Rencana Pengembangan

Kerjasama Strategis Bandara Kualanamu

Private & Confidential
 PRIVATE AND CONFIDENTIAL

Tujuan Kerjasama Strategis Bandar Udara Kualanamu, Medan

EXPANSION
1 • Kerjasama Strategis mampu meningkatkan
traffic, utamanya International Traffic

Kriteria Investor EXPERTISE

•
Strategis:
Global Airport Operator
2 • Investor Strategis memiliki expertise
pengelolaan bandara kelas internasional hub,
dan bersedia melakukan transfer knowledge
• Global Airlines Provider
• Financial Partner
• Property Developer

EQUITY
3 • Investor Strategis bersedia memberikan
partisipasi dalam bentuk ekuitas/modal
untuk Capex Pembangunan

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Proyeksi IATA – Indonesia akan menjadi Negara Nomor 6 Dari Sisi Traffic Perjalanan
Peningkatan Kapasitas dan Kualitas Bandar Udara menjadi sangat penting untuk

Keterangan:
• Indonesia akan menjadi negara dengan tingkat
keberangkatan/tujuan terbesar ke – 6 di
dunia pda 2034.
• Berdasarkan survei IATA, secara historis,
kedatangan ke Indonesia mayoritas adalah
dari Asia Pacific, Timur Tengah, dan Eropa.
• Peningkatan kapasitas dan kualitas Bandar
Udara menjadi sangat penting, tidak hanya
sebagai gerbang kedatangan turis
internasional, juga sebagai salah satu
kontributor utama ekonomi Indonesia, dengan:
1. 4,2 Juta Lapangan Kerja yang
mendukung layanan transportasi udara
2. $24 Miliar (Rp 345 Triliun) kontribusi ke
GDP
3. 2.6% GDP Indonesia didukung oleh
Transportasi Udara

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Visi Utama Bandara Kualanamu International Kedepan Menjadi International Hub

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Traffic Strategy Didasarkan pada pertumbuhan Sektor Aviasi di Indonesia dan Strategic Position Kualanamu
Aeronautical Strategy, Route Development & Marketing Strategy

ROUTE DEVELOPMENT TIMELINE

Pre 1990’s At Present

2005

REGIONAL AIRPORT APPROACHES

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Proactive Airline Approach

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Bandar Udara Kualanamu (KNO) Sebagai HUB Internasional Wilayah Barat

Dikembangkan untuk menghubungkan Subcontinent India dan Wilayah Sekitarnya

Keterangan:
• Medan akan langsung terhubung ke semua
gerbang penerbangan utama di India & Sub-
Benua India (Nepal, Bangladesh, Sri Lanka,
Pakistan)
• Membuka 50 rute Internasional dari Asia Tenggara,
Asia Utara, Sub-Benua India, Australia, Eropa, Timur
Tengah
• Lonjakan pariwisata Sub-Benua India ke Asia
Tenggara.
• Medan hub juga akan memacu pertumbuhan
seluruh provinsi Sumatera Utara.
• Medan akan terhubung ke semua kota besar &
tujuan wisata di Indonesia.
• Membuat KNO sebagai Hub Networking (Jaringan
Hub).

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Aeronautical Strategy, Route Development & Marketing Strategy
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Pengembangan Hub Strategy Untuk Mencapai Target 54 Juta Penumpang

STRATEGY FOR HUB
DEVELOPMENT

1 Route Development

Operation and Excellence

2 In Service Delivery

3 Passenger Engagement

4 Brand Building
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Dengan Roadmap Pengembangan Regional Hub, Traffic Passenger Diharapkan Meningkat Signifikan
Ditargetkan mencapai 54 JUTA PAX dalam periode 25 Tahun kedepan

VALUE FOR PASSENGER VALUE FOR VALUE FOR AIRPORT

(SPEED & QUALITY) GOVERNMENT (OPTIMIZATION)
(ECONOMIC GROWTH)

MENCIPTAKAN
PROGRAM-PROGAM
MENGEMBANGKAN RUTE MEMBERIKAN INSENTIF
MENINGKATKAN UNIK DENGAN
SECARA PROAKTIF UNTUK AIRLINE MEMBANGUN
PASSENGER PENGELOLA MENCIPTAKAN
EXPERIENCE UNTUK HUBUNGAN BILATERAL EFISIENSI KOMERSIAL
PARIWISATA
TRAFFIC TRANSIT DENGAN PEMERINTAH DAN OPERASIONAL

VALUE FOR AIRPORT VALUE FOR AIRLINES VALUE FOR REGION

(BUSINESS & BRAND (AFFORDABILITY) (BRAND DEVELOPMENT)
IDENTITY)

Jumlah Passengers (# Pax)

60 Domestik Internasional 54.0
40.6
19,1
40 31.4
14,1 Naik ~7x
19.1 10,7 dalam 25
20 12.5 Naik ~2x Tahun
8.1 6 dalam 10 26,5
33,9
3,1 20,7
2,3 9,5 13,1 Tahun
5,8
0
2019 2024 2029 2036 2041 2046

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Perusahaan Joint Venture AP II – Investor Strategis Akan Berinvestasi Untuk Pengembangan KNO
Nilai Investasi mencapai Rp 56 Triliun dalam periode 25 Tahun Kedepan dan meningkatkan kapasitas bandara up to 65 Juta Pax

Proyeksi Capex (in Rp)*

Tahap 1 Tahap 2 Tahap 3 Tahap 4

~8 tn ~7 tn ~17 tn ~15 tn

2025 - 2027 2028 - 2031 2033 - 2036 2042 - 2044

Proyeksi Kapasitas Bandara (in pax)

~20 ~30 ~50 ~65

juta juta juta juta

2028 2032 2037 2045

Proyeksi Traffic Bandara (in pax)

~17 ~24 ~42 ~54

juta juta juta juta

*Nilai investasi total Rp 56 Tn, terdiri dari Nilai Capex (Rp 47 Tn), dan Investasi Capex Rutin – Maintenance (Rp 9Tn).

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Existing Capacity

Passenger Apron
Cargo Terminal Runway (05-23) Total 32 Stands – 8 Contact and 24
Railway Station Fuel Farm
8,000 m2 3,750m x 60m remote:
(4 Code E and 28 Code C)

Surface Car park Existing Terminal

• 908 car spaces ATC Tower (50m)
• 407 Taxi spaces
(103,650 m2)
• 55 Bus spaces
• 2000 motor cycle spaces)
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Peningkatan Kapasitas Menjadi 65 Juta Penumpang dibagi kedalam 4 Tahap

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Terminal Phasing (Tahapan Pembangunan)

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GMR Airports dan ADP merupakan Aliansi Airport Terbesar di Dunia

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Strong Relationship With The Airlines

Airlines Partners of GMR Airports Airlines Partners of Groupe ADP

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GMR Diyakini Mampu Melakukan Transformasi KNO Airport Menjadi World Class Hub
GMR telah memiliki banyak success stories pengembangan bandara di seluruh dunia (contoh: Filipina, Yunani, Turki, dan tentunya India)

Delhi Airport, Hyderabad Airport, Goa Airport, Bhogapuram Airport,

India India India India

Cebu Airport, Crete Airport, Istanbul Airport, Nagpur Airport,

Philippines Greece Turkey India

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Project Docs Timeline
All the Project Documents are expected to be signed by the End of March 2022

23 Dec 23 Feb 23 Mar 23 Apr 1 July 2022 23 Sept

2021 2022 2022 2022 (acceleration*) 2022

SSA
SHA
BUBU License
MA Obtainment

CA

▪ SSA and SHA will be signed simultaneously. Whilst Master Agreement and Concession Agreement will be signed upon the completion of SHA.
▪ JVCO will apply for BUBU Standard Certificate to MoT after the signing of Master Agreement and Concession Agreement. Such BUBU Standard Certificate
shall be obtained no later than 3 months from Signing Date of MA.
▪ The Effective Date of the Concession Agreement shall occur on the same day as the Effective Date of the Master Agreement.
▪ Subscription Price shall be paid by Investor HoldCo at Completion Date of SSA.
▪ As a condition further of conditions precedents as contemplated in the Master Agreement, JVCO must, no later than the Required Effective Date, provide
payment to AP II for the first (1st) instalment of the Advance Site Rent.

Notes:

Signing Date Completion Date Required Effective Date Other MA CP’s fulfilment

*CP fulfilment potentially to be accelerated. AP II and investor shall ensure and use its best effort to accelerate the fulfillment of each CPs under Project Documents

STRICTLY CONFIDENTIAL | PAGE 20

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Untuk Menjamin Terlaksananya Proses Integrasi diperlukan beberapa focus area untuk dilaksanakan
secara Bersama-sama

Putting in Putting Optimizing

place right Effective Early focus
commercial operations,
governance financial on traffic
strategy into digital & IT
mechanisms closure development
action strategy

• Comprehensive transition • Action plan to secure the • Detailing out the traffic • Passenger profiling & • Identifying quick wins
plan financial closure for ICA development roadmap survey for operational
improvements
• Timely equity infusion & • Initiate discussions with • Comprehensive airline • Commercial plan & new
securing BUBU banks engagement concessions strategy • Prepare a detailed
roadmap for IT & digital
• Detailed E&C program & • Funding for 1st tranche • Engaging Indian & • Commercial implementation
policies development – of ASR Indonesian Govt adjacencies via JVs -
procurement, HR etc. Cargo
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Critical Point Pemenuhan Bubu dan Perjanjian Konsesi

Finalized
CP Bubu
Concession
Fulfillment Requirement
Agreement

• CP of SSA • Equity Requirement • Operating and

Maintenance
• CP of SHA • Detailing Business Plan
• Master Plan
• CP of MA • Capex Deployment
• Commercial Area Dev
• Personnel
• Business Plan
• Management
• Capex Plan
• Airport Document
• Level of Service

• Concession Fee
 HIGH PERFORMANCE AIRPORT ENTERPRISES
Required Area of Excellence

High Quality High Quality High Quality

Infrastructure Operation Human Capital
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HUMAN RESOURCES MANAGEMENT BASED ON BEST PRACTICES

Job Evaluation & Grading Man Power Planning

Succession Planning Recruiting System

Career Path Planning INTEGRATED Performance

HUMAN RESOURCES Management
MANAGEMENT

Performance
Competency Building
Appraisal

Individual Dev. Plan Rewards/Compensation

System
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HR Strategy
Adaptability that will enable the HR function to be a guide for businesses, people and perhaps, the society at large. The construct of Adaptable HR is a guide
to navigating the increasingly uncertain business and talent landscape.
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Adaptable HR
Dimensions and Characteristic Statement
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HR Operating Model
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HR Roles
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HR Operating Model to accelerate transformation

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HR Priorities

Change HR’s Strategic Direction to Address Business

1 Workforce Issue

2 Upskill HR Capabilities

3 Integrate Talent Management Process

4 Cultural Allignment To New Business Model

5 Driver Greater Automation in HR

Manager Effectiveness to Aid Performance and

6 Productivity
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HR as Business Partner

Strategic Thinking
1

2 Business Acumen

3 Business Partnering

4 Building Trust

5 Influencing Leadership

Coaching and Mentoring

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Key Findings
TERIMA KASIH