagai berikut:
a. Standar dalam merespon atas pengaduan pelanggan 1 x a. 2
4 hour services for customer complaint.
24 Jam.
b. Pengaduan yang masuk melalui contact center, website, b. C
omplaints received through contact center, website,
email, twitter, atau facebook Perusahaan akan segera email, twitter, or Facebook of the Company will be
ditindak lanjuti oleh unit kerja Community Development immediately followed up by the Community Development
Center (CDC) dan unit kerja Pelayanan Bandara. Center (CDC) work unit and the Airport Services work
unit.
c. Selanjutnya keluhan pelanggan diproses dan diselesaikan c.
Furthermore, customer complaints are processed and
oleh unit terkait. Unit terkait dapat langsung berkomunikasi settled by the relevant units. The relevant units can
kepada pelanggan dalam proses penyelesaian keluhan. communicate directly to customers in the completion
process of the complaints.


Laporan Keuangan
Konsolidasian
Consolidated Financial Statements

dan entitas anaknya/and its subsidiaries
Laporan keuangan konsolidasian tanggal 31 Desember 2017

dan untuk tahun yang berakhir pada tanggal tersebut
beserta laporan auditor independen/
Consolidated financial statements as of December 31, 2017
and for the year then ended with independent auditors’ report
The original consolidated financial statements included herein are in
Indonesian language.
PT ANGKASA PURA II (PERSERO) PT ANGKASA PURA II (PERSERO)

DAN ENTITAS ANAKNYA AND ITS SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2017 AS OF DECEMBER 31, 2017
DAN UNTUK TAHUN YANG BERAKHIR PADA AND FOR THE YEAR THEN ENDED
TANGGAL TERSEBUT WITH INDEPENDENT AUDITORS’ REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN
Daftar Isi Table of Contents
Halaman/
Page
Surat Pernyataan Direksi Directors’ Statement
Laporan Auditor Independen Independent Auditors’ Report
Laporan Posisi Keuangan Konsolidasian......................... 1-3 ............. Consolidated Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss

Komprehensif Lain Konsolidasian............................. 4-5 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian ..................... 6 ............ Consolidated Statement of Changes in Equity
Laporan Arus Kas Konsolidasian ..................................... 7 ....................... Consolidated Statement of Cash Flows
Catatan atas Laporan Keuangan Konsolidasian .............. 8-122 ......... Notes to the Consolidated Financial Statements
Informasi Keuangan Entitas Induk Financial Information of the Parent Entity
Laporan Posisi Keuangan................................................ 1-2 ................................... Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Statement of Profit or Loss

Komprehensif Lain ................................................... 3 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas............................................. 4 .................................. Statement of Changes in Equity
Laporan Arus Kas ........................................................... 5 ............................................. Statement of Cash Flows
Catatan atas Laporan Keuangan .................................... 6 ............................... Notes to the Financial Statements
************************
the Indonesian language.

LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
31 Desember 2017 December 31, 2017
(Disajikan dalam Rupiah, kecuali dinyatakan lain) (Expressed in Rupiah, unless otherwise stated)
31 Desember/ 31 Desember/
Catatan/ December 31, December 31,
Notes 2017 2016
ASET ASSETS
ASET LANCAR CURRENT ASSETS

2e,2f
Kas dan setara kas 2aa,4,43 6.054.168.529.301 6.975.116.807.074 Cash and cash equivalents
Piutang usaha, bersih 2f,2aa,5,43 814.010.895.838 807.758.024.270 Trade receivables, net
Piutang lain-lain, bersih 2f,2aa,6 55.819.254.518 31.440.080.726 Other receivables, net
Persediaan 2g,7 9.814.414.171 9.953.071.317 Inventories
Pajak dibayar di muka -
bagian lancar 2r,20a 4.109.059.341 26.517.977.119 Prepaid taxes - current portion
Uang muka 8 81.244.586.985 51.088.255.360 Advances
Biaya dibayar di muka 2h,9 29.459.380.955 - Prepaid expenses
Pendapatan yang masih
harus diterima, bersih 2f,10 306.797.877.503 179.259.992.633 Accrued revenue, net
TOTAL ASET LANCAR 7.355.423.998.612 8.081.134.208.499 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan yang tersedia Available-for-sale
untuk dijual 2aa,11 92.175.300.000 102.137.400.000 financial assets
Penyertaan saham 2i,12 343.772.715.082 374.598.132.426 Investments in shares of stock
Uang muka pembelian tanah 13 535.980.966.175 - Advance for land acquistion
Properti investasi, bersih 2k,14 76.758.884.283 77.524.639.174 Investment properties, net
Aset tetap, bersih 2j,15 24.079.498.837.844 19.288.215.778.008 Fixed assets, net
Pajak dibayar di muka -
Bagian tidak lancar 2r,20a 40.373.799.428 - Prepaid taxes - non-current portion
Aset pajak tangguhan, bersih 2r,20e 15.741.190.483 34.883.909.417 Deferred tax assets, net
Aset tidak lancar lain-lain 2l,2aa,16 112.233.626.757 32.724.265.986 Other non-current assets
TOTAL ASET TIDAK LANCAR 25.296.535.320.052 19.910.084.125.011 TOTAL NON-CURRENT ASSETS
TOTAL ASET 32.651.959.318.664 27.991.218.333.510 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan form an integral part of these consolidated financial
keuangan konsolidasian ini secara keseluruhan. statements taken as a whole.
1

KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
Notes 2017 2016
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2f,2aa,17 84.410.409.680 30.842.561.660 Trade payables
Utang lain-lain 2aa,18 209.127.199.524 179.349.272.075 Other payables
Beban akrual 2n,2aa,19 3.176.260.147.101 2.359.195.753.402 Accrued expenses
Utang pajak 2r,20b 136.211.791.197 135.079.885.609 Taxes payable
Liabilitas dana pensiun 21 21.563.542.632 117.265.054.591 Pension fund liabilities
Pendapatan yang diterima di muka 2f,2p,22 166.962.635.002 148.111.680.221 Unearned revenues
Liabilitas imbalan kerja Short-term employee
jangka pendek 2o,2aa,25a 173.744.167.143 170.406.332.870 benefit liabilities
Bagian jangka pendek utang bank Current maturities of long-
jangka panjang 2m,2aa,23a 133.466.336.718 15.625.000.000 term bank loan
TOTAL LIABILITAS
JANGKA PENDEK 4.101.746.228.997 3.155.875.540.428 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman jangka panjang: 2m,2aa Long-term loans:
Utang bank jangka panjang 23a 4.205.092.117.441 2.745.261.894.922 Long-term bank loans
Utang obligasi 23b 1.994.233.527.110 1.993.380.472.723 Bonds payable
Utang jaminan pelanggan 2aa,24 14.715.689.193 15.365.850.140 Customers deposits
Utang jangka panjang lainnya 2f,2aa 19.651.121.405 9.824.791.001 Other long-term payables
Liabilitas pajak tangguhan 2r,20e 147.577.145.173 - Deferred tax liabilities
Liabilitas imbalan kerja 2o,25b 130.427.151.636 136.690.450.575 Employee benefits liabilities
Dana program tunjangan hari tua 26 382.637.262 2.600.439.192 Retirement program funds
Dana program BUMN
peduli beasiswa 27 - 4.602.077.765 BUMN scholarship program fund
TOTAL NON-CURRENT
TOTAL LIABILITAS JANGKA PANJANG 6.512.079.389.220 4.907.725.976.318 LIABILITIES
TOTAL LIABILITAS 10.613.825.618.217 8.063.601.516.746 TOTAL LIABILITIES
2

KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
Notes 2017 2016
EKUITAS EQUITY
Ekuitas yang dapat diatribuslkan Equity attributable to owners

kepada pemilik entitas induk of the parent entity
Modal saham - nilai nominal Share capital - par value of
Rp1.000.000 per saham Rp1,000,000 per share
Modal dasar -
20.000.000 saham Authorized capital - 20,000,000 shares
Modal ditempatkan dan Issued and fully paid –
disetor penuh - 7.000.000 saham 28 7.000.000.000.000 7.000.000.000.000 7,000,000 shares
Modal disetor lainnya 29 4.752.112.049.937 2.506.489.461.360 Other paid-in capital
Komponen ekuitas lainnya 30 552.273.794.533 2.191.761.043.633 Other components of equity
Rugi komprehensif lain (212.770.072.171) (137.296.290.925) Other comprehensive loss
Selisih ekuitas entitas anak 32 (26.316.798.626) (26.316.798.626) Equity difference of subsidiary
Dicadangkan 31 8.529.641.394.521 6.919.388.366.350 Appropriated
Belum dicadangkan 1.442.870.556.800 1.473.389.229.288 Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to owner of

kepada pemilik entitas induk 22.037.810.924.994 19.927.415.011.080 the parent entity
Kepentingan non-pengendali 322.775.453 201.805.684 Non-controlling interests
TOTAL EKUITAS 22.038.133.700.447 19.927.616.816.764 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 32.651.959.318.664 27.991.218.333.510 TOTAL LIABILITIES AND EQUITY
3

LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Tahun yang berakhir pada tanggal Year ended December 31, 2017,
31 Desember 2017 (Expressed in Rupiah, unless otherwise stated)
(Disajikan dalam Rupiah, kecuali dinyatakan lain)
Tahun yang berakhir

pada tanggal 31 Desember/
Year ended December 31,
Catatan/
Notes 2017 2016
PENDAPATAN USAHA 2s,33 OPERATING REVENUES

Pendapatan aeronautika 5.018.615.265.006 4.028.875.979.334 Aeronautical revenues
Pendapatan non-aeronautika 3.091.786.642.949 2.616.926.514.225 Non-aeronautical revenues
TOTAL 8.110.401.907.955 6.645.802.493.559 TOTAL
Beban operasional bandara 2s,35 (2.722.848.649.423) (2.236.124.803.281) Airport operation expenses

Beban pegawai 2s,34 (1.449.576.727.244) (1.245.750.802.297) Employee expenses
Beban umum dan administrasi 2s,36 (957.515.139.938) (1.045.781.877.125) expense
Beban pemasaran 2s,37 (19.851.417.634) (17.814.457.638) Marketing expenses
Penghasilan lain-lain 2s,38 77.721.260.328 68.729.738.845 Other income
Beban lain-lain 2s,39 (118.749.977.201) (98.291.521.130) Other expenses
LABA USAHA 2.919.581.256.843 2.070.768.770.933 OPERATING PROFIT
Penghasilan keuangan 2s,40 355.993.716.110 209.135.312.143 Finance income

Pajak final atas Final tax
penghasilan keuangan 2r (66.803.887.130) (44.192.675.430) on finance income
Biaya keuangan 2s,41 (287.782.155.684) (15.207.603.578) Finance costs
Share of profit (loss) of
Bagian laba (rugi) entitas asosiasi 12 17.900.997.484 (211.587.989) associate entities
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX
DAN PAJAK AND CORPORATE
PENGHASILAN BADAN 2.938.889.927.623 2.220.292.216.079 INCOME TAX
Beban pajak final 2r (106.711.451.797) (90.877.530.045) Final tax expense

LABA SEBELUM PAJAK PROFIT BEFORE
PENGHASILAN BADAN 2.832.178.475.826 2.129.414.686.034 CORPORATE INCOME TAX
BEBAN PAJAK CORPORATE

PENGHASILAN BADAN, BERSIH 2r,20c (822.322.731.906) (189.160.840.828) INCOME TAX EXPENSE, NET
LABA TAHUN BERJALAN 2.009.855.743.920 1.940.253.845.206 PROFIT FOR THE YEAR
4

LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN AND OTHER COMPREHENSIVE
KONSOLIDASIAN (lanjutan) INCOME (continued)
Tahun yang berakhir pada tanggal Year ended December 31, 2017
Tahun yang berakhir

Catatan/
Notes 2017 2016
PENGHASILAN (RUGI) OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME (LOSS)
Pos-pos yang akan Item that will be

direklasifikasi ke laba rugi reclassified to profit or loss
periode berikutnya in subsequent period
Perubahan nilai wajar aset Changes in fair value of available-
keuangan tersedia untuk dijual 11 9.037.900.000 696.900.000 for-sale financial assets
Pos-pos yang tidak akan Item that will not be

Kerugian pengukuran kembali Remeasurement loss of
liabilitas imbalan kerja 25b (47.713.688.557) (56.814.754.255) employee benefits liability
Efek beban pajak penghasilan 2r,20e 11.928.422.142 14.203.688.564 Effect on income tax expense
Bagian rugi komprehensif dari Other Comprehensive loss from
entitas asosiasi (48.726.414.831) - assosiate company
RUGI KOMPREHENSIF LAIN OTHER COMPREHENSIVE
TAHUN BERJALAN LOSS FOR THE YEAR
SETELAH PAJAK (75.473.781.246) (41.914.165.691) AFTER TAX
TOTAL PENGHASILAN TOTAL COMPREHENSIVE
KOMPREHENSIF TAHUN INCOME
BERJALAN 1.934.381.962.674 1.898.339.679.515 FOR THE YEAR
Laba tahun berjalan yang dapat

diatribusikan kepada: Profit for the year attributable to:
Pemilik entitas induk 2.009.734.355.683 1.940.253.028.171 Owner of the parent entity
Kepentingan non-pengendali 121.388.237 817.035 Non-controlling interests
Total laba tahun berjalan 2.009.855.743.920 1.940.253.845.206 Total profit for the year
Penghasilan komprehensif tahun berjalan Total comprehensive income

yang dapat diatribusikan kepada: for the year attributable to:
Pemilik entitas induk 1.934.260.574.437 1.898.338.811.664 Owner of the parent entity
Kepentingan non-pengendali 121.388.237 867.851 Non-controlling interests
Total penghasilan komprehensif 1.934.381.962.674 1.898.339.679.515 Total comprehensive income
Laba per saham dasar 2x,42 287.105 291.038 Basic earnings per share
Laba per saham dilusian 2x,42 211.407 282.830 Diluted earnings per share
5
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fo sutats denimretednU muleb gnay hatniremep nautnaB
)SDBYPB( noitapicitrap s’tnemnrevog 932.704.277.031 - 932.704.277.031 - - - - 932.704.277.031 - - )SDBYPB( aynsutats nakutnetid
dnediviD )755.735.464.733( - )755.735.464.733( )755.735.464.733( - - - - - - nediviD
evreser IareneG - - - )032.051.858.943.1( 032.051.858.943.1 - - - - - mumu nagnadaC
seiraidisbus ni noitcejni latipaC 052.200.002 052.200.002 - - - - - - - - naahasurep kana adap mahas naatreyneP
raey eht rof tiforP 602.548.352.049.1 530.718 171.820.352.049.1 171.820.352.049.1 - - - - - - nalajreb nuhat abaL
:ssol evisneherpmoc rehtO :nial fisneherpmok iguR
denifed fo tnemerusaemeR ilabmek narukugneP
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fo eulav riaf fo segnahC nagnauek tesa rajaw ialin nahabureP
stessa laicnanif elas-rof-elbaliava 000.009.696 - 000.009.696 - - 000.009.696 - - - - laujid kutnu aidesret
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fo sutats denimretednU muleb gnay hatniremep nautnaB
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dnediviD )864.814.000.034( )864.814( )000.000.000.034( )000.000.000.034( - - - - - - 13 nediviD
evreser IareneG - - - )171.820.352.016.1( 171.820.352.016.1 - - - - - 13 mumu nagnadaC
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fo eulav riaf fo segnahC nagnauek tesa rajaw ialin nahabureP
stessa laicnanif elas-rof-elbaliava 000.009.730.9 - 000.009.730.9 - - 000.009.730.9 - - - - 11 laujid kutnu aidesret
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7102 ,13 rebmeceD fo sa ecnalaB 744.007.331.830.22 354.577.223 499.429.018.730.22 008.655.078.244.1 125.493.146.925.8 )171.270.077.212( ) 626.897.613.62( 335.497.372.255 739.940.211.257.4 000.000.000.000.7 7102 rebmeseD 13 laggnat odlaS
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6

LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS
Tahun yang berakhir

Catatan/
Notes 2017 2016
ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 7.888.750.654.503 6.272.515.929.201 Receipts from customers
Pembayaran kepada pemasok, Payments to suppliers, contractors
kontraktor dan pihak ketiga lainnya (2.925.552.880.031) (1.763.116.327.196) and other third parties
Pembayaran kepada karyawan (1.630.292.875.337) (1.303.436.563.390) Payments to employees
Pembayaran beban bunga (287.782.155.684) (14.976.394.652) Payment of interest expense
Penerimaan pendapatan bunga 289.189.828.978 164.942.636.713 Receipt of interest income
Pembayaran lainnya (44.570.945.135) (11.675.552.394) Other payments
Pembayaran pajak (657.546.417.687) (642.848.353.427) Payments for taxes
Kas bersih yang diperoleh dari Net cash provided by

aktivitas operasi 2.632.195.209.607 2.701.405.374.855 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap 15 (4.719.933.723.257) (3.749.482.673.317) Acquisition of fixed assets
Penerimaan dari penjualan aset tetap 15 2.256.449.576 6.511.495.353 Proceeds from sales of fixed asset
Hasil penjualan aset keuangan Proceed from the sale of financial
tersedia untuk dijual 11 19.000.000.000 5.000.000.000 assets available-for-sale
Capital subscription in
Penyertaan modal pada entitas asosiasi 12 - (124.800.000.000) associate company
Kas bersih yang digunakan untuk Net cash used in

aktivitas investasi (4.698.677.273.681) (3.862.771.177.964) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Utang bank 23 1.586.727.027.453 1.564.068.867.701 Bank loan
Utang obligasi 23 - 2.000.000.000.000 Bonds payable
Pembayaran pinjaman bank 23 (11.193.241.152) - Payment of bank loan
Pembayaran biaya Payments for bank loan
transaksi utang bank - (13.650.000.000) transaction costs
Pembayaran biaya Payments for bonds payable
transaksi utang obligasi - (6.969.810.487) transaction costs
Pembayaran dividen kas 31 (430.000.000.000) (337.464.537.557) Payments of cash dividends
Penambahan modal disetor lainnya 29 - 2.000.000.000.000 Other paid-in capital addition
Kas bersih yang diperoleh dari aktivitas Net cash provided by

pendanaan 1.145.533.786.301 5.205.984.519.657 financing activities
KENAIKAN (PENURUNAN) BERSIH NET INCREASE (DECREASE) IN

KAS DAN SETARA KAS (920.948.277.773) 4.044.618.716.548 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AWAL TAHUN 4 6.975.116.807.074 2.930.498.090.526 AT BEGINNING OF YEAR

AKHIR TAHUN 4 6.054.168.529.301 6.975.116.807.074 AT END OF YEAR
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian form an integral part of these consolidated financial
ini secara keseluruhan. statements taken as a whole.
7

CATATAN ATAS LAPORAN NOTES TO THE CONSOLIDATED
KEUANGAN KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2017 dan untuk tahun yang As of December 31, 2017 and
berakhir pada tanggal tersebut for the year then ended
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. The Company’s Establishment

PT Angkasa Pura II (Persero) (“Perusahaan”) PT Angkasa Pura II (Persero) (the “Company”)
adalah Badan Usaha Milik Negara (BUMN) di is a State-Owned Enterprises (BUMN) under
lingkungan Kementerian Perhubungan. the supervision of Ministry of Transportation.
Sebelumnya bernama Perum Pelabuhan Previously named Perum Pelabuhan Udara
Udara Jakarta Cengkareng, yang didirikan Jakarta Cengkareng, which was established
berdasarkan Peraturan Pemerintah (PP) by Government Regulation (PP) No. 20 Year
No. 20 Tahun 1984. Perubahan nama dari 1984. The change from Perum Pelabuhan
Perum Pelabuhan Udara Jakarta Cengkareng Udara Jakarta Cengkareng to Perum Angkasa
menjadi Perum Angkasa Pura II dilakukan Pura II is based on PP No. 26 Year 1986.
berdasarkan PP No. 26 Tahun 1986. Furthermore, with the PP No. 14 Year 1992,
Selanjutnya, dengan PP No. 14 Tahun 1992, Perum Angkasa Pura II changed its status of
Perum Angkasa Pura II berubah status badan legal entity into a Perusahaan Perseroan
hukumnya menjadi Perusahaan Perseroan (Persero).
(Persero).
Perusahaan didirikan berdasarkan Akta The Company was established based on Deed
Notaris Muhani Salim S.H., No. 3 tanggal No. 3 dated January 2, 1993 of Notary Muhani
2 Januari 1993 dan diubah dengan Akta Salim, S.H., and amended by Deed No. 96
Notaris No. 96 tanggal 19 Maret 1993 oleh dated March 19, 1993 by the same notary. The
notaris yang sama. Akta pendirian tersebut deed of establishment was approved by the
disahkan oleh Menteri Kehakiman Republik Minister of Justice of the Republic of Indonesia
Indonesia sesuai dengan Surat Keputusan No. in its Decision Letter No. C2-2471.HT.
C2-2471.HT.01.01.Th.93 tanggal 24 April 1993 01.01.Th.93 dated April 24, 1993 and
dan diumumkan dalam Berita Negara Republik published in the State Gazette No. 63 dated
Indonesia No. 63 tanggal 8 Agustus 1995. August 8, 1995.
Anggaran dasar Perusahaan telah beberapa The Company’s articles of association have
kali mengalami perubahan, terakhir been amanded several times, the latest
berdasarkan Akta Notaris Maya Veronika, amandments through Notarial Deeds No. 14
S.H., M.Kn. No. 14 tanggal 24 Maret 2017 dated March 24, 2017 of Maya Veronika, SH.,
tentang perubahan susunan Direksi. Akta M.Kn., regarding changes in the composition
tersebut telah diberitahukan kepada Menteri of Director. The deed has been reported to the
Hukum dan Hak Asasi Manusia Republik Minister of Law and Human Rights of the
Indonesia dan memperoleh surat penerimaan Republic of Indonesia and has been
pemberitahuan No. AHU-AH.01.03-0126285 acknowledged through its letter of
tanggal 11 April 2017. aknowledgement No. AHU-AH.01.03-0126285
dated April 11, 2017.
Berdasarkan pasal 3 Anggaran Dasar Based on article 3 of its Articles of Association,

Perusahaan, kegiatan utama Perusahaan the Company’s main activities are conducting
adalah menyelenggarakan usaha jasa airport service business and other related
kebandarudaraan dan pelayanan jasa terkait businesses in conformity with business
bandar udara dalam arti seluas-luasnya dan principles of a limited company.
usaha-usaha lainnya yang mempunyai
hubungan dengan usaha tersebut sesuai
dengan prinsip-prinsip Perseroan Terbatas.
8

1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)
Perusahaan memulai operasi komersialnya The Company started its commercial operation
pada tahun 1984. in 1984.
Kantor pusat Perusahaan berlokasi di Bandara The Company is located in Soekarno-Hatta

Soekarno-Hatta, Tangerang, Provinsi Banten. Airport in Tangerang, Banten Province. The
Perusahaan saat ini mempunyai 13 (tiga Company currently have 13 (thirteen) branch
belas) kantor cabang yang masing-masing offices located in each airport managed by the
berlokasi di bandar udara yang dikelola Company with details as follows:
Perusahaan, dengan rincian sebagai berikut:
1) Bandar Udara Internasional Soekarno- 1) Soekarno-Hatta International Airport,

Hatta, Tangerang Tangerang
2) Bandar Udara Halim Perdanakusuma, 2) Halim Perdanakusuma Airport, Jakarta
Jakarta
3) Bandar Udara Sultan Mahmud 3) Sultan Mahmud Badaruddin II Airport,
Badaruddin II, Palembang Palembang
4) Bandar Udara Supadio, Pontianak 4) Supadio Airport, Pontianak
5) Bandar Udara Internasional Kualanamu, 5) Kualanamu International Airport, Deli
Deli Serdang Serdang
6) Bandar Udara Sultan Syarif Kasim II, 6) Sultan Syarif Kasim Il Airport, Pekanbaru
Pekanbaru
7) Bandar Udara Internasional Minangkabau, 7) Minangkabau International Airport,
Padang Padang
8) Bandar Udara Internasional Sultan 8) Sultan Iskandar Muda International
Iskandar Muda, Banda Aceh Airport, Banda Aceh
9) Bandar Udara Internasional Husein 9) Husein Sastranegara International Airport,
Sastranegara, Bandung Bandung
10) Bandar Udara Raja Haji Fisabilillah, 10) Raja Haji Fisabilillah Airport, Tanjung
Tanjung Pinang Pinang
11) Bandar Udara Sultan Thaha, Jambi 11) Sultan Thaha Airport, Jambi
12) Bandar Udara Depati Amir, Pangkal 12) Depati Amir Airport, Pangkal Pinang
Pinang
13) Bandar Udara Silangit, Siborong-Borong 13) Silangit Airport, Siborong-Borong
b. Dewan Komisaris dan Direksi, Komite Audit b. Board of Commissioners and Directors,
dan Karyawan Audit Committee and Employees
Susunan Dewan Komisaris dan Direksi The compositions of the Company’s Board
Perusahaan pada tanggal 31 Desember 2017 of Commissioners and Directors as of
dan 2016 adalah sebagai berikut: December 31, 2017 and 2016 were as follows:
2017 2016
Dewan Komisaris Board of Commissioners

Komisaris Utama Rhenald Kasali Rhenald Kasali President Commissioner
Anggota Iswan Elmi Iswan Elmi Member
Anggota Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Member
Anggota Maryati Karma Maryati Karma Member
Anggota Imam Bustomi Imam Bustomi Member
Anggota - Hadi Tjahjanto Member
9

b. Dewan Komisaris dan Direksi, Komite Audit b. Board of Commissioners and Directors,
dan Karyawan (lanjutan) Audit Committee and Employees
(continued)
Susunan Dewan Komisaris dan Direksi The compositions of the Company’s Board
Perusahaan pada tanggal 31 Desember 2017 of Commissioners and Board of Directors as of
dan 2016 adalah sebagai berikut: (lanjutan) December 31, 2017 and 2016 were as follows:
(continued)
2017 2016
Direksi Directors
Direktur Utama Muhammad Awaluddin Muhammad Awaluddin President Director
Direktur Djoko Murjatmodjo Djoko Murjatmodjo Director
Direktur Daan Achmad Daan Achmad Director
Direktur Ituk Herarindri Ituk Herarindri Director
Direktur Andra Y. Agussalam Andra Y. Agussalam Director
Direktur Tina T. Kemala Intan - Director
Susunan Komite Audit Perusahaan adalah The composition of the Company’s Audit
sebagai berikut: Committee is as follows:
2017 2016
Komite Audit wwwwwwwwwwwwwAudit Committee

Ketua/Anggota Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Chairman/Member
Wakil Ketua/Anggota Imam Bustomi Imam Bustomi Vice Chairman/Member
Anggota Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana Member
Anggota Dewi Hanggraeni Khasan Anwari Member
Total manfaat yang dibayarkan oleh Total benefits paid by the Company for the
Perusahaan untuk Dewan Komisaris dan Board of Commissioners and Board of
Direksi masing-masing sebesar Directors amounted to Rp59,142,722,281 and
Rp59.142.722.281 dan Rp49.535.427.869 Rp49,535,427,869 for the year ended
untuk tahun yang berakhir pada tanggal December 31, 2017 and 2016, respectively
31 Desember 2017 dan 2016 (tidak diaudit). (unaudited).
Pada tanggal 31 Desember 2017 dan 2016 On December 31, 2017 and 2016, the number
jumlah karyawan tetap masing-masing of permanent employees are 5,133 and 5,416,
sebanyak 5.133 dan 5.416 orang (tidak respectively (unaudited).
diaudit).
Induk Perusahaan, yang juga adalah induk The Company’s parent, which is also the
terakhir Perusahaan, adalah Pemerintah Company’s ultimate parent, is the Government
Republik Indonesia. of the Republic of Indonesia.
Manajemen Perusahaan bertanggung jawab The Company’s management is responsible
atas penyusunan laporan keuangan for the preparation of the consolidated financial
konsolidasian yang diotorisasi untuk terbit statements that were authorized for issue on
pada tanggal 28 Februari 2018. February 28, 2018.
10

c. Entitas Anak c. Subsidiaries

Laporan keuangan konsolidasian mencakup The consolidated financial statements include
akun-akun Perusahaan dan Entitas Anak the accounts of the Company and the following
(selanjutnya disebut “Kelompok Usaha”) Subsidiaries (collectively referred to hereafter as
berikut ini, dimana Perusahaan mempunyai “the Group”), over which the Company has
pengendalian: control:
Kepemilikan (%)/ Total Aset sebelum Eliminasi/
Jenis Usaha/
Ownership (%) Total Assets before Elimination
Entitas Anak/ Nature of Domisili/
Subsidiaries Business Domicile 2017 2016 2017 2016
PT Angkasa Menyediakan jasa konsultasi Jakarta 99,99 99,99 637.051.299.828 341.778.397.468

Pura Solusi manajemen bandara,0jasa
(“APS”) pendidikan, latihan0dan
outsourcing sumber0daya
manusia, pengelolaan parkir,
IT outsourcing/ Providing
airport management
consultation, education,
training and oursourcing
human resources, IT
outsourcing
PT Angkasa Pengelolaan Pengamanan di Jakarta 99,95 99,95 265.786.149.062 202.098.324.368

Pura Kargo kawasan kargo Bandar Udara
(“APK”) Internasional Soekarno Hatta,
Pengelolaan Parkir
Kendaraan Bermotor di
Terminal - Kargo Bandar
Udara Internasional Soekarno
Hatta, Bisnis Baru Kargo yang
terdiri dari Cargo Sales Agent,
Express Courrier, Project
Pengiriman (domestik dan
internasional), Transhipment,
Collection fee, Gudang Lini
1, Pusat Logistik Berikat,
Regulated Agent, Excess
Baggage Handling,
Distribution Center Terminal
3, Unit Load
Devices/Managing Security in
Soekarno Hatta International
Airport Cargo Area, Managing
parking in Soekarno Hatta
International Airport Cargo
Area, Cargo new business
such as, Cargo Sales Agent,
Express Courrier, Project
Forwarder (Domestic and
International), Transhipment,
Collection fee, Warehouse
Lini 1, Bonded Logistic
Center, Regulated Agent,
Excess Baggage Handling,
Distribution Center in Terminal
3, Unit Load Devices
PT Angkasa Melakukan jasa konsultasi Jakarta 99,93 99,93 202.365.840.195 153.276.551.709

Pura Propertindo properti komersial terminal,
(“APP”) jasa pengelolaan ruangan
secara komersial di bandar
udara umum, penyediaan dan
pengelolaan aset komersial,
serta jasa pembangunan,
pengelolaan dan penyediaan
tenaga listrik bandar udara
dan lingkungan sekitar bandar
udara/Conduct commercial
property consutancy service in
terminal, commercial space
management in general
airport, procurement and
operation of commercial
assets, construction service
and supplies and operation of
electricity power within airport
area.
11

c. Entitas Anak (lanjutan) c. Subsidiaries (continued)
PT Angkasa Pura Solusi (“APS”) PT Angkasa Pura Solusi (“APS”)
Kepemilikan Perusahaan di APS sebelum The Company’s ownership in APS before

akuisisi saham pada tanggal 28 November shares acquistion on November 28, 2011 was
2011 adalah 50% atau 15.000 saham senilai 50% or 15,000 shares amounting to
Rp3.428.250.000. Rp3,428,250,000.
Berdasarkan Akta Notaris Otty H.C Ubayani, Based on Deed No. 49 dated November 28,
S.H., No. 49 tanggal 28 November 2011, 2011 of Notary Otty H.C Ubayani, S.H.,
Schipol International B.V setuju untuk Schipol International B.V agreed to transfer its
mengalihkan 14.999 sahamnya kepada 14,999 shares to the Company with nominal
Perusahaan dengan Rp228.550 per saham value of Rp228,550 per share or amounting to
atau senilai Rp3.428.021.450 dan 1 lembar Rp3,428,021,450 and its 1 share to Mr. Luthfy
sahamnya kepada Tuan Luthfy Edrus dengan Edrus with nominal value of Rp228,550 per
harga Rp228.550 per saham atau senilai share or amounting to Rp228,550. Thus, the
Rp228.550. Dengan demikian, kepemilikan Company’s ownership in APS became 29,999
saham Perusahaan di APS menjadi 29.999 shares or 99.9967% and PT Angkasa Pura
lembar atau 99,9967% dan PT Angkasa Pura Schipol changed its name to PT Angkasa Pura
Schipol merubah namanya menjadi Solusi.
PT Angkasa Pura Solusi.
Berdasarkan Akta Notaris Maya Veronica, SH., Based on Deed No. 1 dated February 1, 2017
M.Kn. No. 1 tanggal 1 Pebruari 2017, Tuan of Notary Maya Veronica, SH., M.Kn., Mr.
Luthfy Edrus mengalihkan 1 lembar sahamnya Luthfy Edrus transfer its 1 share to the
kepada Koperasi Karyawan PT Angkasa Pura Koperasi Karyawan PT Angkasa Pura II
II (Persero) Satya Ardhia dengan harga (Persero) Satya Ardhia with nominal value of
Rp228.550 per saham atau senilai Rp228.550. Rp228,550 per share or amounting to
Rp228,550.
APS memulai operasi komersialnya pada APS started its commercial operation in 1998.
tahun 1998.
Susunan pemegang saham dan kepemilikan The details of the shareholders and their share
saham APS pada tanggal 31 Desember 2017 ownerships of APS as of December 31, 2017
adalah sebagai berikut: are as follows:
Saham Ditempatkan Persentase

Total Saham/ dan Disetor/ Kepemilikan/
Total Shares Shares Issued Percentage
Pemegang Saham (Lembar/Shares) and Fully Paid of ownership (%) Shareholders
PT Angkasa Pura II (Persero) 29.999 6.856.271.450 99,997 PT Angkasa Pura II (Persero)

Koperasi Karyawan Koperasi Karyawan
PT Angkasa Pura II PT Angkasa Pura II (Persero)
(Persero) Satya Ardhia 1 228.550 0,003 Satya Ardhia
Total 30.000 6.856.500.000 100,000 Total
12

PT Angkasa Pura Solusi (“APS”) (lanjutan) PT Angkasa Pura Solusi (“APS”)

(continued)
Laporan keuangan APS mencakup akun-akun Financial statements of APS include the
APS dan Kerjasama Operasi dibawah ini accounts of APS and the following Joint
sesuai dengan PSAK No. 66 (selanjutnya Operation in accordance with PSAK No. 66
disebut “KSO”), dimana APS mengakui (hereafter referred to as “JO”), over which APS
proporsi hak atas aset dan kewajiban atas recognize proportions of rights to the assets,
liabilitas berdasarkan pengaturan bersama and obligations for the liabilities, based on the
sebagai berikut: joint arrangement as follows:
Kepemilikan (%)/
Jenis Usaha/ Total Aset sebelum Eliminasi/
Ownership (%)
KSO/ Nature of Domisili/ Total Assets before Elimination
JO Business Domicile 2017 2016 2017 2016
KSO AP Menyediakan jasa pelayanan Halim,Jakarta 51 51 3.623.442.245 2.707.481.733
Solusi penumpang di bandara (ruang
Premair tunggu) /Providing passengers
service in airport (lounge).
KSO AP Menyediakan jasa pelayanan Tangerang 60 60 4.211.924.939 4.342.109.812

Solusi Mandai penumpang di bandara (ruang
Prima tunggu) /Providing passengers
KSO AP Menyediakan jasa pelayanan Medan 51 51 20.822.874.068 18.306.477.176

Solusi Blue penumpang di bandara (ruang
Sky tunggu) /Providing passengers
KSO AP Membangun, mengoperasikan, Jakarta 60 55 19.694.623.851 10.272.538.480

Solusi - dan mengembangkan
Inovasi Lintas modernisasi jaringan infrastruktur
Media Information Comminucation
and Technology di lingkungan
bandara AP II/Bulid, operate and
develop ICT network
infrastructure in AP II airport area
KSO AP Mengoperasikan, mengelola dan Jakarta 51 51 48.040.854.625 16.087.842.110

Solusi - ISS mengembangkan jasa
Indonesia kebersihan di seluruh bandara
pengelolaan AP II/Operate,
manage and develop cleaning
service in all airport areas under
AP II management
KSO AP Menyediakan jasa pelayanan Bandung 60 51 4.533.370.932 2.808.416.921

Solusi Blue penumpang di bandara (ruang
Sky BDO tunggu) di bandara Husein
Sastranegara/Providing
passengers service in airport
(lounge) in Husein Sastra-
negara airport
KSO AP Menyediakan jasa pelayanan Tangerang 60 60 5.596.885.854 7.071.447.938

Solusi - penumpang di bandara (ruang
Trikama Boga tunggu) /Providing passengers
KSO Pengelolaan Regulated Agent di Jakarta 35 30 14.761.490.194 8.019.725.726

APSarana Lingkungan Bandara AP II/The
management Regulated Agent in
AP II’s airports
KSO AP Menyediakan jasa pelayanan Pangkal 60 - 5.509.246.648 -

Solusi Blue penumpang di bandara (ruang Pinang
Sky PGK tunggu) di bandara Depati Amir
/Providing passengers service in
airport (lounge) in Kualanamu
airport
KSO AP Kerjasama dalam melakukan Jakarta 51 - 12.804.229.431 -

Solusi - WRK operasi dan Pemeliharaan
Peralatan Mekanikal-Elektrikal di
bandara-bandara yang dikelola
oleh pemberi kerja dengan
lingkup pekerjaan secara
terperinci yang disepkati
kemudian oleh para pihak
dengan pemberi
kerja/Cooperation in operating
and maintaining mechanical-
electrical equipment in airports
operated by employer with
detailed scope of work later
agreed by all parties with the
employer.
KSO AP Menyediakan jasa pelayanan Jambi 60 - 4.660.558.473 -

Solusi - penumpang di bandara (ruang
Trikama Boga tunggu) /Providing passengers
13

PT Angkasa Pura Kargo (“APK”) PT Angkasa Pura Kargo (“APK”)
Dibentuk sesuai dengan Surat Kementerian Formed based on the Letter of the Ministry of
BUMN nomor S-171/MBU/03/2016 tanggal State-Owned Enterprises No. S-
14 Maret 2016 perihal Persetujuan 171/MBU/03/2016 dated March 14, 2016
Pengurusan Anak Perusahaan dan Keputusan regarding the Approval for Management of
Rapat Umum Pemegang Saham Rencana Subsidiary and the General Meeting of
Kerja dan Anggaran Perusahaan (RKAP) Shareholders on the Company’s Budget Plan
PT Angkasa Pura II (Persero) Tahun 2016 (CBP) PT Angkasa Pura II (Persero) 2016 No.
Nomor 04 tanggal 7 Januari 2016. Setoran 04 dated January 7, 2016. The Company’s
modal awal Perusahaan pada APK adalah initial subscription in APK totalled
Rp199.900.000.000. Rp199,900,000,000.
Akta Pendirian APK No. 8 tanggal 20 April Deed of Establishment of APK No. 8 dated
2016 oleh notaris Maya Veronica, S.H, M.Kn., April 20, 2016 under notary Maya Veronica,
telah disahkan oleh Menteri Hukum dan Hak S.H., M.Kn. has been approved by the Ministry
Asasi Manusia Republik Indonesia melalui of Law and Human Rights of Republic of
Surat Keputusan No. AHU-0020686.AH.01.01 Indonesia through Decision Letter No. AHU-
Tahun 2016 tanggal 22 April 2016. 0020686. AH.01.01 Year 2016 dated April 22,
2016.
saham APK pada tanggal 31 Desember 2017 ownerships of APK as of December 31, 2017


(Persero) Satya Ardhia 100 100.000.000 0,050 Satya Ardhia
Total 200.000 200.000.000.000 100,00 Total
14

PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)
Dibentuk sesuai dengan Surat Kementerian Formed based on the Letter of the Ministry of
BUMN nomor S-171/MBU/03/2016 tanggal State-Owned Enterprises No. S-171 / MBU /
14 Maret 2016 perihal Persetujuan 03/2016 dated March 14, 2016 regarding the
Pengurusan Anak Perusahaan dan Keputusan Approval for Management of Subsidiary and
Rapat Umum Pemegang Saham Rencana the General Meeting of Shareholders on the
Kerja dan Anggaran Perusahaan (RKAP) PT Company’s Budget Plan (CBP) PT Angkasa
Angkasa Pura II (Persero) Tahun 2016 No. 04 Pura II (Persero) 2016 No. 04 dated January
tanggal 7, 2016. The Company’s initial subscription in
7 Januari 2016. Setoran modal awal APP totalled Rp149,900,000,000.
Perusahaan pada APP adalah
Rp149.900.000.000.
Akta Pendirian APP No. 9 tanggal 20 April Deed of establishment of APP No. 9 dated
2016 oleh notaris Maya Veronica, S.H, M.Kn. April 20, 2016 under notary Maya Veronica,
telah disahkan oleh Menteri Hukum dan Hak S.H., M.Kn., has been approved by the
Asasi Manusia Republik Indonesia melalui Ministry of Law and Human Rights of the
Surat Keputusan No. AHU- Republic of Indonesia through Decision Letter
0020770.AH.01.01.Tahun 2016 tanggal No. AHU-0020770.AH.01.01.Year 2016 dated
25 April 2016. April 25, 2016.
saham APP pada tanggal 31 Desember 2017 ownerships of APP as of December 31, 2017


(Persero) Satya Ardhia 100 100.000.000 0,067 Satya Ardhia
Total 150.000 150.000.000.000 100 Total
2. IKHTISAR KEBIJAKAN AKUNTANSI 2. SUMMARY OF SIGNIFICANT ACCOUNTING

SIGNIFIKAN POLICIES
Berikut ini adalah kebijakan akuntansi signifikan Presented below are the significant accounting
yang diterapkan dalam penyusunan laporan policies adopted in preparing the Group’s
keuangan konsolidasian Kelompok Usaha yang consolidated financial statements, which are in
sesuai dengan Standar Akuntansi Keuangan di conformity with Indonesian Financial Accounting
Indonesia. Laporan keuangan konsolidasian ini Standards. The consolidated financial statements
juga disusun sesuai dengan ketentuan yang have also been prepared in conformity with Decree
ditetapkan dalam Keputusan Ketua Bapepam-LK of the Chairman of Bapepam-LK No. KEP-
No. KEP-347/BL/2012 tertanggal 25 Juni 2012 347/BL/2012 dated June 25, 2012 regarding the
tentang Penyajian dan Pengungkapan Laporan Presentation and Disclosure of Financial
Keuangan Emiten atau Perusahaan Publik. Statements of an Issuer or a Public Company.
Kebijakan ini telah diterapkan secara konsisten These policies have been consistently applied to all
terhadap seluruh periode yang disajikan, kecuali periods presented, unless otherwise stated.
jika dinyatakan lain.
15


SIGNIFIKAN (lanjutan) POLICIES (continued)
a. Dasar Penyajian Laporan Keuangan a. Basis of Preparation of the Consolidated

Konsolidasian Financial Statements
Laporan keuangan konsolidasian, kecuali The consolidated financial statements, except

laporan arus kas konsolidasian, disusun for the consolidated statement of cash flows,
berdasarkan konsep akrual dan biaya are prepared using the accrual basis and
perolehan historis, kecuali beberapa akun based on historical costs, except for certain
tertentu yang diukur dengan cara accounts which are measured on the bases
sebagaimana yang diuraikan dalam kebijakan described in the related accounting policies of
akuntansi di akun yang bersangkutan. those accounts.
Laporan arus kas konsolidasian disajikan The consolidated statement of cash flows is
dengan menggunakan metode langsung yang presented using the direct method by
mengelompokkan penerimaan dan classifying the receipts and disbursements of
pengeluaran kas dan setara kas ke dalam cash and cash equivalents into operating,
aktivitas operasi, investasi dan pendanaan. investing and financing activities. For the
Untuk tujuan penyajian laporan arus kas purpose of the consolidated statement of cash
konsolidasian, kas dan setara kas terdiri dari flows, cash and cash equivalents include cash
kas dan bank, simpanan yang sewaktu-waktu on hand and in banks, deposits held at call with
bisa dicairkan dan investasi likuid jangka banks and other short-term highly liquid
pendek lainnya yang jatuh tempo dalam waktu investments with original maturities of 3 (three)
3 (tiga) bulan atau kurang, dikurangi dengan months or less, net of bank overdrafts.
cerukan.
Seluruh angka dalam laporan keuangan All figures in the consolidated financial
konsolidasian ini, dibulatkan dan disajikan statements are rounded to and expressed in
dalam Rupiah (“Rp”), kecuali dinyatakan lain. millions of Rupiah (“Rp”), unless otherwise
stated.
b. Penerapan standar akuntansi baru b. Adoption of New Accounting Standards
Efektif tanggal 1 Januari 2017, Kelompok Effective January 1, 2017, the Group adopted
Usaha menerapkan beberapa standar several new accounting standards which are
akuntansi baru yang relevan terhadap relevant to the Group as follows:
Kelompok Usaha berikut ini:
- Amandemen PSAK No. 1 (2015), - Amendments to PSAK No. 1 (2015),
“Penyajian Laporan Keuangan” tentang “Presentation of Financial Statements”
“Prakarsa Pengungkapan”. regarding “Disclosure Initiative”.
- PSAK No. 24 (Penyesuaian 2016), - PSAK No. 24 (Improvement 2016),
“Imbalan Kerja”. “Empoyee Benefit ”.
- PSAK No. 60 (Penyesuaian 2016), - PSAK No. 60 (Improvement 2016),
“Instrumen Keuangan: Pengungkapan”. “Financial Instrument: Disclosure”.
- ISAK No. 31, “Interprestasi atas Ruang - ISAK No. 31, “Interpretation of PSAK 13:
Lingkup PSAK No.13: Properti Investasi”. Investment Property”.
Penerapan ini tidak memberikan dampak yang The adoption has no significant impact on the
besar terhadap pelaporan keuangan dan financial reporting and disclosures in the
pengungkapan dalam laporan keuangan consolidated financial statements.
konsolidasian.
16


c. Prinsip-prinsip Konsolidasi c. Principles of Consolidation
Laporan keuangan konsolidasian meliputi The consolidated financial statements include

laporan keuangan Perusahaan dan entitas the financial statements of the Company and
anaknya seperti yang diungkapkan dalam its subsidiaries as disclosed in Note 1c.
Catatan 1c. Entitas anak merupakan semua Subsidiaries are all entities over which the
entitas dimana Perusahaan terekspos atau Company is exposed, or has rights, to variable
memiliki hak atas imbal hasil variabel dari returns from its involvement with the entities
keterlibatannya dengan entitas tersebut dan and has the ability to affect those returns
memiliki kemampuan untuk mempengaruhi through its power over the entities. Thus, an
imbal hasil tersebut melalui kekuasaannya entity is considered a subsidiary if and only if
atas entitas tersebut. Dengan demikian, suatu the Company has power over the entity,
entitas dianggap sebagai entitas anak jika dan exposure or rights to variable returns from its
hanya jika Perusahaan memiliki kekuasaan involvement with the entity and the ability to
atas entitas tersebut, eksposur atau hak atas use its power over the investee to affect the
imbal hasil variabel dari keterlibatannya amount of the Company’s returns.
dengan entitas tersebut dan kemampuan
untuk menggunakan kekuasaannya atas
entitas tersebut untuk mempengaruhi jumlah
imbal hasil Perusahaan.
Semua saldo dan transaksi antar entitas yang All material intercompany accounts and
material, termasuk keuntungan atau kerugian transactions, including unrealized gains or
yang belum direalisasi, jika ada, dieliminasi losses, if any, are eliminated to reflect the
untuk mencerminkan posisi keuangan dan financial position and the results of operations
hasil operasi Kelompok Usaha sebagai satu of the Group as a single business entity.
kesatuan usaha. Kebijakan akuntansi di entitas Accounting policies of subsidiaries have been
anak telah diubah seperlunya agar konsisten changed where necessary to ensure
dengan kebijakan akuntansi yang diterapkan consistency with the policies adopted by the
oleh Kelompok Usaha. Group.
Entitas anak dikonsolidasikan mulai dari Subsidiaries are fully consolidated from the
tanggal pengendalian beralih kepada date on which control is transferred to the
Perusahaan dan tidak lagi dikonsolidasikan Company. They are deconsolidated from the
dari tanggal hilangnya pengendalian. date on which that control ceases.
Kepentingan nonpengendali (“KNP”) Non-controlling interest (“NCI”) represents the

mencerminkan bagian atas laba rugi, portion of profit or loss, other comprehensive
penghasilan komprehensif lain dan aset neto income and net assets of the subsidiary not
dari entitas anak yang tidak dapat diatribusikan attributable directly or indirectly to the owners
secara langsung maupun tidak langsung of the parent entity, which are presented in the
kepada pemilik entitas induk, yang masing- consolidated statement of profit or loss and
masing disajikan dalam laporan laba rugi dan other comprehensive income and under the
penghasilan komprehensif lain konsolidasian equity section of the consolidated statement of
dan sebagai ekuitas dalam laporan posisi financial position, respectively, separately from
keuangan konsolidasian, terpisah dari bagian the corresponding portion attributable to the
yang dapat diatribusikan kepada pemilik owners of the parent entity.
entitas induk.
Rugi entitas anak yang tidak dimiliki secara Losses of a non-wholly owned subsidiary are
penuh diatribusikan kepada KNP, bahkan jika attributed to NCI even if such losses result in a
hal ini mengakibatkan KNP mempunyai saldo deficit balance for the NCI.
defisit.
17


c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)
Jika kehilangan pengendalian atas suatu In case of loss of control over a subsidiary, the
entitas anak, maka Perusahaan: Company:
• menghentikan pengakuan aset (termasuk • derecognizes the assets (including
setiap goodwill) dan liabilitas entitas anak; goodwill) and liabilities of the subsidiary;
• menghentikan pengakuan jumlah tercatat • derecognizes the carrying amount of any
setiap kepentingan non-pengendali; non-controlling interests;
• menghentikan pengakuan akumulasi selisih • derecognizes the cumulative translation
penjabaran, yang dicatat di ekuitas, bila differences, recorded in equity, if any;
ada;
• mengakui nilai wajar pembayaran yang • recognizes the fair value of the
diterima; consideration received;
• mengakui setiap sisa investasi pada nilai • recognizes the fair value of any
wajarnya; investment retained;
• mengakui setiap perbedaan yang • recognizes any surplus or deficit in
dihasilkan sebagai keuntungan atau consolidated statement of profit or loss;
kerugian dalam laporan laba rugi dan and other comprehensive income.
penghasilan komprehensif lain
konsolidasian; dan
• mereklasifikasi bagian Kelompok Usaha • reclassifies its share of components
atas komponen yang sebelumnya diakui previously recognized in other
sebagai penghasilan komprehensif lain ke comprehensive income to profit or loss or
laba rugi, atau mengalihkan secara retained earnings, as appropriate.
langsung ke saldo laba.
Perubahan dalam bagian kepemilikan A change in the ownership interest of a
Kelompok Usaha pada entitas anak yang tidak subsidiary, without a loss of control, is
mengakibatkan hilangnya pengendalian dicatat accounted for as an equity transaction.
sebagai transaksi ekuitas.
d. Investasi pada Ventura Bersama d. Investment in Joint Ventures
Ventura bersama adalah semua entitas yang Joint ventures are all entities which are jointly
dikendalikan bersama oleh Kelompok Usaha controlled by the Group and other venturers, in
bersama dengan venturer lain dimana which the Group has rights to only the net
Kelompok Usaha memilik hak atas aset neto assets of the joint ventures. Investments in
ventura bersama tersebut. Investasi pada joint ventures are accounted for using the
ventura bersama dicatat dengan equity method of accounting and initially
menggunakan metode ekuitas yang pada recognized at cost.
awalnya diakui pada harga perolehannya.
Bagian Kelompok Usaha atas laba rugi The Group’s share of the joint ventures’ post-
ventura bersama pasca akuisisi diakui dalam acquisition profits or losses is recognized in
laba rugi dan bagian atas mutasi penghasilan profit or loss, and its share of post-acquisition
komprehensif lain pasca akuisisi diakui di movements in other comprehensive income is
dalam penghasilan komprehensif lain dan recognized in other comprehensive income
diikuti dengan penyesuaian pada jumlah with a corresponding adjustment to the
tercatat investasi. Dividen yang akan diterima carrying amount of the investment. Dividends
dari ventura bersama diakui sebagai receivable from joint ventures are recognized
pengurang jumlah tercatat investasi. Jika as reductions in the carrying amount of the
bagian Kelompok Usaha atas kerugian ventura investment. When the Group’s share of losses
bersama sama dengan atau melebihi nilai in a joint venture equals or exceeds its interest
kepemilikannya di ventura bersama, Kelompok in the joint venture, the Group does not
Usaha menghentikan pengakuan bagian recognize further losses, unless the Group has
kerugiannya, kecuali Kelompok Usaha memiliki incurred legal or constructive obligations or
kewajiban hukum atau harus melakukan made payments on behalf of the joint venture.
pembayaran tertentu atas nama ventura
bersama tersebut.
18


d. Investasi pada Ventura Bersama (lanjutan) d. Investment in Joint Ventures (continued)
Laba rugi yang dihasilkan dari transaksi antara Profits and losses resulting from transactions
Kelompok Usaha dengan ventura bersama between the Group and its joint ventures are
diakui dalam laporan keuangan konsolidasian recognized in the Group’s consolidated
Kelompok Usaha hanya sebesar bagian financial statements only to the extent of
venturer lain yang tidak berelasi dalam ventura unrelated venturer’s interest in the joint
bersama. Pada setiap tanggal pelaporan, ventures. The Group determines at each
Kelompok Usaha menentukan apakah reporting date whether there is any objective
terdapat bukti obyektif bahwa telah terjadi evidence that the investment in the joint
penurunan nilai pada investasi di ventura venture is impaired. If this is the case, the
bersama. Jika demikian, maka Kelompok Group calculates the amount of impairment as
Usaha menghitung besarnya penurunan nilai the difference between the recoverable
sebagai selisih antara jumlah yang terpulihkan amount of the joint venture and its carrying
dan jumlah tercatat investasi pada ventura amount and recognizes the amount adjacent to
bersama dan mengakui selisih tersebut pada “shares of profit (loss) of joint ventures” in
“bagian atas laba (rugi) ventura bersama” profit or loss.
dalam laba rugi.
e. Kas dan Setara Kas e. Cash and Cash Equivalents
Kas dan setara kas terdiri dari kas, bank dan Cash and cash equivalents are cash on hand,
deposito berjangka yang jatuh tempo dalam 3 cash in banks and time deposits with maturity
(tiga) bulan atau kurang dari tanggal periods of 3 (three) months or less at the time
penempatannya dan tidak digunakan sebagai of placement and which are not used as
jaminan atau dibatasi penggunaannya. collateral or not restricted.
Kas dan setara kas yang dibatasi Cash and cash equivalents which are
penggunaannya yang akan digunakan untuk restricted for repayment of current maturing
membayar liabilitas yang akan jatuh tempo obligations are presented as “restricted cash”
dalam waktu 1 (satu) tahun disajikan sebagai under “other current financial assets”. Cash
“kas yang dibatasi penggunaannya” sebagai and cash equivalents which are restricted for
bagian dari ”aset lancar lainnya”. Kas dan repayment of obligations maturing after 1 (one)
setara kas yang dibatasi penggunaannya year are presented as part of “other non-
untuk membayar liabilitas yang akan jatuh current financial assets”.
tempo dalam waktu lebih dari 1 (satu) tahun
disajikan sebagai bagian dari “aset tidak lancar
lain-lain”.
f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties
Orang atau anggota keluarga terdekat An individual or family member is related to the
mempunyai relasi dengan Perusahaan jika Company if it:
mereka:
(i) memiliki pengendalian atau pengendalian (i) has control or joint control over the
bersama atas Perusahaan; Company;
(ii) memiliki pengaruh signifikan atas (ii) has significant influence over the
Perusahaan; atau Company; or
(iii) merupakan personil manajemen kunci (iii) is a member of the key management
Perusahaan atau entitas induk dari personnel of the Company.
Perusahaan.
19


f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties

(lanjutan) (continued)
Suatu pihak dianggap berelasi dengan A party is considered to be related to the

Perusahaan jika: Company if:
a. langsung, atau tidak langsung yang a. directly, or indirectly through one or more
melalui satu atau lebih perantara, suatu intermediaries, the party (i) controls, is
pihak (i) mengendalikan, atau controlled by, or is under common control
dikendalikan, atau berada di bawah with, the Company; (ii) has an interest in
pengendalian bersama dengan, the Company that gives it significant
Perusahaan; (ii) memiliki kepentingan influence over the Company; or (iii) has
dalam Perusahaan yang memberikan joint control over the Company;
pengaruh signifikan atas Perusahaan;
atau (iii) memiliki pengendalian bersama
atas Perusahaan;
b. suatu pihak adalah entitas asosiasi b. the party is an associate of the Company;
Perusahaan;
c. suatu pihak adalah ventura bersama c. the party is a joint venture in which the
dimana Perusahaan sebagai venturer; Company is a venturer;
d. suatu pihak adalah anggota dari personil d. the party is a member of the key
manajemen kunci Perusahaan atau management personnel of the Company
induknya; or its parent;
e. suatu pihak adalah anggota keluarga e. the party is a close member of the family
dekat dari individu yang diuraikan dalam of any individual referred to in (a) or (d);
butir (a) atau (d);
f. suatu pihak adalah entitas yang f. the party is an entity that is controlled,
dikendalikan, dikendalikan bersama atau jointly controlled or significantly influenced
dipengaruhi signifikan oleh atau di mana by or for which significant voting power in
hak suara signifikan dimiliki oleh, langsung such entity resides with, directly or
maupun tidak langsung, individu seperti indirectly, any individual referred to in (d)
diuraikan dalam butir (d) atau (e); or (e);
g. suatu pihak adalah suatu program g. the party is a post-employment benefit
imbalan pasca kerja untuk imbalan kerja plan for the benefit of employees of the
dari Perusahaan atau entitas yang terkait Company, or of any entity that is a related
dengan Perusahaan. party of the Company.
Seluruh transaksi dan saldo yang signifikan All significant transactions and balances
dengan pihak-pihak berelasi telah with related parties are disclosed in
diungkapkan dalam Catatan 43. Note 43.
g. Persediaan g. Inventories
Persediaan dinyatakan berdasarkan nilai Inventories are stated at the lower of cost or
terendah antara biaya perolehan atau nilai net realizable value. Cost is determined using
realisasi neto. Biaya perolehan ditentukan the first in first out, except for spare parts
dengan menggunakan metode pertama masuk which use the moving average method.
pertama keluar, kecuali untuk suku cadang Allowance for inventory obsolescence/losses
yang menggunakan metode rata-rata is provided to reduce the carrying value of
bergerak. Cadangan keusangan/kerugian inventories to their net realizable value.
persediaan ditetapkan untuk menurunkan nilai
tercatat persediaan ke nilai realisasi netonya.
Nilai realisasi neto adalah taksiran harga jual Net realizable value is the estimated selling
dalam kegiatan usaha normal setelah price in the ordinary course of business less
dikurangi dengan taksiran biaya penyelesaian estimated cost of completion and estimated
dan taksiran biaya yang diperlukan untuk cost necessary to make the sale.
melaksanakan penjualan.
20


h. Biaya Dibayar di Muka h. Prepaid Expenses
Biaya dibayar dimuka diamortisasi selama Prepaid expenses are amortized over their
masa manfaat masing-masing biaya dengan beneficial periods using the straight-line
metode garis lurus. method.
i. Penyertaan Saham i. Investments In Shares of Stock
Investasi Perusahaan pada entitas asosiasi The Company’s investments in associated

diukur dengan menggunakan metode ekuitas. companies are accounted for using the equity
Entitas asosiasi adalah suatu entitas di mana method. An associated company is an entity in
Perusahaan mempunyai pengaruh signifikan. which the Company has significant influence.
Sesuai dengan metode ekuitas, nilai perolehan Under the equity method, the cost of
investasi ditambah atau dikurang dengan investment is increased or decreased by the
bagian Perusahaan atas laba atau rugi neto, Company’s share in net earnings or losses of,
dan penerimaan dividen dari entitas asosiasi and dividends received from, the associated
sejak tanggal perolehan. company since the date of acquisition.
Laporan laba rugi dan penghasilan The consolidated statement of profit or loss
komprehensif lain konsolidasian and other comprehensive income reflects the
mencerminkan bagian atas hasil operasi dari share of the results of operations of the
entitas asosiasi. Bila terdapat perubahan yang associated company. Where there has been a
diakui langsung pada ekuitas dari entitas change recognized directly in the equity of the
asosiasi, Perusahaan mengakui bagiannya associated company, the Company recognizes
atas perubahan tersebut dan mengungkapkan its share of any such changes and discloses
hal ini, jika dapat diterapkan, dalam laporan this, when applicable, in the consolidated
perubahan ekuitas konsolidasian. Laba atau statement of changes in equity. Unrealized
rugi yang belum direalisasi sebagai hasil dari gains and losses resulting from transactions
transaksi-transaksi antara Perusahaan dengan between the Company and the associated
entitas asosiasi dieliminasi pada jumlah sesuai company are eliminated to the extent of the
dengan kepentingan Perusahaan dalam Company’s interest in the associated
entitas asosiasi. company.
Perusahaan menentukan apakah perlu untuk The Company determines whether it is

mengakui rugi penurunan nilai atas investasi necessary to recognize an impairment loss on
Perusahaan dalam entitas asosiasi. its investments in associated companies. The
Perusahaan menentukan pada setiap tanggal Company determines at each reporting date
pelaporan apakah terdapat bukti yang obyektif whether there is objective evidence that any of
yang mengindikasikan bahwa investasi dalam its investments in associated companies is
entitas asosiasi mengalami penurunan nilai. impaired.
Dalam hal ini, Perusahaan menghitung jumlah If this is the case, the Company calculates the
penurunan nilai berdasarkan selisih antara amount of impairment as the difference
jumlah terpulihkan atas investasi dalam entitas between the recoverable amount of the
asosiasi dan nilai tercatatnya dan mengakui investment in the associated company and its
penurunan nilai tersebut dalam laporan laba carrying value and recognizes the impairment
rugi dan penghasilan komprehensif lain in consolidated statement of profit or loss and
konsolidasian. other comprehensive Income.
j. Aset Tetap j. Fixed Assets
Aset tetap, kecuali hak atas tanah, dinyatakan Fixed assets, except landrights, are stated at
sebesar biaya perolehan dikurangi akumulasi cost less accumulated depreciation and
penyusutan dan rugi penurunan nilai, jika ada. impairment loss, if any. Such cost includes the
Biaya perolehan termasuk biaya penggantian cost of replacing part of the fixed assets when
bagian aset tetap saat biaya tersebut terjadi, that cost is incurred, if the recognition criteria
jika memenuhi kriteria pengakuan. are met.
21


j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Selanjutnya, pada saat inspeksi yang Likewise, when a major inspection is

signifikan dilakukan, biaya inspeksi itu diakui performed, its cost is recognized in the carrying
ke dalam jumlah tercatat (carrying amount) amount of the fixed assets as a replacement if
aset tetap sebagai suatu penggantian jika the recognition criteria are met. In the case of
memenuhi kriteria pengakuan. Apabila mandatory dismantling or asset removals, the
terdapat kewajiban untuk membongkar dan related costs are added to the cost of the
memindahkan aset tetap maka beban yang relevant assets and provisions are recognized
terkait akan ditambahkan ke biaya perolehan to cover the costs.
aset tetap yang bersangkutan dan kewajiban
atas biaya terkait tersebut diakui.
Semua biaya pemeliharaan dan perbaikan All other repairs and maintenance costs that
yang tidak memenuhi kriteria pengakuan diakui do not meet the recognition criteria are
dalam laporan laba rugi dan penghasilan recognized in consolidated statement of profit
komprehensif lain konsolidasian pada saat or loss and other comprehensive income as
terjadinya. Aset tetap, kecuali hak atas tanah, incurred. Depreciation of fixed assets, except
disusutkan dengan metode garis lurus for landrights, is computed using the straigh-
berdasarkan estimasi masa manfaat masing- line method over the estimated useful lives of
masing aset tetap sebagai berikut: the assets as follows:
Umur Ekonomis (Tahun/

Jenis Aset Tetap Economic Age (Years) Types of Fixed Assets
Bangunan lapangan 10 - 80 Field construction

Bangunan gedung 20 - 40 Building
Peralatan terminal dan gedung 15 Terminal and buildings equipment
Instalasi dan jaringan 5 - 15 Installation and networking
Peralatan: Equipment:
- Alat bantu navigasi 10 - 15 Navigation supporting equipment -
- Pengangkutan 5 Transportation -
- Kantor 5 - 15 Office -
- Bengkel 5 - 15 Workshop -
- Komputer 5 - 15 Computer -
- Parkir 5 - 15 Parking -
Lain-lain 1-5 Other
Overlay 4 - 10 Overlay
Biaya pengurusan untuk memperpanjang atau The legal cost of landrights to extend or renew
memperbaharui hak atas tanah diakui sebagai the landrights are recognized as intangible
aset takberwujud dan diamortisasi sepanjang assets and amortized, over the shorter of the
umur hukum hak atau umur ekonomis tanah, rights’ legal life or the land’s economic life.
mana yang lebih pendek.
Biaya pemeliharaan dan perbaikan diakui Maintenance and repair costs are recognized
sebagai beban pada saat terjadinya. as an expense as incurred. Expenditures that
Pengeluaran yang memperpanjang masa extend the useful lives of fixed assets are
manfaat aset tetap dikapitalisasi dan capitalized and depreciated in accordance with
disusutkan sesuai dengan tarif penyusutan the applicable depreciation rates.
yang sesuai.
Aset dalam penyelesaian dinyatakan sebesar Construction in progress is stated at cost and
biaya perolehan dan disajikan sebagai bagian presented as part of fixed assets. Cost
dari aset tetap. Biaya perolehan termasuk includes capitalized interest charges and
kapitalisasi beban bunga dan laba/rugi selisih gain/losses on foreign exchange, if any,
kurs, jika ada, atas pinjaman dan biaya lainnya incurred on borrowings and other costs
yang terjadi sehubungan dengan pembiayaan incurred to finance the said asset construction
aset dalam penyelesaian tersebut (Catatan (Note 2m, “Capitalization of Borrowing Costs”).
2m, “Kapitalisasi Biaya Pinjaman”).
22


j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Akumulasi biayanya akan dipindahkan ke The accumulated cost is reclassified to the

dalam kelompok aset tetap yang bersangkutan relevant fixed assets account when the
ketika aset secara substansial selesai construction is substantially completed and the
dikerjakan dan siap untuk digunakan. constructed asset is ready for its intended use.
Biaya pemeliharaan dan perbaikan diakui The cost of normal maintenance and repair
sebagai beban pada saat terjadinya; biaya work is charged to operations as incurred; the
perbaikan yang signifikan dikapitalisasi cost of significant improvements or
sebagai penggantian apabila memenuhi betterments is capitalized as replacements if
kriteria pengakuan. Nilai kini dari perkiraan the recognition criteria are satisfied. The
biaya pembongkaran aset setelah aset present value of the expected cost for the
digunakan termasuk dalam nilai perolehan aset decommissioning of the asset after its use is
tersebut jika kriteria pengakuan untuk included in the cost of the asset if the
penetapannya terpenuhi. recognition criteria are met.
Ketika bagian-bagian penting dari aset tetap When significant parts of fixed assets are
perlu untuk diganti, Kelompok Usaha mencatat required to be replaced at intervals, the Group
bagian-bagian tersebut sebagai aset individual recognizes such parts as individual assets with
dengan masa manfaat dan penyusutan yang specific useful lives and depreciation.
spesifik.
Aset tetap tidak diakui lagi pada saat An item of fixed asset is derecognized upon
dilepaskan atau tidak ada manfaat disposal or when no future economic benefits
keekonomisan masa yang akan datang yang are expected from its use or disposal. Any gain
diharapkan dari penggunaan atau or loss on derecognition of the asset is
pelepasannya. Laba atau rugi yang timbul dari recognized in the consolidated statement of
penghentian pengakuan aset tetap, diakui profit or loss and other comprehensive income
dalam laporan laba rugi dan penghasilan in the period the asset is derecognized, which
komprehensif lain konsolidasian pada periode represents the difference between the net
penghentian pengakuan aset, yang disposal proceeds and the carrying amount of
merupakan selisih antara hasil pelepasan the asset.
bersih dan jumlah tercatat aset.
Nilai sisa, masa manfaat dan metode The residual values, useful lives and methods
penyusutan aset tetap ditelaah dan of depreciation of fixed assets are reviewed
disesuaikan secara prospektif, jika perlu, pada and adjusted prospectively, if appropriate, at
setiap akhir tahun buku. the end of each financial year.
k. Properti Investasi k. Investment Properties
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost,
perolehan termasuk biaya transaksi dikurangi including transaction costs, less accumulated
akumulasi penyusutan dan penurunan nilai, depreciation and impairment, except for land
kecuali tanah tidak disusutkan. Jumlah tercatat which is not depreciated. The carrying amount
termasuk bagian biaya penggantian dari includes the cost of replacing part of an
properti investasi yang ada pada saat existing investment property when the fee is
terjadinya biaya, jika kriteria pengakuan occured, if the recognition criteria are met and
terpenuhi dan tidak termasuk biaya harian excludes the costs of the daily use of an
penggunaan properti investasi. investment property.
Perusahaan telah memilih untuk The Company has chosen to use the cost
menggunakan model biaya untuk pengukuran model for the measurement of investment
aset properti investasi. property assets.
23


k. Properti Investasi (lanjutan) k. Investment Properties (continued)
Properti investasi terdiri dari bangunan dan Investment properties consist of buildings and
prasarana yang dikuasai Perusahaan untuk infrastructure are controlled by the Company
menghasilkan sewa atau untuk kenaikan nilai to earn rentals or for capital appreciation or
atau kedua-duanya, dan tidak untuk digunakan both, rather than for use in the production or
dalam produksi atau penyediaan barang atau supply of goods or services or for
jasa untuk tujuan administratif atau dijual administrative purposes or sale in the ordinary
dalam kegiatan usaha sehari-hari. course of business.
l. Aset Takberwujud l. Intangible Assets
Aset takberwujud diukur sebesar nilai An intangible asset is measured on initial

perolehan pada pengakuan awal. Setelah recognition at cost. Following initial
pengakuan awal, aset takberwujud dicatat recognition, the intangible asset is carried at
pada nilai perolehan dikurangi akumulasi cost less any accumulated amortization and
amortisasi dan akumulasi rugi penurunan nilai. any accumulated impairment loss. The useful
Umur manfaat aset takberwujud dinilai apakah life of the intangible asset is assessed to be
terbatas atau tidak terbatas. Aset takberwujud either finite or indefinite. An intangible asset
dengan umur terbatas diamortisasi selama with finite life is amortized over the asset’s
umur manfaat ekonomi aset dan dievaluasi useful economic life and assessed for
apabila terdapat indikator adanya penurunan impairment whenever there is an indication
nilai untuk aset takberwujud. Periode dan that the intangible asset may be impaired. The
metode amortisasi untuk aset takberwujud amortization period and the amortization
dengan umur terbatas ditelaah setidaknya method for an intangible asset with a finite
setiap akhir tahun tutup buku. useful life are reviewed at least at each
financial year end.
Aset takberwujud dihentikan pengakuannya An intangible asset is derecognized:

pada saat:
i. dijual; atau i. on disposal; or
ii. ketika tidak ada manfaat ekonomis di masa ii. when no future economic benefits are
depan yang dapat diharapkan dari expected from its use or disposal.
penggunaan atau penjualan aset tersebut.
Aset takberwujud Perusahaan terdiri dari jasa The Company’s intangible assets consist of
bantuan instalasi serta implementasi installation assistance and implementation of
perangkat lunak. software.
Pada tanggal 31 Desember 2017, aplikasi As of December 31, 2017, the application
piranti lunak tersebut telah digunakan dan software already used and recorded as a part
dicatat sebagai bagian dari “Aset tidak lancar of “Other non-current assets”.
lain-lain”.
9
m. Kapitalisasi Biaya Pinjaman m. Capitalization of Borrowing Costs
Biaya pinjaman yang dapat diatribusikan Borrowing costs that are directly attributable to
langsung dengan perolehan, konstruksi atau the acquisition, construction or production of a
pembuatan aset kualifikasian dikapitalisasi qualifying asset are capitalized as part of the
sebagai bagian biaya perolehan aset tersebut. cost of the related asset. Other borrowing
Biaya pinjaman lainnya diakui sebagai beban costs are recognized as expenses in the
pada periode terjadinya. Biaya pinjaman dapat period in which they are incurred. Borrowing
meliputi beban bunga, beban keuangan dalam costs may include interest, finance charges in
sewa pembiayaan yang diakui sesuai dengan respect of finance leases recognized in
PSAK No. 30 (Revisi 2011) dan selisih kurs accordance with PSAK No. 30 (Revised 2011)
yang berasal dari pinjaman dalam mata uang and foreign exchange differences arising from
asing sepanjang selisih kurs tersebut foreign currency borrowings to the extent that
diperlakukan sebagai penyesuaian atas biaya they are regarded as adjustments to interest
bunga. costs.
24


m. Kapitalisasi Biaya Pinjaman (lanjutan) m. Capitalization of Borrowing Costs

(continued)
9
Kapitalisasi biaya pinjaman dimulai pada saat Capitalization of borrowing costs commences
dimulainya aktivitas yang diperlukan untuk when the activities to prepare the qualifying
mempersiapkan aset kualifikasian agar dapat asset for its intended use have started and the
digunakan sesuai dengan maksudnya dan expenditures for the qualifying asset and the
pengeluaran untuk aset dan biaya borrowing costs have been incurred.
pinjamannya telah terjadi. Kapitalisasi biaya Capitalization of borrowing costs ceases when
pinjaman dihentikan pada saat selesainya all the activities necessary to prepare the
secara substansial seluruh aktivitas yang qualifying asset for its intended use are
diperlukan untuk mempersiapkan aset substantially completed.
kualifikasian agar dapat digunakan sesuai
dengan maksudnya.
n. Beban Akrual n. Accrued Expense
Beban akrual diakui jika Kelompok Usaha Accrued expense is recognized when the
memiliki kewajiban kini (baik hukum maupun Group has a present obligation (legal and
konstruktif) sebagai akibat peristiwa masa lalu, constructive), as a result of a past event, it is
besar kemungkinannya penyelesaian probable that an outflow of resources
kewajiban tersebut mengakibatkan arus keluar embodying economic benefits will be required
sumber daya yang mengandung manfaat to settle the obligation and a reliable estimate
ekonomi dan estimasi yang andal mengenai can be made of the amount of the obligation.
jumlah kewajiban tersebut dapat dibuat.
Beban akrual ditelaah pada setiap tanggal Accrued expense are reviewed at each
pelaporan dan disesuaikan untuk reporting date and adjusted to reflect the
mencerminkan estimasi terbaik yang paling current best estimate. If it is no longer
kini. Jika arus keluar sumber daya untuk probable that an outflow of resources
menyelesaikan kewajiban kemungkinan besar embodying economic benefits will be required
tidak terjadi maka provisi dibatalkan. to settle the obligations, the provisions are
reversed.
o. Liabilitas Imbalan Kerja o. Employee Benefits Liabilities
Imbalan Kerja Jangka Pendek Short-term Employee Benefits
Kelompok Usaha mengakui liabilitas imbalan The Group recognizes short-term employee
kerja jangka pendek ketika jasa diberikan oleh benefits liability when services are rendered
karyawan dan imbalan atas jasa tersebut akan and the compensation for such services are to
dibayarkan dalam waktu dua belas bulan be paid within twelve months after such
setelah jasa tersebut diberikan. services are rendered.
Imbalan Pensiun dan Imbalan Pasca Kerja Pension Benefits and Other Post
Lainnya Employment Benefits
Biaya untuk penyediaan manfaat dibawah The cost of providing benefits under the
program pensiun imbalan pasti ditentukan defined benefit plan is determined using the
dengan menggunakan metode projected-unit- projected-unit-credit method.
credit.
25


o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)
Lainnya (lanjutan) Employment Benefits (continued)
Pengukuran kembali atas liabilitas (aset) Remeasurement on net deferred benefit

imbalan pasti bersih, yang disebut sebagai liabilitas (asset), which recognized as other
penghasilan komprehesif lain, terdiri dari: comprehensive income, consist of:
i. Keuntungan atau kerugian aktuarial; i. Actuarial gain or losses;
ii. Imbalan hasil atas aset program, tidak ii. Return on program aset, is not consists of
termasuk jumlah yang dimasukkan dalam amount included in liabilitas (asset) net
bunga bersih atas liabilitas (aset); interest;
iii. Setiap perubahan dampak batas aset, iii. Every changes in asset ceiling, is not
tidak termasuk jumlah yang dimasukkan consists of amount included in liabilities
dalam bunga bersih atas liablitas (aset). (asset) net interest.
Pengukuran kembali atas liabilitas (aset) Remeasurement on net defined benefit

imbalan pasti bersih, yang diakui sebagai liabilities (asset), is recognized as part of other
penghasilan komprehensif lain tidak comprehensive income will not reclassify to
direklasifikasi ke laporan laba rugi dan consolidated statement of profit or loss and
penghasilan komprehensif lain konsolidasian other comprehensive income in the next
pada periode berikutnya. period.
Biaya jasa lalu yang timbul dari amendemen Past service cost arising from amendment or
atau kurtailmen program diakui sebagai beban curtailment programs are recognized as
dalam laporan laba rugi dan penghasilan expense in consolidated statement of profit or
komprehensif lain konsolidasian pada saat loss and other comprehensive income when
terjadinya. incurred.
Kurtailmen terjadi apabila Kelompok Usaha A curtailment occurs when the Group either
mengurangi secara signifikan jumlah pekerja significantly reduce the number of employees
yang ditanggung oleh program, terminasi atau covered by a plan, termination or suspension
penghentian program. of the program.
Perusahaan memiliki program tabungan The Company has a contributory employee

pensiun karyawan untuk semua karyawan savings program covering all of its qualified
tetapnya. Program tersebut dikelola oleh permanent employees. The program is
perusahaan asuransi jiwa. Kontribusi dihitung managed by a life insurance company.
secara periodik oleh perusahaan asuransi. Contributions are calculated periodically by the
Para karyawan mengkontribusikan persentase insurance company. The employees contribute
tertentu dari gaji pokok dan sisa kontribusi a certain percentage of their basic salary and
ditanggung oleh Perusahaan. the Company contributes the remaining
balance of the required amount.
Pada tanggal 15 November 1999, Perusahaan On November 15, 1999, the Company
memperoleh persetujuan dari Menteri received approval from the Ministry of Finance
Keuangan (No. KEP-391/KM.17/1999) untuk (No. KEP-391/KM.17/1999) to establish a
membentuk Lembaga (Trust) terpisah yang separate, trustee-administered pension fund
mengelola dana pensiun dalam bentuk as a defined benefit retirement plan (“PPMP”),
Program Pensiun Manfaat Pasti (“PPMP”) named Dana Pensiun Angkasa Pura II (“DPAP
bernama Dana Pensiun Angkasa Pura II II”), to hold, on behalf of plan members, assets
(“DPAP II”), untuk mengelola, atas nama para held to satisfy the pension obligations of the
anggota, semua kekayaan agar dapat Company.
memenuhi kewajiban pensiun dari
Perusahaan.
26


Jumlah kontribusi terdiri dari kontribusi Contributions consist of employees’ and the
karyawan dan Perusahaan yang masing- Company’s contributions that are calculated as
masing dihitung sebesar 5% dan 30,68% dari 5% and 30.68% of employees’ basic pension
pendapatan dasar pensiun. income, respectively.
Kelompok Usaha harus menyediakan imbalan The Group is required to provide a minimum
pensiun dengan jumlah minimal sesuai dengan amount of pension benefits in accordance with
Undang-Undang (“UU”) Ketenagakerjaan No. Labour Law No. 13/2003 or the Group’s
13/2003 dan Perjanjian Kerja Bersama Collective Labour Agreement (“CLA”),
(“PKB”), mana yang lebih tinggi. Karena UU whichever is higher. Since the Labour Law and
Ketenagakerjaan atau PKB menentukan the CLA set the formula for determining the
rumus tertentu untuk menghitung jumlah minimum amount of benefits, in substance
minimal imbalan pensiun, pada dasarnya pension plans under the Labour Law or the
program pensiun berdasarkan UU CLA represent defined benefit plans.
Ketenagakerjaan atau PKB adalah program
pensiun imbalan pasti.
Liabilitas imbalan pensiun merupakan nilai kini The pension benefit obligation is the present
liabilitas imbalan pasti pada akhir periode value of the defined benefit obligation at end
pelaporan dikurangi dengan nilai wajar aset reporting period less the fair value of plan
program. Liabilitas imbalan pasti dihitung assets. The defined benefit obligation is
setiap tahun oleh aktuaris independen dengan calculated by an independent actuary using the
menggunakan metode projected-unit-credit. projected-unit-credit method.
Nilai kini liabilitas manfaat pasti ditentukan The present value of the defined benefit
dengan mendiskontokan estimasi arus kas obligation is determined by discounting the
masa depan dengan menggunakan tingkat estimated future cash outflows using the yield
bunga obligasi pemerintah jangka panjang at end of the reporting period of long-term
pada akhir periode pelaporan dalam mata government bonds denominated in rupiah in
uang rupiah sesuai dengan mata uang dimana which the benefits will be paid and that have
imbalan tersebut akan dibayarkan dan yang terms to maturity similar to the related pension
memiliki jangka waktu yang sama dengan obligation.
liabilitas manfaat pensiun yang bersangkutan.
Perusahaan memberikan imbalan pasca kerja The Company also provides other post-
lainnya, seperti tanda penghargaan dan cuti employment benefits, such as long service
jangka panjang. reward and long service leave.
Imbalan berupa uang penghargaan diberikan The long service reward is paid when the
apabila karyawan bekerja hingga mencapai employees reach their retirement age. Death
usia pensiun. Santunan kematian diberikan allowance is paid when the employee or the
bila pegawai dan anggota keluarga tertentu qualified family members pass away. The
meninggal dunia. Nilai imbalan yang diberikan separation reward benefit is paid to employees
didasari pada peraturan Perusahaan. in the event of voluntary resignation, subject to
Sedangkan imbalan berupa uang pisah, a minimum number of years of service. These
dibayarkan kepada karyawan yang benefits have been accounted for using the
mengundurkan diri secara sukarela, setelah same methodology as for the defined benefit
memenuhi minimal masa kerja tertentu. pension plan.
Imbalan ini dihitung dengan menggunakan
metodologi yang sama dengan metodologi
yang digunakan dalam perhitungan program
pensiun imbalan pasti.
27


Perusahaan menyediakan imbalan kesehatan The Company provides post-employment

pasca kerja untuk pensiunan. Hak atas medical benefits to their retirees. The
imbalan ini pada umumnya diberikan apabila entitlement to these benefits is given if
karyawan bekerja sampai usia pensiun dan employee has worked until retirement age and
memenuhi masa kerja minimum tertentu. the completion of a minimum service period.
Prakiraan biaya imbalan ini diakru sepanjang The expected costs of these benefits are
masa kerja karyawan, dengan menggunakan accrued over the period of employment, using
metode akuntansi yang sama, namun an accounting methodology similar but
disederhanakan, dengan metode yang simplified to that for defined benefit pension
digunakan dalam perhitungan program plans. These obligations are valued annually
pensiun imbalan pasti. Kewajiban ini dinilai by qualified independent actuaries.
setiap tahun oleh aktuaris independen yang
memenuhi kualifikasi.
p. Pendapatan yang Diterima di Muka p. Unearned Revenues
Pendapatan yang diterima di muka adalah Unearned revenues are cash received from
penerimaan uang dari pihak lain sehubungan other parties in connection with the services
dengan jasa yang akan dilakukan oleh that will be performed by the Groups in the
Kelompok Usaha di masa depan tetapi jasa future but the services not yet delivered to that
tersebut belum diserahkan kepada pihak parties.
tersebut.
q. Sewa q. Leases
Penentuan apakah suatu perjanjian merupakan The determination of whether an arrangement

perjanjian sewa, atau perjanjian yang is, or contains, a lease is based on the
mengandung sewa, didasarkan atas substansi substance of the arrangement at inception date
perjanjian pada tanggal awal sewa dan apakah and whether the fulfillment of the arrangement
pemenuhan perjanjian tergantung pada is dependent on the use of a specific asset and
penggunaan suatu aset dan perjanjian tersebut the arrangement conveys a right to use the
memberikan suatu hak untuk menggunakan asset. Lease that transfers substantially to the
aset tersebut. Sewa yang mengalihkan secara lessee all the risks and rewards incidental to
ownership of the leased item is classified as
substansial seluruh risiko dan manfaat yang
finance lease.
terkait dengan kepemilikan aset, diklasifikasikan
sebagai sewa pembiayaan.
Suatu sewa yang tidak mengalihkan secara Leases which do not transfer substantially all
substansial seluruh risiko dan manfaat yang the risks and rewards incidental to ownership
terkait dengan kepemilikan aset are classified as operating leases. Operating
diklasifikasikan sebagai sewa operasi. lease payments are recognized as an expense
Pembayaran sewa dalam sewa operasi diakui in the consolidated statement of profit or loss
sebagai beban dalam laporan laba rugi dan and other comprehensive income on a
penghasilan komprehensif lain konsolidasian straight-line method over the lease term.
dengan dasar garis lurus (straight-line method)
selama masa sewa.
28


r. Perpajakan r. Taxation
Pajak final Final tax
Peraturan perpajakan di Indonesia mengatur Tax regulation in Indonesia determined that
beberapa jenis penghasilan dikenakan pajak certain taxable income is subject to final tax.
yang bersifat final. Pajak final yang dikenakan Final tax applied to the gross value of
atas nilai bruto transaksi tetap dikenakan transactions is applied even when the parties
walaupun atas transaksi tersebut pelaku carrying the transaction recognizing losses.
transaksi mengalami kerugian.
Mengacu pada revisi PSAK No. 46 yang Referring to revised PSAK No. 46 as
disebutkan di atas, pajak final tersebut tidak mentioned above, final tax is no longer
termasuk dalam lingkup yang diatur oleh PSAK governed by PSAK No. 46. Therefore, the
No. 46. Oleh karena itu, Kelompok Usaha Group has decided to present all of the final
memutuskan untuk menyajikan beban pajak tax arising from sales of land, land rent
final sehubungan dengan penjualan tanah, revenue and engineering and construction
pendapatan sewa tanah dan jasa rekayasa services as separate line item.
dan konstruksi sebagai pos tersendiri.
Perbedaan antara nilai tercatat dari aset The difference between the carrying amount of
revaluasian dan dasar pengenaan pajak a revalued asset and its tax base is a
merupakan perbedaan temporer sehingga temporary difference and gives rise to a
menimbulkan liabilitas atau aset pajak deferred tax liability or asset, except for certain
tangguhan, kecuali untuk aset tertentu seperti asset such as land, which realization is taxed
tanah yang pada saat realisasinya dikenakan with final tax on gross value of transaction.
pajak final yang dikenakan atas nilai bruto
transaksi.
Pajak kini Current tax
Aset dan liabilitas pajak kini untuk tahun Current income tax assets and liabilities for the
berjalan diukur sebesar jumlah yang current period are measured at the amount
diharapkan dapat direstitusi dari atau expected to be recovered from or paid to the
dibayarkan kepada otoritas perpajakan. taxation authority.
Beban pajak kini ditentukan berdasarkan laba Current tax expense is determined based on
kena pajak tahun berjalan yang dihitung the taxable profit for the year computed using
berdasarkan tarif pajak yang berlaku. the prevailing tax rates.
Kekurangan/kelebihan pembayaran pajak Underpayment/overpayment of income tax
penghasilan dicatat sebagai bagian dari “Beban are presented as part of “Tax Expense -
Pajak Kini” dalam laporan laba rugi dan Current” in the consolidated statements of
penghasilan komprehensif lain konsolidasian. profit or loss and other comprehensive
Kelompok Usaha juga menyajikan income. The Group also presented
bunga/denda, jika ada, sebagai bagian dari interest/penalty, if any, as part of “Current Tax
“Beban Pajak Kini”. Expense”.
Koreksi terhadap liabilitas perpajakan diakui Amendments to tax obligations are recorded
pada saat surat ketetapan pajak diterima atau, when a tax assessment letter is received or, if
jika diajukan keberatan, pada saat keputusan appealed against, when the result of the
atas keberatan ditetapkan. appeal is determined.
Pajak tangguhan Deferred tax
Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are
menggunakan metode liabilitas atas recognized using the liability method for the
konsekuensi pajak pada masa mendatang yang future tax consequences attributable to
timbul dari perbedaan jumlah tercatat aset dan differences between the carrying amounts of
liabilitas menurut laporan keuangan dengan existing assets and liabilities in the financial
dasar pengenaan pajak aset dan liabilitas pada statements and their respective tax bases at
setiap tanggal pelaporan. each reporting date.
29


r. Perpajakan (lanjutan) r. Taxation (continued)
Pajak tangguhan (lanjutan) Deferred tax (continued)
Liabilitas pajak tangguhan diakui untuk semua Deferred tax liabilities are recognized for all
perbedaan temporer kena pajak dan aset pajak taxable temporary differences and deferred tax
tangguhan diakui untuk perbedaan temporer assets are recognized for deductible
yang boleh dikurangkan dan akumulasi rugi temporary differences and accumulated fiscal
fiskal, sepanjang besar kemungkinan losses to the extent that it is probable that
perbedaan temporer yang boleh dikurangkan taxable profit will be available in future years
dan akumulasi rugi fiskal tersebut dapat against which the deductible temporary
dimanfaatkan untuk mengurangi laba kena differences and accumulated fiscal losses can
pajak pada masa depan. be utilized.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
ulang pada akhir setiap periode pelaporan dan reviewed at the end of each reporting period
diturunkan apabila laba fiskal mungkin tidak and reduced to the extent that it is no longer
memadai untuk mengkompensasi sebagian probable that sufficient taxable profit will be
atau semua manfaat aset pajak tangguhan available to allow the benefit of part or all of
tersebut. Pada akhir setiap periode pelaporan, that deferred tax asset to be utilized. At the
Kelompok Usaha menilai kembali aset pajak end of each reporting period, the Group
tangguhan yang tidak diakui. Kelompok Usaha reassesses unrecognized deferred tax assets.
mengakui aset pajak tangguhan yang The Group recognizes previously
sebelumnya tidak diakui apabila besar unrecognized deferred tax assets to the extent
kemungkinan bahwa laba fiskal pada masa that it has become probable that future taxable
depan akan tersedia untuk pemulihannya. profit will allow the deferred tax assets to be
recovered.
Pajak tangguhan dihitung dengan Deferred tax is calculated at the tax rates that
menggunakan tarif pajak yang berlaku atau have been enacted or substantively enacted at
secara substansial telah berlaku pada tanggal the reporting date. Changes in the carrying
pelaporan. Perubahan nilai tercatat aset dan amount of deferred tax assets and liabilities
liabilitas pajak tangguhan yang disebabkan oleh due to a change in tax rates are charged to
perubahan tarif pajak dibebankan pada usaha current period operations, except to the extent
periode berjalan, kecuali untuk transaksi- that they relate to items previously charged or
transaksi yang sebelumnya telah langsung credited to equity.
dibebankan atau dikreditkan ke ekuitas.
Aset dan liabilitas pajak tangguhan disajikan Deferred tax assets and liabilities are offset in
secara saling hapus dalam laporan posisi the consolidated statements of financial
keuangan konsolidasian, kecuali aset dan position, except if they are for different legal
liabilitas pajak tangguhan untuk entitas yang entities, consistent with the presentation of
berbeda, sesuai dengan penyajian aset dan current tax assets and liabilities.
liabilitas pajak kini.
s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition

Pendapatan diakui jika besar kemungkinan Revenue is recognized to the extent that it is
manfaat ekonomi akan mengalir ke Kelompok probable that the economic benefits will flow to
Usaha dan manfaat ini dapat diukur dengan the Company and the revenue can be reliably
andal. Pendapatan diukur pada nilai wajar measured. Revenue is measured at the fair
penerimaan diterima, tidak termasuk diskon, value of the consideration received, excluding
rabat dan cadangan lain yang serupa. Kriteria discounts, rebates and other similar
spesifik berikut juga harus dipenuhi sebelum allowances. The following specific recognition
pendapatan diakui: criteria must also be met before revenue is
recognized:
• Pendapatan jasa aeronautika diakui pada • Aeronautical services revenues are
saat jasa diserahkan kepada pelanggan. recognized when services are rendered to
customers.
30


s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition

• Pendapatan jasa non aeronautika atas sewa • Non-aeronautical services revenues for land
tanah dan bangunan diakui sesuai dengan and buildings rental is recognized in
periode konsesi yang sudah berjalan pada accordance with the concession period
tahun yang bersangkutan. which has been incurred during the year.
• Pendapatan atas penggunaan fasilitas • Revenue for the use of the Company’s
peralatan Perusahaan oleh pelanggan dan facilities and equipment by customers and
Pendapatan jasa non aeronautika lainnya other non-aeronautical services revenues
diakui pada saat fasilitas tersebut digunakan are recognized when the facility is used and
dan pada saat jasa diserahkan. services are rendered.
• Pendapatan atas sewa tanah dan bangunan • Land and building rental income received in
yang diterima di muka atas periode yang advance for a period that has not be
belum berjalan dicatat sebagai pendapatan incurred recorded as unearned revenue.
yang diterima di muka.
• Pendapatan lainnya diakui atas dasar akrual. • Other income is recognized on an accrual
basis.
• Pendapatan bunga diakui atas dasar • Interest income is recognized on a time
proporsional berdasarkan waktu, pokok dan proportion basis, the principal and the
tingkat bunga yang berlaku. prevailing interest rate.
• Beban diakui pada saat terjadinya. • Expenses are recognized as incurred.
t. Transaksi dan Saldo dalam Mata Uang t. Foreign Currency Transactions and
Asing Balances
Laporan keuangan konsolidasian disajikan The consolidated financial statements are

dalam rupiah, yang merupakan mata uang presented in rupiah, which is the Company’s
fungsional Perusahaan dan mata uang functional currency and the Group’s
penyajian Kelompok Usaha. Transaksi dalam presentation currency. Transactions involving
mata uang asing dicatat dalam mata uang foreign currencies are recorded in rupiah at the
rupiah berdasarkan kurs tengah yang berlaku middle rates of exchange prevailing at the time
pada saat transaksi dilakukan. Pada akhir the transactions are made. At the end of the
periode pelaporan, aset dan liabilitas moneter reporting period, monetary assets and
dalam mata uang asing dijabarkan ke dalam liabilities denominated in foreign currencies
rupiah berdasarkan rata-rata kurs jual dan beli are adjusted to reflect the average buying and
yang diterbitkan oleh Bank Indonesia pada selling rates of exchange quoted by Bank
tanggal terakhir transaksi perbankan pada Indonesia at the closing of the last banking day
tahun yang bersangkutan. Laba atau rugi of the year. The resulting gains or losses are
selisih kurs yang timbul dikreditkan atau credited or charged to current operations.
dibebankan pada operasi tahun berjalan.
Kurs yang digunakan pada tanggal The exchange rates used as of

31 Desember 2017 dan 2016 adalah sebagai December 31, 2017 and 2016 were as follows:
berikut:
2017 2016
Dolar AS 13.548 13.436 US Dollar
31


t. Transaksi dan Saldo dalam Mata Uang t. Foreign Currency Transactions and
Asing (lanjutan) Balances (continued)
Selanjutnya, untuk pungutan dan penyetoran Furthermore, for the collection and remittance
pajak-pajak (PPN dan PPh) berkenaan dengan of taxes (VAT and income tax) related to
tagihan dan kewajiban dalam mata uang asing claims and liabilities in foreign currency is
dibayarkan dengan rupiah, dan dicatat sesuai payable in dollar and recorded based on the
dengan 'kurs pajak mingguan' yang berlaku 'weekly tax rate' prevailing at the date of
pada tanggal diterbitkannya faktur pajak yang issuance of tax invoice.
bersangkutan.
u. Kombinasi Bisnis u. Business Combinations
Kombinasi bisnis dicatat dengan Business combinations are accounted for

menggunakan metode akuisisi. Biaya using the acquisition method. The cost of an
perolehan dari suatu akuisisi diukur dari nilai acquisition is measured as the aggregate of
agregat imbalan yang dialihkan, diukur pada the consideration transferred, measured at
nilai wajar pada tanggal akuisisi dan jumlah acquisition date fair value and the amount of
setiap KNP pada pihak yang diakuisisi. Untuk any NCI in the acquiree. For each business
setiap kombinasi bisnis, pihak pengakuisisi combination, the acquirer measures the NCI in
mengukur KNP pada entitas yang diakuisisi the acquiree either at fair value or at the
pada nilai wajar atau pada proporsi proportionate share of the acquiree’s
kepemilikan KNP atas aset neto yang identifiable net assets. Transaction costs
teridentifikasi dari entitas yang diakuisisi. incurred are directly expensed and included in
Biaya-biaya akuisisi yang timbul dibebankan “Selling, General and Administrative
langsung dan dicatat dalam “Beban Penjualan, Expenses”.
Umum dan Administrasi”.
Ketika Kelompok Usaha melakukan akuisisi When the Group acquires a business, it
atas sebuah bisnis, Kelompok Usaha assesses the financial assets acquired and
mengklasifikasikan dan menentukan aset liabilities assumed for appropriate
keuangan dan liabilitas keuangan yang diambil classification and designation in accordance
alih berdasarkan pada persyaratan kontraktual, with the contractual terms, economic
kondisi ekonomi dan kondisi terkait lainnya circumstances and pertinent conditions as at
yang ada pada tanggal akuisisi. Hal ini the acquisition date. This includes the
termasuk pemisahan atas derivatif yang separation of embedded derivatives in host
melekat pada kontrak utama oleh pihak yang contracts by the acquiree.
diakuisisi.
Dalam suatu kombinasi bisnis yang dilakukan If the business combination is achieved in
secara bertahap, pihak pengakuisisi mengukur stages, the acquisition date fair value of the
kembali kepemilikan atas ekuitas yang dimiliki acquirer’s previously held equity interest in the
sebelumnya pada pihak yang diakuisisi acquiree is remeasured to fair value at the
berdasarkan nilai wajar pada tanggal akuisisi acquisition date and any resulting gain or loss
dan mengakui keuntungan atau kerugian yang is recognized in profit or loss.
terjadi dalam laba rugi.
Imbalan kontinjensi yang akan dibayarkan oleh Any contingent consideration to be transferred
pihak pengakuisisi diakui pada nilai wajar pada by the acquirer will be recognized at fair value
tanggal akuisisi. Perubahan nilai wajar atas at the acquisition date. Subsequent changes
imbalan kontinjensi setelah tanggal akuisisi to the fair value of the contingent
yang diklasifikasikan sebagai aset atau consideration which is deemed to be an asset
liabilitas, akan diakui dalam laporan laba rugi or liability will be recognized in accordance
atau sebagai pendapatan komprehensif lain with PSAK No. 55 (Revised 2014) either in
sesuai dengan PSAK No. 55 (Revisi 2014). profit or loss or as other comprehensive
Jika diklasifikasikan sebagai ekuitas, imbalan income. If the contingent consideration is
kontinjensinya tidak diukur kembali sampai classified as equity, it should not be
penyelesaian terakhir dalam ekuitas. remeasured until it is finally settled within
equity.
32


u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)
Pada tanggal akuisisi, pertama kali goodwill At acquisition date, goodwill is initially
diukur pada harga perolehan yang merupakan measured at cost being the excess of the
selisih lebih nilai agregat dari imbalan yang aggregate of the consideration transferred and
dibayarkan dan jumlah yang diakui untuk KNP the amount recognized for NCI over the net
dibandingkan dengan jumlah dari aset identifiable assets acquired and liabilities
teridentifikasi dan liabilitas yang diperoleh. Jika assumed. If this consideration is lower than
imbalan tersebut kurang dari nilai wajar aset the fair value of the net assets of the
neto Entitas Anak yang diakuisisi, selisih Subsidiary acquired, the difference is
tersebut diakui dalam laporan laba rugi. recognized in profit or loss.
Setelah pengakuan awal, goodwill diukur pada After initial recognition, goodwill is measured
jumlah tercatat dikurangi akumulasi kerugian at cost less any accumulated impairment
penurunan nilai, jika ada. Untuk tujuan uji losses. For the purpose of impairment testing,
penurunan nilai, goodwill yang diperoleh dari goodwill acquired in a business combination is
suatu kombinasi bisnis dialokasikan sejak allocated from the acquisition date to each of
tanggal akuisisi kepada setiap unit penghasil the Group’s cash-generating units (“CGU”)
kas (“UPK”) dari Kelompok Usaha yang that are expected to benefit from the
diharapkan akan memperoleh manfaat dari combination, irrespective of whether other
kombinasi tersebut, terlepas dari apakah aset assets or liabilities of the acquirer are
atau liabilitas lain dari pihak yang mengakuisisi assigned to those CGUs.
dialokasikan kepada UPK tersebut.
Jika goodwill telah dialokasikan pada suatu Where goodwill forms part of a CGU and part
UPK dan operasi tertentu dalam UPK tersebut of the operation within that CGU is disposed
dilepas, maka goodwill yang terasosiasi of, the goodwill associated with the operation
dengan operasi yang dilepas tersebut disposed of is included in the carrying amount
dimasukkan dalam jumlah tercatat operasi of the operation when determining the gain or
tersebut ketika menentukan keuntungan atau loss on disposal of the operation. Goodwill
kerugian dari pelepasan operasi. Goodwill disposed of in this circumstance is measured
yang dilepaskan tersebut diukur berdasarkan based on the relative values of the operation
nilai relatif operasi yang dilepas dan porsi UPK disposed of and the portion of the CGU
yang ditahan. retained.
Sesuai dengan ketentuan dalam PSAK No. 22 In accordance with the provision of PSAK
(Revisi 2015), apabila proses akuntansi awal No. 22 (Revised 2015), if the initial accounting
untuk kombinasi bisnis belum selesai pada for a business combination is incomplete by
akhir periode pelaporan pada saat kombinasi the end of the reporting period in which the
terjadi, Kelompok Usaha melaporkan jumlah combination occurs, the Group shall report in
sementara untuk pos-pos yang proses its consolidated financial statements
akuntansinya belum selesai dalam laporan provisional amounts for the items for which the
keuangan konsolidasian. Selama periode accounting is incomplete. During the
pengukuran, Kelompok Usaha menyesuaikan measurement period, the Group shall
secara retrospektif jumlah sementara yang retrospectively adjust the provisional amounts
diakui pada tanggal akuisisi untuk recognized at the acquisition date to reflect
mencerminkan informasi baru yang diperoleh new information obtained about facts and
tentang fakta dan keadaan yang ada pada circumstances that existed as of the
tanggal akuisisi dan, jika diketahui telah acquisition date and, if known, would have
berdampak pada pengukuran jumlah yang affected the measurement of the amounts
diakui pada tanggal tersebut. recognized as of that date.
33


v. Pelaporan Segmen v. Segment Reporting
Segmen operasi adalah suatu komponen dari An operating segment is a component of an

entitas: (1) yang terlibat dalam aktivitas bisnis entity: (1) that engages in business activities
yang mana memperoleh pendapatan dan from which it may earn revenues and incur
menimbulkan beban; (2) hasil operasinya dikaji expenses; (2) whose operating results are
ulang secara reguler oleh pengambil regularly reviewed by the entity's operating
keputusan operasional untuk membuat decision maker to make decisions about
keputusan tentang sumber daya yang resources to be allocated to the segment and
dialokasikan pada segmen tersebut dan value its performance; and (3) for which
menilai kinerjanya; dan (3) tersedia informasi discrete financial information is available.
keuangan yang dapat dipisahkan.
Kelompok Usaha mengidentifikasikan segmen The Group identifies its operating segments on
operasi berdasarkan pelaporan internal yang the basis of internal reports that are regularly
direviu secara regular oleh pengambil reviewed by the Group's chief operating
keputusan operasional dalam mengalokasikan decision-maker in order to allocate resources
sumber daya dan menilai kinerja segmen to the segment and assess its performance.
operasi Kelompok Usaha.
Pengungkapan tambahan pada masing- Additional disclosures on each of these

masing segmen terdapat dalam Catatan 44, segments are shown in Note 44, including the
termasuk faktor yang digunakan untuk factors used to identify the reported segments
mengidentifikasi segmen yang dilaporkan dan and the measurement basis of segment
dasar pengukuran informasi segmen. information.
Segmen ditentukan sebelum saldo dan Segments are determined before intra-group
transaksi antar Perusahaan dan Entitas Anak balances and intra-group transactions are
dieliminasi sebagai bagian dari proses eliminated as part of consolidation process.
konsolidasi.
w. Pengukuran Nilai Wajar w. Fair Value Measurement
Kelompok Usaha telah menerapkan PSAK No. The Group has adopted PSAK No. 68, “Fair
68, “Pengukuran Nilai Wajar”. PSAK ini, antara Value Measurement”. This PSAK, among
lain, memberikan panduan tentang bagaimana others, provides guidance on how to measure
pengukuran nilai wajar ketika nilai wajar fair value when fair value is required or
disyaratkan atau diizinkan. Penerapan PSAK permitted, The adoption of this PSAK has no
ini tidak berpengaruh signifikan terhadap significant impact on the consolidated financial
laporan keuangan konsolidasian. Kelompok statements. The Group measures financial
Usaha mengukur instrumen keuangan pada instruments at fair value at each reporting
nilai wajar setiap tanggal pelaporan. date. Fair value disclosure for financial
Pengungkapan nilai wajar instrumen keuangan instuments are disclosed in Note 46.
disajikan dalam Catatan 46.
34


w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be received
untuk menjual suatu aset atau harga yang to sell an asset or paid to transfer a liability in
akan dibayar untuk mengalihkan suatu an orderly transaction between market
liabilitas dalam transaksi teratur antara pelaku participants at the measurements date. The
pasar pada tanggal pengukuran. Pengukuran fair value measurement is based on the
nilai wajar berdasarkan asumsi bahwa presumption that the transaction to sell the
transaksi untuk menjual aset atau mengalihkan asset or transfer the liability takes place either:
liabilitas terjadi di:
• pasar utama untuk aset dan liabilitas • In the principal market for the assets or
tersebut, atau liability, or
• jika tidak terdapat pasar utama, di pasar • In the absence of a principal market, in
yang paling menguntungkan untuk aset the most advantageous market for the
atau liabilitas tersebut. asset or liability.
Kelompok Usaha harus memiliki akses ke The principal or the most advantageous market
pasar utama atau pasar yang paling must be accessible by the Group.
menguntungkan.
Nilai wajar dari aset atau liabilitas diukur The fair value of an asset or a liability is
menggunakan asumsi yang akan digunakan measured using the assumptions that market
oleh pelaku pasar pada saat melakukan participants would use when pricing the asset
penilaian aset atau liabilitas, dengan asumsi or liability, assuming that market participants
bahwa pelaku pasar akan bertindak atas act in their economic best interest.
kepentingan ekonomi terbaik mereka.
Kelompok Usaha mengunakan teknik penilaian The Group uses valuation techniques that are
yang sesuai dengan kondisi Perusahaan dan appropriate in the circumstances and for which
dimana terdapat ketersediaan data yang cukup sufficient data are available to measure fair
untuk mengukur nilai wajar, memaksimalisasi value, maximizing the use of relevant
penggunaan data masukan yang dapat observable inputs and minimizing the use of
diobservasi yang relevan dan meninimalisasi unobservable inputs.
penggunakan data masukan yang tidak dapat
diobservasi.
All assets and liabilities for which fair value is
Semua aset dan liabilitas yang diukur dengan measured or disclosed in the financial
nilai wajar atau diungkapkan dalam laporan statements are categorized within the fair value
keuangan dikategorikan dalam hirarki nilai wajar hierarchy, described as follows, based on the
berdasarkan tingkat masukan paling rendah lowest level input that is significant to the fair
yang signifikan terhadap pengukuran nilai wajar value measurement as a whole:
secara keseluruhan : • Level 1 - Quoted (unadjusted) market
• Tingkat 1 - harga kuotasian (tidak prices in active markets for identical assets
disesuaikan) di pasar aktif untuk aset atau or liabilities;
liabilitas yang identik;
• Tingkat 2 - teknik-teknik lain atas semua • Level 2 - Valuation techniques for which
input yang memiliki efek signifikan the lowest level input that is significant to
terhadap nilai wajar yang tercatat dapat the fair value measurement is directly or
diobservasi, baik secara langsung maupun indirectly observable;
tidak langsung;
• Tingkat 3 - teknik yang menggunakan input • Level 3 - Valuation techniques for which
yang memiliki pengaruh signifikan terhadap the lowest level input that is significant to
nilai wajar yang tercatat yang tidak the fair value measurement is
berdasarkan data pasar yang dapat unobservable.
diobservasi.
35


w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)
Untuk aset dan liabilitas yang diakui dalam For assets and liabilities that are recognized in
laporan keuangan dalam basis yang berulang, the financial statements on a recurring basis, the
Kelompok Usaha menentukan apakah transfer Group determines whether transfers have
telah terjadi antara tingkat dalam hirarki dengan occurred between Levels in the hierarchy by re-
menilai ulang kategori (berdasarkan tingkat assessing categorization (based on the lowest
masukan paling rendah yang signifikan terhadap level input that is significant to the fair value
pengukuran niali wajar secara keseluruhan) measurement as a whole) at the end of each
pada setiap akhir periode pelaporan. reporting period.
x. Laba per Saham Dasar x. Basic Earnings per Share
Laba per saham dasar dihitung dengan Basic earnings per share is calculated by
membagi total laba tahun berjalan yang dapat dividing the total profit for the year attributable
diatribusikan kepada pemilik entitas induk to owners of the parent by the weighted
dengan jumiah rata-rata tertimbang saham average number of ordinary shares
biasa yang beredar pada periode yang outstanding during the period.
bersangkutan.
Laba per saham dilusian dihitung dengan Diluted earning per share is calculated by
membagi total laba tahun berjalan yang dapat dividing profit for the year attributable to
diatribusikan kepada pemilik entitas induk owners of the parent by the weighted average
dengan jumlah rata-rata tertimbang saham number of ordinary shares outstanding during
biasa yang beredar pada periode pelaporan, the reporting period, adjusted to assume
yang disesuaikan untuk mengasumsikan conversion of all potential dilutive ordinary
konversi efek berpotensi saham biasa yang shares.
sifatnya dilutif.
y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets
Pada setiap akhir periode pelaporan, The Group assesses at the end of each
Kelompok Usaha menilai apakah terdapat reporting period whether there is an indication
indikasi suatu aset mengalami penurunan nilai. that an asset may be impaired. If such
Jika terdapat indikasi tersebut, maka jumlah indication exists, recoverable amount is
terpulihkan diestimasi untuk aset individual. estimated for the individual asset. If it is not
Jika tidak mungkin untuk mengestimasi jumlah possible to estimate the recoverable amount of
terpulihkan aset individual, maka Kelompok the individual asset, the Group determines the
Usaha menentukan nilai terpulihkan dari Unit recoverable amount of the Cash-Generating
Penghasil Kas (UPK) yang mana aset tercakup Unit (CGU) to which the asset belongs (the
(aset dari UPK). asset’s CGU).
Jumlah terpulihkan dari suatu aset (baik aset An asset’s (either individual asset or CGU)
individual maupun UPK) adalah jumlah yang recoverable amount is the higher of the
lebih tinggi antara nilai wajarnya dikurangi asset’s fair value less costs to sell and its
biaya untuk menjual dengan nilai pakainya. value in use. Where the carrying amount of
Jika nilai tercatat aset lebih besar daripada the asset exceeds its recoverable amount, the
nilai terpulihkannya, maka aset tersebut asset is considered impaired and is written
dianggap mengalami penurunan nilai dan nilai down to its recoverable amount. Impairment
tercatat aset diturunkan menjadi sebesar nilai losses are recognized in consolidated
terpulihkannya. Rugi penurunan nilai diakui statement of profit or loss and other
pada laporan laba rugi dan penghasilan comprehensive income as “impairment
komprehensif lain konsolidasian sebagai “rugi losses”.
penurunan nilai”.
Dalam menghitung nilai pakai, estimasi arus In assessing the value in use, the estimated
kas masa depan neto didiskontokan ke nilai net future cash flows are discounted to their
kini dengan menggunakan tingkat diskonto present value using a pre-tax discount rate
sebelum pajak yang menggambarkan penilaian that reflects current market assessments of
pasar kini dari nilai waktu uang dan risiko the time value of money and the risks specific
spesifik atas aset. to the asset.
36

2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

(lanjutan) POLICIES (continued)
y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets

Dalam menentukan nilai wajar dikurangi biaya In determining fair value less costs to sell,
untuk menjual, digunakan harga transaksi recent market transactions are taken into
pasar terakhir, jika tersedia. Jika tidak terdapat account, if available. If no such transactions
transaksi tersebut, Kelompok Usaha can be identified, an appropriate valuation
menggunakan model penilaian yang sesuai model is used to determine the fair value of
untuk menentukan nilai wajar aset. the asset. These calculations are corroborated
Perhitungan-perhitungan ini dikuatkan oleh by valuation multiples or other available fair
penilaian berganda atau indikator nilai wajar value indicators.
lain yang tersedia.
Kerugian penurunan nilai, jika ada, diakui pada Impairment losses, if any, are recognized in
laporan laba rugi dan penghasilan consolidated statement of profit or loss and
komprehensif lain konsolidasian sesuai dengan other comprehensive income under expense
kategori biaya yang konsisten dengan fungsi categories that are consistent with the
dari aset yang diturunkan nilainya. functions of the impaired assets.
Penilaian dilakukan pada setiap akhir periode An assessment is made at the end of each
pelaporan apakah terdapat indikasi bahwa rugi reporting period as to whether there is any
penurunan nilai yang telah diakui dalam indication that previously recognized
periode sebelumnya untuk suatu aset mungkin impairment losses for an asset may no longer
tidak ada lagi atau mungkin telah menurun. exist or may have decreased. If such
Jika indikasi tersebut ada, maka entitas indication exists, the recoverable amount is
mengestimasi jumlah terpulihkan aset tersebut. estimated.
Kerugian penurunan nilai yang telah diakui A previously recognized impairment loss for
dalam periode sebelumnya untuk suatu aset an asset is reversed only if there has been a
dibalik hanya jika terdapat perubahan asumsi- change in the assumptions used to determine
asumsi yang digunakan untuk menentukan the asset’s recoverable amount since the last
jumlah terpulihkan aset tersebut sejak rugi impairment loss was recognized.
penurunan nilai terakhir diakui.
Pembalikan tersebut dibatasi sehingga jumlah The reversal is limited so that the carrying
tercatat aset tidak melebihi jumlah amount of the asset does not exceed its
terpulihkannya maupun jumlah tercatat, bersih recoverable amount, nor exceeds the carrying
setelah penyusutan, seandainya tidak ada rugi amount that would have been determined, net
yang telah diakui untuk aset tersebut pada of depreciation, had no impairment loss been
periode sebelumnya. Pembalikan rugi recognized for the asset in prior periods.
penurunan nilai diakui dalam laporan laba rugi Reversal of an impairment loss is recognized
dan penghasilan komprehensif lain in consolidated statement of profit or loss and
konsolidasian. Setelah pembalikan tersebut other comprehensive income. After such a
diakui sebagai laba rugi, penyusutan aset reversal is recognized in profit or loss, the
tersebut disesuaikan di periode mendatang depreciation charge on the said asset is
untuk mengalokasikan jumlah tercatat aset adjusted in future periods to allocate the
yang direvisi, dikurangi nilai sisanya, dengan asset’s revised carrying amount, less any
dasar yang sistematis selama sisa umur residual value, on a systematic basis over its
manfaatnya. remaining useful life.
37


z. Transaksi Restrukturisasi antara Entitas z. Restructuring Transactions amoing Entities

Sepengendali under Common Control
Berdasarkan PSAK No. 38 (Revisi 2012), oleh Under PSAK No. 38 (Revised 2012), since the
karena transaksi kombinasi bisnis entitas transaction of business combination of entities
sepengendali tidak mengakibatkan perubahan under common control does not result in a
substansi ekonomi kepemilikan atas bisnis change of the economic substance of the
yang dipertukarkan, transaksi tersebut diakui ownership of businesses which are
pada jumlah tercatat berdasarkan metode exchanged, the said transaction is recognized
penyatuan kepemilikan. Dalam menerapkan at its carrying value using the pooling-of-
metode penyatuan kepemilikan, unsur-unsur interests method. In applying the pooling-of-
laporan keuangan dari entitas yang interests method, the components of the
bergabung, untuk periode terjadinya kombinasi financial statements of the combining entity,
bisnis entitas sepengendali dan untuk periode for the period during which the business
komparatif sajian, disajikan seolah-olah combination of entities under common control
penggabungan tersebut telah terjadi sejak occurred and for the comparative period, are
awal periode entitas yang bergabung berada presented in such a manner as if the
dalam sepengendalian. combination has occurred since the beginning
of the period the combining entity is under
common control.
Selisih antara jumlah tercatat dengan jumlah The difference between the carrying value and
imbalan yang dialihkan dalam kombinasi bisnis the value of considerations transferred in a
entitas sepengendali atau jumlah imbalan yang business combination of entities under
diterima dalam pelepasan bisnis entitas common control or considerations received in
sepengendali, jika ada, dicatat sebagai bagian a disposal of business of entities under
dari akun "Tambahan Modal Disetor" pada common control, if any, is recognized as part
laporan posisi keuangan konsolidasian. of "Additional Paid-in Capital" in the
consolidated statement of financial position.
aa. Instrumen Keuangan aa. Financial Instruments
aa.1. Aset Keuangan aa.1. Financial Assets
Pengukuran Awal Initial Measurements
Aset keuangan dalam lingkup PSAK No. Financial assets within the scope of
55 (Revisi 2014) diklasifikasikan sebagai PSAK No. 55 (Revised 2014) are
aset keuangan yang diukur pada nilai classified as financial assets at fair value
wajar melalui laporan laba rugi dan through consolidated statement of profit
penghasilan komprehensif lain or loss and other comprehensive income,
konsolidasian, pinjaman yang diberikan loans and receivables, held-to-maturity
dan piutang, investasi dimiliki hingga investments, or available-for-sale
jatuh tempo, atau aset keuangan financial assets, as appropriate. The
tersedia untuk dijual, mana yang sesuai. Group determines the classification of its
Kelompok Usaha menentukan klasifikasi financial assets at initial recognition and,
aset keuangan pada pengakuan awal where allowed and appropriate, re-
dan, jika diperbolehkan dan diperlukan, evaluate the classification of the asset at
mengevaluasi kembali pengklasifikasian the end of each financial period.
aset tersebut pada setiap akhir periode
keuangan.
38


aa. Instrumen Keuangan (lanjutan) aa. Financial Instruments (continued)

aa.1. Aset Keuangan (lanjutan) aa.1. Financial Assets (continued)
Pengukuran Awal (lanjutan) Initial Measurements (continued)
Aset keuangan pada awalnya diakui Financial assets are initially recognized
sebesar nilai wajarnya ditambah (dalam at fair value plus (in the case of
hal investasi yang tidak diukur pada nilai investments not at fair value through
wajar melalui laporan laporan laba rugi consolidated statement of profit or loss
dan penghasilan komprehensif lain and other comprehensive income)
konsolidasian) biaya transaksi yang transaction costs that are directly
dapat diatribusikan secara langsung. attributable. Purchases or sales of
Pembelian atau penjualan aset financial assets that require delivery of
keuangan yang memerlukan pengiriman assets within the time frame established
aset dalam kurun waktu yang ditetapkan by regulation or convention in the
oleh peraturan atau kebiasaan yang marketplace (regular way trades) are
berlaku di pasar (perdagangan yang recognized on the trade date, i.e. the
lazim) diakui pada tanggal perdagangan, date the Group commits to purchase or
yaitu tanggal Kelompok Usaha sell the asset. The Group's financial
berkomitmen untuk membeli atau assets include cash and cash
menjual aset tersebut. Aset keuangan equivalents, trade receivables-net, other
Kelompok Usaha meliputi kas dan setara receivables, available for sale financial
kas, piutang usaha-bersih, piutang lain- assets, and other non-current assets
lain, aset keuangan yang tersedia untuk (refundable deposits).
dijual dan aset tidak lancar lain-lain
(uang jaminan).
Pengukuran Setelah Pengakuan Awal Subsequent Measurement
Pengukuran aset keuangan setelah Subsequent measurement of financial
pengakuan awal tergantung pada assets depends on their classification as
klasifikasinya sebagai berikut: follows:
• Aset keuangan yang diukur pada nilai • Financial assets at fair value through
wajar melalui laporan laporan laba profit or loss.
rugi.
Aset keuangan yang diukur pada nilai Financial assets at fair value through
wajar melalui pada nilai wajar melalui profit or loss, including financial
laba rugi, termasuk aset keuangan assets held for trading and financial
untuk diperdagangkan dan aset assets designated upon initial
keuangan yang ditetapkan pada saat recognition as at fair value through
pengakuan awal untuk diukur pada consolidated statement of profit or
nilai wajar melalui laporan laba rugi loss and other comprehensive
dan penghasilan komprehensif lain income.
konsolidasian.
Aset keuangan yang diukur pada nilai Financial assets at fair value through
wajar melalui laporan laba rugi dan consolidated statement of profit or
penghasilan komprehensif lain loss and other comprehensive
konsolidasian disajikan dalam laporan income are presented in the
posisi keuangan konsolidasian pada consolidated statement of financial
nilai wajar dengan keuntungan atau position at fair value with gains or
kerugian dari perubahan nilai wajar losses from changes in fair value
diakui dalam laporan laba rugi dan recognized in the consolidated
penghasilan komprehensif lain statement of profit or loss and other
konsolidasian. comprehensive income.
39


Pengukuran Setelah Pengakuan Awal Subsequent Measurement (continued)

(lanjutan)
• Pinjaman yang diberikan dan piutang • Loans and receivables
Pinjaman yang diberikan dan piutang Loans and receivables are non-
adalah aset keuangan non-derivatif derivative financial assets with fixed
dengan pembayaran tetap atau telah or determinable payments that are
ditentukan, yang tidak mempunyai not quoted in an active market. After
kuotasi di pasar aktif. Setelah initial measurement, such financial
pengukuran awal, aset keuangan assets are subsequently measured at
tersebut selanjutnya diukur sebesar amortized cost using the Effective
biaya perolehan diamortisasi Interest Rate (“EIR”) method, less
(amortized cost) dengan impairment. Gains and losses are
menggunakan metode Suku Bunga recognized in the statement of
Efektif (“SBE”), setelah dikurangi comprehensive income when the
dengan penurunan nilai. Keuntungan loans and receivables are
dan kerugian diakui dalam laporan derecognized or impaired, as well as
laba-rugi komprehensif pada saat through the amortization process.
pinjaman dan piutang dihentikan
pengakuannya atau mengalami
penurunan nilai, maupun melalui
proses amortisasi.
Kas dan setara kas, piutang usaha- The Group's financial assets include
bersih, piutang lain-lain - bersih, cash and cash equivalents, trade
pendapatan yang masih diterima, receivables-net, other receivables-
aset keuangan yang tersedia untuk net, accrued revenue, available for
dijual dan aset tidak lancar lain-lain sale financial assets, and other non-
(uang jaminan) Kelompok Usaha current assets (refundable deposits).
termasuk dalam kategori ini.
Kerugian penurunan nilai dilaporkan Impairment loss is reported as a

sebagai pengurang dari nilai tercatat deduction from the carrying value of
dari aset keuangan dalam kelompok the financial assets classified as
pinjaman yang diberikan dan piutang, loans and receivables, and
dan diakui di dalam laporan laba-rugi recognized in the consolidated
dan penghasilan komprehensif statement of profit or loss and other
lainnya. comprehensive income.
• Investasi dimiliki hingga jatuh tempo • Held-to-maturity (“HTM”) investments

[Held to-maturity (“HTM”)]
Aset keuangan non derivatif dengan Non-derivative financial assets with

pembayaran tetap atau telah fixed or determinable payments and
ditentukan dan jatuh temponya telah fixed maturities are classified as HTM
ditetapkan diklasifikasikan sebagai investments when the Company has
investasi dimiliki hingga jatuh tempo the positive intention and ability to
ketika Perusahaan memiliki intensi hold them to maturity.
positif dan kemampuan untuk
memiliki aset keuangan tersebut
hingga jatuh tempo.
40



(lanjutan)
• Investasi dimiliki hingga jatuh tempo • Held-to-maturity (“HTM”) investments

[Held to-maturity (“HTM”)] (lanjutan) (continued)
Setelah pengukuran awal, investasi After initial measurement, HTM

HTM diukur pada biaya perolehan investments are measured at
diamortisasi dengan menggunakan amortized cost using the EIR method,
metode SBE, setelah dikurangi less impairment. Amortized cost is
dengan penurunan nilai. Amortisasi calculated by taking into account any
biaya perolehan dihitung dengan discount or premium on acquisition
memperhitungkan diskonto atau and fees or costs that are an integral
premi atas biaya perolehan atau part of the EIR. The EIR amortization
biaya yang merupakan bagian is included in the statement of
integral dari SBE. Amortisasi SBE comprehensive income. The losses
dicatat dalam laporan laba-rugi arising from impairment are
komprehensif. Kerugian yang timbul recognized in the consolidated
dari penurunan nilai diakui pada statement of profit or loss and other
laporan laba rugi dan penghasilan comprehensive income.
komprehensif lain konsolidasian.
Kelompok Usaha tidak mempunyai The Group did not have any
investasi yang dimiliki hingga jatuh held-to-maturity investments as of
tempo pada tanggal 31 Desember December 31, 2017 and 2016.
2017 dan 2016.
• Aset keuangan tersedia untuk dijual • Available-for-sale (“AFS”) financial
[Available-for-sale (“AFS”)] assets
Aset keuangan AFS adalah aset AFS financial assets are non-
keuangan non derivatif yang derivative financial assets that are
ditetapkan sebagai tersedia untuk designated as available-for-sale or are
dijual atau yang tidak diklasifikasikan not classified in any of the three
dalam tiga kategori sebelumnya. preceding categories. After initial
Setelah pengukuran awal, aset measurement, AFS financial assets
keuangan AFS diukur pada nilai wajar are measured at fair value with
dengan keuntungan atau kerugian unrealized gains or losses recognized
yang belum terealisasi diakui dalam in equity until the assets are
ekuitas sampai aset tersebut derecognized, at which time the
dihentikan pengakuannya, pada saat cumulative gain or loss is recognized
keuntungan atau kerugian kumulatif or determined to be impaired, and the
diakui, atau terjadi penurunan nilai, cumulative gain or loss is reclassified
dan laba atau rugi kumulatif from equity to comprehensive income.
direklasifikasi dari ekuitas ke
penghasilan komprehensif.
Investasi yang diklasifikasikan The investments classified as AFS
sebagai AFS adalah sebagai berikut: are as follows:
• Investasi pada saham yang nilai • Investments in shares of stock
wajarnya tidak tersedia dengan whose fair value is not available
kepemilikan kurang dari 20% dan with equity interest of less than 20%
investasi jangka panjang lainnya and other long-term investments are
dinyatakan sebesar biaya stated at cost.
perolehan.
41



(lanjutan)
• Aset keuangan tersedia untuk dijual • Available-for-sale (“AFS”) financial

[Available-for-sale (“AFS”)] (lanjutan) assets (continued)
• Investasi pada instrumen utang • Investments in debt instruments

yang tidak ditujukan untuk dimiliki which are not intended to be held to
sampai jatuh tempo diklasifikasikan maturity that have steadily
sebagai AFS, dan dicatat pada nilai determinable are classified as AFS
wajar. and recorded at fair value.
aa.2. Liabilitas Keuangan aa.2. Financial Liabilities
Pengakuan Awal Initial Recognition
Liabilitas keuangan dalam lingkup PSAK Financial liabilities within the scope of
No. 55 (Revisi 2014) dapat dikategorikan PSAK No. 55 (Revised 2014) are
sebagai liabilitas keuangan yang diukur classified as financial liabilities at fair
pada nilai wajar melalui laba rugi, value through profit or loss, financial
liabilitas keuangan yang diukur dengan liabilities measured at amortized cost, or
biaya perolehan diamortisasi, atau as derivatives designated as hedging
derivatif yang ditetapkan sebagai instruments in an effective hedge, as
instrumen lindung nilai dalam lindung appropriate. The Group determines the
nilai yang efektif, mana yang sesuai. classification of its financial liabilities at
Kelompok Usaha menentukan klasifikasi initial recognition.
liabilitas keuangan mereka pada saat
pengakuan awal.
Saat pengakuan awal, liabilitas Financial liabilities are recognized initially

keuangan diukur pada nilai wajar dan, at fair value and, in the case of financial
dalam hal liabilitas keuangan yang diukur liabilities measured at amortized cost,
dengan biaya perolehan diamortisasi, inclusive of directly attributable
termasuk biaya transaksi yang dapat transaction costs.
diatribusikan secara langsung.
Liabilitas keuangan Kelompok Usaha The Group's financial liabilities include

meliputi utang usaha, utang lain-lain, trade payables, other payables, accrued
beban akrual, liabilitas imbalan kerja expenses, short-term employee benefit
jangka pendek, utang bank jangka liabilities, long-term bank loans, bonds
panjang, utang obligasi, utang jangka payable, other non-current payables and
panjang lainnya dan utang jaminan customers deposits.
pelanggan.
42


aa.2. Liabilitas Keuangan (lanjutan) aa.2. Financial Liabilities (continued)
Pengukuran setelah Pengakuan Awal Subsequent Measurement
Pengukuran liabilitas keuangan Measurement of financial liabilities

tergantung pada klasifikasinya sebagai depends on their classification as follows:
berikut:
• Liabilitas keuangan yang diukur pada • Financial liabilities at fair value

nilai wajar melalui laba rugi through profit or loss
Liabilitas keuangan yang diukur pada Financial liabilities at fair value

nilai wajar melalui laporan laba rugi, through profit or loss, including
termasuk liabilitas keuangan untuk financial liabilities held for trading
diperdagangkan dan liabilitas and financial liabilities designated
keuangan yang ditetapkan pada saat upon initial recognition as at fair
pengakuan awal untuk diukur pada value through profit or loss. Financial
nilai wajar melalui laporan laba rugi. liabilities are classified as held for
Liabilitas keuangan diklasifikasikan trading if they are acquired for the
sebagai kelompok diperdagangkan, purpose of selling or repurchasing in
jika mereka diperoleh untuk tujuan the near future. Derivative liabilities
dijual atau dibeli kembali dalam waktu are also classified as held for trading
dekat. Liabilitas derivatif juga unless they are designated as
diklasifikasikan sebagai kelompok effective hedging instruments. Gains
diperdagangkan, kecuali mereka or losses on liabilities held for
ditetapkan sebagai instrumen lindung trading are recognized in the
nilai efektif. consolidated statement of
comprehensive income.
Keuntungan atau kerugian atas Gains or losses on liabilities held for

liabilitas yang dimiliki untuk trading are recognized in
diperdagangkan diakui dalam laporan consolidated statement of profit or
laba rugi dan penghasilan loss and other comprehensive
komprehensif lain konsolidasian. income.
• Pinjaman dan hutang • Loans and borrowings

Liabilitas keuangan Kelompok Usaha The Group's financial liabilities include
meliputi utang usaha, utang lain-lain, trade payables, other payables,
beban akrual, liabilitas imbalan kerja accrued expenses, short-term
jangka pendek, utang bank jangka employee benefit liabilities, long-term
panjang, utang obligasi dan utang bank loans, bonds payable and
jaminan pelanggan termasuk dalam customers deposits are included in
kategori ini. this category.
Setelah pengakuan awal, pinjaman Measurement after initial recognition
dan hutang yang dikenakan bunga After initial recognition, loans and
selanjutnya diukur pada biaya borrowings are subsequently
perolehan diamortisasi dengan measured interest at amortized cost
menggunakan metode SBE. using the effective interest method.
Keuntungan dan kerugian diakui Gains and losses are recognized in
dalam laporan laba-rugi komprehensif the consolidated statements of
konsolidasian pada saat liabilitas comprehensive income when the
tersebut dihentikan pengakuannya liabilities are derecognized as well as
serta melalui proses amortisasi SBE. through the EIR amortization process.
43


aa.3. Saling Hapus dari Instrumen aa.3. Offsetting of Financial Instruments

Keuangan
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities
saling-hapus dan nilai bersihnya are offset and the net amount-reported in
dilaporkan dalam laporan posisi the consolidated statement of financial
keuangan konsolidasian jika, dan hanya position if, and only if, currently has a
jika, saat ini memiliki hak yang legally enforceable right to set off the
berkekuatan hukum untuk melakukan mutually-recognized amounts and there
saling-hapus atas jumlah yang telah is an intention to settle net basis, or to
diakui dan terdapat niat untuk realize asset and settle the liability
menyelesaikan secara bersih, atau untuk simultaneously.
merealisasikan aset dan menyelesaikan
liabilitasnya secara bersamaan.
aa.4. Nilai Wajar Instrumen Keuangan aa.4. Fair Value of Financial Instruments
Nilai wajar instrumen keuangan yang The fair value of financial instruments
diperdagangkan di pasar aktif pada setiap that are traded in active markets at each
tanggal pelaporan ditentukan dengan reporting date is determined by reference
acuan pada kuotasi harga pasar atau to quoted market prices or dealer price
kuotasi harga pedagang efek (harga quotations (bid price for long position and
penawaran untuk posisi beli dan harga ask price for short position), without any
permintaan untuk posisi jual), tidak deduction for transaction costs.
termasuk pengurangan apapun untuk
biaya transaksi.
Untuk instrumen keuangan yang tidak For financial instruments where there is
memiliki pasar aktif, nilai wajar ditentukan no active market, fair value is determined
dengan menggunakan teknik penilaian. using valuation techniques. Such
Teknik penilaian mencakup penggunaan techniques may include using recent
transaksi pasar terkini yang dilakukan arm’s length market transactions,
secara wajar oleh pihak-pihak yang reference to the current fair value of
berkeinginan dan memahami (recent another instrument that is substantially
arm’s length market transactions), the same, discounted cash flow analysis,
penggunaan nilai wajar terkini instrumen or other valuation models.
lain yang secara substansial sama,
analisa arus kas yang didiskonto, atau
model penilaian lain.
Penyesuaian risiko kredit Credit risk adjustment
Kelompok Usaha menyesuaikan harga di The Group adjusts the price in the
pasar yang lebih menguntungkan untuk observable market to reflect any
mencerminkan adanya perbedaan risiko differences in counterparty credit risk
kredit pihak yang bertransaksi antara between instruments traded in that
instrumen yang diperdagangkan di pasar market and the ones being valued for
tersebut dengan instrumen yang dinilai financial asset positions. In determining
untuk posisi aset keuangan. Dalam the fair value of financial liability
penentuan nilai wajar posisi liabilitas positions, the Group's own credit risk
keuangan, risiko kredit Kelompok Usaha associated with the instrument is taken
terkait dengan instrumen keuangan into account.
tersebut ikut diperhitungkan.
44


aa.5. Biaya Perolehan Diamortisasi atas aa.5. Amortized Cost on Financial

Instrumen Keuangan Instruments
Biaya perolehan diamortisasi dihitung Amortized cost is calculated using the

dengan menggunakan metode SBE EIR less any allowance for impairment
dikurangi dengan penyisihan atas and principal repayment or value that can
penurunan nilai dan pembayaran pokok not be billed. The calculations consider
atau nilai yang tidak dapat ditagih, the premium or discount on acquisition
Perhitungan tersebut mempertimbangkan and includes transaction costs and fees
premium atau diskonto pada saat that are an integral part of the EIR.
perolehan dan termasuk biaya transaksi
dan biaya yang merupakan bagian yang
tak terpisahkan dari SBE.
aa.6. Penurunan Nilai atas Aset Keuangan aa.6. Impairment of Financial Assets
Pada setiap akhir periode pelaporan, The Group assesses at the end of each
Kelompok Usaha mengevaluasi apakah reporting period whether there is any
terdapat bukti yang obyektif bahwa aset objective evidence that a financial asset
keuangan atau kelompok aset keuangan or a group of financial assets is impaired.
mengalami penurunan nilai.
• Aset keuangan dicatat pada biaya • Financial assets carried at amortized

perolehan diamortisasi cost
Untuk pinjaman yang diberikan dan For loans and receivables carried at
piutang yang dicatat pada amortized cost, the Group first
biaya perolehan diamortisasi, assesses whether objective evidence
Kelompok Usaha terlebih dahulu of impairment exists individually for
menentukan bahwa terdapat bukti financial assets that are individually
obyektif mengenai penurunan nilai significant, or collectively for financial
secara individual atas aset keuangan assets that are not individually
yang signifikan secara individual, atau significant. If the Group determines
secara kolektif untuk aset keuangan that no objective evidence of
yang tidak signifikan secara individual. impairment exists for an individually
Jika Kelompok Usaha menentukan assessed financial asset, whether
tidak terdapat bukti obyektif mengenai significant or not, the asset is included
penurunan nilai atas aset keuangan in a group of financial assets with
yang dinilai secara individual, terlepas similar credit risk characteristics and
aset keuangan tersebut signifikan the group is collectively assessed for
atau tidak, maka aset tersebut impairment. Assets that are
dimasukkan ke dalam kelompok aset individually assessed for impairment
keuangan yang memiliki karakteristik and for which an impairment loss is, or
risiko kredit yang sejenis dan continues to be, recognized are not
kelompok usaha menilai penurunan included in a collective assessment of
nilai kelompok tersebut secara impairment.
kolektif. Aset yang penurunan nilainya
dinilai secara individual, dan untuk itu
kerugian penurunan nilai diakui atau
tetap diakui, tidak termasuk dalam
penilaian penurunan nilai secara
kolektif.
45


• Aset keuangan dicatat pada biaya • Financial assets carried at amortized

perolehan diamortisasi (lanjutan) cost (continued)
Jika terdapat bukti obyektif bahwa If there is objective evidence that an

kerugian penurunan nilai telah terjadi, impairment loss has occurred, the
jumlah kerugian tersebut diukur amount of the loss is measured as the
sebagai selisih antara nilai tercatat difference between the asset’s
aset dengan nilai kini estimasi arus carrying amount and the present value
kas masa datang (tidak termasuk of estimated future cash flows
kerugian kredit di masa mendatang (excluding future expected credit
yang belum terjadi). Nilai kini estimasi losses that have not yet been
arus kas masa datang didiskonto incurred). The present value of the
dengan menggunakan suku bunga estimated future cash flows is
efektif awal dari aset keuangan discounted at the financial asset’s
tersebut. original effective interest rate.
Jika suatu aset keuangan yang If a “Loans and Receivables” financial

dikelompokkan sebagai “Pinjaman asset has a variable interest rate, the
yang Diberikan dan Piutang” memiliki discount rate for measuring
suku bunga variabel, maka tingkat impairment loss is the current effective
diskonto yang digunakan untuk interest rate.
mengukur setiap kerugian penurunan
nilai adalah suku bunga efektif yang
berlaku.
Nilai tercatat atas aset keuangan The carrying amount of the financial
dikurangi melalui penggunaan pos asset is reduced through the use of an
cadangan penurunan nilai dan jumlah allowance for impairment account and
kerugian yang terjadi diakui dalam the amount of the loss is recognized in
laporan laba rugi dan penghasilan consolidated statement of profit or loss
komprehensif lain konsolidasian. and other comprehensive income.
Pendapatan bunga selanjutnya diakui Interest income continues to be
sebesar nilai tercatat yang diturunkan accrued on the reduced carrying
nilainya berdasarkan tingkat suku amount based on the original effective
bunga efektif awal dari aset interest rate of the financial asset.
keuangan. Pinjaman yang diberikan Loans and receivables, together with
dan piutang beserta dengan the associated allowance, are written
cadangan terkait dihapuskan jika tidak off when there is no realistic prospect
terdapat kemungkinan yang realistis of future recovery and all collateral
atas pemulihan di masa mendatang has been realized or has been
dan seluruh agunan telah terealisasi transferred to the Group. If, in a
atau dialihkan kepada Kelompok subsequent year, the amount of the
Usaha. Jika, pada tahun berikutnya, estimated impairment loss increases
nilai estimasi kerugian penurunan nilai or decreases because of an event
aset keuangan bertambah atau occurring after the impairment was
berkurang karena peristiwa yang recognized, the previously recognized
terjadi setelah penurunan nilai diakui, impairment loss is increased or
maka kerugian penurunan nilai yang reduced by adjusting the allowance for
diakui sebelumnya bertambah atau impairment account. If a future write-
berkurang dengan menyesuaikan pos off is later recovered, the recovery is
cadangan penurunan nilai. Jika di recognized in profit or loss.
masa mendatang penghapusan
tersebut dapat dipulihkan, jumlah
pemulihan tersebut diakui di laba rugi.
46


• Aset keuangan AFS • AFS financial assets
Dalam hal investasi ekuitas In the case of equity investment

diklasifikasikan sebagai aset classified as an AFS financial asset,
keuangan tersedia untuk dijual, bukti objective evidence would include a
obyektif akan termasuk penurunan significant or prolonged decline in the
nilai wajar yang signifikan dan fair value of the investment below its
berkepanjangan di bawah nilai cost.
perolehan investasi tersebut.
Ketika terdapat bukti penurunan nilai, Where there is evidence of

kerugian kumulatif - yang diukur impairment, the cumulative loss -
sebagai selisih antara biaya measured as the difference between
perolehan dan nilai wajar kini, the acquisition cost and the current
dikurangi kerugian penurunan nilai fair value, less any impairment loss on
investasi yang sebelumnya diakui that investment previously recognized
dilaba rugi direklasifikasikan dari in profit or loss, is reclassified from
ekuitas ke laba rugi. Kerugian equity to profit or loss. Impairment
penurunan nilai atas investasi ekuitas losses on equity investments are not
tidak dihapuskan melalui laba rugi; reversed through profit or loss;
sedangkan peningkatan nilai wajar increases in their fair value after
setelah penurunan nilai diakui dalam impairment are recognized in equity.
ekuitas.
Dalam hal instrumen utang In the case of a debt instrument
diklasifikasikan sebagai aset classified as an AFS financial asset,
keuangan tersedia untuk dijual, impairment is assessed based on the
penurunan nilai dievaluasi same criteria as financial assets
berdasarkan kriteria yang sama carried at amortized cost. Future
dengan aset keuangan yang dicatat interest income is based on the
sebesar biaya perolehan diamortisasi. reduced carrying amount and is
Pendapatan bunga di masa accrued based on the rate of interest
mendatang didasarkan pada nilai used to discount future cash flows for
tercatat yang diturunkan nilainya dan the purpose of measuring impairment
diakui berdasarkan suku bunga yang loss. Such accrual of interest income
digunakan untuk mendiskonto arus is recorded as part of the “Finance
kas masa datang dalam pengukuran Income” account in the consolidated
kerugian penurunan nilai. Pendapatan statement of comprehensive income.
bunga yang masih harus dibayar
tersebut dicatat sebagai bagian dari
akun “Pendapatan Keuangan” dalam
laporan laba rugi dan penghasilan
Jika pada periode/tahun berikutnya, If in a subsequent period/year, the fair
nilai wajar atas instrumen utang value of a debt instrument increases
meningkat dan peningkatan tersebut and the increase can be objectively
secara obyektif dapat dikaitkan related to an event occurring after the
dengan peristiwa yang timbul setelah impairment loss was recognized in
pengakuan kerugian penurunan nilai profit or loss, the impairment loss is
diakui dilaba rugi, kerugian penurunan reversed through consolidated
nilai tersebut harus dipulihkan melalui statement of profit or loss and other
laporan laba rugi dan penghasilan comprehensive income.
47


aa.7. Penghentian Pengakuan Aset dan aa.7. Derecognition of Financial Assets and
Liabilitas Keuangan Liabilities
Aset Keuangan Financial Assets
Penghentian pengakuan atas suatu aset A financial asset (or where applicable, a
keuangan (atau, apabila dapat part of a financial asset or part of a group
diterapkan untuk bagian dari aset of similar financial assets) is derecognized
keuangan atau bagian dari kelompok when: (1) the contractual rights to receive
aset keuangan sejenis) terjadi bila: (1) cash flows from the asset have expired; or
hak kontraktual atas arus kas yang (2) the Group has transferred its rights to
berasal dari aset keuangan tersebut receive cash flows from the financial asset
berakhir; atau (2) Kelompok Usaha or has assumed an obligation to pay the
memindahkan hak untuk menerima arus received cash flows in full without material
kas yang berasal dari aset keuangan delay to a third party under a “pass-
tersebut atau menanggung kewajiban through” arrangement, and either (a) the
untuk membayar arus kas yang diterima Group has transferred substantially all the
tersebut tanpa penundaan yang risks and rewards of the asset, or (b) the
signifikan kepada pihak ketiga melalui Group has neither transferred nor retained
suatu kesepakatan penyerahan dan substantially all the risks and rewards of
salah satu diantara (a) Kelompok Usaha the financial asset, but has transferred
secara substansial memindahkan seluruh control of the financial asset.
risiko dan manfaat atas kepemilikan aset
keuangan tersebut, atau (b) Kelompok
Usaha secara substansial tidak
memindahkan dan tidak memiliki seluruh
risiko dan manfaat atas kepemilikan aset
keuangan tersebut, namun telah
memindahkan pengendalian atas aset
tersebut.
Liabilitas Keuangan Financial Liabilities
Liabilitas keuangan dihentikan A financial liability is derecognized when

pengakuannya ketika kewajiban yang the obligation under the liability is
ditetapkan dalam kontrak dihentikan atau discharged or cancelled or has expired.
dibatalkan atau kadaluwarsa.
Ketika liabilitas keuangan awal When an existing financial liability is

digantikan dengan liabilitas keuangan replaced by another from the same lender
lain dari pemberi pinjaman yang sama on substantially different terms, or the
dengan ketentuan yang berbeda secara terms of an existing liability are
substansial, atau modifikasi secara substantially modified, such an exchange
substansial atas liabilitas keuangan yang or modification is treated as a
saat ini ada, maka pertukaran atau derecognition of the original liability and
modifikasi tersebut dicatat sebagai the recognition of a new liability, and the
penghapusan liabilitas keuangan awal difference in the respective carrying
dan pengakuan liabilitas keuangan baru amounts is recognized in profit or loss.
dan selisih antara nilai tercatat liabilitas
keuangan tersebut diakui di laba rugi.
48

3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,

AKUNTANSI SIGNIFIKAN ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial

sesuai dengan Standar Akuntansi Keuangan di statements, in conformity with Indonesian Financial
Indonesia mewajibkan manajemen untuk membuat Accounting Standards, requires management to
estimasi dan asumsi yang mempengaruhi jumlah- make judgments of estimations and assumptions
jumlah yang dilaporkan dari pendapatan, beban, that affect the amounts reported on income,
aset dan liabilitas, dan pengungkapan liabilitas expenses, assets and liabilities and disclosures of
kontinjensi pada tanggal pelaporan. Ketidakpastian contigent liabilities at the reporting date. The
mengenai asumsi dan estimasi tersebut dapat estimation uncertainty may cause adjustment to
mengakibatkan penyesuaian nilai tercatat aset dan the carrying amounts of assets and liabilities within
liabilitas dalam periode pelaporan berikutnya. the next reporting period
Manajemen berkeyakinan bahwa pengungkapan Management believes that the following represent
berikut telah mencakup ikhtisar pertimbangan, a summary of the significant judgements,
estimasi dan asumsi signifikan yang dibuat oleh estimates and assumptions made that affected
manajemen, yang berpengaruh terhadap jumlah- certain reported amounts and disclosures in the
jumlah yang dilaporkan serta pengungkapan dalam consolidated financial statements.
laporan keuangan konsolidasian.
Pertimbangan Judgments
Penyusunan laporan keuangan konsolidasian The preparation of the Group’s consolidated

Kelompok Usaha mensyaratkan manajemen untuk financial statements requires management to make
membuat pertimbangan, estimasi dan asumsi yang judgments, estimates and assumptions that affect
mempengaruhi jumlah yang dilaporkan atas the reported amounts of revenues, expenses,
Pendapatan, beban, aset dan liabilitas, serta assets and liabilities, and the disclosures to the
pengungkapan laporan keuangan konsolidasi, pada consolidate financial statements, at the end of the
akhir periode pelaporan. Namun, ketidakpastian reporting period. However, uncertainty about these
asumsi dan estimasi ini dapat menyebabkan hasil assumptions and estimates could result in
yang memerlukan penyesuaian material atas nilai outcomes that require a material adjustment to the
tercatat aset atau liabilitas yang berdampak pada carrying amount of the assets or liabilities affected
masa mendatang. in future years.
Penentuan Mata Uang Fungsional Determination of Functional Currency
Mata uang fungsional dari setiap entitas dalam The functional currency of each entity in the Group
Kelompok Usaha adalah mata uang dari is the currency of the primary economic
lingkungan ekonomi utama di mana entitas environment where such entity operates. Those
tersebut beroperasi. Mata uang tersebut adalah currencies are the currencies that influence the
mata uang yang mempengaruhi Pendapatan dan revenues and costs of each of the respective
biaya masing-masing entitas. Penentuan mata entities. The determination of functional currency
uang fungsional bisa membutuhkan pertimbangan may require judgment due to various complexity,
karena berbagai kompleksitas, antara lain, suatu among others, the entity may transact in more than
entitas dapat bertransaksi dalam lebih dari satu one currency in its daily business activities.
mata uang dalam aktivitas usahanya sehari-hari.
Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities
Kelompok Usaha menetapkan klasifikasi atas aset The Group determines the classifications of certain
dan liabilitas tertentu sebagai aset keuangan dan assets and liabilities as financial assets and
liabilitas keuangan dengan mempertimbangkan financial liabilities by judging
apakah definisi yang ditetapkan PSAK No. 55 if they meet the definition set forth in
(Revisi 2014) dipenuhi. Dengan demikian, aset PSAK No. 55 (Revised 2014). Accordingly, the
keuangan dan liabilitas keuangan diakui sesuai financial assets and financial liabilities are
dengan kebijakan akuntansi Kelompok Usaha accounted for in accordance with the Group’s
seperti diungkapkan pada Catatan 2aa. accounting policies disclosed in Note 2aa.
49


AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Pertimbangan (lanjutan) Judgments (continued)

Cadangan Kerugian Penurunan Nilai Piutang Allowance for Impairment Losses on Trade
Usaha Receivables
Kelompok Usaha mengevaluasi akun tertentu jika The Group evaluates specific accounts where it
terdapat informasi bahwa pelanggan yang has information that certain customers are unable
bersangkutan tidak dapat memenuhi kewajiban to meet their financial obligations. In these cases,
keuangannya. Dalam hal tersebut, Kelompok The Group uses judgment, based on the best
Usaha mempertimbangkan, berdasarkan fakta dan available facts and circumstances, including but not
situasi yang tersedia, termasuk namun tidak limited to, the length of its relationship with the
terbatas pada, jangka waktu hubungan dengan customer and the customer's current credit status,
pelanggan dan status kredit dari pelanggan, untuk to record specific provisions for customers against
mencatat provisi yang spesifik atas jumlah piutang amounts due to reduce its receivable amounts that
pelanggan guna mengurangi jumlah piutang yang the Group expects to collect.
diharapkan dapat diterima oleh Kelompok Usaha.
Provisi yang spesifik ini dievaluasi kembali dan Specific provisions are re-evaluated and adjusted if
disesuaikan jika tambahan informasi yang diterima additional information received affects the amount
mempengaruhi jumlah cadangan kerugian of allowance for impairment losses on accounts
penurunan nilai atas piutang usaha. Jumlah receivable. The amount of impairment losses as of
penyisihan kerugian penurunan nilai pada tanggal December 31, 2017 and 2016
31 Desember 2017 dan 2016 masing-masing amounted to Rp208,036,748,158 and
sebesar Rp208.036.748.158 dan Rp176,733,859,481 respectively (Note 5).
Rp176.733.859.481 (Catatan 5).
Estimasi dan Asumsi Estimates and Assumptions
Asumsi kunci mengenai masa depan dan sumber The key assumptions concerning the future and
kunci lainnya untuk estimasi ketidakpastian pada other key sources of estimation uncertainty at the
akhir periode pelaporan yang memiliki risiko end of the reporting period that have a significant
signifikan yang menyebabkan penyesuaian risk of causing a material adjustment to the
material terhadap nilai tercatat aset dan liabilitas carrying amounts of assets and liabilities within the
dalam tahun pelaporan berikutnya dijabarkan next financial year are discussed below:
sebagai berikut:
Estimasi Masa Manfaat atas Aset Tetap Estimated Useful Lives of Fixed Assets
Kelompok Usaha mengestimasi masa manfaat dari The Group estimates the useful lives of its fixed
aset tetap berdasarkan utilisasi dari aset yang assets based on expected asset utilization as
diharapkan dapat didukung dengan rencana dan anchored on business plans and strategies that
strategi usaha yang juga mempertimbangkan also consider expected future technological
perkembangan teknologi di masa depan dan developments and market behavior. The estimation
perilaku pasar. Estimasi dari masa manfaat aset of the useful lives of fixed asset is based on the
tetap adalah berdasarkan penelaahan Kelompok Group’s collective assessment of industry practice,
Usaha secara kolektif terhadap praktek industri, internal technical evaluation and experience with
evaluasi teknis internal dan pengalaman untuk aset similar assets.
yang setara.
Estimasi masa manfaat direviu paling sedikit setiap The estimated useful lives are reviewed at least at
akhir tahun pelaporan dan diperbarui jika each financial year end and are updated if
ekspektasi berbeda dari estimasi sebelumnya expectations differ from previous estimates due to
dikarenakan pemakaian dan kerusakan fisik, physical wear and tear, technical or commercial
keusangan secara teknis atau komersial dan obsolescence and legal or other limitations on the
hukum atau pembatasan lain atas penggunaan dari use of the assets. It is possible, however, that
aset. Tetapi, adalah mungkin, hasil di masa depan future results of operations could be materially
dari operasi dapat dipengaruhi secara material oleh affected by changes in the estimates brought about
perubahan-perubahan dalam estimasi yang by changes in the factors mentioned above.
diakibatkan oleh perubahan faktor-faktor yang
disebutkan di atas.
50


AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)
Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation
Beban dari program pensiun manfaat pasti dan The cost of defined benefit plan and present value
nilai kini dari kewajiban pensiun ditentukan oleh of the pension obligation are determined based
penilaian aktuaris dengan menggunakan beberapa actuarial valuation which makes use of various
asumsi diantaranya tingkat diskonto, tingkat assumptions such as discount rates, expected
pengembalian dana yang diharapkan, tingkat rates of return on plan assets, rates of
kenaikan kompensasi dan tingkat kematian, compensation increases and mortality rates. The
kewajiban manfaat pasti sangat sensitif terhadap defined benefit obligation is highly sensitive to
perubahan asumsi. Nilai tercatat liabilitas telah changes in the assumptions. The carrying amount
diungkapkan dalam Catatan 25. of the obligation is disclosed in Note 25.
Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure
Dalam situasi tertentu, Kelompok Usaha tidak Income taxes In certain circumstances, the Group
dapat menentukan secara pasti jumlah liabilitas may not be able to determine the exact amount of
pajak mereka pada saat ini atau masa depan its current or future tax liabilities due to ongoing
karena proses pemeriksaan, atau negosiasi investigations by, or negotiations with, the taxation
dengan otoritas perpajakan. Ketidakpastian timbul authority. Uncertainties exist with respect to the
terkait dengan intepretasi dari peraturan interpretation of complex tax regulations and the
perpajakan yang kompleks dan jumlah dan waklu amount and timing of future taxable income. In
dari pendapatan kena pajak di masa depan. Dalam determining the amount to be recognized in respect
menentukan jumlah yang harus diakui terkait of an uncertain tax liability, the Group applies
dengan liabilitas pajak yang tidak pasti, Kelompok similar considerations as it would use in
Usaha menerapkan pertimbangan yang sama yang determining the amount of a provision to be
akan mereka gunakan dalam menentukan jumlah recognized in accordance with PSAK No. 57,
cadangan yang harus diakui sesuai dengan PSAK "Provisions, Contingent Liabilities and Contingent
No. 57, "Provisi, Liabilitas Kontijensi dan Aset Asset. Income tax is disclosed in Note 20.
Kontijensi". Pajak penghasilan telah diungkapkan
dalam Catatan 20.
Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilai The Group reviews the carrying amounts of
tercatat aset pajak tangguhan pada setiap akhir deferred tax assets at the end of each reporting
periode pelaporan dan mengurangi nilai tersebut period and reduces these to the extent that it is no
sampai sebesar kemungkinan aset tersebut tidak longer probable that sufficient taxable income will
dapat direalisasikan, dimana penghasilan kena be available to allow all or part of the deferred tax
pajak yang tersedia memungkinkan untuk assets to be utilized.
penggunaan seluruh atau sebagian dari aset pajak
tangguhan tersebut.
Penelaahan Kelompok Usaha atas pengakuan aset The Group’s assessment on the recognition of
pajak tangguhan untuk perbedaan temporer yang deferred tax assets on deductible temporary
dapat dikurangkan didasarkan atas tingkat dan differences is based on the level and timing of
waktu dari penghasilan kena pajak yang ditaksirkan forecasted taxable income of the subsequent
untuk periode pelaporan berikutnya. Taksiran ini reporting periods. This forecast is based on the
berdasarkan hasil pencapaian Kelompok Usaha di Group’s past results and future expectations on
masa lalu dan ekspektasi di masa depan terhadap revenues and expenses as well as future tax
pendapatan dan beban, sebagaimana juga dengan planning strategies. However, there is no
strategi perencanaan perpajakan di masa depan. assurance that the Group will generate sufficient
Tetapi tidak terdapat kepastian bahwa Kelompok taxable income to allow all or part of the deferred
Usaha dapat menghasilkan penghasilan kena tax assets to be utilized.
pajak yang cukup untuk memungkinkan
penggunaan sebagian atau seluruh bagian dari
aset pajak tangguhan tersebut.
Aset (liabilitas) pajak tangguhan diungkapkan Deferred tax assets (liabilities) are disclosed in
dalam Catatan 20e. Note 20e.
51

4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are as
follows:
31 Desember/December 31,
2017 2016
Kas Cash on hand
Rupiah 525.604.322 354.655.143 Rupiah
Dolar Amerika Serikat - 328.735.253 United States dollar
Total kas 525.604.322 683.390.396 Total cash on hand
Bank Cash in banks

Rupiah Rupiah
Pihak berelasi Related parties
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 2.110.001.760.738 2.005.274.427.167 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 1.756.191.578.856 2.131.366.518.049 (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 161.890.066.436 190.381.873.685 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 69.148.758.943 711.476.538.677 (Persero) Tbk
Pihak ketiga Third parties

PT Bank Muamalat PT Bank Muamalat
Indonesia Tbk 2.733.120.225 1.585.969.544 Indonesia Tbk
PT Bank Central Asia Tbk 1.386.667.423 1.017.884.848 PT Bank Central Asia Tbk
PT Bank Mega Tbk 599.801.989 860.544.906 PT Bank Mega Tbk
PT Bank Pembangunan
PT Bank Pembangunan Daerah Daerah Jawa Barat
Jawa Barat dan Banten Tbk 449.121.603 1.236.315.947 dan Banten Tbk
PT Bank Maybank PT Bank Maybank
Indonesia Tbk 285.152.525 274.424.630 Indonesia Tbk
PT Bank Syariah Mandiri 107.053.592 18.179.550.995 PT Bank Syariah Mandiri
Indonesia Eximbank 35.199 35.199 Indonesia Eximbank
Oversea-Chinese Banking Oversea-Chinese Banking
Corporation - 15.130.288.204 Corporation
Sub-total 4.102.793.117.529 5.076.784.371.851 Sub-total
Dolar Amerika Serikat United States dollar
PT Bank Mandiri (Persero) Tbk 2.002.972.087 18.106.912.066 PT Bank Mandiri (Persero) Tbk
(Persero) Tbk 482.913.312 517.391.519 (Persero) Tbk
(Persero) Tbk 360.044.332 1.115.808.071 (Persero) Tbk
Pihak ketiga Third party

Citibank N.A., Jakarta 5.202.810.260 2.907.885.091 Citibank N.A., Jakarta
Sub-total 8.048.739.991 22.647.996.747 Sub-total
Euro Euro
Pihak berelasi Related party
(Persero) Tbk 1.067.459 1.048.080 (Persero)
Total bank 4.110.842.924.979 5.099.433.416.678 Total cash in banks
52

4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
2017 2016
Deposito berjangka Time deposits

Rupiah Rupiah
PT Bank Tabungan Negara PT Bank Tabungan Negara
PT Bank Mandiri PT Bank Mandiri

PT Bank Pembangunan
PT Bank Pembangunan Daerah Daerah Jawa Barat
Jawa Barat dan Banten Tbk 127.500.000.000 50.000.000.000 dan Banten Tbk
PT Bank Maybank PT Bank Maybank
Indonesia Tbk 75.000.000.000 - Indonesia Tbk
PT Bank Mega Tbk 56.000.000.000 - PT Bank Mega Tbk
PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan
Nasional Tbk 35.000.000.000 20.000.000.000 Nasional Tbk
PT Bank Bukopin Tbk - 80.000.000.000 PT Bukopin Tbk
PT Bank Mega Syariah - 30.000.000.000 PT Bank Mega Syariah
Total deposito berjangka 1.942.800.000.000 1.875.000.000.000 Total time deposits
Total kas dan setara kas 6.054.168.529.301 6.975.116.807.074 Total cash and cash equivalents
Total kas dan setara kas yang ditempatkan pada Total cash and cash equivalents placed on related
pihak berelasi merepresentasikan 17,61% dan parties represent 17.61% and 24.13% of total
24,13% dari total aset Kelompok Usaha masing- assets of the Group as of December 31, 2017 and
masing pada tanggal 31 Desember 2017 dan 2016. 2016, respectively.
Rentang suku bunga deposito berjangka per tahun The ranges of annual interest rates of time deposits
2017 2016
Rupiah 6,00% - 7,25% 6,75% - 7,50% Rupiah

Dolar Amerika Serikat - 0,50% United States dollar
Pendapatan bunga yang berasal dari kas di bank Interest income from cash in banks and time
dan deposito berjangka disajikan sebagai bagian deposits is presented as part of “Finance Income”
dari “Penghasilan Keuangan” pada laporan laba in the consolidated statement of profit or loss and
rugi dan penghasilan komprehensif lain other comprehensive income.
konsolidasian.
Berdasarkan Peraturan Pemerintah (“PP”) No. 69 Based on the Government Regulation (“PP”) No.
Tahun 2016 tanggal 29 Desember 2016 dan PP 69 Year 2016 dated December 29, 2016 and PP
No. 130 Tahun 2015 tanggal 28 Desember 2015, No. 130 Year 2015 dated December 28, 2015, the
Perusahaan menerima tambahan Penyertaan Company received additional capital investment of
Modal Negara Republik Indonesia masing-masing the Republic of Indonesia, each amounted to
sebesar Rp2.000.000.000.000 dengan tujuan Rp2,000,000,000,000 with the purpose of
memperbaiki struktur permodalan dan improving the capital structure and enchancing the
meningkatkan kapasitas usaha Perusahaan dalam Company’s operational capacity in relation with
rangka melanjutkan pembebasan lahan untuk further land acquisition for the construction of
pembangunan landasan pacu (runway) 3 Bandar runway 3 Soekarno-Hatta International Airport.
Udara Internasional Soekarno-Hatta.
53

4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Pada tanggal 31 Desember 2017 dan 2016, dana As of December 31, 2017 and 2016, the received
yang diterima tersebut disajikan sebagai bagian funds were presented as part of “Cash and cash
dari akun “Kas dan setara kas” dalam bagian “Kas equivalents” as “Cash in banks”.
pada bank”.
5. PIUTANG USAHA 5. TRADE RECEIVABLES
Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:
2017 2016

PT Lion Mentari Airlines 45.682.900.491 48.953.532.210 PT Lion Mentari Airlines
PT Taurus Gemilang 28.786.665.038 6.175.071.450 PT Taurus Gemilang
PT Jasa Angkasa Semesta Tbk 20.136.094.133 17.917.206.726 PT Jasa Angkasa Semesta Tbk
PT Metro Batavia 18.405.392.960 18.346.406.974 PT Metro Batavia
PT Batik Air Indonesia 18.123.026.047 10.861.949.121 PT Batik Air Indonesia
Saudi Arabian Airlines 17.685.734.213 9.417.475.712 Saudi Arabian Airlines
PT Indonesia Airasia 15.788.190.837 16.391.611.180 PT Indonesia Airasia
BUT Air Asia SDN. BHD. 15.171.788.320 10.527.704.326 BUT Air Asia SDN. BHD.
PT Sriwijaya Air 14.238.114.406 17.586.964.983 PT Sriwijaya Air
PT Pixel Komunitas 14.031.218.722 - PT Pixel Komunitas
Singapore Airlines 12.530.502.312 10.283.523.731 Singapore Airlines
Malaysia Airlines Berhad Malaysia Airlines Berhad
(Dahulu Malaysia Airline (Formerly Malaysia Airline
System Berhad) 12.069.275.994 12.712.498.901 System Berhad)
PT Sari Coffee Indonesia 9.796.708.442 3.931.101.194 PT Sari Coffee Indonesia
BUT All Nippon Airways Co. Ltd. 9.082.503.722 1.985.977.268 BUT All Nippon Airways Co. Ltd.
PT Travel Express Aviation 8.740.629.198 7.746.255.439 PT Travel Express Aviation
Air Niugini Ltd 7.828.806.471 7.778.845.303 Air Niugini Ltd
PT XL Axiata Tbk 7.772.105.838 541.301.500 PT XL Axiata Tbk
PT Aerofood Indonesia 7.723.385.974 8.251.691.360 PT Aerofood Indonesia
PT Dewata Agung Wibawa 7.214.422.253 2.891.728.793 PT Dewata Agung Wibawa
PT Itechno Indojaya 6.600.000.000 5.883.589.026 PT Itechno Indojaya
PT Jatayu Gelang Sejahtera 5.518.951.747 5.475.460.836 PT Jatayu Gelang Sejahtera
PT Aura Cantik 5.287.405.008 791.705.021 PT Aura Cantik
PT Jakarta Boxing Stadium 5.186.186.157 5.186.186.157 PT Jakarta Boxing Stadium
Emirates Airways Corporation Cargo 4.622.237.980 5.281.098.098 Emirates Airways Corporation Cargo
PT Wahana Dirgantara 4.437.839.916 5.432.305.429 PT Wahana Dirgantara
Macau Eagle Aviation Service Ltd. 4.433.253.784 3.208.664.388 Macau Eagle Aviation Service Ltd.
PT Mandara Jasindo Sena 4.241.366.858 6.525.394.360 PT Mandara Jasindo Sena
Japan Airlines Co. Ltd. 4.200.566.371 3.496.653.294 Japan Airlines Co. Ltd.
PT Mandai Prima 4.102.769.124 7.796.386.389 PT Mandai Prima
PT Eljohn Putera Sriwijaya 4.061.313.165 4.450.720.899 PT Eljohn Putera Sriwijaya
PT Media Promosi Indonesia 3.518.893.518 10.333.655.827 PT Media Promosi Indonesia
PT Metra Digital Media 3.156.087.701 4.315.495.951 PT Metra Digital Media
PT Mitra Adiperkasa Tbk 1.939.641.338 2.266.706.637 PT Mitra Adiperkasa Tbk
PT Insite Media 465.443.160 3.392.087.620 PT Insite Media
Lain-lain (masing-masing
dibawah Rp4 milyar) 430.950.983.535 475.577.009.342 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

pihak ketiga 783.530.404.733 761.713.965.445 third parties
54

5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
2017 2016

PT Garuda Indonesia (Persero) Tbk 129.615.716.505 93.947.365.930 PT Garuda Indonesia (Persero) Tbk
PT Gapura Angkasa 34.281.332.024 26.542.234.483 PT Gapura Angkasa
PT Citilink Indonesia 12.325.511.746 14.378.016.504 PT Citilink Indonesia
PT Garuda Maintenance Facility 9.421.860.867 57.502.916.096 PT Garuda Maintenance Facility
PT Pertamina (Persero) 9.319.297.572 7.745.301.487 PT Pertamina (Persero)
PT Merpati Nusantara Airlines 9.094.502.238 9.094.502.238 PT Merpati Nusantara Airlines
PT Telekomunikasi Indonesia PT Telekomuniksi Indonesia
(Persero) Tbk 5.986.383.679 61.172.959 (Persero) Tbk
PT Railink 5.899.539.000 6.630.789.000 PT Railink
PT Telekomunikasi Selular Tbk 2.172.257.246 887.355.843 PT Telekomunikasi Selular Tbk
PT Purantara Mitra Angkasa Dua 1.327.132.567 5.504.520.995 PT Purantara Mitra Angkasa Dua
Lain-lain (masing-masing
dibawah Rp4 milyar) 19.073.705.819 483.742.771 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

Berelasi 238.517.239.263 222.777.918.306 related parties
Total piutang usaha 1.022.047.643.996 984.491.883.751 Total trade receivables
Cadangan penurunan nilai (208.036.748.158) (176.733.859.481) Allowance for impairment in value
Nilai bersih 814.010.895.838 807.758.024.270 Net amount
Total piutang usaha dari pihak berelasi Total trade receivables due from related parties
merepresentasikan 0,73% dan 0,80% dari total represent 0.73% and 0.80% of total assets of the
aset Kelompok Usaha masing-masing pada Group as of December 31, 2017 and 2016.
tanggal 31 Desember 2017 dan 2016.
Berdasarkan hasil penelaahan kolektibilitas akun Based on the review of the collectibility of the trade
piutang usaha pada akhir tahun, manajemen receivables at the end of the year, the
berkeyakinan bahwa cadangan penurunan nilai management believes that the above allowance for
piutang usaha di atas adalah cukup. impairment in value of trade receivables is
sufficient.
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currency
adalah sebagai berikut: denominations are as follows:
2017 2016
Rupiah 944.333.894.152 905.229.650.369 Rupiah

Dolar Amerika Serikat
(AS$5.736.179 pada tahun 2017 United States dollar
dan AS$5.899.243 (US$5,736,179 in 2017 and
pada tahun 2016) 77.713.749.844 79.262.233.382 US$5,899,243 in 2016)
TotalTotal 1.022.047.643.996 984.491.883.751 Total
Total bersih 814.010.895.838 807.758.024.270 Net amount
55

5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Analisis umur piutang usaha adalah sebagai The aging analysis of trade receivables is as
berikut: follows:
2017 2016
Belum jatuh tempo 497.946.509.159 257.941.213.482 Current

Lewat jatuh tempo Overdue
1 sampai 30 hari 74.281.065.707 73.621.834.451 1 to 30 days
Lebih dari 365 hari 312.359.253.420 404.378.326.448 Over 365 days
Total 1.022.047.643.996 984.491.883.751 Total

Allowance for impairment
Cadangan penurunan nilai (208.036.748.158) (176.733.859.481) in value
Total bersih 814.010.895.838 807.758.024.270 Net amount
Mutasi penyisihan penurunan nilai piutang usaha The movements of the allowance for impairment in
adalah sebagai berikut: value of trade receivables are as follows:
2017 2016
Saldo awal tahun 176.733.859.481 168.928.528.045 Balance at beginning of year

Penyisihan cadangan selama
tahun berjalan 31.302.888.677 7.805.331.436 Provision during the year
Saldo akhir tahun 208.036.748.158 176.733.859.481 Balance at end of year
Pada tanggal 31 Desember 2017 dan 2016, tidak As of December 31, 2017 and 2016, there are no
terdapat piutang usaha yang dijual secara with trade receivables sold with recourse nor used as
recourse ataupun dijaminkan sehubungan dengan collateral for any obligations.
liabilitas apapun.
6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES
Akun ini merupakan piutang kepada pegawai, This account represents receivables from
Perusahaan Umum Lembaga Penyelenggara employees, Perusahaan Umum Lembaga
Pelayanan Navigasi Penerbangan Indonesia Penyelenggara Pelayanan Navigasi Penerbangan
(“LPPNPI”) dan pihak lain diluar kegiatan utama Indonesia (“LPPNPI”) and others outside the
Kelompok Usaha dengan rincian sebagai berikut: Group's main business with the details as follows:
2017 2016
Piutang pegawai 12.965.389.369 7.987.682.169 Receivable from employees

Piutang dari LPPNPI 5.788.226.954 7.940.957.954 Receivables from LPPNPI
Piutang jaminan 878.413.932 668.649.432 Guarantee receivables
Lain-lain 41.069.137.258 19.724.704.166 Others
Total 60.701.167.513 36.321.993.721 Total

Total 55.819.254.518 31.440.080.726 Total
56

6. PIUTANG LAIN-LAIN (lanjutan) 6. OTHER RECEIVABLES (continued)

Piutang pegawai merupakan kekurangan Receivable from employees are underpayments of
pembayaran biaya berobat yang ditanggung oleh employees’ health treatment borne by the
Perusahaan yang akan ditagihkan kemudian Company that will be charged later to employees.
kepada pegawai.
Piutang dari LPPNPI, pihak berelasi, merupakan Receivables from LPPNPI, a related party,
biaya operasional LPPNPI yang didanai terlebih represent operational expenses of LPPNPI funded
dulu oleh Perusahaan dan akan ditagihkan first by the Company and will be billed later.
kemudian.
Piutang lain-lain - lain-lain terutama merupakan Other receivables - others mainly represents
piutang kepada Badan Meteorologi, Klimatologi receivables from Indonesian Agency for
dan Geofisikia (“BMKG”) dan Direktorat Jenderal Meteorology, Climatology and Geophysics
Perhubungan Udara. (“BMKG”) and General of Civil Aviation.
Total piutang lain-lain dari pihak berelasi Total other receivables due from related parties
merepresentasikan 0,01% dan 0,06% dari total represent 0.01% and 0.06% of total assets of the
aset Kelompok Usaha masing-masing pada Group as of December 31, 2017 and 2016,
tanggal 31 Desember 2017 dan 2016. respectively.
Analisis umur piutang lain-lain adalah sebagai The aging analysis of other receivables is as
berikut: follows:
2017 2016
Belum jatuh tempo 5.475.499.092 4.401.937.573 Current

Lewat jatuh tempo Overdue
< 1 tahun 6.916.514.350 23.610.885.656 < 1 year
1-2 tahun 11.422.619.248 1.287.903.576 1-2 years
> 2 tahun 32.004.621.828 2.139.353.921 > 2 years
Total 55.819.254.518 31.440.080.726 Total
Berdasarkan hasil penelaahan kolektibilitas akun Based on the review of the collectibility of the other
piutang lain-lain pada akhir tahun, manajemen receivables at the end of the year, the
berkeyakinan bahwa cadangan penurunan nilai management believes that the above allowance for
piutang lain-lain di atas adalah cukup. impairment in value of other receivables is
sufficient.
7. PERSEDIAAN 7. INVENTORIES
Akun ini merupakan biaya persediaan This account represents the costs of supplies
perlengkapan untuk mendukung operasional inventory to support the Group's operations with
Kelompok Usaha dengan rincian sebagal berikut: the details as follows:
2017 2016
Persediaan mekanikal dan Mechanical and air conditioning

pendingin udara 3.382.258.082 3.804.088.919 inventories
Persediaan listrik dan air 1.491.658.270 1.392.686.994 Electricity and water inventories
Persediaan alat tulis kantor Office stationery
dan percetakan 1.344.696.534 1.150.402.539 and printing inventories
Persediaan keamanan dan Security and firefighter
pemadam kebakaran 1.118.389.637 1.183.681.497 inventories
Persediaan elektronika 1.006.865.320 937.413.968 Electronics inventories
Persediaan bahan bakar dan pelumas 478.853.382 532.339.012 Fuel and lubricants
Persediaan alat-alat berat 430.953.114 400.275.623 Heavy equipment inventories
Persediaan bangunan 64.465.275 7.256.690 Buidling inventories
Persediaan perbengkelan 6.740.000 247.947.428 Workshop inventories
Persediaan lain-lain 489.534.557 296.978.647 Other inventories
Total 9.814.414.171 9.953.071.317 Total
57

7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)

Perusahaan berpendapat bahwa nilai tercatat The Company believes that the carrying values of
persediaannya tidak melebihi nilai realisasi its inventories do not exceed their net realizable
bersihnya pada tanggal 31 Desember 2017 dan values as of December 31, 2017 and 2016.
2016.
Berdasarkan hasil penelaahan akun persediaan Based on the review of the inventory at the end of
pada akhir tahun, manajemen Perusahaan the year, the Company’s management believes
berkeyakinan bahwa tidak dibutuhkan cadangan there is no need for impairment and allowance of
penurunan nilai dan penyisihan penghapusan pada inventory.
persediaan.
terdapat persediaan yang dijaminkan sehubungan inventories used as collateral for any obligations.
dengan liabilitas apapun.
ada persediaan yang diasuransikan. inventories insured.
8. UANG MUKA 8. ADVANCES
Akun ini merupakan beban yang dibayar terlebih This account represents expenses paid in advance
dahulu untuk kepentingan operasional Kelompok for the benefit of the Group's operations that will be
Usaha yang akan dipertanggungjawabkan atau accounted for or due within the next year with the
akan jatuh tempo dalam tahun berikutnya dengan details as follows:
rincian sebagai berikut:
2017 2016
Uang muka karyawan 71.626.155.131 49.965.870.042 Advances for employees

Lain-lain 9.618.431.854 1.122.385.318 Others
Total 81.244.586.985 51.088.255.360 Total
9. BIAYA DIBAYAR DI MUKA 9. PREPAID EXPENSES
Pada tanggal 31 Desember 2017, akun ini As of December 31, 2017, this account mainly
terutama merupakan asuransi dibayar di muka atas represents prepaid expenses insurance for fixed
aset tetap Perusahaan (Catatan 15). assets of the Company (Note 15).
10. PENDAPATAN YANG MASIH HARUS DITERIMA 10. ACCRUED REVENUE
Pendapatan yang masih harus diterima The accrued revenue represents the revenues
merupakan pendapatan yang masih akan accrued from aeronautical, non-aeronautical and
diterima dari pendapatan jasa aeronautika, non- cargo services revenues, with the details as
aeronautika dan kargo, dengan rincian sebagai follows:
berikut:
2017 2016
Aeronautika 60.504.593.154 51.855.040.682 Aeronautical

Non-aeronautika 254.293.284.349 127.404.951.951 Non-aeronautical
Total 314.797.877.503 179.259.992.633 Total

Cadangan penurunan nilai (8.000.000.000) - Allowance for impairment in value
Total 306.797.877.503 179.259.992.633 Total
58

11. ASET KEUANGAN YANG TERSEDIA UNTUK 11. AVAILABLE-FOR-SALE FINANCIAL ASSETS
DIJUAL
Aset keuangan yang tersedia untuk dijual terdiri Available-for-sale financial assets consist of
dari investasi obiligasi dan reksadana dengan investments in bonds and mutual funds with details
rincian sebagai berikut: as follows:
2017 2016
Obligasi Negara Government Bonds

Obligasi Negara Tahun 2007 Government Bond Year 2007
Seri FR0047 30.000.000.000 30.000.000.000 Series FR0047
Seri FR0045 15.150.000.000 15.150.000.000 Seri FR0045
Obligasi Korporat Corporate Bonds
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.000.000.000 Bank BTN XIV Bond Year 2010
Obligasi Indosat VIII Indosat VIII Bond
Tahun 2012 Seri A 7.000.000.000 7.000.000.000 Year 2012 Series A
Sukuk Ijarah Indosat V Tahun 2012 5.000.000.000 5.000.000.000 Sukuk Ijarah Indosat V Year 2012
Danareksa Tahap I Tahun 2012 Seri B 3.000.000.000 3.000.000.000 Danareksa Part 1 Year 2012 Series B
Obligasi PLN IX Tahun 2007 Seri A - 10.000.000.000 PLN IX Bond Year 2007 Series A
Obligasi XII Perum Pegadaian Perum Pegadaian XII Bond
Tahun 2007 Seri A - 7.000.000.000 Year 2007 Series A
Mobile 8 Telecom Tahun 2007 - 5.000.000.000 Mobile 8 Telecom Year 2007
Jasa Marga XIII Seri R Tahun 2007 - 5.000.000.000 Jasa Marga XIII Series R Year 2007
Sukuk Ijarah PLN II Tahun 2007 - 2.000.000.000 Sukuk Ijarah PLN II Year 2007
Total 70.150.000.000 99.150.000.000 Total
Reksadana Mutual Fund

RDPT Syailendra Multifinance RDPT Syailendra Multifinance
Rupiah 1 10.000.000.000 - Rupiah 1
Total 80.150.000.000 99.150.000.000 Total
Kenaikan bersih nilai Net increase in value

aset keuangan yang tersedia of available-for-sale
untuk dijual 12.025.300.000 2.987.400.000 financial assets
Total 92.175.300.000 102.137.400.000 Total
Keuntungan yang belum direalisasi

dari aset keuangan tersedia Unrealized gain from available-
untuk dijual for-sale financial assets
31 Desember 2017 12.025.300.000 - December 31, 2017
31 Desember 2016 (2.987.400.000) 2.987.400.000 December 31, 2016
31 Desember 2015 - (2.290.500.000) December 31, 2015
Total 9.037.900.000 696.900.000 Total
Nilai wajar seluruh aset keuangan tersedia untuk The fair value of all available-for-sale financial
dijual berdasarkan harga penawaran yang berlaku assets is based on the current bid price in active
dalam pasar yang aktif dan input selain harga markets and observable inputs other than quoted
pasar yang dapat diobservasi. Lihat Catatan 2w prices. See Note 2w for further information about
untuk informasi lebih lanjut mengenai metode dan the methods used and assumptions applied in
asumsi yang digunakan dalam menentukan nilai determining fair value.
wajar.
59

11. ASET KEUANGAN YANG TERSEDIA UNTUK 11. AVAILABLE-FOR-SALE FINANCIAL ASSETS
DIJUAL (lanjutan) (continued)
31 Desember 2017/December 31, 2017

Kenaikan
Nilai perolehan/ Nilai pasar/ (penurunan)/
Acquisition value Market value Increase (decrease)

Seri FR0047 30.000.000.000 37.275.000.000 7.275.000.000 Series FR0047
Seri FR0045 15.150.000.000 18.750.000.000 3.600.000.000 Series FR0045
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.715.000.000 715.000.000 Bank BTN XIV Bond Year 2010
Tahun 2012 Seri A 7.000.000.000 7.171.500.000 171.500.000 Year 2012 Series A
Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V
Tahun 2012 5.000.000.000 5.099.000.000 99.000.000 Year 2012
Danareksa Tahap I Danareksa Part 1
Tahun 2012 Seri B 3.000.000.000 3.007.500.000 7.500.000 Year 2012 Series B
RDPT Syailendra Multifinance RDPT Syailendra Multifinance
Rupiah 1 10.000.000.000 10.157.300.000 157.300.000 Rupiah 1
Total 80.150.000.000 92.175.300.000 12.025.300.000 Total

Kenaikan
Nilai perolehan/ Nilai pasar/ (penurunan)/
Acquisition value Market value Increase (decrease)

Seri FR0047 30.000.000.000 30.000.000.000 - Series FR0047
Seri FR0045 15.150.000.000 17.220.000.000 2.070.000.000 Series FR0045
Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.133.300.000 133.300.000 PLN IX Bond Year 2007 Seri A
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.478.000.000 478.000.000 Bank BTN XIV Bond Year 2010
Obligasi XII Perum Pegadaian Perum Pegadaian XII Bond
Tahun 2007 Seri A 7.000.000.000 7.087.500.000 87.500.000 Year 2007 Series A
Tahun 2012 Seri A 7.000.000.000 6.990.200.000 (9.800.000) Year 2012 Series A
Mobile 8 Telecom Tahun 2007 5.000.000.000 5.150.000.000 150.000.000 Mobile 8 Telecom Year 2007
Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.050.000.000 50.000.000 Jasa Marga XIII Series R Year 2007
Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V
Tahun 2012 5.000.000.000 5.018.500.000 18.500.000 Year 2012
Danareksa Tahap I Danareksa Part 1
Tahun 2012 Seri B 3.000.000.000 3.009.900.000 9.900.000 Year 2012 Series B
Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.000.000.000 - Sukuk Ijarah PLN II Year 2007
Total 99.150.000.000 102.137.400.000 2.987.400.000 Total
12. PENYERTAAN SAHAM 12. INVESTMENTS IN SHARES OF STOCK
Rincian akun ini adalah sebagai berikut: The details of this account are as follows:
2017 2016
PT Gapura Angkasa 131.237.917.790 160.044.960.981 PT Gapura Angkasa

PT Railink Indonesia 207.281.517.167 209.299.891.320 PT Railink Indonesia
PT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua
Total 343.772.715.082 374.598.132.426 Total
60

12. PENYERTAAN SAHAM (lanjutan) 12. INVESTMENTS IN SHARES OF STOCK

(continued)
a. PT Gapura Angkasa (“Gapura”) a. PT Gapura Angkasa (“Gapura”)
Berdasarkan akta pendirian Gapura yang Based on the deed of establishment of No. 32
dibuat oleh Notaris Imas Fatimah, S.H., No. 32 dated January 26, 1998 prepared by Notary
tanggal 26 Januari 1998, nilai penyertaan Imas Fatimah, S.H., investment in shares of
Perusahaan di Gapura adalah sebesar the Company in Gapura amounted to
Rp67.200.000.000 atau 31,25% dengan Rp67,200,000,000 or 31.25% with the details
rincian sebagai berikut: as follows:
2017 2016
Uang tunai 66.599.761.000 66.599.761.000 Cash

Ground support equipment 600.239.000 600.239.000 Ground support equipment
Total biaya perolehan 67.200.000.000 67.200.000.000 Total carrying value
Cummulative share
Akumulasi bagian laba 81.368.767.414 92.844.960.981 of profit
Penghasilan komprehensif lain (17.330.849.624) - Other comprehensive income
Total 131.237.917.790 160.044.960.981 Total
Perhitungan bagian laba/rugi berdasarkan The calculation of the share in profit/loss is

laporan keuangan Gapura untuk tahun yang based on the financial statements of Gapura
berakhir pada tanggal 31 Desember 2017 dan for the year ended December 31, 2017 and
2016. 2016.
b. PT Railink (“Railink”) b. PT Railink (“Railink”)
PT Railink merupakan perusahaan joint PT Railink is a joint venture between the

venture antara Perusahaan dengan PT Kereta Company and PT Kereta Api Indonesia
Api Indonesia (Persero) (“KAI”) yang bertugas (Persero) (“KAI”) to conduct the business
untuk mengelola kegiatan usaha kereta api activities of the airport train. Railink was
bandara. Railink dibentuk berdasarkan formed based on Business Cooperation
Perjanjian Usaha Kerjasama antara Agreement between the Company and KAI
Perusahaan dengan KAI No.SPKS.023.1/KS.006/2006-APII and
No.SPKS.023.1/KS.006/2006-APII dan No.98/HK/UM/2006 dated August 14, 2006.
No.98/HK/UM/2006 tanggal 14 Agustus 2006.
Berdasarkan akta perubahan anggaran dasar Based on the deed of establishment of No. 13
Railink yang dibuat oleh Notaris Yulkhaizar dated August 15, 2008 prepared by Notary
Panuh, S.H., No. 13 tanggal 15 Agustus 2008, Yulkhaizar Panuh, S.H., the investment in
nilai penyertaan Perusahaan di Railink adalah shares of the Company in Railink amounted to
sebesar Rp40.000.000.000 atau 40%. Rp40,000,000,000 or 40%.
Berdasarkan Surat Keputusan Menteri BUMN Based on Decision Letter from Ministry of
No. S-447/MBU/2013 tanggal 5 Juli 2013, BUMN No. S-447/MBU/2013 dated July 5,
telah disetujui untuk melakukan penambahan 2013, it was approved to make additional
setoran modal Perusahaan kepada Railink contribution to the capital of the Company to
sebesar Rp59.600.000.000 sehingga jumlah Railink amounting to Rp59,600,000,000 hence
setoran modal Perusahaan menjadi total amount of the Company’s paid in capital
Rp99.600.000.000 dengan persentase became Rp99,600,000,000 with the same
kepemilikan tetap. percentage of ownership.
61


continued)
b. PT Railink (“Railink”) (lanjutan) b. PT Railink (“Railink”) (continued)
Pada tahun 2016, Perusahaan melakukan In 2016, the Company paid additional capital
penambahan setoran modal kepada PT Railink contribution to PT Railink amounting to
sebesar Rp124.800.000.000 sehingga jumlah Rp124,800,000,000 where the Company’s
setoran modal Perusahaan di PT Railink capital contribution in PT Railink became
menjadi Rp224.400.000.000 dengan Rp224,400,000,000 with the same percentage
persentase kepemilikan tetap. Rinciannya of ownership. The details are as follows:
adalah sebagai berikut:
2017 2016
Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition cost

Tambahan biaya perolehan 124.800.000.000 124.800.000.000 Additon of acquisition cost
Total biaya perolehan 224.400.000.000 224.400.000.000 Total carrying value
Cummulative share
Akumulasi bagian laba (17.094.446.133) (15.100.108.680) of profit
Penghasilan komprehensif lain (24.036.700) - Other comprehensive income
Total 207.281.517.167 209.299.891.320 Total
Perhitungan bagian laba/rugi berdasarkan The calculation of the share in profit/loss is

laporan keuangan Railink untuk tahun yang based on the financial statements of Railink for
berakhir pada tanggal 31 Desember 2017 dan the year ended December 31, 2017 and 2016.
2016.
c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)
Kepemilikan Perusahaan di PMAD sebesar The Company’s ownership in PMAD

0,13% merupakan kompensasi sewa tanah amounting to 0.13% represents a land lease
selama periode 11 (sebelas) tahun 3 (tiga) compensation for 11 (eleven) years and 3
bulan sesuai dengan perjanjian sewa tanah (three) months in accordance with the land
No.SPSW.02.1/TU.308/APII-2000 tanggal lease agreement
1 Mei 2000 yang kemudian di adendum No. SPSW.02.1/TU.308/APII-2000 dated May
melalui surat perjanjian tambahan (addendum) 1, 2000 which has been amended by letter of
I No. ADD.I.SPSW.12/TU.308/2002-AP II additional agreement (addendum) I No.
tanggal 15 April 2002. ADD.I.SPSW.12/TU.308/2002-AP II dated
April 15, 2002.
Nilai investasi di PMAD pada tanggal The balance of investment in PMAD as of

31 Desember 2017 dan 2016 adalah sebesar December 31, 2017 and 2016 is
Rp5.253.280.125. Rp5,253,280,125.
Kegiatan pokok dari perusahaan-perusahaan The principal activities of the above investees are
tersebut di atas adalah sebagai berikut: as follows:
Negara Domisili/ Kegiatan Usaha Pokok/
Entitas/Entities Country of Domicile Principal Business Activity
PT Gapura Angkasa Indonesia Jasa penunjang pengangkutan udara
dan barang/ Ground handling
PT Railink Indonesia Penyedia kegiatan usaha kereta api

bandara /airport train activities
PT Purantara Mitra Angkasa Dua Indonesia Penyedia jasa katering penerbangan/
providing inflight catering service
62


(continued)
Informasi tambahan pada tanggal 31 Desember Additional information as of December 31, 2017
2017 dan untuk tahun yang berakhir pada tanggal and for the year then ended on the associate
tersebut sehubungan dengan entitas asosiasi companies are as follows:
Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Bersih/
Total Assets Total Liabilities Total Revenues Net Income (Loss)
PT Gapura Angkasa 919.298.661.916 499.337.524.991 1.619.397.119.932 54.800.543.137 PT Gapura Angkasa

PT Railink 1.304.913.272.692 786.709.479.774 84.908.719.516 1.939.569.386 PT Railink
Rincian bagian laba (rugi) entitas asosiasi adalah: Details of the share in profit (loss) of the associate
companies are:
Tahun yang berakhir pada tanggal 31 Desember/
Kepemilikan (%)/
Ownership (%) 2017 2016
PT Gapura Angkasa 31,25% 17.125.169.730 8.831.523.067 PT Gapura Angkasa

PT Railink 40,00% 775.827.754 (9.043.111.056) PT Railink
Total 17.900.997.484 (211.587.989) Total
13. UANG MUKA PEMBELIAN TANAH 13. ADVANCE FOR LAND ACQUISTION
Pada tanggal 31 Desember 2017, akun ini As of December 31, 2017, this account mainly
terutama merupakan uang muka atas pembelian represents advance for land acquisition in
tanah sehubungan dengan rencana pembangunan connection plan of construction of runway 3 on
landasan pacu (runway) 3 di area Bandara Soekarno-Hatta Airport area.
Soekarno-Hatta.
14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES
Akun ini terdiri dari: This account consists of the following:

2017 2016
Harga perolehan Acquisition cost

Tanah 59.571.941.249 59.571.941.249 Land
Bangunan 27.139.159.057 27.139.159.057 Buildings
Total 86.711.100.306 86.711.100.306 Total

Akumulasi penyusutan (9.952.216.023) (9.186.461.132) Accumulated depreciation
Bersih 76.758.884.283 77.524.639.174 Net
Beban penyusutan atas properti investasi selama Depreciation expenses of investment during 2017
tahun 2017 dan 2016 seluruhnya dibebankan pada and 2016 was entirely charged to “Airport operation
akun “Beban operasional bandara”. expenses” account.
63

14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)
Properti investasi merupakan investasi pada: Investment properties are primarily investment in:
• Tanah ex-PPD yang berada di Jalan Kramat • Ex-PPD land located in Jalan Kramat Raya
Raya No. 21 DKI Jakarta seluas 16.101 m2 No. 21 DKI Jakarta totaling 16,101m2 and in
dan di Jalan Batas II Kebagusan Pasar Minggu Jalan Batas II Kebagusan Pasar Minggu
Jakarta Selatan seluas 14.303 m2 dengan Jakarta Selatan totaling 14,303 m2 with total
jumlah tercatat sebesar Rp56.088.006.568 dan amount of Rp56,088,006,568 and land
jumlah sebesar Rp55.465.000 yang certificate expense totaling Rp55,465,000
merupakan biaya sertifikasi atas tanah ex-PPD relating to ex-PPD land in Jalan Kramat Raya
yang berada di Jalan Kramat Raya No.21 DKI No.21 DKI Jakarta totaling 16,101 m2 and in
Jakarta seluas 16.101 m2 dan di Jalan Batas II Jalan Batas II Kebagusan Pasar Minggu
Kebagusan Pasar Minggu Jakarta Selatan Jakarta Selatan totaling 14.303 m2. As of
seluas 14.303 m2. Pada tanggal 31 Desember December 31, 2017, this land has not been
2017, tanah belum dapat dikembangkan developed since no permission has been
dikarenakan belum adanya izin dari obtained from Local Government.
Pemerintah Daerah setempat.
• Tanah yang berada di Desa Saentis, • Land located at Saentis village, District Percut
Kecamatan Percut Sei Tuan, Kabupaten Deli Sei Tuan, Sub-District Deli Serdang with an
Serdang seluas 40.000 m2 dan jumlah tercatat area of 40,000 m2 and carrying amount of
Rp19.000.000. Rp19,000,000.
• Tanah dan bangunan yang merupakan tanah, • Land and buildings which consist of land,
bangunan dan ruang yang dimanfaatkan oleh building and space utilized by other parties for
pihak lain untuk ruang tunggu di bandara, airport lounge, warehouse, hotel and office
pergudangan, hotel dan perkantoran di around Soekarno-Hatta and Kualanamu
kawasan bandara Soekarno-Hatta dan airports area totaling Rp30,548,637,738.
Kualanamu sejumlah Rp30.548.637.738.
Properti investasi dinyatakan sebesar biaya Investment properties are stated at acquisition
perolehan. Properti investasi - tanah tidak cost. Investment property - land is not depreciated.
disusutkan.
Nilai wajar dari properti investasi tanah ex-PPD di The fair value of the investment properties for land
Jalan Kramat, tanah di Pasar Minggu, tanah di Deli ex-PPD in Jalan Kramat, land in Pasar Minggu,
Serdang, dan di kawasan bandara Soekarno-Hatta land in Deli Serdang, and Soekarno-Hatta airport
pada tanggal 31 Desember 2017 adalah masing- area as of December 31, 2017 amounted to
masing sebesar Rp402.219.663.000, Rp402,219,663,000, Rp44,339,300,000,
Rp44.339.300.000, Rp9.387.469.800.000 dan Rp9,387,469,800,000 dan Rp25,526,298,914,000,
Rp25.526.298.914.000, yang ditentukan respectively, which were determined based on
berdasarkan Nilai Jual Objek Pajak (NJOP) atas Sales Value of Tax Object (NJOP) of the
properti investasi. investment properties.
Manajemen berkeyakinan bahwa NJOP telah Management believes that NJOP approximates its
mendekati nilai wajarnya. fair value.
Manajemen berkeyakinan bahwa tidak terdapat Management believes that there were no events or
kejadian atau perubahan keadaan yang changes in circumstances which indicated
mengindikasikan adanya penurunan nilai properti impairment in the value of the investment
investasi pada tanggal 31 Desember 2017 dan properties as of December 31, 2017 and 2016.
2016.
64

15. ASET TETAP 15. FIXED ASSETS

Saldo Awal/ Saldo Akhlr/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance

Tanah 557.628.119.156 988.420.000 - 5.227.533.727 563.844.072.883 Land
Bangunan dan Lapangan 6.965.245.222.455 679.129.341.397 1.503.032.232 1.660.934.844.133 9.303.806.375.753 Building and Field
Bangunan Gedung 4.562.116.254.985 6.145.557.292 3.765.202.924 1.717.628.161.020 6.282.124.770.373 Building
Alat Bantu Navigasi 110.962.893.541 2.508.580.000 - 1.034.925.667 114.506.399.208 Navigation Supporting Equipment
Alat Pengangkutan 601.890.593.442 104.772.144.883 13.061.133.793 277.716.913.774 971.318.518.306 transportation Equipment
Alat-Alat Kantor 242.593.090.342 21.134.328.897 3.856.322.862 81.179.120.593 341.050.216.970 Office tools
Instalasi dan Jaringan 3.378.433.553.395 76.854.755.411 1.303.122.503 733.042.292.131 4.187.027.478.434 Installation and Networking
Perlengkapan Terminal
dan Gedung 2.006.228.716.361 211.334.808.165 17.524.399.420 862.999.098.454 3.063.038.223.560 Terminal and Building Equipment
Peralatan Bengkel 16.725.245.916 - 26.330.333 146.325.439 16.845.241.022 Workshop Equipment
Peralatan Komputer 23.797.678.651 30.085.131.927 6.415.000.000 - 47.467.810.578 Computer Equipment
Peralatan Parkir 11.603.433.697 1.457.621.358 - - 13.061.055.055 Property and Equipment - Parking
Overlay 302.226.600.269 35.903.112.731 - 110.312.266.572 448.441.979.572 Overlay
Lain-lain 138.977.669.307 12.215.948.969 589.430.873 48.126.874.262 198.731.061.665 Others
Aset Dalam Penyelesaian 4.903.826.545.440 4.510.046.477.603 - (5.563.104.930.877) 3.850.768.092.166 Assets Under Construction
Total 23.822.255.616.957 5.692.576.228.633 48.043.974.940 (64.756.575.105) 29.402.031.295.545 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan dan Lapangan 904.471.849.449 185.431.786.264 359.742.657 - 1.089.543.893.056 Building and Field
Bangunan Gedung 803.493.743.152 128.733.264.637 517.587.639 - 931.709.420.150 Buildings
Alat Bantu Navigasi 79.325.449.787 5.417.989.911 - - 84.743.439.698 Navigation Supporting Equipment
Alat Pengangkutan 331.898.692.193 49.039.840.500 12.647.169.279 - 368.291.363.414 Transportation Equipment
Alat-alat Kantor 174.464.503.414 27.095.195.476 4.907.729.656 - 196.651.969.234 Office Tools
lnstalasi dan Jaringan 1.142.828.060.983 227.803.450.743 1.295.950.277 - 1.369.335.561.449 Installation and Networking
Perlengkapan Terminal dan
Gedung 751.420.749.138 143.089.786.443 16.348.921.210 - 878.161.614.371 Terminal and Building Equipment
Peralatan Bengkel 11.398.005.479 1.703.961.141 26.330.333 - 13.075.636.287 Workshop Equipment
Peralatan Komputer 19.517.726.752 7.781.684.271 5.680.857.067 - 21.618.553.956 Computer Equipment
Overlay 182.506.040.538 49.226.818.925 - - 231.732.859.463 Overlay
Lain-lain 98.181.815.592 2.939.304.616 589.430.874 - 100.531.689.334 Others
Total 4.506.185.725.167 830.866.337.744 42.373.718.992 - 5.294.678.343.919 Total
Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment in value
Nilai buku bersih 19.288.215.778.008 24.079.498.837.844 Net book value
Saldo Awal/ Saldo Akhlr/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance

Tanah 524.144.797.980 16.256.953.971 - 17.226.367.205 557.628.119.156 Land
Bangunan dan Lapangan 4.647.923.536.064 312.272.121.310 - 2.005.049.565.081 6.965.245.222.455 Building and Field
Bangunan Gedung 3.330.596.634.210 900.960.160.660 1.259.909.576 331.819.369.691 4.562.116.254.985 Building
Alat Bantu Navigasi 111.082.418.540 - 119.524.999 - 110.962.893.541 Navigation Supporting Equipment
Alat Pengangkutan 550.331.569.754 73.779.661.320 22.220.637.632 - 601.890.593.442 transportation Equipment
Alat-Alat Kantor 190.848.354.320 51.850.196.672 105.460.650 - 242.593.090.342 Office tools
Instalasi dan Jaringan 2.192.753.058.837 651.335.310.014 12.856.628.757 547.201.813.301 3.378.433.553.395 Installation and Networking
Perlengkapan Terminal
dan Gedung 1.429.135.994.408 623.710.769.259 90.132.465.570 43.514.418.264 2.006.228.716.361 Terminal and Building Equipment
Peralatan Komputer 21.154.704.651 2.642.974.000 - - 23.797.678.651 Computer Equipment
Overlay 207.652.098.175 94.574.502.094 - - 302.226.600.269 Overlay
Lain-lain 120.157.474.293 19.310.775.747 490.580.733 - 138.977.669.307 Others
Aset Dalam Penyelesaian 6.246.945.892.211 1.601.692.186.771 - (2.944.811.533.542) 4.903.826.545.440 Assets Under Construction
Total 19.595.584.176.518 4.353.871.619.893 127.200.179.454 - 23.822.255.616.957 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan dan Lapangan 680.971.679.318 223.500.170.131 - - 904.471.849.449 Building and Field
Bangunan Gedung 683.867.184.427 120.161.922.525 535.363.800 - 803.493.743.152 Buildings
Alat Bantu Navigasi 76.320.796.095 3.124.178.691 119.524.999 - 79.325.449.787 Navigation Supporting Equipment
Alat Pengangkutan 293.906.315.116 60.213.014.709 22.220.637.632 - 331.898.692.193 Transportation Equipment
Alat-alat Kantor 157.810.414.190 16.759.549.874 105.460.650 - 174.464.503.414 Office Tools
lnstalasi dan Jaringan 957.376.100.658 198.308.589.083 12.856.628.758 - 1.142.828.060.983 Installation and Networking
Perlengkapan Terminal dan
Gedung 685.098.654.938 124.630.706.954 58.308.612.754 - 751.420.749.138 Terminal and Building Equipment
Peralatan Komputer 17.361.929.714 2.155.797.038 - - 19.517.726.752 Computer Equipment
Overlay 140.457.467.979 42.048.572.559 - - 182.506.040.538 Overlay
Lain-lain 84.776.162.574 13.896.233.750 490.580.732 - 98.181.815.592 Others
Total 3.792.170.166.966 808.667.339.063 94.651.780.862 - 4.506.185.725.167 Total
Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment in value
Nilai buku bersih 15.775.559.895.770 19.288.215.778.008 Net book value
Pada tahun 2017, reklasifikasi aset tetap sebesar In 2017, fixed assets reclassification amounted to
Rp64.756.575.105 merupakan perangkat lunak Rp64,756,575,105 represents ERP software which
ERP yang direklasifikasi ke akun “aset tidak lancar are reclassified to “other non-current assets”
lain-lain” (Catatan 16). accounts (Note 16).
65

15. ASET TETAP (lanjutan) 15. FIXED ASSETS (continued)

Cadangan penurunan nilai merupakan penurunan Impairment represents fixed assets that are not
nilai atas aset tetap yang tidak ditemukan, tidak found, not exploited and controlled by other parties
dimanfaatkan dan dikuasai oleh pihak lain based on clearance asset as of December 31,
berdasarkan clearance asset posisi tanggal 2009 in accordance with the Report of Finance and
31 Desember 2009 sesuai dengan Laporan Badan Development Supervisory Agency (BPKP) No.
Pengawasan Keuangan dan Pembangunan 5126/PW30/4/2010 dated November 2, 2010.
(BPKP) No. 5126/PW30/4/2010 tanggal
2 November 2010.
Beban penyusutan atas aset tetap selama tahun Depreciation expenses of fixed assets during 2017
2017 dan 2016 seluruhnya dibebankan kepada and 2016 were entirely charged to “Airport
“Beban operasional bandara”. operation expenses”.
Pada tanggal 31 Desember 2017 dan 2016, As of December 31, 2017 and 2016, the Company
Perusahaan telah mengasuransikan seluruh aset has carried insurance for its all non-movable fixed
tetap tidak bergeraknya, termasuk properti assests, including in investment properties (Note
investasi (Catatan 14), terhadap risiko kerugian 14), againts the risks of lossess from fire, civil riot,
akibat kebakaran, huru-hara, gempa bumi dan earthquake and other risks as set out in the
risiko lainnya yang dicantumkan dalam polis insurance policy with total insurance
asuransi dengan nilai pertanggungan masing- coverage of Rp14,290,686,124,238 and
masing sebesar Rp14.290.686.124.238 dan Rp13,267,958,657,807, respectively. In
Rp13.267.958.657.807. Manajemen berpendapat management’s opinion, the above insurance
bahwa nilai pertanggungan tersebut cukup untuk coverage is adequate to cover possible losses that
menutup kemungkinan kerugian yang timbul dari may arise from such risks.
risiko yang diasuransikan.
Aset dalam penyelesaian merupakan proyek yang Assets under construction represents projects that
masih belum selesai pada tanggal laporan posisi have not been completed at the date of the
keuangan konsolidasian dengan rincian sebagai consolidated statements of financial position with
berikut: the details as follows:
Perkiraan % Nilai Tahun perkiraan
penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
31 Desember 2017 of completion value of completion December 31, 2017
Bangunan gedung dalam

penyelesaian 87,62% 1.129.840.705.275 2018-2019 Building under construction
Bangunan lapangan dalam
penyelesaian 48,28% 908.082.724.302 2018-2019 Building field under construction
Lain-lain dalam penyelesaian 63,99% 1.812.844.662.589 2018-2019 Others under construction
Aset dalam penyelesaian 3.850.768.092.166 Assets under construction
Perkiraan % Nilai Tahun perkiraan

penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
31 Desember 2016 of completion value of completion December 31, 2016
Bangunan gedung dalam

penyelesaian 66,27% 2.881.527.916.990 2017-2018 Building under construction
Bangunan lapangan dalam
penyelesaian 70,59% 940.121.781.687 2017-2018 Building field under construction
Lain-lain dalam penyelesaian 76,41% 1.082.176.846.763 2017-2018 Others under construction
Aset dalam penyelesaian 4.903.826.545.440 Assets under construction
Selama tahun 2017 dan 2016, Perusahaan During 2017 and 2016, the Company capitalized
mengkapitalisasi biaya bunga pinjaman sebagai borrowing costs as part of the acquisition cost of
bagian dari biaya perolehan aset dalam assets under construction amounting to
penyelesaian masing-masing sebesar Rp154,034,397,080 and Rp266,152,377,178,
Rp154.034.397.080 dan Rp266.152.377.178. respectively. The Company capitalized all
Perusahaan mengkapitalisasi seluruh biaya borrowing costs resulting from specific loans, in
pinjaman dari pinjaman spesifik, sesuai dengan accordance with PSAK No. 26, “Capitalization of
ketentuan di PSAK No. 26, “Kapitalisasi Biaya Borrowing Costs”.
Pinjaman”.
66

16. ASET TIDAK LANCAR LAIN-LAIN 16. OTHER NON-CURRENT ASSETS

Rincian aset tidak lancar lain-lain adalah sebagai The details of other non-current assets are as
berikut: follows:
2017 2016
Perangkat lunak, bersih 91.870.934.494 12.648.467.890 Software, net

Aset LPPNPI 18.491.397.275 18.491.397.273 LPPNPI Assets
Jaminan 1.230.404.991 879.546.741 Deposits
Lainnya 640.889.997 704.854.082 Others
Total 112.233.626.757 32.724.265.986 Total
Perangkat lunak terutama merupakan biaya Software mainly represents the cost of installation,
instalasi, implementasi dan jasa konsultasi implementation and consultation support service of
pendukung perangkat lunak SAP. Akumulasi SAP software. Accumulated amortization of
amortisasi atas perangkat lunak pada tanggal software as of December 31, 2017 and 2016
31 Desember 2017 dan 2016 masing-masing amounted to Rp21,480,964,036 and
sebesar Rp21.480.964.036 dan Rp11.520.839.029. Rp11,520,839,029, respectively.
Aset LPPNPI merupakan alat bantu navigasi yang LPPNPI assets represent navigation support
belum diserahkan Perusahaan kepada LPPNPI. equipment not yet transferred by the Company to
LPPNPI.
Uang jaminan merupakan uang jaminan atas Deposits represents guarantee deposits from
petugas keamanan dan langganan listrik. security personnel and electricity.
17. UTANG USAHA 17. TRADE PAYABLES

Akun ini merupakan liabilitas usaha kepada pihak This account represents liabilities to third parties
ketiga dan berelasi dengan rincian sebagai berikut: and related parties with the details as follows:
2017 2016

PT Telekomunikasi Indonesia PT Telekomunikasi Indonesia
(Persero) Tbk 8.219.239.069 - (Persero) Tbk
PT Angkasa Pura I (Persero) 311.256 2.622.548.979 PT Angkasa Pura I (Persero)
PT Purantara Mitra Angkasa Dua - 1.790.041.820 PT Purantara Mitra Angkasa Dua
Lainnya 5.215.672.044 531.533.400 Others

PT Dwi Cipta Multigraha 17.871.575.932 - PT Dwi Cipta Multigraha
PT Lusavindra Jayamadya 13.357.925.000 - PT Lusavindra Jayamadya
PT Jaya Teknik Indonesia 5.343.356.158 - PT Jaya Teknik Indonesia
PT ISS Facility Services 3.367.640.251 7.480.000.000 PT ISS Facility Services
PT Mitra Infosarana 2.480.545.452 - PT Mitra Infosarana
PT Zoom Infotek Telesindo 2.389.647.333 - PT Zoom Infotek Telesindo
PT MJA Teknologi Indonesia 2.217.600.000 - PT MJA Teknologi Indonesia
PT Indonesia National Airservice 1.812.096.018 - PT Indonesia National Airservice
PT Eyro Digital Teknologi 1.501.500.000 - PT Eyro Digital Teknologi
PT Elang Naga Angkasa 1.155.584.917 - PT Elang Naga Angkasa
PT MCO Jaya 1.453.358.595 8.185.771.595 PT MCO Jaya
PT Dita Persada Abadi 1.041.409.434 PT Dita Persada Abadi
PT ISS Indonesia - 3.315.000.000 PT ISS Indonesia
Lainnya 16.982.948.221 6.917.665.866 Others
Total 84.410.409.680 30.842.561.660 Total
Seluruh utang usaha Kelompok Usaha All trade payables of the Group in Rupiah.
menggunakan mata uang Rupiah.
67

17. UTANG USAHA (lanjutan) 17. TRADE PAYABLES (continued)
Total utang usaha dari pihak berelasi Total trade payables to related parties represent
merepresentasikan 0,13% dan 0,06% dari total 0.13% and 0.06% of total liabilities of the Group as
liabilitas Kelompok Usaha masing-masing pada of December 31, 2017 and 2016, respectively.
tanggal 31 Desember 2017 dan 2016.
Kelompok Usaha berencana menggunakan dana The Group plans to use internal fund to pay off the
internal untuk melunasi utang usaha tersebut. trade payables.
18. UTANG LAIN-LAIN 18. OTHER PAYABLES
Utang lain-lain merupakan liabilitas jangka pendek Other payables consist of the following liabilities:
yang terdiri dari sebagai berikut:
2017 2016

Titipan dan uang muka Deposit and advance
debitur 80.268.106.177 69.708.551.654 from debtors
Jaminan pelaksanaan 77.552.008.069 61.444.021.376 Performance bonds
Titipan koperasi 10.930.211.594 13.948.877.916 Deposit for koperasi
Titipan collection fee 9.280.958.672 9.880.618.012 Deposit for collection fee
Retribusi parkir 7.479.461.494 6.622.419.069 Parking retribution
Titipan lainnya 23.616.453.518 17.744.784.048 Other deposits
Total 209.127.199.524 179.349.272.075 Total
Jaminan pelaksanaan merupakan jaminan yang Performance bond represents guarantee from
diberikan oleh kontraktor sehubungan dengan contractors engaged in the Company’s projects.
proyek-proyek Perusahaan.
Titipan lainnya terdiri dari titipan PJP AP II, titipan Other deposits consist of PJP AP II deposit,
listrik, titipan PT Angkasa Pura I (Persero) (”AP I”), electrical deposit, PT Angkasa Pura I (Persero)
titipan zis (zakat, infaq, sodaqoh). (“AP I”) deposit and zis deposit (zakat, infaq,
sodaqoh).
19. BEBAN AKRUAL 19. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biaya This account consists of accruals for the following
sebagai berikut: expenses:
2017 2016
Perolehan aset tetap 1.813.191.054.118 1.512.789.456.551 Acquisition of fixed asset

Pemeliharaan 553.516.319.117 280.709.478.977 Maintenance
Umum 369.233.816.941 293.460.495.297 General
Penerimaan Negara Bukan Aeronautical Non-Tax
Pajak Aeronautika 236.130.992.291 110.665.610.676 State Revenue
Retensi 67.786.474.435 58.331.532.265 Retention
Sewa 48.695.520.928 15.005.700.441 Rental
Persediaan 16.365.803.687 10.123.235.480 Inventory
Biaya pegawai 21.353.768 13.193.847.475 Employees expense
Lain-lain 71.318.811.816 64.916.396.240 Others
Total 3.176.260.147.101 2.359.195.753.402 Total
68

19. BEBAN AKRUAL (lanjutan) 19. ACCRUED EXPENSES (continued)
Pada tanggal 14 Desember 2015, Menteri On December 14, 2015, the Ministry of
Perhubungan Republik Indonesia mengeluarkan Transportation of Republic of Indonesia issued a
peraturan mengenai “Konsesi dan Bentuk regulation regarding “Concession and Other Forms
Kerjasama Lainnya antara Pemerintah dan Badan of Cooperation between the Government and
Usaha Bandar Udara untuk Pelayanan Jasa Airport Companies for Aeronautical Services”.
Kebandarudaraan”. Berdasarkan peraturan Based on such regulation, the Company is charged
tersebut, Perusahaan dikenakan biaya konsesi with concession fees of, at the minimum 2.5% of its
paling sedikit 2,5% dari pendapatan aeronautical income. As of December 31, 2017 and
aeronautikanya. Pada tanggal 31 Desember 2017 2016, the Company has recorded accrued expense
dan 2016, Perusahaan telah mencatat beban totaling Rp236,130,992,291 and
akrual masing-masing sebesar Rp236.130.992.291 Rp110,665,610,676, respectively, related to the
dan Rp110.665.610.676 sehubungan dengan regulation.
peraturan tersebut.
20. PERPAJAKAN 20. TAXATION

a. Pajak dibayar di muka a. Prepaid taxes
Akun ini terdiri dari: This account consist of:
2017 2016
Entitas anak Subsidiaries

Pajak pertambahan nilai 44.350.044.437 26.517.977.119 Value added tax
Pajak penghasilan badan 132.814.332 - Corporate income tax
Total 44.482.858.769 26.517.977.119 Total
Bagian lancar 4.109.059.341 26.517.977.119 Current portion
Bagian tidak lancar 40.373.799.428 - Non-current portion
b. Utang pajak b. Taxes payable

2017 2016
Perusahaan The Company

Pajak penghasilan Income taxes
Pasal 4 (2) 26.581.907.232 13.903.697.513 Article 4 (2)
Pasal 21 8.821.312.924 19.052.077.030 Article 21
Pasal 22 972.119.466 723.332.812 Article 22
Pasal 23 2.475.246.310 1.722.616.290 Article 23
Pasal 25 32.000.371.551 31.122.071.489 Article 25
Pasal 26 24.991.767 - Article 26
Pasal 29 (Catatan 20d) 5.815.316.887 3.378.364.486 Article 29 (Note 20d)
Pajak pertambahan nilai 52.409.028.955 55.217.939.029 Value added tax
Pajak lainnya - 440.154 Other taxes

Pajak penghasilan Income taxes
Pasal 4 (2) 62.531.402 138.828.451 Article 4 (2)
Pasal 21 1.103.086.710 373.532.867 Article 21
Pasal 23 1.681.532.906 280.793.199 Article 23
Pasal 29 1.859.044.831 6.239.547.142 Article 29
Pajak pertambahan nilai 26.336.789 2.030.571.242 Value added tax
Pajak lainnya 2.378.963.467 896.073.905 Other taxes
Total 136.211.791.197 135.079.885.609 Total
69

20. PERPAJAKAN (lanjutan) 20. TAXATION (continued)

c. Beban (manfaat) pajak penghasilan c. Income tax (benefit) expense
Year ended December 31
2017 2016
Pajak kini Current tax
Tahun berjalan (621.711.734.500) (540.343.498.250) Current year
Penyesuaian atas hasil Adjustment for tax assessment
ketetapan pajak (7.558.775.108) - letter
Entitas anak (14.403.936.049) (10.804.800.309) Subsidiaries
Sub-total (643.674.445.657) (551.148.298.559) Sub-total
Pajak tangguhan Deferred tax

Perusahaan (187.590.043.670) 356.798.510.730 The Company
Entitas anak 8.941.757.421 5.188.947.001 Subsidiaries
Sub-total (178.648.286.249) 361.987.457.731 Sub-total
Total (822.322.731.906) (189.160.840.828) Total
d. Taksiran pajak penghasilan d. Provision for income tax

Rekonsiliasi antara laba sebelum pajak The reconciliation between profit before
penghasilan badan, seperti yang disajikan corporate income tax, as shown in the
dalam laporan laba rugi dan pendapatan consolidated statement of comprehensive
komprehensif lain konsolidasian, dan taksiran income, and estimated taxable income of the
pendapatan kena pajak Perusahaan adalah Company is as follows:
sebagai berikut:
2017 2016
Laba sebelum pajak penghasilan
badan menurut laporan laba rugi Profit before corporate income tax
dan penghasilan in consolidated statement
komprehensif lain of profit or loss and other
konsolidasian 2.832.178.475.826 2.129.414.686.034 comprehensive income
Laba entitas anak sebelum Profit of subsidiaries before
beban pajak penghasilan corporate income tax expense
badan dan efek eliminasi 167.540.185.383 26.864.119.882 and elimination effect
Laba Perusahaan sebelum Profit before corporate income
Pajak Penghasilan Badan 2.664.638.290.443 2.102.550.566.152 tax attributable to the Company
Beban (penghasilan) yang Expense (income) already

pajaknya bersifat final subjected to final tax
Penghasilan bunga (272.929.676.257) (185.851.860.829) Interest income
Penghasilan sewa (451.042.017.021) (626.213.033.803) Rent income
Biaya atas penghasilan Expenses related to income
dikenakan pajak final 669.992.112.066 589.856.522.238 subjected to final tax
Laba Perusahaan sebelum Profit before corporate income tax

pajak penghasilan badan setelah after expenses (revenues)
beban (penghasilan) yang pajaknya subjected to final tax
bersifat final 2.610.658.709.231 1.880.342.193.758 attributable to the Company
Ditambah (dikurangi): Add (deduct):
Beda temporer Temporary differences
Penyusutan aset tetap (634.687.901.858) (160.212.506.064) Depreciation of fixed assets
Penyisihan penurunan Provision for impairment
nilai piutang 29.302.888.677 (1.869.801.234) in value of receivable
Imbalan kerja (54.265.072.925) (86.529.217.772) Employee benefits
Sub-total (659.650.086.106) (248.611.525.070) Sub-total
70

d. Taksiran pajak penghasilan (lanjutan) d. Provision for income tax (continued)

2017 2016
Beda tetap Permanent differences

Beban-beban yang tidak
dapat dikurangkan: Non-deductible expenses:
Beban pegawai 148.770.367.433 95.306.980.652 Employee expenses
Beban umum 290.428.279.659 308.445.337.166 General expenses
Lain-lain 114.540.665.355 125.679.419.313 Others
Bagian atas laba neto Equity in net earnings of
entitas asosiasi (17.900.997.484) 211.587.989 associate companies
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan 2.486.846.938.088 2.161.373.993.808 of the Company
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan - dibulatkan 2.486.846.938.000 2.161.373.993.000 of the Company – rounded off
Beban pajak penghasilan 621.711.734.500 540.343.498.250 Income tax expense
Pajak penghasilan dibayar

dimuka Prepayments of income tax
Pasal 23 231.891.959.001 163.500.275.896 Article 23
Pasal 25 384.004.458.612 373.464.857.868 Article 25
Total pajak dibayar dimuka 615.896.417.613 536.965.133.764 Total prepaid taxes

Taksiran utang pajak Estimated income
Penghasilan (Catatan 20b) 5.815.316.887 3.378.364.486 tax payable (Note 20b)
SPT pajak penghasilan badan tahun 2016 The Company’s 2016 corporate income tax has
telah dilaporkan dan SPT pajak penghasilan been reported and 2017 corporate income tax will
badan tahun 2017 akan dilaporkan sesuai be reported based on the computation above.
dengan perhitungan pajak di atas.
Rekonsiliasi antara hasil perkalian laba The reconciliation between the result of the
akuntansi sebelum pajak penghasilan badan multiplication of accounting income before
dengan tarif pajak yang berlaku dan beban corporate income tax with the current tax rate and
pajak penghasilan sebagai berikut: income tax expense is as follows:

2017 2016
Laba sebelum pajak penghasilan

badan menurut laporan laba rugi Profit before corporate income tax
dan penghasilan in consolidated statement
komprehensif lain of profit or loss and other
konsolidasian 2.832.178.475.826 2.129.414.686.034 comprehensive income
Laba entitas anak sebelum Profit of subsidiaries before
beban pajak penghasilan corporate income tax expense
badan dan efek eliminasi 167.540.185.385 26.864.119.882 and elimination effect
Laba Perusahaan sebelum Profit before corporate income

Pajak Penghasilan Badan 2.664.638.290.441 2.102.550.566.152 tax attributable to the Company
71

d. Taksiran pajak penghasilan (lanjutan) d. Provision for income tax (continued)
Rekonsiliasi antara hasil perkalian laba The reconciliation between the result of the
akuntansi sebelum pajak penghasilan dengan multiplication of accounting income before income
tarif pajak yang berlaku dan beban pajak tax with the current tax rate and income tax
penghasilan sebagai berikut: (lanjutan) expense is as follows: (continued)

2017 2016
Beban (penghasilan) yang Expense (income) already

pajaknya bersifat final subjected to final tax
Penghasilan bunga (272.929.676.257) (185.851.860.829) Interest income
Penghasilan sewa (451.042.017.021) (626.213.033.803) Rent income
Biaya atas penghasilan Expenses related to income
dikenakan pajak final 669.992.112.066 589.856.522.238 subjected to final tax
Laba Perusahaan sebelum Profit before corporate income tax

pajak penghasilan badan setelah after expenses (revenues)
beban (penghasilan) yang pajaknya subjected to final tax
bersifat final 2.610.658.709.229 1.880.342.193.758 attributable to the Company
Beban pajak penghasilan Income tax expense based on

berdasarkan tarif pajak yang berlaku 652.664.677.307 470.085.548.440 applicable tax rate
Net earmings of associate
Bagian laba entitas asosiasi 4.475.249.371 (52.896.997) entities
Beban-beban yang tidak dapat
dikurangkan
secara pajak: Non-deductible expenses:
Beban pegawai (37.192.591.858) (23.826.745.163) Employee expenses
Beban umum (72.607.069.915) (77.111.334.290) General expenses
Lain-lain (28.635.166.317) (31.419.854.628) Others
Penyesuaian pajak tangguhan (22.677.522.144) 418.951.391.998 Adjustment to deferred tax assets
Beban pajak penghasilan, bersih 809.301.778.170 183.544.987.520 Income tax expense, net
e. Pajak tangguhan e. Deferred tax
Perhitungan manfaat (beban) pajak dan aset The computation of deferred income tax
pajak tangguhan adalah sebagai berikut: benefit (expense) and deferred tax assets is as
follows:
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan
Credited ke ekuitas/
1 Januari 2017/ (charged) Credited 31 Desember 2017/
January 1, 2017 to profit or loss to equity December 31, 2017
Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)
Perusahaan: Company:
Aset tetap (46.460.157.445) (181.349.497.608) - (227.809.655.053) Fixed assets
Liabilitas imbalan kerja 33.246.392.989 (13.566.268.231) 11.928.422.922 31.608.547.680 Employee benefits liability
Penurunan nilai piutang 41.298.240.031 7.325.722.169 - 48.623.962.200 Allowance for impairment loses
Total 28.084.475.575 (187.590.043.670) 11.928.422.922 (147.577.145.173) Total
Entitas Anak: Subsidiaries:

Aset tetap 79.117.075 2.329.861.568 - 2.408.978.643 Fixed assets
Liabilitas imbalan kerja 926.219.655 72.021.357 (780) 998.240.232 Employee benefits liability
Penyisihan kerugian
penurunan piutang 4.105.703.087 2.500.000.000 - 6.605.703.087 Allowance for impairment loses
Komposisi kerugian fiskal 1.688.394.025 4.039.874.496 5.728.268.521 Compensation of fiscal loss
Total 6.799.433.842 8.941.757.421 (780) 15.741.190.483 Total
72

e. Pajak tangguhan (lanjutan) e. Deferred tax (continued)

Perhitungan pendapatan (beban) pajak dan The computation of deferred income tax
aset pajak tangguhan adalah sebagai berikut: benefit (expense) and deferred tax assets is as
(lanjutan) follows: (continued)
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan
Credited ke ekuitas/
1 Januari 2016/ (charged) Credited 31 Desember 2016/
January 1, 2016 to profit or loss to equity December 31, 2016
Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)
Perusahaan: Company:
Aset tetap (458.254.843.963) 411.794.686.518 - (46.460.157.445) Fixed assets
Liabilitas imbalan kerja 73.402.169.059 (54.528.725.479) 14.372.949.409 33.246.392.989 Employee benefits liability
Penurunan nilai piutang 41.765.690.340 (467.450.309) - 41.298.240.031 Allowance for impairment loses
Total (343.086.984.564) 356.798.510.730 14.372.949.409 28.084.475.575 Total
Entitas Anak: Subsidiaries:

Aset tetap 381.443.883 (302.326.808) - 79.117.075 Fixed assets
Liabilitas imbalan kerja 931.862.130 163.618.370 (169.260.845) 926.219.655 Employee benefits liability
Penyisihan kerugian
penurunan piutang 466.441.673 3.639.261.414 - 4.105.703.087 Allowance for impairment loses
Komposisi kerugian fiskal - 1.688.394.025 - 1.688.394.025 Compensation of fiscal loss
Total 1.779.747.686 5.188.947.001 (169.260.845) 6.799.433.842 Total
Aset (liabilitas) pajak tangguhan Consolidated deferred tax

konsolidasian - bersih (341.307.236.878) 34.883.909.417 assets (liability) - net
f. Surat ketetapan dan tagihan pajak f. Tax assessment and collection letters
Pada tahun 2017, Perusahaan menerima surat In 2017, the Company received tax assesment letters
ketetapan pajak kurang bayar atas beberapa on underpayment of certain taxes for fiscal year 2014
jenis pajak untuk tahun pajak 2014 dan and inspection for initial evidence on VAT for fiscal
pemeriksaan bukti permulaan atas PPN untuk year 2013. In relation to assessment of
tahun pajak 2013. Atas ketetapan kurang bayar underpayment and initial evidence, the Company
pajak dan bukti permulaan tersebut, recognized expenses amounted to
Perusahaan mengakui beban sebesar Rp70,596,593,844 in consolidated statement of profit
Rp70.596.593.844 dalam laporan laba rugi dan or loss and other comprehensive income for 2017.
penghasilan komprehensif lain konsolidasian
tahun 2017.
21. LIABILITAS DANA PENSIUN 21. PENSION FUND LIABILITIES

Pada tanggal 31 Desember 2017 dan 2016, akun As of December 31, 2017 and 2016, this account
ini terutama merupakan defisit minimum mainly represents deficit on the minimum funding
pendanaan iuran dana pensiun. requirement (shortfall) in pension contribution.
22. PENDAPATAN YANG DITERIMA DI MUKA 22. UNEARNED REVENUES

Akun ini merupakan pendapatan yang diterima This account represents unearned income derived
dimuka yang berasal dari sewa dan konsesi from leases and concessions with the details as
dengan rincian sebagai berikut: follows:
2017 2016
Sewa ruang 78.995.789.703 79.955.627.731 Space rental

Pemasangan reklame 53.712.269.552 44.501.840.830 Advertising installation
Konsesi dan airport pass 16.813.195.844 11.827.596.991 Concession and airport pass
Sewa tanah 8.121.400.268 10.190.891.177 Land rental
Lain-lain 9.319.979.635 1.635.723.492 Others
Total 166.962.635.002 148.111.680.221 Total
73

23. PINJAMAN JANGKA PANJANG 23. LONG-TERM LOANS

Pinjaman jangka panjang terdiri dari: Long-term loans consists of:
31 Desember/December 31
2017 2016
Utang bank jangka panjang 4.361.245.360.445 2.785.711.574.493 Long-term bank loans

Utang obligasi 2.000.000.000.000 2.000.000.000.000 Bonds payable

Biaya amortisasi (28.453.379.176) (31.444.206.848) Amortized cost
Total 6.332.791.981.269 4.754.267.367.645 Total
Dikurangi : bagian lancar Less : current portion

Utang bank jangka panjang (133.466.336.718) (15.625.000.000) Long-term bank loans
Porsi tidak lancar: Non-current portion:

Total 6.199.325.644.551 4.738.642.367.645 Total
a. Utang bank jangka panjang a. Long-term bank loans
Pada tanggal-tanggal berikut, Perusahaan On the following dates, the Company entered
menandatangani perjanjian fasilitas kredit into agreements of credit facility with several
dengan beberapa pihak bank dan institusi banks and financial institutions to fund the
keuangan untuk membiayai pengembangan airport development of the Company:
bandar udara Perusahaan:
Jumlah maksimum
Fasilitas
Pinjaman (Rp)/
Tanggal Perjanjian/ Maximum Credit
Rekanan/ Counterparts Agreement date Facility Limit (Rp)
PT Bank Maybank Indonesia Tbk (“Maybank”) 11 Agustus 2014/ 1.500.000.000.000
August 11, 2014
PT Sarana Multi Infrastruktur (Persero) (“SMI”) 20 Maret 2015/ 500.000.000.000
March 20, 2015
PT Indonesia Infrastructure Finance (“IIF”) 15 Juli 2015/ 400.000.000.000
July 15, 2015
Lembaga Pembiayaan Ekspor Impor Indonesia (“EXIM”) 1 April 2015/ 1.500.000.000.000
April 1, 2015
PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”) 1 April 2016/ 700.000.000.000
April 1, 2016
PT Bank Negara Indonesia (Persero) Tbk (“BNI”) 1 April 2016/ 700.000.000.000
April 1, 2016
PT Bank Mandiri (Persero) Tbk (“Mandiri”) 1 April 2016/ 700.000.000.000
April 1, 2016
Rincian jumlah pinjaman jangka panjang adalah The details of the long-term loans are as
sebagai berikut: follows:
Jumlah sisa fasilitas pinjaman
Jumlah pinjaman jangka panjang dalam rupiah/
dalam rupiah*/ The remaining amount of loan
Amount of drawdown in rupiah* facilities in rupiah
2017 2016 2017 2016
Pihak ketiga / Third party

Maybank 1.488.806.758.850 734.000.000.000 - 766.000.000.000
74

23. PINJAMAN JANGKA PANJANG (lanjutan) 23. LONG-TERM LOANS (continued)
a. Utang bank jangka panjang (lanjutan) a. Long-term bank loans (continued)
Rincian jumlah pinjaman jangka panjang yang The details of the long-term loans which have
telah ditarik dari perjanjian fasilitas pinjaman di been drawn from the above-mentioned facility
atas adalah sebagai berikut: (lanjutan) agreements are as follows: (continued)
Jumlah sisa fasilitas pinjaman
Jumlah pinjaman jangka panjang dalam rupiah/
dalam rupiah*/ The remaining amount of loan
Amount of drawdown in rupiah* facilities in rupiah
2017 2016 2017 2016
Pihak berelasi (lanjutan)/

Related parties (continued)
EXIM 1.408.930.596.484 1.408.930.596.484 91.069.403.516 91.069.403.516
BRI 437.231.702.485 21.009.692.662 262.768.297.515 678.990.307.338
SMI 411.588.595.356 400.561.139.412 88.411.404.644 99.438.860.588
IIF 238.070.642.814 117.668.909.946 161.929.357.186 282.331.090.054
Mandiri 190.632.028.279 20.703.269.939 509.367.971.721 679.296.730.061
BNI 185.985.036.177 82.837.966.050 514.014.963.823 617.162.033.950
Total/Total 4.361.245.360.445 2.785.711.574.493 1.627.561.398.405 3.214.288.425.507
*sebelum penyesuaian nilai wajar. *before adjustment to fair value.
Seluruh pinjaman Perusahaan memiliki masa All Company's loans have grace period of 3
tenggang selama 3 (tiga) tahun. Perusahaan (three) years. The Company is required to pay
diharuskan membayar kembali secara 3 (tiga) quarterly installments after the grace period.
bulanan setelah masa tenggang.
Untuk seluruh fasilitas pinjaman, Perusahaan For all of loan facilities, the Company is
diwajibkan untuk membayar provision fee atau required to pay a provision fee or an up-front
up-front fee sekali di awal masa peminjaman fee of 0.65%, from the total loan facility once at
sebesar 0,65% dari jumlah fasilitas pinjaman the beginning of loan period.
yang tersedia.
Jumlah yang telah ditarik dalam
rupiah ** / Amount of drawdown in rupiah **
Rekanan/Counterparts 2017 2016
\
Maybank 1.482.695.442.254 730.609.449.012

EXIM 1.399.493.544.937 1.403.405.259.745
BRI 435.747.280.224 16.467.805.176
SMI 408.638.764.920 398.836.954.738
IIF 236.725.168.795 117.085.908.174
Mandiri 190.097.410.245 16.161.565.641
BNI 185.160.842.784 78.319.952.436
4.338.558.454.159 2.760.886.894.922
Dikurangi bagian yang jatuh tempo dalam satu tahun
Less current maturities (133.466.336.718) (15.625.000.000)
Porsi jangka panjang/Long term portion 4.205.092.117.441 2.745.261.894.922
** setelah penyesuaian nilai wajar. ** after adjustment to fair value.
Pada tanggal 16 November 2017, Perusahaan As of November 16, 2017, the Company has
melakukan pembayaran atas pinjaman jangka made repayment on long-term loans to
panjang ke Maybank sebesar Maybank amounting to Rp11,193,241,152.
Rp11.193.241.152.
75

Rincian tanggal jatuh tempo dan jaminan The details of maturities and collaterals related
sehubungan dengan fasilitas pinjaman jangka with long-term loans as of December 31, 2017
panjang pada tanggal 31 Desember 2017 are as follows:
Jatuh Tempo/Maturities Jaminan/Collateral
Maybank 11 Agustus 2017 sampai Tidak ada jaminan khusus/

11 Agustus 2024/ No special collateral
August 11, 2017 until
August 11, 2024
SMI 20 Maret 2018 sampai Tidak ada jaminan khusus/

20 Maret 2025/ No special collateral
March 20, 2018 until
March 20, 2025
IIF 15 Juli 2018 sampai Tidak ada jaminan khusus/

15 Juli 2025/ No special collateral
July 15, 2018 until
July 15, 2025
EXIM 1 April 2018 sampai Tidak ada jaminan khusus/

1 April 2025/ No special collateral
April 1, 2018 until
April 1, 2025
Perusahaan juga diwajibkan untuk The Company is also required to maintain

mempertahankan rasio-rasio keuangan tertentu certain financial ratios during the period of loan
selama periode perjanjian pinjaman dengan agreement with Maybank, SMI, IIF and EXIM
Maybank, SMI, IIF dan EXIM sebagai berikut: as follows:
- Debt Service Coverage Ratio (DSCR) minimal - Minimum Debt Service Coverage Ratio
sebesar 120% (DSCR) amounting to 120%
- Rasio Hutang Terhadap Ekuitas (DER) - Maximum Debt Equity Ratio (DER)
maksimum sebesar 2 kali amounting to 2
- Rasio Lancar minimum sebesar 1,10 kali - Minimum Current Ratio amounting to 1.10
Jatuh Tempo/Maturities Jaminan/Collateral
BRI 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
BNI 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
Mandiri 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
76


mempertahankan rasio-rasio keuangan tertentu certain financial ratios during the period of loan
selama periode perjanjian pinjaman dengan BRI, agreement with BRI, BNI and Mandiri as
BNI dan Mandiri sebagai berikut: follows:
- Debt Service Coverage Ratio (DSCR) minimal - Minimum Debt Service Coverage Ratio
sebesar 100% (DSCR) amounting to 100%
- Rasio Hutang Terhadap Ekuitas (DER) - Maximum Debt Equity Ratio (DER)
maksimum sebesar 2 kali amounting to 2
- Rasio Lancar minimum sebesar 1 kali - Minimum Current Ratio amounting to 1
Maybank Maybank
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated

11 Agustus 2014, Perusahaan memperoleh August 11, 2014, the Company obtained a
fasilitas pinjaman berjangka dari Maybank term loan facility from Maybank with maximum
dengan jumlah maksimum fasilitas pinjaman credit facility limit of Rp1,500,000,000,000. The
sebesar Rp1.500.000.000.000. Hasil penerimaan proceeds of the loan from this facility were
dari pinjaman ini digunakan untuk membiayai used to finance the Company’s airport
pengembangan bandar udara Perusahaan. development. This loan bears interest at
Pinjaman ini dikenakan suku bunga tahunan annual rate of LPS + 2.45%.
sebesar LPS + 2,45%.
Pada tanggal 23 November 2017, Perusahaan On November 23, 2017, the Company
menerima surat dari Maybank tentang received a letter from Maybank regarding the
persetujuan penurunan suku bunga pinjaman approval of loan interest rate reduction to LPS
menjadi LPS + 2,25% untuk periode + 2.25% for the period from November 15,
15 November 2017 sampai dengan 15 Januari 2017 to January 15, 2018.
2018.
Pada tanggal 19 Desember 2017, Perusahaan On December 19, 2017, the Company
menerima surat dari Maybank tentang received a letter from Maybank regarding the
persetujuan penurunan suka bunga pinjaman approval of loan interest rate reduction to LPS
menjadi LPS + 2,00% yang efektif pada tanggal + 2.00% effective on January 15, 2018.
15 Januari 2018.
SMI SMI
20 Maret 2015, Perusahaan memperoleh March 20, 2015, the Company obtained a
fasilitas pembiayaan dari SMI dengan jumlah financing facility from SMI with maximum
maksimum fasilitas pinjaman sebesar credit facility limit of Rp500,000,000,000. The
Rp500.000.000.000. Hasil penerimaan dari proceeds of the loan from this facility were
pembiayaan ini digunakan untuk pengembangan used to to finance the Company’s airport
bandar udara Perusahaan. Pinjaman ini development. This loan bears interest at
dikenakan suku bunga tahunan sebesar LPS + annual rate of LPS + 2%.
2%.
EXIM EXIM
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated April 1,
1 April 2015, Perusahaan memperoleh fasilitas 2015, the Company obtained a term loan
pinjaman berjangka dari EXIM dengan jumlah facility from EXIM with maximum credit facility
maksimum fasilitas pinjaman sebesar limit of Rp1,500,000,000,000. The proceeds of
Rp1.500.000.000.000. Hasil penerimaan dari the loan from this facility were used to finance
pinjaman ini digunakan untuk membiayai the Company’s airport development. This loan
pengembangan bandar udara Perusahaan. bears interest at annual rate of LPS + 2%.
Pinjaman ini dikenakan suku bunga tahunan
sebesar LPS + 2%.
77

IIF IIF

15 Juli 2015, Perusahaan memperoleh fasilitas July 15, 2015, the Company obtained a term
pinjaman berjangka dari IIF dengan jumlah loan facility from IIF with maximum credit
maksimum fasilitas pinjaman sebesar facility limit of Rp400,000,000,000. The
pinjaman ini digunakan untuk membiayai used to to finance the Company’s airport
pengembangan bandar udara Perusahaan development, especially in Soekarno-Hatta
khususnya Bandara Soekarno-Hatta. Pinjaman Airport. This loan bears interest at annual rate
ini dikenakan suku bunga tahunan sebesar of LPS + 2%.
LPS + 2%.
BRI BRI
Berdasarkan perjanjiaan kredit tanggal Based on a loan agreement dated April 1,

pinjaman berjangka dari BRI dengan jumlah facility from BRI with maximum credit facility
maksimum fasilitas pinjaman sebesar limit of Rp700,000,000,000. The proceeds of
Rp700.000.000.000. Hasil penerimaan dari the loan from this facility were used to to
pembiayaan ini digunakan untuk finance the Company’s airport development.
pengembangan bandar udara perusahaan. This loan bears interest at annual rate of LPS
Pinjaman ini dikenakan suku bunga tahunan + 2%.
sebesar LPS + 2%.
BNI BNI
Berdasarkan perjanjiaan kredit tanggal Based on a loan agreement dated April 1,

pinjaman berjangka dari BNI dengan jumlah facility from BNI with maximum credit facility
maksimum fasilitas pinjaman sebesar limit of Rp700,000,000,000. The proceeds of
Rp700.000.000.000. Hasil penerimaan dari the loan from this facility were used to to
pembiayaan ini digunakan untuk finance the Company’s airport development.
pengembangan bandar udara perusahaan. This loan bears interest at annual rate of LPS
Pinjaman ini dikenakan suku bunga tahunan + 2%.
sebesar LPS + 2%.
Mandiri Mandiri
Berdasarkan perjanjiaan kredit tanggal Based on a loan agreement dated

1 April 2016, Perusahaan memperoleh fasilitas April 1, 2016, the Company obtained a term
pinjaman berjangka dari Mandiri dengan loan facility from Mandiri with maximum credit
jumlah maksimum fasilitas pinjaman sebesar facility limit of Rp700,000,000,000. The
pembiayaan ini digunakan untuk used to to finance the Company’s airport
pengembangan bandar udara perusahaan. development. This loan bears interest at
Pinjaman ini dikenakan suku bunga tahunan annual rate of LPS + 2%.
sebesar LPS + 2%.
Pada tanggal 31 Desember 2017 dan 2016, As of December 31, 2017 and 2016, the
Perusahaan telah memenuhi seluruh Company has complied with all covenant
kewajiban yang tercantum dalam seluruh stated in all of its long-term bank loan
perjanjian utang bank jangka panjangnya. agreements.
78

b. Utang Obligasi b. Bonds Payable
Pada tanggal 23 Juni 2016, Perusahaan telah On June 23, 2016, the Company has obtained
mendapatkan pernyataan efektif dari Otoritas an effective statement from Otoritas Jasa
Jasa Keuangan (OJK) atas penerbitan Keuangan (OJK) on the issuance of Bonds I
Obligasi I Angkasa Pura II tahun 2016 dengan Angkasa Pura II Year 2016 with 3 (three)
3 (tiga) seri yaitu: series as follows:
a) Seri A senilai Rp1.000.000.000.000 dan a) Seri A amounting to Rp 1,000,000,000,000
suku bunga 8,6% per tahun, akan jatuh and annual interest rate of 8.6%, will be
tempo tanggal 30 Juni 2021 mature on June 30, 2021
b) Seri B senilai Rp100.000.000.000 dan b) Seri B amounting to Rp100,000,000,000
suku bunga 8,8% per tahun, akan jatuh and annual interest rate of 8.8%, will be
tempo tanggal 30 Juni 2023 mature on June 30, 2023
c) Seri C senilai Rp900.000.000.000 dan c) Seri C amounting to Rp900,000,000,000
suku bunga 9,0% per tahun, akan jatuh and annual interest of 9.0%, will be mature
tempo tanggal 30 Juni 2026 on June 30, 2026
Total dana yang diterima Perusahaan pada Total fund received by the Company on June
tanggal 30 Juni 2016 dari hasil penerbitan 30, 2016 from the first issuance of Bonds I
perdana Obligasi I Angkasa Pura II tahun Angkasa Pura II Year 2016 was
2016 adalah sebesar Rp2.000.000.000.000. Rp2,000,000,000,000. Based on the
Sesuai dengan perjanjian dengan PT Bank agreement with PT Bank Mega Tbk as Trustee
Mega Tbk selaku Wali Amanat dan and the Company’s prospectus for bonds
prospektus utang obligasi Perusahaan, 92% payable, 92% of the funds will be used for the
dari dana tersebut akan digunakan untuk development of Soekarno-Hatta airport and 8%
pengembangan bandara Soekarno-Hatta dan will be used for the development of other
8% akan digunakan untuk pengembangan airports.
bandara lainnya.

mempertahankan rasio-rasio keuangan certain financial ratios during the bonds
tertentu selama periode utang obligasi payable ratio as follows:
sebagai berikut:
a) Perbandingan Aset Lancar terhadap a) Ratio of Current Assets to Current

Kewajiban Lancar tidak kurang dari 1 : 1 Liabilities not less than 1 : 1
b) Perbandingan Total Pinjaman terhadap b) Ratio of Total Debt to Total Equity not
Total Ekuitas tidak lebih dari 2 : 1 more than 2 : 1
c) Perbandingan Profit Sebelum Beban c) Ratio of Earnings Before Income Tax and
Pajak Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses not less than 1 : 1
Pinjaman tidak kurang dari 1 : 1
Perusahaan juga akan dianggap wanprestasi The Company will also be declared
terhadap kewajibannya sehubungan dengan incompliance with its covenant relating to the
utang obligasinya apabila terdapat utang bonds payable if there is any other long-term
jangka panjang lainnya yang tidak memenuhi loan that is not in compliance with their
persyaratan, sejumlah lebih dari 25% dari covenant, totaling more than 25% of the
ekuitas Perusahaan. Company’s equity.
Pada 31 Desember 2017 dan 2016, As of December 31, 2017 and 2016, the
Perusahaan telah memenuhi semua Company has complied with all covenant
kewajiban dalam perjanjiannya dengan Wali required by its agreement with the Trustee and
Amanat dan tidak ada peristiwa gagal silang there is no cross default incurred in relation
sehubungan dengan utang jangka panjang with other long-term loans.
lainnya.
79

24. UTANG JAMINAN PELANGGAN 24. CUSTOMER DEPOSITS
Akun ini merupakan jaminan yang diberikan oleh This account represents colateral given by tenant
penyewa (tenant) atas sewa ruangan, tanah dan that consists of deposits for space rental, land
instalasi listrik, air dan telepon di awal perjanjian. rental, electrical and water installation at the
beginning of the contract.
Rincian utang jaminan yang akan diperhitungkan The details of the deposits will be calculated based
berdasarkan tempat terjadinya sebagai berikut: on the following points:
2017 2016
Soekarno - Hatta 10.046.866.442 8.951.943.442 Soekarno - Hatta

Sultan Syarif Kasim II 1.374.687.757 1.662.678.697 Sultan Syarif Kasim II
Halim Perdanakusuma 1.296.157.727 1.296.157.727 Halim Perdanakusuma
Supadio 1.083.958.737 2.101.629.574 Supadio
Kantor Pusat 622.113.908 1.009.431.078 Head Office
Minangkabau 216.701.144 268.806.144 Minangkabau
Depati Amir 61.953.500 61.953.500 Depati Amir
Kualanamu 13.249.978 13.249.978 Kualanamu
Total 14.715.689.193 15.365.850.140 Total
25. LIABILITAS IMBALAN KERJA 25. EMPLOYEE BENEFITS LIABILITIES
a. Liabilitas imbalan kerja jangka pendek a. Short-term employee benefit liabilities
Kelompok Usaha menyediakan imbalan kerja The Group provides short-term employee
jangka pendek, pensiun dan kesejahteraan benefits, retirement and other employees’
karyawan lainnya untuk seluruh karyawan benefits to its active and retired employees, as
tetap yang masih aktif dan yang sudah follows:
pensiun, sebagai berikut:
2017 2016

Tantiem and production
Tantiem dan jasa produksi 166.956.940.897 162.961.095.602 services

Tantiem and production
Tantiem dan jasa produksi 6.787.226.246 7.445.237.268 services
Total 173.744.167.143 170.406.332.870 Total
b. Liabilitas imbalan kerja jangka panjang b. Long-term employee benefit liabilities
Kelompok Usaha menunjuk PT Bestama The Group has appointed PT Bestama

Aktuaria, aktuaris independen, untuk Aktuaria, an independent actuary, to conduct a
melakukan penilaian dari taksiran liabilitas valuation of the expected obligation for post-
untuk program imbalan pasca kerja, program retirement benefit program, pension plan and
pensiun dan program imbalan jangka panjang other long-term benefit program.
lainnya.
80

25. LIABILITAS IMBALAN KERJA (lanjutan) 25. EMPLOYEE BENEFITS LIABILITIES (continued)

Liabilitas imbalan kerja per 31 Desember The employee benefits liabilities as of

2017 dan 2016 dihitung dengan December 31, 2017 and 2016 were calculated
menggunakan metode projected-unit-credit using the projected-unit-credit method by the
oleh aktuaris independen, berdasarkan independent actuary, based on its reports
laporannya masing-masing pada tanggal dated January 8, 2018 and January 10, 2017,
8 Januari 2018 dan 10 Januari 2017. respectively.
2017 2016

Program imbalan Post-employment
pasca kerja 117.521.350.018 94.885.551.478 benefit program
Program pensiun - 27.820.976.205 Pension plan
Program imbalan Other long-term
jangka panjang lainnya 8.912.840.701 10.279.044.271 benefit program

Program imbalan Post-employment
pasca kerja 3.992.960.917 3.704.878.621 benefit program
Total 130.427.151.636 136.690.450.575 Total
i) Program imbalan pasca kerja i) Post-employment benefit pogram
Perusahaan membukukan liabilitas The Company recorded liabilities for post-

imbalan pasca kerja yang terdiri dari employment benefit program which
manfaat untuk pengunduran diri secara comprises of benefits for voluntary
sukarela, manfaat meninggal dunia, resignation, benefit for death, benefit for
manfaat cacat dan manfaat pensiun. disability and benefit for pension.
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used to

menentukan beban dan liabilitas imbalan determine post-employment benefit
pasca kerja adalah sebagai berikut: expenses and liabilities are as follows:
2017 2016
Tingkat diskonto 7,40% 8,50% Discount rate

Estimasi kenaikan gaji pegawai 5,00% 5,00% Salary increment
Tingkat mortalita 100% TMI III 100% TMI III Mortality rate
Tingkat cacat 10%TMI III 10%TMI III Disability rate
Umur pensiun 56 tahun/56 years 56 tahun/56 years Retirement age
Tingkat mengundurkan diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate
garis lurus sampai dengan 0% pada umur 55 tahun/
5% for employees with ages from 20 years old,
decreasing linearly to 0% at age 55
81


i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit pogram

(continued)
Rekonsiliasi saldo awal dan akhir dari The reconciliation of beginning and
nilai kini liabilitas adalah sebagai berikut: ending balance of present value of
liabilities is as follows:
2017 2016
Nilai kini
liabilitas - awal tahun 154.016.487.137 153.881.457.237 Beginning present value liability
Biaya jasa kini 15.102.604.615 14.804.495.529 Current service cost
Biaya bunga 13.225.515.630 14.246.242.200 Interest cost
Pembayaran imbalan (11.946.975.840) (5.984.250.000) Benefits paid
Kerugian (keuntungan)
Aktuaria 29.383.648.164 (22.931.457.829) Actuarial loss (gain)
Nilai kini Present value liability -
liabilitas - akhir tahun 199.781.279.706 154.016.487.137 end of year
Nilai wajar aset program - Fair value of plant assets -
awal tahun (59.130.935.659) - beginning of year
Pembayaran kontribusi
aset program (17.474.550.640) (58.218.525.812) Contributions paid for plan assets
Imbal hasil aset program (5.654.443.389) (912.409.847) Return on plan assets
Nilai wajar aset program Fair value of plant assets -
- akhir tahun (82.259.929.688) (59.130.935.659) end of year
Bersih 117.521.350.018 94.885.551.478 Net
Rincian beban yang diakui dalam The details of expenses recognized in the
laporan laba rugi dan penghasilan consolidated statements of profit or loss
komprehensif lain konsolidasian adalah and other comprehensive income are as
sebagai berikut: follows:
2017 2016

Total 28.328.120.245 29.050.737.729 Total
Rekonsiliasi saldo pengukuran kembali The reconciliation of re-measurement on

atas liabilitas/(aset) neto di laporan posisi net of liability/(asset) in the consolidated
keuangan konsolidasian adalah sebagai statements of financial position are as
berikut: follows:
2016 2015
Jumlah pengukuran kembali Re-measurement amount

awal tahun 72.912.677.327 96.756.545.003 beginning of year
Kerugian (keuntungan) aktuaria 29.383.648.164 (22.931.457.829) Actuarial loss (gain)
Imbal hasil aset program 114.354.544 (912.409.847) Return on plan assets
Akumulasi jumlah Accumulated amount of

pengukuran kembali 102.410.680.035 72.912.677.327 re-measurements
82


i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit pogram

(continued)
Nilai kini liabilitas akhir setelah efek The present values of liabilities after the
analisa sensitivitas pada tanggal effect of sensitivity analysis on December
31 Desember 2017 adalah sebagai 31, 2017 are as follows:
berikut:
Analisis sensitivitas Sensitivity analysis

Nilai kini kewajiban imbalan pasti PV defined benefits obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions

+ 1,00% 185.751.332.013 + 1.00%
- 1,00% 216.498.941.019 - 1.00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions

+ 1,00% 215.365.445.640 + 1.00%
- 1,00% 186.434.387.108 -1.00%
Jatuh tempo liabilitas imbalan pasca The maturity of employee benefits liability
kerja pada tanggal 31 Desember 2017 as of December 31, 2017 is as follows:
Manfaat/ Nilai Kini dari Manfaat/
Benefit Present Value of Benefit
Jatuh tempo dalam: Mature in :

Kurang dari 1 tahun 22.745.003.597 22.063.145.774 Less than 1 year
Antara 1 sampai 2 tahun 20.829.081.123 18.507.670.950 Between 1 to 2 years
Lebih dari 5 tahun 4.131.038.036.751 113.296.845.840 More than 5 years
Total 4.235.385.339.029 199.781.279.705 Total
Komposisi pengelolaan dana atas aset The composition of management of

ditempatkan adalah 100% pada deposito planned asset is 100% on time deposits.
berjangka.
ii) Program pensiun ii) Pension plan
Program pensiun ini dikelola oleh Dana The retirement program is managed by
Pensiun Angkasa Pura II yang telah Dana Pensiun Angkasa Pura II which has
disahkan oleh Menteri Keuangan been approved by the Ministry of Finance
Republik Indonesia No. KEP- of the Republic of Indonesia No. KEP-
391/KM.17/1999 pada tanggal 391/KM.17/1999 on November 15, 1999.
15 November 1999. Jumlah karyawan The number of employees which are
yang berhak memperoleh manfaat entitled to these benefits are 1,544 active
tersebut adalah sebanyak 1.544 employees, 102 resigned employees with
karyawan aktif, 102 karyawan keluar deferred pensions and 3,211 retired
dengan pensiun ditunda dan 3.211 employees.
pensiunan.
83


ii) Program pensiun (lanjutan) ii) Pension plan (continued)

menentukan beban dan liabilitas determine pension plan expenses and
program pensiun adalah sebagai berikut: liabilities are as follows:
2017 2016

Estimasi kenaikan
gaji pegawai 5,00% 5,00% Salary increment
Tingkat mortalita 100%TMI III 100%TMI III Mortality rate
Tingkat cacat 10%TMI III 10%TMI III Disability rate
Usia pensiun normal 56 56 Pension normal age
Usia pensiun dini 46 46 Early pension age
Tingkat mengundurkan diri 1% untuk karyawan berumur 20 tahun, Resignation rate
menurun secara garis lurus
sampai dengan 0% pada umur 56 tahun/
1% for employees with
ages from 20 years old, decreasing linearly
to 0% at age 56
Ringkasan dari jumlah liabilitas program The summary of the pension plan liability
pensiun dan jumlah aset programnya per and its asset program as of December 31,
tanggal 31 Desember 2017 dan 2016 2017 and 2016 are as follows:
adalah:
2017 2016
Liabilitas program pensiun 1.164.054.760.800 1.078.695.231.205 Pension plan liability

Aset program (1.170.221.147.449) (1.050.874.255.000) Asset program
Defisit (surplus) (6.166.386.649) 27.820.976.205 Deficit (surplus)

Dampak batas aset 6.166.386.649 - Effect of asset ceiling
Liabilitas yang diakui - 27.820.976.205 Recognized liabilities
nilai kini liabilitas adalah sebagai berikut: ending balance of present value of
obligation is as follows:
2017 2016
Nilai kini liabilitas - Present value liability -

awal tahun 1.078.695.231.205 885.710.870.752 beginning of year
Biaya jasa lalu 50.020.694.207 - Past service cost
Pembayaran imbalan kerja (98.959.751.238) (90.320.189.000) Benefits paid
Kerugian dari Loss changes in from
perubahan asumsi 39.311.764.191 199.372.611.810 assumptions
Nilai kini liabilitas Present value liability

akhir tahun 1.164.054.760.800 1.078.695.231.205 at end of year
84


aset program adalah sebagai berikut: ending balance of asset program is as
follows:
2017 2016
Nilai wajar aset Fair Value of Assets program -

program awal tahun 1.050.874.255.000 885.390.743.000 beginning of year
Ekspektasi imbal hasil dari Expected return
aset program 86.404.563.462 76.380.035.502 on investments
Pengukuran kembali liabilitas Re-measurement of liabilty
imbalan pasti neto net defined benefit
imbal hasil aset program 27.262.461.858 118.036.946.498 return of program's asset
Pembayaran iuran - pemberi Payment of contributions from
kerja 102.899.802.084 59.359.819.000 employer
Pembayaran iuran - peserta Payment of contributions from
program 1.739.816.283 2.026.900.000 employee
Aset program akhir Assets program - end of

tahun (aktual) 1.170.221.147.449 1.050.874.255.000 year (actual)
Rekonsiliasi saldo pengukuran kembali The reconciliation of re-measurement on

atas liabilitas/(aset) neto di laporan posisi net of liability/(asset) in the consolidated
keuangan konsolidasian adalah sebagai statements of financial position are as
berikut: follow:
2017 2016
Jumlah pengukuran kembali Re-measurement amount

awal tahun 116.164.804.454 34.829.139.142 beginning of year
Imbalan hasil atas aset
program (27.262.461.858) (118.036.946.498) Return on program's asset
Kerugian aktuaria 39.311.764.191 199.372.611.810 Actuarial loss
Dampak batas aset 6.166.386.649 - Effect of asset ceiling
Akumulasi jumlah Accumulated amount of

pengukuran kembali 134.380.493.436 116.164.804.454 re-measurements
laporan laba-rugi dan penghasilan consolidated statements of profit or loss
komprehensif lainnya konsolidasian and other comprehensive income are as
adalah sebagai berikut: follow:
2017 2016

Keuntungan atas bunga (3.331.585.434) (4.261.494.545) Gain on interest
Biaya jasa lalu 50.020.694.207 - Past service cost
Beban yang diakui 56.863.136.897 5.525.002.141 Recognized expenses
85


Mutasi liabilitas yang diakui di laporan The movements of the liabilities in the
posisi keuangan konsolidasian adalah consolidated statement of financial
sebagai berikut: position are as follows:
2017 2016
Present value liability -

Nilai kini liabilitas - awal tahun 27.820.976.205 320.127.752 beginning of year
Pembayaran iuran (102.899.802.084) (59.359.819.000) Contributions paid
Nilai kini liabilitas - akhir Present value liability - end of

tahun (ekspektasi) (18.215.688.982 ) (53.514.689.107) year (expectation)
Kerugian dari perubahan Loss changes in from
asumsi 18.215.688.982 81.335.665.312 assumptions
Liabilitas bersih akhir

tahun - 27.820.976.205 Net liability at end of year
berikut:

Nilai kini kewajiban imbalan pasti PV defined benefit obligations
Asumsi tingkat diskonto discount rate assumptions
+ 1,00% 1.152.324.229.260 + 1.00%
- 1,00% 1.177.213.658.688 - 1.00%

+ 1,00% 1.177.966.506.070 + 1.00%
- 1,00% 1.151.442.093.077 -1.00%
Jatuh tempo liabilitas program pensiun The maturity of pension program as of

pada tanggal 31 Desember 2017 adalah December 31, 2017 is as follows:
sebagai berikut:
Jatuh tempo dalam : Mature in :

Kurang dari 1 tahun 10.584.504.684 Less than 1 year
Antara 1 sampai 2 tahun 11.228.376.323 Between 1 to 2 years
Lebih dari 5 tahun 99.382.013.133 More than 5 years
Total 149.390.277.443 Total
86


Komposisi nilai wajar aset program Compositions of fair value of assets program
Obligasi 39,25% Bond
Surat berharga negara 26,65% Government bond
Deposito berjangka 15,47% Time deposits
Reksadana 12,91% Mutual fund
Saham 2,91% Stocks
Deposito on-call dan tabungan 0,02% On-call deposits and current accounts
Aset lainnya 2,79% Other assets
Total 100.00% Total
iii) Program imbalan jangka panjang iii) Other long-term benefits program
lainnya
Program imbalan jangka panjang lainnya Other long-term benefits program consists
terdiri antara lain dari manfaat tanda of, among others, benefits from as long
penghargaan dan cuti jangka panjang. service reward and long service leave.

menentukan beban dan liabilitas imbalan determine post-employment benefit
pasca kerja adalah sebagai berikut: expenses and liabilities are as follows:
2017 2016

Estimasi kenaikan gaji pegawai 5,00% 6,50% Salary increment
Tingkat mortalita 100% TMI III 100% TMI III Mortality rate
Tingkat cacat 5% dari TMI III 5% dari TMI III Disability rate
Tingkat mengundurkan diri Early retirement rate
Usia/ Age Tingkat/Rate
15 – 29 6%
30 – 34 3%
35 – 39 1,8%
40 – 50 1,2%
51 – 52 0,6%
> 52 0%
Projected Unit
Metode aktuaria Credit Acturial method
Usia pensiun normal 56 tahun/years Pension normal age
nilai kini liabilitas adalah sebagai berikut: ending balance of present value of liability
is as follows:
2017 2016
Nilai kini liabilitas Present value liability

pada awal tahun 10.279.044.271 7.821.407.102 at beginning of year
Beban bunga 759.971.098 685.001.752 Interest cost
Biaya jasa kini 645.515.205 920.749.268 Current service cost
Kerugian aktuarial 550.240.969 2.360.466.064 Actuarial loss
Nilai kini liabilitas pada Present value liability at

akhir tahun 8.912.840.701 10.279.044.271 end of year
87


lainnya (lanjutan) (continued)
Mutasi liabilitas yang diakui di laporan The movement in the liabilities in the
posisi keuangan konsolidasian adalah consolidated statement of financial
sebagai berikut: position are as follows:
2017 2016
Liabilitas bersih awal tahun 10.279.044.271 7.821.407.102 Net liability - beginning of year
Beban tahun berjalan 1.955.727.272 3.966.217.084 Current year expense
Liabilitas bersih pada

akhir tahun 8.912.840.701 10.279.044.271 Net liability at end of year
laporan laba rugi dan penghasilan consolidated statements of profit or loss
komprehensif lain konsolidasian adalah and other comprehensive income are as
sebagai berikut: follow:
2017 2016
Biaya jasa kini 645.515.205 920.749.268 Current service cost

Beban bunga 759.971.098 685.001.752 Interest cost
Kerugian aktuaria 550.240.969 2.360.466.064 Actuarial loss
Beban yang diakui 1.955.727.272 3.966.217.084 Recognized expenses
berikut:
Nilai kini kewajiban imbalan pasti PV defined benefits obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions

+ 1,00% 8.362.653.800 + 1.00%
- 1,00% 9.551.718.872 - 1.00%

+ 1,00% 9.529.762.291 + 1.00%
- 1,00% 8.372.079.723 -1.00%
88


lainnya (lanjutan) (continued)
Jatuh tempo liabilitas imbalan pasca The maturity of other post-employment

kerja lainnya pada tanggal 31 Desember benefits liability as of December 31,
2017 adalah sebagai berikut: 2017 is as follows:
Nilai Kini Manfaat/

Manfaat/Benefit Present Value of Benefit
Jatuh tempo dalam: Mature in :
Kurang dari 1 tahun 535.365.634 2.032.114.501 Less than 1 year
Antara 1 sampai 2 tahun 264.645.414 220.017.329 Between 1 to 2 years
Lebih dari 5 tahun 91.470.595.869 5.509.574.711 More than 5 years
Total 93.879.171.344 8.912.840.701 Total
26. DANA PROGRAM TUNJANGAN HARI TUA 26. RETIREMENT PROGRAM FUNDS
Akun ini merupakan dana Tunjangan Hari Tua This account is the retirement funds (“THT”) of the
(“THT”) karyawan Perusahaan yang belum Company’s employees which have not been paid
diserahkan kepada karyawan yang akan pensiun. to employees who will retire.
27. DANA PROGRAM BUMN PEDULI BEASISWA 27. BUMN SCHOLARSHIP PROGRAM FUND
Dana ini berasal dari rekening Pokja BUMN Peduli This fund was derived from BUMN Scholarship
Beasiswa dengan setoran awal sebesar Program Fund with initial fund amounting to
Rp85.000.000.000. Dana ini diperuntukkan untuk Rp85,000,000,000. This fund was intended for 28
28 Perguruan Tinggi Negeri (“PTN”). Perusahaan di State Universities (“PTN”). The Company was
tugaskan oleh Kementerian BUMN untuk assigned by the Ministry of BUMN to manage and
mengelola dan menyalurkan dana beasiswa sesuai to distribute scholarship funds in accordance with
dengan Surat Penugasan No. S-224/M6U/2010 the Assignment Letter No. S-224/MBU/2010 dated
tanggal 23 April 2010 dan No. S-490/MBU/2010 April 23, 2010 and No. S-490/MBU/2010 dated
tanggal 12 Agustus 2010. August 12, 2010.
Berdasarkan Surat Kementerian Badan Usaha Based on Letter of Ministry of BUMN No. S-
Milik Negara Republik Indonesia No. S- 24/D7.MBU/02/2017 dated February 21, 2017
24/D7.MBU/02/2017 tanggal 21 Februari 2017 regarding Confirmation on BL Peduli Fund,
tentang Konfirmasi Terkait Saldo Dana BL Peduli concludes to make a negative confirmation and to
menyimpulkan bahwa Perusahaan diminta untuk return BL Peduli remaining fund to Ministry of
melakukan konfirmasi negatif dan mengembalikan BUMN.
sisa dana BL Peduli kepada Kementerian BUMN.
Pada tanggal 20 April 2017, Perusahaan telah On April 20, 2017, the Company has returned the
mengembalikan sisa saldo dana BL tersebut. remaining BL fund.
89

27. DANA PROGRAM BUMN PEDULI BEASISWA 27. BUMN SCHOLARSHIP PROGRAM FUND
2017 2016
Setoran awal 85.000.000.000 85.000.000.000 Initial fund

Pengembangan dana 5.160.134.741 5.160.134.741 Fund development
Penyaluran dana ke PTN (82.963.793.328) (82.963.793.328) Fund distribution to PTN
Biaya operasional (1.874.691.392) (1.752.365.176) Operational expenses
Biaya administrasi bank (841.898.472) (841.898.472) Bank administration expense
Pengembalian dana (4.479.751.549) - Refund
Total - 4.602.077.765 Total
28. MODAL SAHAM 28. CAPITAL STOCK
Susunan pemegang saham Perusahaan dan The details of the Company’s shareholder and
kepemilikan saham pada tanggal 31 Desember its share ownership as of December 31, 2017
2017 dan 2016 adalah sebagai berikut: and 2016 are as follows:
Jumlah saham ditempatkan Persentase

dan disetor penuh/ kepemilikan/
Pemegang saham/ Number of shares Percentage Total/
Shareholder issued and fully paid of ownership Total
Pemerintah Indonesia/ 7.000.000 100% 7.000.000.000.000

Government of the Republic of Indonesia
Berdasarkan akta No. 40 tanggal 16 Agustus 2012 Based on deed No. 40 dated August 16, 2012 of
oleh Notaris Otty Hari Chandara Ubayani, S.H., Notary Otty Hari Chandara Ubayani, S.H, the
modal dasar Perusahaan adalah Company’s authorized capital is
Rp20.000.000.000.000 yang terbagi atas Rp20,000,000,000,000 which consisted of
20.000.000 saham masing-masing dengan nilai 20,000,000 shares, each with par value of
nominal Rp1.000.000 per saham. Rp1,000,000 per share.
Melalui Peraturan Pemerintah (“PP”) No. 130 Based on the Government Regulation (“PP”) No.
Tahun 2015 tanggal 28 Desember 2015 dan Surat 130 Year 2015 dated December 28, 2015 and
Keputusan Menteri BUMN No. S-17/MBU/01/2016 Decree of the Minister of BUMN No. S-
tanggal 8 Januari 2016, Menteri BUMN 17/MBU/01/2016 dated January 8, 2016, the
menetapkan penambahan penyertaan modal Minister of BUMN determined the increase in the
Negara Republik Indonesia sebesar capital investment amount of the Republic of
Rp2.000.000.000.000 dalam rangka pembebasan Indonesia amounting to Rp2,000,000,000,000
lahan untuk pembangunan landasan pacu related to the land acquisition for the construction
(runway) 3 Bandar Udara Internasional Soekarno- of runway 3 at Soekarno-Hatta International
Hatta. Kenaikan modal saham tersebut telah Airport. The increase in the capital stock has been
dicatat oleh Kementerian Hukum dan Hak Asasi recognized by the Ministry of Law and Human
Manusia melalui Surat No. AHU-AH.01.03-0027712 Rights through Letter No. AHU-AH.01.03-0027712
tanggal 1 Maret 2016. dated March 1, 2016.
Manajemen Modal Capital Management
Ekuitas yang dapat diatribusikan kepada pemilik The equity attributable to the equity holder of the
entitas induk merupakan modal yang dikelola oleh parent company is the capital managed by the
Kelompok Usaha. Tujuan utama pengelolaan Group. The primary objective of the Group’s capital
modal Kelompok Usaha adalah untuk memastikan management is to ensure that it maintains healthy
pemeliharaan rasio modal yang sehat untuk capital ratios in order to support its business and
mendukung usaha dan memaksimalkan nilai maximize shareholder value.
pemegang saham.
90

28. MODAL SAHAM (lanjutan) 28. CAPITAL STOCK (continued)
Kelompok Usaha mengelola struktur permodalan The Group manages its capital structure and
dan melakukan penyesuaian berdasarkan makes adjustments based on changes in economic
perubahan kondisi ekonomi. conditions.
Selain itu, Undang-undang Perseroan Terbatas Additionally, Corporation Law No. 1/1995 on limited
Republik Indonesia No. 1/1995 yang diterbitkan liability companies of the Republic of Indonesia
pada Maret 1995 dan telah diubah dengan published in March 1995 and amended by Law No.
Undang-undang No. 40/2007 yang diterbitkan 40/2007 issued in August 2007 requires the
Agustus 2007, mensyaratkan pembentukan establishment of general reserve from net income
cadangan umum dari laba bersih sejumlah minimal amounting to at least 20% of a company's issued
20% dari modal ditempatkan dan disetor and paid-up capital. There is no time limit on the
perusahaan. Tidak ada batasan waktu untuk establishment of the reserve.
membentuk cadangan tersebut.
29. MODAL DISETOR LAINNYA 29. OTHER PAID-IN CAPITAL
Akun ini terdiri dari: This account consist of:
2017 2016
Cadangan modal 177.103.463.570 177.103.463.570 Capital reserves

PP No. 26 Tahun 1994 83.308.265.552 83.308.265.552 PP No. 26 Year 1994
Digunakan sebagai setoran modal Used as initial capital
tahun 1998 (351.561.960.844) (351.561.960.844) stock year 1998
Cadangan modal tahun 1998 81.099.573.644 81.099.573.644 Capital reserve year 1998
PP No. 130 Tahun 2015 2.000.000.000.000 2.000.000.000.000 PP No. 130 Year 2015
tahun 2016 (2.000.000.000.000) (2.000.000.000.000) stock year 2016
PP No 69 Tahun 2016 2.000.000.000.000 2.000.000.000.000 PP No 69 Year 2016
PP No 53 Tahun 2016 121.989.066.868 121.989.066.868 PP No 53 Year 2016
tahun 2017 stock year 2017
PP No 16 Tahun 2017 2.245.622.588.577 - PP No 16 Year 2017
Total 4.752.112.049.937 2.506.489.461.360 Total
Melalui Peraturan Pemerintah (“PP”) No. 130 Based on the Government Regulation (“PP”) No.
Tahun 2015 tanggal 28 Desember 2015, Menteri 130 Tahun 2015 dated December 28, 2015, the
BUMN menetapkan penambahan penyertaan Minister of BUMN determined the increase in the
modal Negara Republik Indonesia sebesar capital investment amount of the Republic of
Rp2.000.000.000.000 dalam rangka pembebasan Indonesia amounting to Rp2,000,000,000,000
lahan untuk pembangunan landasan pacu related to the land acquisition for the construction
(runway) 3 Bandar Udara Internasional Soekarno- of runway 3 at Soekarno-Hatta International Airport
Hatta yang per 31 Desember 2015 dicatat sebagai which was recorded as part of Other Paid-In
Modal Disetor Lainnya, dan direklasifikasi sebagai Capital as of December 31, 2015, and was
Modal Saham di 2016 setelah mendapatkan reclassified to Capital Stock in 2016 after receiving
persetujuan dalam Surat Keputusan Menteri BUMN approval in Decree of the Minister of BUMN No. S-
No. S-17/MBU/01/2016 tanggal 8 Januari 2016. 17/MBU/01/2016 dated January 8, 2016 .
Tahun 2016 tanggal 29 Desember 2016, 69 Year 2016 dated December 29, 2016, the
Perusahaan menerima tambahan penyertaan Company received additional capital investment of
modal Negara Republik Indonesia sebesar the Republic of Indonesia amounting to
Rp2.000.000.000.000 dalam rangka pembebasan Rp2,000,000,000,000 in relation with the land
lahan terkait dengan pembangunan landasan pacu acquisition related to the construction of runway 3
(runway) 3 Bandar Udara Soekarno-Hatta. at Soekarno-Hatta International airport.
91

29. MODAL DISETOR LAINNYA (lanjutan) 29. OTHER PAID-IN CAPITAL (continued)
Tahun 2016 tanggal 17 November 2016, 53 Tahun 2016 dated November 17, 2016, the
Perusahaan menerima tambahan penyertaan Company received additional capital investment
modal Negara Republik Indonesia sebesar from the Republic of Indonesia amounting to
Rp121.989.066.868 yang berasal dari pengalihan Rp121,989,066,868 resulting from of the transfer of
Barang Milik Negara pada Kementerian Government’s Asets under the Ministry of
Perhubungan yang pengadaannya berasal dari Transportation from the Indonesian State Budget
Anggaran Pendapatan dan Belanja Negara Tahun Year 2008, 2009, 2010, 2011 and 2012 which has
Anggaran 2008, 2009, 2010, 2011 dan 2012 yang been previously recognized as part of Government
sebelumnya telah dicatat sebagai bagian dari Contribution with Undetermined Status under Other
Bantuan Pemerintah yang Belum Ditentukan Components of Equity.
Statusnya dalam Komponen Ekuitas Lainnya.
Tahun 2017 tanggal 20 April 2017, Perusahaan 16 Tahun 2017 dated April 20, 2017, the Company
menerima tambahan penyertaan modal Negara received additional capital investment from the
Republik Indonesia sebesar Rp2.245.622.588.577 Republic of Indonesia amounting to
yang berasal dari pengalihan Barang Milik Negara Rp2,245,622,588,577 resulting from of the transfer
pada Kementerian Perhubungan yang of Government’s Asets under the Ministry of
pengadaannya berasal dari Anggaran Pendapatan Transportation from the Indonesian State Budget
dan Belanja Negara Tahun Anggaran 2007, 2008, Year 2007, 2008, 2009, 2010, 2011 and 2012
2009, 2010, 2011 dan 2012 yang sebelumnya telah which has been previously recognized as part of
dicatat sebagai bagian dari Bantuan Pemerintah Government Contribution with Undetermined
yang Belum Ditentukan Statusnya dalam Status under Other Components of Equity.
Komponen Ekuitas Lainnya.
30. KOMPONEN EKUITAS LAINNYA 30. OTHER COMPONENTS OF EQUITY

2017 2016
Bantuan Pemerintah yang Belum Government Contribution with

Ditentukan Statusnya (“BPYBDS”) Undetermined Status (“BPYBDS”)
BA.121 Tahun 2012 - 102.718.797.700 BA.121 Year 2012
BA. 56 Tahun 2013 - 2.180.877.957.620 BA. 56 Year 2013
BA.98 tahun 2013 - 22.899.148.341 BA.98 Year 2013
BA.77 Tahun 2013 - 3.794.730.000 BA.77 Year 2013
BA. 59 Tahun 2013 - 79.446.961.653 BA. 59 Year 2013
BA.122 Tahun 2016 49.207.567.000 49.207.567.000 BA.122 Year 2016
BA.123 Tahun 2016 62.315.000.000 62.315.000.000 BA.123 Year 2016
BA.131 Tahun 2016 - 19.249.840.239 BA.131 Year 2016
BA.098 Tahun 2017 5.148.886.570 - BA.098 Year 2017
BA.099 Tahun 2017 45.489.907.000 - BA.099 Year 2017
BA.100 Tahun 2017 19.247.011.458 - BA.100 Year 2017
BA.101 Tahun 2017 171.547.866.694 - BA.101 Year 2017
BA.1504 Tahun 2017 528.066.514.731 - BA.1504 Year 2017
Modal Pemerintah yang dialihkan Government’s investment
ke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPI
Total 552.273.794.533 2.191.761.043.633 Total
BPYBDS merupakan bekas proyek bantuan BPYBDS originated from the Government
Pemerintah yang telah diserah terimakan kepada assistance projects which were handed over to
Perusahaan tetapi belum ditentukan statusnya oleh the Company but the status of which were not
Pemerintah. Apabila bantuan tersebut telah yet defined by the Government. Once the
ditetapkan serta ditentukan statusnya melalui PP status of the projects are clarified through PP,
maka bantuan tersebut dipindahkan it will be reclassified accordingly.
pengelompokannya sesuai dengan keputusan
tersebut.
92

30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. OTHER COMPONENTS OF EQUITY (continued)
Perusahaan dan Direktorat Jenderal Perhubungan The Company and Directorate General of Civil
Udara (DJPU) menandatangani BA perbaikan No. Aviation (DJPU) signed revision BA No.BA.206
BA.206 Tahun 2015 tentang penyerahan aset Tahun 2015 regarding transfer of DJPU’s assets to
DJPU kepada Perusahaan di Bandar Udara Medan the Company in Medan Baru Airport (Kualanamu)
Baru (Kualanamu) dengan nilai sebesar amounting to Rp2,162,380,896,926. The BA
Rp2.162.380.896.926. BA tersebut mengubah changed BA.56 Tahun 2013 amounting to
BA.56 Tahun 2013 sebesar Rp2.180.877.957.620. Rp2,180,877,957,620.
Pada tahun 2016, Perusahaan menerima berita In 2016, the Company received memorandum of
acara serah terima (“BA”) dari Pemerintah untuk asset transfer (“BA”) from the Government for
aset di Jambi, Kualanamu dan Pontianak masing- assets in Jambi, Kualanamu and Pontianak
masing sebesar Rp49.207.567.000, amounting to Rp49,207,567,000,
Rp62.315.000.000 dan Rp19.249.840.239. Rp62,315,000,000 and Rp19,249,840,239,
respectively.
Pada tanggal 17 November 2016, Peraturan On November 17, 2016, Government Regulation
Pemerintah (“PP”) No. 53 Tahun 2016 diterbitkan (“PP”) No. 53 Tahun 2016 was issued regarding
mengenai penyertaan modal Negara Republik the additional capital investment of the Republic of
Indonesia sebesar Rp121.989.066.868 yang Indonesia amounting to Rp121,989,066,868
berasal dari pengalihan Barang Milik Negara pada resulting from the transfer of Government’s Asets
Kementerian Perhubungan yang pengadaannya under the Ministry of Transportation from the
berasal dari Anggaran Pendapatan dan Belanja Indonesian State Budget Year 2008, 2009, 2010,
Negara Tahun Anggaran 2007, 2008, 2009, 2010, 2011 and 2012 which has been previously
2011 dan 2012 yang sebelumnya telah dicatat recognized as part of BPYBDS. The Company
sebagai bagian dari BPYBDS. Perusahaan accordingly reclassified the BPYBDS as Other
kemudian mereklasifikasikan BPYBDS tersebut Paid-in Capital.
sebagai Modal Disetor Lainnya.
Pada tanggal 20 Februari 2017, Perusahaan dan On February 20, 2017, the Company and DJPU
DJPU menandatangani BA perbaikan No. BA.098 signed revision BA No. BA.098 Tahun 2017
Tahun 2017 tentang penyerahan aset DJPU regarding transfer of DJPU’s assets to the
kepada Perusahaan di Bandar Udara Medan Baru Company in Medan Baru Airport (Kualanamu)
(Kualanamu) dengan nilai sebesar amounting to Rp5,148,886,570. The BA changed
Rp5.148.886.570. BA tersebut mengubah BA.98 BA.98 Tahun 2013 amounting to
Tahun 2013 sebesar Rp22.899.148.341. Rp22,899,148,341.
DJPU menandatangani BA dengan No. BA.099 signed BA No. BA.099 Tahun 2017. The Company
Tahun 2017. Perusahaan menerima aset dari received assets in Minangkabau International
DJPU di Bandar Udara Internasional Minangkabau Airport (Padang) amounting to Rp45,489,907,000.
(Padang) dengan nilai sebesar Rp45.489.907.000.
Tahun 2017 tentang penyerahan aset DJPU regarding transfer of DJPU’s assets to the
kepada Perusahaan di Bandar Udara Supadio Company in Supadio Airport (Pontianak)
(Pontianak) dengan nilai sebesar amounting to Rp19,247,011,458. The BA changed
Rp19.247.011.458. BA tersebut mencabut BA.131 BA.131 Tahun 2016 amounting to
Tahun 2017 atas penyerahan aset oleh DJPU regarding transfer of DJPU’s assets to the
kepada Perusahaan di Bandar Udara Silangit Company in Silangit Siborong-borong Airport
Siborong-borong (Silangit) sebesar (Silangit) amounting to Rp171,547,866,694. The
Rp171.547.866.694. BA tersebut mencabut BA.121 BA changed BA.121 Tahun 2016 amounting to
93

30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. OTHER COMPONENTS OF EQUITY (continued)
Pada tanggal 20 April 2017, Peraturan Pemerintah On April 20, 2017, Government Regulation (“PP”)
(“PP”) No. 16 Tahun 2017 diterbitkan mengenai No. 16 Tahun 2017 was issued regarding the
penyertaan modal Negara Republik Indonesia additional capital investment of the Republic of
sebesar Rp2.245.622.588.577 yang berasal dari Indonesia amounting to Rp2,245,622,588,577
pengalihan Barang Milik Negara pada Kementerian resulting from the transfer of Government’s Asets
Perhubungan yang pengadaannya berasal dari under the Ministry of Transportation from the
Anggaran Pendapatan dan Belanja Negara Tahun Indonesian State Budget Year 2007, 2008, 2009,
Anggaran 2007, 2008, 2009, 2010, 2011 dan 2012 2010, 2011 and 2012 which has been previously
yang sebelumnya telah dicatat sebagai bagian dari recognized as part of BPYBDS. The Company
BPYBDS. Perusahaan kemudian mereklasifikan accordingly reclassified the BPYBDS as Other
BPYBDS tersebut sebagai Modal Disetor Lainnya. Paid-in Capital.
Pada tanggal 28 Desember 2017, Perusahaan dan On December 28, 2017, the Company and DJPU
DJPU menandatangani BA dengan No. BA.1504 signed BA No. BA.1504 Tahun 2017. The
Tahun 2017. Perusahaan menerima aset dari Company received assets in Kualanamu Airport
DJPU di Bandar Udara Kualanamu (Medan) (Medan) amounting to Rp528,066,514,731.
dengan nilai sebesar Rp528.066.514.731.
Modal Pemerintah yang dialihkan ke LPPNPI Government equity transferred to LPPNPI

merupakan pengurangan penyertaan modal represents deduction of investment amount of the
Negara Republik Indonesia pada Perusahaan Republic of Indonesia in the Company in relation to
sehubungan dengan surat dari Menteri BUMN the letter from the Ministry of BUMN No. S-
No. S-48/MBU/2014 tanggal 3 Februari 2014 48/MBU/2014 dated February 3, 2014 regarding
tentang persetujuan pengalihan aset tetap the approval of fixed assets transfer to LPPNPI
kenavigasian Perusahaan kepada LPPNPI dengan with the book value of Rp337,629,801,103.
nilai buku sebesar Rp337.629.801.103.
Dari nilai buku sebesar Rp337.629.801.103 From the book value of Rp337,629,801,103, the
terdapat nilai buku sebesar Rp8.880.842.183 yang book value amounting to Rp8,880,842,183 was
diambil kembali oleh Direktorat Jenderal taken back by Directorate General of Civil Aviation.
Perhubungan Udara.
31. DIVIDEN DAN SALDO LABA DICADANGKAN 31. DIVIDENDS AND APPROPRIATED RETAINED
Pada tanggal 17 Mei 2016, pemegang saham On May 17, 2016, the Company’s shareholder held
Perusahaan mengadakan Rapat Umum Pemegang a shareholder’s meeting which was notarized under
Saham yang diaktakan melalui Akta No. 11 oleh notarial deed No. 11 of Ida Fidiyantri, S.H., where
Notaris Ida Fidiyantri, S.H., dimana pemegang the Company’s shareholder agreed to declare a
saham Perusahaan setuju untuk membagikan cash dividend totaling Rp337,464,537,557 and
dividen kas sebesar Rp337.464.537.557 dan increase the general reserve of the retained
menaikkan cadangan umum atas saldo laba earnings by Rp1,349,858,150,230.
sebesar Rp1.349.858.150.230.
Berdasarkan Risalah Rapat Umum Pegang Saham Based on minutes of general meeting of
nomor 08.03/00.1/05/2017/0572 tanggal 10 Mei shareholders number 08.03/00.1/05/2017/0572
2017, pemegang saham Perusahaan setuju untuk dated May 10 2017, the Company's shareholders
membagikan dividen kas sebesar agreed to declare a cash dividend amounting Rp
Rp330.000.000.000 dan menaikkan cadangan 330.000.000.000 and raise general reserve for
umum atas saldo laba sebesar retained earning amounting Rp 1.610.253.028.171.
Rp1.610.253.028.171. Perusahaan telah The Company has paid the dividend on June 8,
melakukan pembayaran dividen tersebut pada 2017.
tanggal 8 Juni 2017.
Pada tanggal 22 Desember 2017, pemegang On December 22, 2017, company's shareholders
saham Perusahaan menetapkan dividen interim declared interim dividend for year 2017 amounted
tahun 2017 sebesar Rp100.000.000.000. to Rp100,000,000,000. The Company has paid the
Perusahaan telah melakukan pembayaran dividen dividend on December 29, 2017.
tersebut pada tanggal 29 Desember 2017.
94

32. SELISIH EKUITAS ENTITAS ANAK 32. EQUITY DIFFERENCE OF SUBSIDIARY
Selisih ekuitas entitas anak merupakan akumulasi Equity difference of subsidiary represents
kerugian pada saat pengambilalihan accumulated losses on the takeover of PT Angkasa
PT Angkasa Pura Solusi sesuai dengan surat DK Pura Solusi based on DK letter No.
No. 06.04/00/11/101 tanggal 23 November 2011. 06.04/00/11/101 dated November 23, 2011.
33. PENDAPATAN USAHA 33. OPERATING REVENUES
Rincian pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:

2017 2016
Aeronautika Aeronautical
Jasa pelayanan penumpang 3.667.676.555.835 2.889.788.627.583 Passenger service charges
Jasa pendaratan 716.221.901.865 629.355.668.784 Landing services
Pemakaian counter 294.284.484.915 239.478.044.865 Counters usage
Pemakaian aviobridge 191.823.097.158 138.440.616.256 Aviobridge usage
Jasa parking surcharge 77.482.646.261 70.671.772.889 Parking surcharge services
Jasa penempatan 71.126.578.972 61.141.248.957 Placement services
Non-aeronautika Non-aeronautical
Konsesi 1.394.282.619.229 1.086.474.900.852 Concession
Sewa ruangan 542.249.204.550 423.104.342.294 Room rental
Pelayanan kargo 259.339.294.269 175.876.958.910 Cargo services
Parkir kendaraan 235.794.797.508 192.661.595.118 Parking
Utilitas 221.755.543.032 206.546.144.898 Utilities
Pemasangan reklame 184.276.708.144 163.178.773.399 Advertising installation
Sewa tanah 107.318.119.073 129.263.981.038 Ground rent
Lounge 77.327.420.919 90.990.753.023 Lounge
Pendapatan ICT 16.133.977.235 54.638.502.799 ICT revenue
Pas pelabuhan 7.897.603.946 7.325.068.393 Port entrance
Lainnya 45.411.355.044 86.865.493.501 Others
Total 8.110.401.907.955 6.645.802.493.559 Total
Pendapatan lainnya merupakan pendapatan Other revenues are revenues from STV usage, use
pemakaian STV, pemakaian ARINC, marshalling, of ARINC, marshalling, antenna installation, use of
pemasangan antena, pemakaian kabel data, data cable, water usage, lounge and other non-
pemakaian air, lounge dan non-aeronautika aeronautical resources.
lainnya.
Jumlah pendapatan Kelompok Usaha yang The Group’s total revenue rendered to third parties
didapatkan dari pihak ketiga dan pihak berelasi and related parties are as follows:
adalah:
2017 2016
Pihak ketiga 5.992.223.183.831 5.672.925.176.146 Third parties

Pihak berelasi 2.118.178.724.124 972.877.317.413 Related parties
Total 8.110.401.907.955 6.645.802.493.559 Total
Kelompok Usaha memiliki pendapatan dari suatu The Group has revenues from certain party with
pihak tertentu yang nilainya sama atau lebih besar total amount equivalent with or exceeding 10% of
dari 10% dari total pendapatan konsolidasiannya its consolidated revenues from PT Garuda
yaitu dari PT Garuda Indonesia (Persero) Tbk. Indonesia (Persero) Tbk.
95

34. BEBAN PEGAWAI 34. EMPLOYEE EXPENSES

2017 2016
Tunjangan 893.794.287.493 854.688.524.141 Allowance

Bonus 235.720.704.021 198.792.272.182 Bonus
Gaji dan upah 216.799.468.876 142.504.170.464 Salaries and wages
Pengobatan 62.326.470.511 15.321.510.421 Medical
Seragam karyawan 24.323.963.640 15.450.771.664 Employee uniforms
Lembur 16.611.832.703 18.993.553.425 Overtime
Total 1.449.576.727.244 1.245.750.802.297 Total
35. BEBAN OPERASIONAL BANDARA 35. AIRPORT OPERATION EXPENSES

2017 2016
Penyusutan aset tetap 825.993.230.349 808.667.339.064 Depreciation of fixed assets

Pemeliharaan bangunan Building and field
dan lapangan 819.335.274.935 522.508.748.947 maintenance
Komunikasi dan utilitas 550.337.440.696 481.074.252.403 Communication and utility
Jasa alih daya 147.998.599.802 86.418.215.601 Outsourcing
Petugas keamanan bandara 143.179.955.821 89.146.857.905 Aviation security personnel
Penerimaan Negara Bukan Aeronautical Non-Tax
Pajak Aeronautika 125.465.381.615 110.665.610.676 State Revenue
Perlengkapan dan bahan bakar 34.757.805.433 36.961.307.413 Supplies and fuel
Sewa kendaraan 31.512.972.281 24.040.210.562 Rent car
Garbarata 20.189.445.175 14.324.066.757 Aviobridge
Lainnya 24.078.543.316 62.318.193.953 Others
Total 2.722.848.649.423 2.236.124.803.281 Total
36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES
2017 2016
Beban pajak 179.504.113.223 169.069.960.718 Tax expenses
Gaji komisaris dan direksi 111.128.509.023 77.008.394.207 Commissioners and directors salary
Imbalan pasca kerja, iuran Employee benefits expense,
dana pensiun, dan iuran THT 104.025.955.961 258.040.451.392 pension contributions and THT
Reparasi dan pemeliharaan kantor 91.386.152.060 34.664.949.620 Repair and office maintenance
Beban keamanan 64.377.683.496 61.118.307.642 Security expense
Beban konsultan 64.300.827.099 54.758.245.476 Consultant fee
Asuransi 61.333.338.249 123.387.176.878 Insurance
Collection fee 54.908.146.471 53.700.970.070 Collection fee
Pengembangan sumber daya manusia 53.684.358.003 46.449.374.786 Human resources development
Perjalanan dinas 29.471.226.937 28.109.993.497 Business travel
Aset dibiayakan 17.738.741.408 15.755.373.323 Financed assets
Beban rapat dinas 14.273.864.144 18.601.784.342 Meeting expense
Persediaan dan utilitas kantor 8.586.271.857 6.626.904.916 Office supplies and utilities
Beban promosi 5.049.144.083 3.562.198.694 Promotion expense
Beban olahraga 4.413.640.067 3.921.214.691 Sport expense
Beban umum lainnya 93.333.167.857 91.006.576.873 Others
Total 957.515.139.938 1.045.781.877.125 Total
96

37. BEBAN PEMASARAN 37. MARKETING EXPENSES
Beban pemasaran merupakan pengeluaran iklan di Marketing expenses represent advertising

media elektronik dan cetak serta kegiatan promosi expenditure in electronic and print media as well as
dalam rangka meningkatkan citra Perusahaan. promotion activities in order to enhance the
Company’s image.
38. PENGHASILAN LAIN-LAIN 38. OTHER INCOME
Rincian penghasilan lain-lain adalah sebagai The details of others income are as follows:
berikut:
2017 2016
Penghasilan insidentil 49.916.254.561 30.995.129.820 Incidental income

Laba (rugi) penjualan aset tetap (776.098.045) 9.663.078.163 Gain (loss) on sale of fixed assets
Laba (rugi) selisih kurs 154.108.800 (9.022.118.270) Gain (loss) on foreign exchange
Lain-lain 28.426.995.012 37.093.649.132 Others
Total 77.721.260.328 68.729.738.845 Total
39. BEBAN LAIN-LAIN 39. OTHER EXPENSES
Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:
2017 2016
Beban PKBL 44.570.945.135 11.675.552.394 PKBL expenses

Beban asuransi pensiunan 3.792.972.500 3.198.822.000 Insuranse and pension expenses
Perayaan 2.955.247.088 3.093.843.272 Celebration
Majalah dan koran 2.356.314.129 1.706.041.113 Newpaper and magazines
Sumbangan 1.681.918.269 1.884.948.639 Donation
Lainnya 63.392.580.080 76.732.313.712 Others
Total 118.749.977.201 98.291.521.130 Total
40. PENGHASILAN KEUANGAN 40. FINANCE INCOME
Rincian penghasilan keuangan adalah sebagai The details of finance income are as follows:
berikut:
2017 2016
Penghasilan bunga jasa giro 223.133.600.440 117.271.161.938 Interest income from current account
Penghasilan bunga deposito 127.189.840.010 78.408.382.471 Interest income from time deposits
Penghasilan bunga obligasi Interest income from bonds
dan reksadana 5.670.275.660 13.455.767.734 and mutual funds
Total 355.993.716.110 209.135.312.143 Total
97

41. BEBAN KEUANGAN 41. FINANCE COST
Rincian beban keuangan adalah sebagai berikut: The details of finance cost are as follows:

2017 2016
Bunga pinjaman bank dan obligasi 287.483.429.708 14.976.394.652 Bank loans and bonds interest
Beban administrasi bank 298.725.976 231.208.926 Bank administration charges
Total 287.782.155.684 15.207.603.578 Total
42. LABA PER SAHAM 42. EARNINGS PER SHARE
Laba per saham dasar dihitung dengan membagi Basic earnings per share is computed by dividing
laba tahun berjalan dengan rata-rata tertimbang profit for the year by the weighted average number
jumlah saham yang beredar pada tahun yang of shares outstanding during the year.
bersangkutan.

2017 2016
Laba tahun yang dapat diatribusikan Profit attributable to owner

kepada pemilik entitas induk 2.009.734.355.683 1.940.253.028.171 of parent entity
Rata-rata tertimbang jumlah saham Weighted average number of
biasa yang beredar 7.000.000 6.666.667 common shares outstanding
Laba per saham dasar 287.105 291.038 Basic earnings per share
Laba per saham dilusian dihitung dengan membagi Diluted earning per share is calculated by dividing
total laba tahun berjalan yang dapat diatribusikan profit for the year attributable to owners of the
kepada pemilik entitas induk dengan jumlah rata- parent by the weighted average number of ordinary
rata tertimbang saham biasa yang beredar pada shares outstanding during the reporting period,
periode pelaporan, yang disesuaikan untuk adjusted to assume conversion of all potential
mengasumsikan konversi efek berpotensi saham dilutive ordinary shares.
biasa yang sifatnya dilutif.

2017 2016
Laba tahun yang dapat diatribusikan Profit attributable to owner

kepada pemilik entitas induk 2.009.734.355.682 1.940.253.028.171 of parent entity
Weighted average number of
Rata-rata tertimbang jumlah saham common shares outstanding
biasa yang beredar efek dilusian 9.506.489 6.860.127 diluted effect
Laba per saham dasar dilusian 211.407 282.830 Diluted earnings per share
98

43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES
Dalam kegiatan usaha normal, Kelompok Usaha In the normal course of business, the Group
melakukan transaksi dengan pihak-pihak berelasi, entered into transactions with related parties, which
yang terafiliasi dengan Kelompok Usaha melalui are affiliated with the Group through equity
kepemilikan langsung dan tidak langsung, dan/atau ownership, either direct or indirect, and/or under
di bawah kendali pihak yang sama. common control.
Rincian sifat hubungan dan jenis transaksi yang The details of nature of relationship and types of
signifikan dengan pihak berelasi adalah sebagai significant transactions with related parties are as
berikut: follows:
Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan
Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/
the Goverment of Republic Indonesia Placement of cash and cash equivalents
and Term loan facility
PT Bank Negara Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan
(Persero) Tbk Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/
PT Bank Rakyat Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan
(Persero) Tbk Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/
PT Bank Tabungan Negara Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
(Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents
the Goverment of Republic Indonesia
Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain/Other receivables

Pelayanan Navigasi Republik Indonesia/Controlled by
Penerbangan Indonesia the Goverment of Republic Indonesia
PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables
(Persero) Tbk Republik Indonesia/Controlled by related party
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/
Republik Indonesia/Controlled by Airline refueling services
PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility
PT Indonesia Infrastructure Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Finance Republik Indonesia/Controlled by Term loan facility
Lembaga Pembiayaan Ekspor Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Impor Indonesia Republik Indonesia/Controlled by Term loan facility
PT Gapura Angkasa Entitas asosiasi/Associate company Penyertaan saham/

Investment in shares of stock
PT Railink Entitas asosiasi/Associate company Penyertaan saham/

PT Purantara Mitra Angkasa Dua Entitas asosiasi/Associate company Penyertaan saham/

99

43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES
Jumlah saldo dan transaksi dengan pihak berelasi The balances and transactions with related parties
dijabarkan dalam masing-masing catatan akun. are disclosed in each respective notes of the
accounts.
44. INFORMASI SEGMEN 44. SEGMENT INFORMATION
Untuk tujuan manajemen, Perusahaan For management purposes, the Company’s

dikelompokkan berdasarkan divisi-divisi operasi businesses are grouped into operational divisions,
yaitu aeronautika, non-aeronautika, kargo dan namely aeronautical, non-aeronautical, cargo and
lainnya dan kantor cabang. others and branch offices.
Segmen aeronautika menyediakan pelayanan jasa Aeronautical segment provides airport passenger
penumpang pesawat udara (“PJP2U”), pendaratan, service (“PJP2U”), landing services, placement,
penempatan, dan jasa aeronautika lainnya. and other aeronautics sevices. Non-aeronautical
Segmen non-aeronautika menyediakan jasa sewa, segment provides rent, concession, billboards,
konsesi, reklame, parkir dan jasa non-aeronautika parking and other non-aeronautical service. Cargo
lainnya. Segmen kargo menyediakan jasa segment provides cargo services. Individual
pelayanan kargo. Segmen usaha yang secara business segments that do not exceed 10% of the
individu tidak melebihi 10% dari Pendapatan usaha Company's operating revenues are presented as
Perusahaan disajikan sebagai lain-lain. others.
2017
Aeronautika/ Non-aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/

Aeronautical Non-aeronautical Cargo Others Total Elimination Total
PENDAPATAN REVENUES
Soekarno-Hatta 3.448.362.678.040 2.907.322.561.835 117.459.684.314 - 6.473.144.924.189 (599.465.282.003) 5.873.679.642.186 Soekarno-Hatta

Kualanamu 679.980.648.712 274.958.154.773 42.516.274.521 - 997.455.078.006 (79.044.239.905) 918.410.838.101 Kualanamu
Halim Perdanakusuma 189.605.593.838 95.527.893.387 1.643.181.900 - 286.776.669.125 (11.073.659.383) 275.703.009.742 Halim Perdanakusuma
Kantor pusat - 2.240.166.560 - - 2.240.166.560 - 2.240.166.560 Head office
Sultan Mahmud Badaruddin II 132.328.635.038 62.848.919.623 16.460.714.500 - 211.638.269.161 (7.090.937.947) 204.547.331.214 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 120.045.575.573 49.798.895.356 15.138.262.540 - 184.982.733.469 (5.587.357.369) 179.395.376.100 Sultan Syarif Kasim II
Minangkabau 98.785.697.306 35.658.057.923 15.161.230.342 - 149.604.985.571 (6.528.963.896) 143.076.021.675 Minangkabau
Husein Sastranegara 124.724.230.954 46.391.794.052 3.166.964.750 - 174.282.989.756 (15.664.128.989) 158.618.860.767 Husein Sastranegara
Supadio 83.825.376.648 38.831.151.842 16.751.509.420 - 139.408.037.910 (4.580.042.682) 134.827.995.228 Supadio
Depati Amir 29.830.496.596 22.879.147.732 7.160.385.874 - 59.870.030.202 (4.278.334.643) 55.591.695.559 Depati Amir
Sultan Thaha 69.796.069.592 27.367.965.342 7.335.019.069 - 104.499.054.003 (3.712.325.174) 100.786.728.829 Sultan Thaha
Sultan Iskandar Muda 32.292.633.963 9.883.151.234 3.645.701.100 - 45.821.486.297 (615.822.010) 45.205.664.287 Sultan Iskandar Muda
Raja Haji Fisabilillah 7.597.189.548 6.302.854.820 2.862.651.861 - 16.762.696.229 (1.034.116.115) 15.728.580.114 Raja Haji Fisabilillah
Silangit 1.440.439.198 1.064.231.795 85.326.600 - 2.589.997.593 - 2.589.997.593 Silangit
TOTAL 5.018.615.265.006 3.581.074.946.274 249.386.906.791 - 8.849.077.118.071 (738.675.210.116) 8.110.401.907.955 TOTAL
Beban operasional bandara Airport operation expenses
Soekarno-Hatta 1.160.996.828.749 702.921.479.084 35.129.731.429 - 1.899.048.039.262 (256.908.430.509) 1.642.139.608.753 Soekarno-Hatta

Halim Perdanakusuma 67.695.013.403 32.310.786.672 35.912.912 - 100.041.712.987 (13.170.949.657) 86.870.763.330 Halim Perdanakusuma
Kantor pusat 96.974.812.065 124.288.275 - - 97.099.100.340 - 97.099.100.340 Head office
Husein Sastranegara 21.480.668.003 28.842.241.599 168.985.462 - 50.491.895.064 (5.627.898.430) 44.863.996.634 Husein Sastranegara
Supadio 21.040.061.125 31.774.177.982 2.198.408.243 - 55.012.647.350 (7.342.252.725) 47.670.394.625 Supadio
Sultan Iskandar Muda 24.728.999.946 17.332.337.968 1.124.068.187 - 43.185.406.101 (6.212.809.582) 36.972.596.519 Sultan Iskandar Muda
Raja Haji Fisabilillah 21.126.138.472 7.415.533.723 687.009.253 - 29.228.681.448 (4.069.407.610) 25.159.273.838 Raja Haji Fisabilillah
Silangit 5.038.379.507 871.958.517 - - 5.910.338.024 - 5.910.338.024 Silangit
Sub- total 1.985.920.490.981 1.084.017.779.747 57.653.511.410 - 3.127.591.782.138 (404.743.132.715) 2.722.848.649.423 Sub-total
Beban pegawai Employee expenses
Soekarno-Hatta 353.487.391.971 265.445.445.859 25.821.299.407 - 644.754.137.237 - 644.754.137.237 Soekarno-Hatta

Kualanamu 138.455.948.875 21.714.740.975 8.832.030.598 - 169.002.720.448 - 169.002.720.448 Kualanamu
Halim Perdanakusuma 26.492.138.359 26.758.150.180 96.800.649 - 53.347.089.188 - 53.347.089.188 Halim Perdanakusuma
Kantor pusat 188.481.278.476 27.836.037.961 - - 216.317.316.437 - 216.317.316.437 Head office
Sultan Mahmud Badaruddin II 23.284.720.647 22.839.853.698 1.969.277.617 - 48.093.851.962 - 48.093.851.962 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 26.668.801.538 25.291.472.725 2.456.153.586 - 54.416.427.849 - 54.416.427.849 Sultan Syarif Kasim II
Minangkabau 28.965.790.156 17.242.706.378 2.288.692.809 - 48.497.189.343 - 48.497.189.343 Minangkabau
Husein Sastranegara 26.266.994.647 11.427.167.897 357.271.083 - 38.051.433.627 - 38.051.433.627 Husein Sastranegara
Supadio 23.037.281.467 19.975.108.905 2.612.703.978 - 45.625.094.350 - 45.625.094.350 Supadio
Depati Amir 15.175.585.256 12.846.346.610 1.096.046.478 - 29.117.978.344 - 29.117.978.344 Depati Amir
Sultan Thaha 13.210.642.776 19.850.270.380 888.596.691 - 33.949.509.847 - 33.949.509.847 Sultan Thaha
Sultan Iskandar Muda 21.908.603.730 12.264.516.128 619.402.691 - 34.792.522.549 - 34.792.522.549 Sultan Iskandar Muda
Raja Haji Fisabilillah 11.788.649.657 12.076.377.016 1.780.108.749 - 25.645.135.422 - 25.645.135.422 Raja Haji Fisabilillah
Silangit 5.616.865.921 2.349.454.720 - - 7.966.320.641 - 7.966.320.641 Silangit
Sub- total 902.840.693.476 497.917.649.432 48.818.384.336 - 1.449.576.727.244 - 1.449.576.727.244 Sub-total
100

44. INFORMASI SEGMEN (lanjutan) 44. SEGMENT INFORMATION (continued)

2017 (lanjutan/continued)


Beban umum dan administrasi expenses
Soekarno-Hatta 344.017.695.098 213.864.545.683 10.843.224.202 - 568.725.464.983 (234.539.961.034) 334.185.503.949 Soekarno-Hatta

Halim Perdanakusuma 17.965.575.121 11.472.101.454 189.165.634 - 29.626.842.209 (14.854.297.383) 14.772.544.826 Halim Perdanakusuma
Sultan Mahmud Badaruddin II 12.055.746.348 5.857.406.338 357.528.984 - 18.270.681.670 (9.283.698.810) 8.986.982.860 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 7.991.098.665 5.255.564.492 465.402.655 - 13.712.065.812 (6.968.151.837) 6.743.913.975 Sultan Syarif Kasim II
Minangkabau 10.444.875.217 4.253.095.566 382.980.752 - 15.080.951.535 (6.907.262.052) 8.173.689.483 Minangkabau
Supadio 7.265.872.662 3.507.157.255 1.061.293.734 - 11.834.323.651 (5.998.141.138) 5.836.182.513 Supadio
Depati Amir 4.560.496.084 1.874.479.875 312.685.579 - 6.747.661.538 (3.421.228.901) 3.326.432.637 Depati Amir
Sultan Thaha 3.882.206.789 5.881.735.902 428.928.565 - 10.192.871.256 (4.151.869.238) 6.041.002.018 Sultan Thaha
Sultan Iskandar Muda 4.806.801.516 2.370.214.761 290.275.757 - 7.467.292.034 (3.805.357.765) 3.661.934.269 Sultan Iskandar Muda
Raja Haji Fisabilillah 2.750.004.791 1.297.961.843 813.574.691 - 4.861.541.325 (2.471.593.200) 2.389.948.125 Raja Haji Fisabilillah
Silangit 3.002.863.030 1.253.450.182 - - 4.256.313.212 - 4.256.313.212 Silangit
Sub- total 967.184.705.901 307.845.238.651 16.417.272.787 - 1.291.447.217.339 (333.932.077.401) 957.515.139.938 Sub-total
Beban pemasaran - - - 19.851.417.634 19.851.417.634 - 19.851.417.634 Marketing expenses
Pendapatan lain-lain Other income
Soekarno-Hatta - - - 15.236.507.597 15.236.507.597 - 15.236.507.597 Soekarno-Hatta

Kualanamu - - - 3.210.973.149 3.210.973.149 - 3.210.973.149 Kualanamu
Halim Perdanakusuma - - - 1.990.058.333 1.990.058.333 - 1.990.058.333 Halim Perdanakusuma
Kantor pusat - - - 50.999.250.727 50.999.250.727 - 50.999.250.727 Head office
Sultan Mahmud Badaruddin II - - - 163.887.487 163.887.487 - 163.887.487 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II - - - 649.524.000 649.524.000 - 649.524.000 Sultan Syarif Kasim II
Minangkabau - - - 903.877.469 903.877.469 - 903.877.469 Minangkabau
Husein Sastranegara - - - 480.718.182 480.718.182 - 480.718.182 Husein Sastranegara
Supadio - - - 1.559.750.858 1.559.750.858 - 1.559.750.858 Supadio
Depati Amir - - - 265.585.183 265.585.183 - 265.585.183 Depati Amir
Sultan Thaha - - - 2.115.883.404 2.115.883.404 - 2.115.883.404 Sultan Thaha
Sultan Iskandar Muda - - - 216.483.855 216.483.855 - 216.483.855 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - (42.566.334) (42.566.334) - (42.566.334) Raja Haji Fisabilillah
Silangit - - - (28.673.582) (28.673.582) - (28.673.582) Silangit
Sub-total - - - 77.721.260.328 77.721.260.328 - 77.721.260.328 Sub-total
Beban lain-lain Other expenses

Kualanamu - - - 1.250.662.368 1.250.662.368 - 1.250.662.368 Kualanamu
Halim Perdanakusuma - - - 653.985.229 653.985.229 - 653.985.229 Halim Perdanakusuma
Sultan Mahmud Badaruddin II - - - 904.378.606 904.378.606 - 904.378.606 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II - - - 1.948.184.486 1.948.184.486 - 1.948.184.486 Sultan Syarif Kasim II
Supadio - - - 1.104.109.493 1.104.109.493 - 1.104.109.493 Supadio
Sultan Thaha - - - 254.380.655 254.380.655 - 254.380.655 Sultan Thaha
Raja Haji Fisabilillah - - - 407.916.893 407.916.893 - 407.916.893 Raja Haji Fisabilillah
Silangit - - - 382.463.748 382.463.748 - 382.463.748 Silangit
Beban pajak final - - - (173.515.338.927) (173.515.338.927) - (173.515.338.927) Final tax expenses
Pendapatan pendanaan - - - 355.993.716.110 355.993.716.110 - 355.993.716.110 Finance income
Share in profit of
Bagian laba entitas asosiasi - - - 17.900.997.484 17.900.997.484 - 17.900.997.484 associated entities
Beban pendanaan - - - (287.782.155.684) (287.782.155.684) - (287.782.155.684) Finance expenses
Beban pajak penghasilan - - - (822.322.731.906) (822.322.731.906) - (822.322.731.906) Income tax expenses
Laba (Rugi) 1.162.669.374.648 1.691.294.278.444 126.497.738.258 (970.605.647.430) 2.009.855.743.920 - 2.009.855.743.920 Profit (Loss)
101


Aeronautika/ Non-Aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/

Aset segmen Segment Assets
Soekarno-Hatta 12.505.560.929.878 (301.388.332.404) 12.204.172.597.474 Soekarno-Hatta

Kualanamu 4.757.424.492.830 (52.716.473.670) 4.704.708.019.160 Kualanamu
Halim Perdanakusuma 192.410.161.383 (4.352.848.408) 188.057.312.975 Halim Perdanakusuma
Kantor pusat 10.935.616.524.775 (558.982.427.901) 10.376.634.096.874 Head office
Sultan Mahmud Badaruddin II 796.514.805.417 (5.539.649.064) 790.975.156.353 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 736.328.194.680 (6.187.819.276) 730.140.375.404 Sultan Syarif Kasim II
Minangkabau 638.912.349.096 (5.280.711.928) 633.631.637.168 Minangkabau
Husein Sastranegara 324.647.031.687 (10.329.120.376) 314.317.911.311 Husein Sastranegara
Supadio 922.998.986.838 (6.569.976.489) 916.429.010.349 Supadio
Depati Amir 396.850.212.366 (4.613.968.499) 392.236.243.867 Depati Amir
Sultan Thaha 475.327.512.247 (4.612.964.871) 470.714.547.376 Sultan Thaha
Sultan Iskandar Muda 367.145.483.087 (2.133.757.210) 365.011.725.877 Sultan Iskandar Muda
Raja Haji Fisabilillah 360.099.736.073 (3.234.384.482) 356.865.351.591 Raja Haji Fisabilillah
Silangit 208.065.332.885 208.065.332.885 Silangit
Total 33.617.901.753.242 (965.942.434.578) 32.651.959.318.664 Total
Liabilitas segmen Segment Liabilities
Soekarno-Hatta (1.484.961.315.407) 284.364.881.601 (1.200.596.433.806) Soekarno-Hatta

Kualanamu (232.091.304.147) 42.918.010.863 (189.173.293.284) Kualanamu
Halim Perdanakusuma (82.398.421.529) 12.398.571.457 (69.999.850.072) Halim Perdanakusuma
Kantor pusat (8.781.606.628.334) 31.356.506.652 (8.750.250.121.682) Head office
Sultan Mahmud Badaruddin II (77.419.732.655) 10.600.716.462 (66.819.016.193) Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II (69.861.067.237) 9.615.126.244 (60.245.940.993) Sultan Syarif Kasim II
Minangkabau (69.160.251.235) 9.262.356.530 (59.897.894.705) Minangkabau
Husein Sastranegara (98.096.593.073) 15.399.911.432 (82.696.681.641) Husein Sastranegara
Supadio (82.947.613.632) 11.475.254.420 (71.472.359.212) Supadio
Depati Amir (24.463.111.507) 4.173.617.322 (20.289.494.185) Depati Amir
Sultan Thaha (21.699.101.725) 3.672.984.787 (18.026.116.938) Sultan Thaha
Sultan Iskandar Muda (11.590.724.712) 1.502.346.896 (10.088.377.816) Sultan Iskandar Muda
Raja Haji Fisabilillah (12.152.041.561) 1.576.228.659 (10.575.812.902) Raja Haji Fisabilillah
Silangit (3.694.224.788) - (3.694.224.788) Silangit
_____
Total (11.052.142.131.542) 438.316.513.325 (10.613.825.618.217) Total
2016

PENDAPATAN REVENUES
Soekarno-Hatta 2.714.746.360.357 1.779.496.954.024 - - 4.494.243.314.381 (203.558.725.556) 4.290.684.588.825 Soekarno-Hatta

Kualanamu 625.042.968.504 378.846.219.063 41.554.340.652 - 1.045.443.528.219 (20.854.579.495) 1.024.588.948.724 Kualanamu
Halim Perdanakusuma 161.401.952.929 86.208.169.758 1.727.169.160 - 249.337.291.847 (11.245.194.570) 238.092.097.277 Halim Perdanakusuma
Kantor pusat - 306.280.098.099 62.392.567.184 - 368.672.665.283 (39.116.634.370) 329.556.030.913 Head office
Husein Sastranegara 78.665.049.112 19.030.405.475 2.229.903.249 - 99.925.357.836 (2.482.370.440) 97.442.987.396 Husein Sastranegara
Supadio 62.918.449.275 28.070.520.914 13.638.515.681 - 104.627.485.870 (3.661.584.166) 100.965.901.704 Supadio
Sultan Iskandar Muda 27.408.471.092 6.943.821.515 2.658.280.402 - 37.010.573.009 (905.768.261) 36.104.804.748 Sultan Iskandar Muda
Raja Haji Fisabilillah 5.902.559.189 4.407.030.467 2.803.812.478 - 13.113.402.134 (574.863.325) 12.538.538.809 Raja Haji Fisabilillah
Silangit 821.355.839 355.975.707 25.537.500 - 1.202.869.046 (46.434.300) 1.156.434.746 Silangit
TOTAL 4.028.875.979.334 2.744.903.103.501 172.113.704.660 - 6.945.892.787.495 (300.090.293.936) 6.645.802.493.559 TOTAL
Beban operasional bandara Airport operation expenses
Soekarno-Hatta 736.195.216.598 251.270.311.833 13.671.683.864 - 1.001.137.212.295 (53.165.742.507) 947.971.469.788 Soekarno-Hatta

Halim Perdanakusuma 59.781.616.389 17.560.491.578 - - 77.342.107.967 (3.266.460.768) 74.075.647.199 Halim Perdanakusuma
Husein Sastranegara 23.273.905.725 3.532.643.230 510.984.811 - 27.317.533.766 (758.901.598) 26.558.632.168 Husein Sastranegara
Supadio 31.397.326.469 9.448.158.920 778.594.166 - 41.624.079.555 (1.917.839.623) 39.706.239.932 Supadio
Depati Amir 24.129.448.748 1.135.405.440 - - 25.264.854.188 (224.406.412) 25.040.447.776 Depati Amir
Sultan Thaha 24.753.295.128 1.164.760.382 - - 25.918.055.510 (273.908.462) 25.644.147.048 Sultan Thaha
Sultan Iskandar Muda 40.504.568.007 12.193.045.484 1.635.969.043 - 54.333.582.534 (2.052.922.567) 52.280.659.967 Sultan Iskandar Muda
Raja Haji Fisabilillah 20.756.398.159 988.686.244 254.998.493 - 22.000.082.896 (219.251.905) 21.780.830.991 Raja Haji Fisabilillah
Silangit 13.072.259.684 138.796.394 - - 13.211.056.078 (30.580.929) 13.180.475.149 Silangit
Sub- total 1.594.552.163.508 689.979.256.130 34.965.417.069 - 2.319.496.836.707 (83.372.033.426) 2.236.124.803.281 Sub-total
Beban pegawai Employee expenses
Soekarno-Hatta 396.847.492.701 58.475.786.831 9.198.753.710 - 464.522.033.242 - 464.522.033.242 Soekarno-Hatta

Kualanamu 115.910.832.739 10.867.333.016 15.131.821.034 - 141.909.986.789 - 141.909.986.789 Kualanamu
Halim Perdanakusuma 34.056.958.737 9.270.022.661 - - 43.326.981.398 - 43.326.981.398 Halim Perdanakusuma
Kantor pusat 263.307.829.748 15.466.596.838 3.677.398.193 - 282.451.824.779 - 282.451.824.779 Head office
Sultan Mahmud Badaruddin II 32.877.748.153 9.061.697.871 413.850.126 - 42.353.296.150 - 42.353.296.150 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 37.624.579.601 10.370.009.871 473.601.079 - 48.468.190.551 - 48.468.190.551 Sultan Syarif Kasim II
Minangkabau 32.883.938.981 9.063.404.174 413.928.053 - 42.361.271.208 - 42.361.271.208 Minangkabau
Husein Sastranegara 26.751.969.692 3.053.450.258 294.113.966 - 30.099.533.916 - 30.099.533.916 Husein Sastranegara
Supadio 30.091.675.338 8.292.790.475 378.770.287 - 38.763.236.100 - 38.763.236.100 Supadio
Depati Amir 23.998.874.660 388.736.415 - - 24.387.611.075 - 24.387.611.075 Depati Amir
Sultan Thaha 27.482.182.293 445.159.416 - - 27.927.341.709 - 27.927.341.709 Sultan Thaha
Sultan Iskandar Muda 24.529.275.573 6.760.708.891 412.574.760 - 31.702.559.224 - 31.702.559.224 Sultan Iskandar Muda
Raja Haji Fisabilillah 20.588.078.766 343.364.641 609.742.345 - 21.541.185.752 - 21.541.185.752 Raja Haji Fisabilillah
Silangit 5.872.869.410 62.880.994 - - 5.935.750.404 - 5.935.750.404 Silangit
Sub- total 1.072.824.306.392 141.921.942.352 31.004.553.553 - 1.245.750.802.297 - 1.245.750.802.297 Sub-total
102



Beban umum dan administrasi General and administrative expenses
Soekarno-Hatta 240.952.337.520 141.961.106.648 3.972.237.146 - 386.885.681.314 (164.719.983.060) 222.165.698.254 Soekarno-Hatta

Halim Perdanakusuma 20.190.475.074 7.578.105.625 - - 27.768.580.699 (10.171.292.008) 17.597.288.691 Halim Perdanakusuma
Kantor pusat 555.266.369.604 115.350.917.225 9.324.969.469 - 679.942.256.298 - 679.942.256.298 Head office
Sultan Mahmud Badaruddin II 12.049.977.512 4.887.374.846 971.538.008 - 17.908.890.366 (5.871.908.529) 12.036.981.837 Sultan Mahmud Badaruddin II
Minangkabau 8.180.230.724 3.317.836.389 659.536.921 - 12.157.604.034 (3.986.195.535) 8.171.408.499 Minangkabau
Supadio 7.924.733.043 2.710.876.397 610.065.764 - 11.245.675.204 (3.256.966.927) 7.988.708.277 Supadio
Depati Amir 6.569.030.410 1.383.738.649 - - 7.952.769.059 (1.662.484.878) 6.290.284.181 Depati Amir
Sultan Thaha 6.173.143.280 1.300.346.689 - - 7.473.489.969 (1.562.294.085) 5.911.195.884 Sultan Thaha
Sultan Iskandar Muda 4.525.027.895 1.835.315.252 634.142.729 - 6.994.485.876 (2.293.329.203) 4.701.156.673 Sultan Iskandar Muda
Raja Haji Fisabilillah 3.261.553.249 838.411.451 718.642.229 - 4.818.606.929 (1.017.362.528) 3.801.244.401 Raja Haji Fisabilillah
Silangit 2.501.088.677 400.430.086 - - 2.901.518.763 (481.094.438) 2.420.424.325 Silangit
Sub- total 943.020.599.910 299.607.878.022 19.871.659.703 - 1.262.500.137.635 (216.718.260.510) 1.045.781.877.125 Sub-total
Beban pemasaran - - - 17.814.457.638 17.814.457.638 - 17.814.457.638 Marketing expenses
Pendapatan lain-lain Other income

Kualanamu - - - (11.727.212) (11.727.212) - (11.727.212) Kualanamu
Halim Perdanakusuma - - - (23.128.671) (23.128.671) - (23.128.671) Halim Perdanakusuma
Sultan Mahmud Badaruddin II - - - 1.123.267.220 1.123.267.220 - 1.123.267.220 Sultan Mahmud Badaruddin II
Supadio - - - 766.858.818 766.858.818 - 766.858.818 Supadio
Silangit - - - - - - - Silangit
Beban lain-lain Other expenses

Kualanamu - - - 607.190.108 607.190.108 - 607.190.108 Kualanamu
Halim Perdanakusuma - - - (237.431.433) (237.431.433) - (237.431.433) Halim Perdanakusuma
Sultan Mahmud Badaruddin II - - - 1.198.676.318 1.198.676.318 - 1.198.676.318 Sultan Mahmud Badaruddin II
Supadio - - - 924.951.109 924.951.109 - 924.951.109 Supadio
Silangit - - - 200.644.372 200.644.372 - 200.644.372 Silangit
Beban pajak final - - - (135.070.205.475) (135.070.205.475) - (135.070.205.475) Final tax expenses
Pendapatan pendanaan - - - 209.135.312.143 209.135.312.143 - 209.135.312.143 Finance income
Share in profit of
Bagian laba entitas asosiasi - - - (211.587.989) (211.587.989) - (211.587.989) associated entities
Beban pendanaan - - - (15.207.603.578) (15.207.603.578) - (15.207.603.578) Finance expenses
Beban pajak penghasilan - - - (189.160.840.828) (189.160.840.828) - (189.160.840.828) Income tax expenses
Laba (Rugi) 418.478.909.524 1.613.394.026.997 86.272.074.335 (177.891.165.650) 1.940.253.845.206 - 1.940.253.845.206 Profit (Loss)
103



Aset segmen Segment Assets
Soekarno-Hatta 11.007.089.104.261 (96.825.112.719) 10.910.263.991.542 Soekarno-Hatta

Kualanamu 4.482.746.452.454 (14.654.139.645) 4.468.092.312.809 Kualanamu
Halim Perdanakusuma 163.768.352.768 (1.343.680.256) 162.424.672.512 Halim Perdanakusuma
Kantor pusat 8.591.389.364.098 (556.252.029.372) 8.035.137.334.726 Head office
Sultan Mahmud Badaruddin II 744.993.323.235 (72.645.143) 744.920.678.092 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 664.863.174.724 (529.680.000) 664.333.494.724 Sultan Syarif Kasim II
Minangkabau 536.422.084.161 (6.673.064) 536.415.411.097 Minangkabau
Husein Sastranegara 233.205.216.296 (54.528.713) 233.150.687.583 Husein Sastranegara
Supadio 715.548.777.887 (752.033.722) 714.796.744.165 Supadio
Depati Amir 341.963.077.796 - 341.963.077.796 Depati Amir
Sultan Thaha 391.400.678.876 (18.106.000) 391.382.572.876 Sultan Thaha
Sultan Iskandar Muda 375.626.312.292 (14.323.320) 375.611.988.972 Sultan Iskandar Muda
Raja Haji Fisabilillah 323.383.592.348 - 323.383.592.348 Raja Haji Fisabilillah
Silangit 89.341.774.268 - 89.341.774.268 Silangit
Total 28.661.741.285.464 (670.522.951.954) 27.991.218.333.510 Total
Liabilitas segmen Segment Liabilities
Soekarno-Hatta (1.925.067.650.328) 3.742.965.671 (1.921.324.684.657) Soekarno-Hatta

Kualanamu (271.628.802.411) 14.002.696.172 (257.626.106.239) Kualanamu
Halim Perdanakusuma (66.502.011.172) 3.643.935.640 (62.858.075.532) Halim Perdanakusuma
Kantor pusat (5.696.672.090.330) 283.477.072.329 (5.413.195.018.001) Head office
Sultan Mahmud Badaruddin II (35.276.794.570) 536.790.100 (34.740.004.470) Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II (47.745.204.075) 4.012.120.564 (43.733.083.511) Sultan Syarif Kasim II
Minangkabau (22.439.877.614) 1.449.435.680 (20.990.441.934) Minangkabau
Husein Sastranegara (122.455.901.886) 829.289.940 (121.626.611.946) Husein Sastranegara
Supadio (118.135.452.204) 623.343.252 (117.512.108.952) Supadio
Depati Amir (32.216.860.229) - (32.216.860.229) Depati Amir
Sultan Thaha (15.355.137.108) 210.614.125 (15.144.522.983) Sultan Thaha
Sultan Iskandar Muda (9.559.439.181) 136.196.700 (9.423.242.481) Sultan Iskandar Muda
Raja Haji Fisabilillah (11.829.922.148) 79.986.849 (11.749.935.299) Raja Haji Fisabilillah
Silangit (1.460.820.512) - (1.460.820.512) Silangit
_____
Total (8.376.345.963.768) 312.744.447.022 (8.063.601.516.746) Total
45. TUJUAN DAN KEBIJAKAN MANAJEMEN 45. FINANCIAL RISK MANAGEMENT OBJECTIVES
RISIKO KEUANGAN AND POLICIES
MANAJEMEN RISIKO RISK MANAGEMENT
Liabilitas keuangan pokok Kelompok Usaha terdiri The principal financial liabilities of the Group
dari utang usaha, utang lain-lain, beban akrual, consist of trade payables, other payables, accrued
liabilitas imbalan kerja jangka pendek, utang bank expenses, short-term employee benefit liabilities,
dan utang jaminan. Tujuan utama dari liabilitas bank loans and security deposits. The main
keuangan tersebut adalah untuk mengumpulkan purpose of these financial liabilities is to raise funds
dana untuk operasi Kelompok Usaha. Kelompok for the operations of the Group. The Group also
Usaha juga memiliki berbagai aset keuangan has various financial assets such as cash and cash
seperti kas dan setara kas, piutang usaha dan equivalents, trade receivables and other
piutang lain-lain yang timbul secara langsung dari receivables, which arise directly from its
kegiatan usahanya. operations.
Kegiatan Kelompok Usaha mencakup aktivitas The Group’s activities involve taking on risks in a
pengambilan risiko dengan sasaran tertentu targeted manner and managing them
dengan pengelolaan yang profesional. Fungsi professionally. The main functions of the Group’s
Utama dari manajemen risiko Kelompok Usaha risk management are to identify all key risks for the
adalah untuk mengidentifikasi seluruh risiko kunci, Group, measure these risks and manage the risk
mengukur risiko-risiko ini dan mengelola posisi positions. The Group regularly reviews its risk
risiko. Kelompok Usaha secara rutin menelaah management policies and systems to reflect
kebijakan dan sistem manajemen risiko untuk changes in markets and best practices.
menyesuaikan dengan perubahan di pasar dan
praktik pasar terbaik.
104

RISIKO KEUANGAN (lanjutan) AND POLICIES (continued)
MANAJEMEN RISIKO (lanjutan) RISK MANAGEMENT (continued)
Tujuan Kelompok Usaha dalam mengelola risiko The Group’s aim in managing the financial risks is
keuangan adalah untuk mencapai keseimbangan to achieve an appropriate balance between risk
yang sesuai antara risiko dan tingkat pengembalian and return, and minimize potential adverse effects
dan meminimalisasi potensi efek memburuknya on the Group’s financial performance.
kinerja keuangan Kelompok Usaha.
Kelompok Usaha mendefinisikan risiko keuangan The Group defines financial risk as the possibility of
sebagai kemungkinan kerugian atau laba yang losses or profits foregone, which may be caused by
hilang, yang disebabkan oleh faktor internal dan internal or external factors which might have
eksternal yang berpotensi negatif terhadap negative potential impact to the achievement of the
pencapaian tujuan Kelompok Usaha. Group’s objectives.
Direksi menyediakan kebijakan tertulis manajemen The Directors provide written policies for overall
risiko secara keseluruhan termasuk kebijakan risk management, as well as written policies
tertulis untuk area khusus seperti risiko mata uang covering specific areas, such as foreign curreny
asing, risiko tingkat bunga, risiko kredit dan risiko risk, interest rate risk, credit risk and liquidity risk of
likuiditas instrumen keuangan. Masing-masing unit financial instruments. Each business unit carries
usaha melaksanakan manajemen risiko out the risk management based on the written
berdasarkan kebijakan - kebijakan yang disetujui policies approved by the Board of Dircetors. Risk
oleh Direksi. Biro Manajemen Risiko dan Management and Compliance Bureau monitors the
Kepatuhan (“BMRK”) memonitor pelaksanaan risk management carried out by the Group.
manajemen risiko yang dilaksanakan oleh
Kelompok Usaha.
Risiko signifikan yang berasal dari instrumen The significant risks arising from financial
keuangan Kelompok Usaha diantaranya adalah instruments to which the Group is exposed are
risiko tingkat suku bunga, risiko kredit dan risiko interest rate risk, credit risk and liquidity0risk.
likuiditas.
a. Risiko tingkat suku bunga a. Interest rate risk
Risiko tingkat suku bunga adalah risiko dimana Interest rate risk is the risk that the fair value or
nilai wajar atau arus kas masa datang dari future cash flows of a financial instrument will
suatu instrumen keuangan akan berfluktuasi fluctuate because of changes in market
akibat perubahan suku bunga pasar. interest rates.
Perusahaan memiliki eksposur terhadap risiko The Company is exposed to the risk of
perubahan suku bunga pasar yang berkaitan changes in market interest rates related to
dengan kas dan setara kas dan utang bank. cash and cash equivalents and bank loans.
Saat ini, Perusahaan belum memiliki kebijakan Currently, the Company does not yet have a
formal untuk lindung nilai risiko tingkat suku formal policy to hedge interest rate risk.
bunga.
Pergerakan tingkat suku bunga diawasi untuk Interest rate movements are monitored to
meminimalisasi dampak negatif terhadap posisi minimize any negative impact on the
keuangan Perusahaan. Pinjaman dalam Company’s financial position. Borrowings at
berbagai tingkat suku bunga menyebabkan different interest rates caused the Company
Perusahaan terekspos risiko tingkat bunga. exposed to interest rate risk. To measure the
Untuk mengukur risiko pasar atas pergerakan market risk of interest rate movements, the
suku bunga, Perusahaan melakukan analisis Company conducts analysis on interest margin
pada pergerakan marjin tingkat bunga dan profil and the maturity profile of financial assets and
jatuh tempo aset dan liabilitas keuangan liabilities based on schedule changes in
berdasarkan jadwal perubahan suku bunga. interest rates.
105

a. Risiko tingkat suku bunga (lanjutan) a. Interest rate risk (continued)
Perusahaan menghadapi risiko tingkat suku The Company is exposed to the interest rate
bunga atas penarikan pinjaman jangka panjang risk for the interest-bearing loans drawdowns
dari fasilitas Pinjaman Berjangka (“PB”) masing- from the Term Loan Facility (“PB”) totalling
masing sebesar Rp4.361.245.360.445 dan Rp4,361,245,360,445 and
Rp2.785.711.574.493 pada tanggal Rp2,785,711,574,493 as of December 31,
31 Desember 2017 dan 2016. 2017 and 2016, respectively.
Pada tanggal 31 Desember 2017 dan 2016, jika As at December 31, 2017 and 2016, if interest
tingkat bunga atas pinjaman lebih tinggi/rendah rates on Rupiah-denominated borrowings had
1% dan variabel lain dianggap tetap, laba setelah been 1% higher/lower with all other variables
pajak untuk tahun berjalan akan lebih held constant, profit after tax for the year
rendah/tinggi masing-masing sebesar would have been Rp16,929,231,689 and
Rp16.929.231.689 dan Rp3.167.260.274, Rp3,167,260,274 lower/higher, respectively,
terutama sebagai akibat tingginya/rendahnya mainly as a result of higher/lower interest
beban bunga dari pinjaman dengan suku bunga expense on floating rate borrowings.
mengambang.
b. Risiko kredit b. Credit risk

Risiko kredit adalah risiko bahwa Kelompok Credit risk is the risk that the Group will incur
Usaha akan mengalami kerugian yang timbul a loss arising from its customers’ or
dari pelanggan atau counterparty yang gagal counterparties’ failure to fulfill their
memenuhi kewajiban kontraktual mereka. contractual obligations. Credit risk arises
Risiko kredit terutama berasal dari piutang mainly from trade receivables from customers
usaha dari para pelanggan sehubungan relating to operating revenues of airport
dengan Pendapatan usaha pelayanan jasa services and its related services.
kebandarudaraan dan jasa terkaitnya.
Kelompok Usaha terekspos risiko kredit The Group are exposed to credit risk mainly
terutama dari piutang usaha dan piutang lain- from trade receivables and other receivables.
lain. Risiko kredit dikendalikan dengan Credit risk is controlled by the continuous
pengawasan terus menerus atas saldo dan monitoring and billing accounts receivable
penagihan piutang usaha dan piutang lain-lain. balances and other receivables.
Tabel di bawah ini menunjukkan risiko kredit The table below shows the maximum
maksimum untuk komponen-komponen dari exposure to credit risk on the components of
laporan posisi keuangan konsolidasian pada the consolidated statement of financial position
tanggal 31 Desember 2017 dan 2016: as of December 31, 2017 dan 2016:
< 1 tahun/ 1-2 tahun/ > 3 tahun/ Total/

< 1 year 1-2 years > 3 years Total
Piutang usaha 814.010.895.838 - - 814.010.895.838 Trade receivables

Piutang lain-lain 55.819.254.518 - - 55.819.254.518 Other receivables
harus diterima 306.797.877.503 - - 306.797.877.503 Accrued revenue
Aset tidak lancar lain-lain 1.230.404.991 - - 1.230.404.991 Other non-current assets
Total 1.177.858.432.850 - - 1.177.858.432.850 Total
106

b. Risiko kredit (lanjutan) b. Credit risk (continued)


Piutang usaha 807.758.024.270 - - 807.758.024.270 Trade receivables

Piutang lain-lain 31.440.080.726 - - 31.440.080.726 Other receivables
harus diterima 179.259.992.633 - - 179.259.992.633 Accrued income
Aset tidak lancar lain-lain 879.546.741 - - 879.546.741 Other non-current assets
Total 1.019.337.644.370 - - 1.019.337.644.370 Total
Manajemen Kelompok Usaha yakin akan The Group’s management is confident in its
kemampuannya untuk mengawasi dan ability to control and sustain minimal exposure
mempertahankan eksposur risiko kredit yang of credit risk, which the Group has provided
minimal, dimana Kelompok Usaha telah sufficient provision to cover losses arising from
menyediakan provisi yang memadai untuk uncollectible accounts receivable based on
menutupi kerugian yang timbul dari piutang historical loss data.
yang tidak tertagih.
c. Risiko likuiditas c. Liquidity risk
Kelompok Usaha mengelola profil likuiditasnya The Group manages its liquidity profile to be
untuk dapat membiayai pengeluaran modalnya able to finance its capital expenditure and pay
dan membayar utang yang jatuh tempo its maturing debts by maintaining sufficient
dengan menjaga kecukupan kas, dan cash, and the availability of funding through an
ketersediaan pendanaan melalui analisa analysis of financial projection which is
proyeksi keuangan yang dilakukan pada awal performed at the beginning of the year.
tahun.
Kelompok Usaha secara berkala The Group regularly evaluates its projected
mengevaluasi proyeksi arus kas dan arus kas and actual cash flow information to ensure the
aktual untuk memastikan ketersediaan dana availability of funds for its operations and to
untuk memenuhi kebutuhan operasional dan settle its maturing obligations. In general, the
pembayaran liabilitas yang jatuh tempo. funds needed to settle the current liabilities are
Secara umum, dana yang dibutuhkan untuk obtained from sales airport services activities
melunasi liabilitas jangka pendek diperoleh to customers. The Group also analyzes
dari kegiatan penjualan jasa kebandarudaraan liquidity ratios in accordance to comply with
kepada pelanggan. Kelompok Usaha juga the requirements stated in loan credit
melakukan analisa rasio-rasio likuiditas agreements.
laporan posisi keuangan, dalam rangka
memenuhi persyaratan yang terdapat di
perjanjian kredit pinjaman.
Tabel di bawah ini merupakan jadwal jatuh The table below summarizes the maturity
tempo liabilitas keuangan Kelompok Usaha profile of the Group’s financial liabilities based
berdasarkan pembayaran kontraktual semula on original contractual undiscounted amounts
yang tidak didiskontokan. to be paid.
Utang usaha 84.410.409.680 - - 84.410.409.680 Trade payables
Utang lain-lain 209.127.199.524 - - 209.127.199.524 Other payables
Beban akrual 3.176.260.147.101 - - 3.176.260.147.101 Accrued expenses
jangka pendek 173.744.167.143 - - 173.744.167.143 benefit liability
Pinjaman jangka panjang Long-term loans
Perjanjian fasilitas kredit 133.466.336.718 921.033.333.333 3.284.058.784.108 4.338.558.454.159 Agreements of credit facility
Utang obligasi - - 1.994.233.527.110 1.994.233.527.110 Bonds payable
Utang jaminan pelanggan - - 14.715.689.193 14.715.689.193 Customers’ deposits
Total 3.777.008.260.166 921.033.333.333 5.293.008.000.411 9.991.049.593.910 Total
107

c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)

Utang usaha 30.842.561.660 - - 30.842.561.660 Trade payables
Utang lain-lain 179.349.272.075 - - 179.349.272.075 Other payables
Beban akrual 2.359.195.753.402 - - 2.359.195.753.402 Accrued expenses
Pinjaman jangka panjang Long-term loans
Perjanjian fasilitas kredit 15.625.000.000 129.166.666.666 2.616.095.228.256 2.760.886.894.922 Agreements of credit facility
Utang obligasi - - 1.993.380.472.723 1.993.380.472.723 Bonds payable
Utang jaminan pelanggan - - 15.365.850.140 15.365.850.140 Customers’ deposits
jangka pendek 170.406.332.870 - - 170.406.332.870 benefit liability
Total 2.755.418.920.007 129.166.666.666 4.624.841.551.119 7.509.427.137.792 Total
46. NILAI WAJAR 46. FAIR VALUE
Tabel berikut menyajikan nilai tercatat, yang juga The following table sets out the carrying values,
merefleksikan nilai wajarnya, dari instrumen which already reflects the estimated fair values, of
keuangan Kelompok Usaha: the Group’s financial instruments:
2017 2016
Aset keuangan Financial assets

Lancar Current
Pinjaman yang diberikan dan piutang Loans and receivables
Kas dan setara kas 6.054.168.529.301 6.975.116.807.074 Cash and cash equivalents
Piutang usaha 814.010.895.838 807.758.024.270 Trade receivable
Piutang lain-lain 55.819.254.518 31.440.080.726 Other receivables
Pendapatan yang masih harus
diterima 306.797.877.503 179.259.992.633 Accrued revenue
Tidak lancar Non-current

Aset keuangan tersedia untuk dijual 92.175.300.000 102.137.400.000 Available-for-sale financial assets
Total 7.322.971.857.160 8.095.712.304.703 Total
Liabilitas keuangan Financial liabilities

Lancar Current
Liabilitas keuangan yang diukur
dengan biaya perolehan Financial liabilities measured
diamortisasi at amortized cost
Utang usaha 84.410.409.680 30.842.561.660 Trade payables
Utang lain-lain 209.127.199.524 179.349.272.075 Other payables
Beban akrual 3.176.260.147.101 2.359.195.753.402 Accrued expenses
Porsi lancar utang bank Current maturities of
jangka panjang 133.466.336.718 15.625.000.000 long-term loan

Pinjaman jangka panjang 4.205.092.117.441 2.745.261.894.922 Long-term loans
Utang obligasi 1.994.233.527.110 1.993.380.472.723 Bonds payables
Utang jaminan pelanggan 14.715.689.193 15.365.850.140 Customers’ deposits
Total 9.836.956.548.172 7.348.845.595.923 Total


46. NILAI WAJAR (lanjutan) 46. FAIR VALUE (continued)
Detail dari liabilitas keuangan Kelompok Usaha The details of the Group’s financial liabilities in their
dalam nilai tercatat dan nilai wajarnya adalah: carrying value and fair value are:
Nilai tercatat/ Nilai wajar/
Carrying value Fair value

Nilai tercatat/ Nilai wajar/
Carrying value Fair value
Selain instrumen keuangan yang dijabarkan di Other than the financial instruments described
atas, Kelompok Usaha tidak memiliki aset dan/atau above, the Group does not have any other assets
kewajiban lain yang dicatat pada nilai wajarnya. or liabilities that are recorded at their fair values.
Oleh karena itu, Kelompok Usaha tidak Thus, the Group does not disclose the fair value
mengungkapkan hirarki nilai wajar sebagaimana hierarchy as required in PSAK No. 68, “Fair Value
disyaratkan dalam PSAK No. 68, “Pengukuran Nilai Measurement”.
Wajar”.
Nilai wajar didefinisikan sebagai jumlah dimana Fair value is defined as the amount at which an
instrumen tersebut dapat dipertukarkan di dalam instrument could be exchanged in a current arm’s
transaksi terkini antara pihak yang berkeinginan length transaction between knowledgeable willing
dan memiliki pengetahuan yang memadai melalui parties, other than in a forced or liquidation sale.
suatu transaksi yang wajar, bukan dalam penjualan
yang dipaksakan atau penjualan likuidasi.
Metode-metode dan asumsi-asumsi di bawah ini The following methods and assumptions were used
digunakan untuk mengestimasi nilai wajar untuk to estimate the fair value of each class of financial
masing-masing kelas instrumen keuangan: instruments:
a. Aset keuangan lancar dan liabilitas keuangan a. Current financial assets and liabilities
jangka pendek
Nilai wajar aset keuangan lancar dan liabilitas The fair values of current financial assets and
keuangan jangka pendek yang akan jatuh liabilities with maturities of one year or less are
tempo dalam waktu satu tahun atau kurang assumed to be approximately the same as
diasumsikan sama dengan nilai tercatatnya their carrying amounts due to their short-term
karena bersifat jangka pendek. nature.
b. Aset keuangan tidak lancar dan liabilitas b. Non-current financial assets and liabilities
keuangan jangka panjang
Nilai wajar dari aset keuangan tidak lancar The fair values of non-current financial assets
dan liabilitas keuangan jangka panjang selain and liabilities other than available for sale
aset keuangan tersedia untuk dijual dan utang financial assets and bank loans are assumed
bank, diasumsikan sama dengan nilai tunai to be the same as the cash amount that will be
yang akan diterima atau dibayarkan karena received or paid due to the fact that their
saat jatuh temponya tidak dinyatakan dalam maturities are not stated in the related
kontrak-kontrak terkait, sehingga tidak contracts, therefore it is not possible to
memungkinkan untuk menentukan kapan aset determine when the financial assets and
keuangan dan liabilitas keuangan jangka financial liabilities will be realized and settled,
panjang tersebut akan direalisasi dan dilunasi. respectively.
109

46. NILAI WAJAR (lanjutan) 46. FAIR VALUE (continued)
b. Aset keuangan tidak lancar dan liabilitas b. Non-current financial assets and liabilities
keuangan jangka panjang (lanjutan) (continued)
Aset keuangan tersedia untuk dijual Available for sale financial assets represent
merupakan aset Perusahaan yang nilai the Company’s assets which its fair value are
wajarnya didasarkan atas kuotasi harga pasar stated with last quoted market prices as of
terakhir pada tanggal 31 Desember 2017 dan December 31, 2017 and 2016.
2016.
Pinjaman jangka panjang yang memiliki suku Long-term loans with floating and fixed interest
bunga variabel dan tetap disajikan sebesar biaya rates are carried at amortized costs using EIR.
perolehan diamortisasi dengan menggunakan
metode SBE.
47. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN 47. SIGNIFICANT AGREEMENTS, COMMITMENTS

DAN KONTINJENSI AND CONTINGENCIES
a. PT Mandara Jasindo Sena (“MJS”) a. PT Mandara Jasindo Sena (“MJS”)
Pada tanggal 15 Maret 1991, Perusahaan On March 15, 1991, the Company entered into
mengadakan surat perjanjian kerjasama a land use agreement in Soekarno-Hatta
pemanfaatan lahan Bandara Soekarno-Hatta Airport covering 150,000 m2 with
seluas 150.000 m2 dengan MJS sesuai MJS in accordance with the Land Lease
dengan Perjanjian Sewa Tanah No. Agreement No. SPKPL.01/TU.308/PAPII-1991
SPKPL.01/TU.308/PAPII-1991 (“SPKL.01”) (“SPKL.01”) where MJS used the land to build
dimana MJS menggunakan lahan tersebut and commercialize facilities of hotel,
untuk membangun serta mengusahakan convention center, offices, stores, restaurant,
fasilitas hotel, balai sidang, perkantoran, sport facilities, parking and recreation
pertokoan, restoran, fasilitas olah raga, (“facilities”). The agreement is valid for 30
perparkiran dan sarana rekreasi (“fasilitas”). years. Land utilization is divided into 2 phases.
Jangka waktu perjanjian adalah 30 tahun. For the first phase was decribed in this
Pemanfaatan lahan dibagi menjadi 2 tahap. agreement while for the second phase was
Untuk tahap pertama dibahas dalam perjanjian described in Land Lease Agreement No.
ini sedangkan tahap kedua dibahas terpisah SPKS.21/TU.208/APII-96 (“SPKS.21”) dated
dalam Perjanjian Sewa Tanah No. March 1, 1996.
SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal
1 Maret 1996.
i. Tahap pertama meliputi lahan seluas i. The first phase covers an area of 50,000
50.000 m2 untuk jangka waktu 30 tahun m2 for period of 30 years ending in March
yang berakhir bulan Maret 2021. 2021. The Company received
Perusahaan memperoleh kompensasi compensation amounted
sebesar Rp10.800.000.000 dan konsesi Rp10,800,000,000 and concession for a
sebesar persentase tertentu dari certain percentage of MJS net income
pendapatan bersih MJS atas hasil operasi over the commercial operation of the
komersial dari fasilitas, terhitung sejak facility, starting from the commencement
dimulainya operasi komersial dari fasilitas. of the commercial operation of the facility.
ii Tahap kedua meliputi lahan seluas ii. The second phase covers a land area of
100.000 m2 untuk jangka waktu 30 tahun 100,000 m2 for a period of 30 years which
yang berakhir tanggal 8 Februari 2026. expired on February 8, 2026. The
Perusahaan memperoleh kompensasi Company received compensation
yang setiap lima tahun meningkat mulai increases every five years starting from
dari Rp600 hingga Rp3.226,94 per m2 per Rp600 to Rp3,226.94 per m2 per month or
bulan atau seluruhnya sebesar total amounted Rp58,765,800,000 and
Rp58.765.800.000 dan konsesi sebesar concession for a certain percentage of net
persentase tertentu dari pendapatan income over the commercial operation of
bersih atas hasil operasi komersial dari the facility, starting from the
fasilitas, terhitung sejak dimulainya commencement of commercial operation
operasi komersial dari fasilitas. of the facility.
110


DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)
iii. Pada akhir periode perjanjian, MJS akan iii. At the end of the agreement period, MJS
mengembalikan lahan tersebut dan will restore the land and transfer
mengalihkan kepemilikan seluruh fasilitas ownership of the entire facility that was
yang telah dibangun di atas lahan tersebut built on the land to the Company.
kepada Perusahaan.
Sehubungan dengan terjadinya krisis ekonomi With the economic crisis from year 1997 to
sejak tahun 1997 sampai dengan 2003, MJS 2003, MJS was affected by the crisis hence
terkena dampak dari krisis ekonomi tersebut MJS could not meet the requirements in the
sehingga MJS tidak dapat memenuhi land use agreement to develop 100,000 m2 of
ketentuan dalam perjanjian kerjasama land that has been mentioned in the previous
pemanfaatan tanah untuk mengembangkan agreement.
lahan 100.000 m2 yang telah disebutkan dalam
perjanjian sebelumnya.
Dengan mempertimbangkan hal tersebut maka By considering the matter, the Company
Perusahaan melalui Surat Direksi No. through Director Letter No.
15.02.01/00/10/2007/004 tanggal 4 Oktober 15.02.01/00/10/2007/004 dated October 4,
2007 telah membatalkan Perjanjian SPKL.01 2007 has canceled SPKL.01 and SPKS.21
dan SPKS.21 yang menyangkut lahan seluas Agreement concerning an area of 100,000 m2.
100.000 m2.
Berdasarkan Berita Acara Penyerahan Lahan Based on Acceptance of Land Transfer

dan Sertitikat Hak Guna Bangunan (“HGB”) and Land Rights (“HGB”)
No. 15.02.01/00/05/2008/101 tanggal 21 Mei No. 15.02.01/00/05/2008/101 dated May 21,
2008, MJS menyerahkan secara fisik lahan 2008, MJS physically submit a land area of
seluas 100.000 m2 dan 4 (empat) buah 100,000 m2 and 4 (four) HGB
sertifikat HGB kepada Perusahaan. to the Company.
Pelepasan Hak Atas Tanah tersebut telah Such release of Land Rights has been ratified
diaktakan melalui Akta No. 4 oleh Notaris by the Deed No. 4 of Muhammad Taufiq, S.H.,
Muhammad Taufiq, S.H., No. 4 tanggal dated April 16, 2009.
16 April 2009.
Dengan demikian, perjanjian kerjasama Thus, the valid agreement with
dengan MJS yang masih berlaku adalah MJS is only for SPKL.01 Agreement with
Perjanjian SPKL.01 dengan jangka waktu yang elapsed time period of 24 years and 10
telah dilalui adalah 24 tahun dan 10 bulan dan months and covered area of 50,000 m2 as of
luas tanah 50.000 m2 pada tanggal December 31, 2015.
31 Desember 2015.
Berdasarkan Berita Acara Pengukuran Lahan Based on Notification Letter of Land

No. BAC.15.02.01/00/04/2010/193 tangggal Measurement No.
16 April 2010, Perusahaan melakukan BAC.15.02.01/00/04/2010/193 dated
pengukuran lahan kembali yang dimanfaatkan April 16, 2010, the Company remeasured its
untuk pembangunan Hotel Sheraton dengan land used by Sheraton Hotel with the results of
hasil pengukuran 64.856 m2. Sehubungan hal- 64,856 m2. In connection with that matter, MJS
hal tersebut di atas MJS harus mengembalikan shall release the excess of land area of
kelebihan luas tanah sebesar 14.856 m2 atas 14,856 m2 for the compensation of excess land
kompensasi pemakaian kelebihan lahan use covering 14,856 m2, the Company sent
seluas 14.856 m2, Perusahaan mengirimkan billing to MJS on February 3, 2015 amounting
tagihan kepada MJS pada tanggal 3 Februari to Rp2,284,555,680.
2015 sebesar Rp2.284.555.680.
111


b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)
Perusahaan mengadakan perjanjian The Company entered into land use

penggunaan tanah di area Bandara Soekarno- agreement at Soekarno-Hatta Airport area
Hatta seluas 1.020.000 m2 dengan SDM covering 1,020,000 m2 with SDM in
sesuai Perjanjian Sewa Tanah No. accordance with Land Lease Agreement No.
SPKS.07.1/TU.208/APII-2000 tanggal SPKS.07.1/TU.208/APII-2000 dated March 30,
30 Maret 2000 dan berlaku selama 20 (dua 2000 and valid for 20 (twenty) years from May
puluh) tahun sejak 1 Mei 2000 sampai dengan 1, 2000 untill January 6, 2019. The Company
6 Januari 2019. Perusahaan menyewakan leased the land to SDM to be used as
tanah tersebut kepada SDM untuk dikelola business facilities such as golf course, park
sebagai fasilitas usaha yaitu lapangan golf, and shopping centre, including its supporting
taman niaga dan pusat pertokoan berikut facilities.
fasilitas penunjangnya.
Perusahaan juga memperoleh pendapatan The Company also obtained a concession

konsesi yang dihitung berdasarkan jumlah income calculated based on the amount of
pendapatan kotor dengan persentase konsesi. gross income with the percentage of
Pada akhir periode perjanjian, SDM wajib concession. At the end of the agreement, SDM
mengembalikan tanah tersebut kepada is required to return the land to the Company
Perusahaan dan Perusahaan wajib membayar and the Company shall pay to SDM for the fair
kepada SDM sebesar nilai pasar yang wajar market value of the building as well as the
dari bangunan gedung serta kelengkapannya accessories attached including infrastructure
yang melekat termasuk infrastruktur yang located in the center of the shopping and
terdapat di pusat pertokoan dan taman niaga commercial parks.
tersebut.
Pada tanggal 31 Mei 2017, Perusahaan dan On May 31, 2017, the Company and SDM
SDM menandatangani addendum I signed addendum I No.
No. PJJ.04.04/00.02/05/2017/0011 atas PJJ.04.04/00.02/05/2017/0011 of Land Use
Perjanjian Kerjasama Penggunaan Tanah No. Cooperation Agreement No.
SPKS.07.1/TU.208/APII-2000 tanggal SPKS.07.1/TU.208/APII-2000 dated March 30,
30 Maret 2000, dimana Perusahaan dan SDM 2000, whereas the Company and SDM
sepakat antara lain: agreed:
1. Seluruh fasilitas usaha yang dibangun 1. All business facilities that built by SDM, at
SDM, pada akhir masa perjanjian the end of the agreement shall be return
diserahkan dan menjadi milik Perusahaan and become the property of the Company
tanpa kompensasi dalam bentuk apapun. without any compensation.
2. Mengubah objek perjanjian yang 2. Changes the object of the agreement that
dikenakan kompensasi dan besaran subject to compensation and the amount
kompensasi penggunaan tanah. of land use compensation.
3. Mengubah objek perjanjian yang 3. Changes the object of the agreement that
dikenakan konsesi dan prosentase subject to concession and percentages of
konsesi. concession.
4. Mengembalikan sebagian tanah seluas 4. Returns part of the land that has been
±57.000 m² yang telah disewa SDM rented by SDM measuring ±57,000 m² to
kepada Perusahaan sehingga luas objek the Company and change the object of
perjanjian menjadi 963.000 m². agreement to 963,000 m².
5. SDM melakukan pembongkaran dan/atau 5. SDM dismantling and/or relocating assets

relokasi aset milik SDM yang berlokasi di owned by SDM located in an area of
area lahan seluas ±57.000 m². Bentuk dan ±57,000 m². The form and method of
cara kompensasi yang akan dibayarkan compensation that will be paid by the
oleh Perusahaan kepada SDM antara lain Company to SDM may calculated from
dapat diperhitungkan dari pembebasan the exemption of compensation and/or
kewajiban kompensasi dan/atau exemption of the concession.
pembebasan nilai konsesi.
112


b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)
6. Memperhitungkan jangka waktu perjanjian 6. Considering term of agreement among

antara lain: others:
- Tanggal 1 Mei 2000 sampai dengan - May 1, 2000 until January 6, 2019.
tanggal 6 Januari 2019.
- Tanggal 7 Januari 2019 sampai - January 7, 2019 until January 6,
dengan tanggal 6 Januari 2021 untuk 2021 for the object of the agreement
objek perjanjian seluas ±643.000 m². of ±643,000 m².
- Tanggal 7 Januari 2019 sampai - January 7, 2019 until January 6,
dengan tanggal 6 Januari 2021 untuk 2021 for the object of the agreement
objek perjanjian seluas ±320.000 m². of ±320,000 m². The term will
Jangka waktu tersebut akan automatically extend until January 6,
diperpanjang otomatis sampai dengan 2024 if the Company does not use
maksimal tanggal 6 Januari 2024 the object of the agreement for the
apabila Perusahaan tidak construction of Terminal 4 of
menggunakan objek perjanjian untuk Soekarno-Hatta Airport..
kepentingan pembangunan Terminal
4 Bandara Soekarno-Hatta.
c. PT Garuda Indonesia (Persero) Tbk (“Garuda”) c. PT Garuda Indonesia (Persero) Tbk

(“Garuda”)
Pada tanggal 3 Juli 2014, Perusahaan On July 3, 2014, the Company entered Land
mengadakan Perjanjian Kerjasama Use Agreement No.
Pemanfaatan Tanah PJJ.15.02.01/00/07/2014/119 with Garuda,
No.PJJ.15.02.01/00/07/2014/119 dengan where the Company acts as lessor and Garuda
Garuda, dimana Perusahaan bertindak as lessee. Some terms of the agreement are
sebagai pemberi sewa dan Garuda sebagai as follows:
penyewa. Beberapa isi perjanjian sebagai
berikut:
• Lahan yang dimanfaatkan seluas • Area utilization of 164,742 m2

164.742 m2.
• Tujuan pemanfaatan lahan untuk • Land use objectives are for the
administrasi perkantoran, penunjang administrative offices, flight operations,
kegiatan operasional penerbangan berikut including its supporting facilities.
fasilitas penunjangnya.
• Jangka waktu perjanjian adalah 1 Januari • The agreement is valid from January 1,
2012 sampai dengan 31 Desember 2016. 2012 until December 31, 2016.
Sampai dengan tanggal penyelesaian laporan Up to the date of completion of the

keuangan konsolidasian, perpanjangan consolidated financial statements, the
perjanjian tersebut masih dalam proses. extension of the agreement is still in process.
Pada tanggal 13 Oktober 2016, Perusahaan On October 13, 2016, the Company entered
mengadakan perjanjian dengan Garuda into agreement with Garuda
No.PJJ.04.04/00.02/10/2016/0009 dan No.PJJ.04.04/00.02/10/2016/0009 and
No.WI/PERJ/DG-3368 tentang pemanfaatan No.WI/PERJ/DG-3368 regarding the use of
fasilitas komersial, yaitu ruangan di gedung commercial facility, such as building 510, 520
510, 520, dan 530 berlaku sampai dengan 30 and 530 up to June 30, 2018, where the
Juni 2018, dimana Perusahaan bertindak Company acts as lessor and Garuda as
sebagai pemberi sewa dan Garuda sebagai lessee.
penyewa.
113


d. PT Birotika Semesta (“Birotika”) d. PT Birotika Semesta (“Birotika”)
Pada tanggal 17 Mei 1999 Perusahaan On May 17, 1999 the Company entered into a
mengadakan perjanjian pemanfaatan tanah land use agreement
No. SPKS.014/HK.100/APII-99 di Bandara No. SPKS.014/HK.100/APII-99 at Soekarno-
Soekarno-Hatta dengan Birotika seluas Hatta Airport with Birotika covering 1,411.20
1.411,20 m2. Tanah tersebut dimanfaatkan m2. The land was used to build a warehouse
untuk mendirikan bangunan gudang dan and office with agreed value of
kantor yang nilainya disepakati sebesar Rp2,843,130,000. The building will be used for
Rp2.843.130.000. Bangunan tersebut akan business activities involving transportation
digunakan untuk kegiatan usaha jasa management services and express delivery
pengurusan transportasi dan jasa pengiriman services. This agreement is valid for 5 years
ekspres. Perjanjian ini berlaku untuk jangka since the minutes of the building operation is
waktu 5 tahun sejak berita acara signed and can be extended for 3 periods (15
pengoperasian bangunan tersebut years), which ended in 2019.
ditandatangani dan dapat diperpanjang
sebanyak 3 periode (15 tahun) yang berakhir
pada tahun 2019.
e. Kerjasama Penyelenggaraan Perkeretaapian e. Cooperation Arrangement of Airport Railway

Bandara
Pada tanggal 7 Juli 2015, Perusahaan On July 7, 2015, the Company entered into an
mengadakan perjanjian No. HK.223/VII/5/KA- agreement No. HK.223/VII/5/KA-2015,
2015, PJJ.15.01/00.1/07/2015/0061 dan PJJ.15.01/00.1/07/2015/0061 and
RL/DIR/028/VII/2015 dengan KAI dan Railink RL/DIR/028/VII/2015 with KAI and Railink (“the
(”Para Pihak”). Perjanjian ini berlaku sejak Parties”). This agreement is valid since the
penandatanganan Perjanjian sampai dengan signing of the Agreement until the end of the
berakhirnya Masa Konsesi. Ruang Lingkup Concession Period. The scope of Cooperation
Kerjasama Penyelenggaraan Perkeretaapian Arrangement of Airport Railway is Railway
Bandara ialah Penyelenggaraan Prasarana Infrastructure Implementation service including
Perkeretaapian meliputi pembangunan, construction, procurement, operation,
pengadaan, pengoperasian, perawatan, dan maintenance, and operation of infrastructure.
pengusahaan prasarana.
Perusahaan beserta Para Pihak sepakat The Company and the Parties agree that the
bahwa Kerjasama Penyelenggaraan Cooperation Arrangement of Airport Railway
Perkeretaapian Bandara ini menggunakan will use the following profit sharing sheme:
skema bagi hasil dengan ketentuan sebagai
berikut:
• Perhitungan nilai bagi hasil adalah • The calculation of the profits is based on
berdasarkan EBITDA dikurangi dengan EBITDA less the payment of the debt;
pembayaran hutang;
• Nilai bagi hasil yang ditentukan, mengacu • The profit sharing portions are referred to
kepada laporan keuangan Railink dan the Railink’s financial statements and is
dilakukan berdasarkan proporsi realisasi based on the proportion of the realization
Perusahaan dan Para Pihak of the Company and the Parties;
• Pembayaran Bagi Hasil mulai dilakukan • Payment of Profit Sharing began in the
pada tahun ketiga setelah third year after the Soekarno-Hatta Airport
penyelenggaraan Kereta Api Bandara Railway is fully operational for 1 (one)
Soekarno-Hatta beroperasi penuh untuk year budget.
1 (satu) tahun anggaran.
114


f. PT Pertamina (Persero) (“Pertamina”) f. PT Pertamina (Persero) (“Pertamina”)
Pada tanggal 15 Mei 2015, Perusahaan dan On May 15, 2015, the Company and
Pertamina mengadakan perjanjian No. Pertamina entered into an agreement No.
PJJ.04.04/00.04/05/2015/0554 dan PJJ.04.04/00.04/05/2015/0554 and
020/F00000/2015-SO untuk melaksanakan 020/F00000/2015-SO to perform the airline
pelayanan pengisian bahan bakar pesawat refueling services at Soekarno-Hatta, Sultan
udara di Bandara Soekarno-Hatta, Sultan Syarif Kasim II, Minangkabau, Halim
Syarif Kasim II, Minangkabau, Halim Perdanakusuma dan Sultan Mahmud
Perdanakusuma dan Sultan Mahmud Badaruddin II Aiports. The project period was
Badaruddin II. Jangka waktu pelaksanaan effective for 2 years starting on April 1, 2014
pekerjaan adalah selama 2 tahun sejak 1 April until March 31, 2016. The agreement was
2014 sampai dengan 31 Maret 2016. extended from April 1, 2016 to March 31, 2018
Perjanjian tersebut diperpanjang mulai dari based on agreement No.
tanggal 1 April 2016 sampai dengan tanggal No.PJJ.04.04/00.02/09/2016/0015 and
31 Maret 2018 berdasarkan perjanjian No.077/F00000/2016-SO dated September 8,
No.PJJ.04.04/00.02/09/2016/0015 dan 2016.
No.077/F00000/2016-SO tanggal 8 September
2016
Pada tanggal 31 Maret 2015, Perusahaan dan On March 31, 2015, the Company and
Pertamina mengadakan perjanjian No. Pertamina entered into an agreement No.
008/F20100/2015-S0 dan No. 008/F20100/2015-S0 and No.
PJJ.04.04/00.04/03/2015/0048 untuk PJJ.04.04/00.04/03/2015/0048 to perform the
melaksanakan pelayanan pengisian bahan airline refueling services at Kualanamu, Aiport.
bakar pesawat udara di Bandara Kualanamu. The project period was effective for 5 years
Jangka waktu pelaksanaan pekerjaan adalah starting on July 25, 2013 until July 24, 2018.
selama 5 tahun sejak 25 Juli 2013 sampai
dengan 24 Juli 2018.
Pada tanggal 14 Desember 2015, Perusahaan On December 14, 2015, the Company and
dan Pertamina mengadakan perjanjian No. Pertamina entered into an agreement No.
041/F00000/2015-03 dan No. 041/F00000/2015-03 dan No.
PJJ.04.04/00.02/12/2015/0106 untuk PJJ.04.04/00.02/12/2015/0106 to perform the
melaksanakan pelayanan pengisian bahan airline refueling services at Husein
bakar pesawat udara di Bandara Husein Sastranegara, Supadio, Sultan Iskandar Muda,
Sastranegara, Supadio, Sultan Iskandar Muda, Raja Haji Fisabilillah, Sultan Thaha, Depati
Raja Haji Fisabilillah, Sultan Thaha, Depati Amir and Silangit Aiports. The project period
Amir dan Silangit. Jangka waktu pelaksanaan was effective for 2 years starting on
pekerjaan adalah selama 2 tahun sejak October 1, 2015 until September 30, 2017. Up
1 Oktober 2015 sampai dengan to the date of completion of the consolidated
30 September 2017. Sampai dengan tanggal financial statements, the extension of the
penyelesaian laporan keuangan konsolidasian, agreement is still in process.
perpanjangan perjanjian tersebut masih dalam
proses.
115


g. PT Prima Griya Lestari (“PGL”) g. PT Prima Griya Lestari (“PGL”)
Perusahaan mengajukan gugatan kepada PT The Company filed a lawsuit against PT Prima
Prima Griya Lestari (“PGL”) atas kepemilikan Griya Lestari (“PGL”) over the ownership of the
tanah seluas 116,47 hektar yang terletak di land area of 116.47 hectares located in
Desa Karangsari, Kecamatan Batuceper, Karangsari Village, Batuceper Sub-district,
Tangerang. Berdasarkan Putusan Pengadilan Tangerang. Based on Decision
Negeri Jakarta Barat No.399/PDT.G/2011/PN.JKT.BAR of West
No.399/PDT.G/2011/PN.JKT.BAR dinyatakan Jakarta District Court, the Company is
Perusahaan adalah pemilik sah atas tanah declared as the legitimate owner of the land
seluas tersebut di atas dan tanah tersebut area and the land has been acquired legally in
diperoleh secara sah sesuai dengan prosedur accordance with the prevailing regulation.
yang telah ditentukan. Berdasarkan Putusan Based on Supreme Court Decision
Mahkamah Agung RI No. 452K/PDT/2015 No.452K/PDT/2015 dated June 25, 2015, the
tanggal 25 Juni 2015, Perusahaan dinyatakan Company was declared in loss position. On
kalah. Pada tanggal 24 Oktober 2016, October 24, 2016, the West Jakarta District
Pengadilan Negeri Jakarta Barat Court issued Notification Letter on the
mengeluarkan Surat Pemberitahuan Isi Republic of Indonesia Supreme Court Decision
Putusan Mahkamah Agung RI sehubungan No.452K/PDT/2015. As a result of this
dengan putusan No. 452K/PDT/2015 tersebut. decision, the Company filed a judicial review
Atas putusan Mahkamah Agung tersebut, application through a Judicial Review
Perusahaan mengajukan permohonan Memorandum dated April 20, 2017. Up to the
peninjauan kembali melalui Memori completion date of the consolidated financial
Peninjauan Kembali tanggal 20 April 2017. statements, the Company has not received
Sampai dengan tanggal penyelesaian laporan any decision from the Supreme Court on the
keuangan konsolidasian, Perusahaan belum judicial review application.
menerima putusan dari Mahkamah Agung atas
permohonan peninjauan kembali tersebut.
h. PT Angkasa Transportindo Selaras (“ATS”) h. PT Angkasa Transportindo Selaras (“ATS”)
Pada tahun 2010, terdapat gugatan yang In 2010, there was claim made by
dilakukan oleh PT Angkasa Transportindo PT Angkasa Transportindo Selaras (“ATS”) to
Selaras (“ATS”) kepada Perusahaan dan Induk the Company and Induk Koperasi Angkatan
Koperasi Angkatan Udara (“INKOPAU”) Udara (“INKOPAU”) relating to land operation
sehubungan dengan pengelolaan lahan di in Halim Perdanakusuma Airport. Based on
Bandara Halim Perdanakusuma. Berdasarkan Decision No. 492/PDT.G/2010 of East
Putusan Pengadilan Negeri Jakarta Timur Jakarta District Court, Decision
No. 492/PDT.G/2010, Putusan Pengadilan No. 10/PDT/2012/PT/DKI of DKI Jakarta High
Tinggi DKI Jakarta No. 10/PDT/2012/PT/DKI Court and Decision No. 688K/PDT/2013 of
dan Putusan Mahkamah Agung Supreme Court, the Company and INKOPAU
No. 688K/PDT/2013, Perusahaan dan was declared in loss position.
INKOPAU dinyatakan kalah.
Pada tanggal 28 April 2015, Perusahaan On April 28, 2015, the Company submitted
mengajukan permohonan Peninjauan Kembali Judicial Review (“PK”). On July 26, 2016, the
(“PK”). Pada tanggal 26 Juli 2016, Perusahaan Company received Supreme Court Decision
telah menerima Putusan Mahkamah Agung No. 527 PK/Pdt/2015 dated February 11,
No. 527 PK/Pdt/2015 tanggal 11 Februari 2016, where the application for the PK of the
2016, dimana permohonan PK Perusahaan Company was rejected.
telah ditolak oleh Mahkamah Agung.
116


i. Perjanjian Konsesi - Direktorat Jenderal i. Concession Agreement - Directorate General

Perhubungan Udara of Civil Aviation
Pada tanggal 15 Desember 2015 Perusahaan On December 15, 2015, the Company entered
mengadakan Perjanjian dengan Direktorat into Agreement with the Directorate General of
Jenderal Perhubungan Udara (DJPU) Civil Aviation (DJPU) regarding the concession
mengenai pemberian konsesi untuk provided to the Company to conduct airport
melakukan kegiatan pelayanan jasa services as stated in agreement No.
kebandarudaraan sebagaimana yang HK.202/2/6/DRJU.kum 2015 and
dituangkan dalam perjanjian No. PJJ.04.04/00.02/12/2015/0025 (Concession
HK.202/2/6/DRJU.kum 2015 dan Agreement).
PJJ.04.04/00.02/12/2015/0025 (Perjanjian
Konsesi).
DJPU memberikan hak kepada Perusahaan DJPU granted the right to the Company to
melakukan kegiatan pelayanan jasa conduct the airport service activities including
kebandarudaraan termasuk meliputi pelayanan aircraft, passenger, freight and postal related
sehubungan dengan jasa pesawat udara, services. Such services encompass for the
penumpang, barang, dan pos. Layanan provision and / or development of:
tersebut mencakup penyediaan dan/atau
pengembangan:
- Fasilitas kegiatan pelayanan pendaratan, - Facilities for service activities for landing,
lepas landas, manuver, parkir, dan takeoff, maneuvering, parking and storage
penyimpanan pesawat udara; of aircraft;
- Fasilitas terminal untuk pelayanan - Terminal facilities for passenger transport
angkutan penumpang, kargo, dan pos; services, cargo, and mail;
- Fasilitas elektronika, listrik, air, dan - Electronic facilities, electricity, water, and
instalasi limbah buangan; dan waste disposal installations; and
- Lahan untuk bangunan, lapangan, dan - Areas for the building, grounds, and
industri serta gedung atau bangunan yang industry as well as buildings provided to
digunakan untuk mendukung transportasi support air transportation..
udara.
Ketentuan-ketentuan penting dalam Perjanjian Important conditions in the Concession

Konsesi adalah sebagai berikut, antara lain: Agreement, among others, are as follows:
- Perusahaan diwajibkan untuk membayar - The Company is required to pay concession
pendapatan konsesi dari pelayanan jasa revenue of airport service activities
kebandarudaraan sebesar 2,5% dari amounting to 2.5% from revenue of airport
pendapatan pelayanan jasa service activities per year, which will be
kebandarudaraan per tahun, yang akan evaluated every of 5 (five) years. The
dievaluasi setiap 5 (lima) tahun. Nilai amount paid will be recognized as Non Tax
yang dibayarkan tersebut akan diakui Revenue (PNBP).
sebagai Penerimaan Negara Bukan
Pajak (PNBP).
117


i. Perjanjian Konsesi - Direktorat Jenderal i. Concession Agreement - Directorate General

Perhubungan Udara (lanjutan) of Civil Aviation (continued)
Ketentuan-ketentuan penting dalam Perjanjian Important conditions in the Concession

Konsesi adalah sebagai berikut, antara lain: Agreement, among others, are as follows:
- Perjanjian Konsesi berlaku selama - The concession Agreement is valid for

2 (dua) tahun, terhitung sejak 2 (two) years, starting from date the
ditandatanganinya perjanjian, dan Concession Agreement is signed, and
diperpanjang selama 30 tahun sesuai extended for 30 years as agreed by DJPU
kesepakatan DJPU dan Perusahaan, and the Company, after the Company
setelah Perusahaan mendapat received approval from shareholders
persetujuan rapat umum pemegang general meeting.
saham.
DJPU memiliki kewenangan untuk melakukan DJPU has the authority to supervise and
pengawasan dan pengendalian terhadap control the implementation of the Concession
pelaksanaan Konsesi berdasarkan Perjanjian based on Concession Agreement in
Konsesi sesuai dengan kewenangannya yang accordance with its authority regulated by the
diatur oleh Undang-Undang. Law.
Sampai dengan tanggal penyelesaian laporan Up to the date of completion of the

keuangan konsolidasian, perpanjangan consolidated financial statements, the
perjanjian tersebut masih dalam proses. extension of the agreement is still in process.
j. Aset landasan pacu di Bandar Udara j. Runway asset in Kualanamu International

Internasional Kualanamu Airport
Sampai dengan tanggal 31 Desember 2016, Up to December 31, 2016, the Company has
Perusahaan belum mencatat aset landasan not recorded the runway asset in Kualanamu
pacu di bandar udara internasional Kualanamu international airport in its financial statements
dalam laporan keuangannya karena since the Company is not yet able to determine
Perusahaan belum dapat memastikan waktu the timing and amount of the transfer of
dan jumlah penyerahan aset tersebut dari ownership of the assets from DJPU to the
DJPU kepada Perusahaan walaupun Company even though the Company has been
Perusahaan telah mengoperasikan aset operating the asset since 2013.
tersebut sejak 2013.
Perusahaan telah menerima informasi dari The Company has received information from
DJPU mengenai rencana serah terima aset DJPU regarding the plan of transferring the
tersebut, namun, rencana tersebut tidak asset, however, the plan did not clearly state
menyatakan secara jelas jangka waktu serah the time frame of the transfer or which part of
terima ataupun bagian mana dari aset the runway asset that will actually be
landasan pacu tersebut yang akan secara transferred to the Company. Thus, the
aktual diserahterimakan kepada Perusahaan. Company considers that the future ownership
Sehubungan dengan itu, Perusahaan of such runway asset is probable, but not
menimbang bahwa kepemilikan masa depan virtually certain yet.
atas aset landasan pacu tersebut adalah
mungkin, namun belum pasti.
Taksiran terbaik Perusahaan mengenai biaya The Company’s best estimate regarding the
perolehan landasan pacu tersebut adalah cost of such runway is Rp626,347,380,000,
Rp626.347.380.000, termasuk including Rp528,963,662,000 runway cost and
Rp528.963.662.000 biaya landasan pacu dan Rp97,383,718,000 price escalation.
Rp97.383.718.000 eskalasi harga.
118


j. Aset landasan pacu di bandara Kualanamu j. Runway asset in Kualanamu airport

Pada tanggal 28 Desember 2017, Perusahaan On December 28, 2017, the Company received
menerima Berita Acara Serah Terima Minutes of Handover of Operation of Working
Operasional Hasil Pekerjaan Satker Bandar Result Satker Medan Baru Airport in
Udara Medan Baru di Bandara Kualanamu Kualanamu Airport from DJPU with No. BA.
Medan dari DJPU dengan No. BA. 1504 Tahun 1504 Tahun 2017 for runway amounted to
2017 atas landasan pacu dengan nilai total Rp528,066,514,731 (Note 30).
sebesar Rp528.066.514.731 (Catatan 30).
k. Serahoperasi Bandar Udara Banyuwangi k. Transfer operations of Banyuwangi Airport
Pada tanggal 22 Desember 2017, Perusahaan On December 22, 2017, the Company and the
dan Pemerintah Kabupaten Banyuwangi Government of Banyuwangi Regency (Pemkab
(Pemkab Banyuwangi) menandatangani Berita Banyuwangi) signed an Official Report on the
Acara Serah Terima pemanfaatan tanah handover of land and/or buildings owned/
dan/atau bangunan yang dimiliki/dikuasai controlled by pemkab Banyuwangi. Land and
Pemkab Banyuwangi. Tanah dan bangunan buildings submitted by Pemkab Banyuwangi to
yang diserahkan oleh Pemkab Banyuwangi the Company amounting to ± 1,318,678 m² and
kepada Perusahaan masing-masing seluas ± 17,910 m² respectively.
±1.318.678 m² dan ±17.910 m².
dan DJPU menandatangani Berita Acara DJPU signed the Minutes of Transfer of
Pengalihan Pengoperasian Bandar Udara Banyuwangi Airport Operations from DJPU to
Banyuwangi dari DJPU kepada Perusahaan, the Company, whereby DJPU handed over the
dimana DJPU menyerahkan pengalihan/ transfer/operation of Banyuwangi Airport to the
pengoperasian Bandar Udara Banyuwangi Company include facilities, equipment and
kepada Perusahaan berikut fasilitas, peralatan human resources.
dan sumber daya manusia.
dan DJPU menandatangani Berita Acara DJPU signed an Official Report on the
Serah Terima Operasional Hasil Pekerjaan Operation Handover of Banyuwangi Airport
Bandar Udara Banyuwangi dari DJPU kepada Work Results from DJPU to the Company,
Perusahaan, dimana DJPU menyerahkan hasil where the DJPU submitted the proceeds at
pekerjaan pada Bandar Udara Banyuwangi Banyuwangi Airport to the Company. The
kepada Perusahaan. Hasil pekerjaan tersebut proceeds consist of equipment and machinery,
berupa aset peralatan dan mesin, gedung dan buildings, roads and bridges, irrigation,
bangunan, jalan dan jembatan, irigasi, network, other fixed assets and intangible
jaringan, aset tetap lainnya dan aset assets with total amounted to
takberwujud yang seluruhnya berjumlah Rp207,706,379,411 valued at cost.
Rp207.706.379.411 yang dinilai berdasarkan
harga perolehan.
48. STANDAR AKUNTANSI YANG TELAH 48. ACCOUNTING STANDARDS ISSUED BUT NOT
DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE
Standar akuntansi dan interpretasi yang telah The standards and intepretations that are issued by
disahkan oleh Dewan Standar Akuntansi Keuangan the Indonesian Financial Accounting Standards
(DSAK), tetapi belum berlaku efektif untuk laporan Board (DSAK), but not yet effective for current
keuangan konsolidasian tahun berjalan diungkapan consolidated financial statements are disclosed
dibawah ini. Kelompok Usaha bermaksud untuk below. The Group intend to adopt these standards,
menerapkan standar tersebut, jika dipandang if applicable, when they become effective.
relevan, saat telah menjadi efektif.
119

DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (continued)
(lanjutan)
a. Amandemen PSAK 1: Penyajian Laporan a. Amendments to PSAK 1: Presentation of
Keuangan tentang Prakarsa Pengungkapan. Financial Statements on Disclosures initiative.
Amandemen ini mengklarifikasi, bukan This amendments clarify, rather than
mengubah secara signifikan, persyaratan significantly change, exiting PSAK 1
PSAK 1, antara lain, mengklasifikasi mengenai requirements, among others, to clarify the
materialitas, fleksibilitas urutan sistematis materiality, flexibility as to financial statements
catatan atas laporan keuangan dan and identification of significant accounting
pengidentifikasian kebijakan akuntansi policies.
signifikan.
b. ISAK 31: Interprestasi atas ruang lingkup b. ISAK 31: Interpretation of scope for PSAK 13:
PSAK 13: Properti Investasi. ISAK 13 ini Investement property. ISAK 31 provides
memberikan interprestasi atas karakteristik interpretation to building characteristic which
bangunan yang digunakan sebagai bagian dari has been used as a part of investment
definisi properti investasi dalam PSAK 13. property definition on PSAK 13.
c. Amandemen PSAK 2: Laporan Arus Kas c. Amendments to PSAK 2: Statement of Cash

tentang Prakarsa Pengungkapan, berlaku Flows on the Disclosures Initiative, effective
efektif 1 Januari 2018 dengan penerapan dini January 1, 2018 with earlier application is
diperkenankan. Amandemen ini mensyaratkan permitted. This amendments requires entities
entitas untuk menyediakan pengungkapan to provide disclosures that enable the financial
yang memungkinkan pengguna laporan statements users to evaluate the changes in
keuangan untuk mengevaluasi perubahan liabilities arising from financing activities,
pada liabilitas yang timbul dari aktivitas including changes from cash flow and non-
pendanaan, termasuk perubahan yang timbul cash.
dari arus kas maupun perubahan non-kas.
d. Amandemen PSAK 16: Aset Tetap tentang d. Amendments to PSAK 16: Property, Plant and
Agrikultur: Tanaman Produktif, berlaku efektif Equipment on Agriculture: Bearer Plants,
1 Januari 2018. Amandemen ini effective January 1, 2018. The amendments
mengklarifikasi bahwa aset biologis yang clarify that biological assets that meet the
memenuhi definisi tanaman produktif (bearer definition of productive plants (bearer plants)
plants) masuk dalam ruang lingkup PSAK 16: included in the scope of PSAK 16: Property,
Aset Tetap. Plant and Equipment.
e. PSAK 24 (Penyesuaian 2016): Imbalan Kerja, e. PSAK 24 (2016 Improvement): Employee

berlaku efektif 1 Januari 2017 dengan Benefits, effective January 1, 2017 with earlier
penerapan dini diperkenankan. Penyesuaian application is permitted. This improvement
ini mengklarifikasi bahwa pasar obligasi clarifies that the market of high quality
korporasi berkualitas tinggi dinilai berdasarkan corporate bonds is valued by denominated
denominasi mata uang obligasi tersebut dan bonds and not based on the country in which
bukan berdasarkan negara di mana obligasi the bonds are.
tersebut berada.
f. Amandemen PSAK 46: Pajak Penghasilan f. Amendments to PSAK 46: Income Taxes on
tentang Pengakuan Aset Pajak Tangguhan the Recognition of Deferred Tax Assets for
untuk Rugi yang Belum Direalisasi, berlaku Unrealized Losses, effective January 1, 2018
efektif 1 Januari 2018 dengan penerapan dini with earlier application is permitted. This
diperkenankan. Amandemen ini amendments clarifies that to determine
mengklarifikasi bahwa untuk menentukan whether the taxable income will be available
apakah laba kena pajak akan tersedia so that the deductible temporary differences
sehingga perbedaan temporer yang dapat can be utilized; estimates of the most likely
dikurangkan dapat dimanfaatkan; estimasi future taxable income can include recovery of
atas kemungkinan besar laba kena pajak certain assets of the entity exceeds its carrying
masa depan dapat mencakup pemulihan amount.
beberapa aset entitas melebihi jumlah
tercatatnya.
120

DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (continued)
(lanjutan)
g. PSAK 60 (Penyesuaian 2016): Instrumen g. PSAK 60 (2016 Improvement): Financial

Keuangan: Pengungkapan, berlaku efektif 1 Instruments, effective January 1, 2017 with
Januari 2017 dengan penerapan dini earlier application is permitted. This
diperkenankan. Penyesuaian ini improvement clarifies that an entity must
mengklarifikasi bahwa entitas harus menilai assess the nature of the service contract
sifat dari imbalan kontrak jasa untuk benefits to determine whether the entity has a
menentukan apakah entitas memiliki continuing involvement in financial assets and
keterlibatan berkelanjutan dalam aset whether the disclosure requirements related to
keuangan dan apakah persyaratan the continuing involvement are met.
pengungkapan terkait keterlibatan
berkelanjutan terpenuhi.
Kelompok Usaha sedang mengevaluasi dampak The Group is presently evaluating and has not yet
dari standar akuntansi tersebut dan belum determined the effects of these accounting
menentukan dampaknya terhadap laporan standards on its consolidated financial statements.
keuangan konsolidasian.
49. INFORMASI TAMBAHAN ATAS LAPORAN 49. SUPPLEMENTAL INFORMATION TO THE

ARUS KAS STATEMENT OF CASH FLOW
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the
kas konsolidasian adalah sebagai berikut: consolidated cash flows are as follows:

2017 2016
Kapitalisasi biaya pinjaman ke aset tetap 154.034.397.080 266.152.377.178 Capitalization of borrowing costs
Penambahan aset tetap yang diperoleh
dari BPYBDS 606.135.339.478 130.772.407.239 Addition of fixed assets received from BPYBDS
Reklasifikasi perangkat lunak dari aset tetap Reclassification software from fixed assets
ke aset tidak lancar lain-lain 64.756.575.105 - to other non-current assets
50. KEJADIAN SETELAH TANGGAL PELAPORAN 50. EVENT AFTER REPORTING PERIOD
a. Pada tanggal 5 Januari 2018, Perusahaan a. On January 5, 2018, the Company issued
mengeluarkan Keputusan Direksi tentang Task Directors' Decree on Task Force of Operation
Force Alih Operasi Bandar Udara Banyuwangi Transfer Banyuwangi Airport which is intended
yang diperuntukkan untuk mendukung dan to support and ensure all readiness of the
memastikan semua kesiapan pengalihan secara complete transfer of Banyuwangi Airport
menyeluruh operasional Bandar Udara operations to the Company, in terms of
Banyuwangi kepada Perusahaan, baik dari sisi facilities, operations, services, commercial,
fasilitas, operasi, pelayanan, komersial, sistem system and information and the fulfillment of
dan informasi serta pemenuhan sumber daya human resources goes well and appropriately,
manusia berjalan dengan baik dan tepat, dengan with the establishment of Coordinator of
pembentukan Coordinator of Safety, Risk, Safety, Risk, Operation & Quality Control,
Operation & Quality Control, Coordinator of Coordinator of Airport Service & Commercial
Airport Service & Commercial Support, Support, Coordinator of Shared Service and
Coordinator of Shared Service dan Member. Member.
121

50. KEJADIAN SETELAH TANGGAL PELAPORAN 50. EVENT AFTER REPORTING PERIOD
b. Pada tanggal 22 Januari 2018, Perusahaan, b. On January 22, 2018, the Company,
Pemerintah Daerah Provinsi Jawa Barat Pemerintah Daerah Provinsi Jawa Barat
(Pemprov Jabar) dan PT Bandarudara (Pemprov Jabar) and PT Bandarudara
Internasional Jawa Barat (BJIB) Internasional International Jawa Barat (BJIB)
menandatangani Perjanjian Kerjasama signed a Cooperation Agreement on Airport
Penyelenggaraan Jasa Kebandarudaraan di Service Provision at West Java International
Bandara Internasional Jawa Barat, dimana para Airport, whereby the parties agreed to appoint
pihak sepakat menunjuk Perusahaan sebagai the Company as operator to carry out the
operator untuk melaksanakan penyelenggaraan service airport, including the operation and
jasa kebandarudaraan, termasuk pengoperasian maintenance of West Java International Airport
dan pemeliharaan Bandara Internasional Jawa in Kertajati Sub-district. The term of this
Barat di Kecamatan Kertajati. Jangka waktu agreement is valid for 17 years commencing
perjanjian ini berlaku selama 17 tahun terhitung from the signing of the agreement and may be
sejak ditandatangani perjanjian dan dapat extended upon the parties' written agreement.
diperpanjang atas kesepakatan tertulis para
pihak.
c. Pada tanggal 19 Februari 2018, Perusahaan c. On February 19, 2018, the Company received
menerima Salinan Keputusan Menteri Badan a Copy of Decree of the Minister of State-
Usaha Milik Negara Selaku Rapat Umum Owned Enterprises as the Company's General
Pemegang Saham Perusahaan Perseroan Meeting of Shareholders of Perusahaan
(Persero) PT Angkasa Pura II No. SK- Perseroan (Persero) PT Angkasa Pura II No.
45/MBU/02/2018 yang memutuskan antara lain: SK-45/MBU/02/2018 which decides among
- Mengukuhkan pemberhentian dengan others:
hormat Hadi Tjahjanto sebagai komisaris - Confirming the dismissal Hadi Tjahjanto
Perusahaan terhitung sejak tanggal 16 April as Commissioner of the Company as of
2017. April 16, 2017.
- Memberhentikan dengan hormat Maryati - Dismiss with respect Mrs. Maryati Karma
Karma sebagai komisaris Perusahaan. as Commissioner of the Company.
- Mengalihkan penugasan Mujahidin Harpin - Switch assignments of Mr. Mujahidin
Ondeh dari semula sebagai komisaris Harpin Ondeh from commissioner to
menjadi komisaris independen Perusahaan. become an independent commissioner of
- Mengangkat Mohamad Pramintohadi the Company.
Sukarno sebagai komisaris Perusahaan. - Appoint Mr. Mohamad Pramintohadi
Sukarno as commissioner of the
Company.
d. Pada tanggal 22 Februari 2018, Perusahaan dan d. On February 22, 2018, the Company and SDM
SDM menandatangani addendum II Perjanjian signed addendum II of Land Use Cooperation
Kerjasama Penggunaan Tanah Agreement No. PJJ.04.04/00/02/2018/0043
No.PJJ.04.04/00/02/2018/0043 dimana whereas the Company and SDM agreed:
Perusahaan dan SDM menyepakati antara lain:
- Rincian aset yang akan direlokasi. - Details of the assets to be relocated.
- Total biaya pembongkaran dan/atau aset - Total cost of dismantling and/or assets to
yang akan direlokasi. be relocated.
- Bentuk dan cara kompensasi yang akan - The method of compensation to be
diberikan dan/atau dibayarkan oleh provided and/or paid by the Company to
Perusahaan kepada SDM atas biaya SDM for the costs of dismantling and/or
pembongkaran dan/atau aset yang akan assets to be relocated.
direlokasi.
122
INFORMASI KEUANGAN ENTITAS INDUK/
FINANCIAL INFORMATION OF THE PARENT ENTITY
ENTITAS INDUK SAJA PARENT ENTITY ONLY
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
2017 2016
ASET ASSETS
ASET LANCAR CURRENT ASSETS

Kas dan setara kas 5.684.474.649.472 6.586.142.271.009 Cash and cash equivalents
Piutang usaha, bersih 866.035.764.957 904.752.035.578 Trade receivables, net
Piutang lain-lain 79.457.390.437 78.751.791.675 Other receivables
Persediaan 9.676.567.925 9.774.203.145 Inventories
Uang muka 66.007.047.743 47.875.938.155 Advances
Biaya dibayar di muka 25.000.000.000 - Prepaid expenses
Pendapatan yang masih harus diterima 93.765.401.581 114.002.082.253 Accrued revenue
TOTAL ASET LANCAR 6.824.416.822.115 7.741.298.321.815 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan yang tersedia untuk dijual 92.175.300.000 102.137.400.000 Available-for-sale financial assets
Penyertaan saham 732.588.227.596 732.588.227.597 Investments in shares of stock
Uang muka pembelian tanah 535.980.966.175 - Advance for land acquisition
Properti investasi, bersih 76.758.884.283 77.524.639.174 Investment property, net
Aset tetap, bersih 24.001.909.124.182 19.251.634.473.869 Fixed assets, net
Aset pajak tangguhan, bersih - 28.084.475.573 Deferred tax assets, net
Aset tidak lancar lain-lain 110.058.731.061 31.532.061.881 Other non-current assets
TOTAL ASET TIDAK LANCAR 25.549.471.233.297 20.223.501.278.094 TOTAL NON-CURRENT ASSETS
TOTAL ASET 32.373.888.055.412 27.964.799.599.909 TOTAL ASSETS
1
LAPORAN POSISI KEUANGAN (lanjutan) STATEMENT OF FINANCIAL
31 Desember 2017 POSITION (continued)
(Disajikan dalam Rupiah, kecuali dinyatakan lain) December 31, 2017
(Expressed in Rupiah, unless otherwise stated)
2017 2016
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2.852.856.757 3.226.062.380 Trade payables
Beban akrual 3.202.559.146.091 2.412.742.136.046 Accrued expenses
Utang pajak 129.081.722.354 125.120.538.803 Taxes payable
Liabilitas dana pensiun 21.486.306.797 117.265.054.591 Pension fund liabilities
Pendapatan yang diterima di muka 131.734.987.435 139.219.179.642 Unearned revenues
Liabilitas imbalan kerja Short-term employees
jangka pendek 166.956.940.897 162.961.095.602 benefits liabilities
Bagian jangka pendek utang
bank jangka panjang 133.466.336.718 15.625.000.000 Current portion of long-term bank loan
TOTAL LIABILITAS
JANGKA PENDEK 3.986.450.799.926 3.155.492.272.688 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman bank jangka panjang: Long-term loans:
Utang jaminan pelanggan 14.715.689.193 15.365.850.140 Customers deposits
Liabilitas pajak tangguhan 147.577.145.173 - Deferred tax liabilities
Liabilitas imbalan kerja 126.434.190.719 132.985.571.954 Employee benefits liabilities
Dana program Tunjangan Hari Tua 382.637.262 2.600.439.192 Retirement program funds
Dana program BUMN peduli beasiswa - 4.602.077.765 BUMN scholarship program funds
TOTAL LIABILITAS
JANGKA PANJANG 6.488.435.306.898 4.894.196.306.696 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 10.474.886.106.824 8.049.688.579.384 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Capital stock - par value of
Rp1.000.000 per saham Rp1,000,000 per share
Modal dasar - 20.000.000 saham Authorized capital - 20,000,000 shares
Modal ditempatkan dan
disetor penuh - 7.000.000 saham 7.000.000.000.000 7.000.000.000.000 Issued and fully paid - 7,000,000 shares
Modal disetor lainnya 4.752.112.049.937 2.506.489.461.360 Other paid-in capital
Komponen ekuitas lainnya 552.273.794.533 2.191.761.043.633 Other components of equity
Rugi komprehensif lain (165.568.077.749) (138.820.711.334) Other comprehensive loss
Dicadangkan 8.529.641.394.521 6.919.388.366.350 Appropriated
Belum dicadangkan 1.230.542.787.346 1.436.292.860.516 Unappropriated
TOTAL EKUITAS 21.899.001.948.588 19.915.111.020.525 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 32.373.888.055.412 27.964.799.599.909 TOTAL LIABILITIES AND EQUITY
2
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF
KOMPREHENSIF LAIN PROFIT OR LOSS AND OTHER
Tahun yang berakhir pada tanggal COMPREHENSIVE INCOME
31 Desember 2017 Year ended December 31, 2017

2017 2016
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan aeronautika 5.018.615.265.006 4.028.875.979.334 Aeronautical revenues
Pendapatan non-aeronautika 2.853.887.518.312 2.472.672.831.627 Non-Aeronautical revenues
TOTAL 7.872.502.783.318 6.501.548.810.961 TOTAL
Beban operasional bandara (2.624.039.220.106) (2.041.988.231.898) Airport operation expenses

Beban pegawai (1.322.964.115.663) (1.226.606.807.264) Employee expenses
Beban umum dan administrasi (1.119.949.773.258) (1.137.593.042.014) General and administrative expenses
Beban pemasaran (18.363.017.191) (16.605.846.901) Marketing expenses
Penghasilan lain-lain 79.669.122.341 66.512.068.542 Other income
Beban lain-lain (99.100.520.923) (98.291.521.130) Other expenses
LABA USAHA 2.767.755.258.518 2.046.975.430.296 OPERATING PROFIT
Penghasilan keuangan 339.733.563.387 204.521.065.745 Finance income

Pajak final atas penghasilan keuangan (66.803.887.130) (44.192.675.430) Final tax on finance income
Biaya keuangan (287.483.429.708) (15.207.603.578) Finance costs
LABA SEBELUM PROFIT BEFORE

PAJAK PENGHASILAN BADAN 2.753.201.505.067 2.192.096.217.033 CORPORATE INCOME TAX
Beban pajak final (101.837.996.813) (89.334.062.928) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN 2.651.363.508.254 2.102.762.154.105 CORPORATE INCOME TAX
BEBAN (MANFAAT) INCOME TAX EXPENSE

PAJAK PENGHASILAN (BENEFIT)
Pajak kini 629.270.509.586 540.343.498.250 Current tax
Pajak tangguhan 187.590.043.667 (356.798.510.729) Deferred tax
BEBAN PAJAK PENGHASILAN, BERSIH 816.860.553.253 183.544.987.521 INCOME TAX EXPENSES, NET
LABA TAHUN BERJALAN 1.834.502.955.001 1.919.217.166.584 PROFIT FOR THE YEAR
PENGHASILAN (RUGI) OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME (LOSS)
Pos-pos yang akan Item that will be

Perubahan nilai wajar aset Changes in fair value of available
keuangan tersedia untuk dijual 9.037.900.000 696.900.000 for sale financial assets
Pos-pos yang tidak akan Item that will not be
Kerugian aktuaria (47.713.688.557) (57.491.797.635) Actuarial loss
Efek beban pajak penghasilan 11.928.422.142 14.372.949.409 Income tax effect expense
TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE INCOME

TAHUN BERJALAN 1.807.755.588.586 1.876.795.218.358 FOR THE YEAR
3
PT ANGKASA PURA II (PERSERO) PT ANGKASA PURA II (Persero)
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
Tahun yang berakhir pada tanggal 31 Desember 2017 Year ended December 31, 2017
Rugi Saldo laba/Retained earnings

Komponen komprehensif
Modal disetor ekuitas lainnya/ lain/Other Belum
Modal saham/ lainnya/Other Other components comprehensive Dicadangkan/ dicadangkan/ Total ekuitas/
Capital stock paid-in capital of equity loss Appropriated Unappropriated Total equity
Saldo tanggal 1 Januari 2016 5.000.000.000.000 2.384.500.394.492 2.182.977.703.262 (96.398.763.108) 5.569.530.216.120 1.204.398.381.719 16.245.007.932.485 Balance as of January 1. 2016
Reclassification of
Reklasifikasi modal disetor lainnya ke modal disetor 2.000.000.000.000 (2.000.000.000.000) - - - - - paid-in capital to share capital
Penyertaan modal negara - 2.000.000.000.000 - - - - 2.000.000.000.000 State investment contribution
Penyertaan pemerintah inbreng - 121.989.066.868 (121.989.066.868) - - - - In kind government contribution
Bantuan pemerintah yang belum Undetermined status of
ditentukan statusnya (BPYBDS) - - 130.772.407.239 - - - 130.772.407.239 government’s participation (BPYBDS)
Dividen - - - - - (337.464.537.557) (337.464.537.557) Dividend
Cadangan umum - - - - 1.349.858.150.230 (1.349.858.150.230) - General reserves
Rugi komprehensif lain - - - - - - - Other comprehensive loss
Aset keuangan tersedia untuk dijual - - - 696.900.000 - - 696.900.000 Available-for-sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - (43.118.848.226) - - (43.118.848.226) Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - 1.919.217.166.584 1.919.217.166.584 Profit for the year
Saldo tanggal 31 Desember 2016 7.000.000.000.000 2.506.489.461.360 2.191.761.043.633 (138.820.711.334) 6.919.388.366.350 1.436.292.860.516 19.915.111.020.525 Balance as of December 31. 2016
Penyertaan pemerintah inbreng - 2.245.622.588.577 (2.245.622.588.577) - - - - In kind government contribution

Bantuan pemerintah yang belum Undetermined status of
ditentukan statusnya (BPYBDS) - - 606.135.339.477 - - - 606.135.339.477 government’s participation (BPYBDS)
Dividen - - - - - (430.000.000.000) (430.000.000.000) Dividend
Cadangan umum - - - - 1.610.253.028.171 (1.610.253.028.171) - General reserves
Rugi komprehensif lain - - - - - Other comprehensive loss
Aset keuangan tersedia untuk dijual - - - 9.037.900.000 - - 9.037.900.000 Available-for-sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - (35.785.266.415) - - (35.785.266.415) Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - 1.834.502.955.001 1.834.502.955.001 Profit for the year
Saldo tanggal 31 Desember 2017 7.000.000.000.000 4.752.112.049.937 552.273.794.533 (165.568.077.749) 8.529.641.394.521 1.230.542.787.346 21.899.001.948.588 Balance as of December 31. 2017
LAPORAN ARUS KAS STATEMENT OF CASH FLOWS

2017 2016

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 7.837.101.930.005 6.070.499.882.200 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers and other
dan pihak ketiga lainnya (3.041.280.281.639) (1.634.103.664.299) third parties
Pembayaran kepada karyawan (1.502.872.149.609) (1.288.586.457.842) Payments to employees
Pembayaran bunga (287.651.160.996) (14.976.394.652) Payment of interest
Penerimaan bunga 272.929.676.257 160.328.390.315 Receipt of interest
Penerimaan (pembayaran) lainnya (44.570.945.135) (11.675.552.394) Other receipts (payments)
Pembayaran pajak (636.902.935.275) (637.623.683.189) Payments for taxes
Kas bersih yang diperoleh dari Net cash provided by

aktivitas operasi 2.596.754.133.608 2.643.862.520.139 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap (4.665.211.991.022) (3.711.499.472.766) Acquisition of fixed assets
Penerimaan dari penjualan aset tetap 2.256.449.576 6.511.495.353 Proceed from sales of fixed assets
Hasil penjualan aset keuangan Proceed from sale of financial
tersedia untuk untuk dijual 19.000.000.000 5.000.000.000 assets available-for-sale
Penambahan penyertaan pada Additional subscription in subsidiaries
entitas anak dan entitas asosiasi - (474.600.000.000) and associate entity
Kas bersih yang digunakan untuk Net cash used in

aktivitas investasi (4.643.955.541.446) (4.174.587.977.413) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITY
Utang bank 1.586.727.027.453 1.564.068.867.701 Bank loan
Utang obligasi - 2.000.000.000.000 Bonds payable
Pembayaran pinjaman bank (11.193.241.152) - Payment of bank loan
Pembayaran biaya Payments for bank
transaksi utang bank - (13.650.000.000) loan transaction costs
Pembayaran biaya Payments for bonds
transaksi utang obligasi - (6.969.810.487) payable transaction costs
Pembayaran dividen kas (430.000.000.000) (337.464.537.557) Payments of cash dividends
Penambahan modal disetor lainnya - 2.000.000.000.000 Other paid-in capital addition
Kas bersih yang diperoleh Net cash

untuk aktivitas pendanaan 1.145.533.786.301 5.205.984.519.657 provided by financing activities
KENAIKAN (PENURUNAN) INCREASE (DECREASE) IN CASH

KAS DAN SETARA KAS (901.667.621.537) 3.675.259.062.383 AND CASH EQUIVALENTS

AWAL TAHUN 6.586.142.271.009 2.910.883.208.626 AT BEGINNING OF YEAR

AKHIR TAHUN 5.684.474.649.472 6.586.142.271.009 AT END OF YEAR
5
CATATAN ATAS LAPORAN KEUANGAN NOTES TO FINANCIAL STATEMENTS

SIGNIFIKAN POLICIES
Dasar Penyusunan Laporan Keuangan Basis of Preparation of the Separate Financial

Tersendiri Entitas Induk Statements of the Parent Entity
Laporan keuangan tersendiri Entitas Induk disusun The separate financial statements of the Parent
sesuai dengan Pernyataan Standar Akuntansi Entity are prepared in accordance with the
Keuangan (“PSAK”) No. 4 (Revisi 2013), “Laporan Statement of Financial Accounting Standards
Keuangan Tersendiri”. (“PSAK”) No. 4 (Revised 2013), “Separate Financial
Statements”.
Kebijakan akuntansi yang diterapkan dalam Accounting policies adopted in the preparation of
penyusunan laporan keuangan tersendiri entitas the parent entity separate financial statements are
induk adalah sama dengan kebijakan akuntansi the same as the accounting policies adopted in the
yang diterapkan dalam penyusunan laporan preparation of the consolidated financial statements
keuangan konsolidasian sebagaimana diungkapkan as disclosed in Note 2 to the consolidated financial
dalam Catatan 2 atas laporan keuangan statements, except for investments in subsidiaries
konsolidasian, kecuali untuk penyertaan pada and associates.
entitas anak dan entitas asosiasi.
Penyertaan saham pada entitas anak dicatat pada Investments in shares of stock of subsidiaries are
biaya perolehan. Entitas induk mengakui dividen accounted for at acquisition cost. The parent entity
dari entitas anak pada perkiraan laba rugi dalam recognizes dividends from subsidiaries in profit or
laporan keuangan tersendiri ketika hak menerima loss in its separate financial statements when its
dividen ditetapkan. right to receive the dividends was established.
2. PENYERTAAN SAHAM PADA ENTITAS ANAK 2. INVESTMENTS IN SHARES OF STOCK OF

DAN ENTITAS ASOSIASI SUBSIDIARIES AND ASSOCIATES
Informasi mengenai entitas asosiasi yang dimiliki Information pertaining to associates owned by the
Kelompok Usaha diungkapkan dalam Catatan 1c Group is disclosed in Note 1c to the Consolidated
atas Laporan Keuangan Konsolidasian. Financial Statements.
Pada tanggal 31 Desember 2017 dan 2016, Entitas As of December 31, 2017 and 2016, the Parent
Induk memiliki penyertaan saham pada entitas Entity has the following investments in shares of
anak dan entitas asosiasi berikut: stock of subsidiaries and associates:
Persentase Biaya perolehan Persentase Biaya perolehan
Kepemilikan/ 31 Desember 2017/ Kepemilikan/ 31 Desember 2016/
Percentage of Acquisition cost Percentage of Acquisition cost
ownership December 31, 2017 ownership December 31, 2016
Entitas Anak/Subsidiaries
PT Angkasa Pura Solusi 99,99% 7.978.507.181 99,99% 7.978.507.181
PT Angkasa Pura Kargo 99,95% 199.900.000.000 99,95% 199.900.000.000
PT Angkasa Pura Propertindo 99,93% 149.900.000.000 99,93% 149.900.000.000
Entitas Asosiasi/Associates
PT Gapura Angkasa 31,25% 151.213.437.914 31,25% 151.213.437.914
PT Railink 40,00% 218.343.002.377 40,00% 218.343.002.377
PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 0,13% 5.253.280.125
Total 732.588.227.597 732.588.227.597
3. INFORMASI TAMBAHAN ATAS LAPORAN 3. SUPPLEMENTAL INFORMATION TO THE

ARUS KAS STATEMENT OF CASH FLOW
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the cash
kas adalah sebagai berikut: flows are as follows:
2017 2016
Kapitalisasi biaya pinjaman ke aset tetap 154.034.397.080 266.152.377.178 Capitalization of borrowing costs
Penambahan aset tetap yang diperoleh
dari BPYBDS 606.135.339.478 130.772.407.239 Addition of fixed assets received from BPYBDS
Reklasifikasi perangkat lunak dari aset tetap Reclassification software from fixed assets
ke aset tidak lancar lain-lain 64.756.575.105 - to other non-current assets
6
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Tinjauan Operasional Laporan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan

Operational Review Corporate Governance Report Corporate Social Responsibility

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 1

PT Angkasa Pura II (Persero)

4 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

PRINSIP DAN KOMITMEN IMPLEMENTASI GCG MANAJEMEN RISIKO

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 5

Total Aset Perusahaan

6 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 7

Pendapatan Tahun 2017

8 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

Skor Assessment GCG Tahun 2017 mencapai

89,76 masuk Kategori SANGAT BAIK.

Laba Bersih Tahun 2017

Rp2,01 Triliun Trillion

933 Mitra Binaan

Jumlah karyawan tahun 2017 sebanyak

5.133 Orang People

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 9

L APORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF INCOME

Beban Pajak 17,42% Tax Expenses

Beban Pajak Penghasilan Badan 334,72% Corporate Income Tax Expense

10 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

Pendapatan Usaha Beban Usaha

Laba Tahun Berjalan Penghasilan Komprehensif Tahun Berjalan

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 11

LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

Investasi pada Entitas Asosiasi Aset | Asset

Total Aset Perusahaan tahun 2017 sebesar Rp32,65 triliun naik

16,65% dari Total Aset tahun 2016 sebesar Rp27,99 triliun.

Liabilitas | Liabilities Ekuitas | Equity

12 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

RASIO KEUANGAN (%) KEY FINANCIAL RATIOS (%)

Rasio Lancar | Current Ratio Rasio Liabilitas | Liabilities to Equity Ratio

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 13

IKHTISAR OPERASIONAL (NON KEUANGAN) OPERATIONAL HIGHLIGHTS (NON FINANCE)

Pergerakan Pesawat Pergerakan Penumpang

Aircraft movement in 2017 amounted to

dari pergerakan pesawat tahun

2017 2016 2015 2014 2013

14 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

IKHTISAR SAHAM SHARE HIGHLIGHTS

IKHTISAR OBLIGASI, SUKUK ATAU OBLIGASI SUMMARY OF BONDS, SUBSCRIPTIONS OR CONVERSION

IKHTISAR OBLIGASI SUMMARY OF BONDS

Obligasi I Angkasa Pura II Tahun

Obligasi I Angkasa Pura II Tahun

Obligasi I Angkasa Pura II Tahun

Obligasi I Angkasa Pura II Tahun

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 15

Pemulihan global dan kondisi

16 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 17

LAPORAN DEWAN KOMISARIS

18 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

LAPORAN DEWAN KOMISARIS

Para Pemangku Kepentingan yang terhormat,

Pengawasan Terhadap Implementasi Strategi Supervision on Strategy Implementation

Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero) 19

LAPORAN DEWAN KOMISARIS

No Nama Jabatan | Designation Bidang Tugas Pengawasan | Job Description

20 PT Angkasa Pura II (Persero) Laporan Tahunan 2017 Annual Report

LAPORAN DEWAN KOMISARIS

L APORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF INCOME