471-AP1 AnnualReport2017 LR

PT ANGKASA PURA I (PERSERO)
2017
Proud to Serve
The Nation
Bangga Melayani Bangsa
Sebagai operator 13 (tiga belas) bandara di Indonesia bagian As an operator of 13 (thirteen)

airports in center and eastern parts
tengah dan timur, PT Angkasa Pura I (Persero) terus berupaya
of Indonesia, PT Angkasa Pura I
meningkatkan kualitas pelayanan di bandara yang dikelolanya. (Persero) keeps on improving the
Perseroan juga berkomitmen mendukung program pemerintah service quality of its managed
airports. The Company is also
khususnya dalam meningkatkan konektivitas udara dan committed to support government’s
mendorong kunjungan wisata. programs, specifically in improving
air connectivity and escalating the
foreign tourist visit.
Sejumlah langkah telah dilakukan oleh Perseroan, di antaranya The company has initiated strategies
through terminal service innovation,
melalui inovasi pelayanan di terminal, penerapan smart
smart airport implementation,
airport, digitalisasi proses bisnis perusahaan dan percepatan digitalization of corporate business
pembangunan tiga bandara strategis yang masuk ke dalam process and acceleration in three
strategic airport constructions which
proyek strategis nasional. Di samping itu, Perseroan juga
belong to national strategic projects. In
senantiasa berupaya untuk menyediakan fasilitas alat addition, the Company also strives to
produksi yang berkualitas yang meliputi landasan pacu, apron, provide quality production equipment
facilities including runways, apron,
aviobridge, terminal penumpang, gudang kargo, dan tempat aviobridge, passenger terminals, cargo
parkir kendaraan. Langkah-langkah tersebut diharapkan warehouses and vehicle parking lots.
Those strategies are aimed at the
dapat meningkatkan kualitas pelayanan bagi penumpang dan
improvement of the service quality
pengguna bandara lainnya. towards passengers and other airport
users.
Indeks Kepuasan Pelanggan (Customer Satisfaction Index) Customer Satisfaction Index (CSA)
reached a significant improvement
mengalami peningkatan yang cukup signifikan di 2017.
in 2017. Almost all the airports
Hampir di seluruh bandara yang dikelola Perseroan under the Company’s management
memperoleh Indeks Kepuasan Pelanggan di atas 4 (empat), achieve above 4 (four) points in
Customer Satisfaction Index, a more
meningkat cukup signifikan dibanding tahun sebelumnya. significant increase compared to the
Hal ini merupakan perwujudan dari spirit Perseroan yang previous year. The Company’s spirit
is manifested in its honor to give
menjadikan kualitas pelayanan kepada bangsa menjadi sebuah
quality service to all the nations.
kebanggaan.
Profil Perusahaan Analisis dan Pembahasan Manajemen Sumber Daya Manusia
Company Profile Management Discussion and Analysis Human Capital
KESINAMBUNGAN
TEMA
Theme Correlations
MEMBANGUN KEBANGGAAN BANGSA

MELALUI PERCEPATAN PEMBANGUNAN
INFRASTRUKTUR BANDARA
Building National Pride Through
The Development of Airport Infrastructure
2016 Untuk memantapkan pencapaian visi “Menjadi

Satu dari Sepuluh Perusahaan Pengelola Bandara
PT Angkasa Pura I (Persero) is well aware of its
role as one of regional growth forces which later
Terbaik di Asia”, Perseroan melakukan perubahan will affect the national economy. To stabilize the
paradigma bisnis, dari sekadar infrastructure achievement of the vision “To Become One of the
provider menjadi service company yang berorientasi Top Ten Airport Operators in Asia,” the Company
kepada peningkatan kualitas keselamatan, restructures the business paradigm from a mere
keamanan, dan kenyamanan pengguna jasa bandara infrastructure provider into a service company
dengan menggunakan model Smart Airport. PT oriented towards the improvement of airport users’
Angkasa Pura I (Persero) akan meningkatkan peran safety, security and comfort using Smart Airport
bandara sebagai akselerasi penciptaan daya saing model. PT Angkasa Pura I (Persero) will enhance
dan strategi ekonomi domestik (Center of Regional the airport role as acceleration of competitiveness
Development) yang mendukung pengembangan creation and Center of Regional Development that
‘catchment area’ sesuai dengan Konsep Integrasi supports the development of ‘catchment area’ based
Tol, Laut,dan Konektivitas Udara. on the Concept of Highway, Sea and Air Connectivity
Integration.
DELIVERING EXCELLENT SERVICE Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
AND PERFORMANCE
Jakarta, 10610
Telp : 62-21 6541961
Faks : 62-21 6541513, 6541514
Email : humas@angkasapura1.co.id
Website : www.angkasapura1.co.id
Delivering Excellent Service and Performance
2014
Delivering Excellent
Service and Performance
Laporan Tahunan | Annual Report
2014
Laporan Tahunan | Annual Report 2014
www.angkasapura1.co.id
2014 menjadi tahun pembuktian program The year of 2014 was a year of evidence on the
transformasi bisnis Perseroan, yang dilakukan Company business transformation program through
melalui pengembangan kapasitas, penyempurnaan capacity development, facility improvement, and
fasilitas, dan perbaikan pelayanan sebagai upaya service enhancement to create a new airport
mengkreasikan pengalaman baru di bandara. experience.

2 Laporan Tahunan 2017
Teknologi Informasi Tata Kelola Perusahaan Tanggung Jawab Perusahaan
Information Technology Corporate Governance Corporate Social Responsibility
PENGEMBANGAN PERUSAHAAN PENGELOLA

BANDAR UDARA BERKINERJA TINGGI
Development on High Performance Airport
GATE 1
Operator Corporation
GATE 2
GATE 3
GATE 4
2015
SECURITY CHECKPOINT A A
DEPARTURES
AIRLINE AIRLINE
13.2kg 13.2kg
Development on High Performance

Airport Operator Corporation
Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi
2015
Laporan Tahunan
Annual Report
Sesuai dengan road map Rencana Jangka Panjang In accordance with the road map for the Company’s
Perusahaan (RJPP) 2014-2018, ditetapkan Long Term Plan (RJPP) from 2014 to 2018, it was
bahwa target utama Perseroan di 2015 adalah determined that the main target of the Company
“Pengembangan Perusahaan Bandar Udara in 2015 was Development on High Performance
Berkinerja Tinggi”. Sejalan dengan hal tersebut Airport Corporation. In line with it the Company
maka Perseroan telah menerapkan strategic action has implemented the strategic actions including
di antaranya adalah menyempurnakan penerapan excelling the implementation of service and
service dan operation excellence, mengoptimalkan operation excellence, optimizing the effectiveness
efektivitas dan efisiensi biaya, mengoptimalkan and cost efficiency, optimizing the entire potential
seluruh potensi sinergi secara internal dan eksternal, synergies both internally and externally, and
dan mempercepat serta memperbesar penciptaan accelerating and improving the value creation of
nilai dari kemitraan strategis. Strategi-strategi the strategic partnerships. Those strategies were
tersebut terbukti mampu meningkatkan kinerja proven to be able to enhance the Company’s
Perseroan di 2015. performance in 2015.
2013
Optimalisasi Potensi Bisnis

BUSINESS POTENTIAL OPTIMIZATION
ANNUAL REPORT
LAPORAN TAHUNAN
BUSINESS POTENTIAL OPTIMALIZATION
Bisnis kebandarudaraan di Indonesia berubah secara signifikan, salah satunya

adalah implementasi dari UU No. 1/2009, yang membuka kesempatan kepada
siapa saja sepanjang memenuhi syarat sebagai Badan Usaha Bandar Udara
(BUBU) untuk mengelola bandar udara. Hal penting lain sebagai dampak
penerapan undang-undang tersebut adalah pemisahan layanan air traffic
service dari bisnis Perseroan terhitung mulai Januari 2013. Perubahan ini menjadi
menjadi tantangan bagi Perseroan untuk “menutupi” kehilangan pendapatan
yang sangat signifikan tersebut. Dibutuhkan sebuah akselerasi bagi percepatan
Business Potential Optimalization
pertumbuhan bisnis melalui usaha yang tidak biasa-biasa saja (extraordianry

effort) dan memperlakukan bisnis sebagai business not as ussual.
The airport business in Indonesia changed significantly. One of the change is

the implementation of Law No. 1/2009, which opens the opportunity to anyone
as long as meeting the prerequisite of Airport Enterprises (BUBU) to manage the
airport. Another important issue as the impact of the Law is the separation of air
traffic services from the Company which began effectively since January 2013,
this change becomes a challenge for the Company to “cover” a very significant
loss of revenue. It needs extraordinarily hard effort to accelerate the business
growth and treat the business as a unusual one.
2013
Langkah bisnis yang dilakukan adalah dengan mengoptimalkan porsi
pendapatan dari sektor non-aeronautika. Yang menggembirakan, Perseroan
berhasil menggenjot pendapatan dari sektor ini secara eksponensial sebesar
29,75% di tahun 2013, melampaui pertumbuhan penumpang yang besarnya
9,67%. Sehingga saat ini komposisi pendapatan non-aeronautika Perseroan
mencapai 32,59%. Hal ini sesuai dengan visi dan arah Perseroan untuk mencapai
pendapatan non-aeronautika sebesar 57% pada 2018 dan mensejajarkan diri
dengan pengelola bandar udara terkemuka di dunia yang rata-rata pendapatan
non-aeronautikanya minimal mencapai 40%.
The early business step is to optimize the revenue share from non-aeronautical
Business Potential
sector. The valuable side is that the Company successfully boost the revenues
Business Potential
from this sector amounted to 29.75% exponentially in 2013, outpacing the
Angkasa Pura Airports passenger growth at the amount of 9.67%. As a result, the composition of the
Optimalization
Kota Baru Bandar Kemayoran non-aeronautical revenue currently has reached 32.59%. This met the vision and
Optimalization
Blok B 12 Kav. No 2, Jakarta 10610 direction of the Company to achieve non-aeronautical revenue by 57% in 2018
and positioning itself in line with the world’s leading airports whose average
T. +62 21 654 1961 income of non-aeronautics at least reach 40%.
F. +62 21 654 1513/14
www.angkasapura1.co.id
Laporan Tahunan
2013
Annual
Laporan Report
Tahunan
Annual Report
Perubahan bisnis kebandarudaraan di Indonesia The changes of airport business in Indonesia have
memberikan dampak signifikan bagi PT Angkasa made a significant impact for PT Angkasa Pura I
Pura I (Persero). Pengoptimalan porsi pendapatan (Persero). The optimization of revenue share from
dari sektor non-aeronautika pun dilakukan. non-aeronautics was also been implemented.

2017 Annual Report
3
SEKILAS
TENTANG
PERUSAHAAN
A Glimpse of The Company

KEPEMILIKAN:
Shareholder:
Pemerintah
Republik
Indonesia 100%
BIDANG JASA UTAMA:

USAHA Main Services:
Line of Business: PT ANGKASA PURA I PJP4U; PJP2U; Garbarata
(Aviobridge);
Aeronautika (PERSERO) Counter Check-In; Baggage Handling
System (BHS)/Hold Baggage
(Kebandarudaraan) Screening (HBS); Konsesi atas Jasa
Penggunaan
Fasilitas Bandar Udara
Non-Aeronautika
(Non-Bandara)
ENTITAS ANAK:
Subsidiaries:
PT Angkasa Pura Hotel (99,99%);
PT Angkasa Pura Logistik (98,00%);
PT Angkasa Pura Properti (99,96%);
PT Angkasa Pura Retail (97,50%);
PT Angkasa Pura Suport (99,81%)

2017 Annual Report
5
Pendapatan Usaha
PENCAPAIAN sebesar Rp7,19 triliun
PENTING
atau bertumbuh sebesar
17,20%.
The Revenue reached Rp7.19 trillion
Significant Achievement
or increased by 17.20%
17,2%
Pendapatan Aeronautika meningkat

18,64% menjadi Rp4,29 triliun
18,6 %
Aeronautics income increased by 18.64%
into Rp4.29 trillion
Laba Bersih Tahun

Berjalan sebesar Total Aset bertumbuh
5,8%
Rp1,42 triliun 5,85% menjadi Rp25,05
atau bertumbuh triliun
sebesar 22,49% Total Asset went up by 5.85%,
Net Profit for the year amounting Rp25.05 trillion
reached Rp1.42 trillion,
increasing by 22.49%
Ekuitas bertumbuh
22,5% 11,70% menjadi

Rp13,40 triliun
Equity rose by 11.70% and
11,7%
6 PT ANGKASA PURA I (PERSERO) became Rp25.05 trillion
Laporan Tahunan 2017
KINERJA
NON-KEUANGAN
Non-Financial Highlights
• Bandara Paling Tepat Waktu di Dunia Badan Usaha Milik Negara (BUMN)
Kategori Bandara Besar (10-20 juta sektor Transportasi diberikan kepada
penumpang per tahun) diberikan PT Angkasa Pura I (Persero) oleh
kepada Bandara Juanda Surabaya Economic Review
oleh OAG Punctuality League The Best Human Capital for the State-Owned
Enterprises (BUMN) category in Transportation
The World’s Most Punctual Airports for Large
sector was addressed to PT Angkasa Pura I
Airport Category (10-20 million passengers
(Persero) by the Economic Review
per year) was awarded to Juanda Airport in
Surabaya by OAG Punctuality League
BUMN dengan Kinerja Keuangan
Bronze Winner The Best State-Owned “Sangat bagus” diberikan kepada
Enterprise dalam acara Indonesia PT Angkasa Pura I (Persero) dalam
Inhouse Magazine Award acara Infobank BUMN Awards 2017
Bronze Winner The Best State-Owned BUMN with “Very Good” Financial Performance
Enterprise in the event of Indonesia Inhouse was accorded to PT Angkasa Pura I (Persero)
Magazine Award during the Infobank BUMN Awards in 2017
“World Best Airport 2017 in 15-25 BUMN dengan Predikat “Good

million passengers per year Airport Performance” diberikan kepada
Category” diberikan kepada Bandara PT Angkasa Pura I (Persero) dalam
I Gusti Ngurah Rai Bali dari Airport acara BUMN Performance Excellence
Council International (ACI) Award (BPEA)
“World Best Airport 2017” in 15-25 million BUMN with “Good Performance” Predicate was
passengers per year Airport Category” was awarded to PT Angkasa Pura I (Persero) during
awarded to I Gusti Ngurah Rai Airport in the BUMN Performance Excellence Award
Bali by the Airport Council International (ACI) (BPEA)
“The Most Improved Airport in Asia Penghargaan Gold Kategori “Brand

Pacific” diberikan kepada Bandara Strategy” diberikan kepada
Sultan Hasanuddin Makassar dari PT Angkasa Pura I (Persero) dari
Airport Council International (ACI) Majalah BUMN Track
“The Most Improved Airport in Asia Pacific” was The Gold Awards in “Brand Strategy” Category
awarded to Sultan Hasanuddin Airport in Makassar was addressed to PT Angkasa Pura I (Persero)
by BUMN Track Magazine
by the Airport Council International (ACI)
1 Platinum Winner, 2 Gold Winner, 2

Bronze Winner, 1 Award diberikan
kepada PT Angkasa Pura I (Persero)
dalam acara (PRIA) 2017
1 Platinum Winner, 2 Gold Winner, 2 Bronze
Winner, 1 Award were conferred to PT Angkasa
Pura I (Persero) during the Public Relations
Indonesia Awards (PRIA) in 2017

The Best Human Capital kategori 7
2017 Annual Report
JEJAK LANGKAH
Milestones
1962 1964 1965
15 November/November 20 Februari/February 17 Mei/May

Pemerintah RI mengeluarkan PP Setelah melalui masa transisi selama Berdasarkan Peraturan Pemerintah
No.33 Tahun 1962 tentang Pendirian dua tahun, terhitung mulai tanggal Nomor 21 Tahun 1965 tentang
Perusahaan Negara (PN) Angkasa Pura 20 Februari 1964 PN Angkasa Pura Perubahan dan Tambahan PP Nomor
Kemayoran, yang ditandatangani oleh Kemayoran resmi mengambil alih 33 Tahun 1962, PN Angkasa Pura
Pejabat Presiden RI Ir. Djuanda. Tugas secara penuh aset dan operasional “Kemayoran” berubah nama menjadi
pokoknya adalah pengelolaan dan Bandara Internasional Kemayoran, PN Angkasa Pura dengan maksud untuk
pengusahaan Bandar Udara Kemayoran Jakarta dari Kementerian Perhubungan lebih membuka kemungkinan mengelola
Jakarta yang saat itu merupakan satu- Udara. Tanggal inilah yang kemudian bandar udara lain di wilayah Indonesia.
satunya bandar udara internasional ditetapkan sebagai hari jadi Perseroan.
yang melayani penerbangan dari dan In accordance with the Government
keluar negeri selain penerbangan ke luar After undergoing a two-year transitional Regulation No. 21 of 1965 on the
domestik. period, since 20 February 1964 PN Amendment and Supplement to
Angkasa Pura Kemayoran officially Regulation No. 33 of 1962, PN Angkasa
Government of the Republic of Indonesia took over the assets and operations Pura “Kemayoran” changed its name
issued Government Regulation No.33 of Kemayoran International Airport, into PN Angkasa Pura with a view
of 1962 concerning the Establishment Jakarta from the Ministry of Air to further open up the possibility of
of State Corporate (PN) which was Transportation. This date was then managing other airports in Indonesia.
signed by the Republic of Indonesia designated as the anniversary of
Presidential officer, Ir. Djuanda. The Company.
main duties of the company were to
manage and operate the Kemayoran
Airport which at the time was the only
international airport serving inbound
and outbound travel both overseas
other than domestic flights.
2013 2012
2 Januari/January 6 Januari/January
Implementasi Tahap Pertama Proyek Enterprise Resource Pembentukan beberapa Entitas Anak, yaitu PT Angkasa
Planning (ERP). Pura Hotel, PT Angkasa Pura Properti, dan PT Angkasa Pura
Implementation of the First Phase of Project Enterprise Logistik.
Resource Planning (ERP). Establishment of Subsidiaries, including PT Angkasa Pura
Hotel, PT Angkasa Pura Properti, and PT Angkasa Pura
Logistik.
4 Januari/January
Pendirian SBU Commercial Ngurah Rai sesuai dengan
Keputusan Direksi No.KEP.02/ OM.01.01/2013. 9 Februari/February
Establishment of Ngurah Rai Commercial SBU pursuant Pembentukan Entitas Anak PT Angkasa Pura Suport.
to the Decision of the Board of Directors No.KEP.02/
Establishment of subsidiary, PT Angkasa Pura Suport.
OM.01.01/2013.
20 Februari/February
6 Januari/January
Peluncuran identitas perusahaan (corporate identity)
Pengalihan tugas pengelolaan kenavigasian ke Perusahaan berupa visi, misi, dan nilai-nilai perusahaan baru. Turut
Umum Lembaga Penyelenggara Pelayanan Navigasi pula di-launching hymne dan mars serta seragam baru
Penerbangan Indonesia (Perum-LPPNPI) berdasarkan perusahaan.
Peraturan Pemerintah Nomor 77 Tahun 2012. Launching of corporate identity in the form of new company
Re-assignment of navigation management to Perum-LPPNPI vision, mission, and values. The Company’s hymn, and march
pursuant to the Government Regulation No. 77 of 2012. as well as new uniform were also launched.
12 September/September
Pengoperasian terminal internasional baru Bandara
Internasional I Gusti Ngurah Rai Bali.
Operation of the new international terminal at I Gusti
Ngurah Rai Airport of Bali.

1992 1987 1974
4 Februari/February 19 Mei/May 24 Oktober/October

Berdasarkan PP Nomor 5 Tahun 1992, Wilayah pengelolaan bandar udara Status badan hukum PN Angkasa Pura
bentuk Perum Angkasa Pura I diubah komersial di Indonesia dibagi dua, berubah menjadi Perusahaan Umum
menjadi Perseroan Terbatas (PT) yang seiring dengan perubahan Perum (Perum), berdasarkan PP Nomor 37
sahamnya dimiliki sepenuhnya oleh Angkasa Pura menjadi Perum Angkasa Tahun 1974.
Negara Republik Indonesia sehingga Pura I dan dibentuknya Perum Angkasa
namanya menjadi PT Angkasa Pura I Pura II. Perum Angkasa Pura I mengelola Status of Legal entity of PN Angkasa
(Persero). bandara di wilayah timur Indonesia, Pura was transformed into a Public
sedangkan Perum Angkasa Pura II Company (Perum), under Regulation
Pursuant to the Government Regulation mengelola bandara di wilayah barat No.37 of 1974.
No. 5 of 1992, the status of Angkasa Indonesia.
Pura I was changed from a Public
Company (Perum) into a Limited The area of commercial airport
Liability Company (PT), whose shares management in Indonesia was divided
are wholly owned by the State of into two areas, marked by the change
Republic Indonesia, and bearing the of Perum Angkasa Pura into Perum
name of PT Angkasa Pura I (Persero). Angkasa Pura I and the establishment of
Perum Angkasa Pura II. Perum Angkasa
Pura I managed airports in the eastern
part of Indonesia, while Perum Angkasa
Pura II managed airports in the western
part of Indonesia.
2011 2008
20 Oktober/October 22 September/September
Peresmian Bandara Internasional Peresmian Bandara Sultan
Lombok (BIL) oleh Presiden RI. Hasanuddin oleh Presiden RI.
Official Opening of Lombok Official Opening of Sultan Hasanuddin
International Airport (BIL) Airport by the President of the
by the President of the Republic of Republic of Indonesia.
Indonesia.
1 Desember/December
Ground breaking proyek
pembangunan Terminal 2 (T2)
Bandara Juanda, Surabaya.
Ground breaking of Terminal 2
(T2) construction project at Juanda
Airport, Surabaya.
30 Desember/December
Logo baru PT Angkasa Pura I
(Persero) sebagai salah satu identitas
perusahaan (corporate identity) resmi
diluncurkan.
The new logo of PT Angkasa Pura I
(Persero) airports as
one of the corporate identities was
officially launched.

2017 Annual Report
9
2014 2015
14 Februari / February 17 September/September 18 Mei/May

Pengoperasian Terminal 2 Bandara Pengoperasian terminal domestik Groundbreaking Proyek
Internasional Juanda Surabaya. baru Bandara Internasional I Gusti Pengembangan Bandara
Operation of Terminal 2 at Juanda Ngurah Rai Bali. Internasional Syamsudin Noor
International Airport, Surabaya. Operation of the new domestic Banjarmasin.
terminal at I Gusti Ngurah Rai Groundbreaking of Syamsudin
22 Maret / March International Airport, Bali. Noor International Airport of
Pengoperasian terminal baru Banjarmasin Construction Project.
Bandara Internasional Sepinggan 19 Desember/December
Balikpapan. Peresmian Bandara Internasional I 17 Agustus /August
Operation of the new terminal at Gusti Ngurah Rai Bali oleh Menteri Pengoperasian Terminal B Bandara
Sepinggan International Airport, Perhubungan RI Ignasius Jonan. Adisutjipto Yogyakarta.
Balikpapan. Official Opening of I Gusti Ngurah Operation of Terminal B at
Rai International Airport by the Adisutjipto International Airport of
17 Juni/June Minister of Transportation Ignatius Yogyakarta.
Groundbreaking pengembangan Jonan.
Bandara Internasional Ahmad Yani 13 Desember/December
Semarang. Pengoperasian Terminal Khusus
Groundbreaking for the Umroh Bandara Juanda Surabaya.
development of Ahmad Yani Operation of Special Terminal for
International Airport, Semarang. Umroh at Juanda International
Airport of Surabaya.
15 September/September
Peresmian Bandara Internasional
Sultan Aji Muhammad Sulaiman
Sepinggan Balikpapan dan Terminal
2 Bandara Internasional Juanda
Surabaya oleh Presiden RI Susilo
Bambang Yudhoyono.
Official opening of Sultan Aji
Muhammad Sulaiman Sepinggan
International Airport, Balikpapan
and Terminal 2 at Juanda
International Airport, Surabaya
by the President of the Republic
of Indonesia Susilo Bambang
Yudhoyono.

2016 2017
23 November /November
Penerbitan Obligasi I Angkasa Pura 27 Januari/January
I Tahun 2016 dan Sukuk Ijarah I
Groundbreaking pembangunan Bandara
Angkasa Pura I Tahun 2016.
Issuance of Bonds I Angkasa Pura Internasional Yogyakarta di Kulonprogo
I Year 2016 and Sharia-compliant oleh Presiden RI Joko Widodo.
Bonds I Angkasa Pura I 2016.
Groundbreaking for the development
of Yogyakarta International Airport
in Kulonprogo by the President of the
Republic of Indonesia Joko Widodo.
8 April/April
Groundbreaking pembangunan Kereta Api
Bandara Adi Soemarmo di Boyolali oleh
Presiden RI Joko Widodo.
Groundbreaking for the development

of Airport Rail Link at Adi Soemarmo
Airport in Boyolali by the President of
the Republic of Indonesia Joko Widodo.

2017 Annual Report
11
KEUNGGULAN
PERUSAHAAN
Company Advantages

PERUSAHAAN
PELOPOR
PENGELOLAAN
BANDAR
UDARA SECARA
KOMERSIAL
1
DI INDONESIA
Pioneer Company in
Commercial Airport
Management In Indonesia
PT Angkasa Pura I (Persero) lahir sejak 20 Februari 1964 PT Angkasa Pura I (Persero) established in February
silam, dengan amanat langsung dari pendiri bangsa 20, 1964 on direct mandate from the nation’s founders
untuk mengelola dan mengembangkan bandar udara di to manage and develop Indonesian airports to equal
Indonesia agar setara dengan bandara di negara-negara airports of developed countries. Innovative steps
maju. Berbagai langkah inovasi yang telah Perseroan the company took to manifest the vision to manage
laksanakan demi mewujudkan visi sebagai pengelola world class airport has started to show positive and
bandara kelas dunia mulai menampakan hasil yang encouraging result. It is at least shown in several
positif dan menggembirakan. Hal itu setidaknya terlihat achievements attained by the company’s managed
dari beberapa pencapaian yang telah diraih bandara- airports, such as:
bandara yang dikelola Perseroan, antara lain:
1. The Most Improved Airport in Asia-Pacific yang 1. The Most Improved Airport in Asia- Pacific achieved
diraih oleh Bandara Sultan Hasanuddin Makassar by Sultan Hasanuddin Airport, Makassar from
dari Airport Council International (ACI); Airport Council International (ACI);
2. The 3rd World Best Airport 2015 dan The 3rd World 2. The 3rd World Best Airport 2015 and The 3rd
Best Airport 2016 kategori bandara dengan 15-25 World Best Airport 2016 airport with 15-25 million
juta penumpang per tahun versi Airport Service passengers per year of Airport Service Quality (ASQ)
Quality (ASQ) Award yang diselenggarakan oleh Award conducted by Airport Council International
Airport Council International (ACI) yang diraih dan (ACI) attained and upheld for two consecutive years
dipertahankan selama dua tahun berturut-turut by I Gusti Ngurah Rai Airport, Bali.
oleh Bandara I Gusti Ngurah Rai Bali.
3. The Most Punctual Airport (Bandara Paling Tepat 3. The Most Punctual Airport of OAG Punctuality
Waktu di Dunia) versi OAG Punctuality League League, large airport category, from a British air
kategori bandara besar dari lembaga analis travel analysis organization OAG, achieved by
perjalanan udara asal Inggris OAG, yang diraih oleh Juanda Airport, Surabaya;
Bandara Juanda Surabaya;
4. The Best of The Best Airport of The Year 2016 versi 4. The Best of The Best Airport of The Year 2016 of
Bandara Award yang diraih oleh Bandara Sultan Aji Bandara Award achieved by Sultan Aji Muhammad
Muhammad Sulaiman Sepinggan Balikpapan. Sulaiman Sepinggan Airport, Balikpapan.

2017 Annual Report
13
PENGELOLA
BANDARA-
BANDARA UTAMA
YANG BERADA
DI PUSAT BISNIS
DAN PARIWISATA
2
INDONESIA
Management of Main Airports
on Indonesia’s Central Business
and Tourism
Saat ini, Perseroan mengelola bandara-bandara: Currently, the company manages the following airports:
1. Bandar Udara Internasional I Gusti Ngurah Rai – Bali 1. International Airport I Gusti Ngurah Rai – Bali.
2. Bandar Udara Internasional Juanda – Surabaya. 2. International Airport Juanda – Surabaya.
3. Bandar Udara Internasional Sultan Hasanuddin – 3. International Airport Sultan Hasanuddin – Makassar.
Makassar.
4. Bandar Udara Internasional Sultan Aji Muhammad 4. International Airport Sultan Aji Muhammad Sulaiman
Sulaiman Sepinggan – Balikpapan. Sepinggan – Balikpapan.
5. Bandar Udara Internasional Frans Kaisiepo – Biak. 5. International Airport Frans Kaisiepo – Biak.
6. Bandar Udara Internasional Sam Ratulangi – Manado. 6. International Airport Sam Ratulangi – Manado.
7. Bandar Udara Syamsudin Noor – Banjarmasin. 7. Syamsudin Noor Airport – Banjarmasin.
8. Bandar Udara Internasional Ahmad Yani – Semarang. 8. International Airport Ahmad Yani – Semarang.
9. Bandar Udara Internasional Adisutjipto – Yogyakarta. 9. International Airport Adisutjipto – Yogyakarta.
10. Bandar Udara Internasional Adi Soemarmo – Surakarta. 10. International Airport Adi Soemarmo – Surakarta.
11. Bandar Udara Internasional Lombok - Lombok Tengah. 11. International Airport Lombok – Central Lombok.
12. Bandar Udara Internasional Pattimura – Ambon. 12. International Airport Pattimura – Ambon.
13. Bandar Udara Internasional El Tari – Kupang. 13. International Airport El Tari – Kupang.
Bandar udara yang dikelola oleh Perseroan memiliki lokasi The Company’s managed airports have strategic locations,
yang strategis, yaitu berada di pusat bisnis (Surabaya, situated in central business areas (Surabaya, Makassar,
Makassar, Balikpapan, Banjarmasin, dan Semarang) dan juga Balikpapan, Banjarmasin, and Semarang) as well as prime
kawasan pariwisata unggulan Indonesia (Bali, Biak, Manado, tourism destinations (Bali, Biak, Manado, Yogyakarta,
Yogyakarta, Surakarta, Lombok, Ambon, dan Kupang). Surakarta, Lombok, Ambon and Kupang) of Indonesia.

KOMITMEN YANG TINGGI DALAM

MENERAPKAN INFORMATION
3
AND COMMUNICATION
TECHNOLOGY KELAS DUNIA
High Commitment in The Implementation
of World Class Information
and Communication Technology
PT Angkasa Pura I (Persero) memiliki komitmen yang PT Angkasa Pura I (Persero) holds high commitment
tinggi dalam penerapan world class information and in the implementation of world class information
communication technology (ICT). Hal ini diwujudkan and communication technology (ICT). It is carried out
dengan perumusan strategi teknologi informasi yang by information technology strategy development,
meliputi operation excellence, revenue safeguarding, covering operation excellence, revenue safeguarding,
penguatan fondasi ERP, dan penguatan fondasi ICT. strengthening ERP foundation, and strengthening
Strategi operation excellence merupakan strategi ICT foundation. Operation excellence strategy is an
penguatan teknologi komunikasi untuk mendukung information technology strengthening strategy to
berjalannya proses bisnis perusahaan yang andal. Hal ini support reliable corporate business process. This is
dilakukan dengan implementasi Airport Operation Control conducted through the implementation of Airport
System (AOCS) di seluruh bandar udara. Pada tahun 2017, Operation Control System (AOCS) throughout the
Perseroan telah melakukan inovasi yaitu program SATU airports. In 2017, the Company has innovated the SATU
Aplikasi Untuk Prestasi dengan menerapkan layanan Application Program for Achievement by implementing
otomasi perkantoran Office Collaboration Platform Office Collaboration Platform (OCP) automated office
(OCP) berbasis digital, Tata Naskah Dokumen Elektronik automation services, Electronic Document Copywriting
(TNDE), dan AP1 e-Learning (APel) untuk peningkatan (TNDE) and AP1 e-Learning (APEL) for increasing
produktivitas kerja dan peningkatan kompetensi seluruh work productivity and competency improvement all
personil PT Angkasa Pura I (Persero). personnel of PT Angkasa Pura I (Persero).
Strategi revenue safeguarding adalah pencapaian Revenue safeguarding strategy is the accomplishment of
teknologi informasi dan komunikasi untuk mendukung information and communication technology to support
revenue safeguarding. Hal ini diwujudkan dengan revenue safeguarding. It is carried out by ICT utilization
pemanfaatan ICT yang berhubungan dengan jasa related to services, such as Passenger service charge
layanan yang antara lain meliputi Passenger service on Ticket System (POTS) and parking system. In 2017,
charge on Ticket System (POTS) dan parking system. the Company has added free Wi-Fi service facility with
Pada tahun 2017, Perseroan telah menambahkan bandwidth up to 100 MB per access point and Angkasa
fasilitas layanan free Wi-Fi dengan bandwidth up to 100 Pura Airport Mobile Apps application which can be
MB per access point dan aplikasi Angkasa Pura Airport downloaded at Apple App Store and Google Play through
Mobile Apps yang dapat diunduh di Apple App Store dan Personalized Service as the first step from Smart Airport
Google Play melalui personalisasi layanan (Personalized implementation for airport service users available at
Service) sebagai langkah awal dari implementasi smart 13 (thirteen) Airports so as to improve the customer
airport bagi pengguna jasa bandara yang tersedia di satisfaction index or Customer Satisfaction Index (CSI)
13 (tiga belas) bandara sehingga dapat meningkatkan of the Airport. Strategy to strengthen ERP foundation
indeks kepuasan pelanggan atau Customer Satisfaction is carried out by financial system integration between
Index (CSI) bandara. Strategi penguatan fondasi ERP Subsidiary Entity with Parent Entity to generate
dilakukan dengan mengintegrasi sistem keuangan Accurate and Timely Consolidation Financial Result, SAP
antara Entitas Anak dengan Induk untuk menghasilkan development (BPC and Enterprise Asset Management),
Laporan Keuangan Konsolidasi yang akurat dan tepat and Legacy Application integration with ERP Platform
waktu pengembangan SAP (BPC dan Enterprise Asset using new service-bus. Strategy to strengthen ICT
Management), dan integrasi Legacy Application dengan foundation is accomplished by ICT infrastructure
ERP Platform menggunakan service-bus. Untuk strategi standardization (LAN, WAN, Communication, Wi-Fi, and
penguatan fondasi ICT dicapai dengan standardisasi Server), ICT Governance, as well as fulfillment of human
infrastruktur ICT (LAN, WAN, Communication, Wi-Fi, dan capital needs related with certification, training, and
Server), ICT Governance, dan pemenuhan kebutuhan amounts).
SDM terkait sertifikasi, training, dan jumlah).

2017 Annual Report
15
KOMITMEN YANG
TINGGI DALAM
IMPLEMENTASI
SAFETY, SECURITY, AND
SERVICE THROUGH
COMPLIANCE (3S1C)
4
BEYOND REGULATION
High Commitment in the
Implementation of Safety, Security,
and Service Through Compliance
(3S1C) Beyond Regulation
Sebagai perusahaan pengelola bandar udara, As an airport management company, PT Angkasa

PT Angkasa Pura I (Persero) sangat berkomitmen Pura I (Persero) is highly committed to ensure the
untuk menjamin diterapkannya Safety, Security, implementation of Safety, Security and Service through
and Service through Compliance (3S1C). Sasaran Compliance (3S1C). The target of the program is the
dari program tersebut adalah terselenggaranya implementation of reliable services that prioritized
pelayanan yang andal dengan mengutamakan faktor on safety, comfortability and smoothness factors.
selamat, kenyamanan dan kelancaran. Program ini This program emphasizes on the effort to create
menitikberatkan upaya menciptakan kepatuhan service compliance according to the respective rights
pelayanan sesuai dengan hak dan kewajibannya. and obligations. The Company enforces the program
Perseroan telah menerapkan program tersebut mulai starting from the gate, parking area and public places
dari pintu gerbang, tempat parkir, dan tempat umum on airport.
yang ada di bandara.
Perseroan telah menerapkan 3S1C beyond regulation. The Company has implemented 3S1C beyond
Di samping mematuhi regulasi yang berlaku, Perseroan regulation. In addition to complying with applicable
telah melaksanakan kegiatan untuk meningkatkan regulations, the Company has implemented activities
keselamatan bandara dengan mengacu kepada standar to improve airport safety by referring to international
internasional. Setelah Bandar Udara Internasional standards. After Sultan Aji Muhammad Sulaiman
Sultan Aji Muhammad Sulaiman Sepinggan – Sepinggan International Airport - Balikpapan and I
Balikpapan dan Bandar Udara Internasional I Gusti Gusti Ngurah Rai - Denpasar International Airport
Ngurah Rai - Denpasar mendapatkan Airport Excellence get Airport Excellence and Safety reviu by Airport
and Safety review oleh Airport Council International Council International (ACI) in 2016. In 2017 the same
(ACI) di 2016. Pada tahun 2017 telah dilakukan review review has been done for Juanda International Airport
yang sama untuk Bandar Udara Internasional Juanda - Surabaya and Sultan Hasanuddin International
- Surabaya dan Bandar Udara Internasional Sultan Airport - Makassar. Going forward, it will gradually be
Hasanuddin – Makassar. Ke depannya, secara bertahap reviewed for other airports.
akan dilakukan review untuk bandara-bandara lainnya.

Implementasi 3S1C terlihat dari pencapaian skor The implementation of 3S1C is evident from the
Airport Service Quality (ASQ) yang dinilai oleh lembaga achievement of the Airport Service Quality (ASQ)
ACI dengan rata-rata nilai di atas 4,5 pada 4 (empat) scores assessed by ACI agencies on average 4.5 in 4
bandara (tahun 2017) dan skor Corporate Satisfaction (four) airports (2017) and Corporate Satisfaction Index
Index (CSI) yang dinilai oleh lembaga INACA pada (CSI) scores assessed by INACA institutions on 13
13 (tiga belas) bandara dengan rata-rata di atas 4. (thirteen) airports with above average 4. The Company
Perseroan juga telah memperoleh beberapa sertifikasi has also obtained several certifications in providing
dalam menyediakan operational excellence dan service operational excellence and service excellence, including
excellence, antara lain ISO 14001:2015, ISO 9001:2015, ISO 14001: 2015, ISO 9001: 2015, Airport Excellence
Airport Excellence in Safety, OHSAS 18001:2007, ISO in Safety, OHSAS 18001: 2007, ISO 31000.
31000.
Implementasi 3S1C beyond regulation melibatkan The implementation of 3S1C Beyond Regulation
beberapa bagian dalam manajemen Perseroan. involves several portions of the Company’s internal
Tugas dan tanggung jawab tiap-tiap bagian dalam management. Rights and obligations of each of the
implementasi 3S1C dijelaskan sebagai berikut: 3S1C implementation are described as follows:
Risk Management and Risk Management and

Corporate Planning Corporate Planning
Memastikan proses bisnis Perseroan berlangsung Ensuring the streamline of the Company’s Business
dengan tingkat risiko yang dapat diterima melalui is performed with acceptable risk level through risk
proses risk management dan memastikan tersedianya management process and ensuring the availability of
rumusan corporate strategic plan melalui analisis dan corporate strategic plan formulation is through analysis
kajian bisnis, pemantauan (monitoring) dan evaluasi and business review, monitoring and evaluating
kinerja Perseroan guna mendukung tercapainya the Company’s performance in order to support the
sasaran Perseroan berdasarkan Rencana Kerja dan achievement of Company’s objectives pursuant to the
Anggaran Perusahaan (RKAP). Company’s Work Plan and Budget (RKAP).
Airport Planning Group Airport Planning Group
Memastikan tersedianya airport statistics, airport Ensuring the availability of airport statistics, airport
master plan dan environment melalui analisa dan kajian master plan, and environment through analysis in
bisnis guna mendukung tercapainya strategi Perseroan order to support the achievement of Company’s
berdasarkan kebijakan dan peraturan yang telah strategy in accordance with policy and regulation
ditetapkan oleh regulator specified by the regulator.
Airport Security Group Airport Security Group
Memastikan pelayanan bidang airport security yang Ensuring the effective service in airport security
efektif melalui peningkatan kualitas dan kehandalan field through HR quality and reliability improvement
sumber daya manusia guna mendukung tercapainya in order to support the achievement of Customer
Customer Satisfaction Index (CSI) seluruh bandar Satisfaction Index (CSI) of all airports in accordance
udara sesuai dengan standar aturan nasional dan with national and international standards.
internasional.

2017 Annual Report
17
Airport Safety Group Airport Safety Group
Memastikan terjaganya pencapaian safety level dan Ensuring the sustainability of safety level and
kualitas pelayanan melalui pengelolaan kegiatan safety services quality achievement through effective safety
management system, occupational safety health serta management system, occupational safety and health,
quality management yang efektif guna mendukung and quality management activities in order to support
pencapaian Customer Satisfaction lndex (CSl). the achievement of Customer Satisfaction Index (CSI).
Airport Facilities Readiness Group Airport Facilities Readiness Group
Memastikan seluruh fasilitas bandar udara meliputi Ensuring the readiness of all airports’ facilities
sisi udara (air side), sisi darat (land side), Landscape dan covering air and land side, landscape, and terminal
terminal building yang dikelola Perseroan siap untuk building managed by the Company in order to support
digunakan guna mendukung tercapainya Customer the achievement of Customer Satisfaction Index (CSI).
Satisfaction lndex (CSI).
Airport Equipment Readiness Airport Equipment Readiness
Memastikan tersedianya kesiapan operasional Ensuring the availability of operational readiness of

seluruh peralatan (equipment) bandar udara yang all airports’ equipment managed by the Company and
dikelola Perseroan dan dukungan implementasi guna also implementation support to achieve Customer
mendukung tercapainya Customer Satisfaction lndex Satisfaction Index (CSl).
(CSl).

MEMBERIKAN
KONTRIBUSI POSITIF
BAGI LINGKUNGAN
HIDUP
Giving Positive Contribution
for Environment
5
PT Angkasa Pura I (Persero) melalui beberapa program PT Angkasa Pura I (Persero) through several PKBL
PKBL turut berkontribusi positif untuk menjaga programs contribute positively to maintain the
lingkungan hidup baik yang ada di sekitar bandara environment both around the airport area of the
wilayah bandara maupun di luar area bandara. Laporan airport and outside the airport area. The periodic
Analisis Mengenai Dampak Lingkungan (AMDAL) secara Environmental Impact Assessment Report (AMDAL)
berkala yang menjadi salah satu key performance that is one of the key performance indicators (KPIs) at
indicator (KPI) pada masing-masing bandara menjadi each airport is one of the Company's responsibilities in
salah satu bentuk tanggung jawab Perseroan dalam maintaining environmental sustainability.
menjaga kelestarian lingkungan hidup.
Pencapaian PT Angkasa Pura I (Persero) dalam The achievement of PT Angkasa Pura I (Persero) in
menerapkan konsep green corporation dibuktikan applying the concept of green corporation is proven
melalui konsistensi perusahaan dalam memperoleh through the company's consistency in obtaining
sertifikasi di bidang sistem manajemen lingkungan certification in the field of environmental management
ISO 14001:2015, sertifikasi green building dari Green system ISO 14001: 2015, green building certification
Building Council Indonesia, serta Airport Carbon from Green Building Council Indonesia, and Airport
Accreditation (ACA) dari Airport Council International. Carbon Accreditation (ACA) from Airport Council
International .

2017 Annual Report
19
KILAS KINERJA 2017

Performance Review 2017
IKHTISAR DATA KEUANGAN PENTING

Financial Performance Highlights
Tabel Ikhtisar Data Keuangan Penting

Table Financial Performance Highlights
(dalam jutaan Rupiah, kecuali dinyatakan dalam % / In million Rupiah, unless stated in %)
Keterangan 2017 2016 2015 2014 2013 Description
LAPORAN POSISI KEUANGAN KONSOLIDASIAN / CONSOLIDATED STATEMENT OF FINANCIAL POSITION
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan Setara Kas 4,146,086 4,896,215 1,746,273 1,352,260 579,829 Cash and cash equivalents
Investasi Jangka Pendek 407,156 295,241 216,447 370,094 329,434 Short-term Investment
Piutang Usaha 520,295 482,770 571,171 518,165 357,663 Trade Receivables
Piutang Lain-Lain 19,053 12,445 128,562 71,311 910 Other Receivables
Persediaan 68,668 40,617 36,359 15,103 8,466 Inventories
Uang Muka dan Beban Advances and Prepaid

72,003 63,696 23,978 16,961 10,286
Dibayar Di Muka Expenses
Pendapatan Yang Masih

225,606 201,227 208,419 50,739 103,970 Accrued Income
Harus Diterima
Pajak Dibayar Dimuka 424,738 82,242 150,836 236,848 354,284 Prepaid Taxes
Aset Lancar Lainnya 13,396 10,249 8,076 4,681 4,437 Other Current Assets
Jumlah Aset Lancar 5,897.001 6,084,701 3,090,122 2,636,162 1,749,278 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSET
Aset Pajak Tangguhan 83,863 302 1,413 - - Deffered Tax Assets
Piutang Jangka Panjang 1,514 700 - 45,271 70,678 Non- Current Receivables
Uang Muka dan Biaya

Non-Current Advances and
Dibayar Dimuka Jangka 52,741 78,217 - - -
Prepaid Expenses
Panjang
Investasi Jangka Panjang 86,642 96,129 129,660 135,759 286,258 Long-term Investment
Properti Investasi 247,036 200,785 149,845 160,596 162,003 Investment Property
Aset Tetap 18,627,786 17,155,509 13,304,090 12,830,393 10,695,309 Fixed Assets
Aset Tidak Berwujud 48,998 44,244 45,373 18,595 13,558 Intangible Assets
Aset Tidak Lancar Lainnya 6,227 6,358 1,835 120 575 Other Non-Current Assets
Aset Lain-Lain - - 1,490,586 1,640,923 3,259,417 Other Assets
Jumlah Aset Tidak Lancar 19,154,808 17,582,245 13,632,216 13,190,731 11,228,381 Total Non-Current Assets
TOTAL ASET 25,051,810 23,666,946 16,722,337 15,826,893 12,977,658 TOTAL ASSETS
LIABILITAS DAN EKUITAS LIABILITY AND EQUITY
LIABILITAS JANGKA PENDEK SHORT-TERM LIABILITY
Biaya Yang Masih Harus

1,301,139 879.355 599,103 425,495 284,554 Accrued Expenses
Dibayar
Utang Usaha 1,047,799 1,591,610 692,672 11,328,274 916,479 Trade Payables
Utang Non Usaha 1,553 16,626 53,771 141,257 136,163 Non-Trade Payables
Pendapatan Diterima Dimuka 97,658 87,481 88,640 127,647 96,352 Unearned Revenue

Tabel Ikhtisar Data Keuangan Penting

Table Financial Performance Highlights
Utang Pajak 586,916 138,441 169,635 222,045 195,356 Tax Payables
Utang Jangka Panjang Jatuh Current Portion of

Tempo Debt to Maturities
Utang Bank 720,939 749,480 590,1569 47,557 13,152 Bank Loans
Utang Sewa Pembiayaan - 3,671 2,611 2,610 0 Financial Lease
Utang Lancar Lain-Lain 512,028 505,126 518,323 420,586 438,548 Other Current Liabilities
Jumlah Liabilitas Jangka

4,268,030 3,871,792 2,704,914 2,715,472 2,080,604 Total Short-term Liabilities
Pendek
LIABILITAS JANGKA PANJANG LONG-TERM LIABILITIES
Utang Bank Jangka Panjang 3,665,694 4,304,115 2,474,585 2,129,193 882,993 Long-term Bank Loan
Utang Jaminan - 49,448 37,081 51,490 26,573 Warranty Payables
Utang Obligasi Dan Sukuk Bond Payables and

2,992,475 2,991,310 - - -
Ijarah Sukuk Ijarah
Utang Sewa Pembiayaan - 4,617 8,651 11,262 - Funding Lease
Utang Jangka Panjang

174,905 167,636 121,216 126,287 131,345 Other Long-term Liabilities
Lainnya
Liabilitas Imbalan Pasca Post-Employment Benfits

549,244 329,980 346,841 240,621 319,581
Kerja Liabilities
Liabilitas Pajak Tangguhan - - - 41,314 7,198 Deffered Tax Liabilities
Jumlah Liabilitas Jangka

7,382,318 7,797,657 2,988,373 2,600,167 1,367,690 Total Long-term Liabilities
Panjang
TOTAL LIABILITAS 11,650,349 11,669,449 5,693,287 5,315,639 3,448,294 TOTAL LIABILITIES
EKUITAS 13.401.461 11,997,497 11,029,050 10,511,254 9,529,364 EQUITIY
Modal Saham 6,414,412 6,414,412 6,414,412 3,488,245 3,488,245 Shares Capital
Penyertaan Modal Negara Government Capital

255,097 255,097 - 2,926,166 -
Investment
Bantuan Pemerintah Yang Undetermined status of

Belum Ditentukan Statusnya - - 255,097 255,097 2,960,796 government Contribution
(BPYBDS) (BPYBDS)
Nilai Buku Aset Tetap Book value of fixed assets

(269,138) (269,138) (269,138) (269,138) (270,832)
Kenavigasian navigation from BPYBDS
Akumulasi Penyusutan Aset Accumulated depreciation

Tetap Kenavigasian Dari 408.393 408,393 408,393 408,393 408,394 of navigation fixed assets
BPYBDS from BPYBDS
Saldo Laba: 6,512,334 5,239,212 4,248,721 3,611,472 2,900,258 Retained earnings:
Pendapatan Komprehensif Other compherensive

74,065 (52,875) (30,213) 89,564 41,239
Lain: income
Jumlah Ekuitas yang

Total equity attributable to
Diatribusikan ke:
Pemilik Entitas Induk 13,395,163 11,995,102 11,027,271 10,509,799 9,528,100 The Owner of Parent Entity
Kepentingan Non Pengendali 6,298 2,395 1,778 1,455 1,264 Non-Controlling interests
Jumlah Ekuitas 13,401,461 11,997,497 11,029,049 10,511,254 9,529,364 Total Equity
JUMLAH LIABILITAS TOTAL LIABILITIES

25,051,810 23,666,946 16,722,337 15,826,893 12,977,658
DAN EKUITAS AND EQUITY

2017 Annual Report
21
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN /

REPORT OF GAIN (LOSS) AND CONSOLIDATION OF OTHER COMPREHENSIVE INCOMES
PENDAPATAN USAHA OPERATIONAL REVENUES
Aeronautika 4,285,785 3,612,288 3,155,237 2,781,704 2,065,469 Aeronautics
Non aeronautika 2,908,562 2,525,984 2,094,393 1,801,832 998,437 Non-Aeronautics
JUMLAH PENDAPATAN TOTAL OPERATING

7,194,347 6,138,272 5,249,630 4,583,536 3,063,906
USAHA REVENUES
BEBAN USAHA 5,306,848 4,488,862 3,955,670 3,318,717 2,341,289 OPERATING EXPENSES
LABA USAHA 1,887,450 1,649,409 1,293,960 1,264,819 722,617 OPERATING PROFIT
PENDAPATAN (BEBAN) NON-OPERATING INCOME

(98,003) (14,557) (211,217) 1,968 126,445
NON USAHA (EXPENSES)
LABA SEBELUM PAJAK INCOME BEFORE INCOME

1,789,497 1,508,853 1,082,742 1,266,787 849,062
PENGHASILAN TAX ESTIMATION
PAJAK PENGHASILAN 369,144 349,276 240,769 272,344 174,375 INCOME TAX
LABA BERSIH TAHUN NET INCOME

1,420,353 1,159,577 841,973 994,443 674,688
BERJALAN OF CURRENT YEAR
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOMES
Laba (Rugi) Belum Terealisai Unrealized Gain (Loss) on

18,377 16,128 (20,816) 38,074 (54,424)
Investasi Efek Securities Investment
Laba (Rugi) Aktuarial Imbalan Actuarial gain (loss) on post-

110.824 (38,790) (98,962) 10,251 34,481
PasCa Kerja employment benefits
LABA KOMPREHENSIF COMPREHENSIVE INCOME

1,547,292 1,136,916 722,195 1,048,768 654,745
TAHUN BERJALAN FOR THE YEAR
LABA YANG DAPAT DIATRIBUSIKAN: INCOME ATTRIBUTABLE TO:
Pemilik Entitas Induk 1,418,577 1,158,800 841,543 994,136 674,308 The Owner of Parent Entity
Kepentingan Non Pengendali 1,776 777 430 307 379 Non-Controlling Interests
LABA KOMPREHENSIF DIATRIBUSIKAN KEPADA: COMPREHENSIVE INCOME ATTRIBUTABLE TO:
Pemilik Entitas Induk 1,545,517 1,136,139 721,765 1,042,768 654,745 The Owner of Parent Entity
Kepentingan Non Pengendali 1,776 777 430 307 379 Non-Controller Interests
LABA BERSIH PER SAHAM BASIC EARNINGS PER SHARE

221 181 131 285 193
DASAR (dalam rupiah penuh) (in full Rupiah)
ARUS KAS KONSOLIDASIAN

CONSOLIDATED STATEMENT OF CASH FLOWS
Kas Bersih Yang Diperoleh Net Cash Provided by

dari (Digunakan untuk) 1,342,790 2,061,396 802,663 897,790 777,910 (used for) from Operating
Aktivitas Operasi Activities
Kas Bersih Yang Diperoleh

Net Cash Provided by (used
dari (Digunakan untuk) (1,552,229) (3,710,543) (1,260,227) (1,114,848) (3,488,078)
for) Investing Activities
Aktivitas Investasi
Kas Bersih Diperoleh dari Net Cash Provided by

(Digunakan untuk) Aktivitas (506,218) 4,811,652 705,990 993,424 638,714 (used for) Financing
Pendanaan Activities
Kenaikan (Penurunan) Increase (Decrease) of Cash

(715,657) 3,162,504 248,425 776,366 (2,071,455)
Kas Dan Setara Kas and Cash Equivalent
Effect of Foreign
Pengaruh Selisih Kurs (34,472) (12,562) 145,587 (3,934) 179,620
Exchange Rate

Kas dan Setara Kas Pada Cash and Cash Equivalent

4,896,215 1,746,272 1,352,260 579,829 2,471,664
Awal Periode Beginning of the Year
Kas dan Setara Kas Pada Cash and Cash Equivalent

4,146,086 4,896,215 1,746,273 1,352,261 579,829
Akhir Periode End of the Year
RASIO KEUANGAN / FINANCIAL RATIOS
RENTABILITAS RENTABILITY
Rasio Laba Operasi 26.24% 26.87% 24.65% 27.59% 23.58% Operating Profit Ratio
Laba Terhadap Aset 5.67% 4.90% 5.04% 6.28% 5.20% Return on Assets
Rasio Biaya Operasi 73.76% 73.13% 75.35% 72.41% 76.42% Operating Cost Ratio
Rasio Laba Terhadap Ekuitas 10.60% 9.67% 7.63% 9.46% 6.81% Profit on Equity Ratio
Rasio Laba Terhadap

19.74% 18.89% 16.04% 21.70% 21.06% Profit on Income Ratio
Pendapatan
LIKUIDITAS LIQUIDITY
Rasio Lancar 138.17% 157.15% 114.24% 97.08% 84.08% Current Ratio
Rasio Kas 97.14% 126.46% 64.56% 49.80% 27.87% Cash Ratio
SOLVABILITAS SOLVABILITY
Rasio Hutang Terhadap Aset 46.51% 49.31% 34.05% 33.59% 26.57% Debt to Asset Ratio
Rasio Hutang Terhadap

86.93% 97.27% 51.62% 50.57% 36.19% Debt to Capital Ratio
Modal
Rasio Hutang Terhadap Aset

95.43% 67.23% 42.32% 40.92% 31.76% Debt to Fixed Asset Ratio
Tetap
Catatan untuk pembaca laporan: Tabel dan grafik pada laporan ini memaparkan data numerik dengan standar Bahasa Inggris, sedangkan pemaparan numerik
dalam teks menggunakan standar Bahasa Inggris dan Indonesia sesuai dengan konteks
Note to the readers of this statement: The tables and graphs in this statement present numerical data in Standard English, whereas numerical presentation in the text
uses Standard English and Indonesian in context.
Pendapatan
Total Aset Aeronautika
Total Assets Aeronautics Revenue
(dalam miliar Rupiah / In billion Rupiah) (dalam miliar Rupiah / In billion Rupiah)
4,285
25,052
23,667
3,612
3,155
16,722 2,781
15,827
12,977 2,065
2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

2017 Annual Report
23
Pendapatan Laba Bersih

Non-Aeronautika Tahun Berjalan
Non-Aeronautics Revenue Net Income of The Current Year
(dalam miliar Rupiah / In billion Rupiah) (dalam miliar Rupiah / In billion Rupiah)
2,908
1,420
2,525
1,159
2,094
994
1,801
841
674
998
2013 2014 2015 2016 2017 2013 2014 2015 2016 2017
Laba Komprehensif Laba Bersih

Tahun Berjalan Per Saham Dasar
Current Year Comprehensive Gain Basic Earnings Per Share
(dalam miliar Rupiah / In billion Rupiah) (dalam Rupiah penuh / in full Rupiah)
285
1,547 221
193
181
1,137
1,048
131
722
654
2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

IKHTISAR OPERASIONAL
Operational Highlights
KINERJA OPERASIONAL SEGMEN OPERASI

Operational Performance of Operating Segment
Tabel Kinerja Operasional Segmen Aeronautika (Kebandaraan)

Table of Operational Performance of Aeronautics Segment
Satuan
Keterangan Unit
2017 2016 2015 2014 2013 Description
Pelayanan Jasa
Aircraft Landing, Parking
Pendaratan, Penempatan
Ton 28,098,099 27,956,662 25,572,859 22,737,236 21,501,973 and Hangar Services
dan Penyimpanan Pesawat
(PJP4U)
Udara (PJP4U)
Pelayanan Jasa
Aircraft Passenger
Penumpang Pesawat Udara Pax 40,078,358 38,021,607 33,016,975 32,778,877 32,104,877
Services (PJP2U)
(PJP2U)
Pemakaian Aviobridge Ton 28,166,989 28,055,433 26,445,957 21,407,355 13,886,925 Aviobridge Use
Pemakaian Counter Pax 39,906,428 38,069,196 37,555,129 33,177,155 17,316,816 Counter Use
Baggage Handling System Pax 5,699,259 7,409,001 7,088,941 5,411,902 - Baggage Handling System
Tabel Kinerja Operasional Segmen Non Aeronautika (Non Bandara)

Table of Operational Performance of Non-Aeronautics Segment
Satuan
Unit
Sewa M² x Bulan 8,542,321 12,191,641 6,225,618 7,611,582 7,838,598 Rent
Konsensi Rp/000 9,570,569,203 7,959,339,881 5,821,685,310 5,100,595,342 3,251,194,578 Concession
Parkir Mobil Lembar 29,096,030 25,970943 22,669,408 21,693,865 22,864,848 Car Parking
Parkir Motor Lembar 9,762,063 9,540,777 7,322,029 7,509,994 7,884,631 Motorcycle Parking
Peron dan Waving Platform and

Lembar - - 402,301 347,939 291,114
Gallery Waving Gallery
Electricty
Pemakaian Listrik Kwh 45,850,618 41,971,642 29,151,481 32,494,185 54,997,371
Consumption
Pemakaian Air M³ 495,704 387,203 264,063 444,493 327,034 Water Consumption
Pemakaian Telepon Pwt x Bulan 21,391 20,432 16,511 20,699 23,999 Phone Use
Internet Services Kilobyte 854 829 445,466 - - Internet Services
Sewa Tempat
M² x Bulan 20,768 36,240 58,24 124,109 169,400 Billboard Rent
Reklame
Event Promotion EA 7,650 2,111 1,265 - - Event Promotion
Lounge Pax 575,135 772,953 716,962 1,368,587 1,063,698 Lounge
Konsesi General General Aviation

Rp/000 15,111,387 22,927,769 23,932,072 - -
Aviation Terminal (GAT) Terminal Concession
Maintenance and Maintenance and

EA 21,426 44,670 4,146 - -
Service Fee Service Fee
Warehousing Kg 238,361,160 96,201,465 64,600,511 163,769,800 231,084,710 Warehousing
Masuk Kg 127,285,872 43,116,621 28,725,775 87,486,242 109,315,798 In
Keluar Kg 111,075,288 53,084,844 35,874,736 76,283,558 121,768,912 Out

2017 Annual Report
25
INFORMASI HARGA SAHAM

Share Price Information
Modal ditempatkan dan disetor penuh tanggal 31 The issued and fully paid capital of December 31, 2017
Desember 2017 dan 2016 adalah sebanyak 12.000.000 and 2016 amounted to 12,000,000 shares with par
saham dengan nilai nominal Rp1.000.000 per saham, value of Rp1,000,000 per share, the total issued and
sehingga total modal ditempatkan dan disetor penuh paid up capital amounted to Rp6,414,412,000,000
adalah sebesar Rp6.414.412.000.000
Nilai Nominal Saham Total Modal Ditempatkan

Tahun Jumlah Saham
Nominal Value of dan Disetor Penuh
Year Number of Shares
Shares (Rp) Total Issued Capital and Fully Paid (Rp)
2017
Triwulan/Quarter I 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter II 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter III 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter IV 1,000,000 6,414,412 6,414,412,000,000
2016
Triwulan/Quarter I 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter II 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter III 1,000,000 6,414,412 6,414,412,000,000
Triwulan/Quarter IV 1,000,000 6,414,412 6,414,412,000,000
Catatan: Grafik tidak disajikan kerena tidak ada Note: The graph is not presented because there is no
perubahan nilai saham. change in the value of the shares.
Sampai dengan 31 Desember 2017, PT Angkasa Pura As of December 31, 2017, PT Angkasa Pura I (Persero)
I (Persero) belum melakukan pencatatan saham di has not listed any shares on the Indonesia Stock
Bursa Efek Indonesia. Dengan demikian, tidak terdapat Exchange. Thus, there is no information on prices,
informasi mengenai harga saham, kapitalisasi pasar dan market capitalization and trading volume.
volume perdagangan.
INFORMASI OBLIGASI, SUKUK

DAN/ATAU OBLIGASI KONVERSI
Operational Performance of Operating Segment
INFORMASI OBLIGASI / BONDS INFORMATION
Tanggal
Tanggal Distribusi Jumlah Obligasi
Pencatatan di
elektronik di Bursa Mata Uang / (miliar) / Total
No. Uraian / Description Bursa Efek / Tenor
Efek / Stock Exchange Currency Bonds
Stock Exchange
Electronic Distribution (billion)
Registration Date
Obligasi I Angkasa Pura I Tahun

22 23
2016 Seri A /
1. November November 5 tahun/years Rp 622
Bond I Angkasa Pura I Year
2016 2016
2016 A Series

22 23
2016 Seri B /
2016 2016
2016 B Series

22 23
2016 Seri C /
3. November November 10 tahun/years Rp 1,489
2016 2016
2016 C Series

AKSI KORPORASI
Corporate Action
Sampai dengan 31 Desember 2017, PT Angkasa As of December 31, 2017, PT Angkasa Pura I
Pura I (Persero) merupakan badan usaha non-listed (Persero) is a non-listed business entity and therefore
yang belum melakukan pencatatan saham, sehingga information on Corporate Action is unavailable.
tidak terdapat informasi mengenai aksi korporasi.
AKSI PENGHENTIAN SEMENTARA

PERDAGANGAN SAHAM (SUSPENSION)
DAN/ATAU PENGHAPUSAN PENCATATAN
SAHAM (DELISTING)
Trading Suspension and/or Share Delisting Actions
PT Angkasa Pura I (Persero) sampai dengan 31 As of December 31, 2017 PT Angkasa Pura I (Persero)
Desember 2017 belum mengeluarkan saham has yet to issue its share. Therefore, the Company
sehingga Perseroan tidak pernah dikenakan sanksi has never been charged with any trading suspension
penghentian sementara perdagangan saham and/or share delisting sanction.
(suspension) dan/atau penghapusan pencatatan
saham (delisting).
Peringkat / Rank Wali

Tanggal Jatuh Tempo Tingkat Suku Bunga / Status Pembayaran / Payment
Amanat / Trusted
/ Maturity Date Interest Rate Status
Agent
2017 2016
Pembayaran bunga ke 1 sampai

22
dengan 4 telah dilaksanakan /
November 8.10% AAA AAA PT Bank Mega,Tbk
The 1st to the 4th interest d id
2021
has been paid
Pembayaran bunga ke 1 sampai

22
dengan 4 telah dilaksanakan /
November 8.40% AAA AAA PT Bank Mega,Tbk
The 1st to the 4th interest d id
2023
has been paid
22 Pembayaran bunga ke 1 sampai

November dengan 4 telah dilaksanakan /
8.55% AAA AAA PT Bank Mega,Tbk
2026 The 1st to the 4th interest d id
has been paid

2017 Annual Report
27
INFORMASI SUKUK / SUKUK INFORMATION
Tanggal Distribusi
Tanggal
elektronik di Jumlah Sukuk
Pencatatan di
Bursa Efek / Mata Uang / (miliar) / Total
No. Uraian / Description Bursa Efek / Tenor
Stock Exchange Currency Sukuk
Stock Exchange
Electronic (billion)
Registration Date
Distribution
22 10
Sukuk Ijarah Seri A /
Sukuk Ijarah A Series
2016 2016
22 10
Sukuk Ijarah Seri B /
Sukuk Ijarah B Series
2016 2016
22 10
Sukuk Ijarah Seri C /
Sukuk Ijarah C Series
2016 2016
INFORMASI OBLIGASI KONVERSI

Convertible Bonds Information
Sampai dengan 31 Desember 2017, Perseroan tidak As of December 31, 2017, the Company has yet to
melakukan konversi obligasi sehingga tidak terdapat convert bonds and therefore the information on
informasi mengenai obligasi konversi. convertible bonds is unavailable.
INFORMASI SUMBER
PENDANAAN LAINNYA
Information on Other Funding Sources
Sampai dengan 31 Desember 2017, Perseroan tidak As of December 31, 2017, the Company is not related to
memiliki sumber pendanaan lainnya. any other funding sources.

Cicilan Imbalan Ijarah Peringkat / Rank

Per Tahun Wali
Tanggal Jatuh Tempo Status Pembayaran / Payment
(dalam juta) / Ijarah Amanat / Trusted
/ Maturity Date Status
Installment per Year Agent
(in million) 2017 2016
Pembayaran Cicilan Imbalan

22 Ijarah ke-1 sampai dengan 4 telah
November 21,708 dilakukan / AAAsy
id
AAAsy
id
PT Bank Mega,Tbk
2021 The 1st to the 4th Ijarah
Installment has been paid

22 Ijarah ke-1 sampai dengan 4 telah
November 4,620 dilakukan / AAAsy
id
AAAsy
id
PT Bank Mega,Tbk
2023 The 1st to the 4th Ijarah

22
Ijarah ke-1 sampai dengan 4 telah
November
15,133 dilakukan / AAAsy AAAsy PT Bank Mega,Tbk
2026 id id
The 1st to the 4th Ijarah

2017 Annual Report
29
PERISTIWA PENTING 2017

Significant Events 2017
27 Januari
January 17 Februari
February 4 Februari
February
Prosesi Babat Alas Nawung Kridha Penandatanganan MoU dengan Balai Andi Widjajanto diangkat sebagai
dan Peletakan Batu Pertama Karantina Ikan, Pengendalian Mutu dan Komisaris Utama PT Angkasa Pura
Pembangunan Bandara Internasional Keamanan Hasil Perikanan (BKIPM). I (Persero) menggantikan Andrinof
Yogyakarta di Kulonprogo oleh Chaniago.
Presiden RI Joko Widodo. Signing of MoU with Fish Quarantine
Center, Quality Control and Fishery Andi Widjajanto was appointed
The procession of Babat Alas Nawung Product Security (BKIPM). as President Commissioner of PT
Kridha and the first stone laying of Angkasa Pura I (Persero) to replace
Yogyakarta International Airport Penandatanganan MoU dengan Badan Andrinof Chaniago.
Development in Kulonprogo by the Narkotika Nasional (BNN).
President of Indonesia Joko Widodo.
Signing of MoU with National Narcotics
Board (BNN).
22 Agustus
August 20 Agustus
August
Penandatanganan Perjanjian Kerja Penandatanganan MoU dengan Bank

Bersama (PKB) dengan Serikat Mandiri terkait kerjasama virtual
Pekerja Angkasa Pura I (SP AP I) dan account secara host-to-host.
Asosiasi Karyawan Angkasa Pura I
(AKA). The signing of the MoU with Bank
Mandiri is linked to a host-to-host
Signing of Collective Labor virtual account.
Agreement (PKB) with Angkasa Pura
I (SP AP I) and Angkasa Pura I (AKA)
Employee Association.

8 April
April 7 Agustus
August 11 Agustus
August
Groundbreaking Pembangunan Kereta Penandatanganan MoU dengan Pengangkatan Sardjono Jhony

Api Bandara Adi Soemarmo Surakarta Kejaksaan Tinggi DKI Jakarta tentang Tjitrokusumo sebagai Direktur
di Boyolali oleh Presiden RI Joko Penanganan Masalah Hukum Bidang Hubungan Internasional dan
Widodo. Perdata dan Tata Usaha Negara. Pengembangan Usaha PT Angkasa
Pura I (Persero)
Groundbreaking Airport Railway The signing of MoU with the Jakarta
Development Adi Soemarmo High Prosecutor's Office on Handling Appointment of Sardjono
Surakarta in Boyolali by President RI Civil Law Problems and State JhonyTjitrokusumo as Director of
Joko Widodo. Administration. International Relations and Business
Development of PT Angkasa Pura I
(Persero).
3 November
November 22 Desember
Decembener
Penandatanganan MoU dengan Bank Pengangkatan Faik Fahmi sebagai

Mandiri terkait kerjasama virtual Direktur Utama dan Devy Suradji
account secara host-to-host. sebagai Direktur Pemasaran dan
Pelayanan PT Angkasa Pura I
The signing of the MoU with Bank (Persero).
Mandiri is linked to a host-to-host
virtual account. Appointment of Faik Fahmi as
President Director and Devy Suradji
as Marketing and Service Director of
PT Angkasa Pura I (Persero).

2017 Annual Report
31
Andrinof A. Chaniago
Andi Widjajanto
Komisaris Utama
President Commissioner
Komisaris Utama
Arahan Dewan Komisaris telah dilaksanakan Instructions from the Board of
dengan sangat baik oleh Direksi. Dewan Commissioners have been executed by
the Board of Directors extremely well.
Komisaris berpendapat bahwa kinerja Direksi The Board of Commissioners views that
selama 2017 sangat baik. Selama 2017, performance of the Board of Directors
pendapatan usaha untuk segmen operasi throughout 2017 was excellent.
aeronautika (kebandaraan) tercatat Rp6,86 Throughout 2017, the revenue for
triliun lebih tinggi dibandingkan segmen the segment of aeronautics (airport)

operations was equal to Rp6.86 million
operasi non-aeronautika (non-bandara) yang higher than that of the segment
tercatat sebesar Rp1,72 triliun. Laba bersih of non-aeronautics (non-airport)
setelah pajak yang berhasil dibukukan oleh operations, i.e. by Rp1.72 trillion.
segmen operasi aeronautika (kebandaraan) The net profit after tax generated by
the segment of aeronautics (airport)
tercatat sebesar Rp1,45 triliun, sedangkan operations was equal to Rp1.45
segmen operasi non-aeronautika (non- trillion, while the segment of non-
bandara) sebesar Rp43,5 miliar. Pada 2017, aeronautics (non-airport) operations
pendapatan usaha untuk segmen operasi generated Rp43.5 billion. In 2017, the
aeronautika (kebandaraan) meningkat sebesar revenue generated by the segment

of aeronautics (airport) operations
Rp1,18 triliun atau 20,88%, sedangkan increased as much as Rp1.18 trillion
pendapatan usaha untuk segmen non- or 20.88%, while that of the segment
aeronautika (non-bandara) meningkat sebesar of non-aeronautics (non-airport)
Rp443,22 miliar atau sebesar 34,63%. operations increased as much as

Rp443.22 billion or 34.63%.

LAPORAN DEWAN
KOMISARIS
Board of Commisioners Report
Pemegang saham dan para pemangku kepentingan The Honorable Shareholders and Other Stakeholders,
lainnya yang kami hormati,
Selama 2017, Dewan Komisaris telah menjalankan Throughout 2017, the Board of Commissioners
tugas pengawasan dan pemberian nasehat kepada has performed duties as supervisors and advisors
Direksi dengan penuh tanggung jawab, sebagaimana of the Board of Directors fully responsibly as
diamanahkan dalam Anggaran Dasar dan peraturan stipulated in the Articles of Association, and the
perundangan yang berlaku. Dalam menjalankan applicable laws and regulations. In performing its
tugasnya, Dewan Komisaris memastikan bahwa duties, the Board of Commissioners ensured that
dalam melaksanakan kegiatan operasionalnya, in the execution of its operations, the Company
Perseroan telah mengacu kepada rencana bisnis complied with the predetermined business plan, and
yang telah ditetapkan, serta memastikan kepatuhan ensured compliance with any applicable laws and
terhadap seluruh peraturan dan perundang- regulations.
undangan yang berlaku.
Dewan Komisaris senantiasa berupaya untuk The Board of Commissioners always strived to
memastikan bahwa Perseroan telah dikelola secara ensure that the Company has been professionally
profesional, sesuai dengan kepentingan pemegang managed, in accordance with the interests of
saham dan pemangku kepentingan lainnya. Dalam shareholders and other stakeholders. In carrying
menjalankan perannya, Dewan Komisaris senantiasa out its role, the Board of Commissioners always
menjaga obyektivitas dan independensi. Oleh maintained objectivity and independence.
karena itu, Dewan Komisaris tidak terlibat dalam Therefore, the Board of Commissioners did not play
pengambilan keputusan operasional Perseroan, any role in the process of decision making by the
kecuali hal-hal yang diatur dan ditetapkan dalam Company, except for matters set out and stipulated
Anggaran Dasar dan peraturan perundang- in the Articles of Association, and the laws and
undangan. regulations.
Dalam laporan ini Dewan Komisaris melaporkan In this report, the Board of Commissioners presents
penilaian terhadap kinerja Direksi, pengawasan results of the assessment of the performance of the
terhadap implementasi strategi Perseroan, Board of Directors, supervision of the implementation
pandangan atas prospek usaha yang disusun oleh of the Company’s strategies, views on the business
Direksi, penerapan good corporate governance, prospect prepared by the Board of Directors,
penilaian atas komite penunjang Dewan Komisaris, implementation of good corporate governance,

2017 Annual Report
33
perubahan komposisi Dewan Komisaris dan assessment of the supporting committees under the
frekuensi dan cara pemberian nasihat kepada Board of Commissioners, changes in the composition
anggota Direksi. of the Board of Commissioners, and the frequency
and mechanism for providing recommendations to
members of the Board of Directors.
PENILAIAN ATAS KINERJA DIREKSI ASSESSMENT OF THE PERFORMANCE OF

THE BOARD OF COMMISSIONERS
Atas kinerja Direksi yang telah mampu menghadapi To the performance of the Board of Directors
tantangan perekonomian di tahun 2017, Dewan which made it manage to successfully deal with the
Komisaris memberikan penghargaan yang setinggi- economic challenges throughout 2017, the Board of
tingginya. Dewan Komisaris berpendapat bahwa Commissioners gives the highest appreciation. In the
kinerja Direksi sangat baik. Dalam melakukan view of the Board of Commissioners, performance
penilaian atas kinerja Direksi, Dewan Komisaris of the Board of Directors was excellent. In assessing
mempertimbangkan hal-hal sebagai berikut. performance of the Board of Directors, the Board
of Commissioners considered the following matters.
TINJAUAN MAKRO EKONOMI MACROECONOMIC ANALYSIS
Atas kinerja Perseroan yang sangat memuaskan, For the excellent performance of the Company,
Dewan Komisaris memberikan penghargaan yang the Board of Commissioners gives the highest
setinggi-tingginya atas kinerja Direksi yang telah appreciation to the performance of the Board of
mampu menghadapi tantangan perekonomian Directors which has been able to deal with the
di tahun 2017. Berdasarkan Tinjauan Kebijakan economic challenges throughout 2017. Based on
Moneter Desember 2017 yang dipublikasikan oleh the Review on the Monetary Policy as of December
Bank Indonesia, pemulihan ekonomi global terus 2017 published by Bank Indonesia, the global
berlanjut secara lebih merata terutama ditopang economic recovery continues more evenly, which
oleh AS, Eropa, dan Tiongkok diikuti dengan was supported especially by the U.S., Europe, and
tetap tingginya harga komoditas. Ekonomi global China, followed by commodity prices which remain
diperkirakan tumbuh 3,6% pada tahun 2017, lebih high. The global economy is expected to grow by
kuat dibandingkan tahun sebelumnya yaitu sebesar 3.6% in 2017, stronger than the previous year, i.e.
3,2%. by 3.2%.
Pemilihan ekonomi global juga diiringi dengan The selection of the global economy is also
adanya tren positif di industri penerbangan dunia. accompanied by a positive trend in the world’s
Kawasan Asia-Pasifik akan menjadi pendorong aviation industry. The Asia-Pacific region will
terbesar permintaan perjalanan udara, mencakup provide the greatest stimulus to the demand for
lebih dari setengah penumpang baru dalam dua air travel, covering more than half of the new
dekade mendatang. passengers in the next two decades.
Terkait dengan kondisi perekonomian nasional, In relation to the national economic condition,
fundamental ekonomi makro Indonesia dalam kondisi Indonesia’s macroeconomic fundamentals are in a
baik dan telah meningkat. Perekonomian Indonesia good condition and have increased. The performance
selama tahun 2017 menunjukkan kinerja yang tetap of the Indonesian economy throughout 2017
positif dengan tumbuh sebesar 5,07% lebih tinggi remained positive with growth of 5.07% higher than
dibanding tahun 2016 sebesar 5,03%. Hal ini juga that in 2016, i.e. by 5.03%. This is also followed by
diikuti dengan pertumbuhan yang kuat di industri strong growth in the national aviation industry.
penerbangan nasional. Indonesia saat ini memiliki 61 Indonesia currently has 61 scheduled commercial
maskapai penerbangan komersial terjadwal, sehingga airlines, making it rank second in the world’s fastest
menempatkannya di peringkat kedua negara yang growing airline industry after China in terms of
memiliki industri penerbangan dengan pertumbuhan aircraft orders and business value.
tercepat di dunia setelah China dalam hal pesanan
pesawat terbang dan nilai bisnis.

Peluang yang ada dalam perekonomian nasional dan The opportunities that arouse in the national
industri penerbangan di tahun 2017 telah ditangkap economy and the aviation industry in 2017 have
dengan baik oleh Perseroan yang tercermin dari been used well by the Company as reflected in the
pencapaian kinerja Perseroan sebagai berikut. Company’s performance described below.
KINERJA OPERASIONAL DAN KEUANGAN OPERATIONAL AND FINANCIAL

PERFORMANCE
Sejalan dengan perkembangan industri penerbangan In line with developments in the national aviation
nasional, kinerja PT Angkasa Pura I (Persero) industry, performance of PT Angkasa Pura I (Persero)
sebagai penyedia, pengelola, dan pengusaha jasa as a provider, administrator, and company engaging
kebandarudaraan di kawasan tengah dan timur in airport services in the central and eastern regions
Indonesia juga mengalami peningkatan. Secara of Indonesia also increased. In general, realization
umum, realisasi kinerja produksi jasa aeronautika of the performance of aeronautics (airport) service
(kebandaraan) tahun 2017 mencapai lebih tinggi, baik production in 2017 was higher compared to both
terhadap realisasi kinerja produksi jasa aeronautika the performance of aeronautics (airport) service
(kebandaraan) tahun 2016 maupun terhadap target production in 2016 and the targets set for the
yang ditetapkan pada tahun berjalan. Produksi PJP4U current year. Production of PJP4U in 2017 reached
pada 2017 mencapai 28.098.099 ton, mengalami 28,098,099 tons or increased by 141,437 tons
pertumbuhan 141.437 ton atau sebesar 0,51% dari (0.51%) from that in 2016, which reached 27,956,662
2016 yang mencapai 27.956.662 ton. Produksi PJP2U tons. Production of PJP2U also increased by
juga mengalami peningkatan yaitu sebesar 2.107.183 2,107,183 pax (5.55%), i.e. from 38,021,607 pax in
pax atau sebesar 5,55%, dari 38.021.607 pax di 2016 2016 to 40,078,358 pax in 2017.
menjadi 40.078.358 pax di 2017.
Produksi non-aeronautika (non-bandara) secara The non-aeronautics (non-airport) production

umum mengalami peningkatan, hal ini sejalan (non-aeronautics) generally has increased, which is
dengan tumbuhnya jumlah penumpang di tahun in line with the growing number of passengers in
2017, sehingga berdampak pada peningkatan 2017, resulting in an increase in the sales turnover
omzet penjualan tenant, serta adanya penyesuaian of tenants, as well as adjustments to the minimum
minimal omzet bruto di tahun 2017. Peningkatan gross turnover in 2017. An increase in the non-
produksi non-aeronautika (non-bandara) khususnya aeronautics (non-airport) production is associated
terkait dengan peningkatan produksi konsensi. particularly with increased concession production.
Realisasi produksi konsensi selama 2017 tercatat The realization of concession production throughout
sebesar Rp9.570.569.203 miliar, meningkat sebesar 2017 amounted to Rp9,570,569,203 billion or
Rp1.611.229.323 miliar atau 20,24% dari tahun increased by Rp1,611,229,323 billion (20.24%) from
sebelumnya yang sebesar Rp7.959.339.881 miliar. Rp7,959,339,881 billion in the previous year.
Selama 2017, pendapatan usaha untuk segmen Throughout 2017, the revenue for the segment
operasi aeronautika (kebandaraan) tercatat Rp6,86 of aeronautics (airport) operations was equal to
triliun lebih tinggi dibandingkan segmen operasi Rp6.86 trillion higher than that of the segment of
non-aeronautika (non-bandara) yang tercatat non-aeronautics (non-airport) operations, which
sebesar Rp1,72 triliun. Laba bersih setelah pajak was equal to Rp1.72 trillion. The net profit after
yang berhasil dibukukan oleh segmen operasi tax generated by the segment of aeronautics
aeronautika (kebandaraan) tercatat sebesar Rp1,45 (airport) operations was equal to Rp1.45 trillion,
triliun, sedangkan segmen operasi non-aeronautika while the segment of non-aeronautics (non-airport)
(non-bandara) sebesar Rp43,5 miliar. Pada 2017, operations generated Rp43.5 billion. In 2017, the
pendapatan usaha untuk segmen operasi aeronautika revenue generated by the segment of aeronautics
(kebandaraan) meningkat sebesar Rp1,18 triliun (airport) operations increased as much as Rp1.18
atau 20,88%, sedangkan pendapatan usaha untuk trillion or 20.88%, while that of the segment of non-
segmen non-aeronautika (non-bandara) meningkat aeronautics (non-airport) operations increased as
sebesar Rp443,22 miliar atau sebesar 34,63%. much as Rp443.22 billion or 34.63%.

2017 Annual Report
35
Secara keseluruhan, pada tahun 2017 laba bersih Overall, in 2017, the net profit for the current year
tahun berjalan tercatat sebesar Rp1,42 triliun, reached Rp1.42 trillion or increased by Rp259.78
mengalami peningkatan sebesar Rp259,78 miliar billion (22.42%) compared to that in 2016, i.e. by
atau 22,42% dibandingkan tahun 2016 sebesar Rp1.16 trillion. The increase in the net profit has
Rp1,16 triliun. Peningkatan laba bersih telah resulted in an increase in the Company’s assets.
meningkatkan aset Perseroan. Pada 2017, total aset In 2017, the total assets of the Company reached
Perseroan mencapai Rp25,05 triliun, mengalami Rp25.05 trillion, which was Rp1.38 trillion or 5.85%
pertumbuhan sebesar Rp1,38 triliun atau sebesar higher than that in 2016 which reached Rp23.67
5,85% dibandingkan 2016 yang mencapai Rp23,67 trillion.
triliun.
TINGKAT KESEHATAN PERSEROAN THE COMPANY’S LEVEL OF SOUNDNESS
Penilaian tingkat kesehatan Perseroan dihitung The Company’s level of soundness was assessed
berdasarkan Surat Keputusan Menteri Badan Usaha pursuant to the Decree of the Minister of State-
Milik Negara Republik Indonesia Nomor KEP.100/ Owned Enterprises of the Republic of Indonesia
MBU/2002 tanggal 4 Juni 2002 tentang Penilaian Number: KEP.100/MBU/2002 dated June 04,
Badan Usaha Milik Negara dan Peraturan Menteri 2002 concerning the Assessment of State-Owned
Perhubungan Republik Indonesia nomor PM 178 Enterprises and the Regulation of the Minister of
tahun 2015 tentang Standar Pelayanan Pengguna Transportation of the Republic of Indonesia Number:
Jasa Bandar Udara. Tingkat kesehatan Perseroan PM 178 of 2015 concerning Standards for Service
dalam tahun 2017 berada dalam klasifikasi “AA“ Delivery to Airport Service Users. The Company’s
dengan nilai bobot 92,50 di atas yang ditargetkan level of soundness in 2017 fell into the classification
dalam RKAP tahun 2017 sebesar 90,00 dan “AA” with a score of 92.50, which was higher than
mengalami peningkatan dibandingkan dengan tahun the one targeted in the Company’s Work Plan and
2016 sebesar 89,35. Budget Year 2017, i.e. 90.00, and also higher than
that generated in 2016, i.e. by 89.35.
PENGAWASAN TERHADAP SUPERVISION OF THE IMPLEMENTATION

IMPLEMENTASI STRATEGI PERSEROAN OF THE COMPANY’S STRATEGIES
Selama tahun 2017 Dewan Komisaris Throughout 2017, the Board of Commissioners
telah melaksanakan tugas, kewajiban, dan has performed its duties, obligations, and
tanggungjawabnya dalam rangka melakukan responsibilities to perform supervision of the
pengawasan terhadap kebijakan pengurusan dan policies concerning corporate management and the
jalannya pengurusan Perseroan yang ditetapkan ways such management was actually implemented
peraturan perundang undangan yang berlaku, as stipulated in the prevailing laws and regulations,
Anggaran Dasar Perseroan serta Rencana Kerja yang the Company’s Articles of Association, and the Work
ditetapkan pada awal tahun. Dalam menjalankan Plan established at the beginning of the year. In
tugasnya Dewan Komisaris telah melakukan performing its duties, the Board of Commissioners
pengawasan terhadap implementasi strategi has supervised the implementation of the Company’s
Perseroan. strategy.
Selama tahun 2017, pengawasan terhadap Throughout 2017, supervision of the implementation
implementasi strategi Perseroan antara lain of the Company’s strategy is described as follows.
dilakukan sebagai berikut. 1. The Board of Commissioners organized 17
1. Dewan Komisaris telah melaksanakan rapat (seventeen) internal meetings of the Board of
internal Dewan Komisaris sebanyak 17 Commissioners and 11 (eleven) coordination
(tujuh belas) kali dan rapat koordinasi Dewan meetings between the Board of Commissioners
Komisaris dengan Direksi sebanyak 11 and the Board of Directors;
(sebelas) kali; 2. The Board of Commissioners has conducted
2. Dewan Komisaris telah melaksanakan rapat meetings with the Audit Committee and the GCG
Komite Audit serta Komite Risiko Usaha dan and Business Risk Committee;
GCG; 3. The Board of Commissioners has attended a total

3. Dewan Komisaris telah mengikuti RUPS of 2 (two) General Meetings of Shareholders;

sebanyak 2 (dua) kali; 4. The Board of Commissioners has given its
4. Dewan Komisaris telah memberikan tanggapan responses to the Company’s Annual Report
atas Laporan Tahunan Perusahaan Tahun Buku for the Fiscal Year of 2016 and the Company’s
2016, dan RKAP Tahun Buku 2017, serta Work Plan and Budget for the Fiscal Year of
perkara penting lainnya yang memerlukan 2017, as well as to other important matters
tanggapan/persetujuan Dewan Komisaris; requiring responses/approval from the Board of
5. Dewan Komisaris telah melaksanakan Commissioners;
kunjungan dan monitoring ke bandara yang 5. The Board of Commissioners has made a visit to
menjadi tanggung jawab Perusahaan; and performed monitoring of the airports under
6. Dewan Komisaris telah melakukan pengawasan the responsibility of the Company;
dan pemantauan terhadap program penilaian 6. The Board of Commissioners has conducted
bandara terbaik tahun 2017; supervision and monitoring relating to the best
7. Dewan Komisaris telah melakukan pengawasan airport assessment program in 2017;
dan pemantauan terhadap pengembangan 7. The Board of Commissioners has conducted
usaha perusahaan, serta permasalahan supervision and monitoring relating to the
strategis yang dihadapi; Company’s business development and strategic
8. Dewan Komisaris telah melakukan pengawasan issues facing it;
dan pemantauan terhadap pelaksanaan 8. The Board of Commissioners has conducted
internal kontrol dan GCG di Perusahaan. supervision and monitoring relating to the
implementation of internal control and GCG
across the Company.
PENERAPAN GOOD CORPORATE GOOD CORPORATE GOVERNANCE

GOVERNANCE IMPLEMENTATION
Dewan Komisaris sangat menyadari bahwa The Board of Commissioners is well aware that
implementasi good corporate governance (GCG) the implementation of good corporate governance
merupakan suatu syarat kunci dalam mencapai (GCG) is a key requirement for the achievement
kinerja perusahaan yang berkelanjutan. Oleh karena of sustainable performance of the Company.
itu implementasi good corporate governance menjadi Therefore, the implementation of good corporate
perhatian utama bagi Dewan Komisaris dalam governance is the major concern for the Board of
menjalankan fungsi pengawasan dan pemberian Commissioners in carrying out its functions as the
nasehat kepada Direksi. supervisor and advisor of the Board of Directors.
Dewan Komisaris berpendapat bahwa Direksi telah The Board of Commissioners views that the Board
menerapkan GCG dengan efektif dan konsisten di of Directors has implemented GCG effectively
2017. GCG merupakan mekanisme yang mengatur and consistently in 2017. GCG is a mechanism
hubungan Perseroan dengan para pemangku governing relationships between the Company
kepentingan secara transparan, akuntabel, and stakeholders in transparent, accountable,
bertanggung jawab, independen dan adil. responsible, independent, and fair manners.
Dalam rangka evaluasi penerapan GCG, Perseroan In an attempt to evaluate the implementation of
telah melaksanakan asesmen GCG yang dilaksanakan GCG, the Company has conducted GCG assessment
secara periodik dan konsisten setiap tahun. periodically and consistently every year. The GCG
Pelaksanaan asesmen GCG tersebut berdasarkan assessment implementation is based on the Decree
Keputusan Sekretaris Kementerian Badan Usaha of the Secretary of the Ministry of State-Owned
Milik Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Enterprises No. SK-16/S.MBU/2012 dated June
Juni 2012 tentang Indikator/Parameter Penilaian 06, 2012 concerning the Indicators/Parameters
dan Evaluasi atas Penerapan Tata Kelola Perusahaan for Assessing and Evaluating Good Corporate
yang Baik (Good Corporate Governance) pada BUMN. Governance Implementation among SOEs. Results
Hasil asesmen yang dilakukan di 2017 menunjukkan of the assessment conducted in 2017 generated a
skor sebesar 90,85 yang berarti penerapan GCG score of 90.85, meaning that the implementation of
Pada PT Angkasa Pura I (Persero) sangat baik. GCG at PT Angkasa Pura I (Persero) is excellent.

2017 Annual Report
37
Beberapa isu kunci penerapan GCG juga menjadi Moreover, the main focus of supervision by the Board
fokus utama pengawasan Dewan Komisaris, of Commissioners also include several key issues
diantaranya adalah penerapan whistleblowing of GCG implementation such as the whistleblowing
system, sistem manajemen risiko, dan pengendalian system, the risk management system, and the
internal perusahaan. Pandangan Dewan Komisaris Company’s internal control. The following are the
terhadap hal tersebut adalah sebagai berikut. views of the Board of Commissioners in connection
with those issues.
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
PT Angkasa Pura I (Persero) telah memiliki Sistem PT Angkasa Pura I (Persero) has a system for
Pelaporan Pelanggaran (Whistleblowing System) reporting any violations (i.e. whistleblowing
yang berfungsi sebagai sarana dalam pencegahan, system) that serves as a means to prevent and
pengungkapan pelanggaran atau kecurangan dalam disclose any violations or fraud taking place in
Perusahaan. Dewan Komisaris berpendapat bahwa the Company. The Board of Commissioners thinks
whistleblowing system (WBS) telah dilakukan dengan that the whistleblowing system (WBS) has been
baik, meskipun masih membutuhkan peningkatan implemented well, despite the need for improvement
efektivitas dalam penerapannya. Selama tahun in the effectiveness of the system Implementation.
2017, semua pengaduan telah ditindaklanjuti Throughout 2017, follows-up have been made to all
dengan baik. the reports submitted well.
Dewan Komisaris memberikan arahan bahwa The Board of Commissioners has ordered that WBS
WBS agar meningkatkan efektivitas sosialisasi shall improve the effectiveness of the introduction
saluran khusus yang telah dikembangkan of the special channel that has been developed
sebagai saluran pengaduan. Di samping itu, ke as a report submission channel. In addition, in the
depannya, pengelolaan WBS dikembangkan dengan future, the management of WBS shall be developed
memfasilitasi pengaduan pelaporan pelanggaran by facilitating the reporting of violations that can be
yang bisa langsung disampaikan kepada Dewan submitted directly to the Board of Commissioners
Komisaris atau organ penunjang Dewan Komisaris. or the supporting organs of the Board of
Commissioners.
MANAJEMEN RISIKO RISK MANAGEMENT
Dalam rangka mendukung fungsi pengawasan terkait In order to support the supervisory function related
aspek manajemen risiko di lingkungan Perseroan, to the risk management aspect within the Company,
Dewan Komisaris membentuk Komite Risiko Usaha the Board of Commissioners established a GCG and
dan GCG yang memiliki tugas secara umum yaitu Business Risk Committee whose duties are generally
memastikan pelaksanaan manajemen risiko telah to ensure that risk management has been implemented
berlaku sesuai standar yang berlaku, memberikan in accordance with the existing standards, to provide
rekomendasi mengenai penyempurnaan sistem recommendations on the refinement of the Company’s
pengendalian manajemen risiko perusahaan dan risk management system and the implementation
pelaksanannya sehingga sesuai dengan ketentuan thereby complying with the provisions of the risk
mengenai kebijakan risiko dan penerapan Good policy and implementation of the good corporate
Corporate Governance (GCG), serta membantu Dewan governance (GCG) principles, and to assist the Board
Komisaris dalam mengidentifikasi hal–hal yang of Commissioners in identifying matters that need
memerlukan perhatian dalam pelaksanaan kebijakan to be taken into account in the implementation
risiko dan penerapan prinsip GCG di lingkungan of the risk policy and good corporate governance
Perseroan. Dewan Komisaris berpendapat bahwa (GCG) principles across the Company. In the view of
manajemen risiko Perseroan sudah cukup memadai. the Board of Commissioners, the Company’s risk
PT Angkasa Pura I (Persero) telah menggunakan management was good enough. PT Angkasa Pura I
acuan International Organization for Standardization (Persero) has adopted standards proposed by the
(ISO) 31000 Risk Management Standard yang telah International Organization for Standardization (ISO)
mendapatkan sertifikasi dari Badan Standardisasi 31000 concerning Risk Management Standards which
Nasional (BSN) sejak tahun 2011. have obtained certification from the Indonesian
Standardization Body, BSN, since 2011.

Secara periodik, Perseroan telah melakukan The Company has measured the level of maturity of
pengukuran tingkat maturitas penerapan manajemen the risk management implementation on a regular
risiko. Tingkat maturitas manajemen risiko PT basis. The level of maturity of the risk management
Angkasa Pura I (Persero) di tahun 2017 berada pada of PT Angkasa Pura I (Persero) in 2017 generated
posisi skor 3,12 (Progresif). Melalui skor tersebut, a score of 3.12 (progressive), which indicated that
dapat disimpulkan bahwa strategi pengelolaan risiko risk management strategies have been implemented
telah diterapkan dan mulai dibangun infrastruktur and the establishment of the Company’s risk
manajemen risiko (organisasi, kebijakan, dan management infrastructures (organization, policies,
sumber daya manusia) di lingkungan Perseroan. and human resources) gets underway. In addition,
Selain itu, berdasarkan hasil pengukuran tersebut the resulting score also indicates that the existing
dapat diketahui bahwa pondasi manajemen risiko risk management structure is established well.
telah terbangun dengan baik.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM
Pengendalian internal adalah suatu proses yang Internal control is a process involving the Board
melibatkan Dewan Komisaris, manajemen, dan of Commissioners, the Management, and other
personel lain, yang dirancang untuk memberikan personnel, designed to provide reasonable
keyakinan memadai tercapainya efektivitas dan assurance of effective and efficient operations, and
efisiensi operasi dan keandalan pelaporan serta reliable reporting as well as compliance with the
kepatuhan terhadap hukum dan peraturan yang applicable laws and regulations. In view of the Board
berlaku. Menurut pandangan Dewan Komisaris, of Commissioners, the internal control system of PT
sistem pengendalian internal PT Angkasa Pura I Angkasa Pura I (Persero) was fairly good.
(Persero) telah memadai.
Perseroan senantiasa berkomitmen untuk selalu The Company is always committed to performing
melakukan evaluasi secara berkelanjutan dalam continuous evaluation to ensure effective
menjamin penerapan sistem pengendalian internal implementation of the internal control system. The
berjalan dengan efektif. Evaluasi efektivitas sistem evaluation of the effectiveness of the control system
pengendalian dilaksanakan melalui audit, baik is undertaken by performing an audit, both internally
secara internal oleh Internal Audit, maupun secara by the Internal Audit Department and externally
eksternal oleh Eksternal Auditor yaitu BPK, BPKP, by external auditors, namely the State Audit Board,
KAP. Semua evaluasi secara rutin dilaksanakan setiap Pertamina’s Financial Audit Board, and Public
tahun dan dilaporkan kepada Dewan Komisaris dan Accounting Firms. Any evaluation is undertaken on a
Manajemen sebagai bahan perbaikan. regular basis every year and the results are reported
to the Board of Commissioners and the Management
to be taken into account to make improvement.
PANDANGAN ATAS PROSPEK YANG THE OUTLOOK FOR THE PROSPECT

TELAH DISUSUN OLEH DIREKSI PREPARED BY THE BOARD OF
DIRECTORS
Prospek usaha Perseroan merupakan hal penting The Company’s business prospect is an important
yang mendapat perhatian Dewan Komisaris. Dewan issue for the Board of Commissioners. In the view of
Komisaris berpendapat bahwa prospek usaha yang the Board of Commissioners, the business prospect
telah disusun oleh Direksi sangat realistis didasarkan that has been prepared by the Board of Directors is
pada asumsi yang sesuai. very realistic based on the right assumption.
Industri penerbangan dunia sebagai industri The world’s aviation industry as a global industry
global yang menghubungkan manusia, budaya, that connects people, cultures, and various
dan berbagai bisnis lintas negara mengalami businesses across the globe is experiencing rapid
perkembangan yang sangat pesat dan dinamis. and dynamic growth. According to the press release
Sesuai rilis dari International Civil Aviation of the International Civil Aviation Organization
Organization (ICAO) pada tahun 2017 penumpang (ICAO), in 2017 the number of air passengers

2017 Annual Report
39
udara telah mencapai 4,1 miliar penumpang reached 4.1 billion passengers or increased by 7.1%
atau meningkat 7,1% dibandingkan tahun 2016. compared to that in 2016. Even, it is estimated that
Perkembangan Industri penerbangan bahkan the aviation industry will continue to increase until
diperkirakan akan terus meningkat, pada tahun 2030, where it is estimated that the number of air
2030 yang diperkirakan akan terdapat 6,3 miliar passengers will reach 6.3 billion with 30 thousand
penumpang yang menggunakan angkutan udara aircrafts (Forst & Sullivan).
dengan 30 ribu pesawat (Forst & Sullivan).
Sejalan dengan hal tersebut, industri penerbangan di In line with this, the Indonesian aviation industry
Indonesia mengalami pertumbuhan yang signifikan experienced significant growth over the past 10
dalam kurun waktu selam 10 tahun ini. Sesuai years. In accordance with the information from the
dengan informasi dari World Bank Data International World Bank Data International Number of Departure
Number of Departure 2015 dan International Air 2015 and the International Air Transport Association
Transport Association (IATA) Press Release No. 56 (IATA) Press Release No. 56 of 2016, it is estimated
Tahun 2016 memprediksi bahwa jumlah penumpang that the number of air passengers in Indonesia in
pesawat udara di Indonesia pada tahun 2035 akan 2035 will experience a significant increase of 250
mengalami peningkatan signifikan yaitu sebesar million domestic and international passengers.
250 juta penumpang domestik dan internasional.
PT Angkasa Pura I (Persero) sebagai pelopor PT Angkasa Pura I (Persero) as a pioneer airport
perusahaan pengelola bandar udara, akan memiliki management company will have excellent prospects.
prospek yang sangat baik. Hal ini didukung oleh This is supported by the Company’s ability to
kemampuan Perseroan yang senantiasa mampu continue to improve its performance from year to
meningkatkan kinerjanya dari tahun ke tahun. year.
PENILAIAN KINERJA KOMITE-KOMITE DI ASSESSMENT OF THE PERFORMANCE

BAWAH DEWAN KOMISARIS OF COMMITTEES UNDER THE BOARD OF
COMMISSIONERS
Dewan Komisaris memiliki komite-komite The Board of Commissioners has supporting

penunjang yang telah memiliki tugas dan tanggung committees with their respective duties and
jawab untuk mendukung kinerja Dewan Komisaris. responsibilities to support performance of the Board
Komite-komite tersebut telah memiliki pedoman of Commissioners. These committees already have
kerja yang jelas, sehingga pelaksanaan tugasnya clear work guidelines, making the execution of their
bisa terarah dan efektif. Komite-komite yang berada duties clear and effective. The committees under the
di bawah Dewan Komisaris adalah Komite Audit dan Board of Commissioners are the Audit Committee,
Komite Risiko Usaha dan GCG. and the GCG and Business Risk Committee.
Komite Audit memiliki tugas dan tanggung jawab The duties and responsibilities of the Audit
untuk melakukan pengawasan atas efektivitas sistem Committee are to supervise the effectiveness of the
pengendalian internal, manajemen risiko, internal internal control system, risk management, internal
audit, proses pelaporan keuangan, sedangkan audit, and the financial reporting process, while the
Komite Risiko Usaha dan GCG merupakan organ GCG and Business Risk Committee is a supporting
pendukung yang dimaksudkan untuk membantu organ intended to assist the Board of Commissioners
Dewan Komisaris terkait permasalahan kebijakan in the issues relating to the policies established by
Direksi yang berkaitan dengan pengelolaan risiko the Board of Directors concerning risk management
(risk management) dan kemungkinan terjadinya and possible business risks, and good corporate
risiko usaha, serta pengelolaan perusahaan yang governance (GCG).
baik (GCG).

Bandar Udara Internasional Pattimura - Ambon (AMQ)
Dewan Komisaris secara periodik melakukan The Board of Commissioners assesses the
penilaian atas efektivitas kinerja komite-komite di effectiveness of the performance of the committees
bawah Dewan Komisaris. Dewan Komisaris menilai under the Board of Commissioners on a regular basis.
bahwa selama tahun 2017 komite-komite telah The Board of Commissioners views that throughout
menjalankan tugas dan tanggung jawabnya dengan 2017 those committees have undertaken their
cukup efektif. duties and responsibilities quite effectively.
PERUBAHAN KOMPOSISI DEWAN CHANGES IN THE COMPOSITION OF THE

KOMISARIS BOARD OF COMMISSIONERS
Pada periode 2017, jumlah dan komposisi Dewan In the period of 2017, the number of members and
Komisaris Perseroan mengalami perubahan composition of the Board of Commissioners of the
sebagaimana penjelasan sebagai berikut. Company underwent changes as described below.
PERIODE 01 JANUARI 2017 – 04 APRIL PERIOD: JANUARY 01, 2017 – APRIL 04,
2017 2017
Periode 01 Januari – 04 April 2017, Dewan Komisaris Throughoutthe period of January 01, 2017 – April
berjumlah 6 (enam) orang terdiri dari 1 (satu) 04, 2017, the Board of Commissioners comprised
orang Komisaris Utama yang merangkap sebagai 6 (six) persons, consisting of 1 (one) President
Komisaris Independen, 1 (satu) orang Komisaris Commissioner, who at the same time served as an
Independen dan 4 (empat) orang Komisaris. Adapun Independent Commissioner; 1 (one) Independent
komposisi Dewan Komisaris periode 01 Januari – 04 Commissioner; and 4 (four) Commissioners. The
April 2017 adalah sebagai berikut. composition of the Board of Commissioners for
the period of January 01, 2017 – April 04, 2017 is
described below.

2017 Annual Report
41
Nama / Name Jabatan / Position
Andrinof Chaniago Komisaris Utama/Komisaris Independen

President/Independent Commissioner
Boy Syahril Qamar Komisaris Independen

Independent Commissioner
Dwi Ary Purnomo Komisaris

Commissioner
Anandy Wati Komisaris

Commissioner
Agus Santoso Komisaris

Commissioner
Selby Nugraha Rachman Komisaris

Commissioner
PERIODE 04 APRIL 2017 – 13 DESEMBER PERIOD: APRIL 04, 2017 – DECEMBER 13,
2017 2017
Bapak Andrinof Chaniago dan Bapak Agus Santoso Mr Andrinof Chaniago and Mr Agus Santoso served
masing-masing menjabat sebagai Komisaris Utama as the President Commissioner and the Member
dan Anggota Dewan Komisaris sampai dengan of the Board of Commissioners, respectively, until
tanggal 04 April 2017 dan selanjutnya digantikan April 04, 2017 and were later replaced by Mr Andi
oleh Bapak Andi Widjajanto dan Bapak Suprasetyo. Widjajanto and Mr Suprasetyo.
Sehingga pada periode 04 April 2017 – 13 Desember As a result, for the period of April 04, 2017 –
2017, Dewan Komisaris berjumlah 6 (enam) orang December 13, 2017, the Board of Commissioners
terdiri dari 1 (satu) orang Komisaris Utama, 1 (satu) comprised 6 (six) persons, consisting of 1 (one)
orang Komisaris Independen dan 4 (empat) orang President Commissioner, 1 (one) Independent
Komisaris. Adapun komposisi Dewan Komisaris Commissioner, and 4 (four) Commissioners. The
periode 04 April 2017 – 13 Desember 2017 adalah composition of the Board of Commissioners for the
sebagai berikut. period of April 04, 2017 – December 13, 2017 is
described below.
Andi Widjajanto Komisaris Utama/Komisaris Independen


Dwi Ary Purnomo Komisaris

Commissioner

Commissioner
Suprasetyo Komisaris
Commissioner

Commissioner

PERIODE 13 DESEMBER 2017 – 31 PERIOD: DECEMBER 13, 2017 –

DESEMBER 2017 DECEMBER 31, 2017
Bapak Dwi Ary Purnomo menjabat sebagai Mr Dwi Ary Purnomo served as the Member of the
Anggota Dewan Komisaris sampai dengan Board of Commissioners until December 17, 2017 as
tanggal 13 Desember 2017 karena diangkat he was appointed the Director of Finance and HR of
sebagai Direktur Keuangan dan SDM PT Petrokimia Gresik.
PT Petrokimia Gresik.
Sehingga pada periode 13 Desember 2017 – 31 As a result, for the period of December 13, 2017
Desember 2017, Dewan Komisaris berjumlah 5 – December 31, 2017, the Board of Commissioners
(lima) orang terdiri dari 1 (satu) orang Komisaris comprised 5 (five) persons, consisting of 1 (one)
Utama, 1 (satu) orang Komisaris Independen President Commissioner, 1 (one) Independent
dan 3 (tiga) orang Komisaris. Adapun komposisi Commissioner, and 3 (three) Commissioners. The
Dewan Komisaris periode 13 Desember 2017 – 31 composition of the Board of Commissioners for the
Desember 2017 adalah sebagai berikut. period of December 13, 2017 – December 31, 2017
is described below.
Andi Widjajanto Komisaris Utama/Komisaris Independen



Commissioner
Suprasetyo Komisaris
Commissioner

Commissioner
Perubahan ini dilakukan oleh Perseroan sesuai Such changes were made by the Company according
dengan kebutuhan binis Perseroan, berdasarkan to the business needs of the Company based on
evaluasi dari pemegang saham dan rekomendasi the evaluation undertaken by shareholders and
Dewan Komisaris. recommendations from the Board of Commissioners.
FREKUENSI DAN CARA PEMBERIAN THE FREQUENCY AND MECHANISM FOR

NASIHAT KEPADA ANGGOTA DIREKSI PROVIDING RECOMMENDATIONS TO THE
MEMBERS OF THE BOARD OF DIRECTORS
Tugas, kewajiban, dan tanggung jawab Dewan The duties, obligations, and responsibilities of
Komisaris dalam rangka pemberian nasihat kepada the Board of Commissioners in connection with
anggota Direksi antara lain dilakukan dengan providing recommendations to members of the
menggunakan mekanisme Rapat Gabungan antara Board of Directors are, among others, carried out
Dewan Komisaris dengan Direksi serta tanggapan- by organizing a Joint Meeting between the Board
tanggapan tertulis atas kebijakan dan rencana of Commissioners and the Board of Directors
Perseroan. Selama tahun 2017, Dewan Komisaris and through written responses to the Company’s
telah menyelenggarakan Rapat Gabungan sebayak policies and plans. Throughout 2017, the Board of
11 (sebelas) kali dan telah dilakukan dengan efektif. Commissioners has convened a total of 11 (eleven)
Joint Meetings and those meetings have been
implemented effectively.

2017 Annual Report
43
PENUTUP CLOSING REMARKS
Demikian laporan tugas pengawasan Dewan Thus we convey the report on the supervisory duties
Komisaris atas kinerja dan pelaksanaan usaha of the Board of Commissioners on the performance
Perseroan di tahun 2017. Dewan Komisaris akan and business operations of the Company in 2017.
selalu berupaya untuk profesional dan independen The Board of Commissioners shall always strive to
dalam menjalankan fungsi pengawasan dan be professional and independent in carrying out
pemberian nasihat agar kinerja Perseroan bisa its functions as supervisors and advisors to ensure
selalu meningkat di masa yang akan datang. that the Company’s performance can continue to
improve in the future.
Sekali lagi, Dewan Komisaris menyampaikan Once again, the Board of Commissioners would like
penghargaan kepada segenap jajaran Direksi dan to express appreciation to the whole members of
seluruh pegawai Perseroan, berkat dedikasi dan the Board of Directors and all employees of the
kerja keras, Perseroan mampu mencatatkan kinerja Company as because of their dedication and hard
yang sangat baik di 2017. work, the Company was able to record excellent
performance in 2017.
Jakarta, April 2018

Atas Nama Dewan Komisaris PT Angkasa Pura I (Persero)
On Behalf of the Board of Commissioners of PT Angkasa Pura I (Persero)
Andi Widjajanto
Komisaris Utama

1 2 3 1. Andi Widjajanto 4. Suprasetyo

Komisaris Utama Komisaris
President Commissioner Commissioner
4 5 6
2. Boy Syahril Qamar 5. Harry Z Soeratin

Komisaris Independen Komisaris
Commissioner Commissioner
3. Selby Nugraha Rahman 6. Anandy Wati

Komisaris Komisaris
Commissioner Commissioner

2017 Annual Report
45
Faik Fahmi
Direktur Utama
President Director
Kondisi perekonomian global dan Improved global and national
nasional yang telah membaik dan economic conditions and

opportunities in the aviation
peluang di industri penerbangan serta industry as well as the effective
efektifnya pelaksanaan strategi usaha implementation of the Company's
Perseroan, telah menghasilkan kinerja business strategy have resulted

in excellent performance in
yang sangat baik di 2017. Produksi 2017. Produksi PJP4U pada
PJP4U pada 2017 mencapai 28.098.099 2017 mencapai 28.098.099 ton,
ton, mengalami pertumbuhan 141.437 mengalami pertumbuhan 141.437
ton atau sebesar 0,51% dari
ton atau sebesar 0,51% dari 2016 yang 2016 yang mencapai 27.956.662
mencapai 27.956.662 ton. Sedangkan ton. Sedangkan produksi PJP2U
produksi PJP2U mengalami peningkatan mengalami peningkatan sebesar
sebesar 2.107.183 pax atau sebesar 2.107.183 pax atau sebesar

5,55%, dari 38.021.607 pax di
5,55%, dari 38.021.607 pax di 2016 2016 menjadi 40.078.358 pax di
menjadi 40.078.358 pax di 2017. 2017.

LAPORAN DIREKSI
Board of Directors’ Report
Yang kami hormati, pemegang saham dan The honorable the shareholders and other
pemangku kepentingan lainnya, stakeholders,
Pada kesempatan yang baik ini izinkan kami On this good opportunity, let us submit the
menyampaikan Laporan Pengelolaan Perseroan Company's Management Report for the fiscal year
untuk tahun buku 2017. Secara umum, Perseroan of 2017. In general, the Company has successfully
telah berhasil menghadapi tantangan dan peluang faced the challenges and opportunities that are
yang terlihat dari pencapaian kinerja Perseroan visible from the excellent achievement of the
sangat baik. Company's performance.
ANALISIS PENCAPAIAN KINERJA ANALYSIS OF ACHIEVEMENT OF

COMPANY’S PERFORMANCE
Kinerja Perseroan dipengaruhi oleh berbagai faktor, The Company's performance is influenced by various
khususnya kondisi perekonomian makro. Direksi factors, particularly macroeconomic conditions. The
telah mampu menjalankan bisnis Perseroan dengan Board of Directors has been able to run the Company's
sangat baik dengan mengantisipasi berbagai isu business very well in anticipation of various issues
yang terjadi pada kondisi perekonomian makro, occurring in macroeconomic conditions, particularly
khususnya yang terjadi pada industri penerbangan. in the aviation industry.
TINJAUAN MAKRO EKONOMI DAN MACRO ECONOMIC REVIEW AND

INDUSTRI PENERBANGAN AVIATION INDUSTRY
Perekonomian global membaik didukung oleh The global economic recovery is supported by the
pemulihan ekonomi negara maju dan negara recovery of developed and developing countries’
berkembang. Di negara maju, pertumbuhan economy. In developed countries, US economic
ekonomi Amerika Serikat meningkat ditopang oleh growth is supported by strong investment and
pertumbuhan investasi dan konsumsi yang kuat. consumption growth. Similarly, the economy
Begitu pula dengan ekonomi Eropa, Jepang, maupun of Europe, Japan, and China are experiencing a
Tiongkok yang mengalami penguatan lebih dari strengthening more than what is expected.
yang diperkirakan.

2017 Annual Report
47
Berlanjutnya pemulihan ekonomi dunia mendorong Continued recovery of the world economy pushed
volume perdagangan dunia pada tahun 2017 world trade volume in 2017 to grow. This has a
tumbuh meningkat. Hal ini memberikan dampak positive impact on developing countries, including
yang positif bagi negara-negara berkembang Indonesia.
termasuk Indonesia.
Perekonomian Indonesia terus menunjukkan kinerja The Indonesian economy continues to show
yang membaik dan melanjutkan perkembangan improved performance and continues to show the
positif pertumbuhan ekonomi Indonesia. Untuk positive development of Indonesia's economic
keseluruhan tahun 2017, realisasi pertumbuhan growth. For the whole of 2017, the realization of
ekonomi merupakan yang tertinggi dalam empat economic growth is the highest in the last four years.
tahun terakhir. Kinerja ekonomi triwulan IV tumbuh Economic performance in the fourth quarter grew by
5,19% (yoy). 5.19% (yoy).
Membaiknya perekonomian global dan nasional The improving global and national economy has
telah memberikan dampak pada industri had an impact on the global and national aviation
penerbangan global maupun nasional. Menurut industry. According to the International Air Transport
International Air Transport Association (IATA), lalu Association (IATA), international air passenger traffic
lintas penumpang pesawat udara internasional naik rose by 7.9% in 2017, driven by a significant increase
7,9% di tahun 2017, kenaikan tersebut didorong in air passenger growth in the Asia Pacific and Latin
oleh kenaikan pertumbuhan penumpang pesawat America region.
udara yang signifikan di kawasan Asia Pasifik dan
Amerika Latin.
IATA juga memperkirakan, jumlah penumpang IATA also estimates that the number of global air
angkutan udara global akan mencapai 7,8 miliar transport passengers will reach 7.8 billion people
orang pada 2036. Angka tersebut hampir dua kali by 2036. That number is almost double compared
lipat bila dibandingkan dengan perkiraan tahun lalu to last year's estimated 4 billion passengers. The
sebanyak 4 miliar penumpang. Kawasan Asia-Pasifik Asia-Pacific region will be the biggest driver of air
akan menjadi pendorong terbesar permintaan travel demand, covering more than half of the new
perjalanan udara, mencakup lebih dari setengah passengers in the next two decades.
penumpang baru dalam dua dekade mendatang.
Sejalan dengan industri penerbangan internasional, In line with the international aviation industry,
industri penerbangan Indonesia telah mencatatkan Indonesia's aviation industry has recorded strong
pertumbuhan yang kuat ditandai dengan growth by passengers, fleet expansion, and year-
meningkatnya jumlah penumpang, perluasan armada, over-year increase of flights. Since the Indonesian
dan peningkatan penerbangan dari tahun ke tahun. government deregulated the aviation industry
Sejak pemerintah Indonesia melakukan deregulasi in 2000, Indonesia's aviation sector has grown
industri penerbangan pada tahun 2000, sektor rapidly in terms of passengers, airlines, fleets, and
penerbangan Indonesia tumbuh dengan pesat dalam airports. For example, the number of passengers on
hal penumpang, maskapai penerbangan, armada, an airplane has increased from 9 million in 1990 to
penerbangan, dan bandara. Sebagai contoh, jumlah about 90 million by 2016. The same thing applied
penumpang pesawat terbang telah meningkat dari 9 to the state airline fleet which the number doubled
juta di tahun 1990 menjadi sekitar 90 juta pada tahun by 10 times, from 102 aircrafts in 1990 to 1,030
2016. Hal yang sama berlaku untuk armada maskapai in 2017. It shows about the big potential market
penerbangan negara yang jumlahnya melonjak lebih for the aviation industry in Indonesia. The IATA
dari sepuluh kali lipat dari 102 pesawat pada tahun study shows that Indonesia has the opportunity to
1990 menjadi 1.030 pada tahun 2017. Hal tersebut become the fourth largest country in the world with
menunjukkan bahwa betapa besarnya potensi pasar aircraft passenger traffic that will reach 355 million
untuk industri penerbangan di Indonesia. Kajian dari passengers in 2036.
IATA menunjukkan bahwa Indonesia berpeluang
menjadi negara terbesar keempat di dunia dengan
trafik penumpang pesawat udara di tahun 2036
dengan jumlah mancapai 355 juta penumpang.

Bandar Udara Internasional Sultan Hasanudin - Makassar (UPG)
KEBIJAKAN STRATEGIS STRATEGIC POLICY
Berdasarkan kondisi makro ekonomi termasuk Based on macroeconomic conditions, including

pengaruhnya terhadap industri penerbangan, its effect on the aviation industry, the Company
Perseroan merumuskan berbagai kebijakan formulates strategic policies to achieve every
strategis untuk meraih setiap peluang dan potensi opportunity and potential that arises. The successful
yang muncul. Keberhasilan pengelolaan Perseroan management of the Company in 2017 is the result of
di 2017 merupakan hasil dari penetapan strategi establishing the right strategy. Some of the strategies
yang tepat. Beberapa strategi yang dilakukan di undertaken in 2017 are as follows.
2017 adalah sebagai berikut.
1. Menyempurnakan (excelling) penerapan 1. Improving (excelling) application of service
service excellence, operations excellence, system excellence, operations excellence, system
management, dan ICT kelas dunia. management, and ICT world class.
2. Mengoptimalkan efektivitas dan efisiensi biaya. 2. Optimizing cost effectiveness and efficiency.
3. Mengoptimalkan seluruh potensi sinergi secara 3. Optimizing all potential synergies internally and
internal dan eksternal. externally.
4. Mempercepat dan memperbesar penciptaan 4. Accelerating and enlarging the value creation of
nilai dari kemitraan strategis. strategic partnerships.
ANALISIS KINERJA OPERASIONAL OPERATING AND FINANCIAL

DAN KEUANGAN PERFORMANCE ANALYSIS
Kondisi perekonomian global dan nasional yang Improved global and national economic conditions
telah membaik dan peluang di industri penerbangan and opportunities in the aviation industry as well
serta efektifnya pelaksanaan strategi usaha as the effective implementation of the Company's
Perseroan, telah menghasilkan kinerja yang sangat business strategy have resulted in excellent
baik di 2017. Secara umum, realisasi kinerja performance in 2017. Generally, the realization of
produksi jasa aeronautika (kebandaraan) tahun aeronautics (airport) production performance in
2017 lebih tinggi, baik terhadap realisasi kinerja 2017 is higher, both on the performance realization
produksi jasa aeronautika (kebandaraan) tahun of aeronautics (airport) services production in 2016
2016 maupun terhadap target yang ditetapkan as well as against targets set in the current year.
pada tahun berjalan. Secara komposisi, pencapaian In composition, the achievement of aeronautics

2017 Annual Report
49
kinerja jasa aeronautika (kebandaraan) dikontribusi (airport) service performance is contributed by the
oleh pertumbuhan kinerja pelayanan pendaratan growth of 0.51% of landing service performance,
sebesar 0,51%, pertumbuhan kinerja pelayanan 5.55% of passenger service performance, and 0.22%
penumpang sebesar 5,55%, pertumbuhan kinerja of aviobridge utilization and usage performance.
pelayanan pemakaian aviobridge sebesar 0,22% dan
pertumbuhan kinerja pelayanan pemakaian.
Produksi PJP4U pada 2017 mencapai 28.098.099 Production of PJP4U (landing, placement and storage
ton, mengalami pertumbuhan 141.437 ton atau of aircraft service) in 2017 reached 28,098,099
sebesar 0,51% dari 2016 yang mencapai 27.956.662 tons, experiencing growth of 141,437 tons or equal
ton. Sedangkan produksi PJP2U mengalami to 0.51% from 2016, which reached 27,956,662
peningkatan sebesar 2.107.183 pax atau sebesar tons. On the other hand, the production of PJP2U
5,55%, dari 38.021.607 pax di 2016 menjadi (air passenger services) has increased by 2,107,183
40.078.358 pax di 2017. pax or 5.55%, from 38,021,607 pax in 2016 to
40,078,358 pax in 2017.
Selama 2017, pendapatan usaha untuk segmen During 2017, operating revenues for the aeronautics
operasi aeronautika (kebandaraan) tercatat Rp6,86 (airport) segment were Rp6.86 trillion higher
triliun lebih tinggi dibandingkan segmen operasi than the non-aeronautics (non-airport) operating
non-aeronautika (non-bandara) yang tercatat segment of Rp1.72 trillion. The net profit after
sebesar Rp1,72 triliun. Laba bersih setelah pajak taxes recorded by the operating segment was
yang berhasil dibukukan oleh segmen operasi Rp1.45 trillion. In 2017, operating revenues for the
aeronautika (kebandaraan) tercatat sebesar Rp1,45 aeronautics (airport) segment increased by Rp1.18
triliun. Pada 2017, pendapatan usaha untuk segmen trillion or 20.88%, while operating revenues for
operasi aeronautika (kebandaraan) meningkat non-aeronautics (non-airport) segment increased
sebesar Rp1,18 triliun atau 20,88%, sedangkan by Rp43.22 billion 34.63%. Net profit after tax is
pendapatan usaha untuk segmen non-aeronautika Rp12.12 billion or 73.14%.
(non-bandara) meningkat sebesar Rp443,22 miliar
atau 34,63%. Laba bersih setelah pajak aeronautika
(kebandaraan) mengalami peningkatan sebesar
Rp612,12 miliar atau 73,14%.
Secara keseluruhan, pendapatan usaha Perseroan Overall, our revenues increased by Rp1.06 trillion,
mengalami kenaikan sebesar Rp1,06 triliun atau or 17.20%, from Rp6.14 trillion in 2016 to Rp7.19
17,20%, dari Rp6,14 triliun di 2016 menjadi Rp7,19 trillion in 2017. The increase in operating revenues
triliun di 2017. Peningkatan pendapatan usaha was followed by an increase in our net income.
diikuti dengan peningkatan laba bersih Perseroan. Current net profit in 2017 reached Rp1.42 trillion,
Laba bersih tahun berjalan di 2017 mencapai an increase of Rp60.77 billion or 22.49% from 2016
Rp1,42 triliun, meningkat sebesar Rp260,77 miliar that reached Rp1.16 trillion.
atau sebesar 22,49% dari 2016 yang mencapai
Rp1,16 triliun.
Peningkatan pendapatan dan laba menyebabkan Increased revenues and profits lead to an increase
adanya peningkatan total aset dan ekuitas. Pada in total assets and equity. In 2017, the total assets
2017, total aset Perseroan mencapai Rp25,05 of the Company reached Rp25.05 trillion. Growth of
triliun. Mengalami pertumbuhan sebesar Rp1,38 Rp1.38 trillion or 5.85% compared to 2016 which
triliun atau sebesar 5,85% dibandingkan 2016 yang reached Rp23.67 trillion. In 2017, the company's
mencapai Rp23,67 triliun. Pada tahun 2017, ekuitas equity reached Rp13.40 trillion, an increase of
perseroan mencapai Rp13,40 triliun, mengalami 11.67% compared to 2016 whcih reached Rp11.99
peningkatan sebesar 11,67% dibandingkan tahun trillion.
2016 sebesar Rp11,99 triliun.

PENCAPAIAN TARGET 2017 DAN TARGET ACHIEVEMENT OF 2017

KENDALA YANG DIHADAPI AND OBSTACLES FACED BY THE
COMPANY
Meskipun kinerja operasional dan keuangan Although the Company's operational and financial
Perseroan telah mengalami peningkatan yang performance has increased significantly in 2017,
signifikan di 2017, namun jika dibandingkan dengan but when compared with the target, it is still slightly
yang ditargetkan masih sedikit berada di bawah below target. Operating income reached 94.46% of
target. Pendapatan operasi mencapai 94,46% dari the target, while operating profit reached 99.79% of
target, sedangkan untuk laba operasi mencapai the target. Although in terms of operating income
99,79% dari target. Meskipun dari sisi pendapatan and operating profit are slightly less than targeted,
operasi dan laba operasi sedikit di bawah yang the Company achieved net profit target of 121.20%.
ditargetkan, namun Perseroan berhasil mencapai However, in terms of total assets, it is still lower
target laba bersih sebesar 121,20%. Akan tetapi, than the target, which is equal to 94.20%. In terms
dari sisi total aset masih lebih rendah dari target, of equity, the Company has also achieved an equity
yaitu sebesar 94,20%. Dari sisi ekuitas, Perseroan target of 103.42%.
juga telah berhasil mencapai target ekuitas sebesar
103,42%.
Belum tercapainya beberapa target dikarenakan Not reaching several targets due to some obstacles
adanya beberapa kendala yang dihadapi Perseroan, faced by the Company, which is still not effective slot
yaitu masih belum efektifnya slot management management and still need to improve the facilities
dan masih perlu ditingkatkannya fasilitas dan and infrastructure of the airport. In connection
insfrastruktur bandar udara. Berkaitan dengan therewith, the Company has undertaken remedial
hal tersebut, Perseroan telah melakukan langkah- measures, among others, by establishing more
langkah perbaikan antara lain dengan menjalin effective communication with airlines companies
komunikasi yang lebih efektif dengan perusahaan and accelerating new airport development projects.
airlines dan mempercepat proyek pengembangan
bandar udara baru.
PROSPEK USAHA BUSINESS PROSPECT
Seiring dengan membaiknya kondisi perekonomian, Along with the improving economic conditions,
khususnya di industri penerbangan, prospek usaha especially in the aviation industry, the prospects
Perseroan ke depan akan sangat baik. Industri of future business will be very good. The aviation
penerbangan telah berhasil melalui berbagai krisis industry has been successful going through a variety
dimana selama kurun waktu 30 tahun diwarnai of crises which over the past 30 years have been
oleh banyak perubahan, diantaranya pertumbuhan characterized by many changes, including low
penerbangan berbiaya rendah atau dikenal dengan cost airline growth (LCCs), technological change
low-cost carriers (LCCs), perubahan teknologi dan and innovation, some of which are deemed to be
inovasi yang beberapa diantaranya dipandang discruptions for aviation, social development politics
dapat menjadi discruption bagi dunia penerbangan, in various countries, world oil price fluctuations,
perkembangan sosial politik di berbagai negara, security and terrorism issues and global economic
fluktuasi harga minyak dunia, isu keamanan dan developments. Nevertheless, the world's aviation
terorisme, serta perkembangan ekonomi global. industry as a global industry that connects
Namun demikian, Industri penerbangan dunia people, cultures and businesses across countries is
sebagai industri global yang menghubungkan experiencing rapid and dynamic developments.
manusia, budaya, dan berbagai bisnis lintas negara
mengalami perkembangan yang sangat pesat dan
dinamis.
Sesuai rilis dari International Civil Aviation According to the release of the International Civil
Organization (ICAO) pada tahun 2017 penumpang Aviation Organization (ICAO) in 2017, air passengers

2017 Annual Report
51
udara telah mencapai 4,1 miliar penumpang have reached 4.1 billion passengers or increased
atau meningkat 7,1% dibandingkan tahun 2016. 7.1% compared to 2016. The development of
Perkembangan industri penerbangan bahkan aviation industry is even expected to continue
diperkirakan akan terus meningkat, pada tahun to increase, by 2030 where there are 6.3 billion
2030 dimana terdapat 6,3 miliar penumpang yang passengers using air transport with 30 thousand of
menggunakan angkutan udara dengan 30 ribu aircrafts. The development of the aviation industry
pesawat. Perkembangan industri penerbangan juga is also experienced by the Asia Pacific region. The
dialami oleh kawasan Asia Pasifik. Kawasan Asia Asia-Pacific region has 29% of market share, the
Pasifik memiliki pangsa pasar 29% kedua terbesar second largest after Europe, which reached 37% of
setelah Eropa yang mencapai 37% pangsa pasar the world market share and recorded a 9.6% growth
dunia dan mencatatkan pertumbuhan 9,6% yang which is the strongest growth among all regions.
merupakan pertumbuhan terkuat di antara semua
wilayah.
Pesatnya industri penerbangan di Asia Pasifik juga The rapidly growing aviation industry in Asia
dialami oleh industri penerbangan nasional. Potensi Pacific is also experienced by the national aviation
pertumbuhan penumpang udara di Indonesia juga industry. The potential for air passenger growth in
diprediksi masih akan terus meningkat setiap Indonesia is also predicted to continue to increase
tahunnya dengan peningkatan pertumbuhan every year with an increase in air passenger growth
penumpang udara di Indonesia mencapai 11% per in Indonesia reaching 11% per year, higher than
tahun lebih tinggi daripada rata-rata pertumbuhan the average growth in Asia-Pacific. This growth is
di Asia-Pasifik. Pertumbuhan ini ditopang oleh underpinned by a large demographic bonus with the
bonus demografi yang besar dengan jumlah total population of Indonesia in 2010-2035, which is
penduduk Indonesia pada tahun 2010-2035 projected to reach 271 million in 2020 and penetrate
diproyeksikan akan mencapai 271 juta jiwa di tahun 300 million in 2035, and the geographical position
2020 dan menembus 300 juta di tahun 2035, serta of the archipelago country of Indonesia makes the
letak geografis Indonesia yang merupakan negara air transport remains the choice of society.
kepulauan menjadikan angkutan udara tetap sebagai
pilihan masyarakat.
Melihat pesatnya perkembangan dalam industri Seeing the rapid development in the aviation
penerbangan, maka prospek usaha Perseroan industry, the business prospects of the Company
akan sangat baik yang didukung dengan strategi will be very well supported with the right business
usaha yang tepat. Hal ini juga didukung kebijakan strategy. It is also supported by the ASEAN Open Sky
ASEAN Open Sky sebagai salah satu langkah policy as one of the steps in realizing the ASEAN
dalam mewujudkan ASEAN Economic Community. Economic Community. The opening of airspace
Terbukanya wilayah udara antara sesama between ASEAN member states has had an impact
anggota negara ASEAN menimbulkan dampak on airlines and airport management companies.
bagi perusahaan penerbangan serta perusahaan Airlines from other countries that are members of
pengelola bandar udara. Maskapai penerbangan ASEAN may operate in Indonesian airspace.
dari negara lain yang menjadi anggota ASEAN dapat
beroperasi di wilayah udara Indonesia.

Sebagai Badan Usaha Milik Negara, PT Angkasa As a State-Owned Enterprise, PT Angkasa Pura I
Pura I (Persero), senantiasa berkomitmen untuk (Persero), is committed to consistently implementing
menerapkan GCG secara konsisten dan berkelanjutan GCG with reference to applicable regulations, rules
dengan berpedoman pada regulasi, ketentuan, dan and norms and the Company's articles of association.
norma yang berlaku serta anggaran dasar Perseroan. PT Angkasa Pura I (Persero) always runs GCG
PT Angkasa Pura I (Persero) selalu menjalankan principles including Transparency, Accountability,
prinsip-prinsip GCG meliputi Transparansi, Responsibility, Independence and Fairness. In its
Akuntabilitas, Pertanggungjawaban, Kemandirian application, the Company has made commitments

dan juga Kewajaran. Pada penerapannya, Perseroan agreed upon by the Board of Commissioners, the
telah membuat komitmen yang telah disepakati oleh Board of Directors and all employees to implement
Dewan Komisaris, Direksi dan seluruh karyawan GCG in order to ensure the achievement of a
untuk menerapkan GCG guna menjamin dicapainya sustainable growth of the Company.
pertumbuhan Perseroan yang berkelanjutan.
Penerapan GCG pada PT Angkasa Pura I (Persero) The application of GCG to PT Angkasa Pura I (Persero)
mengacu pada Peraturan Menteri Badan Usaha refers to the Regulation of the Minister of State-
Milik Negara Nomor: PER-01/MBU/2011 mengenai Owned Enterprises Number: PER-01/MBU/2011
Tata Kelola Perusahaan yang Baik (Good Corporate regarding Good Corporate Governance and the
Goverance) dan perubahannya yaitu Peraturan amendment of the Regulation of the Minister of State-
Menteri Negara BUMN Nomor: PER-09/MBU/2012. Owned Enterprises Number PER-09/MBU/2012. The
Penerapan GCG Perseroan antara lain bisa implementation of GCG of the Company, among
disampaikan sebagai berikut: others, can be submitted as follows:
1. Aspek Komitmen Terhadap Penerapan Tata 1. Aspects of Commitment to the Implementation

Kelola Secara Berkelanjutan of Sustainable Governance
a. Perusahaan memiliki Pedoman Tata Kelola a. The Company has a Good Corporate
Perusahaan yang Baik (GCG Code) dan Governance Code (GCG Code) and code of
pedoman perilaku (code of conduct). conduct.
b. Perusahaan melaksanakan Pedoman Tata b. The Company carries out the Code of Good
Kelola Perusahaan yang Baik dan Pedoman Corporate Governance and the Code of
Perilaku secara konsisten. Conduct on a consistent basis.
c. Perusahaan melakukan pengukuran terhadap c. The Company makes measurements on
penerapan Tata Kelola Perusahaan yang Baik. the implementation of Good Corporate
d. Perusahaan melakukan koordinasi Governance.
pengelolaan dan administrasi Laporan Harta d. The Company coordinates the management
Kekayaan Penyelenggara Negara (LHKPN). and administration of State Administration
e. Perusahaan melaksanakan program Wealth Report (LHKPN).
pengendalian gratifikasi sesuai ketentuan e. The Company carries out the gratuity control
yang berlaku. program in accordance with applicable
f. Perusahaan melaksanakan kebijakan atas regulations.
sistem pelaporan atas dugaan penyimpangan f. The Company executes a policy on the
pada perusahaan yang bersangkutan reporting system for alleged irregularities
(whistleblowing system). in the company concerned (whistleblowing
2. Aspek Pemegang Saham dan RUPS system).
a. RUPS melakukan pengangkatan dan 2. Aspects of Shareholders and GMS
pemberhentian Direksi . a. The GMS shall appoint and terminate the
b. RUPS melakukan pengangkatan dan Board of Directors.
pemberhentian Dewan Komisaris. b. The GMS appoints and dismisses the Board of
c. RUPS memberikan keputusan yang Commissioners.
diperlukan untuk menjaga kepentingan c. The GMS provides the necessary decisions
usaha perusahaan dalam jangka panjang to safeguard the business interests of the
dan jangka pendek sesuai dengan company in the long run and short term in
peraturan perundang-undangan dan/atau accordance with the laws and/or the articles
anggaran dasar. of association.
d. RUPS memberikan persetujuan laporan d. The GMS approves the annual report including
tahunan termasuk pengesahan laporan the approval of the financial statements as
keuangan serta tugas pengawasan Dewan well as the supervisory duties of the Board
Komisaris sesuai peraturan perundang- of Commissioners in accordance with laws
undangan dan/atau anggaran dasar. and/or articles of association.
e. RUPS mengambil keputusan melalui e. The GMS takes a decision through an open
proses yang terbuka dan adil serta dapat and fair and accountable process.
dipertanggungjawabkan. g. The Shareholder exercises Good Corporate

2017 Annual Report
53
f. Pemegang Saham melaksanakan Tata Governance in accordance with their powers

Kelola Perusahaan yang Baik sesuai dengan and responsibilities.
wewenang dan tanggung jawabnya. 3. Aspects of Board of Commissioners
3. Aspek Dewan Komisaris a. The Board of Commissioners undertakes a
a. Dewan Komisaris melaksanakan continuous training/learning program.
program pelatihan/pembelajaran secara b. The Board of Commissioners shall divide the
berkelanjutan. tasks and determine the factors needed to
b. Dewan Komisaris melakukan pembagian support the implementation of the duties of
tugas dan menetapkan faktor-faktor yang the Board of Commissioners.
dibutuhkan untuk mendukung pelaksanaan c. The Board of Commissioners approves the
tugas Dewan Komisaris. draft of RJPP and RKAP submitted by the
c. Dewan Komisaris memberikan persetujuan Board of Directors.
atas rancangan RJPP dan RKAP yang d. The Board of Commissioners provides
disampaikan oleh Direksi. direction to the Board of Directors on the
d. Dewan Komisaris memberikan arahan implementation of the company's plans and
terhadap Direksi atas implementasi policies.
rencana dan kebijakan perusahaan. e. The Board of Commissioners exercises
e. Dewan Komisaris melaksanakan oversight of the Board of Directors on the
pengawasan terhadap Direksi atas implementation of the company's plans and
implementasi rencana dan kebijakan policies.
perusahaan. f. The Board of Commissioners oversees the
f. Dewan Komisaris melakukan pengawasan implementation of the subsidiary / joint
terhadap pelaksanaan kebijakan venture management policy.
pengelolaan anak perusahaan/perusahaan g. The Board of Commissioners plays a role
patungan. in nominating members of the Board of
g. Dewan Komisaris berperan dalam Directors, assessing the performance of the
pencalonan anggota Direksi, menilai Board of Directors (individual and collegial)
kinerja Direksi (individu dan kolegial) and proposing tantiem/performance
dan mengusulkan tantiem/insentif kinerja incentives in accordance with applicable
sesuai ketentuan yang berlaku dan regulations and considering the performance
mempertimbangkan kinerja Direksi. of the Board of Directors.
h. Dewan Komisaris melakukan tindakan h. The Board of Commissioners takes action
terhadap potensi benturan kepentingan against potential conflicts of interest
yang menyangkut dirinya. concerning itself.
i. Dewan Komisaris memantau dan i. The Board of Commissioners monitors and
memastikan bahwa prinsip-prinsip ensures that the principles of Good Corporate
Tata Kelola Perusahaan yang Baik Governance have been implemented
telah diterapkan secara efektif dan effectively and sustainably.
berkelanjutan. j. The Board of Commissioners conducts
j. Dewan Komisaris menyelenggarakan effective meetings of the Board of
rapat Dewan Komisaris yang efektif dan Commissioners and attends the meeting in
menghadiri rapat tersebut sesuai dengan accordance with the provisions of the law.
ketentuan perundang-undangan. k. The Board of Commissioners has the
k. Dewan Komisaris memiliki Sekretaris Secretary of the Board of Commissioners to
Dewan Komisaris untuk mendukung tugas support the secretariat duties of the Board of
kesekretariatan Dewan Komisaris. Commissioners.
l. Dewan Komisaris memiliki Komite Dewan l. The Board of Commissioners has an effective
Komisaris yang efektif. Board of Commissioners Committee.
4. Aspek Direksi 4. Aspects of the Board of Directors
a. Direksi melaksanakan program pelatihan/ a. The Board of Directors conducts a continuous
pembelajaran secara berkelanjutan. training/learning program.
b. Direksi melakukan pembagian tugas/ b. The Board of Directors performs a clear
fungsi, wewenang dan tanggung jawab division of tasks/functions, authorities and
responsibilities.

secara jelas. c. The Board of Directors develops corporate

c.Direksi menyusun perencanaan planning.
perusahaan. d. The Board of Directors play a role in fulfilling
d. Direksi berperan dalam pemenuhan target the company's performance targets.
kinerja perusahaan. e. The Board of Directors exercises operational
e. Direksi melaksanakan pengendalian and financial control over the implementation
operasional dan keuangan terhadap of the company's plans and policies.
implementasi rencana dan kebijakan f. The Board of Directors performs the
perusahaan. management of the company in accordance
f. Direksi melaksanakan pengurusan with the prevailing laws and regulations and
perusahaan sesuai dengan peraturan the articles of association.
perundang-undangan yang berlaku dan g. The Board of Directors conducts value-
anggaran dasar. added relationships for the company and its
g. Direksi melakukan hubungan yang bernilai stakeholders.
tambah bagi perusahaan dan stakeholders. h. The Board of Directors monitors and manages
h. Direksi memonitor dan mengelola potensi potential conflicts of interest of members
benturan kepentingan anggota Direksi dan of the Board of Directors and management
manajemen di bawah Direksi. under the Board of Directors.
i. Direksi memastikan perusahaan i. The Board of Directors ensures the company
melaksanakan keterbukaan informasi dan executes disclosure of information and
komunikasi sesuai peraturan perundang- communications in accordance with
undangan yang berlaku dan penyampaian applicable laws and regulations and the
informasi kepada Dewan Komisaris dan delivery of information to the Board of
Pemegang Saham tepat waktu. Commissioners and Shareholders on time.
j. Direksi menyelenggarakan rapat Direksi j. The Board of Directors holds meetings of the
dan menghadiri Rapat Dewan Komisaris Board of Directors and attends the Board of
sesuai dengan ketentuan perundang- Commissioners Meeting in accordance with
undangan. the provisions of the law.
k. Direksi menyelenggarakan pengawasan k. The Board of Directors provides quality and
intern yang berkualitas dan efektif. effective internal supervision.
l. Direksi menyelenggarakan fungsi l. The Board of Directors performs a qualified
sekretaris perusahaan yang berkualitas and effective corporate secretarial function.
dan efektif. m. The Board of Directors conducts Annual
m. Direksi menyelenggarakan RUPS Tahunan General Meeting of Shareholders and other
dan RUPS lainnya sesuai peraturan General Meeting of Shareholders according
perundang-undangan. to the laws and regulations.
5. Pengungkapan Informasi dan Transparansi 5. Disclosure of Information and Transparency
a. Perusahaan menyediakan informasi a. The Company provides company information
perusahaan kepada stakeholders. to stakeholders.
b. Perusahaan menyediakan bagi stakeholder b. The Company provides stakeholders with
akses atas informasi perusahaan yang access to relevant, adequate, and reliable
relevan, memadai, dan dapat diandalkan company information in a timely and periodic
secara tepat waktu dan berkala. manner.
c. Perusahaan mengungkapkan informasi c. The Company discloses important
penting dalam Laporan Tahunan dan information in the Annual Report and
Laporan Keuangan sesuai dengan peraturan Financial Statements in accordance with the
perundang-undangan. laws and regulations.
d. Perusahaan memperoleh penghargaan d. The Company obtains awards in the field of
atau award dalam bidang transparansi information transparency.
informasi.
Sebagai perusahaan yang telah menerbitkan As a company that has issued bonds, the
obligasi, Perseroan juga telah menerapkan Company has also implemented GCG in
GCG sesuai dengan Peraturan OJK Nomor 21/ accordance with OJK Regulation Number 21/

2017 Annual Report
55
POJK.04/2015 tentang Penerapan Pedoman Tata POJK.04/2015 regarding Implementation of

Kelola Perusahaan Terbuka dan Surat Edaran OJK Open Corporate Governance Guidelines and
No. 32/SE.OJK.04/2015 tentang Pedoman Tata OJK Circular Letter no. 32/SE.OJK.04/2015
Kelola Perusahaan Terbuka. Hal ini bisa dijelaskan on Open Corporate Governance Guidelines.
sebagai berikut: This can be explained as follows:
1. Hubungan Perusahaan Terbuka dengan 1. Open Company Relationships with Shareholders

Pemegang Saham dalam Menjamin Hak-hak in Ensuring Shareholder Rights, carried out with,
Pemegang Saham, dilaksanakan dengan, a. Increasing the Value of General Meeting of
a. Meningkatkan Nilai Penyelenggaraan Rapat Shareholders (GMS).
Umum Pemegang Saham (RUPS). b. Improving the Quality of Open Company
b. Meningkatkan Kualitas Komunikasi Communication with Shareholders or
Perusahaan Terbuka dengan Pemegang Investors.
Saham atau Investor. 2. The Functions and Roles of the Board of
2. Fungsi dan Peran Dewan Komisaris, dilaksanakan Commissioners, executed with,
dengan, a. Strengthening the Membership and
a. Memperkuat Keanggotaan dan Komposisi Composition of the Board of Commissioners
Dewan Komisaris b. Improving the quality of the Implementation
b. Meningkatkan kualitas Pelaksanaan Tugas of Duties and Responsibilities of the Board of
dan Tanggung Jawab Dewan Komisaris. Commissioners.
3. Fungsi dan Peran Direksi, dilaksanakan dengan, 3. Functions and Roles of the Board of Directors,
a. Memperkuat Keanggotaan dan Komposisi carried out with,
Direksi. a. Strengtheing the Membership and
b. Meningkatkan Kualitas Pelaksanaan Tugas Composition of the Board of Directors.
dan Tanggung Jawab Direksi. b. Improving the Quality of Duties and
Responsibilities of the Board of Directors.
4. Partisipasi Pemangku Kepentingan, dilaksanakan 4. Stakeholder Participation, implemented by
dengan Meningkatkan Aspek Tata Kelola Improving Aspects of Corporate Governance
Perusahaan melalui Partisipasi Pemangku through Stakeholder Participation.
Kepentingan.
5. Keterbukaan Informasi, dilaksanakan dengan 5. Information Disclosure, implemented by
Meningkatkan Pelaksanaan Keterbukaan Improving the Implementation of Information
Informasi. Disclosure.
Sebagai upaya dalam melaksanakan mekanisme In an effort to implement check and balances
check and balances, secara periodik, Perseroan telah mechanism, periodically, the Company has
melaksanakan asesmen GCG. Hal ini merupakan implemented GCG Assessment. This is a systematic
upaya sistematik untuk menghimpun dan mengolah effort to collect and process data (facts and
data (fakta dan informasi) yang handal dan sahih information) that are reliable and valid so that it
sehingga dapat disimpulkan kenyataan yang dapat can be concluded the reality that can be used as a
digunakan sebagai landasan tindakan manajemen basis of management actions for the implementation
agar pelaksanaan GCG dapat dilakukan secara of GCG can be done effectively. With assessment,
efektif. Dengan asesmen, maka capaian kegiatan the achievement of activities can be known
dapat diketahui dengan pasti dan tindakan lebih with certainty and further action to improve the
lanjut untuk memperbaiki kinerja suatu kegiatan performance of an activity can be determined.
dapat ditetapkan.
Pelaksanaan asesmen GCG dilaksanakan berdasarkan The implementation of GCG assessment shall be
Keputusan Sekretaris Kementerian Badan Usaha carried out in accordance with the Decree of the
Milik Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Secretary of the Ministry of State-Owned Enterprises
Juni 2012 tentang Indikator/Parameter Penilaian No. SK-16/S.MBU/2012 dated June 6, 2012 on
dan Evaluasi atas Penerapan Tata Kelola Perusahaan Assessment and Evaluation of Good Corporate
yang Baik (Good Corporate Governance) pada BUMN. Governance in SOEs. The result of GCG assessment
Hasil asesmen GCG yang dilaksanakan di tahun conducted in 2017 shows a result of 90.85 which

2017 menunjukkan hasil sebesar 90,85 yang berarti means that GCG implementation in PT Angkasa Pura
penerapan GCG pada PT Angkasa Pura I (Persero) I (Persero) is categorized as Very Good.
masuk dalam kategori Sangat Baik.
Beberapa kelemahan pelaksanaan good corporate Some of the weaknesses in implementing good
governance yang berhasil di identifikasi dari proses corporate governance that have been identified in
asesmen telah ditindaklanjuti antara lain: the assessment process have been followed up:
1. Pedoman Tata Laksana Kerja Direksi dan 1. The Board of Directors and the Board of
Dewan Komisaris telah dimutakhirkan. Commissioners' Working Manual has been
updated.
2. Pedoman Etika Perusahaan telah 2. Company Code of Ethics has been updated.
dimutakhirkan.
3. Melaksanakan proses penyempurnaan 3. Implementing the process of refining the
pedoman pengendalian gratifikasi, saat ini guidelines for gratification control, is currently
sedang menunggu persetujuan Direksi. awaiting approval from the Board of Directors.
4. Melakukan proses revisi pedoman LHKPN. 4. Revising the LHKPN guidelines.
5. Telah mencantumkan informasi terkait 5. Has included information related to the
kebijakan sistem pelaporan pelanggaran company's Whistleblowing System policy on the
(Whistleblowing System) perusahaan pada company's website.
website perusahaan.
6. Telah dibuatkan aplikasi Sistem Pelaporan 6. A Web Base Reporting System (Whistle Blowing
Pelanggaran (Whistle Blowing System) System) has been created and can be accessed at
berbasis Web Base dan dapat diakses di http://wbs.ap1.co.id/.
alamat http://wbs.ap1.co.id/.
7. Telah dilakukan penyempurnaan 7. Improved administration and archiving of minutes
pengadministrasian dan pengarsipan risalah of meetings of the Board of Commissioners.
rapat Dewan Komisaris.
8. Melakukan proses penyempurnaan pola 8. Performing improvement process of employee
karir pegawai dan Performance Management career and Performance Management System
System (PMS). (PMS).
9. Melakukan proses penyempurnaan Pedoman 9. Performing the process of refining the Subsidiary
Subsidiary Governance. Governance Manual.
10. Melakukan proses penyempurnaan Piagam 10. Performing the process of improving the Internal
Audit Internal. Audit Charter.
11. Melaksanakan proses pengukuran tingkat 11. Implementing the process of measuring risk
maturitas risiko. maturity level.
PENILAIAN KINERJA KOMITE DI PERFORMANCE ASSESSMENT OF

BAWAH DIREKSI COMMITTEE UNDER BOARD OF
DIRECTORS
Dalam melaksanaan tugas kepengurusannya, In conducting its stewardship duties, the Board
Direksi dibantu oleh Komite di bawah Direksi of Directors is assisted by a Committee under the
yaitu Komite Manajemen Risiko. Selama tahun Board of Directors, namely the Risk Management
2017, Komite Manajemen Risiko telah memberikan Committee. During the year 2017, the Risk
arahan untuk melakukan penyempurnaan Pedoman Management Committee has directed to improve
Manajemen Risiko Perusahaan agar disesuikan the Risk Management Guidelines of the Company
kondisi perusahaan saat ini termasuk dengan to be aligned to current corporate conditions
adanya perubahan struktur organisasi serta including changes to the organizational structure
melakukan evaluasi kebijakan manajemen risiko and to evaluate the company's risk management
perusahaan dan melakukan review atas roadmap policy and review the Roadmap of Risk Management
Implementasi Manajemen Risiko Perusahaan. Implementation. The Board of Directors assesses

2017 Annual Report
57
Direksi menilai bahwa selama 2017, Komite Risiko that during 2017, the Risk Committee has performed
telah menjalankan tugas dan tanggungjawabnya its duties and responsibilities well.
dengan baik.
PERUBAHAN KOMPOSISI DIREKSI CHANGE OF THE COMPOSITION OF

THE BOARD OF DIRECTORS
Pada Tahun 2017, jumlah dan komposisi Direksi In 2017, the number and composition of the Board of
PT Angkasa Pura I (Persero) mengalami perubahan Directors of PT Angkasa Pura I (Persero) is amended
sebagaimana penjelasan sebagai berikut. as follows.
PERIODE 01 JANUARI 2017 – 11 JANUARY 01, 2017 - AUGUST 11, 2017

AGUSTUS 2017
Periode 01 Januari 2017 – 11 Agustus 2017, Direksi In the period of January 01, 2017 - August 11,
berjumlah 6 (enam) orang terdiri dari 1 (satu) orang 2017, there are 6 (six) Directors consisting of 1
Direktur Utama dan 5 (lima) orang Direktur. Seluruh (one) President Director and 5 (five) Directors. All
anggota Direksi berdomisili di wilayah kerja Kantor members of the Board of Directors are domiciled
Pusat PT Angkasa Pura I (Persero). in the working area of PT Angkasa Pura I (Persero)
Head Office.
Danang S. Baskoro Direktur Utama / President Director
Wendo Asrul Rose

Direktur Operasi / Operation Director
Novrihandri Direktur Keuangan dan Teknologi Informasi /

Finance and Information Technology Director
Adi Nugroho Direktur Personalia dan Umum /

Personnel and General Affairs Director
Polana Banguningsih Pramesti Direktur Teknik / Technical Director
Moch. Asrori Direktur Komersial dan Pengembangan Bisnis /

Commercial and Business Development Director
11 AGUSTUS 2017 – 18 NOVEMBER 2017 AUGUST 11, 2017 – NOVEMBER 18, 2017
Periode 11 Agustus 2017 – 18 November 2017, In the period of August 11, 2017 - November 18,
Direksi berjumlah 7 (tujuh) orang terdiri dari 1 (satu) 2017, the Board of Directors shall consist of 7
orang Direktur Utama dan 6 (enam) orang Direktur. (seven) persons consisting of 1 (one) President
Seluruh anggota Direksi berdomisili di wilayah Director and 6 (six) Directors. All members of the
kerja Kantor Pusat PT Angkasa Pura I (Persero). Board of Directors are domiciled in the working area
of PT Angkasa Pura I (Persero) Head Office.
Danang S. Baskoro Direktur Utama / President Director
Wendo Asrul Rose

Direktur Operasi / Operation Director
Novrihandri Direktur Keuangan dan IT /

Adi Nugroho Direktur Sumber Daya Manusia dan Umum /

Human Capital and General Affairs Director
Moch. Asrori Direktur Pemasaran dan Pelayanan /

Marketing and Service Director

Sardjono Jhony Tjitrokusumo Direktur Hubungan Internasional dan Pengembangan Usaha /

International Relations and Business Development Director
18 NOVEMBER 2017 – 22 DESEMBER NOVEMBER 18, 2017 – DECEMBER 22,

2017 2017
Bapak Wendo Asrul Rose sebagai Direktur Operasi Mr. Wendo Asrul Rose as Director of Operations was
diangkat sebagai Pelaksana Tugas Direktur appointed as the Excecutive Officer of President
Utama manggantikan Bapak Danang S. Baskoro Director replacing Mr. Danang S. Baskoro as President
sebagai Direktur Utama yang wafat pada tanggal Director who died on November 18, 2017. So that
18 November 2017. Sehingga pada periode 18 on November 18, 2017 - December 22, 2017, the
November 2017 – 22 Desember 2017, Direksi Board of Directors consisted of 6 (six) members, with
berjumlah 6 (enam) orang terdiri dari 1 (satu) orang 1 (one) Executive Officer of the President Director
Pelaksana Tugas Direktur Utama dan 5 (lima) orang and 5 (five) Directors. All members of the Board of
Direktur. Seluruh anggota Direksi berdomisili di Directors are domiciled in the working area of PT
wilayah kerja Kantor Pusat PT Angkasa Pura I Angkasa Pura I (Persero) Head Office.
(Persero).
Wendo Asrul Rose Direktur Operasi / Operation Director
Pelaksana Tugas Direktur Utama /

Acting President Director (Temporary Official)
Novrihandri Direktur Keuangan dan IT / Finance and Information Technology Director

Moch. Asrori Direktur Pemasaran dan Pelayanan /


22 DESEMBER 2017 – 31 DESEMBER DECEMBER 22, 2017 – DECEMBER 31,

2017 2017
Pada tanggal 22 Desember 2017, Pemegang On December 22, 2017, the Shareholders dismissed
Saham memberhentikan Bapak Moch Asrori dan Mr. Moch Asrori and appointed Mr. Faik Fahmi and
mengangkat Bapak Faik Fahmi serta Ibu Devy W.A. Ms. Devy W.A. Suradji. Therefore, in the Period of
Suradji. Sehingga pada Periode 22 Desember 2017 December 22, 2017 - December 31, 2017, the Board
– 31 Desember 2017, Direksi berjumlah 7 (tujuh) of Directors shall be 7 (seven) members consisting
orang yang terdiri dari 1 (satu) Direktur Utama dan of 1 (one) President Director and 6 (six) Directors.
6 (enam) orang Direktur.
Faik Fahmi Direktur Utama / President Director
Wendo Asrul Rose Direktur Operasi / Operation Director
Novrihandri Direktur Keuangan dan IT /


2017 Annual Report
59

Devy W. Suradji Direktur Pemasaran dan Pelayanan /


PENUTUP CLOSING
Demikian, kami sampaikan laporan pelaksanaan Thus, we convey the report of the Board of Directors'
tugas Direksi atas kepengurusan Perseroan selama duties on the management of the Company during
tahun 2017. Atas kepercayaan, komitmen, dan kerja 2017. The Board of Directors give a high appreciation
sama dari seluruh pemangku kepentingan, khususnya for the trust, commitment and cooperation of all
kepada jajaran tim manajemen dan seluruh pegawai stakeholders, especially to the management team
yang telah bekerja keras untuk mencapai tujuan and all employees who have worked hard to achieve
Perseroan, Direksi memberikan penghargaan the Company's objectives. For the hard work of the
yang setinggi-tingginya. Atas kerja keras dari tim management team and all employees, the Company
manajemen dan seluruh pegawai, Perseroan mampu is able to improve its performance in 2017.
meningkatkan kinerjanya di 2017.
Direksi juga memberikan penghargaan yang setinggi- The Board of Directors also provides the highest
tingginya atas arahan yang diberikan oleh Dewan appreciation for the direction given by the Board
Komisaris yang sangat memberikan kontribusi dalam of Commissioners which contributes greatly to the
pencapaian kinerja Perseroan, sehingga mampu achievement of the Company's performance, thereby
meningkatkan kinerja Perseroan di 2017. enhancing the Company's performance in 2017.
Kepada pemegang saham, dan mitra kerja Perseroan, To the shareholders, and partners of the Company,
Direksi mengucapkan penghargaan yang setinggi- the Board of Directors offer the highest appreciation.
tingginya. Atas dukungan yang diberikan selama ini, For the support given so far, the Company is
Perseroan mampu bertahan dan bahkan senantiasa able to survive and even always show excellent
menunjukkan pencapaian kinerja yang sangat baik. performance on its achievement.
Ke depannya, kami tetap berkomitmen untuk In the future, we expect that we remain committed to
selalu memberikan yang terbaik guna perbaikan always provide the best for continuous improvement
pencapaian kinerja secara berkelanjutan. Direksi of performance achievement. The Board of Directors
berharap bahwa Perseroan akan menjadi bagian hopes that the Company will become an important
penting dan berkontribusi bagi negara melalui part and contribute to the country through its spirit
spiritnya yaitu “Bangga Melayani Bangsa.” of "Proud to Serve the Nation."
Jakarta, April 2018

Atas Nama Direksi PT Angkasa Pura I (Persero)
On Behalf of Board of Director PT Angkasa Pura I (Persero)
Faik Fahmi
Direktur Utama
President Diirector

1 2 3
1. Faik Fahmi 5. Lukman F. Laisa
Direktur Utama Direktur Teknik
President Director Technical Director
4 5 6
2. Wendo Asrul Rose 6. Devy W.A. Suradji

7 Direktur Operasi Direktur Pemasaran dan Pelayanan
Operation Director Marketing and Services Director
3. Novrihandri 7. Sardjono Jhony Tjitrokusumo

Direktur Keuangan dan IT Direktur Hubungan Internasional dan Pengembangan Usaha
Finance and Information Technology Director International Relation and Business Development Direction
4. Adi Nugroho
Direktur Sumber Daya Manusia dan Umum

2017 Annual Report
61
TANGGUNG JAWAB LAPORAN

Reporting Liability
Surat Pernyataan Dewan Komisaris Tentang Tanggung Jawab Atas

Laporan Tahunan PT Angkasa Pura I (Persero) Tahun 2017
Statement of the Board of Commissioners Regarding the Responsibility for the 2017 Annual Report of
PT Angkasa Pura I (Persero)
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declare that all information
bahwa semua informasi dalam Laporan Tahunan PT in the 2017 Annual Report of PT Angkasa Pura I
Angkasa Pura I (Persero) Tahun 2017 telah dimuat (Persero) is complete and we take full responsibility for
secara lengkap dan bertanggung jawab penuh atas the accuracy of the contents of this Annual Report.
kebenaran isi Laporan Tahunan ini.
Demikian pernyataan ini dibuat dengan sebenarnya. Hereby, this statement is true and correct.
Jakarta, 20 April 2018

Jakarta, April 20, 2018
Dewan Komisaris / Board of Commissioners
Andi Widjajanto Boy Syahril Qamar Selby Nugraha Rahman

Komisaris Utama Komisaris Independen Komisaris
President Commissioner Commissioner Commissioner
Suprasetyo Harry Z Soeratin Anandy Wati

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner

TANGGUNG JAWAB LAPORAN

Reporting Liability
Surat Pernyataan Anggota Direksi Tentang Tanggung Jawab Atas

Laporan Tahunan PT Angkasa Pura I (Persero) Tahun 2017
Statement of the Board of Directors Regarding the Responsibility for the 2017 Annual Report of
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declare that all information
bahwa semua informasi dalam Laporan Tahunan PT in the 2017 Annual Report of PT Angkasa Pura I
Angkasa Pura I (Persero) Tahun 2017 telah dimuat (Persero) is complete and we take full responsibility for
secara lengkap dan bertanggung jawab penuh atas the accuracy of the contents of this Annual Report.
kebenaran isi Laporan Tahunan ini.
Demikian pernyataan ini dibuat dengan sebenarnya. Hereby, this statement is true and correct.
Jakarta, 20 April 2018

Jakarta, April 20, 2018
Direksi / Board of Directors
Faik Fahmi Wendo Asrul Rose Novrihandri

Direktur Utama Direktur Operasi Direktur Keuangan dan IT
President Director Operation Director Finance and Information
Technology Director
Adi Nugroho Lukman F. Laisa

Direktur Sumber Daya Manusia dan Umum Direktur Teknik
Human Capital and General Affair Director Technical Director
Devy W.A. Suradji Sardjono Jhony Tjitrokusumo

Direktur Pemasaran dan Pelayanan Direktur Hubungan Internasional dan Pengembangan Usaha
Marketing and Services Director International Relation and Business Development
Director

2017 Annual Report
63
DAFTAR ISI
Table of Content
1 Tema dan Arti Tema 62 Tanggung Jawab Laporan 188 Kronologis Penerbitan dan/
Theme and the meaning Responsibility of Reporting atau pencatatan Efek Lainnya
Chronology of Issuance and/
2 Kesinambungan Tema
or Listing of Other Securities
Theme Correlations
3 Sekilas Tentang Perusahaan PROFIL 200 Nama dan Alamat Lembaga
1
dan/atau Profesi Penunjang
A glimpse of the Company
PERUSAHAAN Name and Address of
6 Pencapaian Penting Company Profile Supporting Agency and/or
Significant Achievement Profession
202 Penghargaan dan Sertifikasi

8 Jejak Langkah
72 Identitas Perusahaan Awards and Certifications
Milestones
Corporate Identity 212 Nama dan Alamat Kantor
12 Keunggulan Perusahaan
73 Riwayat Singkat Perusahaan Pusat, Entitas Anak, Entitas
Company Advantages
Brief History of the Company Asosiasi, Yayasn, dan Kantor
20 Kilas Kinerja 2017 Cabang
Performance Review 2017 80 Bidang Usaha The Names and Addresses
Line of Business of Head Office, Subsidiaries,
20 Ikhtisar Data Keuangan
82 Produk dan Jasa Associates, Foundations and
Penting
Product and services Branch Offices
Financial Performance
Highlights 84 Peta Wilayah Operasi 214 Informasi Yang Tersedia di
Map of Oprational Area Website
23 Rasio Keuangan
Information Available on the
Financial Ratios 92 Struktur Organisasi Website
25 Ikhtisar Operasional Organizational Structure
215 Pendidikan dan/atau
Operational Highlights 94 Visi, Misi, dan Budaya Pelatihan Dewan Komisaris,
26 Informasi Harga Saham Perusahaan Direksi, Komite-komite,
Share Price Information Vision, Mission and Corporate Sekretaris Perusahaan, dan
Culture Unit Audit Internal
26 Informasi Obligasi, Sukuk Education and/or Training
atau Obligasi Konversi 98 Profil Dewan Komisaris
for Board of Commissioners,
Information on Bonds, Sukuk Profile of the Board of
Directors, Committees,
or Convertible Bonds Commissioners
Corporate Secretary, and
27 Aksi Korporasi 105 Profil Direksi Internal Audit Units.
Corporate Actions Profile of the Board of
Directors
27 Aksi Penghentian Sementara ANALISIS DAN
Perdagangan Saham 113 Profil Pejabat Eksekutif
PEMBAHASAN
2
(Suspension) dan/atau Profile of the Executive
Penghapusan Pencatatan Officers MANAJEMEN
Saham (Delisting) 121 Profil dan Pengembangan Management Discussions and
Trading Suspension and/or Kompetensi Karyawan Analysis
Share Delisting Actions Profile and Development of
28 Informasi Sumber Pendanaan Employee Competency 226 Tinjauan Perekonomian
lainnya 162 Komposisi Pemegang Saham Economic Review
Information on Other Funding Shareholders Composition 226 Analisis Perekonomian
Sources
163 Daftar Entitas Anak dan/atau Global
30 Peristiwa Penting Entitas Asosiasi Analysis of Global
Significant Events List of Subsidiaries and/or Economy
33 Laporan Dewan Komisaris Associated Entities 229 Analisis Perekonomian
Board of Commissioners 178 Struktur Grup Perusahaan Nasional
Report Company Group Structure Analysis of National
Economy
47 Laporan Direksi 179 Kronologis Penerbitan Saham
Board of Directors Report Chronological Issuance of 231 Kondisi Industri
Shares Penerbangan Indonesia
Condition of Indonesia’s
Aviation Industry

232 Perkembangan Industri 313 Kemampuan 344 Realisasi Penggunaan

Kebandarudaraan di Membayar Utang Dana Hasil Penawaran
Wilayah PT Angkasa Pura I Capacity to Pay Umum
(Persero)/ Debt Realization of the Use
The Development of Airport of Proceeds from Public
314 Kolektibilitas
Industry in PT Angkasa Pura Offering
Piutang
I (Persero) Area
Collectability of 350 Informasi Material Yang
235 Tinjauan Operasional Receivables Mengandung Benturan
Operational Review Kepentingan dan/atau
315 Struktur Modal
Transaksi Dengan Pihak
241 Strategi Perusahaan Capital Structure
Berelasi
Corporate Plans
317 Ikatan Material Investasi Information on Material
244 Aspek Pemasaran Barang Modal Transactions Containing
Marketing Aspects Material Bond for Capital Conflicts of Interest and/or
Goods Investment Transactions with Related
244 Strategi Pemasaran Parties
Marketing Strategy 324 Investasi Barang Modal
Capital Goods Investment 360 Perubahan Peraturan
250 Pangsa Pasar Perundang-Undangan dan
Target Market 327 Informasi Material Dampaknya Terhadap
Mengenai Investasi, Perusahaan
259 Kinerja Segmen
Ekspansi, Divestasi, Amendement of Regulatory
Segment Performance
Akuisisi, atau Regulation and its Impact
274 Prospek Usaha Restrukturisasi Hutang dan on Company
Business Prospect Modal
Material Information of 362 Perubahan Kebijakan
277 Strategi ke Depan Investment, Expansion, Akuntansi
Further Plan Divestment, Acquisition, or Changes in Accounting
283 Tinjauan Keuangan Restructuring Liabilities Policies
Financial Review and Capital
362 Informasi Kelangsungan
283 Kinerja Keuangan 331 Pencapaian Target dan Usaha
Financial Performance Target ke Depan Information on Business
Target and Further Goal Continuity
283 Laporan Posisi
Keuangan 331 Pencapaian Target 367 Aspek Perpajakan
Konsolidasian Target Taxation Aspects
Statement of 337 Proyeksi 2018 368 Kinerja Entitas Anak
Financial Position 2018 Projection Performance of
296 Laporan Subsidiaries
341 Informasi dan Fakta
Laba Material Setelah Tanggal
(Rugi) Konsolidasian Laporan Akuntan
Komprehensif Information and Material
SUMBER DAYA
3
Statement of Fact after Accountant's
Comprehensive Reporting Date MANUSIA
Consolidated Income
Human Capital
342 Kebijakan, Pengumuman
305 Laporan Arus Kas dan Pembayaran Dividen
Statement of Cash Dividend Policy,
Flow Announcement and 380 Strategi Manajemen Human
308 Tingkat Kesehatan PT Payment Capital
Angkasa Pura I ( Persero) Human Capital Management
344 Program Kepemilikan
Level of Soundness of PT Strategy
Saham oleh Karyawan
Angkasa Pura I (Persero) dan/atau Manajemen 381 Pengembangan Organisasi
313 Kemampuan Membayar Employee and/or Organizational Development
Utang dan Kolektibilitas Management Stock
Ownership Plan 382 Struktur Pengelola Human
Piutang
Capital
Capacity to Pay
Human Capital Management
Debt and Collectability
Structure
of Receivables

2017 Annual Report
65
384 Human Capital Management 414 Strategi Manajemen 437 Penetapan Standar Kualitas
System Teknologi Informasi Implementasi Good Corporate
Human Capital Management Management Strategy of Governance
System Information Technology Determination of Quality
Standards of Good Corporate
386 Manajemen Human Capital 416 Kebijakan dan IT
Governance
Human Capital Management Governance
IT Governance and Policy
386 Kebijakan dan Pelaksanaan 438 Penerapan Good Corporate
Rekrutmen 419 Infrastruktur Teknologi Governance
Policy and Implementation Informasi Implementation of Good
of Recruitment Information Technology Corporate Governance
Infrastructure
390 Kebijakan dan Pelaksanaan 451 Pemonitoran Penerapan Good
Pengembangan 422 Penerapan Kebijakan Corporate Governance
Kompetensi Teknologi Informasi Good Corporate Governance
Policy and Implementation Information Technology monitoring
of Competency Policy Implementation
Enhancement 452 Good Corporate Governance
423 Pengembangan Teknologi
Assessment
390 Kebijakan dan Pelaksanaan Informasi tahun 2017
Good Corporate Governance
Penilaian Kinerja Information Technology
Assessment
Policy and Implementation Development in 2017
of Performance
425 Inovasi di Bidang 459 Peningkatan Kualitas
Assessment
Teknologi Informasi Implementasi Good Corporate
396 Kebijakan dan Pelaksanaan Selama Tahun 2017 Governance
Pengembangan Karir Innovations in the Field of Quality Improvement of
Policy and Implementation Information Technology Good Corporate Governance
of Career Development in 2017 Implementation
396 Engagement Karyawan 427 Rencana Pengembangan 460 Struktur dan Mekanisme
Employee Engagement Teknologi Informasi ke Corporate Governance
Depan Corporate Governance
398 Kebijakan Hubungan
Further Plan of Structure and Mechanism
Industrial
Information Technology
Industrial Relation Policy
Development 460 Struktur Organ Perusahaan
399 Kebijakan dan Program Structure of the Company
Pensiun Organs
Pension Plan and Policy
CORPORATE 461 Infrastruktur Corporate
402 Profile Human Capital
Profile of Human Capital 5 GOVERNANCE
Corporate Governance
Governance
Infrastructure
402 Internalisasi Corporate
Culture
462 Mekanisme Corporate
Corporate Culture
Governance
Internalization 430 Komitmen Perusahaan dalam Corporate Governance
Menerapkan Corporate Mechanism
Governance dan Governance
Outcome 462 Rapat Umum Pemegang
TEKNOLOGI
4
The Company’s Commitment Saham
INFORMASI to the Implementation of General Meeting of
Corporate Governance and Shareholders
Governance Outcome
462 Referensi Peraturan
431 Governance Framework Reference of
410 Master Plan Teknologi Governance Framework Regulation
Informasi
Information Technology 432 Dasar Penerapan Corporate 463 Penyelenggaraan
Master Plan Governance RUPS
Basic Implementation of Execution of the GMS
411 Struktur Pengelola Teknologi Corporate Governance
Informasi 517 Dewan Komisaris
Structure of Information 434 Governance Outcome The Board of
Technology Operator Governance Outcome Commissioners
414 Manajemen Teknologi 436 Peningkatan Kualitas Good 517 Referensi Peraturan
Informasi Corporate Governance Secara Reference of
Information Technology Berkelanjutan Regulation
Management Continuous Improvement of
Good Corporate Governance 517 Board Manual Dewan
Quality Komisaris
Board Manual of BOC

518 Tugas dan Tanggung 542 Kebijakan Rangkap 569 Mekanisme

Jawab Dewan Jabatan Dewan Pengunduran Diri dan
Komisaris Komisaris Pemberhentian Dewan
Duties and Policy on Concurrent Komisaris
Responsibilities of Position of Board of Mechanism of
Board of Commisioner Resignation and
Commissioners Dismissal
543 Pengelolaan Benturan of the Board of
520 Wewenang Kepentingan Dewan Commissioners
Dewan Komisaris Komisaris
The Authority Conflicts of Interests 572 Direksi
of Board of Management of the The Board of Directors
Commissioners Board
of Commissioners 573 Referensi Peraturan
523 Kriteria Dewan Reference of
Komisaris 543 Kepemilikan Saham Regulation
Criteria of The Dewan Komisaris
Member of Board of Stock Ownership 573 Board Manual Direksi
Commissioners of the Board of Board Manual of BOD
Commissioners
524 Penilaian Kemampuan 574 Tugas dan Tanggung
dan Kepatutan 545 Komisaris Independen Jawab Direksi
serta Dasar Independent Duties and
Pengangkatan Commissioners Responsibilities of the
Dewan Komisaris Board of Directors
Fit and Proper 546 Rapat Dewan
Test and Basis of Komisaris 575 Wewenang
Appointment of Board Board of Direksi
of Commissioners Commissioners Authority of the Board
Meeting of Directors
525 Program Orientasi
Bagi Komisaris Baru 560 Pengembangan 575 Kriteria Direksi
Orientation Kompetensi Dewan Board of Directors
Program for Komisaris Criteria
the Newly Competence
Appointed Development of the 578 Penilaian Kemampuan
Commissioners Board of dan Kepatutan serta
Commissioners Dasar Pengangkatan
526 Pembidangan Tugas Direksi
Pengawasan 560 Kebijakan Remunerasi Fit and Proper Test
Dewan Komisaris Dewan Komisaris and Basis Appointment
The Distribution of Remuneration Policy for the Board of
Supervisory Duties of the Board of Directors
of Board of Commissioners
Commissioners 580 Program Orientasi
564 Keputusan, Bagi Direksi Baru
531 Kebijakan Rekomendasi dan Orientation Program
Keberagaman Pelaksanaan Tugas for New Board of
Komposisi Dewan Komisaris Directors
Dewan Komisaris dan Decisions,
Penerapannya Recommendation 580 Pembidangan Tugas
Diversity of and Tasks Direksi
Composition Implementation Job Description of the
Policy of the Board of the Board of Board of Directors
of Commissioners and Commissioners
584 Kebijakan
Its Implementation
565 Penilaian Kinerja Keberagaman
538 Jumlah dan Dewan Komisaris Komposisi Direksi
Komposisi Performance dan Penerapannya
Dewan Komisaris Assessment of the Diversity of
Number and Board of Composition
Composition of the Commissioners Policy of the Board of
Board of Commisioner Directors and Its
568 Penilaian Kinerja Implementation
540 Hubungan Afiliasi Komite Di bawah
Dewan Komisaris Dewan Komisaris 584 Jumlah dan Komposisi
The Board of Performance Direksi
Commissioners Assessment of Number and
Affiliate Relations Committees under Composition of the
the Board of Board of Directors
Commissioners

2017 Annual Report
67
596 Hubungan Afiliasi 638 Organ dan Komite di 718 Sistem Pengendalian
Direksi bawah Dewan Komisaris Internal
The Board of Directors Organs and the Board of Internal Controlling System
Affiliate Relations Commissioners Committees
719 Tujuan Pengendalian
600 Kebijakan Rangkap 639 Sekretaris Dewan The Goal of the
Jabatan Direksi Komisaris Management
Policy on Concurrent Secretary of the Board
Posititon of Board of of Commissioners 719 Lingkungan
Directors Pengendalian
641 Komite Audit Management
601 Pengelolaan Benturan Audit Committee Environment
Kepentingan Direksi
Management of the 656 Komite Risiko Usaha 720 Penilaian Risiko
Conflicts of the Board dan Good Corporate Risk Assessment
of Directors’ Interests Governance
Business Risk 721 Aktivitas Pengendalian
601 Kepemilikan Saham and Good Management Activities
Direksi Corporate Governance
Stock Ownership of Committee 724 Informasi dan
the Board of Directors Komunikasi
671 Fungsi Nominasi dan Information and
602 Rapat Direksi Remunerasi Communication
The Board of Directors Function of
Meeting Nomination and 724 Aktivitas Pemonitoran
Remuneration Monitoring Activities
625 Pengembangan
Kompetensi Direksi 674 Organ dan Komite di 724 Kesesuaian
Development of bawah Direksi dengan COSO
Board of Directors Organs and COSO Compatibility
Competency Committees under the
Board of Directors 725 Evaluasi Pelaksanaan
625 Kebijakan Remunerasi Sistem Pengendalian
Direksi 674 Sekretaris Perusahaan Internal
Remuneration Corporate Secretary Evaluation of Internal
Policy of the Board of Management System
Directors 677 Unit Audit Internal Implementation
Internal Audit Unit
631 Keputusan dan 725 Fungsi Kepatuhan
Pelaksanaan Tugas 691 Komite di bawah Compliance Function
Direksi Direksi
Decision and The Board of Director 726 Struktur Organisasi
Execution of Duties of Committee Fungsi Kepatuhan
Directors Organizational
693 Akuntan Publik Structure of
632 Penilaian Kinerja Public Accountant Compliance Function
Direksi
Performance 696 Manajemen Risiko 727 Profil Kepala Divisi
Assessment of the Risk Management Kepatuhan
Board of Directors Profile of the head of
696 Struktur Organisasi Compliance Division
635 Penilaian Kinerja Organizational
Komite di bawah Structure 727 Tugas dan Tanggung
Direksi Jawab Fungsi
Performance 701 Sistem Manajemen Kepatuhan
Assessment of Risiko Tasks and
Committees under the Risk Management Responsibilities of the
Board of Directors System Compliance Function
635 Mekanisme 706 Profil Risiko dan 730 Program Kerja dan
Pengunduran Diri dan Pengelolannya Pelaksanaan Fungsi
Pemberhentian Risk Management and Kepatuhan
Direksi Profile Working Programs and
Resignation and the Implementation of
714 Penilaian Risiko Compliance Function
Dismissal Mechanism
Risk Assessment
of the Board of
730 Pemberian Dana Kegiatan
Directors 716 Evaluasi Pelaksanaan Politik
Manajemen Risiko Political Activity Funding
Evaluation of
Risk Management 731 Perkara Penting
Implementation Important Matters

731 Perkara Penting Yang

754 Laporan Gratifikasi 777 Dasar Penerapan Tanggung
Sedang Dihadapi Oleh
Tahun 2017 Jawab Sosial Perusahaan
Perusahaan
Gratification Report Corporate Social
Important Matters the
2017 Responsibilities
Company Is Dealing with
Implementation Basis
754 Whistleblowing System
Whistleblowing System 780 Tanggung Jawab Sosial
Dihadapi oleh Entitas Anak
Terkait Dengan Lingkungan
Important Matters the
755 Pengelolaan WBS Hidup
Subsidiary Company Is
WBS Management Corporate Social
Dealing with
Responsibilities in Related to
759 Sosialisasi WBS the Environment
WBS Socialization
Dihadapi oleh Dewan
785 Tanggung Jawab Sosial
Komisaris dan Direksi 759 Jumlah Pengaduan Perusahaan Terkait Dengan
Important Matters the Number of Complaint Ketenagakerjaan, Kesehatan
Board of Commissioners
dan Keselamatan Kerja
and Board of Directors are 759 Sanksi/Tindak Lanjut Corporate Social
Dealing with atas Pengaduan di Responsibilities Related
Tahun 2017 to the Employment, and
739 Akses Informasi dan Data Sanction/Follow up of
Perusahaan Occupational Health and
Complaint in 2017 Safety
Access of Information and
Company's Data 760 Informasi Pemegang 800 Tanggung Jawab Sosial
Saham Utama dan Perusahaan Terkait dengan
749 Kode Etik Pengendali
The Code of Conduct Pengembangan Sosial
Information on Majority Kemasyarakatan
and Controlling Corporate Social
750 Pokok-pokok Kode
Shareholders Responsibilities Related
Etik
The Code of Conduct to Social and Community
760 Pengelolaan Laporan Harta Development
Contents Kekayaan Penyelenggara
Negara (LHKPN) 822 Tanggung Jawab Sosial
750 Kepatuhan Terhadap
Management of Reports on Perusahaan Terkait dengan
Kode Etik
State Officials Assets Tanggung Jawab Kepada
Compliance to the
Konsumen
Code of Conduct 762 Kebijakan Anti Korupsi Corporate Social
Anti - Corruption Policy Responsibility Related to
751 Penyebarluasan Kode
Responsibilities to Customers
Etik 763 Praktik Bad Corporate
Dissemination of the Governance 852 Tanggung Jawab Sosial
Code of Conduct The Practice of Bad Perusahaan Terkait Dengan
Corporate Governance Tanggung Jawab Kepada
752 Penegakan Kode
Pemasok
Etik: Jenis Sanksi dan 764 Kesesuaian Penerapan Corporate Social
Jumlah Pelanggaran Corporate Governance Responsibility Related to
yang Diberikan Sanksi dengan Asean Corporate Responsibilities to Suppliers
di Tahun 2017 Governance Scorecard
Enforcement of the Concordance between 856 REFERENSI POJK DAN
Code of Conduct Corporate Governance KRITERIA ARA
Types of Sanction and and Asean Corporate POJK and ARA References
Number of Code of Governance Scorecard
Conduct Violation in 888 INFORMASI KEUANGAN
2017 Financial Information
752 Kebijakan Gratifikasi

TANGGUNG
JAWAB SOSIAL
6
Gratification Policy
753 Pengelolaan
PERUSAHAAN
Pengendalian Corporate Social
Gratifikasi Responsibilities
Gratification Control
Management 776 Pendekatan Holistik
terintegrasi dalam
753 Sosialisasi Kebijakan
Pelaksanaan Corporate Social
Gratifikasi
Responsibility
Socialization of
Integrated Holistic Approach
Gratification Policy
in the Implementation
of Corporate Social
Responsibilities

2017 Annual Report
69

PROFIL
PERUSAHAAN
Company Profile
PT Angkasa Pura I (Persero) lahir

sejak 20 Februari 1964 silam,
dengan amanat langsung dari
pendiri bangsa untuk mengelola
dan mengembangkan bandar
1
udara di Indonesia agar setara
dengan bandara di negara-negara
maju. Berbagai langkah inovasi
yang telah Perseroan laksanakan
demi mewujudkan visi sebagai
pengelola bandara kelas dunia mulai
menampakan hasil yang positif dan
menggembirakan. Hal itu setidaknya
terlihat dari beberapa pencapaian
yang telah diraih bandara-bandara
yang dikelola Perseroan
PT Angkasa Pura I (Persero) established
in February 20, 1964 on direct mandate
from the nation’s founders to manage
and develop Indonesian airports to equal
airports of developed countries. Innovative
steps the company took to manifest the
vision to manage world class airport has
started to show positive and encouraging
result. It is at least shown in several
achievements attained by the company’s
managed airports

2017 Annual Report
71
IDENTITAS PERUSAHAAN
Corporate Identity
Nama Perusahaan / Company Name PT Angkasa Pura I (Persero)
Bidang Usaha / Line of Business 1. Pelayanan Jasa Kebandarudaraan / Airport Services

2. Pelayanan Jasa Terkait Bandara / Airport-Related Services
Tanggal Pendirian / 15 November 1962

Date of Establishment
Dasar Hukum Pendirian / PP Nomor 5 tahun 1992 /

Legal Basis of Establishment Government Regulation Number 5 year 1992
Status Perusahaan / Company Status Badan Usaha Milik Negara / State-Owned Enterprise
Kepemilikan / Shareholding 100% dimiliki oleh Negara Republik Indonesia /

100% owned by the Republic of Indonesia
Modal Dasar / Authorized Capital Rp12,000,000,000,000,-
Modal Ditempatkan / Issued Capital Rp6,414,412,000,000,-
Pencatatan Obligasi di Bursa Efek Tanggal 23 November 2016. Sesuai Pengumuman Pencatatan Obligasi I
Indonesia / Registration of Bonds In The Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Tahun 2016 PT Angkasa
Indonesian Stock Exchange Pura I (Persero) No. Peng-P-00950/BEI.PP2/11-2016 tanggal 22 November
2016. / 23 November 2016 According to Announcement of Angkasa Pura I
Bond I Registration year 2016 and Sukuk Ijarah I year 2016 of
PT Angkasa Pura I (Persero) No. Peng-P-00950/BEI.PP2/11-2016 dated 22
November 2016.
Kode Obligasi / Obligation Code APAI
Data Jaringan Kantor / 1 Kantor Pusat / Head Office

Office Network Data 13 Bandara yang dikelola / Managed Airports
3 Kantor Proyek / Project Offices
5 Entitas Anak / Subsidiaries
Jumlah Pegawai / Number of Employees 3,350 orang / employees
Alamat Kantor Pusat / Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

Head Office Address Jakarta, 10610
Telepon : 62-21 6541961
Faksimili : 62-21 6541513, 6541514
Email : humas@ap1.co.id
Situs Web / Website www.ap1.co.id
Layanan Informasi / Information Corporate Secretary Twitter : @AP_airports

Kota Baru Bandar Kemayoran Instagram: @AP_airports
Blok B 12 Kav. 2 Facebook : Angkasa Pura Airports
Jakarta, 10610 Youtube : www.youtube.com/
angkasapuraairports
Telp : 62-21 6541961 Contact Center Bandara 172

Faks : 62-21 6541513, 6541514 Tel: 172
Email : cc172@ap1.co.id
Email : humas@ap1.co.id Twitter : @angkasapura172
Website : www.ap1.co.id Facebook : Angkasa Pura 172
Entitas Anak / Subsidiaries PT Angkasa Pura Hotel PT Angkasa Pura Retail

PT Angkasa Pura Logistik PT Angkasa Pura Suport
PT Angkasa Pura Properti

RIWAYAT SINGKAT
PERUSAHAAN
A Brief History of The Company
PT Angkasa Pura I (Persero), yang selanjutnya PT Angkasa Pura I (Persero), henceforth the Company,
disebut Perseroan, merupakan pelopor is the pioneer of commercial airport management in
pengusahaan kebandarudaraan secara komersial di Indonesia. PT Angkasa Pura I (Persero) was initially
Indonesia. PT Angkasa Pura I (Persero) berawal dari Perusahaan Negara (PN) Angkasa Pura Kemayoran,
Perusahaan Negara (PN) Angkasa Pura kemayoran, established on 20 February 1962, based on
yang dibentuk pada tanggal 20 Februari 1962 Government Regulation (PP) Number 33 year 1962.
berdasarkan Peraturan Pemerintah (PP) Nomor 33 Its main duties are to manage and run Kemayoran
Tahun 1962. Tugas pokoknya adalah mengelola dan Airport in Jakarta, which was the first international
mengusahakan Bandar udara kemayoran Jakarta, airport in Indonesia.
yang merupakan bandar udara internasional
pertama di Indonesia.
Setelah melalui masa transisi selama dua tahun, After a two-year transition period, since 20 February
terhitung sejak 20 Februari 1964 PN Angkasa Pura 1964, Angkasa Pura Kemayoran officially took
Kemayoran resmi mengambil alih secara penuh control of all assets and operations of Kemayoran
aset dan operasional Bandar Udara Kemayoran Airport in Jakarta from the government. That is the
Jakarta dari Pemerintah. Tanggal 20 Februari 1964 date set as the Company’s anniversary. In order
itulah yang kemudian ditetapkan sebagai hari jadi to widen its coverage to include other airports in
Perseroan. Dalam perkembangannya, untuk lebih Indonesia based on Government Regulation Number
memperluas cakupan kerja mengelola bandar udara 21 year 1965, PN Angkasa Pura Kemayoran changed
lain di wilayah Indonesia, berdasarkan PP Nomor 21 its name into Perusahaan Negara (PN) Angkasa Pura,
tahun 1965, PN Angkasa Pura Kemayoran berubah starting 17 May 1965. This alteration was aimed at
nama menjadi Perusahaan Negara (PN) Angkasa opening more opportunities for PN Angkasa Pura to
Pura sejak tanggal 17 Mei 1965. Perubahan ini manage other airports in Indonesia. Gradually, PN

2017 Annual Report
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bertujuan untuk lebih membuka peluang bagi PN Angkasa Pura runs many airports, including Ngurah
Angkasa Pura dalam melakukan pengelolaan bandar Rai - Bali, Halim Perdana Kusuma - Jakarta, Polonia -
udara lain di wilayah Indonesia. Secara bertahap, Medan, Juanda - Surabaya, Sepinggan - Balikpapan,
PN Angkasa Pura telah mengelola Bandar Udara and Sultan Hasanudin - Ujung Pandang.
Ngurah Rai-Bali, Halim Perdanakusuma-Jakarta,
Polonia-Medan, Juanda-Surabaya, Sepinggan-
Balikpapan, dan Sultan Hasanuddin-Ujung Pandang.
Kemudian berdasarkan PP Nomor 37 Tahun 1974, Later on, based on Government Regulation Number
status badan hukum Perseroan diubah menjadi 37 year 1974, the legal status of the Company was
Perusahaan Umum (Perum). Secara umum, turned into a Public Company. In general, all of
seluruh perubahan tersebut ditujukan untuk lebih the changes involved are aimed at widening the
memperluas cakupan kerja pengelolaan bandar scope of airport management in Indonesia. In 1985,
udara di Indonesia. Di tahun 1985, Bandar Udara Kemayoran International Airport seized to operate.
Internasional Kemayoran dinyatakan berhenti All operational activities were moved to Soekarno-
beroperasi. Seluruh kegiatan operasional dialihkan Hatta Airport, which was known as Cengkareng
ke Bandar Udara Soekarno Hatta yang pada kala itu Airport (CGK).
bernama Bandar Udara Cengkareng (CGK).
Berdasarkan PP Nomor 25 tahun 1987, Perum Based on Government Regulation Number 25 year
Angkasa Pura berubah nama sejak tanggal 19 Mei 1987, Perum Angkasa Pura changed its name on 19
1987 menjadi Perum Angkasa Pura I bersamaan May 1987 into Perum Angkasa Pura I, in line with
dengan dibentuknya Perum Angkasa Pura II the establishment of Perum Angkasa Pura II, which
yang khusus bertugas mengelola Bandar Udara was given a special assignment to run Soekarno-
Soekarno-Hatta dan Halim Perdanakusuma. Hatta and Halim Perdanakusuma airports.
Di tahun 1992, berdasarkan PP Nomor 5 Tahun In 1992, based on Government Regulation Number
1992, bentuk Perusahaan Umum (Perum) diubah 5 year 1992, the status of Public Company was
menjadi Perusahaan Terbatas (PT) yang sahamnya altered into Limited Company with shares fully
dimiliki sepenuhnya oleh Negara Republik owned by the Republic of Indonesia. Hence the
Indonesia sehingga namanya menjadi PT Angkasa name was changed into PT Angkasa Pura I (Persero),
Pura I (Persero) dengan Akta Notaris Muhani Salim, with Notary Act Muhani Salim, SH, dated 3 January
SH tanggal 3 Januari 1993 dan telah memperoleh 1993, and had been approved by the Minister of
persetujuan Menteri Kehakiman dengan keputusan Justice with decree number: C2-470.HT.01.01 year
Nomor: C2-470.HT.01.01 Tahun 1993 tanggal 24 1993, dated 24 April 1993, and was announced in
April 1993 serta diumumkan dalam Berita Negara the Republic of Indonesia State Gazette Number 52,
Republik Indonesia Nomor 52 tanggal 29 Juni 1993 dated 29 June 1993, along with Additional State
dengan Tambahan Berita Negara Republik Indonesia Gazette Number: 2914/1993. Up until today, there
Nomor: 2914/1993. Hingga saat ini Perseroan tidak has been no change in name that PT Angkasa Pura I
pernah melakukan pergantian nama dan tetap (Persero) still applies.
menggunakan nama PT Angkasa Pura I (Persero).
Perseroan senantiasa mendukung kebijakan dan The Company always supports the policies and
program Pemerintah di bidang ekonomi dan programs of the government in economy and
pembangunan. Hal ini dilakukan guna menghasikan development. This is implemented by providing
keuntungan bagi Perseroan melalui usaha jasa airport services in its widest possible scope,
kebandarudaraan dalam arti yang seluas-luasnya including any other relevant business practices,
dan kegiatan bisnis lainnya yang relevan dengan both independently and in cooperation with other
usaha jasa kebandarudaraan, baik dilaksanakan agencies. Based on Government Regulation Number
mandiri maupun bekerja sama dengan badan lain. 77 year 2012 on Public Company Providing Flight
Berdasarkan Peraturan Pemerintah Nomor 77 Navigation Services in Indonesia (LLPNPI), Flight
Tahun 2012 Tentang Perusahaan Umum Lembaga Services were no longer run by PT Angkasa Pura
Penyelenggara Pelayanan Navigasi Penerbangan I (Persero), effective on 16 January 2013 at 22:00
Indonesia (LPPNPI), Jasa Pelayanan Penerbangan (based on Memorandum of Understanding Number:

tidak dikelola oleh PT Angkasa Pura I (Persero) HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013;

sejak tanggal 16 Januari 2013 pukul 22.00 MOU.04.07.01/00/02/2013/001; 032/DU/II/2013,
WIB (berdasarkan Nota Kesepahaman Nomor: dated 12 February 2013).
HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013;
MOU.04.07.01/00/02/2013/001; 032/DU/II/2013
tanggal 12 Februari 2013).
Berdasarkan akta notaris Nanda Fauz Iwan, SH, Based on notary act Nanda Fauz Iwan, SH, MKn No.
MKn No. 02 tanggal 16 Januari 2013 yang telah 02, dated 16 January 2013 that is stored in the
disimpan di dalam database Sistem Administrasi data base of Legal Entity Administration System
Badan Hukum dari Kementerian Hukum dan of the Ministry of Law and Human Rights of the
Hak Asasi Manusia Republik Indonesia No. Republic of Indonesia No. AHU-AH.01.10-02672,
AHU-AH.01.10-02672 tanggal 31 Januari 2013, dated 31 January 2013, the Company agreed on
Perseroan menyetujui peningkatan modal disetor raising paid-up capital taken from the capitalization
yang diambil dari kapitalisasi sebagian cadangan of the Company’s reserve to fiscal year 2011, in
Perseroan sampai dengan tahun buku 2011 sejumlah the amount of 300,000 shares worth Rp1,000,000
300.000 saham dengan nilai nominal Rp1.000.000 each that the total value was Rp300,000,000, all of
sehingga seluruhnya seharga Rp300.000.000 yang which were taken by the Republic of Indonesia.
seluruhnya diambil bagian oleh Negara Republik
Indonesia.
Anggaran Dasar PT Angkasa Pura I (Persero) The Articles of Association of PT Angkasa Pura I
mengalami perubahan pada tanggal 15 Agustus (Persero) was amended on 15 August 2012, based
2012 berdasarkan akta Pernyataan Keputusan on Statement of Meeting Decision and the Decision
Rapat dan Keputusan Para Pemegang Saham yang of Shareholders taken outside the Meeting of PT
Diambil Diluar Rapat PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) No. 5 dated as mentioned
No. 5 pada tanggal sebagaimana disebutkan by the Notary Utiek R. Abdurachman, SH, MLI, MKn,
diatas oleh Notaris Utiek R. Abdurachman, SH, on raising the authorized capital and the addition of
MLI, MKn, mengenai peningkatan modal dasar dan the Republic of Indonesia capital into the Company’s
penambahan modal Negara Republik Indonesia ke capital, and also the dismissal and appointment of
dalam modal perusahaan serta pemberhentian dan member of the Board of Commissioners.
pengangkatan anggota Dewan Komisaris.
Berdasarkan akta notaris Nanda Fauz Iwan, SH, Based on notary act Nanda Fauz Iwan, SH, MKn No.
M.Kn no. 11 tanggal 22 September 2015 yang telah 11, dated 22 September 2015 that is stored in the
disimpan di dalam database Sistem Administrasi data base of Legal Entity Administration System
Badan Hukum dari Kementerian Hukum dan of the Ministry of Law and Human Rights of the
Hak Asasi Manusia Republik Indonesia no. AHU- Republic of Indonesia No. AHU-AH.01.03-0972301,
AH.01.03-0972301 tanggal 22 September 2015, dated 22 September 2015, the Company agreed on
Perseroan menyetujui peningkatan modal disetor raising the initial capital of 3,488,245 shares was
yang semula modal awal 3.488.245 saham added by 2,926,167 shares taken from the inclusion
ditambahkan sebesar 2.926.167 saham diambil of the Republic of Indonesia Capital based on
dari Penyertaan Modal Negara Republik Indonesia Government Regulation Number 8 year 2014 and
berdasarkan Peraturan Pemerintah Republik capitalization of the Company’s reserve to fiscal
Indonesia Nomor 8 Tahun 2014 dan kapitalisasi year 2014 with nominal value of Rp1, 000,000 (all in
sebagian cadangan Perseroan sampai dengan rupiah), that the total worth was Rp6, 414,412,000
tahun buku 2014 dengan nilai nominal Rp1.000.000 taken all by the Republic of Indonesia. With the
(rupiah penuh) sehingga seluruhnya seharga issuance of amendment of authorized and issued
Rp6.414.412.000 yang seluruhnya diambil bagian capital as mentioned above, article 4 (four) in the
oleh Negara Republik Indonesia. Setelah keluarnya Articles of Association became:
akta perubahan modal dasar dan modal disetor
sebagaimana disebut di atas maka pasal 4 (empat)
dalam Anggaran Dasar Perseroan berubah menjadi
sebagai berikut:

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75
(1) Modal Dasar Perseroan ditetapkan sebesar (1) The Company’s Authorized Capital was set at
12.000.000 saham, masing-masing 12,000,000 shares, each with nominal value of
dengan nilai nominal sebesar Rp1.000.000 Rp1,000,000 (all in rupiah) or a total value of
(Rupiah penuh) atau seluruhnya berjumlah Rp12,000,000,000,000 (all in rupiah).
Rp12.000.000.000.000 (Rupiah penuh).
(2) Dari modal tersebut telah ditempatkan/ (2) Some of the capital was allocated/taken and
diambil bagian dan telah disetor penuh paid-up by the Republic of Indonesia in the
oleh Negara Republik Indonesia sebanyak amount of 6,414,412 shares or a total value
6.414.412 saham atau seluruhnya berjumlah of Rp6,414,412,000,000 (all in rupiah) to the
Rp6.414.412.000.000,-(Rupiah penuh) kedalam corporate cash by the followings:
kas Perseroan, dengan cara sebagai berikut. • An amount of Rp3,488,245,000,000 (all
• Sebesar Rp3.488.245.000.000 (Rupiah in rupiah) has been paid-up in cash as the
penuh) telah disetor dengan uang tunai old capital deposit stated in act number 02
sebagai setoran modal lama sebagaimana dated 16 January 2013 by Nanda Fauz Iwan,
dinyatakan dalam akta nomor 02 tanggal SH, MKn, a notary in Jakarta authorized by
16 Januari 2013 oleh Nanda FauzIwan, the Minister of Law and Human Rights with
SH., MKn., notaris di Jakarta yang telah authorization number: AHUAH.01.10.02672
memperoleh pengesahan Menteri Hukum dated 31 January 2013.
dan Hak AsasI Manusia Republik Indonesia
Nomor: AHUAH.01.10.02672 tanggal 31
Januari 2013.
• Sebesar Rp2.926.166.059.117,86 (Rupiah • An amount of Rp2,926,166,059,117,086 (all
penuh) yang berasal dari pengalihan Barang in rupiah) from diversion of State Property
Milik Negara pada Kementrian Perhubungan in the Ministry of Transportation procured
yang pengadaannya bersumber dari APBN by State Budget (APBN) for 1991/1992,
TA 1991/1992, 1992/1993, 1994/1995, 1992/1993,1994/1995, 1997/1998,
1997/1998, 1998/1999, 2000, 2002, 2004, 1998/1999, 2000, 2002,2004, 2005,
2005, 2006, 2007, 2008, 2009, 2010, 2006, 2007, 2008, 2009, 2010, and 2011
dan 2011 sebagaimana ditetapkan dalam as stipulated in the Republic of Indonesia
Peraturan Pemerintah Republik Indonesia Government Regulation Number 8 year
Nomor 8 Tahun 2014. 2014.
Sampai dengan akhir tahun 2017, Bandara yang To the end of 2017, PT Angkasa Pura I (Persero) has
dikelola oleh PT Angkasa Pura I (Persero) sebanyak managed 13 (thirteen) airports, 3 (three) project
13 (tiga belas) bandara, 3 (tiga) Kantor Proyek dan 5 offices, and 5 (five) subsidiaries located in major
(lima) Entitas Anak yang terletak di kota-kota besar cities of central and eastern Indonesia, as follow:
wilayah tengah dan timur Indonesia, yaitu:

BANDAR UDARA / AIRPORTS
Bandar Udara Internasional/International Airport I Gusti Ngurah Rai-Bali

Bandar Udara Internasional/International Airport Juanda-Surabaya
Bandar Udara Internasional/International Airport Sultan Hasanuddin-Makassar
Bandar Udara Internasional/International Airport Sultan Aji Muhammad Sulaiman Sepinggan-Balikpapan
Bandar Udara Internasional/International Airport Frans Kaisiepo-Biak
Bandar Udara Internasional/International Airport Sam Ratulangi-Manado
Bandar Udara/Airport Syamsudin Noor-Banjarmasin
Bandar Udara Internasional/International Airport Ahmad Yani-Semarang
Bandar Udara Internasional/International Airport Adisutjipto-Yogyakarta
Bandar Udara Internasional/International Airport Adi Soemarmo-Surakarta
Bandar Udara Internasional/International Airport Lombok-Lombok Tengah
Bandar Udara Internasional/International Airport Pattimura-Ambon
Bandar Udara Internasional/International Airport El Tari-Kupang
ENTITAS ANAK / SUBSIDIARIES
PT Angkasa Pura Logistik

PT Angkasa Pura Properti
PT Angkasa Pura Suport
PT Angkasa Pura Hotel
PT Angkasa Pura Retail
KANTOR PROYEK / PROJECT OFFICES
Proyek Pembangunan Bandar Udara Internasional Adisutjipto-Yogyakarta

Construction Project of Adisutjipto International Airport -Yogyakarta
Proyek Pengembangan Bandar Udara Internasional Ahmad Yani – Semarang
Development Project of Ahmad Yani International Airport - Semarang
Proyek Pengembangan Bandar Udara Syamsudin Noor - Banjarmasin
Development Project of Syamsudin Noor Airport - Banjarmasin

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77
KETERANGAN
PERUBAHAN NAMA
Information on Alteration of Name
Sesuai riwayat singkat perusahaan di atas, The brief history above shows that PT Angkasa Pura
PT Angkasa Pura I (Persero) telah mengalami I (Persero) has changed names for 4 (four) times, i.e.
perubahaan nama sebanyak 4 (empat) kali yaitu 1965, 1974, 1987, and 1992, with details as follow:
pada tahun 1965, 1974, 1987, dan tahun 1992,
dengan penjelasan sebagai berikut.
Berdasarkan PP Nomor 21 tahun 1965, PN

Angkasa Pura Kemayoran berubah nama Berdasarkan PP Nomor 37 Tahun 1974,
menjadi Perusahaan Negara (PN) Angkasa status badan hukum Perseroan diubah dari
Pura yang efektif berlaku sejak tanggal 17 semula Perusahaan Negara (PN) menjadi
Mei 1965. Perusahaan Umum (Perum).
Based on Government Regulation Number Based on Government Regulation Number

21 year 1965, PN Angkasa Pura Kemayoran 37 year 1974, the legal status of the
changed its name to Perusahaan Negara Company was changed from State-Owned
(PN) Angkasa Pura, effective on 17 May Company into a Public Company (Perum).
1965.
Berdasarkan PP Nomor 5 Tahun 1992, status badan

hukum Perseroan yang semula Perusahaan Umum
(Perum) diubah menjadi Perusahaan Terbatas (PT)
sehingga nama Perseroan berubah dari PN Angkasa
Berdasarkan PP Nomor 25 tahun 1987,
Pura menjadi PT Angkasa Pura I (Persero) efektif Perum Angkasa Pura berubah nama
berlaku pada 29 Juni 1993 setelah diumumkan menjadi Perum Angkasa Pura I efektif sejak
dalam Berita Negara Republik Indonesia Nomor 52. tanggal 19 Mei 1987.
Based on Goverment Regulation Number 5 year Based on Government Regulation Number
1992, the legal status of the Company, which was
Public Company (Perum) is changed into Limited
25 year 1987, Perum Angkasa Pura
Company (PT), that the name of the Company is changed its name to Perum Angkasa Pura I,
altered from PN Angkasa Pura into PT Angkasa effective on 19 May 1987.
Pura I (Persero), effective on 29 June 1993, after it
was announced in the Republic of Indonesia State
Gazette Number 52.

BRAND PERUSAHAAN
Company Brand
Tulisan “Angkasa Pura” tampil dengan segar The line “Angkasa Pura” is freshly displayed along
berdampingan dengan kata “Airports” untuk with the word “Airports” to highlight the business
memperjelas bisnis yang digeluti perusahaan. it is in. The color green represents a business
Warna hijau bermakna bisnis yang membumi, that is down to earth, well-rooted, growing, and
berakar, tumbuh dan lestari yang dipadu dengan sustainable. It is integrated with the color blue that
warna biru yang melambangkan langit atau symbolizes the sky or space. These two different
angkasa. Dua warna yang berbeda dipadu secara colors are harmoniously combined to convey an
harmonis untuk memberi pesan tentang cita-cita important message of sky high aspiration achieved
yang setinggi langit dan harus dimintai dengan via the synergy concept and work that is down to
sinergi konsep dan kerja yang membumi, berakar, earth, well-rooted, growing, and sustainable.
tumbuh dan lestari.
Simbol dan unsur “give and take” menyiratkan bahwa: The symbol and element of “give and take” implies
suatu perolehan adalah merupakan konsekuensi that: an achievement is a logical consequence, and
logis dan memberi: yang merupakan dasar prinsip that contributing: is the underlying principle of
kemuliaan pelayanan dan profesionalisme dalam service nobility and professionalism in the phrase
kebersamaan “together stronger”. “stronger together”.
Simbol juga menyiratkan “senyuman” yang The symbol also signals “smile” that epitomizes
melambangkan keramahan pelayanan yang humane service the Company prides itself on.
manusiawi yang merupakan kebanggaan
perusahaan.
Simbol dua unsur yang “inter-locking” mencerminkan The symbol for these two “inter-locking” elements
safety and security concept yang merupakan faktor reflects the concept of safety and security, which are
terpenting dalam Airport Business. the most important factors in the Airport Business.
Penerapan simbol dengan sudut aerodinamis yang The symbol with its aerodynamics angle rising up
naik ke kanan mencerminkan tekad dan semangat to the right represents the willingness and spirit
transformasi yang progresif diupayakan demi of progressive transformation for the Company’s
kemajuan perusahaan. growth.

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BIDANG USAHA
Line of Business
KEGIATAN USAHA MENURUT ANGGARAN BUSINESS ACTIVITIES ACCORDING TO THE

DASAR ARTICLES OF ASSOCIATION
Tujuan dan lapangan usaha dari Perseroan adalah The purpose and line of business of the Company
untuk melaksanakan dan menunjang kebijakan is to implement and support government policies
dan program pemerintah di bidang ekonomi dan and programs in economy and development whilst
pembangunan serta untuk memupuk keuntungan gaining profit for the Company by running airport
bagi Perseroan dengan menyelenggarakan usaha businesses to its widest possible extend and other
jasa kebandarudaraan dalam arti seluas-luasnya dan related businesses.
usaha-usaha lainnya yang mempunyai hubungan
dengan usaha tersebut.
KEGIATAN USAHA YANG DIJALANKAN BUSINESS ACTIVITIES ENGAGED
Kegiatan usaha yang dijalankan adalah Jasa Business activities carried out in providing airport
Pelayanan Kebandarudaraan yang meliputi: services include:
1. Aeronautika Non ATS (Kebandaraan) 1. Non ATS Aeronautics (Airport-Related)
a. Penyediaan, pengusahaan dan a. Provision, enterprise, and facility
pengembangan fasilitas untuk kegiatan development for landing, take-off, parking,
pelayanan pendaratan, lepas landas, parkir, and aircraft storage services.
dan penyimpanan pesawat udara.

b. Penyediaan fasilitas Counter Check-in, b. Provision of Counter Check-in, Garbarata

Garbarata (Aviobridge), Baggage Handling (Aviobridge), Baggage Handling System
System (BHS)/ Hold Baggage Screening (HBS). (BHS)/ Hold Baggage Screening (HBS).
c. Penyediaan, pengusahaan dan c. Provision, enterprise, and terminal facility
pengembangan fasilitas terminal untuk development for passenger, cargo, and postal
pelayanan angkutan penumpang, kargo, dan transportation services.
pos.
2. Non Aeronautika (Non Bandara) 2. Non-Aeronautics (Non-Airport)
a. Penyediaan lahan untuk pembangunan, a. Provision of land for development, field, and
lapangan dan kawasan industri serta gedung/ industrial area, and also building/structure to
bangunan yang berhubungan dengan ensure smooth air traffic.
kelancaran angkutan udara.
b. Penyediaan, pengusahaan dan b. Provision, enterprise, and facility
pengembangan fasilitas elektronika, listrik, development for electronics, electricity,
air, dan instalasi limbah buangan. water, and waste treatment.
c. Penyediaan jasa konsultasi, pendidikan, c. Provision of consultation, education, and
dan pelatihan yang berkaitan dengan training services related to airport.
kebandarudaraan.
d. Usaha-usaha lain yang dapat menunjang d. Other businesses that support the goal of the
tercapainya tujuan Perseroan. Company.
Perseroan dapat pula mendirikan/menjalankan The Company may also establish/run other
perusahaan lainnya yang mempunyai hubungan companies related to the business activities either
dengan usaha tersebut di atas baik sendiri-sendiri independently or in cooperation with other agencies,
maupun bersama dengan badan lain sepanjang as long as it is in line with the regulation in place and
tidak bertentangan dengan peraturan perundang- agrees with the Articles of Association.
undangan yang berlaku dan sesuai dengan Anggaran
Dasar.
Berdasarkan Peraturan Pemerintah Nomor 77 Based on Government Regulation Number 77

Tahun 2012 Tentang Perusahaan Umum Lembaga year 2012 on Public Company Providing Flight
Penyelenggara Pelayanan Navigasi Penerbangan Navigation Services in Indonesia (LLPNPI), Flight
Indonesia (LPPNPI), Jasa Pelayanan Penerbangan Services were no longer run by PT Angkasa Pura I
tidak dikelola oleh PT Angkasa Pura I (Persero) (Persero), effective on 16 January 2013 at 22:00
sejak tanggal 16 Januari 2013 pukul 22.00 (based on Memorandum of Understanding Number
WIB (berdasarkan Nota Kesepahaman nomor HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013;
HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001; 032/DU/II/2013
MOU.04.07.01/00/02/2013/001; 032/DU/II/2013 dated 12 February2013).
tanggal 12 Februari 2013).

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81
PRODUK DAN JASA

Products and Services
Produk jasa PT Angkasa Pura I (Persero) dapat Products and Services of PT Angkasa Pura I (Persero)
diuraikan sebagai berikut. are given in details as follow:
1. PJP4U (Pelayanan Jasa Pendaratan, Penempatan 1. PJP4U (Landing, Parking, and Aircraft Storage
dan Penyimpanan Pesawat Udara) Services)
Produk Pelayanan Jasa Pendaratan Pesawat The product of Aircraft Landing is provided for
Udara ini adalah kegiatan pelayanan jasa aircraft landing on the airport. The product of
pendaratan yang diberikan terhadap pesawat Aircraft Parking is provided for parking aircraft
udara yang mendarat di bandar udara. Produk in open areas of the airport. The product of
Pelayanan Jasa Penempatan Pesawat Udara Aircraft Storage is provided for parking aircraft
adalah pelayanan jasa yang diberikan untuk in the hangars.
penempatan pesawat udara di tempat terbuka
di bandar udara. Produk Pelayanan Jasa
Penyimpanan Pesawat Udara yaitu pelayanan
jasa yang diberikan terhadap pesawat udara di
dalam hanggar.
2. PJP2U (Pelayanan Jasa Penumpang Pesawat 2. PJP2U (Aircraft Passenger Services)

Udara) Aircraft Passenger Services are provided for
Pelayanan Jasa Penumpang Pesawat Udara ever passenger at both departure and arrival
adalah pelayanan jasa yang diberikan kepada terminals of airports managed by PT Angkasa
setiap penumpang di terminal keberangkatan Pura I (Persero).
atau kedatangan bandar udara yang diusahakan
oleh PT Angkasa Pura I (Persero).
3. Garbarata (Aviobridge) 3. Garbarata (Aviobridge)

Pelayanan Jasa Pemakaian Garbarata Garbarata (Aviobridge) Usage Service is
(Aviobridge) adalah pelayanan jasa pemakaian provided for every air transport agency/airline/
garbarata (aviobridge) yang diberikan kepada aircraft operator both on departure or arrival of
setiap badan usaha angkutan udara/perusahaan passengers.
angkutan udara/operator pesawat udara
pada saat keberangkatan atau kedatangan
penumpang.
4. Counter Check-In 4. Counter Check-In

Pelayanan Jasa Pemakaian Counter Check-In Counter Check-In Service is provided for airlines
adalah pelayanan jasa yang diberikan kepada or aircraft operators for their use of airport
perusahaan angkutan udara atau operator facilities.
pesawat udara sehubungan pemakaian fasilitas
bandar udara.
5. Baggage Handling System (BHS)/Hold Baggage 5. Baggage Handling System (BHS)/Hold Baggage
Screening (HBS) Screening (HBS)
Pelayanan jasa yang diberikan kepada This is a service provided for airlines or aircraft
perusahaan angkutan udara atau operator operators for their use of the Baggage Handling
pesawat udara sehubungan pemakaian fasilitas System facility, which is a conveyor system

Baggage Handling System yaitu suatu sistem used to transport luggage after screening and
conveyor yang digunakan untuk mengangkut check-in for departing passengers. The luggage
bagasi penumpang setelah proses pemeriksaan is then brought to the baggage make up area
dan check-in bagi penumpang keberangkatan, to be transported by a plane, while for arriving
selanjutnya bagasi tersebut dibawa ke area passengers, the opposite applies. The luggage is
penumpukan siap angkut (baggage make up taken to the baggage claim area. Meanwhile, the
area) untuk diangkut ke pesawat udara, begitu service provided to airlines or aircraft operators
juga sebaliknya bagi penumpang kedatangan for the use of Hold Baggage Screening facilities
dibawa ke area pengambilan bagasi (baggage is a system of baggage screening using x-ray
claim). Sedangkan pelayanan jasa yang diberikan machine which is directly integrated with BHS
kepada perusahaan angkutan udara atau and automatically recognizes baggage security
operator pesawat udara sehubungan pemakaian status for proper handling based on screening
fasilitas Hold Baggage Screening yaitu suatu result, sorting out, and baggage destination, to be
sistem pemeriksaan bagasi dengan mesin taken to the aircraft, for departing passengers.
x-ray yang terintegrasi langsung dengan BHS
dan secara otomatis dapat mengetahui status
keamanan bagasi untuk disalurkan sesuai hasil
pemeriksaan, pemilahan (sortir) dan tujuan
bagasi untuk diangkut ke pesawat udara bagi
penumpang keberangkatan.
6. Konsesi Atas Jasa Penggunaan Fasilitas Bandar 6. Concession for Airport Facilities Use
Udara Concession is the service provided for the
Konsesi adalah jasa yang diberikan atas hak right of using airport facilities by third parties
penggunaan fasilitas bandar udara kepada pihak concerning the activities they carry out in the
ketiga terkait kegiatan usaha yang dilakukan airport. Concession is given for companies
di bandar udara. Konsesi ini dikenakan kepada carrying out activities in the airport such as
perusahaan-perusahaan yang berusaha di Aircraft Cargo Expedition (EMPU), Regulated
bandar udara seperti usaha Ekspedisi Muatan Agent (RA), Ground Handling, and In-Flight
Pesawat Udara (EMPU), Regulated Agent (RA), Catering.
Ground Handling, dan In-flight Catering.
SEGMENTASI PRODUK PRODUCT SEGMENTATION
Segmentasi pasar PT Angkasa Pura I (Persero) The are two market segments for PT Angkasa Pura
terbagi menjadi 2 jenis, yaitu segmen produk I (Persero); service product segment provided for
jasa yang diberikan kepada perusahaan (Badan companies (Air Transport Agency and Business
Usaha Angkutan Udara dan Mitra Usaha) dan Partner) and service product segment provided
segmen produk jasa yang diberikan langsung directly for customers (aircraft passengers and their
kepada konsumen (penumpang pesawat udara dan relatives.
pengantar/penjemput).

2017 Annual Report
83
PETA WILAYAH
OPERASIONAL
Map of Operational Area
Sampai dengan akhir tahun 2016, Bandara yang To the end of 2016, PT Angkasa Pura I (Persero)
dikelola oleh PT Angkasa Pura I (Persero) sebanyak has managed 13 (thirteen) airports, 5 (five) project
13 (tiga belas) bandara dan 5 (lima) Entitas Anak offices, and 3 (three) subsidiaries located in major
serta 3 (tiga) Proyek yang terletak di kota-kota cities of central and eastern Indonesia, as follow:
besar di sebagian wilayah barat, tengah, dan timur
Indonesia, yaitu:
Tabel Jaringan Kantor Per Wilayah Tahun 2017

Table of Office Network per Area in 2017
Jenis Kantor / Type of Office
Wilayah / Area Kantor Pusat / Kantor Cabang / Proyek /
Head Office Branch Office Project
Kantor Pusat - Jakarta / Head Office 1 - -
I Gusti Ngurah Rai - Denpasar - 1 -
Juanda - Surabaya - 1 -
Sultan Aji Muhammad Sulaiman Sepinggan - Balikpapan - 1 -
Sultan Hasanuddin - Makassar - 1 -
Adisutjipto - Yogyakarta - 1 -
Syamsudin Noor - Banjarmasin - 1 -
Ahmad Yani - Semarang - 1 -
Sam Ratulangi - Manado - 1 -

Tabel Jaringan Kantor Tahun selama 5 tahun terakhir

Table of Office Network over the Last 5 Years
Jenis Kantor / Type of Office 2017 2016 2015 2014 2013
Kantor Pusat / Head Office 1 1 1 1 1
Kantor Cabang/Bandar Udara yang dikelola /

13 13 13 13 13
Branch Office/Airport
TOTAL 14 14 14 14 14
Jenis Kantor / Type of Office

Wilayah / Area Kantor Pusat / Kantor Cabang / Proyek /
Head Office Branch Office Project
Adi Soemarmo - Surakarta - 1 -
Internasional Lombok – Lombok Tengah - 1 -
Pattimura - Ambon - 1 -
El Tari - Kupang - 1 -
Frans Kaisiepo - Biak - 1 -
Proyek / Project - Semarang - - 1
Proyek / Project - Yogyakarta - - 1
Proyek / Project- Banjarmasin - - 1
TOTAL 1 13 3

2017 Annual Report
85
INOVASI
PELAYANAN
Service Innovation
AIRPORT MOBILE APPS
Untuk memberikan kemudahan bagi konsumen In order to provide ease for both customers and
maupun pengguna jasa maka Perseroan telah service users, the Company has developed an
mengembangkan sebuah aplikasi yang diberi nama application named "Angkasa Pura Airport Mobile
"Angkasa Pura Airport Mobile Apps" Apps"
Aplikasi ini sudah tersedia di Apple App Store This application is available on Apple App Store and
dan Google Play yang bertujuan meningkatkan Google Play and it is aimed at improving Customer
Customer Experience melalui personalisasi layanan Experience via Personalized Service as an initial
(Personalized Service) sebagai langkah awal dari step toward the implementation of Smart Airport
implementasi Smart Airport. Dalam penerapan concept. Implementation of Angkasa Pura Airport
Angkasa Pura Airport Mobile Apps, ICT bekerjasama Mobile Apps involves the cooperation of ICT and
dengan Corporate Secretary. Adapun fitur yang the Corporate Secretary. Meanwhile, the features
dimiliki Angkasa Pura Airport Mobile Apps meliputi: Angkasa Pura Airport Mobile Apps has include:
• Flight Information • Flight Information
• Info Wisata • Tourism Information
• Info Hotel • Hotel Information
• Info Transportasi • Transportation Information
• Menu Shop & Dine • Shop & Dine Menu
• Menu Airport Parking • Airport Parking Menu
• Menu Airport News • Airport News Menu
• Contact Us • Contact Us

LAYANAN PENUMPANG BERKEBUTUHAN KHUSUS

DIFABLE AND SPECIAL NEEDS SERVICE
Dengan mengusung semangat melayani, PT By carrying the spirit of serving, PT Angkasa

Angkasa Pura I (Persero) terus berupaya untuk Pura I (Persero) keep trying to make the airport
menjadikan bandaranya nyaman bagi semua convenient for all users. The best services continue
pengguna. Pelayanan terbaik terus diberikan untuk to be provided for all service users without any
semua pengguna jasa tanpa ada perbedaan. Airport difference. Airport for everyone becomes the motto
for everyone menjadi moto dalam memberikan of providing services where service users with
pelayanan dimana pengguna jasa yang memiliki special needs (disabled and senior citizens) are
kebutuhan khusus (kaum disabilitas dan penumpang provided with special facilities and services while
usia lanjut/senior citizen) diberikan fasilitas dan at the airport.
pelayanan khusus selama berada di Bandar Udara.
Fasilitas tambahan berupa ruangan khusus, Additional facilities in the form of special
pelayanan khusus dan petugas khusus dengan rooms, special services and special officers with
kompetensi dan hospitality disiapkan untuk competence and hospitality are prepared to provide
memberikan pelayanan terbaik bagi pengguna jasa the best service for service users who are at PT
yang berada di bandara PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) airport since passengers
sejak penumpang turun di drop zone sampai dengan descend in the drop zone to enter the aircraft.
hendak memasuki pesawat udara.

2017 Annual Report
87
DUTA BANDARA
AIRPORT AMBASSADORS
Kualitas layanan yang menjadi fokus dalam Quality of service that is focused on receiving,
menerima, membantu, dan menghibur pengguna jasa helping and entertaining airport service users shows
bandara menunjukkan arah dalam mengelola dan the direction in managing and delivering services.
memberikan layanan. Karena salah satu ciri bandara Because one feature of a world-class airport that
kelas dunia yaitu memiliki fasilitas dan layanan yang has good facilities and services, proximity and
baik, kedekatan dan menghibur serta memberikan entertaining as well as providing additional services
berbagai layanan tambahan kepada penumpang. to passengers. In the process of providing services
Dalam proses pemberian layanan kepada pengguna to service users, the mainstay is the presence of
jasa, yang menjadi andalan utama adalah kehadiran Ambassador Airport (Airport Ambassador).
Duta Bandara (Airport Ambassador).
Duta Bandara merupakan pemudi-pemudi bertalenta Airport Ambassadors are talented young people
yang direkrut dan dinobatkan oleh PT Angkasa Pura recruited and appointed by PT Angkasa Pura I
I (Persero) menjadi duta dalam merepresentasikan (Persero) to represent the Company and promote
dan mempromosikan pelayanan bandar udara dan its airport services and tourism and also provide
pariwisata serta memberikan bantuan layanan dan services and education on regulations for passengers
edukasi regulasi kepada penumpang di terminal in its airports in order to ensure comfort and create
bandar udara guna menciptakan kenyamanan dan passenger experience at the airport. Currently, there
passenger experience at the airport. Hingga saat ini are 30 (thirty) Airport Ambassadors assigned in 13
terdapat 30 (tiga puluh) Duta Bandara yang tersebar (thirteen) airports managed by PT Angkasa Pura
di 13 (tiga belas) Bandar Udara PT Angkasa Pura I I (Persero). The activities carried out by Airport
(Persero). Adapun kegiatan yang dilakukan oleh Ambassadors are as follow:
para Duta Bandara antara lain sebagai berikut:
• Promosi produk layanan di bandara; • Promoting service products in the airport:;
• Pelayanan duta bandara di tourist information • Providing airport ambassador service at the
counter; tourist information counter;
• Pelayanan mobile service duta bandara di • Providing airport ambassador mobile service in
terminal keberangkatan; the departure terminal;
• Pendampingan dan pelayanan dalam event • Providing service and accompaniment for
resmi, penyambutan tamu pejabat, top official events, welcoming official guests,
management internal dan tamu eksternal dalam internal and external top management in their
kunjungan kerja; dan work visit; and
• Pembuatan laporan. • Making reports.

TOURISM INFORMATION CENTER
Dalam mewujudkan salah satu misi PT Angkasa Pura I In realizing one of the missions of PT Angkasa Pura
(Persero) “menjadi mitra pemerintah dan pendorong I (Persero) "being a partner of the government and
pertumbuhan ekonomi”, upaya nyata telah driving economic growth", real efforts have been
dilakukan dengan berpartisipasi dan berkolaborasi made by participating and collaborating with the
bersama Kementerian Pariwisata dalam mendukung Ministry of Tourism in support of government
program pemerintah mendatangkan 20 (dua puluh) programs to bring 20 (twenty) million foreign
juta wisatawan mancanegara ke Indonesia. Bandara tourists to Indonesia. Airport as the main gate of
sebagai gerbang utama nusantara menjadi cerminan the archipelago reflects the condition of a region
kondisi suatu wilayah yang keberadaannya whose existence is expected to give a good first
diharapkan mampu memberikan kesan pertama yang impression. PT Angkasa Pura I (Persero) took
cukup baik. PT Angkasa Pura I (Persero) berinisiatif the initiative by taking an important role in
dengan mengambil peran penting dalam mendukung supporting the government to promote regional
pemerintah untuk memajukan pariwisata daerah tourism by providing Tourist Information Center
dengan menyediakan Tourist Information Center in 13 (thirteen) managed airports. Equipped with
di 13 (tiga belas) bandara yang dikelola. Dengan complete information, the design of a comfortable
dilengkapi informasi yang lengkap, desain ruangan room and personnel who have high hospitality of
yang nyaman dan personil yang memiliki hospitality the existence of Tourist Information Center is felt
tinggi keberadaan Tourist Information Center very useful for tourists, especially foreign tourists
dirasakan sangat bermanfaat bagi para tamu who visit the territory of Indonesia.
wisatawan terutama wisatawan mancanegara yang
berkunjung ke wilayah Indonesia.

2017 Annual Report
89
AIRPORT OPERATION CONTROL

CENTER (AOCC)
Airport Operation Control Center (AOCC) merupakan The Airport Operation Control Center (AOCC) is the
pusat komando dan kontrol operasional bandar center of operational command and control of the
udara yang memiliki tujuan antara lain: airport with the following purposes:
• Sebagai peningkatan kinerja operasional, • Improving operational performance, service
service level dan key performance index level, and key performance index of the airport
bandar udara sehingga terjadi optimalisasi as to optimize the use of airport resources;
penggunaan airport resources;
• Sebagai pusat komunikasi dan koordinasi antar • Serving as communication and coordination
stakeholder bandar udara untuk pencapaian On center for stakeholders in order to attain
Time Performance (OTP) Airlines sebagai salah On Time Performance (OTP) Airlines as an
satu wujud implementasi Airport Collaborative implementation of the Airport Collaborative
Decision Making (A-CDM); Decision Making (A-CDM);
• Untuk mengukur tingkat kualitas dan • Measuring service level and quality in real-
pelayanan secara real time. time.
Selama tahun 2017, hal - hal yang dilakukan adalah In 2017, executing the Airport Operational
melakukan eksekusi atas perencanaan Airport Control Center (AOCC) plan, which was to change
Operation Control Center (AOCC) yakni perubahan operational mindset, construct AOCC room by
mindset operasional, pembangunan ruang AOCC considering human factors (comfort of personnel
dengan mempertimbangkan human factor working inside and airport operation supporting
(kenyaman petugas yang bekerja di dalam ruangan technology).
dan dilengkapi dengan teknologi penunjang
operasional bandar udara).
Penerapan AOCC direncanakan akan dilaksanakan Implementation of AOCC is planned to be

di 13 (tiga belas) bandara yang dikelola oleh PT implemented in 13 (thirteen) airports managed
Angkasa Pura I (Persero). Launching AOCC dimulai by PT Angkasa Pura I (Persero).The launching for
di Bandar Udara Sultan Aji Muhammad Sulaiman AOCC started in Sultan Aji Muhammad Sulaiman
Sepinggan Balikpapan pada 2 Maret 2018 dan akan Sepinggan Airport, Balikpapan on 2 March 2018,
dilanjutkan di bandar udara lainnya yang dikelola and will be soon followed suit by the other airports
oleh PT Angkasa Pura I (Persero). run by PT Angkasa Pura I (Persero).

SMART LANE
Smart Lane merupakan perangkat modular dan Smart Lane is a modular and flexible instrument
fleksibel yang didisain untuk dapat melakukan designed to provide service at the Screening Check
pelayanan Screening Check Point (SCP) dengan Point (SCP) with the following advantages:
memberikan beberapa manfaat, antara sebagai
berikut:
1. Meningkatkan efisiensi operasional; 1. Improved operational efficiency;
2. Mengurangi waktu tunggu antrian dengan 2. Reduced queuing time with automatic tray;
automatic tray;
3. Meningkatkan keamanan, dan layanan publik 3. Improved security and overall public service;
secara keseluruhan;
4. Secara signifikan mengurangi tingkat 4. Significantly reduced monitoring of security
pengawasan personil pemeriksaan keamanan; checking personnel;
5. Dirancang secara ergonomis untuk digunakan 5. Ergonomically designed to be used by security
oleh personil keamanan dan publik; personnel and the public;
6. Dapat memberikan dashboard statistik utilisasi 6. Capable of providing dashboard statistics on
perangkat X-ray; dan instrument utilization; and
7. Dapat diintegrasikan dengan berbagai product 7. Integrated with a wide range of renown X-Ray
X-Ray terkemuka. products.

2017 Annual Report
91
STRUKTUR ORGANISASI
Organizational Structure
HEAD OF INTERNAL
AUDIT
TOMMY MEILITZA
HEAD OF DIREKTUR
DIREKTUR TEKNIK
PROCUREMENT DIREKTUR OPERASI PEMASARAN DAN
POLANA B.
RINI ASRININGSIH WENDO ASRUL ROSE PELAYANAN
PRAMESTI*
DEVY W. A. SURADJI
HEAD OF
CORPORATE SOCIAL
RESPONSIBILITY
MARIYANTO
AIRPORT FACILITIES
AIRPORT SERVICE
READINESS GROUP
GROUP HEAD
Sampai dengan Desember 2017 tidak terdapat HEAD
RAMDAN PRADARMA
DWI TEDJOWATI
perubahan Struktur Organisasi Perseroan. Namun
demikian terdapat perubahan nomenklatur jabatan
sesuai Keputusan Menteri BUMN Nomor: SK-155/ AIRPORT EQUIPMENT
MBU/08/2017 tanggal 11 Agustus 2017, dengan AIRPORT OPERATION READINESS GROUP
GROUP HEAD HEAD
penambahan satu jabatan di level Direksi yaitu HARUMAN YONO HADI
Direktur Hubungan Internasional dan Pengembangan WARDOYO
Usaha.
PROJECT
There has been no change in the organizational AIRPORT SECURITY
MANAGEMENT
GROUP HEAD
structure of the Company up to December 2017. OFFICE GROUP HEAD
DONNY SUBARDONO
WIDODO
Nonetheless, there have been some alterations
in the office nomenclature in line with the State-
Owned Enterprises Minister Decree Number: SK-
155/MBU/08/2017 dated 11 August 2017, with the AIRPORT PLANNING
AIRPORT SAFETY
GROUP HEAD
addition of one office in the Director level, which is GROUP HEAD
YUDHAPRANA
SUBAKIR
SUGARDA
the Director of International Relations and Business
Development.
GENERAL MANAGER GENERAL MANAGER

BANDARA I GUSTI BANDARA JUANDA
NGURAH RAI BALI SURABAYA
YANUS SUPRAYOGI HERU PRASETYO
GENERAL MANAGER
GENERAL MANAGER BANDARA SULTAN AJI
BANDARA SYAMSUDIN MUHAMMAD SULAIMAN
NOOR BANJARMASIN SEPINGGAN BALIKPAPAN
WAHYUDI HANDY
* masa jabatan berakhir di Februari 2018
HERYUDHITIAWAN
term of office ends in February 2018

DIREKTUR UTAMA
PRESIDENT DIRECTOR
FAIK FAHMI
CORPORATE
SECRETARY
ISRAWADI
DIREKTUR HUB HEAD OF LEGAL AND

INTERNASIONAL DAN DIREKTUR DIREKTUR SDM DAN COMPLIANCE
PENGEMBANGAN USAHA KEUANGAN DAN IT UMUM I WAYAN
SARDJHONO JHONY NOVRIHANDRI ADI NUGROHO SUTAWIJAYA
TJITROKUSUMO
HEAD OF RISK
MANAGEMENT
AND CORPORATE
PLANNING
EPPY DHANIANTO
BUSINESS HUMAN CAPITAL

DEVELOPMENT ACCOUNTING GROUP
HEAD GROUP HEAD
GROUP HEAD IMRON QODARI
R. EKO WIBOWO SULISTYOWATI DEWI
AVIATION TRAINING AND

MARKETING GROUP FINANCE GROUP DEVELOPMENT
HEAD HEAD GROUP HEAD
AHMAD SYAUGI UKEMRI NUR SAPTO WINOTO
SHAHAB
NON AVIATION INFORMATION GENERAL AFFAIR

MARKETING GROUP TECHNOLOGY GROUP GROUP HEAD
HEAD HEAD UMAR SUPRIYADI
SULKAN HENDRA SETIAWAN
GENERAL MANAGER GENERAL MANAGER GENERAL MANAGER GENERAL MANAGER

BANDARA SAM BANDARA ADISUTJIPTO BANDARA ADI BANDARA EL TARI
RATULANGI MANADO YOGYAKARTA SOEMARMO SOLO KUPANG
MINGGUS GANDEGUAI AGUS PANDU PURNAMA ABDULLAH USMAN BARATA SINGGIH
GENERAL MANAGER
GENERAL MANAGER GENERAL MANAGER GENERAL MANAGER
BANDARA
BANDARA SULTAN BANDARA PATTIMURA BANDARA AHMAD YANI
INTERNASIONAL
HASANUDDIN MAKASSAR AMBON SEMARANG
LOMBOK
CECEP MARGA SONJAYA AMIRUDDIN MARYANTO
I G N ARDITA

2017 Annual Report
93
VISI, MISI, DAN

BUDAYA PERUSAHAAN
Company Vision, Mission, and Culture
Visi dan Misi PT Angkasa Pura I (Persero) mempunyai The Vision and Mission of PT Angkasa
Pura I (Persero) are meaningful and play

arti dan peranan penting dalam membantu manajemen
important roles in helping the management
untuk mempertajam bisnis inti (core business) maupun to sharpen its core business and identify
the true core competence of PT Angkasa

untuk mengidentifikasikan apa sebenarnya kompetensi
Pura I (Persero) today and the one that
inti (core competence) PT Angkasa Pura I (Persero) needs to develop for the future.
dewasa ini dan apa yang akan dikembangkan di masa

mendatang.
VISI VISION
Menjadi salah satu dari sepuluh perusahaan Becoming the top ten airport management company
pengelola bandar udara terbaik di Asia in Asia.
PT Angkasa Pura I (Persero) bertekad melakukan PT Angkasa Pura I (Persero) strives to perform
transformasi secara menyeluruh dan bertahap overall transform in a five-year stage that has
selama lima tahun yang telah dituangkan been outlined in the Roadmap 2013-2017, which
dalam Roadmap 2013-2017, yaitu Percepatan includes Business Growth Acceleration (2013),
Pertumbuhan Bisnis (2013), Optimalisasi Potensi Overall Business Potential Optimization (2014),
Bisnis Secara Penuh (2014), Perusahaan Berkinerja High Performance Organization (2015), Competitive
Tinggi (High Performance Organization) (2015), Company in Asia (2016), and Top Ten Airport
Perusahaan Kompetitif di Asia (2016), dan salah Management Company in Asia (2017).
satu dari 10 Perusahaan Pengelola Bandara Terbaik
di Asia (2017).
MISI MISSION
Misi adalah tujuan jangka panjang perusahaan yang It is the long-term goal of the company that underlies
menjadi landasan didirikannya perusahaan yang its very establishment covering the products/
hendaknya mencakup produk/jasa yang diusahakan, services it provides, the markets it aims, and the
sasaran pasar yang dituju dan upaya untuk measures to increase the benefit for all stakeholders.
meningkatkan kemanfaatan kepada semua pihak The Company’s missions are:
terkait (stakeholders). Adapun misi Perusahaan
adalah:

1. Meningkatkan nilai pemangku kepentingan; 1. Improving values for stakeholders;

2. Menjadi mitra pemerintah dan pendorong 2. Becoming a government partner in boosting
pertumbuhan ekonomi; economic growth;
3. Mengusahakan jasa kebandarudaraan melalui 3. Providing quality airport services that ensure
pelayanan prima yang memenuhi standar security, safety, and comfort;
keamanan, keselamatan, dan kenyamanan;
4. Meningkatkan daya saing Perusahaan melalui 4. Improving the Company’s competitive edge
kreativitas dan inovasi; with creativity and innovation;
5. Memberikan kontribusi positif terhadap 5. Contributing positively to the environment.
lingkungan hidup.
Visi dan Misi PT Angkasa Pura I (Persero) tersebut The Vision and Mission of PT Angkasa Pura I (Persero)
telah ditetapkan dalam dokumen Rencana Jangka have been stipulated in the Company’s Long Term
Pajang Perusahaan (RJPP) 2014-2018 dan telah Plan (RJPP) document for 2014-2018, and has been
disetujui oleh Direksi beserta Dewan Komisaris approved by the Board of Directors and the Board
PT Angkasa Pura I (Persero), untuk senantiasa of Commissaries of PT Angkasa Pura I (Persero), that
melakukan yang terbaik untuk mencapai yang is to strive for the best to get the utmost outcome.
terbaik.
REVIEW VISI DAN MISI OLEH REVIEW OF VISION AND MISSION

DEWAN KOMISARIS DAN DIREKSI BY THE BOARD OF DIRECTORS
AND COMMISSIONERS
Dewan Komisaris dan Direksi senantiasa melakukan The Board of Directors and Commissioners always
telaah terhadap pencapaian visi dan misi PT Angkasa carry out studies on the achievement of vision and
Pura I (Persero). Secara periodik pencapaian visi dan mission of PT Angkasa Pura I (Persero). Attainment
misi dievaluasi dengan menggunakan mekanisme of vision and mission is periodically evaluated using
penyusunan Rencana Kerja dan Anggaran Perusahaan the mechanism of the Company’s Budget and Work
(RKAP) yang memuat pencapaian target, rencana Plan (RKA) that covers target attainment, strategic
strategis dan target kinerja satu tahun ke depan. plan, and performance target for the year ahead.
Pencapaian visi dan misi sampai dengan tahun 2017 Attainment of vision and mission up to 2017 was in
telah sesuai dengan arah dan tahapan yang telah line with the directives and stages set by PT Angkasa
ditetapkan oleh PT Angkasa Pura I (Persero). Pura I (Persero).
Namun demikian sejalan dengan akan berakhirnya However, with the Long Term Company Plan (RJPP)
periode Rencana Jangka Panjang Perusahaan (RJPP) of PT Angkasa Pura I (Persero) in 2018 coming to an
PT Angkasa Pura I (Persero) pada tahun 2018, end, formulation for the next Long Term Company
saat ini sedang dilaksanakan perumusan kembali Plan (RJPP) for 2019-2023 is being outlined.
Rencana jangka Panjang Perusahaan (RJPP) PT Included in it is a reformulated and revalidated
PT Angkasa Pura I (Persero) untuk periode tahun company mission. The present company vision has
2019-2023 termasuk didalamnya melaksanakan been achieved by PT Angkasa Pura I (Persero). Some
reformulasi dan revalidasi visi perusahaan. Visi of the airports have had their spot on the top 10
Perseroan saat ini dinilai telah dapat dicapai PT (ten) list as targeted in the company’s vision.
Angkasa Pura I (Persero). Beberapa bandara telah
berhasil menduduki peringkat 10 (sepuluh) besar
sesuai yang ditargetkan dalam Visi Perseroan.

2017 Annual Report
95
BUDAYA PERUSAHAAN CORPORATE CULTURE
Untuk merealisasikan visi dan misi, misi PT Angkasa In order to realize its vision and mission, PT Angkasa
Pura I (Persero) telah menyusun dan menerapkan Pura I (Persero) has outlined and set Corporate
Nilai Perusahaan (Corporate Values) yaitu “SATU” Values of “SATU”, which is to remind and inspire all
untuk mengingatkan dan memberikan inspirasi personnel of PT Angkasa Pura I (Persero) to always
kepada semua insan misi PT Angkasa Pura I strive for the best and get the utmost result.
(Persero) untuk senantiasa melakukan yang terbaik
untuk mencapai yang terbaik.
SATU merupakan singkatan dari: SATU stands for:
1. Sinergi 1. Sinergis (Synergistic)
Definisi Nilai Budaya: Cara insan misi PT Definition of Cultural Value: The way personnel
Angkasa Pura I (Persero) menghargai keragaman of PT Angkasa Pura I (Persero) respect diversity
dan keunikan setiap elemen untuk memberi and uniqueness of each element that adds value
nilai tambah bagi perusahaan, pembangunan to the company, economic development, and
ekonomi, dan lingkungan dimana pun insan misi environment wherever personnel of PT Angkasa
PT Angkasa Pura I (Persero) berada. Pura I is stationed.
2. Adaptif 2. Adaptif (Adaptive)
Definisi Nilai Budaya: Daya, semangat dan Definition of Cultural Value: The power, will, and
hasrat insan misi PT Angkasa Pura I (Persero) desire of personnel of PT Angkasa Pura I (Persero)
yang pantang menyerah, proaktif merespon to never give up, and always be proactive in
perubahan dan kaya akan inovasi. responding to changes and innovative.
3. Terpercaya 3. Terpercaya (Trustworthy)
Definisi Nilai Budaya: Karakter insan misi Definition of Cultural Value: The character of
PT Angkasa Pura I (Persero) yang senantiasa personnel of PT Angkasa Pura I (Persero) who
selaras antara kata dengan perbuatan, jujur always lives up to his/her words, honest in
dalam menjalankan tugas serta kewajiban, dan carrying out his/her duties and responsibilities,
dapat diandalkan. and are reliable.
4. Unggul 4. Unggul (Unparalleled)
Definisi Nilai Budaya: Komitmen insan misi PT Definition of Cultural Value: The commitment
Angkasa Pura I (Persero) memberikan layanan of personnel of PT Angkasa Pura I (Persero)
prima dengan profesional dan bertanggung to provide prime services professionally and
jawab untuk memuaskan pelanggan secara responsibly to ensure sustainable customer
berkelanjutan. satisfaction.
Dewan Komisaris dan Direksi telah menyetujui The Board of Directors and Commissioners has
dan menetapkan Visi, Misi, dan Nilai Budaya agreed upon and implement the Vision, Mission,
Perusahaan guna menghadapi dinamika bisnis jasa and Corporate Culture of the Company to face
kebandarudaraan di dalam dan luar negeri. the dynamics of airport service business both
domestically and globally.
MOTTO PERUSAHAAN
COMPANY MOTTO
“Membangun Kebanggaan Bangsa”

“Building National Pride”

STRATEGI PERUSAHAAN
Company Vision, Mission, and Culture
THE BEST 10 AIRPORT

1. Service Excellence
OPERATORS IN ASIA
2. Revenue Enhancement
3. Environment
4. Reasonable Cost
5. Sound Organization
Service Excellence Service Excellence

1. Peningkatan CSI. 1. Improving CSI.
2. Peremajaan alat-alat produksi. 2. Renewing production instrument.
3. Pelaksanaan pembangunan bandara 3. Developing DPS, BPN, T2 SUB airports.
DPS,BPN,T2 SUB.
4. Pemenuhan jumlah SDM dan fasilitas produksi. 4. Fulfilling required human resources and
production facilities.
Revenue Enhancement Revenue Enhancement

1. Optimalisasi sistem kerjasama dengan mitra/ 1. Optimizing cooperation system with partners/
konsesioner. concessionaires.
2. Peningkatan pendapatan Aeronautika dan Non 2. Increasing Aeronautics and Non-Aeronautics
Aeronautika. revenues.
3. Pembentukan anak perusahaan. 3. Establishing subsidiaries.
Reasonable Cost Reasonable Cost

1. Efektifitas penggunaan anggaran. 1. Using budget effectively.
2. Menjaga keseimbangan peningkatan 2. Maintaining the balance of income and
pendapatan terhadap peningkatan biaya. increased costs.
Environment Environment
1. Penyaluran program kemitraan. 1. Distributing partnership programs.
2. Pemberian dana program bina lingkungan. 2. Allocating environmental protection fund.
3. Penerapan Eco Green Airport. 3. Implementing the Eco Green Airport.
4. Dampak sosial&ekonomi serta penyerapan 4. Contributing economically and socially by
tenaga kerja lokal. recruiting local employees.
Sound Organization Sound Organization

1. Restrukturisasi organisasi. 1. Restructuring the organization.
2. Workshop budaya baru perusahaan. 2. Holding workshops on new corporate culture.
3. Pencanangan Center For Excelent. 3. planning a Center for Excellence.
4. Management training melalui strategic 4. Managing training via strategic partnership.
patnership.
5. Penetapan Master Plan IT. 5. Implementing IT Master Plan.
6. Reaktivasi training untuk berbagai level. 6. Reactivating training for all employment levels.

2017 Annual Report
97
PROFIL DEWAN KOMISARIS

Profile of the Board of Commissioners
Andi Widjajanto
(Komisaris Utama)
Kewarganegaraan / Citizenship Warga Negara Indonesia Indonesian
Domisili / Domicile Jakarta Jakarta
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 03 Jakarta, 03 September 1971.
Place and Date of Birth/Age September 1971. Berusia 46 Forty six (46) years old per
tahun per Desember 2017. December 1971.
Riwayat Pendidikan • Sarjana bidang Hubungan Internasional, FISIP • Bachelor of International Relations from
Educational Background dari Universitas Indonesia tahun 1996. Universitas Indonesia, 1996.
• School of Oriental dan African Studies, • School of Oriental and African Studies,
University of London tahun 1997. University of London tahun 1997.
• London School of Economics dari University of • London School of Economics from University
London tahun 1998. of London tahun 1998.
• Industrial College of Armed Forces National • Industrial College of Armed Forces National
Defense University, Washington DC, Amerika Defense University, Washington DC, Amerika
Serikat tahun 2003. Serikat 2003.
• S. Rajaratnam School of International Studies, • S. Rajaratnam School of International Studies,
Nanyang Technological University, Singapura Nanyang Technological University, Singapura
tahun 2011. 2011.
Pelatihan / Sertifikasi Informasi dapat dilihat pada tabel pelatihan di Information on this can be seen in the training
Training / Certification laporan tahunan ini. table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Kepala Pusat Penelitian Bidang Studi • Head of International Relations Research
Work Experience Hubungan Internasional, Universitas Indonesia Center, Universitas Indonesia (April 2000 -
(April 2000 – Februari 2004); February 2004);
• Dewan Redaksi, Global: Jurnal Politik • Global Board of Editors: Jurnal Politik
Internasional Jurusan Hubungan Internasional, Internasional, International Relations
Universitas Indonesia (April 2000 – Agustus Department, Universitas Indonesia (April 2000
2007); - August 2007);
• Direktur Pelaksana PACIVIS, Pusat Studi • Managing Director of PACIVIS, Center for
Masyarakat Sipil Global, Universitas Indonesia Global Civilian Studies, Universitas Indonesia
(Februari 2004 – Mei 2004); (February 2004 - May 2004);
• Direktur Eksekutif PACIVIS, Pusat Studi • Executive Director of PACIVIS, Center for
Masyarakat Sipil Global, Universitas Indonesia Global Civilian Studies, Universitas Indonesia
(Mei 2004 – April 2007); (May 2004 - April 2007);
• Penasihat Senior Program Pertahanan dan • Senior Advisor for Defense and Security
Keamanan PACIVIS, Pusat Studi Masyarakat Program of PACIVIS, Center for Global Civilian
Sipil Global, Universitas Indonesia (Mei 2007); Studies, Universitas Indonesia (May 2007);
• Direktur Pascasarjana Akademik Program • Academic Director of Post-Graduate
Pasca Sarjana, Jurusan Hubungan Program, International Relations Department,
Internasional, Universitas Indonesia (Januari Universitas Indonesia (January 2008 - October
2008 – Oktober 2010); 2010);
• Direktur Institut Pertahanan Ekonomi • Director of Economic Defense and Security
Pertahanan dan Keamanan (Agustus 2008 – Institute (August 2008 - August 2010);
Agustus 2010);
• Kepala Bagian Program Pascasarjana Jurusan • Department Head of Post-Graduate Program,
Hubungan Internasional, Universitas Indonesia International Relations Department,
(Oktober 2010 – Juli 2012); Universitas Indonesia (October 2010 - July
2012);

• Pimpinan Peneliti pada Proyek Keamanan • Lead Researcher for Energy Security Project of
Energi PACIVIS-Universitas Indonesia dan PACIVIS, Universitas Indonesia and Pertamina
PERTAMINA (Februari 2012 – Mei 2013); (February 2012 - May 2013);
• Direktur Pusat Penelitian Hubungan • Director of International Relations Research
Internasional Universitas Indonesia (Desember Center, Universitas Indonesia (December 2012
2012 - Maret 2014); - March 2014);
• Lead Researcher, Postur Pertahanan Indonesia • Lead Researcher of Indonesian Defense
2045 Universitas Indonesia (Maret 2013 – Posture 2045, Universitas Indonesia (March
November 2013); 2013 – November 2013);
• Wakil Ketua/Sekretaris Tim Kampanye • Vice Head/Secretary of Jokowi National
Nasional Tim Kampanye Nasional Jokowi JK Campaign Team 2014 (March 2014 - July
2014 (Maret 2014 – Juli 2014); 2014);
• Deputi Tim Transisi Jokowi - Tim JK Transisi • Deputy of Jokowi Transition Team - Jokowi-
Jokowi-JK (Oktober 2014 - Agustus 2015); JK Transition Team (October 2014 - August
2015);
• Sekretaris Kabinet pada Sekretariat Kabinet • Cabinet Secretary in the Republic of Indonesia
Republik Indonesia (November 2014 - Agustus Cabinet Secretariat (November 2014 - August
2015). 2015).
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris Utama PT Angkasa Appointed as President Commissioner of the PT
Legal Basis of Appointment Pura I (Persero) sejak 4 April 2017, berdasarkan Angkasa Pura I (Persero) on 4 April 2017, based
akta keputusan SK Menteri Negara BUMN on Decree Act of the Minister of State-Owned
Nomor: SK-65/MBU/4/2017, tanggal 04 April Enterprises Number: SK-65/MBU/4/2017, dated
2017. 04 April 2017.
Jabatan Rangkap Tidak memiliki rangkap jabatan di perusahaan The incumbent does not have any double
Double Office maupun lembaga lain. position in another institution.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan The incumbent does not have any affiliation to
Affiliation Relationship anggota Direksi, anggota Dewan Komisaris any other membership in the Board of Directors
lainnya maupun Pemegang Saham Utama dan or Board of Commissioners, nor Major and
Pengendali. Controlling Shareholder position.
Kepemilikan Saham Angkasa Pura Nihil Nil

Shareholding Angkasa Pura Shares
Periode Jabatan 04 April 2017 - saat ini (Periode Pertama) 04 April 2017 - until now (First Period)
Office Period
Boy Syahril Qamar

(Komisaris Independen / Independent Commissioner)
Tempat dan Tanggal Lahir/Usia Lahir di Cirebon, pada 26 Cirebon, 26 March 1956.
Place and Date of Birth/Age Maret 1956. Berusia 60 tahun Sixty (60) years old per
per Desember 2016. December 1916.
Riwayat Pendidikan • Akademi TNI Angkatan Udara tahun 1980. • Indonesian Air Force Academy, 1980.
Educational Background • Sarjana Ekonomi dari Universitas Terbuka • Bachelor of Economics Universitas Terbuka,
tahun 1997. 1997.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Danseskaou di tahun 2010 • Commander of Air Force Staff and Command
Work Experience School in 2010
• Kasum TNI AU dan Wakasau tahun 2013 • Indonesian Air Force Chief of General Staff and
Deputy Chief of Staff in 2013

2017 Annual Report
99
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris Independen Appointed as Independent Commissioner of PT
Legal Basis of Appointment PT Angkasa Pura I (Persero) sejak 07 April Angkasa Pura I (Persero) since 7 April 2014. The
2014. Dasar pengangkatan pertama kali adalah first legal basis of appointment was the Decree
SK Menteri Negara BUMN selaku Rapat Umum of the Minister for State-Owned Enterprises in
Pemegang Saham Nomor: SK-75/MBU/2014 the General Meeting of Shareholders Number:
tanggal 07 April 2014 dan diperbaharui dengan SK-75/MBU/2014 dated 07 April 2014, which
SK-210/MBU/10/2015 tanggal 29 Oktober was renewed by SK-210/MBU/10/2015 dated 29
2015 tentang Pemberhentian dan Pengangkatan October 2015 on the Dismissal and Appointment
Anggota Dewan Komisaris PT Angkasa Pura I of Members of the Board of Commissioners of PT
(Persero). Angkasa Pura I (Persero).
Jabatan Rangkap Tidak memiliki rangkap jabatan di perusahaan The incumbent does not have any double
Double Office maupun lembaga lain. position in another institution.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan The incumbent does not have any affiliation to
Affiliation Relationship anggota Direksi, anggota Dewan Komisaris any other membership in the Board of Directors
lainnya maupun Pemegang Saham Utama dan or Board of Commissioners, nor Major and
Pengendali. Controlling Shareholder position.

Office Period
Selby Nugraha Rahman

(Komisaris / Commissioner)
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 14 Jakarta, 14 December 1970.
Place and Date of Birth/Age Desember 1970. Berusia 46 Forty six (46 ) years old per
Riwayat Pendidikan • Sarjana Ekonomi dari Universitas Katolik • Bachelor of Economics from Universitas
Educational Background Parahyangan, Bandung tahun 1996. Katolik Parahyangan, Bandung, 1996.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Direktur Decorus Contract (sejak tahun • Director of Decorous Contract (since 1994 –
Work Experience 1994 – saat ini). present).
• Direktur Teknologi dan Informasi Experd • Director of Technology and Information at
Human Resources Consultant (sejak tahun Experd Human Resources Consultant (since
2010 – saat ini). 2010 – present).
• Direktur PT Execujet Indonesia (2011 - • Director of PT Execujet Indonesia (2011 -
2015). 2015).
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris PT Angkasa Pura Appointed as Commissioner of PT Angkasa Pura
Legal Basis of Appointment I (Persero) sejak 29 Oktober 2015. Dasar I (Persero) since 29 October 2015. The first
pengangkatan pertama kali adalah SK Menteri legal basis of appointment was the Decree of
Negara BUMN selaku Rapat Umum Pemegang the Minister for State-Owned Enterprises in the
Saham Nomor: SK-210/MBU/10/2015 tanggal 29 General Meeting of Shareholders Number: SK-
Oktober 2015. 210/MBU/10/2015, dated 29 October 2015.

Jabatan Rangkap Direktur PT Ferco Seating System Indonesia Director of PT Ferco Seating System Indonesia
Double Office sejak tahun 2014, dan Direktur Decorus Contract since 2014, Director of Decorous Contract
sejak tahun 1994, Direktur Teknologi dan since 1994, and Director of Technology and
Informasi Experd Human Resources Consultant Information at Experd Human Resources
sejak tahun 2010. Consultant since 2010.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan anggota The incumbent does not have any affiliation to
Affiliation Relationship Direksi, anggota Dewan Komisaris lainnya. any other membership in the Board of Directors
or Board of Commissioners.

Periode Jabatan 29 Oktober 2015- saat ini (Periode Pertama) 29 October 2015 - until now (First Period)
Office Period
Harry Z. Soeratin
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 14 Jakarta, 14 December 1970.
Place and Date of Birth/Age Desember 1970. Berusia 46 Forty six (46 ) years old per
tahun per Desember 2016 December 1916.
Riwayat Pendidikan • Sarjana Ekonomi di bidang Akuntansi dari • Bachelor of Economics in Accounting from
Educational Background Universitas Padjajaran, Bandung, tahun 1987. Padjajaran University, Bandung, in 1987.
• Magister Manajemen bidang Akuntansi dari • Master of Management in Accounting from
Universitas Indonesia, tahun 1991. University of Indonesia, 1991.
• Program Ph.D di fakultas Business and • Ph.D Program in Business and Commerce
Commerce, dari Universitas Keio, Tokyo tahun faculty, from Keio University, Tokyo, 1999.
1999. • Doctoral Program (DMB) from the University
• Program Doktoral (DMB) dari Universitas Padjajaran, Bandung, 2016.
Padjajaran, Bandung, tahun 2016.
Training / Certification laporan tahunan ini table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Inspektorat Jenderal Kementerian Keuangan • Inspectorate General of the Ministry of Finance
Work Experience (1987-1992); (1987-1992);
• Direktorat Jenderal Pembinaan BUMN, • Directorate General of BUMN, Kemenerian
Kemenerian BUMN (1992-2008); BUMN (1992-2008);
• Sekretariat Jenderal Kementerian Keuangan • Secretariat General of the Ministry of Finance
(2008-2016); (2008-2016);
• Sekretariat Jenderal Kementerian Sosial • Secretariat General of the Ministry of Social
(2016-2018) Affairs (2016-2018);
• Badan Pendidikan, Penelitian dan Penyuluhan • Social Education, Research and Extension
Sosial, Kementerian Sosial (2018- saat ini) Agency, Ministry of Social Affairs
(2018-present).
Legal Basis of Appointment I (Persero) sejak 16 Januari 2018. Dasar I (Persero) since January 16, 2018. Basis for the
pengangkatan pertama kali adalah SK Menteri first appointment was the Ministerial Decree
Negara BUMN selaku Rapat Umum Pemegang State Enterprises as the General Meeting of
Saham Nomor: SK-17/MBU/01/2018 tanggal 16 Holders Shares Number: SK-17 / MBU / 01/2018
Januari 2018. dated 16th January 2018.

2017 Annual Report
101
Jabatan Rangkap Badan Pendidikan, Penelitian dan Penyuluhan Education, Research and Extension Agency
Double Office Sosial, Kementerian Sosial sejak 2018. Social, Ministry of Social Affairs since 2018.
or Board of Commissioners

Periode Jabatan 16 Januari 2018 - saat ini (Periode Pertama). 16 January 2018 - until now (First Period)
Office Period
Suprasetyo
Domisili / Domicile Depok Depok
Tempat dan Tanggal Lahir/Usia Lahir di Magelang, pada 23 Magelang, 23 May 1958.
Place and Date of Birth/Age Mei 1958. Berusia 59 tahun Fifty nine (59) years old per
per Desember 2017 December 2017.
Riwayat Pendidikan Sarjana Teknik bidang Teknik Kimia dari Bachelor of Engineering in Chemical Engineering
Educational Background Universitas Universitas Gadjah Mada tahun from Universitas Gadjah Mada, 1985.
1985.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Kasi Operasi Terminal, Direktorat Jenderal • Head of Terminal Operations, Directorate
Work Experience Perhubungan Udara, Kementerian General of Civil Aviation, Ministry of
Perhubungan (Agustus 1992 – Juli 1994); Transportation (August 1992 - July 1994);
• Kasi PKPPK, Direktorat Jenderal Perhubungan • Head of PKPPK, Directorate General of Civil
Udara, Kementerian Perhubungan (Juli 1994 Aviation, Ministry of Transportation (July 1994
– Maret 1999); - March 1999);
• Kasubdit Standarisasi Kespen, Direktorat • Kasubdit Kespen Standardization, Directorate
Jenderal Perhubungan Udara, Kementerian General of Civil Aviation, Ministry of
Perhubungan (Maret 1999 – Januari 2012); Transportation (March 1999 - January 2012);
• Kasubdit Pengamanan Pelayanan Darurat, • Sub Directorate of Emergency Services
Direktorat Jenderal Perhubungan Udara, Security, Directorate General of Civil Aviation,
Kementerian Perhubungan (Januari 2012 - Ministry of Transportation (January 2012 -
Mei 2007); May 2007);
• Atase Perhubungan KBRI di Washington DC • Transportation Attaché of the Embassy in
(Mei 2007 – Juni 2011); Washington DC (May 2007 - June 2011);
• Kasubdit Kendali Mutu Keamanan • Head of Quality Aviation Security Control,
Penerbangan, Direktorat Jenderal Directorate General of Civil Aviation, Ministry
Perhubungan Udara, Kementerian of Transportation (June 2011 - December
Perhubungan (Juni 2011 - Desember 2012); 2012);
• Kasubdit Pelayanan Darurat Direktorat • Sub Directorate of Emergency Services
Keamanan Penerbangan, Direktorat Directorate of Aviation Security, Directorate
Jenderal Perhubungan Udara, Kementerian General of Civil Aviation, Ministry of
Perhubungan (Desember 2012 – April 2013); Transportation (December 2012 - April 2013);

• Kepala Bandara Kelas Utama Hang Nadim • Head of Hang Nadim Batam Main Class Airport,
Batam, Direktorat Jenderal Perhubungan Directorate General of Civil Aviation, Ministry
Udara, Kementerian Perhubungan (April 2013 of Transportation (April 2013 - December
– Desember 2014); 2014);
• Kepala Kantor Otoritas Bandara Wilayah • Head of Regional Airport Authority Office I
I Kelas Utama Soekarno-Hatta, Direktorat Soekarno-Hatta Main Class, Directorate General
Jenderal Perhubungan Udara, Kementerian of Civil Aviation, Ministry of Transportation
Perhubungan (Desember 2014 – Januari (December 2014 - January 2015);
2015);
• Direktur Jenderal Perhubungan Udara • Director General of Air Transportation of the
Kementerian Perhubungan RI (Januari 2015 – Ministry of Transportation of the Republic of
Februari 2017); Indonesia (January 2015 - February 2017);
Legal Basis of Appointment I (Persero) sejak 16 Januari 2018. Dasar I (Persero) since 04 April 2017. The first legal
pengangkatan pertama kali adalah SK Menteri basis of appointment was the decree S-29/
Negara BUMN selaku Rapat Umum Pemegang D7.MBU/4/2017 dated 04 April 2017.
Saham Nomor: SK-17/MBU/01/2018 tanggal 16
Januari 2018.
Jabatan Rangkap Staf Ahli Bidang Ekonomi Kawasan dan Expert Staff in Regional Economy and
Double Office Kemitraan Perhubungan sejak 24 Februari 2017. Transportation Partnership, since 24 February
2017.

Office Period
Anandy Wati
Tempat dan Tanggal Lahir/Usia Lahir di Semarang, pada 04 Semarang, 04 January 1959.
Place and Date of Birth/Age Januari 1959. Berusia 57 Fifty seven (57) years old per
Riwayat Pendidikan • Sarjana di bidang Ekonomi Pembangunan dari • Bachelor in Development Economics from
Educational Background Universitas Sebelas Maret, Surakarta tahun Sebelas Maret University, Surakarta in 1983.
1983. • Master of Public Management from Carnegie
• Master of Public Management dari Carnegie Mellon University, Pennsylvania, USA in 1991.
Mellon University, Pennsylvania, Amerika
Serikat tahun 1991.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Direktur Pelaksanaan Anggaran Direktorat • Director of Budget Management at the
Work Experience Jenderal Anggaran Kementerian Keuangan Directorate General of Budgetary in the
di tahun 2009. Ministry of Finance in 2009.
• Direktur Sistem Manajemen Investasi • Director of Investment Management System

Direktorat Jenderal Anggaran Kementerian at the Directorate General of Budgetary in the
Keuangan tahun 2010. Ministry of Finance in 2010.

2017 Annual Report
103
• Sekretaris Direktorat Jenderal Anggaran • Secretary at the Directorate General of

Kementerian Keuangan 2013. Budgetary in the Ministry of Finance in 2013.
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris PT Angkasa Appointed as Commissioner of PT Angkasa Pura
Legal Basis of Appointment Pura I (Persero) sejak 07 April 2014. Dasar I (Persero) since 07 April 2014. The first legal
pengangkatan pertama kali adalah SK Menteri basis of appointment was the Decree of the
Negara BUMN selaku Rapat Umum Pemegang Minister for State-Owned Enterprises in the
Saham Nomor: SK-75/MBU/2014 tanggal 07 General Meeting of Shareholders Number: SK-
April 2014 dan diperbaharui dengan SK-210/ 75/MBU/2014 dated 07 April 2014, which was
MBU/10/2015 tanggal 29 Oktober 2015 tentang renewed by SK-210/MBU/10/2015 dated 29
Pemberhentian dan Pengangkatan Anggota October 2015 on the Dismissal and Appointment
Dewan Komisaris Perseroan PT Angkasa Pura I of Members of the Board of Commissioners of PT
(Persero). Angkasa Pura I (Persero).
Jabatan Rangkap sebagai Sekretaris Direktorat Jenderal Anggaran Secretary at the Directorate General of
Double Office Kementerian Keuangan sejak 2013. Budgetary in the Ministry of Finance in 2013.

Office Period

PROFIL DIREKSI
Profile of the Board of Directors
Faik Fahmi
(Direktur Utama / President Director)
Tempat dan Tanggal Lahir/Usia Lahir di Purbalingga, Purbalingga, 12 December

Place and Date of Birth/Age pada 12 Desember 1967 1967. Fifty (50) years old
Berusia 50 tahun per per December 2017.
Desember 2017.
Riwayat Pendidikan Sarjana Ekonomi bidang Manajemen Bachelor of Economics in Management from
Educational Background fakultas Ekonomi dari Universitas Gadjah Universitas Gadjah Mada, 1993.
Mada tahun 1993.
Pelatihan / Sertifikasi Informasi dapat dilihat pada tabel Information on this can be seen in the
Training / Certification pelatihan di laporan tahunan ini training table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Direktur Layanan/Executive Vice • Director of Service/Executive Vice

Work Experience President (EVP) Of Service PT Garuda President (EVP) of Service at PT Garuda
Indonesia (Persero) Tbk (April Indonesia (Persero) Tbk (April 2012 -
2012-Desember 2014). December 2014).
• Director of Commercial and Business • Director of Commercial and Business
Development at PT Angkasa Pura II
Development PT Angkasa Pura II
(Persero) (January 2015-11 September
(Persero) (Januari 2015-11 September
2016).
2016).
• Port Director at PT ASDP Indonesia
• Direktur Pelabuhan PT ASDP Indonesia
Ferry (Persero) (12 September 2016 - 21
Ferry (Persero) (12 September 2016-21 December 2016).
Desember 2016). • President Director at PT ASDP Indonesia
• Direktur Utama PT ASDP Indonesia Ferry (Persero) (12 December 2017 - 22
Ferry (Persero) (21 Desember 2016-22 December 2017).
Desember 2017).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Utama Appointed as President Director of the
Legal Basis of Appointment Perseroan sejak 22 Desember 2017, Company since 22 December 2017, based
berdasarkan akta keputusan SK on Decision Act of the State Minister of
Menteri Negara BUMN Nomor SK-289/ State-Owned Enterprises Number SK-
MBU/12/2017 tentang Pemberhentian dan 289/MBU/12/2017, on the Dismissal and
Appointment of Members of the Board of
Pengangkatan Anggota-anggota Dewan
Directors of the Company (Persero). Dated
Direksi Perusahaan Perseroan (Persero).
22 December 2017.
Tanggal 22 Desember 2017.
Jabatan Rangkap Selain menjabat sebagai Direktur Utama di Other than serving as the President
Double Office PT Angkasa Pura I (Persero), saat ini beliau Director of PT Angkasa Pura I (Persero), the
menjabat sebagai Komisaris Utama di PT incumbent also is also holding the position
Angkasa Pura Suport sejak 29 Desember of President Commissioner at PT Angkasa
2017. Pura Support since 29 December 2017.
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi The incumbent does not have any affiliation
Affiliation Relationship dengan anggota Direksi, anggota Dewan to any other membership in the Board of
Komisaris lainnya maupun Pemegang Directors or Board of Commissioners, nor
Saham Utama dan Pengendali. Major and Controlling Shareholder position.

Periode Jabatan 22 Desember 2017 - saat ini (Periode 22 December 2017 - until now (First Period)
Office Period Pertama)

2017 Annual Report
105
Wendo Asrul Rose*

(Direktur Operasi / Operation Director)
Tempat dan Tanggal Lahir/Usia Lahir di Padang, pada 29 Padang, 29 December 1970.
Place and Date of Birth/Age Desember 1970. Berusia 47 years old per December
47 tahun per Desember 2017.
2017.
Riwayat Pendidikan Sarjana Teknik Jurusan Teknik Mesin Bachelor of Engineering in Mechanical
Educational Background dari Institut Sains dan Teknologi Nasional Engineering from Institut Sains dan
Jakarta tahun 1995. Teknologi Nasional, Jakarta, 1995.
Training / Certification pelatihan di laporan tahunan ini. training table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Kepala Dinas Mekanikal dan Teknik • Department Head of Mechanics and
Work Experience Air PT Angkasa Pura I (Persero) (2003- Engineering at PT Angkasa Pura I
2004). (Persero) (2003 - 204).
• Asisten Deputi Direktur PT Angkasa Pura • Assistant to the Deputy Director of PT
I (Persero) (2004-2009). Angkasa Pura I (Persero) (2004 - 2009).
• Deputy Director of Monitoring Technique
• Deputi Direktur Teknik Pengawasan PT
at PT Angkasa Pura I (Persero) (2009 -
Angkasa Pura I (Persero) (2009-2011).
2011).
• Pimpinan Proyek Pengembangan
• Head of Sepinggan International
Bandara Internasional Sepinggan PT
Development Project at PT Angkasa Pura
Angkasa Pura I (Persero) (2011-2013). I (Persero) (2011 - 2013).
• General Manager Bandara Internasional • General Manager of Sultan Aji Muhammad
Sultan Aji Muhammad Sulaiman Sulaiman Sepinggan International
Sepinggan Balikapapan PT Angkasa Pura Airport-Balikapapan at PT Angkasa Pura I
I (Persero) (2013-2015). (Persero) (2013 - 2015).
Dasar Hukum Pengangkatan Menjabat sebagai Direktur Operasi Serving as Director of Company Operation
Legal Basis of Appointment Perseroan berdasarkan SK Menteri Negara based on Decree of the Minister for State-
BUMN selaku Rapat Umum Pemegang Owned Enterprises in the General Meeting
Saham Nomor: SK-222/MBU/II/2015 of Shareholders Number: SK-222/MBU/
tanggal 9 November 2015. II/2015 dated 9 November 2015.
Jabatan Rangkap Selain menjabat sebagai Direktur Operasi Other than serving as Director of Operation
Double Office di PT Angkasa Pura I (Persero), saat ini at PT Angkasa Pura I (Persero), the
beliau menjabat sebagai Komisaris di PT incumbent also is also holding the position
Gapura Angkasa sejak 28 Agustus 2017. of Commissioner at PT Gapura Angkasa
since 28 August 2017.

Periode Jabatan 09 November 2015 - saat ini (Periode 09 November 2015 - until now (First
Office Period Pertama) Period)
*) Pelaksana tugas Direktur Utama periode 20 November 2017 – 21 Desember 2017 berdasarkan Surat Keputusan Dewan
Komisaris No.5/DK.AP.I/2017 / Acting President Director of the period of 20 November 2017 - December 21, 2017 based on
Decision Letter of the Board of Commissioners No.5 / DK.AP.I / 2017

Novrihandri
Direktur Keuangan dan IT /
Tempat dan Tanggal Lahir/Usia Lahir di Padang, pada 20 Padang, 20 November

Place and Date of Birth/Age November 1971 Berusia 1971 . Forty five (45)
45 tahun per Desember years old per December
2016. 2016.
Riwayat Pendidikan • Sarjana Ekonomi bidang Akuntansi • Sarjana Ekonomi (Bachelor of Economics)
Educational Background fakultas Ekonomi dari Universitas in Management from Universitas Gadjah
Andalas, Padang tahun 1996. Mada, 1996.
• Master Manajemen dari Universitas • Master of Management from Universitas
Gajah Mada tahun 2010. Gajah Mada, 2010.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Asisten Deputi Direktur Bidang • Assistant to Deputy Director of Area I
Work Experience Kerjasama Non Aero Wilayah I (2007- Non-Aeronautics Cooperation (2007 -
2011). 2011).
• Direktur Keuangan PT Angkasa Pura • Director of Finance at PT Angkasa Pura
Suport (2012). Suport (2012).
• Business Development Group Head • Business Development Group Head
(2013). (2013).
• Human Capital Support Expert (2014).) • Human Capital Support Expert (2014).)
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Keuangan dan Appointed as Director of Finance and
Legal Basis of Appointment IT berdasarkan SK Menteri Negara BUMN Information Technology, based on Decree
selaku Rapat Umum Pemegang Saham of the Minister for State-Owned Enterprises
Nomor: SK-222/MBU/II/2015 tanggal 09 in the General Meeting of Shareholders
November 2015. Number: SK-222/MBU/II/2015 dated 09
November 2015.
Jabatan Rangkap Selain menjabat sebagai Direktur Keuangan Other than serving as Director of Finance and
Double Office dan IT di PT Angkasa Pura I (Persero). Saat Information Technology at PT Angkasa Pura
ini beliau menjabat sebagai Komisaris I (Persero), The incumbent is also holding
Utama di PT Angkasa Pura Logistik sejak the office of President Commissioner at PT
10 Agustus 2016. Angkasa Pura Logistik since 10 August 2016.


2017 Annual Report
107
Adi Nugroho
Direktur Sumber Daya Manusia dan Umum /
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada Jakarta, 02 May 1969.
Place and Date of Birth/Age 02 Mei 1969. Berusia 48 48 years old per
tahun per Desember 2017.
December 2017.
Riwayat Pendidikan • Sarjana Ekonomi Jurusan Manajemen • Bachelor of Economics in Human

Educational Background Sumber Daya Manusia, dari Resources Management from
Universitas Pancasila, Jakarta tahun Universitas Pancasila, Jakarta, 1993.
1993. • Master degree in Marketing from
• Master Marketing dari Massey Massey University, New Zealand, 2000.
University New Zealand tahun 2000. • Doctorate degree in Service
• Doktor Service Management dari Management from Northern Malaysia
Northern Malaysia University tahun University, 2007.
2007.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Manager Komersial dan Pengembangan • Manager of Commerce and Business
Work Experience Usaha (2008-2012). Development (2008 - 2012).
• Deputi Direktur Komersial dan • Deputy Director for Area II Commerce
Pengembangan Usaha Wilayah II (2012- and Business Development (2012 -
2013). 2013).
• Business Development Group Head • Business Development Group Head
(2013). (2013).
• Project Portfolio Analyst (2013-2015). • Project Portfolio Analyst (2013 -
2015).
Dasar Hukum Pengangkatan Menjabat sebagai Direktur Sumber Daya Serving as Director of Human Resources and
Legal Basis of Appointment Manusia dan Umum berdasarkan SK General Affairs based on the Decree of the
Menteri Negara BUMN selaku Rapat Umum Minister for State-Owned Enterprises in the
Pemegang Saham Nomor: SK-222/MBU/ General Meeting of Shareholders Number:
II/2015 tanggal 09 November 2015. SK-222/MBU/II/2015 dated 09 November
2015.
Jabatan Rangkap Selain menjabat sebagai Direktur Other than serving as the Director of
Double Office Personalia dan Umum di PT Angkasa Pura I Personnel at PT Angkasa Pura I (Persero),
(Persero), saat ini beliau menjabat sebagai the incumbent also is also holding the
Komisaris Utama di PT Angkasa Pura Retail position of President Commissioner at PT
sejak 10 Agustus 2016. Angkasa Pura Retail since 10 August 2016.


Sardjono Jhony Tjitrokusumo

Direktur Hubungan Internasional dan Pengembangan Usaha
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 05 Born in Jakarta, 05 August
Place and Date of Birth/Age Agustus 1971. Berusia 46 1971. 46 years old per
Riwayat Pendidikan Lulusan Australian Aviation College, CPL/ Alumnus of Australian Aviation College, CPL/
Educational Background IR/ME tahun 1991. IR/ME in 1991.
Pelatihan / Sertifikasi Informasi dapat dilihat pada tabel Information are available on the training
Training / Certification pelatihan di laporan tahunan ini table of this annual report
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Pilot di Merpati Airlines (1991-2004). • Merpati Airlines Pilot (1991-2004).
Work Experience • Silk Air Singapore Airlines (2004-2006). • Silk Air Singapore Airlines (2004-2006).
• Qatar Airways (2006-2008). • Qatar Airways (2006-2008).
• Etihad Airways (2008-2010). • Etihad Airways (2008-2010).
• Direktur Utama PT Merpati Nusantara • President Director of PT Merpati
Airlines (2010-2012). Nusantara Airlines (2010-2012).
• Founder/Owner Leste Aviation (2013). • Founder/Owner of Leste Aviation (2013).
• Founder PT MBN (2007-2017). • Founder of PT MBN (2007-2017).
• Direktur Operasional West Java • Director of Operations of West Java
International Airport (2015). International Airport (2015).
• Chairman West Java Enterprises • Chairman of West Java Enterprises
Partnership (WEP) (2016-2017). Partnership (WEP) (2016-2017).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Hubungan Appointed as Director of International
Legal Basis of Appointment Internasional dan Pengembangan Usaha Relations and Business Development of
PT Angkasa Pura I (Persero) berdasarkan PT Angkasa Pura I (Persero) based on the
SK Menteri Negara BUMN Nomor: SK-155/ Decree of the Minister of State Owned
MBU/08/2017 Tanggal 11 Agustus 2017 Enterprises Number: SK-155/MBU/08/2017
Dated 11 August 2017
Jabatan Rangkap Selain menjabat sebagai Direktur Utama di In addition to serving as President Director
Double Office PT Angkasa Pura I (Persero), beliau tidak of PT Angkasa Pura I (Persero), he has not
menjabat di perusahaan maupun lembaga served in other companies or institutions.
lain.
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi He has no affiliation relationship with the
Affiliation Relationship dengan anggota Direksi, anggota Dewan members of the Board of Directors, other
Komisaris lainnya maupun Pemegang members of the Board of Commissioners or
Saham Utama dan Pengendali. the Principal Shareholders and Controllers.

Periode Jabatan 11 Agustus 2017 - saat ini (Periode 11 August 2017 - until now (First Period)

2017 Annual Report
109
Devy W.A. Suradji

Direktur Pemasaran dan Pelayanan /
Marketing and Services Director
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 09 Jakarta, 09 April 1970. 47
Place and Date of Birth/Age April 1970. Berusia 47 years old per December
tahun per Desember 2017. 2017.
Riwayat Pendidikan • Sarjana bidang Perikanan dari Institut • Bachelor degree in Fishery from
Educational Background Pertanian Bogor (IPB), tahun 1993. Institut Pertanian Bogor, 1993.
• Master Environmental Health • Master degree in Environmental
Management New dari Haven University, Health Management from New Haven
Connecticut, Amerika Serikat tahun University, Connecticut, the United
1996. States, 1996.
Training / Certification pelatihan di laporan tahunan ini. training table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • General Manager Competency • General Manager of Management

Work Experience Management PT Surveyor Indonesia Competence at PT Surveyor Indonesia
sejak (1996–2004). (1996 - 2004).
• Managing Director Indonesia Friday • Managing Director of Indonesia Friday
Concepts Sdn. Bhd. (2005–2007). Concepts Sdn. Bhd. (2005 - 2007).
• Chief Consultant di Tricon Group • Chief Consultant at Tricon Group
Indonesia (2007–2009). Indonesia (2007 - 2009).
• Marketing and Communication Director • Marketing and Communication Director of
WWF Indonesia (2009–2017). WWF Indonesia (2009 - 2017).
• Staf Khusus Menteri BUMN (2017). • Special Staff to the Minister of State-
• Komisaris PT Telkom Indonesia (Persero) Owned Enterprises (2017).
Tbk (2017). • Commissioner at PT Telkom Indonesia
(Persero) Tbk (2017).
Dasar Hukum Pengangkatan Diangkat Menjabat sebagai Direktur Appointed as Director of Service and
Legal Basis of Appointment Pemasaran dan Pelayanan PT Angkasa Marketing of PT Angkasa Pura I (Persero)
Pura I (Persero) berdasarkan SK based on the Decree of the State Minister
Menteri Negara BUMN Nomor SK-289/ of State-Owned Enterprises Number SK-
MBU/12/2017 tentang Pemberhentian dan 289/MBU/12/2017 on the Dismissal and
Pengangkatan Anggota-anggota Dewan Appointment of Members of Board of
Direksi Perusahaan Perseroan (Persero) PT Commissioners PT Angkasa Pura I dated 22
Angkasa Pura I Tanggal 22 Desember 2017. December 2017.
Jabatan Rangkap Selain menjabat sebagai Direktur Other than serving as the Director of
Double Office Pemasaran dan Pelayanan PT Angkasa Pura Service and Marketing at PT Angkasa Pura I
I (Persero), saat ini Beliau juga menjabat (Persero), the incumbent also is also holding
sebagai Vice Deputy II di Indonesia Asian the office of Vice Deputy II of Indonesia
Games 2018 Organizing Committee Asian Games 2018 Organizing Committee
(INASGOC). (INASGOC).

Periode Jabatan 22 Desember 2017 - saat ini (Periode 22 December 2017 - until now (First Period)

Lukman F. Laisa
Direktur Teknik / Technical Director
Tempat dan Tanggal Lahir/Usia Lahir di Gorontalo, pada Born in Gorontalo, on

Place and Date of Birth/Age 06 Maret 1968. Berusia 49 March 6, 1968. At 49
tahun per Desember 2017. years old as of December
2017.
Riwayat Pendidikan Sarjana Teknik Jurusan Teknik Sipil, Institut Bachelor of Engineering in Civil Engineering
Educational Background Teknologi Nasional Malang, tahun 1992. from Institut Teknologi Malang, 1992.
Pelatihan / Sertifikasi Informasi dapat dilihat pada tabel pelatihan Information on this can be seen in the
Training / Certification di laporan tahunan ini training table of this annual report.
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Staf Subdit Landasan Direktorat • Staff of Runway Sub-directorate of

Work Experience Teknik Bandar Udara, Kementerian Airport Engineering Directorate in
Perhubungan (1993-2002); the Ministry of Transportation (1993
• Kepala Seksi Pekerjaan Sipil Proyek - 2002);
Konstruksi Bandara Padang Baru, • Section Head of Civil Work for Padang
Kementerian Perhubungan (2002-2005); Baru Construction Project in the
• Staf Fasilitas Sisi Udara Direktorat Ministry of Transportation (2002 -
Bandar Udara, Kementerian 2005);
Perhubungan (2006); • Staff of Air Facilities of Airport
• Kepala Seksi Program dan Standarisasi Directorate in the Ministry of
Prasarana Bandar Udara Direktorat Transportation (2006);
Bandar Udara, Kementerian • Section Head of Airport Program and
Perhubungan (2007-2009); Infrastructure of Airport Directorate in
• Kepala Bidang P2B Kantor Otoritas the Ministry of Transportation (2007
Bandara Wilayah III Surabaya, - 2009);
Kementerian Perhubungan (2013-2014); • Section Head of P2B in Area III Airport
• Kepala Bagian Perencanaan Direktorat Authority, Surabaya, in the Ministry of
Jenderal Perhubungan Udara, Transportation (2013 - 2014);
Kementerian Perhubungan (2014-2015); • Section Head of Planning of
• Kepala Bandar Udara Wamena Directorate General of Transportation
Direktorat Jenderal Perhubungan Udara, in the Ministry of Transportation
Kementerian Perhubungan (2015); (2014 - 2015);
• Direktur Teknik Perum Lembaga • Head of Wamena Airport of
Penyelenggara Pelayanan Navigasi Directorate General of Air
Penerbangan (2015- 2017). Transportation in the Ministry of
Transportation (2015);
• Technical Director of the Public
Company for Air Navigation Service
Provider Agency (2015 - 2017).
Dasar Hukum Pengangkatan Menjabat sebagai Direktur Teknik Serving as Technical Director based on
Legal Basis of Appointment berdasarkan SK Menteri Negara BUMN Decree of the Minister for State-Owned
selaku Rapat Umum Pemegang Saham Enterprises in the General Meeting of
Nomor: SK-53/MBU/03/2018 tanggal 05 Shareholders Number: SK-53/MBU/03/2018,
Maret 2018. dated 05 March 2018.
Jabatan Rangkap Selain menjabat sebagai Direktur Utama di Other than serving as the President
Double Office PT Angkasa Pura I (Persero), beliau tidak Director of PT Angkasa Pura I (Persero), the
menjabat di perusahaan maupun lembaga incumbent does not hold any office in any
lain. other company or agency.
Affiliation Relationship dengan anggota Direksi dan anggota Dewan to any other membership in the Board of
Komisaris lainnya Directors or Board of Commissioners.

Periode Jabatan 05 Maret 2018 - saat ini (Periode Pertama) 05 March 2018 - until now (The First Period)
Office Period

2017 Annual Report
111
Polana Banguningsih Pramesti*

Direktur Teknik / Technical Director
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta, pada 02 Born in Jakarta, 02

Place and Date of Birth/Age November 1961. Berusia November 1961. 55 years
55 tahun per Desember old as per December 2017.
2017.
Riwayat Pendidikan • Sarjana Teknik Jurusan Teknik Sipil, • Bachelor of Engineering Department
Educational Background Fakultas Teknik Sipil dan Perencanaan, of Civil Engineering, Faculty of Civil
Institut Teknologi Bandung, tahun Engineering and Planning, Institut
1986. Teknologi Bandung, year 1986.
• Master bidang Transportasi, di • Master of Transportation, at the
Institut Teknologi, Bandung tahun Institut Teknologi Bandung, year 1992.
1992.
Pelatihan / Sertifikasi Informasi dapat dilihat pada tabel pelatihan Information are available on the training
Training / Certification di laporan tahunan ini table of this annual report
Riwayat Jabatan:
Curriculum Vitae
Pengalaman Kerja • Kementerian Perhubungan RI, Kasi • Ministry of Transportation, Head

Work Experience Mutu Konstruksi Sipil Ditjen Hubud of Civil Construction Quality of
(1992-2002). Directorate General of Hubud (1992-
• Pemimpin Proyek PFBUJ (2002). 2002).
• Kasi Keterpaduan Program Bandara • Project Leader of PFBUJ (2002).
(2002–2005). • Head of Airport Integration Program
• Kasubdit Program Bandara (2005– (2002-2005).
2007). • Head of Sub-directorate of Airport
• Kasubdit Rancang Bangun (2007- Program (2005-2007)
2008). • Head of Sub-directorate of Design
• Kasubdit Prasarana Bandara (2008- (2007-2008)
2013). • Head of Sub-directorate of Airport
Infrastructure (2008-2013)
Dasar Hukum Pengangkatan Menjabat sebagai Direktur Teknik Appointed as Technical Director based
Legal Basis of Appointment berdasarkan SK Menteri Negara BUMN on Decree of State Minister of SOE as the
selaku Rapat Umum Pemegang Saham General Meeting of Shareholders Number:
Nomor: SK-208/MBU/2013 tanggal 10 SK-208/MBU/2013 dated 10 April 2013.
April 2013.
Jabatan Rangkap Selain menjabat sebagai Direktur In addition to serving as Technical Director
Double Office Pemasaran dan Pelayanan PT Angkasa Pura of PT Angkasa Pura I (Persero), she has
I (Persero), saat ini Beliau juga menjabat also served as President Commissioner of
sebagai Vice Deputy II di Indonesia Asian PT Angkasa Pura Properti since 10 August
Games 2018 Organizing Committee 2016, and Commissioner of PT Jasamarga
(INASGOC). Bali Tol from 1 April 2017 to February
2018.
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi She has no affiliation relationship with the
Affiliation Relationship dengan anggota Direksi dan anggota Dewan members of the Board of Directors or other
Komisaris lainnya members of the Board of Commissioners

Periode Jabatan 10 April 2013 – Februari 2018 10 April 2013 – February 2018
Office Period
* masa jabatan berakhir di Februari 2018

term of office ends in February 2018

PROFIL PEJABAT EKSEKUTIF

Profile of Executive Officers
I Wayan Sutawijaya
Head of Legal and Compliance
Tempat dan Tanggal Lahir/Usia Lahir di Jembrana, Bali Born in Jembrana, Bali, 4
Place and Date of Birth/Age pada tanggal 4 Maret 1967. March 1967.
Riwayat Pendidikan Memperoleh gelar Sarjana Hukum dari Bachelor of Economics majoring in
Educational Background Universitas 17 Agustus 1945, Semarang Management Economics from the Universitas
(1995) dan gelar Magister Manajemen dari Terbuka, year 1996.
STIE Mitra Indonesia, Yogyakarta (2002).
Dasar Hukum Pengangkatan Menjabat sebagai Head of Legal and Serving as Head of Legal and Compliance
Legal Basis of Appointment Compliance sejak 1 November 2016 since 1 by virtue of Decree of the Board of
berdasarkan SK Direksi No. SKEP.1751/ Directors No. SKEP.1751/KP.07.04/2016-
KP.07.04/2016-REPLC. REPLC.
Israwadi
Corporate Secretary
Tempat dan Tanggal Lahir/Usia Lahir di Pangkalan Susu Born in Pangkalan Susu
Place and Date of Birth/Age Sumatra Utara pada North Sumatra on 23
tanggal 23 Agustus 1971. August 1971.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Completed his Bachelor Degree of
Educational Background Teknik Industri dari Institut Teknologi Industrial Engineering in Institut Teknologi
Bandung pada tahun 1995 dan memperoleh Bandung year 1995 and obtained Master
gelar Magister Manajemen dari Universitas of Management Degree from Universitas
Trisakti pada tahun 2005 Trisakti in 2005
Dasar Hukum Pengangkatan Menjabat sebagai Corporate Secretary sejak Serving as Corporate Secretary since 11
Legal Basis of Appointment 11 Agustus 2016 berdasarkan SK Direksi August 2016 by virtue of Decree of the Board
No. SKEP.1259/KP.07.03/2016. of Directors No. SKEP.1259/KP.07.03/2016.

2017 Annual Report
113
Rini Asriningsih
Head of Procurement
Tempat dan Tanggal Lahir/Usia Lahir di Sleman pada Born in Sleman, 19 October
Place and Date of Birth/Age tanggal 19 Oktober 1966. 1966.
Riwayat Pendidikan Memperoleh gelar Sarjana Hukum dari Obtained a Bachelor of Law Degree from
Educational Background Universitas Gajah Mada (1992) dan Gelar Universitas Gadjah Mada (1992) and Master
Magister Hukum diperoleh di Universitas of Law Degree at Padjadjaran University -
Padjadjaran – Bandung pada Tahun 2011. Bandung in 2011.
Dasar Hukum Pengangkatan Menjabat sebagai Head of Procurement Serving as Head of Procurement since 11
Legal Basis of Appointment sejak 11 Agustus 2016 berdasarkan SK August 2016 by virtue of Decree of the Board
Direksi No. SKEP.1260/KP.07.03/2016. of Directors No. SKEP.1260/KP.07.03/2016.
Tommy Meilitza
Head of Internal Audit
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta, 17 May
Place and Date of Birth/Age tanggal 17 Mei 1964. 1966.
Riwayat Pendidikan Memperoleh gelar Sarjana Psikologi dari Obtained a Bachelor of Psychology from
Educational Background Universitas Pasundan (1985) dan Gelar Universitas Pasundan (1985) and Bachelor
Sarjana Hukum dari Universitas I Gusti Law Degree from Universitas I Gusti Ngurah
Ngurah Rai – Bali (1995). Gelar Magister Rai - Bali (1995). A Master of Management
Management diperoleh di Universitas Degree was obtained at Universitas
Hasanuddin – Makassar pada Tahun 2007. Hasanuddin - Makassar in 2007.
Dasar Hukum Pengangkatan Menjabat sebagai Head of Internal Audit Serving as Head of Internal Audit since 26
Legal Basis of Appointment sejak 26 April 2017 berdasarkan SK Direksi April 2017 by virtue of Decree of the Board
No. SKEP.3283/KP.07.03/2017. of Directors No. SKEP.3283/KP.07.03/2017.
Mariyanto
Head of Corporate Social Responsibility
Tempat dan Tanggal Lahir/Usia Lahir di Curup pada tanggal Born in Curup, 21 April
Place and Date of Birth/Age 21 April 1962. 1962.
Riwayat Pendidikan Memperoleh gelar Sarjana Hukum jurusan Obtained a Bachelor of Law Degree majoring
Educational Background Hukum Internasional dari Universitas in International Law from Universitas
Padjajaran (1987). Padjadjaran (1987).
Dasar Hukum Pengangkatan Menjabat sebagai Head of Corporate Social Serving as Head of Corporate Social
Legal Basis of Appointment Responsibility sejak 20 September 2013 Responsibility since 20 September 2013 by
berdasarkan SK Direksi No. SKEP. 1526/ virtue of Decree of the Board of Directors
KP.07.03/2013. No. SKEP. 1526/KP.07.03/2013.

Sulistyowati Dewi
Accounting Group Head
Tempat dan Tanggal Lahir/Usia Born in Magelang, 17 Born in Magelang, 17

Place and Date of Birth/Age Januari 1969. Januari 1969.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Obtained his Bachelor of Economics
Educational Background Akuntansi dari Universitas Gajah Mada Degree in Accounting Economics from
(1993) dan gelar Magister Manajemen dari Universitas Gadjah Mada (1993) and Master
Universitas Airlangga (2013). of Management Degree from Universitas
Airlangga (2013).
Dasar Hukum Pengangkatan Menjabat Accounting Group Head sejak 2 Serving as Accounting Group Head since
Legal Basis of Appointment Februari 2015 berdasarkan SK Direksi No. 2 February 2015 by virtue of Decree of
SKEP.207/KP.07.03/2015. the Board of Directors No. SKEP.207/
KP.07.03/2015.
Ukemri
Finance Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Koto Lawas pada Born in Koto Lawas on 17
Place and Date of Birth/Age tanggal 17 Agustus 1965. August 1965.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Obtained his Bachelor of Economics Degree
Educational Background Akuntansi dari Universitas Andalas pada in Accounting Economics from Universitas
tahun 1991. Andalas year 1991.
Dasar Hukum Pengangkatan Menjabat sebagai Finance Group Head sejak Serving as Finance Group Head since
Legal Basis of Appointment 26 Januari 2016 berdasarkan SK Direksi 26 January 2016 by virtue of Decree
No. SKEP.75/KP.07.03/2016. of the Board of Directors No. SKEP.75/
KP.07.03/2016.
Hendra Setiawan
Information Technology Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Bandung, 22 May
Place and Date of Birth/Age tanggal 17 Mei 1964. 1965.
Riwayat Pendidikan Menyelesaikan pendidikan S2 Magister Graduated with Master Degree in Electrical
Educational Background Teknik Elektro pada Institut Teknologi Engineering at Institut Teknologi Bandung in
Bandung tahun 2003. 2003.
Dasar Hukum Pengangkatan Menjabat sebagai Information Technology Serving as Information Technology Group
Legal Basis of Appointment Group Head sejak tanggal 26 Januari Head since 26 January 2016 by virtue
2016 berdasarkan SK Direksi No. SKEP.76/ of Decree of the Board of Directors No.
KP.07.03/2016. SKEP.76/KP.07.03/2016.

2017 Annual Report
115
Ahmad Syaugi Shahab

Aviation Marketing Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Palembang pada Born in Palembang, 4

Place and Date of Birth/Age tanggal 4 September 1976. September 1976.
Riwayat Pendidikan Memperoleh gelar Magister Manajemen di Obtained his Master of Management degree
Educational Background Universitas Mercu Buana, Jakarta (2007). at Universitas Mercu Buana, Jakarta (2007).
Dasar Hukum Pengangkatan Menjabat sebagai Aviation Marketing Group Serving as Aviation Marketing Group Head
Legal Basis of Appointment Head sejak 30 November 2015 berdasarkan since 30 November 2015 by virtue of
SK Direksi No. SKEP.2190/KP.07.03/2015. of Decree of the Board of Directors No.
SKEP.2190/KP.07.03/2015.
Sulkan
Non Aviation Marketing Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Surabaya pada Born in Surabaya, 29

Place and Date of Birth/Age tanggal 29 Januari 1963. January 1963.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Obtained his Bachelor of Economics Degree
Educational Background Manajemen di STIE Mahardika Surabaya in STIE Mahardika Surabaya year 2005.
pada tahun 2005.
Dasar Hukum Pengangkatan Menjabat sebagai Non Aviation Marketing Serving as Non Aviation Marketing Group
Legal Basis of Appointment Group Head sejak 9 Maret 2017 berdasarkan Head since 9 March 2017 by virtue of
SK Direksi No. SKEP.3152/KP.07.03/2017. of Decree of the Board of Directors No.
SKEP.3152/KP.07.03/2017.
Ristiyanto Eko Wibowo

Business Development Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Kudus pada tanggal Born in Kudus on 23
Place and Date of Birth/Age 23 Januari 1977. January 1977.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi dari Obtained his Bachelor of Economics Degree
Educational Background Universitas Mahasaraswati, Denpasar from Universitas Mahasaraswati, Denpasar
(2001). (2001).
Dasar Hukum Pengangkatan Menjabat sebagai Business Development Serving as Business Development Group
Legal Basis of Appointment Group Head sejak 24 April 2015 Head since 24 April 2015 by virtue of Decree
berdasarkan SK Direksi No. SKEP.707/ of the Board of Directors No. SKEP.707/
KP.07.03/2015. KP.07.03/2015.

Eppy Dhanianto Wibowo

Head of Risk Management and Corporate Planning
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta, 22

Place and Date of Birth/Age tanggal 22 Oktober 1978. October 1978.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Jurusan Obtained his Bachelor of Economics Degree
Educational Background Manajemen Universitas Indonesia (2002). majoring in Management at Universitas
Indonesia (2002).
Dasar Hukum Pengangkatan Menjabat sebagai Head of Risk Management Serving as Head of Risk Management and
Legal Basis of Appointment and Corporate Planning sejak 4 Januari Corporate Planning since 4 January 2017 by
2017 berdasarkan SK Direksi nomor: virtue of Decree of the Board of Directors
SKEP.317/KP.07.03/2017. No: SKEP.317/KP.07.03/2017.
Yono Hadiwardoyo
Airport Equipment Readiness Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Malang pada Born in Malang on 23

Place and Date of Birth/Age tanggal 23 Februari 1962. February 1962.
Riwayat Pendidikan Memperoleh gelar Ahli Madya dari Obtained his Diploma from Pendidikan dan
Educational Background Pendidikan dan Latihan Penerbangan, Latihan Penerbangan, Curug (1994).
Curug (1994).
Dasar Hukum Pengangkatan Menjabat sebagai Airport Equipment Serving as Airport Equipment Readiness
Legal Basis of Appointment Readiness Group Head sejak 26 Januari Group Head since 26 January 2016 by virtue
2016 berdasarkan SK Direksi No. SKEP.75/ of Decree of Board of Directors No. SKEP.75/
KP.07.03/2016. KP.07.03/2016.
Yudhaprana Sugarda
Airport Planning Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta, 23

Place and Date of Birth/Age tanggal 23 Januari 1967 January 1967.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Graduated from Bachelor Degree majoring
Educational Background jurusan Teknik Sipil dari Universitas in Civil Engineering from the Universitas
Katholik Parahyangan (1991) dan gelar Katolik Parahyangan (1991) and Mastere
Mastere Spesialise en Management Spesialise en Management Aeroportuaire
Aeroportuaire (MSMA) dari Ecole Nationale (MSMA) from Ecole Nationale de L’Aviation
de L’Aviation Civile (ENAC), Toulouse, Civile (ENAC), Toulouse, France (1996).
Perancis (1996).
Dasar Hukum Pengangkatan Menjabat sebagai Airport Planning Group Serving as Airport Planning Group Headsince
Legal Basis of Appointment Headsejak 1 November 2016 berdasarkan 1 November 2016 by virtue of Decree
SK Direksi No. SKEP.1750/KP.07.04/2016- of Board of Directors No. SKEP.1750/
REPLC. KP.07.04/2016-REPLC.

2017 Annual Report
117
Widodo
Project Management Office Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Medan pada Born in Medan, 29 June
Place and Date of Birth/Age tanggal 29 Juni 1967. 1967.
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil dari Obtained his Bachelor of Civil Engineering
Educational Background Universitas Atmajaya, Jakarta (1994). from Universitas Mahasaraswati, Denpasar
(1994).
Dasar Hukum Pengangkatan Menjabat sebagai Project Management Serving as Project Management Office Group
Legal Basis of Appointment Office Group Head sejak 5 Agustus 2016 Head since 5 August 2016 by virtue of
berdasarkan SK Direksi No. SKEP.1253/ Decree of Board of Directors No. SKEP.1253/
KP.07.03/2016 KP.07.03/2016
Subakir
Airport Safety Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta on 6

Place and Date of Birth/Age tanggal 6 Agustus 1963. August 1963.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi dari Obtained his Bachelor of Economics Degree
Educational Background UDIKNAS, Denpasar (2002). from UDIKNAS, Denpasar (2002).
Dasar Hukum Pengangkatan Menjabat sebagai Head of Risk Management Serving as Airport Safety Group Head since
Legal Basis of Appointment and Corporate Planning sejak 4 Januari 1 August 2016 by virtue of Decree of Board
2017 berdasarkan SK Direksi nomor: of Directors No. SKEP.1178/KP.07.03/2016.
SKEP.317/KP.07.03/2017.
Dwi Tedjowati
Airport Facilities Readiness Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Yogyakarta pada Born in Yogyakarta, 5

Place and Date of Birth/Age tanggal 5 Maret 1965. March 1965.
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil dari Obtained his Bachelor of Civil Engineering
Educational Background Universitas Indonesia, Jakarta (1990) from Universitas Indonesia, Jakarta (1990).
Dasar Hukum Pengangkatan Menjabat sebagai Airport Facilities Serving as Airport Facilities Readiness
Legal Basis of Appointment Readiness Group Headsejak 5 Agustus 2016 Group Headsince 5 August 2016 by virtue of
KP.07.03/2016. KP.07.03/2016.

Dony Subardono
Airport Security Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta, 12 July
Place and Date of Birth/Age tanggal 12 Juli 1976. 1976.
Riwayat Pendidikan Memperoleh pendidikan FAA Aviation Obtained the education of FAA Aviation
Educational Background Security (1997), Senior Avsec (2007), dan Security (1997), Senior Avsec (2007), and
Aviation Security Supervisor Course (2009) Aviation Security Supervisor Course (2009)
dan Sarjana Ekonomi bidang Manajemen Bachelor of Economics in Management
pada Sekolah Tinggi Ilmu Ekonomi (STIE) at Sekolah Tinggi Ilmu Ekonomi (STIE)
Mahardika – Surabaya tahun 2017 Mahardika - Surabaya year 2017
Dasar Hukum Pengangkatan Menjabat sebagai Airport Security Group Serving as Airport Security Group Head
Legal Basis of Appointment Head sejak 23 April 2015 berdasarkan SK since 23 April 2015 by virtue of Decree
Direksi No. SKEP.702/KP.07.03/2015. of the Board of Directors No. SKEP.702/
KP.07.03/2015.
Haruman Sulaksono
Airport Operation Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Wonosobo pada Born in Wonosobo on 20

Place and Date of Birth/Age tanggal 20 Juni 1963. June 1963.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi dari Obtained his Bachelor of Economics from
Educational Background Universitas PGRI Adi Buana, Surabaya Universitas PGRI Adi Buana, Surabaya
(2001). (2001).
Dasar Hukum Pengangkatan Menjabat sebagai Airport Operation Group Serving as Airport Operation Group Head
Legal Basis of Appointment Head sejak 9 September 2016 berdasarkan since 9 September 2016 by virtue of Decree
SK Direksi No. SKEP.1501/KP.07.03/2016. of Board of Directors No. SKEP.1501/
KP.07.03/2016.
Ramdan Pradarma
Airport Services Group Head

Place and Date of Birth/Age tanggal 12 Januari 1965. January 1965.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Graduated from Bachelor Degree majoring in
Educational Background jurusan Manajemen Informatika dari Information Management from Universitas
Universitas Gunadarma, Jakarta (1992) dan Gunadarma, Jakarta (1992) and Master
gelar Magister dari Universitas Indonesia Degree from Universitas Indonesia (2013).
(2013).
Dasar Hukum Pengangkatan Menjabat sebagai Airport Services Group Serving as Airport Services Group Head
Legal Basis of Appointment Head sejak 9 September 2016 berdasarkan since 9 September 2016 by virtue of Decree
KP.07.03/2016.

2017 Annual Report
119
Imron Qodari
Human Capital Group Head

Place and Date of Birth/Age tanggal 22 November November 1970.
1970.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Graduated from Bachelor Degree majoring
Educational Background jurusan Manajemen dari IKOPIN, Jakarta in Management from IKOPIN, Jakarta (1994)
(1994) dan gelar Magister Manajemen dari and Master of Management from Universitas
Universitas Mercu Buana (2003). Mercu Buana (2003).
Dasar Hukum Pengangkatan Menjabat sebagai Human Capital Group Serving as Human Capital Group Head
Legal Basis of Appointment Head sejak 27 Agustus 2014 berdasarkan since 27 August 2014 by virtue of Decree
KP.07.03/2014.
Umar Supriyadi
General Affair Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Jakarta pada Born in Jakarta, 12 July
Place and Date of Birth/Age tanggal 12 Juli 1976. 1976.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Jurusan Obtained his Bachelor of Economics majoring
Educational Background Akutansi STIE YPUP Ujung Pandang, dan in Accounting of STIE YPUP Ujung Pandang,
Magister Manajemen Jurusan Manajemen and Master of Management majoring in
Pemasaran UPN Yogyakarta. Marketing Management UPN Yogyakarta.
Dasar Hukum Pengangkatan Menjabat sebagai General Affair Group Head Serving as General Affair Group Head since
Legal Basis of Appointment sejak 31 Agustus 2017 berdasarkan SK 31 August 2017 by virtue of Decree of Board
Direksi No. SKEP.4014/KP.07.03/2017. of Directors No. SKEP.4014/KP.07.03/2017.
Nur Sapto Winoto

Training and Development Group Head
Tempat dan Tanggal Lahir/Usia Lahir di Klaten pada Born in Klaten on 25 April
Place and Date of Birth/Age tanggal 25 April 1968. 1968.
Riwayat Pendidikan Memperoleh gelar Sarjana dari Universitas Obtained his Bachelor Degree from
Educational Background Gadjah Mada (1992) dan gelar Magister dari Universitas Gadjah Mada (1992) and Master
Institut Teknologi Bandung (1995). Degree from Institut Teknologi Bandung
(1995).
Dasar Hukum Pengangkatan Menjabat sebagai Training and Development Serving as Training and Development Group
Legal Basis of Appointment Group Head sejak 5 Agustus 2016 Head since 5 August 2016 by virtue of
KP.07.03/2016. KP.07.03/2016.

PROFIL DAN PENGEMBANGAN

KOMPETENSI KARYAWAN
Profile and Development of Employee Competency
Bagi Perseroan, human capital merupakan aset For the Company, human capital is an important
penting dalam keberlanjutan dan peningkatan asset in the sustainability and improvement of
kualitas bisnis. Perseroan senantiasa melakukan business quality. Company continuously conducts
proses rekrutmen yang mengedepankan asas- recruitment processes that promote principles
asas keterbukaan, kewajaran, dan kesetaraan of transparency, fairness and equity based on
berdasarkan kompetensi kebutuhan dan kompetensi competence of needs and competencies possessed
yang dimiliki oleh kandidat dengan memperhatikan by candidates with due regard to the availability of
ketersediaan tenaga kerja lokal/nasional. Kandidat local/national employment. Candidates who meet
yang memenuhi standar administrasi dijaring melalui the administrative standards are captured through
situs Perseroan serta iklan. Komposisi karyawan PT the Company's website as well as advertisements.
Angkasa Pura I (Persero) adalah sebagai berikut. The composition of PT Angkasa Pura I (Persero)
employees is as follows.
KOMPOSISI KARYAWAN BERDASARKAN LEVEL ORGANISASI

EMPLOYEE COMPOSITION BASED ON ORGANIZATIONAL LEVEL
Tabel Komposisi Karyawan Berdasarkan Level Organisasi (dalam satuan orang)

Employee Composition Table by Organization Level (in person denomination)
Tahun / Year Tahun / Year
Perubahan / Change
Kelas Jabatan 2017 2016
Class of Position
Total % Total % Total %
1 3 0.09 3 0.10 0 0.00
2 8 0.24 6 0.20 2 33.33
3 44 1.31 44 1.45 0 0.00
4 8 0.24 8 0.26 0 0.00
5 62 1.85 61 2.02 1 1.64
6 137 4.09 120 3.97 17 14.17
7 18 0.54 22 0.73 (4) (18.18)
8 353 10.54 346 11.44 7 2.02
9 87 2.60 79 2.61 8 10.13
10 89 2.66 106 3.50 (17) (16.04)
11 831 24.81 636 21.02 195 30.66
12 624 18.63 712 23.54 (88) (12.36)
13 441 13.16 411 13.59 30 7.30
14 188 5.61 121 4.00 67 55.37
15 444 13.25 338 11.17 106 31.36
PKWT 13 0.39 12 0.40 1 8.33
Total 3,350 3,025 325 10.74

2017 Annual Report
121
44 44
38 8 62 36 8 61
137
444 13 18 338 12
120
22
353 121 346
188
87 79
89 106
2017 2016 1 9
441 441 2 10
3 11
4 12
831 636 5 13
6 14
624 712 7 15
8 PKWT
KOMPOSISI KARYAWAN BERDASARKAN TINGKAT PENDIDIKAN

EMPLOYEE COMPOSITION BASED ON EDUCATION LEVEL
Tabel Komposisi Karyawan Berdasarkan Tingkat Pendidikan (dalam satuan orang)

Employee Composition Table by Education Level (in person denomination)
Perubahan / Change
Pendidikan 2017 2016
Education
S2 / Post-Graduate
(Magister) 99 2.96 98 3.24 1 1.02
Sarjana /
Undergraduate
(Bachelor) 950 28.36 892 29.49 58 6.50
D1 - D4 / Associate’s
Degree 655 19.55 570 18.84 85 14.91
SD – SMA /
Elementary – High
School 1,646 49.13 1,465 48.43 181 12.35
Jumlah 3,350 3,025 325 10.74
99
98
950 892
2017 2016
1,646 1,465
S2 / Post-Graduate (Magister)
Sarjana / Undergraduate (Bachelor)
655 570
D1 - D4 / Associate’s Degree
SD – SMA / Elementary – High School

KOMPOSISI KARYAWAN BERDASARKAN STATUS KEPEGAWAIAN

EMPLOYEE COMPOSITION BASED ON STATUS LEVEL
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian (dalam satuan orang)

Employee Composition Table by Status Level (in person denomination)

Perubahan / Change
Status Kepegawaian 2017 2016
Employment status
Pegawai Perusahaan/
Permanent Employee 2,818 84.12 2,654 87.74 164 6.18
PNS Diperbantukan/
Second Civil Servant 53 1.58 66 2.18 (13) (19.70)
ABRI Ditugaskan / Assigned

Military Personnel 8 0.24 9 0.30 (1) (11.11)
Honorer / Part timers 13 0.39 12 0.40 1 8.33
Calon Pegawai / Candidate 458 13.67 284 9.39 174 61.27
Jumlah 3,350 3,025 325 10.74
458 12 284
9
13
8 2,654
2,818 66
53
Pegawai Perusahaan
Permanent Employee
2017 2016 PNS Diperbantukan
Second Civil Servant
ABRI Ditugaskan
Assigned Military Personnel
Honorer
Part timers
Calon Pegawai
Candidate
KOMPOSISI KARYAWAN BERDASARKAN RENTANG USIA

EMPLOYEE COMPOSITION BASED ON AGE GROUP
Tabel Komposisi Karyawan Berdasarkan Rentang Usia (dalam satuan orang)

Employee Composition Table by Age Group (in person denomination)
Rentang Usia Tahun / Year Tahun / Year

Perubahan / Change
Age Group 2017 2016
>56 6 0.18 5 0.17 1 20.00
51-56 427 12.75 467 15.44 (40) (8.57)
46-50 295 8.81 307 10.15 (12) (3.91)
41-45 364 10.87 347 11.47 17 4.90

2017 Annual Report
123
Rentang Usia Tahun / Year Tahun / Year

Perubahan / Change
Age Group 2017 2016
36-40 388 11.58 362 11.97 26 7.18
31-35 527 15.73 487 16.10 40 8.21
26-30 794 23.70 692 22.88 102 14.74
21-25 521 15.55 353 11.67 168 47.59
<20 28 0.84 5 0.17 23 460.00
Jumlah 3,350 3,025 325 10.74
65 4 366 55
353 467
645
305 307
2017 347
2016
347
752 692 >56 31-35
51-56 26-30
46-50 21-25
367 362
41-45 <20
499 487
36-40
KOMPOSISI KARYAWAN BERDASARKAN MASA KERJA

EMPLOYEE COMPOSITION BASED ON WORKING PERIOD
Tabel Komposisi Karyawan Berdasarkan Masa Kerja (dalam satuan orang)

Employee Composition Table by Working Period (in person denomination)
Masa Kerja Tahun / Year 2017 Tahun / Year 2016 Perubahan
Jumlah % Jumlah % Jumlah %
>30 43 1.28 61 2.02 (18) (29.51)
26-30 284 8.48 282 9.32 2 0.71
21-25 384 11.46 381 12.60 3 0.79
16-20 410 12.24 532 17.59 (122) (22.93)
11-15 417 12.45 233 7.70 184 78.97
6-10 420 12.54 506 16.73 (86) (17.00)
0-5 1,392 41.55 1,030 34.05 362 35.15
Jumlah 3,350 3,025 325 10.74

43 256 61 282
381
325
1,497 1,030
2017 2016
493 532
>30 11-15
26-30 6-10
237 233
21-25 0-5
498 506
16-20
KOMPOSISI KARYAWAN BERDASARKAN GENDER

EMPLOYEE COMPOSITION BASED ON GENDER
Tabel Komposisi Karyawan Berdasarkan Gender (dalam satuan orang)

Employee Composition Table by Gender (in person denomination)
Gender Tahun 2017 Tahun 2016 Perubahan
Jumlah % Jumlah % Jumlah %
Laki- Laki 2,562 76.48 2,323 76.79 239 10.29
Perempuan 788 23.52 702 23.21 86 12.25
Total 3,350 3,025 325 10.74
702
788
2017 2016
2,562 2,323 Laki-laki / Male
Perempuan / Female

2017 Annual Report
125
PENGEMBANGAN KOMPETENSI DEVELOPMENT OF EMPLOYEE

KARYAWAN COMPETENCY
POLICY
KEBIJAKAN
PT Angkasa Pura I (Persero) telah melaksanakan PT Angkasa Pura I (Persero) has conducted various
berbagai kegiatan pelatihan, sebagai implementasi training activities, as the implementation of
program pengembangan karyawan. Kegiatan employee development program. Training activities
pelatihan dilaksanakan sesuai dengan kebututuhan are conducted in accordance with the needs of
karyawan dan pengembangan bisnis Perseroan. employees and business development of the
Seluruh karyawan dalam level organisasi memiliki Company. All employees at level the organizational
kesempatan yang sama dalam pelaksanaan level have equal opportunity in the implementation
pengembangan karyawan. Program pelatihan of employee development. The training programs
yang dilaksanakan juga sangat beragam mengikuti implemented also vary greatly according to the
kebutuhan unit-unit terkait di Perseroan. Selama needs of the related units in the Company. During
tahun 2017, program diklat yang dilaksanakan 2017, the Company's training programs cover 6
Perseroan mencakup 6 jenis program dengan total types of programs with a total of 3,799 participants
peserta sebanyak 3.799 peserta di berbagai level at various level of office, increasing from 2016 to
jabatan, mengalami peningkatan dibandingkan 3,301 participants.
tahun 2016 yang berjumlah 3.301 peserta.
PENGEMBANGAN KOMPETENSI
Tabel Pengembangan Kompetensi Berdasarkan Level Jabatan Tahun 2017

Competency Development Table Based on Position Level Year 2017
No. LEVEL JABATAN PROGRAM PELATIHAN TUJUAN PELATIHAN JUMLAH PESERTA

POSITION LEVEL TRAINING PROGRAM TRAINING OBJECTIVE NUMBER OF PARTICIPANT
1 Direksi AMPAP Online Course - Dalam rangka menambah pengetahuan dan 1

The Board of Airport Operations, Safety kemampuan di bidang industri penerbangan,
Directors and Security / AMPAP dan untuk melanjutkan AMPAP hingga diperoleh
Online Course - Airport gelar IAP (International Airport Professional) /
Operations, Safety and In order to increase the knowledge and ability in
Security the aviation industry, and to continue the AMPAP
to upgrade the title to IAP (International Airport
Professional)
2 Direksi Smart Airport 2017 Dalam rangka mendorong pencapaian visi 1

The Board of "Preparing For 2030 and perusahaan yaitu Menjadi Salah Satu Dari 10
Directors Beyond" / “Preparing For Perusahaan Pengelola Bandar Udara Terbaik di
2030 and Beyond” 2017 Asia, melalui kepemimpinan yang berani dan
Smart Airport memiliki pandangan yang objektif tentang masa
depan kebandarudaraan / In order to encourage
the achievement of the company’s vision of
Being One Of The 10 Best Airport Management
Companies in Asia, through bold leadership and
objective view of the future of the airport
3 Direksi Regional Airports Dalam rangka mendorong pencapaian visi 1

The Board of Development 2017 / perusahaan yaitu Menjadi Salah Satu Dari 10
Directors 2017 Regional Airports Perusahaan Pengelola Bandar Udara Terbaik di
Development Asia, melalui kepemimpinan yang berani dan
memiliki pandangan yang objektif tentang masa


4 Group Head Pelatihan ACI Airport Dalam rangka membekali pegawai untuk 2
Group Head Revenue Generation memahami model bisnis Non Aeronautika dalam
ACI Airport Revenue upaya mengembangkan inovasi layanan non
Generation Training konvensional kepada pengguna jasa bandara,
dan untuk mengembangkan strategi pemasaran
terhadap metode pendapatan yang optimal
dalam menentukan sasaran pelanggan / In
order to equip employees to understand the
non-aeronautical business model in an effort to
develop non-conventional service innovations to
airport service users, and to develop marketing
strategies for optimal revenue methods in
determining customer goals
5 Group Head ASM - Fundamental of Memberikan pengetahuan kepada pegawai di 1

Group Head Route Development / ASM Unit Aviation Marketing terkait pengembangan
- Fundamental of Route route baru di bandara kepada maskapai untuk
Development ekspansi bisnis bandara di sisi pemasaran aviasi.
/ Providing knowledge for employees at Aviation
Marketing Unit related to the development of
new routes at the airport to airlines for airport
business expansion on the aviation marketing
side.
6 Group Head Pelatihan Sistem Peserta pelatihan akan mampu memiliki wawasan 9
Group Head Pengendalian Internal pengendalian internal agar dalam pelaksanaan
Untuk Manager Non pekerjaan sesuai dengan peraturan perusahaan,
Auditor / Internal Control efektif dan efisien, tepat waktu dan lebih cepat
System Training for Non- terselesaikan / The training participants will be
Auditor Manager able to have internal control insight so that in
the implementation of work it is in accordance
with company regulations, effective and efficient,
timely and quicker resolve
7 Group Head Workshop Training Needs Unit Training mampu menghasilkan program 1
Group Head Analysis / Workshop of pembelajaran yang berarti dan memberikan
Training Needs Analysis kontribusi nyata untuk memetakan kebutuhan,
memilih solusi , melakukan eksekusi rencana
sampai kepada evaluasi suatu program
pelatihan. / Training Units are able to produce
meaningful learning programs and make tangible
contributions to map needs, select solutions,
execute plans to evaluate a training program.
8 Group Head Training Interpretasi Agar peserta pelatihan mampu memahami 10

Group Head Kriteria Penilaian Kinerja tentang konsep Kriteria Penilaian Kinerja Unggul
Unggul (KPKU) Batch II / (KPKU) termasuk mampu membuat laporan dan
Training on Interpretation penggunaan sistem penilaian KPKU / In order to
of Excellent Performance make the trainees to be able to understand about
Evaluation Criteria (KPKU) the concept of Excellent Performance Evaluation
Batch II Criteria (KPKU) including making report and using
KPKU scoring system
9 Group Head Pelatihan The Corporate Mempersiapkan para pimpinan muda dan madya 4
Group Head Executive Empowering / PT. Angkasa Pura 1 menuju kelas dunia dan
The Corporate Executive membentuk jiwa kepemimpinan berbasis kearifan
Empowering Training lokal serta selaras dengan kebudayaan Indonesia
dan menciptakan pemimpin yang memiliki
rasa syukur, iklas dan sebagai pemimpin yang
melayani / Preparing young and senior leaders
of PT. Angkasa Pura 1 towards world class and
shaping the spirit of leadership based on local
wisdom and in harmony with Indonesian culture
and creating grateful and sincere serving leaders

2017 Annual Report
127

10 Group Head Workshop Coaching and Mampu mengimplementasikan kegiatan coaching 8

Group Head Mentoring Batch I - IV / dan Mentoring di unit kerjanya masing-masing
Workshop of Coaching and melalui komunikasi yang efektif dalam upaya
Mentoring Batch I - IV pengembangan SDM, sehingga memberikan
solusi untuk setiap masalah kinerja baik di
lingkup unit maupun perusahaan. / Able to
implement Coaching and Mentoring activities
in their respective work units through effective
communication due to the efforts for the
development of human resource, thus providing
solutions for every performance problem both in
unit and company scope.
11 Group Head Workshop Tunas Integritas Agar peserta pelatihan mampu 8

Group Head Batch V Tahun 2017 / mengimplementasikan, menganalisa,
Workshop on Seed of mengevaluasi dan memberikan rekomendasi
Integrity Batch V Year manajemen compliance khususnya terkait
2017 program pengendalian gratifikasi dan
pembangunan Sistem Integritas pada setiap
proses bisnis di Perusahaan, serta mampu
melakukan "transfer knowledge" kepada personil
lainnya. / To enable trainees to implement,
analyze, evaluate and give recommendations
on compliance management particularly related
to gratification control and Integrity System
development program in every business process
in Company, and able to transfer knowledge to
other personnel.
12 Group Head The Leadership Mempersiapkan pemimpin satu level dibawah 7

Group Head Empowerement Program Direksi (calon Direksi) yang mampu menjadi
Executive Leader / The innovator dengan melakukan identifikasi
Leadership Empowerment kekhasan daerah atau bisnis masing masing
Program Executive Leader dengan mengaitkan terhadap kondisi market
bisnis kedepan dengan bekerjasama dengan
stakeholder baik internal maupun eksternal
sehingga nantinya diharapkan peserta mampu
menjadi pelopor implementasi produk-produk
strategis untuk menjadi keunggulan perusahaan
secara global / Prepare a one level under the
Board of Directors leader (candidate of Board of
Directors) who is able to become an innovator
by identifying the uniqueness of each region or
business by linking to business market condition
in the future by cooperating with internal and
external stakeholder so that in the future the
participants are expected to be the pioneer of the
implementation of strategic products to become a
globally excellent company
13 Group Head Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 18
Tahun 2017 / Training pegawai dalam hal pengembangan potensi diri
onPre-Retirement Year dan kemampuan mengelola permasalahan setelah
2017 pensiun / In order to prepare the retirement of
employees in terms of potential self-development
and ability to manage problems after retirement


14 General Manager Pelatihan ACI Airport Dalam rangka membekali pegawai untuk 1
General Manager Revenue Generation / ACI memahami model bisnis Non Aeronautika dalam
Airport Revenue Generation upaya mengembangkan inovasi layanan non
Training konvensional kepada pengguna jasa bandara,
15 General Manager Regional Airports Dalam rangka mendorong pencapaian visi 1

General Manager Development 2017 / perusahaan yaitu Menjadi Salah Satu Dari 10
2017 Regional Airports Perusahaan Pengelola Bandar Udara Terbaik Di
16 General Manager Pelatihan Sistem Peserta pelatihan akan mampu memiliki wawasan 15
General Manager Pengendalian Internal pengendalian internal agar dalam pelaksanaan
Untuk Manager Non pekerjaan sesuai dengan peraturan perusahaan,
Auditor / Internal Control efektif dan efisien, tepat waktu dan lebih cepat
System Training for Non- terselesaikan / The training participants will be
Auditor Manager able to have internal control insight so that in
the implementation of work it is in accordance
with company regulations, effective and efficient,
timely and quicker resolve
17 General Manager Workshop Coaching and mampu mengimplementasikan kegiatan coaching 4

General Manager Mentoring Batch I - IV / dan Mentoring di unit kerjanya masing-masing
18 General Manager Workshop Tunas Integritas Agar peserta pelatihan mampu 8

General Manager Batch V Tahun 2017 / mengimplementasikan, menganalisa,
other personnel.

2017 Annual Report
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19 General Manager The Leadership Mempersiapkan pemimpin yang mampu menjadi 10

Empowerement Program innovator dengan melakukan identifikasi
Executive Leader / The kekhasan daerah atau bisnis masing masing
Leadership Empowerment dengan mengaitkan terhadap kondisi market
Program Executive Leader bisnis kedepan dengan bekerjasama dengan
stakeholder baik internal maupun eksternal
sehingga nantinya diharapkan peserta mampu
menjadi pelopor implementasi produk-produk
strategis untuk menjadi keunggulan perusahaan
secara global / Prepare a leader who is able
to become an innovator by identifying the
uniqueness of each region or business by
linking to business market condition in the
future by cooperating with internal and
external stakeholder so that in the future the
participants are expected to be the pioneer of the
implementation of strategic products to become a
globally excellent company
20 General Manager Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 1
Tahun 2017 / Training on pegawai dalam hal pengembangan potensi diri
Pre-Retirement Year 2017 dan kemampuan mengelola permasalahan setelah
pensiun / In order to prepare the retirement of
21 Department Head Pelatihan ACI Airport Dalam rangka membekali pegawai untuk 12
Department Head Revenue Generation / ACI memahami model bisnis Non Aeronautika dalam
22 Department Head Pelatihan Airport User Dalam rangka meningkatkan pengetahuan 7

Department Head Charge / Airport User pegawai terkait kebijakan dan penerapan airport
Charge Training charges yang berlaku dalam ruang lingkup
internasional, guna mendukung proses bisnis
perusahaan dalam bidang non aviasi / In order
to improve staff knowledge related to the policy
and the applicable international charges within
international scope, to support company business
process in non aviation field
23 Department Head Regional Airports Dalam rangka mendorong pencapaian visi 1

Department Head Development 2017 / perusahaan yaitu Menjadi Salah Satu Dari 10
2017 Regional Airports Perusahaan Pengelola Bandar Udara Terbaik Di


24 Department Head ASM - Fundamental of Memberikan pengetahuan kepada pegawai di 1

Department Head Route Development / ASM Unit Aviation Marketing terkait pengembangan
- Fundamental of Route rute baru di bandara kepada maskapai untuk
Development ekspansi bisnis bandara di sisi pemasaran aviasi.
/ Providing knowledge for employees at Aviation
Marketing Unit related to the development of
new routes at the airport to airlines for airport
business expansion on the aviation marketing
side.
25 Department Head Executive Aviation Mempersiapkan calon-calon peserta assessment 22

Department Head Succession Program untuk satu tingkat di bawah Direksi dalam
/ Executive Aviation menghadapi proses macam-macam bentuk
Succession Program assessment yang akan diikuti / Prepare the one
level below the Board of Directors assessment
candidates in facing the various types of
assessment process to be followed
26 Department Head Pelatihan Pertolongan Memberikan pengetahuan dan keterampilan 1

Department Head Pertama Pada Kecelakaan kepada pegawai (Dept. Head) terkait teknik
(P3K) / First Aid (P3K) Pertolongan Pertama Pada Kecelakaan (P3K)
Training khususnya di lingkungan kerja Bandar Udara
serta memberikan coaching kepada pegawai
di unit kerjanya. / Providing knowledge and
skills to employees (Dept. Head) related First
Aid (P3K) Technique particularly in Airport
work environment and delivering coaching to
employees at their work units.
27 Department Head Pelatihan The Power of Agar peserta dapat mengetahui potensi dirinya 1
Department Head Empathy / The Power of sehingga dapat meningkatkan pelayanan dan
Empathy Training memiliki empati terhadap lingkungan kerjanya
/ In order to make the participants to know
their potential to improve the service and have
empathy towards their work environment
28 Department Head Workshop Training Needs Unit Training mampu menghasilkan program 4
Department Head Analysis / Workshop of pembelajaran yang berarti dan memberikan
29 Department Head Pelatihan Penagihan Yang Peserta dapat menerapkan metode dan tahapan 1
Department Head Efektif dan Penyusunan pelaksanaan penagihan piutang yang efektif serta
Standard Operating menerapkan teknik-teknik dalam penyusunan
Procedure (SOP) Terkait SOP terkait Virtual Account dan Automatic
Virtual Account dan Clearing dengan tepat / Participants can apply
Automatic Clearing / the methods and stages of the implementation
Training on Effective of effective collection of accounts receivable
Billing and Preparation and apply techniques in the preparation of SOP
of Standard Operating related Virtual Account and Automatic Clearing
Procedures (SOP) Related appropriately
Virtual Accounts and
Automatic Clearing

2017 Annual Report
131

30 Department Head Pelatihan Investigasi K3 Memberikan pengetahuan dan keterampilan 7

Department Head Sertifikasi BNSP / Training kepada pegawai di Unit Kerja Airport Safety
on BNSP Certification K3 (Dept. Head) terkait teknik investigasi dan
Investigation penanganan kecelakaan kerja yang mungkin
dapat terjadi di lingkungan kerja bandar udara,
dengan sertifikasi dari BNSP serta memberikan
coaching kepada pegawai di unit kerjanya terkait
investigasi K3. / Providing knowledge and skills
to employees at the Airport Safety Unit (Dept.
Head) related to investigation and work accident
techniques that may occur in the airport working
environment, with certification from BNSP and
providing coaching to employees in their work
units related to K3 investigation.
31 Department Head Training Interpretasi Agar peserta pelatihan mampu memahami 15

Department Head Kriteria Penilaian Kinerja tentang konsep Kriteria Penilaian Kinerja Unggul
Unggul (KPKU) Batch II / (KPKU) termasuk mampu membuat laporan dan
Training on Interpretation penggunaan sistem penilaian KPKU / In order to
Batch II Criteria (KPKU) including making report and using
KPKU scoring system
32 Department Head Pelatihan The Corporate Mempersiapkan para pimpinan Angkasa Pura 4
Department Head Executive Empowering / I menuju kelas dunia dan membentuk jiwa
The Corporate Executive kepemimpinan berbasis kearifan lokal serta
Empowering Training selaras dengan kebudayaan Indonesia dan
menciptakan pemimpin yang memiliki rasa
syukur, iklas dan sebagai pemimpin yang
melayani / Preparing Angkasa Pura I towards
world class and shaping the spirit of leadership
based on local wisdom and in harmony with
Indonesian culture and creating grateful and
sincere serving leaders
33 Department Head Workshop Coaching and Mampu mengimplementasikan kegiatan Coaching 74

Department Head Mentoring Batch I - IV / dan Mentoring di unit kerjanya masing-masing


34 Department Head Pelatihan Quality Memberikan pengetahuan dan keterampilan 2

Department Head Management Sistem ISO kepada pegawai di Unit Kerja Quality and
9001:2015 Tahun 2017 Risk Management (Dept. Head, Section Head,
/ Training on Quality dan Officer) terkait teknik mengelola kualitas
Management System ISO manajemen kerja perusahaan baik di Kantor
9001:2015 Year 2017 Pusat dan Kantor Cabang serta melakukan audit
atas manajemen kualitas kerja perusahaan
tersebut sesuai dengan standar ISO 9001:2015,
dan bertanggung jawab kepada General
Manager Bandar Udara terkait manajemen
kualitas pelayanan dan operasi bandar udara.
/ Providing knowledge and skills to employees
in the Quality Work Unit and Risk Management
(Dept. Head, Section Head, and Officer) related
to the technique of managing the quality of the
company’s work management both at Head Office
and Branch Office and conducting audit on the
company’s management of work performance
quality in accordance with ISO 9001:2015, and
responsible to the General Manager of the Airport
related to service quality management and
airport operations.
35 Department Head Pelatihan Pelaporan Dalam rangka memberikan pengetahuan 1

Department Head Pengelolaan dan tentang tindakan pengelolaan dan pemantauan
Pemantauan Lingkungan / lingkungan sesuai dengan Peraturan Pemerintah
Training on Environmental No. 27 Tahun 2012 sebagai salah satu instrumen
Management and dalam pengendalian dampak lingkungan hidup /
Monitoring Reporting In order to provide knowledge on environmental
management and monitoring actions in
accordance with Government Regulation No.
27 Year 2012 as one of the instruments in
controlling living environmental impact
36 Department Head Pelatihan Dasar-Dasar Dalam rangka memberikan pengetahuan tentang 1

Department Head AMDAL / Training on upaya pengendalian dampak lingkungan hidup
AMDAL Basics tehadap aktifitas pembangunan, seperti yang
telah diatur dalam Peraturan Pemerintah No.
27 Tahun 2012 / In order to provide knowledge
on efforts to control the living environmental
impacts of infrastructure activities, as set out in
Government Regulation No. 27 Year 2012
37 Department Head Workshop Tunas Integritas Agar peserta pelatihan mampu 9

Department Head Batch V Tahun 2017 / mengimplementasikan, menganalisa,
other personnel.

2017 Annual Report
133

38 Department Head Pelatihan Enterprise Risk Untuk meningkatkan wawasan, pengetahuan, 4

Department Head Management (ERM) / dan kompetensi para peserta mengenai
Training on Enterprise Risk Penerapan Enterprise Risk Management dan
Management (ERM) Maturity Measurement. Sebagai persiapan
untuk mendapatkan Sertifikasi Manajemen
Risiko (Certified Risk Professional) dari Lembaga
Sertifikasi Profesi Pasa Modal (LSPPM) dan Badan
Nasional Sertifikasi Profesi (BNSP) Republik
Indonesia. / To increase participants’ insight,
knowledge, and competence on the Application
of Enterprise Risk Management and Maturity
Measurement. In preparation for obtaining the
Certified Risk Professional from the Capital
Market Profession Certification Institution
(LSPPM) and National Agency of Professional
Certification (BNSP) of the Republic of Indonesia.
39 Department Head Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 19
Department Head Tahun 2017 / Training on pegawai dalam hal pengembangan potensi diri
40 Department Head Airline Management and Memberikan pengetahuan tentang manajemen 7

Department Head Route Development / Airline rute bandar udara dan pengembangannya,
Management and Route sebagai dasar penyusunan pengajuan rute bandar
Development udara yang baru kepada airline (maskapai), serta
memberikan coaching kepada Dept. Head Officer
di unit kerjanya terkait penyusunan proposal
rute bandara yang potensial bernilai jual untuk
dipresentasikan kepada airline dan General
Manager Bandar Udara. / Provides knowledge of
airport route management and its development,
as the basis for the preparation of new airport
routes for airlines, as well as to provide coaching
to the Dept. Head Officer in his work unit related
to the preparation of proposals of potential
airport routes worth selling to be presented to
airline and General Manager of Airport.
41 Section Head Pelatihan ACI Airport Dalam rangka membekali pegawai untuk 7
Section Head Revenue Generation / ACI memahami model bisnis Non Aeronautika dalam
42 Section Head Pelatihan Airport User Dalam rangka meningkatkan pengetahuan 13

Section Head Charge / Airport User pegawai terkait kebijakan dan penerapan airport
perusahaan dalam bidang non aviasi / In order
to improve staff knowledge related to the policy
and the applicable international charges within
international scope, to support company business
process in non aviation field


43 Section Head AMPAP Online Course - Dalam rangka menambah pengetahuan dan 3
Section Head Airport Operations, Safety kemampuan di bidang industri penerbangan, dan
and Security / AMPAP untuk melanjutkan AMPAP hingga di peroleh
Online Course - Airport gelar IAP (International Airport Professional) / In
Operations, Safety and order to increase the knowledge and ability in
Security the aviation industry, and to continue the AMPAP
to upgrade the title to IAP (International Airport
Professional)
44 Section Head Diklat Nubikara Tahun Dalam rangka meningkatkan kompetensi dan 1
Section Head 2017 / Nubikara Training skill personil dalam penanganan dan bahaya
Year 2017 ancaman nuklir, biologi, kimia dan radioaktif. / In
order to improve the competence and skill of the
personnel in the handling and danger of nuclear,
biological, chemical and radioactive threats.
45 Section Head Pelatihan Pertolongan Memberikan pengetahuan dan keterampilan 6

Section Head Pertama Pada Kecelakaan kepada pegawai (Section Head) terkait teknik
serta memberikan coaching kepada pegawai
di unit kerjanya. / Providing knowledge and
skill to the employee (Section Head) related to
First Aid (P3K) technique particularly in airport
work environment and providing coaching to
employees in the work unit.
46 Section Head Enhancement Program Peserta diharapkan dapan menjelaskan point 29

Section Head of Airport Management utama dari bisnis proses di PT. Angkasa Pura I
Knowledge / Enhancement dan arah tren dari manajemen bandara terkini
Program of Airport / Participants are expected to explain the main
Management Knowledge points of business process at PT. Angkasa Pura
I and the trend direction of the latest airport
management
47 Section Head Pelatihan Membangun Membentuk dan mempersiapkan Sumber Daya 3

Section Head Corporate Culture dan Manusia agar mampu menjadi SDM yang andal
Etika Bisnis / Training on dan cakap dan berkualitas, beretika dan memiliki
Building Corporate Culture inovasi dan inisiatif kerja yang tinggi serta
and Business Ethics memiliki etos kerja dengan semangat melayani,
semangat juang berlandaskan Visi, Misi dan
Budaya Perusahaan / Establish and prepare
Human Resources to be able to become reliable,
competent, and qualified human resources, ethical
and have innovation and high work initiative
and have a work ethic with the spirit of serving,
the spirit of fight based on Vision, Mission and
Corporate Culture
48 Section Head Workshop Tunas Integritas Agar peserta pelatihan mampu 16

Section Head Batch IV Tahun 2017 / mengimplementasikan, menganalisa,
Integrity Batch IV Year manajemen compliance khususnya terkait
melakukan transfer knowledge kepada personil
other personnel.

2017 Annual Report
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49 Section Head Pelatihan The Power of Agar peserta dapat mengetahui potensi dirinya 8
Section Head Empathy / The Power of sehingga dapat meningkatkan pelayanan dan
Empathy Training memiliki empati terhadap lingkungan kerjanya/ In
order for the participants to know their potential
to improve the service and have empathy
towards their work environment
50 Section Head Training Fundamental Mampu mengimplementasikan prinsip-prinsip, 5

Section Head ISO 31000 Manajemen kerangka, dan proses Manajemen Risiko ISO
Risiko / Training on 31000 termasuk melakukan Risk Assessment
Fundamental ISO 31000 pada setiap proses bisnis di perusahaan / Able
Risk Management to implement ISO 31000 Risk Management
principles, frameworks and processes including
conducting Risk Assessment on every business
process in the company
51 Section Head Training Mastering Mampu memahami Cobit dan IT Governace, 11

Section Head Cobit Fundamental : 4.1 menjelaskan kerangka kerja dan komponen Cobit,
Best Practice / Training menerapkan Cobit dan aplikasi-aplikasinya dan
on Mastering Cobit menganalisa permasalahan terkait tata kelola
Fundamental : 4.1 Best IT di tempat kerja masing-masing / Able to
Practice understand Cobit and IT Governace, describes
Cobit’s framework and components, implements
Cobit and its applications and analyzes issues
related to IT governance in each workplace
52 Section Head Pelatihan Strategi Peserta dapat menyusun proyeksi keuangan 16

Section Head Perencanaan dan Evaluasi PT. Angkasa Pura I secara lengkap, memahami
Keuangan Perusahaan valuasi dengan metode free cashflow dan EVA,
/ Training on Corporate menghitung biaya modal (Weight Average
Financial Planning and Cost of Capital /WACC) dan struktur modal di
Evaluation Strategy PT Angkasa Pura I. / Participants can develop
financial projections of PT. Angkasa Pura I
comprehensively understands the valuation with
free cashflow and EVA method, calculates the
capital cost (Weight Average Cost of Capital /
WACC) and capital structure in PT Angkasa Pura I.
53 Section Head Workshop Training Needs Unit Training mampu menghasilkan program 3
Section Head Analysis / Workshop on pembelajaran yang berarti dan memberikan
memilih solusi, melakukan eksekusi rencana
54 Section Head Pelatihan Penagihan Yang Peserta dapat menerapkan metode dan tahapan 13
Section Head Efektif dan Penyusunan pelaksanaan penagihan piutang yang efektif serta
Standard Operating menerapkan teknik-teknik dalam penyusunan
Procedure (SOP) Terkait SOP terkait Virtual Account dan Automatic
Virtual Account dan Clearing dengan tepat / Participants can apply
Automatic Clearing / the methods and stages of the implementation
Training on Effective of effective collection of accounts receivable
Billing and Preparation and apply techniques in the preparation of SOP
of Standard Operating related Virtual Account and Automatic Clearing
Procedures (SOP) Related appropriately
Virtual Accounts and
Automatic Clearing


55 Section Head Pelatihan Investigasi K3 Memberikan pengetahuan dan keterampilan 8

Section Head Sertifikasi BNSP / Training kepada pegawai di Unit Kerja Airport Safety
on BNSP Certification K3 (Section Head) terkait teknik investigasi dan
Investigation penanganan kecelakaan kerja yang mungkin
dengan sertifikasi dari BNSP serta memberikan
coaching kepada pegawai di unit kerjanya
terkait investigasi K3./ Providing knowledge and
skills to employees at the Airport Safety Work
Unit Airport Safety (Section Head) related to
investigation and work accident techniques that
may occur in the airport working environment,
with certification from BNSP and providing
coaching to employees in their work units related
to K3 investigation.
56 Section Head Training Interpretasi Agar peserta pelatihan mampu memahami 3

Section Head Kriteria Penilaian Kinerja tentang konsep Kriteria Penilaian Kinerja Unggul
Unggul (KPKU) Batch I / (KPKU) termasuk mampu membuat laporan dan
Training onInterpretation penggunaan sistem penilaian KPKU / In order to
Batch I Criteria (KPKU) including making report and using
KPKU scoring system
57 Section Head Pelatihan The Corporate Mempersiapkan para pimpinan Angkasa Pura 12
Section Head Executive Empowering / 1 menuju kelas dunia dan membentuk jiwa
Training on The Corporate kepemimpinan berbasis kearifan lokal serta
Executive Empowering selaras dengan kebudayaan Indonesia dan
menciptakan pemimpin yang memiliki rasa
syukur, ikhlas dan sebagai pemimpin yang
melayani / Preparing Angkasa Pura 1 towards
world class and shaping the spirit of leadership
based on local wisdom and in harmony with
Indonesian culture and creating grateful and
sincere serving leaders
58 Section Head Workshop Coaching and Mampu mengimplementasikan kegiatan Coaching 34

Section Head Mentoring Batch I - IV / dan Mentoring di unit kerjanya masing-masing
59 Section Head Pelatihan Pelaporan Dalam rangka memberikan pengetahuan 3

Section Head Pengelolaan dan tentang tindakan pengelolaan dan pemantauan
Training on Environmental No. 27 Tahun 2012 sebagai salah satu instrumen
Management and dalam pengendalian dampak lingkungan hidup /
Monitoring Reporting In order to provide knowledge on environmental
management and monitoring actions in
accordance with Government Regulation No.
27 Year 2012 as one of the instruments in
controlling living environmental impact

2017 Annual Report
137

60 Section Head Pelatihan Dasar-Dasar Dalam rangka memberikan pengetahuan tentang 5

Section Head AMDAL / Training on upaya pengendalian dampak lingkungan hidup
AMDAL Basics tehadap aktifitas pembangunan, seperti yang
telah diatur dalam Peraturan Pemerintah No.
27 Tahun 2012 / In order to provide knowledge
on efforts to control the living environmental
impacts of infrastructure activities, as set out in
Government Regulation No. 27 Year 2012
61 Section Head Pelatihan Enterprise Risk Untuk meningkatkan wawasan, pengetahuan, 12

Section Head Management (ERM) / dan kompetensi para peserta mengenai
Training on Enterprise Risk Penerapan Enterprise Risk Management dan
untuk mendapatkan Sertifikasi Manajemen
Sertifikasi Profesi Pasa Modal (LSPPM) dan Badan
Nasional Sertifikasi Profesi (BNSP) Republik
Indonesia. / To increase participants’ insight,
knowledge, and competence on the Application
of Enterprise Risk Management and Maturity
Measurement. In preparation for obtaining the
Certified Risk Professional from the Capital
Market Profession Certification Institution
(LSPPM) and National Agency of Professional
Certification (BNSP) of the Republic of Indonesia.
62 Section Head Pelatihan Pengadaan Agar peserta pelatihan mampu melaksanakan 12

Section Head Barang dan atau Jasa Batch pengadaan barang/jasa yang dibutuhkan untuk
I dan Batch II / Training mendukung operasional perusahaan sesuai
on Procurement of Goods dengan pedoman yang berlaku / In order to make
and or Services Batch I and the training participants to be able to carry out
Batch II the procurement of goods / services needed to
support the company’s operations in accordance
with applicable guidelines
63 Section Head Standar Profesi Legal and Agar peserta pelatihan mampu melaksanakan 10
Section Head Compliance 2017 / Legal fungsi dan tugasnya dengan tepat pada saat
Profession Standards and unit Legal dan Compliance di PT Angkasa Pura I
Compliance 2017 (Persero) / In order to make the trainees perform
their functions and duties properly at the time of
the Legal and Compliance unit at PT. Angkasa Pura
I (Persero)
64 Section Head Pelatihan Sertifikasi Agar peserta pelatihan dapat mengenali, 1

Section Head Pengelolaan Arsip Dinamis memeriksa, mengontrol, menyimpan dan
dan Elektronik / Training menyajikan seluruh dokumen untuk menunjang
on Certification for kelancaran bisnis perusahaan sesuai dengan
Dynamic and Electronic kebijakan dan peraturan-peraturan yang sudah
Archive Management diatur oleh Lembaga Arsip Nasional Republik
Indonesia (ANRI) serta berhasil mengikuti
kegiatan sertifikasi yang diselenggarakan oleh
Lembaga Arsip Nasional Republik Indonesia
(ANRI) / To enable the trainees to recognize,
examine, control, store and present all documents
to support the business fluency of the company in
accordance with the policies and regulations that
have been arranged by the National Archives of
Indonesia (ANRI) and successfully participate in
certification activities organized by the National
Archives of Indonesia (ANRI)
65 Section Head Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 40
Section Head Tahun 2017 / Training on pegawai dalam hal pengembangan potensi diri


66 Section Head Diklat Junior Airport Membentuk kompetensi manajerial dan 15

Section Head Management Batch I Tahun kepemimpinan yang bisa diandalkan dalam
2017 / Training on Junior memimpin di tingkat operasional pada level
Airport Management Batch manajerial tingkat muda hingga mampu menjadi
I Year 2017 pemimpin secara efektif pada situasi yang
senantiasa berubah di lingkungan setingkat
unit kerja “section” pada jabatan struktural
di lingkungan PT Angkasa Pura I (Persero). /
Establish reliable managerial and leadership
competencies in leading at the operational level
at a young level of managerial level to be able
to be officially effective leaders in constantly
changing situations at the level of work unit
environment as “section” in structural positions
within the PT Angkasa Pura I (Persero).
67 Section Head Refreshing Course dan Membentuk kompetensi manajerial dan 4

Section Head Ujian Perpanjangan Lisensi kepemimpinan yang bisa diandalkan dalam
Personil Senior Aviation memimpin di tingkat operasional pada level
Security / Refreshing manajerial tingkat muda hingga mampu menjadi
Course and Renewal of pemimpin secara efektif pada situasi yang
Senior Aviation Security senantiasa berubah di lingkungan setingkat
Personnel License Test unit kerja “section” pada jabatan struktural
di lingkungan PT Angkasa Pura I (Persero). /
Establish reliable managerial and leadership
at a young level of managerial level to be able
to be officially effective leaders in constantly
changing situations at the level of work unit
environment as “section” in structural positions
within the PT Angkasa Pura I (Persero).
68 Section Head Refreshing Course dan Memberikan penyegaran pengetahuan dan 6

Section Head Perpanjangan Senior PKP- kompetensi dasar kepada pegawai di unit PKP
PK / Refreshing Course and - PK Bandar Udara tingkat Senior (sebagai salah
Senior PKP-PK Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
dan memastikan pegawai ybs. memperpanjang
masa berlaku lisensi-nya untuk menjalankan
tugasnya sebagai Airport Rescue and Fire
Fighting Officer di unit kerjanya sesuai dengan
Peraturan Direktorat Keamanan Penerbangan
Pusat. / Provides a refresher basic knowledge
and competence to employees at the senior level
PKP - PK Airport unit (as one of the requirements
for the PKP - PK license renewal exam) and
ensures the relevant employee renew the term
of the license to perform the duties as an Airport
Rescue and Fire Fighting Officer in its work unit
in accordance with the Directorate of Central
Aviation Security Regulations.
69 Section Head Refreshing Course dan Memberikan penyegaran pengetahuan dan 3

Section Head Perpanjangan Lisensi kompetensi dasar kepada pegawai di unit PKP -
Salvage / Refreshing PK Bandar Udara (sebagai salah satu syarat ujian
Course and Salvage License perpanjangan lisensi Salvage) dan memastikan
Renewal pegawai ybs. memperpanjang masa berlaku
lisensi-nya untuk menjalankan tugasnya sebagai
Airport Rescue and Fire Fighting Officer di unit
kerjanya sesuai dengan Peraturan Direktorat
Keamanan Penerbangan Pusat. / Provide a
refresher basic knowledge and competence to
employees in the in the airport unit PKP - PP (as
one of the requirements of the Salvage license
renewal exam) and to ensure that the related
employee renew the term of the license to
perform the duties as an Airport Rescue and Fire
Fighting Officer in the work unit in accordance
with the Directorate of Central Aviation Security
Regulations.

2017 Annual Report
139

70 Section Head Airline Management and Memberikan pengetahuan tentang manajemen 4

Section Head Route Development / Airline rute bandar udara dan pengembangannya,
Development udara yang baru kepada airline (maskapai), guna
penyusunan proposal rute bandara yang potensial
bernilai jual untuk dipresentasikan kepada airline
dan General Manager Bandar Udara. / Provides
knowledge of the airport’s route management and
the development, as the basis for the preparation
of new airport routes to airlines, in order to
formulate a potential airport route proposal to be
presented to the airline and General Manager of
the Airport.
71 Team Leader IATA Airport Slots and Dalam rangka memberikan pengetahuan dan 7
Coordination Course / kemampuan untuk melakukan kordinasi dalam
IATA Airport Slots and proses maksimalisasi efisiensi penggunaan
Coordination Course infrastuktur bandara (airport capacity) / In order
to provide knowledge and ability to perform
coordination in the process of maximizing the
efficient use of airport infrastructure (airport
capacity)
72 Team Leader IATA Airport Operation Dalam rangka membekali pegawai dengan 15
Advanced Course / pengetahuan untuk mengelola operasi bandara
IATA Airport Operation dengan efisien dan safety, serta untuk memahami
Advanced Course dan memenuhi persyaratan operasional
yang harus dipenuhi oleh para stakeholder di
bandara / In order to equip employees with
the knowledge to manage airport operations
efficiently and safety, as well as to understand
and meet operational requirements to be met by
stakeholder at the airports
73 Team Leader Diklat Nubikara Tahun Dalam rangka meningkatkan kompetensi dan 12
2017 / Nubikara Training skill personil dalam penanganan dan bahaya
Year 2017 ancaman nuklir, biologi, kimia dan radioaktif. / In
74 Team Leader Pelatihan Pertolongan Memberikan pengetahuan dan keterampilan 1

Pertama Pada Kecelakaan kepada pegawai (Section Head) terkait teknik
serta memberikan coaching kepada staf junior di
tempat kerjanya dan bertindak sebagai pelaksana
apabila terjadi kasus kecelakaan kerja di bawah
arahan Section Head dan Dept. Head. / Providing
knowledge and skills to the employees related to
First Aid (P3K) techniques, particularly in airport
work environments, as well as providing coaching
to junior staff in the work unit and acting as
an executor in case of accident of work under
direction of Section Head and Dept. Head.
75 Team Leader Enhancement Program Peserta diharapkan dapan menjelaskan point 66

of Airport Management utama dari bisnis proses di PT Angkasa Pura I
Knowledge / Enhancement (Persero) dan arah trend dari manajemen bandara
Program of Airport terkini / Participants are expected to explain the
Management Knowledge main points of business process at PT Angkasa
Pura I (Persero) and the trend direction of the
latest airport management


76 Team Leader Pelatihan Membangun Membentuk dan mempersiapkan Sumber Daya 1

Corporate Culture dan Manusia agar mampu menjadi SDM yang andal
Etika Bisnis / Training on dan cakap dan berkualitas, beretika dan memiliki
semangat juang berlandaskan Visi, Misi, dan
Budaya Perusahaan / Establish and prepare
Corporate Culture
77 Team Leader Pelatihan The Power of Agar peserta dapat mengetahui potensi dirinya 6
Empathy / The Power of sehingga dapat meningkatkan pelayanan dan
78 Team Leader Training Information Mampu memahami konsep dasar ITSM, 2

Technology Service menerapkan standar ITSM dan Mampu
Management / Training on menerapkan manajemen pelayanan berbasis ISO/
Information Technology IEC 20000 dan ITIL / Able to understand basic
Service Management concepts of ITSM, implementing ITSM standards
and able to implement the management service
based on ISO / IEC 20000 and ITIL
79 Team Leader Pelatihan Pengadaan Agar peserta pelatihan mampu melaksanakan 1

Barang dan atau Jasa pengadaan barang/jasa yang dibutuhkan untuk
Batch II / Training on mendukung operasional perusahaan sesuai
Procurement of Goods and dengan pedoman yang berlaku / In order to make
or Services Batch II the training participants to be able to carry out
the procurement of goods / services needed to
with applicable guidelines
80 Team Leader Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 44
81 Team Leader Diklat Junior Airport Membentuk kompetensi manajerial dan 1

Management Batch I Tahun kepemimpinan yang bisa diandalkan dalam
2017 / Training on Junior memimpin di tingkat operasional pada level
Airport Management Batch manajerial tingkat muda hingga mampu menjadi
I Year 2017 pemimpin secara efektif pada situasi yang
unit kerja “section” pada jabatan struktural di
lingkungan PT Angkasa Pura I (Persero) / Establish
reliable managerial and leadership competencies
in leading at the operational level at a young level
of managerial level to be able to be officially
effective leaders in constantly changing situations
at the level of work unit environment as “section”
in structural positions within the PT Angkasa Pura
I (Persero).

2017 Annual Report
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82 Team Leader Pelatihan Airport Officer Setelah mengikuti pelatihan ini, peserta akan 8
Management Batch I / mampu mendeskripsikan tentang kegiatan-
Training on Airport Officer kegiatan pengelolaan operasional dan bisnis
Management Batch I bandara secara utuh serta upaya-upaya dalam
penigkatan pendapatan dan pelayanan serta
pengembangan usaha sesuai dengan visi, misi,
dan strategi perusahaan / After participating in
this training, participants will be able to describe
the activities of airport operational and business
management as a whole as well as the efforts in
revenue and service improvement and business
development in accordance with the vision,
mission and corporate strategy
83 Team Leader Refreshing Course dan Memberikan penyegaran pengetahuan dan 58

Ujian Perpanjangan Lisensi kompetensi dasar kepada pegawai di unit
Personil Senior Aviation Aviation Security Bandar Udara tingkat Senior
Security / Refreshing (sebagai salah satu syarat ujian perpanjangan
Course and Renewal of lisensi Avsec) dan memastikan pegawai ybs.
Senior Aviation Security memperpanjang masa berlaku lisensi-nya untuk
Personnel License Test menjalankan tugasnya sebagai Airport Security
Team Leader di unit kerjanya sesuai dengan
Pusat. / Provide a refresher basic knowledge and
competence to employees in the Aviation Security
Unit of the Senior Level airport (as one of the
requirements of the Avsec license renewal exam)
and to ensure that the related employee renew
the term of the license to perform the duties as
an Airport Security Squad Leader in the work
unit in accordance with the Directorate of Central
84 Team Leader Diklat TCC Genset ACOS / Menambah pengetahuan dan kemampuan 10
Training on TCC Generator pegawai terkait dengan pemeliharaan fasilitas
ACOS genset dan panel ACOS sebagai backup ketika
terjadi pemadaman Listrik PLN di lingkungan
bandar udara serta untuk mendapatkan lisensi
dan/atau rating sebagai prasyaratan untuk
menjalankan kewenangan sebagai teknisi
genset ACOS di bandar udara / Increase the
knowledge and ability of employees related to
the maintenance of ACOS generator and panel
facilities as backups if there is power cut from
PLN in the airport environment as well as to
obtain license and / or rating as a requirement to
run the authority as a ACOS Generator technician
at the airport

Perpanjangan Senior PKP- kompetensi dasar kepada pegawai di unit PKP
Senior PKP-PK Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
Pusat. / Provide a refresher basic knowledge
and competence to employees in the Aviation
Security Unit of the Senior Level airport (as
one of the requirements of the PKP - PK license
renewal exam) and to ensure that the related
employee renew the term of the license to
perform the duties as an Airport Rescue and Fire
Fighting Officer in the work unit in accordance
with the Directorate of Central Aviation Security
Regulations.



Perpanjangan Lisensi kompetensi dasar kepada pegawai di unit PKP -
Course and Salvage License perpanjangan lisensi Salvage) dan memastikan
Renewal pegawai ybs. memperpanjang masa berlaku
Keamanan Penerbangan Pusat. / Provides a
refresher basic knowledge and competence to
employees at the airport PKP - PK unit (as one of
the requirements of the Salvage license renewal
exam) and ensures the relevant employee renew
an Airport Rescue and Fire Fighting Officer in the
work unit in accordance with the Directorate of
Central Aviation Security Regulations.
87 Team Leader Dangerous Goods Type A / Menambah pengetahuan dan kemampuan 3

Dangerous Goods Type A pegawai terkait dengan Penanganan
Pengangkutan Barang Berbahaya dan untuk
mendapatkan lisensi dan/atau rating dalam
penanganan dan pengangkutan barang berbahaya
di bandar udara / Increase the knowledge and
ability of employees related to the Handling of
Transport of Dangerous Goods and obtain license
and / or rating in handling and transporting
dangerous goods at airports
88 Team Leader Diklat Initial Senior Aviation Memberikan pengetahuan tentang Aviation 2
Security Angkatan XII, Security tingkat menengah ke lanjut kepada
XIII dan XIV Tahun 2017/ pegawai di unit Aviation Security pemegang
Training on Initial Senior Lisensi Junior Aviation Security dan sebagai
Aviation Security Batch XII, persyaratan upgrading lisensi ke pemegang
XIII and XIV Tahun 2017 Lisensi Senior Aviation Security. / Providing
advanced knowledge on Aviation Security on
intermediate to advanced level to the employees
of Aviation Security unit as Junior Aviation
Security License holders and as a requirement
of upgrading license to the holder of Aviation
Security Senior License.
89 Team Leader Hospitality and Customer Memberikan pengetahuan dan keterampilan 5

Service / Hospitality and yang harus dikuasai pegawai frontliner (Avsec,
Customer Service Customer Service, PKP - PK, Airport Operation,
AMC, dan Cleaning Service) tentang teknik
memberikan pelayanan kepada pelanggan
secara langsung dengan optimal dan ramah,
serta memberikan coaching kepada staf junior
di unit kerjanya terkait customer service,
grooming, appearance, dan hospitality. / Providing
knowledge and skills that must be mastered by
frontliner employees (Avsec, Customer Service,
PKP - PK, Airport Operation, AMC and Cleaning
Service) on the technique of providing services
to customers directly optimally and friendly,
and providing coaching to junior staff in the
work unit related to customer service, grooming,
appearance, and hospitality.

2017 Annual Report
143

90 Team Leader Airline Management and Memberikan pengetahuan tentang manajemen 7

Route Development / Airline rute bandar udara dan pengembangannya,
dan General Manager Bandar Udara. / Provides
knowledge of the airport’s route management and
the development, as the basis for the preparation
of new airport routes to airlines, in order to
formulate a potential airport route proposal to be
presented to the airline and General Manager of
the Airport.
91 Team Leader Diklat Nubikara Tahun Dalam rangka meningkatkan kompetensi dan 2
2017/ Nubikara Training skill personil dalam penanganan dan bahaya
Year 2017 ancaman nuklir, biologi, kimia, dan radioaktif. / In
92 Team Leader Pelatihan Pertolongan Memberikan pengetahuan dan keterampilan 6

Pertama Pada Kecelakaan kepada pegawai terkait teknik Pertolongan
(P3K) / First Aid (P3K) Pertama Pada Kecelakaan (P3K) khususnya di
Training lingkungan kerja Bandar Udara, serta bertindak
sebagai pelaksana apabila terjadi kasus
kecelakaan kerja di bawah arahan Section Head
dan Department Head. / Providing knowledge
and skills to the employees related to First Aid
(P3K) techniques, particularly in airport work
environments, as well as acting as an executor
in case of work accidents under the direction of
Section Head and Dept. Head.
93 Team Leader Enhancement Program Peserta diharapkan dapat menjelaskan poin 31

Knowledge / Enhancement (Persero) dan arah tren dari manajemen bandara
latest airport management
94 Team Leader Pelatihan Membangun Membentuk dan mempersiapkan Sumber Daya 3

Corporate Culture dan Manusia agar mampu menjadi SDM yang andal
Etika Bisnis / Training on dan cakap dan berkualitas, beretika, dan memiliki
semangat juang berlandaskan visi, misi, dan
budaya perusahaan. / Establish and prepare
Corporate Culture.
95 Team Leader Pelatihan The Power of Agar peserta dapat mengetahui potensi dirinya 5


96 Team Leader Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 29
97 Team Leader Pelatihan Airport Officer Setelah mengikuti pelatihan ini, peserta akan 3
Management Batch I / mampu mendeskripsikan tentang kegiatan-
Training on Airport Officer kegiatan pengelolaan operasional dan bisnis
Management Batch I bandara secara utuh serta upaya-upaya dalam
penigkatan pendapatan dan pelayanan serta
pengembangan usaha sesuai dengan visi, misi
the activities of airport operational and business
management as a whole as well as the efforts in
revenue and service improvement and business
development in accordance with the vision,
mission and corporate strategy

Ujian Perpanjangan Lisensi kompetensi dasar kepada pegawai di unit
Personil Senior Aviation Aviation Security Bandar Udara tingkat Senior
Security / Refreshing (sebagai salah satu syarat ujian perpanjangan
Course and Renewal of lisensi PKP - PK) dan memastikan pegawai ybs.
Senior Aviation Security memperpanjang masa berlaku lisensi-nya untuk
Personnel License Test menjalankan tugasnya sebagai Airport Security
Squad Leader di unit kerjanya sesuai dengan
competence to employees in the Aviation Security
Unit of the Senior Level airport (as one of the
requirements of the PKP - PK license renewal
exam) and to ensure that the related employee
renew the term of its license to perform its duties
as an Airport Security Squad Leader in the work
unit in accordance with the Directorate of Central

Perpanjangan Junior PKP- kompetensi dasar kepada pegawai di unit PKP -
PK / Refreshing Course and PK Bandar Udara tingkat Junior (sebagai salah
Junior PKP-PK Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
competence to employees at the airport at the
Junior level in the PKP - PP unit (as one of the
requirements of the PKP - PK license renewal
exam) and ensures the relevant employee renew
an Airport Rescue and Fire Fighting Officer in the
work unit in accordance with the Directorate of
Central Aviation Security Regulations.

2017 Annual Report
145

PKP-PK Senior Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
tugasnya sebagai Airport Rescue and Fire Fighting
Officer di unit kerjanya sesuai dengan Peraturan
Direktorat Keamanan Penerbangan Pusat. / To
provide a refresher of basic knowledge and
competences to employees at the Senior level of
Airport PKP - PK unit (as one of the requirements
for the PKP - PK license renewal test) and to
ensure that the employees concerned extend the
term of their license to perform their duties as
Airport Rescue and Fire Fighting Officers in their
work unit in accordance with the Regulation of
the Directorate of Aviation Security Center.
Course and Salvage perpanjangan lisensi Salvage) dan memastikan
License Renewal pegawai ybs. memperpanjang masa berlaku
Keamanan Penerbangan Pusat. / To provide a
refresher of basic knowledge and competences
to employees at the Airport PKP - PK unit (as
renewal test) and to ensure that the employees
concerned extend the term of their license to
perform their duties as Airport Rescue and Fire
Fighting Officers in their work unit in accordance
with the Regulation of the Directorate of
Aviation Security Center.
102 Team Leader Diklat Initial Senior Memberikan pengetahuan tentang Aviation 36
Aviation SecurityAngkatan Security tingkat menengah ke lanjut kepada
XII, XIII dan XIV Tahun pegawai di unit Aviation Security pemegang
2017 / Initial Training of Lisensi Junior Aviation Security dan sebagai
Senior Aviation Security persyaratan upgrading lisensi ke pemegang
Batch XII, XIII and XIV Lisensi Senior Aviation Security. / To provide
2017 mid=level to advanced knowledge of Aviation
Security to employees of Aviation Security unit,
holder of Aviation Security Junior License, and
as a requirement of upgrading license to the
holder of Aviation Security Senior License.
103 Team Leader Hospitality and Customer Memberikan pengetahuan dan keterampilan 9
memberikan pelayanan kepada pelanggan secara
langsung dengan optimal dan ramah, serta
menguasai konsep dan mempraktikkan customer
service attitude, grooming, appearance, dan
hospitality. / To provide knowledge and skills to
be mastered by frontliner employees (Avsec,
Customer Service, PKP - PK, Airport Operation,
AMC, and Cleaning Service) on the technique of
providing services to customers directly in an
optimal and friendly way, as well as master the
concept and practice customer service attitude,
grooming, appearance, and hospitality.


104 Team Leader Airline Management and Memberikan pengetahuan tentang manajemen 1
dan General Manager Bandar Udara. / To provide
knowledge of the airport route management and
its development, as the basis for the preparation
of new airport route submission to airlines,
for the preparation of proposal for potential
and valuable airport routes to be presented to
airlines and General Managers of Airports.
105 Officer ACI Online Learning Memberikan pengetahuan kepada pegawai terkait 7
- Airport Operations Operasi Bandar Udara secara komprehensif
Diploma Programme / ACI serta kaitannya dengan fungsi komersial bandar
Online Learning - Airport udara berdasarkan konsep dari Airport Council
Operations Diploma International (ACI). / To provide comprehensive
Programme knowledge of Airport Operations to employees
as well as that of airport commercial functions
based on the concept from Airport Council
International (ACI).
106 Officer ACI Online Learning - Memberikan pengetahuan kepada pegawai 2

Airport Retail Concession terkait konsesi di bandar udara serta melakukan
Management / ACI Online manajemen tenant di bandar udara untuk
Learning - Airport Retail meningkatkan pendapatan perusahaan dari
Concession Management bidang non-aeronautika berdasarkan konsep
dari Airport Council. / To provide knowledge of
concessions at airports to employees as well as
to perform tenant management at airports to
increase the company’s revenue from
non-aeronautical marketing fields based on the
concept from Airport Council.
107 Officer Pelatihan Airport User Dalam rangka meningkatkan pengetahuan 5

Charge / Airport User pegawai terkait kebijakan dan penerapan airport
perusahaan dalam bidang non-aeronautika / In
order to improve employees’ knowledge related
to the policy and the implementation of airport
charges within international scope so as to
support the company’s business processes in
non-aeronautical fields.
108 Officer IATA Airport Slots and Dalam rangka memberikan pengetahuan dan 18
Coordination Course / kemampuan untuk melakukan kordinasi dalam
IATA Airport Slots and proses maksimalisasi efisiensi penggunaan
Coordination Course infrastuktur bandara (airport capacity) / In order
to provide knowledge and abilities to coordinate
in the process of maximizing the efficiency
on the use of airport infrastructure (airport
capacity).
109 Officer IATA Airport Operation Dalam rangka membekali pegawai dengan 10
Advanced Course / pengetahuan untuk mengelola operasi bandara
IATA Airport Operation dengan efisien dan safety, serta untuk memahami
Advanced Course dan memenuhi persyaratan operasional yang
harus dipenuhi oleh para stakeholder di bandara /
In order to equip employees with the knowledge
to manage airport operations efficiently and
safely, as well as to understand and meet
operational requirements to be fulfilled by
stakeholders at airports.

2017 Annual Report
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110 Officer Diklat Nubikara Tahun Dalam rangka meningkatkan kompetensi dan skill 5
2017/ Nubikara Training personil dalam penanganan dan bahaya ancaman
2017 nuklir, biologi, kimia dan radioaktif. / In order to
improve the competence and skills of personnel
in the handling and danger of nuclear, biological,
chemical and radioactive threats.
111 Officer Pelatihan Pertolongan Memberikan pengetahuan dan keterampilan 6

Pertama Pada Kecelakaan kepada pegawai di Unit Kerja Airport Safety
(P3K) / First Aid (P3K) (Officer) terkait teknik investigasi dan penanganan
Training kecelakaan kerja yang mungkin dapat terjadi di
lingkungan kerja bandar udara, dengan sertifikasi
dari BNSP, serta menjadi pelaksana apabila
terjadi kasus kecelakaan kerja di bawah arahan
Section Head dan Department Head. / To provide
knowledge and skills to employees at the Airport
Safety Work Unit (Officer) in relation to the
investigation and handling of work accident that
may occur in the airport work environment, with
the certification from BNSP (National Agency for
Profession Certification), and to be the executor
in case of work accident under the directive of
Section Head and Dept. Head.
112 Officer Enhancement Program Peserta diharapkan dapat menjelaskan poin 278
Knowledge / Enhancement (Persero) dan arah trend dari manajemen bandara
latest airport management.
113 Officer Pelatihan Membangun Membentuk dan mempersiapkan Sumber 22

Corporate Culture dan Daya Manusia agar mampu menjadi SDM yang
Etika Bisnis / Training on handal dan cakap dan berkualitas, beretika dan
Building Corporate Culture memiliki inovasi dan inisiatif kerja yang tinggi
and Business Ethics serta memiliki etos kerja dengan semangat
melayani, semangat juang berlandaskan visi,
misi, dan budaya perusahaan. / To establish and
prepare Human Capital to be able to become
reliable, competent, qualified and ethical human
capital, as well as to have innovation, high work
initiatives and work ethics with the spirit of
serving and morale based on Vision, Mission and
Corporate Culture.
114 Officer Workshop Tunas Integritas Agar peserta pelatihan mampu 14

Batch IV Tahun 2017 / mengimplementasikan, menganalisa,
Tunas Integritas Workshop mengevaluasi, dan memberikan rekomendasi
Batch IV 2017 manajemen compliance khususnya terkait
program pengendalian gratifikasi dan
melakukan transfer knowledge kepada personil
lainnya. / In order for the training participants
to implement, analyze, evaluate and give
recommendation of compliance management
specifically related to gratuity control program
and Integrity System development in every
business process of the Company, as well as to
be able to conduct “knowledge transfer” to other
personnel.


115 Officer Pelatihan The Power of Agar peserta dapat mengetahui potensi dirinya 20
/ In order for the participants to know their
potential so that they can improve their
service and have empathy towards their work
environment.
116 Officer Pelatihan Airport Power Menambah pengetahuan dan pemahaman 15

System Analysis / Airport pegawai terkait dengan analisa dan perencanaan
Power System Analysis sistem tenaga listrik bandar udara serta cara
Training menggunakan software untuk menganalisa
sistem tenaga listrik bandar udara / To increase
the employees’ knowledge and understanding
related to the analysis and planning of airport
electric power system and the procedure to use
software to analyze the airport electric power
system.
117 Officer Training Fundamental Mampu mengimplementasikan prinsip-prinsip, 25

ISO 31000 Manajemen kerangka, dan proses Manajemen Risiko ISO
Risiko / Risk Management 31000 termasuk melakukan Risk Assessment
ISO 31000 Fundamental pada setiap proses bisnis di perusahaan / To be
Training able to implement ISO 31000 Risk Management
principles, frameworks and processes including
conducting Risk Assessment on every business
process in the company.
118 Officer Training Mastering Mampu memahami Cobit dan IT Governace, 16

Cobit Fundamental : 4.1 menjelaskan kerangka kerja dan komponen Cobit,
Best Practice / Training menerapkan Cobit dan aplikasi-aplikasinya dan
on Mastering Cobit menganalisa permasalahan terkait tata kelola IT
Fundamentals : 4.1 Best di tempat kerja masing-masing / To be capable
Practice of understanding Cobit and IT Governance, to
explain the frameworks and components of
Cobit, to implement Cobit and its applications
and to analyze issues related to IT governance in
employees’ respective workplaces.
119 Officer Training Information Mampu memahami konsep dasar ITSM, 19

Technology Service menerapkan standar ITSM dan Mampu
Management / Information menerapkan manajemen pelayanan berbasis ISO/
Technology Service IEC 20000 dan ITIL / To be able to understand
Management Training the basic concept of ITSM (Information
Technology Service Management), to implement
ITSM standards and to be able to implement
management service based on ISO/IEC 20000
and ITIL (Information Technology Infrastructure
Library).
120 Officer Pelatihan Strategi Peserta dapat menyusun proyeksi keuangan 14

Perencanaan dan Evaluasi PT Angkasa Pura I (Persero) secara lengkap,
Keuangan Perusahaan / memahami valuasi dengan metode free cash
Training on Corporate flow, dan EVA, menghitung biaya modal
Financial Planning and (Weight Average Cost of Capital /WACC) dan
Evaluation Strategy struktur modal di PT Angkasa Pura I (Persero). /
Participants can develop financial projections of
PT Angkasa Pura I (Persero) comprehensively,
to understand the valuation with free cash flow
and EVA methods, to calculate the capital cost
(Weight Average Cost of Capital/WACC) and
capital structure in PT Angkasa Pura I (Persero).

2017 Annual Report
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121 Officer Workshop Training Needs Unit Training mampu menghasilkan program 19
Analysis / Workshop pembelajaran yang berarti dan memberikan
Training on Needs Analysis kontribusi nyata untuk memetakan kebutuhan,
execute plans and to evaluate a training
program.
122 Officer Pelatihan Penagihan Yang Peserta dapat menerapkan metode dan tahapan 19
Efektif dan Penyusunan pelaksanaan penagihan piutang yang efektif serta
Standard Operating menerapkan teknik-teknik dalam penyusunan SOP
Procedure (SOP) Terkait terkait Virtual Account dan Automatic Clearing
Virtual Account dan dengan tepat / Participants can implement the
Automatic Clearing / methods and stages of the implementation of
Training on Effective effective collection of accounts receivable and
Billing and Preparation implement techniques in the preparation of
of Standard Operating SOP related to Virtual Account and Automatic
Procedure (SOP) related Clearing appropriately.
to Virtual Accounts and
Automatic Clearing
123 Officer Pelatihan Investigasi K3 Memberikan pengetahuan dan keterampilan 6

Sertifikasi BNSP / OHS kepada pegawai di Unit Kerja Airport Safety
Investigation Training from (Officer) terkait teknik investigasi dan
BNSP Certification penanganan kecelakaan kerja yang mungkin
dengan sertifikasi dari BNSP serta bertindak
sebagai pelaksana investigasi apabila terjadi
kasus kecelakaan kerja di bawah arahan
Section Head dan Dept. Head. / To provide
knowledge and skills to employees at the Airport
Safety Work Unit (Officer) in relation to the
investigation and handling of work accident that
may occur in the airport work environment, with
the certification from BNSP, and to act as the
investigator in case of work accident under the
directive of Section Head and Dept. Head.
124 Officer Training Interpretasi Agar peserta pelatihan mampu memahami 22

Kriteria Penilaian Kinerja tentang konsep Kriteria Penilaian Kinerja Unggul
Unggul (KPKU) Batch I / (KPKU) termasuk mampu membuat laporan
Training on Interpretation dan penggunaan sistem penilaian KPKU / In
of Criteria for Superior order for the training participants to be able
Performance Assessment to understand about the concept of Criteria
(KPKU) Batch I for Superior Performance Assessment (KPKU)
including the ability to make reports and the use
of KPKU assessment system.
125 Officer Pelatihan Akuntansi Setelah mengikuti pelatihan ini, diharapkan 20

Program Kemitraan Bina peserta pelatihan dapat mengimplementasikan
Lingkungan / Accounting dan menerapkan akuntansi program kemitraan
Training of Community dan bina lingkungan (PKBL) di tempat kerjanya
Development Partnership masing-masing sesuai pedoman dan peraturan
Program yang berlaku / After participating in this training,
it is expected that the training participants can
implement and apply accountancy of partnership
and environment development program (PKBL)
in their respective workplace according to the
applicable guidelines and regulations.


126 Officer Pelatihan Quality Memberikan pengetahuan dan keterampilan 22

Management System ISO kepada pegawai di Unit Kerja Quality and Risk
9001:2015 Tahun 2017 / Management (Department Head, Section Head,
Training on ISO 9001:2015 dan Officer) terkait teknik mengelola kualitas
Quality Management manajemen kerja perusahaan baik di Kantor
System in 2017 Pusat dan Kantor Cabang serta melakukan audit
atas manajemen kualitas kerja perusahaan
tersebut sesuai dengan standar ISO 9001:2015,
agar pegawai dimaksud dapat melaksanakan
tugasnya sebagai pelaksana utama terkait
manajemen kualitas pelayanan dan operasi
bandar udara di bawah arahan Section Head
dan Department Head. / To provide knowledge
and skills to employees in the Quality and Risk
Management Work Unit (Dept. Head, Section
Head, and Officer) related to the techniques
of managing the quality of the company’s
work management both at Head Office and
Branch Office as well as to conduct audit
on the company’s quality management in
accordance with ISO 9001:2015, in order that
the aforementioned employees can perform
their duties as the main implementer of service
quality management and airport operations
under the directive of Section Head and Dept.
Head.
127 Officer Pelatihan Pelaporan Dalam rangka memberikan pengetahuan 20

Pengelolaan dan tentang tindakan pengelolaan dan pemantauan
Training on the Reporting No. 27 Tahun 2012 sebagai salah satu instrumen
of Environmental dalam pengendalian dampak lingkungan hidup /
Management and In order to provide knowledge on environmental
Monitoring management and monitoring actions in
accordance with Government Regulation No. 27
of 2012 as one of the instruments in controlling
environmental impacts.
128 Officer Pelatihan Dasar-Dasar Dalam rangka memberikan pengetahuan tentang 19

AMDAL / Training on EIA upaya pengendalian dampak lingkungan hidup
Basics tehadap aktifitas pembangunan, seperti yang
telah diatur dalam Peraturan Pemerintah No. 27
Tahun 2012 / In order to provide knowledge on
efforts to control the environmental impacts
of development activities, as regulated in
Government Regulation No. 27 of 2012
130 Officer Pelatihan Pengawas Menambah pengetahuan dan kemampuan 20

Lapangan Pekerjaan pegawai terkait dengan pengawasan pekerjaan
Overlay / Training on Field overlay landasan di Bandar Udara / To increase
Supervisor of Overlay employees’ knowledge and skills related to
Work supervision of the runway overlay work at
airports.
131 Officer Pelatihan Enterprise Untuk meningkatkan wawasan, pengetahuan, 4

Risk Management dan kompetensi para peserta mengenai
(ERM) / Enterprise Risk Penerapan Enterprise Risk Management dan
Training untuk mendapatkan Sertifikasi Manajemen
Sertifikasi Profesi Pasa Modal (LSPPM) dan
Badan Nasioanl Sertifikasi Profesi (BNSP)
Republik Indonesia. / To increase participants’
insight, knowledge, and competence on the
Implementation of Enterprise Risk Management
and Maturity Measurement. In preparation
for obtaining the Certified Risk Professional
from the Agency of Capital Market Profession
Certification (LSPPM) and National Agency of
Professional Certification (BNSP) of the Republic
of Indonesia.

2017 Annual Report
151

132 Officer Pelatihan Pengadaan Agar peserta pelatihan mampu melaksanakan 41

Barang dan atau Jasa Batch pengadaan barang/jasa yang dibutuhkan untuk
I dan Batch II / Training on mendukung operasional perusahaan sesuai
Procurement of Goods and dengan pedoman yang berlaku / In order for the
or Services in Batch I and training participants to be able to implement
Batch II the procurement of goods/services needed to
with the applicable guidelines.
133 Officer Standar Profesi Legal Agar peserta pelatihan mampu melaksanakan 9
and Compliance 2017 / fungsi dan tugasnya dengan tepat pada saat
Profession Standards of unit Legal dan Compliance di PT Angkasa Pura
Legal and Compliance I (Persero) / In order for the participants to
2017 perform their functions and duties properly at
the time of the Legal and Compliance unit at PT
Angkasa Pura I (Persero).
134 Officer Pelatihan Sertifikasi Agar peserta pelatihan dapat mengenali, 7

Pengelolaan Arsip memeriksa, mengontrol, menyimpan dan
Dinamis dan Elektronik / menyajikan seluruh dokumen untuk menunjang
Certification Training on kelancaran bisnis perusahaan sesuai dengan
Dynamic and Electronic kebijakan dan peraturan-peraturan yang sudah
Archive Management diatur oleh Lembaga Arsip Nasional Republik
Indonesia (ANRI) serta berhasil mengikuti
kegiatan sertifikasi yang diselenggarakan oleh
Lembaga Arsip Nasional Republik Indonesia
(ANRI) / In order for the participants to
recognize, examine, control, store and present
all documents to support the smooth business
of the company in accordance with the policies
and regulations that have been regulated by the
National Archives of the Republic of Indonesia
(ANRI) and to successfully participate in
certification activities organized by the National
Archives of the Republic of Indonesia (ANRI).
135 Officer Pelatihan Pra Purnabakti Dalam rangka mempersiapkan masa pensiun 46
Tahun 2017 / Pre- pegawai dalam hal pengembangan potensi diri
Retirement Training 2017 dan kemampuan mengelola permasalahan setelah
pensiun / In order to prepare for retirement
of employees in terms of potential self-
development and ability to manage problems
after their retirement.
136 Officer Diklat Junior Airport Membentuk kompetensi manajerial dan 8

Management Batch I Tahun kepemimpinan yang bisa diandalkan dalam
2017 / Junior Airport memimpin di tingkat operasional pada level
Management Training manajerial tingkat muda hingga mampu menjadi
Batch I 2017 pemimpin secara efektif pada situasi yang
unit kerja “section” pada jabatan struktural di
lingkungan PT Angkasa Pura I (Persero). / To
establish reliably managerial and leadership
and junior title of managerial level to be able
to be leaders effectively in constantly changing
situations within the environment equal to work
unit “section” in structural positions within the


137 Officer Pelatihan Airport Officer Setelah mengikuti pelatihan ini, peserta akan 19
Management Batch mampu mendeskripsikan tentang kegiatan-
I / Airport Officer kegiatan pengelolaan operasional dan bisnis
Management Training bandara secara utuh serta upaya-upaya dalam
Batch I penigkatan pendapatan dan pelayanan serta
pengembangan usaha sesuai dengan visi, misi,
the activities of airport operational management
and business as a whole as well as efforts
in revenue and service improvements, and
business development in accordance with the
vision, mission and strategy of the Company.
138 Officer Pendidikan dan Pelatihan Menumbuhkan dan meningkatkan jiwa 668
Kesamaptaan PT Angkasa nasionalisme, kebangsaan, kedisiplinan, loyalitas,
Pura I (Persero) Tahun semangat kerja, dan membangun kerjasama
2017 / Preparedness tim kepada para Calon Pegawai PT Angkasa
(Kesamaptaan) Education Pura I (Persero) / To cultivate and improve
and Training of PT Angkasa the soul of nationalism, nationality, discipline,
Pura I (Persero) 2017 loyalty, morale, and to build teamwork to the
Prospective Employees of PT Angkasa Pura I
(Persero).
139 Officer Diklat Initial Junior Memberikan pengetahuan tentang Aviation 40

Aviation Security Angkatan Security tingkat dasar ke menengah kepada
III dan IV Tahun 2017 / pegawai di unit Aviation Security pemegang
Aviation Security Junior Lisensi Basic Aviation Security dan sebagai
Initial Training Batch III persyaratan upgrading lisensi ke pemegang
and IV 2017 Lisensi Junior Avsec / To provide knowledge
of basic to mid-level Aviation Security to
employees in the Aviation Security unit, holder
of Basic Aviation Security License, and as a
requirement of upgrading license to Avsec Junior
License holder.
140 Officer Refreshing Course dan Memberikan penyegaran pengetahuan dan 75

Ujian Perpanjangan Lisensi kompetensi dasar kepada pegawai di unit Aviation
Personil Basic Aviation Security Bandar Udara tingkat Basic (sebagai
Security / Refreshing salah satu syarat ujian perpanjangan lisensi
Course and License Aviation Security) dan memastikan pegawai ybs.
Renewal Test for Aviation memperpanjang masa berlaku lisensi-nya untuk
Security Basic Personnel menjalankan tugasnya sebagai Airport Security
competences to employees at the Airport
Aviation Security unit at the Basic level (as one
of the requirements for the Aviation Security
license renewal test) and to ensure that the
employees concerned extend the term of
their license to perform their duties as Airport
Security Officers in their work unit in accordance
with the Regulation of the Directorate of Central
Aviation Security.

2017 Annual Report
153

Personil Junior Aviation Security Bandar Udara tingkat Junior (sebagai
Security Junior Personnel menjalankan tugasnya sebagai Airport Security
Aviation Security unit at the Junior level (as one
Aviation Security.

Personil Senior Aviation Security Bandar Udara tingkat Senior (sebagai
Security Senior Personnel menjalankan tugasnya sebagai Airport Security
Aviation Security unit at the Senior level (as one
Aviation Security.
143 Officer Diklat Initial Basic Aviation Memberikan pengetahuan dasar tentang 57
Security Angkatan XII, Aviation Security kepada calon pegawai (Capeg)
XIII dan XIV Tahun 2017 operasional yang akan ditempatkan di unit
/ Aviation Security Basic Aviation Security dan sebagai persyaratan
Initial Training Batch XII, memperoleh Lisensi Basic Avsec. / To provide
XIII and XIV 2017 basic knowledge about Aviation Security to
prospective operational employees (Capeg)
to be placed in Aviation Security unit and as a
requirement to obtain Avsec Basic License.
144 Officer Diklat TCC Peralatan Menambah pengetahuan dan kemampuan 9

Pemantauan dan Penunda pegawai terkait dengan pemeliharaan fasilitas
Upaya Kejahatan (P3UK) peralatan pemantau dan penunda upaya
/ TCC Training on kejahatan atau CCTV di lingkungan bandar
Monitoring Equipment and udara dan untuk mendapatkan lisensi/rating
Postponement of Crime sebagai syarat menjadi teknisi fasilitas peralatan
Effort (P3UK) pemantau dan penunda upaya kejahatan / To
increase employees’ knowledge and skills related
to the maintenance of monitoring equipment
facilities and postponement of crime efforts or
CCTV in the airport environment and to obtain
a license/rating as a requirement to become
technicians of monitoring equipment facilities
and postponement of crime efforts.


145 Officer Diklat TCC Alat-Alat Besar menambah pengetahuan dan kemampuan 11
(A2B) / TCC Training on pegawai dalam pemeliharaan fasilitas alat – alat
Heavy Equipment (A2B) besar di lingkungan bandar udara dan untuk
mendapatkan lisensi/rating sebagai syarat
menjadi teknisi fasilitas alat - alat besar / To
add to employees’ knowledge and skills in the
maintenance of heavy equipment facilities in
the airport environment and to obtain license/
rating as a requirement to become technicians of
heavy equipment facilities.
146 Officer Diklat TCC Fasilitas Sisi menambah pengetahuan dan kemampuan 8
Udara dan Fasilitas Sisi pegawai dalam pemeliharaan fasilitas sisi darat
Darat (FSU FSD) / TCC dan fasilitas sisi udara di lingkungan bandar
Training on Air-Side udara dan untuk mendapatkan lisensi/rating
Facility and Land-Side sebagai syarat menjadi teknisi fasilitas sisi darat
Facility (FSU FSD) dan fasilitas sisi udara / To increase employees’
knowledge and ability in the maintenance of
land-side facilities and air-side facilities in the
airport environment and to obtain a license/
rating as a requirement to become technicians of
land-side facilities and air-side facilities.
147 Officer Diklat Initial Junior PKP- Memberikan pengetahuan tentang PKP - PK 20
PK / PKP-PK Junior Initial tingkat dasar ke menengah kepada pegawai di
Training unit PKP - PK pemegang Lisensi Basic PKP - PK
dan sebagai persyaratan upgrading lisensi ke
pemegang Lisensi Junior PKP - PK. / To provide
knowledge of basic to mid-level PKP - PK to
employees in PKP - PK unit, holder of PKP - PK
Basic License, and as requirement of upgrading
license to PKP - PK Junior License holder.
148 Officer Diklat Initial Senior PKP- Memberikan pengetahuan tentang PKP - PK 40
PK / PKP-PK Senior Initial tingkat menengah ke lanjut kepada pegawai di
Training unit PKP - PK pemegang Lisensi Junior PKP - PK
dan sebagai persyaratan upgrading lisensi ke
pemegang Lisensi Senior PKP - PK. / To provide
advanced knowledge of PKP - PK to employees
in PKP - PK unit, holder of PKP - PK Junior
License, and as a requirement of upgrading
license to PKP - PK Senior License holder.
149 Officer Diklat Initial Salvage Memberikan pengetahuan dasar tentang teknik 20
Angkatan IV Tahun 2017 salvage (pertolongan korban kecelakaan pesawat
/ Salvage Initial Training terbang di darat dan laut) untuk pegawai di
Batch IV 2017 unit PKP - PK pemegang Lisensi Senior PKP -
PK, sebagai persyaratan memperoleh lisensi
Salvage. / To provide basic knowledge of salvage
techniques (aid of airplane crash victims on
land and sea) for employees in PKP - PK unit,
holder of the PKP - PK Senior License, and as a
requirement of obtaining a Salvage license.
150 Officer Diklat Basic PKP-PK Calon Membekali para personil peserta Diklat Basic 55
Pegawai / Basic PKP-PK PKP-PK dengan pengetahuan, keterampilan,
Training for Prospective keahlian dan pelatihan PKP-PK yang tepat agar
Employees mampu melaksanakan tugasnya secara tepat,
cepat, dan efisien sesuai Standar Kompetensi
Personel Lisensi Pelayanan PKP-PK Rating Basic
/ To equip the participants of PKP-PK Basic
Training with the appropriate knowledge, skills,
expertise and PKP-PK training in order to be
able to perform their duties accurately, quickly
and efficiently in accordance with the Service
License on the Personnel Competency Standard
of Basic PKP-PK Rating.

2017 Annual Report
155


Perpanjangan Basic PKP-PK kompetensi dasar kepada pegawai di unit PKP -
/ Refreshing Course and PK Bandar Udara tingkat Basic (sebagai salah satu
PKP-PK Basic Renewal syarat ujian perpanjangan lisensi PKP - PK) dan
memastikan pegawai ybs. memperpanjang masa
berlaku lisensi-nya untuk menjalankan tugasnya
sebagai Airport Rescue and Fire Fighting Officer di
unit kerjanya sesuai dengan Peraturan Direktorat
to employees at the Basic level of Airport PKP
- PK unit (as one of the requirements for the
PKP - PK license renewal test) and to ensure that
the employees concerned extend the term of
Rescue and Fire Fighting Officers in their work
unit in accordance with the Regulation of the
Directorate of Aviation Security Center.

Perpanjangan Junior PKP- kompetensi dasar kepada pegawai di unit PKP -
PK / Refreshing Course and PK Bandar Udara tingkat Junior (sebagai salah
PKP-PK Junior Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
Direktorat Keamanan Penerbangan Pusat. /
To provide a refresher of basic knowledge
and competences to employees at the Junior
level of Airport PKP - PK unit (as one of the
requirements for the PKP - PK license renewal
test) and to ensure that the employees

PKP-PK Senior Renewal satu syarat ujian perpanjangan lisensi PKP - PK)
Direktorat Keamanan Penerbangan Pusat. /
To provide a refresher of basic knowledge
and competences to employees at the Senior
level of Airport PKP - PK unit (as one of the
requirements for the PKP - PK license renewal
test) and to ensure that the employees



Course and Salvage perpanjangan lisensi Salvage) dan memastikan
License Renewal pegawai ybs. memperpanjang masa berlaku
to employees at the Airport PKP - PK unit (as
renewal test) and to ensure that the employees
155 Officer Dangerous Goods Type A / Menambah pengetahuan dan kemampuan 8

Dangerous Goods Type A pegawai terkait dengan Penanganan
Pengangkutan Barang Berbahaya dan untuk
mendapatkan lisensi dan/atau rating dalam
penanganan dan pengangkutan barang berbahaya
di bandar udara / To increase employees’
knowledge and ability related to the Handling
of Transport of Dangerous Goods and to
obtain license and/or rating in handling and
transporting dangerous goods at airports.
156 Officer Diklat Apron Movement Menambah pengetahuan dan kemampuan 20

Control Angkatan II Tahun pegawai dalam Apron Movement Management
2017 / Apron Movement dan dalam rangka mendapatkan lisensi dan/atau
Control Training Batch II rating AMC dalam melaksanakan tugas sebagai
2017 personil Apron Movement Control di bandar udara
/ To increase employees’ knowledge and skills in
apron movement management and in order to
obtain license and/or AMC rating in performing
duties as personnel of apron movement control
at airports.
157 Officer Diklat Initial Senior Memberikan pengetahuan tentang Aviation 37

Aviation Security Angkatan Security tingkat menengah ke lanjut kepada
XII, XIII dan XIV Tahun pegawai di unit Aviation Security pemegang
2017 / Senior Aviation Lisensi Junior Aviation Security dan sebagai
Security Initial Training persyaratan upgrading lisensi ke pemegang
Batch XII, XIII and XIV Lisensi Senior Aviation Security. / To provide
2017 mid-level to advanced knowledge of Aviation
Security to employees of Aviation Security unit,
holder of Aviation Security Junior License, and
as a requirement of upgrading license to the
holder of Aviation Security Senior License.

2017 Annual Report
157

158 Officer Hospitality and Customer Memberikan pengetahuan dan keterampilan 78

memberikan pelayanan kepada pelanggan secara
langsung dengan optimal dan ramah, serta
menguasai konsep dan mempraktikkan customer
service attitude, grooming, appearance, dan
hospitality. / To provide knowledge and skills to
be mastered by frontliner employees (Avsec,
Customer Service, PKP - PK, Airport Operation,
AMC, and Cleaning Service) on the technique of
providing services to customers directly in an
optimal and friendly way, as well as master the
concept and practice customer service attitude,
grooming, appearance, and hospitality.
159 Officer Airline Management and Memberikan pengetahuan tentang manajemen 56

dan General Manager Bandar Udara. / To provide
knowledge of the airport route management and
its development, as the basis for the preparation
of new airport route submission to airlines,
for the preparation of proposal for potential
and valuable airport routes to be presented to
airlines and General Managers of Airports.
EVALUASI PELAKSANAAN EVALUATION OF COMPETENCY

PENGEMBANGAN KOMPETENSI DEVELOPMENT IMPLEMENTATION
Untuk melaksanakan evaluasi efektivitas atas To carry out an evaluation of the effectiveness
sistem pembelajaran dan pengembangan yang of the learning and development system that
telah dilakukan, Perseroan senantiasa melakukan has been conducted, the Company continuously
evaluasi paska pelatihan yang dilakukan melalui conducts post-training evaluation held through
Form Evaluasi Pasca Training. Evaluasi dinilai the Post-Training Evaluation Form. Evaluation was
dalam bentuk Return of Training Investment yang assessed in the form Return of Training Investment
mencerminkan tingkat efektivitas pelaksanaan reflecting the level of effectiveness of the training.
training. Adapun hasil evaluasi tersebut nantinya The results of the evaluation will be used as a basis
akan digunakan sebagai dasar untuk jenjang for career path or advanced level of training needs
karir atapun tingkat kebutuhan training lanjutan for employees. Evaluation is conducted not only for
karyawan. Evaluasi tidak hanya dilakukan untuk the trainingparticipants, but also for the Training
peserta training, namun demikian juga pada Instructor and the Organizer.
Instruktur Training dan Penyelenggaranya.
Evaluasi dilakukan melalui pengisian kuisioner Evaluation is conducted by filling the questionnaire
yang diberikan kepada peserta digunakan sebagai given to the participants used as material evaluation
bahan evaluasi terhadap penyelenggaraan diklat, to the implementation of the training, the used
pendekatan yang digunakan adalah Skala Likert. approach is Likert Scale. The components and
Adapun komponen dan unsur yang menjadi elements of the assessment can be seen in the
penilaian dapat dilihat pada tabel berikut. following table.

A. INSTRUKTUR / INSTRUCTOR
1. Kesesuaian kompetensi Instruktur dengan materi yang disampaikan /
Conformity of instructor’s competences with the conveyed material
2. Kemampuan menjelaskan dalam penyampaian materi/
Ability to explain in conveying the material
3. Kemampuan dalam menciptakan suasana aktif dan komunikatif /
Ability to create an active and communicative atmosphere
4. Kemampuan dalam menjawab pertanyaan peserta /
Ability to answer participants’ questions
5. Kejelasan suara dan intonasi dalam penyampaian materi /
Clarity of sound and intonation in conveying the material
B. MODUL / MODULE
1. Materi training sesuai dengan kebutuhan pekerjaan /
The training material is in line with the work needs
2. Materi training mudah dipahami dan menarik bagi peserta /
The training material is easy to understand and interesting for participants
3. Materi training disusun secara sistematis /
The training material is arranged systematically
4. Materi training dapat diterapkan dan mendukung pencapaian kinerja /
The training material can be implemented and support the achievement of performance
5. Materi training yang diberikan telah disesuaikan dengan kondisi terkini /
The given training material has been adapted to the current conditions
C. METODE TRAINING / TRAINING METHOD
1. Metode training sesuai dengan materi /
The training method is in line with the material
2. Terdapat simulasi pemecahan masalah /
There is a problem-solving simulation
3. Evaluasi kemampuan dan pengetahuan peserta sebelum dan sesudah training /
Evaluation of participants’ skills and knowledge before and after the training
D. FASILITAS / FACILITY
1. Kenyamanan dan kebersihan ruang training /
Comfort and cleanliness of the training room
2. Fasilitas pendukung kelancaran kegiatan training seperti alat tulis, block note, materi hard copy, dan lainnya
/ Supporting facilities for the smoothness of training activities such as stationery, block note, hard copy of
the material and others
3. Fasilitas alat bantu kegiatan training seperti laptop, proyektor, sound system, dan lainnya /
Facilities for training tools such as laptop, projector, sound system, and others
4. Ruang penunjang seperti ruang ibadah dan toilet /
Supporting spaces such as worship rooms and toilets
5. Penataan ruangan dan peralatan /
Spatial arrangement and equipment
6. Kenyamanan dan kebersihan dormitory /
Comfort and cleanliness of dormitory
7. Makan dan makanan ringan yang disajikan /
Served meals and snacks
8. Pelayanan laundry /
Laundry service
9. Pelayanan petugas front office, pramusaji, PIC /
Service of front officeattendant, waitress, PIC

2017 Annual Report
159
E. PENYELENGGARA / ORGANIZER
1. Program training sesuai dengan visi dan misi perusahaan /
The training program is in line with the vision and mission of the Company
2. Waktu training yang disediakan memadai /
The provided training time is adequate
3. Peserta merasakan manfaat training /
Participants feel the benefits of the training
4. Reputasi penyelenggara/perusahaan (untuk Public Training) /
Reputation of the organizer/ company (for the Public Training)
Hasil rekap kuesioner selama kegiatan diklat The results of the recapitulation of questionnaires
tahun 2017 yang dilaksanakan oleh Training during the 2017 training activity undertaken by
and Development Group tercantum dalam indeks Training and Development Group are listed in the
kepuasan peserta sebagai berikut. following participant satisfaction index.
Unsur Penilaian Indeks Kepuasan Skala Likert Kategori

Assessment Element Index of Satisfaction Likert Scale Category
Instruktur Sangat Puas

85.91 4.72
Instructor Very Satisfaction
Modul Sangat Puas

85.01 4.67
Module Very Satisfaction
Metode Training Sangat Puas

83.55 4.62
Training methods Very Satisfaction
Fasilitas Sangat Puas

80.65 4.43
Facilities Very Satisfaction
Penyelenggara Sangat Puas

84.03 4.63
Organizer Very Satisfaction
BIAYA PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT COST
Sepanjang tahun 2017, Perseroan telah Throughout 2017, the Company had realized the cost
merealisasikan biaya pengembangan kompetensi of developing competences for employees recorded
bagi pegawai yang tercatat mengalami pertumbuhan that there was an increase compared to 2016,
dibandingkan tahun 2016, hal ini sejalan dengan this was in line with the Company’s commitment
komitmen Perseroan untuk terus meningkatkan nilai to continue to increase the added value for the
tambah bagi para pegawai salah satunya melalui employees through their competences as one of the
kompetensi yang dimiliki. Adapun besaran biaya methods. The amount of costs of total competence
pengembangan kompetensi pegawai secara total development for employees can be seen in the
dapat dilihat pada tabel berikut. following table.
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) (%)
Biaya Pengembangan
Kompetensi Pegawai
Rp39,008,149,267 Rp33,185,341,323 Rp5,822,807,944 17.55
Employee cost competence
development


2017 Annual Report
161
KOMPOSISI PEMEGANG SAHAM

Shareholder Composition
Jumlah Saham Ditempatkan

Kepemilikan
Pemegang Saham dan Disetor Penuh
Saham Total
Shareholder Number of Shares Issued
Shareholding
and Fully Paid-Up
Pemerintah Republik
Indonesia / Government of 6,414,412,000 100% Rp6,414,412,000,000
the Republic of Indonesia
KOMPOSISI 20 PEMEGANG SAHAM COMPOSITION OF 20 LARGEST

TERBESAR SHAREHOLDERS
Sampai dengan 31 Desember 2017, Perseroan As of December 31, 2017, the Company was a State-
merupakan Badan Usaha Milik Negara yang owned Enterprise whose shares were 100% owned
sahamnya 100% dimiliki oleh Negara Republik by the State of the Republic of Indonesia. Thus, there
Indonesia. Dengan demikian, tidak terdapat was no information on the composition of the 20
informasi mengenai komposisi 20 pemegang saham largest shareholders.
terbesar.
KOMPOSISI PEMEGANG SAHAM 5% ATAU COMPOSITION OF 5% OR MORE

LEBIH SHAREHOLDERS
sahamnya 100% dimiliki oleh Negara Republik by the State of the Republic of Indonesia. Information
Indonesia. Informasi mengenai komposisi pemegang on the composition of 5% or more shareholders of
saham 5% atau lebih Perseroan telah dijelaskan the Company has been explained in the description
pada uraian komposisi pemegang saham. of shareholder composition.
KOMPOSISI PEMEGANG SAHAM COMPOSITION OF LESS THAN 5%

MASYARAKAT KURANG DARI 5% COMMUNITY SHAREHOLDERS
Sampai dengan 31 Desember 2017, Perseroan As of December 31, 2017, the Company had not
belum menjadi perusahaan yang mencatatkan become a listed company in the stock market yet.
sahamnya di bursa saham. Dengan demikian, tidak Thus, there was no information on the composition
terdapat informasi mengenai komposisi pemegang of less than 5% or more community shareholders.
saham masyarakat kurang dari 5% atau lebih.
KEPEMILIKAN SAHAM OLEH DEWAN SHAREHOLDING BY BOARD OF

KOMISARIS DAN DIREKSI COMMISSIONERS AND DIRECTORS
sahamnya 100% dimiliki oleh Negara Republik by the State of the Republic of Indonesia. Thus, there
Indonesia. Dengan demikian tidak terdapat was no Shareholding by the Board of Commissioners
kepemilikan saham oleh Dewan Komisaris dan and the Board of Directors in PT Angkasa Pura I
Direksi pada PT Angkasa Pura I (Persero). (Persero).

DAFTAR ENTITAS ANAK

DAN/ATAU ENTITAS ASOSIASI
List of Subsidiaries and/or Associated Entities
ENTITAS ANAK
SUBSIDIARY
Tahun Jumlah Aset

Kepemilikan Status Operasi
Nama Bidang Usaha Pendirian (Rp miliar) Domisili
Saham Operational
Name Business Field Year of Total Asset Domicile
Shareholding Status
Establishment (Rp billion)
PT Angkasa Jasa 98,00% 2012 Beroperasi 250,85 Jakarta

Pura Logistik Pengurusan Operating
Transportasi
Freight
Forwarding
PT Angkasa Hotel 99,99% 2012 Beroperasi 708,03 Jakarta

Pura Hotel Operating
PT Angkasa Properti 99,96% 2012 Beroperasi 331,87 Jakarta

Pura Properti Property Operating
PT Angkasa Jasa 99,81% 2012 Beroperasi 810,80 Jakarta

Pura Suport Service Operating
PT Angkasa Trading 97,50% 2014 Beroperasi 73,26 Jakarta

Pura Retail Trading Operating
Perseroan mendirikan 5 (lima) Anak Perusahaan The Company established 5 (five) Subsidiaries
yang membantu untuk meningkatkan pendapatan helping to increase non aeronautika and to increase
bisnis non aeronautika serta peningkatan Customer Customer Satisfaction Index (CSI). A brief description
Satisfaction Index (CSI). Adapun penjelasan singkat of each Subsidiary is described as follows.
mengenai masing-masing Entitas Anak diuraikan
sebagai berikut.
PT Angkasa Pura Logistik PT Angkasa Pura Logistik
Bidang usaha yang dijalankan oleh PT Angkasa The business field run by PT Angkasa Pura Logistik
Pura Logistik adalah jasa pengurusan transportasi is a freight forwarding service with the authorized
(freight forwarding) dengan modal dasar sebesar capital of Rp80,000,000,000 (full Rupiah) divided
Rp80.000.000.000 (Rupiah penuh) terbagi dalam into 80,000 shares with a nominal value of Rp1
80.000 lembar saham dengan nilai nominal million and initially issued and paid-up in capital
persahamnya sebesar Rp 1 juta dan pada amounting to Rp21,000,000,000 (full Rupiah) and
awalnya modal di tempatkan dan disetor sebesar then according to the GMS held on 5 October 2016,
Rp21.000.000.000 (Rupiah penuh) kemudian sesuai the additional paid-up capital amounted to Rp25
RUPS tanggal 5 Oktober 2016 dilakukan penambahan billion (full Rupiah). Ownership of PT Angkasa Pura I
modal disetor menjadi Rp25 miliar (rupiah penuh). (Persero) shares in this company amounts to 24,000

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163
Kepemilikian saham PT Angkasa Pura I (Persero) shares, worth Rp24,000,000,000 (full Rupiah) or
pada perusahaan ini menjadi sebanyak 24.000 98%.
lembar saham, senilai Rp24.000.000.000 (Rupiah
penuh) atau 98%.
Pendirian Perusahaan telah mendapat persetujuan The establishment of the Company has been
dari Dewan Komisaris PT Angkasa Pura I (Persero) approved by the Board of Commissioners of PT
nomor 194/DK.API/2011 tanggal 15 Desember Angkasa Pura I (Persero) number 194/DK.API/2011
2011 dan didasarkan pada akta pendirian dated 15 December 2011 and is based on the
perusahaan nomor 01 oleh Notaris Nanda Fauz wan Company’s Deed of Establishment Number 01 by
SH, M.Kn tanggal 6 Januari 2012. Akta tersebut Notary Nanda Fauz wan SH, M.Kn dated 6 January
telah disahkan melalui keputusan menteri Hukum 2012. The Deed has been ratified by the Decree of
dan Hak Asasi Manusia Republik Indonesia nomor the Minister of Law and Human Rights of the Republic
AHU-03158.AH.01.01. Tahun 2012 tanggal 18 of Indonesia number AHU-03158.AH.01.01. of 2012
Januari 2012 serta telah diumumkan dalam Berita dated 18 January 2012 and has been published in
Negara Republik Indonesia No. 32 tanggal 19 April the State Gazette of the Republic of Indonesia No.
2013, Tambahan Berita Negara Republik Indonesia 32 dated 19 April 2013, Supplement to the State
No. 10269 (“Akta Pendirian PT APL”). Gazette of the Republic of Indonesia No. 10269
(“Deed of Establishment of PT APL").
Perubahan Anggaran Dasar terakhir diubah The latest amendment of the Articles of Association
berdasarkan Akta Pernyataan Keputusan Para was amended by Deed of Resolutions of the
Pemegang Saham No. 08 tanggal 26 Juli 2017, Shareholders No. 08 dated 26 July 2017, drawn
dibuat dihadapan Nanda Fauz Iwan, S.H., M.Kn., up before Nanda Fauz Iwan, S.H., M.Kn., Notary in
Notaris di Jakarta Selatan, yang telah memperoleh South Jakarta that had obtained the approval of the
persetujuan Kementerian Hukum dan Hak Asasi Ministry of Law and Human Rights based on Decree
Manusia berdasarkan Keputusan No. AHU- No. AHU-AH.01.03-0156457 dated 27 July 2017.
AH.01.03-0156457 tanggal 27 Juli 2017.
Menjadi perusahaan jasa logistik nasional terpadu dan terpercaya di Indonesia.
VISI To become a national logistics services company that is integrated and reliable in
Indonesia.
VISSION
• Menyediakan jasa logisitik terpadu yang solutif, profesional, dan inovatif

untuk kepuasan konsumen./ To provide integrated logistics services that are
solutive, professional and innovative for customer satisfaction.
• Meningkatkan kapabilitas, membangun kapasistas, dan
• kesejahteraan karyawan. / To improve capability, build employee capacity
MISI and prosperity.
• Mengembangkan sinergi dengan mitra usaha / To develop synergy with
MISSION business partners
• Memaksimalkan nilai bagi pemegang saham dan pemangku kepentingan
lainnya. / To maximize values for shareholders and other stakeholders.
• Memberi kontribusi yang positif kepada masyarakat dan lingkungan. / To
make a positive contribution to society and the environment.
Susunan Dewan Komisaris dan Direksi PT Angkasa The composition of the Board of Commissioners and
Pura Logistik adalah sebagai berikut. Board of Directors of PT Angkasa Pura Logistik is as
follows.

Komisaris Utama / President Commissioner : Novrihandri
Komisaris / Commissioner : Parlindungan Situmorang
Komisaris / Commissioner : Marsda (Purn) Bambang Agus Margono
Komisaris / Commissioner : M. Basuki Mardianto
Direktur Utama / President Director : Herry A.Y. Sikado
Direktur Keuangan dan Administrasi / : Ahmad Munir

Director of Finance and Administration
Direktur Operasional dan Pengembangan Usaha / : Satrio Witjaksono

Director of Operations and Business Development
Direktur Keuangan / Director of Finance : Ridwan Moeis
Adapun komposisi kepemilikan saham PT Angkasa The shareholding composition of PT Angkasa Pura
Pura Logistik digambarkan dalam tabel berikut. Logistik is described in the following table.
Pemegang Saham Penyertaan Modal Lembar Saham Persentase

Shareholder Capital Investment Stock Unit Percentage
PT Angkasa Pura I (Persero) Rp24,000,000,000 24,000 98.0%
Pusat Koperasi Karyawan

PT Angkasa Pura I (Persero) Rp500,000,000 500 2.0%
PT Angkasa Pura Hotel PT Angkasa Pura Hotel
PT Angkasa Pura Hotel bergerak di bidang usaha PT Angkasa Pura Hotel is engaged in providing
penyediaan akomodasi pariwisata. PT Angkasa tourism accommodation. PT Angkasa Pura Hotel
Pura Hotel didirikan berdasarkan akte Nomor 03 was established based on deed No. 03 by Notary
oleh Notaris Nanda Fauz lwan SH, MKn tanggal Nanda Fauz lwan SH, MKn dated 6 January 2012.
6 Januari 2012. Entitas anak ini didirikan atas This subsidiary was established upon the approval
persetujuan Dewan Komisaris PT Angkasa Pura of the Board of Commissioners of PT Angkasa Pura
I (Persero) Nomor 192/DK.API/2011 tanggal 15 I (Persero) Number 192/DK.API/2011 dated 15
Desember 2011. Modal dasar Rp120 miliar terbagi December 2011. The authorized capital of Rp120
dalam 120.000 lembar saham dengan nilai nominal billion is divided into 120,000 shares with par
saham sebesar Rp1 juta dan telah disetor penuh value of Rp1 million and has been fully paid-up
Rp35,50 miliar Kepemilikian saham PT Angkasa with Rp35.50 billion. The ownership of PT Angkasa
Pura I (Persero) pada perusahaan ini sebanyak Pura I (Persero) shares in this company is 35,460
35.460 saham, senilai Rp35,46 miliar atau 99,99%. shares, valued at Rp35.46 billion or 99.99% The
Pendirian perusahaan ini telah disahkan melalui establishment of this company has been legalized
Keputusan Menteri Hukum dan Hak Asasi Manusia through the Decree of the Minister of Law and
Republik Indonesia Nomor: AHU-03688. AH.01.01. Human Rights of the Republic of Indonesia Number:
Tahun 2012 tanggal 20 Januari 2012. AHU-03688. AH.01.01.Tahun 2012 dated 20
January 2012.

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165
Berdasarkan Surat Persetujuan Kementerian Badan Based on the Letter of Approval of the Ministry
Usaha Milik Negara (BUMN) No. S-726/MBU/2012 of State-Owned Enterprises (SOEs) No. S-726/
tanggal 14 Desember 2012 tentang persetujuan MBU/2012 dated 14 December 2012 on the
penambahan setoran modal PT Angkasa Pura I approval of the additional capital injection of PT
(Persero) kepada PT Angkasa Pura Hotel (Entitas Angkasa Pura I (Persero) to PT Angkasa Pura Hotel
Anak), Perusahaan telah meningkatkan setoran (Subsidiary), the Company has increased its capital
modalnya sebesar Rp84,405 miliar, sehingga total contribution by Rp84.405 billion, bringing the
setoran modal perusahaan menjadi Rp119,865 total capital of Rp119,865 billion. The increase
miliar. Peningkatan setoran modal tersebut telah in the paid-up capital has been notarized under
diaktakan berdasarkan akta No. 16 tanggal 17 deed No. 16 dated 17 February 2017 from Nanda
Februari 2017 dari Nanda Fauz lwan, SH, Notaris Fauz lwan, SH, Notary in South Jakarta that has
di Jakarta Selatan, yang telah mendapatkan been approved by the Ministry of Law and Human
pengesahan dari Kementerian Hukum dan Hak Rights of the Republic of Indonesia in its Decree No.
Asasi Manusia Republik Indonesia dalam Surat AHU-AH.01.03-0116839 of 2017 dated 10 March
Keputusan No. AHU-AH.01.03-0116839 Tahun 2017 2017. Thus, the authorized capital has increased to
tanggal 10 Maret 2017. Dengan demikian, modal Rp400 billion and the paid-up capital amounts to
dasar meningkat menjadi sebesar Rp400 miliar dan Rp119.904 billion.
setoran modal menjadi sebesar Rp119,904 miliar.
Menjadi penyedia jasa akomodasi dan jasa boga terintegrasi berbasis bandara
yang terbaik di Indonesia.
VISI
To be the best airport-based provider of integrated accommodation and catering
VISSION services in Indonesia.
• Memberikan layanan akomodasi dan jasa boga terintegrasi untuk kepuasan

konsumen. / To provide integrated accommodation and catering services for
customer satisfaction
• Meningkatkan profesionalisme dan membentuk karakter hospitality
karyawan / To improve professionalism and shape employees’ hospitality
character.
MISI • Memaksimalkan nilai pemegang saham dan mendukung peningkatan layanan
MISSION bandara. / To maximize the value of shareholders and support airport service
enhancement.
• Mengoptimalkan sinergi dengan mitra usaha, perusahaan afiliasi dan
pemerintah. / To optimize a synergy with business partners, affiliated
companies and governments.
• Memberikan kontribusi positif terhadap masyarakat dan turut berperan
dalam pengembangan green airport./ To provide positive contribution to the
community and contribute to the development of green airport.
Pura Hotel adalah sebagai berikut. Board of Directors of PT Angkasa Pura Hotel is as
follows.
Komisaris Utama / President Commissioner : M. Asrori
Komisaris / Commissioner : Dadun Kohar

Komisaris / Commissioner : Faturohman
Komisaris / Commissioner : Leonardy Putra Negara Siregar
Direktur Utama / President Director : Danny Primanda Thaharsyah

Direktur Desain, Operasi dan Marketing / : Farid Indra Nugraha
Director of Design, Operations and Marketing
Direktur Keuangan Personalia dan Administrasi / : Kukuh
Director of Personnel Finance and Administration

Pura Hotel digambarkan dalam tabel berikut. Hotel is described in the following table.


PT Angkasa Pura Properti PT Angkasa Pura Properti
PT Angkasa Pura Properti bergerak di bidang usaha PT Angkasa Pura Properti is engaged in the business
pembangunan, perdagangan dan jasa khususnya of development, trade and services especially real
real estate, pengembang, jasa keagenan, distribusi, estate, developer, agency services, distribution and
dan bidang konstruksi serta bidang lainnya. PT. construction field as well as other fields. PT Angkasa
Angkasa Pura Properti didirikan berdasarkan akte Pura Property was established based on deed number
nomor 02 tanggal 6 Januari 2012 oleh Notaris 02 dated 6 January 2012 by Notary Nanda Fauz
Nanda Fauz lwan SH, M.Kn. Entitas anak ini didirikan lwan SH, M.Kn. This subsidiary was established upon
atas persetujuan Dewan Komisaris PT Angkasa Pura the approval of the Board of Commissioners of PT
I (Persero) nomor 193/DK.API/2011 tanggal 15 Angkasa Pura I (Persero) number 193/DK.API/2011
Desember 2011. Pendirian perusahaan ini telah dated 15 December 2011. The establishment of this
disahkan melalui keputusan menteri Hukum dan company has been legalized through the Decree of
Hak Asasi Manusia Republik Indonesia nomor AHU- the Minister of Law and Human Rights of the Republic
03704.AH.01.01 Tahun 2012 tanggal 20 Januari of Indonesia number AHU-03704.AH.01.01 of 2012
2012. Sesuai Akta no 16 tanggal 29 Januari 2014, dated 20 January 2012. According to Deed No. 16
PT. Angkasa Pura Properti melakukan penambahan dated 29 January 2014, PT Angkasa Pura Property
modal dari yang semula Rp42.000.000.000 menjadi has increased its capital from Rp42,000,000,000
168.000.000.000,-(Rupiah penuh) terbagi dalam to 168,000,000,000, (full Rupiah) divided into
168.000 lembar saham dengan nilai nominal saham 168,000 shares with par value of Rp 1,000,000 (full
sebesar Rp 1.000.000 (Rupiah penuh) dan telah Rupiah) and fully paid-up into shares of PT AP1 in
disetor penuh dengan pemilikan saham PT AP1 this company by 167,940 shares or 99.96%.
pada perusahaan ini sebanyak 167.940 saham atau
99,96%
Berdasarkan keputusan Pemegang Saham yang Based on the decision of the Shareholders whose
aktanya dibuat oleh Notaris Nita SH, No. 1 tanggal 8 notification was made by Notary Nita SH, No. 1
September 2016 telah dilakukan penambahan modal dated 8 September 2016, the additional paid-up
disetor sebesar Rp126 miliar. Modal disetor yang capital was Rp126 billion. The original paid-up
semula Rp42 miliar menjadi Rp168 miliar dengan capital of Rp42 billion to Rp168 billion with the
komposisi kepemilikan saham yaitu Angkasa Pura shareholding composition of Angkasa Pura Airports
Airports sebesar Rp167.940 miliar dan Koperasi amounting to Rp167,940 billion and Angkasa Pura I
Karyawan Angkasa Pura I (PUSKOKAPURA) sebesar Employee Cooperative I (PUSKOKAPURA) amounting
Rp60.000.000 dengan nilai nominal per sahamnya to Rp60,000,000 with par value of Rp1,000,000 per
sebesar Rp1.000.000. share.

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167
Menjadi pengembang properti terpercaya untuk kawasan bandara dan sekitar di

Indonesia. Secara Khusus
VISI PT Angkasa Pura Properti merupakan Airport City Developer.
VISSION To become a trusted property developer for airport area and its surroundings in
Indonesia. Particularly PT Angkasa Pura Property is an Airport City Developer.
• Mengembangkan lahan–lahan yang dimiliki Perusahaan Induk sesuai

potensi dan tren pasar dengan memperhatikan aspek lingkungan dan
pelayanan kepada konsumen. / To develop the land owned by the Holding
Company according to the market potential and trend by taking into account
environmental aspects and services to consumers.
• Memberikan nilai tambah kepada pemegang saham. / To provide added value
to shareholders.
MISI • Melakukan sinergi yang profesional dengan rekan bisnis. / To conduct a
MISSION professional synergy with business associates.
• Membangun SDM yang berkompeten serta memiliki integritas, kreatifitas,
dan nilai–nilai positif. / To build competent human capital having integrity,
creativity, and positive values.
• Mewujudkan hubungan yang harmonis dengan pihak-pihak yang
berkepentingan (stakeholder). / To achieve a harmonious relationship with
the stakeholders.
• Mengembangkan jasa properti dan industri pendukung lainnya. / To develop
property services and other supporting industries.
Pura Properti adalah sebagai berikut. Board of Directors of PT Angkasa Pura Properti is
as follows.
Komisaris Utama / President Commissioner : Polana B. Pramesti
Komisaris / Commissioner : Iskandar
Komisaris / Commissioner : Yusfandri Gona
Direktur Utama / President Director : Eko Permadi
Direktur Keuangan /Director of Finance : Siti Chadijah Octaviana
Direktur Pengembangan usaha / : Andiko Surya Widjaya

Director of Business Development
Pura Properti digambarkan dalam tabel berikut. Properti is described in the following table.



PT Angkasa Pura Suport PT Angkasa Pura Suport
Bidang usaha yang dijalankan oleh PT Angkasa The business field run by PT Angkasa Pura Suport
Pura Suport adalah bidang usaha perdagangan dan is a field of trading business and workforce service
penyedia jasa tenaga kerja, dengan modal dasar provider, with its authorized capital set at Rp
ditetapkan sebesar Rp 1.000.000.000.000,- (satu 1,000,000,000,000,- (one trillion rupiah), divided
triliun rupiah), yang terbagi atas 1.000.000 (satu into 1,000,000 (one million) shares, each of them with
juta) lembar saham, masing-masing saham dengan par value of Rp1,000,000 (one million rupiah). Of the
nilai nominal Rp1.000.000 (satu juta rupiah). Dari authorized capital, shares have been issued and paid
modal dasar tersebut telah ditempatkan dan disetor up amounting to Rp250,480,000,000 (two hundred
yaitu sebesar Rp250.480.000.000 (dua ratus lima fifty billion four hundred and eighty million rupiah)
puluh milyar empat ratus delapan puluh juta rupiah) with the composition of shareholders’ shares of PT
dengan susunan komposisi saham para pemegang Angkasa Pura I (Persero) of 250,000 (two hundred
saham PT Angkasa Pura I (Persero) sebanyak and fifty thousand) shares or Rp250,000,000,000,-
250.000 (dua ratus lima puluh ribu) lembar saham (two hundred and fifty billion rupiah) or 99.81%
atau sebesar Rp250.000.000.000,- (dua ratus lima and the Employee Cooperative Center of Angkasa
puluh miliar rupiah) atau 99,81% dan Pusat Koperasi Pura I (PUSKOKAPURA) of 480 (four hundred and
Karyawan Angkasa Pura I (PUSKOKAPURA) sebanyak eighty) shares or amounting to Rp480,000,000 (four
480 (empat ratus delapan puluh) lembar saham atau hundred and eighty million rupiah) or 0.19%. The
sebesar Rp480.000.000 (empat ratus delapan puluh establishment of the Company has been approved
juta rupiah) atau 0,19%. Pendirian Perusahaan telah by the Board of Commissioners of PT Angkasa
mendapat persetujuan dari Dewan Komisaris PT Pura I (Persero) Number 17/DK.API/2012 dated
Angkasa Pura I (Persero) Nomor 17/DK.API/2012 31 January 2012 and is based on the Company’s
tanggal 31 Januari 2012 dan didasarkan pada akta Deed of Establishment Number 03 dated 9 February
Perdirian Perusahaan Nomor 03 tanggal 9 Februari 2012 by Notary Nanda Fauz Iwan SH, MKn. The
2012 oleh Notaris Nanda Fauz Iwan SH, MKn. Akta Deed has been ratified by Decree of the Minister of
tersebut telah disahkan melalui Keputusan Menteri Law and Human Rights of the Republic of Indonesia
Hukum dan Hak Asasi Manusia Republik Indonesia Number AHU-08735.AH.01.01.Tahun 2012 dated 20
Nomor AHU-08735.AH.01.01.Tahun 2012 tanggal February 2012.
20 Februari 2012.
• Mendukung visi induk perusahaan / To support the holding company

vision
VISI • Memberikan pelayanan yang berkualitas, peralatan, dan pelayanan untuk
VISSION industri penerbangan / To provide quality services, equipment, and
services for the aviation industry.
• Memberikan kontribusi, manfaat finansial bagi pemegang saham. / To
give contributions, financial benefits to shareholders.
• Mendukung visi induk perusahaan / To support the holding company

vision
MISI • Memberikan pelayanan yang berkualitas, peralatan, dan pelayanan untuk
MISSION industri penerbangan / To provide quality services, equipment, and
services for the aviation industry.
• Memberikan kontribusi, manfaat finansial bagi pemegang saham. / To
give contributions, financial benefits to shareholders.

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169
Pura Suport adalah sebagai berikut. Board of Directors of PT Angkasa Pura Suport is as
follows.
Komisaris Utama / President Commissioner : Faik Fahmi
Komisaris / Commissioner : Pepen Supendi Yusuf
Komisaris / Commissioner : Ruspen Saragih
Komisaris / Commissioner : Nelson Barus
Direktur Utama / President Director : Edyana Paramitasari
Direktur Komersial dan Teknik / : Trikora Harjo

Director of Commercial Affairs and Engineering
Direktur Keuangan dan Umum / : Sugiarto Panca K.

Director of Finance and General Affairs
Pura Suport digambarkan dalam tabel berikut. Suport is described in the following table.

Pusat Koperasi Karyawan Rp480,000,000 480 0.19%
PT Angkasa Pura Retail PT Angkasa Pura Retail
PT Angkasa Pura Retail didirikan berdasarkan akta PT Angkasa Pura Retail was established based on
notaris No. 11 Notaris Nanda Fauz Iwan, SH, MKn., notarial deed No. 11 Notary Nanda Fauz Iwan, SH,
di Jakarta Selatan, tertanggal 23 September 2014 MKn., In South Jakarta, dated 23 September 2014
dan telah mendapat pengesahan badan hukum and has been approved by a legal entity from the
dari Kementerian Hukum dan Hak Asasi Manusia Ministry of Law and Human Rights of the Republic of
Republik Indonesia dengan Surat Keputusan No. Indonesia in its Decree No. AHU-26401.40.10.2014
AHU-26401.40.10.2014 tertanggal 24 September dated 24 September 2014. The authorized capital
2014. Modal dasar perusahaan berdasarkan of the company is Rp200 billion divided into
pendirian adalah sebesar Rp200 miliar yang 200,000 shares, each of them with par value of Rp1
terbagi atas 200.000 saham, masing-masing saham million. Of the Authorized Capital, the shares have
dengan nilai nominal sebesar Rp1 juta. Dari Modal been issued and paid-up amounting to Rp50 billion
Dasar tersebut telah ditempatkan dan disetor yaitu divided into 50,000 shares, respectively by the
sebesar 50 miliar yang terbagi atas 50.000 saham founders of PT Angkasa Pura I (Persero) amounting
masing-masing oleh pendiri yaitu PT Angkasa Pura I to Rp48,750,000,000 or 48,750 shares or shares

(Persero) sebesar Rp48.750.000.000 atau sebanyak ownership of PT Angkasa Pura I (Persero) in this
48.750 saham atau kepemilikan saham PT Angkasa company amounting to 97.50% and by PT Angkasa
Pura I (Persero) pada perusahaan ini adalah sebesar Pura Hotel amounting to Rp1,250,000,000 or 1,250
97,50% dan oleh PT Angkasa Pura Hotel sebesar shares or shares ownership of PT Angkasa Pura
Rp1.250.000.000 atau sebanyak 1.250 saham atau Hotel in the Company amounting to 2.50%.
kepemilikan saham PT Angkasa Pura Hotel pada
Perusahaan ini adalah sebesar 2,50%.
Menjadi travel retailer Indonesia terbesar yang memberikan kualitas tertinggi

VISI untuk partner kerja dan pelanggan.
VISSION To became Indonesia’s largest travel retailer providing the highest quality for
partners and customers.
• Menjadikan tingkat kepuasan pelanggan sebagai benchmark untuk terus

melakukan pelayanan yang terbaik. / To make customer satisfaction level
as a benchmark to keep conducting the best service.
• Mengelola 15% area komersial dalam bandara PT Angkasa Pura I (Persero)
dengan berbagai macam diversifikasi usaha. / To manage 15% of
commercial area within PT Angkasa Pura I (Persero) airport with various
MISI business diversification.
MISSION • Memiliki brand mandiri dalam waktu 2 (dua) tahun. /
To own independent brand within 2 (two) years.
• Memberikan value added setinggi-tingginya kepada stakeholder baik dari
segi pendapatan dan kualitas pelayanan. / To provide the highest added
value to stakeholders both in terms of revenue and service quality.
• Menjadi perusahaan travel retail bertaraf internasional dan mendapatkan
pengakuan secara regional. / To become an international-class retail
company and obtain regional recognition.
Pura Retail adalah sebagai berikut. Board of Directors of PT Angkasa Pura Retail is as
follows.
Komisaris Utama / President Commissioner : Adi Nugroho
Komisaris / Commissioner : Danny P. Thaharsyah
Direktur Utama / President Director : Daniel Martin
Direktur Keuangan dan Administrasi / : Widya Wiedagdo

Director of Finance and Administration
Pura Retail digambarkan dalam tabel berikut. Retail is described in the following table.

Pusat Koperasi Karyawan Rp1,250,000,000 1,250 2.50%

2017 Annual Report
171
ENTITAS ASOSIASI
ASSOCIATED ENTITY
Nama Bidang Usaha Kepemilikan Tahun Pendirian Status Jumlah Aset Domisili
Name Business Field Saham Year of Operasi (Rp miliar) Domicile
Shareholding Establishment Operational Total Asset
Status (Rp billion)
PT Gapura Ground 10% 1998 Beroperasi 21,504 Cengkareng*

Angkasa Handling Operating
PT Jasa Marga Jalan Tol 8%` 2011 Beroperasi 1,900 Bali

Bali Tol Highway Operating
*) merupakan domisili kantor cabang pergudangan di Bandara Soekarno Hatta, sedangkan untuk jumlah kantor tempat PT Gapura Angkasa
beroperasi ada di 59 bandara (30 kantor cabang dan 29 kantor perwakilan) yang tersebar di seluruh wilayah Indonesia.
is the domicile of the branch office of warehousing at Soekarno Hatta Airport, while for the number of offices where PT Gapura Angkasa operates
there are at 59 airports (30 branches and 29 representative offices) spread all over Indonesia
Penjelasan singkat mengenai masing-masing A brief description of each Association is described

Entitas Asosiasi diuraikan sebagai berikut: as follows:
PT Gapura Angkasa PT Gapura Angkasa
Penyertaan pada PT Gapura Angkasa yang bergerak Investments in PT Gapura Angkasa engaged in Ground
dalam bidang jasa Ground Handling dilakukan Handling services are conducted in accordance with
sesuai dengan persetujuan Surat Menteri Keuangan the approval of the Letter of the Minister of Finance
Nomor S-546/MK.016/1997 tanggal 5 November No. S-546/MK.016/1997 dated 5 November 1997
1997 dengan nilai perolehan Rp67.200.000.000 with the total acquisition value of Rp67,200,000,000
(rupiah penuh). Modal dasar PT Gapura Angkasa (full Rupiah). The authorized capital of PT Gapura
adalah Rp860,16 miliar terbagi atas 8.601.600 Angkasa is Rp860.16 billion divided into 8,601,600
saham nominal Rp100.000 per saham. Modal dasar shares with par value of Rp100,000 per share. The
tersebut, sebanyak 2.150.400 saham atau senilai authorized capital amounting to 2,150,400 shares
Rp215.040.000.000 (rupiah penuh) merupakan or Rp215,040,000,000 (full Rupiah) constitutes the
modal ditempatkan dan disetor. Dari jumlah Modal issued and paid up capital. The total Issued and Paid-
Ditempatkan dan Disetor oleh 3 (tiga) Pemegang up Capital is conducted by 3 (three) Shareholders,
saham yaitu PT Angkasa Pura I (Persero) dan PT namely PT Angkasa Pura I (Persero) and PT Angkasa
Angkasa Pura II (Persero) masing-masing sebanyak Pura II (Persero) amounting to 672,000 shares
672.000 saham (31,25%) dan PT Garuda Indonesia (31.25%) and PT Garuda Indonesia Airlines (Persero)
Airlines (Persero) sebanyak 806.400 saham (37,50%). amounting to 806,400 shares (37.50%). In 2014,
Pada tahun 2014 Perseroan telah menjual sebagian the Company had sold some of its shares to other
saham miliknya kepada pemegang saham lainnya shareholders, namely PT Garuda Indonesia (Persero)
yaitu PT Garuda Indonesia (Persero) Tbk sebanyak Tbk amounting to 456,960 shares or 21.25% with the
456.960 lembar saham atau 21,25% dengan harga selling price of Rp105,000,000 which is stated in the
jual sebesar Rp105.000.000 yang dinyatakan dalam Memorandum of Understanding of Purchase and Sale
Nota Kesepahaman Pembelian dan Penjualan Saham of PT Gapura Angkasa number SP.140.KU.20/2014/
PT Gapura Angkasa nomor SP.140.KU.20/2014/ PD; DS/PERJ/MOU/DQ-3285/2014 dated 30 June
PD; Nomor DS/PERJ/MOU/DQ-3285/2014 tanggal 2014. Thus, the remaining investment in PT Gapura
30 Juni 2014. Dengan demikian sisa penyertaan Angkasa is 215,040 shares or 10%.
perseroan di PT Gapura Angkasa adalah sebanyak
215.040 lembar saham atau sebesar 10%.

PT Gapura Angkasa didirikan pada tahun 1998 PT Gapura Angkasa was established in 1998
sebagai penyedia jasa ground handling independen as an independent service provider of ground
yang menawarkan kompetisi yang lebih besar handling offering greater competition in ground
pada jasa ground handling. PT Gapura Angkasa handlingservices. PT Gapura Angkasa provides
menyediakan bagi maskapai penerbangan yang airlines operating in Indonesia with an optional
beroperasi di Indonesia dengan alternatif pilihan alternative to service quality, including cargo and
dalam kualitas pelayanan, yang meliputi kargo warehousing, passenger and baggage handling, airline
dan pergudangan, penumpang dan penanganan operations and aircraft services, andas well as other
bagasi, operasi penerbangan dan servis pesawat business activities that support the airline business
udara, serta kegiatan usaha lainnya yang dapat in the Company’s work area and Angkasa Pura II. PT
menunjang usaha penerbangan di wilayah kerja Gapura Angkasa is a joint venture established by
Perusahaan dan Angkasa Pura II. PT Gapura Angkasa three state-owned companies, namely PT Garuda
adalah perusahaan patungan yang didirikan oleh Indonesia (Persero), PT Angkasa Pura I (Persero),
tiga BUMN, yaitu PT Garuda Indonesia (Persero), and PT Angkasa Pura II (Persero), constantly
PT Angkasa Pura I (Persero), dan PT Angkasa Pura emphasizing the need for service improvement in
II (Persero), yang senantiasa menekankan pada fields of service and performance, personnel and
kebutuhan untuk peningkatan layanan serta di equipment. The establishment of the Company has
bidang layanan dan kinerja, personil dan peralatan. been approved by the Minister of Finance of the
Pendirian perusahaan telah mendapat persetujuan Republic of Indonesia Number: S-546/MK.016/1997
Menteri Keuangan RI Nomor: S-546/MK.016/1997 dated 5 November 1997 on the Establishment of a
tanggal 5 November 1997 tentang Pendirian Ground Handling Joint Venture Company between
Perusahaan Patungan Ground Handling antara tiga the three SOEs.
BUMN tersebut.
Bidang usaha utama perusahaan setelah perubahan The main business fields of the Company after the
akta adalah sebagai berikut. change of deed are as follows.
1. Akomodasi dan Representasi; 1. Accommodation and Representation;
2. Kontrol Muatan, Komunikasi, dan Kontrol 2. Load Control, Communication and Departure
Keberangkatan; Control;
3. Unit Perangkat Kontrol Muatan; 3. Unit of Load Control Devices;
4. Penumpang dan Bagasi; 4. Passenger and Baggage;
5. Kargo, Pergudangan, dan Surat-Menyurat; 5. Cargo, Warehousing, and Correspondence;
6. Layanan Perjalanan; 6. Travel Services;
7. Pelayanan Pesawat; 7. Aircraft Services;
8. Minyak dan Bahan Bakar; 8. Oil and Fuel;
9. Pemeliharaan Pesawat; 9. Aircraft Maintenance;
10. Operasi Penerbangan dan Administrasi Kru; 10. Flight Operations and Crew Administration;
11. Transportasi Landasan;. 11. Runway Transportation;.
12. Katering dan Pelayanan; 12. Catering and Services;
13. Administrasi dan Pengawasan; 13. Administration and Supervision;
14. Keamanan Bandara; 14. Airport Security;
15. Pergudangan dan Logistik; 15. Warehousing and Logistics;
16. Konsultan Penanganan Landasan; 16. Runway Handling Consultant;
17. Pendidikan dan Pelatihan serta Penyediaan 17. Education and Training as well as Provision of
Tenaga Ahli Penanganan Landasan. Runway Handling Experts.
PT Gapura Angkasa telah mengukir peran penting PT Gapura Angkasa has carved an important role
dalam industri bandara setempat. Sebagai in the local airport industry. As a joint venture
perusahaan patungan antara maskapai nasional between the national airline of PT Garuda Indonesia
PT Garuda Indonesia Airlines (Persero) dan dua Airlines (Persero) and two state-owned main airport
otoritas bandara utama milik negara, Perseroan authorities, the Company and PT Angkasa Pura II
dan PT Angkasa Pura II (Persero), kinerja di (Persero), performance in services, personnel and
bidang layanan, personil, dan peralatan senantiasa equipment are constantly evolving.
mengalami perkembangan.

2017 Annual Report
173
PT Jasa Marga Bali Tol PT Jasa Marga Bali Tol
Investasi dalam saham pada PT Jasa Marga Bali Tol Investments in shares of PT Jasa Marga Bali Tol are
merupakan konsorsium investasi pembangunan a consortium of investment for the construction
jalan tol Nusa Dua - Ngurah Rai - Benoa di daerah of the Nusa Dua - Ngurah Rai - Benoa toll road in
Bali oleh beberapa perusahaan BUMN. Investasi ini the Bali area by several state-owned companies.
telah mendapat persetujuandari Menteri Negara This investment has received approval from the
BUMN dalam surat S-549/MBU/2011tanggal 25 Minister of SOEs in letter S-549/MBU/2011 dated
Oktober 2011. Sesuai akta pernyataan keputusan 25 October 2011. In accordance with the deed of
rapat PT Jasa Marga Bali Tol nomor: 01. tanggal Resolutions of PT Jasa Marga Bali Tol number: 01.
11 Desember 2013 yang dibuat dihadapan Notaris dated 11 December 2013 drawn up before Notary
Paulina Siti Suprimulyanti Endah Putri, PT Angkasa Paulina Siti Suprimulyanti Endah Putri, PT Angkasa
Pura I (Persero) memiliki 59.635 lembar saham Pura I (Persero) owns 59,635 shares or equal to
atau sebesar Rp59.635.000 dan tambahan modal Rp59,635,000 and other additional paid-up capital
disetor lainnya sebesar Rp14.908.400 dengan Rp14,908,400 with the total ownership of 8%.
jumlah kepemilikan sebesar 8%. Investasi saham Investments in shares of PT Jasa Marga Bali Tol were
pada PT Jasa Marga Bali Tol tersebut dicatat pada recorded on the Company bookkeeping by using the
pembukuan perusahaan dengan menggunakan equity method.
equity method
Konsesi pengelolaan jalan tol ini diberikan selama 45 The toll road management concession was granted
(empat puluh lima) tahun. Dalam pembangunannya, for 45 (forty five) years. In construction, the toll
jalan tol ini membutuhkan masa konstruksi selama road required a construction period of 420 days and
420 hari serta menyerap dana pembangunan absorbed development funds of Rp2.4 trillion. The
sebanyak Rp2,4 triliun. Penyelesaian jalan tol relatif completion of the toll road was relatively in line with
bersamaan dengan penyelesaiaan pengembangan the completion of the development of I Gusti Ngurah
Bandara I Gusti Ngurah Rai, dimana kedua fasilitas Rai Airport, where both facilities were prepared for
tersebut dipersiapkan untuk pelaksanaan kegiatan the implementation of APEC 2013 activity.
APEC 2013.
YAYASAN
FOUNDATION
Tahun Jumlah Aset

Kepemilikan Status Operasi
Nama Bidang Usaha Pendirian (Rp miliar) Domisili
Saham Operational
Name Business Field Year of Total Asset Domicile
Shareholding Status
Establishment (Rp billion)
Dana Pensiunan
Dana Pensiun Beroperasi
Angkasa Pura I 100% 1998 1,129.4 Jakarta
Pension Fund Operating
(DAPENRA)
Yayaysan
Yayasam
Kesejahteraan
Kesajhteraan
Karyawan Beroperasi
Karyawan Angkasa 100% 2003 672.2 Jakarta
Employee Operating
Pura I
Benefit
(YAKKAP I)
Foundation

Penjelasan singkat mengenai masing-masing A brief description of each Foundation is described

Yayasan diuraikan sebagai berikut: as follows:
Dana Pensiun Angkasa Pura Airports (DAPENRA) Dana Pensiun Angkasa Pura Airports (DAPENRA)
Dana Pensiun Angkasa Pura I (DAPENRA) adalah Dana Pensiun Angkasa Pura I (DAPENRA) is a
Program Pensiun Pegawai PT Angkasa Pura I Pension Program for Employees of PT Angkasa Pura
(Persero) sebagai bentuk Imbalan Pasca Kerja, I (Persero) as a form of Post-Employment Benefit, as
sekaligus Tanggung jawab Sosial Perusahaan kepada well as Corporate Social Responsibility to employees.
pegawai. Program Pensiun merupakan salah satu Pension Program is one of the manifestations of
bentuk manifestasi komitmen Perusahaan terhadap the Company’s commitment to the welfare of its
kesejahteraan pegawainya pada masa pensiun employees during retirement or post-employment.
atau pasca kerja. DAPENRA didirikan pada tanggal DAPENRA was established on 6 October 1998
6 Oktober 1998 berdasarkan Keputusan Direksi based on the Decision of the Board of Directors of
PT Angkasa Pura I (Persero) Nomor: KEP.1156/ PT Angkasa Pura I (Persero) Number: KEP.1156/
KU.60/1998 dan disahkan operasionalnya oleh KU.60/1998 and ratified by the Decree of the
Menteri Keuangan RI dengan Keputusan Nomor: Minister of Finance Number: KEP.393/KM.17/1999
KEP.393/KM.17/1999 tanggal 15 November 1999. dated 15 November 1999.
Susunan Dewan Pengawas Dana Pensiun Angkasa The composition of the Supervisory Board of
Pura I (DAPENRA) adalah sebagai berikut: Angkasa Pura I (DAPENRA) is as follows:
Ketua / Chairman : Novrihandri (Wakil dari Pemberi Kerja / Epresentative of Employer)
Anggota / Member : Adi Nugroho (Wakil dari Pemberi Kerja / Representative of Employer)
Anggota / Member : Udaya S. (Wakil dari Peserta Pensiunan / Representative of Pension Participant)
Zulkifli* (Wakil dari Peserta Aktif / Representative of Active Participant)

Anggota / Member : Milda** (Wakil dari Peserta Aktif / Representative of Active Participant)
Keterangan/ Remarks:
(*) Masa jabatan berakhir pada 22 Desember 2017 / (*) The term of office ended on 22 December 2017
(**) Mulai menjabat pada 22 Desember 2017 / (**) Starting to serve on 22 December 2017
Susunan Pengurus DAPENRA adalah sebagai The composition of the DAPENRA Board is as follows:
berikut:
Direktur Utama / President Director : M. Syarif Luturlean
Direktur Investasi / Director of Investment : Safrizal
Direktur Kepesertaan dan Keuangan / : Ridwan Moeis*

Director of Membership and Finance Purwanto**
Keterangan/ Remarks:
(*) Masa jabatan berakhir pada 20 Juni 2017/ (*) The term of office ended on 20 June 2017
(**) Mulai menjabat pada 20 Juni 2017 / (**) Starting to serve on 20 June 2017

2017 Annual Report
175
Yayasan Kesejahteraan Karyawan Angkasa Pura Yayasan Kesejahteraan Karyawan Angkasa Pura
Airports (YAKKAP I) Airports (YAKKAP I)
Yayasan Kesejahteraan Karyawan Angkasa Yayasan Kesejahteraan Karyawan Angkasa

Pura I (YAKKAP I) adalah Yayasan di bidang Pura I (YAKKAP I) is a foundation in the
sosial dan kemanusiaan yang didirikan oleh social and humanitarian field established by
PT Angkasa Pura I (Persero) untuk meningkatkan PT Angkasa Pura I (Persero) to improve the welfare of
kesejahteraan Peserta Program Tunjangan Hari Participants of Annuity Program, Health Maintenance
Tua, Program Bantuan Pemeliharaan Kesehatan, Assistance Program, and Other Assistance Program
dan Program Bantuan Lainnya dengan modal dasar with the authorized capital of Rp101,117,437,230
sebesar Rp101.117.437.230 (seratus satu miliar (one hundred one billion one hundred seventeen
seratus tujuh belas juta empat ratus tiga puluh million four hundred thirty-seven thousand two
tujuh ribu dua ratus tiga puluh rupiah). Pendirian hundred and thirty rupiah). The establishment of the
Yayasan didasarkan pada akte Pendirian Yayasan Foundation is based on the deed of Establishment
Kesejahteraan Karyawan Angkasa Pura Airport of Yayasan Kesejahteraan Karyawan Angkasa Pura
(YAKKAP I) dengan perubahan seluruh Anggaran Airport (YAKKAP I) with the latest amendment on the
Dasar yang terakhir yang telah diumumkan dalam latest Articles of Association announced in the State
Berita Negara RI Nomor 68 tanggal 25 Agustus Gazette No. 68 dated 25 August 2006, Supplement
2006, Tambahan Berita Negara RI Nomor 550 Tahun to the State Gazette Number 550 of 2006 and the
2006 dan Akta tersebut telah disahkan melalui Deed has been ratified by the Minister of Law and
keputusan menteri Hukum dan Hak Asasi Manusia Human Rights of the Republic of Indonesia Number:
Republik Indonesia Nomor: C.883.HT.01.05.TH 2006 C.883.HT.01.05.TH 2006 dated 5 May 2006 with
tanggal 05 Mei 2006 dengan Susunan Pembina, the Board of Trustees, Supervisors and Foundation
Pengawas dan Pengawas Yayasan Kesejahteraan Supervisors of Yayasan Kesejahteraan Karyawan
Karyawan Angkasa Pura I (YAKKAP I) tahun 2017 Angkasa Pura I (YAKKAP I) in 2017 is as follows.
adalah sebagai berikut.
Pembina : Adi Nugroho (Direktur SDM dan Umum / Director of HC and General Affairs)
Trustee
Pengawas : Imron Qodari (Ketua / Chairman)

Supervisor Rusli Amrin (Anggota / Member)
Sulistyowati Dewi (Anggota / Member)
Agus Widodo* (Anggota / Member)
M. Mardiath ** (Anggota / Member)
Keterangan:
(*) Masa jabatan berakhir pada tanggal 13 Maret 2017
(**) Mulai menjabat pada tanggal 13 Maret 2017
Remarks:
(*) The term of office ended on 13 March 2017
(**) Starting to serve on 13 March 2017

Ketua : • Purwanto (Masa jabatan berakhir pada tanggal 6 Januari 2017 / The term of office
Chairman ended on 6 January 2017)
• Irwan Garniwa (Mulai menjabat pada tanggal 6 Januari 2017 / Starting to serve on
6 January 2017)
Sekretaris : • Kintoron (Masa jabatan berakhir pada tanggal 1 Agustus 2017 / The term of office
Secretarys ended on 1 August 2017)
• Tris Gunarso (Mulai menjabat pada tangal 1 Agustus 2017/ Starting to serve on 1
August 2017)
Bendahara • Mas’ud Efasa (Masa jabatan berakhir pada tanggal 6 Januari 2018 / The term of office
Treasurer ended on 6 January 2018)
• Wisnu Darmojo (Mulai menjabat pada tanggal 6 Januari 2018 / Starting to serve on
6 January 2018)

2017 Annual Report
177
STRUKTUR GRUP PERUSAHAAN

Company Group Structure
NEGARA REPUBLIK
INDONESIA
GOVERMENT OF THE
REPUBLIC OF INDONESIA
100%
98,00% 99,96% 97,50% 99,97% 99,61%
100% 100%
10%
10%

KRONOLOGIS PENERBITAN SAHAM

Chronological Issuance Of Shares
Saat ini PT Angkasa Pura I (Persero) 100% dimiliki Currently, PT Angkasa Pura I (Persero) is 100% owned
oleh Pemerintah Republik Indonesia dengan jumlah by the Government of the Republic of Indonesia with
saham ditempatkan dan disetor penuh sebesar total issued and fully paid-up shares amounting to
Rp6.414.412.000 dengan total saham sebanyak Rp6,414,412,000 with a total of 6,414,412 shares.
6.414.412 saham.
Kronologis pendirian perusahaan dan penerbitan The chronology of the Company's establishment
saham Perseroan dapat dijelaskan sebagai berikut. and the issuance of the Company's shares can be
explained as follows.
PP/ Akta No. dan
Notaris Pengesahan Keterangan
No. Tanggal
Notary Ratification Remarks
PP/Deed No. and Date
1 PP Nomor 5 Tahun - - Pengalihan bentuk Perusahaan Umum (PERUM) Angkasa

1992 Tanggal 4 Pura I menjadi Perusahaan Perseroan (PERSERO) /
Pebruari 1992 / The transfer of the form of Public Company (PERUM)
PP Number 5 of 1992 Angkasa Pura I into a Limited Liability Company
dated 4 February 1992 (PERSERO)
2 PP Nomor 48 Tahun - - Penambahan Penyertaan Modal Negara Republik

1992 Tanggal 29 Indonesia pada Bandar Udara Adi Sumarmo di
Agustus 1992 / Surakarta, Adisutjipto di Yogyakarta dan Syamsuddin
PP Number Noor di Banjarmasin ke dalam modal Perusahaan
48 of 1992 Perseroan (PERSERO) Angkasa Pura I. Nilai penambahan
Dated 29 August 1992 penyertaan modal Negara ditetapkan oleh Menteri
Keuangan berdasarkan hasil perhitungan yang
dilakukan bersama oleh Departemen Keuangan dan
Departemen Perhubungan. / The addition of Capital
Investment of the State of the Republic of Indonesia
at Adi Sumarmo Airport in Surakarta, Adisutjipto
Airport in Yogyakarta and Syamsuddin Noor Airport
in Banjarmasin into the capital of Angkasa Pura I
(PERSERO) as the Company. The value of additional
State capital investment shall be stipulated by the
Minister of Finance based on the calculation performed
jointly by the Ministry of Finance and the Ministry of
Transportation.
3 Akta Pendirian Muhani Salim Disahkan Telah diumumkan dan dimuat dalam Berita Negara
Perseroan Terbatas S.H oleh Menteri Republik Indonesia tertanggal 29 Juni 1993, Nomor 52,
Angkasa Pura I Kehakiman Tambahan Nomor 2914. /
(Persero) No. 1 Keputusan It has been announced and published in the State
tanggal 2 Januari No. C2-2470. Gazette of the Republic of Indonesia dated 29 June
1993 sebagaimana HT.01.01.th.93 1993, Number 52, Supplement Number 2914.
Diperbaiki dengan tanggal 24 April
Akta Pembetulan No. 1993 /
95 tanggal 19 Maret Ratified by
1993 (Akta Pendirian)/ the Minister of
Deed of Establishment Justice Decree
of a Limited Liability No. C2-2470.
Company Angkasa HT.01.01.th.93
Pura I (Persero) No. 1 dated 24 April
dated 2 January 1993 1993
as amended by Deed
of Repair No. 95 dated
19 March 1993 (Deed
No.
4 PP Nomor 26 Tahun - - Pengalihan Pengusahaan Bandar Udara Polonia - Medan dari

1994 Tanggal 30 Perusahaan Perseroan (PERSERO) PT Angkasa Pura I sebesar
Agustus 1994 / Rp24,804,355,003.85 dan ditetapkan sebagai Tambahan
PP Number Penyertaan Modal Negara ke dalam Modal Saham
26 of 1994 Perusahaan Perseroan (PERSERO) Angkasa Pura II /
Dated 30 August 1994 The transfer of Polonia - Medan Airport Commercial
Development of a Limited Liability Comapny (PERSERO)
PT Angkasa Pura I amounts to Rp24,804,355,003.85
and is stipulated as Addition of State Capital Investment
into the Share Capital of a Limited Liability Company
(PERSERO) Angkasa Pura II.

2017 Annual Report
179
PP/ Akta No. dan

No. Tanggal

1995 Tanggal 6 Indonesia pada Bandar Udara Achmad Yani di
Nopember 1995 / Semarang, Pattimura di Ambon, dan Selaparang
PP Number di Lombok ke dalam modal saham Perusahaan
38 of 1995 Perseroan (PERSERO) Angkasa Pura I sebesar
Dated 6 November Rp76,535,997,213.89 /
1995 The addition of Capital Investment of the State of
the Republic of Indonesia at Achmad Yani Airport in
Semarang, Pattimura Airport in Ambon and Selaparang
Airport in Lombok into the Share Capital of a Limited
Liability Company (PERSERO) Angkasa Pura I amounting
to Rp76,535,997,213.89.

1997 Tanggal 21 Indonesia pada Bandar Udara Ngurah Rai di Bali,
Januari 1997 / Sepinggan di Balikpapan, Sam Ratulangi di Manado,
PP Number 2 of 1997 Frans Kaisiepo di Biak, Adisutjipto di Yogyakarta,
Dated 21 January Adi Sumarmo di Surakarta, dan Syamsuddin Noor
1997 di Banjarmasin ke dalam Modal Saham Perusahaan
Perseroan (PERSERO) PT. Angkasa Pura I sebesar
Rp142,553,972,767.68 /
The addition of Capital Investment of the State of
the Republic of Indonesia at Ngurah Rai Airport in
Bali, Sepinggan Airport in Balikpapan, Sam Ratulangi
Airport in Manado, Frans Kaisiepo Airport in Biak,
Adisutjipto Airport in Yogyakarta, Adi Sumarmo
Airport in Surakarta and Syamsuddin Noor Airport in
Banjarmasin into the Share Capital of a Limited Liability
Company (PERSERO) PT Angkasa Pura I amounting to
Rp142,553,972,767.68.
7 Akta Perubahan Imas Fatimah Disetujui Disetujui oleh RUPS yang mengubah:
Anggaran Dasar S.H. oleh Menteri perubahan jangka waktu berdirinya Perseroan
Perseroan Terbatas Kehakiman merubah maksud dan tujuan Perseroan
Angkasa Pura I No. 15 Republik pengurangan modal dasar Perseroan semula
tanggal 16 April 1998 Indonesia Rp5,250,000,000,000.00 (lima triliun dua ratus lima
sebagaimana telah Direktorat puluh miliar Rupiah) menjadi Rp3,700,000,000,000.00
Diperbaiki dengan Jenderal Hukum (tiga triliun tujuh ratus miliar Rupiah)
Akta Perbaikan No. 30 dan Perundang- Pengurangan modal disetor semula
tanggal 18 September undangan Rp1,050,000,000,000.00 (satu triliun lima puluh miliar
1998 (Akta No. berdasarkan Rupiah) menjadi Rp925,000,000,000.00 (sembilan
15/1998) / Keputusan ratus dua puluh lima miliar Rupiah) meniadakan Saham
Deed of Amendment No. C2-25830 Prioritas dalam Anggaran Dasar, dan Pengubahan
to the Articles of HT.01.04. dan penyesuaian seluruh ketentuan Anggaran Dasar
Association of a TH.98 tanggal Perseroan sesuai dengan Undang-undang No. 1 Tahun
Limited Liability 19 November 1995 tentang Perseroan Terbatas.
Company Angkasa 1998 / Telah diumumkan dan dimuat dalam Berita Negara
Pura I No. 15 dated Approved by Republik Indonesia tertanggal 22 Juni 1999, Nomor 50,
16 April 1998 as the Minister Tambahan Nomor 3740. /
amended by Deed of of Justice of Approved by the GMS to amend:
Repair No. 30 dated the Republic change of the term of establishment of the Company.
18 September 1998 of Indonesia of change of the purposes and goals of the Company.
(Deed No. 15/1998) the Directorate reduction of the authorized capital of the Company
General of Law from Rp5,250,000,000,000.00 (five trillion two hundred
and Legislation and fifty billion Rupiah) to Rp3,700,000,000,000.00
pursuant to (three trillion seven hundred billion Rupiah).
Decree No. C2- Reduction of paid-up capital from
25830 HT.01.04. Rp1,050,000,000,000.00 (one trillion fifty billion
TH.98 dated 19 Rupiah) to Rp925,000,000,000.00 (nine hundred and
November 1998. twenty-five billion Rupiah) Dismissal of Priority Shares
in the Articles of Association, and Amendment and
adjustment of all the Articles of Association of the
Company in accordance with Law No. 1 of 1995 on
Limited Liability Companies.
It has been announced and published in the State
Gazette of the Republic of Indonesia dated 22 June
1999, Number 50, Supplement Number 3740.

PP/ Akta No. dan

No. Tanggal

1999 Tanggal 26 Mei Indonesia Ke Dalam Modal Saham Perusahaan
1999 / Perseroan (PERSERO) PT Angkasa Pura I sebesar
PP Number Rp198,786,985,007.86 /
40 of 1999 Addition of Capital Investment of the State of the
Dated 26 May1999 Republic of Indonesia Into Share Capital of a Limited
Liability Company (PERSERO) PT Angkasa Pura I
amounting to Rp198,786,985,007.86.
9 PP Nomor 35 Tahun - - Pemisahan dan Pengalihan Kekayaan Negara

2000 Tanggal 7 Juni pada Bandar Udara El Tari - Kupang untuk
2000 / dijadikan Tambahan Penyertaan Modal Negara
PP Number dalam PT (PERSERO) Angkasa Pura I sebesar
35 of 2000 Rp28,157,871,692.81 /
Dated 7 June 2000 Separation and Transfer of State Property at El
Tari - Kupang Airport to be State Addition of Capital
Investment in a Limited Liability Company (PERSERO)
Angkasa Pura I amounting to Rp28,157,871,692.81.

2002 Tanggal 23 Indonesia Ke Dalam Modal Saham Perusahaan
April 2002 / PP Perseroan (PERSERO) PT Angkasa Pura I sebesar
Number 19 of 2002 Rp37,164,632,024.51 /
Dated 23 April 2002 Addition of Capital Investment of the State of the
Republic of Indonesia Into Share Capital of a Limited
Liability Company (PERSERO) PT Angkasa Pura I
amounting to Rp37,164,632,024.51
11 PP Nomor 18 Tahun - - Pengurangan Penyertaan Modal Negara Republik

2004 Tanggal 22 Indonesia Pada Perusahaan Perseroan (PERSERO) PT
Juni 2004 / PP Angkasa Pura I berupa sebagian kekayaan negara
Number 18 of 2004 yang tertanam dalam modal saham Perusahaan
Dated 22 June 2004 Perseroan (Persero) PT Angkasa Pura I. Kekayaan
Negara sebagaimana dimaksud dalam ayat (1) berupa
bangunan gedung bekas Kantor Pusat Perusahaan
Perseroan (Persero) PT Angkasa Pura I (eks terminal A,
VIP Room dan Tower AMC) seluas 9.795 m2 dan Gedung
Dharma Wanita seluas 192 m2 / Reduction of Capital
Investment of the State of the Republic of Indonesia
in a Limited Liability Company (PERSERO) PT Angkasa
Pura I, which is part of state assets embedded in the
Share Capital of a Limited Liability Company (Persero)
PT Angkasa Pura I. The assets of the State referred
to in paragraph (1) shall be the former building of
head office of a Limited Liability Company (Persero)
PT Angkasa Pura I (ex-terminal A, VIP Room and AMC
Tower) covering an area of 9,795 m2 and Dharma
Wanita Building covering an area of 192 m2
12 Akta Pernyataan Nanda Fauz Disetujui RUPS ini menyetujui penambahan penyertaan modal
Keputusan Menteri Iwan, S.H, oleh Menteri Negara Republik Indonesia kedalam modal saham
Negara Badan M.Kn. Hukum dan Hak Perseroan sebesar Rp875,000,000,000.00 (delapan
usaha Milik Negara Asasi Manusia ratus tujuh puluh lima miliar Rupiah) dan modal
Republik Indonesia berdasarkan dasar Perseroan semula Rp3,700,000,000,000.00
Selaku Rapat Umum Keputusan (tiga triliun tujuh ratus miliar Rupiah) menjadi
Pemegang Saham No W7- Rp7,000,000,000,000.00 (tujuh triliun Rupiah).
Perseroan No. 2 08937HT.01.04-
tanggal 9 Agustus TH.2007 tanggal Telah diumumkan dan dimuat dalam Berita Negara
2007 (Akta No. 14 Agustus Republik Indonesia tertanggal 7 September 2007,
2/2007) / 2007 / Nomor 72, Tambahan Nomor 9120 /
Deed of Declaration Approved This GMS approved the addition of capital investment
of the Decree of the by Minister of the State of the Republic of Indonesia into
Minister of State- of Law and the Share Capital of the Company amounting to
Owned Enterprises Human Rights Rp875,000,000,000.00 (eight hundred and seventy-
of the Republic of pursuant to the five billion Rupiah) and the authorized capital of the
Indonesia As the Decree No. W7- Company originally from Rp3,700,000,000,000.00
General Meeting of 08937HT.01.04- (three trillion seven hundred billion Rupiah) to
Shareholders of the TH.2007 dated Rp7,000,000,000,000.00 (seven trillion Rupiah).
Company No. 2 dated 14 August 2007.
9 August 2007 (Deed It has been announced and published in the State
No. 2/2007) Gazette of the Republic of Indonesia dated 7 September
2007, Number 72, Supplement Number 9120.

2017 Annual Report
181
PP/ Akta No. dan

No. Tanggal
13 Akta Pernyataan Petrus Suandi Disetujui RUPS ini menyetujui perubahan maksud dan tujuan
Keputusan Pemegang Halim, S.H. oleh Menteri serta kegiatan usaha dan perubahan Anggaran Dasar
Saham di Luar Rapat Hukum dan Hak Perseroan secara keseluruhan untuk disesuaikan
Umum Pemegang Asasi Manusia dengan Undang-Undang No. 40 Tahun 2007 tentang
Saham Perseroan No. berdasarkan Perseroan Terbatas, Undang-Undang No. 19 Tahun
35 tanggal 15 Agustus Keputusan No. 2003 tentang Badan Usaha Milik Negara, dan Peraturan
2008 (Akta No. AHU-64347. Pemerintah No. 45 Tahun 2005 tentang Pendirian,
35/2008) / AH.01.02.Tahun Pengurusan, Pengawasan dan Pembubaran Badan
2008 tanggal Usaha Milik Negara.
16 September Telah diumumkan dan dimuat dalam Berita Negara
2008 / Republik Indonesia tertanggal 4 November 2008,
Nomor 89, Tambahan Nomor 22475 /
Deed of Statement Approved by This GMS agreed upon the changes of the purposes
for Shareholder’s Minister of Law and objectives as well as business activities and
Decision Outside of and Human amendments to the Company’s Articles of Association
the General Meeting Rights pursuant as a whole to conform with the Act No. 40 Year 2007
of Shareholders of to the Decision regarding Limited Liability Company, Act No. 19
the Company No. No. AHU-64347. Year 2003 regarding State Owned Enterprises, and
35 dated 15 August AH.01.02.Tahun Government Regulation No. 45 Year 2005 regarding
2008 (Deed No. 2008 dated 16 Management, Monitoring and Dismissal of State Owned
35/2008) September 2008 Enterprises.
It has been announced and published within the State
Gazette of the Republic of Indonesia dated 4 November
2008, Number 89, Supplement 22475
14 Akta Pernyataan Petrus Suandi Telah diterima RUPS ini menyetujui perubahan ketentuan Pasal 11
Keputusan Rapat Halim, S.H. dan dicatat Anggaran Dasar Perseroan dengan mencabut ketentuan
Perseroan No. 34 dalam database ayat 12 Anggaran Dasar tentang tugas, wewenang, dan
tanggal 27 Agustus Sisminbakum kewajiban direksi.
2009 (Akta No. Departemen Telah diumumkan dan dimuat dalam Berita Negara
34/2009) / Hukum dan Hak Republik Indonesia tertanggal 10 Agustus 2010, Nomor
Deed of Statement Asasi Manusia 64, Tambahan Nomor 943 /
for the Company’s sesuai Surat This GMS agreed upon the change of provision on
Meeting Decision No. Penerimaan Article 11 of the Company’s Article of provision on
34 dated 27 August Pemberitahuan section 12 of the Article of Association regarding the
2009 (Deed No. Perubahan tasks, the authority, and the duties of the directors.
34/2009) Anggaran It has been announced and published within the State
Dasar No. AHU- Gazette of the Republic of Indonesia dated 10 August
AH.01.10-17649 2010, Number 64, Supplement 943
tanggal 13
Oktober 2009 /
It has been
received and
listed within
the database
Sisminbakum
Department
of Law and
Human Rights
in pursuant
to the Letter
of Acceptance
Notice of
Amendment
to the Articles
of Association
No. AHU-
AH.01.10-17649
dated 13
October 2009

Desember 2011 / Perseroan (PERSERO) PT Angkasa Pura I sebesar
Government Rp1,388,244,029,123.52 /
Regulation Number 76 The Addition of Equity Participation of the
Year 2011 Dated 29 Republic of Indonesia Into the Capital Stock of the
December 2011 Company (PERSERO) PT Angkasa Pura I amounts to
Rp1,388,244,029,123.52

PP/ Akta No. dan

No. Tanggal
16 Akta Pernyataan Utiek Disetujui RUPS ini menyetujui:

Keputusan Rapat Rochmuljati oleh Menteri i. peningkatan modal dasar Perseroan dari
dan Keputusan Para Abdurachman, Hukum dan Hak Rp7,000,000,000,000.00 (tujuh triliun Rupiah)
Pemegang Saham S.H., M.Li., Asasi Manusia menjadi Rp12,000,000,000,000.00 (dua belas
Yang Diambil di Luar M.Kn. berdasarkan triliun Rupiah)
Rapat Perseroan No. Keputusan No. ii. pengeluaran/penempatan saham yang masih dalam
5 tanggal 15 Agustus AHU-46777. simpanan (portepel) sejumlah 1,388,245 (satu
2012 (Akta No. AH.01.02.Tahun juta tiga ratus delapan puluh delapan ribu dua
5/2012) / 2012 tanggal ratus empat puluh lima) saham, masing-masing
3 September saham dengan nominal sebesar Rp1,000,000.00
2012 / (satu juta Rupiah) sehingga seluruhnya seharga
Rp1,388,245,000,000.00 (satu triliun tiga ratus
delapan puluh delapan miliar dua ratus empat
puluh lima juta Rupiah)
iii. penambahan modal Negara Republik
Indonesia ke dalam modal Perseroan sebesar
Rp1,388,245,000,000.00 (satu triliun tiga ratus
delapan puluh delapan miliar dua ratus empat puluh
lima juta Rupiah
iv. peningkatan Modal ditempatkan dan modal
disetor semula Rp1,800,000,000,000.00 (satu
triliun delapan ratus miliar Rupiah) menjadi
Rp3,188,245,000,000.00 (tiga triliun seratus
delapan puluh delapan miliar dua ratus empat
puluh lima juta Rupiah)
Telah diumumkan dan dimuat dalam Berita Negara
Republik Indonesia tertanggal 19 Oktober 2012, Nomor
84, Tambahan Nomor 62059 /
Deed of Statement on Approved by This GMS agreed upon:

the Meeting Decision Minister of Law i. the increasing of the Company’s authorized capital
and Shareholders’s and Human from Rp7,000,000,000,000.00 (seven trillion Rupiah)
Decisions Taken In Rights pursuant to Rp12,000,000,000,000.00 (twelve trillion Rupiah)
Lieu of the Company’s to the Decision ii. the expenditure/placement of shares that are still in
Meeting No. 5 dated No. AHU-46777. the form of deposits (portfolio) amounts to 1,388,245
15 August 2012 (Deed AH.01.02.Tahun (one million three hundred and eighty eight thousand
No. 5/2012) 2012 dated 3 two hundred and forty five) shares, each share
September 2012 with the nominal that amounts to Rp1,000,000.00
(one million Rupiah) so that overall, it amounts to
Rp1,388,245,000,000.00 (one trillion four hundred
and eighty eight billion two hundred and forty five
million Rupiah)
iii. National capital of Republic of Indonesia that
was added into the Company’s capital amounts to
Rp1,388,245,000,000.00 (one trillion four hundred
and eighty eight billion two hundred and forty five
million Rupiah)
iv. increase in Issued and paid up capital initially
at Rp1,800,000,000,000.00 (one trillion eight
hundred billion Rupiah) to Rp3,188,245,000,000.00
(three trillion one hundred and eighty eight billion
two hundred and forty five million Rupiah)
Gazette of the Republic of Indonesia dated 19 October
2012, Number 84, Supplement 62059

2017 Annual Report
183
PP/ Akta No. dan

No. Tanggal
17 Akta Pernyataan Nanda Fauz Disetujui RUPS ini menyetujui:

Persetujuan Menteri Iwan, S.H., oleh Menteri i. pengeluaran atau penempatan saham yang
Badan Usaha Milik M.Kn. Hukum dan Hak masih dalam simpanan (portepel) sejumlah
Negara Selaku Rapat Asasi Manusia 300,000 (tiga ratus ribu) saham atau seharga
Umum Pemegang berdasarkan Rp300,000,000,000.00 (tiga ratus miliar Rupiah)
Saham Perseroan No. Keputusan No. ii. penambahan modal Negara Republik
2 tanggal 16 Januari AHU-.AH.01.10- Indonesia ke dalam modal Perseroan sebesar
2013 (Akta No. 02672 tanggal Rp300,000,000,000.00 (tiga ratus miliar Rupiah)
2/2013). / 31 Januari iii. peningkatan modal ditempatkan dan modal
Deed of Statement on 2013 / disetor semula Rp3,188,245,000,000.00 (tiga
the Approval of the Approved triliun seratus delapan puluh delapan miliar dua
Minister of the State by Minister ratus empat puluh lima juta Rupiah) menjadi
Owned Enterprises of Law and Rp3,488,245,000,000.00 (tiga triliun empat ratus
As the Company’s Human Rights delapan puluh delapan miliar dua ratus empat
General Meeting of pursuant to the puluh lima juta Rupiah).
Shareholders No. 2 Decision No. Telah diumumkan dan dimuat dalam Berita Negara
dated 16 January AHU-.AH.01.10- Republik Indonesia tertanggal 25 Maret 2014, Nomor
2013 (Deed No. 02672 dated 31 24, Tambahan Nomor 255/L /
2/2013). January 2013 This GMS agreed upon:
i. expenditure or placement of shares that are
still in the form of deposits (portfolio) amounts
to 300,000 (three hundred thousand) shares or
amounts to Rp300,000,000,000.00 (three hundred
billion Rupiah)
ii. National capital of Republic of Indonesia that
was added into the Company’s capital amounts
to Rp300,000,000,000.00 (three hundred billion
Rupiah)
iii. increase in Issued and paid up capital initially
at Rp3,188,245,000,000.00 (three trillion
one hundred and eighty eight billion two
hundred and forty five million Rupiah) to
Rp3,488,245,000,000.00 (threetrillion four
hundred and eighty eight billion two hundred and
forty five million Rupiah)
Gazette of the Republic of Indonesia dated 25 March
2014, Number 24, Supplement 255/L

Februari 2014 / Perseroan (PERSERO) PT Angkasa Pura I sebesar
Government Rp2,926,166,059,117.86 /
February 2014 Company (PERSERO) PT Angkasa Pura I amounts to
Rp2,926,166,059,117.86

PP/ Akta No. dan

No. Tanggal
19 Akta Pernyataan Julius Disetujui RUPS ini menyetujui:

Keputusan Menteri Purnawan, oleh Menteri i. pengeluaran atau penempatan saham yang masih
Badan Usaha Milik S.H., M.Si. Hukum dan Hak dalam simpanan (portepel) sejumlah 2,926,167
Negara Selaku Rapat Asasi Manusia (dua juta sembilan ratus dua puluh enam ribu
Umum Pemegang berdasarkan seratus enam puluh tujuh) saham atau seharga
Saham Perseroan No. Keputusan No. Rp2,926,167,000,000.00 (dua triliun sembilan
S-504/MBU/08/2015 AHU-.AH.01.03- ratus dua puluh enam miliar seratus enam puluh
tentang Penambahan 0972301 tujuh juta Rupiah)
Modal Disetor dan tanggal 15 ii. penambahan modal Negara Republik
Perubahan Anggaran Oktober 2015 / Indonesia ke dalam modal Perseroan sebesar
Dasar Perseroan Approved Rp2,926,167,000,000.00) (dua triliun sembilan
No. 11 tanggal 22 by Minister ratus dua puluh enam miliar seratus enam puluh
September 2015 (Akta of Law and tujuh juta Rupiah)
No. 11/2015) / Human Rights iii. peningkatan modal ditempatkan dan modal disetor
Deed of Statement pursuant to the semula Rp3,488,245,000,000.00 (tiga triliun
regarding the Decision No. empat ratus delapan puluh delapan miliar dua
Decision of the AHU-.AH.01.03- ratus empat puluh lima juta Rupiah) menjadi
Minister of the State 0972301 dated Rp6,414,412,000,000.00 (enam triliun empat ratus
Owned Enterprises 15 October empat belas miliar empat ratus dua belas juta
As the Company’s 2015 Rupiah)
General Meeting of Telah diumumkan dan dimuat dalam Berita Negara
Shareholders No. Republik Indonesia tertanggal 27 November 2015,
S-504/MBU/08/2015 Nomor 95, Tambahan Nomor 584/L /
regarding the Addition This GMS agreed upon:
of Paid Up Capital i. expenditure or placement of shares that are still
Article of Association in the form of deposits (portfolio) of 2,926,167
No. 11 dated 22 (two million nine hundred and twenty six thousand
September 2015 one hundred and sixty seven) shares or worth
(Deed No. 11/2015) Rp2,926,167,000,000.00 (two trillion nine hundred
and twenty six billion one hundred and sixty seven
million Rupiah)
ii. National capital of Republic of Indonesia that
was added into the Company’s capital amounts
to Rp2,926,167,000,000.00) (two trillion nine
hundred and twenty six billion one hundred and
sixty seven million Rupiah)
iii. increase in issued and paid-up capital initially
at Rp3,488,245,000,000.00 (three trillion
four hundred and eighty eight billion two
hundred and forty five million Rupiah) into
Rp6,414,412,000,000.00 (six trillion four hundred
and fourteen billion four hundred and twelve
million Rupiah)
It has been announced and published within the
State Gazette of the Republic of Indonesia dated 27
November 2015, Number 95, Supplement 584/L

2016 Tanggal 27 Juni Indonesia Ke Dalam Modal Saham Perusahaan
2016 / Perseroan (PERSERO) PT Angkasa Pura I sebesar
Government Rp255,096,706,122.60 /
June 2016 Company (PERSERO) PT Angkasa Pura I amounts to
Rp255,096,706,122.60
Sampai dengan 31 Desember 2017, PT Angkasa As of 31 December 2017, PT Angkasa Pura I (Persero)
Pura I (Persero) belum melakukan pencatatan saham has not listed any of their shares on the Indonesia
di Bursa Efek Indonesia. Dengan demikian, tidak Stock Exchange. Therefore, there is no information on
terdapat informasi jumlah saham tercatat dan nama the number of registered shares and name of the stock
bursa tempat saham perusahaan dicatatkan. exchange in which the company's shares are listed.

2017 Annual Report
185
Tabel Kronologis Penerbitan Saham

Table of Chronological Issuance of Shareholding
Tanggal Keterangan Jumlah Saham/ Nominal/ Total Akta Notaris

Penerbitan Description (Lb) Lembar (Rp) (Rp) Notarial Deed
Publication Number of Nominal per
Date shares sheet (Rp)
(shares)
30 Pengalihan 24,804.85 1.000.000 24,804,355,003.85 PP Nomor 26 Tahun 1994

Agustus Pengusahaan Bandar / Government Regulation
1994 Udara Polonia - Medan Number 26 of 1994
/ Transfer of Polonia
Airport Business -
Medan
06 Penambahan 76,535.89 1.000.000 76,535,997,213.89 PP Nomor 38 Tahun

November Penyertaan Modal 1995 /
1995 Negara Republik Government Regulation
Indonesia / Addition Number 28 of 1995
of Equity Participation
of The Republic of
Indonesia
21 Penambahan 142,553.68 1.000.000 142,553,972,767.68 PP Nomor 2 Tahun 1997/

Januari Penyertaan Modal Government Regulation
1997 Negara Republik Number 2 of 1997
Indonesia / Addition
of The Republic of
Indonesia
16 Pengurangan Modal 3,700,000.00 1.000.000 3,700,000,000,000.00 Akta Perubahan Anggaran

April Dasar Perseroan / Dasar Perseroan Terbatas
1998 Reduction of Angkasa Pura I No. 15
Authorized Capital of Deed of Amendment
The Company to PT Angkasa Pura I
Limited Liability Company
Pengurangan Modal 925,000.00 1.000.000 925,000,000,000.00 Limited. 15
Disetor / Reduction in
Paid Up Capital
26 Penambahan 198,786.86 1.000.000 198,786,985,007.86 PP Nomor 40 Tahun 1999

Mei Penyertaan Modal Government Regulation
of The Republic of
Indonesia

Juni Penyertaan Modal Government Regulation
of The Republic of
Indonesia

April Penyertaan Modal Government Regulation
of The Republic of
Indonesia
22 Pengurangan … … PP Nomor 18 Tahun 2004

Indonesia / Reduction
of the Republic of
Indonesia
09 Penambahan 875,000.00 1.000.000 875,000,000,000.00 Akta No. 2/2007

Agustus Penyertaan Modal Deed No. 2/2007
2007 Negara Republik
of The Republic of
Indonesia

Tanggal Keterangan Jumlah Saham/ Nominal/ Total Akta Notaris

Penerbitan Description (Lb) Lembar (Rp) (Rp) Notarial Deed
Publication Number of Nominal per
Date shares sheet (Rp)
(shares)
29 Penambahan 1,388,244.52 1.000.000 1,388,244,029,123.52 PP Nomor 76 Tahun 2011

Desember Penyertaan Modal Government Regulation
of The Republic of
Indonesia
15 Peningkatan Modal 4,000,000.00 1.000.000 4,000,000,000,000.00 Akta No. 5/2012

Agustus Dasar Perseroan / Deed No. 5/2012
2012 Increase in Authorized
Capital of The
Company
Penambahan Modal 1,388,245.00 1.000.000 1,388,245,000,000.00

Negara Republik
Indonesia / Additional
Capital of The Republic
of Indonesia
16 Penambahan Modal 300,000.00 1.000.000 300,000,000,000.00 Akta No. 2/2013

Januari Negara Republik Deed No. 2/2013
2013 Indonesia / Additional
of Indonesia
12 Penambahan 2,926,166.05 1.000.000 2,926,166,059,117.86 PP Nomor 8 Tahun 2014

Februari Penyertaan Modal Government Regulation
of The Republic of
Indonesia
22 Penambahan Modal 2,926,167.00 1.000.000 2,926,167,000,000.00 Akta No. 11/2015

September Negara Republik Deed No. 11/2015
2015 Indonesia / Additional
of Indonesia
27 Penambahan Rp255,096.70 1.000.000 255,096,706,122.60 PP Nomor 25 Tahun 2016

of The Republic of
Indonesia

2017 Annual Report
187
KRONOLOGIS PENERBITAN DAN/

ATAU PENCATATAN EFEK LAINNYA
The Chronology of Issuance and/or Listing of Other Securities
KRONOLOGIS PENCATATAN OBLIGASI

THE CHRONOLOGY OF BOND LISTING
Perseroan telah memperoleh Surat Efektif

Pernyataan Pendaftaran nomor S. 677/D.04/2016 Tanggal Distribusi
elektronik di Bursa Tanggal Pencatawtan di
tanggal 10 November 2016 dari Otoritas Jasa Uraian Efek Bursa Efek
No.
Keuangan untuk penawaran perdana Obligasi I Description Electronic Listing Date on the
Angkasa Pura 1 Tahun 2016 dengan jumlah pokok Distribution Date on Stock Exchange
the Stock Exchange
sebesar Rp2.500.000.000 dan Sukuk Ijarah I sebesar
Rp500.000.000. Obligasi tersebut telah dicatatkan
1. Obligasi I Angkasa 22 November 23 November 2016 /
pada Bursa Efek Indonesia tanggal 23 November Pura I Tahun 2016 2016 / 23 November 2016
2016 sesuai Pengumuman Pencatatan Obligasi Seri A / 22 November
Bond I Angkasa 2016
I Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Pura I Year 2016 A
Tahun 2016 PT Angkasa Pura I (Persero) No. Peng-P- Series
00950/BEI.PP2/11-2016 tanggal 22 November
2016.
2. Obligasi I Angkasa 22 November 23 November 2016 /
Pura I Tahun 2016 2016 / 23 November 2016
The Company has obtained the Effective Registration Seri B / 22 November
Statement numbered S. 677/D.04/2016 dated Bond I Angkasa 2016
Pura I Year 2016 B
10 November 2016 from the Financial Service Series
Authority for the first offering of Bond I Angkasa
Pura 1 Year 2016 with the total principal amount of
Rp. 2,500,000,000 and Sukuk Al-Ijara I that amounts 3. Obligasi I Angkasa 22 November 23 November 2016 /
to Rp500.000.000. The bond have been listed on Pura I Tahun 2016 2016 / 23 November 2016
Seri C / 22 November
the Indonesia Stock Exchange dated 23 November Bond I Angkasa 2016
2016 pursuant to the Announcement of Bond Listing Pura I Year 2016 C
Series
I Angkasa Pura I Year 2016 and Sukuk Al-Ijara I
Year 2016 PT Angkasa Pura I (Persero) No. Peng-P-
00950/BEI.PP2/11-2016 dated 22 November 2016.
Tabel Kronologis Pembayaran Bunga Obligasi

Table of Chronology of Bond Interest Payment
Tanggal
Bunga Ke- Status

Obligasi I Angkasa Pura I Tahun Obligasi I Angkasa Pura I Tahun
Interest Pembayaran Bunga
2016 Seri A 2016 Seri B
Number Status
Bond I Angkasa Pura I Year 2016 Bond I Angkasa Pura I Year 2016
Interest Payment
A Series B Series
1. 22 Februari 2017 / Bunga telah dibayarkan sesuai 22 Februari 2017 /

22 February 2017 jadwal. / 22 February 2017
Interest has been paid in
accordance with the schedule.

Tabel Kronologis Penerbitan Obligasi PT Angkasa Pura I (Persero)

Table of Chronology of Issuance for PT Angkasa Pura I (Persero)’s Bonds
Peringkat
Jumlah Rangking
Tingkat Suku
Obligasi Tanggal Jatuh Status
Tenor Mata Uang Bunga Wali Amanat
(miliar) Tempo Pembayaran
Tenure Currency The Interest Trustee
Amount of The Maturity Date Payment Status
Rate 2017 2016
Bonds
5 tahun Rp 622 22 November 8.10% Pembayaran AAA

id id
AAA PT Bank
/ 2021 / bunga ke Mega,Tbk /
5 years 22 November 1 sampai PT Bank
2021 dengan 4 telah Mega,Tbk
dilaksanakan /
The payment of
interest 1 until 4
has been done
7 tahun Rp 389 22 November 8.40% Pembayaran AAA

id id
AAA PT Bank
dilaksanakan /
The payment of
interest 1 until 4
has been done
10 tahun Rp 1,489 22 November 8.55% Pembayaran AAA

id id
AAA PT Bank
dilaksanakan /
The payment of
interest 1 until 4
has been done
l Pembayaran Bunga
Status Status
Obligasi I Angkasa Pura I Tahun 2016
Pembayaran Bunga Pembayaran Bunga
Seri C
Status Status
Bond I Angkasa Pura I Year 2016 C
Interest Payment Interest Payment
Series
Bunga telah dibayarkan sesuai 22 Februari 2017 / Bunga telah dibayarkan sesuai
jadwal. / 22 February 2017 jadwal. /
Interest has been paid in accordance Interest has been paid in
with the schedule. accordance with the schedule.

2017 Annual Report
189
Tanggal
Bunga Ke- Status

Number Status
Interest Payment
A Series B Series
2. 22 Mei 2017 / Bunga telah dibayarkan sesuai 22 Mei 2017 /

22 May 2017 jadwal. / 22 May 2017
3. 22 Agustus 2017 / Bunga telah dibayarkan sesuai 22 Agustus 2017 /
22 August 2017 jadwal. / 22 August 2017
4. 22 November 2017 / Bunga telah dibayarkan sesuai 22 November 2017 /
22 November 2017 jadwal. / 22 November 2017
5. 22 Februari 2018 / Bunga belum dibayarkan / 22 Februari 2018 /
22 February 2018 Interest has not been paid 22 February 2018
6. 22 Mei 2018 / Bunga belum dibayarkan / 22 Mei 2018 /
22 May 2018 Interest has not been paid 22 May 2018
7. 22 Agustus 2018 / Bunga belum dibayarkan / 22 Agustus 2018 /
22 August 2018 Interest has not been paid 22 August 2018
8. 22 November 2018 / Bunga belum dibayarkan / 22 November 2018 /
22 November 2018 Interest has not been paid 22 November 2018
16. 22 November 2020/ Bunga belum dibayarkan / 22 November 2020/
21. 22 Februari 2022 / Tenor sudah selesai / 22 Februari 2022 /
22 February 2022 Tenure has ended 22 February 2022

l Pembayaran Bunga
Status Status
Seri C
Status Status
Series
Bunga telah dibayarkan sesuai 22 Mei 2017 / Bunga telah dibayarkan sesuai
jadwal. / 22 May 2017 jadwal. /
Bunga telah dibayarkan sesuai 22 Agustus 2017 / Bunga telah dibayarkan sesuai
jadwal. / 22 August 2017 jadwal. /
Bunga telah dibayarkan sesuai 22 November 2017 / Bunga telah dibayarkan sesuai
jadwal. / 22 November 2017 jadwal. /
Bunga belum dibayarkan / 22 Februari 2018 / Bunga belum dibayarkan /
Interest has not been paid 22 February 2018 Interest has not been paid
Bunga belum dibayarkan / 22 Mei 2018 / Bunga belum dibayarkan /
Interest has not been paid 22 May 2018 Interest has not been paid
Bunga belum dibayarkan / 22 Agustus 2018 / Bunga belum dibayarkan /
Interest has not been paid 22 August 2018 Interest has not been paid
Bunga belum dibayarkan / 22 November 2018 / Bunga belum dibayarkan /
Interest has not been paid 22 November 2018 Interest has not been paid
Bunga belum dibayarkan / 22 November 2020/ Bunga belum dibayarkan /

2017 Annual Report
191
Tanggal
Bunga Ke- Status

Number Status
Interest Payment
A Series B Series
22. 22 Mei 2022 / Tenor sudah selesai / 22 Mei 2022 /

22 May 2022 Tenure has ended 22 May 2022
23. 22 Agustus 2022 / Tenor sudah selesai / 22 Agustus 2022 /
22 August 2022 Tenure has ended 22 August 2022
24. 22 November 2022/ Tenor sudah selesai / 22 November 2022/
22 November 2022 Tenure has ended 22 November 2022
29. 22 Februari 2024/ Tenor sudah selesai / 22 Februari 2024/
38 22 Mei 2026 / Tenor sudah selesai / 22 Mei 2026 /
40. 22 November 2026 / Tenor sudah selesai / 22 November 2026 /
*) pada saat laporan tahunan ini diterbitkan bunga obligasi telah dibayarkan oleh Perseroan sesuai dengan jadwal.
*) by the time this annual report was issued, the bond interest has been paid by the Company in accordance with the schedule.

l Pembayaran Bunga
Status Status
Seri C
Status Status
Series

Tenor sudah selesai / 22 Februari 2024/ Bunga belum dibayarkan /
Tenure is Complete 22 February 2024 Interest has not been paid
Tenor sudah selesai / 22 Mei 2024 / Bunga belum dibayarkan /
Tenure is Complete 22 May 2024 Interest has not been paid
Tenor sudah selesai / 22 Agustus 2024 / Bunga belum dibayarkan /
Tenure is Complete 22 August 2024 Interest has not been paid
Tenor sudah selesai / 22 November 2024/ Bunga belum dibayarkan /
Tenure is Complete 22 November 2024 Interest has not been paid
Tenor sudah selesai / 22 November 2026 / Bunga belum dibayarkan /

2017 Annual Report
193
KRONOLOGIS PENCATATAN SUKUK

THE CHRONOLOGY OF SUKUK LISTING
Perseroan telah memperoleh Surat Efektif

Pernyataan Pendaftaran nomor S. 677/D.04/2016
Tanggal Distribusi
tanggal 10 November 2016 dari Otoritas Jasa Tanggal
elektronik di
Pencatawtan di
Keuangan untuk penawaran perdana Obligasi I Uraian Bursa Efek
No. Bursa Efek
Angkasa Pura 1 Tahun 2016 dengan jumlah pokok Description Electronic
Listing Date on the
Distribution Date on
sebesar Rp2.500.000.000 dan Sukuk Ijarah I sebesar Stock Exchange
the Stock Exchange
Rp500.000.000. Obligasi tersebut telah dicatatkan
pada Bursa Efek Indonesia tanggal 23 November 1. Obligasi I 22 November 23 November
2016 sesuai Pengumuman Pencatatan Obligasi I Angkasa Pura I 2016 / 2016 /
Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Tahun Tahun 2016 Seri 22 November 23 November
A/ 2016 2016
2016 PT Angkasa Pura I (Persero) No. Peng-P-00950/
Bond I Angkasa
BEI.PP2/11-2016 tanggal 22 November 2016. Pura I Year 2016
A Series
The Company has obtained the Effective Registration
Statement numbered S. 677/D.04/2016 dated
10 November 2016 from the Financial Service 2. Obligasi I 22 November 23 November
Authority for the first offering of Bond I Angkasa Angkasa Pura I 2016 / 2016 /
Pura 1 Year 2016 with the total principal amount Tahun 2016 Seri 22 November 23 November
B/ 2016 2016
of Rp. 2,500,000,000 and Sukuk Al-Ijara I for Rp.
Bond I Angkasa
500,000,000. The bond have been listed on the Pura I Year 2016
Indonesia Stock Exchange dated 23 November B Series
2016 pursuant to the Announcement The Listing
of Bond I Angkasa Pura I Year 2016 and Sukuk
Al-Ijara I Year 2016 PT Angkasa Pura I (Persero) 3. Obligasi I 22 November 23 November
numbered Peng-P-00950/BEI.PP2/11-2016 dated Angkasa Pura I 2016 / 2016 /
Tahun 2016 Seri 22 November 23 November
22 November 2016.
C/ 2016 2016
Bond I Angkasa
Pura I Year 2016
C Series
Tabel Kronologis Pembayaran Cicilan Imbalan Ijarah Sukuk

Table of Chronology of Rewards Installment Payment for Sukuk Al-Ijara
Tangg
Bunga Ke- Status

Interest Obligasi I Angkasa Pura I Tahun 2016 Pembayaran Bunga Obligasi I Angkasa Pura I Tahun 2016
Number Seri A Status Seri B
Bond I Angkasa Pura I Year 2016 A Series Interest Payment Bond I Angkasa Pura I Year 2016 B Series
1. 22 Februari 2017 / Bunga telah dibayarkan sesuai jadwal. / 22 Februari 2017 /

22 February 2017 Interest has been paid in accordance with 22 February 2017
the schedule.
2. 22 Mei 2017 / Bunga telah dibayarkan sesuai jadwal. / 22 Mei 2017 /

22 May 2017 Interest has been paid in accordance with 22 May 2017
the schedule.
3. 22 Agustus 2017 / Bunga telah dibayarkan sesuai jadwal. / 22 Agustus 2017 /

22 August 2017 Interest has been paid in accordance with 22 August 2017
the schedule.

Tabel Kronologis Penerbitan Obligasi PT Angkasa Pura I (Persero)

Table of Chronology of Issuance for PT Angkasa Pura I (Persero)’s Bonds
Peringkat
Jumlah Rangking
Tingkat
Obligasi Tanggal Jatuh Status
Tenor Mata Uang Suku Bunga Wali Amanat
Tenure Currency (miliar) Tempo Pembayaran Trustee
The Interest
Amount of The Maturity Date Payment Status
Rate 2017 2016
Bonds
5 tahun / Rp 622 22 November 8.10% Pembayaran AAA

id id
AAA PT Bank
5 years 2021 / bunga ke Mega,Tbk /
22 November 1 sampai PT Bank
dilaksanakan /
The payment
of interest 1
until 4 has
been done
7 tahun / Rp 389 22 November 8.40% Pembayaran AAA

id id
AAA PT Bank
dilaksanakan /
The payment
of interest 1
until 4 has
been done
10 tahun / Rp 1,489 22 November 8.55% Pembayaran AAA

id id
AAA PT Bank
dilaksanakan /
The payment
of interest 1
until 4 has
been done
gal Pembayaran Bunga
Status Status
Obligasi I Angkasa Pura I Tahun 2016 Seri C
Status Status
Bond I Angkasa Pura I Year 2016 C Series
Bunga telah dibayarkan sesuai jadwal. / 22 Februari 2017 / Bunga telah dibayarkan sesuai jadwal. /
Interest has been paid in accordance with the 22 February 2017 Interest has been paid in accordance with the
schedule. schedule.
Bunga telah dibayarkan sesuai jadwal. / 22 Mei 2017 / Bunga telah dibayarkan sesuai jadwal. /
Interest has been paid in accordance with the 22 May 2017 Interest has been paid in accordance with the
schedule. schedule.
Bunga telah dibayarkan sesuai jadwal. / 22 Agustus 2017 / Bunga telah dibayarkan sesuai jadwal. /
Interest has been paid in accordance with the 22 August 2017 Interest has been paid in accordance with the
schedule. schedule.

2017 Annual Report
195
Tangg
Bunga Ke- Status

4. 22 November 2017 / Bunga telah dibayarkan sesuai jadwal. / 22 November 2017 /

22 November 2017 Interest has been paid in accordance with 22 November 2017
the schedule.























Status Status
Status Status
Bunga telah dibayarkan sesuai jadwal. / 22 November 2017 / Bunga telah dibayarkan sesuai jadwal. /
Interest has been paid in accordance with the 22 November 2017 Interest has been paid in accordance with the
schedule. schedule.























2017 Annual Report
197
Tangg
Bunga Ke- Status












38 22 Mei 2026 / Tenor sudah selesai / 22 Mei 2026 /


40. 22 November 2026 / Tenor sudah selesai / 22 November 2026 /

*) pada saat laporan tahunan ini diterbitkan bunga obligasi telah dibayarkan oleh Perseroan sesuai dengan jadwal.
*) by the time this annual report was issued, the bond interest has been paid by the Company in accordance with the schedule.

Status Status
Status Status













Tenor sudah selesai / 22 November 2026 / Bunga belum dibayarkan /


2017 Annual Report
199
INFORMASI SUMBER
PENDANAAN LAINNYA
Information on Other Sources of Funding
Sampai dengan 31 Desember 2017, Perseroan tidak As of December 31, 2017, the Company has no other
memiliki sumber pendanaan lainnya. source of funding.
NAMA DAN ALAMAT LEMBAGA DAN/

ATAU PROFESI PENUNJANG
Name and Address of Supporting Agency and/or Profession
INFORMASI PERDAGANGAN DAN PT Bursa Efek Indonesia

PENCATATAN SAHAM/OBLIGASI Gedung Bursa Efek Indonesia, Tower 1
TRADING AND STOCK/BOND LISTING Jl. Jend. Sudirman Kav. 52-53
INFORMATION Jakarta 12190, Indonesia
Tel : (62-21) 5150515
Fax : (62-21 5)154153
Website : www.idx.co.id
Email : listing@idx.co.id
Jasa yang diberikan / Services provided : Jasa Lintas Perdagangan Efek
Securities Trading Services
Fee yang dibayarkan pada periode 2017 : Rp265.000.000
Fee paid throughout the period of 2017 : Rp265,000,000
PENJAMIN PELAKSANA EMISI PT Mandiri Sekuritas

UNDERWRITER Plaza Mandiri Lantai 28
Jl. Jend. Gatot Subroto Kav. 36-38,Jakarta 12190
Tel : (62-21) 526 3445
Fax : (62-21) 526 3507
Website : www.mandirisekuritas.co.id
Email : corsec@mandirisek.co.id
Jasa yang diberikan / Services provided : Jasa Pemasaran dan Penjualan Efek
Securities Marketing and Sales Services
Fee yang dibayarkan pada periode 2017*
Fee paid throughout the period of 2017*
PT Danareksa Sekuritas
Gedung Danareksa, Jl. Medan Merdeka Selatan No. 14
Jakarta 10110, Indonesia
Tel : (62-21) 29 555 777
Fax : (62-21) 350 1724 / 1725
Website : www.danareksa.com
Email : ib-group1@danareksa.com
Jasa yang diberikan /Services provided : Jasa Pemasaran dan Penjualan Efek
PT BCA Sekuritas
Menara BCA Lantai 41 Grand Indonesia
Jl. MH. Thamrin No. 1, Jakarta 10310
Tel : (62-21) 2358 7222
Fax : (62-21) 2358 7290 / 7300/ 7250
Website : www.bcasekuritas.co.id
Email : cf@bcasekuritas.co.id
PT Bahana Securities
Graha CIMB Niaga, Lantai 19
Jl. Jend. Sudirman Kav.58, Jakarta 12190
Tel : (62-21) 2505081
Fax : (62-21) 5225869
Website : www.bahana.co.id
Email : bs_ibcm@bahana.co.id

KANTOR AKUNTAN PUBLIK Kantor Akuntan Publik Hadori Sugiarto Adi & Rekan
PUBLIC ACCOUNTANT OFFICE Surabaya 1
Jl. Manyar Rejo IV/4, Surabaya 60118
Tel : (031) 593 9787
Fax : (031) 594 5616
Website : www.hadori.co.id
Jasa yang diberikan / Services provided : Jasa Audit atas Laporan Keuangan tahun 2016/
Audit Service on Financial Report for 2016
Fee yang dibayarkan pada periode 2017 : Rp1,671,485,750
Fee paid throughout the period of 2017
LEMBAGA PEMERINGKAT EFEK PT Pemeringkat Efek Indonesia (Pefindo)

SECURITY RATING AGENCY Panin Tower - Senayan City, 17th Floor
Jl.Asia Afrika Lot.19
Jakarta 10270, Indonesia
Tel : (62-21) 7278 2380
Fax : (62-21) 7278 2370
Website : www.pefindo.com
Email : emanuel.tan@pefindo.co.id
Jasa yang diberikan / Services provided : Memberikan rating penilaian terhadap
perusahaan / Provide assessment ratings towards
companies
Fee yang dibayarkan pada periode 2017 : Rp160,622,000
KUSTODIAN PT Kustodian Sentral Efek Indonesia

CUSTODIAN Gedung Bursa Efek Indonesia, Tower 1, Lt. 5
Jl. Jend Sudirman Kav 52-53 Jakarta 12190
Tel : (62-21) 5299-1099
Fax : (62-21) 5299-1199
Website : www.ksei.co.id
Email : helpdesk@ksei.co.id
Jasa yang diberikan / Services provided : Kustodian untuk transaksi efek di Pasar Modal
/ Custodian for security transactions within the
Capital Market
NOTARIS Fathiah Helmi, S.H.,

NOTARY Graha Irama, Lantai 6, Suite C
Jl. HR Rasuna Said Blok X-1 Kav.1&2 Kuningan
Jakarta 12950 – Indonesia
Tel : (021) 5290 7304/6
Fax : (021) 526 1136
Website : www.notaris-fathiahhelmi.com
Email : fhcozie@gmail.com
Jasa yang diberikan / Services provided : Membuat akta-akta, antara lain Perjanjian
Perwaliamanatan, Pengakuan Utang dan
Perjanjian Penjaminan Emisi Efek, serta akta-akta
pengubahannya / Creates deeds, including Trustee
Agreements, Debt Recognitions and Securities
Underwriting Agreements, as well as deeds of
amendment
WALI AMANAT PT Bank Mega Tbk

TRUSTEE Menara Bank Mega, Lantai 16
Jl. Kapten P. Tendean No. 12 - 14A, Jakarta 12790
Telp : (021) 79175000
Fax : (021) 7990720
Website : www.bankmega.com
Email : waliamanat@bankmega.com
Jasa yang diberikan / Services provided : Mewakili kepentingan Pemegang Obligasi/
Pemegang Sukuk Ijarah baik di dalam maupun
di luar pengadilan dalam melakukan tindakan
hukum yang berkaitan dengan hak dan kewajiban
Pemegang Obligasi/Pemegang Sukuk Ijarah sesuai
dengan syarat-syarat Emisi./ Represents the
interests of Bondholders/Sukuk Al-Ijara Holders
both inside and outside the court in taking legal
actions related to the rights and obligations of the
Bondholders /Sukuk Al-Ijara Holders in accordance
with the terms of the Emission.
KONSULTAN HUKUM Marsinih Martoatmodjo Iskandar Kusdihardjo (“MMIK”)

LEGAL CONSULTANT Office 8, 15th Floor Suite H
Jalan Jend. Sudirman Kav. 52-53, Jakarta 12190, Indonesia
Tel : (021) 2933-2858, 2933-2859
Fax : (021) 2933-2857
Website : www.mmiklaw.co.id
Email : helen.marsinih@mmiklaw.co.id
Jasa yang diberikan / Services provided : Jasa konsultasi hukum Penerbitan Emisi Efek/
legal consultation services on the Issuance of
Securities Emission
Fee yang dibayarkan pada periode 2017 : *
Fee paid throughout the period of 2017: *
*) Obligasi I dan Sukuk Ijarah diterbitkan tahun 2016, sehingga tidak ada fee yang dibayarkan untuk tahun 2017 /
Bonds I and Sukuk Al-Ijara were issued in 2016, therefore no fees were paid for 2017

2017 Annual Report
201
PENGHARGAAN DAN SERTIFIKASI

Awards and Certification
PENGHARGAAN
Awards
Bandara Paling Tepat Waktu di Bronze Winner The Best State- "The 3rd World Best Airport" in
Dunia Tahun 2016 Kategori Bandara Owned Enterprise Inhouse Magazine 15-25 million passengers per year
Besar (10-20 juta penumpang per diberikan kepada PT Angkasa Pura I Airport Category” diberikan kepada
tahun) diberikan kepada Bandara (Persero) / Bronze Winner The Best Bandara I Gusti Ngurah Rai Bali / "The
Juanda Surabaya / The World’s Most State-Owned Enterprise In-house 3rd World Best Airport" in 15-25
Timely Airport in 2016 The Category Magazine was awarded to PT Angkasa million passengers per year Airport
of Large Airports (10-20 million Pura I (Persero) Category” awarded to I Gusti Ngurah
passengers per year) was awarded to Rai International Airport Bali
Juanda Airport Surabaya Acara/Event:
Indonesia Inhouse Acara/Event:
Acara/Event: Magazine Award (InMA) 2017 Airport Service Quality (ASQ) Awards
OAG Punctuality League 2016 Penyelenggara/Organizer: 2016
Penyelenggara/Organizer: Serikat Perusahaan Pers (SPS) Penyelenggara/Organizer:
OAG Aviation Worldwide Ltd. Tanggal/Date: By Airport Council International (ACI)
Tanggal/Date: 03 Februari 2017/ 03 February 2017 Tanggal/Date:
05 Januari 2017 / 05 January 2017 6 Maret 2017/ 6 March 2017
"The Most Improved Airport in Asia 1 Platinum Winner, 2 Gold Winner, 2 The Best Human Capital kategori
Pacific" diberikan kepada Bandara Bronze Winner, 1 Award diberikan Badan Usaha Milik Negara (BUMN)
Sultan Hasanuddin Makassar / kepada PT Angkasa Pura I (Persero) sektor Transportasi diberikan kepada
"The Most Improved Airport in / 1 Platinum Winner, 2 Gold Winner, PT Angkasa Pura I (Persero) / The
Asia Pacific" awarded to Sultan 2 Bronze Winner, 1 Award were Best Human Capital in the category
Hasanuddin International Airport awarded to PT Angkasa Pura I of State Owned Enterprises (BUMN)
Makassar (Persero) Transportation Sector was awarded to
Acara/Event: Acara/Event: PT Angkasa Pura I (Persero)
Airport Service Quality (ASQ) Awards Acara/Event:
Public Relations Indonesia Awards
2016 Indonesia Human Capital Award
(PRIA) 2017
Penyelenggara/Organizer: (IHCA) III 2017
Penyelenggara/Organizer:
By Airport Council International (ACI) Penyelenggara/Organizer:
Tanggal/Date: PR Indonesia By Economic Review
6 Maret 2017/ 06 March 2017 Tanggal/Date: Tanggal/Date:
24 Maret 2017/ 24 March 2017 28 April 2017/ 28 April 2017

Penghargaan dan Apresiasi Angkutan Penghargaan dan Apresiasi Kepada Penghargaan dan Apresiasi Kepada
Lebaran 2017 sebagai BUMN Bandara Internasional Ahmad Yani Bandara Internasional Adi Sutjipto
Operator Bandar Udara diberikan Semarang diberikan kepada PT Yogyakarta diberikan kepada PT
kepada PT Angkasa Pura I (Persero)/ Angkasa Pura I (Persero) / Award Angkasa Pura I (Persero) / Award and
Lebaran (Eid Al-Fitr) Transportation and Appreciation towards Ahmad Appreciation towards Adi Sutjipto
Appreciation of 2017 as a State Yani International Airport Semarang International Airport Yogyakarta
Owned Enterprise Airport Operator was awarded to PT Angkasa Pura I was awarded to PT Angkasa Pura I
was awarded to PT Angkasa Pura I (Persero) (Persero)
(Persero) Acara/Event: Acara/Event:
Acara/Event: Penghargaan Angkutan Lebaran 2017 Penghargaan Angkutan Lebaran 2017
Penghargaan Angkutan Lebaran 2017 Penyelenggara/Organizer: Penyelenggara/Organizer:
Penyelenggara/Organizer: Kementerian Perhubungan Kementerian Perhubungan
Kementerian Perhubungan Tanggal/Date: Tanggal/Date:
Tanggal/Date: 11 Juli 2017/ 11 July 2017 11 Juli 2017/ 11 July 2017
11 Juli 2017 / 11 July 2017
Penghargaan dan Apresiasi Kepada Bandara Internasional BUMN dengan Kinerja Keuangan "Sangat bagus” diberikan
Juanda Surabaya diberikan kepada PT Angkasa Pura kepada PT Angkasa Pura I (Persero) / State Owned
I (Persero) / Award and Appreciation towards Juanda Enterprises (BUMN) with "Very good” Financial Performance
International Airport Surabaya was awarded to PT Angkasa was awarded to PT Angkasa Pura I (Persero)
Pura I (Persero) Acara/Event:
Acara/Event: Infobank BUMN Awards 2017
Penghargaan Angkutan Lebaran 2017 Penyelenggara/Organizer:
Penyelenggara/Organizer: Majalah Infobank
Kementerian Perhubungan Tanggal/Date:
Tanggal/Date: 12 Oktober 2017/ 12 October 2017
11 Juli 2017/ 11 July 2017
BUMN dengan Predikat "Good Performance” diberikan Penghargaan Gold Kategori "Brand Strategy" diberikan
kepada PT Angkasa Pura I (Persero) / State Owned kepada PT Angkasa Pura I (Persero) / Gold Award with the
Enterprises (BUMN) with "Good Performance” Predicate was Category of "Brand Strategy" was awarded to PT Angkasa
awarded to PT Angkasa Pura I (Persero) Pura I (Persero)
Acara/Event: Acara/Event:
BUMN Performance Excellence Award (BPEA) 2017 BUMN Branding and Marketing Award 2017
Penyelenggara/Organizer: Penyelenggara/Organizer:
Kementerian BUMN and Forum Ekselen BUMN (FEB) Majalah BUMN Track
Tanggal/Date: Tanggal/Date:
6 November 2017/ 6 November 2017 14 Desember 2017/ 14 December 2017

2017 Annual Report
203
SERTIFIKASI
Certifications
Nama Sertifikasi: Certification Name:

Sertifikasi Badan Usaha Bandar Udara (BUBU) Certification of Airport Business Entity (Badan
Unit Penerima:Bandar Udara Internasional Usaha Bandar Udara/BUBU)
Lombok – Lombok Tengah (LOP) Receiving Unit:
Lembaga Pemberi:Direktorat Jendral Lombok International Airport
Perhubungan Kementrian Perhubungan Awarding Entity:
Republik Indonesia Directorate General of Transportation Ministry
Ruang Lingkup Sertifikasi:Sertifikat Bandar of Transportation Republic of Indonesia
Udara The Scope of Certification:
Tanggal Berlaku:10 Agustus 2016 – 30 Airport Certificate
September 2021 Effective Date:
10 August 2016 – 30 September 2021

Unit Penerima: Usaha Bandar Udara/BUBU)
Bandar Udara Internasional El Tari – Kupang Receiving Unit:
(KOE) El Tari International Airport
Lembaga Pemberi: Awarding Entity:
Direktorat Jendral Perhubungan Kementrian Directorate General of Transportation Ministry
Perhubungan Republik Indonesia of Transportation Republic of Indonesia
Ruang Lingkup Sertifikasi: The Scope of Certification:
Sertifikat Bandar Udara Airport Certificate
Tanggal Berlaku: Effective Date:
27 November 2015 – 30 Juli 2020 27 November 2015 – 30 July 2020

Bandar Udara Internasional I Gusti Ngurah Rai Receiving Unit:
– Bali (DPS) I Gusti Ngurah Rai International Airport
1 Oktober 2015- 30 Juli 2020 1 October 2015- 30 July 2020

Bandar Udara Internasional Adisutjipto - Receiving Unit:
Yogyakarta (JOG) Adisutjipto International Airport
6 November 2015 – 30 Juli 2020 6 November 2015 – 30 July 2020


Bandar Udara Internasional Sultan Hasanuddin Receiving Unit:
– Makassar (UPG) Sultan Hasanuddin International Airport
4 Desember 2015 – 7 Juli 2020 4 December 2015 – 7 July 2020

Bandar Udara Internasional Juanda - Surabaya Receiving Unit:
(SUB) Juanda International Airport

Bandar Udara Internasional Sam Ratulangi - Receiving Unit:
Manado (MDC) Sam Ratulangi International Airport
18 Desember 2015 –30 Juli 2020 18 December 2015 – 30 July 2020

Bandar Udara Internasional Sultan Aji Receiving Unit:
Muhammad Sulaiman Sepinggan – Balikpapan Sultan Aji Muhammad Sulaiman Sepinggan
(BPN) International Airport

Bandar Udara Internasional Pattimura - Ambon Receiving Unit:
(AMQ) Pattimura International Airport
22 Oktober 2015 –30 Juli 2020 22 October 2015 –30 July 2020

2017 Annual Report
205

Bandar Udara Syamsudin Noor – Banjarmasin Receiving Unit:
(BDJ) Syamsudin Noor International Airport Awarding
Lembaga Pemberi: Entity:
31 Agustus 2015 –30 Juli 2020 31 August 2015 –30 July 2020

Bandar Udara Internasional Adisoemarmo - Receiving Unit:
Surakarta (SOC) Adi Soemarmo International Airport
5 Oktober 2015 –30 Juli 2020 5 October 2015 – 30 July 2020

Bandar Udara Internasional Ahmad Yani – Receiving Unit:
Semarang (SRG) Ahmad Yani International Airport
23 November 2015 –2 September 2020 23 November 2015 – 2 September 2020

Bandar Udara Internasional Frans Kaisiepo – Receiving Unit:
Biak (BIK) Frans Kaisiepo – Biak International Airport

ISO 14001: 20014 /SNI 19 – 14001:2005 ISO 14001: 20014 /SNI 19 – 14001:2005
Penerima: Receiver:
Bandar Udara I Gusti Ngurah Rai I Gusti Ngurah Rai International Airport
Sucofindo International Certification Services Sucofindo International Certification Services
Jasa Pengelolaan Bandara Airport Management Services
Sector Code: 31 Sector Code: 31 Floor
18 November 2015 – 14 September 2018 18 November 2015 – 14 September 2018


SNI ISO 9001:2008 SNI ISO 9001:2008
Penerima: Receiver:
Bandar Udara Internasional El Tari – Kupang El Tari International Airport - Kupang
(KOE) Awarding Entity:
Lembaga Pemberi: Tuv Rheinland
Tuv Rheinland The Scope of Certification:
Ruang Lingkup Sertifikasi: Provision of Airport Passenger Services
Provision of Airport Passenger Services Effective Date:
Tanggal Berlaku: 18 November 2016 – 14 September 2018
18 November 2016 – 14 September 2018

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional I Gusti Ngurah Rai- International Airport I Gusti Ngurah Rai-Bali
Bali (DPS) (DPS)
United Registrar of Systems (URS) United Registrar of Systems (URS)
Airport Passenger Services (Pelayanan Jasa Airport Passenger Services (Pelayanan Jasa
Penumpang Pesawat Udara/PJP2U) Penumpang Pesawat Udara/PJP2U)
14 Juli 2017 - 17 April 2019 14 July 2017 - 17 April 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Juanda – Surabaya International Airport Juanda – Surabaya (SUB)
(SUB) Awarding Entity:
Lembaga Pemberi: United Registrar of Systems (URS)
United Registrar of Systems (URS) The Scope of Certification:
Ruang Lingkup Sertifikasi: Airport Passenger Services (Pelayanan Jasa
Airport Passenger Services (Pelayanan Jasa Penumpang Pesawat Udara/PJP2U)
Penumpang Pesawat Udara/PJP2U) Effective Date:
Tanggal Berlaku: 10 April 2017 - 11 February 2019
10 April 2017 - 11 Februari 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sultan Aji International Airport Sultan Aji Muhammad
Muhammad Sulaiman Sepinggan – Balikpapan Sulaiman Sepinggan – Balikpapan (BPN)
(BPN) Awarding Entity:
Tanggal Berlaku: 16 December 2017 - 19 May 2019
16 Desember 2017 - 19 Mei 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sultan Hasanuddin International Airport Sultan Hasanuddin –
– Makassar (UPG) Makassar (UPG)
21 Juli 2017 - 24 Juni 2019 21 July 2017 - 24 June 2019

2017 Annual Report
207

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Syamsudin Noor – Banjarmasin Bandar Udara Syamsudin Noor – Banjarmasin
(BDJ) (BDJ)
27 September 2017 - 14 Oktober 2019 27 September 2017 - 14 October 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Ahmad Yani – International Airport Ahmad Yani – Semarang
Semarang (SRG) (SRG)
14 April 2017 - 28 Februari 2019 14 April 2017 - 28 February 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Adisutjipto – International Airport Adisutjipto – Yogyakarta
Yogyakarta (JOG) (JOG)
Tuv Rheinland Tuv Rheinland
17 Januari 2018 - 16 Januari 2021 17 January 2018 - 16 January 2021

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Lombok - Lombok International Airport Lombok - Lombok Tengah
Tengah (LOP) (LOP)
6 Desember 2017 - 06 Desember 2019 6 Desember 2017 - 06 Desember 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sam Ratulangi - International Airport Sam Ratulangi - Manado
Manado (MDC) (MDC)
27 Juli 2017 - 22 Juni 2019 27 July 2017 - 22 June 2019


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Adisoemarmo - International Airport Adisoemarmo - Surakarta
Surakarta (SOC) (SOC)
20 Juni 2017 - 10 Agustus 2019 20 June 2017 - 10 August 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Pattimura - Ambon International Airport Pattimura - Ambon (AMQ)
(AMQ) Awarding Entity:
Tanggal Berlaku: 07 December 2017 - 04 December 2019
07 Desember 2017 - 04 Desember 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Frans Kaisiepo – International Airport Frans Kaisiepo – Biak (BIK)
Biak (BIK) Awarding Entity:

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional I Gusti Ngurah Rai- International Airport I Gusti Ngurah Rai-Bali
Bali (DPS) (DPS)
Pelayanan Jasa Pendaratan, Penempatan dan Pelayanan Jasa Pendaratan, Penempatan dan
Penyimpanan Pesawat Udara (PJP4U) Penyimpanan Pesawat Udara (PJP4U)
18 Juli 2017 - 17 Juli 2020 18 July 2017 - 17 July 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Juanda – Surabaya International Airport Juanda – Surabaya (SUB)
(SUB) Awarding Entity:
Lembaga Pemberi: Tuv Rheinland/DAkkS
Tuv Rheinland/DAkkS The Scope of Certification:
Ruang Lingkup Sertifikasi: Pelayanan Jasa Pendaratan, Penempatan dan
Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat Udara (PJP4U)
Penyimpanan Pesawat Udara (PJP4U) Effective Date:

2017 Annual Report
209

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sultan Aji International Airport Sultan Aji Muhammad
Muhammad Sulaiman Sepinggan – Balikpapan Sulaiman Sepinggan – Balikpapan (BPN)
(BPN) Awarding Entity:
Tanggal Berlaku: 10 November 2017 - 09 November 2020
10 November 2017 - 09 November 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sultan Hasanuddin International Airport Sultan Hasanuddin –
– Makassar (UPG) Makassar (UPG)
14 Desember 2017 - 13 Desember 2020 14 December 2017 - 13 December 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Syamsudin Noor – Banjarmasin Bandar Udara Syamsudin Noor – Banjarmasin
(BDJ) (BDJ)

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Ahmad Yani – International Airport Ahmad Yani – Semarang
Semarang (SRG) (SRG)
Tuv Rheinland/DAkkS Tuv Rheinland/DAkkS

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Adisutjipto – International Airport Adisutjipto – Yogyakarta
Yogyakarta (JOG) (JOG)
22 Oktober 2017 - 21 Oktober 2020 22 October 2017 - 21 October 2020


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Lombok - Lombok International Airport Lombok - Lombok Tengah
Tengah (LOP) (LOP)
22 November 2017 - 21 November 2020 22 November 2017 - 21 November 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sam Ratulangi - International Airport Sam Ratulangi - Manado
Manado (MDC) (MDC)
28 Juli 2017 - 27 Juli 2020 28 July 2017 - 27 July 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Adisoemarmo - International Airport Adisoemarmo - Surakarta
Surakarta (SOC) (SOC)
30 November 2017 - 29 November 2020 30 November 2017 - 29 November 2020

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional El Tari – Kupang International Airport El Tari – Kupang (KOE)
(KOE) Awarding Entity:
Ruang Lingkup Sertifikasi: Aircraft Landing, Placement and Storage Service
Pelayanan Jasa Pendaratan, Penempatan dan (PJP4U)

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Pattimura - Ambon International Airport Pattimura - Ambon (AMQ)
(AMQ) Awarding Entity:

2017 Annual Report
211
NAMA DAN ALAMAT KANTOR PUSAT,

ENTITAS ANAK, ENTITAS ASOSIASI,
YAYASAN, DAN KANTOR CABANG
The Names and Addresses of Head Office, Subsidiaries,
Associates, Foundations and Branch Offices
El Tari International Airport

KANTOR PUSAT
Jalan Adi Sucipto Terminal B
HEAD OFFICE
Kupang – Indonesia 85361
Tel : (0380) 881668
Kota Baru Bandar Kemayoran Fax : (0380) 881263
Blok B12 Kav. 2, Jakarta Pusat Email : humas.koe@ap1.co.id
Jakarta 10610 www.kupang-airport.com
Tel : (021) 6541961 ext. 2116
Fax : (021) 6541514
Pattimura International Airport
Email : humas@ap1.co.id
Jalan Dr. Leimena – Laha
www.ap1.co.id
Ambon, Maluku – Indonesia 97236
Tel : (0911) 323770, 323771,323772
KANTOR CABANG Fax : (0911) 323773
BRANCH OFFICE Email : humas.amq@ap1.co.id
www.pattimura-airport.co.id
I Gusti Ngurah Rai International Airport
Gedung Wisti Sabha Lt. III Adi Sumarmo International Airport
Bandara I Gusti Ngurah Rai Bali Jalan Bandara Adi Sumarmo
Badung, Bali – Indonesia 80362 Surakarta – Indonesia 57108
Tel : (0361) 9351011 Tel : (0271) 780715
Fax : (0361) 9351032 Fax : (0271) 780715
Email : humas.dps@ap1.co.id Email : humas.soc@ap1.co.id
www.bali-airport.com www.adisumarmo-airport.com
Juanda International Airport Frans Kaisiepo International Airport

Jalan Ir. Haji Juanda Biak, Papua – Indonesia
Surabaya 61253 Tel : (0981) 22555
Indonesia Fax : (0981) 22106
Tel : T1 (031) 2986200 T2 (031) 2986700 Email : humas.bik@ap1.co.id
Fax : (031) 8667506 www.franskaisiepo-airport.co.id
Email : humas.sub@ap1.co.id
www.juanda-airport.com Sultan Aji Muhammad Sulaiman Sepinggan
International Airport
Sultan Hasanuddin International Airport Jalan Marsma. R. Iswahyudi
Jalan Raya Airport No. 1 Balikpapan, 76115
Makassar, Sulawesi 90552 Kalimantan Timur – Indonesia
Tel : (0411) 553183 Tel : (0542) 766886
Fax : (0411) 553183 Fax : (0542) 766832
Email : humas.upg@ap1.co.id Email : humas.bpn@ap1.co.id
www.hasanuddin-airport.co.id www.sepinggan-airport.com
Achmad Yani International Airport Adisutjipto International Airport

Jalan Puad Ahmad Yani Jalan Raya Solo KM. 9
Semarang – Indonesia 50145 Indonesia
Tel : (024) 7607596 Tel : (0274) 484261
Fax : (024) 7603506 Fax : (0274) 488155
Email : humas.srg@ap1.co.id Email : humas.jog@ap1.co.id
www.achmadyani-airport.com www.adisutjipto-airport.co.id

Lombok International Airport PT Angkasa Pura Retail

Jalan By Pass Bil, Central Lombok Villa Kemayoran, Jl. Merpati 2, Kemayoran Blok
Indonesia C, No. 50
Tel : (0370) 6157000 Kemayoran Jakarta Pusat
Fax : (0370) 6157010 Tel : (021) 65850590/65850587
Email : humas.lop@ap1.co.id Fax : (021) 65850589
www.lombok-airport.co.id Email : apr.hrlegal@gmail.com
www.angkasapuraretail.com
Sam Ratulangi International Airport PT Angkasa Pura Suport
Kota Manado Sainath Office Tower 11th floor
Provinsi Sulawesi Utara – Indonesia Jl. Selangit Blok B-9 No. 7 Gunung Sahari
Tel : (0431) 814320 Selatan Kemayoran – Jakarta Pusat 10610
Fax : (0431) 811595 Tel : (62-21) 26051930
Email : humas.mdc@ap1.co.id Fax : (62-21) 26051931
www.samratulangi-airport.com www.angkasapura-supports.com
Syamsudin Noor International Airport

Jalan Angkasa Landasan Ulin
Banjarmasin - Indonesia 70724 PERUSAHAAN AFILIASI
Tel : 0811504640 AFFILIATED COMPANIES
Fax : (0511) 4705251
Email : humas.bdj@ap1.co.id PT Gapura Angkasa
www.syamsudinnoor-airport.co.id Gd. Dapenra Lt. 1,2 & 3
Jl. Angkasa, Blok B – 12, Kav. 8
Kota Baru Bandar Kemayoran
ANAK PERUSAHAAN Jakarta – Indonesia 10610
SUBSIDIARIES Tel : (021) 6545410
Fax : -
PT Angkasa Pura Hotel Email : marketing@gapura.co.id
Sainath Office Tower 10th floor
Jl. Selangit Blok B-9 No. 7 PT Jasa Marga Bali Tol
Gunung Sahari Selatan Kantor Operasional:
Kemayoran – Jakarta Pusat 10610 Jalan Raya Pelabuhan Benoa No. 15
Tel : (+6221) 2605 1828 Pasanggaran, Denpasar, Bali
Fax : (+6221) 2605 1830 Tel : (0361) 725326
Email : info@aph.co.id Fax : (0361) 725326
www.aph.co.id
Dana Pensiun Angkasa Pura I (DAPENRA)
Gedung DAPENRA Lt. VI Blok B 12
Gd. Angkasa Pura Center For Excellence Lt. Dasar
Kavling No. 8 Kotabaru Bandar Kemayoran
Jalan Tabing No. 16, Kemayoran Jakarta Pusat
Tel : (021) 65867867
Tel : (021) 65866406
Fax : (021) 65867868
Fax : (021) 6541513/14
Email : info@dapenra.co.id
Email : admin@angkasapuralogistik.com
www.dapenra.co.id
www.aplog.co
PT Angkasa Pura Properti Yayasan Kesejahteraan Karyawan Angkasa
Sainath Office Tower 10th floor Pura I (YAKKAP)
Jl. Selangit Blok B-9 No. 7 Gedung DAPENRA Lt. III Blok B 12
Gunung Sahari Selatan Kavling No. 8 Kotabaru Bandar Kemayoran
Kemayoran - Jakarta Pusat 10610 Tel : (021) 6546642
Tel : 021 - 2605 1919 www.yakkap.co.id
Fax : (021) 6541513/14
Email : info@approperti.co.id
www.angkasapuraproperti.co.id

2017 Annual Report
213
INFORMASI
YANG TERSEDIA
DI WEBSITE
Information Available on The Website
PT Angkasa Pura I (Persero) telah melengkapi PT Angkasa Pura I (Persero) has filled their company
website perusahaan dengan beberapa Informasi website with complete Information regarding the
mengenai pemegang saham, Isi Kode Etik, Informasi shareholders, Code of Ethics Content, Information
mengenai RUPS, struktur grup perusahaan, analisis about GMS, corporate group structure, financial
kinerja keuangan, laporan keuangan 5 (lima) tahun performance analysis, financial statements for
terakhir, profil Dewan Komisaris dan Direksi serta the last 5 (five) years, the profile of the Board of
Piagam/Charter Dewan Komisaris, Direksi, Komite- Commissioners and Directors, as well as the Charter
komite, dan Unit Audit Internal. Selain itu, Informasi- of the Board of Commissioners, Committees, and
informasi yang disajikan dalam website senantiasa Internal Audit Units. In addition, the information
diperbaharui secara berkala provided on the website is always accessible on a
regular basis.
Selain website Perseroan, setiap bandara yang In addition to the website, each airport managed
dikelola oleh PT Angkasa Pura I (Persero) telah by PT Angkasa Pura I (Persero) already has their
memiliki website sendiri. Informasi yang tersaji di own websites. The information presented on those
dalam website tersebut antara lain seperti: Informasi websites are such as: Information on the Arrival and
jadwal Kedatangan dan Keberangkatan untuk seluruh Departure schedules for all carriers both domestic
maskapai baik domestik maupun internasional, and international, information on service location
informasi mengenai denah lokasi tempat layanan maps for customers such as money changers, ATMs
bagi customer seperti money changer, ATM dan Bank, and Banks, places to charge gadgets, duty-free
tempat untuk men-charging, duty free area, maupun areas, or information service places, as well as the
tempat layanan informasi, serta berita ataupun latest news or announcements about the airports.
pengumuman terupdate mengenai bandara.

PENDIDIKAN DAN/ATAU PELATIHAN

DEWAN KOMISARIS, DIREKSI, KOMITE-
KOMITE, SEKRETARIS PERUSAHAAN, DAN
UNIT AUDIT INTERNAL
Education and/or Training for Board of Commissioners, Directors, Committees,
Company Secretary, and Internal Audit Units
PENGEMBANGAN KOMPETENSI DEWAN COMPETENCE DEVELOPMENT FOR THE

Sepanjang tahun 2017, anggota Dewan Komisaris Throughout 2017, members of the Board of
PT Angkasa Pura I (Persero) yang telah mengikuti Commissioners of PT Angkasa Pura I (Persero) who have
pelatihan/pengembangan kompetensi adalah attended the competency training/development are as
sebagai berikut. follows.
Tabel Pengembangan Kompetensi Dewan Komisaris

Table of Competency Development for the Board of Commissioners
Materi Pengembangan Waktu dan Tempat

Kompetensi /Pelatihan Pelaksanaan
Nama Jabatan Periode Jenis Pelatihan
Competency Development Time and Place
Name Position Period Type of Training
Material /Training of Implementation
Andi Komisaris 04 April 2017 Pertemuan dengan 2017, Qatar / Benchmarking.

Widjajanto Utama / sampai saat Pejabat Negara Qatar 2017, Qatar Benchmarking.
President ini / dan Otoritas Investasi
Commissioner 04 April 2017 Qatar /
to this date The Meeting with
Qatar’s State Officials
and Qatar’s Investment
Authority
PENGEMBANGAN KOMPETENSI DIREKSI COMPETENCY DEVELOPMENT FOR

DIRECTORS
Sepanjang tahun 2017, anggota Direksi PT Angkasa Throughout 2017, members of the Board of
Pura I (Persero) yang telah mengikuti pelatihan/ Commissioners of PT Angkasa Pura I (Persero) who have
pengembangan kompetensi adalah sebagai berikut. attended the competency training/development are as
follows.

2017 Annual Report
215
Tabel Pengembangan Kompetensi Direksi

Table of Competency Development for the Board of Commissioners
Waktu dan
Materi Pengembangan
Tempat
Kompetensi /Pelatihan
Nama Jabatan Periode Pelaksanaan Penyelenggara
Competency Development
Name Position Period Time and Place Organizer
Material /Training
of Implementation
Faik Fahmi Direktur Utama 22 Desember ASEAN Global Leadership 2017, London / Cambridge
/ President 2017 – saat ini Program / ASEAN Global 2017, London University /
Director / 22 December Leadership Program Cambridge
2017 – this University
date
Wendo Asrul Direktur Operasi 9 November Excecutive Leadership 25 Februari Kementerian

Rose /Operation 2015 – saat ini Program / Executive 2017, Jakarta / BUMN /
Director / 9 November Leadership Program 25 February Ministry of
2015 – this 2017, Jakarta State Owned
date Enterprises
Konferensi AOC 02 Maret 2017, -

Indonesia / AOC Hotel Prama
Conference Indonesia Sanur- Bali /
02 March 2017,
Hotel Prama
Sanur- Bali
Benchmarking PJP2U / 24-31 Maret PT Angkasa

Benchmarking the PJP2U 2017, Swiss / Pura I
24-31 (Persero) /
March 2017, PT Angkasa
Switzerland Pura I
(Persero)
Excecutive Leadership 13 April 2017, Kementerian

Program / Executive Bogor / BUMN /
Leadership Program 13 April 2017, Ministry of
Bogor State Owned
Enterprises
Excecutive Leadership 05 – 06 Mei IPC University

Program / Executive 2017, / IPC University
Leadership Program 05 – 06 May
2017,
AirCargo Summit 2017 / 17 Mei 2017, AVCON Group

Air Cargo Summit 2017 Grand Mercure /
Jakarta / AVCON Group
17 May 2017,
Grand Mercure
Jakarta
Seminar Nasional 11 September Kementerian

Harmonisasi dan 2017, Grand Perhubungan
RI /
Penyamaan Persepsi Mercure -
Ministry of
Pengelolaan Jakarta / Transportation
Terminal Kargo dan 11 September Republic of
Pos di Bandara / 2017, Grand Indonesia
National Seminar for Mercure -
Harmonization and Jakarta
Perception Alignment of
Cargo and Post Stations
Management at Airports
Workshop Mandiri Cash 27-29 Oktober Bank Mandiri

Management / Mandiri 2017, Bintan / /
Investment Forum 2017 27-29 October Bank Mandiri
2017, Bintan

Waktu dan
Materi Pengembangan
Tempat
Material /Training
of Implementation
Novrihandri Direktur 9 November Mandiri Investment 8 Februari 2017, Bank Mandiri

Keuangan dan 2015 – saat ini Forum 2017 / Mandiri Hotel Fairmont / Bank
IT / Finance and / 9 November Investment Forum 2017 -Jakarta / 8 Mandiri
Information 2015 – this February 2017,
Technology date Fairmont Hotel -
Director Jakarta
Bank Mega Intellectual 21 Februari Bank Mega /

Series "The Prospect 2017, Jakarta / Bank Mega
for Global Financial 21 February
Stability” / Bank Mega 2017, Jakarta
Intellectual Series “The
Prospect for Global
Financial Stability”
3rd IDM Member 10 April 2017, PT SMI /

Countries Sovereign Westin Hotel- PT SMI
Investments Forum Bali / 10 April
2017 / 3rd IDM Member 2017, Westin
Countries Sovereign Hotel- Bali
Investments Forum 2017
SAP Asian Innovators 24 Agustus SAP

Summit 2017 / SAP 2017, Westin Indonesia /
Asian Innovators Summit Hotel- Bali / 24 SAP
2017 August 2017, Indonesia
Westin Hotel-
Bali
Deloitte Indonesia 19 Oktober Deloitte /

Infrastructure CFO 2017, Ritz Deloitte
Forum 2017 / Deloitte Carlton- Jakarta
Indonesia Infrastructure / 19 October
CFO Forum 2017 2017, Ritz
Carlton- Jakarta
Sosialisasi Aksi Korporasi 26 Oktober KPPU RI /

Merger dan Akusisi 2017, Grand KPPU RI
oleh BUMN dalam Mercure-
Perspektif Persaingan Kemayoran /
Usaha / Socialization 26 October
of Corporate Actions of 2017, Grand
Merger and Acquisition Mercure-
by State Owned Kemayoran
Enterprises in the
Perspective of Business
Competition
Smart Airport Workshop 1 November New Zealand

/ Smart Airport 2017, Hotel Embassy /
Workshop Mandarin New Zealand
Oriental - Embassy
Jakarta /
1 November
2017, Mandarin
Oriental Hotel -
Jakarta
Bisnis Indonesia 4 Desember Bisnis

Economic Challenges 2017, Raffles Indonesia
2018 / Hotel Jakarta / Group /
Bisnis Indonesia 4 December Bisnis
Economic Challenges 2017, Raffles Indonesia
2018 Hotel - Jakarta Group

2017 Annual Report
217
Waktu dan
Materi Pengembangan
Tempat
Material /Training
of Implementation
Seminar International: 15 Desember Ikatan

Transforming Role of 2017, Raffles Akuntan
Professional Accountants Hotel - Jakarta / Indonesia /
in the New Economy 15 December Institute of
Order / International 2017, Raffles Indonesia
Seminar: Transforming Hotel - Jakarta Chartered
Role of Professional Accountants
Accountants in the New
Economy Order
Adi Nugroho Direktur Sumber 9 November AMPAP Online Course 16 Januari – ACI /
Daya Manusia 2015 – saat ini - Airport Operations, 12 Februari ACI
dan Umum / / 9 November Safety And Security / 2017,
Human Capital 2015 – this AMPAP Online Course Jakarta / 16
and General date - Airport Operations, January –
Affair Director Safety And Security 12 February
2017,
Jakarta
Smart Airport 2017 9 - 12 Charlotte

"Preparing for 2030 And Oktober 2017, Douglas
Beyond" / Smart Airport Munich Germany International
2017 “Preparing for / 9 - 12 Airport /
2030 And Beyond” October 2017 Charlotte
Munich Germany Douglas
International
Airport
Center for Strategic 21-22 AVIACENTER /

Development in Civil September AVIACENTER
Aviation / Center for 2017, Mosscow-
Strategic Development in Rusia / 21-22
Civil Aviation September
2017, Moscow-
Russia
Polana Direktur Teknik 10 April 2013 ICAO Next Generation of 27-28 International
Banguningsih / Technical –saat ini / Aviation Professionals November Civil Aviation
Pramesti Director 10 April 2013 (NGAP) Global Summit – 2017, Montreal Organization
– this date / ICAO Next Generation Canada / 27-28 (ICAO) /
of Aviation Professionals November 2017, International
(NGAP) Global Summit – Montreal Canada Civil Aviation
Organization
(ICAO)
ICAO Seminar on Green 29-30 International

Airport / ICAO Seminar November Civil Aviation
on Green Airport 2017, Montreal Organization
Canada /29-30 (ICAO) /
November 2017, International
Montreal Canada Civil Aviation
Organization
(ICAO)
Devy W. A. Direktur 22 Desember - - -

Suradji Pemasaran 2017 – saat ini
dan Pelayanan / 22 December
/ Director of 2017 – this
Marketing and date
Services

Waktu dan
Materi Pengembangan
Tempat
Material /Training
of Implementation
Sardjono Direktur 11 Agustus Airport Design Workshop November GVK /

Jhony Hubungan 2017 – saat / Airport Design 2017, London / GVK
Tjitrokusumo Internasional ini / 11 August Workshop November 2017,
dan 2017 – this London
Pengembangan date
Usaha /
Director of
International
Relations
and Business
Development
PENGEMBANGAN KOMPETENSI KOMITE COMPETENCY DEVELOPMENT FOR THE

AUDIT AUDIT COMMITTEE
Sepanjang tahun 2017, anggota Komite Audit PT Throughout 2017, members of the Audit Committee
Angkasa Pura I (Persero) yang telah mengikuti of PT Angkasa Pura I (Persero) who have attended
pelatihan/pengembangan kompetensi adalah the competency training/development are as follows.
sebagai berikut.
Tabel Pengembangan Kompetensi Komite Audit

Table of Competency Development for the Audit Committee
Materi
Pengembangan
Waktu dan Tempat
Kompetensi /
Pelatihan
Competency
of Implementation
Development
Material /Training
Syaiful Anggota / 26 Desember Seminar Nasional 08 – 10 Mei Yayasan Pendidikan

Member 2016 – Internal Audit 2017, Medan / Internal Audit (YPIA) /
Sekarang / 2017 / 08 – 10 May Education Foundation of
26 December National Seminar 2017, Medan Internal Audit (Yayasan
2016 – for Internal Audit Pendidikan Internal
Current 2017 Audit/YPIA)
National Anti Fraud 06 November Association of Certified

Conference (NAFC) 2017, Yogyakarta Fraud Examiners (ACFE)
2017 / / Indonesia /
National Anti Fraud 06 November Association of Certified
Conference (NAFC) 2017, Yogyakarta Fraud Examiners (ACFE)
2017 Indonesia
Agus Anggota / 26 Desember National Anti Fraud 06 November Association of Certified

Waluyo Member 2016 – Conference (NAFC) 2017, Yogyakarta Fraud Examiners (ACFE)
Sekarang / 2017 / / Indonesia /
26 December National Anti Fraud 06 November Association of Certified
2016 – Conference (NAFC) 2017, Yogyakarta Fraud Examiners (ACFE)
Current 2017 Indonesia

2017 Annual Report
219
PENGEMBANGAN KOMPETENSI KOMITE COMPETENCY DEVELOPMENT FOR

RISIKO USAHA DAN GCG BUSINESS RISK AND GCG COMMITTEE
Sepanjang tahun 2017, anggota Komite Risiko Usaha Throughout 2017, members of the Business Risk and
dan GCG PT Angkasa Pura I (Persero) PT Angkasa GCG Committee of PT Angkasa Pura I (Persero), who
Pura I (Persero) yang telah mengikuti pelatihan/ have attended the competency training/development
pengembangan kompetensi adalah sebagai berikut. are as follows.
Tabel Pengembangan Kompetensi Komite Risiko Usaha dan GCG

Competency Development for Business Risk and GCG Committee
Materi Pengembangan Waktu dan

Kompetensi / Tempat
Pelatihan Pelaksanaan
Nama Jabatan Periode Penyelenggara
Competency Time and Place
Name Position Period Organizer
Development of
Material /Training Implementation
Wawan Anggota / 26 Desember Seminar Risiko February Kementerian

Zulmawan Member 2016 – Manajemen dalam 2017, BUMN /
Sekarang / bidang Procurement / Bandung / Ministry of
26 December Risk of Management February State Owned
2016 – in Procurement 2017, Enterprises
Current Seminar Bandung
Ganesha Anggota / 26 Desember Seminar Risiko February Kementerian

Dian Farisi Member 2016 – Manajemen dalam 2017, BUMN /
Sekarang / bidang Procurement / Bandung / Ministry of
26 December Risk of Management February State Owned
2016 – in Procurement 2017, Enterprises
Current Seminar Bandung
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOMPENT FOR

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY
Sepanjang tahun 2017, Sekretaris Perusahaan PT Throughout 2017, Corporate Secretary of PT Angkasa
Angkasa Pura I (Persero) yang telah mengikuti Pura I (Persero) who have attended the competency
pelatihan/pengembangan kompetensi adalah training/development are as follows.
sebagai berikut.
Tabel Pengembangan Kompetensi Sekretaris Perusahaan

Table of Competency Development for Corporate Secretary

Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development Time and Place Organizer
Israwadi Sekretaris Training Interpretasi Kriteria 22 - 24 PT Angkasa Pura

Perusahaan Penilaian Kinerja Unggul (KPKU) Agustus 2017, I / PT Angkasa
Corporate Batch II / Jakarta / Pura I
Secretary Interpretation Training 22 - 24
for Excellent Performance August 2017,
Assessment Criteria (Kriteria Jakarta
Penilaian Kinerja Unggul/KPKU)
Batch II


Training Sekretaris BUMN dan 02 Agustus 2017, BUMN CLUB /

Korporasi Swasta / Jakarta / BUMN CLUB
Training for State Owned 02 August 2017,
Enterprises Secretary and Private Jakarta
Corporate
Indriasari Sekretaris Training Sekretaris BUMN dan 02 Agustus 2017, BUMN CLUB /
Novanti Secretary Korporasi Swasta / Jakarta / BUMN CLUB
Training for State Owned 02 August 2017,
Enterprises Secretary and Private Jakarta
Corporate
Dwitra Sukma Corporate Pelatihan Pemahaman Good 20 - 24 November PPA&K / PPA&K

Wardhana Communication Corporate Governance - Dasar / 2017, Bandung, /
Officer (PST) Training for Understanding the 20 - 24 November
Good Corporate Governance - 2017, Bandung,
Basic
Nurul Corporate Workshop E-Registration 10 Agustus 2017, OJK / Financial

Fatkhiyah Communication Penawaran Umum Efek Bersifat Jakarta, / Services
Officer (PST) Utang / 10 August 2017, Authority
Workshop E-Registration General Jakarta,
Offer of Debt Security
Pelatihan Motion Graphic / 27 - 30 November LIPI / LIPI

Motion Graphic Training 2017, Bandung /
27 - 30 November
2017, Bandung
Angga Corporate Pelatihan Motion Graphic / 27 - 30 November LIPI / LIPI

Dwiputra G Communication Motion Graphic Training 2017, Bandung./
Officer (PST) 27 - 30 November
2017, Bandung
Ismuheni Corporate Pelatihan Sertifikasi Pengelolaan Jakarta, 11 - 15 Asosiasi Arsiparis

Administration Arsip Dinamis Dan Elektronik / Desember 2017 / Indonesia /
Officer (PST) Management Certification Jakarta, 11 - 15 Asosiasi Arsiparis
Training Dynamic And Electronic December 2017 Indonesia
Archives
Oktavia Board of Director Pelatihan Sertifikasi Pengelolaan Jakarta, 11 - 15 Asosiasi Arsiparis

Hidayati Secretary (PST) Arsip Dinamis Dan Elektronik / Desember 2017 / Indonesia /
Management Certification Jakarta, 11 - 15 Asosiasi Arsiparis
Archives
Prihati Muji Corporate Pelatihan Sertifikasi Pengelolaan Jakarta, 11 - 15 Asosiasi Arsiparis

Lestari Administration Arsip Dinamis Dan Elektronik / Desember 2017 / Indonesia /
Officer (PST) Management Certification Jakarta, 11 - 15 Asosiasi Arsiparis
Archives

2017 Annual Report
221
PENGEMBANGAN KOMPETENSI UNIT COMPETENCY DEVELOPMENT FOR

INTERNAL AUDIT INTERNAL AUDIT UNIT
Sepanjang tahun 2017, Unit Internal Audit PT Throughout 2017, the Internal Audit Unit of PT Angkasa
Angkasa Pura I (Persero) yang telah mengikuti Pura I (Persero), who have attended the competency
pelatihan/pengembangan kompetensi adalah training/development are as follows.
sebagai berikut.
Tabel Pengembangan Kompetensi Unit Internal Audit

Table of Competency Development for Internal Audit Unit

Tommy Head of Mukernas dan Konferensi Nasional 23 - 25 Munas FKSPI /

Meilitza Internal Audit "Improve Positioning Of Internal Audit Agustus 2017, Bali / National Conference
Profession Turbulence Circumstances" / 23 - 25 August 2017, of FKSPI
National Work Conference and Bali
National Conference “Improve
Positioning Of Internal Audit
Profession Turbulence Circumstances”
Yaka Sulistya Technical Audit Diklat Audit Intern Tingkat Dasar II / 23 Januari - 03 Februari YPIA / YPIA
W Dept. Head Internal Audit Training - Basic Level II 2016, Jakarta / 23
January - 03 February
2016, Jakarta
Moh. Taufik Auditor Diklat Audit Intern Tingkat Dasar II / 23 Januari - 03 Februari YPIA / YPIA
Ismail Internal Audit Training - Basic Level II 2016, Jakarta / 23
January - 03 February
2016, Jakarta
Tris Gunarso Human Capital Diklat Audit Intern Tingkat Lanjutan I / 23 Januari - 03 Februari YPIA / YPIA
and General Internal Audit Training - Advanced 2016, Jakarta / 23
Affair Audit Level I January - 03 February
Dept. Head 2016, Jakarta
Junius F. Finance Audit Diklat Audit Intern Tingkat Lanjutan I / 23 Januari - 03 Februari YPIA / YPIA
Walenta Dept. Head Internal Audit Training - Advanced 2016, Jakarta / 23
Level I January - 03 February
2016, Jakarta
Yan Christofer IT Audit Dept. Diklat Audit Intern Tingkat Lanjutan I / 23 Januari - 03 Februari YPIA / YPIA
G. Daulima Head Internal Audit Training - Advanced 2016, Jakarta / 23
2016, Jakarta
I Made Adi Auditor Diklat Audit Intern Tingkat Lanjutan I / 23 Januari - 03 Februari YPIA / YPIA
Susilayasa Internal Audit Training - Advanced 2016, Jakarta / 23
2016, Jakarta
Tuti Wianti Auditor Diklat Audit Intern Tingkat Lanjutan I / 23 Januari - 03 Februari YPIA / YPIA
Internal Audit Training - Advanced 2016, Jakarta / 23
2016, Jakarta
Jarot Handoko Marketing and Diklat Audit Intern Tingkat Lanjutan 23 Januari - 03 Februari YPIA / YPIA
Business Dev. II / 2016, Jakarta / 23
Audit Dept. Internal Audit Training - Advanced January - 03 February
Head Level II 2016, Jakarta


Herriyanto Marketing and Diklat Audit Intern Tingkat Dasar I / 06 - 17 Maret 2017, YPIA / YPIA
Business Dev. Internal Audit Training - Basic Level I Jakarta / 06 - 17 March
Junior Auditor 2017, Jakarta
Diklat Audit Intern Tingkat Dasar II / 20 - 31 Maret 2017, YPIA / YPIA

Internal Audit Training - Basic Level II Jakarta / 20 - 31 March
2017, Jakarta
Amir Mahmud Information Diklat Audit Intern Tingkat Dasar I / 06 - 17 Maret 2017, YPIA / YPIA
Technology Internal Audit Training - Basic Level I Jakarta / 06 - 17 March
Junior Auditor 2017, Jakarta
Diklat Audit Intern Tingkat Dasar II / 20 - 31 Maret 2017, YPIA / YPIA

Internal Audit Training - Basic Level II Jakarta / 20 - 31 March
2017, Jakarta
Insan Kamil Operation Diklat Audit Intern Tingkat Dasar I / 03 - 13 April 2016, YPIA / YPIA
Junior Auditor Internal Audit Training - Basic Level I Jakarta / 03 - 13 April
2016, Jakarta
Diklat Audit Intern Tingkat Dasar II / 08 - 19 Mei 2016, YPIA / YPIA

Internal Audit Training - Basic Level II Jakarta / 08 - 19 May
2016, Jakarta
Diklat Audit Intern Tingkat Lanjutan I / 05 - 16 Juni 2017, YPIA / YPIA

Internal Audit Training - Advanced Jakarta / 05 - 16 June
Level I 2017, Jakarta
Didi Auditor Diklat Audit Intern Tingkat Dasar II / 22 Mei - 02 Juni 2016, YPIA / YPIA
Suliyantono Internal Audit Training - Basic Level II Jakarta / 22 May - 02
June 2016, Jakarta
Hendri Don Finance Seminar Nasional Internal Audit (SNIA) 08 - 10 Mei 2017, YPIA / YPIA
Charles Saragi Auditor 2017 / National Seminar for Internal Medan / 08 – 10 May
Audit (SNIA) 2017 2017, Medan
Tavip Wibowo Operational Seminar Nasional Internal Audit (SNIA) 08 - 10 Mei 2017, YPIA / YPIA
Audit Dept. 2017 / National Seminar for Internal Medan / 08 – 10 May
Head Audit (SNIA) 2017 2017, Medan
Restu Marketing and Seminar Nasional Internal Audit (SNIA) 08 - 10 Mei 2017, YPIA / YPIA
Suryaningsih Business Dev. 2017 / National Seminar for Internal Medan / 08 – 10 May
Junior Auditor Audit (SNIA) 2017 2017, Medan
Azmieti Kurnia Operation Seminar Nasional Internal Audit (SNIA) 08 - 10 Mei 2017, YPIA / YPIA
Sinta Auditor 2017 / National Seminar for Internal Medan / 08 – 10 May
Sulistyaningsih Finance Seminar Nasional Internal Audit (SNIA) 08 - 10 Mei 2017, YPIA / YPIA
Auditor 2017 / National Seminar for Internal Medan / 08 – 10 May
Moh. Taufik Technical Diklat Audit Intern Tingkat Lanjutan I / 05 - 16 Juni 2017, YPIA / YPIA
Ismail Auditor Internal Audit Training - Advanced Jakarta, / 05 - 16 June
Level I 2017, Jakarta,
Amir Mahmud Information Diklat Audit Intern Tingkat Lanjutan I / 05 - 16 Juni 2017, YPIA / YPIA
Technology Internal Audit Training - Advanced Jakarta, / 05 - 16 June
Junior Auditor Level I 2017, Jakarta,

2017 Annual Report
223

ANALISIS DAN
PEMBAHASAN
MANAJEMEN
Management Discussion and Analysis
Selama 2017, pendapatan

usaha untuk segmen operasi
kebandaraan tercatat Rp6,86
triliun lebih tinggi dibandingkan
2
segmen operasi non bandara
yang tercatat sebesar Rp1,72
triliun. Pada 2017, pendapatan
usaha untuk segmen operasi
kebandaraan meningkat sebesar
Rp1,18 triliun atau 20,88%,
sedangkan pendapatan usaha
untuk segmen non bandara
meningkat sebesar Rp443,22
miliar atau sebesar 34,63%.
Laba bersih setelah pajak Throughout 2017, the revenue for the
yang berhasil dibukukan oleh segment of airport operations was equal

to Rp6.86 trillion higher than that of the
segmen operasi kebandaraan segment of non-airport operations, which
tercatat sebesar Rp1,45 triliun, was equal to Rp1.72 trillion. In 2017, the
revenue generated by the segment of
sedangkan segmen operasi non airport operations increased as much as
bandara sebesar Rp43,5 miliar. Rp1.18 trillion or 20.88%, while that of
the segment of non-airport operations
increased as much as Rp443.22 billion or
34.63%. The net profit after tax generated
by the segment of airport operations was
equal to Rp1.45 trillion, while the segment
of non-airport operations generated Rp43.5
billion.

2017 Annual Report
225
ANALISIS DAN PEMBAHASAN

MANAJEMEN
TINJAUAN PEREKONOMIAN
Economic Review
ANALISIS ANALYSIS OF
PEREKONOMIAN GLOBAL GLOBAL ECONOMY
Ketidakpastian perekonomian global saat ini Global economic uncertainty today is strongly
sangat dipengaruhi oleh berbagai isu geopolitik influenced by many geopolitical issues which are
yang sulit untuk diprediksi serta semakin majunya difficult to predict and development of science and
perkembangan ilmu pengetahuan dan teknologi. technology. One of the warmest geopolitical issues
Salah satu isu geopolitik yang hangat di Tahun 2017 of the Year of 2017 is the protectionist policy of the
adalah adanya kebijakan proteksionis dari Amerika United States that raises the anxiety of the global
Serikat yang menimbulkan kegelisahan masyarakat community. The policy is feared to have a negative
global. Kebijakan tersebut dikhawatirkan effect, namely the possibility of a slowdown in
menimbulkan efek negatif yaitu kemungkinan global economic growth as a result of protectionist
adanya perlambatan pertumbuhan ekonomi policies that are contrary to the WTO (World Trade
global sebagai dampak kebijakan proteksionis Organization) principle which puts forward three

yang bertentangan dengan pinsip WTO (World things: anti-discrimination of products, reduce or
Trade Organization) yang mengedepankan tiga hal eliminate unnecessary restrictions and barriers in
yaitu anti diskriminasi produk, mengurangi atau international trade, and consideration of the needs
menghilangkan batasan dan hambatan yang tidak of developing countries for market expansion to an
diperlukan dalam perdagangan internasional, international level.
dan pertimbangan terhadap kebutuhan negara
berkembang untuk ekspansi pasar ke tingkat
internasional.
Kebijakan proteksionis yang dilakukan oleh Presiden Protectionist policies by US President Donald Trump
AS Donald Trump sejatinya belum memperlihatkan have not shown any great impact. President Trump’s
dampak yang besar. Kebijakan Presiden Trump yang new visible policy is a corporate income tax cut from
baru terlihat adalah pemotongan pajak penghasilan 35% to 21%, endorsed in December 2017, which is
perusahaan yang semula sebesar 35% menjadi 21% expected to allow US entrepreneurs to expand in
yang disahkan pada bulan Desember 2017 yang their own countries. In macro terms, the US economic
nantinya diharapkan agar pengusaha Amerika condition tended to improve over the previous year,
Serikat melakukan ekspansi di negeri sendiri. where the unemployment rate fell from 4.9% in 2016
Secara makro, kondisi perekonomian AS cenderung to 4.1% in 2017. The declining unemployment rate
membaik dari tahun sebelumnya, sehingga tingkat boosted public purchasing power and also impacted
penganguran turun dari 4,9% di tahun 2016 rising inflation to 2, 1% in 2017 where in 2016 it
menjadi 4,1% di tahun 2017. Menurunnya tingkat was recorded at 1.3%.
penganguran mendorong daya beli masyarakat dan
berdampak pula terhadap inflasi yang naik menjadi
2,1% di tahun 2017 dimana di tahun 2016 tercatat
sebesar 1,3%.
Berpindah ke kawasan Asia, Tiongkok sebagai Moving into Asia, China as economic giant in Asia
raksasa ekonomi di Asia dan bahkan dunia and even the world to get a positive result in 2017.
memperoleh hasil positif di tahun 2017. Pada In 2017, China’s economy grew 6.9% in which
tahun 2017, ekonomi tiongkok tumbuh 6,9% growth is driven by the property sector of rising
dimana pertumbuhan tersebut didorong oleh prices of land and housing that correlates with the
sektor properti yaitu naiknya harga jual tanah rise steel production sourced from the increase of
dan perumahan yang berkorelasi dengan naiknya housing construction. Although economic growth
produksi baja yang bersumber dari peningkatan is still showing a positive trend, but China is also
pembangunan perumahan. Meskipun pertumbuhan faced with a challenge that is protectionist policy
ekonomi masih menunjukkan tren yang positif, akan from America that impact on the value of China’s
tetapi tiongkok juga dihadapkan dengan tantangan merchandise exports to the US is reduced so that
yaitu kebijakan proteksionis dari Amerika yang potentially cause weakening regional and even
berdampak terhadap nilai ekspor barang dagang global economy. While Japan, macroeconomic
Tiongkok ke AS berkurang sehingga berpotensi conditions are relatively in good condition, where
menimbulkan pelemahan ekonomi regional bahkan the IMF and World Bank stated that Japan’s GDP
global. Sementara Jepang, secara makro kondisi rose from 1% in 2016 to 1.5% in 2017. The increase
perekonomiannya relatif dalam kondisi baik, was supported by an increase in people’s purchasing
dimana IMF dan World Bank menyatakan bahwa power and investment growth as the impact of the
PDB Jepang naik dari 1% di tahun 2016 menjadi 2020 olympic preparations in Japan.
1,5% di tahun 2017. Kenaikan tersebut didukung
oleh adanya peningkatan daya beli masyarakat dan
tumbuhya investasi sebagai dampak dari adanya
persiapan olimpiade tahun 2020 di Jepang.
Sementara di kawasan Eropa, perekonomian In the European region, the European Union (EU)
Uni Eropa (UE) pada 2017 tercatat tumbuh pada economy in 2017 grew at the fastest pace in a
laju tercepat pada satu dekade, berdasarkan decade, according to a note from the EU Statistical
catatan dari Kantor Statistik Uni Eropa Eurostat, Office of Eurostat, a 28-member EU economy

2017 Annual Report
227
perekonomian Uni Eropa yang beranggotakan 28 having increased 2.5% in 2017 or the strongest
negara mengalami peningkatan 2,5% di tahun 2017 performance since 2007. France’s economy also
atau kinerja terkuat sejak 2007. Ekonomi Perancis recorded an increase of 0.6% while Spain’s growth
juga tercatat meningkat sebesar 0,6% sedangkan was at a stronger 0.7% level. The strengthening
pertumbuhan Spanyol berada pada level yang of the economy in the euro zone is driven by an
lebih kuat yaitu 0,7%. Penguatan ekonomi di increase in purchasing power that correlates with
zona eropa didorong oleh adanya kenaikan daya wage levels, lower inflation, and increased corporate
beli yang berkorelasi dengan kanaikan tingkat profitability.
upah, rendahnya tingkat inflasi, dan profitabilitas
perusahaan yang meningkat.
Sumber: Source:
Laporan Kebijakan Moneter Triwulan IV 2017, Departemen Kebijakan Monetary Policy Report Quarter IV 2017, Department of Economic
Ekonomi dan Moneter Bank Indonesia, tanggal 15 Desember 2017. and Monetary Policies of Bank Indonesia, dated 15 December 2017.
KONDISI INDUSTRI CONDITION OF GLOBAL

PENERBANGAN GLOBAL AVIATION INDUSTRY
Ditengah ketidakpastian kondisi perekonomian global, Amid uncertain global economic condition, the world’s
industri penerbangan dunia mampu mencatatkan aviation industry was able to record a positive trend.
tren positif. Menurut International Air Transport According to International Air Transport Association
Association (IATA), lalu lintas penumpang pesawat (IATA), international air passenger traffic increased
udara internasional naik 7,9% di tahun 2017, kenaikan by 7.9% in 2017. The increase was encouraged by
tersebut didorong oleh kenaikan pertumbuhan significant increase of air passenger in Asia Pacific
penumpang pesawat udara yang signifikan di and Latin America.
kawasan Asia Pasifik dan Amerika Latin.
Tarif penerbangan yang semakin terjangkau akan Increasingly affordable flight rate will encourage
mendorong pertumbuhan perjalanan udara global global air travel growth in the next few years.
dalam beberapa tahun ke depan. Kendati demikian, However, the growth should be followed by
pertumbuhan tersebut harus diikuti pengembangan development of air infrastructures which are
infrastruktur udara yang saat ini dinilai belum currently inadequate. IATA also predicts that the
memadai. IATA juga memperkirakan, jumlah number of global air passengers will reach 7.8
penumpang angkutan udara global akan mencapai billion people in 2036. The figure is almost twice
7,8 miliar orang pada 2036. Angka tersebut hampir the estimation of last year which was 4 billion
dua kali lipat bila dibandingkan dengan perkiraan passengers. Asia-Pacific region will be the biggest
tahun lalu sebanyak 4 miliar penumpang. Kawasan booster of air travel demands, covering over half
Asia-Pasifik akan menjadi pendorong terbesar of new passengers in the next two decades. Asian
permintaan perjalanan udara, mencakup lebih countries are in the top four places of top 10
dari setengah penumpang baru dalam dua dekade countries, led by China in the first place.
mendatang. Negara-negara di Asia menduduki
peringkat empat teratas dalam peringkat 10 besar,
dipimpin China di urutan pertama.
IATA memprediksi beberapa negara mengalami IATA predicts that several countries have the fastest
pertumbuhan jumlah penumpang udara tercepat growth of air passengers, led by China. The country
dipimpin oleh China. Negeri Panda itu bakal will replace United States of America (USA) as
menggantikan Amerika Serikat (AS) sebagai the biggest aviation market in the world in 2036.
pasar penerbangan terbesar di dunia pada Meanwhile, India and Indonesia are in the third and
2036. Sementara India dan Indonesia berada di fourth places. In 2016, China’s air passenger traffic
urutan ketiga dan keempat. Pada 2016 lalu, trafik was 500 million, and in 2036 it’s predicted to be 1,5
penumpang udara China mencapai 500 juta, dan billion passengers, so the number of passengers will
pada 2036 di perkirakan sebanyak 1,5 miliar increase by over 900 million passengers in the next
penumpang, sehingga akan terjadi penambahan two decades.
lebih dari 900 juta penumpang dalam dua dekade
ke depan.

Trafik Penumpang Udara (Dalam Juta PAX)

Air Passenger Traffic (In Million PAX)
1500
1100
921
355 478 401

119 196 235 337
Turki Indonesia India AS Tiongkok
Penambahan Penumpang Baru 2016 Prediksi Penumpang 2036
Sumber: International Air Transport Association (IATA) Source: International Air Transport Association (IATA)
ANALISIS PEREKONOMIAN ANALYSIS OF NATIONAL

NASIONAL ECONOMY
Tingkat pertumbuhan ekonomi nasional mengalami The national economic growth rate has increased
peningkatatan dari 5,03% pada tahun 2016 from 5.03% in 2016 to 5.07% in 2017 (Central Bureau
menjadi 5,07% pada tahun 2017 (Badan Pusat of Statistics), with inflation realization in the amount
Statistik), dengan realisasi inflasi sebesar 3,61% of 3.61% (Bank Indonesia). The economic growth was
(Bank Indonesia). Pertumbuhan ekonomi tersebut supported by increased commodity export along
didukung terutama oleh peningkatan ekspor with global economic recovery and high commodity
komoditas sejalan dengan pemulihan ekonomi prices. Export performance then impacted increased
global dan tingginya harga komoditas. Kinerja investment, especially corporations of commodity-
ekspor kemudian berdampak pada peningkatan based sectors. Stable national economic is a very
investasi khususnya oleh korporasi sektor berbasis great opportunity to support aviation industry.
komoditas. Stabilnya perekonomian Nasional, It’s also encouraged by Indonesia’s geographic
merupakan peluang yang sangat besar untuk characteristics as an island country which is very
menunjang industri penerbangan. Hal tersebut juga promising for the aviation idnsutry.
ditambah dengan karakteristik geografis Indonesia
yang merupakan Negara kepulauan merupakan
pasar yang sangat menggiurkan untuk menunjang
industri penerbangan.
Selain itu, fundamental ekonomi makro Indonesia Moreover, Indonesia’s macroeconomic foundations
baik dan telah meningkat, karena Pemerintah terus were good and had improved because the
menerapkan reformasi struktural yang penting. Government continued to implement important
Pertumbuhan perekonomian global membaik, structural reforms. Global economic growth
perdagangan internasional meningkat, dan kondisi improved, international trade increased, and
moneter di negara-negara maju tetap stabil selama monetary condition in developed countries remained
triwulan terakhir. Harga komoditas, walaupun stable in the last quarter. Although commodity prices
menurun selama Triwulan ke-2, tetap lebih tinggi decreased in the second quarter, they were still
dibandingkan dengan tahun 2016. Yang lebih higher than in 2016. More importantly, Indonesia’s
penting lagi, fundamental ekonomi makro Indonesia macroeconomic foundations were good and had
baik dan telah meningkat, karena Pemerintah terus improved because the Government continued to
menerapkan reformasi struktural yang penting. implement important structural reforms. The recent
Peningkatan peringkat baru-baru ini oleh Standard raise of rank by Standard & Poor’s on sovereign credit
& Poor’s mengenai sovereign credit rating dan rating and Indonesia’s raising rank in Doing Business
meningkatnya peringkat Indonesia dalam Doing of the World Bank reflect improving foundations.
Business Bank Dunia mencerminkan fundamental
yang terus meningkat.

2017 Annual Report
229
Pertumbuhan investasi naik ke tingkat tertinggi Investment growth increased to its highest level
sejak Triwulan ke-4 tahun 2015, didorong oleh since the fourth Quarter of 2015, encouraged by
investasi di sektor Bangunan Gedung dan Struktur. investments in Building and Structure Building
Pertumbuhan yang tinggi dalam investasi konstruksi sector. High growth in construction investment
sebagian mencerminkan adanya peningkatan partially reflected increased public infrastructure
investasi infrastruktur publik pada paruh pertama investment in the first half of the year due to
tahun ini, akibat meningkatnya komposisi increased composition of expenditure – an important
pengeluaran – satu contoh penting dari reformasi example of structural reform in the past. The lower
struktural yang dilakukan di masa lalu. Tingkat suku interest rate on loan, in line with policy to reduce
bunga pinjaman yang lebih rendah, sejalan dengan interest rate by 150 basis points in 2016, and high
penurunan tingkat suku bunga kebijakan sebesar direct foreing investment also contribute to higher
150 basis poin pada tahun 2016, dan investasi investment growth.
langsung asing yang tinggi juga berkontribusi
terhadap pertumbuhan investasi yang lebih tinggi.
Pertumbuhan konsumsi swasta secara tidak terduga Private consumption growth unexpectedly remained
tetap sama di Triwulan ke-2. Momentum yang stabil the same in the second Quarter. Stable momentum
dalam konsumsi swasta, yang mencakup lebih in private economy, which covers over half of
dari separuh PDB Indonesia, berlawanan dengan Indonesia’s GDP, opposed some beneficial supporting
beberapa faktor pendorong yang menguntungkan: factors: high employment growth (four million new
pertumbuhan lapangan kerja yang tinggi (empat juta jobs were created in the year until February), salary
pekerjaan yang tercipta pada tahun tersebut hingga increase by two digits, high consumer confidence,
bulan Februari), kenaikan gaji sebanyak dua digit, reduced food price inflation, stable Rupiah value,
kepercayaan konsumen yang tinggi, menurunnya and shift of Idul Fitri period to the second Quarter
inflasi harga pangan, nilai Rupiah yang stabil, dan this year, which usually cause spike in consumption.
beralihnya periode Idul Fitri ke Triwulan ke-2 tahun Meanwhile, Government consumption contracted
ini, yang biasanya menyebabkan adanya lonjakan from the previous year, partly reflecting base effect
konsumsi. Sementara itu, konsumsi Pemerintah of large increase of goods expenditure in the second
mengalami kontraksi dari tahun sebelumnya, Quarter of the previous year combined with less
sebagian mencerminkan dampak dasar (base effect) work days in the second Quarter of this year.
dari peningkatan belanja barang yang besar di
Triwulan ke-2 tahun lalu, ditambah dengan adanya
hari kerja yang lebih sedikit di Triwulan ke-2 tahun
ini.
Setelah mengalami lonjakan pada Triwulan ke-1, After a spike in the first Quarter, export and import
pertumbuhan ekspor dan impor secara signifikan growths significantly slowed down, partially
melambat, sebagian mencerminkan penurunan reflecting reduced commodity prices in the second
harga komoditas pada Triwulan ke-2 dan hari kerja Quarter and less work days due to Idul Fitri holiday.
yang lebih sedikit karena libur Lebaran. Defisit Current account deficit doubled to 2.0% of GDP in the
neraca berjalan meningkat dua kali lipat menjadi second Quarter. Seasonal increase in primary income
2,0% dari PDB di Triwulan ke-2. Peningkatan deficit and widening service trade deficit were
musiman pada defisit penerimaan primer dan caused by rising transportation and travel service
pelebaran defisit perdagangan jasa disebabkan oleh import in Idul Fitri period. They also contributed to
impor jasa transportasi dan perjalanan melonjak bigger current account deficit.
selama masa Lebaran. Hal ini juga berkontribusi
terhadap defisit neraca berjalan yang lebih besar.
Kebijakan fiskal dan moneter saat ini merespon Fiscal and monetary policies currently respond to
momentum pertumbuhan dengan kebijakan yang growth momentum with policies which stimulate
menstimulasi perekonomi namun tetap berhati-hati economy but are still prudent. 2017 Budget Revision
(prudent). Revisi Anggaran 2017 yang baru-baru ini which was recently approved by the House of
disetujui oleh DPR menetapkan defisit fiskal yang Representative establishes higher fiscal deficit of

lebih tinggi sebesar 2,9% dari PDB, naik dari 2,4% 2.9% of GDP, 2.4% higher than the 2017 State Budget,
dalam APBN tahun 2017, terutama karena kenaikan especially due to increased expenses, including
pengeluaran, termasuk subsidi karena adanya subsidies due to delay in removing electricity
penundaan penghapusan subsidi listrik. Penerimaan subsidy. The revised income also decreases. Deficit
juga direvisi menurun. Defisit akan tetap berada will remain within legal limit of 3.0% and improved
di dalam batas legal sebesar 3,0% serta perbaikan income collection which is expected to prevent
pemungutan penerimaan yang diharapkan akan budget cut near the end of the budget year reflect
mencegah pemotongan anggaran menjelang akhir continuing good fiscal management. Recently, Bank
tahun anggaran, mencerminkan pengelolaan fiskal Indonesia started new monetary easing cycle by
yang baik yang terus berlanjut. Belum lama ini Bank cutting interest rate by 25 basis points on August
Indonesia memulai siklus pelonggaran moneter and September to encourage GDP growth. It’s based
yang baru, dengan memangkas suku bunga sebesar on the fact that the current inflation is lower than
25 basis poin di bulan Agustus dan September untuk prediction and credit growth is slow.
mendukung pertumbuhan PDB. Hal ini didasarkan
pada fakta bahwa inflasi saat ini lebih rendah dari
perkiraan dan pertumbuhan kredit masih lamban.
Sumber: Source:
Laporan Kebijakan Moneter Triwulan IV 2017, Departemen Monetary Policy Report Quarter IV 2017, Department of Economic
Kebijakan Ekonomi dan Moneter Bank Indonesia (BI), tanggal 15 and Monetary Policies of Bank Indonesia, dated 15 December
Desember 2017, dan Berita Resmi Statistik Badan Pusat Statistik, 2017, and Official Statistical News of Central Bureau of Statistics,
5 Februari 2018. 5 February 2018.
KONDISI INDUSTRI PENERBANGAN CONDITION OF INDONESIA’S AVIATION

INDONESIA INDUSTRY
Industri penerbangan Indonesia telah mencatatkan Indonesia’s aviation industry had recorded strong
pertumbuhan yang kuat ditandai dengan growth signified by increased number of passengers,
meningkatnya jumlah penumpang, perluasan fleet expansion, and increased flights every
armada, dan peningkatan penerbangan dari tahun ke year. Aviation sector in Indonesia offered great
tahun. Sektor penerbangan Indonesia menawarkan investment opportunity, considering the unique
peluang investasi yang besar mengingat kondisi geographical condition of the country and combined
geografisnya yang unik ditambah dengan with increased number of middle class society and
meningkatnya jumlah masyarakat kelas menengah strengthening domestic and international tourism
dan penguatan industri pariwisata domestik industries. However, the great opportunity was
maupun internasional. Namun peluang besar hindered by uneven and insufficient supporting
tersebut masih terkendala adanya infrastruktur infrastructures of aviation industry.
penunjang industri penerbangan yang masih belum
merata dan memadai.
Sejak pemerintah Indonesia melakukan deregulasi Since the Indonesian government performed
industri penerbangan pada tahun 2000, sektor deregulation of the aviation industry in 2000,
penerbangan Indonesia tumbuh dengan pesat Indonesia’s aviation sector has grown rapidly in
dalam hal penumpang, maskapai penerbangan, terms of passengers, airline, fleet, flight, and airport.
armada, penerbangan, dan bandara. Sebagai For example, total airline passengers have increased
contoh, jumlah penumpang pesawat terbang telah from 9 million in 1990 to around 90 million in 2016.
meningkat dari 9 juta di tahun 1990 menjadi sekitar The same applies to national airline fleets which
90 juta pada tahun 2016. Hal yang sama berlaku increased by over ten times from 102 aircrafts in
untuk armada maskapai penerbangan negara 1990 to 1,030 in 2017. It shows the great market
yang jumlahnya melonjak lebih dari sepuluh kali potential for the aviation industry in Indonesia.
lipat dari 102 pesawat pada tahun 1990 menjadi IATA’s review shows that Indonesia has a chance to
1.030 pada tahun 2017. Hal tersebut menunjukkan be the fourth biggest country in the world in terms
bahwa betapa besarnya potensi pasar untuk of air passenger traffic in 2036 with 355 million
industri penerbangan di Indonesia. Kajian dari IATA passengers.
menunjukkan bahwa Indonesia berpeluang menjadi
Negara terbesar keempat di dunia dengan trafik
penumpang pesawat udara di tahun 2036 dengan
jumlah mancapai 355 juta penumpang.

2017 Annual Report
231
Indonesia saat ini memiliki 61 maskapai penerbangan Indonesia currently has 61 scheduled commercial
komersial terjadwal, sehingga menempatkannya arlines, making it the country with the second fastest
di peringkat kedua negara yang memiliki industri growth of aviation industry in the world after China
penerbangan dengan pertumbuhan tercepat di in airline order and busienss value. National air
dunia setelah China dalam hal pesanan pesawat passenger volume has increased by two digits in the
terbang dan nilai bisnis. Volume penumpang pesawat past five years. In 2013, air passenger growth was
udara dalam negeri telah mencatat pertumbuhan 22.3%. The following year, the figure was 16.7%. In
dua digit dalam lima tahun terakhir. Pada 2013, 2015, Indonesian air passengers increased by 13.1%.
pertumbuhan penumpang udara mencapai 22,3%. Meanwhile, international air passenger volume
Setahun kemudian, angka tersebut tumbuh sebesar increased by around 8% in 2015 because more local
16,7%. Pada 2015, penumpang udara Indonesia and foreign operators offered international flights.
mencatat kenaikan 13,1%. Sementara itu, volume In air transportation business, the implementation
penumpang udara internasional tumbuh sekitar of ASEAN Open Sky policy in the beginning of
8% pada tahun 2015 karena lebih banyak operator 2016 has benefited Indonesia because it enables
lokal dan asing menawarkan penerbangan Indonesian air cargo companies to directly transport
internasional. Dalam bisnis pengangkutan udara, their cargoes to destination countries. Previously,
implementasi kebijakan ASEAN Open Sky pada awal all loads transported in and out of Indonesia must
2016 telah menguntungkan Indonesia karena telah transit in one of the airports in Singapore, Thailand,
memungkinkan perusahaan kargo udara Indonesia or Vietnam which dominated air transportation
untuk secara langsung mengangkut kargo mereka business in ASEAN.
ke negara tujuan sebelumnya, semua muatan
yang dibawa masuk dan keluar dari Indonesia
harus transit di salah satu bandara di Singapura,
Thailand, atau Vietnam yang mendominasi bisnis
pengangkutan udara di ASEAN.
Sumber : Source :
1. Tinjauan Kebijakan Moneter (Ekonomi, Moneter, dan Keuangan), 1. Monetary Policy Review (Economy, Monetary, and Finance),
Bank Indonesia (BI) Desember 2017 Bank Indonesia (BI) December 2017
2. Indonesia Economic Quarterly October 2017, World Bank 2. Indonesia Economic Quarterly October 2017, World Bank.
3. Indonesia’s Aviation Industry Flying High, Global Business Guide 3. Indonesia’s Aviation Industry Flying High, Global Business Guide
Indonesia. Indonesia.
PERKEMBANGAN INDUSTRI THE DEVELOPMENT OF AIRPORT

KEBANDARUDARAAN DI INDUSTRY IN PT ANGKASA PURA I
WILAYAH PT ANGKASA PURA I (PERSERO) AREA
(PERSERO)
Sejalan dengan perkembangan industri Along with the development of national aviation
penerbangan nasional, pertumbuhan industri industry, the industrial growth of PT Angkasa Pura
PT Angkasa Pura I (Persero) sebagai penyedia, I (Persero) as the provider, manager, and keeper of
pengelola, dan pengusaha jasa kebandarudaraan airport serves in the central and eastern regions of
di kawasan tengah dan timur Indonesia juga Indonesia also increased. Overall, air transportation
mengalami peningkatan. Secara keseluruhan, traffic in terms of total aircrafts, passengers , and
pergerakan lalu lintas angkutan udara untuk cargo increased from 2016.
jumlah pesawat, penumpang, dan kargo mengalami
peningkatan dibandingkan tahun 2016.
Uraian Unit Pertumbuhan

2017 2016
Description Unit Growth
Pesawat / Aircraft MV 791,387 764,531 3.51%
Penumpang / Passenger Pax 89,752,328 84,755,960 5.90%
Kargo / Cargo Kg 403,775,511 362,457,236 11.40%

PERGERAKAN PESAWAT AIRCRAFT MOVEMENT

Jumlah Pergerakan pesawat domestik tahun 2017 Total realized domestic aircraft movements in 2017
terealisasi sebanyak 647.293 pesawat atau terjadi was 647,293 aircrafts or increased by 3.6% from
kenaikan 3,6% dari tahun sebelumnya sebanyak the previous year which was 624,811 aircrafts.
624.811 pesawat. Jumlah pergerakan pesawat Total realized international aircraft movements was
internasional terealisasi sebesar 89.120 pesawat 89,120 aircrafts or increased by 10.88% from the
atau terjadi kenaikan 10,88% dari tahun sebelumnya previous year which was 80,373 aircrafts. Total
sebesar 80.373 pesawat. Pergerakan pesawat realized local/military aircraft movements was
lokal/militer terealisasi sebanyak 54.974 pesawat 54,974 aircrafts or reduced by 7.37% from the
atau terjadi penurunan sebanyak 7,37% dari tahun previous year which was 59,347 aircrafts.
sebelumnya sebesar 59.347 pesawat.
Pergerakan pesawat domestik rata-rata tiap The average monthly domestic aircraft movement
bulannya adalah 53.941 movements atau rata- was 53,941 movements or on average 1,798
rata 1.798 movements/hari, pergerakan pesawat movements/day, the average monthly international
internasional rata-rata tiap bulannya adalah aircraft movement was 7,427 movements or 248
7.427 movements atau 248 movements/hari dan movements/day and the average monthly local/
pergerakan pesawat lokal/militer rata-rata tiap military aircraft mvoement was 4,581 movements or
bulannya adalah 4.581 movements atau 153 153 movements/day, so overall aircraft movement
movements/hari, sehingga pergerakan pesawat was 2,199 movements/day.
keseluruhan adalah sebanyak 2.199 movements/
hari.
Realisasi trafik pesawat tahun 2017 dengan Air traffic realization in 2017 compared with the
pembanding tahun sebelumnya terlihat dalam tabel previous year is presented in the table below:
berikut ini:
Pesawat
Aircraft
791,387
764,531
2016 2017
PERGERAKAN PENUMPANG PASSENGER MOVEMENT

Jumlah penumpang domestik tahun 2017 Total realized domestic passengers in 2017 was
terealisasi sebesar 69.848.884 pax atau terjadi 69,848,884 pax or increased by 4.69% from
kenaikan 4,69% dari tahun sebelumnya sebesar the previous year which was 66,716,934 pax.
66.716.934 pax. Sedangkan jumlah penumpang Meanwhile, total realized international passengers
internasional terealisasi 14.497.952 pax atau terjadi was 14,497,952 pax or increased by 10,99% from
kenaikan 10,99% dari tahun sebelumnya sebanyak the previous year which was 13,062,097 pax, and
13.062.097 pax, dan jumlah penumpang transit total realized transit passengers was 5,405,492 pax
terealisasi 5.405.492 pax atau terjadi kenaikan or increased by 8.61% from the previous year which
8,61% dari tahun sebelumnya sebanyak 4.976.929 was 4,976,929 pax.
pax.
Pergerakan penumpang domestik rata-rata tiap The average monthly domestic passenger movement
bulannya adalah 5,82 juta pax atau rata-rata 194 was 5.82 million pax or on average 194 thousand
ribu pax/hari, penumpang internasional jumlah rata- pax/day, the average monthly international
rata tiap bulannya adalah sebesar 1,20 juta pax atau passenger was 1.20 million pax or on average 40

2017 Annual Report
233
rata-rata 40 ribu pax/hari dan penumpang transit thousand pax/day and the average monthly transit
jumlah rata-rata tiap bulannya adalah sebesar 450 passenger was 450 thousand pax or on average 15
ribu pax atau rata-rata 15 ribu pax/hari, sehingga thousand pax/day, so total overall air passenger was
jumlah keseluruhan untuk penumpang pesawat on average 249 thousand pax/day.
udara adalah rata-rata 249 ribu pax/hari.
Adapun realisasi trafik pergerakan penumpang The realization of passenger movement traffic as of
sampai tahun 2017 dengan pembanding tahun 2017 compared with the previous year is presented
sebelumnya terlihat pada tabel di bawah ini: in the table below:
Penumpang
Passenger
89,752,328
84,755,960
2016 2017
PERGERAKAN KARGO CARGO MOVEMENT

Pergerakan kargo domestik tahun 2017 terealisasi Realized domestic cargo movement in 2017 was
sebanyak 334.125.500 kg atau terjadi kenaikan 334,125,500 kg or increased by 8.07% from
8,07% dari realisasi tahun sebelumnya sebesar the realization of the previous year which was
309.175.330 kg, sedangkan jumlah kargo 309.175.330 kg, while total realized international
internasional terealisasi 69.650.011 kg, atau terjadi cargos was 69,650,011 kg or increased by 30.72%
kenaikan 30,72% dari realisasi tahun sebelumnya from the realization of the previous year which was
53.281.906 Kg. 53,281,906 Kg.
Pergerakan kargo domestik rata-rata tiap The average monthly domestic cargo movement
bulannya adalah 27,84 juta kg atau 928 ribu kg/ was 27.84 million kg or 928 thousand kg/day, the
hari, pergerakan kargo internasional rata-rata tiap average monthly international cargo movement was
bulannya adalah 5,8 juta Kg atau 193 ribu Kg/hari, 5.8 million Kg or 193 thousand Kg/day, so the total
sehingga jumlah keseluruhan 1,12 juta Kg/hari. was 1.12 million Kg/day.
Adapun realisasi trafik pergerakan kargo The realization of cargo movement traffic as of 2017
sampai tahun 2017 dengan pembanding tahun compared with the previous year is presented in the
sebelumnya terlihat pada tabel di bawah ini: table below:
Kargo
Cargo
403,775,511
362,457,236
2016 2017

TINJAUAN OPERASIONAL
Operational Review
PT Angkasa Pura I (Persero) merupakan Perseroan PT Angkasa Pura I (Persero) is a Company engaged
yang bergerak dalam bidang pelayanan jasa in the field of airport service. Services provided by
kebandaraan. Bidang jasa yang disediakan oleh PT PT Angkasa Pura I (Persero) include aeronautical
Angkasa Pura I (Persero) meliputi jasa aeronautika (Airport), non-aeronautical (Non-Airport) and
(Kebandaraan), non aeronautika (Non Bandara) dan airport-related services. Since 2013, the aeronautical
pelayanan jasa terkait bandara. Sejak tahun 2013, services provided by the company are only non-Air
jasa aeronautika yang disediakan oleh Perseroan Traffic Services (ATS). Therefore, since 2013, the
hanya di bidang non Air Traffic Services (ATS). Oleh Company is committed to develop its business in
karena itu, sejak tahun 2013, Perseroan sangat non-aeronautical services with airport city concept
berkomitmen untuk mengembangkan usaha di which is change in business orientation and process
bidang jasa non aeronautika dengan konsep airport with emphasis on non-aeronautical sector and
city yaitu perubahan orientasi dan proses bisnis customer satisfaction.
dengan titik berat sektor non aeronautika dan
kepuasan pelanggan.
Perseroan berkantor pusat di Jakarta dan sampai The Company is headquartered in Jakarta and as of
dengan 31 Desember 2017, bandara yang dikelola 31 December 2017, there were 13 (thirteen) airports
oleh PT Angkasa Pura I (Persero) sebanyak 13 (tiga managed by PT Angkasa Pura I (Persero) consistent
belas) sesuai Keputusan Menteri Perhubungan with the Decision of the Minister of Transportation
Nomor: KP 907 tahun 2014 tentang PT Angkasa Number: KP 907 of 2014 on PT Angkasa Pura I
Pura I (Persero) sebagai Badan Usaha Bandar (Persero) as a Airport Business Entity. The Company
Udara. Perseroan telah mendirikan 5 (lima) Entitas has established 5 (five) Subsidiaries with activities
Anak dengan kegiatan di kota-kota besar wilayah in major cities in central and eastern regions of
tengah dan timur Indonesia, yaitu: Indonesia, which are:
1. Bandara Internasional I Gusti Ngurah Rai (DPS) – 1. I Gusti Ngurah Rai (DPS) International Airport –
Bali Bali
2. Bandara Internasional Juanda Surabaya (SUB) – 2. Juanda Surabaya (SUB) International Airport –
Surabaya Surabaya
3. Bandara Internasional Sultan Hasanuddin (UPG) 3. Sultan Hasanuddin (UPG) International Airport –
– Makassar Makassar
4. Bandara Internasional Sultan Aji Muhammad 4. Sultan Aji Muhammad Sulaiman Sepinggan (BPN)
Sulaiman Sepinggan (BPN) – Balikpapan International Airport – Balikpapan
5. Bandara Internasional Frans Kaisiepo (BIK) – 5. Frans Kaisiepo (BIK) International Airport – Biak
Biak
6. Bandara Internasional Sam Ratulangi – Manado 6. Sam Ratulangi International Airport – Manado
7. Bandara Internasional Adisutjipto (JOG) – 7. Adisutjipto (JOG) International Airport –
Yogyakarta Yogyakarta
8. Bandara Internasional Adi Soemarmo (SOC) – 8. Adi Soemarmo (SOC) International Airport –
Surakarta Surakarta
9. Bandara Syamsudin Noor (BDJ) – Banjarmasin 9. Syamsudin Noor (BDJ) Airport – Banjarmasin
10. Bandara Internasional Pattimura (AMQ) – 10. Pattimura (AMQ) International Airport – Ambon
Ambon
11. Bandara Internasional Ahmad Yani (SRG) – 11. Ahmad Yani (SRG) International Airport –
Semarang Semarang
12. Bandara Internasional Lombok (LOP) – Praya 12. Lombok (LOP) International Airport – Praya
13. Bandara Internasional El Tari (KOE) - Kupang 13. El Tari (KOE) International Airport - Kupang

2017 Annual Report
235
14. Strategic Business Unit Komersial – Bali 14. Strategic Business Unit Komersial – Bali
15. PT Angkasa Pura Logistic 15. PT Angkasa Pura Logistic
16. PT Angkasa Pura Property 16. PT Angkasa Pura Property
17. PT Angkasa Pura Support 17. PT Angkasa Pura Support
18. PT Angkasa Pura Hotel 18. PT Angkasa Pura Hotel
19. PT Angkasa Pura Retail 19. PT Angkasa Pura Retail
Secara konsolidasi, segmen operasi PT Angkasa By consolidation, the operating segment of PT

Pura I (Persero) mencakup segmen kebandaraan Angkasa Pura I (Persero) covers airport and non-
dan non bandara. Segmen operasi adalah segmen airport segments. Operating segment is business
usaha yang dilaporkan kepada pengambil keputusan segment reported to decision makers. Operation is
operasional difokuskan pada aktivitas bisnis focused on business activities of the company which
perusahaan yang diklasifikasikan berdasarkan are classified by category of company business type
kategori jenis usaha perusahaan yang dibedakan which consists of within primary business group and
dalam kelompok usaha utama dan di luar kelompok outside of primary business group. The description
usaha utama. Penjelasan segmen operasi PT of operation segment of PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) ialah sebagai berikut: is below:
1. Segmen Kebandaraan (Aeronautika). Penjelasan 1. Airpot Segment (Aeronautics). Explanation on
tentang produksi/kinerja operasional production/operational performance of Aiport
segmen operasi Kebandaraan disajikan operation segment is presented in Management
dalam Bagian Produksi/Kinerja Operasional Analysis and Discussion section in this Annual
Segmen Aeronautika pada bagian Analisis Report.
dan Pembahasan Manajemen dalam Laporan
Tahunan ini.
2. Segmen Non Bandara (Non Aeronautika). 2. Non-airport Segment (Non-Aeronautics).
Penjelasan tentang produksi/kinerja operasional Explanation on production/operational
segmen operasi Non Bandara disajikan dalam performance of non-airport operation segment
Bagian Produksi/Kinerja Operasional Segmen is presented in management Analysis and
Non Aeronautika pada bagian Analisis dan Discussion section in this Annual Report.
Pembahasan Manajemen dalam Laporan
Tahunan ini.
SASARAN STRATEGIS DAN STRATEGIC TARGET AND

STRATEGI PERUSAHAAN COMPANY STRATEGY
Sasaran Strategi PT Angkasa Pura I (Persero) yang The Strategic Targets of PT Angkasa Pura I (Persero)
akan dicapai dalam periode tahun 2014-2018 ialah to be achieved in 2014-2018 period are as follows.
sebagai berikut.
1. Mencapai nilai CSI 4,60 (Standar ACI) pada tahun 1. Achieving CSI score of 4.60 (ACI Standard) in
2018. 2018.
2. Mencapai total pendapatan operasional Rp8,8 2. Reaching total operational income of Rp8.8
triliun pada tahun 2018. trillion in 2018.
3. Mencapai proporsi pendapatan non aero 3. Reaching proportion of non-aero revenue to
terhadap pendapatan operasional sebesar 57% operational revenue of 57% in 2018.
pada tahun 2018.
4. Mengembangkan dan mengimplementasikan 4. Developing and implementing world class
sistem manajemen kelas dunia (terutama management system (especially Human
pengelolaan SDM, ICT, operation excellence, dan Resources, ICT, operation excellence, and service
service excellence) secara holistik sebelum akhir excellence managements) holistically before the

tahun 2018. end of 2018.

5. Menerapkan konsep Green Corporation dan 5. Applying Green Corporation concept and CSR
Program CSR secara efektif. Program effectively.
6. Menjadi perusahaan yang siap untuk 6. Being a company ready for privatization before
diprivatisasi sebelum akhir tahun 2018. the end of 2018.
Untuk mencapai sasaran strategis yang telah To achieve the established strategic targets, PT
ditetapkan tersebut, PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) implements company
menetapkan strategi perusahaan melalui strategy by improving services for stakeholders.
peningkatan layanan kepada stakeholder. Adapun The Company’s service improvement for the
Strategi Peningkatan layanan Perusahaan kepada stakeholders is implemented by:
stakeholder dilakukan dengan cara:
1. Menyempurnakan (excelling) penerapan 1. Excelling the implementation of world-class
service excellence, operations excellence, system service excellence, operations excellence,
management, dan ICT kelas dunia. system management and ICT.
2. Mengoptimalkan efektivitas dan efisiensi biaya. 2. Optimizing cost effectiveness and efficiency.
3. Mengoptimalkan seluruh potensi sinergi secara 3. Optimizing al synergic potentials internally and
internal dan eksternal. externally.
4. Mempercepat dan memperbesar penciptaan 4. Accelerating and enlarging value creation from
nilai dari kemitraan strategis. strategic partnerships.
Berdasarkan Rencana Jangka Panjang Perusahaan Based on the 2014-2018 Long Term Corporate Plan
(RJPP) PT Angkasa Pura I (Persero) tahun 2014- (RJPP) of PT Angkasa Pura I (Persero), it’s established
2018, ditetapkan Sasaran Strategi PT Angkasa that one of the Strategic Targets of PT Angkasa Pura I
Pura I (Persero) salah satunya adalah mencapai (Persero) is reaching proportion of non-aeronautical
proporsi pendapatan non aeronautika terhadap revenue to total operational revenue of 58% in
total pendapatan operasional mencapai 58% pada 2018. Based on the 2017 Financial Statement of
tahun 2018. Berdasarkan Laporan Keuangan Angkasa Pura I (Audited), Aeronautical Service
Angkasa Pura I tahun 2017 (audited), produk Jasa products in 2017 (audited) contributed 59.57%
Aeronautika pada tahun 2017 (audited) memberikan revenue and non-aeronautical services contributed
kontribusi pendapatan sebesar 59,57% dan jasa non 40.43%. It showed sustainable development in 13
aeronautika sebesar 40,43%. Hal ini menunjukkan (thirteen) airports and subsidiary management
perkembangan berkelanjutan di 13 (tiga belas) which contributed non-aeronautical revenue in
bandara dan pengelolaan anak perusahaan yang the amount of Rp. 2.9 trillion in 2017 or increased
telah memberikan kontribusi pendapatan non by 15.15% from 2016 and 30.19% in 2010 which
aeronautika sebesar Rp2,9 triliun pada tahun 2017 was the period where company transformation
atau meningkat 15,15% dibandingkan tahun 2016 began. However, PT Angkasa Pura I (Persero) in the
dan meningkat sebesar 30,19% dari tahun 2010 next 2 (two) years must keep enhancing its non-
dimana pada periode tersebut baru dimulainya aeronautical production performance by developing
program transformasi perusahaan. Namun demikian capacity and improving level of service so that 58%
PT Angkasa Pura I (Persero) dalam 2 (dua) tahun ke non-aeronautical revenue in 2018 can be achieved.
depan harus terus meningkatkan kinerja produksi Each product has strategic value for the company
non aeronautikanya melalui pengembangan to produce revenue and provide services for service
kapasitas dan perbaikan tingkat pelayanan sehingga users and stakeholders.
persentase pendapatan non aeronautika tahun
2018 sebesar 58% dapat tercapai. Masing-masing
produk memiliki nilai strategis bagi perseroan
untuk menghasilkan pendapatan dan memberikan
pelayanan kepada pengguna jasa dan stakeholder.

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237
FASILITAS ALAT PRODUKSI PRODUCTION TOOL FACILITY
Dalam melakukan produksi pelayanan jasa, PT In producing services, PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) memiliki fasilitas alat has production tool facilities which include runways,
produksi yang meliputi landasan pacu, apron, aprons, aviobridges, passenger terminals, cargo
aviobridge, terminal penumpang, gudang kargo, dan warehouses, and parking lots in all airports managed
tempat parkir kendaraan di seluruh bandara yang by the Company. Some of the production facilities
dikelola Perseroan. Beberapa fasilitas produksi are described below.
tersebut dijabarkan sebagai berikut.
Tabel Data Alat Produksi Utama Tahun 2017

Table of Data of Main Production Tool in 2017
Terminal
Terminal
Runway Apron Aviobridge Internasional Domestik VIP Kargo
Runway Apron Aviobridge International Domestic VIP Cargo
Bandara
Airport Luas(M2) dan Luas(M2) dan Luas(M2) dan
Parking Kapasitas Kapasitas Kapasitas
MxM stand (M2) (unit) (pax/tahun) (pax/tahun) (pax/tahun) (Kg)
MxM Parking (unit) Area(M ) and Area(M2) and
2
Area(M2) and (Kg)
stand (M2) Capacity Capacity Capacity
(pax/year) (pax/year) (pax/year)
Luas: Luas: Luas:
121.785 67.883 4.404
Bandara I
Kapasitas: Kapasitas Kapasitas:
Gusti Ngurah
14.327.647 9.697.571 518.118 pax/
Rai Bali (DPS)
51 PS + 5 pax/tahun pax/tahun tahun
3,000 x 45 PS (heli) 30
I Gusti 56,753,681
(324,101) Area: Area: Area:
Ngurah Rai
121,785 67,883 4,404
Airport of
Bali (DPS)
Capacity: Capacity Capacity:
14,327,647 9,697,571 518,118 pax/
pax/year pax/year year
Luas:
Luas: 78.689
20.415 (T2) (T1A,T1B,T2)
Bandara
Juanda Kapasitas: Kapasitas:
Surabaya 3.000.000 9.500.000
(SUB) pax/tahun pax/tahun
14 PS
3,000 x 45 25 -
(89,140) 94,208,504
Juanda Area: Area:
Airport of 20,415 (T2) 78,689
Surabaya (T1A,T1B,T2)
(SUB) Capacity:
3,000,000 Capacity:
pax/year 9,500,000
pax/year
Luas: Luas:
Bandara 3.815,32 47.189,59 Luas:
Sultan 3500
Hasanuddin Kapasitas: Kapasitas:
Makassar 564.620 7.000.000 Kapasitas:
(UPG) pax/tahun pax/tahun 250 pax/jam
2,500 x 45 37 PS
6
3,100 x 45 (141,387) 59,156,624
Sultan Area: Area: Area:
Hasanuddin 3,815.32 47,189,59 3500
Airport of
Makassar Capacity: Capacity: Capacity:
(UPG) 564,620 7,000,000 250 pax/jam
pax/year pax/year

Terminal
Terminal
Bandara
MxM Parking (unit) Area(M2) and Area(M2) and Area(M2) and (Kg)
Luas: Luas:
Bandara 8.250 101.750
SAMS
Sepinggan Kapasitas: Kapasitas:
Balikpapan 99.023 7.628.594
(BPN) pax/tahun pax/tahun
56 PS
2,500 x 45 11 -
(140,972) 43,201,416
SAMS Area: Area:
Sepinggan 8.250 101.750
Airport of
Balikpapan Capacity: Capacity:
(BPN) 99.023 7.628.594
pax/year pax/year
Luas: Luas: Luas:
1.949,25 1.431,9 375
Bandara
Kapasitas: Kapasitas: Kapasitas:
Frans
85.000 pax/ 150.000 9500 pax/
Kaisiepo Biak
tahun pax/tahun tahun
(BIK) 11 PS
3,570 x 45 -
(35,876) 1,389,079
Area: Area: Area:
Kaisiepo
1,949.25 1,431.9 375
Airport of
Biak (BIK)
Capacity: Capacity: Capacity:
85,000 pax/ 150,000 9500 pax/
year pax/year year
Luas: Luas: Luas:
3.768,77 22.187,23 533
Bandara Sam
Ratulangi
Kapasitas: Kapasitas:
Manado
21.826 pax/ 961.407 Kapasitas:
(MDC)
tahun pax/tahun -
22 PS
2,650 x 45 4
Sam (96,504,26) 13,828,518
Area: Area: Area:
Ratulangi
3,768.77 22,187.23 533
Airport of
Manado
Capacity: Capacity:
(MDC)
21,826 pax/ 961,407 Capacity:
year pax/year -
Luas: Luas:
1.249.40 13.887,23 Luas:
Bandara 521
Adisutjipto Kapasitas: Kapasitas:
Yogyakarta 463.010 6.261.774 Kapasitas:
(JOG) pax/tahun pax/tahun -
8 PS
2,200 x 45 -
(27,090) 20,727,632
Adisutjipto Area: Area: Area:
Airport of 1,249.40 13,887.23 521
Yogyakarta
(JOG) Capacity: Capacity: Capacity:
463,010 6,261,774 -
pax/year pax/year

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239
Terminal
Terminal
Bandara
Luas: Luas:
3.517 9.438
Bandara Adi
Kapasitas: Kapasitas
Soemarmo
124.398 1.386.871
(SOC)
pax/tahun pax/tahun:
10 PS
2,600 x 45 3 -
Adi (68,071) 6,649,999
Area: Area:
Soemarmo
3,517 9,438
Airport
(SOC)
Capacity: Capacity
124,398 1,386,871
pax/year pax/year
Luas:
Bandara 6.641
Syamsudin
Noor Kapasitas:
Banjarmasin 1.300.000
(BDJ) pax/tahun
16 PS
2,500 x 45 - - - 23,116,448
(80,412)
Syamsudin Area:
Noor 6,641
Airport of
Banjarmasin Capacity:
(BDJ) 1,300,000
pax/year
Luas: Luas:
801 5.907 Luas:
Bandara 458
Ahmad Yani Kapasitas: Kapasitas:
Semarang 116.073 2.890.512 Kapasitas:
(SRG) Pax/tahun pax/tahun 40 pax/tahun
8 PS
2,680 x 45 -
(29,032) 17,014,762
Ahmad Yani Area: Area: Area:
Airport of 801 5,907 458
Semarang
(SRG) Capacity: Capacity: Capacity:
116,073 2,890,512 40 pax/year
Pax/year pax/year
Luas: Luas:
8.501 21.396
Bandara
Kapasitas: Kapasitas:
Lombok
54.138 pax/ 1.701.913
Praya (LOP)
tahun pax/tahun
10 PS
2,750 x 45 2 -
Lombok (48,195) 12,870,703
Area: Area:
Praya
8,501 21,396
Airport
(LOP)
Capacity: Capacity:
54,138 pax/ 1,701,913
year pax/year

Terminal
Terminal
Bandara
Luas: Luas:
Luas:
1.200 7.393
Bandara 670
Pattimura
Kapsaitas: Kapasitas:
Ambon Kapasitas:
100.000 700.000
(AMQ) -
10 PS pax/tahun pax/tahun
2,500 x 45 2
(37,370) 5,915,857
Pattimura Area:
Area: Area:
Airport 670
1,200 7,393
of Ambon
(AMQ) Capacity:
Capacity: Capacity:
-
100,000 700,000
pax/year pax/year
Luas:
7.420
Luas:
Bandara El 670
Kapsaitas:
Tari Kupang
1.310.734
(KOE) Kapasitas: -
pax/tahun
12 PS
2,500 x 45 -
El Tari (42,525) Area: 7,572,238
Area:
Airport of 670
7,420
Kupang
(KOE) Capacity:
Capacity:
-
1,310,734
pax/year
STRATEGI PERUSAHAAN COMPANY STRATEGY
WINNING STRATEGIES DAN KEY WINNING STRATEGIES AND KEY

ENABLERS ENABLERS
Perseroan telah menetapkan 4 (empat) Winning The Company has established 4 (four) Winning
Strategies dan 5 (lima) Key Enablers untuk Strategies and 5 (five) Key Enablers to realize the
merealisasikan visi “Menjadi salah satu dari sepuluh vision “To be one of top ten airport management
perusahaan pengelola bandar udara terbaik di Asia”, corporations in Asia” below.
sebagai berikut.

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241
VISION ONE OF THE BEST 10 (TOP TEN)

AIRPORT MANAGEMENT CORPORATION IN ASIA
SOCIALECONOMICALLY
GREEN CORPORATION
SERVICE EXCELLENCE
AND COMPLIANCE
ENHANCEMENT
COST AND RISK

MANAGEMENT
RESPONSIBLE
REVENUE
WINNING STATEGIES
HIGH PERFORMING CULTURE

KEY ENABLERS EFFECTIVE LEADERSHIP
CUSTOMER CENTRIC ORGANIZATION
WORLD CLASS ICT & MANAGEMENT SYSTEM
COMPETENT HUMAN CAPITAL
STRATEGIC
INITIATIVES
Service Excellence and Compliance Service Excellence and Compliance

Strategi Service Excellence and Compliance Service Excellence and Compliance strategy is a
merupakan strategi peningkatan kualitas pelayanan strategy to improve service quality and compliance
dan kepatuhan atas regulasi yang berlaku. to regulations in effect.
Fokus perseroan saat ini dan kedepannya adalah The current and future focus of the company is
menjadikan PT Angkasa Pura I (Persero) sebagai making PT Angkasa Pura I (Persero) a company which
perusahaan yang memberikan layanan secara provides services excellently to customers including
excellent kepada pelanggan, antara lain kepada to airlines, passengers, and concessionaries.
perusahaan penerbangan, penumpang, dan
konsesioner.
Inisiatif strategis yang dilakukan perusahaan The strategic initiatives performed by the company
untuk mendukung strategi Service Excellence and to support Service Excellence and Compliance
Compliance, antara lain: strategy include:
- Service Level Improvement. - Service Level Improvement.
- Effective Internal Service Level Agreement (SLA). - Effective Internal Service Level Agreement
(SLA).
- Airport Regulation Compliance. - Airport Regulation Compliance.
Mengacu kepada tolak ukur kinerja layanan yang Referring to service performance benchmark used
digunakan oleh seluruh pemain pada airport by all players in the airport industry and considering
industry dan juga memperhatikan aspirasi dari the aspirations of the company’s shareholders, the
shareholder perusahaan, maka ukuran yang akan measurement to be used to achieve the target is
digunakan untuk pencapaian sasaran adalah skor Customer Satisfaction Index (CSI) score.
Customer Satisfaction Index (CSI).
Revenue Enhancement Revenue Enhancement

Strategi Revenue Enhancement merupakan strategi Revenue Enhancement strategy is the strategy of PT
PT Angkasa Pura I (Persero) untuk meningkatkan Angkasa Pura I (Persero) to increase revenue by not
pendapatan (revenue) yang tidak hanya berfokus only focusing on quantitative amount of revenue,
pada besaran kuantitatif pendapatan saja tetapi but also on revenue composition, which is the

juga pada komposisi pendapatan, yakni besaran- amounts of revenues from reliable sources which
besaran pendapatan yang berasal dari sumber- can ensure the continuation of the strengthening of
sumber yang dapat diandalkan dan dapat menjamin the company in long term through non-aeronautical
keberlangsungan penguatan perseroan dalam revenue.
jangka panjang yaitu melalui pendapatan non-
aeronautical.
Inisiatif strategis yang dilakukan perusahaan untuk Strategic initiatives performed by the company to
mendukung strategi Revenue Enhancement, antara support Revenue Enhancement strategy include:
lain:
- Non-Aero Revenue and Profitability - Non-Aero Revenue and Profitability
Maximization. Maximization.
- Subsidiaries Profitability Maximization. - Subsidiaries Profitability Maximization.
- New Profitable Business Development. - New Profitable Business Development.
Cost and Risk Management Cost and Risk Management

Strategi Cost and Risk Management merupakan Cost and Risk Management strategy is the strategy of
strategi PT Angkasa Pura I (Persero) dalam PT Angkasa Pura I (Persero) in investing selectively
melakukan investasi secara selektif dan prudient and prudently by focusing on cost efficiency, risk
dengan berfokus pada efisiensi biaya, manajemen management and implementation by principles of
risiko dan melaksanakannya dengan prinsip-prinsip World Class Company Management and good and
Pengelolaan Perusahaan Kelas Dunia dan Tata proper Corporate Governance.
Kelola Perusahaan dengan baik dan benar.
Inisiatif strategis yang dilakukan perseroan untuk The strategic initiatives performed by the company
mendukung strategi Cost and Risk Management, to support Cost and Risk Management strategy
antara lain: include:
- Cost Effectiveness and Efficiency Improvement. - Cost Effectiveness and Efficiency Improvement.
- Robust Funding Strategy. - Robust Funding Strategy.
- Effective Enterprise Risk Management. - Effective Enterprise Risk Management.
Socioeconomically Responsible Green Corporation Socioeconomically Responsible Green Corporation

Strategi Socioeconomically Responsible Green Socioeconomically Responsible Green Corporation
Corporation merupakan strategi PT Angkasa Pura I strategy is the strategy of PT Angkasa Pura I (Persero)
(Persero) dalam memberikan manfaat yang optimal in giving optimum benefits for the community and
bagi masyarakat sekitar dan menerapkan prinsip- implementing environmentally friendly principles
prinsip ramah lingkungan (Eco-Green). (Eco-Green).
Inisiatif strategis yang dilakukan perusahaan untuk The strategic initiatives performed by the company
mendukung strategi Socioeconomically Responsible to support Socioeconomically Responsible Green
Green Corporation, antara lain: Corporation strategy include:
- “Eco-Airport” Concept Implementation. - “Eco-Airport” Concept Implementation.
- Effective Corporate Social Responsibilities (CSR) - Effective Corporate Social Responsibilities (CSR)
Program. Program.
- “Green Corporation” Concept Implementation. - “Green Corporation” Concept Implementation.

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243
ASPEK PEMASARAN MARKETING ASPECT
Uraian aspek pemasaran meliputi strategi The description of marketing aspect includes
pemasaran serta pangsa pasar atas produk dan jasa marketing strategy and marketshare of the products
PT Angkasa Pura I (Persero). Strategi pemasaran and services of PT Angkasa Pura I (Persero).
yang tepat akan mendorong peningkatan pangsa Appropriate marketing strategy will boost the
produk dan jasa PT Angkasa Pura I (Persero). shares of products and services of PT Angkasa Pura
I (Persero).
STRATEGI PEMASARAN MARKETING STRATEGY
Aktivitas pemasaran PT Angkasa Pura I (Persero) The marketing activities of PT Angkasa Pura
dikelola oleh Direktorat Pemasaran dan Pelayanan I (Persero) are managed by the Directorate of
melalui beberapa kegiatan, baik yang bersifat Marketing and Services through some national
nasional maupun internasional. Strategi pemasaran and international activities. Marketing strategies
dibedakan untuk tiap-tiap aspek yaitu product, are categorized by aspect into product, price and
price, dan promotion. Untuk meningkatkan kinerja promotion. To improve the performance of products
produk dan berbagai jenis layanan yang disediakan and various services provided by the Company
oleh Perseroan di tahun 2017 agar dapat diketahui in 2017 to be known by the public, the following
oleh masyarakat, dilakukan strategi pemasaran marketing strategies of products and services were
produk dan layanannya sebagai berikut. performed.
PRODUCT PRODUCT
PT Angkasa Pura I (Persero) merupakan Badan PT Angkasa Pura I (Persero) is an Aiport Business
Usaha Bandar Udara (BUBU) yang mengelola 13 Entity (BUBU) which manages 13 (thirteen)
(tiga belas) bandara di Indonesia bagian tengah airports in central and eastern Indonesia, which is
dan timur yang dianggap sebagai perusahaan yang experienced managing major airports in Indonesia,
sudah berpengalaman mengelola bandara-bandara each region has internationally well-known tourist
besar di Indonesia, masing-masing daerah memiliki destinations. However, in their development, some
destinasi wisata yang cukup terkenal di kancah tourist destinations in Central and Eastern Indonesia
internasional. Namun dalam perkembangannya, need improvement, especially in local tourism
beberapa destinasi wisata di Indonesia Tengah dan supporting infrastructures.
Timur masih memerlukan pengembangan, terutama
dalam hal infrastruktur penunjang pariwisata di
daerah.
(Sumber: Republik.co.id, 2017) (Source: Republik.co.id, 2017)
Visi PT Angkasa Pura I (Persero) adalah menjadi The vision of PT Angkasa Pura I (Persero) is to be
salah satu dari sepuluh perusahaan pengelola one of the best ten Airport manages in Asia. To
bandar udara terbaik di Asia. Guna mendukung visi support the vision, PT Angkasa Pura I (Persero)
tersebut, PT Angkasa Pura I (Persero) senantiasa always improves services to all airport customers.
melakukan peningkatan pelayanan kepada seluruh Indonesian and global economic recovery and
pelanggan bandara. Seiring dengan perbaikan improvement have positive impacts on the airports
dan peningkatan perekonomian baik di Indonesia managed by PT Angkasa Pura I (Persero), especially
maupun di tingkat global, hal ini memberikan in increasing passenger, aircraft and cargo traffics.
dampak positif kepada bandara-bandara yang Therefore, it’s projected that there will be increased
dikelola PT Angkasa Pura I (Persero) terutama dalam positive demands in the airports managed by PT
hal peningkatan traffic penumpang, pesawat, dan Angkasa Pura I (Persero). To match the projection
kargo. Dengan adanya hal tersebut, diproyeksikan of growth of airport, PT Angkasa Pura I (Persero)
akan terdapat pertumbuhan positif demand di is currently developing some airports, i.e. New
bandara yang dikelola oleh PT Angkasa Pura I Yogyakarta International Airport, Ahmad Yani

(Persero). Untuk dapat mengimbangi proyeksi Airport – Semarang and Syamsuddin Noor Airport
pertumbuhan atas jasa layanan kebandarudaraan, – Banjarmasin.
PT Angkasa Pura I (Persero) saat ini tengah
mengembangkan beberapa bandara, yaitu Bandara
New Yogyakarta International Airport, Bandara
Ahmad Yani – Semarang dan Bandara Syamsuddin
Noor – Banjarmasin.
Sementara itu, Pemerintah melalui Direktorat Meanwhile, the Government through the Directorate
Jenderal Perhubungan Udara Kementerian General of Air Transportation of the Ministry of
Perhubungan, menawarkan kerja sama empat Transportation offers cooperation of four airports
Bandar Udara berstatus Badan Layanan Umum with Public Service Agency (BLU) status to PT
(BLU) kepada PT Angkasa Pura I (Persero). Ketiga Angkasa Pura I (Persero). The three offered BLU
Bandar Udara BLU yang ditawarkan yaitu Bandar airports are Sentani Airport in Jayapura–Papua,
Udara Sentani di Jayapura–Papua, Bandar Udara Juwata Airport in Tarakan–North Kalimantan, and
Juwata di Tarakan–Kalimantan Utara, dan Bandar Sis AL Jufri AIrport–Palu. Additionally, there are two
Udara Sis AL Jufri–Palu. Ditambah dengan dua aiports which don’t have BLU status yet, i.e. Komodo
Bandar Udara yang belum BLU yaitu Bandar Udara AIrport–Labuan Bajo and Syukuran Aminudin
Komodo–Labuan Bajo dan Bandar Udara Syukuran AIrport–Luwuk.
Aminudin–Luwuk.
PROMOTION PROMOTION
Di dalam 3A’s Tourism, terdapat 3 (tiga) komponen In 3A’s Tourism, there are 3 (three) main business
utama bisnis yang mendukung keberlangsungan components which support sustainability in travel
dalam industri travel dan wisata yang meliputi and tourism industry, i.e. Attraction, Amenities
Attraction, Ammenities, dan Accessibilites. Dalam and Accessibilities. In accessibilities, airport as the
bidang accessibilites, bandara sebagai pintu gerbang gate to destinations in a region plays an important
destinasi di suatu daerah memegang peranan role in communicating business opportunities an
penting dalam hal mengkomunikasikan peluang coordinating with stakeholders which are involved
bisnis dan usaha serta berkoordinasi dengan para in travel and tourism industry. Recognizing this
pemangku kepentingan yang berperan dalam condition, PT Angkasa Pura I (Persero) initiated
industri travel dan wisata. Menyadari kondisi Collaborative Destination Development which is
tersebut, PT Angkasa Pura I (Persero) berinisiatif an activity aimed to encourage participation of the
untuk melakukan kegiatan Collaborative Destination stakeholders involved in travel and tourism industry
Development, yaitu kegiatan yang ditujukan to increase the spirit to develop local tourist
untuk mengajak partisipasi dari para pemangku destination and develop good relations among
kepentingan yang berperan dalam industri travel stakeholders.
dan wisata, agar gairah mengembangkan destinasi
wisata di daerah dapat meningkat dan kordinasi
antar pemangku kepentingan dapat terjalin dengan
baik.
Sebagai bagian dari industri yang turut menyokong As a part of an industry which also supports the
perkembangan sektor pariwisata di Indonesia, development of tourism sector in Indonesia, PT
PT Angkasa Pura I (Persero) memainkan peranan Angkasa Pura I (Persero) plays a very important
sentral yang sangat penting, terutama dalam hal central role, especially in communicating good
mengkomunikasikan peluang pasar baik kepada market communication to local tourism stakeholders
stakeholder pariwisata setempat maupun kepada and airlines. Through the Directorate of Marketing

2017 Annual Report
245
perusahaan airline. Melalui Direktorat Pemasaran and Service, in 2017 PT Angkasa Pura I (Persero)
dan Pelayanan, pada tahun 2017 PT Angkasa Pura joined several events to encourage the growths of
I (Persero) telah melakukan beberapa event untuk demands and traffics in airports managed by PT
dapat mendorong pertumbuhan demand dan traffic Angkasa Pura I (Persero), including:
di bandara yang dikelola oleh PT Angkasa Pura I
(Persero), yang meliputi sebagai berikut:
EVENT NASIONAL NATIONAL EVENT
1. Collaborative Destination Development 1. Collaborative Destination Development

Collaborative Destination Development (CDD) Collaborative Destination Development (CDD)
merupakan kegiatan yang dilakukan Perseroan was an activity performed by the Company
dengan mengangkat tema keunggulan serta using the theme of excellence and potential of
potensi terkait pariwisata dan bisnis. Acara tourism and business. The event was held with
ini dilaksanakan bersama-sama dengan para stakeholders to work with Local Governments,
stakeholders atau pemangku kepentingan airlines and tourism stakeholders to encourage
dengan tujuan melakukan kerja sama and increase the growth of tourism and business
dengan Pemerintah Daerah, airlines, dan which will directly impact the Company. The
stakeholders pariwisata untuk mendorong concept of CDD was Forum Group Discussion
serta meningkatkan pertumbuhan pariwisata (FGD).
dan bisnis yang nantinya secara langsung
dapat memberikan dampak pada pendapatan
Perseroan. Acara CDD ini dikemas dengan
konsep Forum Group Discussion (FGD).
2. Gathering bersama Regulator dan Mitra Kerja 2. Gathering with Regulators and partners
Perseroan secara aktif dan periodik melakukan The Company actively and periodically holds
gathering dengan pihak pemerintah, airlines, gathering with the government, airlines and
dan mitra usaha dan mitra kerja untuk dapat partners to match their visions andmissions and
menyamakan visi dan misi serta menyelaraskan align the programs targeted by the Company.
program yang dituju oleh Perseroan.
3. Melakukan joint marketing dengan pihak 3. Joint marketing with airlines, Provincial and
airlines, Pemerintah Provinsi dan Daerah serta Local Governments and tourism business people
stakeholder pelaku bisnis pariwisata. stakeholders.
Pada tahun 2017, PT Angkasa Pura I (Persero) telah In 2017, PT Angkasa Pura I (Persero) held
menyelenggarakan kegiatan Collaborative Destination Collaborative Destination Development in several
Development di beberapa kota di Indonesia, meliputi cities in Indonesia, including Surabaya, Makassar,
Surabaya, Makassar, Yogyakarta, Solo, Semarang, Yogyakarta, Solo, Semarang, Biak, Kupang,
Biak, Kupang, Banjarmasin, dan Manado. Banjarmasin and Manado.
Tabel Kegiatan Collaborative Destination Development di Tahun 2017

Table of Collaborative Destination Development in 2017
Tanggal Kota Tema

No.
Date City Theme
Kolaborasi Pemangku Kepentingan Pariwisata dalam
30 Maret 2017 Menyambut New Yogyakarta International Airport 2019
1 Yogyakarta
March, 30 2017 Collaboration of Tourism Stakeholders in Welcoming New
Yogyakarta International Airport 2019
Visit to MAMAGO (Makassar, Maros, Gowa) dan New Umroh
20 April 2017 from Makassar Airport
2 Makassar
April, 20 2017 Visit to MAMAGO (Makassar, Maros, Gowa) dan New Umroh
from Makassar Airport

Tanggal Kota Tema

No.
Date City Theme
Preparing East Java for One Million Foreign Tourist Arrivals
27 Juli 2017 2025
3 Surabaya
July 27, 2017 Preparing East Java for One Million Foreign Tourist Arrivals
2025
Five Hundred Thousands Foreign Tourist Arrivals at Solo Raya
5 Oktober 2017 in 2025
4 Solo
October, 5 2017 Five Hundred Thousands Foreign Tourist Arrivals at Solo Raya
in 2025
Collaboration to Improve Tourism Industry in East Nusa
19 Oktober 2017 Tenggara
5 Kupang
October, 19 2017 Collaboration to Improve Tourism Industry in East Nusa
Tenggara
Sustainable Collaboration to Achieve 500,000 Foreign Tourist
16 November 2017 Arrival in Central Java
6 Semarang
November, 16 2017 Sustainable Collaboration to Achieve 500,000 Foreign Tourist
Arrival in Central Java
30 November 2017 Discover The Nature and Culture in Biak Island
7 Biak
November, 30 2017 Discover The Nature and Culture in Biak Island
6 Desember 2017 Potential Tourism Destination at South Borneo
8 Banjarmasin
December, 6 2017 Potential Tourism Destination at South Borneo
Explore The Paradise of North Sulawesi as the Northern
14 Desember 2017 Gateway for Tourism in Asia Pacific
9 Manado
December, 14 2017 Explore The Paradise of North Sulawesi as the Northern
Gateway for Tourism in Asia Pacific
Kolaborasi Pemangku Kepentingan Pariwisata dalam
30 Maret 2017 Menyambut New Yogyakarta International Airport 2019
10 Yogyakarta Collaboration of Tourism Stakeholders in Welcoming New
March, 30 2017
Yogyakarta International Airport 2019
EVENT INTERNASIONAL INTERNATIONAL EVENT
Pada tahun 2017, PT Angkasa Pura I (Persero) In 2017, PT Angkasa Pura I (Persero) had the
berkesempatan untuk berpartisipasi dalam opportunities to participate in Asia Routes in Okinawa,
kegiatan Asia Routes di Okinawa, Jepang, dan World Japan and World Routes in Barcelona, Spain. World
Routes di Barcelona, Spanyol. World Routes dan Routes and Asia Routes are international events held
Asia Routes merupakan event internasional yang by UBM International. They were forums to discuss
diselenggarakan oleh UBM Internasional, dalam the opportunities of developing routes at regional
kegiatan tersebut merupakan forum pertemuan level in Asia and international level. Forum Routes
untuk membahas tentang peluang pengembangan International was joined by senior decision maker
rute baik di tingkat regional Asia maupun di tingkat and stakeholder who play roles in air transportation
internasional. Forum Routes International dihadiri industries, including Airport industry, Aviation
oleh para senior decision maker dan para stakeholder and Government. In Asia and World Routes, PT
yang berperan dalam industri transportasi udara, Angkasa Pura I (Persero) met several international
termasuk dari industri bandara, penerbangan, dan airlines which operate in Asia and internationally,
pemerintah. Dalam kegiatan Asia dan World Routes to promote airports managed by PT Angkasa Pura
ini, PT Angkasa Pura I (Persero) bertemu dengan I (Persero) and introduce and inform them about
beberapa airlines internasional yang beroperasi di development of routes to several destinations in
Asia maupun Internasional, untuk mempromosikan Central and Eastern Indonesia.
bandara-bandara yang dikelola oleh PT Angkasa
Pura I (Persero) sekaligus memperkenalkan dan
menyampaikan peluang pengembangan rute ke
beberapa destinasi yang ada di Indonesia tengah
dan timur.

2017 Annual Report
247
Di samping kegiatan Asia Routes dan World Routes, Aside from Asia Routes and World Routes, in 2017 PT
pada tahun 2017 PT Angkasa Pura I (Persero) juga Angkasa Pura I (Persero) also had the opportunty to
berkesempatan hadir dalam kegiatan Cargo Fact Asia join Cargo Fact Asia 2017 which was an international
2017, yaitu sebuah forum bertaraf internasional forum which brought together business actors in air
yang menghadirkan para pelaku bisnis di bidang cargo to discuss trends, key issues and opportunities
kargo udara untuk membahas tren, key issue serta of the cargo industry, especially air cargo in Asia.
peluang dari industri kargo terutama kargo udara Cargo Fact Asia was held as a Seminar with speakers
yang berada di lingkup Asia. Kegiatan Cargo Fact Asia who are experts in the field of Cargo.
dikemas dalam bentuk Seminar dengan pembicara-
pembicara yang ahli dalam bidang Kargo.
Tabel Kegiatan Internasional yang diikuti oleh PT Angkasa Pura I (Persero)

Table of International Activities joined by PT Angkasa Pura I (Persero)
Tanggal Venue Kegiatan

No.
Date Venue Activity
19–21 Maret 2017
1. Okinawa, Jepang Routes Asia 2017
March, 19–21 2017
23–26 September 2017
2. Barcelona, Catalonia World Routes 2017
September, 23–26 2017
25–26 April 2017
3. Shanghai, China Cargo Fact 2017
April, 25–26 2017
PRICE PRICE
Sebagai bentuk kepedulian Perseroan kepada As a form of the Company’s attention to the aviation
industri penerbangan, terutama untuk airline yang industry, especially airlines which open new routes
melakukan pembukaan rute baru di bandara PT in PT Angkasa Pura I (Persero), the company provide
Angkasa Pura I (Persero), perseroan memberikan landing fee incentive to airlines which open new
kebijakan insentif landing fee yang diberikan kepada routes. The incentive is expected to reduce the
airline yang membuka rute baru. Dengan adanya airlines’ risks in opening new routes which eventually
insentif tersebut, diharapkan dapat mengurangi can develop air connectivity from and to PT Angkasa
risiko yang dihadapi airline dalam pembukaan Pura I (Persero) airports. The landing fee incentive
rute baru yang pada akhirnya akan dapat for airlines was discount from total Landing Service
mengembangkan konektivitas udara dari dan cost for domestic and international flights for 6 (six)
ke bandara PT Angkasa Pura I (Persero). months in the amount of 100% for Pattimura Airport
Insentif landing fee yang diberikan kepada airline of Ambon, Frans Kaisiepo Airport of Biak, and El Tari
berupa potongan harga (discount) dari total biaya Airport of Kupang and 50 % discount for:
Pelayanan Jasa Pendaratan untuk penerbangan
dalam negeri dan luar negeri selama 6 (enam) bulan
sebesar 100% untuk Bandara Pattimura Ambon,
Bandara Frans Kaisiepo Biak, dan Bandara El Tari
Kupang sedangkan potongan harga (discount)
sebesar 50% untuk:
1. Bandara Internasional I Gusti Ngurah Rai Bali 1. I Gusti Ngurah Rai International Airport of Bali
2. Bandara Internasional Juanda Surabaya 2. Juanda International Airport of Surabaya
3. Bandara Internasional SAMS Sepinggan 3. SAMS Sepinggan International Airport of
Balikpapan Balikpapan
4. Bandara Internasional Sultan Hasanuddin 4. Sultan Hasanuddin International Airport of
Makassar Makassar
5. Bandara Internasional Adisutjipto Yogyakarta 5. Adisutjipto International Airport of Yogyakarta

6. Bandara Internasional Adi Soemarmo Surakarta 6. Adi Soemarmo International Airport of Surakarta
7. Bandara Internasional Lombok Praya 7. Lombok Praya International Airport
8. Bandara Internasional Sam Ratulangi Manado 8. Sam Ratulangi International Airport of Manado
9. Bandara Syamsudin Noor Banjarmasin 9. Syamsudin Noor Airport of Banjarmasin
10. Bandara Internasional Ahmad Yani Semarang 10. Ahmad Yani International Airport of Semarang
Di samping pemberian insentif untuk rute baru, PT Beside incentives for new routes, PT Angkasa Pura
Angkasa Pura I (Persero) juga memberikan insentif I (Persero) also gives incentive for extra flights in
kepada penerbangan tambahan (extra flight) pada holiday periods (2017 Idul Fitri, 2017 Christmas).
saat periode libur besar (Hari Raya Idul Fitri 2017, In 2017, PT Angkasa Pura I (Persero) had given
Hari Raya Natal 2017). Pada tahun 2017, PT Angkasa incentives to Airlines which opened new routes in
Pura I (Persero) telah memberikan insentif kepada the amount of Rp4.8 billion. Details on incentives for
Airlines yang membuka rute baru sebesar Rp4,8 new routes are below.
miliar. Detail terkait dengan pemberian insentif rute
baru adalah sebagai berikut.
Tabel Pemberian Insetif kepada Airline sepanjang Tahun 2017 oleh PT Angkasa Pura I (Persero)
Table of Incentive Distribution for Airlines in 2017 by PT Angkasa Pura I (Persero)
(dalam Rupiah penuh/in full Rupiah)
Bandar Udara Total Insentif

No
Airport Total Incentive
1 Sam Ratulangi – Manado 48,120,000
2 Adisutjipto Yogyakarta 239,626,691
3 Adi Soemarmo – Surakarta 173,685,175
4 Juanda – Surabaya 56,132,622
5 Bandara Internasional – Lombok 110,218,672

6 Pattimura – Ambon 136,465,225
7 Sultan Hasanuddin – Makassar 55,870,258
8 El Tari Kupang 9,900,000
9 I Gusti Ngurah Rai – Denpasar 3,995,591,226
10 Achmad Yani – Semarang 17,783,458
Total 4,843,393,327
Salah satu pembukaan rute yang signifikan One of the significant route openings is route
adalah pembukaan rute yang dilaksanakan oleh opening by PT Indonesia Air Asia Extra. In 2017,
PT Indonesia Air Asia Extra. Pada tahun 2017, PT PT Indonesia Air Asia Extra opened routes from I
Indonesia Air Asia Extra melakukan pembukaan Gusti Ngurah Rai International Airport – Denpasar
rute dari Bandara Internasional I Gusti Ngurah Rai to Narita International Airport, Tokyo, Japan and
– Denpasar ke Narita International Airport, Tokyo, Chhatrapati Shivaji International Airport, Mumbai,
Jepang dan Chhatrapati Shivaji International India.
Airport, Mumbai, India.
Penentuan harga merupakan salah satu aspek Pricing is one of the important aspects in marketing,
yang penting di dalam pemasaran, mengingat considering price is a reflection of the return
bahwa harga merupakan refleksi hasil (return) received by company for services it provides for the
yang diterima perusahaan atas layanan yang customers. In the implementation, consistent with the
telah diberikan kepada pelanggannya. Dalam regulation of the Minister of Transportation Number
implementasinya, sesuai dengan peraturan Menteri PM. 36 of 2014, tariff setting for airport services
Perhubungan Nomor PM.36 tahun 2014, bahwa which include PJP4U, PJP2U, Aviobridge, Counter,
penetapan tarif atas layanan jasa kebandarudaraan and PJKP2U should first receive recommendation

2017 Annual Report
249
yang meliputi PJP4U, PJP2U, Aviobridge, Counter, from the Minister of Transportation of Indonesia. In
serta PJKP2U perlu mendapatkan rekomendasi 2017, tariffs of domestic and international PJP2U
dahulu dari Menteri Perhubungan Indonesia. Pada (Passenger and Aircraft Service) in 9 (nine) PT
tahun 2017, terdapat penyesuaian tarif PJP2U Angkasa Pura I (Persero) airports were adjusted.
(Pelayanan Jasa Penumpang dan Pesawat Udara)
domestik dan internasional di 9 (sembilan) bandara
Tabel Penyesuaian Tarif di Tahun 2017 oleh PT Angkasa Pura I (Persero)

Table of Tariff Adjustment in 2017 by PT Angkasa Pura I (Persero)
(dalam Rupiah penuh/in full Rupiah)
Tarif Baru (Rupiah)

Effective Date Bandar Udara New Tariff (Rupiah)
No.
Effective Date Airport Domestik Internasional
Domestic International
Tarif PJP2U
PJP2U Tariff
1 Januari 2017 Bandara Sultan Hasanudin Makasar

1. 65,000 200,000
1 January 2017 Sultan Hasanudin Airport of Makasar
1 Januari 2017 Bandara Internasional Lombok

2. 60,000 200,000
1 January 2017 Lombok International Airport
1 Januari 2017 Bandara Sam Ratulangi Manado

3. 60,000 150,000
1 January 2017 Sam Ratulangi Airport of Manado
1 Januari 2017 Bandara Adisutjipto Yogyakarta

4. 50,000 150,000
1 January 2017 Adisutjipto Airport of Yogyakarta
1 Januari 2017 Bandara Pattimura Ambon

5. 50,000 150,000
1 January 2017 Pattimura Airport of Ambon
1 Januari 2017 Bandara Syamsudin Noor Banjarmasin

6. 50,000 -
1 January 2017 Syamsudin Noor Airport of Banjarmasin
1 Januari 2017 Bandara El Tari Kupang

7. 40,000 150.000
1 January 2017 El Tari Airport of Kupang
1 Januari 2017 Bandara Frans Kaisiepo

8. 30,000 150.000
1 January 2017 Frans Kaisiepo Airport
1 Februari 2017 Bandara Ahmad Yani Semarang

9. 50,000 150.000
1 January 2017 Ahmad Yani Airport of Semarang
PANGSA PASAR MARKET SHARE
Berdasarkan PP Nomor 25 Tahun 1987 tanggal 19 Based on Government Regulation Number 25

Mei 1987, PT Angkasa Pura I (Persero) diberi tugas of 1987 dated 19 May 1987, PT Angkasa Pura I
untuk mengelola bandar udara di bagian tengah (Persero) is given the task to manage airports in
dan timur Indonesia sedangkan PT Angkasa Pura central and eastern Indonesia while PT Angkasa Pura
II (Persero) diberi tugas untuk mengelola bandar II (Persero) is given the task to manage airports in
udara yang berada di wilayah barat Indonesia. western Indonesia. Airports which aren’t managed
Sedangkan, untuk bandara-bandara yang tidak by either PT Angkasa Pura I (Persero) or Angkasa
dikelola oleh PT Angkasa Pura I (Persero) maupun Pura II are managed by Technical Implementation
Angkasa Pura II berada di bawah pengelolaan Unit Unit of the Ministry of Transportation.
Pelaksana Teknis Kementerian Perhubungan.

Sementara itu, Pemerintah melalui Direktorat Meanwhile, the Government through the Directorate
Jenderal Perhubungan Udara Kementerian General of Air Transportation of the Ministry of
Perhubungan, menawarkan kerja sama empat Transportation offers cooperation of four aiports
Bandar Udara berstatus Badan Layanan Umum with Public Service Agency (BLU) status to PT Angkasa
(BLU) kepada PT Angkasa Pura I (Persero) dan Pura I (Persero) and PT Angkasa Pura II (Persero).
PT Angkasa Pura II (Persero). Hal ini dilakukan This is done in order to reduce the burden of the
dalam rangka mengurangi beban APBN, sehingga state budget, so that the Ministry of Transportation
Kementerian Perhubungan Republik Indonesia of the Republic of Indonesia no longer need to spend
tidak perlu lagi mengeluarkan biaya Investasi dan on Investment and operational costs
biaya operasional
Dari empat Bandar Udara berstatus Badan Layanan The four offered Public Service Centers (BLU) by
Umum (BLU) yang ditawarkan oleh Kementerian the Ministry of Transportation of the Republic of
Perhubungan Republik Indonesia, PT Angkasa Pura Indonesia, PT Angkasa Pura I (Persero) offered three
I (Persero) ditawarkan tiga Bandar Udara BLU yaitu BLU Airports namely Sentani Airport in Jayapura-
bandar udara Sentani di Jayapura–Papua, Bandar Papua, Juwata Airport in Tarakan-North Kalimantan,
Udara Juwata di Tarakan–Kalimantan Utara, dan and Sis AL Jufri-Palu Airport. In addition, PT Angkasa
Bandar Udara Sis AL Jufri–Palu. Selain itu PT Angkasa Pura I (Persero) is offered two airports that have not
Pura I (Persero) ditawarkan dua Bandar Udara yang been BLU namely Komodo-Labuan Bajo Airport and
belum BLU yaitu Bandar Udara Komodo–Labuan Bajo Syukuran Airport Aminudin-Luwuk.
dan Bandar Udara Syukuran Aminudin–Luwuk.
Dengan adanya kerjasama tersebut diharapkan akan The cooperation is expected to benefit many parties,
memberikan manfaat kepada banyak pihak, yaitu i.e. the Government (State), Local Governments and
kepada Pemerintah (Negara), Pemerintah Daerah PT Angkasa Pura I (Persero), such by increasing
dan PT Angkasa Pura I (Persero) yang di antaranya capacities, facilities, and level of service of the
seperti peningkatan kapasitas, fasilitas dan tingkat airports for service users, triggering economic
layanan bandar udara kepada pengguna jasa, memicu growth of the communities by opening airports and
pertumbuhan perekonomian masyarakat karena improving accessibility to tourist and mining areas,
terbukanya lapangan kerja dan meningkatkan as well as developing network and interconnectivity
kemudahan aksesibilitas ke area wisata dan among airports in eastern Indonesia, considering
tambang serta dapat mengembangkan network dan Indonesia is an island country which has 17.504
interconnectivity bandar udara di kawasan Indonesia islands spread all over it with 237 airports. Therefore
Timur, mengingat Indonesia merupakan negara air transportation is still considered an effective
kepulauan yang memiliki 17.504 pulau yang tersebar option for transportation modes.
di seluruh penjuru Indonesia dengan 237 bandar udara
sehingga transportasi udara ini dinilai masih cukup
efektif dijadikan pilihan sebagai moda transportasi.
Dikarenakan masih terbatasnya perusahaan yang Due to limited number of companies which manage
mengelola bandar udara di seluruh wilayah Indonesia airports across Indonesia, the attractiveness of
menjadikan daya tarik industri kebandarudaraan airport industry in Indonesia is quite high. However,
di Indonesia dinilai masih cukup tinggi. Meskipun the implementation of Law Number 1 of 2009 on
demikian, dengan diberlakukannya Undang- Aviation gives opportunity for private parties to
Undang Nomor 1 Tahun 2009 tentang Penerbangan manage airports in Indonesia, thus PT Angkasa
memberikan kesempatan kepada pihak swasta untuk Pura I (Persero) will have indirect competition with
mengelola bandara di Indonesia, maka PT Angkasa private parties which become the Government’s
Pura I (Persero) akan memiliki persaingan secara partners in managing airports. The company should
tidak langsung dengan pihak swasta yang akan anticipate soon-to-emerge future competition due to
menjadi rekan Pemerintah dalam mengelola bandara the deregulation implemented by the Government.
dan perusahaan perlu mengantisipasi persaingan
yang segera muncul di masa yang akan datang akibat
deregulasi yang diterapkan oleh pemerintah.

2017 Annual Report
251
Berikut merupakan positioning PT Angkasa Pura I Below is the positioning of PT Angkasa Pura I (Persero)
(Persero) jika dilihat dari proporsi pendapatan yang by proportion of revenue, which is categorized by
terbagi berdasar kelompok region (wilayah), airport region, airport size, ownership model, and selected
size (ukuran bandara), ownership model (model economic groupings.
kepemilikan), dan selected economic groupings
(pengelompokan ekonomi).
Tabel Distribusi Pendapatan1 (% dari total Pendapatan Bandara)

Table of Income Distribution (% of total Airport Revenue)
Aeronautical Non-aeronautical Non-operating

revenue1 revenue2 revenue
Africa 69.5% 25.7% 4.8%
Asia-Pacific 50.8% 44.7% 4.5%
Europe 59.5% 37.7% 2.8%

Region
Latin America-Caribbean 56.6% 41.6% 1.9%
Middle East 49.9% 48.4% 1.6%
North America 55.8% 36.5% 7.7%
World 56.0% 39.8% 4.2%
PT Angkasa Pura I (Persero) 65.3% 34.7% 4.7%
<1m 53.7% 25.7% 20.6%
1–5m 58.7% 32.6% 8.8%

(passengers)
Airport Size
5–15m 58.1% 37.1% 4.8%
15–25m 57.3% 39.3% 3.4%
25–40m 54.6% 43.8% 1.7%
>40m 53.5% 43.3% 3.2%
Public ownership (100%) 52.7% 41.3% 5.9%

Ownership
model
Public-private partnership (PPP) 62.0% 36.0% 2.0%
Private ownership (100%) 57.5% 40.0% 2.5%
Advanced economies 55.1% 40.7% 4.2%
Major advanced economies (G7) 56.4% 38.5% 5.2%
Euro area 60.8% 36.6% 2.6%
European Union 60.1% 36.9% 3.0%

Selected economic groupings
Emerging and developing economies 58.0% 37.6% 4.4%
Emerging and developing Asia 59.9% 32.8% 7.2%
ASEAN-53 62.6% 35.7% 1.7%
Sub-Saharan Africa 72.7% 25.6% 1.8%
Selected prospect markets
BRICS4 58.1% 34.8% 7.1%
Next 115 49.3% 47.9% 2.8%
MINT6 54.6% 42.8% 2.5%
Emerging aviation markets 55.7% 39.4% 4.8%
Major exporters of manufactured goods 55.3% 40.4% 4.3%

Sumber: Sources:
1
2016 ACI Airport Economics Report & Key Performance Indicator 1
2016 ACI Airport Economics Report & Key Performance Indicator
2
Aeronautical revenue includes ground handling charges 2
Aeronautical revenue includes ground handling charges
3
Non-aeronautical revenue includes ground handling concessions 3
Non-aeronautical revenue includes ground handling concessions
revenue revenue
4
ASEAN-5 (5 countries) (IMF) - Indonesia, Malaysia, Philippines, 4
ASEAN-5 (5 countries) (IMF) - Indonesia, Malaysia, Philippines,
Thailand, Vietnam. Thailand, Vietnam.
5
BRICS (5 countries) - Brazil, China (People’s Republic of China), 5
BRICS (5 countries) - Brazil, China (People’s Republic of China),
India, Russian Federation, South Africa. India, Russian Federation, South Africa.
6
Next 11 (11 countries) (Goldman Sachs) - Bangladesh, Egypt, 6
Next 11 (11 countries) (Goldman Sachs) - Bangladesh, Egypt,
Indonesia, Iran (Islamic Republic of Iran), Mexico, Nigeria, Pakistan, Indonesia, Iran (Islamic Republic of Iran), Mexico, Nigeria, Pakistan,
Philippines, Korea (Rep of Korea), Turkey, Vietnam. Philippines, Korea (Rep of Korea), Turkey, Vietnam.
7
MINT (4 countries) (Fidelity Investments) - Indonesia, Mexico, 7
MINT (4 countries) (Fidelity Investments) - Indonesia, Mexico,
Nigeria, Turkey. Nigeria, Turkey.
Berdasar tabel di atas, dilihat dari proporsi Based on the table above, the positions of PT
pendapatannya posisi PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) by proportion of revenue
ada pada sebaran pendapatan sebesar 65,3% untuk were 65.3% for aeronautical revenue, 34.7% for non-
pendapatan Aeronautika, sebesar 34,7% untuk aeronautical revenue, and 4,7% for non-operational
pendapatan Non Aeronautika dan 4,7% untuk revenue.
pendapatan Non Operasi.
Komposisi penumpang angkutan udara dan lalu The compositions of air passenger and air traffic in
lintas pesawat di Indonesia berdasarkan pengelola Indonesia by airport manager are described in the
bandar udara tergambar melalui diagram di bawah diagrams below.
ini.
Tabel Pangsa Pasar PT Angkasa Pura I (Persero)

Table of PT Angkasa Pura I (Persero) Market Share
Keterangan Pertumbuhan
2017 2016
Description Growth
Berdasarkan Pegerakan Penumpang

43.40% 43.60% 0.20%
By Passenger Movement
Berdasarkan Lalu Lintas Pesawat

42.89% 42.60% 0.29%
By Air Traffic
Pangsa Pasar Tahun 2017 Pangsa Pasar Tahun 2016

Berdasarkan Pergerakan Berdasarkan Pergerakan
Penumpang Penumpang
Market Share in 2017 by Passenger Movement Market Share in 2016 by Passenger Movement
5.82% 7.40%
50.77%
2017 43.40% 49.00% 2016 43.60%
PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero)

PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero)
Unit Penyelenggara Bandar Udara (UPBU) Unit Penyelenggara Bandar Udara (UPBU)

2017 Annual Report
253
Pada 2017, pangsa pasar PT Angkasa Pura I In 2017, the market share of PT Angkasa Pura I
(Persero) berdasarkan total penumpang angkutan (Persero) by total air passenger was 43.4%, 0.2%
udara mencapai sebesar 43,4% lebih rendah lower than in 2016 which was 43.6%. Angkasa
0,2% dibandingkan tahun 2016 yang mencapai Pura II as an airport manager in western Indonesia
43,6%. Angkasa Pura II sebagai pengelola bandara had market share of 50.77%, 1.77% higher than
di wilayah barat Indonesia yang memperoleh in 2016 which was 49.0%. On the other hand, the
pangsa pasar sebesar 50,77%, lebih tinggi 1,77% technical Implementation Unit of the Ministry of
dibandingkan tahun 2016 yang mencapai 49,0%. Transportation (UPT) which is now called Airport
Di sisi lain, Unit Pelaksanaan Teknis Kementerian Operation Unit (UPBU) Indonesia had market share
Perhubungan (UPT) yang sekarang disebut dengan of 5.82%, 1.58% lower than in 2016 which was 7.4%.
Unit Penyelenggara Bandar Udara (UPBU) memiliki Source: 2016-2017 Air Traffic Statistics, PT Angkasa
pangsa pasar sebesar 5,82%, menurun sebesar Pura I (Persero) and Angkasa Pura II (Persero).
1,58%, dibandingkan tahun 2016 yang sebesar 7,4%.
Sumber: Source:
Statistik Lalu Lintas Udara 2016-2017, PT Angkasa Pura I (Persero) Statistik Lalu Lintas Udara 2016-2017, PT Angkasa Pura I (Persero)
dan Angkasa Pura II (Persero). dan Angkasa Pura II (Persero).
Jika dilihat berdasarkan lalu lintas pesawat, Based on air traffic, in 2017 PT Angkasa Pura
ditahun 2017 PT Angkasa Pura I (Persero) memiliki I (Persero) had market share of 42.89%, 0.29%
pangsa pasar sebesar 42,89% lebih tinggi 0,29% higher than in 2016 which was 42.6%. Furthermore,
dibandingkan dengan tahun 2016 yang mencapai Angkasa Pura II’s market share of 44.51% as 4.21%
42,6%. Selain itu pangsa pasar Angkasa Pura II higher than in 2016 which was 40.3%%. On the other
sebesar 44,51% lebih tinggi 4,21% bila dibandingkan hand, Airport Operation Unit (UPBU) had market
tahun 2016 yang sebesar 40,3%%. Di sisi lain, Unit share of 12.60% in 2017, 4.6% lower than in 2016
Penyelenggara Bandar Udara (UPBU) memiliki which was 17.2%. Details on market share by air
pangsa pasar sebesar 12,60% di tahun 2017, traffic are presented in the diagrams below.
menurun sebesar 4,6% dibandingkan 2016 yang
sebesar 17,2%. Rincian terkait pangsa pasar
berdasarkan lalu lintas pesawat dapat dilihat pada
diagram berikut.
Pangsa Pasar Tahun 2017 Pangsa Pasar Tahun 2016

Berdasarkan Lalu Lintas Berdasarkan Lalu Lintas
Pesawat Pesawat
Market Share in 2017 by Aircraft Traffics Market Share in 2016 by Aircraft Traffics
12.60%
17.20%
40.40%
44.51%
2017 2016
42.89%
42.60%

PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero)
Unit Penyelenggara Bandar Udara (UPBU) Unit Penyelenggara Bandar Udara (UPBU)

Selanjutnya untuk mencapai visi PT Angkasa Pura To achieve the vision of PT Angkasa Pura I (Persero)
I (Persero) yaitu menjadi salah satu dari sepuluh to be one of the best ten airport management
perusahaan pengelola bandara terbaik di Asia, corportations in Asia, PT Angkasa Pura I (Persero)
maka PT Angkasa Pura I (Persero) perlu melakukan should transform its business model to have
transformasi model bisnis untuk mencapai tingkat optimum level of customer satisfaction with
kepuasan pelanggan yang optimal dengan nilai Customer Satisfaction Index (CSI) score from 3.92 in
Customer Satisfaction Index (CSI) dari 3,92 di 2014 2014 to 4.60 in 2018 and increase non-aeronautical
menjadi 4,60 di 2018 dan meningkatkan pendapatan revenue from 43% in 2014 to 57% in 2018. The
non aeronautika dari 43% di 2014 menjadi 57% di target is consistent wth average achievement of the
2018. Target tersebut sesuai dengan pencapaian best airports in Asia.
rata-rata bandara terbaik di Asia.
Selama tahun 2017, rata-rata skor CSI yang berhasil In 2017, the average CSI score of PT Angkasa Pura
dicapai PT Angkasa Pura I (Persero) sebesar I (Persero) was 4.25, or 0.07 point or 7% higher
4,25, atau tumbuh sebesar 0,07 poin atau 7% than in 2016 which had average CSI score of 3.98.
dibandingkan dengan tahun 2016 dengan rata- The measurement was performed in 13 (thirteen)
rata skor CSI 3,98. Pengukuran ini telah dilakukan PT Angkasa Pura I (Persero) airports. The details of
di 13 (tiga belas) Bandar Udara PT Angkasa Pura I survey dates and the scores are presented below:
(Persero) dengan detil tanggal pelaksanaan survey
dan nilai skor sebagai berikut:
1. Bandara Pattimura Ambon (AMQ) (08-10 1. Pattimura Airport of Ambon (AMQ) (08-10
Februari 2017) dengan skor sebesar 4,08 February 2017) with a score of 4.08
2. Bandara Juanda Surabaya (SUB) (08-10 Februari 2. Juanda Airport of Surabaya (SUB) (08-10
2017) dengan skor sebesar 4,06 February 2017) with a score of 4.06
3. Bandara El Tari Kupang (KOE) (08-10 Maret 3. El Tari Airport of Kupang (KOE) (08-10 March
2017) dengan skor sebesar 4,30 2017) with a score of 4.30
4. Bandara Sultan Hasanuddin Makassar (UPG) 4. Sultan Hasanuddin Airport of Makassar (UPG)
(08-10 Maret 2017) dengan skor sebesar 4,39 (08-10 March 2017) with a score of 4.39
5. Bandara I Gusti Ngurah Rai Bali (DPS) (15-17 5. I Gusti Ngurah Rai Airport of Bali (DPS) (15-17
Maret 2017) dengan skor sebesar 4,53 March 2017) with a score of 4.53
6. Bandara Frans Kaisiepo Biak (BIK) (15-17 Maret 6. Frans Kaisiepo Airport of Biak (BIK) (15-17
2017) dengan skor sebesar 3,89 March 2017) with a score of 3.89
7. Bandara Lombok Praya (LOP) (05-07 April 7. Lombok Praya Airport (LOP) (05-07 April 2017)
2017) dengan skor sebesar 4,17 with a score of 4.17
8. Bandara Sultan Aji Muhammad Sulaiman 8. Sultan Aji Muhammad Sulaiman Sepinggan
Sepinggan Balikpapan (BPN) (05-07 April 2017) Airport of Balikpapan (BPN) (05-07 April 2017)
dengan skor sebesar 4,70 with a score of 4.70
9. Bandara Ahmad Yani Semarang (SRG) (12-14 9. Ahmad Yani Airport of Semarang (SRG) (12-14
April 2017) dengan skor sebesar 4,17 April 2017) with a score of 4.17
10. Bandara Adi Soemarmo Solo (SOC) (12-14 April 10. Adi Soemarmo Airport of Solo (SOC) (12-14 April
2017) dengan skor sebesar 4,05 2017) with a score of 4.05
11. Bandara Adisutjipto Yogyakarta (JOG) (19-21 11. Adisutjipto Airport of Yogyakarta (JOG) (19-21
12. Bandara Sam Ratulangi Manado (MDC) (19-21 12. Sam Ratulangi Airport of Manado (MDC) (19-21
13. Bandara Syamsudin Noor Banjarmasin (BDJ) 13. Syamsudin Noor Airport of Banjarmasin (BDJ)
(03-05 Mei 2017) dengan skor sebesar 4,31 (03-05 May 2017) with a score of 4.31
Sumber: Source:
Hasil Survei Customer Satisfaction Index (CSI) INACA di PT Angkasa Result of Customer Satisfaction Index (CSI) Survey by INACA in PT
Pura I (Persero) tahun 2017. Angkasa Pura I (Persero) in 2017.

2017 Annual Report
255
Grafik Hasil Customer Satisfaction Index Tahun 2017 PT Angkasa Pura I (Persero)
Result of Customer Satisfaction Index of PT Angkasa Pura I (Persero) in 2017
4,53 4,70
4,39 4,21 4,34 4,31 4,30
4,06 4,05 4,17 4,17 4,08
3,89
DPS SUB UPG BPN BIK MDC JOG SOC BDJ SRG LOP AMQ KOE
CSI 2016 = 3,08 CSI 2017 = 4,25
INTERPRETASI CSI CSI INTERPRETATION

4,2 – 5,00 = SANGAT PUAS 4,20 – 5,00 = VERY SATISFACTORY
3,40 – 4,19 = PUAS 3,40 – 4,19 = SATISFACTORY
2,60 – 3,39 = CUKUP 2,60 – 3,39 = ADEQUATE
1,80 – 2,59 = TIDAK PUAS 1,80 – 2,59 = UNSATISFACTORY
1,00 – 1,79 = SANGAT TIDAK PUAS 1,00 – 1,79 = VERY UNSATISFACTORY
BANDAR UDARA RERATA

DPS SUB UPG BPN BIK MDC JOG SOC BDJ SRG LOP AMQ KOE
AIRPORT AVERAGE
CSI
4.53 4.06 4.39 4.70 4.21 4.34 3.89 4.05 4.31 4.17 4.17 4.08 4.30 4.25
CSI
CSI - Penumpang
4.72 4.25 4.41 4.69 4.15 4.19 3.99 4.14 4.00 4.13 4.18 4.11 4.17 4.24
CSI - Passenger
CSI - Air Crew
3.97 3.59 4.09 4.69 3.82 4.43 3.73 3.97 4.65 4.00 3.74 3.84 4.09 4.05
CSI - Air Crew
CSI -
Station Manager
4.37 4.06 4.60 4.68 4.49 4.63 3.81 3.76 4.82 4.31 4.11 3.96 4.56 4.32
CSI -
Station Manager
CSI - Konsesioner
CSI - 4.12 4.26 4.43 4.68 4.31 4.68 3.36 3.87 4.68 4.33 4.48 4.36 4.73 4.33
Concessionary
CSI - Kargo
4.48 3.14 4.34 4.79 4.56 4.46 4.05 4.09 4.94 4.25 4.29 3.95 4.59 4.30
CSI - Cargo
* Bobot Penumpang 60%, Air Crew 10%, Station Manager 10%, * Weights of Passenger is 60%, Air Crew 10%, Station Manager
Konsesioner 10%, Kargo 10% 10%, Concessionary 10%, cargo 10%
Peningkatan CSI dari tahun ke tahun ini menunjukkan CSI increase from year to year shows the consistency
konsistensi PT Angkasa Pura I (Persero) untuk terus of PT Angkasa Pura I (Persero) in keeping making
melakukan usaha-usaha peningkatan pelayanan efforts to significantly improve services to enhance
yang berarti untuk meningkatkan kepuasan customer satisfaction sustainably to reach the
pelanggan secara berkelanjutan agar mampu target score of 4,60 in 2018. In running businesses
mencapai skor yang telah ditargetkan sebesar 4,60 in airports, services are an aspect which receives
di tahun 2018. Dalam pengusahaan bisnis di bandar special attention from PT Angkasa Pura I (Persero),
udara, services merupakan salah satu aspek yang becaese services are a factor which encourages
menjadi perhatian khusus bagi PT Angkasa Pura revenue growth.
I (Persero), karena services merupakan salah satu
faktor yang mendorong tumbuhnya pendapatan.

Profil dan Demografi Pelanggan

Customer Profile and Demography
Jenis Kelamin Pesawat

Gender Aircraft
10%
4%
25%
9%
58%
2017 2017
9%
42%
23%
10%
Pria / Male Wanita / Female 10%
Lion Wings Nam Air

Garuda Batik Lainnya / Others
Sriwijaya Citilink
Kelas Tujuan Perjalanan

Class Purpose of Travel
1%
2% 2%
16%
27%
99% 2017 2017

15%
38%
Bisnis / Business Ekonomi / Economic
Dinas / Duties Wisata / Tour
Keluarga / Family Sekolah / School
Bisnis / Business Lainnya / Others

2017 Annual Report
257
Pekerjaan Penumpang Belanja

Occupation Shoping Passenger
7% 10%
4%
17% 38%
16%
2017 62% 2017

2%
5%
8%
31%
Pelajar / Student Belanja / Shopping

PNS / Civil Servant Tidak Belanja / Not Shopping
TNI/POLRI / Indonesian National Army/Police

BUMN / SOE
Pegawai Swasta / Private Employee
Tenaga Kerja / Labor
Wirausaha / Entrepreneur
Profesional / Professional
Lainnya / Others
Sumber: Hasil Survei Customer Satisfaction Index (CSI) INACA di PT Source: PT Angkasa Pura I (Persero) Customer Satisfaction Index
Angkasa Pura I (Persero) tahun 2017 (CSI) Survey conducted by INACA in 2017
Usia (Tahun) Penghasilan (Juta)

Age (Years Old) Income (Million)
37% 34%
31% 33%
7%
18%
15% 13%
7% 5%
<20 20 - 30 30 - 40 40 - 50 >50 <2,5 2,5 - 5 5 - 10 10 - 20 >20
Jika dilihat dari persentase pengguna maskapai, Based on percentage of airline users, the customer
segmentasi pangsa pasar pelanggan PT Angkasa market share segments of PT Angkasa Pura I
Pura I (Persero) didominasi oleh penumpang (Persero) were dominated by the passengers of Lion
Lion (25%) dan Garuda (23%) yang merupakan (25%) and Garuda (23%) in economy class (99%), with
penumpang kelas ekonomi (99%), dengan proporsi 58% male passengers and 42% female passengers.
penumpang pria sebanyak 58% dan wanita The purposes of travel were 38% for family affairs
sebanyak 42%. Adapun tujuan perjalanan sebanyak and 27% for official travels.
38% untuk keperluan keluarga dan 27% untuk
perjalanan dinas.

Rata-rata usia penumpang yang melakukan The average age of passengers traveling by air
perjalanan menggunakan transportasi udara berada transportation was 20-30 years old (37%) with
di kisaran usia 20-30 tahun (37%) dengan rata- average income of around 2.5-5 million rupiah
rata jumlah penghasilan sekitar 2,5-5 juta rupiah (34%), which was dominated by passengers working
(34%), yang didominasi oleh penumpang yang as private employees (31%), civil servants (17%) and
bekerja sebagai pegawai swasta sebanyak 31%, entrepreneurs (16%), and 62% of the passengers PT
PNS 17% dan wiraswasta 16%, sehingga sebanyak Angkasa Pura I (Persero) shopped in the airports.
62% penumpang PT Angkasa Pura I (Persero) yang
melakukan kegiatan belanja di bandara.
Informasi profil dan demografi pelanggan Information of profile and demography of customers
(penumpang) menjadi penting untuk diketahui (passengers) is important to know because they’re
karena merupakan pengguna utama bandar the main users of airports. Good understanding
udara. Pemahaman yang baik terhadap profil dan of passenger profile and behaviors will help PT
perilaku penumpang akan membantu PT Angkasa Angkasa Pura I (Persero) improve and enhance
Pura I (Persero) dalam melakukan perbaikan dan more effective services for the served segment,
peningkatan pelayanan yang lebih efektif pada encouraging revenue growth.
segmen yang dilayani, sehingga dapat mendorong
tumbuhnya pendapatan.
KINERJA SEGMEN SEGMENT PERFORMANCE
PT Angkasa Pura I (Persero) telah melaporkan PT Angkasa Pura I (Persero) has reported business
segmen-segmen usaha sesuai Penerapan Standar segments consistent with the Implementation of
Akuntasi Keuangan (PSAK) 5 (revisi 2010). Usaha Financial Accounting Standard (PSAK) 5 (revision
PT Angkasa Pura I (Persero) dikelompokkan 2010). The business of PT Angkasa Pura I (Persero) is
berdasarkan divisi-divisi operasi yaitu aeronautika, categorize by divisions of operation, i.e. aeronautics,
non-aeronautika, kargo dan lainnya, dan kantor non-aeronautics, cargo and others and subsidiary.
cabang. Namun demikian, secara umum produksi However, generally, the main production of PT Angkasa
utama PT Angkasa Pura I (Persero) ditopang oleh Pura I (Persero) is supported by aeronautical service
produksi segmen usaha jasa aeronautika dan segmen business segment and non-aeronautical service
usaha jasa non aeronautika. business segment.
PENJELASAN SEGMEN OPERASI DESCRIPTION OF SEGMENT OF

OPERATION
Segmen operasi Perseroan adalah aeronautika The Company’s segments of operation are
(kebandaraan) dan non-aeronautika (non-bandara). Aeronautics (Airport) and Non-Aeronautics
Penjelasan dan kinerja operasional per segmen (Non-Airport). The description and operational
disajikan sebagai berikut. performance per segment are presented below.
SEGMEN USAHA JASA AERONAUTIKA AERONAUTICAL SERVICE BUSINESS SEGMENT

(KEBANDARAAN) (AIRPORT)
Segmen usaha aeronautika merupakan bidang Aeronautical business segment is airport business
usaha kebandarudaraan yang menyediakan field which provides services, including:
pelayanan jasa antara lain:
1. Pelayanan Jasa Pendaratan, Penempatan dan 1. Aircraft Landing, Positioning and Storage
Penyimpanan Pesawat Udara (PJP4U). Services (PJP4U).
2. Pelayanan Jasa Penumpang Pesawat Udara 2. Air Passenger Service (PJP2U).
(PJP2U).
3. Extend and Advance. 3. Extend and Advance.
4. Pelayanan Jasa Garbarata (Aviobridge). 4. Jet Bride (Aviobridge) Service.
5. Pemakaian Counter Check-In. 5. Counter Check-In Usage.
6. Baggage Handling System. 6. Baggage Handling System.

2017 Annual Report
259
SEGMEN USAHA JASA NON AERONAUTIKA (NON NON AERONAUTICAL SERVICE BUSINESS SEGMENT
BANDARA) (NON AIRPORT)
Segmen usaha non-aeronautika merupakan Non-aeronautical business segment is airport

bidang usaha kebandarudaraan yang menyediakan business field which provides flight supporting
pelayanan jasa penunjang penerbangan yang dapat services which can support the achievement of the
menunjang tercapainya tujuan Perseroan antara lain: Company’s goals, including:
a. Sewa-sewa, yaitu: sewa ruang, sewa tanah, a. Rent, i.e.: room rental, land rental, rent, and
sewa tempat, dan sewa hanggar, dan lain-lain. hanger rental, etc.
b. Konsesi terhadap usaha-usaha di bandara. b. Concession on businesses in airport.
c. Parkir dan pas bandara. c. Parking and airport pass.
d. Utilitas (pemakaian listrik, air, telepon, dan d. Utility (electricity, water, phone, and internet
internet services). services).
e. Sewa tempat reklame. e. Billboard space rental.
f. Event and promotion. f. Event and promotion.
g. Lounge. g. Lounge.
h. Maintenance and service fee. h. Maintenance and service fee.
i. Warehousing. i. Warehousing.
j. Pendapatan operasional lainnya. j. Other operational revenues.
PRODUKSI/KINERJA OPERASIONAL PRODUCTION/OPERATIONAL

SEGMEN PERFORMANCE OF SEGMENT
PRODUKSI JASA AERONAUTIKA (KEBANDARAAN) AERONAUTICAL SERVICE PRODUCTION (AIRPORT)
Secara umum, realisasi kinerja produksi jasa Generally, the realization of aeronautical service
aeronautika tahun 2017 mencapai lebih tinggi, baik production performance in 2017 was higher,
terhadap realisasi kinerja produksi jasa aeronautika whether compared with realization of aeronautical
tahun 2016 maupun terhadap target yang service production performance in 2016 or the
ditetapkan pada tahun berjalan. Secara komposisi, target set in the current year. Compositionally, the
pencapaian kinerja jasa aeronautika dikontribusi achievement of aeronautical service performance
oleh pertumbuhan kinerja pelayanan pendaratan was contributed by 0.51% growth of landing service
sebesar 0,51%, pertumbuhan kinerja pelayanan performance, 5.55% growth of passenger service
penumpang sebesar 5,55%, pertumbuhan kinerja performance, 0.22% growth of aviobridge usage
pelayanan pemakaian aviobridge sebesar 0,22% dan service performance and growth of usage service
pertumbuhan kinerja pelayanan pemakaian. perofrmance.
Tabel Kinerja Pelayanan Jasa Aeronautika

Table of Aeronautical Service Performance
Uraian Satuan Pertumbuhan

2017 2016
1 2 3 4 5 = 3-4 6 = (3-4)/4
Pelayanan Jasa Pendaratan,

Penempatanan dan
Penyimpanan Pesawat Udara
(PJP4U) Ton 28,098,099 27,956,662 141,437 0.51%
Aircraft Landing, Placement and
Storage Service
(PJP4U)
Domestik
Ton 21,883,742 22,356,656 (472,914) (2.12%)
Domestic
Internasional
Ton 6,214,357 5,600,006 614,351 10.97%
International
Pelayanan Jasa Penumpang
Pesawat Udara (PJP2U) 40,078,358 38,021,607 2,107,183 5.55%
Pax
Air Passenger Service (PJP2U)


2017 2016
1 2 3 4 5 = 3-4 6 = (3-4)/4
Domestik
Pax 32,456,922 31,309,941 1,170,260 3.74%
Domestic
Internasional
Pax 7,621,436 6,711,666 936,923 14.02%
International
Extend and Advance
Hr 15,945 20,766 (4,821) (23.22%)
Extend and Advance
Domestik
Hr 14,458 19,560 (5,102) (26,08%)
Domestic
Internasional
Hr 1,487 1,206 281 23.30%
International
Pemakaian Aviobridge
Ton 28,166,989 28,055,433 61,566 0.22%
Aviobridge Usage
Domestik
Ton 18,818,445 19,591,543 (773,098) (3,95%)
Domestic
Internasional
Ton 9,298,544 8,463,890 834,654 9.86%
International
Pemakaian Counter
Pax 39,906,428 38,069,196 1,837,232 4.83%
Counter Usage
Domestik
Pax 32,452,235 31,433,195 1,019,040 3.24%
Domestic
Internasional
Pax 7,454,193 6,636,001 818,192 12.33%
International
Baggage Handling System
Pax 5,699,259 7,409,001 (1,709,742) (23.08%)
Baggage Handling System
Domestik
Pax 1,122 2,200,277 (2,199,155) (99.95%)
Domestic
Internasional
Pax 5,698,137 5,208,724 489,413 9.40%
International
PELAYANAN JASA PENDARATAN, PENEMPATAN AIRCRAFT LANDING, PLACEMENT AND STORAGE

DAN PENYIMPANAN PESAWAT UDARA (PJP4U) SERVICE (PJP4U)
Produksi PJP4U pada 2017 mencapai 28.098.099 PJP4U production in 2017 was 28,098,099 tons,
ton, mengalami pertumbuhan 141.437 ton atau increased by 141,437 tons or 0.51% from 2016
sebesar 0,51% dari 2016 yang mencapai 27.956.662 which reached 27,956,662 tons. Domestic PJP4U
ton. Produksi PJP4U domestik mengalami penurunan production declined by 472,914 tons or 2.12%. The
sebesar 472.914 ton atau 2,12%. Peningkatan ini increase was correlated realization of domestic air
berkorelasi dengan realisasi pertumbuhan trafik traffic growth in 2017 and increased or opening of
pesawat domestik di tahun 2017 dan penambahan new routes by airlines in several branches in 2017,
atau pembukaan rute baru oleh airline di beberapa leading to increased production in several airports,
cabang selama tahun 2017 sehingga berdampak including I Gusti Ngurah Rai Airport – Bali and Sultan
pada peningkatan produksi di beberapa bandara di Hasanuddin Airport – Makassar.
antaranya di Bandara I Gusti Ngurah Rai – Bali dan
Bandara Sultan Hasanuddin – Makassar.
Sedangkan produksi PJP4U internasional mengalami Meanwhile, international PJP4U production increased
peningkatan sebesar 614.351 ton atau 10.97% dari by 614,351 tons or 10.97% from 5,600,006 tons in
5.600.006 ton di 2016 menjadi 6.214.357 ton di 2016 to 6,214,357 tons in 2017. The growth was
2017. Pertumbuhan tersebut berkorelasi dengan correlated with realization of international air traffic
realisasi pertumbuhan trafik pesawat internasional growth in 2017, leading to increased production in

2017 Annual Report
261
di tahun 2017 sehingga berdampak pada I Gusti Ngurah Rai Airport – Bali, Sultan Hasanuddin
peningkatan produksi di Bandara I Gusti Ngurah Rai Airport – Makassar, and Adi Soemarmo Airport –
– Bali, Bandara Sultan Hasanuddin – Makassar, dan Solo.
Bandara Adi Soemarmo – Solo.
PELAYANAN JASA PENUMPANG PESAWAT UDARA AIR PASSENGER SERVICE (PJP2U)

(PJP2U)
Produksi PJP2U mengalami peningkatan sebesar PJP2U production increased by 2,107,183 pax or
2.107.183 pax atau sebesar 5,55%, dari 38.021.607 5.55% from 38,021,607 pax in 2016 to 40,078,358
pax di 2016 menjadi 40.078.358 pax di 2017. pax in 2017. Domestic PJP2U production increased
Produksi PJP2U domestik mengalami peningkatan by 1,170,260 pax or 3.74% from 31,309,941 pax
sebesar 1.170.260 pax atau 3,74% dari 31.309.941 in 2016 to 32,456,922 pax in 2017. The increase
pax pada tahun 2016 menjadi 32.456.922 pax di was in line with increased PJP4U production.
2017. Peningkatan ini sejalan dengan peningkatan On the other hand, the increase was particularly
produksi PJP4U. Di sisi lain, peningkatan ini caused by addition of new routes and change of
khususnya disebabkan oleh penambahan rute baru aircraft type from narrow body to wide body dan
dan perubahan tipe pesawat dari narrow body ke Colaborative Destination Development, leading to
wide body dan Colaborative Destination Development, increased production in several airports, including
sehingga berdampak pada peningkatan produksi Juanda Airport – Surabaya, SAMS Sepinggan Airport
di beberapa bandara, yaitu Bandara Juanda – – Balikpapan, and I Gusti Ngurah Rai Airport – Bali.
Surabaya, Bandara SAMS Sepinggan – Balikpapan,
dan Bandara I Gusti Ngurah Rai – Bali.
Di sisi lain, produksi PJP2U internasional mengalami On the other hand, international PJP2U production
peningkatan sebesar 936.923 pax atau 14,02% increased by 936,923 pax or 14.02% from 6,711,666
dari 6.711.666 pax menjadi 7.621.436 pax di pax to 7,621,436 pax in 2017. The increase was
2017. Peningkatan ini sejalan dengan peningkatan in line with increased PJP4U production. On the
produksi PJP4U. Di sisi lain, peningkatan ini other hand, the increase was particularly caused by
khususnya disebabkan oleh penambahan atau addition or opening of new routes in I Gusti Ngurah
pembukaan rute baru di Bandara I Gusti Ngurah Rai Airport – Bali, Adi Sutjipto Airport – Yogyakarta,
Rai – Bali, Bandara Adisutjipto – Yogyakarta, dan and Sultan Hasanuddin Airport – Makassar.
Bandara Sultan Hasanuddin – Makassar.
EXTEND AND ADVANCE EXTEND AND ADVANCE
Setiap Perseroan Angkutan Udara atau Operator Every Air Transportation Company or Aircraft
Pesawat Udara yang mengajukan permohonan Operator which submits application for extension
perpanjang waktu jam operasi bandar udara of airport operating time is charged additional fee
dikenakan biaya tambahan atas jasa penggunaan for airport usage service outside of operating time.
bandar udara di luar jam operasi. Permohonan Application for extension of operating time (extend/
perpanjangan waktu jam operasi (extend/advance) advance) must be submitted in writing to General
harus diajukan secara tertulis kepada General Manager with copy for Airport Duty Manager of the
Manager dengan tembusan Airport Duty Manager airport in question. Submission by Air Transportation
Bandar Udara yang bersangkutan. Pengajuan oleh Company or airline is 2 (two) hours before the end
Perusahaan Angkutan Udara atau airlines 2 (dua) of the operating time of the airport in question.
jam sebelum berakhirnya jam operasi bandara yang
bersangkutan.
Perpanjangan waktu jam operasi (extend and Extension of operating time (extend and advance)
advance) mengalami penurunan sebesar 4.821 declined by 4,821 hours or 23.22% from 20,766
jam atau sebesar 23,22% dari 20.766 jam di hours in 2016 to 15,945 hours in 2017. The decline
2016 menjadi 15.945 jam di 2017. Penurunan ini was due to domestic operating time extension which
diakibatkan oleh perpanjangan waktu jam operasi lowered by 5,102 hours or 26.08% from 19,560

domestik yang menurun sebesar 5.102 jam atau hours to 14,458 hours in 2017. On the other hand,
26,08% dari 19.560 jam menjadi 14.458 jam di extension of international operating time increased
2017. Di sisi lain, perpanjangan waktu jam operasi by 281 hours or 23.30% from 1,206 hours in 2016
internasional mengalami peningkatan sebesar to 1,487 hours in 2017.
281 jam atau 23,30% dari 1.206 jam tahun 2016
menjadi 1.487 jam di 2017.
PEMAKAIAN AVIOBRIDGE AVIOBRIDGE USAGE
Pemakaian aviobridge tahun 2017 mencapai Aviobridge usage in 2017 was 28,166,989 tons,
28.166.989 ton, mengalami peningkatan 61.566 increased by 61,566 tons or 0.22% from 2016 which
ton atau sebesar 0,22% dibandingkan 2016 yang was 28,055,433 ton. Domestic aviobridge usage
mencapai 28.055.433 ton. Pemakaian aviobridge declined by 3.95%, while international aviobridge
domestik mengalami penurunan sebesar 3,95%, usage increased by 9.86%. It was due to increased
sedangkan pemakaian aviobridge internasional frequency of some airlines (correlated with
mengalami peningkatan masing-masing sebesar international PJP4U).
9,86%. Hal ini disebabkan oleh adanya peningkatan
frekuensi beberapa maskapai (berkorelasi dengan
PJP4U luar negeri).
PEMAKAIAN COUNTER COUNTER USAGE
Pemakaian counter mengalami peningkatan Counter usage increased by 1,837,232 pax or 4.83%
1.837.232 pax atau sebesar 4,83% dari 38.069.196 from 38,069,196 pax in 2016 to 39,906,428 pax
pax di 2016 menjadi 39.906.428 pax di 2017. in 2017. Domestic counter usage increased by
Pemakaian counter domestik mengalami 1,019,040 pax or 3.24%. Meanwhile, international
peningkatan sebesar 1.019.040 pax atau 3,24%. counter usage increased by 818,192 pax or 12.33%.
Sedangkan, pemakaian counter internasional The increase was correlated with international
mengalami peningkatan sebesar 818.192 pax PJP2U production in I Gusti Ngurah Rai Airport and
atau 12,33%. Peningkatan ini berkorelasi dengan Sultan Hasanuddin Airport.
pencapaian produksi PJP2U luar negeri di Bandara
I Gusti Ngurah Rai dan Bandara Sultan Hasanuddin.
BAGGAGE HANDLING SYSTEM BAGGAGE HANDLING SYSTEM
Fasilitas Baggage Handling System (BHS) adalah suatu Baggage Handling System (BHS) facility is a conveyor
sistem conveyor yang digunakan untuk mengangkut system used to transport passengers’ baggage after
bagasi penumpang setelah proses pemeriksaan dan check and check in of departing passanger, and vice
check-in bagi penumpang keberangkatan, begitu versa arriving passengers’ baggage are transported
juga sebaliknya bagi penumpang kedatangan to baggage claim area. BHS facility is directly
dibawa ke area pengambilan bagasi (baggage integrated with Hold Baggage Screening which is a
claim). Fasilitas BHS tersebut terintegrasi langsung baggage check by x-ray machine to automatically
dengan Hold Baggage Screening yaitu suatu sistem determine the security status of baggage to be
pemeriksaan bagasi dengan mesin x-ray sehingga distributed consistent with check, sorting and
secara otomatis dapat mengetahui status keamanan baggage destination results to be transported to
bagasi untuk disalurkan sesuai hasil pemeriksaan, aircraft for departing passenger.
pemilahan atau sortir dan tujuan bagasi untuk
diangkut ke pesawat udara bagi penumpung
keberangkatan.
Pemakaian baggage handling system pada tahun Baggage handling system usage in 2017 was
2017 mencapai 5.699.259 pax, mengalami 5,699,259 pax, declined by 1,709,742 pax or
penurunan 1.709.742 pax atau 23,08% dibandingkan 23.08% from 2016 which was 7,409,001 pax.
2016 yang mencapai 7.409.001 pax. Pemakaian Domestic baggage handling system usage declined

2017 Annual Report
263
baggage handling system domestik mengalami by 2,199,155 pax or 99.95% due to Baggage
penurunan sebesar 2.199.155 pax atau 99,95% yang Handling System service element which is included
disebabkan karena adanya elemen jasa Baggage in PJP2U tariff adjustment in some airports.
Handling System yang dimasukkan (include) di dalam Meanwhile, international baggage handling system
penyesuaian tarif PJP2U di beberapa bandara. usage increased by 489,413 pax or 9.40%.
Sedangkan pemakaian baggage handling system
internasional mengalami peningkatan sebesar
489.413 pax atau dan 9,40%.
PRODUKSI JASA NON AERONAUTIKA NON AERONAUTICAL SERVICE PRODUCTION

(NON BANDARA) (NON AIRPORT)
Pada 2017, pelayanan jasa non-aeronautika In 2017, non-aeronautical services showed varying
tersebut menunjukkan kinerja yang bervariasi. p e r fo r m a n ces . No n a e ro n a ut i ca l p ro du ct i o n
Produksi non-aeronautika secara umum mengalami generally increased, in line with increased number
peningkatan, hal ini sejalan dengan tumbuhnya of passengers in 2017, thus leading to tenants’
jumlah penumpang di tahun 2017, sehingga increased sales turnover, and adjustment of gross
berdampak pada peningkatan omset penjualan minimum turnover in 2017. The realization of non-
tenant, serta adanya penyesuaian minimal omset aeronautical production in 2016 is presented in the
bruto di tahun 2017. Adapun realisasi produksi non- table below.
aeronautika tahun 2017 seperti tertuang dalam
tabel di bawah ini.
Tabel Produksi Non Aeronautika

Table of Non-Aeronautical Production

2017 2016
1 2 3 4 5 = 3-4 6 = (3-4)/4
Sewa m xBulan
2
8,542,321 12,191,641 (3,649,320) (29.93%)
Rental m2xMonth
Sewa Ruangan m2xBulan
1,291,240 1,501,454 (210,214) (14.00%)
Room Rental m2xMonth
Sewa Tanah m2xBulan
5,423,478 8,870,982 (3,447,495) (38.86%)
Land Rental m2xMonth
Sewa Tempat m2xBulan
256,232 244,082 12,150 4.98%
Rental m2xMonth
Sewa Tempat Antena m2xBulan
20,418 24,531 (4,114) (16.77%)
Antenna Location Rental m2xMonth
Sewa Cold Storage m2xBulan
- - - -
Cold Storage Rental m2xMonth
Sewa Gedung m2xBulan
- - - -
Buiilding Rental m2xMonth
Penyerahan Penggunaan
m2xBulan
Tanah 1,550,592 1,550,592 - -
m2xMonth
Land Use Submission
Penyerahan Pengunaan
m2xBulan
Bangunan 353 - 353 -
m2xMonth
Building Use Submission
Konsensi
Rp/000 9,570,569,203 7,959,339,881 1,611,229,323 20.24%
Concession
Parkir Mobil Lembar
29,096,030 25,970,943 3,125,087 12.03%
Car Parking Sheet
Parkir Motor Lembar
9,762,063 9,540,777 221,286 2.32%
Motorcycle Parking Sheet
Pas Bandara Lembar
221,718 88,404 133,314 150.80%
Airport Pass Sheet


2017 2016
1 2 3 4 5 = 3-4 6 = (3-4)/4
Pemakaian Listrik
Kwh 45,850,618 41,971,642 3,878,961 9.24%
Electricity Use
Pemakaian Air
M3 495,704 387,203 105,501 28.02%
Water Use
Pemakaian Telepon PwtxBln
21,391 20,432 927 4.53%
Telephone Use Aircraftx
Layanan Data
EA 854 829 25 3.02%
Data Service
Sewa Tempat Reklame M2xBulan
20,768 36,240 (15,472) (42.69%)
Billboard Space Rental m2xMonth
Event and Promotion
EA 7,650 2,111 5,539 262.39%
Event and Promotion
Lounge
Pax 575,135 772,953 (197,818) (25.59%)
Lounge
Maintenance and
Service Fee
EA 21,426 44,670 (23,244) (52.03%)
Maintenance and Service
Fee
Warehousing
Kg 238,361,160 96,201,465 142,159,695 147.77%
Warehousing
Jasa Gudang Cargo Out
Domestik
Kg 74,994,202 21,906,226 53,087,976 242.34%
Domestic Cargo Out
Warehouse Service
Jasa Gudang Cargo Out
Internasional
Kg 36,081,086 31,178,618 4,902,468 15.72%
International Cargo Out
Warehouse Service
Jasa Gudang Cargo Inc
Domestik
Kg 105,326,396 28,924,408 76,401,988 264.14%
Domestic Cargo Inc
Warehouse Service
Jasa Gudang Cargo Inc
Internasional
Kg 21,959,476 14,192,213 7,767,263 54.73%
International Cargo Inc
Warehouse Service
SEWA-SEWA RENTAL
Secara umum, jasa/layanan berupa sewa-sewa Generally, services in the form of rental declined
mengalami penurunan 3.649.320 atau sebesar by 3,649,320 or 29.93% from 12,191,641 m2 in
29.93% dari 12.191.641 m2 di 2016 menjadi 2016 to 8,542,321 m2 in 2017. The decline came
8.542.321 m2 di 2017. Penurunan ini berasal dari from land rental in the amount of 3,447,495 m2 or
sewa tanah sebesar 3.447.495 m2 atau 38,86%. 38.86%.
Penurunan sewa tanah ini disebabkan tidak Lower land rental was due to unrealized extension of
terealisasinya perpanjangan kerja sama sewa land rental agreement with LPPNPI in I Gusti Ngurah
tanah dengan LPPNPI di Bandara I Gusti Ngurah Rai Airport - Bali, Sultan Hasanuddin Airport -
Rai – Bali, Bandara Sultan Hasanuddin – Makassar, Makassar, Sultan Aji Muhammad Sulaiman Sepinggan
Bandara Sultan Aji Muhammad Sulaiman Sepinggan Airport - Balikpapan, Sam Ratulangi Airport -
– Balikpapan, Bandara Sam Ratulangi – Manado, Manado, Syamsudin Noor Airport - Banjarmasin, El
Bandara Syamsudin Noor – Banjarmasin, Bandara El Tari Airport - Kupang, and Frans Kaisiepo Airport
Tari - Kupang, dan Bandara Frans Kaisiepo – Biak - Biak area of 212,564 m² and there are several
seluas 212.564 m² dan terdapat beberapa kontrak contract agreements that are still in the process of
perjanjian yang masih dalam proses perpanjangan extension at Sultan Hasanuddin Airport - Makassar.
di Bandara Sultan Hasanuddin – Makassar.

2017 Annual Report
265
KONSESI CONCESSION
Konsesi adalah jasa yang diberikan atas hak Concession is service provided for airport facility
penggunaan fasilitas Bandar udara kepada pihak usage right for third party related to business
ketiga terkait kegiatan usaha yang dilakukan activity performed in the airport. Concession is
di bandar udara. Konsesi ini dikenakan kepada charged on companies operating in airports, such
perusahaan-perusahaan yang berusaha di bandar as Food and Beverage, Retail, Services and Aircraft
udara seperti usaha food and beverage, retail, Cargo Expedition (EMPU), Regulated Agent (RA),
services dan ekspedisi muatan pesawat udara Ground Handling, and In-flight Catering companies.
(EMPU), regulated agent (RA), ground handling, dan
in-flight catering.
Realisasi produksi konsensi selama 2017 tercatat The realization of concession in was 2017
sebesar Rp9.570.569.203 miliar, meningkat sebesar was Rp9,570,569,203 billion, increased by
Rp1.611.229.323 miliar atau 20,24% dari tahun Rp1,611,229,323 billion or 20.24% from the
sebelumnya yang sebesar Rp7.959.339.881 miliar. previous year which was Rp7,959,339,881
Peningkatan ini berasal dari pertumbuhan konsensi billion. The increase came from the growth of Fuel
Fuel Throughput Charges (FTC) sebesar 66,29% atau Throughput Charges (FTC) concession in the amount
Rp621.269.435 ribu. of 66.29% or Rp621,269,435 thousand.
PARKIR, PERON DAN WAVING GALLERY, PAS PARKING, PLATFORM AND WAVING GALLERY,
BANDARA DAN SEWA TEMPAT REKLAME AIRPORT PASS AND BILLBOARD SPACE RENTAL
Selama 2017, jasa/layanan parkir, sewa tempat In 2017, parking service, billboard space and
reklame serta peron dan waving gallery, platform and waving gallery rentals showed varying
menunjukkan kinerja yang bervariasi dengan performances with the following details.
penjelasan sebagai berikut.
PARKIR MOBIL DAN MOTOR CAR AND MOTORCYCLE PARKING
Jasa/layanan parkir kendaraan baik mobil dan Vehicle parking services for cars and motorcycles
motor mengalami pertumbuhan yang berbeda. had different growths. Car parking service increased
Jasa/layanan parkir mobil mengalami peningkatan by 12.03%, while motorcycle parking service
sebesar 12,03%, sedangkan parkir motor mengalami increased by 2.32%. The increase was correlated
peningkatan sebesar 2,32%. Peningkatan ini with increased number of passengers.
disebabkan oleh hal ini berkorelasi dengan
peningkatan jumlah penumpang.
PAS BANDARA AIRPORT PASS
Pas bandara mengalami peningkatan sebesar Airport pass increased by 150.80%. The increase
150,80%. Peningkatan ini disebabkan oleh was due to increased number of monthly pass users
kenaikan jumlah pengguna pas bulanan dan adanya and extension of annual pass for 2018.
perpanjangan pas tahunan untuk tahun 2018.

SEWA TEMPAT REKLAME BILLBOARD SPACE RENTAL
Selama tahun 2017, sewa tempat reklame mengalami In 2017, billboard space rental declined by 42.69%.
penurunan sebesar 42,69%. Hal ini disebabkan oleh It was due to change of billboard business pattern
adanya perubahan pola usaha reklame hasil seleksi from billboard space rental to Revenue Share
pola baru dari yang semula sewa tempat reklame (concession) of TMT billboard on March 2017 and
menjadi revenue share (konsesi) reklame terhitung failure of selection of new pattern billboard in and.
mulai tanggal Maret 2017 dan gagalnya seleksi
reklame pola baru di Bandara Sultan Aji Muhammad
Sulaiman Sepinggan – Balikpapan dan Bandara Sam
Ratulangi – Manado.
PEMAKAIAN SARANA NON AERONAUTIKA OTHER NON-AERONAUTICAL FACILITY USAGES

LAINNYA
Pemakaian sarana non aeronautika lainnya pada PT Other non-aeronautical facility usages in PT Angkasa
Angkasa Pura (Persero) berupa pemakaian telepon, Pura (Persero) were telephone, electricity, water,
listrik, air, dan internet service. Sarana-sarana and internet service usages. The facilities showed
tersebut menunjukkan kinerja yang bervariasi varying performance with declining trend described
dengan kecenderungan mengalami penurunan yang below.
dijelaskan sebagai berikut.
LISTRIK ELECTRICITY
Selama tahun 2017, pemakaian listrik PT Angkasa In 2017, the electricity usage of PT Angkasa Pura I
Pura I (Persero) mengalami peningkatan sebesar (Persero) increased by 9.24% or 3,878,961 kWh. The
9,24% atau sebesar 3.878.961 kWh. Peningkatan ini increase was due to electricity bills of:
disebabkan oleh adanya pembayaran listrik:
a. Pemasangan kWh meter prabayar di Bandara I a. Prepaid Kwh meter installment in I Gusti Ngurah
Gusti Ngurah Rai. Rai Airport.
b. Pemasangan kWh meter prabayar serta b. Prepaid kWh meter installment and increased
peningkatan penggunaan listrik mitra di electricity usage of partners in Juanda Airport.
Bandara Juanda.
c. Kenaikan pemakaian listrik (kWh) pada Ngurah c. Increased electricity usage (kWh) in Ngurah
Rai Commercial SBU yang berkorelasi dengan Rai Commercial SBU which was correlated with
capaian omzet dan beberapa mitra (F&B, service, turnover achievement and several partners
dan retail) (F&B, Service, and Retail)
d. Akumulasi tagihan listrik LPPNPI masa Januari d. Accumulated LPPNPI electricity bill from
2013 sampai dengan Maret 2017. January 2013 to March 2017.
AIR WATER
Pemakaian air tahun 2017 mengalami peningkatan Water usage in 2017 increased by 28.02% or
sebesar 28,02% atau 105.501 . Hal ini disebabkan 105,501. It was due to increased water usage
oleh adanya dampak dari peningkatan pendapatan revenue.
penggunaan air.
TELEPON TELEPHONE
Pada tahun 2017 pemakaian telepon mengalami In 2017, telephone usage increased by 927 lines or
peningkatan sebesar 927 line atau 4,53%. 4.53%. The increase was due to increased telephone
Peningkatan tersebut diakibatkan adanya usage.
peningkatan penggunaan telepon.

2017 Annual Report
267
INTERNET SERVICE INTERNET SERVICE
Pemakaian internet service merupakan jasa/layanan Internet service usage is a service which was started
yang baru dikenakan di tahun 2017. Pemakaian to be charged in 2017. Internet service usage in
internet service selama tahun 2017 tercatat 2017 was 854 kilobyte.
sebanyak 854 kilobyte.
LOUNGE LOUNGE
Pemakaian lounge atau yang biasa disebut ruang The usage of lounge or waiting room declined
tunggu mengalami penurunan sebesar 25,59% by 25.59% or 197,818 passengers from 772,953
atau sebanyak 197.818 penumpang dari 772.953 passengers in 2016 to 575,135 passengers in 2017.
penumpang di 2016 menjadi 575.135 penumpang di It was because some banking loyalty partners
2017. Hal ini disebabkan karena terdapat beberapa stopped using CIP lounge services in T1 Juanda
mitra loyalty perbankan yang menghentikan Surabaya Airport – Surabaya.
pelayanan penggunaan CIP lounge di T1 Bandara
Juanda Surabaya – Surabaya.
WAREHOUSING WAREHOUSING
Peningkatan produksi pergudangan di tahun 2017 Increased warehousing production in 2017 was
tercatat sebesar 14.159.695 kg atau 147,77% dari 14,159,695 kg or 147.77% from 96,201,465 kg in
96.201.465 kg di 2016 menjadi 238.361.160 kg 2016 to 238,361,160 kg in 2017. It was because the
di 2017. Hal ini disebabkan penanganan kargo international cargo handling Juanda Airport which
internasional Bandara Juanda yang rencananya was planned to be performed by PT Angkasa Pura I
dilaksanakan oleh PT Angkasa Pura I (Persero) (Persero) Logistik using room rental and concession
Logistik dengan pola sewa ruang dan konsesi, patterns was still performed by another partner
sampai saat ini masih dilaksanakan oleh mitra lain using revenue sharing pattern.
dengan pola revenue sharing.
PENDAPATAN DAN PROFIT AND PROFITABILITY SEGMENTS

PROFITABILITAS SEGMEN
Penjelasan terkait dengan pendapatan dan The explanations related to the segment’s profit and
profitabilias segmen dalam bagian ini mencakup profitability in this section cover the discussion of
pembahasan segmen operasi. operating segments.
Pendapatan dan profitabilitas segmen operasi The operating income and profitability segments are
disajikan dalam tabel berikut. presented in the following table.
Tabel Pendapatan dan Profitabilitas Segmen Operasi tahun 2017

(dalam ribuan Rupiah)
Table of Operating Profit and Profitability Segments of 2017 (in thousand rupiah)
2017
Uraian Kebandaraan Non bandara Jumlah Eliminasi Konsolidasian
Description Airport Non-Airport Total Elimination Consolidation
PENDAPATAN USAHA
BUSINESS INCOME
Pihak Ketiga
6,570,679,305 623,668,229 7,194,347,534 - 7,194,347,534
Third Party
Pihak Berelasi
-
Related Parties 290,414,996 1,099,299,744 1,389,714,740 (1,389,714,740)

2017
Jumlah
Pendapatan 6,861,094,301 1,722,967,973 8,584,062,274 (1,389,714,740) 7,194,347,534
Total Profit
BEBAN USAHA
BUSINESS
EXPENSES
Pihak Ketiga
4,395,128,103 911,719,456 5,306,847,559 - 5,306,847,559
Third Party
Pihak Berelasi
1,016,936,701 323,112,936 1,340,049,637 (1,340,049,637) -
Related Parties
Jumlah Beban
Usaha
5,412,064,804 1,234,832,392 6,646,897,196 (1,340,049,637) 5,306,847,559
Total Business
Expenses
LABA USAHA
BUSINESS 1,449,029,497 488,135,581 1,937,165,078 (49,665,103) 1,887,499,975
INCOME
PENDAPATAN (BEBAN) NON USAHA
NON-BUSINESS PROFIT (EXPENSES)
Pendapatan
Keuangan - 253,144,576 253,144,576 - 253,144,576
Financial Profit
Penghasilan
Lain-Lain - 103,053,417 103,053,417 (25,055,925) 77,997,492
Other Income
Beban Keuangan
Financial - 333,007,634 333,007,634 - 333,007,634
Expenses
Beban Lain-Lain
- 97,132,974 97,132,974 (767,473) 96,365,501
Other Expenses
Laba (Rugi)
Asosiasi
- 228,467 228,467 - 228,467
Association’s
Profit (Loss)
Laba Sebelum
Pajak 1,449,029,497 414,421,433 1,863,450,930 (73,953,555) 1,789,497,375
Profit Before Tax
Pajak
Penghasilan - (369,144,323) (369,144,323) - (369,144,323)
Income tax
Laba Setelah
Pajak 1,449,029,497 45,277,110 1,494,306,607 (73,953,555) 1,420,353,052
Profit After Tax
Laba
Diatribusikan
kepada:
Profit Attributed
to:
Pemilik Entitas
Induk
1,449,029,497 45,277,110 1,494,306,607 (73,953,556) 1,420,353,051
Owner of the
Parent Company
Kepentingan
Non Pengendali
- 1,775,902 1,775,902 - 1,775,902
Non-controlling
interests
1,449,029,497 43,501,208 1,492,530,705 (73,953,556) 1,418,577,149

2017 Annual Report
269
2017
LAPORAN POSISI KEUANGAN
STATEMENT OF FINANCIAL POSITION
Aset segmen
24,714,342,701 2,088,169,437 26,802,512,138 (1,837,344,646) 24,965,167,492
Segment assets
Investasi asosiasi
Associate - 86,642,338 86,642,338 - 86,642,338
investment
Jumlah aset
segmen
24,714,342,701 2,174,811,775 26,889,154,476 (1,837,344,646) 25,051,809,830
Total segment
assets
Jumlah Liabilitas
segmen
11,573,540,885 708,053,178 12,281,594,063 (631,245,275) 11,650,348,788
Total segment
liabilities
Selama 2017, pendapatan usaha untuk segmen Throughout 2017, operating income for the
operasi kebandaraan tercatat sebesar Rp6,86 operating segment was Rp6.86 trillion while
triliun, sementara pendapatan usaha segmen operating revenues for the non-airport operating
operasi non-bandara yang tercatat sebesar Rp1,72 segment recorded at Rp1.72 trillion. The net profit
triliun. Laba bersih setelah pajak yang berhasil after tax recorded by the operating segment was
dibukukan oleh segmen operasi kebandaraan Rp1.45 trillion while the Non-Airport operating
tercatat sebesar Rp1,45 triliun, sedangkan segmen segment was Rp43.5 billion.
operasi non-bandara sebesar Rp43,5 miliar.
Tabel Pendapatan dan Profitabilitas Segmen Operasi tahun 2016

Table of Profit and Profitability Operating Segment
2016
PENDAPATAN USAHA
BUSINESS INCOME
Pihak Ketiga
5,587,746,192 550,525,707 6,138,271,899 - 6,138,271,899
Third party
Pihak Berelasi
88,232,699 729,217,632 817,450,331 (817,450,331) -
Related Parties
Jumlah Pendapatan
5,675,978,891 1,279,743,339 6,955,722,230 (817,450,331) 6,138,271,899
Total Profit
BEBAN USAHA
BUSINESS EXPENSES
Pihak Ketiga
3,800,288,366 688,573,717 4,488,862,083 - 4,488,862,083
Third party
Pihak Berelasi
715,667,710 91,561,561 807,229,270 (807,229,270) -
Related Parties
Jumlah Beban Usaha
Total Operating 4,515,956,076 780,135,278 5,296,091,353 (807,229,270) 4,488,862,083
Expenses
LABA USAHA
1,160,022,815 499,608,061 1,659,630,877 (10,221,061) 1,649,409,816
OPERATING PROFIT
NON BUSINESS INCOME (EXPENSES)
Pendapatan keuangan -
127,876,694 127,876,694 (20,602,643) 107,274,051
Financial income

2016
Penghasilan
Lain-Lain - 84,307,602 84,307,602 (252,070) 84,055,532
Other Income
Beban Keuangan
- 231,712,795 231,712,795 - 231,712,795
Financial Expenses
Beban Lain-Lain
- 97,733,611 97,733,611 (1,204,650) 96,528,961
Other Expenses
Laba(Rugi) Asosiasi
Association’s Profit - (3,644,886) (3,644,886) - (3,644,886)
(Loss)
Laba Sebelum Pajak
1,160,022,815 378,701,065 1,538,723,880 (29,871,124) 1,508,852,756
Profit before tax
Pajak Penghasilan
(323,112,096) (26,163,506) (349,275,602) 0 (349,275,602)
Income tax
Laba setelah pajak
836,910,719 352,537,559 1,189,448,278 (29,871,124) 1,159,577,154
Profit after tax
Laba Diatribusikan
kepada:
Profit Attributed to:
Pemilik Entitas Induk
Owner of the Parent 836,910,719 351,760,547 1,188,671,266 (29,871,124) 1,158,800,142
Company
Kepentingan
Non Pengendali
- 777,012 777,012 - 777,012
Non-controlling
interests
836,910,719 352,537,559 1,189,448,278 (29,871,124) 1,159,577,154
Aset segmen
22,738,340,079 1,549,882,518 24,288,222,597 (709,951,600) 23,578,270,997
Segment assets
Investasi asosiasi
572,512,807 1,250,000 573,762,807 (485,087,850) 88,674,957
Associate investment
Jumlah aset segmen
23,310,852,886 1,551,132,518 24,861,985,404 (1,195,039,450) 23,666,945,954
Total segment assets
Jumlah Liabilitas
segmen
11,432,817,858 936,745,243 12,369,563,101 (700,114,007) 11,669,449,094
Total segment
liabilities
Selama 2016, pendapatan usaha untuk segmen Throughout 2016, operating income for the
operasi kebandaraan tercatat Rp5,68 triliun, operating segment was Rp5.68 trillion, while
sementara pendapatan usaha untuk segmen operasi operating revenues for the non-airport operating
non-bandara yang tercatat sebesar Rp1,28 triliun. segment were Rp1.28 trillion. The net profit after tax
Laba bersih setelah pajak yang berhasil dibukukan recorded by the operating segment was Rp836.91
oleh segmen operasi kebandaraan tercatat sebesar billion, while the Non-Airport operating segment
Rp836,91 miliar, sedangkan segmen operasi non- was Rp352.54 billion.
bandara sebesar Rp352,54 miliar.

2017 Annual Report
271
Tabel Pertumbuhan Segmen

Table of Segment Growth
Uraian
Kebandaraan Non bandara
Description
Airport Non Airport
Rp % Rp %
PENDAPATAN USAHA
BUSINESS INCOME
Pihak Ketiga
982,933,113 17.59% 73,142,522 13.29%
Third Party
Pihak Berelasi
202,182,297 229.15% 370,082,112 50.75%
Related Parties
Jumlah Pendapatan
1,185,115,410 20.88% 443,224,634 34.63%
Total Income
BEBAN USAHA
OPERATING EXPENSES
Pihak Ketiga
594,839,737 15.65% 223,145,739 32.41%
Third Party
Pihak Berelasi
301,268,991 42.10% 231,551,375 252.89%
Related Parties
Jumlah Beban Usaha
896,108,728 19.84% 454,697,114 58.28%
Total Operating Expenses
LABA USAHA
289,006,682 24.91% (11,472,480) (2.30%)
OPERATING PROFIT

NON BUSINESS INCOME (EXPENSES)
Pendapatan Keuangan
- - 125,267,882 97.96%
Financial Income
Penghasilan Lain-Lain
- - 18,745,815 22.24%
Other Income
Beban Keuangan
- - 101,294,839 43.72%
Financial Expenses
Beban Lain-Lain
- - (600,637) (0.61%)
Other Expenses
Laba (Rugi) Asosiasi
- - 3,873,353 (106.27%)
Association’s Profit (Loss)
Laba Sebelum Pajak
289,006,682 24.91% 35,720,368 9.43%
Profit before tax
Pajak Penghasilan
323,112,096 (100%) (342,980,817) 1.310,91%
Income tax
Laba Setelah Pajak
612,118,778 73.14% (307,260,449) (87.16%)
Profit After Tax
Laba Diatribusikan
Profit Attributed
612,118,778 73.14% (306,483,437) (87.13%)
Owner of the Parent Company
Kepentingan Non Pengendali
0 - 998,890 128.56%
Non-controlling interests
612,118,778 73.14% (309,036,351) (87.66%)
Aset segmen
1,976,002,622 8.69% 538,286,919 34.73%
Segment assets
Investasi asosiasi
(572,512,807) (100.00%) 85,392,338 6,831.39%
Associate investment
Jumlah aset segmen
1,403,489,815 6.02% 623,679,257 40.21%
Total segment assets
Jumlah Liabilitas segmen
140,723,027 1.23% (228,692,065) (24.41%)
Total segment liabilities

PERTUMBUHAN
GROWTH
Jumlah Eliminasi Konsolidasian
Total Elimination Consolidation
Rp % Rp % Rp %
1,056,075,635 17.20% - - 1,056,075,635 17.20%
572,264,409 70.01% (572,264,409) 70.01% - -
1,628,340,044 23.41% (572,264,409) 70.01% 1,056,075,635 17.20%
817,985,476 18.22% - - 817,985,476 18.22%
532,820,367 66.01% (532,820,367) 66.01% - -
1,350,805,843 25.51% -(532,820,367) 66.01% 817,985,476 18.22%
277,534,201 16.72% (39,444,042) 385.91% 238,090,159 14.43%
125,267,882 97.96% 20,602,643 - 145,870,525 135.98%
18,745,815 22.24% (24,803,855) 9.840,07% (6,058,040) (7.21%)
101,294,839 43.72% - - 101,294,839 43.72%
(600,637) (0.61%) 437,177 (36.29%) (163,460) (0.17%)
3,873,353 (106.27%) - - 3,873,353 (106.27%)
324,727,050 21.10% (44,082,431) 147.58% 280,644,619 18.60%
(19,868,721) 5.69% - - (19,868,721) 5.69%
304,858,329 25.63% (44,082,431) 147.58% 260,775,898 22.49%
305,635,341 25.71% (44,082,431) 147.58% 261,552,909 22.57%
998,890 128.56% - - 998,890 128.56%
303,082,427 25.48% (44,082,431) 147.58% 258,999,995 22.34%
2,514,289,541 10.35% (1,127,393,046) 158.80% 1,386,896,495 5.88%
(487,120,469) (84.90%) 485,087,850 (100.00%) (2,032,619) (2.29%)
2,027,169,072 8.15% (642,305,196) 53.75% 1,384,863,876 5.85%
(87,969,038) (0.71%) 68,868,732 (9.84%) (19,100,306) (0.16%)

2017 Annual Report
273
Pada 2017, pendapatan usaha untuk segmen In 2017, operating revenues for the operating
operasi kebandaraan meningkat sebesar Rp1,18 segment increased by Rp1,18 trillion or 20.88%,
triliun atau 20,88%, sedangkan pendapatan usaha while non-airport segment operating revenues
untuk segmen non-bandara meningkat sebesar increased by Rp443.22 billion or 34.63%. Net profit
Rp443,22 miliar atau sebesar 34,63%. Laba bersih after tax was Rp612.12 billion or 73.14%, but net
setelah pajak kebandaraan mengalami peningkatan income after non-airport tax decreased by Rp307.26
sebesar Rp612,12 miliar atau 73,14%, namun untuk billion or 87.16%.
laba bersih setelah pajak non-bandara mengalami
penurunan sebesar Rp307,26 miliar atau 87,16%.
PROSPEK USAHA BUSINESS PROSPECT
PERSPEKTIF GLOBAL GLOBAL PERSPECTIVE
PEREKONOMIAN GLOBAL GLOBAL ECONOMY
Menurut International Monetary Fund (IMF) According to the International Monetary Fund (IMF)
dalam World Economic Outlook edisi Januari 2017, in January 2017 World Economic Outlook, world
kondisi ekonomi dunia mengalami pertumbuhan economic conditions grew in comparison with
dibandingkan dengan kondisi ekonomi pada tahun economic conditions in 2016. Economic growth
2016. Pertumbuhan ekonomi tahun 2017 jauh lebih in 2017 was much stronger than expected, due to
kuat dari perkiraan, akibat pemulihan berlanjut continued recovery in investment, manufacturing
pada investasi, manufaktur, dan perdagangan, and trade, as well as developing countries that
dan juga negara-negara berkembang yang export commodities benefit from rising commodity
mengekspor komoditas mendapatkan keuntungan prices. The economy of 2018 predicted by the
dari menguatnya harga komoditas. Perekonomian International Monetary Fund (IMF) or International
tahun 2018 diprediksi oleh IMF atau Dana Moneter Monetary Fund will continue to grow 3.9%. The
Internasional akan terus bertumbuh 3,9%. Prediksi forecast reflects the growing momentum of world
tersebut mencerminkan meningkatnya momentum economic growth and expectations of the impact
pertumbuhan ekonomi dunia dan ekspektasi of US tax policies on the US and on the ongoing
dampak dari kebijakan pemangkasan pajak yang broad-based recovery worldwide. The prospect of
dilakukan Amerika Serikat (AS) dan pemulihan an improving global economic recovery will increase
berbasis luas yang sedang berlangsung di seluruh the volume of world trade and global commodity
dunia. Prospek pemulihan ekonomi global yang prices including oil.
membaik tersebut akan meningkatkan volume
perdagangan dunia dan harga komoditas global
termasuk minyak.
Sumber: World Economic Outlook, 2017 Source : World Economic Outlook, 2017
INDUSTRI PENERBANGAN GLOBAL GLOBAL FLIGHT INDUSTRY
Industri penerbangan telah berhasil melalui The flight industry has been successful through a
berbagai krisis yang selama kurun waktu 30 tahun variety of crises which over the past 30 years have
diwarnai oleh banyak perubahan diantaranya been characterized by many changes including low
pertumbuhan penerbangan berbiaya rendah atau cost airline growth (LCCs), technological change
dikenal dengan low-cost carriers (LCCs), perubahan and innovation, some of which are deemed to be
teknologi dan inovasi yang beberapa diantaranya discruptions for flights, socio-politic development
dipandang dapat menjadi discruption bagi dunia in various countries, world oil price fluctuations,
penerbangan, perkembangan sosial politik di security and terrorism issues and global economic
berbagai negara, fluktuasi harga minyak dunia, developments. Nevertheless, the world’s flight
isu keamanan dan terorisme serta perkembangan industry as a global industry that connects
ekonomi global. Namun demikian, industri people, cultures and businesses across countries is

penerbangan dunia sebagai industri global yang experiencing rapid and dynamic developments.
menghubungkan manusia, budaya, dan berbagai
bisnis lintas negara mengalami perkembangan yang
sangat pesat dan dinamis.
Pada tahun 2016, pesawat di seluruh dunia In 2016, aircraft worldwide brought 3.8 billion
telah membawa 3,8 miliar penumpang dengan passengers with 7.1 trillion passengers (RPK) per
pendapatan penumpang per kilometer (RPK) revenue, 53 million tons of cargo, 250 million tons
sebesar Rp7,1 triliun, 53 juta ton kargo, 250 juta of cargo per kilometer (FTK) and daily 100,000
ton kargo per kilometer (FTK) dan setiap hari 100 flights carrying more than 10 million passengers
ribu penerbangan yang mengangkut lebih dari 10 with a value of 18 million USD (Aviation benefit
juta penumpang dengan nilai 18 juta USD (Aviation 2017). According to the release of International Civil
Benefit 2017). Sesuai rilis dari International Civil Aviation Organization (ICAO) in 2017 air passengers
Aviation Organization (ICAO) pada tahun 2017 reached 4.1 billion passengers or increased 7.1%
penumpang udara telah mencapai 4,1 miliar compared to 2016. The development of aviation
penumpang atau meningkat 7,1% dibandingkan industry is even expected to continue to increase,
tahun 2016. Perkembangan industri penerbangan by 2030 where there are 6.3 billion passengers
bahkan diperkirakan akan terus meningkat, pada using air transport with 30 thousand aircraft (Forst
tahun 2030 dimana terdapat 6,3 miliar penumpang & Sullivan).
yang menggunakan angkutan udara dengan 30 ribu
pesawat (Forst & Sullivan).
Perkembangan industri penerbangan juga dialami The development of the aviation industry is also
oleh kawasan Asia-Pasifik dimana didorong oleh experienced by the Asia-Pasifik region, which
pertumbuhan yang pesat pada India dan Tiongkok. is driven by rapid growth in the India and China.
Kawasan Asia-Pasifik memiliki pangsa pasar 29%, The Asia-Pasifik region has the second largest 29%
kedua terbesar setelah Eropa yang mencapai 37% market share after Europe, which accounted for
pangsa pasar dunia dan mencatatkan pertumbuhan 37% of the world market share and recorded a 9.6%
9,6% yang merupakan pertumbuhan terkuat di growth which is the strongest growth among all
antara semua wilayah. regions.
Sumber: Source:
1. Airports 2030 Frost and Sullivan Research Programme Overview. 1. Airports 2030 Frost and Sullivan Research Programme Overview.
2. ACI Airport Economics 2017 Report. 2. ACI Airport Economics 2017 Report.
3. https://www.icao.int/Newsroom/Pages/Continued-passenger- 3. https://www.icao.int/Newsroom/Pages/Continued-passenger-
traffic-growth-and-robust-air-cargo-demand-in-2017.aspx traffic-growth-and-robust-air-cargo-demand-in-2017.aspx
PERSPEKTIF NASIONAL NATIONAL PERSPECTIVE
PEREKONOMIAN NASIONAL NATIONAL ECONOMY
Menurut Badan Pusat Statistik (BPS) pertumbuhan According to the Central Bureau of Statistics (BPS),
ekonomi 2017 hanya 5,07% dari target 5,2% dalam economic growth in 2017 was only 5.07% of the
Anggaran Pendapatan dan Belanja Negara (APBN) 5.2% target in the 2017 Revision State Budget
Perubahan 2017. Namun demikian, ekonomi (APBN) 2017. Nevertheless, Indonesia’s economic
Indonesia tahun 2017 yang tumbuh 5,07% ini growth in 2017 which grew 5.07% was higher than
lebih tinggi dibanding capaian tahun 2016 sebesar achievement in 2016 which amounted to 5.03%.
5,03%. Sementara itu, perekonomian Indonesia Meanwhile, Indonesia’s 2017 economy measured
2017 ini yang diukur berdasarkan Produk Domestik by Gross Domestic Product (GDP) at current prices
Bruto (PDB) atas dasar harga berlaku mencapai reached Rp13,588.8 trillion and GDP per capita
Rp13.588,8 triliun dan PDB perkapita mencapai reached Rp51.89 million or US $ 3,876.8.
Rp51,89 juta atau US$3.876,8.
Pemerintah optimis perekonomian Indonesia akan The government is optimistic that the Indonesian
semakin kuat pada tahun 2018 dengan target economy will be stronger in 2018 with the target of
pertumbuhan ekonomi mencapai 5,4%. Dari sisi economic growth reaching 5.4%. In terms of revenue,

2017 Annual Report
275
pendapatan, pemerintah yakin bisa memperoleh the government is confident to obtaining Rp1,878.4
Rp1.878,4 triliun atau naik 8,20 persen dari 2017. trillion or an increase of 8.20 percent from 2017. Tax
Penerimaan pajak yang melonjak 9,28 persen bakal revenues soaring 9.28 percent will be the backbone
jadi penopang kenaikan penerimaan negara. of state revenues.
Adapun pemerintah memperkirakan defisit The government estimates the budget deficit of
anggaran 2018 mencapai Rp325,94 triliun atau 2,19 2018 to reach Rp325.94 trillion or 2.19 percent of
persen terhadap Produk Domestik Bruto (PDB). Gross Domestic Product (GDP). The estimate is lower
Perkiraan tersebut lebih rendah dibanding tahun ini than this year at Rp397.24 trillion or 2.97 percent
sebesar Rp397,24 triliun atau 2,97 persen dari PDB. of GDP. While inflation is expected to be controlled
Sementara inflasi diperkirakan terkendali di kisaran in the range of 3.5 percent or lower than the 2017
3,5 persen atau lebih rendah dari asumsi APBNP APBNP assumption of 4.3 percent.
2017 sebesar 4,3 persen.
Sumber: Source:
1. https://tirto.id/bps-pertumbuhan-ekonomi-2017-hanya-507- 1. https://tirto.id/bps-pertumbuhan-ekonomi-2017-hanya-507-
dari-target-52-persen-cEiG dari-target-52-persen-cEiG
2. https://katadata.co.id/infografik/2017/ 2. https://katadata.co.id/infografik/2017/08/22/2018-tahun-
08/22/2018-tahun-optimisme-perekonomian-nasional optimisme-perekonomian-nasional
PERKEMBANGAN PENERBANGAN DAN DEVELOPMENT OF INDONESIAN FLIGHT AND

PARIWISATA INDONESIA TOURISM
Potensi pertumbuhan penumpang udara di Indonesia The potential for air passenger growth in Indonesia
juga diprediksi masih akan terus meningkat setiap is also predicted to continue to increase every year
tahunnya dengan peningkatan pertumbuhan with an increase in air passenger growth in Indonesia
penumpang udara di Indonesia mencapai 11% per reaching 11% per year higher than the average
tahun lebih tinggi dari pada rata-rata pertumbuhan growth in Asia-Pacific. This growth is underpinned
di Asia-Pasifik. Pertumbuhan ini ditopang oleh by a large demographic bonus which with the
bonus demografi yang besar dimana dengan jumlah Indonesian population based on the Bappenas report
penduduk Indonesia berdasarkan laporan Bappenas in the Indonesian Population Projection 2010-
dalam Proyeksi Penduduk Indonesia 2010-2035 akan 2035 will reach 271 million in the year 2020 and
mencapai 271 juta jiwa di tahun 2020 dan menembus penetrate 300 million in 2035 and the geographical
300 juta di tahun 2035 serta letak geografis negara position of the country of Indonesia which is an
Indonesia yang merupakan negara kepulauan archipelago country makes air transport remains as
menjadikan angkutan udara tetap sebagai pilihan the people’s choice.
masyarakat.
Selain itu, pertumbuhan kepariwisataan nasional In addition, the rapid growth of national tourism has
yang pesat juga mendorong peningkatan perjalanan also encouraged increased air travel in Indonesia.
udara di Indonesia. Sejalan dengan perkembangan In line with the rapid development of Travel and
industri travel and tourism yang pesat di dunia, Tourism industry in the world, national tourism has
kepariwisataan nasional juga menjadi penyumbang also become the fourth national foreign exchange
devisa nasional keempat yaitu sebesar 9,3% dengan contributor of 9.3% with the number of foreign
jumlah kunjungan wisatawan mancanegara (wisman) tourist arrivals (tourists) reaching 13.7 million
mencapai 13,7 juta orang dan 265 juta orang people and 265 million domestic tourists. While for
wisatawan domestik. Sedangkan untuk tahun 2019, 2019, tourism industry is projected to be the largest
industri pariwisata diproyeksikan akan menjadi foreign exchange earner in Indonesia amounted to
penghasil devisa terbesar di Indonesia yaitu USD24 USD 24 billion, beyond the oil and gas, coal and
miliar, melampaui sektor migas, batubara dan minyak palm oil sector with the target of 20 million foreign
kelapa sawit dengan target 20 juta wisatawan tourists who visit Indonesia. This amount is a
mancanegara yang berkunjung ke Indonesia. Jumlah huge market potential that can affect the increase
ini merupakan potensi pasar yang besar yang dapat of passenger traffic at the airports of PT Angkasa
berpengaruh terhadap peningkatan trafik penumpang Pura I (Persero) which is mostly a leading tourism
di Bandara-bandara PT Angkasa Pura I (Persero) destination in Indonesia.
yang sebagian besar merupakan destinasi pariwisata
unggulan di Indonesia.

Sumber: Source:
1. Neraca Satelit Pariwisata Nasional 2017 1. Neraca Satelit Pariwisata Nasional 2017
2. h t t p s : // w w w. a n t a r a n e w s . c o m / b e r i t a / 6 5 9116 / m e n p a r- 2. h t t p s : // w w w. a n t a r a n e w s . c o m / b e r i t a / 6 5 9116 / m e n p a r-
pariwisata-diproyeksi-penghasil-devisa-terbesar-2019 pariwisata-diproyeksi-penghasil-devisa-terbesar-2019
INDUSTRI PENERBANGAN NASIONAL NATIONAL FLIGHT INDUSTRY
Industri penerbangan di Indonesia mengalami The aviation industry in Indonesia has experienced
pertumbuhan yang signifikan dalam kurun waktu 10 significant growth over the past 10 years. In
tahun ini. Sesuai dengan informasi dari World Bank accordance with information from World Bank
Data International Number of Departure 2015 dan International Data Transportation Number of
International Air Transport Association (IATA) Press Departure 2015 and International Air Transport
Release No. 56 Tahun 2016 memprediksi bahwa Association (IATA) Press Release No. 56 of 2016
jumlah penumpang pesawat udara di Indonesia predicts that the number of passenger aircraft in
pada tahun 2035 akan mengalami peningkatan Indonesia in 2035 will experience a significant
signifikan, yaitu sebesar 250 Juta penumpang increase of 250 million domestic and international
domestik dan internasional. passengers.
Industri penerbangan Indonesia mendapatkan The Indonesian aviation industry faces several
beberapa tantangan dalam menghadapi kebijakan challenges in facing the ASEAN Open Sky policy as
ASEAN Open Sky sebagai salah satu langkah one of the steps in realizing the ASEAN Economic
dalam mewujudkan ASEAN Economic Community. Community. The opening of airspace between ASEAN
Terbukanya wilayah udara antara sesama negara member states has had an impact on airlines and
anggota ASEAN menimbulkan dampak bagi airport management companies. Airlines from other
perusahaan penerbangan serta perusahaan pengelola countries that are members of ASEAN may operate
bandar udara. Maskapai penerbangan dari negara in Indonesian airspace. It requires the airport’s
lain yang menjadi anggota ASEAN dapat beroperasi readiness to improve the safety and security
di wilayah udara Indonesia. Hal tersebut menuntut standards of the flight through the adjustment of
kesiapan bandar udara untuk meningkatkan standar safety standards and regulatory capability and
keamanan dan keselamatan penerbangan melalui aviation security measure with ICAO Standard for
penyesuaian safety standard and regulatory capability the future.
serta aviation security measure dengan standar ICAO
untuk ke depannya.
Untuk kedepannya, dengan melihat dari beberapa For the future, by looking at some of the prospects
prospek lalu lintas udara di Indonesia, maka PT of air traffic in Indonesia, then PT Angkasa Pura I
Angkasa Pura I (Persero) optimistis dapat meraih (Persero) is optimistic to reach every opportunity
setiap peluang dan potensi yang tercipta. Hal ini and potential created. This is realized through the
diwujudkan melalui strategi dan pengembangan strategy and business development described as
usaha yang diuraikan sebagai berikut. follows.
Sumber: IATA Press Release No.56 Tahun 2016. Source : IATA Press Release No.56 Tahun 2016.
STRATEGI KE DEPAN FUTURE STRATEGY
KEBIJAKAN UMUM PERSEROAN COMPANY GENERAL POLICIES
Kebijakan yang diterapkan dalam pelaksanaan The policies adopted in the implementation of the
pengelolaan Perseroan dalam tahun 2014-2018 Company’s management in 2014-2018 are in line
selaras dengan imperatif strategis Perseroan, with the Company’s strategic imperatives, including:
meliputi:
1. Meningkatkan kinerja Perseroan secara efektif 1. To improve the Company’s performance
dan berkesinambungan (Service Excellence, effectively and sustainably (Service Excellence,
Profitable Revenue); Profitable Profit);
2. Meningkatkan efisiensi dan efektivitas sumber 2. Improve the efficiency and effectiveness of the
daya Perseroan meliputi SDM, sistem, dan Company’s resources including human resources,

2017 Annual Report
277
organisasi serta fasilitas; systems and organizations and facilities;

3. Melakukan investasi secara selektif dan prudent 3. To engage in selective and prudent investments
yang diarahkan pada pemanfaatan dana jangka directed at optimal utilization of short-term
pendek secara optimal, peningkatan produktivitas funds, improvements in work productivity, cost
kerja, efisiensi biaya, dan citra Perseroan; efficiency and image of the Company;
4. Menjalankan prinsip-prinsip Pengelolaan 4. To implement the principles of good and true
Perseroan Kelas Dunia dan Tata Kelola Perseroan World Class Corporate Management and Good
yang baik dan benar; Corporate Governance;
5. Memberikan manfaat yang optimal bagi 5. Providing optimal benefits to the surrounding
masyarakat sekitar dan menerapkan prinsip- community and implementing eco-friendly
prinsip ramah lingkungan (Eco-Green). principles (Eco-Green).
STRATEGI BISNIS DAN INSIATIF BUSINESS AND INTERATIVE STRATEGIES

PERTUMBUHAN USAHA OF BUSINESS GROWTH
Perseroan menyusun strategi bisnis yang efektif The Company develops an effective business
dan fokus yang tepat untuk mencapai target strategy and an appropriate focus to achieve the
pertumbuhan pendapatan yang drastis 5 (lima) drastic revenue growth targets for the next 5 (five)
tahun mendatang terutama pendapatan non years mainly non aeronautical revenues, as follows:
aeronautika, yaitu sebagai berikut:
1. Optimalisasi Bisnis Inti (Operasi Bandara) 1. Core Business Optimization (Airport Operation)
Optimalisasi bisnis inti (operasi bandara) Core business optimization (airport operations)
dilakukan melalui peningkatan produktivitas, is done through increasing productivity, airport
pengembangan kapasitas Bandar Udara dan capacity development and service quality
perbaikan kualitas pelayanan untuk mendorong improvement to encourage revenue growth and
pertumbuhan pendapatan dan kepuasan customer satisfaction, as follows:
pelanggan, yaitu sebagai berikut:
a. Pengembangan bandar udara yang atraktif. a. Attractive airport development.
b. Pengembangan Pasar Bandar Udara yang b. Potential Airport Market Development.
potensial.
c. Pengelolaan bandar udara yang merugi c. Airport management that loses money
secara efektif dan efisien. effectively and efficiently.
d. Akuisisi Bandar Udara UPT (dikelola oleh d. The acquisition of UPT Airport (managed by
Dirjen Perhubungan Udara) yang potensial Directorate General of Air Transportation) is
untuk dikembangkan secara bisnis. potential to be developed in business.
2. Pengembangan Bisnis Non Inti (Non Operasi 2. Non-Core Business Development (Non-
Bandara) Operation of Airport)
Pengembangan bisnis non inti (non operasi Non-core business development (non-
bandara) dilakukan melalui pembentukan/ airport operations) is conducted through the
pengembangan Entitas Anak untuk establishment / development of Subsidiaries to
mengoptimalkan pendapatan bisnis, terutama optimize business revenues, in particular non-
pendapatan non aeronautika. aeronautical revenue.
Terdapat 4 (empat) Entitas Anak yang telah There are 4 (four) Subsidiaries that have been
dibentuk di tahun 2012, sebagai berikut: established in 2012, as follows:
a. Angkasa Pura Property adalah Entitas Anak a. Angkasa Pura Property is a Subsidiary which
yang dibentuk untuk menjalani kegiatan is formed to undertake business activities in
usaha dalam bidang usaha Real Estate the field of Real Estate business related to
berkaitan dengan pengembangan properti; property development;
b. Angkasa Pura Hotels adalah Entitas Anak b. Angkasa Pura Hotels is a Subsidiary which
yang didirikan untuk menangkap peluang was established to capture business
usaha pada bidang perhotelan, restoran, CIP opportunities in the areas of hospitality,
Lounges, dan jasa hospitality lainnya; restaurants, CIP Lounges, and other
hospitality services;

c. Angkasa Pura Logistics adalah Entitas Anak c. Angkasa Pura Logistics is a Subsidiary
yang didirikan untuk memperluas penerapan which was established to extend the
sistem terdapat dalam SBU Terminal kargo application of the system contained in the
ke Bandar Udara yang dikelolanya; SBU cargo Terminal to the Airport under its
management;
d. Angkasa Pura Supports adalah Entitas Anak d. Angkasa Pura Supports is a Subsidiary
yang bergerak dibidang penyediaan fasilitas engaged in the provision of facilities or
atau jasa terutama kepada perusahaan services, especially to the company to the
kepada Perusahaan Induk dalam rangka Parent Company in order to improve Quality
meningkatkan Quality Services. Services.
Pada tahun 2014 PT Angkasa Pura I (Persero) In 2014 PT Angkasa Pura I (Persero) established 1
membentuk 1 (satu) entitas anak yaitu Angkasa (one) subsidiary, Angkasa Pura Retail, which has
Pura Retail yang memiliki fokus kegiatan usaha a focus on business activities in parking business
dalam bidang usaha perparkiran di seluruh lingkup throughout the Company’s business scope.
usaha Perseroan.
Kepemilikan
Saham
98,50% 99,88% 98,00% 99,43% 97,50%
• Berdiri: 9 • Berdiri: 8 • Berdiri: 6 • Berdiri: 6 • Berdiri: 23

Februari 2012 Januari 2012 Januari 2012 Januari 2012 September 2014
• Bidang • Bidang Usaha: • Bidang • Bidang Usaha: • Bidang Usaha:
Usaha: Jasa, penyediaan Usaha: Jasa Pembangunan, retail (duty paid
pembangunan, akomodasi pengurusan perdagangan, and duty free),
pengangkutan pariwisata transportasi dan jasa F&B, marketing
darat, • Established: (freight • Established: communication
perbengkelan, January 6 2012 forwarding) January 6 service, and
percetakan, dan • Business field: • Established: 2012 commercial
perdagangan provision January 6 • Business field: marketing
• Established: of tourism 2012 construction, • Established:
Deskripsi
February 9 accomodation • Business trading, and September 23

2012 field: freight service 2014
• Business forwarding • Business field:
Field: Service, service retail (duty paid
construction, and duty free),
land F&B, marketing
transportation, communicating
printing, and service, and
trading commercial
marketing
3. Diversifikasi Bisnis Terkait 3. Diversification of Related Businesses

Diversifikasi bisnis dilakukan melalui Business diversification is done through equity
penyertaan modal, baik secara minoritas participation, either minority or majority, against
maupun mayoritas, terhadap Perusahaan other companies related to airport operations.
lain yang terkait operasi bandara. Beberapa Some of the companies that have been included
Perseroan yang telah disertakan modal adalah: to capital are: Gapura Angkasa, Perusahaan Jalan
Gapura Angkasa, Perusahaan Jalan Tol Bali, Tol Bali, and Garuda Indonesia. In the future, the
dan Garuda Indonesia. Ke depan, Perseroan Company will continue to optimize revenues
akan terus mengoptimalkan pendapatan dari from companies that have included capital and
perusahaan yang telah disertakan modal dan will see potential equity participation in other
akan melihat potensi penyertaan modal pada potential firms.
perusahaan yang potensial lainnya.

2017 Annual Report
279
PENGEMBANGAN BANDARA DEVELOPMENT OF AIRPORT

PT ANGKASA PURA I (PERSERO) PT ANGKASA PURA I (PERSERO)
Pada tahun 2017, terdapat progres proyek In 2017, there is progress of airport development
pengembangan bandara yang dilakukan oleh PT project conducted by PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) diantaranya proyek such as development project of Ahmad Yani Airport-
pengembangan Bandara Ahmad Yani - Semarang, Semarang, Syamsudin Noor Airport - Banjarmasin,
Bandara Syamsudin Noor - Banjarmasin, dan and New Yogyakarta International Airport Airport.
Bandara New Yogyakarta International Airport. The details are shown in the following table.
Adapun rincian ditampilkan pada tabel berikut.
Proyek Pengembangan Bandara The development project of

Ahmad Yani - Semarang Ahmad Yani Airport - Semarang
Proyek Pengembangan Bandara Ahmad Yani - The development project of Ahmad Yani Airport -
Semarang terdiri atas 3 (tiga) perbaikan fasilitas Semarang is the improvement of 3 (three) facilities
di antaranya terminal, apron, dan kargo. Terminal including terminal, apron and cargo. The terminal
mengalami pengembangan dari 6.708m2 menjadi has expanded from 6,708 m2 to 58,652 m2. Apron
58.652m2. Apron mengalami pengembangan expanded from 29,032 m2 to 79,087 m2 in new
dari 29.032m2 menjadi 79.087m2 di lokasi baru, location, while cargo grew from 10,145 ton / year
sedangkan kargo bertambah dari 10.145 ton/tahun to 16,097 ton/year.
menjadi 16.097 ton/tahun.
Fasilitas Eksisting Pengembangan

Facilities Existing Development
6.708 m2 58.652 m2
Terminal Kapasitas 800.000 pax/tahun Kapasitas 6 mill pax/tahun
Terminal 6,708 m2 58,652 m2
Capacity 800,000 pax/year Capacity 6 mill pax/year
29.032 m2 79.087 m2 (lokasi baru)
Apron 5 pesawat (B737) dan 2 pesawat (ATR) 2 pesawat (B767) dan 10 pesawat (B737)
Apron 29,032 m2 79,087 m2 (new location)
5 plane (B737) and 2 plane (ATR) 2 plane (B767) and 10 plane (B737)
Kargo 10.145 ton/tahun 16.097 ton/tahun
Cargo 10,145 ton/year 16,097 ton/year
Progres Per 31 Desember 2017

Progress As of December, 31 2017
Program Kerja Pelaksana Progres

No
Work Program Executor Progress
Paket 1 100%
Lahan dan Jalan Akses (30 Oktober 2017)
1 PT Hutama Karya dan PT. Nindya Karya (KSO)
Package 1 100%
Land and Access Road (October, 30 2017)
Paket 2 100%
Apron dan Taxiway (per Juli 2016)
2 PT. Pembangunan Perumahan (Persero)
Package 2 100%
Apron and Taxiway (as of July 2016)
Paket 3
Terminal
3 PT. Waskita Karya (Persero) 29.317%
Package 3
Terminal
Paket 4
Bangunan Penunjang
4 Abipraya - Jaya Konstruksi (KSO) Kick Off Meeting
Package 4
Building Support

Proyek Pengembangan Bandara Syamsudin Noor Development Project of Syamsudin Noor-

-Banjarmasin Banjarmasin Airport
Proyek pengembangan Bandara Syamsudin The development project of Syamsudin Noor-

Noor-Banjarmasin terdiri atas 3 (tiga) perbaikan Banjarmasin Airport consists of 3 (three) repair
fasilitas di antaranya terminal, apron, dan kargo. facilities including terminal, apron and cargo.
Terminal mengalami 2 (dua) tahap pengembangan The terminal has 2 (two) developmental stages
dari semula 9.043m2 menjadi 65.284m2 di tahap from 9,043m2 to 65,284m2 in stage 1 and
1 dan mencapai 108.134m2 pada tahap 2 . reach 108,134m2 at stage 2. Apron underwent
Apron mengalami pengembangan dari 80.412m2 development from 80,412 m2 to 125,412m2, while
menjadi 125.412m2, sedangkan kargo mengalami cargo development was 2 (two) stages from 22,297
pengembangan 2 (dua) tahap dari semula 22.297 ton/year to 44,000 ton/ year in stage 1 and reached
ton/tahun menjadi 44.000 ton/tahun pada tahap 1 60,000 ton/year in stage 2.
dan mencapai 60.000 ton/tahun pada tahap 2.
Fasilitas Eksisting Pengembangan

Facilities Existing Development
Tahap 2
9.043 m2 Tahap 1
108.134 m2
Kapasitas 1,3 juta pax/ 65.284 m2
Kapasitas 10 juta pax/tahun
Terminal tahun Kapasitas 6 juta pax/tahun
Phase 2
Terminal 9,043 m2 Phase 1
108,134 m2
Capacity 1.3 juta pax/ 65,284 m2
Capacity 10 million pax/
year Capacity 6 million pax/year
year
80.412 m2
125.412m2
2 pesawat (B747) , 7
2 pesawat (B747), 4 pesawat (B767),
pesawat (B737) dan 3
15 pesawat (B737) dan 4 pesawat (ATR)
Apron pesawat (ATR)
125,412m2
Apron 80,412 m2
2 plane (B747), 4 plane (B767),
2 plane (B747), 7 plane
15 plane (B737) and 4 plane (ATR)
(B737) and 3 plane (ATR)
Tahap 1 Tahap 2
22.297 Ton/Tahun
22,297 Ton/Year
Cargo Phase 1 Phase 2
44,000 ton/year 60,000 ton/year
Proyek Per 31 Desember 2017

Project As of December, 31 2017
Progres Per 31
Desember 2017
Program Kerja Pelaksana
No Progress As of
Work Program Executor
December, 31
2017
Paket 1
Pekerjaan Terminal dan Fasilitas
Proses Pelelangan
Penunjang
1 - The auction
Package 1
process
Terminal and Facilities Works
Support
Paket 2 Pekerjaan Infrastruktur
dan Bangunan Penunjang serta
Apron
2 PT. Nusa Konstruksi Enjiniring 15.907%
Package 2 Infrastructure Work
and Building Support as well
Apron

2017 Annual Report
281
Proyek Pembangunan Bandara Baru Kulon Progo Project New Airport Development of Kulon Progo
Yogyakarta Yogyakarta
Proyek pengembangan Bandara Baru Kulon Progo The development project of Kulon Progo Yogyakarta
Yogyakarta terdiri atas 4 (empat) perbaikan fasilitas New Airport consists of 4 (four) repair facilities
di antaranya terminal, apron, runway, dan kargo. including terminal, apron, runway and cargo. The
Terminal mengalami pengembangan dari semula terminal is expanding from 15,137m2 to 235,000m2.
15.137m2 menjadi 235.000m2. Apron mengalami Apron is developing from 80,412m2 to 371,205 m2,
pengembangan dari 80.412m2 menjadi 371.205 while the runway is developing from the original
m2, sedangkan runway mengalami pengembangan 2,250x45m2 to 3,250x60m2, and the original cargo
dari semula 2.250x45m2 menjadi 3.250x60m2, dan having 894 m2 width has been developed to
kargo yang semula memiliki lebar 894m2 mengalami 12,000m2.
pengembangan menjadi 12.000m2.
Fasilitas Eksisting (Adisutjipto) Pengembangan (Green Field)

Facility Existing (Adisutjipto) Development (Green Field)
15.137 m2 235.000 m2
Terminal Kapasitas 1,2 juta pax/tahun Kapasitas 20 juta pax/tahun
Terminal 15,137 m2 235.000 m2
Capacity 1.2 million pax/year Capacity 20 million pax/year
80.412 m2 371.205 m2
Apron 8 pesawat Narrow Body 22 pesawat
Apron 80,412 m2 371,205 m2
8 plane Narrow Body 22 plane
Runway
2,250x45 m2 3,250 x 60 m2
Runway
L = 894 m2 L = 12.000 m2
Cargo L = 894 m2 L = 12,000 m2
3,002 ton/year 40,300 ton/year
Proyek Per 31 Desember 2017

Progress As of December, 31 2017
Progres Per 31 Des

Program Kerja Konstruksi Pelaksana 2017
No
Construction Work Program Executor Progress As of
December 31, 2017
Pemasangan Pagar Batas Lahan Bandara di
Bandara Baru Yogyakarta - Kulon Progo
PT. Angkasa Pura
1 Installation of Land Fence Limit 52.039%
Property
Airports in New Airport
Yogyakarta - Kulon Progo
Pekerjaan Persiapan
a. Airside
b. Landside PT. Pembangunan Appraisal
2
Preparatory work Perumahan (Persero) Appraisal
a. Airside
b. Landside
Pekerjaan land clearing, Trial DC& Rapid
Impulse Compaction, Trial Pancang
PT. Pembangunan Appraisal
3 Land clearing work, Trial
Perumahan (Persero) Appraisal
DC and Rapid Impulse Compaction,
Trial Pancang
Pekerjaan Konstruksi Airside
dan Landside
4 -
Airside Construction Works
and Landside

TINJAUAN KEUANGAN
Financial Review
Tinjauan keuangan yang akan diuraikan dalam The financial review to be described in this section
bagian ini mengacu pada Laporan Keuangan refers to the Consolidated Financial Statements
Konsolidasian untuk tahun yang berakhir pada for the year ended December 31, 2017 and 2016
tanggal-tanggal 31 Desember 2017 dan 2016 presented in this Annual Report. The Consolidated
yang disajikan dalam buku Laporan Tahunan ini. Financial Statement has been audited by Public
Laporan Keuangan Konsolidasian telah diaudit Accountant Office Djoko, Sidik, and Indra and
oleh Kantor Akuntan Publik Djoko, Sidik, dan Indra received a fair opinion, in all material respects, the
serta mendapat opini wajar, dalam semua hal consolidated financial position of PT Angkasa Pura I
yang material, posisi keuangan konsolidasian PT (Persero) and subsidiaries as of December 31, 2017
Angkasa Pura I (Persero) dan entitas anak tanggal and 2016, changes in equity and cash flows for the
31 Desember 2017 dan 2016, serta hasil usaha, years ended in accordance with Indonesian Financial
perubahan ekuitas dan arus kas konsolidasian untuk Accounting Standards.
tahun-tahun yang berakhir pada tanggal tersebut
sesuai dengan Standar Akuntansi Keuangan di
Indonesia.
KINERJA KEUANGAN FINANCIAL PERFORMANCE
LAPORAN POSISI KEUANGAN CONSOLIDATED FINANCIAL POSITION

KONSOLIDASIAN STATEMENTS
Tabel Laporan Posisi Keuangan Konsolidasian

Table of Consolidated Financial Position Statement (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset Lancar
Current assets
Kas dan Setara Kas
4,146,085,966 4,896,214,996 (750,129,030) (15.32)
Cash and Cash Equivalents
Investasi Jangka Pendek
407,155,975 295,240,648 111,915,327 37.91
Short Term Investment
Piutang Usaha:
Accounts Receivable:
Pihak Ketiga
427,375,259 390,331,307 37,043,952 9.49
Third party
Pihak Berelasi
92,919,624 92,438,942 480,682 0.52
Related Parties
Piutang Lain-Lain:
Other Receivables:
Pihak Ketiga
19,053,290 12,444,652 6,608,638 53.10
Third party

2017 Annual Report
283
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pihak Berelasi
- - - -
Related Parties
Persediaan
68,668,359 40,616,584 28,051,775 69.06
Stock
Uang Muka dan Biaya Dibayar
Dimuka 72,003,022 63,696,013 8,307,009 13.04
Advances and Prepaid Expenses
Pendapatan Yang Masih Harus
Diterima 225,606,033 201,226,696 24,379,337 12.12
Interest Receivables
Pajak Dibayar Dimuka
424,738,175 82,242,218 342,495,957 416.45
Prepaid taxes
Aset Lancar Lain-Lain
13,395,768 10,249,251 3,146,517 30.70
Other Current Assets
Jumlah Aset Lancar
5,897,001,472 6,084,701,307 (187,699,835) (3.08)
Total Current Assets
Aset Tidak Lancar

Non-Current Assets
Aset Pajak Tangguhan
83,863,138 302,019 83,561,119 27,667.50
Deferred Tax Assets
Piutang Jangka Panjang
1,514,072 699,887 814,185 116.33
Long Term Receivables
Dimuka Jangka Panjang
52,741,388 78,216,838 (25,475,450) (32.57)
Advances and Long-Term Prepaid
Expenses
Investasi Jangka Panjang
86,642,338 96,129,584 (9,487,246) (9.87)
Long Term Investment
Properti Investasi
247,036,296 200,785,384 46,250,912 23.03
Investment Properties
Aset Tetap
18,627,786,052 17,155,508,872 1,472,277,180 8.58
Fixed Assets
Aset Tidak Berwujud
48,998,474 44,244,282 4,754,192 10.75
Intangible Assets
Aset Tidak Lancar Lainnya
6,226,600 6,357,781 (131,181) (2.06)
Other Non-Current Assets
Jumlah Aset Tidak Lancar
19,154,808,358 17,582,244,647 1,572,563,711 8.94
Total Non-Current Assets
JUMLAH ASET
25,051,809,830 23,666,945,954 1,384,863,876 5.85
TOTAL ASSETS
Liabilitas Jangka Pendek

Short-Term Liabilities
Beban Yang Masih Harus Dibayar
1,301,138,685 879,355,299 421,783,386 47.97
Accrued Expenses
Utang Usaha:
Accounts payable:

Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pihak Ketiga
1,036,986,826 1,466,479,973 (429,493,147) (29.29)
Third party
Pihak Berelasi
10,812,049 25,130,387 (14,318,338) (56.98)
Related Parties
Utang Non Usaha:
Non-Business Debt:
Pihak Ketiga
1,552,879 16,626,370 (15,073,491) (90.66)
Prepaid income
Pihak Berelasi
- - - -
Related Parties
Pendapatan Diterima Dimuka
97,657,593 87,481,015 10,176,578 11.63
Prepaid income
Utang Pajak
586,915,606 138,440,567 448,475,039 323.95
Tax Debt
Bagian Lancar Utang Bank Jangka
Panjang
720,938,954 749,480,143 (28,541,189) (3.81)
Current Portion of Long-term Bank
Debt
Bagian Lancar Utang Sewa Guna
Usaha - 3,671,688 (3,671,688) (100.00)
Current Portion of Debt Lease
Utang Lancar Lainnya
512,027,654 505,126,209 6,901,445 1.37
Other Current Debts
Jumlah Liabilitas Jangka Pendek
4,268,030,246 3,871,791,651 396,238,595 10.23
Total Short-Term Liabilities
Liabilitas Jangka Panjang

Long-Term Liabilities
Utang Bank
3,665,693,887 4,304,115,030 (638,421,143) (14.83)
Bank Debt
Utang Obligasi dan Sukuk Ijarah
2,992,474,960 2,991,309,839 1,165,121 0.04
Bonds and Sukuk Ijarah Bonds
Utang Sewa Guna Usaha
- 4,616,805 (4,616,805) (100.00)
Debt Lease
Utang Jangka Panjang Lainnya
174,905,265 167,636,205 7,269,060 4.34
Other Long Term Debts
Liabilitas Imbalan Pasca Kerja
549,244,430 329,979,564 219,264,866 66.45
Post-Employment Benefits Liability
Jumlah Liabilitas Jangka Panjang
7,382,318,542 7,797,657,443 (415,338,901) (5.33)
Total Long-Term Liabilities
JUMLAH LIABILITAS
11,650,348,788 11,669,449,094 (19,100,306) (0.16)
TOTAL LIABILITY
EKUITAS
EQUITY
Modal Saham
6,414,412,000 6,414,412,000 - -
Capital Stock
Penyertaan Modal Negara (PMN)
255,096,706 255,096,706 - -
State Equity Participation (PMN)

2017 Annual Report
285
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Bantuan Pemerintah Yang Belum
Ditentukan Statusnya (BPYBDS)
- - - -
Unspecified Government Assistance
Status (BPYBDS)
Pengalihan Aset Tetap Kenavigasian
139,255,232 139,255,232 - -
Transfer of Fixed Assets Navigation
Penghasilan Komprehensif Lain:
Other Comprehensive Income:
Laba Yang Belum Direalisasi atas
Efek 56,260,029 40,144,097 16,115,932 40.15
Unrealized Profits on Securities
Keuntungan (Kerugian) Aktuarial
Imbalan Kerja 17,804,721 (93,018,794) 110,823,515 (119.14)
Actuarial Profit (Loss)
Saldo Laba:
Retained Earning:
Dicadangkan
5,093,757,108 4,080,412,385 1,013,344,723 24.83
Reserved
Laba Tahun Berjalan
1,418,577,150 1,158,800,143 259,777,007 22.42
Current Year Profit
Jumlah Ekuitas Yang Diatribusikan Ke:
Total Equity Attributed To:
13,395,162,946 11,995,101,769 1,400,061,177 11.67
Owner of Parent Company
6,298,096 2,395,091 3,903,005 162.96
Non-Controlling interests
JUMLAH EKUITAS
13,401,461,042 11,997,496,860 1,403,964,182 11.70
TOTAL EQUITY
JUMLAH LIABILITAS DAN EKUITAS
25,051,809,830 23,666,945,954 1,384,863,876 5.85
TOTAL LIABILITY AND EQUITY
25,051,809,830
23,666,945,954
13,401,461,042
11,650,348,788
11,997,496,860
11,669,449,094
2016 2017 2016 2017 2016 2017
Aset Liabilitas Ekuitas

Asset Liability Equity

ASET ASSET
Pada 2017, total aset Perseroan mencapai Rp25,05 In 2017, the total assets of the Company reached
triliun. Mengalami pertumbuhan sebesar Rp1,38 Rp25.05 trillion. Growth of Rp 1.38 trillion or 5.85%
triliun atau sebesar 5,85% dibandingkan 2016 yang compared to 2016 reached Rp23.67 trillion. The
mencapai Rp23,67 triliun. Peningkatan tersebut increase came from the growth of current assets and
berasal dari pertumbuhan aset lancar dan aset non-current assets.
tidak lancar.
Tabel Aset
Table of AssetS (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset Lancar
Current Assets 5,897,001,472 6,084,701,307 (187,699,835) (3.08)
Aset Tidak Lancar
Non-Current Assets 19,154,808,358 17,582,244,647 1,572,563,711 8.94
Jumlah Aset
Total assets 25,051,809,830 23,666,945,954 1,384,863,876 5.85
ASET LANCAR CURRENT ASSETS
Secara total, pada tahun 2017 aset lancar Perseroan In total, in 2017 the company’s current assets
mengalami penurunan sebesar Rp187,7 miliar atau decreased by Rp187.7 billion, or 3.08% from 2016.
sebesar 3,08% dari tahun 2016. Pada tahun 2016 In 2016 total current assets recorded was Rp6.08
total aset lancar tercatat senilai Rp6,08 triliun trillion and in 2017 amounted to Rp 5.89 trillion.
dan tahun 2017 tercatat senilai Rp5,89 triliun. The decline in current assets was primarily due to
Penurunan aset lancar yang utama disebabkan oleh a decrease in cash and cash equivalents amounting
penurunan kas dan setara kas sebesar Rp750,13 to Rp750.13 billion. This decrease was dominated
miliar. Penurunan ini didominasi oleh penurunan by decreases in the balance of funds placements
saldo penempatan dana di bank dalam bentuk in banks in the form of demand deposits, including
giro baik itu mencakup penempatan dalam bentuk both placements in rupiah and foreign currencies
rupiah dan mata uang asing yang diklasifikasikan classified into related entities or third parties. The
ke dalam entitas berelasi maupun pihak ketiga. decrease in current assets was due to the use of
Penurunan aset lancar ini disebabkan karena current assets ie placement of funds in banks for
penggunaan aset lancar yaitu penempatan dana di project financing.
bank untuk pembiayaan proyek.
Tabel Aset Lancar

Table of Current Assets (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Kas dan Setara Kas
4,146,085,966 4,896,214,996 (750,129,030) (15.32)
Cash and Cash Equivalents
Investasi Jangka Pendek
407,155,975 295,240,648 111,915,327 37.91
Short-Term Investment
Piutang Usaha
520,294,883 482,770,249 37,524,634 7.77
Accounts Receivable

2017 Annual Report
287
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Piutang Lain-Lain
19,053,290 12,444,652 6,608,638 53.10
Other Receivables
Persediaan
68,668,359 40,616,584 28,051,775 69.06
Stock
Uang Muka dan Biaya Dibayar Dimuka
72,003,022 63,696,013 8,307,009 13.04
Advances and Prepaid Expenses
Pendapatan Yang Masih Harus Diterima
225,606,033 201,226,696 24,379,337 12.12
Interest Receivables
Pajak Dibayar Dimuka
424,738,175 82,242,218 342,495,957 416.45
Prepaid Taxes
Aset Lancar Lain-Lain
13,395,768 10,249,251 3,146,517 30.70
Other Current Assets
Jumlah Aset Lancar

5,897,001,472 6,084,701,307 (187,699,835) (3.08)
Total Current Assets
Kas dan Setara Kas Cash and Cash Equivalents

Posisi kas dan setara kas mengalami penurunan Cash and cash equivalents decreased by Rp750.12
sebesar Rp750,12 miliar atau sebesar 15,32% dari billion or 15.32% from Rp4.90 trillion in 2016 to
senilai Rp4,90 triliun di tahun 2016 menjadi Rp4,15 Rp4.15 trillion in 2017, with cash details of Rp1.66
triliun di tahun 2017, dengan rincian kas tunai billion, placements with banks in a checking account
senilai Rp1,66 miliar, penempatan pada bank dalam form worth Rp733.44 billion and Rp3.41 trillion in
bentuk rekening giro senilai Rp733,44 miliar dan deposits.
deposito senilai Rp3,41 triliun.
Investasi Jangka Pendek Short-Term Investment

Investasi jangka pendek mengalami peningkatan Short-term investments increased by Rp111.91
sebesar Rp111,91 miliar atau sebesar 37,91%. billion or 37.91%. In 2016 the acquisition of short-
Pada tahun 2016 perolehan investasi jangka term investments amounted to Rp295.24 billion
pendek sebesar Rp295,24 miliar dan mengalami and increased in 2017 to Rp407.15 billion. Short-
peningkatan di tahun 2017 menjadi Rp407,15 term investments consist of time deposits of 0 to 3
miliar. Investasi jangka pendek terdiri dari deposito months amounting to Rp10.20 billion, available-for-
berjangka waktu 0 sampai dengan 3 bulan sebesar sale bonds of Rp19.17 billion and mutual funds of
Rp10,20 miliar, obligasi yang tersedia untuk dijual Rp377.7 billion.
sebesar Rp19,17 miliar, dan reksadana sebesar
Rp377,7 miliar.
Piutang Usaha Accounts Receivable

Piutang usaha mengalami peningkatan sebesar Account receivables increased by Rp37.52 billion or
Rp37,52 miliar atau 7,77% dari senilai Rp482,77 7.77% from Rp482.77 billion in 2016 to Rp520.29
miliar di tahun 2016 menjadi Rp520,29 miliar di billion in 2017.
tahun 2017.
Piutang Lain-Lain Other Receivables

Piutang lain-lain mengalami peningkatan sebesar Other receivables increased by Rp6.61 billion or
tahun 2017.

Persediaan Stock
Persediaan mengalami peningkatan sebesar The inventory increased by Rp28.05 billion or
tahun 2017.
Uang Muka dan Biaya Dibayar Dimuka Advances and Prepaid Expenses
Uang Muka dan Biaya dibayar dimuka mengalami Advances and Prepaid Expenses increased by
peningkatan sebesar Rp8,31 miliar atau 13,04% dari Rp8.31 billion or 13.04% from Rp63.69 billion in
senilai Rp63,69 miliar di tahun 2016 menjadi Rp72 2016 to Rp72 billion in 2017.
miliar di tahun 2017.
Pendapatan Yang Masih Akan Diterima Accrued Revenue

Pendapatan yang masih akan diterima mengalami Accrued revenue experienced an increase by
peningkatan sebesar Rp24,37 miliar atau 12,12% Rp24.37 billion or 12.12% from Rp201.2 billion in
dari senilai Rp201,2 miliar di tahun 2016 menjadi 2016 to Rp225.61 billion in 2017
Rp225,61 miliar di tahun 2017.
Pajak Dibayar Dimuka Prepaid Taxes

Pajak dibayar dimuka mengalami peningkatan Prepaid taxes increased by Rp342.49 billion, or
sebesar Rp342,49 miliar atau 416,45% dari senilai 416.45% from Rp82.24 billion in 2016 to Rp424.74
Rp82,24 miliar di tahun 2016 menjadi Rp424,74 billion in 2017.
Aset Lancar Lainnya Other Current Assets

Aset lancar lainnya mengalami peningkatan sebesar Other current assets increased by Rp3.14 billion or
tahun 2017.
ASET TIDAK LANCAR NON-CURRENT ASSETS
Jumlah aset tidak lancar yang dibukukan pada Total non-current assets recorded in 2017 amounted
2017 adalah senilai Rp19,15 triliun, meningkat to Rp19.15 trillion, an increase of Rp1.57 trillion,
sebesar Rp1,57 triliun atau 8,94% dari jumlah or 8.94% of the total recorded in 2016 of Rp17.58
yang tercatat di tahun 2016 yaitu sebesar Rp17,58 trillion. Non-current assets growth was dominated
triliun. Pertumbuhan aset tidak lancar didominasi by fixed asset growth of Rp1.47 trillion consisting
oleh adanya pertumbuhan aset tetap yang tumbuh of additional fixed assets of Rp1.25 billion, field
sebesar Rp1,47 triliun yang terdiri dari penambahan building of Rp21.03 billion, buildings valued at
aset tetap tanah sebesar Rp1,25 miliar, bangunan Rp208.9 billion, vehicles of Rp53, 56 billion,
lapangan sebesar Rp21,03 miliar, gedung-gedung equipment worth Rp64,15 billion, and assets in
senilai Rp208,9 miliar, kendaraan sebesar Rp53,56 progress amounting to Rp1,18 trillion.
miliar, peralatan senilai Rp64,15 miliar, dan aset
dalam penyelesaian sebesar Rp1,18 triliun.

2017 Annual Report
289
Tabel Aset Tidak Lancar

Table of Non-Current Assets (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset Pajak Tangguhan
83,863,138 302,019 83,561,119 27.667.50
Deferred Tax Assets
Piutang Jangka Panjang
1,514,072 699,887 814,185 116.33
Long Term Receivables
Dimuka Jangka Panjang
52,741,388 78,216,838 (25,475,450) (32.57)
Advances and Long-Term
Prepaid Expenses
Investasi Jangka Panjang
86,642,338 96,129,584 (9,487,246) (9.87)
Long Term Investment
Properti Investasi
247,036,296 200,785,384 46,250,912 23.03
Investment Properties
Aset Tetap
18,627,786,052 17,155,508,872 1,472,277,180 8.58
Fixed Assets
Aset Tidak Berwujud
48,998,474 44,244,282 4,754,192 10.75
Intangible Assets
Aset Tidak Lancar Lainnya
6,226,600 6,357,781 (131,181) (2.06)
Other Non-current Assets
Jumlah Aset Tidak Lancar
19,154,808,358 17,582,244,647 1,572,563,711 8.94
Total Non-Current Assets
Aset Pajak Tangguhan Deferred Tax Assets

Aset pajak tangguhan mengalami peningkatan Deferred tax assets increased by Rp83.56 billion
sebesar Rp83,56 miliar atau 27.667,5% dari senilai or 27,667.5% from Rp302,02 million in 2016 to
Rp302,02 juta di tahun 2016 menjadi Rp83,86 Rp83.86 billion in 2017.
Piutang Jangka Panjang Long Term Receivables

Piutang jangka panjang mengalami peningkatan Long-term receivables increased by Rp814.18
sebesar Rp814,18 juta atau 116,33% dari senilai million or 116.33% from Rp699.89 million in 2016
Rp699,89 juta di tahun 2016 menjadi Rp1,51 miliar to Rp1.51 billion in 2017.
di tahun 2017.
Uang Muka dan Biaya dibayar dimuka Jangka Long Term Advance and Prepaid Expenses
Panjang
Uang muka dan biaya dibayar dimuka jangka Advances and long-term prepaid expenses decreased
panjang mengalami penurunan sebesar Rp25,47 by Rp25.47 billion or 32.57% from Rp78.22 billion
miliar atau 32,57% dari senilai Rp78,22 miliar di in 2016 to Rp52.74 billion in 2017.
tahun 2016 menjadi Rp52,74 miliar di tahun 2017.
Investasi Jangka Panjang Long Term Investment

Investasi jangka panjang mengalami penurunan Long-term investments decreased by Rp9.48 billion
sebesar Rp9,48 miliar atau 9,87% dari senilai or 9.87% from Rp96.12 billion in 2016 to Rp86.64

Properti Investasi Investment Properties

Properti Investasi mengalami kenaikan sebesar Investment properties increased by Rp46.25
Rp46,25 miliar atau 23,03% dari senilai Rp200,78 billion or 23.03% from Rp200.78 billion in 2016 to
miliar di tahun 2016 menjadi Rp247,03 miliar di Rp247.03 billion in 2017.
tahun 2017.
Aset Tetap Fixed Assets

Aset tetap mengalami kenaikan sebesar Rp1,47 Property assets increased by Rp1.47 trillion or
triliun atau 8,58% dari senilai Rp17,15 triliun di 8.58% from Rp17.15 trillion in 2016 to Rp18.62
tahun 2016 menjadi Rp18,62 triliun di tahun 2017. trillion in 2017.
Aset Tidak Berwujud Intangible Assets

Aset tidak berwujud mengalami kenaikan sebesar Intangible assets increased by Rp4.75 billion or
miliar di tahun 2016 menjadi Rp48,9 miliar di tahun billion in 2017.
2017.
Aset Tidak Lancar Lainnya Other Non-current Assets

Aset tidak lancar lainnya mengalami penurunan Other non-current assets decreased by Rp131.18
sebesar Rp131,18 juta atau 2,06% dari senilai million, or 2.06% from Rp6.36 billion in 2016 to
Rp6,36 miliar di tahun 2016 menjadi Rp6,23 miliar Rp6.23 billion in 2017.
di tahun 2017.
LIABILITAS LIABILITY
Liabilitas Perseroan di 2017 mencapai Rp11,65 The Company's liabilities in 2017 reached Rp11.65
triliun, mengalami penurunan sebesar Rp19,10 trillion, a decrease of Rp19.10 billion or 0.16% from
miliar atau 0,16% dari tahun 2016 yang sebesar 2016 amounting to Rp11.67 trillion. The decline was
Rp11,67 triliun. Penurunan tersebut diakibatkan due to short-term liabilities decreased by 5.33%.
karena liabilitas jangka pendek menurun sebesar
5,33%.
Tabel Liabilitas
Table of Liability (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
4,268,030,246 3,871,791,651 396,238,595 10.23
Short-term Liabilities
7,382,318,542 7,797,657,443 (415,338,901) (5.33)
Jumlah Liabilitas
11,650,348,788 11,669,449,094 (19,100,306) (0.16)
Total Liabilities
LIABILITAS JANGKA PENDEK SHORT-TERM LIABILITIES
Liabilitas jangka pendek pada tahun 2017 tercatat Short-term liabilities in 2017 stood at Rp4.26
sebesar Rp4,26 triliun, meningkat 10,23% atau trillion, an increase of 10.23% or Rp396.23 billion
sebesar Rp396,23 miliar dari tahun 2016 yang from 2016 at Rp3.87 trillion. The increase was due
tercatat sebesar Rp3,87 triliun. Kenaikan ini to accrued expenses growth of Rp421.78 billion,
disebabkan adanya pertumbuhan beban yang masih or 47.97%, and tax debt which grew by Rp448.47
harus dibayar sebesar Rp421,78 miliar atau 47,97% billion or 323.95% from 2016 of Rp138.44 billion.
dan utang pajak yang tumbuh sebesar Rp448,47 miliar
atau 323,95% dari tahun 2016 sebesar Rp138,44 miliar.

2017 Annual Report
291
Tabel Liabilitas Jangka Pendek

Table of Short-Term Liabilities (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Beban Yang Masih Harus Dibayar
1,301,138,685 879,355,299 421,783,386 47.97
Accrued Expenses
Utang Usaha
1,047,798,875 1,491,610,360 (443,811,485) (29.75)
Accounts Payable
Utang Non Usaha
1,552,879 16,626,370 (15,073,491) (90.66)
Non-Business Debt
Pendapatan Diterima Dimuka
97,657,593 87,481,015 10,176,578 11.63
Prepaid Income
Utang Pajak
586,915,606 138,440,567 448,475,039 323.95
Tax Debt
Bagian Bank dari Utang Bank
Jatuh Tempo
720,938,954 753,151,831 (28,541,189) (3.81)
Bank Section of Bank Loan
Maturity Date
Utang Lancar Lainnya
512,027,654 505,126,209 6,901,445 1.37
Other Current Debts
Jumlah Liabilitas Jangka Pendek
4,268,030,246 3,871,791,651 396,238,595 10.23
Total Short-Term Liabilities
Beban Yang Masih Harus Dibayar Accrued Expenses

Beban yang masih harus dibayar mengalami Accrued expenses increased by Rp421.78 billion or
kenaikan sebesar Rp421,78 miliar atau 47,97% 47.97% from Rp879.35 billion in 2016 to Rp1.30
dari senilai Rp879,35 miliar di tahun 2016 menjadi trillion in 2017.
Rp1,30 triliun di tahun 2017.
Utang Usaha Accounts Payable

Utang usaha mengalami penurunan sebesar Accounts payable decreased by Rp443.81 billion
Rp443,81 miliar atau 29,75% dari senilai Rp1,49 or 29.75% from Rp1.49 trillion in 2016 to Rp1,05
triliun di tahun 2016 menjadi Rp1,05 triliun di tahun trillion in 2017.
2017.
Utang Non Usaha Non-Business Debt

Utang non usaha mengalami penurunan sebesar Non-operating debt decreased by Rp15.07 billion
Rp15,07 miliar atau 90,66% dari senilai Rp16,62 or 90.66% from Rp16.62 billion in 2016 to Rp1.55
miliar di tahun 2016 menjadi Rp1,55 miliar di tahun billion in 2017.
2017.
Pendapatan Diterima Dimuka Deferred income

Pendapatan diterima dimuka mengalami kenaikan Deferred income increased by Rp10.17 billion or
Utang Pajak Tax Debt

Utang pajak mengalami kenaikan sebesar Rp448,47 Tax debt increased by Rp448.47 billion or 323.95%
miliar atau 323,95% dari senilai Rp138,44 miliar di from Rp138.44 billion in 2016 to Rp586.91 billion
tahun 2016 menjadi Rp586,91 miliar di tahun 2017. in 2017.

Bagian Bank dari Utang Bank Jatuh Tempo Bank Section of Bank Loan Maturity Date
Bagian lancar utang bank jangka panjang mengalami Current portion of long-term bank debt decreased
penurunan sebesar Rp28,54 miliar atau 3,81% dari by Rp28.54 billion or 3.81% from Rp749.48 billion
senilai Rp749,48 miliar di tahun 2016 menjadi in 2016 to Rp720.93 billion in 2017.
Utang Lancar Lainnya Other Current Debts

Utang lancar lainnya mengalami kenaikan sebesar Other current debt increased by Rp6.90 billion or
tahun 2017.
LIABILITAS JANGKA PANJANG LONG-TERM LIABILITY
Perseroan mencatat liabilitas jangka panjang The Company recorded long-term liabilities of
sebesar Rp7,38 triliun di tahun 2017, mengalami Rp7.38 trillion in 2017, a decreased of 5.33% or
penurunan sebesar 5,33% atau sebesar Rp415,33 Rp415.33 billion from Rp6.79 trillion in 2016. The
miliar dari tahun 2016 yang tercatat sebesar Rp7,79 decrease was due to a decrease in bank debt balance
triliun. Penurunan tersebut disebakan adanya by Rp638.42 billion or 14.83% from 2016, while in
penurunan saldo utang bank sebesar Rp638,42 2016 it was recorded at Rp4.30 trillion and in 2017
miliar atau 14,83% dari tahun 2016, sedangkan it fell to Rp3.66 trillion.
pada tahun 2016 tercatat sebesar Rp4,30 triliun
dan tahun 2017 turun menjadi Rp3,66 triliun.
Tabel Liabilitas Jangka Panjang

Table of Long-Term Liabilities (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Utang Bank (14.83)
Bank Debt 3,665,693,887 4,304,115,030 (638,421,143)
Utang Obligasi dan Sukuk Ijarah 0.04
Bonds and Sukuk Ijarah Bonds 2,992,474,960 2,991,309,839 1,165,121
Utang Jangka Panjang Lainnya 4.34
Other Long-Term Debts 174,905,265 167,636,205 7,269,060
Liabilitas Imbalan Pasca Kerja 66.45
Post-Employment Benefits
Liability 549,244,430 329,979,564 219,264,866
Jumlah Liabilitas Jangka Panjang (5.33)
Total Long-Term Liabilities
7,382,318,542 7,797,657,443 (415,338,901)
Utang Bank Bank Debt

Utang bank mengalami penurunan sebesar Bank debt decreased by Rp638.42 billion or 14.83%
Rp638,42 miliar atau 14,83% dari senilai Rp4,30 from Rp4.30 trillion in 2016 to Rp3.66 trillion in
triliun di tahun 2016 menjadi Rp3,66 triliun di tahun 2017.
2017.
Utang Obligasi dan Sukuk Ijarah Bonds and Sukuk Ijarah Bonds
Utang obligasi dan sukuk ijarah mengalami kenaikan Bonds and ijarah bonds increased by Rp1,16 billion
sebesar Rp1,16 miliar atau 0,04% dari senilai Rp2,99 or 0.04% from Rp2,99 trillion in 2016 to Rp2,99
triliun di tahun 2016 menjadi Rp2,99 triliun di tahun trillion in 2017.
2017.

2017 Annual Report
293
Utang Jangka Panjang Lainnya Other Long-Term Debts

Utang jangka panjang lainnya mengalami kenaikan Other long-term debt increased by Rp7.26 billion or
Liabilitas Imbalan Kerja Jangka Panjang Long-Term Employee Benefits Libialities

Liabilitas imbalan kerja jangka panjang mengalami Long-term employee benefits liabilities increased by
kenaikan sebesar Rp219,26 miliar atau 66,45% Rp219.26 billion, or 66.45% from Rp329.97 billion
dari senilai Rp329,97 miliar di tahun 2016 menjadi in 2016 to Rp549.24 billion in 2017.
EKUITAS EQUITY
Pada tahun 2017, ekuitas Perseroan mencapai In 2017, the company’s equity reached Rp13.40
Rp13,40 triliun, mengalami peningkatan sebesar trillion, an increase of 11.7% compared to 2016 of
11,7% dibandingkan tahun 2016 sebesar Rp11,99 Rp11.99 trillion. The increase was mainly due to
triliun. Kenaikan tersebut terutama disebabkan an increase in retained earnings of Rp5.09 trillion
oleh kenaikan saldo laba yaitu saldo laba yang retained earnings or an increase of 24.83% from
dicadangkan sebesar Rp5,09 triliun atau meningkat 2014 amounting to Rp4.08 trillion and current
sebesar 24,83% dari tahun 2016 sebesar Rp4,08 income amounting to Rp1.41 trillion, which
triliun, dan laba tahun berjalan senilai Rp1,41 triliun increased by Rp259.77 billion or 22.42% from 2016
yang meningkat sebesar Rp259,77 miliar atau worth Rp1.16 trillion.
22,42% dari tahun 2016 senilai Rp1,16 triliun.
Tabel Ekuitas
Table of Equity (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Modal Saham
6,414,412,000 6,414,412,000 - -
Capital Stock
Setoran Modal Lainnya
Other Capital Deposits
Penyertaan Modal Negara
255,096,706 255,096,706 - -
State Equity Participation
Bantuan Pemerintah Yang Belum
Ditentukan Statusnya (BPYBDS)
- - -
Unspecified Government
Assistance Status (BPYBDS)
Pengalihan Aset Tetap
Kenavigasian -
- - -
Transfer of Fixed Assets
Navigation
Nilai Buku Aset Tetap
Kenavigasian
(269,138,292) (269,138,292) - -
Value of Fixed Assets Book
Navigation

Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Akumulasi Penyusutan Aset
Tetap Kenavigasian dari BPYBDS
Accumulated Depreciation of 408,393,524 408,393,524 - -
Fixed Assets Navigation from
BPYBDS
Penghasilan Komprehensif Lain
Other Comprehensive Income
Laba Yang Belum Direalisasi
atas Efek 56,260,029 40,144,097 16,115,932 40.15
Unrealized Profits on Securities
Keuntungan (Kerugian) Aktuarial
Imbalan Pasca Kerja
17,804,721 (93,018,794) 110,823,515 119.14
Actuarial Benefits (Losses) on
Post-Employment Benefits
Saldo Laba
Retained Earning
Dicadangkan
5,093,757,108 4,080,412,385 1,013,344,723 24.83
Reserved
Laba Tahun Berjalan
1,418,577,150 1,158,800,143 259,777,007 22.42
Current Year Profit
Jumlah Ekuitas Yang
Diatribusikan Ke Entitas Induk
13,395,162,946 11,995,101,769 1,400,061,177 11.67
Amount of Equity Attributed To
Parent Entity
6,298,096 2,395,091 3,903,005 162.96
Jumlah Ekuitas
13,401,461,042 11,997,496,860 1,403,964,182 11.70
Total Equity
Modal Saham Capital Stock

Modal Dasar Perseroan sebesar Rp12.000.000.000 Authorized Capital of the Company amounting to
yang terbagi atas 12.000.000 saham, dengan nilai Rp12,000,000,000 divided into 12,000,000 shares,
nominal Rp1.000.000 (Rupiah penuh) per saham. with par value of Rp1,000,000 (full amount) per
Modal ditempatkan dan disetor menjadi sebesar share. The issued and paid up capital amounted to
Rp6.414.412.000 atau sebanyak 6.414.412 saham, Rp6,414,412,000 or as many as 6,414,412 shares,
dengan cara penambahan penyertaan modal Negara with the addition of capital participation of the
Republik Indonesia sebesar Rp2.926.166.059 sesuai Republic of Indonesia amounting to Rp2,926,166,059
Peraturan Pemerintah (PP) No. 8 Tahun 2014 dan in accordance with Government Regulation (PP) No.
dari cadangan modal sebesar Rp940. 8 Year 2014 and from capital reserves amounting
to Rp940.
Penyertaan Modal Negara State Equity Participation

Penambahan penyertaan pada tahun 2016 sebesar The additional investment in 2016 amounting to
Rp255.096.706 adalah Penambahan Penyertaan Rp255,096,706 was the addition of State Equity
Modal Negara yang berasal dari BPYBDS sesuai Participation from BPYBDS in accordance with
Peraturan Pemerintah No. 25 Tahun 2016 tanggal Government Regulation no. 25 Year 2016 dated
27 Juni 2016. June 27, 2016.

2017 Annual Report
295
Bantuan Pemerintah Yang Belum Ditentukan Unspecified Government Assistance Status

Statusnya (BPYBDS) (BPYBDS)
Pengurangan bantuan pemerintah yang belum The reduction of unspecified government assistance
ditentukan statusnya tahun 2016 adalah pengalihan in 2016 was the transfer of the listing to the addition
pencatatan menjadi penambahan penyertaan of Government participation through Government
Pemerintah melalui Peraturan Pemerintah Republik Regulation of the Republic of Indonesia no. 25 year
Indonesia No. 25 tahun 2016 tanggal 27 Juni 2016 dated June 27, 2016 concerning the addition
2016 tentang Penambahan Penyertaan Modal of State Equity Participation of the Republic of
Negara Republik Indonesia ke dalam Modal Saham Indonesia into the Company’s Share Capital (Persero)
Perseroan Perseroan (Persero) Angkasa Pura I. Angkasa Pura I.
Saldo Laba - Dicadangkan Retained Earning - Reserved

Saldo Laba yang dicadangkan terdiri dari saldo The retained earning put into reserved consists
awal ditambahkan dengan jumlah penambahan of the beginning balance added to the amount of
cadangan yang dialokasikan dari laba tahun lalu reserves allocated from last year’s earnings after
setelah dikurangi dividen. Jumlah saldo laba yang deducting the dividends. The amount of retained
dicadangkan adalah Rp5,09 triliun. earnings is Rp5.09 trillion.
Saldo Laba - Laba Periode Berjalan Retained Earning - Current Period Profit
Pada tahun 2017 laba bersih tahun berjalan tercatat In 2017 the net profit for the current year was
sebesar Rp1,42 triliun, mengalami peningkatan recorded at Rp1.42 trillion, an increase of Rp259.78
sebesar Rp259,78 miliar atau 22,42% dibandingkan billion, or 22.42% compared to 2016 of Rp1.16
tahun 2016 sebesar Rp1,16 triliun. trillion.
Kepentingan non pengendali Non-controlling interests

Rincian kepentingan non pengendali terdiri atas The details of non controlling interest consist
ekuitas dan bagian atas hasil bersih entitas anak of equity and the net proceeds of consolidated
yang dikonsolidasi dengan jumlah senilai Rp6,29 subsidiaries with total amount of Rp6.29 billion.
miliar.
LAPORAN LABA RUGI DAN STATEMENT OF INCOME AND OTHER

PENGHASILAN KOMPREHENSIF LAIN CONSOLIDATED COMPREHENSIVE
KONSOLIDASIAN EARNING
Tabel Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Table of Income and Other Consolidated Comprehensive Earning (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Usaha
7,194,347,534 6,138,271,899 1,056,075,635 17.20
Operating revenues
Beban Usaha
5,306,847,559 4,488,862,083 817,985,476 18.22
Operating expenses
Laba Usaha
1,887,499,975 1,649,409,816 238,090,159 14.43
Operating profit
Pendapatan dan (Beban) Non Usaha 30.28
(98,002,600) (140,557,060) 42,554,460
Non Operating Income (Expenses)
Laba Sebelum Taksiran Pajak
Penghasilan Badan 1,789,497,375 1,508,852,756 280,644,619 18.60
Income Before Corporate Income Tax

Total Pajak Penghasilan

369,144,323 349,275,602 19,868,721 5.69
Total Income Tax
Laba Bersih Tahun Berjalan
1,420,353,052 1,159,577,154 260,775,898 22.49
Net Income of Current Year
Jumlah Laba Komprehensif Lain
126,939,447 (22,661,215) 149,600,662 660.16
Total other comprehensive income
Laba Komprehensif Tahun Berjalan
1,547,292,499 1,136,915,939 410,376,560 36.10
Comprehensive Income for The Year
Laba Diatribusikan Kepada
Profit Attributed To
1,418,577,150 1,158,800,143 259,777,007 22.42
Kepentingan Non Pengendali 128.56
1,775,902 777,011 998,891
Laba Komprehensif Diatribusikan
Kepada
Comprehensive Profit Attributed To
1,545,516,597 1,136,138,928 409,377,669 36.03
1,775,902 777,011 998,891 128.56
Laba bersih per saham dasar
(dalam Rupiah Penuh) 221,43 180,78 41 22.49
Net earnings per share (in Full Rupiah)
Grafik Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Graphic of Income and Other Consolidated Comprehensive Earning
7,194,347,534
6,138,271,899 2017 2016
5,306,847,559
4,488,862,083
1,887,499,975 1,789,497,375
1,136,915,939
1,649,409,816 1,508,852,756 1,159,577,154 1,420,353,052 1,547,292,499
369,144,323
349,275,602 1,420,353,052
Pendapatan Beban Laba Laba Total Laba Laba

(98,002,600) (22,661,215)
Usaha Usaha Usaha Sebelum Pajak Bersih Komprehensif
(140,557,060)
Operating Operating Operating Taksiran Penghasilan Tahun Tahun
revenues expenses profit Income Before Total Income Berjalan Berjalan
Pendapatan
Corporate Income Tax Net Income Jumlah Comprehensive
dan (Beban)
Tax of Current Laba Income for The
Non Usaha
Year Komprehensif Year
Non Operating
Lain
Income (Expenses)
Total other
comprehensive
income
PENDAPATAN USAHA OPERATING REVENUES
Pendapatan Usaha Perseroan mengalami kenaikan The Company’s operating revenues increased by
sebesar Rp1,06 triliun atau 17,20%, dari Rp6,14 Rp1.06 trillion or 17.20% from Rp6.14 trillion in
triliun di 2016 menjadi Rp7,19 triliun di 2017. 2016 to Rp7.19 trillion in 2017. This increase was
Kenaikan ini berasal dari kenaikan pendapatan attributable to the increase in aeronautical revenues
aeronautika dan pendapatan non aeronautika. and non-aeronautical revenues.

2017 Annual Report
297
Tabel Pendapatan Usaha

Table of Operating Revenues (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Aeronautika
4,285,785,189 3,612,288,026 673,497,163 18.64
Aeronautical revenues
Pendapatan Non Aeronautika
2,908,562,345 2,525,983,873 382,578,472 15.15
Non Aeronautical Revenue

Jumlah Pendapatan Usaha
7,194,347,534 6,138,271,899 1,056,075,635 17.20
Number of Operating revenues
PENDAPATAN AERONAUTIKA AERONAUTICAL REVENUES

Pendapatan aeronautika Perseroan mengalami The Company’s aeronautical revenues increased
peningkatan sebesar Rp673,50 miliar atau by Rp673.50 billion, an increase of 18.64%, from
meningkat 18,64%, dari Rp3,61 triliun di 2016 Rp3.61 trillion in 2016 to Rp4.29 trillion in 2017.
menjadi Rp4,29 triliun di 2017. Peningkatan Increase in Aeronautical revenues was dominated by
pendapatan aeronautika didominasi oleh tingginya high revenue in Airline Passenger Service (PJP2U) .
kenaikan pendapatan pada bidang Pelayanan Jasa The increase in PJP2U in 2017 reached Rp629.46
Penumpang Pesawat Udara (PJP2U). Kenaikan billion or 22.70% from Rp2.77 trillion in 2016 to
PJP2U di tahun 2017 mencapai Rp629,46 miliar Rp3.40 trillion in 2016.
atau 22,70% dari Rp2,77 triliun di 2016 menjadi
Rp3,40 triliun di 2016.
Tabel Pendapatan Aeronautika

Table of Aeronautical Revenue (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
PJP4U (Pelayanan Jasa dan
Pendaratan dan Penyimpanan
Pesawat Udara/PJP4U
574,447,311 525,538,196 48,909,115 9.31
PJP4U (Aircraft Service and
Landing and Aircraft Storage/
PJP4U
PJP2U (Pelayanan Jasa
Penumpang Pesawat Udara)/
PJP2U 3,401,969,489 2,772,510,513 629,458,976 22.70
PJP2U (Aircraft Passenger
Service)/PJP2U
Pemakaian Aviobridge
137,776,838 133,823,660 3,953,178 2.95
Use of Aviobridge
Pemakaian Counter
113,527,631 105,762,864 7,764,767 7.34
Counter Usage
Pemakaian Baggage Handling
System (BHS/HBS)
58,063,920 74,652,793 (16,588,873) (22.22)
Use of Baggage Handling System
(BHS/HBS)
Jumlah Pendapatan Aeronautika
4,285,785,189 3,612,288,026 673,497,163 18.64
Total Aeronautical Revenues

PENDAPATAN NON AERONAUTIKA NON AERONAUTICAL REVENUES

Pendapatan non aeronautika mengalami Non-aeronautical revenues increased by Rp382.58
peningkatan sebesar Rp382,58 miliar atau 15,15% billion or 15.15% from Rp2.53 trillion in 2016 to
dari Rp2,53 triliun di 2016 menjadi Rp2,91 triliun Rp2.91 trillion in 2017. Non-aeronautical revenue
di 2017. Pertumbuhan pendapatan non aeronautika growth in particular came from warehousing
khususnya berasal dari pendapatan pergudangan revenue that grew by Rp138.93 billion or 45.87 %
warehousing yang tumbuh Rp138,93 miliar atau and concession income grew by Rp32.28 or 11.66%.
45,87% dan pendapatan konsesi yang tumbuh
Rp32,28 atau 11,66%.
Tabel Pendapatan Non Aeronautika

Table of Non Aeronautical Revenue (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pemakaian Telepon, Listrik, Air,
Parkir, Anjungan dan Kartu Pas
335,052,570 250,018,395 85,034,175 34.01
Use of Telephone, Electricity, Water,
Parking, Pavilion and Passing Card
Sewa - Sewa
577,628,369 581,302,274 (3,673,905) (0.63)
Rental
Pemakaian Ruang Tunggu
114,123,735 96,726,698 17,397,037 17.99
Waiting Room Usage
Konsesi
1,267,167,188 1,134,882,845 132,284,343 11.66
Concession
Event dan Promosi
35,066,205 27,670,233 7,395,972 26.73
Event and Promotion
Pergudangan Warehousing
441,827,240 302,899,398 138,927,842 45.87
Warehousing
Jasa Pemeliharaan dan Perbaikan
67,654,833 84,476,395 (16,821,562) (19.91)
Maintenance and Repair Service
Jasa Lain
70,042,205 48,007,635 22,034,570 45.90
Other Services
Jumlah Pendapatan Non Aeronautika
2,908,562,345 2,525,983,873 382,578,472 15.15
Total Non-Aeronautical Income
BEBAN USAHA
OPERATING EXPENSES
Beban usaha mengalami peningkatan sebesar Operating expenses increased by Rp817.98 billion,
Rp817,98 miliar atau 18,22% dari Rp4,49 triliun di or 18.22%, from Rp4.49 trillion in 2016 to Rp5.31
2016 menjadi Rp5,31 triliun di 2017. Pertumbuhan trillion in 2017. Operating expenses grew primarily
beban operasional terutama berasal dari beban from post-employment benefits, personnel
imbalan pasca kerja, beban pegawai, beban expenses, other direct costs and maintenance
langsung lainnya, dan beban pemeliharaan. Beban expenses . Post-employment benefits cost is the
imbalan pasca kerja merupakan komponen beban component of operating expenses which contributed
usaha yang menyumbangkan kenaikan paling tinggi the highest increase of Rp371.42 billion or 470.78%
yaitu sebesar Rp371,42 miliar atau 470,78% dari from Rp78.89 trillion in 2016 to Rp450.31 trillion
Rp78,89 triliun di 2016 menjadi Rp450,31 triliun di in 2017.
2017.

2017 Annual Report
299
Tabel Beban Usaha

Table of Operating Expenses (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Beban Pegawai
1,285,493,560 1,078,993,793 206,499,767 19.14
Employee Expense
Beban Pemeliharaan
335,288,374 258,006,427 77,281,947 29.95
Maintenance Expense
Beban Pemakaian Persediaan
47,353,214 40,408,579 6,944,635 17.19
Usage of Inventory Expense
Beban Utilitas
321,805,199 316,507,854 5,297,345 1.67
Utility Expense
Beban Sewa
58,533,863 44,935,860 13,598,003 30.26
Rental Expense
Beban Umum dan Administrasi
643,624,045 688,573,717 (44,949,672) (6.53)
General and Administrative Expense
Beban Pajak
254,187,627 206,259,651 47,927,976 23.24
Tax Expense
Beban Asuransi
27,466,557 15,986,366 11,480,191 71.81
Insurance Expense
Beban Low Value Asset
19,178,858 15,378,917 3,799,941 24.71
Low Value Asset Expense
Beban Penyusutan dan Amortisasi
Depreciation and Amortization 807,053,064 759,217,418 47,835,646 6.3
Expense
Beban Imbalan Pasca Kerja
450,309,806 78,894,173 371,415,633 470.78
Post-Employment Benefits Expense
Beban Pelayanan Penumpang
150,079,299 284,170,517 (134,091,218) (47.19)
Passenger Service Expense
Beban Langsung Lainnya
906,474,093 701,528,811 204,945,282 29.21
Other Direct Expenses
Jumlah Beban Usaha
5,306,847,559 4,488,862,083 817,985,476 18.22
Total Operating Expenses
LABA USAHA OPERATING PROFIT
Laba operasional di 2017 mencapai Rp1,89 Operating profit in 2017 reached Rp1, 89 trillion, an
triliun, mengalami peningkatan sebesar Rp238,09 increase of Rp238.09 billion or 14.43% from 2016
miliar atau 14,43% dari 2016 yang mencapai reached Rp1, 65 trillion. This is due to the increase
Rp1,65 triliun. Hal ini disebabkan peningkatan in operating income obtained is greater than the
pendapatan operasional yang diperoleh lebih increase in operating expenses generated by the
besar dibandingkan dengan peningkatan beban Company.
operasional yang dihasilkan oleh Perseroan.

Tabel Laba Usaha

Table of Operating Profit (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Usaha
7,194,347,534 6,138,271,899 1,056,075,635 17.20
Operating revenues
Beban Usaha
5,306,847,559 4,488,862,083 817,985,476 18.22
Operating expenses
Laba Usaha
1,887,499,975 1,649,409,816 238,090,159 14.43
Operating profit
PENDAPATAN DAN BEBAN NON USAHA NON BUSINESS INCOME AND EXPENSES
Jumlah pendapatan (beban) non operasional Total non-operating revenues (expenses) decreased
mengalami penurunan sebesar Rp42,55 miliar atau by Rp42.55 billion or 30.28% of total non-operating
sebesar 30,28% dari total pendapatan (beban) non income (expenses) of 2016 amounting to Rp140.56
operasional tahun 2016 yaitu sebesar Rp140,56 billion decreased to Rp98.00 billion in 2017. This
miliar turun menjadi sebesar Rp98,00 miliar di decrease was due to a significant increase in non-
tahun 2017. Penurunan ini disebabkan adanya operating revenues, which consisted of revenue
kenaikan pendapatan non operasional yang cukup from giro services that rose 165.74% or Rp110.51
signifikan yaitu pendapatan keuangan yang terdiri billion and interest income on deposits rose 117.58%
dari pendapatan jasa giro yang naik 165,74% atau or Rp36.99 billion.
senilai Rp110,51 miliar dan pendapatan bunga
deposito naik 117,58% atau senilai Rp36,99 miliar.
Tabel Pendapatan dan (Beban) Non Usaha

Table of Income and Non-Operating (Expense) (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Non Usaha
336,622,124 194,155,669 142,466,455 73.38
Non-Operating Revenue
Beban Non Usaha
(434,624,724) (334,712,729) (99,911,995) 29.85
Non-Operating Expenses
Jumlah Pendapatan (Beban) Non Usaha
(98,002,600) (140,557,060) 42,554,460 30.28
Total Non-Operating Income (Expense)
LABA SEBELUM PAJAK PENGHASILAN INCOME BEFORE INCOME TAX
Laba sebelum taksiran pajak penghasilan di 2017 Profit before estimated income tax in 2017 reached
mencapai Rp1,79 triliun, mengalami peningkatan Rp1,79 trillion, an increase of Rp280,64 billion
sebesar Rp280,64 miliar atau 18,6% dibandingkan or 18.6% compared to 2016 amounting to Rp1,51
tahun 2016 sebesar Rp1,51 triliun. Peningkatan trillion. The increase was due to the increase in
tersebut dikarenakan kenaikan pendapatan operating income was greater than the increase in
operasional lebih besar dibandingkan dengan operating expenses.
kenaikan beban operasional.

2017 Annual Report
301
Tabel Laba Sebelum Pajak Penghasilan

Table of Income Before Income Tax (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba Usaha
1,887,499,975 1,649,409,816 238,090,159 14.43
Operating profit
Pendapatan (Beban) Non Usaha
(98,002,600) 140,557,060 (238,559,660) (169.72)
Non Income (Expense)
Laba Sebelum Pajak Penghasilan
1,789,497,375 1,508,852,756 280,644,619 18.60
Profit Before Income Tax
PAJAK PENGHASILAN INCOME TAX
Pajak penghasilan mengalami peningkatan Rp19,87 Income tax increased by Rp19.87 billion, or 5.69%,
miliar atau sebesar 5,69% dari Rp349,28 miliar di from Rp349.28 billion in 2016 to Rp369.14 billion in
2016 menjadi Rp369,14 miliar di 2017. Peningkatan 2017. Income tax increase was due to a deferred tax
pajak penghasilan disebabkan oleh penurunan loss of Rp78.95 billion or 7,109.75% which included
pajak tangguhan yang sebesar Rp78,95 miliar tax deferred of company or subsidiary.
atau 7.109,75% yang mencakup pajak tangguhan
perusahaan maupun entitas anak.
Tabel Pajak Penghasilan

Table of Income Tax (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pajak Kini
446,980,943 348,165,197 98,815,746 28.38
Current Tax
Pajak Tangguhan
(77,836,620) 1,110,405 (78,947,025) (7,109.75)
Deferred Tax
Jumlah Pajak Penghasilan
369,144,323 349,275,602 19,868,721 5.69
Total Income Tax
LABA BERSIH TAHUN BERJALAN CURRENT YEAR NET PROFIT
Laba bersih tahun berjalan di 2017 mencapai Rp1,42 Current year net profit in 2017 reached Rp1, 42
triliun, meningkat sebesar Rp260,77 miliar atau trillion, an increase of Rp260.77 billion or 22.49%
sebesar 22,49% dari 2016 yang mencapai Rp1,16 from 2016 reached Rp1.16 trillion. This increase
triliun. Peningkatan ini sejalan dengan peningkatan was in line with the increase in operating profit
laba operasional dan laba sebelum taksiran pajak and earnings before the estimated income tax. The
penghasilan. Adapun laba tahun berjalan tersebut current year earnings consist of:
terdiri dari:
• Laba bersih tahun berjalan yang diatribusikan • Net income for the year attributable to owners
kepada pemilik entitas induk yang mencapai of the parent entity reached Rp1.42 trillion, an
Rp1,42 triliun, meningkat Rp259,77 miliar atau increase of Rp259.77 billion or 22.42% from
22,42% dari Rp1,16 triliun di 2016; dan Rp1.16 trillion in 2016; and

• Laba bersih tahun berjalan yang diatribusikan • Net income for the year attributable to non
kepada kepentingan non pengendali yang controlling interests of Rp1.78 billion, increased
mencapai Rp1,78 miliar, meningkat Rp998,89 by Rp998.89 million or 128.56% from Rp777.01
juta atau 128,56% dari Rp777,01 juta di 2016. million in 2016.
Tabel Laba Bersih Tahun Berjalan

Table of Current Year Net Profit (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba tahun berjalan yang
diatribusikan kepada Pemilik
Entitas Induk
1,418,577,150 1,158,800,143 259,777,007 22.42%
Profit of the current year
attributable to the Parent Entity
Owner
Laba tahun berjalan yang
diatribusikan Kepentingan
Non Pengendali
1,775,902 777,011 998,891 128.56%
Earnings of the current year
attributable to Non-Controlling
Interest
Jumlah
1,420,353,052 1,159,577,154 260,775,898 22.49%
Total
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Penghasilan/laba komprehensif lain meningkat Other comprehensive income increased Rp146.6

Rp146,6 miliar atau sebesar 660,16%. Kerugian billion or 660.16%. Comprehensive loss in 2016
komprehensif di tahun 2016 yang sebesar Rp22,66 amounted to Rp22.66 billion, decreased loss to
miliar, mengalami penurunan kerugian menjadi Rp126.94 billion in 2017. This decrease was caused
Rp126,94 miliar di tahun 2017. Penurunan ini by unrealized earnings of securities investment.
disebabkan oleh laba yang belum terealisasi
investasi efek.
Tabel Penghasilan Komprehensif Lain

Table of Other Comprehensive Income (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Pos-pos yang akan direklasifikasi ke

laba rugi / Item that will be reclassified
to profit or loss in subsequent period
Laba (rugi) belum terealisasi investasi 18,377,017 16,128,386 2,248,631 13.94%

efek / Unrealized gain (loss) on
securities investment
Pos-pos yang tidak akan direklasifikasi

ke laba rugi / Item that will not
be reclassified to profit or loss in
subsequent period

2017 Annual Report
303
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
Laba (rugi) komprehensif entitas (2,261,085) - (2,261,085) -

asosiasi / Comprehensive gain (loss) of
associated
Laba (rugi) aktuarial imbalan pasca 110,823,515 (38,789,601) 149,613,116 (385.70%)

kerja / Actuarial gain (loss) on post-
employment benefits
Jumlah Laba Komprehensif Lain / Total 126,939,447 (22,661,215) 149,600,662 (660.16%)

Other Comprehensive Income
LABA KOMPREHENSIF TAHUN BERJALAN COMPREHENSIVE PROFIT IN THE CURRENT

YEAR
Laba komprehensif tahun berjalan mengalami Comprehensive income for the current year
peningkatan Rp410,38 miliar atau sebesar 36,20% increased by Rp410.38 billion or 36.20% from
dari Rp1,14 triliun di 2016 menjadi Rp1,55 triliun di Rp1.14 trillion in 2016 to Rp1.55 trillion in
2017. Peningkatan ini sejalan dengan peningkatan 2017. This increase was in line with the increase
laba tahun berjalan. Adapun penghasilan in current year’s profit. The comprehensive
komprehensif tahun berjalan tersebut terdiri dari: income of the current year consists of:
• Penghasilan komprehensif tahun berjalan yang • Comprehensive income for the year
dapat diatribusikan kepada pemilik entitas attributable to owners of the parent entity
induk yang mencapai Rp1,55 triliun, meningkat reached Rp1.55 trillion, increased by
Rp409,37 miliar atau 36,03% dari Rp1,14 triliun Rp409.37 billion or 36.03% from Rp1.14
di 2016; dan trillion in 2016; and
• Penghasilan komprehensif tahun berjalan • Comprehensive current income attributable
yang dapat diatribusikan kepada kepentingan to non controlling interests of Rp1.76 trillion,
non pengendali yang mencapai Rp1,76 triliun, increased by Rp998.89 billion or 128.56%
meningkat Rp998,89 miliar atau 128,56% dari from Rp777.01 billion in 2016.
Rp777,01 miliar di 2016.
Tabel Laba Komprehensif Tahun Berjalan

Table of Current Year Comprehensive Profit (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba Komprehensif tahun berjalan
yang diatribusikan kepada Pemilik
Entitas Induk
1,545,516,597 1,136,138,928 409,377,669 36,03%
Comprehensive Income of the
current year attributable to the
Parent Entity Owner
Laba Komprehensif tahun berjalan
yang diatribusikan Kepentingan
Non Pengendali
1,775,902 777,011 998,891 128,56%
Comprehensive Profit of the
current year attributable to Non-
Controlling Interests
Jumlah
1,547,292,499 1,136,915,939 410,376,560 36,10%
Total

LABA BERSIH PER SAHAM DASAR NET INCOME PER SHARE
Laba bersih per saham dasar di 2017 mencapai Net income per share in 2017 reached Rp221.43
Rp221,43 ribu, mengalami peningkatan sebesar thousand, an increase of Rp41 or 22.49% from
Rp41 atau 22,49% dari 2016 yang mencapai 2016 reached Rp180.78 thousand. This is due to an
Rp180,78 ribu. Hal ini disebabkan oleh peningkatan increase in net income experienced by PT Angkasa
laba bersih yang dialami oleh PT Angkasa Pura I Pura I (Persero).
(Persero).
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba bersih per saham dasar
(dalam Rupiah Penuh)
221,43 180,78 41 22.49
Net earnings per share
(in Full Rupiah)
LAPORAN ARUS KAS KONSOLIDASIAN STATEMENT OF CONSOLIDATED CASH

FLOWS
Dengan arus kas operasi yang kuat, PT Angkasa With strong operating cash flow, PT Angkasa Pura I
Pura I (Persero)memiliki posisi solid untuk tumbuh (Persero) has a solid position to grow in the future.
di masa depan. Hal tersebut tercermin dalam This is reflected in the disclosures in the cash flows
pengungkapan dalam arus kas sebagai berikut. as follows.
Tabel Arus Kas

Table of Cash Flows (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Arus Kas dari (untuk) Aktivitas
Operasi
1,342,790,027 2,061,235,947 (718,445,920) (34.86)
Cash Flows from (for) Operating
Activity
Investasi
(1,552,229,425) (3,710,543,120) (2,158,313,695) 58.17
Cash Flows from (for) Investment
Activity
Pendanaan (506,218,072)
4,811,811,627 (5,318,029,699) (110.52)
Cash Flows from (for) Financing
Activities
Kenaikan (Penurunan) Kas dan
Setara Kas
(715,657,470) 3,162,504,454 (3,878,161,924) (122.63)
Increase (Decrease) in Cash and
Cash Equivalents
Pengaruh Selisih Kurs
Influence of Exchange Rate (34,471,560) (12,562,303) (21,909,257) 174.40
Difference
Kas dan Setara Kas Awal Tahun
Cash and Cash Equivalents Early 4,896,214,996 1,746,272,845 3,149,942,151 180.38
Years
Kas dan Setara Kas Akhir Tahun

Cash and Year End Cash 4,146,085,966 4,896,214,996 (750,129,030) (15.32)
Equivalents

2017 Annual Report
305
ARUS KAS DARI (UNTUK) AKTIVITAS OPERASI CASH FLOWS FROM (FOR) OPERATING ACTIVITIES
Kas bersih yang diperoleh dari aktivitas operasi Net cash provided by operating activities decreased
mengalami penurunan sebesar 34,86% atau sebesar by 34.86% or Rp718.44 billion, from Rp2.06 trillion
Rp718,44 miliar, dari Rp2,06 triliun di tahun 2016 in 2016 to Rp1.34 trillion in 2017. This decrease was
menjadi Rp1,34 triliun di tahun 2017. Penurunan due to an increase in cash payments to partners and
ini disebabkan karena adanya peningkatan employees ie there is a year 2016 of Rp3,33 trillion
pembayaran kas kepada rekanan dan karyawan to Rp4,87 trillion in 2017. In addition, there was also
yaitu ada tahun 2016 sebesar Rp3,33 triliun menjadi an increase in cash payments used for tax payments
Rp4,87 triliun di tahun 2017. Selain itu, terjadi pula in 2016 amounted to Rp641,50 billion and in 2017
peningkatan pembayaran kas yang digunakan to Rp1,43 trillion.
untuk pembayaran pajak yaitu pada tahun 2016
sebesar Rp641,50 miliar dan di tahun 2017 menjadi
Rp1,43 triliun.
Tabel Arus Kas dari (untuk) Aktivitas Operasi

Table of Cash Flows from (for) Operating Activities (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Desription
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Arus Kas dari (untuk) Aktivitas Operasi
Cash Flows from (for) Operating Activities
Penerimaan dari penjualan tunai
4,470,911,987 3,203,341,496 1,267,570,491 39.57%
Receipts from cash sales
Penerimaan dari penjualan kredit
3,181,015,115 2,827,882,113 353,133,002 12.49%
Receipts from credit saled
Pembayaran kas kepada pemasok
dan karyawan
(4,869,890,667) (3,328,483,043) (1,541,407,624) 46.31%
Cash payments to suppliers and
employees
Kas yang dihasilkan dari aktivitas
Operasi
2,782,036,435 2,702,740,566 79,295,869 2.93%
Cash generated from operating
activities
Pembayaran pajak
(1,439,246,408) (641,504,619) (797,741,789) 124.35%
Tax payment
Kas Bersih yang Diperoleh dari

(Digunakan untuk) Aktivitas
Operasi 1,342,790,027 2,061,235,947 (718,445,920) (34.86%)
Net Cash Provided by (Used in)
Operating Activities
ARUS KAS DARI (UNTUK) AKTIVITAS INVESTASI CASH FLOWS FROM (FOR) INVESTING ACTIVITIES
Arus kas yang digunakan untuk aktivitas investasi Cash flows used for investing activities decreased
mengalami penurunan sebesar 58,17% atau sebesar by 58.17% or Rp2.15 trillion, from Rp3.71 trillion in
Rp2,15 triliun, dari senilai Rp3,71 triliun di tahun 2016 2016 to Rp1.55 trillion in 2017. This decrease was
menjadi Rp1,55 triliun di tahun 2017. Penurunan ini due to the decrease in cash expenditures used for
disebabkan oleh turunnya pengeluaran kas yang the increase fixed assets in 2016 amounted to Rp3,
digunakan untuk penambahan aset tetap yaitu di 66 trillion fell to Rp1, 58 trillion in 2017.
tahun 2016 nilainya mencapai Rp3,66 triliun turun
menjadi Rp1,58 triliun di tahun 2017.

Tabel Arus Kas dari (untuk) Aktivitas Investasi

Table of Cash Flows from (for) Invesment Activities (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Arus Kas dari (untuk) Aktivitas Investasi
Cash Flows from (for) Investment Activity
Penerimaan dari (pengeluaran
untuk) investasi Jangka pendek
(15,817,801) (166,259,955) 150,442,154 (90.49%)
Receipts from (spending for) short-
term investment
Penerimaan dari (pengeluaran
untuk) investasi Jangka panjang
(105,045,372) - (105,045,372) -
Receipts from (spending on) long-
term investment
Penambahan aset tetap
(1,586,664,397) (3,669,513,457) 2,082,849,060 (56.76%)
Addition of fixed assets
Penambahan aset lain-lain
(5,413,144) 44,578,808 (49,991,952) (112.14%)
Addition of other assets
Penerimaan bunga deposito dan
jasa Giro
160,711,289 80,651,484 80,059,805 99.27%
Receipts of interest of deposits
and Giro service
Kas Bersih yang Diperoleh dari
(Digunakan untuk) Aktivitas
Investasi (1,552,229,425) (3,710,543,120) 2,158,313,695 (58.17%)
Net Cash Provided by (Used for)
Investment Activity)
ARUS KAS DARI (UNTUK) AKTIVITAS PENDANAAN CASH FLOWS FROM (FOR) FINANCING ACTIVITIES
Arus kas yang diperoleh dari aktivitas pendanaan di Cash flows generated from financing activities in
tahun 2016 terealisasi sebesar Rp4,81 triliun yang 2016 were realized at Rp4.81 trillion consisting of
terdiri dari penerimaan pinjaman jangka panjang long-term loan receipts of Rp1.98 trillion and bond
sebesar Rp1,98 triliun dan penerbitan obligasi issuance and ijarah bonds of Rp3 trillion. While in
serta sukuk ijarah sebesar Rp3 triliun. Sementara di 2017 cash flows for investment activity amounting
tahun 2017 arus kas yang digunakan untuk aktivitas to Rp506.22 billion, the amount consisted of long-
pendanaan sebesar Rp506,22 miliar, jumlah term loan repayment amounting to Rp341,79 billion
tersebut terdiri dari pembayaran pinjaman jangka and dividend payment of Rp164,42 billion.
panjang sebesar Rp341,79 miliar dan pembayaran
dividen sebesar Rp164,42 miliar.

2017 Annual Report
307
Tabel Arus Kas dari (untuk) Aktivitas Pendanaan

Table of Cash Flows from (for) Financing Activities (in thousand Rupiah)
Pertumbuhan
Uraian Growth
2017 2016
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Arus Kas dari (untuk) Aktivitas Pendanaan
Cash Flows from (for) Financing Activities
Penerimaan (pembayaran)
pinjaman jangka panjang (341,794,326) 1,980,120,127 (2,321,914,453) (117.26%)
Long term loan receipt
Penerbitan obligasi dan sukuk
ijarah
- 3,000,000,000 (3,000,000,000) (100.00%)
Issuance of bonds and ijara
sukuk
Pembayaran dividen
(164,423,746) (168,308,500) 3,884,754 (2.31%)
Payment of dividends
Kas Bersih yang Diperoleh
dari (Digunakan untuk)
Aktivitas Pendanaan (506,218,072) 4,811,811,627 (5,318,029,699) (110.52%)
Net Cash Provided by (Used
in) Financing Activities
TINGKAT KESEHATAN LEVEL SOUNDNESS OF

Penilaian tingkat kesehatan Perseroan dihitung The rating of the Company’s Level Soundness is
berdasarkan Surat Keputusan Menteri Badan calculated based on the Decree of the Minister of
Usaha Milik Negara Republik Indonesia Nomor State-Owned Enterprises of the Republic of Indonesia
KEP.100/MBU/2002 tanggal 4 Juni 2002 tentang Number KEP.100/MBU/2002 dated June 4, 2002
Penilaian Badan Usaha Milik Negara dan Peraturan on the Rating of State-Owned Enterprises and the
Menteri Perhubungan Republik Indonesia nomor Regulation of the Minister of Transportation of the
PM 178 tahun 2015 tentang Standar Pelayanan Republic of Indonesia number PM 178 of 2015 on
Pengguna Jasa Bandar Udara. Berdasarkan surat User Service Standard Air. Based on the decree, the
keputusan tersebut penilaian tingkat kesehatan rating of SOEs health status is classified as:
BUMN digolongkan menjadi:
1. SEHAT 1. HEALTHY
AAA Apabila total skor TS > 95 AAA If total score TS > 95
AA Apabila total skor 80 <TS> 95 AA If total score 80 <TS> 95
A Apabila total skor 65 <TS> 80 A If total score 65 <TS> 80
2. KURANG SEHAT 2. LESS HEALTHY

BBB Apabila total skor 50 <TS> 65 BBB If total score 50 <TS> 65
BB Apabila total skor 40 <TS> 50 BB If total score 40 <TS> 50
B Apabila total skor 30 <TS> 40 B If total score 30 <TS> 40
3. TIDAK SEHAT 3. NOT HEALTHY

CCC Apabila total skor 20 <TS> 30 CCC If total score 20 <TS> 30
CC Apabila total skor 10 <TS> 20 CC If total score 10 <TS> 20
C Apabila total skor TS <10 C If total score TS <10

Tingkat Kesehatan BUMN ditetapkan berdasarkan BUMN Health Level is determined based on the
penilaian terhadap kinerja Perusahaan untuk tahun assessment of the Company’s performance for the
buku 2017 meliputi penilaian sebagai berikut. fiscal year 2017 covering the following assessment.
A. Aspek Keuangan A. Financial Aspect
B. Aspek Operasional B. Operational Aspect
C. Aspek Administrasi C. Administration Aspect
Perhitungan tingkat kesehatan PT Angkasa Pura I The calculation of health level of PT Angkasa Pura I
(Persero) tahun 2017 diuraikan pada tabel sebagai (Persero) in 2017 is described in the table as follows.
berikut.
Tabel Tingkat Kesehatan PT Angkasa Pura I (Persero) Tahun 2017

Table of Level Soundness of PT Angkasa Pura I (Persero) Year 2017
REAL TAHUN 2016 REAL TAHUN 2017
(AUDITED) TARGET TAHUN 2017 (AUDITED)
REAL YEAR 2016 TARGET YEAR 2017 REAL YEAR 2017
INDIKATOR BOBOT SAT (AUDITED) (AUDITED)
NO
INDICATOR WEIGHT UNIT
NILAI SKOR NILAI SKOR NILAI SKOR
VALUE SCORE VALUE SCORE VALUE SCORE
A. ASPEK KEUANGAN
FINANCIAL ASPECT
Imbalan kepada
pemegang saham
1 (ROE) 15 % 20,69 15,00 13,06 13,50 25,51 15,00
Rewards to
shareholders (ROE)
Imbalan Investasi
(ROI)
2 10 % 13,64 8,00 11,95 6,00 15,70 9,00
Investment Return
(ROI)
Rasio Kas
3 3 % 133,79 3,00 67,57 3,00 106,68 3,00
Cash Ratio
Ratio Lancar
4 4 % 156,81 3,00 127,70 3,00 138,17 3,00
Current Ratio
Collection Period
5 4 Hari 14,16 4,00 26 4,00 26 4,00
Collection Period
Perputaran
Persediaan
6 4 Hari 1,19 4,00 3 4,00 3 4,00
Inventory
Turnover
Perputaran Total
Asset
7 4 % 34,30 1,00 32,64 1,00 40,40 1,50
Total Asset
Turnover
Ratio Modal
8 Sendiri 6 % 50,60 5,00 49,19 5,50 53,49 5,00
Own Capital Ratio
JUMLAH
50 43,00 40,00 44,50
TOTAL
B. ASPEK OPERASIONAL
OPERATIONAL ASPECT
Costumer
Satisfaction Index
skala
(CSI)
1 15 likert 4,67 15,00 4,50 15,00 4,74 15,00
Costumer
(1-5)
Satisfaction Index
(CSI)

2017 Annual Report
309

NO
Tingkat Pelayanan
Service Level
a. Pemeriksaan
Security di
Terminal 5 % 100,00 5,00 95,00 5,00 95,00 5,00
Security Check
2 in Terminal
b. Fasilitas Umum
Public Facility
1) Kebersihan
Toilet*
2.5 Bintang - - *** 2,50 *** 2,50
Toilet
Cleanliness *
• Bandara
DPS
0.75 **** 0.75 - - - -
Airport
DPS
• Bandara
SUB, UPG,
BPN, MDC
0.75 *** 0.75 - - - -
Airport
SUB, UPG,
BPN, MDC
• Bandara Bintang
BIK, JOG,
SOC, SRG,
LOP, KOE
Airport
BIK, JOG,
SOC, SRG, 1.00 ** 1.00
LOP, KOE
• Bandara
BDJ, AMQ
Airport
BDJ, AMQ
2) Tingkat
kesejukan
ruangan 2.5 % 96,25 2,50 95,00 2,50 95,00 2,50
Level of room
coolness
Pengembangan
Fasilitas dan
Investasi
Facility and
Investment
Development
• Pencapaian
Tingkat daya
serap program
3 Achievement 5
% 69,83 2,50 100,00 5,00 77,97 4,00
Rate of
absorptive
capacity of the
program
• Pencapaian fisik
investasi
Physical 5 % 69,11 4,00 75,00 5,00 51,85 4,00
achievement of
investment
JUMLAH
35 31,35 35,00 33,00
TOTAL


NO
C. ASPEK ADMINISTRASI
ASPECT OF ADMINISTRATION
Laporan
Perhitungan
1 tahunan 3 Waktu 28/02/2016 6,00 28/02/2017 3,00 27/02/2017 3,00
Annual Calculation
Statement
Rancangan RKAP
2018
2 3 Waktu -- - 31/10/2017 3,00 27/10/2017 3,00
Design of RKAP
2018
Laporan Periodik
3 3 Waktu Maks. Tgl 31 3,00 Maks. Tgl 31 3,00 Maks. Tgl 31 3,00
Periodic statement
Kinerja PUKK
Performance of
PUKK
a. Efektivitas
penyaluran
dana
3 % 92,50 3,00 100,00 3,00 97,73 3,00
Effectiveness
4 of fund
disbursement
b. Tingkat
kolektibilitas
penyaluran
3 % 88,83 3,00 80,00 3,00 70,82 3,00
Collectibility
level of
distribution
JUMLAH
15 15,00 15,00 15,00
TOTAL
TOTAL A+B+C
100 89,35 90,00 92,50
TOTAL A+B+C
*) skor untuk kebersihan toilet di tahun 2016 dihitung per masing-masing bandara, sedangkan di tahun 2017 skor dihitung secara total.
*) the score for toilet hygiene in 2016 was calculated per each airport, whereas in 2017 the score was calculated in total.
SKOR TARGET SKOR TARGET SKOR REALISASI

TARGET SCORE TARGET SCORE REALIZATION SCORE
89.35 90.00 92.50
AA (SEHAT) AA (SEHAT) AA (SEHAT)

80 < TS ≤ 95 80 < TS ≤ 95 80 < TS ≤ 95
AA (HEALTHY) AA (HEALTHY) AA (HEALTHY)
Berdasarkan klasifikasi bobot di atas kesehatan Based on the weight classification above the health
Perseroan dalam tahun 2017 berada dalam of the Company in 2017 is in the “AA” classification
klasifikasi “AA“ dengan nilai bobot 92,50 di atas with a weighted value of 92.50 above targeted in
yang ditargetkan dalam RKAP tahun 2017 sebesar the 2017 RKAP of 90.00 and an increase compared
90,00 dan mengalami peningkatan dibandingkan to the year 2016 of 89.35.
dengan tahun 2016 sebesar 89,35.

2017 Annual Report
311
RASIO KEUANGAN
FINANCIAL RATIO
Tabel Rasio Keuangan

Table of Financial Ratio
Uraian
No. 2017 2016
Description
RENTABILITAS
1.
RENTABILITY
Rasio Laba Operasi
26.24% 26.87%
Ratio of Operating Income
Laba Terhadap Aset
5.67% 4.90%
Profit to Assets
Rasio Operasi
73.76% 73.13%
Operating Ratio
LIKUIDITAS
2.
LIQUIDITY
Rasio Lancar
138.17% 157.15%
Current Rate
Rasio Kas
97.14% 126.46%
Cash Ratio
SOLVABILITAS
3.
SOLVENCY
46.51% 49.31%
Debt Ratio to Assets
Rasio Hutang Terhadap Modal
86.93% 97.27%
Debt Ratio to Capital
Tetap 95.43% 67.23%
Debt Ratio to Fixed Assets
a. Perkembangan kondisi rentabilitas Perseroan a. The development of the Company’s profitability

selama tahun 2016 sampai dengan tahun condition during 2016 until 2017 has increased
2017 mengalami peningkatan dan penurunan. and decreased. For the ratio of operating profit
Untuk rasio laba operasi tahun 2017 sebesar in 2017 amounted to 26.24% decreased by 0.63%
26,24% mengalami penurunan sebesar 0,63% compared to the conditions of profitability
dibandingkan dengan kondisi rentabilitas tahun in 2016 amounted to 26.87%. As for profit to
2016 sebesar 26,87%. Sedangkan untuk laba assets and operating ratios increased by 0.77%
terhadap aset dan rasio operasi mengalami and 0.63% respectively compared to 2016.
peningkatan masing-masing sebesar 0,77% dan
0,63% bila dibandingkan dengan tahun 2016.
b. Perkembangan kondisi likuiditas Perseroan b. The development of the Company’s liquidity
selama tahun 2016 sampai dengan tahun condition during 2016 until 2017 has decreased
2017 mengalami penurunan baik rasio lancar both current ratio and cash ratio. For 2017
maupun rasio kas. Untuk rasio lancar tahun current ratio of 138.17% decreased by 18.98%
2017 sebesar 138,17% mengalami penurunan compared to 2016. Meanwhile, the level of cash
sebesar 18,98% dibandingkan dengan tahun ratio in 2017 amounted to 97.14% decreased by
2016. Sedangkan, tingkat rasio kas tahun 2017 29.32% compared to the year 2016.
sebesar 97,14% mengalami penurunan sebesar
29,32% dibandingkan dengan tahun 2016.

c. Perkembangan kondisi solvabilitas dari tahun c. The development of solvency conditions from
2016 sampai dengan tahun 2017 mengalami 2016 to 2017 has increased and decreased.
peningkatan dan penurunan. Untuk rasio hutang As for the ratio of debt to assets in 2017 of
terhadap aset di tahun 2017 sebesar 46,51% 46.51% decreased by 2.8%, for debt-to-equity
mengalami penurunan sebesar 2,8%, untuk ratio in 2017 amounted to 86.93% decreased by
rasio hutang terhadap modal di tahun 2017 10.34%, and for debt to fixed assets ratio year
sebesar 86,93% mengalami penurunan sebesar 2017 amounted to 95.43% increased by 28.2%.
10,34%, dan untuk rasio hutang terhadap aset Despite the increase, the Company is still able to
tetap di tahun 2017 sebesar 95,43% mengalami fulfill its obligations with its assets.
peningkatan sebesar 28,2%. Walaupun adanya
kenaikan tersebut namun secara keseluruhan
Perseroan masih mampu untuk memenuhi
kewajibanya dengan aset yang dimiliki.
KEMAMPUAN MEMBAYAR UTANG CAPABILITIES OF PAYING DEBT

DAN KOLEKTIBILITAS PIUTANG AND COLLECTIBILITY DUE
KEMAMPUAN MEMBAYAR UTANG ABILITY TO PAY DEBTS
Pengukuran kemampuan membayar utang Measurement of debt payment capacity is done by

dilakukan dengan mengukur rasio likuiditas dan measuring liquidity ratio and solvency ratio. The
rasio solvabilitas. Rasio likuiditas digunakan untuk liquidity ratio is used to measure the ability to pay
mengukur kemampuan melunasi kewajiban jangka off short-term liabilities, while the solvency ratio is
pendek, sedangkan rasio solvabilitas digunakan used to measure the ability to meet all liabilities.
untuk digunakan untuk mengukur kemampuan Measurement of liquidity ratio consists of cash ratio
memenuhi seluruh kewajiban. Pengukuran rasio and current ratio.
likuiditas terdiri dari rasio kas dan rasio lancar.
KEMAMPUAN MEMBAYAR UTANG ABILITY TO PAY SHORT-TERM DEBT

JANGKA PENDEK
Meskipun rasio kas dan rasio lancar tahun 2017 Although the cash and current ratio in 2017
mengalami penurunan dibandingkan tahun 2016, decreased compared to the year 2016, but based
namun berdasarkan hasil pengukuran, kemampuan on the measurement result, the Company's ability in
Perseroan dalam melunasi kewajiban jangka pendek paying short-term obligations is very good, it means
sangat baik, ini artinya Perseroan dapat membayar that the Company can pay its current liabilities.
kewajiban lancarnya.
Tabel Likuiditas
(dalam %)
Table of Liquidity (in %)
Uraian Perubahan
2017 2016
Description Changes
(1) (2) (3) (2-3)
Rasio Kas
97.14 126.46 (29.32)
Cash Ratio
Rasio Lancar
138.17 157.15 (18.99)
Current Ratio

2017 Annual Report
313
KEMAMPUAN MEMBAYAR UTANG JANGKA ABILITY TO PAY LONG-TERM DEBT

PANJANG
Berdasarkan hasil pengukuran rasio solvabilitas, Based on the measurement of the solvency ratio,
kemampuan Perseroan dalam melunasi seluruh the Company’s ability to pay all its debts in 2017
utangnya di tahun 2017 meningkat dibandingkan increased compared to 2016, the indicator was seen
tahun 2016, indikator tersebut dilihat dari semakin from the decline in debt to asset ratio and debt to
turunnya rasio utang terhadap aset dan rasio utang equity ratio.
terhadap modal.
Tabel Solvabilitas
(dalam %)
Table of Solvency (in %)
Uraian Perubahan
2017 2016
Description Changes
(1) (2) (3) (2-3)
Rasio Utang Terhadap Aset
46.51 49.31 (2.80)
Debt Ratio To Assets
Rasio Utang Terhadap Modal
86.93 97.27 (10.33)
Debt Ratio To Capital
Rasio Utang Terhadap Aset Tetap
62.54 68.02 (5.48)
Debt Ratio To Fixed Assets
PERINGKAT OBLIGASI BOND RATE
Kemampuan membayar utang juga bisa dilihat The ability to pay debts can also be seen based on
berdasarkan peringkat obligasi. Obligasi I Angkasa bond ratings. I Angkasa Pura I bonds are currently
Pura I saat ini mendapatkan peringkat “AAA” untuk rated “AAA” for the issuance of Bonds and “AAAsy”
penerbitan Obligasi dan“AAAsy” untuk penerbitan for the issuance of Sukuk Ijarah from PT Pemeringkat
Sukuk Ijarah dari PT Pemeringkat Efek Indonesia Efek Indonesia (PEFINDO). The rating indicates
(PEFINDO). Peringkat tersebut menunjukan the possibility of timely payment of the principal
kemungkinan pembayaran tepat waktu atas jumlah amount and the interest / installment of the benefit.
pokok dan bunga/cicilan imbalan.
Tabel Kemampuan Membayar Hutang dari Obligasi

Table of Ability to the Payment of Debt from Bonds
Peringkat
Keterangan Rank
No
Note
2017 2016
Obligasi I Angkasa Pura I AAA oleh Pefindo AAA oleh Pefindo
1
I Angkasa Pura I Bonds AAA by Pefindo AAA by Pefindo
Sukuk Ijarah AAAsy oleh Pefindo AAAsy oleh Pefindo
2
Sukuk Ijarah AAAsy by Pefindo AAAsy by Pefindo
KOLEKTIBILITAS PIUTANG COLLECTIBILITY OF PAYABLE
Untuk mengetahui periode waktu perputaran piutang To know the period of receivable turnover of PT
PT Angkasa Pura I (Persero), dilakukan pengukuran Angkasa Pura I (Persero), the measurement of
tingkat kolektibilitas piutang. Berdasarkan hasil collectability of receivables is done. Based on the
pengukuran, tingkat kolektibilitas Perseroan measurement results, the Company’s collectibility
menunjukkan peningkatan dibandingkankan tahun rate shows an increase compared to the previous
sebelumnya. Kolektibilitas piutang di tahun 2017 year. The collectibility of receivables in 2017

mencapai 26,4 hari, mengalami percepatan 2,31 reached 26.4 days, accelerating 2.31 days compared
hari dibandingkan kolektibilitas tahun 2016 yaitu to the collectibility of 2016, which is 28.71 days.
sebanyak 28,71 hari. Percepatan kolektibilitas Acceleration of receivables collectibility is achieved
piutang dicapai melalui beberapa upaya yang telah through several efforts that have been done as
dilakukan sebagai berikut. follows.
• Daily Monitoring Collection, yaitu setiap • Daily Monitoring Collection, each Branch
Cabang memonitor realisasi penagihan harian monitors the realization of daily billing versus
dibandingkan target penagihan yang telah predetermined billing target.
ditetapkan.
• Pelaksanaan Listrik Pra Bayar di Cabang sebagai • Implementation of Pre-Paid Electricity in the
fungsi control pembayaran kewajiban customer. Branch as a function of controlling the payment
of customer liabilities.
• Evaluasi kinerja pembayaran sebagai upaya • Evaluate payment performance as an effort to
perpanjangan perjanjian sewa dengan customer. extend the lease agreement with the customer.
• Upaya penagihan yang intensif dengan • An intensive billing effort with the application of
penerapan sanksi bagi customer yang tidak sanctions for customers who do not fulfill their
memenuhi kewajiban. obligations.
• Auto Debet sebagai monitoring pembayaran • Auto Debit as payment monitoring from
dari customer. Dengan sistem ini customer harus customer. With this system the customer must
menyediakan dana pada rekening yang akan provide funds on the account to be debited on
didebet pada tanggal jatuh tempo pembayaran. the due date of payment.
STRUKTUR MODAL CAPITAL STRUCTURE
KEBIJAKAN MANAJEMEN DAN DASAR MANAGEMENT POLICY AND BASIS OF

PEMILIHAN KEBIJAKAN MANAJEMEN MANAGEMENT POLICY SELECTION ON
ATAS STRUKTUR MODAL CAPITAL STRUCTURE
Perseroan memiliki kebijakan menggunakan The Company has a policy of using equity as its
ekuitas sebagai sumber modalnya. Hal ini source of capital. This is in order to reduce the
dikarenakan untuk mengurangi ketergantungan Company’s reliance on Debt. Until 2017, the capital
Perseroan terhadap Utang. Sampai dengan 2017, structure of PT Angkasa Pura I (Persero) was still
struktur Modal PT Angkasa Pura I (Persero) masih dominated by equity.
didominasi oleh ekuitas.
Ekuitas yang dapat diatribusikan kepada pemilik Equity attributable to the owner of a parent is a
entitas induk merupakan modal yang dikelola capital held by the Company. The main objective of
oleh Perseroan. Tujuan utama pengelolaan modal the Company’s capital management is to ensure the
Perseroan adalah untuk memastikan pemeliharaan maintenance of a sound capital ratio to support the
rasio modal yang sehat untuk mendukung usaha business and maximize shareholder value.
dan memaksimalkan nilai pemegang saham.
Perseroan mengelola struktur permodalan dan The Company managed capital structure and
melakukan penyesuaian, berdasarkan perubahan adjusts, based on changes in economic conditions.
kondisi ekonomi. Selain itu, Undang-undang In addition, the Law of the Republic of Indonesia
Perseroan Terbatas Republik Indonesia No. 1/1995 Limited Liability Company 1/1995 issued in March
yang diterbitkan pada Maret 1995 dan telah diubah 1995 and amended by Law no. 40/2007 issued in
dengan Undang-undang No. 40/2007 yang diterbitkan August 2007, requires the establishment of a general
Agustus 2007, mensyaratkan pembentukan cadangan reserve of net income of at least 20% of the issued
umum dari laba bersih sejumlah minimal 20% dari and paid in capital of the Company. There is no time
modal ditempatkan dan disetor Perseroan. Tidak limit to form the reserves. These external capital

2017 Annual Report
315
ada batasan waktu untuk membentuk cadangan requirements are considered by the Company at the
tersebut. Persyaratan permodalan eksternal tersebut General Meeting of Shareholders (GMS).
dipertimbangkan oleh Perseroan pada Rapat Umum
Pemegang Saham (RUPS).
Melalui Peraturan Pemerintah (PP) No. 130 Through Government Regulation (PP) no. 130 of
Tahun 2015 tanggal 28 Desember 2015 dan Surat 2015 dated December 28, 2015 and the Decree of
Keputusan Menteri BUMN No. S-17/MBU/01/2016 the Minister of SOEs no. S-17/MBU/01/2016 dated
tanggal 8 Januari 2016, Menteri BUMN menetapkan January 8, 2016, the Minister of SOEs stipulated the
penambahan penyertaan modal Negara Republik addition of capital participation of the Republic of
Indonesia sebesar Rp2.000.000.000.000 dalam Indonesia amounted to Rp2,000,000,000,000 in the
rangka pembebasan lahan untuk pembangunan framework of land acquisition for the construction
landasan pacu (runway) 3 (tiga) Bandar Udara of runway 3 (three) Soekarno-Hatta International
Internasional Soekarno-Hatta. Airport.
RINCIAN STRUKTUR MODAL DETAILS OF CAPITAL STRUCTURE
Komposisi struktur modal di 2017 yang dimiliki The composition of capital structure in 2017 owned
oleh Perseroan adalah 46,51% berasal dari by the Company was 46.51% derived from liabilities
liabilitas dan 53,49% berupa ekuitas, komposisi ini and 53.49% in the form of equity, this composition
mengalami perubahan jika dibandingkan dengan changed compared to 2016. Composition of capital
2016. Komposisi struktur modal yang berasal dari structure derived from liabilities in 2016 amounted
liabilitas di tahun 2016 sebesar 49,31% mengalami to 49.31% experienced decrease of 2.8%. While the
penurunan sebesar 2,8%. Sedangkan komposisi composition of equity in 2016 amounted to 50.69%,
ekuitas di tahun 2016 sebesar 50,69%, menurun decreased 2.8%.
2,8%.
Rincian Terkait struktur modal diuraikan dalam The detail on capital structure is described in the
tabel berikut. following table.
Tabel Struktur Modal

Table of Capital Structure (in thousand Rupiah)
Persentase Total Persentase Total

Uraian Modal Modal
2017 2016
Description Percentage of Percentage of
Total Capital Total Capital
4,268,030,246 17.04% 3,871,791,651 16.36%
Short-term liabilities
7,382,318,542 29.47% 7,797,657,443 32.95%
Liabilitas
11,650,348,788 46.51% 11,669,449,094 49.31%
Liabilities
Ekuitas
13,401,461,042 53.49% 11,997,496,860 50.69%
Equity
Total Liabilitas dan Ekuitas
25,051,809,830 100.00% 23,666,945,954 100.00%
Total Liabilities and Equity

IKATAN MATERIAL TERKAIT MATERIAL COMMITMENT

INVESTASI BARANG MODAL RELATED TO THE INVESTMENT OF
CAPITAL GOODS
NAMA PIHAK YANG NAME OF PARTIES TO

MELAKUKAN IKATAN EXECUTE COMMITMENT
Ikatan Material Terkait Investasi Barang Modal Commitment of Materials Related to Capital Goods
tahun 2017 terbagi dalam kategori Keselamatan Investment 2017 are divided into Aviation Safety/
Penerbangan/Keamanan, kategori Pelayanan, Safety categories, Service categories, and Revenue
dan kategori Pendapatan. Berikut disampaikan categories. Here are some of the investments of
beberapa investasi masing-masing cabang yang each branch that are considered material in terms
dianggap material dari segi besaran nilai dan Proyek of scale of value and National Strategic Project with
Srategis Nasional dengan rincian sebagai berikut: the following details:
A. INVESTASI CABANG
BRACH INVESTMENT
VENDOR/PELAKSANA
MATA
JENIS IKATAN PROGRAM
NO UANG
TYPE OF COMMITMENT VENDOR/EXECUTOR OF
CURRENCY
PROGRAM
KESELAMATAN PENERBANGAN/ KEAMANAN
I
SAFETY FLIGHT/SECURITY
Leveling dan Overlay Runway 13-31 (Termasuk Jasa
Konsultan Pengawas)
1. PT Adhi Karya IDR
Runway Leveling and Overlay 13-31 (Including
Supervisory Service)
Pekerjaan Overlay Runway 09-27
2. PT Nindya Karya IDR
Overlay Runway Works 09-27
Pembangunan Main Station Fire Fighting and Rescue
di Area Selatan Bandara
3. PT Brantas Abipraya IDR
Development of Fire Fighting & Rescue Main Station
In South Airport Area
Perbaikan Perkerasan Runway Tahap.I
(Penyeragaman PCN) Termasuk Jasa Pengawasan
4. PT Makassar Indah Graha S IDR
Improvement of Pavement Runway Phase.I (PCN
Uniformity) Including Supervision Services
Pemasangan Fall Protection System di Terminal
Internasional Bandara I Gusti Ngurah Rai – Bali
5. Installation of Fall Protection System at PT Angkasa Pura Property IDR
International Terminal I Gusti Ngurah Rai Airport -
Bali
Pengadaan 1 (Satu) Unit Runway Rubber Deposit
Removal
6. PT Darma Tridimensi IDR
Procurement of 1 (One) Runway Rubber Deposit
Removal Unit
Overlay Runway 09-27 dan Perbaikan Turning Area
(Termasuk Jasa Perencanaan Dan Pengawasan)
7. Overlay Runway 09-27 and Turning Area PT Brantas Abipraya IDR
Improvements (Including Planning And Surveillance
Services)
Pengadaan dan Pemasangan CCTV Di Area
Pegerakan Airside
8. PT Angkasa Pura Support IDR
Supply and Installation of Cctv In Airside Sprinkling
Area

2017 Annual Report
317
VENDOR/PELAKSANA
MATA
NO UANG
CURRENCY
PROGRAM
Pengadaan dan Penggantian Panel TM 20
Kv Jaringan Essential MPH dan Substation
(AOB,Terminal Dan Cargo) dan Penambahan Sistem
Back Up Suplai Listrik Dari MPH Ke Terminal T1
9. PT Tri Putra Sejati Makassar IDR
Procurement and Replacement of Panel TM 20
Kv Essential MPH and Substation Network (AOB,
Terminal And Cargo) and Addition Back Up Power
Supply System From MPH To T1 Terminal
Pengadaan Rubber Deposit Removal
10. PT Darma Tridimensi IDR
Procurement of Rubber Deposit Removal
Pembuatan Slab Beton Bertulang Penutup Drainase
Terbuka Area Airside Sekitar Runway
11. PT Duta Trisna Adiyasa IDR
Making Reinforced Concrete Slab Drainage Openings
Airside Area Around Runway
Pengadaan dan Penggantian Kabel Series Airfield
Lighting Runway 03-21
Procurement and Replacement of Cable Series
Airfield Lighting Runway 03-21
Rekonstruksi Taxiway Apron dari Flexible Menjadi
Rigid (Tahap 3)
13. PT Angkasa Lintas Sejahtera IDR
Reconstruction of Apron Taxiway from Flexible to
Rigid (Stage 3)
Pengadaan dan Pemasangan SCADA Pada Sistem
Distribusi Listrik
Procurement and Installation of SCADA In Electricity
Distribution System
Pengadaan dan Pemasangan CCTV Perimeter
Runway
15. PT Angkasa Pura Suport IDR
Procurement and Installation of CCTV Perimeter
Runway
Perbaikan Manhole dan Grill
Repair Manhole and Grill
Pengadaan dan Pemasangan Ups Di Terminal
Internasional
17. PT Angkasa Lintas Sejahtera IDR
Procurement and Installation of Ups In International
Terminals
Penambahan Kamera CCTV Terminal 1 dan 2 Serta
Penambahan Storage
18. PT Bayur Jaya IDR
Added CCTV Cameras in Terminals 1 and 2 as well
as the Addition of Storage
Pekerjaan Taxiway Dengan Flexible Pavement
19. PT Angkasa Pura Properti IDR
Taxiway Work With Flexible Pavement
Pembuatan Pagar Parimeter Ujung Runway 26
20. PT Angkasa Pura Property IDR
Making Fence at the Front Perimeter of Runway 26
PELAYANAN
II
SERVICE
Pembelian Aset Milik Pemprov NTB Berupa Fasilitas
Fisik di Sisi Udara (Apron, Taxiway, Service Road &
Helipad)
1. Pemprov NTB IDR
NTB Provincial Government Owners’ Assets
Purchase Infrastructure on the Air Side (Apron,
Taxiway, Service Road & Helipad)
Sentralisasi Pengkondisian Udara Pada Central
Refrigerant Building (Crb)
2. Airkon Pratama IDR
Centralized Air Conditioning At Central Refrigerant
Building (Crb)

VENDOR/PELAKSANA
MATA
NO UANG
CURRENCY
PROGRAM
Pembuatan Kanopi di Lini 2 Terminal 2
Canopy Making in Line 2 Terminal 2
Perluasan Apron Terminal Internasional dan
Fasilitas Penunjang (Termasuk Pengawasan)
Apron Expansion International Terminals and
Supporting Facilities (Including Supervision)
Perluasan Apron Ke Arah Timur
5. PT Brantas Abipraya IDR
Apron Expansion to the East
Pembenahan Interior dan Renovasi Terminal
6. PTAngkasa Pura Property IDR
Interior Renovation and Terminal Renovation
Peningkatan Konstruksi Jalan Inspeksi Untuk Access
Road Kendaraan PKPPK
Improved Road Construction Inspection For Access
Road Vehicle PKPPK
Design dan Build Special Lighting
8. Bona Dupang Soaloon IDR
Design and Build Special Lighting
Design dan Build Implementasi Airport Control Center
(AOCC)
Design and Build Airport Control Center
Implementation (AOCC)
Pekerjaan Overlay Jalan Akses Bandara
Work of Overlay Airport Access Road
Penggantian Penutup Lantai Dikoridor
Keberangkatan Terminal International
Replacement for Floor Closures Corridor Departure
International Terminal
Perluasan Terminal dan Sarana Penunjangnya
12. PT Kandhi Artah Abadi IDR
Expansion of Terminal and Supporting Facilities
Beautifikasi Terminal
Beautify Terminal
Pekerjaan Penggantian Medium Voltage Distribution
Panel (MVDP) dan Pembuatan Ruang Panel
Medium Voltage Distribution Panel Replacement
Work (MVDP) and Panel Room Creation
Pengadaan dan Pemasangan UPS 2x200 KVA Untuk
Terminal 1A dan 1B Bandara Juanda Surabaya
Procurement and Installation of 2x200 KVA UPS For
Terminal 1A and 1B Juanda Airport Surabaya
Pengadaan dan Pemasangan Back Up Power Supply
1000 KVA
Procurement and Installation of Back Up Power
Supply 1000 KVA

2017 Annual Report
319
VENDOR/PELAKSANA
MATA
NO UANG
CURRENCY
PROGRAM
Renovasi Pembangunan Pura Jagat Tirta Bandara I
Gusti Ngurah Rai
17. PT Adi Murti IDR
Renovation of Pura Jagat Tirta Airport I Gusti
Ngurah Rai Airport
Penataan Lantai 3 Gedung Terminal Menjadi Ruang
Tunggu Keberangkatan
3rd Floor Laying Terminal Building Becomes
Waiting Room for Departure
Pengadaan dan Pemasangan Back Up Power Supply
1000 Kva Beserta Kelengkapannya
Procurement and Installation of Back Up Power
Supply 1000 Kva With Its Completeness
Pengadaan dan Pemasangan Face Detection Pada
Sistem CCTV
Procurement and Installation of Face Detection On
CCTV System
PENDAPATAN
III
INCOME
Pembangunan Gedung EMPU dan Halaman
1 PT Angkasa Pura Property IDR
Building of EMPU and Lawn Building
Pengadaan Server dan Mesin POS (Point Of Sales)
2 Procurement of Server and POS Machine (Point Of PT Angkasa Pura Support IDR
Sales)
Renovasi Foodcourt
3 CV. Mitra Jaya Lestari IDR
Foodcourt Renovation
Upgrade dan Pemasangan Baru Finger Print Access
Door
4 PT Mega Inovasi Teknologi IDR
Upgrade and Installation of New Finger Print Access
Door
Pembuatan Gedung Empu Terminal Kargo
5 PT Angkasa Pura Property IDR
Construction of Empu Terminal Cargo Building
B. PROYEK STRATEGIS NASIONAL

NATIONAL STRATEGIC PROJECT
1. PSN - PROYEK SEMARANG

PSN – PROJECT OF SEMARANG
Nilai Realisasi Fisik

Paket Nilai Kontrak Realisasi Kontraktor Physical Realization
Package Contract Value Realization Contractor
Value 31 Des 2017 25 Feb 2018
31 Dec 2017 25 Feb 2018
Paket 1 Lahan
dan Jalan PT Hutama
Akses Karya dan PT
Rp286.4 miliar Rp262,4 miliar 100% 100%
Package 1 Nindya Karya
Land and (KSO)
Access Road
Paket 2 Apron
dan Taxiway PT
Package 2 Rp155.9 miliar Rp141,5 miliar Pembangunan 100% 100%
Apron and Perumahan (PP)
Taxiway

Nilai Realisasi Fisik

Paket Nilai Kontrak Realisasi Kontraktor Physical Realization
Package Contract Value Realization Contractor
Value 31 Des 2017 25 Feb 2018
31 Dec 2017 25 Feb 2018
Paket 3 Proses
Terminal Konstruksi PT Waskita
Rp930.2 miliar 29.32% 35.65%
Package 3 Process of Karya (Persero)
Terminal Construction
Paket 4 Bgn
Penunjang dan
Lansekap Proses
Konstruksi Abipraya – Jaya
Package 4 Rp565.9 miliar
Process of Konstruksi, KSO
0% 7.05%
Supporting Construction
Building and
Landscaping
2. PSN - PROYEK BANJARMASIN

PSN – PROJECT OF BANJARMASIN
Realisasi Fisik
Physical Realization
Nilai Realisasi
Paket Nilai Kontrak Kontraktor
Realization 25 Feb
Package Contract Value Contractor
Value 31 Des 2017 2018
31 Dec 2017 25 Feb
2018
Paket 1
Terminal
dan Fasilitas Proses Proses
Penunjang pelelangan pelelangan
Package 1 Auction in Auction in
Terminal and Process Process
Supporting
Facilities
Paket 2
Pekerjaan
Infrastruktur,
Bangunan
Penunjang
dan Perluasan Proses
PT Nusa
Apron Konstruksi
Rp683.3 miliar Konstruksi 15.91% 22.20%
Package 2 Contrstuction
Enjiniring
Infrastructure Process
Work,
Supporting
Building
and Apron
Expansion

2017 Annual Report
321
3. PSN - PROYEK NYIA KULON PROGO

PSN – PROJECT OF NYIA KULON PROGO
Realisasi Fisik
Nilai Realisasi Physical Realization
Paket Nilai Kontrak Kontraktor
Realization
Package Contract value Contractor
Value 31 Des 2017 25 Feb 2018
31 Dec 2017 25 Feb 2018
Pemasangan
Pagar Batas
Lahan Bandara
Baru Yogyakarta Proses
- Kulon Progo Konstruksi PT Angkasa Pura
Rp29.3 miliar 51.91% 57.87%
Installation of Construction Property
New Airport Process
Land Fence
Yogyakarta -
Kulon Progo
Pekerjaan
Land Clearing,
Trial DC &
Rapid Impulse
Pekerjaan Airside Compaction
Rp1,950 miliar 0.61% 0.61%
Airside Jobs Land clearing
work, DC
Trial & Rapid
Impulse
Compaction
Pekerjaan
land clearing,
Trial DC &
Rapid Impulse
Pekerjaan
Compaction,
Terminal dan
Trial Pancang
Landside Rp4,810 miliar 0.06% 0.08%
Land clearing
Terminal and
work, DC
Landside Jobs
Trial & Rapid
Impulse
Compaction,
Trial Pancang
4. PROGRES PROYEK PENGEMBANGAN BANDARA I GUSTI NGURAH RAI DALAM RANGKA KEGIATAN
IMF-WB ANNUAL MEETING 2018 / PROGRESS OF PROJECT DEVELOPMENT FOR AIRPORT I GUSTI
NGURAH RAI IN THE EVENT OF IMF-WB ANNUAL MEETING 2018
NILAI PROGRAM
REALISASI FISIK
PROGRAM KERJA (Rp. ribu) PELAKSANA
NO PHYSICAL
WORK PROGRAM PROGRAM VALUE EXECUTOR
REALIZATION
(thousand Rupiah)
1 Jasa Konsultansi Manajemen Konstruksi 32,514,900 PT Yodya Karya - 395 HK
dan Pengawasan Pematangan Lahan Jaya CM KSO (1 Desember
Pantai Sisi Barat, Konstruksi Apron Barat, 2017 s/d 30
Pembuatan Apron Sisi Timur, Pemindahan Desember
STP, Pembangunan Komplek Gedung VVIP 2018)
dan Counter Check In Penumpang 395 HK
Consultancy Service of Construction (1 December
Management and Surveillance of West 2017 until
Coast Land Arrangement, West Apron 30 Dcsember
Construction, East Side Apron Manufacture, 2018)
STP Displacement, VVIP Building Complex
Building and Counter Check In Passenger
2 PAKET 1: Design and Build Pek. 1,720,557,300 Proses pelelangan: 345 HK
Pematangan Lahan Pantai Sisi Barat dan proses penetapan
Konstruksi Apron Barat pemenang
PACKAGE 1: Design & Build Pek. West Auction process:
Coast Side Land Mapping and West Apron the process of
Construction awarding the
winner

NILAI PROGRAM
REALISASI FISIK
PROGRAM KERJA (Rp. ribu) PELAKSANA
NO PHYSICAL
WORK PROGRAM PROGRAM VALUE EXECUTOR
REALIZATION
(thousand Rupiah)
3 PAKET 2: Design and Build Pek. Konstruksi 179,001,790 Nindya – Virama 270 HK
Apron Timur dan Pemindahan Sewage KSO (24 Januari
Treatment Plant (STP) 2018 s/d 20
PACKAGE 2: Design & Build Pek. East Oktober 2018)
Apron Construction and Displacement 270 HK
SewageTreatment Plant (STP) (24 January
2018 until 20
October 2018)
4 PAKET 3: Design and Build Pek. Gedung 45,159,072 PT Amarta Karya 270 HK
VVIP, Base Ops TNI dan Penggantian Line (21 Februari
Maintenance Airlines 2018 - 17
PACKAGE 3: Design & Build Pek. November
VVIP Building, TNI Base Ops and Line 2018)
Maintenance Airlines Replacement 270 HK
(21 February
2018 - 17
November
2018)
5 PAKET 4: Pek. Pembangunan Counter 117,879,833 PT Angkasa Pura 330 HK
Check In Penumpang di Terminal Property
Kedatangan Domestik
PACKAGE 4: Pek. Development of Counter
Check In Passenger at Terminal of
Domestic Arrival
6 Pembangunan Rapid Exit Taxiway 80,000,360 PT NSE (Konsultan 90 HK
Construction of Rapid Exit Taxiway Perencana)
PT NSE (Planning
consultant)
NILAI IKATAN VALUE OF COMMITMENT
Investasi tahun 2017 terealisasi sebanyak 354 Investment in 2017 realized as many as 354
program atau 77,97% dengan nilai kontrak sebesar programs or 77.97% with a contract value of Rp4, 65
Rp4,65 triliun dan daya serap fisik sebesar 51,85%. trillion and physical absorption of 51.85%. It can be
Hal tersebut dapat dilhat dengan rincian sebagai viewed with the following details:
berikut:
REALISASI TAHUN 2017

RKAP TAHUN 2017 REALIZATION YEAR 2017
RKAP YEAR 2017 PROGRAM FISIK
KETERANGAN PROGRAM PHYSICAL
NO
NOTE NILAI KONTRAK
JUMLAH CONTRACT VALUE
PROGRAM NILAI JUMLAH NILAI
% %
TOTAL VALUE TOTAL VALUE
PROGRAM
1. RUTIN
ROUTINE
KESPEN
168 1,540,155,278,027 938,696,158,880 130 77.38% 503,899,251,920 53.68%
KESPEN
PELAYANAN
256 1,914,365,142,285 696,102,207,371 202 78.91% 492,388,845,199 70.74%
SERVICE
PENDAPATAN
7 671,281,965,150 670,530,026,403 7 100.00% 663,689,521,755 98.98%
INCOME
PENGEMBANGAN
2. 23 4,256,508,581,310 2,342,743,831,265 15 65.22% 750,243,235,187 32.02%
DEVELOPMENT
TOTAL INVESTASI
454 8,382,310,966,972 4,648,072,223,919 354 77.97% 2,410,220,854,062 51.85%
TOTAL INVESTMENT

2017 Annual Report
323
TUJUAN IKATAN OBJECTIVES OF COMMITMENT
Ikatan material yang dimiliki oleh PT Angkasa Pura The material bonds owned by PT Angkasa Pura I
I (Persero) bertujuan sebagai komitmen pembelian (Persero) are intended as a commitment to purchase
barang modal yang telah direncanakan dalam RKAP capital goods that have been planned in RKAP of PT
PT Angkasa Pura I (Persero) tahun 2017. Angkasa Pura I (Persero) in 2017.
SUMBER DANA SOURCE OF FUNDS
Sumber dana yang digunakan dalam pembelian The source of funds used in the purchase of capital
barang modal berasal dari Obligasi dan Sukuk goods comes from bonds and sukuk in accordance
sesuai dengan modal PT Angkasa Pura I (Persero) with the capital of PT Angkasa Pura I (Persero) which
yang telah dianggarkan selama tahun berjalan. has been budgeted during the year.
MATA UANG CURRENCY
Seluruh transaksi yang dilakukan dalam rangka All transactions conducted in the framework
pengikatan material untuk belanja modal adalah of material binding for capital expenditure are
dalam mata uang Rupiah. denominated in Rupiah.
LANGKAH PERLINDUNGAN RISIKO MATA STEP OF CURRENCY RISK PROTECTION

UANG
Dikarenakan seluruh transaksi pengikatan dan As all bonding and capital expenditure transactions
belanja modal dilakukan dalam mata uang rupiah, are conducted in rupiah currency, PT Angkasa Pura I
maka PT Angkasa Pura I (Persero) tidak perlu (Persero) does not need to protect the risk of foreign
melakukan perlindungan atas risiko perlindungan currency protection.
mata uang asing.
INVESTASI BARANG MODAL INVESTMENT OF CAPITAL GOODS
TUJUAN INVESTASI BARANG MODAL OBJECTIVES OF INVESTMENT OF

CAPITAL GOODS
Tujuan investasi barang modal untuk mendukung The purpose of investing capital goods is to support
kelancaran kegiatan operasional. PT Angkasa Pura I the smooth implementation of operational activities.
(Persero) melakukan investasi barang modal PT Angkasa Pura I (Persero) invests capital goods in
dalam bentuk aset tetap berupa Tanah, Bangunan the form of fixed assets in the form of Land, Buildings
(Lapangan), Gedung-gedung, Alat Perhubungan (Field), Buildings, Air Transportation Equipment,
Udara, Kendaraan, Instalasi, Peralatan, dan Aset Vehicles, Installations, Equipment and Assets under
dalam penyelesaian. construction.
JENIS DAN NILAI INVESTASI BARANG TYPE AND VALUE OF INVESTMENT OF

MODAL CAPITAL GOODS
Investasi barang modal yang direalisasi pada tahun Investments in capital goods that is realized in 2017
2017 sebesar Rp3,53 triliun. Adapun rincian terkait amounted to Rp3.53 trillion. The details related to
nilai investasi barang modal diuraikan dalam tabel the investment value of capital goods are described
sebagai berikut. in the table, as follows:

Tabel Investasi Barang Modal dalam bentuk Aset Tetap Tahun 2016-2017
Table of Investment of Capital Goods in the form of Fixed Assets Year 2016-2017 (in thousand Rupiah)
Jenis Aset Tetap

2017 2016
Type of Fixed Assets
Tanah
4,221,802 130,654,135
Soil
Bangunan (Lapangan)
315,432,827 264,598,820
Buildings (Field)
Gedung-gedung
137,073,504 62,397,239
Buildings
Alat perhubungan Udara
0 0
Air Transportation Equipment
Kendaraan
89,053,306 23,022,752
Vehicle
Instalasi
50,000,356 37,442,569
Installation
Peralatan
423,782,276 279,489,094
Equipment
Aset dalam penyelesaian
2,513,265,120 4,130,645,834
Assets under construction
Jumlah
3,532,829,191 4,928,250,442
Total
Selain melakukan investasi barang modal dalam In addition to investing capital goods in the form of
bentuk aset tetap, PT Angkasa Pura I (Persero) juga fixed assets, PT Angkasa Pura I (Persero) has also
telah merealisasikan beberapa program investasi di realized several investment programs in 2017. As
tahun 2017. Adapun beberapa program investasi for several investment programs that have been
yang telah terealisasi fisik 100% pada tahun 2017 physically realized 100% by 2017 are as follows.
adalah sebagai berikut.
1. Program Investasi pendukung Keselamatan 1. Aviation Safety Support/Investment Support

Penerbangan/ Keamanan Program
a. Pembangunan main station fire fighting dan b. The construction of fire fighting and rescue
rescue di area selatan bandara di Bandara I main station in the south of the airport at I
Gusti Ngurah Rai – Denpasar (program multi Gusti Ngurah Rai Airport - Denpasar (multi
years 2016-2017) sebesar Rp27,53 miliar. years program 2016-2017) of Rp27.53
billion.
b. Pembuatan slab beton bertulang penutup c. Making reinforced concrete slab of drainage
drainase terbuka area airside sekitar runway cover of airside area around runway at I Gusti
di Bandara I Gusti Ngurah Rai - Denpasar Ngurah Rai Airport - Denpasar (multi year
(program multi years 2016-2017) sebesar program 2016-2017) of Rp11.32 billion.
Rp11,32 miliar.
c. Pengadaan Fall Protection System di Terminal d. Procurement of Fall Protection System at
International Bandara I Gusti Ngurah Rai – Terminal International Airport I Gusti Ngurah
Denpasar (program single year 2017) sebesar Rai - Denpasar (single year 2017 program) of
Rp13.96 miliar. Rp13.96 billion.
d. Pengadaan dan pemasangan CCTV di Area e. Procurement and installation of CCTV in
Pergerakan Airside di Bandara I Gusti Ngurah Airside Movement Area at I Gusti Ngurah
Rai – Denpasar (program single year 2017) Rai Airport - Denpasar (single year 2017
sebesar Rp12,24 miliar. program) of Rp12.24 billion.
e. Pengadaan dan pemasangan UPS di terminal f. Procurement and installation of UPS at the
internasional Bandara I Gusti Ngurah Rai – international terminal of I Gusti Ngurah
Denpasar (program multi years 2016-2017) Rai Airport - Denpasar (multi year program
sebesar Rp6,90 miliar. 2016-2017) of Rp6.90 billion.

2017 Annual Report
325
f. Pelebaran Fillet Taxiway N3 berikut fasilitas g. The widening of Fillet Taxiway N3 and its
penunjangnya di Bandara Juanda – Surabaya supporting facilities at Juanda Airport -
(program multi years 2016-2017) sebesar Surabaya (multi year program 2016-2017)
Rp11,61 miliar. of Rp11.61 billion.
g. Penambahan kamera CCTV terminal 1 dan h. The addition of CCTV cameras terminals 1
2 serta penambahan storage di Bandara and 2 and the addition of storage at Juanda
Juanda Surabaya (program carry over 2016) Airport Surabaya (carry over program 2016)
Rp6,97 miliar. Rp6.97 billion.
h. Pengadaan dan penggantian panel TM 20 KV i. Procurement and replacement of TM 20
Jaringan Essential MPH dan Substation dan KV panel of MPH Essential and Substation
penambahan system back up suplai listrik Networks and addition of back up power
dari MPH ke terminal T1 di Bandara Juanda – supply from MPH to T1 terminal at Juanda
Surabaya (program single year 2017) sebesar Airport - Surabaya (single year 2017
Rp12,06 miliar. program) of Rp12.06 billion.
i. Pengadaan 1 (satu) unit Runway Rubber j. Procurement of 1 (one) unit Runway Rubber
Deposit Removal di Bandara Sultan Deposit Removal at Sultan Hasanuddin
Hasanuddin – Makassar (program carry over Airport - Makassar (carry over program
2016) sebesar Rp11,64 miliar. 2016) of Rp11.64 billion.
j. Pengadaan dan pemasangan kabel tegangan k. Procurement and installation of medium
menengah untuk Back up supply jaringan voltage cables for MPH 1 network back up
MPH 1 di Bandara Sultan Aji Muhammad at Sultan Aji Muhammad Sulaiman Airport -
Sulaiman - Balikpapan (program multi years Balikpapan (multi year program 2015-2017)
2015-2017) sebesar Rp4,34 miliar. of Rp4.34 billion.
k. Pengadaan dan pemasangan x-ray multi l. Procurement and installation of multi-view
view untuk hold baggage screening system x-ray for hold baggage screening system at
di Bandara Sultan Aji Muhammad Sulaiman - Sultan Aji Muhammad Sulaiman Airport -
Balikpapan (program multi years 2016-2017) Balikpapan (multi year program 2016-2017)
sebesar Rp5,38 miliar. of Rp5.38 billion.
l. Penggantian pagar airside dan pemasangan m. Replacement of airside fence and installation
pintu pagar di Bandara Internasional Lombok of gate at Lombok International Airport
(program multi years 2016-2017) sebesar (multi year program 2016-2017) amounting
Rp3,53 miliar. to Rp3.53 billion.
m. Pengadaan dan pemasangan CCTV di area n. Procurement and installation of CCTV in the
parker terminal di Bandara Internasional terminal parking area at Lombok International
Lombok (program single year 2017) sebesar Airport (single year 2017 program) of Rp2.05
Rp2,05 miliar. billion.
2. Program Pelayanan 2. Service Program

a. Sentralisasi pengkondisian udara pada a. Centralized air conditioning at Central
Central Refrigerant Building (CRB) di Bandara Refrigerant Building (CRB) at I Gusti Ngurah
I Gusti Ngurah Rai – Denpasar (program multi Rai Airport - Denpasar (multi year program
years 2016-2017) sebesar Rp21,32 miliar. 2016-2017) of Rp21.32 billion.
b. Pekerjaan overlay jalan akses Bandara di b. The overlay work of Airport access road at I
Bandara I Gusti Ngurah Rai – Denpasar Gusti Ngurah Rai Airport - Denpasar (single
(program single year 2017) sebesar Rp8,60 year 2017 program) is Rp8.60 billion.
miliar.
c. Penggantian penutup lantai dikoridor c. Replacement of the floor cover is dikoridor
keberangkatan terminal Internasional departure International terminal I Gusti
Bandara I Gusti Ngurah Rai – Denpasar Ngurah Rai Airport - Denpasar (program
(program single year 2016-2017) sebesar single year 2016-2017) of Rp8.5 billion.
Rp8,55 miliar.
d. Pekerjaan design and build special lighting d. Special design and build lighting work at I
di Bandara I Gusti Ngurah Rai – Denpasar Gusti Ngurah Rai Airport - Denpasar (multi
(program multi years 2016-2017) sebesar year program 2016-2017) of Rp8.88 billion.
Rp8,88 miliar.

e. Pembenahan toilet bandara di Bandara I e. Revamping the toilets at I Gusti Ngurah Rai
Gusti Ngurah Rai – Denpasar (program multi Airport - Denpasar (multi-year program
years 2016-2017) sebesar Rp2,94 miliar. 2016-2017) of Rp2.94 billion.
f. Pengadaan dan pemasangan face detection f. Procurement and installation of face
pada system CCTV di Bandara I Gusti Ngurah detection on CCTV system at I Gusti Ngurah
Rai – Denpasar (program multi years 2016- Rai Airport - Denpasar (multi year program
2017) sebesar Rp4,08 miliar. 20162017) of Rp4.08 billion.
g. Pengadaan kursi penumpang untuk terminal g. The procurement of passenger seats for
2 di Bandara Juanda – Surabaya (program terminal 2 at Juanda Airport - Surabaya
carry over 2016) sebesar Rp4,07 miliar. (carry over 2016 program) amounted to
Rp4.07 billion.
h. Pengadaan dan Pemasangan UPS 2x200 KVA h. Procurement and Installation of 2x200 KVA
untuk terminal 1A dan 1B di Bandara Juanda UPS for terminal 1A and 1B at Juanda Airport
– Surabaya (program single year 2017) - Surabaya (single year 2017 program) of
sebesar Rp6,15 miliar. Rp6.15 billion.
i. Overlay Runway 13-31 tahap II di Bandara i. Overlay Runway 13-31 phase II at Sultan
Sultan Hasanuddin - Makassar (program multi Hasanuddin Airport - Makassar (multi year
years 2016-2017) sebesar Rp24,61 miliar. program 2016-2017) of Rp24.61 billion.
j. Peningkatan konstruksi jalan inspeksi untuk j. Improved road construction inspection
Access Road kendaraan PKPPK di Bandara for Access Road PKPPK vehicles at SAMS
SAMS Sepinggan – Balikpapan (program Sepinggan - Balikpapan Airport (single year
single year 2017) sebesar Rp8,97 miliar. 2017 program) amounted to Rp8.97 billion.
INFORMASI MATERIAL MATERIAL INFORMATION ON

MENGENAI INVESTASI, EKSPANSI, INVESTMENT, EXPANSION,
DIVESTASI, AKUISISI, ATAU DIVESTATION, ACQUISITION, OR
RESTRUKTURISASI HUTANG DAN RESTRUCTURING OF PAYMENT
MODAL AND CAPITAL
INVESTASI INVESTATION
Rincian investasi PT Angkasa Pura I (Persero) Investment details of PT Angkasa Pura I (Persero)
disajikan sebagai berikut. are presented as follows.
OBLIGASI YANG DIMILIKI HINGGA JATUH TEMPO BONDS HELD TO MATURITY
Pembelian Obligasi setelah tahun 2004, Nilai Bond Purchased after 2004, Bond Acquisition
Perolehan Obligasi dikelompokan “Dimiliki Hingga Value is classified as “Held to Maturity”, while bond
Jatuh Tempo“ sedangkan pembelian obligasi dalam purchased in 2003 and 2004 of bonds are adjusted
tahun 2003 dan tahun 2004 pencatatan obligasi from available-for-sale category to held-to-maturity
disesuaikan dari kelompok tersedia untuk dijual category. Bonds acquired after 2004 are carried at
menjadi kelompok dimiliki hingga jatuh tempo. cost less amortization of discount or premium, while
Obligasi yang diperoleh setelah tahun 2004 dicatat the bonds acquired in 2003 and 2004 are recorded
berdasarkan nilai perolehan dikurangi dengan based on market price as of December 31, 2004
amortisasi diskonto atau premium sedangkan minus the discount or premium amortization.
obligasi yang diperoleh pada tahun 2003 dan 2004
dicatat berdasarkan harga pasar pada tanggal
31 Desember 2004 dikurangi dengan amortisasi
diskonto atau premium.

2017 Annual Report
327
PENYERTAAN PADA PT GAPURA ANGKASA PARTICIPATION IN PT GAPURA ANGKASA

(ENTITAS ASOSIASI) (ASSOCIATION ENTITY)
Penyertaan pada PT Gapura Angkasa yang bergerak Investments in PT Gapura Angkasa engaged in Ground
dalam bidang jasa Ground Handling dilakukan Handling services are conducted in accordance with
sesuai dengan persetujuan Surat Menteri Keuangan the approval of the Letter of the Minister of Finance
Nomor S546/MK.016/1997 tanggal 5 November No. S546/MK.016/1997 dated November 5, 1997
1997 dengan nilai perolehan Rp67.200.000.000 with the total acquisition value of Rp67,200,000,000
(Rupiah penuh). Modal dasar PT Gapura Angkasa (full Rupiah amount). The authorized capital of
adalah Rp860.160.000.000 (Rupiah penuh) terbagi PT Gapura Angkasa is Rp860,160,000,000 (full
atas 8.601.600 saham nominal Rp100.000 (Rupiah amount) divided into 8,601,600 shares of par
penuh) per saham. Modal dasar tersebut, sebanyak value of Rp100,000 (full Rupiah amount) per
2.150.400 saham atau senilai Rp215.040.000.000 share. The authorized capital, 2,150,400 shares or
(Rupiah penuh) merupakan modal ditempatkan Rp215,040,000,000 (full Rupiah amount) represents
dan disetor. Dari jumlah Modal Ditempatkan dan issued and paid up capital. Of the total issued and
Disetor oleh 3 (tiga) Pemegang saham yaitu PT fully paid shares by 3 (three) Shareholders, namely
Angkasa Pura I (Persero) dan PT Angkasa Pura PT Angkasa Pura I (Persero) and PT Angkasa Pura II
II (Persero) masing-masing sebanyak 672.000 (Persero) amounted to 672,000 shares (31.25%) and
saham (31,25%) dan PT Garuda Indonesia Airlines PT Garuda Indonesia Airlines (Persero), respectively
(Persero) sebanyak 806.400 saham (37,50%). Pada 806,400 shares (37.50%). In 2014, the company
tahun 2014 perseroan telah menjual sebagian has sold some of its shares to other shareholders,
saham miliknya kepada pemegang saham lainnya namely PT Garuda Indonesia (Persero) Tbk, with
yaitu PT Garuda Indonesia (Persero) Tbk sebanyak 456,960 shares or 22.25% with the selling price of
456.960 lembar saham atau 22,25% dengan harga Rp105,000,000 which is stated in the Memorandum
jual sebesar Rp105.000.000 yang dinyatakan dalam of Understanding of Purchase and Sale of PT Gapura
Nota Kesepahaman Pembelian dan Penjualan Saham Angkasa SP.140. KU.20/2014/PD; No. DS/PERJ/
PT Gapura Angkasa nomor SP.140. KU.20/2014/ MOU/DQ-3285/2014 dated June 30, 2014. Thus
PD; Nomor DS/PERJ/MOU/DQ-3285/2014 tanggal the remaining investment in PT Gapura Angkasa is
30 Juni 2014. Dengan demikian sisa penyertaan 215,040 shares or 10%. Changes of investments in
perseroan di PT Gapura Angkasa adalah sebanyak shares of PT Gapura Angkasa are as follows:
215.040 lembar saham atau sebesar 10%. Perubahan
penyertaan dalam saham pada PT Gapura Angkasa
adalah sebagai berikut:
Tabel Perubahan Penyertaan dalam Saham pada PT Gapura Angkasa

Table of Changes in Equity Participation in PT Gapura Angkasa (in thousand Rupiah)
31 Desember 2017 31 Desember 2016

December 31, 2017 December 31, 2016
Saldo Awal Tahun
42,861,060 39,997,101
Beginning Balance of the Year
Dividen
Dividend
Perubahan Ekuitas Entitas Asosiasi
Changes in the Equity of Associated (417,403) (98,535)
Entities
Bagian Laba (Rugi) Bersih
3,238,804 2,962,494
Net Profit (Loss)
Jumlah
45,682,461 42,861,060
Total

Perseroan memiliki pengaruh signifikan dengan The Company has significant influence by placing
menempatkan Dewan Komisaris pada entitas the Board of Commissioners on the associated
asosiasi sehingga Perseroan memiliki kekuatan entity so that the Company has the power to
untuk berpartisipasi dalam pengambilan keputusan participate in financial and operating decisions
keuangan dan operasi entitas asosiasi. Berikut ini of associated entities. The following is a summary
ringkasan informasi keuangan PT Gapura Angkasa of financial information of PT Gapura Angkasa at
pada 31 Desember 2017 dan 2016 yang dicatat December 31, 2017 and 2016 which are accounted
dengan mengunakan metode ekuitas. for using the equity method.
Ikhtisar Laporan Keuangan PT Gapura Angkasa

Summary of Financial Statements of PT Gapura Angkasa (in thousand Rupiah)

Total Aset
919,298,662 1,775,713,577
Total Assets
Total Liabilitas
499,337,525 1,390,394,818
Total Liabilities
Total Ekuitas
419,961,137 385,318,759
Total Equity
Laba Bersih
54,800,543 28,260,874
Net profit
PENYERTAAN PADA PT JASA MARGA BALI TOL PARTICIPATION IN PT JASA MARGA BALI TOL
(ENTITAS ASOSIASI) (ASSOCIATION)
Investasi dalam saham pada PT Jasa Marga Bali Tol Investment in shares in PT Jasa Marga Bali Tol is a
merupakan konsorsium investasi pembangunan consortium of road construction investment of Nusa
jalan tol Nusa Dua - Ngurah Rai - Benoa di daerah Dua-Ngurah Rai-Benoa toll road in the Bali area by
Bali oleh beberapa Perseroan BUMN. Investasi ini several state-owned companies. This investment
telah mendapat persetujuan dan Menteri Negara has been approved and the State Minister of
BUMN dalam surat nomor S-549/MBU/2011 tanggal SOEs in letter number S-549/MBU/2011 dated
25 Oktober 2011. Investasi pada PT Jasa Marga October 25, 2011. Investments in PT Jasa Marga
Bali Tol pada tanggal 31 Desember 2017 dan 2016 Bali Tol as of December 31, 2017 and 2016 are as
adalah sebagai berikut. follows.
Tabel Investasi pada PT Jasa Marga Bali Tol

Table of Investment at PT Jasa Marga Bali Tol (in thousand Rupiah)

Saldo Awal Tahun
Beginning Balance of the Year 45,889,360 51,980,803
Laba (Rugi) Tahun Berjalan

Income for the year (65,644,837) (76,065,357)
Pendapatan (Beban) Komprehensif Lain

Other Comprehensive Income (Expense) (247,918) -
Kepemilikan Perusahaan Asosiasi

Associate Company Ownership (5,271,421) (6,091,443)
Nilai Buku
Book Value 40,617,939 45,889,360

2017 Annual Report
329
Ikhtisar laporan keuangan entitas PT Jasa Marga Summary of the financial statements of PT Jasa
Bali Tol adalah sebagai berikut. Marga Bali Tol entity are as follows.
Ikhtisar Laporan Keuangan PT Jasa Marga Bali Tol

Financial Summary of PT Jasa Marga Bali Tol (in thousands of Rupiah)

Total Aset
1,900,825,550 1,938,330,437
Total Assets
Total Liabilitas
1,393,101,311 1,364,713,443
Total Liabilities
Total Ekuitas
(573,369,076) (649,682,351)
Total Equity
Laba Bersih
(65,644,837) (76,065,357)
Net Profit
Perseroan menempatkan Dewan Komisaris The Company places the Board of Commissioners in
diasosiasi, dan oleh karenanya investasi tersebut association, and as such investments are accounted
dicatat dengan menggunakan metode ekuitas. for using the equity method.
KERJASAMA OPERASI PADA RED AND WHITE OPERATING COOPERATION ON RED AND WHITE
Penyertaan atas kerja sama operasi antara Entitas Investments in the joint operation between PT
Anak PT Angkasa Pura Retail dengan PT Wonderful Angkasa Pura Retail entity and PT Wonderful Mulia
Mulia Jaya untuk menjalankan kerja sama berupa Jaya to run a joint venture of Red and White Stores
Toko Red dan White yang terletak di Bandara I located at I Gusti Ngurah Rai Airport, Denpasar,
Gusti Ngurah Rai Denpasar Bali sebesar Rp341.938 Bali which amounted to Rp341,938 with a profit
dengan pembagian keuntungan sebesar 50% dari sharing of 50% of the applicable profit up to
keuntungan yang berlaku sampai dengan tanggal November 3, 2017 and may be renewed.
3 November 2017 dan dapat diperpanjang.
EKSPANSI EXPANSION
Kegiatan Ekspansi Bisnis PT Angkasa Pura I (Persero) Business Activity Expansion of PT Angkasa Pura I
di Tahun 2017 merupakan kelanjutan kegiatan (Persero) in 2017 is a continuation of expansion
ekspansi di tahun sebelumnya. Kegiatan ekspansi activity in the previous year. The expansion activities
tersebut mencakup program pengembangan 3 include the 3 (three) airport development programs,
(tiga) Bandara yaitu Syamsudin Noor - Banjarmasin, Syamsudin Noor – Banjarmasin; Ahmad Yani Airport
Bandara Ahmad Yani – Semarang, dan Bandara – Semarang; and Yogyakarta New Airport.
Yogyakarta Baru.
Dalam rangka pengembangan bandar udara In the framework of developing the aforementioned
tersebut. Direksi menerbitkan keputusan untuk airports, the Board of Directors issued a decision to
membentuk organisasi dan tata kerja sebagai establish organization and working procedures, as
berikut: follows:
1. Sesuai dengan Keputusan Direksi PT Angkasa 1. In accordance with the Decree of the Board of
Pura I (Persero) nomor: KEP.176/OM.01.01/2014 Directors of PT Angkasa Pura I (Persero) number:
tanggal 15 Desember 2014 telah dibentuk KEP.176/OM.01.01/2014 dated December 15,
organisasi dan Tata Kerja Proyek Pengembangan 2014 has been established organization and
Bandar udara Syamsudin Noor Banjarmasin. Working Procedure of Development Project of
Syamsudin Noor Banjarmasin Airport.

2. Sesuai dengan Keputusan Direksi PT Angkasa 2. In accordance with the Decree of the Board
Pura I (Persero) nomor: KEP.107/OM.01.01/2014 of Directors of PT Angkasa Pura I (Persero)
tanggal 26 Agustus 2014 telah dibentuk number: KEP.107/OM.01.01/2014 dated August
organisasi dan Tata Kerja Proyek Pengembangan 26, 2014 has been established organization and
Bandar Udara Ahmad Yani – Semarang. Working Procedure of Development Project of
Ahmad Yani - Semarang Airport.
3. Sesuai dengan Keputusan Direksi PT Angkasa 3. In accordance with the Decree of the Board of
Pura I (Persero) nomor: KEP.182/oM.01.01/2014 Directors of PT Angkasa Pura I (Persero) number:
tanggal 30 Desember 2014 atas perubahan KEP.182/OM.01.01/2014 dated December 30,
Keputusan Direksi PT Angkasa Pura I (Persero) 2014 on the change of Decision of the Board of
nomor: KEP.108/OM.01.01/2014 tanggal 26 Directors of PT Angkasa Pura I (Persero) number:
Agustus 2014 telah dibentuk organisasi dan KEP.108/OM.01.01/2014 dated 26 August 2014
Tata Kerja Proyek Persiapan Pembangunan has been formed organization and Working
Bandar Udara Internasional Yogyakarta. Procedures of Project Construction Preparation
of International Airport Yogyakarta.
DIVESTASI DIVESTMENT
Selama tahun 2017, Perseroan tidak memiliki During 2017, the Company has no information or no
informasi atau tidak terdapat kegiatan terkait activities related to the divestment of the Company.
dengan divestasi Perseroan.
AKUISISI ACQUISITION
Selama tahun 2017, Perseroan tidak memiliki During 2017, the Company has no information or no
informasi atau tidak terdapat kegiatan terkait activities related to the acquisition of the Company.
dengan akuisisi Perseroan
RESTRUKTURISASI HUTANG DAN MODAL RESTRUCTURING OF PAYMENT AND

CAPITAL
Pada 2017, PT Angkasa Pura I (Persero) tidak In 2017, PT Angkasa Pura I (Persero) did not
melakukan restrukturisasi utang maupun modal. restructure its debt or capital. so there is no material
sehingga tidak terdapat informasi yang bersifat information about debt and capital restructuring.
material mengenai restrukturisasi utang maupun
modal.
PENCAPAIAN TARGET DAN ACHIEVEMENT OF TARGETS AND

TARGET KE DEPAN TARGETS AHEAD
PENCAPAIAN TARGET 2017 TARGET ACHIEVEMENT IN 2017
Kinerja PT Angkasa Pura I (Persero) pada 2017 Performance of PT Angkasa Pura I (Persero) in 2017
menunjukkan pencapaian yang baik. Hal tersebut shows a good achievement. This can be seen from
dapat dilihat dari pencapaian target yang telah the achievement of targets that have been set, as
ditetapkan sebagai berikut. follows:
Dari sisi produksi, realisasi produksi tahun 2017, In terms of production, production realization in
secara umum produksi aeronautika dan produksi 2017, in general, aeronautical production and non
non aeronautika dipengaruhi oleh beberapa hal, di aeronautical production are influenced by several
antaranya: things, including:
- Peningkatan trafik pesawat, penumpang dan - Increase in air traffic, passenger and cargo by
kargo tahun 2017. 2017.
- Penambahan rute baru Domestik untuk - The addition of new domestic routes for Air

2017 Annual Report
331
maskapai Batik Air, Citilink, Air Asia, dan Lion Batik, Citilink, Air Asia and Lion Air airlines in
Air di beberapa Bandara PT Angkasa Pura 1 several airports of PT Angkasa Pura 1 (Persero).
(Persero).
- Penambahan rute baru Internasional untuk - The addition of new international routes for
maskapai Qatar Airways, Batik Air, Air Asia Qatar Airways airline, Batik Air, Air Asia Extra,
Extra, Thai Lion Air di beberapa Bandara PT Thai Lion Air in several airports of PT Angkasa
Angkasa Pura 1 (Persero). Pura 1 (Persero).
- Peningkatan Frekuensi Penerbangan berjadwal - Increased scheduled Flight Frequency on airlines
pada beberapa maskapai seperti Lion Air, such as Lion Air, Garuda Indonesia, Air Asia,
Garuda Indonesia, Air Asia, Sriwijaya Air, NAM Sriwijaya Air, NAM Air, Qatar Airways, China
Air, Qatar Airways, China Eastern, Silk Air, dan Eastern, Silk Air and Arabian Airlines.
Arabian Airlines.
Tabel Pencapaian Target Kinerja Pelayanan Jasa Aeronautika (Produksi)

Table of Performance Target Achievement of Aeronautical Services (Production)
Realisasi 2017
Uraian Satuan RKAP 2017 Pencapaian
Realization of
Description Unit RKAP 2017 Achievement
2017
1 2 3 4 5=3/4
Pelayanan Jasa Pendaratan,
Penempatanan dan Penyimpanan
Pesawat Udara (PJP4U) Ton 28,098,099 26,665,504 105.37%
Aircraft Landing, Placement and
Storage Service (PJP4U)
PJP4U Domestic
Ton 21,883,742 21,518,266 101.70%
Domestic PJP4U
PJP4U International
Ton 6,214,357 5,147,237 120.73%
International PJP4U
Pelayanan Extendeed Fee
Pax 15,945 49,906 31.95%
Extended Fee Service
Pelayanan Extended Fee Domestic
Pax 14,458 10,089 143.30%
Domestic Extended Fee Service
Pelayanan Extended Fee Int.
Pax 1,487 39,817 3.73%
International Extended Fee Service
Pelayanan Jasa Penumpang
Pesawat Udara (PJP2U) Hr 40,078,358 40,103,971 99.94%
Aircraft Passenger Service (PJP2U)
PJP2U Domestic
Hr 32,456,922 33,318,511 97.41%
Domestic PJP2U
PJP2U International
Hr 7,621,436 6,785,461 112.32%
International PJP2U
Aviobridge
Ton 28,116,989 29,706,548 94.65%
Aviobridge
Avio Bridge Domestik
Ton 18,818,445 20,765,674 90.62%
Domestic Avio Bridge
Avio Bridge International
Ton 9,298,544 8,940,874 104.00%
International Avio Bridge
Counter
Pax 39,906,428 40,045,072 99.65%
Counter
Counter Domestik
Pax 32,452,235 33,317,434 97.40%
Domestic Counter
Counter International
Pax 7,454,193 6,727,638 110.80%
International Counter
BHS/HBS
Pax 5,699,259 -
BHS/HBS -

Realisasi 2017
Realization of
2017
1 2 3 4 5=3/4
BHS/HBS Domestik
Pax 1,122 -
Domestic BHS/HBS -
BHS/HBS Int
Pax 5,698,137 -
International BHS/HBS -
PJKP2U
Kg -
PJKP2U - -
PJKP2U Out Dom
Kg -
Out Dom PJKP2U - -
PJKP2U Out Int
Kg -
Out Int PJKP2U - -
PJKP2U Inc Dom
Kg -
Inc Dom PJKP2U - -
PJKP2U Inc Int
Kg -
Inc Int PJKP2U - -
Tabel Pencapaian Target Kinerja Pelayanan Jasa Non-Aeronautika (Produksi)

Table of Performance Target Achievement of Non-Aeronautical Service (Production)
Realisasi 2017
Realization of
2017
1 2 3 4 5=3/4
Sewa -Sewa M xBln
2
8,542,321 9,795,572 87.21%
Rents M2xMth
Sewa Ruang M2xBln
1,291,240 1,589,057 81.26%
Space Rent M2xMth
Sewa Tanah M2xBln
5,423,487 6,470,833 83.81%
Land Rent M2xMth
Sewa Tempat M2xBln
256,232 161,925 158.24%
Place Rent M2xMth
Sewa Tempat Antena M2xBln
20,418 22,129 92.27%
Antenna Place Rent M2xMth
Sewa Cold Storage M2xBln
36 -
Cold Storage Rent M2xMth -
Sewa Gedung M2xBln
-
Building Rent M2xMth - -
Penyerahan Penggunaan Tanah M2xBln
1,550,592 1,551,592 99.94%
Submission of Land Use M2xMth
Penyerahan Penggunaan Bangunan M2xBln
353 -
Submission of Building Use M2xMth -
Konsesi
9,570,569,203 9,727,387,230 98.39%
Building
Konsesi - Duty Free
Rp/000 1,182,917,582 1,514,073,597 78.13%
Concession - Duty Free
Konsesi - Food dan Beverages
Rp/000 1,168,571,857 1,390,335,578 84.05%
Concession - Food dan Beverages
Konsesi - Retail
Rp/000 1,641,701,833 1,393,986,496 117.77%
Concession – Retail

2017 Annual Report
333
Realisasi 2017
Realization of
2017
1 2 3 4 5=3/4
Konsesi - Services
Rp/000 1,686,758,498 1,726,845,095 97.68%
Concession – Services
Konsesi - Ground Handling
Rp/000 797,824,465 749,281,855 106.48%
Concession - Ground Handling
Konsesi - Catering
Rp/000 511,685,105 466,606,560 109.66%
Concession – Catering
Konsesi - FTC
Ltr 1,549,658,499 1,401,257,525 110.59%
Concession – FTC
Konsesi - CIP Lounge
Rp/000 178,573,474 231,887,773 77.01%
Concession - CIP Lounge
Konsesi - Cargo
Rp/000 195,484,603 362,298,339 53.96%
Concession – Cargo
Konsesi - Others
Rp/000 16,054,236 14,703,528 109.19%
Concession – Others
Konsesi - GAT
Rp/000 15,111,387 24,568,780 61.51%
Concession – GAT
Konsesi - Line Maintenance
Rp/000 574,450,649 391,360,641 146.78%
Concession - Line Maintenance
Konsesi - Advertising
Rp/000 51,777,015 60,181,461 86.03%
Concession – Advertising
39,079,811 34,412,637 113.56%
Parkir Mobil Lbr
29,096,030 25,083,741 116.00%
Car Parking Wdth
Parkir Motor Lbr
9,762,063 9,241,228 105.64%
Motorcycle Parking Wdth
Peron dan Waving Gallery Lbr
- - -
Peron and Waving Gallery Wdth
Pas Bandara Lbr
221,718 87,667 252.91%
Pas Airport Wdth
Utilitas
46,368,567 40,302,072 115.05%
Utilities
Pemakaian Listrik
Kwh 45,850,618 39,885,798 114.95%
Electricity Usage
Pemakaian Air
M3 495,704 393,953 125.83%
Water Usage
21,391 21,066 101.54%
Phone Usage PwtxMth
Layanan Data
EA 854 1,255 68.05%
Data Services
Reklame
20,768 66,792 31.09%
Advertising
Sewa Tempat Reklame Indoor M2xBln
9,518 24,305 39.16%
Indoor Advertising Place Rent M2xMth
Sewa Tempat Reklame Outdoor M2xBln
11,25 42,487 26.48%
Outdoor Advertising Place Rent M2xMth
Event dan Promotion
7,65 508 1,505.91%
Event and Promotion
Event dan Promotion
EA 7,65 508 1,505.91%
Event and Promotion
Lounge
576,303 914,889 62.99%
Lounge

Realisasi 2017
Realization of
2017
1 2 3 4 5=3/4
CIP Lounge Domestic
Pax 574,139 829,346 69.23%
CIP Lounge Domestic
CIP Lounge International
Pax -
CIP Lounge International - -
Executive Lounge Domestic
Pax 2,164 85,543 2.53%
Executive Lounge International
Pax -
Executive Lounge International - -
Jasa Gudang Cargo
238,361,160 39,770,797 599.34%
Cargo Warehouse Services
Jasa Gudang Cargo Out-Domestic
Out-Domestic Cargo Warehouse Kg 74,994,202 3,966,996 1,890.45%
Services
Jasa Gudang Cargo Out-International
Out-International Cargo Warehouse Kg 36,081,086 22,590,171 159.72%
Services
Jasa Gudang Cargo Inc-Domestic
Inc-Domestic Cargo Warehouse Kg 105,326,396 8,252,316 1,276.33%
Services
Jasa Gudang Cargo Inc-International
Inc-International Cargo Warehouse Kg 21,959,476 4,961,313 442.61%
Services
Maintenance dan Services Fee

21,426 81,230 26.38%
Maintenance and Services Fee

EA 21,426 81,230 26.38%
Dari sisi kinerja keuangan yang mencakup In terms of financial performance that includes
posisi keuangan dan laba (rugi) dan penghasilan the financial position and profit (loss) and other
komprehensif lain. comprehensive income.
Secara umum realisasi Total Aset tahun 2017 In general, the realization of Total Assets in 2017
terealisasi sebesar Rp25,05 triliun berada di bawah realized amounting to Rp25.05 trillion is below the
anggaran sebesar Rp1,54 triliun atau 5,80% dari budget of Rp1,54 trillion or 5.80% of RKAP in 2017
RKAP tahun 2017 sebesar Rp26,59 triliun, yang amounting to Rp26,59 trillion, which is caused:
disebabkan:
1. Total Aset Lancar terealisasi sebesar Rp5,90 1. Total Current Assets realized amounting to
triliun berada di atas anggaran sebesar Rp2,85 Rp5,90 trillion is above the budget of Rp2,85
triliun atau 93,36% dari RKAP tahun 2017 trillion or 93.36% of RKAP in 2017 amounting
sebesar Rp3,05 triliun. Hal ini disebabkan dana to Rp3,05 trillion. This is due to the bond funds
obligasi yang belum seluruhnya digunakan that have not been fully used for the payment of
untuk pembayaran beberapa proyek menunggu several projects awaiting the physical realization
realisasi fisik pekerjaan. of the work.
2. Total Aset Tidak Lancar terealisasi sebesar 2. Total Unrealized Assets in the amount of Rp19.15
Rp19,15 triliun berada di bawah anggaran trillion are below the budget of Rp 4.39 trillion
sebesar Rp4,39 triliun atau 18,65% dari RKAP or 18.65% of the RKAP of 2017 of Rp23.55
tahun 2017 sebesar Rp23,55 triliun, yang trillion, due to the realization of fixed assets are
disebabkan realisasi aset tetap masih di bawah still below the budget because some investment
anggaran karena beberapa program investasi programs are still in the work process (not yet
masih dalam proses pekerjaan (belum mencapai achieving 100% physical achievement).
prestasi fisik 100%).

2017 Annual Report
335
Sedangkan dari sisi liabilitas dan Ekuitas: On the liabilities and Equity side:
1. Total Liabilitas terealisasi sebesar 1. Total Liabilities realized amounting to Rp11.65
Rp11,65 triliun berada di bawah anggaran trillion are below the budget of Rp 1.86 trillion
sebesar Rp1,86 triliun atau 13,78% di bawah or 13.78% below the RKAP of 2017 of Rp13.51
RKAP tahun 2017 sebesar Rp13,51 triliun. Hal trillion. This is due to the long-term debt and
ini disebabkan utang usaha dan utang bank long-term bank loans realized under the budget
jangka panjang terealisasi di bawah anggaran due to the unrealization of several investment
karena belum terealisasinya beberapa program programs, especially airport development
investasi terutama proyek pengembangan projects, so that the disbursement of funds from
bandara, sehingga pencairan dana dari sindikasi syndicated banks has not been done.
bank belum dilakukan.
2. Total Ekuitas terealisasi sebesar 2. Total Equity realized amounting to Rp13.40
Rp13,40 triliun berada di atas anggaran sebesar trillion is above the budget of Rp318.25 billion
Rp318,25 miliar atau 2,43% dari RKAP tahun or 2.43% of the RKAP of 2017 amounting to
2017 sebesar Rp13,08 triliun, yang disebabkan Rp13.08 trillion, due to profit in 2017 is above
laba tahun 2017 berada di atas anggaran the budget of Rp248,71 billion or 21,23%.
sebesar Rp248,71 miliar atau 21,23%.
Secara umum realisasi laba (rugi) Audited setelah Generally realized gain (loss) after tax in 2017
pajak tahun 2017 sebesar Rp1,42 triliun berada di Audited by Rp1.42 trillion is above the budget
atas anggaran sebesar Rp248,75 miliar atau 21,20% of Rp248.75 billion, or 21.20% of the planned
dari yang direncanakan sebesar Rp1,17 triliun. amounting to Rp1.17 trillion.
Tabel Pencapaian Target Kinerja Keuangan Perusahaan Tahun 2017

(dalam juta Rupiah)
Table of Achievement of the Company’s Financial Performance on Targets Year 2017 (in million Rupiah)
Realisasi 2017
Uraian/Description RKAP 2017 Pencapaian
Realization of
Description RKAP 2017 Achievement
2017
1 2 3 4 (2/3)
Aset
25,051,810 26,594,801 94.20%
Assets
Aset Lancar
5,897,001 3,049,754 193.36%
Current Assets
Aset Tidak Lancar
19,154,808 23,545,047 81.35%
Non-Current Assets
Liabilitas
11,650,349 13,511,594 86.22%
Liabilities
4,268,030 2,388,199 178.71%
7,382,319 11,123,395 66.37%
Long-term Liabilities
Ekuitas
13,401,461 13,083,207 102.43%
Equity
Pendapatan Operasi
7,194,348 7,616,461 94.46%
Operating Income
Beban Operasi
5,306,848 5,725,076 92.69%
Operating Expenses
Laba Operasi
1,887,500 1,891,385 99.79%
Operating Profit
Pend Non Operasi
331,142 97,875 338.33%
Non-Operation Fund

Beban Non Operasi

429,373 410,02 104.72%
Non Operating Expenses
Pendapatan dan (Beban) Non Operasi
(98,231) (312,145) 31.47%
Non-Operating Income and (Expenses)
Laba sebelum Taksiran Pajak
Penghasilan 1,789,497 1,585,739 112.85%
Earnings before Estimated Income Tax
Pajak Penghasilan
367,368 412,363 89.09%
Income tax
1,422,129 1,173,376 121.20%
Net Profit of the Current Year
PROYEKSI 2018 PROJECTION 2018
Sesuai dengan surat Menteri Badan Usaha Milik In accordance with the Letter of the Minister of
Negara Nomor: S-487/MBU/08/2017 tanggal State-Owned Enterprises No. S-487/MBU/08/2017
31 Agustus 2017 tentang Aspirasi Pemegang dated August 31, 2017 concerning Aspiration of
Saham/Pemilik Modal untuk Penyusunan Rencana Shareholders/Capital Owners for the Preparation of
Kerja dan Anggaran Perseroan Tahun 2018, bahwa Work Plan and Budget of the Company Year 2018, the
panduan dasar dalam penyusunan RKAP tahun basic guidance in the preparation of the RKAP 2018
2018 terdiri dari Sasaran Umum, Asumsi-asumsi consists of General Goals, Macro Basic Assumptions,
Dasar Makro, Sasaran Kinerja dan Spesific Targets. Performance Goals and Specific Targets.
ASUMSI-ASUMSI DASAR MAKRO

MACRO BASIC ASSUMPTIONS
Mengikuti Asumsi Ekonomi Makro Penyusunan APBN

Following the Macroeconomic Assumption of APBN (State Budget) Compilation
Pertumbuhan Ekonomi
5.4%
Economic Growth
Tingkat Inflasi
3.5%
Inflation Rate
Nilai Tukar Mata Uang
Rp13,500/USD
Currency Exchange
Suku Bunga Surat Perbendaharaan Negara (SPN)
5.3%
Interest Rate of Treasury Letter (SPN)
ASUMSI-ASUMSI MIKRO
MICRO ASSUMPTIONS
Peningkatan Trafik Pesawat, Penumpang dan Kargo

Increased Traffic Aircraft, Passenger and Cargo
Kenaikan Tarif PJP4U, Counter
Increase in Rate PJP4U, Counter
Peningkatan Alat Produksi Aviobridge
Improvement of Production Equipment Aviobridge
Perubahan Pola Kerja sama Sewa Reklame dan Pengelolaan CIP Lounge
Changes in the Pattern of Cooperation Rental Advertising and CIP Lounge Management

2017 Annual Report
337
Tabel Proyeksi Kinerja Pelayanan Jasa Aeronautika 2018

Table of Projected Performance of Aeronautical Services 2018
Realisasi 2017 Proyeksi 2018

Uraian Satuan
Realization of Projection of
Description Unit
2017 2018
1 2 3 4
Pelayanan Jasa Pendaratan, Penempatanan dan
Penyimpanan Pesawat Udara (PJP4U)
Ton 28,098,099 29,332,703
Aircraft Landing, Placement and Storage Service
(PJP4U)
PJP4U Domestic
Ton 21,883,742 22,719,761
Domestic PJP4U
PJP4U international
Ton 6,214,357 6,612,942
International PJP4U
Extendeed and Advance
Pax 15,945 6,596
Extended and Advance
Pelayanan Extended Fee Domestic
Pax 14,458 6,057
Domestic Extended Fee Service
Pelayanan Extended Fee International
Pax 1,487 539
International Extended Fee Service
Pelayanan Jasa Penumpang Pesawat Udara
(PJP2U) Hr 40,078,358 43,537,264
Aircraft Passenger Service (PJP2U)
PJP2U Domestic
Hr 32,456,922 35,169,390
Domestic PJP2U
PJP2U International
Hr 7,621,436 8,367,874
International PJP2U
Aviobridge
Ton 28,116,989 30,510,860
Aviobridge
Aviobridge Domestic
Ton 18,818,445 20,631,316
Domestic Avio Bridge
Aviobridge International
Ton 9,298,544 9,879,544
International Avio Bridge
Counter
Pax 39,906,428 43,446,388
Counter
Counter Domestic
Pax 32,452,235 35,169,390
Domestic Counter
Counter International
Pax 7,454,193 8,276,998
International Counter
BHS/HBS
Pax 5,699,259 -
BHS/HBS
BHS/HBS Domestic
Pax 1,122 -
Domestic BHS/HBS
BHS/HBS International
Pax 5,698,137 -
International BHS/HBS
PJKP2U
Kg - 411,388,477
PJKP2U
PJKP2U Out Domestic
Kg - 129,988,551
Out Dom PJKP2U
PJKP2U Out International
Kg - 53,173,282
Out Int PJKP2U
PJKP2U Inc Domestic
Kg - 194,490,037
Inc Dom PJKP2U
PJKP2U Inc International
Kg - 33,736,606
Inc Int PJKP2U

Tabel Proyeksi Kinerja Pelayanan Jasa Non-Aeronautika 2018

Table of Projection of Performance of Non-Aeronautical Services 2018
Uraian Satuan Realisasi 2017 Proyeksi 2018

Description Unit Realization of2017 Projection of 2018
1 2 3 4
Sewa -Sewa M xBln
2
8,542,321 11,225,514
Rents M2xMth
Sewa Ruang M2xBln
1,291,240 1,342,989
Space Rent M2xMth
Sewa Tanah M2xBln
5,423,487 8,155,794
Land Rent M2xMth
Sewa Tempat M2xBln
256,232 154,797
Place Rent M2xMth
Sewa Tempat Antena M2xBln
20,418 21,341
Antenna Place Rent M2xMth
Sewa Cold Storage M2xBln
- -
Cold Storage Rent M2xMth
Sewa Gedung M2xBln
- -
Building Rent M2xMth
Penyerahan Penggunaan Tanah M2xBln
1,550,592 1,550,592
Submission of Land Use M2xMth
Penyerahan Penggunaan Bangunan M2xBln
353 -
Submission of Building Use M2xMth
Konsesi
9.570.569.203 15.821.121.259
Concession
Konsesi - Duty Free
Rp/000 1,182,917,582 1,547,030,000
Concession - Duty Free
Konsesi – Food and Beverages
Rp/000 1,168,571,857 1,437,970,111
Concession - Food dan Beverages
Konsesi - Retail
Rp/000
Concession – Retail 1,641,701,833 1,405,476,163
Konsesi - Services
Rp/000
Concession – Services 1,686,758,498 2,472,906,918
Konsesi - Ground Handling
Rp/000 797,824,465 773,180,686
Concession - Ground Handling
Konsesi - Catering
Rp/000 511,685,105 537,177,204
Concession – Catering
Konsesi – FTC
Ltr 1,549,658,499 6,402,947,254
Concession – FTC
Konsesi - CIP Lounge
Rp/000 178,573,474 173,515,143
Concession - CIP Lounge
Konsesi - Kargo
Rp/000 195,484,603 255,577,295
Concession – Cargo
Konsesi - Others
Rp/000 16,054,236 6,952,667
Concession – Others
Konsesi – GAT
Rp/000 15,111,387 16,191,079
Concession – GAT
Konsesi - Line Maintenance
Rp/000 574,450,649 655,268,016
Concession - Line Maintenance
Konsesi - Advertising
Rp/000 51,777,015 136,928,722
Concession – Advertising
39,079,811 40,794,989

2017 Annual Report
339
Uraian Satuan Realisasi 2017 Proyeksi 2018

Description Unit Realization of2017 Projection of 2018
1 2 3 4
Parkir Mobil Lbr
29,096,030 29,557,676
Car Parking Wdth
Parkir Motor Lbr
9,762,063 11,119,420
Motorcycle Parking Wdth
Peron dan Waving Gallery Lbr
- -
Peron and Waving Gallery Wdth
Pas Bandara Lbr
221,718 117,892
Pas Airport Wdth
Ultilitas
46,368,567 40,544,351
Utilities
Pemakaian Listrik
Kwh 45,850,618 40,100,123
Electricity Usage
Pemakaian Air
M3 495,704 422,876
Water Usage
21,391 19,545
Phone Usage PwtxMth
Layanan Data
EA 854 1,807
Data Services
Sewa Tempat Reklame
20.768 72.386
Advertising
Sewa Tempat Reklame Indoor M2xBln
9,518 44,740
Indoor Advertising Place Rent M2xMth
Sewa Tempat Reklame Outdoor M2xBln
11,250 27,646
Outdoor Advertising Place Rent M2xMth
Event dan Promotion
7,650 1,899
Event and Promotion
Event dan Promotion
EA 7,650 1,899
Event and Promotion
Lounge
574,139 374,434
Lounge
CIP Lounge Domestic
Pax 574,139 344,537
CIP Lounge Domestic
Pax - 29,897
Pax 2,164 -
Pax - -
Warehousing
238,361,160 -
Cargo Warehouse Services
Jasa Gudang Cargo Out-Domestic
Kg 74,994,202 -
Out-Domestic Cargo Warehouse Services
Jasa Gudang Cargo Out-International
Out-International Cargo Warehouse Kg -
36,081,086
Services
Jasa Gudang Cargo Inc-Domestic
Kg 105,326,396 -
Inc-Domestic Cargo Warehouse Services
Jasa Gudang Cargo Inc-International
Inc-International Cargo Warehouse Kg 21,959,476 -
Services
21,426 858
EA 21,426 858

Tabel Proyeksi Kinerja Keuangan Perusahaan Tahun 2018

Table of Projected Corporate Financial Performance Year 2018
Uraian Realisasi 2017 Proyeksi 2018

Description Realization of 2017 Projection of 2018
1 2 3
Aset
25,051,810 38,712.753
Assets
Aset Lancar
5,897,001 3,889,066
Current Assets
Aset Tidak Lancar
19,154,808 34,823,688
Non-Current Assets
Liabilitas
11,650,349 24,334,907
Liabilities
4,268,030 2,880,142
7,382,319 21,464,765
Long-term Liabilities
Ekuitas
13,401,461 14,367,847
Equity
Pendapatan Operasi
7,194,348 8,560,498
Operating Income
Beban Operasi
5,306,848 6,188,761
Operating Expenses
Laba Operasi
1,887,500 2,371,737
Operating Profit
Pend Non Operasi
331,142 135,357
Non-Operation Fund
Beban Non Operasi
429,373 432,069
Non Operating Expenses
Pendapatan dan (Beban) Non Operasi
(98,231) 567,426
Non-Operating Income and (Expenses)
Laba sebelum Taksiran Pajak Penghasilan
1,789,497 2,075,025
Earnings before Estimated Income Tax
Pajak Penghasilan
367,368 509,845
Income tax
1,422,129 1,565,180
Net Profit of the Current Year
INFORMASI DAN FAKTA MATERIAL INFORMATION

MATERIAL SETELAH TANGGAL AND FACTS AFTER DATE OF
LAPORAN AKUNTAN ACCOUNTING STATEMENTS
Sampai dengan tanggal Laporan Tahunan ini, tidak As of the date of this Annual Report, there is no
terdapat informasi dan fakta material yang terjadi material information and facts occurring after the
setelah tanggal laporan akuntan yang berpengaruh date of the accountant’s report that influences the
terhadap posisi keuangan Perseroan per tanggal 31 financial position of the Company as of December
Desember 2017 serta tidak berdampak terhadap 31, 2017 and has no impact on future business
kinerja dan risiko usaha di masa mendatang. Dengan performance and risk. As such, the Company does
demikian, Perseroan tidak menyajikan informasi not provide information on important events after
tentang kejadian penting setelah tanggal laporan the date of the accountant’s report including its
akuntan termasuk dampaknya terhadap kinerja dan impact on future performance and business risks.
risiko usaha di masa mendatang.

2017 Annual Report
341
Namun demikian, pada tanggal 16 Januari 2018 However, on January 16, 2018, there was a change
terjadi perubahan komposisi Dewan Komisaris. in the composition of the Board of Commissioners.
Ibu Anandy Wati yang menjabat sebagai Komisaris Mrs. Anandy Wati who served as Commissioner was
digantikan oleh Bapak Harry Z. Soeratin dan pada replaced by Mr. Harry Z. Soeratin and on March
tanggal 5 Maret 2018 terjadi perubahan komposisi 5, 2018 there was a change in the composition of
Direksi. Ibu Polana Banguningsih Pramesti yang the Board of Directors. Mrs. Polana Banguningsih
menjabar sebagai Direktur Teknik digantikan oleh Pramesti who described as Director of Engineering
Bapak Lukman F. Laisa. was replaced by Mr. Lukman F. Laisa.
KEBIJAKAN, PENGUMUMAN DAN POLICIES, ANNOUNCEMENT AND

PEMBAYARAN DIVIDEN PAYMENT OF DIVIDENDS
KEBIJAKAN DIVIDEN DIVIDEND POLICY
Perseroan secara rutin melakukan pembayaran The Company routinely pays dividends annually
dividen setiap tahun berdasarkan keputusan Rapat based on the resolution of the General Meeting of
Umum Pemegang Saham (RUPS). Pembayaran Shareholders (GMS). Payment of dividends shall be
dividen dilakukan paling lambat 1 bulan setelah done no later than 1 month after the General Meeting
RUPS dalam Rapat Pertanggungjawaban of Shareholders in the Management Accountability
Manajemen tahun berjalan. Kebijakan pembagian Meeting of the current year. The policy of dividend
dividen yang diterapkan Perseroan adalah distribution applied by the Company is to consider
dengan mempertimbangkan ekspansi usaha. Laba business expansion. Profit is set aside for the
disisihkan sesuai dengan kebutuhan pengembangan Company’s business development needs.
usaha Perseroan.
Pengurangan laba yang dialokasikan untuk dividen The deduction of profit allocated for dividends and
dan cadangan Perseroan tahun 2017 berasal the Company’s reserves by 2017 stems from the
dari kinerja Perseroan tahun 2016 ditentukan performance of the Company in 2016, determined
berdasarkan hasil Rapat Umum Pemegang Saham based on the Annual General Meeting of Shareholders
(RUPS) Tahunan yang dinyatakan dalam Akta (AGMS) as stated in Notarial Deed of Nanda Fauz
Notaris Nanda Fauz Iwan, SH. MK No.5 tanggal 17 Iwan, SH. MK No.5 dated May 17, 2016.
Mei 2016.
Pengurangan laba yang dialokasikan untuk dividen The deduction of profit allocated for dividends and
dan cadangan Perseroan tahun 2016 berasal the Company’s reserves by 2016 is derived from the
dari kinerja Perseroan tahun 2015 ditentukan performance of the Company in 2015 determined
berdasarkan hasil Rapat Umum Pemegang Saham based on the result of the Annual General Meeting
Tahunan yang dinyatakan dalam Akta Notaris of Shareholders as stated in Notarial Deed of Nanda
Nanda Fauz Iwan, SH. MK No.5 tanggal 17 Mei Fauz Iwan, SH. MK No.5 dated May 17, 2016.
2016.
PENGUMUMAN DAN PEMBAYARAN ANNOUNCEMENT AND PAYMENT OF

DIVIDEN DIVIDEND
Jumlah Dividen kas per saham untuk tahun buku Total Cash dividends per share for the financial
2016 sebesar Rp21,83, sedangkan jumlah Dividen year 2016 amounted to Rp21,83, while total cash
kas per saham untuk tahun buku 2015 sebesar dividends per share for the financial year 2015
Rp26,24 dan untuk tahun buku 2014 adalah sebesar amounted to Rp26,24 and for fiscal year 2014
Rp63,47. Dividen Payout Ratio untuk tahun buku amounted to Rp63,47. Dividend Payout Ratio for
2016 sebesar 12,08%, sedangkan untuk tahun buku fiscal year 2016 is 12.08%, while for fiscal year
2015 dan 2014 sebesar 20%. 2015 and 2014 is 20%.

Pembagian Dividen dilaksanakan berdasarkan Dividend distribution shall be based on the GMS
Keputusan RUPS sebagaimana diuraikan sebagai resolutions as described below.
berikut.
Tabel Pengumuman dan Pembayaran Dividen Tahun Buku 2014 sampai dengan 2016
Table of Dividend Announcement and Payment of Accounting Year 2014 until 2016
Laba
Bersih
Pembagian Tahun Dividen
Dividen Berjalan per
Tahun (dalam jutaan (dalam Lembar Tanggal
Tanggal
Buku Rupiah) jutaan saham Dividen Dasar Pembagian Pengumuman Pembayaran
Accounting Distribution Rupiah) Dividend Dividend Basis of Sharing Announcement Payment
Date
Year of Dividends Net Income per Date
(in millions of of Current Sheet of
Rupiah) Year (in Share
million
rupiah)
Risalah RUPS
Nomor: AP.I.2406/
9 Mei
KU/03/2017/DU-B
2017 7 Juni 2017
2016 140,000 1,158,800 21,826 12.08% Minutes of
May 9, June 7, 2017
GMS Number:
2017
AP.I.2406/
KU/03/2017/DU-B
Berita Acara RUPS
No.19 Tanggal 17
Mei 2016/News of
17 Mei
RUPS No.19 Mei
2016 14 Juni 2016
2015 168,309 841,542 26,239 20% 17.2016
May 17, June 14, 2016
Minutes of GMS
2016
No. 17 dated May
17, 2016/News
of the
Tahap 1:
4 Juni 2015
Tahap 2:
7 Juli 2015
Tahap 3:
11 Agustus 2015
Tahap 4:
Risalah RUPS 9 September 2015
no. AP.I.2608/ 12 Mei Tahap 5:
TU.03.04/2014 2015 8 Oktober 2015
2014 185,720 928,601 63,47 20%
Minutes of GMS May, 12 Phase 1:
no. AP.I.2608 / 2015 June 4, 2015
TU.03.04 / 2014 Phase 2:
July 7, 2015
Phase 3:
August 11, 2015
Phase 4:
September 9, 2015
Phase 5:
October 8, 2015
Adapun rincian penggunaan saldo laba untuk tahun The details of the use of retained earnings for 2017
2017 dan 2016 diuraiakan sebagai berikut. and 2016 are described as follows.
Uraian
2017 2016
Description
Cadangan / Reserve:
Saldo awal / Beginning balance 4,080,412,385 3,407,178,379
Penambahan / Addition 1,018,800,143 673,234,006
Pengurangan / Deduction - -
Penyesuaian / Adjustment (5,455,420) -

2017 Annual Report
343
Uraian
2017 2016
Description
Saldo akhir / End balance 5,093,757,108 4,080,412,385
Laba tahun berjalan / Current income :
Laba bersih tahun lalu, tanpa

kepentingan non-pengendali / Net
1,158,800,143 841,542,506
income of prior year exclude non-
controlling interest
- Pembagian dividen / Dividend

(140,000,000) (168,308,500)
declaired
- Cadangan / Reserves (1,018,800,143) (673,234,006)
Laba bersih tahun berjalan / Net income

1,418,577,150 1,158,800,143
current year
Jumlah laba tahun berjalan / Total

1,418,577,150 1,158,800,143
current income
Jumlah saldo laba / Total retained

6,512,334,258 1,158,800,143
earnings
PROGRAM KEPEMILIKAN SAHAM MANAGEMENT AND/OR

OLEH MANAJEMEN DAN/ATAU EMPLOYEE STOCK OWNERSHIP
KARYAWAN PROGRAM
PT Angkasa Pura I (Persero) tidak memiliki PT Angkasa Pura I (Persero) does not have an
program kepemilikan saham oleh karyawan dan/ employee and/or management stock ownership
atau manajemen (ESOP/ MSOP). Seluruh saham program (ESOP/MSOP). All shares of the Company
Perseroan dimiliki oleh Pemerintah Republik are owned by the Government of the Republic of
Indonesia, sehingga tidak ada informasi jumlah Indonesia, so there is no information on the number
saham ESOP/MSOP dan realisasinya, jangka waktu, of shares of ESOP / MSOP and its realization,
persyaratan karyawan dan/atau manajemen yang term, employee and / or eligible management, and
berhak, dan harga exercise. exercise price.
REALISASI PENGGUNAAN DANA REALIZATION OF THE USE OF

HASIL PENAWARAN UMUM OFFERING PROCEED OF THE
INITIAL PUBLIC OFFERING
Sesuai dengan POJK Nomor 30/POJK.04/2015 In accordance with the POJK No. 30 / POJK.04 / 2015
tentang Laporan Realisasi Penggunaan Dana Hasil regarding the Report on the Realization of the Use
Penawaran Umum, Perseroan telah melaporkan of Funds from the Public Offering, the Company has
Realisasi Penggunaan Dana Hasil Penawaran Umum reported the Realization of the Use of Funds from
Obligasi I Angkasa Pura I tahun 2017 dan Sukuk the First Bond I of Base 2017 and I Angkasa Pura I in
Ijarah I Angkasa Pura I tahun 2017 per 31 Desember 2017 as per December 31, 2017 as following.
2017 sebagai berikut.


2017 Annual Report
345
Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum

Table of Realization of The Use of The Result of The Initial Public Offering
Nilai Realisasi Hasil Penawaran Umum

The Value of the Realization of the Result of the Public Offering
Tanggal
Jenis Penawaran Umum efektif Jumlah Hasil Biaya Penawaran
No
Type of Public Offering Effective Penawaran Umum Umum Hasil Bersih
Date Amount of Public Cost of Public Net Result
Offering Result Offering
Penawaran Umum (Obligasi dan 10-Nov-16 3,000,000,000,000 8,789,785,708 2,991,210,214,292

Sukuk Ijarah Nov 10, 16
Public Offering (Bonds and Sukuk
Ijarah)
Biaya Jasa Penjaminan 300,000,000

(Underwriting fee)
Underwriting fee
Biaya Jasa Penyelenggaraan 900,000,000

(Management fee)
Management fee
Biaya Penjualan (Selling fee) 300,000,000

Selling fee
Biaya Jasa Profesi Penunjang Pasar

Modal
Cost of Professional Services
Supporting Capital Market
Akuntan Publik 1,749,632,500

Public Accountant
Konsultan Hukum 758,762,400

Law Consultant
Notaris 165,000,000
Notary
Biaya Jasa Lembaga Penunjang

Pasar Modal
Cost of Institutional Services
Supporting Capital Market
Wali Amanat 170,500,000

Trustee
Lembaga Pemeringkat Efek 1,320,000,000

Stock Rating Agency
Biaya Pencatatan Awal 1,191,500,000

(BEI, KSEI dan OJK)
Initial Listing Fee
(IDX, KSEI and OJK)
Biaya lain-lain (Percetakan, public 1,934,390,808

expose, dll)
Other expenses (printing, public
expose, etc.)

(dalam Rupiah penuh)

(in full Rupiah)
Rencana Penggunaan Dana Realisasi Penggunaan Dana

Fund Use Plan Actual Use of Funds
Sisa Dana
Pendanaan Pendanaan Hasil
5 proyek 5 proyek Penawaran
Pendanaan Pendanaan
pengembangan pengembangan Umum
investasi rutin investasi rutin
bandara Total bandara Total The remaining
Funding Funding
Funding of Total Funding of Total Fund of Public
for regular for regular
5 airport 5 airport Offering
investments investments
development development
projects projects
2,243,407,660,719 747,802,553,573 2,991,210,214,292 474,000,000,000 474,000,000,000
1,348,621,902,001 510,542,716,153 1,859,164,618,154
1,822,621,902,001 510,542,716,153 2,333,164,618,154 658,045,596,138

2017 Annual Report
347
Sisa dana sebesar Rp658.045.596.138 ditempatkan The remaining funds amounting to

sebagai berikut: Rp 658,045,596,138 are placed as follows:
Hubungan
Dengan
Jenis Bunga/Imbal
Nama Bank Nomor Rekening Jumlah Perusahaan
No. Penempatan Hasil
Bank Name Account Number Total Relationship
Placement Type Interest/Return
With
Company
Bank
Giro Afiliasi
1 Tabungan 000-140-13000-13279 6.5% 12,676,000,867.31
Current Account Affiliates
Negara
Bank Deposito Pihak Ketiga

2 102-1109017 7.5% 210,000,000,000
Bukopin Deposit Third party
Bank Deposito Pihak Ketiga

3 30-100-700-58 8.5% 340,000,000,000
Muamalat Deposit Third party
Nisbah
nasabah:
Giro 57,85%,
Pihak Ketiga
Current Account ECR: 7% 20,043,690,813
Third party
Customer
Ratio: 57.85%,
Sinar Mas ECR: 7%
4 9924252698
Syariah Nisbah
nasabah:
57,85%,
Deposito Pihak Ketiga
ECR: 7% 30,000,000,000
Deposit Third party
Customer
Ratio: 57.85%,
ECR: 7%
Giro Afiliasi
5 BRI Syariah 103-2330-556 550,016,246 325,904,457.69
Current Account Affiliates
BTN Deposito Afiliasi

6 000-140-13000-13279 7% 75,000,000,000
Syariah Deposit Affiliates
Jumlah
658,045,596,138
Total
PT Bank Tabungan Negara (Persero), PT Bank PT Bank Tabungan Negara (Persero), PT Bank Rakyat
Rakyat Indonesia Syariah, dan PT Bank Tabungan Indonesia Syariah and PT Bank Tabungan Negara
Negara Syariah merupakan pihak terafiliasi dengan Syariah are parties affiliated with the Company
Perseroan baik secara langsung maupun tidak either directly or indirectly with the Company
langsung dengan Perseroan melalui kepemilikan through the ownership of shares by the Republic
saham oleh Negara Republik Indonesia sesuai of Indonesia in accordance with the definition of
dengan definisi “Afiliasi” dalam UUPM. “Affiliate” in UUPM.
Hasil dari penawaran umum berupa obligasi dan The proceeds from a public offering of ijara bonds
sukuk ijarah senilai Rp3 triliun, dikurangi dengan and sukuk worth Rp3 trillion were reduced by
biaya penawaran umum senilai Rp8,78 miliar dan Rp8.78 billion and minus the realization of routine
dikurangi realisasi pendanaan proyek investasi investment funding until 2017 for a public offering,
rutin sampai dengan 2017 sehingga realisasi bersih resulting in a net realization of a public offering
atas penawaran umum adalah sebesar Rp2,33 amounting to Rp2.33 trillion. The plan to use the
triliun. Adapun rencana penggunaan dana hasil proceeds from the public offering is 75% of deduced
penawaran umum tersebut adalah 75% dari hasil by emission cost will be allocated for funding 5
penawaran umum setelah dikurangi biaya biaya- (five) airport development projects and 25% is used
emisi akan dialokasikan untuk pendanaan 5 (lima) for routine investment funding.
proyek pengembangan bandara dan 25% digunakan
untuk pendanaan investasi rutin.

Realisasi penggunaan dana hasil penawaran umum Actual use of proceeds from the public offering
per 31 Desember 2017 untuk pendanaan 5 proyek per December 31, 2017 for funding 5 airport
pengembangan bandara adalah sebesar Rp1,82 development projects amounted to Rp1, 82 trillion.
triliun. Sedangkan investasi rutin adalah sebesar Rp While routine investment is Rp 510.54 billion and
510,54 miliar dan sisa dana hasil penawaran umum the remaining proceeds from the public offering of
sebesar Rp658,04 miliar ditempatkan pada bank Rp658.04 billion are placed in affiliated banks and
afiliasi dan pihak ketiga. third parties.
OBLIGASI BOND
Perseroan telah memperoleh Surat Efektif The Company obtained an Effective Registration
Pernyataan Pendaftaran nomor S. 677/D.04/2016 Statement number S. 677/D.04/ 2016 dated
tanggal 10 November 2016 dari Otoritas Jasa November 10, 2016 of the Financial Services
Keuangan untuk penawaran umum Obligasi I Authority for the public offering of Bond I Angkasa
Angkasa Pura I Tahun 2016 dengan jumlah pokok Pura I Year 2016 with total principal amount of
sebesar Rp2.500.000.000 dan Sukuk Ijarah I Rp2,500,000,000 and Sukuk Ijarah I amounting to
sebesar Rp500.000.000. Obligasi tersebut telah Rp500 000,000. The bonds have been listed on
dicatatkan pada Bursa Efek Indonesia tanggal 23 the Indonesia Stock Exchange dated November
November 2016 sesuai Pengumuman Pencatatan 23, 2016 pursuant to the First Bond I Registration
Obligasi I Angkasa Pura I Tahun 2016 dan Sukuk Notice in 2016 and First I Tahun Sukuk I Year 2016
Ijarah I Tahun 2016 PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) no. Peng-P-00950/BEI.
No. Peng-P-00950/BEI.PP2/11-2016 tanggal 22 PP2/11-2016 dated November 22, 2016.
November 2016.
Seluruh dana yang diperoleh dari hasil Penawaran All proceeds from the Public Offering, deduced by
Umum. setelah dikurangi biaya-biaya emisi. emission costs, all of which will be used directly by
seluruhnya akan digunakan langsung oleh Perseroan the Company for airport development and regular
untuk pengembangan bandara dan investasi rutin. investment, with details:
dengan rincian:
1. Sekitar 75% (tujuh puluh lima persen) akan 1. Approximately 75% (seventy five percent) will
digunakan untuk pengembangan 5 (lima) be used for the development of 5 (five) airports
bandara yaitu: i.e:
a. Bandara Baru Yogyakarta; a. Yogyakarta New Airport;
b. Bandara Ahmad Yani – Semarang; b. Ahmad Yani Airport - Semarang;
c. Bandara Syamsudin Noor – Banjarmasin; c. Syamsudin Noor Airport - Banjarmasin;
d, Bandara Juanda – Surabaya; dan d. Juanda Airport - Surabaya; and
e, Bandara Sultan Hasanuddin - Makassar e. Sultan Hasanuddin Airport - Makassar
2. Sekitar 25% (dua puluh lima persen) akan 2. Approximately 25% (twenty five percent) will be
digunakan untuk Investasi Rutin. used for Routine Investment.
SUKUK IJARAH SUKUK IJARAH
Seluruh dana yang diperoleh dari hasil Penawaran All proceeds obtained from the Sukuk Ijarah Public
Umum Sukuk Ijarah, setelah dikurangi biaya-biaya Offering, deduced by emission costs, all of which
emisi, seluruhnya akan digunakan langsung oleh will be used directly by the Company for airport
Perseroan untuk pengembangan bandara dan development and regular investment, with details:
investasi rutin dengan rincian:
1. Sekitar 75% (tujuh puluh lima persen) akan 1. Approximately 75% (seventy five percent) will
digunakan untuk pengembangan 5 (lima) be used for the development of 5 (five) airports
bandara yaitu: i.e:
a. Bandara Baru Yogyakarta; a. Yogyakarta New Airport;
b. Bandara Ahmad Yani – Semarang; b. Ahmad Yani Airport - Semarang;
c. Bandara Syamsudin Noor – Banjarmasin; c. Syamsudin Noor Airport - Banjarmasin;

2017 Annual Report
349
d. Bandara Juanda – Surabaya; dan d. Juanda Airport - Surabaya; and

e. Bandara Sultan Hasanuddin – Makassar e. Sultan Hasanuddin Airport - Makassar
2. Sekitar 25% (dua puluh lima persen) akan 2. Approximately 25% (twenty five percent) will be
digunakan untuk Investasi Rutin. used for Routine Investment.
Jenis pengembangan bandara yang dimaksud dalam The types of airport development in question to use
rangka penggunaan dana hasil dari Penawaran the proceeds from the Public Offering of Bonds and
Umum Obligasi dan Penawaran Umum Sukuk Ijarah Sukuk Ijarah Public Offering include the construction
antara lain meliputi pembangunan bandara baru, of new airports, the expansion of arrival and
perluasan terminal kedatangan dan keberangkatan, departure terminals, the addition of airport public
penambahan fasilitas umum bandara, perluasan facilities, the expansion of the aircraft parking area,
area parkir pesawat, dan lain-lain. and others.
Adapun Investasi Rutin yang dimaksud dalam The routine investments referred to in the framework
rangka penggunaan dana hasil dari Penawaran of the use of funds resulting from the Public Offering
Umum Obligasi dan Penawaran Umum Sukuk of Bonds and Public Offering of Sukuk Ijarah include
Ijarah antara lain meliputi overlay landasan pacu, the runway overlay, equipment replacement,
penggantian peralatan, renovasi terminal dan lain- terminal renovation and others.
lain.
INFORMASI MATERIAL YANG MATERIAL INFORMATION

MENGANDUNG BENTURAN CONTAINING CONFLICT OF
KEPENTINGAN DAN/ATAU INTEREST AND/OR TRANSACTIONS
TRANSAKSI DENGAN PIHAK WITH RELATED PARTIES
BERELASI
Kelompok Usaha melakukan transaksi dengan The Group conducts transactions with related parties
pihak-pihak berelasi sebagaimana didefinisikan as defined in SFAS No. 7 (Revised 2010), “Related
dalam PSAK No. 7 (Revisi 2010), “Pengungkapan Party Disclosures”. This transaction is based on
Pihak-pihak Berelasi”. Transaksi ini dilakukan terms agreed by both parties, the requirement may
berdasarkan persyaratan yang disetujui oleh kedua not be the same as other transactions conducted
belah pihak, persyaratan tersebut mungkin tidak with non-related parties.
sama dengan transaksi lain yang dilakukan dengan
pihak-pihak yang tidak berelasi.
Saldo dan transaksi yang material antara Kelompok The material balances and transactions between the
Usaha dengan Pemerintah Negara Republik Group and Government of the Republic of Indonesia
Indonesia dan entitas berelasi dengan Pemerintah and related entities with the Government are
diungkapkan dalam catatan atas laporan keuangan disclosed in the notes to the relevant consolidated
konsolidasian yang relevan. Kelompok usaha financial statements. The Business Group chooses
memilih untuk mengungkapkan transaksi dengan to disclose transactions with related entities with
entitas berelasi dengan pemerintah dengan the Government by using the exemption from the
menggunakan pengecualian dari persyaratan related party disclosure requirements.
pengungkapan pihak berelasi.
Dalam kegiatan usaha normal, kelompok usaha In the ordinary course of business, the Group
melakukan transaksi dengan pihak-pihak berelasi, undertakes transactions with related parties,
yang terafiliasi dengan kelompok usaha melalui affiliated with the Group through direct and indirect
kepemilikan langsung dan tidak langsung, dan/atau ownership, and or under the control of the same
di bawah kendali pihak yang sama. party.

KEBIJAKAN MEKANISME REVIU REVIEW MECHANISM POLICY FOR

ATAS TRANSAKSI DAN PEMENUHAN TRANSACTIONS AND FULFILLMENT OF
PERATURAN DAN KETENTUAN TERKAIT RELATED TERMS AND CONDITIONS
PT Angkasa Pura I (Persero) memiliki kebijakan PT Angkasa Pura I (Persero) has a policy regarding
mengenai persyaratan dan kondisi transaksi dengan terms and conditions of transactions with related
pihak berelasi. Secara umum persyaratan dan parties. In general terms, terms and conditions of
kondisi transaksi dengan pihak berelasi dilakukan transactions with related parties are performed as
sebagai mana dilakukan dengan pihak ketiga. to which is done with third parties. During 2017
Selama tahun 2017 tidak terdapat pelanggaran atas there is no violation of compliance with the relevant
pemenuhan peraturan dan ketentuan yang terkait. rules and regulations.
KEWAJARAN TRANSAKSI TRANSACTION FAIRNESS
Seluruh transaksi yang dilakukan pada tahun 2017 All transactions in 2017 conducted properly (Arm's
dilakukan secara wajar (Arm’s Length) dan sesuai Length) and in accordance with normal commercial
dengan persyaratan komersial normal. Kewajaran terms. The fairness of transactions with related
transaksi dengan pihak terkait atau mengandung parties or containing conflicts of interest has been
benturan kepentingan telah dilakukan secara wajar done fairly according to the laws and regulations.
sesuai peraturan perundang-undangan. Transaksi The transactions are conducted on the basis of the
dilakukan atas dasar alasan kebutuhan Perseroan needs of the Company and free of any conflict of
dan bebas dari konflik kepentingan. interest.
Perseroan dan Entitas Anak melakukan transaksi The Company and Subsidiaries entered into
dengan beberapa pihak yang mempunyai hubungan transactions with several related parties, in
istimewa, sesuai dengan PSAK No.7 (Revisi 2015) accordance with PSAK No.7 (Revised 2015) regarding
mengenai “Pengungkapan Pihak-Pihak Berelasi”. “Related Parties Disclosures”. The definition of
Definisi pihak-pihak berelasi adalah sebagai berikut: related parties is as follows:
Orang atau anggota keluarga terdekat mempunyai The person or immediate family member has a
relasi dengan entitas pelapor jika orang tersebut: relationship with the reporting entity if the person:
• Memiliki pengendalian atau pengendalian • Has joint control or control over the reporting
bersama atas entitas pelapor entity
• Memiliki pengaruh signifikan atas entitas • Has significant influence over the reporting
pelapor; Atau entity; Or
• Personil manajemen kunci entitas pelapor • Key management personnel of the reporting
entity
Suatu entitas berelasi dengan entitas pelapor jika An entity is related to the reporting entity if it meets
memenuhi salah satu hal berikut: one of the following:
• Entitas dan entitas pelapor adalah anggota dari • The reporting entity and entity are members of
kelompok usaha yang sama (artinya entitas the same business group (meaning the subsidiary
induk entitas anak, dan entitas anak berikutnya entity of the subsidiary, and the subsequent
terkait dengan entitas lain); subsidiary entity in relation to another entity);
• Satu entitas adalah entitas asosiasi atau ventura • An entity is an associate or joint venture of
bersama dari entitas lain (atau entitas asosiasi another entity (or associate entity or
atau
• Ventura bersama yang merupakan anggota • A joint venture that is a member of a business
suatu kelompok usaha, yang mana entitas lain group, of which the other entity is a member);
tersebut adalah anggotanya);
• Kedua entitas tersebut adalah ventura bersama • Both entities are joint ventures of the same third
dari pihak ketiga yang sama; party;
• Satu entitas adalah ventura bersama dari entitas • One entity is a joint venture of a third entity

2017 Annual Report
351
ketiga dan entitas yang lain adalah entitas and the other entity is an associate entity of the
asosiasi dari entitas ketiga; third entity;
• Entitas tersebut adalah suatu program imbalan • The entity is a post-employment benefit plan for
pascakerja untuk imbalan kerja dari salah satu employee benefits from an entity
entitas
• Pelapor atau entitas yang terkait dengan entitas • Any reporter or entity associated with the
pelapor. Jika entitas pelapor adalah entitas yang reporting entity. If the reporting entity is an
entity
• Menyelenggarakan program tersebut, maka • Organizing the program, the sponsoring entity is
entitas sponsor juga berelasi dengan entitas also related to the reporting entity;
pelapor;
• Entitas yang dikendalikan atau dikendalikan • Entities controlled or jointly controlled by
bersama oleh orang yang diidentifikasikan persons identified in letter a; or
dalam huruf a ; atau
• Orang yang diidentifikasikan dalam huruf (1) (a) • Persons identified in (1) (a) have significant
memiliki pengaruh signifikan atas entitas atau influence over the entity or key management
personil manajemen kunci entitas (atau entitas personnel of the entity (or the entity of the
induk dari entitas) entity)
• Entitas, atau anggota dari kelompok yang • An entity, or member of a group to whom the
mana entitas merupakan bagian dari kelompok entity is a part of that group, provides the
tersebut, menyediakan jasa personil manajemen services of key management personnel to the
kunci kepada entitas pelapor atau kepada reporting entity or to the parent of the reporting
entitas induk dari entitas pelapor. entity.
Seluruh transaksi yang signifikan dengan pihak- All significant transactions with related parties,
pihak yang mempunyai hubungan istimewa, baik whether carried out under normal terms and
yang dilakukan dengan persyaratan dan kondisi conditions as performed with third parties, or not,
yang normal sebagaimana dilakukan dengan pihak are disclosed in the notes to the financial statements.
ketiga, ataupun tidak, diungkapkan dalam catatan
atas laporan keuangan.
NAMA DAN SIFAT HUBUNGAN BERELASI NAME AND NATURE OF RELATIONSHIPS
Berikut ini akan di tunjukkan rincian pihak-pihak The following will show details of the related parties
berelasi dengan PT Angkasa Pura I (Persero) with PT Angkasa Pura I (Persero) along with the
beserta sifat dari transaksi tersebut. nature of the transaction.
Tabel Hubungan Pihak Berelasi oleh karena Kepemilikan dan/atau Kepengurusan

Table of Relationship of Related Parties due to Ownership and/or Management
Pihak Berelasi Sifat Hubungan Berelasi

No
Related Parties Nature of Relationship
1. Pemegang saham/Shareholder Pemerintah Republik Indonesia
Shareholder Governement of The Republic of Indonesia
2. Entitas yang berelasi dengan Pemerintah PT Bank Mandiri (Persero) Tbk.
Entities that have a relation with the
Government PT Bank Rakyat Indonesia (Persero) Tbk.
PT Bank Negara Indonesia 1946 (Persero) Tbk.
PT Garuda Indonesia (Persero), Tbk.
PT Perusahaan Listrik Negara (Persero)
PT Telekomunikasi Indonesia (Persero) Tbk

Pihak Berelasi Sifat Hubungan Berelasi

No
Related Parties Nature of Relationship
Perusahaan Umum (Perum) Lembaga
Penyelenggara Pelayanan Navigasi
Penerbangan Indonesia (LPPNPI)
Public Company of Indonesian Flights
Navigation Service Provider
PT Sarana Multi Infrastruktur (Persero)
Indonesia Infrastructure Finance
Perusahaan Badan Usaha Milik Negara (BUMN)
lainnya
Other State-Owned Enterprises (BUMN)
Perusahaan Badan Usaha Milik Daerah (BUMD)
lainnya
Other Regional-Owned Enterprises (BUMD)
3. Entitas Anak PT Angkasa Pura Support
Subsidiaries
PT Angkasa Pura Property
PT Angkasa Pura Retail
4. Entitas Asosiasi PT Jasa Marga Bali penyertaan saham
Associated Entities PT Jasa Marga Bali (investment in shares)
PT Gapura Angkasa penyertaan saham
PT Gapura Angkasa (investment in shares)
5. Entitas Imbalan Paska Kerja Dana Pensiun Angkasa Pura
Post-Employment Benefit Entities Angkasa Pura Pension Fund
6. Personil, Manajemen Kunci Dewan Direksi

Personnel, Key Management Board of Directors
Komisaris
Commissioners
REALISASI TRANSAKSI PIHAK BERELASI REALIZATION OF RELATED PARTY

TRANSACTIONS
Dalam kegiatan usahanya, Perseroan dan Entitas In its business activities, the Company and
Anak melakukan transaksi tertentu dengan pihak Subsidiaries conduct certain transactions with
berelasi. Rincian akun signifikan dengan pihak- related parties. Significant account details with
pihak berelasi (Pemerintah, Entitas Pemerintah related parties (Government, Government Entity or
atau dinyatakan lain) adalah sebagai berikut. otherwise stated) are as follows.
Tabel Transaksi dengan Pihak Berelasi Tahun 2016 dan 2017

Table of Transaction with Related Parties 2016 and 2017 (in Thousand Rupiah)
Uraian
2017 2016
Description
Aset
Assets
Kas dan setara kas
2,209,464,284 3,331,716,401
Cash and cash equivalents
Investasi dalam efek jangka pendek
29,378,167 96,926,979
Investment in short-term effects
Piutang usaha
92,919,624 92,438,942
Accounts receivable

2017 Annual Report
353
Uraian
2017 2016
Description
Piutang lain lain
- 2,399,784
Other receivables
Piutang jangka panjang
- 699,888
Long-term receivables
Investasi jangka panjang
86,300,400 95,787,646
Long term investment
Jumlah
2,418,062,475 3,619,969,640
Total
Persentase dari total aset
9.65% 15.30%
Percentage of total assets
Liabilitas
Liabilities
Utang usaha
10,812,049 25,130,387
Accounts payable
Utang Bank dan Pinjaman Sindikasi
2,748,881,722 3,419,515,742
Bank Loans and Syndicated Loans
Utang lancar lain lain
59,529,003 163,570,953
Other current debts
Ekuitas
Equity
Modal saham
6,414,412,000 6,414,412,000
Capital stock
Jumlah
9,233,634,774 10,022,629,082
Total
Persentase dari total liabilitas dan
Ekuitas 36.86% 40.01%
Percentage of total liabilities and Equity
IMBALAN KERJA MANAJEMEN KUNCI KEY MANAGEMENT EMPLOYMENT BENEFIT

Manajemen kunci Perseroan adalah Dewan Direksi Company key management is Board of Directors
dan Dewan Komisaris. Ringkasan jumlah imbalan and Board of Commissioners. Key management
kerja manajemen kunci tersebut adalah sebagai employment benefit amount summary is as follows.
berikut.
Uraian
2017 2016
Description
Imbalan kerja jangka pendek/ 53,911,100 32,520,000

Short term employment benefit
Imbalan kerja jangka panjang/ 3,985,104 2,727,450

Long term employment benefit
Jumlah/Total 57,896,204 35,247,450
LIABILITAS KONTINJENSI
Penjelasan terkait liabilitas kontinjensi sebagai Explanation related contingent liabilities as follows:
berikut:
1. Gugatan dari PT Bank Negara Indonesia Syariah 1. The lawsuit from PT Bank Negara Indonesia
(BNI Syariah) kepada PT Angkasa Pura I (Persero) Syariah (BNI Syariah) to PT Angkasa Pura I
atas tidak dilaksanakannya Pembayaran sesuai (Persero) for non-performance in accordance
dengan Standing Instruction . payment with Standing Instruction.
Pada tanggal 5 Desember 2013, PT Bank On December 5, 2013, PT Bank BNI Syariah
BNI Syariah mengajukan gugatan perdata di filed a lawsuit in the District Court of Central

Pengadilan Negeri Jakarta Pusat terkait tidak Jakarta related to non-performance of Standing
dilaksanakannya Standing Instruction oleh Instruction by PT Angkasa Pura I (Persero)
PT Angkasa Pura I (Persero) ("Perusahaan") ("Company") concerning the payment terms V to
mengenai pembayaran termin V sampai termin X billings terms X to the account of PT Bank BNI
ke rekening PT Bank BNI Syariah untuk Pekerjaan Syariah for Passenger Terminal Building Project
Pembangunan Terminal Penumpang dan Fasilitas and supporting facilities in Lombok International
Penunjangnya di Bandara Internasional Lombok Airport under the Agreement Chartering No.03
berdasarkan Perjanjian Pemborongan No.03/ / SPP / PL.10 / 2008 / DU dated March 5, 2008
SPP/PL.10 /2008/DU tanggal 5 Maret 2008 antara between PT Angkasa Pura I (Persero) with PT
PT Angkasa Pura I (Persero) dengan PT Slipi Raya Slipi Raya Utama. Standing Instruction signed by
Utama. Standing Instruction yang ditandatangani PT Slipi Raya Utama, PT Angkasa Pura I (Persero)
oleh PT Slipi Raya Utama, PT Angkasa Pura I and BNI Syariah contain terms that payments
(Persero) dan BNI Syariah berisi bahwa seluruh transferred by PT Angkasa Pura I (Persero) PT
pembayaran termin ditransfer oleh PT Angkasa Slipi Raya Utama through an account in the name
Pura I (Persero) kepada PT Slipi Raya Utama of PT BNI Syariah. Slipi Raya Utama, payments
melalui rekening BNI Syariah atas nama PT Slipi can not be transferred and Standing Instruction
Raya Utama, pembayaran tidak dapat dialihkan can not be canceled unless the written consent
dan Standing Instruction tidak dapat dibatalkan of BNI Syariah.
kecuali persetujuan tertulis dari BNI Syariah.
Berdasarkan permohonan pembayaran setiap Based on a request for payment of each

termin dari PT Slipi Raya Utama dan surat payment terms of PT Slipi Raya Utama and the
pernyataan tersebut, PT Angkasa Pura I (Persero) Statement of the PT Angkasa Pura I (Persero) has
telah melakukan pembayaran Termin V sampai paid the payment terms V up to terms X total of
Termin X dengan total sebesar Rp85.334.938 Rp85,334,938 through an account appointed by
melalui rekening yang ditunjuk oleh PT Slipi PT Slipi Raya Utama (accounts not in accordance
Raya Utama (rekening tidak sesuai dengan with the Standing Instruction).
Standing Instruction ).
Dalam pelaksanaannya, PT Angkasa Pura I In the implementation, PT Angkasa Pura I

(Persero) telah melakukan Termin Pembayaran (Persero) has conducted Payments Terms I up
I sampai Termin IV dengan total sebesar to IV with a total of Rp44,743,693 through
Rp44.743.693 melalui rekening BNI Syariah the accounts BNI Syariah in accordance with a
sesuai dengan permohonan pembayaran dari PT request for payment of PT Slipi Raya Utama.
Slipi Raya Utama. Pada tanggal 23 September On September 23, 2009 PT Slipi Raya Utama
2009 PT Slipi Raya Utama membuat surat make a Statement in respect of the change of
pernyataan sehubungan perubahan pembayaran BNI Syariah payment transferred to the account
dari BNI Syariah dialihkan ke rekening Bank of Bank Syariah Mandiri on condition if there
Syariah Mandiri dengan syarat apabila ada are parties who objected to the PT Slipi Raya
pihak yang berkeberatan maka PT Slipi Raya Utama will take full responsibility. Fulfillment of
Utama akan bertanggung jawab sepenuhnya. payment terms V to X have been implemented
Pemenuhan pembayaran termin V sampai X by the Company in accordance with the payment
telah dilaksanakan oleh Perusahaan sesuai surat of the request letter dated September 23, 2009
permohonan pembayaran tanggal 23 September PT Slipi Raya Utama to be paid to the account of
2009 PT Slipi Raya Utama untuk dibayarkan Bank Mandiri and Bank Syariah Mandiri.
ke rekening Bank Mandiri dan Bank Syariah
Mandiri.
Pembayaran oleh PT Angkasa Pura I (Persero) Payment by PT Angkasa Pura I (Persero) is not
yang tidak melalui rekening BNI Syariah inilah through accounts BNI Syariah is used as a base by
yang dijadikan dasar oleh BNI Syariah dalam suing PT BNI Syariah. Angkasa Pura I (Persero). PT
menggugat PT Angkasa Pura I (Persero). PT Angkasa Pura I (Persero) is considered in default
Angkasa Pura I (Persero) dianggap wanprestasi because it does not perform the obligation of
karena tidak melaksanakan kewajiban payment terms V up to X in accordance with

2017 Annual Report
355
pembayaran Termin V sampai Termin X sesuai the Standing Instruction. That case BNI Syariah
dengan Standing Instruction. Bahwa perkara BNI (as Plaintiff) with PT Angkasa Pura I (Persero)
Syariah (sebagai Penggugat) dengan PT Angkasa (as Defendant) and PT Slipi Raya Utama (as Co-
Pura I (Persero)(sebagai Tergugat) dan PT Slipi Defendant) has obtained the Decision of the
Raya Utama (sebagai Turut Tergugat) ini telah District Court and the High Court with Decision
mendapatkan putusan dari Pengadilan Negeri Number: 315 / PDT / 2015 / PTDKI.jo. No.556
dan Pengadilan Tinggi dengan Nomor Putusan: / PDT.G / 2013 /PN.JKT.PST. The verdict is as
315/PDT/2015/PTDKI.jo., No.556/PDT.G/2013/ follows:
PN. JKT.PST. Adapun amar putusan adalah
sebagai berikut :
• Menyatakan Standing Instruction merupakan • Stating Standing Instruction is a binding

kesepakatan yang mengikat antara BNI agreement between BNI Syariah, PT Angkasa
Syariah, PT Angkasa Pura I (Persero) dan PT Pura I (Persero) and PT Slipi Raya Utama and
Slipi Raya Utama dan sah menurut hukum. lawful.
• Menyatakan PT Angkasa Pura I (Persero) • Stating PT Angkasa Pura I (Persero) in default
wanprestasi karena tidak melakukan for not making a payment installment billings
pembayaran Termin V sampai Termin X V to X in accordance with the Standing
sesuai dengan Standing Instruction. Instruction.
• Menghukum PT Angkasa Pura I (Persero) • Punish PT Angkasa Pura I (Persero)
untuk melaksanakan prestasi sebesar to implement the achievement of
Rp2.491.889.841 (Rupiah penuh). Rp2,491,889,841 (full amount).
Pada tanggal 13 Januari 2016, Perseroan On January 13, 2016, the Company received a
menerima Surat Pemberitahuan Putusan Notice of Jakarta High Court Decision 315 / PDT
Pengadilan Tinggi Jakarta No.315/PDT/2015/ / 2015 / PTDKI dated 21 September 2015 which
PTDKI tanggal 21 September 2015 yang strengthen the Central Jakarta District Court
menguatkan Putusan Pengadilan Negeri Jakarta Decision.
Pusat di atas.
Pada tanggal 6 Februari 2016, Perseroan telah On February 6, 2016, the Company has filed an
mengajukan kasasi ke Mahkamah Agung Republik appeal to the Supreme Court of the Republic of
Indonesia dan sampai saat sekarang kasasi Indonesia and to the present appeal is still in
ini masih dalam proses dan Perseroan sedang process and the Company is awaiting the Supreme
menunggu keputusan Mahkamah Agung. Court decision.
PT Angkasa Pura I (Persero) telah melakukan PT Angkasa Pura I (Persero) has made a provision
pencadangan pada tahun 2015 terhadap potensi in 2015 to the potential cost of Rp85,334,938,562
biaya sebesar Rp85.334.938.562 (Rupiah penuh) (fullRupiah) and Rp2,491,889,841 (full amount).
dan Rp2.491.889.841 (Rupiah penuh).
Cadangan dipersiapkan oleh Perseroan Reserves are prepared by the Company using the
menggunakan metode akrual dengan cara accrual method by setting aside as much reserve
menyisihkan cadangan sebesar biaya yang akan potential costs to be borne by the Company.
ditanggung Perseroan
Risiko PT Angkasa Pura I (Persero) terhadap The risks of PT Angkasa Pura I (Persero) to the
Putusan Kasasi oleh Mahkamah Agung adalah: Decision of Cassation by the Supreme Court are:
a) Apabila putusan Hakim Mahkamah Agung a. If the decision of the Supreme Court Judge
menguatkan putusan Pengadilan Tinggi, upholds the decision of the High Court, then
maka PT Angkasa Pura I (Persero) diharuskan PT Angkasa Pura I (Persero) is required to
membayar prestasi sebesar Rp2.491.889.841 pay the achievement of Rp2,491,889,841 (in
(dalam Rupiah penuh). full amount).

b) Apabila putusan Hakim Mahkamah Agung b. If the decision of the Supreme Court Judge to
mengabulkan Kontra Memori Kasasi yang accept the Cash Memory Count submitted by
diajukan BNI Syariah, maka PT Angkasa Pura BNI Syariah, then PT Angkasa Pura I (Persero)
I (Persero) diharuskan membayar sebesar is required to pay Rp37,263,227,962 (in full
Rp37.263.227.962 (dalam Rupiah penuh) amount) for the payment of Terminals IX
atas pembayaran Termin IX dan Termin X and Termin X because PT Angkasa Pura I
dikarenakan PT Angkasa Pura I (Persero) (Persero) is unable to prove the payment of
tidak dapat membuktikan pembayaran the terminology in court.
termin tersebut di pengadilan.
2. Perkara Perdata di Pengadilan Negeri Banjarbaru 2. Civil Case in the District Court Banjarbaru
No.13/PDT.G/2016/PN/BJB tanggal 22 Februari No.13 /PDT.G / 2016 / PN / BJB dated February
2016 antara Jurit Kartono,SH., Wahyu Sabruddin, 22, 2016 between Jurit Kartono, SH., Wahyu
S.IP, SG, MH., Bastiar, SH., Sumanto,SH,MH., Gusti Sabruddin, S.IP, SG, MH., Bastiar, SH., Sumanto,
Karyani Sari,SH., Zalmianto Agung Saputra, SH, SH, MH., Gusti Karyani Sari, SH., Zalmianto Agung
MH., Danny Widodo, SH., melawan Walikota Saputra, SH, MH., Danny Widodo, SH., against
Kota Banjarbaru (Tergugat I), Panitia Pengadaan Mayor Banjarbaru (Defendant I), the Land
Tanah Kota Banjarbaru (Tergugat II), PT Angkasa Acquisition Committee Banjarbaru (Defendant II),
Pura I (Persero) cq. PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) cq. PT Angkasa Pura
Bandara Syamsudin Noor Banjarmasin (Tergugat I (Persero) Syamsudin Noor Airport Banjarmasin
III), PT Sucofindo Appraisal Utama cq. KJPP (Defendant III), PT Sucofindo Appraisal Utama cq.
Immanuel Johnny Dan Rekan (Tergugat IV) Immanuel KJPP Johnny And Partners (Defendant
atas pemilikan tanah dan bangunan diatasnya. IV) over the ownership of land and building
Perkara ini masih dalam proses peradilan tingkat thereon. The case was still in judicial proceedings
I di Pengadilan Negeri Banjarbaru. level 1 at the District Court Banjarbaru.
3. Perkara Perdata Nomor : 465/Pdt.G/2016/ 3. Civil Procedure Number: 465 / Pdt.G / 2016 /
PN.Mnd pada Pengadilan Negeri Manado PN.Mnd at the Manado District Court
Gugatan sengketa tanah yang diajukan oleh Maria Land dispute lawsuit filed by Maria Nellie Awuy
Nellie Awuy Sumakul (sebagai Penggugat) kepada Sumakul (as Plaintiff) to the Government of
Pemerintah RI Cq. Menteri Perhubungan Cq. Indonesia Cq. Minister of Transportation Cq.
Gubernur Sulawesi Utara Cq. Dinas Perhubungan Governor of North Sulawesi Cq. Department
Komunikasi dan Informasi Provinsi Sulawesi of Transportation of Communication and
Utara (sebagai Tergugat I), Direktur Utama PT Information of North Sulawesi Province (as
Angkasa Pura I (Persero) (sebagai Tergugat II), Defendant I), President Director of PT Angkasa
Menteri Keuangan RI (sebagai Turut Tergugat I) Pura I (as Defendant II), Minister of Finance of
dan Menteri BUMN (sebagai Turut Tergugat II). RI (as Participant of Defendant I) and Minister of
Penggugat menyatakan klaim kepemilikan atas SOE (as Participant of Defendant II). The Plaintiffs
tanah seluas 26.880 m² yang terletak di Desa claimed ownership of 26,880 square meters of
Mapanget Barat, Manado yang saat ini di atas land located in West Mapanget Village, Manado,
tanah tersebut telah berdiri bangunan terminal, which is currently on the land has been built
fasilitas perkantoran, pertokoan, dan Apron terminal buildings, office facilities, shops and
Bandar Udara Sam Ratulangi Manado. Terhadap Apron Sam Ratulangi Airport Manado. Against
klaim atas kepemilikan lahan tersebut Penggugat claims of ownership of the land The Plaintiff
dalam gugatannya mengajukan ganti kerugian in its claim filed a compensation amounting to
senilai Rp64.123.200.000 (dalam Rupiah penuh). Rp64,123,200,000 (in full amount).
Berdasar hal tersebut PT Angkasa Pura I Based on this matter, PT Angkasa Pura I (Persero)
(Persero) sudah memberikan bukti-bukti dasar has provided basic evidence of land ownership
penguasaan atas tanah yang dimaksud sebagai as follows:
berikut :

2017 Annual Report
357
a. Peraturan Pemerintah No.6 Tahun 1989 a. Government Regulation No.6/1999 on

tentang Pemisahan dan Pengalihan Kekayaan Separation and Transfer of State Wealth
Negara pada Bandar Udara Frans Kaisiepo di at Frans Kaisiepo Airport In Biak And Sam
Biak dan Sam Ratulangi di Manado Untuk Ratulangi In Manado To Be Additional State
dijadikan Tambahan Penyertaan Modal Equity Participation In Public Company
Negara dalam Perseroan Umum (Perum) (Perum) Angkasa Pura I;
Angkasa Pura I;
b. Berita Acara Serah Terima Pemilikan dan b. Official Report on the Transfer of Ownership
Pengoperasian Bandar Udara Frans Kaisiepo and Operation of Frans Kaisiepo Airport
Di Biak dan Sentra Operasi Keselamatan In Biak And Sentra of Biak Aviation Safety
Penerbangan Biak serta Bandar Udara Operation And Sam Ratulangi Airport In
Sam Ratulangi di Manado dari Departemen Manado From Department Transportation to
Perhubungan kepada Perum Angkasa Perum Angkasa Pura I No: AU / 02 / UM.01
Pura I No.: AU/02/UM.01/1990, BA.001/ / 1990, BA.001 /PL.30.3 / 1990-DU dated 2
PL.30.3/1990-DU tanggal 2 Januari 1990; January 1990;
c. Surat Pernyataan Pelepasan Hak Atas c. Statement of Waiver of Land Rights of the
Tanah-tanah Departemen Perhubungan C.q. Ministry of Transportation C.q. Directorate
Direktorat Jenderal Perhubungan Udara No: General of Civil Aviation No: AU / 4210 /
AU/4210/UM.1100/94 tanggal 23 Agustus UM.1100 / 94 dated August 23, 1994;
1994;
d. Sertifikat Hak Pengelolaan No.1 tanggal 26 d. Management Right Certificate No.1 dated
Juni 1995 an PT Angkasa Pura I (Persero). June 26, 1995 of PT Angkasa Pura I (Persero).
Perkembangan terakhir atas kasus tersebut, saat The latest development of the case, is currently
ini sedang dalam agenda pemeriksaan alat bukti on the agenda of examination of evidence and
dan keterangan saksi. testimony of witnesses.
4. Sengketa Arbitrase antara PT Sepinggan Sarana 4. Arbitration dispute between PT Sepinggan

Utama dengan perkara Nomor Register:982/X/ Sarana Utama and the case Number Register:
ARB-BANI/2017 982 / X /ARB-BANI / 2017
PT Sepinggan Sarana Utama sebagai pemohon PT Sepinggan Sarana Utama as an arbitration

arbitrase kepada PT Angkasa Pura I (Persero) petitioner to PT Angkasa Pura I (Persero) as a
sebagai termohon. Pemohon mengklaim bahwa petitioner. The Petitioner claims that PT Angkasa
PT Angkasa Pura I (Persero) telah melakukan Pura I has defaulted on the Built Operate
wanprestasi atas perjanjian kerjasama Built Transfer agreement, under which PT Angkasa
Operate Transfer, dimana di dalam perjanjian Pura I (Persero) is obliged to prepare 14,588
kerjasama tersebut PT Angkasa Pura I (Persero) m² of land and PT Sepinggan Sarana Utama to
berkewajiban menyiapkan menyiapkan lahan build an airport transit hotel on the land and
seluas 14.588 m² dan Pihak PT Sepinggan Sarana to take advantage from the use of hotels and
Utama membangun hotel transit bandara diatas other facilities during the operation period of 20
lahan tersebut dan menarik keuntungan dari years; with the obligation to pay the land lease
penggunaan hotel dan pelayanan fasilitas lain and concession to PT Angkasa Pura I (Persero)
dalam masa operasi selama 20 tahun; dengan based on a percentage calculated from the gross
kewajiban membayar sewa tanah dan konsesi turnover; and after the term of cooperation
kepada PT Angkasa Pura I (Persero) berdasarkan ends Transit Hotel Building and other
prosentase yang dihitung dari omzet bruto; dan supporting facilities belong to PT Angkasa Pura
setelah masa kerja sama berakhir gedung hotel I (Persero) without exception. However, after
transit serta fasilitas pendukung lainnya menjadi the construction of the hotel was completed and
milik PT Angkasa Pura I (Persero) tanpa kecuali. operated, the defendant moved the departure
Akan tetapi setelah pembangunan hotel tersebut terminal B of the Lion Air and Wings Air plane to

selesai dan beroperasi, tergugat memindahkan the new terminal of PT Angkasa Pura I (Persero)
terminal keberangkatan B pesawat Lion Air dan on March 22, 2014, so that the transit hotel
Wings Air ke terminal baru PT Angkasa Pura I No.longer functioned and had an adverse effect
(Persero) pada tanggal 22 Maret 2014, sehingga on the plaintiff as the hotel manager.
hotel transit tidak berfungsi lagi dan berdampak
kerugian terhadap penggugat selaku pengelola
hotel.
Total kerugian dari PT Sepinggan Sarana Utama The total loss from PT Sepinggan Sarana Utama
atas total ganti rugi atas hilangnya pendapatan for the total compensation for loss of revenue
dari bisnis hotel dan mall SSU dari tahun from the hotel and mall business of SSU from
2014 sampai dengan 2032 adalah sebesar 2014 to 2032 amounted to Rp276,571,000,000
Rp276.571.000.000 (dalam Rupiah penuh) (in full amount) as well as a serious refund of
serta pengembalian uang jaminan kesungguhan Rp3,750,000,000 (in full amount).
sebesar Rp3.750.000.000 (dalam Rupiah penuh).
Berdasarkan surat Badan Arbitrase Nasional Based on the letter of the National Arbitration
Indonesia nomor: 17.2901/XII/BANI/WD- Board of Indonesia number: 17.2901 / XII / BANI
In, proses penyelesaian perkara diatas telah / WD-In, the above settlement process has been
pada sampai tahap penyampaian perbaikan up to the date of submission of the arbitration
permohonan arbitrase dari pemohon beserta petition request from the applicant along with
lampiran bukti dan penunjukan Arbiter untuk the attachment of evidence and the appointment
membantu dalam penyelesaian kasus ini. of the Arbitrator to assist in the settlement of
the case.
5. Sengketa pengadaan tanah dalam rangka 5. Land acquisition dispute for the construction of
pembangunan Bandara Baru Yogyakarta di Yogyakarta New Airport in Kulon Progo.
Kulon Progo.
Terdapat gugatan atas : There is a lawsuit over:
a. Tanah PAG Nomor:102/Pdt.G/2017/Pn.Yyk a. Land of PAG No.102 / Pdt.G / 2017 / Pn.Yyk

diajukan kepada ketua pengadilan negeri filed to the head of the Yogyakarta District
Yogyakarta tanggal 21 Juli 2017 dan Gugatan Court on July 21, 2017 and PAG Land Lawsuit
Tanah PAG Nomor:24/Pdt.G/2017/PN.Wat Number 24 / Pdt.G / 2017 / PN.Wat filed
yang diajukan kepada ketua Pengadilan with the head of the District Court Wates on
Negeri Wates tanggal 31 Oktober. Selaku October 31st. As the plaintiff is the heir of
penggugat adalah ahli waris dari Keraton Surakarta Kasunanan court, the defendant is
Kasunanan Surakarta, pihak tergugat Kanjeng Gusti Pangeran Adipati Aryo Paku
adalah Kanjeng Gusti Pangeran Adipati Alam X and the Board of Directors of PT
Aryo Paku Alam X dan Direksi PT Angkasa Angkasa Pura I (Persero). Plaintiffs claimed
Pura I (Persero). Penggugat mengklaim ownership of a land area of 128
Ha used for
atas kepemilikan tanah seluas 128 Ha yang the construction of New Yogyakarta Airport
digunakan untuk pembangunan Bandara worth Rp701,000,000,000. The trial process
Baru Yogyakarta senilai Rp701.000.000.000. has reached the plaintiff's verification stage
Proses persidangan sudah sampai pada on 7 December 2017 and examination of
tahap pembuktian penggugat pada tanggal 7 evidence.
Desember 2017 dan pemeriksaan alat bukti.
b. Proses persidangan atas keberatan warga b. The trial process on the objections of
atas pembebasan lahan untuk pembangunan residents to the land acquisition for the
Bandara Baru Kulon Progo per 31 Desember construction of Kulon Progo Baru Airport as
2017, total konsignasi adalah sebanyak of December 31, 2017, the total consignment
334 bidang, dimana atas bidang tersebut is 334 fields, in which the field has been

2017 Annual Report
359
telah dilakukan registrasi pembebasan registered registration of land acquisition for

lahan untuk 299 bidang dengan total luasan 299 fields with total area 194.4 Ha worth
194,4 Ha senilai Rp944.843.533.392 (dalam Rp944,843,533,392 (in full amount). The
Rupiah penuh). Sisa 55 bidang masih dalam remaining 55 fields are still in trial process
proses persidangan dengan total luasan with a total area of 73.8
Ha with a total case
73,8 Ha dengan nilai perkara sebesar value of Rp53,757,607,000 (in full amount).
Rp53.757.607.000 (dalam Rupiah penuh).
PERUBAHAN PERATURAN AMENDMENT OF REGULATORY

PERUNDANG-UNDANGAN REGULATIONS AND ITS IMPACT ON
DAN DAMPAKNYA TERHADAP COMPANY
PERUSAHAAN
Sehubungan dengan penugasan PT Angkasa Pura In connection with the assignment of PT Angkasa
I (Persero) dalam percepatan pelaksanaan Proyek Pura I (Persero) in accelerating the implementation
Strategis Nasional, terdapat sejumlah peraturan of the National Strategic Project, there are a number
baru yang telah diterbitkan oleh Pemerintah yang of new regulations issued by the Government which
harus dipenuhi oleh penugasan PT Angkasa Pura I must be fulfilled by PT Angkasa Pura I (Persero)
(Persero) sebagaimana dijelaskan sebagai berikut: assignments as described below:
Peraturan Presiden Republik Indonesia Nomor 58 1. Presidential Regulation of the Republic of

Tahun 2017 tentang Perubahan atas Peraturan Indonesia Number 58 Year 2017 on Amendment
Presiden Nomor 3 Tahun 2016 tentang Percepatan of Presidential Regulation No. 3 of 2016 on
Pelaksanaan Proyek Strategis Nasional. Acceleration of Implementation of National
Terdapat 3 (tiga) proyek strategis nasional yang Strategic Projects.
berada pada lingkup Perseroan sebagaimana There are 3 (three) national strategic projects
dijelaskan sebagai berikut: that are within the scope of the Company as
1. Proyek Revitalisasi Bandar Udara : Bandara described below:
Syamsudin Noor Banjarmasin. 1. Airport Revitalization Project: Syamsudin
2. Proyek Pembangunan Bandar Udara Baru: Noor Banjarmasin Airport.
Bandara Internasional di Provinsi Daerah 2. New Airport Development Project:
Istimewa Yogyakarta. International Airport in Special Region of
3. Proyek Bandar Udara Strategis Lainnya: Yogyakarta.
Pengembangan Bandara Ahmad Yani, Semarang. 3. Other Strategic Airport Project: Ahmad Yani
Airport Development, Semarang.
Dampak Peraturan Presiden Republik Indonesia Impact of Presidential Regulation No. 58 of 2017
Nomor 58 Tahun 2017 tentang Perubahan atas on Amendment of Presidential Regulation No. 3 of
Peraturan Presiden Nomor 3 Tahun 2016 tentang 2016 on Acceleration of Implementation of National
Percepatan Pelaksanaan Proyek Strategis Nasional. Strategic Projects.
1. Terkait dengan Proyek Revitalisasi Bandar 1. In connection with the Airport Revitalization
Udara yaitu Bandara Syamsudin Noor Project, Syamsudin Noor Airport Banjarmasin,
Banjarmasin, Perseroan telah melakukan the Company has conducted auction Package
pelelangan Paket 1 Pekerjaan Terminal dan 1 of Terminal Works and Supporting Facilities
Fasilitas Penunjang dan melakukan percepatan and accelerated the work of Package 2, namely
pekerjaan Paket 2 yaitu Pekerjaan Infrastruktur Infrastructure and Supporting Building Work
dan Bangunan Penunjang serta Apron. and Apron.
2. Terkait dengan Proyek Pembangunan Bandar 2. In connection with the New Airport
Udara Baru yaitu Bandara Internasional Development Project, International Airport in
di Provinsi Daerah Istimewa Yogyakarta, Yogyakarta Special Province, the Company has
Perseroan telah melakukan percepatan accelerated the work on Installation of Airport
pekerjaan dalam Pemasangan Pagar Batas Limit Fence at Yogyakarta New Airport - Kulon
Lahan Bandara di Bandara Baru Yogyakarta Progo, Preparation Works, and Land clearing

- Kulon Progo, Pekerjaan Persiapan, dan Work, Trial DC and Rapid Impulse Compaction,
Pekerjaan land clearing, Trial DC and Rapid Trial Pancang.
Impulse Compaction, Trial Pancang.
3. Terkait dengan Proyek Bandar Udara Strategis 3. In relation to Other Strategic Airport Project,
Lainnya yaitu Pengembangan Bandara Ahmad Ahmad Yani Airport Development, Semarang,
Yani, Semarang, Perseroan telah menyelesaikan the Company has completed the work of
pekerjaan Paket 1 Lahan dan Jalan Akses, Package 1 of Land and Access Road, as well as
serta melakukan percepatan pekerjaan Paket accelerating the work of Package 3 Terminal
3 Terminal dan Paket 4 Bangunan Penunjang. and Package 4 Building Support.
Peraturan Presiden Republik Indonesia Nomor 98 Regulation of the President of the Republic of
Tahun 2017 tentang Percepatan Pembangunan dan Indonesia Number 98 Year 2017 concerning the
Pengoperasian Bandar Udara Baru di Kabupaten Acceleration of Development and Operation of New
Kulon Progo Provinsi Daerah Istimewa Yogyakarta. Airports in Kulon Progo Regency of Yogyakarta
Special Province.
Pemerintah menugaskan PT Angkasa Pura I The government commissioned PT Angkasa
(Persero) untuk membangun dan mengoperasikan Pura I (Persero) to build and operate Yogyakarta
Bandar Udara Internasional Yogyakarta. Penugasan International Airport. The assignment includes
dimaksud meliputi pendanaan, perencanaan funding, technical planning, land acquisition,
teknis, pengadaan tanah, pelaksanaan konstruksi, construction, operation, operation and maintenance.
pengoperasian, pengusahaan dan pemeliharaan. Assignment of construction and operation of New
Penugasan pembangunan dan pengoperasian Airport in Kulon Progo Regency of Yogyakarta
Bandar Udara Baru di Kabupaten Kulon Progo Special Province consists of:
Provinsi Daerah Istimewa Yogyakarta terdiri atas:
1. Fasilitas pokok, yang meliputi: 1. The basic facilities, which include:
a. Fasilitas keselamatan dan keamanan a. Safety and security facilities
b. Fasilitas sisi udara b. Air side facilities
c. Fasilitas sisi darat, kecuali menara pengatur c. Land side facilities, except for the flight
lalu lintas penerbangan (control tower) dan tower and the fuel refueling depot
depo pengisian bahan bakar
2. Fasilitas penunjang sesuai dengan kebutuhan 2. Supporting facilities as needed
3. Stasiun kereta api di area bandar udara 3. The railway station is in the airport area
Dampak Peraturan Presiden Republik Indonesia Impact of Presidential Regulation of the Republic
Nomor 98 Tahun 2017 tentang Percepatan of Indonesia Number 98 Year 2017 on Accelerating
Pembangunan dan Pengoperasian Bandar Udara the Development and Operation of New Airports
Baru di Kabupaten Kulon Progo Provinsi Daerah in Kulon Progo Regency of Yogyakarta Special
Istimewa Yogyakarta. Province.
• PT Angkasa Pura I (Persero) menyusun • PT Angkasa Pura I (Persero) shall prepare a
rencana pembangunan dan pengoperasian plan for the construction and operation of
Bandar Udara Internasional Yogyakarta yang Yogyakarta International Airport covering
meliputi (dokumen perjanjian konsesi, dokumen (document of concession agreement,
kelayakan, desain teknis, dan dokumen document of feasibility, technical design and
lingkungan) yang disampaikan kepada Menteri environmental document) submitted to the
Perhubungan untuk mendapat persetujuan Minister of Transportation for approval within
dalam waktu paling lama 3 (tiga) bulan terhitung 3 (three) months since the enactment of this
sejak Peraturan Presiden ini diundangkan. Presidential Regulation.
• Pelaksanaan pengadaan tanah untuk • Implementation of land for the construction

pembangunan dan pengoperasian Bandar Udara and operation of New Airport in Kulon Progo
Baru di Kabupaten Kulon Progo Provinsi Daerah Regency of Yogyakarta Special Province is
Istimewa Yogyakarta dilakukan sesuai dengan conducted in accordance with the provisions
ketentuan perundang-undangan di bidang of legislation in the field of land acquisition for

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361
pengadaan tanah bagi pembangunan untuk development for the public interest.
kepentingan umum.
• PT Angkasa Pura I (Persero) dalam pelaksanaan • PT Angkasa Pura I (Persero) in the

penugasan dapat bermitra dengan badan implementation of the assignment can partner
usaha lain melalui seleksi dengan mengikuti with other business entities through selection
kaidah bisnis yang baik, serta melibatkan peran by following good business rules, and involves
pengusaha daerah yang memenuhi persyaratan the role of local entrepreneurs who meet the
dan klasifikasi. requirements and classification.
• Pendanaan untuk penugasan pembangunan dan • Funding for the assignment of the construction
pengoperasian Bandar Udara Baru di Kabupaten and operation of the New Airport in Kulon
Kulon Progo Provinsi Daerah Istimewa Progo Regency of Yogyakarta Special Province
Yogyakarta bersumber dan diusahakan oleh PT is sourced and operated by PT Angkasa Pura I
Angkasa Pura I (Persero) melalui sumber dana (Persero) through internal and external funding
internal maupun dari eksternal perusahaan. sources.
• PT Angkasa Pura I (Persero) melakukan • PT Angkasa Pura I (Persero) undertook the

pembangunan Bandar Udara Baru di construction of New Airport in Kulon Progo
Kabupaten Kulon Progo Provinsi Daerah District of Yogyakarta Special Province
Istimewa Yogyakarta secara bertahap dan gradually and operates in April 2019.
mengoperasikan pada bulan April 2019.
PERUBAHAN KEBIJAKAN CHANGES IN ACCOUNTING

AKUNTANSI POLICIES
PENERAPAN STANDAR AKUNTANSI APPLICATION OF NEW FINANCIAL

KEUANGAN BARU DAN REVISI (PSAK) ACCOUNTING STANDARDS AND
SERTA INTERPRETASI STANDAR REVISIONS (PSAK) AND THE
AKUNTANSI KEUANGAN (ISAK) INTERPRETATION OF FINANCIAL
ACCOUNTING STANDARDS (ISAK)
ALASAN PENERAPAN REASONS OF APPLICATION
Perubahan kebijakan Akuntansi yang dilakukan Changes in accounting policies made by the Company
Perseroan agar kebijakan akuntansi yang dijalankan to ensure that the Company’s accounting policies
Perseroan sesuai dengan Pernyataan Standar comply with the applicable Statement of Financial
Akuntansi Keuangan (PSAK) yang berlaku. PT Accounting Standards (PSAK). PT Angkasa Pura I
Angkasa Pura I (Persero) telah menerapkan standar (Persero) has implemented the following accounting
akuntansi berikut pada tanggal 1 Januari 2017 standards as of January 1, 2017 which are deemed
yang dianggap relevan dengan proses bisnis yang relevant to the business processes carried out by the
dijalankan Perseroan. Company.
PERUBAHAN STANDAR AKUNTANSI KEUANGAN CHANGES IN NEW FINANCIAL ACCOUNTING

BARU DAN REVISI (PSAK) SERTA INTERPRETASI STANDARDS AND REVISIONS (PSAK) AND THE
STANDAR AKUNTANSI KEUANGAN (ISAK) INTERPRETATION OF FINANCIAL ACCOUNTING
STANDARDS (ISAK)
Penerapan dari standar interpretasi baru/revisi The adoption of the following new standard/revised
standar berikut yang berlaku untuk tahun buku standard standards applicable to the financial year
yang dimulai pada atau setelah tanggal 1 Januari beginning on or after January 1, 2017 does not result
2017 tidak menimbulkan perubahan substansial in substantial changes to the Company’s accounting
terhadap kebijakan akuntansi Perseroan dan efek policies and effects on the amounts reported in the

atas jumlah yang dilaporkan pada tahun berjalan current year or prior year. The changes include:
atau tahun sebelumnya. Adapun perubahan-
perbuhan tersebut di antaranya:
a. Amandemen PSAK 1: Penyajian laporan a. Amendment of SFAS 1: Presentation of financial
keuangan statements
b. ISAK 31: Interpretasi atas ruang lingkup PSAK b. ISAK 31: Interpretation of the scope of PSAK 13:
13: Properti Investasi Investment Property
c. ISAK 32: Definisi dan Hierarki Standar Akuntansi c. ISAK 32: Definition and Hierarchy of Accounting
Standards
d. PSAK 3: Laporan keuangan interim. d. PSAK 3: Interim financial statements.
e. PSAK 24: Imbalan Kerja. e. PSAK 24: Employee Benefits.
f. PSAK 58: Aset Tidak Lancar yang Dimiliki untuk f. PSAK 58: Non-current Assets Held for Sale and
Dijual dan Operasi yang Dihentikan Discontinued Operations
g. Amandemen PSAK 60: Instrumen Keuangan: g. Amendment of SFAS 60: Financial Instruments:
Pengungkapan. Disclosures.
DAMPAK STANDAR AKUNTANSI KEUANGAN THE IMPACT OF NEW FINANCIAL ACCOUNTING

BARU DAN REVISI (PSAK) SERTA INTERPRETASI STANDARDS AND REVISIONS (PSAK) AND THE
STANDAR AKUNTANSI KEUANGAN (ISAK) INTERPRETATION OF FINANCIAL ACCOUNTING
STANDARDS (ISAK)
Perseroan telah menganalisis penerapan standar The Company has analyzed the application of these
akuntasi tersebut. Tidak terdapat dampak yang accounting standards. There are no effects that result
menimbulkan perubahan laporan keuangan secara in nominative changes in the financial statements.
nominatif.
Tabel Perubahan Standar Akuntansi Keuangan Baru dan Revisi (PSAK) serta Interpretasi
Standar Akutansi Keuangan (ISAK) yang dimulai pada dan setelah Tanggal 1 Januari 2017
Table of Changes in New Financial Accounting Standards and Revisions (PSAK) and Interpretation
of Financial Accounting Standards (ISAK) that begins on and after January, 1 2017
Adopsi atas
Dampak terhadap
Standar Akutansi IFRS/IAS
Ringkasan Perubahan PT Angkasa Pura I (Persero)
No Accounting Adoption
Summary of Changes Impacts on PT Angkasa Pura I
Standards of IFRS/
(Persero)
IAS
1. Amandemen PSAK 1 - Amandemen tersebut Perseroan tidak boleh
mengklarifikasi menggabungkan atau memilah
petunjuk untuk materilitas informasi dengan cara yang
dan penggabungan, penyajian mengaburkan informasi yang
subtotal, struktur berguna.
dari laporan keuangan dan
pengungkapan
kebijakan akuntansi.
PSAK 1 Amendment The amendment clarifies The Company may not merge
hints for materility or segregate information in
and merging, subtotal a way that obscures useful
presentation, structure information.
from financial statements and
disclosures
accounting policies.

2017 Annual Report
363
Adopsi atas
Dampak terhadap
Standards of IFRS/
(Persero)
IAS
2. ISAK 31: Interpretasi - Memberikan interpretasi atas Telah dilakukan interpretasi
atas ruang lingkup karakteristik umum dari suatu atas karakteristik umum
PSAK 13: Properti bangunan yang bangunan yang memenuhi
Investasi memenuhi definisi properti definisi properti investasi.
investasi dalam PSAK 13.
Suatu aset dikatakan sebagai
bangunan jika ia memiliki fitur
fisik yang biasa diasosiasikan
dengan bangunan, seperti
dinding, lantai dan atap.
ISAK 31: Provides an interpretation of An interpretation has

Interpretation of the the general characteristics of been made of the general
scope of PSAK 13: a building that characteristics of buildings
Investment Property meets the definition of that meet the definition of
investment property in PSAK investment property.
13. An asset is said to be
building if it has physical
features commonly associated
with buildings, such as walls,
floors and roofs.
3. ISAK 32: Definisi - Interpretasi ini diterbitkan Perseroan telah menerapkan
dan Hierarki Standar dengan tujuan untuk persyaratan dari PSAK/ISAK
Akuntansi memberikan kejelasan atas yang spesifik dengan tujuan
definisi dari hierarki antara untuk menyatakan kepatuhan
PSAK, ISAK dan peraturan terhadap SAK, sebagai
pasar modal terutama pada kerangka pelaporan keuangan
situasi dimana terdapat yang berlaku, secara eksplisit.
ketidakkonsistenan antara
PSAK/ISAK dan peraturan
pasar modal.
ISAK 32: Definition This interpretation was The Company has applied the
and Hierarchy published with the aim of requirements of a specific
of Accounting providing clarity on the PSAK/ISAK in order to express
Standards definition of a hierarchy compliance with IFRSs, as the
between PSAK, ISAK and applicable financial reporting
regulations framework, explicitly.
capital market especially in
situations where there are
inconsistencies between
PSAK/ISAK and capital market
regulations.
4. PSAK 3: Laporan - Amandemen tersebut Tidak ada dampak yang
keuangan interim. mengklarifikasi apa yang material/signifikan atas
dimaksud dengan acuan dalam adanya perubahan kebijakan
standar terhadap informasi akuntansi tersebut terhadap
yang diungkapkan di tempat laporan keuangan.
lain di laporan keuangan
interim. Amandemen tersebut
juga mensyaratkan referensi
silang dari laporan keuangan
interim ke lokasi informasi
tersebut.
PSAK 3: Interim The amendment clarifies There is no significant

financial statements. what is referred to in the impact on the changes in
standard of information the accounting policy to the
disclosed elsewhere in the financial statements.
interim financial statements.
The amendment also requires
cross-reference of the interim
financial report to the location
of the information.

Adopsi atas
Dampak terhadap
Standards of IFRS/
(Persero)
IAS
5. PSAK 24: Imbalan - Amandemen tersebut Nilai kini dari kewajiban
Kerja. mengklarifikasi penentuan imbalan pasti tergantung
tingkat diskon untuk imbalan pada sejumlah faktor yang
paska kerja, bahwa mata uang ditentukan berdasarkan
yang mendenominasi basis aktuarial dengan
kewajiban tersebut yang menggunakan sejumlah
menentukan, bukan negara asumsi. Asumsi yang
dimana kewajiban tersebut digunakan dalam menentukan
timbul. Peninjauan terhadap biaya untuk imbalan pensiun
apakah ada pasar atas obligasi termasuk diantaranya tingkat
perusahaan yang berkualitas kenaikan gaji di masa datang
tinggi akan didasarkan pada dan tingkat bunga. Setiap
mata uang penyelesaian, perubahan dalam asumsi
bukan obligasi perusahaan ini akan berdampak pada
dalam negara nilai tercatat atas kewajiban
tertentu. imbalan pensiun.
PSAK 24: Employee The amendment clarifies the The present value of the
Benefits. determination of the discount defined benefit obligation
rate for post-employment depends on a number of
benefits, that denominated factors determined on
currency an actuarial basis using a
the obligation determines, number of assumptions.
not the country in which the The assumptions used in
obligation arises. A review determining the cost for
of whether there is a market pension benefits include
for high quality corporate future rates of salary
bonds will be based on the increases and interest rates.
settlement currency, not the Any change in this assumption
company’s bonds within the will have an impact on the
country carrying amount of the
certain. pension benefit obligation.

2017 Annual Report
365
Adopsi atas
Dampak terhadap
Standards of IFRS/
(Persero)
IAS
6. PSAK 58: Aset - Amandemen tersebut Tidak ada dampak yang
Tidak Lancar yang mengklarifikasi bahwa signifikan atas adanya
Dimiliki untuk Dijual ketika sebuah asset perubahan kebijakan
dan Operasi yang (atau kelompok lepasan) akuntansi tersebut terhadap
Dihentikan direklasifikasi dari dimiliki laporan keuangan.
untuk dijual ke dimiliki
untuk didistribusikan,
atau sebaliknya, tidak
merupakan perubahan
rencana untuk menjual
atau mendistribusikan, dan
tidak perlu dicatat seperti
tersebut. Asset tesebut
tidak perlu dikembalikan ke
akun semula pada laporan
keuangan seolah-olah
asset tersebut tidak pernah
diklasifikasi sebagai dimiliki
untuk dijual ke dimiliki untuk
didistribusikan, hanya karena
cara pelepasannya berubah.
PSAK 58: Non- The amendment clarifies that There is no significant

current Assets when an asset (or group of impact on the changes in
Held for Sale and liabilities) is reclassified from the accounting policy to the
Discontinued owned to held to owned to financial statements.
Operations be distributed, or vice versa,
does not constitute a change
of plan to sell or distribute,
and does not need to be
recorded as such. The asset
does not need to be returned
to the original account in the
financial statements as if the
asset was never classified as
held for sale to owned for
distribution, simply because
the way it was released was
changed.
7. Amandemen PSAK - Amandemen tersebut Tidak ada dampak yang
60: Instrumen memberikan petunjuk signifikan atas adanya
Keuangan: tentang apa yang dimaksud perubahan kebijakan
Pengungkapan. dengan keterlibatan akuntansi tersebut terhadap
berkelanjutan dalam konteks laporan keuangan.
ini. Amandemen tersebut
menentukan apakah syarat
dari sebuah pengaturan atas
jasa aset keuangan yang
sudah ditransfer merupakan
keterlibatan berkelanjutan.
Amendment of The amendment provides There is no significant

SFAS 60: Financial guidance impact on the changes in
Instruments: about what is meant by the accounting policy to the
Disclosures. sustainable engagement in financial statements.
this context.
The amendment determines
whether the terms of
an arrangement for the
transferred financial asset
services are
ongoing engagement.

PERUBAHAN KEBIJAKAN AKUNTANSI AMENDMENT OF ACCOUNTING POLICIES

DAN DAMPAKNYA AND ITS IMPACT
Selama tahun 2017, tidak terdapat perubahan During 2017, there was no change in accounting
kebijakan akuntansi sehingga tidak terdapat policy so there was no impact on changes in
dampak atas perubahan kebijakan akuntansi. accounting policies.
INFORMASI KELANGSUNGAN BUSINESS CONDUCT

USAHA INFORMATION
HAL-HAL YANG BERPOTENSI THINGS THAT POTENTIALLY HAVE A

BERPENGARUH SIGNIFIKAN TERHADAP SIGNIFICANT EFFECT ON BUSINESS
KELANGSUNGAN USAHA CONTINUITY
Perseroan tidak sedang menghadapi hal-hal yang The Company is not facing any significant impact on
berpengaruh signifikan terhadap kelangsungan business continuity.
usaha.
ASSESSMENT MANAJEMEN ATAS HAL- ASSESSMENT MANAGEMENT ON THINGS

HAL YANG BERPENGARUH SIGNIFIKAN THAT HAVE A SIGNIFICANT EFFECT ON
TERHADAP KELANGSUNGAN USAHA BUSINESS CONTINUITY
Manajemen Perseroan telah melakukan penilaian The Company’s management has assessed the
atas kemampuan Perseroan untuk melanjutkan Company’s ability to continue its business and
kelangsungan usahanya dan berkeyakinan bahwa believes that the Company has the resources to
Perseroan memilki sumber daya untuk melanjutkan continue its business in the future. In addition, the
usahanya di masa mendatang. Selain itu, manajemen management of the Company does not see any
Perseroan tidak melihat adanya ketidakpastian material uncertainty which may cause significant
material yang dapat menimbulkan keraguan yang doubt on the Company’s ability to continue its
signifikan terhadap kemampuan Perseroan untuk business.
melanjutkan usahanya.
ASUMSI YANG DIGUNAKAN MANAJEMEN ASSUMPTIONS THAT ARE USED BY

DALAM MELAKUKAN ASSESSMENT MANAGEMENT IN ASSESSMENT
Beberapa Faktor yang menjadi pertimbangan Some of the factors that management consider in
manajemen dalam melakukan assessment terhadap conducting assessment on business continuity are
kelangsungan usaha adalah sebagai berikut. as follows.
- Kinerja Keuangan - Financial performance
- Likuiditas - Liquidity
- Solvabilitas - Solvency
- Masalah Internal - Internal Problems
- Perkara Hukum - Lawsuit
ASPEK PERPAJAKAN TAXATION ASPECTS
PUBLIKASI PEMBAYARAN PAJAK TAX PAYMENT PUBLICATIONS
PT Angkasa Pura I (Persero) dalam kegiatan PT Angkasa Pura I (Persero) in its operational
operasionalnya telah menjalankan tata kelola activities has been conducting good corporate
Perseroan yang baik (Good Corporate Governane) governance which is done transparently and
yang dilakukan secara transparan dan akuntabel accountably, especially in managing taxation rights
khususnya dalam mengelola hak dan kewajiban and obligations, taxation rights and obligations

2017 Annual Report
367
perpajakannya, hak dan kewajiban perpajakannya are conducted in accordance with the applicable
dilakukan sesuai dengan peraturan yang berlaku. regulations.
PEMBAYARAN PAJAK PAYMENT OF TAX
Total Pembayaran Pajak periode Januari sampai Total Tax Payment for the period of January to
dengan Desember 2017, sebagai berikut. December 2017, as follows.
Tabel Pembayaran Pajak

Table of Tax Payment (in thousand Rupiah)
Uraian Pajak Tahun 2017

Description of Taxes Year 2017
PPh Pasal 21
124,603,089
Income Tax Article 21
PPh Pasal 23
20,551,619
Income Tax Article 23
PPh Pasal 4 Ayat 2
55,605,562
Income Tax Article 4 Paragraph 2
PPh Badan
379,062,029
Corporate Income Tax
Pajak Pertambahan Nilai
783,739,976
Value-added Tax
SWPD3D/BNN dan Lain-lain
32,192,035
SWPD3D/BNN and Others
Pajak Bumi dan Bangunan
149,707,340
Property tax
Total
1,545,461,649
Total
KETIDAKPATUHAN DALAM INFRINGEMENT OF TAX PAYMENT

PEMBAYARAN PAJAK
Pada periode 2017, tidak terdapat ketidak patuhan In the period 2017, there is no Company non-
Perusahaan dalam hal kewajiban membayar pajak compliance in the case of tax obligations (ZERO).
(NIHIL).
KINERJA ENTITAS ANAK PERFORMANCE OF SUBSIDIARIES
Sampai dengan tahun 2017, Perseroan telah Up to 2017, the Company has 5 (five) subsidiaries.
memiliki 5 (lima) entitas anak. Penjelasan mengenai An explanation of the subsidiary is presented
entitas anak disajikan dalam bagian Profil dalam in the Profile section of this Annual Report. The
Laporan Tahunan ini. Adapun kinerja entitas anak performance of the subsidiaries is presented as
tersebut disajikan sebagai berikut. follows.
PT ANGKASA PURA SUPORT PT ANGKASA PURA SUPPORT
Pada tahun 2017, kinerja PT Angkasa Pura Suport In 2017, the performance of PT Angkasa Pura Suport
menunjukkan kinerja yang baik. Berdasarkan showed good results. Based on the statement of
laporan posisi keuangan. Aset meningkat Rp224,20 financial position. Assets increased by Rp224.20
miliar atau sebesar 38,22%. Liabilitas meningkat billion or by 38.22%. Liabilities increased by Rp2.39
Rp2,39 miliar atau sebesar 0,73%, dan begitu pula billion or by 0.73%, and so did the equity increase of
dengan ekuitas yang meningkat Rp221,81 miliar Rp221.81 billion or 86.26%.
atau 86,26%.

Sedangkan laporan laba rugi dan penghasilan Meanwhile, income statement and other
komprehensif lain PT Angkasa Pura Suport comprehensive income PT Angkasa Pura Suport
menunjukan pertumbuhan pada laba setelah pajak showed growth in profit after tax of Rp39, 30
sebesar Rp39,30 miliar atau meningkat sebesar billion or an increase of 54.28% compared with the
54,28% dibandingkan dengan tahun sebelumnya. previous year. This is in line with the increase in
Hal ini sejalan dengan peningkatan laba bersih net profit to reach Rp57, 52 billion or 62.49% and
yang mencapai Rp57,52 miliar atau 62,49% dan laba operating profit reached Rp49, 69 billion or 47.35%.
usaha yang mencapai Rp49,69 miliar atau 47,35%. The details related to the financial performance
Adapun rincian terkait kinerja keuangan PT Angkasa of PT Angkasa Pura Suport are described in the
Pura Suport diuraikan pada tabel berikut. following table.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Support

(dalam juta Rupiah)
Table of Main Financial Performance of PT Angkasa Pura Support (in million Rupiah)
Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Aset
810,800 586,597 224,203 38.22%
Assets
Liabilitas
331,840 329,446 2,394 0.73%
Liabilities
Ekuitas
478,960 257,150 221,810 86.26%
Equities
Pendapatan Usaha
1,017,802 734,818 282,984 38.51%
Business Income
Beban Usaha
863,177 629,881 233,296 37.04%
Business Expenses
Laba Usaha
154,625 104,936 49,689 47.35%
Business Profit
15,877 2,581 13,296 515.15%
Non-Business Revenue
Beban Non Usaha
20,942 15,473 5,469 35.35%
Non-Business Expenses
Laba Non Usaha
(5,065) (12,892) 7,827 (60.71%)
Non-Business Profit
Total Pendapatan
1,033,679 737,399 296,280 40.18%
Total of Income
Total Beban
884,119 645,354 238,765 37.00%
Total of Expenses
Laba Bersih
149,561 92,045 57,516 62.49%
Net Profit
Jumlah Taksiran Pajak Penghasilan

37,841 19,629 18,212 92.78%
Estimated Income Tax Amount
Laba (Rugi) Setelah Pajak

111,719 72,415 39,304 54.28%
Profit (Loss) After Taxes
Berdasarkan rasio keuangan, PT Angkasa Pura Based on financial ratios, PT Angkasa Pura Suport
Suport menunjukkan hasil pengukuran kemampuan shows the results of capability measurement in
dalam melunasi kewajiban jangka pendek yang paying short-term liabilities varying from 2016.
bervariasi dibandingkan 2016. Current ratio Current ratio increased by 40.98% from 178.06% in
mengalami peningkatan sebesar 40,98% dari 2016 to 219.04% in 2017. Cash ratio experienced an
178,06% di tahun 2016 menjadi 219,04% di tahun increase from 2016 by 20.63% from 15.04% in 2016
2017. Cash ratio mengalami peningkatan dibanding to 35.67% in 2017, while test acid ratio decreased
tahun 2016 sebesar 20,63% dari 15,04% di tahun compared to the previous year by 15.33% from

2017 Annual Report
369
2016 menjadi 35,67% di tahun 2017, sedangkan 139.09% in 2016 to 123, 76% in 2017.
test acid ratio mengalami penurunan dibandingkan
tahun sebelumnya sebesar 15,33% dari 139,09%
tahun 2016 menjadi 123,76% di tahun 2017.
Selain itu, untuk return on asset PT Angkasa Pura In addition, the return on assets of PT Angkasa Pura
Support tahun 2017 mengalami peningkatan Suport in 2017 increased compared to the previous
dibanding tahun sebelumnya, sedangkan return year, while return on equity decreased in 2017.
on equity mengalami penurunan di tahun 2017. Return on assets increased by 1.43% from 12.35% in
Return on asset mengalami peningkatan sebanyak 2016 to 13.78% in 2017, while the decline in return
1,43% dari 12,35% di tahun 2016 menjadi 13,78% di on equity decreased by 4.83% from 28.16% in 2016
tahun 2017, sedangkan penurunan return on equity to 23.33% in 2017.
menurun sebesar 4,83% dari 28,16% di tahun 2016
menjadi 23,33% di tahun 2017.
Tabel Rasio Keuangan Utama PT Angkasa Pura Supports

Table of Main Financial Ratio PT Angkasa Pura Support
Uraian
2017 2016
Description
Cash Ratio 35.67% 15.04%
Current Ratio 219.04% 178.06%
Test Acid Ratio 123.76% 139.09%
Return on Asset 13.78% 12.35%
Return on Equity 23.33% 28.16%
PT ANGKASA PURA LOGISTIK PT ANGKASA PURA LOGISTIK
Secara umum, kinerja PT Angkasa Pura Logistik In general, the performance of PT Angkasa Pura
menunjukkan kinerja yang baik. Aset meningkat Logistik shows good performance. Assets increased
Rp118,39 miliar atau sebesar 89,39%, liabilitas by Rp118,39 billion or 89.39%, liabilities increased
meningkat Rp56,48 miliar atau sebesar 91,28%, dan by Rp56,48 billion or 91.28%, and equity increased
ekuitas meningkat Rp61,91 miliar atau 87,73%. by Rp61,91 billion or 87.73%.
Pada tahun 2017, realisasi laba rugi dan In 2017, PT Angkasa Pura Logistik’s realization of
komprehensif lain PT Angkasa Pura Logistik comprehensive profit and loss shows growth in
menunjukan pertumbuhan pada laba setelah profit after tax increased by Rp45.40 billion or
pajak yang meningkat sebesar Rp45,40 miliar 183.44% from Rp24.75 billion in 2016 to Rp70.16
atau 183,44% dari Rp24,75 miliar di tahun 2016 billion in 2017. Increase is in line with the increase
menjadi Rp70,16 miliar di tahun 2017. Peningkatan in operating profit of Rp57.05 billion or 174.33%
ini sejalan dengan peningkatan laba usaha sebesar from Rp32.73 billion in 2016 to Rp89,78 billion in
Rp57,05 miliar atau 174,33% dari Rp32,73 miliar di 2017. Briefly the main financial performance of PT
tahun 2016 menjadi Rp89,78 miliar di tahun 2017. Angkasa Pura Logistik can be seen in the following
Secara singkat kinerja keuangan utama PT Angkasa table.
Pura Logistik dapat dilihat pada tabel berikut.

Tabel Kinerja Keuangan Utama PT Angkasa Pura Logistik

(dalam juta Rupiah)
Table of Main Financial Performance of PT Angkasa Pura Logistik (in million Rupiah)
Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Aset
250,850 132,454 118,396 89.39%
Assets
Liabilitas
118,363 61,881 56,482 91.28%
Liabilities
Ekuitas
132,487 70,573 61,914 87.73%
Equities
Pendapatan Usaha
370,411 266,481 103,930 39.00%
Business Income
Beban Usaha
280,632 233,753 46,879 20.05%
Business Expenses
Laba Usaha
89,779 32,727 57,052 174.33%
Business Profit
5,712 4,338 1,374 31.67%
Beban Non Usaha
2,111 2,009 102 5.08%
Laba Non Usaha
3,601 2,329 1,272 54.62%
Non-Business Profit
Total Pendapatan
376,123 270,819 105,305 38.88%
Total of Income
Total Beban
282,743 235,763 46,980 19.93%
Total of Expenses
Laba Bersih
93,379 35,056 58,323 166.37%
Net Profit
23,224 10,304 12,920 125.39%
70,156 24,752 45,404 183.44%
Rasio keuangan Angkasa Pura Logistik yang The financial ratio of Angkasa Pura Logistik covering
mencakup cash ratio, test acid ratio, dan current cash ratio, test acid ratio, and current shows the
ratio menunjukkan hasil pengukuran kemampuan result of the measurement of ability to pay off
dalam melunasi kewajiban jangka pendek yang short term obligations that vary compared to 2016.
bervariasi dibandingkan 2016. Cash ratio dan test Cash ratio and test acid ratio decreased by 51.2%
acid ratio mengalami penurunan masing-masing and 73.59%, respectively. While the current ratio of
sebesar 51,2% dan 73,59%. Sedangkan current ratio 2017 increased by 15.93% compared to 2016.
tahun 2017 mengalami peningkatan sebesar 15,93%
dibandingkan dengan tahun 2016.
Selain itu, return on asset dan return on equity PT In addition, return on assets and return on equity of
Angkasa Pura Logistik juga mengalami peningkatan PT Angkasa Pura Logistik also increased compared
dibanding tahun sebelumnya. Peningkatan return to the previous year. The increase in return on assets
on asset sebesar 9,1% dari 18,69% di tahun was 9.1% from 18.69% in 2016 to 27.79% in 2017,
2016 menjadi 27,79% di tahun 2017, sedangkan while the increase in return on equity was 17.88%
peningkatan return on equity sebesar 17,88% dari from 35.07% in 2016 to 52.95% in in 2017. This
35,07% di tahun 2016 menjadi 52,95% di tahun increase is in line with the increase in profits earned

2017 Annual Report
371
2017. Peningkatan ini sejalan dengan peningkatan by PT Angkasa Pura Logistik. Details related to PT
laba yang diperoleh oleh PT Angkasa Pura Logistik. Angkasa Pura Logistik’s financial ratios can be seen
Rincian terkait rasio keuangan PT Angkasa Pura in the following table.
Logistik dapat dilihat pada tabel berikut.
Tabel Rasio Keuangan Utama PT Angkasa Pura Logistik

Table of Main Financial Ratio of PT Angkasa Pura Logistik
Uraian
2017 2016
Description
Cash Ratio 65.08% 116.28%
PT ANGKASA PURA PROPERTI PT ANGKASA PURA PROPERTI
Pada tahun 2017, kinerja PT Angkasa Pura Properti In 2017, the performance of PT Angkasa Pura
menunjukkan hasil yang baik. Laporan Posisi Property showed good results. The Financial
Keuangan PT Angkasa Pura Properti menunjukkan Statement of PT Angkasa Pura Properties shows an
peningkatan aset sebesar Rp134,79 miliar atau increase of assets of Rp134,79 billion or 68.40%,
68,40%, peningkatan liabilitas sebesar Rp119,41 an increase in liabilities of Rp119,41 billion or
miliar atau 382,01%, dan peningkatan ekuitas 382.01%, and an increase in equity of Rp15,36
sebesar Rp15,36 miliar atau 9,26%. billion or 9.26%.
Dari sisi laporan laba rugi dan penghasilan In terms of income statement and other
komprehensif lain, realisasi laba (rugi) setelah comprehensive income, the realization of profit
pajak PT Angkasa Pura Properti mengalami after tax of PT Angkasa Pura Properti increased by
peningkatan sebesar Rp14,36 miliar atau 1.199,58% Rp14,36 billion or 1,199.58% from Rp1.20 billion in
dari Rp1,20 miliar di 2016 menjadi Rp15,56 miliar 2016 to Rp15.56 billion in 2017. This increase was
di 2017. Peningkatan ini disebabkan antara lain due to between other by the number of additional
oleh banyaknya pekerjaan tambahan yang tidak jobs that are not budgeted in the 2017 RKAP.
dianggarkan di dalam RKAP 2017.
Adapun rincian terkait kinerja keuangan PT Angkasa The details related to the financial performance
Pura Properti diuraikan pada tabel berikut. of PT Angkasa Pura Properti are described in the
following table.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Properti

(dalam juta Rupiah)
Table of Main Financial Performance of PT Angkasa Pura Properti (in million Rupiah)
Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Aset
331,868 197,072 134,796 68.40%
Assets
Liabilitas
150,670 31,259 119,411 382.01%
Liabilities
Ekuitas
181,169 165,813 15,356 9.26%
Equities

Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Pendapatan Usaha
299,817 63,950 235,867 368.83%
Business Income
Beban Usaha
282,815 70,126 212,689 303.30%
Business Expenses
Laba Usaha
17,002 (6,175) 23,177 (375.34%)
Business Profit
2,225 4,127 (1,902) (46.09%)
Beban Non Usaha
1,185 875 310 35.43%
Laba Non Usaha
1,039 3,252 (2,213) (68.05%)
Non-Business Profit
Total Pendapatan
302,041 68,078 233,963 343.67%
Total of Income
Total Beban
284,000 71,001 212,999 299.99%
Total of Expenses
Laba Bersih
18,041 (2,923) 20,964 (717.21%)
Net Profit
2,485 (4,120) 6,605 (160.32%)
15,556 1,197 14,359 1199.58%
Rasio keuangan PT Angkasa Pura Properti di tahun The financial ratios of PT Angkasa Pura Property
2017 mengalami penurunan dibandingkan tahun in 2017 decreased compared to the previous year.
sebelumnya. Cash ratio menurun sebesar 126,68% Cash ratio decreased by 126.68% from 146.97% in
dari 146,97% di tahun 2016 menjadi 20,29% di 2016 to 20.29% in 2017. Current ratio decreased
tahun 2017. Current ratio mengalami penurunan by 227.82% from 399.77% in 2016 to 171.95% in
sebesar 227,82% dari 399,77% di tahun 2016 2017 and test acid ratio decreased by 348.21% from
menjadi 171,95% di tahun 2017 dan test acid ratio 399.77% in 2016 to 51.56% in 2017. Meanwhile,
menurun sebesar 348,21% dari 399,77% di 2016 return on assets and return on equity of PT Angkasa
menjadi 51,56% di 2017. Sedangkan return on asset Pura Property were recorded at 4.69% and 8.59%,
dan return on equity PT Angkasa Pura Properti respectively.
tercatat masing-masing sebesar 4,69% dan 8,59%.
Tabel Rasio Keuangan Utama PT Angkasa Pura Properti

Table of Main Financial Ratio of PT Angkasa Pura Properti
Uraian 2017 2016

Description
Cash Ratio 20.29% 146.97%

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373
PT ANGKASA PURA HOTEL PT ANGKASA PURA HOTEL
Pada tahun 2017, kinerja PT Angkasa Pura Hotel In 2017, the performance of PT Angkasa Pura Hotel
menunjukkan hasil yang baik. Pada laporan showed good results. In the statements of financial
posisi keuangan PT Angkasa Pura Hotel tercatat position of PT Angkasa Pura Hotel, an increase in
peningkatan aset sebesar Rp130,16 miliar atau assets amounted to Rp130.16 billion or 22.52%,
22,52%, liabilitas mengalami penurunan sebesar liabilities decreased by Rp412.65 billion or 84.70%,
Rp412,65 miliar atau 84,70%, dan peningkatan and an increase in equity by Rp633.49 billion or
ekuitas sebesar Rp633,49 miliar atau 598,55%. 598.55%.
Realisasi laba (rugi) setelah pajak PT Angkasa Pura PT Angkasa Pura Hotel’s net income (loss) after
Hotel mengalami peningkatan signifikan sebesar tax increased significantly by Rp11.79 billion or
Rp11,79 miliar atau 1.164,26%. Hal ini disebabkan 1,164.26%. This is due to an increase in operating
oleh peningkatan pendapatan usaha. revenues.
Rincian terkait kinerja keuangan PT Angkasa Pura Details related to the financial performance of PT
Hotel disajikan pada tabel berikut. Angkasa Pura Hotel are presented in the following
table.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Hotel

(dalam juta Rupiah)
Table of Main Financial Performance of PT Angkasa Pura Hotel (in million Rupiah)
Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Aset
130,162 22.52%
Assets 708,033 577,871
Liabilitas
(412,645) (84.70%)
Liabilities 74,539 487,184
Ekuitas
633,494 90,687 542,807 598.55%
Equities
Pendapatan Usaha
265,240 159,194 106,046 66.61%
Business Income
Beban Usaha
252,978 158,802 94,176 59.30%
Business Expenses
Laba Usaha
392 11,869 3027.81%
Business Profit 12,261
3,855 996 2,859 287.05%
Beban Non Usaha
311 231 80 34.63%
Laba Non Usaha
3,544 765 2,779 363.27%
Non-Business Profit
Total Pendapatan
269,095 160,191 108,904 67.98%
Total of Income
Total Beban
253,290 159,033 94,257 59.27%
Total of Expenses
Laba Bersih
15,805 1,158 14,647 1,264.85%
Net Profit
2,998 145 2,853 1,967.59%

Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
12,807 1,013 11,794 1,164.26%
Berdasarkan rasio keuangan yaitu cash ratio, current Based on financial ratios of cash ratio, current
ratio, dan test acid ratio, hasil pengukuran kemampuan ratio, and test acid ratio, the result of PT Angkasa
PT Angkasa Pura Hotel dalam melunasi kewajiban jangka Pura Hotel’s ability to pay off short-term liabilities
pendek mengalami peningkatan dibandingkan tahun increased compared to 2016. Cash ratio increased
2016. Cash ratio meningkat sebesar 126,04% dari 16,25% by 126.04% from 16.25% in 2016 to 142.29% in
di tahun 2016 menjadi 142,29% di tahun 2017. Current 2017. Current ratio increased by 237.35% from
ratio meningkat sebesar 237,35% dari 28,72% di tahun 28.72% in 2016 to 266.07% in 2017 and test acid
2016 menjadi 266,07% di tahun 2017 dan test acid ratio ratio increased by 193.85% from 27.71% in 2016 to
meningkat sebesar 193,85% dari 27,71% di 2016 menjadi 221.56% in 2017. In addition, for the return on assets
221,56% di 2017. Selain itu, untuk return on asset PT of PT Angkasa Pura Hotel in 2017 increased from
Angkasa Pura Hotel tahun 2017 mengalami peningkatan the previous year, the return on assets increased by
dibanding tahun sebelumnya, return on asset mengalami 0.94% from 0.87% in 2016 to 1.81% in 2017. While
peningkatan sebanyak 0,94% dari 0,87% di tahun 2016 return on equity decreased by 1.84% from 3.86% in
menjadi 1,81% di tahun 2017. Sedangkan return on equity 2016 to 2.02% in 2017.
mengalami penurunan sebesar 1,84% dari 3,86% di tahun
2016 menjadi 2,02% di tahun 2017.
Tabel Rasio Keuangan Utama PT Angkasa Pura Hotel

Table of Main Financial Ratio of PT Angkasa Pura Hotel
Uraian
2017 2016
Description
Cash Ratio 142.29% 16.25%
PT ANGKASA PURA RETAIL PT ANGKASA PURA RETAIL
Secara umum, kinerja PT Angkasa Pura Retail In general, the performance of PT Angkasa Pura
menunjukkan hasil yang baik. Berdasarkan laporan Retail shows good results. Based on the statement
posisi keuangan. Aset meningkat sebesar Rp16,12 of financial position Assets increased by Rp16.12
miliar atau 28,22%, liabilitas meningkat sebesar billion or 28.22%, liabilities increased by Rp5.31
Rp5,31 miliar atau 19,44%, dan ekuitas meningkat billion or 19.44%, and equity increased by Rp10.82
sebesar Rp10,82 miliar atau 36,26%. billion or 36.26%.
Pada tahun 2017, realisasi Laba Rugi dan In 2017, the realization of Profit and Loss and other
Komprehensif lain PT Angkasa Pura Retail Comprehensive PT Angkasa Pura Retail showed
menunjukan pertumbuhan pada laba setelah growth in profit after tax increased from last year
pajak yang mengalami peningkatan dibanding amounting to Rp18.69 billion or 237.34% from
tahun lalu sebesar Rp18,69 miliar atau 237,34% loss condition of Rp7.88 billion in 2016 to profit
dari kondisi merugi sebesar Rp7,88 miliar di tahun of Rp10.82 billion in 2017. These performance
2016 menjadi laba sebesar Rp10,82 miliar di tahun improvements were attributed, among others,
2017. Peningkatan kinerja ini disebabkan antara by cost efficiency and improved management of
lain oleh, efisiensi biaya dan perbaikan manajemen PT Angkasa Pura Retail. Briefly the main financial

2017 Annual Report
375
PT Angkasa Pura Retail. Secara singkat kinerja performance of PT Angkasa Pura Retail can be seen
keuangan utama PT Angkasa Pura Retail dapat in the following table.
dilihat pada tabel berikut.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Retail

(dalam juta Rupiah)
Table of Main Financial Performance of PT Angkasa Pura Retail (in million Rupiah)
Uraian Pertumbuhan
2017 2016
Description Growth
1 2 3 4 = 2-3 5 = 4/3
Aset
73,261 57,137 16,124 28.22%
Assets
Liabilitas
32,612 27,305 5,307 19.44%
Liabilities
Ekuitas
40,649 29,832 10,817 36.26%
Equities
Pendapatan Usaha
69,698 55,300 14,398 26.04%
Business Income
Beban Usaha
60,954 68,273 (7,319) (10.72%)
Business Expenses
Laba Usaha
8,744 (12,973) 21,717 (167.40%)
Business Profit
4,656 4,168 488 11.71%
Beban Non Usaha
2,584 1,268 1,316 103.79%
Laba Non Usaha
2,073 2,900 (827) (28.52%)
Non-Business Profit
Total Pendapatan
74,354 59,468 14,886 25.03%
Total of Income
Total Beban
63,537 69,540 (6,003) (8.63%)
Total of Expenses
Laba Bersih
10,817 (10,073) 20,890 (207.39%)
Net Profit
- (2,197) 2,197 (100.00%)
10,817 (7,876) 18,693 (237.34%)
Secara umum, rasio keuangan PT Angkasa Pura In general, the financial ratios of PT Angkasa Pura
Retail menujukkan hasil pengukuran kemampuan Retail show the results of the company’s ability
perusahaan dalam melunasi kewajiban jangka to repay short-term liabilities that have increased
pendek yang mengalami peningkatan dibandingkan compared to 2016. Financial ratio in the form of
tahun 2016. Rasio keuangan yang berupa cash cash ratio, current ratio, and test acid ratio has
ratio, current ratio, dan test acid ratio mengalami increased compared to the previous year.
peningkatan dibandingkan tahun sebelumnya.
Sedangkan untuk return on asset dan return on As for return on assets and return on equity each
equity masing-masing mengalami peningkatan increased to 14.76% and 26.61%, This is because
menjadi 14,76% dan 26,61%, Hal ini disebabkan PT Angkasa Pura Retail showed an increase in
karena PT Angkasa Pura Retail menunjukkan performance in 2017.
peningkatan kinerja pada tahun 2017.

Tabel Rasio Keuangan Utama PT Angkasa Pura Retail

Table of Main Financial Ratio of PT Angkasa Pura Retail
Uraian
2017 2016
Description
Cash Ratio 46.51% 31.72%
Return on Asset 14.76% (13.78%)
Return on Equity 26.61 (26.40%)

2017 Annual Report
377

SUMBER DAYA
MANUSIA
Human Capital

telah melakukan pengembangan
3
System (HCMS). Hal ini bertujuan
untuk memilih kualitas sumber
daya manusia yang terbaik,
mendapatkan sumber daya
manusia yang tepat dan di posisi
yang tepat, memastikan pegawai
berkembang, dan mendapatkan
penghargaan dari kinerjanya.
PT Angkasa Pura I (Persero) has developed

Human Capital Management System (HCMS).
Such effort is taken to recruit the most
qualified human capital, acquire the right
human capital for the appropriate position,
ensure employee development, and provide
reward for their performance.

2017 Annual Report
379
SUMBER DAYA MANUSIA

Human Capital
STRATEGI MANAJEMEN HUMAN CAPITAL

Human Capital Management Strategy
Upaya pengelolaan human capital adalah Human capital management aims to maintain and
menjaga dan meningkatkan kinerja Human improve the effective performance of Human Capital
Capital Management System yang efektif untuk Management System so that it may continuously
menghasilkan pegawai berkinerja tinggi secara generate high-performance employees. In 2016,
berkelanjutan/terus menerus. Pada tahun 2016 the Company established future Human Capital
Perseroan melakukan perumusan Road Map Management Road Map and prepared for its
Pengelolaan Human Capital ke depan dan melakukan implementation. The Human Capital Management
persiapan-persiapan untuk implementasinya. Road Map 2017-2021 is formulated as follows.
Rumusan Road Map Pengelolaan Human Capital
2017 – 2021 adalah sebagai berikut.
Diagram Peningkatan Kualitas Pegawai Angkasa Pura I (Persero)

Diagram of Quality Improvement of Angkasa Pura I (Persero) Employees
ROADMAP HUMAN CAPITAL

2017 - 2021 Quantum
leap Toward
WCAO*
Sustainable
Take Off
Development
Initial
and Growth
Scanning
and Internal
Check-in
2017
2018
2019
2020
2021
*)World Class Airport

Officer
Tema dan rencana peningkatan kualitas human The theme and plan of of human capital quality
capital setiap tahunnya dijabarkan sebagai berikut. improvement is described below.

2017: Scanning and Internal Check - In 2017: Scanning and Internal Check - In
Perseroan menyusun program penelaahan re- The Company prepares a review program for the re-
evaluasi terhadap penerapan dan sistem manajemen evaluation of the implementation and human capital
human capital PT Angkasa Pura I (Persero). management system of PT Angkasa Pura I (Persero).
2018: Initial and Growth 2018: Initial and Growth

Perseroan menyusun program pengembangan The Company will develop a competence
kompetensi untuk menciptakan world class airport development program in order to establish world
officer. class airport officers.
2019: Sustainable Development 2019: Sustainable Development

Perseroan menyusun program penguatan The Company will develop a strengthening program
kompetensi world class airport officer. of world class airport officers competence.
2020: Take Off 2020: Take Off

Menyusun program percepatan dalam proses The Company will develop an acceleration program
pencapaian kompetensi world class airport officer. to achieve world class airport officer competence.
2021: Quantum Leap toward World Class Airport 2021: Quantum Leap toward World Class Airport
Officer Officer
Perseroan menyusun program penguatan world The Company will develop a strengthening program
class airport officer. of world class airport officers.
PENGEMBANGAN ORGANISASI
Organization Development
Perseroan senantiasa menyesuaikan dengan The company constantly adapt to business dynamics
dinamika dan perkembangan bisnis. Dari sisi and development. From the organizational point of
organisasi, penyesuaian dengan dinamika bisnis ini view, this adaptation is reflected from the alignment
dilakukan dengan penyelarasan Struktur Organisasi of Organizational Structure and Distinct Job Profile
dan Distinct Job Profile (DJP). Implementasi (DJP). The structural changes demonstrated serve as
perubahan-perubahan struktur dilakukan sebagai the alignment to support the Company’s objectives,
penyelarasan untuk mendukung tujuan Perseroan, carried out with the consideration on the principles
yang dilaksanakan dengan memperhatikan kaidah- of measurable and manageable changes.
kaidah perubahan yang terukur dan terkendali.

2017 Annual Report
381
Pada tahun 2016 Perseroan telah melakukan In 2016, the Company has adjusted the
penyesuaian Struktur Organisasi yang dituangkan Organizational Structure as stated in the Decree of
dalam Keputusan Direksi PT Angkasa Pura I (Persero) Board of Directors of PT Angkasa Pura I (Persero)
Nomor : KEP.82/OM.01.01/2016, tanggal 11 Juli Number: KEP.82/OM.01.01/2016, dated 11 July
2016 tentang Organisasi dan Tata Kerja Kantor 2016 on Organization and Work Procedure of
Pusat PT Angkasa Pura I (Persero). Perubahan Head Office of PT Angkasa Pura I (Persero). The
Struktur Organisasi yang dilakukan antara lain Organizational Structure changes conducted among
dengan adanya pembentukan unit kerja baru, others were the establishment of new work units, i.e.
yaitu Airport Operations Group di bawah Direktur Airport Operations Group under Operation Director,
Operasi, Airport Planning Group di bawah Direktur Airport Planning Group under Technical Director, and
Teknik serta penggabungan Unit Risk Management the merging of Risk Management and Compliance
and Compliance dan Unit Corporate Planning and Unit and Corporate Planning and Performance Unit
Performance dibawah Direktur Utama menjadi Unit under President Director into Risk Management and
Risk Management and Corporate Planning. Corporate Planning Unit.
Selain itu Human Capital Group selalu mendukung In addition, Human Capital Group always promotes
terimplementasinya nilai-nilai budaya perusahaan the comprehensive implementation of company
secara menyeluruh kepada pegawai Perseroan, culture values to the Company’s employees so that
untuk terciptanya budaya kerja yang baik dan a proper and competitive work culture may be
kompetitif untuk mendukung tercapainya tujuan actualized to achieve the Company’s objectives.
Perseroan.
STRUKTUR PENGELOLA HUMAN CAPITAL

Human Capital Management Structure
Pengelolaan human capital PT Angkasa Pura I Human Capital of PT Angkasa Pura I (Persero) is
(Persero) dijalankan oleh human capital Group yang managed by human capital Group with Imron Qodari
dipimpin oleh Imron Qodari sebagai Human Capital as the Human Capital Group Head and under the
Group Head dan berada di bawah tanggung jawab supervision of Human Capital and General Affair
Direktur SDM dan Umum. Tanggung jawab utama Director. The primary responsibility of Human
Human Capital Group adalah melakukan kegiatan Capital Group is managing human capital of PT
pengelolaan human capital di PT Angkasa Pura I Angkasa Pura I (Persero).
(Persero).
DIREKTUR SDM DAN UMUM

HUMAN CAPITAL AND
GENERAL AFFAIR
DIRECTOR
HUMAN CAPITAL GROUP
ORGANIZATION CAREER AND TALENT COMPENSATION AND

DEVELOPMENT AND MANAGEMENT INDUSTRIAL RELATION
CHANGE MANAGEMENT DEPARTMENT DEPARTMENT
DEPARTMENT

PROFIL RINGKAS HUMAN BRIEF PROFILE OF HUMAN

CAPITAL GROUP HEAD CAPITAL GROUP HEAD
Adapun profil ringkas Human Capital Group Head, The brief profile of Human Capital Group Head,
Imron Qodari, dapat dilihat pada Profil Pejabat Imron Qodari, can be viewed in the Profiles of
Eksekutif Executive Officers
FUNGSI HUMAN CAPITAL GROUP FUNCTIONS OF HUMAN CAPITAL

GROUP
Human Capital Group terdiri dari: Human Capital Group consists of:
a. Organization Development and Change a. Organization Development and Change
Management Department Management Department
Departemen yang bertanggung jawab The department responsible in ensuring the
memastikan tercapainya efektivitas organisasi achievement of organization effectiveness and
dan terciptanya Budaya Perseroan yang solid establishment of solid Company Culture through
melalui pengelolaan kegiatan Organization the effective management of Organization
Development, Performance Management Development, Performance Management, and
and Change Management yang efektif guna Change Management to promote employee
mendukung tercapainya kepuasan pegawai atas satisfaction at human capital service.
pelayanan human capital.
b. Career and Talent Management Department b. Career and Talent Management Department
Departemen yang bertanggung jawab The department responsible in ensuring
memastikan terimplementasinya kebijakan the implementation of Career and Talent
Career and Talent Management melalui Management policy through the effective
pengelolaan kegiatan Career and Talent management of Career and Talent Management,
Management, Recruitment, Individual Assesment Recruitment, Individual Assesment and Human
and Human Capital Information System (HCIS) Capital Information System (HCIS) Administration
Administration yang efektif guna mendukung in order to promote employee satisfaction at
tercapainya kepuasan pegawai atas pelayanan human capital service.
Human Capital.
c. Compensation and Industrial Relation c. Compensation and Industrial Relation
Department Department
Departemen yang bertanggung jawab The department responsible in ensuring the
memastikan tercapainya indeks kepuasan achievement of employee satisfaction index
pegawai terhadap aspek kompensasi dan toward compensation and industrial relation
hubungan industrial melalui pengelolaan through the management of Compensation and
kegiatan Compensation and Benefit, Industrial Benefit, Industrial Relation, Corporate Doctor,
Relation, Corporate Doctor, Paramedic Paramedic, and Committee of Development
dan Panitia Pembinaan dan Pemeriksaan and Inspection of Violations against Employee
Pelanggaran Disiplin Pegawai (P4DP) yang Discipline (P4DP) to promote employees’
efektif guna mendukung tercapainya kepuasan satisfaction at human capital service.
pegawai atas pelayanan human capital.

2017 Annual Report
383
HUMAN CAPITAL MANAGEMENT SYSTEM

Human Capital Management System
PT Angkasa Pura I (Persero) telah melakukan PT Angkasa Pura I (Persero) has developed Human
pengembangan Human Capital Management System Capital Management System (HCMS). Such effort is
(HCMS). Hal ini bertujuan untuk memilih kualitas taken to recruit the most qualified human capital,
sumber daya manusia yang terbaik, mendapatkan acquire the right human capital for the appropriate
sumber daya manusia yang tepat dan di posisi position, ensure employee development, and
yang tepat, memastikan pegawai berkembang dan provide reward for their performance.
mendapatkan penghargaan dari performancenya.
Komponen yang terdapat dalam HCMS yaitu Components of HCMS comprise of Organization
Organization Management, Distinct Job Profile Management, Distinct Job Profile (DJP), Competency
(DJP), Competency Management, Performance Management, Performance Management, Reward
Management, Reward Management, Talent Management, Talent Management, and Learning
Management, and Learning Management. Management.
Gambar Konsep Human Capital Management System

Figure of Human Capital Management System
REWARD
MANAGEMENT
ORGANIZATION
MANAGEMENT
DISTINCT JOB
PROFILE
ME CE
CO
MA
NT
N
MP EME
NA MA
NA
ET
MA FOR
GE
G
EN
R
CY
PE
NT
LEARNING TALENT
MANAGEMENT MANAGEMENT
Distinct Job Profile Distinct Job Profile

Dokumen yang menyediakan informasi yang The document containing comprehensive and
komprehensif dan relevan tentang jabatan ( job) di relevant information on the jobs within the
dalam organisasi, sebagai hasil dari proses analisis organization, as the outcome of job analysis process.
jabatan.

Organization Management Organization Management

Proses perencanaan, pengkoordinasian dan Planning, coordination, and management of human
pengontrolan sumber daya dalam suatu entitas resource within an entity to achieve the mutual
untuk mencapai sasaran bersama secara efektif objectives effectively and efficiently in accordance
dan efisien sesuai dengan misi, visi, dan strategi. with the missions, visions, and strategies.
Performance Management Performance Management

Merupakan sub sistem penting di dalam HCMS yang A significant subsystem within HCMS used by
digunakan oleh organisasi untuk merencanakan, the organization to plan, organize, promote, and
mengorganisasikan, mendorong, dan mengevaluasi evaluate employee performance.
kinerja pegawainya.
Competency Management Competency Management

Proses pengelolaan kompetensi untuk A competency management process for human
pengembangan human capital yang bertujuan capital development with the purpose of assisting
untuk membantu manajemen mengeksekusi management in executing competence-based human
strategi pengelolaan sumber daya manusia berbasis capital strategy.
kompetensi.
Talent Management Talent Management

Merupakan sebuah proses untuk mengidentifikasi A process of identifying the Company’s employees
para pegawai Perseroan yang memiliki kapabilitas who have capabilities of being future leaders/senior
untuk menjadi future leaders/senior managers managers based on 2 key element, i.e. competence
yang didasarkan pada 2 elemen kunci, yakni aspek aspect and performance aspect.
kompetensi dan aspek kinerja (performance).
Untuk mencapai sasaran dan target dalam To achieve the objectives and goals in human capital
pengembangan human capital, manajemen development, the management views the need of
memandang perlu menetapkan beberapa kebijakan establishing policies related to the implementation
yang akan dipergunakan dalam pelaksanaan of human capital. Such policies involves:
pengembangan human capital. Kebijakan tersebut
meliputi:
a. Rekrutmen dan seleksi berbasis kompetensi; a. Competence-based recruitment and selection
b. Pengembangan personil dan karir berdasarkan b. Competence- and performance-based
kompetensi dan kinerja; development of personnels and career;
c. Penilaian kinerja secara terukur dan terkait c. Measurable performance assessment relating to
antara KPI individu, unit kerja, dan korporat; KPI of individuals, work unit, and corporate;
d. Otomatisasi fungsi-fungsi administrasi personil; d. Automation of personnels’ administrative
functions;
e. Reward berdasarkan kinerja; e. Performance-based reward;
f. Pemberhentian pegawai (pensiun normal, MPP, f. Termination of employees (normal retirement,
atas permintaan/tidak atas permintaan sendiri); retirement preparation period, voluntary/
g. Harmonisasi hubungan industrial; involuntary termination);
h. Revitalisasi Budaya Perusahaan dan g. Industrial relation harmonization;
penyempurnaan organisasi; h. Revitalization of Company Culture and
i. Penerapan role model kepemimpinan. organization improvement;
i. Implementation of leadership role model

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385
MANAJEMEN HUMAN CAPITAL

Perseroan memiliki kebijakan perlakuan yang The Company sets a policy regarding equal treatment
sama bagi seluruh pegawai. Perseroan membuka for its employees. The Company provides equal
kesempatan yang sama bagi seluruh pegawai dalam opportunity for the employees to develop their
meningkatkan kompetensi, pengembangan karir competence, build their career, and perform their job
dan melaksanakan tugas secara profesional tanpa professionally regardless of race, faith, race, class,
membedakan suku, agama, ras, golongan, gender gender, and physical condition according to their
dan kondisi fisik sesuai dengan potensi, kemampuan respective potential, ability, and skill as required.
dan keterampilan yang dipersyaratkan.
Hasil Survei Kepuasan Pegawai pada tahun 2016 The 2016 Employee Satisfaction Survey hit the
mencapai skor 4,15 yang menunjukkan bahwa score of 4.15, reflecting that employees were
pegawai telah “Puas” dengan pengelolaan Human satisfied with the Human Capital management, yet
Capital, meskipun pada beberapa aspek masih ada improvements shall be made on several aspects.
yang harus diperbaiki. Survei kepuasan pegawai Employee satisfaction survey was conducted in the
dilaksanakan pada Kantor Pusat dan seluruh Kantor Head Office and all Branch Offices in cooperation
Cabang dan bekerja sama dengan pihak ketiga yang with the third party to remain independent.
bertujuan untuk menjaga independensi.
Perseroan senantiasa merujuk pada hasil yang The Company always refers to the measurable
dapat diukur melalui Key Performance Indicator result through Key Performance Indicator (KPI)
(KPI) dalam membentuk pola manajemen in establishing performance management design.
kinerja. Dalam upaya meningkatkan kapabilitas To improve the capability and competence of
dan kompetensi human capital, perlu segera human capital, the establishment, improvement,
dibangun, dibenahi dan dipelihara sistem database and maintenance needs to be carried out on the
kepegawaian; sistem dan prosedur kerja, pola karir employment database; work system and procedure,
yang mendorong motivasi pegawai untuk bekerja; career pattern that motivates the employees in
sistem kepangkatan dan remunerasi yang fair dan working; fair and transparent hierarchical and
transparan; sistem dan mekanisme pendidikan dan remuneration system; education and training
latihan yang menunjang dan memacu kemampuan systems and mechanisms that support and promote
teknis dan manajerial human capital sehingga technical and managerial ability of human capital
tercipta iklim kerja yang semakin kondusif. department to create a more supportive work
environment.
KEBIJAKAN DAN PELAKSANAAN RECRUITMENT POLICY AND

REKRUTMEN IMPLEMENTATION
Dalam rangka memenuhi standar formasi jabatan To meet the standard of positional structure in
seiring dengan pertumbuhan Perseroan, pada 2017 regard with the growth of the Company, PT Angkasa
PT Angkasa Pura I (Persero) telah melaksanakan Pura I (Persero) in 2017 carried out recruitment and
proses rekrutmen dan seleksi guna mengisi formasi selection processes to fill in the vacant positions.
pegawai. Proses rekrutmen pegawai yang dilakukan The recruitment process consisted of the following
terdiri dari tahapan-tahapan sebagai berikut: stages:
a. Pengumuman melalui website, media cetak
nasional, dan papan pengumuman di kantor a. Advertising job vacancies via website, national
cabang; print media, and announcement board in the
b. Seleksi administrasi; branch offices;
c. Tes kemampuan umum; b. Administration screening;
d. Psikotest (paper and pencil test); c. General ability test
e. Wawancara psikolog; d. Psychotest (paper and pencil test);

f. Wawancara oleh manajemen; e. Psychology Interview;

g. Tes Kesehatan yang meliputi cek laboratorium f. Job interview with the management board;
dan cek fisik; g. Medical Check Up comprising laboratory and
physical testing
h. Pengumuman hasil akhir. h. Final result announcement
Gambar Skema Rekrutmen Pegawai

Figure of Employee Recruitment Scheme
Pengumuman Seleksi Administrasi Tes Kemampuan Umum

1 Announcement
2 Administrative Selection 3 General Capability Test
Wawancara oleh Management Wawancara (Psikologi) Psikotest (Paper and Pencil

Interview by Management
6 Interview (Psychology)
5 Test)
4
Tes Kesehatan
1. Cek Laboratorium
2. Cek Fisik Hasil Ahkir
7 Medical check up 8 The final result
1. Laboratory Check
2. Physical Check
Di tahun 2017, telah dilakukan rekrutmen pegawai In 2017, 448 candidates were recruited that
dengan hasil 448 orang yang terdiri dari 116 orang comprised of 116 administration officers, 96
pegawai administrasi, 96 orang pegawai Aviation Aviation Security officers, 59 fire fighting officers,
Security, 59 orang pegawai Fire Fighting, dan 177 and 177 operational officers.
orang pegawai operasional.
PERENCANAAN KEBUTUHAN HUMAN THE PLANNING OF HUMAN CAPITAL

CAPITAL NECESSITY
Perencanaan kebutuhan pegawai PT Angkasa Pura The planning of human capital necessity of PT
I (Persero) selalu disesuaikan dengan kebutuhan riil Angkasa Pura I (Persero) is based on the actual need
dari setiap unit kerja untuk tiap tahunnya. Sesuai of each work unit for every year. As specified in the
dengan yang telah dicantumkan dalam Rencana Work Plan and Budget, Human Capital Group has set
Kerja dan Anggaran Perseroan, untuk tahun 2018 the demand for 3,531 employees for 2018.
Human Capital Group menetapkan kebutuhan
pegawai sebesar 3.531 pegawai.

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387
Tabel Rencana Kebutuhan pegawai di 2018

Tabel of Plan of Demand for Labor in 2018
Pegawai Organik Pegawai Outsourcing

Uraian (Orang) (Orang)
Description Organic Employee Outsourcing Employee
(Person) (Person)
Kantor Pusat
500 80
Head Office
Bandara I Gusti Ngurah Rai – Bali
622 1332
I Gusti Ngurah Rai Airport – Bali
Bandara Juanda – Surabaya
420 878
Juanda Airport – Surabaya
Bandara Sultan Hasanuddin – Makassar
258 595
Sultan Hasanuddin Airport – Makassar
Bandara Sepinggan - Balikpapan
288 780
Sepinggan Airport - Balikpapan
Bandara Frans Kaisiepo – Biak
85 82
Frans Kaisiepo Airport – Biak
Bandara Sam Ratulangi – Manado
162 246
Sam Ratulangi Airport – Manado
Bandara Adisutjipto – Yogyakarta
186 312
Adisutjipto Airport – Yogyakarta
Bandara Adisumarmo – Solo
117 206
Adisumarmo Airport – Solo
Bandara Syamsudin Noor – Banjarmasin
147 197
Syamsudin Noor Airport – Banjarmasin
Bandara Achmad Yani – Semarang
166 170
Ahmad Yani Airport – Semarang
Bandara Internasional Lombok – Praya
188 239
Lombok International Airport – Praya
Bandara Pattimura – Ambon
110 156
Pattimura Airport – Ambon
Bandara El Tari – Kupang
104 93
El Tari Airport – Kupang
SBU Komersial Bali
35 61
Commercial Strategic Business Unit of Bali
Proyek Pengembangan Bandara Internasional Syamsudin
Noor
22 0
Development Project of Syamsudin Noor International
Airport
Proyek Pengembangan Bandara Internasional Achmad
Yani
22 0
Development Project of Ahmad Yani International
Airport
Proyek Pengembangan Bandara Internasional Adisutjipto
22 0
Development Project of Adisutjipto International Airport
Bandara Syukuran Aminuddin Amir - Luwuk
40 68
Syukuran Aminuddin Amir Airport - Luwuk
Bandara Komodo Laboan Bajo
37 148
Komodo Airport of Laboan Bajo
Jumlah Pegawai
3,531 5,643
Total Employees

CORPORATE EXPERT CORPORATE EXPERT
Untuk menyempurnakan pengelolaan human To refine the human capital management of PT

capital di PT Angkasa Pura I (Persero), telah Angkasa Pura I (Persero), a position of Corporate
dikembangkan Corporate Expert sejak tahun 2014. Expert has been established since 2014. Corporate
Corporate Expert merupakan salah satu bentuk dari Expert is one of functional positions. Employees in
jabatan fungsional. Jabatan Fungsional merupakan functional positions have duties, responsibilities,
kedudukan yang menunjukan tugas, tanggung authorities, and rights unspecified in the
jawab, wewenang dan hak seorang pegawai yang organizational structure, yet they are required to
tidak tercantum dalam struktur organisasi namun fulfill primary duties for the Company which are
sangat diperlukan dalam tugas-tugas pokok performed based on the specific, self-dependent
Perseroan yang dalam pelaksanaan tugasnya capabilities and/or skills, with the duties and
didasarkan pada keahlian dan/atau keterampilan responsibilities as regulated in the Decree of Board
tertentu serta bersifat mandiri, yang tugas dan of Directors Number: KEP.122/OM.01.01/2014 on
tanggung jawabnya diatur dalam Keputusan Direksi Functional Positions at PT. Angkasa Pura I (Persero).
Nomor: KEP.122/OM.01.01/2014 tentang Jabatan
Fungsional PT. Angkasa Pura I (Persero).
Jabatan fungsional disusun dengan menggunakan Functional Positions are established with the
perpaduan pendekatan antara jabatan dan bidang consideration of the position itself with the field
ilmu pengetahuan yang digunakan sebagai dasar of science as the basis to perform the duties and
untuk melaksanakan tugas dan fungsi jabatan serve in the said position. The structure of functional
dalam rangka pelaksanaan tugas Perseroan. positions and the grade is as follows:
Susunan jabatan fungsional dan kriteria kelasnya
terdiri atas:
Nama Jabatan Kelas Jabatan

Name of position Grade
Corporate Expert Level I 1–2
Corporate Expert Level II 3–4
Corporate Expert Level III 5–6
Corporate Expert Level IV 7–8
Corporate Doctor 6
Auditor 7–8
P4DP Analyst 7
Jabatan Fungsional merupakan bagian dari pola Functional positions are part of career pattern and
karir dan penempatannya menjadi kewenangan the Board of Directors has the authority to appoint
Direksi Perseroan, dengan persyaratan: any employee they deem suitable for such position.
1. Kualifikasi profesional dengan pendidikan Below are the requirements for functional positions:
serendah-rendahnya berijazah Sarjana 1. Professional qualification with minimum
(Strata-1); education level of bachelor degree (S1);
2. Tidak sedang dijatuhi/menjalani hukuman 2. Not being imposed with/under disciplinary
disiplin; sanction;
3. Pernah menduduki jabatan struktural; atau 3. Having experience in structural positions; or
Telah mengikuti dan dinyatakan lulus assesment Have undertaken and declared passed the
bagi pegawai yang belum pernah menduduki assessment for employees without any
jabatan struktural. experience in structural positions.

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389
KEBIJAKAN DAN PELAKSANAAN POLICY AND IMPLEMENTATION OF

PENGEMBANGAN KOMPETENSI COMPETENCE DEVELOPMENT
PT Angkasa Pura I (Persero) telah melaksanakan PT Angkasa Pura I (Persero) have held numerous
berbagai kegiatan pelatihan, sebagai implementasi trainings as the implementation of employee
program pengembangan pegawai. Kegiatan development program. The trainings are
pelatihan dilaksanakan sesuai dengan kebutuhan organized with regard to the employees’ need and
pegawai dan pengembangan bisnis Perseroan. Company’s business development. All employees
Seluruh pegawai dalam level organisasi memiliki at organizational level hold equal opportunity to
kesempatan yang sama dalam pelaksanaan participate in the program. The training programs
pengembangan pegawai. Program pelatihan yang vary following the needs of the corresponding units
dilaksanakan juga sangat beragam mengikuti within the Company.
kebutuhan unit-unit terkait di Perseroan.
BIAYA PENGEMBANGAN KOMPETENSI THE EXPENSE OF COMPETENCE

DEVELOPMENT
Uraian mengenai biaya pengembangan kompetensi The details on the expense of competence
dapat dilihat di bagian Profil Perusahaan pada development is outlined in the Company Profile
Laporan Tahunan ini. section of this Annual Report.
PROGRAM PENGEMBANGAN COMPETENCE DEVELOPMENT PROGRAM

KOMPETENSI
Uraian mengenai program pengembangan The details on the competence development program
kompetensi dapat dilihat di bagian Profil Perusahaan is outlined in the Company Profile section of this
pada Laporan Tahunan ini. Annual Report.
EVALUASI PENGEMBANGAN COMPETENCE DEVELOPMENT

KOMPETENSI EVALUATION
Uraian mengenai evaluasi pengembangan The details on the competence development

kompetensi dapat dilihat di bagian Profil Perusahaan evaluation is outlined in the Company Profile section
pada Laporan Tahunan ini. of this Annual Report.

PENILAIAN KINERJA PERFORMANCE ASSESSMENT
Perseroan menerapkan Performance Management The Company implements Performance Management

System (PMS) berdasarkan Keputusan Direksi System (PMS) in accordance with Decree of Board of
No. KEP 70/OM. 02.05/2013 tanggal 1 Juli 2013. Directors No. KEP 70/OM. 02.05/2013 dated 1 July
Performance Management System (PMS) adalah 2013. Performance Management System (PMS) is
sistem pengelolaan kinerja individu dalam jangka a management system of individuals’ performance
waktu tertentu sebagai upaya memastikan agar over a certain period of time as an instrument to
unit kerja dan individu dapat bekerjasama secara ensure that work unit as well as individuals may
optimal dalam pencapaian target Perseroan melalui work at their best in the effort of achieving the
perencanaan, pengorganisasian, dan evaluasi Company’s targets, through planning, organizing,
kinerja pegawai. and evaluating employee performance.
Performance Management System (PMS) Performance Management System (PMS) is carried

dilaksanakan setiap 6 (enam) bulan sekali atau out once every 6 (six) months. There are 3 (three)
per semester. Dalam setiap siklus terdapat 3 (tiga) phases in such cycle as follows:
tahap kegiatan, yaitu:

a. Perencanaan kinerja (Planning); a. Planning;

Tahapan untuk membuat kesepakatan antara This is a phase where an arrangement is
pejabat penilai dengan pegawai yang dinilai established between the assessor and the
dalam menetapkan sasaran kinerja individu assessed employees in determining individual
yang merupakan penjabaran/turunan performance target which serves as the
(cascading) dari rencana kinerja Perseroan, cascading of Company’s performance plan,
rencana kinerja unit kerja (achievement goal) dan work unit performance plan (achievement
rencana pengembangan diri pegawai. Perseroan goal), and employee self-development plan. The
telah menetapkan strategi jangka panjang ke Company has set its Long-Term Plan (RJPP),
dalam Rencana Jangka Panjang Perusahaan and the execution is outlined in the work plan
(RJPP), kemudian pelaksanaannya dijabarkan (RKAP) of the Company and implemented in the
dalam program-program kerja perusahaan Management Contract in each directorate.
(RKAP) serta diimplementasikan dalam Kontrak
Manajemen di setiap direktorat.
b. Monitoring dan Konseling (Tracking and b. Monitoring and Conseling (Tracking and
Coaching); Coaching);
Proses pemantauan dan pencatatan atas This is a monitoring and documenting processes
perkembangan pencapaian kinerja dari proses over the development of performance achieved
planning, yang berlangsung secara terus in the planning phase. This process is conducted
menerus selama satu siklus sehingga terpantau continuously for one cycle to control and ensure
dan menjamin tersedianya dokumen pendukung the availability of supplemental document
pencapaian kinerja. Hal ini berguna bagi bagi of performance achievement. This process is
atasan dalam melakukan pembinaan kepada beneficial for the supervisors in training their
bawahannya untuk mencapai sasaran kinerja subordinates to achieve the performance target
baik unit kerja maupun individu yang telah of the work unit or individual arranged in the
disepakati pada tahap perencanaan. planning phase.
c. Evaluasi (Evaluation); c. Evaluation;

Tahapan penilaian individu dalam 1 (satu) This is a phase of individual assessment within
siklus dengan cara membandingkan pencapaian a cycle by comparing the achievement of
sasaran kinerja individu dengan rencana individual performance target and the individual
kinerja individu yang telah disepakati pada performance plan established in the planning
saat perencanaan dalam satu siklus. Penilaian phase. The assessment is conducted by the
dilakukan oleh atasan, rekan kerja dan bawahan superiors, colleagues, and subordinates (for
(untuk pejabat). officials).
Monitoring
(Tracking and
Coaching)
Perencanaan
Evaluasi
Kinerja
(Evaluation)
(Planning)

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391
Komponen dan bobot dalam sistem manajemen Components and portions of the employee
kinerja pegawai adalah sebagai berikut: performance management system is outline below:
Komponen Bobot
Component Portion
Goal Pencapaian Hasil Kinerja
50%
Target Achievement Goal
Kompetensi Teknis
20%
Learning Goal
Perilaku Kompetensi Perilaku
15%
Behaviour Behavioral Competency
Nilai Perusahaan
Corporate Value Commitment 10%
Achievement Goal adalah target pencapaian Achievement Goal is the work achievement target
hasil kerja yang merupakan penjabaran dari Key as the elaboration of Key Performance Indicator
Performance Indicator (KPI) korporat dan unit (KPI) of the Company and work units. It contains
kerja yang memuat perencanaan kinerja yang akan the performance planning that will be measured
diukur dan kriteria rating yang akan digunakan and the rating criteria that will be used to assess
untuk melakukan penilaian kinerja. Sistem penilaian the performance. This component is assessed with
untuk komponen Achievement Goal adalah single single rater system, i.e. assessment by immediate
rater yaitu penilaian berasal dari atasan langsung. superiors.
Learning Goal adalah target pencapaian Learning Goal is the achievement target of
pengembangan kompetensi teknis pegawai. Sistem employees’ technical competence development.
penilaian untuk komponen Learning Goal adalah This component is assessed with single rater system,
single rater yaitu penilaian berasal dari atasan i.e. assessment by immediate superiors, with the
langsung dengan memperhatikan hasil assessment consideration on the last assessment result.
terakhir.
Behavioral Goal adalah target pencapaian Behavioral Goal is the achievement target of
pengembangan kompetensi perilaku pegawai. employees’ technical competence development. This
Sistem penilaian untuk komponen Learning Goal component is assessed with multi rater system, i.e.
adalah multi rater yaitu penilaian berasal dari assessment by immediate superiors, peer employees,
atasan langsung, rekan kerja 1 level, dan bawahan and direct reports, with the consideration on the last
(khusus pejabat struktural) dengan memperhatikan assessment result.
hasil asessment terakhir.
Pencapaian target learning goal dan behavioral The target achievement of learning goal and
goal diukur dari usaha perbaikan yang dilakukan behavioral goal is measured from the improvement
oleh pegawai yang dinilai. Sumber kebutuhan endeavoor carried out by the assessed employees.
pengembangan kompetensi teknis dan perilaku The source of technical and behavioral competence
dapat berasal dari hasil asessment kompetensi yaitu development needs comes from the competence
dari gap atau selisih antara level kompetensi teknis assessment, which is the gap between the technical
yang dipersyaratkan dalam model kompetensi competence required within the competence model
suatu pemangku jabatan dengan level kompetensi of a stakeholder and the technical competence
teknis yang dimiliki oleh pegawai yang dinilai, level owned by the assessed employee. Other
atau bersumber dari laporan permasalahan unit sources are problem report of work unit, Company’s
kerja, visi, misi, nilai-nilai, dan strategi Perseroan, visions, missions, values, and strategies, system
implementasi sistem, job description, penilaian implementation, job description, performance
kinerja, dan catatan pegawai. assessment, and employee records.

Corporate Value Commitment adalah tingkat Corporate Value Commitment is the employee
komitmen pegawai dalam menjalankan perilaku commitment in exhibiting behaviors in line with the
yang sesuai dengan nilai-nilai Perseroan yaitu Company’s values of Synergy, Adaptive, Trustworthy,
Sinergi, Adaptif, Terpercaya dan Unggul (SATU). and Unparalleled (Sinergi, Adaptif, Terpercaya,
Sistem penilaian untuk komponen Corporate Value Unggul/SATU) This component is assessed with
Commitment adalah multi rater yaitu penilaian multi rater system, i.e. assessment by immediate
berasal dari atasan langsung, rekan kerja 1 (satu) superiors, peer employees, and direct reports
level dan bawahan (khusus pejabat struktural) (structural officials only), with the consideration on
dengan memperhatikan hasil asessment terakhir. the last assessment result.
HUMAN CAPITAL REWARD HUMAN CAPITAL REWARD
Reward diberikan kepada pegawai berdasar kepada Reward is given according to the performance of
kinerja masing – masing pegawai dan kinerja each employee and each branch office . Performance
kantor cabang. Indikator kinerja masing – masing indicator for employees is called Performance Index
pegawai disebut dengan Performance Index (PI) (PI), obtained from the Performance Management
yang diperoleh dari hasil pelaksanaan Performance System and Key Performance Indicator (KPI)
Management System serta pencapaian Key achievement of the branch office.
Performance Indicator (KPI) kantor cabang.
REMUNERASI REMUNERATION
PT Angkasa Pura I (Persero) memberikan paket PT Angkasa Pura I (Persero) grants a competitive
remunerasi yang kompetitif sesuai dengan remuneration package based on the prevailing
peraturan yang berlaku. Tujuan dari pemberian regulations. The remuneration is provided to retain
remunerasi yang kompetitif adalah untuk employees and to fulfill Company’s objectives. The
mempertahankan keberadaan pegawai dalam remuneration for the employees of PT Angkasa
jangka panjang dan tercapainya tujuan Perseroan. Pura I (Persero) is basically divided into 2 (two)
Remunerasi pegawai PT Angkasa Pura I (Persero) types, i.e. employment remuneration and retirement
secara garis besar terbagi menjadi 2 (dua), yaitu remuneration.
kesejahteraan pegawai di masa aktif dan masa
pensiun.
KESEJAHTERAAN PEGAWAI DI MASA EMPLOYMENT REMUNERATION

AKTIF
Selama masa aktif bekerja, human capital PT During employee’s term of service, the employees of
Angkasa Pura I (Persero) menerima beberapa jenis PT Angkasa Pura I (Persero) receives the following
kesejahteraan sebagai berikut. remunerations.
Jenis Kesejahteraan Komposisi

Types of Remuneration Composition
Penghasilan Bulanan Gaji pokok, tunjangan istri/suami, tunjangan anak, tunjangan perusahaan,
Monthly take-home pay tunjangan pangan, insentif prestasi, tunjangan kemahalan, tunjangan
transport, tunjangan jabatan, tunjangan mobilitas.
Basic salary, spousal allowance, child allowance, company allowance,
meal allowance, achievement incentive, Cost of living adjustment
allowance, transportation allowance, positional allowance, mobility
allowance.

2017 Annual Report
393

Penghasilan Tahunan Bantuan sewa rumah, tunjangan cuti tahunan, tunjangan pendidikan anak
Annual Income sekolah, tunjangan hari raya, bonus, seragam dinas.
House rental allowance, annual leave pay, children
education allowance, religious festivity allowance allowance, bonus,
work uniform.
Pemeliharaan Kesehatan Jaminan pemeliharaan kesehatan secara mandiri dari PT Angkasa

Health Allowance Pura I (Persero) untuk rawat jalan, rawat inap, serta pelayanan khusus
yang meliputi: alat bantu baca, pengobatan dan perawatan gigi, alat
bantu dengar, prothesa anggota gerak, prothesa mata, serta dimulainya
keikutsertaan pegawai pada program BPJS Kesehatan.
Health allowance is provided independently by PT Angkasa Pura I
(Persero) for outpatient, inpatient, and special treatment that includes:
reading aid, dental care and medication, hearing aid, limb prosthesis,
visual prosthesis, and employees membership in health social security
program (BPJS).
Penghasilan Sesuai Kondisi • Tunjangan perumahan, diberikan kepada pegawai yang berhenti
dan Waktu Tertentu karena pensiun dan pegawai yang telah bekerja secara terus menerus
Conditional and Temporary di perusahaan selama 20 tahun;
Income • Penghargaan pengabdian bagi pegawai yang telah bekerja secara
terus menerus di Perseroan selama 25 tahun dan yang mengakhiri
masa tugas atau diberhentikan dengan hormat karena batas usia
pensiun;
• Bantuan uang makan, diberikan untuk setiap hari yang dibayarkan
menurut daftar hadir pegawai;
• Bantuan untuk menunaikan ibadah keagamaan, diberikan kepada
pegawai yang telah bekerja minimal 10 tahun yang memenuhi syarat
dan ketentuan yang ditetapkan Perseroan;
• Tunjangan pelaksana tugas sementara, diberikan untuk pegawai yang
ditunjuk sebagai pelaksana tugas sementara (PTS) dalam jabatan
struktural atau fungsional sekurang-kurangnya 10 hari kerja secara
terus menerus;
• Tunjangan PPh 21, diberikan sesuai dengan ketentuan perpajakan
yang berlaku;
• Sumbangan kelahiran, diberikan bagi persalinan ke-1 dan ke-2
• Sumbangan kematian dan bencana alam;
• Bantuan kepada pegawai yang mengalami musibah, diberikan untuk
pegawai yang mengalami musibah karena istri/suami, orang tua,
mertua, anak atau pegawai yang bersangkutan meninggal dunia;
• Insentif kehadiran di hari raya, diberikan kepada pegawai yang
bekerja pada saat hari raya keagamaan pegawai yang bersangkutan;
• Insentif pendidikan dan pelatihan;
• Tunjangan telepon genggam, diberikan kepada pejabat struktural
sebagai uang pengganti pesawat telepon genggam yang besarannya
diatur berdasarkan jabatan;
• Tunjangan pulsa telepon genggam, diberikan kepada pejabat
struktural yang besarannya diatur berdasarkan jabatan. selain kepada
pejabat struktural, tunjangan pulsa telepon genggam juga diberikan
kepada protokoler perusahaan;
• Tunjangan pulsa rumah, diberikan kepada pejabat struktural sebagai
uang pengganti pulsa telepon rumah yang besarannya diatur
berdasarkan jabatan;
• Tunjangan lisensi dan rating, diberikan kepada pegawai teknik dan
operasional yang memiliki lisensi yang masih berlaku dan masa aktif
bekerja sesuai dengan lisensi yang dimiliki; serta
• Premi lembur pegawai, diberikan kepada pegawai yang melaksanakan
lembur yang besarannya diatur berdasarkan kelas per jam.


• Housing allowance is provided to the retired employees and
employees with 20 consecutive years of service;
• Dedication award is given for employees with 25 consecutive years
of service and employees honorably discharged due to age limit;
• Meal allowance is given daily and paid according to each employee
attendance list;
• Religious service allowance is provided to employees with at least 10
years of service who meet the terms and conditions specified by the
Company;
• Acting allowance is given for employees serving as acting officials
in structural or functional positions for at least 10 working days
consecutively;
• Article 21 income tax allowance is given according to the effective
taxation regulation;
• Childbirth allowance is given for the first and second
labor
• Death and natural disaster compensation;
• A compensation given to employees due to the death of the said
employees or the spouse, parent, parent in law, or child of the
employee;
• Religious festivity presence incentive is given to the employees who
work during the religious festival of the corresponding employees.
• Education and training incentive;
• Cell phone allowance, provided to structural officials as a
reimbursement for cell phone purchase, with the amount of which
regulated in accordance with the position;
• Cell phone credit allowance, provided to structural officials, and
protocol officers, as a reimbursement for cell phone purchase, with
the amount of which regulated in accordance with the position;
• Telephone allowance, provided to structural officials as a
reimbursement for home phone bill, with the amount of which
regulated in accordance with the position;
• License and rating benefits, provided to the technical and operational
employees who hold a valid license. However, the years of service
must correspond to the license itself; and
• Overtime allowance, provided to employees working overtime, with
the amount of which regulated in accordance with employee salary
class in hourly basis.

2017 Annual Report
395

PENGEMBANGAN KARIR CAREER DEVELOPMENT
Seperti dalam pelaksanaan rekrutmen, seluruh As in the recruitment process, all human capitals of
human capital perseroan, berkesempatan the Company have an opportunity to be promoted
untuk memperoleh jabatan dan karir tertinggi to the highest position and career possible according
berdasarkan kompetensi dan skill yang dimiliki. to their respective competence and skill. Every
Setiap pegawai memiliki kesempatan yang setara employee has an equal opportunity in developing
dalam mengembangkan karir hingga jabatan their career to the highest level they can achieve.
tertinggi berdasarkan kemampuannya. Perseroan The Company ensure equality in employee rights,
mengatur persamaan hak pegawai, antara lain among others are remuneration, training, and career
dalam hal sistem remunerasi, hak pelatihan development. The Company provides competence-
dan pengembangan karir. Pengembangan karir based career development through the assessment
yang dilakukan Perseroan, berbasis kompetensi of employee competence.
dan diterapkan dengan melaksanakan asesmen
kompetensi pegawai.
PT Angkasa Pura I (Persero) juga telah melakukan PT Angkasa Pura I (Persero) also have conducted
pengembangan karir berdasarkan kebutuhan career development based on Company’s operational
operasional Perseroan dengan merealisasikan needs through the Human Capital management and
program penataan dan optimalisasi human capital optimization program which was carried out with
berdasarkan perhitungan analisa beban kerja untuk the consideration on workload analysis to determine
menentukan formasi human capital. the Human Capital formation.
ENGAGEMENT KARYAWAN EMPLOYEE ENGAGEMENT
Upaya yang dilakukan oleh Perseroan untuk This is the Company’s approach to ensure that the
memastikan bahwa pegawainya, terutama employees, specifically those with great competence
mereka yang memiliki kompetensi dan kinerja and high performance, are fiercely loyal to the
tinggi, memiliki keterikatan yang tinggi terhadap company. To perceive employee engagement level,
perusahaan. Untuk mengetahui level of engagement the Company has conducted Employee Satisfaction
dari pegawai, Perseroan telah melaksanakan survei survey in 2017. This survey assessed 10 measurable
Kepuasan Pegawai pada tahun 2017. Pada survei dimensions as follows:
tersebut dilakukan penilaian terhadap 10 dimensi
yang diukur, yaitu:
1. Peran Pegawai; 1. Employee Role;
2. Penghargaan, Sanksi, dan Keamanan Kerja; 2. Reward, Sanctions, and Work Safety;
3. Lingkungan Kerja; 3. Work Environment;
4. Penilaian Kinerja; 4. Performance Assessment;
5. Pendidikan dan Pelatihan; 5. Education and Training;
6. Manajemen, Komunikasi, dan Perencanaan; 6. Management, Communication, and Planning;
7. Rekrutmen dan Pola Karir; 7. Recruitment and Career Pattern;
8. Penghasilan, Jaminan Kesehatan, THT, dan 8. Income, Health Insurance, Old-Age Benefits, and
Pensiun; Pension;
9. Keterikatan Tenaga Kerja; 9. Work Force Loyalty;
10. Visi, Misi, dan Nilai-Nilai Perusahaan. 10. Company Visions, Missions, and Values.
Survei dilakukan dengan membandingkan tingkat The survey was conducted by comparing the level of
harapan (importance) pegawai dan kenyataan importance to the level of performance according to
(performance) berdasarkan penilaian dari pegawai. the employees’ perception. Out of 10 (ten) assessed
Dari 10 (sepuluh) dimensi yang dinilai berdasarkan dimensions, the average level of importance was
hasil survei, secara overall rata-rata harapan at 4.48 and the average level of performance is at
pegawai berada pada angka 4,48 sedangkan 4.15, meaning there is a gap between importance

kenyataan (performance) yang ada berada pada and performance. In overall, the result of employee
angka 4,15 sehingga terdapat gap antara harapan satisfaction survey is portrayed as follows.
dan performance. Hasil survei kepuasan pegawai
secara keseluruhan (overall) adalah sebagai berikut.
Tabel Indeks Kepuasan Pegawai Tahun 2017

Table of 2017 Employee Satisfaction Index
Dimensi Harapan Kenyataan Beda
No
Dimension Importance Performance Gap
Peran Pegawai
1 4,46 4,21 0,25
Employee Role
Penghargaan, Sanksi, dan Keamanan Kerja
2 4,45 4,10 0,35
Reward, Sanction and Job Security
Lingkungan Kerja
3 4,47 4,09 0,38
Work Environment
Penilaian Kerja
4 4,46 4,12 0,34
Performance Measurement
Pendidikan dan Pelatihan
5 4,49 4,06 0,43
Education and Training
Manajemen, Komunikasi, dan Perencanaan
6 4,50 4,20 0,30
Management, Communication, and Planning
Rekruitmen dan Pola Karir
7 4,42 4,01 0,41
Recruitment and Career Path
Penghasilan, Jaminan Kesehatan THT, dan
8 Pensiun 4,52 4,17 0,35
Income, Healthy Assurance, THT and Pension
Keterikatan Tenaga Kerja
9 4,49 4,18 0,31
Employee Engagement
Visi, Misi, dan Nilai-Nilai Perusahaan
10 4,53 4,39 0,15
Vision, Mission, and Corporate Value
Rerata
4,48 4,15 0,33
Average
Indeks kepuasan pegawai PT Angkasa Pura I The 2017 Employee Satisfaction Survey of PT
(Persero) pada tahun 2017, secara keseluruhan Angkasa Pura I (Persero) hit the score of 4.15,
bernilai 4,15 yang menunjukkan bahwa pegawai reflecting that the employees were “Satisfied” with
telah merasa “Puas” dengan pengelolaan human the human capital management, yet improvements
capital, meskipun pada beberapa aspek masih ada shall be made on several aspects. Employee
yang harus diperbaiki. Survei kepuasan pegawai satisfaction survey was conducted in the Head
dilaksanakan di Kantor Pusat dan seluruh Kantor Office and all Branch Offices in cooperation with the
Cabang dan bekerja sama dengan pihak ketiga yang third party to remain independent.
bertujuan untuk menjaga independensi.
Jika dilihat berdasarkan dimensi, maka dapat Compared to the other dimensions, Company
diketahui bahwa dimensi visi, misi, dan nilai-nilai Visions, Missions, and Values has the highest value
perusahaan merupakan dimensi yang memiliki of satisfaction index with the score of 4.39. The
indeks kepuasan paling tinggi dibandingkan dengan second dimension with the highest score is Employee
sembilan dimensi yang lainnya yaitu dengan skor Role at 4.21 and following after is Management,
sebesar 4,39. Selanjutnya dimensi dengan tingkat Communication, and Planning with the score of 4.20.
skor kepuasan yang tinggi berada pada dimensi
peran pegawai dengan skor 4,21 dan dimensi
manajemen, komunikasi, dan perencanaan dengan
skor 4,20.

2017 Annual Report
397
TINGKAT TURNOVER PEGAWAI EMPLOYEE TURNOVER RATE
Tingkat turnover pegawai di Angkasa dapat Employee turnover in the Company occurs due
disebabkan oleh beberapa alasan antara lain: to several reasons such as: retirement, employee
pensiun, meninggal dunia, mengundurkan diri, death, resignation, and others. In 2017, the rate of
dan lain-lain. Pada tahun 2017, tingkat turnover employee turnover in PT Angkasa Pura I (Persero)
pegawai di PT Angkasa Pura I (Persero) mencapai was at 4.85%, which is higher if compared to the rate
4,85%, meningkat dibandingkan tingkat turnover of 2016, with the percentage of 5.74%. Such high
pegawai tahun 2016 sebesar 5,74%. Besarnya turnover rate was mainly caused by retirement.
tingkat turnover pegawai khususnya disebabkan
oleh banyaknya jumlah pegawai yang memasuki
masa pensiun.
Tabel Tingkat Turnover Pegawai

Table of Employee Turnover Rate
Keterangan
2017 2016
Description
Pensiun
181 160
Retired
Mengundurkan Diri
15 11
Resign
Meninggal
8 2
Passed Away
Lain-lain
4 3
Others
Jumlah Pegawai Keluar
208 176
Total Offboarding Employees
Jumlah Pegawai
3,350 3,025
Total Employees
Tingkat Turnover
4.85% 4.85%
Turnover Rate
KEBIJAKAN HUBUNGAN INDUSTRIAL RELATION POLICY

INDUSTRIAL
PERJANJIAN KERJA BERSAMA (PKB) COLLECTIVE LABOR AGREEMENT (CLA)
Merupakan wujud Perseroan menciptakan hubungan This is an approach taken by the Company to build
industrial yang harmonis, guna mendukung suasana harmonious industrial relation in order to create a
kerja yang kondusif dalam rangka meningkatkan conducive work environment for better efficiency
efisiensi dan produktivitas kerja. Dalam Perjanjian and productivity. CLA specifies the rights and
Kerja Bersama (PKB) dimuat hak - hak, serta responsibility that must be assumed by the Board
kewajiban yang harus dipenuhi Board of Director, of Directors, Labor Union, and Employees. The
Serikat karyawan, serta Pegawai. Perjanjian Kerja currently effective CLA is 2017-2018 CLA.
Bersama (PKB) yang berlaku saat ini ialah Perjanjian
Kerja Bersama (PKB) tahun 2017 - 2019.
KEBEBASAN BERSERIKAT FREEDOM OF ASSOCIATION
Di lingkungan kerja Perseroan, terdapat 2 serikat Within the Company, there are two labor unions
pegawai yaitu Serikat Pekerja Angkasa Pura I (SP) serving as the Company’s work partner namely
dan Asosiasi Karyawan Angkasa Pura I (AKA) yang Serikat Pekerja Angkasa Pura I (SP/Angkasa Pura I
menjadi mitra kerja Perseroan. Serikat pegawai Labor Union) and Asosiasi Karyawan Angkasa Pura

senantiasa menunjukkan peran positif dalam I (AKA/Employee Association of Angkasa Pura I). The
penyelesaian masalah-masalah ketenagakerjaan. labor unions at all times demonstrate their positive
Para pihak saling berkomunikasi dan berkonsultasi role in solving problems related to employment. The
mengenai ketenagakerjaan untuk meningkatkan related parties maintain their communication and
produktivitas kerja dan kesejahteraan pekerja. consult with one another concerning employment to
improve work productivity and employee welfare.
Di tahun 2010, Perseroan telah menandatangani In 2010, the Company signed Normalization Pact
Pakta Normalisasi antara manajemen Perseroan between the Company management and SP as well
dengan Serikat Pekerja Angkasa Pura I (SP) dan as AKA to promote the harmonization of relationship
Asosiasi Karyawan Angkasa Pura I (AKA) yang between all employees and the Company. The Pact
ditunjukan untuk meningkatkan harmonisasi had been registered to the Ministry of Manpower of
hubungan seluruh pegawai dengan Perseroan. the Republic of Indonesia and declared registered in
Pakta Normalisasi tersebut telah didaftarkan ke accordance with the Decree of General Director of
Kementerian Tenaga Kerja RI dan telah terdaftar Industrial Relation Establishment and Social Security
sesuai Surat Keputusan Direktur Jenderal No. KEP.157/PHIJSK-PKKAD/PKB/XI/2010.
Pembinaan Hubungan Industrial dan Jaminan Sosial
Tenaga Kerja No. KEP.157/PHIJSK-PKKAD/PKB/
XI/2010.
KEBIJAKAN DAN PROGRAM PENSION POLICY AND PROGRAM

PENSIUN
PELATIHAN MENJELANG PENSIUN PRE-RETIREMENT TRAINING
PT Angkasa Pura I (Persero) memberikan PT Angkasa Pura I (Persero) pays a serious attention
perhatian besar terhadap pegawai yang hendak to employees reaching their retirement age. Such
memasuki masa pensiun (purna). Salah satunya care is reflected by the training provided through
diwujudkan dengan memberikan pelatihan kepada Pre-Retirement Training Program. This training is
mereka melalui Program Pelatihan Pra Purna provided to prepare the retirees to be able to make
Bakti. Pelatihan diselenggarakan dengan tujuan the most of and cope with themselves in their
mempersiapkan masa pensiun pegawai dalam retirement. By so, they are expected to be mentally
mengembangkan potensi diri dan mampu mengelola and spiritually prepared for their retirement with in
permasalahannya. Dengan bekal itu, diharapkan a pleasant, healthy, fit, and productive condition
mereka siap secara mental dan spiritual dalam
menghadapi serta menjalani masa pensiun dengan
tetap nyaman, sehat, bugar, dan produktif.
Dengan demikian, diharapkan peserta yang Therefore, the participants of this training are
mengikuti diklat ini akan mendapatkan pengetahuan provided with applicable knowledge and personal
dan pengalaman langsung yang dapat diterapkan experience for their retirement. During 2017, Pre-
dalam menjalani masa purnabakti. Selama tahun Retirement Training was carried out for 8 (eight)
2017, pelatihan Pra Purna Bakti dilakukan sebanyak times respectively in 8 (eight) airports between
8 (delapan) kali di 8 (delapan) bandar udara berbeda March and November with 392 participants in
dengan kurun waktu pelaksanaan pada bulan Maret total (196 couples). Below are the details on Pre-
hingga November 2017, dengan total peserta Retirement Training in 2017.
sebanyak 392 peserta (196 pasang). Informasi
mengenai pelaksanaan Pelatihan Pra Purna Bakti
sepanjang tahun 2017 adalah sebagai berikut.

2017 Annual Report
399
Tabel Pelaksanaan Pelatihan Pra Purna Bakti tahun 2017

Table of the Implementation of Pre-Retirement Training in 2017
Jumlah Peserta
Nama Pelatihan Tempat Pelaksanaan Tanggal
No. Number of
Name of Training Place Date
Participants
Pelatihan Pra Bandar Udara Syamsudin 20 -24 Maret 2017 25 pasang
Purna Bakti Batch I Noor – Banjarmasin (BDJ) 20 -24 March 2017 25 couples
1.
Pre-Retirement Training Syamsudin Noor Airport –
Batch I Banjarmasin (BDJ)
Pelatihan Pra Bandar Udara Internasional 17 – 21 April 2017 23 pasang
Purna Bakti Batch II Sultan Aji Muhammad 17 – 21 April 2017 23 couples
Pre-Retirement Training Sulaiman Sepinggan –
Batch II Balikpapan (BPN)
2.
Sultan Aji Muhammad
Sulaiman International
Airport of Sepinggan –
Balikpapan (BPN)
Pelatihan Pra Bandar Udara Internasional 10 – 14 Juli 2017 25 pasang
Purna Bakti Batch III I Gusti Ngurah Rai – 10 – 14 July 2017 25 couples
Pre-Retirement Training Denpasar (DPS)
3.
Batch III I Gusti Ngurah Rai
International Airport –
Denpasar (DPS)
Purna Bakti Batch IV Juanda – 17 – 21 Juli 2017 24couples
4. Pre-Retirement Training Surabaya (SUB)
Batch IV Juanda International Airport
– Surabaya (SUB)
Purna Bakti Batch V Sultan Hasanuddin – 24 – 28 July 2017 25 couples
Pre-Retirement Training Makassar (UPG)
5.
Batch V Sultan Hasanuddin
International Airport -
Makassar (UPG)
Pelatihan Pra Bandar Udara Internasional 31 Juli – 04 25 pasang
Purna Bakti Batch VI Adisutjipto – Agustus 2017 25 couples
6. Pre-Retirement Training Yogyakarta (JOG) 31 Juli – 04
Batch VI Adisutjipto International Agustus 2017
Airport – Yogyakarta (JOG)
Pelatihan Pra Bandar Udara Internasional 06 – 10 November 25 pasang
Purna Bakti Batch VII Ahmad Yani – 2017 25couples
7. Pre-Retirement Training Semarang (SRG) 06 – 10 November
Batch VII Ahmad Yani International 2017
Airport – Semarang (SRG)
Pelatihan Pra Bandar Udara Internasional 20 – 24 November 24 pasang
Purna Bakti Batch VIII Adi Soemarmo – 2017 24 couples
8. Pre-Retirement Training Surakarta (SOC) 20 – 24 November
Batch VIII Adisoemarmo International 2017
Airport – Surakarta (SOC)

KESEJAHTERAAN PEGAWAI DI MASA RETIREMENT BENEFITS

PENSIUN
Dalam rangka memastikan kesejahteraan pegawai To promote employee welfare in their retirement, the
pasca bekerja, Perseroan memberikan beberapa Company provides retirement benefits as follows.
program kesejahteraan di masa pensiun seperti
berikut.
Jenis Kesejahteraan Keterangan

Types Of Benefits Description
Manfaat Pensiun • Bagi pegawai yang masuk sebelum 1 Januari 2011, Perseroan
Pension Benefit memberikan manfaat pensiun melalui DAPENRA (Dana Pensiun
Angkasa Pura I) dengan Program yang bernama Program Pensiun
Manfaat Pasti (PPMP);
• Bagi pegawai yang masuk setelah 1 Januari 2011, Perseroan
memberikan manfaat pensiun melalui DPLK (Dana Pensiun
Lembaga Keuangan) BNI dengan program yang bernama Program
Pensiun Iuran Pasti.
• Perseroan memberikan manfaat jaminan pensiun yang dikelola
oleh BPJS Ketenagakerjaan bagi seluruh pegawai.
• For employees onboarding before 1 January 2011, the Company

provides pension benefit through PPMP (Program Pensiun
Manfaat Pasti/Fixed Benefit Pension Plan) of DAPENRA (Dana
Pensiun Angkasa Pura I/Pension Fund of Angkasa Pura I);
• For employees onboarding after 1 January 2011, the Company
provides pension benefit through Defined
Contribution Pension Plan of DPLK (Dana Pensiun Lembaga
Keuangan/Pension Fund Financial institution) by BNI.
• The Company provides pension benefit managed by BPJS
Ketenagakerjaan for all employees.
Manfaat Tunjangan Hari Tua Diberikan oleh Perseroan saat pegawai memasuki usia pensiun yang
Annuity pengelolaannya dilaksanakan oleh YAKKAP I (Yayasan Kesejahteraan
Pegawai Angkasa Pura I) sesuai masa kerja pegawai, gaji pokok, dan
jumlah keluarga sebagaimana yang tercantum pada SK Pensiun.
Provided by the Company when employees reach retirement age,

managed by YAKKAP I (Yayasan Kesejahteraan Pegawai Angkasa Pura
I/Foundation of Angkasa Pura I Employee Welfare) according to their
years of service, basic salary, and number of family member as listed
in the Discharge Letter for the corresponding employee.
Pemeliharaan Kesehatan Pensiun Diberikan kepada Pensiunan beserta keluarga yang tercantum
Retirement Health Benefit pada SK dan dikelola oleh YAKKAP I, berupa BPJS Kesehatan dan
pemberian tambahan biaya rawat inap per orang per tahun sesuai
dengan ketentuan perusahaan
Provided to the retired employees and their families as stated in

the Discharge Letter for the corresponding employee, managed by
YAKKAP I, given in the form of health social security and partial
inpatient reimbursement per person per year according to the terms
of the Company
Manfaat Jaminan Hari Tua Dikelola oleh PT BPJS Ketenagakerjaan, yang berupa Jaminan Hari
Old-Age Benefit Tua (JHT).
Managed by PT BPJS Ketenagakerjaan.

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PROFIL HUMAN CAPITAL PROFILE OF HUMAN CAPITAL
Bagi Perseroan, human capital merupakan aset The Company views Human Capital as a significant
penting dalam keberlanjutan bisnis dan peningkatan asset for business sustainability and business quality
kualitas bisnis. Perseroan senantiasa melakukan development. The Company at all times conduct
proses rekrutmen yang mengedepankan asas- recruitment process that promotes transparency,
asas keterbukaan, kewajaran, dan kesetaraan fairness, and equality in consideration of the
berdasarkan kompetensi kebutuhan dan kompetensi required competence and candidates’ competence
yang dimiliki oleh kandidat dengan memperhatikan by considering the availability of local/national
ketersediaan tenaga kerja lokal/nasional. Kandidat work force. The names of candidates meeting the
yang memenuhi standar administrasi dijaring administration requirements will be announced in
melalui situs Perseroan serta iklan. the Company website and advertisement.
Di tahun 2017, Perseroan jumlah Human Capital With as many as 3,025 personnels in 2016, the total
Perseroan adalah sebanyak 3.350 pegawai number of Company’s employees in 2017 increased
meningkat dibandingkan dengan tahun sebelumnya to 3,350 personnels.
yang tercatat sebanyak 3.025 pegawai.
Tabel Perbandingan Jumlah Pegawai Tahun 2016 dan 2017

Comparison Table of Total Number of Employees of 2016 and 2017
Tahun
Uraian Year
Description
2017 2016
Kantor Pusat
494 432
Head Office
Bandara I Gusti Ngurah Rai - Bali
607 561
I Gusti Ngurah Rai Airport - Bali
Bandara Juanda - Surabaya
394 354
Juanda Airport - Surabaya
Bandara Sultan Hasanuddin - Makassar
256 222
Sultan Hasanuddin Airport - Makassar
Bandara Sultan Aji Sulaiman Sepinggan - Balikpapan
283 254
Sultan Aji Sulaiman Sepinggan Airport - Balikpapan
Bandara Frans Kaisiepo - Biak
85 88
Frans Kaisiepo Airport - Biak
Bandara Sam Ratulangi - Manado
159 138
Sam Ratulangi Airport - Manado
Bandara Adisutjipto - Yogyakarta
174 163
Adisutjipto Airport - Yogyakarta
Bandara Adi Soemarmo - Solo
112 112
Adi Soemarmo Airport - Solo
Bandara Syamsudin Noor - Banjarmasin
150 128
Syamsudin Noor Airport - Banjarmasin
Bandara Ahmad Yani - Semarang
152 135
Achmad Yani Airport - Semarang
Bandara Lombok - Praya
185 176
Lombok Airport- Praya
Bandara Pattimura - Ambon
111 97
Pattimura Airport - Ambon
Bandara El Tari - Kupang
105 95
El Tari Airport - Kupang
SBU Komersial Bali
32 32
Commercial Strategic Business Unit of Bali

Tahun
Uraian Year
Description
2017 2016
Proyek Pengembangan Bandara Internasional Ahmad
Yani
19 14
Development Project of Ahmad Yani International
Airport
Proyek Pengembangan Bandara Internasional Adisutjipto
17 9
Development Project of Adisutjipto International Airport
Proyek Pengembangan Bandara Internasional
Syamsudin Noor
15 15
Development Project of Syamsudin Noor International
Airport
Bandara Syukuran Aminuddin Amir - Luwuk
0 0
Syukuran Aminuddin Amir Airport - Luwuk
Bandara Komodo Laboan Bajo

0 0
Komodo Airport of Laboan Bajo
Total 3,350 3,025
Sebagai bagian integral struktur organisasi, human As an integral part of organizational structure,
capital wajib memiliki komposisi yang proporsional Human Capital is required to have proportional
dan sejalan dengan kebutuhan bisnis Perseroan. composition and conform to the business needs
Pada tahun 2017, jumlah pegawai PT Angkasa Pura I of the Company. In 2017, the total number of PT
(Persero) mencapai 3.350 orang, meningkat sebesar Angkasa Pura I (Persero) employees stood at 3,350
1,65% atau sebanyak 325 orang dibandingkan personnels, increasing by 1.65% or equals to 325
dengan jumlah pegawai di 2016 yang mencapai persons if compared to the total number of employee
3.025 orang. in 2016 with as many as 3,025 persons.
Adapun informasi mengenai profil pegawai PT The details on employee profile of PT Angkasa
Angkasa Pura I (Persero) berdasarkan level jabatan, Pura I (Persero) based on position level, education
tingkat pendidikan, status kepegawaian dapat level, and employment status can be viewed in the
dilihat pada bagian profil perusahaan di Laporan company profile section within this Annual Report.
Tahunan ini.

2017 Annual Report
403
INTERNALISASI CORPORATE CULTURE

Corporate Culture Internalization
Human Capital Group selalu mendukung Human Capital Group always promotes the
terimplementasinya nilai-nilai budaya perusahaan comprehensive implementation of company culture
secara menyeluruh kepada pegawai Perseroan, values to the Company’s employees so that a proper
untuk terciptanya budaya kerja yang baik dan and competitive work culture may be actualized to
kompetitif guna mendukung tercapainya tujuan achieve the Company’s objectives.
Perseroan.
Budaya kerja PT Angkasa Pura I (Persero) adalah The work culture of PT Angkasa Pura I (Persero) is
SATU :
Sinergi SATU : Synergy
Adaptif Adaptive
Terpercaya Trustworthy
Unggul Unparalleled
Sinergi Synergy
Merupakan cara Perseroan menghargai keragaman This is an approach taken by the Company to
dan keunikan setiap elemen untuk memberi nilai appreciate diversity and distinctiveness of every
tambah bagi Perseroan, Pembangunan Ekonomi, element to give added value to the Company,
dan Lingkungan dimana pun berada, dengan Economic Development, and Environment anywhere,
perilaku: through the following behaviors:
a. Intensif dalam menjalin koordinasi antar a. Maintaining intensive coordination between
individu, unit kerja, dan pemangku kepentingan individuals, work unit, and other stakeholders
lainnya untuk menciptakan nilai tambah bagi to give added value to the Company and
Perseroan dan lingkungan; environment;
b. Saling menghargai dalam memberikan saran, b. Being appreciative to one another in giving
kritik, dan pendapat yang membangun; supportive input, criticism, and opinions;
c. Saling memberi semangat dengan antusias c. Enthusiastically encouraging each other to
untuk menghasilkan kinerja unggul. achieve an excellent performance.
Adaptif Adaptive
Merupakan nilai perusahan untuk menciptakan This is the company value in shaping employees
pegawai yang memiliki daya, semangat, dan hasrat to have proficiency, passion, persistence, proactive
yang pantang menyerah, proaktif merespon attitude in dealing with changes, and innovative,
perubahan, dan kaya akan inovatif, dengan perilaku: through the following behaviors:
a. Aktif meningkatkan kompetensi (ketrampilan a. Actively developing competency (skills and
dan pengetahuan) melalui pembelajaran dan knowledge) through collective and individual
berbagi pengetahuan baik secara kolektif learning and sharing;
maupun individual;
b. Proaktif dalam menghadapi perubahan internal b. Being proactive when challenged with internal
maupun eksternal; and external changes;
c. Pantang menyerah dengan mengembangkan c. Persistently striving to develop new innovative
cara-cara baru yang inovatif untuk penyelesaian ways to complete the job entirely.
tugas dengan sempurna.

Terpercaya Trustworthy
Menciptakan karakter pegawai yang senantiasa Building the employee characters of consistent,
selaras antara kata dengan perbuatan, jujur dalam honest, and reliable through the following behaviors:
menjalankan tugas dan kewajiban serta dapat
diandalkan, dengan perilaku:
a. Jujur dalam memegang nilai-nilai kebenaran a. Upholding the true value of honesty;
yang hakiki;
b. Selaras antara kata dan perbuatan; b. Consistent;
c. Disiplin dalam penyelesaian pekerjaan; c. Discipline at work;
d. Bertanggung jawab terhadap hasil yang dicapai d. Fully responsible at work to themselves and
tanpa menyalahkan pihak lain. others.
Unggul Unparalleled
Komitmen pegawai memberikan layanan prima Employees are committed to serve at their best in a
dengan profesional dan bertanggung jawab untuk professional and responsible manner to continuously
memuaskan pelanggan secara berkelanjutan, satisfy customers through the following behaviors:
dengan perilaku:
a. Bersikap dan bertindak yang terbaik untuk a. Giving the best service to serve internal and
melayani kebutuhan pelanggan internal dan external customers;
eksternal;
b. Cepat dan tepat dalam memberikan solusi b. Providing solution with agility and pertinence
terhadap kebutuhan pelanggan sesuai dengan for customers with regard to the standard of
standar layanan yang ditetapkan; service;
c. Ahli dan mampu dalam menyelesaikan tugas c. Proficient and capable in completing the job
serta memberikan solusi yang berkualitas well and providing ideal solutions that exceed
melebihi harapan pelanggan (baik pelanggan the expectation of both internal and external
internal maupun eksternal). customers.

2017 Annual Report
405

TEKNOLOGI
INFORMASI
Tata Kelola Teknologi Informasi

Perseroan terus ditingkatkan
4
sesuai dengan perkembangan
melalui review secara berkala.
Tata Kelola Teknologi Informasi
dijadikan sebagai pedoman
perencanaan, pengembangan, dan
operasional teknologi informasi
dengan mengadopsi peraturan
maupun regulasi yang berlaku,
namun tetap mempertimbangkan
karakter dan strategi bisnis
Perseroan. The Company’s Information Technology
Governance is continuously improved based
on the prevailing development by means of
periodical review. Information Technology
Governance is made into guideline for
planning, development, and operation of
information technology by adopting the
applicable regulations, while also taking
into account the Company’s character and
business strategy.

2017 Annual Report
407
TEROBOSAN DAN PENCAPAIAN

PENTING DI TAHUN 2017
Breakthroughs and Important Achievements In 2017
Terbentuknya struktur organisasi ICT Establishment of new ICT

yang baru pada tahun 2016, dengan organization structure in 2016,
menggabungkan fungsi IT dan by integrating IT and electronics
01
fungsi elektronika bandara sehingga functions at the airport, allowing
organisasi ICT dapat mengikuti it to dynamically keep up with the
secara dinamis perkembangan development of Company business
kebutuhan bisnis Perseroan. requirements.
Dilakukan pembenahan fondasi ICT Improvement of ICT foundation,

berupa pembenahan tata kelola particularly in its governance and
02
dan infrastruktur untuk menjamin infrastructure to ensure good quality
kualitas dan ketersediaan layanan and IT-based service availability for
berbasis teknologi informasi kepada Company stakeholders.
stakeholder Perseroan.
Tercapainya Peningkatan Tata Kelola Enhancement of Corporate Information

Teknologi Informasi Perusahaan Technology Governance using best
menggunakan framework best practice practice framework COBIT 4.1 and
COBIT 4.1 dan pemenuhan compliance compliance with the Regulation of the
03
atas peraturan Menteri BUMN PER- Minister of State-owned Enterprise PER-
02/MBU/2013 dengan capaian level 02/MBU/2013 with an achievement of
maturitas sebesar 3.25 di tahun maturity level of 3.25 in 2016, which
2016 melebihi syarat level maturitas exceeded the required minimum maturity
minimal 3.00 di tahun 2018. level 0f 3.00 in 2018.
Membangun budaya digital perusahaan Developing corporate digital culture by

dengan penerapan program SATU Aplikasi implementing the program called SATU Aplikasi
Untuk Prestasi dengan penerapan: Untuk Prestasi, which comprises of:
a. Layanan otomasi perkantoran Office a. Office automation service by means

Collaboration Platform (OCP) berbasis of digital-based Office Collaboration
digital untuk memudahkan komunikasi Platform (OCP) to facilitate
dan proses kerja. communication and work process.
b. Bekerja sama dengan Corporate Secretary b. Cooperation with Corporate Secretary
melaksanakan penerapan Tata Naskah to implement Electronic Service Script
04
Dokumen Elektronik (TNDE) untuk System (Tata Naskah Dinas Elektronik/
meningkatkan produktivitas proses bisnis, TNDE) to increase business process
mengurangi biaya dokumen/file serta productivity, reduce document/file
meningkatkan efisiensi tempat/ruang cost, and increase space/storage room
penyimpanan. efficiency.

Pada tahun 2017, ICT PT Angkasa Pura I In 2017, the ICT of PT Angkasa Pura
(Persero) meraih penghargaan sebagai I (Persero) achieved the following
berikut: awards:
05
1. The Best IT Implementor in Airport 1. Top IT Implementer on Airport
Sector 2016 yang diselenggarakan Sector in 2016 held by Itech
oleh majalah Itech; dan magazine; and
2. The Top 10 fastest Wi-Fi Airports in 2. Top 10 fastest Wi-Fi Airports in
Asia for 2016 (Juanda (6), Ngurah Asia in 2016 (Juanda (6), Ngurah
Rai DPS (10)) Rai DPS (10))
Tersedianya dashboard manajemen
06
Availability of management
yang berfungsi untuk menunjang
dashboard to support the more
pengambilan keputusan- keputusan
accurate making of strategic
strategis Perseroan dengan lebih
decisions by the Company.
akurat.
c. Cooperation with Training and

c. Bekerjasama dengan Training and
Development Group to implement PT
Development Group melaksanakan
Angkasa Pura I (Persero) e-Learning
penerapan PT Angkasa Pura I (Persero)
(APel) aimed at improving
e-Learning (APel) untuk peningkatan
competence, capability, and
kompetensi, kemampuan, dan
knowledge of all PT Angkasa Pura I
pengetahuan bagi seluruh personil PT
(Persero) personnels.

2017 Annual Report
409
MASTER PLAN TEKNOLOGI INFORMASI

Information Technology Masterplan
Service Excellence (2014-2016)

• Lingkup: Airport Service Community / Scope: Airport Service Community
• Obyektif / Objectives:
• Interkoneksi bisnis / Business Interconnection
• Interkoneksi proses / Process interconnection
• Pertukaran data / Data exchange
Untuk meningkatkan mutu pelayanan penerbangan dan Jasa kebandaraan secara
terpadu / To improve the quality of aviation and airport services holistically
2013 02 2015
- 2014 -
2015 - 2018
01 03
2016
Operational Excellence Business Excellence (2015-2018)

(2013-2015) • Lingkup: Airport centric Economy / Scope: Airport-
• Lingkup: PT Angkasa Pura I centric Economy
(Persero) • Obyektif / Objectives:
/ Scope: PT Angkasa Pura I • Aktualisasi potensi ekonomi wilayah setempat
(Persero) / Actualization of economic potentials in local
• Obyektif / Objective: regions
Integrasi proses, data, • Pertukaran informasi / Exchange of information
orang dan doganisasi • Interkoneksi bisnis / Business interconnection
di dalam AP 1 / Integration Untuk meningkatkan trafik penumpang, kargo dan fasilitas
of process, data, people and bandara, serta mengakselerasi pertumbuhan ekonomi
organization in PT Angkasa Pura daerah / To improve passenger traffic, cargo and airport
I (Persero) facilities and to accelerate regional economic growth
VISI VISION
Menjadi pengelola dan penyedia jasa teknologi To become provider and operator of international-
informasi dan komunikasi internal berstandar class information technology and internal
Internasional. communication services.
MISI MISSION
Menyediakan layanan teknologi informasi To provide excellent and precise information
dan komunikasi yang prima dan tepat kepada and communication technology services to the
stakeholder dengan tujuan: stakeholders aimed at:
1. Meningkatkan nilai dan daya saing perusahaan. 1. Improving the company’s value and
competitiveness.
2. Meningkatkan kinerja perusahaan. 2. Improving the company’s performance.
3. Meningkatkan kemampuan pelayanan perusahaan. 3. Improving the company’s service capability.
4. Menciptakan jasa nilai tambah. 4. Creating added-value service.

STRUKTUR PENGELOLA TEKNOLOGI INFORMASI

Structure Of Information Technology Operator
Struktur Organisasi ICT mengalami perubahan As of November 2016, structure of ICT organization
sejak bulan November 2016, perubahan dilakukan experienced a change, which is aimed at:
dengan tujuan sebagai berikut:
a. Membangun fondasi organisasi dan tata kelola a. Building foundations of international standard
ICT berstandar Internasional. ICT organization and governance.
b. Membentuk standar sistem, teknologi dan b. Developing standards of system, technology,
proses bisnis Teknologi Informasi di lingkungan and business process of Information Technology
PT Angkasa Pura I (Persero). in PT Angkasa Pura I (Persero) surroundings.
c. ICT Cabang fokus pada pelayanan dan menjaga c. Branch ICT focuses on providing service
kinerja layanan ICT, ICT Kantor Pusat fokus pada and maintaining ICT service performance.
merencanakan, membangun sistem informasi, Head Office ICT focuses on planning, building
dan infrastruktur ICT yang terintegrasi, information system and ICT infrastructures
aman, handal, dan mendukung implementasi that are integrated, secure, and reliable, also
multimedia (data, voice dan video). supporting multimedia implementation (data,
voice, and video).
Adapun struktur organisasi ICT adalah sebagai The structure of ICT organization is as follows:
berikut:
DIREKTUR KEUANGAN DAN IT /

FINANCE AND INFORMATION
TECHNOLOGY DIRECTOR
INFORMATION
AND COMMUNICATION
TECHNOLOGY GROUP
ICT PLANNING ENTERPRISE BUSINESS AIRPORT

AND APPLICATION APPLICATION TECHNOLOGY ICT SERVICE
GOVERNANCE DEPARTMENT DEPARTMENT AND NETWORK DEPARTMENT
DEPARTMENT DEPARTMENT
KANTOR PUSAT HEAD OFFICE
Information and Communication Information and Communication

Technology Group Head, yang Technology Group Head, which directs:
mengepalai:
1. ICT Planning and Governance 1. ICT Planning and Governance

Department Head; Department Head;
2. Business Application Department 2. Business Application Department
Head; Head;
3. Enterprise Application Department 3. Enterprise Application
Head; Department Head;
4. Airport Technology and Network 4. Airport Technology and Network
Department Head; Department Head;
5. ICT Services Department Head. 5. ICT Services Department Head.

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411
KANTOR CABANG KELAS A dan B

GRADE A and B BRANCH OFFICES
GENERAL MANAGER
INFORMATION AND
COMMUNICATION TECHNOLOGY
DEPARTMENT
APLICATION AIRPORT TECHNOLOGY

OPERATION AND AND NETWORK
SUPPORT SECTION SECTION
Information and Communication Technology Information and Communication Technology

Department Head, yang mengepalai: Department Head, which directs:
1. Application Operation and Support Section 1. Application Operation and Support Section
Head; Head;
2. Airport Technology and Network Operation 2. Airport Technology and Network Operation
Support Section Head. Support Section Head.
KANTOR CABANG KELAS C

GRADE C BRANCH OFFICE
GENERAL MANAGER
SALES AND SHARED SERVICES

DEPARTMENT
INFORMATION AND
COMMUNICATION TECHNOLOGY
SECTION
APLICATION AIRPORT TECHNOLOGY

OPERATION AND AND NETWORK
SUPPORT TEAM OPERATION SUPPORT
TEAM
Information and Communication Technology Information and Communication Technology

Section Head, yang mengepalai: Section Head, which directs:
1. Application Operation and Support Team; 1. Application Operation and Support Team;
2. Airport Technology and Network Operation 2. Airport Technology and Network Operation
Support Team. Support Team.

PERKEMBANGAN STRUKTUR DAN DEVELOPMENT OF STRUCTURE

SUMBER DAYA MANUSIA DIVISI AND HUMAN RESOURCES OF
TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY
DIVISION
Dalam rangka mendukung kebutuhan bisnis, In order to support business necessities, to improve
meningkatkan tata kelola Teknologi Informasi information technology governance that is good
(TI) yang baik, responsif terhadap setiap masalah and responsive to every operational problem, and
operasional dan selalu berperan aktif dalam to actively play a role in providing information
menghasilkan layanan Teknologi Informasi, dengan technology service, addition of employee number
melakukan penambahan pegawai yang sesuai based on information technology competence is
dengan kompetensi Teknologi Informasi. Jumlah crucial. The current number of employees in IT
Pegawai Divisi TI saat ini adalah sejumlah 162 Division is 162, with the following compositions.
pegawai dengan komposisi sebagai berikut.
Lokasi Group Head Department Head Section Head Staff

No.
Location Group Head Department Head Section Head Staff
1 Kantor Pusat 1 4 - 25
2 Solo - - 1 5
3 Yogyakarta - 1 2 7
4 Semarang - - 2 6
5 Kupang - - 1 4
6 Biak - - - 3
7 Denpasar - 1 2 19
8 Lombok Praya - 1 2 6
9 Surabaya - 1 2 11
10 Ambon - - 1 10
11 Menado - 1 2 7
12 Balikpapan - 1 2 10
13 Ujung Pandang - 1 2 10
14 Banjarmasin - 1 2 6
Commercial
15
SBU DPS - - - 3
TOTAL 1 12 21 128

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413
MANAJEMEN TEKNOLOGI INFORMASI

Information Technology Management
STRATEGI MANAJEMEN INFORMATION TECHNOLOGY

TEKNOLOGI INFORMASI MANAGEMENT STRATEGY
Strategi pelaksanaan dan pengembangan teknologi The strategy to implement and develop information
informasi yang dijalankan oleh Perseroan mengacu technology performed by the Company refers to
pada Master Plan Teknologi Informasi Perseroan. its Master Plan of Information Technology. Several
Beberapa sasaran strategis serta program strategis strategic targets and programs performed by
yang telah dijalankan oleh divisi Teknologi Informasi Information Technology division throughout 2017
sepanjang tahun 2017 adalah sebagai berikut. are as follows.
Sasaran Strategis Program Strategis

No
Strategic Goals Strategic Programs
1. Pemanfaatan Teknologi Informasi dan 1. Peningkatan koordinasi operasional

Komunikasi untuk Mendukung Berjalannya antar stakeholder di Bandara dengan
Proses Bisnis Perusahaan yang Handal mengimplementasikan Airport Operation
(Operational Excellence) Control Center (AOCC) di seluruh Bandara
2. Penggunaan e-Learning platform untuk
Utilization of Information and Communication peningkatan kompetensi, kemampuan,
Technology to Support the Company’s Reliable dan pengetahuan bagi seluruh personil PT
Business Process Angkasa Pura I (Persero).
(Operational Excellence) 3. Penerapan Tata Naskah Dinas Elektronik
(TNDE) untuk:
a. Meningkatkan produktivitas proses
bisnis;
b. Mengurangi biaya dokumen/file serta
meningkatkan efisiensi tempat ruang
penyimpanan;
c. Mengurangi risiko kehilangan ataupun
kerusakan dokumen.
4. Penerapan layanan otomasi perkantoran
Office Collaboration Platform (OCP) berbasis
digital untuk memudahkan komunikasi dan
proses kerja
5. Penerapan peningkatan pengamanan
surveillance di Bandara dengan
menambahkan jumlah CCTV di titik yang
strategis dengan fitur Face Detection.
1. Improvement of operational coordination

among stakeholders at the airport by
implementing Airport Operation Control
Center (AOCC) in all airports.
2. Utilization of e-Learning platform to
improve competence, capability, and
knowledge of all PT Angkasa Pura I (Persero)
personnels.
3. Implementation of Electronic Service Script
System (TNDE) for:
a. Enhancing business process productivity;
b. Reducing document/file cost as well as
increasing space/storage room efficiency;
c. Reducing the risk of document loss or
damage.
4. Implementation of office automation
service by means of digital-based Office
Collaboration Platform (OCP) to facilitate
communication and work process
5. Improvement of surveillance security at the
airport by adding CCTV at strategic points
with Face Detection feature.


No
2. Pemanfaatan Teknologi Informasi dan Pengintegrasian sistem-sistem revenue generator

Komunikasi untuk mendukung revenue perusahaan dengan Enterprise System:
safeguarding a. Passenger Service Charge on Ticktes (POTS)
b. Point of Sales System (POSS)
Utilization of Information and Communication c. Sistem Informasi Operasi dan Komersial
Technology to support revenue safeguarding (SIOPSKOM)
d. Parking System (bekerja sama dengan APS
untuk manage service)
Integration of the company’s revenue generator

systems with Enterprise System:
a. Passenger Service Charge on Tickets (POTS)
b. Point of Sales System (POSS)
c. Operation and Commercial Information
System (Sistem Informasi Operasi dan
Komersial/SIOPSKOM)
d. Parking System (cooperation with APS for
service management)
3. Penguatan fondasi ERP 1. Pengintegrasian sistem keuangan antara
Anak Perusahaan dengan Induk sehingga
Reinforcement of ERP foundation menghasilkan Laporan Konsolidasi
yang Akurat dan Tepat Waktu dengan
mengimplementasikan BPC Consolidation.
2. Penerapan efisiensi penagihan kepada Mitra
menggunakan virtual account melalui media
SMS, surat elektronik, dan aplikasi/web app
yang terintegrasi dengan sistem ERP SAP.
3. Penerapan efisiensi proses bisnis dalam
penyusunan dan penyajian Kontrak
Komersial menggunakan Generate Legal
Contract (GLC) SAP-REM
1. Financial system integration between the

Subsidiary and Parent Company to generate
Accurate and Timely Consolidation Report
by implementing BPC Consolidation.
2. Implementation of invoicing efficiency to
the Partners using virtual account by means
of SMS, e-mail, and application/website that
are integrated with ERP SAP system.
3. Implementation of business process
efficiency in composing and presenting
Commercial Contract using Generate Legal
Contract (GLC) SAP-REM
4. Penguatan fondasi ICT 1. Pemenuhan standardisasi Infrastruktur
Jaringan Komunikasi Data berupa
Reinforcement of ICT foundation pengimplementasian:
a. LAN;
b. WAN 2MB;
c. Communication;
d. Free Wi-Fi up to 100MB; dan
e. Server.
2. Penyelesaian blueprint Infrastruktur Jaringan
Komunikasi Data sehingga menjadi standar
yang dapat digunakan di PT Angkasa Pura I
(Persero).
3. Peningkatan Tata Kelola Teknologi Informasi
Perusahaan menggunakan framework
best practice COBIT 4.1 dan pemenuhan
compliance atas peraturan Menteri BUMN
PER-02/MBU/2013 dengan capaian level
maturitas sebesar 3.25 di tahun 2016
melebihi syarat level maturitas minimal 3.00
di tahun 2018.
4. Penerapan peningkatan utilitas helpdesk ICT
yang dapat men-support seluruh pengguna
layanan ICT.
5. Penerapan Disaster Recovery Planning (DRP)
untuk pengelolaan kontinuitas layanan ICT.

2017 Annual Report
415

No
1. Fulfillment of standardization of Data

Communication Network Infrastructure by
providing:
a. LAN;
b. 2MB WAN;
c. Communication;
d. free Wi-Fi up to 100MB; and
e. Server.
2. Completion of Data Communication Network
Infrastructure blueprint, thus it becomes the
standard to be applied in PT Angkasa Pura I
(Persero). 3. Enhancement of Corporate
Information Technology Governance using
best practice framework COBIT 4.1 and
compliance with the Regulation of the
Minister of State-owned Enterprise PER-02/
MBU/2013 with an achievement of maturity
level of 3.25 in 2016, which exceeded the
required minimum maturity level 0f 3.00 in
2018.
4. Improvement of ICT help desk utility that
can support all ICT service users.
5. Implementation of Disaster Recovery
Planning (DRP) to manage the continuity of
ICT service.
5. Office Automation Membangun budaya digital perusahaan dengan
penerapan program SATU Aplikasi Untuk
Office Automation Prestasi dengan penerapan:
a. Layanan otomasi perkantoran Office
Collaboration Platform (OCP) berbasis digital
untuk memudahkan komunikasi dan proses
kerja.
b. Instalasi jenis/tipe Operating System,
Antivirus dan ERP License sesuai dengan
yang disyaratkan oleh prinsipal.
Developing corporate digital culture by

implementing the program called SATU Aplikasi
Untuk Prestasi, which comprises of:
a. Office automation service by means of
digital-based Office Collaboration Platform
(OCP) to facilitate communication and work
process.
b. Installation types of Operating System,
Antivirus, and ERP License according to the
principal’s requirements.
KEBIJAKAN DAN IT GOVERNANCE IT GOVERNANCE AND POLICY
Tata Kelola Teknologi Informasi Perseroan terus The Company’s Information Technology Governance
ditingkatkan sesuai dengan perkembangan melalui is continuously improved based on the prevailing
review secara berkala. Tata Kelola Teknologi development by means of periodical review.
Informasi dijadikan sebagai pedoman perencanaan, Information Technology Governance is made into
pengembangan, dan operasional teknologi informasi guideline for planning, development, and operation
dengan mengadopsi peraturan maupun regulasi of information technology by adopting the applicable
yang berlaku, namun tetap mempertimbangkan regulations, while also taking into account the
karakter dan strategi bisnis Perseroan. Company’s character and business strategy.
Perseroan telah memiliki Prosedur Tata Kelola The Company already has in place Procedure of
Teknologi Informasi yang disahkan pada 31 Information Technology Governance validated
Agustus 2012 berdasarkan Keputusan Direksi on 31 August 2012 pursuant to the Decision
dengan Nomor: KEP.112/TI.02/2012. Adapun of Directors Number: KEP.112/TI.02/2012. The

prosedur tata kelola tersebut memuat hal-hal procedure comprises of the following matters: 1)
seperti: 1) Ketentuan Umum; 2) Pengorganisasian General Provisions; 2) Organization of Governance,
Struktur Tata Kelola, Sumber Daya dan Layanan Resources, and IT Services Structure; 3) Management
TI; 3) Manajemen Perencanaan dan Belanja/ of IT Planning and Expenditure/Investment; 4)
Investasi TI; 4) Manajemen Pengembangan Akuisisi Management of Acquisition Development and IT
dan Implementasi TI; 5) Manajemen Operasi dan Implementation; 5) Management of IT Operation
Dukungan TI; 6) Monitoring dan Evaluasi TI; dan 7) and Support; 6) IT Monitoring and Evaluation; and 7)
Implementasi Kebijakan TI. Implementation of IT Policy.
Pada tahun 2017, Perseroan juga telah melakukan In 2017, the Company has also developed
penyusunan kebijakan teknologi informasi dengan information technology policy with the following
rincian sebagai berikut: details:
1. Akses Jaringan Teknologi Informasi No. 1. Access to Information Technology Network,
Dokumen: IT Policy-0001; Document No.: IT Policy-0001;
2. Akun Pengguna dan Kode Sandi (Password) No. 2. User Account and Password, Document No.: IT
Dokumen: IT Policy-0002 ; Policy-0002 ;
3. Keamanan Fisik Perangkat Teknologi Informasi di 3. Physical Security of Information Technology
Lokasi Khusus (Ruang Data Center, Ruang Server, Devices at Specific Locations (Data Center
Rack Switch) No. Dokumen: IT Policy-0003; Room, Server Room, Rack Switch), Document
No.: IT Policy-0003;
4. Penggunaan Komputer Portabel No. Dokumen: 4. Use of Portable Computer, Document No.: IT
IT Policy-0004; Policy-0004;
5. Penggunaan Server Perusahaan No. Dokumen: 5. Use of Company Server, Document No.: IT
IT Policy-0005; Policy-0005;
6. Perlindungan Virus, Malware and Intrusion No. 6. Protection from Virus, Malware, and Intrusion,
7. Backup dan Pemeliharaan Data No. Dokumen: IT 7. Data Backup and Maintenance, Document No.: IT
Policy-0007; Policy-0007;
8. Penggunaan Surat Elektronik (E-Mail) 8. Use of Corporate E-mail, Document No.: IT
Perusahaan No. Dokumen: IT Policy-0008; Policy-0008;
9. Akses Internet No. Dokumen: IT Policy-0009; 9. Internet Access, Document No.: IT Policy-0009;
10. Remote Access (Termasuk Removable Media) No. 10. Remote Access (including Removable Media),
11. Akses Sistem Informasi No. Dokumen: IT 11. Access to Information System, Document No.: IT
Policy-0011; Policy-0011;
12. Kerangka Kerja Pelaksanaan Program Kerja No. 12. Framework of Work Program Implementation,
13. Manual Pengguna (Technical Guidance) Asset ICT 13. User Technical Guidance of ICT Asset, Document
No. Dokumen: IT Policy-0013; No.: IT Policy-0013;
14. Manajemen Tingkat Layanan (Service Level 14. Service Level Management, Document No.: IT
Management) No. Dokumen: IT Policy-0014; Policy-0014;
15. Manajemen Kapasitas Layanan (Capacity 15. ICT Capacity Management, Document No.: IT
Management) ICT No. Dokumen: IT Policy-0015; Policy-0015;
16. Post Implementation Review (PIR) No. Dokumen: 16. Post Implementation Review, Document No.: IT
IT Policy -0016; Policy -0016;
17. Pengelolaan dan Konfigurasi Asset No. Dokumen: 17. Asset Management and Configuration, Document
IT Policy -0017; No.: IT Policy -0017;
18. Pengelolaan Masalah (Problem Management) 18. Problem Management, Document No.: IT Policy
No. Dokumen: IT Policy -0018; -0018;
19. Pengelolaan Data (Backup, Restore, Retensi and 19. Data Backup, Restore, Retention, and Disposal,
Disposal) No. Dokumen: IT Policy -0019; Document No.: IT Policy -0019;
20. Standarisasi Pengelolaan Wi-Fi di Lingkungan 20. Standardization of Wi-Fi Management in Airport
Bandara No. Dokumen: IT Policy -0020; Surrounding, Document No.: IT Policy -0020;

2017 Annual Report
417
Adapun terkait dengan pengendalian risiko Concerning the control of operational risk,
operasional, divisi teknologi informasi telah information technology division has performed
melaksanakan beberapa tindakan antara lain several actions as follows:
sebagai berikut:
1. Tata Kelola 1. Governance
• Telah disusunnya prosedur mutu (SOP) dan • New standard operating procedure (SOP) and
kebijakan ICT yang baru menyesuaikan ICT policy have been formulated which are
dengan metodologi COBIT dan ITIL. adjusted to COBIT and ITIL methodologies.
• Pemisahan fungsi pengembangan dan fungsi • Separation of ICT development function and
operasi ICT. ICT operation function.
• Dengan adanya Peraturan Menteri Badan • With the presence of Regulation of the
Usaha Milik Negara Nomor: PER-02/ Minister of State-owned Enterprise No.: PER-
MBU/2013 perihal Panduan Penyusunan 02/MBU/2013 on the Guideline to Formulate
Pengelolaan Teknologi Informasi Badan Information Technology Management in
Usaha Milik Negara, PT Angkasa Pura State-owned Enterprise, PT Angkasa Pura
I (Persero) sebagai Badan Usaha Milik I (Persero) as a State-owned Enterprise is
Negara wajib mengikuti panduan yang telah obliged to follow the guideline formulated
disusun dalam dokumen tersebut dengan in the document by referring to one of the
mengacu pada salah satu framework yaitu frameworks, which is COBIT 4.1. In the end
COBIT 4.1. Pada akhir tahun 2016 telah of 2016, Audit of Information Technology
dilaksanakan Audit Tata Kelola Teknologi Governance was performed for the year
Informasi untuk tahun 2016 dengan nilai 2016 with a maturity level of 3.25, above
kematangan (maturity level) yang didapat the required minimum maturity level of 3.00
sebesar 3.25 melebihi syarat level maturitas in 2018. Maturity level rate of PT Angkasa
minimal 3.00 di tahun 2018. Nilai maturity Pura I (Persero) ICT Governance in was 3.25
level Tata Kelola ICT PT Angkasa Pura I (within ‘defined’ category), meaning that
(Persero) sebesar 3.25 (kategori defined) the Company already has written formal
artinya Perseroan telah memiliki kebijakan, policy, procedure, and work instruction
prosedur, dan instruksi kerja formal tertulis which have been disseminated to its entire
yang telah disosialisasikan ke segenap ICT management to be materialized in daily
jajaran manajemen ICT untuk dikerjakan activities.
dalam aktivitas sehari-hari.
• Dengan dibentuknya Internal Auditor bidang • With the appointment of Internal Auditor in
Teknologi Informasi di akhir 2016, maka Information Technology division in the end
mulai tahun 2017 pelaksanaan Audit Tata of 2016, Audit of Information Technology
Kelola Teknologi Informasi yang mengacu Governance in 2017 which refers to the
terhadap Peraturan Menteri Badan Usaha Regulation of the Minister of State-owned
Milik Negara Nomor: PER-02/MBU/2013 Enterprise No.: PER-02/MBU/2013 becomes
merupakan kewenangan dari Internal the authority of Internal Auditor.
Auditor.

2. Backup dan Recovery System 2. Backup dan Recovery System

Dalam rangka pengamanan sistem dan In securing system and information that are
informasi yang bersifat enterprise telah enterprise in nature, operational risk control has
dilakukan pengendalian risiko operasional been performed by implementing hot backup
dengan cara mengimplementasikan hot backup to enterprise system , by placing identical
terhadap sistem enterprise, dengan metode enterprise system at two places.
yang digunakan adalah menempatkan sistem
enterprise yang identik di dua tempat yang ‘
berbeda.
3. Cyber Security 3. Cyber Security

Melaksanakan proteksi dasar dengan Performing basic protection by utilizing
memanfaatkan teknologi yang tersedia dipasar technology available at the market, which is
berupa proteksi firewall untuk pencegahan firewall protection to prevent outside threat
ancaman dari luar dan proteksi menggunakan and antivirus protection to minimize the spread
antivirus untuk meminimalkan penyebaran of virus caused by user’s behavior.
virus yang disebabkan perilaku pengguna.
INFRASTRUKTUR TEKNOLOGI INFORMATION TECHNOLOGY

INFORMASI INFRASTRUCTURE
Dalam rangka meningkatkan mutu kualitas dan In order to improve the quality of network service
layanan jaringan di lingkungan Perseroan, telah in the Company surroundings, a blueprint of
disusun blueprint Infrastruktur PT Angkasa Pura I PT Angkasa Pura I (Persero) infrastructures has
(Persero) dengan dilakukan evaluasi dan optimasi been developed by evaluating and optimizing the
jaringan secara menyeluruh. Pengumpulan data network as a whole. Data collection was performed
dilakukan berdasarkan: according to:
a. Topologi Jaringan; a. Network topology;
b. Data daftar Network Equipment (NE); b. Data of Network Equipment list;
c. Remote access ke NE oleh PT Angkasa Pura I c. Remote access to NE by PT Angkasa Pura I
(Persero). (Persero).
Berikut layanan yang berjalan di atas jaringan PT The following services run on PT Angkasa Pura I
Angkasa Pura I (Persero): (Persero) network:
a. Internet; a. Internet;
b. Mail system; b. Mail system;
c. Internal Application (SAP, POTS, POSS, FIDS, dan c. Internal Application (SAP, POTS, POSS, FIDS, and
aplikasi lainnya); other applications);
d. VoIP (future); d. VoIP (future)
e. Video Conference. e. Video Conference.

2017 Annual Report
419
Blueprint infrastruktur jaringan ini ditujukan untuk This blueprint of network infrastructure aimed
memberikan referensi arsitektur jaringan dan Quick at providing a reference of network architecture
Win recommendations sehingga mampu memberikan and quick win recommendations, so as to provide
arahan terhadap peningkatan kualitas jaringan direction on network quality improvement that
yang mudah dan bisa segera diterapkan. Tipikal is easy and can be applied immediately. Typical
arsitektur jaringan tersebut meliputi interkoneksi network architecture includes interconnection
antara kantor pusat dan cabang/bandara yang between head office and branch offices/airports
mendukung layanan triple play (data, voice, video) which support triple play service (data, voice, video)
seperti tampak dalam gambar di bawah. as seen in the image below.
C
Tier-3 Access Tier-2
CCTV
Distribution
USER
EDGE Edge Inet1

IP Phone VICON MMR FIREWALL
Access
Dist WAN WAN 1
Switch
Switch
WIFI
C Tier-3 Access Tier-2 Tier-1

Distribution Core
CCTV
Distribution WAN 2
USER
Access
Dist
VICON Switch Core
IP Phone Access Switch FIREWALL
Dist Switch
Switch
Switch
WIFI
C INTERNET 1
CCTV
Distribution
Server Farm
USER
Aplikasi Internal
Radius/TACACS
DNS LOAD BALANCER Dist
VICON NMS FIREWALL
IP Phone Access Switch
Dist dll
Switch
Switch
WIFI
INTERNET 2
Server Farm
SAP
e-Procurement
Email
dll
LOAD BALANCER Dist
Switch FIREWALL

C
Tier-1 Tier-2 Tier-3 Access
Core Distribution CCTV Core Switch
Edge Inet1
EDGE FIREWALL Dist
Access VICON
USER
Firewall
MMR FIREWALL Core Sw itch
WAN/ Switch
Switch
Access Switch
MMR
IP Phone
W IFI
Dist. Switch
Local Server
Server Farm
Aplikasi Internal
Radius/TACACS
Router with Firewall
DNS Dist Tenant
Dist NMS Switch Router
FIREWALL Switch dll Hostpot
C
CCTV
IP Phone
Tier-2 Tier-3 Access

C
HDTV FIDS
CCTV
Distribution
USER
VICON IP Phone
Access
Dist
Switch
Switch
WIFI

2017 Annual Report
421
PENERAPAN KEBIJAKAN IMPLEMENTATION OF

TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY
POLICY
Program kerja IT Group tahun 2017 yang sesuai Work programs of IT Group in 2017 which correspond
dengan penerapan kebijakan TI adalah sebagai berikut. to the implementation of IT policy are as follows.
Kebijakan Implementasi
No.
Policy Implementation
I. Kebijakan terkait IT Security • Pengadaan dan Pemasangan Perangkat
1. Akses Jaringan Teknologi Informasi; Unified Threat Management (UTM) di
2. Perlindungan Virus, Malware, dan Intrusion; Kantor Pusat untuk kebijakan no. 1 – 5.
3. Akses Internet; • Implementasi Network Management
4. Akses Sistem Informasi; System untuk kebijakan no. 1 – 4, dan 6.
5. Remote Access (termasuk Removable Media);
6. Manajemen Kapasitas Layanan (Capacity • Procurement and Installation of Unified
Management) ICT. Threat Management Devices at the Head
Office for policy no. 1 – 5.
IT Security Policy • Implementation of Network Management
1. Access to Information Technology Network; System for policy no. 1 – 4, and 6.
2. Protection from Virus, Malware, and Intrusion;
3. Internet Access;
4. Access to Information System;
5. Remote Access (including Removable Media);
6. ICT Capacity Management.
II. Kebijakan terkait Data Management • Implementasi Backup and Recovery System
1. Pengelolaan Data (Backup, Restore, Retensi
Tahap I dan Tahap II untuk kebijakan no. 1
dan Disposal);
2. Keamanan Fisik Perangkat Teknologi dan 4.
Informasi di Lokasi Khusus (Ruang Data • Sewa Co-location Data Center untuk
Center, Ruang Server, dan Rack Switch);
3. Penggunaan Server Perusahaan; kebijakan no. 1 – 4.
4. Backup dan Pemeliharaan Data.
• Implementation of Phase I and II Backup
Policy on Data Management and Recovery Systemfor policy no. 1 and
1. Data Backup, Restore, Retention, and Disposal; 4.
2. Physical Security of Information Technology • Rent of Co-location Data Center for policy
Devices at Specific Locations (Data Center no. 1 – 4.
Room, Server Room, Rack Switch);
3. Use of Company Server;
4. Data Backup and Maintenance.
III. Kebijakan terkait Bandwidth Management Pengelolaan Wi-Fi di 13 (tiga belas) Bandara
1. Akses Internet; yang dikelola PT Angkasa Pura I (Persero).
2. Standarisasi Pengelolaan Wi-Fi di
Lingkungan Bandara. Wi-Fi Management in 13 (thirteen) Airport
operated by PT Angkasa Pura I (Persero).
Policy on Bandwidth Management
1. Internet Access;
2. Standardization of Wi-Fi Management in
Airport Surroundings.
IV. Kebijakan terkait Help Desk Annual Technical Support Service Desk Plus.
1. Manajemen Tingkat Layanan (Service Level
Management); Annual Technical Support Service Desk Plus.
2. Pengelolaan dan Konfigurasi Aset;
3. Pengelolaan Masalah (Problem Management).
Policy on Help Desk

1. Service Level Management;
2. Asset Management and Configuration;
3. Problem Management.

Kebijakan Implementasi
No.
Policy Implementation
V. Kebijakan terkait Office Automation • Office Collaboration Platform (OCP) untuk
1. Pengguna Surat Elektronik (email) perusahaan; kebijakan no. 1 dan 2.
2. Akun Pengguna dan Kode Sandi (Password); • Pengelolaan Seat Management Peralatan TI
3. Penggunaan Komputer Portabel; untuk kebijakan no. 2 dan 3.
4. Backup, Restore, Retensi, dan Disposal. • Tata Naskah Dinas Elektronik (TNDE) untuk
kebijakan no. 4.
Policy on Office Automation
1. User of Corporate E-mail; • OCP for policy no. 1 and 2.
2. User Account and Password; • Seat Management of TI Equipments for
3. Use of Portable Computer; Policy no. 2 and 3.
4. Backup, Restore, Retention, and Disposal. • TNDE for: 4.
PENGEMBANGAN TEKNOLOGI INFORMATION TECHNOLOGY

INFORMASI TAHUN 2017 DEVELOPMENT IN 2017
Pengembangan Teknologi Informasi yang dilaksanakan Information Technology Development in 2017 aimed
pada tahun 2017 dalam rangka peningkatan kualitas at improving service quality for all stakeholders,
pelayanan kepada seluruh stakeholder, antara lain: comprises of:
• Aspek Tata Kelola • Aspect of Governance
a. Penyesuaian IT Master Plan Tahun 2014- a. Modifying IT Master Plan of 2014-2018 into
2018 menjadi IT Master Plan 2017-2021. IT Master Plan of 2017-2021.
b. Penyusunan Disaster Recovery Planning. b. Development of Disaster Recovery Planning.
• Aspek Airport Technology • Aspect of Airport Technology
a. Peningkatan keamanan pada operasional a. Improvement of airport operational security
Bandara melalui Pengadaan Explosive Trace by means of procuring Explosive Trace
Detector di 6 (enam) Bandara dan Pengadaan Detector in 6 (six) airports and CCTV at
CCTV di Area Perimeter dan Pergerakan perimeter areas, as well as airside movement
Airside Bandara I Gusti Ngurah Rai - Denpasar. in I Gusti Ngurah Rai Airport - Denpasar.
b. Penerapan peningkatan pengamanan b. Improvement of surveillance security at the
surveillance di bandara dengan airport by adding CCTV at strategic points
menambahkan jumlah CCTV di titik yang with Face Detection feature in I Gusti Ngurah
strategis dengan fitur Face Detection di Rai Airport - Denpasar.
Bandara I Gusti Ngurah Rai - Denpasar.
c. Penyusunan Design and Build Implementasi c. Formulation of Implementation Design and
Airport Operation Control Center (AOCC) di Build of Airport Operation Control Center
13 (tiga belas) Bandara. (AOCC) in 13 (thirteen) airports.
• Aspek ICT Infrastruktur • Aspect of ICT Infrastructures
a. Peningkatan layanan kepada pengguna jasa a. Improving service to airport service users
bandara dengan menambahkan fasilitas by adding free Wi-Fi service of up to 100
layanan Free Wi-Fi up to 100 MB di 13 (tiga MB in 13 (thirteen) airports managed by PT
belas) Bandara PT Angkasa Pura I (Persero). Angkasa Pura I (Persero).
b. Implementasi Giant Wall Video System di b. Implementation of Giant Wall Video
13 (tiga belas) Bandara sebagai media System in 13 (thirteen) airports as visual
komunikasi visual antara pengelola bandara communication media between airport
dengan pengguna jasa bandara. operator and airport service users.
c. Implementasi Pembenahan LAN, Wi-Fi dan c. Enhancement of LAN, Wi-Fi, and Hotspot
Hotspot di 13 (tiga belas) Bandara untuk in 13 (thirteen) airports to improve the
meningkatkan kehandalan infrastruktur reliability of data communication network
jaringan komunikasi data. infrastructure.
d. Implementasi Network Management System d. Implementation of Network Management
guna memudahkan dalam monitoring network System to facilitate network and server
dan server di PT Angkasa Pura I (Persero). monitoring in PT Angkasa Pura I (Persero).
• Aspek Sistem Informasi • Aspect of information systems;
a. Pengembangan Mobile Apps PT Angkasa a. Development of PT Angkasa Pura I (Persero)
Pura I (Persero) yang berbasiskan Customer Customer-oriented Mobile Apps to provide
2017 Annual Report
423
Oriented guna memberikan layanan dan value-added service for PT Angkasa Pura I
value added service bagi customer PT (Persero) customers.
b. Pengembangan Online Reporting System b. Development of Online Reporting System
sebagai portal manajemen data dan laporan as a portal for data and report management
dari unit di PT Angkasa Pura I (Persero). from units in PT Angkasa Pura I (Persero).
c. Penerapan Tata Naskah Dokumen Elektronik c. Implementation of TNDE to increase business
(TNDE) untuk meningkatkan produktivitas process productivity, reduce document/
proses bisnis, mengurangi biaya dokumen/ file cost, and increase space/storage room
file serta meningkatkan efisiensi tempat/ efficiency.
ruang penyimpanan.
d. Implementasi Human Capital Information d. Implementation of new Human Capital
System (HCIS) baru. Information System (HCIS).
e. Penggunaan PT Angkasa Pura I (Persero) e. Implementation of PT Angkasa Pura I
e-Learning (APel) untuk peningkatan (Persero) e-Learning to improve competence,
kompetensi, kemampuan, dan pengetahuan capability, and knowledge of all PT Angkasa
bagi seluruh personil PT Angkasa Pura I Pura I (Persero) personnels.
(Persero).
f. Pengembangan website corporate dan website f. Development of customer-centric corporate
bandara yang bersifat customer centric. and airport websites.
g. Penerapan layanan otomasi perkantoran g. Implementation of office automation
Office Collaboration Platform (OCP) berbasis service by means of digital-based Office
digital untuk memudahkan komunikasi dan Collaboration Platform (OCP) to facilitate
proses kerja. communication and work process.
h. Implementasi Modul SAP BPC – Consolidation. h. Implementation of SAP BPC – Consolidation
Module.
i. Implementasi Enterprise Service Bus (ESB), i. Implementation of Enterprise Service
Standarisasi Teknologi untuk Integrasi Bus (ESB), Technology Standardization to
sistem-sistem Revenue Generator. integrate Revenue Generator Systems.
BIAYA PENGEMBANGAN COST OF INFORMATION TECHNOLOGY

INFRASTRUKTUR TEKNOLOGI INFORMASI INFRASTRUCTURE DEVELOPMENT
Program Kerja ICT Group Tahun 2017 sebanyak Work Program of ICT Group in 2017 comprises of
50 (lima Puluh) program kerja dimana 41 (empat 50 (fifty) work programs, where 41 (fourty one) of
puluh satu) program kerja dapat terlaksana dan 9 them were completed and the remaining 9 (nine)
(sembilan) program kerja di Carry Over/Multi Years were carried over to 2018 (were turned into multi-
ke Tahun 2018. Anggaran dan biaya investasi year program). Budget and Investment Cost spent
yang digunakan untuk Pengembangan Teknologi for Information Technology Development in 2017
Informasi Tahun 2017 sebesar Rp236.967.180.922. was Rp236,967,180,922.00.
Pelaksanaan Program Kerja

Implementation of Work Programs
18% (9 Program Kerja)
Terlaksana
Carry Over / Multi Years
41 Program Kerja
INOVASI DI BIDANG TEKNOLOGI INNOVATIONS IN THE FIELD OF

INFORMASI SELAMA TAHUN 2017 INFORMATION TECHNOLOGY IN
2017
Inovasi di bidang teknologi informasi digunakan Innovations in the field of information technology
untuk mendukung program perubahan budaya are implemented to support culture shift program,
(culture shift) sehingga seluruh insan PT Angkasa in order that all personnels of PT Angkasa Pura I
Pura I (Persero) menggunakan teknologi dalam (Persero) use technology in their daily performance
keseharian/pelaksanaan kerja. Adapun inovasi work. The innovations are as follows:
yang dimaksud adalah sebagai berikut:
1. Office Collaboration Platform (OCP) 1. Office Collaboration Platform (OCP)

Merupakan layanan perkantoran berbasis digital It is a digital-based office affairs service using
yang menggunakan fasilitas dari Google Suite. facility from Google Suite. The features of Office
Fitur Office Collaboration Platform (OCP) yaitu: Collaboration Platform include: E-mail, Mailing
E-mail, Milis Group, Pembuatan Jadwal Meeting, List Group, Composition of Meeting Schedule,
Kalender Event, File storage and sharing. OCP juga Event Calendar, File Storage and Sharing. OCP
dimanfaatkan untuk beberapa kegiatan lainnya is also utilized for other activities, such as
seperti kolaborasi dokumen dengan rekan kerja document collaboration with work partners and
dan unit, survei pegawai, Chatting and Group units, employee survey, Chatting and Group Chat,
Chat serta Video Conference. Dengan berbagai and Video Conference. With such features, it is
fitur yang ada, diharapkan penerapan layanan expected that OCP implementation can facilitate
OCP dapat memudahkan komunikasi dan proses the communication and working processes of PT
kerja pegawai PT Angkasa Pura I (Persero). Angkasa Pura I (Persero) employees.
2. Tata Naskah Dinas Elektronik (TNDE) 2. Electronic Document Script System (TNDE)
Bekerja sama dengan Corporate Secretary Cooperating with Corporate Secretary to
melaksanakan penerapan Tata Naskah Dinas implement TNDE. Features of TNDE are
Elektronik (TNDE). Adapun fitur TNDE yaitu Change of Manual Disposition, Integrated
Penggantian Disposisi Manual, Informasi and Chronological Document Information,
Dokumen terintegrasi dan runut, efektivitas kerja Work Effectiveness and Document Security,
dan keamanan dokumen, tertib administrasi, dan administration order, and Working Anywhere,
working anywhere, anytime. Diharapkan dengan Anytime. It is expected that the implementation
penerapan Tata Naskah Dokumen Elektronik of TNDE can increase business process
(TNDE) dapat meningkatkan produktivitas productivity, reduce document/file cost, and
proses bisnis, mengurangi biaya dokumen/ increase space/storage room efficiency.
file serta meningkatkan efisiensi tempat/ruang
penyimpanan.
3. Angkasa Pura 1 e-Learning (APel) 3. Angkasa Pura 1 e-Learning (APel)

Bekerja sama dengan Training and Development Cooperating with Training and Development
Group melaksanakan penerapan Angkasa Pura Group to implement PT Angkasa Pura I
1 e-Learning (APel) yang bertujuan untuk (Persero) e-Learning (APel), aimed at improving
peningkatan kompetensi, kemampuan, dan competence, capability, and knowledge of all
pengetahuan bagi seluruh personil PT Angkasa PT Angkasa Pura I (Persero) personnels. The
Pura I (Persero). Adapun fitur Angkasa Pura 1 features of Angkasa Pura 1 e-Learning (APel)
e-Learning (APel) memiliki fitur meliputi: are as follows:
• E-book • E-book
• Online Classroom Interaction • Online Classroom Interaction
• Video Pembelajaran • Video Pembelajaran (Learning Video)
• Forum Diskusi • Forum Diskusi (Discussion Forum)
• Chat • Chat
• Pemberian Tugas • Pemberian Tugas (Assignment)
• Penilaian Online • Penilaian Online (Online Assessment)
• Electronic Certificate • Electronic Certificate

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4. Human Capital Information System (HCIS) 4. Human Capital Information System (HCIS)
Merupakan aplikasi yang berisi berbagai data It an application containing various employment
kepegawaian sehingga memudahkan pegawai PT data which is easy to be accessed by PT
Angkasa Pura I (Persero) dalam mengaksesnya. Angkasa Pura I (Persero) employees. HCIS has
Adapun HCIS memiliki fitur meliputi: the following features:
• SPPD Online • SPPD Online (Online SPPD)
• Restitusi Online • Restitusi Online (Online Restitution)
• PMS Online • PMS Online (Online PMS)
• Employee Information • Employee Information
• Payroll, Absent, Leave • Payroll, Absent, Leave
Peningkatan layanan terhadap customer pengguna Improvement of service to the customers who
jasa Bandar udara, dilaksanakan melalui beberapa are also users of airport service is performed by
inovasinya sebagai berikut: means of several innovations as follows:
1. Pengelolaan Wi-Fi 13 (tiga belas) Bandara 1. Wi-Fi Management in 13 (thirteen) Airports

Merupakan layanan free Wi-Fi dengan bandwidth It is a free Wi-Fi service with bandwidth of
up to 100 MB per access point bagi pengguna up to 100 MB per access point for airport
jasa bandara yang terpasang di 13 (tiga belas) service users, installed in 13 (thirteen) Airports
bandara yang dikelola oleh PT Angkasa Pura I managed by PT Angkasa Pura I (Persero), aimed
(Persero) sehingga dapat meningkatkan indeks at increasing Customer Satisfaction Index at the
kepuasan pelanggan atau Customer Satisfaction Airport. To facilitate the users in accessing Free
Index (CSI) bandara. Untuk memudahkan Wi-Fi service at the airport, they can simply
pengguna jasa dalam mengakses layanan free connect to SSID @Airportname of each PT
Wi-Fi bandara, pengguna jasa bandara tinggal Angkasa Pura I (Persero) airport.
terhubung dengan SSID @namaAirport masing-
masing bandara PT Angkasa Pura I (Persero).
2. Angkasa Pura 1 Airport Mobile Apps 2. Angkasa Pura 1 Airport Mobile Apps
Sudah tersedia di Apple App Store dan Google It is already available in Apple App Store and
Play yang bertujuan meningkatkan Customer Google Play, aimed at improving Customer
Experience melalui personalisasi layanan Experience by means of Personalized Service as
(Personalized Service) sebagai langkah awal dari the first step in implementing Smart Airport. In
implementasi Smart Airport. Dalam penerapan operating Angkasa Pura 1 Airport Mobile Apps,
Angkasa Pura 1 Airport Mobile Apps, ICT bekerja ICT cooperates with Corporate Secretary. The
sama dengan Corporate Secretary. Adapun application has the following features:
Angkasa Pura 1 Airport Mobile Apps memiliki
fitur meliputi: • Flight Information;
• Flight Information; • InfoWisata (Travel Information);
• Info Wisata; • InfoHotel (Hotel Information);
• Info Hotel; • Info Transportasi (Transportation
• Info Transportasi; Information);
• Menu Shop & Dine; • Shop & Dine Menu;
• Menu Airport Parking; • Airport Parking Menu;
• Menu Airport News; • Airport News Menu;
• Contact Us. • Contact Us.

RENCANA PENGEMBANGAN INFORMATION TECHNOLOGY

TEKNOLOGI INFORMASI KE DEVELOPMENT PLAN
DEPAN
Pengembangan teknologi informasi Perseroan ke Development of the Company’s information

depannya telah direncanakan dan disusun sejalan technology has been planned and arranged in line
dengan Rencana Jangka Panjang Perusahaan with the Company’s Long Term Plan (RJPP) and
(RJPP) dan Master Plan Teknologi Informasi. Information Technology Master Plan. Development
Pengembangan Teknologi Informasi ke depan fokus of Information Technology focuses on several points
pada beberapa poin sebagai berikut: as follows:
Arsitektur Bisnis: Business Architecture:

1. Revenue Assurance untuk mencegah risiko 1. Revenue Assurance to prevent the risk of
kebocoran pendapatan: revenue leakage:
a. Integrasi sistem informasi; a. Integration of information systems;
b. Pengelolaan Account Receivable/Account b. Management of centralized Account
Payable terpusat. Receivable/Account Payable.
2. Mendukung model bisnis airport city dan 2. Support to airport city and Aerotropolis
Aerotropolis: business model;
a. Peningkatan kualitas layanan kepada a. Improvement of service quality for the
penumpang; passengers;
b. Memberikan optimasi peluang new revenue b. Optimizing new revenue stream opportunity
stream bagi perusahaan dengan monetize for a company with monetizing service
layanan terkait penumpang dan logistik; related to passengers and logistics;
c. Mendukung Smart Airport. c. Supporting Smart Airport.
Arsitektur TI: IT Architecture:

1. Peningkatan customer experience 1. Improvement of customer experience
a. Personalisasi layanan via beragam delivery a. Service personalization through various
channel; delivery channels;
b. Layanan sistem informasi berorientasi b. Customer-oriented information system
pelanggan. service.
2. Integrasi proses bisnis transaksional airport 2. Integration of transactional business processes
a. Mengurangi potensi kesalahan dengan at the airport
menimimalisir redundansi entry data a. Reducing mistake potential by minimizing
operasional; redundancy of operational data entry;
b. Integrasi sistem-sistem utama operasional b. Integration of key systems of airport
airport dengan pendukungnya, serta back- operation with the supporting system, as
office; well as back office;
c. Workforce management yang terkait dengan c. Workforce management related to airport
operasional airport. operation.
3. Membangun surveillance system yang 3. Development of integrated surveillance system
terintegrasi
4. Dukungan pengambilan keputusan berbasis 4. Support to decision-making that is based on
layanan analitikal dan prediktif analytical and predictive services
a. Kebutuhan akan informasi berkualitas untuk a. The need of quality information for decision-
pengambilan keputusan berupa dashboard making in the form of dashboard for the
bagi manajemen management
5. Infrastruktur yang terintegrasi, aman, dan 5. Infrastructures that are integrated, secure, and
mendukung triple-play supports triple-play
a. Fasilitas dan perangkat keras DC/DRC yang a. DC/DRC facilities and hardwares which
sesuai standar internasional; comply with international standard;
b. Konfigurasi jaringan dan keamanan yang b. Network and security configurations which
sesuai standar internasional. comply with international standard;

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TATA KELOLA
PERUSAHAAN
Sejak Perseroan untuk pertama

kalinya menjadi Perusahaan Tercatat
dengan melakukan penawaran umum
5
obligasi, penerapan good corporate
governance (GCG) telah mengacu
pada Peraturan OJK Nomor 21/
POJK.04/2015 tentang Penerapan
Pedoman Tata Kelola Perusahaan
Terbuka. Selain mengacu pada
peraturan, penerapan GCG juga
mengacu pada standar internasional,
antara lain Asean Corporate
Governance Scorecard .
For the first time Companies becomes
a Listed Company by conducting the
bond offering, related to the matter,
the implementation of good corporate
governance (GCG) has been referred to
OJK Regulation No. 21/POJK.04/2015 on
the Implementation of Open Corporate
Governance Guidelines. In addition to
referring to regulations, the implementation
of GCG also refers to international
standards, including Asean Corporate
Governance Scorecard.

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429
TATA KELOLA
PERUSAHAAN
KOMITMEN PERUSAHAAN DALAM MENERAPKAN

CORPORATE GOVERNANCE DAN GOVERNANCE
OUTCOME
COMMITMENT 0F THE COMPANY TO IMPLEMENT CORPORATE
GOVERNANCE AND THE GOVERNANCE OUTCOME
Good Corporate Governance (GCG) adalah prinsip- Good Corporate Governance (GCG) is principles
prinsip yang mendasari suatu proses dan underlying a process and mechanism of corporate
mekanisme pengelolaan perusahaan berlandaskan governance based on legislation and business
peraturan perundang-undangan dan etika ethics. As a State-Owned Enterprise, PT Angkasa
berusaha. Sebagai Badan Usaha Milik Negara, PT Pura I (Persero), is committed to consistently and
Angkasa Pura I (Persero), senantiasa berkomitmen consistently implementing GCG with reference to
untuk menerapkan GCG secara konsisten dan applicable regulations, provisions, and norms, and
berkelanjutan dengan berpedoman pada regulasi, articles of association of the Company.
ketentuan, dan norma yang berlaku serta Anggaran
Dasar Perseroan.

PT Angkasa Pura I (Persero) selalu menjalankan PT Angkasa Pura I (Persero) always implements
prinsip-prinsip GCG meliputi Transparansi, GCG principles, which include Transparency,
Akuntabilitas, Pertanggungjawaban, Kemandirian, Accountability, Responsibility, Independence,
dan juga Kewajaran. Pada penerapannya, Perseroan and Fairness. In practice, the Company has
telah membuat komitmen yang telah disepakati oleh made commitment approved by the Board of
Dewan Komisaris, Direksi, dan seluruh karyawan Commissioners, the Board of Directors, and all
untuk menerapkan GCG guna menjamin dicapainya employees to implement GCG to ensure realization
pertumbuhan Perseroan yang berkelanjutan. of the Company’s sustainable growth.
Penerapan GCG pada PT Angkasa Pura I (Persero) To implement GCG, PT Angkasa Pura I (Persero)
mengacu pada Peraturan Menteri Badan Usaha complies with the Regulation of the Minister
Milik Negara Nomor: PER-01/MBU/2011 mengenai of State-Owned Enterprises Number: PER-01/
Tata Kelola Perusahaan yang Baik (Good Corporate MBU/2011 concerning Good Corporate Governance
Governance) dan perubahannya yaitu Peraturan and the Amendment to the Regulation of the
Menteri Negara BUMN Nomor: PER-09/MBU/2012 Minister of State-Owned Enterprises Number PER-
yang bertujuan untuk mengoptimalkan nilai 09/MBU/2012 which aims to optimize corporate
perusahaan, mendorong pengelolaan Perseroan values, encourage professional management of the
secara profesional dan pada akhirnya dapat Company, and, ultimately, enable the Company to
membuat Perseroan dapat bersaing secara global. compete globally.
GOVERNANCE FRAMEWORK GOVERNANCE FRAMEWORK
Governance Governance Governance

Structure Process Outcome
• Organ Utama. • Komitmen Terhadap • Mengoptimalkan nilai Perseroan sehingga memiliki

• Organ Penunjang. Penerapan Tata Kelola daya saing yang kuat, baik secara nasional maupun
• Infrasuktur Corporate Perusahaan yang Baik internasional.
Governance. Secara Berkelanjutan. • Mendorong pengelolaan Perseroan secara profesional,
• Pemegang Saham dan efisien, dan efektif dan meningkatkan kemandirian
• Main Organs. RUPS/Pemilik Modal. Organ Perseroan.
• Supporting Organs. • Tanggung Jawab Dewan • Mendorong Organ Perseroan dalam membuat
• Infrastructures Komisaris. keputusan dan menjalankan tindakan dilandasi nilai
Corporate Governance. • Tanggung Jawab moral yang tinggi dan kepatuhan terhadap peraturan
Direksi. perundang-undangan, serta kesadaran akan adanya
• Pengungkapan tanggung jawab sosial Perseroan terhadap pemangku
Informasi dan kepentingan maupun kelestarian lingkungan hidup.
Transparansi. • Meningkatkan kontribusi Perseroan dalam
perekonomian nasional.
• Commitment • Meningkatkan iklim yang kondusif bagi perkembangan
to Sustainable investasi nasional.
Implementation of Good
Corporate. • Optimizing corporate values so as to have strong
• Shareholders and GMS/ competitiveness both at national and international
Capital Owners. levels.
• Responsibilities • Promoting professional, efficient, and effective
of the Board of management of the Company and improving
Commissioners. independence of the Company’s organs.
• Responsibilities of the • Encouraging the Company’s organs to make decisions
Board of Directors. and implement actions based on high moral values and
• Disclosure of compliance with laws and regulations , and awareness
Information and that the Company has social responsibilities to both
Transparency. stakeholders and environmental preservation.
• Increasing the Company’s contribution to the national
economy.
• Improving a climate conducive to the national
investment growth.

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431
DASAR PENERAPAN CORPORATE BASES FOR THE IMPLEMENTATION

GOVERNANCE OF CORPORATE GOVERNANCE
Penerapan GCG di PT Angkasa Pura I (Persero) To implement GCG, PT Angkasa Pura I (Persero)
mengacu kepada beberapa ketentuan yang belaku, complies with a number of applicable laws and
yaitu: regulations, namely:
1. Undang-Undang Nomor 19 tahun 2003 tentang 1. Law No. 19 of 2003 concerning SOEs.
BUMN.
2. Undang-Undang Nomor 40 tahun 2007 tentang 2. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas. Companies.
3. Peraturan Pemerintah Republik Indonesia 3. Regulation of the Government of the Republic
Nomor 45 tahun 2001 tentang Perubahan atas of Indonesia No. 45 of 2001 concerning the
Peraturan Pemerintah Nomor 12 tahun 1998 Amendment to the Government Regulation No.
tentang Perusahaan Perseroan (Persero). 12 of 1998 concerning Public Companies.
4. Peraturan Menteri Negara BUMN Nomor: PER- 4. Regulation of the Minister of SOEs No. PER-01/
01/MBU/2011 tanggal 1 Agustus 2011 tentang MBU/2011 dated August 1, 2011 concerning
Penerapan Tata Kelola Perusahaan yang Baik Implementation of Good Corporate Governance
pada BUMN dan perubahannya Peraturan in SOEs and the Amendment to the Regulation
Menteri Negara BUMN Nomor: PER-09/ of the Minister of SOEs No. PER-09/MBU/2012
MBU/2012 tanggal 6 Juli 2012. dated July 6, 2012.
5. Keputusan Sekretaris Kementerian Badan Usaha 5. Decree of the Secretary of the SOE Ministry
Milik Negara Nomor: SK-16/S.MBU/2012 tanggal No. SK-16/S.MBU/2012 dated June 6, 2012
6 Juni 2012 tentang Indikator/Parameter concerning Indicators/Parameters for Assessing
Penilaian dan Evaluasi atas Penerapan Tata and Evaluating the Implementation of Good
Kelola Perusahaan yang Baik (Good Corporate Corporate Governance in SOEs.
Governance) pada BUMN.
6. Peraturan Otoritas Jasa Keuangan No.8/ 6. OJK’s Regulation No. 8/POJK.04/2015 concerning
POJK.04/2015 tentang Situs Web Emiten atau the Website of an Issuer or Public Company.
Perusahaan Publik.
7. Peraturan Otoritas Jasa Keuangan No.31/ 7. OJK’s Regulation No. 31/POJK.04/2015
POJK.04/2015 tentang Keterbukaan atas concerning Transparency of Material Information
Informasi atau Fakta Material oleh Emiten atau or Facts by Issuers or Public Companies.
Perusahaan Publik.
8. Peraturan Otoritas Jasa Keuangan No. 21/ 8. OJK’s Regulation No. 21/POJK.04/2015
POJK.04/2015 tentang Penerapan Pedoman concerning Implementation of Guidelines for the
Tata Kelola Perusahaan Terbuka. Governance of a Public Company.
9. Surat Edaran Otoritas Jasa Keuangan No. 32/ 9. OJK’s Circular No. 32/SEOJK.04/2015 concerning
SEOJK.04/2015 tentang Tata Kelola Perusahaan Governance of a Public Company.
Terbuka.
Selain itu, penerapan GCG juga mengacu pada Moreover, GCG is also implemented in compliance
praktik-praktik bisnis terbaik yang meliputi antara with the best business practices, which among
lain: others include:
1. Pedoman GCG Indonesia yang dikembangkan 1. The Indonesian GCG Guidelines developed by
oleh Komite Nasional Kebijakan Governance the National Committee on Governance Policies
(KNKG). (KNKG)
2. Prinsip-prinsip Corporate Governance untuk 2. Corporate governance principles for state-owned
Stated Owned Company yang dikembangkan companies developed by the Organization for
oleh Organization for Economic Co-operation Economic Cooperation and Development (OECD)
and Development (OECD).
3. ASEAN Corporate Governance Scorecard. 3. ASEAN Corporate Governance Scorecard

Internalisasi dari berbagai peraturan perundang- Internalization of the various laws and regulations,
undangan dan pedoman tersebut ke dalam and guidelines above into the Company’s internal
kebijakan internal Perseroan merupakan komitmen policies constitutes the commitment of the Board
dari Dewan Komisaris dan Direksi beserta seluruh of Commissioners and the Board of Directors, and
human capital Perseroan. Komitmen terhadap the whole human capital of the Company. The
penerapan GCG tersebut ditunjukkan sebagai commitment to GCG implementation is shown as
berikut. follows.
GOOD CORPORATE
SUSTAINABILITY
PROSES GCG / GCG PROCESS

Komitmen terhadap penerapan tata kelola Commitment towards GCG excellent
perusahaan yang baik secara berkelanjutan implementation in asustainable way
Pemegang Saham dan RUPS/Pemilik Modal Stakeholders
Dewan Komisaris Board of Commissioners

Direksi Board of Directors
Pengungkapan informasi dan transparansi Disclosure and transparency
Regulasi Praktek Terbaik Infrastruktur

Regulation Best practice Infrastucture
ORGAN UTAMA ORGAN PENDUKUNG

MAIN ORGAN SUPPORTING ORGAN
• ORGAN PENDUKUNG DEWAN

KOMISARIS / SUPPORTING ORGAN
BOARD OF COMMISSIONERS
Sekretaris Dewan Komisaris,
Komite Audit dan Komite Risiko
Usaha dan GCG / Secretary Board of
Commissioners, Audit Committee and
• RUPS / General Meeting of Business risks and GCG Committee
Shareholders
• Dewan Komisaris / Board of • ORGAN PENDUKUNG DIREKSI /
SUPPORTING ORGAN BOARD OF
Commissioners STRUKTUR GCG DIRECTORS
• Direksi / Board of Directors GCG STRUCTURE Sekretaris Perusahaan, Komite
Manajemen Risiko, Unit Internal Audit,
Risk Management and Corporate
Planning, Satuan Kerja Lainnya /
Corporate Secretary, Risk Managment
Committee, Internal Audit Unit, Risk
Management and Corporate Planning,
Other Work Units
PRINSIP GCG / GCG PRINCIPLE
Transparency Accountability Responsibility Independency Fairness
KOMITMEN GCG / GCG COMMITMENT

Visi Misi Nilai Budaya Perusahaan
Vision Mission Corporate Culture Value

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433
Komitmen PT Angkasa Pura I (Persero) dalam The commitment of PT Angkasa Pura I (Persero)
menerapkan GCG ditunjukkan dari visi, misi, dan to implement GCG is evident from the Company’s
nilai budaya Perseroan. Visi Perseroan untuk Vision, Missions, and Cultural Values. The Company’s
“Menjadi salah satu dari sepuluh perusahaan vision, i.e. “To Become One of the Top Ten Airport
pengelola bandar udara terbaik di Asia” diwujudkan Operators in Asia”, is realized in the Company’s
dalam Misi Perseroan dengan didasarkan pada Mission based on the Company’s Cultural Values.
nilai budaya Perseroan. Dalam mewujudkan visi To realize the Vision and to put the Missions into
dan menjalankan misi, Perseroan senantiasa practice, the Company always adheres to GCG
berpegang pada asas-asas GCG, yaitu transparansi, principles, namely transparency, accountability,
akuntabilitas, responsibilitas, independensi, dan responsibility, independence, and fairness.
fairness.
Berdasarkan asas-asas GCG, Perseroan Based on GCG principles, the Company develops a
mengembangkan struktur GCG yang meliputi organ GCG structure that includes the main organs and the
utama dan organ pendukung guna menjalankan supporting organs to implement GCG mechanisms in
mekanisme GCG sesuai peraturan perundang- accordance with the existing laws and regulations,
undangan serta best practices yang ada. Dengan and best practices. By predicating its business
mendasarkan kegiatan usahanya berdasarkan activities on GCG principles, it is expected that
prinsip-prinsip GCG, diharapkan akan tercipta business continuity can be created in the long run.
kesinambungan usaha dalam jangka panjang.
GOVERNANCE OUTCOME GOVERNANCE OUTCOME
Efektivitas penerapan GCG tercermin dari The effectiveness of GCG implementation is reflected
governance outcome yang telah diperoleh. in the resulting governance outcome. The Company
Perseroan dan para pemangku kepentingan telah and its stakeholders have benefited from GCG
mendapatkan manfaat dari penerapan GCG dengan implementation as a result of the achievement of
dicapainya kinerja keuangan maupun operasional good financial and operational performance in 2017,
yang baik di tahun 2017 sebagai berikut: namely:
• Pendapatan Usaha sebesar Rp7,19 triliun atau • an increase in the Business Revenue of 17.20%
bertumbuh sebesar 17,20%. to Rp7.19 trillion
• Pendapatan Aeronautika meningkat 18,64% • an increase in the Aeronautical Revenue of
menjadi Rp4,29 triliun. 18.64% to Rp4.29 trillion
• Laba Bersih Tahun Berjalan sebesar Rp1,42 • an increase in the Net Profit for the Current Year
triliun atau bertumbuh sebesar 22,49%. of 22.49% to Rp1.42 trillion
• Total Aset bertumbuh 5,85% menjadi Rp25,05 • an increase in the Total Asets of 5.85% to Rp25.05
triliun. trillion
• Ekuitas bertumbuh 11,70% menjadi Rp13,40 • an increase in the Equity of 11.70% to Rp13.40
triliun. trillion
Di samping itu, hasil dari implementasi GCG juga Furthermore, the outcome of the GCG implementation
terlihat dari kepercayaan pihak eksternal kepada is also evident from the confidence of external
Perseroan, antara lain: parties in the Company, such as:
• Bandara Paling Tepat Waktu di Dunia Tahun 2016 • The World’s Most Punctual Airport 2016 for
Kategori Bandara Besar (10-20 juta penumpang the Category of Large Airports (10-20 million
per tahun) diberikan kepada Bandara Juanda passangers per annum) was awarded to Juanda
Surabaya oleh OAG Punctuality League 2016. International Airport, Surabaya by the OAG
• Bronze Winner The Best State-Owned Enterprise Punctuality League 2016
Inhouse Magazine diberikan kepada PT Angkasa • Bronze Winner The Best State-Owned Enterprise
Pura I (Persero). Inhouse Magazine was awarded to PT Angkasa
Pura I (Persero)

• “The 3rd World Best Airport” in 15-25 million • “The 3rd World Best Airport” in 15-25 million
passengers per year Airport Category” diberikan passengers per year Airport Category” was
kepada Bandara I Gusti Ngurah Rai Bali dari awarded to I Gusti Ngurah Rai International
Airport Council International (ACI). Airport, Bali by the Airport Council International
(ACI)
• “The Most Improved Airport in Asia Pacific” • “The Most Improved Airport in Asia Pacific” was
diberikan kepada Bandara Sultan Hasanuddin awarded to Sultan Hasanuddin International
Makassardari Airport Council International Airport, Makassar by the Airport Council
(ACI). International (ACI)
• 1 Platinum Winner, 2 Gold Winner, 2 Bronze • 1 Award as the Platinum Winner, 2 Awards as
Winner, 1 Award diberikan kepada PT Angkasa the Gold Winner, 2 Awards as the Bronze Winner,
Pura I (Persero) dalam acara Public Relations and 1 Award was awarded to PT Angkasa Pura I
Indonesia Awards (PRIA) 2017. (Persero) at the event Public Relations Indonesia
Awards (PRIA) 2017
• The Best Human Capital kategori Badan Usaha • The Best Human Capital for the Category of Statw-
Milik Negara (BUMN) sektor Transportasi Owned Enterprises (SOEs) in the Transportation
diberikan kepada PT Angkasa Pura I (Persero) Sector was awarded to PT Angkasa Pura I
oleh Economic Review. (Persero) by the Economic Review
• BUMN dengan Kinerja Keuangan “Sangat bagus” • SOE with “Excellent” Financial Performance was
diberikan kepada PT Angkasa Pura I (Persero) awarded to PT Angkasa Pura I (Persero) at the
dalam acara Infobank BUMN Awards 2017. event Infobank BUMN Awards 2017
• BUMN dengan Predikat “Good Performance” • SOE with “Good Performance” Assessment Result
diberikan kepada PT Angkasa Pura I (Persero) was awarded to PT Angkasa Pura I (Persero) at
dalam acara BUMN Performance Excellence the event BUMN Performance Excellence Award
Award (BPEA). (BPEA)
• Penghargaan Gold Kategori “Brand Strategy” • Award Gold for the Category of “Brand Strategy”
diberikan kepada PT Angkasa Pura I (Persero) was awarded to PT Angkasa Pura I (Persero) from
dari Majalah BUMN Track. the magazine BUMN Track

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PENINGKATAN KUALITAS GOOD CORPORATE

GOVERNANCE SECARA BERKELANJUTAN
CONTINUOUS IMPROVEMENT OF GOOD CORPORATE GOVERNANCE
QUALITY
Pada prinsipnya pelaksanaan penerapan GCG di In principle, GCG implementation in the Company
Perseroan berjalan dengan baik dan dilaksanakan runs well and is carried out by the Board of
oleh Dewan Komisaris, Direksi, dan seluruh Commissioners, the Board of Directors, and all
karyawan pada setiap kegiatan dengan tujuan untuk employees in any activity in order to safeguard
melindungi kepentingan Perseroan, shareholders, the interests of the Company, shareholders, and
dan stakeholders. Perseroan senantiasa melakukan stakeholders. The Company always evaluates
evaluasi penerapan GCG secara berkelanjutan, GCG implementation in a sustainable manner to
sehingga penerapan GCG akan selalu mengalami encourage continuous improvement.
peningkatan.
Mekanisme pelaksanaan implementasi GCG The GCG implementation mechanism is illustrated in

digambarkan dalam siklus implementasi berikut. the following implementation cycle.
Peningkatan
Kualitas Implementasi Standar Kualitas
GCG dan Benchmarking Implementasi GCG
Improvement of Quality Standard of
GCG quality and GCG Implementation
benchmarking
Assessment GCG Implementasi GCG

Assessment of Implementation of GCG
GCG
Monitoring
Implementasi GCG
Monitoring of
GCG Implementation

PENETAPAN STANDAR DETERMINATION OF GOOD

KUALITAS IMPLEMENTASI GOOD CORPORATE GOVERNANCE
CORPORATE GOVERNANCE IMPLEMENTATION QUALITY
STANDARDS
Standar implementasi GCG dibutuhkan sebagai GCG implementation standards are necessary as
acuan dasar dalam rangka mewujudkan visi dan standards in an attempt to realize the Company’s
menjalankan misi Perseroan. Acuan dasar tersebut vision and put its missions into practice. These
meliputi kriteria yang akan dicapai dari berbagai standards cover the criteria to be achieved from
aspek yang terkait dengan implementasi GCG. various aspects related to GCG implementation.
Standar implementasi juga dimaksudkan untuk These implementation standards are also intended
memacu Perseroan untuk meningkatkan kualitas to encourage the Company to improve the quality of
implementasi GCG. Standar tersebut dirumuskan GCG implementation. The standards are formulated
berdasarkan peraturan terkait, masukan dari based on relevant regulations, feedback from
stakeholders, hasil assessment, dan benchmarking. stakeholders, assessment results, and benchmarking.
Standar implementasi GCG di Perusahaan The Company’s GCG implementation standards are
khususnya mengacu pada Peraturan Menteri grounded in the Regulation of the SOE Minister No.
Negara BUMN Nomor: PER-09/MBU/2012 tanggal PER-09/MBU/2012 dated July 6, 2012 concerning
6 Juli 2012 tentang Penerapan Tata Kelola Good Corporate Governance Implementation in State-
Perusahaan yang Baik pada BUMN dan Keputusan Owned Enterprises and the Decree of the Secretary
Sekretaris Kementerian Badan Usaha Milik Negara of the SOE Ministry No. SK-16/S.MBU/2012 dated
Nomor: SK-16/S.MBU/2012 tanggal 6 Juni 2012 June 6, 2012 concerning Indicators/Parameters
tentang Indikator/Parameter Penilaian dan Evaluasi for Assessing and Evaluating the Implementation
atas Penerapan Tata Kelola Perusahaan yang Baik of Good Corporate Governance in SOEs. The GCG
(Good Corporate Governance) pada BUMN. Standar implementation standards include the following
penerapan GCG tersebut meliputi: aspects:
1. Aspek Komitmen Terhadap Penerapan 1. Commitment to Sustainable Implementation of
Tata Kelola Perusahaan yang Baik Secara Good Corporate Governance
Berkelanjutan.
2. Aspek Pemegang Saham dan RUPS/Pemilik 2. Shareholders and GMS/Capital Owners
Modal.
3. Aspek Dewan Komisaris/Dewan Pengawas. 3. Board of Commissioners/Supervisory Board
4. Aspek Direksi. 4. Board of Directors
5. Aspek Pengungkapan Informasi dan 5. Disclosure of Information and Transparency
Transparansi.
6. Aspek lainnya yang antara lain meliputi 6. Other aspects, including reporting sustainability
pelaporan keberlanjutan dan kemampuan and abilities of the Company as the benchmark
Perseroan sebagai benchmark dalam bidangnya. in its business sector
PT Angkasa Pura I (Persero) juga menggunakan PT Angkasa Pura I (Persero) also uses the bases
dasar Pedoman Tata Kelola Perusahaan yang of the Corporate Governance Guidelines issued
dikeluarkan oleh Otoritas Jasa Keuangan di tahun by OJK in 2015 as set out in OJK’s Circular No.
2015 yang tertuang dalam Surat Edaran Otoritas 32/SEOJK.04/2015 concerning Governance
Jasa Keuangan No. 32/SEOJK.04/2015 tentang Guidelines for Public Companies as standards for

2017 Annual Report
437
Pedoman Tata Kelola Perusahaan Terbuka sebagai GCG implementation, which cover 5 (five) aspects
standar penerapan GCG, yaitu meliputi 5 (lima) comprising 8 (eight) principles and 25 (twenty five)
aspek yang diturunkan ke dalam 8 (delapan) prinsip recommendations. Those aspects and principles are:
dan 25 (dua puluh lima) rekomendasi. Aspek-aspek
dan prisip-prinsip tersebut adalah sebagai berikut:
Aspek 1 Aspect No. 1

Hubungan Perusahaan Terbuka dengan Pemegang Relationship Between a Public Company with Its
Saham dalam Menjamin Hak-hak Pemegang Saham. Shareholders in Connection with Security of the
Rights of Shareholders.
Yang meliputi prinsip-prinsip sebagai berikut: Which includes the following principles:
1. Meningkatkan Nilai Penyelenggaraan Rapat 1. Improving the Quality of GMS Organization.
Umum Pemegang Saham (RUPS). 2. Improving the Quality of Communication Between
2. Meningkatkan Kualitas Komunikasi Perusahaan the Public Company with Its Shareholders or
Terbuka dengan Pemegang Saham atau Investor. Investors.

Fungsi dan Peran Dewan Komisaris. Functions and Roles of the Board of Commissioners.
1. Memperkuat Keanggotaan dan Komposisi 1. Strengthening Membership and Composition of
Dewan Komisaris. the Board of Commissioners.
2. Meningkatkan kualitas Pelaksanaan Tugas dan 2. Improving Quality of the Execution of Duties and
Tanggung Jawab Dewan Komisaris. Responsibilities of the Board of Commissioners.

Fungsi dan Peran Direksi. Functions and Roles of the Board of Directors.
1. Memperkuat Keanggotaan dan Komposisi 1. Strengthening Membership and Composition of
Direksi. the Board of Directors.
2. Meningkatkan Kualitas Pelaksanaan Tugas dan 2. Improving Quality of the Execution of Duties and
Tanggung Jawab Direksi. Responsibilities of the Board of Directors.

Partisipasi Pemangku Kepentingan. Participation of Stakeholders.
Yang meliputi prinsip: Which includes the following principle:
Meningkatkan Aspek Tata Kelola Perusahaan Improving the Aspect of Corporate Governance
melalui Partisipasi Pemangku Kepentingan. through Participation of Stakeholders.

Keterbukaan Informasi. Transparency of Information.
Yang meliputi prinsip: Which includes the following principles:
Meningkatkan Pelaksanaan Keterbukaan Informasi. Improving the Implementation of Transparency of
Information.

Penerapan GCG pada PT Angkasa Pura I (Persero) The GCG implementation in PT Angkasa Pura I
yang dilaksanakan berdasarkan Surat Keputusan (Persero) is undertaken in accordance with the
Kementerian BUMN Nomor SK-16/S.MBU/2012 Decree of the Secretary of the SOE Ministry No.
tentang indikator/parameter Penilaian dan Evaluasi SK-16/S.MBU/2012 dated June 6, 2012 concerning
atas Penerapan Tata Kelola Perusahaan yang Baik Indicators/Parameters for Assessing and Evaluating
(Good Corporate Governance) pada Badan Usaha the Implementation of Good Corporate Governance
Milik Negara adalah sebagai berikut: in SOEs as follows:

1. Aspek Komitmen Terhadap Penerapan Tata 1. The Aspect Commitment to Sustainable

Kelola Secara Berkelanjutan Implementation of Good Corporate Governance
a. Perseroan memiliki Pedoman Tata Kelola a. The Company has the Good Corporate
Perusahaan yang Baik (GCG Code) dan Governance (GCG) Code and Code of Conduct.
pedoman perilaku (code of conduct).
b. Perseroan melaksanakan Pedoman Tata b. The Company complies with the Good
Kelola Perusahaan yang Baik dan Pedoman Corporate Governance (GCG) Code and Code
Perilaku secara konsisten. of Conduct consistently.
c. Perseroan melakukan pengukuran terhadap c. The Company assesses the implementation
penerapan Tata Kelola Perusahaan yang of Good Corporate Governance.
Baik.
d. Perseroan melakukan koordinasi d. The Company coordinates the management
pengelolaan dan administrasi Laporan Harta and administration of the Report of State
Kekayaan Penyelenggara Negara (LHKPN). Administrators’ Assets.
e. Perseroan melaksanakan program e. The Company implements the gratuity control
pengendalian gratifikasi sesuai ketentuan program in accordance with the applicable
yang berlaku. regulations.
f. Perseroan melaksanakan kebijakan atas f. The Company executes the policy on the
sistem pelaporan atas dugaan penyimpangan system for the reporting of alleged violations
pada perusahaan yang bersangkutan in the concerned company (whistle blowing
(whistleblowing system). system).
2. Aspek Pemegang Saham dan RUPS 2. The Aspect Shareholders and GMS
a. RUPS melakukan pengangkatan dan a. GMS shall appoint and dismiss the Board of
pemberhentian Direksi . Directors.
b. RUPS melakukan pengangkatan dan b. GMS shall appoint and dismiss the Board of
pemberhentian Dewan Komisaris. Commissioners.
c. RUPS memberikan keputusan yang c. GMS shall adopt necessary resolutions to
diperlukan untuk menjaga kepentingan safeguard the Company’s long- and short-
usaha perusahaan dalam jangka panjang term business interests in accordance with
dan jangka pendek sesuai dengan peraturan the laws and regulations, and/or the articles
perundang-undangan dan/atau anggaran of association.
dasar.
d. RUPS memberikan persetujuan laporan d. GMS shall approve annual reports along with
tahunan termasuk pengesahan laporan the financial statements and the Board of
keuangan serta tugas pengawasan Dewan Commissioners’ duty to conduct supervision
Komisaris sesuai peraturan perundang- in accordance with the laws and regulations,
undangan dan/atau anggaran dasar. and/or the articles of association.
e. RUPS mengambil keputusan melalui e. GMS shall adopt resolutions through
proses yang terbuka dan adil serta dapat an process which is open and fair, and
dipertanggungjawabkan. accountable.
f. Pemegang Saham melaksanakan Tata f. Shareholders shall implement Good Corporate
Kelola Perusahaan yang Baik sesuai dengan Governance in accordance with their
wewenang dan tanggung jawabnya. respective authority and responsibilities.
3. Aspek Dewan Komisaris 3. The Aspect the Board of Commissioners
a. Dewan Komisaris melaksanakan a. The Board of Commissioners shall organize a
program pelatihan/pembelajaran secara continuous training/learning program.
berkelanjutan.
b. Dewan Komisaris melakukan pembagian b. The Board of Commissioners shall distribute
tugas dan menetapkan faktor-faktor yang tasks and determine the factors required to
dibutuhkan untuk mendukung pelaksanaan support the xecution of its duties.
tugas Dewan Komisaris.
c. Dewan Komisaris memberikan persetujuan c. The Board of Commissioners shall approve
atas rancangan RJPP dan RKAP yang the Company’s draft Long-Term Plan and
disampaikan oleh Direksi. the Company’s draft Work Plan and Budget
submitted by the Board of Directors.

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439
d. Dewan Komisaris memberikan arahan d. The Board of Commissioners shall provide

terhadap Direksi atas implementasi rencana guidelines to the Board of Directors in
dan kebijakan perusahaan. connection with the implementation of the
Company’s plans and policies.
e. Dewan Komisaris melaksanakan pengawasan e. The Board of Commissioners shall supervise
terhadap Direksi atas implementasi rencana the Board of Directors in connection with the
dan kebijakan perusahaan. implementation of the Company’s plans and
policies.
f. Dewan Komisaris melakukan pengawasan f. The Board of Commissioners shall supervise
terhadap pelaksanaan kebijakan pengelolaan the implementation of the subsidiary/joint
anak perusahaan/perusahaan patungan. venture management policies.
g. Dewan Komisaris berperan dalam pencalonan g. The Board of Commissioners shall play a
anggota Direksi, menilai kinerja Direksi role in nominating members of the Board
(individu dan kolegial) dan mengusulkan of Directors, assess performance of the
tantiem/insentif kinerja sesuai ketentuan Board of Directors (individual and collegial),
yang berlaku dan mempertimbangkan recommend the amount of tantieme/
kinerja Direksi. performance incentives in accordance with
the applicable regulations, and consider
performance of the Board of Directors.
h. Dewan Komisaris melakukan tindakan h. The Board of Commissioners shall take action
terhadap potensi benturan kepentingan against any potential conflict of interests
yang menyangkut dirinya. involving itself.
i. Dewan Komisaris memantau dan i. The Board of Commissioners shall
memastikan bahwa prinsip-prinsip monitor and ensure that the principles of
Tata Kelola Perusahaan yang Baik telah Good Corporate Governance have been
diterapkan secara efektif dan berkelanjutan. implemented effectively and sustainably.
j. Dewan Komisaris menyelenggarakan j. The Board of Commissioners shall organize
rapat Dewan Komisaris yang efektif dan effective meetings of the Board of
menghadiri rapat tersebut sesuai dengan Commissioners and attend the meetings in
ketentuan perundang-undangan. accordance with provisions of the laws and
regulations.
k. Dewan Komisaris memiliki Sekretaris k. The Board of Commissioners shall have a
Dewan Komisaris untuk mendukung tugas Secretary of the Board of Commissioners to
kesekretariatan Dewan Komisaris. support the secretariat duties of the Board of
Commissioners.
l. Dewan Komisaris memiliki Komite Dewan l. The Board of Commissioners shall have
Komisaris yang efektif. an effective Board-of-Commissioners
Committee.
4. Aspek Direksi 4. The Aspect the Board of Directors
a. Direksi melaksanakan program pelatihan/ a. The Board of Directors shall organize a
pembelajaran secara berkelanjutan. continuous training/learning program.
b. Direksi melakukan pembagian tugas/fungsi, b. The Board of Directors shall perform clear
wewenang dan tanggung jawab secara jelas. distribution of tasks/functions, authority, and
responsibilities.
c. Direksi menyusun perencanaan Perseroan. c. The Board of Directors shall prepare
corporate planning.
d. Direksi berperan dalam pemenuhan target d. The Board of Directors shall Directors play
kinerja Perseroan. a role in realization the Company’s target
performance.
e. Direksi melaksanakan pengendalian e. The Board of Directors shall exercise
operasional dan keuangan terhadap operational and financial control over the
implementasi rencana dan kebijakan implementation of the Company’s plans and
Perseroan. policies.

f. Direksi melaksanakan pengurusan Perseroan f. The Board of Directors shall run the Company
sesuai dengan peraturan perundang- in accordance with the prevailing laws and
undangan yang berlaku dan anggaran dasar. regulations, and the articles of association.
g. Direksi melakukan hubungan yang bernilai g. The Board of Directors shall build value-
tambah bagi Perseroan dan stakeholders. added relationships for the Company and its
stakeholders.
h. Direksi memonitor dan mengelola potensi h. The Board of Directors shall monitor and deal
benturan kepentingan anggota Direksi dan with any potential conflict of interests between
manajemen di bawah Direksi. members of the Board of Directors and the
Management under it.
i. Direksi memastikan Perseroan i. The Board of Directors shall ensure that the
melaksanakan keterbukaan informasi dan Company executes disclosure of information
komunikasi sesuai peraturan perundang- and communications in accordance with the
undangan yang berlaku dan penyampaian applicable laws and regulations, and timely
informasi kepada Dewan Komisaris dan delivery of information to the Board of
Pemegang Saham tepat waktu. Commissioners and Shareholders.
j. Direksi menyelenggarakan rapat Direksi dan j. The Board of Directors shall organize meetings of
menghadiri Rapat Dewan Komisaris sesuai the Board of Directors and attend meeting held
dengan ketentuan perundang-undangan. by the Board of Commissioners in accordance
with the provisions of the laws and regulations.
k. Direksi menyelenggarakan pengawasan k. The Board of Directors shall undertake quality
intern yang berkualitas dan efektif. and effective internal supervision.
l. Direksi menyelenggarakan fungsi sekretaris l. The Board of Directors shall undertake a quality
perusahaan yang berkualitas dan efektif. and effective corporate secretarial function.
m. Direksi menyelenggarakan RUPS Tahunan m. The Board of Directors shall organize the Annual
dan RUPS lainnya sesuai peraturan General Meeting of Shareholders and other
perundang-undangan. General Meetings of Shareholders according to
the laws and regulations.
5. Pengungkapan Informasi dan Transparansi 5. The Aspect Disclosure of Information and
Transparency
a. Perseroan menyediakan informasi a. The Company shall provide company
perseroan kepada stakeholders. information to stakeholders.
b. Perseroan menyediakan bagi stakeholder b. The Company shall provide stakeholders
akses atas informasi perseroan yang with access to relevant, adequate, and
relevan, memadai, dan dapat diandalkan reliable company information in a timely and
secara tepat waktu dan berkala. periodic manner.
c. Perseroan mengungkapkan informasi c. The Company shall disclose important
penting dalam Laporan Tahunan dan information in the Annual Report and
Laporan Keuangan sesuai dengan peraturan Financial Statements in accordance with the
perundang-undangan. laws and regulations.
d. Perseroan memperoleh penghargaan atau d. The Company got awards related to GCG and
award dalam bidang GCG dan bidang-bidang other fields.
lainnya.
PELAKSANAAN PENERAPAN ASPEK DAN EXECUTION OF THE IMPLEMENTATION

PRINSIP TATA KELOLA PERUSAHAAN OF THE ASPECTS AND PRINCIPLES OF
SESUAI KETENTUAN OTORITAS JASA CORPORATE GOVERNANCE ACCORDING
KEUANGAN TO OJK’S REGULATIONS
Berdasarkan Peraturan OJK Nomor 21/ Based on OJK’s Regulation No. 21/POJK.04/2015
POJK.04/2015 tentang Penerapan Pedoman Tata concerning Implementation of Governance Guidelines
Kelola Perusahaan Terbuka dan Surat Edaran OJK for Public Companies and OJK’s Circular No. 32/
No. 32/SE.OJK.04/2015 tentang Pedoman Tata SEOJK.04/2015 concerning Governance Guidelines
Kelola Perusahaan Terbuka, Pedoman Tata Kelola for Public Companies, Governance Guidelines cover

2017 Annual Report
441
mencakup 5 (lima) aspek, 8 (delapan) prinsip 5 (five) aspects, 8 (eight) principles, and 25 (twenty
dan 25 (dua puluh lima) rekomendasi penerapan five) recommendations on the implementation of the
aspek dan prinsip tata kelola perusahaan yang aspects and principles of good corporate governance.
baik. Rekomendasi penerapan aspek dan prinsip The recommendations on the implementation of
tata kelola perusahaan yang baik dalam Pedoman good corporate governance aspects and principles
Tata Kelola adalah standar penerapan aspek dan in the Governance Guidelines serve as standards
prinsip tata kelola perusahaan yang baik yang harus for implementing the aspects and principles of good
diterapkan Perseroan untuk mengimplementasikan corporate governance that must be implemented by
prinsip tata kelola. Adapun uraian penerapannya, the Company to implement governance principles.
dapat disampaikan, sebagai berikut. The implementation is described below.
Penjelasan Penerapan di Perseroan

Prinsip Rekomendasi
No Description of Implementation in the
Principle Recommendation
Company
1 Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang
Saham;
Aspect No. 1: Relationship Between a Public Company with Its Shareholders in Connection with Security of the
Rights of Shareholders;
Prinsip 1 1. Perusahaan Terbuka Berdasarkan Pedoman Tata Laksana Kerja
Meningkatkan Nilai memiliki cara atau prosedur Direksi dan Dewan Komisaris (Board Manual)
Penyelenggaraan teknis pengumpulan PT Angkasa Pura I (Persero), mekanisme
RUPS suara (voting) baik secara pengambilan keputusan dalam rapat
terbuka maupun tertutup diambil secara musyawarah untuk mufakat.
Principle 1 yang mengedepankan Apabila melalui musyawarah tidak tercapai
Improving the Quality independensi, dan kesepakatan, maka keputusan ditetapkan
of GMS Organization kepentingan pemegang berdasarkan suara terbanyak dan suara
saham. tersebut lebih dari ½ (satu per dua) dari
jumlah suara sah yang mengikuti rapat
1. A Public Company has tersebut.
technical procedures or
methods to take a vote Based on Guidelines for the Work Procedures
(voting) both openly and of the Board of Directors and the Board of
closedly which emphasize Commissioners (Board Manual) of PT Angkasa
independence and the Pura I (Persero), a decision at the meeting
interests of shareholders. shall be made by way of deliberation to
reach a consensus. In the event that such
deliberation fails to reach a consensus, then
the decision shall be made by majority votes
and the votes shall exceed ½ (one second) of
the total votes validly cast at the meeting.
Status: Comply / Comply
2. Seluruh anggota Direksi dan Seluruh anggota Direksi dan anggota Dewan
anggota Dewan Komisaris Komisaris hadir pada RUPS yang telah
Perusahaan Terbuka hadir dilaksanakan pada tanggal 9 Januari 2017
dalam RUPS Tahunan. pukul 10.30 WIB – selesai bertempat di
Kantor Kementerian BUMN, Ruang Rapat Lt. 6,
2. All members of the Board of Jalan Medan Merderka Selatan No. 13 Jakarta
Directors and members of the Pusat, sesuai dengan surat undangan Direksi
Board of Commissioners of Nomor: AP.I.2567/KU.16/2015/PD-B tanggal
the Public Company attend 11 Mei 2015.
the Annual GMS.
All members of the Board of Directors and
members of the Board of Commissioners
attended the GMS held on January 9, 2017 at
10:30 Western Indonesia Time until the end at
the Office of the Ministry of SOEs, the Meeting
Room Fl. 6, in Jalan Medan Merderka Selatan
No. 5 13 Central Jakarta, in accordance
with the letter of invitation of the Board of
Directors Number: AP.I.2567/KU.16/2015/
PD-B dated May 11, 2015.


Prinsip Rekomendasi
Company
3. Ringkasan risalah RUPS Ringkasan risalah RUPS telah tersedia dalam
tersedia dalam Situs Web situs web www.ap1.co.id pada tautan http://
Perusahaan Terbuka paling www.ap1.co.id/id/hubungan-investor/rups.
sedikit selama 1 (satu) tahun.
Summary of the minutes of the GMS is already
3. Summary of the minutes available at www.ap1.co.id in the link: http://
of the GMS shall be made www.ap1.co.id/id/hubungan-investor/rups.
available on the Public
Company’s website for at Status: Comply / Comply
least 1 (one) year.
Prinsip 2 4. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) memiliki
Meningkatkan suatu kebijakan komunikasi kebijakan dalam memberikan informasi
Kualitas Komunikasi dengan pemegang saham kepada pemegang saham atau investor berupa
Perusahaan Terbuka atau investor. laporan berkala, keterbukaan informasi, serta
dengan Pemegang informasi lainnya secara wajar dan tepat.
Saham atau Investor. 4. A Public Company has a
communication policy with PT Angkasa Pura I (Persero) has a policy
Principle 2 shareholders or investors. governing disclosure of information to
Improving the Quality shareholders or investors in the form
of Communication of periodic reports, transparency of
Between the Public information, and other information fairly and
Company with Its appropriately.
Shareholders or
Investors Status: Comply / Comply
5. Perusahaan Terbuka SItus web www.ap1.co.id memuat informasi

mengungkapkan kebijakan yang bertujuan untuk meningkatkan
komunikasi Perusahaan partisipasi dan peran pemegang saham dalam
Terbuka dengan pemegang rangka menjalin komunikasi yang baik.
saham atau investor dalam
Situs Web. Website www.ap1.co.id provides information
intended to enhance participation and roles
5. A Public Company shall of shareholders in order to establish good
disclose the communication communication.
policy it and its shareholders
or investors adopt on the Status: Comply / Comply
website.
II Aspek 2: Fungsi dan Peran Dewan Komisaris

Aspect No. 2: Functions and Roles of the Board of Commissioners
Prinsip 3 6. Penentuan jumlah Berdasarkan Undang-undang No. 19 Tahun
Memperkuat anggota Dewan Komisaris 2003 tentang BUMN dan Peraturan Menteri
Keanggotaan dan mempertimbangkan kondisi Negara BUMN No. PER-01/MBU/2011 komposisi
Komposisi Dewan Perusahaan Terbuka. Dewan Komisaris, PT Angkasa Pura I (Persero)
Komisaris harus memungkinkan pengambilan keputusan
6. Determination of the number yang efektif, tepat dan cepat serta dapat
Principle 3 of members of the Board of bertindak secara independen dalam arti tidak
Strengthening Commissioners shall take into mempunyai benturan kepentingan.
Membership and account conditions of the Public
Composition of Company. Based on the Law No. 19 of 2003 concerning
the Board of State-Owned Enterprises and the Regulation of
Commissioners the State Minister of State-Owned Enterprises
(SOEs) No. PER-01/MBU/2011 concerning the
Composition of the Board of Commissioners,
PT Angkasa Pura I (Persero) shall facilitate
effective, proper, and prompt decision making
and can act independently in the sense that
there is no conflict of interests.

2017 Annual Report
443

Prinsip Rekomendasi
Company
7. Penentuan komposisi Kebijakan keberagaman komposisi Dewan
anggota Dewan Komisaris Komisaris pada PT Angkasa Pura I (Persero)
memperhatikan keberagaman diatur dalam board manual Perseroan yang
keahlian, pengetahuan, dan sesuai dengan Peraturan Menteri Negara
pengalaman yang dibutuhkan. BUMN Nomor: PER-02/MBU/02/2015 tentang
Persyaratan dan Tata Cara Pengangkatan dan
7. Determination of the Pemberhentian Anggota Dewan Komisaris
composition of members of dan Dewan Pengawas BUMN. Berdasarkan
the Board of Commissioners peraturan tersebut, anggota Dewan Komisaris
shall take into account the antara lain harus memenuhi persyaratan
diversity of skills, knowledge, materiil sebagai berikut.
and experience required.
Anggota Dewan Komisaris harus memiliki:
a. Integritas;
b. Dedikasi;
c. Memahami masalah-masalah manajemen
Perusahaan yang berkaitan dengan salah
satu fungsi manajemen;
d. Memiliki pengetahuan yang memadai di
bidang usaha Persero/Perum dimana yang
bersangkutan dicalonkan; serta
e. Dapat menyediakan waktu yang cukup
untuk melaksanakan tugasnya.
Perseroan juga senantiasa berupaya agar

komposisi Dewan Komisaris memiliki
keberagaman dalam usia, jenis kelamin,
pendidikan, pengalaman kerja, dan keahlian.
The policy governing diversity in the

composition of the Board of Commissioners
of PT Angkasa Pura I (Persero) is specified in
the Company’s manual board in accordance
with the Regulation of the State Minister of
State-Owned Enterprises Number: PER-02/
MBU/02/2015 concerning Requirements and
Procedures for the Appointment and Dismissal
of Members of the Board of Commissioners
and the Supervisory Board of SOEs. Based
on the regulation, members of the Board of
Commissioners, among others, must meet the
following material requirements.
A member of the Board of Commissioners is

required to have:
a. Integrity;
b. Dedication;
c. Understanding of the issues of the
management of the Company related to
one of the function of the management;
d. Sufficient knowledge of the business line
of the Company/ Public Company where
the concerned member is nominated; and
e. The ability to provide enough time to
execute his/her duties.
The Company also always strives to ensure

diversity in the composition of the Board
of Commissioners in terms of age, gender,
education, work experience, and expertise.


Prinsip Rekomendasi
Company
4 Prinsip 4 8. Dewan Komisaris mempunyai PT Angkasa Pura I (Persero) memiliki
Meningkatkan kebijakan penilaian sendiri kebijakan penilaian kinerja Dewan Komisaris
Kualitas Pelaksanaan (Self Assessment) untuk yang menjadi pedoman untuk menilai
Tugas dan Tanggung menilai kinerja Dewan kinerja perusahaan. Penilaian kinerja Dewan
Jawab Dewan Komisaris. Komisaris dapat dilihat dalam laporan
Komisaris. tahunan ini.
8. The Board of Commissioners
Principle 4 has a Self Assessment policy PT Angkasa Pura I (Persero) has a policy
Improving Quality to assess performance of the to assess performance of the Board of
of the Execution Board of Commissioners.. Commissioners which serves as a basis for the
of Duties and assessment of the Company’s performance.
Responsibilities The assessment of the performance of the
of the Board of Board of Commissioners can be seen in this
Commissioners annual report.
9. Kebijakan penilaian sendiri Kebijakan penilaian kinerja Dewan

(Self Assessment) untuk Komisaris PT Angkasa Pura I (Persero) telah
menilai kinerja Dewan dipublikasikan melalui Laporan Tahunan dan
Komisaris, diungkapkan situs web PT Angkasa Pura I (Persero).
melalui Laporan Tahunan
Perusahaan Terbuka. The policy to assess performance of the
Board of Commissioners of PT Angkasa Pura
9. The self-assessment I (Persero) has been published through the
policy aims to assess Annual Reports and website of PT Angkasa
performance of the Board Pura I (Persero).
of Commissioners, which
is reported in the Public Status: Comply / Comply
Company’s Annual Report.
10. Dewan Komisaris Alasan dan tata cara pemberhentian Dewan

mempunyai kebijakan terkait Komisaris di PT Angkasa Pura I (Persero)
pengunduran diri anggota dilaksanakan berdasarkan Peraturan
Dewan Komisaris apabila Menteri Negara BUMN Nomor: PER-02/
terlibat dalam kejahatan MBU/02/2015 tentang Persyaratan dan
keuangan. Tata Cara Pengangkatan dan Pemberhentian
Anggota Dewan Komisaris dan Dewan
10. The Board of Commissioners Pengawas BUMN. Berdasarkan peraturan
has a policy governing tersebut, alasan pemberhentian Anggota
resignation of members of Dewan Komisaris salah satunya adalah
the Board of Commissioners adanya Pemberhentian sewaktu-waktu,
in the event that they get dilakukan apabila anggota Dewan Komisaris
involved in financial crimes. yang bersangkutan terlibat dalam tindakan
yang merugikan BUMN dan/atau negara dan
atau dinyatakan bersalah dengan putusan
pengadilan yang telah mempunyai kekuatan
hukum yang tetap.
Grounds and procedures for dismissal of the

Board of Commissioners of PT Angkasa Pura I
(Persero) shall be executed in compliance with
the Regulation of the State Minister of State-
Owned Enterprises No. PER-02/MBU/02/2015
concerning Requirements and Procedures for
the Appointment and Dismissal of the Board
of Commissioners and the Supervisory Board
of a State-Owned Enterprise. Based on the
regulation, among the grounds for dismissal
of a member of the Board of Commissioners
is dismissal at any time, which applies in
the event that the concerned member of
the Board of Commissioners is involved in
an action that incurs losses to the SOE and/
or the state and/or is found guilty by a court
decision having permanent legal force.

2017 Annual Report
445

Prinsip Rekomendasi
Company
11. Dewan Komisaris atau Komite Dewan Komisaris PT Angkasa Pura I (Persero)
yang menjalankan fungsi telah menyusun kebijakan terkait nominasi
Nominasi dan Remunerasi dan remunerasi.
menyusun kebijakan suksesi
dalam proses Nominasi The Board of Commissioners of PT Angkasa
anggota Direksi. Pura I (Persero) has established a policy
governing nomination and remuneration.
11. The Board of Commissioners
or the Committee performing
the Nomination and Status: Comply / Comply
Remuneration function shall
establish a succession policy
in the process of nomination
of members of the Board of
Directors.
III Aspek 3: Fungsi dan Peran Direksi
Aspect No. 3: Functions and Roles of the Board of Directors
Prinsip 5 12. Penentuan jumlah anggota Jumlah, komposisi dan struktur Direksi
Memperkuat Direksi mempertimbangkan telah memenuhi ketentuan yang dapat
Keanggotaan dan kondisi Perusahaan Terbuka meningkatkan kinerja Perseroan sesuai
Komposisi Direksi. serta efektivitas dalam dengan kebutuhan serta kompleksitas bisnis
pengambilan keputusan. PT Angkasa Pura I (Persero).
Principle 5
Strengthening 12. Determination of the The number, composition, and structure of the
Membership and number of members of the Board of Directors have met the requirements
Composition of the Board of Directors shall that can improve the Company’s performance
Board of Directors consider conditions of the in accordance with the business needs and
Public Company and the complexity of PT Angkasa Pura I (Persero).
effectiveness of decision
making. Status: Comply / Comply
13. Penentuan komposisi anggota PT Angkasa Pura I (Persero) telah
Direksi memperhatikan, memperhatikan keberagaman keahlian,
keberagaman keahlian, pengetahuan, dan pengalaman komposisi
pengetahuan, dan Direksi sesuai dengan ketentuan keberagaman
pengalaman yang dibutuhkan. komposisi Direksi berdasarkan Peraturan
Menteri Negara BUMN Nomor: PER-01/
13. Determination of the MBU/2012 tentang Persyaratan dan Tata Cara
composition of members Pengangkatan dan Pemberhentian Anggota
of the Board of Directors Direksi BUMN.
shall consider the diversity
of skills, knowledge, and PT Angkasa Pura I (Persero) has paid attention
experience required to the diversity of skills, knowledge, and
experience in the composition of the Board of
Directors in accordance with the regulations
governing diversity in the composition
of the Board of Directors based on the
Regulation of the State Minister of State-
Owned Enterprises No. PER-01/MBU/2012
concerning Requirements and Procedures for
the Appointment and Dismissal of Members
of the Board of Directors of a State-Owned
Enterprise.
14. Anggota Direksi yang Novrihandri selaku Direktur Keuangan dan IT

membawahi bidang memiliki latar belakang pendidikan Sarjana
akuntansi atau keuangan Ekonomi dari Jurusan Akuntansi Universitas
memiliki keahlian dan/ Andalas Padang serta studi program
atau pengetahuan di bidang pasca sarjana di Universitas Gadjah Mada.
akuntansi. Novrihandri juga memiliki keahlian di bidang
Akuntansi, finance, dan teknologi informasi.


Prinsip Rekomendasi
Company
14. Members of the Board Novrihandri as the Director of Finance and IT
of Directors in charge of has a background in economics, i.e. obtaining
accounting or finance shall a Bachelor’s degree of Economics from
have expertise in and/or the Accounting Department of Universitas
knowledge of accounting. Andalas, Padang and a Master’s Degree from
Universitas Gadjah Mada. Novrihandri also
has expertise in accounting, finance, and
information technology.

6 Prinsip 6 15. Direksi mempunyai kebijakan PT Angkasa Pura I (Persero) telah memiliki
Meningkatkan penilaian sendiri (Self Kebijakan Penilaian Kinerja terhadap Direksi
Kualitas Pelaksanaan Assessment) untuk menilai sebagai pedoman untuk menilai efektivitas
Tugas dan Tanggung kinerja Direksi. pelaksanaan tugas dan tanggung jawab
Jawab Direksi. Direksi.
15. The Board of Directors has
Principle 6 a self-assessment policy to PT Angkasa Pura I (Persero) already has a
Improving Quality assess performance of the policy to assess performance of the Board of
of the Execution Board of Directors. Directors as a basis to assess effectiveness
of Duties and of the execution of the duties and
Responsibilities responsibilities of the Board of Directors.
of the Board of
Directors Status: Comply / Comply
16. Kebijakan penilaian sendiri Kebijakan penilaian kinerja Direksi PT

(Self Assessment) untuk Angkasa Pura I (Persero) telah dipublikasikan
menilai kinerja Direksi melalui Laporan Tahunan dan situs web PT
diungkapkan melalui laporan Angkasa Pura I (Persero).
tahunan Perusahaan Terbuka.
The policy to assess performance of the
16. The self-assessment policy Board of Directors of PT Angkasa Pura I
to assess performance of (Persero) has been published through Annual
the Board of Directors shall Reports and the website of PT Angkasa Pura
be disclosed through the I (Persero).
Company’s annual reports.
17. Direksi mempunyai kebijakan Berdasarkan Board Manual PT Angkasa

terkait pengunduran diri Pura I (Persero), salah satu alasan yang
anggota Direksi apabila menyebabkan berakhirnya jabatan anggota
terlibat dalam kejahatan Direksi adalah jika tidak lagi memenuhi
keuangan. persyaratan peraturan perundang-undangan
yang berlaku, termasuk apabila Direksi
17. The Board of Directors has a terlibat dalam kejahatan keuangan.
policy governing resignation
of members of the Board of Based on the Board Manual of PT Angkasa
Directors in the event that Pura I (Persero), one of the grounds for
they are involved in financial termination of the term of office of a
crimes. member of the Board of Directors is if the
concerned member is no longer deemed
eligible according to the applicable laws and
regulations, including in the event that the
concerned member of the Board of Directors
gets involved in financial crimes.

2017 Annual Report
447

Prinsip Rekomendasi
Company
IV Aspek 4: Partisipasi Pemangku Kepentingan
Aspect No. 4: Participation of Stakeholders
Prinsip 7 18. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) tidak menjual
Meningkatkan kebijakan untuk mencegah saham dan bukan merupakan Perusahaan
Aspek Tata Kelola terjadinya insider trading. Terbuka, sehingga PT Angkasa Pura I (Persero)
Perusahaan melalui tidak memiliki kebijakan untuk mencegah
Partisipasi Pemangku 18. The Public Company has a terjadinya insider trading.
Kepentingan. policy to prevent insider
trading.. PT Angkasa Pura I (Persero) does not sell
Principle 7 shares and is not a Public Company, thus it
Improving the does not have any policy to prevent insider
Aspect of Corporate trading.
Governance through
Participation of Status: Comply / Comply
Stakeholders.
.
19. Perusahaan Terbuka memiliki Dalam rangka implementasi prinsip Tata

kebijakan anti korupsi dan Kelola Perusahaan yang Baik (Good Corporate
anti fraud. Governance), PT Angkasa Pura I (Persero)
memiliki beberapa kebijakan anti korupsi dan
19. The Public Company has an anti fraud, melalui Pedoman Etika Perusahaan
anti-corruption and anti-fraud (Code of Conduct), monitoring atas Laporan
policy. harta kekayaan pejabat Negara (LHKPN),
program Pengendalian Gratifikasi, serta
sistem Pelaporan Pelanggaran (Whistleblowing
System).
In an attempt to implement the principles

of Good Corporate Governance, PT Angkasa
Pura I (Persero) has a number of anti-
corruption and anti-fraud policies, through
the Company’s Code of Conduct, monitoring of
the Report of State Administrators’ Assets, the
Gratuity Control Program, and the violation
reporting system (i.e. the Whistleblowing
System).

20. Perusahaan Terbuka memiliki Salah satu prinsip di Pengadaan Barang/Jasa
kebijakan tentang seleksi di PT Angkasa Pura I (Persero) merupakan
dan peningkatan kemampuan transparansi, sehingga semua ketentuan dan
pemasok atau vendor. informasi, termasuk syarat administrasi,
teknis, dan harga, tata cara evaluasi, serta
20. The Public Company has a tata cara penetapan pemenang Pengadaan
policy governing selection Barang/Jasa, sifatnya terbuka bagi semua
and improvement of vendors’ Penyedia Barang/Jasa yang berminat. Salah
capability. satu contohnya dapat dilihat dalam website PT
Angkasa Pura I (Persero), yaitu www.ap1.co.id,
semua vendor dapat melihat pengumuman
lelang di kolom info lelang. Selain itu,
untuk vendor yang memiliki kualifikasi dan
klasifikasi yang sesuai dengan pekerjaan yang
dibutuhkan oleh PT Angkasa Pura I (Persero)
dan vendor tersebut telah secara aktif
terdaftar dalam Vendor Management System
(VMS), maka secara otomatis vendor tersebut
dapat terundang. Hal tersebut agar PT
Angkasa Pura I (Persero) dapat memperoleh
barang/jasa yang diperlukan dengan harga
kompetitif dan kualitas yang baik.


Prinsip Rekomendasi
Company
One of the principles of Procurement of
Goods/Services of PT Angkasa Pura I (Persero)
is transparency, meaning that all regulations
and information, including administrative,
technical, and price requirements; evaluation
procedures; and procedures for determination
of the winner of Goods/Services Procurement,
are open to any interested Goods/Service
Vendors. For example, please visit the
website of PT Angkasa Pura I (Persero) at
www.ap1.co.id, where all vendors can see
the tender announcement in the tender
information column. In addition, vendors with
qualification and classification that suit the
type of work required by PT Angkasa Pura
I (Persero) and who have been registered in
the Vendor Management System (VMS) may
automatically be invited. This aims to ensure
that PT Angkasa Pura I (Persero) can obtain
the necessary goods/services at a competitive
price and with good quality.
21. Perusahaan Terbuka memiliki Dalam rangka memenuhi kebutuhan

kebijakan tentang pemenuhan pendanaan, PT Angkasa Pura I (Persero) telah
hak-hak kreditur. meminjam kepada bank dan masyarakat
melalui peneribitan Obligasi I dan Sukuk Ijarah
21. The Public Company has a I pada tahun 2016. Kewajiban-kewajiban
policy governing fulfillment yang timbul dari peminjaman tersebut telah
of the rights of creditors. dipenuhi melalui pembayaran pokok dan
bunga pinjaman secara tepat waktu.
To meet the need for funds, PT Angkasa Pura

I (Persero) has borrowed from banks and
the public through the issuance of Bonds I
and Sukuk Ijarah I in 2016. The liabilities
arising from such borrowing have been met
through punctual payment of the principal
and interest.
22. Perusahaan Terbuka PT Angkasa Pura I (Persero) telah memiliki

memiliki kebijakan sistem Sistem Pelaporan Pelanggaran (Whistleblowing
whistleblowing. System) berfungsi sebagai sarana dalam
pencegahan, pengungkapan pelanggaran atau
22. The Public Company has a tindak kecurangan dalam Perusahaan dan
policy governing the whistle telah dituangkan pada Keputusan Direksi PT
blowing system. Angkasa Pura I (Persero) Nomor: KEP.192/
PG.01/2016 tentang Pedoman Sistem
Pelaporan Pelanggaran (Whistleblowing
System). Sistem Pelaporan Pelanggaran
(Whistleblowing System) dapat diakses
melaui website sehingga mempermudah
pegawai maupun stakeholder PT Angkasa
Pura I (Persero) dalam pelaporan dugaan
pelanggaran yang terjadi.

2017 Annual Report
449

Prinsip Rekomendasi
Company
PT Angkasa Pura I (Persero) has a violation
reporting system (Whistleblowing System)
functioning as a means of prevention and
disclosure of violations or acts of fraud within
the Company, and it has been stipulated in
the Decision of the Board of Directors of PT
Angkasa Pura I (Persero) Number: KEP.192/
PG.01/2016 concerning Guidelines for the
Whistle Blowing System. The Whistle Blowing
System can be accessed through the website
to facilitate the employees and stakeholders
of PT Angkasa Pura I (Persero) in reporting
any alleged violations.
23. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) memiliki

kebijakan pemberian insentif kebijakan remunerasi berdasarkan Peraturan
jangka panjang kepada Menteri Badan Usaha Milik Negara.
Direksi dan karyawan
PT Angkasa Pura I (Persero) has a
23. The Public Company has a remuneration policy based on Regulation of
policy governing long-term the Minister of State-Owned Enterprises.
incentives for the Board of
Directors and employees. Status: Comply / Comply
V Aspek 5: Keterbukaan Informasi

Aspect No. 5: Transparency of Information
Prinsip 8 24. Perusahaan Terbuka Sampai saat ini, selain melalui situs web, PT
Meningkatkan memanfaatkan penggunaan Angkasa Pura I (Persero) juga memanfaatkan
Pelaksanaan teknologi informasi secara teknologi media sosial seperti twitter,
Keterbukaan lebih luas selain Situs Web instagram, youtube, dan pengumuman di surat
Informasi. sebagai media keterbukaan kabar harian.
informasi.
Principle 8 So far, in addition to using a website, PT
Improving the 24. The Public Company uses Angkasa Pura I (Persero) also uses social
Implementation of information technology media such as twitter, instagram, youtube, and
Transparency of extensively, in addition announcements in daily newspapers.
Information to website, as a means of
transparency of information. Status: Comply / Comply
25. Laporan Tahunan Perusahaan PT Angkasa Pura I (Persero) saat ini belum
Terbuka mengungkapkan menerbitkan saham, sehingga Laporan
pemilik manfaat akhir Tahunan PT Angkasa Pura I (Persero) tidak
dalam kepemilikan saham perlu mengungkapkan informasi mengenai
Perusahaan Terbuka paling pemegang saham dimaksud.
sedikit 5% (lima persen),
selain pengungkapan Currently, PT Angkasa Pura I (Persero) has not
pemilik manfaat akhir issued any shares, thus it is unnecessary for
dalam kepemilikan saham the Company’s annual report to disclose any
Perusahaan Terbuka melalui information about the shareholders.
pemegang saham utama dan
pengendali. Status: Comply / Comply
25. Annual Reports of a Public

Company shall disclose the
ultimate beneficial owner
for ownership of the Public
Company’s share of at
least 5% (five percent), in
addition to disclosure of the
ultimate beneficial owner
for ownership of the Public
Company’s share through
principal and controlling
shareholders

PEMONITORAN PENERAPAN GOOD CORPORATE GOVERNANCE

GOOD CORPORATE GOVERNANCE IMPLEMENTATION MONITORING
Pelaksanaan dan pemonitoran implementasi To implement GCG and monitor the implementation
GCG memerlukan pembentukan dan penguatan require the establishment and strengthening of
GCG infrastructure dan organ Perseroan. GCG the Company’s GCG infrastructure and organ.
infrastructure dapat didefinisikan sebagai suatu The GCG infrastructure can be defined as ways in
cara bagaimana aktivitas organisasi perusahaan which the activities of an organization are divided,
dibagi, diorganisir, dan dikoordinasikan. Melalui organized. and coordinated. By establishing and
pembentukan dan penguatan, peran dan fungsi strengthening, the roles and functions of each organ
masing-masing organ akan menjadi jelas dan tegas. will be clear and decisive. Meanwhile, the GCG soft
Sedangkan, GCG infrastructure adalah seperangkat structure refers to a set of rules and policies to
aturan dan kebijakan yang dimiliki Perseroan dalam which the Company adheres in the execution of its
menjalankan aktivitas usaha. Untuk menjamin business activities. To ensure that the established
bahwa standar yang telah ditetapkan dilaksanakan, standards are implemented, met, evaluated, and
dipenuhi, dievaluasi, dan ditingkatkan, maka improved, the Company monitors and evaluates GCG
Perseroan melakukan pemantauan dan evaluasi implementation.
pelaksanaan implementasi GCG.
Monitoring dari pelaksanaan implementasi The monitoring of GCG implementation is undertaken

GCG dilakukan oleh Corporate Administration by the Corporate Administration Department
Department yang berada di bawah Corporate under the Corporate Secretary. The work programs
Secretary. Adapun Program kerja yang dilakukan conducted by the Corporate Administration
oleh Corporate Administration Department dalam Department in monitoring the implementation of
monitoring pelaksanaan implementasi GCG di PT GCG of PT Angkasa Pura I (Persero) are:
Angkasa Pura I (Persero) sebagai berikut.
1. Melakukan assessment GCG. 1. Performing GCG assessment
2. Memantau dan menganalisis setiap kebijakan 2. Monitoring and analyzing any recent policies and
terbaru maupun best practice terkait penerapan best practices related to GCG implementation
GCG.
3. Melakukan review document GCG yang sesuai 3. Reviewing GCG documents relevant to business
dengan perkembangan bisnis Perseroan. development of the Company
4. Monitoring atas Laporan harta kekayaan pejabat 4. Monitoring the Report of State Administrators’
Negara (LHKPN) sesuai KEP.33/OM.07/2018 Assets in accordance with KEP.33/OM.07/2018
tentang Pedoman Pelaporan Harta Kekayaan concerning guidelines for the reporting of state
Penyelenggara Negara di lingkungan PT Angkasa administrators’ assets of PT Angkasa Pura I
Pura I (Persero) dalam mendukung program (Persero) in support of KPK’s program to realize
KPK mewujudkan transparansi penyelenggara transparency of state administrators, application
Negara, aplikasi dalam penerapan GCG, serta in the implementation of GCG, as well as in
mendukung kegiatan BUMN Bersih dari support of the activity BUMN Bersih (Clean
kementerian Negara BUMN. SOEs) of the State Ministry of SOEs
5. Melakukan pendampingan dan pengenalan 5. Conducting mentoring and introduction of the
Dewan Komisaris dan Direksi baru ke unit kerja new Board of Commissioners and Board of
pusat dan kantor Cabang. Directors to work units of the head and branch
offices
Selain itu, monitoring dari pelaksanaan implementasi In addition, the monitoring of GCG implementation
GCG dilakukan oleh Komite Risiko Usaha dan GCG. is also carried out by the GCG and Business Risk
Program kerja yang dilakukan Komite Risiko Usaha Committee. The work programs undertaken by the
dan GCG terkait dengan pemonitoran pelaksanaan GCG and Business Risk Committee in connection
GCG, yaitu: with GCG implementation monitoring are:
1. Mengevaluasi kebijakan tentang GCG dan 1. Evaluating policies on GCG and Ethical Standards
Standar Etika serta tindak lanjut hasil assessment as well as follows-up to results of the assessment
yang dilakukan oleh eksternal konsultan. conducted by external consultants

2017 Annual Report
451
2. Melakukan penyelidikan dan verifikasi 2. Doing an investigation and verification based

berdasarkan hasil temuan di lapangan berkaitan on the findings related to ethical violations and
dengan pelanggaran etika dan pelanggaran violations of GCG practices taking place in the
praktik GCG yang terjadi di Perseroan. Company
3. Mengevaluasi dan melakukan penyempurnaan 3. Evaluating and making improvements to the
terhadap pedoman-pedoman yang berkaitan guidelines relating to GCG implementation at
dengan pelaksanaan GCG sekurang-kurangnya least once a year or as necessary
1 (satu) tahun sekali atau disesuaikan dengan
kebutuhan Perseroan.
4. Memberikan nasihat, masukan, dan rekomendasi 4. Giving advice, suggestions, and recommendations
kepada Direksi mengenai standar-standar to the Board of Directors relating to standards
praktik terbaik penerapan GCG di Perseroan. for the best GCG implementation practices in the
Company
5. Membantu tugas Direksi dalam pembinaan dan 5. Assisting the Board of Directors in fostering
pengawasan efektivitas penerapan praktik GCG and supervising the effective implementation
di Perseroan sebagai upaya meningkatkan nilai of GCG practices in the Company in an attempt
Pemegang Saham, termasuk sosialisasi dan to increase shareholder values, including
internalisasi. dissemination of information and internalization
6. Melakukan evaluasi terhadap efektivitas 6. Evaluating the effectiveness of GCG
penerapan GCG oleh Organ Utama dan implementation by the Main and Supporting
Organ Pendukung serta memberikan Organs, and giving suggestions for improvement
masukan penyempurnaan serta upaya-upaya and efforts to strengthen it
pemantapannya.
7. Menyusun mekanisme reward and punishment 7. Developing a consistent reward and punishment
secara konsisten terkait penerapan praktik GCG mechanism related to the implementation of GCG
di Perseroan. practices in the Company
GOOD CORPORATE GOVERNANCE GOOD CORPORATE GOVERNANCE

ASSESSMENT ASSESSMENT
GCG Assessment merupakan upaya sistematik GCG Assessment is a systematic effort to collect and
untuk menghimpun dan mengolah data (fakta dan process reliable and valid data (facts and information)
informasi) yang andal dan sahih sehingga dapat in order to draw conclusions relating to the existing
disimpulkan kenyataan yang dapat digunakan realities that can be used as a basis for management
sebagai landasan tindakan manajemen agar to enable effective GCG implementation. Assessment
pelaksanaan GCG dapat dilakukan secara efektif. becomes part of the check and balance mechanism.
Assessment menjadi bagian dari mekanisme check Through assessment, the extent to which an activity
and balances. Dengan assessment, maka capaian is successfully realized can be determined precisely
kegiatan dapat diketahui dengan pasti dan tindakan and further measures to improve the performance
lebih lanjut untuk memperbaiki kinerja suatu of an activity can be determined.
kegiatan dapat ditetapkan.
KRITERIA PENILAIAN ASSESSMENT CRITERIA
Pelaksanaan GCG assessment tersebut berdasarkan The implementation of the GCG assessment is
Keputusan Sekretaris Kementerian Badan Usaha based on the Decree of the Secretary of the SOE
Milik Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Ministry No. SK-16/S.MBU/2012 dated June 6, 2012
Juni 2012 tentang Indikator/Parameter Penilaian concerning Indicators/Parameters for Assessing and
dan Evaluasi atas Penerapan Tata Kelola Perusahaan Evaluating the Implementation of Good Corporate
yang Baik (Good Corporate Governance) pada BUMN. Governance in SOEs. The indicators used in the GCG
Indikator yang digunakan dalam assessment GCG assessment include:
tersebut meliputi:

1. Komitmen terhadap penerapan tata kelola 1. Commitment to Sustainable Implementation of

perusahaan yang baik secara berkelanjutan. Good Corporate Governance
2. Pemegang Saham dan RUPS/Pemilik Modal. 2. Shareholders and GMS/Capital Owners
3. Dewan Komisaris/Dewan Pengawas. 3. Board of Commissioners/Supervisory Board
4. Direksi. 4. Board of Directors
5. Pengungkapan informasi dan transparansi. 5. Disclosure of Information and Transparency
6. Aspek lainnya. 6. Other Aspects
PIHAK YANG MELAKUKAN ASSESSMENT ASSESSORS
Pada tahun 2017, PT Angkasa Pura I (Persero) telah In 2017, PT Angkasa Pura I (Persero) conducted GCG
melakukan GCG assessment untuk tahun buku 2016 assessment for the fiscal year of 2016, which was
yang dilaksanakan oleh PT Bumi Pertiwi Mandiri. performed by PT Bumi Pertiwi Mandiri.
SKOR PENILAIAN SCORING SYSTEM
PT Angkasa Pura I (Persero) secara berkala PT Angkasa Pura I (Persero) has periodically
melakukan pengukuran implementasi GCG (GCG conducted assessment of GCG implementation in
assessment) di Perseroan sejak tahun 2007. the Company since 2007. This aims to obtain the
Hal ini dilakukan untuk memperoleh penilaian objective assessment of GCG implementation in the
yang objektif mengenai implementasi GCG di Company. The GCG Assessment in the Company can
perusahaan. Assessment GCG di Perseroan dapat be conducted independently, i.e. by the Company
dilakukan secara mandiri oleh internal Perseroan itself (self-assessment), or using the services of
(self assessment) ataupun dengan menggunakan independent parties (external evaluation).
jasa pihak independen (evaluasi eksternal).
Adapun pencapaian hasil GCG assessment PT GCG assessment results of PT Angkasa Pura I
Angkasa Pura I (Persero) dalam 5 (lima) tahun (Persero) for the last 5 (five) years are presented
terakhir sebagai berikut. below.
Tabel Hasil GCG Assessment

Table of GCG Assessment Results
Tahun
Pelaksanaan Skor GCG Assessment Kategori Pelaksana
Year of Score Category Performed by
Implementation
2017 90,85 Sangat Baik / Excellent PT Bumi Pertiwi Mandiri
2016 90,83 Sangat Baik / Excellent PT Adikarya Gemilang Solusindo
2015 90,46 Sangat Baik / Excellent PT Bumi Pertiwi Mandiri
Self assessment dengan
didampingi Pusat Pengembangan
Akuntansi dan Keuangan
2014 84,05 Baik / Good
Self-assessment under supervision
of the Center for Accounting and
Financial Development
2013 74,24 Cukup Baik / Fairly Good BPKP DKI Jakarta

2017 Annual Report
453
Hasil GCG assessment PT Angkasa Pura I (Persero) Results of the GCG assessment of PT Angkasa Pura
pada 2017 sebagai berikut. I (Persero) in 2017 are described in the following
table.
Tabel Hasil GCG Assessment

Table of GCG Assessment Results
Kriteria Bobot Skor Capaian

No.
Criteria Percentage Score Realization
1. Komitmen Terhadap Penerapan Tata Kelola Perusahaan 7% 4.7119 67.31%
yang Baik Secara Berkelanjutan
Commitment to Sustainable Implementation of Good
2. Pemegang Saham dan RUPS/Pemilik Modal 9% 8.0341 89.27%
Shareholders and GMS/Capital Owners
3. Dewan Komisaris 35% 32.6866 93.39%
Board of Commissioners/Supervisory Board
4. Direksi 35% 34.1058 97.45%
Board of Directors
5. Pengungkapan Informasi dan Transparansi 9% 8.8084 98.92%
Disclosure of Information and Transparency
6. Aspek Lainnya / Other Aspects 5% 2.5000 50.00%
Skor Keseluruhan / Total Score 100,00 90.8463 90.85%
Kualitas Penerapan GCG / GCG Implementation Quality Sangat Baik / Excellent
REKOMENDASI DAN TINDAKLANJUTNYA RECOMMENDATIONS AND FOLLOWS-UP
Beberapa kelemahan pelaksanaan good corporate To the shortcomings in the implementation of good
governance yang berhasil di identifikasi dari proses corporate governance which have been successfully
GCG assessment selanjutnya direkomendasikan identified based on the GCG assessment process, it
untuk ditindaklanjuti guna peningkatan kualitas is recommended to follow up on those shortcomings
implementasi GCG kedepannya. so as to improve the quality of GCG implementation
in the future.
Beberapa kelemahan yang direkomendasikan Some of the shortcomings recommended to be

untuk dilakukan tindakan perbaikan adalah sebagai improved are:
berikut:
Tabel Rekomendasi dan Tindak Lanjutnya

Table of Recommendations and Follow Up
Rekomendasi Tindak Lanjut

No
Recommendation Follow-Up
1 Menyempurnakan Pedoman Etika Perusahaan Pedoman Etika Perusahaan telah
untuk menambahkan pengaturan perihal perangkat dimutakhirkan.
turunan untuk mempermudah implementasi Pedoman Updates have been made to the
Etika Perusahaan, yang mencakup pengendalian Company’s Code of Ethics.
gratifikasi, pelaporan harta kekayaan serta pelaporan
pelanggaran (whistleblowing system).
Making improvements to the Company’s Code of

Ethics in order that it includes regulations concerning
derivative instruments to facilitate implementation of
the Company’s Code of Ethics, which includes gratuity
control, asset reporting, and the whistle blowing
system.


No
2 Menyempurnakan Pedoman Pengendalian Gratifikasi, 1. Telah dilaksanakan proses
Pedoman Pelaporan Harta Kekayaan Penyelenggara penyempurnaan Pedoman Sistem
Negara dan Pedoman Pelaporan Pelanggaran (WBS) Pelaporan Pelanggaran (Whistleblowing
untuk menyesuaikan dengan struktur Organisasi yang System).
berlaku saat ini 2. Telah dilaksanakan proses
penyempurnaan Pedoman
Making improvements to the Guidelines for Pengendalian Gratifikasi.
Gratuity Control, Guidelines for the Reporting of
State Administrators’ Assets, and Guidelines for the 1. The improvement of the
Reporting of Violations (WBS) to conform to the Whistleblowing System Guidelines has
existing organizational structure been implemented.
2. The process of refining the
Gratification Control Guidelines has
been carried out.
3 Menyempurnakan Pedoman Pelaporan Harta Telah dilaksanakan proses penyempurnaan
Kekayaan Penyelenggara Negara dengan pedoman LHKPN.
menambahkan pengaturan perihal pejabat perusahaan
yang ditugaskan berkoordinasi dengan KPK dalam The LHKPN guideline has been completed.
pengelolaan LHKPN serta pengaturan perihal sanksi.
Making improvements to the Guidelines for the

Reporting of State Administrators’ Assets by including
regulations on corporate officers in charge of
coordinating with KPK in the management of Reports
of State Administrators’ Assets and the regulation
governing the sanction.
4 Melaksanakan sosialisasi kebijakan whistleblowing 1. Telah mencantumkan informasi
system kepada karyawan dan stakeholders terkait kebijakan sistem pelaporan
perusahaan. pelanggaran (Whistleblowing System)
Persoran pada website Persoran.
Introducing the whistle blowing system policy to the 2. Kebijakan Whistleblowing System telah
Company’s employees and stakeholders. disosialisasikan kepada karyawan dan
stakeholders Persoran.
1. Has included information related

policy reporting system violation
(Whistleblowing System) company on
the company website
2. Whistleblowing System Policy
has socialized to employees and
stakeholders of the company.
5 Menyiapkan dukungan sarana teknologi informasi Telah dibuatkan aplikasi Sistem Pelaporan
untuk mendukung penerapan kebijakan whistleblowing Pelanggaran (Whistleblowing System)
system. berbasis Web dan dapat diakses di alamat
http://wbs.ap1.co.id/.
Preparing the information technology facilities to
support the implementation of the whistle blowing A Reporting System application has
system policy. Whistleblowing System
Web-based and accessible at
address http://wbs.ap1.co.id.
6 Menyempurnakan pengadministrasian risalah rapat Telah dilakukan pengadministrasian
Dewan Komisaris. dan pengarsipan risalah rapat Dewan
Komisaris.
Making improvements to the administration of the
minutes of the meeting of the Board of Commissioners The administration and archiving of the
minutes of the meeting of the Board of
Commissioners have been carried out

2017 Annual Report
455

No
7 Menandatangani pernyataan tahunan perihal tidak Pernyataan Tahunan perihal tidak memiliki
memiliki benturan kepentingan atau pernyataan benturan kepentingan atau pernyataan
komitmen untuk mentaati Pedoman Perilaku komitmen untuk mentaati Pedoman
Perusahaan. Perilaku Persoran telah ditandatangani
oleh Dewan Komisaris.
Signing the annual declaration stating having no
conflict of interests or the declaration of commitment Annual statement of the subject does
to comply with the Company’s Code of Conduct. not have conflict of interest or statement
commitment to obey the Code Company
behavior has been signed by the Board of
Commissioners.
8 Mengadministrasikan seluruh risalah asli rapat Dewan Telah dilakukan pengadministrasian risalah
Komisaris di Sekretaris Perusahaan. rapat asli Dewan Komisaris di Sekretaris
Perusahaan.
Performing administration of the whole original
minutes of the meeting of the Board of Commissioners The administration of the whole original
by the Corporate Secretary. minutes of the meeting of the Board of
Commissioners has been undertaken by
the Corporate Secretary.
9 Melengkapi pedoman, prosedur, dan instruksi kerja Sudah dilengkapi pedoman, prosedur dan
untuk seluruh proses bisnis inti perusahaan. instruksi kerja untuk seluruh proses bisnis
inti Persoran yang dibuktikan dengan
Adding information to complete work guidelines, sertifikat ISO 9001 Tahun 2015 di bidang
procedures, and instructions for the entire processes PJP2U dan PJP4U di seluruh Bandara
of the Company’s core business kecuali Biak. Biak baru bersertifikasi
di bidang PJP2U (PJP4U belum
bersertifikasi).
The work guidelines, procedures, and

instructions for the entire processes of
the Company’s core business have been
prepared as evident from the ISO 9001
certificate of 2015 obtained in the sectors
of PJP2U and PJP4U by all airports,
except Biak. Currently, Biak completed
certification in the sector of PJP2U only
(it has not obtained any certificate for the
sector of PJP4U).
10 Menyesuaikan seluruh pedoman, prosedur, dan Sudah dilakukan penyesuaian seluruh
instruksi kerja dengan struktur organisasi yang pedoman, prosedur dan instruksi kerja
berlaku saat ini. dengan struktur organisasi yang berlaku di
seluruh kantor cabang.
Making adjustments to the whole work guidelines,
procedures, and instructions based on the existing The whole work guidelines, procedures,
organizational structure and instructions have been adjusted to
the organizational structure adopted in all
branch offices.
11 Menetapkan pedoman, prosedur, dan instruksi kerja Sedang dilaksanakan updating pedoman,
perihal penyusunan RKAP yang sesuai dengan struktur prosedur dan instruksi kerja perihal
organisasi yang berlaku saat ini. penyusunan RKAP yang sesuai dengan
struktur organisasi yang berlaku saat ini.
Determining the work guidelines, procedures, and
instructions relating to the development of the Updates to the work guidelines,
Company’s Work Plan and Budget based on the procedures, and instructions relating to
existing organizational structure the development of the Company’s Work
Plan and Budget which are compatible
with the existing organizational structure
are already underway


No
12 Mengisi jabatan-jabatan struktural yang masih Sedang dilakukan penyempurnaan
mengalami kekosongan. Keputusan Direksi tentang Pola Karir
Pegawai. Sambil menunggu penyelesaian
Having vacant structural positions occupied konsep dimaksud, pengisian jabatan
dilakukan dengan berdasarkan pada
Surat Edaran Direktur Personalia dan
Umum Nomor ED.48/KP.07/2016/HD-B
tentang Pola Pengisian Formasi Jabatan
Struktural dan Fungsional PT Angkasa Pura
I (Persero).
Revision to the Decision of the Board of

Directors concerning Employee Career
Patterns is already underway. While
waiting for the completion of the draft,
recruitment to occupy vacant positions
is undertaken based on the Circular of
the Director of HR and General Affairs
Number: ED.48/KP.07/2016/HD-B
concerning Patterns to Fill the Formation
of Structural and Functional Positions of
13 Menetapkan pedoman, prosedur, dan instruksi kerja Sedang dilakukan penyempurnaan
perihal penilaian kinerja unit kerja dan individu. Keputusan Direksi PT Angkasa Pura
I (Persero) tentang Performance
Determining the work guidelines, procedures, and Management System (PMS). Sambil
instructions relating to performance appraisal for menunggu konsep dimaksud, akan
work units and individuals diterbitkan Surat Edaran Direktur SDM dan
Umum tentang PMS.
Revision to the Decision of the Board of

Directors of PT Angkasa Pura I (Persero)
concerning the Performance Management
System (PMS) is already underway. While
waiting for the completion of the draft,
the Director of HR and General Affairs will
issue a circular concerning PMS
14 Menetapkan pedoman, prosedur, dan instruksi kerja a. Telah dilakukan proses penyusunan
perihal pengelolaan Anak Perusahaan yang antara Instruksi kerja sebagai turunan dari
lain mengatur pengangkatan dan pemberhentian Keputusan Direksi tentang Petunjuk
Dewan Komisaris dan Direksi Anak Perusahaan dari Pelaksanaan Hubungan dan Tata
unsur pejabat perusahaan, pengawasan kinerja Anak Kerja Pengelolaan Anak Perusahaan
Perusahaan serta penilaian kinerja Anak Perusahaan. di Lingkungan PT Angkasa Pura I
(Persero).
Determining the work guidelines, procedures, b. Pengawasan dan penilaian kerja
and instructions relating to the management Anak Perusahaan dilakukan secara
of subsidiaries, which among others specify berkala melalui koordinasi yang
the appointment and dismissal of the Board of intensif baik melalui surat maupun
Commissioners and the Board of Directors of a media komunikasi lain, evaluasi
subsidiary from the aspects of corporate officers, laporan manajemen Anak Perusahaan
supervision of subsidiaries’ performance, and setiap bulan, corrective action atas
performance appraisal of subsidiaries pencapaian kinerja Anak Perusahaan
setiap 3 (tiga) bulan, dan lainnya.
a. Working process has been prepared

as a derivative of the Board of
Directors’ Decree on Guidelines for
the Implementation of Relations and
Working Procedures of Subsidiary
Management in the Environment of PT
b. Supervision and assessment of
the performance of subsidiaries
are undertaken on a regular basis
through intensive coordination by
means of correspondence or other
communication media, monthly
evaluation of subsidiary management
reports, corrective actions on
subsidiaries’ performance every 3
(three) months, and so on.
2017 Annual Report
457

No
15 Menyesuaikan Pedoman Manajemen Risiko dengan Pedoman Manajemen Risiko telah
struktur organisasi yang berlaku saat ini. menyesuaikan dengan struktur organisasi
Making adjustments to the Risk Management yang berlaku saat ini, progres saat
Guidelines in order to comply with the existing ini dalam tahap Legal Drafting yang
organizational structure. selanjutnya akan diusulkan untuk
persetujuan Direksi.
The Risk Management Guidelines

have been adjusted to the existing
organizational structure. They are
currently at the stage of drafting and
later will be proposed for approval by the
Board of Directors.
16 Melaksanakan evaluasi efektivitas pengendalian Internal Audit telah melaksanakan
internal tingkat korporat. evaluasi efektivitas pengendalian internal
Evaluating the effectiveness of internal control at the melalui evaluasi kinerja Internal Audit
corporate level. yang dilakukan oleh Badan Pengawasan
Keuangan dan Pembangunan (BPKP).
Internal Audit has been implemented

evaluation of the effectiveness of
internal controls through an Internal
Audit performance evaluation conducted
by the Supervisory Board Finance and
Development.
17 Menyempurnakan Piagam SPI untuk menyesuaikan Penyempurnaan Piagam SPI sedang
dengan ketentuan Otoritas Jasa Keuangan karena dalam proses review dikarenakan masih
perusahaan telah menjual obligasi kepada publik. menunggu disahkannya struktur organisasi
Making improvements to the SPI Charter to comply PT Angkasa Pura I (Persero) yang baru.
with the regulations issued by OJK as the Company
has sold bonds to the public. Completion of SPI Charter being in the
review process because it is still waiting
for the legalization of organizational
structure New PT Angkasa Pura I (Persero).
18 Melaksanakan pengukuran penjaminan mutu Telah ditindaklanjuti review dari arahan
SPI (mengevaluasi mutu dan kinerja SPI untuk BPKP tahun 2016 dengan melaksanakan
dibandingkan dengan standar profesi dan best sertifikasi para Auditor secara bertahap
practice). atas sertifikasi kompetensi.
Performing assessment of SPI quality assurance
(evaluating the quality and performance of SPI to Follows-up to the review have been made
be compared with professional standards and best based on instructions from BPKP in 2016
practices). by carrying out certification of auditors’
competencies in stages.
19 Melaksanakan pengukuran kematangan (level Sudah dilaksanakan pengukuran
maturitas) penerapan manajemen risiko. kematangan maturitas dan sedang
Assessing the maturity level of the risk management menunggu hasil pengukuran dari konsultan
implementation eksternal.
The maturity level has been assessed and

currently, it is waiting for results of the
assessment by external consultants.
20 Mempublikasikan Pedoman Code of Corporate Pedoman Code of Corporate Governance
Governance (COCG) dalam website perusahaan. (COCG) telah dipublikasikan di website
Publishing the Code of Corporate Governance (COCG) Perseroan.
on the Company’s website.
The Code of Corporate Governance (COCG)
guidelines have been published on the
Company’s website.

PENINGKATAN KUALITAS IMPROVING THE QUALITY OF

IMPLEMENTASI GOOD GOOD CORPORATE GOVERNANCE
CORPORATE GOVERNANCE IMPLEMENTATION
Perseroan melakukan peningkatan kualitas The Company improves the quality of GCG
implementasi GCG dengan menindaklanjuti hasil implementation by following up the results of
assessment, temuan audit dan rekomendasi auditor assessment, audit findings and recommendations
internal dan auditor eksternal. Adapun bentuk of internal auditors and external auditors. The form
tindak lanjut tersebut dilakukan melalui rapat of follow-up is done through discussion meetings
pembahasan antara Direksi, Sekretaris Perusahaan between the Board of Directors, Corporate Secretary,
dan Unit serta Komite terkait yang dilaksanakan and related Units and Committees that are conducted
secara rutin setiap bulannya. regularly every month
Selanjutnya akan segera dilakukan tindakan koreksi Subsequently, corrective measures will be taken
yang dituangkan dalam program kerja. Pelaksanaan immediately and specified in the work program.
program kerja senantiasa dipantau kesesuaiannya Execution of the work program is always monitored
sehingga akan meningkatkan kualitas implementasi in terms of consistency so as to improve the
GCG. Di samping itu, Perseroan juga melakukan quality of GCG implementation. In addition, the
benchmarking dalam rangka peningkatan kualitas Company also conducts benchmarking in order to
GCG dengan mengikuti perkembangkan best improve the quality of GCG by adopting the existing
practices yang ada. developments in the best practices.

2017 Annual Report
459
STRUKTUR DAN MEKANISME CORPORATE GOVERNANCE

CORPORATE GOVERNANCE STRUCTURE AND MECHANISM
Berdasarkan Undang-Undang Republik Indonesia Based on the Law of the Republic of Indonesia Number
Nomor 40 tahun 2007 tentang Perseroan Terbatas 40 of 2007 concerning Limited Liability Companies,
(UU PT), Organ Perseroan terdiri dari Rapat Umum the Company’s organs consist of the General Meeting
Pemegang Saham (RUPS), Dewan Komisaris, dan of Shareholders (GMS), the Board of Commissioners,
Direksi. Sistem kepengurusan menganut sistem dua and the Board of Directors. The system of management
badan (two tier system), yaitu Dewan Komisaris dan adopted is the two-tier system, i.e. the Board of
Direksi, yang memiliki wewenang dan tanggung Commissioners and the Board of Directors, which
jawab yang jelas sesuai fungsinya masing-masing have clear authority and responsibilities based on
sebagaimana diamanahkan dalam anggaran dasar their respective functions as specified in the articles of
dan peraturan perundang-undangan. association, and laws and regulations.
STRUKTUR ORGAN PERUSAHAAN STRUCTURE OF THE COMPANY’S

ORGANS
Sejalan dengan ketentuan Undang-undang Consistent with the provisions set out in the Law No.
Perseroan Terbatas Nomor 40 Tahun 2007, maka 40 of 2007 concerning Limited Liability Companies,
struktur GCG PT Angkasa Pura I (Persero) terdiri the GCG structure of PT Angkasa Pura I (Persero)
dari Rapat Umum Pemegang Saham (RUPS), consists of the General Meeting of Shareholders
Dewan Komisaris dan Direksi. Pelaksanaan tata (GMS), the Board of Commissioners, and the Board
kelola perusahaan dilakukan secara sistematis of Directors. Corporate governance is implemented
dan berkesinambungan sehingga prinsip-prinsip systematically and continuously, thus GCG principles
GCG menjadi acuan dalam kegiatan sehari-hari PT serve as guidelines for the daily operations of PT
Angkasa Pura I (Persero). Angkasa Pura I (Persero).
Dalam melaksanakan kepengurusan PT Angkasa In undertaking the management of PT Angkasa Pura

Pura I (Persero), Direksi didukung oleh struktur I (Persero), the Board of Directors is supported by an
manajemen yang efektif. Adapun dalam effective management structure. Meanwhile, in the
melaksanakan fungsi pengawasan, Dewan execution of the supervisory function, the Board of
Komisaris didukung oleh organ penunjang seperti Commissioners is supported by supporting organs
Sekretaris Dewan Komisaris, Komite Audit, dan such as the Secretary of the Board of Commissioners,
Komite Risiko Usaha dan GCG. the Audit Committee, and the GCG and Business Risk
Committee.
Struktur organ Perseroan PT Angkasa Pura I The structure of the organs of PT Angkasa Pura I
(Persero) adalah sebagai berikut. (Persero) is illustrated below.
Rapat Umum Pemegang Saham

General meeting of stakeholders
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Organ Pendukung: Supporting Organs:

Sekretaris Dewan Komisaris Secretary of the Board of Komite Manajemen Risiko Risk Management Committee
Commissioners Sekretaris Perusahaan Corporate Secretary
Komite Audit Audit Committee Jajaran Manajemen Management Ranks
Komite Risiko usaha dan GCG Business Risk and GCG
Committee

INFRASTRUKTUR CORPORATE CORPORATE GOVERNANCE

GOVERNANCE INFRASTRUCTURES
Dalam pelaksanaannya, PT Angkasa Pura I (Persero) In practice, PT Angkasa Pura I (Persero) has various
memiliki berbagai kebijakan/pedoman dalam policies/guidelines to adhere in the execution of its
menjalankan fungsi dan tugasnya yang disebut functions and duties known as GCG infrastructures.
dengan infrastruktur GCG. Tujuan membangun The establishment of the GCG infrastructures aims
infrastruktur GCG antara lain sebagai berikut. to:
1. Melengkapi kebijakan pendukung dalam 1. Supplement supporting policies on GCG
penerapan GCG. implementation
2. Menjadi pedoman bagi Perseroan dalam 2. Serve as guidelines for the Company in carrying
menjalankan aktivitas sehari-hari sesuai dengan out its daily operations in accordance with the
budaya (corporate culture) yang diharapkan. expected corporate culture
3. Merupakan bentuk komitmen tertulis bagi 3. Serve as written commitment for the whole
seluruh jajaran dan tingkatan organisasi levels of the Company in an attempt to
Perseroan dalam rangka meningkatkan disiplin enhance discipline and responsibilities of the
dan tanggung jawab organ Perseroan dalam Company’s organs to safeguard the interests of
rangka menjaga kepentingan stakeholders stakeholders in accordance with their respective
sesuai dengan tanggung jawab masing-masing. responsibilities.
Infrastruktur GCG yang telah dimiliki oleh PT The following are some GCG infrastructures PT
Angkasa Pura I (Persero) antara lain adalah: Angkasa Pura I (Persero) already has:
1. Pedoman Corporate Governance (Code of 1. The Code of Corporate Governance
Corporate Governance).
2. Pedoman Etika Perusahaan (Code of Conduct). 2. The Company’s Code of Conduct
3. Board Manual. 3. Board Manual
4. Piagam Komite Audit. 4. The Audit Committee Charter
5. Piagam Internal Audit. 5. The Internal Audit Charter
6. Perjanjian Kerja Bersama 2014-2016. 6. Collective Labor Agreement 2014-2016
7. Pedoman Pengendalian Gratifikasi. 7. Gratuity Control Guidelines
8. Pedoman Whistleblowing system. 8. Whistle Blowing System Guidelines
9. Pedoman Laporan Harta Kekayaan 9. Guidelines for the Reports on State
Penyelenggara Negara (LHKPN). Administrators’ Assets
10. Kebijakan-kebijakan Perseroan Lainnya dan 10. Other policies adopted by the Company and
Standard Operating Procedure (SOP). Standard Operating Procedures (SOP)
Pedoman dan kebijakan tersebut telah These guidelines and policies have been introduced
disosialisasikan kepada seluruh Dewan Komisaris, to all members of the Board of Commissioners,
Direksi dan seluruh insan Perseroan, serta telah the Board of Directors, and all employees of the
menjadi landasan kegiatan operasional Perseroan. Company, and have been used as the bases for the
Perseroan senantiasa melakukan pemantauan dan Company’s operations. The Company constantly
evaluasi penerapannya secara kontinyu. monitors and evaluates their implementation
continuously.

2017 Annual Report
461
MEKANISME CORPORATE CORPORATE GOVERNANCE

GOVERNANCE MECHANISM
Mekanisme corporate governance merupakan The corporate governance mechanism refers to

proses penerapan prinsip corporate governance a process of applying the principles of corporate
yang didukung oleh kecukupan struktur dan governance supported by adequacy in terms of the
infrastruktur tata kelola Perseroan, sehingga corporate governance structure and infrastructure,
menghasilkan outcome yang sesuai dengan resulting in the outcome expected by the Company’s
harapan pemangku kepentingan Perseroan. Proses stakeholders. The process of implementing
penerapan corporate governance melekat pada corporate governance is embedded in the corporate
struktur corporate governance sebagai berikut. governance structure below.
RAPAT UMUM PEMEGANG SAHAM GENERAL MEETING OF SHAREHOLDERS
RUPS merupakan organ perseroan terbatas yang The GMS is a limited liability company’s highest
tertinggi. Organ ini mempunyai hak dan kewenangan organ. This organ has rights and authority which
yang tidak dimiliki oleh Direksi dan Komisaris. neither the Board of Directors nor the Board
Dengan demikian, RUPS merupakan organ yang of Commissioners has. This makes the GMS the
tertinggi di dalam Perseroan. Dilihat dari sudut Company’s highest organ. Viewed from its role in the
peranannya dalam Perseroan, RUPS mempunyai Company, the GMS plays a vital role. It is authorized
peranan yang sangat penting. RUPS berwenang to appoint and dismiss members of the Board of
untuk mengangkat dan memberhentikan anggota Commissioners and the Board of Directors, evaluate
Dewan Komisaris dan Direksi, melakukan evaluasi performance of the Board of Commissioners and the
kinerja Dewan Komisaris dan Direksi, menyetujui Board of Directors, approve the amendment to and
perubahan dan pengesahan Anggaran Dasar, ratification of the Articles of Association, approve
menyetujui laporan tahunan dan menetapkan annual reports, and determine the form and the
bentuk dan jumlah remunerasi anggota Dewan amount of remuneration for members of the Board
Komisaris dan Direksi serta mengambil keputusan of Commissioners and the Board of Directors as
terkait tindakan korporasi atau keputusan strategis well as carry resolutions on measures taken by the
lainnya yang diajukan Direksi, alokasi penggunaan Company or other strategic decisions proposed by
laba, pembagian dividen. the Board of Directors, allocation of profit utilization,
and allotment of dividends.
REFERENSI PERATURAN REGULATIONS TO REFER
RUPS adalah Organ Perseroan yang mempunyai The GMS is the Company’s organ with authority
wewenang yang tidak diberikan kepada Direksi which is not granted to both the Board of Directors
atau Dewan Komisaris dalam batas yang ditentukan or the Board of Commissioners under restriction
dalam Undang-Undang No. 40 Tahun 2007 tentang as specified in the Law No. 40 of 2007 concerning
Perseroan Terbatas dan/atau Anggaran Dasar. Limited Liability Companies and/or the Articles of
Berdasarkan Anggaran Dasar Perseroan RUPS Association. Based on the Articles of Association of
terdiri dari RUPS Tahunan dan RUPS luar Biasa the Company, the GMS consists of the Annual GMS
(RUPSLB) yang dapat diadakan sewaktu-waktu and the Extraordinary GMS which may be held at
berdasarkan kebutuhan. any time as necessary.

PENYELENGGARAAN RUPS EXECUTION OF THE GMS
Pelaksanaan RUPS telah melalui proses The GMS is held after the announcement and
pengumuman dan pemanggilan RUPS yang notice of the GMS in accordance with the prevailing
dilakukan sesuai ketentuan yang berlaku. Bahan regulations. The necessary information about the
informasi yang diperlukan terkait pelaksanaan execution of the GMS shall be given simultaneously
RUPS disampaikan bersamaan dengan pemanggilan with the notice of the GMS. However, in the absence
RUPS. Namun jika hal tersebut belum tersedia pada of such information at the time the notice of the
saat pemanggilan RUPS, maka bahan informasi GMS is given, then it shall be informed at the time
tersebut akan disampaikan pada saat RUPS the GMS is held.
diselenggarakan.
RUPS terdiri dari RUPS Tahunan dan RUPS Luar The GMS consists of the Annual GMS and the
Biasa. RUPS Tahunan dilakukan Perseroan setiap Extraordinary GMS. The Annual GMS is held by the
tahun, yang meliputi RUPS Tahunan tentang Company annually, which covers the Annual GMS
Laporan Tahunan Perseroan dan RUPS Tahunan concerning the Company’s Annual Report, and the
tentang Rencana Kerja dan Anggaran Perusahaan Annual GMS concerning the Company’s Work Plan
(RUPS RKAP), sedangkan RUPS Luar Biasa dapat and Budget, while the Extraordinary GMS can be
diadakan setiap waktu berdasarkan kebutuhan held at any time as necessary in the interests of the
untuk kepentingan Perseroan. Company.
PELAKSANAAN RUPS RENCANA KERJA DAN EXECUTION OF THE GMS CONCERNING THE
ANGGARAN PERUSAHAAN (RKAP) TAHUN 2017 COMPANY’S WORK PLAN AND BUDGET YEAR 2017
DAN REALISASINYA AND THE REALIZATION
Pelaksanaan RUPS RKAP tahun 2017 dapat dilihat The implementation of GMS RKAP 2017 can be seen
pada tabel di bawah ini. in the table below.
Tabel Pelaksanaan RUPS RKAP TAHUN 2017

Table of Implementation GMS RKAP 2017
Undangan Pelaksanaan Hasil RUPS

Invitation Implementation Results of the GMS
Undangan RUPS tentang Rencana Rapat Umum Pemegang Saham Hasil keputusan RUPS disampaikan
Kerja Anggaran Perusahaan (RUPS) tentang Rencana Kerja kepada pemegang saham melalui
(RKAP) Tahun 2017 telah Anggaran Perusahaan (RKAP) surat serta diunggah ke situs www.
disampaikan kepada para Tahun 2017 telah dilaksanakan fis.bumn.go.id. Risalah RUPS juga
Pemegang Saham melalui surat pada tanggal 9 Januari 2017 telah dimuat di website Perseroan
No. API.09/KU.01.03/2017-DU-B di Kantor Kementerian BUMN (www.ap1.co.id).
pada tanggal 3 Januari 2017. Ruang Rapat Lt. 6, Jalan Medan
Merdeka Selatan No. 13 Jakarta The result of the RUPS decision is
The GMS invitation on the Pusat. submitted to shareholders through
Company’s Working Budget mail and uploaded to the website
Plan (RKAP) of 2017 has General Meeting of Shareholders www.fis.bumn.go.id. Minutes of the
been submitted to the (RUPS) on the Work Plan GMS as well has been published on
Shareholders by letter no. Company Budget (RKAP) the Company’s website
API.09/KU.01.03/2017-DU-B on Year 2017 has been (www.ap1.co.id).
January 3, 2017. implemented on January
9, 2017 in the Office of the
Ministry of SOEs Meeting Room
Lt. 6, Road Medan Merdeka
Selatan no.13 Central Jakarta

2017 Annual Report
463
Rekapitulasi Kehadiran Pada RUPS Rencana Kerja Recapitulation of Attendance at The GMS Concerning
dan Anggaran Perusahaan Tahun 2017 The Company’s Work Plan and Budget Year 2017
RUPS RKAP tahun 2017 yang dihadiri oleh Dewan The Annual GMS Concerning The Company’s Work
Komisaris dan Direksi Perseroan sebagai berikut: Plan and Budget Year 2017 attended by the Board
of Commissioners and the Board of Directors of the
Company is described below:
Tabel Rekapitulasi Kehadiran Pada RUPS RKAP TAHUN 2017

Table of Recapitulation of Attendance at the GMS concerning the Company’s Work Plan and
Budget Year 2017
Nama Jabatan Kehadiran

No.
Name Position Attendance
1. Andrinof Chaniago Komisaris Utama/Komisaris Independen Hadir
President Commissioner/Independent Commissioner Present
2. Boy Syahril Qamar Komisaris Independen Hadir
Independent Commissioner Present
3. Dwi Ary Purnomo Komisaris Hadir
Commissioner Present
4. Anandy Wati Komisaris Hadir
5. Agus Santoso Komisaris Hadir
6. Selby Nugraha Komisaris Hadir
Rachman Commissioner Present
7. Danang S. Baskoro Direktur Utama Hadir
President Director Present
8. Polana Banguningsih Direktur Teknik Hadir
Prasmeti Director of Engineering Present
9. Wendo Asrul Rose Direktur Operasi Hadir
Director of Operations Present
10. Moch. Asrori Direktur Komersial dan Pengembangan Usaha Hadir
Director of Commerce and Business Development Present
11. Novrihandri Direktur Keuangan dan Teknologi Informasi Hadir
Director of Finance and Information Technology Present
12. Adi Nugroho Direktur Personalia dan Umum Hadir
Director of HR and General Affairs Present

Agenda dan Keputusan RUPS Rencana Kerja dan Agenda and Resolution of The GMS Concerning The
Anggaran Perusahaan Tahun 2017 Company’s Work Plan and Budget Year 2017
Agenda Rapat Pertama / The First Meeting Agenda

Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2017.
Approval of the Company’s Work Plan and Budget Year 2017.
Keputusan / Resolutions
Mengesahkan Rencana Kerja dan Anggaran Perusahaan Tahun 2017 dengan pokok-pokok sebagai berikut:
/ To approve the Company’s Work Plan and Budget 2017 with the following description:
a. Laporan Posisi Keuangan / Financial Position Report
Aset / Asset Juta / Milion
Aset Lancar / Current Assets Rp 3,049,754
Aset Tetap / Fixed Assets Rp 23,545,047
Aset Lain-lain / Other Assets Rp -
Jumlah Aset / Total Assets Rp 26,594,801
Liabilitas dan Ekuitas / Liabilities and Equity
Liabilitas Jangka Pendek / Short-Term Liabilities Rp 2,388,199
Liabilitas Jangka Panjang / Long-Term Liabilities Rp 11,123,395
Ekuitas / Equity Rp 13,083,207
Jumlah Liabilitas dan Ekuitas / Total Liabilities and Equity Rp 26,594,801
b. Laporan Laba Rugi dan Penghasilan Komprehensif Konsolidasian. / Consolidated Statement of Profit
and Loss, and Comprehensive Income.
Pendapatan Usaha / Revenue Juta / Milion
Pendapatan Aero / Aeronautical Revenue Rp 4,341,289
Pendapatan Non Aero / Non-Aeronautical Revenue Rp 3,275,172
Total Pendapatan Usaha / Total Revenue Rp 7,616,461

Beban Usaha / Business Expense
Beban Usaha / Business Expense Rp 5,725,076
Total Beban Usaha / Total Business Expense Rp 5,725,076
Laba (Rugi) Usaha / Business Profit (Loss) Rp 1,891,385
Pendapatan (Beban) Lain-lain / Other Income (Expense) Rp (312,145)
Bagian Laba Entitas Asosiasi / Profit of Associates Rp 6,500
Laba (Rugi) Sebelum Pajak / Profit (Loss) Before Tax Rp 1,585,740
Beban Pajak / Tax Expense Rp 412,363
Kepentingan Non Pengendali / Non-Controlling Interest Rp 1,735
Laba (Rugi) Setelah Pajak / Profit (Loss) After Tax Rp 1,171,642
c. Investasi / Investment
Juta / Milion
Investasi Rutin / Routine Investment Rp 4,097,223
Investasi Non Rutin/Proyek / Non-Routine Investment/Project Rp 4,285,087
Total Investasi / Total Investment Rp 8,382,310
d. Sumber Daya Manusia / Human Resource

Pegawai Tetap / Permanent Employees : 3,666 orang / person
Pegawai Kontrak / Contract Employees : 5,602 orang / person
Total Pegawai / Total Employees 9,268 orang / person
e. RKA Dewan Komisaris Tahun 2017 sebagaimana yang tertera dalam buku RKAP Tahun 2017. / The
Work Program and Budget of the Board of Commissioners Year 2017 are consistent with those
specified in the book the Company’s Work Program and Budget 2017.

2017 Annual Report
465
f. Target Tingkat Kesehatan Tahun 2017 sebesar 90 atau Kategori Sehat “AA”. / The Target Soundness
Level of 2017 is equal to 90, which falls into the Soundness Category “AA”.
Agenda Rapat Kedua / The Second Meeting Agenda
Pengesahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL) Tahun
2017.
Approval of the Work Plan and Budget of the Partnership and Environmental Development Programs Year
2017.
Keputusan / Resolutions:
a. Program Kemitraan / Partnership Program
Juta / Milion
Saldo Awal / Initial Balance Rp 829,84
Alokasi Sebagian Beban / Allocation of Part of the Expense Rp -
Pengembalian Pinjaman Mitra Binaan / Loan Repayment from Partners Rp 24,702,68
Penerimaan Jasa Administrasi Pinjaman / Income from Loan Administrative Rp 3,893,78
Services
Penerimaan Lain / Other Income Rp 98,96
Jumlah Dana Tersedia / Total Funds Available Rp 29,525,28
Distribution of Funds Juta / Milion

Penyaluran Pinjaman ke Mitra Binaan / Loan Distribution to Partners Rp 29,525,28
Jumlah Penggunaan / Total Amount Used Rp 29,525,28
Saldo Akhir / Final Balance Rp 0
b. Program Bina Lingkungan / Environmental Development Program

Dana Tersedia / Funds Available Juta / Milion
Saldo Awal / Initial Balance Rp 3,420,19
Alokasi Sebagian Beban / Allocation of Part of the Expense Rp 25,173,78
Penerimaan Lain / Other Income Rp 70,48
Jumlah Dana Tersedia / Total Funds Available Rp 28,664,46
Penyaluran Dana / Distribution of Funds
Penyaluran Dana Binaan / Distribution of Funds Rp 28,664,46
Jumlah Penggunaan / Total Amount Used Rp 28,664,46
Saldo Akhir / Final Balance Rp 0
Agenda Rapat Ketiga / The Third Meeting Agenda

Persetujuan dan Pengesahan kontrak manajemen (Key Performance Indicators) antara Direksi dan Dewan
Komisaris dengan Pemegang Saham Tahun 2017.
Approval and Ratification of the Management Contract (Key Performance Indicators) Between the Board
of Directors and the Board of Commissioners, and Shareholders Year 2017.
Keputusan:
Menyetujui dan mengesahkan kontrak manajemen (Key Performance Indicators) antara Direksi dan Dewan
Komisaris PT Angkasa Pura I (Persero) dengan Pemegang Saham PT Angkasa Pura I (Persero) Tahun 2017
yang mengacu pada Kriteria Penialaian Kinerja Unggul (KPKU) dan Surat Menteri BUMN Nomor: S-513/
MBU/08/2016 tanggal 30 Agustus 2016 perihal Penyampaian Aspirasi Pemegang Saham/Pemilik Modal
untuk Penyusunan Rencana Kerja dan Anggaran Perusahaan Tahun 2017, merupakan bagian yang tidak
terpisahkan dari keputusan RUPS.
Resolutions:
To approve and ratify the management contract (Key Performance Indicators) between the Board of
Directors and the Board of Commissioners of PT Angkasa Pura I (Persero), and Shareholders of PT
Angkasa Pura I (Persero) year 2017 based on Superior Performance Assessment Criteria and the Letter
of the Minister of SOEs Number: S-513/MBU/08/2016 dated August 30, 2016 concerning Submission of
Aspirations of Shareholders/Capital Owners in Connection with the Preparation of the Company’s Work
Plan and Budget Year 2017, which constitute an integral part of the GMS resolutions.

Agenda Rapat Keempat / The Fourth Meeting Agenda

Persetujuan dan Pengesahan Kontrak Manajemen (Key Performance Indicators) antara Dewan Komisaris
dengan Pemegang Saham Tahun 2017.
Approval and Ratification of the Management Contract (Key Performance Indicators) Between the Board
of Commissioners and Shareholders Year 2017.
Keputusan:
Menyetujui dan mengesahkan kontrak manajemen (Key Performance Indicators) antara Dewan Komisaris
dengan Pemegang Saham tahun 2017 yang mengacu pada Peraturan Menteri BUMN Nomor: PER-01/
MBU/2011 jo Nomor: PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Prinsip-Prinsip Tata
Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN, merupakan bagian yang tidak
terpisahkan dari risalah.
Resolutions:
To approve and ratify the management contract (Key Performance Indicators) between the Board of
Commissioners and Shareholders year 2017 based on the Regulation of the Minister of SOEs Number:
PER-01/MBU/2011 in conjunction with Number: PER-09/MBU/2012 dated July 6, 2012 concerning
Implementation of the Good Corporate Governance Principles among State-Owned Enterprises, which
constitute an integral part of the minutes.
Agenda Rapat Kelima / The Fifth Meeting Agenda
Penetapan Indikator Aspek Operasional Tahun 2017.
Determination of Indicators for the Operational Aspect 2017.
Keputusan:
Menyetujui penetapan indikator aspek opersional untuk perhitungan tingkat kesehatan tahun 2017, yaitu:
a. Customer Satisfication Index (CSI), dengan target mencapai 4,5 dari skala 5,00.
b. Tingkat pelayanan: pemeriksaan keamanan (target 95%), fasilitas umum dengan target bintang 3 dan
tingkat kesejukan ruangan (target 90%).
c. Penyerapan investasi untuk pengembangan fasilitas, dengan target realisasi program 100% dan fisik
75%.
Resolutions:
To approve determination of indicators for the operational aspect to measure the soundness level in
2017, namely:
a. Customer Satisfication Index (CSI), with a target score of up to 4.5 based on a 5-point scale.
b. Service Quality: security checking (with a target percentage of 95%), public facilities with a three-star
target rating, and the room coolness level (with a target percentage of 90%)..
c. Absorption of investment for development of facilities, with the target of program realization by
100% and the target of physical realization by 75%.
Agenda Rapat Keenam / The Sixth Meeting Agenda
Persetujuan Pendanaan Eksternal Tahun 2017.
Approval of External Funding Year 2017.

2017 Annual Report
467
Keputusan:
Menyetujui penerbitan obligasi dan atau pinjaman Bank/Non Bank Tahun 2017 sebesar Rp5,5 Triliun
dengan ketentuan:
a. Mentaati seluruh peraturan dan ketentuan hukum yang berlaku berkaitan dengan penerbitan obligasi
dan pinjaman Bank/Non Bank serta memperhatikan prinsip-prinsip tata kelola perusahaan yang baik
(good corporate governance).
b. Pelaksanaannya dilakukan secara hati-hati/prudent dan melakukan mitigasi risiko terhadap semua
risiko yang berpotensi muncul mulai dari aspek legal, aspek operasional, dan aspek keuangan
perusahaan.
c. Direksi agar memperhatikan saran dan arahan Dewan Komisaris sebagaimana yang tertuang dalam
surat Dewan Komisaris Nomor: 69/DK.AP.I/2016 tanggal 22 Desember 2016.
d. Dewan Komisaris agar melakukan pengawasan, evaluasi dan monitoring secara berkala atas
pelaksanaan penerbitan obligasi dan pinjaman Bank/Non Bank tersebut memperhatikan nilainya
sangat material bagi perusahaan.
e. Persetujuan penerbitan obligasi dan pinjaman Bank/Non Bank tersebut diberikan untuk jangka waktu
1 (satu) tahun terhitung sejak tanggal surat.
Resolutions:
To approve the issuance of bonds and/or bank/non-bank loans year 2017 amounting to Rp5.5 trillion
under the following conditions:
a. To comply with any applicable laws and regulations concerning the issuance of bonds and bank/non-
bank loans and to observe the principles of good corporate governance
b. The implementation shall be done carefully (based on the principles of prudence) and risk mitigation
against any possible risks arising from the legal, operational, and financial aspects of the Company
shall be undertaken.
c. The Board of Directors shall consider recommendations and instructions of the Board of
Commissioners as specified in the Letter of the Board of Commissioners Number: 69/DK.AP.I/2016
dated December 22, 2016.
d. The Board of Commissioners shall supervise, evaluate, and monitor on a regular basis the
implementation of the issuance of bonds and bank/non-bank loans given the value which is extremely
material to the Company.
e. The approval of the issuance of bonds and bank/non bank loans shall be granted for a period of 1
(one) year starting from the date of the letter.
Agenda Rapat Ketujuh / The Seventh Meeting Agenda
Persetujuan Tambahan Modal Disetor Anak Perusahaan Tahun 2017
Approval of Additional Paid-Up Capital of Subsidiaries Year 2017.
Keputusan:
Menyetujui Tambahan Modal Disetor pada Anak Perusahaan yaitu:
a. PT Angkasa Pura Support sebesar Rp126.875.000.000,00, secara tunai.
b. PT Angkasa Pura Hotel sebesar Rp112.500.000.000,00 secara tunai dan sebesar
Rp417.500.000.000,00 melalui konversi pinjaman menjadi modal, dengan ketentuan sebagai berikut:
• Pelaksanaan pemberian tambahan modal harus dilakukan dengan tetap memperhatikan seluruh
ketentuan yang berlaku serta memperhatikan prinsip-prinsip tata kelola perusahaan yang baik.
• Kajian kelayakan bisnis yang dilakukan merupakan bagian yang tidak terpisahkan dari persetujuan
ini.
• Pakta Integritas yang ditandatangani oleh Seluruh Direksi merupakan bagian yang tidak
terpisahkan dari persetujuan ini.
• Dewan Komisaris agar melakukan pengawasan, evaluasi dan monitoring setiap triwulanan atas
pelaksanaan pemberian tambahan modal agar sesuai dengan kajian kelayakan sehingga akan
memberikan nilai tambah dari sisi bisnis dan keuangan.
Resolutions:
To approve additional paid-up capital of the following subsidiaries:
a. PT Angkasa Pura Support amounting to Rp126,875,000,000.00, in cash
b. PT Angkasa Pura Hotel amounting to Rp112,500,000,000.00 in cash and amounting to
Rp417,500,000,000.00 through the conversion of loans into capital, Under the following conditions:
• In practice, provision of additional capital shall be done with due observance of any prevailing
regulations and the principles of good corporate governance.
• The business feasibility analysis undertaken is an integral part of this approval.
• The Integrity Pact signed by all members of the Board of Directors is an integral part of this
approval.
• The Board of Commissioners shall conduct quarterly supervision, evaluation, and monitoring
relating to the execution of provision of additional capital in order that it accords with the
feasibility analysis so as to provide an added value in terms of business and financial aspects.

Agenda Rapat Kedelapan / The Eighth Meeting Agenda

Persetujuan Pelimpahan Wewenang Tahun 2017.
Approval of the Delegation of Authority Year 2017.
Keputusan:
Menyetujui pelimpahan kewenangan RUPS terkait investasi kepada:
a. Direksi untuk melakukan perubahan dan relokasi anggaran antar program/kegiatan investasi dengan
nilai maksimum 10% dari total nilai investasi tahun 2017.
b. Dewan Komisaris untuk melakukan persetujuan perubahan penambahan/penghapusan program/
kegiatan investasi dengan nilai maksimum 10% dari total investasi tahun 2017.
Dengan Ketentuan:
a. Pendelegasian kewenangan tanpa merubah nilai total investasi.
b. Setiap perubahan dan relokasi anggaran investasi harus dilaporkan dan dipertanggungjawabkan dalam
RUPS Tahunan.
c. Pelaksanaan perubahan dan relokasi anggaran investasi agar selalu mengedepankan prinsip tata
kelola perusahaan yang baik.
Resolutions:
To approve delegation of authority of the GMS relating to investment to:
a. The Board of Directors shall make changes to the budget and relocation of the budget between
investment programs/activities with a maximum value of 10% of the total investment value in 2017.
b. The Board of Commissioners shall approve changes to add/remove investment programs/activities
with a maximum value of 10% of the total investment in 2017.
Under the following conditions:

a. Delegation of authority without changes to the total investment value.
b. Any change to and relocation of the investment budget shall be reported to and accounted for at the
Annual GMS.
c. Implementation of changes to and relocation of the investment budget shall always give priority to
the principles of good corporate governance.
Arahan RUPS Rencana Kerja dan Anggaran Instructions of The GMS Concerning The Company’s
Perusahaan Tahun 2017 Work Plan and Budget Year 2017
Arahan RUPS TIndak Lanjut Arahan RUPS

No.
GMS Instruction Follow-up to the GMS Instruction
1. Buku RKAP, RKA-PKBL, RKA Dewan Komisaris Pelaksanaan RKAP tahun 2017 telah dijabarkan
dan KPI Dewan Komisaris Tahun 2017, dan dalam bentuk triwulanan, dan telah dilaksanakan
Surat Tanggapan Dewan Komisaris No: 69/ sesuai dengan ketentuan, serta telah dilaporkan
DK.AP.I/2006 Tanggal 22 Desember 2016 secara berkala kepada Pemegang Saham dengan
yang telah disetujui dan disahkan Rapat Umum tepat waktu.
Pemegang Saham (RUPS), merupakan bagian
yang tidak terpisahkan dari risalah keputusan The implementation of the Company’s Work Plan
RUPS ini dan menjadi pedoman bagi Direksi and Budget Year 2017 has been translated into
dalam melaksanakan program kerja dan target a quarterly work program and budget, which
kinerja pada tahun 2017 serta sebagai sarana have been implemented in accordance with the
pemantauan dan pengawasan bagi Dewan applicable regulations, and have been reported
Komisaris. on a regular basis to Shareholders in a timely
manner.

2017 Annual Report
469

No.
The Books of the Company’s Work Plan and
Budget, the Work Plan and Budget of the
Partnership and Environmental Development
Programs, the Work Plan and Budget of the
Board of Commissioners, and KPI of the Board
of Commissioners Year 2017, and the Written
Response of the Board of Commissioners No:
69/DK.AP.I/2006 dated December 22, 2016
approved and ratified by the General Meeting
of Shareholders (GMS) are an integral part
of the minutes of these GMS resolutions and
serve as guidelines for the Board of Directors
in implementing the work program and the
target performance in 2017, and as a means
of monitoring and supervision of the Board of
Commissioners.
2. Direksi dengan pengawasan Dewan Komisaris
diminta untuk:
The Board of Directors under the supervision of
the Board of Commissioners is required to:
a. Memperbaiki, meningkatkan, dan a. Implementasi Human Capital Information
mengembangkan kompetensi dan kemampuan System (HCIS).
SDM perusahaan sehingga bertaraf internasional b. Telah dilakukan Man Power Planning untuk
untuk mewujudkan World Class Airport. optimalisasi Sumber Daya Manusia.
c. Implementasi Performance Management
Improving, enhancing, and developing the System.
competence and ability of the Company’s
human resources in order to meet the a. Implementing the Human Capital Information
international standards to realize a World-Class System (HCIS)
Airport. b. Undertaking Man Power Planning to optimize
Human Resources
c. Implementing the Performance Management
System
b. Mengembangkan pengelolaan bandara a. Melakukan evaluasi terhadap seluruh
sehingga dapat meningkatkan kinerja bandara kegiatan bisnis dan review model bisnis Non
keseluruhan khususnya non aeronautika Aviasi yang ideal.
dengan standar internasional. Untuk kinerja b. Mengoptimalkan pengusahaan kegiatan
bandara yang masih rugi, agar dilakukan bisnis Non Aviasi melalui Anak Perusahaan.
evaluasi dan perbaikan secara menyeluruh c. Penambahan alat produksi Non Aviasi
supaya tidak menjadi beban bagi perusahaan dengan melakukan penyesuaian/relayout
secara konsolidasi. Commercial Space Plan/beautifikasi.
d. Memastikan peningkatan pendapatan
Developing airport management so as to Aeronautika dan penetapan tarif sesuai
improve the overall airport performance, dengan prinsip GCG.
especially in terms of non-aeronautics based on e. Telah dilakukan Downsizing organisasi di
the international standards. For performance Bandara Frans Kaisiepo Biak.
of the airports that still incur losses,
comprehensive evaluation and improvement a. Evaluating all business activities and
shall be undertaken so as not to be a burden to reviewing the ideal non-aviation business
the company on a consolidated basis. model.
b. Optimizing non-aviation business activities
through subsidiaries.
c. Adding non-aviation production equipment
through adjustments/relayout of the
Commercial Space Plan/beautification.
d. Ensuring that aeronautical revenue increases
and tariffs are set in accordance with GCG
principles.
e. Performing organizational downsizing at
Frans Kaisiepo International Airport, Biak.


No.
c. Mewujudkan segera rencana Program Smart a. Standarisasi Infrastruktur
Airport dan Airport City pada bandara-bandara Jaringan Komunikasi Data berupa
yang telah siap sehingga mampu meningkatkan pengimplementasian: LAN, WAN 2MB,
pelayanan pengguna bandara. Communication free Wifi up to 100MB, dan
Server.
Immediately realizing the Smart Airport and b. Peningkatan koordinasi operasional
Airport City Programs at airports which have antar stakeholder di bandara dengan
been ready so as to improve service delivery to mengimplementasikan Airport Operation
airport users Control Center (AOCC) di seluruh Bandara.
c. Penerapan peningkatan pengamanan
surveillance di Bandara dengan
menambahkan jumlah CCTV di titik yang
strategis dengan fitur Face Detection.
d. Penerapan Parking System (SIMPARK), dan
Passenger Service Charge On Ticktes (POTS).
e. Pengembangan Mobile Apps PT Angkasa
Pura I (Persero) yang berbasiskan Customer
Oriented guna memberikan layanan dan value
added service bagi customer PT Angkasa Pura
I (Persero).
a. Standardization of the Data Communication
Network Infrastructure in the form of
implementation of: LAN, WAN 2MB,
Communication-Free Wi-Fi of up to 100MB,
and Server
b. Improving operational coordination among
stakeholders at the airport by implementing
the Airport Operation Control Center (AOCC)
at all airports
c. Implementing improved airport surveillance
security by increasing the number of CCTVs
at strategic points equipped with the Face
Detection feature.
d. Implementing a parking system (SIMPARK),
and Passenger Service Charge On Ticktes
(POTS).
e. Developing Mobile Apps PT Angkasa Pura I
(Persero) based on Customer Orientation to
provide service and value-added service to
the customers of PT Angkasa Pura I (Persero).
d. Meningkatkan kerjasama melalui Sinergi BUMN a. Melakukan pelaporan secara rutin untuk
dengan tetap memperhatikan prinsip-prinsip proyek staretgis nasional (PSN) ke Meneg
GCG. BUMN, Menko Perekonomian, Kementerian
Perhubungan, Inspektorat Jenderal
Improving cooperation through synergy Perhubungan, dan Kantor Staf Presiden
between SOEs with due observance of GCG (KSP).
principles. b. Melaksanakan bimbingan teknis perencanaan
proyek dengan Direktorat Bandar Udara.
c. Koordinasi rutin dengan stakeholder lain
antara lain Airnav, Pertamina, PLN, CIQ,
Telkom , BMKG, dan lainnya.
d. Pembangunan Kereta Bandara di Bandara
Adi Soemarmo Solo.
a. Performing regular reporting of strategic

national projects to the State Minister of
SOEs, the Coordinating Minister for the
Economy, the Ministry of Transportation, the
Inspectorate General of Transportation, and
the Office of Presidential Staff.
b. Carrying out technical guidance on project
planning with the Directorate of Airports
c. Routine coordination with other
stakeholders, such as Airnav, Pertamina,
PLN, CIQ, Telkom, BMKG, and so on.
d. Construction of Airport Train at Adi
Soemarmo International Airport, Solo.

2017 Annual Report
471

No.
e. Menyelesaikan seluruh permasalahan aset-aset Telah dilakukan koordinasi dengan pihak ke tiga
perusahaan yang berkaitan dengan pihak ketiga secara berkelanjutan dan telah dikonsultasikan
(seperti: TNI, Kementerian Perhubungan, dan dengan Kementerian BUMN terkait progress
Perum LPPNPI). tindak lanjut yang telah dilakukan dalam
penyelesaian permasalahan aset Perseroan.
Settling any corporate asset-related issues
involving third parties (such as TNI, the Ministry on an ongoing basis and has been consulted
of Transportation, and Perum LPPNPI) with the Ministry of SOEs related to the progress
of follows-up that have been undertaken to
solve problems related to the Company’s assets.
f. Melaksanakan peningkatan dan perbaikan Melakukan penyusunan Nota Kesepahaman dan
berkelanjutan (continual improvement) atas Nota Kesepakatan Teknis dengan Stakeholder
infrastruktur, organisasi, dan proses bisnis, terkait dalam menjaga kualitas pelayanan
untuk menyediakan layanan yang berkualitas, operasional sesuai dengan standar yang
prima, cepat, dan tepat. dipersyaratkan.
Undertaking continuous improvement of the Drafting a Memorandum of Understanding and a

infrastructure, the organization, and business Technical Agreement with relevant Stakeholders
processes in order to provide quality, excellent, relating to maintaining the quality of operational
fast, and appropriate services. services in accordance with the standards
required.
g. Melakukan kajian untuk persiapan Spin-Off a. Merumuskan konsep Transformasi Bisnis PT
Bandar Udara Sultan Aji Muhamad Sulaiman Angkasa Pura I (Persero).
Sepinggan – Balikpapan. b. Memberikan usulan struktur model bisnis
yang optimal bagi PT Angkasa Pura I
Conducting an analysis to prepare the spin-off (Persero).
of Sultan Aji Muhammad Sulaiman International c. Memberikan tahapan kerjasama Anak
Airport, Sepinggan - Balikpapan. Perusahaan PT Angkasa Pura I (Persero)
dengan mitra strategis.
d. Memberikan rekomendasi atas Bandara yang
sesuai untuk dikerjasamakan.
e. Melakukan analisa latar belakang kebutuhan
dan manfaat pembentukan Anak Perusahaan
dan kerja sama mitra strategis.
f. Melakukan analisa hukum atas pembentukan
Anak Perusahaan dan kerja sama
Mitra Strategis berdasarkan regulasi
kebandarudaraan dan BUMN.
g. Melakukan analisa pro dan kontra atas model
bisnis dan skema kerja sama.
h. Melakukan analisa aspek ekonomi atas
pengembangan Bandara dan kerja sama
mitra strategis.
i. Melakukan analisa klasifikasi jenis investor
potensial.
j. Proses dan timeline implementasi
pembentukan Anak Perusahaan dan kerja
sama mitra strategis.
Sedang dilakukan proses persiapan untuk

pengadaan Konsultan Manajemen untuk
melakukan strategic review atas proses
persiapan strategic partnership pengembangan
dan pengelolaan bandar udara.


No.
a. Formulating the Business Transformation
concept of PT Angkasa Pura I (Persero).
b. Proposing an optimal business model
structure for PT Angkasa Pura I (Persero).
c. Providing stages for cooperation between
subsidiaries of PT Angkasa Pura I (Persero)
with strategic partners.
d. Providing recommendations on which
airports suitable for cooperation.
e. Analyzing the background to the need
for and benefits of the establishment of
subsidiaries and partnership with strategic
partners.
f. Undertaking an analysis from the legal
perspective on the establishment of
subsidiaries and partnership with strategic
partners based on airport and SOE
regulations.
g. Analyzing the pros and cons of the business
model and cooperation scheme.
h. Analyzing airport development and
partnership with strategic partner from the
economic perspective.
i. Analyzing the classification of the types of
potential investors.
j. Process and timeline of the execution
of the establishment of subsidiaries and
partnership with strategic partners.
A preparatory process for procurement of

management consultants is already underway
to perform a strategic review of the preparatory
process of strategic partnership for airport
development and management.
3. Tantiem yang dianggarkan dalam RKAP 2017 Telah dianggarkan sesuai dengan arahan RUPS.
sesuai dengan Peraturan Menteri BUMN tentang
Pedoman Penetapan Penghasilan Direksi, Allocation has been made based on the
Dewan Komisaris dan Dewan Pengawas BUMN, instruction of the GMS.
merupakan besaran maksimal yang dapat
dibebankan dan realisasinya berdasarkan
pencapaian target kinerja tahun 2017 yang
diputuskan dalam RUPS Tahunan.
The amount of tantieme allocated in the

Company’s Work Plan and Budget Year
2017 complies with the Regulation of the
Minister of SOEs concerning the Guidelines for
Determination of the Income of the Board of
Directors, the Board of Commissioners, and the
Supervisory Board of SOEs is the maximum
amount that can be charged and the realization
depends on the achievement of target
performance in 2017 as decided in the Annual
GMS.
4. Dalam rangka program kemitraan BUMN dengan
usaha kecil dan bina lingkungan (PKBL), maka
perlu diperhatikan hal-hal sebagai berikut:
In an attempt to run the program of partnership

between SOEs with small enterprises and the
environmental development program, it is
necessary to consider the following matters:

2017 Annual Report
473

No.
a. Menyampaikan laporan berkala secara tepat Penyampaian laporan PKBL sudah sesuai
waktu sesuai batas waktu yang ditentukan dengan Peraturan Menteri Nomor: PER-09/
dalam Peraturan Menteri Negara BUMN MBU/07/2015, pelaporan PKBL dilaporan tepat
Nomor: PER-08/MBU/2013 tanggal 10 waktu setiap triwulanan dan Tahunan.
September 2013 sebagaimana telah diubah
terakhir dengan Peraturan Menteri BUMN Reports on the Partnership and Environmental
Nomor: PER-03/MBU/12/2016 tentang PKBL. Development Programs have been submitted
based on the Ministerial Regulation Number:
Submitting periodic reports in a timely manner PER-09/MBU/07/2015, those reports have
within the time specified in the Regulation of been submitted in a timely manner every three
the State Minister of SOEs Number: PER-08/ months and annually.
MBU/2013 dated September 10, 2013 as
amended for the last time by the Regulation
of the Minister of SOEs Number: PER-03/
MBU/12/2016 concerning Partnership and
Environmental Development Programs
b. Terhadap pelaksanaan RKA PKBL Tahun a. Seluruh rencana penyaluran PK dan BL tahun
2017, agar memperhatikan hasil telaahan RKA 2017 telah dianggarkan sama dengan jumlah
PKBL Tahun 2017 PT Angkasa Pura I dana tersedianya.
(Persero) Nomor: RIS-34/D7.MBU.3/12/2016 b. Untuk tingkat efektivitas PK adalah sebesar
tanggal 30 Desember 2017. 97,73%.
c. Untuk realisasi tingkat Daya serap BL
sebesar 100,23%.


No.
Implementation of the Work Plan and Budget d. Tingkat kolektibilitas pengembalian tahun
of the Partnership and Environmental 2017 adalah sebesar 70,82%, sedangkan
Development Programs Year 2017 shall be untuk pencapaian kolektibilitas tahun 2016
undertaken with due observance of results 71,24%.
of the assessment of the Work Plan and e. Untuk database mitra binaan telah
Budget of the Partnership and Environmental teroganisir dengan baik di aplikasi PKBL
Development Programs Year 2017 of PT online, sedangkan upaya penyelesaian
Angkasa Pura I (Persero) Number: RIS-34/ angsuran mitra binaan tidak teridentifikasi
D7.MBU.3/12/2016 dated December 30, 2017. telah dilakukan dengan cara mengkonfirmasi
ke Bank BRI terkait dan mengkonfirmasi ke
mitra binaan yang kemungkinan bayar di
tanggal tersebut.
f. Program-program BUMN Hadir Untuk Negeri
telah di anggarkan dan dilaksanakan dengan
baik dan akan dilakukan audit oleh KAP.
g. Tindak lanjut dari hasil telaahan ini Unit
CSR PT Angkasa Pura I (Persero) telah
melaksanakan hibah pembinaan kepada
mitra binaan berupa hibah promosi,
Pelatihan dan pemagangan dengan capaian
sebesar 9,32% dari total dana PK yang
disalurkan.
Untuk penggolongan mitra binaan ke dalam

kelompok dan data terkait mitra binaan telah
terinci di aplikasi PKBL Online, namun belum
disampaikan dalam Laporan Pelaksanaan PKBL
dikarenakan dalam format laporan Pelaksanaan
PKBL belum mengakomodir terkait hal tersebut.
Penyaluran PK dan BL selalu diutamakan di

wilayah kerja Perseroan. Untuk skema klaster,
PT Angkasa Pura I (Persero) telah memilki
desa binaan dengan sistem klaster yaitu desa
binaan Kantor Cabang Adi Sutjipto Yogyakarta
yang berada di bobung dengan usaha utama
masyarakatnya adalah pengrajin batik topeng.
Seluruh pencatatan transaksi dan kegiatan PKBL

telah berbasis internet dengan menggunakan
aplikasi PKBL Online. Serta laporan database
mitra binaan juga telah terintegrasi dengan
portal PKBL BUMN.
Program BL yang bertujuan untuk meningkatkan

indeks pembangunan manusia yang telah
dilaksanakan antara lain, elektrifikasi di 6 desa
di wilayah Yogyakarta, penyediaan sarana
air bersih telah dilaksanakan di Bulukumba
Sulawesi Selatan dan untuk penyediaan MCK
telah dilaksanakan di Yogyakarta dan Makassar.
Sinergi dengan BUMN lain yang telah

dilaksanakan selama tahun 2017 adalah dengan
Danareksa untuk kegiatan BUMN Hadir Untuk
Negeri dan sinergi dengan PT Pupuk Indonesia
dalam kegiatan perayaan Natal tahun 2017 di
Manado.
Pelaksanaan PKBL yang telah ditetapkan oleh

menteri BUMN telah dilaksanakan.
Dalam laporan keuangan PKBL untuk sumber

dana PKBL telah dibedakan akunnya.
RKA PKBL telah dituangkan dalam bab tersendiri
di dalam RKA Perseroan.
Penyampaian laporan PKBL ke portal PKBL

BUMN telah dilaksanakan secara tepat waktu.
Data yang telah diinput ke portal PKBL BUMN

telah sesuai dengan kertas kerja yang ada.

2017 Annual Report
475

No.
a. The allocation of the budget for all the
planned distribution of the Partnership
Program and the Environmental
Development year 2017 has been made
based on the amount of funds available.
b. The level of effectiveness of the Partnership
Program is equal to 97.73%.
c. Realization of the absorption level of the
Environmental Development is equal to
100.23%.
d. The rate of repayment collectibility in 2017
is equal to 70.82%, while realization of
collectibility in 2016 is equal to 71.24%.
e. The database of assisted partners has
been well organized in the online PKBL
application, while the unidentified MB
installment settlement has been done by
confirming to the relevant Bank BRI and
assisted partners likely to make payment on
the specified date.
f. The programs BUMN Hadir Untuk Negeri
(SOEs are there for the State) have been
budgeted and executed well and will be
audited by KAP.
g. In connection with the follows-up to results
of this assessment, the CSR Unit of PT
Angkasa Pura I (Persero) has conducted
coaching grants to the assisted partners in
the form of promotional grants, training.
and apprenticeship with achievement of
9.32% of the total partnership program funds
disbursed.
The classification of assisted partners into
groups and data related to partners have been
made in detail in the online PKBL application,
but this has not been included in the Report of
the Partnership and Environmental Development
Program Implementation because the format of
the report makes it impossible to do so.
In the distribution of Partnership Programs and

Environmental Development, the Company’s
work areas always take priority. For the cluster
scheme, PT Angkasa Pura I (Persero) has owned
an assisted village by adopting the cluster
system, namely the assisted village of Adi
Sutjipto Branch Office, Yogyakarta in Bobung
whose the majority of its residents make batik-
patterened masks for a living.
All the transactions and activities of the

Partnership and Environment Development
Programs have been recorded using the
Internet-based recording system using the
Online PKBL application. Likewise, the report on
the partner database has also been integrated
into the portal of SOEs’ Partnership and
Environmental Development Programs.
The Environmental Development programs

which aim to improve the human development
index that have been undertaken include
electrification in 6 villages in Yogyakarta,
procurement of clean water facilities in
Bulukumba, South Sulawesi and procurement of
sanitary facilities in Yogyakarta and Makassar.


No.
Synergy with other SOEs that has been
implemented throughout 2017 includes synergy
with Danareksa for the event BUMN Hadir Untuk
Negeri and synergy with PT Pupuk Indonesia
in the Christmas celebration event in 2017 in
Manado.
The Partnership and Environmental
Development Programs established by the
Minister of SOEs have been executed.
In the financial statements, the sources of
funds for the Partnership and Environmental
Development Programs have been listed in
separate posts.
The Work Plan and Budget of the Partnership
and Environmental Development Programs have
been described in a separate chapter in the
Company’s Work Plan and Budget.
Submission of the Partnership and
Environmental Development Program report
to the portal of SOEs’ Partnership and
Environmental Development Programs has been
executed in a timely manner.
Data that has been inputted into the portal
of SOEs’ Partnership and Environmental
Development Programs have accorded with the
existing worksheet.
5. Direksi agar memperhatikan temuan dan Sampai dengan 31 Desember 2017, dari 37
rekomendasi BPK RI yang belum dapat rekomendasi BPK RI telah tuntas sebanyak 27,
terselesaikan hingga tahun 2016 dan sehingga masih ada 10 rekomendasi BPK RI
menjadikan hal tersebut sebagai target untuk yang belum tuntas.
dilakukan penyelesaian pada tahun 2017.
Until December 31, 2017, from a total of 37
The Board of Directors shall consider the recommendations from the State Audit Board
findings and recommendations of the State of the Republic of Indonesia, 27 have been
Audit Board of the Republic of Indonesia which implemented. Thus, there are a total of 10
have not been met until 2016 and make them a recommendations from the State Audit Board
target for completion in 2017. of the Republic of Indonesia that have not been
implemented.
6. Direksi agar memperhatikan dan
menindaklanjuti saran dan rekomendasi
Dewan Komisaris dalam pelaksanaan RKAP
Tahun 2017 sebagaimana disampaikan Surat
Nomor: 69/DK.AP.I/2016 tanggal 22 Desember
2016 sebagai berikut:
The Board of Directors shall take into

account and follow up on suggestions
and recommendations from the Board of
Commissioners in the implementation of the
Company’s Work Plan and Budget Year 2017 as
stated in the Letter Number: 69/DK.AP.I/2016
dated December 22, 2016 as follows:
a. Perolehan pendapatan Non Aero agar lebih a. Sesuai Surat Edaran No: ED.34/KB.04/2017
ditingkatkan lagi, terutama melalui optimalisasi tanggal 29 Mei 2017 perihal Pengelolaan
pemanfaatan area komersial dan aset-aset idle, Lahan Idle di Lingkungan PT Angkasa Pura I
sehingga rasio pendapatan Non Aero dapat (Persero), bahwa optimalisasi pemanfaatan
ditingkatkan. aset-aset idle dilakukan oleh Unit General
Affair.
It is necessary to increase the non-aeronautical b. Akan melakukan review tarif sewa ruang dan
revenue, especially through optimal use of konsesi dengan pendekatan tarif eksisting,
commercial areas and idle assets, thereby HPP dan benchmark tarif ke industri yang
increasing the ratio of the non-aeronautical similar/harga pasar.
revenue. c. Akan melakukan evaluasi besaran kontribusi
Mitra Usaha secara berkala per semester
dan per tahun (pada saat masa kerja sama
berakhir).
d. Penyempurnaan implementasi POSS untuk
mengetahui norma bisinis Mitra Usaha
secara real time sebagai bahan evaluasi.

2017 Annual Report
477

No.
a. According to the Circular No: ED.34/
KB.04/2017 dated May 29, 2017 concerning
Management of the Idle Land of PT Angkasa
Pura I (Persero), optimization of the use of
idle assets shall be undertaken by General
Affair unit.
b. The tariff imposed to rent space and
concessions will be reviewed using the
approach to the existing tariff, the cost of
goods sold, and the benchmark for tarrifs in
the similar industries/market prices.
c. Evaluation of the contribution of business
partners will be undertaken periodically
each semester and year (i.e. when the period
of partnership comes to an end).
d. Improvement to the implementation of POSS
to determine the business norms of the
business partners on a real time basis for
evaluation.
b. Di sisi beban, penyesuaian gaji dasar a. Telah dilakukan pembatalan manfaat pensiun
hendaknya diikuti oleh kinerja perusahaan yang kepada Direksi dengan terbitnya Peraturan
semakin meningkat, baik dari sisi operasional dana Pensiun 2018.
maupun finansial. Selain itu, terkait dengan b. Dalam proses Perubahan KEP 177/
adanya rencana perbaikan manfaat pasca kerja, KP.4.1/2015 tentang Program Kesehatan
Direksi agar melakukan tinjauan kembali atau Pension.
membatalkan khususnya yang terkait dengan
usulan tambahan manfaat pensiun kepada a. The pension benefits have been cancelled by
Direksi yang berasal dari karyawan serta the Board of Directors with the issuance of
kebijakan pemberian fasilitas kesehatan bagi the Regulation on Pension Funds Year 2018.
mantan Direksi. b. Amendment to KEP 177/KP.4.1/2015
concerning the Pension Health Program is
In terms of the burden, adjustments to the basic ongoing.
salary should be followed by an improvement
in the Company’s performance, both in terms
of the operational and financial aspects. In
addition, in connection with the improvement to
the post-employment benefits plan, the Board
of Directors shall review or cancel particularly
those related to the proposed additional
pension benefits submitted by employees to the
Board of Directors and the policy of providing
health facilities for former members of the
Board of Directors.
c. Dalam rangka pengendalian biaya/beban, Berkoordinasi dengan Unit Spesifikasi Teknis
Direksi agar membuat standar biaya operasional dalam penyusunan dan pemenuhan kebutuhan
yang dapat dijadikan sebagai dasar acuan fasilitas operasional sesuai dengan standar yang
untuk mengukur efisiensi biaya operasional dipersyaratkan.
dan skala ekonomis bandara dalam rangka
menjaga going concern perusahaan. Hal-hal yang Coordinate with the Technical Specification Unit
bersifat mandatori, layanan dan peningkatan in the preparation and fulfillment of operational
kualitas layanan agar bisa terukur dan optimal. facilities in accordance with the standards
required.
In order to control costs/expenses, the Board of
Directors shall establish standard operational
costs that can be used as guidelines for
measuring the efficiency of operational costs
and an economic scale for airports in order to
maintain the Company’s going concern. Matters
that are mandatory in nature, services, and
improvement to the service quality shall be
measurable and optimal.
d. Dalam rangka peningkatan kinerja/capaian
investasi, Direksi agar:
In an attempt to improve performance/yield of

investment, the Board of Directors shall:


No.
1. Meningkatkan kesiapan SDM dan kualitas a. Meningkatkan Kesiapan SDM:
perencanaan investasi, sehingga hal-hal Dengan adanya Diklat (Pendidikan
yang mengganggu kelancaran kegiatan Pelatihan) Sertifikasi Pengadaan Barang/
investasi, seperti perubahan desain Jasa dan workshops maupun seminar dan
dan gagal lelang, yang mengakibatkan rapat koordinasi untuk mengingkatkan
mundurnya pelaksanaan pekerjaan pada pengetahuan Sumber Daya Manusia (SDM).
akhir tahun, bahkan gagal dilaksanakan/ b. Kualitas Perencanaan Investasi:
carried over, dapat dieliminasi. Berkoordinasi dengan unit terkait untuk
penyusunan rencana proses pengadaan
1. Improving preparedness in terms of HR barang atau jasa pekerjaan investasi.
and investment planning quality in order
that matters that may interfere with the a. Improving preparedness of the HR:
investment activities, such as design Through Training (Training Education) With
changes and failed tenders, resulting in a Training and Education on Goods/Services
delay in the commencement of work till the Procurement Certification, workshops and
end of the year, even carried over, can be seminars, and coordination meetings to
eliminated. improve knowledge of the Human Resources
(HR).
b. Investment Training Quality:
Maintaining coordination with relevant units
in the preparation of the investment work-
related goods or services procurement plan.
2. Melakukan persiapan yang lebih dini, Proses pelelangan lebih awal telah dilakukan
termasuk memenuhi kelengkapan dengan dikeluarkannya Keputusan Direksi PT
administrasi yang diperlukan terkait Angkasa Pura I (Persero) Nomor: KEP.160/
pendelegasian kewenangan pengadaan ke PL.02/2016 tentang Perubahan Kedua Atas
Cabang, sehingga proses pengadaan di Keputusan Direksi PT Angkasa Pura I (Persero)
Kantor Cabang, juga dapat dilakukan lebih Nomor: KEP.84/PL.02/2015 tentang Pedoman
awal. Pengadaan Barang/Jasa di Lingkungan PT
Angkasa Pura I (Persero) pada pasal Pelelangan
2. Making early preparations, including Tidak Mengikat dan telah dilaksanakan di Kantor
ensuring that any necessary administrative Cabang PT Angkasa Pura I (Persero).
requirements related to the delegation of
procurement authority to branch offices An earlier tender process has been conducted
have been met, thus the procurement with the issuance of the Decision of the Board
process at branch offices can also be done of Directors of PT Angkasa Pura I (Persero)
earlier. Number: KEP.160/PL.02/2016 concerning the
Second Amendment to the Decision of the Board
of Directors of PT Angkasa Pura I (Persero)
Number KEP.84/PL.02/2015 concerning
Guidelines for Procurement of Goods/Services of
PT Angkasa Pura I (Persero) set out in the article
concerning non-binding tenders and has been
undertaken at the branch offices of PT Angkasa
Pura I (Persero).
3. Melakukan investasi dengan Telah menetapkan standar biaya operasional
memperhatikan skala prioritas. Dengan sehingga dapat meningkatkan efisiensi dalam
memperhatikan aspek pemenuhan proses pelelangan pekerjaan.
peraturan perundang-undangan,
peningkatan pelayanan dan keselamatan, Standards for operating costs have been
upaya mendorong pehingkatan pendapatan established so as to improve efficiency in the
dan efisiensi kegiatan operasional. process of work tenders.
3. Making investments by considering the

priority scale. By taking into account the
aspects of compliance with legislation,
improvement to service quality and safety,
efforts to increase revenue, and operational
efficiency.

2017 Annual Report
479

No.
4. Menjaga ketepatan waktu penyelesaian Manajemen telah melakukan pengawasan yang
investasi, melalui pengawasan yang ketat terhadap pelaksanaan pekerjaan yang
ketat terhadap pelaksanaan pekerjaan dilakukan oleh rekanan/vendor dan evaluasi
yang dilakukan oleh rekanan/vendor, terhadap kendala atau hambatan yang muncul
karena setiap keterlambatan kegiatan atas investasi tersebut.
investasi dapat mengakibatkan terjadinya
opportunity lost. The Management has conducted strict
supervision on the execution of the work
4. Maintaining punctuality in the completion undertaken by the partners/vendors and
of investment, through strict supervision evaluated any problems that arise on the
on the execution of work performed by investment.
partners/vendors, because any delay in
investment activities may result in the
failure to seize the opportunity.
e. Mengingat sebagian besar sumber pembiayaan Dana emisi obligasi dan sukuk diprioritaskan
investasi berasal dari dana pihak ketiga sebagai sumber pendanaan untuk pembayaran
(obligasi dan pinjaman jangka panjang Capital Expenditure dengan tetap memperhatikan
lainnya), yang membawa konsekuensi berupa rencana penggunaan emisi obligasi dan sukuk
tambahan beban bagi perusahaan (berupa sebagaimana disebutkan dalam prospektus
bunga/cost of money), Dewan Komisaris sebagai berikut:
mengingatkan agar penggunaan dana dimaksud
dilakukan secara prudent, berdasarkan skala a. Sekitar 75% (tujuh puluh lima persen) akan
prioritas, sesuai kebutuhan (efisien dan efektif). digunakan untuk pengembangan 5 (lima)
bandara yaitu:
Given that the majority of investment financing • Bandara Baru Yogyakarta;
sources come from third-party funds (bonds • Bandara Ahmad Yani – Semarang;
and other long-term loans), which consequently • Bandara Syamsudin Noor – Banjarmasin;
increase the Company’s burden (in the forms • Bandara Juanda – Surabaya; dan
of interest/ cost of money), the Board of • Bandara Sultan Hasanuddin - Makassar
Commissioners urges that such funds are b. Sekitar 25% (dua puluh lima persen) akan
used with due observance of the principle digunakan untuk Investasi Rutin.
of prudence, based on the priority scale, as
necessary (efficiently and effectively). Realisasi Penggunaan Emisi obligasi dan sukuk
dimonitoring secara periodik untuk memastikan
penyerapan dana dengan memperhatikan
batasan dalam prospektus.
Sisa dana emisi ditempatkan pada instrumen

investasi sesuai dengan POJK Nomor 30/
POJK.04/2015.
Bond and sukuk emission funds are used

primarily as a source of funding for the payment
of capital expenditure with due observance of
the bond and sukuk emission fund utilization
plan as specified in the following prospectus:
a. Approximately 75% (seventy five percent)

shall be used for the development of 5 (five)
airports, namely:
• New Yogyakarta Airport;
• Ahmad Yani Airport – Semarang;
• Syamsudin Noor Airport – Banjarmasin;
• Juanda Airport – Surabaya; and
• Sultan Hasanuddin Airport – Makassar.
b. Approximately 25% (twenty five percent)
shall be used for routine investment.
Realization of bond and sukuk emission is

periodically monitored to ensure absorption of
funds by considering restrictions specified in the
prospectus.
The remaining emission funds are allocated

to investment instruments in accordance with
OJK’s Regulation No. 30/POJK .04/2015.


No.
f. Penambahan modal Anak Perusahaan (PT PT Angkasa Pura Hotel
Angkasa Pura Support dan PT Angkasa Pura Penambahan modal Rp417,5 miliar (koversi
Hotel), hendaknya tidak hanya memperhatikan hutang) PT Angkasa Pura Hotel untuk
kebutuhan perbaikan performance keuangan pembangunan hotel Novotel Bali Airport:
saja, tetapi harus diikuti dengan kinerja yang - Kinerja unit usaha PT Angkasa Pura
lebih baik, berdasarkan business plan yang Hotel Novotel Bali Airport pada tahun
handal, sehingga Anak Perusahaan dimaksud 2017 menunjukkan pertumbuhan profit
dapat memberikan kontribusi yang tinggi, baik yang sangat baik yaitu sebesar 738,9%
secara ekonomis maupun finansial, bagi PT dan tercapai di atas RKAP 2017 sebesar
Angkasa Pura I (Persero), selaku perusahaan Rp2,17 miliar atau 15,7%.
induk. Hal ini menunjukkan bahwa keberadaan
Novotel Bali Airport selain sebagai
The addition of capital to subsidiaries (PT bentuk pelayanan dan nilai tambah yang
Angkasa Pura Support and PT Angkasa Pura diberikan PT Angkasa Pura I (Persero)
Hotel) shall not only pay attention to the kepada pengguna jasa bandara, juga
need for improved financial performance, but bernilai ekonomis.
should also be followed by better performance, - Penambahan modal tunai sebesar
based on reliable business plans, thus the said Rp112,5 miliar telah digunakan PT
subsidiaries can provide great contribution, Angkasa Pura Hotel untuk pembangunan
both economically and financially, to PT Novotel Bali Airport, lounge (BDJ, UPG,
Angkasa Pura I (Persero), as the parent company SUB, DPS, JOG, LOP, MDC, SOC, SRG) dan
gerai F&B di Denpasar sebesar Rp74,81
miliar. Selain itu PT Angkasa Pura
Hotel menggunakan tambahan modal
disetor sebesar Rp8,39 miliar untuk
pengembangan bisnis inflight catering
dan pemberian layanan fast track di
Denpasar.
PT Angkasa Pura Support

Dari tambahan modal disetor sebesar
Rp126,875 miliar telah digunakan oleh PT
Angkasa Pura Support untuk membiayai
kebutuhan modal kerja sebesar Rp17,96 miliar
dan untuk kebutuhan investasi dalam rangka
pengembangan usaha sebesar Rp72,62 miliar
sehingga sisa tambahan modal disetor yang
belum digunakan adalah sebesar Rp36,3 miliar.
Penggunaan tambahan modal sebagai investasi
pengembangan usaha PT Angkasa Pura Support
tidak hanya untuk memenuhi kebutuhan
PT Angkasa Pura I (Persero), namun juga
digunakan untuk bisnis di luar PT Angkasa Pura
I (Persero) seperti sewa kendaraan untuk PLN
sehingga dapat berkontribusi pada pendapatan
konsolidasi PT Angkasa Pura I (Persero) Group.
Additional capital of Rp417.5 billion (debt
conversion) APH for construction of the hotel
Novotel Bali Airport:
- Performance of the business unit APH
Novotel Bali Airport in 2017 showed
an excellent profit growth, i.e. by
738.9%, higher than that specified in the
Company’s Work Plan and Budget Year
2017 of Rp2.17 billion or 15.7%.
This indicates that the existence of
Novotel Bali Airport, in addition to
as a form of service and added value
provided by PT Angkasa Pura I (Persero)
to airport service users, also has an
economic value.

2017 Annual Report
481

No.
- The additional cash capital of Rp112.5
billion has been used by PT Angkasa Pura
Hotel for the construction of Novotel Bali
Airport, lounge (BDJ, UPG, SUB, DPS, JOG,
LOP, MDC, SOC, SRG), and F&B outlets in
Denpasar of Rp74.81 billion. Moreover,
PT Angkasa Pura Hotel uses additional
paid-up capital of Rp8.39 billion to
develop the inflight catering business and
fast track service delivery in Denpasar.
PT Angkasa Pura Support
Of the total additional paid-in capital by
Rp126.875 billion, a total of Rp17.96 billion
has been used by PT Angkasa Pura Support to
meet the need for working capital and a total
of Rp72.62 billion has been used for invesment
to expand business, thus the additional paid-in
capital left that has not been used amounts to
Rp36.3 billion. The use of additional capital as
investment in the business development of PT
Angkasa Pura Support is not only to meet the
needs of PT Angkasa Pura I (Persero) but also
the business other than that of PT Angkasa Pura
I (Persero) such as vehicle rental run by PLN so
as to contribute to the consolidated income of
PT Angkasa Pura I (Persero) Group.
g. Dewan Komisaris pada prinsipnya mendukung Untuk pemberian bantuan pinjaman kepada
kegiatan PKBL di atas. Khusus untuk mitra binaan pemberiannya didasarkan kepada
Program Kemitraan, bantuan yang dlberikan KEP-236/MBU/2003, adapun sektor-sektor
hendaknya diarahkan pada kegiatan usaha usaha yang diberikan pinjaman adalah:
yang berkaitan dan memberi manfaat kepada a. Sektor industri.
peningkatan kinerja perusahaan, misalnya di b. Sektor perdagangan.
sektor pariwisata dan perikanan yang dapat c. Sektor perikanan.
berkorelasi dengan peningkatan trafik dan d. Sektor peternakan.
cargo. e. Sektor pertanian.
f. Sektor perkebunan.
The Board of Commissioners in principle g. Sektor jasa.
supports the above-mentioned Partnership h. Sektor lainnya.
and Environmental Development Programs.
Particularly for the Partnership Program, the To grant loans to assisted partners shall be
assistance provided should be directed to based on KEP-236/MBU/2003, where the
relevant business activities and contribute business sectors eligible for loans are:
to the Company’s improved performance, for a. Industry.
example in the tourism and fishery sectors that b. Trade.
correlate with increased traffic and cargo. c. Fisheries.
d. Animal Husbandry.
e. Agriculture.
f. Plantation.
g. Service.
h. Other sectors.

PELAKSANAAN RUPS LAPORAN TAHUNAN TAHUN EXECUTION OF THE GMS CONCERNING THE ANNUAL
BUKU 2016 REPORT FOR THE 2016 FISCAL YEAR
Pelaksanaan RUPS Laporan Tahunan Tahun Buku Execution of the GMS concerning the Annual Report for
2016 disajikan dalam tabel berikut. the 2016 fiscal year is presented in the following table.

Undangan RUPS tentang Rapat Umum Pemegang Saham Hasil keputusan RUPS adalah
Persetujuan Laporan Tahunan (RUPS) tentang Persetujuan Persetujuan Laporan Tahunan
Tahun Buku 2016 dan Laporan Laporan Tahunan Tahun Buku Tahun Buku 2016 dan Laporan
Keuangan Tahun Buku 2016 2016 dan Laporan Keuangan Keuangan Tahun Buku 2016
telah disampaikan pada Tahun Buku 2016 telah oleh pemegang saham. Risalah
Pemegang Saham melalui surat dilaksanakan pada 9 Mei 2017 RUPS juga telah disampaikan ke
No. AP.I.2124/KU.01.03/2017- di Kantor Kementerian BUMN pemegang saham melalui situs
DU-B tanggal 21 April 2017. Ruang Rapat Deputi Bidang www.fis.bumn.go.id serta dimuat di
Usaha Jasa Keuangan, Jasa website Perseroan (www.ap1.co.id).
GMS invitation about Survei dan Konsultan Jalan
Annual Report Approval Medan Merdeka Selatan No. 13 The result of the GMS decision is
Book Year 2016 and Reports Jakarta Pusat. Approval of the Annual Report of
Financial Year Book 2016 the Fiscal Year
has been submitted on General Meeting of Shareholders 2016 and Financial Statements
Shareholder by mail (RUPS) on the Agreement Book Year 2016 by shareholders.
No. AP.I.2124/KU.01.03/2017- Annual Report of the Year Book Treatise GMS has also been
DU-B dated 21 April 2017. 2016 and Financial Statements submitted to shareholders through
Book Year 2016 has was held the site www.fis.bumn.go.id as well
on May 9, 2017 in the Office of as loaded on Company website
the Ministry of SOEs Meeting (www.ap1.co.id).
Room of Deputy Field Business
Services, Services Road Survey
and Consultant Medan Merdeka
Selatan no. 13 Central Jakarta.
Rekapitulasi Kehadiran pada RUPS Laporan Recapitulation of Attendance at The GMS

Tahunan Tahun Buku 2016 Concerning The Annual Report for The 2016 Fiscal
Year
No.
1. Andi Widjayanto Komisaris Utama Hadir / Present
2. Selby Nugraha Rachman Komisaris Hadir / Present
Commissioner
3. Boy Syahril Qamar Komisaris Independen Hadir / Present
4. Anandy Wati Komisaris Hadir / Present
Commissioner
5. Dwi Ary Purnomo Komisaris Hadir / Present
Commissioner
6. Suprasetyo Komisaris Tidak Hadir /
Commissioner Absent
7. Danang S. Baskoro Direktur Utama Hadir / Present
President Director
8. Novrihandri Direktur Hadir / Present
Director
9. Wendo Asrul Rose Direktur Hadir / Present
Director
10. Mochammad Asrori Direktur Hadir / Present
Director
11. Adi Nugroho Direktur Hadir / Present
Director
12. Polana Banguningsih Pramesti Direktur Hadir / Present
Director

2017 Annual Report
483
Agenda dan Keputusan RUPS Laporan Tahunan Agenda and Resolutions of General Meeting of
Tahun Buku 2016 Shareholders of Annual Report in The Fiscal Year
of 2016
Agenda dan Keputusan RUPS Laporan Tahunan The agenda and decisions of the AGMS of Annual
Tahun Buku 2016 adalah sebagai berikut. Report in the Fiscal Year of 2016 are as follows.
Agenda Rapat Pertama / First Meeting Agenda

Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Perseroan Tahun Buku 2016,
Persetujuan Laporan Tugas Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program
Kemitraan dan Bina Lingkungan Tahun Buku 2016, serta Pemberian Pelunasan dan Pembebasan Tanggung
Jawab (volledig acquit et decharge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Anggota
Dewan Komisaris atas Tindakan Pengawasan Perseroan selama Tahun Buku 2016.
The Approval of the Annual Report and Ratification of Financial Statement of the Company of the Fiscal
Year of 2016, Approval of the Supervisory Report of the Board of Commissioners and the Ratification
of the Financial Statement of the Partnership and Community Development Program of the Fiscal Year
2016, and the Discharge and Release of Responsibilities (volledig acquit et decharge) to the Directors for
the Company Management and to the Members of the Board of Commissioners for the Supervision of the
Company in the Fiscal Year of 2016.
1. Menyetujui Laporan Tahunan dan Mengesahkan Laporan Keuangan Perseroan Tahun Buku 2016,
Persetujuan Laporan Tugas Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan
Program Kemitraan dan Bina Lingkungan Tahun Buku 2016 yang telah diaudit oleh KAP Hadori
Sugiarto Adi & Rekan. Dengan pokok-pokok sebagai berikut / The Approval of the Annual Report
and Ratification of Financial Statement of the Company of the Fiscal Year of 2016, Approval of the
Supervisory Report of the Board of Commissioners and the Ratification of the Financial Statement of
the Partnership and Community Development Program of the Fiscal Year 2016 audited by the Public
Accounting Firm Hadori Sugiarto Adi & Partners, with the following points:
a. Laporan Laba Rugi Konsolidasian / Consolidated Profit/Loss Statement
Laba Bersih Konsolidasian Tahun Buku 2016 sebesar Rp1.158.800.143.760,- yaitu dengan rincian
laba/rugi / The Consolidated Profit/Loss Statement of Fiscal Year of 2016 was Rp1.158.800.143.760,-
with the details as follows:
(Rp. Juta / Million Rp.)
31 Desember 2016 / December 31,

Uraian / Description
2016
Pendapatan Usaha / Income 6,138,272
Beban Usaha / Expenses 4,488,862
Laba/Rugi Usaha / Profit/Loss 1,649,410
Pendapatan Non Usaha (lain-lain) / Non-Business Income (Others) (136,912)
Laba Rugi Sebelum Pajak / Profit/Loss before Tax 1,512,498
Bagian Laba Asosiasi (+) / Shares of Results of Associates (+) (3,645)
Pajak Tahun Berjalan (-) / Current Year Tax (-) 349,276
Laba Bersih / Net Income 1,159,577
Kep. Non Pengendali (-) / Non-Manager Resolutions (-) 777
Laba (Rugi) Tahun Berjalan / Current Year Profit (Loss) 1,158,800

b. Laporan Posisi Keuangan. / The Statement of Financial Position.

Total Aset atau Liabilitas dan Ekuitas per 31 Desember 2016 sebesar Rp23.666.945.953.896,- dengan
rincian sebagai berikut: / The Total Assets or Liabilities and Equities per December 31, 2016 was
Rp23,666,945,953,896,- with the details as follows:
Uraian / Description 31 Desember 2016

December 31, 2016
Aset / Asset
Aset Lancar / Current Assets 6,084,701
Aset Tidak Lancar / Non-Current Assets 17,582,245
Jumlah Aset / Total Assets 23,666,946
Liabilitas dan Ekuitas / Liabilities and Equities
Liabilitas Jangka Pendek / Short-Term Liabilities 3,871,792
Libilitas Jangka Panjang / Long-Term Liabilities 7,797,657
Ekuitas / Equities 11,997,497
Jumlah Liabilitas dan Ekuitas / Total Liabilities and Equities 23,666,946
c. Kontrak Manajemen (Key Performance Indicators). / Management Contract (Key Performance

Indicators).
Realisasi Kontrak Manajemen Tahun 2016 adalah: /
The 2016 Realization of Management Contract is as follow:
Uraian Skor
No.
Description Score
1. Perpektif Keuangan dan Pasar Pertumbuhan Pendapatan Non-Aeronautika 10.09
Financial and Market Growth of Non-Aeronautical Income
Perspective
EBITDA/Interest / EBITDA/Interest 8.40
Return on Equity (ROE) / Return on Equity (ROE) 8.40
2. Perspektif Fokus Pelanggan Indeks Kepuasan Pelanggan / Customer Satisfaction Index 12.60
Focus of Customer Perspective
Penanganan Keluhan Pelanggan 10.00
Customer Complaints Handling
3. Perspektif Efektivitas Produk Tingkat Kesesuaian Belanja Modal (Total Capex):

dan Proses Capital Expenditure Completion Rate (Total Capex)
Product and Process
Effectiveness
Realisasi Program Investasi 2.83

Realization of Investment Program
Realisasi Fisik Investasi 1.85

Physical Realization of Investment
Tingkat Pelayanan (Level of Service):

Level of Service
PJP4U / PJP4U:
Landasan dan Apron yang memenuhi persyaratan keselamatan 2.40

penerbangan / Runways and Aprons that meet aviation safety
requirements
Response time fasilitas PKP-PK 1.99

Response time of PKP-PK Facilities
Ketersediaan Airfield Lighting Serviceability 2.02

Availability of Airfield Lighting Serviceability
PJP2U / PJP2U:
Baggage Handling Performance / Baggage Handling Performance 1.05
Pemeriksaan Sekuriti Penumpang dan Barang di Terminal 1.05

Security Check for Passengers and Luggages in Terminal
Fasilitas Umum – Kesejukan Ruangan Terminal 1.05

Public Facilities – Coolness of Terminal Room
Maturity Level Tata Kelola Teknologi Informasi Berdasarkan COBIT v 4 5.25

Maturity Level Information Technology Management Based on COBIT v 4

2017 Annual Report
485
Uraian / Skor
No.
Description Score
4. Perspektif Fokus Tenaga Kerja Implementasi Performance Management System (PMS) 9.45
Focus of Labor Perspective Implementasi Performance Management System (PMS)
Indeks Kepuasan Pegawai / Employee Satisfaction Index 8.18
5. Perspektif, Kepemimpinan, Tata Skor Implementasi Good Corporate Governance (GCG) 5.22
Kelola dan Tanggung Jawab Scores of Good Corporate Governance (GCG) Implementation
Kemasyarakatan
Leadership, Governance and Ketepatan Waktu Penyampaian Laporan Manajemen secara Elektronik 4.00
Community Responsibility (Financial Information System Portal BUMN)
Perspective Timeliness of Electronic Management Reports (Financial Information
System Portal BUMN)
Skor Implementasi Kriteria Penilaian Kinerja Unggul (KPKU) 4.07

Scores of Superior Performance Assessment Criteria Implementation
(KPKU)
CSR (Program Kemitraan dan Bina Lingkungan) 4.00

CSR (Partnership and Community Development Programs)
Total 103.54
d. Realisasi Investasi / Realization of Investment

Realisasi Investasi tahun 2016 adalah: / The Realization of Investment in 2016 is as follow:
No. Uraian / Description Jumlah / Amount

Rutin / Periodic
1. Keselamatan Penerbangan / Flight Safety 660,403
2. Pelayanan / Service 532,732
3. Pendapatan / Income 7,016
Non Rutin / Non-Periodic
4. Pengembangan Bandara / Airport Development 4,649,470
e. Sumber Daya Manusia / Human Resources

Realisasi sumber daya manusia Tahun 2016 adalah: / The Realization of Human Resources in 2016 is
as follow:
No. Uraian / Description Jumlah / Amount
1. Pegawai Tetap / Permanent Employees 3,025
2. Pegawai Tidak Tetap / Non-Permanent Employees 5,288
Jumlah / Total 8,313
f. Tingkat Kinerja Perusahaan / Company’s Level of Performance

Penilaian tingkat kesehatan perusahaan dilakukan berdasarkan Keputusan Menteri BUMN Nomor:
KEP-100/MBU/2002 tentang Tingkat Kesehatan BUMN dengan rincian sebagai berikut: / The
assessment on the Company’s Soundness Rate was conducted based on the Decree of Minister of
State-Owned Enterprises Number: KEP-100/MBU/2002 concerning Soundness Rate of State-Owned
Enterprises with the details as follow:
Keterangan / Information Realisasi Bobot
Realization Score
A. Aspek Keuangan / Financial Aspects 43.00
B. Aspek Operasional / Operational Aspects 31.35
C. Aspek Administrasi / Administrative Aspects 15.00
Total 89.35

g. Program Kemitraan dan Bina Lingkungan / Partnership and Community Development Program
1) Laporan Aktivitas / Activity Report
Uraian / Description Jumlah / Total

Pendapatan / Income 29,169
Beban Penyaluran Bina Lingkungan
24,807
Community Development Distribution Expenses
Beban Administrasi dan Umum
15
Administrative and General Expenses
Beban Penyisihan Penurunan Nilai Piutang Pinjaman
(334)
Loan Loss Provisioning Expenses
Beban dan Pengeluaran Lainnya
681
Other Expenses and Expenditures
Total Beban / Total Expenses 25,168
Kenaikan (Penurunan) Aset Neto Tidak Terikat
4,000
Increase (Decrease) of Uncommitted Net Assets
Kenaikan (Penurunan) Aktiva Neto
4,000
Increase (Decrease) of Net Assets
Aset Neto Awal Tahun
54,791
Beginning Year Net Assets
Aset Neto Akhit Tahun
58,791
End Year Net Assets
2) Laporan Posisi Keuangan / Statement of Financial Position

Uraian / Description Jumlah / Total

Aset Lancar / Current Assets 60,238
Aset Tidak Lancar / Non-Current Assets 2,983
Total Aset / Total Assets 63,221
Liabilitas Jangka Pendek / Short-Term Liabilities 4,430
Aset Neto / Net Assets 58,791
Total Liabilitas dan Aset Neto / Total Liabilities and Net Assets 63,221
2. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et decharge)
kepada para anggota Direksi atas tindakan pengurusan Perseroan dan anggota Dewan Komisaris atas
tindakan pengawasan Perseroan, serta terhadap pengurusan dan pengawasan Program Kemitraan dan
Bina Lingkungan yang telah dijalankan selama tahun buku 2016, dengan ketentuan:
- Sepanjang tindakan tersebut bukan merupakan tindak pidana atau tidak melanggar ketentuan
prosedur hukum yang belaku, dan
- Tindakan tersebut tercermin dalam Laporan Keuangan Perseroan dan Laporan Tahunan Program
Kemitraan dan Bina Lingkungan untuk tahun buku yang berakhir pada tanggal 31 Desember 2016.
2. Discharge and Release of Responsibilities (volledig acquit et decharge) to the Directors for the
Company Management and to the Members of the Board of Commissioners for the Supervision of
the Company in the Fiscal Year of 2016., as well as Management and Supervision of Partnership and
Community Development Programs which have been conducted in the fiscal year of 2016, with the
following provisions:
- As long as the actons are not considered criminal or violate the applicable legal procedures, and
- Such actions are reflected in the Company’s Financial Statement and Annual Report of the
Partnership and Community Development Program for the fiscal year ended on December 31,
2016.

2017 Annual Report
487
Agenda Rapat Kedua / Second Meeting Agenda

Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2016. / Determination of Use of Company’s
Net Income for Fiscal Year of 2016.
Keputusan:
Menyetujui penetapan penggunaan laba bersih konsolidasian yang dapat diatribusikan kepada Pemilik
Entitas Induk Tahun Buku 2016 sebesar Rp1.158.800.143.760,- yaitu:
− Dividen sebesar Rp140.000.000.000,- atau 12,08%.
− Cadangan sebesar Rp1.018.800.143.000,- atau 87,92%.
Resolutions:
Approving the adoption of the consolidated net profit that is distributable to the Owner of Parent
Company of the Fiscal Year of 2016 for Rp1,158,800,143,760,-, as follows:
− Dividends of Rp140,000,000,000,- or 12.08%.
− Reserves of Rp1,018,800,143,000,- or 87.92%.
Agenda Rapat Ketiga / Third Meeting Agenda
Penetapan Penghasilan Direksi dan Dewan Komisaris
Determination of the Salaries of Directors and Board of Commissioners
Keputusan:
Penetapan besarnya gaji/honorarium berikut fasilitas dan tunjangan lainnya Tahun Buku 2017 serta
tantiem Tahun Buku 2016 untuk anggota Direksi dan Dewan Komisaris PT Angkasa Pura I (Persero) akan
ditetapkan secara tersendiri.
Resolution:
The determination of salaries along with other facilities and allowances for the Fiscal Year of 2017 and
tantiem of the Fiscal Year of 2016 for members of the Board of Directors and Board of Commissioners of
PT Angkasa Pura I (Persero) shall be stipulated separately.
Agenda Rapat Keempat / Fourth Meeting Agenda
Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Perseroan dan Laporan
Keuangan Program Kemitraan dan Bina Lingkungan Untuk Tahun Buku 2017.
Determination of Public Accounting Firm (KAP) to audit the Company’s Financial Statement and Financial
Statement of Partnership and Community Development Program for the Fiscal Year of 2017.
Keputusan:
Menetapkan Pelimpahan Kewenangan kepada Dewan Komisaris untuk melakukan proses pelelangan
Kantor Akuntan Publik (KAP) Laporan Keuangan Perseroan dan Laporan Keuangan Program Kemitraan
dan Bina Lingkungan untuk Tahun Buku yang akan berakhir tanggal 31 Desember 2017.
Resolution:
Determining the Authority Delegation to the Board of Commissioners to conduct the auction process for
the Public Accounting Firms (KAP) on the Company’s Financial Statement and the Financial Statement of
the Partnership and Community Development Program for the Fiscal Year ended on December 31, 2017.

Arahan RUPS Laporan Tahunan Tahun Buku 2016 Directions for GMS on Annual Report of Fiscal Year
dan Tindaklanjutnya of 2016 and Follow-Up Actions
No Arahan / Direction Tindak Lanjut / Follow-up Action

1. Semua temuan, catatan, dan Saran Dewan Direksi telah memberikan laporan tentang
Komisaris, Auditor Internal maupun Auditor tindak lanjut penyelesaian temuan kepada
Eksternal atas Laporan Keuangan tahun 2016 Dewan Komisaris dan berupaya agar tidak
agar ditindaklanjuti secara tuntas oleh Direksi terdapat temuan lagi dalam bidang yang sama.
dalam tahun 2017. Direksi agar mengupayakan
temuan yang sama dalam bidang yang sama The Board of Directors has provided a report on
tidak boleh terjadi lagi pada masa yang akan the follow-up of the settlement of findings to
datang dan hasil tindaklanjutnya agar dilaporkan the Board of Commissioners and strives for no
kepada Dewan Komisaris dan Pemegang Saham. further findings in the same field.
All findings, notes and Suggestions of the Board

of Commissioners, Internal Auditors and External
Auditors of the Financial Statements of 2016
to be followed by the Board of Directors in
2017. The Board of Directors to seek the same
findings in the same field shall not occur in the
future and the results the following actions to
be reported to the Board of Commissioners and
Shareholders.
2. Menyampaikan kepada Menteri BUMN Laporan PT Angkasa Pura I (Persero) telah
Tahunan Perseroan termasuk Laporan Keuangan menyampaikan kepada Menteri BUMN Laporan
Tahun Buku 2017 yang telah diaudit oleh Kantor Tahunan Perseroan termasuk Laporan Keuangan
Akuntan Publik selambat-lambatnya tanggal 15 Tahun Buku 2017 yang telah diaudit oleh
Februari 2018. Kantor Akuntan Publik sesuai dengan waktu
yang telah ditetapkan.
Submit the Annual Report of the Company
including its Financial Statement of the Fiscal PT Angkasa Pura I (Persero) has submitted
Year of 2017 to the Minister of State-Owned the Company’s Annual Report including
Enterprises audited by the Public Accounting the Financial Statement of the Fiscal Year
Firm no later than February 15, 2018. of 2017 to the Minister of State-Owned
Enterprises which has been audited by the
Public Accounting Firm in accordance with the
stipulated time.
3. Mematuhi dan melaksanakan ketentuan, PT Angkasa Pura I (Persero) telah mematuhi
prosedur hukum dan Anggaran Dasar Perusahaan dan melaksanakan ketentuan hukum peraturan
dan manajemen risiko secara sungguh-sungguh dan perundang-undangan dengan tindak self
dalam setiap kegiatan perusahaan berdasarkan assessment yang diberikan oleh Kantor Pusat
prinsip-prinsip Good Corporate Governance (GCG). ke Cabang sebagai bentuk internal kontrol
yang berupa inventarisasi dan penilaian, yang
Comply with and implement the Company’s sampai akhirnya menjadi laporan kepada
rules, legal procedures and Articles of Direksi.
Association and risk management seriously
in every corporate activity based on Good PT Angkasa Pura I (Persero) has complied with
Corporate Governance (GCG) principles. and implemented the provisions of the laws
of law and legislation with the act of self-
assessment provided by the Head Office to the
Branch Offices as internal control in the form
of inventory and assessment, which eventually
became a report to the Board of Directors.

2017 Annual Report
489

4. Agar melaksanakan program pengembangan: a. Proyek Strategis Nasional (PSN) yang
a. Proyek-proyek stategis nasional yang dipantau oleh Kantor Staf Presiden
dipantau oleh Kantor Staf Kepresidenan (KSP) telah dilaksanakan dan sedang
yaitu untuk Bandara Ahmad Yani Semarang, berjalan yaitu antara lain proyek Bandara
Bandara Syamsudi Noor Banjarmasin, dan Internasional Ahmad Yani Semarang,
Bandara Internasional Baru Yogyakarta. Bandara Internasional Syamsudin Noor
Banjarmasin, dan Bandara Internasional
b. Percepatan pembangunan Bandara Adi Yogyakarta di Kulonprogo.
Soemarmo Solo, Bandara Internasional
Lombok, Bandara I Gusti Ngurah Rai b. Jadwal pelaksanaan pekerjaan
Denpasar, Bandara Sam Ratulangi Manado, pembangunan Bandara Adi Soemarmo Solo,
Bandara Sultan Hasanuddin Makassar, dan Bandara Internasional Lombok, Bandara
Bandara Juanda Surabaya. I Gusti Ngurah Rai Denpasar, Bandara
Sam Ratulangi Manado, Bandara Sultan
In order to implement the development Hasanuddin Makassar, dan Bandara Juanda
programs: Surabaya sudah mempertimbangkan
a. National strategic projects are monitored percepatan-percepatan sebagaimana jadwal
by the Presidential Staff Office for Ahmad yang diusulkan.
Yani Airport of Semarang, Syamsudi Noor
Airport of Banjarmasin and Yogyakarta New a. The National Strategic Projects (PSN)
International Airport. monitored by the Presidential Staff Office
(KSP) which have been implemented and
b. Acceleration on the Construction of are underway are, among others, the
Adi Soemarmo Airport of Solo, Lombok Ahmad Yani International Airport project
International Airport, Gusti Ngurah Rai in Semarang, Syamsudin Noor International
Airport of Denpasar, Sam Ratulangi Airport Airport in Banjarmasin, and Yogyakarta
of Manado, Sultan Hasanuddin Airport of International Airport in Kulonprogo.
Makassar and Juanda Airport of Surabaya.
b. The schedule for the implementation of
construction projects of Adi Soemarmo
Airport in Solo, Lombok International
Airport, I Gusti Ngurah Rai Airport, Sam
Ratulangi Airport in Manado, Sultan
Hasanuddin Airport in Makassar, and
Juanda Airport in Surabaya have considered
accelerations as the proposed schedule.
5. Mempersiapkan pengambilalihan dan kerja Sudah dilakukan kajian feasibility study terkait
sama untuk Bandara Sentani, Bandara Komodo, pengambilalihan Bandara Sentani, Bandara
Bandara Juwata, Bandara Sis Al Jufri, dan Komodo, Bandara Juwata, Bandara Sis Al
Bandara Syukran Aminudin, dengan mengacu Jufri, dan Bandara Syukran Aminudin, dengan
pada ketentuan peraturan yang berlaku. mengacu pada ketentuan peraturan yang
berlaku.
Preparing for takeover and cooperation for
Sentani Airport, Komodo Airport, Juwata Airport, There has been a feasibility study conducted
Sis Al Jufri Airport and Syukran Aminudin related to takeover of Sentani, Komodo, Juwata,
Airport, with reference to the applicable Sis Al Jufriand Syukran Aminudin Airports, with
regulations. reference to the prevailing regulations
6. Melakukan optimalisasi pembinaan Anak PT Angkasa Pura I (Persero) sudah melakukan
Perusahaan, sehingga setiap aksi korporasi optimalisasi pembinaan kepada PT Angkasa
yang dilakukan dapat meningkatkan kinerja Pura Logistik, PT Angkasa Pura Retail, PT
perusahaan. Angkasa Pura Hotel, PT Angkasa Pura Properti,
dan PT Angkasa Pura Suport yang berdampak
To optimize the development of subsidiaries, so pada meningkatnya pendapatan Anak
that any corporate action conducted can improve Perusahaan.
the performance of the company.
PT Angkasa Pura I (Persero) has optimized
the guidance to PT Angkasa Pura Logistik, PT
Angkasa Pura Retail, PT Angkasa Pura Hotel, PT
Angkasa Pura Property and PT Angkasa Pura
Suport, which has an impact on the increase in
the income of the subsidiaries.


7. Menyelesaikan seluruh permasalahan aset-aset 1) TNI
perusahaan yang berkaitan dengan pihak ketiga a) TNI AL, Juanda Surabaya “Double
(seperti: TNI, Kementerian Perhubungan dan Account”:
Perum LPPNPI). - Tanggal 16 Januari 2018, Surat dari
DU yang ditujukan kepada Dewan
Complete all corporate asset issues related to Komisaris nomor AP.I.308-DU
third parties (eg TNI (Indonesian National Armed perihal Permohonan Rekomendasi
Forces), Ministry of Transportation and Perum atas Kepemilikan Aset Tanah dan
LPPNPI). Bangunan di Sebelah Selatan
Landasan Pacu Bandara Juanda
Surabaya;
- Tanggal 6 Maret 2018, rapat
pembahasan penyelesaian tanah
Bandara Juanda PT Angkasa Pura I
(Persero) Surabaya dengan TNI AU
yang dimediasi oleh Kementerian
ATR/BPN RI c.q. Dirjen Pengadaan
Tanah;
- Posisi terakhir sedang pengajuan
surat dari DU yang ditujukan
kepada Dewan Komisaris perihal
Penyampaian Risalah Rapat Tindak
Lanjut Permasalahan Double Account
Untuk Aset Tanah dengan TNI AL
di Sebelah Selatan Landasan Pacu
Bandara Juanda Surabaya;
b) TNI AU, Syamsudin Noor Banjarmasin
“Lapangan Tembak”:
- Tanggal 31 Januari 2018, sudah
dilakukan Perjanjian Kesepakatan
Bersama (MoU) pemindahtanganan
BMN tentang Pemindahtanganan
BMN Berupa Tanah TNI AU di Lanud
Syamsudin Noor kepada PT Angkasa
Pura I (Persero);
- Dalam waktu dekat akan dilakukan
rapat Pembahasan Rencana
Pembangunan Lapangan Tembak
untuk TNI AU di Bandara Syamsudin
Noor – Banjarmasin dengan TNI AU
sebagai Tindak Lanjut Kesepakatan
Bersama (MoU).
c) TNI AU, Kerjasama Pemanfaatan (KSP)
Pinjam Pakai Tanah PT Angkasa Pura
I (Persero) oleh TNI AU Lanud Sam
Ratulangi:
- Sudah dilakukan pengukuran tanah;
- Posisi terakhir draft konsep KSP
sudah disampaikan kepada Danlanud
Sam Ratulangi;
- Rencana Pembangunan Taxiway
oleh Lanud TNI AU sesuai surat
dari Kepala Dinas Faskonau yang
ditujukan kepada Direktur Utama.
2) Kementerian Perhubungan; BMN tanah
Surabaya dan Ujung Pandang;
- Sudah dilakukan survey lapangan atas
luasan tanah BMN pada tanggal 5-7
Maret 2018 di Ujung Pandang dan
tanggal 20-23 Maret 2018, selanjutnya
akan dibahas di Kementerian
Perhubungan.

2017 Annual Report
491

3) LPPNPI, Tahap I dan II:
a) Tahap I, posisi terakhir sudah dalam
tahap Harmonisasi;
- Setelah konfirmasi ke Direktorat
Jenderal Kekayaan Negara (DJKN)
bahwa saat ini Rencana Peraturan
Pemerintah (RPP) sedang dalam
proses di Menteri Sekretaris Negara
Republik Indonesia dan untuk
proses selanjutnya akan di paraf
oleh para Menteri terkait (Menteri
BUMN, Menteri Keuangan, Meneteri
Perhubungan, Menteri Hukum
dan Hak Asasi Manusia, Menteri
Sekretaris Negara) sebelum diajukan
kepada Presiden Republik Indonesia.
- Kementrian Keuangan dalam hal
ini Direktorat Jenderal Kekayaan
Negara (DJKN) masih menunggu
surat dari Kementerian Sekretariat
Negara terkait penerbitan Peraturan
Pemerintah (PP) dimaksud.
b) Tahap II, surat dari Perum LPPNPI yang
ditujukan kepada Menteri BUMN dengan
nomor: 06.04/00/LPPNPI/07/2017/228
tanggal 12 Juli 2017 perihal
Permohonan Pengalihan Tahap II aset
Terkait Penyelenggaraan Kenavigasian
Milik PT Angkasa Pura I (Persero) dan PT
Angkasa Pura II (Persero) kepada Perum
LPPNPI:
- Pada tanggal 22 November 2017
dilakukan rapat Pembahasan
Rencana Pengalihan Tahap II Aset
Penyelenggaraan Kenavigasian di
Kementerian BUMN;
- Aset-aset yang akan dialihkan
dari PT Angkasa Pura I (Persero)
kepada Perum LPPNPI yang telah
dilakukan inventarisasi oleh masing-
masing Kantor Cabang dan sudah
disampaikan kepada Kantor Cabang;
Posisi terakhir sedang pengajuan
surat dari Direktur Utama yang
ditujukan kepada Direktur Utama
Perum LPPNPI dan Deputi Bidang
Usaha Jasa Keuangan, Jasa Survei
dan Konsultan Kementerian BUMN
RI, terhadap daftar aset yang
sudah dikompilasi perlu dilakukan
pembahasan lebih lanjut sebelum
dituangkan dalam Berita Acara
Serah terima dari PT Angkasa Pura I
(Persero) kepada Perum LPPNPI yang
selanjutnya akan kami mintakan
persetujuan Menteri BUMN/
Pemegang Saham.


1) TNI
a) TNI AL (The Indonesian Navy), Juanda
Surabaya “Double Account”:
- January 16, 2018, a Letter from
DU, addressed to Dekom, number
AP.I.308-DU concerning the
Application for Recommendation
of Ownership of Land and Building
Assets on the South of the Runway
of Juanda Airport of Surabaya;
- March 6, 2018, the discussion of
land settlement of Juanda Airport
of PT Angkasa Pura I (Persero)
Surabaya with TNI AU mediated
by The Ministry of Agrarian Affairs
and Spatial Planning/National Land
Agency of the Republic of Indonesia
c.q. Director General of Land
Procurement;
- The latest position is on applying
the letter from DU addressed to
Dekom concerning the Submission
of Minutes of Meeting of Double
Account Issues For Land Assets with
the Indonesian Navy on the South
of the Runway of Juanda Airport of
Surabaya;
b) TNI AU (The Indonesian Air Force),
Syamsudin Noor of Banjarmasin
“Shooting Field”:
- January 31, 2018, a MoU has been
signed on the alienation of BMN
concerning the alienation of BMN
in the form of Land Packet of TNI
AU in Syamsudin Noor Airport to PT
Angkasa Pura I (Persero);
- In the near future, there will be a
meeting concering the Discussion
of Shooting Field Development
Plan for the Indonesian Air Force
at Syamsudin Noor Airport -
Banjarmasin with the Indonesian Air
Force as the Follow-up of the MoU.
Utilization Cooperation (KSP) of the
Lending API Land by TNI AU of Sam
Ratulangi Airport:
- Land measurement has been done;
- The latest position is on the
submission of the draft of KSP
concept to the Commander of Sam
Ratulangi Airport;
- Taxiway Development Plan by the
Indonesian Air Force according to
letter from the Head of Faskonau
Office addressed to Director of API.
2) Ministry of Transportation; BMN of
Surabaya and Ujung Pandang;
- Conducting Land survey of BMN land
on 5-7 March, 2018 in Ujung Pandang
and on 20-23 March 2018, which
will be discussed in the Ministry of
Transportation.

2017 Annual Report
493

3) TNI AU (The Indonesian Air Force), 3)
LPPNPI, Phase I and II:
a) Phase I, the latest position is already in
Harmonization stage ;
- After making a confirmation to the
Directorate General of State Assets
(DJKN) that the current Government
Regulation Plan (RPP) is in process
at the Minister of State Secretary of
the Republic of Indonesia and for
the next process will be signed by
the related Ministers (Minister of
State-Owned Enterprises, Minister of
Finance, Minister of Transportation,
Minister of Law and Human Rights,
Minister of State Secretary) before
being submitted to the President of
the Republic of Indonesia.
- Ministry of Finance, in this case
the Directorate General of State
Assets (DJKN), is still waiting for
a letter from the Ministry of State
Secretariat related to the issuance of
Government Regulation (PP).
b) Phase II, a letter from Perum LPPNPI
addressed to the Minister of State-
Owned Enterprises number: 06.04/00/
LPPNPI/07/2017/228, dated July 12,
2017 concerning the Application of
Transfer of Phase II of Assets Related to
Navigational Operation of PT Angkasa
Pura I (Persero) and PT Angkasa Pura II
(Persero) to Perum LPPNPI:
- November 22, 2017, a meeting on
the Transfer of Phase II Transfer
Plan of Navigational Implementation
at the Ministry of State-Owned
Enterprises was conducted;
- Assets to be transferred from PT
Angkasa Pura I (Persero) to Perum
LPPNPI which has been undertaken
inventory by each Branch Office
and has been submitted to Branch
Offices
The latest position is on the application
of the letter from the President Director
addressed to the President Director of
Perum LPPNPI and Deputy of Financial
Services Business, Service of Survey and
Consultant of the Ministry of State-Owned
Enterprises, concerning the list of compiled
assets needs to be further discussed before
it is written in the Offering Report of PT
Angkasa Pura I (Persero) to Perum LPPNPI
which in turn we will ask the approval of
the Minister of State-Owned Enterprises/
Shareholder.
8. Menyelesaikan seluruh permasalahan PT Angkasa Pura I (Persero) melalui telah
pembayaran hak-hak karyawan yang mengirimkan surat kepada YAKKAP I untuk
diberhentikan/dialihkan kepada LPPNPI sesuai membayarkan Tunjangan Hari Tua (THT) eks
dengan ketentuan yang berlaku. pegawai PT Angkasa Pura I (Persero) yang
telah dialihkan kepada PERUM LPPNPI dengan
Resolve all issues of payment rights to menggunakan mekanisme pembayaran yang
terminated/transferred employees to LPPNPI in ditujukan langsung kepada masing-masing
accordance with the applicable provisions. pegawai sesuai dengan ketentuan yang berlaku.


PT Angkasa Pura I (Persero) has sent a letter
to YAKKAP I to pay the Old Age Benefit to the
ex-employees of PT Angkasa Pura I (Persero)
as has been transferred to PERUM LPPNPI
by using payment mechanism directly to
each employee in accordance with applicable
provisions.
9. Mengembangkan pengelolaan bandara a. Melakukan evaluasi terhadap pelaksanaan
sehingga dapat meningkatkan kinerja bandara kegiatan dan review bisnis modal non aviasi
keseluruhan khususnya non aeronautika dengan yang ideal.
standar internasional. Untuk kinerja bandara b. Mengoptimalkan pengusahaan kegiatan
yang masih rugi, agar dilakukan evaluasi bisnis non aviasi kepada Anak Perusahaan.
dan perbaikan secara menyeluruh supaya c. Menambah alat produksi non aviasi
tidak menjadi beban bagi perusahaan secara dengan melakukan beautifikasi terminal/
konsolidasian. penyesuaian CSP (Commercial Space Plan).
Develop airport management so as to improve a. Evaluating the implementation of activities

the overall airport performance, especially for and reviewing the ideal capital of non-
non-aeronautics with international standards. aviation business.
For the low performance of the airport, it is to b. Optimizing the non-aviation business
make thorough evaluation and improvement so exploitation to subsidiaries.
as not to become the expenses to the company c. Adding non-aviation production equipment
on a consolidated basis. by performing beautification/adjustment of
CSP (Commercial Space Plan) terminal.
10. Meningkatkan compliance/pemenuhan portal Telah dilakukan pembinaan portal BUMN
Financial Informastion System (FIS), portal aset, dengan pengisian dan penyampaian data sesuai
portal SDM, portal PKBL dan portal Publik. jadwal, serta data yang dilaporkan sesuai
Sehubungan peningkatan kualitas pengawasan dengan laporan triwulan hasil kinerja.
dan pembinaan Perseroan agar dilakukan
pemutakhiran data, ketepatan, dan kelengkapan The State-Owned Enterprises portal has been
pengisian portal tersebut menjadi perhatian done by filling and delivering data on schedule,
utama Dewan Komisaris dan Direksi. and data reported in accordance with quarterly
reports of performance.
Improving the compliance of Financial
Informastion System (FIS), assets, Human
Resources, PKBL and Public portals. In relation
to the improvement of supervision quality and
Company Development in order to make the
data update, the accuracy and completeness of
the portal filling become the main concern of
the Board of Commissioners and the Board of
Directors.
11. Melakukan pengendalian biaya di setiap Dalam pengendalian biaya RKAP tahun 2017
kegiatan usaha perusahaan dengan selalu sudah diupayakan efisien biaya sehingga ada
mempertimbangkan cost effectiveness guna penghematan beberapa biaya, diantaranya:
mewujudkan pengelolaan perusahaan yang Beban Pemeliharaan, Beban Persediaan, Beban
semakin efektif dan efisien. Setiap pengeluaran Utilitas, Beban Sewa, Beban Pelayanan bandara,
memperhitungkan secara cermat besaran Beban Asuransi, dan Beban Umum dengan total
pendapatan yang akan diterima oleh perusahaan. sebesar Rp436,30 miliar.
Perform cost control in every business activity The cost control of RKAP in 2017 has been
of the company by always considering the cost sought efficiently, so there are several cost
effectiveness in order to realize the company’s savings, including: Maintenance, Supplies,
management to be more effective and efficient. Utility, Rent, Airport Service, Insurance, and
Each expense takes into account the amount of General Expenses for a total of Rp436,30
income that the firm will receive. billion.

2017 Annual Report
495

12. Melakukan evaluasi atas realisasi penyerapan Evaluasi yang sudah dilakukan antara lain:
investasi tahun 2016 untuk meningkatkan 1) Melakukan lelang tidak mengikat.
realisasi capaian investasi sesuai dengan 2) Investasi Tahun 2016 sebagian besar
program kerja innvestasi pada tahun 2017 masih dalam tahap perencanaan sehingga di
serta mendorong pertumbuhan dan peningkatan tahun 2017 diupayakan untuk percepatan
kinerja perusahaan guna mendukung percepatan pelaksanaan realisasi fisik.
pembangunan ekonomi nasional ditahun yang 3) Melakukan pelaporan secara rutin untuk
akan datang. proyek pengembangan (PSN) ke Meneg
BUMN, Menko Perekonomian, Kementerian
Evaluating the realization of investment Perhubungan, Inspektorat Jenderal
absorption in 2016 to increase the realization Perhubungan, dan Kantor Staf Presiden
of investment achievement in accordance with (KSP).
the invesment program in 2017 and encourage 4) Melaksanakan bimbingan teknis
the growth and improvement of the company’s perencanaan proyek dengan Direktorat
performance in order to support the acceleration Bandar Udara.
of national economic development in the coming 5) Membentuk gugus tugas yang terdiri dari
year. tenaga ahli terkait proyek.
6) Pendampingan oleh BPKP, TP4P, dan TP4D
7) Koordinasi rutin dengan stakeholder lain
antara lain Airnav, Pertamina, PLN, CIQ,
Telkom, BMKG, dan lainnya.
8) Implementasi, aplikasi untuk dokumentasi
proyek dan implementasi website proyek.
9) Melaksanakan implementasi SOP
pengawasan dan pengendalian proyek.
10) Melaksanakan percepatan pembangunan
dengan skala prioritas pada proyek PPSRG
agar dapat dioperasikan dengan minimum
requirement pada bulan Mei 2018 serta
melaksanakan pembangunan skala prioritas
pada PPJOG agar dapat beroperasi sesuai
dengan Perpres yaitu bulan April 2019.
11) Menunjuk konsultan pengawas atau
konsultan Manajemen Konstruksi (MK) untuk
melakukan pengawasan dan pengendalian
pekerjaan di lapangan serta memberikan
evaluasi atas pekerjaan kontraktor agar
penyelesaian hasil pekerjaan sesuai dengan
waktu yang telah ditentukan.
12) Melakukan Sinergi BUMN.
Evaluations that have been done include:
1) Conducting a non-binding auction.
2) 2016 Investment of which is mostly
still in the planning stage, so that there
will be accelerations in 2017 on the
implementation of physical realization.
3) Performing routine reporting for national
development projects (PSN) to the State
Minister for State-Owned Enterprises,
Coordinating Minister for Economic Affairs,
Ministry of Transportation, Inspectorate
General of Transportation, and Presidential
Staff Office (KSP).
4) Conducting technical project planning
guidance with the Directorate of Airports.
5) Establishing a task force consisting of
project related experts.


6) Conducting assistance by BPKP, TP4P and
TP4D.
7) Making a routine coordination with other
stakeholders such as Airnav, Pertamina,
PLN, CIQ, Telkom, BMKG, etc.
8) Implementation, application for project
documentation and project website.
9) Implementing SOP for project supervision
and control.
10) Implementing the acceleration of
development with priority scale on PPSRG
project to be operated with minimum
requirement in May 2018 as well as
implementing priority scale development
on PPJOG in order to operate in accordance
with the Presidential Regulation in April
2019.
11) Appointing a supervisory consultant or
Construction Management Consultant (MK)
to conduct supervision and control of work
in the field and provide an evaluation of the
work of the contractor for the completion
of work results in accordance with the time
specified.
12) Synergizing the State-Owned Enterprises.
13. Mengikuti dan memperhatikan arahan Berikut tindak lanjut berdasarkan Risalah Rapat
Keasdepan Bidang Tanggung Jawab Sosial dan Pembahasan Laporan Pertanggungjawaban
Lingkungan sebagaimana yang telah ditetapkan Program Kemitraan dan Bina Lingkungan Tahun
dalam Risalah Rapat Pembahasan Laporan 2016 PT Angkasa Pura I (Persero) Nomor: RIS-
Pertanggungjawaban Program Kemitraan dan 108/D7.MBU.3/03/2017 tanggal 13 Maret
Bina Lingkungan Tahun 2016 PT Angkasa Pura 2017:
I (Persero) Nomor: RIS-108/D7.MBU.3/03/2017 a. Direksi diminta untuk merealisasikan
tanggal 13 Maret 2017. penyaluran PK dan BL sebesar dana
tersedia serta mengoptimalkan penagihan
Following and taking into account the direction pengembalian pinjaman/piutang mitra
of the Social and Environmental Sustainability binaan, sehingga tingkat kolektibilitas PK
Deputy Assistance as stipulated in the Minutes dapat mencapai 80%.
of Meeting of Discussion on Partnership and Untuk realisasi tahun 2017 belum dapat
Community Development Program Report of memenuhi target tahun 2017 dikarenakan
2016 PT Angkasa Pura I (Persero) Number: RIS- hal-hal sebagai berikut:
108/D7.MBU.3/03/2017 dated March 13, 2017. - Terbatasnya SDM dibeberapa Bandara
untuk fokus dalam kegiatan penagihan
pinjaman Mitra Binaan;
- Beberapa kantor cabang melakukan
upaya pemulihan pinjaman melalui
reschedulling pinjaman, namun tidak
disertai dengan realisasi pengembalian
yang telah disepakati;
- Beberapa Mitra Binaan yang kurang
memiliki itikad baik dalam pengembalian
pinjaman.
b. Dalam rangka efektivitas penyaluran
dana PKBL sampai dengan akhir tahun
2017, Direksi diminta untuk melakukan
perencanaan, pelaksanaan, monitoring dan
evaluasi pelaksanaan program PKBL tahun
2017.
Tahapan penyaluran PKBL telah
direncanakan dalam RKA PKBL tahun 2017,
dan seluruh rencana penyaluran telah
dilaksanakan pada tahun 2017 dan hasilnya
dimonitor dan dievaluasi kembali apakah
sudah tepat sasaran dan tepat guna atau
tidak.

2017 Annual Report
497

Dan untuk pencapaian efektivitas
penyaluran PKBL pada tahun 2017 adalah
sebagai berikut:
- Efektivitas penyaluran PK tercapai
97,73%;
- Daya Serap Bina Lingkungan tercapai
100,23%.
c. Dengan terbitnya Peraturan Menteri BUMN

Nomor: PER-03/MBU/12/2016 tentang
Perubahan atas Peraturan Menteri BUMN
Nomor: PER-09/MBU/07/2015 tentang
PKBL BUMN, maka Direksi diminta untuk
menetapkan SOP pelaksanaan PKBL yang
telah disesuaikan dengan peraturan Menteri
BUMN.
Dasar pelaksaaan kegiatan PKBL PT Angkasa
Pura I (Persero) tahun 2017 adalah:
- Peraturan Menteri BUMN Nomor: PER-
09/MBU/07/2015 tanggal 3 Juli 2015
tentang Program Kemitraan dan Program
Bina Lingkungan BUMN.
03/MBU/12/2016 tanggal 16 Desember
2016 Perihal Perubahan Atas Peraturan
Menteri Badan Usaha Milik Negara
Nomor : PER-09/MBU/07/2015 tentang
Program Kemitraan dan Program Bina
Lingkungan Badan Usaha Milik Negara.
02/MBU/07/2017 tanggal 20 Juli 2017
Perihal Perubahan Kedua Atas Peraturan
Menteri Badan Usaha Milik Negara
Nomor : PER-09/MBU/07/2015 tentang
Program Kemitraan dan Program Bina
Lingkungan Badan Usaha Milik Negara.
Sehubungan dengan Peraturan Menteri
BUMN tersebut maka PT Angkasa Pura
I (Persero) telah menyesuaikan SOP
Pelaksanaan PKBL pada bulan Agustus 2017
sebagai berikut:
- Surat Keputusan Direksi PT Angkasa
Pura I (Persero) Nomor: KEP.103/
KU.13/2017 tanggal 7 Agustus 2017
tentang Petunjuk Pelaksanaan Program
Kemitraan dan Bina Lingkungan PT
Angkasa Pura I (Persero);
- Surat Keputusan Direksi PT Angkasa
Pura I (Persero) Nomor: KEP.104/
KU.13/2017 tanggal 7 Agustus 2017
tentang Pedoman Program Pelayanan
Kesehatan Keliling PT Angkasa Pura I
(Persero);
d. Dalam rangka penatakelolaan dana PK
yang lebih baik, Direksi agar menggunakan
teknologi dalam pengadministrasian
Mitra Binaan dan pengembalian pinjaman
untuk meminimalisir angsuran MB tidak
teridentifikasi serta untuk monitoring
perkembangan MB sehingga menghasilkan
database MB yang akurat.
Seluruh pencatatan transaksi Program
Kemitraan telah diakomodisasi dalam
Aplikasi “PKBL ONLINE” sehingga lebih
memudahkan insan CSR PT Angkasa Pura I
(Persero) untuk mengolah data.


e. Dana pembinaan MB diprioritaskan
untuk peningkatan kapasitas antara lain
packaging branding dan marketing, dengan
mengoptimalkan Rumah Kreatif BUMN yang
sudah ada dan e-commerce. Selain itu, MB
diperkenalkan dengan literasi keuangan,
dalam hal ini pihak perbankan.
Pembinaan kepada mitra binaan yang telah
diberikan pada tahun 2017 antara lain
kesempatan untuk mengikuti pameran lokal,
nasional dan internasional untuk membantu
memperluas pangsa pasar para mitra
binaan, sedangkan kemampuan packaging
branding dan e-commerce telah diberikan
dalam setiap pelatihan kepada para mitra
binaan.
f. Direksi agar berkomitmen melaksanakan
program PKBL di provinsi dan/atau
kabupaten sebagaimana penunjukan
koordinator yang telah ditetapkan oleh
Menteri BUMN sesuai jadwal waktu yang
telah ditentukan dan menyampaikan
laporan melalui website BUMN Hadir Untuk
Negeri.
Seluruh kegiatan BUMN Hadir Untuk
Negeri telah selesai dilaksanakan dengan
PT Angkasa Pura I (Persero) menjadi PIC
kegiatan HUT RI di Palu Sulawesi Tengah
dan PIC Pembangunan Bedah Rumah di
Maluku. Dalam kegiatan ini PT Angkasa Pura
I (Persero) bersinergi dengan PT Danareksa
sebagai Co PIC kegiatan.
g. Direksi diminta untuk segera
menindaklanjuti dan menyelesaikan
temuan-temuan dan saran-saran dari
Kantor Akuntan Publik (KAP) dan BPK
RI (apabila ada) secara tuntas, sehingga
di masa mendatang temuan auditor atas
masalah yang sama tidak terjadi lagi. Tindak
lanjut penyelesaian temuan/saran auditor
dimaksud agar dibahas secara komprehensif
dan disampaikan secara tertulis kepada
Pemegang Saham.
Dalam laporan tahun buku 2016 tidak
terdapat temuan yang harus ditindaklanjuti
karena sudah diselesaikan pada tahun 2016.
h. Menyampaikan laporan berkala secara tepat
waktu secara elektronik sesuai yang diatur
dalam Peraturan Menteri BUMN Nomor
PER-09/MBU/07/2015 tanggal 3 Juli 2015
tentang Program Kemitraan dan Program
Bina Lingkungan Badan Usaha Milik
Negara serta PER-18/MBU/2014 tanggal
16 Oktober 2014 tentang Penyampaian
Data, Laporan dan Dokumen BUMN secara
Elektronik melalui Portal PKBL dengan
alamat http://pkbl.bumn.go.id. Selain itu,
BUMN diminta untuk dapat membuat
Laporan Pelaksanaan PKBL dalam bentuk
Sustainability Report.
Seluruh pelaporan kegiatan PKBL telah
dilaporkan melalui Portal PKBL BUMN
sesuai dengan tenggat waktu yang
ditentukan dan juga pelaporan pelaksanaan
PKBL menjadi salah satu bagian dari
Sustainability Report.

2017 Annual Report
499

i. Mempublikasikan pelaksanaan PKBL kepada
masyarakat secara intensif melalui media
komunikasi baik cetak maupun elektronik
termasuk website Perseroan, sebagai bentuk
pertanggungjawaban program-program
yang telah dilaksanakan BUMN serta supaya
masyarakat mengetahui dengan baik atas
program-program tersebut.
Untuk tahun 2017 setiap pelaksanaan
kegiatan PKBL selalu mengundang media
cetak maupun elektronik sebagai sarana
publikasi, selain itu setiap kegiatan selalu di
publikasikan via website perusahaan.
The followings are the follow-up actions based
on the Minutes of Meeting of Discussion Report
of Partnership and Community Development
Program of 2016 PT Angkasa Pura I (Persero)
Number: RIS-108/D7.MBU.3/03/2017 dated
March 13, 2017:
a. The Board of Directors is requested to
realize the distribution of PK and BL funds
as well as to optimize collection of loan/
receivable repayments from partners, so
that the collectibility of PK can reach 80%.
For the realization of 2017, it has not been
able to meet the target in 2017 due to the
followings:
- Limited human resources in several
airports to focus on loan collection
activities of partner partners;
- Some branch offices make loan recovery
efforts through reschedulling loans, but
not accompanied by the realization of
agreed returns;
- Some of the Insured Partners which lack
of good intention in repayment of the
loan.
b. In the framework of effectiveness of PKBL
fund distribution until the end of 2017,
the Board of Directors is required to
undertake the planning, implementation,
monitoring and evaluation of PKBL program
implementation in 2017.
The PKBL disbursement stage has been
planned in the RKA PKBL of 2017, and all
distribution plans have been implemented
in 2017 and the results are monitored and
re-evaluated whether they are on target
and are appropriate or not.
In addition, the achievement of the PKBL
disbursement effectiveness in 2017 are as
follows:
- The effectiveness of PK distribution
reached 97,73%;
- The Absorption of Community
Development reached 100,23%
c. With the issuance of Regulation of the
Minister of State-Owned Enterprises
Number: PER-03/MBU/12/2016 concerning
the Amendment of the Regulation of
Minister of State-Owned Enterprises
Number: PER-09/MBU/07/2015 concering
PKBL of State-Owned Enterprise, the Board
of Directors is required to stipulate SOP
of PKBL implementation suited to the
Regulation of Minister of State-Owned
Enterprises.


The basis for the implementation of PKBL
activities of PT Angkasa Pura I (Persero) in
2017 are as follows:
- Regulation of the Minister of State-
Owned Enterprises Number: PER-
09/MBU/07/2015 dated July 3,
2015 concerning Partnership and
Development Programs of State-Owned
Enterprises
Owned Enterprises Number: PER-03/
MBU/12/2016 dated December 16,
2016 concerning Amendment to
Regulation of the Minister of State-
MBU/07/2015 concerning Partnership
and Community Development Programs
of State-Owned Enterprises .
MBU/07/2017 dated July 20, 2017
concerning Second Amendment to
Regulation of Minister of State-
MBU/07/2015 concerning Partnership
and Community Development Programs
of State-Owned Enterprises.
In relation to the regulation of the Minister
of State-Owned Enterprises, PT Angkasa
Pura I (Persero) has adjusted the SOP of
Implementation of PKBL in August 2017 as
follows:
- Decree of the Board of Directors of
PT Angkasa Pura I (Persero) Number:
KEP.103/KU.13/2017 dated August
7, 2017 concerning Guidelines
for Partnership and Community
Development Programs of PT Angkasa
Pura I (Persero);
- Decree of the Board of Directors of
PT Angkasa Pura I (Persero) Number:
KEP.104/KU.13/2017 dated 7 August
2017 concerining Guidelines for Angkasa
Pura I (Persero) Mobile Health Service
Program;

2017 Annual Report
501

d. In order to have better management on PK
funds, the Board of Directors is required
to use technology in administering the
Developed Partners and loan repayments to
minimize unidentified MB installments and
to monitor MB developments to generate an
accurate MB database.
All recording of Partnership Program
transactions have been accommodated in
“PKBL ONLINE” Application to make it easier
for the CSR personnel of PT Angkasa Pura I
(Persero) to process the data.
e. MB development funds are prioritized

for capacity building such as packaging
branding and marketing, by optimizing the
existing State-Owned Enterprise Creative
House and e-commerce. In addition, MB is
introduced with financial literacy, in this
case the banks.
The development to the targeted partners
that have been granted in 2017 includes
opportunities to participate in local, national
and international exhibitions to help
expand the market share of the partners,
while the ability of packaging branding and
e-commerce has been provided in every
training to the partners.
f. The Board of Directors to commit to

implement the program PKBL in provinces
and/or districts as the appointment of
coordinator which has been determined
by Minister of State-Owned Enteprises
according to predetermined time schedule
and submit report through website of BUMN
Hadir Untuk Negeri.
All BUMN Hadir Untuk Negeri activities
has been finished where PT Angkasa
Pura I (Persero) becomes the PIC of
the Independence Day of the Republic
of Indonesia activities in Palu, Central
Sulawesi, and PIC of Development of House
Renovations in Maluku. In this activity, PT
Angkasa Pura I (Persero) synergized with PT
Danareksa as Co-PIC.
g. The Board of Directors is requested to

immediately follow up and resolve the
findings and suggestions from the Public
Accounting Firm (KAP) and the Audit
Board of The Republic of Indonesia/BPK
RI (if any) thoroughly, so that in the future
the auditor’s findings on the same issue
do not happen again. Following-up to
the completion of the auditor’s findings/
suggestions to be comprehensively
discussed and submitted in writing to the
Shareholders.
In the report of fiscal year of 2016, there
were no findings to be followed up as they
were completed by 2016.


h. Periodically deliver timely electronic
reports in accordance with the Regulation
of Minister of State-Owned Enterprises No.
PER-09/MBU/07/2015 dated July 3, 2015
concerning the Partnership and Community
Development Programs of State-Owned
Enterprises and PER-18/MBU/2014
dated October 16, 2014 on Submission of
Electronic Data, Reports and Documents
via PKBL Portal through http://pkbl.
bumn.go.id. In addition, the State-Owned
Enterprises are requested to be able to
make Implementation Report of PKBL in the
form of sustainability report.
All reporting of PKBL activities has been
reported through the PKBL of State-Owned
Enterprise Portal in accordance with the
stated deadlines and also the reporting of
the implementation of the PKBL into one
part of the sustainability report.
i. Publicizing the implementation of PKBL to

the community intensively through printed
and electronic media including the company
website, as a form of accountability
programs that have been implemented by
the State-Owned Enterprises and so the
public know the programs well.
In 2017, every implementation of PKBL
activities always invited the print and
electronic media as a means of publication,
in addition to every activity was always
published via the company website.
14. Laporan Keuangan, Laporan Pelaksanaan Pelaksanaan telah dijabarkan dalam bentuk
PKBL, Laporan Evaluasi Kinerja, Laporan triwulanan dan telah dilaksanakan sesuai
Kepatuhan Terhadap Perundang-undangan, dan dengan ketentuan, serta telah dilaporkan secara
Pengendalian Internal, Laporan Penilaian Key berkala kepada Pemegang Saham dengan tepat
Performace Indicator (KPI) yang telah diaudit waktu.
oleh KAP Hadori Sugiarto Adi dan Rekan Risalah
Rapat Pembahasan Laporan Pertanggungjawaban The implementation has been translated and
Program Kemitraan dan Bina Lingkungan Tahun made in the quarterly basis and has been
2016 PT Angkasa Pura I (Persero) dan tanggapan implemented in accordance with the provisions,
Dewan Komisaris sesuai Surat Dewan Komisaris and has been regularly reported to the
PT Angkasa Pura I (Persero) Nomor: 27/ Shareholders in a timely manner.
DK.AP.I/2017 tanggal 31 Maret 27 April 2017
adalah bagian yang tidak terpisahkan.
The financial Statement, PKBL Implementation

Report, Performance Evaluation Report,
Compliance Report on Legislation and Internal
Control, Key Performace Indicator Assessment
Report (KPI) audited by KAP Hadori Sugiarto
Adi and Partners and the Minutes of Meeting
of Discussion Report on Partnership and
Community Development Program of 2016of PT
Angkasa Pura I (Persero) and the response of the
Board of Commissioners according to the Letter
of the Board of Commissioners of PT Angkasa
Pura I (Persero) Number: 27/DK.AP.I/2017 dated
March 31 and April 27, 2017 are inseparable.

2017 Annual Report
503
PENYELENGGARAAN RAPAT UMUM PEMEGANG THE IMPLEMENTATION OF GENERAL MEETING OF

SAHAM RENCANA KERJA DAN ANGGARAN SHAREHOLDERS OF COMPANY’S WORK PLANS AND
PERUSAHAAN TAHUN 2016 BUDGET FOR 2016

Undangan RUPS tentang Rencana Rapat Umum Pemegang Saham Hasil keputusan RUPS adalah
Kerja Anggaran Perusahaan (RUPS) tentang Rencana Kerja persetujuan RKAP Tahun 2016
(RKAP) Tahun 2016 telah Anggaran Perusahaan (RKAP) oleh pemegang saham. Risalah
disampaikan pada Pemegang Tahun 2016 telah dilaksanakan RUPS juga telah disampaikan ke
Saham melalui surat No. pada 31 Desember 2015 di pemegang saham melalui situs
AP.I.6447/KU.01/2015/FD-B Kantor Kementerian BUMN www.fis.bumn.go.id serta dimuat di
tanggal 30 Desember 2015.. Ruang Rapat Lt. 9, Jalan Medan website Perseroan (www.ap1.co.id).
Merdeka Selatan No. 13 Jakarta
The GMS invitation on the Plan Pusat. The result of the GMS decision is
Corporate Budget Work RKAP approval for 2016
(RKAP) of 2016 has been The GMS invitation on the Plan by shareholders. Treatise
delivered to the Holder Corporate Budget Work GMS has also been submitted to
Shares by mail no. (RKAP) of 2016 has been shareholders through the site
AP.I.6447 / KU.01 / 2015 / FD-B delivered to the Holder www.fis.bumn.go.id and loaded
December 30, 2015. Shares by mail no. on the Company’s website (www.
AP.I.6447 / KU.01 / 2015 / FD-B ap1.co.id).
December 30, 2015.
Rekapitulasi Kehadiran RUPS Rencana Kerja dan Recapitulation of Attendance of Employee

Anggaran Perusahaan Tahun 2016 Beneficiaries and Corporate Budget of 2016
RUPS RKAP 2016 dihadiri oleh Komisaris Utama The RUPS RKAP 2016 was attended by the President
dan beberapa anggota Dewan Komisaris, termasuk Commissioner and several members of the Board of
Ketua dan anggota Komite yang ada di bawah Commissioners, including the Head and members of
Dewan Komisaris, serta Direktur Utama dan seluruh the Committees under the Board of Commissioners,
jajaran Direksi. as well as the President Director and the Board of
Directors

No.
Komisaris Utama/Komisaris Independen
1. Andrinof Chaniago President Commissioner/Independent Hadir / Attended
Commissioner
Komisaris Independen
2. Boy Syahril Qamar Tidak Hadir / Did not Attend
3. Selby Nugraha Rachman Komisaris / Commissioner Hadir / Attended
4. Agus Santoso Komisaris / Commissioner Tidak Hadir / Did not Attend
5. Anandy Wati Komisaris / Commissioner Hadir / Attended
6. Dwi Ary Purnomo Komisaris / Commissioner Tidak Hadir / Did not Attend
Direktur Utama Perseroan
7. Sulistyo Wimbo Hardjito Tidak Hadir / Did not Attend
President Director of Company
Direktur Perseroan
8. Novrihandri Hadir / Attended
Company Director
Direktur Perseroan
9. Mochammad Asrori Hadir / Attended
Company Director
Direktur Perseroan
10. Wendo Asrul Rose Hadir / Attended
Company Director
Polana Banguningsih Direktur Perseroan
11. Hadir / Attended
Pramesti Company Director
Direktur Perseroan
12. Adi Nugroho Hadir / Attended
Company Director

Agenda dan Keputusan RUPS Rencana Kerja dan Agenda and Resolutions of General Meeting of
Anggaran Perusahaan Tahun 2016 Shareholders on Company’s Work Plans and Budget
of 2016

Persetujuan/Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) serta Rencana Kerja dan Anggaran Program
Kemitraan dan Bina Lingkungan (PKBL) Tahun 2016.
Approval/Ratification of Company’s Work Plans and Corporate Budget (RKAP) and Work Plans and Budget of Partnership
and Community Development Program (PKBL) of 2016.
Keputusan:
1. Mengesahkan Rencana Kerja dan Anggaran Perusahaan Tahun 2016 PT Angkasa Pura I (Persero), dengan pokok-
pokok sebagai berikut:
a. Laba Bersih Perseroan Tahun 2016 ditargetkan sebesar Rp855.482.000.000,- (delapan ratus lima puluh lima
miliar empat ratus delapan puluh dua juta Rupiah);
b. Laporan Posisi Keuangan per 31-12-2016 diproyeksikan ditutup dengan Total Aset sebesar
Rp21.338.989.000.000,- (dua puluh satu triliun tiga ratus tiga puluh delapan miliar sembilan ratus sembilan
puluh delapan juta Rupiah);
c. Total Belanja Modal sebesar Rp.6.280.254.000.000,- (enam triliun dua ratus delapan puluh miliar dua ratus lima
puluh empat juta juta Rupiah);
d. Jumlah Sumber Daya Manusia diproyeksikan sebanyak 8.863 (delapan ribu delapan ratus enam puluh tiga)
orang;
e. Skor Tingkat Kesehatan Perusahaan sebesar 89 (delapan puluh sembilan) atau Sehat “AA”.
2. Mengesahkan RKA-PKBL (Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan) tahun 2016 (dua
ribu enam belas) PT Angkasa Pura I (Persero), dengan pokok-pokok:
a. Program kemitraan:
- Total Dana Tersedia sebesar Rp28.498.000.000,- (dua puluh delapan miliar empat ratus sembilan puluh
delapan juta Rupiah).
- Total Penyaluran Dana sebesar Rp27.370.000.000,- (dua puluh tujuh miliar tiga ratus tujuh puluh juta
Rupiah).
- Sisa Dana sebesar Rp1.128.000.000 (satu miliar seratus dua puluh delapan juta Rupiah) .
b. Program Bina Lingkungan:
- Total Dana Tersedia sebesar Rp25.696.000.000,- (dua puluh lima miliar enam ratus sembilan puluh enam
juta Rupiah).
- Total Penyaluran Dana sebesar Rp21.147.000.000,- (dua puluh satu miliar seratus empat puluh tujuh juta
Rupiah).
- Sisa Dana sebesar Rp4.549.000.000,- (empat miliar lima ratus empat puluh sembilan juta Rupiah).
Resolutions:
1. Approving the Company’s Work Plans and Budget of 2016 PT Angkasa Pura I (Persero), with the following subjects:
a. The Company’s Net Profit for 2016 is targeted at Rp855.482.000.000,- (eight hundred fifty five billion four
hundred and eighty two billion Rupiah);
b. The Statement of Financial Position per 31-12-2016 is projected to close with Total Assets of
Rp21.338.989.000.000,- (twenty one trillion three hundred thirty eight billion nine hundred and ninety eight
million Rupiah);
c. Total Capital Expenditure is Rp.6.280.254.000.000,- (six trillion two hundred eighty billion two hundred and fifty
four million million Rupiah);
d. The number of Human Resources is projected to be 8.863 (eight thousand eight hundred and sixty three) people;
e. The Score for Company’s Soundness Level is 89 (eighty nine) or categorized as Healthy “AA”.
2. Approving the RKA-PKBL (Work Plan and Budget of Partnership and Community Development Program) in 2016 (two
thousand sixteen) pf PT Angkasa Pura I (Persero), with the following subjects:
a. Partnership Program:
- Total Funds Available for Rp28.498.000.000,- (twenty four billion and four hundred ninety eight million
Rupiah).
- Total Disbursement of Rp27.370.000.000,- (twenty seven billion and three hundred seventy million Rupiah).
- Funds remaining of 1.128.000.000 (one billion one hundred and twenty eight million Rupiah).
b. Community Development Program:
- Total Funds Available for Rp25.696.000.000,- (twenty five billion and six hundred ninety six million Rupiah).
- Total Disbursement of Rp21.147.000.000,- (twenty one billion and one hundred forty seven million Rupiah).
- Funds Remaining of Rp4.549.000.000,- (four billion five hundred and forty nine million Rupiah).

2017 Annual Report
505

Penetapan Indikator Aspek Operasional untuk Perhitungan Tingkat Kesehatan Perusahaan Tahun 2016.
Determination of Operational Aspect Indicators for the Assessment of Company’s Soundness Level of 2016.
Penetapan target aspek operasional tahun 2016 / Determining the operational target achievements of 2016.
TARGET TAHUN 2016 / 2016 TARGET

No INDIKATOR / INDICATOR BOBOT SATUAN NILAI
TARGET
WEIGHT UNIT SCORE
ASPEK OPERASIONAL / OPERATIONAL ASPECTS
Costumer Satisfaction Index (CSI) Skala Likert
1 15 4,33 15,00
Costumer Satisfaction Index (CSI) (1-5)
2 Tingkat Pelayanan / Level of Service
a. Pemeriksaan Security di Terminal /
5 % 90,00 5,00
Security Check di Terminal
b. Fasilitas Umum / Public Facilities
1) Kebersihan Toilet / Cleanliness of Toilet
- Bandara I Gusti Ngurah Rai /
0,75 **** 0,75
I Gusti Ngurah Rai Airport
- Bandara Juanda, Sultan
Hasanuddin, Sultan Aji
Muhammad Sulaiman
Sepinggan, Sam Ratulangi
0,75 *** 0,75
- Juanda, Sultan Hasanuddin,
Sultan Aji Muhammad Sulaiman
Sepinggan, Sam Ratulangi
Airports
Bintang
- Bandara Frans Kaisiepo,
Adisutjipto, Adi Soemarmo,
Udara Syamsudin Noor, Ahmad
Yani, Internasional Lombok,
Pattimura, El Tari
1,00 ** 1,00
- Frans Kaisiepo, Adisutjipto, Adi
Soemarmo, Udara Syamsudin
Noor, Ahmad Yani, Lombok
International, Pattimura, El Tari
Airport
2) Tingkat Kesejukan Ruangan /
2,5 % 90,00 2,50
Coolness of Terminal Room
3 Pengembangan Fasilitas dan Investasi / Facilities and Investment Development
a. Pencapaian Tingkat daya serap program
/ Achievement Rate of absorptive 5 % 100,00 5,00
capacity of the program
b. Pencapaian fisik investasi dari program
yang telah komitmen / Physical
5 % 75,00 5,00
achievement of investments from
programs that have been committed


Persetujuan dan Pengesahan Key Performance Indicators Direksi dan Dewan Komisaris Tahun 2016.
Approval and Ratification of the Key Performance Indicators of the Board of Directors and Board of Commissioners of
2016.
Keputusan:
Menetapkan Kontrak Manajemen Tahun 2016 antara Kuasa Pemegang Saham dengan Direksi dan Dewan Komisaris serta
Key Performance Indicators (KPI) Dewan Komisaris Tahun 2016 akan diputuskan kemudian secara tersendiri.
Resolution:
Establish Management Contract for 2016 between the Shareholders and the Board of Directors and Board of
Commissioners Authority and Key Performance Indicators (KPI) of the Board of Commissioners of 2016 will be decided
separately.

Pemberian Kuasa kepada Dewan Komisaris, untuk melakukan Persetujuan Realokasi Anggaran antar program/kegiatan
investasi dengan nilai maksimum 10% (sepuluh persen) dari total nilai investasi Tahun 2016 untuk perubahan dan/atau
penambahan program/kegiatan investasi.
Grant of Authorization to the Board of Commissioners, to make the Approval of Budget Reallocation between investment
programs/activities and a maximum value of 10% (ten percent) of the total investment value of 2016 for the amendment
and/or addition of investment programs/activities.
Keputusan:
Menyetujui Pemberian kuasa kepada Dewan Komisaris, untuk melakukan persetujuan realokasi anggaran antar program/
kegiatan investasi dengan nilai maksimum 10% (sepuluh persen) dari total nilai investasi tahun 2016 untuk perubahan
dan/atau penambahan program/kegiatan investasi.
Resolution:
Approving the Grant of Authorization to the Board of Commissioners, to make the Approval of Budget Reallocation
between investment programs/activities and a maximum value of 10% (ten percent) of the total investment value of
2016 for the amendment and/or addition of investment programs/activities.
Agenda Rapat Kelima / Fifth Meeting Agenda

Persetujuan pemberian Shareholder Loan kepada Anak Perusahaan.
Approval of Provisioning Shareholder Loan to the subsidiaries.
Keputusan:
Menurut pasal 11 ayat 8 huruf C Anggaran Dasar Perseroan Shareholder loan cukup dilaporkan kepada Dewan Komisaris,
sehingga tidak perlu mendapat Persetujuan dari rapat ini.
Resolution:
Acncording to article 11 passage 8 letter C of the Corporate Budget, the Shareholder loan is sufficiently to report to the
Board of Commmisioners, so that there is no need to get approval from this Resolution of this meeting.

2017 Annual Report
507
Arahan RUPS Rencana Kerja dan Anggaran Directions and Follow-Up Actions Based on General
Perusahaan Tahun 2016 dan Tindak Lanjutnya Meeting of Shareholders on Company’s Work Plans
and Budget of 2016
Arahan RUPS RKAP tahun 2016 dan tindak lanjutnya The directions of RUPS RKAP of 2016 and follow-up
yang telah dilakukan sampai dengan akhir tahun actions which have been conducted until the end of
2016 adalah sebagai berikut. 2016 are as follows.
No Arahan / Directions Tindak Lanjut / Follow-Up Actions

1 Buku RKAP (Rencana Kerja dan Anggaran RKAP, RKA-PKBL, RKA Dewan Komisaris dan KPI
Perusahaan), RKA-PKBL (Rencana Kerja dijadikan sebagai pedoman bagi Direksi dalam
dan Anggaran Program Kemitraan dan Bina melaksanakan program kerja dan target kinerja
Lingkungan), RKA (rencana Kerja Anggaran) oleh PT Angkasa Pura I (Persero) serta sebagai
Dewan Komisaris dan KPI (Key Performance sarana pemantauan dan pengawasan bagi
Indicators) tahun 2016 (dua ribu enam belas) Dewan Komisaris.
yang telah disetujui dan disahkan Rapat Umum
Pemegang Saham (RUPS) menjadi pedoman bagi RKAP, RKA-PKBL, RKA of Board of
Direksi dalam melaksanakan program kerja dan Commissioners and KPI serve as guidelines
target kinerja pada tahun 2016 (dua ribu enam for Directors in implementing work program
belas) serta sebagai sarana pemantauan dan and performance targets by PTAngkasa Pura I
pengawasan bagi Dewan komisaris. (Persero) as well as monitoring and supervision
for Board of Commissioners.
The RKAP (Company’s Work Plans and Budget),
RKA-PKBL (Partnership and Community
Development Programs and Work Plans),
RKA (Budget Work plans) of the Board of
Commissioners and KPIs (Key Performance
Indicators) of 2016 (two thousand and sixteen)
approved and ratified in the General Meeting
of Shareholders (GMS) became the guidelines
the Board of Directors in implementing the
work program and performance targets in 2016
(two thousand sixteen) as well as monitoring
and supervising the facilities for the Board of
Commissioners.
2 Dalam melaksanakan pencapaian target-target Pencapaian (realisasi) pada tahun 2016:
RKAP (Rencana Kerja dan Anggaran Perusahaan) 1. Pendapatan Non Aera sebesar Rp. 2,5 Triliun.
tahun 2016 (dua ribu enam belas), diminta 2. Daya Serap Program Investasi sebesar
perhatian Direksi antara lain hal-hal sebagai 70,78% dan Daya Serap Fisik sebesar
berikut: 69,21%.
a. Meningkatkan kontribusi pendapatan 3. Beban Operasi sebesar Rp4,49 Triliun.
perusahaan dari sektor non aeronautika
dengan memperkuat kesiapan sumber daya The realizations of 2016 were as follows:
internal dan kualitas Sumber Daya Manusia 1. Non-Aera income of Rp. 2,5 trillion.
serta meningkatkan pelayanan yang lebih 2. The absorption of the Investment Program
baik. was 70,78% and the Physical Absorption
b. Setiap pelaksanaan investasi harus didukung Rate was 69,21%.
dengan perencanaan yang matang dan 3. Operating Expenses of Rp. 4,49 Trillion.
sesuai kebutuhan perusahaan/skala prioritas
serta mempunyai daya ungkit dalam rangka
menunjang kelancaran kegiatan operasional,
produksi dan kinerja perusahaan.
c. Pengelolaan kas dan piutang perusahaan
agar dilakukan secara cash flow/likuiditas
perusahaan dalam mendanai kegiatan-
kegiatan operasional maupun kegiatan rutin
baik di kantor pusat maupun cabang-cabang.
d. Mengendalikan beban operasional dan
beban usaha serta menghindari pengeluaran-
pengeluaran yang tidak berkaitan langsung
dengan kelancaran kegiatan operasional
dengan melaksanakan cost reduction program
di semua lini sampai ke unit yang terendah.


In executing the achievement of the target
of RKAP (Company’s Work Plans and Budget)
in 2016 (two thousand sixteen), the Board
of Directors should be asked the following
concerns:
a. Increase the company’s revenue contribution
from the non-aeronautical sector by
strengthening the readiness of internal
resources and the quality of Human
Resources and improving the better service.
b. Each investment implementation must be
supported by careful planning and according
to the needs of the company / priority
scale and have leverage in order to support
the smooth operation of the company’s
operations, production and performance.
c. The management of the company’s cash and
receivables to be made in cash flow/liquidity
of the company in funding operational
activities and routine activities both at
headquarters and branches.
d. Controlling operating expenses and
operating expenses and avoiding
expenditures that are not directly related
to the smooth operation of operations by
implementing cost reduction programs
across all lines to the lowest units
3 Dalam rangka pelaksanaan Program Kemitraan Ditetapkan Target PKBL yaitu:
dan Bina Lingkungan (PKBL), Direksi diminta 1. Tingkat kolektabilitas sebesar 71%.
untuk mengikuti arahan dalam Risalah Rapat 2. Penyaluran Dana PKBL sebesar 100%.
Pembahasan Rencana Kerja dan Anggaran
Program Kemitraan dan Bina Lingkungan The PKBL Targets set were:
tahun 2016 PT Angkasa Pura I Nomor: RIS-72/ 1. Collectibility rate of 71%.
D7.MBU.4/12/2015 tanggal 08-12-2015. 2. PKBL funds disbursement of 100%.
In order to implement the Partnership and
Community Development Program (PKBL), the
Board of Directors was requested to follow
the guidance in the Minutes of Meeting of
Work Plans and Budget of Partnership and
Community Development Program 2016
Discussion of PT Angkasa Pura I Number: RIS-
72/D7.MBU.4/12/2015 dated 08-12-2015.
4 Dalam rangka mendukung Roadmap Menjalin kerjasama dengan PT Kereta Api
Kementerian Badan Usaha Milik Negara Sektor Indonesia (Persero) dalam pembangunan
Konektivitas, Direksi diminta untuk: stasiun kereta api di Bandara Adi Soemarmo di
a. Mendukung penguatan bisnis dan daya saing Surakarta.
BUMN (Badan Usaha Milik Negara) sektor
Konektivitas. Having a cooperation with PT Kereta Api
b. Meningkatkan sinergi dengan Badan Usaha Indonesia (Persero) in the construction of
Milik Negara untuk mendapatkan manfaat railway station at Adi Soemarmo Airport in
yang optimal bagi perusahaan dan negara. Surakarta.
In order to support the Roadmap of the Ministry
of State-Owned Enterprises in the Connectivity
Sector, the Board of Directors was required to:
a. Support business strengthening and
competitiveness of state-owned enterprises
(SOEs) in Connectivity sector.
b. Increase synergies with State-Owned
Enterprises to obtain optimal benefits for
companies and the state
5 Penyusunan indikator pencapaian kinerja (KPI) Telah diterapkan sistem penilaian kinerja
serta implementasi pola reward and punishment karyawan yaitu PMS (Performance Management
agar diterapkan secara konsisten pada semua System).
level manajemen di seluruh Divisi. Target semua
bandara dan SBU serta anak perusahaan harus
mampu menjadi profit center dan memberikan
kontribusi yang optimal bagi pertumbuhan
perusahaan.

2017 Annual Report
509

The formulation of performance achievement There has been an employee performance
indicators (KPI) as well as the implementation assessment system implemented, namely PMS
of reward and punishment patterns to be (Performance Management System).
applied consistently at all levels of management
throughout the Division. The target of all
airports and SBU and subsidiaries should be
able to become profit center and contribute
optimally to the growth of the company.
6 Dalam rangka implementasi PSAK (Pernyataan Telah diterapkan PSAK konvergensi International
Standar Akuntansi Keuangan) Konvergensi Financial Reporting Standards (IFRS).
International Financial Reporting Standards
(IFRS), Direksi diminta untuk melakukan The convergence PSAK of the International
langkah yang diperlukan guna penerapan Financial Reporting Standards (IFRS) has been
standar akuntansi sesuai International Financial implemented.
Reporting Standards (IFRS) secara menyeluruh.
In order to implement PSAK (Statement of

Financial Accounting Standards) Convergence
of International Financial Reporting Standards
(IFRS), the Board of Directors is required to
take the necessary steps to implement the
International Financial Reporting Standards
(IFRS) accounting standards as a whole.
7 Direksi diminta untuk mengembangkan Penyempurnaan dan Integrasi SAP; Contact
Teknologi Informasi (TI) secara terarah dan Center dan SMS Blash; Aplikasi Android;
terukur dalam rangka mendukung strategi Implementasi Siopskom; Tata Kelola IT dengan
bisnis Badan Usaha Milik Negara sejalan maturity level 3,25 dari target 3,00.
dengan tujuan jangka panjang, menengah dan
pendek yang ingin dicapai oleh Badan Usaha SAP Improvement and Integration; Contact
Milik Negara. Pelaksanaan atas pemanfaatan Center and SMS Blash; Android application;
dan pengembangan Teknologi Informasi agar Siopskom Implementation; IT Management with
berpedoman pada Peraturan Menteri Badan maturity level of 3,25 from the target of 3,00.
Usaha Milik Negara Nomor: PER-02/MBU/2013
tanggal 18-02-2013 tentang Panduan
Penyusunan Pengelolaan Teknologi Informasi
Badan Usaha Milik Negara.
The Board of Directors is required to develop
Information Technology (IT) in an objective and
measurable manner in order to support the
business strategy of State-Owned Enterprises
in line with the long-term, medium and short
term objectives to be achieved by State-Owned
Enterprises. Implementation of the utilization
and development of Information Technology to
be guided by Regulation of the Minister of State-
Owned Enterprises Number: PER-02/MBU/2013
dated 18-02-2013 concerning Guidance
on Information Technology Management
Preparation of State-Owned Enterprises.
8 Diminta kepada Direksi agar mengevaluasi Telah dilakukan:
bandara-bandara yang merugi dan 1. Review Struktur Organisasi.
mengupayakan program strategis dalam 2. Efisiensi Beban.
meningkatkan kinerja bandara-bandara 3. Melakukan Kerjasama dengan Pemerintah.
khususnya dalam bidang kepariwisataan melalui Daerah untuk meningkatkan pendapatan.
pemasaran destinasi tujuan wisata di bandara-
bandara. There have been some actions conducted, as
follows:
The Board of Directors is requested to evaluate 1. Review of Organizational Structure.
the airports that suffered losses and to 2. Efficiency of Expenses.
pursue strategic programs in improving the 3. Conducting Cooperation with Local
performance of airports, especially in the field Government to increase income.
of tourism through the marketing of tourist
destinations at airports.


9 Dalam rangka pelaksanaan pengawasan dan Penyampaian Laporan Triwulan dan Tahunan
pembinaan Badan Usaha Milik Negara secara beserta kelengkapannya dilakukan secara
lebih efektif dan efisien, Badan Usaha Milik elektronik melalui sistem PORTAL BUMN secara
Negara diminta untuk melakukan penyampaian tepat waktu dan sesuai ketentuan Pemegang
data, laporan, dan dokumen kepada Kementerian Saham dengan memperhatikan perubahan data
Badan Usaha Milik Negara secara elektronik informasi yang terjadi.
secara tepat waktu dan konsisten serta
memenuhi seluruh tugas dan tanggung jawab Submission of Quarterly and Annual Reports and
lainnya sesuai Peraturan Menteri Badan Usaha their completeness shall be made electronically
Milik Negara Nomor: PER-18/MBU/10/2014. through the PORTAL system of State-Owned
Enterprises in a timely manner and in
In order to implement the supervision and accordance with the Shareholder provisions by
guidance of State-Owned Enterprises more observing the change of information data that
effectively and efficiently, State-Owned occurs.
Enterprises are required to deliver the data,
reports and documents to the Ministry of State-
Owned Enterprises electronically in a timely and
consistent manner and fulfill all other duties and
responsibilities pursuant to Regulation of the
Minister of State-Owned Enterprises Number:
PER-18/MBU/10/2014.
10 Direksi agar memperhatikan dan Saran dan Rekomendasi Dewan Komisaris serta
menindaklanjuti saran dan rekomendasi Dewan Arahan RUPS ditindaklanjuti oleh Direksi dalam
Komisaris dalam pelaksanaan Rencana Kerja melaksanakan program kerja dan target kinerja
Anggaran Perusahaan (RKAP) tahun 2016 RKAP Tahun 2016.
sebagaimana disampaikan dalam suratnya
Nomor: 80/DK.API/2015 tanggal 29-12-2015 Suggestions and Recommendations of the Board
melaksanakan tanggapan Dewan Komisaris serta of Commissioners and Directions of the General
arahan Rapat Umum Pemegang Saham yang Meeting of Shareholders were followed up by
merupakan bagian yang tidak terpisahkan dari the Board of Directors in implementing the work
Keputusan ini. program and performance targets of RKAP for
2016.
The Board of Directors to observe and follow-up
the suggestions and recommendations of the
Board of Commissioners in the implementation
of the Company’s Working Budget Plan (RKAP)
of 2016 as delivered in its letter Number: 80/
DK.API/2015 dated 29-12-2015 implementing
the response of the Board of Commissioners
and the direction of the General Meeting of
Holders Shares that are an integral part of this
Resolution.
11 Agar anak perusahaan dapat dipersiapkan untuk Telah dilakukan:
dapat di Initial Public Offering (IPO) kan, sehingga 1. Proses implementasi IPO.
dapat dijadikan financial engineering bagi 2. Perbaikan Kualitas Pelayanan.
perusahaan induk. 3. Penetrasi market luar.
In order to have the subsidiaries prepared to There have been some actions conducted, as
be in Initial Public Offering (IPO), so that can follows:
be used as financial engineering for the parent 1. IPO implementation process.
company. 2. Quality of Service Improvement.
3. Outside market penetration.
12 Direksi agar segera mengusulkan rencana Penambahan modal perusahaan anak telah
Investasi/Penambahan/setoran modal tertampung dalam RKAP Tahun 2016.
Perusahaan Anak paling lambat bulan Januari
tahun 2016 dilengkapi dengan kajian dan data The addition of subsidiaries’ capital has been
dukung lengkap. accommodated in the RKAP of 2016.
The Board of Directors to immediately propose

Investment/Additional/Subsidiary capital
investment plan by January of 2016 completed
with complete study and data.

2017 Annual Report
511
PELAKSANAAN RAPAT UMUM PEMEGANG SAHAM THE IMPLEMENTATION OF GENERAL MEETING OF

LAPORAN TAHUNAN 2016 UNTUK TAHUN BUKU SHAREHOLDERS OF THE 2016 ANNUAL REPORT
2015 FOR THE FISCAL YEAR OF 2015

Undangan RUPS tentang Rapat Umum Pemegang Saham Hasil keputusan RUPS adalah
Persetujuan Laporan Tahunan (RUPS) tentang Persetujuan Persetujuan Laporan Tahunan
Tahun Buku 2015 dan Laporan Laporan Tahunan Tahun Buku Tahun Buku 2015 dan Laporan
Keuangan Tahun Buku 2015 2015 dan Laporan Keuangan Keuangan Tahun Buku 2015
telah disampaikan pada Tahun Buku 2015 telah oleh Pemegang Saham. Risalah
Pemegang Saham melalui surat dilaksanakan pada 17 Mei 2016 RUPS juga telah disampaikan ke
No. AP.I.2573/KU.16/2016/PD-B di Ruang Rapat Kementerian pemegang saham melalui situs
tanggal 13 Mei 2016. BUMN lantai 6, Jalan Medan www.fis.bumn.go.id serta dimuat di
Merdeka Selatan No. 13 Jakarta website Perseroan (www.ap1.co.id).
The invitation of the GMS on Pusat.
the Approval of the 2015 Fiscal The result of the resolution of the
Year Report and the Financial The General Meeting of GMS is the Annual Report App
Statements of Fiscal Year Shareholders (AGM) on the End of 2015 and the financial
2015 have been submitted to Approval of the 2015 Fiscal Year statements of the fiscal year 2015
the Shareholders by letter no. Report and the Financial Report by shareholders. The minutes of
AP.I.2573/KU.16/2016/PD-B of the Fiscal Year 2015 was held the GMS have also been submitted
dated May 13, 2016. on May 17, 2016 at the Meeting to shareholders through www.fis.
Room of the Ministry of SOEs bumn.go.id and published on the
6th floor, Jalan Medan Merdeka Company’s website (www.ap1.co.id).
Selatan No. 13 Central Jakarta.
Rekapitulasi Kehadiran pada RUPS Laporan Recapitulation of Attendance in GMS of Annual

Tahunan Tahun Buku 2015 Report of Fiscal Year of 2015
RUPS Laporan Tahunan Tahun Buku 2015 dihadiri The Annual General Meeting of Shareholders of
oleh Komisaris Utama dan seluruh anggota Dewan the 2015 Fiscal Year is attended by the President
Komisaris, termasuk Ketua dan anggota Komite Commissioner and all members of the Board
yang ada di bawah Dewan Komisaris, serta Direktur of Commissioners, including the Chairman and
Utama dan seluruh jajaran Direksi. members of the Committees under the Board of
Commissioners, as well as the President Director and
the Board of Directors.
Tabel Kehadiran Pada RUPS Laporan Tahunan Tahun Buku 2015

Table of Attendance in General Meeting of Shareholders of Annual Report of Fiscal Year of 2015
Kehadiran /
No. Nama / Name Jabatan / Position
Attendance
Komisaris Utama/Komisaris Independen.
1. Andrinof Chaniago President Commissioner /Independent Hadir / Attended
Commissioner.
Komisaris
2. Selby Nugraha Rachman Hadir / Attended
Commissioner
Komisaris Independen
3. Boy Syahril Qamar Hadir / Attended
Komisaris
4. Anandy Wati Hadir / Attended
Commissioner
Komisaris
5. Dwi Ary Purnomo Hadir / Attended
Commissioner
Direktur Utama Perseroan
6. Sulistyo Wimbo Hardjito Hadir / Attended
President Director of Company
Polana Banguningsih Direktur Perseroan
7. Hadir / Attended
Pramesti Company Director

Kehadiran /
No. Nama / Name Jabatan / Position
Attendance
Direktur Perseroan
8. Mochammad Asrori Hadir / Attended
Company Director
Direktur Perseroan
9. Novrihandri Hadir / Attended
Company Director
Direktur Perseroan
10. Adi Nugroho Hadir / Attended
Company Director
Agenda dan Keputusan RUPS Laporan Tahunan Agenda and Resolutions of GMS of Annual Report
Tahun Buku 2015 of Fiscal Year of 2015

Persetujuan Laporan Tahunan Perseroan Tahun Buku 2015 termasuk didalamnya Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Perseroan untuk Tahun Buku 2015.
The approval of the Company’s Annual Report for the Fiscal Year of 2015 including the Supervisory
Report of the Board of Commissioners and the Ratification of the Company’s Financial Statements for the
Fiscal Year of 2015.
Keputusan:
Menyetujui Laporan Tahunan Perseroan Tahun Buku 2015 termasuk Laporan Tugas Pengawasan Dewan
Komisaris serta mengesahkan Laporan Keuangan Perseroan Tahun Buku 2015 termasuk penyajian
kembali (restatement) Tahun Buku 2013 dan 2014 yang telah diaudit oleh Kantor Akuntan Publik
(KAP) Hadori Sugiarto Adi & Rekan dengan pendapat Wajar dalam Semua Hal yang Material sesuai
laporannya Nomor: 11/LAI-API/SBY I/II/2016 tanggal 22 Februari 2016, serta memberikan pelunasan
dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada Direksi dan Dewan
Komisaris Perseroan atas tindakan pengurusan dan pengawasan yang telah dijalankan dalam Tahun Buku
yang berakhir pada tanggal 31-12-2015, sepanjang tindakan tersebut bukan merupakan tindakan pidana
dan tercermin dalam buku-buku Perseroan, dengan pokok-pokok sebagai berikut:
1. Laba Bersih Perseroan Tahun 2015 sebesar Rp841.542.506.000,00 (delapan ratus empat puluh satu
miliar lima ratus empat puluh dua juta lima ratus enam ribu Rupiah).
2. Laporan Posisi Keuangan per 31-12-2015 ditutup dengan Total Aset sebesar
Rp16.722.336.622.000,00 (enam belas triliun tujuh ratus dua puluh dua miliar tiga ratus tiga puluh
enam juta enam ratus dua puluh dua ribu Rupiah).
3. Skor Tingkat Kesehatan Perusahaan sebesar 85,50 (delapan puluh lima koma lima nol) atau Sehat “AA”.
Resolutions:
Approving the Company’s Annual Report for the Fiscal Year 2015 including the Supervisory Report of the
Board of Commissioners and the Ratification of the Company’s Financial Statements for the Fiscal Year
of 2015 including the restatement of Fiscal Year of 2013 and 2014 audited by Public Accountant Firm
Hadori Sugiarto Adi & Partners with Fair Opinion in All Materials as per its report Number: 11/LAI-API/
SBY I/II/2016 dated February 22, 2016, and grants volledig acquit et de charge to the Board of Directors
and the Board of Commissioners of the Company for management actions and supervision carried out in
the Fiscal Year ending 31-12-2015, provided that such action is not a criminal act and is reflected in the
Company’s books, with the following items:
1. Net Profit of the Company of 2015 was Rp841.542.506.000,00 (eight hundred forty one billion five
hundred forty two million five hundred and six thousand Rupiah).
2. The Statement of Financial Position per 31-12-2015 was closed with Total Assets of
Rp16.722.336.622.000,00 (sixteen trillion seven hundred twenty two billion three hundred thirty six
million six hundred and twenty two thousand Rupiah).
3. The Score of Soundness Rate of the Company was 85,50 (eighty five point five zero) or categorized as
Healthy “AA”.
Persetujuan dan Pengesahan Laporan Program Kemitraan dan Bina Lingkungan (PKBL) Perseroan Tahun
Buku 2015.
Approval and Ratification of Partnership and Community Development Program Report (PKBL) of the
Company for Fiscal Year of 2015.

2017 Annual Report
513
Keputusan:
Menyetujui dan mengesahkan Laporan Tahunan PKBL Tahun Buku 2015 termasuk Laporan Keuangan
PKBL yang telah diaudit oleh KAP Hadori Sugiarto Adi & Rekan sesuai laporannya Nomor: 11D/LAI-
PKBL/API/Sby1/II/16 tanggal 22-02-2016 dengan pendapat wajar dalam semua hal yang material serta
memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge)
kepada Direksi dan Dewan Komisaris atas tindakan pengurusan dan pengawasan PKBL selama Tahun
Buku 2015, sepanjang tindakan tersebut bukan merupakan tindakan pidana dan tercermin di dalam
laporan tersebut.
Resolutions:
Approving and ratifying the Annual Report of PKBL of the Fiscal Year 2015 including the Audited
Financial Statements of PKBL by KAP Hadori Sugiarto Adi & Partners according to its report Number: 11D/
LAI-PKBL/API/Sby1/II/16 dated 22-02-2016 with fair opinion in all materials as well as grants volledig
acquit et de charge to the Board of Directors and the Board of Commissioners for the management and
supervision of the PKBL during the Fiscal Year 2015, as long as such action is not a criminal act and is
reflected in the report.
Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2015.
Determination of Use of Company’s Net Profit for Fiscal Year of 2015.
Keputusan:
Menyetujui Menetapkan Penggunaan Laba Bersih Perseroan Tahun Buku 2015 sebesar
Rp841.542.506.000,00 (delapan ratus empat puluh satu miliar lima ratus empat puluh dua juta lima ratus
enam ribu Rupiah) sebagai beriku:
1. Sebesar 20% (dua puluh persen) atau Rp168.308.501.200,00 (seratus enam puluh delapan miliar tiga
ratus delapan juta lima ratus satu ribu dua ratus Rupiah) ditetapkan sebagai deviden tunai.
2. Sebesar 80% (delapan puluh persen) atau Rp673.234.004.800,00 (enam ratus tujuh puluh tiga miliar
dua ratus tiga puluh empat juta empat ribu delapan ratus Rupiah) ditetapkan sebagai cadangan.
Besaran dana untuk PKBL Tahun Buku 2016 dihitung ekuivalen 3% (tiga persen) dari Laba Bersih Tahun
Buku 2015 yang sumber dananya dari beban Perseroan tahun 2016 serta sisa saldo dana PKBL dari
rangkaian tahun sebelumnya.
Resolutions:
Approving the Use of the Company’s Net Income for the Fiscal Year of 2015 for Rp841.542.506.000,00
(eight hundred forty one billion five hundred forty two million five hundred six thousand Rupiah) as
earned:
1. 20% (twenty percent) or Rp168.308.501.200,00 (one hundred sixty eight billion three hundred eight
million five hundred one thousand and two hundred Rupiah) as designated as cash dividends.
2. 80% (eighty percent) or Rp673.234.004.800,00 (six hundred seventy three billion two hundred thirty
four million four thousand and eight hundred Rupiah) was designated as a reserve.
The amount of PKBL funds for Fiscal Year of 2016 was calculated having an equivalent of 3% (three
percent) of net profit of fiscal year 2015 of which source of funds is from the expense of the Company in
2016 and the remaining balance of PKBL funds from the previous year series.
Penetapan Gaji/Honorarium berikut fasilitas dan tunjangan lainnya untuk Direksi dan Dewan Komisaris
Perseroan Tahun 2016, serta Tantiem untuk Direksi dan Dewan Komisaris atas kinerja Tahun Buku 2015.
Determination of the Salaries and other allowance of Directors and Board of Commissioners in 2016, as
well as Tantiem for Board of Directors and Board of Commissioners for their performance in the Fiscal
Year of 2015.
Keputusan:
Menyetujui Penetapan Gaji/Honorarium berikut fasilitas dan tunjangan lainnya untuk Direksi dan Dewan
Komisaris Perseroan Tahun 2016, serta Tantiem untuk Direksi dan Dewan Komisaris atas kinerja Tahun
Buku 2015 akan ditetapkan secara tersendiri, karena masih menunggu kajian Independen yang sedang
berlangsung.
Resolutions:
The determination of salaries along with other facilities and allowances for the Fiscal Year of 2016 and
tantiem of the Fiscal Year of 2016 for members of the Board of Directors and Board of Commissioners
for their performance in Fiscal Year of 2015 shall be stipulated separately, since it is still waiting for the
independent study which conducted recently.
Agenda Rapat Kelima / Fifth Meeting Agenda
Penetapan penyesuaian pelimpahan kewenangan kepada Direksi dan Dewan Komisaris.
Penetapan penyesuaian pelimpahan kewenangan kepada Direksi dan Dewan Komisaris.
Keputusan:
Keputusan Rapat untuk Agenda V Keputusannya adalah DITUNDA.
Resolutions:
The meeting resoluted that the Agenda V is POSTPONED.

Agenda Rapat Keenam / Sixth Meeting Agenda

Penetapan Kantor Akuntan Publik (KAP) untuk melakukan audit Laporan Keuangan Perseroan serta
Pelaksanaan Program Kemitraan dan Bina Lingkungan Tahun Buku 2016.
Appointment of the Public Accounting Firm (KAP) to audit the Company’s Financial Statement and the
Implementation of Partnership and Community Development Program of the Fiscal Year of 2016
Keputusan:
Menyetujui:
1. Menetapkan Kantor Akuntan Publik (“KAP”) Hadori Sugiarto Adi & Rekan sebagai auditor yang akan
mengaudit Laporan Keuangan Perseroan dan Laporan Pelaksanaan Program Kemitraan dan Bina
Lingkungan Tahun Buku 2016 (dua ribu enam belas).
2. Dalam hal KAP yang ditetapkan tidak dapat melanjutkan atau melaksanakan tugasnya karena sebab
apapun, maka Dewan Komisaris dapat mengusulkan KAP pengganti kepada Menteri Badan Usaha Milik
Negara (BUMN) selaku Rapat Umum Pemegang Saham (RUPS) untuk ditetapkan.
Resolutions:
Approving:
1. Appointing a Public Accounting Firm (“KAP”) Hadori Sugiarto Adi & Partners as auditor to audit
the Company’s Financial Statement and Implementation Report of Partnership and Community
Development Program of Fiscal Year of 2016 (two thousand and sixteen).
2. In the event that the appointed KAP is unable to continue or perform its duties for any reason,
the Board of Commissioners may propose a replacement of KAP to the Minister of State-Owned
Enterprises (SOEs) as the General Meeting of Shareholders (AGMS) to appoint.
Arahan RUPS Laporan Tahunan Tahun Buku 2015 The Annual GMS of the 2015 Fiscal Year Report and
dan Tindaklanjutnya its Follow-up
Adapun arahan RUPS Laporan Tahunan Tahun Buku The 2016 directions and follow-up actions of RUPS
2015 dan tindak lanjutnya sampai dengan akhir RKAP until the end of 2016 were as follows.
tahun 2016 adalah sebagai berikut.
No Arahan / Direction Tindak Lanjut / Follow-Up Actions

1. Menindaklanjuti dan menyelesaikan secara Temuan, catatan, saran, dan rekomendasi
tuntas temuan, catatan, saran dan rekomendasi auditor eksternal atau internal telah ditindak
baik auditor eksternal (BPK RI dan/atau KAP) lanjuti kemudian dilaporkan kepada Pemegang
maupun auditor internal (SPI) tahun 2015 Saham setelah dibahas terlebih dahulu dengan
dan tahun-tahun sebelumnya. Tindak lanjut Dewan Komisaris
penyelesaian temuan/saran auditor agar
dibahas secara komprehensif dengan Dewan The findings, notes, suggestions and
Komisaris dan dilaporkan secara tertulis kepada recommendations of external or internal
Pemegang Saham. auditors have been followed up and reported
to the Shareholders after being discussed in
Follow up and complete thoroughly the findings, advance with the Board of Commissioners.
notes, suggestions and recommendations
from both external auditors (BPK RI and/or
KAP) or internal auditors (SPI) in 2015 and
previous years. Follow-up to the completion
of the auditor’s findings/suggestions to be
comprehensively discussed with the Board of
Commissioners and reported in writing to the
Shareholders.
2. Mengupayakan efisiensi biaya perusahaan Efisiensi biaya terhadap biaya yang tidak
khususnya terhadap biaya-biaya operasional berkaitan langsung dengan dengan peningkatan
yang tidak berkaitan langsung peningkatan layanan, keamanan, dan pemeliharaan guna
layanan, keamanan, dan pemeliharaan. meningkatkan laba Perseroan.
Strives for the cost efficiency of the company Cost efficiency on costs that are not directly
especially on operational costs that are not related to service, security and maintenance
directly related to service improvement, improvement in order to increase profits.
security and maintenance.

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515
No Arahan / Direction Tindak Lanjut / Follow-Up Actions

3. Terhadap bandara yang merugi agar lebih Telah dilakukan program bekerja sama dengan
dioptimalkan dari segi pendapatan non-aero, Pemerintah Daerah untuk meningkatkan
sehingga dapat memberikan kontribusi bagi pendapatan.
Perseroan dan lebih menjamin going concern
Perseroan ke depan. A program has been conducted in collaboration
with local governments to increase income.
To the airports that sufferred losses to be
optimized in terms of non-aero income, so
as to contribute to the Company and further
guarantee the going concern of the Company in
the future.
4. Menyampaikan laporan secara tepat waktu Penyampaian Laporan Triwulan dan Tahunan
melalui portal Kementerian BUMN dan beserta kelengkapannya dilakukan secara
senantiasa memperbaharui data informasi elektronik melalui sistem PORTAL BUMN secara
di portal tersebut yang terdiri dari portal tepat waktu dan sesuai ketentuan Pemegang
Financial Information System, Portal Aset, Portal Saham dengan memperhatikan perubahan data
SDM, Portal PKBL, dan Portal Publik serta informasi yang terjadi.
melaporkannya kepada unit pengelola portal.
Deliver reports in a timely manner through the Submission of Quarterly and Annual Reports
portal of the Ministry of SOEs and constantly and their completeness shall be done
update the information data in the portal electronically through the PORTAL system of
which consists of the Financial Information State-Owned Enterprises in a timely manner
System, Asset, Human Resources, PKBL, and and in accordance with the shareholder
Public Portals and report them to the portal provisions by observing the change of
management unit. information data that occurs.
5. Menyampaikan data, laporan, dan dokumen Penyampaian Laporan Triwulan dan Tahunan
kepada Kementerian BUMN secara elektronik beserta kelengkapannya dilakukan secara
secara tepat waktu dan konsisten serta elektronik melalui sistem PORTAL BUMN secara
memenuhi seluruh tugas dan tanggung jawab tepat waktu dan sesuai ketentuan Pemegang
lainnya sesuai Peraturan Menteri BUMN Nomor: Saham.
PER-18/MBU/10/2014.
Submission of Quarterly and Annual Reports
Deliver data, reports and documents to and their completeness shall be done
the Ministry of State-Owned Enterprises electronically through the PORTAL system of
electronically in a timely and consistent manner State-Owned Enterprises in a timely manner
and perform all other duties and responsibilities and in accordance with the shareholder
in accordance with Regulation of the Minister provisions.
of State-Owned Enterprises Number: PER-18/
MBU/10/2014.
6. Memperhatikan saran dan pendapat Dewan Saran dan pendapat Dewan Komisaris telah
Komisaris sebagaimana yang telah disampaikan dilakukan oleh Direksi PT Angkasa Pura I
dalam surat Nomor: 20/DK.AP.I/2016 tanggal (Persero).
09-05-2016 (sembilan Mei dua ribu enam
belas). The suggestions and opinions of the Board
of Commissioners has been conducted by
Taking into account the advice and opinion of the Board of Directors of PT Angkasa Pura I
the Board of Commissioners as stated in letter (Persero).
Number: 20/DK.AP.I/2016 dated 09-05-2016
(Ninth of May of two thousand sixteen).
7. Buku Laporan Tahunan Tahun Buku 2015, Buku Laporan Tahunan Tahun buku 2015,
Laporan PKBL, tanggapan Dewan Komisaris dan Laporan PKBL dan Tanggapan Dewan Komisaris
Laporan Auditor Independen merupakan bagian serta Laporan Auditor disahkan melalui RUPS
yang tidak terpisahkan dari Risalah Rapat. Pertanggungjawaban RKAP Tahun 2015 pada 17
Mei 2016.
The Annual Report of Fiscal Year of 2015, the
PKBL Report, the responses of the Board of Annual Report of Fiscal Year 2015, PKBL Report
Commissioners and the Independent Auditor’s and Responses of the Board of Commissioners
Report are an integral part of the Minutes of and Auditor’s Reports are ratified through
Meeting. Responsibility General Meeting of Shareholders
for RKAP 2015 on May 17, 2016.

DEWAN KOMISARIS BOARD OF COMMISSIONERS
Dewan Komisaris adalah Organ Perseroan yang The Board of Commissioners is an organ of the
bertugas untuk melakukan pengawasan secara Company which is responsible for supervising
umum dan/atau khusus sesuai dengan Anggaran publicly and/or specifically in accordance with
Dasar, memberikan nasihat kepada Direksi, serta the Articles of Association, advising the Board
memastikan bahwa Perseroan melaksanakan of Directors, and ensuring that the Company is
prinsip-prinsip GCG. Dewan Komisaris bertanggung implementing the GCG principles. The Board of
jawab kepada Pemegang Saham dalam hal Commissioners is responsible to the Shareholders
mengawasi kebijakan Direksi terhadap operasional in terms of overseeing the Directors' policy towards
Perseroan secara umum yang mengacu kepada the Company's general operations which refers
rencana bisnis yang telah disetujui Dewan Komisaris to the business plan approved by the Board of
dan pemegang saham, serta memastikan kepatuhan Commissioners and shareholders, and ensures
terhadap seluruh peraturan dan perundang- compliance with all applicable laws and regulations.
undangan yang berlaku.
Setiap anggota Dewan Komisaris harus memiliki Each member of the Board of Commissioners
integritas yang tinggi, pengetahuan, kemampuan, must have high integrity, knowledge, ability and
dan komitmen untuk menyediakan waktu dalam commitment to make time in carrying out its duties.
menjalankan tugasnya. Dengan demikian, peran Thus, the role of the Board of Commissioners is very
Dewan Komisaris sangat strategis. Oleh karena strategic. Therefore, the composition of the Board
itu, komposisi Dewan Komisaris Perseroan harus of Commissioners of the Company should enable
memungkinkan pengambil keputusan yang efektif, effective, prompt and prompt decision makers.
tepat, dan cepat. Selain itu, Dewan Komisaris juga In addition, the Board of Commissioners is also
dituntut untuk dapat bertindak secara independen, required to act independently, in the sense that
dalam arti tidak mempunyai benturan kepentingan there is no conflict of interest which may interfere
(conflict of interest) yang dapat menganggu with its ability to perform its duties independently
kemampuannya untuk melaksanakan tugas secara and critically, whether in relation to each other or to
mandiri dan kritis, baik dalam hubungan satu sama the Board of Directors.
lain maupun hubungan terhadap Direksi.
REFERENSI PERATURAN REGULATION REFERENCES
Undang-undang Republik Indonesia Nomor 19 Law of the Republic of Indonesia Number 19 of

Tahun 2003 tentang Badan Usaha Milik Negara 2003 concerning State-Owned Enterprises and Law
dan Undang-undang Nomor 40 tahun 2007 Number 40 of 2007 concerning Limited Liability
tentang Perseroan Terbatas mengharuskan Company that requires all companies under
seluruh perusahaan yang bernaung di bawah Indonesian law to have a Board of Commissioners
hukum Indonesia untuk memiliki Dewan Komisaris responsible for overseeing management policies,
yang bertugas mengawasi kebijakan manajemen, management processes within the company, as well
proses manajemen di dalam perusahaan, sekaligus as overseeing and providing suggestions/advice to
mengawasi, dan memberikan saran/nasihat kepada the Board of Directors.
Direksi.
BOARD MANUAL DEWAN KOMISARIS

BOARD MANUAL OF BOARD OF COMMISSIONERS
Secara lebih rinci, Pedoman dan tata tertib kerja
Dewan Komisaris diatur dalam Tata Laksana Kerja In more detail, the guidelines and the Code of Conduct
Direksi dan Dewan Komisaris (Board Manual) antara of the Board of Commissioners shall be regulated
lain berisi tentang petunjuk tata laksana kerja in the Board Manual of the Board of Directors and
Dewan Komisaris menjelaskan tahapan aktivitas Board of Commissioners, among others, containing
secara terstruktur, sistematis, mudah dipahami, dan the instructions on the operation of the Board of
dapat dijalankan dengan konsisten, dapat menjadi Commissioners describing the stages of activities

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517
acuan bagi Dewan Komisaris dalam melaksanakan in a structured, systematic, understandable and
tugas masing-masing untuk mencapai visi dan consistent manner, can be a reference for the Board
misi Perseroan. Dengan adanya Board Manual, of Commissioners in performing their respective
diharapkan akan tercapai standar kerja yang tinggi duties to achieve the visions and missions of the
selaras dengan prinsip-prinsip GCG. Company. With the Board Manual, it is expected
to achieve high standards of work in line with GCG
principles.
Adapun isi dari pokok pedoman kerja Dewan
Komisaris yang diatur dalam Board Manual antara The contents of the work guidelines of the Board of
lain mengatur hal-hal sebagai berikut. Commissioners set out in the Board Manual, among
a. Persyaratan dan Komposisi Dewan Komisaris. others, regulate the followings.
a. Requirements and Composition of the Board of
b. Tanggung Jawab Dewan Komisaris. Commissioners.
c. Tugas dan Kewajiban Dewan Komisaris. b. Responsibilities of the Board of Commissioners
c. Duties and Obligations of the Board of
d. Wewenang Dewan Komisaris. Commissioners.
e. Hak Dewan Komisaris. d. The Authority of the Board of Commissioners
f Etika Jabatan. e. Rights of the Board of Commissioners.
g. Rapat Dewan Komisaris. f. Code of Ethics.
h. Komite-komite Dewan Komisaris. g. Meeting of Board of Commissioners.
i. Sekretaris Dewan Komisaris. h. Committee of the Board of Commissioners.
i. Secretary of the Board of Commissioners.
Beberapa pokok pedoman kerja Dewan Komisaris Some of the guidelines for the work of the Board
yang diatur dalam Board Manual dijabarkan sebagai of Commissioners set forth in the Board Manual are
berikut. outlined below.
TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS DUTIES AND RESPONSIBILITIES OF BOARD OF
COMMISSIONERS
Secara garis besar, tugas pokok Dewan Komisaris In general, the main duties of the Board of
mencakup hal-hal sebagai berikut. Commissioners are as follows:
1. Mematuhi Anggaran Dasar dan peraturan 1. Comply with the Articles of Association and
perundang-undangan serta prinsip- legislation and the principles of professionalism,
prinsip profesionalisme, efisiensi, efficiency, transparency, independence,
transparansi, kemandirian, akuntabilitas, accountability, accountability, and fairness.
pertanggungjawaban, serta kewajaran. 2. In good faith, having prudence and responsibility
2. Dengan itikad baik, kehati-hatian, dan in carrying out supervisory and advisory duties
bertanggung jawab dalam menjalankan tugas to the Board of Directors for the interest of the
pengawasan dan pemberian nasihat kepada Company and in accordance with the purposes
Direksi untuk kepentingan Perusahaan dan and objectives of the Company.
sesuai dengan maksud dan tujuan Perusahaan. 3. To supervise the Company's management policy
3. Melakukan pengawasan terhadap kebijakan as well as the Company's business conducted
pengurusan Perseroan maupun usaha by the Board of Directors including supervision
Perseroan yang dilakukan oleh Direksi termasuk on the implementation of the Company's Long-
pengawasan terhadap pelaksanaan Rencana Term Plans, Work Plans and Budget as well as
Jangka Panjang Perseroan, Rencana Kerja, dan the Articles of Association and Resolutions of the
Anggaran Perseroan serta ketentuan Anggaran General Meeting of Shareholders, as well as the
Dasar dan Keputusan Rapat Umum Pemegang applicable laws and regulations, Company and in
Saham, serta peraturan perundang-undangan accordance with the purposes and objectives of
yang berlaku, untuk kepentingan Perseroan dan the Company and provide advice to the Board of
sesuai dengan maksud dan tujuan Perseroan Directors.
serta memberikan nasihat kepada Direksi.
4. Memberi nasihat kepada Direksi dalam 4. Giving Advice to the Board of Directors in
melaksanakan pengurusan Perseroan. conducting the management of the Company.

5. Meneliti dan menelaah laporan berkala dan 5. To examine and review the periodic and annual
laporan tahunan yang disiapkan Direksi serta reports prepared by the Board of Directors and
menandatangani laporan tersebut. to sign the reports.
6. Menetapkan kebijakan/mekanisme mengenai 6. Establish a policy/mechanism on the approval/
pemberian persetujuan/tanggapan/pendapat response/opinion of the Board of Commissioners
Dewan Komisaris terhadap rancangan RJPP dan on the RJPP and RKAP drafts.
RKAP.
7. Memberikan pendapat dan saran kepada 7. Provide opinions and suggestions to the
RUPS mengenai Rencana Jangka Panjang General Meeting of Shareholders regarding the
Perseroan dan Rencana Kerja dan Anggaran Company's Long Term Plans, Work Plans and
Perseroan mengenai alasan Dewan Komisaris Budget on the reasons Board of Commissioners
menandatangani RJPP dan RKAP. signing the RJPP and RKAP.
8. Menetapkan kebijakan Dewan Komisaris 8. Establish the policy of the Board of
untuk memantau kepatuhan Direksi dalam Commissioners to monitor the compliance of the
menjalankan pengurusan perusahaan terhadap Board of Directors in executing the management
RKAP dan/atau RJPP. of the company on RKAP and/or RJPP.
9. Menyusun rencana untuk melakukan evaluasi 9. Establish a plan to evaluate the compliance of
atas kepatuhan Direksi menjalankan pengurusan the Board of Directors in managing the company
perusahaan sesuai dengan RKAP dan/atau RJPP, in accordance with the RKAP and/or RJPP, and
dan memasukannya kedalam Rencana Kerja incorporate them into the Annual Working Plans
Tahunan Dewan Komisaris. of the Board of Commissioners.
10. Mengawasi pelaksanaan Rencana Kerja 10. Supervise the implementation of the Company's
dan Anggaran Tahunan Perusahaan serta Annual Work Plans and Budget and submit its
menyampaikan hasil penilaian serta assessment results and opinions to the General
pendapatnya kepada RUPS. Meeting of Shareholders.
11. Menetapkan kebijakan yang mengatur tentang 11. Establish a policy regulating the discussion of
pembahasan gejala menurunnya kinerja symptoms of declining corporate performance,
perusahaan, pemberian saran kepada Direksi advising the Board of Directors to fix issues
untuk memperbaiki permasalahan yang that impact on the company's performance
berdampak pada penurunan kinerja perusahaan, decline, and reporting to the General Meeting of
dan pelaporan kepada RUPS jika terjadi gejala Shareholders in case of symptoms of declining
menurunnya kinerja perusahaan. company performance.
12. Mengikuti perkembangan kegiatan Perseroan, 12. Following the development of the Company's
memberikan pendapat, dan saran kepada RUPS activities, giving opinions and suggestions to the
mengenai setiap masalah yang dianggap penting General Meeting of Shareholders regarding any
bagi pengurusan Perseroan, serta melaporkan issues deemed important for the management of
dengan segera kepada RUPS apabila terjadi the Company, as well as reporting promptly to
gejala penurunan kinerja Perseroan. the General Meeting of Shareholders in the event
of any declining performance of the Company.
13. Memberikan pendapat dan saran kepada 13. Provide opinions and suggestions to the General
RUPS mengenai setiap persoalan lainnya yang Meeting of Shareholders regarding any other
dianggap penting bagi pengurusan Perseroan. matters deemed necessary for the administration
of the Company.
14. Menetapkan kebijakan/pedoman yang mengatur 14. Establish policies/guidelines governing the Board
Komisaris untuk melakukan pengawasan atas of Commissioners to perform supervision on the
kepatuhan Perusahaan terhadap peraturan Company's compliance with laws and regulations,
perundang-undangan, Anggaran Dasar, serta the Articles of Association, and agreements and
perjanjian dan komitmen yang dibuat oleh commitments made by the company with third
perusahaan dengan pihak ketiga. parties.
15. Menyusun rencana kerja Dewan Komisaris 15. Prepare a work plan of the Board of
yang membahas kepatuhan Direksi terhadap Commissioners that discusses the Board of
peraturan perundang-undangan, Anggaran Directors' compliance with laws and regulations,
Dasar, serta perjanjian dan komitmen yang the Articles of Association and agreements and
dibuat oleh perusahaan dengan pihak ketiga commitments made by the company with third

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serta memasukan ke dalam Rencana Kerja parties and incorporates them into the Annual
Tahunan Dewan Komisaris. Work Plan of the Board of Commissioners.
16. Melaksanakan kewajiban lainnya dalam rangka 16. Carry out other obligations in the context of
pengawasan dan pemberian nasihat, sepanjang supervision and advice provision, as long as it
tidak bertentangan dengan peraturan is not contrary to the laws and regulations, the
perundang-undangan, Anggaran Dasar, dan/ Articles of Association, and/or the resolutions of
atau keputusan RUPS. the General Meeting of Shareholders.
17. Menetapkan kebijakan dan pedoman untuk 17. Establish policies and guidelines to monitor the
memantau penerapan prinsip-prinsip Good implementation of Good Corporate Governance
Corporate Governance. principles.
18. Menyusun rencana penelaahan prinsip-prinsip 18. Prepare a review of the principles of Good
Good Corporate Governance dan memasukan Corporate Governance and include in the Annual
dalam Rencana Kerja Tahunan Dewan Komisaris. Working Plan of the Board of Commissioners.
19. Memantau dan memastikan efektivitas praktik 19. Monitor and ensure the effectiveness of Good
Good Corporate Governance yang diterapkan Corporate Governance practices implemented by
Perseroan. the Company.
20. Menetapkan kebijakan mengenai penyusunan 20. Establish policies on the preparation of adequate
rencana kerja dan anggaran tahunan Dewan work plans and annual budgets of the Board of
Komisaris yang memadai, dan menyusun Commissioners, and prepare a work plan for the
rencana kerja Dewan Komisaris untuk periode Board of Commissioners for the following year.
tahun berikutnya. 21. To stipulate written policy on the measurement
21. Menetapkan secara tertulis kebijakan mengenai and evaluation of the performance of the Board
pengukuran dan penilaian terhadap kinerja of Commissioners, to evaluate the performance
Dewan Komisaris, mengevaluasi atas capaian of the Board of Commissioners and set forth
kinerja Dewan Komisaris dan dituangkan in the minutes of meeting of the Board of
dalam risalah Rapat Dewan Komisaris dan Commissioners and to report the performance
melaporkan penilaian kinerja tersebut dalam assessment in the Board of Commissioners
Laporan Pelaksanaan Tugas Pengawasan Dewan Supervisory Implementation Report.
Komisaris.
WEWENANG DEWAN KOMISARIS THE AUTHORITY OF BOARD OF COMMISSIONERS
Dalam melaksanakan tugasnya, Dewan Komisaris In carrying out its duties, the Board of Commissioners
berwenang untuk: is authorized to as follows:
1. Melihat buku-buku, surat-surat, serta dokumen- 1. View books, letters, and other documents, as well
dokumen lainnya, memeriksa kas untuk as to check the cash for verification purposes
keperluan verifikasi dan lain-lain surat berharga and other securities and to check the Company's
dan memeriksa kekayaan Perusahaan. assets.
2. Memasuki pekarangan, gedung, dan kantor 2. Enter the yard, building, and office used by the
yang dipergunakan oleh Perusahaan. Company.
3. Meminta penjelasan dari Direksi dan/atau 3. Request an explanation from the Board of
pejabat lainnya mengenai segala persoalan Directors and/or other officials regarding
yang menyangkut pengelolaan Perusahaan. any issues related to the management of the
Company.
4. Mengetahui segala kebijakan dan tindakan yang 4. Know all policies and actions that have been and
telah dan akan dijalankan oleh Direksi. will be carried out by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya di 5. Request the Board of Directors and/or other
bawah Direksi dengan sepengetahuan Direksi officials under the Board of Directors with the
untuk menghadiri rapat Dewan Komisaris. approval of the Board of Directors to attend the
meeting of Board of Commissioners.
6. Mengangkat dan memberhentikan Sekretaris 6. Appoint and suspend the Secretary of the Board
Dewan Komisaris, jika dianggap perlu. of Commissioners, if deemed necessary.
7. Memberhentikan sementara anggota Direksi 7. Temporarily suspend members of the Board of
sesuai dengan ketentuan Anggaran Dasar. Directors in accordance with the provisions of
the Articles of Association.

8. Membentuk Komite-komite lain selain 8. Establish Committees other than the Audit
Komite Audit, jika dianggap perlu dengan Committee, if deemed necessary by taking into
memperhatikan kemampuan Perusahaan. account the Company's capabilities.
9. Menggunakan tenaga ahli untuk hal tertentu 9. Appoint experts for certain matters and within
dan dalam jangka waktu tertentu atas beban a certain period of time at the expense of the
Perusahaan, jika dianggap perlu. Company, if deemed necessary.
10. Melakukan tindakan pengurusan Perusahaan 10. Carry out the Company's management actions in
dalam keadaan tertentu untuk jangka waktu certain circumstances for a certain period of time
tertentu sesuai dengan ketentuan Anggaran in accordance with the provisions of the Articles
Dasar. of Association.
11. Menghadiri rapat Direksi dan memberikan 11. Attend the meeting of Board of Directors and
pandangan-pandangan terhadap hal-hal yang provide views on the discussed issues.
dibicarakan. 12. Carry out other oversight authority to the
12. Melaksanakan kewenangan pengawasan lainnya extent that it is not contradictory to the laws
sepanjang tidak bertentangan dengan peraturan and regulations, the Articles of Association and/
perundang-undangan, Anggaran Dasar, dan/ or the resolution of the General Meeting of
atau keputusan Rapat Umum Pemegang Saham. Shareholders.
HAK DEWAN KOMISARIS RIGHTS OF BOARDS OF COMMISSIONERS
Adapun hak-hak Dewan Komisaris adalah sebagai The rights of the Board of Commissioners are as
berikut. follows:
1. Memperoleh akses atas informasi Perseroan 1. Obtain access to the Company's information in a
secara tepat waktu, terukur, dan lengkap. timely, measurably and complete manner.
2. Para Anggota Dewan Komisaris berhak meminta 2. The members of the Board of Commissioners
penjelasan kepada Direksi dan/atau pejabat shall have the right to request an explanation
lainnya mengenai segala persoalan yang to the Board of Directors and/or other officials
menyangkut pengelolaan Perseroan dan Direksi regarding any issues related to the management
dan/atau pejabat lainnya wajib memberikan of the Company and the Board of Directors and/
penjelasan. or other officials are required to provide such
explanation.
3. Meminta bantuan tenaga ahli dalam 3. Request the assistance of experts in carrying
melaksanakan tugasnya untuk jangka out their duties for a certain period of time
waktu tertentu atas beban Perseroan, atau at the expense of the Company, or establish a
membentuk komite-komite sesuai kebutuhan committee according to the needs and abilities
dan kemampuan Perseroan. of the Company.
4. Untuk membantu pelaksanaan tugasnya, Dewan 4. In order to get assistance in performing its
Komisaris dapat mengangkat Sekretaris Dewan duties, the Board of Commissioners may appoint
Komisaris atas beban Perseroan. the Secretary of the Board of Commissioners at
the expense of the Company.
5. Menerima honorarium dan tunjangan/fasilitas 5. Receive honorarium and allowances/facilities
termasuk santunan purna jabatan yang jenis including post-employment benefits of which
dan jumlahnya ditetapkan oleh RUPS dengan the type and amount determined by the General
memperhatikan ketentuan perundang- Meeting of Shareholders with due regard to the
undangan yang berlaku. applicable laws and regulations.
6. Mendapatkan fasilitas dari Perseroan sesuai 6. Obtain the facilities of the Company in
dengan hasil penetapan RUPS. accordance with the results of the General
Meeting of Shareholders.
7. Menerima Tantiem yang besarnya ditetapkan 7. Receive a Tantiem of the amount determined
oleh RUPS apabila Perseroan mencapai tingkat by the General Meeting of Shareholders if the
keuntungan atau mengalami peningkatan Company reaches a profit level or improves
kinerja. performance.

2017 Annual Report
521
ETIKA JABATAN DEWAN KOMISARIS CODE OF ETHICS OF BOARD OF COMMISSIONERS

POSITION
Dalam melaksanakan tugas dan fungsinya Dewan In carrying out its duties and functions, Board of
Komisaris harus selalu melandasi diri dengan etika Commissioners should always hold the code of
jabatan. Etika jabatan Dewan Komisaris adalah ethics of the position. The Code of Ethics of Board of
sebagai berikut. Commissioners is as follows:
1. Anggota Dewan Komisaris dilarang melakukan 1. Members of the Board of Commissioners are
tindakan yang mempunyai benturan kepentingan prohibited from engaging in actions that have
(conflict of interest) dan mengambil keuntungan conflict of interest and take personal benefits,
pribadi, dari pengambilan keputusan dan/ from decision-making and/or implementation of
atau pelaksanaan kegiatan Perseroan, selain the Company's activities, other than legitimate
penghasilan yang sah. income.
2. Anggota Dewan Komisaris wajib melaporkan 2. The members of the Board of Commissioners shall
kepada Sekretaris Perusahaan mengenai report to the Corporate Secretary concerning
kepemilikan sahamnya dan atau keluarganya the ownership of their and/or of their family
pada Perusahaan tersebut dan Perusahaan lain members' shares with the Company and other
termasuk setiap perubahannya. Companies, including any changes thereof.
3. Anggota Dewan Komisaris wajib melakukan 3. The members of the Board of Commissioners
pengungkapan dalam hal terjadi benturan shall make disclosures in the event of a conflict
kepentingan, dan Anggota Dewan Komisaris of interest, and the concerned members of
yang bersangkutan tidak boleh melibatkan diri the Board of Commissioners shall not involve
dalam proses pengambilan keputusan Dewan themselves in the decision-making process
Komisaris yang berkaitan dengan hal tersebut. of the Board of Commissioners in connection
therewith.
4. Dalam melaksanakan tugas dan fungsinya, 4. In performing its duties and functions, each
setiap anggota Dewan Komisaris harus: member of the Board of Commissioners shall
conduct the followings:
a. Mematuhi Anggaran Dasar dan peraturan a. Comply with Articles of Association and
perundang-undangan serta prinsip- legislation and principles of professionalism,
prinsip profesionalisme, efisiensi, efficiency, transparency, independence,
transparansi, kemandirian, akuntabilitas, accountability, and fairness
pertanggungjawaban, serta kewajaran
b. Beritikad baik, penuh kehati-hatian dan b. Have good faith, full of caution and
bertanggung jawab dalam menjalankan responsibility in carrying out supervisory
tugas pengawasan dan pemberian nasihat and advisory duties to the Board of Directors
kepada Direksi untuk kepentingan for the interest of the Company and in
Perusahaan dan sesuai dengan maksud dan accordance with the purposes and objectives
tujuan Perusahaan. of the Company.
c. Melampirkan Pakta Integritas dalam usulan c. Attach an Integrity Pact to the Board of
Direksi yang harus mendapat rekomendasi Directors' recommendations which should
dari Dewan Komisaris dan persetujuan obtain recommendations from Board
Pemegang saham. of Commissioners and approval of the
Shareholders.
d. Memperbaharui surat pernyataan tidak d. Update the statement letter of not having
memiliki benturan kepentingan secara any conflict of interest periodically/in every
berkala/pada setiap awal tahun. beginning of the year
MASA JABATAN DEWAN KOMISARIS LENGTH OF SERVICE OF BOARDS OF COMMISSIONERS
Masa jabatan Dewan Komisaris adalah 5 (lima) The length of service of the Board of Commissioners
tahun dengan tidak mengurangi hak Rapat Umum shall be 5 (five) years without prejudice to the rights
Pemegang Saham untuk memberhentikan para of the General Meeting of Shareholders to discharge
anggota Dewan Komisaris sewaktu-waktu, dengan the members of the Board of Commissioners at
any time, by stating the reasons. After the length

menyebutkan alasannya. Setelah masa jabatannya of service is expired, the members of the Board of
berakhir, anggota Dewan Komisaris dapat diangkat Commissioners may be reappointed by the General
kembali oleh RUPS untuk 1 (satu) kali masa jabatan Meeting of Shareholders for 1 (one) subsequent
berikutnya. length of service.
KRITERIA ANGGOTA DEWAN KOMISARIS CRITERIA OF THE MEMBERS OF BOARDS OF

COMMISSIONERS
Seluruh anggota Dewan Komisaris telah memenuhi All members of the Board of Commissioners have
kriteria yang ditentukan. Berdasarkan Board met the specified criteria. According to the Board
Manual, kriteria anggota Dewan Komisaris meliputi: Manual, the criteria for members of the Board of
Commissioners include the followings:
a. Kriteria formal, yaitu: a. Formal Criteria, as follows:
- Cakap melakukan perbuatan hukum. - Capable of doing legal actions.
- Tidak pernah dinyatakan pailit, tidak - Has never been declared bankrupt, has never
pernah menjadi anggota Direksi atau been a member of the Board of Directors
Dewan Komisaris yang dinyatakan bersalah or Board of Commissioners found guilty of
menyebabkan suatu perusahaan dinyatakan causing a company to be declared bankrupt,
pailit, dan tidak pernah dihukum karena and has never been punished for committing
melakukan tindak pidana yang merugikan a crime that harms the state finance within 5
keuangan negara dalam jangka waktu 5 (five) years before the appointment.
(lima) tahun sebelum pengangkatannya.
- Tidak mempunyai hubungan keluarga - Not having a family relationship or blood
sedarah atau hubungan karena perkawinan relationship by marriage up to the third
sampai dengan derajat ketiga, baik menurut degree, either by a straight line or a side
garis lurus maupun garis ke samping atau line or a familial descent (son/daughter
hubungan semenda (menantu atau ipar) or brother/sister in law) with members of
dengan anggota Dewan Komisaris dan/atau the Board of Commissioners and/or other
anggota Direksi lain. members of the Board of Directors.
- Tidak memangku jabatan rangkap sebagai - Not holding double positions as a member of the
anggota Direksi pada BUMN, BUMD, BUMS, Board of Directors to State-Owned Enterprises,
dan jabatan lainnya sesuai dengan ketentuan Local-Government-Owned Enterprises, Private
peraturan perundang-undangan, pengurus Enterprises, and other positions in accordance
partai politik dan/atau calon/anggota with the provisions of legislation, political
legislatif dan/atau calon/anggota Kepala party leaders and/or candidates/legislative
Daerah/Wakil Kepala Daerah, serta jabatan members and/or candidates/members of
lain yang dapat menimbulkan benturan Head/Vice Head of Region, other positions that
kepentingan. may create a conflict of interest.
- Memiliki komitmen untuk menyediakan - Have a commitment to provide adequate
waktu yang memadai dalam rangka time in order to carry out its functions.
menjalankan fungsinya.
b. Kriteria material, yaitu: b. Material Criteria:
- Memiliki integritas, yaitu tidak pernah secara - Having integrity, which is never directly
langsung maupun tidak langsung terlibat or indirectly involved in misconduct of
dalam perbuatan rekayasa dan praktik- engineering and practices, promises injuries,
praktik menyimpang, cedera janji, serta and other acts that harm the company
perbuatan lain yang merugikan perusahaan in which the employee is working or has
di mana yang bersangkutan bekerja atau worked;
pernah bekerja.
- Memahami masalah-masalah manajemen - Understand the Company's management
Perusahaan yang berkaitan dengan salah issues relate to one of the management
satu fungsi manajemen. functions;
- Memiliki pengetahuan yang memadai di - Having sufficient knowledge in the Company's
bidang usaha Perusahaan. business field.

2017 Annual Report
523
PENILAIAN KEMAMPUAN DAN KEPATUTAN SERTA FIT AND PROPER TEST AND BASIS OF APPOINTMENT
DASAR PENGANGKATAN DEWAN KOMISARIS OF BOARD OF COMMISSIONERS
Seluruh anggota Dewan Komisaris PT Angkasa All members of the Board of Commissioners of
Pura I (Persero) telah memenuhi kriteria dan PT Angkasa Pura I (Persero) have met the criteria
ketentuan yang dipersyaratkan dalam uji kepatutan and requirements required in the fit and proper
dan kelayakan (fit and proper test) berdasarkan test under Limited Liability Company Law, Articles
Undang-undang Perseroan Terbatas, Anggaran of Association, Good Corporate Governance
Dasar, peraturan terkait tata kelola perusahaan Regulations and other relevant provisions, including
yang baik, serta peraturan dan ketentuan lain yang the provisions of Independent Commissioners.
terkait, termasuk ketentuan tentang Komisaris All members of the Board of Commissioners have
Independen. Seluruh anggota Dewan Komisaris adequate integrity, competence and reputation. This
memiliki integritas, kompetensi, dan reputasi is evidenced by the approval of having passed the
yang memadai. Hal tersebut dibuktikan dengan fit and proper test as follows.
diperolehnya persetujuan lulus fit and proper test
sebagai berikut.
Tabel Penilaian Kemampuan dan Kepatutan serta Dasar Pengangkatan Dewan Komisaris
Table of Fit and Proper Test and Basis of Appointment of Board of Commissioners
Periode
Tanggal
Nama Jabatan Jabatan 2017 Pelaksana Dasar Pengangkatan
Efektif
Name Position Period of Executive Basis of Appointment
Effective Date
Service 2017
Andrinof Komisaris 29 Oktober Kementerian SK Menteri BUMN selaku RUPS Tanggal 29
Chaniago Utama/Komisaris 2015 – 04 April BUMN Nomor: SK-210/MBU/10/2015 Oktober 2015
Independen 2017 tanggal 29 Oktober 2015.
Ministry of October 29,
President October 29, State-Owned Decree of the Minister of 2015
Commissioner/ 2015 –April 04, Enterprises State-Owned Enterprises
Independent 2017 as the General Meeting of
Commissioner Shareholders Number: SK-
210/MBU/10/2015 dated
October 29, 2015.
Andi Komisaris Utama 04 April 2017 Kementerian Menjabat sebagai Komisaris Tanggal 4 April
Widjajanto – 31 Desember BUMN Utama PT Angkasa Pura I 2017
President 2017 (Persero) sejak 04 April 2017.
Commissioner Ministry of Dasar pengangkatan pertama April 4,
April 04, 2017 State-Owned kali adalah Keputusan Menteri 2017
–December 31, Enterprises BUMN Nomor: SK.65/
2017 MBU/4/2017Tanggal 4 April
2017.
Appointed as President
Commissioner of PT Angkasa
Pura I (Persero) since April 04,
2017. The basis of the first
appointment was the Decree
of the Minister of State-
Owned Enterprises Number
SK.65/MBU/4/2017 Dated
April 4, 2017.
Boy Syahril Komisaris 07 April 2014- Kementerian Dasar pengangkatan pertama Tanggal 07 April
Qamar Independen 31 Desember BUMN kali adalah SK Menteri Negara 2014
2017 BUMN selaku Rapat Umum
Independent Ministry of Pemegang Saham Nomor: April 07, 2014
Commissioner April 07, 2014 State-Owned SK-75/MBU/2014 tanggal 07
–December 31, Enterprises April 2014 dan diperbaharui
2017 dengan SK-210/MBU/10/2015
tanggal 29 Oktober 2015
tentang Pemberhentian dan
Pengangkatan Anggota Dewan
Komisaris PT Angkasa Pura I
(Persero).

Periode
Tanggal
Nama Jabatan Jabatan 2017 Pelaksana Dasar Pengangkatan
Efektif
Name Position Period of Executive Basis of Appointment
Effective Date
Service 2017
The basis of the first
appointment was the Decree
of the Minister of State-Owned
Enterprises as the General
Meeting of Shareholders
Number SK-75/MBU/2014
dated April 07, 2014 and
was updated by SK-210/
MBU/10/2015 dated October
29, 2015 concerning the
Dismissal and Appointment
of Members of the Board of
Commissioners PT Angkasa
Pura I (Persero).
Dwi Ary Komisaris 07 April 2014 Kementerian SK BUMN Nomor : SK-75/ Tanggal 07 April
Purnomo – 13 Desember BUMN MBU/2014 Tanggal 07 April 2014
Commissioner 2017 2014.
Ministry of April 07, 2014
April 07, 2014 State-Owned Decree of State-Owned
–December 31, Enterprises Enterprises Number: SK-75/
2017 MBU/2014 Dated April 07,
2014
Anandy Komisaris 07 April 2014 Kementerian SK BUMN Nomor : SK-75/ Tanggal 07 April
Wati - 31 Desember BUMN MBU/2014 Tanggal 07 April 2014
Commissioner 2017 2014.
Ministry of April 07, 2014
April 07, 2014 State-Owned Decree of State-Owned
–December 31, Enterprises Enterprises Number: SK-75/
2017 MBU/2014 Dated April 07,
2014
Agus Komisaris 29 Oktober Kementerian SK Menteri BUMN selaku tanggal 29
Santoso 2015 – 04 April BUMN RUPS Nomor : SK-210/ Oktober 2015
Commissioner 2017 MBU/10/2015 tanggal 29
Ministry of Oktober 2015. October 29,
October 29, State-Owned 2015
2015 – April 04, Enterprises Decree of the Minister of
2017 State-Owned Enterprises
as the General Meeting of
Shareholders Number: SK-
210/MBU/10/2015 dated
October 29, 2015
Suprasetyo Komisaris 04 April 2017 Kementerian Menjabat sebagai Komisaris Tanggal 4 April
- 31 Desember BUMN PT Angkasa Pura I (Persero) 2017
Commissioner 2017 sejak 04 April 2017. Dasar
Ministry of pengangkatan pertama kali April 04, 2017
April 04, 2017 State-Owned adalah Keputusan Menteri
–December 31, Enterprises BUMN Nomor: SK.65/
2017 MBU/4/2017Tanggal 4 April
2017.
Appointed as Commissioner
of PT Angkasa Pura I (Persero)
since April 04, 2017. The basis
of the first appointment was
the Decree of the Minister
of State-Owned Enterprises
Number SK.65/MBU/4/2017
Dated April 4, 2017.
Selby Komisaris 29 Oktober Kementerian SK Menteri BUMN selaku RUPS Tanggal 29
Nugraha 2015 - 31 BUMN Nomor: SK-210/MBU/10/2015 Oktober 2015
Rachman Commissioner Desember 2017 tanggal 29 Oktober 2015.
Ministry of October 29,
October State-Owned Decree of the Minister of 2015
29, 2015 – Enterprises State-Owned Enterprises
December 31, as the General Meeting of
2017 Shareholders Number: SK-
210/MBU/10/2015 dated
October 29, 2015.

2017 Annual Report
525
PROGRAM ORIENTASI BAGI KOMISARIS BARU ORIENTATION PROGRAM FOR THE NEWLY-
APPOINTED COMMISSIONERS
Program Orientasi Dewan Komisaris Baru PT The Newly-Appointed Commissioner Orientation

Angkasa Pura I (Persero) mengacu pada Peraturan Program of PT Angkasa Pura I (Persero) refers to
Menteri Negara BUMN No. Per-01/MBU/2011 the Regulations of the Minister of State Owned
serta SK-16/S.MBU/2012 yang dituangkan dalam Enterprises (BUMN) No. Per-01/MBU/2011 and SK-
Board Manual. Program orientasi dimaksudkan 16/S.MBU/2012 as outlined in the Board Manual.
agar Dewan Komisaris yang berasal dari berbagai The orientation program is intended for the Board
latar belakang dan pengalaman dapat mengenal of Commissioners from various backgrounds and
dan memahami kegiatan dan kondisi Perseroan. experiences to be familiar with and understand
Tanggung jawab untuk mengadakan program the Company's activities and conditions. The
pengenalan tersebut berada pada Sekretaris responsibility for conducting the recognition
Perusahaan atau siapapun yang menjalankan fungsi program rests with the Corporate Secretary or any
sebagai Sekretaris Perusahaan. person who performs the functions of the Corporate
Secretary.
Materi program orientasi setidaknya memuat: Orientation program material at least include the
followings:
1. Prinsip-prinsip GCG. 1. GCG Principles.
2. Gambaran umum perusahaan. 2. Company overview.
3. Kewenangan yang didelegasikan. 3. Delegated authority.
4. Tugas dan tanggung jawab Direksi dan Komisaris. 4. Duties and responsibilities of the Board of
Directors and Commissioners.
Pelaksanaan Program orientasi Komisaris baru The implementation of the new Commissioner
diselenggarakan oleh Sekretaris Perusahaan pada Orientation Program was held by the Corporate
tanggal 27 April 2017 bertempat pada gedung PT Secretary on 27 April 2017 at PT Angkasa Pura I
Angkasa Pura I (Persero) dihadiri oleh Komisaris Building (Persero) attended by the new Commissioner,
baru yaitu Bapak Andi Widjajanto dan Bapak Mr. Andi Widjajanto and Mr. Suprasetyo.
Suprasetyo.
PEMBIDANGAN TUGAS PENGAWASAN DEWAN THE DISTRIBUTION OF SUPERVISORY DUTIES OF

KOMISARIS THE BOARD OF COMMISSIONERS
Untuk mengefektifkan peran Dewan Komisaris, In order to have the role played by the Board of
dilakukan pembagian tugas di antara anggota Dewan Commissioners to be effective, a task assignment
Komisaris dengan mempertimbangkan pembagian among members of the Board of Commissioners takes
tugas Direksi. Pembagian tugas diantara anggota into consideration the distribution of duties of the
Dewan Komisaris ditujukan agar pelaksanaan tugas Board of Directors. The distribution of duties among
masing-masing anggota Dewan Komisaris secara members of the Board of Commissioners is aimed at
teknis pada aspek yang dibidangi dapat berjalan the implementation of the duties of each member of
lancar, efektif, dan efisien, sesuai tanggung jawab the Board of Commissioners technically on the aspect
dan wewenang masing-masing sehingga terdapat of the board in order to run smoothly, effectively and
kejelasan tentang peran anggota Dewan Komisaris, efficiently, according to their respective responsibilities
baik secara kolektif maupun individual. and authority so that there is a clarity about the roles
of members of the Board of Commissioners, both
collectively and individually.

Adapun pembagian fungsi, tugas, dan tanggung The distribution of functions, duties, and
jawab Dewan Komisaris sebagai berikut. responsibilities of the Board of Commissioners is as
follow.
Tabel Pembidangan Tugas Dewan Komisaris

Table of the Distribution of Supervisory Duties of the Board of Commissioners
Periode Jabatan
Nama Jabatan 2017 Bidang Tugas
Name Position Period of Service Field of Duties
2017
Andrinof Chaniago Komisaris Utama/ 29 Oktober 2015 Komisaris Utama yang bertugas melakukan
Komisaris – 04 April 2017 fungsi koordinasi atas fungsi pengawasan
Independen dan penasehatan oleh para anggota Dewan
October 29, Komisaris terhadap kebijakan pengurusan
President 2015 – April 04, dan jalannya pengurusan mengenai
Commissioner/ 2017 Perseroan maupun usaha Perseroan dan
Independent merangkap Ketua Komite Risiko Usaha dan
Commissioner GCG.
Andi Widjajanto Komisaris Utama 04 April 2017 The President Commissioner is in charge
– 31 Desember of performing the coordination of the
President 2017 supervisory and advisory functions by the
Commissioner members of the Board of Commissioners
April 07, 2014 on the management policy and the
- December 31, management of the Company as well as the
2017 Company’s business and also the Chairman
of the Business Risk and GCG Committee.
Boy Syahril Qamar Komisaris 07 April 2014-31 • Bertanggungjawab terhadap segala
Independen Desember 2017 aspek yang berkaitan dengan sistem dan
prosedur penyiapan SDM.
Independent April 07, 2014 • Memantau dan mengawasi kebijakan
Commissioner - December 31, dan implementasi strategi dan
2017 kebijakan bidang SDM/Personalia dan
Umum, mulai dari sistem rekrutmen,
penegakan disiplin, sistem penggajian
dan pemberian insentif, diklat pegawai,
organisasi perusahaan dan aspek hukum
serta legalitas lainnya.
• Melakukan pengawasan dan memantau
serta melakukan monitoring atas segala
aspek yang berkaitan dengan Pengadaan
Barang dan Jasa.
• Mengkoordinir kegiatan Anggota Komite
Audit sebagai Ketua Komite Audit.
• Being responsible for all aspects

related to HR preparation system and
procedures.
• Monitoring and supervising the policies
and implementation of HR and Personnel
and Human Resources strategy and
policies; from recruitment, disciplinary,
payroll and incentive systems, employee
training, corporate organization and
other legal and legality aspects.
• Monitoring and supervising all aspects
related to Procurement of Goods and
Services.
• Coordinating the activities of the
members of Audit Committee as the
Chairman of the Audit Committee.

2017 Annual Report
527
Periode Jabatan
2017
Dwi Ary Purnomo Komisaris 07 April 2014 • Melakukan pengawasan terhadap
– 13 Desember program PKBL dan dilaporkan kepada
Commissioner 2017 Pemegang Saham dengan kegiatan
kunjungan ke bandara secara periodik
April 07, 2014 untuk memastikan bahwa penyaluran
- December 13, dana PKBL telah memenuhi azas tepat
2017 jumlah, tepat waktu dan tepat sasaran
serta pengembalian pinjaman tidak
macet.
• Melakukan evaluasi KAP yang akan
mengaudit laporan keuangan PT Angkasa
Pura I (Persero).
• Merespon atau melaksanakan tindak
lanjut terhadap laporan audit
eksternal dengan kegiatan melakukan
pemuktahiran tindak lanjut temuan audit
eksternal secara periodik.
Audit sebagai Wakil Ketua Komite Audit.
• Melakukan pengawasan terhadap sistem
dan prosedur bidang akuntansi keuangan
dan penyempurnaan implementasi ERP-
SAP dengan kegiatan pertemuan secara
periodik dalam rangka inventarisasi
permasalahan dalam implementasi
ERP-SAP dan solusi pemecahannya
serta observasi secara periodik untuk
memastikan implementasi ERP – SAP
telah valid.
• Bertanggungjawab terhadap segala
aspek yang berkaitan dengan sistem
prosedur pembuatan rencana kerja
dan anggaran (RKAP dan RJPP)
termasuk anggaran eksploitasi,
investasi, pengadaan barang dan jasa,
pertanggungjawaban serta pelaporan
keuangan.
• Memantau dan mengawasi penetapan
dan implementasi kebijakan dan
strategi bidang Keuangan dan Teknologi
Informasi.
• Responding or following up on external
audit reports with activities to update
the follow-up of external audit findings
periodically.
• Coordinating the activities of Audit
Committee Members as Vice Chairman of
Audit Committee.
• Monitoring the system and procedures
of financial accounting and improvement
of the ERP-SAP implementation with
periodic meeting activities in order
to inventory the problems in the
implementation of ERP-SAP and solution
solutions as well as periodic observation
to ensure the implementation of ERP-
SAP has been valid.
• Being responsible for all aspects related
to system of work plan and budget
(RKAP and RJPP) procedures including
exploitative budget, investment,
procurement of goods and services,
accountability and financial reporting.
• Monitoring and supervising the
establishment and implementation of
policies and strategies in Finance and
Information Technology.

Periode Jabatan
2017
Anandy Wati Komisaris 07 April 2014 • Bertanggungjawab terhadap aspek yang
- 31 Desember berkaitan dengan sistem dan prosedur
Commissioner 2017 pemasaran dan pengembangan usaha,
perencanaan strategis perseroan, serta
April 07, 2014 pemantauan maupun evaluasi atas
- December 31, penerapan GCG terhadap peningkatan
2017 nilai atau skor GCG.
• Memantau dan mengawasi kebijakan
peningkatan pendapatan non
aeronautika.
• Memantau dan mengawasi penetapan
dan implementasi kebijakan di bidang
pemasaran dan pengembangan usaha
untuk mendukung pencapaian visi dan
misi berdasarkan RJPP dan RKAP.
dan proses bisnis perusahaan agar
berlangsung melalui proses manajemen
risiko.
• Melakukan pengawasan dan penasehatan
terhadap pengendalian risiko.
• Mengawasi kebijakan perusahaan agar
sesuai dengan prinsip Good Corporate
Governance.
Risiko Usaha dan GCG sebagai Wakil
Ketua Komite Risiko Usaha dan GCG.
• Being responsible for aspects related
to the systems and procedures of
marketing and business development,
strategic planning of the company, as
well as monitoring and evaluating the
implementation of GCG to increase the
value or score of GCG.
• Monitoring and supervising the non-
aeronautical income increasing policies.
• Monitoring and supervising the
determination and implementation of
policies in the field of marketing and
business development to support the
achievement of visions and missions
based on RJPP and RKAP.
• Monitoring and supervising company
business policies and processes to take
place through the risk management
process.
• Monitoring and providing advice against
risk control.
• Supervising company policy to comply
with the principles of Good Corporate
Governance.
• Coordinating the activities of the
Business Risk and GCG Committee as
Vice Chairman of the Business Risk and
GCG Committee.

2017 Annual Report
529
Periode Jabatan
2017
Agus Santoso Komisaris 29 Oktober 2015 • Bertanggungjawab terhadap segala
– 04 April 2017 aspek teknis operasi termasuk
Commissioner master plan dan sistem operasional
October 29, kebandarudaraan.
2015 – April 04, • Memantau dan mengawasi kebijakan
2017 Direktur Teknik terkait : Airport Facilities
Readiness, dan Airport Equipment
Suprasetyo Komisaris 04 April 2017 Readiness.
- 31 Desember • Bertanggung jawab terhadap aspek
Commissioner 2017 yang berhubungan mutu pelayanan dan
fasilitas keselamatan penerbangan.
April 04, 2017 • Melakukan pengawasan terhadap utilitas
– December 31, alat produksi sesuai dengan standard
2017 dan kesinambungan dengan kegiatan
observasi secara periodik ke bandara
untuk melihat optimalisasi pemanfaatan
alat produksi tersebut .
• Being responsible for all technical

aspects of operations including master
plan and airport operating system.
of the relevant Technical Director:
Airport Facilities Readiness, and Airport
Equipment Readiness.
• Being responsible for aspects related to
the quality of aviation safety services
and facilities.
• Monitoring the utility of production
equipment in accordance with standard
and continuity with periodic observation
activities to the airport to see the
optimization of the utilization of the
production equipment.
Selby Nugraha Komisaris 29 Oktober 2015 • Bertanggung jawab terhadap segala
Rachman - 31 Desember aspek operasi termasuk master plan dan
Komisaris 2017 sistem operasional kebandarudaraan.
October 29, Direktur Operasi terkait: Airport
2015 - December Operation, Safety Health Environment,
31, 2017 dan Aviation Security (penambahan/
pengembangan).
• Bertanggung jawab terhadap aspek
operasi bandara yang berhubungan mutu
pelayanan dan fasilitas keselamatan
penerbangan.
• Melakukan pengawasan terhadap
usaha peningkatan CSI, pengembangan
customer loyalty program, dan penerapan
konsep Eco Airport dengan kegiatan
pertemuan dan kunjungan secara
periodik (triwulanan) untuk melihat
upaya-upaya yang telah dilakukan
oleh Direktur Operasi dalam rangka
meningkatkan pelayanan yang diberikan
penumpang dan mitra usaha serta
melakukan penilaian dan reward bandara
terbaik.
• Melakukan pengawasan terhadap
standard operasional procedur dan
kesinambungan dengan kegiatan
observasi secara periodik ke bandara
untuk melihat optimalisasi kegiatan
operasional bandara.

Periode Jabatan
2017
• Being responsible for all aspects of
operations including master plan and
airport operating system.
of the relevant Operations Director:
Airport Operation, Safety Health
Environment, and Aviation Security
(additions/developments).
• Being responsible for aspects of airport
operations related to service quality and
aviation safety facilities
• Monitoring efforts to improve CSI,
developing customer loyalty programs
and implementing Eco Airport concept
with periodic visits and visits to see
the efforts made by the Director of
Operations in order to improve the
services provided by passengers and
business partners and assessment and
reward to the best airport
• Monitoring the procedures and
sustainability operational standards with
periodic observation activities to the
airport to see the optimization of airport
operations.
KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN THE POLICY CONCERNING THE VARIETY OF THE
KOMISARIS DAN PENERAPANNYA COMPOSITIONS OF THE BOARD OF COMMISSIONERS
AND THE IMPLEMENTATION
Kebijakan keberagaman komposisi Dewan The policy concerning variety of compositions of

Komisaris pada PT Angkasa Pura I (Persero) diatur the Board of Commissioners of PT Angkasa Pura
dalam Board Manual Perseroan yang sesuai dengan I (Persero) is stipulated in the Board Manual of the
Peraturan Menteri Negara BUMN Nomor: PER- Company in accordance with the Regulation of the
02/MBU/02/2015 tentang Persyaratan dan Tata Minister of State-Owned Enterprises Number: PER-
Cara Pengangkatan dan Pemberhentian Anggota 02/MBU/02/2015 on Requirements and Procedures
Dewan Komisaris dan Dewan Pengawas BUMN. for Appointment and Dismissal of Members of the
Berdasarkan peraturan tersebut, anggota Dewan Board of Commissioners and Board of Supervisors of
Komisaris antara lain harus memenuhi persyaratan State-Owned Enterprises. Based on the regulations,
materiil sebagai berikut. members of the Board of Commissioners, among
others, must meet the following material requirements.
Anggota Dewan Komisaris harus memiliki: Members of the Board of Commissioners must have
the following requirements:
1. Integritas. 1. Integrity.
2. Dedikasi. 2. Dedication.
3. Memahami masalah-masalah manajemen 3. Comprehension on the Company's management
Perusahaan yang berkaitan dengan salah satu issues related to one of the management
fungsi manajemen. functions.

2017 Annual Report
531
4. Memiliki pengetahuan yang memadai di 4. Sufficient knowledge in the field of business

bidang usaha Persero/Perum dimana yang of Persero/Perum where the concerned is
bersangkutan dicalonkan. nominated.
5. Dapat menyediakan waktu yang cukup untuk 5. Enough time to carry out his/her duties.
melaksanakan tugasnya.
Perseroan juga senantiasa berupaya agar komposisi The Company also strives to ensure that the
Dewan Komisaris memiliki keberagaman dalam composition of the Board of Commissioners has
usia, jenis kelamin, pendidikan, pengalaman kerja, variety in age, gender, education, work experience
dan keahlian. and expertise.
Pada periode 2017, keberagaman komposisi Dewan In the period 2017, the diversity of the composition
Komisaris yang tercermin dalam pendidikan, of the Board of Commissioners is reflected in
pengalaman kerja, usia, dan jenis kelamin, dapat education, work experience, age and gender, as can
dilihat sebagaimana dalam tabel di bawah ini: be seen in the table below:
Tabel Keberagaman Komposisi Dewan Komisaris

Table of Variety of the Compositions of the Board of Commissioners
Periode
Jabatan
Jenis
Nama Jabatan 2017 Usia Pendidikan Pengalaman kerja Keahlian
Kelamin
Name Position Period of Age Education Work Experience Expertise
Gender
Service
2017
Andrinof Komisaris 29 Oktober 56 tahun Laki-laki S1 Sarjana Ilmu Politik, Pernah menjabat Ilmu Sosial dan
Chaniago Utama/ 2015 – 04 Fakultas Ilmu Sosial dan sebagai Menteri Politik
Komisaris April 2017 Male Ilmu Politik Universitas Perencanaan
56 years
Independen Indonesia pada tahun Pembangunan Nasional Social and Political
old
October 29, 1983. Lulus tahun (PPN)/Kepala Bappenas Sciences
President 2015 – April 2014 dari program dari tahun 2014
Commissioner/ 04, 2017 S2 Pasca Sarjana sampai 2015, pendiri
Independent Ilmu Perencanaan Center for Indonesian
Commissioner dan Kebijakan Publik, Regional and Urban
Fakultas Ekonomi di Studies (CIRUS) pada
Universitas Indonesia. tahun 1999, dan dari
Dan melanjutkan S3 tahun 2008 hingga saat
Program Doktor Ilmu ini menjadi Direktur
Filsafat, Fakultas Ilmu Eksekutif CIRUS
Budaya, Universitas Surveyors Group (CSG).
Indonesia.
Minister of National
Bachelor of Political Development
Science, Faculty of Social Planning (PPN)/Head
and Political Sciences, of Bappenas, period
University of Indonesia, 2014-2015, founder
1983. Graduated in of the Center for
2014 from Masters’ Indonesian Regional
Program in Planning and and Urban Studies
Public Policy, Faculty of (CIRUS) in 1999,
Economics of University and currently, the
of Indonesia, continuing Executive Director of
education on Doctoral CIRUS Surveyors Group
Program of Philosophy, (CSG).
Faculty of Humanities,
University of Indonesia.

Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Andi Komisaris 04 April 2017 46 Tahun Laki-laki Sarjana bidang Kepala Pusat Penelitian Ilmu Sosial dan
Widjajanto Utama – 31 Desember Hubungan Internasional, Bidang Studi Hubungan Politik, Hubungan
2017 46 years Male FISIP dari Universitas Internasional, Internasional, Ahli
President old Indonesia tahun 1996. Universitas Indonesia bidang Pertahanan
Commissioner April 04, School of Oriental (April 2000 – Februari dan Keamanan
2017– dan African Studies, 2004); Nasional
December 31, University of London Dewan Redaksi,
tahun 1997. Global: Jurnal Social and
2017 London School of Politik Internasional Political Sciences,
Economics dari Jurusan Hubungan International
University of London Internasional, Realtions, National
tahun 1998. Universitas Indonesia Defense and
Industrial College of (April 2000 – Agustus Security
Armed Forces National 2007);
Defense University, Direktur Pelaksana
Washington DC, Amerika PACIVIS, Pusat Studi
Serikat tahun 2003. Masyarakat Sipil
S. Rajaratnam School of Global, Universitas
International Studies, Indonesia (Februari
Nanyang Technological 2004 – Mei 2004);
University, Singapura Direktur Eksekutif
tahun 2011. PACIVIS, Pusat Studi
Masyarakat Sipil
Bachelor of International Global, Universitas
Relations, FISIP from Indonesia (Mei 2004 –
University of Indonesia April 2007);
in 1996. Penasihat Senior
School of Oriental Program Pertahanan
and African Studies, dan Keamanan PACIVIS,
University of London Pusat Studi Masyarakat
in 1997. Sipil Global, Universitas
London School of Indonesia (Mei 2007);
Economics from the Direktur Pascasarjana
University of London Akademik Program
in 1998. Pasca Sarjana,
Industrial College of Jurusan Hubungan
Armed Forces National Internasional,
Defense University, Universitas Indonesia
Washington DC, USA in (Januari 2008 –
2003. Oktober 2010);
S. Rajaratnam School of Direktur Institut
International Studies, Pertahanan Ekonomi
Nanyang Technological Pertahanan dan
University, Singapore Keamanan (Agustus
in 2011. 2008 – Agustus 2010);
Kepala Bagian
Program Pascasarjana
Jurusan Hubungan
Internasional,
Universitas Indonesia
(Oktober 2010 – Juli
2012);
Pimpinan Peneliti pada

Proyek Keamanan
Energi PACIVIS-
dan PERTAMINA
(Februari 2012 – Mei
2013);
Direktur Pusat
Penelitian Hubungan
Internasional
(Desember 2012 -
Maret 2014);
Lead Researcher,
Postur Pertahanan
Indonesia 2045
(Maret 2013 –
November 2013);
Wakil Ketua/Sekretaris
Tim Kampanye
Nasional Tim
Kampanye Nasional
Jokowi JK 2014 (Maret
2014 – Juli 2014);
Deputi Tim Transisi
Jokowi - Tim JK
Transisi Jokowi-JK
(Oktober 2014 -
Agustus 2015);
Sekretaris Kabinet pada
Sekretariat Kabinet
Republik Indonesia
(November 2014 -
Agustus 2015).

2017 Annual Report
533
Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Head of Research
Center of International
Relations, University of
Indonesia (April 2000 -
February 2004);
Editorial Board, Global:
International Political
Journal of International
Relations Department,
University of Indonesia
(April 2000 - August
2007);
Executive Director of
PACIVIS, Center for
Global Civil Society
Studies, University of
Indonesia (February
2004 - May 2004);
Executive Director of
PACIVIS, Center for
Global Civil Society
Studies, University of
Indonesia (May 2004 -
April 2007);
Senior Advisor on
Defense and Security
Programs of PACIVIS,
Center for Global
Civil Society Studies,
(May 2007);
Director of Academics
of Post-Graduate
Program of Department
of International
Relations, University
of Indonesia (January
2008 - October 2010);
Director of the Institute
of Economic Defense
and Security (August
2008 - August 2010);
Head of Post-Graduate
Program of Department
of International
Relations, University
of Indonesia (October
2010 - July 2012);
Lead Researcher on
Energy Security Project
of PACIVIS-University
of Indonesia and
PERTAMINA (February
2012 - May 2013);
Director of University
of Indonesia for
International Relations
Research Center
(December 2012 -
March 2014);
Lead Researcher,
Postur of Defense
Indonesia 2045,
(March 2013 -
November 2013);
Vice Chairman/
Secretary of National
Campaign Team for
Jokowi-JK National
Campaign Team 2014
(March 2014 - July
2014);
Deputy of Transitional
Team of Jokowi- JK
(October 2014 - August
2015);
Cabinet Secretary to
the Cabinet Secretariat
of the Republic of
Indonesia (November
2014 - August 2015).

Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Boy Syahril Komisaris 07 April 2014- 62 tahun Laki-laki Lulusan Akademi TNI Menjabat Ekonomi, Human
Qamar Independen 31 Desember Angkatan Udara dan sebagai Komandan Capital dan
2017 62 years Male pendidikan Sarjana SESKOAU tahun 2010, Hukum
Independent old Ekonomi IRJENAU tahun 2011,
Commissioner April 07, 2014 WAKASAU tahun 2013 Economics, Human
- December 31 dan Kasum TNI tahun Capital and Law
Graduated from
2017 2013 sampai dengan 1
Indonesian Air Force
April 2014.
Academy and Bachelor
of Economics
SESKOAU Commander
in 2010, IRJENAU in
2011, WAKASAU 2013
and Kasum TNI from
2013 to April 1, 2014.
Dwi Ary Komisaris 07 April 2014 43 tahun Laki-laki Program Pasca Sarjana Pernah menjabat Bidang Akuntansi,
Purnomo – 13 Desember Fakultas Hukum sebagai anggota Keuangan,
Commissioner 2017 43 years Male Ekonomi, Universitas Dewan Komisaris PT dan Teknologi
old Indonesia. Perkebunan Nusantara Informasi.
April 07, 2014 IX dari tahun 2011
- December 31 sampai 2014, Kepala Accounting,
Graduated from Post
2017 Bidang Administrasi Finance, and
Graduate Program of
Kekayaan BUMN, Information
Faculty of Economic
Kementerian Negara Technology
Law, University of
BUMN dari tahun 2010
Indonesia.
sampai 2013 dan
Komite Audit PT Askes
(Persero) dari tahun
2008 sampai 2010.
Member of the Board

of Commissioners of PT
Perkebunan Nusantara
IX from 2011 to 2014,
Head of Administration
of State-Owned
Enterprises of Ministry
of State-Owned
Enterprises from 2010
to 2013 and Audit
Committee of PT Askes
(Persero) from 2008
to 2010.
Anandy Wati Komisaris 07 April 57 tahun Perempuan Sarjana di bidang Pernah menjabat Bidang
2014 - 31 Ekonomi Pembangunan sebagai Sekretaris Komersial dan
Commissioner Desember 57 years Female dari Universitas Sebelas Direktorat Jenderal Pengembangan
2017 Maret, Surakarta Anggaran Kementerian Usaha
old tahun 1983. Master Keuangan 2013,
April 07, 2014 of Public Management Direktur Sistem Commercial
- December 31 dari Carnegie Manajemen Investasi and Business
2017 Mellon University, tahun 2010 dan Development
Pennsylvania, Amerika Direktur Pelaksanaan
Serikat tahun 1991. Anggaran di tahun
2009.
Master of Public
Management in United Secretary of the
States of America Directorate General
of Budget of Ministry
of Finance 2013,
Director of Investment
Management System in
2010 and Director of
Budget Implementation
in 2009.

2017 Annual Report
535
Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Agus Santoso Komisaris 29 Oktober 60 tahun Laki-laki S1 Program Sarjana Komisaris PT Angkasa Bidang
2015 – 04 Teknik Sipil Struktur Pura I (Persero) sejak Operasional
Commissioner April 2017 60 years Male Kontruksi dari Institut 29 Oktober 2015. bandara
old Tekhnologi Bandung, Beliau menjabat
October 29, program S2 pasca berbagai posisi penting Airport Operation
2015 – April Sarjana jurusan Teknik di Kementerian
04, 2017 System Transportasi Perhubungan
dari Institut Tekhnologi diantaranya saat ini
Bandung– Leeds menjabat sebagai
University, dan S3 Kepala Badan
Program Doktor Penelitian dan
Jurusan Manajemen Pengembangan
dari Universitas Negeri Perhubungan. Pernah
Jakarta tahun 2011. pernah menduduki
jabatan Direktur
Bandar Udara
Bachelor of Civil
Direktorat Jenderal
Engineering of
Perhubungan Udara
Construction Structure
dari tahun 2015
from Bandung Institute
sampai dengan 2016,
of Technology, Master
Kepala Pusat Penelitian
of Transportation
dan Pengembangan
System Engineering
Perhubungan Udara
fromBandung Institute
dari tahun 2014
of Technology - Leeds
sampai 2015, Kepala
University, and Doctor
Bandar Udara Budiarto
of Management from
Curug dari tahun
Jakarta State University
2009 sampai 2014
2011
dan Kepala Bagian
Perencanaan Direktorat
Jenderal Perhubungan
Udara dari tahun 2007
sampai 2009.
Commissioner of
PT Angkasa Pura I
(Persero) since October
29, 2015. Had various
important positions
at the Ministry of
Transportation,
currently serving as
Head of Transportation
Research and
Development Agency.
Ever served as
Director of Airport
Directorate General
of Civil Aviation from
2015 to 2016, Head
of Research and
Development Center
of Air Transportation
from 2014 to 2015,
Head of Budiarto Curug
Airport from 2009
to 2014 and Head of
Planning Division of
Directorate General
of Civil Aviation from
2007 to 2009.

Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Suprasetyo Komisaris 04 April 2017 59 Tahun Laki-laki Sarjana Teknik bidang Kasubdit Pengamanan Teknik
- 31 Desember Teknik Kimia dari Pelayanan Darurat Kebandarudaraan
Commissioner 2017 59 years Male Universitas Universitas (Januari 2012 - Mei
old Gadjah Mada tahun 2007); Airport
April 04, 2017 1985. Atase Perhubungan Engineering
- December 31, KBRI di Washington
2017 Bachelor of Engineering sejak (Mei 2007 – Juni
in Chemical Engineering 2011);
of Gadjah Mada Kasubdit Kendali
University, 1985. Mutu Keamanan
Penerbangan (Juni
2011 - Desember
2012);
Kasubdit Pelayanan
Darurat Direktorat
Keamanan
Penerbangan
(Desember 2012 –
April 2013);
Kepala Bandara Kelas
Utama Hang Nadim
Batam (April 2013 –
Desember 2014);
Kepala Kantor Otoritas
Bandara Wilayah I
Kelas Utama Soekarno-
Hatta (Desember 2014
– Januari 2015);
Direktorat Jendral
Ditjen Perhubungan
Udara Kementerian
Perhubungan RI
(Januari 2015 –
Februari 2017).
Head of Sub-
Directorate of
Emergency Services
Security (January 2012
- May 2007);
Transportation Attaché
of the Inonesian
Embassy in Washington
(May 2007 - June
2011);
Head of Sub-
Directorate of Quality
Control of Aviation
Security (June 2011 -
December 2012);
Head of Sub-
Directorate of
Emergency Services
of Aviation Security
(December 2012 - April
2013);
Head of Hang Nadim
Batam Main Class
Airport (April 2013 -
December 2014);
Head of Soekarno-
Hatta First Class
Airport Authority
Office (December 2014
- January 2015);
Directorate General
of Civil Aviation
of Ministry of
Transportation
(January 2015 -
February 2017).
Selby Komisaris 29 Oktober 48 tahun Laki-laki S1 Sarjana Ekonomi, Pernah menjabat Teknik
Nugraha 2015 - 31 Universitas Katolik sebagai Direktur PT Kebandarudaraan
Rachman Commissioner Desember 48 years Male Parahyangan dan Pasca Execujet Indonesia
2017 old Sarjana Jurusan Hukum tahun 2011-Juni Airport
Universitas Indonesia 2015. Saat ini Engineering
October 29, masih menjabat
2015 – April Bachelor of Economics, sebagai Direktur
04, 2017 Parahyangan Catholic PT Ferco Seating
University and Master System Indonesia
of Law of University of sejak tahun 2014,
Indonesia. Direktur Tekhnologi
dan Informasi Experd
Human Resources
Consultant sejak tahun
2010, dan Direktur
Decorus Contract sejak
tahun 1994.

2017 Annual Report
537
Periode
Jabatan
Jenis
Kelamin
Gender
Service
2017
Director of PT Execujet
Indonesia from
2011-June 2015.
Currently, Director of
Ferco Seating System
Indonesia since 2014,
Director of Technology
and Information
Experd Human
Resources Consultant
since 2010, and
Director of Decorus
Contract since 1994.
JUMLAH DAN KOMPOSISI DEWAN KOMISARIS NUMBER AND COMPOSITION OF THE BOARD OF
COMMISIONERS
Berdasarkan Undang-undang No. 19 Tahun 2003 According to Law No. 19 year 2003 on State-Owned
tentang BUMN dan Peraturan Menteri Negara BUMN Enterprise and Minister of State-Owned Enterprise
No. Per-01/MBU/2011 komposisi Dewan Komisaris Regulation no. Per-01/MBU/, the composition of
PT Angkasa Pura I (Persero) harus memungkinkan the Board of Commissioners of PT Angkasa Pura I
pengambilan keputusan yang efektif, tepat, dan (Persero) should allow effective, precise, and fast
cepat serta dapat bertindak secara independen decision making as well as act independently with
dalam arti tidak mempunyai benturan kepentingan. no conflict of interest.
Pada Tahun 2017, jumlah dan komposisi Dewan In 2007, transformation of number and composition
Komisaris PT Angkasa Pura I (Persero) mengalami of the Board of Commissioners of PT Angkasa Pura I
perubahan sebagaimana penjelasan sebagai (Persero) is as follow.
berikut.
Periode 1 Januari 2017 – 4 April 2017 Period 1 January 2017 - 4 April 2017
Periode 1 Januari – 4 April 2017, Dewan Komisaris From 1 January to 4 April 2017, the Board of
berjumlah 6 (enam) orang terdiri dari 1 (satu) Commissioners has 6 (six) members consisting of 1
orang Komisaris Utama yang merangkap sebagai (one) President Commissioner who concurrently acts
Komisaris Independen, 1 (satu) orang Komisaris as Independent Commissioner, 1 (one) Independent
Independen, dan 4 (empat) orang Komisaris. Seluruh Commissioner, and 4 (four) Commissioners. The
anggota Dewan Komisaris berdomisili di wilayah composition of the Board of Commissioners from 1
kerja Kantor Pusat PT Angkasa Pura I (Persero). January to 4 April 2017 is as follow:
Adapun komposisi Dewan Komisaris periode 1
Januari – 4 April 2017 adalah sebagai berikut.
Tabel Komposisi Dewan Komisaris

Table of the Composition of Board of Commissioners
Nama Jabatan
Name Position
Komisaris Utama/Komisaris Independen
Andrinof Chaniago
President Commissioner/ Independent Commissioner
Boy Syahril Qamar Komisaris Independen / Independent Commissioner
Dwi Ary Purnomo Komisaris / Commissioner
Anandy Wati Komisaris / Commissioner
Agus Santoso Komisaris / Commissioner
Selby Nugraha Rachman Komisaris / Commissioner

Periode 4 April 2017 – 13 Desember 2017 Period 4 April 2017 – 13 December 2017
Bapak Andrinof Chaniago dan Bapak Agus Santoso Andrinof Chaniago and Bapak Agus Santoso hold
masing-masing menjabat sebagai Komisaris Utama position as President Commissioner and member
dan Anggota Dewan Komisaris sampai dengan of the Board of Commissioners respectively until 4
tanggal 04 April 2017 dan selanjutnya digantikan April 2017, and then are replaced by Andi Widjajanto
oleh Bapak Andi Widjajanto dan Bapak Suprasetyo. and Suprasetyo.
Sehingga pada periode 4 April 2017 – 13 Desember Until the period 4 April 2017 – 13 December 2017,
2017, Dewan Komisaris berjumlah 6 (enam) orang the Board of Commissioners has 6 (six) members
terdiri dari 1 (satu) orang Komisaris Utama, 1 consisting of 1 (one) President Commissioner, 1
(satu) orang Komisaris Independen, dan 4 (empat) (one) Independent Commissioner, and 4 (four)
orang Komisaris. Seluruh anggota Dewan Komisaris Commissioners. All members of the Board of
berdomisili di wilayah kerja Kantor Pusat PT Commissioners dwell in the area of the Central Office
Angkasa Pura I (Persero). Adapun komposisi Dewan of PT Angkasa Pura I (Persero). The composition of
Komisaris periode 4 April 2017 – 13 Desember the Board of Commissioners from 4 April 2017 to 13
2017 adalah sebagai berikut. December 2017 is as follow:


Andi Widjajanto Komisaris Utama / President Commissioner
Dwi Ary Purnomo Komisaris / Commissioner
Suprasetyo Komisaris / Commissioner
Periode 13 Desember 2017 – 31 Desember 2017 Period 13 December 2017 – 31 December 2017
Bapak Dwi Ary Purnomo menjabat sebagai Dwi Ary Purnomo holds a position as a member of
Anggota Dewan Komisaris sampai dengan the Board of Commissioners only until 13 December
tanggal 13 Desember 2017 karena diangkat 2017 for he is promoted as the Director of Finance
sebagai Direktur Keuangan dan SDM and Human Resource at PT Petrokimia Gresik.
PT Petrokimia Gresik.
Sehingga pada periode 13 Desember 2017 – 31 Therefore, in the period 13 Desember 2017 – 31
Desember 2017, Dewan Komisaris berjumlah 5 Desember 2017, the Board of Commissioners has
(lima) orang terdiri dari 1 (satu) orang Komisaris 5 (five) members, consisting of 1 (one) President
Utama, 1 (satu) orang Komisaris Independen, dan Commissioner, 1 (one) Independent Commissioner,
3 (tiga) orang Komisaris. Seluruh anggota Dewan and 3 (three) Commissioners. All members of the
Komisaris berdomisili di wilayah kerja Kantor Pusat Board of Commissioners dwell in the area of the
PT Angkasa Pura I (Persero). Adapun komposisi Central Office of PT Angkasa Pura I (Persero). The
Dewan Komisaris periode 13 Desember 2017 – 31 composition of the Board of Commissioners from 13
Desember 2017 adalah sebagai berikut. December 2017 to 31 december 2017 is as follow:

2017 Annual Report
539

Nama / Name Jabatan / xxx

Andi Widjajanto Komisaris Utama / President Commissioner
Suprasetyo Komisaris / Commissioner
HUBUNGAN AFILIASI DEWAN KOMISARIS AFFILIATION OF THE BOARD OF COMMISSIONERS
Kriteria hubungan afiliasi antara anggota Direksi, Affiliation criteria among the members of the Board
Dewan Komisaris, dan Pemegang Saham Pengendali of Directors, the Board of Commissioners, and the
meliputi: Controlling Shareholders covers:
- Hubungan afiliasi antara anggota Direksi dengan - Affiliation between Board of Director member
anggota Direksi lainnya. with fellow member of Board of Director.
- Hubungan afiliasi antara anggota Direksi dan - Affiliation between Board of Director member
anggota Dewan Komisaris. with Board of Commissioners member.
- Hubungan afiliasi antara anggota Direksi dengan - Affiliation between Board of Directors member
Pemegang Saham Utama dan/atau pengendali. with Principle and/or Controlling Shareholders.
- Hubungan afiliasi antara anggota Dewan - Affiliation between Board of Commissioners
Komisaris dengan anggota Komisaris lainnya. member with fellow member of Board of
Commissioners.
- Hubungan afiliasi antara anggota Dewan - Affiliation between Board of Commissioners
Komisaris dengan Pemegang Saham Utama dan/ member with Principle and/or Controlling
atau pengendali. Shareholders.
Hubungan afiliasi antara anggota Direksi, Dewan Affiliation among the members of Board of
Komisaris, dan Pemegang Saham Pengendali, dapat Directors, Board of Commissioners, and Controlling
dilihat sebagaimana tabel di bawah ini: Shareholders is shown in the following table:

Tabel Hubungan Afiliasi Dewan Komisaris
Table of Affiliate Relations Board of Commissioners
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris

Financial, Family, and Stewardship Relationship of Commissioner
Teknologi Informasi
Hubungan Keuangan Dengan Hubungan Keluarga Dengan

Financial Relationship with Family Relationship with
Hubungan
Pemegang Pemegang Kepengurusan
Dewan Dewan
Nama Komisaris Direksi Saham Direksi Saham Relationship
Jabatan Periode Jabatan 2017 Komisaris Komisaris
Commissioner Board of Pengendali Board of Pengendali Management
Position Term of Office in 2017 Board of Board of
Name Directors Controling Directors Controling
Commissioners Commissioners
Shareholders Shareholders
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Komisaris Utama/Komisaris 29 Oktober 2015 – 04
Andrinof Independen April 2017
President Commissioner/ √ √ √ √ √ √ √
Chaniago 29 October 2015 – 04
Independent Commissioner April 2017
04 April 2017 – 31
Komisaris Utama Desember 2017
Andi Widjajanto √ √ √ √ √ √ √
President Commissioner 04 April 2017 – 31
December 2017
07 April 2014 – 31
Boy Syahril Komisaris Independen Desember 2017
Tata Kelola Perusahaan
√ √ √ √ √ √ √
Qamar Independent Commissioner 07 April 2014 – 31
December 2017
07 April 2014 – 13
Dwi Ary Komisaris Desember 2017
√ √ √ √ √ √ √
Purnomo Commissioner 07 April 2014 – 13
December 2017
07 April 2014 – 31
Komisaris Desember 2017
Anandy Wati √ √ √ √ √ √ √
Commissioner 07 April 2014 – 31
December 2017
29 Oktober 2015 – 04
Komisaris April 2017
Agus Santoso √ √ √ √ √ √ √
Commissioner 29 October 2015 – 04
April 2017
04 April 2017 – 31
Suprasetyo √ √ √ √ √ √ √
December 2017
29 Oktober 2015 – 31
Selby Nugraha Komisaris Desember 2017
Tanggung Jawab Perusahaan
√ √ √ √ √ √ √
Corporate Social Responsibility
2017 Annual Report

Rachman Commissioner 29 October 2015 – 31
December 2017
541
KEBIJAKAN RANGKAP JABATAN DEWAN POLICY ON CONCURRENT POSITION OF BOARD OF

KOMISARIS COMMISSIONER
Kebijakan rangkap jabatan Dewan Komisaris yang Policy on concurrent position of Board of
diatur dalam Board Manual yaitu Dewan Komisaris Commissioner is written in the board manual, stating
tidak boleh memangku jabatan rangkap sebagai: that Board of Commissioners is not allowed to hold
1. Anggota Direksi pada Badan Usaha Milik Negara, position as:
Badan Usaha Milik Daerah, dan Badan Usaha 1. The member of Board of Director in State-owned
Milik Swasta. enterprise, regional-owned enterprise, and
Private-owned enterprise.
2. Jabatan lainnya sesuai dengan ketentuan 2. Other positions based on the regulation, member
peraturan perundang-undangan, pengurus of political party, and/or candidate/member of
partai politik dan atau calon/anggota legislatif legislative officer, and/or candidate of District
dan/atau calon Kepala Daerah/Wakil Kepala head/Deputy of District head.
Daerah.
3. Jabatan lain yang dapat menimbulkan benturan 3. Other positions leading to conflict of interest.
kepentingan.
Tabel Rangkap Jabatan Dewan Komisaris

Table of Dual Position Board of Commissioners
Jabatan pada
Nama Perusahaan/
Periode Jabatan Perusahaan/
Instansi Lain
2017 Instansi Lain
Nama / Name Jabatan / Position Name of Other
Term of Office in Position on
Company/
2017 Other Company/
Institution
Institution
Komisaris Utama/
Komisaris
29 Oktober 2015 – CIRUS Surveyors
Independen
04 April 2017 Direktur Eksekutif Group (CSG)
Andrinof Chaniago President
29 October 2015 – Executive Director CIRUS Surveyors
Commissioner/
04 April 2017 Group (CSG)
Independent
Commissioner
04 April 2017 – 31
Komisaris Utama
Desember 2017
Andi Widjajanto President - -
04 April 2017 – 31
Commissioner
December 2017
Komisaris 07 April 2014 – 31
Independen Desember 2017
Boy Syahril Qamar - -
Independent 07 April 2014 – 31
Commissioner December 2017
Dwi Ary Purnomo Komisaris 07 April 2014 – 13 Asisten Deputi Kementrian BUMN
Commissioner Desember 2017 Layanan Hukum Ministry of SOEs
07 April 2014 – 13 Assistant Deputy of
December 2017 Legal Affairs
Sekretaris
Direktorat
Jenderal Anggaran
07 April 2014 – 31
Kementerian Kementerian
Anandy Wati Keuangan Keuangan
Secretary of Ministry of Finance
December 2017
Directorate General
of Budget of the
Ministry of Finance
Kepala Badan
Litbang
29 Oktober 2015 – Kementerian
Perhubungan
Komisaris 04 April 2017 Perhubungan
Agus Santoso Head of Research
Commissioner 29 October 2015 – Ministry of
and Development
04 April 2017 Transportation
Department of
Transportation

Jabatan pada
Nama Perusahaan/
Periode Jabatan Perusahaan/
Instansi Lain
2017 Instansi Lain
Nama / Name Jabatan / Position Name of Other
Term of Office in Position on
Company/
2017 Other Company/
Institution
Institution
Staf Ahli Bidang
Ekonomi Kawasan
04 April 2017 – 31 dan Kemitraan Kementerian
Komisaris Desember 2017 Perhubungan Perhubungan
Suprasetyo Commissioner 04 April 2017 – 31 Expert Staff of Ministry of
December 2017 Economic Area Transportation
and Transportation
Partnership
Direktur PT Ferco Seating
Director System Indonesia
29 Oktober 2015 –
Direktur Decorus Contract
Selby Nugraha Komisaris 31 Desember 2017
Director
Rachman Commissioner 29 October 2015 –
Direktur Teknologi dan
31 December 2017
Director Informasi Experd
Human Resources
Consultant
PENGELOLAAN BENTURAN KEPENTINGAN DEWAN CONFLICT OF INTEREST MANAGEMENT OF THE

Dalam hal terjadi benturan kepentingan, anggota In case of conflict of interest emerges, member of
Dewan Komisaris, Direksi, dan Pejabat Eksekutif the Board of Commissioners, Board of Directors and
Perseroan dilarang mengambil tindakan yang Executive Officials are prohibited from conducting
dapat merugikan Perseroan atau mengurangi an act that may cause loss of the Company or
keuntungan Perseroan dan wajib mengungkapkan reduce the Company’s profit and shall disclose the
benturan kepentingan dimaksud dalam setiap conflict of interest on each decision he/she took. The
keputusannya. Benturan kepentingan dimaksud conflict of interest in question, among others, are the
antara lain adalah perbedaan antara kepentingan Company’s economic interest with economic interest
ekonomi Perseroan dengan kepentingan ekonomi of personal, Board of Commissioners member, Board
pribadi pemilik, anggota Komisaris, anggota of Directors member or other parties related to
Direksi maupun Pejabat Eksekutif Perseroan, dan the Company, provide preferential treatment to
atau pihak terkait dengan Perseroan, pemberian certain parties outside applicable procedures and
perlakuan istimewa kepada pihak – pihak tertentu regulations. In case a decision must be made, the
di luar prosedur dan ketentuan yang berlaku. Company’s economic interest should be prioritized
Apabila keputusan tetap harus diambil, maka harus and avoid loss or reduction in profit of the Company.
mengutamakan kepentingan ekonomi Perseroan
dan menghindarkan kerugian atau berkurangnya
keuntungan Perseroan.
KEPEMILIKAN SAHAM DEWAN KOMISARIS STOCK OWNERHSIP OF THE BOARD OF

COMMISSIONERS
PT Angkasa Pura I (Persero) menyelenggarakan PT Angkasa Pura I (Persero) provides Special Register
Daftar Khusus bagi seluruh anggota Dewan for all members of the Board of Commissioners
Komisaris sebagai salah satu bentuk komitmen as a form commitment to avoid any activity that
dalam menghindari aktivitas yang berpotensi potentially cause conflict of interest. The Special
menimbulkan benturan kepentingan. Daftar Khusus Register contains information of the Board of
tersebut berisi informasi kepemilikan saham Commissioners and their family’s share ownership
anggota Dewan Komisaris dan keluarga di Perseroan on the Company and other companies. Details of
dan perusahaan lain. Rincian Kepemilikan Saham Share Ownership of the Board of Commissioners are
Dewan Komisaris disajikan dalam tabel berikut. presented in the following table.

2017 Annual Report
543
Tabel Kepemilikan Saham Dewan Komisaris

Table Shareholdings Board of Commissioners
Periode Jabatan Kepemilikan Saham (dalam lembar)

Nama Jabatan 2017 Share ownership (in sheets)
Name Position Term of Office in
2017 PT Angkasa Pura I Perusahaan Lain
(Persero) Other Company
Komisaris Utama/
Komisaris
29 Oktober 2015
Independen
– 04 April 2017
Andrinof Chaniago President Nihil / Nil Nihil / Nil
29 October 2015
Commissioner/
– 04 April 2017
Independent
Commissioner
04 April 2017
– 31 Desember
Komisaris Utama
2017
Andi Widjajanto President Nihil / Nil Nihil / Nil
04 April 2017
Commissioner
– 31 December
2017
07 April 2014
Komisaris – 31 Desember
Independen 2017
Boy Syahril Qamar Nihil / Nil Nihil / Nil
Independent 07 April 2014
Commissioner – 31 December
2017
07 April 2014
– 13 Desember
Komisaris 2017
Dwi Ary Purnomo Nihil / Nil Nihil / Nil
Commissioner 07 April 2014
– 13 December
2017
07 April 2014
– 31 Desember
Komisaris 2017
Anandy Wati Nihil / Nil Nihil / Nil
– 31 December
2017
29 Oktober 2015
Komisaris – 04 April 2017
Agus Santoso Nihil / Nil Nihil / Nil
Commissioner 29 October 2015
– 04 April 2017
04 April 2017
– 31 Desember
Komisaris 2017
Suprasetyo Nihil / Nil Nihil / Nil
– 31 December
2017
29 Oktober 2015
– 31 Desember
Selby Nugraha Komisaris 2017
Nihil / Nil Nihil / Nil
Rachman Commissioner 29 October 2015
– 31 December
2017

KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER
Anggota Dewan Komisaris PT Angkasa Pura I Members of the Board of Commissioners of

(Persero) telah memenuhi jumlah, komposisi, PT Angkasa Pura I (Persero) have fulfilled the
kriteria dan independensi sesuai dengan Peraturan amount, composition, criteria and independence in
Menteri Negara BUMN No. PER-01/MBU/2011 accordance with the Regulation of the Minister of
paling sedikit 20% (dua puluh persen) dari anggota State Enterprises No. Per-01/MBU/2011, at least
Dewan Komisaris harus merupakan Komisaris 20% (twenty percent) of the Board of Commissioners
Independen. Jumlah anggota Dewan Komisaris member shall be independent commissioners.
Perseroan saat ini adalah 5 (lima) orang, yang 1 Currently, the number of the Board of Commissioners
(satu) orang diantaranya atau sama dengan 20% member is 5 (five) members, 1 (one) of whom or
(dua puluh persen) anggota Dewan Komisaris equal to 20% (twenty percent) of the members
adalah Komisaris Independen. Dengan demikian, of the Board of Commissioners are Independent
komposisi tersebut juga telah memenuhi peraturan Commissioners. This, the composition complies with
yang ditetapkan oleh Kementerian BUMN mengenai the rules set by the Ministry of SOEs on Independent
Komisaris Independen. Commissioner.
KRITERIA PENENTUAN KOMISARIS INDEPENDEN CRITERIA FOR INDEPENDENT COMMISSIONER
Peraturan Komisaris Independen Perseroan telah Regulation of the Company’s Independent

memenuhi kriteria yang ditetapkan berdasarkan Commissioner has met the following stipulated
Peraturan Menteri Negara BUMN No. PER-01/ criteria based on the Minister of State-Owned
MBU/2011, adalah sebagai berikut. Enterprises Regulation No. PER-01/MBU/2011:
Kriteria Komisaris Independen sesuai Komisaris Independen

PER-01/MBU/2011 Independent Commissioner
Kriteria Komisaris Independen sesuai
PER-01/MBU/2011 Andrinof Chaniago* Boy Syahril Qamar
tidak memiliki hubungan keuangan, kepengurusan,

kepemilikan saham dan/atau hubungan keluarga
dengan anggota Dewan Komisaris lainnya, anggota
Direksi dan/atau Pemegang Saham Pengendali
atau hubungan dengan BUMN yang bersangkutan,
yang dapat mempengaruhi kemampuannya untuk
bertindak independen.
√ √
have no financial, management, share ownership
and/or familiar relationship with members of the
Board of Commissioners, Board of Directors and/
or Controlling Shareholders or with the concerned
SOE, which may affect his/her ability to act
independently.
Keterangan / information:
*Menjabat sampai dengan 4 April 2017/ Holding the position until
4 April 2017.
Selain itu, berdasarkan Board Manual, Komisaris Moreover, based on the Board Manual, Independent
Independen harus memenuhi ketentuan: Commissioners should meet the following
requirements:
Kriteria Komisaris Independen sesuai Board Manual Komisaris Independen

Criteria for Independent Commissioner based on the Independent Commissioner
Board Manual Andrinof Chaniago* Boy Syahril Qamar
Tidak menjabat sebagai Direksi di perusahaan yang
terafiliasi dengan Perusahaan.
√ √
Holding no position as Board of Directors in affiliated
company with the Company.

2017 Annual Report
545
Kriteria Komisaris Independen sesuai Board Manual Komisaris Independen

Criteria for Independent Commissioner based on the Independent Commissioner
Board Manual Andrinof Chaniago* Boy Syahril Qamar
Tidak bekerja pada pemerintah termasuk departemen,
lembaga, dan kemiliteran dalam kurun waktu 3 (tiga)
tahun terakhir.
√ √
Not working for government, including department,
agency, or military in the last 3 (three) years.
Tidak bekerja di Perusahaan atau afiliasinya dalam kurun
waktu 3 (tiga) tahun terakhir.
√ √
Not working at a Company or its affiliated company in
the last 3 (three) years.
Tidak mempunyai keterkaitan finansial, baik langsung
maupun tidak langsung, dengan Perusahaan atau
perusahaan yang menyediakan jasa dan produk kepada
Perusahaan dan afiliasinya.
√ √
Having no financial relationship, either directly or
indirectly, with the Company or another company
providing product and service for the Company or its
affiliated company.
Bebas dari kepentingan dan aktivitas bisnis atau
hubungan lain yang dapat menghalangi atau mengganggu
kemampuan Dewan Komisaris untuk bertindak atau
berpikir secara bebas di lingkup Perusahaan.
√ √
Having no interest and business matter or other
relationship leading to disrupt the ability of Board of
Commissioners to act or to think independently in the
Company.
Keterangan / Information:
*Menjabat sampai dengan 4 April 2017 / Holding the position until
4 April 2017.
RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING
Mengacu pada Anggaran Dasar Perseroan, Peraturan Refer to the Articles of Association, Minister of
Menteri Negara BUMN No. Per-01/MBU/2011 serta State-Owned Enterprises No. Per-01/MBU/2011
SK-16/S.MBU/2012 Rapat Dewan Komisaris PT and SK-16/S.MBU/2012, Meeting of the Board of
Angkasa Pura I (Persero) dilaksanakan sekurang- Commissioners of PT Angkasa Pura I (Persero) is
kurangnya sekali dalam sebulan. Rapat Dewan conducted at least once a month. Meetings of the
Komisaris tersebut dapat berupa rapat internal Board of Commissioners may be either internal
Dewan Komisaris, maupun Dewan Komisaris yang meeting of the Board of Commissioners or inviting
mengundang Direksi. the Board of Directors for joint meeting.
AGENDA, TANGGAL, DAN PESERTA RAPAT DEWAN AGENDA, DATE, AND PARTICIPANT OF BOARD OF
KOMISARIS COMMISSIONERS MEETING
Rapat Internal Dewan Komisaris Board of Commissioners Internal Meeting

Sepanjang tahun 2017, agenda, tanggal, dan In 2017, the agenda, date, and participant of Board
peserta Rapat Internal Dewan Komisaris adalah of Commissioners Internal Meeting are as follows.
sebagai berikut.

Tabel Rapat Dewan Komisaris

Table of Board of Commissioners Internal Meeting
Alasan
Hadir/
Tanggal Agenda Rapat Peserta Rapat Ketidakhadiran
No. Tidak Hadir
Date Meeting Agenda Meeting Participant Absence
Attendance
Explanation
1. 04 Januari Pembahasan Andrinof Chaniago Hadir
2017 Persiapan RUPS. Present
04 January Preparation for GMS. Boy Syahril Qamar Tidak Hadir Dinas Luar Kota
Absent Out of town
official duty
Dwi Ary Purnomo Hadir
Present
Anandy Wati Tidak Hadir Dinas Luar Kota
Absent Out of town
official duty
Agus Santoso Hadir
Present
Selby Nugraha Hadir
Rachman Present
2 17 Februari 1. Membahas Andrinof Chaniago Hadir
2017 Obyek – obyek Present
17 February pengawasan
2017 Dewan Komisaris Boy Syahril Qamar Tidak Hadir Dinas Luar Kota
ke depan Absent Out of town
2. Mendengarkan official duty
masukan dari Dwi Ary Purnomo Hadir
komite - komite Present
3. Mempersiapkan
agenda rapat Anandy Wati Hadir
dengan BOD. Present
1. Discussion on Agus Santoso Hadir
objects managed Present
by the Board of
Commissioner in Selby Nugraha Tidak Hadir Dinas Luar Kota
the future. Rachman Absent Out of town
2. Listening to the official duty
suggestion, from
the committee
Preparation for
BOD meeting
agenda
3. Mempersiapkan
agenda rapat
dengan BO.
3 01 Maret Pembahasan Andrinof Chaniago Hadir
2017 Rencana dan Progres Present
01 March Pengembangan
2017 Bandara Kulon Boy Syahril Qamar Hadir
Progo, Banjarmasin, Present
Semarang. Dwi Ary Purnomo Hadir
Present
Discussion on Plan
and Progress of the Anandy Wati Hadir
Development Process Present
of airports in Kulon
Agus Santoso Hadir
Progo, Banjarmasin,
Present
and Semarang.
Selby Nugraha Hadir
Rachman Present

2017 Annual Report
547
Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
4 20 Maret Pembahasan laporan Andrinof Chaniago Hadir
2017 Manajemen Tahunan Present
20 March tahun buku 2016
2017 PT Angkasa Pura I Boy Syahril Qamar Hadir
(Persero). Present
Dwi Ary Purnomo Hadir
Discussion on annual Present
management report
of PT Angkasa Pura I Anandy Wati Hadir
(Persero) in 2016. Present
Agus Santoso Hadir
Present
Selby Nugraha Hadir
Rachman Present
5 31 Maret Pembahasan Hal Andrinof Chaniago Hadir
2017 – hal yang perlu Present
31 March keputusan RUPS
2017 Tahunan tahun 2016 Boy Syahril Qamar Hadir
PT Angkasa Pura I Present
(Persero). Dwi Ary Purnomo Tidak Hadir Dinas Luar Kota
Absent Out of town
Discussion on matter official duty
that need annual
GMS decision of Anandy Wati Hadir
PT Angkasa Pura I Present
(Persero) in 2016.
Agus Santoso Hadir
Present
Selby Nugraha Hadir
Rachman Present
6 06 April 1. Pengenalan Andi Widjajanto Hadir
2017 Anggota Present
06 April Komisaris
2017 2. Pembahasan Boy Syahril Qamar Hadir
Rencana RUPS Present
Pengesahan Dwi Ary Purnomo Hadir
Laporan Tahunan Present
Tahun 2016 PT
Angkasa Pura I Anandy Wati Hadir
(Persero). Present
Suprasetyo Hadir
1. Introduction to
Present
the members
of the Board of Selby Nugraha Hadir
Commissioners Rachman Present
2. Discussion on
GMS plan for the
approval of the
annual report of
PT Angkasa Pura I
(Persero) in 2016.

Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
7 03 Mei 2017 1. Pembahasan Andi Widjajanto Hadir
03 May 2017 Program Kerja Present
Dewan Komisaris
Tahun 2017.
2. Usulan Revisi Boy Syahril Qamar Hadir
Anggaran Present
Investasi Bandara
Adi Soemarmo –
Solo. Dwi Ary Purnomo Hadir
3. Permasalahan Present
Tuntutan THT
Eks Pegawai
PT Angkasa Anandy Wati Hadir
Pura I (Persero) Present
(Pegawai Perum
LPPNPI).
Suprasetyo Hadir
1. Discussion on Present
the Work Plan
of the Board
of Directors in Selby Nugraha Hadir
2017. Rachman Present
2. Proposal of
the revision
of Investment
Budget for Adi
Soemarmo
Airport-Solo
Problems on THT
demands from
former employee
of PT Angkasa
Pura I (Persero)
(Employee
of Perum
LPPNPI).

2017 Annual Report
549
Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
8 16 Mei 2017 1. Pembahasan Andi Widjajanto Hadir
16 May 2017 Laporan Kinerja Present
Triwulan l Tahun
2017. Boy Syahril Qamar Hadir / Present
2. Usulan Revisi Dwi Ary Purnomo Hadir / Present
lnvestasi Bandara
Adi Soemarmo - Anandy Wati Hadir / Present
Solo.
Suprasetyo Hadir / Present
3. Usulan
Perubahan Pagu
Kewenangan
Penandatanganan Selby Nugraha Hadir / Present
Kerja Sama. Rachman
4. Usulan Kenaikan
Manfaat Pensiun
bagi Pegawai PT
Angkasa Pura I
(Persero).
1. Discussion
on the first
quarter of Work
Performance in
2007.
2. Proposal of
investment
revision for
Adi Soemarmo
Airport-Solo.
3. Proposal of
alteration of
ceiling for
authority
of signing
cooperation.
4. Proposal of
increasing the
advantages of
pension for
employees of PT
Angkasa Pura I
(Persero).
9 07 Juni 2017 Pembahasan usulan Andi Widjajanto Hadir

07 June pengangkatan Present
2017 kembali Direktur
Anak Perusahaan dan Boy Syahril Qamar Hadir / Present
usulan perubahan
Komisaris Utama Dwi Ary Purnomo Tidak Hadir Dinas Luar Kota
Anak Perusahaan. Absent Out of town
official duty
Discussion on
Anandy Wati Hadir / Present
the proposal of
re-assignation
of Director of Suprasetyo Hadir / Present
subsidiary company
and proposal of Selby Nugraha Hadir / Present
the alternation Rachman
of President
Commissioner of
subsidiary company.

Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
10 11 Juli 2017 1. Pembahasan Andi Widjajanto Hadir
11 July 2017 Usulan Revisi Present
RKAP Investasi
Tahun 2017
PT Angkasa
Pura I (Persero) Boy Syahril Qamar Hadir
Investasi Tahun Present
2017.
2. Pembahasan
Usulan Dwi Ary Purnomo Hadir
Persetujuan Present
Ruislagh Tanah
Milik PT Angkasa
Pura I (Persero)
Lombok dengan Anandy Wati Hadir
Pemerinah Present
Provinsi NTB.
1. Discussion the Suprasetyo Hadir

proposal of Present
investment CWPB
revision in 2017
of PT Angkasa
Pura I (Persero) Selby Nugraha Tidak Hadir Dinas Luar Kota
Investasi. Rachman Absent Out of town
2. Discussion on official duty
Ruislagh Approval
Proposal of Land
of PT Angkasa
Pura I (Persero)
Lombok with NTB
government.
11 22 Agustus 1. Pembahasan Andi Widjajanto Hadir
2017 laporan semester Present
22 August I Tahun 2017
2017 2. Pembahasan Boy Syahril Qamar Hadir
permohonan Present
Ijin Usulan Dwi Ary Purnomo Hadir
penghapusan Present
rumah dinas
Rawasari. Anandy Wati Hadir
Present
1. Discussion on the
Suprasetyo Hadir
first semester of
Present
2017 report
2. Discussion on Selby Nugraha Hadir
permission for Rachman Present
the elimination
proposal of
Rawasari official
residence.

2017 Annual Report
551
Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
12 19 1. Pembahasan Andi Widjajanto Hadir
September proyek Bandara Present
2017 Adisutjipto –
19 Yogyakarta Boy Syahril Qamar Hadir
September 2. Pembahasan Present
2017 proyek Bandara Dwi Ary Purnomo Tidak Hadir Dinas Luar Kota
Ahmad Yani – Absent Out of town
Semarang. official duty
1. Discussion on Anandy Wati Hadir
Adisucpto- Present
Yogyakarta
Suprasetyo Tidak Hadir Dinas Luar Kota
Airport project
Absent Out of town
2. Discussion on
official duty
Ahmad Yani-
Semarang Airport Selby Nugraha Hadir
project. Rachman Present
13 17 oktober 1. Pembahasan Andi Widjajanto Hadir

2017 usulan perubahan Present
17 October struktur
2017 organisasi. Boy Syahril Qamar Hadir
2. Laporan Present
pelaksanaan Dwi Ary Purnomo Hadir
pengadaan Present
Kantor Akuntan
Publik (KAP) Anandy Wati Hadir
untuk audit tahun Present
2017.
Suprasetyo Hadir
Present
1. Discussion on
organizational Selby Nugraha Hadir
structure Rachman Present
alteration
proposal.
2. Report of the
Implementation
of Public
Accountant Office
(KAP) for the
audit in 2017.
14 24 Oktober Pembahasan usulan Andi Widjajanto Tidak Hadir Rapat
2017 RKAP 2018 PT Absent Menkomaritim
24 October Angkasa Pura I Meeting with
2017 (Persero) (Persero). Coordinating
Ministry for
Discussion of CWPB Maritime
proposal in 2018 of Affairs
PT Angkasa Pura I
(Persero) (Persero). Boy Syahril Qamar Hadir
Present
Dwi Ary Purnomo Tidak Hadir Dinas Luar
Absent Negeri
Going abroad
for official duty
Anandy Wati Hadir
Present
Suprasetyo Hadir
Present
Selby Nugraha Hadir
Rachman Present

Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
15 31 Oktober 1. Pembahasan Andi Widjajanto Hadir
2017 Usulan RKAP Present
31 October 2018 PT Angkasa
2017 Pura I (Persero). Boy Syahril Qamar Hadir
2. Pembahasan Present
Realisasi RKAP Dwi Ary Purnomo Hadir
s.d Triwulan III Present
Tahun 2017.
3. Dan lain – Anandy Wati Hadir
lain. Present
Suprasetyo Hadir
1. Discussion on
Present
CWPB 2018 PT
Angkasa Pura I Selby Nugraha Hadir
(Persero). Rachman Present
implementation
of CWPB until the
third quarter of
2017.
3. And other issues.
16 19 November Pembahasan Rapat Andi Widjajanto Hadir

2017 Pelaksana Tugas Present
19 November Sementara (PTS)
2017 Direktur Utama. Boy Syahril Qamar Hadir
Present
Discussion on Dwi Ary Purnomo Hadir
Temporary Duty Present
Executor of President
Director. Anandy Wati Tidak Hadir Dinas Luar Kota
Absent Out of town
official duty
Suprasetyo Tidak Hadir Dinas Luar Kota
Absent Out of town
official duty
Selby Nugraha Hadir
Rachman Present

2017 Annual Report
553
Alasan
Hadir/
No. Tidak Hadir
Attendance
Explanation
17 12 Desember 1. Pembahasan Andi Widjajanto Hadir
2017 Permohonan Ijin Present
12 December Prinsip Pegawai
2017 Penugasan
Lanjutan
sebagai General
Manager Bandara
Denpasar.
2. Pembahasan Boy Syahril Qamar Hadir
Persetujuan Present
Proses
seleksi dan
penandatanganan
Perjanjian
sampai dengan
5 (lima) tahun
untuk kegiatan Dwi Ary Purnomo Hadir
usaha di Bandara Present
Semarang.
3. Pembahasan
Progress Proyek
Bandara di Kulon
Progo.
4. Laporan
Anandy Wati Hadir
Kunjungan Kerja
Present
di Qatar.
5. Dan lain-lain.
1. Discussion on
permission for
Advanced Duty as
General Manager Suprasetyo Hadir
in Denpasar Present
Airport.
2. Discussion on
Selection Process
Approval and
Signature of
5-year agreement
for business in Selby Nugraha Hadir
SRG Airport. Rachman Present
Progress of Kulon
Progo Airport
project
4. Work visit report
in Qatar.
5. Etc.

Rapat Gabungan Dewan Komisaris dengan Direksi Joint Meeting of The Board of Commissioners and
Board of Directors
Sepanjang tahun 2017, agenda, tanggal, dan peserta In 2017, the agenda, date, and participant of the
Rapat Gabungan Dewan Komisaris dengan Direksi Board of Commissioners and Board of Directors joint
adalah sebagai berikut. meeting are as follows.
Tabel Rapat Gabungan Dewan Komisaris

Table of Board of Commissioners Joint Meeting
Peserta Rapat Peserta Rapat

– Dewan Direksi
Tanggal Komisaris Hadir/Tidak Keterangan Hadir/ Keterangan
Agenda Rapat
No. Rapat Meeting Hadir Absence Meeting Tidak Hadir Absence
Meeting Agenda
Date Participant Attendance Explanation Participant Attendance Explanation
– Board of – Board of
1 5 Januari Pembahasan Andrinof Hadir / Danang S. Hadir /

2017 Persiapan RUPS Chaniago Present Baskoro Present
5 January Pengesahan RKAP
2017 2017. Boy Syahril Hadir / Polana B. Hadir /
Qamar Present Pramesti Present
Discussion on GMS
preparation and
CWPB Approval in Dwi Ary Hadir / Novrihandri Hadir /
2017. Purnomo Present Present
Anandy Wati Hadir / Wendo Asrul Hadir /

Present Rose Present
Agus Santoso Hadir / Moch Asrori Hadir /

Present Present
Selby Nugraha Hadir / Adi Nugroho Hadir /

Rachman Present Present
2 12 April Pemabahasan Andi Hadir / Danang S. Hadir /

2017 Laporan Tahunan Widjajanto Present Baskoro Present
12 April Tahun 2016 PT
2017 Angkasa Pura I Boy Syahril Hadir / Polana B. Hadir /
(Persero). Qamar Present Pramesti Present
Discussion on
Annual Report in Dwi Ary Hadir / Novrihandri Hadir /
2016 of PT Angkasa Purnomo Present Present
Pura I (Persero).
Suprasetyo Hadir Moch Asrori Hadir /

Present
Selby Nugraha Hadir / Adi Nugroho Tidak Hadir / Dinas Luar

Rachman Present Absent Kota
Out of town
official duty
3 7 Juni Pengembangan Andi Hadir / Danang S. Tidak Hadir / Dinas Luar

2017 Pelaksanaan Proyek Widjajanto Present Baskoro Absent Kota
7 June Strategis Nasional. Out of town
2017 official duty
Development of the
Implementation of Boy Syahril Hadir / Polana B. Hadir /
National Strategic Qamar Present Pramesti Present
Project.
Dwi Ary Tidak Hadir Dinas Luar Novrihandri Tidak Hadir / Dinas Luar
Purnomo Kota Absent Kota
Out of town
official duty
Anandy Wati Hadir / Wendo Asrul Tidak Hadir / Dinas Luar

Present Rose Absent Kota
Out of town
official duty
Suprasetyo Hadir / Moch. Asrori Tidak Hadir / Dinas Luar

Present Absent Kota
Out of town
official duty
Selby Nugraha Hadir / Adi Nugroho Tidak Hadir / Dinas Luar

Rachman Present Absent Kota
Out of town
official duty

2017 Annual Report
555

– Dewan Direksi
Agenda Rapat
Meeting Agenda
4 7 Juni Pembahsan Laporan Andi Hadir / Danang S. Hadir /

2017 Triwulan I Tahun Widjajanto Present Baskoro Present
7 June 2017 PT Angkasa
2017 Pura I (Persero). Boy Syahril Hadir / Polana B. Hadir /
Qamar Present Pramesti Present
Discussion on
the first quarter Dwi Ary Hadir / Novrihandri Hadir /
report in 2017 of Purnomo Present Present
PT Angkasa Pura I
(Persero).
Suprasetyo Hadir / Moch. Asrori Hadir /

Present Present

5 13 Juni 1. Pembahsan Andi Hadir / Danang S. Tidak Hadir / Dinas Luar

2017 Revisi RKA Widjajanto Hadir / Baskoro Absent Kota
13 June Investasi Tahun Present Out of town
2017 2017. official duty
2. Pembahasan
Konsep Rencana Boy Syahril Hadir / Polana B. Hadir /
Kerja sama Qamar Present Pramesti Present
Pengembangan
Kulon Progo
Yogyakarta.
3. Pembahasan
PKBL. Dwi Ary Hadir / Novrihandri Hadir /
Purnomo Present Present
1. Discussion on
Budget Working
Plan (RKA)
investment Anandy Wati Tidak Hadir Dinas Luar Wendo Asrul Tidak Hadir / Dinas Luar
revision in / Absent Kota Rose Absent Kota
2017. Out of town
2. Discussion on official duty
the Cooperation
Plan Concept
of Kulon Progo- Suprasetyo Hadir / Moch. Asrori Hadir /
Yogyakarta Present Present
development.
3. Discussion on
Community
Development Selby Nugraha Tidak Hadir Dinas Luar Adi Nugroho Tidak Hadir / Dinas Luar
Program (PKBL). Rachman / Absent Kota Absent Kota
Out of town
official duty
6 18 juli Pembahasan Andi Hadir / Danang S. Hadir /

2017 usulan rancangan Widjajanto Present Baskoro Present
18 July Peraturan Presiden
2017 tentang Peraturan Boy Syahril Hadir / Polana B. Hadir /
Pembangunan Qamar Present Pramesti Present
dan Pengoprasian
Bandara Dwi Ary Hadir / Novrihandri Hadir /
Internasional baru di Purnomo Present Present
Yogyakarta.
Anandy Wati Hadir / Wendo Asrul Tidak Hadir / Dinas Luar
Discussion on Present Rose Absent Kota
draft proposal of Out of town
president decree official duty
concerning on
Suprasetyo Tidak Hadir Dinas Luar Moch. Asrori Hadir /
development and
/ Absent Kota Present
operation regulation
of the new Selby Nugraha Hadir / Adi Nugroho Hadir /
International Airport Rachman Present Present
in Yogyakarta.


– Dewan Direksi
Agenda Rapat
Meeting Agenda
7 01 1. Pembahasan Andi Hadir / Danang S. Tidak Hadir / Dinas Luar

Agustus perkembangan Widjajanto Present Baskoro Absent Kota
2017 tuntutan Out of town
01 August pembayaran official duty
2017 THT eks
pegawai yang
dialihkan ke
Perum LPPNPI. Boy Syahril Hadir / Polana B. Hadir /
2. Pembahasan Qamar Present Pramesti Present
Manajemen
Khusus untuk
Bandara Bali
terkait Event
IMF & World Dwi Ary Hadir / Novrihandri Hadir /
Bank 2018. Purnomo Present Present
3. Pembahasan
usulan template
project timeline.
1. Discussion on
the demand of Anandy Wati Hadir / Wendo Asrul Tidak Hadir / Dinas Luar
THT payment Present Rose Absent Kota
for the former Out of town
employees official duty
moved to
Perum LPPNPI.
2. Discussion
on Special Suprasetyo Hadir / Moch. Asrori Tidak Hadir / Dinas Luar
Management of Present Absent Kota
Bali Airport on Out of town
IMF and World official duty
Bank event in
2018.
3. Discussion on Selby Nugraha Hadir / Adi Nugroho Hadir /
template project Rachman Present Present
timeline.
8 22 1. Pembahasan Andi Hadir / Danang S. Hadir /

Agustus Laporan Widjajanto Present Baskoro Present
2017 Semester I
22 August Tahun 2017 PT Boy Syahril Hadir / Polana B. Hadir /
2017 Angkasa Pura I Qamar Present Pramesti Present
(Persero).
2. Perkenalan Dwi Ary Hadir / Novrihandri Hadir /
anggota Direksi Purnomo Present Present
yang baru.
1. Discussion Anandy Wati Hadir / Wendo Asrul Hadir /

on the first Present Rose Present
semester report
in 2017 of PT Suprasetyo Hadir / Moch. Asrori Hadir /
Angkasa Pura I Present Present
(Persero).
2. Introduction
to the new Selby Nugraha Hadir / Adi Nugroho Hadir /
member of Rachman Present Present
Directors.
Sardjono Hadir /
Jhonny Present
Tjitrokusumo

2017 Annual Report
557

– Dewan Direksi
Agenda Rapat
Meeting Agenda
09 24 Pembahasan usulan Andi Tidak Hadir Rapat Dengan Danang S. Hadir /

Oktober RKAP 2018 PT Widjajanto Menkomaritim Baskoro Present
2017 Angkasa Pura I
24 (Persero). Boy Syahril Hadir / Polana B. Hadir /
October Qamar Present Pramesti Present
2017 Proposal discussion
RKAP 2018 PT Dwi Ary Tidak Hadir Dinas Luar Novrihandri Hadir /
Angkasa Pura I Purnomo / Absent Negeri Present
(Persero).
Suprasetyo Hadir / Moch. Asrori Hadir /

Present Present

Sardjono Hadir /
Jhonny Present
Tjitrokusumo
10 31 1. Pembahasan Andi Hadir / Danang S. Hadir /

Oktober Usulan RKAP Widjajanto Present Baskoro Present
2017 2018 PT
31 Angkasa Pura I
October (Persero). Boy Syahril Hadir / Polana B. Hadir /
2017 2. Pembahasan Qamar Present Pramesti Present
Realisasi RKAP
sampai dengan
Triwulan III
Tahun 2017. Dwi Ary Hadir / Novrihandri Hadir /
3. Dan lain – Purnomo Present Present
lain.
1. Discussion Anandy Wati Hadir / Wendo Asrul Hadir /

of CWPB in Present Rose Present
2018 of PT
AngkasaPura I
(Persero). Suprasetyo Hadir / Moch. Asrori Hadir /
2. Discussion Present Present
on the
implementation
of CWPB until
the third Selby Nugraha Hadir / Adi Nugroho Hadir /
quarter of Rachman Present Present
2017. Sardjono Hadir /
3. Etc. Jhonny Present
Tjitrokusumo
11 22 Pembahasan Andi Hadir / Faik Fahmi Hadir /

Desember progress proyek Widjajanto Present Present
2017 Bandara Kolon
22 Progo. Boy Syahril Hadir / Polana B. Hadir /
December Qamar Present Pramesti Present
2017 Discussion on the
progress of Kulon
Progo Airport
project.
Anandy Wati Tidak Hadir Dinas Luar Novrihandri Tidak Hadir / Dinas Luar
/ Absent Kota Absent Kota
Out of town
official duty
Suprasetyo Tidak Hadir Dinas Luar Wendo Asrul Tidak Hadir / Dinas Luar
/ Absent Kota Rose Absent Kota
Out of town
official duty
Selby Nugraha Hadir / Devy Suradji Hadir /

Adi Nugroho Tidak Hadir / Dinas Luar

Absent Kota
Out of town
official duty
Sardjono Tidak Hadir / Dinas Luar

Jhonny Absent Kota
Tjitrokusumo Out of town
official duty

FREKUENSI DAN KEHADIRAN RAPAT DEWAN MEETING FREQUENCY AND ATTENDANCE OF THE
Selama tahun 2017, Dewan Komisaris telah In 2017, Board of Commissioners has held 17
mengadakan rapat Internal sebanyak 17 (tujuh (seventeen) internal meeting and 11 (eleven) joint
belas) kali dan rapat gabungan bersama Direksi meetings with Board of Directors. The frequency and
sebanyak 11 (sebelas) kali. Berikut frekuensi dan attendance of Board of Commissioner’s meeting are
kehadiran Rapat Dewan Komisaris. as follow:
Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris

Table of Meeting Frequency and Attendance of the Board of Commissioners
Rapat Gabungan Dewan

Rapat Internal Dewan Komisaris Komisaris dengan Direksi
Internal Meeting of Board of Joint meeting of Board of
Commissioners Commissioner and Board of
Directors
Periode Jabatan
Nama Jabatan 2017 Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Name Position Term of Office in Number and Attendance (%) Number and Attendance (%)
2017
Jumlah Jumlah
Jumlah Jumlah
Rapat Rapat
Kehadiran Kehadiran
Number % Number %
Number of Number of
of of
Attendance Attendance
Meeting Meeting
Komisaris Utama/
Komisaris 29 Oktober 2015
Independen – 04 April 2017
Andrinof
5 5 100% 1 1 100%
Chaniago President
Commissioner/ 29 October 2015
Independent – 04 April 2017
Commissioner
04 April 2017
– 31 Desember
Komisaris Utama 2017
Andi
12 11 92% 10 9 90%
Widjajanto President
– 31 December
2017
07 April 2014
Komisaris – 31 Desember
Independen 2017
Boy Syahril
17 15 88% 11 11 100%
Qamar
Independent 07 April 2014
Commissioner – 31 December
2017
07 April 2014
– 13 Desember
2017
Dwi Ary Komisaris
17 13 76% 11 9 82%
Purnomo Commissioner
07 April 2014
– 13 December
2017
07 April 2014
– 31 Desember
2017
Anandy Komisaris
17 15 88% 11 9 82%
Wati Commissioner
07 April 2014
– 31 December
2017
29 Oktober 2015
– 04 April 2017
Agus Komisaris
5 5 100% 1 1 100%
Santoso Commissioner
29 October 2015
– 04 April 2017

2017 Annual Report
559
Rapat Gabungan Dewan

Rapat Internal Dewan Komisaris Komisaris dengan Direksi
Internal Meeting of Board of Joint meeting of Board of
Commissioners Commissioner and Board of
Directors
Periode Jabatan
Nama Jabatan 2017 Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Name Position Term of Office in Number and Attendance (%) Number and Attendance (%)
2017
Jumlah Jumlah
Jumlah Jumlah
Rapat Rapat
Kehadiran Kehadiran
Number % Number %
Number of Number of
of of
Attendance Attendance
Meeting Meeting
04 April 2017
– 31 Desember
2017
Komisaris
Suprasetyo 12 10 83% 10 8 80%
Commissioner
04 April 2017
– 31 December
2017
29 Oktober 2015
– 31 Desember
Selby 2017
Komisaris
Nugraha 17 15 88% 11 10 91%
Commissioner
Rachman 29 October 2015
– 31 December
2017
PENGEMBANGAN KOMPETENSI DEWAN COMPETENCE DEVELOPMENT OF THE BOARD OF

KOMISARIS COMMISSIONERS
Pengembangan kompetensi Dewan Komisaris dapat Competency Development of the Board of Commissioners
dilihat pada Bab Profil Sub Bab Pengembangan can be seen in “Profile” chapter in “Competency
Kompetensi Dewan Komisaris pada Laporan Development of The Board of Commissioners” sub
Tahunan ini. chapter in this year’s Annual Report.
KEBIJAKAN REMUNERASI DEWAN KOMISARIS REMUNERATION POLICY OF THE BOARD OF

COMMISSIONERS
Remunerasi Dewan Komisaris mengacu pada Remuneration of the Board of Commissioners refers
Peraturan Menteri Negara BUMN No. PER-02/ to the Regulation of the Minister of State Owned
MBU/06/2016 tanggal 20 Juni 2016 tentang Enterprise No. 02/MBU/06/2016 on June 20, 2016
Perubahan atas Peraturan Menteri Negara concerning on the Amendment of the Regulation
BUMN No. PER-04/MBU/2014 tentang Pedoman of the Minister of State Owned Enterprise No.
Penetapan Penghasilan Direksi, Dewan Komisaris, PER-04/MBU/2014 concerning on Guidelines for
dan Dewan Pengawas Badan Usaha Milik Negara. the Income Determination of Board of Directors,
Formulasi kebijakan Remunerasi Direksi dan Dewan Board of Commissioners, and Board of Supervisors
Komisaris disusun dengan berbagai pertimbangan of State-Owned Enterprise arranged base on the
yang meliputi kebutuhan likuiditas jangka pendek consideration of short-term and long-term liquidity,
dan jangka panjang, kecukupan dan penguatan sufficiency and strength of capital, financial stability
permodalan, aspek stabilitas keuangan, terciptanya aspect, effectiveness of risk management, and
efektivitas manajemen risiko serta, potensi income potency in the future.
pendapatan di masa yang akan datang.
PROSEDUR PENETAPAN REMUNERASI REMUNERATION DETERMINATION PROCEDURE
Perseroan menetapkan remunerasi bagi Dewan The Company determines the remuneration for the
Komisaris mengacu pada ketentuan Peraturan Board of Commissioners according to the provisions
Menteri Badan Usaha Milik Negara. Sesuai Peraturan on the Regulations of the Minister of State-Owned
Menteri tersebut, besaran penghasilan Dewan Enterprise. According to re regulation, the amount of
Komisaris ditetapkan oleh Rapat Umum Pemegang the Board of Commissioners income is determined
Saham (RUPS). by the General Meeting of Shareholders (GMS).

STRUKTUR REMUNERASI ANGGOTA DEWAN REMUNERATION DETERMINATION STRUCTURE

KOMISARIS
Adapun struktur remunerasi Dewan Komisaris The remuneration determination structure of the
sebagai berikut. Board of Commissioners is as follows.
Tabel Struktur Penetapan Remunerasi

Table of Remuneration Determination Structure
Jenis Penghasilan Keputusan Keterangan

No. Type of Income Decision Information
1 Honorarium Rp63.000.000/bulan (45% dari a. Komisaris Utama: 100%.
Honorarium Direktur Utama). b. Komisaris: 90% dari Komisaris
Rp63,000,000/month (45% of Utama.
President Director). a. President Commissioner: 100%
b. Commissioner: 90% dari
President Commissioner.
2 Tunjangan / Allowances
Tunjangan Hari Raya Diberikan sebesar 1 (satu)
Religious Holiday Allowances bulan Honorarium.
Given as 1 (one) month
honorarium.
Tunjangan Transportasi Diberikan Sebesar 20% dari
Transportation Allowances Honorarium.
Given as 20% of honorarium.
Asuransi Purna Jabatan Premi Asuransi paling banyak
Pension Insurance 25% dari Honorarium.
Insurance premium amount
max 25% from honorarium.
3 Fasilitas / Facilities
Fasilitas Kesehatan Asuransi Kesehatan. Sesuai PER-02/MBU/2016.
Health Facilities Health insurance . According to PER-02/MBU/2016.
Fasilitas Bantuan Hukum Untuk pembiayaan jasa Sesuai PER-02/MBU/2016.
Law Assistance Facilities kantor pengacara/konsultan According to PER-02/MBU/2016.
hukum yang meliputi proses
pemeriksaan sebagai saksi,
tersangka, dan terdakwa di
lembaga peradilan.
The finance lawyer service/
legal advisor , covering
examination as witness,
suspect, and accused of judicial
agency.
4 Tantiem/Insentif Kinerja
Tantiem/Performance
Incentive
Tantiem/Insentif Kinerja Memberikan tantiem sebesar Komisaris Utama: 45% dari
Tantiem/Performance Rp30.000.000.000 untuk tantiem Direktur Utama
Incentive Direksi dan Dewan Komisaris. Komisaris: 40,5% dari tantiem
Giving Rp30,000,000,000 for Direktur Utama. Dibagikan secara
Board of Directors and Board proposional sesuai masa kerja
of Commissioners. aktif yang bersangkutan. Pajak
atas tantiem ditanggung pribadi
bukan perusahaan.
President Commissioner: 45% of
President Director tantiem
Commissioner: 40.5% of
President Director tantiem.
Shared proportionally based on
individual time of service. Tax on
tantiem is imposed personally,
not the Company.
Long Term Incentive Tidak diberikan
Not available

2017 Annual Report
561
INDIKATOR PENETAPAN REMUNERASI DEWAN INDICATOR OF REMUNERATION DETERMINATION

KOMISARIS OF THE BOARD OF COMMISSIONERS
Dalam menetapkan indikator Dewan Komisaris Remuneration determination refers to the Regulation
mengacu kepada Peraturan Menteri BUMN Nomor: of the Minister of State-Owned Enterprise No. PER-
PER-04/MBU/2014 sebagaimana telah diubah 04/MBU/2014 replaced by the Regulation of The
dengan Peraturan Menteri BUMN No. PER-02/ Minister of State-Owned Enterprise No. PER-02/
MBU/06/2016 tentang Pedoman Penetapan MBU/06/2016 concerning on the Guidance of
Penghasilan Direksi, Dewan Komisaris, dan Dewan Income Determination of Board of Directors, Board
Pengawas BUMN sebagai berikut: of Commissioners, and Board of Supervisors of
State-Owned Enterprise below:
• Faktor skala usaha. • Business scale factor.
• Faktor kompleksitas usaha. • Business complexity factor.
• Tingkat inflasI. • Inflation level.
• Kondisi dan kemampuan keuangan Perusahaan • Company financial condition and capability.
• Faktor-faktor lain yang relevan, serta tidak boleh • Other relevant factors, and should be permissible
bertentangan dengan peraturan perundang- under the prevailing laws and regulations.
undangan.
JUMLAH NOMINAL/KOMPONEN REMUNERASI REMUNERATION AMOUNT OF VALUE/COMPONENTS

DEWAN KOMISARIS OF THE BOARD OF COMMISSIONERS
Pada tahun 2017, secara lebih rinci remunerasi In 2017, remuneration realization of each member of
masing-masing anggota Dewan Komisaris yang the Board of Commissioners in details is presented
telah terealisasi dapat disampaikan, sebagai berikut. as follows.

Tunjangan
Periode Jabatan Premi Tunjangan Tunjangan Total selama 1
Hari Raya Tantiem 2016
Nama Jabatan 2017 Honor Asuransi Komunikasi Mobilitas Tahun
Religious Tantiem in
Name Position Term of Office in Salary Insurance Communication Mobility Total in 1 (one)
2017 Holiday 2016
Premium Allowances Benefits year
Allowances
Teknologi Informasi
Komisaris
Utama/
Komisaris 29 Oktober 2015 –
Andrinof Independen 04 April 2017
Rp63,000,000 Rp15,750,000 Rp3,150,000 Rp12,600,000 - Rp1,184,952,978 Rp1,468,452,978,06
Chaniago President 29 October 2015 –
Commissioner/ 04 April 2017
Independent
Commissioner
Andi Utama Desember 2017
Rp63,000,000 Rp15,750,000 Rp3,150,000 Rp12,600,000 Rp63,000,000 - Rp913,500,000,00
Widjajanto President 04 April 2017 – 31
Boy Syahril Independen Desember 2017 Rp1,066,457,680
Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 Rp2,143,757,680,25
Qamar Independent 07 April 2014 – 31
07 April 2014 – 13
Dwi Ary Komisaris Desember 2017
Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 Rp1,066,457,680 Rp2,143,757,680,25
Purnomo Commissioner 07 April 2014 – 13
December 2017
07 April 2014 – 31
Anandy Wati Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 Rp1,066,457,680 Rp2,143,757,680,25
December 2017
29 Oktober 2015 –
Komisaris 04 April 2017
Agus Santoso Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 Rp1,066,457,680 Rp1,378,307,680,25
Commissioner 29 October 2015 –
04 April 2017
04 April 2017 – 31
Suprasetyo Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 - Rp822,150,000,00
December 2017
29 Oktober 2015 –
Selby Komisaris
31 Desember 2017
Nugraha Komisaris Rp56,700,000 Rp14,175,000 Rp2,835,000 Rp11,340,000 Rp56,700,000 Rp1,066,457,680 Rp2,143,757,680,25
29 October 2015 –
Rachman Commissioner
31 December 2017
2017 Annual Report

563
Remunerasi dalam satu tahun dikelompokkan dalam Remuneration in one year is categorized in range of
kisaran tingkat penghasilan adalah sebagai berikut. income rate as follows
Tabel Kelompok Jumlah Remunerasi Dewan Komisaris

Table of Categories of Board of Directors Remuneration Amount
Jumlah Komisaris
Jumlah Remunerasi
Number of Board of
Amount of Remuneration
Commissioners
Di atas Rp2 Milyar / Above Rp2 Billion 4
Di atas Rp1 Milyar - Rp2 Milyar / Above Rp1 Billion - Rp2 Billion 2
Di atas Rp500 juta - Rp1 Milyar / Above Rp500 Million - Rp1 Billion 2
Rp500 juta ke bawah / Under Rp500 Million -
KEPUTUSAN, REKOMENDASI, DAN PELAKSANAAN DECISIONS, RECOMMENDATIONS AND TASK

TUGAS DEWAN KOMISARIS IMPLEMENTATIONS OF THE BOARD OF
COMMISSIONERS
Selama tahun 2017, Dewan Komisaris telah During 2017, the Board of Commissioners has
melaksanakan tugas dan tanggung jawabnya carried out its duties and responsibilities as follows.
sebagai berikut.
1. Dewan Komisaris telah melaksanakan rapat 1. The Board of Commissioners has conducted 17
internal Dewan Komisaris sebanyak 17 internal meetings of the Board of Commissioners
(tujuh belas) kali dan rapat koordinasi Dewan and 11 (eleven) coordination meeting between
Komisaris dengan Direksi sebanyak 11 (sebelas) the Board of Commissioners and the Board of
kali; Directors;
2. Dewan Komisaris telah melaksanakan rapat 2. The Board of Commissioners has conducted
Komite Audit serta Komite Risiko Usaha dan meetings of the Audit Committee, as well as the
GCG; Committee of Business Risk and GCG;
3. Dewan Komisaris telah mengikuti RUPS 3. The Board of Commissioners has been attended
sebanyak 2 (dua) kali; the General Meeting of Shareholders for 2 (two)
times;
4. Dewan Komisaris telah memberikan tanggapan 4. The Board of Commissioners has provided
atas Laporan Tahunan Perusahaan Tahun Buku response to the Company's Annual Report for
2016, dan RKAP Tahun Buku 2017, serta perkara the Fiscal Year 2016 and the RKAP (company’s
penting lainnya yang memerlukan tanggapan/ work and budget plan) for the Fiscal Year
persetujuan Dewan Komisaris; 2017, as well as other important matters that
require the response/approval of the Board of
Commissioners;
5. Dewan Komisaris telah melaksanakan 5. The Board of Commissioners has conducted
kunjungan dan monitoring ke bandara yang visits and monitoring to airports which are the
menjadi tanggung jawab Perusahaan; responsibility of the Company;
6. Dewan Komisaris telah melakukan pengawasan 6. The Board of Commissioners has supervised and
dan pemantauan terhadap program penilaian monitored the best airport assessment program
bandara terbaik tahun 2017; in 2017;
7. Dewan Komisaris telah melakukan pengawasan 7. The Board of Commissioners has supervised and
dan pemantauan terhadap pengembangan monitored the Company's business development,
usaha Perusahaan, serta permasalahan strategis as well as the strategic issues faced;
yang dihadapi;
8. Dewan Komisaris telah melakukan pengawasan 8. The Board of Commissioners has supervised
dan pemantauan terhadap pelaksanaan internal and monitored the internal control and the GCG
kontrol dan GCG di Perusahaan. implementation in the Company.

Surat Keputusan yang telah dikeluarkan Dewan Decisions issued by the Board of Commissioners
Komisaris selama tahun 2017, antara lain: during 2017 are as follows:
Nomor Tanggal Perihal

No
Number Dated Subject
1 KEP.01/DK.AP.I/2017 06 April 2017 Pemberhentian dan Pengangkatan Ketua Komite
Risiko Usaha dan GCG.
KEP.01/DK.AP.I/2017 April 6, 2017
Dismissal and Appointment of the Chairman of the
Business Risk and GCG Committee.
2 KEP.02/DK.AP.I/2017 16 Mei 2017 Pengangkatan Wakil Ketua dan Perubahan
Nomenklatur Komite Audit PT Angkasa Pura I
KEP.02/DK.AP.I/2017 May 16, 2017 (Persero).
Appointment of Vice Chairman and Change of

Nomenclature of Audit Committee of PT Angkasa Pura
I (Persero).
3 KEP.03/DK.AP.I/2017 16 Mei 2017 Pengangkatan Wakil Ketua dan Perubahan
Nomenklatur Komite Risiko Usaha dan GCG PT
KEP.03/DK.AP.I/2017 May 16, 2017 Angkasa Pura I (Persero).
Appointment of Vice Chairman and Change of

Nomenclature of Business Risk and GCG Committee of
4 KEP.04/DK.AP.I/2017 1 Agustus 2017 Besaran Honorarium Anggota Komite Dewan
Komisaris PT Angkasa Pura I (Persero).
KEP.04/DK.AP.I/2017 August 1, 2017
Amount of Honorarium of Member of the Board
of Commissioners Committee of PT Angkasa Pura I
(Persero).
5 KEP.05/DK.AP.I/2017 20 November Penunjukan Sementara Pelaksana Tugas Direktur
2017 Utama Perusahaan Perseroan (Persero).
KEP.05/DK.AP.I/2017
November 20, Temporary Appointment of Caretaker President
2017 Director of Perseroan (Persero).
PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT OF THE BOARD OF

COMMISSIONERS
Dewan Komisaris berkomitmen untuk senantiasa The Board of Commissioners is committed to

meningkatkan pencapaian kinerjanya. Untuk conducts continuous improvement to enhance
mendukung hal tersebut, telah dilakukan penilaian their performance achievement. To support this,
kinerja Dewan Komisaris melalui Key Performance the performance assesment of the Board of
Indicator (KPI) Dewan Komisaris tahun 2017 yang Commissioners has been conducted through the
telah disahkan oleh Pemegang Saham melalui Key Performance Indicator (KPI) of the Board of
kontrak manajemen. Commissioners in 2017 which was approved by the
Shareholders through a management contract.

BERDASARKAN KPI COMMISSIONERS BASED ON KPI
Penilaian kinerja Dewan Komisaris melalui Key The performance assessment of the Board of
Performance Indicator (KPI) tahun 2017 yang telah Commissioners was assessed through the Key
disahkan oleh Pemegang Saham melalui Kontrak Performance Indicator (KPI) 2017 which has
Manajemen. been approved by the Shareholders through the
Management Contract.

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565
Prosedur Pelaksanaan Penilaian Kinerja Dewan Performance Assessment Implementation

Komisaris Procedures of The Board of Commissioners
Penilaian kinerja Dewan Komisaris melalui KPI Performance assessment of the Board of
dilakukan oleh Pemegang Saham melalui mekanisme Commissioners through KPI was conducted by the
Rapat Umum Pemegang Saham Tahunan. Shareholders through the mechanism of the Annual
General Meeting of Shareholders.
Kriteria Penilaian Kinerja Dewan Komisaris Performance Assessment Criteria of The Board of
Commissioners
Adapun KPI Berbasis Kriteria Penilaian Kinerja KPI Based on the Superior Performance Assessment
Unggul (KPKU) adalah sebagai berikut. Criteria (KPKU) is as follows.
1. Keuangan dan pasar. 1. Financial and market.
2. Fokus pelanggan. 2. Customer focus.
3. Efektivitas produk dan proses. 3. Product and process effectivity.
4. Fokus tenaga kerja. 4. Labor focus.
5. Kepemimpinan, tata kelola, dan tanggung jawab 5. Leadership, governance and community
kemasyarakatan. responsibilities.
Pihak yang Melakukan Penilaian Kinerja Dewan Party Who Conducts The Performance Assessment
Komisaris of The Board of Commissioners
Pihak yang melakukan Penilaian kinerja Dewan The party who conducts the Performance Assessment
Komisaris adalah Pemegang Saham dalam RUPS of the Board of Commissioners is the Shareholders
berdasarkan kewajiban yang tercantum dalam in the GMS based on the obligations set in the
Perundang-undangan yang berlaku dan Anggaran prevailing Laws and Articles of Association or the
Dasar maupun amanat Pemegang Saham. Dewan Shareholders' mandate. The Board of Commissioners
Komisaris akan mempertanggungjawabkan kinerja will be responsible for their performance for 2017
mereka pada periode 2017 dalam RUPS yang akan period in the GMS which will be held in 2018.
diselenggarakan pada tahun 2018.
Hasil Penilaian Kinerja Dewan Komisaris Result of The Performance Assessment of The
Pencapaian KPI Dewan Komisaris tahun 2017 Achievements of KPI of the Board of Commissioner
disajikan sebagai berikut. in 2017 are presented as follows.
Skor Capaian
Key Performance Indicator Achievement Score
Key Performance Indicator Bobot Skor
Weighting Score
Keuangan dan Pasar / Financial and market 24.00 20.29
Fokus Pelanggan / Customer Focus 22.00 22.91
Efektivitas Produk dan Proses / Product and process effectivity 20.00 19.56
Fokus Tenaga Kerja / Labor Focus 17.00 16.10
Kepemimpinan, Tata kelola, dan Tanggung Jawab Kemasyarakatan 17.00 17.22
Leadership, Governance and Community Responsibility
Bobot/Kepemimpinan, Tata kelola, dan Tanggung Jawab Kemasyarakatan 100 96.07
Weighting


BERDASARKAN GCG ASSESSMENT COMMISSIONERS BASED ON GCG ASSESSMENT
Selain penilaian Dewan Komisaris berdasarkan KPI, In addition to the Board of Commissioners'
Dewan Komisaris senantiasa berkomitmen untuk assessment based on KPI, the Board of
senantiasa meningkatkan pencapaian kinerjanya. Commissioners is always committed to continuously
Untuk mendukung hal tersebut, dilakukan penilaian improve their performance achievement. To support
kinerja Dewan Komisaris melalui GCG assessment. this, a performance assessment of the Board of
Penilaian kinerja Dewan Komisaris melalui Commissioners is conducted through the GCG
assessment yang telah dilakukan pada tahun 2017 assessment. The performance assessment of the
adalah sebagai berikut. Board of Commissioners through an assessment
conducted in 2017 is as follows.
Prosedur Pelaksanaan Assessment Kinerja Dewan Assessment Procedures of The Board of

Komisaris Commissioners’ Performance Assessment
Prosedur Pelaksanaan GCG assessment terkait GCG assessment procedures related to the
Kinerja Dewan Komisaris adalah sebagai berikut. performance of the Board of Commissioners are as
follows.
1. Direksi menugaskan tim assessment GCG dalam 1. Board of Directors assigns the GCG assessment
melaksanakan Assessment. team to conduct an Assessment.
2. Tim Assessment mengkoordinir seluruh unit 2. Assessment Team coordinates all related working
kerja terkait termasuk berkoordinasi dengan units including coordinates with the Board of
Dewan Komisaris dalam rangka melaksanakan Commissioners in order to conduct the GCG
Assessment GCG. Assessment.
3. Tim Assessment memberikan nilai komposit 3. Assessment Team gives composite value
termasuk faktor positif dan negatif untuk including positive and negative factors that
disampaikan kepada Direksi dan kemudian will be presented to the Board of Directors and
dimintakan persetujuan Dewan Komisaris. then requested for the approval of the Board of
Commissioners.
4. Pelaksanaan Assessment GCG ini dilaksanakan 4. The implementation of GCG Assessment is
secara periodik setiap tahun. conducted annually
Kriteria Penilaian Kinerja Dewan Komisaris Criteria of The Board of Commissioners’

Performance Assessment
Kriteria penilaian kinerja Dewan Komisaris tersebut The criteria of the Board of Commissioners’
meliputi: performance assessment are as follows:
1. Pelaksanaan program pelatihan/pembelajaran 1. Implementation of the training/ learning program
Dewan Komisaris; of the Board of Commissioners;
2. Pembagian tugas dan penetapan faktor-faktor 2. Division of duties and determination of factors
yang dibutuhkan untuk mendukung pelaksanaan which are needed to support the implementation
tugas Dewan Komisaris; of the duties of the Board of Commissioners;
3. Pemberian persetujuan atas rancangan RJPP 3. Grant approval for RJPP (Corporate Long-Term
dan RKAP yang disampaikan oleh Direksi; Plan) and RKAP (company’s work and budget
plan) draft submitted by the Board of Directors;
4. Pemberian arahan kepada Direksi atas 4. Provide directions to the Board of Directors for
implementasi rencana dan kebijakan the implementation of the company's plans and
perusahaan; policies;
5. Pelaksanaan pengawasan terhadap Direksi 5. Monitor the Board of Directors for the
atas implementasi rencana dan kebijakan implementation of the company's plans and
perusahaan; policies;
6. Pelaksanaan pengawasan terhadap pelaksanaan 6. Monitor the implementation of management
kebijakan pengelolaan anak perusahaan/ policies of subsidiaries/ joint venture companies;
perusahaan patungan;

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567
7. Peran dalam pencalonan anggota Direksi, 7. Role in the nomination of the members of the
penilaian kinerja Direksi (individu dan kolegial), Board of Directors, performance assessment of
dan pengusulan tantiem/insentif kinerja Direksi; the Board of Directors (individual and collegial)
and tantiem/performance incentives suggestion
for the Board of Directors;
8. Pelaksanaan tindakan terhadap potensi 8. Execution of potential conflict of interest
benturan kepentingan yang menyangkut Dewan concerning to the Board of Commissioners;
Komisaris;
9. Pemantauan penerapan prinsip-prinsip Tata 9. Monitor the implementation of Good Corporate
Kelola Perusahaan yang Baik; Governance principles;
10. Penyelenggaraan rapat Dewan Komisaris dan 10. Board of Commissioners meeting organization
tingkat kehadirannya dalam rapat tersebut; and the meeting’s attendance rate;
11. Terdapatnya Sekretaris Dewan Komisaris yang 11. The existence of Secretary to the Board of
mendukung pelaksanaan tugas kesekretariatan Commissioners who support secretarial duties of
Dewan Komisaris; the Board of Commissioners;
12. Terdapatnya Komite Dewan Komisaris yang 12. The existence of effective Board of Commissioners
efektif. Committee
Pihak yang Melakukan Penilaian Kinerja Dewan Party Who Conducts The Performance Assessment
Komisaris of The Board of Commissioners
Pada tahun 2017, PT Angkasa Pura I (Persero) telah In 2017, PT Angkasa Pura I (Persero) has conducted
melakukan GCG assessment yang dilaksanakan oleh GCG assessment which was conducted by PT Bumi
PT Bumi Pertiwi Mandiri. Pertiwi Mandiri.
Hasil Penilaian Kinerja Dewan Komisaris Result of Performance Assessment of The Board of
Commissioners
Pada 2017, hasil penilaian kinerja Dewan Komisaris In 2017, the performance assessment results of the
mencapai skor 32,67 dengan capaian 93,39% dan Board of Commissioners reached a score of 32.67
predikat Sangat Baik. with the achievement of 93.39% and Excellent
predicate.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN PERFORMANCE ASSESSMENT OF COMMITTEE THE

Dewan Komisaris memiliki komite-komite The Board of Commissioners has supporting

penunjang yang telah memiliki tugas dan tanggung committees that already have duty and
jawab untuk mendukung kinerja Dewan Komisaris. responsibility to support the performance of the
Komite-komite tersebut telah memiliki pedoman Board of Commissioners. These committees already
kerja yang jelas, sehingga pelaksanaan tugasnya have well-defined guidelines so that their duties
bisa terarah dan efektif. Komite-komite yang implementation is directed and effective. The
berada di bawah Dewan Komisaris adalah Komite committees under the Board of Commissioners are
Audit dan Komite Risiko Usaha dan GCG. the Audit Committee and the Business Risk and GCG
Committee.
Komite Audit memiliki tugas dan tanggung jawab The Audit Committee has the duty and responsibility
untuk melakukan pengawasan atas efektivitas sistem to monitor the effectivity of internal control
pengendalian intern, manajemen risiko, internal system, risk management, internal audit, financial
audit, proses pelaporan keuangan, sedangkan reporting process, while the Business Risk and GCG
Komite Risiko Usaha dan GCG merupakan organ Committee are the supporting organs intended to
pendukung yang dimaksudkan untuk membantu help the Board of Commissioners regarding to the
Dewan Komisaris terkait permasalahan kebijakan Board of Directors' policy issues related to the risk

Direksi yang berkaitan dengan pengelolaan risiko management and the possibility of the business
(risk management) dan kemungkinan terjadinya risks, as wel as good corporate governance (GCG).
risiko usaha, serta pengelolaan perusahaan yang
baik (GCG).
Dewan Komisaris secara periodik melakukan The Board of Commissioners periodically conducts
penilaian atas efektivitas kinerja komite-komite di an assessment of the performance effectivity of
bawah Dewan Komisaris. Dewan Komisaris menilai committees under the Board of Commissioners. The
bahwa selama tahun 2017 komite-komite telah Board of Commissioners considers that during 2017,
menjalankan tugas dan tanggung jawabnya dengan the committees have performed their duties and
cukup efektif. responsibilities quite effectively.
MEKANISME PENGUNDURAN DIRI DAN MECHANISM OF RESIGNATION AND DISMISSAL OF

PEMBERHENTIAN DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Alasan dan tata cara pemberhentian Dewan The grounds and procedures of dismissal of the
Komisaris di PT Angkasa Pura I (Persero) Board of Commissioners in PT Angkasa Pura I
dilaksanakan berdasarkan Peraturan Menteri (Persero) are implemented based on the Regulation
Negara BUMN Nomor: PER-02/MBU/02/2015 of the Minister of State-Owned Enterprises Number:
tentang Persyaratan dan Tata Cara Pengangkatan PER-02/MBU/02/2015 concerning Requirements
dan Pemberhentian Anggota Dewan Komisaris dan and Procedures of Appointment and Dismissal of
Dewan Pengawas BUMN. Berdasarkan peraturan the member of the Board of Commissioners and the
tersebut, alasan pemberhentian Anggota Dewan Board of Supervisors of State-Owned Enterprises.
Komisaris adalah sebagai berikut. Based on the regulation, the reasons of dismissalof
the members of the Board of Commissioners are as
follows.
1. Anggota Dewan Komisaris dapat diberhentikan
sewaktu-waktu berdasarkan Keputusan Menteri 1. A member of the Board of Commissioners may
atau RUPS dengan menyebutkan alasannya. be dismissed at anytime based on a Ministerial
2. Pemberhentian sewaktu-waktu, dilakukan Decision or a Resolution of the General Meeting
apabila anggota Dewan Komisaris yang of Shareholders by stating the reasons.
bersangkutan: 2. The dismissal at any time shall be done if
the member of the Board of Commissioners
- Tidak dapat menjalankan tugasnya dengan concerned:
baik; - Can not perform the job properly;
- Melanggar ketentuan anggaran dasar dan/
atau peraturan perundang-undangan; - Violating the provisions of the articles of
- Terlibat dalam tindakan yang merugikan association and/or the laws and regulations;
BUMN dan/atau negara; - Taking action that harm SOEs and/or
- Melakukan tindakan yang melanggar etika countries;
dan/atau kepatutan yang seharusnya - Taking action that violate ethics and/or
dihormati sebagai anggota Dewan Komisaris decencies that should be respected as a
dan Dewan Pengawas BUMN; member of the Board of Commissioners and
- Dinyatakan bersalah dengan putusan Board of Supervisors of SOEs;
pengadilan yang telah mempunyai kekuatan - Said to be guilty by a court decision that has
hukum yang tetap; atau had a permanent legal force; or
- Mengundurkan diri. - Resigning.
3. Di samping alasan pemberhentian anggota 3. In addition to the reasons of dismissal of the
Dewan Komisaris, anggota Dewan Komisaris members of the Board of Commissioners, the
dapat diberhentikan oleh Menteri atau RUPS members of the Board of Commissioners may be
berdasarkan alasan lainnya yang dinilai tepat terminated by the Minister or General Meeting
oleh Menteri atau RUPS demi kepentingan dan of Shareholders based on other reasons deemed
tujuan BUMN, misalnya, tetapi tidak terbatas appropriate by the Minister or General Meeting
pada: of Shareholders for the interests and objectives
of SOEs, for example, but not limited to:

2017 Annual Report
569
- Dalam rangka restrukturisasi perusahaan; - In the framework for corporate restructuring;

- Memasuki masa usia pensiun dan Aparatur - Entering the age of retirement and the State
Sipil Negara, bagi anggota Dewan Komisaris Civil Apparatus, for members of the Board
merupakan penugasan dari Kementerian of Commissioners is an assignment from
Teknis atau Instansi Pemerintah lain. the Technical Ministry or other Government
Institutions.
Berdasarkan Peraturan Menteri Negara BUMN Based on the Regulation of the Minister of State-
Nomor: PER-02/MBU/02/2015 tentang Persyaratan Owned Enterprises Number: PER-02/MBU/02/2015
dan Tata Cara Pengangkatan dan Pemberhentian concerning Requirements and Procedures of
Anggota Dewan Komisaris dan Dewan Pengawas Appointment and Dismissal of the members of the
BUMN, tata cara pemberhentian Dewan Komisaris Board of Commissioners and the Board of Supervisor
adalah sebagai berikut. of State-Owned Enterprises, the procedure of
dismissal of the Board of Commissioners is as
follows.
1. Deputi Teknis berkoordinasi dengan Sekretaris 1. The Technical Deputy coordinate with the
untuk melakukan evaluasi terhadap anggota Secretary to evaluate the members of the Board
Dewan Komisaris yang akan diberhentikan. of Commissioners who will be dismissed.
2. Berdasarkan hasil evaluasi, Deputi Teknis 2. Based on the evaluation result, the Technical
bersama dengan Sekretaris menyampaikan Deputy together with the Secretary submits the
usulan pemberhentian anggota Dewan proposed termination of the members of the
Komisaris kepada Menteri guna mendapatkan Board of Commissioners to the Minister in order
penetapan. to obtain the determination.
3. Penyampaian usulan pemberhentian, disertai 3. Dismissal proposal is delivered along with:
dengan:
- penjelasan mengenai alasan pemberhentian; - rationality on the dismissal;
- konsep surat keputusan Menteri atau - draft of the Decree of the Minister or decree of
keputusan seluruh pemegang saham the entire Shareholder circularly regarding the
secara sirkuler tentang pemberhentian, dismissal, or the authorization letter to attend
atau surat kuasa untuk menghadiri and make a decision on the GMS regarding the
dan mengambil keputusan dalam RUPS dismissal, or authorization letter to call/accept
mengenai pemberhentian, atau surat kuasa self-defence in case the dismissal is carried out
untuk melakukan, pemanggilan/penerimaan outside the GMS.
pembelaan diri dalam hal pemberhentian
akan dilakukan di luar RUPS.
4. Menteri dapat memberhentikan anggota Dewan 4. The Minister may dismiss the members of the
Komisaris berdasarkan hasil evaluasi Menteri Board of Commissioners based on the evaluation
sendiri selain yang diusulkan oleh Deputi Teknis conducted by the Minister himself other than
dan Sekretaris. those proposed by the Technical Deputy and the
Secretary.
5. Dalam proses pemberhentian, Menteri 5. In the process of dismissal, the Minister may
dapat meminta pertimbangan Deputi Teknis, request the consideration of the Technical
Sekretaris dan/atau Deputi. Deputy, Secretary and/or Deputy.
6. Rencana pemberhentian anggota Dewan 6. The plan to dismiss the members of the Board
Komisaris sebelum berakhir masa jabatannya, of Commissioners before the end of their
wajib diberitahukan terlebih dahulu kepada term of office shall be notified in advance
anggota Dewan Komisaris yang bersangkutan to the concerned members of the Board of
secara lisan atau tertulis oleh Menteri. Commissioners verbally or in writing by the
7. Dalam hal Menteri tidak melakukan Minister.
pemberitahuan, Menteri memberi kuasa kepada 7. If the Minister does not make any notification,
Deputi Teknis untuk melakukan pemberitahuan the Minister authorizes the Technical Deputy to
dimaksud. make such notification.
8. Menteri dapat pula menugaskan Sekretaris dan/ 8. The Minister may also assign the Secretary and/
atau Deputi berdasarkan surat kuasa khusus or Deputy by a special power of attorney to
untuk melakukan pemberitahuan. make a notification.

9. Keputusan pemberhentian karena alasan 9. The decision of dismissal regarding the reasons
sebagaimana dimaksud diambil setelah yang referred to taken after the person is given an
bersangkutan diberi kesempatan membela diri. opportunity to defend himself/ herself.
10. Dalam hal pemberitahuan dilakukan di luar 10. In the event that a notification is made outside
forum RUPS, maka Pembelaan diri sebagaimana the GMS forum, the Self Defense as referred to
dimaksud pada angka 9 disampaikan secara in number 9 shall be submitted in writing to the
tertulis kepada RUPS untuk Persero atau General Meeting of Shareholders for Company or
Menteri untuk Perum paling lambat 14 (empat the Minister for Public Company no later than 14
belas) hari terhitung sejak anggota Dewan (fourteen) days from the member of the Board of
Komisaris yang bersangkutan. Commissioners concerned.
11. Pembelaan diri dapat diberikan langsung pada 11. Self-defense may be given directly upon
saat pemberitahuan oleh Menteri/pejabat yang notification by the Minister/ official who give the
memberitahukan. notification.
12. Dalam hal anggota Dewan Komisaris yang 12. In the event that the dismissed member of the
diberhentikan telah melakukan pembelaan Board of Commissioners has defended himself
diri atau menyatakan keberatan atau tidak or express objection or no objection to his/
berkeberatan atas rencana pemberhentiannya her dismissal plan at the time of notification,
pada saat diberitahukan, maka ketentuan waktu then the 14 (fourteen) day period as referred
14 (empat belas) hari sebagaimana dimaksud to in number 10 shall be deemed to have been
pada angka 10 dianggap telah terpenuhi. fulfilled.
13. Dalam hal pemberitahuan dan pembelaan diri 13. In the event of verbal notice and defense, then
secara lisan, maka dilakukan secara tatap muka it shall be conducted face-to-face and proven by
dan dibuktikan dengan notulen atau berita minutes or official record signed by the member
acara yang ditandatangani oleh anggota Dewan of the Board of Commissioners concerned and
Komisaris yang bersangkutan dan Menteri/ the Minister/official who give the notice.
pejabat yang memberitahukan.
14. Apabila anggota Dewan Komisaris yang 14. If the member of the Board of Commissioners
bersangkutan tidak bersedia menandatangani concerned is not willing to sign the minutes
notulen atau berita acara, maka disebutkan or the official record, then the reason shall be
alasannya dalam notulen atau berita acara mentioned in the minutes or the official record.
tersebut.
15. Dalam hal pemberitahuan dilakukan dalam 15. In the event that a notification is given in the
forum RUPS, maka pembelaan diri dilakukan GMS forum, then the self-defense is conducted
dalam RUPS tersebut sesuai dengan ketentuan in the GMS in accordance with the provisions
Pasal 119 Undang-undang Nomor 40 Tahun of Article 119 of Law Number 40 Year 2007
2007 tentang Perseroan Terbatas. concerning Limited Liability Company.
16. Semua dokumen hukum yang berkaitan 16. All legal documents related to the process of
dengan proses pemberitahuan dan pembelaan notification and defensiveness is prepared by the
diri, disiapkan oleh Deputi Teknis dengan Technical Deputy in coordination with Echelon
berkoordinasi dengan pejabat Eselon II officials in charge of the law, which then all
II yang bertanggung jawab di bidang relevant documents are submitted to Deputies to
hukum, yang selanjutnya seluruh dokumen be administrated.
terkait disampaikan kepada Deputi untuk
diadministrasikan.
17. Penetapan pemberhentian anggota Dewan 17. Determination of the termination of the
Komisaris dilakukan dengan Keputusan Menteri. members of the Board of Commissioners shall
be conducted by a Ministerial Decree.
18. Penetapan pemberhentian anggota Dewan 18. Determination of the dismissal of the members
Komisaris dapat dilakukan dengan keputusan of the Board of Commissioners may be conducted
Menteri selaku RUPS, keputusan RUPS, dan by a Ministerial Decree as the General Meeting
keputusan seluruh pemegang saham secara of Shareholders, the resolution of the General
sirkuler. Meeting of Shareholders, and the resolution of
all shareholders circularly.

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571
19. Dalam hal penetapan pemberhentian anggota 19. In the event that the dismissal of a member
Dewan Komisaris dilakukan dengan Keputusan of the Board of Commissioners is conducted
Menteri atau keputusan seluruh pemegang by a Ministerial Decree or the resolution of
saham secara sirkuler, maka Deputi Teknis dan all shareholders circularly, then the Technical
Sekretaris memproses rancangan Keputusan Deputy and the Secretary process the draft
Menteri atau keputusan seluruh pemegang of Ministerial Decree or the resolution of all
saham secara sirkuler. shareholders circularly.
20. Dalam hal penetapan pemberhentian anggota 20. In the event that the dismissal of a member of
Dewan Komisaris dilakukan dalam RUPS secara the Board of Commissioners is conducted in a
fisik, dan apabila Menteri tidak dapat menghadiri GMS physically and if the Minister can not attend
sendiri RUPS, maka Menteri memberi kuasa the GMS himself, then the Minister authorizes the
kepada Deputi Teknis untuk menghadiri dan Technical Deputy to attend and take decisions in
mengambil keputusan dalam RUPS. the GMS.
21. Menteri dapat pula memberi kuasa kepada 21. The Minister may also authorize the Deputy and/
Deputi dan/atau Sekretaris untuk menghadiri or Secretary to attend and take decisions in the
dan mengambil keputusan dalam RUPS. GMS.
22. Selama pemberhentian masih dalam proses, 22. As long as the dismissal is still in process,
maka anggota Dewan Komisaris yang the member of the Board of Commissioners
bersangkutan wajib tetap melaksanakan concerned shall continue to perform his/her
tugasnya sebagaimana mestinya. duties properly.
23. Pemberhentian anggota Dewan Komisaris 23. The dismissal of the members of the Board of
dapat diproses bersamaan dengan proses Commissioners may be processed simultaneously
pengangkatan anggota Dewan Komisaris pada with the appointment of the members of the
BUMN yang bersangkutan. Board of Commissioners to the related SOEs.
24. Pemberhentian anggota Dewan Komisaris 24. The dismissal of the members of the Board of
berlaku efektif terhitung sejak tanggal yang Commissioners shall be effective as of the date
ditetapkan dalam keputusan Menteri/RUPS/ stipulated in the decree of the Minister / General
seluruh pemegang saham secara sirkuler. Meeting of Shareholders/ all shareholders in a
circular manner.
DIREKSI BOARD OF DIRECTORS
Direksi adalah Organ Perseroan yang berwenang The Board of Directors is the Company's Organs
dan bertanggung jawab penuh atas pengurusan that are authorized and fully responsible for the
Perseroan untuk kepentingan Perseroan, sesuai Company’s management for the benefit of the
dengan maksud dan tujuan Perseroan serta Company, in accordance with the purposes and
mewakili Perseroan, baik di dalam maupun di luar objectives of the Company and to represent the
pengadilan sesuai dengan ketentuan Anggaran Company, both inside and outside the court in
Dasar. Dalam melaksanakan tugasnya, Direksi accordance with the provisions of the Articles of
wajib mencurahkan tenaga, pikiran, perhatian, Association. In performing its duties, the Board of
dan pengabdiannya secara penuh pada tugas, Directors shall devote full power, thought, attention
kewajiban, dan pencapaian tujuan Perseroan. and dedication to the tasks, obligations and
achievements of the Company's objectives.
Anggota Direksi harus mematuhi Anggaran Members of the Board of Directors shall comply with
Dasar Perseroan dan peraturan perundang- the Company’s Articles of Association and the laws
undangan serta wajib melaksanakan prinsip- and regulations and shall implement the principles
prinsip profesionalisme, efisiensi, transparansi, of professionalism, efficiency, transparency,
kemandirian, akuntabilitas, pertanggungjawaban independence, accountability, responsibility and
serta kewajaran. Setiap anggota Direksi wajib fairness. Each member of the Board of Directors
melaksanakan tugas dan tanggung jawab dengan shall perform duties and responsibilities in good
itikad baik, penuh tanggung jawab, dan kehati- faith, full responsibility and prudence, in accordance
hatian, dengan mengindahkan perundang-undangan with the prevailing laws and regulations.
yang berlaku.

REFERENSI PERATURAN REGULATION REFERENCE
Berdasarkan Undang-undang Republik Indonesia Based on the Law of the Republic of Indonesia
Nomor 19 Tahun 2003 tentang Badan Usaha Milik Number 19 Year 2003 concerning State-Owned
Negara dan Undang-undang Nomor 40 tahun 2007 Enterprises and Law Number 40 Year 2007
tentang Perseroan Terbatas mengharuskan Direksi concerning Limited Liability Company requires
mencurahkan tenaga dan perhatian secara penuh the Board of Directors to devote full power and
pada tugas, kewajiban dan pencapaian tujuan attention to the tasks, obligations and achievement
Perseroan. Direksi berwenang dan bertanggung of the Company's objectives. The Board of Directors
jawab penuh atas Perusahaan serta mewakili is authorized and fully responsible for the Company
Perusahaan, baik di dalam maupun di luar and represents the Company, both inside and outside
pengadilan sesuai dengan ketentuan Anggaran the court in accordance with the provisions of the
Dasar. articles of association.
BOARD MANUAL DIREKSI BOARD MANUAL OF THE BOARD OF DIRECTORS
Pedoman dan tata tertib kerja Direksi diatur The work guidelines and the code of conduct of the
dalam Tata Laksana Kerja Direksi dan Dewan Director regulated in Working Procedure of the Board
Komisaris (Board Manual) antara lain berisi tentang of Directors and Board of Commissioners (Board
petunjuk tata laksana kerja Direksi menjelaskan Manual), which concerning the working procedure
tahapan aktivitas secara terstruktur, sistematis, of the Board of Commissioners that explain the
mudah dipahami, dan dapat dijalankan dengan stages of activities in a structured, systematic, easy
konsisten, dapat menjadi acuan bagi Direksi to understand and consistent manner, it can be a
dalam melaksanakan tugas masing-masing untuk reference for the Board of Directors in performing
mencapai visi dan misi Perseroan. Dengan adanya its respective duties to achieve the vision and
Board Manual, diharapkan akan tercapai standar mission of the Company. With the Board Manual, it is
kerja yang tinggi selaras dengan prinsip-prinsip expected that high work standards will be achieved
GCG. in line with GCG principles.
Adapun isi dari pokok pedoman kerja Direksi yang The contents of the Board of Directors guidelines
diatur dalam Board Manual antara lain mengatur regulated in the Board Manual regulate are as
hal-hal sebagai berikut: follows:
1. Persyaratan dan Komposisi Direksi. 1. Requirements and Composition of the Board of
Directors.
2. Tanggung Jawab Direksi. 2. Responsibility of the Board of Directors.
3. Tugas dan Kewajiban Direksi. 3. Duties and Obligations of the Board of Directors.
4. Wewenang Direksi. 4. Authority of the Board of the Board of Directors.
5. Hak-hak Direksi. 5. Rights of the Board of Directors.
6. Independensi Direksi. 6. Independence of the Board of Directors.
7. Etika Jabatan. 7. Work Ethics.
8. Penetapan Kebijakan Pengurusan Perseroan 8. Determination of Company's Management Policy
Oleh Direksi. by the Board of Directors.
9. Pendelegasian Wewenang Diantara Anggota 9. Delegation of Authority Among the Members of
Direksi Perseroan. the Board of Directors of the Company.
10. Pembagian Tugas Direksi 10. Division of the Board of Directors’ Duties.
11. Rapat Direksi. 11. Board of Directors' Meeting.
12. Hubungan Dengan Anak Perusahaan dan 12. Affiliation with Subsidiaries and Joint Ventures.
Perusahaan Patungan.
13. Sekretaris Perusahaan. 13. Corporate Secretary.
14. Satuan Pengawas Intern. 14. Internal Supervisory Unit.
15. Tim Direksi/Penggunaan Saran Profesional. 15. Board of Directors Team/Utilization of
Professional Advisory Expert.

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573
Beberapa pokok pedoman kerja Direksi yang diatur Some of the principles of the Board of Directors
dalam Board Manual dijabarkan sebagai berikut. guidelines regulated in the Board Manual are
outlined below.
TUGAS DAN TANGGUNG JAWAB DIREKSI DUTIES AND RESPONSIBILITIES OF THE BOARD OF
DIRECTORS
Dalam melaksanakan tugas dan tanggung In fulfilling the duties and responsibilities, the
jawabnya, Direksi bertanggung jawab kepada Board of Directors is responsible to the Board
Dewan Komisaris dan RUPS. Secara umum, Direksi of Commissioners and the General Meeting of
bertugas dan bertanggung jawab untuk: Shareholders. In general, the Board of Directors has
the duty and responsibility to:
1. Setiap anggota Direksi wajib dengan itikad baik 1. Each member of the Board of Directors shall in
dan penuh tanggung jawab melaksanakan tugas good faith and full responsibility to carry out the
untuk kepentingan dan usaha Perusahaan. duties for the Company's interests and business.
2. Memastikan seluruh aktivitas Perusahaan telah 2. Ensure that all activities of the Company have
dilaksanakan sesuai dengan ketentuan dan been implemented in accordance with prevailing
peraturan perundang-undangan yang berlaku, laws and regulations, Articles of Association and
Anggaran Dasar dan keputusan RUPS. resolutions of the GMS.
3. Mengorganisasikan, melaksanakan, dan 3. Organize, implement and evaluate the good
mengevaluasi kegiatan pengelolaan hubungan relationship management activities with
baik dengan Pemegang Saham dan pemangku Shareholders and stakeholders.
kepentingan.
4. Menjalankan segala tindakan yang berkaitan 4. Carry out all actions related to the Company’s
dengan pengurusan Perusahaan untuk management for the interest of the Company and
kepentingan Perusahaan dan sesuai dengan in accordance with the purposes and objectives
maksud dan tujuan Perusahaan. of the Company.
5. Mewakili Perusahaan, baik di dalam maupun di 5. Represent the Company, both inside and outside
luar pengadilan. the court.
6. Menerapkan GCG secara konsisten dan 6. Implement GCG consistently and continuously.
berkelanjutan.
7. Menyelenggarakan dan menyimpan Daftar 7. Organize and store the Special List in accordance
Khusus sesuai ketentuan peraturan perundang- with the provisions of laws and regulations.
undangan.
8. Bertanggung jawab secara pribadi atas 8. Responsible personally for his or her mistakes
kesalahan dan kelalaiannya dalam menjalankan and negligence in carrying out his or her duties.
tugas.
9. Menyusun daftar calon manajemen satu tingkat 9. Prepare a list of management candidates one
di bawah Direksi untuk disampaikan kepada level below the Board of Directors in order to
Dewan Komisaris, jika diperlukan. be submitted to the Board of Commissioners, if
10. Melaksanakan tugas-tugas lainnya yang antara necessary.
lain meliputi: 10. Carry out other duties which include:
- Mengorganisasikan, melaksanakan, dan - Organize, implement and evaluate
mengevaluasi hubungan dengan Pemegang relationships with the Shareholders and
Saham dan pemangku kepentingan. stakeholders.
- Mengorganisasikan, melaksanakan, dan - Organize, implement and evaluate the
mengevaluasi strategi dan rencana kerja Company's strategy and work plan.
Perusahaan.
- Mengorganisasikan, melaksanakan, dan - Organize, implement and evaluate the risk
mengevaluasi manajemen risiko, sistem management, the internal control systems,
pengendalian internal, sistem akuntansi the systems of accounting and bookkeeping
dan pembukuan, serta keterbukaan dan and the disclosure and confidentiality of
kerahasiaan informasi. information.
- Melaksanakan etika berusaha dan budaya - Implement business ethics and anti-
anti korupsi. corruption culture.

WEWENANG DIREKSI AUTHORITY OF THE BOARD OF DIRECTORS
Dalam melaksanakan tugasnya, Direksi berwenang In performing its duties, the Board of Directors is
untuk: authorized to:
1. Menetapkan kebijakan kepengurusan 1. Set the management policy of the Company.
Perusahaan. 2. Arrange the devolution of authority of the
2. Mengatur penyerahan kekuasaan Direksi Board of Directors to one or more members of
kepada seorang atau beberapa orang anggota the Board of Directors or to one or more of the
Direksi atau kepada seorang atau beberapa Company's employees to decide on behalf of the
orang pekerja Perusahaan untuk mengambil Board of Directors or represent the Company
keputusan atas nama Direksi atau mewakili inside or outside of court.
Perusahaan di dalam atau di luar pengadilan.
3. Menetapkan pedoman pengadaan barang/ 3. Set the guidance on procurement of goods/
jasa oleh Perusahaan yang menguntungkan services by Company which is profitable for the
bagi Perusahaan, baik harga maupun kualitas Company, both price and quality of the goods/
barang/jasa tersebut. services.
4. Menetapkan ketentuan-ketentuan dan 4. Set the provisions and make arrangements
melakukan pengaturan tentang kepegawaian concerning the employment of the Company.
Perusahaan.
5. Mengangkat dan memberhentikan pekerja 5. Appoint and dismiss the employees of the
Perusahaan berdasarkan peraturan Company based on thr Company employment
kepegawaian Perusahaan dan peraturan regulations and prevailing laws and regulations.
perundang-undangan yang berlaku.
6. Menetapkan target kinerja dan pedoman/sistem 6. Set the performance targets and the guidelines/
penilaian kinerja untuk unit dan jabatan dalam systems of performance assessment and
organisasi yang ditetapkan secara obyektif dan positions in organizations that are set objectively
transparan. and transparently.
7. Melakukan analisis dan evaluasi terhadap 7. Conduct analysis and evaluation of performance
capaian kinerja untuk jabatan/unit di bawah achievements for positions/units under the
Direksi dan tingkat Perusahaan. Board of Directors and corporate level.
8. Mengangkat dan memberhentikan Sekretaris 8. Appoint and dismiss the Corporate Secretary.
Perusahaan.
9. Melakukan segala tindakan dan perbuatan 9. Conduct all actions and other actions concerning
lainnya mengenai pengurusan dan pemilikan the management and ownership of the Company's
kekayaan Perusahaan, mengikat Perusahaan assets, bind the Company with other parties,
dengan pihak lain, serta mewakili Perusahaan and represent the Company inside and outside
di dalam dan di luar pengadilan tentang segala of court concerning all matters and events, with
hal dan segala kejadian, dengan pembatasan- restrictions as stipulated in laws and regulations,
pembatasan sebagaimana diatur dalam Articles of Association and Resolution of the
peraturan perundang-undangan, Anggaran GMS.
Dasar, dan Keputusan RUPS.
10. Kewenangan lainnya dengan persetujuan 10. Other authorities with the approval of the Board
Dewan Komisaris dan/atau RUPS. of Commissioners and/or the GMS.
HAK DIREKSI RIGHTS OF THE BOARD OF DIRECTORS
1. Mewakili Perseroan di dalam dan di luar 1. Represent the Company inside and outside the
pengadilan. court.
2. Menetapkan kebijakan kepengurusan 2. Set the Company's management policy.
Perusahaan.
3. Mengatur ketentuan-ketentuan tentang 3. Arrange the provisions concerning the
kepegawaian Perseroan termasuk penetapan employment of the Company including the
gaji, pensiun atau jaminan hari tua, dan determination of salaries, pensions or old-age
penghasilan lain bagi para pegawai Perseroan benefits and other income for the Company

2017 Annual Report
575
berdasarkan peraturan perundang-undangan employees based on prevailing laws and

yang berlaku, dengan ketentuan penetapan gaji, regulations, with the determination of salaries,
pensiun atau jaminan hari tua, dan penghasilan pensions or old-age benefits and other income
lain bagi pegawai yang melampaui kewajiban for employees which exceeds the obligations
yang ditetapkan peraturan perundang- established by laws and regulations must obtain
undangan, harus mendapat persetujuan terlebih prior approval from the GMS.
dahulu dari RUPS.
4. Mengangkat dan memberhentikan pegawai 4. Appoint and dismiss an employee of the Company
Perseroan berdasarkan peraturan kepegawaian in accordance with the Company's employment
Perseroan dan peraturan perundang-undangan regulation and prevailing laws and regulations.
yang berlaku.
5. Mengatur penyerahan kekuasaan Direksi 5. Arrange the devolution of authority of the Board
kepada seseorang atau beberapa orang anggota of Directors to one or several members of the
Direksi untuk mengambil keputusan atas nama Board of Directors to decide on behalf of the
Direksi atau mewakili Perseroan di dalam dan di Board of Directors or represent the Company
luar pengadilan. inside and outside of the court.
6. Mengatur penyerahan kekuasaan Direksi kepada 6. Arrange the devolution of authority of the Board
seorang atau beberapa orang pekerja Perseroan of Directors to one or several employees of the
baik sendiri-sendiri maupun bersama-sama atau Company either alone or together or with others,
kepada orang lain, untuk mewakili Perseroan di to represent the Company inside and outside of
dalam dan di luar pengadilan. court.
7. Melakukan segala tindakan dan perbuatan 7. Conducting all other actions concerning the
lainnya mengenai pengurusan dan pemilikan management and ownership of the Company's
kekayaan Perseroan, mengikat Perseroan assets, binding the Company with other parties
dengan pihak lain dan/atau pihak lain dengan and/or other parties with the Company, and
Perseroan, serta mewakili Perseroan di dalam representing the Company inside and outside
dan di luar Pengadilan tentang segala hal of the Court concernig all matters and events,
dan segala kejadian, dengan pembatasan- with restrictions as regulated in the laws and
pembatasan sebagaimana diatur dalam regulations, the Articles of Association and/or
peraturan perundang-undangan, Anggaran Resolution of the GMS.
Dasar dan/atau Keputusan RUPS.
8. Menerima gaji dan tunjangan/fasilitas lainnya, 8. Receiving salary and benefits/other facilities,
termasuk santunan purna jabatan yang jenis including post employment benefits which the
dan jumlahnya ditetapkan oleh RUPS. type and amount is determined by the GMS.
ETIKA JABATAN DIREKSI POSITION ETHICS OF THE BOARD OF DIRECTORS
Dalam melaksanakan tugas dan fungsinya, Direksi In carrying out its duties and functions, the Board of
harus selalu melandasi diri dengan etika jabatan Directors shall always have on the following work
berikut: ethics:
1. Anggota Direksi dilarang melakukan tindakan 1. Members of the Board of Directors are prohibited
yang mempunyai benturan kepentingan from carrying out actions that have a conflict of
dan mengambil keuntungan pribadi, baik interest and taking personal advantage either
secara langsung maupun tidak langsung directly or indirectly from the Company's
dari pengambilan keputusan dan kegiatan decision-making and activities, other than the
Perusahaan, selain penghasilan yang sah. legitimate earnings.
2. Anggota Direksi wajib mengisi Daftar Khusus 2. Members of the Board of Directors shall fill in
yang berisikan kepemilikan sahamnya dan/atau a Special List containing their share ownership
keluarganya pada perusahaan lain. and/or their families’ share ownership in other
companies.

MASA JABATAN DIREKSI TERM OF OFFICE OF THE BOARD OF DIRECTORS
Masa jabatan anggota Direksi 5 (lima) tahun dengan The term of office of the members of the Board of
tidak mengurangi hak RUPS untuk memberhentikan Directors are 5 (five) years without prejudice to the
sewaktu-waktu. Setelah masa jabatannya berakhir, right of GMS to terminate at any time. After their
anggota Direksi dapat diangkat kembali oleh RUPS term of office expires, the members of the Board of
untuk 1 (satu) kali masa jabatannya. Directors may be reappointed by the GMS for 1 (one)
term of office.
KRITERIA DIREKSI CRITERIA OF THE BOARD OF DIRECTORS
Seluruh anggota Direksi telah memenuhi kriteria All members of the Board of Directors have met
yang ditentukan. Berdasarkan Board Manual, the specified criteria. Based on the Board Manual,
kriteria anggota Direksi meliputi: the criteria for members of the Board of Directors
include:
a. Kriteria formal, yaitu: a. Formal criteria, such as:
- Cakap melakukan perbuatan hukum. - Capable of doing legal actions.
- Tidak pernah dinyatakan pailit oleh - Have never been declared bankrupt by the
pengadilan. court.
- Tidak pernah menjadi anggota Direksi atau - Have never been a member of the Board
Dewan Komisaris yang dinyatakan bersalah of Directors or the Board of Commissioners
menyebabkan suatu perusahaan dinyatakan who was found guilty of causing a company
pailit dan tidak pernah dihukum karena declared bankrupt and never punished for
melakukan tindak pidana yang merugikan committing a crime that harms the state's
keuangan negara dalam jangka waktu 5 finances within 5 (five) years before his or
(lima) tahun sebelum pengangkatannya. her appointment.
- Tidak mempunyai hubungan keluarga - Not having blood relationship or relationship
sedarah atau hubungan karena perkawinan by marriage up to the third degree, both
sampai dengan derajat ketiga, baik menurut according to the straight line and the side
garis lurus maupun garis ke samping atau line or in in-law family relationship with
hubungan semenda (menantu atau ipar) members of the Board of Commissioners and/
dengan anggota Dewan Komisaris dan/atau or other members of the Board of Directors.
anggota Direksi lain.
- Tidak memangku jabatan rangkap sebagai -Not holding multiple positions as a member
anggota Direksi pada BUMN, BUMD, BUMS, of the Board of Directors in State-Owned
dan jabatan lain sebagai pejabat dalam Enterprises, Regional-Owned Enterprises,
jabatan struktural dan fungsional pada Private-Owned Enterprises and other
instansi/lembaga pemerintah pusat dan/ positions as officials in structural and
atau daerah, serta jabatan lain yang dapat functional positions at central and/or local
menimbulkan benturan kepentingan secara government institutions and other positions
langsung atau tidak langsung dengan that may generate a conflict of interest
Perusahaan dan/atau yang bertentangan directly or indirectly to the Company and/
dengan ketentuan peraturan perundang- or other position that are contradict to the
undangan yang berlaku. prevailing laws and regulations.
b. Kriteria material, yaitu: b. Material criteria, such as:
- Memiliki integritas dan moral, bahwasanya - Have integrity and morals, that the people
yang bersangkutan berperilaku baik, yaitu concerned behave well, that are never
tidak pernah terlibat dalam perbuatan involved in the act of manipulation and
rekayasa dan praktik-praktik menyimpang, deviant practices, breaking promises and
cedera janji, serta perbuatan lain yang dapat other acts that can be categorized as
dikategorikan memberikan keuntungan providing personal benefits and violating
pribadi dan pelanggaran terhadap ketentuan the provisions related to the principles of
yang berkaitan dengan prinsip-prinsip management of the healthy Company.
pengurusan Perusahaan yang sehat.

2017 Annual Report
577
- Memiliki kompetensi teknis/keahlian, - Have technical competences/expertises,

bahwasanya yang bersangkutan memiliki that the people concerned have adequate
pengetahuan, pengalaman, dan keahlian knowledge, experience and expertise in the
yang memadai di bidang usaha Perusahaan, Company's business field, have the ability
memiliki kemampuan untuk melakukan to undertake strategic management in the
pengelolaan strategis dalam rangka framework of the Company's development,
pengembangan Perusahaan, memahami understand the Company's management
masalah-masalah manajemen Perusahaan issues related to one of the management
yang berkaitan dengan salah satu fungsi functions and have dedication and provide
manajemen, serta memiliki dedikasi dan full time to do their job.
menyediakan waktu sepenuhnya untuk
melakukan tugasnya.
- Memiliki psikologis yang baik, bahwasanya - Have good psychological, that the people
yang bersangkutan memiliki tingkat concerned have the adequate level of
intelegensia dan tingkat emosional yang intelligence and emotional to perform their
memadai untuk melaksanakan tugasnya duties as members of the Board of Directors
sebagai anggota Direksi Perusahaan. of the Company.
PENILAIAN KEMAMPUAN DAN KEPATUTAN SERTA ASSESSMENT OF ABILITY AND DECENCY AND BASIS
DASAR PENGANGKATAN DIREKSI APPOINTMENT OF THE BOARD OF DIRECTORS
Seluruh anggota Direksi PT Angkasa Pura I (Persero) All members of the Board of Directors of PT Angkasa
telah memenuhi kriteria dan ketentuan yang Pura I (Persero) have met the criteria and conditions
dipersyaratkan dalam uji kepatutan dan kelayakan required in fit and proper test in accordance
(fit and proper test) berdasarkan Undang-undang with Limited Liability Company Law, Company’s
Perseroan Terbatas, Anggaran Dasar Perusahaan, Articles of Association, Good Corporate Governance
peraturan terkait tata kelola perusahaan yang Regulations and other related provisions. All
baik, serta peraturan dan ketentuan lain yang members of the Board of Directors have adequate
terkait. Seluruh anggota Direksi memiliki integritas, integrity, competence and reputation. It is proven by
kompetensi, dan reputasi yang memadai. Hal passing the fit and proper test as follows.
tersebut dibuktikan dengan diperolehnya
persetujuan lulus fit and proper test sebagai berikut.
Tabel Penilaian Kemampuan dan Kepatutan serta Dasar Pengangkatan Direksi

Assessment of Ability and Decency and Basis Appointment of Directors Table
Tanggal
Periode Jabatan
Nama Jabatan Pelaksana Dasar Pengangkatan Efektif
2017
Name Position Implementer Basis Appointment Effective
Work Period 2017
Date
Surat Keputusan Menteri 17 Oktober
Negara BUMN Nomor: 2016
Kementerian SK-240/MBU/10/2016 October 17,
17 Oktober 2016 – 18
Direktur Utama BUMN tanggal 17 Oktober 2016 2016
November 2017
Danang S. Baskoro President Ministry of Decree of the Minister of
17 Oktober 2016 – 18
Director State-owned State-Owned Enterprises
November 2017
Enterprises Number SK-240/
MBU/10/2016 dated
October 17, 2016
Surat Keputusan Menteri 22
Negara BUMN Nomor Desember
SK-289/MBU/12/2017 2017
Kementerian
22 Desember 2017 – tanggal 22 Desember December
Direktur Utama BUMN
31 Desember 2017 2017. 22, 2017
Faik Fahmi President Ministry of
December 22, 2017 – Decree of the Minister of
Director State-Owned
December 31, 2017 State-Owned Enterprises
Enterprises
Number SK-289/
MBU/12/2017 dated
December 22, 2017.

Tanggal
Periode Jabatan
Nama Jabatan Pelaksana Dasar Pengangkatan Efektif
2017
Name Position Implementer Basis Appointment Effective
Work Period 2017
Date
9 November 2015 – 31 Surat Keputusan Menteri 9 November
Direktur Operasi 2015
Desember 2017 Negara BUMN Nomor: SK-
Operations November
November 9, 2015 – Kementerian 22/MBU/11/2015 tanggal
Director 9, 2015
December 31, 2017 BUMN 09 November 2015
Wendo Asrul Rose Ministry of Decree of the Minister of
Pelaksana Tugas 18 November 2017 – State-owned State-Owned Enterprises
Direktur Utama 22 Desember 2017 Enterprises Number: SK-22/
Acting President November 18, 2017 – MBU/11/2015 dated
Director December 22, 2017 November 9, 2015
Surat Keputusan Menteri 9 November

Negara BUMN Nomor: SK- 2015
Kementerian 22/MBU/11/2015 tanggal November
Direktur 9 November 2015 – 31
BUMN 09 November 2015 9, 2015
Keuangan dan IT Desember 2017
Novrihandri Ministry of Decree of the Minister of
Finance and IT November 9, 2015 –
State-owned State-Owned Enterprises
Director December 31, 2017
Enterprises Number: SK-22/
MBU/11/2015 dated
November 9, 2015
Direktur SDM Kementerian 22/MBU/11/2015 tanggal November
9 November 2015 – 31
dan Umum BUMN 09 November 2015 9, 2015
Desember 2017
Adi Nugroho Human Capital Ministry of Decree of the Minister of
November 9, 2015 –
and General State-owned State-Owned Enterprises
December 31, 2017
Affairs Director Enterprises Number: SK-22/
MBU/11/2015 dated
November 9, 2015
Surat Keputusan Menteri 10 April
Kementerian
10 April 2013 –31 208/MBU/2013 tanggal April 10,
Polana Direktur Teknik BUMN
Desember 2017 10 April 2013 2013
Banguningsih Technical Ministry of
April 10, 2013 – Decree of the Minister of
Pramesti Director State-owned
December 31, 2017 State-Owned Enterprises
Enterprises
No. SK-208/MBU/2013
dated April 10, 2013
Direktur Negara BUMN Nomor: SK- 2015
Pemasaran dan Kementerian 22/MBU/11/2015 tanggal November
Pelayanan BUMN 09 November 2015 9, 2015
Desember 2017
Moch. Asrori Marketing Ministry of Decree of the Minister of
and Services State-owned State-Owned Enterprises
December 22, 2017
Development Enterprises Number: SK-22/
Director MBU/11/2015 dated
November 9, 2015
Surat Keputusan Menteri 22
Negara BUMN Nomor Desember
SK-289/MBU/12/2017 2017
Direktur Kementerian
22 Desember 2017 – tanggal 22 Desember December
Pemasaran dan BUMN
saat ini 2017 22, 2017
Devy W. A. Suradji Pelayanan Ministry of
December 22, 2017 – Decree of the Minister of
Marketing and State-owned
present State-Owned Enterprises
Services Director Enterprises
Number SK-289/
MBU/12/2017 dated
December 22, 2017
Direktur 11 Agustus
Surat Keputusan Menteri
Hubungan 2017
Negara BUMN Nomor:
Internasional dan August 11,
Kementerian SK-155/MBU/08/2017
Pengembangan 11 Agustus 2017 – 31 2017
BUMN tanggal 11 Agustus 2017
Sardjono Jhony Usaha Desember 2017
Ministry of Decree of the Minister of
Tjitrokusumo International August 11, 2017 –
State-owned State-Owned Enterprises
Relations December 31, 2017
Enterprises Number SK-155/
and Business
MBU/08/2017 dated
Development
August 11, 2017
Director

2017 Annual Report
579
PROGRAM ORIENTASI BAGI DIREKSI BARU ORIENTATION PROGRAMS FOR NEW DIRECTORS
Program Orientasi Direksi Baru PT Angkasa Pura New Board of Directors Orientation Program PT
I (Persero) mengacu pada Peraturan Menteri Angkasa Pura I (Persero) refers to the Regulation
Negara BUMN No. Per-01/MBU/2011 serta SK- of the Minister of State Owned Enterprise. Per-01 /
16/S.MBU/2012 yang dituangkan dalam Board MBU / 2011 and SK-16 / S.MBU / 2012 as outlined
Manual. Program orientasi dimaksudkan agar in the Board Manual. The orientation program is
Direksi yang berasal dari berbagai latar belakang intended for the Board of Directors to be of various
dan pengalaman dapat mengenal dan memahami origins background and experience can recognize
kegiatan dan kondisi Perseroan. Tanggung jawab and understand the activities and conditions of the
untuk mengadakan program pengenalan tersebut Company. The responsibility for conducting such
berada pada Sekretaris Perusahaan atau siapapun an introduction program lies with the Secretary
yang menjalankan fungsi sebagai Sekretaris Company or anyone who performs the function as
Perusahaan. Corporate Secretary.
Materi program orientasi setidaknya memuat: Orientation program material at least include:
1. Prinsip-prinsip GCG 1. GCG Principles
2. Gambaran umum perusahaan 2. Company overview
3. Kewenangan yang didelegasikan 3. Delegated authority
4. Tugas dan tanggung jawab Direksi dan Komisaris. 4. Duties and responsibilities of the Board of
Directors and Commissioners.
Pelaksanaan Program orientasi Direksi baru Implementation of the new Directors orientation
diselenggarakan oleh Sekretaris Perusahaan program was held by the Corporate Secretary on 11
pada tanggal 11 Agustus 2017 dan 22 Desember August 2017 and 22 December 2017 at PT Angkasa
2017 bertempat pada gedung PT Angkasa Pura I Pura I (Persero) building.
(Persero).
PEMBIDANGAN TUGAS DIREKSI TASK FIELD OF THE BOARD OF DIRECTORS
Dalam melaksanakan tugasnya, Direksi dibagi atas In performing the duties, the Board of Directors shall
bidang tugas sebagai berikut. be divided into the task field as follows.

Tabel Pembidangan Tugas Direksi

Table of Task Field of the Board of Directors
Periode
Nama Jabatan Jabatan 2017 Bidang Tugas
Name Position Work Period Task Field
2017
Danang S. Direktur Utama 17 Oktober 2016 • Melakukan koordinasi kegiatan dan pelaksanaan
Baskoro President – 18 November tugas seluruh Direktur dalam merencanakan,
Director 2017 mengembangkan dan menetapkan kebijakan
17 Oktober 2016
– 18 November
umum Perusahaan berdasarkan prinsip efisiensi,
2017 efektivitas, dan sejalan dengan visi, misi, dan
tujuan Perusahaan;
Faik Fahmi Direktur Utama 22 Desember • Mengarahkan, mengembangkan, dan menetapkan
President 2017 – 31 strategi pengelolaan Perusahaan secara
Director Desember 2017
menyeluruh, mengendalikan dan mengevaluasi
December 22,
2017 – December seluruh kegiatan bisnis Perusahaan, menyiapkan
31, 2017 dan menyampaikan Rencana Jangka Panjang
yang telah ditandatangani bersama dengan
Dewan Komisaris kepada RUPS untuk mendapat
pengesahan, menyiapkan Rencana Kerja
Dan Anggaran Perusahaan yang merupakan
penjabaran tahunan dari Rencana Jangka Panjang
Perusahaan, serta menyampaikan Laporan
Tahunan kepada RUPS untuk memperoleh
pengesahan dalam waktu 6 bulan setelah tahun
buku Perusahaan ditutup;
• Menyiapkan kebijakan umum satuan
pengendalian internal, memperhatikan, dan
mengambil langkah-langkah yang diperlukan atas
segala sesuatu yang dikemukakan dalam setiap
laporan hasil pemeriksaan yang dibuat oleh
Internal Audit, memimpin kegiatan yang bersifat
strategis dalam pengembangan Perusahaan, serta
melaksanakan tugas-tugas lain yang ditetapkan
oleh RUPS.
• Coordinating the activities and the
implementation of the duties of all Directors
in planning, developing and establishing the
Company’s general policies based on the
principles of efficiency, effectiveness and in
line with the Company’s vision, mission and
objectives;
• Directing, developing and establishing the
Company’s overall management strategy,
controlling and evaluating all of the Company’s
business activities, preparing and submitting
the Long-Term Plan signed by the Board of
Commissioners to the GMS for getting approval,
preparing the Company’s Work and Budget Plan
as an annual description of the Company’s Long-
Term Plan and submitting the Annual Report to
the GMS for getting approval within 6 months
after the fiscal year of the Company is closed
• Preparing the general policy of the internal
control unit, paying attention and taking the
necessary steps on everything presented in each
audit report made by Internal Audit, leading
strategic activities in the development of the
Company, and performing other tasks defined by
the GMS.

2017 Annual Report
581
Periode
2017
Wendo Asrul Direktur 9 November 2015 Direksi yang membidangi operasional dengan tugas
Rose Operasi – 31 Desember serta tanggung jawab:
Operations 2017 • Merumuskan kebijakan, pembinaan, pelaksanaan,
November 9,
Director 2015 – December
dan pengendalian kegiatan bisnis Perusahaan di
31, 2017 bidang operasi pelayanan lalu lintas penerbangan,
serta pelayanan operasi kebandarudaraan.
Pelaksana 18 November Board of Directors in the field of operations has
Tugas Direktur 2017 – 22 duties and responsibilities:
Utama Desember 2017 • Formulating policies, guidance, implementation
Acting Director November 18, and control of the Company’s business activities
of Duties 2017 – December in the field of flight traffic service operations, as
22, 2017
well as airport operation services.
Novrihandri Direktur 9 November 2015 Direksi yang membidangi keuangan dan teknologi
Keuangan dan – 31 Desember informasi dengan tugas serta tanggung jawab:
IT 2017 • Merumuskan kebijakan, pembinaan, pelaksanaan,
November 9,
Finance and IT 2015 – December
dan pengendalian kegiatan Perusahaan di
Director 31, 2017 bidang akuntansi, perbendaharaan, anggaran,
dan program kemitraan dan bina lingkungan,
perpajakan, pengelolaan dana sesuai dengan
ketentuan dan kebijakan Perusahaan;
• Merencanakan, mencari, dan memastikan
penyediaan dana pengembangan Perusahaan
sesuai dengan rencana strategis Perusahaan,
menyusun Rencana Jangka Panjang Perusahaan
dan memastikan ketersediaan informasi yang
terkait dengan keuangan untuk disampaikan
kepada Dewan Komisaris.
Board of Directors in in the field of finance
and information technology has duties and
responsibilities:
• Formulating policies, guidance, implementation
and control of the Company’s activities in
accounting, treasury, budget and partnership
program and environmental development,
taxation, fund management in accordance with
the Company’s policies and regulations;
• Planning, seeking and ensuring that the
Company’s development funding is in accordance
with the Company’s strategic plan, developing
the Company’s Long-Term Plan and ensuring the
availability of information related to financial
in order to be submitted to the Board of
Commissioners.
Adi Nugroho Direktur SDM 9 November 2015 Direksi yang membidangi personalia dan umum
dan Umum – 31 Desember dengan tugas serta tanggung jawab:
Human Capital 2017 • Merumuskan kebijakan, pembinaan, pelaksanaan,
November 9,
and General 2015 – December
dan pengendalian kegiatan Perusahaan di
Affairs Director 31, 2017 bidang administrasi personalia, perencanaan dan
pengembangan human capital dan organisasi, tata
kerja dan umum sesuai dengan ketentuan dan
kebijakan Perusahaan;
• Menyusun rencana jangka panjang dan jangka
pendek yang berkaitan dengan human capital dan
umum.
Board of Directors in the field of human resources
and general affairs has duties and responsibilities:
• Formulating policies, guidance, implementation
and control of the Company’s activities in human
resources administration, human capital and
organizational planning and development, work
procedures and general affairs in accordance with
the Company’s policies and regulations;
• Developing long-term and short-term plans
related to the human capital and the general
affair.

Periode
2017
Polana Direktur Teknik 10 April 2013 –31 Direksi yang membidangi teknik dengan tugas serta
Banguningsih Technical Desember 2017 tanggung jawab:
Pramesti Director April 10, 2013 • Merencanakan sarana dan prasarana, teknik
– December 31,
2017
pengawasan dan jaminan kualitas, serta sarana
dan prasarana lainnya pada Perusahaan sesuai
dengan ketentuan dan kebijakan Perusahaan;
• Menyusun rencana jangka panjang dan jangka
pendek yang berkaitan dengan ketersediaan dan
kehandalan fasilitas dan peningkatan pelayanan.
Board of Directors in technical field has tasks and
responsibilities:
• Planning the facilities and infrastructure,
supervision techniques and quality assurance and
other facilities and infrastructure in the Company
in accordance with the Company’s policies and
regulations;
• Developing long-term and short-term plans
related to availability and reliability of facilities
and service improvements.
Moch. Asrori Direktur 9 November 2015 Direksi yang membidangi Komersial dan
Pemasaran dan – 22 Desember Pengembangan Usaha dengan tugas serta tanggung
Pelayanan 2017 jawab:
November 9,
Marketing 2015 –December
• Merumuskan kebijakan, pembinaan, pelaksanaan,
and Services 22, 2017 dan pengendalian kegiatan Perusahaan di bidang
Director bisnis aviasi dan tarif, pemasaran, kegiatan
komersial, dan pengembangan usaha sesuai
Devy W. A. Direktur dengan ketentuan dan kebijakan Perusahaan;
Suradji Pemasaran dan 22 Desember • Menyusun perencanaan jangka panjang
Pelayanan 2017 – saat ini dan jangka pendek yang berkaitan dengan
Marketing December 22, pengembangan bisnis Perusahaan.
and Services 2017 – present
Board of Directors in the field of Commercial
Director and Business Development has duties and
Sardjono Direktur 11 Agustus 2017 responsibilities:
Jhony Hubungan – 31 Desember • Formulating policies, guidance, implementation
Tjitrokusumo Internasional 2017 and control of the Company’s activities in
dan
August 11, 2017 aviation and tariff business, marketing,
– December 31, commercial activities and business development
Pengembangan 2017
Usaha in accordance with the Company’s policies and
International regulations;
Relations • Developing long-term and short-term plans
and Business related to the Company’s business development
Development
Director

2017 Annual Report
583
PENDELEGASIAN WEWENANG DIREKSI DELEGATION OF AUTHORITY OF THE BOARD OF

DIRECTORS
Adapun pendelegasian wewenang di antara anggota The delegations of authority among members of the
Direksi adalah sebagai berikut: Board of Directors are as follows:
1. Direktur Utama berhak dan berwenang 1. The President Director has the right and authority
bertindak untuk dan atas nama Direksi serta to act for and on behalf of the Board of Directors
mewakili Perusahaan, dengan ketentuan semua and represent the Company, with the provision
tindakan Direktur Utama tersebut telah disetujui that all of the actions of the President Director
dalam Rapat Direksi. have been approved in the Board of Directors
Meeting.
2. Jika Direktur Utama tidak ada atau berhalangan 2. If the President Director is absent or unavailable
karena sebab apa pun, hal mana tidak perlu for any reason whatsoever, which is not
dibuktikan kepada pihak ketiga, maka salah necessary to be proven to a third party, then one
seorang Anggota Direksi yang ditunjuk secara of the Board of Directors appointed in writing
tertulis oleh Direktur Utama berwenang by the President Director is authorized to act on
bertindak atas nama Direksi serta melaksanakan behalf of the Board of Directors and perform the
tugas-tugas Direktur Utama. duties of the President Director.
3. Dalam hal Direktur Utama tidak melakukan 3. In the event that the President Director does not
penunjukan, maka anggota Direksi yang terlama make an appointment, the member of the Board
dalam jabatan berwenang bertindak untuk dan of Directors who has longest term of office of
atas nama Direksi serta melaksanakan tugas- is authorized to act for and on behalf of the
tugas Direktur Utama. Board of Directors and perform the duties of the
President Director.
4. Dalam hal terdapat lebih dari 1 (satu) orang 4. In the event that there is more than 1 (one)
anggota Direksi yang terlama dalam jabatan, member of the Board of Directors who has the
maka anggota Direksi yang terlama dalam longest term of office, then the member of the
jabatan dan yang tertua dalam usia yang Board of Directors who has the longest term of
berwenang bertindak untuk dan atas nama office and the oldest is authorized to act for and
Direksi serta melaksanakan tugas-tugas on behalf of the Board of Directors and perform
Direktur Utama. the duties of the President Director.
5. Dalam hal salah seorang anggota Direksi selain 5. In the event that any members of the Board of
Direktur Utama berhalangan hadir karena sebab Directors other than the President Director are
apapun, hal mana tidak perlu dibuktikan kepada unable to attend due to any reason whatsoever,
pihak ketiga, maka anggota-anggota Direksi which are no need to be proven to the third
lainnya bersepakat untuk menunjuk salah party, then the other members of the Board of
seorang anggota Direksi untuk melaksanakan Directors agree to appoint one of the members
tugas-tugas anggota Direksi yang berhalangan of the Board of Directors to perform the duties
tersebut. of those members of the Board of Directors who
are absent.
KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSI DIVERSITY POLICY OF THE COMPOSITION OF BOARD

DAN PENERAPANNYA OF COMMISSIONERS AND THE IMPLEMENTATION
Kebijakan keberagaman komposisi Direksi pada PT Diversity policy of the composition of the Board of
Angkasa Pura I (Persero) dilakukan berdasarkan Directors in PT Angkasa Pura I (Persero) is done based
Peraturan Menteri Negara BUMN Nomor: PER-01/ on the Regulation of the Minister of State-Owned
MBU/2012 tentang Persyaratan dan Tata Cara Enterprises Number: PER-01/MBU/2012 concerning
Pengangkatan dan Pemberhentian Anggota Direksi Requirements and Procedures of Appointment and
BUMN. Berdasarkan peraturan tersebut, anggota Dismissal of the members of the Board of Directors
Direksi harus memenuhi persyaratan materiil of State-Owned Enterprises. Based on the regulation,
sebagai berikut: members of the Board of Directors must meet the
material requirements as follows:

a. Pengalaman, dalam arti yang bersangkutan a. Experience, in the sense that the people
memiliki rekam jejak (track record) yang concerned have a track record that shows the
menunjukkan keberhasilan dalam pengurusan success in the management of SOE/company/
BUMN/perusahaan/lembaga tempat yang institution where the people concerned work
bersangkutan bekerja sebelum pencalonan. before the nomination.
b. Keahlian, dalam arti yang bersangkutan b. Expertise, in the sense that the people concerned
memiliki: have:
- Pengetahuan yang memadai di bidang usaha - Sufficient knowledge in the concerned SOE
BUMN yang bersangkutan; business field;
- Pemahaman terhadap manajemen dan tata - Understanding of management and corporate
kelola perusahaan; governance;
- Kemampuan untuk merumuskan dan - Ability to formulate and implement the
melaksanakan kebijakan strategis dalam strategic policies in the framework of SOE
rangka pengembangan BUMN. development.
c. Integritas, dalam arti yang bersangkutan tidak c. Integrity, in the sense that the people concerned
pernah terlibat: are never involved in:
- Perbuatan rekayasa dan praktik-praktik - Manipulation acts and deviant practices,
menyimpang, dalam pengurusan BUMN/ in the management of the SOE/company/
perusahaan/lembaga tempat yang institution where the people concerned work
bersangkutan bekerja sebelum pencalonan before the nomination (act dishonest);
(berbuat tidak jujur);
- Perbuatan cidera janji yang dapat - The act of breaking the promise that can be
dikategorikan tidak memenuhi komitmen categorized that the people concerned do
yang telah disepakati dengan BUMN/ not fulfill the agreed commitments with the
perusahaan/lembaga tempat yang SOE/company/institution where the people
bersangkutan bekerja sebelum pencalonan concerned work before the nomination
(berperilaku tidak baik); (behave badly);
- Perbuatan yang dikategorikan dapat - The act that can be categorized as provide
memberikan keuntungan secara melawan unlawful benefits to the candidate member of
hukum kepada pribadi calon anggota Direksi, the Board of Directors, the employee of the
pegawai BUMN/perusahan/lembaga tempat SOE/company/institution where the people
yang bersangkutan bekerja, atau golongan concerned work before the nomination
tertentu sebelum pencalonan (berperilaku (behave inappropriately);
tidak baik);
- Perbuatan yang dapat dikategorikan - The act that can be categorized as violations
sebagai pelanggaran terhadap ketentuan of the provisions related to the principles of
yang berkaitan dengan prinsip-prinsip healthy corporate governance (bad behavior).
pengurusan perusahaan yang sehat (perilaku
tidak baik).
d. Kepemimpinan, dalam arti yang bersangkutan d. Leadership, in the sense that the people
memiliki kemampuan untuk: concerned has the ability to:
- Memformulasikan dan mengartikulasikan - Formulating and articulating the Company's
Visi Perusahaan; Vision;
- Mengarahkan pejabat dan karyawan - Directing Company’s officials and employees
Perusahaan agar mampu melakukan sesuatu in order to be able to do something to realize
untuk mewujudkan tujuan Perusahaan; the Company's objectives;
- Membangkitkan semangat (memberi energi - Energizing (give new energy) and providing
baru) dan memberikan motivasi kepada motivation to the Company’s officials and
pejabat dan karyawan Perusahaan untuk employees in order to be able to realize the
mampu mewujudkan tujuan Perusahaan; Company's objectives;
e. Memiliki kemauan yang kuat (antusias) dan e. Have a strong will (enthusiasm) and high
dedikasi yang tinggi untuk memajukan dan dedication to promote and develop the SOE
mengembangkan BUMN yang bersangkutan. concerned.

2017 Annual Report
585
Pada periode 2017, keberagaman komposisi Direksi In the period of 2017, the diversity of the Board of
yang tercermin dalam pendidikan, pengalaman Directors compositions reflected in education, work
kerja, usia, dan jenis kelamin dapat dilihat experience, age, and gender can be seen as in the
sebagaimana dalam tabel di bawah ini: table below:
Tabel Keberagaman Komposisi Direksi

Table of Composition Diversity of the Board of Directors
Nama Jabatan Periode Jabatan 2017 Usia Jenis Kelamin

Name Position Work Period 2017 Age Gender
Danang S. Baskoro Direktur Utama 17 Oktober 2016 – 18 57 tahun Laki-Laki
November 2017 Male
President Director 57 years old
October 17, 2016 –
November 18, 2017
Faik Fahmi Direktur Utama 22 Desember 2017 – 50 Tahun Laki-Laki

31 Desember 2017
President Director 50 years old Male
December 22, 2017 –
December 31, 2017

Pendidikan Pengalaman kerja Keahlian

Edication Work Experience Expertise
Sarjana Ekonomi dari Komisaris PT Aerowisata (2001-2004), Ekonomi dan Manajemen
Jurusan Akuntansi Fakultas Asisten Deputi Bidang Logistik dan
Ekonomi Universitas Pariwisata Kementerian BUMN (2004- Economics and Management
Gadjah Mada (UGM) tahun 2005), Komisaris PT Jakarta International
dan S2 Manajemen dari Container Terminal (JICT) (2005-2008),
Nashville University, Komisaris PT Merpati Nusantara Airlines
Tennessee, AS. (2008-2011), dan Direktur Utama PT ASDP
Indonesia Ferry (Persero) (2011-2016).
Bachelor of Economics Commissioner of PT Aerowisata (2001-
from Accounting 2004), Assistant of Deputy of Logistic and
Department of Economics Tourism of Ministry of SOE (2004-2005),
Faculty of Universitas Commissioner of PT Jakarta International
Gadjah Mada (UGM) and Container Terminal (JICT) (2005-2008),
Magister Management Commissioner of PT Merpati Nusantara
from Nashville University, Airlines (2008-2011), and President
Tennessee, USA. Director of PT ASDP Indonesia Ferry
(Persero) (2011-2016).
Sarjana Ekonomi bidang Direktur Layanan/Executive Vice President Manajemen
Manajemen Fakultas (EVP) Of Service PT Garuda Indonesia
Ekonomi dari Universitas (Persero) Tbk (April 2012-Desember Management
Gadjah Mada. 2014), Director of Commercial and Business
Development PT Angkasa Pura II (Persero)
Bachelor of Economics (Januari 2015-11 September 2016),
Management from Direktur Pelabuhan PT ASDP Indonesia
Faculty of Economics of Ferry (Persero) (12 September 2016-21
Universitas Gadjah Mada. Desember 2016), Direktur Utama PT ASDP
Indonesia Ferry (Persero) (21 Desember
2016-22 Desember 2017).
Executive Vice President (EVP) Of Service

Director PT Garuda Indonesia (Persero)
Tbk (April 2012-December 2014), Director
of Commercial and Business Development
of PT Angkasa Pura II (Persero) (January
2015-11 September 2016), Port Director
of PT ASDP Indonesia Ferry (Persero) (12
September 2016-21 December 2016),
President Director of PT ASDP Indonesia
Ferry (Persero) (December 21, 2016-22
December 2017).

2017 Annual Report
587

Wendo Asrul Rose Direktur Operasi 9 November 2015 – 48 tahun Laki-Laki
31 Desember 2017
Operations Director 48 years old Male
December 31, 2017
Pelaksana Tugas Direktur 18 November 2017 –

Utama 22 Desember 2017
Acting President Director
December 22, 2017
Novrihandri Direktur Keuangan dan IT 9 November 2015 – 47 tahun Laki-Laki

31 Desember 2017
Finance and IT Director 47 years old Male
December 31, 2017
Adi Nugroho Direktur SDM dan Umum 9 November 2015 – 49 tahun Laki-Laki
31 Desember 2017
Human Capital and General 49 years old Male
Affairs Director November 9, 2015 –
December 31, 2017


Sarjana Teknik dari Beliau pernah menjabat berbagai posisi Teknik mesin dan operasional
Jurusan Teknik Mesin, penting di PT Angkasa Pura I (Persero), kebandarudaraan.
Institut Sains dan Teknologi diantaranya sebagai Kepala Dinas
Nasional Jakarta Mekanikal dan Teknik Air (2003-2004), Mechanical engineering and
Asisten Deputi Direktur (2004-2009), airport operations.
Bachelor of Engineering Deputi Direktur Teknik Pengawasan (2009-
from the Department of 2011), Pimpinan Proyek Pengembangan
Mechanical Engineering, Bandara Internasional Sepinggan (2011-
Institut Sains dan Teknologi 2013), dan General Manager Bandara
Nasional Jakarta Internasional Sultan Aji Muhammad
Sulaiman Sepinggan Balikapapan (2013-
2015).
He has served various important positions

in PT Angkasa Pura I (Persero), such as
Head of Department of Mechanical and
Water Engineering (2003-2004), Assistant
Deputy Director (2004-2009), Deputy
Director of Engineering Supervision (2009-
2011), Project Leader of Development of
Sepinggan International Airport (2011-
2013), and General Manager of Sultan
Aji Muhammad Sulaiman Sepinggan
Balikapapan International Airport (2013-
2015).
Sarjana Ekonomi dari Asisten Deputi Direktur Bidang Kerjasama Akuntansi, finance dan teknologi
Jurusan Akuntansi, Non Aero Wilayah I (2007-2011), Direktur informasi
Universitas Andalas Keuangan PT Angkasa Pura Suport (2012),
Padang serta studi Business Development Group Head (2013), Accounting, finance and
program pasca sarjana di dan Human Capital Support Expert (2014). information technology
Universitas Gajah Mada.
Assistant Deputy Director of Non-Aero
Bachelor of Economics Cooperation Area I (2007-2011), Finance
from Accounting Director of PT Angkasa Pura Suport (2012),
Department, Universitas Business Development Group Head (2013),
Andalas Padang and and Human Capital Support Expert (2014).
postgraduate study
program at Universitas
Gadjah Mada.
Sajana pada jurusan Beliau pernah menjabat berbagai posisi Human capital
Manajemen Sumber Daya penting di PT Angkasa Pura I (Persero),
Manusia, Universitas diantaranya sebagai Manager Komersial
Pancasila Jakarta, Magister dan Pengembangan Usaha (2008-
pada Jurusan Marketing, 2012), Deputi Direktur Komersial dan
Massey University New Pengembangan Usaha Wilayah II (2012-
Zealand dan program 2013), Business Development Group Head
Doktor pada Jurusan (2013) dan Project Portfolio Analyst (2013-
Service Management, 2015).
Nortahunern Malaysia
University. He has served various important positions
in PT Angkasa Pura Area I (Persero),
Bachelor degree majoring including Commercial and Business
in Human Resource Development Manager (2008-2012),
Management, Universitas Deputy Director of Commercial and
Pancasila Jakarta, Regional Development Area II (2012-
Magister from Marketing 2013), Business Development Group
Department, Massey Head (2013) and Project Portfolio Analyst
University New Zealand (2013-2015).
and Doctoral Program
in Service Management
Department, Nortahunern
Malaysia University.

2017 Annual Report
589

Polana Direktur Teknik 10 April 2013 –31 56 tahun Perempuan
Banguningsih Desember 2017
Pramesti Technical Director 56 years old Female
April 10, 2013 –
December 31, 2017
Moch. Asrori Direktur Pemasaran dan 9 November 2015 – 53 tahun Laki-Laki

Pelayanan 22 Desember 2017
53 years old Male
Marketing and Services November 9, 2015 –
Devy W. A. Suradji Direktur Pemasaran dan 22 Desember 2017 – 47 Tahun Perempuan

Pelayanan 31 Desember 2017
47 years old Female
Marketing and Services December 22, 2017 –


Sarjana Teknik dari Kasi Mutu Konstruksi Sipil Ditjen Hubud Bidang Teknik
Jurusan Teknik Sipil, (1992–2002), Pemimpin Proyek PFBUJ
Fakultas Teknik Sipil dan (2002), Kasi Keterpaduan Program
Perencanaan, Institut Bandara (2002–2005), Kasubdit Program Engineering Field
Teknologi Bandung serta Bandara (2005–2007), dan Kasubdit
Program Pasca Sarjana Prasarana Bandara (2008).
bidang Transportasi,
Institut Teknologi Bandung. Head of Quality Project of Civil
Construction of Directorate General
Bachelor of Engineering of Civil Aviation (1992-2002), Project
from Department of Civil Leader of PFBUJ (2002), Head of Airport
Engineering, Faculty of Program Integrity (2002-2005), head of
Civil Engineering and sub directorate of Airport Program (2005-
Planning, Bandung Institut 2007), and head of sub directorate of
Teknologi Bandung and Airport Infrastructure (2008).
Postgraduate Program in
Transportation, Institut
Teknologi Bandung.
Sarjana Ekonomi pada Asisten Deputi Direktur Tarif dan Kerja Marketing dan Business
Jurusan Ekonomi sama Aero (2004), Manager Komersial, Development.
Manajemen, Universitas dan Pengembangan Usaha (2008-2012),
Terbuka. Strategic Business Development (2012- Marketing and Business
2013), dan Aviation Marketing Group Head Development.
Bachelor of Economics (2013-2015).
at the Department of
Economics Management, Assistant Deputy Director of Tariff and
Universitas Terbuka. Aero Cooperation (2004), Commercial and
Business Development Manager (2008-
2012), Strategic Business Development
(2012-2013), and Aviation Marketing
Group Head (2013-2015).
Sarjana bidang Perikanan General Manager Competency Management
dari Institut Pertanian PT Surveyor Indonesia sejak (1996–
Bogor (IPB), tahun 1993. 2004), Managing Director Indonesia
Master Environmental Friday Concepts Sdn. Bhd. (2005–2007),
Health Management New Chief Consultant di Tricon Group
dari Haven University, Indonesia (2007–2009), Marketing and
Connecticut, Amerika Communication Director WWF Indonesia
Serikat. (2009–2017), Staf Khusus Menteri BUMN
(2017), Komisaris PT Telkom Indonesia
Bachelor of Fisheries (Persero) Tbk (2017).
from Institut Pertanian
Bogor (IPB), 1993. Managing Director of Indonesia Friday
Master of Environmental Concepts Sdn. Bhd. (2005-2007),
Health Management New Chief Consultant at Tricon Group
from Haven University, Indonesia (2007-2009), Marketing and
Connecticut, USA. Communication Director of WWF Indonesia
(2009-2017), Special Staff of the Minister
of SOE (2017), Commissioner of PT Telkom
Indonesia (Persero) Tbk (2017).

2017 Annual Report
591

Sardjono Jhony Direktur Hubungan 11 Agustus 2017 – 31 46 Tahun Laki-Laki
Tjitrokusumo Internasional dan Desember 2017
Pengembangan Usaha 46 years old Male
August 11, 2017 –
International Relations December 31, 2017
and Business Development
Director


Lulusan Australian Aviation Pilot Di Merpati Airlines Sejak (1991-
College, CPL/IR/ME tahun 2004), Silk Air Singapore Airlines (2004-
1991. 2006), Qatar Airways (2006-2008).
Etihad Airways (2008-2010), Direktur
Graduate from Australian Utama PT Merpati Nusantara Airlines
Aviation College, CPL/IR/ (2010-2012), Founder/Owner Leste
ME Year 1991. Aviation (2013), Founder PT MBN (2007-
2017), Direktur Operasional West Java
International Airport (2015), Chairman
West Java Enterprises Partnership (WEP)
(2016-2017).
Pilot at Merpati Airlines Since (1991-

2004), Silk Air Singapore Airlines (2004-
2006), Qatar Airways (2006-2008), Etihad
Airways (2008-2010), President Director
of PT Merpati Nusantara Airlines (2010-
2012), Founder/ Owner of Leste Aviation
(2013), Founder of PT MBN (2007-2017),
Director of Operations of West Java
International Airport (2015), Chairman of
West Java Enterprises Partnership (WEP)
(2016-2017).

2017 Annual Report
593
JUMLAH DAN KOMPOSISI DIREKSI NUMBER AND COMPOSITION OF THE BOARD OF

DIRECTORS
Pada Tahun 2017, jumlah dan komposisi Direksi PT In 2017, the number and composition of the Board of
Angkasa Pura I (Persero) mengalami perubahan Directors of PT Angkasa Pura I (Persero) is changed
sebagaimana penjelasan sebagai berikut. as follows.
Periode 1 Januari 2017 – 11 Agustus 2017 Period Januari 1, 2017 –August 11, 2017
Periode 1 Januari 2017 – 11 Agustus 2017, Direksi Period January 1, 2017 - August 11, 2017, there
berjumlah 6 (enam) orang terdiri dari 1 (satu) orang were 6 (six) Directors consisted of 1 (one) President
Direktur Utama dan 5 (lima) orang Direktur. Seluruh Director and 5 (five) Directors. All of the members of
anggota Direksi berdomisili di wilayah kerja Kantor the Board of Directors were domiciled in the working
Pusat PT Angkasa Pura I (Persero). area of PT Angkasa Pura I (Persero) Head Office.

Direktur Utama
Danang S. Baskoro
President Director
Wendo Asrul Rose Direktur Operasi Chief Operations Officer
Direktur Keuangan dan Teknologi Informasi

Novrihandri
Direktur Personalia dan Umum
Adi Nugroho
General and Personel Director
Direktur Teknik
Polana Banguningsih Pramesti
Technical Director
Direktur Komersial dan Pengembangan Bisnis
Moch. Asrori
Commercial and Business Development Director
11 Agustus 2017 – 18 November 2017 August 11, 2017 –November 18, 2017
Periode 11 Agustus 2017 – 18 November 2017, Period August 11, 2017 - November 18, 2017,
Direksi berjumlah 7 (tujuh) orang terdiri dari 1 (satu) The Board of Directors shall be 7 (seven) members
orang Direktur Utama dan 6 (enam) orang Direktur. consisting of 1 (one) the President Director and 6
Serta adanya perubahan nomenklatur jabatan (six) Directors. And the change of nomenclature of
Direksi berdasarkan Keputusan Menteri Badan office Board of Directors based on the Ministerial
Usaha Milik Negara Nomor SK-155/MBU/08/2017. Decree of the Agency State Owned Enterprises
Seluruh anggota Direksi berdomisili di wilayah Number SK-155/MBU/08/2017. All members of the
kerja Kantor Pusat PT Angkasa Pura I (Persero). Board of Directors are domiciled in the territory the
work of PT Angkasa Pura I (Persero) Head Office.

Direktur Utama
Danang S. Baskoro
President Director
Direktur Operasi
Wendo Asrul Rose
Operations Director
Direktur Keuangan dan IT
Novrihandri
Direktur SDM dan Umum
Adi Nugroho
Direktur Teknik
Technical Director
Direktur Pemasaran dan Pelayanan
Moch. Asrori

18 November 2017 – 22 Desember 2017 November 18, 2017 – December 22, 2017
Bapak Wendo Asrul Rose sebagai Direktur Operasi Mr. Wendo Asrul Rose as the Chief Operations Officer
diangkat sebagai Pelaksana Tugas Direktur was appointed as the Chief Operations Officer of
Utama manggantikan Bapak Danang S. Baskoro the President Director to replace Mr. Danang S.
sebagai Direktur Utama yang wafat pada tanggal Baskoro as President Director who passed away on
18 November 2017. Sehingga pada periode 18 November 18, 2017. So on the period November 18,
November 2017 – 22 Desember 2017, Direksi 2017 - December 22, 2017, the Board of Directors
berjumlah 6 (enam) orang terdiri dari 1 (satu) orang consisted of 6 (six) people that are 1 (one) President
Pelaksana Tugas Direktur Utama dan 5 (lima) orang Director Caretaker and 5 (five) Directors. All of the
Direktur. Seluruh anggota Direksi berdomisili di members of the Board of Directors were domiciled
wilayah kerja Kantor Pusat PT Angkasa Pura I in the working area of PT Angkasa Pura I (Persero)
(Persero). Head Office

Direktur Operasi
Operations Director
Wendo Asrul Rose
Pelaksana Tugas Direktur Utama
Novrihandri
Finance and IT Director
Adi Nugroho
Direktur Teknik
Technical Director
Moch. Asrori
22 Desember 2017 – 31 Desember 2017 December 22, 2017 – December 31, 2017
Pada tanggal 22 Desember 2017, Pemegang On December 22, 2017, the Shareholders dismissed
Saham memberhentikan Bapak Moch Asrori dan Mr. Moch Asrori and appointed Mr. Faik Fahmi and
mengangkat Bapak Faik Fahmi serta Ibu Devy W. A. Ms. Devy W. A. Suradji. Therefore, in the Period of
Suradji. Sehingga pada Periode 22 Desember 2017– December 22, 2017-December 31, 2017, the Board
31 Desember 2017, Direksi berjumlah 7 (tujuh) of Directors consisted of 7 (seven) people those are
orang yang terdiri dari 1 (satu) Direktur Utama dan 1 (one) President Director and 6 (six) Directors.
6 (enam) orang Direktur.
Nama / Nama Jabatan / Jabatan

Direktur Utama
Faik Fahmi
President Director
Direktur Operasi
Wendo Asrul Rose
Operations Director
Novrihandri
Finance and IT Director
Adi Nugroho
Direktur Teknik
Technical Director
Director of International Relations and Business Development
Devy W. A. Suradji

2017 Annual Report
595
HUBUNGAN AFILIASI DIREKSI AFFILIATE RELATIONSHIPS OF THE BOARD OF

DIRECTORS
Direksi senantiasa bertindak independen, dalam The Board of Directors shall always act independently,
arti tidak mempunyai benturan kepentingan in the sense that there is no conflict of interest
yang dapat mengganggu kemampuannya untuk which may interfere the ability to perform its duties
melaksanakan tugas secara mandiri dan kritis, baik independently and critically, whether in relation
dalam hubungan satu sama lain maupun hubungan among others or to the Board of Commissioners.
terhadap Dewan Komisaris.
Direksi tidak memiliki hubungan keuangan, The Board of Directors has no financial relationship,
hubungan kepengurusan, kepemilikan saham dan/ management relationship, share ownership and/
atau hubungan keluarga dengan anggota Dewan or family relationship with other members of
Komisaris lainnya, Direksi dan/atau Pemegang Board of Commissioners, Board of Directors and/
Saham Pengendali atau hubungan dengan or Controlling Shareholders or relationship with the
Perseroan, sehingga, dapat melaksanakan tugas Company so that they can perform their duties and
dan tanggung jawabnya secara independen. responsibilities independently.
Direksi tidak memangku jabatan rangkap sebagai The Board of Directors shall not serve dual positions
Direktur Utama atau Direktur lainnya pada Badan as President Director or other Directors of State-
Usaha Milik Negara, Daerah dan Swasta atau Owned Enterprises, Local and Private Companies or
jabatan lain yang berhubungan dengan pengelolaan other positions dealing with the management of the
Perseroan, maupun jabatan struktural, dan Company, as well as structural positions, and other
jabatan fungsional lainnya pada instansi/lembaga functional positions at central and local government
pemerintah pusat dan pemerintah daerah, serta institutions/agencies and other positions in
jabatan lainnya sesuai dengan ketentuan Anggaran accordance with the provisions of the Articles of
Dasar Perseroan dan peraturan perundang- Association of the Company and other prevailing
undangan lainnya yang berlaku. laws and regulations.
Hubungan afiliasi antara anggota Direksi, Dewan Affiliate relationships between members of the
Komisaris, dan Pemegang Saham Utama dan/atau Board of Directors, Board of Commissioners and
pengendali, yang meliputi: Main Shareholders and /or controllers, include:
- Hubungan afiliasi antara anggota Direksi dengan - Affiliate relationships between members of the
anggota Direksi lainnya; Board of Directors and other members of the
Board of Directors;
- Hubungan afiliasi antara anggota Direksi dan - Affiliate relationships between members of the
anggota Dewan Komisaris; Board of Directors and members of the Board of
Commissioners;
- Hubungan afiliasi antara anggota Direksi dengan - Affiliate relationships between members of the
Pemegang Saham Utama dan/atau pengendali; Board of Directors and the Principal Shareholders
and/or controllers;
- Hubungan afiliasi antara anggota Dewan - Affiliate relationships between members of the
Komisaris dengan anggota Komisaris lainnya; Board of Commissioners and other members of
dan the Board of Commissioners; and
- Hubungan afiliasi antara anggota Dewan - Affiliate relationships between members of
Komisaris dengan Pemegang Saham Utama dan/ the Board of Commissioners and the Main
atau pengendali. Shareholders and/or controllers.

Independensi Direksi dapat dilihat sebagaimana tabel di bawah ini: The independence of the Board of Directors can be seen in the table below:
Tabel Hubungan Afiliasi Direksi

Affiliate relationships between the Board of Directors
Teknologi Informasi
Hubungan Keuangan, Keluarga dan Kepengurusan Direksi

Relationship of Financial, Family and Management of the board of Directors
Hubungan Keuangan Dengan Hubungan Keluarga Dengan Hubungan
Financial Relationship With Family Relationship With Kepengurusan
Periode Dengan
Nama Jabatan Jabatan 2017 Pemegang Pemegang Perusahaan Lain
Dewan Dewan
Name Position Work Period Direksi Saham Direksi Saham Management
Komisaris Komisaris
2017 The Board of Pengendali The Board of Pengendali Relationships
Board of Board of
Directors Controlling Directors Controlling with Others
shareholders shareholders Companies
17 Oktober
2016 – 18
November 2017
Danang S. Direktur Utama
President Director October √ √ √ √ √ √ √
Baskoro
17, 2016 –
November 18,
2017
22 Desember
2017 – 31
Desember 2017
Direktur Utama
Faik Fahmi President Director December √ √ √ √ √ √ √
22, 2017 –
December 31,
2017
9 November
2015 – 31
Direktur Operasi Desember 2017
Operations November
Director 9, 2015 –
December 31,
Wendo Asrul 2017
√ √ √ √ √ √ √
Rose 18 November
2017 – 22
Pelaksana Tugas Desember 2017
Direktur Utama
Acting President November
18, 2017 –
2017 Annual Report

Director
December 22,
2017
597
598
Periode Dengan
Company Profile
Pemegang Pemegang
Profil Perusahaan
Nama Jabatan Jabatan 2017 Dewan Dewan Perusahaan Lain

Komisaris Komisaris
Board of Board of

9 November
2015 – 31
Direktur Desember 2017
Keuangan dan IT
Novrihandri Finance and IT November √ √ √ √ √ √ √
December 31,
2017
9 November
Direktur SDM dan 2015 – 31
Umum Desember 2017
Adi Nugroho Human Capital November √ √ √ √ √ √ √
and General 9, 2015 –
Affairs Director December 31,
2017
Analisis dan Pembahasan Manajemen
10 April 2013
–31 Desember
Polana
Direktur Teknik 2017
Banguningsih Technical Director April 10, 2013 √ √ √ √ √ √ √
Pramesti
–December 31,
2017
Direktur 9 November
Pemasaran dan 2015 – 22
Pelayanan Desember 2017
Moch. Asrori Marketing November √ √ √ √ √ √ √
and Services 9, 2015 –
Development December 22,
Director
2017
Human Capital
Sumber Daya Manusia
Periode Dengan
Nama Jabatan Jabatan 2017 Pemegang Pemegang Perusahaan Lain
Dewan Dewan
Teknologi Informasi
Komisaris Komisaris

Board of Board of
22 Desember
Direktur 2017 – 31
Pemasaran dan Desember 2017
Devy W. A.
Pelayanan December √ √ √ √ √ √ √
Suradji Marketing and 22, 2017 –
Services Director December 31,
2017
Direktur
Hubungan 11 Agustus
Internasional dan 2017 – 31
Sardjono Pengembangan Desember 2017
Usaha
Jhony International August 11, √ √ √ √ √ √ √
Tjitrokusumo Relations 2017 –
December 31,
and Business
Development 2017
Director
2017 Annual Report

599
KEBIJAKAN RANGKAP JABATAN DIREKSI DUAL POSITIONS POLICY OF THE BOARD OF

DIRECTORS
Selain menjabat sebagai Direksi PT Angkasa Besides serving as the Board of Directors of PT
Pura I (Persero), beberapa anggota Direksi juga Angkasa Pura I (Persero), several members of the
merangkap jabatan pada perusahaan atau instansi Board of Directors are also concurrently serving
lainnya dalam lingkup yang diperbolehkan sesuai other positions in other companies or institutions
peraturan perundang-undangan dan ketentuan within the allowed scope in accordance with the
lainnya yang terkait, antara lain Peraturan Menteri laws and other related provisions such as Regulation
Negara BUMN Nomor: PER-01/MBU/2012 tentang of the Minister of State-Owned Enterprises Number:
Persyaratan dan Tata Cara Pengangkatan dan PER-01/MBU/2012 concerning Requirements and
Pemberhentian Anggota Direksi BUMN. Rangkap Procedure of Appointment and Dismissal of SOE’s
jabatan anggota Direksi PT Angkasa Pura I (Persero) Board of Directors. Dual positions of the members of
sebagai berikut. the Board of Directors of PT Angkasa Pura I (Persero)
are as follows.
Tabel Rangkap Jabatan Direksi

Table of Dual Positions of the Board of Directors
Jabatan pada Nama Perusahaan/

Perusahaan/Instansi Instansi Lain
Nama Jabatan Periode Jabatan 2017
Lain Name of Other
Name Position Working Period 2017
Position in Other Company /
Company / Institution Institution
17 Oktober 2016 – 18
Danang S. Direktur Utama November 2017 Komisaris
PT Jasamarga Bali Tol
Baskoro President Director October 17, 2016 – Commissioner
November 18, 2017
22 Desember 2017 –
Direktur Utama 31 Desember 2017 Komisaris PT Angkasa Pura
Faik Fahmi President Director December 22, 2017 – Commissioner Suport
December 31, 2017
Direktur Operasi
Desember 2017
Operations
Director November 9, 2015 –
Wendo Asrul December 31, 2017 Komisaris
PT Gapura Angkasa
Rose 18 November 2017 – Commissioner
Pelaksana Tugas
Direktur Utama 22 Desember 2017
Acting President November 18, 2017 –
Direktur Keuangan 9 November 2015 – 31

Komisaris Utama
dan IT Desember 2017 PT Angkasa Pura
Novrihandri President
Finance and IT November 9, 2015 – Logistik
Director Commissioner
December 31, 2017
Direktur SDM dan 9 November 2015 – 31

Umum Komisaris Utama
Desember 2017 PT Angkasa Pura
Adi Nugroho Human Capital and President
General Affairs November 9, 2015 – Retail
Commissioner
Komisaris Utama
PT Angkasa Pura
10 April 2013 – 31 President
Polana Properti
Direktur Teknik Desember 2017 Commissioner
Banguningsih Technical Director April 10, 2013 –
Pramesti Komisaris
December 31, 2017 PT Jasamarga Bali Tol
Commissioner
Direktur 9 November 2015 – 22

Pemasaran dan Komisaris Utama
Desember 2017 PT Angkasa Pura
Moch. Asrori Pelayanan President
November 9, 2015 – Hotel
Marketing and Commissioner
Services Director December 22, 2017

Jabatan pada Nama Perusahaan/

Perusahaan/Instansi Instansi Lain
Nama Jabatan Periode Jabatan 2017
Lain Name of Other
Name Position Working Period 2017
Position in Other Company /
Company / Institution Institution
Direktur 22 Desember 2017 – Indonesia Asian
Pemasaran dan
Devy W. A. 31 Desember 2017 Games 2018
Pelayanan Vice Deputy II
Suradji Marketing and December 22, 2017 – Organizing
Services Director December 31, 2017 Committee (INASGOC)
Direktur
Hubungan
Internasional dan
Pengembangan 11 Agustus 2017 – 31
Sardjono Usaha Desember 2017
Jhony Director of - -
August 11, 2017 –
Tjitrokusumo International December 31, 2017
Relations
and Business
Development
PENGELOLAAN BENTURAN KEPENTINGAN MANAGEMENT OF CONFLICT OF INTEREST OF THE

DIREKSI BOARD OF DIRECTORS
Dalam hal terjadi benturan kepentingan, anggota In the event of a conflict of interest occured, the
Dewan Komisaris, Direksi dan Pejabat Eksekutif members of the Board of Commissioners, Board of
Perseroan dilarang mengambil tindakan yang Directors and Executive Officers of the Company
dapat merugikan Perseroan atau mengurangi are prohibited from taking actions that could harm
keuntungan Perseroan dan wajib mengungkapkan the Company or reduce the Company's profits and
benturan kepentingan dimaksud dalam setiap shall disclose the conflict of interest in any decision.
keputusannya. Benturan kepentingan dimaksud Such conflicts of interest are: the difference between
antara lain adalah perbedaan antara kepentingan the economic interests of the Company and the
ekonomi Perseroan dengan kepentingan ekonomi personal economic interests of the owner, members
pribadi pemilik, anggota Komisaris, anggota of the Board of Commissioners, members of the
Direksi maupun Pejabat Eksekutif Perseroan dan Board of Directors and the Executive Officer of the
atau pihak terkait dengan Perseroan, pemberian Company and/or parties related to the Company; the
perlakuan istimewa kepada pihak – pihak tertentu granting of special treatment to the certain parties
di luar prosedur dan ketentuan yang berlaku. outside the prevailing procedures and regulations.
Apabila keputusan tetap harus diambil, maka harus If a decision has to be made, it shall prioritize the
mengutamakan kepentingan ekonomi Perseroan economic interests of the Company and avoid any
dan menghindarkan kerugian atau berkurangnya loss or decrease in profits of the Company.
keuntungan Perseroan.
KEPEMILIKAN SAHAM DIREKSI SHARE OWNERSHIP OF THE BOARD OF DIRECTORS
PT Angkasa Pura I (Persero) menyelenggarakan PT Angkasa Pura I (Persero) provides a Special

Daftar Khusus bagi seluruh anggota Direksi sebagai List for all members of the Board of Directors as a
salah satu bentuk komitmen dalam menghindari form of commitment in avoiding the activities that
aktivitas yang berpotensi menimbulkan benturan could potentially cause a conflict of interest. The
kepentingan. Daftar Khusus tersebut berisi Special list contains share ownership information
informasi kepemilikan saham anggota Direksi dan of the members of the Board of Directors and their
keluarga di Perseroan dan perusahaan lain. Rincian families’ share ownership of the Company and other
Kepemilikan Saham Direksi disajikan dalam tabel companies. The details of the Share Ownership of
berikut. the Board of Directors are presented in the following
table.

2017 Annual Report
601
Tabel Kepemilikan Saham Direksi

Table of Share Ownership of the Board of Directors
Kepemilikan Saham
Direksi Pada
Nama Jabatan Periode Jabatan 2017 Share Ownership
Name Position Work Period 2017 Perusahaan
PT Angkasa
Lain
Pura I (Persero)
Other Company
17 Oktober 2016 – 18 Nihil / Nil Nihil / Nil
Danang S. Direktur Utama November 2017
Baskoro President Director 17 Oktober 2016 – 18
November 2017
22 Desember 2017 – 31 Nihil / Nil Nihil / Nil
Direktur Utama Desember 2017
Faik Fahmi President Director December 22, 2017 –
December 31, 2017
9 November 2015 – 31 Nihil / Nil Nihil / Nil
Operations Director November 9, 2015 –
December 31, 2017
Wendo Asrul
Rose 18 November 2017 – 22
Pelaksana Tugas Direktur
Desember 2017
Utama
December 22, 2017
9 November 2015 – 31 Nihil / Nil Nihil / Nil

Direktur Keuangan dan IT Desember 2017
Novrihandri Finance and IT Director November 9, 2015 –
December 31, 2017
Desember 2017
Adi Nugroho Human Capital and General
Affairs Director
December 31, 2017
Polana 10 April 2013 –31 Nihil / Nil Nihil / Nil

Direktur Teknik Desember 2017
Banguningsih Technical Director April 10, 2013 – December
Pramesti 31, 2017

Direktur Pemasaran dan 9 November 2015 – 22
Pelayanan Desember 2017
Moch. Asrori Marketing and Services November 9, 2015 –
Development Director December 22, 2017
Direktur Pemasaran dan 22 Desember 2017 – saat Nihil Nihil

Devy W. A. Pelayanan ini
Suradji Marketing and Services December 22, 2017 –
Director present
Nihil Nihil
Direktur Hubungan
Internasional dan 11 Agustus 2017 – 31
Sardjono Jhony Pengembangan Usaha Desember 2017
Tjitrokusumo International Relations August 11, 2017 –
and Business Development December 31, 2017
Director
RAPAT DIREKSI MEETING OF THE BOARD OF DIRECTORS
Direksi PT Angkasa Pura I (Persero) melaksanakan The Board of Directors of PT Angkasa Pura I (Persero)
rapat rutin internal Direksi setiap minggu, yaitu conducts regular internal meetings of the Board of
setiap hari Selasa dan mengadakan Rapat Pimpinan Directors every week which is every Tuesday and
holds a Leader Meeting each month with the General

(Rapim) setiap satu bulan sekali dengan para Manager, Group Head and Board of Directors of the
General Manager, Group Head, dan Direksi Anak subsidiary. In addition, the Board of Directors also
Perusahaan. Selain itu, Direksi juga menghadiri attends the Board of Commissioners meeting which
rapat Dewan Komisaris yang mengundang Direksi. invites the Board of Directors.
AGENDA, TANGGAL DAN PESERTA RAPAT DIREKSI AGENDA, DATE AND BOARD MEETING PARTICIPANTS
Sepanjang tahun 2017, agenda, tanggal, dan peserta Throughout the year 2017, the agenda, date and
Rapat Direksi adalah sebagai berikut. participants of the BOD Meeting are as follows.
Tabel Rapat Direksi

Table of Meetings of the Board of Directors
Tanggal Agenda Peserta Kehadiran Keterangan

No.
Date Agenda Participants Attendance Information
1. 4-5 1. Persiapan Bahan Rapat Danang S. Hadir / Present
Januari dengan Dewan Komisaris Baskoro
2017 (Presentasi RUPS).
4-5 2. Tindak Lanjut Rekomendasi Polana B. Hadir / Present
January BPK RI atas Temuan Pada PT Pramesti
2017 Angkasa Pura I (Persero).
3. Laporan Progress Perjanjian Novrihandri Hadir / Present
Kerja Bersama Bandara
Ahmad Yani (Semarang). Wendo Asrul Hadir / Present
4. Pengelolaan Terminal Kargo Rose
oleh PT Angkasa Pura
Logistik. Moch Asrori Hadir / Present
5. Progress Proyek
pengembangan bandara
Semarang, Banjarmasin, dan
Adi Nugroho Hadir / Present
New Yogyakarta International
Airport (NYIA).
6. Permasalahan IT Company
terkait Common Use Check-
in System (CUCS) oleh PT
Angkasa Pura Suport.
7. Berakhirnya Masa Tugas
Direksi Anak Perusahaan.
1. Preparation of Meeting
Material with Board of
Commissioners (GMS
Presentation).
2. Follow up of BPK RI
Recommendation on Findings
on PT Angkasa Pura I
(Persero).
3. Progress Report on Work
Agreement with Ahmad Yani
Airport (Semarang).
4. Cargo Terminal Management
by PT Angkasa Pura Logistik.
5. Progress of the airport
development project of
Semarang, Banjarmasin and
New Yogyakarta International
Airport (NYIA).
6. IT Company issues related to
Common Use Check-in System
(CUCS) by PT Angkasa Pura
Suport.
7. The end of the Period
of Assignment of the
Subsidiary.

2017 Annual Report
603

No.
2. 11 Januari Rapat Terbatas/Rahasia Danang S. Hadir / Present
2017 Limited/Confidential Meeting Baskoro
11 January
2017 Polana B. Hadir / Present
Pramesti
Novrihandri Hadir / Present
Wendo Asrul Hadir / Present
Rose
Moch. Asrori Hadir / Present
3. 17 Januari Rapat Terbatas/Rahasia Danang S. Hadir / Present
2017 Baskoro
Limited/Confidential Meeting
17 January Polana B. Hadir / Present
2017 Pramesti
Rose
4. 31 Januari 1. Penyelesaian atas Inspeksi Danang S. Hadir / Present

2017 Mendadak Menteri BUMN. Baskoro
2. Presentasi Pokok-Pokok
31 January Perubahan Pedoman Polana B. Hadir / Present
2017 Pengadaan Barang/ Pramesti
Jasa Beserta Perubahan Novrihandri Hadir / Present
Administrasinya.
1. Settlement of Unannounced Wendo Asrul Hadir / Present
Inspections of Minister of Rose
SOEs.
2. Presentation of Principles of Moch. Asrori Hadir / Present
Changes to the Procurement
of Goods/Services Guidelines Adi Nugroho Hadir / Present
and its Administrative
Changes.
Procurement of Goods/
Services and Changes in
Administration.
5. 7 Februari 1. Presentasi General Manager Danang S. Tidak Hadir / Perjalanan

2017 SUB terkait terkelupasnya Baskoro Absent Dinas
Runway di Bandara Juanda- Official Travel
7 February Surabaya.
2017 2. Presentasi Konsultan Polana B. Hadir / Present
Sucofindo terkait Proyek Pramesti
Pengembangan Bandara Novrihandri Hadir / Present
Baru NYIA di Kulon Progo –
Yogyakarta. Wendo Asrul Hadir / Present
3. Paparan Draft Legal terkait Rose
Percepatan Penyelenggaraaan
Pembangunan Sarana dan Moch. Asrori Hadir / Present
Prasarana Bandara NYIA di
Kulon Progo. Adi Nugroho Hadir / Present
1. Presentation of General
Manager of SUB related to
Runway Exhaustion at Juanda
Airport-Surabaya.
2. Presentation of Sucofindo
Consultants related to NYIA
New Airport Development
Project in Kulon Progo -
Yogyakarta.
3. Legal Draft Exposure
related to Acceleration of
Development of Facilities and
Infrastructure of NYIA Airport
PT ANGKASA PURA I (PERSERO)in Kulon Progo.

No.
6. 2 Maret 1. Pembahasan Proses Danang S. Hadir / Present
2017 Pelelangan Project Baskoro
Management Supervision
2 March Consultant (PMSC) Polana B. Hadir / Present
2017 2. Solusi atas Permintaan Pramesti
menteri BUMN untuk Novrihandri Hadir / Present
merelokasi Komersial
Area di Lantai 3 Terminal Wendo Asrul Hadir / Present
Internasional Denpasar. Rose
1. Discussion of the Process of
Auction Project Management Moch. Asrori Hadir / Present
Supervision Consultant
(PMSC) Adi Nugroho Hadir / Present
2. Solutions on the request
of SOE minister to relocate
the Commercial Area on
the 3rd Floor of Denpasar
International Terminal
7. 7 Maret 1. Pembahasan Progress Danang S. Hadir / Present
2017 Proyek di PT Angkasa Pura I Baskoro
(Persero).
7 March 2. Perpanjangan Runway dan Polana B. Hadir / Present
2017 Apron PT Angkasa Pura I Pramesti
(Persero). Novrihandri Hadir / Present
3. Area Parkir Bandara
Semarang. Wendo Asrul Hadir / Present
4. Kerjasama PT Angkasa Pura I Rose
(Persero) dengan TNI.
1. Discussion on Project Moch. Asrori Hadir / Present
Progress in PT Angkasa Pura I
(Persero). Adi Nugroho Hadir / Present
2. Extension of Runway and
Apron of PT Angkasa Pura I
(Persero).
3. Semarang Airport Parking
Area.
4. Cooperation of PT Angkasa
Pura I (Persero) with TNI.
8. 8 - 9 Maret 1. Penyerahan Surat Penunjukan Danang S. Tidak Hadir / Perjalanan
2017 Paket 2 Proyek Banjarmasin Baskoro Absent Dinas /
kepada PT Nusa Kontruksi Official Travel
8 - 9 March Enjiniring.
2017 2. Tanah TNI AU Tumpang Tindih Polana B. Hadir / Present
(overlapping) dengan Tanah Pramesti
PT Angkasa Pura I (Persero) Novrihandri Hadir / Present
(Ex. Pemprov Kalsel).
3. Penugasan Bandar Udara Wendo Asrul Hadir / Present
Jenderal Besar Soedirman - Rose
Wirasaba di Purbalingga dari
Kementerian Perhubungan Moch. Asrori Hadir / Present PTS. DU
kepada PT Angkasa Pura I
(Persero). Adi Nugroho Hadir / Present
4. Usulan Perubahan Flow dan
Layout (Jangka Pendek)
Bandara Ahmad Yani –
Semarang.
5. Permintaan data proyek
untuk Staf Ahli Menteri
Keuangan.
6. Strategic Investor.
7. Progres Proyek Pembangunan
Bandara NYIA.
8. Kunjungan Kerja DPR Komisi
VI di Kupang.
9. Survey dan Visit ke bandara-
bandara baru yang rencana
akan dikelola.
10. Lain-lain.

2017 Annual Report
605

No.
1. Submission of Letter of
Appointment of Package 2
of Banjarmasin Project to PT
Nusa Kontruksi Enjiniring.
2. Land of TNI AU Overlapping
with Land of PT Angkasa
Pura I (Persero) (Ex South
Kalimantan Provincial
Government).
3. Assignment of General
Soedirman - Wirasaba Airport
in Purbalingga from the
Ministry of Transportation to
4. Proposed Change of Flow and
Layout (Short Term) Ahmad
Yani Airport - Semarang.
5. Request for project data for
Expert Staff of Minister of
Finance.
6. Strategic Investor.
7. The Progress of the NYIA
Airport Development Project.
8. Working visit of DPR
Commission VI in Kupang.
9. Survey and Visit to new
airports whose plans will be
managed.
10. Etc.
9. 15 Maret 1. Penyelesaian Permasalahan Danang S. Hadir / Present
2017 Hotel Transit Bandara Baskoro
15 March Balikpapan (tindak lanjut
2017 Rapat Direksi tanggal 10 Polana B. Hadir / Present
Januari 2017). Pramesti
2. Skema Kerja Sama PT Novrihandri Hadir / Present
Angkasa Pura I (Persero)
dengan Mitra. Wendo Asrul Tidak Hadir / Perjalanan
1. Settlement of Transit Hotel Rose Absent Dinas /
Balikpapan Airport Issues Official Travel
(follow up of Board of
Directors Meeting on 10 Moch. Asrori Hadir / Present
January 2017).
2. Cooperation Scheme of PT Adi Nugroho Hadir / Present
Angkasa Pura I (Persero) with
Partners
10. 11 April Rapat Terbatas/Rahasia. Danang S. Hadir / Present
2017 Limited/Confidential Meeting. Baskoro
11 April
Pramesti

Rose


No.
11. 25 April 1. Tindak lanjut arahan Danang S. Hadir / Present
2017 Menteri BUMN dan Menteri Baskoro
25 April Perhubungan.
2017 2. Bandara Denpasar. Polana B. Hadir / Present
3. Proyek Bandara Semarang. Pramesti
4. Proyek Bandara Banjarmasin. Novrihandri Hadir / Present
5. Proyek Bandara Yogyakarta.
6. Lain-lain. Wendo Asrul Hadir / Present
1. Follow up actions of SOE Rose
Minister and Minister of
Transportation.
2. Denpasar Airport. Adi Nugroho Hadir / Present
3. Semarang Airport Project.
4. Banjarmasin Airport Project.
5. Yogyakarta Airport Project.
6. Etc.
12. 2 Mei 2017 Rapat Terbatas/Rahasia. Danang S. Hadir / Present

2 May 2017 Limited/Confidential Meeting. Baskoro
Polana B. Hadir / Present
Pramesti
Rose
13. 9 Mei 2017 1. Hal-hal yang Perlu Dibahas Danang S. Hadir / Present
9 May 2017 dan Diputuskan dalam Rapat Baskoro
Direksi.
2. Follow Up pertemuan dengan Polana B. Hadir / Present
Jaksa Agung dan Jamintel Pramesti
pada tanggal 4 Mei 2017. Novrihandri Hadir / Present
3. Follow Up rapat dengan
Menteri BUMN dan Menteri
Perhubungan.
Rose
4. Progress Tim Negosiasi
dengan Conglomerate Moch. Asrori Hadir / Present
Company.
5. Presentasi Lombok Airport Adi Nugroho Hadir / Present
City oleh WOW Design Studio.
1. Things to Discuss and Decide
in the Board of Directors
Meeting
2. Follow Up meeting with
Attorney General and
Jamintel on 4 May 2017.
3. Follow Up meeting with
Minister of SOE and Minister
of Transportation.
4. Progress of Negotiation Team
with Conglomerate Company.
5. Lombok Airport City
Presentation by WOW Design
Studio.

2017 Annual Report
607

No.
14. 16 Mei 1. Laporan Procurement dan SOP Danang S. Hadir / Present
2017 Procurement baru. Baskoro
16 May 2. Paparan Danareksa terhadap
2017 Kriteria Mitra. Polana B. Hadir / Present
1. New Procurement and SOP Pramesti
Procurement reports. Novrihandri Hadir / Present
2. Danareksa Exposure to
Partner Criteria.
Rose
15. 22 Mei Rapat Terbatas/Rahasia. Danang S. Hadir / Present

2017 Limited/Confidential Meeting. Baskoro
22 May
Pramesti

Rose
Adi Nugroho Tidak Hadir / Perjalanan

Absent Dinas /
Official Travel
16. 24 Mei Paparan Basic Design dan Danang S. Hadir / Present
2017 Basign Development Bandara Baskoro
24 May Kulon Progo oleh Konsultan
2017 (Pusral UGM, Virama Karya, NSE Polana B. Hadir / Present
Engineering). Pramesti
Basic Design and Basign
Development Exposition of Kulon Novrihandri Hadir / Present
Progo Airport by Consultant
(Pusral UGM, Virama Karya, NSE
Engineering). Wendo Asrul Hadir / Present
Rose
17. 30 Mei 1. Pembahasan Lanjutan Basic Danang S. Hadir / Present

2017 dan Basic Development Baskoro
30 May Bandara Kulon Progo oleh
2017 (Pustral UGM, Virama Karya, Polana B. Hadir / Present
NSE Engineering). Pramesti
2. Pembahasan Penunjukkan Novrihandri Hadir / Present
Mitra Strategis oleh
Danareksa.
1. Discussion of Advanced Wendo Asrul Hadir / Present
Basic and Basic Development Rose
of Kulon Progo Airport by
(Pustral UGM, Virama Karya,
NSE Engineering). Adi Nugroho Hadir / Present
2. Discussion of the
Appointment of Strategic
Partners by Danareksa.


No.
18. 31 Mei 1. Pemillihan Mitra Strategis Danang S. Hadir / Present
2017 Bandara Kulon Progo. Baskoro
31 May 2. Bonus.
2017 3. Lain-lain. Polana B. Hadir / Present
1. Selection of Kulon Progo Pramesti
Airport Strategic Partners. Novrihandri Hadir / Present
2. Bonus.
3. Etc. Wendo Asrul Hadir / Present
Rose
19. 5 - 6 Juni 1. Permasalahan Hukum PT Danang S. Hadir / Present

2017 Angkasa Pura I (Persero). Baskoro
5 - 6 June 2. Usulan Optimalisasi
2017 Pelayanan dan Ruangan di Polana B. Hadir / Present
Terminal 1 Juanda. Pramesti
3. ERP SAP. Novrihandri Hadir / Present
1. Legal Issues of PT Angkasa
Pura I (Persero). Wendo Asrul Hadir / Present
2. Proposed Optimization of Rose
Service and Room at Terminal
1 Juanda.
3. ERP SAP. Adi Nugroho Hadir / Present
20. 13 Juni 1. Program Pemilihan Mitra Danang S. Hadir / Present

2017 Strategis Bandara Kulon Baskoro
13 June Progo dan Penetapan Nilai
2017 Proyek dan Scoring. Polana B. Hadir / Present
2. Kriteria Penilaian Mitra Pramesti
Strategis Bandara Kulon Novrihandri Hadir / Present
Progo.
3. Program Penyehatan PT Wendo Asrul Tidak Hadir / Perjalanan
Angkasa Pura Retail. Rose Absent Dinas /
4. Pertemuan dengan Official Travel
Conglomerate Company.
1. Selection Program of Kulon Moch. Asrori Hadir / Present
Progo Airport Strategic Adi Nugroho Hadir / Present
Partners and Project Value
and Scoring.
2. Criteria for Assessment of
Kulon Progo Airport Strategic
Partners.
3. Restoration of PT Angkasa
Pura Retail Program.
4. Meeting with Conglomerate
Company.
21. 15 Juni Putusan KPPU Perkara Nomor Danang S. Tidak Hadir / Perjalanan
2017 08/KPPU-L/2016 tentang Dugaan Baskoro Absent Dinas /
15 June Pelanggaran Pasal 17 Ayat (1) Official Travel
2017 dan (2) Undang-Undang Nomor
5 tahun 1999 terkait Praktek Polana B. Hadir / Present
Monopoli yang dilakukan oleh PT Pramesti
Angkasa Pura Logistik di Teminal Novrihandri Hadir / Present
Kargo Bandara Internasional
Sultan Hasanuddin-Makassar.
Wendo Asrul Tidak Hadir / Perjalanan
Decision of KPPU of Case
Rose Absent Dinas /
Number 08 / KPPU-L / 2016
Official Travel
concerning Alleged Violation
of Article 17 Paragraph (1) and Moch. Asrori Hadir / Present
(2) Law Number 5 Year 1999
related to Monopolistic Practices Adi Nugroho Hadir / Present
conducted by PT Angkasa Pura
Logistik at Teminal Cargo of
Sultan Hasanuddin International
Airport-Makassar .

2017 Annual Report
609

No.
22. 21 Juni Laporan Tim Seleksi Calon Danang S. Hadir / Present
2017 Mitra Kerja Sama Pembangunan Baskoro
21 June Bandara Kulon Progo.
2017 Selection Prospective Team Polana B. Hadir / Present
Report of Kulon Progo Airport Pramesti
Cooperation Development Novrihandri Hadir / Present
Cooperation.
Rose Absent Dinas /
Official Travel
23. 7 Juli 2017 1. Evaluasi Posko Lebaran Danang S. Hadir / Present
7 July 2017 Tahun 2017. Baskoro
2. Lain-lain.
1. Evaluation of Lebaran Post in Polana B. Hadir / Present
2017. Pramesti
2. Etc.

Rose
24. 11 Juli 1. Laporan Rencana Pengelolaan Danang S. Hadir / Present

2017 Bandara Badan Layanan Baskoro
11 July Umum (BLU) dan Unit
2017 Pengelola Bandar Udara Polana B. Hadir / Present
(UPBU) oleh PT Angkasa Pura Pramesti
I (Persero). Novrihandri Hadir / Present
2. Penjelasan surat PT
Sepinggan Sarana Utama dan Wendo Asrul Hadir / Present
Tindak Lanjut Penyelesaian Rose
Permasalahan Hotel Transit
(Hakaya Plaza Hotel) di
Bandara Balikpapan. Adi Nugroho Hadir / Present
3. Mutasi.
1. Report on Airport
Management Plan of Public
Service Agency (BLU) and
Airport Management Unit
(UPBU) by PT Angkasa Pura I
(Persero).
2. Explanation letter of PT
Sepinggan Sarana Utama and
Follow Up Resolving Transit
Hotel Issues (Hakaya Plaza
Hotel) at Balikpapan Airport.
3. Mutation.


No.
25. 12 Juli 1. Laporan Kinerja Realisasi Danang S. Hadir / Present
2017 sampai dengan Juni 2017 Baskoro
12 July 2. Lain-lain.
2017 1. Realization Performance Polana B. Hadir / Present
report until June 2017 Pramesti
2. Etc. Novrihandri Hadir / Present
Rose Absent Dinas /
Official Travel
26. 17 Juli 1. Laporan Progress Proyek Danang S. Hadir / Present
2017 Pembangunan Bandara Kulon Baskoro
17 July Progo.
2017 2. Kemitraan Strategis Polana B. Hadir / Present
Pembangunan dan Pramesti
Pengelolaan Infrastruktur Novrihandri Hadir / Present
Bandara Kulon Progo
(Persiapan bahan rapat Wendo Asrul Hadir / Present
dengan Dewan Komisaris). Rose
1. Progress Report of Kulon
Progo Airport Development
Project. Adi Nugroho Hadir / Present
2. Kulon Progo’s Strategic
Partnership for Infrastructure
Development and
Management of Infrastructure
(Preparation of meeting
materials with the Board of
Commissioners).
27. 25 Juli 1. Master Plan bandara Danang S. Hadir / Present

2017 Denpasar. Baskoro
25 July 2. Lain-lain.
2017 1. Master Plan of Denpasar Polana B. Hadir / Present
airport. Pramesti
2. Etc. Novrihandri Hadir / Present
Rose

2017 Annual Report
611

No.
28. 31 Juli 1. Laporan Hasil Negosiasi Danang S. Hadir / Present
2017 Addendum Perjanjian Kerja Baskoro
31 July Sama (PKS) PT Angkasa
2017 Pura I (Persero) – Incheon Polana B. Hadir / Present
International Airport Pramesti
Corporation (IIAC) Novrihandri Hadir / Present
2. Progress Perpres Bandara
Kulon Progo. Wendo Asrul Hadir / Present
3. Lain-lain. Rose
1. Report on the Negotiation
Result of Addendum of
Cooperation Agreement Adi Nugroho Hadir / Present
(PKS) of PT Angkasa Pura
I (Persero) - Incheon
International Airport
Corporation (IIAC)
2. Progress of Presidential
decree of Kulon Progo
Airport.
3. Etc.
29. 7 Agustus 1. Evaluasi Struktur Organisasi Danang S. Hadir / Present

2017 Bandara Pattimura Ambon Baskoro
7 August dan Bandara Frans Kaisiepo
2017 Biak.
2. Mutasi SDM – General
Manager (Rapat Terbatas). Polana B. Hadir / Present
3. Kesiapan dan Daya Dukung Pramesti
Operasional IMF Annual
Meetings 2018.
4. Paparan Kajian dan Studi
Catchment Area Bandara Novrihandri Hadir / Present
Adi Sutjipto, Bandara Kulon
Progo, Bandara Adi Sumarmo
Solo, dan Bandara Ahmad
Yani. Wendo Asrul Hadir / Present
5. Pembahasan Lanjutan Rose
Laporan Hasil Negosiasi
Addendum PKS PT Angkasa
Pura I (Persero) – IIAC.
6. Lain-lain.
1. Evaluation of Pattimura
Ambon Airport Organization
Structure and Frans Kaisiepo Adi Nugroho Hadir / Present
Biak Airport.
2. Human Resources Mutation
- General Manager (Limited
Meeting).
3. Preparedness and Operating
Support of IMF Annual
Meetings 2018.
4. Exposure of Study and Study
of Catchment Area of Adi
Sutjipto Airport, Kulon Progo
Airport, Adi Sumarmo Airport
Solo and Ahmad Yani Airport.
5. Continued Discussion of
Negotiated Addendum Report
of PKS PT Angkasa Pura I
(Persero) - IIAC.
6. Etc.


No.
30. 14 Agustus Perkenalan Direktur Hubungan Danang S. Hadir / Present
2017 Internasional dan Pengembangan Baskoro
14 August Usaha.
2017 Introduction to Director of Polana B. Hadir / Present
International Relations and Pramesti
Business Development. Novrihandri Hadir / Present
Rose
Sardjono Jhonny Hadir / Present
Tjitrokusumo
31. 15 Agustus 1. Pembahasan Lanjutan Danang S. Hadir / Present
2017 Laporan Hasil negosiasi Baskoro
15 August Addendum PKS PT Angkasa
2017 Pura I (Persero) – IIAC. Polana B. Hadir / Present
2. Penjelasan Tindak Lanjut atas Pramesti
Rumah Dinas Direksi dan Novrihandri Hadir / Present
Karyawan di Rawasari.
3. Laporan Progress Kerja Sama Wendo Asrul Hadir / Present
Pengelolaan Bandara BLU dan Rose
UPBU oleh PT Angkasa Pura I
(Persero). Moch. Asrori Hadir / Present
4. Corrective Action Upaya
Optimalisasi Area Komersial Adi Nugroho Hadir / Present
Bandara Balikpapan.
5. Lain-Lain.
Tjitrokusumo
1. Advanced Discussion of the
Report of the Addendum of
PKS of PT Angkasa Pura I
(Persero) - IIAC.
2. Explanation of Follow Up
on House of Directors and
Employees at Rawasari.
3. Report on Cooperation
Progress of BLU and UPBU
Airport Management by PT
4. Corrective Action Efforts to
Optimalize Commercial Area
of Balikpapan Airport.
5. Etc.
32. 22 Agustus 1. Percepatan Penyelesaian Danang S. Hadir / Present
2017 Proses Administrasi Proyek Baskoro
22 August Bandara Kulon Progo.
2017 2. Pembatalan Penunjukan Polana B. Hadir / Present
Pemenang Pekerjaan Paket 4 Pramesti
Proyek Bandara Ahmad Yani Novrihandri Hadir / Present
– Semarang.
1. Accelerated Completion of Wendo Asrul Hadir / Present
Administrative Process of Rose
Kulon Progo Airport Project.
2. Cancellation of Appointment
of Winner of Work Package 4 Adi Nugroho Hadir / Present
of Ahmad Yani Airport Project
- Semarang. Sardjono Jhonny Hadir / Present
Tjitrokusumo

2017 Annual Report
613

No.
33. 24 Agustus Evaluasi Struktur Organisasi Danang S. Hadir / Present
2017 (Penambahan Direktorat Baskoro
24 August Hubungan Internasional dan
2017 Pengembangan Usaha). Polana B. Hadir / Present
Evaluation of Organizational Pramesti
Structure (Addition of Directorate Novrihandri Hadir / Present
of International Relations and
Business Development). Wendo Asrul Hadir / Present
Rose
Tjitrokusumo
34. 29 Agustus 1. Pembahasan Lanjutan Danang S. Hadir / Present
2017 Evaluasi Perjanjian dengan Baskoro
29 August IIAC.
2017 2. Evaluasi Struktur Organisasi Polana B. Hadir / Present
3. Permasalahan Overlay Pramesti
Bandara Makassar dan Novrihandri Hadir / Present
Terminal Kargo di Komisi
Pengawas Persaingan Usaha Wendo Asrul Hadir / Present
(KPPU). Rose
4. Laporan hasil rapat dengan
Komandan Lanud TNI AU
5. Pembuatan SPK kepada Mitra Adi Nugroho Hadir / Present
NYIA.
6. Lain-lain. Sardjono Jhonny Hadir / Present
Tjitrokusumo
1. Advanced Discussion of
Agreement Evaluation with
IIAC.
2. Organizational Structure
Evaluation
3. Problems of Makassar Airport
Overlay and Cargo Terminal
at Commission for Business
Competition Supervision
(KPPU).
4. Report of the meeting with
Air Force Commander AU
5. Making SPK to NYIA Partners.
6. Etc.
35. 30 Agustus Pembahasan Penyusunan SOP Danang S. Hadir / Present
2017 Bandara Kulon Progo. Baskoro
30 August Discussion of Kulon Progo
2017 Airport Standard Operating Polana B. Hadir / Present
Procedures Formulation. Pramesti
Rose
Tjitrokusumo


No.
36. 13 1. Konsep Surat Edaran tentang Danang S. Hadir / Present
September Keikutsertaan Penyedia Baskoro
2017 dalam KSO/Kemitraan dan
13 Tata Cara Perhitungan Sisa Polana B. Hadir / Present
September Kemampuan Keuangan (SKK) Pramesti
2017 dan Sisa Kemampuan Paket
(SKP). Novrihandri Hadir / Present
2. Rencana Strategic Partnership
Bandara Lombok. Wendo Asrul Tidak Hadir / Izin karena
1. Concept of Circular Letter on Rose Absent Sakit /
Supplier Participation in KSO/ Absent due to
Partnership and Procedures illness
for Calculation of Financial Moch. Asrori Hadir / Present
Capacity Time (SKK) and
Remaining Capability Package Adi Nugroho Hadir / Present
(SKP).
2. Lombok Airport Strategic Sardjono Jhonny Hadir / Present
Partnership Plan. Tjitrokusumo
37. 22 Rencana Kerja Sama Danang S. Hadir / Present

September Pemanfaatan (KSP) Bandara Baskoro
2017 Komodo Labuan Bajo.
22 Rencana Kerja Sama Utilization Polana B. Hadir / Present
September Cooperation Plan (KSP) Komodo Pramesti
2017 Airport Labuan Bajo. Novrihandri Hadir / Present

Rose

Tjitrokusumo
38. 10 Oktober 1. Paparan Directors and Officers Danang S. Hadir / Present

2017 Liability oleh Jasindo. Baskoro
10 October 2. Finalisasi Strategic
2017 Partnership Lombok. Polana B. Hadir / Present
3. Usulan RKAP Tahun 2018. Pramesti
1. Exposure to Directors and Novrihandri Hadir / Present
Officers Liability by Jasindo.
2. Finalization of Lombok’s Wendo Asrul Hadir / Present
Strategic Partnership. Rose
3. Proposed RKAP (Work Plans
and Company Budgets) Year
2018. Adi Nugroho Tidak Hadir / Perjalanan
Absent Dinas Luar
Negeri /
Official Travel
Overseas
Sardjono Jhonny Tidak Hadir Sakit / Ill
Tjitrokusumo

2017 Annual Report
615

No.
39. 11 Oktober 1. Progress Persiapan IMF Bali. Danang S. Hadir / Present
2017 2. Pembahasan Lanjutan Baskoro
11 October Finalisasi Strategic
2017 Partnership Lombok. Polana B. Hadir / Present
1. Progress of Preparation of Pramesti
IMF Bali. Novrihandri Hadir / Present
2. Advanced Discussion of
Finalization of Lombok’s Wendo Asrul Hadir / Present
Strategic Partnership. Rose
Adi Nugroho Tidak Hadir / Perjalanan
Absent Dinas Luar
Negeri /
Official Travel
Overseas
Sardjono Jhonny Tidak Hadir / Sakit / Ill
Tjitrokusumo Absent
40. 17 Oktober 1. Pembahasan Pembuatan Danang S. Hadir / Present
2017 Kerja berdasarkan Baskoro
17 October Rekomendasi Menteri
2017 Perhubungan. Polana B. Tidak Hadir / Perjalanan
2. Pembahasan Addendum PKS Pramesti Absent Dinas /
TNI AL di Bandara Surabaya. Official Travel
1. Discussion on Work Novrihandri Hadir / Present
Establishment based on
the recommendation of the Wendo Asrul Hadir / Present
Minister of Transportation. Rose
2. Discussion on Addendum
of PKS TNI AL at Surabaya
Airport. Adi Nugroho Hadir / Present
Tjitrokusumo
41. 24 Oktober 1. Presentasi Preclearance Danang S. Hadir / Present
2017 Jamaah Haji dan Umrah oleh Baskoro
24 October Pak Suhaimi.
2017 2. Alokasi Jalan Jalur Lintas Polana B. Hadir / Present
Selatan (JJLS) di Bandara Pramesti
Kulon Progo. Novrihandri Hadir / Present
3. Progress Proyek-Proyek
Bandara. Wendo Asrul Hadir / Present
4. Finalisasi Usulan RKAP Rose
Investasi dan Eksploitasi
Tahun 2018. Adi Nugroho Hadir / Present
1. Presentation of Preclearance
of Hajj and Umrah by Pak Sardjono Jhonny Hadir / Present
Suhaimi. Tjitrokusumo
2. Allocation of Jalan Jalur
Lintas Selatan (South Cross
Lane Road) (JJLS) at Kulon
Progo Airport.
3. Progress of Airport Projects.
4. Finalization of RKAP
Proposal for Investment and
Exploitation of PT Angkasa
Pura I (Persero) Year 2018.


No.
42. 31 Oktober 1. Laporan Hasil Studi High Danang S. Hadir / Present
2017 Level Strategic Business Baskoro
31 October Review Bandara Lombok oleh
2017 Price Waterhouse Coopers. Polana B. Hadir / Present
2. Konsep Keputusan Direksi Pramesti
tentang Pedoman Pengadaan Novrihandri Hadir / Present
Pekerjaan Konstruksi
Terintegrasi Rancang dan
Bangun (Design and Build) Wendo Asrul Hadir / Present
Khusus Pekerjaan Proyek Rose
Pengembangan Bandara I Moch. Asrori Hadir / Present
Gusti Ngurah Rai – Bali.
3. Tim Negosiasi Teknis dan
Harga untuk Bandara Kulon Adi Nugroho Hadir / Present
Progo.
1. Lombok Airport High Level Sardjono Jhonny Hadir / Present
Strategic Business Review Tjitrokusumo
Report by Price Waterhouse
Coopers.
2. Concept of Decision of the
Board of Directors regarding
Guidelines on Procurement
of Integrated Construction
Works Design and Build
Specific Work of Airport
Development Project I Gusti
Ngurah Rai - Bali.
3. Technical Negotiation Team
and Price for Kulon Progo
Airport.
43. 3 November Konsinyering Proyek Danang S. Hadir / Present

2017 Pengembangan Bandara PT Baskoro
3 November Angkasa Pura I (Persero).
2017 Consignment of Airport Polana B. Hadir / Present
Development Project PT Angkasa Pramesti
Pura I (Persero). Novrihandri Hadir / Present
Rose
Tjitrokusumo
44. 14 Persiapan Rapat dengan Polana B. Hadir / Present
November Menteri Koordinator Bidang Pramesti
2017 Perekonomian terkait Jalur Jalan
14 Lintas Selatan (JJLS) Bandara Novrihandri Hadir / Present
November Kulon Progo. Wendo Asrul Hadir / Present
2017 Preparation of Meeting with Rose
Coordinating Minister for
Economic Affairs related to the Moch. Asrori Hadir / Present
Jalan Jalur Lintas Selatan (JJLS)
of Kulon Progo Airport.
Tjitrokusumo

2017 Annual Report
617

No.
45. 21 1. Temuan BPK terkait GVK. Polana B. Hadir / Present
November 2. Perubahan Struktur Pramesti
2017 Organisasi.
21 1. GVK related CPC findings. Novrihandri Hadir / Present
November 2. Organizational Structure Wendo Asrul Hadir / Present
2017 Changes. Rose
Tjitrokusumo
46. 28 1. Pembahasan Pelaksana Tugas Polana B. Tidak Hadir / Perjalanan
November Komisaris Utama PT Angkasa Pramesti Absent Dinas Luar
2017 Pura Suport. Negeri /
28 2. Perubahan Struktur Official Travel
November Organisasi. Overseas
2017 1. Discussion of the duties of
the President Commissioner Novrihandri Hadir / Present
of PT Angkasa Pura Support.
2. Organizational Structure Wendo Asrul Hadir / Present
Changes. Rose

Tjitrokusumo
47. 5 Desember 1. Struktur Organisasi. Polana B. Tidak Hadir / Perjalanan
2017 2. Kesejahteraan Karyawan. Pramesti Absent Dinas /
5 December 3. Penetapan Usulan General Official Travel
2017 Manager Bandara Surabaya
dan General Manager Bandara Novrihandri Hadir / Present
Kupang. Wendo Asrul Hadir / Present
4. Pembayaran Management Fee Rose
kepada Incheon (IIAC).
5. Tindak Lanjut Temuan BPK Moch. Asrori Hadir / Present
terhadap GVK.
1. Organizational structure. Adi Nugroho Hadir / Present
2. Employee welfare. Sardjono Jhonny Hadir / Present
3. Stipulation of the General Tjitrokusumo
Manager of Surabaya Airport
and General Manager of
Kupang Airport.
4. Payment of Management Fee
to Incheon (IIAC).
5. Follow Up CPC Findings on
GVK.


No.
48. 13 1. Tindak Lanjut GVK. Polana B. Hadir / Present
Desember 2. Konsep Surat Keputusan Pramesti
2017 Direksi tentang Pemberian
Bantuan Ibadah Keagamaan
Tahun 2016 kepada Pegawai Novrihandri Hadir / Present
dan Pembentukan Tim
Kajian Perubahan Program
Pensiun Manfaat Pasti (PPMP) Wendo Asrul Hadir / Present
ke Program Pensiun Iuran Rose
Pasti (PPIP) bagi Pegawai PT
3. Pembahasan Pembelian Moch. Asrori Hadir / Present
Aset Milik Pemprov NTB di
Bandara Lombok.
4. Permasalahan Sengketa Adi Nugroho Hadir / Present
Tanah Di Bandara Pattimura
Ambon Gugatan Julius
Tipawael.
5. Pembahasan Usulan RKAP Sardjono Jhonny Hadir / Present
2018. Tjitrokusumo
6. Tindak Lanjut Legal Opinion
TP4D Jateng.
1. Follow up of GVK.
2. Concept of Decision Letter
of the Board of Directors
regarding Provision of
Religious Religious Service
Assistance in 2016 to PT
Employee and Pembentukan
Tim Kajian Perubahan
Program Pensiun Manfaat
Pasti (the Establishment of A
Review Team for Changes in
Program Pensiun Iuran Pasti
(Defined Contribution Pension
Plan) (PPMP) to Defined
Contribution Pension Plan
(PPIP) for PT Angkasa Pura I
(Persero) Employee.
3. Discussion on Purchased
Assets of NTB Provincial
Government at Lombok
Airport.
4. Land Dispute Issues At
Pattimura Ambon Airport
as Lawsuit from Julyus
Tipawael.
5. Discussion of Proposed RKAP
2018.
6. Follow-up of Legal Opinion
TP4D Central Java.

2017 Annual Report
619

No.
49. 19 1. Laporan Kegiatan BPK Polana B. Tidak Hadir / Perjalanan
Desember di Denpasar, Surabaya, Pramesti Absent Dinas /
2017 Yogyakarta. Official Travel
19 2. Lombok Airport Strategic
December Partnership Updates. Novrihandri Hadir / Present
2017 1. BPK Activity Reports Wendo Asrul Hadir / Present
in Denpasar, Surabaya, Rose
Yogyakarta.
2. Lombok Airport Strategic Moch. Asrori Hadir / Present
Partnership Updates.
Sardjono Jhonny Tidak Hadir / Perjalanan
Tjitrokusumo Absent Dinas Luar
Negeri /
Official Travel
Overseas
50. 26 1. Arahan Direktur Utama dan Faik Fahmi Hadir / Present
Desember Program Kerja Direksi.
2017 2. Penyelesaian Permasalahan Polana B. Hadir / Present
26 Bandara Kulon Progo. Pramesti
December 1. Directives of the President Novrihandri Hadir / Present
2017 Director and the Work
Program of the Board of Wendo Asrul Hadir / Present
Directors. Rose
2. Settlement of Kulon Progo
Airport Problems. Devy W. A. Hadir / Present
Suradji
Tjitrokusumo
Sepanjang tahun 2017, agenda, tanggal, dan peserta Throughout the year 2017, the agenda, date and
Rapat Pimpinan adalah sebagai berikut. participants of the Leadership Meeting are as
follows.
Tabel Agenda, Tanggal dan Peserta Rapim

Table of Agenda, Date and Leadership Meeting’s Participants
No Tanggal Rapat Agenda Rapat Peserta Kehadiran

Meeting Date Meeting agenda Participants Attendance
1. 16 -17 Februari 2017 1. Presentasi General Danang S. Baskoro Hadir / Present
16 -17 February 2017 Manager, Pimpinan Proyek,
dan Anak Perusahaan. Polana B. Pramesti Hadir / Present
2. Arahan Direksi. Novrihandri Hadir / Present
1. Presentation of General
Manager, Project Leader Wendo Asrul Rose Hadir / Present
and Subsidiaries.
Mochammad Asrori Hadir / Present
2. Directors’ Directive.

2. 23 - 24 Mei 2017 1. Presentasi General Danang S. Baskoro Hadir / Present

23 - 24 May 2017 Manager, Pimpinan Proyek,
dan Anak Perusahaan. Polana B. Pramesti Hadir / Present
2. Persiapan Angkutan Novrihandri Hadir / Present
Lebaran Tahun 2017.
1. Presentation of General Wendo Asrul Rose Hadir / Present
Manager, Project Leader
and Subsidiaries.
2. Preparation of Lebaran Adi Nugroho Hadir / Present
Transportation in 2017.
3. 14 - 15 September 2017 1. Presentasi General Danang S. Baskoro Hadir / Present
14 - 15 September 2017 Manager
2. Arahan Direksi Polana B. Pramesti Hadir / Present
1. General Manager Novrihandri Hadir / Present
Presentation
2. Directors’ Directive Wendo Asrul Rose Hadir / Present
FREKUENSI DAN KEHADIRAN RAPAT DIREKSI FREQUENCY AND ATTENDANCE OF MEETING OF

THE BOARD OF DIRECTORS
Selama tahun 2017, Direksi telah mengikuti Rapat During 2017, the Board of Directors has attended
internal sebanyak 50 (lima puluh) kali, rapat the 50 (fifty) internal Meetings, 3 (three) leaders
pimpinan sebanyak 3 (tiga) kali, dan Rapat Gabungan meeting and 11 (eleven) Joint Meeting of the Board
Dewan Komisaris dan Direksi sebanyak 11 (sebelas) of Commissioners and the Board of Directors. The
kali. Frekuensi dan kehadiran rapat Direksi adalah frequency and attendance of the Board of Directors
sebagai berikut. meetings are as follows.

2017 Annual Report
621
622
Tabel Frekuensi dan Kehadiran Rapat Direksi
Frequency and Attendance of Meeting of The Board of Directors Table
Rapat Gabungan Direksi dengan
Rapat Direksi Rapat Pimpinan Dewan Komisaris
Company Profile
Profil Perusahaan
Board of Directors Meeting Leadership Meeting Joint Meeting of Directors with

Periode Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran

Nama Jabatan Jabatan 2017 Total and (%) Attendance Total and (%) Attendance Total and (%) Attendance
Name Position 2017 Position
Period Jumlah
Jumlah Jumlah Jumlah Jumlah Jumlah
Rapat
Rapat Kehadiran Kehadiran Rapat Kehadiran
% Number % %
Number of Number of Number of Number of Number of
of
Meetings Attendance Attendance Meetings Attendance
Meetings
17 Oktober 2016
– 18 November
Danang S. Direktur Utama 2017
President Director 17 Oktober 2016 44 40 91% 3 3 100% 10 7 70%
Baskoro
– 18 November
2017
22 Desember
2017 – 31
Desember 2017
Direktur Utama
Faik Fahmi December 1 1 100% - - - 1 1 100%
President Director
22, 2017 –
December 31,
2017
9 November
2015 – 31
Operations November
December 31,
2017
Wendo Asrul
50 45 90% 3 3 100% 11 6 54%
Rose 18 November
2017 – 22
Pelaksana Tugas
Desember 2017
Direktur Utama
November
Acting President
18, 2017 –
Director
December 22,
2017
Human Capital
Sumber Daya Manusia
Periode
Teknologi Informasi
Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Period Jumlah
Rapat
% Number % %
of
Meetings
9 November
2015 – 31
Direktur
Desember 2017
Keuangan dan IT
Novrihandri November 50 50 100% 3 3 100% 11 9 82%
Finance and IT
9, 2015 –
Director
December 31,
2017
9 November
Direktur SDM dan 2015 – 31
Umum Desember 2017
Adi Nugroho Human Capital November 50 47 94% 3 3 100% 11 7 64%

and General 9, 2015 –
Affairs Director December 31,
2017
10 April 2013
Polana –31 Desember
Banguningsih Technical Director April 10, 2013 50 46 92% 3 3 100% 11 11 100%
Pramesti – December 31,
2017
Direktur
9 November
Pemasaran dan
2015 – 22
Pelayanan
Desember 2017
Moch. Asrori Marketing 49 49 100% 3 3 100% 10 8 80%
November 9,
and Services
2015 –December
Development
22, 2017
Director
2017 Annual Report

623
624
Company Profile
Profil Perusahaan

Periode Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran

Period Jumlah
Rapat
% Number % %
of
Meetings
Direktur
22 Desember
Pemasaran dan
Devy W. A. 2017 – saat ini
Pelayanan 1 1 100% - - - 1 1 100%
Suradji December 22,
Marketing and
2017 – present
Services Director
Direktur
Hubungan
Internasional dan 11 Agustus 2017
Sardjono Pengembangan – 31 Desember
Usaha 2017
Jhony International August 11, 2017 21 17 81% - - - 4 3 75%
Tjitrokusumo Relations – December 31,
and Business 2017
Development
Director
Human Capital
Sumber Daya Manusia
PENGEMBANGAN KOMPETENSI DIREKSI DEVELOPMENT OF THE BOARD OF DIRECTORS

COMPETENCY
Pengembangan Kompetensi Direksi dapat dilihat Development of the Competence of the Board of
pada Bab Profil Sub Bab Pengembangan Kompetensi Directors can be seen in Chapter Profile of Sub
Direksi pada Laporan Tahunan ini. Division of Competence Development of the Board
of Directors in this Annual Report.
KEBIJAKAN REMUNERASI DIREKSI REMUNERATION POLICY OF BOARD OF DIRECTORS
Remunerasi Direksi ditetapkan dengan mengacu Remuneration of the Board of Directors is stipulated
pada Peraturan Menteri Negara BUMN No. PER- in accordance with the Regulation of the Minister of
02/MBU/06/2016 tanggal 20 Juni 2016 tentang State Owned Enterprises. PER-02 / MBU / 06/2016
Perubahan atas Peraturan Menteri Negara dated June 20, 2016 concerning Amendment to
BUMN No. PER-04/MBU/2014 tentang Pedoman the Regulation of the Minister of State-Owned
Penetapan Penghasilan Direksi, Dewan Komisaris, Enterprises. PER-04 / MBU / 2014 concerning
dan Dewan Pengawas Badan Usaha Milik Negara. Guidelines for Stipulation of Directors, Board of
Commissioners and Supervisory Board of State-
Owned Enterprises.
PROSEDUR PENETAPAN REMUNERASI PROCEDURES FOR REMUNERATIONS
Perseroan menetapkan remunerasi bagi Direksi The Company sets a remuneration for the Directors
mengacu pada ketentuan Peraturan Menteri Badan in accordance with the provisions of the Regulation
Usaha Milik Negara. Sesuai Peraturan Menteri of the Minister of State-Owned Enterprises.
tersebut, besaran penghasilan Direksi ditetapkan According to the Ministerial Regulation, the amount
oleh Rapat Umum Pemegang Saham (RUPS). of the Board of Directors' income is determined by
the General Meeting of Shareholders (GMS).
STRUKTUR REMUNERASI ANGGOTA DIREKSI REMUNERATION STRUCTURE OF THE BOARD OF

DIRECTORS
Adapun struktur remunerasi Direksi sebagai The structure of the Board of Directors' remuneration
berikut. is as follows.

2017 Annual Report
625
Tabel Struktur Penetapan Remunerasi

Table of Structure of Remuneration Determination
Jenis Remunerasi/
Fasilitas Keterangan
No.
Type of Remuneration / Information
Facility
1. Gaji / Salary Direktur Utama sebesar 100%
President Director: 100%
Direktur sebesar 90% dari gaji Direktur Utama
Director: 90% of President Director’s salary
2. Tunjangan / Allowance
Hari Raya Keagamaan Anggota Direksi diberikan tunjangan Hari Raya Keagamaan sebesar
Religious Days 1 (satu) kali gaji setiap tahun.
Members of the Board of Directors are given a religious holiday
allowance of 1 (one) yearly salary.
Perumahan Anggota Direksi diberikan tunjangan perumahan sebesar 40% dari
Housing gaji dengan ketentuan maksimal sebesar Rp27.500.000.
Members of the Board of Directors are given housing allowance of
40% of salary with a maximum requirement of Rp27,500,000.
Asuransi Purna Jabatan • Diberikan selama menjabat.
Post-Employment • Premi yang ditanggung perusahaan adalah maksimal 25% dari
Insurance gaji dalam 1 tahun.
• Pemilihan program untuk asuransi purna jabatan ditetapkan
oleh masing-masing anggota Direksi yang dikoordinasikan oleh
unit yang mengelola fasilitas dan tunjangan anggota Direksi
dan anggota Dewan Komisaris.
• Pemberian premi, iuran atau istilah lain yang relevan untuk
asuransi purna jabatan sudah termasuk di dalamnya premi
untuk asuransi kecelakaan dan kematian.
• Given during serving.
• Premiums borne by the company are a maximum of 25% of
salary in 1 year.
• The selection of programs for post-employment insurance
is determined by each member of the Board of Directors
coordinated by the unit managing the facilities and allowances
for members of the Board of Directors and members of the
Board of Commissioners.
• The granting of premiums, fees or other terms relevant to post
employment insurance includes the premium for accident and
death insurance.
3. Fasilitas / Amenities
Kendaraan / a. Anggota Direksi hanya berhak atas 1 (satu) fasilitas kendaraan
Vehicle dari Perseroan.
b. Fasilitas kendaraan termasuk dengan biaya pemeliharaan dan
operasional diberikan dengan memperhatikan kondisi keuangan
Perseroan.
c. Spesifikasi dan standar kendaraan ditetapkan oleh Menteri.
c. Anggota Direksi yang tidak lagi menjabat wajib mengembalikan
kendaraan dinas kepada Perseroan dalam jangka waktu paling
lambat 30 (tiga puluh) hari setelah tidak menjabat.
a. Members of the Board of Directors shall only be entitled to 1
(one) vehicle facility of the Company.
b. Vehicle facilities including maintenance and operational costs
are provided with due regard to the Company’s financial
condition.
c. Specifications and standards of vehicles are established by the
Minister.
d. Any member of the Board of Directors who is no longer in
office shall return the official vehicle to the Company within no
later than 30 (thirty) days after being deposed.

Jenis Remunerasi/
Fasilitas Keterangan
No.
Type of Remuneration / Information
Facility
Kesehatan / a. Fasilitas kesehatan diberikan dalam bentuk asuransi kesehatan
Health atau penggantian biaya obat.
b. Fasilitas kesehatan diberikan kepada anggota Direksi serta
suami/isteri dan maksimal 3 (tiga) orang anak yang belum
mencapai usia 25 (dua puluh lima) tahun dengan ketentuan
apabila anak yang belum berusia 25 (dua puluh lima) tahun
tersebut pernah menikah atau pernah bekerja maka yang
bersangkutan tidak berhak mendapatkan fasilitas kesehatan.
c. Fasilitas kesehatan diberikan berupa:
1). Rawat jalan dan obat,
2). Rawat inap dan obat,
3). Medical check up dengan ketentuan 1 (satu) kali setiap
tahun dan dilakukan di dalam negeri.
4). Apabila Dokter yang merawat memberikan rujukan untuk
berobat ke luar negeri, fasilitas kesehatan diberikan secara
penuh atau sebagian dengan memperhatikan kemampuan
Perseroan.
a. Health facilities are provided in the form of health insurance or
drug reimbursement.
b. Health facilities are provided to members of the Board of
Directors and husband / wife and a maximum of 3 (three)
children who have not reached the age of 25 (twenty five)
years with the provisions that if the child is not aged 25
(twenty five) concerned is not eligible for a health facility.
c. Health facilities are provided in the form of:
1). Outpatient and medication,
2). Hospitalization and medicine,
3). Medical check up with the provisions of 1 (one) time every
year and done in the country.
4). Where the treating physician provides referral to Overseas,
the health facility is provided in full or in part with due
regard to the Company’s ability.
Bantuan Hukum a. Fasilitas bantuan hukum kepada anggota Direksi diberikan
Legal Aid dalam hal terjadi tindakan/perbuatan untuk dan atas nama
jabatan anggota Direksi dengan maksud dan tujuan serta
kegiatan usaha Perseroan.
b. Fasilitas Bantuan Hukum diberikan dalam bentuk pembiayaan
jasa kantor pengacara/konsultan hukum yang meliputi proses
pemeriksaan sebagai saksi, tersangka, dan terdakwa dilembaga
peradilan.
c. Jasa kantor pengacara atau konsultan hukum yang dapat
dibebankan pembiayaannya adalah untuk 1 (satu) kantor
pengacara/konsultan hukum untuk 1 (satu) kasus tertentu.
d. Penunjukkan kantor pengacara/konsultan hukum dilakukan
oleh Perseroan sesuai dengan ketentuan pengadaan Perseroan.
a. Legal assistance facilities to members of the Board of Directors
are given in the event of actions / actions for and on behalf of
the members of the Board of Directors with the purpose and
objectives and business activities of the Company.
b. Legal Aid Facilities are provided in the form of financing of
lawyer / legal consultant services covering the examination
process as witnesses, suspects and defendants in the judiciary.
c. The services of lawyers ‘or lawyers’ offices which may be
financed are for 1 (one) lawyer / legal counsel for 1 (one)
particular case.
d. The appointment of a law office / legal consultant is conducted
by the Company in accordance with the provisions of the
procurement of the Company.
Fasilitas Perumahan Dalam hal Perseroan menyediakan rumah jabatan Direksi maka
Housing Facilities yang bersangkutan wajib mempergunakan rumah tersebut sebagai
fasilitas perumahan dan yang bersangkutan tidak diberikan
tunjangan perumahan.
In the event that the Company provides the home office of the
Board of Directors, the concerned person shall use the house
as a housing facility and concerned shall not be given housing
allowance.

2017 Annual Report
627
INDIKATOR PENETAPAN REMUNERASI DIREKSI INDICATOR OF DIRECTORS' REMUNERATION
Dalam menetapkan indikator Direksi mengacu In determining the indicator of the Board of
kepada Peraturan Menteri BUMN Nomor: PER- Directors refers to the Regulation of the Minister
04/MBU/2014 sebagaimana telah diubah dengan of SOE Number: PER-04/MBU/2014 as amended
Peraturan Menteri BUMN No. PER-02/MBU/06/2016 by Regulation of the Minister of SOEs. PER-02/
tentang Pedoman Penetapan Penghasilan Direksi, MBU/06/2016 regarding the guidelines for
Dewan Komisaris, dan Dewan Pengawas BUMN determination of the Board of Directors, Board of
sebagai berikut: Commissioners, and BUMN Supervisory Board as
follows:
• Faktor skala usaha • Business scale factor
• Faktor kompleksitas usaha • Factors of business complexity
• Tingkat inflasI • Inflation rate
• Kondisi dan kemampuan keuangan Perusahaan • The Company's financial condition and capability
• Faktor-faktor lain yang relevan, serta tidak boleh • Other relevant factors, and should not conflict
bertentangan dengan peraturan perundang- with legislation
undangan
JUMLAH NOMINAL/KOMPONEN REMUNERASI THE NOMINAL AMOUNT/COMPONENT OF

DIREKSI DIRECTORS REMUNERATION
Pada tahun 2017, secara lebih rinci remunerasi In 2017, in detail the remuneration of each member
masing-masing anggota Direksi yang telah of the Board of Directors that has been realized can
terealisasi dapat disampaikan, sebagai berikut. be submitted, as follows.

Tunjangan Premi Tunjangan Hari
Nama Jabatan Periode Honor Utilitas Asuransi Raya Tantiem 2016 Total selama 1 Tahun
Name Position Period Honorarium Utility Insurance Holiday Royalties 2016 Total for 1 Year
Allowance premium allowance
Teknologi Informasi
17 Oktober Rp140,000,000 Rp27,500,000 Rp35,000,000 RP167,500,000 Rp537,971,483 Rp2,932,971,483,47

2016 – 18
November
Danang S. Direktur Utama 2017
Baskoro President Director 17 Oktober
2016 – 18
November
2017
22 Desember Rp140,000,000 Rp27,500,000 Rp35,000,000 - - Rp202,500,000
2017 – 31
Desember
Direktur Utama 2017
Faik Fahmi President Director December
22, 2017 –
December 31,
2017
9 November Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 Rp2,369,905,956 Rp4,743,405,956,11
2015 – 31
Desember
Direktur Operasi
2017
Operations
November
Director
9, 2015 –
December 31,
Wendo Asrul 2017
Rose 18 November
2017 – 22
Pelaksana Tugas Desember
Direktur Utama 2017
Acting President November
December 22,
2017
Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 Rp2,369,905,956 Rp4,743,405,956,11

9 November
2015 – 31
Direktur Desember
Keuangan dan IT 2017
Novrihandri Finance and IT November
December 31,
2017
2017 Annual Report

629
630
Tunjangan Premi Tunjangan Hari
Nama Jabatan Periode Honor Utilitas Asuransi Raya Tantiem 2016 Total selama 1 Tahun
Name Position Period Honorarium Utility Insurance Holiday Royalties 2016 Total for 1 Year
Allowance premium allowance
Company Profile
Profil Perusahaan

Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 Rp2,369,905,956 Rp4,743,405,956,11
9 November
2015 – 31
Direktur SDM dan
Desember
Umum

2017
Adi Nugroho Human Capital
November
and General
9, 2015 –
Affairs Director
December 31,
2017
10 April 2013 Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 Rp2,369,905,956 Rp4,743,405,956,11

Polana –31 Desember
Banguningsih Technical Director April 10, 2013
Pramesti – December
31, 2017
Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 Rp2,369,905,956 Rp4,743,405,956,11

9 November
Direktur
2015 – 22
Pemasaran dan
Desember
Pelayanan
2017
Moch. Asrori Marketing
November
and Services
9, 2015 –
Development
December 22,
Director
2017
22 Desember - - - - - -
Direktur
2017 – saat
Pemasaran dan
Devy W. A. ini
Pelayanan
Suradji December
Marketing and
22, 2017 –
Services Director
present
Direktur Rp126,000,000 Rp27,500,000 Rp31,500,000 Rp153,500,000 - Rp1,078,500,000,00
Hubungan 11 Agustus
Internasional dan 2017 – 31
Sardjono Pengembangan Desember
Usaha 2017
Jhony International August 11,
Tjitrokusumo Relations 2017 –
and Business December 31,
Development 2017
Director
Human Capital
Sumber Daya Manusia
Remunerasi dalam satu tahun dikelompokkan dalam Remunerations in one year are grouped in the range
kisaran tingkat penghasilan adalah sebagai berikut. of income levels are as follows.
Tabel Kelompok Jumlah Remunerasi

Group Table Amount of Remuneration
Jumlah Remunerasi Jumlah Orang

Total Remuneration Number of people
Di atas Rp2 Milyar / Above Rp2 Billion 6
Di atas Rp1 Milyar - Rp2 Milyar / 1
Above Rp1 Billion - Rp2 Billion
Di atas Rp. 500 juta - Rp1 Milyar -
Above Rp. 500 million - Rp1 Billion
Rp500 juta ke bawah / Below Rp500 million 1
KEPUTUSAN DAN PELAKSANAAN TUGAS DIREKSI DECISIONS AND EXECUTION OF DUTIES OF

DIRECTORS
Selama tahun 2017, Direksi telah melaksanakan During 2017, the Board of Directors has performed
tugas dan tanggung jawabnya sebagai berikut. its duties and responsibilities as follows.
1. Penyusunan perencanaan Perusahaan; 1. Preparation of corporate planning;
2. Pemenuhan target kinerja Perusahaan 2. Fulfillment of the Company's performance
berdasarkan aspek keuangan, operasional, dan targets based on financial, operational and
administrasi; administrative aspects;
3. Pengembangan usaha Perusahaan, antara lain 3. The Company's business development is
melalui pengembangan beberapa bandara through the development of several airports in
di wilayah Banjarmasin, Semarang, dan Banjarmasin, Semarang and Yogyakarta;
Yogyakarta;
4. Pengelolaan aset dan keuangan Perusahaan, 4. The Company's asset and financial management,
termasuk penghapusan aset tetap tidak including the elimination of unproductive fixed
produktif dan serah terima aset kenavigasian assets and the transfer of assets related to the
terkait dibentuknya Perum LPPNPI; establishment of Perum LPPNPI;
5. Pelaksanaan kegiatan operasional Perusahaan, 5. Implementation of the Company's operational
khususnya melalui kinerja PJP4U, PJP, PJP2U, activities, in particular through the performance
counter dan garbarata, baik domestik maupun of PJP4U, PJP, PJP2U, counter and garbarata,
internasional; both domestically and internationally;
6. Penyelenggaraan rapat Direksi, menghadiri 6. The holding of meetings of the Board of
rapat Dewan Komisaris, dan Rapat Umum Directors, attending meetings of the Board
Pemegang Saham; of Commissioners and General Meeting of
Shareholders;
7. Pengawasan dan perbaikan proses bisnis 7. Supervision and improvement of internal
internal, termasuk menindaklanjuti temuan business processes, including following up on
Internal Audit dan auditor eksternal; findings of Internal Audit and external auditors;
8. Penyelesaian permasalahan Perusahaan, 8. Solving the Company's problems, especially the
khususnya permasalahan hukum yang sedang legal issues that the Company is facing;
dihadapi Perusahaan;
9. Pengawasan kinerja dan permasalahan Anak 9. Supervision of the performance and issues of
Perusahaan; serta Subsidiaries; and
10. Pelaksanaan tugas lainnya terkait kepengurusan 10. Implementation of other tasks related to the
perusahaan. management of the company.

2017 Annual Report
631
Selama tahun 2017, Direksi mengeluarkan Surat During 2017, the Board of Directors issues a
Keputusan untuk menunjang berjalannya kegiatan Decision Letter to support the Company's activities.
Perseroan. Adapaun Surat Keputusan yang telah The decree issued by the Board of Directors, among
dikeluarkan oleh Direksi antara lain: others:
Nomor Surat Perihal

Reference number Subject
Pedoman Pelaksanaan Latihan Penanggulangan Keadaan Darurat (PKD)
Skala Penuh Di Bandara PT Angkasa Pura I (Persero).
KEP.12/OB.03.03/2017 Guidance on the Implementation of the Full-Scale Emergency
Countermeasure (PKD) Training Exercise at the Airport PT Angkasa Pura
I (Persero).
Penghapusan Aktiva Tetap Tidak Produktif Umur Ekonomis di atas 5
(lima) Tahun.
SKEP.13/PL.07/2017
Abolishment Of Fixed Assets Unproductive Economic Life above 5 (five)
Years.
Pemberlakuan Sistem Manajemen Mutu ISO.
SKEP.40/OM.04/2017
Implementation of ISO Quality Management System.
Piagam Internal Audit (Internal Audit Charter).
KEP.51.I/PG.01/2017
Internal Audit Charter.
Pedoman Program Kemitraan dan Bina Lingkungan PT Angkasa Pura I
(Persero).
KEP.103/KU.12/2017
Guidance of Partnership Program and Environment Building PT Angkasa
Pura I (Persero).
Pedoman Penyusunan Peraturan di Lingkungan PT Angkasa Pura I
(Persero).
KEP.110/HK.01.01/2017
Guidelines for the Preparation of Regulations in the PT Angkasa Pura I
(Persero).
Pedoman Pelaksanaan Hubungan dan Tata Kerja Pengelolaan Anak
Perusahaan di PT Angkasa Pura I (Persero).
KEP.194/KB.05/2017
Guidance on the Implementation of Relationship and Working
Arrangement of Subsidiaries in PT Angkasa Pura I (Persero).
Road Map Penyempurnaan Implementasi Sistem Kepatuhan PT Angkasa
Pura I (Persero).
SKEP.197/PG.01/2017
Road Map of Perfection System Implementation Compliance PT Angkasa
Pura I (Persero).
Pedoman Akutansi Keuangan PT Angkasa Pura I (Persero).
KEP.208/OM.02.07/2017
Financial Accounting Guideline PT Angkasa Pura I (Persero).
PENILAIAN KINERJA DIREKSI PERFORMANCE APPRAISAL OF DIRECTORS
Direksi berkomitmen untuk senantiasa The Board of Directors is committed to continuously

meningkatkan pencapaian kinerjanya. Untuk improve its performance achievements. To support
mendukung hal tersebut, telah dilakukan penilaian this, the Board of Directors has evaluated the
kinerja Direksi melalui Key Performance Indicator performance of the Board of Directors through the
(KPI) Direksi tahun 2017 yang telah disahkan oleh 2017 Key Performance Indicator (KPI) approved by
Pemegang Saham melalui kontrak manajemen. the Shareholders through management contracts.
Selain itu, penilaian kinerja Direksi juga dilakukan In addition, the Board of Directors' performance
melalui assessment GCG. assessment is also conducted through a GCG
assessment.
PENILAIAN KINERJA DIREKSI BERDASARKAN KEY PERFORMANCE APPRAISAL OF DIRECTORS BASED

PERFORMANCE INDICATOR ON KEY PERFORMANCE INDICATORS
Penilaian kinerja Direksi melalui Key Performance Assessment of the performance of the Board of
Indicator (KPI) tahun 2017 yang telah disahkan Directors through Key Performance Indicator (KPI) of
oleh Pemegang Saham melalui Kontrak Manajemen. 2017 which has been approved by the Shareholders
through the Management Contract.

Prosedur Pelaksanaan Penilaian Kinerja Direksi Procedures for Conducting a Performance Appraisal
of The Board
Penilaian kinerja Direksi melalui KPI dilakukan oleh The performance of the Board of Directors through
Pemegang Saham melalui mekanisme Rapat Umum KPI shall be conducted by the Shareholders through
Pemegang Saham Tahunan. the mechanism of the Annual General Meeting of
Shareholders.
Kriteria Penilaian Kinerja Direksi Performance Appraisal Criteria for Directors

Kriteria penilaian kinerja Direksi meliputi: Performance evaluation criteria for the Board of
Directors include:
1. Keuangan dan Pasar. 1. Finance and Markets.
2. Fokus Pelanggan. 2. Customer Focus.
3. Efektivitas Produk dan Proses. 3. Effectiveness of Products and Processes.
4. Fokus Tenaga Kerja. 4. Manpower Focus.
5. Kepemimpinan, Tata Kelola, dan Tanggung 5. Leadership, Governance and Community
Jawab Kemasyarakatan. Responsibility.
Pihak yang Melakukan Penilaian Kinerja Direksi The Party Conducting The Performance Appraisal
of The Board
Pihak yang melakukan Penilaian kinerja Direksi Persons conducting Performance Evaluation of the
adalah Pemegang Saham dalam RUPS berdasarkan Board of Directors are Shareholders in the GMS
kewajiban yang tercantum dalam Perundang- based on the obligations contained in the applicable
undangan yang berlaku dan Anggaran Dasar Laws and Articles of Association or shareholder's
maupun amanat Pemegang Saham. Direksi akan mandate. The Board of Directors will be accountable
mempertanggungjawabkan kinerja mereka pada for their performance in the Period of 2017 in the
periode 2017 dalam RUPS. GMS.
Hasil Penilaian Kinerja Direksi The Results of The Director's Performance Appraisal
Pencapaian KPI Direksi tahun 2017 sebagai berikut. Achievement of KPI Directors in 2017 as follows.
Tabel Hasil Penilaian Kinerja Direksi

Table of Performance Appraisal Results of Directors
Skor Capaian
Key Performance Indicator Outcome Score
Key Performance Indicator Bobot Skor
Weight Score
Keuangan dan Pasar / Finance and Markets 24.00 20.29
Fokus Pelanggan / Customer Focus 22.00 22.91
Efektivitas Produk dan Proses / Effectiveness of Products and Processes 20.00 19.56
Fokus Tenaga Kerja / Focus of Labor 17.00 16.10
Kepemimpinan, Tata kelola dan Tanggung Jawab Kemasyarakatan 17.00 17.22
Leadership, Governance and Community Responsibility
Bobot / Weight 100 96,07

2017 Annual Report
633
PENILAIAN KINERJA DIREKSI BERDASARKAN GCG ASSESSMENT OF DIRECTORS PERFORMANCE

ASSESSMENT BASED ON GCG ASSESSMENT
Direksi berkomitmen untuk senantiasa The Board of Directors is committed to continuously

meningkatkan pencapaian kinerjanya. Untuk improve its performance achievements. To support
mendukung hal tersebut, dilakukan penilaian this, the Board of Directors' performance assessment
kinerja Direksi melalui GCG assessment. Penilaian through the GCG assessment is carried out.
kinerja Direksi melalui GCG Assessment yang telah Assessment of the Board of Directors' performance
dilakukan pada tahun 2017 adalah sebagai berikut. through GCG Assessment conducted in 2017 is as
follows.
Prosedur Pelaksanaan Assessment Kinerja Procedures for Conducting The Performance

Direksi Assessment of The Board of Directors
Prosedur Pelaksanaan GCG Assessment terkait Implementation Procedures GCG Assessment related
Kinerja Direksi adalah, sebagai berikut. Performance Board of Directors is, as follows.
1. Direksi menugaskan tim GCG assessment dalam 1. The Board of Directors assigns the GCG
melaksanakan Assessment. assessment team in carrying out the Assessment.
2. Tim Assessment mengkoordinir seluruh unit 2. The Assessment Team coordinates all related
kerja terkait termasuk berkoordinasi dengan work units including coordinating with the Board
Dewan Komisaris dalam rangka melaksanakan of Commissioners in order to implement the GCG
GCG Assessment. Assessment.
3. Tim Assessment memberikan nilai komposit 3. The Assessment Team provides composite
termasuk faktor positif dan negatif untuk values including positive and negative factors
disampaikan kepada Direksi dan kemudian to be submitted to the Board of Directors and
dimintakan persetujuan Dewan Komisaris. subsequently requested approval from the Board
of Commissioners.
4. Pelaksanaan GCG Assessment ini dilaksanakan 4. The implementation of GCG Assessment is carried
secara periodik setiap tahun. out periodically every year.
Kriteria Penilaian Kinerja Direksi Performance Appraisal Criteria for Directors

Kriteria yang digunakan dalam penilaian kinerja The criteria used in the performance evaluation of
Direksi tersebut meliputi: the Board of Directors include:
1. Pelaksanaan program pelatihan/pembelajaran 1. Implementation of Directors training/learning
Direksi; program;
2. Pembagian tugas/fungsi, wewenang, dan 2. The clear division of duties/functions, authority
tanggung jawab Direksi yang jelas; and responsibilities of the Board of Directors;
3. Penyusunan perencanaan perusahaan; 3. Preparation of corporate planning;
4. Pemenuhan target kinerja perusahaan; 4. Fulfillment of company performance targets;
5. Pelaksanaan pengendalian operasional dan 5. Implementation of operational and financial
keuangan terhadap implementasi rencana dan controls on the implementation of company
kebijakan perusahaan; plans and policies;
6. Pelaksanaan pengurusan perusahaan sesuai 6. Implementation of the company's management
dengan peraturan perundang-undangan yang in accordance with the prevailing laws and
berlaku dan Anggaran Dasar; regulations and the Articles of Association;
7. Pelaksanaan hubungan yang bernilai tambah 7. The implementation of value-added relationships
bagi perusahaan dan pemangku kepentingan; for companies and stakeholders;
8. Memonitor dan mengelola potensi benturan 8. Monitor and management of potential conflicts
kepentingan anggota Direksi dan manajemen of interest of members of the Board of Directors
di bawah Direksi; and management under the Board of Directors;
9. Pelaksanaan keterbukaan informasi dan 9. Implementation of information and
komunikasi, serta penyampaian informasi communication disclosure, and delivery of
kepada Dewan Komisaris dan Pemegang Saham information to the Board of Commissioners and
secara tepat waktu; Shareholders in a timely manner;

10. Penyelenggaraan rapat Direksi dan kehadiran 10. The holding of Board of Directors and Attendance
pada rapat Dewan Komisaris; meetings at the Board of Commissioners'
meeting;
11. Penyelenggaraan pengawasan intern yang 11. Provision of quality and effective internal
berkualitas dan efektif; supervision;
12. Penyelenggaraan fungsi Sekretaris Perusahaan 12. The operation of qualified and effective
yang berkualitas dan efektif; Corporate Secretary functions;
13. Penyelenggaraan RUPS Tahunan dan RUPS 13. The holding of the Annual General Meeting of
lainnya sesuai peraturan perundang-undangan. Shareholders and other General Shareholders
according to the laws and regulations.
Pihak yang Melakukan Penilaian Kinerja Direksi The Party Conducting The Performance Appraisal
of The Board
Pada tahun 2017, PT Angkasa Pura I (Persero) telah In 2017, PT Angkasa Pura I (Persero) has conducted
melakukan GCG assessment yang dilaksanakan oleh GCG assessment conducted by PT Bumi Pertiwi
PT Bumi Pertiwi Mandiri. Mandiri.
Hasil Penilaian Kinerja Direksi The Results of The Director's Performance Appraisal
Pada 2017, hasil penilaian kinerja Direksi mencapai In 2017, the performance appraisal results of the
skor 34,10 dengan capaian 97,45% dan predikat Board of Directors reached a score of 34.10 with
Sangat Baik. 97.45% achievement and excellent predicate.
PENILAIAN KINERJA KOMITE DI BAWAH DIREKSI PERFORMANCE ASSESSMENT OF THE BOARD OF

DIRECTORS COMMITTEES
Dalam melaksanaan tugas kepengurusannya, In conducting its stewardship duties, the Board
Direksi dibantu oleh Komite di bawah Direksi of Directors is assisted by a Committee under the
yaitu Komite Manajemen Risiko. Selama tahun Board of Directors, namely the Risk Management
2017, Komite Manajemen Risiko telah memberikan Committee. During the year 2017, the Risk
arahan untuk melakukan penyempurnaan Pedoman Management Committee has directed to improve
Manajemen Risiko Perseroan agar disesuikan the Risk Management Guidelines of the Company in
kondisi perusahaan saat ini termasuk dengan order to be adjusted to the current condition of the
adanya perubahan struktur organisasi serta company including changes to the organizational
melakukan evaluasi kebijakan manajemen risiko structure and to evaluate the company's risk
Perseroan dan melakukan review atas roadmap management policy and review the Roadmap of Risk
Implementasi Manajemen Risiko Persdroan. Direksi Management Implementation. The Board of Directors
menilai bahwa selama 2017, Komite Risiko telah assesses that during 2017, the Risk Committee has
menjalankan tugas dan tanggungjawabnya dengan performed its duties and responsibilities well.
baik.
MEKANISME PENGUNDURAN DIRI DAN THE MECHANISM OF RESIGNATION AND DISMISSAL

PEMBERHENTIAN DIREKSI OF THE BOARD OF DIRECTORS
Alasan dan tata cara pengunduran diri dan The reasons and procedures for resignation and
pemberhentian Direksi di PT Angkasa Pura I dismissal of the Board of Directors in PT Angkasa
(Persero) diatur dalam Board Manual Perseroan, Pura I (Persero) are regulated in the Board Manual
sebagai berikut. of the Company, as follows.
1. Masa jabatan anggota Direksi 5 (lima) tahun 1. The Position Period of 5 (five) years of the Board
dengan tidak mengurangi hak RUPS untuk of Directors without prejudice to the right of the
memberhentikan sewaktu-waktu. GMS to terminate at any time.
2. Setelah masa jabatannya berakhir, anggota 2. After the term of its position expires, the
Direksi dapat diangkat kembali oleh RUPS untuk members of the Board of Directors may be
1 (satu) kali masa jabatan. reappointed by the GMS for 1 (one) time of the
Position.

2017 Annual Report
635
3. Jabatan anggota Direksi akan berakhir, jika: 3. The positions of members of the Board of
Directors shall expire, if:
a. Masa jabatan berakhir. a. The Position ends.
b. Mengundurkan diri sesuai ketentuan yang b. Resigned as required.
berlaku.
c. Tidak lagi memenuhi persyaratan peraturan c. No longer meet the requirements of
perundang-undangan yang berlaku. applicable legislation.
d. Meninggal dunia. d. Pass away.
e. Diberhentikan berdasarkan keputusan e. Dismissed based on the GMS decision.
RUPS.
4. RUPS dapat memberhentikan jabatan anggota 4. GMS may terminate the Position of a member
Direksi sewaktu-waktu sebelum masa of the Board of Directors at any time before the
jabatannya berakhir dengan menyebutkan term of its position ends by stating the reason
alasan pemberhentiannya. for termination.
5. Dewan Komisaris berhak memberhentikan 5. The Board of Commissioners shall be entitled
untuk sementara waktu seorang atau lebih to temporarily discharge one or more members
anggota Direksi, jikalau mereka bertindak of the Board of Directors, if they are in conflict
bertentangan dengan Anggaran Dasar atau with the Articles of Association or neglect their
melalaikan kewajibannya atau terdapat alasan obligations or there is an urgent reason for the
yang mendesak bagi Perseroan. Company.
6. Pemberhentian sementara tersebut harus 6. Such suspension shall be notified in writing to
diberitahukan secara tertulis kepada the person concerned with the reasons for such
yang bersangkutan disertai alasan yang action.
menyebabkan tindakan tersebut.
7. Dalam waktu 30 (tiga puluh) hari setelah 7. Within 30 (thirty) days after such suspension, the
pemberhentian sementara tersebut, Dewan Board of Commissioners is required to call the
Komisaris diwajibkan untuk memanggil Rapat General Meeting of Shareholders who will decide
Umum Pemegang Saham yang akan memutuskan whether the relevant member of the Board of
apakah anggota Direksi yang bersangkutan akan Directors will be dismissed or returned to his /
diberhentikan seterusnya atau dikembalikan her position by first providing an opportunity for
kepada kedudukannya, dengan terlebih dahulu the member of the Board of Directors to self-
memberikan kesempatan pada anggota Direksi defense.
tersebut untuk membela diri.
8. Jika RUPS tidak diselenggarakan dalam 8. If the GMS is not held within a period of 30
jangka waktu 30 (tiga puluh) hari, maka (thirty) days, then such suspension shall be
pemberhentian sementara tersebut dinyatakan declared null and the dismissed member of the
batal dan anggota Direksi yang diberhentikan Board of Directors shall return to office with the
kembali menjalankan tugas dengan kuasa dan same power and authority.
kewenangan yang sama.
9. Anggota Direksi berhak mengundurkan diri 9. Members of the Board of Directors shall be
dari jabatannya dengan memberitahukan entitled to withdraw from their positions by
secara tertulis mengenai maksudnya tersebut notifying in writing of such intent to the Company
kepada Perusahaan dengan tembusan kepada with a copy to the Shareholders, Board of
Pemegang Saham, Dewan Komisaris dan Commissioners and other members of the Board
anggota Direksi lainnya paling lambat 30 (tiga of Directors no later than 30 (thirty) days prior
puluh) hari sebelum tanggal pengunduran to the date of resignation and effective from the
dirinya dan berlaku sejak tanggal disetujui date of approval of the resignation petition by
permohonan pengunduran dirinya oleh Rapat the Meeting General Shareholders; but if there
Umum Pemegang Saham; namun jika tidak ada is no decision of the GMS then the member of
keputusan dari RUPS maka anggota Direksi the Board of Directors stops on the requested
tersebut berhenti pada tanggal yang diminta date or with the passage of 30 (thirty) days from
atau dengan lewatnya waktu 30 (tiga puluh) hari the date of the application letter of resignation
sejak tanggal surat permohonan pengunduran received without the need for approval of the
diri diterima tanpa memerlukan persetujuan GMS.
RUPS.

10. Anggota Direksi yang mengundurkan 10. The resigning member of the Board of Directors
diri tersebut wajib menyampaikan shall be responsible for the actions which have
pertanggungjawaban atas tindakan-tindakannya not been accepted by the GMS.
yang belum diterima pertanggungjawbannya
oleh RUPS.
HUBUNGAN DEWAN KOMISARIS DAN THE RELATIONSHIP OF BOARD OF

DIREKSI COMMISSIONERS AND DIRECTORS
Keberhasilan penerapan good corporate governance The successful implementation of good corporate
salah satunya bergantung pada hubungan governance one of them depends on the working
kerja antar organ Perseroan. Demi terjalinnya relationship between the organs of the company. For
hubungan yang harmonis dalam pelaksanaan tugas, the sake of establishing a harmonious relationship
mekanisme kerja antar organ Perseroan diatur in the execution of duties, the mechanism of work
dengan berlandaskan prinsip kebersamaan, saling between the organs of the company is governed by
menghargai fungsi dan perannya dan bertindak the principle of togetherness, mutual appreciation of
sesuai dengan kewenangan yang telah ditetapkan its functions and roles and act in accordance with
untuk pencapaian visi – misi Perseroan. Mekanisme the established authority for the achievement of
kerja Direksi dan Dewan Komisaris harus diatur company's vision. The working mechanism of the
agar masing-masing dapat menjalankan tugas dan Board of Directors and Board of Commissioners shall
fungsinya secara efektif dan efisien. be regulated so that each can perform its duties and
functions effectively and efficiently.
Dewan Komisaris dan Direksi sesuai dengan Board of Commissioners and Board of Directors in
fungsinya masing-masing mempunyai tanggung accordance with their respective functions have a
jawab untuk menjaga kelangsungan usaha responsibility to maintain the company's long-term
Perseroan dalam jangka panjang yang tercermin business continuity as reflected in:
pada:
1. Terpeliharanya kesehatan perusahaan sesuai 1. Maintenance of company's health in accordance
dengan indikator dan kriteria yang ditetapkan with indicators and criteria established by the
oleh Kementrian BUMN selaku regulator. Ministry of SOEs as regulators.
2. Tercapainya imbal hasil yang wajar bagi 2. Achieving fair returns for Shareholder Value
(Peningkatan nilai) Pemegang Saham. enhancement.
3. Terlindunginya kepentingan stakeholders 3. Protecting the interests of other stakeholders.
lainnya.
4. Terlaksananya sistem dan prosedur kegiatan 4. Implementation of system and procedure of
usaha yang berfungsi sebagai pengendalian dan business activity which function as control and
pengelolaan risiko bagi kontinuitas manajemen risk management for continuity of company
perusahaan. management.
Terciptanya sebuah hubungan kerja yang baik The creation of a good working relationship between
antara Dewan Komisaris dengan Direksi merupakan the Board of Commissioners and the Board of
salah satu hal yang sangat penting agar masing- Directors is one of the most important things that
masing organ tersebut dapat bekerja sesuai each of these organs can work in accordance with
tanggung jawab dan wewenang masing-masing their respective responsibilities and authority
dengan efektif dan efisien. Untuk itu PT Angkasa effectively and efficiently. Therefore, PT Angkasa
Pura I (Persero), dalam menjaga hubungan kerja Pura I (Persero), in maintaining a good working
yang baik antara Dewan Komisaris dengan Direksi relationship between the Board of Commissioners
menerapkan prinsip-prinsip sebagai berikut: and the Board of Directors, applies the following
principles:
1. Dewan Komisaris menghormati tanggung 1. The Board of Commissioners respects the
jawab dan wewenang Direksi dalam mengurus responsibility and authority of the Board of
Perusahaan sebagaimana telah diatur dalam Directors in managing the Company as regulated
peraturan perundang-undangan maupun in the laws and regulations of the Company.
Anggaran Dasar Perusahaan.

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2. Direksi menghormati tanggung jawab dan 2. The Board of Directors respects the responsibility
wewenang Dewan Komisaris untuk melakukan and authority of the Board of Commissioners to
pengawasan dan memberikan nasihat terhadap exercise oversight and advise on the Company's
kebijakan pengurusan Perusahaan oleh Direksi. management policies by the Board of Directors.
3. Dalam rangka saling menghormati tanggung 3. In the framework of mutual respect for the
jawab dan wewenang Organ Perseroan lainnya, responsibilities and powers of other Company
Dewan Komisaris dan Direksi harus memahami Organs, the BoC and BoD must understand the
tanggung jawab dan wewenang organ Perseroan responsibilities and powers of other organs of
lainnya. the Company.
4. Setiap hubungan kerja antara Dewan Komisaris 4. Any working relationship between the Board of
dengan Direksi merupakan hubungan yang Commissioners and the Board of Directors is a
bersifat formal kelembagaan, dalam arti harus formal institutional relationship, in the sense
senantiasa dilandasi oleh suatu mekanisme must always be based on a standard mechanism
baku atau korespondensi yang dapat or correspondence that can be accounted for.
dipertanggungjawabkan.
5. Setiap hubungan kerja yang bersifat informal 5. Any informal employment relationship may
dapat saja dilakukan oleh masing-masing be exercised by each member of the Board of
Anggota Dewan Komisaris dan Direksi, namun Commissioners and the Board of Directors,
tidak dapat dipakai sebagai kebijakan formal but can not be used as a formal policy before
sebelum melalui mekanisme atau korespondensi through mechanisms or correspondence that can
yang dapat dipertanggungjawabkan. be accounted for.
6. Dewan Komisaris berhak memperoleh akses 6. The Board of Commissioners is entitled to have
atas informasi Perusahaan secara tepat waktu access to Company information in a timely and
dan lengkap. complete manner.
7. Direksi bertanggungjawab untuk memastikan 7. The Board of Directors is responsible for
bahwa informasi mengenai Perusahaan telah ensuring that the Company's information has
diberikan kepada Dewan Komisaris secara tepat been submitted to the Board of Commissioners
waktu dan lengkap. in a timely and complete manner.
8. Sekretaris Perusahaan dan Sekretaris 8. Corporate Secretary and Secretary of the Board
Dewan Komisaris berfungsi sebagai pejabat of Commissioners functions as liaison officer
penghubung antara Direksi dan Dewan between Board of Directors and Board of
Komisaris. Commissioners.
9. Organ yang membantu Dewan Komisaris pada 9. The organs that assist the Board of Commissioners
saat berhubungan kerja dengan organ yang when dealing with the organs that assist the
membantu Direksi harus sepengetahuan Dewan Board of Directors are subject to the knowledge
Komisaris. of the Board of Commissioners.
10. Organ yang membantu Direksi pada 10. The organs that assist the Board of Directors when
saat berhubungan kerja dengan organ dealing with the organs that assist the Board of
yang membantu Dewan Komisaris harus Commissioners must be as knowledgeable to the
sepengetahuan Direksi. Board of Directors.
11. Direksi berkewajiban hadir dalam rapat yang 11. The Board of Directors shall be required by
diselenggarakan oleh Dewan Komisaris , jikalau the Present in a meeting held by the Board of
diundang. Commissioners, if invited.
ORGAN DAN KOMITE DI BAWAH DEWAN ORGANS AND THE BOARD OF

KOMISARIS COMMISSIONERS COMMITTEES
Dalam melaksanakan tugasnya, Dewan Komisaris In performing its duties, the Board of Commissioners
dibantu oleh Sekretaris Dewan Komisaris dan is assisted by the Secretary of the Board of
Komite Penunjang, yaitu Komite Audit serta Komite Commissioners and Supporting Committees, namely
Risiko Usaha dan GCG. Dewan Komisaris tidak the Audit Committee and the Business Risk and GCG
memiliki Komite Nominasi dan Remunerasi, namun Committee. The Board of Commissioners does not
memiliki fungsi yang melaksanakan tugas di bidang have a Nomination and Remuneration Committee,
nominasi dan remunerasi. Organ dan Komite di but has functions that perform tasks in the field

bawah Dewan Komisaris tersebut diuraikan sebagai of nomination and remuneration. Organs and
berikut. Committees under the Board of Commissioners are
outlined as follows.
SEKRETARIS DEWAN KOMISARIS SECRETARY OF THE BOARD OF COMMISSIONERS
Untuk menunjang kelancaran pelaksanaan tugas, To support the smooth implementation of duties, the
Dewan Komisaris dibantu oleh Sekretaris Dewan Board of Commissioners is assisted by the Secretary
Komisaris. Sekretaris Dewan Komisaris diangkat of the Board of Commissioners. The Secretary
dan diberhentikan oleh Dewan Komisaris sehingga of the Board of Commissioners is appointed and
Sekretaris Dewan Komisaris bertanggung jawab dismissed by the Board of Commissioners so that
secara langsung kepada Dewan Komisaris dalam the Secretary of the Board of Commissioners is
melaporkan pelaksanaan tugasnya. directly responsible to the Board of Commissioners
in reporting the execution of its duties.
TUGAS DAN TANGGUNG JAWAB SEKRETARIS DUTIES AND RESPONSIBILITIES OF THE SECRETARY
DEWAN KOMISARIS OF THE BOARD OF COMMISSIONERS
Sekretaris Dewan Komisaris menjalankan tugas The Secretary of the Board of Commissioners
administrasi dan kesekretariatan yang berkaitan performs administrative and secretarial duties
dengan seluruh kegiatan Dewan Komisaris, yaitu: related to all activities of the Board of Commissioners,
namely:
- Mempersiapkan rapat, termasuk bahan rapat - Preparing for meetings, including meeting
Dewan Komisaris. materials of the Board of Commissioners.
- Membuat risalah rapat Dewan Komisaris sesuai - Making minutes of meetings of the Board of
Anggaran Dasar Perusahaan. Commissioners in accordance with the Articles
of Association of the Company.
- Mengadministrasikaan dokumen Dewan - Administering documents of the Board of
Komisaris, baik surat masuk maupun surat Commissioners, both incoming and outgoing
keluar, serta risalah rapat maupun dokumen mail, as well as minutes of meetings or other
lainnya. documents.
- Menyusun rancangan rencana kerja dan - Drafting the work plan and budget of the Board
anggaran Dewan Komisaris. of Commissioners.
- Menyusun rancangan laporan-laporan Dewan - Drafting the reports of the Board of
Komisaris. Commissioners.
- Memastikan bahwa Dewan Komisaris mematuhi - Ensuring that the Board of Commissioners
peraturan perundang-undangan serta comply with laws and regulations and apply GCG
menerapkan prinsip-prinsip GCG. principles.
- Memberikan informasi yang dibutuhkan oleh - Providing information required by the Board of
Dewan Komisaris secara berkala dan/atau Commissioners on a regular basis and / or at any
sewaktu-waktu apablia diminta. time if requested.
- Mengkoordinasikan anggota Komite, jika - Coordinating members of the Committee, if
diperlukan, dalam rangka memperlancar tugas necessary, in order to facilitate the duties of the
Dewan Komisaris. Board of Commissioners.
- Mengumpulkan data-data teknis yang berasal - Collecting technical data from committees within
dari Komite-komite di lingkungan Dewan the Board of Commissioners and experts of the
Komisaris dan tenaga ahli Dewan Komisaris Board of Commissioners for the benefit of the
untuk kepentingan Dewan Komisaris. Board of Commissioners.
- Sebagai penghubung (liason officer) Dewan - As the liaison officer of the Board of
Komisaris dengan pihak lain. Commissioners with other parties.
- Melaksanakan tugas lain Dewan Komisaris. - Carrying out other duties of the Board of
Commissioners.

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639
PROFIL SEKRETARIS DEWAN KOMISARIS PROFILE OF THE BOARD OF COMMISSIONERS
Berdasarkan Surat Keputusan Dewan Komisaris Based on the Decree of the Board of Commissioners
Nomor: KEP. 05/DK.AP.I/2016 tanggal 1 November Number: KEP. 05 / DK.AP.I / 2016 dated November
2016, Sekretaris Dewan Komisaris PT Angkasa Pura 1, 2016, Secretary of the Board of Commissioners
I (Persero) dijabat oleh M. Rosyid Ariansyah. of PT Angkasa Pura I (Persero) is held by M. Rosyid
Ariansyah.
Warga Negara Indonesia, umur 34 Indonesian citizen, aged 34 years,

tahun, lahir di Klaten pada tanggal born in Klaten on 2 January 1982.
2 Januari 1982. Memperoleh gelar Obtained his Bachelor of Economics
Sarjana Ekonomi dari Universitas from Universitas Indonesia, Jakarta
Indonesia, Jakarta pada tahun in 2007. Has served as Head
2007. Pernah menjabat sebagai of Administration and Finance
menjabat sebagai Kepala Sub Administration of the Ministry of
Bagian Tata Kelola Administrasi Dan SOEs and has served as Secretary
Keuangan Kementerian BUMN dan of Board of Commissioners PT
pernah menjabat sebagai Sekretaris Reasuransi Internasional Indonesia.
M. Rosyid Dewan Komisaris PT Reasuransi He has been Secretary of the
Ariansyah Internasional Indonesia. Beliau Company’s Board of Commissioners
menjabat sebagai Sekretaris Dewan since November 1, 2016.
Komisaris Perusahaan sejak tanggal
1 November 2016.
PENGEMBANGAN KOMPETENSI SEKRETARIS THE DEVELOPMENT OF THE COMPETENCE OF THE

DEWAN KOMISARIS SECRETARY OF THE BOARD OF COMMISSIONERS
Pengembangan kompetensi Sekretaris Dewan Development of the competence of the Secretary of

Komisaris dilakukan melalui rapat Internal. the Board of Commissioners is conducted through
internal meetings.
PELAKSANAAN TUGAS SEKRETARIS DEWAN THE EXECUTION OF THE TASKS OF THE SECRETARY
KOMISARIS TAHUN 2017 OF THE BOARD OF COMMISSIONERS IN 2017
Adapun pelaksanaan tugas Sekretaris Dewan The execution of the duties of the Secretary of the
Komisaris di tahun 2017, sebagai berikut. Board of Commissioners in 2017, as follows.
1. Mempersiapkan 17 (tujuh belas) rapat internal 1. Preparing 17 (seventeen) internal meetings
dan 11 (sebelas) kali rapat gabungan Dewan and 11 (eleven) joint meetings of the Board of
Komisaris dan Direksi serta menyiapkan materi Commissioners and the Board of Directors and
rapat. preparing the meeting material.
2. Membuat risalah rapat Dewan Komisaris sesuai 2. Making minutes of meetings of the Board of
Anggaran Dasar Perusahaan. Commissioners in accordance with the Company's
Articles of Association.
3. Mengadministrasikan dokumen-dokumen 3. Administering documents of the Board of
Dewan Komisaris, antara lain surat masuk Commissioners, including incoming and outgoing
maupun surat keluar, serta risalah rapat maupun mail, meeting minutes and other documents.
dokumen lainnya.
4. Menyusun program rencana kerja dan anggaran 4. Developing a work program plan and budget of
Dewan Komisaris tahun 2017. the Board of Commissioners in 2017.
5. Manyusun laporan-laporan Dewan Komisaris 5. Reporting of the Board of Commissioners in
tahun 2017. 2017.
6. Memastikan bahwa Dewan Komisaris mematuhi 6. Ensuring that the Board of Commissioners
peraturan perundang-undangan serta comply with laws and regulations and apply GCG
menerapkan prinsip GCG. principles.

7. Menjadwalkan kerja Dewan Komisaris ke 7. Scheduling the work of the Board of

cabang-cabang Perusahaan. Commissioners to the Company's branches.
8. Menyiapkan, mengendalikan, mengkoordinir, 8. Preparing, controlling, coordinating and reporting
dan melaporkan kegiatan para Komite. the activities of the Committee.
KOMITE AUDIT AUDIT COMMITTEE
Komite Audit merupakan perangkat Dewan The Audit Committee is a Board of Commissioner's
Komisaris yang berfungsi membantu Dewan tool that serves to assist the Board of Commissioners
Komsiaris dalam melaksanakan tugasnya, in performing its duties, which oversees the Board
yaitu mengawasi Direksi dalam menjalankan of Directors in conducting the management of the
kepengurusan Perseroan serta memberikan nasihat Company and provides advice to the Board of
kepada Direksi. Komite Audit PT Angkasa Pura I Directors. The Audit Committee of PT Angkasa Pura
(Persero) terdiri dari seorang Ketua berasal dari I (Persero) consists of a Chairman from a member of
salah seorang anggota Dewan Komisaris, dan 2 the Board of Commissioners, and 2 (two) members,
(dua) orang anggota, berasal dari luar Perusahaan from outside the Company with no connection to
yang tidak mempunyai kaitan dengan manajemen, management, ownership link and / or connection
kaitan kepemilikan saham dan/atau kaitan dengan with business activities Company. Members of the
kegiatan usaha Perusahaan. Anggota Komite Audit Audit Committee are appointed and dismissed by
diangkat dan diberhentikan oleh Dewan Komisaris the Board of Commissioners and reported to the
dan dilaporkan kepada RUPS. GMS.
DASAR PEMBENTUKAN KOMITE AUDIT THE FOUNDATION FOR ESTABLISHING AN AUDIT

COMMITTEE
Dasar pembentukan Komite Audit PT Angkasa Pura Basis for establishment of Audit Committee of PT
I (Persero), antara lain: Angkasa Pura I (Persero), among others:
a. Undang-undang Nomor 19 tahun 2003 tentang a. Law Number 19 of 2003 concerning BUMN.
BUMN.
b. Peraturan Menteri Negara BUMN Nomor: PER- b. Regulation of the Minister of State Owned
05/MBU/2006 tentang Komite Audit pada Enterprises Number: PER-05/MBU/2006
BUMN. concerning Audit Committee on SOEs.
c. Peraturan Bapepam Nomor: IX.I.5 tentang c. Bapepam (The Capital Market Supervisory
Pembentukan dan Pedoman Pelaksanaan Kerja Body) Rule Number: IX.I.5 on the Establishment
Komite Audit. and Implementation Guidelines of the Audit
Committee.
d. Peraturan Menteri Negara BUMN Nomor: PER- d. Regulation of the Minister of State Owned
09/MBU/2012 tentang Penerapan Tata Kelola Enterprises Number: PER-09/MBU/2012 on the
Perusahaan yang Baik pada BUMN. Implementation of Good Corporate Governance
in State-Owned Enterprises.
e. Peraturan Menteri Negara BUMN Nomor: PER- e. Regulation of the Minister of State Owned
12/MBU/2012 tentang Organ Pendukung Dewan Enterprises Number: PER-12/MBU/2012
Komisaris. concerning the Supporting Organ of the Board of
Commissioners.
PIAGAM KOMITE AUDIT CHARTER OF THE AUDIT COMMITTEE
Dalam melaksanakan tugas dan tanggung jawabnya, In performing its duties and responsibilities, the
Komite Audit berpedoman pada Piagam Komite Audit Audit Committee is guided by the Charter of Audit
PT Angkasa Pura I (Persero) yang telah disahkan Committee of PT Angkasa Pura I (Persero) which has
oleh Dewan Komisaris. Piagam tersebut memuat been ratified by the Board of Commissioners. The
ketentuan yang harus dipatuhi pembentukan dan Charter contains provisions that must be complied
pelaksanaan kegiatan Komite Audit agar dapat

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641
bekerja secara independen, obyektif, mandiri, with forming and implementing the activities of the
transparan, dan dapat dipertanggungjawabkan. Audit Committee in order to work independently,
Piagam tersebut ditata dalam bentuk Bab sebagai objectively, independently, transparently and
berikut. responsibly. The charter is organized in the following
Chapter form.
Bagian I Pendahuluan Part I Preliminary
Memuat penjelasan tentang latar Contains an explanation of background,
belakang, visi, dan misi, serta maksud vision and mission, as well as intent and
dan tujuan. purpose.
Bagian II Pembentukan dan Keanggotaan Komite Part II Establishment and Membership of the Audit
Audit Committee
Memuat penjelasan tentang Contains explanations on the definition,
pengertian, struktur Komite Audit, structure of the Audit Committee,
keanggotaan, pembentukan, dan membership, establishment and
pengangkatan anggota, persyaratan appointment of members, membership
keanggotaan, serta masa tugas anggota requirements, and the duration of the
Komite Audit. members of the Audit Committee.
Bagian III Fungsi, Tugas, Kewenangan dan Part III Functions, Duties, Authorities and
Tanggung Jawab Responsibilities
Memuat penjelasan tentang fungsi, Contains an explanation of functions, tasks,
tugas, kewenangan, dan tanggung authorities, and responsibilities.
jawab.
Bagian IV Lingkup Pekerjaan Part IV Scope of work
Memuat penjelasan tentang laporan Contains an explanation of the financial
keuangan, pengendalian internal, statements, internal controls, compliance
ketaatan pada peraturan, serta tugas with the rules, and the specific duties of the
khusus dari Komisaris. Board of Commissioners.
Bagian V Kode Etik dan Mekanisme Rapat Part V Code of Ethics and Mechanism of Meetings
Memuat penjelasan tentang kode etik, Contains a description of the code of
rapat Komite Audit, serta pendanaan. conduct, Audit Committee meetings, and
funding.
Bagian VI Penutup Part VI Closing
TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT TASKS AND RESPONSIBILITIES OF THE AUDIT
COMMITTEE
Komite Audit bertugas untuk: The Audit Committee is responsible for:

1. Membantu Komisaris dalam memastikan 1. Assisting the Board of Commissioners in ensuring
efektivitas sistem pengendalian intern dan the effectiveness of the internal control system
efektivitas pelaksanaan tugas eksternal auditor and the effectiveness of the execution of the
dan internal auditor. external duties of auditors and internal auditors.
2. Menilai pelaksanaan kegiatan serta hasil audit 2. Assessing the implementation of activities and
yang dilaksanakan oleh Internal Audit maupun audit results conducted by the Internal Audit or
eksternal auditor. external auditors.
3. Memberikan rekomendasi mengenai 3. Providing recommendations on the improvement
penyempurnaan sistem pengendalian of management control system and its
manajemen serta pelaksanaannya. implementation.
4. Memastikan telah terdapat prosedur review 4. Ensuring there has been a satisfactory review
yang memuaskan terhadap segala informasi procedure for any information issued by the
yang dikeluarkan Perusahaan. Company.
5. Melakukan identifikasi hal-hal yang memerlukan 5. Identifying matters that require the attention
perhatian Komisaris serta tugas-tugas Komisaris of the Board of Commissioners and other
lainnya. Commissioners' duties.

Tanggung jawab Komite Audit yaitu: The responsibilities of the Audit Committee are:
1. Komite Audit bertanggung jawab kepada 1. The Audit Committee is accountable to the Board
Komisaris. of Commissioners.
2. Pertanggungjawaban Komite Audit kepada 2. The accountability of the Audit Committee to
Komisaris disampaikan dalam laporan the Commissioners is submitted in the quarterly
triwulanan dan tahunan pelaksanaan tugas and annual reports of the performance of the
Komite Audit, serta dalam laporan pelaksanaan Audit Committee's duties, as well as in the
tugas khusus Komite Audit. implementation reports of the Audit Committee
specific tasks.
3. Komite Audit bertanggung jawab menjaga 3. The Audit Committee is responsible for
kerahasiaan dokumen, data, dan informasi maintaining the confidentiality of Company
Perusahaan. documents, data and information.
WEWENANG KOMITE AUDIT AUTHORITY OF THE AUDIT COMMITTEE
Adapun wewenang Komite Audit sebagai berikut. The authority of the Audit Committee is as follows.
1. Komite Audit berwenang untuk mendapatkan 1. The Audit Committee is authorized to obtain
informasi secara penuh dan bebas tentang full and free information about its employees,
karyawan, dana, aset, serta sumber daya funds, assets, and other resources relating to the
Perusahaan lainnya yang berkaitan dengan performance of its duties.
pelaksanaan tugasnya.
2. Dalam melaksanakan kewenangan tersebut, 2. In the exercise of such authority, the Audit
Komite Audit wajib bekerja sama dengan Committee shall cooperate with the Internal
Internal Audit. Audit.
3. Apabila diperlukan, dengan persetujuan tertulis 3. Where necessary, with the prior written
Komisaris, Komite Audit dapat meminta bantuan approval of the Board of Commissioners, the
tenaga ahli dan/atau konsultan untuk membantu Audit Committee may request the assistance of
Komite Audit. experts and/or consultants to assist the Audit
Committee.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN STRUCTURE, MEMBERSHIP AND EXPERTISE OF THE

KOMITE AUDIT AUDIT COMMITTEE
Komite Audit PT Angkasa Pura I (Persero) Tahun The Audit Committee of PT Angkasa Pura I (Persero)
2017 dipimpin oleh seorang Ketua didampingi 2 2017 is chaired by a Chairman accompanied by 2
(dua) orang wakil ketua, yang ketiganya berasal (two) vice chairmen, all of whom are from the Board
dari Dewan Komisaris, serta memiliki 2 (dua) orang of Commissioners, and have 2 (two) Committee
anggota Komite, yang masing-masing memiliki members, each of whom has educational and expert
kualifikasi pendidikan dan keahlian di bidang audit. qualifications in the field of audit.
Periode 1 Januari 2017 – 16 Mei 2017 Period 1 january 2017 – 16 may 2017
Struktur dan keanggotaan Komite Audit Periode The structure and membership of the Audit
1 Januari – 16 Mei 2017 diangkat berdasarkan Committee Period 1 January - 16 May 2017 shall
Keputusan Dewan Komisaris Nomor: KEP-02/ be appointed by virtue of Decision of the Board
DK.AP.I/2016 tanggal 20 Agustus 2016, adalah of Commissioners Number: KEP-02/DK.AP.I/2016
sebagai berikut. dated 20 August 2016, as follows.

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Tabel Struktur, Keanggotaan dan Keahlian Komite Audit

Table of Structure, Membership And Expertise of The Audit Committee
Nama Jabatan Keterangan Keahlian

Name Position Information Expertise
Boy Syahril Qamar Ketua Komite Komisaris Independen Ekonomi, Human
Chairman of the Independent Capital dan
Committee Commissioner Hukum
Economics, Human Capital
and Law
Dwi Ary Purnomo Wakil Ketua I Komisaris Bidang Akuntansi,
Vice Chairman I Commissioner Keuangan,
dan Teknologi
Informasi.
Accounting, Finance, and
Syaiful Anggota / Member Pihak Independen Akuntansi, Audit
Independent Party Accounting, Audit
Agus Waluyo Anggota / Member Pihak Independen Akuntansi, Audit
Independent Party Accounting, Audit
Periode 16 Mei 2017 – 31 Desember 2017 Period 16 May 2017 – 31 December 2017
Struktur dan keanggotaan Komite Audit Periode Structure and Membership of the Audit Committee
16 Mei 2017 – 31 Desember 2017 diangkat Period 16 May 2017 - 31 December 2017 is
berdasarkan Keputusan Dewan Komisaris Nomor: appointed by Decision of the Board of Commissioners
KEP-02/DK.AP.I/2017 tanggal 16 Mei 2017, adalah Number: KEP-02/DK.AP.I/2017 dated 16 May 2017,
sebagai berikut. is as follows.

Name Position Information Expertise
Boy Syahril Qamar Ketua Komite Komisaris Independen Ekonomi, Human
Chairman of the Independent Capital dan
Committee Commissioner Hukum
Economics, Human Capital
and Law
Dwi Ary Purnomo Wakil Ketua I Komisaris Bidang Akuntansi,
Vice Chairman I Commissioner Keuangan,
dan Teknologi
Informasi.
Accounting, Finance, and
Selby Nugraha Wakil Ketua II Komisaris Teknik
Rachman Vice Chairman II Commissioner Kebandarudaraan
Airport Technique
Syaiful Anggota Pihak Independen Akuntansi, Audit
Member Independent Party Accounting, Audit
Agus Waluyo Anggota Pihak Independen Akuntansi, Audit
Member Independent Party Accounting, Audit

PROFIL KOMITE AUDIT COMMITTEE AUDIT PROFILE
Profil Komite Audit per 31 Desember 2017 adalah The Audit Committee Profile as of December 31,
sebagai berikut. 2017 is as follows.
Profil Beliau dapat dilihat pada His profile can be seen on the Board
bagian Profil Dewan Komisaris pada of Commissioner’s Profiles Part in
Laporan Tahunan ini. this Annual Report.
Boy Syahril Qamar

Ketua Komite Audit
Chairman of the
Committee Audit
Dwi Ary Purnomo

Wakil Ketua I Komite
Audit
Vice Chairman I Audit
Committee

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645
Selby Nugraha
Rahman
Wakil Ketua II Komite
Audit
Vice Chairman II Audit
Committee
Warga Negara Indonesia, umur Indonesian citizen, aged 59 years,

59 tahun, lahir di Pariaman, pada was born in Pariaman, on 15 August
tanggal 15 Agustus 1958. 1958.
Menyelesaikan pendidikan profesi Completed his D-3 profession

D-3 dengan gelar Ajun Akuntan, education with an Accountant’s
tahun 1981 dan D-4 dengan gelar Undergraduate degree, in 1981 and
Akuntan, tahun 1989 pada Sekolah D-4 with an Accountant degree, in
Tinggi Akuntansi Negara, Jakarta. 1989 at Sekolah Tinggi Akuntansi
Negara, Jakarta.
Syaiful
Anggota Komite Audit Mengawali karir sebagai auditor He started his career as an auditor
Audit Committee Member
pada Badan Pengawasan Keuangan at the Development Finance
Pembangunan (BPKP) sejak 1981 Development Board (BPKP) from
sampai dengan tahun 2000. 1981 to 2000.
Pada periode 2001-2003 bekerja In Period 2001-2003 worked on
pada Kantor Akuntan Publik Dani Public Accounting Firm of Dani
Sudarsono dan Rekan. Sudarsono and Partners.
Sejak tahun 2002 menjadi konsultan Since 2002 has been a consultant in
bidang Akuntansi dan Keuangan Accounting and Finance at several
pada beberapa instansi Pemerintah, Government agencies, especially
terutama yang menerapkan PPK- those implementing KDP-BLU,
BLU, termasuk Rumah Sakit. including Rumah Ill.
Pernah menjadi Anggota Komite He has been an Audit Committee
Audit dan Komite Manajemen Risiko Member and Risk Management
pada berbagai BUMN, meliputi PTPN Committee for various SOEs,
VII, Lampung, PTPN XI, Surabaya, including PTPN VII, Lampung, PTPN
Perum Jamkrindo, dan PT Adhi XI, Surabaya, Perum Jamkrindo and
Karya (Persero) Tbk. PT Adhi Karya (Persero) Tbk.
Sejak September 2015 diangkat Since September 2015 was
sebagai Anggota Komite Audit appointed as Audit Committee
pada PT Angkasa Pura I (Persero) Member at PT Angkasa Pura I
berdasarkan Surat Keputusan (Persero) based on the Decision
Dewan Komisaris Nomor: KEP.05/ Letter of Commissioner Board
DK.AP.I/2015.. Number: KEP.05 / DK.AP.I / 2015.

Warga Negara Indonesia, umur 44 Indonesian citizen, age 44 years, was

tahun, lahir di Cilacap, Jawa Tengah born in Cilacap, Central Java on 23
pada tanggal 23 Agustus 1973. August 1973.
Memperoleh gelar Diploma III Obtained his Diploma III Accounting
Akuntansi pada Sekolah Tinggi degree at the sekolah Tinggi
Akuntansi Negara Jakarta pada Akuntansi Negara in 1994 and a
tahun 1994 dan Sarjana Ekonomi Bachelor of Economics degree at the
pada Sekolah Tinggi Ilmu Ekonomi Sekolah Tinggi Ilmu Ekonomi Widya
Widya Wiwaha, Yogyakarta pada Wiwaha, Yogyakarta in 2009.
tahun 2009.
Agus Waluyo
Anggota Komite Audit Mengawali karir tahun 1994 di He started his 1994 career in
Audit Committee Member
Badan Pengawasan Keuangan Development Finance Development
Pembangunan (BPKP) sebagai Board (BPKP) as Auditor at
Auditor pada Perwakilan BPKP BPKP Representative of South
Provinsi Sumsel (1994-1997), BPKP Sumatera Province (1994-
Perwakilan DI.Yogyakarta (1999- 1997), BPKP Representative of
2011) dan BPKP Perwakilan Provinsi DI.Yogyakarta (1999-2011) and
Nusa Tenggara Timur (2011-2015). BPKP Representative of East Nusa
Terakhir diperbantukan sebagai Tenggara Province (2011-2015).
Auditor Muda pada Inspektorat Last is seconded as a Young Auditor
Kementerian BUMN (2015 sampai at Inspectorate of Ministry of SOE
sekarang). (2015 until now).
Menjabat sebagai anggota Komite Served as Audit Committee Member

Audit PT Angkasa Pura I (Persero) of PT Angkasa Pura I (Persero) from
sejak tanggal 28 Oktober 2015 28 October 2015 based on the
berdasarkan Surat Keputusan Decision Letter of Commissioner
Dewan Komisaris Nomor: KEP.08/ Board Number: KEP.08 / DK.AP.I /
DK.AP.I/2015 2015.
KUALIFIKASI PENDIDIKAN DAN PENGALAMAN EDUCATIONAL QUALIFICATIONS AND AUDIT

KERJA KOMITE AUDIT COMMITTEE WORK EXPERIENCE
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit

Table of Educational Qualifications and Audit Committee Work Experience
Nama Jabatan Periode Pendidikan Pengalaman Kerja

Name Position Period Education Work experience
Lulusan Akademi TNI Menjabat sebagai Komandan
Angkatan Udara dan SESKOAU tahun 2010, IRJENAU
Oktober
Ketua pendidikan Sarjana tahun 2011, WAKASAU tahun
2016 –
Komite Ekonomi 2013, dan Kasum TNI tahun 2013
sekarang
Boy Syahril sampai dengan 1 April 2014.
Qamar Chairman Graduate of Air Force
October
of the Academy and Bachelor Served as SESKOAU Commander
2016 –
Committee of Economics in 2010, IRJENAU in 2011,
now
WAKASAU in 2013, and TNI Chief
from 2013 to April 1, 2014.

2017 Annual Report
647

Program Pasca Sarjana Pernah menjabat sebagai anggota
Fakultas Hukum Dewan Komisaris PT Perkebunan
Ekonomi, Universitas Nusantara IX dari tahun 2011
Indonesia. sampai 2014, Kepala Bidang
Administrasi Kekayaan BUMN,
Postgraduate Program Kementerian Negara BUMN dari
Faculty of Economic Law, tahun 2010 sampai 2013, dan
8 April
Wakil University of Indonesia. Komite Audit PT Askes (Persero)
2014 –
Ketua I dari tahun 2008 sampai 2010.
Dwi Ary sekarang
Purnomo
Vice He has served as Member of
8 April
Chairman I Commissioner Board of PT
2014
Perkebunan Nusantara IX from
2011 to 2014, Head of State
Administration of SOEs, Ministry
of State Enterprises from 2010
to 2013, and Audit Committee
PT Askes (Persero) from 2008 to
2010.
S1 Sarjana Ekonomi, Pernah menjabat sebagai Direktur
Universitas PT Execujet Indonesia tahun
KatolikParahyangan dan 2011-Juni 2015. Saat ini masih
Pasca Sarjana Jurusan menjabat sebagai Direktur PT
Hukum Universitas Ferco Seating System Indonesia
Indonesia sejak tahun 2014, Direktur
Tekhnologi dan Informasi Experd
Bachelor degree in Human Resources Consultant
16 Mei
Wakil Economics, Catholic sejak tahun 2010, dan Direktur
2017 –
Ketua II University of Decorus Contract sejak tahun
Sekarang
Selby Nugraha Parahyangan and 1994.
Rachman Vice Postgraduate Department
16 May
Chairman of Law University of He has served as Director
2017 –
II Indonesia of PT Execujet Indonesia in
Now
2011-June 2015. He currently
serves as Director of PT Ferco
Seating System Indonesia since
2014, Director of Information
Technology and Experd Human
Resources Consultant since 2010,
and Director of Decorus Contract
since 1994.
Menyelesaikan Auditor pada Badan Pengawasan
pendidikan profesi Keuangan Pembangunan (BPKP)
D-3 dengan gelar Ajun sejak 1981 sampai dengan tahun
Akuntan, tahun 1981 2000.
dan D-4 dengan gelar Pada periode 2001-2003 bekerja
15
Akuntan, tahun 1989 pada Kantor Akuntan Publik Dani
September
pada Sekolah Tinggi Sudarsono dan Rekan.
2015 –
Akuntansi Negara, Sejak tahun 2002 menjadi
Sekarang
Anggota Jakarta konsultan bidang Akuntansi dan
Syaiful Keuangan pada beberapa instansi
15
Member Completed D-3 Pemerintah, terutama yang
September
profession education menerapkan PPK-BLU, termasuk
2015 –
with degree of Rumah Sakit.
Now
Accountant, 1981 and Pernah menjadi Anggota Komite
D-4 with Accountant Audit dan Komite Manajemen
degree, 1989 at Sekolah Risiko pada berbagai BUMN,
Tinggi Akuntansi Negara, meliputi PTPN VII, Lampung, PTPN
Jakarta XI, Surabaya, Perum Jamkrindo,
dan PT Adhi Karya (Persero) Tbk.


Auditor pada Badan Pengawasan
Keuangan Pembangunan (BPKP)
sejak 1981 sampai dengan tahun
2000.
Pada periode 2001-2003 bekerja
pada Kantor Akuntan Publik Dani
Sudarsono dan Rekan.
Sejak tahun 2002 menjadi
konsultan bidang Akuntansi dan
Keuangan pada beberapa instansi
Pemerintah, terutama yang
menerapkan PPK-BLU, termasuk
Rumah Sakit.
Pernah menjadi Anggota Komite
Audit dan Komite Manajemen
Risiko pada berbagai BUMN,
meliputi PTPN VII, Lampung, PTPN
XI, Surabaya, Perum Jamkrindo,
dan PT Adhi Karya (Persero) Tbk.
xxx
Memperoleh gelar Mengawali karir tahun 1994 di
Diploma III Akuntansi Badan Pengawasan Keuangan
pada Sekolah Tinggi Pembangunan (BPKP) sebagai
Akuntansi Negara Auditor pada Perwakilan
Jakarta pada tahun 1994 BPKP Provinsi Sumsel (1994-
dan Sarjana Ekonomi 1997), BPKP Perwakilan
pada Sekolah Tinggi Ilmu DI.Yogyakarta (1999-2011) dan
Ekonomi Widya Wiwaha, BPKP Perwakilan Provinsi Nusa
Yogyakarta pada tahun Tenggara Timur (2011-2015).
28 Oktober 2009. Terakhir diperbantukan sebagai
2015 – Auditor Muda pada Inspektorat
Sekarang Obtained his Diploma Kementerian BUMN (2015 sampai
Anggota
III in Accounting at the sekarang).
Agus Waluyo
28 October Sekolah Tinggi Akuntansi
Member
2015 – Negara Jakarta in He started his 1994 career
Now 1994 and a Bachelor of in Development Finance
Economics degree at the Development Board (BPKP) as
Widya Wiwaha School of Auditor at BPKP Representative of
Economics, Yogyakarta South Sumatera Province (1994-
in 2009. 1997), BPKP Representative of
DI.Yogyakarta (1999-2011) and
BPKP Representative of East Nusa
Tenggara Province (2011-2015).
Last is seconded as a Young
Auditor at Inspectorate of Ministry
of SOE (2015 until now).
INDEPENDENSI KOMITE AUDIT INDEPENDENCE OF AUDIT COMMITTEE
Komite Audit menjalankan peran secara obyektif The Audit Committee performs its role objectively
berdasarkan pertimbangan keahliannya secara based on professional Expertise considerations.
profesional. Dalam rangka menjaga objektivitas In order to maintain the objectivity, the Audit
tersebut, Komite Audit harus berasal dari pihak Committee must be independent, independent
yang independen, yaitu pihak yang tidak memiliki party, which may have negative impact or conflict of
hubungan/keterkaitan yang dapat menimbulkan interest either with Shareholders and Management
dampak negatif atau benturan kepentingan (conflict (Board of Commissioner and Board of Directors) or
of interest) baik dengan Pemegang Saham dan with Company.
Pengurus (Dewan Komisaris dan Direksi) maupun
dengan Perusahaan.

2017 Annual Report
649
Tabel Independensi Komite Audit

Table of Audit Committee Independence
Aspek Independensi Agus

Boy Syahril Dwi Ary Selby Nugraha
Aspects of Syaiful Waluyo
Qamar Purnomo Rachman
Independence
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
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi
√ √ √ √ √
Has no management
relationship in
company, subsidiary,
or affiliated
company
Tidak memiliki
hubungan
kepemilikan saham
di perusahaan
√ √ √ √ √
Has no share
ownership
relationship in the
company
Tidak memiliki
hubungan keluarga
dengan Dewan
Komisaris, Direksi,
dan/atau sesama
anggota Komite
Audit
√ √ √ √ √
Has no family
relationship with
the Board of
Commissioners,
Board of Directors,
and / or fellow Audit
Committee Members
Tidak menjabat
sebagai pengurus
partai politik,
pejabat dan
pemerintah
√ √ √ √ √
Not serving as a
party official of
political parties,
officials and
government

PENGEMBANGAN KOMPETENSI KOMITE AUDIT COMPETENCE DEVELOPMENT OF THE AUDIT

COMMITTEE
Pengembangan Kompetensi Komite Audit dapat Development of Audit Committee Competence can
dilihat pada Bab Profil Sub Bab Pengembangan be seen in the Chapter Profile of the Competence
Kompetensi Komite Audit pada Laporan Tahunan Development Sub-section of the Audit Committee in
ini. this Annual Report.
RAPAT KOMITE AUDIT MEETING OF THE AUDIT COMMITTEE
Dalam melaksanakan tugasnya, Komite Audit In performing its duties, the Audit Committee
mengadakan pertemuan secara berkala, baik rapat holds regular meetings, both internal and internal
internal maupun bersama dengan Internal Audit meetings with Internal Audit to discuss matters
untuk membahas hal-hal yang berkaitan dengan relating to the work plan and its implementation, the
rencana kerja dan pelaksanaannya, perkembangan Corporate's development, internal control, follow-up
Perseroan, pengendalian internal, tindak lanjut audit findings, etc. in order to obtain sufficient and
temuan hasil audit, dan sebagainya, dalam rangka relevant information, as material to provide input on
memperoleh informasi yang cukup dan relevan, matters that should be of interest to the Board of
sebagai bahan untuk memberi masukan tentang Commissioners in conducting supervisory duties and
hal-hal yang harus mendapat perhatian Dewan advising the Directors.
Komisaris dalam pelaksanaan tugas pengawasan
dan memberi nasihat kepada Direksi.
Agenda Rapat Komite Audit Audit Commitment Meeting Agends

Sepanjang tahun 2017, tanggal pelaksanaan, Throughout the year 2017, the date of execution,
Agenda rapat, dan Peserta rapat Komite Audit, Agenda meetings and Audit Committee meeting
sebagai berikut. participants, as follows.
Tabel Agenda Rapat Komite Audit

Table of Meetings of Audit Committee Meetings
No. Tanggal Rapat Agenda Rapat Peserta Rapat

Meeting date Meeting agenda Meeting participants
Evaluasi atas Permohonan Persetujuan - Boy Syahril Qamar
Penghapusan Persediaan Makasar - Dwi Ary Purnomo
4 Januari 2017
1 - Syaiful
January 4, 2017
Evaluation of an Application for Approval of the - Agus Waluyo
Elimination of Inventories of Makassar
Pembahasan Usulan Penambahan Modal PT - Boy Syahril Qamar
Angkasa Pura Suport - Dwi Ary Purnomo
5 Januari 2017
2 - Syaiful
January 5, 2017
Discussion on Proposed Addition of PT Angkasa - Agus Waluyo
Pura Suport Capital
Persiapan Monitoring dan Evaluasi terhadap Audit - Boy Syahril Qamar
KAP - Dwi Ary Purnomo
17 Januari 2017
3 - Syaiful
January 17, 2017
Preparation of Monitoring and Evaluation to KAP - Agus Waluyo
Audit
Pembahasan Progres Tindak Lanjut BPK pada PT - Boy Syahril Qamar
Angkasa Pura I (Persero). - Dwi Ary Purnomo
14 Februari 2017
4 - Syaiful
February 14, 2017
Discussion of BPK PROGRES ON PT Angkasa Pura - Agus Waluyo
I (Persero).
- Boy Syahril Qamar
Pembahasan Dana Pensiun bersama Dapenra
23 Februari 2017 - Dwi Ary Purnomo
5
February 23, 2017 - Syaiful
Discussion of the Pension Fund with Dapenra
- Agus Waluyo

2017 Annual Report
651

- Boy Syahril Qamar
Evaluasi atas Permohonan pelimpahan wewenang.
3 Maret 2017 - Dwi Ary Purnomo
6
March 3, 2017 - Syaiful
Evaluation of Requests for delegation of powers.
- Agus Waluyo
Evaluasi atas Permohonan Persetujuan - Boy Syahril Qamar
Penghapusan Aset Tidak Produktif. - Dwi Ary Purnomo
7 April 2017
7 - Syaiful
April 7, 2017
Evaluation of the Application for the Consent of - Agus Waluyo
Non-Earning Assets Removal.
- Boy Syahril Qamar
Evaluasi atas Usulan Revisi Bandara Solo.
9 Mei 2017 - Dwi Ary Purnomo
8
May 9, 2017 - Syaiful
Evaluation of Revised SOLO Airport Proposals.
- Agus Waluyo
- Boy Syahril Qamar
Evaluasi atas Laporan Manajemen Triwulan I.
16 Mei 2017 - Dwi Ary Purnomo
9
May 16, 2017 - Syaiful
Evaluation of Quarter I Management Report.
- Agus Waluyo
Koordinasi Pengadaan Kantor Akuntan Publik - Boy Syahril Qamar
Tahun 2017 PT Angkasa Pura I (Persero). - Dwi Ary Purnomo
2 Juni 2017
10 - Selby Nugraha R
June 2, 2017
Coordination of Public Accountant Procurement in - Syaiful
2017 PT Angkasa Pura I (Persero). - Agus Waluyo
Pembahasan Tanggapan atas permohonan revisi - Boy Syahril Qamar
Investasi. - Dwi Ary Purnomo
7 Juli 2017
July 7, 2017
Discussion of Responses to Investment Revision - Syaiful
Request. - Agus Waluyo
- Boy Syahril Qamar
Evaluasi atas Usulan Penghapusan Aset Denpasar. - Dwi Ary Purnomo
8 Agustus 2017
August 8, 2017
Evaluation of Denpasar Asset Abolition Proposal. - Syaiful
- Agus Waluyo
- Boy Syahril Qamar
Evaluasi atas Laporan Manajemen Semester I. - Dwi Ary Purnomo
22 Agustus 2017
August 22, 2017
Evaluation of Management Report Semester I. - Syaiful
- Agus Waluyo
- Boy Syahril Qamar
Pembahasan Persiapan Pengadaan KAP. - Dwi Ary Purnomo
31 Agustus 2017
August 31, 2017
Discussion on KAP Procurement Preparation. - Syaiful
- Agus Waluyo
Evaluasi atas Permohonan Persetujuan Perjanjian - Boy Syahril Qamar
Service Lounge Denpasar. - Dwi Ary Purnomo
5 September 2017
September 5, 2017
Evaluation of Application for Approval of Service - Syaiful
Lounge Denpasar Agreement. - Agus Waluyo
Evaluasi atas Usulan Perubahan Struktur - Boy Syahril Qamar
Organisasi. - Dwi Ary Purnomo
10 Oktober 2017
October 10, 2017
Evaluation of Proposed Changes to Organizational - Syaiful
Structure. - Agus Waluyo
- Boy Syahril Qamar
Pembahasan RKAP 2018. - Dwi Ary Purnomo
24 Oktober 2017
October 24, 2017
Discussion on RKAP 2018. - Syaiful
- Agus Waluyo
- Boy Syahril Qamar
Evaluasi atas Laporan Manajemen Triwulan III. - Dwi Ary Purnomo
31 Oktober 2017
October 31, 2017
Evaluation of Management Report Quarter III. - Syaiful
- Agus Waluyo


- Boy Syahril Qamar
Pembahasan Persiapan Monitoring PKBL. - Dwi Ary Purnomo
9 November 2017
November 9, 2017
Discussion on Preparation of PKBL Monitoring. - Syaiful
- Agus Waluyo
- Boy Syahril Qamar
Pembahasan Program Kerja Komite Audit 2018.
- Dwi Ary Purnomo
12 Desember 2017
December 12, 2017 Discussion of Audit Committee Work Program
- Syaiful
2018.
- Agus Waluyo
Frekuensi dan Tingkat Kehadiran Rapat Komite Frequency and Attendance Levels of The Audit
Audit Committee Meetings
Selama tahun 2017, Komite Audit telah During 2017, the Audit Committee has conducted
melaksanakan sekurang-kurangnya 20 (dua puluh) at least 20 (twenty) meetings. The frequency and
kali rapat. Adapun frekuensi dan tingkat kehadiran attendance of Audit Committee meetings are as
rapat Komite Audit adalah sebagai berikut. follows.
Tabel Tingkat Kehadiran Rapat Komite Audit

Audit Committee Audit Attendance Table
Jumlah
Nama Jabatan Periode Total Rapat Kehadiran Persentase
Name Position Period Total Meeting Number of Percentage
Attendance
Oktober 2016 –
Ketua Komite
sekarang
Boy Syahril Qamar 20 20 100%
Chairman of the
October 2016 -
Committee
Now
8 April 2014 –
Wakil Ketua I sekarang
Dwi Ary Purnomo 20 20 100%
Vice Chairman I April 8, 2014 -
Now
16 Mei 2017 –
Wakil Ketua II Sekarang
Selby Nugraha
11 11 100%
Rachman
Vice Chairman II May 16, 2017 -
Now
15 September
2015 –
Sekarang
Anggota
Syaiful September 15, 20 20 100%
Member 2015 - Now
15 September
2015 –
28 Oktober 2015 –
Anggota Sekarang
Agus Waluyo 20 20 100%
Member October 28, 2015
- Now

2017 Annual Report
653
REMUNERASI KOMITE AUDIT REMUNERATION OF THE AUDIT COMMITTEE
Penetapan remunerasi Komite Audit Perseroan The remuneration of the Corporate’s Audit Committee
mengacu pada Peraturan Menteri Negara Badan refers to the Regulation of the Minister of State-Owned
Usaha Milik Negara Nomor: PER-12/MBU/2012 Enterprises No. PER-12 / MBU / 2012 on the Supporting
tentang Organ Pendukung Dewan Komisaris/Dewan Organizations of the Board of Commissioners /
Pengawas Badan Usaha Milik Negara. Remunerasi Supervisory Board of State-Owned Enterprises.
Anggota Komite Audit berupa honorarium sebesar Remuneration of Audit Committee Members in the
20% (dua puluh persen) dari gaji Direktur Utama form of honorarium of 20% (twenty percent) of the
Perseroan. Sedangkan Anggota Dewan Komisaris salary of the President Director of the Corporate.
yang menjadi Ketua/Anggota Komite Audit tidak Whereas the member of the Board of Commissioners
diberikan penghasilan tambahan selain sebagai who becomes the Chairman / Member of the Audit
anggota Dewan Komisaris. Committee is not given any additional income other
than as a member of the Board of Commissioners.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT IMPLEMENTATION OF AUDIT

KOMITE AUDIT TAHUN 2017 COMMITTEE ACTIVITIES IN 2017
Selama tahun 2017, Komite Audit telah During 2017, the Audit Committee has performed
melaksanakan tugas antara lain: the following tasks:
1. Program penilaian pelaksanaan kegiatan serta 1. Assessment of the implementation of activities
hasil audit yang dilaksanakan Internal Audit. and audit results conducted by Internal Audit.
Kegiatan yang telah dilakukan yaitu: Activities that have been done are:
a. Evaluasi pelaksanaan dan hasil audit, melalui a. Evaluation of the implementation and results
pengamatan pelaksanaan audit lapangan, of the audit, through observation of the field
dilakukan secara sampling. audit, conducted by sampling.
b. Monitoring tindak lanjut temuan audit, b. Monitoring of follow-up audit findings,
melalui rapat-rapat rutin yang dilaksanakan through routine meetings held on a quarterly
secara triwulanan. basis.
2. Program penilaian pelaksanaan kegiatan serta 2. Program assessment of the implementation
hasil audit yang dilaksanakan auditor eksternal of activities and audit results conducted by
Kegiatan yang dilakukan meliputi: external auditors
Activities undertaken include:
a. Melakukan proses penunjukan KAP. a. Conducting the process of appointing KAP.
Telah dilakukan proses penunjukan There has been a process of appointing
KAP yang melakukan audit atas laporan a Public Accounting Firm that audits the
keuangan Tahun 2017, melalui proses financial statements of 2017, through
pelelangan/beauty contest. Kegiatan yang auction process/beauty contest. Activities
dilakukan meliputi penyusunan KAK, RAB, undertaken include the preparation of
dan Spesifikasi Teknis Calon KAK, bekerja KAK, RAB and Technical Specifications of
sama dengan SPI dan Unit Procurement PT Candidate KAK, in cooperation with SPI
Angkasa Pura I (Persero) melakukan proses and Procurement Unit of PT Angkasa Pura
pelelangan KAP dari proses pengumuman I (Persero) conducting KAP auction process
sampai usulan pemenang. from the announcement process until the
winner’s proposal.
b. Evaluasi perencanaan audit, dilaksanakan b. Evaluation of audit planning, implemented
melalui: through:
- Kick off/entry meeting, yaitu tentang - Kick off/entry meeting, which is about
perencanaan interim audit, interim audit planning,
- Rapat monitoring progres audit, yang - Audit progress monitoring meeting,
dilakukan sekaligus dalam rangka undertaken simultaneously in order to
menetapkan perencanaan audit lanjutan. establish an advanced audit plan.
c. Evaluasi pelaksanaan dan hasil audit, telah c. Evaluation of implementation and audit
dilakukan melalui: results, has been done through:

-Pendampingan/Monitoring Pelaksanaan -Assistance/Monitoring Implementation of

audit KAP di lapangan/cabang (sampling). KAP audit in the field/branch (sampling).
- Rapat monitoring progress audit. - Monitor progress audit meeting.
- Rapat pembahasan draft laporan hasil audit. - Meeting of draft report of audit result.
- Exit meeting dalam rangka penyelesaian - Exit meeting in order to complete the
pelaksanaan audit. audit.
3. Program pemberian rekomendasi 3. Program of recommendation for improvement of
penyempurnaan sistem pengendalian internal internal control system and its implementation.
dan pelaksanaannya. Activities that have been done are:
Kegiatan yang telah dilakukan yaitu:
a. Evaluasi Pelaksanaan Proyek Pengembangan a. Evaluation of Airport Development Project
Bandara, meliputi: Implementation, including:
- Proyek Bandara Internasional Ahmad - Ahmad Yani International Airport Project,
Yani, Semarang. Semarang.
- Proyek Bandara Syamsudin Noor, - Syamsudin Noor Airport Project,
Banjarmasin. Banjarmasin.
- Proyek Bandara New Yogyakarta. - New Yogyakarta Airport Project.
b. Evaluasi Prosedur Pengadaan Barang dan Jasa. b. Evaluation of Procurement Procedures.
c. Evaluasi Optimalisasi Pemanfaatan Aset. c. Evaluation of Asset Utilization
Optimization.
d. Evaluasi Cabang Bandara yang mengalami d. Evaluation of Airport Branches that
kerugian Kegiatan ini dilakukan melalui; suffered losses This activity is done
penelitian terhadap dokumen dan observasi/ through; research on documents and field
peninjauan lapangan. observation/review.
4. Program penilaian prosedur evaluasi terhadap 4. Evaluation program of evaluation procedure on

segala informasi yang dikeluarkan Perusahaan all information issued by the Corporate
a. Evaluasi Laporan Manajemen Triwulanan a. Evaluation of Quarterly and Annual
dan Tahunan. Management Report.
b. Evaluasi Laporan Manajemen Lainnya. b. Evaluate Other Management Reports.
Kegiatan ini telah dilakukan melalui penelitian This activity has been conducted through
tentang hubungan logis antar data dalam research on the logical relationship between
laporan dan konfirmasi kepada manajemen/ data in the report and confirmation to the
penanggung jawab kebenaran data. management/responsible for the truth of the
data.
5. Program identifikasi hal-hal yang memerlukan 5. Program identification of matters that require
perhatian Dewan Komisaris. the attention of the Board of Commissioners.
Dilakukan sesuai arahan dari Dewan Komsiaris Conducted in accordance with the direction
atau berdasarkan informasi yang diperoleh dari of the Board of Commissioners or based on
berbagai sumber, meliputi dari internal dan information obtained from various sources,
eksternal PT Angkasa Pura I (Persero), termasuk including from internal and external PT Angkasa
media massa (cetak dan elektronik). Pura I (Persero), including mass media (print and
electronic).
6. Program penyusunan rencana kerja dan 6. Program of preparation of work plan and budget
anggaran Komite Audit. of Audit Committee.
Telah dilakukan bersamaan dengan penyusunan It has been done simultaneously with the
RKAP PT Angkasa Pura I (Persero). preparation of RKAP PT Angkasa Pura I (Persero).
7. Program rapat internal, minimal sekali dalam 7. Internal meeting program, at least once a month.
satu bulan.
Selama tahun 2017 telah dilaksanakan Rapat During 2017, Audit Committee Meetings have
Komite Audit sebanyak 20 (dua puluh) kali, been held 20 (twenty) times, both internally and
baik internal maupun mengundang kehadiran invite SPI or Head (Group Head/Head) presence
SPI atau para Kepala (Group Head/Head) di within PT Angkasa Pura I (Persero).
lingkungan PT Angkasa Pura I (Persero).

2017 Annual Report
655
8. Program penyusunan laporan triwulanan dan 8. Program preparation of quarterly and annual
tahunan reports
Telah dibuat setelah suatu triwulan atau tahun Has been created after a quarter or year ends.
berakhir.
9. Program penyusunan laporan setiap 9. Report preparation program for each task
pelaksanaan tugas Implemented immediately after the completion
Telah dilaksanakan segera setelah selesainya of each assignment.
setiap penugasan.
KOMITE RISIKO USAHA DAN GOOD CORPORATE BUSINESS RISK AND GOOD CORPORATE
GOVERNANCE GOVERNANCE COMMITTEE
Komite Risiko Usaha dan GCG merupakan organ The Business Risk and GCG Committee are
pendukung yang dimaksudkan untuk membantu supporting organs intended to assist the Board of
Dewan Komisaris terkait permasalahan kebijakan Commissioners regarding the Board of Directors’
Direksi yang berkaitan dengan pengelolaan risiko policy issues related to risk management and the
(risk management) dan kemungkinan terjadinya possibility of business risks, and good corporate
risiko usaha, serta pengelolaan perusahaan yang governance (GCG). The Business Risk and GCG
baik (GCG). Komite Risiko Usaha dan GCG diketuai Committee are chaired by a member of the Board
oleh seorang anggota Dewan Komisaris. Komite of Commissioners. The Business Risk and GCG
Risiko Usaha dan GCG diangkat dan diberhentikan Committee are appointed and dismissed by the
oleh Dewan Komisaris dengan dilaporkan kepada Board of Commissioners by reporting to the GMS.
RUPS.
DASAR PEMBENTUKAN KOMITE RISIKO USAHA THE BASIC OF THE BUSINESS RISK COMMITTEE AND
DAN GOOD CORPORATE GOVERNANCE GOOD CORPORATE GOVERNANCE
Komite Risiko Usaha dan GCG dibentuk berdasarkan: The Business Risk and GCG Committee are
a. Undang-undang Nomor 19 tahun 2003 tentang established on the basis of:
BUMN; a. Law Number 19 of 2003 concerning BUMN;
b. Peraturan Menteri Negara BUMN Nomor: PER- b. Regulation of the Minister of State Owned
09/MBU/2012 tentang Penerapan Tata Kelola Enterprises Number: PER-09/MBU/2012
Perusahaan yang Baik pada BUMN; concerning the Implementation of Good Corporate
Governance in State-Owned Enterprises;
c. Peraturan Menteri Negara BUMN Nomor: PER- c. Regulation of the Minister of State Owned
12/MBU/2012 tentang Organ Pendukung Dewan Enterprises Number: PER-12/MBU/2012
Komisaris. concerning the Supporting Organ of the Board of
Commissioners.
PIAGAM KOMITE RISIKO USAHA DAN GOOD RISK COMMITTEEAND GOOD CORPORATE
CORPORATE GOVERNANCE GOVERNANCE CHARTER
Dalam melaksanakan tugas dan tanggung jawabnya, In performing their duties and responsibilities, the
Komite Risiko Usaha dan GCG berpedoman pada Business Risk and GCG Committee are guided by
Piagam Komite Risiko Usaha dan Good Corporate the Business Risk Committee and Good Corporate
Governance (GCG). Piagam tersebut merupakan Governance (GCG) Charter. The Charter is a
pedoman agar Komite Risiko Usaha dan GCG dapat guideline for the Business Risk and GCG Committee
melaksanakan tugas dan tanggung jawabnya secara to perform their duties and responsibilities
efisien, efektif, transparan, kompeten, independen, efficiently, effectively, transparently, competently,
dan dapat dipertanggungjawabkan, serta sesuai independently and responsibly, and in accordance
dengan peraturan perundang-undangan yang with applicable laws and regulations. The contents
berlaku. Muatan dari Piagam Komite Risiko Usaha of the Business Risk and GCG Committee Charter are
dan GCG tersebut sebagai berikut. as follows.

Bab I Pendahuluan Chapter I Introduction

Memuat latar belakang, visi, dan misi, Contains background, vision and
serta maksud dan tujuan. mission, as well as intent and purpose.
Bab II Pembentukan, Organisasi, dan Masa Kerja Chapter II
Establishment, Organization and
Memuat tentang pembentukan dan Work Period Loading about formation
organisasi. and organization.
Bab III Tugas, Tanggung Jawab, dan Kewenangan Chapter III Duties, Responsibilities and
Memuat tugas dan tanggung jawab, Authorities It contains duties and
wewenang dan mekanisme kerja, kode etik responsibilities, powers and
kerahasiaan, serta pertanggungjawaban. mechanisms of work, codes of ethics
of privacy, and accountability.
Bab IV Rapat, Pelaporan, dan Anggaran Chapter IV Meetings, Reporting, and Budget
Memuat rapat Komite, pelaporan, serta Loading Committee meetings,
anggaran. reporting, and budget.
Bab V Penutup Chapter V Closing
Beberapa pokok pedoman kerja Komite Risiko Some of the work guidelines of the Business Risk
Usaha dan GCG yang diatur dalam Piagam Komite and GCG Committee as set forth in the Business Risk
Risiko Usaha dan GCG dijabarkan sebagai berikut. and GCG Committee Charter are outlined below.
TUGAS DAN TANGGUNG JAWAB KOMITE RISIKO DUTIES AND RESPONSIBILITIES OF THE BUSINESS
USAHA DAN GOOD CORPORATE GOVERNANCE RISK COMMITTEE AND GOOD CORPORATE
GOVERNANCE
TUGAS POKOK BERKAITAN RISIKO USAHA ASSIGNMENT TASKS RELATED TO BUSINESS RISK
Tugas pokok Komite Risiko Usaha dan GCG yang The main tasks of the Business Risk and GCG
berkaitan dengan risiko usaha, yaitu: Committee related to business risks are as follows:
1. Melakukan review dan memberikan rekomendasi 1. Reviewing and providing recommendations
atas efektivitas pelaksanaan manajemen on the effectiveness of the Corporate’s risk
risiko Perusahaan yang dilakukan oleh Unit management implementation conducted by
Risk Management and Compliance, melalui the Risk Management and Compliance Unit,
pertemuan secara berkala maupun cara lainnya through regular meetings or other means to
untuk membahas progress dari tahapan-tahapan discuss the progress of the stages of the tasks
tugas dan tanggung jawab yang dilakukan oleh and responsibilities undertaken by the Risk
Risk Management and Compliance Group. Management and Compliance Group.
2. Melakukan review atas penilaian risiko oleh Risk 2. Conducting a review of risk assessments by the
Management and Compliance Group terhadap Risk Management and Compliance Group of the
rencana investasi Perusahaan yang material. Corporate’s material investment plans.
3. Melakukan pengawasan atas kegiatan Risk 3. Supervising Risk Management and Compliance
Management and Compliance group dalam Group activities in monitoring the implementation
memantau pelaksanaan mitigasi risiko oleh unit- of risk mitigation by related working units.
unit kerja terkait.
4. Melakukan pengawasan atas pelaksanaan 4. Supervising the implementation of Risk
rekomendasi Komite Risiko Usaha oleh Risk Management Committee recommendations by
Management and Compliance Group. Risk Management and Compliance Group.
5. Melakukan analisis dan evaluasi atas usulan 5. Conducting analysis and evaluation on RKAP
RKAP dan review tahunan atas RJPP yang proposal and annual review of RJPP submitted
diajukan oleh Direksi. by the Board of Directors.
6. Melakukan penelaahan atas informasi risiko dan 6. Reviewing the risk and risk management
manajemen risiko Perusahaan dalam laporan- information of the Corporate in reports to be
laporan yang akan dipublikasikan, melalui proses: published, through:
- Diskusi bersama dengan manajemen. - Discussion with management.
- Review atas draft dari laporan yang akan - Reviewing the draft of the report to be
dipublikasikan. published.

2017 Annual Report
657
7. Melakukan pembahasan atas risiko-risiko 7. Discussion of important risks to units within the
penting pada unit-unit di lingkungan Perusahaan, Corporate, as required.
sesuai kebutuhan.
8. Dalam hal Direksi menganggap perlu 8. In the event that the Board of Directors
menggunakan konsultan manajemen risiko considers it necessary to use an independent
independen untuk melakukan penelaahan risk management consultant to review the risk
kembali atas proses manajemen risiko yang management process that has been implemented
telah diterapkan Perusahaan, maka tugas by the Corporate, the tasks of the Business Risk
Komite Risiko Usaha dan GCG adalah: and GCG Committee are as follows:
- Memberikan masukan tentang kriteria dan - Providing feedback on criteria and
kompetensi konsultan. competence of consultants.
- Melakukan monitoring pekerjaan konsultan - Monitoring the work of consultants through
melalui Risk Management and Compliance the Risk Management and Compliance Group.
Group.
TUGAS POKOK BERKAITAN GOOD CORPORATE GOOD CORPORATE GOVERNANCE

GOVERNANCE
Adapun tugas Komite Risiko Usaha dan GCG The tasks of the Business Risk and GCG Committee
berkaitan dengan GCG, sebagai berikut: are related to GCG, as follows.
a. Memastikan kelengkapan dan validitas dari a. Ensuring the completeness and validity of
Corporate Governance Policy (CGP), Management Corporate Governance Policy (CGP), Management
Policy (MP), dan Standard Operating Procedure Policy (MP) and Standard Operating Procedure
(SOP) sesuai dengan kegiatan Perseroan. (SOP) in accordance with the Corporate’s activities.
b. Memastikan manajemen melaksanakan kegiatan b. Ensuring management conducts business
usaha mengikuti ketentuan dalam CGP, MP, dan activities in accordance with the provisions in
SOP. CGP, MP and SOP.
c. Memastikan pengawasan telah dilakukan c. Ensuring supervision has been made on the
terhadap penerapan CGP, MP, dan SOP. application of CGP, MP and SOP.
d. Mengevaluasi kebijakan tentang GCG dan d. Evaluating policies on GCG and the Standards of
Standar Etika serta tindak lanjut hasil assessment Ethics as well as follow-up on assessment results
yang dilakukan oleh eksternal konsultan. conducted by external consultants.
e. Melakukan penyelidikan dan verifikasi e. Investigating and verifying based on findings
berdasarkan hasil temuan di lapangan berkaitan in the field related to ethical violations and
dengan pelanggaran etika dan pelanggaran violations of GCG practices occurring in the
praktik GCG yang terjadi di Perseroan. Corporate.
f. Mengevaluasi dan melakukan penyempurnaan f. Evaluating and making improvements to the
terhadap pedoman-pedoman yang berkaitan guidelines relating to the implementation of GCG
dengan pelaksanaan GCG sekurang-kurangnya at least 1 (one) year or adjusted to the needs of
1 (satu) tahun sekali atau disesuaikan dengan the Corporate.
kebutuhan Perseroan.
g. Memberikan nasehat, masukan, dan g. Providing advice, inputs and recommendations
rekomendasi kepada Direksi mengenai standar- to the Board of Directors on standards for best
standar praktik terbaik penerapan GCG di practice of GCG implementation in the Corporate.
Perseroan.
h. Membantu Direksi dalam merencanakan, h. Assisting the Board of Directors in planning,
melaksanakan, mengevaluasi, dan implementing, evaluating and continuously
mengembangkan secara berkesinambungan developing the implementation of Work Ethics
penerapan Etika Kerja dan Bisnis serta praktik and Business and GCG practices throughout the
GCG di seluruh wilayah kerja Perseroan. Corporate’s work areas.
i. Membantu tugas Direksi dalam pembinaan dan i. Assisting the Board of Directors’ duties in
pengawasan efektivitas penerapan praktik GCG fostering and supervising the effectiveness
di Perusahaan sebagai upaya meningkatkan of GCG practices in the Corporate as an effort
nilai Pemegang Saham, termasuk sosialisasi, dan to increase shareholder value, including
internalisasi. socialization and internalization.

j. Melakukan evaluasi terhadap efektivitas j. Evaluating the effectiveness of GCG

penerapan GCG oleh Organ Utama dan implementation by Main Organs and Supporting
Organ Pendukung serta memberikan Organs and providing inputs for improvement
masukan penyempurnaan serta upaya-upaya and stabilization efforts.
pemantapannya.
k. Menyusun mekanisme reward and punishment k. Developing a consistent reward and punishment
secara konsisten terkait penerapan praktik GCG mechanism related to the implementation of GCG
di Perseroan. practice in the Corporate.
PELAKSANAAN TUGAS KHUSUS SPECIAL TASK IMPLEMENTATION
Komite Risiko Usaha dan GCG juga mempunyai The Business Risk and GCG Committee also have
pelaksanaan tugas khusus. Adapun pelaksanaan special tasks. The implementation of the specific
tugas khusus Komite Risiko Usaha dan GCG adalah: tasks of the Business Risk and GCG Committee are:
1. Pemberian tugas khusus kepada Komite Risiko 1. The granting of special duties to the Business
Usaha dan GCG oleh Dewan Komisaris dilakukan Risk and GCG Committee by the Board of
melalui perintah tertulis yang antara lain Commissioners shall be conducted through
menerangkan: written orders which, among other things,
explain:
- Nama anggota Komite Risiko Usaha dan GCG - Name of the Business Risk and GCG
yang diberi tugas; Committee assigned;
- Sifat dan lingkup pekerjaan; - The nature and scope of work;
- Tujuan dan sasaran pekerjaan; - Task objectives and targets;
- Waktu penugasan; serta - Assignment time; and
- Hal-hal administratif yang berkaitan dengan - Administrative matters relating to the
tugas khusus dimaksud. specific task concerned.
2. Tugas khusus dapat mencakup tetapi tidak 2. Specific duties may include but are not limited
terbatas pada pemeriksaan terhadap dugaan to examining allegations of errors in decisions
adanya kesalahan dalam keputusan rapat of meetings of the Board of Directors or any
Direksi atau adanya penyimpangan dalam irregularities in the execution of a result of
pelaksanaan dari suatu hasil keputusan rapat resolutions of the Board of Directors in relation
Direksi dalam kaitannya dengan tugas dan to their duties and responsibilities.
tanggung jawabnya.
3. Komite Risiko Usaha dan GCG harus 3. The Business Risk and GCG Committee must
menyampaikan laporan pelaksanaan tugas submit a report on the performance of specific
khusus dengan tingkat kerahasiaan maksimal tasks with a maximum degree of confidentiality
terbatas pada anggota Komite Risiko Usaha dan limited to members of the Business Risk and
GCG dan anggota Dewan Komisaris. GCG Committee and members of the Board of
Commissioners.
STRUKTUR, KEANGGOTAAN, DAN KEAHLIAN STRUCTURE, MEMBERSHIP AND EXPERTISE

KOMITE RISIKO USAHA DAN GOOD CORPORATE OF BUSINESS RISK AND GOOD CORPORATE
GOVERNANCE GOVERNANCE COMMITTEE
PERIODE 1 JANUARI 2017 – 16 MEI 2017 PERIOD JANUARY 1, 2017 - MAY 16, 2017
Struktur dan keanggotaan Komite Risiko Usaha The structure and membership of the Business
dan GCG Periode 1 Januari – 16 Mei 2017 diangkat Risk and GCG Committee for the Period of January
berdasarkan Keputusan Dewan Komisaris Nomor: 1 - May 16, 2017 appointed by virtue of Decision
KEP-06/DK.AP.I/2016 tanggal 26 Desember 2016, of the Board of Commissioners Number: KEP-06/
adalah sebagai berikut. DK.AP.I/2016 dated December 26, 2016, as follows.

2017 Annual Report
659

Name Position Description Expertise
Andrinof Chaniago Ketua Komisaris Utama/ Ilmu Sosial dan Politik
Chairman Komisaris Independen Social and Political Sciences
President
Commissioner
/ Independent
Commissioner
Anandy Waty Wakil Ketua Komisaris Bidang Komersial dan
Vice Chairman Commissioner Pengembangan Usaha
Commercial and Business
development
Wawan Zulmawan Anggota Pihak Independen Hukum, Manajemen, Risk
Member Independent Party Management
Law, Management, Risk
Management
Ganesha Dian Farisi Anggota Pihak Independen Ekonomi dan Risk Management
Member Independent Party Economics and Risk Management
PERIODE 16 MEI 2017 – 31 DESEMBER 2017 PERIODE MAY 16, 2017 – DECEMBER 31, 2017
Struktur dan keanggotaan Komite Risiko Usaha dan The structure and membership of the Business Risk
GCG Periode 16 Mei – 31 Desember 2017 diangkat and GCG Committee Period May 16 - December 31,
berdasarkan Keputusan Dewan Komisaris Nomor: 2017 appointed by virtue of Decision of the Board
KEP-01/DK.AP.I/2017 tanggal 16 Mei 2017, adalah of Commissioners Number: KEP-01 / DK.AP.I / 2017
sebagai berikut. dated May 16, 2017, as follows.

Name Position Description Expertise
Andi Widjajanto Ketua Komite Komisaris Utama Ilmu Sosial dan Politik, Hubungan
Chairman of the The main Internasional, Ahli bidang
Committee commissioner Pertahanan dan Keamanan
Nasional
Social and Political Sciences,
International Relations, National
Defense and Security Expert
Anandy Wati Wakil Ketua I Komisaris Bidang Komersial Dan
Vice Chairman I Commissioner Pengembangan Usaha.
Commercial And Business
Development.
Suprasetyo Wakil Ketua II Komisaris Teknik Kebandarudaraan
Vice Chairman II Commissioner Airport Technique
Wawan Zulmawan Anggota Pihak Independen Hukum, Management, Risk

Member Independent Party Management
Law, Management, Risk
Management
Ganesha Dian Farisi Anggota Pihak Independen Ekonomi dan risk management
Member Independent Party Economics and risk management

PROFIL KOMITE RISIKO USAHA DAN GOOD PROFILE OF BUSINESS RISK AND GOOD CORPORATE
CORPORATE GOVERNANCE GOVERNANCE COMMITTEE
Profil Beliau dapat dilihat pada His profile can be seen in the Board
bagian Profil Dewan Komisaris of Commissioners’ Profile section of
dalam Laporan Tahunan ini. this Annual Report.
Andi Widjajanto
Ketua Komite Risiko
Usaha dan GCG
Chairman of the Business
Risk and GCG Committee
Anandy Wati
Wakil Ketua I Komite
Risiko Usaha dan GCG
Vice Chairman I of the
Business Risk and GCG
Committee
Suprasetyo
Wakil Ketua II Komite
Risiko Usaha dan GCG
Vice Chairman II of the
Business Risk and GCG
Committee

2017 Annual Report
661
Warga Negara Indonesia, umur Indonesian citizen, age 46 years, was

46 tahun, lahir di Lubuk Alung, born in Lubuk Alung, West Sumatra
Sumatera Barat tanggal 23 Januari on January 23, 1971.
1971.
Memperoleh gelar Sarjana Hukum He obtained his Bachelor of Law

dari Universitas Andalas pada from Andalas University in 1994 and
tahun 1994 dan Master Business of Master of Business Administration
Administration dari Jakarta Institute from Jakarta Institute Management
Management tahun 1997, Magister in 1997, Master of Management
Wawan Zulmawan Management dari STIE IPWI tahun from STIE IPWI in 1998, Master of
Anggota Komite Risiko 1998, Master of Business Law dari Business Law from University of
Usaha dan GCG Universitas Indonesia tahun 2007, Indonesia in 2007, and is currently
Member of the Business
dan saat ini sedang menjalani undergoing Doctoral Program at
Doctoral Program pada Universitas Pelita Harapan University.
Pelita Harapan.
Beliau pernah menjabat sebagai He served as Head of Corporate

Head of Corporate Division pada Division at Triweka Rinanti &
Triweka Rinanti & Partners (2008- Partners (2008-2013), Head of Legal
2013), Head of Legal & Corporate & Corporate Secretary at PT Bukit
Secretary pada PT Bukit Uluwatu Uluwatu Villa Tbk (2013-2014),
Villa Tbk (2013-2014), Expert Staff Expert Staff at PT Angkasa Pura 2
pada PT Angkasa Pura 2 (Persero) (Persero) (2014) , President Director
(2014), Direktur Utama PT Banten of PT Banten Global Development
Global Development (2014-2015), (2014-2015), Commissioner of PT
Komisaris PT Penjaminan Kredit Penjaminan Kredit Daerah Banten
Daerah Banten (2014-2015), (2014-2015), President Director of
Direktur Utama PD Pandeglang PD Pandeglang Berkah Maju (2015-
Berkah Maju (2015-2016), Business 2016), Business & Legal Advisor
& Legal Advisor pada Gapuraprima at Gapuraprima Group (2016), and
Group (2016), dan Business & Legal Business & Legal Advisor on Hutomo
Advisor pada Hutomo & Partners & Partners (2014 - present).
(2014 – sekarang).
Menjabat sebagai anggota Komite Appointed as a member of the

Risiko Usaha dan GCG PT Angkasa Business Risk and GCG Committee of
Pura I (Persero) berdasarkan PT Angkasa Pura I (Persero) based
Keputusan Dewan Komisaris Nomor: on the Decision of the Board of
KEP.06/DK.AP.I/2016, Commissioners Number: KEP.06/
Tanggal 27 Desember 2016. DK.AP.I/2016,
December 27, 2016.

Warga Negara Indonesia, umur 28 Indonesian citizen, age 28 years,

tahun, lahir tanggal 3 Desember born December 3, 1989. He Obtained
1989. Memperoleh gelar Sarjana his Bachelor of Economics degree at
Ekonomi pada Fakultas Ekonomi dan Faculty of Economics and Business
Bisnis Universitas Padjajaran pada of Padjajaran University in 2012
tahun 2012 dan Master Degree in and Master Degree in Business
Business Administration pada IPMI Administration at IPMI International
International Business School tahun Business School in 2015.
2015.
Ganesha D ian Farisi Mengawali karir di KSO Started his career at KSO Sucofindo
Anggota Komite Risiko Sucofindo – Surveyor Indonesia - Surveyor Indonesia as Production
Usaha dan GCG sebagai Production Data Analyst Data Analyst (2012), Coordinator
Member of the Business
(2012), Coordinator of Branches of Branches Development (2014),
Development (2014), Coordinator of Coordinator of Technical Supports
Technical Supports (November 2016 (November 2016 - present).
– sekarang).
Menjabat sebagai anggota Komite Appointed as a member of the

Risiko Usaha dan GCG PT Angkasa Business Risk and GCG Committee of
Pura I (Persero) berdasarkan PT Angkasa Pura I (Persero) based
Keputusan Dewan Komisaris on the Decision of the Board of
Nomor: KEP.06/DK.AP.I/2016, Commissioners Number: KEP.06 /
Tanggal 27 Desember 2016. DK.AP.I / 2016,
December 27, 2016.
KUALIFIKASI PENDIDIKAN DAN PENGALAMAN QUALIFICATION OF EDUCATION AND WORK

KERJA KOMITE RISIKO USAHA DAN GOOD EXPERIENCES OF THE BUSINESS RISK AND GOOD
CORPORATE GOVERNANCE CORPORATE GOVERNANCE COMMITTEE
Berikut kualifikasi pendidikan dan pengalaman Here is the educational qualification and work
kerja Komite Risiko Usaha dan GCG. experiences of the Business Risk and GCG Committee.

2017 Annual Report
663

Name Position Period Education Work Experiences
Andrinof Ketua 1 Januari S1 Sarjana Ilmu Pernah menjabat sebagai Menteri Perencanaan
Chaniago 2017 – 16 Politik, Fakultas Pembangunan Nasional (PPN)/Kepala Bappenas
Chairman Mei 2017 Ilmu Sosial dan Ilmu dari tahun 2014 sampai 2015, pendiri Center
Politik Universitas for Indonesian Regional and Urban Studies
January 1, Indonesia pada tahun (CIRUS) pada tahun 1999, dan dari tahun 2008
2017 - May 1983. Lulus tahun hingga saat ini menjadi Direktur Eksekutif CIRUS
16, 2017 2014 dari program Surveyors Group (CSG).
S2 Pasca Sarjana
Ilmu Perencanaan He served as Minister of National Development
dan Kebijakan Publik, Planning (PPN) / Head of Bappenas from 2014
Fakultas Ekonomi di to 2015, founder of the Center for Indonesian
Universitas Indonesia. Regional and Urban Studies (CIRUS) in 1999, and
Dan melanjutkan S3 from 2008 to the current Executive Director of
Program Doktor Ilmu CIRUS Surveyors Group (CSG) .
Filsafat, Fakultas Ilmu
Budaya, Universitas
Indonesia.
Bachelor Degree in
Political Science,
Faculty of Social and
Political Sciences,
University of
Indonesia in 1983.
Graduated in 2014
from Post Graduate
Program of Public
Planning and Policy,
Faculty of Economics
at University of
Indonesia. He
continued to
Doctoral Program of
Philosophy, Faculty
of Humanities,
University of
Indonesia.
Andi Ketua 16 Mei 2017 Sarjana bidang Kepala Pusat Penelitian Bidang Studi Hubungan
Widjajanto – sekarang Hubungan Internasional, Universitas Indonesia (April 2000 –
Chairman Internasional, FISIP Februari 2004);
May 16, 2017 dari Universitas Dewan Redaksi, Global: Jurnal Politik
- present Indonesia tahun 1996. Internasional Jurusan Hubungan Internasional,
School of Oriental Universitas Indonesia (April 2000 – Agustus
dan African Studies, 2007);
University of London Direktur Pelaksana PACIVIS, Pusat Studi
tahun 1997. Masyarakat Sipil Global, Universitas Indonesia
London School (Februari 2004 – Mei 2004);
of Economicsdari Direktur Eksekutif PACIVIS, Pusat Studi
University of London Masyarakat Sipil Global, Universitas Indonesia
tahun 1998. (Mei 2004 – April 2007);
Industrial College Penasihat Senior Program Pertahanan dan
of Armed Forces Keamanan PACIVIS, Pusat Studi Masyarakat Sipil
National Defense Global, Universitas Indonesia (Mei 2007);
University, Direktur Pascasarjana Akademik Program Pasca
Washington DC, Sarjana, Jurusan Hubungan Internasional,
Amerika Serikat tahun Universitas Indonesia (Januari 2008 – Oktober
2003. 2010);
S. Rajaratnam School Direktur Institut Pertahanan Ekonomi Pertahanan
of International dan Keamanan (Agustus 2008 – Agustus 2010);
Studies, Nanyang Kepala Bagian Program Pascasarjana Jurusan
Technological Hubungan Internasional, Universitas Indonesia
University, Singapura (Oktober 2010 – Juli 2012);
tahun 2011. Pimpinan Peneliti pada Proyek Keamanan Energi
PACIVIS-Universitas Indonesia dan PERTAMINA
(Februari 2012 – Mei 2013);
Direktur Pusat Penelitian Hubungan Internasional
Universitas Indonesia (Desember 2012 - Maret
2014);
Lead Researcher, Postur Pertahanan Indonesia
2045 Universitas Indonesia (Maret 2013 –
November 2013);
Wakil Ketua/Sekretaris Tim Kampanye Nasional
Tim Kampanye Nasional Jokowi JK 2014 (Maret
2014 – Juli 2014);


Bachelor of Deputi Tim Transisi Jokowi - Tim JK Transisi
International Jokowi-JK (Oktober 2014 - Agustus 2015);
Relations, FISIP Sekretaris Kabinet pada Sekretariat Kabinet
from University of Republik Indonesia (November 2014 - Agustus
Indonesia in 1996. 2015).
School of Oriental
and African Studies, Head of Research Center of International
University of London Relations, University of Indonesia (April 2000 -
1997. London School February 2004);
of Economics from the Editorial Council, Global: International Political
University of London Journal International Relations Department,
in 1998. Industrial University of Indonesia (April 2000 - August
College of Armed 2007);
Forces National Managing Director of PACIVIS, Center for Global
Defense University, Civil Society Studies, University of Indonesia
Washington DC, (February 2004 - May 2004);
USA in 2003. S. Executive Director of PACIVIS, Center for Global
Rajaratnam School Civil Society Studies, University of Indonesia
of International (May 2004 - April 2007);
Studies, Nanyang PACIVIS Senior Adviser on Defense and Security
Technological Programs, Center for Global Civil Society Studies,
University, Singapore University of Indonesia (May 2007);
in 2011. Director of Graduate Academic Post Graduate
Program, Department of International Affairs,
University of Indonesia (January 2008 - October
2010);
Director of the Defense Economic and Security
Defense Institute (August 2008 - August 2010);
Head of Graduate Program Department of
International Relations, University of Indonesia
(October 2010 - July 2012);
Leader of Research on Energy Security Project of
PACIVIS-Universitas Indonesia and PERTAMINA
(February 2012 - May 2013);
Director of University of Indonesia International
Relations Research Center (December 2012 -
March 2014);
Lead Researcher, Postur of Defense Indonesia
2045 Universitas Indonesia (March 2013 -
November 2013);
Vice Chairman / Secretary of National Campaign
Team of Jokowi JK National Campaign Team
2014 (March 2014 - July 2014);
Jokowi Transitional Team Deputy - JK Jokowi-JK
Transitional Team (October 2014 - August 2015);
Cabinet Secretary to the Cabinet Secretariat of
the Republic of Indonesia (November 2014 -
August 2015).
Anandy Wati Wakil 1 Januari Master of Public Pernah menjabat sebagai Sekretaris Direktorat
Ketua I 2017 – Management di Jenderal Anggaran Kementerian Keuangan 2013,
sekarang Amerika Serikat Direktur Sistem Manajemen Investasi tahun 2010
Vice dan Direktur Pelaksanaan Anggaran di tahun
Chairman I January Master of Public 2009.
1, 2017 - Management in the
present United States He served as Secretary of Directorate General
of Budget Ministry of Finance 2013, Director of
Investment Management System in 2010 and
Director of Budget Implementation in 2009.

2017 Annual Report
665

Suprasetyo Wakil Ketua 16 Mei 2017 Sarjana Teknik bidang Kasubdit Pengamanan Pelayanan Darurat
II – sekarang Teknik Kimia dari (Januari 2012 - Mei 2007), Atase Perhubungan
Universitas Gadjah KBRI di Washington sejak (Mei 2007 – Juni
Vice May 16, 2017 Mada tahun 1985. 2011), Kasubdit Kendali Mutu Keamanan
Chairman II - present Penerbangan (Juni 2011 - Desember 2012),
Bachelor of Kasubdit Pelayanan Darurat Direktorat
Engineering in Keamanan Penerbangan (Desember 2012 – April
Chemical Engineering 2013), Kepala Bandara Kelas Utama Hang Nadim
of Gadjah Mada Batam (April 2013 – Desember 2014), Kepala
University in 1985. Kantor Otoritas Bandara Wilayah I Kelas Utama
Soekarno-Hatta (Desember 2014 – Januari
2015), Direktorat Jendral Ditjen Perhubungan
Udara Kementerian Perhubungan RI (Januari
2015 – Februari 2017).
Sub Directorate of Emergency Services Security

(January 2012 - May 2007), Transportation
Attaché of the Embassy in Washington since
(May 2007 - June 2011), Sub directorate of
Quality Control of Aviation Security (June
2011 - December 2012), Sub Directorate of
Emergency Services Directorate of Aviation
Security (December 2012 - April 2013), Head
of Hang Nadim Batam Main Class Airport (April
2013 - December 2014), Head of Soekarno-Hatta
First Class Airport Authority (December 2014 -
January 2015), Directorate General of DGCA of
the Ministry of Transportation (January 2015 -
February 2017).
Wawan Anggota 26 Desember Sarjana Hukum dari Head of Corporate Division pada Triweka
Zulmawan 2016 – Universitas Andalas Rinanti & Partners (2008-2013), Head of Legal
Member Sekarang pada tahun 1994 & Corporate Secretary pada PT Bukit Uluwatu
dan Master Business Villa Tbk (2013-2014), Expert Staff pada PT
December of Administration Angkasa Pura 2 (Persero) (2014), Direktur Utama
26,2016 – dari Jakarta Institute PT Banten Global Development (2014-2015),
Present Management tahun Komisaris PT Penjaminan Kredit Daerah Banten
1997, Magister (2014-2015), Direktur Utama PD Pandeglang
Management dari STIE Berkah Maju (2015-2016), Business & Legal
IPWI tahun 1998, Advisor pada Gapuraprima Group (2016), dan
Master of Business Business & Legal Advisor pada Hutomo & Partners
Law dari Universitas (2014 – sekarang).
Indonesia tahun 2007,
dan saat ini sedang Head of Corporate Division at Triweka Rinanti &
menjalani Doctoral Partners (2008-2013), Head of Legal & Corporate
Program pada Secretary at PT Bukit Uluwatu Villa Tbk (2013-
Universitas Pelita 2014), Expert Staff at PT Angkasa Pura 2
Harapan (Persero) (2014), President Director of PT Banten
Global Development (2014-2015), Commissioner
Bachelor of Law from of PT Penjaminan Kredit Daerah Banten (2014-
Andalas University 2015), President Director of PD Pandeglang
in 1994 and Berkah Maju (2015-2016), Business & Legal
Master of Business Advisor at Gapuraprima Group (2016), and
Administration from Business & Legal Advisor on Hutomo & Partners
Jakarta Institute (2014 - present).
Management in
1997, Master of
Management from
STIE IPWI in 1998,
Master of Business
Law from University
of Indonesia in 2007,
and is currently
undergoing Doctoral
Program at Pelita
Harapan University


Ganesha Anggota 26 Desember Sarjana Ekonomi pada Mengawali karir di KSO Sucofindo – Surveyor
Dian Farisi 2016 – Fakultas Ekonomi dan Indonesia sebagai Production Data Analyst
Member Sekarang Bisnis Universitas (2012), Coordinator of Branches Development
Padjajaran pada tahun (2014), Coordinator of Technical Supports
December 2012 dan Master (November 2016 – sekarang)
26, 2016 – Degree in Business
Present Administration pada He started his career at KSO Sucofindo - Surveyor
IPMI International Indonesia as Production Data Analyst (2012),
Business School tahun Coordinator of Branches Development (2014),
2015 Coordinator of Technical Supports (November
2016 - present)
Bachelor of
Economics at the
Faculty of Economics
and Business
of Padjadjaran
Yniversuty in
2012 and Master
Degree in Business
Administration at IPMI
International Business
School 2015
INDEPENDENSI KOMITE RISIKO USAHA DAN GOOD iNDEPENDENCE OF BUSSINESS RISK AND GOOD
Komite Risiko Usaha dan GCG menjalankan peran The Business Risk and GCG Committee play an
secara obyektif berdasarkan pertimbangan objective role based on professional judgment. In
keahliannya secara profesional. Dalam rangka order to maintain such objectivity, the Business
menjaga objektivitas tersebut, Komite Risiko Risk and GCG Committee must come from an
Usaha dan GCG harus berasal dari pihak yang independent party, ie a non-linked party that may
independen, yaitu pihak yang tidak memiliki have a negative impact or conflict of interest with
hubungan/keterkaitan yang dapat menimbulkan both the Shareholder and Management (Board of
dampak negatif atau benturan kepentingan (conflict Commissioners and Directors) or with the Company.
of interest) baik dengan Pemegang Saham dan
Pengurus (Dewan Komisaris dan Direksi) maupun
dengan Perusahaan.
Aspek Independensi Andi Anandy Wawan Ganesha

Suprasetyo
Aspects of Independence Widjajanto Wati Zulmawan Dian Farisi
Tidak memiliki hubungan
keuangan dengan Dewan
Komisaris dan Direksi.
√ √ √ √ √
Has no financial relationship with
the Board of Commissioners and
the Board of Directors.
kepengurusan di perusahaan,
anak perusahaan, maupun
perusahaan afiliasi. √ √ √ √ √
Has no management relationship
in corporate, subsidiary, or
affiliated corporate.
kepemilikan saham di
perusahaan. √ √ √ √ √
Has no share ownership
relationship in the corporate.

2017 Annual Report
667
Aspek Independensi Andi Anandy Wawan Ganesha

Suprasetyo
Aspects of Independence Widjajanto Wati Zulmawan Dian Farisi
keluarga dengan Dewan
Komisaris, Direksi, dan/atau
sesama anggota Komite Risiko
Usaha dan GCG.
√ √ √ √ √
Has no family relationship with
the Board of Commissioners, the
Board of Directors, and /or other
members of the Business Risk
and GCG Committee.
Tidak menjabat sebagai pengurus
partai politik, pejabat, dan
pemerintah.
√ √ √ √ √
Not serving as a party official
of political parties, officials and
government.
PENGEMBANGAN KOMPETENSI KOMITE RISIKO COMPETENCE DEVELOPMENT OF BUSINESS RISK

USAHA DAN GOOD CORPORATE GOVERNANCE AND GOOD CORPORATE GOVERNANCE COMMITTEE
Pengembangan kompetensi Komite Risiko Usaha The competency development of the Business Risk
dan GCG dapat dilihat pada Bab Profil Sub Bab and GCG Committee can be seen in Profile Chapter,
Pengembangan Kompetensi Komite Risiko Usaha Competence Development Sub-Chapter of the Business
dan GCG pada laporan tahunan ini. Risk and GCG Committee in this annual report.
RAPAT KOMITE RISIKO USAHA DAN GOOD MEETING OF BUSINESS RISK AND GOOD CORPORATE
CORPORATE GOVERNANCE GOVERNANCE COMMITTEE
Agenda Rapat Komite Risiko Usaha dan Good Meeting Agenda of Business Risk and Good
Corporate Governance Corporate Governance Committee
Sepanjang tahun 2017, tanggal pelaksanaan, Agenda Throughout 2017, the date of execution, Agenda of
rapat dan Peserta rapat Komite Risiko Usaha dan meetings and Participants of the Business Risk and
GCG, sebagai berikut. GCG Committee meetings, are as follows.

Date of Meeting Meeting Agenda Meeting Participants
1 20 Maret 2017 Rapat Internal. Andrinof Chaniago
March 20, 2017 Internal Meeting. Anandy Wati
Wawan Zulmawan
Ganesha Dian Farisi
2 20 Maret 2017 Rapat Internal. Andrinof Chaniago
March 20, 2017 Internal Meeting. Anandy Wati
Wawan Zulmawan
Ganesha Dian Farisi
3 29 Maret 2017 Rapat Internal: Piagam – Piagam Perusahaan. Andrinof Chaniago
March 29, 2017 Internal Meetings - Corporate Charter. Anandy Wati
Wawan Zulmawan
Ganesha Dian Farisi
4 03 April 2017 Rapat Internal: Penyelarasan Aturan OJK No.34 Tahun Andrinof Chaniago
April 03, 2017 2014. Anandy Wati
Internal Meeting, Alignment of OJK Rules No.34 of Wawan Zulmawan
2014. Ganesha Dian Farisi
5 03 April 2017 Rapat Internal: GCG Charter. Andrinof Chaniago
April 03, 2017 Internal Meeting, GCG Charter. Anandy Wati
Wawan Zulmawan
Ganesha Dian Farisi


Date of Meeting Meeting Agenda Meeting Participants
6 20 April 2017 Rapat Internal: Keterlambatan Lelang Proyek Andrinof Chaniago
April 20, 2017 Pengembangan (PP). Anandy Wati
Internal Meeting, Late Auction Development Project Wawan Zulmawan
(PP). Ganesha Dian Farisi
7 12 Mei 2017 Rapat Internal: PP SOC, PP NYIA, dan Pagu Andrinof Chaniago
May 12, 2017 Kewenangan. Anandy Wati
Internal Meeting, PP SOC, PP NYIA, and Ceiling of Wawan Zulmawan
Authority. Ganesha Dian Farisi
8 30 Mei 2017 Rapat Eksternal: Hasil Asesmen GCG Tahun 2016. Andi Widjajanto
May 30, 2017 External Meeting, GCG Assessment Results of 2016. Anandy Wati
Suprasetyo
Wawan Zulmawan
Ganesha Dian Farisi
9 19 Juni 2017 Rapat Internal: Pagu Kewenangan Direksi dan Dewan Andi Widjajanto
June 19, 2017 Komisaris. Anandy Wati
Internal Meeting, Ceiling of Authority of the Board of Suprasetyo
Directors and Commissioners. Wawan Zulmawan
Ganesha Dian Farisi
Frekuensi dan Tingkat Kehadiran Rapat Komite Frequency And Attendance Level of Meeting of
Risiko Usaha dan Good Corporate Governance Business Risk and Good Corporate Governance
Committee
Jumlah
Jumlah Rapat
Nama Jabatan Periode Kehadiran Persentase
Number of
Name Position Period Number of Percentage
Meeting
Attandence
1 Januari 2017
– 16 Mei 2017
Ketua
Andrinof Chaniago January 1, 7 7 100%
Chairman
2017 - May 16,
2017
16 Mei 2017 –
Ketua sekarang
Andi Widjajanto 2 2 100%
Chairman May 16, 2017 -
present
1 Januari 2017
Wakil Ketua I
– sekarang
Anandy Wati Vice 9 9 100%
January 1,
Chairman I
2017 – present
16 Mei 2017 –
Wakil Ketua II
sekarang
Suprasetyo Vice 2 2 100%
May 16, 2017 –
Chairman II
present
26 Desember
2016 –
Anggota
Wawan Zulmawan Sekarang 9 9 100%
Member
December 26,
2016 – Present
26 Desember
2016 –
Anggota
Ganesha Dian Farisi Sekarang 9 9 100%
Member
December 26,
2016 – Present

2017 Annual Report
669
REMUNERASI KOMITE RISIKO USAHA DAN GOOD REMUNERATION OF BUSINESS RISK AND GOOD
Penetapan remunerasi Komite Risiko Usaha dan The remuneration of the Corporate’s Business Risk
GCG Perseroan mengacu pada Peraturan Menteri and GCG Committee refers to the Regulation of the
Negara Badan Usaha Milik Negara Nomor: PER- Minister of State-Owned Enterprises Number: PER-12/
12/MBU/2012 tentang Organ Pendukung Dewan MBU/2012 concerning the Supporting Organizations
Komisaris/Dewan Pengawas Badan Usaha Milik of the Board of Commissioners/Supervisory Board
Negara. Remunerasi Anggota Komite Risiko Usaha of State-Owned Enterprises. Remuneration Member
dan GCG Perseroan berupa honorarium sebesar of the Business Risk and GCG Committee of the
20% (dua puluh persen) dari gaji Direktur Utama Corporate in the form of honorarium of 20% (twenty
Perseroan. Sedangkan Anggota Dewan Komisaris percent) of the salary of the President Director of
yang menjadi Ketua/Anggota Komite Risiko Usaha the Corporate. While the members of the Board of
dan GCG Perseroan tidak diberikan penghasilan Commissioners who become Chairman/Member of
tambahan selain sebagai anggota Dewan Komisaris. Business Risk and GCG Committee of the Corporate
are not given any additional income other than as
members of the Board of Commissioners.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT OF IMPLEMENTATION OF BUSINESS

KOMITE RISIKO USAHA DAN GOOD CORPORATE RISK AND GOOD CORPORATE GOVERNANCE
GOVERNANCE TAHUN 2017 COMMITTEE ACTIVITY IN 2017
Pelaksanaan tugas penelaahan dan pemantauan The execution of the review and monitoring tasks by
oleh Komite yang dilaporkan kepada Dewan the Committee reported to the Board of Commissioners
Komisaris dilakukan dengan mekanisme kajian- shall be conducted through mechanisms of review,
kajian, rapat-rapat, dan kunjungan kerja sesuai meetings and working visits in accordance with the
dengan Program Kerja ataupun insidentil melalui Work Program or incidental through direct assignment
penugasan langsung dari Dewan Komisaris. from the Board of Commissioners.
1. Kajian 1. Review
Kajian terdiri dari: The review consists of:
a. Kajian dokumentasi mutu kerja Perusahaan a. Review of Corporate’s quality work
yang terkait dengan Risiko Usaha dan GCG. documentation related to Business Risk and
GCG.
b. Kajian insidentil sesuai arahan dan instruksi b. Incidental review based on directives and
dari Dewan Komisaris. instructions from the Board of Commissioners.
2. Rapat 2. Meeting
Rapat terdiri dari: Meetings consist of:
a. Rapat cross-function dengan Unit Kerja a. Cross-function meetings with related
terkait. Working Units.
b. Rapat internal dengan Komite. b. Internal meetings with the Committee.
3. Kunjungan kerja ke Unit Kerja/Cabang dan 3. Working visit to Unit/Branch and Development
Proyek Pengembangan. Project.
Untuk mendapatkan evaluasi dan rekomendasi To obtain an accurate evaluation and
yang akurat terhadap beberapa hal yang perlu recommendation on several matters that need
disampaikan kepada Dewan Komisaris, Komite to be submitted to the Board of Commissioners,
melakukan cross check kepada unit kerja/ the Committee cross-checks the work units/
cabang di bawah manajemen dan proyek-proyek branches under management and development/
pengembangan/pembangunan di lingkungan development projects within the corporate.
perusahaan. Kunjungan kerja dilakukan untuk Working visits are undertaken to ensure an
memastikan penilaian terhadap pemenuhan assessment of compliance component compliance
komponen kesesuaian dalam pedoman, SOP, in guidelines, SOPs, or follow-up Risk Mitigation.
ataupun tindak lanjut Mitigasi Risiko.

FUNGSI NOMINASI DAN REMUNERASI FUNCTION OF NOMINATION AND REMUNERATION
Untuk memenuhi ketentuan dalam Peraturan To comply with the provisions of the Financial Services
Otoritas Jasa Keuangan No.34/POJK.04/2014 Authority Regulation No.34/POJK.04/2014 on the
tentang Pembentukan dan Pedoman Pelaksanaan Establishment and Guidance of the Implementation
Kerja Komite Remunerasi dan Nominasi of the Remuneration and Nomination Committee
Perseroan telah memiliki fungsi remunerasi dan the Company has a remuneration and nomination
nominasi yang dijalankan oleh Dewan Komisaris function undertaken by Board of Commissioners,
dengan dibantu oleh Komite Penunjang Dewan assisted by the Supporting Committee of the Board
Komisaris, sebagaimana ditegaskan dalam Surat of Commissioners, as confirmed in the Decree of the
Keputusan Dewan Komisaris Perseroan No. KEP.10/ Board of Commissioners of the Company. KEP.10/
DK.AP.I/2015 tanggal 2 November 2015 tentang DK.AP.I/2015 dated November 2, 2015 on the Division
Pembagian Fungsi, Tugas dan Tanggung Jawab of Functions, Duties and Responsibilities of the Board of
Dewan Komisaris Perseroan. Commissioners of the Company.
Dewan Komisaris telah menjalankan Fungsi The Board of Commissioners has performed
Remunerasi dan Nominasi untuk melaksanakan, the Remuneration and Nomination Function to
mengatur, dan menegakkan prinsip-prinsip tata implement, regulate and enforce the principles of
kelola Perseroan sejalan dengan proses pencalonan Good Corporate Governance in line with the process
posisi strategis dalam manajemen dan menetapkan of nominating strategic positions in management
besaran remunerasi bagi Direksi. and determining the amount of remuneration for the
Board of Directors.
ALASAN BELUM MEMBENTUK KOMITE NOMINASI REASONS NOT MAKING THE NOMINATION AND
DAN REMUNERASI REMUNERATION COMMITTEE
Alasannya belum membentuk Komite Nominasi The reason is that it has not yet established a Nomination
dan Remunerasi karena Fungsi Nominasi dan and Remuneration Committee since Nomination
Remunerasi telah dan dapat dilaksanakan and Remuneration Functions have been and can be
langsung oleh Dewan Komisaris secara Kolegial carried out directly by the Board of Commissioners
dan terdokumentasi seluruhnya dalam arsip yang on a Collaborative basis and are fully documented in
direkam. Sesuai dengan BAB II Keanggotaan, Pasal the recorded archives. In accordance with Chapter II
3, POJK 34 Tahun 2014. Membership, Article 3, POJK 34 of 2014.
Untuk penentuan Komite Lainnya yang juga For the determination of other Committees which
merujuk pada BAB II Keanggotaan Pasal 3 POJK also refer to Chapter II Membership Article 3 of
34/2014, Dewan Komisaris telah menambahkan POJK 34/2014, the Board of Commissioners has
dan menetapkan bahwa Fungsi Nominasi dan added and determined that the Nomination and
Remunerasi termasuk di dalam salah satu Tugas, Remuneration functions are included in one of the
Fungsi, dan Tanggung Jawab Dewan Komisaris. Duties, Functions and Responsibilities of the Board
of Commissioners.
Pemilihan Komite Risiko Usaha dan GCG sebagai The selection of the Business Risk and GCG
Komite Lainnya didasarkan pada banyaknya Committee as the Other Committees is based on
rencana Investasi dari Perseroan di dalam RJPP the number of Investment plans of the Company in
Tahun 2016 - 2020 dan perlunya Dewan Komisaris the RJPP of 2016-2020 and the need for the Board
untuk membentuk Komite khusus yang dapat of Commissioners to establish a special Committee
mengawasi secara optimum sasaran Perseroan that can optimally monitor the objectives of the
dari segi penerapan Manajemen Risiko secara Company in terms of the implementation of Risk
holistik dan dari segi penerapa GCG di dalam Management holistically and in terms of GCG in its
penyelarasannya sebagai BUMN. alignment as a SOE.

2017 Annual Report
671
TUGAS DEWAN KOMISARIS DALAM NOMINASI DUTY OF BOARD OF COMMISSIONERS IN NOMINATION

DIREKSI OF THE BOARD OF DIRECTORS
Tugas Dewan Komisaris terkait nominasi Direksi, The duties of the Board of Commissioners regarding
yaitu: the nomination of the Board of Directors are as follows:
1. Menetapkan kebijakan dan kriteria seleksi bagi 1. Conducting selection policies and criteria for
calon Direksi; candidates for the Board of Directors;
2. Melakukan telaah dan/atau penilaian/ 2. Conducting a review and/or assessment/
pemeriksaan terhadap calon-calon Direksi yang examination of candidates for Board of Directors
diusulkan oleh Direksi sebelum disampaikan ke proposed by the Board of Directors before being
Pemegang Saham; submitted to the Shareholders;
3. Mengusulkan calon-calon anggota Direksi yang 3. Proposing candidates for new members of the
baru kepada RUPS. Board of Directors to the GMS.
TUGAS DEWAN KOMISARIS DALAM REMUNERASI DUTY OF BOARD OF COMMISSIONERS IN

DEWAN KOMISARIS DAN DIREKSI THE REMUNERATION OF THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS
Tugas Dewan Komisaris terkait remunerasi Dewan The duties of the Board of Commissioners concerning
Komisaris dan Direksi, yaitu: the remuneration of the Board of Commissioners
and the Board of Directors are as follows:
1. Menetapkan kebijakan Dewan Komisaris 1. Stipulating the Board of Commissioners’ policy
mengenai pengusulan remunerasi Direksi; regarding the proposed remuneration of the
Board of Directors;
2. Menyusun rencana Dewan Komisaris melakukan 2. Preparing the plan of the Board of Commissioners
penelaahan atas pengusulan remunerasi Direksi; to review the proposed remuneration of the
Board of Directors;
3. Dewan Komisaris dapat mengusulkan kepada 3. The Board of Commissioners may propose to
RUPS mengenai sistem pemberian uang jasa dan the General Meeting of Shareholders regarding
tunjangan purna jabatan bagi Dewan Komisaris; the system of giving fees and post-retirement
benefits to the Board of Commissioners;
4. Memberikan penjelasan lengkap kepada RUPS 4. Providing a complete explanation to the General
mengenai sistem pemberian uang jasa dan Meeting of Shareholders regarding the system
tunjangan bagi Dewan Komisaris, serta rincian of giving fees and allowances for the Board of
uang jasa dan tunjangan purna jabatan yang Commissioners, as well as details of fees and
diterima oleh Dewan Komisaris yang sedang post-employment benefits received by the Board
menjabat; of Commissioners in office;
5. Dewan Komisaris dapat mengusulkan kepada 5. The Board of Commissioners may propose to
RUPS mengenai sistem penggajian, fasilitas, the General Meeting of Shareholders regarding
dan/atau pemberian tunjangan bagi Direksi; the system of remuneration, facilities, and/or
granting benefits to the Board of Directors;
6. Memberikan penjelasan lengkap kepada RUPS 6. Providing a complete explanation to the General
mengenai sistem penggajian, fasilitas, dan/atau Meeting of Shareholders regarding the salary
pemberian tunjangan bagi Direksi, serta rincian system, facilities and/or granting of benefits
gaji, fasilitas, dan/atau tunjangan yang diterima to the Board of Directors, as well as details of
oleh Direksi yang sedang menjabat; salaries, facilities and/or benefits received by
the Board of Directors in office;
7. Dewan Komisaris dapat merekomendasikan 7. The Board of Commissioners may recommend to
kepada RUPS mengenai sistem kompensasi the General Meeting of Shareholders regarding
serta manfaat lainnya dalam hal pengurangan the compensation system as well as other
karyawan. benefits in the case of employee reductions.

PELAKSANAAN FUNGSI NOMINASI DAN IMPLEMENTATION OF FUNCTION OFNOMINATION

REMUNERASI AND REMUNERATION
Selama tahun 2017, Dewan Komisaris telah During 2017, the Board of Commissioners had
melaksanakan fungsi nominasi dengan adanya performed the nomination function with the new
Komisaris Utama yang baru yaitu Bapak Andi President Commissioner Mr. Andi Widjajanto,
Widjajanto, Komisaris baru yaitu Bapak Suprasetyo, the new Commissioner, Mr. Suprasetyo, the new
Direktur Utama yang baru yaitu Bapak Faik President Director, Mr. Faik Fahmi, Mrs. Devy W.
Fahmi, Ibu Devy W. A. Suradji sebagai Direktur A. Suradji as Director of Marketing and Services,
Pemasaran dan Pelayanan, serta Bapak Sardjono and Mr. Sardjono Jhony Tjtrokusumo as Director of
Jhony Tjtrokusumo sebagai Direktur Hubungan International Relations and Business Development.
Internasional dan Pengembangan Usaha.
Sedangkan, fungsi remunerasi dilaksanakan dengan Meanwhile, the remuneration function is carried out
aktif melakukan telaah dan memberikan tanggapan by actively reviewing and responding to the proposed
atas usulan remunerasi Dewan Komisaris dan remuneration of the Board of Commissioners and the
Direksi pada tahun bersangkutan sebelum diajukan Board of Directors in the year before being submitted
ke RUPS untuk persetujuan. to the General Meeting of Shareholders for approval.
KEBIJAKAN SUKSESI DIREKSI BOARD OF DIRECTORS SUCCESSION POLICY
Kebijakan suksesi Direksi PT Angkasa Pura I The succession policy of the Board of Directors of PT
(Persero) dilakukan berdasarkan Peraturan Angkasa Pura I (Persero) is based on the Regulation
Menteri Negara BUMN Nomor: PER-01/MBU/2012 of the Minister of State-Owned Enterprises No. PER-
tentang Persyaratan dan Tata Cara Pengangkatan 01/MBU/2012 on Requirements and Procedures for
dan Pemberhentian Anggota Direksi BUMN yang Appointment and Dismissal of BUMN Directors as
mengatur sebagai berikuT: follows:
1. Persyaratan Calon anggota Direksi harus 1. Requirements Prospective members of the
memenuhi persyaratan formal dan materiil, Board of Directors shall comply with formal and
serta persyaratan lain yang ditetapkan. material requirements, as well as other specified
requirements.
2. Persiapan UKK dan Evaluasi 2. UKK Preparation and Evaluation
- Penyusunan daftar anggota Direksi yang - Preparation of a list of pending members of
habis masa jabatannya; the Board of Directors;
- Penjaringan bakal calon anggota Direksi; - Selection of prospective members of the
Board of Directors;
-Pembentukan tim untuk melakukan UKK dan - Establishment of a team to conduct CRC and
evaluasi. evaluation.
3. Proses UKK dan Evaluasi 3. UKK and Evaluation Process
- UKK dilakukan oleh tim dan/atau lembaga - UKK conducted by team and/or professional
profesional; institution;
- Hasil UKK dievaluasi oleh tim dan - The results of the UKK are evaluated by the

2017 Annual Report
673
disampaikan kepada Menteri untuk team and submitted to the Minister for a
mendapat keputusan. decision.
4. Pengangkatan anggota Direksi 4. Appointment of members of the Board of Directors
- Menteri dapat melakukan wawancara terhadap - The Minister may conduct interviews on the
hasil UKK dan evaluasi yang dilakukan oleh results of the CRC and evaluations conducted
tim dan/atau lembaga profesional; by the team and/or professional institutions;
- Menteri mengangkat calon anggota Direksi - The minister appoints elected members of the
terpilih berdasarkan Keputusan Menteri/ Board of Directors based on the Ministerial/
RUPS. GMS Decree.
ORGAN DAN KOMITE DI BAWAH DIREKSI ORGANS AND THE BOARD OF DIRECTORS
COMMITTEES
Dalam melaksanakan tugasnya, Direksi dibantu In performing its duties, the Board of Directors is
oleh Corporate Secretary dan organ pendukung assisted by Corporate Secretary and other supporting
lainnya. Uraian mengenai organ di bawah Direksi organs. The description of organs under the Board of
sebagai berikut. Directors is as follows.
Corporate Secretary merupakan organ pendukung Corporate Secretary is an organ of support of the Board
Direksi yang memiliki peranan penting dalam of Directors which has an important role in ensuring
memastikan penerapan aspek keterbukaan di the application of aspects of openness in the Corporate.
Perusahaan. Corporate Secretary berfungsi dalam The Corporate Secretary functions in internal and
komunikasi internal dan eksternal, hubungan external communications, investor relations, as well
investor, serta kesekretariatan pimpinan Perseroan. as the secretarial of the Corporate’s leadership. The
Corporate Secretary berada di bawah Direktur Corporate Secretary is under the President Director
Utama dan bertanggung jawab secara langsung and directly responsible to the President Director.
kepada Direktur Utama.
DASAR PENGANGKATAN SEKRETARIS THE BASIS OF THE CORPORATE SECRETARY OF THE

PERUSAHAAN CORPORATE
Sekretaris Perusahaan PT Angkasa Pura I (Persero) Corporate Secretary of PT Angkasa Pura I (Persero)
adalah Israwadi. Beliau menjabat sebagai Corporate is Israwadi. He has served as Corporate Secretary
Secretary sejak 11 Agustus 2016 berdasarkan Surat since August 11, 2016 based on Decree No. BOD.
Keputusan Direksi No. SKEP.1259/KP.07.03/2016. SKEP.1259/KP.07.03/2016.
STRUKTUR SEKRETARIS PERUSAHAAN THE SECRETARY STRUCTURE OF THE CORPORATE
Corporate Secretary berada di bawah Direktur Utama The Corporate Secretary is under the President
dan bertanggung jawab secara langsung kepada Director and directly responsible to the President
Direktur Utama. Corporate Secretary memiliki 2 Director. Corporate Secretary has 2 (two) departments
(dua) departemen yang berfungsi untuk mendukung that serve to support the implementation of its
pelaksanaan tugasnya, yaitu Corporate Administration duties, namely Corporate Administration Department
Department dan Corporate Communication and Corporate Communication Department.
Department.

Struktur Corporate Secretary PT Angkasa Pura I Corporate Secretary Structure of PT Angkasa Pura I
(Persero) sebagai berikut. (Persero) as follows.
DIREKTUR UTAMA
PRESIDENT DIRECTOR
CORPORATE SECRETARY
CORPORATE ADMINISTRATION CORPORATE

DEPARTMENT COMMUNICATION
HEAD DEPARTMENT HEAD
CORPORATE
CORPORATE COMMUNICATION
ADMINISTRATION
OFFICER
OFFICER
FUNGSI DAN TUGAS SEKRETARIS PERUSAHAAN FUNCTIONS AND TASKS OF CORPORATE SECRETARY
Corporate Secretary memiliki tugas pokok untuk: Corporate Secretary has the main duty to:
1. Memastikan tercapainya peningkatan citra 1. Ensuring the achievement of enhancement
Perusahaan melalui pengelolaan komunikasi of corporate image through the management
Perusahaan dengan pihak internal dan eksternal. of corporate communications with internal and
external parties.
2. Mengadministrasikan dokumen Perusahaan. 2. Administering Corporate documents.
3. Membina hubungan antar lembaga. 3. Fostering inter-agency relationships.
4. Menyelesaikan permasalahan yang berkaitan 4. Resolving issues relating to corporate law.
dengan hukum korporasi.
5. Menjamin ketersediaan informasi kepada 5. Ensuring availability of information to
stakeholders. stakeholders.
PROFIL SEKRETARIS PERUSAHAAN CORPORATE SECRETARY PROFILE
Berdasarkan Surat Keputusan Direksi Nomor: SKEP. Based on the Decree of the Board of Directors
1259/KP.07.03/2016 tanggal 11 Agustus 2016, Number: SKEP. 1259/KP.07.03/2016 dated August
Corporate Secretary PT Angkasa Pura I (Persero) 11, 2016, Corporate Secretary of PT Angkasa Pura I
dijabat oleh Israwadi. (Persero) is held by Israwadi.

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675
Profil Corporate Secretary sebagai berikut. Corporate Secretary profile as follows.
Warga Negara Indonesia, berdomisili Indonesian citizen, domiciled in

di Jakarta. Lahir di Pangkalan Susu Jakarta. Born in Pangkalan Susu
Medan pada 23 agustus 1971, saat Medan on August 23, 1971, is
ini berusia 46 tahun. Menyelesaikan currently 46 years old. Completed
pendidikan strata satu pada Sekolah his first degree education at the
Tinggi Hukum Bandung tahun 1993 Bandung High School of Law in
dan memperoleh gelar Magister 1993 and obtained his Master of
Manajemen dari Universitas Management degree from Trisakti
Trisakti pada tahun 2005. Beliau University in 2005. He served as
pernah menjabat sebagai Asisten Assistant Corporate Secretary of the
Israwadi Sekretaris Perusahaan Bidang Company’s Corporate Secretariat
Sekretariat Direksi Perseroan (2010- Secretariat (2010-2011), Junior
2011), Staf Khusus Muda Direksi Special Staff of the Board of
Perseroan (2011-2012), Direktur Directors (2011-2012) , Finance
Keuangan dan Administrasi PT and Administration Director of
Angkasa Pura Properti (2012-2013), PT Angkasa Pura Properti (2012-
Direktur Keuangan, Personalia dan 2013), Finance, Personnel and
Administrasi PT Angkasa Pura Hotel Administration Director of PT
(2013-2016), Komisaris PT Angkasa Angkasa Pura Hotel (2013-2016),
Pura Retail (2015-2016). Commissioner of PT Angkasa Pura
Retail (2015-2016).
PROGRAM PENINGKATAN KOMPETENSI COMPETENCE DEVELOPMENT PROGRAMS FOR

Materi Pengembangan Waktu dan Tempat Jenis Pelatihan dan Penyelenggara

Kompetensi/Pelatihan Pelaksanaan Type of Training and Organizer
Competence/Training Development Materials Time and Place of
Implementation
Workshop Indonesia Air Traffic Management 24 Februari 2017 - US Trade and Development Agency
and Airport Infrastructureand Security Reverse 10 Maret 2017
Trade Mission February 24, 2017
Indonesia Air Traffic Management and Airport - March 10, 2017
Infrastructure and Security Reverse Trade
Mission Workshop
Workshop Future Ready Airport 20-21 Februari GVK
Future Ready Airport Workshop 2017
February 20-21,
2017
Training Sekretaris BUMN dan Korporasi Jakarta, 2 Agustus BUMN Club
Swasta 2017
Secretary Training of SOEs and Private Jakarta, August 2,
Corporations 2017
Training Interpretasi Kriteria Penilaian Kinerja Jakarta, 22 - 24 PT Angkasa Pura I (Persero)
Unggul (KPKU) Batch II Agustus 2017
Training Interpretation of Superior Jakarta, August 22-
Performance Evaluation Criteria (KPKU) Batch 24, 2017
II

PELAKSANAAN TUGAS SEKRETARIS PERUSAHAAN IMPLEMENTATION OF CORPORATE SECRETARY

TAHUN 2017 TASKS IN 2017
Selama tahun 2017, Corporate Secretary telah During 2017, Corporate Secretary had performed
melaksanakan tugas antara lain: the following tasks:
1. Pelaksanaan assessment PT Angkasa Pura 1. Implementating the PT Angkasa Pura I (Persero)
I (Persero) dengan mengikutsertakan juga assessment by including the GCG implementation
pelaksanaan GCG di Bandara yaitu dilakukan at the Airport which was done by sampling
dengan sampling assessment pada 7 (tujuh) assessment at 7 (seven) airports.
bandara. 2. Collecting and reporting to KPK the result of
2. Mengumpulkan dan melaporkan ke KPK filling of State Asset Wealth Report (LHKPN).
hasil pengisian Laporan Harta Kekayaan
Penyelenggara Negara (LHKPN). 3. Transfering media and organizing the Corporate’s
3. Melakukan alih media serta penataan arsip vital vital archives.
Perseroan. 4. Making Annual Report of 2016.
4. Pembuatan Annual Report 2016. 5. Improving internal communication and coordination
5. Meningkatkan komunikasi dan koordinasi of the Corporate (inter-unit/inter-branch).
Internal Perusahaan (antar unit/antar cabang). 6. Improving the corporate’s positive image,
6. Meningkatkan citra positif perusahaan, improving communication effectiveness,
meningkatkan efektivitas komunikasi, information disclosure and transparency,
keterbukaan informasi, dan transparansi, fostering community/stakeholder trust.
menumbuhkan kepercayaan masyarakat/
stakeholder. 7. Improving and strengthening relations with the
7. Meningkatkan dan memperkuat hubungan Media.
dengan Media. 8. Improving and strengthening relationships with
8. Meningkatkan dan memperkuat hubungan partners and communities.
dengan mitra kerja/mitra usaha dan komunitas.
UNIT INTERNAL AUDIT INTERNAL AUDIT UNIT
Unit Internal Audit adalah bagian dari pengendalian The Internal Audit Unit is a part of internal
internal, yang secara garis besar bertujuan control, which aims to help management realize its
membantu manajemen merealisasikan objektif/ objectives through the examination of adequacy and
sasarannya melalui pemeriksaan kecukupan implementation of internal control processes, risk
dan pelaksanaan proses pengendalian internal, management and corporate governance.
manajemen risiko, dan tata kelola perusahaan.
PT Angkasa Pura I (Persero) memiliki Unit Internal PT Angkasa Pura I (Persero) has an Internal Audit Unit
Audit yang berfungsi untuk membantu Direktur that serves to assist the President Director in carrying
Utama dalam menjalankan fungsi pengawasan out the oversight function on the effectiveness of the
terhadap efektivitas sistem pengendalian internal internal control system and the implementation of
dan pelaksanaan GCG di Perseroan. Berdasarkan GCG in the Corporate. Based on the Decision of the
Keputusan Direksi PT Angkasa Pura I (Persero) Board of Directors of PT Angkasa Pura I (Persero)
Nomor: KEP.59/OM.01.01/2013 tentang Organisasi Number: KEP.59/OM.01.01/2013 on the Organization

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677
dan Tata Kerja Kantor Pusat, kedudukan Unit and Working Procedure of the Head Office, the
Internal Audit berkedudukan langsung di bawah position of the Internal Audit Unit is directly under
Direktur Utama. Unit Internal Audit dipimpin oleh the President Director. The Internal Audit Unit is
seorang Head of Internal Audit yang diangkat headed by a Head of Internal Audit who is appointed
dan diberhentikan oleh Direktur Utama atas and dismissed by the President Director upon the
persetujuan Dewan Komisaris. Head of Internal approval of the Board of Commissioners. The Head of
Audit bertanggung jawab langsung kepada Direktur Internal Audit is directly responsible to the President
Utama. Dalam menjalankan tugasnya, Unit Internal Director. In performing its duties, the Internal Audit
Audit bersinergi dengan Komite Audit dan Komite Unit is in synergy with the Audit Committee and the
Risiko Usaha dan GCG. Business Risk and GCG Committee.
STRUKTUR ORGANISASI DAN KETUA INTERNAL ORGANIZATIONAL STRUCTURE AND THE AUDIT
AUDIT INTERNAL CHAIRMAN
DIREKTUR UTAMA
HEAD OF INTERNAL
AUDIT
OPERATION AUDIT TECHNICAL AUDIT MARKETING & BD FINANCE AUDIT HCGA AUDIT DEPT IT AUDIT DEPT
DEPT HEAD DEPT HEAD AUDIT DEPT HEAD DEPT HEAD HEAD HEAD
OPERATION TECHNICAL MARKETING & BD

FINANCE AUDITOR HCGA AUDITOR IT AUDITOR
AUDITOR AUDITOR AUDITOR
KEDUDUKAN INTERNAL AUDIT DALAM STRUKTUR POSITION OF INTERNAL AUDIT IN ORGANIZATIONAL

ORGANISASI STRUCTURE
Internal Audit dipimpin oleh Head of Internal Internal Audit is headed by the Head of Internal
Audit yang berada di bawah Direktur Utama Audit under the President Director and is
dan bertanggung jawab kepada Direktur Utama. responsible to the President Director. Internal Audit
Internal Audit memiliki 6 (enam) departemen yang has 6 (six) departments that function to support the
berfungsi untuk mendukung pelaksanaan tugasnya implementation of its duties namely Operation Audit
yaitu Operation Audit Department, Technical Audit Department, Technical Audit Department, Marketing
Department, Marketing & Bussiness Development & Business Development Audit Department, Finance
Audit Department, Finance Audit Department, Audit Department, Human Capital & General Affair
Human Capital & General Affair Audit Department, Audit Department, IT Audit Department. The Internal
IT Audit Department. Head Internal Audit Audit Head is appointed and dismissed by the
diangkat dan diberhentikan oleh Direktur Utama President Director upon the approval of the Board
atas persetujuan Dewan Komisaris. of Commissioners.

PROFIL KEPALA INTERNAL AUDIT PROFILE HEAD OF INTERNAL AUDIT
Head of Internal Audit dijabat oleh Bapak Tommy Head of Internal Audit is held by Mr. Tommy Meilitza.
Meilitza. Beliau Menjabat sebagai Head of Internal He has served as Head of Internal Audit since April
Audit sejak 26 April 2017 berdasarkan Surat 26, 2017 based on Decree No. BOD. SKEP.3283/
Keputusan Direksi No. SKEP.3283/KP.07.03/2017. KP.07.03/2017.
Warga Negara Indonesia. Usia 54 Indonesian citizens aged 54 years

tahun, lahir di Jakarta pada 17 Mei old, born in Jakarta on May 17,
1964. Memperoleh gelar Sarjana 1964. He obtained his Bachelor
Psikologi Pendidikan Jurusan degree in Psychology of Psychology
Psikologi dari Universitas Pasundan Department from Pasundan
pada Tahun 1985 dan Gelar Sarjana University in 1985 and Law Degree
Hukum Jurusan Ilmu Hukum of Law Department from I Gusti
dari Universitas I Gusti Ngurah Ngurah Rai University-Bali in 1995.
Rai–Bali pada Tahun 1995. Gelar Master of Management degree
Magister Management diperoleh di was obtained at the Hasanuddin
Tommy Meilitza Universitas Hasanuddin– Makassar University-Makassar in 2007. Before
pada Tahun 2007. Sebelum menjabat serving as Head of Internal Audit
sebagai Kepala Internal Audit he served in PT Angkasa Pura I
beliau menjabat di PT Angkasa (Persero) as Senior Staff of Rendiklat
Pura I (Persero) sebagai Staf senior Personnel (1991-1995), Head of
Rendiklat Personil (1991-1995), airport governance department
Kadin Tata usaha bandara Ngurah of Ngurah Rai (1995-2001), Head
Rai (1995-2001), Kadin Personil of Ngurah Rai (2001-2003),
bandara Ngurah Rai (2001-2003), Head of Adm. Personnel (2003-
Kasi Adm. Personalia (2003-2004), 2004), Assistant DD. Bid Org and
Asisten DD. Bid Org dan Tata kerja Working Procedures (2004-2007),
(2004-2007), Manager Personalia Personnel and General Manager of
dan Umum Bandara Hasanuddin Hasanuddin Airport (2007-2009),
(2007-2009), DD. Adm Proyek DD. Adm Project & Procurement
& Pengadaan PPBIL Lombok PPBIL Lombok (2009-2010), Staff
(2009-2010), Staf khusus Direktur Personnel Personnel and General
Personalia dan Umum (2010-2012), Director (2010-2012), Strategic
Strategic Bisnis Develop. Level II Business Develop. Level II (2012-
(2012-2013), Corporate Strategic 2013), Corporate Strategic Dev
Dev Analyst (2013), Project Program Analyst (2013), Project Program
Analyst Unit Internal Audit (2013- Analyst Internal Audit Unit (2013-
2015), Head of Risk Management 2015), Head of Risk Management
and Compliance (2015-2017). and Compliance (2015-2017).
PIHAK YANG MENGANGKAT DAN PARTY AUTHORIZED TO ASSIGN AND DISMISS THE
MEMBERHENTIKAN KEPALA INTERNAL AUDIT HEAD OF INTERNAL AUDIT
Ketua Unit Internal Audit diangkat dan diberhentikan The Chairman of the Internal Audit Unit is appointed
oleh Direktur Utama atas persetujuan Dewan and dismissed by the President Director upon the
Komisaris. approval of the Board of Commissioners.

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679
INTERNAL AUDIT CHARTER INTERNAL AUDIT CHARTER
Dalam melaksanakan tugasnya, Unit Internal Audit PT In carrying out its duties, the Internal Audit Unit of
Angkasa Pura I (Persero) telah dilengkapi Pedoman PT Angkasa Pura I (Persero) has been completed
Kerja yang disebut dengan Piagam Internal Audit with a Working Manual called Internal Audit Charter
(Internal Audit Charter) yang disetujui dan disahkan approved by the Board of Commissioners in January
oleh Dewan Komisaris pada Januari 2014. Selain 2014. In addition to working guidelines, the Internal
sebagai pedoman kerja, Internal Audit Charter juga Audit Charter also plays a role in strengthening roles
berperan dalam penguatan peran dan tanggung and responsibilities and the basis for the existence
jawab serta dasar keberadaan dan pelaksanaan and implementation of monitoring duties for
tugas-tugas pengawasan bagi Internal Audit. Oleh Internal Audit. Therefore, the Internal Audit Charter
karena itu, Piagam Internal Audit disebarluaskan is disseminated to be known by all employees
agar diketahui oleh seluruh karyawan dan pihak and other related parties so as to establish mutual
lain yang terkait sehingga terjalin saling pengertian understanding and good cooperation in realizing the
dan kerja sama yang baik dalam mewujudkan visi, vision, mission and purpose of the Corporate.
misi dan tujuan Perseroan.
Isi dari Internal Audit Charter: Content of Internal Audit Charter:

A. Pendahuluan: berisi latar belakang serta visi A. Introduction: contains background and vision
dan misi Internal Audit. and mission of Internal Audit.
B. Internal Audit: berisi pengertian, struktur dan B. Internal Audit: contains the understanding, structure
kedudukan, fungsi, tugas dan tanggung jawab, and position, functions, duties and responsibilities,
wewenang, ruang lingkup, akuntabilitas serta authority, scope, accountability as well as
standar profesi, dan kode etik. professional standards, and codes of conduct.
C. Pola Hubungan: berisi hubungan internal auditor C. Pattern of Relationship: contains internal
dengan auditee, eksternal auditor, serta dengan relations of auditors with auditees, external
Komite Audit dan Komite Risiko Usaha dan GCG. auditors, as well as with the Audit Committee
and Business Risk and GCG Committee.
D. Peningkatan Kualitas Internal Auditor. D. Internal Auditor Quality Improvement.
E. Jaminan Mutu. E. Quality Guarantee.
F. Penutup. F. Closing
TUGAS DAN TANGGUNG JAWAB INTERNAL AUDIT DUTY AND RESPONSIBILITY OF INTERNAL AUDIT
Tugas dan tanggung jawab Unit Internal Audit The duties and responsibilities of the Internal Audit
meliputi: Unit including:
1. Menyiapkan Rencana Kerja dan Anggaran serta 1. Preparing the Work Plan and Budget and Annual
Program Kerja Tahunan Internal Audit; Internal Audit Work Program;
2. Menyusun program audit untuk menjamin mutu 2. Developing audit programs to ensure the quality
kegiatan Internal Audit; of Internal Audit activities;
3. Melaksanakan pengumpulan informasi dan 3. Carry out the collection of risk-based information
pemeriksaan berbasis risiko, pengawasan and inspection, supervision of compliance with
kepatuhan terhadap peraturan dan ketentuan, rules and regulations, assessment, presentation,
penilaian, penyajian, saran perbaikan, serta improvement suggestions, and assurance and
kegiatan assurance dan konsultasi untuk consultation activities for the efficiency and
efisiensi dan efektivitas unit kerja sesuai dengan effectiveness of work units in accordance with
bidang tanggung jawabnya, yaitu: operation, their areas of responsibility, namely: operation,
technical, marketing and business development, technical, marketing and business development,
finance and information technology, human finance and information technology, human
capital and general affair, corporate secretary, capital and general affairs, corporate secretary,
risk management and compliance, project risk management and compliance, project
management office, procurement, corporate management office, procurement, corporate
planning and performance; planning and performance;

4. Melaksanakan evaluasi atas efektivitas 4. Implementing evaluation on the effectiveness

perencanaan dan pelaksanaan pengendalian of planning and implementation of internal
intern, penerapan manajemen risiko dan tata controls, implementation of risk management
kelola perusahaan dalam proses bisnis sesuai and corporate governance in business processes
dengan peraturan perundang-undangan dan in accordance with applicable laws and corporate
kebijakan perusahaan yang berlaku, serta policies, and GCG principles;
prinsip GCG;
5. Menyusun laporan hasil pemeriksaan dan 5. Preparing reports on the results of inspections
merekomendasikan perbaikan terhadap and recommend improvements to the
penyelenggaraan perusahaan serta melaporkan organization of the corporate and report to the
kepada Direktur Utama dengan tembusan President Director with a copy to the Board of
kepada Dewan Komisaris; Commissioners;
6. Bertindak sebagai counterpart dengan pihak 6. Acting as a counterpart to the external auditors
eksternal auditor dan Komite Audit dalam and the Audit Committee in inspection activities
kegiatan pemeriksaan di Perusahaan; in the Corporate;
7. Melakukan pemeriksaan khusus dalam lingkup 7. Conducting special checks within the scope
pengendalian intern yang ditugaskan Direktur of internal control assigned by the President
Utama; Director;
8. Memantau, menganalisis, dan melaporkan 8. Monitoring, analyzing and reporting on follow-
pelaksanaan tindak lanjut oleh unit kerja atas up actions by the work unit on suggestions of
saran-saran perbaikan yang telah diberikan improvements made to the President Director;
kepada Direktur Utama;
9. Meningkatkan pengetahuan, keahlian, dan 9. Increasing internal auditor professional
kemampuan profesionalisme internal auditor knowledge, expertise and skill in Internal Audit
dalam Internal Audit dengan sertifikasi. with certification.
KEWENANGAN INTERNAL AUDIT AUTHORITY OF INTERNAL AUDIT
Dalam melaksanakan fungsi dan tugasnya, Internal In performing its functions and duties, the Internal
Audit memiliki kewewenangan antarlain : Audit has other powers:
1. Memiliki akses, baik secara langsung dan tidak 1. Having direct, indirect access to documents,
langsung terhadap dokumen, catatan personal personal and physical records of Corporate
dan fisik kekayaan Perusahaan di seluruh property throughout the Corporate’s organs
organ (fungsi) Perusahaan untuk mendapatkan (functions) to obtain data and information
data dan informasi yang berkaitan dengan relating to the performance of its duties;
pelaksanaan tugasnya;
2. Melakukan komunikasi secara langsung dan 2. Conducting direct communication and holding
mengadakan pertemuan atau rapat secara meetings or meetings regularly and incidentally
berkala dan insidentil dengan Direksi, Komite with the Board of Directors, Audit Committee
Audit, dan Dewan Komisaris; and Board of Commissioners;
3. Menetapkan metode, cara teknik, dan 3. Establishing methods, techniques and approaches
pendekatan audit yang akan dilakukan; to audit;
4. Dapat meminta saran dan pendapat dari pihak 4. May seek advice and opinions from third parties or
ketiga atau tenaga ahli jika diperlukan dalam experts if required in the performance of duties;
pelaksanaan tugas;
5. Berperan besar dalam assesment GCG untuk 5. A major role in the GCG assessment to determine
mengetahui efektivitasnya di Perusahaan; its effectiveness in the Corporate;
6. Mengembangkan kompetensi, peran serta 6. Developing the competence, role and
kinerja personil Internal Audit melalui sertifikasi performance of Internal Audit personnel through
pada pelaksanaan audit operasional berbasis certification on the implementation of risk-based
resiko, assessment GCG, Information Technology, operational audit, GCG assessment, Information
Kinerja Perusahaan/unit yang dilihat dari data Technology, Corporate Performance / units
Key Performance Indicator(KPI) Korporat/Unit; viewed from Key Performance Indicator (KPI)
Corporate / Unit data;

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7. Menyusun dan mengembangkan sistem, 7. Developing Internal Audit systems, guidelines,

pedoman, perencanaan dan program kerja plans and work programs in accordance with
Internal Audit sesuai dengan Standar dan Kode applicable Standards and Code of Ethics;
Etik yang berlaku;
8. Mengambil keputusan dan langkah-langkah 8. Making decisions and corrective measures within
korektif di ruang lingkup unit kerja Internal Audit the scope of the Internal Audit work unit based
berdasarkan kebijakan dan prosedur yang berlaku; on applicable policies and procedures;
9. Head of Internal Audit dan Internal Auditor tidak 9. Head of Internal Audit and Internal Auditor does
mempunyai kewenangan untuk : not have the authority to:
a. Melakukan tugas-tugas operasional baik di a. Carry out operational duties both in the
Perusahaan maupun pada Anak Perusahaan Corporate and the Subsidiaries
b. Memberikan persetujuan transaksi b. Giving approval of accounting transactions
akuntansi untuk unit Internal Audit. for Internal Audit units.
c. Mengatur aktivitas Pegawai Perusahaan c. Managing the activities of the Corporate
diluar unit Internal Audit, kecuali yang Employees outside the Internal Audit unit,
disetujui sebagai tambahan membantu except those approved in addition to assisting
Perusahaan. the Corporate.
KOMPOSISI PERSONIL INTERNAL AUDIT COMPOSITION OF THE PERSONNEL OF INTERNAL AUDIT
Adapun komposisi personil Internal Audit saat ini, The current composition of Internal Audit personnel
adalah sebagai berikut: is as follows:
Nama Jabatan
No.
Name Position
1 Tommy Meilitza Head of Internal Audit

2 Tavip Wibowo Operation Audit Dept. Head
3 Yaka Sulistya Wijanarka Technical Audit Dept. Head
4 Jarot Handoko Marketing and Business Development Audit Dept. Head
5 Junius F. Walenta Finance Audit Dept. Head
6 Kintoron Human Capital and General Affair Audit Dept. Head
7 Yan C. Daulima IT Audit Dept. Head
8 I Made Adi Susilayasa Auditor
9 Restu Suryaningsih Auditor
10 Sulistyaningsih Auditor
11 Hendri Don Charles S Auditor
12 Tuti Wianti Auditor
13 Taufik Ismail Auditor
14 Azmieti Kurnia Sinta Auditor
15 Didi Suliyantono Auditor
16 Insan Kamil Auditor
17 Amir Mahmud Auditor
18 Herriyanto Auditor
19 Titik Budi Utami Internal Audit Officer

SERTIFIKASI PROFESI INTERNAL AUDIT INTERNAL AUDIT PROFESSION CERTIFICATION
Nama Jabatan Keterangan

No.
Name Position Description
Sertifikasi QIA dan CRP
1 Tommy Meilitza Head of Internal Audit
QIA and CRP Certification
2 Tavip Wibowo Operation Audit Dept. Head
Audit Internal Dasar I dan
Sertifikasi CRP
3 Yaka Sulistya Wijanarka Technical Audit Dept. Head
Basic Internal Audit I and
CRP Certification
Audit Internal Lanjut II dan
Marketing and Business Development Sertifikasi CRP
4 Jarot Handoko
Audit Dept. Head Advanced Internal Audit II
and CRP Certification
Audit Internal Lanjut I dan
Sertifikasi CRP
5 Junius F. Walenta Finance Audit Dept. Head
Advanced Internal Audit I
Audit Internal Dasar II dan
Human Capital and General Affair Audit Sertifikasi CRP
6 Kintoron
Dept. Head Basic Internal Audit II and
CRP Certification
Audit Internal Dasar II dan
Sertifikasi CRP
7 Yan C. Daulima IT Audit Dept. Head
Basic Internal Audit II and
CRP Certification
Audit Internal Manajerial
dan Sertifikasi CRP
8 I Made Adi Susilayasa Auditor
CRP Managerial Internal
Audit and Certification
9 Restu Suryaningsih Auditor
10 Sulistyaningsih Auditor
11 Hendri Don Charles S Auditor
Audit Internal Manajerial
dan Sertifikasi CRP
12 Tuti Wianti Auditor
CRP Managerial Internal
Audit and Certification
Audit Internal Lanjut I
13 Taufik Ismail Auditor
14 Azmieti Kurnia Sinta Auditor
Sertifikasi CRP
15 Didi Suliyantono Auditor
Sertifikasi CRP
16 Insan Kamil Auditor
Advanced Internal Audit II
Sertifikasi CRP
17 Amir Mahmud Auditor
Advanced Internal Audit II

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Nama Jabatan Keterangan

No.
Name Position Description
Sertifikasi CRP
18 Herriyanto Auditor
Sertifikasi CRP
19 Titik Budi Utami Internal Audit Officer
CRP Certification
STANDAR PROFESI UNIT INTERNAL AUDIT PROFESSIONAL STANDARDS OF INTERNAL AUDIT UNITS
Dalam melaksanakan tugas-tugasnya, Unit Internal In performing its duties, the Internal Audit Units
Auditor mengacu pada Standar Profesi Audit refers to the Internal Audit Professional Standards
Internal (SPAI) dari Konsorsium Organisasi Profesi (SPAI) of the Consortium of Internal Auditing
Audit Internal dan Code of Etahunic dari Tahune Professional Organizations and the Code of Etahunic
Institute of Internal Auditors. of the Year of the Institute of Internal Auditors.
PARTISIPASI DALAM PERHIMPUNAN PROFESI PARTICIPATION IN INTERNAL AUDIT PROFESSIONAL

AUDIT INTERNAL ASSOCATION
Internal Audit PT Angkasa Pura I (Persero) secara Internal audit of PT Angkasa Pura I (Persero) is
aktif terlibat dalam Seminar Nasional Internal actively involved in the National Seminar on Internal
Audit yang dilaksanakan setiap tahun oleh Yayasan Audit conducted annually by Yayasan Pendidikan
Pendidikan Internal Audit (YPIA). Internal Audit (YPIA).
KODE ETIK AUDITOR AUDITOR’S CODE OF ETHICS
Dalam pelaksanaan fungsi dan tugasnya, selain In performing its functions and duties, in addition
mematuhi Code of Conduct yang berlaku secara to complying with the generally accepted Code of
umum, Unit Internal Audit juga memiliki Kode Conduct, the Internal Audit Unit also has an Auditor
Etik Auditor. Kode Etik Auditor Perseroan sebagai Code of Conduct. The Corporate’s Code of Ethics as
berikut. follows.
PRINSIP PRINCIPLE
Auditor internal diharapkan untuk menerapkan dan Internal auditors are expected to implement and
menegakkan prinsip-prinsip berikut. enforce the following principles.
a. Integritas a. Integrity
Integritas auditor internal membentuk keyakinan The integrity of the internal auditor forms a
dan oleh karenanya menjadi dasar kepercayaan belief and therefore serves as a basis for trust in
terhadap pertimbangan auditor internal. the internal auditor’s judgment.
b. Objektivitas b. Objectivity
Auditor internal menunjukkan objektivitas The internal auditor shows professional
profesional pada level tertinggi dalam objectivity at the highest level in obtaining,
memperoleh, mengevaluasi dan evaluating and communicating information about
mengkomunikasikan informasi tentang the activity or process being tested. The internal
aktivitas atau proses yang diuji. Auditor internal auditor undertakes a balanced assessment of all
melakukan penilaian yang seimbang atas segala relevant matters and is not adversely affected
hal yang relevan dan tidak terpengaruh secara by the personal or others’ interest in giving due
tidak semestinya oleh kepentingan pribadi atau consideration.
pihak lain dalam memberikan pertimbangan.
c. Kerahasiaan c. Confidentiality
Auditor internal menghormati nilai dan The internal auditor respects the value and
kepemilikan informasi yang diterimanya dan ownership of the information it receives and

tidak mengungkap informasi tersebut tanpa does not disclose the information without
kewenangan yang sah, kecuali diharuskan oleh legitimate authority, unless required by law or
hukum atau profesi. profession.
d. Kompetensi d. Competence
Auditor internal menerapkan pengetahuan, Internal auditors apply the knowledge, skills and
kecakapan dan pengalaman yang diperlukan experience necessary to provide internal audit
dalam memberikan jasa audit internal. services.
ATURAN PERILAKU RULES OF CONDUCT
1. Integritas 1. Integrity
Auditor internal: Internal Auditor:
- Harus melaksanakan pekerjaannya secara - Obliged to carry out his/her work honestly,
jujur, hati-hati, dan bertanggung jawab. cautiously and responsibly.
- Harus mematuhi hukum dan membuat - Obliged to comply with the law and make
pengungkapan sebagaimana diharuskan disclosure as required by law or profession.
oleh hukum atau profesi.
- Tidak boleh secara sadar terlibat dalam - Not to be consciously involved in illegal
kegiatan ilegal, atau melakukan kegiatan activities, or conduct activities that may
yang dapat mendiskreditkan profesi audit discredit the internal audit profession or
internal atau organisasi. organization.
- Harus menghormati dan mendukung tujuan - Obliged to respect and support the legitimate
organisasi yang sah dan etis. and ethical objectives of the organization.
2. Objektivitas 2. Objectivity
- Tidak boleh berpartisipasi dalam kegiatan - Should not participate in any activity or
atau hubungan apapun yang dapat, atau patut relationship which may, or reasonably be
diduga dapat, menghalangi penilaian auditor suspected, impede the judgment of a fair
internal yang adil. Termasuk dalam hal ini internal auditor. Included in this case is
adalah kegiatan atau hubungan apapun yang any activity or relationship that results in a
mengakibatkan timbulnya pertentangan conflict of interest with the organization.
kepentingan dengan organisasi.
- Tidak boleh menerima apapun yang dapat, - Not accept anything that can, or reasonably
atau patut diduga dapat, mengganggu suspect, interfere with professional judgment.
pertimbangan profesionalnya.
- Harus mengungkapkan semua fakta material - Obliged to disclose all material facts it knows,
yang diketahuinya, yang apabila tidak which, if not disclosed, may distort the report
diungkapkan, dapat mendistorsi laporan of the activity being reviewed.
atas kegiatan yang direviu.
3. Kerahasiaan 3. Confidentiality
- Harus berhati-hati dalam menggunakan dan - Obliged to be careful in using and maintaining
menjaga informasi yang diperoleh selama the information obtained during carrying out
melaksanakan tugasnya. their duties.
- Tidak boleh menggunakan informasi untuk - Not to use information to gain personal gain,
memperoleh keuntungan pribadi, atau dalam or in any way, that is against the law or
cara apapun, yang bertentangan dengan harms the legitimate and ethical objectives
hukum atau merugikan tujuan organisasi of the organization.
yang sah dan etis.
4. Kompetensi 4. Competence
- Hanya terlibat dalam pemberian jasa yang - Only involved in the provision of services

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memerlukan pengetahuan, kecakapan, dan that require knowledge, skills and experience
pengalaman yang dimilikinya. possessed.
- Harus memberikan jasa audit internal - Obliged to provide internal audit services
sesuai dengan Standar Internasional Praktik in accordance with International Standards
Profesional Audit Internal (Standar). of Professional Practice of Internal Auditing
(Standard).
- Harus senantiasa meningkatkan keahlian, - Obliged to constantly improve the skills,
keefektivan, dan kualitas jasanya secara effectiveness and quality of services in a
berkelanjutan. sustainable manner.
PENGEMBANGAN KOMPETENSI INTERNAL AUDIT DEVELOPMENT OF INTERNAL AUDIT COMPETENCIES
PT Angkasa Pura I (Persero) senantiasa melakukan PT Angkasa Pura I (Persero) continuously conducts
program peningkatan kompetensi personil Internal a program to increase the competence of Internal
Auditor dengan melakukan program pengembangan Auditor personnel by conducting a program of
kompetensi secara berjenjang. Pengembangan competency development in stages. Development of
kompetensi selama tahun 2017 sebagai berikut: competencies during 2017 as follows:
Tabel Pengembangan Kompetensi Internal Audit

Development of Internal Audit Competency Table
No Nama Pendidikan dan Nama Tanggal
Pengembangan Karyawan Penyelenggara Penyelenggaraan
Name of Education and Organizer Date of event
Employee Development
1. Diklat Audit Intern Tingkat Yayasan 3 - 13 April 2017
Dasar I Pendidikan 8 - 19 Mei 2017
Basic Level Internal Audit Internal Audit 14 - 25 Agustus 2017
Training I (YPIA) April 3-13, 2017
May 8-19, 2017
August 14-25, 2017
2. Diklat Audit Intern Tingkat Yayasan 23 Januari - 3 Februari 2017
Dasar II Pendidikan 5 - 16 Juni 2017
Basic Level Internal Audit Internal Audit 28 Agustus - 8 September 2017
Training II (YPIA) January 23 - February 3, 2017
June 5-16, 2017
August 28 – September 8, 2017
Lanjutan I Pendidikan 5 - 16 Juni 2017
Advanced Internal Audit Internal Audit Januari 23 - February 3, 2017
Training I (YPIA) June 5-16, 2017
Lanjutan II Pendidikan 5 - 16 Juni 2017
Advanced Internal Audit Internal Audit 14 - 25 Agustus 2017
Training II (YPIA) 11 - 22 Desember 2017
Januari 23, - February 3, 2017
June 5-16, 2017
August 14-25, 2017
December 11-22, 2017
5. Diklat Audit Intern Tingkat Yayasan 20 - 28 November 2017
Manajerial Pendidikan 11 - 22 Desember 2017
Internal Audit Training Internal Audit November 20-28, 2017
Managerial Level (YPIA) December 11-22, 2017
6. Kriteria Penilaian Kinerja PT Angkasa 14 - 16 Agustus 2017
Unggul (KPKU) Pura I (Persero) August 14-16, 2017
Criteria for Superior
Performance Assessment
(KPKU)

7. Certified Risk Profile Indonesia Risk 30 Oktober - 2 November 2017

Certified Risk Profile and Business October 30 - November 2, 2017
Advisory (IRBA)
8. BIMTEK Procurement Pusat Studi 14 - 15 Desember 2017
Fraud Pengembangan December 14-15, 2017
BIMTEK Procurement Informasi
Fraud Nadional
(PSPIN)
SISTEM INFORMASI AUDIT INTERNAL INTERNAL AUDIT INFORMATION SYSTEM
Internal Audit sedang mengembangkan System Internal Audit is developing a System Information
Information Management Audit (SIMA) yang Management Audit (SIMA) that enables automatic
memungkinkan pencatatan data otomatis terhadap data recording of all operational activities.
semua aktivitas operasional. Selanjutnya data Furthermore, the data is processed to produce
diolah untuk menghasilkan kinerja dalam rangka performance in order to improve performance and
meningkatkan kinerja dan kualitas serta meningkatkan quality and improve the role of Internal Audit in an
peran Internal Audit dalam upaya mengoptimalkan effort to optimize the Information and Technology
Information and Technology General Control (ITGC). General Control (ITGC).
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT OF IMPLEMENTATION OF AUDIT

INTERNAL AUDIT TAHUN 2017 INTERNAL ACTIVITIES IN 2017
Program Kerja Internal Audit Internal Audit Programs

Adapun Program Kerja Internal Audit untuk Tahun The Internal Audit Work Program for the Year 2017
2017 adalah: is:
a. Pelaksanaan Audit Operasional pada Kantor a. Operational Audit Implementation at Airport
Cabang Bandara dan Anak Perusahaan berbasis Branch Office and Risk-Based Subsidiaries.
risiko.
b. Pelaksanaan Audit terhadap Assessment Risiko b. Implementation of Audit on Risk Assessment
dan mendorong kepada unit kerja sebagai Risk and encourage the work unit as Risk Owner
Owner untuk segera menindaklanjuti mitigasi to immediately follow up risk mitigation, and
risiko, serta memberikan masukan saran provide suggestion for improvement of Risk
perbaikannya atas Assessment Risiko yang Assessment that has been made.
telah dibuat.
c. Pelaksanaan Audit Khusus, sesuai Penugasan c. Implementation of Special Audit, as per the
Manajemen atau apabila dipandang perlu. Assignment of Management or if deemed necessary.
d. Pemantauan dan membantu audit untuk d. Monitoring and assisting the audit to follow up
menindaklanjuti temuan-temuan internal dan on internal and external findings.
eksternal.
e. Pendampingan Audit Eksternal. e. Assistance of External Audit.
f. Memberikan Jasa Konsultansi kepada Unit f. Providing Consultancy Services to Head Office
Kerja Kantor Pusat dan Kantor Cabang Unit and Branch Offices to high-risk, operational
terhadap kegiatan usahan, operasional maupun and corporate operations of the Corporate and to
Administrasi Perusahaan yang mempunyai assist in providing input to the business process
risiko tinggi dan membantu memberikan and Standard Operating Procedure.
masukan terhadap bisnis proses dan Standard
Operating Procedure.
g. Peningkatan Kompetensi Auditor dengan g. Improving Auditor Competence by attending
mengikuti pelatihan, seminar, dan workshop. training, seminars and workshops.
h. Melaksanankan workshop Pengendalian h. Conducting Internal Control workshop at Group
Internal pada tingkat Group Head sampai Head level up to Section Head.
dengan Section Head.
i. Melakukan penilaian terhadap pengendalian i. Assessing internal controls to all Branch Offices
internal kepada seluruh Kantor Cabang dan and Subsidiaries.
Anak Perusahaan.

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Metode Audit Audit Methods

Dalam melaksanakan tugas, Internal Audit In performing its duties, Internal Audit uses
menggunakan pendekatan: approaches:
a. Pendekatan perencanaan a. Planning approach
Untuk melaksanakan tugas dan tanggung jawab To carry out the tasks and responsibilities of
Interal Audit maka perlu disusun perencanaan Interal Audit it is necessary to formulate a
kegiatan yang konsisten dari peran Internal consistent plan of action from the role of Internal
Audit dengan berlandaskan program dan Audit based on the corporate’s programs and
sasaran perusahaan yang telah ditetapkan targets set in the RKAP 2016 by considering the
dalam RKAP 2016 dengan mempertimbangkan following matters:
hal-hal sebagai berikut:
- Rencana Strategis Perusahaan. - Corporate Strategic Plan.
- Profis risiko Perseroan. - Profession of the Corporate’s risk.
- Evaluasi rencana dan pelaksanaan audit - Evaluate the plan and conduct of the previous
tahun sebelumnya. year’s audit.
- Masukan kepada Direktur Utama dan Komite - Feedback to the President Director and the
Audit. Audit Committee.
b. Pembuatan rencana kerja b. Work plan
Rencana kerja disusun dalam sebuah tabel yang The work plan is arranged in a table that creates
membuat urutan objek audit yang akan diaudit a sequence of audit objects to be audited in the
dalam tahun berjalan serta pekerjaan non rutin current year and non-routine work to be carried
yang akan dilaksanakan dalam tahun tersebut. out within the year. Then do the allocation of
Kemudian dilakukan pengalokasian waktu execution time and personnel implementation
pelaksanaan dan personil pelaksanan dengan by considering the aspects that exist in the
mempertimbangkan aspek-aspek yang ada above planning.
dalam perencanaan di atas.
c. Objektif Audit c. Audit Objective
Objektif audit adalah upaya untuk mendapatkan Objective audit is an attempt to get an overview
gambaran situasi dan kondisi yang sebenarnya of the actual situation and conditions of the
dari objek audit yang terkait dengan: audit object related to:
- Kepatuhan pada standar dan ketentuan - Compliance with applicable standards and
yang berlaku. regulations.
- Risiko perseroan. - Corporate risk.
- Efektivitas fungsi-fungsi kerja Perseroan - Effectiveness of the Corporate’s work
functions.
- Kebutuhan khusus Direksi - Special needs of the Board of Directors.
- Issue dari pihak ketiga (Whistleblower). - Issue from a third party (Whistleblower).
- Monitoring tindak lanjut hasil. - Monitor follow-up results.
- Dukungan terhadap pencapaian sasaran - Support to the achievement of the corporate’s
perusahaan peninjauan terhadap upaya objective review of the audit object’s efforts
objek audit dalam rangka mendukung in order to support the achievement of
pencapaian sasaran perusahaan. corporate objectives.
- Perbaikan berkesinambungan. - Continuous improvement.
- Fraud atas penyimpanhan lainnya yang terjadi. - Fraud for other deposits that occur.
d. Area Audit (Audit Universe) d. Audit Area (Audit Universe)
Area audit ditentukan berdasarkan analisa The audit area is determined on the basis of
terhadap objektif audit, dengan melakukan: analysis of audit objectives, with the following:
- Pengkajian terhadap hasil identifikasi risiko - Assessment of objective audit risk
objektif audit. identification results.
- Penerjemahan terhadap permintaan khusus - Translation of special requests from the
dari Direksi dan pada Group Head. Board of Directors and on Group Head.
- Pengkajian terhadap informasi dari - Assessment of information from
Whistleblower. Whistleblower.
- Penetapan proses bisnis yang utama/ - Determination of the main business process/
kritikal pada objek audit. critical on audit object.

- Evaluasi terhadap tindak lanjut hasil audit - Evaluate the follow-up of previous audit
sebelumnya serta hasil audit eksternal results as well as the results of external
auditor. auditor audits.
Tahapan kegiatan dalam melaksanakan audit sesuai Stages of activities in implementing the audit in
konsep yang berlaku umum sebagai berikut: accordance generally accepted concept are as follows:
a. Perencanaan audit. a. Audit planning.
b. Melakukan survey pendahuluan (desk audit). b. Conducting a preliminary survey (desk audit).
c. Membuat audit program. c. Create a program audit.
d. Pelaksanaan audit. d. Audit implementation.
e. Membuat kertas kerja dan laporan. e. Create paperwork and reports.
f. Monitoring tindak lanjut. f. Follow-up monitoring.
Pelaksanaan Kegiatan Audit Tahun 2017 Implementation of Audit Activities in 2017

a. Pelaksanaan Audit Operasional pada Kantor a. Operational Audit Implementation at Airport
Cabang Bandara dan Anak Perusahaan berbasis Branch Office and Risk-Based Subsidiaries with
risiko dengan daftar sebagai berikut: the following list:
Tabel Pelaksanaan Audit Operasional

Table of Operational Audit Implementation
Bandara Ngurah Rai - Bali 15-24 Mei 2017 PRIN.DU.183/PG.01/2017 TGL 05
1
Ngurah Rai Airport - Bali May 15-24, 2017 MEI 2017
25 September - 6
Bandara Juanda - Surabaya Oktober 2017 PRIN.DU.375/PG.01/2017 TGL 14
2
Juanda Airport - Surabaya September 25 - October SEPTEMBER 2017
6, 2017
Bandara Sultan Hasanudin - Makassar 02 - 11 Agustus 2017 PRIN. DU. 284/PG.01/2017
3
Sultan Hasanudin Airport - Makassar August 02 – 11, 2017 TGL. 24 Juli 2017
Bandara SAMS (Sepinggan) 21 - 30 Agustus 2017 PRIN.DU.331/PG.01/2017
4
SAMS Airport (Sepinggan) August 21 – 30, 2017 TGL. 18 AGUSTUS 2017
Bandara Adisutjipto - Yogyakarta 13-24 Maret 2017 PRIN.DU.91/PG.01/2017 TGL. 01
5
Adisutjipto Airport - Yogyakarta March 13-24, 2017 MARET 2017
Bandara Adisumarmo - Solo 17 - 21 April 2017 PRIN.DU.152/PG.01/2017 TGL. 31
6
Adisumarmo Airport - Solo April 17 – 21, 2017 Maret 2017
Bandara Achamad Yani - Semarang 13-24 Maret 2017 PRIN. PD. 92/PG.01/2017 TGL. 1
7
Achamad Yani Airport - Semarang March 13-24, 2017 MARET 2017
Bandara Internasional Lombok 12 S.d. 21 Juli 2017 PRINT.DU.251/PG.01/207
8
Lombok International Airport July 12 - 21, 2017 TGL. 3 JULI 2017
Bandara Pattimura - Ambon 17 - 21 April 2017 PRIN.DU.151/PG.01/2017 TGL. 31
9
Pattimura - Ambon airport April 17 – 21, 2017 MARET 2017
Bandara Syamsudin Noor -
Banjarmasin 16 - 25 Oktober 2017 PRIN.DU.438/PG.01/2017 TGL. 13
10
Syamsudin Noor Airport - Oktober 16 – 25, 2017 OKT 2017
Banjarmasin
25 September - 5
Bandara El Tari - Kupang Oktober 2017 PRIN.DU.376/PG.01/2017 TGL. 14
11
El Tari Airport - Kupang September 25 – October SEP 2017
5, 2017
Bandara Sam Ratulangi - Manado 5 - 15 Desember 2017 PRIN.DU. 504/PG.01/2017 TGL. 10
12
Sam Ratulangi Airport - Manado December 5 – 15, 2017 NOPEMBER 2017
Bandara Frans Kaisiepo Biak 17 - 26 Oktober 2017 PRIN.DU.437/PG.01/2017 TGL. 12
13
Frans Kaisiepo Biak Airport October 17 – 26, 2017 OKT 2017
Proyek Pengembangan Bandara
Ahmad Yani - Semarang 12 - 21 Juli 2017 PRIN.DU.250/PG.01/2017, TGL. 05
14
Ahmad Yani Airport Development July 12 – 21, 2017 Juli 2017
Project - Semarang

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689
Proyek Pengembangan Bandara

Syamsuddin Noor - Banjarmasin 16 - 25 Oktober 2017
15
Syamsuddin Noor Airport October 16 – 25, 2017
Development Project - Banjarmasin
Proyek Pembangunan NYIA 25 April 2017 PRINT. DU. 171/PG.01/2017, TGL
16
The NYIA Development Project April 25 2017 25 APRIL 2017
7 Februari – 13 April
PT Angkasa Pura Suport 2017 PRIN.DU. 33/PG.01/2017, 31
17
PT Angkasa Pura Suport February 7 – April 13, JANUARI 2017
2017
14 Agustus 2017 -
PT Angkasa Pura Logistik selesai PRIN. DU. 322/PG.01/2017, TGL 9
18
PT Angkasa Pura Logistik August 14, 2017 - AGUSTUS 2017
finish
b. Pelaksanaan Risk Maturity Assessment b. Implementation of Risk Maturity Assessment

Assessment Risk Maturity bersama konsultan, Risk Maturity Assessment with the consultant,
sesuai dengan jadwal pengukuran yang in accordance with the measurement schedule
dilaksanakan pada 13 (tiga belas) bandara implemented at 13 (thirteen) airports in
sesuai dengan Surat Perintah Direksi Nomor: accordance with the Letter of Order of the Board
PRIN.DU.464/PG.01/2017 tanggal 24 Oktober of Directors Number: PRIN.DU.464/PG.01/2017
2017 tentang Pelaksanaan Pengukuran dated October 24, 2017 on the Implementation
Maturitas Manajemen Risiko Tahun 2017. of Risk Management Maturity Measurement
2017.
c. Pendampingan Audit Eksternal: c. External Audit Assistance:
Telah dilakukan: Have been done:
- Pendampingan KAP dalam rangka Year end - Assistance of KAP in the framework of Year
Audit ke Kantor Cabang. End Audit to Branch Office.
- Konsinyering dalam rangka Audit Laporan - Consignment in the framework of Financial
Keuangan Tahun 2017 dilaksanakan pada Statement Audit Year 2017 implemented on
tanggal 5 sampai dengan 10 Februari 2018 February 5-10, 2018 in Bali.
di Bali. - Counterpart Assessment Good Corporate
- Counterpart Assessment Good Corporate Governance (GCG) in accordance kick off
Governance (GCG) sesuai kick off meeting meeting assessment.
assessment. - Counterpart Superior Performance Rating
- Counterpart Penilaian Kinerja Unggul BUMN BUMN
- Counterpart penyusunan Annual Report - Counterpart preparation of Corporate Annual
Perusahaan Tahun 2017. Report Year 2017.
d. Memberikan jasa konsultansi kepada Unit d. Providing consultancy services to the Head Office
Kerja Kantor Pusat dan Kantor Cabang and Branch Office of the Corporate’s Business,
terhadap Kegiatan Usaha, Operasional maupun Operational and Administration activities which
Administrasi Perusahaan yang mempunyai are at high risk and assist in providing input
risiko tinggi dan membantu memberikan to business processes and Standard Operating
masukan terhadap bisnis proses dan Standard Procedures:
Operating Procedure: - Has been implemented simultaneously with
- Telah dilaksanakan secara simultan dengan the implementation of operational checks at
pelaksanaan pemeriksaan operasional pada 13 (thirteen) airport branches.
13 (tiga belas) kantor cabang bandara.
e. Melakukan penilaian terhadap pengendalian e. Assessing the internal control to all Branch
internal kepada seluruh Kantor Cabang dan Anak Offices and Subsidiaries through the Operational
Perusahaan melaui Audit Operasional sesuai Audit as per the Annual Working Program (PKPT)
jadwal Program Kerja Pemeriksaan Tahunan schedule at 13 (thirteen) airports, the assessment
(PKPT) pada 13 (tiga belas) bandara, penilaian of Internal Control is conducted together with
tentang Pengendalian Internal dilakukan the output of findings containing the weakness
bersamaan dengan output temuan yang of Internal Control.
mengandung unsur kelemahan Internal Control.

TEMUAN DAN TINDAK LANJUT HASIL AUDIT FINDINGS AND FOLLOW UP TO AUDIT RESULTS
Seluruh jajaran Auditan bertanggung jawab dan The whole range of Audit is responsible and obliged
berkewajiban menindaklanjuti setiap temuan hasil to follow up every finding of assurancedan consulting
assurance dan consulting melalui jalur koordinasi result through coordination and cooperation
dan kerjasama antar fungsi terkait. Rekapitulasi between related functions. Recapitulation of follow-
tindak lanjut temuan Internal Audit tahun 2017 up to findings of Internal Audit 2017 as follows:
sebagai berikut:
Tabel Temuan dan Tindak Lanjut Hasil Audit:

Table of Findings and Follow Up Audit Results:
Saldo
Jumlah Temuan Rekomendasi
Number of Findings Recommendations Temuan Rekomendasi
Findings Recommendations
367 925 9 12
Dari tabel di atas dapat dijelaskan bahwa selama From the table above it can be explained that
pemeriksaan tahun 2017, jumlah temuan sebanyak during the examination of 2017, the number of
367 (tiga ratus enam puluh tujuh) dengan findings was 367 (three queens sixty seven) with a
rekomendasi sebanyak 925 (sembilan ratus dua recommendation of 925 (nine hundred and twenty
puluh lima). Temuan yang telah ditindaklanjuti five). Findings that have been followed as much as
sebanyak 358 (tiga ratus lima puluh delapan) 358 (three hundred fifty eight) findings or amounted
temuan atau sebesar 97,55% dan rekomendasi to 97.55% and recommendations that have been
yang telah ditindaklanjuti sebanyak 913 (sembilan followed up as 913 (nine hundred thirteen) or equal
ratus tiga belas) atau sebesar 98,70%. Temuan dan to 98.70%. Findings and other recommendations are
rekomendasi lainnya sedang dalam proses untuk in the process of being acted upon.
ditindaklanjuti.
EFEKTIVITAS DAN CAKUPAN PELAKSANAAN UNIT EFFECTIVENESS AND COVERAGE OF INTERNAL

INTERNAL AUDIT AUDIT UNITS
Cakupan audit tahun 2017 meliputi Audit Umum The audit coverage of 2017 includes the General
terhadap 13 (tiga belas) Kantor Cabang dan Kantor Audit of 13 (thirteen) Branch Offices and Head
Pusat, 3 (tiga) Proyek dan 2 (dua) Anak Perusahaan Office, 3 (three) Projects and 2 (two) Subsidiaries,
yaitu PT Angkasa Pura Suport dan PT Angkasa Pura namely PT Angkasa Pura Suport and PT Angkasa
Logistik. Pura Logistik.
Efektivitas pelaksanaan Internal Audit ditunjukkan The effectiveness of the Internal Audit
dengan terlaksananya program-program kerja Unit implementation is shown by the implementation
Internal Audit. Adapun pelaksanaan audit pada of the Internal Audit Unit’s work programs. The
tahun 2017 dapat dilihat pada bagian pelaksanaan implementation of audit in 2017 can be seen in the
kegiatan audit. implementation of audit activities
KOMITE DI BAWAH DIREKSI THE BOARD OF DIRECTORS COMMITTEE
KOMITE MANAJEMEN RISIKO RISK MANAGEMENT COMMITTEE
Berdasarkan Surat Keputusan Direksi PT Angkasa Based on the Decree of the Board of Directors of
Pura I (Persero) Nomor: SKEP.151/PG.01/2014 PT Angkasa Pura I (Persero) Number: SKEP.151/
tanggal 19 November 2014, dalam rangka PG.01/2014 dated November 19, 2014, in order to
membantu manajemen dalam pengendalian assist management in risk control, supervision of
risiko, pengawasan atas kebijakan Perseroan dan Company policy and optimization of risk management

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691
optimalisasi fungsi manajemen risiko, maka dibentuk function, a Committee of Risk Management of PT
Komite Manajemen Risiko PT Angkasa Pura I Angkasa Pura I (Persero) was formed, chaired by the
(Persero) yang diketuai oleh Direktur Komersial dan Director of Commercial and Business Development,
Pengembangan Usaha dan beranggotakan seluruh consisting of all Directors and all Officials 1 level
Direksi serta seluruh Pejabat 1 tingkat di bawah under the Board of Directors within the Head Office.
Direksi di lingkungan Kantor Pusat.
Struktur dan Keanggotaan Komite Manajemen Structure and Membership of The Risk Management
Risiko Committee
Adapun struktur dan keanggotaan Komite The structure and membership of the Risk
Manajemen Risiko adalah sebagai berikut: Management Committee are as follows:
A. Ketua A. Chairman
Marketing and Businees Development Director. Marketing and Businees Development Director.
B. Sekretaris B. Secretary
Head of Risk Management and Compliance. Head of Risk Management and Compliance.
C. Anggota C. Members
1. Para Direktur yang ditunjuk. 1. Designated Directors.
2. Pejabat satu tingkat di bawah Direksi di 2. Officials one level under the Board of
lingkungan kantor pusat. Directors within the head office.
Uraian Tugas dan Tanggung Jawab Komite Description and Responsibility of The Risk
Manajemen Risiko Management Committee
Tugas dan tanggung jawab Komite Manajemen The duties and responsibilities of the Risk
Risiko, yaitu: Management Committee are as follows:
1. Menetapkan kebijakan dan strategi manajemen 1. Establishing comprehensive risk management
risiko yang komprehensif secara tertulis. policies and strategies in writing
a. Termasuk dalam kebijakan dan strategi a. Included in risk management policies and
manajemen risiko adalah penetapan Risk strategies is the establishment of Risk
Appetite dan Risk Tolerance baik risiko Appetite and Risk Tolerance either the
secara keseluruhan (composite), per jenis overall risj (composite), per risk type, or per
risiko, maupun per aktivitas fungsional. functional activity.
b. Kebijakan dan strategi manajemen risiko b. Risk management policies and strategies are
ditetapkan sekurang-kurangnya 1 (satu) kali set at least 1 (one) time in a year or higher
dalam setahun atau frekuensi yang lebih frequency if significant changes in factors
tinggi dalam hal terdapat perubahan faktor- affect the Company’s business activities.
faktor yang mempengaruhi aktivitas usaha
Perusahaan secara signifikan.
2. Bertanggung jawab atas pemantauan pelaksanaan 2. Responsible for monitoring the implementation
kebijakan manajemen risiko dan eksposur yang of risk management policies and exposures
diambil oleh Perusahaan secara keseluruhan taken by the Company as a whole which includes
yang meliputi antara lain mengevaluasi dan evaluating and providing direction based on
memberikan arahan berdasarkan laporan yang reports submitted by the Risk Management and
disampaikan oleh Unit Risk Management and Compliance Unit and the Internal Audit Unit.
Compliance dan Unit Internal Audit.
3. Mengevaluasi efektivitas penerapan manajemen 3. Evaluating the effectiveness of the Company’s
risiko Perusahaan secara berkala, antara lain risk management implementation on a regular
berupa: basis, including:
a. Metodologi pelaksanaan risk assessment. a. Implementation methodology of risk
assessment.
b. Implementasi sistem informasi manajemen. b. Implementation of management information
system.
c. Ketepatan kebijakan, prosedur, dan c. Accuracy of policies, procedures, and
penetapan risk appetite dan risk tolerance. determination of risk appetite and risk
tolerance.

4. Kaji ulang (review) secara berkala yang 4. A periodic review to anticipate a change of
dimaksudkan untuk mengantisipasi apabila terjadi circumstances, external and internal conditions,
perubahan situasi, kondisi, dan perkembangan and developments of the Company.
eksternal dan internal Perusahaan.
5. Penetapan hal-hal yang terkait dengan 5. Determination of matters related to business
keputusan bisnis yang menyimpang dari decisions that deviate from normal procedures
prosedur normal (irregularities). (irregularities).
6. Memantau independensi operasi Unit Risk 6. Monitoring the independence of Risk
Management and Compliance. Management and Compliance operations.
7. Memantau kegiatan yang dilakukan oleh Unit 7. Monitoring the activities undertaken by Risk
Risk Management and Compliance. Management and Compliance.
8. Mengembangkan budaya sadar risiko pada 8. Developing a risk awareness culture on all
seluruh pegawai Perusahaan, antara lain Company employees, including adequate
meliputi komunikasi yang memadai kepada communication to all employees of the Company
seluruh pegawai Perusahaan tentang pentingnya regarding the importance of effective internal
pengendalian internal yang efektif. controls.
9. Mengembangkan kompetensi sumber daya 9. Developing human resource competencies
manusia yang terkait dengan manajemen risiko. related to risk management
Pelaksanaan Tugas Komite Manajemen Risiko Implementation of Duty of Risk Management

Committee
Untuk mengembangkan budaya sadar risiko di To develop a risk awareness culture in the
Lingkungan perusahaan, Direktur Keuangan dan company environment, the Director of Finance and
Teknologi Informasi selaku Ketua Risk Management Information Technology as the Chairman of the Risk
Committee secara aktif melakukan pertemuan Management Committee actively conducts meetings
dan pemberian arahan kepada Head of Risk and guidance to the Head of Risk Management &
Management and Corporate Planning selaku Corporate Planning as risk managers in the company
pengelola risiko di lingkungan Perseroan untuk environment to benchmark other companies in
melakukan benchmarking kepada perusahaan lain order to obtain enrichment in terms of company risk
dalam rangka memperoleh pengayaan dalam hal management governance.
tata kelola manajemen risiko Perseroan.
Dalam rangka melakukan evaluasi atas kebijakan In order to evaluate the risk management policy
manajemen risiko di Perseroan, Risk Management in the Company, the Risk Management Committee,
Committee yang diketuai oleh Direktur Keuangan chaired by the Director of Finance and Information
dan Teknologi Informasi memberikan arahan untuk Technology, provides guidance for improving the
melakukan penyempurnaan Pedoman Manajemen Company’s Risk Management Guidelines to be
Risiko Perseroan agar disesuikan kondisi Perseroan adjusted to current company conditions including
saat ini termasuk dengan adanya perubahan changes to the organizational structure. The
struktur organisasi. Evaluasi kebijakan manajemen evaluation of the company’s risk management policy
risiko Perseroan juga meliputi review atas roadmap also includes a review of the roadmap of Company’s
Implementasi Manajemen Risiko Perseroan. Risk Management Implementation.
AKUNTAN PUBLIK PUBLIC ACCOUNTANT
Fungsi pengawasan independen terhadap aspek The independent supervisory function of the Company’s
keuangan Perseroan dilakukan dengan melaksanakan financial aspects is carried out by conducting an
pemeriksaan Audit Eksternal yang dilakukan oleh External Audit conducted by the Public Accountant
Kantor Akuntan Publik (KAP). Auditor Eksternal Firm (KAP). The External Auditor who reviews the
yang memeriksa laporan keuangan PT Angkasa Pura financial statements of PT Angkasa Pura I (Persero)
I (Persero) tahun buku 2016 ditetapkan melalui RUPS for the fiscal year of 2015 is determined through the
Tahunan berdasarkan rekomendasi dari Dewan Annual GMS based on recommendations from the
Komisaris dan Komite Audit. Proses pemilihannya Board of Commissioners and the Audit Committee.
dilakukan sesuai dengan mekanisme pengadaan The voting process is carried out in accordance with
barang dan jasa yang berlaku. Untuk menjamin the applicable mechanism of goods and services

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693
independensi dan kualitas hasil pemeriksaan, procurement. To ensure the independence and quality
Auditor Eksternal yang ditunjuk tidak boleh memiliki of audit results, the designated External Auditor may
benturan kepentingan dengan Perseroan. not have a conflict of interest with the Company.
Dalam penggunaan Auditor Eksternal, PT Angkasa In the use of the External Auditor, PT Angkasa Pura
Pura I (Persero) mengacu pada ketentuan dari I (Persero) refers to the provisions of the Regulation
Peraturan Otoritas Jasa Keuangan Nomor: 13/ of the Financial Services Authority Number:
POJK.03/2017 tentang penggunaan Jasa Akuntan 13/POJK.03/2017 regarding the use of Public
Publik Dan Kantor Akuntan Publik Dalam Kegiatan Accounting Services and Public Accounting Firms in
Jasa Keuangan Financial Services Activities.
PENERAPAN FUNGSI AUDIT EKSTERNAL IMPLEMENTATION OF EXTERNAL AUDIT FUNCTIONS
Setiap tahunnya, Perseroan memiliki kontrak Every year, the Company has a contract of
perjanjian kerja sama dengan Kantor Akuntan cooperation with the Public Accountant Firm (KAP)
Publik (KAP) selaku Auditor Eksternal yang as an independent external auditor, in performing
independen, dalam melaksanakan audit kinerja the audit of financial statement performance
laporan keuangan (termasuk di dalamnya audit (including audit key performance indicators (KPI).
key performance indicators (KPI). Di samping itu, In addition, as a state-owned company, PT Angkasa
sebagai perusahaan milik negara PT Angkasa Pura I Pura I (Persero) is periodically audited by BPK
(Persero) diaudit berkala tahunan oleh BPK (Badan (Audit Board of Indonesia) and BPKP (Supreme Audit
Pemeriksa Keuangan) dan BPKP (Badan Pemeriksa Agency), including internal audit performance as
Keuangan dan Pembangunan), termasuk kinerja well as audit/assertion.
internal Audit pun turut dilakukan audit/asersi.
PENUNJUKKAN AKUNTAN PUBLIK APPOINTMENT OF PUBLIC ACCOUNTANTS
Proses pelaksanaan penunjukkan KAP untuk The process of appointing the KAP to audit the
melakukan Audit Laporan Keuangan Tahunan PT Annual Financial Statement of PT Angkasa Pura
Angkasa Pura I (Persero) dilakukan dengan metode I (Persero) is conducted by auction method with
pelelangan dengan pengawasan dilakukan oleh supervision conducted by the Audit Committee as
Komite Audit serta Unit Internal Audit. well as the Internal Audit Unit.
KANTOR AKUNTAN PUBLIK, NAMA AKUNTAN DAN PUBLIC ACCOUNTANT FIRM, NAME OF ACCOUNTANT
FEE PERIODE 5 TAHUN TERAKHIR AND FEE OF LAST 5-YEAR PERIOD
Berikut daftar Kantor Akuntan Publik, nama Here is a list of Public Accounting Firm, accountant’s
akuntan, fee, dan izin KAP selama 5 tahun terakhir. name, fee, and license of PAF for the last 5 years.
Tabel Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP Periode 5 Tahun Terakhir
Table of Public Accountant Firm, Name of Accountant, Fee and Permit of PAF for the Last 5 Year Period
Periode Fee Jasa Audit

Nama Akuntan (Partner KAP dan (dalam Jutaan
Izin KAP
Tahun Kantor Akuntan Publik Penanggung Jawab) Akuntan Rupiah)*
Permit of
Year Public Accountant Firm Name of Accountant KAP and Audit Services
PAF
(Partner in Charge) Accountant Fee (in million
Period Rupiah)*
2017 KAP Djoko, Sidik dan Indra Soesetiawan Rp1,989,955,000 NIUKAP:

Indra 1 Periode 959/
KM.1/2014

Periode Fee Jasa Audit

Nama Akuntan (Partner KAP dan (dalam Jutaan
Izin KAP
Tahun Kantor Akuntan Publik Penanggung Jawab) Akuntan Rupiah)*
Permit of
Year Public Accountant Firm Name of Accountant KAP and Audit Services
PAF
(Partner in Charge) Accountant Fee (in million
Period Rupiah)*
2016 KAP Hadori Sugiarto Wijadi, Ak, CPA KEP-444/

Rp1,749,632,500
Adi dan Rekan KM.1/2009
2015 KAP Hadori Sugiarto Wijadi, Ak, CPA KEP-444/
3 Periode Rp 1,455,281,100
2014 KAP Hadori Sugiarto Wijadi, Ak, CPA Rp1,427,000,000 KEP-444/
2013 KAP Doli, Bambang, Drs. Bambang
KEP-295/
Sulistiyanto, Dadang Sulistiyanto, Ak, MBA, 1 Periode Rp1,034,990,000
KM.5/2005
dan Ali CPA
*Fee yang diberikan sudah termasuk Fee atas Jasa Lain yang * Fee provided includes Fee for Other Services provided by the
diberikan Akuntan Accountant
JASA LAIN YANG DIBERIKAN AKUNTAN OTHER SERVICES PROVIDED BY ACCOUNTANTS
Selain memberikan jasa audit atas laporan In addition to providing audit services to the financial
keuangan, Kantor Akuntan Publik juga memberikan statements, the Public Accountiant Firm also provides
jasa audit atas Laporan Program Kemitraan dan audit services to the Report of Partnership and
Bina Lingkungan (PKBL). Community Development Program (PKBL).
KOORDINASI AUDITOR EKSTERNAL DAN KOMITE COORDINATION OF EXTERNAL AUDITORS AND

AUDIT AUDIT COMMITTEES
PT Angkasa Pura I (Persero) selalu berupaya PT Angkasa Pura I (Persero) always strives to
meningkatkan komunikasi antara Kantor Akuntan improve communication between Public Accountant
Publik, Komite Audit, dan Manajemen untuk Firm, Audit and Management Committee to minimize
dapat meminimalisir kendala-kendala yang terjadi the constraints that occur during the audit process.
selama proses audit berlangsung. Agar proses To make sure that the audit process is based on
audit sesuai dengan Standar Profesional Akuntan the Accountant Professional Standards and the
serta perjanjian kerja dan ruang lingkup audit yang work agreement and scope of the audit that has
telah ditetapkan dan selesai sesuai dengan target been established and completed in accordance with
waktu yang telah ditetapkan, secara rutin dilakukan the target time set, meetings that address several
pertemuan-pertemuan yang membahas beberapa significant important issues are routinely conducted.
permasalahan penting yang signifikan.

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MANAJEMEN RISIKO RISK MANAGEMENT
Perkembangan industri penerbangan yang semakin The rapid development of aviation industry causing
pesat menyebabkan risiko yang dihadapi PT Angkasa the risks faced by PT Angkasa Pura I (Persero)
Pura I (Persero) pada setiap proses bisnisnya menjadi in every business process becomes increasingly
semakin kompleks. Risiko-risiko pada PT Angkasa Pura complex. Risks in PT Angkasa Pura I (Persero),
I (Persero), baik dalam kegiatan operasional sehari- both in daily operational activities and in business
hari maupun dalam pengembangan bisnis, dipengaruhi development, are influenced by various internal
oleh berbagai faktor internal maupun eksternal. Untuk and external factors. Therefore, PT Angkasa Pura
itu, PT Angkasa Pura I (Persero) mengembangkan I (Persero) develops an overall risk management
suatu kerangka pengelolaan risiko Perseroan yang framework of the Company, Enterprise Risk
menyeluruh, Enterprise Risk Management (ERM), guna Management (ERM), to minimize potential losses and
meminimalkan potensi kerugian dan mengoptimalkan optimize profitability, create value of the Company
profitabilitas, menciptakan nilai Perseroan dan and enhance stakeholder confidence, promote good
meningkatkan kepercayaan pemangku kepentingan, governance standards of the Company, as well as
mendorong standar praktik terbaik Tata Kelola make the risk culture a part of the Company’s culture.
Perseroan, serta menjadikan budaya risiko sebagai
bagian dari budaya Perseroan.
DASAR PENERAPAN MANAJEMEN RISIKO IMPLEMENTATION BASIS OF RISK MANAGEMENT
Pengelolaan risiko di lingkungan Perusahaan mengacu Risk management in the Company environment
pada Peraturan Menteri Badan Usaha Milik Negara refers to the Regulation of the Minister of State-
Nomor: PER-01/MBU/2011 tanggal 1 Agustus 2011 Owned Enterprises Number: PER-01/MBU/2011
tentang Penerapan Tata Kelola Perusahaan yang dated August 1, 2011 on the Implementation
Baik (Good Corporate Governance) pada Badan Usaha of Good Corporate Governance in State-Owned
Milik Negara dan Keputusan Menteri Badan Usaha Enterprises and Decree of the Minister of State-
Milik Negara Nomor: KEP-117/MBU/2002 tentang Owned Enterprises Number: KEP-117/MBU/2002 on
Penerapan Praktik Good Corporate Governance (GCG) the Implementation of Good Corporate Governance
pada Badan usaha Milik Negara. Practices (GCG) in State-Owned Enterprises.
STRUKTUR ORGANISASI MANAJEMEN RISIKO ORGANIZATIONAL STRUCTURE OF RISK

MANAGEMENT
Tata kelola risiko Perseroan yang berlandaskan Risk management of the Company based on GCG
prinsip GCG terwujud dari terlibatnya seluruh organ principles is manifested from the involvement of all
Perseroan dalam pengelolaan manajemen risiko. Hal the organs of the Company in the management of risk
ini dapat dilihat dari susunan organisasi manajemen management. This can be seen from the composition
risiko Perseroan. of the Company’s risk management organization.
KOMITE RISIKO USAHA DAN GCG BUSINESS RISK AND GCG COMMITTEE
Dalam rangka mendukung fungsi pengawasan terkait In order to support the supervisory function related
aspek manajemen risiko di lingkungan Perseroan, to risk management aspects within the Company
Dewan Komisaris membentuk Komite Risiko Usaha environment, The Board of Commissioners establishes
dan GCG yang memiliki tugas secara umum yaitu a Business Risk and GCG Committee that has a
memastikan pelaksanaan manajemen risiko telah general duty of ensuring that the implementation
berlaku sesuai standar yang berlaku, memberikan of risk management is in compliance with prevailing
rekomendasi mengenai penyempurnaan sistem standards, providing recommendations on the
pengendalian manajemen risiko perusahaan dan improvement of the company’s risk management
pelaksanannya sehingga sesuai dengan ketentuan control system and its implementation so that it
mengenai kebijakan risiko dan penerapan Good complies with the provisions on risk policy and
Corporate Governance (GCG), serta membantu implementation of Good Corporate Governance

Dewan Komisaris dalam mengidentifikasi hal – hal (GCG), and assisting the Board of Commissioners in
yang memerlukan perhatian dalam pelaksanaan identifying issues of concern in the implementation
kebijakan risiko dan penerapan prinsip GCG di of risk policies and the application of GCG principles
lingkungan Perseroan. within the Company.
KOMITE MANAJEMEN RISIKO RISK MANAGEMENT COMMITTEE
Berdasarkan Surat Keputusan Direksi PT Angkasa Based on the Decree of the Board of Directors of
Pura I (Persero) nomor SKEP.151/PG.01/2014 PT Angkasa Pura I (Persero) number SKEP.151/
tanggal 19 November 2014, dalam rangka membantu PG.01/2014 dated November 19, 2014, in order to
manajemen dalam pengendalian risiko, pengawasan assist management in risk control, supervision of
atas kebijakan Perseroan dan optimalisasi fungsi Company policy and optimization of risk management
manajemen risiko, maka dibentuk Komite Manajemen function, the Risk Management Committee of PT
Risiko PT Angkasa Pura I (Persero) yang diketuai Angkasa Pura I (Persero) is chaired by the Director
oleh Direktur Keuangan dan Information Technology of Finance and Information Technology based on
berdasarkan KEP.09/OM.02.01/2017 tanggal 31 KEP.09/OM.02.01/2017 dated January 31, 2017
Januari 2017 dan beranggotakan Para Direktur yang and takes members of appointed Directors as well
ditunjuk serta seluruh Pejabat 1 tingkat di bawah as all Officials 1 level under the Board of Directors
Direksi di lingkungan Kantor Pusat. within the Head Office.
Secara umum wewenang dan tanggung jawab In general, the authority and responsibility of the
Risk Management Committee adalah menetapkan Risk Management Committee is to establish risk
kebijakan dan strategi manajemen risiko, management policies and strategies, monitor the
mamantau pelaksanaan kebijakan manajemen implementation of risk management policies and
risiko dan eksposur yang diambil oleh perusahaan, exposures taken by the company, evaluate the
mengevaluasi efektivitas penerapan manajemen effectiveness of the implementation of company risk
risiko perusahaan secara berkala, memantau management on a regular basis, monitor the activities
kegiatan fungsi manajemen risiko di lingkungan of risk management functions within the Head Office,
Kantor Pusat, dan mengembangkan budaya sadar and develop a risk awareness culture within the
risiko di lingkungan perusahaan serta kompetensi company environment as well as the competence of
Sumber Daya Manusia terkait Manajemen Risiko. Human Resources related to Risk Management.
UNIT RISK MANAGEMENT AND CORPORATE RISK MANAGEMENT AND CORPORATE PLANNING UNIT
PLANNING
The organizational structure of Risk Management
Struktur organisasi Unit Risk Management and and Corporate Planning Unit can be seen in the
Corporate Planning dapat dilihat pada bagan following chart.
berikut.
HEAD OF RISK
MANAGEMENT &
CORPORATE PLANNING
(E. Dhanianto Wibowo)
CORP. PERFORMANCE,
RISK MANAGEMENT CORPORATE PLANNING MONITORING AND DEPT
DEPT HEAD DEPT HEAD HEAD
(Syarif Temunggung) (Yuyun Waryunaningsih) (Rita)

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PROFIL HEAD OF RISK MANAGEMENT AND PROFILE OF HEAD OF RISK MANAGEMENT AND
CORPORATE PLANNING CORPORATE PLANNING
Warga negara Indonesia. Usia 40 Indonesian citizens. Age 40 years

tahun, lahir di Jakarta pada 22 old, born in Jakarta on October 22,
Oktober 1978. Menyelesaikan 1978. Graduated with a Bachelor’s
pendidikan S1 Ekonomi Jurusan Degree in Economics from the
Manajemen pada Universitas Department of Management at the
Indonesia tahun 2002. Saat University of Indonesia in 2002.
menjabat sebagai Head of Serving as Head of Risk Management
Risk Management & Corporate & Corporate Planning since January
Planning sejak tanggal 4 Januari 4, 2017 based on Directors Decree
2017 berdasarkan SK Direksi No. No. SKEP.317/KP.07.03/2017 who
E. Dhanianto SKEP.317/KP.07.03/2017 yang previously served as the Head of
Wibowo sebelumnya menjabat sebagai Non Non Aviation Marketing Group since
Aviation Marketing Group Head sejak April 23, 2015 based on SKEP.701/
tanggal 23 April 2015 berdasarkan KP.07.03/2017.
SKEP.701/KP.07.03/2017.
TUGAS DAN TANGGUNG JAWAB DIVISI MANAJEMEN DUTIES AND RESPONSIBILITIES OF THE RISK
RISIKO MANAGEMENT DIVISION
Fungsi Manajemen Risiko di Kantor Pusat berada The Risk Management function at the Head Office
di unit Risk Management and Corporate Planning is located in the Risk Management and Corporate
sedangkan di Kantor Cabang berada pada Section Planning unit while the Branch Office is in the
yang membidangi Fungsi Risk Management. Tugas Section Risk Management Function Treatment. The
dan tanggung jawab fungsi Manajemen risiko di duties and responsibilities of the Risk Management
Kantor Pusat adalah sebagai berikut: function at Head Office are as follows:
1. Menjadi fasilitator bagi Pemilik Risiko (Risk 1. Being a facilitator for Risk Owners at head office
Owner) di Kantor Pusat dalam penyusunan in preparing for the Risk Profile.
Profil Risiko (Risk Profile).
2. Menindaklanjuti Laporan Profil Risiko 2. Following up the Risk Profile Report of the Branch
Kantor Cabang untuk diteruskan kepada Risk Office to be forwarded to the Risk Management
Management Committee. Committee.
3. Menindaklanjuti Laporan Penerapan Manajemen 3. Following up on Report of Risk Management
Risiko Kantor Cabang untuk diteruskan kepada Implementation of Branch Offices to be
Risk Management Committee. forwarded to Risk Management Committee.
4. Menyusun Laporan Profil Risiko Perusahaan 4. Preparing the Report of Company Risk Profile at
sekurang-kurangnya 1 (satu) kali dalam least 1 (one) time per year and submit it to Risk
setahun dan menyampaikannya kepada Risk Management Committee to be forwarded to the
Management Commitee untuk diteruskan kepada President Director.
Direktur Utama.
5. Menyusun Laporan Penerapan Manajemen 5. Preparing the Report of Company Risk Management
Risiko Perusahaan sekurang-kurangnya 2 (dua) Implementation at least 2 (two) times a year and
kali dalam setahun dan menyampaikannya submit it to Risk Management Committee to be
kepada Risk Management Committee untuk forwarded to the President Director.
diteruskan kepada Direktur Utama.
6. Mengevaluasi Aktivitas atau Transaksi Usaha yang 6. Evaluatign any Business Activities or Transactions
memerlukan persetujuan Direktur Utama, antara that require the approval of the President Director,
lain aktifitas atau transaksi usaha yang telah such as, Activities or Business Transactions that
melampaui kewenangan pejabat Perusahaan satu have exceeded the authority of the Company’s
tingkat di bawah Direktur Utama, sesuai dengan Officials one level under the President Director, in
kebijakan dan prosedur yang berlaku. accordance with prevailing policies and procedures.

7. Memantau posisi Risiko (Risk) Perusahaan secara 7. Monitoring the overall position of Company’s
keseluruhan, per jenis Risiko (Risk), dan Risiko Risk, Ris per type and Risk per functional
(Risk) per aktivitas fungsional yang antara lain Activity which, among others, can be expressed
dapat dinyatakan dalam bentuk matriks Pemetaan in the form of Risk Mapping (Risk Matrix) and
Risiko (Risk Mapping/Risk Matrix) dan memberikan provide recommendation to Risk Management
rekomendasi kepada Risk Management Committee. Committee.
8. Memberikan masukan kepada Risk Management 8. Providing input to the Risk Management
Committee mengenai besaran atau Eksposur Committee regarding the amount or Exposure of
(Exposure) maksimum Risiko (Risk) untuk the maximum Risk to be incorporated into the
dimasukkan ke dalam Rencana Kerja dan Work Plan and Corporate Budget (RKAP).
Anggaran Perusahaan (RKAP).
9. Melakukan pengkajian terhadap usulan 9. Reviewing any proposed Business Activity or
aktivitas atau Transaksi Usaha tertentu apabila Transaction if deemed necessary by the President
dipandang perlu oleh Direktur Utama dan Risk Director and Risk Management Committee.
Management Committee.
10. Melakukan dokumentasi yang memadai untuk 10. Performing adequate documentation for the
keperluan Pengendalian Internal (Internal Control). purposes of Internal Control (Internal Control).
11. Mengkaji sekurang-kurangnya 1 (satu) kali 11. Reviewing at least 1 (one) time in a year the
dalam setahun kecukupan dan kelayakan dari adequacy and feasibility of the guidance policy
kebijakan pedoman, dan strategi penerapan and Risk Management implementation strategy,
Manajemen Risiko (Risk Management), serta as well as submitting the recommendation of
menyampaikan rekomendasi perubahan kepada change to the Risk Management Committee.
Risk Management Committee.
12. Memantau pelaksanaan kebijakan Manajemen 12. Monitor the implementation of the Risk Management
Risiko yang telah ditetapkan oleh Direktur Utama. policy established by the President Director.
Tugas dan tanggung jawab fungsi Manajemen Risiko Duties and responsibilities of Risk Management
yang berada di Kantor Cabang antara lain: function residing in Branch Offices, are:
1. Menjadi fasilitator bagi Section di Kantor Cabang 1. Becoming a facilitator for Section at Branch
dalam penyusunan Profil Risiko (Risk Profile). Office in forming the Risk Profile.
2. Menyusun Laporan Profil Risiko Kantor Cabang 2. Making a Report of Branch Office Risk Profile
sekurang-kurangnya 1 (satu) kali dalam setahun at least 1 (one) time per year and submit it to
dan menyampaikannya kepada Department Head Department Head and General Manager to be
dan General Manager untuk diteruskan kepada forwarded to Risk Management and Corporate
Risk Management and Corporate Planning. Planning.
3. Menyusun Laporan Penerapan Manajemen 3. Making a Report on the Application of Branch
Risiko Kantor Cabang secara berkala minimal 2 Office Risk Management periodically at least 2
(dua) kali dalam setahun dan menyampaikannya (two) times a year and submit it to Department
kepada Department Head dan General Manager Head and General Manager to be forwarded to
untuk diteruskan kepada Risk Management and Risk Management and Corporate Planning.
Corporate Planning.
4. Mengevaluasi Aktivitas atau Transaksi Usaha 4. Evaluating any Business Activities or
yang memerlukan persetujuan General Manager, Transactions that require General Manager’s
antara lain Aktivitas atau Transaksi Usaha approval, including Activities or Business
yang telah melampaui kewenangan pejabat Transactions that have exceeded the authority
Perusahaan sesuai dengan kebijakan dan of Company officials in accordance with policies
prosedur yang berlaku. and procedures prevailing.
5. Memantau posisi Risiko Kantor Cabang 5. Monitoring the overall position of Branch Office
secara keseluruhan, per jenis Risiko, dan Risk as a whole, per type of Risk, and Risk per
Risiko per Aktivitas fungsional yang antara Functional Activity which can be poured in the
lain dapat dituangkan dalam bentuk matriks form of Risk Mapping (Risk Matrix) and give
Pemetaan Risiko (Risk Mapping/Risk Matrix) recommendation to General Manager to be
dan memberikan rekomendasi kepada General submitted to Risk Management and Corporate
Manager untuk diserahkan kepada Risk Planning.
Management and Corporate Planning.

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699
6. Memberikan masukan kepada General Manager 6. Providing input to the General Manager to be
untuk diteruskan kepada Risk Management and forwarded to Risk Management and Corporate
Corporate Planning mengenai besaran atau Planning regarding the amount or Exposure of
Eksposur (Exposure) maksimum Risiko (Risk) di the maximum Risk in the Branch Office.
Kantor Cabang.
7. Melakukan dokumentasi yang memadai untuk 7. Doing adequate documentation for the Internal
keperluan Pengendalian Internal (Internal Control). Control purposes.
8. Mengkaji sekurang-kurangnya 1 (satu) kali 8. Reviewing at least 1 (one) time in a year the
dalam setahun kecukupan dan kelayakan dari adequacy and feasibility of Risk Management’s
kebijakan, pedoman dan strategi penerapan policy, guidelines and implementation
Manajemen Risiko di Kantor Cabang, serta strategy in the Branch Office, and submitting
menyampaikan rekomendasi perubahan kepada recommendation of change to the General
General Manager untuk diteruskan kepada Risk Manager to be forwarded to Risk Management
Management and Corporate Planning. and Corporate Planning.
9. Memantau pelaksanaan kebijakan Manajemen 9. Monitoring the implementation of Risk
Risiko di Kantor Cabang yang telah ditetapkan Management policy in the Branch Office
oleh Risk Management Committee. established by the Risk Management Committee.
PENGEMBANGAN KOMPETENSI BIDANG DEVELOPMENT OF RISK MANAGEMENT

MANAJEMEN RISIKO COMPETENCY
Pengembangan kompetensi yang diikuti anggota Development of competency followed by Risk

unit Risk Management and Corporate Planning Management and Corporate Planning unit members
selama 2017, sebagai berikut. during 2017, is as follows.
Tabel Pengembangan Kompetensi unit Risk Management and Corporate Planning

Table of Competency Development of Risk Management and Corporate Planning Unit
Nama Pendidikan Dan

Pengembangan Karyawan Nama Penyelenggara Tanggal Penyelenggaraan
No
Name of Employee’s Education and Name of Organizers Implementation Date
Development
ISO 31000 Series 2: Risk Assesment 14-17 Maret 2017
1. CRMS Indonesia
Techniques 14-17 March 2017
In House Training Fundamental ISO 31000
Manajemen Risiko 22-24 Mei 2017
2. In House Training
In House Training Fundamental ISO 31000 22-24 May 2017
Risk Management
ISO 31000 Series 3 : Risk Management 18-21 Juli 2017
3. CRMS Indonesia
Implementation July 18-21, 2017
24-26 Juli 2017
4. Project Risk Management CRMS Indonesia
24-26 July 2017
5. ISO Series 2: Risk Assessment Techniques CRMS Indonesia
Workshop best practices Penerapan
Manajemen Risiko Pada Proyek BUMN 3-4 Agustus 2017
6. HC BUMN
Best practices Workshop on Risk Management 3-4 August 2017
at BUMN Project
30 Oktober – 2 November
2017
7. Enterprise Risk Management Training For CRP In House Training
October 30 - November 2,
2017

SERTIFIKASI MANAJEMEN RISIKO RISK MANAGEMENT CERTIFICATION
Sertifikasi Manajemen Risiko yang telah dimiliki Risk Management Certification that has been owned
oleh pegawai PT Angkasa Pura I (Persero) adalah by employees of PT Angkasa Pura I (Persero) is as
sebagai berikut. follows.
Tabel Sertifikasi Manajemen Risiko

Table of Risk Management Certification
Level Sertifikasi Jabatan Jumlah Pegawai

Certification Level Position Number of
Employees
Certified Risk Professional (CRP) Pejabat 1 Tingkat di bawah Direksi 35 Orang
35 Persons
Certified Risk Professional (CRP) Department Head 5 Orang
5 Persons
Certified Risk Professional (CRP) Internal Auditor 18 Orang
18 Persons
Certified Risk Professional (CRP) Officer 4 Orang
4 Persons
Enterprise Risk Management Certified 1 Orang
Department Head
Professional (ERMCP) 1 Person
Enterprise Risk Management Associate 1 Orang
Department Head
Professional (ERMAP) 1 Person
Certified Risk Management Officer 2 Orang
Officer
2 Persons
SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM
Dalam rangka memastikan proses bisnis perusahaan In order to ensure the business process of the company
berlangsung sesuai dengan tingkat risiko yang dapat taking place in accordance with the level of risk that
diterima melalui serangkaian proses manajemen can be received through a series of risk management
risiko serta penerapan tata kelola perusahaan yang process and the implementation of good corporate
baik (good corporate governance), PT Angkasa Pura governance, PT Angkasa Pura I (Persero) describes the
I (Persero) menjabarkan pelaksanaan manajemen implementation of risk management in the Company
risikodi Perusahan melalui Ketetapan Direksi nomor through the Decision of the Board of Directors number
KEP.77/PG.01/2014 tentang Pedoman Manajemen KEP.77/PG.01/2014 on Risk Management Guideline
Risiko PT Angkasa Pura I (Persero) yang memuat of PT Angkasa Pura I (Persero) which contains general
kebijakan umum manajemen risiko, peran dan risk management policies, roles and responsibilities,
tanggung jawab, proses Manajemen Risiko, prosedur Risk Management process, working procedures, work
kerja, instruksi kerja, dan formulir Manajemen Risiko. instructions and Risk Management form.
Penetapan dan pelaksanaan sistem Manajemen The establishment and implementation of the Risk
Risiko ini dimaksudkan untuk memberikan arah dan Management system is intended to provide clear
batasan serta tanggung jawab yang jelas terhadap direction and boundaries and responsibilities for the
pelaksanaan Manajemen Risiko (Risk Management) implementation of Risk Management by referring to
dengan mengacu kepada sistem dan struktur the system and structure of the Indonesian National
Standar Nasional Indonesia (SNI) International Standard for Organization (ISO) 31000: 2011 of Risk
Organization for Standardization (ISO) 31000 : 2011 Management - Principles and Guidelines.
Manajemen Risiko - Prinsip dan Panduan.

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701
Tujuan sistem Manajemen Risiko adalah sebagai The objectives of the Risk Management system are
berikut: as follows:
1. Memetakan pembagian wewenang dan 1. Mapping the distribution of authority and
tanggung jawab pengelolaan Manajemen Risiko responsibility of Risk Management.
(Risk Management).
2. Memberikan arah dalam penerapan Manajemen 2. Providing direction in the implementation of Risk
Risiko (Risk Management) mulai dari identifikasi, Management from identification, measurement,
pengukuran, penentuan penanganan, determination of handling, implementation
pelaksanaan Aktivitas pengendalian, of control activities, communications, and
pengomunikasian, dan Pemantauan (Monitoring). monitoring.
3. Sebagai media pengembangan, sosialisasi, dan 3. As a media of development, socialization, and
penyempurnaan kebijakan Manajemen Risiko improvement of Risk Management policy and
dan peraturan pendukung lainnya dalam bidang other supporting regulations in the field of Risk
Manajemen Risiko (Risk Management) secara Management on a regular basis.
berkala.
4. Sebagai petunjuk bagi Pemangku Kepentingan 4. As a guide for Stakeholders in managing the Risk
(Stakeholder) dalam mengelola Risiko (Risk) of their business
usahanya.
5. Sebagai acuan bagi Internal Audit dalam 5. As a reference for Internal Audit in conducting
melaksanakan Audit Berbasis Risiko (Risk Based Risk Based Audit.
Audit).
PENETAPAN KEBIJAKAN DAN PROSEDUR DETERMINATION OF RISK MANAGEMENT POLICIES

PENGELOLAAN RISIKO AND PROCEDURES
Dalam rangka memastikan proses bisnis Perseroan In order to ensure the Company’s business processes
berlangsung sesuai dengan tingkat risiko yang dapat take place based on acceptable levels of risk through
diterima melalui serangkaian proses manajemen risiko a series of risk management processes and the
serta penerapan tata kelola perusahaan yang baik implementation of good corporate governance, The
(good corporate governance), Perseroan menetapkan Company determines its risk management policy
kebijakan pengelolaan risikonya melalui Ketetapan through the Stipulations of the Board of Directors
Direksi nomor KEP.77/PG.01/2014 tentang Pedoman number KEP.77/PG.01/2014 on Risk Management
Manajemen Risiko PT Angkasa Pura I (Persero) yang Guideliness of PT Angkasa Pura I (Persero) which is
diterjemahkan ke dalam sebuah prosedur dan instruksi translated into a procedure and Instruction of Risk
kerja manajemen risiko Perseroan. Penetapan Management of the Company. This determination is
ini dilakukan untuk membakukan dan mengatur made to standardize and manage risk management
pengelolaan risiko baik di lingkungan korporat secara in either company or Branch Office environment in
umum maupun lingkungan Kantor Cabang secara particular so as to create effective and efficient risk
khusus sehingga terciptanya pengelolaan risiko secara management within the Company.
efektif dan efisien di lingkungan Perseroan.
STRATEGI PENGELOLAAN RISIKO RISK MANAGEMENT STRATEGY
Dalam penerapan Manajemen Risiko, PT Angkasa In the implementation of Risk Management, PT

Pura I (Persero) menggunakan acuan International Angkasa Pura I (Persero) uses the International
Organization for Standardization (ISO) 31000 Risk Organization matrix for Standardization of (ISO)
Management Standard yang telah mendapatkan 31000 Risk Management Standard that has been
sertifikasi dari Badan Standardisasi Nasional certified by the National Standardization Agency
(BSN) Pada Tahun 2011 Proses pengelolaan risiko (BSN) in 2011. The risk management process of the
Perseroan dijabarkan pada diagram berikut. Company is described in the following diagram.

MENENTUKAN KONTEKS
(ESTABLISHING THE CONTEXT)
PENAKSIRAN RISIKO
(COMMUNICATION AND CONSULTATION) IDENTIFIKASI RISIKO
(RISK IDENTIFICATION)
PEMANTAUAN DAN KAJI ULANG

KOMUNIKASI DAN KONSULTASI
(MONITORING AND REVIEW)

ANALISA RISIKO
(RISK ANALYSIS)
EVALUASI RISIKO
(RISK EVALUATION)
PENANGANAN RISIKO
(RISK TREATMENT)
Berdasarkan diagram tersebut, proses manajemen Based on the diagram, the risk management process
risiko meliputi 5 (lima) tahapan kegiatan sebagai includes 5 (five) stages of activity as follows:
berikut.
A. Komunikasi dan Konsultasi A. Communication and Consultation

Merupakan proses interaktif berupa tukar It is an interactive process of sharing information
menukar informasi dan pendapat mengenai and opinions about risks and management, as
risiko (risk) dan pengelolaannya, serta well as communication between the Company
komunikasi antara Perseroan dengan para and its stakeholders on certain issues related to
pemangku kepentingan (stakeholder) mengenai decision making or determining specific steps in
isu tertentu yang terkait dengan pengambilan dealing with the risks.
keputusan atau penentuan langkah tertentu
dalam menangani risiko (risk).
B. Menentukan Konteks B. Defining Context

Dilakukan dengan menetapkan parameter- It is performed by establishing the parameters
parameter yang relevan dengan Perseroan, relevant to the Company, both internal and
baik internal maupun eksternal yang digunakan external, used in risk management, especially in
dalam pengelolaan risiko (risk), terutama dalam order to establish the scope and criteria of risk
rangka menetapkan ruang lingkup dan kriteria (risk criteria).
risiko (risk criteria).

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703
C. Penilaian Risiko (Risk Assessment) C. Risk Assessment

1. Identifikasi Risiko (Risk Identification) 1. Risk Identification
Identifikasi dilakukan secara teliti sehingga Identification is done carefully so that all
semua risiko (risk) yang relevan termasuk relevant risks including risks that are beyond
risiko-risiko (risks) yang berada di luar the control of the Company, can be confirmed
kendali Perseroan, dapat dipastikan telah to be identified.
teridentifikasi.
2. Analisis Risiko (Risk Analysis) 2. Risk Analysis
Analisis risiko (risk analysis) meliputi Risk analysis involves the determination of
penentuan besaran kemungkinan terjadinya the magnitude of the possibility of risk, the
risiko (risk), besaran dampak kerugian, magnitude of the impact of losses, taking
dengan memperhatikan sumber dan into account the sources and causes of risk
penyebab risiko (risk agent/risk source) (risk agent/risk source) and control risk that
serta pengendalian risiko (risk) yang sudah already exist today and its effectiveness.
ada saat ini dan efektivitasnya.
3. Evaluasi Risiko (Risk Evaluation) 3. Risk Evaluation
Evaluasi risiko (risk evaluation) dilakukan Risk evaluation is conducted to establish
untuk menetapkan risiko (risk) yang risk that requires risk management based on
memerlukan penanganan risiko (risk priority scale.
treatment) berdasarkan skala prioritas.
D. Penanganan Risiko (Risk Treatment) D. Risk Treatment

Penanganan risiko (risk treatment) dilakukan Risk treatment is performed to select one
untuk menyeleksi satu atau lebih alternatif or more alternative methods or approaches
metode atau pendekatan yang digunakan untuk used to reduce exposure. The selection of risk
mengurangi eksposur (exposure). Pemilihan management alternatives should be based on risk
alternatif penanganan risiko (risk treatment) treatment cost/cost of risk analysis compared to
harus didasarkan atas analisis biaya penanganan the benefits gained in various related aspects.
risiko (risk treatment cost/cost of risk)
dibandingkan dengan manfaat yang diperoleh
pada berbagai aspek terkait.
Alternatif atau pilihan penanganan risiko (risk Alternative or options of risk management are:
treatment) adalah:
1. Menghindari risiko (risk avoiding) dengan 1. Risk avoiding by not doing certain business
tidak melakukan aktivitas atau transaksi activity or transaction;
usaha tertentu.
2. Mitigasi risiko (risk mitigation), misalnya 2. Risk mitigation, for example by improving work
dengan peningkatan keselamatan kerja, safety, maintenance, improving human resource
pemeliharaan, peningkatan kompetensi competencies, updating systems, and procedures;
sumber daya manusia, pemutakhiran sistem,
dan prosedur.
3. Pembagian risiko (risk transfer/risk sharing) 3. Risk sharing (risk transfer) with other parties,
dengan pihak lain, misalnya asuransi, such as insurance, hedging, cooperation with
hedging, kerja sama dengan bentuk joint the form of joint venture/partnership. This risk
venture/partnership. Pembagian risiko (risk sharing (risk transfer) can be performed for
transfer/risk sharing) ini dapat dilakukan exposures that exceed the risk tolerance of the
untuk eksposur (exposure) yang melampaui Company;
toleransi risiko (risk tolerance) Perseroan.
4. Menerima risiko (risk acceptance) dengan 4. Risk acceptance by conducting certain business
melaksanakan aktivitas atau transaksi activities or transactions with no effort to
usaha tertentu dengan tanpa usaha reduce, share or transfer the risk;
untuk mengurangi, membagi ataupun
memindahkan risiko (risk transfer).

5. Kombinasi antara beberapa alternatif 5. The combination of alternatives as referred to in

sebagaimana tersebut pada angka 1 sampai points 1 through 4 above.
dengan angka 4 di atas.
E. Pemantauan (Monitoring) dan Kaji Ulang (Review) E. Monitoring and Review

Pelaksanaan pemantauan meliputi pemantauan Implementation of monitoring includes ongoing
(monitoring) secara berkelanjutan oleh para monitoring by the risk owners. Monitoring
pemilik risiko (risk owner). Pengawasan supervision is carried out by the leadership of risk
pemantauan dilakukan oleh pimpinan pemilik owners which is conducted periodically and by
risiko yang dilaksanakan secara berkala dan pihak third party through internal and external audits
ketiga melalui audit internal maupun eksternal which are conducted periodically. Meanwhile, the
yang dilaksanakan secara periodik. Sedangkan, review is a regular review on the effectiveness
kaji ulang merupakan peninjauan secara berkala of the risk management system prevailing and
terhadap efektivitas sistem manajemen risiko the effectiveness of the implementation of risk
yang diberlakukan dan efektivitas pelaksanaan management to be perfected on an ongoing
penanganan risiko untuk disempurnakan secara basis.
berkesinambungan.
PENERAPAN MANAJEMEN RISIKO IMPLEMENTATION OF RISK MANAGEMENT
Secara umum Fungsi Manajemen Risiko Kantor In general, the Head Office of the Risk Management
Pusat bertanggung jawab untuk mengembangkan Function is responsible for developing and following
dan melakukan tindak lanjut terhadap laporan up on the risk management report, monitoring the
manajemen risiko, melakukan pemantauan profil Company’s risk profile including its management plan,
risiko Perseroan termasuk rencana penanganannya, providing recommendations to the Risk Management
memberikan rekomendasi kepada Risk Management Committee, evaluating strategic policies, monitoring
Committee, mengevaluasi kebijakan strategis, the implementation of risk management, and jointly
memantau pelaksanaan manajemen risiko, with risk managers in the Head Office environment
serta bersama-sama dengan pengelola risiko di implementing the Risk Management process.
lingkungan Kantor Pusat untuk melaksanakan
proses Manajemen Risiko.
Pada tingkat Kantor Cabang juga terdapat fungsi At the Branch Office level there is also a Risk
Manajemen Risiko yang bersama-sama dengan Management function, which together with the
Pemilik Risiko (Risk Owner) Kantor Cabang Risk Owner of the Branch Office conducts the Risk
melaksanakan proses Manajemen Risiko dengan Management process by stages of identifying,
tahapan melaksanakan identifikasi, analisis, analyzing, evaluating, determining risk management
evaluasi, menentukan penanganan risiko serta and monitoring identified risks.
melakukan monitoring terhadap risiko-risiko yang
telah teridentifikasi.
Berdasarkan serangkaian evaluasi secara Based on a series of periodic evaluations within the
berkala di lingkungan Perseroan terkait dengan company environment related to the implementation
pengimplementasian Manajemen Risiko, dilakukan of Risk Management, several improvements and
beberapa perbaikan serta pengembangan selama developments during 2017 are made:
Tahun 2017 diantaranya:
1. Aspek pengelolaan risiko menjadi poin dalam Key 1. Risk management aspects becoming points in
Performance Indicator bagi 13 (tiga belas) Kantor the Key Performance Indicator for 13 (thirteen)
Cabang. Branch Offices.
2. Dilakukannya kajian terhadap kelayakan 2. There is a review of the feasibility and adequacy
dan kecukupan pedoman manajemen risiko of corporate risk management guidelines.
Perseroan.
3. Disusunnya road map implementasi manajemen 3. Preparation of road map implementation of
risiko Perseroan. company risk management.

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705
4. Pendampingan Tim Kantor Pusat bersama 4. Assistance of Head Office Team together with
dengan Komite Risiko Usaha dan GCG dalam Business Risk and GCG Committee in monitoring
pemantauan Progress Proyek Bandara dan of Airport Project Progress and Monitoring of
Pemantauan terhadap Bandara rugi. loss Airport
5. Pendampingan oleh Tim Kantor Pusat kepada risk 5. Assistance by Head Office Team to risk owner in
owner dalam rangka penyusunan Kajian Risiko. the preparation of Risk Assessment
6. Terhadap seluruh usulan investasi yang akan 6. On all proposed investments to be submitted, risk
diajukan, kajian risiko menjadi salah satu assessment becomes one of the main supporting
dokumen pendukung utama sebagai syarat documents as a requirement in decision making.
dalam pengambilan keputusan.
7. Penyempurnaan modul – modul dalam risk 7. Improved modules in the management system
management system untuk mempermudah to facilitate risk managers in monitoring in real
pengelola risiko dalam melakukan pemantauan time.
secara real time.
PROFIL RISIKO DAN PENGELOLAANNYA RISK PROFILE AND MANAGEMENT
Risiko di Perseroan dikelompokkan kedalam 4 Risks in the company are grouped into 4 (four)
(empat) kategori, antara lain: categories, which are:
1. Strategy and Planning Risk yang meliputi 1. Strategy and Planning Risk which includes
corporate responsibility and sustainability, corporate responsibility and sustainability,
external factors, planning, project, dan strategy. external factors, planning, project, and strategy.
2. Financial Risk yang meliputi accounting, credit, 2. Financial Risk which includes accounting, credit,
liquidity and finance intelligence, financial market, liquidity and finance intelligence, financial
planning and budgeting. market, planning and budgeting.
3. Operation/Infrastructure Risk yang meliputi 3. Operation/Infrastructure Risk which includes
corporate assets, human resources, information corporate assets, human resources, information
technology, external events, legal, process technology, external events, legal, process
management, product development dan sales management, product development and sales
marketing and communications. marketing and communications.
4. Hazard Risk yang meliputi health, safety and 4. Hazard Risk which includes health, safety and
environment, force majeur, dannatural disaster. environment, force majeur, and natural disaster.
Adapun secara umum, risiko-risiko yang dihadapi PT In general, the risks faced by PT Angkasa Pura I
Angkasa Pura I (Persero) dalam rangka pencapaian (Persero) in achieving the vision of the company’s
visi misi Perseroan jangka panjang, dijabarkan long-term mission are described as follows:
sebagai berikut:

No. Risiko Penyebab Dampak Penanganan Risiko

Risk Cause Impact Risk Treatment
1 Komplain 1. Layanan Bandara 1. Turunnya 1. Peningkatan Service Level.
pengguna jasa belum optimal. reputasi 2. Pengembangan program
2. Kurangnya kapasitas Perusahaan. Customer Loyalty.
Complaints from bandara. 2. Tidak 3. Peningkatan supervisi
service users 3. Struktur Organisasi tercapainya bandara
belum berorientasi sasaran 4. Optimisasi Manajemen Slot
pada konsumen. strategis Time.
4. Kualitas infrastruktur Perusahaan. 5. Ekspansi kapasitas bandara.
dan fasilitas bandara 6. Implementasi Lean
belum optimal. 1. The declining & Customer-Centric
reputation of Organization.
1. The Airport Service is the Company. 7. Penggantian dan perbaikan
not yet optimal.2. 2. The fasilitas infrastruktur
Lack of airport Company’s bandara.
capacity. strategic
3. Organizational objectives are 1. Improving the Service Level
Structure has not not achieved 2. Development of Customer
been consumer- Loyalty program
oriented. 3. Improving the airport
4. The quality of supervision
infrastructure and 4. The Optimization of Slot
facilities of the Time Management
airport has not been 5. Expansion of airport
optimal. capacity
6. Implementation of Lean
& Customer-Centric
Organization
7. Replacement and repair
of airport infrastructure
facilities
2 Potensi kegagalan 1. Tidak optimalnya Target Pendapatan 1. Pemantauan yang ketat
pencapaian program dan strategi Operasional terhadap pelaksanaan
Target pemasaran. Rp8,9 Triliun pada program dan strategi
Pendapatan Aero 2. Kondisi tahun 2018 pemasaran untuk
Perekonomian Dunia tidak tercapai. pendapatan Aero.
Potential failure dan Nasional yang 2. Mempersiapkan Rencana
of tidak mendukung. Operating Income Kontijensi untuk
Aero Revenue Target of mengantisipasi perubahan
Target 1. Marketing programs Rp8.9 trillion in Perekonomian.
achievement and strategies are not 2018 is
optimal. not achieved. 1. Strict monitoring of the
2. Unfavorable World implementation programs
and National and marketing strategies for
Economic Conditions. Aero revenue.
2. Preparing a Contingency
Plan to anticipate changes
in the Economy.

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707

3 Potensi Kegagalan 1. Tidak tercapainya 1. Tidak 1. Program Peningkatan laba
Pencapaian Target target kinerja Anak tercapainya Anak Perusahaan.
Pendapatan Non Perusahaan. target 2. Program Penerapan
Aero 2. Terhambatnya pendapatan Parenting model yang
pengembangan bisnis operasional. efektif.
Potential failure baru. 2. Tidak 3. Pengembangan Parenting
of tercapainya Policy.
Non-Aero 1. The target sasaran 4. Pengembangan sistem
Revenue Target performance of strategis holding company.
achievement subsidiaries is not Perusahaan. 5. Optimalisasi Pengembangan
achieved. bisnis baru dan pendirian
2. The inhibition 1. Not reaching anak perusahaan baru.
of new business the operating 6. Melakukan Kaji ulang
development. income target. positioning bandara.
2. Not achieving
the Company’s 1. The program of profit
strategic increase for subsidiaries.
objectives. 2. Effective Parenting
Application Program.
3. Development of Parenting
Policy.
4. Development of holding
company system.
5. Optimizing the Development
of new business and the
establishment of a new
subsidiary.
6. Re-reviewing the airport
positioning
4 Terhambatnya 1. Rendahnya sinergi 1. Tidak 1. Optimalisasi kerja sama
Kerja Sama dengan instansi tercapainya strategis saat ini (eksisting).
strategis dengan terkait. target 2. Peningkatan nilai kerja
Instansi Terkait. 2. Belum efektifnya pendapatan sama strategis baru.
strategi komunikasi non-aero. 3. Peningkatan komunikasi
Inhibition eksternal. 2. Tidak dengan pihak eksternal
of strategic tercapainya 4. Peningkatan efektivitas
cooperation with 1. Low synergy with sasaran international affairs.
Relevant agencies. related institutions. strategis
2. Uneffective external Perusahaan. 1. Optimization of current
communication strategic cooperation
strategy. 1. Not achieving (existing)
non-aero 2. Increasing the value of new
revenue strategic cooperation
targets. 3. Increasing the
2. Not achieving communication with
the Company’s external parties
strategic 4. Increasing of international
objectives. affairs effectivity


5 Ketidakcukupan 1. Likuiditas perusahaan 1. Tidak 1. Optimalisasi likuiditas
Dana untuk belum optimal. tercapainya keuangan perusahaan.
Pengembangan 2. Biaya operasi belum target 2. Penerapan strategi
Kapasitas, efektif dan efisien. pendapatan pendanaan yang tepat.
Infrastuktur non-aero. 3. Optimalisasi struktur modal.
dan Usaha. 1. The company’s 2. Tidak 4. Peningkatan efisiensi dan
liquidity is not yet tercapainya efektivitas biaya.
Fund Insufficiency optimal yet. sasaran 5. Peningkatan efektivitas
for 2. Operating costs are strategis manajemen budget.
Capacity Building, not effective and Perusahaan. 6. Penerbitan Sukuk dan
Infrastructure efficient yet. 1. Not achieving Obligasi Perseroan.
and Enterprises. non-aero
revenue 1. Optimizing the company’s
targets. financial liquidity.
2. Not 2. Applying appropriate
achivening funding strategies.
the Company’s 3. Optimizing the capital
strategic structure.
objectives. 4. Increasing the cost
efficiency and effectiveness.
5. Increasing the effectiveness
of budget management.
6. Issuance of Sukuk and
Obligation of the Company
6 Terhambatnya 1. Manajemen 1. Komplain 1. Peningkatan efektivitas
Pencapaian perawatan fasilitas pengguna jasa dan efisiensi Manajemen
Operation infrastruktur bandara. Perawatan.
Excellence bandara belum 2. Buruknya 2. Peningkatan Efektivitas
dilakukan secara reputasi implementasi CMMS
Inhibition of efektif Perusahaan. (Computer Maintenance
Achievement dan efisien. 3. Tidak Management System).
Operation 2. Implementasi CMMS tercapainya 3. Peningkatan implementasi
Excellence belum efektif. sasaran Program SHE.
3. Implementasi strategis 4. Peningkatan Sistem dan
program SHE belum Perusahaan. Prosedur bandara (Berbasis
optimal. ISO).
4. Sistem dan prosedur 1. The complain
bandara belum from airport 1. Increasingthe effectivity
optimal. service user. and efficientcy of Treatment
2. Company’s management.
1. The maintenance bad 2. Increasing the effectivity
management of reputation. of CMMS Implementation
airport infrastructure 3. The company’s (Computer Maintenance
facilities has not been strategic Management System).
done effectively and target is not 3. Increasing SHE
efficiently. achieved yet. implementation program.
2. The implementation 4. Increasing the airport
of CMMS is not System and Procedure (ISO-
effective yet. based).
3. The implementation
of SHE program is not
optimal yet.
4. The airport system
and procedure is not
optimal yet.

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709

7 Terhambatnya 1. Sistem 1. Keterlambatan 1. Standarisasi dan integrasi
Implementasi Best keuangan belum penyusunan laporan keuangan.
Practice Sistem terstandardisasi, laporan 2. Implementasi Sistem
dan Prosedur terintegrasi. keuangan. laporan keuangan online
Keuangan 2. Sistem pelaporan 2. Tidak secara efektif.
keuangan belum tercapainya
Inhibition of dimplementasikan sasaran 1. Standardization and
Implementation dengan efektif. strategis integration of financial
of Best Practice of Perusahaan. statements.
Financial System 1. The financial 2. Implementation of Online
and Procedures system has not 1. Late financial reporting system
been standardized, preparation effectively.
integrated. of financial
2. The financial statements.
reporting system 2. The company’s
has not been strategic
implemented target is not
effectively. achieved yet.
8 Terhambatnya 1. Perencanaan 1. Kesalahan 1. Implementasi konsep

Pengembangan strategis dan tahunan pengambilan “Airport city“.
dan perusahaan keputusan 2. Peningkatan proses
Implementasi belum optimal. strategis. perencanaan strategis .
Sistem 2. Belum efektifnya 2. Tidak 3. Peningkatan efektivitas
Manajemen Kelas implementasi good tercapainya Riset Industri.
Dunia corporate governance. sasaran 4. Peningkatan efektivitas
3. Belum efektifnya strategis sistem audit internal.
Inhibition of Manajemen risiko. Perusahaan. 5. Pengawasan kepatuhan
Development and 4. Hambatan dalam terhadap regulasi bandara.
Implementation budaya organisasi. 1. Mistakes 6. Peningkatan maturitas
of World Class in strategic penerapan manajemen
Management 1. The company’s decision risiko.
System strategic and annual making.
planning is not 2. The company’s 1. The implementation of
optimal yet. strategic “Airport city“ concept.
2. The implementation target is not 2. Improving strategic planning
of good corporate achieved yet. process.
governance is not 3. Increasing the Effectiveness
effective yet. of Industrial Research.
3. The risk management 4. Increasing the effectiveness
is not effective yet. of internal audit system.
4. Inhibitin in 5. Supervision of compliance
organizational with airport regulations.
culture. 6. Increasing the maturity
of risk management
implementation.


9 Kendala Budaya 1. Implementasi High Tidak tercapainya 1. Optimalisasi Implementasi
dalam Pencapaian Performing Culture sasaran strategis High Performing Culture
Organisasi belum optimal. Perusahaan 2. Peningkatan efektivitas
Berkinerja Tinggi 2. Sistem performance sistem performance
management belum The company’s management
Cultural efektif. strategic target is 3. Peningkatan efektivitas
Constraints in 3. Sistem insentif not achieved yet. sistem insentif berbasis
Achieving High berbasis kinerja kinerja
Performing belum efektif. 4. Peningkatan efektivitas
Organizations 4. Belum optimalnya change management
pelaksanaan change
management. 1. Optimizing the
Implementation of High
1. Implementation of Performing Culture.
High Performing 2. Improving the effectiveness
Culture is not optimal of performance
yet. management system.
2. Managament 3. Increasing the effectiveness
performance system of performance-based
is not effective yet. incentive system.
3. Performance-based 4. Increasing the effectiveness
incentive system is of change management.
not effective yet.
4. The implementation
of change
management is not
optimal yet.
10 Terhambatnya 1. Belum efektifnya 1. Terganggunya 1. Peningkatan komunikasi dan
Komunikasi strategi komunikasi operasional koordinasi internal.
internal internal. perusahaan. 2. Optimalisasi sinergi antar-
2. Belum efektifnya 2. Tidak Divisi atau Unit.
Inhibition Sistem ICT. tercapainya 3. Peningkatan Service Level
of internal sasaran Agreement Internal.
communication 1. The internal strategis 4. Peningkatan efektivitas
communication Perusahaan. sistem ICT.
strategy is not
effective yet. 1. Disruption 1. Increasing the internal
2. ICT system is not to company communication and
effective yet. operations. coordination.
2. The company’s 2. Optimizing the synergy
strategic between division or units.
target is not 3. Increasing Service Level
achieved yet. Agreement Internal.
4. Increasing the effectivity of
ICT system.

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11 Terhambatnya Efektivitas manajemen 1. Terganggunya 1. Peningkatan efektivitas
Kegiatan supplier belum optimal. operasional implementasi ERP.
Pengadaan Perusahaan. 2. Peningkatan efektivitas
The effectiveness of 2. Pengunduran sistem pengadaan.
Inhibition of supplier management is proyek
Procurement not optimal. investasi 1. Increasing the effectivity of
Activities Perusahaan. ERP implementation.
3. Tidak 2. Increasing the effectivity of
tercapainya procurement system.
sasaran
strategis
Perusahaan.
1. Disruption
to company
operations.
2. The recession
of the
Company’s
investment
projects.
3. The company’s
strategic
target is not
achieved yet
12 Terhambatnya 1. Minimnya kualitas 1. Tidak 1. Pelaksanaan People
Best practice HR pekerja. tercapainya Development Program.
Management 2. Minimnya kuantitas sasaran 2. Peningkatkan Efektivitas
pekerja.3. strategis Kepemimpinan.
Inhibition of HR Komitmen dari Perusahaan. 3. Peningkatan efektivitas
Management Best pekerja kurang. 2. Terganggunya Perencanaan Man Power
practice operasional dan Sistem Rekrutmen.
1. Low employee’s Perusahaan. 4. Peningkatan “Sense of
quality. 3. Tidak Ownership” Pekerja.
2. Low employee’s terpenuhinya 5. Peningkatan efektivitas
quantity.3. target career management system.
Lack of employee’s pencapaian 6. Implementasi Talent
commitment. KPI. Management System Kelas
Dunia.
1. The company’s 7. Peningkatan efektivitas
strategic Knowledge Management
target is not System.
achieved yet. 8. Penerapan industrial
2. Disruption to Relationship management.
company’s
operation. 1. Implementation of People
3. Unfulfilled Development Program.
target of KPI 2. Increasing the leadership
achievement. effectivity.
3. Increasing the effectivity
of Man Power Planning and
Recruitment System.
4. Increasing the Sense of
Ownership to the Employee.
5. Increasing the effectivity of
career management system.
6. Implementasi Talent
Management System Kelas
Dunia.
7. Increasing the effectivity
of Knowledge management
system.
8. Implementation of industrial
relationship management.


13 Terhambatnya 1. Efektivitas 1. Tidak 1. Peningkatan efektivitas
pencatatan aset manajemen aset tercapainya manajemen aset.
perusahaan. belum optimal. sasaran 2. Percepatan proses
2. Proses Pembebasan strategis pembebasan tanah.
Inhibition of tanah lamban. Perusahaan.
company asset 1. The effectivity of 2. Terkendalanya 1. Increasing the effectivity of
records. asset management is proyek asset management.
not optimal yet. investasi. 2. Acceleration of land
2. The land acquisition 3. Temuan audit acquisition process.
process is slow. atas aset
Perusahaan.
1. The company’s
strategic
target is not
achieved yet.
2. The
investment
project is
constrained.
3. Audit findings
on assets
Perusahaan.
14 Terhambatnya Rendahnya Respon 1. Tidak 1. Peningkatan efektivitas
pelaksanaan terhadap Deregulasi tercapainya kerjasama dan program
strategi dan dan Socioeconomically sasaran PKBL.
Program kerja Responsible Green strategis 2. Implementasi konsep “Green
konsep Green Corporation. Perusahaan. Corporation“.
Corporation dan 2. Mendapat 3. Implementasi sistem Eco-
Implementasi teguran dari Airport.
sistem Eco- regulator.
Airport.
Low Response to 1. The company’s 1. Increasing the effectivity
Inhibition of the Deregulation and strategic of cooperation and PKBL
implementation of Socioeconomically target is not program.
Green Corporation Responsible Green achieved yet. 2. Implementation of “Green
concept and Corporation. 2. Receiving Corporation“ Concept.
program of work warning from 3. Implementation of Eco-
concept and the regulator. Airport system.
Implementation
of Eco-Airport
system.

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PENILAIAN RISIKO RISK ASSESSMENT
Berdasarkan serangkaian proses pemantauan Based on a series of risk monitoring processes

risiko yang dilakukan baik di lingkungan kantor carried out in either the Head Office, Branch Offices
Pusat, Kantor Cabang, dan Anak Perusahaan or Subsidiaries up to the fourth Quarter of 2017
sampai dengan Triwulan IV Tahun 2017 jumlah the number of risks identified in PT Angkasa Pura I
risiko teridentifikasi di PT Angkasa Pura I (Persero) (Persero) amounted to 2,055 (two thousand and fifty
sejumlah 2.055 (dua ribu lima puluh lima) risiko five) risks with the following distribution:
dengan persebaran sebagai berikut:
112
546
674
723
Extreme High
High - Risk
Medium Risk
Low Risk
REVIU ATAS SISTEM MANAJEMEN RISIKO REVIEW TO THE RISK MANAGEMENT SYSTEM
Sistem Manajemen Risiko yang diterapkan oleh The Risk Management System implemented by the
Perseroan selalu direviu efektivitas penerapannya. Company is always reviewed for the effectiveness
Mekanisme reviu dilakukan melalui pengawasan of its implementation. The review mechanism is
Dewan Komisaris dan Direksi, kecukupan sistem conducted through the supervision of the Board
informasi, dan kecukupan proses identifikasi, of Commissioners and the Board of Directors,
pengukuran, pemantauan, dan pengendalian risiko. the adequacy of the information system, and
the adequacy of the process of identification,
measurement, monitoring and risk control.
PENGAWASAN DEWAN KOMISARIS DAN DIREKSI SUPERVISION OF BOARD OF COMMISSIONERS AND

DIRECTORS
Dalam upaya memastikan pelaksanaan manajemen In an effort to ensure that the implementation
risiko telah menjadi bagian dalam aktivitas usaha, of risk management has been a part of business
Direksi dan Dewan Komisaris melalui Komite Risiko activities, the Board of Directors and the Board of
Usaha dan GCG, secara berkala melakukan Rapat Commissioners through the Business Risk and GCG
dengan Risk Management and Corporate Planning Committee periodically conduct a Meeting with Risk
dalam rangka melakukan pemantauan terhadap Management and Corporate Planning in order to

risiko di lingkungan Perseroan dan tindak lanjut monitor the risks in the Company’s environment and
yang telah dilakukan oleh pemilik risiko (risk the follow-up done by the risk owner to minimize
owner) untuk meminimalisir atas risiko tersebut. the risk. In addition, at least 2 (two) times a year,
Selain itu, minimum 2 (dua) kali dalam setahun, Risk Risk Management and Corporate Planning reports to
Managament and Corporate Planning melaporkan the Board of Directors and Board of Commissioners
kepada Dewan Direksi dan Dewan Komisaris the results of risk monitoring within the Company.
terhadap hasil pemantauan risiko di lingkungan
Perseroan.
KECUKUPAN SISTEM INFORMASI MANAJEMEN RISIKO ADEQUACY OF RISK MANAGEMENT INFORMATION SYSTEM
Seiring dengan perkembangan bisnis Perseroan dan Along with the increasingly dynamic development
perubahan iklim bisnis yang semakin dinamis, serta of business firms and changing business climate, and
didukung oleh kemajuan teknologi yang semakin supported by increasingly sophisticated technological
canggih, diperlukan pengembangan terhadap sistem progress, it is necessary to develop a system of
penyediaan data informasi risiko yang dimiliki oleh providing risk information data owned by the
Perseroan. Berdasarkan latar belakang tersebut company. Based on this background and responding
dan menjawab akan kebutuhan Perseroan akan to the company’s need for real-time and accessible
penyediaan data risiko secara real time dan dapat risk data provision through various media (computer,
diakses melalui berbagai media (komputer, tablet, tablet, mobile), the Company is currently developing
handphone), maka di lingkungan Perseroan saat ini a web-based risk management system module.
sedang dilakukan pengembangan terhadap modul
sistem manajemen risiko berbasis web.
Sistem ini bertujuan untuk mempermudah pengelola This system aims to facilitate risk managers in the
risiko di Lingkungan Perseroan dalam melakukan Company’s environment in monitoring and updating
pemantauan dan pembaharuan data informasi information data related to risks held by the work
terkait dengan risiko yang dimiliki oleh unit kerjanya unit in real time and documented way, whenever
secara real time dan terdokumentasi, kapanpun and wherever. Furthermore, with the development
dan dimanapun. Lebih lanjut, dengan adanya of this online risk management information system,
pengembangan sistem informasi manajemen risiko the Board of Directors can participate actively in the
berbasis online ini, Direksi dapat ikut serta berperan risk monitoring process in the Company and obtain
aktif dalam proses pemantauan risiko di Perseroan the latest information related to risks faced by the
dan memperoleh informasi terkini terkait dengan company during the year as well as the determination
risiko yang dihadapi oleh Perseroan selama tahun of priority action to overcome those risks.
berjalan serta penentuan tindakan prioritas untuk
menanggulangi risiko tersebut.

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KECUKUPAN PROSES IDENTIFIKASI, PENGUKURAN, ADEQUACY OF IDENTIFICATION PROCESS,

PEMANTAUAN, DAN PENGENDALIAN RISIKO MEASUREMENT, MONITORING, AND RISK CONTROL
Untuk memastikan kecukupan proses manajemen To ensure that the adequacy of the risk management
risiko telah dilakukan sesuai dengan pedoman dan process has been carried out in accordance with the
ketentuan yang berlaku di Perseroan, Direksi melalui guidelines and provisions applicable in the Company,
fungsi internal audit melakukan pemeriksaan, the Board of Directors through the internal audit
evaluasi, pelaporan, dan/atau rekomendasi function conducts inspection, evaluation, reporting
perbaikan atas kecukupan dan efektivitas proses and/or recommendation of improvement on the
manajemen risiko yang kemudian ditindaklanjuti adequacy and effectiveness of the risk management
melalui evaluasi oleh Risk Management Committee. process which is then followed up by evaluation by
Risk Management Committee.
EVALUASI PELAKSANAAN MANAJEMEN RISIKO EVALUATION OF RISK MANAGEMENT

IMPLEMENTATION
Sebagai upaya memastikan penerapan manajemen As an effort to ensure the implementation of

risiko telah mampu berperan penting dalam risk management which has been able to play an
membantu pencapaian tujuan Perseroan, Perseroan important role in assisting the achievement of
secara berkala mulai tahun 2014 melakukan evaluasi company objectives, the company periodically,
tahunan bersama dengan pihak eksternal untuk starting in 2014, conducts an annual evaluation
mengukur tingkat maturitas dalam implementasi together with external parties to measure the
manajemen risiko di Lingkungan PT Angkasa Pura I level of maturity in the implementation of risk
(Persero). Pengukuran maturitas ini bertujuan untuk management in PT Angkasa Pura I (Persero)
memperoleh gambaran penerapan Manajemen Environment. Measurement of this maturity aims

Risiko di perusahaan dibandingkan dengan praktik- to obtain an overview of the implementation of

praktik terbaik (best practices) dan mengidentifikasi Risk Management in the company compared to best
penerapan manajemen risiko yang masih memerlukan practices and identify the implementation of risk
penyempurnaan, sehingga dapat disusun rekomendasi management that still requires improvement, so that
guna penyempurnaan penerapan Manajemen Risiko recommendations can be formulated to improve the
di masa yang akan datang. implementation of Risk Management in the future.
Pada tahun 2016 PT Angkasa Pura I (Persero) In 2016 PT Angkasa Pura I (Persero) issued a
menerbitkan Keputusan Direksi nomor KEP.137/ Decision of the Board of Directors number KEP.137/
PG.01/2016 tanggal 8 September 2016 tentang PG.01/2016 dated September 8, 2016 on Risk
Pedoman Pengukuran Maturitas Manajemen Management Risk Measurement Manual of PT
Risiko PT Angkasa Pura I (Persero). Sehingga, pada Angkasa Pura I (Persero). Hence, in the transitional
periode transisi tahun 2016 pengukuran maturitas period of 2016, maturity measurement uses a
menggunakan kombinasi kriteria penilaian pengukuran combination of existing measurement criteria and
eksisting dan kriteria penilaian pengukuran measurement criteria based on guidelines, but the
berdasarkan pedoman, namun hasil tingkat maturitas maturity level in 2016 still refers to the assessment
pada tahun 2016 tetap mengacu pada kriteria penilaian criteria prior to the issuance of the guidelines.
sebelum diterbitkannya pedoman.
Dalam Pedoman pengukuran maturitas KEP.137/ In the Guidelines for Maturity Measurement KEP.137/
PG.01/2016, penentuan Hasil Tingkat maturitas PG.01/2016, determination of the results of risk
risiko dalam perusahaan dinyatakan melalui skor 1-5 maturity level within the company environment is
dengan predikat belum matang, awal pengembangan, expressed through a score of 1-5 with immature,
progresif, semi matang, dan matang. Skor tersebut early development, progressive, semi-mature, and
merepresentasikan kesesuaian antara struktur dan mature predicate. The scores represent the suitability
proses manajemen risiko yang berjalan saat ini, between current risk management structures and
terhadap kriteria berupa ketentuan dalam Pedoman, processes, against criteria in the form of provisions
Prosedur Kerja dan Instruksi Kerja Manajemen Risiko in Guidelines, Work Procedures and Risk Management
dan praktik-praktik terbaik (best practices). Work Instructions and best practices.
Pengukuran maturitas manajemen risiko Tahun Measurement of risk management maturity 2017,
2017, telah mengacu penuh pada kriteria penilaian has been fully referred to the assessment criteria
berdasarkan KEP.137/PG.01/2016. Secara umum, based on KEP.137/PG.01/2016. In general, based
berdasarkan serangkaian proses pengukuran on a series of measurements of Risk Management
Maturitas Manajemen Risiko, PT Angkasa Pura I Maturity, PT Angkasa Pura I (Persero) is in a position
(Persero) berada pada posisi skor 3,12 (Progresif). score of 3.12 (Progressive). Through these scores, it
Melalui skor tersebut, dapat disimpulkan bahwa can be concluded that the risk management strategy
strategi pengelolaan risiko telah diterapkan dan mulai has been implemented and started building risk
dibangun infrastruktur manajemen risiko (organisasi, management infrastructure (organization, policy,
kebijakan, dan sumber daya manusia) di lingkungan and human resources) within the company. In
Perseroan. Selain itu, berdasarkan hasil pengukuran addition, based on the measurement results it can
tersebut dapat diketahui bahwa pondasi manajemen be seen that the foundation of risk management has
risiko telah terbangun dengan baik dan sangat been well established and strongly influenced by the
dipengaruhi oleh kapasitas dan komitmen dari para capacity and commitment of the personnel directly
personel yang terlibat langsung dalam penerapan involved in the implementation of risk management,
manajemen risiko, bukan karena berjalannya sistem. not because of the running system.
PERBAIKAN DAN PENINGKATAN PENGELOLAAN IMPROVEMENT AND INCREASE OF RISK

RISIKO MANAGEMENT
Untuk memastikan pelaksanaan manajemen To ensure that the implementation of risk

risiko telah berjalan secara efektif secara berkala management has been effectively conducted
dilakukan review terhadap risiko-risiko yang telah regularly, a review of the risks identified in the
teridentifikasi di lingkungan Perseroan meliputi Company’s environment includes risk management

2017 Annual Report
717
penanganan risiko (risk treatment) maupun internal and internal control performed in order to reduce
control yang dilakukan dalam upaya menurunkan the risk level. n addition, reviews are undertaken
tingkat risiko. Selain itu, review dilakukan untuk to identify new risks that arise in the Company’s
mengidentifikasi risiko – risiko baru yang muncul business activities in line with business development
dalam aktivitas usaha Perseroan seiring dengan so that appropriate measures can be taken to address
adanya pengembangan usaha sehingga dapat these risks. Increased risk management within the
ditentukan langkah penanganan yang tepat terhadap Company is conducted through socialization and
risiko tersebut. Peningkatan pengelolaan risiko di campaign to the Company so that it is expected to
lingkungan Perseroan dilakukan melalui sosialisasi create a risk awareness culture in every decision
dan campaign kepada insan Perseroan sehingga making.
diharapkan tercipta budaya sadar risiko dalam setiap
pengambilan keputusan yang dilakukan.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM
Pengendalian internal adalah suatu proses yang Internal control is a process involving the Board of
melibatkan Dewan Komisaris, manajemen, dan Commissioners, management and other personnel,
personil lain, yang dirancang untuk memberikan designed to provide reasonable assurance of
keyakinan memadai tercapainya efektivitas dan effectiveness and efficiency of operations and
efisiensi operasi dan keandalan pelaporan serta reliability of reporting and compliance with
kepatuhan terhadap hukum dan peraturan yang applicable laws and regulations. The implementation
berlaku. Penerapan sistem pengendalian internal of the internal control system undertaken by PT
yang dilakukan oleh PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) refers to the Regulation
mengacu pada Peraturan Menteri Negara Badan of the Minister of State-Owned Enterprise Number
Usaha Milik Negara Nomor PER-01/MBU/2011 PER-01/MBU/2011 on the Implementation of Good
Tentang Penerapan Tata Kelola Perusahaan Yang Corporate Governance in State-Owned Enterprises.
Baik (Good Corporate Governance) Pada Badan Usaha
Milik Negara.
Salah satu unsur penunjang terwujudnya Good One of the supporting elements of the realization
Corporate Governance (GCG) adalah diterapkannya of Good Corporate Governance (GCG) is the
sistem Pengendalian Internal (Internal Control) yang implementation of a good Internal Control system
baik dalam organisasi. Penerapan Pengendalian within the organization. The implementation of
Internal (Internal Control) dimaksud pada PT Internal Control in PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) menggunakan konsep applies the concept of three lines of defense. This
three lines of defense. Konsep ini menganut: concept follows:
a. Pengendalian lini pertama (first line), berada a. First line control, in the front position, is
di posisi paling depan, dilakukan oleh unit conducted by the operational unit as the owner
operasional selaku pemilik risiko sekaligus of the risk as well as the executor of the business
pelaksana proses bisnis. process.
b. Pengendalian lini kedua (second line) dilakukan oleh b. Second line control is performed by all support
seluruh unit support yang memiliki fungsi kontrol units that have direct control over the company’s
secara langsung terhadap operasi perusahaan, operations, such as; financial control, security,
seperti; financial control, security, risk management, risk management, quality control, inspection and
quality control, inspection and compliance. compliance.
c. Pengendalian lini ketiga (three line) adalah c. Third line control is an assurance activity on
kegiatan penilaian (assurance) atas kontrol yang controls held on the first and second line,
diselenggarakan pada lini pertama dan kedua, conducted by an independent unit within the
dilakukan oleh unit yang independen dalam company, the Internal Audit Unit.
perusahaan, yaitu Unit Internal Audit.
Lini terakhir dalam konsep Three Lines of Defence The last line in the Three Lines of Defense concept
adalah Unit Internal Audit. Perlindungan berlapis ini is the Internal Audit Unit. This layered protection

dimaksudkan untuk memastikan agar implementasi is intended to ensure that the implementation
Pengendalian Internal (Internal Control), Pengelolaan of Internal Control, Risk Management and Good
Risiko (Risk Management) dan prinsip-prinsip tata kelola Corporate Governance principles are actually
perusahaan yang baik (Good Corporate Governance) implemented so that company objectives can
betul-betul dilaksanakan sehingga tujuan Perseroan be achieved and managed barriers/threats can
dapat tercapai dan hambatan/ancaman yang dikelola be turned into an opportunity to facilitate the
bahkan dijadikan peluang untuk mempermudah achievement of company objectives.
pencapaian tujuan Perseroan.
TUJUAN PENGENDALIAN CONTROL OBJECTIVES
Manajemen PT Angkasa Pura I (Persero) memiliki The management of PT Angkasa Pura I (Persero) has
tujuan fokus dalam upaya pengendalian, pertama the objective of focusing on control efforts, first is
adalah mencapai tujuan – tujuan mendasar to achieve the company’s basic objectives, including
perusahaan, meliputi tujuan kinerja dan performance objectives and profitability as well as
profitabilitas serta menjaga sumberdayanya. safeguarding its resources. The second is related to
Kedua berkaitan dengan penyusunan laporan the preparation of reliable reports, including interim
yang andal, termasuk laporan keuangan interim, financial reports, published financial reports and
laporan keuangan yang dipublikasikan dan laporan non-financial reports. The third is compliance with
– laporan non keuangan. Ketiga adalah kepatuhan applicable laws and regulations in the company.
terhadap hukum dan peraturan yang berlaku bagi
Perseroan.
LINGKUNGAN PENGENDALIAN CONTROL ENVIRONMENT
Lingkungan Pengendalian (Control Environment) The Control Environment is a component of internal

merupakan komponen dalam pengendalian internal control that forms the foundation for other control
yang menjadi pondasi bagi komponen pengendalian components. Therefore, the effectiveness of this
lainnya. Oleh karenanya, efektivitas lingkungan control environment will also affect the effectiveness
pengendalian ini akan mempengaruhi pula efektivitas of overall internal control.
pengendalian internal secara keseluruhan.
Lingkungan pengendalian PT Angkasa Pura I The control environment of PT Angkasa Pura I

(Persero) mencakup sikap para manajemen dan (Persero) covers the attitude of management and
karyawan terhadap pentingnya pengendalian employees to the importance of existing control
yang ada di Perseroan. Lingkungan pengendalian in the company. The control environment of PT
PT Angkasa Pura I (Persero) memiliki unsur unsur Angkasa Pura I (Persero) has the following element:
antara lain:
1. Integritas dan nilai-nilai etika; beragam cara yang 1. Integrity and ethical values; the various ways in
ditempuh oleh manajemen tingkat atas untuk which upper-level management has to emphasize
menekankan tentang pentingnya integritas dan the importance of integrity and ethical value
nilai etika di antara para personilnya dalam among its personnel within the company
Perseroan.
2. Komitmen dan kompetensi; merupakan 2. Commitment and competence; a management
kesadaran manajemen akan campuran awareness for the mix of intelligence, training
intelegensi, palatihan, dan pengalaman and experience of every employee needed to
setiap karyawan yang diperlukan dalam develop their potential.
mengembangkan potensi mereka.
3. Direktur dan Komite Audit; Direktur 3. Director and Audit Committee; The Director
bertanggung jawab untuk memastikan bahwa is responsible for ensuring that management
manajemen memenuhi tanggung jawabnya fulfills its responsibilities for establishing and
untuk menetapkan dan mempertahankan maintaining internal controls, while the Audit
internal control, sedangkan Komite Audit Committee is responsible for recognizing
bertanggung jawab untuk mengenali penolakan management’s refusal of control or fraud in the

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manajemen atas pengendalian atau kecurangan financial statements and following up on them
dalam laporan keuangan dan menindaklanjuti appropriately.
hal tersebut secara tepat.
4. Falsafah dan gaya operasi manajemen; 4. Philosophy and operating style of management;
manajemen mempunyai peran yang besar management has a big role in providing a good
dalam memberikan lingkungan pengendalian control environment within an organization.
yang baik dalam suatu organisasi.
5. Struktur organisasi; menggambarkan garis 5. Organizational structure; it describes the line of
hubungan wewenang dan pertanggungjawaban authority and accountability relationships so as
sehingga dapat memberikan kontribusi bagi to contribute to the control environment both in
lingkungan pengendalian baik dalam hal terms of providing a comprehensive framework
memberikan kerangka (framework) secara for planning, implementation, and control of
menyeluruh bagi perencanaan, pelaksanaan, operations.
dan pengendalian operasi.
6. Pendelegasian wewenang dan tanggung 6. Delegation of authority and responsibility; a
jawab; berupa memorandum tertulis mengenai written memorandum on policies, rules of play,
kebijakan-kebijakan, aturan main, deskripsi job descriptions, and so on
pekerjaan, dan sebagainya.
7. Kebijakan dan praktik pegawai; berupa 7. Employee policies and practices; in the form of
kemampuan menyediakan karyawan yang the ability to provide employees who can be
dapat dipercaya dan memiliki kemampuan pada trusted and have the ability in their respective
bidangnya masing-masing. fields.
PENILAIAN RISIKO RISK ASSESSMENT
Pada awal penerapan Manajemen Risiko (Risk At the beginning of Risk Management, PT Angkasa
Management) PT Angkasa Pura I (Persero) Pura I (Persero) uses the Standard Committee
menggunakan Standar Committee of Sponsoring of Sponsoring Organizations of The Treadway
Organization of The Treadway (COSO) Integrated (COSO) Integrated Risk Management, but as the
Risk Management, namun seiring perkembangan development of Risk Management in Indonesia,
penerapan Manajemen Risiko (Risk Management) PT Angkasa Pura I (Persero) has gradually moved
di Indonesia, PT Angkasa Pura I (Persero) secara to implement the International Organization
bertahap beralih menerapkan International for Standardization (ISO) 31000 : 2011 of Risk
Organization for Standardization (ISO) 31000 Management Standard which has been certified by
: 2011 Risk Management Standard yang telah the National Standardization Agency of Indonesia
mendapatkan sertifikasi dari Badan Standardisasi (BSN) in 2011, Indonesian National Standards (SNI)
Nasional (BSN) Indonesia di tahun 2011, Standar International Organization for Standardization (ISO)
Nasional Indonesia (SNI) International Organization 31000: 2011 of Risk Management - Principles and
for Standardization (ISO) 31000 : 2011 Manajemen Guidelines are taken entirely from the International
Risiko - Prinsip dan Panduan diambil sepenuhnya Organization for Standardization (ISO) 31000 : 2009
dari International Organization for Standardization Risk Management - Principles and Guidelines issued
(ISO) 31000 : 2009 Risk Management - Principles at the end of 2009 by the International Organization
and Guidelines yang dikeluarkan di akhir tahun 2009 for Standardization or called ISO.
oleh Organisasi Internasional untuk Standardisasi
atau disebut ISO.
Dalam rangka mengantisipasi potensi risiko di In order to anticipate the potential risks in the
lingkungan kegiatan PT Angkasa Pura I (Persero) activity environment, PT Angkasa Pura I (Persero)
memiliki kebijakan di bidang Manajemen Risiko has a policy in the field of Risk Management as
yang dituangkan dalam Pedoman Manajemen Risiko set forth in Risk Management Guidelines KEP.77/
KEP.77/PG.01/20I4 Tujuan penetapan Pedoman PG.01/20I4. The purpose of the stipulation of
Manajemen Risiko ini dimaksudkan sebagai acuan the Risk Management Guidelines is intended as a
bagi seluruh jajaran perusahaan dalam pelaksanaan reference for all companies in the implementation

Manajemen Risiko (Risk Management) di PT Angkasa of Risk Management in PT Angkasa Pura I (Persero).
Pura I (Persero).
Pedoman Manajemen Risiko ini juga ditujukan This Risk Management Guideline is also addressed
sebagai suatu dasar untuk: as a basis for:
1. Menerapkan Manajemen Risiko (Risk 1. Applying Risk Management in PT Angkasa Pura I
Management) di PT Angkasa Pura I (Persero) (Persero) effectively and efficiently.
secara efektif dan efisien.
2. Memastikan agar Manajemen Risiko (Risk 2. Ensuring that Risk Management in PT Angkasa
Management) di PT Angkasa Pura I (Persero) Pura I (Persero) can take place in a structured,
dapat berlangsung secara terstruktur, systematic and continuous manner so that
sistematis, dan berkesinambungan, sehingga eventually PT Angkasa Pura I (Persero) is
pada akhirnya PT Angkasa Pura I (Persero) protected from losses that can significantly
terhindar dari kerugian yang secara signifikan affect the value and wealth of PT Angkasa Pura I
dapat mempengaruhi nilai dan kekayaan PT (Persero).
Internal Audit dalam kerangka Audit Berbasis Risiko Internal Audit within the framework of Risk Based
(Risk Based Audit) berperan dan bertanggung jawab Audit plays a role and is responsible for:
untuk:
1. Melakukan audit atas proses Identifikasi 1. Conducting audit of Risk Identification, Risk
Risiko (Risk ldentification), Analisis Risiko (Risk Analysis, Risk Evaluation, Risk Treatment, Control
Analysis), Evaluasi Risiko (Risk Evaluation), and Monitoring.
Rencana Penanganan Risiko (Risk Treatment),
Pengendalian dan Pemantauan (Monitoring).
2. Melakukan pengawasan dan audit atas progres 2. Conducting supervision and audit of the progress
pelaksanaan rencana tindakan Penanganan of the implementation of Risk Treatment action
Risiko (Risk Treatment). plan.
3. Memberikan masukan kepada Risk Management 3. Providing input to the Risk Management
Committee terhadap penentuan Risk Appetite dan Committee against the determination of Risk
Toleransi Risiko (Risk Tolerance) atas Kejadian Appetite and Risk Tolerance for Risk Event that
Risiko (Risk Event) yang telah diidentifikasi. has been identified.
4. Memberikan laporan mengenai tingkat 4. Providing a report on the adequacy level of
kecukupan atas Pengendalian Internal (lnternal Internal Control (Risk) against Risk (Risk) to Risk
Control) terhadap Risiko (Risk) kepada Risk Management Committee.
Management Committee.
Dengan diterapkannya Manajemen Risiko PT With the implementation of Risk Management of

Angkasa Pura I (Persero) ini, diharapkan Risk PT Angkasa Pura I (Persero), it is expected that
Management and Compliance dapat melaksanakan Risk Management and Compliance can perform the
tugas secara efisien, efektif, dan produktif sehingga task efficiently, effectively and productively so as
tercapai penerapan Good Corporate Governance dan to achieve the implementation of Good Corporate
sasaran Perseroan secara optimal. Governance and Company’s target optimally.
AKTIVITAS PENGENDALIAN CONTROL ACTIVITY
Dalam rangka mengendalikan risiko sehingga In order to control the risks so that it enters into
masuk ke dalam Pengendalian Internal, saat ini Internal Control, it is currently improving the entire
sedang melakukan penyempurnaan seluruh bisnis business to improve the quality and to make Internal
untuk meningkatkan kualitas dan mengefektifkan Control effective. These include implementing
Pengendalian Internal. Termasuk di antaranya Governance, Risk Management, and Compliance
menerapkan Governance, Risk Management, and (GRC), Risk Maturity, Verification of Company Assets,
Compliance (GRC), Risk Maturity, Verifikasi Aset and Process Business Strategic Consulting.
Perseroan, dan Process Business Strategic Consulting.

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PENGENDALIAN KEUANGAN DAN OPERASIONAL FINANCIAL AND OPERATIONAL CONTROL
Pengendalian keuangan merupakan upaya yang Financial control is an effort made for investment,
dilakukan agar investasi, alokasi biaya, dan cost allocation, and profitability to run based on the
perolehan laba berjalan sesuai dengan rencana Company’s plan. Financial control is the stage of the
Perseroan. Pengendalian keuangan adalah tahap financial plan being implemented, which involves
rencana keuangan diimplementasikan, yaitu the feedback and adjustment processes necessary to
menyangkut umpan balik dan proses penyesuaian ensure that the plan is implemented or to change
yang diperlukan untuk menjamin bahwa rencana the existing plan in response to changes in the
terlaksana atau untuk mengubah rencana yang ada operating environment. While operational control is
sebagai tanggapan terhadap berbagai perubahan the process of placement for operational activities
dalam lingkungan operasi. Sedangkan pengendalian carried out effectively and efficiently. The Company’s
operasional adalah proses penempatan agar operational controls use predetermined procedures
kegiatan operasional dilaksanakan secara efektif and decision rules in a relatively short period of
dan efisien. Pengendalian operasional Perseroan time. The Company identifies the operations and
menggunakan prosedur dan aturan keputusan yang activities related to important environmental
telah ditentukan lebih dahulu dalam jangka waktu aspects identified in line with its policies, objectives
yang relatif pendek. Perseroan mengidentifikasi and targets..
operasi-operasi dan aktivitas yang terkait dengan
aspek penting lingkungan teridentifikasi sejalan
dengan kebijakan, tujuan, dan sasaran.
Pengendalian Operasional dan Keuangan meliputi: Operational and Financial Control covers:
1. Pengendalian fisik aset. 1. Physical control of assets
Pengendalian fisik aset di lingkungan perusahaan Physical control of assets in a business
diarahkan untuk mengamankan dan melindungi environment is directed at securing and
aset-aset berisiko. Hal ini penting karena protecting risky assets. This is important because
kelalaian dalam pengamanan aset akan berakibat negligence in securing the assets will result in
pada mudahnya terjadi pencurian, penggelapan, the easy occurrence of theft, embezzlement
dan bentuk menipulasi lainnya terhadap aset and other forms of manipulation of assets that
yang merugikan perusahaan. Pengendalian fisik harm the company. Physical control of assets
aset yang dapat dilakukan antara lain adalah that can be done is, among others, the limitation
pembatasan individu yang dapat mengakses of individuals who can access the use of assets,
penggunaan aset, data, dan informasi, penyediaan data and information; the provision of adequate
keamanan yang cukup dan penerapan prosedur security; and application of other procedures
lainnya yang menjamin pengendalian fisik aset that ensure physical control of assets based on
sesuai dengan tujuannya. its purpose.
2. Pemisahan fungsi. 2. Separation of functions

Pemisahan fungsi diarahkan untuk mengurangi Separation of functions is directed to reduce
kesalahan, kecurangan, dan pemborosan. errors, cheating and waste. Separation of
Pemisahan fungsi di lingkungan Perseroan functions within the Company is also aimed
juga ditujukan untuk memperkuat sistem at strengthening the internal control system.
pengendalian internal. Pemisahan fungsi juga Separation of functions is also done in an effort
dilakukan sebagai upaya untuk mencegah to prevent the occurrence of irregularities and as
terjadinya penyimpangan dan sebagai upaya a management effort to anticipate the problems
manajemen untuk mengantisipasi permasalahan that will not occur in the future. Examples of
yang tidak diinginkan yang akan terjadi di separation of functions that can be done, are,
kemudian hari. Contoh pemisahan fungsi yang among others:
dapat dilakukan antara lain:
a. Tidak seorangpun diperbolehkan a. No one is allowed to control all major
mengendalikan seluruh aspek utama aspects of events and transactions from the
kejadian dan transaksi dari awal sampai beginning to the end of the process.
akhir proses.

b. Kegiatan pemberian otorisasi, pemrosesan, b. The activities of authorizing, processing,

pencatatan, dan reviu harus dilaksanakan recording and review should be carried out
oleh pegawai (personil) yang berbeda. by different personnel.
c. Tanggung tugas dan tanggung jawab masing- c. The duties and responsibilities of each
masing fungsi harus dilaksanakan sesuai function shall be carried out in accordance
dengan Standar Operating Prosedur dan with Standard Operating Procedures and
instruksi kerja untuk menjamin dilakukannya work instructions to ensure control over the
pengendalian terhadap pemisahan fungsi. separation of functions.
3. Pelaksanaan kejadian dan transaksi 3. Implementation of events and transactions
a. Pengendalian dilakukan untuk memastikan a. Control is carried out to ensure that only
bahwa hanya kejadian dan transaksi valid valid events and transactions are carried
yang dilakukan pencatatan sesuai dengan out by the records in accordance with the
ketentuan. provisions.
b. Pengendalian dilakukan untuk memastikan b. Control is done to ensure that all events
bahwa seluruh kejadian dan transaksi telah and transactions are properly authorized by
diotorisasi dengan benar oleh pegawai yang employees who are assigned with the tasks
diberikan tugas dan tanggung jawab. and responsibilities
c. Pelaksanaan ketentuan dan persyarat c. Implementation of terms and conditions of
otorisasi secara jelas harus dirumuskan authorization must clearly be formulated
dan dikomunikasikan kepada Pimpinan Unit and communicated to the Head of Unit and
Kerja dan pegawai. employees
4. Pencatatan yang akurat dan tepat waktu atas 4. Accurate and timely record of events and
kejadian dan transaksi. transactions.
Pencatatan yang akurat dan tepat waktu Accurate and timely record of events and
atas kejadian dan transaksi wajib dilakukan transactions must be done within the company
di lingkungan Perseroan untuk menjamin environment to ensure the availability of
tersedianya informasi yang relevan, terpercaya, relevant, reliable and timely information to
dan tepat waktu untuk membantu pimpinan assist leaders in decision making in achieving
dalam pengambilan keputusan dalam company objectives.
pencapaian tujuan perusahaan.
5. Pembatasan akses dan akuntabilitas atas sumber 5. Restrictions on access and accountability of
daya dan pencatatannya. resources and records
Akses terhadap sumber daya dan catatan Access to resources and company records
perusahaan harus dibatasi hanya oleh personil should be limited only by personnel assigned
yang diberikan tugas tanggung jawab dan responsibility and authority which then must
wewenang yang kemudian harus memberikan provide accountability for resource management
akuntabilitas atas pengelolaan sumber daya and maintenance of all records. To ensure that
dan pemeliharaan atas seluruh catatan. Untuk proper control is exercised properly, this aspect
menjamin pengendalian dijalankan dengan must be periodically verified by comparing the
benar, aspek ini harus diverifikasi secara periodik recorded amount with the available physicality.
dengan melakukan perbandingan jumlah yang
tercatat dengan fisik yang tersedia.
6. Dokumentasi yang baik atas kejadian dan 6. Good documentation of control events and
transaksi pengendalian. transactions
Setiap kejadian dan transaksi dalam Perseroan Any events and transactions within the company
didokumentasi dengan baik untuk menjamin are properly documented to ensure that all
bahwa seluruh kejadian dan transaksi such events and transactions are accessible
tersebut dapat di akses oleh pihak-pihak to interested parties at any time if required.
yang berkepentingan sewaktu-waktu apabila Documenting these events and transactions is
dibutuhkan. Mendokumentasikan kejadian part of the internal control that should be done
dan transaksi tersebut merupakan bagian dari adequately.
pengendalian internal yang harus dilakukan
secara memadai.

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INFORMASI DAN KOMUNIKASI INFORMATION AND COMMUNICATION
Internal Audit sedang mengembangkan System Internal Audit is developing a System Information
Information Management Audit (SIMA) yang Management Audit (SIMA) that enables automatic
memungkinkan pencatatan data otomatis terhadap data record of all operational activities. Furthermore,
semua aktivitas operasional. Selanjutnya data the data is processed to produce performance in
diolah untuk menghasilkan kinerja dalam rangka order to improve performance and quality and
meningkatkan kinerja dan kualitas serta meningkatkan improve the role of Internal Audit in an effort to
peran Internal Audit dalam upaya mengoptimalkan optimize the Information and Technology General
Information and Technology General Control (ITGC). Control (ITGC).
Manajemen sangat menyadari bahwa setiap Management is well aware that any problems that
permasalahan yang terjadi di Perseroan merupakan occur in the Company are the result of ineffective
akibat dari tidak berfungsinya komunikasi secara communication in the organization.
efektif dalam organisasi.
AKTIVITAS PEMONITORAN MONITORING ACTIVITY
Monitoring dan evaluasi yang dilakukan secara Periodic or continuous monitoring and evaluation
periodik maupun terus menerus dimaksudkan untuk is intended to ensure that the internal control
memastikan bahwa sistem pengendalian internal system is functioning well in controlling the risk.
berfungsi dengan baik dalam mengendalikan risiko. If any weaknesses exist, those weaknesses should
Jika terdapat kelemahan harus segera terdeteksi be detected soon and immediate corrective action
dan segera dilakukan tindakan perbaikan. Hal inilah should be taken. This is what makes this monitoring
yang membuat kegiatan monitoring dan evaluasi and evaluation activity very important because it
ini menjadi sangat penting arena sentiasa dapat can strengthen internal control from day to day.
memperkuat pengendalian internal dari hari ke hari.
KESESUAIAN DENGAN THE COMMITTEE OF SUITABILITY WITH THE COMMITTEE OF

SPONSORING ORGANIZATIONS OF THE TREADWAY SPONSORING ORGANIZATIONS OF THE TREADWAY
COMMISSION (COSO) COMMISSION (COSO)
Pengendalian Internal yang dilaksanakan pada Internal Control conducted at PT Angkasa Pura I
PT Angkasa Pura I (Persero) telah sesuai dengan (Persero) has been in accordance with COSO internal
kerangka pengendalian internal COSO, yang terdiri control framework, consisting of 5 (five) components,
atas 5 (lima) komponen yaitu: which are:
1. Lingkungan pengendalian: melalui budaya 1. Control environment: through the SATU culture
SATU (Sinergi, Adaptif, Terpercaya dan Unggul), (Synergized, Adaptive, Reliable and Excellent),
pemberlakuan GCG (Good Corporate Governance) the implementation of Good Corporate
yang diatur dalam buku saku code of conduct Governance (GCG) which is regulated in a code
yang telah disosialisasikan dan dibagikan kepada of conduct pocket book that has been socialized
seluruh karyawan PT Angkasa Pura I (Persero) and distributed to all employees of PT Angkasa
yang disertai dengan penandatanganan Pakta Pura I (Persero) accompanied by the signing of
Integritas, maka lingkungan pengendalian yang Integrity Pact, the existing control environment
sudah ada telah sesuai dengan kerangka COSO. is in accordance with the COSO framework.
2. Penilaian Risiko: pada PT Angkasa Pura I 2. Risk Assessment: at PT Angkasa Pura I (Persero)
(Persero) telah tersedia unit kusus yang has available a special unit that handles risk
menangani penilaian risiko, profiling risiko, dan assessment, risk profiling and risk management.
management risiko. Semua risiko diregister oleh All risks are registered by the risk owner and
risk owner dan direncanakan mitigasi risikonya, planned risk mitigation, as stated in the risk
sebagaimana tercantum dalam risk profile. Risk profile. Risk profile used as material by Internal
profil dijadikan bahan oleh Internal Audit untuk Audit to perform risk based audit. The cost and
melakukan risk based audit. Rencana mitigasi proposed mitigation plan in the Budget Work

yang memerlukan biaya dan diusulkan dalam Plan (RKA) is based on the underlying risk. This
Rencana Kerja Anggaran (RKA) didasari oleh is in line with the COSO principle.
risiko apa yang mendasari. Hal ini telah sesuai
dengan prinsip COSO.
3. Aktivitas Pengendalian: pada PT Angkasa Pura I 3. Control Activities: in PT Angkasa Pura I (Persero)
(Persero) telah dilakukan sesuai dengan prinsip has been carried out, in accordance with the
COSO, yaitu telah dilakukan pemisahan tugas principle of COSO, adequate segregation of
yang memadai, otorisasi yang sesuai atas atas duties, appropriate authorization of adequate
transaksi dan aktivitas, dokumen dan catatan transactions and activities, documents and
yang memadai sebagaimana tercantum dalam records as contained in the Annual Audited
Laporan Keuangan Audited Tahunan, telah Financial Statements; physical control of assets
dilakukan pengendalian fisik atas aktiva dan and records; and independently conducted
catatan, serta dilakukan pemeriksaan kinerja audits performance, by internal audit or external
secara independen, oleh internal Audit maupun audit (Public Accountant Firm, BPK, BPKP).
eksternal Audit (Kantor Akuntan Publik, Badan
Pemeriksa Keuangan/BPK, Badan Pemeriksa
Keuangan dan Pembangunan/BPKP).
4. Informasi dan Komunikasi: pada PT Angkasa 4. Information and Communication: in PT Angkasa
Pura I (Persero) telah sesuai dengan prinsip Pura I (Persero), what has been in accordance with
COSO ini melalui rapat kerja, rapat koordinasi, this COSO principles is through work meetings,
sosialisasi, email corporate, web corporate, coordination meetings, socialization, corporate
intranet, HCIS (Human Capital Information email, corporate web, intranet, HCIS (Human
System), electronic library, dan media lain yang Capital Information System), electronic library
telah disediakan. Pada saat audit oleh Internal and other media that have been provided. At the
Audit pun, dilakukan tahapanan informasi dan time of audit by Internal Audit, information and
komunikasi antara auditor dan auditee. communication stages are conducted between
the auditor and auditee.
5. Pemantauan: prinsip COSO ini dilakukan melalui 5. Monitoring: COSO principles are conducted
performance check oleh pembina teknis, audit through performance checks by technical
internal oleh audit oleh eksternal (BPK, BPKP, KAP). supervisors, internal audit by external audit
(BPK, BPKP, KAP).
EVALUASI PELAKSANAAN SISTEM PENGENDALIAN EVALUATION OF INTERNAL CONTROL SYSTEM

INTERNAL IMPLEMENTATION
Evaluasi efektivitas sistem pengendalian dilaksanakan The evaluation of the effectiveness of the control
melalui audit, baik secara internal oleh Internal Audit, system is carried out through audit, internally by
maupun secara eksternal oleh eksternal Auditor the Internal Audit, and externally by the external
yaitu BPK, BPKP, KAP. Semua evaluasi secara rutin Auditor, like BPK, BPKP, KAP. All evaluations are
dilaksanakan setiap tahun dan dilaporkan kepada routinely carried out annually and reported to
Manajemen sebagai bahan perbaikan. Sistem Management as an improvement material. Internal
pengendalian internal yang dimiliki oleh Perseroan control system owned by the Company has been
sudah efektif. Perseroan senantiasa berkomitmen effective. The Company is committed to continuous
untuk selalu melakukan evaluasi secara berkelanjutan evaluation in ensuring the effective implementation
dalam menjamin penerapan sistem pengendalian of internal control system.
internal berjalan dengan efektif.
FUNGSI KEPATUHAN FUNCTION OF COMPLIANCE
Sebagai salah satu Badan Usaha Milik Negara, PT As one of the State-Owned Enterprises, PT Angkasa
Angkasa Pura I (Persero) memiliki kewajiban untuk Pura I (Persero) has an obligation to implement Good
menerapkan Good Corporate Governance seperti Corporate Governance as mandated in the Regulation
yang telah diamanahkan dalam Peraturan Menteri of the Minister of State-Owned Enterprises number
Badan Usaha Milik Negara nomor PER-01/MBU/2011 PER-01/MBU/2011 on the Implementation of Good

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tentang Penerapan Tata Kelola Perusahaan yang Baik Corporate Governance in State-Owned Enterprises.
(Good Corporate Governance) pada Badan Usaha Milik One of the manifestations carried out by PT Angkasa
Negara. Salah satu perwujudan yang dilaksanakan Pura I (Persero) is the implementation of Compliance
oleh PT Angkasa Pura I (Persero) adalah implementasi System throughout the Company.
Sistem Kepatuhan di seluruh lingkungan Perusahaan.
Dalam memenuhi target kinerja yang diamanahkan In fulfilling the performance targets mandated by
oleh Pemegang Saham, manajemen berkewajiban the Shareholders, management is obliged to design
untuk merancang dan menjalankan strategi guna and execute the strategy to achieve the intended
mencapai target dimaksud. Untuk itu manajemen target. To that end, management establishes internal
membentuk pengendalian internal sebagai alat control as a tool in mobilizing all personnel of the
bantu dalam menggerakan seluruh personel Company, as well as to anticipate the possibility of
Perseroan, sekaligus untuk mengantisipasi risks in the implementation of company events. The
kemungkinan timbulnya risiko dalam pelaksanaan Compliance System is a system designed to monitor
kegiatan Perseroan. Sistem Kepatuhan merupakan and ensure company compliance with applicable
sistem yang dirancang untuk memantau dan regulations. Thus Compliance System is an integral
memastikan ketaatan Perseroan terhadap peraturan part of risk management, because it is expected
yang berlaku. Dengan demikian Sistem Kepatuhan to minimize the occurrence of the cause of risks
merupakan bagian yang tidak terpisahkan dari arising from non-compliance of the company against
pengelolaan risiko, karena diharapkan dapat applicable regulations.
meminimalkan timbulnya sebab risiko yang timbul
dari ketidakpatuhan Perseroan terhadap peraturan
yang berlaku.
STRUKTUR ORGANISASI FUNGSI KEPATUHAN ORGANIZATIONAL STRUCTURE OF COMPLIANCE

FUNCTION
Sesuai dengan Keputusan Direksi PT Angkasa In accordance with the Decree of the Board of
Pura I (Persero) Nomor: KEP.82/OM.01.01/2016 Directors of PT Angkasa Pura I (Persero) Number:
tanggal 11 Juli 2016 tentang Organisasi dan Tata KEP.82/OM.01.01/2016 dated July 11, 2016 on the
Kerja Kantor Pusat PT Angkasa Pura I (Persero), Organization and Working Procedures of the Head
Fungsi Kepatuhan yang sebelumnya berada di Office of PT Angkasa Pura I (Persero), the Compliance
unit Risk Management and Compliance berubah Function previously located in the Risk Management
menjadi berada pada unit Legal and Compliance, & Compliance Unit was changed to the Legal and
tepatnya berada di unit Compliance and Regulation Compliance unit, precisely located in the Compliance
Department. and Regulation Department.
PRESIDENT DIRECTOR
HEAD OF LEGAL AND

COMPLIANCE
LEGAL AFFAIRS BUSINESS LEGAL COMPLIANCE AND

DEPARTMENT HEAD DEPARTMENT HEAD REGULATION
DEPARTMENT HEAD

PROFIL KEPALA FUNGSI KEPATUHAN HEAD OF FUNCTION OF COMPLIANCE PROFILE
Warga Negara Indonesia. Usia 50 Indonesian citizens. Age 50 years

tahun,lahir di Denpasar pada 4 old, born in Denpasar on March
Maret 1967. Memperoleh gelar 4, 1967. Obtained his law degree
Sarjana Hukum dari Universitas from the University of 17 August
17 Agustus 1945 Semarang pada 1945 Semarang in 1995 and Master
Tahun 1995 dan gelar Magister of Management degree from STIE
Manajemen dari STIE Mitra Mitra Indonesia Yogyakarta in 2002.
Indonesia Yogyakarta pada Tahun Before serving as Head of Legal and
2002. Sebelum menjabat sebagai Compliance has served as Head of
Head of Legal and Compliance Procurement since 2013 - 2015,
I Wayan Sutawijaya pernah menjabat sebagai Head Services Procurement Depatment
of Procurement sejak tahun 2013 Head since 2013-2012, Strategic
- 2015, Services Procurement Business Development Level II
Depatment Head sejak tahun since 2012-2010 and Personnel
2013-2012, Strategic Business and General Manager from 2010
Development Level II sejak tahun to 2012. Served as Head of Legal
2012-2010 dan Manager Personalia and Compliance since 1 November
dan Umum sejak tahun 2010 - 2012 2016 based on Decree of the Board
. Menjabat sebagai Head of Legal of Directors Number: SKEP.175/
and Compliance sejak 1 November KP.07.04/2016.
2016 berdasarkan Surat Keputusan
Direksi Nomor: SKEP.1751/
KP.07.04/2016.
TUGAS DAN TANGGUNG JAWAB FUNGSI DUTIES AND RESPONSIBILITIES OF FUNCTIONS OF

KEPATUHAN COMPLIANCE
Adapun tugas dan tanggung jawab Fungsi Kepatuhan The tasks and responsibilities of the Function of
adalah sebagai berikut: Compliance are as follows:
1. Memastikan tersedianya dukungan 1. Ensuring the availability of technical,
teknis, administratif, dan metodologi bagi administrative and methodological support for
terselenggaranya sistem kepatuhan, sistem the implementation of compliance systems,
pelaporan pelanggaran, dan program violation reporting systems and the Company’s
pengendalian gratifikasi Perusahaan. gratification control program.
2. Memastikan terselenggaranya sistem kepatuhan 2. Ensuring the implementation of the Company’s
Perusahaan dan tersedianya rekomendasi compliance system and the availability of
kepatuhan yang sesuai dengan peraturan. compliance recommendations in accordance
with the regulations
SISTEM KEPATUHAN PT ANGKASA PURA I COMPLIANCE SYSTEM OF PT ANGKASA PURA I

(PERSERO) (PERSERO)
Dalam memenuhi target kinerja yang diamanahkan In fulfilling the performance targets mandated
oleh Pemegang Saham, manajemen berkewajiban by the Shareholders, management is obliged to
merancang dan menjalankan strategi guna design and implement strategies to achieve the
mencapai target. Oleh karena itu, manajemen target. Therefore, the management of PT Angkasa
PT Angkasa Pura I (Persero) membentuk sistem Pura I (Persero) establishes an internal control
pengendalian internal yang bertujuan untuk system that aims to prevent the occurrence
mencegah timbulnya risiko yang dapat menghambat of risks that may hinder the achievement of
pencapaian tujuan Perseroan. Salah satu sistem Company objectives. One of the internal control
pengendalian internal yang ada di Perseroan systems in the Company is Compliance System.

2017 Annual Report
727
yaitu Sistem Kepatuhan. Sistem Kepatuhan The Compliance System is a system designed to
merupakan suatu sistem yang dirancang untuk monitor and ensure the Company’s compliance with
memantau dan memastikan ketaatan Perseroan relevant laws and regulations in all of its business
terhadap peraturan dan perundangan yang terkait processes. Compliance System of PT Angkasa Pura
dalam seluruh proses bisnis Perseroan. Sistem I (Persero) refers to International Organization
Kepatuhan PT Angkasa Pura I (Persero) mengacu for Standarization (ISO) 19600 of Compliance
pada International Organization for Standarization Management System - Guidelines, Compliance
(ISO) 19600 Compliance Management Systems System is closely related to the implementation of
– Guidelines, Sistem Kepatuhan berkaitan erat risk management in the Company. Implementation
dengan penerapan manajemen risiko yang ada of Compliance System also aims to minimize the
di Perseroan. Penerapan Sistem Kepatuhan juga risks arising from the Company’s non-compliance
bertujuan untuk meminimalkan risiko yang timbul with the laws and regulations that encompass it.
atas ketidakpatuhan Perseroan terhadap peraturan
dan perundangan yang melingkupinya.
Pada PT Angkasa Pura I (Persero) sendiri, At PT Angkasa Pura I (Persero) itself, the
implementasi sistem Kepatuhan dilaksanakan implementation of Compliance system is
sesuai Keputusan Direksi PT Angkasa Pura I implemented in accordance with the Decree of the
(Persero) Nomor: KEP.177/PG.01/2016 tentang Board of Directors of PT Angkasa Pura I (Persero)
Pedoman Kepatuhan PT Angkasa Pura I (Persero). Number: KEP.177/PG.01/2016 on the Compliance
Guidelines of PT Angkasa Pura I (Persero).
STRATEGI IMPLEMENTASI SISTEM KEPATUHAN STRATEGY IMPLEMENTATION OF THE COMPLIANCE

SYSTEM
Adapun strategi dalam implementasi sistem The strategies in the implementation of compliance
kepatuhan diantaranya: system are:
1. Membentuk unit kerja yang bertanggung jawab 1. Establishing a professionally responsible work
secara profesional untuk mengoordinasikan unit to coordinate the implementation of the
implementasi Sistem Kepatuhan secara Compliance System in an integrated manner
terintegrasi pada seluruh aktivitas dan transaksi across all activities and transactions in the
yang ada di Perseroan. Company.
2. Mengintegrasikan wewenang dan tanggung 2. Integrating the authority and responsibility of
jawab setiap pihak yang terlibat dalam each party involved in the implementation of
implementasi Sistem Kepatuhan ke dalam job the Compliance System into the Company’s job
description Perseroan. description
3. Meningkatkan kompetensi sumber daya 3. Increasing the competence of human resources
manusia dalam bidang Sistem Kepatuhan. in the Compliance System field
4. Mengintegrasikan dan menyelaraskan Sistem 4. Integrating and aligning Compliance Systems
Kepatuhan dengan sistem Manajemen Risiko with the Company’s Risk Management system
dan proses bisnis Perseroan. and business processes.
5. Menjadikan kepatuhan sebagai budaya 5. Making compliance as the Company’s culture
Perusahaan yang melekat pada setiap sumber attached to each Company’s resources.
daya Perseroan.
6. Membangun kesadaran dan kepedulian seluruh 6. Building awareness and concern of all human
sumber daya manusia Perusahaan terhadap resources of the Company on the implementation
implementasi peraturan dan perundangan of laws and regulations and other legal rules
dan aturan hukum lainnya sebagai pondasi as the foundation of the implementation of
penerapan Sistem Kepatuhan. Compliance System
7. Menumbuhkan pemahaman konsep Sistem 7. Growing understanding of Compliance System
Kepatuhan dalam meningkatkan kinerja concept in improving Company performance.
Perseroan.

8. Memastikan pendekatan yang konsisten dalam 8. Ensuring a consistent approach in identifying

mengidentifikasi dan mendokumentasikan and documenting the Company’s compliance
kewajiban kepatuhan Perseroan. obligations.
9. Memastikan informasi yang dihasilkan dari 9. Ensuring that information generated from the
Sistem Kepatuhan menjadi pertimbangan dalam Compliance System is taken into account in
penetapan keputusan strategis. strategic decision-making.
10. Memastikan Sistem Kepatuhan terintegrasi 10. Ensuring that Compliance Systems are integrated
dalam standar manajemen dan proses into management standards and accountability
akuntabilitas. processes.
11. Mengembangkan lingkungan dan manajemen 11. Developing the environment and management
memegang tanggung jawab dalam kewajiban responsible for compliance obligations.
kepatuhan.
12. Mendorong penilaian dan perbaikan 12. Encouraging assessment and continuous
berkelanjutan terhadap implementasi Sistem improvement on the implementation of the
Kepatuhan. Compliance System.
SIKLUS SISTEM KEPATUHAN CYCLE OF COMPLIANCE SYSTEM
Sistem Kepatuhan diawali dengan identifikasi seluruh The Compliance System begins with the identification
peraturan yang harus dipatuhi. Tahap selanjutnya of all rules to be followed. The next stage is the
adalah identifikasi substansi kepatuhan, berupa identification of the substance of compliance, in the
identifikasi hal-hal apa saja yang harus dipatuhi form of identification of things to be obeyed from
dari setiap peraturan. Selanjutnya adalah inti dari every rule. Next is the essence of the Compliance
Sistem Kepatuhan, yaitu melaksanakan seluruh System, which is to carry out all obligations as
kewajiban sebagaimana ditetapkan dalam substansi defined in the substance of obedience. To realize the
kepatuhan. Untuk mewujudkan prinsip akuntabilitas accountability principle of accountability, the next
pertanggungjawaban, tahap selanjutnya adalah step is to report on the realization of compliance that
melaporkan realisasi kepatuhan yang telah has been implemented. For assurance purposes, the
dilaksanakan. Untuk tujuan assurance, fungsi audit internal audit function or the external auditor will
internal atau auditor eksternal akan melakukan audit perform compliance audits, to ensure the realization
kepatuhan, untuk memastikan realisasi pelaksanaan of the compliance substance that has been reported.
substansi kepatuhan yang telah dilaporkan. Audit The compliance audit aims to identify those that
kepatuhan bertujuan untuk mengidentifikasi require refinement of the Compliance System
hal-hal yang memerlukan penyempurnaan dari implementation.
implementasi Sistem Kepatuhan.
Dalam setiap tahapan implementasi Sistem In every stages of Compliance System

Kepatuhan, dapat dilakukan komunikasi dan implementation, communication and consultation
konsultansi antara unit kerja dengan Fungsi between work units and Compliance Function in the
Kepatuhan di Kantor Pusat selaku Pembina dan Head Office as the supervisor and coordinator in
koordinator dalam implementasi Sistem Kepatuhan. the implementation of the Compliance System are
implemented.

2017 Annual Report
729
PROGRAM KERJA FUNGSI KEPATUHAN 2017 DAN WORKING PROGRAM OF 2017 COMPLIANCE
PELAKSANAANNYA FUNCTION AND ITS IMPLEMENTATION
INVENTARISASI
KEPATUHAN
INVENTORY
OBEDIENCE
PENYUSUNAN DAFTAR
KEPATUHAN
LIST COMPILATION
OBEDIENCE
KOMUNIKASI
DAN
KONSULTASI
COMMUNICATION
MONITORING DAN PENILAIAN AND
KEPATUHAN CONSULTATION
MONITORING AND ASSESSMENT
OBEDIENCE
PELAPORAN KEPATUHAN
COMPLIANCE REPORTING
Secara garis besar Program kerja Fungsi Kepatuhan Broadly speaking, the Work Program Compliance
dan pelaksanaannya tahun 2017: Function and its implementation in 2018 is:
a. Penetapan Surat Keputusan Direksi PT a. Determination of Decree of Directors of PT
Angkasa Pura I (Persero) Nomor: SKEP.197/ Angkasa Pura I (Persero) Number: SKEP.197/
PG.01/2017 tentang Road Map Penyempurnaan PG.01/2017 on Road Map Completion of
Implementasi Sistem Kepatuhan PT Angkasa Compliance System Implementation of PT
Pura I (Persero) yang menggambarkan rencana Angkasa Pura I (Persero) which describes the
implementasi Sistem Kepatuhan PT Angkasa implementation plan of PT Angkasa Pura I
Pura I (Persero) selama 5 (lima) tahun. Compliance System (Persero) for 5 (five) years.
b. Implementasi sistem Kepatuhan Tahun 2017 b. Implementation of Compliance System in 2017

Pada tahun 2017 telah dilaksanakan inventarisasi In 2017 the Compliance inventory has
Kepatuhan yang mencakup informasi peraturan been carried out which includes the latest
terkini, penyusunan Daftar Kepatuhan terkini regulatory information, the preparation of
yang berisi substansi kepatuhan yang harus the latest Compliance List which contains the
dipatuhi serta unit kerja penanggung jawab compliance substance to be followed as well as
dari setiap substansi kepatuhan, serta penilaian the responsible work unit of each compliance
Kepatuhan yang dilaksanakan oleh masing- substance, as well as the Compliance assessment
masing unit kerja. performed by each work unit.
PEMBERIAN DANA KEGIATAN SOSIAL PROVISION OF FUNDS FOR SOCIAL AND/

DAN/ATAU POLITIK OR POLITICAL ACTIVITIES
Penjelasan rinci terkait pemberian dana kegiatan Detailed explanations regarding the grant of social
sosial telah disajikan dalam Bab Corporate Social activities have been presented in the Company
Responsibility pada Laporan Tahunan ini. Perseroan Social Responsibility Chapters of this Annual Report.
tidak melakukan pemberian dana yang ditujukan The Company does not provide funding for political
untuk kegiatan politik. activities.

PERKARA PENTING IMPORTANT CASE
Sepanjang tahun 2017, jumlah permasalahan Throughout 2017, the number of civil and criminal
hukum perdata dan pidana yang telah selesai (telah law cases that have been completed (already has
mempunyai kekuatan hukum yang tetap) dan yang a permanent legal force) and which is still in the
masih dalam proses penyelesaian disajikan melalui process of completion is presented through the table
tabel sebagai berikut. as follows.
Tabel Perkara Penting

Table of Important Case
Jumlah
Number
Perdata
No. Dalam Proses
Civil Telah Selesai
Penyelesaian
Have been completed
In Settlement Process
1. Pidana.
1 3
Criminal.
2. Perdata
(termasuk Perkara Persaingan Usaha dan
Pendampingan Tim Pengawal Pengamanan
Pembangunan Pemerintah Pusat (TP4P) dan
Hubungan Industrial).
3 25
Civil
(including Business Competition Cases and
Assistance of the Central Government Security
Development Guard Team (TP4P) and Industrial
Relations).
Total 4 28
PERKARA PENTING YANG DIHADAPI PERUSAHAAN LEGAL ISSUES WHICH ARE FACED BY COMPANY
Beberapa perkara hukum yang dihadapi PT Angkasa Some legal issues that PT Angkasa Pura I (Persero)
Pura I (Persero) selama tahun 2017, sebagai berikut: have to deal with in 2017 are as follows:

2017 Annual Report
731
Tabel Perkara Hukum yang Dihadapi Perseroan

Table of Legal Issues which are Faced by Company
Pengaruh terhadap Upaya Sanksi
Pokok Perkara Status Penyelesaian Perseroan Manajemen Administrasi
No.
Merits of Case Status of Resolution Impact to the Management Administrative
Company Effort Sanction
1. Gugatan dari PT. BNI Syariah Telah keluarnya Putusan Kasasi PT Angkasa Pura I Melaksanakan Melakukan
(BNI Syariah) kepada PT Mahkamah Agung Republik (Persero) berkewajiban putusan kasasi. pembayaran
Angkasa Pura I (Persero) Indonesia dengan Nomor membayar kepada PT sebesar
atas tidak dilaksanakannya Register 1461 K/PDT/2017 BNI Syariah sebesar Conducting a Rp2.491.889.841.
Pembayaran sesuai dengan tanggal putus 27 September Rp2.491.889.841. cassation decision.
Standing Instruction. 2017, amar putusan yaitu Tolak Make a payment of
Kasasi I dan II Dengan Perbaikan PT Angkasa Pura I Rp2.491.889.841.
The lawsuit from PT BNI sehingga kembali kepada putusan (Persero) shall pay PT
Syariah (BNI Syariah) to PT Pengadilan Tinggi Nomor 315/ BNI Syariah amounting
Angkasa Pura I (Persero ) PDT/2015/PT.DKI.jo.No.556/ to Rp2,491,889,841.
(AP1) for non-performance in PDT.G/2013/PN.JKT.PST.
accordance with the Payment
Standing Instruction. The decision of the Supreme Court
of the Republic of Indonesia to
be issued with the Registration
Number 1461 K/PDT/2017
dated 27 September 2017, the
decision of Case Case I and II with
Improvement so that it returned
to the decision of High Court No.
315/PDT/2015/PT.DKI. jo.No.556/
PDT.G/2013/PN.JKT.PST.
2. Hasil Pemeriksaan Pajak Dalam proses Peninjauan Mengingat belum adanya Monitoring Putusan Tidak ada sanksi,
oleh KPP BUMN Ditjen Pajak Kembali di Mahkamah Agung RI putusan pada perkara a Peninjauan hanya berupa
ditetapkan bahwa PT Angkasa dengan nomor perkara: 88/B/PK/ quo, maka PT Angkasa Kembali. Peringatan.
Pura I (Persero) terdapat PJK/2012. Pura I (Persero) belum
kekurangan bayar pajak PPN berdampak. Monitoring There is no
Internasional melalui SKPKB In the process of reconsideration the decision of sanction just a
Nomor in Supreme Court of Indonesia Given the absence of reconsideration. warning.
00044/207/03/051/07 with case number: decision on a quo case,
tanggal 22 Maret 2007 sebesar 88/B/PK/PJK/2012. so PT Angkasa Pura I
Rp98.687.947,-. (Persero) has not yet had
an impact.
Based on the Tax Auditing
by KPP BUMN of Directorate
General of Taxes, through
the letters of SKPKB Number
00044/207/03/051/07
on Maret 22, 2007, it is
concluded that PT Angkasa
Pura I (Persero) commits
underpayment of the
International VAT in amount of
Rp98,687,947,-.
3. Hasil Pemeriksaan Pajak Dalam proses Peninjauan Kembali Mengingat belum adanya Monitoring Putusan Tidak ada sanksi,
oleh KPP BUMN Ditjen di Mahkamah Agung RI. putusan pada perkara a Peninjauan hanya berupa
Pajak ditetapkan bahwa quo, maka PT Angkasa Kembali. Peringatan.
PT Angkasa Pura (Persero) In the process of reconsideration Pura I (Persero) belum
terdapat kekurangan bayar in the Supreme Court of Indonesia. berdampak. Monitoring There is no
pajak PPN Internasional the decision of sanction just a
melalui Surat Ketetapan Given the absence of reconsideration. warning.
Pajak Kurang Bayar (SKPKB) decision on a quo case,
No.00115/207/06/051/08 so PT Angkasa Pura I
tanggal 1 Desember 2008 (Persero) has not yet had
sebesar Rp100.667.387,-. an impact.
The result of Tax Inspection by

State-owned Tax Officer of the
Directorate General of Taxation
stipulates that PT Angkasa Pura
(Persero) has an underpayment
of VAT International Tax
through a Letter of Tax
Underpayment (SKPKB)
No.00115 / 207/06/051/08
dated December 1, 2008 of
Rp100,667,387 , -.


No.
4. Penyelesaian Permasalahan Tanah Milik PT Angkasa Pura I (Persero).
Problem Resolution on the Land Property of PT Angkasa Pura I (Persero).
Permohonan Realisasi Ganti PT Angkasa Pura I (Persero) telah PT Angkasa Pura I Melaksanakan Tidak ada.
Rugi berdasarkan Putusan menghadap ketua PN Ambon (Persero) diwajibkan pembayaran
Kasasi MA.RI Nomor 2201 k/ dalam pelaksanaan aanmaning untuk merealisasikan ganti rugi, dengan There is no
Pdt/2007 yang diajukan oleh pada tanggal 19 Desember 2017 pembayaran ganti rugi memastikan sanction.
Julius Tipawael. dan tercapai kesepakatan antara selambat-lambatnya bahwa perima
PT Angkasa Pura I (Persero) tanggal 16 April 2018. ganti rugi memang
Petition on claim of selaku Termohon dengan Julius benar ahli waris
indemnification based on Tipawael selaku Pemohon yang PT Angkasa Pura I yang didasarkan
the decision on Appeal of pada prinsipnya PT Angkasa (Persero) is obligated to pada penetapan
Sumpreme Court of Indonesia Pura I (Persero) akan melakukan pay the indemnification pengadilan.
Number 2201 k/Pdt/2007 that pembayaran selambat-lambatnya at the latest on April 16,
is claimed by Julius Tipawael. pada tanggal 16 April 2018. 2018. Pay the
indemnification
PT Angkasa Pura I (Persero) has by make sure that
met Chief of District Court Ambon the receiver of
in aanmaning on December indemnification
19, 2017 and has resulted an is the heir based
agreement between PT Angkasa on the court
Pura I (Persero) as defendant stipulation.
and Julius Tipawael as petitioner
which the point is PT Angkasa
Pura I (Persero) will pay the
indemnification at the latest on
April 16, 2018.
5. Penyelesaian permasalahan pengadaan tanah dalam rangka pembangunan Bandara Baru Yogyakarta di Kulon Progo, DIY.
Resolution of Land Procurement for Construction of The New Air Port of Yogyakarta in Kulon Progo, DIY.
Gugatan Perbuatan Melawan Sidang pertama telah dilakukan Belum berdampak PT Angkasa Pura Belum ada.
Hukum (PMH) atas Tanah tanggal 24 Agustus 2017 dengan terhadap perusahaan I (Persero) akan
PAG Nomor Perkara: 102/ agenda mediasi. Sampai saat ini mengikuti seluruh There is no
Pdt.G/2017/PN.Yyk diajukan masih dalam proses persidangan. It has not yet give proses persidangan sanction.
kepada KetuaPengadilanNegeri impact to the company. yang berjalan.
Yogyakarta. The first trial was held on 24
Gugatan : Klaim tanah seluas August 2017 with a mediation PT Angkasa Pura
128 Ha milik ahli waris Keraton agenda. Until now still in the I (Persero) will
Kasunanan Surakarta kepada process of trial. follow the entire
Paku Alam X (Tergugat) dan trial process that
PT AP I (TurutTergugat) yang runs.
digunakan untuk pembangunan
Bandara Baru Yogyakarta
senilai Rp 701.000.000.000
( Tujuh ratus satu miliyar
rupiah).
Lawsuit Against Law (PMH) on

PAG Land Case Number: 102 /
Pdt.G / 2017 / PN.Yyk filed to
the Chairman of the Yogyakarta
State Court.
Lawsuit: Claim of land area of
128 Ha belonging to Keraton
Kasunanan Surakarta heirs to
Paku Alam X (Defendant) and
PT AP I (TurutTergugat) used
for the construction of New
Airport Yogyakarta worth
Rp 701.000.000.000 (Seven
hundred one billion rupiah).

2017 Annual Report
733

No.
6. Penyelesaian sengketa Dalam proses pelaksanaan Belum berdampak Monitoring Tidak ada
Arbitrase Nomor register sidang yang rencananya akan karena masih dalam Pelaksanaan
982/X/ARB-BANI/2017 antara dilaksanakan pada akhir bulan proses hukum, sidang. There is no
PT Sepinggan Sarana Utama Januari 2017 namun ada potensi sanction.
sebagai Pemohon Melawan perusahaan diwajibkan Monitoring
PT Angkasa Pura I (Persero) In the process of trial which is untuk membayar Implementation of
sebagai Termohon. planned to be held on January ganti rugi sebesar the trial.
2017 Rp276.571.000.000,-
Arbritage dispute
settlement with registration It has not give an
number 982/X/ARB- impact yet because
BANI/2017 between it still under the law
PT Sepinggan Sarana Utama as process, but there is
petitioner against PT Angkasa possibility for company
Pura I (Persero) as defendant. to pay indemnification
in amount of
Rp276,571,000,000,-
7. Penyelesaian sengketa - Telah terdapat putusan KIP Belum berdampak Telah mengajukan Tidak ada
Ajudikasi Non Litigasi Komisi atas perkara tersebut. karena masih dalam keberatan atas
Informasi Pusat (KIP) No. - Atas putusan tersebut PT proses hukum putusan KIP There is no
Register: 060/XII/KIP-PS/2016 Angkasa Pura I (Persero) ke Pengadilan sanction.
antara Topan AD sebagai telah mengajukan keberatan Not yet give an impact Negeri Jakarta
Pemohon terhadap PT Angkasa ke PN Jakarta Pusat since it still under law Pusat, namun
Pura I (Persero) sebagai process. hingga sekarang
Termohon. - There is KIP decision upon belum panggilan
the case. sebagai tindak
Dispute settlement of Non- - Because of the decision, PT lanjut pengajuan
Litigation Adjudication of Angkasa Pura I (Persero) keberatan tersebut
the Central Information has filed an objection to the
Commission (KIP) Registration Central Jakarta District Court. Company has filed
Number: 060/XII/KIP-PS/2016 an objection upon
between Topan AD as KIP decision to
petitioner against PT Angkasa Central Jakarta
Pura I (persero) as defendant. District Court, but
until now there
is no summon as
follow up of the
objection.
8. Penyelidikan KPPU KPD PT Angkasa Pura I (Persero) telah Belum berdampak PT Angkasa Pura I Belum ada
Surabaya No. 4/DH/KPPU. memberikan keterangan kepada karena proses (Persero) beserta
LID.L/II/2017 tentang Dugaan Satuan Tugas Penyelidikan KPPU penyelidikan masih Penasihat Hukum There is no
Pelanggaran Undang-Undang pada tanggal 23 Mei 2017 di berjalan Perusahaan sanction.
Nomor 5 Tahun 1999 Terkait Kantor Kepolisian Daerah NTB pada prinsipnya
Praktek Monopoli dan/atau berdasarkan Surat Panggilan No. It has not yet give menghormati
Persaingan Usaha Tidak 104/KPD.Sby/S/V/2017 tanggal 8 an impact since the proses hukum
Sehat dalam Bidang Usaha Mei 2017. investigation is still yang dilakukan
Pengelolaan Jasa Pergudangan continue KPPU dan
Terminal Kargo di Bandar PT Angkasa Pura I (Persero) has kooperatif dalam
Udara Internasional Lombok provided information to KPPU memberikan
Investigation Task Force on 23 keterangan
KPPU KPD Surabaya May 2017 at the NTB Regional termasuk dokumen
Investigation Number 4/ Police Office based on the Calls yang diminta.
DH/KPPU.LID.L/II/2017 on No. 104/KPD.Sby/S/V/2017 dated
allegation of violation of Law May 8, 2017. PT Angkasa
Number 5 Year 1999 Related Pura I (Persero)
Monopolistic Practices and/or with its legal
Unfair Business Competition advisor respect
in the Field of Cargo Service the law process
Warehousing Service which conducted
Management at Lombok by KPPU and
International Airport. cooperative in
giving information
included document
which are asked.


No.
9. Gugatan Perbuatan Melawan a. Tuntutan Penggugat ialah Agenda permintaan Menghadiri Belum ada
Hukum Pada Pengadilan Negeri adanya pembayaran keterangan saksi seluruh proses
Manado No: 465/Pdt.G/2016/ ganti rugi sebesar penggugat pada tanggal persidangan dan There is no
PN.Mnd Rp64.123.200.000 terdiri 7 Desember 2017, dan mempertahankan sanction.
- Penggugat : dari: dilanjutkan pada 21 argumentasi
Maria Nellie Awuy 1. Harga Tanah sesuai Desember 2017. bahwa Tergugat
Sumakul NJOP Rp17.203.200.000 tidak memiliki
- Tergugat I: 2. Hasil Produksi Agenda of witness hak atas tanah
Pemerintah RI cq Menteri tanaman 46 Tahun information request on tersebut.
Perhubungan cq Gubernur Rp920.000.000,- December 7, 2017 and
Sulawesi Utara cq Dina 3. 10% dari Keuntungan PT continued on December Attending all
Perhubungan Komunikasi Angkasa Pura I (Persero) 21, 2017. of trial process
dan Informasi Prov. Sulut selama 46 Tahun and maintain
- Tergugat II: Rp46.000.000.000,- arguments that
Presiden Direktur PT b. Proses persidangan saat defendant has no
Angkasa Pura I (Persero) ini sampai dengan agenda right to the land.
cq. GM MDC pemeriksaan alat bukti
- Turut Tergugat I: Menteri (keterangan saksi).
Keuangan RI
- Turut Tergugat II: a. Petitioner demands
Menteri BUMN is indemnification
payment in amount of Rp.
A lawsuit of action against law 64.123.200.000 which
to Manado District Court No: consits of:
465/Pdt.G/2016/PN.Mnd 1. Land price according to
- Petitioner : Tax Object Sales Value
Maria Nellie Awuy Rp17.203.200.000
Sumakul 2. 46 years of plantation
- Defendant I : result Rp920.000.000,-
Indonesian Government cq 3. 10% from PT Angkasa
Minister of Transportation Pura I (Persero)
cq Governor of North profit for 46 years
Sulawesi cq Department Rp46.000.000.000,-
of Transportation b. The current trial process is
Communication and up to the evidence checking
Information North agenda (witness information).
Sulawesi province
- Defendant II :
President Director of PT
cq. GM MDC
- Co-defendant I :
Indonesian Minister of
Finance
- Co-defendant II:
Ministri of State Owned
Enterprise
10 Adanya gugatan perselisihan Telah keluar putusan Pengadilan Tidak ada dampak Telah dilaksanakan Tidak ada.
hubungan industrial di PN Hubungan Industrial No Perkara: hukum bagi Perseroan. upaya mediasi di
Makassar dengan No Perkara: 14/PDT.SUS.PHI/2017/PN.MKS Disnaker dengan There is no.
14/PDT.SUS.PHI/2017/PN.MKS pada tanggal 21 Desember 2017 There is no legal impact anjuran pihak
yang diajukan oleh Sdr. Mujur. dengan amar putusan yang pada for the Company. pekerja (Sdr.
pokoknya menyatakan gugatan Mujur) mengakhiri
The existence of industrial penggugat tidak diterima Niet perselisihan
relations dispute lawsuit in PN Onvankelijke Verklraad. karena
Makassar with No Case: 14 / pembayaran
PDT.SUS.PHI / 2017 / PN.MKS The decision of the Industrial pesangon telah
filed by Br. Lucky. Relations Court No Case No. 14/ dilaksanakan PT
PDT.SUS.PHI/2017/PN.MKS dated Angkasa Pura I
December 21, 2017 with a verdict (Persero) namun
which essentially states that the yang bersangkutan
plaintiff’s claim is not accepted by menolak dan
Niet Onvankelijke Verklraad. melanjutkan
ke Pengadilan
Hubungan
Industrial.
Mediation efforts
have been made
at the Manpower
Office with the
advice of the
employee (Mr.
Lucky) to end the
dispute because
severance pay has
been done by PT
Angkasa Pura I
(Persero) but the
concerned refuses
and proceeds to
the Industrial
Relations Court.

2017 Annual Report
735
PERMASALAHAN HUKUM YANG SEDANG THE IMPORTANT COUNTER ARE FACED FROM THE
DIHADAPI DEWAN KOMISARIS DAN DIREKSI YANG BOARD OF COMMISSIONERS AND THE BOARD OF
SEDANG MENJABAT SERTA ENTITAS ANAK DIRECTORS
Selama 2017, tidak ada perkara hukum yang During 2017, there are no important issues faced
dihadapi Dewan Komisaris dan Direksi. by the Board of Commissioners and the Board of
Directors.
PERKARA PENTING YANG DIHADAPI ANAK LEGAL ISSUES RELATED TO SUBSIDIARIES

PERUSAHAAN
Selama tahun 2017, perkara penting yang dihadapi During 2017, the following key issues facing the
entitas anak sebagai berikut: subsidiary are as follows:
Tabel Perkara Penting yang Dihadapi Entitas Anak

Table of Important Case Related to Subsidiaries
Pengaruh
Status Sanksi
terhadap
Pokok Perkara Penyelesaian Upaya Manajemen Administrasi
No. Perusahaan
Merits of Case Status Management Effort Administration
Impact to the
Resolution Sanction
Company
1. Penyelidikan Nomor 24/Lid-L/VIII/2015 Dalam proses Berdampak pada PT Angkasa Pura Belum ada.
terkait Dugaan Pelanggaran UU Nomor Kasasi di bisnis jasa terkait I (Persero) akan
5 Tahun 1999 tentang Larangan Praktek Mahkamah Agung Perseroan. mendukung upaya
Monopoli dan Persaingan Usaha Tidak Republik Indonesia. yang dilakukan PT
Sehat yang dilakukan oleh PT Angkasa Angkasa Pura Logistik
Pura Logistik Makassar dalam Pelayanan di tingkat Mahkamah
Jasa Kebandarudaraan di Terminal Kargo Agung RI.
Bandara Sultan Hasanuddin Makassar.
Selanjutnya KPPU mengeluarkan

penetapan Nomor 39/KPPU/Pen/IX/2016
bahwa laporan tersebut diteruskan
sebagai Perkara Nomor : 08/KPPU-L/2016
untuk Pemeriksaan Awal, dimana atas
hasil pemeriksaan awal tersebut, Majelis
KPPU menetapkan Perkara Nomor: 08/
KPPU-L/2016 dilanjutkan ke tahap
Pemeriksaan lanjutan berdasarkan Surat
Penetapan Nomor: 50/KPPU/Pen/XII/2016
tanggal 28 Desember 2017.
Telah terbit Putusan Majelis Komisi

Perkara Nomor: 08/KPPU-L/2016
Terkait Dugaan Pelanggaran Praktik
Monopoli di Terminal Kargo Bandar
Udara Internasional Sultan Hasanuddin
Makassar ditetapkan melalui musyawarah
Sidang Majelis Komisi pada tanggal 6 Juni
2017dan dibacakan di muka persidangan
pada tanggal 14 Juni 2017, dengan amar
pada pokoknya sebagai berikut:
a. Menyatakan bahwa Terlapor
terbukti secara sah dan meyakinkan
melanggar Pasal 17 ayat (1) dan (2)
UU Nomor 5 Tahun 1999; (Praktik
Monopoli);
b. Menghukum Terlapor membayar
denda sebesar Rp6.551.558.600,-
yang harus disetor ke Kas Negara
sebagai setoran pendapatan denda
pelanggaran di bidang persaingan
usaha Satuan Kerja Komisi Pengawas
Persaingan Usaha melalui Bank
Pemerintah dengan kode penerimaan
423755 (Pendapatan Denda
Pelanggaran di Bidang Persaingan
Usaha);
c. Bahwa setelah Terlapor melakukan
pembayaran denda, maka salinan
bukti pembayaran denda tersebut
dilaporkan dan diserahkan ke KPPU.

Pengaruh
Status Sanksi
terhadap
No. Perusahaan
Impact to the
Resolution Sanction
Company
Atas putusan dimaksud PT Angkasa Pura
Logistik menyampaikan permohonan
keberatan di Pengadilan Negeri Jakarta
Pusat, Putusan Majelis Hakim tertanggal
22 Agustus 2017 yang diucapkan dalam
persidangan terbuka untuk umum pada
tanggal 5 September 2017 dengan amar
pada pokoknya sebagai berikut:
a. Mengabulkan permohonan keberatan
untuk seluruhnya;
b. Membatalkan Putusan KPPU no: 08/
KPPU-L/2016 tanggal 14 Juni 2017;
c. Menyatakan Pemohon Keberatan
tidak terbukti melanggar Pasal 17
ayat (1) dan ayat (2) UU no. 5 Tahun
1999;
d. Menghukum Termohon Keberatan
membayar biaya perkara
Rp516.000.00.
Atas Putusan tersebut KPPU meregister

Memori Kasasi pada tanggal 28 September
2017.
PT Angkasa Pura Logistik meregister
Kontra Memori Kasasi pada tanggal 14
November 2017.

2017 Annual Report
737
Pengaruh
Status Sanksi
terhadap
No. Perusahaan
Impact to the
Resolution Sanction
Company
Investigation Number 24/Lid-L/VIII/2015 In the process of There is an impact PT Angkasa Pura I There is no sanction
related to the suspicion of Violation Apeal in Supreme on the service of (Persero) will support yet.
of Law Number 5 Year 1999 on the Court of Indonesia. the business related the effort which is
Prohibition of Monopoly and Unhealthy to the company. done by PT Angkasa
Business Competition committed by PT Pura logistics in
Angkasa Pura Logistics Makassar in Civil Supreme Court level.
Aviation Services in the Cargo Terminal of
Sultan Hasanuddin Airport Makassar.
And then KPPU issued assignment of

number 39/KPPU/Pen/IX/2016 that the
report is forwarded as case number : 08/
KPPU-L/2016 as the initial inspection,
where upon the result KPPU determine
the case number: 08/KPPU-L/2016 and
continued to the next inspection according
the assignment letter number: 50/KPPU/
Pen/XII/2016 on Desember 28, 2017.
Case Commission Assembly decision

Number: 08/KPPU-L/2016 has been
issued related to allegedly violation of
monopoly practices in Cargo Terminal of
Sultan Hassanudin International Airport
which stipulate through deliberations of
Commission Council Assembly on June 6,
2017and is read in front of trial on June
14, 2017, with the points as follows:
a. State that the reported party is
officially proven and believable
violates Article 17 Paragraph (1)
and (2) Law Number 5 Year 1999;
(Monopoly Practice);
b. Punish the reported party by paying
fines in amount of Rp6,551,558,600,-
which need to be deposited to the
State Treasury as income of deposited
fines of violation in the competition
of Bussiness Competition Supervisory
Commission through government
bank with acceptance code 423755
(Fines Income in the Bussiness
Competition);
c. After the reported party pay the
fines, so the copy of payment bill is
submitted to KPPU.
Because of the decision, PT Angkasa Pura

Logistics filed an objection in Central
Jakarta District Court where the judges
panels decision on August 22, 2017 which
spoken in public trial on September 5,
2017, with the points as follows :
a. Accept the objection appeal;
b. Cancel the KPPU decision number:
08/KPPU-L/2016 on June 14, 2017;
c. State that the petitioner is not proven
violating Article 17 paragraph (1) and
ayat (2) Law Number 5 Year 1999;
d. Punish the defendant by paying the
case expense Rp516,000,00.
On the Decision, KPPU registered the

Memory of Apeal on September 28, 2017.
PT Angkasa Pura Logistics registered
the Counter Memorandum of Appeal on
November 14, 2017.

AKSES INFORMASI DAN DATA ACCESS OF INFORMATION AND

PERUSAHAAN COMPANY’S DATA
PT Angkasa Pura I (Persero) telah menyediakan PT Angkasa Pura I (Persero) has provided information
informasi kepada stakeholders yang memungkinkan to the stakeholders for them to use their rights.
stakeholders menggunakan haknya. Penyebaran The dissemination of the Company’s Information
informasi Perseroan antara lain dilakukan melalui is carried out, for instance, by using the media as
media sebagai berikut. mentioned below.
MEDIA ELEKTRONIK ELECTRONIC MEDIA
Media elektronik, seperti website Perseroan (www. The electronic media such as the Company’s
ap1.co.id) untuk menyampaikan informasi yang website (www.ap1.co.id) is used to inform relevant
relevan, termasuk Laporan Keuangan dan Laporan information, including Finance Report and Annual
Tahunan. Dalam situs tersebut juga telah disediakan Report. In the website, various report and other
berbagai laporan dan publikasi lainnya yang dengan publications can be easily downloaded by the
mudah dapat diunduh oleh stakeholders. Informasi- Stakeholder. The information presented in the
informasi yang disajikan dalam website senantiasa website is updated regularly. The company also
diperbaharui secara berkala. Perseroan juga provides information to the stakeholders through
memberikan infomasi kepada stakeholders melalui twitter @AP_airports, instagram @AP_airports,
twitter @AP_airports, instagram @AP_airports, facebook PT Angkasa Pura I (Persero), and youtube
facebook PT Angkasa Pura I (Persero), dan melalui PT Angkasa Pura I (Persero).
youtube PT Angkasa Pura I (Persero).
Selain itu, penyampaian informasi dapat dilakukan Besides, the company’s information is also
melalui email Perseroan (humas@ap1.co.id). disseminated through the Company’s email (humas@
Stakeholders yang ingin mendapatkan informasi ap1.co.id). The stakeholders who want to get the
Perseroan secara berkala melalui email tersebut company’s information regularly through email, they
dapat mendaftarkan identitas dan alamat email can register their identity and e-mail addresses in the
pada mailing list melalui situs Perseroan tersebut. mailing list available in the company’s website.

2017 Annual Report
739
SIARAN PERS PRESS CONFERENCE
Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
5 Januari Bandara Internasional Juanda Surabaya, Bandara Paling Tepat
1/ 2017 Waktu di Dunia 2016.
1
SP.H/I/2017 5 January Juanda International Airport Surabaya, The Most Timely Airport in
2017 the World 2016.
19 Januari PT Angkasa Pura I (Persero) Bayarkan Rp701 Miliar Uang Ganti
2/ 2017 Kerugian Lahan Paku Alam ke PN Wates.
2
SP.H/I/2017 5 January PT Angkasa Pura I (Persero) Pays Rp701 Billion to Replace Land
2017 Loss Paku Alam to PN Wates.
27 Januari Jokowi Babat Alas Nawung Kridha Bandara Internasional
3/ 2017 Yogyakarta.
3
SP.H/I/2017 27 January Jokowi Babat Alas Nawung Kridha Yogyakarta International
2017 Airport.
1 Februari PT Angkasa Pura I (Persero) Fokuskan Percepatan Pembangunan
4/SP.H/ 2017 Infrastruktur Bandara pada 2017.
4
II/2017 1 February PT Angkasa Pura I (Persero) Focus on Accelerating Airport
2017 Infrastructure Development by 2017.
PT Angkasa Pura I (Persero) Dukung Pencegahan Peredaran
17 Februari
Narkoba dan Pengawasan Lalu Lintas Hasil Perikanan di
5/SP.H/ 2017
5 Lingkungan Bandara.
II/2017 17 February
PT Angkasa Pura I (Persero) Supports Prevention of Drug
2017
Distribution and Fishery Traffic Control in Airport Environment.
HUT Ke-53 PT Angkasa Pura I (Persero), Momentum PT Angkasa
25 Februari
Pura I (Persero) Percepat Pembangunan Infrastruktur Bandara.
6/SP.H/ 2017
6 53rd Anniversary of PT Angkasa Pura I (Persero), PT Angkasa
II/2017 25 February
Pura I (Persero) Momentum Accelerate Airport Infrastructure
2017
Development.
1 Maret Gelar Donor Darah, Kantor Pusat PT Angkasa Pura I (Persero)
7/SP.H/ 2017 Hasilkan 96 Kantong Darah.
7
III/2017 1 March Blood Donor Degree, PT Angkasa Pura I (Persero) Headquarters
2017 Generate 96 Blood Pockets.
Bandara I Gusti Ngurah Rai Bali Raih “The 3rd World Best Airport”
6 Maret ,Bandara Sultan Hasanuddin Makassar Rebut “The Most Improved
8/SP.H/ 2017 Airport in Asia Pacific” Versi ACI 2016.
8
III/2017 6 March Airport I Gusti Ngurah Rai Bali Achieved “The 3rd World Best
2017 Airport”, Sultan Hasanuddin Airport Makassar Grabbed “The Most
Improved Airport in Asia Pacific” ACI Version 2016.
16 Maret Tingkatkan Keamanan dan Keselamatan Penerbangan, Bandara
9/SP.H/ 2017 Sultan Hasanuddin Laksanakan Simulasi Keadaaan Darurat.
9
III/2017 16 March Improve Flight Security and Safety, Sultan Hasanuddin Airport
2017 Implement Emergency Simulation.
27 Maret
PT Angkasa Pura I (Persero) Juara Umum PRIA 2017.
10/SP.H/ 2017
10 PT Angkasa Pura I (Persero) General Champion of MEN 2017.
III/2017 27 March
2017
PT Angkasa Pura I (Persero) Dukung Pengembangan Potensi
30 Maret Pariwisata DIY dengan Menggelar Collaborative Destination
11/SPH.H/ 2017 Development (CDD).
11
III/2017 30 March PT Angkasa Pura I (Persero) Supports DIY Tourism Potential
2017 Development by Deploying Collaborative Destination Development
(CDD).

Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
PT Angkasa Pura I (Persero) Perketat Pengawasan Terhadap Laptop
12a/SP.H/ dan Barang Eletronik Penumpang.
IV/2017 PT Angkasa Pura I (Persero) Tightens Control on Laptop and
Passenger Eletronic Goods.
3 April 2017 Klarifikasi PT Angkasa Pura I (Persero) Terhadap Pemberitaan
12
3 April 2017 Pelarangan Membawa Laptop dan Barang Elektronik ke dalam
12b/SP.H/ Kabin Pesawat.
IV/2017 Clarification of PT Angkasa Pura I (Persero) on Proclaiming
Prohibition of Taking Laptops and Electronics Goods into Aircraft
Cabin.
Kementerian BUMN Angkat Komisaris Utama Baru PT Angkasa
13/SP.H/ 4 April 2017 Pura I (Persero).
13
IV/2017 4 April 2017 Ministry of SOEs Lift New Chief Commissioner PT Angkasa Pura I
(Persero).
Presiden Joko Widodo Lakukan Groundbreaking Proyek
14/SP.H.Bers- 8 April 2017 Pembangunan Kereta Api Bandara Adi Soemarmo Solo.
14
KAI/IV/2017 8 April 2017 President Joko Widodo Perform Groundbreaking Adi Soemarmo
Airport Railway Construction Project Solo.
Kembangkan Potensi Pariwisata dan Jamaah Umroh di Mamago PT
20 April Angkasa Pura I (Persero) Cabang Bandara Sultan Hasanuddin Gelar
15/SP.H/ 2017 FGD.
15
IV/2017 20 April Develop Tourism Potential and Jamaah Umroh at Mamago PT
2017 Angkasa Pura I (Persero) Branch of Sultan Hasanuddin Airport
Hold FGD.
HUT Bersama BUMN: PT Angkasa Pura I (Persero) Salurkan Dana
22 April
CSR Rp1,29 Miliar Untuk Wilayah D.I Yogyakarta dan Jawa Tengah.
16/SP.H/ 2017
16 HUT Together with SOE: PT Angkasa Pura I (Persero) Distributes
IV/2017 22 April
CSR Fund Rp1.29 Billion For Region D.I Yogyakarta and Central
2017
Java.
28 April PT Angkasa Pura I (Persero) Raih Penghargaan Indonesia Human
17/SP.H/ 2017 Capital Award 2017.
17
IV/2017 28 April PT Angkasa Pura I (Persero) Received Indonesia Human Capital
2017 Award 2017.
Kejar Target 15 Juta Wisman 2017, PT Angkasa Pura I (Persero)
dan Kementerian Pariwisata Lakukan Koordinasi Konektivitas
18/SP.H/ 8 Mei 2017 Udara.
18
IV/2017 8 Mai 2017 Pursue Target of 15 Million Wisman 2017, PT Angkasa Pura I
(Persero) and Ministry of Tourism Perform Coordination of Air
Connectivity.
Waspada Penipuan Berkedok Lowongan Pekerjaan Bandara
19/SP.H/ 10 Mei 2017
19 Kulonprogo.
IV/2017 10 Mai 2017
Wary of Fraud Under the Job Vacancy of Kulonprogo Airport.
PT Angkasa Pura I (Persero) Sesalkan Aksi Massa di Bandara Sam
20/SP.H/ 13 Mei 2017 Ratulangi Manado.
20
IV/2017 13 Mai 2017 PT Angkasa Pura I (Persero) Regrets Mass Action at Sam Ratulangi
Airport in Manado.
Angkasa Pura Hotels dan PT Angkasa Pura I (Persero) Luncurkan
21/SP.H/ 15 Mei 2017 Customer Loyalty Concordia Lounge Card.
21
IV/2017 15 Mai 2017 Angkasa Pura Hotels and PT Angkasa Pura I (Persero) Launches
Customer Loyalty Concordia Lounge Card.
Keren! Ada Toilet 3 Dimensi di Bandara Sepinggan Balikpapan.
22/SP.H/ 15 Mei 2017
22 Awesome! There is 3 Dimensional Toilet at Sepinggan Airport
IV/2017 15 Mai 2017
Balikpapan.
Bandara Internasional Lombok Praya Tingkatkan Kesiagaan
23/SP.H/ 18 Mei 2017 Personil dan Fasilitas Melalui Simulasi Keadaan Darurat.
23
IV/2017 18 Mai 2017 Lombok Praya International Airport Improves Personnel Personnel
and Facilities Through Emergency Simulation.

2017 Annual Report
741
Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
Cegah Penyelundupan Hasil Perikanan di Bandara I Gusti Ngurah
24/SP.H/ 8 Juni 2017 Rai, BKIPM Kelas I Denpasar Lakukan Sosialisasi.
24
IV/2017 8 June 2017 Prevent Smuggling of Fishery Products at Airport I Gusti Ngurah
Rai, BKIPM Class I Denpasar Do Socialization.
Terisolasi Akibat Gelombang Tinggi, PT Angkasa Pura I (Persero)
Cabang Bandara El Tari Kupang Salurkan Bantuan ke Warga Pulau
13 Juni 2017
25/SP.H/ Kera.
25 19 June
IV/2017 Isolated As a result of High Waves, PT Angkasa Pura I (Persero)
2017
Branch El Tari Airport Kupang Distributes Relief to Residents of
Monkey Island.
PT Angkasa Pura I (Persero) Selenggarakan Kampanye Ramadhan
“Bandara Aman, Mudik Nyaman” dan Posko Angkutan Udara
19 Juni 2017
26/SP.H/ Lebaran 2017.
26 19 June
IV/2017 PT Angkasa Pura I (Persero) Holds Ramadan Campaign “Secure
2017
Airport, Comfortable Mudik” and Lebaran Air Transportation Posts
2017.
PT Angkasa Pura I (Persero) Serahkan 5000 Paket Kebutuhan
21 Juni 2017
27/SP.H/ Pokok Bagi Masyarakat Kurang Mampu.
27 21 June
IV/2017 PT Angkasa Pura I (Persero) Submits 5000 Packages of Basic
2017
Needs for Disadvantaged People.
Petugas Avsec Bandara Adisutjipto Kembalikan Uang Temuan
22 Juni 2017
28/SP.H/ Sebesar Rp30 Juta.
28 22 June
IV/2017 Avisec Airport Adisutjipto Officers Refund Rp30 Million for
2017
Findings.
PT Angkasa Pura I (Persero) Dukung BNN Lakukan Tes Urine Kru
23 Juni 2017
29/SP.H/ Pesawat dan Grounhandling Bandara Sam Ratulangi Manado.
29 23 June
IV/2017 PT Angkasa Pura I (Persero) Supports BNN to Conduct Aircraft
2017
Crew Urine Test and Grounhandling Sam Ratulangi Airport Manado.
PT Angkasa Pura I (Persero)Terus Dukung Pengembangan Industri
30/SP.H/ 30 Juni 2017 Pariwisata dan Konektivitas Transportasi Udara.
30
IV/2017 30 July 2017 PT Angkasa Pura I (Persero) Continues to Support the Development
of Tourism Industry and Air Transport Connectivity.
PT Angkasa Pura I (Persero)-Traveloka Berikan Kejutan Lebaran
31/SP.H.
bagi Pekerja Bandara yang Bertugas saat Hari Raya Idul Fitri 1438
bers- 2 Juli 2017
31 H.
Traveloka/ 2 July 2017
PT Angkasa Pura I (Persero)-Traveloka Give Lebaran Surprise to
VII/2017
Airport Workers Duty during Idul Fitri 1438 H.
Trafik Penumpang Lebaran 2017 di Bandara PT Angkasa Pura I
32/SP.H/ 5 Juli 2017 (Persero) Capai 5,18 Juta Penumpang.
32
VII/2017 5 July 2017 Lebaran Ferry Traffic in 2017 at PT Angkasa Pura I (Persero)
Airport Reaches 5.18 Million Passengers.
Waspada Penipuan Berkedok Lowongan Pekerjaan Bandara
33/SP.H/ 9 Juli 2017
33 Kulonprogo.
VII/2017 9 July 2017
Wary of Fraud Under the Job Vacancy of Kulonprogo Airport.
PT Angkasa Pura I (Persero) Terima Penghargaan Angkutan
34/SP.H/ 12 Juli 2017 Lebaran 2017 dari Kementerian Perhubungan.
34
VII/2017 12 July 2017 PT Angkasa Pura I (Persero) Received the Lebaran Transportation
Award 2017 from the Ministry of Transportation.
Semester I 2017, 41-an Juta Penumpang Lalui Bandara-Bandara
35/SP.H/ 13 Juli 2017 PT Angkasa Pura I (Persero).
35
VII/2017 13 July 2017 First Semester 2017, 41 Million Passengers Through PT Angkasa
Pura I (Persero) Airport.
Hadirkan Kejutan Penuh Warna, Bandara I Gusti Ngurah Rai Bali
36/SP.H/ 15 Juli 2017 Semarakkan Musim Panas dengan Summer Rainbow Holiday.
36
VII/2017 15 July 2017 Presenting a Colorful Surprise, Airport I Gusti Ngurah Rai Bali
Splash Summer with Summer Rainbow Holiday.

Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
Junjung Kearifan Lokal, Bandara Adisutjipto Suguhkan Bahasa
37/SP.H/ 17 Juli 2017 Jawa dalam Pelayanan Informasi.
37
VII/2017 17 July 2017 Junjung Kearifan Lokal, Adisutjipto Airport Suguhkan Java
Language in Information Services.
Tiga Bandara PT Angkasa Pura I (Persero) Masuk Peringkat 10
38/SP.H/ 24 Juli 2017 Besar Dunia pada Penilaian ASQ Triwulan II 2017.
38
VII/2017 24 July 2017 Three PT Angkasa Pura I (Persero)Airport Entrance Rank 10 of the
World on ASQ Assessment II Quarter 2017.
Persiapkan Realisasi Target Kunjungan 1 Juta Wisman ke Jawa
Timur pada 2025, PT Angkasa Pura I (Persero) Gelar CDD di
39/SP.H/ 27 Juli 2017
39 Surabaya.
VII/2017 27 July 2017
Prepare the Realization of Target of 1 Million Tour Visits to East
Java in 2025, PT Angkasa Pura I (Persero) Holds CDD in Surabaya.
Tingkatkan Kesiagaan Personel dan Fasilitas, Bandara Adisutjipto
40/SP.H/ 27 Juli 2017 Yogyakarta Gelar Simulasi Penanggulangan Keadaan Darurat.
40
VII/2017 27 July 2017 Improving Personnel and Facilities Awareness, Adisutjipto Airport
Yogyakarta Held Emergency Countermeasures Simulation.
Penjelasan PT Angkasa Pura I (Persero) Terkait Aksi Unjuk Rasa
41/SP.H/ 27 Juli 2017 Pegawai yang Dialihkan di Kementerian BUMN.
41
VII/2017 27 July 2017 Explanation of PT Angkasa Pura I (Persero) Related to Action of
Referring Subordinate Personnel in Ministry of BUMN.
PT Angkasa Pura I (Persero) dan Danareksa Tutup Program Siswa
6 Agustus
Mengenal Nusantara Provinsi Sulawesi Tengah dan Provinsi Riau.
42/SP.H/ 2017
42 PT Angkasa Pura I (Persero)and Danareksa Close Student Program
VIII/2017 6 August
Know the Nusantara Province of Central Sulawesi and Riau
2017
Province.
15 Agustus
43/SP.H/ 2017 Semester I 2017, Laba PT Angkasa Pura I (Persero) Tumbuh 61%.
43
VIII/2017 15 August First Semester 2017, PT Angkasa Pura I (Persero) Grows 61%.
2017
17- Agustus Gelar Puncak Acara HUT Ke-72 RI di Sulawesi Tengah, PT Angkasa
44/SP.H/ 2017 Pura I (Persero) Salurkan Rp1,6 miliar.
44
VIII/2017 17- August The Highest Event of the 72nd Anniversary of RI in Central
2017 Sulawesi, PT Angkasa Pura I (Persero) Distribute Rp1, 6 billion.
22 Agustus
PT Angkasa Pura I (Persero) Raih Kembali Peringkat Triple A dari
45/SP.H/ 2017
45 Pefindo.
VIII/2017 22 August
PT Angkasa Pura I (Persero) Reaches Triple A Rating from Pefindo.
2017
PT Angkasa Pura I (Persero) Gandeng Ditjen Perhubungan Udara
25 Agustus
dan TSA Gelar “Aviation Security Screener For Female”.
46/SP.H/ 2017
46 PT Angkasa Pura I (Persero) Coupled with Directorate General of
VIII/2017 25 August
Air Transportation and TSA Held “Aviation Security Screener For
2017
Female”.
Hari Pelanggan Nasional PT Angkasa Pura I (Persero) Bagikan
4 September Ribuan Bunga, Souvenir, dan Lakukan Pemeriksaan Kesehatan
47/SP.H/ 2017 Gratis Kepada Penumpang.
47
IX/2017 4 September National Customer Day PT Angkasa Pura I (Persero)Share
2017 Thousands of Flowers, Souvenirs and Perform Free Medical Check
Up to Passengers.
4 September PT Angkasa Pura I (Persero) akan Gelar Seminar Nasional
48/SP.H/ 2017 Pengelolaan Terminal Kargo dan Pos di Bandar Udara.
48
IX/2017 4 September PT Angkasa Pura I (Persero) will Hold a National Seminar on Cargo
2017 and Post Terminal Management at the Airport.

2017 Annual Report
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Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
26 4 PT Angkasa Pura I (Persero) Siap Antisipasi Dampak Erupsi Gunung
September Agung.
49/SP.H/ 2017 PT Angkasa Pura I (Persero) Ready to Anticipate the Impact of
49
IX/2017 26 4 Mount Agung Eruption.
September
2017
5 Oktober PT Angkasa Pura I (Persero) Inisiasi Pembuatan Masterplan
50/ 2017 Pariwisata Terintegrasi Solo Raya.
50
SP.H/X/2017 5 October PT Angkasa Pura I (Persero) Initiation Making Integrated Tourism
2017 Masterplan Solo Raya.
9 Oktober Penjelasan PT Angkasa Pura I (Persero)Terkait Insiden Jatuhnya
51/ 2017 Tangga Pesawat Di Bandara Ahmad Yani Semarang.
51
SP.H/X/2017 9 October Explanation of Angkasa Pura I Related to the Incident of the Fall of
2017 Aircraft Ladder at Ahmad Yani Airport Semarang.
12 Oktober PT Angkasa Pura I (Persero) Raih Predikat “Sangat Bagus” pada
52/ 2017 Ajang Infobank BUMN Awards 2017.
52
SP.H/X/2017 12 October PT Angkasa Pura I (Persero) Achieved Predicate “Very Good” at
2017 Infobank BUMN Awards 2017 event.
Dua Bandara PT Angkasa Pura I (Persero) Terima Penghargaan
18 Oktober
pada Ajang 27th Airport Council International Africa/World di
53/ 2017
53 Mauritius.
SP.H/X/2017 18 October
Two PT Angkasa Pura I (Persero) Airport Accept Awards at 27th
2017
Airport Council International Africa / World in Mauritius.
Dukung Pengembangan Pariwisata NTT, PT Angkasa Pura I
19 Oktober
(Persero) Inisiasi CDD, Komodo Travel Mart, dan Gratiskan Landing
54/ 2017
54 Fee.
SP.H/X/2017 19 October
Support NTT Tourism Development, PT Angkasa Pura I (Persero)
2017
Initiation CDD, Komodo Travel Mart, and Free Landing Fee.
Berhasil Gagalkan Penyelundupan Sabu-Sabu Senilai Rp 4,5 M,
31 Oktober Manajemen Angkasa Pura I Berikan Apresiasi kepada Avsec
55/ 2017 Bandara Adisutjipto.
55
SP.H/X/2017 31 October Successfully Fails Sabu-Sabu Smuggling Worth Rp4.5 M, PT
2017 Angkasa Pura I (Persero) Management Gives Appreciation to Avsec
Adisutjipto Airport.
1 November Gempa 5,2 SR di Barat Daya Ambon, Pelayanan Bandara Pattimura
56/SP.H/ 2017 Tetap Berjalan Normal.
56
XI/2017 1 November Earthquake 5.2 SR in Southwest Ambon, Pattimura Airport
2017 Services Stay Walk Normal.
PT Angkasa Pura I (Persero) Gandeng KNKT dan Undip
3 November
Kembangkan Aplikasi Monitoring Ketinggian Air di Runway.
57/SP.H/ 2017
57 PT Angkasa Pura I (Persero) With KNKT and Undip Develop Water
XI/2017 3 November
Height Monitoring Applications at Runway. With KNKT and Undip
2017
Develop Water Height Monitoring Applications at Runway.
5 November
Sampai Dengan September 2017, Laba PT Angkasa Pura I (Persero)
58/SP.H/ 2017
58 Tumbuh 24,13%.
XI/2017 5 November
Until September 2017, PT Angkasa Pura I (Persero) Grows 24.13%.
2017
Bandara PT Angkasa Pura I (Persero) Siap Layani Tamu Undangan
7 November
Pernikahan Putri Presiden Joko Widodo.
59/SP.H/ 2017
59 Airport PT Angkasa Pura I (Persero) With KNKT and Undip Develop
XI/2017 7 November
Water Height Monitoring Applications at Runway. Ready to Serve
2017
Guests Princess’s Wedding Invitation President Joko Widodo.
Utamakan Keselamatan Awak Pesawat dan Groundhandling,
8 November
Bandara Adi Soemarmo Solo Gunakan Towing untuk Parkir
60/SP.H/ 2017
60 Pesawat.
XI/2017 8 November
Prioritize the Safety of Aircrew and Groundhandling, Adi
2017
Soemarmo Solo Airport Use Towing for Aircraft Parking.

Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
10 November Bandara I Gusti Ngurah Rai Bali Raih Peringkat 1 Dunia pada
61/SP.H/ 2017 Penilaian ASQ Triwulan III 2017.
61
XI/2017 10 November I Gusti Ngurah Rai Bali Airport Achieved 1st World Ranking on ASQ
2017 Assessment of Third Quarter 2017.
Tiga Bandara PT Angkasa Pura I (Persero) Terapkan E-Billing Guna
11 November Tingkatkan Efisiensi Penerimaan Pendapatan dan Layanan kepada
62/SP.H/ 2017 Mitra Usaha.
62
XI/2017 11 November Three PT Angkasa Pura I (Persero)Airport Apply E-Billing In order
2017 to Improve the Efficiency of Revenue and Service Receipts to
Business Partners.
14 November Bandara Syamsudin Noor Banjarmasin Sigap Atasi Kerusakan
63/SP.H/ 2017 Fasilitas Akibat Cuaca Ekstrim.
63
XI/2017 14 November Syamsudin Noor Airport Banjarmasin Overcome Damage to
2017 Facilities Due to Extreme Weather.
16 November Kejar Target 500 Ribu Wisatawan Mancanegara pada Tahun 2025
64/SP.H/ 2017 Kunjungi Jawa Tengah, PT Angkasa Pura I (Persero)Gelar FGD.
64
XI/2017 16 November Pursue Target of 500 Thousand Foreign Travelers in 2025 Visit
2017 Central Java, Angkasa Pura I Hold FGD.
19 November Direktur Utama Angkasa Pura I Danang S. Baskoro Tutup Usia.
65/SP.H/ 2017 President Director of PT Angkasa Pura I (Persero), Danang S.
65
XI/2017 19 November Baskoro Close Age.
2017
20 November Wendo Asrul Rose Ditunjuk sebagai PLT Direktur Utama PT
66/SP.H/ 2017 Angkasa Pura I (Persero).
66
XI/2017 20 November Wendo Asrul Rose Appointed as PLT President Director of PT
2017 Angkasa Pura I (Persero).
25 November Bandara I Gusti Ngurah Rai Bali Siap Antisipasi Dampak Letusan
67/SP.H/ 2017 Gunung Agung.
67
XI/2017 25 November I Gusti Ngurah Rai Airport Bali Ready to Anticipate the Impact of
2017 Mount Agung Eruption.
26 November
68/SP.H/ 2017 NOTAMN B8868/17: Bandara Internasional Lombok Ditutup.
68
XI/2017 26 November NOTAMN B8868/17: Lombok International Airport Closed.
2017
27 November Bandara Lombok Dibuka Kembali Hari ini Pukul 06.00 WITA,
69/SP.H/ 2017 Bandara Bali Ditutup Sementara.
69
XI/2017 27 November Lombok Airport Reopened Today At 06.00 WITA, Bali Airport
2017 Closed Meanwhile.
27 November
70-2/SP.H/ 2017 Pelayanan Penumpang Terdampak Penutupan Bandara Bali.
70
XI/2017 27 November Passenger Service Affected by Bali Airport Closure.
2017
27 November PT Angkasa Pura I (Persero) Fasilitasi Sebagian Penumpang
70-3/SP.H/ 2017 Terdampak Gunakan Moda Transportasi Darat.
71
XI/2017 27 November PT Angkasa Pura I (Persero) Facilitate Some Impacted Passengers
2017 Use Land Transport Modes.
28 November Penutupan Bandara Internasional I Gusti Ngurah Rai Kembali di
70-5/SP.H/ 2017 Perpanjang untuk 24 Jam Ke Depan.
72
XI/2017 28 November International Airport Closing I Gusti Ngurah Rai Back in Extend for
2017 24 Hours Ahead.
28 November Bandara Bali Manfaatkan Masa Penutupan Bandara dengan
70-6/SP.H/ 2017 Lakukan Pekerjaan Pemeliharaan.
73
XI/2017 28 November Bali Airport Make Use of the Airport Closing Period by Doing
2017 Maintenance Work.

2017 Annual Report
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Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
29 November
70-7/SP.H/ 2017 Bandara I Gusti Ngurah Rai Bali Dibuka.
74
XI/2017 29 November Airport I Gusti Ngurah Rai Bali Opened.
2017
28 November Cuaca Ekstrim Ganggu Operasional Penerbangan Bandara
71/SP.H/ 2017 Yogyakarta dan Bandara Solo.
75
XI/2017 28 November Extreme Weather Disturb Flight Operations Yogyakarta Airport
2017 and Solo Airport.
29 November
72/SP.H/ 2017 Dukung Pengembangan Pariwisata Biak Numfor, API Inisiasi CDD.
76
XI/2017 29 November Support Tourism Development Biak Numfor, CDD Initiation API.
2017
30 November
70-8/SP.H/ 2017 Bandara I Gusti Ngurah Rai Kembali Dibuka.
77
XI/2017 30 November Airport I Gusti Ngurah Rai Back Opened.
2017
30 November
NOTAMN B9033/17: Bandara Internasional Lombok Kembali
70-9/SP.H/ 2017
78 Ditutup.
XI/2017 30 November
NOTAMN B9033/17: Lombok International Airport Back Closed.
2017
30 November Ribuan Penumpang Mulai Terbang dari Bali, 69 Pembatalan
70-10/SP.H/ 2017 Penerbangan di Bandara Lombok.
79
XI/2017 30 November Thousands of Passengers Start Fly from Bali, 69 Flight
2017 Cancellations at Lombok Airport.
2 Desember Ribuan Penumpang Mulai Terbang dari Bali, 69 Pembatalan
70-11/SP.H/ 2017 Penerbangan di Bandara Lombok.
80
XI/2017 2 December Thousands of Passengers Start Fly from Bali, 69 Flight
2017 Cancellations at Lombok Airport.
Proses Pengosongan Lahan Pembangunan NYIA Berlangsung Tertib
5 Desember
dan Kondusif, Warga Terdampak Difasilitasi Rusunawa.
73/SP.H/ 2017
81 The Process of Land Dissipation The construction of NYIA is
XII/2017 5 December
Orderly and Conducive, the Impacted Residents are Facilitated by
2017
Rusunawa.
6 Desember Gelar FGD, PT Angkasa Pura I (Persero) Kembali Gaungkan Potensi
74/SP.H/ 2017 Pariwisata di Kalimantan Selatan.
82
XII/2017 6 December Hold FGD, PT Angkasa Pura I (Persero) Back Pockets Tourism
2017 Potential in South Kalimantan.
Dukung Pencapaian Target 1 Juta Wisatawan ke Sulawesi Utara, PT
14 Desember Angkasa Pura I (Persero) Gelar Kegiatan Collaborative Destination
75/SP.H/ 2017 Development.
83
XII/2017 14 December Supporting the Achievement of 1 Million Tour Targets to North
2017 Sulawesi, PT Angkasa Pura I (Persero) Holds Collaborative
Destination Development Activities.
22 Desember Kementerian BUMN Tunjuk Faik Fahmi sebagai Direktur Utama PT
76/SP.H/ 2017 Angkasa Pura I (Persero).
84
XII/2017 22 December Ministry of State Enterprises Appoints Faik Fahmi as Managing
2017 Director of PT Angkasa Pura I (Persero).
23 Desember PT Angkasa Pura I (Persero) Siapkan Posko untuk Layani
77/SP.H/ 2017 Penumpang Libur Natal dan Tahun Baru 2018.
85
XII/2017 23 December PT Angkasa Pura I (Persero) Prepare Post to Serve the Passenger
2017 of Christmas Holiday and New Year 2018.
24 Desember Posko Nataru: Hingga H-2 Libur Natal, Angkasa Pura I Layani 1,72
78/SP.H/ 2017 Juta Penumpang.
86
XII/2017 24 December Nataru Post: Up to H-2 Christmas Holiday, PT Angkasa Pura I
2017 (Persero) Serves 1.72 Million Passengers.

Nomor
Siaran Pers
Tanggal Judul
No Number
Date Title
of Press
Conference
25 Desember PT Angkasa Pura I (Persero) Hadirkan Suasana Natal Ceria di
79/SP.H/ 2017 Bandara.
87
XII/2017 25 Desember PT Angkasa Pura I (Persero) Presents a Cheerful Christmas
2017 Atmosphere at the Airport.
27 Desember Hari Kedua Libur Natal, Kenaikan Penumpang di Bandara PT
80/SP.H/ 2017 Angkasa Pura I (Persero) Capai 8,71%.
88
XII/2017 27 December Second Day of Christmas Holiday, Passenger Rise at PT Angkasa
2017 Pura I (Persero) Airport Reaches 8.71%.
29 Desember
Waspadai Penipuan Berkedok Lowongan Pekerjaan Angkasa Pura I.
81/SP.H/ 2017
89 Beware of Fraud Under the Guise of PT Angkasa Pura I (Persero)
XII/2017 29 December
Works.
2017
Amankan Peluru Tajam Tanpa Izin di Bandara Makassar, PT
31 Desember Angkasa Pura I (Persero) Konsisten Jaga Keselamatan dan
82/SP.H/ 2017 Keamanan Penerbangan.
90
XII/2017 31 December Secure Unauthorized Sharp Bullets at Makassar Airport, PT
2017 Angkasa Pura I (Persero) Consistent Keep Flight Safety and
Security.
BULETIN BULETIN
PT Angkasa Pura I (Persero) telah menerbitkan PT Angkasa Pura I (Persero) has been published
Majalah Internal Angkasa Pura Magazine Tahun 2017 5 (five) Edition of Internal Magazine in 2017. In
sebanyak 5 (lima) Edisi. Di Bulan Februari 2018, February 2018, Angkasa Pura Magazine get Silver
Angkasa Pura Magazine kembali mendapatkan Award again, Category of State Owned Enterprise
penghargaan Silver Award, Kategori Perusahaan Company - in Indonesia Inhouse Magazine Award
BUMN - Indonesia Inhouse Magazine Award (InMA) (InMA) 2016, Organized by Press Company Union
2016 oleh Serikat Perusahaan Pers (SPS). (SPS).
Selain itu, Angkasa Pura Magazine juga memperoleh In addition, Angkasa Pura Magazine also get Bronze
penghargaan Bronze Winner The Best State-Owned Winner Award The Best State-Owned Enterprise
Enterprise Inhouse Magazine - Indonesia Inhouse Inhouse Magazine – in Indonesia Inhouse Magazine
Magazine Award (InMA) 2017 - Serikat Perusahaan Award (InMA) 2017 – Press Company Union (SPS) on
Pers (SPS) pada tanggal 3 Februari 2017. February 3, 2017.
TRANSPARANSI PENYAMPAIAN LAPORAN TRANSPARENCY OF REPORT SUBMITTING
Selama tahun 2017, PT Angkasa Pura I (Persero) During 2017, PT Angkasa Pura I (Persero) has fulfiled
telah memenuhi kewajiban dalam penyampaian their obligation in submitting report to Financial
laporan kepada Otoritas Jasa Keuangan terkait Service Authority related to their obligation as
kewajiban sebagai emiten sebanyak 18 (delapan issuer. There are 18 (eighteen) reports which are:
belas) laporan, sebagai berikut:

2017 Annual Report
747
Tanggal
Penyampaian
Laporan Jenis Laporan | Types of Report
Report Submission
Date
Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum Obligasi I dan Sukuk
13 Januari 2017 Ijarah I PT Angkasa Pura I (Persero) Tahun 2016 Per 31 Desember 2016.
January 13, 2017 Report on the Realization of the Use of the Fund from Public Offering Bonds I and
Sukuk Ijarah PT Angkasa Pura I (Persero) in 2016 Per December 31, 2016.
Revisi Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum Obligasi I dan
Sukuk Ijarah I PT Angkasa Pura I (Persero) Tahun 2016 Per 31 Desember 2016.
10 Maret 2017
Revision of Report on the Realization of the Use of the Fund from Public Offering
March 10, 2017
Bonds I and Sukuk Ijarah PT Angkasa Pura I (Persero) in 2016 Per December 31,
2016.
Laporan Keuangan Konsolidasian PT Angkasa Pura I (Persero) dan Entitas Anak per
29 Maret 2017 31 Desember 2015 dan 31 Desember 2016.
March 29, 2017 Consolidated Financial Statement of PT Angkasa Pura I (Persero) and its
Subsidiaries Per December 31, 2015 and December 31, 2016.
Checklist Pengungkapan Laporan Keuangan Konsolidasian PT Angkasa Pura I
29 Maret 2017 (Persero) dan Entitas Anak per 31 Desember 2015 dan 31 Desember 2016.
March 29, 2017 Disclosure Checklist of Consolidated Financial Statement of PT Angkasa Pura I
(Persero) and its Subsidiaries Per December 31, 2015 and December 31, 2016.
Laporan Penyampaian Bukti Iklan Laporan Keuangan Tahunan di Surat Kabar
29 Maret 2017 Harian.
March 29, 2017 Report of Submission Advertising Evidence of Annual Financial Report in Daily
Newspaper.
6 April 2017 Laporan Informasi atau Fakta Material terkait Perubahan Dewan Komisaris.
April 6, 2017 Information Report or Material Fact Related to Commissioners Board Change.
2 Mei 2017 Laporan Tahunan 2016.
May 2, 2017 Annual Report 2016.
Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum Obligasi I dan Sukuk
17 Juli 2017 Ijarah I PT Angkasa Pura I (Persero) Tahun 2016 Per Per 30 Juni 2017.
July 17, 2017 Report on the Realization of the Use of the Fund from Public Offering Bonds I and
Sukuk Ijarah I PT Angkasa Pura I (Persero) in 2016 Per June 30, 2017.
Laporan Keuangan Interim Konsolidasian PT Angkasa Pura I (Persero) dan Entitas
25 Juli 2017 Anak Per 30 Juni 2017 dan 31 Desember 2016.
July 25, 2017 Interim Consolidated Financial Statement of PT Angkasa Pura I (Persero) and its
Subsidiaries Per June 30, 2017 and December 31, 2016.
Checklist Pengungkapan Laporan Keuangan Interim Konsolidasian PT Angkasa Pura
25 Juli 2017 I (Persero) dan Entitas Anak Per 30 Juni 2017 dan 31 Desember 2016.
July 25, 2017 Disclosure Checklist of Interim Consolidated Financial Statement of PT Angkasa
Pura I (Persero) and its Subsidiaries Per June 30, 2017 and December 31, 2016.
Laporan Penyampaian Bukti Iklan Laporan Keuangan Tahunan di Surat Kabar
25 Juli 2017 Harian.
July 25, 2017 Report of Submission Advertising Evidence of Annual Financial Report in Daily
Newspaper.
11 Agustus 2017 Laporan Pemeringkatan Tahunan.
August 11, 2017 Annual Ranking Report.
Laporan Informasi atau Fakta Material terkait Pengangkatan Sardjono Jhony
14 Agustus 2017 Tjitrokusumo sebagai Direktur Hubungan Internasional dan Pengembangan Usaha.
August 14, 2017 Information Report or Material Fact Related to Sardjono Jhony Tjitrokusumo
Appointment as Director of International Relation and Bussiness Development.
Reissue Laporan Keuangan Interim Konsolidasian PT Angkasa Pura I (Persero) dan
12 Oktober 2017 Entitas Anak Per 30 Juni 2017 dan 31 Desember 2016.
October 12, 2017 Reissue Interim Consolidated Financial Statement of PT Angkasa Pura I (Persero)
and its Subsidiaries Per June 30, 2017 and December 31, 2016.
15 November 2017 Laporan Penunjukkan Akuntan Publik dan Kantor Akuntan Publik.
November 15, 2017 Report of Appointment of Public Accountant and Public Accounting Firm.

Tanggal
Penyampaian
Laporan Jenis Laporan | Types of Report
Report Submission
Date
Laporan Informasi atau Fakta Material terkait Pengangkatan Wendo Asrul Rose
20 November 2017 sebagai Pelaksana Tugas Direktur Utama.
November 20, 2017 Information Report or Material Fact related to Wendo Asrul Rose Appointment as
Caretaker of Main Director.
Laporan Informasi atau Fakta Material terkait Pemberhentian Dwi Ary Prunomo
14 Desember 2017 sebagai Komisaris.
December 14, 2017 Information Report or Material Fact Related to Dwi Ary Prunomo Termination as
Commissioner.
Laporan Informasi atau Fakta Material terkait Pengangkatan Faik Fahmi sebagai
22 Desember 2017 Direktur Utama dan Devy W. A. Suradji sebagai Direktur Pemasaran dan Pelayanan
December 22, 2017 Information Report or Material Fact Related to the Appointment of Faik Fahmi as
Main Director and Devy W. A. Suradji as Marketing and Service Director
SEKRETARIS PERUSAHAAN COMPANY SECRETARY
Nama : Israwadi Name : Israwadi

Alamat : Kota Baru Bandar Kemayoran Address : Kota Baru Bandar Kemayoran
Blok B12 Kavling Nomor 2 Blok B12 Kavling Nomor 2
Jakarta, 10610 Jakarta, 10610
Telp : (62-21) 654 1961 Phone : (62-21) 654 1961

Fax : (62-21) 654 1513/14 Fax : (62-21) 654 1513/14
Email : humas@ap1.co.id Email : humas@ap1.co.id
Website : www.ap1.co.id Website : www.ap1.co.id
Twitter : @ap_airports Twitter : @ap_airports
Instagram : @ ap_airports Instagram : @ ap_airports
Facebook : PT Angkasa Pura I (Persero) Facebook : PT Angkasa Pura I (Persero)
Youtube : PT Angkasa Pura I (Persero) Youtube : PT Angkasa Pura I (Persero)
KODE ETIK CODE OF CONDUCT
Perseroan memiliki Pedoman Etika Perusahaan The Corporate has a Code of Conduct which is
(Code of Conduct) yang diatur dalam Keputusan stipulated in the Decree of Board of Directors
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.43/ of PT Angkasa Pura I (Persero) Number: KEP.43/
OM.04/2014 tentang Pedoman Prilaku (Code of OM.04/2014 on Code of Conduct of PT Angkasa Pura
Conduct) PT Angkasa Pura I. Pedoman prilaku I. The Company’s Code of Conduct is a collection of
Perseroan merupakan kumpulan komitmen yang commitments consists of business and work ethics
terdiri dari etika usaha dan etika kerja yang disusutan which are arranged to influence, establish, organize,
untuk mempengaruhi, membentuk, mengatur dan and keep the conformity of behavior in order to
melakukan kesesuaian perilaku sehingga tercapai achieve consistent result that corresponds with the
hasil yang konsisten yang sesuai dengan Budaya culture of the company to achieve its vision and
Perseroan dalam mencapai visi dan misi. Pedoman mission. The Code serves as guidelines that apply
tersebut menjadi panduan yang berlaku bagi setiap to every person at every organizational level of
insan Perseroan pada setiap level organisasi yang the company that is expected to provide clarity of
diharapkan akan memberikan kejelasan tindakan actions which are taken and obeyed in accordance
yang harus dilakukan dan ditaati sesuai dengan with corporate values that have been build.
nilai-nilai korporasi yang telah dibangun.

2017 Annual Report
749
POKOK-POKOK KODE ETIK CODE OF CONDUCT SUBJECT MATTERS
Adapun muatan dari kode etik PT Angkasa Pura I The code of Conduct of Pt Angkasa Pura I (Persero)
(Persero) sebagai berikut. is as follows.
Bab I Pendahuluan Chapter I Introduction

Memuat dasar pemikiran; sasaran Pedoman Etika Contains rationale; target of company’s code of
Perusahaan; tujuan Pedoman Etika Perusahaan, ethics; objectives of the company’s code of ethics,
tanggung jawab pegawai Perusahaan terhadap employee responsibility on the implementation of
implementasi Pedoman Etika Perusahaan; dan the code of ethics; and leader responsibility on the
tanggung jawab para pimpinan Perusahaan implementation of code of ethics.
terhadap implementasi Pedoman Etika Perusahaan.
Bab II Visi, Misi, Komitmen dan Budaya Kerja Chapter II Vision, Mission, Company commitment
Perusahaan and work culture
Memuat visi; misi; komitmen Perusahaan; dan Contains vision; mission; Company commitment; and
budaya kerja Perusahaan. Company work culture
Bab III Pedoman Etika Kerja Chapter III Code of Ethics

Memuat etika dan perilaku Dewan Komisaris, Contains ethics and conduct of Commissioner Board,
Direksi, dan pegawai; keselamatan, kesehatan serta Director Board, and employees; safety, health and
lingkungan kerja; hak kekayaan intelektual; sistem work environment, Intellectual property rights;
teknologi informasi dan komunikasi; penyimpanan communication and information technology systems;
dokumen; pencatatan dan pelaporan keuangan; document storage; financial recording and reporting;
pengamanan aktiva Perusahaan; kerahasiaan assets of the company safeguarding; confindental
informasi; reputasi dan citra Perusahaan; benturan information; reputation and image of the company;
kepentingan; suap dan KKN; donasi, jamuan dan conflicts of interest; bribery and collusion, corruption
hadiah; biaya perjalanan dinas; dan kontribusi and nepotism; donation, banquet and gifts; official
aktivitas politik. travel expenses; and contribution to political activity.
Bab IV Pedoman Etika Usaha Chapter IV Code of Conduct

Memuat kepatuhan terhadap hukum, peraturan Contains compliance with laws, regulations and
dan kebijakan; hubungan Perusahaan dengan policies; the company’s relationship with costumer,
pelanggan, pemerintah, mitra kerja, pemasok, government, partners, suppliers, creditors/investors
kreditur/investor, dan Anak Perusahaan/ and subsidiaries/joint ventures/affiliated companies;
perusahaan patungan/perusahaan afiliasi; dan and social responsibility to community.
tanggung jawab sosial kepada masyarakat.
Bab V Penerapan Pedoman Perilaku Chapter V Code of Conduct Impelentation

Memuat sosialisi pedoman perilaku, arahan Contains code of conduct socialization, brief
ringkas pelaksanaan pernyataan kepatuhan insan direction on the implementation of the declaration
Perusahaan, saluran pengaduan masalah; dan of the company’s compliance, complaint channels;
sanksi terhadap pelanggaran pedoman perilaku. and sanction for violations of code of conduct.
Bab VI Penutup Chapter VI Conclusion
KEPATUHAN TERHADAP KODE ETIK COMPLIANCE TO THE CODE OF CONDUCT
Code of conduct adalah komitmen PT Angkasa Pura Code of conduct is PT Angkasa Pura I (Persero)
I (Persero) untuk patuh pada ketentuan hukum dan commitment to comply with provisions of the law
standar etika tertinggi di mana saja PT Angkasa and the highest ethical standards on any business/
Pura I (Persero) melakukan kegiatan bisnis/ operations of PT Angkasa Pura I (Persero). In
operasionalnya. Pengelolaan Perseroan selain addition, to comply with the applicable legislation,
harus mengikuti peraturan perundang-undangan the company management shall uphold the norms

yang berlaku juga harus menjunjung tinggi norma and ethical valaues.
dan nilai etika.
Code of conduct berlaku bagi seluruh insan Code of conduct applies to all individual on the
Perseroan, yaitu Dewan Komisaris, Direksi, dan company, that is Board of commissioner, Board
seluruh Karyawan. Seluruh insan Perseroan of directiors, and all of employees. All individual
mempunyai kesadaran untuk menjalankan etika process awarenes to implement good ethics which
yang baik akan meningkatkan dan memperkuat in turn will improve and strengthen the reputation
reputasi Perseroan. of the company.
PENYEBARLUASAN KODE ETIK CODE OF CONDUCT SOCIALIZATION
Perseroan senantiasa melakukan sosialisasi Code The company holds code of conducts socialization
of Conduct kepada seluruh insan Perseroan pada constantly to all company personnel at every level/
setiap tingkatan/jenjang organisasi. Sosialisasi hierarchy. Socialization is carried out through a new
tersebut dilakukan melalui program orientasi insan personnel orientation program to the company,
baru Perseroan, pembagian buku saku, website, booklet distribution, website, as well as on events
serta melalui kegiatan dan media lainnya yang and other media owned by the company.
dimiliki Perseroan.
UPAYA PENERAPAN DAN PENEGAKAN KODE ETIK CODE OF CONDUCT IMPLEMENTATION AND
ENFORCEMENT
Setiap insan Perseroan berkewajiban untuk Every personnel of the company is obliged to report
melaporkan kecurigaan maupun pelanggaran suspicion as well as code of conduct violation to
terhadap Code of Conduct kepada Direksi/Dewan the Board of Directors, Board of Commissioner,
Komisaris/pimpinan unit kerja yang membidangi head of work unit in charge of human capital. The
masalah personalia. Perusahaan juga memiliki company also has Employement Advisory Board
Badan Pertimbangan Kepegawaian (BPK) dan (BPK in Indonesia) and Employee Disciplinary
Panitia Pembinaan dan Pemeriksaan Pelanggaran and Violation Examination Committe (P4DP) to
Disiplin Pegawai (P4DP) yang berfungsi untuk conduct examination for human capital disciplinary
melakukan pemeriksaan terhadap pelanggaran violations of the company. The company protects
disiplin human capital Perseroan. Perseroan and ensures the confidentiality of the informant.
melindungi dan menjamin kerahasiaan pelapor.
Setiap pelanggaran atas Code of Conduct akan Any violation of the code of conduct will be subject
dikenakan sanksi sesuai dengan peraturan to sanction according to applicable regulations and
yang berlaku dan pengenaan sanksi tersebut indiscriminate imposition of sanction. The sanction
tidak bersifat diskriminatif. Proses pengenaan imposition is conducted through a process that is
sanksi dilakukan melalui proses yang obyektif, objective, independent and in tiers. The given type
independen dan berjenjang. Jenis sanksi yang of sanction is adjusted to the level of violation that
dikenakan disesuaikan dengan tingkat kesalahan is made.
yang dilakukan.
JENIS SANKSI PELANGGARAN KODE ETIK TYPE OF SANCTION OF THE CODE OF CONDUCT
VIOLATION
Adapan jenis sanksi atas pelanggaran kode etik Type of sanction of the code of conduct violation on
pada PT Angkasa Pura I (Persero) adalah sebagai PT Angkasa Pura I (Persero) is as follows.
berikut.

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Tabel Jenis Sanksi Pelanggaran Kode Etik

Table of Code of Ethics Sanction Type
Tingkat Sanksi Jenis Sanksi | Type of Sanction

Level of Sanction
Disiplin Ringan Peringatan/teguran lisan.
Peringatan/teguran tertulis.
Mild Discipline Pernyataan tidak puas tertulis.
Penundaan kenaikan gaji berkala.
Oral warning/notice.
Written warning/notice.
Written dissatisfied statement.
Suspension of periodic salary adjustment.
Disiplin Sedang Penurunan gaji sebesar satu kali kenaikan gaji berkala untuk paling lama 1 (satu) tahun.
Penurunan pangkat pada pangkat yang setingkat lebih rendah untuk paling lama 1 (satu)
Moderate Discipline tahun.
Penurunan kelas jabatan pada kelas jabatan setingkat lebih rendah untuk paling lama 1
(satu) tahun.
Salary reduction for one time period of salary adjustment for 1 (one) year at most.
Demotion to one rank lower for 1 (one) year at most.
Position class demotion to one position class lower for 1 (one) year at most.
Disiplin Berat Pembebasan dari jabatan struktural dan tidak ditempatkan di jabatan struktural lainnya.
Penurunan pangkat pada pangkat 2 (dua) tingkat lebih rendah atau lebih.
Severe Discipline Penurunan kelas jabatan pada kelas jabatan 2 (dua) tingkat atau lebih.
Pemberhentian dengan hormat tidak atas permintaan sendiri sebagai Pegawai.
Pemberhentian tidak dengan hormat sebagai Pegawai.
Exemption from structural position and not placed in another structural position.
Demotion to 2 (two) ranks lower or more.
Position class demotion to 2 (two) position class lower or more.
Honorable termination not as his/her request as an employee.
Dishonorable termination as an employee.
JUMLAH PELANGGARAN KODE ETIK NUMBER OF CODE OF CONDUCT VIOLATIONS
Pada tahun 2017, jumlah pelanggaran kode By 2017, the number of violations of the code of
etik sebanyak 11 (sebelas) laporan bidang ethics are 11 (eleven) employment reports. Related
kepegawaian. Terkait laporan bidang kepegawaian to employment report has been followed up by
telah ditindaklanjuti oleh Panitia Pembinaan dan Committee of Guidance and Inspection Offering
Pemeriksaan Pelanggaran Disiplin Pegawai (P4DP). Employee Discipline (P4DP).
KEBIJAKAN GRATIFIKASI GRATIFICATION POLICY
Demi mewujudkan komitmen PT Angkasa Pura I In order to actualize the PT Angkasa Pura I (Persero)
(Persero) dalam Program Pengendalian Gratifikasi commitment on Gratification Control Program (PPG)
(PPG), yang ditandai dengan penandatanganan started since the signing commitment between PT
komitmen antara PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) and Corruption Eradication
dengan Komisi Pemberantasan Korupsi (KPK) pada Commission (KPK) on April 11, 2014, PT Angkasa
tanggal 11 April 2014, PT Angkasa Pura I (Persero) Pura I ( Persero) form Gratification Control Unit at
telah membentuk Unit Pengendalian Gratifikasi head office and appointed representative in all of
(UPG) di Kantor Pusat dan menunjuk perwakilannya branch office.
di seluruh Kantor Cabang.
Selama tahun 2017 Unit Pengendali Gratifikasi During 2017, Gratification Control Unit has
(UPG) Perusahaan telah menjalankan beberapa performed several programs as follows:
program antara lain sebagai berikut:

PENGELOLAAN PENGENDALIAN GRATIFIKASI GRATIFICATION CONTROL MANAGEMENT
Sesuai Keputusan Direksi PT Angkasa Pura I Pursuant to the Decision of the Board of Directors
(Persero) Nomor KEP.85/PG.02/2014 tentang of PT Angkasa Pura I (Persero) Number KEP.85/
Pedoman Pengendalian Gratifikasi PT Angkasa PG.02/2014 on Guidelines for Gratification Control
Pura I (Persero) yang telah diperbaharui dengan of PT Angkasa Pura I (Persero) which has been
Keputusan Direksi PT Angkasa Pura I (Persero) renewed by Directors Decision PT Angkasa Pura I
Nomor KEP.09/PG.02/2018 tentang Pedoman (Persero) Number KEP.09/PG .02/2018 on Guidelines
Pengendalian Gratifikasi PT Angkasa Pura I (Persero), for Gratification Control of PT Angkasa Pura I
Compliance and Regulation Department sebagai (Persero), Compliance and Regulation Department
Unit Pengendali Gratifikasi (UPG) PT Angkasa Pura as Gratification Control Unit (UPG) PT Angkasa Pura
I (Persero) menerima dan meneruskan pelaporan I (Persero) receives and passes reporting of receipt
penerimaan dan/atau pemberian gratifikasi kepada and/or gratuity to KPK. The mechanism for handling
KPK. Adapun mekanisme penanganan pelaporan reporting of receipt and/or granting of gratification
penerimaan dan/atau pemberian gratifikasi PT of PT Angkasa Pura I (Persero) is as follows:or
Angkasa Pura I (Persero) adalah sebagai berikut: granting of gratification of PT Angkasa Pura I
(Persero) is as follows:
2
Menyerahkan
Barang
Gratifikasi ke 3
1 Unit Pengendali a b c
Gratifikasi Kantor
Pusat atau Kantor
Cabang
Menyerahkan
langsung atau
Mengisi Formulir Mengirimkan Verifikasi Rekapitulasi Mengirimkan
Pelaporan Gratifikasi Formulir ke Email kelengkapan, Laporan Laporan
(Download Formulir Pada pelaporan. Review Dokumen, (7 Hari Kerja) Penerima Gratifikasi
halaman Utama Intranet gratifikasi@ap1. @ Dokumentasi Barang ke KPK
co.id dan Menyimpang
Barang Gratifikasi
MULAI
4
Surat Keputusan
a b c
DATA
Surat Keputusan
Penerima Gratifikasi
Penetapan
(Pelapor)
Status Gratifikasi Verifikasi Analisa dan Permintaan Data
Kelengkapan Penetapan Status dan Keterangan
6 7
Menyerahkan Barang • KPKNL

Gratifikasi • Kemenku Rekening
Milik Negara Kas Negara
SOSIALISASI KEBIJAKAN GRATIFIKASI SOCIALIZATION OF GRATIFICATION POLICY
Dalam rangka meningkatkan awareness dan In order to increase awareness and understanding
pemahaman terkait sistem Pengendalian Gratifikasi of gratification control system to all employee,
kepada seluruh Pegawai, PT Angkasa Pura I PT Angkasa Pura I (Persero) develop socialization
(Persero) mengembangkan program sosialisasi program which conduct through :
yang dilakukan melalui:
a. Memasukkan Program Pengendalian Gratifikasi a. Include Gratification Control Program in learning
dalam kurikulum pembelajaran Pegawai curriculum of employee and executive official.
maupun Pejabat.

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753
b. Bekerja sama dengan Training and Development b. Cooperate with Training and Development Group
Group untuk menyelenggarakan Workshop to hold a Workshop Complete Integrity in 2
Tunas Integritas sebanyak 2 batch. batch.
c. Pelaksanaan kampanye dan sosialisasi c. Conduct a campaign and socialization
Pengendalian Gratifikasi melalui Surat Edaran, Gratification Control through circular letter,
standing banner, stiker, dan poster. standing banner, sticker and poster.
PARTISIPASI AKTIF DALAM PEMBANGUNAN ACTIVE PARTICIPATION IN DEVELOPING NATIONAL

SISTEM INTEGRASI NASIONAL INTEGRITY SYSTEM
Sejalan dengan komitmen Program Pengendalian Along with Gratification Control Program
Gratifikasi, PT Angkasa Pura I (Persero) selalu aktif commitment, PT Angkasa Pura I (Persero) always
berpartisipasi dalam program yang diselenggarakan participate actively in program which hold by KPK
oleh KPK, antara lain dengan mengirimkan by sending representative in National Integrity
perwakilan pada Rembuk Integritas Nasional (RIN) Discussion (RIN) 2017 and World Anti-Corruption
2017 dan Peringatan Hari Antikorupsi Sedunia 2017 day 2017 and the National Conference on Corruption
dan Konferensi Nasional Pemberantasan Korupsi Eradication (KNPK) 2017.
(KNPK) 2017.
LAPORAN GRATIFIKASI TAHUN 2017 GRATIFICATION REPORT IN 2017
Sampai dengan bulan Desember 2017 terdapat 10 Until December 2017 there are 10 (ten) gratification
(sepuluh) laporan penerimaan gratifikasi, dengan receive report, with the money value in amount of
nilai setara uang sebesar Rp5.914.000 (lima juta Rp5.914.000 (five million nine hundred and fourteen
sembilan ratus empat belas rupiah). thousand rupiah).
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
Dalam rangka implementasi prinsip Tata Kelola In order to implement Good Corporate Governance
Perusahaan yang Baik (Good Corporate Governance), principle, PT Angkasa Pura I (Persero) committed
PT Angkasa Pura I (Persero) telah berkomitmen to establish whistleblowing system which acts as
untuk membangun Sistem Pelaporan Pelanggaran a medium in prevention, disclosure of violation or
(Whistleblowing System) yang berfungsi sebagai fraudulence on company which is written in Board
sarana dalam pencegahan, pengungkapan of Directors of PT Angkasa Pura I (persero) Decree
pelanggaran atau kecurangan dalam Perusahaan, Number: KEP. 192/PG.01/2016 on Whistleblowing
yang telah dituangkan pada Keputusan Direksi System.
PT Angkasa Pura I (Persero) Nomor: KEP. 192/
PG.01/2016 tentang Pedoman Sistem Pelaporan
Pelanggaran (Whistleblowing System).
KEBERADAAN DAN TUJUAN WHISTLEBLOWING WHISTLEBLOWING SYSTEM PRESENCE AND

SYSTEM PURPOSE
Tujuan ditetapkannya Pedoman Sistem Pelaporan The purpose of applying Whistleblowing System of
Pelanggaran (Whistleblowing System) PT Angkasa PT Angkasa Pura I (Persero) is as follows:
Pura I (Persero) adalah sebagai berikut:
1. Menciptakan iklim kerja yang kondusif dan 1. Create conducive situation and as tools for
menjadi sarana bagi stakeholders serta insan PT Angkasa Pura I (Persero) stakeholder and
PT Angkasa Pura I (Persero) untuk melaporkan personnel to report actions that may cause
hal - hal yang dapat menimbulkan kerugian financial or nonfinancial loss that may harm
Perseroan baik finansial maupun non finansial image and business continuity of PT Angkasa
yang dapat merusak citra dan keberlangsungan Pura I (Persero).
usaha PT Angkasa Pura I (Persero).

2. Sebagai upaya dalam pengungkapan 2. As an effort to disclose violation on PT Angkasa

pelanggaran di PT Angkasa Pura I (Persero) Pura I (Persero) that is noncompliant to ethics
yang tidak sesuai dengan standar etika dan standard and regulations.
hukum.
3. Mendorong insan PT Angkasa Pura I (Persero) 3. Encourage PT Angkasa Pura I (Persero)
untuk menghindarkan diri dari tindak personnel to avoid fraudulunce, violation of law
kecurangan (fraud), pelanggaran hukum dan and ethics violations as well as other violations
pelanggaran etika serta pelanggaran lainnya since the greater the potential of such actions to
karena semakin besar potensi tindakan- be detected and reported.
tindakan pelanggaran tersebut untuk terdeteksi
dan terlaporkan.
4. Tersedianya mekanisme untuk menangani 4. Mechanism availability to handle violations
masalah pelanggaran secara internal terlebih internally at first, before the issues widespread
dahulu, sebelum permasalahan tersebut meluas and become public.
atau menjadi masalah pelanggaran yang bersifat
publik
5. Mengurangi risiko yang dihadapi PT Angkasa 5. Reduce the risk faced by PT Angkasa Pura I
Pura I (Persero), akibat dari terjadinya segala (Persero) because of all kinds of violation.
bentuk pelanggaran.
6. Mewujudkan Good Corporate Governance (GCG). 6. Implement Good Corporate Governance (GCG).
PENGELOLAAN WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM MANAGEMENT
PENYAMPAIAN LAPORAN PELANGGARAN SUBMISSION OF VIOLATION REPORT
Pelapor menyampaikan laporan dugaan pelanggaran Informant submit the alleged report of violation
melalui aplikasi Whistleblowing System, dengan through Whistleblowing System application by
memberikan informasi, bukti atau dugaan yang giving information, evidences or clear conjecture of
jelas atas terjadinya pelanggaran yang dilaporkan violation that reported and fulfill 4W 1H elements,
dan memenuhi unsur-unsur 4W 1H, yaitu sebagai they are:
berikut:
a. What : apa dugaan pelanggaran yang diketahui a. What : what is alleged violation that is known by
Pelapor? informant ?
b. Where: di mana perbuatan pelanggaran tersebut b. Where: where is the alleged violation
terjadi/dilakukan? happened ?
c. When: kapan perbuatan pelanggaran tersebut c. When: when is the alleged violation happened ?
dilakukan?
d. Who: siapa saja yang terlibat dalam perbuatan d. Who: who are involve in the alleged violation ?
pelanggaran tersebut?
e. How: bagaimana perbuatan pelanggaran e. How: how did the alleged violation
tersebut dilakukan? is conducted ?
Pelapor dapat mencantumkan identitas atau tidak The complainant may include an identity or
mencantumkan identitas (anonim). anonymous identity.
MEDIA PELAPORAN REPORTING MEDIA
Media pelaporan whistleblowing system dapat Media whistleblowing reporting system can be done
dilakukan melalui website Perseroan dengan alamat through the website of the Company with address
wbs.ap1.co.id. wbs.ap1.co.id.

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Jika dibutuhkan penyerahan hard copy dokumen If there is hard copy document related to alleged
yang terkait dengan dugaan pelanggaran (misalnya violation (for instance, evidence), it can be delivered
barang bukti), dapat ditujukan ke: to:
Compliance Department Compliance Department

Kantor Pusat – Jakarta Kantor Pusat – Jakarta
Kota Baru Bandar Kemayoran Blok B. 12 Kav 2 Kota Baru Bandar Kemayoran Blok B. 12 Kav 2
Jakarta 10610 Jakarta 10610
PERLINDUNGAN BAGI WHISTLEBLOWER PROTECTION FOR WHISTLEBLOWER
Dalam melaksanakan mekanisme pelaporan dugaan In implementing the alleged infringement reporting
pelanggaran, Perusahaan menetapkan kebijakan mechanism, the Company established a safeguard
perlindungan bagi Pelapor dan Terlapor untuk policy for Reporters and Reported Parties to
mendorong keberanian dalam melakukan pelaporan encourage courage in reporting violations. The
pelanggaran. Pelindungan terhadap Pelapor protection of the Reporting Entity involves covering
meliputi meliputi jaminan terhadap kerahasiaan the security of the identity of the Reporting Entity
identitas Pelapor dan isi laporan, serta jaminan and the contents of the report, as well as the security
keamanan bagi Pelapor dari Perseroan terhadap of the Reporting Entity from the Company against
perlakuan yang merugikan, seperti pemecatan harmful treatment, such as unfair dismissal, demotion
yang tidak adil, penurunan jabatan atau pangkat, or rank, intimidation, harassment or discrimination
intimidasi, pelecehan atau diskriminasi dalam in all its forms and adverse records in personal data
segala bentuknya dan catatan yang merugikan files. On the other hand, the protection provided
dalam file data pribadi. Di pihak lain, perlindungan to the Reported Party includes the guarantee of
yang diberikan kepada Terlapor meliputi jaminan confidentiality to the identity of the Reported
kerahasiaan terhadap identitas Terlapor selama Party as long as the alleged violation has not been
dugaan pelanggaran belum terbukti, kesempatan proven, the full opportunity to provide explanation
penuh untuk memberikan penjelasan atas bukti- of the evidence encountered, including the defense
bukti yang ditemui, termasuk pembelaan jika if necessary. The protection of this Reporter shall
diperlukan. Perlindungan bagi Pelapor ini dilakukan be made in view of the principle of confidentiality
dengan mengingat azas kerahasiaan antara Pelapor between the Reporting Entity and the Company. The
dengan Perseroan. Pembocoran sifat kerahasiaan disclosure of this nature of confidentiality by the
ini oleh Pelapor akan menghapus kewajiban Reporting Party shall remove the Company’s liability
Perseroan atas jaminan kerahasiaan yang diberikan for the guarantee of confidentiality granted to it and

kepadanya dan dalam kasus tertentu dapat in certain cases may result in loss of protection to
mengakibatkan hilangnya perlindungan kepada the Reporting Entity.
Pelapor.
JENIS PELANGGARAN YANG DAPAT DILAPORKAN VIOLATIONS THAT CAN BE REPORTED
Jenis pengaduan yang akan ditindaklanjuti oleh Types of complaints which will be followed up by
Tim Pengelola Whistleblowing System merupakan Whistleblowing System management team is an
tindakan yang dapat merugikan Perseroan, yaitu action that can harm company, such as :
sebagai berikut:
1. Penyalahgunaan fasilitas Perusahaan. 1. Missuse of company facilities.
2. Pengancaman. 2. Threatening.
3. Penyelewengan uang Perusahaan. 3. Missappropriation of company money.
4. Penyalahgunaan jabatan untuk kepentingan 4. Abuse of office for personal or group interest or
pribadi atau golongan atau kepentingan lain di other interests outside the company.
luar Perusahaan.
5. Penggelapan aset Perusahaan. 5. Embezzlement of company assets.
6. Penerimaan, pemberian dan permintaan 6. Reception, grant and request of gratification.
gratifikasi.
7. Pelanggaran etika dan perbuatan asusila. 7. Ethics violations and sexual misconduct.
8. Pembocoran rahasia Perusahaan. 8. Leaking company’s confidental information.
9. Pemerasan. 9. Extortion.
10. Pencurian. 10. Thievery.
11. Penipuan. 11. Scam.
12. Kecurangan. 12. Fraudulunce.
13. Pelanggaran disiplin. 13. Disciplinary violation.
14. Benturan kepentingan. 14. Conflict of interest.
15. Korupsi. 15. Corruption.
16. Kolusi 16. Collusion.
17. Nepotisme. 17. Nepotism.
TIM PENGELOLA WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM CHART
Untuk menangani pelaporan dugaan pelanggaran, The following chart is the whistleblowing system
Direksi membentuk organisasi Tim Pengelola handling mechanism by PT Angkasa Pura I (Persero):
Whistleblowing System, dengan susunan sebagai
berikut:
Susunan Anggota Kedudukan Dalam Tim

No.
Composition of Members Position In Team
a. Pengarah
Steering
Dewan Komisaris Pengawas
Board of Commissioners Supervisor
Direksi Penanggung Jawab
Board of Directors Person in charge
b. Pelaksana
Executor
Head of Legal and Compliance Ketua
Chairman
Compliance and Regulation Department Head Wakil Ketua
Vice Chairman
Compliance and Regulation Officer Administrator
Administrator

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KEWENANGAN PENANGANAN SISTEM PELAPORAN AUTHORITY OF THE REPORTING REPORTING

PELANGGARAN (WHISTLEBLOWING SYSTEM) SYSTEM (WHISTLEBLOWING SYSTEM)
Kewenangan untuk melakukan penunjukan Pihak Authority to make the appointment of the Party
yang melakukan pemeriksaan dan memberikan conducting the examination and to give the decision
keputusan pengenaan sanksi adalah sebagai on imposition of sanction shall be as follows:
berikut:
1. Dugaan Pelanggaran oleh Pegawai PT Angkasa 1. Alleged Offense by PT Angkasa Pura I (Persero)
Pura I (Persero). Employee.
Penanganan laporan dugaan pelanggaran yang Handling of allegedly related and / or committed
berkaitan dan/atau dilakukan oleh Pegawai alleged infringement reports by PT Angkasa
PT Angkasa Pura I (Persero), termasuk Tim Pura I (Persero) Employee, including Whistle
Pengelola Whistleblowing System merupakan System Management Team is the authority of the
kewenangan Direktur Utama. President Director.
2. Dugaan Pelanggaran oleh Gugus Tugas, Pegawai 2. Alleged Violations by Task Force, Employee of
Perjanjian Kerja Waktu Tertentu (PKWT), Particular Working Agreement (PKWT), Employee
Pegawai Perjanjian Kerja Waktu Tidak Tertentu of Non-Specific Time Working Agreement
(PKWTT), dan Pegawai Outsourcing PT Angkasa (PKWTT), and Outsourcing Officer of Angkasa
Pura I (Persero). Pura I (Persero).
Penanganan laporan dugaan pelanggaran Handling reports of alleged violations related
yang berkaitan dan/atau dilakukan oleh Gugus and/or committed by Task Force, Certain
Tugas, Pegawai Perjanjian Kerja Waktu Tertentu Employment Agreement Employee (PKWT),
(PKWT), Pegawai Perjanjian Kerja Waktu Tidak Employee of Non-Specific Time Working
Tertentu (PKWTT), dan Pegawai Outsourcing Agreement (PKWTT), and Outsourcing Officer of
PT Angkasa Pura I (Persero) merupakan Angkasa Pura I (Persero) is the authority of the
kewenangan Direktur Utama yang diteruskan President Director forwarded to Human Capital
kepada Human Capital Group Head untuk Group Head for follow-up in accordance with
ditindaklanjuti sesuai dengan ketentuan terkait. related provisions.
3. Dugaan Pelanggaran oleh Direksi dan/atau 3. Alleged Violations by the Board of Directors and/
Dewan Komisaris . or Board of Commissioners.
Laporan dugaan pelanggaran yang berkaitan Reports of alleged violations related and/ or
dan/atau dilakukan oleh Direksi dan/atau committed by the Board of Directors and/
Dewan Komisaris disampaikan kepada or Board of Commissioners are submitted to
Pemegang Saham/Kementrian BUMN untuk Shareholders/Ministry of SOEs for their handling.
penanganannya. Reports of alleged violations related and/
Laporan dugaan pelanggaran yang berkaitan or committed by members of the Board of
dan/atau dilakukan oleh anggota Direksi dapat Directors may be acted upon by the Board
ditindaklanjuti oleh Dewan Komisaris sesuai of Commissioners in accordance with their
kewenangannya, sebagaimana diatur oleh RUPS respective powers, as governed by the GMS and
dan Anggaran Dasar Perusahaan. the Company’s Articles of Association.
4. Dugaan Pelanggaran oleh Organ Pendukung 4. Alleged Violation by the Supporting Organs of
Dewan Komisaris. the Board of Commissioners.
Penanganan laporan dugaan pelanggaran yang Handling reports of alleged violations related
berkaitan dan/atau dilakukan oleh Organ and/or committed by the Board of Commissioners
Pendukung Dewan Komisaris disesuaikan Supporting Organizations in accordance with the
dengan ketentuan terkait. relevant provisions.

BAGAN ALUR PENYAMPAIAN PELAPORAN THE CHARTER OF SUBMISSION OF REPORTS OF

PELANGGARAN BREACHING
Berikut merupakan mekanisme penanganan Sistem Here is the mechanism of handling PT Angkasa Pura
Pelaporan Pelanggaran (Whistleblowing System) PT I (Persero) ‘s Indistleblowing System:
Angkasa Pura I (Persero):
TIM PENGELOLA WHISTLEBLOWING SYSTEM
MULAI
ADMIN PELAKSANAAN
VERIFIKASI DATA PROSES PENELITIAN

DAN ANALISA 4W1H AWAL DAN
MENGISI FORMULIR MEMBUAT LAPORAN
PELANGGARAN HASIL PENELITIAN
wbs.ap1.co.id AWAL
DIREKTUR UTAMA
P4DP PEMEGANG
HUMAN CAPITAL
SAHAM
JIKA TERLAPOR ADALAH PEGAWAI JIKA TERLAPOR ADALAH JIKA TERLAPOR ADALAH DIREKSI
ORGANIK PKWT, PKWTT, GUGUS TUGAS, ATAU DEWAN KOMISARIS
• Melaksanakan pemeriksaan dan OUTSOURCING • Melaksanakan pemeriksaan sesuai
memutuskan sanksi seduai ketentuan. • Melaksanakan pemeriksaan sesuai ketentuan.
• Menyampaikan laporan hasil pemeriksaan ketentuan.
kepada Direktur Sumber Daya Manusia • Jika terlapor adalah PKWT. PKWT,
dan Umum untuk diteruskan kepada IF REPORTS IS A BOARD OF
Gugus Tugas:proses sesuai kontrak.
Direktur Utama. • Jika terlapor adalah Outsourcing DIRECTOR OR COMMISSIONERS
diteruskan kepada Perusahaan • Conducting checks as required.
IF THE REPORTED PARTY IS AN
Penyedia Jasa.
ORGANIC EMPLOYEE
• Conduct examination and decide
sanctions in accordance with the IF REPORTS ARE PKWT, PKWTT,
provisions. TASK GUGS, OUTSOURCING
• Submit reports on results of inspection • Conducting inspection in accordance
to the Director of Human Resources and with the provisions.
General to be forwarded to the President • If reported is PKWT. PKWT, Task Force:
Director. contractual process.
• If reported is Outsourcing forwarded to
the Service Provider Company.
SOSIALISASI WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM SOCIALIZATION
Perseroan melakukan sosialisasi Sistem Pelaporan The company conducts Whistleblowing System
Pelanggaran (Whistleblowing System) kepada socialization to all of company personnel to give an
seluruh Insan Perseroan untuk memberikan understanding of Whistleblowing System policy and
pemahaman atas kebijakan dan mekanisme mechanism. Socialization is also conducted to other
Pelaporan Pelanggaran (Whistleblowing System). stakeholders.
Sosialisasi dilakukan juga kepada stakeholders
lainnya.
JUMLAH PENGADUAN DAN TINDAKLANJUTNYA THE NUMBER OF REPORTS AND ITS FOLLOW UP
Selama tahun 2017, tidak terdapat pengaduan During 2017, there is no complaint related to
terkait whistleblowing system. whistleblowing system.

2017 Annual Report
759
INFORMASI PEMEGANG SAHAM UTAMA DAN

PENGENDALI
INFORMATION OF PRINCIPAL SHAREHOLDER AND CONTROLER
Pemegang Saham utama Perseroan adalah The principal shareholder of the company is the
Pemerintah Republik Indonesia yang memiliki 100% Government of the Republic of Indonesia that
saham Perseroan. Dengan demikian, Perseroan holds 100% of the company’s stocks. Therefore,
tidak memiliki pemegang saham utama pengendali the company does not have individual controling
individu. shareholder.
PEMERINTAH
REPUBLIK INDONESIA
PENGELOLAAN LAPORAN HARTA KEKAYAAN

PENYELENGGARA NEGARA (LHKPN)
MANAGEMENT OF REPORTS ON STATE OFFICIALS ASSETS
PT Angkasa Pura I (Persero) memiliki kebijakan PT Angkasa Pura I (Persero) has a policy related to
mengenai pelaksanaan pelaporan Laporan execution of report on state officials assets (LHKPN)
Harta Kekayaan Penyelenggara Negara (LHKPN) based on Board of Directors Decree KEP.90/
berdasarkan Keputusan Direksi KEP.90/ OM.07/2014 that has been replaced with Board of
OM.07/2014 yang telah diganti dengan Keputusan Directors Decree Number KEP.33/OM.07/2018 on
Direksi No. KEP.33/OM.07/2018 tanggal 7 Maret March 7, 2018 about Guidelines of State Official
2018 tentang Pedoman Pelaporan Harta Kekayaan Assets Report in PT Angkasa Pura I (Persero). This
Penyelenggara Negara di Lingkungan PT Angkasa policy set about company’s employees are obligated
Pura I (Persero). Kebijakan ini mengatur mengenai to report their assets, its delivery procedures as well
pegawai Perseroan yang wajib melaporkan harta as the LHKPN management and administrative units.
kekayaannya, tata cara penyampaian serta unit
kerja pengelola dan administrator LHKPN.
Kewajiban Penyelenggara Negara untuk melaporkan Officials State Obligation to report their assets is
harta kekayaan diatur dalam: regulated on :
1. Undang-Undang Nomor 28 Tahun 1999 tentang 1. Law Number 28 Year 1999 on Clear and Free
Penyelenggara Negara yang Bersih dan Bebas State Officials from Corruption, Collusion, and
Dari Korupsi, Kolusi dan Nepotisme. Nepotism.

2. Undang-Undang Nomor 30 Tahun 2002 tentang 2. Law Number 30 Year 2002 on Corruption
Komisi Pemberantasan Tindak Pindana Korupsi. Eradication Commission.
3. Instruksi Presiden Nomor 5 Tahun 2004 tentang 3. Presidential Instruction Number 5 Year 2004 on
Percepatan Pemberantasan Korupsi. Acceleration of Corruption Eradication.
4. Surat Edaran Menteri BUMN Nomor: SE-17/ 4. Circular Letter of Ministry of State Owned
MBU/2008 tentang Kewajiban Menyampaikan Enterprise Number: SE-17/MBU/2008 on
Laporan Harta Kekayaan Penyelengggara Obligation in Submitting Report on State Officials
Negara. Assets.
5. Instruksi Menteri Negera BUMN Nomor: INS- 5. Instruction of Ministry of State Owned Enterprise
01/MBU/2009 tentang Penyelenggara Negara Number: INS-01/MBU/2009 on State Officials
Wajib Menyampaikan Laporan Harta Kekayaan are Obligated to Submit Report on State Officials
Penyelenggara Negara (LHKPN) di Lingkungan Asstets in State Owned Enterprise Environment.
Badan Usaha Milik Negara.
6. Peraturan Komisi Pemberantasan Korupsi 6. Corruption Eradication Commission Regulation
Nomor: 07 Tahun 2016 tentang Tata Cara Number: 07 Year 2016 on Procedure of
Pendaftaran, Pengumuman dan Pemeriksaan Registration, Announcement and Investigation
Harta Kekayaan Penyelenggara Negara. on State Official Assets.
7. Surat Edaran Komisi Pemberantasan Korupsi 7. Circular Letter of Corruption Eradication
Nomor: SE-08/01/10/2016 tentang Petunjuk Commission Number: SE-08/01/10/2016 on The
Teknis Penyampaian dan Pengelolaan Laporan Technical Guidelines in Submitting and Managing
Harta Kekayaan Penyelanggara Negara. Report on State Officials Assets.
WAJIB LAPOR COMPULSORY REPORT
Pejabat PT Angkasa Pura I (Persero) yang diwajibkan Executive officials of PT Angkasa Pura I (Persero)
menyampaikan Laporan Harta Kekayaan Pejabat who are obligated to sumbit Report on State Officials
Negara (LHKPN) adalah: Assets (LHKPN):
1. Dewan Komisaris. 1. Board of Commissioners.
2. Direksi. 2. Board of Directors.
3. Head of Internal Audit, Corporate Secretary, 3. Head of Internal Audit, Corporate Secretary,
Head of Legal and Compliance, Head of Head of Legal and Compliance, Head of
Procurement, Head of Risk Management and Procurement, Head of Risk Management and
Corporate Planning, dan Head of Corporate Corporate Planning, and Head of Corporate
Social Responsibility. Social Responsibility.
4. Group Head. 4. Group Head.
5. General Manager. 5. General Manager.
6. Project Manager/Pimpinan Proyek. 6. Project Manager.
7. Pegawai yang ditugaskan/diperbantukan di 7. Employee who is assigned/helped in Retiring
Dana Pensiun, Yayasan dan Anak Perusahaan Fund, Foundation and Subsidiaries which
yang mendudukan Jabatan Struktural 1 tingkat positions a structural position 1 level below the
di bawah Direksi. Board of Directors.

2017 Annual Report
761
PENYAMPAIAN LHKPN LHKPN SUBMISSION
Wajib Lapor wajib menyampaikan LHKPN kepada In compulsory report obligates to submit LHKPN
Komisi Pemberantasan Korupsi (KPK) yaitu pada to the current Corruption Eradication Commission
saat: (KPK):
1. Pengangkatan pada saat pertama kali menjabat. 1. Appointment in the first serve.
2. Pengangkatan kembali setelah berakhirnya 2. Re-appointment after serve period over or
masa jabatan atau penisun. retirement.
3. Berakhirnya masa jabatan atau pensiun. 3. End of serve period or retirement.
Penyampaian LHKPN disampaikan dalam jangka LHKPN is submitted no lather than 3 (three) months
waktu paling lambat 3 (tiga) bulan terhitung since the first appointment/re-appointment/end
sejak saat pengangkatan pertama/pengangkatan of serve period. LHKPN is submitted periodically
kembali/berakhirnya masa jabatan. Penyampaian by compulsory report every 1 (one) year upon
LHKPN dilakukan secara periodik oleh Wajib Lapor assets that have been obtained per January 1 until
setiap 1 (satu) tahun sekali atas harta kekayaan December 31.
yang diperoleh sejak tanggal 1 Januari sampai
dengan tanggal 31 Desember.
Penyampaian LHKPN dilaksanakan dengan cara LHKPN submission is conducted through:

sebagai berikut:
1. Secara online melalui Aplikasi ELHKPN pada 1. online or through ELHKPN Application in the
alamat www.elhkpn.kpk.go.id; atau website www.elhkpn.kpk.go.id; or
2. Mengisi Formulir LHKPN format excel yang 2. Fill LHKPN form in excel format which is
diunduk melalu situs www.kpk.go.id/layanan- downloaded from www.kpk.go.id/layanan-
publik/lhkpn atau diserahkan kepada Direktorat publik/lhkpn or submit to Directorate of
Pendaftaran dan Pemeriksaan LHKPN (baik Registration and Investigation of LHKPN (directly
secara langsung dikantor KPK atau Pos) dalam or through mail) in form of excel and saved in
bentuk file excel yang telah disimpan dalam data storage media.
media penyimpanan data.
KEBIJAKAN ANTI KORUPSI

ANTI-CORRUPTION POLICY
Dalam upaya mendukung PT Angkasa Pura I (Persero) In an attempt to support PT Angkasa Pura I (Persero)
dalam menerapkan prinsip Tata Kelola Perusahaan in implementing Good Corporate Governance
yang Baik (Good Corporate Governance), PT Angkasa principle, PT Angkasa Pura I (Persero) also commited
Pura I (Persero) juga berkomitmen untuk melakukan to conduct eradication of corruption, collusion, and
pemberantasan Korupsi, Kolusi, dan Nepotisme nepotism (KKN) through anti-corruption policy or
(KKN) melalui pembuatan kebijakan anti korupsi programs. The policies of PT Angkasa Pura I (Persero)
maupun program-program anti korupsi. Adapun related to anti-corruption are:
kebijakan PT Angkasa Pura I (Persero) terkait anti
korupsi antara lain:
a. Pedoman Corporate Governance (Code of a. Code of Corporate Governance.
Corporate Governance).
b. Pedoman Etika Perusahaan (Code of Conduct) b. Code of Conduct.
c. Pedoman Pengendalian Gratifikasi. c. Gratification Control Guidelines.
d. Pedoman Whistleblowing System. d. Whistle Blowing System Guidelines.
e. Pedoman Laporan Harta Kekayaan e. Guidelines of Report on State Officials Assets
Penyelenggara Negara (LHKPN). (LHKPN).

PRAKTIK BAD CORPORATE GOVERNANCE

THE PRACTICE OF BAD CORPORATE GOVERNANCE
PT Angkasa Pura I (Persero) menyadari bahwa PT Angkasa Pura I (Persero) realize that the practices
praktik-praktik bad corporate governance akan of bad corporate governance will disturb Good
mengganggu sistem Tata Kelola yang baik (GCG) Corporate Givernance system which has been build
yang telah dibangun oleh PT Angkasa Pura I by PT Angkasa Pura I (Persero). In supporting the
(Persero). Untuk mendukung hal tersebut, selama matters, during 2017 PT Angkasa Pura I (Persero)
tahun 2017, PT Angkasa Pura I (Persero) tidak does not commite any action or policy which related
melakukan segala tindakan serta kebijakan yang to bad practices, it can be seen in the table below:
berkaitan dengan praktik itu yang ditunjukkan pada
tabel sebagai berikut:
Keterangan Praktik
No. Information Practice
Adanya laporan sebagai perusahaan yang mencemari lingkungan. Nihil | None

1.
Report as a company that pollutes the environment.
Perkara penting yang sedang dihadapi oleh perusahaan, entitas anak, anggota Nihil | None
Direksi dan/atau anggota Dewan Komisaris yang sedang menjabat tidak
diungkapkan dalam Laporan Tahunan.
2.
Current important cases faced by the company, subsidiaries, members of the
Board of Directors and / or members of the Board of Commissioners who are
in serve are not disclosed in the Annual Report.
Ketidakpatuhan dalam pemenuhan kewajiban perpajakan. Nihil | None
3.
Non-compliance in fulfillment of tax obligations.
Ketidaksesuaian penyajian laporan tahunan dan laporan keuangan dengan Nihil | None
peraturan yang berlaku dan SAK.
4.
Non-compliance between the presentation of annual reports and financial
reports with applicable regulations and SAK.
Kasus terkait buruh dan karyawan. Nihil | None
5.
Case related to employee.
Tidak terdapat pengungkapan segmen operasi pada perusahaan listed. Nihil | None
6.
There is no disclosure of operating segments in listed company.
Terdapat ketidaksesuaian antara LT hardcopy dengan LT softcopy. Nihil | None
7.
There is a discrepancy between LT hardcopy and LT softcopy.

2017 Annual Report
763
KESESUAIAN PENERAPAN CORPORATE GOVERNANCE

SESUAI ASEAN CORPORATE GOVERNANCE SCORECARD
SUITABILITY APPLICATION OF CORPORATE GOVERNANCE
CORRESPONDING WITH ASEAN CORPORATE GOVERNANCE SCORECARD
Keterangan
Prinsip dan Rekomendasi Penyajian
No.
Recomendation and Principle Presentation
Description
A Right of Shareholder
A.1 Basic Shareholder Rights
Does the company pay (interim and final/annual) dividends in an equitable and
timely manner; that is, all shareholders are treated equally and paid within
30 days after being (i) declared for interim dividends and (ii) approved by 342
shareholders at general meetings for final dividends? In case the company has
offered Scrip dividend, did the company paid the dividend within 60 days?
A.2 Right to Participate in decisions concerning fundamental corporate changes
A.2.1 Amendments to the company’s constitution? 462
A.2.2 The authorisation of additional shares? 462
A.2.3 The transfer of all or substantially all assets, which in effect results in the sale
462
of the company?
A.3 Right to participate effectively in and vote in general shareholder meetings
and should be informed of the rules, including voting procedures, that govern
general shareholder meetings.
A.3.1 Do shareholders have the opportunity, evidenced by an agenda item,
462,
to approve remuneration (fees, allowances, benefit-in-kind and other
484-488,
emoluments) or any increases in remuneration for the non-executive directors/
513-515
commissioners?
A.3.2 Does the company provide non-controlling shareholders a right to nominate
N/A
candidates for board of directors/commissioners?
A.3.3 Does the company allow shareholders to elect directors/commissioners
462
individually?
A.3.4 Does the company disclose the voting procedures used before the start of
462
meeting?
A.3.5 Do the minutes of the most recent AGM record that the shareholders
were given the opportunity to ask questions and the questions raised by 464-516
shareholders and answers given recorded?
A.3.6 Does the company disclose the voting results including approving, dissenting,
and abstaining votes for all resolutions/each agenda item for the most recent 462
AGM?
A.3.7 Does the company disclose the list of board members who attended the most 464, 483, 504,
recent AGM? 512-513
A.3.8 Does the company disclose that all board members and the CEO (if he is not a 464, 483, 504,
board member) attended the most recent AGM? 512-513
A.3.9 Does the company allow for voting in absentia? 462
A.3.10 Did the company vote by poll (as opposed to by show of hands) for all
462
resolutions at the most recent AGM?
A.3.11 Does the company disclose that it has appointed an independent party
462
(scrutineers/inspectors) to count and/or validate the votes at the AGM?
A.3.12 Does the company make publicly available by the next working day the result
462
of the votes taken during the most recent AGM/EGM for all resolutions?
A.3.13 Do companies provide at least 21 days notice for all AGMs and EGMs? 463, 483, 504,
512
A.3.14 Does the company provide the rationale and explanation for each agenda item
which require shareholders’ approval in the notice of AGM/circulars and/or the 463-516
accompanying statement?

Keterangan
No.
Description
A.3.15 Does the company give the opportunity for shareholder to place item/s on the
463-516
agenda of AGM?
A.4 Markets for corporate control should be allowed to function in an efficient and
transparent manner.
A.4.1 In cases of mergers, acquisitions and/or takeovers requiring shareholders’
approval, does the board of directors/commissioners of the company appoint N/A
an independent party to evaluate the fairness of the transaction price?
A.5 The exercise of ownership rights by all shareholders, including institutional
453-516
investors, should be facilitated.
A.5.1 Does the company disclose its practices to encourage shareholders to engage 463, 483, 504,
the company beyond AGM? 512
B Equitable Treatment of Shareholders
B.1 Shares and voting rights
B.1.1 Do the company’s ordinary or common shares have one vote for one share? 463
B.1.2 Where the company has more than one class of shares, does the company
publicise the voting rights attached to each class of shares (e.g. through the N/A
company website / reports/ the stock exchange/ the regulator’s website)?
B.2 Notice of AGM
B.2.1 Does each resolution in the most recent AGM deal with only one item, i.e., there
453-516
is no bundling of several items into the same resolution?
B.2.2 Are the company’s notice of the most recent AGM/circulars fully translated into 463, 483, 504,
English and published on the same date as the local-language version? 512
Does the notice of AGM/ circulars have the following details:
B.2.3 Are the profiles of directors/commissioners ( at least age, academic
qualification, date of first appointment, experience, and directorships in other 453-516
listed companies) in seeking election/re-election included?
B.2.4 Are the auditors seeking appointment/re-appointment clearly identified? 453-516
B.2.5 Were the proxy documents made easily available? 453-516
B.3 Insider trading and abusive self-dealing should be prohibited.
B.3.1 Does the company have policies and/or rules prohibiting directors/
commissioners and employees to benefit from knowledge which is not 543, 601
generally available to the market?
B.3.2 Are the directors / commissioners required to report their dealings in company
543, 601
shares within 3 business days?
B.4 Related party transactions by directors and key executives.
B.4.1 Does the company have a policy requiring directors /commissioners to disclose
543, 601
their interest in transactions and any other conflicts of interest?
B.4.2 Does the company have a policy requiring a committee of independent
directors/commissioners to review material/significant RPTs to determine 543, 601
whether they are in the best interests of the company and shareholders?
B.4.3 Does the company have a policy requiring board members (directors/
commissioners) to abstain from participating in the board discussion on a 543, 601
particular agenda when they are conflicted?
B.4.4 Does the company have policies on loans to directors and commissioners
either forbidding this practice or ensuring that they are being conducted at 543, 601
arm’s length basis and at market rates?

2017 Annual Report
765
Keterangan
No.
Description
B.5 Protecting minority shareholders from abusive actions
B.5.1 Does the company disclose that RPTs are conducted in such a way to ensure
543, 601
that they are fair and at arms’ length?
B.5.2 In case of related party transactions requiring shareholders’ approval, is the
453-516
decision made by disinterested shareholders?
C Role of Stakeholders
C.1 The rights of stakeholders that are established by law or through mutual
agreements are to be respected. (Does the company disclose a policy AND
PRACTICES that ADDRESS :)
C.1.1 The existence and scope of the company’s efforts to address customers’
821-850
welfare?
C.1.2 Supplier/contractor selection procedures? 851-854
C.1.3 The company’s efforts to ensure that its value chain is environmentally
780-784
friendly or is consistent with promoting sustainable development?
C.1.4 The company’s efforts to interact with the communities in which they operate? 799-820
C.1.5 The company’s anti-corruption programmes and procedures? 762
C.1.6 How creditors’ rights are safeguarded? 449
C.1.7 Does the company have a separate report/section that discusses its efforts on Sustainability
environment/economy and social issues ? Report
C.2 Where stakeholder interests are protected by law, stakeholders should have
the opportunity to obtain effective redress for violation of their rights.
C.2.1 Does the company provide contact details via the company’s website or Annual
Report which stakeholders (e.g. customers, suppliers, general public etc.) can
752-759
use to voice their concerns and/or complaints for possible violation of their
rights?
C.3 Mechanisms for employee participation should be permitted to develop. 752-759
C.3.1 Does the company explicitly disclose the policies and practices on health,
785-798
safety and welfare for its employees?
C.3.2 Does the company explicitly disclose the policies and practices on training and
390
development programmes for its employees?
C.3.3 Does the company have a whistle blowing policy which includes procedures for
complaints by employees and other stakeholders concerning alleged illegal and
754-759
unethical behaviour and provide contact details via the company’s website or
annual report
C.4 Stakeholders including individual employee and their representative bodies,
should be able to freely communicate their concerns about illegal or unethical
practices to the board and their rights should not be compromised for doing
this.
C.4.1 Does the company have procedures for complaints by employees and other
stakeholders concerning illegal and unethical behaviour (i.e. corruption, 752-759
violation of rights)?
C.4.2 Does the company have a policy or procedures to protect an employee/person
752-759
who reveals illegal/unethical behaviour from retaliation?
D Disclosure and Transparency
D.1 Transparent ownership structure
D.1.1 Does the information on shareholdings reveal the identity of beneficial owners,
162
holding 5% shareholding or more?
D.1.2 Does the company disclose the direct and indirect (deemed) shareholdings of
162
major and/or substantial shareholders?
162
directors (commissioners)?
162
senior management?

Keterangan
No.
Description
D.1.5 Does the company disclose details of the parent/holding company, subsidiaries,
associates, joint ventures and special purpose enterprises/ vehicles (SPEs)/ 178
(SPVs)?
D.2 Quality of Annual Report
D.2.1 Corporate objectives 94
D.2.2 Financial performance indicators 20-24
D.2.3 Non-financial performance indicators 25
D.2.4 Dividend policy 342
D.2.5 Biographical details (at least age, qualifications, date of first appointment,
relevant experience, and any other directorships of listed companies) of 98-112
directors/commissioners
D.2.6 Attendance details of each director/commissioner in all directors/commissoners 546-560,
meetings held during the year 602-624
D.2.7 Total remuneration of each member of the board of directors/commissioners 563,
629-630
Corporate Governance Confirmation Statement
D.2.8 Does the Annual Report contain a statement confirming the company’s full
compliance with the code of corporate governance and where there is non- 438-450
compliance, identify and explain reasons for each such issue?
D.3 Disclosure of related party transactions (RPT)
D.3.1 Does the company disclose its policy covering the review and approval of
350-354
material/significant RPTs?
D.3.2 Does the company disclose the name, relationship, nature and value for each
350-354
significant/material RPTs?
D.4 Directors and commissioners dealings in shares of the company
D.4.1 Does the company disclose trading in the company’s shares by insiders? N/A
D.5 External auditor and Auditor Report 694-695
D.5.1 Are the audit and non-audit fees disclosed? 694-695
D.5.2 Does the non-audit fee exceed the audit fees? 694-695
D.6 Medium of communications
D.6.1 Quarterly reporting 748-749
D.6.2 Company website 739
D.6.3 Analyst’s briefing 740-749
D.6.4 Media briefings /press conferences 740-747
D.7 Timely filing/release of annual/financial reports
D.7.1 Are the audited annual financial report / statement released within 120 days
Laporan Keuangan
from the financial year end?
D.7.2 Is the annual report released within 120 days from the financial year end? Website
D.7.3 Is the true and fairness/fair representation of the annual financial statement/
reports affirmed by the board of directors/commissioners and/or the relevant Laporan Keuangan
officers of the company?
D.8 Company website (Does the company have a website disclosing up-to-date
information on the following:)
D.8.1 Financial statements/reports (latest quarterly) 214, Website
D.8.2 Materials provided in briefings to analysts and media 214, Website
D.8.3 Downloadable annual report 214, Website
D.8.4 Notice of AGM and/or EGM 214, Website
D.8.5 Minutes of AGM and/or EGM 214, Website

2017 Annual Report
767
Keterangan
No.
Description
D.8.6 Company’s constitution (company’s by-laws, memorandum and articles of
214, Website
association)
D.9 Investor relations
D.9.1 Does the company disclose the contact details (e.g. telephone, fax, and email)
749
of the officer / office responsible for investor relations?
E Responsibilities of the Board
E.1 Board Duties and Responsibilities
(Clearly defined board responsibilities and corporate governance policy) 517-518, 573
E.1.1 Does the company disclose its corporate governance policy / board charter? 517-518, 573
E.1.2 Are the types of decisions requiring board of directors/commissioners’
518-520, 574
approval disclosed ?
E.1.3 Are the roles and responsibilities of the board of directors/commissioners 518-521,
clearly stated ? 574-576
Corporate Vision/Mission
E.1.4 Does the company have an updated vision and mission statement? 94-95
E.1.5 Does the board directors play a leading role in the process of developing and
94-97
reviewing the company’s strategy at least annually?
E.1.6 Does the board of directors have a process to review, monitor and oversee the
94-97
implementation of the corporate strategy?
E.2 Board Structure
Code of Ethics or Conduct
E.2.1 Are the details of the code of ethics or conduct disclosed? 749-752
E.2.2 Are all the directors/commissioners, senior management and employees
749-752
required to comply with the code/s?
E.2.3 Does the company have a process to implement and monitor compliance with
749-752
the code/s of ethics or conduct?
Board Structure & Composition
E.2.4 Do Independent directors/ commissioners make up at least 50% of the board of
545
directors/commissioners?
E.2.5 Does the company have a term limit of nine years or less or 2 terms of five
years¹ each for its independent directors/ commissioners? ¹The five years 524-525,
term must be required by legislation which pre-existed the introduction of the 578-579
ASEAN Corporate Governance Scorecard in 2011
E.2.6 Has the company set a limit of five board seats that an individual independent/
545
non-executive director/commissioner may hold simultaneously?
E.2.7 Does the company have any executive directors who serve more than two 542-543,
boards of listed companies outside of the group? 600-601
Nomination Committee (NC)
E.2.8 Does the company have a Nominating Committee? 671-674
E.2.9 Is the Nominating Committee comprised of a majority of Independent
-
directors/commissioners?
E.2.10 Is the chairman of the Nominating Committee an independent director/
-
commissioner?
E.2.11 Does the company disclose the terms of reference/governance structure/
-
charter of the Nominating Committee?
E.2.12 Is in the meeting attendance of the Nominating Committee disclosed and if so,
-
did the Nominating Committee meet at least twice during the year?
Remuneration Committee (RC) / Compensation Committee
E.2.13 Does the company have a Remuneration Committee? 671-674
E.2.14 Is the Remuneration Committee comprised of a majority of Independent
-
Directors/ Commissioners?

Keterangan
No.
Description
E.2.15 Is the chairman of the Remuneration Committee an independent director/
-
commissioner?
E.2.16 Does the company disclose the terms of reference/governance structure/
-
charter of the Remunerations Committee?
E.2.17 Is the meeting attendance of the Remuneration Committee disclosed and, if so,
-
did the Remuneration Committee meet at least twice during the year?
Audit Committee
E.2.18 Does the company have an Audit Committee? 641-656
E.2.19 Is the Audit Committee comprised entirely of non-executive directors/
643-647
commissioners with a majority of independent directors/commissioners?
E.2.20 Is the chairman of the Audit Committee an Independent Director/
643-644
Commissioner?
E.2.21 Does the company disclose the terms of reference/ governance structure/
641-642
charter of the Audit Committee?
E.2.22 Does at least one of the independent directors/ commissioners of the
643-649
committee have accounting expertise (accounting qualification or experience)?
E.2.23 Is the meeting attendance of the Audit Committee disclosed and, if so, did the
651-653
Audit Committee meet at least four during the year?
E.2.24 Does the Audit Committee have primary responsibility for recommendation on
642-643
the appointment, and removal of the external auditor?
E.3 Board Processes
Board meetings and attendance
E.3.1 Are the board of directors meeting scheduled before the start of financial year? 546-560,
602-624
E.3.2 Does the board of directors/commissioners meet at least six times during the 546-560,
year? 602-624
E.3.3 Has each of the directors/commissioners attended at least 75% of all the board 559-560,
meetings held during the year? 622-624
E.3.4 Does the company require a minimum quorum of at least 2/3 for board 546-560,
decisions? 602-624
E.3.5 Did the non-executive directors/commissioners of the company meet 546-560,
separately at least once during the year without any Executives present? 602-624
Access to information
E.3.6 Are board papers for board of directors/commissioners meetings provided to 546-560,
the board at least five business days in advance of the board meeting? 602-624
E.3.7 Does the company secretary play a significant role in supporting the board in
675
discharging its responsibilities?
E.3.8 Is the company secretary trained in legal, accountancy or company secretarial
676
practices and has kept abreast on relevant developments?
Board Appointments and Re-Election
E.3.9 Does the company disclose the criteria used in selecting new directors/ 523,
commissioners? 577-578,
673-674
E.3.10 Did the company describe the process followed in appointing new directors/
672-674
commissioners?
E.3.11 Are all directors/commissioners subject to re-election every 3 years; or 5 years
for listed companies in countries whose legislation prescribes a term of 5
years² each?
522-523,
577
²The five years term must be required by legislation which pre-existed the
introduction of the ASEAN Corporate Governance Scorecard in 2011

2017 Annual Report
769
Keterangan
No.
Description
Remuneration Matters
E.3.12 Does the company disclose its remuneration (fees, allowances, benefit-in-kind
and other emoluments) policy/practices (i.e. the use of short term and long
625-630
term incentives and performance measures) for its executive directors and
CEO?
E.3.13 Is there disclosure of the fee structure for non- executive directors/ 560-564,
commissioners? 625-631
E.3.14 Do the shareholders or the Board of Directors approve the remuneration of the 560-564,
executive directors and/or the senior executives? 625-631
E.3.15 Does the company have measurable standards to align the performance-based
560-564,
remuneration of the executive directors and senior executived with long-term
625-631
interests of the company, such as claw back provision and deferred bonuses?
Internal Audit
E.3.16 Does the company have a separate internal audit function? 677-691
E.3.17 Is the head of internal audit identified or, if outsourced, is the name of the
679
external firm disclosed?
E.3.18 Does the appointment and removal of the internal auditor require the approval
680-682
of the Audit Committee?
Risk Oversight
E.3.19 Does the company establish a sound internal control procedures/risk
management framework and periodically review the effectiveness of that 696-752
framework? (AS REPHRASED BY INDONESIA)
E.3.20 Does the Annual Report/Annual CG Report disclose that the board of directors/
commissioners has conducted a review of the company’s material controls 560-564,
(including operational, financial and compliance controls) and risk management 625-631
systems?
E.3.21 Does the company disclose the key risks to which the company is materially
exposed to (i.e. financial, operational including IT, nvironmental, social, 706-713
economic)?
E.3.22 Does the Annual Report/Annual CG Report contain a statement from the board
560-564,
of directors/commissioners or Audit Committee commenting on the adequacy
625-631
of the company’s internal controls/risk management systems?
E.4 People on the Board
Board Chairman
E.4.1 Do different persons assume the roles of chairman and CEO? 524-525,
578-579
E.4.2 Is the chairman an independent director/commissioner? 524-525,
578-579
E.4.3 Is any of the directors a former CEO of the company in the past 2 years? 532-538,
586-593
E.4.4 Are the role and responsibilities of the chairman disclosed? 527, 581
Lead Independent Director
E.4.5 If the Chairman is not independent, has the Board appointed a Lead/Senior
527, 581
Independent Director and has his/her role been defined?
Skills and Competencies
E.4.6 Does at least one non-executive director/commissioner have prior working 532-538,
experience in the major sector that the company is operating in? 586-593
E.5 Board Performance
Directors Development
E.5.1 Does the company have orientation programmes for new directors/
526, 580
commissioners?
E.5.2 Does the company have a policy that encourages directors/commissioners to
215-219
attend on-going or continuous professional education programmes?

Keterangan
No.
Description
CEO/Executive Management Appointments and Performance
E.5.3 Does the company disclose the process on how the board of directors/
commissioners plans for the succession of the CEO/Managing Director/ 673-674
President and key management?
E.5.4 Does the board of directors/commissioners conduct an annual performance 632-635,
assessment of the CEO/Managing Director/President? 562-568
Board Appraisal
E.5.5 Did the company conduct an annual performance assessment of the board of
directors/commissioners and disclose the criteria and process followed for the 562-568
assessment?
Director Appraisal
E.5.6 Did the company conduct an annual performance assessment of the individual
directors/commissioners and disclose the criteria and process followed for the 632-635
assessment?
Committee Appraisal
E.5.7 Did the company conduct an annual performance assessment of the board 568-569,
committees and disclose the criteria and process followed for the assessment? 635
Bonus
(B)A. Right of Shareholder
(B)A.1 Right to participate effectively in and vote in general shareholders meeting
and should be informed of the rules, including voting procedures, that govern -
general shareholders meeting.
(B)A.1.1 Does the company allow the use of secure electronic voting in absentia at the
-
general meetings of shareholders?
(B)B. Equitable treatment of shareholders
(B)B.1 Notice of AGM
(B)B.1.1 Does the company release its notice of AGM (with detailed agendas and
463, 483,
explanatory circulars), as announced to the Exchange, at least 28 days before
504, 512
the date of the meeting?
(B)C. Roles of Stakeholders
(B)C.1.1 Does the company adopt an internationally recognized reporting framework Sustainability
for sustainability (i.e. GRI, Integrated Reporting, SASB)? Report
(B)D. Disclosure and transparency
(B)D.1.1 Are the audited annual financial report /statement released within 60 days
Laporan Keuangan
from the financial year end?
(B)D.1.2 Does the company disclose details of remuneration of the CEO? 560-564,
625-631
(B)E. Responsibilities of the Board
(B)E.1 532-538,
Board Competencies and Diversity
586-593
(B)E.1.1 Does the company have at least one female independent director/ 532-538,
commissioner? 586-593
(B)E.1.2 Does the company have a policy and disclose measurable objectives for
531-532,
implementing its board diversity and report on progress in achieving its
585
objectives?
(B)E.2 Board Structure
(B)E.2.1 Does the Nominating Committee comprise entirely of independent directors/
671
commissioners?
(B)E.2.2 Does the Nominating Committee undertake the process of identifying the
671-674
quality of directors aligned with the company’s strategic directions?

2017 Annual Report
771
Keterangan
No.
Description
(B)E.3 Board Appointments and Re-Election
(B)E.3.1 Does the company use professional search firms or other external sources
of candidates (such as director databases set up by director or shareholder
-
bodies) when searching for candidates to the board of directors/
commissioners?
(B)E.4 Board Structure & Composition
(B)E.4.1 Do independent non-executive directors/ commissioners make up more than
50% of the board of directors/commissioners for a company with independent -
chairman?
(B)E.5 Risk Oversight
(B)E.5.1 Does the board describe its governance process around IT issues including
disruption, cyber security, disaster recovery, to ensure that all key risks are 706-713
identified, managed and reported to the board?
(B)E.6 Board Performance
(B)E.6.1 Does the company have a separate board level Risk Committee? 656-670,
692-693
Pinalty
(P)A. RIGHTS OF SHAREHOLDERS
(P)A.1 Basic Shareholder Rights -
(P)A.1.1 Did the company fail or neglect to offer equal treatment for share repurchase
-
to all shareholders?
(P)A.2 Shareholders, including institutional shareholders, should be allowed to
consult with each other on issues concerning their basic shareholder rights as
defined in the Principles, subject to exceptions to prevent abuse.
(P)A.2.1 Is there evidence of barriers that prevent shareholders from communicating or
-
consulting with other shareholders?
(P)A.3 Right to participate effectively in and vote in general shareholders meeting
and should be informed of the rules, including voting procedures, that govern
general shareholders meeting.
(P)A.3.1 Did the company include any additional and unannounced agenda item into the
-
notice of AGM/EGM?
(P)A.3.2 Did the Chairman of the Board ,Audit Committee Chairman and CEO attend the
-
most recent AGM?
(P)A.4 Capital structures and arrangements that enable certain share holders to
obtaina degree of control disproportionate to their equity ownership should be
disclosed.
(P)A.4.1 Shareholders Agreement? -
(P)A.4.2 Voting Cap? -
(P)A.4.3 Mutiple Voting Rights? -
(P)A.5 Capital structures and arrangements that enable certain share holders to obtain
a degree of control disproportionateto their equity owner ship should bed is
closed.
(P)A.5.1 Is a pyramid ownership structure and/or cross holding structure apparent? -
(P)B EQUITABLE TREATMENT OF SHAREHOLDERS
(P)B.1 Insidertradingandabusiveself-dealingshouldbeprohibited.
(P)B.1.1 Has there been any conviction of insider trading involving directors/
-
commissioners,managementandemployeesinthepast threeyears?
(P)B.2 Protecting minority shareholders from abusive action
(P)B.2.1 Has there been any cases of non compliance with the laws,rules and regulations
-
pertaining to material related party transactions in the past three years ?
(P)B.2.2 Were there any RPTs that can be classified as financial assistance (i.e not
conducted at arms length)toentities other thanw holly- owned subsidiary -
companies?

Keterangan
No.
Description
(P)C Role Of Stakeholders
(P)C.1 The rights of stakeholders that are established by law or through mutual
agreements are to be respected.
(P)C.1.1 Have there been any violations of any laws pertaining to labour/employment/
-
consumer/insolvency/commercial/competition or environmental issues?
(P)C.2 Where stakeholders participate in the corporate governance process,they should
have acces store levant ,sufficient and reliable information on a timely and regular
basis.
(P)C.2.1 Has the company faced any sanctions by regulators for failure to make
-
announcement switch in the requisit e time period for material events?
(P)D Disclosure and Transparency
(P)D.1 Sanctions from regulator on financial reports
(P)D.1.1 Did the company receive a ”qualified opinion ”inits external audit
-
report?
(P)D.1.2 Did the company receivean ”adverse opinion ”inits external audit report? -
(P)D.1.3 Did the company receive a ”disclaimer opinion”inits external audit report? -
(P)D.1.4 Has the company in the past year revised its financial statements for reasons
-
other than changes in accounting policies?
(P)E Responsibilities of the Board
(P)E.1 Compliance with listing rules, regulations and applicable laws
(P)E.1.1 Is the reany evidence that the company has not complied withany listing rules
-
and regulations over the past year apart from disclosure rules?
(P)E.1.2 Have there been any instances where non-executive directors/commissioner
-
have resigned and raised any issuesof governance-relatedconcerns?
(P)E.2 Board Structure
(P)E.2.1 Does the Company have any independent directors/commissioners
1 who have
served form or ethan nine years or two terms of five years each (which ever is
higher)in the same capacity?
-
1
The five years term must be required bylegislation which pre existed before the
introduction of the ASEAN Corporate Governances corecardin2011
(P)E.2.2 Did the company fail to identify who are the independent director(s)/
-
commissioner(s)?
(P)E.2.3 Does the company have any independent directors/non- executive/
commissioners who serve on a total of more than five boards of publicly-listed -
companies?
(P)E.3 External Audit
(P)E.3.1 Is any of the directors or senior management a form eremployee or partner of
-
the current external auditor(in the past 2 years)?
(P)E.4 Board Structure and Composition -
(P)E.4.1 Hasthe chairman been the company CEO in the last three years? -
(P)E.4.2 Do independent non-executive directors/commissioners receive options,
-
performance shares or bonuses?

2017 Annual Report
773

TANGGUNG
JAWAB SOSIAL
Sebagai perusahaan tercatat,

Perseroan juga telah
6
mempersiapkan diri untuk
menerapkan POJK No.51/
POJK.03/2017 tentang Penerapan
Keuangan Berkelanjutan Bagi
Lembaga Jasa Keuangan, Emiten,
dan Perusahaan Publik. Pada
dasarnya hal-hal yang diatur dalam
POJK tersebut telah dilakukan oleh
Perseroan melalui
kegiatan-kegiatan CSR.
As listed company, PT Angkasa Pura I
(Persero) has prepared itself to implement
POJK No.51/POJK.03/2017 concerning the
Implementation of Sustainable Finance for
Financial Service Institutions, Issuer and
Public Company. In its CSR activities, the
company has fundamentally implemented
the things regulated in POJK.

2017 Annual Report
775
PENDEKATAN HOLISTIK
TERINTEGRASI DALAM
PELAKSANAAN CORPORATE SOCIAL
RESPONSIBILITY
Integrated Holistic Approach in The Implementation
of Corporate Social Responsibility
Bagi PT Angkasa Pura I (Persero), penerapan At PT Angkasa Pura I (Persero), the implementation
corporate social responsibility (CSR) dilakukan of corporate social responsibility (CSR) is inseparable
secara menyatu dengan proses bisnis atau from corporate’s business process or operational
kegiatan operasional Perseroan. Penerapan CSR activities. CSR implementation is based on integrated
dilakukan dengan menggunakan pendekatan holistic approach and refers to ISO 26000: Guidance
holistik terintegrasi dengan mengacu pada ISO Standard on Social Responsibility which covers 7
26000: Guidance Standard on Social Responsibility main issues including: 1) Organizational Governance
yang meliputi 7 (tujuh) isu pokok yaitu: 1) 2) Human Rights, 3) Employment, 4) Environment,
Organizational Governance, 2) Hak Asasi Manusia, 5) Fair Practices of Institutional Activities, 6)
3) Ketenagakerjaan, 4) Lingkungan Hidup, 5) Praktik Consumer Issue, and 7) Community Involvement
Kegiatan Institusi yang Adil, 6) Isu Konsumen, dan and Development.
7) Pelibatan dan Pengembangan Masyarakat.
Sebagai perusahaan tercatat, Perseroan juga telah As listed company, PT Angkasa Pura I (Persero)
mempersiapkan diri untuk menerapkan POJK has prepared itself to implement POJK No.51/
No.51/POJK.03/2017 tentang Penerapan Keuangan POJK.03/2017 concerning the Implementation of
Berkelanjutan Bagi Lembaga Jasa Keuangan, Sustainable Finance for Financial Service Institutions,

Emiten, dan Perusahaan Publik. Pada dasarnya hal- Issuer and Public Company. In its CSR activities, the
hal yang diatur dalam POJK tersebut telah dilakukan company has fundamentally implemented the things
oleh Perseroan melalui kegiatan-kegiatan CSR. regulated in POJK.
Gambar Pelaksanaan CSR Secara Holistik

Holistic CSR Implementation Image
rat
c Integ ed Approa
listi ch
Ho
Community
Involment Human
and Development Rights
Organizational
The Labor
Organization
Environment Practites
Governance
Fair
Consumer Issues Operating
Practice
Interd
ependence
Sumber: ISO 26000: 2010 Guidance of Social Responsibility /

Source: ISO 26000: 2010 Guidance of Social Responsibility
DASAR PENERAPAN TANGGUNG JAWAB SOSIAL

PERUSAHAAN
Basis for Corporate Social Responsibility Implementation
Dasar penerapan dilaksanakannya tanggung jawab The implementation of corporate social responsibility
sosial perusahaan di PT Angkasa Pura I (Persero) at PT Angkasa Pura I (Persero) is based on
adalah
1. Undang-Undang Nomor 25 Tahun 1992 tentang 1. Law Number 25 Year 1992 on Cooperatives
Perkoperasian (Lembaran Negara Tahun 1992 (State Gazette Year 1992 Number 116);
Nomor 116);
2. Undang-Undang Nomor 9 Tahun 1992 tentang 2. Law Number 9 Year 1992 on Small Enterprises
Usaha Kecil (Lembaran Negara Tahun 1995 (State Gazette Year 1995 Number 74);
Nomor 74);
3. Undang-undang Nomor 13 tahun 2003 tentang 3. Law Number 13 Year 2003 on Manpower;
Ketenagakerjaan;

2017 Annual Report
777
4. Peraturan Pemerintah Nomor 5 Tahun 1992 4. Government Regulation Number 5 Year 1992 on
tentang Pengalihan bentuk Perusahaan Umum Conversion from Angkasa Pura I Public Company
(PERUM) Angkasa Pura I menjadi Perusahaan (PERUM) to Liability Company (PERSERO) (State
Perseroan (PERSERO) (Lembaran Negara Tahun Gazette Year 1992 Number 1);
1992 Nomor 1);
5. Peraturan Pemerintah Nomor 2 Tahun 1998 5. Government Regulation Number 2 Year 1998 on
tentang Perusahaan Perseroan (PERSERO) Liability Company (PERSERO) (State Gazette Year
(Lembaran Negara Tahun 1998 Nomor 15) 1998 Number 15) as amended to Government
sebagaimana telah diubah dengan Peraturan Regulation Number 45 Year 2001 (State Gazette
Pemerintah Nomor 45 Tahun 2001 (Lembaran Year 2001 Number 68);
Negara Tahun 2001 Nomor 68);
6. Peraturan Pemerintah Nomor 64 Tahun 6. Government Regulation Number 64 Year 2001
2001 tentang Pengalihan Kedudukan Tugas on Duties and Authorities Delegation of Minister
dan Kewenangan Menteri Keuangan Pada of Finance in Liability Company (PERSERO)
Perusahaan Perseroan (PERSERO) kepada to Minister of State-Owned Enterprise (State
Menteri Negara Badan Usaha Milik Negara Gazette Year 2001 Number 117);
(Lembaran Negara Tahun 2001 Nomor 117);
7. Peraturan Menteri Negara BUMN No. PER- 7. Regulations of the Minister of State Own
05/MBU/2007 tanggal 27 April 2007 tentang Enterprise Number PER-05/MBU/2007 dated
Program Kemitraan BUMN dengan Usaha Kecil 27 April 2007 concerning SOE Partnership with
dan Program Bina Lingkungan; Small Enterprises and Community Development
Program;
8. Peraturan Menteri Negara Badan Usaha Milik 8. SOE Minister Regulation Number: PER-05/
Negara nomor : PER-05/MBU/2013 tanggal MBU/2013 dated 1 May 2013 on Second
1 Mei 2013 tentang Perubahan Kedua Atas Amendment of SOE Minister Regulation Number
Peraturan Menteri Negara Badan Usaha Milik PER-05/MBU/2007 dated 27 April 2007 on
Negara Nomor PER-05/MBU/2007 tanggal 27 SOE Partnership with Small Enterprises and
April 2007 tentang Program Kemitraan Badan Community Development Program as amended
Usaha Milik Negara Dengan Usaha Kecil dan to SOE Minister Regulation Number PER-20/
Program Bina Lingkungan sebagaimana telah MBU/2012 dated 27 December 2012;
diubah dengan Peraturan Menteri Negara Badan
Usaha Milik Negara Nomor PER-20/MBU/2012
tanggal 27 Desember 2012;
9. Peraturan Menteri Negara Badan Usaha Milik 9. SOE Minister Regulation Number: PER-07/
Negara nomor : PER-07/MBU/2013 tanggal MBU/2013 dated 27 June 2013 on Third
27 Juni 2013 tentang Perubahan Ketiga Atas Amendment of SOE Minister Regulation Number
Peraturan Menteri Negara Badan Usaha Milik PER-05/MBU/2007 on SOE Partnership with
Negara Nomor PER-05/MBU/2007 tentang Small Enterprises and Community Development
Program Kemitraan Badan Usaha Milik Program as amended to SOE Minister Regulation
Negara Dengan Usaha Kecil dan Program Bina Number PER-20/MBU/2012 dated 27 December
Lingkungan sebagaimana telah diubah dengan 2012 and SOE Minister Regulation Number PER-
Peraturan Menteri Badan Usaha Milik Negara 05/MBU/2013 dated 1 May 2013;
Nomor PER-20/MBU/2012 tanggal 27 Desember
2012 dan Peraturan Menteri Badan Usaha Milik
Negara Nomor PER-05/MBU/2013 tanggal 1
Mei 2013;
10. Peraturan Menteri Negara BUMN No. PER-08/ 10. SOE Minister Regulation No. PER-08/MBU/2013
MBU/2013 tanggal 10 September 2013 tentang dated 10 September 2013 on Fourth Amendment
Perubahan Keempat Atas Peraturan Menteri of SOE Minister Regulation Number PER-05/
Negara Badan Usaha Milik Negara Nomor PER- MBU/2007 on SOE Partnership with Small
05/MBU/2007 tentang Program Kemitraan Enterprises and Community Development
BUMN dengan Usaha Kecil dan Program Bina Program;
Lingkungan;

11. Peraturan Menteri BUMN Nomor : PER-09/ 11. SOE Minister Regulation Number: PER-09/
MBU/07/2015 tanggal 3 Juli 2015 tentang MBU/2015 dated 3 July 2015 on SOE Partnership
Program Kemitraan dan Program Bina and Community Development Program;
Lingkungan BUMN;
12. Surat Edaran Nomor : ED. 55 /KU.12/2015/PD-B 12. Circular Letter Number: ED. 55 /KU.12/2015/
Tanggal 8 September 2015 Tentang Program PD-B Dated 8 September 2015 concerning
Kemitraan dan Bina Lingkungan; Partnership and Community Development
Program;
13. Peraturan Menteri BUMN Nomor: PER-03/ 13. Regulations of Minister of SOE Number: PER-
MBU/12/2016 tanggal 16 Desember 2016 03/MBU/12/2016 dated 16 December 2016 on
Perihal Perubahan Atas Peraturan Menteri the Amendment of Minister of SOE Regulation
Badan Usaha Milik Negara Nomor: PER-09/ Number: PER-09/MBU/07/2015 on Partnership
MBU/07/2015 Tentang Program Kemitraan dan and Community Development Program of State-
Program Bina Lingkungan Badan Usaha Milik Owned Enterprises;
Negara;
14. Peraturan Menteri BUMN Nomor: PER-02/ 14. Minister of SOE Regulation Number: PER-02/
MBU/07/2017 tanggal 20 Juli 2017 Perihal MBU/07/2017 dated 20 July 2017 on the Second
Perubahan Kedua Atas Peraturan Menteri Amendment of Minister of SOE Regulation
Badan Usaha Milik Negara Nomor: PER-09/ Number: PER-09/MBU/07/2015 on Partnership
MBU/07/2015 tentang Program Kemitraan dan and Community Development Program of State-
Program Bina Lingkungan Badan Usaha Milik Owned Enterprises;
Negara.
15. Surat Keputusan Direksi PT Angkasa Pura I 15. PT Angkasa Pura I (Persero) BOD’s Decree
(Persero) Nomor : KEP.103/KU.13/2017 tanggal Number: KEP.103/KU.13/2017 dated 7 August
7 Agustus 2017 Tentang Petunjuk Pelaksanaan 2017 concerning Guidelines on Partnership and
Program Kemitraan dan Bina Lingkungan PT Community Development Program of PT Angkasa
Angkasa Pura I (Persero); Pura I (Persero).
16. Surat Keputusan Direksi PT Angkasa Pura I 16. PT Angkasa Pura I (Persero) BOD’s Decree
(Persero) Nomor: KEP.104/KU.13/2017 tanggal Number: KEP.104/KU.13/2017 dated 7 August
7 Agustus 2017 tentang Pedoman Program 2017 concerning Guidelines on Mobile Health
Pelayanan Kesehatan Keliling PT Angkasa Pura I Care Program of PT Angkasa Pura I (Persero);
(Persero);
17. POJK No.51/POJK.03/2017 tentang Penerapan 17. POJK No.51/POJK.03/2017 concerning the
Keuangan Berkelanjutan Bagi Lembaga Jasa Implementation of Sustainable Finance for
Keuangan, Emiten dan Perusahaan Publik. Financial Service Institution, Issuer and Public
Company.
18 Surat Keputusan Direksi PT Angkasa Pura I 18 PT Angkasa Pura I (Persero) BOD’s Decree
(Persero) Nomor : KEP.239/KU.12/2017 tanggal Number: KEP.239/KU.12/2017 dated December
20 Desember 2017 tentang Perubahan Atas 20, 2017 on Amendment to Directors Decision
Keputusan Direksi PT Angkasa Pura I (Persero) of PT Angkasa Pura I (Persero) Number KEP.103/
Nomor KEP.103/KU.12/2017 Tentang Pedoman KU.12/2017 About Program Guidelines
Program Kemitraan Dan Bina Lingkungan PT Partnership and Community Development
Angkasa Pura I (Persero). PT Angkasa Pura I (Persero).

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779
TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT

DENGAN LINGKUNGAN HIDUP
Corporate Social Responsibility Related to The Environment
Pengelolaan dan perlindungan lingkungan hidup The company is committed to good management
yang baik merupakan komitmen Perseroan. and protection of environment. By considering
Komitmen tersebut diwujudkan dengan menjadikan environment as one of main pillars in its CSR
Lingkungan Hidup sebagai salah satu pilar utama activities, the company affirms its commitment to
dalam kegiatan CSR Perseroan. Bagi Perseroan, environment. For the company, the implementation
melaksanakan kegiatan CSR di bidang lingkungan of CSR in environmental sector is part of its non-
hidup merupakan sebuah kewajiban yang tidak negotiable responsibility. The company is aware of
dapat ditawar. Hal ini didasari atas kesadaran the fact that nature is life main source.
Perseroan bahwa Lingkungan Hidup merupakan
sumber kehidupan yang utama.
POLICIES
KEBIJAKAN
PT Angkasa Pura I (Persero) senantiasa PT Angkasa Pura I (Persero) always considers

mempertimbangkan faktor lingkungan alam environmental factor in the airport management
sekitar dalam pengelolaan usaha kebandarudaraan as regulated in Decree of Board of Directors of
sebagaimana diatur dalam Surat Keputusan Direksi PT Angkasa Pura I (Persero) Number: KEP.103/
PT Angkasa Pura I (Persero) Nomor: KEP.103/ KU.13/2017 dated 7 August 2017 concerning
KU.13/2017 tanggal 7 Agustus 2017 Tentang Guidelines on Partnership and Community
Petunjuk Pelaksanaan Program Kemitraan dan Bina Development Program of PT Angkasa Pura I
Lingkungan PT Angkasa Pura I (Persero). Perseroan (Persero). Through its management policies,
melalui kebijakan manajemen berkomitmen the company is committed to comply with all
terhadap pemenuhan semua peraturan perundang- environmental laws and regulations. The company
undangan terkait dengan lingkungan. Perseroan plays active roles in reforestation and development
berperan aktif dalam upaya melakukan penghijauan of environmentally friendly airport (green airport).
dan pembangunan bandar udara yang ramah
lingkungan (green airport).
TARGET KEGIATAN TARGET OF ACTIVITY
PT Angkasa Pura I (Persero) berkomitmen PT Angkasa Pura I (Persero) affirms its commitment
menjadikan lingkungan sekitar Bandara menjadi to build an environmentally friendly neighborhood
lebih hijau sejalan dengan Misi PT Angkasa Pura I in line with the mission of PT Angkasa Pura I
(Persero) dalam mengembangkan bandara yang (Persero) to develop environmentally friendly
ramah lingkungan. Selain penghijauan di area airport. In addition to reforestation in airport area
sekitar Bandara dan dilingkungan masyarakat and in the community surrounding its business, PT
sekitar wilayah usaha, PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) plays an active role in
juga berperan aktif dalam pelestarian alam di nature conservation in other buffer areas.
daerah-daerah penyangga lainnya.
Selain itu, Perseroan juga menargetkan untuk The company also targets itself to implement
melaksanakan seluruh kegiatan operasional efficiency in its operations to support its business
Perseroan yang mendukung keberlanjutan usaha sustainability as well as to implement CSR program
Perseroan antara lain melalui pelaksanaan efisiensi. to improve life quality of people surrounding the
Serta terlaksananya program CSR terkait dengan company.
perbaikan/peningkatan kualitas hidup di luar
Perseroan.

KEGIATAN DAN DAMPAK ACTIVITIES AND IMPACTS
PT Angkasa Pura I (Persero) menetapkan Kebijakan

PT Angkasa Pura I (Persero) has set policies
terhadap upaya pelestarian dan pengelolaan
concerning nature conservation and management
Lingkungan Hidup berdasarkan visi dan misi yang
according to the Vision and Mission of the PT Angkasa
telah ditetapkan untuk mewujudkan PT Angkasa
Pura I (Persero) to develop an environmentally
Pura I (Persero) yang berwawasan lingkungan yaitu
sound company which include the following.
sebagai berikut.
KEGIATAN PROGRAM PENGHEMATAN SAVINGS ON PAPER, ENERGY, AND WATER

KERTAS, ENERGI, DAN AIR CONSUMPTION PROGRAM ACTIVITIES
PT Angkasa Pura I (Persero) mengambil kebijakan PT Angkasa Pura I (Persero) has set policies to
untuk mengurangi penggunaan kertas dan reduce consumption of paper but to improve
memperbanyak komunikasi dengan sarana communication via information technology such as
teknologi informasi, seperti email dan intranet e-mail and intra net (Internet network for internal
(saluran internet untuk internal perusahaan). use). In this case, the company has set policies
Dalam hal ini, Perseroan mengarah pada kebijakan for paperless officein that papers are used more
paperless office, melalui penggunaan kertas carefully to avoid waste. The company is aware of
dengan lebih cermat dan hati-hati sehingga tidak its contribution increasing deforestation for paper
membuang-buang kertas. Sebab, Perseroan production by using more papers. Careful use of
menyadari bahwa semakin banyak kertas terpakai, paper includes, for example, printing in both sides,
artinya Perseroan turut andil dalam pemanfaatan using obsolete printouts (paper that still has a blank
pohon untuk membuat kertas. Langkah cermat side) for draft of document, or being cautious before
dan hati-hati itu, antara lain, diwujudkan dengan printing to avoid mistyping.
mencetak dalam kertas bolak-balik, memanfaatkan
kertas bekas (sisi yang masih kosong) untuk
draft naskah, atau meneliti secara seksama agar
menghindarkan kesalahan ketik sebelum dicetak.
Di samping itu, PT Angkasa Pura I (Persero) In addition, PT Angkasa Pura I (Persero) realizes
menyadari bahwa pasokan dan ketersediaan listrik that supply of electricity is limited. Therefore,
mengalami keterbatasan. Untuk itu, perlu dilakukan the company needs to increase efficiency in the
langkah-langkah efisiensi dalam penggunaannya. consumption. Company’s efforts to promote energy
Upaya-upaya yang dilakukan Perseroan, di conservation includes turning off electricity after
antaranya, mematikan aliran listrik usai jam kerja, working hour and encouraging all employees to
dan memberikan himbauan kepada pekerja untuk switch off equipment when not in used.
mematikan peralatan usai digunakan.
Selain energi, PT Angkasa Pura I (Persero) juga Besides energy, PT Angkasa Pura I (Persero) also
membutuhkan air untuk menunjang operasional consumes water to support its operations such as
kantor, antara lain, untuk keperluan domestik for domestic consumption of employees (toiletries,
karyawan (ke kamar kecil, wudhu, dan lain-lain), ablution, and many more), plant watering, doing the
menyiram tanaman, mencuci peralatan dapur dishes, and so forth. The Regional Water Company
setelah dipakai, dan sebagainya. Untuk memenuhi (PDAM) is in charge of water supply for PT Angkasa
kebutuhan air, PT Angkasa Pura I (Persero) Pura I (Persero) since the company consumes
menggunakan jasa Perusahaan Daerah Air Minum no groundwater. However, since supply of water

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781
(PDAM), dan tidak menggunakan air tanah. Oleh from Regional Water Company (PDAM) is limited,
karena bahan baku air PDAM juga semakin terbatas, the company needs to use water efficiently. To
maka efisiensi juga harus dilakukan. Dalam hal ini, promote water efficiency, the company has done,
efisiensi yang dilakukan Perseroan antara lain for example, conducting routine check of water
secara rutin dilakukan pengecekan instalasi air installation to avoid leakage as well as encouraging
sehingga segera bisa dilakukan perbaikan jika ada people to save water.
kebocoran, serta memberikan himbauan untuk
menghemat penggunaan air
DAMPAK KEGIATAN PROGRAM IMPACT OF PAPER, ENERGY,

PENGHEMATAN KERTAS, ENERGI, AND WATER SAVING
DAN AIR
Pelaksanaan kegiatan CSR terkait lingkungan hidup Throughout 2017, the company has implemented
yang telah dilakukan oleh Perseroan sepanjang CSR in environmental sector which brought impacts
tahun 2017, telah memberikan dampak antara on, for example, economy in form of electricity,
lain pada sisi ekonomi berupa penghematan/ water, and equipment cost saving/efficiency to
efisiensi biaya listrik dan air, serta perlengkapan total revenue or asset. The following table shows
terhadap pendapatan maupun terhadap aset, angka the differences.
penurunan tersebut terlihat pada tabel berikut.
Keterangan Perubahan (%)

2017 2016
Remarks Difference (%)
Biaya Listrik dan Air terhadap Total Pendapatan

Rp43,121 Rp48,793 (12%)
Cost of Electricity and Water to Total Revenue
Biaya Perlengkapan terhadWWap Total Pendapatan

Rp2,081 Rp2,155 (3%)
Equipment Cost to Total Revenue
Biaya Listrik dan Air terhadap Total Aset

Rp12,383 Rp12,655 (2%)
Cost of Electricity and Water to Total Asset
KEGIATAN PROGRAM WASTE MANAGEMENT PROGRAM

PENGELOLAAN LIMBAH ACTIVITIES
Terbitnya Keputusan Direksi terkait Sistem The issuance of the Decree of the Board of Directors
Manajemen Lingkungan nomor 32 pada tahun regarding the Environmental Management System
2015, menjadi tolok ukur PT Angkasa Pura I number 32 in 2015, becomes the benchmark of
(Persero) dalam melakukan upaya pengendalian PT Angkasa Pura I (Persero) in making efforts to
pencemaran lingkungan di bandar udara. PT control environmental pollution at the airport. PT
Angkasa Pura I (Persero) telah melakukan kajian Angkasa Pura I (Persero) has conducted a study
terkait pengelolaan limbah (Waste Management) related to waste management (Waste Management)
di Bandara Internasional Sultan Aji Muhammad at Sultan Aji International Airport Muhammad
Sulaiman Sepinggan Balikpapan pada tahun Sulaiman Sepinggan Balikpapan in 2016. In this
2016. Pada tahun ini pula PT Angkasa Pura year also PT Angkasa Pura I (Persero) especially
I (Persero) khususnya Airport Environment Airport Environment Department, related to
Departemen, yaitu unit yang membidangi terkait the environment, has issued a circular related
lingkungan, telah menerbitkan surat edaran to the implementation of 3R (Reduce, Reuse,
terkait pelaksanaan 3R (Reduce, Reuse, Recycle) Recycle) at PT Angkasa Pura I (Persero) airports.
di bandara-bandara PT Angkasa Pura I (Persero).
Pada pelaksanaannya, setiap bandara telah In practice, each airport has implemented
menerapkan pemilahan sampah melalui waste segregation through the availability of
tersedianya tempat sampah terpilah yang disaggregated bins followed by a sorting process in
dilanjutkan dengan proses pemilahan di tempat temporary storage of non-B3 waste. While on the
penyimpanan sementara limbah non B3. Sedangkan waste that is still economically valuable, utilized by

pada sampah yang masih bernilai ekonomis, local residents, as done at the international airport
dilakukan pemanfaatan oleh warga sekitar, seperti I Gusti Ngurah Rai - Bali. While the organic waste
yang dilakukan di bandara internasional I Gusti that can be utilized at the airport, the composting
Ngurah Rai - Bali. Sementara limbah organik process and the resulting compost used as fertilizer
yang bisa dimanfaatkan di bandara, dilakukan for crops by local residents, as implemented at
proses pengomposan dan kompos yang dihasilkan Adi Soemarmo International Airport - Solo. Quite
dimanfaatkan sebagai pupuk untuk tanaman a lot of implementation of waste management
oleh warga sekitar, seperti yang dilaksanakan di program activities carried out at airports managed
Bandara Internasional Adi Soemarmo - Solo. Cukup by PT Angkasa Pura I (Persero), and on its efforts,
banyak pelaksanaan kegiatan program pengelolaan always made improvements in order to achieve the
limbah yang dilaksanakan di Bandara-bandara airport environmentally friendly or Eco - Airport.
yang dikelola PT Angkasa Pura I (Persero), dan
pada upayanya, selalu dilakukan improvement agar
tercapainya bandara ramah lingkungan atau Eco -
Airport.
DAMPAK KEGIATAN PROGRAM IMPACT OF WASTE MANAGEMENT

PENGELOLAAN LIMBAH PROGRAM IMPLEMENTATION
Pengelolaan limbah pada bandar udara merupakan The management of waste at the airport is one
salah satu bentuk pengelolaan dan perlindungan form of management and environmental protection
lingkungan hidup Bandara Udara sesuai yang of the Air Airports as mandated in Government
diamanatkan pada Peraturan pemerintah nomor 40 Regulation No. 40 of 2012 on the Development
tahun 2012 tentang Pembangunan Dan Pelestarian and Conservation of the Environment of Airports.
Lingkungan Hidup Bandar Udara. Limbah merupakan Waste is one of the components managed and
salah satu komponen yang dikelola dan dipantau monitored according to SKEP 124 of 2009 on Eco-
sesuai SKEP 124 tahun 2009 tentang Bandara Ramah Friendly Airport. With the management of waste,
Lingkungan. Dengan adanya pengelolaan limbah, the Company has fulfilled its commitment to the
maka Perseroan telah memenuhinya komitmennya environmental permit that has been issued, while
terhadap izin lingkungan yang telah diterbitkan, the positive impacts are increasing livelihood
sedangkan dampak positif yang ditimbulkan adalah for local people, decreasing impact of garbage
meningkatnya mata pencaharian bagi warga sekitar, accumulation at airport and air pollution.
berkurangnya dampak penumpukan sampah di
bandara dan polusi udara.
KEGIATAN PROGRAM PELESTARIAN NATURE CONSERVATION PROGRAM

ALAM ACTIVITIES
Di samping mendukung Program Pemerintah Besides supporting Government Nature

di Bidang Pelestarian Alam, PT Angkasa Pura I Conservation Program, PT Angkasa Pura I (Persero)
(Persero) juga berkomitmen menjadikan lingkungan is also committed to build environmentally friendly
sekitar Bandara menjadi lebih hijau sejalan dengan area surrounding the airport. In addition to
misi Perseroan dalam mengembangkan bandara reforestation in airport area and in the community
yang ramah lingkungan. Selain penghijauan di surrounding its business, the company also actively
area sekitar Bandara dan dilingkungan masyarakat participates in nature conservation in other buffer
sekitar wilayah usaha, Perseroan juga berperan areas as well as plays role as coordinator of BUMN
aktif dalam pelestarian alam di daerah-daerah Greening Care in East Nusa Tenggara Province.
penyangga lainnya serta menjadi koordinator Until 2017, the company has participated in nature
BUMN Peduli Penghijauan untuk Wilayah Provinsi conservation with total value of Rp5,445,695,209.
Nusa Tenggara Timur. Sampai dengan tahun 2017, Meanwhile, total fund being distributed for nature
Perseroan telah berpartisipasi dalam bidang conservation purpose throughout 2017 worths

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783
pelestarian alam dengan nilai total mencapai Rp528,820,000. The following things have been
Rp5.445.695.209. Sedangkan selama tahun 2017 implemented throughout 2017 period:
dana yang telah disalurkan untuk bidang ini
adalah sebesar Rp528.820.000. Hal-hal yang telah
dilaksanakan selama periode 2017 adalah sebagai
berikut:
a. Penanaman Mangrove kelompok Mekar Tani di a. Mangrove planting activity of Mekar Tani group
Semarang in Semarang
b. Bantuan bibit tanaman kepada GAPOKTANHKM b. Seed provision for GAPOKTANHKM in Lombok;
di Lombok;
c. Transplantasi terumbu karang di pantai liang c. Reef transplantation in Liang Beach Ambon;
Ambon;
d. Pembuatan taman binaan Paguyuban Warga d. Establishment of fostered village Central Java
Jawa Tengah di Biak; dan Community (Paguyuban Warga Jawa Tengah) in
Biak; and
e. Bantuan untuk pelestarian alam lainnya. e. Other nature conservation assistance.
Di samping itu, kegiatan program pelestarian alam The company also prevents environmental
juga dilakukan melalui pencegahan pencemaran pollution problems and boosts efforts in improving
terhadap lingkungan dan upaya-upaya peningkatan environmental sustainability performance through
kinerja lingkungan secara berkelanjutan melalui Green Building, Green Procurement, Green Processes
program Green Building, Green Procurement, Green and 3R (Reduce, Reuse, Recycle) in order to establish
Processes dan 3R (Reduce, Reuse, Recycle) untuk Environment-Friendly Airport (Eco Airport).
menuju Bandar Udara yang Ramah Lingkungan (Eco
Airport).
DAMPAK KEGIATAN PROGRAM IMPACT OF ENVIRONMENT

PELESTARIAN ALAM PRESERVATION ACTIVITIES
Dampak kegiatan pencegahan pencemaran The impacts of environmental pollution prevention

terhadap lingkungan dan upaya-upaya peningkatan and efforts in improving environmental
kinerja lingkungan secara berkelanjutan melalui sustainability performance through Green Building,
program Green Building, Green Procurement, Green Procurement, Green Processes and 3R
Green Processes dan 3R (Reduce, Reuse, Recycle), (Reduce, Reuse, Recycle), are expected to reduce
diharapkan dapat mengurangi pemanasan global global warming and show company’s concern with
dan menunjukkan kepedulian Perseroan dalam protection and restoration of habitat reserve as
menjaga dan memulihkan habitat yang dilindungi well as support company’s goal to make all of its
serta mewujudkan keinginan Perseroan untuk Airports into Environment-Friendly Airports (Eco
menjadikan seluruh Bandar Udara yang dikelola Airport).
menjadi bandar udara yang Ramah Lingkungan (Eco
Airport).
SERTIFIKASI DI BIDANG CERTIFICATION IN

LINGKUNGAN ENVIRONMENTAL FIELD
Sertifikasi yang telah diperoleh Perseroan terkait In relation to environment, the company has been
dengan lingkungan hidup adalah Sertifikasi ISO certified ISO 14001 in environmental management
14001 Sistem Manajemen Lingkungan di Bandara system at I Gusti Ngurah Rai Airport – Bali. The
I Gusti Ngurah Rai – Bali. Sertifikat berlaku mulai certificate is valid from 18 November 2015 and
tanggal 18 November 2015 dan merupakan Bandara I Gusti Ngurah Rai Airport is the first airport in
pertama di Indonesia yang bersertifikat ISO 14001. Indonesia to obtain ISO 14001.


DENGAN KETENAGAKERJAAN, KESEHATAN, DAN
KESELAMATAN KERJA
Corporate Social Responsibility Related to The Employment, and
Occupational Health and Safety
PT Angkasa Pura I (Persero) memiliki komitmen yang PT Angkasa Pura I (Persero) is strongly committed
tinggi terkait dengan ketenagakerjaan, kesehatan to employment, health, and occupational safety. CSR
dan keselamatan kerja. Pelaksanaan CSR terkait implementation related to employment, health, and
ketenagakerjaan, kesehatan, dan keselamatan kerja occupational safety is described as follow.
diuraikan sebagai berikut.
KEBIJAKAN POLICIES
PT Angkasa Pura I (Persero) berupaya untuk PT Angkasa Pura I (Persero) strives to obey
menjadi perusahaan yang taat asas dan taat aturan. principles and regulations. Related to employment,
Termasuk di bidang ketenagakerjaan, Perseroan the company strives to comply with all prevailing
berupaya untuk mematuhi semua peraturan laws concerning employment. The company focuses
perundang-undangan yang berlaku terkait bidang and is strongly committed to gender equality, job
ketenagakerjaan. Perseroan memberikan perhatian opportunity, and training for improving employee
dan komitmen yang tinggi dalam hal kesetaraan professionalism as well as provision of fair incentive.
gender, kesempatan kerja, dan pelatihan untuk
meningkatkan profesionalisme karyawan serta
sistem imbal jasa yang sepadan.
Selain kesetaraan dalam praktik ketenagakerjaan, In addition to equality in employment practices,

Perseroan juga memberikan jaminan pemeliharaan the company also provides health insurance for
kesehatan secara mandiri untuk Pegawai meliputi employees which includes outpatient, inpatient, and
rawat jalan, rawat inap, serta pelayanan khusus. special services. Employee health insurance facility
Jaminan fasilitas kesehatan kepada karyawan is believed to give employees sense of security and
diyakini dapat memberikan ketenangan dan boost their performances. Provision of health care
meningkatkan kinerja karyawan. Pemberian facilities is regulated under BOD’s Decree Number:
fasilitas kesehatan diatur dalam Keputusan Direksi KEP.121/KP.30/2004 dated 9 December 2004
Nomor: KEP.121/KP.30/2004 tanggal 9 Desember concerning Facilities for Officials, Official Travel and
2004, tentang Fasilitas Para Pejabat, Perjalanan Health Care Facilities for Employees of PT Angkasa
Dinas dan Pemeliharaan Kesehatan Pegawai PT Pura I (Persero).
Aspek Keselamatan Kerja juga menjadi perhatian Occupational Safety is also of particular concern to
manajemen Perseroan. Perseroan berupaya untuk the company. The company strives to build safe,
menciptakan lingkungan kerja yang selamat, secured, and comfortable workplace to optimize
aman dan nyaman untuk mendukung terciptanya company’s performance. Policies concerning
kinerja Perseroan yang optimal. Kebijakan terkait occupational health and safety of PT Angkasa Pura I
kesehatan dan keselamatan kerja PT Angkasa (Persero) are regulated under BOD’s Decree Number:
Pura I (Persero) tercantum dalam Keputusan KEP.143/KP.10.43/2012 dated 13 December
Direksi Nomor: KEP.143/KP.10.43/2012 tanggal 2012 concerning Occupational Health and Safety
13 Desember 2012 tentang Sistem Manajemen Management System of PT Angkasa Pura I (Persero).
Keselamatan dan Kesehatan Kerja PT Angkasa Pura
I (Persero).

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Rencana Kegiatan pelaksanaan CSR yang terkait Activity Plan for implementation of CSR related to
dengan ketenagakerjaan telah tertuang di dalam employment has been stated in Corporate Work
RKAP Perseroan yang telah diturunkan dalam Plan and Budget which has been elaborated in Work
Program Kerja Human Capital Group dan Training Program of Human Capital Group and Training and
and Development Group yang terkait dengan Development Group related to implementation
pelaksanaan pengelolaan Human capital yang of Human capital management from recruitment
dimulai dari proses rekrutmen, pengembangan process, competency development, remuneration
kompetensi, penetapan remunerasi sampai dengan decision to retirement of employees. The company
retirement pegawai. Perseroan menargetkan aims to conduct employment practices based on
untuk dapat melaksanakan praktik-praktik prevailing laws and regulations.
ketenagakerjaan sesuai dengan undang-undang
maupun regulasi yang berlaku.
Sedangkan terkait dengan pengelolaan kesehatan Meanwhile, company also implements best practices
karyawan adalah berupa jaminan pemeliharaan for employee health management by providing
kesehatan secara mandiri dari PT Angkasa Pura independent health care insurance from PT Angkasa
I (Persero) untuk rawat jalan, rawat inap, serta Pura I (Persero) covering outpatient and inpatient
pelayanan khusus yang meliputi alat bantu baca, facilities and special services such as reading aid,
pengobatan dan perawatan gigi, alat bantu dengar, dental treatment and medication, hearing aid,
prothesa anggota gerak, prothesa mata, serta prostheses of limbs, eye prostheses, as well as
dimulainya keikutsertaan karyawan pada program employee registration in Health Social Security
BPJS Kesehatan. Dengan memberikan fasilitas Agency (BPJS Kesehatan). It is expected that the
kesehatan yang memadai, diharapkan produktivitas provision of health care facilities will constantly
karyawan akan terus terjaga dan mengalami boost employees’ performances.
peningkatan secara berkelanjutan.
Perseroan memiliki komitmen terhadap Keselamatan The company is committed to Occupational Safety
Kerja dengan memastikan bahwa potensi bahaya by ensuring all potential hazards and risks of OHS
dan risiko K3 dalam kegiatan Perseroan dikendalikan during company’s operations are under control so
dengan tujuan untuk melindungi setiap orang, aset that all personnels, assets, and the neighborhood are
Perseroan dan lingkungan sekitar dari kemungkinan protected from workplace accident and diseases. The
terjadinya kecelakaan kerja dan penyakit akibat company plans to conduct coaching, implementation,
kerja. Perseroan merencanakan untuk melakukan and maintenance of OHS in company’s area
pembinaan, penerapan, dan pemeliharaan K3 di continuously.
lingkungan Perseroan secara berkesinambungan.

KETENAGAKERJAAN
EMPLOYMENT
KEGIATAN ACTIVITIES
Pelaksanaan kebijakan Perseroan terkait bidang The implementation of company’s employment
ketenagakerjaan dapat dijelaskan sebagai berikut policies is described as follow.
• Kesetaraan Gender dan Kesempatan Kerja • Equality of Gender and Job Opportunity
Perseroan memberikan kesempatan yang sama The company gives the same opportunity to all
bagi semua orang, baik pria dan wanita, tanpa men and women regardless of ethnicity, religion,
memandang perbedaan etnik, agama, ras, kelas, race, class, gender, or physical condition to
gender, ataupun kondisi fisik untuk mengikuti participate in recruitment program. Employee
program rekrutmen pekerja. Pengangkatan candidates are appointed based on results of
calon pekerja didasarkan atas hasil seleksi, hasil selection and evaluation during probation and
evaluasi pada masa percobaan dan orientasi orientation.
pekerja.
• Kesetaraan dalam Program Pendidikan dan • Equality in Education and Training Program
Pelatihan
Dalam rangka meningkatkan skill dan kapasitas To improve skill and capacity of employees to
karyawan untuk menunjang operasional support company’s operations, the company
Perseroan menyelenggarakan program provides education and training program. Each
pendidikan dan pelatihan. Setiap karyawan employee has equal opportunity to participate
Perseroan memiliki kesempatan yang sama in education and training program, however,
untuk mengikuti program pendidikan dan the implementation of this program should
pelatihan, hanya saja dalam pelaksanaan be adjusted to company’s needs and plans.
program ini harus disesuaikan dengan Throughout 2017, 3,799 participants have
kebutuhan dan rencana pengembangan participated in education and training program
Perseroan. Sepanjang tahun 2017, Perseroan for various levels, from Directors to staff, with
telah menyelenggarakan program pelatihan total cost of Rp39,008,149,267.
dan pendidikan yang diikuti oleh 3.799 peserta
mulai dari level Direksi hingga staff, dengan
total biaya penyelenggaraan training selama
tahun 2017 mencapai Rp39.008.149.267.
• Hubungan Industrial • Industrial Relations

Perseroan berupaya untuk menciptakan The company strives to establish harmonious
hubungan kerja antara Perseroan dan karyawan and fair workplace relationship with its
yang harmonis, selaras, dan berkeadilan. employees. Therefore, in its operations, the
Karena itu, dalam operasionalnya Perseroan company works on optimizing human capital
berupaya untuk melakukan optimalisasi dalam management by understanding employees’
pengelolaan sumber daya manusia dengan tetap interests. As for freedom of association,
memperhatikan kepentingan pekerja. Sebagai PT Angkasa Pura I (Persero) have 2 labor unions
wujud kebebasan berserikat, PT Angkasa Pura I which include Angkasa Pura I Labor Union (SP)
(Persero) memiliki 2 organisasi serikat pekerja, and Angkasa Pura I Employee Association (AKA).
yaitu Serikat Pekerja Angkasa Pura I (SP) dan Both SP and AKA represent employees’ interests
Asosiasi Karyawan PT Angkasa Pura I (AKA). in employment which includes negotiations
Baik dari SP maupun AKA mewakili kepentingan on Collective Labor Agreement (CLA) with
karyawan dalam ketenagakerjaan, termasuk company’s management.
perundingan Perjanjian Kerja Bersama (PKB)
dengan pihak manajemen.

2017 Annual Report
787
Saat ini, Perjanjian Kerja Bersama (PKB) yang Currently, the prevailing Collective Labor
berlaku adalah PKB Periode 2014-2016 dengan Agreement (CLA) is CLA of 2014-2016 Period
Nomor: SP.137/HK.06/2014-DU, SP.AP.I.01/ Number: SP.137/HK.06/2014-DU, SP.AP.I.01/
PKB/VI/2014, dan 012/DPP-AKA/VI/2014. PT PKB/VI/2014, and 012/DPP-AKA/VI/2014. PT
Angkasa Pura I (Persero) secara rutin telah Angkasa Pura I (Persero) regularly conducts
melakukan rapat dengan serikat pekerja. meeting with trade union. The meetings discuss
Rapat-rapat tersebut membahas terkait the fulfillment of employee rights and obligations
pemenuhan hak dan kewajiban karyawan as well as formulation of sanctions for employee
ataupun perumusan sanksi disiplin jika terdapat discipline violations
pelanggaran disiplin oleh pegawai.
• Remunerasi • Remuneration
Kebijakan remunerasi yang diterapkan The company has set remuneration policies by
Perseroan adalah dengan mengedepankan skill, emphasizing employees’ skill, competence and
kompetensi, dan integritas karyawan. Perseroan integrity. The company also obeys all prevailing
juga telah menaati semua aturan yang berlaku regulations on remuneration and makes sure that
terkait remunerasi, dimana besaran remunerasi the amount of remuneration for all employees
seluruh karyawan Perseroan telah sesuai atau has met or exceeded the Minimum Wage
berada di atas standar Upah Minimum yang standard in each operation area of the company.
berlaku di wilayah operasional Perseroan.
Selama masa aktif kerja, karyawan PT Angkasa During their active employment period,
Pura I (Persero) menerima remunerasi sebagai employees of PT Angkasa Pura I (Persero)
berikut. receive the following remuneration.
1. Penghasilan Bulanan, mencakup gaji 1. Monthly Income including basic salary,
pokok, tunjangan istri/suami, tunjangan spouse allowance, children allowance, meal
anak, tunjangan pangan, insentif prestasi, allowance, performance incentive, dearness
tunjangan kemahalan, tunjangan transport, allowance, transportation allowance,
tunjangan jabatan, dan tunjangan mobilitas. positional allowance, and mobility allowance.
2. Penghasilan Tahunan, mencakup bantuan 2. Annual Income including home rent
sewa rumah, tunjangan cuti tahunan, allowance, annual leave allowance, education
tunjangan pendidikan anak sekolah, allowance for children, religious holiday
tunjangan hari raya, bonus, dan seragam allowance, and uniform.
dinas.
3. Pemeliharaan Kesehatan, mencakup rawat 3. Health Care Facilities including outpatient
jalan, rawat inap, dan pelayanan khusus. facility, inpatient facility, and special service.
4. Penghasilan Sesuai Kondisi dan Waktu 4. Salary under Certain Time and Condition as
Tertentu, dijelaskan lebih lanjut dalam bab explain further in HRM chapter.
SDM.
Terkait dengan remunerasi, Perseroan Related to remuneration, the company always

senantiasa berupaya agar tidak terjadi gap yang strives to maintain its pay gap reasonable. The
terlalu tinggi. Rasio gaji tertinggi dan terendah highest and lowest salary ratio in 2017 can be
selama 2017 adalah sebagai berikut. described as follow.

Tabel Perbandingan Gaji Tertinggi dan Terendah

Table of Highest and Lowest Salary Ratio
Uraian Nilai Tertinggi (Rp) Nilai Terendah (Rp) Perbandingan

Description Highest Value (Rp) Lowest Value (Rp) Comparison
Dewan
Komisaris 63,000,000 56,700,000 1.1 : 1
Board of
Commissioners
Direksi 140,000,000 126,000,000 1.1 : 1
Board of
Directors
General
Manager/ 56,960,324 35,780,036 1.6 : 1
Group Head
Departement 30,636,027 27,651,992 1.1 : 1
Head
Section Head 20,015,658 17,638,678 1.1 : 1
Section Head
Staff
12,197,222 7,313,272 1.7 : 1
Staff
• Program Pensiun • Retirement Program

Sebelum memasuki masa pensiun, karyawan PT Angkasa Pura I (Persero) provides skill training
PT Angkasa Pura I (Persero) diberikan and Pre-Retirement Training Program to support
pembekalan keterampilan dengan Program the achievement of retirement goals and to
Pelatihan Pra Purna Bhakti yang bertujuan develop self potential and problem solving skill
untuk mempersiapkan masa pensiun to make the employees mentally and spiritually
karyawan PT Angkasa Pura I (Persero), dalam ready for comforting, healthy, and productive
mengembangkan potensi diri dan mampu retirement experience.
mengelola permasalahannya sehingga siap
secara mental dan spiritual dalam menghadapi
serta menjalani masa pensiun dengan tetap
nyaman, sehat, bugar, dan produktif.
Dalam memenuhi kebutuhan tersebut, The knowledge and insight needed for such
pengetahuan dan wawasan yang diberikan situation include:
meliputi hal-hal berikut ini:
1. Spiritual Emotion Power; 1. Spiritual Emotion Power;
2. Kiat Menghadapi Status Purnabakti; 2. Tips for Facing Retired Status;
3. Healty Secret; 3. Healthy Secret;
4. Enterpreneurship; 4. Enterpreneurship;
5. Menciptakan Keluarga Harmonis Pasca 5. Creating Harmonious Family after Retirement;
Purnabakti;
6. Kunjungan Usaha; 6. Business Visit;
7. Resolusi/Personal Action Plan (rencana aksi) 7. Resolution/Personal Action Plan (Action Plan)
bersama YAKKAP. with YAKKAP
Setelah memasuki masa pensiun, karyawan During their retirement period, employees of PT
PT Angkasa Pura I (Persero) menerima Angkasa Pura I (Persero) receive the following
kesejahteraan sebagai berikut: allowances:
1. Manfaat Pensiun, melalui Dana Pensiun 1. Retirement Benefit through Angkasa Pura
Angkasa PuraI (DAPENRA) dan Dana Pensiun I Pension Fund (DAPENRA) and Financial

2017 Annual Report
789
Lembaga Keuangan (DPLK) serta Jaminan Institution Pension Fund as well as Pension
Pensiun oleh BPJS Ketenagakerjaan. Security from Workers Social Security
Agency (BPJS Ketenagakerjaan).
2. Manfaat Tunjangan Hari Tua, yang 2. Old-Age Benefit managed by Employee Welfare
pengelolaanya dilakukan oleh Yayasan Foundation Angkasa Pura I (YAKKAP I).
Kesejahteraan Karyawan PT Angkasa Pura
I (Persero) (YAKKAP I).
3. Pemeliharaan Kesehatan Pensiun, yang 3. Pension Health Care Facility managed by
dilakukan oleh YAKKAP I. YAKKAP I.
4. Manfaat Jaminan Hari Tua oleh BPJS 4. Old-Age Benefit managed by Workers Social
Ketenagakerjaan. Security Agency (BPJS Ketenagakerjaan).
DAMPAK KUANTITATIF QUANTITATIVE IMPACTS
Pelaksanaan kebijakan CSR terkait dengan The implementation of CSR policies related to
ketenagakerjaan di tahun 2017 sudah cukup efektif employment in 2017 is considered effective and
sesuai dengan tujuannya dalam rangka memenuhi consistent with its goal to fulfill employees’ needs
kepentingan para karyawan, sehingga tercipta in order to establish harmony in employees’ and
keselarasan tujuan karyawan dengan tujuan company’s goals. Harmonious goals increase
Perseroan. Dengan adanya keselarasan tujuan, engagement level among employees but maintain
maka engagement karyawan akan meningkat dan turnover level among employees. The rate of
tingkat turnover karyawan akan terjaga dengan turnover among employees is 4.85% and remains
baik. Angka turnover karyawan tercatat sebesar .the same as previous year’s rate.
4,85% atau sama dengan tahun sebelumnya.
Tabel Tingkat Turnover Karyawan

Table of Rate of Turnover among Employees
Keterangan
2017 2016 2015
Remarks
Pensiun
181 160 136
Retired
Resign
15 11 6
Resign
Meninggal
8 2 3
Deceased
Lain-lain
4 3 7
Others
Jumlah Karyawan Keluar
208 176 152
Number of Employee Leaving
Jumlah Karyawan
3.350 3.025 3.135
Number of Employee
Tingkat Turnover
4,85% 4,85% 5,74%
Level of Turnover
Selain itu survei kepuasan pegawai yang rutin Besides, employee satisfaction survey conducted
dilaksanakan oleh Perseroan menunjukkan tingkat regularly by the company indicates “satisfactory”
kepuasan pegawai yang baik pada tahun 2017 level of employee satisfaction standing at 4.15 level.
yang berada pada level 4,15 dengan kategori Results of employee satisfaction survey indicate that
“puas”. Berdasarkan hasil survei kepuasan pegawai employees are considered loyal to the Company. This
dapat dikatakan bahwa pegawai Perseroan loyal loyalty is linked to well-being level, opportunities,
terhadap Perseroan. Hal ini sejalan dengan tingkat and supportive workplace.
kesejahteraan, peluang, dan lingkungan kerja yang
mendukung.

KESEHATAN
HEALTH
KEGIATAN ACTIVITIES
Perseroan sangat memperhatikan kesejahteraan The company strongly focuses on employee well-
dan kesehatan karyawannya. Fasilitas kesehatan being and health. It provides comprehensive health
yang diberikan kepada karyawan dan anggota care facilities to employees and their families which
keluarganya cukup komprehensif yang mencakup includes:
fasilitas kesehatan berupa:
- Rawat jalan, bagi pegawai yang berobat ke - Outpatient facility for employees covering
dokter di luar dokter Perseroan seluruh all expenses for medical services provided
biayanya mendapatkan penggantian dari by doctors other than those appointed by the
Perseroan. company.
- Rawat inap, bagi pegawai dan keluarganya - Inpatient facility for employees and their families
diberikan fasilitas rawat inap sesuai dengan covering hospital services as part of inpatient
kelas kamar yang telah ditentukan untuk treatment in that room class is determined by
masing-masing golongan jabatan. their position.in the company
- Pelayanan khusus, yang meliputi alat bantu - Special services covering reading aid, dental
baca, pengobatan dan perawatan gigi, alat bantu medication and treatment, hearing aid,
dengar, prothesa anggota gerak, dan prothesa prostheses of limbs, and eye prostheses.
mata.
Pada Kantor Pusat maupun Kantor Cabang Clinic facilities for employees are provided in either
PT Angkasa Pura I (Persero) juga disediakan fasilitas Head Ofice or Branch Office of PT Angkasa Pura I
klinik yang dapat dimanfaatkan oleh pegawai. Selain (Persero). In addition, employees who retire and
itu, bagi pegawai dalam masa pensiun mendapatkan their families are eligible to receive health care
fasilitas kesehatan bagi dirinya beserta keluarga facilities as regulated in Decision Letter. Health
sesuai yang tercantum pada Surat Keputusan. care facilities for retired employees which include
Fasilitas kesehatan bagi pegawai pensiun dikelola inpatient service expenses for each person each
oleh YAKKAP I, yaitu berupa biaya rawat inap year are managed by YAKKAP I under the regulation
per orang per tahun sesuai dengan ketentuan of the company.
Perseroan.

2017 Annual Report
791
Tabel Informasi Peserta BPJS Kesehatan Tahun 2017

Table of BPJS Health Participants Information Year 2017
Checklist Keikutsertaan Jumlah
dalam BPJS Kesehatan/ Amount
Opt-in Checklist in BPJS
Health
Pejabat/ Keluarga/ Jumlah Pejabat/ Jumlah Keluarga Pembiayaan
Karyawan Relatives Karyawan Pejabat/ Selama Tahun
Officials / yang Terdaftar Karyawan 2017
Employees sebagai Peserta yang Terdaftar (Rp)/
Pihak/ BPJS Kesehatan sebagai Peserta Financing
No.
Parties (Orang) BPJS Kesehatan During 2017
Number of (Orang) (Rp)
Officials/ Number of
Employees Family Officials/
Registered as Employees
Participant of Listed as
BPJS Health Participants of
(Person) BPJS Health
(Person)
1. Dewan
Komisaris/
- - - - -
Board of
Commissoner
2. Direksi/
Board of √ √ 7 20 11,293,627
Dorectors
3. Group Head √ √ 12 30 19,360,504
4. General
√ √ 13 32 20,973,879
Manager
5. Department
√ √ 115 245 185,583,160
Head
6. Section Head √ √ 354 715 571,134,859
7. Team Leader √ √ 425 803 685,684,505
8. Officer √ √ 1,723 2,456 2,779,845,654
Pengelolaan fasilitas kesehatan yang baik pada Good health care facility management is proven
karyawan telah memberikan dampak peningkatan to significantly improve employee health and
kesehatan dan kinerja pegawai yang cukup performance. It is indicated by increased productivity
signifikan. Hal ini ditunjukkan dengan adanya rate from Rp2,029,181 per employee in 2016 to
peningkatan angka produktivitas karyawan yaitu Rp2,147,566,567 per employee in 2017.
menjadi sebesar Rp2.147.566.567 per karyawan
di 2017 dari sebesar Rp2.029.181 per karyawan di
tahun 2016.

KESELAMATAN KERJA
OCCUPATIONAL SAFETY
KEGIATAN ACTIVITIES
Keselamatan kerja Karyawan merupakan hal yang Employee Occupational Safety is company’s main
sangat penting bagi Perseroan dalam menjalankan concern in its day-to-day operations. In order to
kegiatan operasionalnya sehari-hari. Dalam upaya establish occupational safety around the buildings
menciptakan keselamatan kerja di lingkungan and offices, the company has implemented:
gedung dan kantor, beberapa hal yang telah
dilakukan antara lain:
1. Untuk mewujudkan Kebijakan K3 sebagaimana 1. To implement the aforementioned OHS Policies,
dimaksud, maka seluruh Jajaran Manajemen all Management Personnels and Employees
Perseroan dan Pegawai berupaya untuk: strive to:
a. Mencegah terjadinya kecelakaan kerja a. Prevent occupational accidents and diseases
dan penyakit akibat kerja serta kerusakan as well as equipment, properties, and
peralatan, properti, dan lingkungan kerja. workplace damages.
b. Menciptakan lingkungan tempat kerja yang b. Establish healthy, safe, and comforting
sehat, selamat, aman, dan nyaman bagi workplace for all employees, customers, and
pegawai, pelanggan, mitra kerja, maupun working partners as well as other parties in
pihak lain yang berada di lingkungan the surrounding to support the achievement
Perseroan untuk mendukung tercapainya of Company Vision and Mission.
visi dan misi Perseroan.
c. Mematuhi seluruh peraturan perundang- c. Comply with all laws and other requirements
undangan dan persyaratan lainya terkait K3 related to OHS as well as its compliance
serta evaluasi terhadap kepatuhannya. evaluation.
d. Secara berkesinambungan melakukan d. Continuously conduct coaching, implement,
pembinaan, penerapan, dan pemeliharaan and maintain OHS in the workplace.
K3 di lingkungan perusahaan.
e. Memenuhi sumber daya manusia yang e. Provide competent human capital,proper
kompeten, peralatan laik operasi, metode equipment, working method, safe working
kerja, dan lingkungan kerja yang aman serta environment, as well as adequate budget for
anggaran yang memadai guna mendukung implementing OHS programs.
terlaksananya program-program K3.
f. Melakukan evaluasi terhadap pelaksanaan f.
Evaluate OHS implementation in order to
K3 guna terciptanya peningkatan K3 secara promote sustainable OHS and conducive OHS
berkelanjutan dan kondisi K3 yang kondusif. condition.
2. Kebijakan K3 sebagaimana dimaksud 2. OHS policies are communicated to all employees,
dikomunikasikan kepada seluruh pegawai, customers, and work partners for compliance
pelangga, dan mitra kerja Perseroan agar and regular review by the BOD.
dipatuhi serta ditinjau secara berkala oleh
Direksi.
PENGELOLA K3 OHS MANAGER
Unit pengelola K3 di Kantor Pusat yaitu Airport In the headoffice, OHS is managed by Airport
Safety Group yang dibentuk tahun 2016. Airport Safety Group established in 2016. Airport Safety
Safety Group memiliki 3 (tiga) Departemen, salah Group consists of 3 (three) departments. One of the
satunya adalah Departemen Occupational Safety departments includes Occupational Safety Health
Health Department yang fokus pada pengelolaan K3. Department which focuses on OHS management

2017 Annual Report
793
Sedangkan, struktur organisasi pengelola K3 di Meanwhile, in branch offices, organizational

Kantor Cabang dibagi menjadi 2 (dua) berdasarkan structure of OHS manager is divided into 2 (two)
ukuran Kantor Cabang, yaitu: based on their size which involves:
a. Bandara kelas besar dan menengah; dan a. Large and medium class airport; and
b. Bandara kecil. b. Small airport
STRUKTUR ORGANISASI PENGELOLA K3

K3 MANAGEMENT ORGANIZATION STRUCTURE
AIRPORT SAFETY
GROUP HEAD
OCCUPATIONAL SAFETY
HEALTH DEPARTMENT
HEAD
OCCUPATIONAL SAFETY OCCUPATIONAL SAFETY

HEALTH ANALYST HEALTH OFFICER
BANDARA BESAR BANDARA MENEGAH BANDARA KECIL

LARGE AIRPORT MEDIUM AIRPORT SMALL AIRPORT
AIRPORT SAFETY AND AIRPORT SECURITY & AIRPORT OPERATION &

QUALITY MANAGEMENT SAFETY SERVICES DEPARTMENT
DEPARTMENT HEAD DEPARTMENT HEAD HEAD
SAFETY MANAGEMENT SAFETY MANAGEMENT AIRPORT SAFETY,

SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL QUALITY & RISK
SAFETY HEALTH SECTION SAFETY HEALTH SECTION MANAGEMENT
HEAD HEAD SECTION HEAD
SAFETY MANAGEMENT SAFETY MANAGEMENT SAFETY MANAGEMENT

SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL
SAFETY HEALTH OFFICER SAFETY HEALTH OFFICER SAFETY HEALTH OFFICER

PROGRAM K3 TAHUN 2017

OHS PROGRAM YEAR 2017
Program Kerja Sasaran Hasil

No.
Work Program Target Result
1. Focus Group Discussion Membangun kesadaran akan FGD dengan Tema “Occupational Safety Health in
Occupational Safety pentingya Keselamatan dan Airport” dilaksanakan pada tanggal 17 Maret 2017
Health In Airport Kesehatan Kerja (K3) di di Makassar, melibatkan narasumber dari Dinas
lingkungan kerja PT Angkasa Kementerian Tenaga Kerja Provinsi Sulawesi Selatan
Focus Group Pura I (Persero) dan PT Garuda Indonesia, dengan kesimpulan sebagai
Discussion berikut:
Occupational Safety Building awareness
Health in Airport regarding the importance • K3 merupakan investasi jangka panjang serta dapat
of Occupational Health and dimulai dari hal yang kecil dan mudah bagi seluruh
Safety (OHS) in PT Angkasa pihak, baik internal maupun eksternal.
Pura I (Persero) area. • SMK3 merupakan integrasi K3 pada sistem
perusahaan.
• Kinerja Perusahaan dapat ditingkatkan melalui
peningkatan sistem manajemen K3 secara
menyeluruh di Perusahaan.
FGD themed “Occupational Safety Health in Airport”

was conducted on 17 March 2017 in Makassar
and involved representatives from Department of
Manpower Ministry South Sulawesi Province and PT
Garuda Indonesia with the following conclusions:
• OHS is a long-term investment which can be

started from the smallest and easiest for all
internal and external parties.
• OHS Management System is integration between
OHS and company’s system.
• Company can increase its performance by
improving its OHS management system
comprehensively.
2. Bimbingan Teknis 1. Memberikan bimbingan Kegiatan telah dilaksanakan di Jakarta pada tanggal 29
Penyusunan Manual teknis dalam menyusun – 31 Maret 2017 dengan hasil sebagai berikut :
Sistem Manajemen K3 Pedoman SMK3 • Manual SMK3 Korporat disusun melalui
(SMK3) Corporate Korporat PT Angkasa proses konsultasi dengan narasumber dan
Pura I (Persero) agar perwakilan dari Kantor Cabang Bandara, untuk
Technical Guidance on menjadi acuan bagi selanjutnya akan dijadikan sebuah Keputusan
Manual Formulation seluruh Kantor Cabang Direksi sehingga dapat dijadikan pedoman bagi
for Corporate OHS Bandara penerapan SMK3 di Kantor Pusat maupun seluruh
Management System 2. Memberikan bimbingan Kantor Cabang.
(OHSMS). teknis kepada para • Audit Internal SMK3 yang dilaksanakan
peserta dalam rangka menggunakan 166 kriteria berdasarkan Peraturan
persiapan audit internal Pemerintah No. 50 Tahun 2012, dengan hasil
SMK3 berdasarkan PP Audit berupa temuan critical, major dan minor.
No. 50 tahun 2012 • Penyamaan persepsi Auditor SMK3 antara kriteria
Audit yang digunakan dengan bukti impementasi
1. Providing technical terkait yang harus dipenuhi.
guidance in the
formulation of Corporate
OHSMS Guidelines for PT
as reference for all
Airport Branch Offices

2017 Annual Report
795

No.
2. Providing technical The event was conducted in Jakarta, 29 - 31 March

guidance for participants 2017, with the following results:
in preparing internal • The formulation of Corporate OHS Management
OHS audit as per PP No. System (SMK3) Manual involves consultation
50 Year 2012 process with the sources and representatives from
Airport Branch Office and acts as consideration for
BOD’s Decision
• OHS Management System Internal Audit was
conducted based on 166 criteria under the
Government Regulation No. 50 Year 2012 resulting
in critical, major, and minor Audit findings.
• Auditor should have same perception towards
Audit criteria and implementation proof that
should be fulfilled.
3. Audit Internal SMK3 1. Mengetahui Audit Internal SMK3 di 13 (tiga belas) kantor cabang
Tahun 2017 Sesuai PP. tingkat penerapan/ Bandara dilaksanakan pada bulan April sampai dengan
50 Tahun 2012 implementasi SMK3 di Juni 2017, dilaksanakan oleh Kantor Pusat dan
masing – masing kantor perwakilan Kantor Cabang Bandara.
OHS Management cabang;
System Internal Audit 2. Menentukan tingkat OHS Management System Internal Audit in 13 (thirteen)
Year 2017 Pursuant to pemenuhan terhadap Airport branch offices was conducted from April to
PP. 50 Year 2012 Peraturan Pemerintah June 2017 by the Head Office and Representatives of
Nomor 50 tahun 2012 Airport Branch Offices.
tentang SMK3.
1. To know the
implementation level
of OHS Management
System in each branch
office;
2. To determine level
of compliance to
Government Regulation
Number 50 Year 2012
on OHS Management
System.
.
4. Setting Up Penyusunan Dalam rangka standarisasi Setting up Dokumen SMK3 dan OHSAS 18001:2007
Dokumen SMK3 dan Sistem Manajemen K3 (dibantu oleh Konsultan) dengan target penyusunan
OHSAS 18001:2007 (SMK3) yang diterapkan di dokumen SMK3 berdasarkan peraturan perundang
PT Angkasa Pura I (Persero). – undangan yang berlaku dan persyaratan K3 yang
Setting up relevan dilakukan di 9 Bandara, antara lain :
Development of In order to standardize 1. Juanda – SUB
OHS Management the implementation of 2. Sultan Hasanuddin – UPG
System and OHSAS OHS Management System 3. Adi Sutjipto – JOG
18001:2007 (SMK3) in PT Angkasa Pura I 4. Syamsudin Noor – BDJ
Document (Persero). 5. Lombok – LOP
6. Sam Ratulangi – MDC
7. El Tari – KOE
8. Pattimura – AMQ
9. Frans Kaisiepo - BIK
Setting up OHS Management System Document and
OHSAS 18001:2007 (with Consultants’ assistance )
to formulate document of OHS Management System
according to the laws and OHS requirement relevant to
9 Airports including:
1) Juanda – SUB
2) Sultan Hasanuddin – UPG
3) Adi Sutjipto – JOG
4) Syamsudin Noor – BDJ
5) Lombok – LOP
6) Sam Ratulangi – MDC
7) El Tari – KOE
8) Pattimura – AMQ
9) Frans Kaisiepo - BIK


No.
6. Pelatihan First Aider 1. Peningkatan pemahaman Pelatihan dilaksanakan pada tanggal 21 s.d. 23
/ P3K personil dalam Februari 2017 di Lombok diikuti oleh 20 (dua puluh)
melakukan tindakan peserta dari Kantor Pusat dan Kantor Cabang, dengan
First Aider Training Pertolongan Pertama materi pelatihan sebagai berikut :
pada Kecelakaan 1. Peraturan perundangan yang berkaitan dengan
(P3K) sehingga tingkat Pertolongan Pertama Pada kecelakaan (P3K)
keparahan kecelakaan 2. Dasar - dasar Kesehatan Kerja
kerja yang menyebabkan 3. Dasar - dasar Pertolongan Pertama Pada
penderita mengalami Kecelakaan (P3K)
penurunan kualitas kerja 4. Anatomi dan Faal tubuh manusia
untuk sementara waktu 5. Pedoman Penyediaan Fasilitas P3K
ataupun terjadinya 6. Bahaya dan Penanganan terhadap sengatan panas,
cacat permanen dapat keracunan, paparan bahan kimia, kejang.
dikurangi. 7. Gangguan lokal (luka, perdarahan, luka bakar,
2. Pemenuhan Peraturan patah tulang) dan tindakan pertolongannya.
Menteri Tenaga Kerja RI 8. Gangguan peredaran darah dan tindakan
Nomor 15 Tahun 2008 pertolongannya
tentang Pertolongan 9. Resusitasi jantung paru
Pertama Pada 10. Evakuasi korban (Prosedur dan Para pengangkutan
kecelakaan Di Tempat korban)
Kerja. 11. P3K pada keadaan tertentu (P3K pada kecelakaan
diruang tertutup/terbatas dan P3K sengatan listrik)
1. To improve personnels’ 12. Gangguan Kesadaran dan tindakan pertolongannya
knowledge of first-aid 13. Gangguan Pernafasan dan tindakan
response in order to pertolongannya
lower risks of workplace
accident which can cause Training was conducted from 21 to 23 February 2017
temporary decreased in Lombok with 20 (twenty) participants from Head
performance or Office and Branch Offices discussing about:
permanent disability. 1. Laws concerning First Aid
2. The compliance to 2. The principles of Occupational Health
Minister of Manpower 3. The principles of First Aid
Regulation Number 15 4. Anatomy and physiology of human body
Year 2008 concerning 5. Guidelines on Supply of First Aid Facilities
First Aid for Workplace 6. Dangers and Treatment for heat stroke,
Accident. intoxication, chemical exposure, seizures.
7. Local disorder (wound, bleeding, burn, fracture)
and the treatment.
8. Blood circulation problems and its treatment
9. Heart and lung resuscitation
10. Victims evacuation (Procedure and the Stretcher-
Bearer)
11. First Aid for special circumstances (First Aid for
accidents in confined space and for electrical
shock)
12. Unresponsive casualty and its treatment
13. Breathing difficulties and the treatment
7 Pelatihan Investigasi 1. Peningkatan Pelatihan dilaksanakan pada tanggal 8 s.d. 11 Agustus
Kecelakaan Kerja pengetahuan personil 2017 di Center for Excellence Jakarta, diikuti oleh 22
(Sertifikasi BNSP) tentang teknis dalam (dua puluh dua) peserta dari Kantor Pusat dan Kantor
melakukan Investigasi Cabang, dengan materi sebagai berikut:
Training on Working Kecelakaan Kerja, baik 1. Konsep kecelakaan kerja
Accident Investigation terkait tentang cara 2. Prosedur investigasi kecelakaan kerja
(BSNP Certification) melakukan analisis 3. Metode analisis kecelakaan kerja
penyebab kecelakaan 4. Praktek dan studi kasus investigasi kecelakaan
kerja, teknik melakukan kerja
wawancara, hingga
pemahaman dalam
pembuatan laporan
investigasi.

2017 Annual Report
797

No.
2. Peserta mampu The training which was conducted from 8 to 11 August

melakukan kegiatan 2017 at Center of Excellence Jakarta with 22 (twenty-
investigasi terhadap two) participants from Head Office and Branch Offices
kecelakaan kerja yang discussed about:
terjadi di lingkungan 1. Workplace accident concept
kerjanya sesuai dengan 2. Workplace accident investigation procedure
prosedur, pedoman, dan 3. Workplace accident analysis method
ketentuan yang berlaku. 4. Workplace accident investigation practices and
case study
1. To improvement
personnel’s knowledge
on technical things in
conducting Workplace
Accident Investigation
covering from how
to analyze causes,
interview technique, to
making investigation
report.
2. Participants are able to
investigate accident in
the workplace according
to prevailing procedure,
guidelines, and
regulations.
8. Sertifikasi Personil 1. Bentuk kepatuhan Personil di seluruh Bandara yang dikelola oleh PT
sesuai bidang terhadap peraturan Angkasa Pura I (Persero) telah tersertifikasi oleh
kerjanya; perundang-undangan Direktorat Jenderal Perhubungan Udara dan Dinas
yang berlaku Tenaga Kerja setempat
Personnel Certification 2. Memastikan personil
according to their field memenuhi kompetensi Personnel at all airports managed by PT Angkasa Pura
of work; sesuai dengan bidang I (Persero) have been certified by the Directorate
kerjanya General of Civil Aviation and the local Manpower Office
1. The form of compliance

with applicable laws and
regulations
2. Ensure personnel meet
the competencies in
accordance with their
field of work

Perseroan menilai bahwa pelaksanaan pengelolaan The company believes that the implementation
keselamatan dan kesehatan kerja yang didukung of occupational health and safety management,
dengan kegiatan sosialisasi dan berbagai pelatihan, supported by socialization and trainings, has been
telah memberikan dampak yang cukup efektif. effective. In 2017, the company recorded zero
Selama tahun 2017, Perseroan telah mencatat employee accident (zero accident).
bahwa tidak terjadi kecelakaan kerja pada pegawai
(zero accident).
Tabel Jumlah Kecelakaan Kerja Pegawai PT Angkasa Pura I (Persero)

Table of Number of Employee Accident PT Angkasa Pura I (Persero)
TAHUN JAN FEB MAR APR MEI JUN JUL AGU SEP OKT NOV DES TOTAL
2017 0 0 0 0 0 0 0 0 0 0 0 0 0
2016 0 0 0 0 0 0 0 0 0 0 0 0 0
2015 0 0 0 0 0 0 0 0 0 0 0 0 0
2014 0 0 0 0 0 0 0 0 0 0 0 0 0
2013 0 0 0 0 0 0 0 0 0 0 0 0 0

2017 Annual Report
799

DENGAN PENGEMBANGAN SOSIAL KEMASYARAKATAN
Corporate Social Responsibility Related to Social and Community
Development
Kesejahteraan masyarakat menjadi sangat penting Since community welfare involves community
demi keberlangsungan kegiatan operasional either directly or indirectly, it becomes crucial factor
Perseroan, karena secara langsung atau tidak for company’s operations sustainability. Therefore,
langsung melibatkan masyarakat. Oleh karena the company sees the importance of implementing
itu, Perseroan memandang sangat penting untuk corporate social responsibility in the community.
melakukan tanggung jawab terhadap masyarakat.
STRUKTUR ORGANISASI ORGANIZATIONAL STRUCTURE OF

PENGELOLA PROGRAM PARTNERSHIP AND COMMUNITY
KEMITRAAN DAN BINA DEVELOPMENT PROGRAM (PKBL)
LINGKUNGAN (PKBL) MANAGER
Organisasi pengelolaan dana Kemitraan dan Bina Organization for Partnership and Community
Lingkungan yang dilaksanakan telah ditetapkan Development funds management has been
dalam Surat Keputusan Direksi PT Angkasa Pura I regulated under PT Angkasa Pura I (Persero)
(Persero) Nomor: KEP.146/OM.01.01/2012 tanggal BOD’s Decree Number: KEP.146/OM.01.01/2012
18 Desember 2012, yang telah diperbaharui dengan dated 18 December 2012 revised in PT Angkasa
Keputusan Direksi PT Angkasa Pura I (Persero) Pura I (Persero) BOD’s Decree Number: KEP.59/
Nomor: KEP.59/OM.01.01/2013 tanggal 19 Juni OM.01.01/2013 dated 19 June 2013.
2013.
Berdasarkan Keputusan Direksi tersebut, organisasi Pursuant to BOD’s Decision, funds for Partnership
pengelola dana Program Kemitraan dan Bina and Community Development Program are no
Lingkungan (PKBL) berubah dari unit PKBL longer managed by PKBL unit but Corporate Social
menjadi unit Corporate Social Responsibility (CSR) Responsibility (CSR) unit under President Director
dan berada dibawah President Director dimana and reports to President Director. Pursuant to PT
dalam melaksanakan tugasnya bertanggung Angkasa Pura I (Persero) BOD’s Decree Number:
jawab kepada President Director. Dan sesuai Surat KEP.82/OM.02.01/2014 dated 11 July 2016. Based
Keputusan Direksi PT Angkasa Pura I (Persero) on BOD’s decision, Corporate Social Responsibility
Nomor: KEP.82/OM.02.01/2014 Tanggal 11 Juli (CSR) unit is under the President Director. However,
2016. Berdasarkan keputusan Direksi tersebut, in accordance with the KEP: 09/OM.02.01/2017
unit Corporate Social Responsibility (CSR) berada dated January 31, 2017 in carrying out its duties
di bawah Direktur Utama. Namun sesuai dengan CSR units in supervision by the Director of Marketing
KEP:09/OM.02.01/2017 tanggal 31 Januari 2017 and Services.
dalam melaksanakan tugasnya unit CSR di supervisi
oleh Direktur Pemasaran dan Pelayanan.
Untuk pelaksanaan dan pengelolaan dana Program The implementation and management of Partnership
Kemitraan dan Bina Lingkungan (PKBL) di Kantor and Community Development Program in Head Office
Pusat berada di bawah tanggung jawab Head is under the responsibility of Head of Corporate
of Corporate Social Responsibility dan dalam Social Responsibility assisted by Corporate Social
pelaksanaannya dibantu langsung oleh Corporate Responsibility Cooperation Department Head and
Social Responsibility Cooperation Department Head Corporate Social Environment Department Head.
dan Corporate Social Environment Department Head.

Untuk Kantor Cabang yang masuk kategori Bandara For Branch Offices under large Airport category,
besar, pengelolaan dana PKBL dilaksanakan oleh PKBL funding is managed by CSR Section Head
CSR Section Head di bawah tangung jawab Sales under Sales Department Head, while in other
Department Head, sedangkan untuk Kantor Cabang Branch Offices, this duty is performed by Sales and
lainnya dilaksanakan oleh Sales and CSR Section CSR Section Head under Sales and Shared Services
Head di bawah tanggung jawab Sales and Shared Department Head.
Services Department Head.
Susunan Pengurus PKBL PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) PKBL Management
DIREKTUR UTAMA
PRESIDENT DIRECTOR
Faik Fahmi
DIREKTUR PEMASARAN
DAN PELAYANAN
MARKETING AND
SERVICES DIRECTOR
HEAD OF Devy W.A. Suradji
CORPORATE SOCIAL
RESPONSIBILITY
Mariyanto
CORPORATE SOCIAL CORPORATE SOCIAL

RESPONSIBILITY ENVIRONMENT DEPARTMENT
COOPERATION DEPARTMENT HEAD
HEAD
Yudhi Ahdiat Ridwan Lilis Sri Minami
KEBIJAKAN POLICIES
Penerapan CSR merupakan salah satu bentuk kinerja CSR implementation is one of the performance and
dan investasi sosial PT Angkasa Pura I (Persero) social investment of PT Angkasa Pura I (Persero)
kepada masyarakat. Melalui implementasi program in the community. Through the implementation of
CSR yang terencana, tepat sasaran, transparan, planned, accurate, transparent, and sustainable
dan berkelanjutan, Perseroan ingin menciptakan CSR program, the company aims to benefit the
manfaat atas kehadiran Perseroan melalui upaya community by improving well-being and living
peningkatan taraf hidup dan kesejahteraan standard of Indonesian people.
masyarakat Indonesia secara keseluruhan.
Kebijakan Program pengembangan sosial PT Angkasa Pura I (Persero) conducts its social
kemasyarakatan di PT Angkasa Pura I (Persero) development program policies according to
dilaksanakan berdasarkan Peraturan Menteri BUMN Regulations of SOE Minister Number: PER-09/
Nomor: PER-09/MBU/07/2015 tanggal 3 Juli 2015 MBU/07/2015 dated 3 July 2015 concerning
tentang Program Kemitraan dan Program Bina SOE Partnership and Community Development
Lingkungan BUMN, Peraturan Menteri BUMN Nomor: Program, Regulations Oof SOE Minister Number:
PER-03/MBU/12/2016 tanggal 16 Desember 2016 PER-03/MBU/12/2016 dated 16 December 2016
Perihal Perubahan Atas Peraturan Menteri Badan on the Amendment of Minister of SOE Regulation
Usaha Milik Negara Nomor: PER-09/MBU/07/2015 Number: PER-09/MBU/07/2015 on Partnership
Tentang Program Kemitraan dan Program Bina and Community Development Program of State-

2017 Annual Report
801
Lingkungan Badan Usaha Milik Negara; Peraturan Owned Enterprises; Minister of SOE Regulation
Menteri BUMN Nomor: PER-02/MBU/07/2017 Number: PER-02/MBU/07/2017 dated 20 July
tanggal 20 Juli 2017 Perihal Perubahan Kedua 2017 on the Second Amendment of Minister of
Atas Peraturan Menteri Badan Usaha Milik Negara SOE Regulation Number: PER-09/MBU/07/2015
Nomor: PER-09/MBU/07/2015 tentang Program on Partnership and Community Development
Kemitraan dan Program Bina Lingkungan Badan Program of State-Owned Enterprises; as well as
Usaha Milik Negara. Serta kebijakan yang telah policies which have been internalized beforehand
diinternalisasi melalui Surat Keputusan Direksi through PT Angkasa Pura I (Persero) BOD’s Decree
PT Angkasa Pura I (Persero) Nomor: KEP.103/ Number: KEP.103/KU.13/2017 dated 7 August
KU.13/2017 tanggal 7 Agustus 2017 Tentang 2017 concerning Guidelines on Partnership and
Petunjuk Pelaksanaan Program Kemitraan dan Bina Community Development Program of PT Angkasa
Lingkungan PT Angkasa Pura I (Persero) dan Surat Pura I (Persero) and PT Angkasa Pura I (Persero)
Keputusan Direksi PT Angkasa Pura I (Persero) BOD’s Decree Number: KEP.239/KU.12/2017
Nomor: KEP.239/KU.12/2017 tanggal 20 Desember dated 20 December 2017 on the Amendment
2017 tentang Perubahan atas Keputusan Direksi of PT Angkasa Pura I (Persero) BOD’s Decree
PT Angkasa Pura I (Persero) Nomor: KEP.103/ Number: KEP.103/KU.13/2017 dated 7 August
KU.13/2017 tanggal 7 Agustus 2017 Tentang 2017 concerning Guidelines on Partnership and
Petunjuk Pelaksanaan Program Kemitraan dan Bina Community Development Program of PT Angkasa
Lingkungan PT Angkasa Pura I (Persero). Pura I (Persero).
Perseroan berkomitmen untuk selalu melaksanakan The company is committed to always conduct PKBL
kegiatan PKBL sesuai dengan peraturan yang activities based on prevailing regulations. Besides,
berlaku. Selain itu terkait dengan penyaluran dana related to disbursement of PKBL funds, the company
kegiatan PKBL, Perseroan senantiasa berupaya strives to channel the funds based on the alloted
untuk dapat menyalurkan dana sesuai dengan budget accurately and appropriately.
anggaran yang telah ditetapkan, tepat sasaran, dan
tepat guna.
KEGIATAN DAN BIAYA KEGIATAN ACTIVITIES AND COST

OF ACTIVITIES
PROGRAM KEMITRAAN PARTNERSHIP PROGRAM
Program Kemitraan adalah program pemberdayaan Partnership program involves community

dan peningkatan ekonomi masyarakat, melalui empowerment and economic development through
pemberian pinjaman kemitraan untuk modal partnership loan as working capital and investment.
kerja dan investasi. Program ini bertujuan untuk This program aims to improve capability of small
meningkatkan kemampuan usaha kecil yang enterprises run by the community as to create
dijalankan oleh masyarakat, sehingga menjadi strong and independent entrepreneurs. Each
pengusaha yang tangguh dan mandiri. Setiap small enterprise participating in this Partnership
usaha kecil yang mengikuti Program Kemitraan Program is expected to grow and open more job
ini diharapkan dapat berkembang dan menyerap opportunities for local people and help them earn
tenaga kerja dari masyarakat lokal sehingga a living. Therefore, this program helps to support
masyarakat disekitarnya mendapatkan penghasilan community-based economics, particularly for people
yang cukup. Dengan demikian dapat menggerakkan who are unable to work around the airport to still
roda perekonomian di masyarakat sehingga benefit from the existence of PT Angkasa Pura I
masyarakat yang tidak dapat bekerja di lingkungan (Persero)’s airports.
bandar udara, tetap merasakan manfaat kehadiran
bandar udara - bandar udara yang dikelola oleh PT

PENYALURAN DANA PROGRAM KEMITRAAN PARTNERSHIP PROGRAM FUNDS DELIVERY
Program Kemitraan yang diberikan PT Angkasa PT Angkasa Pura I (Persero) provides non-
Pura I (Persero) bersifat non komersial. Mekanisme commercial based Partnership Program. The
penyalurannya dilakukan berdasarkan evaluasi atas delivery mechanism is based on an evaluation of
persyaratan dan angsuran yang disesuaikan dengan the terms and installments adjusted to the ability of
kemampuan usaha, serta kebutuhan pembinaan businesses, as well as coaching needs required by
yang diperlukan oleh para usaha kecil. Secara umum, small businesses. In general, Partnership Program
Realisasi penyaluran dana Program Kemitraan funds 2017 has been delivered effectively and
periode 2017 dinilai cukup efektif dan sampai pada accurately. The amount of Partnership Program
sasaran. Besaran dana Program Kemitraan yang funds being delivered is illustrated as follow:
disalurkan adalah sebagai berikut:
Tabel Besaran Dana Program Kemitraan

Table Amount of Partnership Program Funds
Tahun Dana Tersedia Dana Disalurkan Efektifitas Penyaluran

Year Available Fund Disbursed Fund Disbursement Effectiveness
2017 30,338,041 29,650,270 97.73%
2016 28,455,719 26,322,000 92.50%
PT Angkasa Pura I (Persero) telah menyalurkan From 1992 to 31 December 2017, PT Angkasa
pinjaman kemitraan sejak tahun 1992 yang pada Pura I (Persero) has delivered Rp363,403,749,655
waktu itu dikenal dengan Dana Pegel (Pengusaha partnership loan , previously known as PEGEL (Low
Golongan Ekonomi Lemah), sampai dengan 31 Economy Enterpreneur), to 13,264 fostered partners
Desember 2017 total pinjaman kemitraan yang telah and Rp47,840,426,680 total grants.
direalisasikan adalah sebesar Rp363.403.749.655
kepada 13.264 mitra binaan dan total penyaluran
hibah sebesar Rp47.840.426.680.
Selama periode 2017 PT Angkasa Pura I (Persero) During 2017 period, PT Angkasa Pura I (Persero)
merealisasikan pinjaman kemitraan kepada delivered Rp26,887,000,000 partnership loan
560 mitra binaan dengan nilai pinjaman sebesar to 560 fostered partners from 8 (eight) business
Rp26.887.000.000 untuk 8 (delapan) sektor usaha sectors determined by the Ministry of SOE and
yang telah ditentukan oleh Kementerian BUMN dan Rp2,763,269,871 of free coaching in 2017.
untuk penyaluran hibah pembinaan selama tahun
2017 adalah sebesar Rp2.763.269.871.
Tabel Jumlah Penyaluran Pinjaman Kemitraan (dalam ribuan Rupiah)

Table of Amount of Partnership Program Funds ((in thousand Rupiah)
Penyaluran Akumulasi Penyaluran

Tahun Disbursement Disbursement Accumulation
Year Jumlah Mitra Nilai (Rp) Jumlah Mitra Nilai (Rp)
Number of Partners Value (Rp) Number of Partners Value (Rp)
2017 560 26,887,000 13,264 363,403,750
Sampai dengan 2016
12,704 336,516,750 12,704 336,516,750
Until 2016

2017 Annual Report
803
PINJAMAN KEMITRAAN PARTNERSHIP LOAN
Usaha Kecil yang menerima dana Program Small Enterprises receiving funds from Partnership
Kemitraan selanjutnya disebut Mitra Binaan Program are called Fostered Partners and
yang dikelompokkan dalam 8 (delapan) sektor categorized into 8 (eight) business sectors including
usaha, yaitu Industri, perdagangan, pertanian, Industry, Trading, Agriculture, Farming, Plantation,
peternakan, perkebunan, perikanan, jasa dan sektor Fishery, Service, and Other Sectors. There are
Lainnya. Jumlah mitra binaan yang mendapat dana 13,264 fostered partners across all business areas
pinjaman dari program kemitraan sampai dengan of PT Angkasa Pura I (Persero) receiving funds from
31 Desember 2017 adalah 13.264 mitra binaan Partnership Program until 31 December 2017.
yang tersebar di wilayah kerja PT Angkasa Pura The loan is delivered to several business sectors
I (Persero). Penyaluran dana pinjaman tersebut including:
mencakup sektor usaha antara lain sebagai berikut.
Penyaluran Pinjaman Kemitraan berdasarkan Sektor Usaha Sampai Dengan 2017

Business Sector Based Partnership Loan Delivery up to 2017
Realisasi Akumulasi s.d Realisasi tahun 2017 Realisasi Akumulasi s.d

Tahun 2016 Realization at 2017 Tahun 2016
Sektor Usaha
Accumulated Realization up Accumulated Realization
Mitra Binaan
to Year 2016 up to Year 2017
No Partner
Business
Jumlah Jumlah Jumlah
Sector Nilai Pinjaman Nilai Pinjaman Nilai Pinjaman
Mitra Mitra Mitra
Loan Value Loan Value Loan Value
Partners Partners Partners
1 Industri /
3,061 83,884,761 163 7,537,500 3,224 91,422,261
Industry
2 Perdagangan /
6,115 151,144,195 260 12,912,500 6,375 164,056,695
Trade
3 Pertanian /
139 13,140,866 8 430,000 147 13,570,866
Agriculture
4 Peternakan /
310 6,453,342 21 1,125,000 331 7,578,342
Livestocks
5 Perkebunan /
57 1,488,250 7 230,000 64 1,718,250
Plantation
6 Perikanan /
128 3,128,500 2 115,000 130 3,243,500
Fisheries
7 Jasa / Services 2,721 73,388,833 98 4,487,000 2,819 77,875,833
8 Lainnya /
173 3,888,000 1 50,000 174 3,938,000
Others
Jumlah / Total 12,704 336,516,747 560 26,887,000 13,264 363,403,747
Berdasarkan penyebaran mitra binaan per wilayah, The following is loan delivery up to 31 December
dana pinjaman yang disalurkan sampai dengan 31 2017 as per distribution of fostered partners in each
Desember 2017 adalah sebagai berikut. area.

Penyaluran Pinjaman Kemitraan berdasarkan Wilayah Sampai Dengan 2017

Area Based Partnership Loan Delivery up to 2017
Realisasi Akumulasi s.d Tahun Realisasi tahun 2017 Realisasi Akumulasi s.d
2016 Realization at 2017 Tahun 2017
Accumulated Realization up to Accumulated Realization up
Year 2016 to Year 2017
Propinsi/Wilayah
No
Propinsi/Wilayah
Nilai Pinjaman Nilai Pinjaman Nilai Pinjaman
Jumlah Jumlah Jumlah
(Rp.000) (Rp.000) (Rp.000)
Mitra Mitra Mitra
Loan Value Loan Value Loan Value
Partners Partners Partners
(Rp.000) (Rp.000) (Rp.000)
1 DKI Jakarta 417 23,443,000 - - 417 23,443,000
2 Bali 1,563 40,810,750 69 3,700,000 1,632 44,510,750
3 Jawa Timur / East

1,321 41,095,346 61 3,985,000 1,382 45,080,346
Java
4 Sulawesi Selatan /
1,335 33,546,250 61 2,120,000 1,396 35,665,250
South Sulawesi
5 Kalimantan Timur
938 30,351,500 48 2,795,000 986 35,666,250
/ East Kalimantan
6 Papua 558 8,521,500 7 400,000 565 33,146,500
7 Sulawesi Utara /
793 19,070,750 17 1,305,000 810 8,921,000
North Sulawesi
8 Yogyakarta 1,001 34,314,950 58 3,170,000 1,059 20,012,250
9 Jawa Tengah
(Solo) / Central 678 18,097,250 44 1,915,000 722 37,484,950
Jawa (Solo)
10 Kalimantan
Selatan / South 1,164 23,822,750 54 2,222,500 1,218 26,045,250
Kalimantan
11 Jawa Tengah
(Semarang) /
766 20,143,512 33 1,660,000 799 21,803,512
Central Jawa
(Semarang)
12 Nusa Tenggara
Barat / West Nusa 1,111 25,283,250 63 2,275,000 1,174 27,558,250
Tenggara
13 Maluku 179 2,816,000 19 364,500 198 3,180,500
14 Nusa Tenggara
Timur / East Nusa 880 15,199,942 26 975,000 906 16,174,942
Tenggara
Jumlah / Total 12,704 336,516,750 560 26,887,000 13,264 363,403,750
HIBAH PEMBINAAN COACHING GRANTS
Sesuai dengan Peraturan Menteri BUMN Nomor: Pursuant to SOE Minister Regulation Number: PER-
PER-03/MBU/12/2016 tanggal 16 Desember 2016 03/MBU/12/2016 dated 16 December 2016 on the
Perihal Perubahan Atas Peraturan Menteri Badan Amendment of Minister of SOE Regulation Number:
Usaha Milik Negara Nomor: PER-09/MBU/07/2015 PER-09/MBU/07/2015 on SOE Partnership and
Tentang Program Kemitraan dan Program Bina Community Development Program stating that
Lingkungan Badan Usaha Milik Negara, bahwa coaching grant program now belongs to partnership
program hibah pembinaan kembali diakui sebagai program.
program kemitraan.

2017 Annual Report
805
PELATIHAN DAN PEMAGANGAN MITRA BINAAN TRAINING AND INTERNSHIP FOR FOSTERED
PARTNER
Untuk menjadikan usaha kecil menjadi tangguh dan The company conducts continuous and sustainable
mandiri maka dilakukan pembinaan kepada mitra coaching for fostered partners to help them create
binaan secara berkelanjutan dan berkesinambungan. strong and independent small enterprises. The
Pembinaan diberikan dalam bentuk hibah coaching is provided in form of grants for education,
pendidikan, pelatihan, pemagangan, pemasaran, training, internship, marketing, promotion, and
promosi, dan hal lainnya yang menyangkut other programs to improve productivity among
peningkatan produktivitas mitra binaan. Program fostered partners. To conduct education and
pendidikan dan pelatihan yang diberikan kepada training program for fostered partners, the company
mitra binaan dilaksanakan bekerja sama baik collaborates with universities and other institutions
dengan perguruan tinggi maupun lembaga lain yang competent in developing entrepreneurship science
memiliki kompetensi dalam hal mengembangkan and motivation.
ilmu kewirausahaan dan motivasi berwirausaha.
Beberapa program pendidikan dan pelatihan serta Several education, training, and internship programs
pemagangan bagi mitra binaan antara lain: for partners include:
a. Pelatihan untuk para mitra binaan selama tahun a. Training for partners throughout 2017 conducted
2017 telah dilaksanakan oleh Kantor Cabang by Airport Branch Office of MDC, BPN, DPS, SRG,
Bandara MDC, BPN, DPS, SRG, JOG, LOP, BDJ, JOG, LOP, BDJ, UPG, SUB, SOC, and BIK;
UPG, SUB, SOC, dan BIK;
b. Pemagangan bagi mitra binaan telah b. Internship for partners held by Airport Branch
dilaksanakan oleh Kantor Cabang Bandara SRG, Office of SRG, JOG, SUB, DPS, LOP, BDJ, BPN,
JOG, SUB, DPS, LOP, BDJ, BPN, UPG, dan AMQ. UPG, and AMQ. Partners of the above airports
Mitra binaan dari bandara tersebut diberi are given internship opportunities to work
kesempatan magang ke mitra binaan bandara with partners of other airports for knowledge
lainnya dengan tujuan untuk saling tukar exchange among partners with similar business.
pengetahuan antar mitra binaan yang memiliki
jenis usaha serupa.
Melalui kegiatan ini mitra binaan dapat saling This activity gives them opportunities to share
menukar pengalaman dalam menjalankan usahanya, experiences in running business, generates new
menumbuhkan ide-ide baru untuk dikembangkan ideas to develop, as well as adds more knowledge to
serta menambah pengetahuan yang pada akhirnya improve their business.
akan meningkatkan usaha mereka.
PROMOSI BAGI MITRA BINAAN PROMOTION FOR FOSTERED PARTNERS

Bantuan pembinaan berupa promosi dan pemasaran Assistance in form of promotion and marketing is
dilakukan dengan mengikutsertakan mitra binaan provided by involving partners in various regional
dalam berbagai kegiatan pameran berskala regional and national scale exhibitions. Throughout 2017, PT
dan nasional. Selama tahun 2017 Kantor Cabang PT Angkasa Pura I (Persero) Branch Offices were given
Angkasa Pura I (Persero) telah diberi kesempatan opportunities to participate in events both Local
untuk mengikuti pameran baik dalam Pameran Lokal Exhibition (Buleleng Expo, Jatim Fair, Jogja Ide Craft,
seperti Buleleng Expo, Jatim Fair, Jogja Ide Craft, Palembang Expo, Kaltim Expo, and many more)
Palembang Expo, Kaltim Expo dan Lain-lain. Ataupun and National Exhibition such as Batam Inafact and
Pameran Nasional yang diikuti adalah Batam Inafact Indocraft 2017. Besides participating in domestic
dan Indocraft 2017. Selain Pameran di dalam negeri, events, Fostered Partners, such as those from SRG
Mitra Binaan pilihan seperti mitra binaan dari SRG and JOG, were given opportunities to participate
dan JOG mendapat kesempatan mengikuti pameran in International Exhibition like Tong-Tong Fair in
Luar Negeri yaitu Tong-Tong Fair di Belanda, Netherlands while selected partners from BPN and
sedangkan mitra binaan pilihan dari Kantor Cabang MDC Branch Offices participate in Dubai Autumn
BPN dan MDC berkesempatan mengikuti pameran Trade Fair in Dubai. In addition to exhibitions, the
Dubai Autumn Trade Fair di Dubai. Selain mengikuti company helps promoting partners’ products by

kegiatan pameran-pameran, Perseroan juga providing showrooms (display for products) in airport
membantu promosi produk mitra binaan dengan terminals managed by the company. Showrooms are
membuka ruang pamer (display produk) di terminal used for either promotional activities or exhibition
bandara-bandara yang dikelola Perseroan. Ruang for fostered partners
pamer tersebut dapat dimanfaatkan untuk kegiatan
promosi maupun eksebisi mitra binaan.
Tabel Penyaluran Hibah Pembinaan Mitra Binaan tahun 2017

Table of Distribution of Grant for Fostered Partners in 2017
Jenis Pembinaan Nilai Penyaluran Hibah

No
Type of Coaching Value of Distribution of Grant (Rp 000)
1 Pendidikan/Pelatihan
868,685
Education/Training
2 Pemagangan
1,740,377
Internship
3 Promosi, Pameran, dan Pemasaran Lainnya
154,208
Promotion, Exhibition, and Other Marketing
4 Penelitian dan Pengembangan
-
Research and Development
Jumlah
2,763,270
Total
PROGRAM BINA LINGKUNGAN COMMUNITY DEVELOPMENT PROGRAM
Komitmen Perseroan dalam meningkatkan kualitas Company’s commitment in improving the quality
lingkungan sosial masyarakat terkait pelaksanaan of community’s social environment is manifested
tanggung jawab sosial adalah dengan pelaksanaan in the implementation of Community Development
Program Bina Lingkungan, yakni program Program including community social empowerment
pemberdayaan kondisi sosial masyarakat dan and life quality improvement program. To implement
peningkatan kualitas hidup. Pelaksanaan program this program, the company provides grants for
ini meliputi pemberian bantuan yang terdiri atas several sectors:
beberapa sektor yaitu:
a. Bantuan korban bencana alam; a. Assistance to victims of natural disasters;

b. Bantuan pendidikan dan/atau pelatihan; b. Education and/or training assistance;
c. Bantuan peningkatan kesehatan masyarakat; c. Community health improvement assistance;
d. Bantuan pengembangan prasarana dan sarana d. Public facility and infrastructure development
umum; assistance;
e. Bantuan sarana ibadah; e. Religious facilities assistance;
f. Pelestarian alam; f. Nature conservation;
g. Bantuan sosial kemasyarakatan dalam rangka g. Social assistance in the context of poverty
pengentasan kemiskinan. alleviation.
Pelaksanaan Program Bina Lingkungan telah The company has implemented Community
dilaksanakan oleh Perseroan sejak Tahun 1992. Development Program since 1992. During the
Kegiatan yang dilaksanakan dalam kurun waktu time, the activities implemented cover those under
tersebut mencakup kegiatan-kegiatan yang dapat the category of strategic program and responsive
dikategorikan dalam program strategis dan program program.
responsive.

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807
BANTUAN KORBAN BENCANA ALAM ASSISTANCE FOR NATURAL DISASTER VICTIMS
Bencana alam terjadi diluar kekuasaan manusia Since natural disaster occurs beyond human control,
dengan demikian untuk meringankan beban any kind of assistance for victims is unpredictable.
masyarakat yang tertimpa bencana alam tersebut However, the company is always alert and
dan bencana alam merupakan faktor yang tidak responsive to help people suffering from natural
dapat diprediksi, namun demikian Perusahaan tetap disasters. During emergency situation, PT Angkasa
tanggap dan siaga untuk membantu meringankan Pura I (Persero) actively provides assistance for
penderitaan para korban bencana alam. PT victims of natural disaster such as fire, flood,
Angkasa Pura I (Persero) tidak tinggal diam namun mountain eruption, landslide, and so forth. Until
memberikan bantuan tanggap darurat untuk korban 2017, the company has delivered Rp6,507,289,102
bencana alam seperti bantuan untuk korban bencana donation for natural disaster victims. Meanwhile,
kebakaran, banjir, dan erupsi gunung, tanah longsor, in 2017, the company donated Rp364.299.606 to
dan lainnya. Total bantuan kepada korban bencana natural disaster victims.
alam yang telah disalurkan sampai dengan tahun
2017 adalah sebesar Rp6.507.289.102. Sedangkan
untuk periode 2017 bantuan untuk sektor bencana
alam yang telah disalurkan adalah sebesar
Rp364.299.606.
Selama periode 2017 Perseroan telah memberikan In 2017, the company provided donation for natural
bantuan kepada para korban bencana alam yang disaster victims across Indonesia including:
melanda sebagian wilayah di Indonesia antara lain
kepada:
a. Bantuan untuk para korban Tanah Longsor di a. Assistance for victims of landslide in Buleleng
Buleleng Bali; Bali;
b. Bantuan untuk para korban banjir di Jabon b. Assistance for victims of flood in Jabon Sidoarjo;
Sidoarjo;
c. Bantuan untuk para korban letusan Gunung c. Assistance for victims of Mt. Sinabung eruption
Sinabung Sumatera Utara; in North Sumatera;
d. Bantuan untuk para korban letusan Gunung d. Assistance for victims of Mt. Agung eruption in
Agung di Bali; dan Bali; and
e. Bantuan untuk para korban angin putting beliung e. Assistance for victims of cyclone in Tambakrejo
di Desa Tambakrejo Sidoarjo. Village Sidoarjo.
BANTUAN BIDANG PENDIDIKAN ASSISTANCE FOR EDUCATION SECTOR
Pendidikan merupakan salah satu kunci penting Education is one of the keys to creating qualified,
dalam rangka mewujudkan generasi penerus strong, and dedicated future generations. PT Angkasa
bangsa yang berkualitas, tangguh, dan berdedikasi. Pura I (Persero) pays more attention in ensuring
PT Angkasa Pura I (Persero) juga memberikan future generations attain qualified education. In
perhatian lebih dalam pembinaan generasi bangsa addition, the company provides education and
untuk memperoleh pendidikan yang bermutu dan training facilities for community to help them
berkualitas. Disamping hal tersebut, Perusahaan improve knowledge, skills, and insight for becoming
juga memberikan fasilitas pendidikan dan pelatihan new entrepreneurs.
bagi masyarakat untuk meningkatkan pengetahuan,
keterampilan, dan wawasannya sehingga dapat
langsung diimplementasikan untuk menjadi
wirausaha baru.

PT Angkasa Pura I (Persero) sampai dengan Until 2017, PT Angkasa Pura I (Persero) has
tahun 2017 telah menyalurkan dana untuk donated Rp37,057,757,983 of funds for education
bantuan bidang pendidikan dan pelatihan sebesar and training assistance. Meanwhile, in 2017, the
Rp37.057.757.983. Sedangkan untuk periode company donated Rp6.002.989.375 for education
2017 bantuan pada sektor pendidikan yang telah assistance purpose. Some community development
diberikan sebesar Rp6.002.989.375. Beberapa programs in education sector in 2017 include:
bantuan program bina lingkungan bidang pendidikan
pada periode 2017 antara lain:
a. Bantuan beasiswa untuk siswa siswi yang a. Scholarship for students studying around the
bersekolah disekitar wilayah kerja bandara yang Branch Offices;
telah dilaksanakan di berbagai Kantor Cabang;
b. Bantuan mebeler bagi ruang kelas di 1 SMA, 3 b. Furniture assistance for classrooms in 1 SHS, 3
SMP dan 2 SD disekitar wilayah kerja Kantor JHS, and 2 ES around MDC Branch Office.
Cabang MDC;
c. Bantuan pengadaan komputer bagi sekolah- c. Computer supply assistance for schools a
sekolah yang berada di seitar wilayah kerja round JOG, MDC, BIK, SUB, BDJ, SRG and UPG
kantor cabang JOG, MDC, BIK, SUB, BDJ, SRG, Branch Offices.
dan UPG;
d. Bantuan pembangunan dan renovasi Ruang d. Construction and renovation assistance for
Kelas baik disekolah-sekolah maupun school and university classrooms around PT
Universitas disekitar wilayah kerja PT Angkasa Angkasa Pura I (Persero) area;
Pura I (Persero);
e. Pelatihan peningkatan keterampilan bagi warga e. Skill training including motorcycle engineering,
yang kurang mampu seperti pelatihan teknisi tour guiding, fish wrapping, and skill and
sepeda motor, pelatihan pramuwisata, pelatihan entrepreneurship for people living in poverty
wrapping ikan, pelatihan keterampilan, conducted in KOE, SUB, SRG and MDC Branch
dan kewirausahan. Kegiatan tersebut telah Offices; and
dilaksanakan oleh Kantor Cabang KOE, SUB, SRG,
dan MDC; dan
f. Bantuan partisipatif pada sektor pendidikan f. Other participative assistance in education
lainnya sector.
BANTUAN BIDANG KESEHATAN HEALTH CARE ASSISTANCE
PT Angkasa Pura I (Persero) peduli terhadap PT Angkasa Pura I (Persero) is fully concern with
bidang kesehatan secara penuh. Sejak tahun 2012, health sector. Since 2012, the company has launched
Perseroan mencanangkan Program Pelayanan Mobile Health Care Service Program “Healthy
Kesehatan Keliling dengan motto “Ibu & Anak Sehat, Mom&Kids, Strong Nation”. This program provides
Bangsa Kuat”. Program Pelayanan Kesehatan ini transportation equipped with health care facilities
memberikan bantuan kendaraan yang dilengkapi particularly for mothers and toddlers.
dengan fasilitas pelayanan kesehatan yang fokus
terhadap kesehatan ibu dan balita.
Program ini dilaksanakan untuk membantu It helps to improve the health of pregnant and
meningkatkan Kesehatan Ibu hamil dan menyusui breastfeeding women and children (babies and
juga bagi anak-anak (bayi dan balita). Selain toddlers). In addition to the above program, the
program Pelayanan Kesehatan Keliling perseroan company also provides other assistance in health
juga memberikan bantuan dalam bentuk lain yang sector.
masih dalam lingkup sektor kesehatan.
PT Angkasa Pura I (Persero) sampai dengan tahun Until 2017, PT Angkasa Pura I (Persero) has donated
2017 dana yang telah disalurkan untuk sektor Rp21,766,253,413 (Rp3.666.537.573 in 2017) for

2017 Annual Report
809
kesehatan adalah sebesar Rp21.766.253.413, health sector. Some assistance programs in health
sedangkan untuk periode tahun 2017 dana bantuan sector include:
yang telah disalurkan untuk sektor ini adalah
sebesar Rp3.666.537.573. Beberapa bantuan yang
telah disalurkan dalam bidang kesehatan antara
lain:
a. Pelayanan Kesehatan keliling selama periode a. In 2017, Mobile Health Service has been provided
2017 telah dilaksanakan di 10 Kantor Cabang. in 10 Branch Offices. The services included
Pelayanan yang diberikan dalam program ini socialization related to toddlers and pregnancy,
antara lain penyuluhan untuk balita dan ibu free medication for people surrounding the
hamil, pengobatan gratis bagi warga disekitar Airport, supplementary feeding and vitamin for
Bandara, pemberian makanan tambahan dan patients, as well as Integrated Health Service
juga vitamin bagi para pasien yang datang dalam (Posyandu) cadre training;
program ini, dan pelatihan kader posyandu;
b. Bantuan berupa khitanan massal bagi warga b. Mass circumcision program for low-income
kurang mampu di sekitar wilayah kerja community surrounding business of PT Angkasa
PT Angkasa Pura I (Persero); Pura I (Persero);
c. Operasi Katarak bekerjasama dengan Rumah c. Cataract Surgery in collaboration with local
Sakit setempat; hospitals;
d. Bantuan perlengkapan kesehatan di posyandu d. Procurement of health equipment for Integrated
dan puskesmas sekitar wilayah kerja; Helath Service (posyandu) and Community
Health Center (puskesmas) in the surrounding.
e. Bantuan untuk pembangunan dan renovasi e. Assistance for construction and renovation of
sarana kesehatan di sekitar wilayah kerja. health facilities around business area.
BANTUAN PENGEMBANGAN SARANA DAN PUBLIC FACILITY AND INFRASTRUCTURE

PRASARANA UMUM DEVELOPMENT ASSISTANCE
Perhatian Perusahaan terhadap peningkatan sarana As part of its Community Development Program,
dan prasarana umum juga menjadi bagian dari the company also focuses on improvement of
kegiatan–kegiatan dalam Program Bina Lingkungan. public facility and infrastructure. This program
Program ini dilaksanakan dalam rangka mendukung is to support Ministry of SOE rural development
program Kementerian BUMN dalam membangun program. From 1992 to 2017, the company has
desa. Sejak tahun 1992 sampai dengan tahun donated Rp34,946,661,894 of funds to this sector;
2017 bantuan untuk sektor ini adalah sebesar Rp4,293,771,483 of which was donated in 2017.
Rp34.946.661.894, sedangkan untuk periode Some assistances in public facility and infrastructure
2017 bantuan yang telah disalurkan adalah senilai sector in 2016 include:
Rp4.293.771.483. Bantuan program bina lingkungan
bidang pengembangan sarana dan prasarana umum
selama periode 2016 antara lain berupa:
a. Bantuan Plengsengan Saluran Air di Jalan a. Water Pipe “Plengsengan” procurement on Jalan
Semarang Sidoarjo; Semarang Sidoarjo;
b. Bantuan balai Banjar Binoh Kaja Bali; b. Hall procurement for Binoh Kaja Village Bali;
c. Bantuan toilet/MCK/Kamar Bilas di Pantai c. Toilet/sanitary facilities/shower room

Manggar Balikpapan, pantai Water Basis Biak, procurement in Manggar Beach in Balikpapan,
dan Pantai Lubang Buaya dan Pantai Liliboy Water Basis Beach in Biak, and Lubang Buaya
Ambon; Beach and Liliboy Beach in Ambon.
d. Bantuan Center Point dan Perbaikan Akses Jalan d. Center Point assistance and improvement
ke kawasan Rammang-Rammang Makassar; of Road Access to Rammang-Rammang area
Makassar;
e. Bantuan pembangunan sarana penunjang yang e. Construction of supporting facilities including
meliputi gapura, kamar mandi umum, musala, gate, public toilet, mosque, and park for SRG

dan taman calon desa binaan SRG desa Kandri; fostered village candidate of Kandri village; and
dan
f. Bantuan untuk sarana umum lainnya. f. Other public facility assistance.
BANTUAN SARANA IBADAH ASSISTANCE FOR RELIGIOUS FACILITIES
Dalam rangka meningkatkan spiritual masyarakat, To improve community’s spiritual, PT Angkasa Pura
salah satu upaya yang telah dilakukan PT Angkasa I (Persero) participates in, for example, providing
Pura I (Persero) adalah dengan membantu and renovating religious facilities. Referring to the
pembangunan sarana ibadah dan memperbaiki importance of this sector, from 1992 to 2017, the
sarana ibadah yang telah ada. Mengingat pentingnya company has provided Rp31,887,537,890 funds for
hal ini, sejak 1992 sampai dengan 2017 Perseroan construction of religious facilities; Rp5,185,825,427
telah memberikan bantuan sarana peribadatan of which was delivered in 2017. Renovation and
sebesar Rp31.887.537.890 sedangkan untuk construction of religious facilities were conducted
periode 2017 dana yang telah disalurkan untuk across all areas of PT Angkasa Pura I (Persero). Some
sektor ini adalah sebesar Rp5.185.825.427. Bantuan religious facilities assistance in 2017 include:
yang diberikan untuk berbagai bentuk perbaikan
dan pembangunan sarana ibadah di seluruh wilayah
kerja PT Angkasa Pura I (Persero). Beberapa bantuan
program bidang sarana ibadah selama periode 2017
antara lain berupa:
a. Bantuan pembangunan dan renovasi sarana a. Construction and renovation for religious
ibadah; facilities assistance;
b. Bantuan pengadaan perlengkapan untuk b. Procurement of religious equipment assistance;
menunjang ibadah;
c. Bantuan partisipatif lainnya. c. Other participative assistances.
BANTUAN SOSIAL SOCIAL ASSISTANCE
Untuk membantu meringankan beban masyarakat To help community residing around the area of PT
di sekitar wilayah usaha, PT Angkasa Pura I Angkasa Pura I (Persero), from 1992 to 2017, the
(Persero) sejak tahun 1992 sampai dengan tahun company has provided assistance with a value of
2017 telah memberikan bantuan sosial ini senilai Rp15,517,773,875. Meanwhile, throughout 2017
Rp15.517.773.875 sedangkan selama periode 2017 period, social as much as Rp8,687,873,804 of
dana bantuan dalam bidang sosial pengentasan assistance fund for poverty alleviation has been
kemiskinan adalah sebesar Rp8.687.873.804. provided. Some social assistance for Community
Beberapa bantuan program Bina Lingkungan bidang Development program in 2017 include:
sosial selama 2017 antara lain:
a. Bantuan bagi 51 Veteran di Maluku, Kendari, a. Assistance for 51 Veterans in Maluku, Kendari,
dan Makassar dan kegiatan Siswa Mengenal and Makassar and Students Get to Know the
Nusantara sebagai tindak lanjut kegiatan “BUMN Country activity as a follow up for “BUMN
Hadir Untuk Negeri” tahun 2017; Present for Country” program in 2017;
b. Elektrifikasi di 6 Desa di Yogyakarta yang masih b. Electrification program in 6 villages lacking of
kesulitan mendapat akses listrik; access to electricity in Yogyakarta;
c. Bantuan sembako gratis untuk menyambut Hari c. Free nine basic supplies (sembako) donation to
Raya Idul Fitri 1438 H dan menyambut hari raya celebrate Idul Fitri 1438 H and Christmas 2017;
Natal tahun 2017;
d. Santunan kepada 1000 anak yatim piatu dan d. Donation for 1000 orphans and for orphanages
santunan kepada panti asuhan di Manado. in Manado.

2017 Annual Report
811
PENYALURAN DANA BINA LINGKUNGAN DISBURSEMENT OF COMMUNITY DEVELOPMENT

FUND
Secara garis besar, penyaluran dana bina lingkungan In general, the distribution of community
untuk 2 (dua) tahun terakhir sebagaimana tabel di development fund in the last 2 (two) years can be
bawah ini. described as follow.
Tabel Realisasi Penyaluran Bina Lingkungan Berdasarkan Sektor Bantuan

Table of Community Development Funds Delivery based on Sectors
Realisasi Tahun 1992- Realisasi Tahun Realisasi Tahun

2016 2017 1992-2017
Jenis Bantuan
No (Rp) (Rp) (Rp)
Aid Type
Realization Year 1992- Realization Year Realization Year
2016 (Rp) 2017 (Rp) 1992-2017 (Rp)
1 Bencana Alam / Natural Disaster 6,142,989,496 364,299,606 6,507,289,102
Pendidikan dan Pelatihan / Education

2 31,294,653,808 6,002,9w89,375 37,297,643,183
and Training
Peningkatan Kesehatan / Health

3 18,099,715,840 3,666,537,573 21,766,253,413
Improvement
4 Sarana Umum / Public Facilities 30,652,890,411 4,293,771,483 34,946,661,894
5 Sarana Ibadah / Worship Facilities 26,701,712,463 5,185,825,427 31,887,537,890
Pelestarian Alam / Natural

6 4,916,875,209 528,820,000 5,445,695,209
Conservation
7 Bantuan sosial / Social Aid 6,829,900,071 8,687,873,804 15,517,773,875
Hibah Pembinaan / Development

8 2,338,069,183 2,338,069,1183
Grant
9 BUMN Peduli / BUMN Peduli 10,428,992,558 - 10,428,992,558
Jumlah / Total 137,405,799,039 28,730,117,268 166,135,916,307
*) Nilai Hibah Pembinaan adalah realisasi tahun 2016

**) Nilai BUMN Peduli adalah realisasi sampai dengan tahun 2012
*) Coaching Grant Value as per realization in 2016
**) BUMN Care Value as per realization until 2012
DESA BINAAN FOSTERED VILLAGES
PT Angkasa Pura I (Persero) sampai dengan tahun PT Angkasa Pura I (Persero) until 2017 has developed
2017 telah mengembangkan beberapa desa binaan several built villages including Bobung Village in
diantaranya Desa Bobung di Yogyakarta, Desa Yogyakarta, Winetin Village, Wusa, Kima Bajo and
Winetin, Wusa, Kima Baju, dan Patokaan di Manado, Patokaan in Manado, Penujak Village, Tanak Awu and
Desa Penujak, Tanak Awu, dan Ketara di Lombok Ketara in Lombok and which has been inaugurated
dan yang telah diresmikan oleh Kementerian BUMN by the Ministry of State Owned Enterprises (BUMN)
adalah Desa Bobung di DI Yogyakarta. is Bobung Village in DI Yogyakarta.
1. DUSUN BOBUNG KECAMATAN PATUK 1. SUB-VILLAGE OF BOBUNG, SUBDISTRICT OF

KABUPATEN GUNUNGKIDUL PATUK, GUNUNGKIDUL REGENCY
Dusun Bobung termasuk ke dalam wilayah Sub-village of Bobung belongs to Putat Village,
Desa Putat, Kecamatan Patuk, Kabupaten Patuk Subdistrict, Gunungkidul Regency,
Gunungkidul, Yogyakarta, saat ini dikembangkan Yogyakarta, currently developed by the local
oleh pemerintah setempat menjadi desa wisata government into a tourist village because it has
karena memiliki potensi wisata yang bisa dijual tourism potential that can be sold to tourists
kepada wisatawan baik domestik maupun both domestic and foreign. The peculiarity of
mancanegara. Kekhasan yang dimiliki Dusun Bobung sub-village is that almost all its citizens
Bobung yaitu hampir semua warganya bermata are the main livelihood as mask craftsmen and
pencaharian pokok sebagai perajin topeng wooden batik, in addition to farming and animal
dan batik kayu, selain bertani dan beternak raising. So since 2001, the local government of

hewan. Sehingga sejak tahun 2001 Pemda Kab. Gunungkidul Regency proclaimed this village
Gunungkidul mencanangkan dusun ini sebagai as a tourist village of mask crafts and wooden
desa wisata kerajinan topeng dan batik kayu. batik.
Dusun Bobung dipilih oleh PT Angkasa Pura Bobung sub-village was chosen by PT Angkasa
I (Persero) Bandara Adisutjipto Yogyakarta Pura I (Persero) Adisutjipto Airport Yogyakarta
sebagai Dusun Binaan, dikarenakan sebagai as the Fostered sub-village, due to the follow
tindak lanjut pengembangan Program Cluster up of the Cluster Program development which
yang telah digaungkan oleh Kementerian BUMN has been echoed by the Ministry of State Owned
dua tahun terakhir ini, dan dikaitkan dengan Enterprises (SOEs/BUMN) in the last two years
Program Membangun Desa yang dicanangkan and linked with Village Development Program
Kementerian BUMN pada tahun 2012. proclaimed by the Ministry of SOEs in 2012.
Sehingga kiprah PT Angkasa Pura I (Persero) So that the work of PT Angkasa Pura I (Persero)
sejak tahun 2005 melalui Program Kemitraan dan since 2005 through the Partnership Program and
tahun 2011 melalui Program Bina Lingkungan in 2011 through the Community Development
dapat sekaligus mewujudkan berbagai tujuan Program can simultaneously realize the various
yang diharapkan oleh Kementerian BUMN objectives expected by the Ministry of SOEs
sebagai Pemegang Saham. Saat ini pengrajin (BUMN) as the Shareholder. Nowadays, wooden
batik kayu tidak hanya terpusat di Dusun batik artisans are not only concentrated in
Bobung saja, tetapi juga berkembang di dusun Bobung sub-village but also developed in the
sekitarnya meliputi dusun Batur dan Gumawang. surrounding sub-villages covering the sub-
Sehingga wilayah pembinaan desa binaan saat village of Batur and Gumawang. So that the
ini menjadi Desa Putat dan sekitarnya. guidance area of the built village is now Putat
and surrounding villages.
Pada awalnya Angkasa Pura I Adisutjipto masuk Initially, Angkasa Pura I Adisutjipto entered
ke Dusun Bobung melalui Program Kemitraan Bobung sub-village through Partnership Program
untuk mengembangkan usaha pengrajin batik to develop wooden batik craftsman business.
kayu. Seiring dengan perkembangan, bantuan Along with the development, the assistance is
yang diberikan tidak hanya di wilayah dusun provided not only in the Bobung sub-village
Bobung tapi juga dusun-dusun sekitarnya but also the surrounding villages in the form
dalam bentuk Pinjaman Kemitraan, baik untuk of Partnership Loans, both for wooden batik
pengrajin batik kayu maupun pengusaha lain, artisans and other businessmen, and Community
dan Bantuan Bina Lingkungan. Fostering Aid.
Sampai dengan tahun 2017, terdapat 98 Mitra Up to 2017, there are 98 Fostered Partners
Binaan dari Dusun Bobung dan sekitarnya from Bobung sub-village and the surrounding
yang telah mendapat pinjaman dan bantuan areas that have received loans and coaching
pembinaan, dimana 30 diantaranya merupakan assistance, of whom 30 are partners. Most of
mitra binaan lanjutan. Sebagian besar dari them are as many as 47 artisans engaged in
mereka yaitu sebanyak 47 Pengrajin bergerak industry, namely wooden batik, but there are
di bidang industri, yaitu batik kayu, namun some partners who are striving in the field of
terdapat beberapa mitra binaan yang berusaha services, animal husbandry, fishery, and trade.
di bidang jasa, peternakan, perikanan, dan Total disbursed partnership loans reached
perdagangan. Total pinjaman kemitraan yang Rp3.56 billion.
telah disalurkan mencapai Rp3,56 miliar.
Bantuan Bina Lingkungan yang diberikan selama The Community Development Assistance
periode 2017 yaitu renovasi masjid Ash-Shobar provided during the 2017 period is the
dan renovasi masjid Sulaiman. Sampai dengan renovation of the Ash-Shobar mosque and the
tahun 2017 bantuan Bina Lingkungan yang telah renovation of the Sulaiman mosque. Until 2017
diberikan mencapai Rp1,49 milIar. the Community Development assistance that has
been provided reaches Rp1.49 billion.

2017 Annual Report
813
Tabel Penyaluran Program Kemitraan untuk Pengrajin Batik Kayu Desa Binaan Putat Patuk
Gunung Kidul Tahun 2010-2017
Table of Distribution Partnership Program for Wooden Batik Artisans of Fostered Village
Putat Patuk Gunung Kidul Tahun 2010-2017
Penyaluran Program Kemitraan

Desa Binaan Putat Patuk Gunung Kidul
Distribution Of The Partnership Program
Putat Patuk Fostered Villages At Gunung Kidul
Sektor Jumlah Mb Mb Lanjutan

No
Sectors Amount Continued Mb
1 Sektor Industri / Industrial Sector Rp2,510,000,000 69 22

2 Sektor Jasa / Service Sector Rp260,000,000 6 3
3 Sektor Perdagangan /
Rp,650,000,000 17 4
Trade Sector
4 Sektor Perikanan /
Rp25,000,000 1 0
Fisheries Sector
5 Sektor Peternakan /
Rp110,000,000 5 1
Livestock Sector
Total /Total Rp 3,555,000,000 87 24
Tabel Penyaluran Program Bina Lingkungan Desa Binaan Putat Patuk Gunung Kidul Tahun
2010 - 2017
Table of Distribution Community Development Program of Fostered Village of Putat Patuk
Gunung Kidul Year 2010 - 2017
Sektor / Sector
Tahun Sarana Pelestarian

No Sarana Umum Total
Year Pendidikan / Ibadah / Kesehatan / Alam /
/ Public
Education Worship Healtcare Natural
facilities
Facilities Conservation
Jumlah (Rp)
/ Amount - 260,000,000 - - - 260,000,000
(Rp)
Pembangunan
balai
pertemuan,
1 2010 pembangunan
kamar mandi
Keterangan
- dan toilet / - - - -
/ Details
Development
of Hall
Meeting,
Bathroom,
and Toilet
Jumlah (Rp)
/ Amount - 75,000,000 - - - 75,000,000
(Rp)
Perbaikan
2 2011 jalan dan
Keterangan gapura /
- - - - -
/ Details Road and
Village Gate
Renovation
Jumlah (Rp)
/ Amount - - 25,000,000 230,978,000 - 255,978,000
(Rp)
Perbaikan
3 2012 sarana Balai
Keterangan ibadah / Pengobatan
- - - -
/ Details Worship / Healthcare
facility service center
renovation

Sektor / Sector
Tahun Sarana Pelestarian

No Sarana Umum Total
Year Pendidikan / Ibadah / Kesehatan / Alam /
/ Public
Education Worship Healtcare Natural
facilities
Facilities Conservation
Jumlah (Rp)
/ Amount 20,000,000 33,945,500 - - 106,920,000 160,866,000
(Rp)
Pengadaan
sarana
belajar Pemberian
mengajar 16.200 bibit
4 2013 PAUD / Pengadaan kayu pule
Early instalasi air dan sengon /
Keterangan
Childhood bersih / Clean - - Distribution -
/ Details
Education water system of 16,200
Institution construction pule and
(PAUD) sengon tree
learning seeds
facilities
provision
Jumlah (Rp)
/ Amount - 336,000,000 - - - 336,000,000
(Rp)
5 2014 Pembangunan
Keterangan Talud Jalan /
- - - - -
/ Details Road side
construction
Jumlah (Rp)
/ Amount - - - - 50,598,000 50,598,000
(Rp)
Pemberian
6 2015 bibit pule dan
sengon /
Keterangan
- - - - Distribution -
/ Details
of pule and
sengon tree
seeds
Jumlah (Rp)
/ Amount 280,000,000 - 20,000,000 - - 300,000,000
(Rp)
Perbaikan
Seperangkat Mushola
7 2016 Gamelan Miftahul
Keterangan Bobung / Jannah /
- - - -
/ Details A set of Renovation
Gamelan for of Miftahul
Bobung Jannah
Mosque
Jumlah (Rp)
/ Amount - - 50,300,000 - - 50,300,000
(Rp)
Renovasi
Masjid Ash-
shobar dan
Renovasi
8 2017 Masjid
Keterangan Sulaiman/
- - - - -
/ Details Renovasi
Masjid Ash-
shobar dan
Renovasi
Masjid
Sulaiman
Total 300,000,000 704,946,500 95,300,000 230,978,000 157,518,000 1,488,741,500

2017 Annual Report
815
2. DESA BINAAN PENUJAK, TANAK AWU, DAN 2. FOSTERED VILLAGES OF OF PENUJAK, TANAK
KETARA AWU, AND KETARA
Desa Penujak, Tanak Awu, dan Ketara masuk Penujak, Tanak Awu, and Ketara villages belong
dalam wilayah Kecamatan Pujut Kabupaten to Pujut Sub-district, Central Lombok regency,
Lombok Tengah Provinsi Nusa Tenggara West Nusa Tenggara Province, which are 3
Barat, merupakan 3 (tiga) desa yang terletak (three) villages located adjacent to Lombok
berdekatan dengan Bandara Internasional Praya International Airport. The livelihood of
Lombok Praya. Mata pencaharian warga 3 the villagers in the 3 (three) villages are farmers
(tiga) desa tersebut yaitu sebagai petani karena because most of the area is still farmland. In
sebagian besar wilayahnya masih merupakan addition to farmers, the others earn their living
lahan pertanian. Selain petani, banyak juga as foreign workers, haberdasher, ranchers,
warga bermata pencaharian sebagai tenaga pottery craftsmen, and so forth.
kerja luar negeri, pedagang kelontong, peternak,
pengrajin gerabah, dan lain sebagainya.
Desa Penujak, Tanak Awu, dan Ketara dipilih PT Villages of Penujak, Tanak Awu, and Ketara were
Angkasa Pura I (Persero) Bandara Internasional selected by PT Angkasa Pura I (Persero) Lombok
Lombok Praya sebagai Desa Binaan sebagai Praya International Airport as Fostered Villages,
tindak lanjut Program Badan Usaha Milik Negara as the follow up of the State Owned Enterprise
(BUMN) Membangun Desa yang dicanangkan (BUMN)’s Build-Village Program proclaimed by
oleh Kementerian BUMN pada tahun 2012. Selain Ministry of SOE in 2012. In addition, the selection
hal tersebut, pemilihan juga berdasarkan kepada is also based on the location of the 3 (three)
letak 3 (tiga) desa tersebut yang berdekatan villages adjacent to Lombok Praya International
dengan Bandara Internasional Lombok Praya. Airport.
Bandara Internasional Lombok Praya telah Lombok Praya International Airport has
memberikan pembinaan dan bantuan kepada provided coaching and assistance to residents in
penduduk di Desa Penujak, Tanak Awu, dan Penujak, Tanak Awu, and Ketara Villages through
Ketara melalui Program Kemitraan dan Bina Partnership and Community Development
Lingkungan (PKBL) sejak tahun 2012. Program Program (PKBL) since 2012. The Partnership and
Kemitraan dan Bina Lingkungan yang di lakukan Community Development Program undertaken
oleh PT Angkasa Pura I (Persero) meliputi by PT Angkasa Pura I (Persero) covers the
pemberian pinjaman dengan jasa administrasi provision of loans with low administrative
rendah sebesar 6% pertahun dimana mulai tahun services of 6% per year in which starting 2017
2017 sesuai dengan Peraturan Kementerian in accordance with Regulation of the Ministry of
BUMN nomor PER-02/MBU/7/2017 tanggal 20 SOEs PER-02 / MBU / 7/2017 number dated July
Juli 2017 meyatakan bahwa jasa administrasi 20, 2017, states that the Partnership Program’s
pinjaman Program Kemitraan menjadi 3% per loan administration program decreased to 3% per
tahun. Program Bina Lingkungan yang telah annum. The Community Development Program
dilakukan antara lain memberikan bantuan that has been carried out, among others, provides
melalui program pembangunan sarana ibadah, assistance through the construction of religious
sarana, dan prasarana umum, peningkatan facilities, public facilities and infrastructure,
kesehatan, peningkatan pendidikan, dan bantuan health improvement, educational improvement,
sosial bagi masyarakat 3 (tiga) desa lingkar and social assistance for the community of 3
Bandar Udara Internasional Lombok praya. nilai (three) villages of Lombok Praya International
bantuan bina lingkungan di 3 desa tersebut Airport. The value of community development
selama tahun 2017 adalah sebesar Rp259,17 assistance in the three villages during 2017
juta dan juga pemberian pinjaman untuk 9 mitra amounted to Rp259.17 million and also lending
binaan dengan total nilai Rp320 juta. to 9 partners with a total value of Rp320 million.

Tabel Penyaluran Program Kemitraan Desa Ketara, Tanak Awu, Penunjak sampai dengan 2017
Distribution Table of Ketara Village Partnership Program, Tanak Awu, Penunjak until 2017
Tahun / Ketara Tanak Awu / Tanak Awu Penujak / Penujak
Tahun Jumlah Mitra Jumlah Jumlah

No Mitra Binaan
Year Amount Binaan/ Amount Mitra Binaan / Amount
Foster
Foster Foster Partners
Partners
(Rp) Partners (Rp) (Rp)
1 Sampai 690,000,000 27 617,500,000 28 265,000,000 10
dengan
2016/
Until
2016
2 2017 50,000,000 1 130,000,000 4 140,000,000 4
Total 740,000,000 28 747,500,000 32 405,000,000 14
Tabel Penyaluran Program Bina Lingkungan Desa Ketara, Tanak Awu, Penunjak sampai
dengan 2017
Distribution Table of Community Development Program of Ketara Village, Tanak Awu,
Penunjak until 2017
Ketara Tanak Awu Penunjak

Tahun /
No. Jumlah / Amount Jumlah / Amount Jumlah / Amount
Year
(Rp) (Rp) (Rp)
1 Sampai dengan 823,706,366 933,743,766 584,389,240
2016/
Until 2016
2 2017 54,725,000 34,725,00 169,725,000
Total 878,430,366 968,463,766 754,105,000
3. DESA WUSA, WINETIN, PATOKAAN, KIMA BAJO 3. VILLAGES OF WUSA, WINETIN, PATOKAAN, KIMA
BAJO
Sejak tahun 2011 PT Angkasa Pura I (Persero) Since 2011, PT Angkasa Pura I (Persero) Sam
Bandara Sam Ratulangi Manado telah Ratulangi Manado Airport has provided coaching
memberikan pembinaan dan bantuan kepada and assistance to residents in Wusa, Winetin,
penduduk di Desa Wusa, Winetin, Patokaan, dan Patokaan and Kima Bajo villages through
Kima Bajo melalui Program Kemitraan dan Bina Partnership and Community Development
Lingkungan (PKBL). Program Kemitraan dan Bina Program (PKBL). The Partnership and Community
Lingkungan yang di lakukan oleh PT Angkasa Development Program was undertaken by
Pura I (Persero) meliputi pemberian pinjaman PT Angkasa Pura I (Persero) involves lending
bagi para pengusaha kecil. Sampai dengan tahun to small entrepreneurs. Up to 2017, the loan
2017 penyaluran pinjaman yang telah diberikan distribution in 4 (four) villages is Rp170 million
di 4 (empat) desa tersebut adalah sebesar Rp170 for 4 partners, some of the partners from the
juta untuk 4 mitra binaan, sebagian mitra binaan 3 (three) villages are engaged in industry, trade
dari ke 3 (tiga) desa tersebut bergerak dalam and animal husbandry sectors.
sektor industri, perdagangan, dan peternakan.
Program Bina Lingkungan yang telah dilakukan

antara lain memberikan bantuan melalui The Community Development Program that
program pembangunan sarana ibadah, sarana, has been carried out, among others, provides
dan prasarana umum, peningkatan kesehatan, assistance through the construction of religious
peningkatan pendidikan, pelestarian alam, dan facilities, public facilities, infrastructure, health
bantuan sosial bagi masyarakat 4 (empat) desa improvement, education improvement, nature
lingkar Bandar Udara Sam Ratulangi Manado. conservation, and social assistance for the 4

2017 Annual Report
817
Sampai dengan tahun 2017 dana program bina villages circle of Sam Ratulangi Airport Manado.
lingkungan yang telah disalurkan adalah sebesar Up to 2017 the environmental development
Rp1,64 miliar. program fund that has been distributed is
Rp1.64 billion.
Pemberian bantuan bagi masyarakat lingkar The provision of assistance to the airport circle
bandara antara lain sarana pendidikan untuk community includes education facilities for
sekolah dasar, Pelayanan Kesehatan Keliling, elementary schools, mobile health services, and
dan Pemberian Sembako Gratis bagi warga free staple food for poor people in Wusa and
kurang mampu di Desa Wusa dan Desa Winetin. Winetin villages.
Tabel Penyaluran Program Kemitraan Desa Wusa dan Winetin sampai dengan 2017
Distribution Table of Wusa and Winetin Village Partnership Programs until 2017
Wusa Winetin
Jumlah Jumlah
No. Tahun / Year Mitra Binaan / Mitra Binaan /
Amount Amount
Development Development
Partners Partners
(Rp) (Rp)
sampai dengan
1 195,000,000 4 50,000,000 1
2016 / Until 2016
2 2017 - 0 - 0
Total 195,000,000 4 50,000,000 1
Tabel Penyaluran Program Bina Lingkungan Desa Wusa, Winetin, Kima Bajo, dan Patokaan
sampai dengan 2017
Distribution Table of Community Development Program of Wusa Village, Winetin, Kima Bajo
and Patokaan up to 2017
No Tahun / Year Wusa Winetin Kima Bajo Patokaan
sampai dengan
1 2016 / Until 443,510,635 752,652,439 29,240,000 310,143,259
2016
2 2017 55,141,181 48,041,997 - -
Total 498,651,816 800,694,436 29,240,000 310,143,259
BANTUAN CSR LAINNYA OTHER CSR ASSISTANCE
Sampai dengan bulan Desember tahun 2017 dana Up to December 2017 CSR funds which have been
CSR yang telah disalurkan oleh PT Angkasa Pura disbursed by PT Angkasa Pura I (Persero) amounting
I (Persero) sebesar Rp3,57 miliar yang disalurkan to Rp3, 57 billion are distributed among others to:
antara lain untuk:
a. Pembiayaan program sponsorship pembangunan a. The financing of the sponsorship program
Balai Ekonomi Desa (BALKONDES) di Desa for development of Village Economic Hall
Bigaran Borobudur senilai Rp1 miliar; (BALKONDES) in Bigaran Village Borobudur
worth Rp 1 billion;
b. Biaya BUMN Berbagi yang dilaksanakan di b. Costs of the sharing event of BUMN held at
Kantor Cabang SUB dan SRG senilai Rp502,50 Branch Office of SUB and SRG worth Rp 502.50
juta; million;
c. Bantuan Pelatihan Security bagi warga c. Security Training Assistance for residents
terdampak pembangunan Bandara Baru affected by the construction of Yogyakarta New
Yogyakarta di Kulonprogo (Tahap 1 dan 2) Airport in Kulonprogo (Phases 1 and 2) worth
senilai Rp280,02 juta; Rp280.02 million;
d. Bantuan pelatihan Pembekalan dan Pendalaman d. Technical Counseling Training and Training

Teknis bagi warga terdampak pembangunan assistance for citizens affected by the
Bandara NYIA senilai Rp498,93 juta; construction of NYA Airport worth Rp498.93
million;
e. Kegiatan “BUMN Hadir di Kampus” di Universitas e. “BUMN was present at Campus” Event at
Diponegoro dan Universitas Trisakti Jakarta Diponegoro University and Trisakti University
senilai Rp 425 Juta; Jakarta worth Rp 425 million;
f. Bantuan bagi Kesejahteran Guru di Yayasan f. Aid for the Welfare of Teachers at PERISKAPURA
PERISKAPURA senilai Rp 115 Juta; Foundation worth Rp 115 Million;
PENGHARGAAN AWARDS
Selama tahun 2017 penghargaan yang telah During the year 2017, awards received by PT
diterima oleh unit CSR PT Angkasa Pura I (Persero) Angkasa Pura I CSR (Persero) CSR units are as
adalah sebagai berikut: follows:
a. Penghargaan kepada Kantor Cabang SRG dalam a. Awards to SRG Branch Offices in Partisanship
Keberpihakan terhadap Koperasi dan UMKM di for Cooperatives and SMEs (UMKM) in Semarang
Kota Semarang oleh Walikota Semarang; dan City by Semarang Mayor; and
b. Penghargaan kepada Kantor Cabang JOG, SRG, b. Award to Branch Office of JOG, SRG, SUB, DPS,
SUB, DPS, BPN, UPG, MDC, SOC kategori Business BPN, UPG, MDC, SOC Business Practitioner
Practitioner atas kegiatan Seminar Gebyar UKM category for Seminar Gebyar UKM activities
untuk para mitra binaan dari ICSB Indonesia for the fostered partners of ICSB Indonesia
Presidential Award. Presidential Award.
c. Terkait kegiatan Pelayanan Kesehatan Keliling c. related to mobile health service (Pelkesling)
(Pelkesling) yang telah dilaksanakan oleh Unit which has been implemented by CSR Unit of PT
CSR PT Angkasa Pura I (Persero); Angkasa Pura I (Persero);
d. Penghargaan dari Walikota Balikpapan atas d. Award from the Mayor of Balikpapan for the
pengembangan Wisata PAntai Segara Sari development of PAntai Segara Sari MAnggar
Manggar Balikpapan. Balikpapan Tour.
ACTIVITY COST
BIAYA KEGIATAN
Total Partnership Program Assistance of 2017
Total Bantuan Program Kemitraan Tahun 2017
amounted to Rp 26.89 billion, an increase of 2.10%
adalah sebesar Rp26,89 miliar atau naik 2,10%
from the 2016 disbursement of Rp26.32 billion.
dari penyaluran tahun 2016 sebesar Rp26,32
While for the realization of Community Development
miliar. Sedangkan untuk realisasi kegiatan Bina
activities for the year 2017 is Rp28.73 billion, up
Lingkungan untuk tahun 2017 adalah sebesar
9.38% from the disbursement in 2016 amounting
Rp28,73 miliar atau naik 9,38% dari penyaluran
to Rp26.04 billion. Mining and Environment
tahun 2016 sebesar Rp26,04 miliar. Berikut rincian
Development Program:
bantuan Program Kemitraan dan Bina Lingkungan :

2017 Annual Report
819
a. Program Kemitraan
Partnership Program
2017 2016
Jumlah Jumlah
Program Kemitraan / Mitra Mitra
No
Partnership Program Binaan / Nilai Penyaluran / Binaan / Nilai Penyaluran /
Amount Distribution Value Amount Distribution Value
of Foster of Foster
Partner Partner
A Pinjaman Kemitraan / Partnership Loans
1 Sektor Industri / Industrial Sector 163 7,537,500,000.00 165 7,282,500,000.00
2 Sektor Perdagangan / Trade Sector 260 12,912,500,000.00 308 12,929,500,000.00
Sektor Pertanian / Agricultural 8 430,000,000.00 7 250,000,000.00

3
Sector
Sektor Peternakan / Livestock 21 1,125,000,000.00 16 612,500,000.00

4
Sector
Sektor Perkebunan / Plantation 7 230,000,000.00 14 405,000,000.00

5
Sector
6 Sektor Perikanan / Fisheries Sector 2 115,000,000.00 2 100,000,000.00
7 Sektor Jasa / Service Sector 98 4,487,000,000.00 109 4,682,500,000.00
8 Sektor Lainnya / Other Sectors 1 50,000,000.00 2 60,000,000.00
Sub Total A 560 26,887,000,000.00 623 26,322,000,000.00
B Hibah / Grant
1 Pelatihan / Training - 868,685,184.00 - -
Promosi/Pameran / - 1,740,377,023.00 - -
2
Promotion/exhibition
3 Pemagangan / Apprenticeship - 154,207,664.00 - -
4 Pengembangan / Development - - - -
Sub Total B - 2,763,269,871.00 - -
b. Program Bina Lingkungan

Environmental Development Program
Sektor Bina Lingkungan /
No 2017 2016
1 Bencana Alam / Natural Disasters 364,299,606.00 161,500,000.00
2 Pendidikan / Education 6,002,989,375.00 6,103,388,942.00
3 Kesehatan / Health 3,666,537,573.00 3,966,110,242.00
4 Sarana Umum / Public Facilities 4,293,771,483.00 5,594,197,975.00
5 Sarana Ibadah / Place of Worship 5,185,825,427.00 3,996,557,896.00
6 Pelestarian Alam / Nature Conservation 528,820,000.00 573,084,000.00
Pengentasan Kemiskinan /
8 8,687,963,804.00 3,290,814,820.00
Poverty Alleviation
Hibah Pendidikan dan Pelatihan Mitra

9 Binaan / Education and Training Grants for - 639,193,100.00
Foster Partners

Sektor Bina Lingkungan /

No 2017 2016
Hibah Promosi dan Pameran Mitra Binaan /

10 Promotional and Exhibition Grant for foster - 1,486,933,711.00
Partners
Hibah Pemagangan dan Pengembangan

11 Mitra Binaan / Apprenticeship and - 224,391,800.00
Development Grant
28,730,209,285.00 26,036,174,502.00
DAMPAK KEGIATAN IMPACTS OF THE ACTIVITY
Bantuan dalam bentuk Program Kemitraan dan Bina The assistance in the form of Partnership and
Lingkungan yang telah dilaksanakan Perseroan Community Development Program that has been
hingga tahun 2017 telah memberikan dampak di implemented by the Company until 2017 has had
beberapa aspek kehidupan warga Desa Binaan an impact on several aspects of the life of the
yang telah dibantu. Antara lain seperti, Program villagers in the assisted Fostered Village. Among
Kemitraan yang dilaksanakan dengan tujuan the other things, Partnership Program implemented
untuk mengembangkan usaha pengrajin maupun with the aim to develop the business of craftsmen
pengusaha di Desa Binaan, telah berdampak and entrepreneurs in the Fostered Village, has an
pada pembangunan Desa serta berkembangnya impact on the development of the village and the
usaha mereka sehingga meningkatkan taraf hidup development of their business so as to improve the
masyarakat Desa Binaan yang dimaksud. living standard of the people of the Fostered Village
referred to.
Sedangkan program Bina Lingkungan memiliki While the Community Development program has
tujuan untuk memberdayakan kondisi sosial a goal to empower the social conditions of the
masyarakat melalui perbaikan sarana dan community through the improvement of facilities and
prasarana disekitar tempat tinggal masyarakat, infrastructure around the community’s residence,
memberikan pelatihan keterampilan bagi warga providing skills training for residents around the
disekitar wilayah kerja dan atau memberikan work area and or providing assistance to support
bantuan untuk menunjang kehidupan masyarakat. people’s lives. Where from these activities can
Dimana dari kegiatan tersebut dapat meningkatkan improve the level of quality of life of the community
tingkat kualitas hidup masyarakat baik peningkatan either increase the environment of residence and or
lingkungan tempat tinggal dan atau peningkatan increase the individual.
individunya.

2017 Annual Report
821

DENGAN TANGGUNG JAWAB KEPADA KONSUMEN
Corporate Social Responsibility Related to Responsibilities to Customers
KEBIJAKAN THE POLICY
Sebagai perusahaan pengelola kebandarudaraan, As an airport management company, PT Angkasa

PT Angkasa Pura I (Persero) sangat berkomitmen Pura I (Persero) is very committed to ensure the
untuk menjamin diterapkannya Safety, Security, implementation of Safety, Security, and Service
and Service through Compliance (3S1C). Perseroan through Compliance (3S1C). The Company is always
selalu berupaya untuk memberikan kinerja dan striving for providing the best performance and
pelayanan terbaik dengan mengurangi risiko service by reducing the risks that impact on safety
yang berdampak terhadap safety (keselamatan), (safety), occupational accidents, occupational
kecelakaan kerja, penyakit akibat kerja yang diseases related to performance degradation.
terkait pada penurunan kinerja.
Di samping itu, PT Angkasa Pura I (Persero) juga In addition, PT Angkasa Pura I (Persero) is also
selalu berkomitmen untuk meminimalkan risiko always committed to minimizing the risk of injury
cidera bagi para penumpang di area bandar to passengers in the airport area. With respect to
udara. Terkait dengan keselamatan penerbangan, aviation safety, the Company seeks to safeguard
Perseroan berusaha menempatkan keselamatan aviation operations at the highest priority by
operasi penerbangan pada prioritas tertinggi ensuring that risks to aviation safety are suppressed
dengan memastikan bahwa risiko terhadap at a tolerable level.
keselamatan penerbangan ditekan pada level yang
dapat ditoleransi.
Terkait dengan aspek keselamatan (safety) Related to safety aspect of airport operation,
operasi Bandar Udara, pengelola bandar airport manager are obliged to implement Safety
udara berkewajiban untuk menerapkan Sistem Management System (SMS Management) in
Manajemen Keselamatan (Safety Management accordance with Law No. 1 of 2009 on Aviation
System/SMS) sesuai dengan Undang Undang which aims to provide assurance of the safety of
Nomor 1 tahun 2009 tentang Penerbangan yang aircraft operations at the airport. Policies related
bertujuan untuk memberikan jaminan keselamatan to the implementation of SMS are contained in the
operasi pesawat di bandar udara. Kebijakan Decree of the Board of Directors Number: KEP.38/
terkait dengan penerapan SMS tercantum dalam OP.01/2009 About Safety Management System at
Keputusan Direksi Nomor: KEP.38/OP.01/2009 Airports run by PT Angkasa Pura I (Persero) and
Tentang Sistem Manajemen Keselamatan di Bandar KEP.64/HK.03/2009 About Discussion of Penalties
Udara yang dikelola PT Angkasa Pura I (Persero) in the Non-Punitive Reporting Policy in PT Angkasa
dan KEP.64/HK.03/2009 Tentang Pembahasan dari Pura I (Persero) and Circular Safety Safety Circular
hukuman dalam Sistem Manajemen Keselamatan ED.30/OP.02/2017/DU on Implementation of
(Non-Punitive Reporting Policy) di PT Angkasa System Management System.
Pura I (Persero) serta Edaran Keselamatan Safety
Circular Nomor ED.30/OP.02/2017/DU tentang
Implementasi Sistem Management System.
Sedangkan dalam upaya untuk menjamin Meanwhile, in an effort to guarantee the fulfillment
terpenuhinya aspek keamanan (airport security), of the security aspect (airport security), the
Perseroan berprinsip pada beberapa peraturan Company is committed to several regulations such
seperti: as:
• Annex 17 tentang Safeguarding International • Annex 17 on Safeguarding International Civil

Civil Aviation Against Acts of Unlawful Aviation Against Acts of Unlawful Interference;
Interference;
• Document 8973 tentang Security Manual; • Document 8973 on Security Manual;
• Undang-undang No 01 Tahun 2009 tentang • Law No. 01 of 2009 on Aviation;
Penerbangan;
• Peraturan Menteri Perhubungan Nomor PM • Regulation of the Minister of Communications
80 Tahun 2017 tentang Program Keamanan No. 80 of 2017 on the National Aviation Security
Penerbangan Nasional; Program;
• Peraturan Menteri Perhubungan Republik • Regulation of the Minister of Transportation of
Indonesia Nomor PM 167 Tahun 2015 tentang the Republic of Indonesia No. PM 167 of 2015 on
Perubahan Atas Peraturan Menteri Perhubungan Amendment to the Regulation of the Minister of
Republik Indonesia Nomor PM 33 Tahun 2015 Transportation of the Republic of Indonesia No.
Tentang Pengendalian Jalan Masuk (Access 33 of 2015 on Access Control to the Restricted
Control) Ke Daerah Keamanan Terbatas Di Security Area at the Airport and Regulation of
Bandar Udara dan Peraturan Direktur Jenderal the Director General of Civil Aviation Number;
Perhubungan Udara Nomor;
• Peraturan Menteri Perhubungan Republik • Regulation of the Minister of Transportation of
Indonesia Nomor PM 92 Tahun 2017 tentang the Republic of Indonesia No. 92/2007 on the
Program Pengawasan Keamanan Penerbangan National Aviation Security Supervision Program;
Nasional;
• Peraturan Direktur Jenderal Perhubungan • Regulation of Director General of Civil Aviation
Udara Nomor KP 129 Tahun 2017 tentang KP Number 129 Year 2017 concerning Technical
Petunjuk Teknis Pengawasan dan Investigasi Direction of Supervision and Investigation of
Keamanan Penerbangan; Aviation Security;
• Peraturan Direktur Jenderal Perhubungan • Regulation of the Director General of Civil
Udara Nomor SKEP/ 2765/ XII/ 2010 tentang Aviation Number SKEP / 2765 / XII / 2010
Tata Cara Pemeriksaan Keamanan Penumpang, concerning Procedures of Passenger Security
Personel Pesawat Udara dan Barang Bawaan Inspection, Aircraft Personnel and Luggage
Yang Diangkut Dengan Pesawat Udara dan Transported By Aircraft and Individuals.
Orang Perorangan.
Untuk mendukung Visi Perseroan ”Menjadi Salah To support the Company’s Vision “To Be One
Satu dari Sepuluh Perusahaan Pengelola Bandar of Ten Best Airport Management Companies in
Udara Terbaik di Asia” Perseroan berkomitmen Asia” The Company is committed to fulfilling and
untuk memenuhi bahkan melebihi kepuasan even exceeding service user satisfaction through
pengguna jasa melalui penerapan Sistem the implementation of ISO 9001:2015 Quality
Manajemen Mutu ISO 9001:2015 sebagaimana Management System as stated in SKEP. 40 Year
tercantum dalam SKEP. 40 Tahun 2017 tanggal 2017 dated March 16, 2017 on the Implementation
16 Maret 2017 tentang Pemberlakuan Sistem of Quality Management System ISO 9001: 2015
Manajemen Mutu ISO 9001:2015 di PT Angkasa Pura in PT Angkasa Pura I (Persero) and Appointment
I (Persero) dan Penunjukkan Penanggung Jawab of Responsible Activity of Development and
Kegiatan Pengembangan dan Penerapan Sistem Implementation of Quality Management System in
Manajemen Mutu di Lingkungan PT Angkasa Pura PT Angkasa Pura I (Persero), as well as legislation
I (Persero), serta peraturan perundang-undangan which is valid by always doing continuous
yang berlaku dengan selalu melakukan peningkatan improvement (continual improvement) which is
yang berkesinambungan (continual improvement) supported by all human company in accordance
yang didukung oleh seluruh insan perusahaan with company values that is Synergy, Adaptive,
sesuai dengan nilai-nilai perusahaan yaitu Sinergi, Trusted, Unparalleled (SATU).
Adaptif, Terpercaya, Unggul (SATU).

2017 Annual Report
823
TARGET KEGIATAN TARGET OF ACTIVITIES.
Untuk mencapai kepuasan Pengguna Jasa To achieve Customer Service satisfaction through
(Pelanggan) melalui penerapan sistem yang efektif, effective system implementation, including
termasuk proses-proses untuk perbaikan sistem processes for continuous system improvement
secara terus menerus dan jaminan kesesuaian and conformity with the applicable customer and
dengan persyaratan pelanggan dan peraturan yang regulatory requirements resulting in excellent
berlaku sehingga menghasilkan layanan yang prima service to customers and other interested parties.
kepada pelanggan dan pihak – pihak lain yang
berkepentingan.
Perseroan telah menetapkan rencana kerja untuk The Company has established a work plan to increase
meningkatkan kepuasan konsumen dengan consumer satisfaction by conducting consumer
melakukan kegiatan penyelesaian pengaduan complaints settlement activities and conducting
konsumen dan pelaksanaan survei kepuasan customer satisfaction surveys. The Company targets
konsumen. Perseroan menargetkan bahwa that complaint settlement under the Service Level
penyelesaian pengaduan di bawah Service Level Agreement (SLA) is set. In addition, the Company
Agreement (SLA) yang ditetapkan. Di samping itu, also targets high levels of customer satisfaction/
Perseroan juga menargetkan tingkat kepuasan airport service users, which is above 4.0 on a scale
konsumen/pengguna jasa bandar udara yang tinggi, of 1 to 4.
yaitu di atas 4,0 dari skala 1 sampai dengan 4.
Terkait dengan Keselamatan Operasi Bandar Udara, In relation to Airport Operating Safety, the Company
Perseroan juga berkomitmen untuk menerapkan, is also committed to implementing, developing and
mengembangkan dan meningkatkan strategi improving the appropriate management system
sistem manajemen dan proses yang sesuai untuk and process strategy to ensure that all aviation
memastikan bahwa seluruh kegiatan penerbangan activities are undertaken to prioritize aviation
yang di lakukan akan memprioritaskan keselamatan safety in accordance with national and international
penerbangan yang sesuai dengan standar nasional standards set forth in the Safety Management
dan internasional yang tertuang di dalam Safety System Manual of the Airport.
Management System Manual Bandara.
Terkait dengan Airport Security atau peningkatan In relation to Airport Security or the enhancement
pelaksanaan program keamanan bandar udara of airport security program implementation in
dalam menjamin keselamatan dan keamanan ensuring the safety and security of flights at
penerbangan pada Bandar Udara di lingkungan Airports within PT Angkasa Pura I (Persero), the
PT Angkasa Pura I (Persero), maka Perseroan Company targets to:
menargetkan untuk:
• Merealisasikan penerapan Standard Design • Realizing the implementation of Centralized
Screening Check Point 2 (SCP-2) Centralized Standard Design Screening Check Point 2 (SCP-
pada 9 (sembilan) bandar udara yang dikelola 2) on 9 (nine) airports managed by the Company;
Perseroan;
• Meningkatkan profesionalisme personil melalui • Improving the professionalism of personnel
kegiatan spesialisasi Personnel Airport Security through the specialization of Personnel Airport
yang dilaksanakan di 5 (lima) Bandara yakni Security carried out in 5 (five) airports, namely
SRG, SOC, BIK, AMQ, dan UPG, pelaksanaan SRG, SOC, BIK, AMQ and UPG, conducting
monitoring Gugus Kendali Mutu serta Benchmark monitoring of Quality Circle and Benchmark
yang dilaksanakan di Amsterdam; conducted in Amsterdam;
• Menerapkan sistem keamanan yang terintegrasi • Implementing an integrated security system
melalui pengaplikasian Under Vehicle through the application of the Under Vehicle
Surveillance System dan Access Door Control Surveillance System and the Access Door Control
System di bandara-bandara kelolaan Perseroan; System at the airports under management of
the Company;

• Menjaga efektivitas dan konsistensi program • Maintain the effectiveness and consistency of
keamanan bandar udara di lingkungan airport security programs within PT Angkasa
Bandara PT Angkasa Pura I (Persero), melalui Pura I (Persero) Airport environment, through
pelaksanaan Internal Quality Control, Audit the implementation of Internal Quality Control,
Keamanan Penerbangan oleh Direktorat Aviation Security Audit by the Directorate
Jenderal Perhubungan Udara dan Pencapaian General of Civil Aviation and Achievement of
Sertifikat Excellent in Security oleh ACI. Excellent Certificate in Security by ACI.
KEGIATAN ACTIVITIES
OCCUPATIONAL SAFETY HEALTH UNTUK OCCUPATIONAL SAFETY HEALTH FOR

KEBANDARUDARAAN AIRPORTS
PT Angkasa Pura I (Persero) memiliki komitmen PT Angkasa Pura I (Persero) is committed to the
terhadap peningkatan budaya Keselamatan improvement of Occupational Safety and Health
dan Kesehatan Kerja (K3) yang bertujuan untuk (K3) culture which aims to ensure airport users can
menjamin para pengguna jasa bandara dapat safely and safely work in the area of airport work
beraktifitas dengan selamat dan aman di area environment.
lingkungan kerja Bandara.
Beberapa upaya dari perseroan yang telah Some efforts of the company that have been done
dilakukan untuk memastikan pelaksanaan to ensure the implementation of flight operations,
operasional penerbangan khususnya pada bidang especially in the field of Occupational Safety and
K3 dapat berjalan selamat dan aman, antara lain: Health K3 can be safe and safe, among others:

2017 Annual Report
825
Kegiatan Sasaran Hasil

No.
Activities Target Results
1. Sertifikasi Sistem Untuk meningkatkan citra Perusahaan Hingga Tahun 2017, terdapat 4 (empat)
Manajemen Keselamatan agar berdaya saing di dunia Bandara yang berhasil mendapatkan
dan Kesehatan Kerja Internasional, maka dilaksanakan Sertifikat SMK3 dan 3 Bandara yang
(SMK3) & OHSAS Sertifikasi SMK3 berdasarkan PP 50 mendapatkan Sertifikasi OHSAS
18001:2007 Tahun 2012 dan OHSAS 18001 : 2007 18001:2007, yaitu sebagai berikut :
di seluruh Bandara yang dikelola oleh SMK3
Certification of PT Angkasa Pura I (Persero). 1. Bandara Internasional Ahmad
Occupational Safety and Yani Semarang capaian 87.3%
Health Management To improve the image of the Company (Memuaskan)  Bendera Emas.
System (SMK3) & OHSAS to be competitive in the international 2. Bandara Internasional I Gusti
18001: 2007 world, it is implemented SMK3 Ngurah Rai Bali capaian 89.15%
Certification based on PP 50 the Year (Memuaskan)  Bendera Emas.
2012 and OHSAS 18001: 2007 in all 3. Bandara Internasional SAMS
airports managed by PT Angkasa Pura Sepinggan Balikpapan capaian
I (Persero). 89.15% (Memuaskan)  Bendera
Emas
4. Bandara Internasional Adi Soemarmo
Solo capaian 93.37% (Memuaskan) 
Bendera Emas
OHSAS 18001:2007
1. Bandara Internasional I
Gusti Ngurah Rai Bali
2. Bandara Internasional SAMS
Sepinggan Balikpapan
Solo
Hingga Tahun 2017, terdapat 4 (empat)

Bandara yang berhasil mendapatkan
Sertifikat SMK3 dan 3 Bandara yang
mendapatkan Sertifikasi OHSAS
18001:2007, yaitu sebagai berikut :
SMK3
1. Bandara Internasional Ahmad
Yani Semarang capaian 87.3%
(Memuaskan)  Bendera Emas.
2. Bandara Internasional I Gusti
Ngurah Rai Bali capaian 89.15%
(Memuaskan)  Bendera Emas.
Sepinggan Balikpapan capaian
89.15% (Memuaskan)  Bendera
Emas
Solo capaian 93.37% (Memuaskan) 
Bendera Emas
OHSAS 18001:2007
1. Bandara Internasional I
Gusti Ngurah Rai Bali
Sepinggan Balikpapan
Solo
2. Sertifikasi Fasilitas dan Memastikan kesiapan fasilitas dan Fasilitas dan peralatan di seluruh
Peralatan secara berkala; peralatan dalam kondisi baik dan Bandara yang dikelola oleh PT Angkasa
laik pakai sesuai dengan peraturan Pura I (Persero) telah tersertifikasi oleh
perundang-undangan yang berlaku Direktorat Jenderal Perhubungan Udara
Facilities and Equipment dan Dinas Tenaga Kerja setempat
Certification on a regular Ensure the readiness of facilities and
basis; equipment is in good condition and Facilities and equipment at all airports
suitable for use in accordance with managed by PT Angkasa Pura I (Persero)
applicable laws and regulations have been certified by the Directorate
General of Air Transportation and the
local Manpower Office


No.
3. Sosialisasi dan Seminar K3 Meningkatkan kesadaran akan Sosialisasi dan Seminar K3 bagi para
bagi para stakeholder; pentingnya Keselamatan dan stakeholder rutin dilaksanakan minimal
Kesehatan Kerja (K3) di lingkungan 1 (satu) tahun sekali di seluruh Bandara
Socialization and Health kerja PT Angkasa Pura I (Persero) yang dikelola oleh PT Angkasa Pura I
and Safety Seminar for all (Persero)
stakeholders; Increasing awareness of the
importance of Occupational Safety Socialization and Safety Seminar for
and Health (OSH) in PT Angkasa Pura I routine stakeholders is implemented at
(Persero) least once a year in all airports managed
by PT Angkasa Pura I (Persero)
4 Safety Briefing untuk para Meningkatkan kesadaran akan Safety Brieifng rutin dilakukan rutin
Kontraktor, Vendor, Tenant pentingnya Keselamatan dan sebelum memulai pekerjaan dilaksanakan
dan Stakeholder; Kesehatan Kerja (K3) dalam setiap di sisi udara maupun sisi darat yang
pelaksanaan pekerjaan di wilayah sisi melibatkan Kontraktor, Vendor, Tenant
Safety Briefing for udara atau sisi darat. and Stakeholder.
Contractors, Vendors,
Tenants, and Stakeholders; Safety Brieifng rutin dilakukan rutin
Increasing awareness of the sebelum memulai pekerjaan dilaksanakan
importance of Occupational Safety di sisi udara maupun sisi darat yang
and Health (OSH) in every job melibatkan Kontraktor, Vendor, Tenant
implementation in the airside or land and Stakeholder.
side.
5. Defensive Safety Driving 1. Meningkatkan kesadaran peserta Defensive Safety Driving Course telah
Course bagi Mitra Kerja akan pentingnya tertib berlalu- dilaksanakan di Bandara I Gusti Ngurah
Airlines dan Ground lintas di wilayah sisi udara Rai – Bali yang melibatkan personil dari
Handling; 2. Mengetahui peraturan berkendara seluruh Airlines, Ground Handling dan
di sisi udara sesuai peraturan Otoritas Bandara.
Defensive Safety Driving yang berlaku
Course bagi Mitra Kerja 3. Mengerti dan mampu mengendara The Defensive Safety Driving Course
Airlines dan Ground secara aman. has been conducted at Gusti Ngurah Rai
Handling; Airport - Bali which includes personnel
from all Airlines, Ground Handling and
Airport Authority.
1. Meningkatkan kesadaran peserta
akan pentingnya tertib berlalu-
lintas di wilayah sisi udara
2. Mengetahui peraturan berkendara
di sisi udara sesuai peraturan yang
berlaku
3. Mengerti dan mampu mengendara
secara aman.
6. Kampanye dan Promosi Meningkatkan pemahaman serta Kampanye dan Promosi K3 telah
K3 di Bandara; kesadaran bagi pengguna jasa akan dilakukan di seluruh Bandara yang
pentingya Keselamatan dan Kesehatan dikelola oleh PT Angkasa Pura I (Persero)
K3 Campaign and Kerja (K3) di lingkungan kerja
Promotion at the Airport; khususnya di area terminal bandara Campaign and Promotion of K3 has been
conducted in all airports managed by PT
Increase comprehension and Angkasa Pura I (Persero)
awareness for service users about the
importance of Occupational Safety and
Health (K3) in the work environment
especially in the airport terminal area

2017 Annual Report
827

No.
7 Pelatihan Penggunaan 1. Untuk memastikan kesiapan Dampak positif dari pelaksanaan kegiatan
Alat Pemadam Api Ringan personil Tim Tanggap Darurat “Pelatihan Penggunaan Alat Pemadam Api
(APAR) bagi Mitra Kerja Kantor Pusat maupun kantor Ringan (APAR)” adalah:
dan Mitra Usaha; cabang PT Angkasa Pura I 1. Mengetahui cara pengunaan APAR;
(Persero) dalam menghadapi dan 2. Meningkatkan kepedulian terhadap
Training on Use of Fire menanggulangi keadaan darurat terhadap kondisi lingkungan kerja di
Extinguishers (APAR) for kebakaran gedung; gedung perkantoran;
Partners and Business 2. Untuk memberikan pengetahuan 3. Meningkatkan pengetahuan dan
Partners; dan keterampilan dalam keterampilan dalam menanggulangi
menanggulangi keadaan darurat keadaan darurat kebakaran gedung
kebakaran gedung perkantoran perkantoran kepada para calon
kepada Mitra Usaha dan Mitra pegawai Kantor Pusat PT Angkasa
Kerja yang beraktivitas di wilayah Pura I (Persero) tahun 2017.
bandara PT Angkasa Pura I Pelaksanaan pelatihan penggunaan
(Persero) APAR rutin dilakukan minimal 1x dalam
setahun.
1) To ensure the preparedness of
Emergency Response Team staff The positive impact of the implementation
of Head Office and branch office of “Training of Using Light Fire
of PT Angkasa Pura I (Persero) in Extinguishers (LFE/APAR)” is:
the face and overcoming of fire 1. Knowing how to use APAR;
emergency of a building; 2. Increasing awareness of working
environment condition in the office
2) To provide knowledge and skills in building;
dealing with fire emergency office 3. Increase knowledge and skills in
buildings to Business Partners and tackling the fire emergency state
Partners working activities in the of office buildings to prospective
airport area of PT Angkasa Pura I employees of Head Office PT Angkasa
(Persero) Pura I (Persero) in 2017.
The implementation of routine APAR

usage training is done at least 1x in a
year.
9. Simulasi Latihan Tanggap Untuk memastikan kesiapan personil Pelaksanaan latihan tanggap darurat
Darurat. Tim Tanggap Darurat Kantor Pusat dilaksanakan secara berkala dengan
maupun kantor cabang PT Angkasa melibatkan unit – unit terkait di
Pura I (Persero) dalam menghadapi dan lingkungan internal maupun eksternal.
menanggulangi keadaan darurat. Beberapa hal yang menjadi fokus
perhatian dalam pelaksanaan latihan ini,
antara lain :
1. Memahami konsep Perencanaaan
Tanggap Darurat (ERP) secara
efektif sehingga pengendalian dapat
dilakukan secara cepat dan tepat;
2. Mencegah kesimpang siuran dalam
menghadapi kondisi darurat (tidak
gugup dan panik);
3. Mencegah terjadinya kerugian materi
maupun materi yang lebih besar
(korban jiwa, kerusakan fasilitas/
peralatan, dan lainnya)


No.
Simulation of Emergency To ensure the preparedness of Implementation of emergency response

Response Exercises. Emergency Response Team staff of exercises carried out periodically by
Head Office and branch office of PT involving related units in the internal and
Angkasa Pura I (Persero) in facing and external environment. Some of the things
overcoming emergency. that became the focus of attention in the
implementation of this exercise, among
others:
1. Understand the concept of
Emergency Response Planning (ERP)
effectively so that control can be
done quickly and accurately;
2. Preventing distortion in the face of
emergency situations (not nervous
and panic);
3. Prevent the occurrence of material
losses or greater material (casualties,
damage to facilities/equipment, and
others)
IMPLEMENTASI SAFETY MANAGEMENT IMPLEMENTATION OF SAFETY

SYSTEM (SMS) MANAGEMENT SYSTEM (SMS)
Dalam upaya memberikan jaminan keselamatan In an effort to provide safety assurance of airport
operasi bandar udara perseroan menerapkan 4 operations, the company implements 4 (four) pillars
(empat) pilar Sistem Manajemen Keselamatan of Safety Management System with the following
(Safety Management System) dengan kegiatan activities:
antara lain sebagai berikut:
1. Ke bijaka n da n s a s a ra n ke s ela mat a n 1. Safety policy and objectives

(Safety Policy)
a. Komitmen dan Tanggung Jawab Manajemen; a. Management Commitment and
Responsibility;
b. Tanggung Jawab Keselamatan; b. Safety Responsibility;
c. Penunjukkan Safety Manager/Officer; c. Appointment of Safety Manager / Officer;
d. Koordinasi rencana penanggulangan Gawat d. Coordination of emergency response plan;
Darurat; dan and
e. Dokumentasi SMS. e. SMS documentation.
2. Manajemen risiko keselamatan (Safety Risk 2. Safety risk management
Management)
a. Identifikasi bahaya/gangguan; dan a. Identification of hazards/disturbances; and
b. Penilaian dan mitigasi risiko. b. Risk assessment and mitigation.
3. Jaminan Keselamatan (Safety Assurance) 3. Safety Assurance
a. Pengukuran dan monitoring kinerja a. Measurement and monitoring of safety
keselamatan; performance;
b. Manajemen terhadap perubahan; dan b. Management of change; and
c. Peningkatan berkelanjutan terhadap c. Continuous improvement of the safety
sistem manajemen keselamatan (Safety management system.
Management System).
4. Promosi Keselamatan (Safety Promotion) 4. Safety Promotion
a. Pendidikan dan/atau pelatihan; dan a. Education and/or training;
b. Sosialisasi keselamatan. b. Socialization of safety.
Adapun program kerja terkait dengan pelaksanaan The work program related to the implementation
Safety Management System yang telah dilaksanakan of Safety Management System which has been

2017 Annual Report
829
Perseroan sepanjang tahun 2017 adalah sebagai implemented by the Company throughout 2017 is
berikut. as follows.
Program Kerja Dasar Program Keterangan

No.
Work program Basic of the Program Remarks
1. Rapat Koordinasi a. Terbitnya Keputusan Direksi PT Angkasa 1. Kegiatan ini merupakan sarana
Direktorat Pura I (Persero) Nomor: KEP. 82/ melakukan evaluasi program tahun
Operasi Tahun OM.01.01/2016 tentang Organisasi dan 2016 serta menyatukan persepsi
2017 Tata Kerja Kantor Pusat PT Angkasa Pura I untuk bersinergi dibidang operasional
(Persero), Direktorat Operasi berkembang guna mencapai pemenuhan kontrak
Coordination menjasi 4 Sub Direktorat Airport Operation, manajemen (KPI Manajemen) bidang
Meeting of Airport Security, Airport Sevice dan Airport operasi dan mendukung terjadinya
Directorate of Safety. indeks kepuasan pegawai seluruh
Operations Year b. Dengan adanya restrukturisasi organisasi bandara dibawah pengelolaan PT
2017 di lingkungan PT Angkasa Pura I (Persero), Angkasa Pura I (Persero) selalu
masing-masing Sub-Direktorat Operasi ini meningkat setiap tahunnya.
tentunya memiliki program kerja berbeda- 2. Kegiatan ini melibatkan seluruh Group
beda, untuk menjamin harmonisasi program yang berada dibawah Direktorat
kerja di bawah Direktorat Operasi perlu Operasi PT Angkasa Pura I (Persero).
dilakukan pembahasan secara komprehensif
dalam suatu rapat harmonisasi berupa .1. This activity is a means to evaluate
Rapat Kerja sehingga dapat disusun langkah the program in 2016 and unify the
dan strategi untuk mencapai sasaran dari perception to synergize in the field
Direktorat Operasi. of operation to achieve fulfillment
c. Rapat Kerja ini juga bertujuan untuk of management contract (KPI
menetapkan langkah-langkah dalam Management) field of operation
mempertahankan dan meningkatkan and support the happening index of
kualitas pelayanan Bandar Udara yang satisfaction of all airport employees
mengandung aspek Safety, Security, Services under the management of PT Angkasa
dan Compliance (3S+1C). Pura I (Persero) always increase every
d. Dalam rapat ini, setiap Sub-Direktorat di year
bawah Direktur Operasi akan mengirimkan 2. This activity involves all groups under
perwakilan dari Kantor Cabang yang the Directorate of Operations of PT
kemudian bertanggung jawab untuk Angkasa Pura I (Persero).
melakukan koordinasi dan harmonisasi
dalam penyusunan program kerja,
implementasi program dan penyeragaman
laporan Kantor Cabang ke Kantor Pusat
a. The issuance of the Decree of the Board of

Directors of PT Angkasa Pura I (Persero)
Number: KEP. 82 / OM.01.01 / 2016 on the
Organization and Working Procedures of PT
Angkasa Pura I (Persero) Head Office, the
Directorate of Operations develops 4 Sub
Directorates of Airport Operations, Airport
Security, Airport Sevice and Airport Safety.
b. With the restructuring of the organization
within PT Angkasa Pura I (Persero), each
Sub-Directorate of Operations must have
different work programs to ensure the
harmonization of work programs under the
Directorate of Operations, it is necessary
to discuss comprehensively in a meeting of
harmonization in the form of Meeting Work
so that steps and strategies can be devised
to achieve the goals of the Directorate of
Operations.
c. The Meeting of Working also aims to
establish measures to maintain and
improve the quality of airport services
that contain aspects of Safety, Security,
Services, and Compliance (3S + 1C).
d. In this meeting, each Sub-Directorate
under the Operations Director will send
a representative from the Branch Office
which is then responsible for coordinating
and harmonizing the preparation of the
work program, the implementation of the
program and the uniformity on reporting of
the Branch Office to the Head Office.


No.
2. Safety Audit 1. UU No. 1 tahun 2009 tentang 1. Program bertujuan sebagai pemenuhan
2017 Penerbangan. peraturan yang berlaku terkait dengan
2. PM 62 Tahun 2017 tentang Safety keselamatan penerbangan.
Safety Audit Management System. 2. Laporan hasil safety audit merupakan
2017 3. Surat Keputusan Direktorat Jenderal bagian penting dari Safety Management
Perhubungan Udara Nomor: System yaitu safety risk management
SKEP/223/X/2009 tentang Petunjuk dan dan safety assurance sebagai upaya
Tata Cara Pelaksanaan Sistem Manajemen preventive mencegah terjadinya
Keselamatan (Safety Management System) accident/incident.
Operasi Bandar Udara 3. Manfaat dilakukannya safety audit
4. Program kerja SMS Deparment tahun di Bandara oleh perusahaan adalah
2017 terkait dengan pelaksanaan Safety sebagai berikut:
Management System (SMS) Audit. a. Menghindari terjadinya kesalahan
prosedur dan ancaman kerugian
1. Regulation no. 1 of 2009 on Aviation. yang sering tidak disadari;
2. PM 62 Year 2017 on Safety Management b. Memudahkan penyusunan
System. dokumen perusahaan pada saat
3. c. Decree of the Directorate General of dilakukan audit;
Civil Aviation Number: SKEP / 223 / X c. Terhindar dari temuan yang bisa
/ 2009 concerning the directions and menyebabkan sanksi hukum.
procedures for the implementation of the 4. Untuk tahun 2017 safety audit
Safety Management System of the Airport dimulai bulan April dan telah selesai
operations dilaksanakan pada 13 cabang pada
4. The work program of SMS Department in bulan Juni 2017 (TW III).
2017 is related to the implementation of 5. Pelaksanaan safety audit di Bandara
Safety Management System (SMS) Audit. melibatkan personil yang telah
mendapatkan pelatihan Aerodrome
Auditing Compliance.
6. Hasil Safety Audit tahun 2017 adalah
sebagai berikut:
Facility : 229 temuan;
Procedure : 85 temuan;
SDM : 38 temuan.
1. The program aims to fulfill the

applicable regulations related to
aviation safety.
2. Safety audit report is an important part
of safety management system that is
safety risk management and safety
assurance as a preventive effort to
prevent accident/incident.
3. The benefits of conducting the audit by
the company are as follows:
a. Avoiding the occurrence of
procedural errors and threats of
loss are often not realized;
b. Enable the preparation of
corporate documents at the time of
the audit;
c. Avoidance of findings that could
lead to legal sanctions.

2017 Annual Report
831

No.
4. For the year 2017, the safety
audit commenced in April and was
completed in 13 branches in June
2017 (TW III).
5. The implementation of the audit airport
involves personnel who have received
Aerodrome Auditing Compliance
training.
6. Hasil Safety Audit 2017 is as follows:
a. Facility : 229 findings;
b. Procedure : 85 findings;
c. HR : 38 findings.
3. Bimbingan 1. Undang-Undang Nomor 1 Tahun 2009 1. Tujuan kegiatan untuk pembaharuan
Teknis Safety tentang Penerbangan. (Update) Safety Management System
Management 2. Peraturan Menteri Perhubungan Nomor Manual (SMM) meliputi Safety Policy,
System Manual PM.62 Tahun 2017 tentang Sistem Safety Risk Management, Safety
Manajemen Keselamatan (Safety Assurance, and Safety Promotion
Technical Management System). yang dalam pelaksanaannya mengacu
Guidance Safety 3. Surat Keputusan Direktorat Jenderal kepada Standar Operating Procedure
Management Perhubungan Udara Nomor (SOP), Instruksi Kerja (IK) dan Checklist.
System Manual SKEP/223/X/2009 tentang Petunjuk dan 2. Kegiatan dilaksanakan pada tanggal
Tata Cara Pelaksanaan Sistem Manajemen 25 sampai dengan 28 April 2017 di
Keselamatan (Safety Management System) Gedung Center For Excellence – Jakarta.
Operasi Bandar Udara.
4. Peraturan Menteri nomor: 83 Tahun
2017 tentang Peraturan Keselamatan 1. The activity objectives for the update
Penerbangan Sipil Bagian 139 (Civil of Safety Management System Manual
Aviation Safety Regulations Part 139) (SMM) include Safety Policy, Safety
Tentang Bandar Udara (Aerodrome). Risk Management, Safety Assurance
5. Keputusan Direksi PT Angkasa Pura I and Safety Promotion which in its
(Persero) nomor: KEP.38/OP.01/2009 implementation refers to Standard
tanggal 7 April 2009 tentang Safety Operating Procedure (SOP), Work
Management System (SMS) di Bandar Instruction (IK) and Checklist.
Udara yang dikelola PT Angkasa Pura I
(Persero). 2. Activities are held on 25 to 28 April
6. Document 9859, Safety Management 2017 at the Center for Excellence
Manual. Building - Jakarta.
7. ICAO ANNEX 19, Safety Management
System.
8. ICAO ANNEX 14 (Aerodrome) Aerodrome.
1. Law Number 1 the Year 2009 on Aviation.

2. Regulation of the Minister of Transportation
No. PM.62 Year 2017 on Safety
Management System (Safety Management
System).
3. Decree of the Directorate General of
Civil Aviation No. SKEP / 223 / X / 2009
concerning Directive and Procedures for
the Implementation of Airport Management
Operating Safety Management System.
4. Ministerial Regulation number 83 of 2017
on Civil Aviation Safety Regulations Part
139 (Civil Aviation Safety Regulations Part
139) Of Airports (Aerodrome).
5. Decision of the Board of Directors of PT
Angkasa Pura I (Persero) number: KEP.38 /
OP.01 / 2009 dated 7 April 2009 on Safety
Management System (SMS) at Airport
managed by PT Angkasa Pura I (Persero).
6 Document 9859, Safety Management
Manual.
System.


No.
4. Bimbingan 1. Undang-Undang Nomor 1 Tahun 2009 Tujuan dilakukan kegiatan Bimbingan teknis
Teknis tentang Penerbangan. Runway Safety Team dan implementasi SMS
Implementasi 2. Peraturan Menteri Perhubungan Republik adalah untuk memberikan pengetahuan
Safety Indonesia Nomor PM 62 Tahun 2017 dan pemahaman kepada peserta terkait hal
Management Tentang hal sebagai berikut:
System dan Peraturan Keselamatan Penerbangan Sipil 1. Peraturan perundangan terkait dengan
Runway Safety Bagian 19 (Civil Aviation Safety Regulations RST dan implementasi SMS baik
Team Part 19) Tentang Sistem Manajemen nasional maupun internasional;
Keselamatan (Safety Management System). 2. Implementasi RST dan SMS
Technical 3. Peraturan Menteri nomor : PM. 83 Tahun berdasarkan dokumen dan best
Guidance 2017 tentang Peraturan Keselamatan practise yang berlaku di industri
Implementation Penerbangan Sipil Bagian 139 (Civil Aviation penerbangan;
of Safety Safety Regulations Part 139) Tentang 3. Memberikan solusi terhadap
Management Bandar Udara (AERODROME). permasalahan yang dihadapi bandara
System and 4. Peraturan Direktur Jenderal Perhubungan pada saat implementasi RST dan SMS;
Runway Safety Udara Nomor KP. 622 tahun 2015 tentang 4. Penyusunan program RST dan
Team Petunjuk Teknis Peraturan Keselamatan implementasi SMS yang efektif
Penerbangan Sipil Bagian 139-08 guna memberikan jaminan terhadap
Penerimaan (Acceptance) Pelaksanaan keselamatan operasional bandara.
Sistem Manajemen Keselamatan (Safety Kegiatan dilaksanakan pada tanggal 16 -
Management System/SMS) Bandar Udara 20 Oktober 2017 di Bandung
(Staff Instruction 139-08).
5. Surat Keputusan Direktorat Jenderal
Perhubungan Udara Nomor The purpose of Bimtek Runway Safety
SKEP/223/X/2009 tentang Petunjuk dan Team and SMS implementation is to
Tata Cara Pelaksanaan Sistem Manajemen provide knowledge and understanding to
Keselamatan (Safety Management System) the participants regarding the following
Operasi Bandar Udara. matters:
6. Keputusan Direksi PT Angkasa Pura I 1. Legislation related to RST and SMS
(Persero) nomor: KEP.38/OP.01/2009 implementation both nationally and
tanggal 7 April 2009 tentang Safety internationally;
Management System (SMS) di Bandar Udara 2. Implementation of RST and SMS based
yang dikelola PT Angkasa Pura I (Persero). on documents and best practice in the
7. ICAO ANNEX 19, Safety Management aviation industry
System. 3. Provide solutions to the problems
8. ICAO ANNEX 14 (Aerodrome) Aerodrome. facing the airport during the
9. Document 9859, Safety Management implementation of RST and SMS;
Manual. 4. Preparation of an effective RST
program and SMS implementation to
1. Regulation Number 1 the Year 2009 on provide security for airport operations.
Aviation. The event was held on 16 - 20 October
2. Regulation of the Minister of Transportation 2017 in Bandung
No. 62 of 2017 on Safety Management
System.
3. Ministerial Regulation number: PM. 83 of
2017 on Civil Aviation Safety Regulations
Part 139 (Civil Aviation Safety Regulations
Part 139) About the Airport (AERODROME
4. Regulation of the Director General of Air
Transportation Number KP. 622 of 2015 on
Technical Directives of Civil Aviation Safety
Regulations Section 139-08 Acceptance
of the Implementation of the Airport
Instruction Management System (Staff
Instruction 139-08).5. Decree of the
Directorate General of Civil Aviation No.
SKEP / 223 / X / 2009 concerning Directive
and Procedures for the Implementation
of Airport Management Operating Safety
Management System.
5. Decree of the Directorate General of
Civil Aviation No. SKEP / 223 / X / 2009
concerning Directive and Procedures for
the Implementation of Airport Management
Operating Safety Management System.
6. Decision of the Board of Directors of PT
Angkasa Pura I (Persero) number: KEP.38
/ OP.01 / 2009 dated 7 April 2009 on
Safety Management System (SMS) at Airport
System.
9. Document 9859, Safety Management
Manual.

2017 Annual Report
833

No.
5 Safety Awareness 1. Undang-Undang Nomor 1 Tahun 2009 Latar belakang dan tujuan pelaksanaan
di 13 (tiga belas) tentang Penerbangan. kegiatan adalah sebagai berikut:
Kantor Cabang 2. Peraturan Menteri Perhubungan Nomor PM 1. Kewajiban melaksanakan Safety
62 Tahun 2017 tentang Safety Management Promotions and Communication
Safety System. kepada seluruh komunitas bandara,
Awareness in 13 3. Surat Keputusan Direktorat Jenderal baik internal PT Angkasa Pura I
(thirteen) Branch Perhubungan Udara Nomor (Persero), Airline, Groundhandling,
Offices SKEP/223/X/2009 tentang Petunjuk dan serta mitra kerja dalam rangka
Tata Cara Pelaksanaan Sistem Manajemen meningkatkan awareness dan
Keselamatan (Safety Management System) membangun budaya keselamatan
Operasi Bandar Udara. (safety culture);
4. Keputusan Direksi PT Angkasa Pura I 2. Menerapkan 3S + 1C (Safety, Security,
(Persero) nomor: KEP.38/OP.01/2009 Service and Compliance) pada setiap
tanggal 7 April 2009 tentang Safety kegiatan operasional Bandar Udara;
Management System (SMS) di Bandar Udara 3. Sebagai bahan pembelajaran untuk
yang dikelola PT Angkasa Pura I (Persero). mencegah terulang kembali accident/
5. Program Kerja Rutin Departemen SMS incident di Bandar Udara PT Angkasa
Tahun 2017 tentang Pelaksanaan Safety Pura I (Persero).
Management System Audit.
The background and objectives of the
activities are as follows:
1. Regulation Number 1 the Year 2009 on 1. The obligation to implement Safety
Aviation. Promotion and Communication to
2. Regulation of the Minister of Transportation all airport communities, internally
No. 62 of 2017 on Safety Management PT Angkasa Pura I (Persero), Airline,
System. ground handling, and partners in
3. Decree of the Directorate General of Civil order to increase awareness and build
Aviation No. SKEP / 223 / X / 2009 safety culture;
concerning Directive and Procedures for 2. Apply 3S + 1C (Safety, Security,
the Implementation of Airport Management Service and Compliance) to every
Operating Safety Management System. Airport operational activity;
4. Decision of the Board of Directors of PT 3. As a learning material to prevent
Angkasa Pura I (Persero) number: KEP.38 / recurrence of accident/incident at PT
OP.01 / 2009 dated 7 April 2009 on Safety Angkasa Pura I Airport (Persero).
Management System (SMS) at Airport
5. eRoutine Work Program of SMS Department
Year 2017 on Implementation of Safety
Management System Audit.
6 APEX in Safety 1. Program Kerja Departemen Safety 1. Mendapatkan best practice

(1) Bandara Management System Tahun 2017. Implementasi Safety Management
Internasional 2. Rencana Kerja Anggaran Departemen Safety System (SMS) berdasarkan 4 pilar
Juanda - Management System Tahun 2017 tentang SMS yaitu: Safety Policy, Safety Risk
Surabaya Kegiatan APEX in Safety Bandara Juanda – Management, Safety Promotion, dan
Surabaya. Safety Assurance.
APEX in Safety 3. Proposal kegiatan Airport Excellence in 2. Mendapatkan Best Practices terkait
(1) Juanda Safety di Bandara Internasional Juanda – pengelolaan Airport Safety Issue,
Airport - Surabaya. Airport Safety Risk, dan Airport
Surabaya 4. Surat Direktur Operasi kepada Airports Certification terkait dengan Aerodrome
Council International (ACI) nomor: AP.I.2822/ Manual seperti; Bird strike/Wildlife
OB.01/2017 tentang APEX Safety Review Hazard, Runway Safety, Apron Safety,
for Juanda International Airport Surabaya. Airside Work Safety, FOD Management,
Obstacle Management, Hazardous
1. Work Program of Safety Management Material handling and Access, Runway
System Department Year 2017. Incursion/Excursion, dan Emergency
2. Work Plan Budget Safety Management Respon Plan (ERP).
System Department Year 2017 on Activities 3. Mengetahui cara pelaksanaan Safety
APEX in Safety Juanda Airport - Surabaya. Meeting terkait dengan Runway Safety
3. Proposal for Airport Excellence in Safety Team, Birds Strike Committee, Apron
activities at Juanda Airport - Surabaya. Safety Team, Airport Emergency
4. Letter of Director of Operations to Airports Committee, Safety Action Group, dan
Council International (ACI) number: Safety Review Boards.
AP.I.2822 / OB.01 / 2017 on APEX Safety 4. Mendapatkan strategi peningkatan
Review for Juanda International Airport keselamatan (Safety Promotion) baik
Surabaya. internal maupun external seperti;
Safety Awarenss Program, Ramp
Safety Campaign, Safety Education
and Training, Safety Seminar, Safety
Induction, dan Safety Communication
(Bulletin, flyer, Media, dan sebagainya).


No.
5. Mengetahui Pelaksanaan Safety Audit

berdasarkan SMS Manual dan MOS
139 baik internal maupun external.
6. Mengetahui bagaimana struktur
organisasi SMS dan operasionalnya
serta posisinya dalam struktur
organisasi perusahaan.
7. Mengetahui pelaksanaan Airport
Council International (ACI) melakukan
pemantauan Airport Safety melalui
pelaksanaan Safety Review yang
akan dilaksanakan di Bandar Udara
Juanda – Surabaya. Waktu Kegiatan
dilaksanakan pada tanggal 24-28 Juli
2017
1. Getting best practice Implementation

of Safety Management System (SMS)
based on 4 pillars of SMS that is: Safety
Policy, Safety Risk Management, Safety
Promotion and Safety Assurance.
2. Getting Best Practices related to
the management of Airport Safety
Issue, Airport Safety Risk and Airport
Certification related to Aerodrome
Manual such as; Bird strike / Wildlife
Hazard, Runway Safety, Apron Safety,
Airside Work Safety, FOD Management,
Material handling and Access, Runway
Incursion / Excursion and Emergency
Respons Plan (ERP).
3. Knowing how to implement Safety
Meeting related to Runway Safety
Team, Birs Strike Committee, Apron
Safety Team, Airport Emergency
Committee, Safety Action Group and
Safety Review Boards.
4. Obtaining safety improvement strategy
(Safety Promotion) both internal and
external such as; Safety Awareness
Program, Ramp Safety Campaign,
Safety Education and Training, Safety
Seminar, Safety Induction, and Safety
Communication (Bulletin, flyer, Media
and so on).
5. Knowing the implementation of Safety
Audit based on SMS Manual and MOS
139 both internal and external.
6. Knowing how the organizational
structure of SMS and its operations
and its position in the organizational
structure of the company.
7. Knowing the implementation of
Airport Council International (ACI) to
monitor Airport Safety through the
implementation of Safety Review to
be held at Juanda Airport - Surabaya.
Activity Time is held on 24-28 July
2017
7 APEX in Safety 1. Program Kerja Safety Management System 1. Mendapatkan best practice
(2) Bandara Department Tahun 2017; Implementasi Safety Management
Internasional 2. RKA SMS Department Tahun 2017 tentang System (SMS) berdasarkan 4 pilar
Sultan Kegiatan Airport Excellence in Safety di SMS yaitu: Safety Policy, Safety Risk
Hasanuddin - Bandara Internasional Sultan Hasanuddin Management, Safety Promotion, dan
Makassar - Makassar; Safety Assurance.
3. Proposal kegiatan Airport Excellence in
APEX in Safety Safety di Bandara Internasional Sultan
(2) Sultan Hasanuddin - Makassar;
Hasanuddin 4. Surat Direktur Operasi kepada Airports
International Council International (ACI) nomor :
Airport - AP.I.2822/OB.01/2017 tentang Airport
Makassar Excellence in Safety Review for Sultan
Hasanuddin International Airport
Makassar.

2017 Annual Report
835

No.
2. Mendapatkan Best Practices

terkait pengelolaan Airport Safety
Issue, Airport Safety Risk, dan
Airport Certification terkait dengan
Aerodrome Manual seperti; Bird
strike/Wildlife Hazard, Runway
Safety, Apron Safety, Airside
Work Safety, FOD Management,
Material handling and Access,
Runway Incursion/Excursion, dan
Emergency Respon Plan (ERP).
3. Mengetahui cara pelaksanaan
Safety Meeting terkait dengan
Runway Safety Team, Bird Strike
Committee, Apron Safety Team,
Airport Emergency Committee,
Safety Action Group, dan Safety
Review Boards.
4. Mendapatkan strategi peningkatan
keselamatan (Safety Promotion)
baik internal maupun eksternal
seperti; Safety Awarenss Program,
Ramp Safety Campaign, Safety
Education and Training, Safety
Seminar, Safety Induction,
dan Safety Communication
(Bulletin,flyer,Media dan
sebagainya).
5. Mengetahui Pelaksanaan Safety
Audit berdasarkan SMS Manual
dan MOS 139 baik internal
maupun eksternal.
6. Mengetahui bagaimana
struktur organisasi SMS dan
operasionalnya serta posisinya
dalam struktur organisasi
perusahaan.
7. Mengetahui pelaksanaan Airport
Council International (ACI)
melakukan pemantauan Airport
Safety melalui pelaksanaan Safety
Review yang akan dilaksanakan
di Bandara Internasional Sultan
Hasanuddin - Makassar.
Waktu Kegiatan dilaksanakan pada
tanggal 11 - 15 September 2017.
1. Getting best practice

Implementation of Safety
Management System (SMS) based
on 4 pillars of SMS that is: Safety
Policy, Safety Risk Management,
Safety Promotion and Safety
Assurance.
2. Getting Best Practices related to
the management of Airport Safety
Issue, Airport Safety Risk and
Airport Certification related to
Aerodrome Manual such as; Bird
Strike / Wildlife Hazard, Runway
Safety, Apron Safety, Airside
Work Safety, FOD Management,
Material handling and Access,
Runway Incursion / Excursion and
Emergency Respons Plan (ERP).


No.
3. Knowing how to implement Safety

Meeting related to Runway Safety
Team, Bird Strike Committee,
Apron Safety Team, Airport
Emergency Committee, Safety
Action Group and Safety Review
Boards.
4. Obtaining safety improvement
strategy (Safety Promotion) both
internal and external such as;
Safety Awareness Program, Ramp
Safety Campaign, Safety Education
and Training, Safety Seminar,
Safety Induction, and Safety
Communication (Bulletin, flyer,
Media and so on).
5. Knowing the implementation of
Safety Audit based on Manual SMS
and MOS 139 both internal and
external.
6. Know how the organizational
structure of SMS and its
operations and its position in the
organizational structure of the
company.
7. Knowing the implementation
of Airport Council International
(ACI) to monitor Airport Safety
through the implementation of
Safety Review to be held at Sultan
Hasanuddin International Airport -
Makassar.
Time of Activity is held on 11 - 15
September 2017.
8 Latihan Keputusan Direksi PT Angkasa Pura I Kegiatan latihan penanggulangan
Penanggulangan (Persero) Nomor: KEP. 12/OB.03/2017 keadaan darurat pada tahun 2017
Keadaan Darurat tentang Pedoman Pelaksanaan Latihan dilaksanakan di 5 (lima) kantor
Penanggulangan Keadaan Darurat (PKD) cabang yaitu:
Emergency Skala Penuh (Full Scale Exercise) Di Bandar 1. Bandara Sultan Hasanuddin – UPG
Prevention Udara PT AngkasaPura I (Persero). 2. Bandara Lombok Praya – LOP
Training 3. Bandara Adisutjipto – JOG
The decision of the Board of Directors 4. Bandara Syamsuddin Noor – BDJ
of PT Angkasa Pura I (Persero) Number: 5. Bandara Pattimura - AMQ
KEP. 12 / OB.03 / 2017 on Guidelines for
Full-Scale Exercise (PK) Exercise at PT Emergency handling exercises
Angkasa Pura I (Persero) Airport. activities in 2017 are implemented in
5 (five) branches:
1. Sultan Hasanuddin Airport - UPG
2. Lombok Praya Airport - LOP
3. Adisutjipto Airport - JOG
4. Syamsuddin Noor Airport – BDJ
5. Pattimura Airport - AMQ
9 Verifikasi 1. Surat Direktorat Jenderal Tujuan dari Kegiatan Pendampingan
Lapangan Perhubungan Udara Nomor Evaluasi dan Verifikasi Lapangan
Dokumen AU.204/1/9/DJPU-DKP.2017 tanggal Dokumen Airport Emergency Plan
Airport 11 Januari 2017 perihal Jadwal (AEP) adalah mengetahui sejauh
Emergency Evaluasi dan Verifikasi Lapangan mana implementasi Dokumen Airport
Plan (AEP) 13 Dokumen AEP Bandara di Lingkungan Emergency Plan (AEP) di masing -
(tiga belas) PT Angkasa Pura I (Persero). masing kantor cabang di lingkungan
Kantor Cabang 2. Disposisi Direktur Operasi tanggal 13 PT Angkasa Pura 1 (Persero) dengan
Januari 2017 untuk menyiapkan 2 check list yang ada di KP 130 tahun
orang pendamping dari Kantor Pusat. 2016 tentang Tata Cara Penilaian
Dokumen Rencana Penaggulangan
Keadaan Darurat (PKD) Bandar Udara.

2017 Annual Report
837

No.
Field 3. Faksimili atas nama Direktur Operasi The purpose of the Field Emergency
Document Airport Operation Group Head Nomor: Plan (AEP) Field Evaluation and
Verification 324 AP./2017 tanggal 30 Januari Verification Assessment (AEP)
Airport 2017 perihal Evaluasi dan Verifikasi Document is to know the extent of
Emergency Lapangan Dokumen AEP. the implementation of the Airport
Plan (AEP) Emergency Plan (AEP) document in
13 (thirteen) 1. Letter of the Directorate General each branch office within PT Angkasa
Branch Offices of Civil Aviation No. AU.204 / 1/9 Pura 1 (Persero) with checklist in
/ DJPU-DKP.2017 dated January KP 130 2016 on the Procedures
11, 2017, regarding Field Airport for Assessing the Document of
Evaluation and Verification Schedule Emergency Response Plan (PKD) of
of AEP Airport at PT Angkasa Pura I the Airport.
(Persero) Environment.
2. aDisposition of Director of Operations
dated January 13, 2017, to prepare 2
assistants from Head Office.
3. Facsimile on behalf of the Operations
Director of Airport Operation Group
Head Number: 324 AP./2017 dated
January 30, 2017, regarding Field
Evaluation and Verification of AEP
Documents.
10 Airports 1. ICAO Document Annex 14 Program bertujuan untuk

Council Aerodrome. meningkatkan kompetensi SDM yang
International 2. ICAO Document Annex 19 Safety berstandar internasional. Pelatihan
(ACI) Online Management System. diikuti oleh 22 personil terdiri dari:
Training 3. UU No. 1 tahun 2009 tentang
Penerbangan. 1. Kantor Pusat – Jakarta
Airports 4. PM 62 tahun 2017 tentang Sistem • Verika
Council Manajemen Keselamatn (System • Arrie Febiano
International Management System). • Ahmad
(ACI) Online • Nurdiyanto
Training 1. ICAO Document Annex 14 Aerodrome. • Pandji Mustofa
2. ICAO Document Annex 19 Safety • Harjanto Saputro
Management System. • Meigina Putri
3. UU no. 1 of 2009 on Aviation. • Filda Ayu
4. PM 62 of 2017 about the Safety 2. Bandara Juanda – Surabaya
Management System (System • Lukman Mardian
Management System). • John Martin Korwa
• Anang Eko Pribadi
• Safiera Gassani
• Rizky Apriyanto
• M. Rizky Rahmansyah
• Fitri Purnamasari
3. Bandara Sultan Hasanuddin –

Makassar
• I Kadek Yogi Iswara
• Putu Gede Ranendra Putra
• Dandi Ruhmana Nawir
• Julham Prihantoro
• Aswin Ashari
• Adrianto Hasudungan Sinaga
• Risna Nainggolan


No.
The program aims to improve the

competence of international standard
human resources. The training was
attended by 22 personnel consisting
of:
1. Head Office - Jakarta
• Verika
• Arrie Febiano
• Ahmad
• Nurdiyanto
• Pandji Mustofa
• Harjanto Saputro
• Meigina Princess
• Filda Ayu
2. Juanda Airport - Surabaya
• Lukman Mardian
• John Martin Korwa
• Anang Eko Pribadi
• Safiera Gassani
• Rizky Apriyanto
• M. Rizky Rahmansyah
• Fitri Purnamasari
3. Sultan Hasanuddin Airport -
Makassar
• I Kadek Yogi Iswara
• Putu Gede Ranendra Putra
• Dandi Ruhmana Nawir
• Julham Prihantoro
• Aswin Ashari
• Adrianto Hasudungan Sinaga
• Risna Nainggolan
IMPLEMENTASI AIRPORT SECURITY IMPLEMENTASI AIRPORT SECURITY

SYSTEM SYSTEM
Dalam rangka mewujudkan peningkatan kualitas In order to realize the improvement of service
layanan terhadap para pengguna jasa di bandar quality to the service users in the airport that can
udara yang dapat memberikan rasa aman dan provide a sense of security and comfort, which
nyaman, yang dapat mengurangi tingkat stressing can reduce the level of stressing and protect the
serta melindungi privasi pengguna jasa pada privacy of service users on the inspection of people
pemeriksaan orang dan barang di area Screening and goods in the Screening Check Point 2 area, the
Check Point 2, maka Perseroan merumuskan Company formulates and sets the concept of design
dan menetapkan konsep disain Screening Check Screening Check Point 2 or so called Standard Design
Point 2 atau yang disebut Standard Design Screening Check Point 2 Centralized (Design SCP
Screening Check Point 2 Centralized (Design SCP 2 2 Centralized). Meanwhile, in an effort to improve
Centralized). Sedangkan, dalam upaya peningkatan the Professionalism of Airport Security personnel
Profesionalisme Personel Airport Security dalam in the implementation of duties and services to the
pelaksanaan tugas dan layanan kepada pengguna service user, the Company has conducted personnel
jasa maka Perseroan telah melakukan pembinaan development through several specialization
personel melalui beberapa kegiatan Spesialisasi activities related to Airport Security personnel.
terkait dengan Personel Airport Security.
Guna meningkatkan kualitas pemeriksaan serta To improve the quality of security checks and
pengendalian keamanan di bandara, Perseroan controls at airports, the Company also integrates the
juga melakukan pengintegrasian sistem keamanan. security system. Currently examination technology
Saat ini teknologi pemeriksaan masih bekerja is still working partially, with the integration of
secara partial, dengan terintegrasinya peralatan/ equipment / facilities into a control system is

2017 Annual Report
839
fasilitas ke dalam satu sistem controling diharapkan expected achievement to improve the quality
pencapaian terhadap peningkatkan kualitas hasil of inspection results and effective and efficient
pemeriksaan dan pengawasan yang efektif dan supervision can be achieved.
efisien dapat tercapai.
Selain itu, sebagai wujud ketaatan dan kepatuhan In addition, as a form of compliance and compliance
terhadap peraturan yang berlaku serta konsistensi with prevailing regulations and consistency with
terhadap pelaksanaan program keamanan bandar respect to the implementation of airport security
udara dalam menjamin keselamatan dan keamanan programs in ensuring the safety and security of
penerbangan pada Bandar Udara di lingkungan PT aviation at the airport within PT Angkasa Pura
Angkasa Pura I (Persero), Perseroan secara rutin I (Persero), the Company regularly conducts
telah melaksanakan kegiatan pengawasan antara supervisory activities, aviation security.
lain melalui audit keamanan penerbangan.
Adapun program kerja terkait dengan pelaksanaan The work program related to the implementation of
Airport Security System yang telah dilaksanakan Airport Security System that has been implemented
Perseroan sepanjang tahun 2017 adalah sebagai by the Company throughout 2017 is as follows.
berikut.
Sasaran Strategis Program Strategis Realisasi Tahun 2017

No.
Strategic Target Strategic Program Realization in 2017
1. Peningkatan teknologi Penerapan technology integrated access control system berupa:
pemeriksaan dan Application of integrated access control system technology such as:
pengendalian keamanan Under vehicle surveillance (UVS) JOG dan SOC
dengan sistem integrasi. JOG and SOC
Smart door control system DPS, BPN, MDC dan JOG
Improved checking
DPS, BPN, MDC and JOG
technology and security
control with system
integration.
AIRPORT SECURITY SCREENING DEPARTMENT
No.
1. Profesionalisme Personel Pembinaan personel Airport Security melalui:
Airport Security dalam Airport Security personnel guidance through:
memberikan pelayanan a. Spesialisasi personel Airport 22-24 Februari 2017 bimbingan teknis
keamanan bandara. Security Quality Control
Professionalism of Airport Specialized personnel of Airport 22-24 February 2017 Quality Control
Security Personnel in Security technical guidance
providing airport security
services. Pembinaan/supervise SPV, X-Ray Operator
dan Penanganan PI/ DG di :
• SRG 26 - 27 September 2017,
• SOC 28 - 29 September 2017,
• BIK 2 - 3 Oktober 2017,
• AMQ 5 - 6 Oktober 2017,
• UPG 9 - 10 Nopember 2017
Coaching/supervising SPV, X-Ray Operator
and PI / DG Handling at:
• SRG 26 - September 27, 2017,
• SOC 28 - September 29, 2017,
• BIK 2 - 3 October 2017,
• AMQ 5 - October 6, 2017,
• UPG 9 - 10 November 2017
b. Gugus Kendali Mutu Bimbingan teknis selesai tahun 2016,
Quality Control Group pelaksanaan monitoring cabang dan tindak
lanjut.
Technical guidance completed in 2016,
branch monitoring and follow-up.
c. Personnel exchange/benchmark Amsterdam: 24 - 26 Januari 2017
Personnel exchange/benchmark Amsterdam: 24 - 26 January 2017


No.
2. Peningkatan pelayanan Standarisasi disain Screening Check DPS, SUB, UPG, BPN, BDJ, JOG, SOC, SRG,
keamanan bandara dengan Point 2 (SCP 2) LOP, dan SOC
pemeriksaan keamanan
stress free. Screening Check Point 2 design DPS, SUB, UPG, BPN, BDJ, JOG, SOC, SRG,
standardization (SCP 2) LOP, and SOC
Improved airport security
services with stress free
security checks.
AIRPORT SECURITY QUAITY CONTROL DEPARTMENT
No.
1. Pemenuhan compliance Internal Quality Control pada Bandara • KOE: 24 - 26 Januari 2017
terhadap regulasi DPS dan KOE • DPS: 6 - 10 Februari 2017
keamanan penerbangan Internal Quality Control at DPS and KOE • BPN: 3 - 7 April 2017
Compliance with aviation Airports • UPG: 1 - 5 Mei 2017
security regulations. • SUB: 24 - 28 Juli 2017
• KOE: 24 - 26 January 2017
• DPS: 6 - 10 February 2017
• BPN: 3 - 7 April 2017
• UPG: 1 - 5 May 2017
• SUB: 24 - 28 July 2017
Updating Document ASP seluruh cabang 13 (tiga belas) Cabang Bandar Udara
Updating Document ASP all branches 13 (thirteen) Airport Branch
Audit Keamanan Penerbangan oleh • KOE: 7 - 11 Maret 2017
Direktorat Jenderal Perhubungan • DPS: 18 - 22 April 2017
Udara/Direktorat Keamanan • KOE: 7 - March 11, 2017
Penerbangan • DPS: 18 - 22 April 2017
Aviation Security Audit by the
Directorate General of Air Transport /
Aviation Security Directorate
2. Pencapaian sertifikasi Airport Excellent in Security oleh Airport • SUB: 21 - 25 Agustus 2017
keamanan bandara dengan Council International (ACI) • UPG: 28 - 31 Agustus 2017
standar international. Excellent Airport in Security by Airport • SUB: 21 - 25 August 2017
Achievement of airport Council International (ACI) • UPG: 28 - 31 August 2017
security certification with Video Tutorial Pemeriksaan 15-16 Desember 2017 di DPS
international standard. Examination Video Tutorial 15-16 December 2017 at DPS
IMPLEMENTASI QUALITY MANAGEMENT IMPLEMENTATION OF QUALITY

SYSTEM MANAGEMENT SYSTEM
Dalam rangka memenuhi persyaratan pelanggan In order to meet customer requirements both
baik internal maupun eksternal melalui penerapan internally and externally through effective system
sistem yang efektif, Perseroan telah menentukan implementation, the Company has determined the
proses yang diperlukan bagi Sistem Manajemen processes required for the Quality Management
Mutu dan penerapannya antara lain: System and its application including:
1. Menetapkan masukan yang diperlukan dan 1. Define the required-input and expected-output
keluaran yang diharapkan dari proses; of the process;
2. Menetapkan urutan dan interaksi proses; 2. Define the order and interaction of the process;
3. Menetapkan dan menerapkan kriteria, metode 3. Establish and apply the criteria, methods
(termasuk pengukuran dan indikator kinerja (including relevant performance measurements
terkait) yang diperlukan untuk memastikan and indicators) required to ensure effective
operasi dan kendali proses yang efektif; operation and process control;
4. Menetapkan sumber daya yang diperlukan dan 4. Establish the necessary resources and ensure
memastikan ketersediaannya; their availability;
5. Menunjuk penanggung jawab dan yang memiliki 5. Appoints the person in charge and who has the
kewenangan untuk proses tersebut; authority for the process;
6. Menangani risiko dan peluang sesuai dengan 6. Handling risks and opportunities in accordance

2017 Annual Report
841
persyaratan; with the requirements;

7. Mengevaluasi metode untuk memantau, 7. Evaluate methods for monitoring, measuring and
mengukur dan mengevaluasi proses guna evaluating processes to ensure achievement of
memastikan tercapainya hasil yang diinginkan; desired results; and
dan
8. Meningkatkan proses dan sistem manajemen 8. Improve process and quality management
mutu. system.
Adapun program kerja terkait dengan pelaksanaan
quality management yang telah dilaksanakan The work program related to the implementation of
Perseroan sepanjang tahun 2017 adalah sebagai quality management that has been implemented by
berikut. the Company throughout 2017 is as follows.

No.
1. Rapat Koordinasi Untuk mendapatkan suatu kebijakan • Dilaksanakan pada tanggal 22-
Pengembangan dan direktorat operasi secara komprehensif 25 Maret 2017 di Hotel Holiday
Penerapan Sistem pada aspek Safety, Security, Services, Inn – Kemayoran, Jakarta.
Manajemen Mutu ISO dan Compliance guna mendukung • Migrasi SMM ISO 9001: 2015
9001 Ruang Lingkup program kerja Direktorat Operasi dalam bidang PJP2U di tahun 2017.
PJP2U (22–25 Maret 2017) pencapaian target operational excellence • Sertifikasi ISO 9001: 2015 bidang
dilaksanakan bersamaan dan Service Excellence. PJP4U di tahun 2017.
dengan Rapat Koordinasi • Implementasi Electronic-Quality
Direktorat Operasi To obtain a comprehensive directorate of Management System (E-QMS).
operations policy on aspects of Safety, • Penetapan Sasaran Mutu pada
Coordination Meeting Security, Services, and Compliance to setiap proses bisnis.
on the Development and support the work program Directorate • Pengusulan Fungsi Quality Control
Implementation of ISO of Operations in the achievement of pada setiap proses bisnis.
9001 Quality Management operational excellence targets and • Pelaporan progress program kerja
System Scope of PJP2U Excellence Service. dalam laporan mingguan.
(22-25 March 2017) • Pembuatan Prosedur Mutu (PM)
conducted simultaneously dan Instruksi Kerja (IK) turunan
with Coordination Meeting of dari AM, SMS Manual, ASP, AEP,
Directorate of Operation dan IRROPS.
• Pergeseran anggaran di kantor
cabang untuk mendukung
realisasi sertifikasi SMM ISO
9001.
• Melaksanakan bimbingan
teknis/workshop dalam rangka
pengendalian dokumen terkait
Sertifikasi Bandar Udara (SBU),
seperti AM, ASP, dan AEP dari
unit yang membidangi dokumen
tersebut.
• Implemented on 22-25 March

2017 at Holiday Inn Hotel -
Kemayoran, Jakarta.
• Migration of SMM ISO 9001:
2015 to PJP2U in 2017.
• Certification of ISO 9001: 2015
PJP4U field in 2017.
• Electronic-Quality Management
System (E-QMS) Implementation
• Electronic-Quality Management
System (E-QMS) Implementation.
• Determination of Quality Goals in
every business process
• Proposed Quality Control
Function in every business
process.
• Reporting progress of work
programs in weekly reports


No.
• Making Quality Procedures (PM)

and Work Instruction (IK) derived
from AM, SMS Manual, ASP, AEP,
and IRROPS.
• Budget shifts in branch offices to
support the realization of SMM
ISO 9001 certification.
• Conducting technical guidance/
workshop in the framework of
controlling related documents of
Airport Certification (SBU), such
as AM, ASP, and AEP from the
unit in charge of the document.
2. Audit Mutu Internal Untuk mengetahui kelengkapan dan Dilaksanakan 13 cabang sebagai
kemutakhiran dokumen sertifikat bagian dari Audit Safety pada
Internal Quality Audit bandar udara (AM, AEP, ASP) serta PM/ triwulan 2 ( April – Juni 2017)
IK turunannya dan memastikan bahwa
proses kerja yang dilakukan sesuai Implemented in 13 branches as part
dengan PM/IK yang telah dibuat. of Safety Audit in Q2 (April - June
2017)
To find out the completeness and
the extent of the airport certificate
documents (AM, AEP, ASP) and PM/IK
(SOP/WI) derivatives and ensure that the
work process undertaken in accordance
with PM/IK (SOP/WI) has been made.
3. Bimbingan teknis Untuk memastikan dokumentasi terkait Dilaksanakan tanggal 8 – 13 Mei
Pengendalian & Pengelolaan Sertifikasi Bandar Udara (SBU) tersedia, 2017 di Wisma Bhima Cakti – Cikopo
Dokumen Sertifikasi Bandar sesuai, update, sesuai dan dilaksanakan
Udara /SBU (AM, ASP, AEP) dengan efektif. Implemented on 8 - 13 May 2017 at
Wisma Bhima Cakti - Cikopo
Technical guidance on the To find out the completeness and
Control & Management of the extent of the airport certificate
the Airport Certification documents (AM, AEP, ASP) and PM/IK
Document / SBU (AM, ASP, (SOP/WI) derivatives and ensure that the
AEP) work process undertaken in accordance
with PM/IK (SOP/WI) has been made.
4. Konsultansi Pembuatan Peta • Untuk mengetahui peta proses bisnis Selesai dilaksanakan per tanggal 11
Proses Bisnis (PJP2U) perusahaan sehingga memudahkan Desember 2017
dalam pencapain tujuan perusahaan
Consultancy of Business serta meningkatkan sistem kerja Completed on December 11, 2017
Process Map Making (PJP2U) yang lebih baik dan konsisten.
• Tersedianya disain proses bisnis
dalam bentuk web based.
• To know the business process map

of the company so as to facilitate the
achievement of corporate goals and
improve the system work better and
consistent.
• The availability of business process
design in the form of web-based
5 Pelatihan Sistem Manajemen Memberikan pemahaman kepada Dilaksanakan tanggal 25-29

Mutu ISO 9001:2015 karyawan terkait Sistem Manajemen September 2017 di CFE.
Mutu dari Awareness, Interpretation,
Quality Management System Documentation serta Audit Mutu Internal Carried out on 25-29 September
Training ISO 9001: 2015 ISO 9001:2015. 2017 in CFE.
Provide understanding regarding Quality

Management System from Awareness,
Interpretation, Documentation and
Internal Quality Audit ISO 9001: 2015 to
employees.

2017 Annual Report
843

No.
6. Sertifikasi ISO 9001:2015 Untuk memberikan jaminan kepada 12 Bandara di lingkungan PT Angkasa
Bidang PJP4U (kecuali BIK) pelanggan bahwa layanan PJP4U pada Pura I (Persero) telah mendapatkan
bandara yang di kelola PT Angkasa Pura Sertifikat ISO 9001:2015 per
ISO 9001: 2015 Certification I (Persero) telah sesuai aturan yang Desember 2017.
in the Field of PJP4U berlaku baik Nasional dan Internasional
(except BIK) serta sebagai komitmen perusahaan 12 Airports within PT Angkasa
untuk mewujudakan visi menjadi salah Pura I (Persero) have been awarded
satu dari 10 pengelola bandara kelas ISO 9001: 2015 Certification as of
dunia. December 2017.
To provide assurance to customers that

PJP4U services at airports managed
by PT Angkasa Pura I (Persero) are in
compliance with both National and
International regulations as well as the
company’s commitment to realizing the
vision of becoming one of 10 world class
airport management.
7. Resertifikasi PJP2U ISO Dalam rangka penyesuaian standar mutu. 12 (dua belas) Bandara telah
9001:2015 (Kecuali KOE In order to adjust the quality standards. melakukan resertifikasi ISO
(masih ISO 9001:2008)) 9001:2015 bidang PJP2U, kecuali
bandar udara KOE (dikarenakan
PJP2U Recertification of ISO terkendala anggaran, namun telah di
9001: 2015 (Except for KOE masukkan ke program kerja tahun
(still ISO 9001: 2008)) 2018).
12 (twelve) Airports have been

certified by ISO 9001: 2015 in the
field of PJP2U, except KOE airport
(due to budget constraint, but has
been submitted to the work program
in 2018).
Rapat Monitoring & Evaluasi Untuk mendapatkan langkah-langlah • Dilaksanakan di Batam tanggal
Implementasi SMM ISO perbaikan demi peningkatan yang 13-16 Desember 2017.
9001 berkelanjutan dalam kualitas PJP2U dan • Menghasilkan beberapa
bidang PJP2U & PJP4U PJP4U serta mempertahankan sertifikasi kesepakatan, antara lain:
pelayanan PJP2U dan PJP4U. pembuatan KPI QM untuk
Monitoring & Evaluation meningkatkan efektifitas
Meeting on Implementation To obtain steps to improve sustainable implementasi Sistem Manajemen
of SMM ISO 9001 field of improvements in the quality of PJP2U Mutu, persiapan Setting-
PJP2U & PJP4U and PJP4U and maintain PJP2U and up PJKP2U, pembuatan
PJP4U service certification. survei untuk mengetahui
awareness karyawan terhadap
implementasi SMM.
• Implemented in Batam on 13-16
December 2017.
• Produce several agreements,
among others: making KPM QM
improve the effectiveness of
Quality Management System
implementation, preparation
of PJKP2U Setting up, survey
making to know employee
awareness toward SMM
implementation.

LAYANAN PENGADUAN KONSUMEN CONSUMER COMPLAINTS SERVICE
PEMBENTUKAN CONTACT CENTER 172 ESTABLISHMENT OF CONTACT CENTER 172
Sebagai upaya meningkatkan pelayanan kepada As an effort to improve the treatment for airport
pengguna jasa bandar udara di lingkungan PT service users within PT Angkasa Pura I (Persero),
Angkasa Pura I (Persero) telah dibentuk pusat there has been established single access of customer
layanan pelanggan single access yang berfungsi service center – 172 Airport Contact Center -
menyediakan semua informasi dan menangani which provides all information and handle user
keluhan pengguna jasa atas pelayanan di 13 bandar complaints in 13 airports managed by PT Angkasa
udara yang dikelola oleh PT Angkasa Pura I (Persero) Pura I (Persero). 172 Airport Contact Center can be
yaitu Contact Center Bandara 172. Contact Center accessed through various channel i.e. phone and
Bandara 172 dapat diakses melalui berbagai chanel social media, such as:
yaitu telepon dan media sosial antara lain:
Telepon : 172 Phone : 172

Email : cc172@ap1.co.id Email : cc172@ap1.co.id
Twitter : @angkasapura172 Twitter : @angkasapura172
Facebook : AngkasaPura 172 Facebook : AngkasaPura 172
Contact Center Bandara 172 beroperasi selama 24 172 Airport Contact Center operates for 24
jam, menggunakan sistem dengan teknologi yang hours, using system with technology which can
dapat memuat data cukup besar dan merekam accommodate large data dan record all activities as
semua aktivitas dan percakapan antara pelanggan well as conversations between the customers and
dengan agent. Contact Center 172 memiliki jumlah agents. 172 Airport Contact Center owns 25 human
SDM sebanyak 25 (duapuluh lima) orang yang telah resources who have been provided with airport
dibekali dengan pengetahuan kebandarudaraan, knowledge, bisness process at PT Angkasa Pura I
bisnis proses di PT Angkasa Pura I (Persero), (Persero), ability to communicate with customers
kemampuan dalam berkomunikasi dengan and equipped with Standard Operation Procedure
pelanggan dan dilengkapi dengan Standar Operation (SOP) as well as Service Level Agreement (SLA). The
Procedure (SOP) serta Service level Agreement (SLA). overall work process of 12 Airport Contact Center is
Keseluruhan proses kerja di Contact Center bandara explained in the diagram below:
172 ada di dalam diagram alur di bawah ini:

2017 Annual Report
845
DIAGRAM ALUR CALL CENTER 172
PELANGGAN CALL CENTER 172 PIC UNIT TERKAIT

CUSTOMERS RELATED UNIT
MENERIMA PANGGILAN MENERIMA PENGADUAN

MULAI DAN MELAKUKAN DAN MENGEVALUASI TULISAN DINAS
GREETING PENGADUAN
START
Start OFFICIAL MEMO
RECEIVE CALL AND GIVE
GREETING RECEIVE AND EVALUATE
COMPLAINTS
MENGHUBUNGI CALL MEMINTA DATA MENINDAKLANJUTI

CENTER 172 PELANGGAN PENGACUAN SESUAI DENGAN
ASK THE CUSTOMER BOBOT PENGADUAN (SEDANG
CONNECTING WITH 172 MEMILIKI / TIDAK ATAU BERAT) DALAM JANGKA
DATA
CALL CENTER MEMILIKI JAWABAN YANG TELAH DITENTUKAN
HAVE/DO NOT HAVE THE FOLLOW-UP THE COMPLAINTS
ANSWER ACCORDING TO THE LEVEL
OF COMPLAINTS (MEDIUM OR
HEAVY) IN A CERTAIN PERIOD
MEMBERIKAN TIDAK MEMILIKI JAWABAN BASED ON THE AGREED SLA.
IDENTITAS DO NOT HAVE ANSWER
PROVIDE THE MENCATAT IDENTITAS
IDENTITY PENELEPON
INPUT THE CALLER’S KOORDINASI PENGADUAN
IDENTITY KEPADA UNIT TERKAIT
PROSES TINDAK LANJUT
MELALUI LISAN MAUPUN
SESUAI PROSEDUR MASING-
TERTULIS (NOTA DINAS)
MASING
MENYAMPAIKAN COORDINATION OF
TUJUAN MELAKUKAN COMPLAINTS TO RELATED FOLLOW-UP PROCESS
PEMANGGILAN MENANYAKAN UNIT SPOKEN OR WRITTEN BASED ON RESPECTIVE
TUJUAN MELAKUKAN (OFFICIAL MEMO) PROCEDURE
EXPLAIN THE AIM OF THE PEMANGGILAN
CALL
ASK THE AIM OF CALLING
TULISAN DINAS
OFFICIAL MEMO
IDENTIFIKASI PERMINTAAN
INFORMASI / PENGADUAN
IDENTIFICATION OF
INFORMATION DEMAND/
INFORMASI / COMPLAINT MONITORING TINDAK
PENGADUAN LANJUT PENANGANAN
RINGAN PENGADUAN
SEDANG/BERAT PENGADUAN
LIGHT SERIOUS
INFORMATION/ COMPLAINTS MONITORING OF
COMPLAINTS COMPLAINTS HANDLING MEMBERITAHUKAN HASIL
MENCATAT PENGADUAN FOLLOW UP PENANGANAN PENGADUAN
SEDANG ATAU BERAT KEDALAM KEPADA PIC MELALUI LISAN
DATABASE DAN TERTULIS (NOTA DINAS.
BERITA ACARA, FOTO) SEBAGAI
INPUT THE SERIOUS DOKUMENTASI
COMPLAINTS INTO DATABASE GIVE THE RESULT OF
COMPLAINTS HANDLING TO
THE PIC THROUGH SPOKEN
TULISAN DINAS OR WRITTEN (OFFICIAL MEMO,
MENGHUBUNGI PIC OFFICIAL MEMO NEWS, PHOTOGRAPH) AS
DOCUMENTATION
CALL THE PIC
MENGHUBUNGI CALL CENTER 172

MENERIMA HASIL TIDAK UNTUK MENYAMPAIKAN HASIL
LANJUT DARI PIC PENANGANAN PENGADUAN
MENERIMA JAWABAN
RECEIVE FOLLOW-UP CONTACTING THE 172 CALL
RECEIVING ANSWER FROM THE PIC CENTER TO DELIVER THE
RESULTS OF COMPLAINTS
HANDLING
MENCATAT HASIL TINDAK

LANJUT YANG DISAMPAIKAN
SELESAI KEDALAM DATABASE
FINISH INPUT THE FOLLOW-UP

RESULT INTO DATABASE
MENGHUBUNGI PELANGGAN
UNTUK MENGINFORMASIKAN
HASIL TINDAK LANJUT
CALL THE CUSTOMERS TO
INFORM THE FOLLOW-UP
RESULTS

TINGKAT PENYELESAIAN PENGADUAN YANG LEVEL OF COMPLAINTS SETTLEMENTS RECEIVED

DITERIMA
Sepanjang tahun 2017, Perseroan mencatat 1388 Throughout 2017, the Company (Perseroan) had
kasus pengaduan yang masuk melalui Email, Twitter, recorded 1388 complaints cases received via
Facebook, Customer Service, Aplikasi LAPOR, dan E-mail, Twitter, Facebook, Customer Service, LAPOR
Kotak Saran dan sebanyak 472 pengaduan melalui (REPORT) Application and Suggestion Box, as well
telepon. Jumlah pengaduan yang masuk telah as 472 complaints made by phone. Those incoming
terselesaikan seluruhnya. complaints had been completely resolved.
Jumlah Persentase
Jumlah
Deskripsi Pengaduan Masuk Penyelesaian
No. Pengaduan Selesai
Description Incoming Complaints Percentage of
Settled Complaints
Settlements
Telepon 472 469 99,36
1.
Phone
Email 423 418 98,81
2.
Email
Twitter 711 705 99,15
3.
Twitter
Facebook 49 49 100%
4.
Facebook
Kotak Saran 54 54 100%
5.
Suggestion Box
Customer Service 130 130 100%
6.
Customer Service
Aplikasi LAPOR 21 21 100%
7. LAPOR (REPORT)
Application
Secara Kualitatif, dampak positif dengan adanya Qualitatively, the positive impact of 172 Airport
Contact Center 172 adalah sebagai berikut: Contact Center is as follows:
Pelanggan/pengguna jasa dimudahkan dalam The customers/service users are facilitated in asking,
bertanya, menyampaikan saran dan keluhan terkait conveying advice and complaints related to Airport
Pelayanan Bandara di 13 (Tiga Belas) Cabang Service in 13 (Thirteen) Branches managed by PT
Bandara yang dikelola oleh PT Angkasa Pura I Angkasa Pura I (Persero).
(Persero)
1. Manajemen PT Angkasa Pura I (Persero) 1. PT Angkasa Pura I (Persero) management
mengetahui Penilaian Penumpang/Pelanggan recognize the Passenger/Customer Assesment of
terhadap layanan bandara (Airport Services) di Airport Services at 13 Branches managed by PT
13 (Tiga Belas) Cabang Bandara yang dikelola Angkasa Pura I (Persero);
oleh PT Angkasa Pura I (Persero);
mengetahui aspek mana yang penting (skala recognize which important aspect (priority
prioritas) untuk dilakukan perubahan/ scale) to be changed/improved at 13 Branches
peningkatan di 13 (Tiga Belas) Cabang Bandara managed by PT Angkasa Pura (Persero);
yang dikelola oleh PT Angkasa Pura I (Persero);
mengetahui persepsi dan prioritas penumpang recognize the customer’s perception and priority
yang berubah dari waktu ke waktu; which changed overtime;
mengetahui posisi bandara dikelolanya recognize the airport’s position under its
dibandingkan dengan bandara lain di dunia; management rather than the other airports
worldwide;

2017 Annual Report
847
5. Pengguna jasa berkebutuhan khusus terlayani 5. Users of special needs are served according to
sesuai kebutuhannya selama berada di area their demands while in the airport area managed
bandara yang di kelola PT Angkasa Pura I by PT Angkasa Pura I (Persero).
(Persero).
PROGRAM PENINGKATAN SERVICE IMPROVEMENT

LAYANAN BAGI KONSUMEN PROGRAM FOR CONSUMERS
Dalam rangka meningkatkan nilai pelayanan, In order to improve the value of service, as extra life
sebagai extra life facilities yang dapat memberikan facilities which can provide more humane service the
layanan lebih humanis kepada pengguna jasa welcoming value through greeting and contributing
bandara, meningkatkan welcoming value melalui of atmosphere and ambience of hospitality at the
tegur sapa dan memberikan kontribusi terhadap airport and has a role in promoting the destinations
atmosfir dan ambience of hospitality di bandar of regional tourism, PT Angkasa Pura I (Persero)
udara serta memiliki peran dalam mempromosikan hired some professionals with brainm beauty, and
lokasi-lokasi pariwisata daerah, PT Angkasa Pura behavior to be the airport ambassador.
I (Persero) merekrut tenaga – tenaga profesional
yang memiliki brain, beauty, dan behavior untuk
dijadikan duta bandara.
Keberadaan duta bandara memiliki peran dalam The existence of the airport ambassador has roles
memberikan layanan terkait informasi pariwisata in providing services related to tourism information
dan meningkatkan layanan kepada pengguna and improving services to the users.
jasa. Keberadaannya menjadi atraksi dan hiburan
tersendiri bagi para penumpang pada saat
mengenakan busana adat daerah.
SURVEI NEEDS AND SURVEY OF CUSTOMER’S

WANTS CUSTOMER NEEDS AND WISHES
Tujuan dari dilaksanakannya kegiatan survei Needs The purpose of conducting Needs and Wants
and Wants Customer adalah untuk memperoleh Customer survey activities is to obtain information
informasi mengenai profil penumpang, kegiatan on passenger profiles, appropriate business activities
usaha yang tepat dan sesuai dengan kebutuhan and in accordance with the needs and wishes of
serta keinginan pelanggan bandara, mendapatkan airport customers, get recommendations on the right
rekomendasi penempatan posisi yang tepat untuk position placement for each business activity.
masing-masing kegiatan usaha.
Tahun 2017, Perseroan telah melaksanakan In 2017, the Company has conducted Needs and
survei Needs and Wants Customer sebagai market Wants Customer survey as a market research
research yang dilakukan di 1(satu) bandara karena conducted at 1 (one) airport since Ahmad Yani -
yaitu Bandar Udara Ahmad Yani – Semarang (SRG) Semarang (SRG) Airport from 01 July until 09 August
pada tanggal 01 Juli hingga 09 Agustus 2017. Hal ini 2017. This is because the Company will conduct
dikarenakan Perseroan akan melaksanakan seleksi partner selection business for new terminal Ahmad
mitra usaha untuk teminal baru Bandara Ahmad Yani Airport Semarang so that the results of research
Yani Semarang sehingga hasil riset dapat dijadikan can be used as a basis in the selection process.
dasar dalam proses seleksi.

SERTIFIKASI CERTIFICATION
Seluruh Bandar Udara yang dikelola oleh PT Angkasa All of the Airports managed by PT Angkasa Pura I
Pura I (Persero) telah memperoleh sertifikasi ISO (Persero) had gained ISO 9001:2008 certification
9001:2008 dengan ruang lingkup Airport Passenger with Airport Passenger Service scope – Aircraft
Service - Pelayanan Jasa Penumpang Pesawat Passenger Serive (PJP2U) provided by United
Udara (PJP2U) yang diberikan oleh United Registrar Registrar of Systems (URS) dan Tuve Rheinland.
of Systems (URS) dan Tuv Rheinland.
Pelaksanaan kegiatan CSR terkait dengan konsumen Implementation of CSR activities related to
pada sisi safety dan security telah memberikan consumers on the safety and security side has
dampak berupa peningkatan kualitas layanan resulted in improving the quality of service
tanpa mengesampingkan aspek keselamatan dan without overriding the safety and security aspects.
keamanan. Melalui penerapan Standard Design Through the implementation of Standard Design
Screening Check Point 2 Centralized (Design SCP 2 Screening Check Point 2 Centralized (Design SCP 2
Centralized) proses pemeriksaan dapat terlaksana Centralized) inspection process can be performed
lebih privat yang secara tidak langsung dapat more privately which indirectly can give influence to
memberikan pengaruh terhadap psikologi dari psychology of service user so protection to service
pengguna jasa sehingga perlindungan terhadap user privacy will be fulfilled, while the fostering of
privasi pengguna jasa akan terpenuhi, sedangkan professionalism improvement of Airport Security
pembinaaan peningkatan profesionalisme personnel expected impact on improving the quality
personel Airport Security diharapkan berdampak of inspection, service to service users and improved
pada peningkatan kualitas pemeriksaan, layanan security system better.
terhadap pengguna jasa, dan peningkatan sistem
pengamanan yang lebih baik.
Tercapainya pemenuhan standard dan compliance The fulfillment of standard and compliance on
terhadap regulasi keamanan sebagai bukti security regulation as proof of airport readiness
kesiapan bandar udara di lingkungan PT Angkasa within PT Angkasa Pura I (Persero) in ensuring
Pura I (Persero) dalam menjamin keamanan dan the security and safety of aviation from unlawful
keselamatan penerbangan dari tindakan serta actions and disturbances as measured by the
gangguan melawan hukum yang terukur dengan availability of airport security program document.
ketersediaan dokumen program keamanan From the various types of audit activities conducted
bandar udara. Dari berbagai jenis kegiatan audit aims to maintain compliance, airport consistency
yang dilaksanakan bertujuan untuk menjaga to regulatory compliance and look for security
kepatuhan, konsistensi bandara udara terhadap vulnerability (weakness) points so that it can be
pemenuhan regulasi serta mencari titik-titik obtained recommendation improvements so that the
rawan (kelemahan) sisi keamanan sehingga dapat realization of excellent.
diperoleh rekomendasi perbaikan sehingga dapat
terwujudnya operasional keamanan excellent.
Sedangkan pelaksanaan kegiatan CSR terkait dengan While the implementation of CSR activities related
konsumen pada sisi service, telah berdampak pada to consumers on the service side, has been impacted
tingginya kepuasan pengguna jasa atas kualitas on the users’ high satisfaction on the airport service
pelayanan bandara. Tingkat kualitas pelayanan quality. The level of service quality of PT Angkasa
PT Angkasa Pura I (Persero) kepada pengguna Pura I (Persero) towards the service users is always
jasa bandar udara selalu diukur secara berkala. measured on regular basis. It is aimed to maintain
Hal ini dimaksudkan untuk tetap menjaga kualitas the service quality dan as an effort to fix the aspects
pelayanan dan sebagai upaya melakukan perbaikan which still need to be improved according to the
atas aspek-aspek pelayanan yang menurut customers.
pelanggan masih memerlukan peningkatan.

2017 Annual Report
849
Salah satu metode pengukuran kepuasan pelanggan One method of measuring customer satisfaction
yaitu dengan survei Customer Satisfaction Index is by doing Customer Satisfaction Index (CSI)
(CSI). Survei CSI maksudkan untuk mengukur survey. CSI survey is intended to measure the
kepuasan pelanggan yang meliputi penumpang, customer’s satisfaction including passengers, crew,
kru pesawat, station manager airline, mitra usaha station manager airline, concessionaires and cargo
konsesioner, dan mitra usaha kargo. Survei ini business partners. This survey is held by a national
dilakukan oleh lembaga independen nasional yaitu independent institution INACA (Indonesia National
INACA (Indonesia National Air carrier Association). Air carrier Association). The score of this survey is
Nilai/skor dalam survei ini menggunakan ukuran measured using Likert scale, with the lowest scale
skala likert, dengan nilai terendah adalah 1 dan is 1 and the highest is 5. The results of the survey
tertinggi adalah 5. Hasil survei menunjukkan adanya show an incrase of CSI in 2017. The survey results
peningkatan CSI di tahun 2017. Hasil pelaksanaan which were held at 13 (Thirteen) Airport Branches
survei yang dilakukan di 13 (tiga belas) bandar managed by PT Angkasa Pura I (Persero) are as
udara di lingkungan PT Angkasa Pura I (Persero) follows:
disajikan sebagai berikut.
Lokasi SKOR 2017 SKOR 2016

No.
Location SCORE IN 2017 SCORE IN 2016
1. Bandar Udara Sultan Aji Muhammad Sulaiman Sepinggan – 4.70 4.07
Balikpapan (BPN)
Sultan Aji Muhammad Sulaiman Sepinggan Airport –
Balikpapan (BPN)
2. Bandar Udara I Gusti Ngurah Rai - Denpasar (DPS) 4.53 4.26
I Gusti Ngurah Rai Airport - Denpasar (DPS)
3. Bandar Udara Sultan Hasanuddin – Makassar (UPG) 4.39 4.12
Sultan Hasanuddin Airport – Makassar (UPG)
4. Bandar Udara Sam Ratulangi - Manado (MDC) 4.34 4.19
Sam Ratulangi Airport - Manado (MDC)
5. Bandar Udara Syamsudin Noor – Banjarmasin (BDJ) 4.31 4.15
Syamsudin Noor Airport – Banjarmasin (BDJ)
6. Bandar Udara El Tari - Kupang (KOE) 4.30 3.97
El Tari Airport - Kupang (KOE)
7. Bandar Udara Frans Kaisiepo – Biak (BIK) 4.21 3.79
Frans Kaisiepo Airport – Biak (BIK)
8. Bandar Udara Ahmad Yani – Semarang (SRG) 4.17 4.08
Ahmad Yani – Semarang (SRG) Airport
9. Bandar Udara Internasional Lombok - Lombok Tengah (LOP) 4.17 3.73
Lombok International Airport - Lombok Tengah (LOP)
10. Bandar Udara Pattimura - Ambon (AMQ) 4.08 3.93
Pattimura Airport - Ambon (AMQ)
11. Bandar Udara Juanda - Surabaya (SUB) 4.06 4.01
Juanda Airport - Surabaya (SUB)
12. Bandar Udara Adisoemarmo - Surakarta (SOC) 4.05 3.86
Adisoemarmo Airport - Surakarta (SOC)
13. Bandar Udara Adisutjipto – Yogyakarta (JOG) 3.89 3.64
Adisutjipto Airport – Yogyakarta (JOG)
Pengukuran tingkat kualitas pelayanan bandar The measurement of airport service quality level at
udara di PT Angkasa Pura I (Persero) juga dilakukan PT Angkasa Pura I (Persero) was also conducted by
oleh lembaga independen internasional yang Airport Council International (ACI), an international
bergerak di bidang kebandarudaraan yaitu Airport independent institusion which is working in airport
Council International (ACI). Pengukuran Airport field. The measurement of Airport Service Quality by
Service Quality oleh lembaga ACI dilakukan di 4 ACI was conducted at 4 (four) airports of PT ANgkasa
(empat) bandara PT Angkasa Pura I yaitu Juanda Pura I (Persero), they were Juanda – Surabaya, I
- Surabaya, I Gusti Ngurah Rai – Denpasar, Sultan Gusti Ngurah Rai – Denpasar, Sultan Hasanuddin

Hasanuddin – Makassar dan Sultan Aji Muhammad – Makassar, and Suktan Aji Muhammad Sulaiman
Sulaiman – Balikpapan. Aspek – aspek yang dinilai – Balikpapan. The aspects assessed in this survey
dalam survei ini terdiri dari 34 (tiga puluh empat) consist of 34 (thirty-four) aspects including access
aspek meliputi akses dari dan ke bandar udara, to and from airports, airport facilities, atmosphere,
fasilitas bandar udara, suasana, dan layanan and service of the officers as well as the other
petugas serta aspek-aspek lain terkait layanan aspects related to services provided to the users.
kepada pengguna jasa. Standar pertanyaan dan The standar questions and methods of survey used
metode survei yang digunakan di seluruh bandar at all of airports in the world (283 airports) were
udara di dunia (283 bandara) adalah sama. Nilai/ similar. The score in this survey using the lowest
skor dalam survei ini menggunakan ukuran skala Likert scale, with 1 as the lowest score and 5 as the
likert terendah adalah 1 dan tertinggi adalah 5. highest.
Hasil survei menunjukkan adanya peningkatan. The results of the survey show that there was an
Pelaksanaan survei dilakukan setiap bulan di 4 increase. The survey was conducted monthly at 4
(empat) bandar udara di lingkungan PT Angkasa (four) airports of PT Angkasa Pura I (Persero) with
Pura I (Persero) dengan hasil penilaian Survey the result of Airport Service Quality Survey in 2017
Airport Service Quality tahun 2017 adalah sebagai is as follows:
berikut
No. Lokasi SKOR 2017 SKOR 2016

Location xxx xxx
1. Bandar Udara I Gusti Ngurah Rai - Denpasar (DPS)
4.98 4.93
I Gusti Ngurah Rai Airport - Denpasar (DPS)
2. Bandar Udara Sultan Aji Muhammad Sulaiman
Sepinggan – Balikpapan (BPN)
4.86 4.54
Sultan Aji Muhammad Sulaiman Sepinggan Airport –
Balikpapan (BPN)
3. Bandar Udara Juanda - Surabaya (SUB)
4.64 4.46
Juanda Airport - Surabaya (SUB)
4. Bandar Udara Sultan Hasanuddin – Makassar (UPG)
4.49 4.16
Sultan Hasanuddin Airport – Makassar (UPG)

2017 Annual Report
851

DENGAN TANGGUNG JAWAB KEPADA PEMASOK
Corporate Social Responsibility Related to Responsibilities to Suppliers
KEBIJAKAN POLICY
PT Angkasa Pura I (Persero) berkomitmen untuk pt Angkasa Pura I (Persero) is commited to

melaksanakan perubahan tata kerja sekaligus conducting changes in working procedures
meningkatkan kinerja pengadaan. Perseroan while improving procurement performance. The
memanfaatkan teknologi Informasi (TI) dalam company utilizes Information Technology (IT) in
pelaksanaan proses pengadaan yang telah terbukti the implementation of procurement process which
berhasil meningkatkan kinerja dalam mencapai proven to successfully improve the performance in
tujuan pengadaan. Alat bantu TI terbukti dapat achieving procurement objectives. IT tools proven
mempercepat proses menghilangkan proses to accelerate the process of eliminating repetitive
berulang (redundancy), mengurangi dokumen process (redundancy), reduce the hardcopy
hardcopy, menata serta menyimpan dokumen documents, organize and save the documents better.
yang lebih baik. Pemanfatan teknologi TI ini juga The utilization of IT technology also has an impact
berdampak pada pengurangan biaya administrasi, on reducing administrative costs, increasing process
meningkatkan transparansi proses (Good Corporate transparency (Good Corporate Governance), and the
Governance), dan Perseroan bisa mendapatkan Company can get more competitive or lower price of
harga barang dan atau jasa yang lebih kompetitif goods or servicess than at market.
atau lebih rendah dari harga pasar.
Salah satu prinsip pengadaan barang/jasa di One of PT Angkasa Pura I (Persero) principles
PT Angkasa Pura I (Persero) adalah menjunjung of goods/services procurement is to uphold
transparansi, sehingga semua ketentuan dan transparency, so that all terms and information,
informasi, termasuk syarat administrasi, teknis, dan including administrative, technical, and pricing
harga, tata cara evaluasi, serta tata cara penetapan condition, evaluation procedures, and procedures
pemenang pengadaan barang/jasa bersifat terbuka of determining the winner of goods/service
bagi semua penyedia barang/jasa yang berminat. procurement are opened to all providers who
Salah satu contohnya dapat dilihat dalam website interested. One of the example can be seen on PT
PT Angkasa Pura I (Persero), yaitu www.eproc. Angkasa Pura I (persero)’s website, www.eproc.
angkasapura1.co.id. angkasapura1.co.id.
RENCANA KEGIATAN ACTIVITY PLAN
Selain memperbaiki proses pengadaan, In addition to improving the procurement process,

PT Angkasa Pura I (Persero) juga berupaya untuk PT Angkasa Pura I (Persero) also seeks to omprove
menyempurnakan peraturan melalui pembuatan the regulation through the creation of new guidelines
pedoman baru untuk mengatur proses Pengadaan to regulate the procurement process of Goods and or
Barang dan atau Jasa di Lingkungan PT Angkasa Services within PT Angkasa Pura I (Persero) Scope.
Pura I (Persero). Perubahan peraturan tersebut The regulatory changes are implemented to improve
dilaksanakan untuk meningkatkan pelayanan service to suppliers of goods/services and accelerate
terhadap pemasok barang/jasa serta mempercepat the procurement process of goods/services such as
proses pengadaan barang/jasa seperti contohnya non-binding auctions, limited auctions, or direct
dengan lelang tidak mengikat, lelang terbatas, atau appointments to subsidiaries and synergy of State-
penunjukan langsung ke anak perusahaan dan owned Enterprises (SOE)/(BUMN).
sinergi BUMN.

KEGIATAN ACTIVITY
PROSES PENGADAAN BARANG PROCESS OF GOODS AND SERVICES

DAN JASA MENGGUNAKAN SISTEM PROCUREMENT USING E-PROCUREMENT
E-PROCUREMENT SYSTEM
Penggunaan sistem e-Procurement melalui The use of e-Procurement system through www.
situs www.eproc.angkasapura1.co.id telah eproc.angkasapura1.co.id had increased the
meningkatkan transparansi seluruh proses transparency of the entire procurement process by
pengadaan dengan terekamnya seluruh aktivitas recording all procurement activities in the system and
pengadaan dalam sistem dan juga mempermudah also facilitating the parties (User, Authorized Officer,
para pihak (User, Pejabat Yang Berwenang, Unit ST Unit, Committee, and Supplier) in conducting
ST, Panitia dan Pemasok) dalam melakukan proses procurement process, starting from planning,
pengadaaan, mulai dari perencanaan, permintaan demand of goods and / or service procurement,
pengadaan barang dan/atau jasa, pengumuman, announcement, auction process, and announcement
proses lelang, dan pengumuman pemenang. Setiap of the winner. Each supplier is required to register
pemasok wajib mendaftarkan perusahaannya ke his company in Vendor Management System (VMS).
dalam Vendor Management System (VMS). Dalam In this e-Procurement system, the supplier that has
sistem e-Procurement ini, pemasok yang memiliki adequate qualification and classification required by
kualifikasi dan klasifikasi yang sesuai dengan PT Angkasa Pura I (Persero) and has been actively
pekerjaan yang dibutuhkan oleh PT Angkasa registered in VMS will be automatically invited to
Pura I (Persero) dan telah secara aktif terdaftar get an opt-in offer in the supplier selection process.
dalam VMS akan terundang secara otomatis It is aimed that PT Angkasa Pura I (Persero) can
untuk mendapatkan penawaran keikutsertaan obtain goods/services required with competitive
dalam proses seleksi pemasok. Hal tersebut agar price and good quality.
PT Angkasa Pura I (Persero) dapat memperoleh
barang/jasa yang diperlukan dengan harga
kompetitif dan kualitas yang baik.
Vendor Management System (VMS) di PT Angkasa Vendor Management System (VMS) in PT Angkasa
Pura I (Persero) dibuka sepanjang tahun, Pura I (Persero) is opened throughout the year, so
sehingga pemasok barang/jasa dapat melakukan that supplier of goods/services can register every
pendaftaran setiap hari di hari kerja. Hal ini day on weekdays. It is proven by the increase in the
dibuktikan dengan kenaikan jumlah pemasok yang number of suppliers listed in the Vendor Management
terdaftar dalam Vendor Management System (VMS) System (VMS) significantly from 14.564 Vendors
secara signifikan yaitu dari 14.564 Vendor yang that have been verivied in 2016 and then increased
telah diverifikasi pada tahun 2016 lalu meningkat to 18,132 suppliers of goods/services by 2017.
menjadi 18.132 pemasok barang/jasa pada tahun
2017.
SURVEI KEPUASAN SUPPLIER SURVEY OF SUPPLIER SATISFACTION
Pelaksanaan Survei Kepuasan Supplier PT Angkasa The implementation of Survey of Suppplier

Pura I (Persero) Tahun 2017 dilakukan secara Satisfaction at PT Angkasa Pura I (Persero) in 2017
mandiri oleh Tim dari PT Angkasa Pura I (Persero). was conducted independently by Team from PT
Survei dilaksanakan secara online dengan subjek Angkasa Pura I (Persero). The survey was conducted
responden adalah seluruh vendor baik di Kantor online with the subject of respondents are all
Pusat maupun di 13 Bandara di lingkungan PT vendors either at Headquarter or at 13 Airports in PT
Angkasa Pura I (Persero) yang menjadi pemenang Angkasa Pura I (Persero) that win the procurement
dalam pengadaan barang dan jasa dalam VMS. of goods and services in VMS.
Pelaksanaan survei dilakukan untuk mengukur The survey was conducted to measure the
bagaimana kinerja PT Angkasa Pura I (Persero) performance of PT Angkasa Pura I (Persero) on

2017 Annual Report
853
atas pelaksanaan pengadaan barang dan jasa the implementation of goodsand services which
yang tertuang dalam KEP.84/PL.02/2015 tentang was stated on KEP.84/PL.02/2015 on Guidance of
Pedoman Pengadaan Barang/Jasa di Lingkungan PT Goods/Services Procurement in PT Angkasa Pura I
Angkasa Pura I (Persero). (Persero) scope.
Parameter kepuasan diukur berdasarkan penilaian The satisfaction parameter was measured according
pada seluruh tahapan proses pelaksanaan to the assessment on all stages of the procurement
pengadaan barang dan jasa berikut panitia dan process of goods and services along with the
proses pelelangan di unit pengadaan barang dan committee and the tender process in PT Angkasa
jasa PT Angkasa Pura I (Persero). Masing-masing Pura I (Persero) procurement unit. Each parameter
parameter terdiri dari beberapa indikator dalam consisted of several indicators of each stage of the
setiap tahapan proses pengadaan. Parameter procurement process. The dissatisfaction parameter
ketidakpuasan juga diukur berdasarkan penilian was also measured according to assessment on
pada seluruh tahapan dalam proses dan panitia all stages of the procurement process and the
pengadaan barang dan jasa. Adapun parameter committee. The parameters measured can be
yang diukur dapat digambarkan sebagai berikut. described as follows.
Proses Pengadaan /
PENGADAAN BARANG & Procurement Process:
JASA PT ANGKASA PURA 1 KEPUASAN SUPPLIER
1. Pendaftaran VMS / VMS Registration SUPPLIER SATISFACTION
(PERSERO) / GOODS AND
SERVICES PROCUREMENT 2. Pengumuman pelelangan / Annoucement
OF PT. ANGKASA PURA I of Auction
(PERSERO) 3. Undangan pelelangan melalui VMS / Auction
invitation through VMS Kepuasan Supplier
4. Aanwijzing / Aanwijzing Tanpa Penilaian
5. Pemasukan & pembukaan penawaran / proses pembayaran
Income & opening of the offer Supplier Satisfaction Without
6. Evaluasi administrasi & teknis / the Assesment of Paying
Administration & technical evaluation Process
7. pembukaan penawaran harga /
VENDOR MANAGEMENT Opening of the price offer
SYSTEM 8. Pengumuman calon pemenang /
(VMS) Announcement of the winning candidate
9. Masa sanggah / Period of dispute KETIDAKPUASAN
10. Penyampaian tanggapan sanggah / SUPPLIER
The response to the dispute SUPPLIER DISSATISFACTION
11. Penetapan pemenang / Chosing the winner
12. SPPK/Kontrak / SPPK/ Contract
13. Pelaksanaan Pekerjaan / Work
Implementation
14. Proses Pembayaran / Payment process Ketidakpuasan Supplier
Tanpa penilalan proses
Panitia Pelelangan / pembayaran
The Auction Committee: Supplier Dissatisfaction
15. Kompetensi / Competence Without the Assesment of
16. Keramahan / Hospitality Paying Process
17. Bebas dari kepentingan & KKN / Free of
interest as well as corruption, collution, and
nepotism
DAMPAK KEGIATAN IMPACT OF THE ACTIVITY
Pelaksanaan kegiatan CSR terkait tanggung jawab The implementation of CSR activity related to
terhadap pemasok yang telah dilakukan oleh responsibility to the suppliers which had been
Perseroan sepanjang tahun 2017, telah memberikan conducted by the Company throughout 2017, had
dampak dari sisi non keuangan antara lain adalah given impacts from non-financial side, such as the
meningkatnya relationship antara Perseroan dengan relationship improvement between the Company
vendor dan tercapainya kepuasan vendor dalam with the vendors and the vendors satisfaction
bermitra dengan Perseroan. Hal ini ditunjukkan was achieved when partnering with the Company.
dengan tingginya Indeks Kepuasan Supplier. It is proven by the high Satisfaction Index of the
Suppliers.

Hasil Survei menunjukkan Indeks Kepuasan Supplier The results of the survey indicated that the Supplier
(Supplier Satisfaction Index, SSI) PT Angkasa Pura I Satisfaction Index (SSI) of PT Angkasa Pura I (Persero)
(Persero) tahun 2017 sebesar 4.04 (Skala 5) atau in 2017 for 4.04 (Scale of 5) or 80,89 (Scale of 100)
sebesar 80,89 (Skala 100). Masuk dalam kategori was considered as Satisfactory
Cukup Memuaskan.

2017 Annual Report
855
Referensi Kriteria ARA/POJK
ARA References

REFERENSI
POJK DAN
KRITERIA ARA
POJK and ARA References

2017 Annual Report
857
ARA References
REFERENSI POJK DAN

KRITERIA ARA
POJK and ARA References
KRITERIA PENJELASAN HALAMAN

CRITERIA DESCRIPTIONS PAGE
I. Umum
Laporan tahunan disajikan √

dalam bahasa Indonesia yang
baik dan benar dan dianjurkan
menyajikan juga dalam bahasa
1. Inggris / The annual report
is presented in proper and
correct Bahasa Indonesia and is
recommended to be presented
in English as well
Laporan tahunan dicetak √
dengan kualitas yang baik dan
menggunakan jenis dan ukuran
2. huruf yang mudah dibaca / The
annual report is printed in fine
quality, with easy-to-read font
types and sizes.
3. Laporan tahunan Nama perusahaan dan tahun annual report ditampilkan di: √
mencantumkan identitas 1. Sampul muka;
perusahaan dengan jelas / The 2. Samping;
annual report presents clear 3. Sampul belakang; dan
identity of the company 4. Setiap halaman.
Company name and the year of the Annual Report are
shown in:
1. Front cover;
2. Side margin;
3. Back cover; and
4. Each page.
4. Laporan tahunan ditampilkan Mencakup laporan tahunan terkini dan paling kurang 4 √
di website perusahaan / The tahun terakhir. / Including current annual report and the
annual report is available at annual reports from at least the last four (4) years.
company website
II. Ikhtisar Data Keuangan Penting / Key Financial Highlights
1. Informasi hasil usaha Informasi memuat antara lain: 1.22

perusahaan dalam bentuk 1. Penjualan/pendapatan usaha; 2.22
perbandingan selama 3 (tiga) 2. Laba (rugi): 3.22
tahun buku atau sejak memulai a. Diatribusikan kepada pemilik entitas induk; dan 4.22
usahanya jika perusahaan b. Diatribusikan kepada kepentingan nonpengendali;
tersebut menjalankan kegiatan 3. Penghasilan komprehensif periode berjalan:
usahanya selama kurang dari a. Diatribusikan kepada pemilik entitas induk; dan
3 (tiga) tahun / Information b. Diatribusikan kepada kepentingan nonpengendali;
on Company’s operating dan
results with comparisons of 3 4. Laba (rugi) per saham.
(three) fiscal years or since the Catatan: Apabila perusahaan tidak memiliki entitas anak,
starting of the company if the perusahaan menyajikan laba (rugi) dan penghasilan
business activities have run for komprehensif periode berjalan secara total.
less than three (3) years

The information encloses, among others:
1. Sales/revenues;
2. Profit (loss):
a. Attributable to the owner of the holding entity;
and
b. Attributable to non-controlling interest
3. Total comprehensive profit (loss) and other
comprehensive income:
a. Attributable to the owner of the holding entity;
and
b. Attributable to non-controlling interest; and
4. Profit (Loss) per Share
Note: For a company with no subsidiaries, the company
presents the profit (loss) and other profit (loss) and other
comprehensive income in total.
Informasi posisi keuangan Informasi memuat antara lain: 1. 20
perusahaan dalam bentuk 1. Jumlah investasi pada entitas asosiasi; 2. 20
perbandingan selama 3 (tiga) 2. Jumlah aset; 3. 20-21
tahun buku atau sejak memulai 3. Jumlah liabilitas; dan 4. 21
usahanya jika perusahaan 4. Jumlah ekuitas.
tersebut menjalankan kegiatan
usahanya selama kurang dari The information encloses, among others:
2. 1. Total investments in associates;
3 (tiga) tahun / Information on
Company’s financial position 2. Total assets;
with comparisons of three 3. Total liabilities; and
(3) fiscal years or since the 4. Total equity.
starting of the company if the
business activities have run for
Rasio keuangan dalam bentuk Informasi memuat 5 (lima) rasio keuangan yang umum dan 23
perbandingan selama 3 (tiga) relevan dengan industri perusahaan. / The information
tahun buku atau sejak memulai encloses five (5) financial ratios that are common and
usahanya jika perusahaan relevant to company’s industry.
tersebut
menjalankan kegiatan
3. usahanya selama kurang dari
3 (tiga) tahun / Financial ratios
with comparisons of three
(3) fiscal years or since the
starting of the company if the
business activities have run for
4. Informasi harga saham dalam 1. Jumlah saham yang beredar; 1. 26
bentuk tabel dan grafik / 2. Informasi dalam bentuk tabel yang memuat: 2. 26
Information on stock price in a. Kapitalisasi pasar berdasarkan harga pada Bursa 3. 26
tables and charts Efek tempat saham dicatatkan;
b. Harga saham tertinggi, terendah, dan penutupan
berdasarkan harga pada Bursa Efek tempat saham
dicatatkan; dan
c. Volume perdagangan saham pada Bursa Efek
tempat saham dicatatkan.
3. Informasi dalam bentuk grafik yang memuat paling
kurang:
a. Harga penutupan berdasarkan harga pada Bursa
Efek tempat saham dicatatkan; dan
b. Volume perdagangan saham pada Bursa Efek
tempat saham dicatatkan.
Untuk setiap masa triwulan dalam 2 (dua) tahun buku
terakhir.
Catatan: apabila perusahaan tidak memiliki kapitalisasi
pasar, informasi harga saham, dan volume perdagangan
saham, agar diungkapkan.

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1. Number of outstanding shares:
2. The information in tables and charts covers
a. Market capitalization by prices in Stock Exchange
where the shares are listed;
b. The highest, lowest, and closing price of shares;
and
c. Trading volume where the shares are listed.
3. Information in charts contains at least:
a. Closing price and share trading volume
b. Trading volume where the shares are listed
For each quarter of the last two (2) fiscal years.
Note: if the company shall disclose information on share
prices and trading volume if such company does not have
market capitalization.
5 Informasi mengenai obligasi, Informasi memuat: 1. 26,28
sukuk atau obligasi konversi 1. Jumlah obligasi/sukuk/obligasi konversi yang beredar 2. 26
yang masih beredar dalam 2 (outstanding); 3. 26
(dua) tahun buku terakhir / 2. Tingkat bunga/imbalan; 4. 26
Information on outstanding 3. Tanggal jatuh tempo; dan
bonds, sukuk, or convertible 4. Peringkat obligasi/sukuk tahun 2015 dan 2016.
bonds of the last two (2) fiscal Catatan: apabila perusahaan tidak memiliki obligasi/
years sukuk/ obligasi konversi,agar diungkapkan.
The information covers:

1. Number of outstanding bonds/sukuk/convertible
bonds;
2. Interest rate/yield;
3. Maturity date; and
4. Bonds/sukuk rating in 2015 and 2016.
Note: if the company shall disclose information on
outstanding bonds, sukuk, or convertible bonds if such
company does not have market capitalization.
III. Laporan Dewan Komisaris dan Direksi / Board of Commissioners and Board of Directors Reports
1. Laporan Dewan Komisaris Memuat hal-hal sebagai berikut: 1. 34

/ Board of Commissioners 1. Penilaian atas kinerja Direksi mengenai pengelolaan 2. 39-40
Report perusahaan dan dasar penilaiannya; 3. 38
2. Pandangan atas prospek usaha perusahaan yang 4. 41
disusun oleh Direksi dan dasar pertimbangannya;
3. Pandangan atas penerapan/pengelolaan
whistleblowing system (WBS) diperusahaan dan peran
Dewan Komisaris dalam WBS tersebut; dan
4. Perubahan komposisi Dewan Komisaris (jika ada) dan
alasan perubahannya.
Containing the following:

1. Assessment on Board of Directors’ performance
on company management and the basis for the
assessment;
2. Perspective on company business outlook set by
Board of Directors and its consideration basis;
3. Prospective on the implementation/management of
whistleblowing system (WBS) in the company and the
role of Board of Commissioners in such WBS; and
4. Changes in Board of Commissioners’ composition and
the reason behind the change (if any).

2. Laporan Direksi / Board of Memuat hal-hal sebagai berikut: 1a. 49
Directors Report 1. Analisis atas kinerja perusahaan, yang mencakup 1b. 51
antara lain: 1c. 51
a. Kebijakan strategis; 2. 51-52
b. Perbandingan antara hasil yang dicapai dengan 3. 52-57
yang ditargetkan; dan 4. 57-60
c. Kendala-kendala yang dihadapi perusahaan dan
langkah-langkah penyelesaiannya;
2. Analisis tentang prospek usaha;
3. Perkembangan penerapan tata kelola perusahaan
pada tahun buku; dan
4. Perubahan komposisi anggota Direksi (jika ada) dan
alasan perubahannya.

1. Analysis on company performance, which among
others covers:
a. Strategic policies;
b. Comparisons between realizations and targets;
and
c. Challenges faced by the company and its
settlement measures.
2. Analysis on business outlook;
3. Development of the implementation of corporate
governance in the fiscal year; and
4. Changes in Board of Director’s composition and the
reason behind the change (if any)
3. Tanda tangan anggota Dewan Memuat hal-hal sebagai berikut: 1. 62-63

Komisaris dan anggota Direksi 1. Tanda tangan dituangkan pada lembaran tersendiri; 2. 62-63
/ Board of Directors and Board 2. Pernyataan bahwa Dewan Komisaris dan Direksi 3. 62-63
of Commissioners’ signatures bertanggung jawab penuh atas kebenaran isi laporan 4. NA
tahunan;
3. Ditandatangani seluruh anggota Dewan Komisaris
dan anggota Direksi dengan menyebutkan nama dan
jabatannya; dan
4. Penjelasan tertulis dalam surat tersendiri dari
yang bersangkutan dalam hal terdapat anggota
Dewan Komisaris atau anggota Direksi yang tidak
menandatangani laporan tahunan, atau penjelasan
tertulis dalam surat tersendiri dari anggota yang lain
dalam hal tidak terdapat penjelasan tertulis dari yang
bersangkutan.

1. Signatures are given on separate sheets;
2. Statement of full accountability on the accuracy of
the annual report contents by Board of Directors and
Board of Commissioners;
3. Signed by all members of Board of Commissioners and
Board of Directors by stating names and positions; and
4. Written explanation in separate letter from the
person(s) concerned in the event that a member of
Board of Commissioners or Board of Directors fails
to sign the annual report, or written explanation in
separate letter from the other member(s) in the event
that the person(s) concerned fails to provide a written
explanation.
IV Profil Perusahaan / Company Profile

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1. Nama dan alamat lengkap Informasi memuat antara lain: nama dan alamat, kode pos, 72
perusahaan / Name and no. Telp, no. Fax, email, dan website. / The information
complete address of the contains among others: name and address, postal code,
company phone number(s), facsimile, e-mail, and website address.
2. Riwayat singkat perusahaan / Mencakup antara lain: tanggal/tahun pendirian, nama, 73-78
Brief history of the company perubahan nama perusahaan (jika ada), dan tanggal efektif
perubahan nama perusahaan.
Catatan: apabila perusahaan tidak pernah melakukan
perubahan nama, agar diungkapkan
Consisting among others: date/year of establishment,
name, changes in company name (if any), and effective
date for such changes in company name.
Note: explanation shall be given in the event that the
entity has never made any change to the name
3. Bidang usaha / Line of business Uraian mengenai antara lain: 1. 80
1. Kegiatan usaha perusahaan menurut anggaran dasar 2. 80-81
terakhir; 3. 82-83
2. Kegiatan usaha yang dijalankan; dan
3. Produk dan/atau jasa yang dihasilkan.
Description of, among others:
1. Company’s business activities in accordance with the
latest articles of association;
2. Business activities engaged; and
3. Generated products and/or services
4. Struktur Organisasi / Dalam bentuk bagan, meliputi nama dan jabatan paling 92-93
Organizational structure kurang sampai dengan struktur satu tingkat di bawah
direksi. / In a chart, consisting of names and positions, at
least up to one level under the Board of Directors.
5. Visi, Misi, dan Budaya Mencakup: 1. 92-93
Perusahaan / Company Vision, 1. Visi perusahaan; 2. 94-95
Mission, and Culture 2. Misi perusahaan; 3. 95
3. Keterangan bahwa visi dan misi tersebut telah direviu 4. 96
dan disetujui oleh Direksi/Dewan Komisaris pada
tahun buku; dan
4. Pernyataan mengenai budaya perusahaan (corporate
culture) yang dimiliki Perusahaan.
Containing:
1. Company vision;
2. Company mission;
3. Explanation that the vision and mission have been
reviewed and agreed upon by Board of Directors/
Board of Commissioners.
4. Statement on corporate culture adhered by the
company.

6. Identitas dan riwayat hidup Informasi memuat antara lain: 1. 98-104
singkat anggota Dewan 1. Nama; 2. 98-104
Komisaris / Identity and brief 2. Jabatan dan periode jabatan (termasuk jabatan pada 3. 98-104
CV of Board of Commissioners perusahaan atau lembaga lain); 4. 98-104
members 3. Umur; 5. 98-104
4. Domisili; 6. 98-104
5. Pendidikan (Bidang Studi dan Lembaga Pendidikan); 7. 98-104
6. Pengalaman kerja (Jabatan, Instansi, dan Periode
Menjabat); dan
7. Riwayat penunjukkan (periode dan jabatan) sebagai
anggota Dewan Komisaris di Perusahaan sejak
pertama kali ditunjuk.
1. Name;
2. Position and term of office (including position in the
company or other institutions);
3. Age;
4. Domicile;
5. Educations (Field of Study and Educational Institution);
6. Work experience (Position, Institution, and Term of
Office);
7. History of the appointment (period and position)
as Board of Commissioners’ member since initial
appointment.
7. Identitas dan riwayat hidup Informasi memuat antara lain: 1. 105-112
singkat anggota Direksi / 1. Nama; 2. 105-112
Identity and brief CV of Board 2. Jabatan dan periode jabatan (termasuk jabatan pada 3. 105-112
of Commissioners members perusahaan atau lembaga lain); 4. 105-112
3. Umur; 5. 105-112
4. Domisili; 6. 105-112
5. Pendidikan (Bidang Studi dan Lembaga Pendidikan); 7. 105-112
6. Pengalaman kerja (Jabatan, Instansi, dan Periode
Menjabat); dan
7. Riwayat penunjukkan (periode dan jabatan) sebagai
anggota Direksi di Perusahaan sejak pertama kali
ditunjuk.

1. Name;
2. Position and term of office (including position in the
company or other institutions);
3. Age;
4. Domicile;
5. Educations (Field of Study and Educational Institution);
6. Work experience (Position, Institution, and Term of
Office);
7. History of the appointment (period and position)
as Board of Commissioners’ member since initial
appointment.

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8. Jumlah karyawan Informasi memuat antara lain: 1. 121
(komparatif 2 tahun) dan data 1. Jumlah karyawan untuk masing-masing level 2. 122
pengembangan kompetensi organisasi; 3. 123
karyawan yang mencerminkan 2. Jumlah karyawan untuk masing-masing tingkat 4. 126-158
adanya kesempatan untuk pendidikan; 5. 160
masing-masing level organisasi 3. Jumlah karyawan berdasarkan status kepegawaian;
/ Total number of employees (2 4. Data pengembangan kompetensi karyawan yang
years’ comparison) and data of telah dilakukan pada tahun buku yang terdiri dari
competency development that pihak (level jabatan) yang mengikuti pelatihan, jenis
reflects the opportunity for pelatihan, dan tujuan pelatihan; dan
every organizational level 5. Biaya pengembangan kompetensi karyawan yang
telah dikeluarkan pada tahun buku.

1. Number of employees for each organizational level;
2. Number of employees for each educational level;
3. Number of employees by employment status;
4. Data of undertaken employee competency
developments in fiscal year containing parties
(Position level) attending the training, type of
trainings, and purpose of trainings; and
5. Incurred costs for employee competency development
in the fiscal year.
9. Komposisi Pemegang saham / Mencakup antara lain: 1. 162

Shareholder Competition 1. Rincian nama pemegang saham yang meliputi 2. 162
20 pemegang saham terbesar dan persentase 3. 162
kepemilikannya;
2. Rincian pemegang saham dan persentase
kepemilikannya meliputi:
a. Nama pemegang saham yang memiliki 5% atau
lebih saham; dan
b. Kelompok pemegang saham masyarakat dengan
kepemilikan saham masing-masing kurang dari
5%.
3. Nama Direktur dan Komisaris serta persentase
kepemilikan sahamnya secara langsung dan tidak
langsung.
Catatan: apabila Direktur dan Komisaris tidak memiliki
saham langsung dan tidak langsung, agar diungkapkan.
Containing, among others:

1. Detailed name of shareholders covering 20 largest
shareholders and their shareholding percentage;
2. Details of shareholders and their shareholding
percentage, which include:
a. Name of shareholders with 5% or more percent of
shares;
b. Public shareholding groups with their respective
shareholding of less than 5%.
3. Name of Directors and Commissioners holding direct
or indirect shares and their percentages;
Note: Explanation shall be given in the event of Directors
and Commissioners do not hold direct or indirect shares.

10. Daftar entitas anak dan/ Dalam bentuk tabel memuat informasi antara lain: 1. 163
atau entitas asosiasi / List of 1. Nama entitas anak dan/atau asosiasi; 2. 163
subsidiaries and/or associates 2. Persentase kepemilikan saham; 3. 163
3. Keterangan tentang bidang usaha entitas anak dan/ 4. 163
atau entitas asosiasi; dan
4. Keterangan status operasi entitas anak dan/
atau entitas asosiasi (telah beroperasi atau belum
beroperasi).
In the form of table containing the following information:

1. Names of subsidiaries and/or associates;
2. Shareholding percentage;
3. Explanation on the subsidiaries and/or associates’
lines of business; and
4. Explanation on the operational status of the
subsidiaries and/or associates (in operation or has not
yet operating).
11. Struktur grup perusahaan / Struktur grup perusahaan dalam bentuk bagan yang 178
Company group structure menggambarkan entitas induk, entitas anak, entitas
asosiasi, joint venture, dan special purpose vehicle
(SPV). / Company group structure in a chart describing
subsidiaries, associates, joint ventures, and special
purpose vehicles (SPVs).
12 Kronologi penerbitan saham Mencakup antara lain: 1. 179-187
(termasuk private placement) 1. Tahun penerbitan saham, jumlah saham, nilai nominal 2. 179-187
dan/atau pencatatan saham saham, dan harga penawaran saham untuk masing- 3. 179-187
dari awal penerbitan sampai masing tindakan korporasi (corporate action);
dengan akhir tahun buku 2. Jumlah saham tercatat setelah masing-masing
/ Share listing chronology tindakan korporasi (corporate action); dan
(including private placement) 3. Nama bursa dimana saham perusahaan dicatatkan.
and/or share listing from the Catatan: apabila perusahaan tidak memiliki kronologi
initial listing to the end of pencatatan saham, agar diungkapkan.
fiscal year
1. The year of shares issuance, number of shares,
shares par value, and share offering price for each of
corporate action;
2. Number of shares listed following the corporate
actions;
3. Name of stock exchange where the shares are listed.
Note: Explanation shall be given in the event of the
company does not have share listing chronology.
13 Kronologi penerbitan saham Mencakup antara lain: 1. 188-199
(termasuk private placement) 1. Nama efek lainnya, tahun penerbitan efek lainnya, 2. 188-199
dan/atau pencatatan saham tingkat bunga/imbalan efek lainnya, dan tanggal jatuh 3. 188-199
dari awal penerbitan sampai tempo efek lainnya; 4. 188-199
dengan akhir tahun buku 2. Nilai penawaran efek lainnya;
/ Issuance and/or other 3. Nama bursa dimana efek lainnya dicatatkan; dan
securities listing chronology 4. Peringkat efek.
from the initial listing to the Catatan: apabila perusahaan tidak memiliki kronologi
end of fiscal year penerbitan dan pencatatan efek lainnya, agar
diungkapkan.
1. Name of other securities, year of other securities
issuance, interest/yield rate, and the maturity date of
other securities;
2. Other securities offering price;
3. Name of stock exchange where the other securities
are listed; and
4. Rating of securities.
Note: Explanation shall be given in the event of the
company does not have other securities issuance and
listing chronology.

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14. Nama dan alamat lembaga Informasi memuat antara lain: 1. NA
dan/atau profesi penunjang / 1. Nama dan alamat BAE/pihak yang 2. 201
Names and addresses of capital mengadministrasikan saham perusahaan; 3. 201
market supporting institutions 2. Nama dan alamat Kantor Akuntan Publik; dan
and/or professions 3. Nama dan alamat perusahaan pemeringkat efek.

1. Name and address of Securities Administration Bureau
(BAE)/parties administrating company’s shares;
2. Name and address of Public Accounting Firm; and
3. Name and address of rating agency.
15 Penghargaan yang diterima Informasi memuat antara lain: 1. 202-211

dalam tahun buku terakhir 1. Nama penghargaan dan/atau sertifikasi; 2. 202-211
dan/atau sertifikasi yang masih 2. Tahun perolehan penghargaan dan/atau sertifikasi; 3. 202-211
berlaku dalam tahun buku 3. Badan pemberi penghargaan dan/atau sertifikasi; dan 4. 202-211
terakhir baik yang 4. Masa berlaku (untuk sertifikasi).
berskala nasional maupun
internasional / List of awards The information encloses, among others:
received in the last fiscal year 1. Name of awards and/or certificates;
and/or certifications valid 2. Year of receipt;
for the last fiscal year, both 3. Awarding and/or certifying agencies; and
national and international- 4. Validity period (for certifications).
scale
16 Nama dan alamat entitas anak Memuat informasi antara lain: 1. 212-213
dan/atau kantor cabang atau 1. Nama dan alamat entitas anak; dan 2. 213
kantor perwakilan (jika ada) 2. Nama dan alamat kantor cabang/perwakilan.
/ Names and addresses of Catatan: apabila perusahaan tidak memiliki entitas anak,
subsidiaries and/or branch or kantor cabang, dan kantor perwakilan, agar diungkapkan.
representative offices (if any)
Containing the information about, among others:
1. Names and addresses of subsidiaries; and
2. Names and addresses of branch/representative
offices.
Note: explanation shall be given in the event that
the entity does not have any subsidiaries/branches/
representatives.
17 Informasi pada Website Meliputi paling kurang: 1. 214

Perusahaan / Information on 1. Informasi pemegang saham sampai dengan pemilik 2. 214
Company Website akhir individu; 3. 214
2. Isi Kode Etik; 4. 214
3. Informasi Rapat Umum Pemegang Saham (RUPS) 5. 214
paling kurang meliputi bahan mata acara yang dibahas 6. 214
dalam RUPS, ringkasan risalah RUPS, dan informasi
tanggal penting yaitu tanggal pengumuman RUPS,
tanggal pemanggilan RUPS, tanggal RUPS, tanggal
ringkasan risalah RUPSdiumumkan;
4. Laporan keuangan tahunan terpisah (5 tahun terakhir);
5. Profil Dewan Komisaris dan Direksi; dan
6. Piagam/Charter Dewan Komisaris, Direksi, Komite-
komite, dan Unit Audit Internal.

Covering at least:
1. Information on shareholders to last individual owners;
2. Contain of the Code of Ethics;
3. Information on General Meeting of Shareholders
(GMS) at least covering the agenda discussed in
GMS, minutes of GMS, and important dates i.e. GMS
announcement date, GMS summon date, GMS date,
GMS minutes announcement date;
4. Separate Annual financial statements (last 5 years);
5. Board of Commissioners and Board of Directors
Profiles; and
6. Charter of the Board of Commissioners, Board of
Directors, Committees, and Internal Audit Unit.
18 Pendidikan dan/atau pelatihan Meliputi paling kurang informasi (jenis dan pihak yang 1. 215-223
Dewan Komisaris, Direksi, relevan dalam mengikuti) 2. 215-223
Komite- Komite, Sekretaris 1. Pendidikan dan/atau pelatihan untuk Dewan 3. 215-223
Perusahaan, dan Unit Audit Komisaris; 4. 215-223
Internal / Educations and/ 2. Pendidikan dan/atau pelatihan untuk Direksi; 5. 215-223
or trainings for the Board 3. Pendidikan dan/atau pelatihan untuk Komite Audit; 6. 215-223
of Commissioners, Board of 4. Pendidikan dan/atau pelatihan untuk Komite Nominasi 7. 215-223
Directors, Committees, and dan Remunerasi;
Internal Audit Unit. 5. Pendidikan dan/atau pelatihan untuk Komite Lainnya;
6. Pendidikan dan/atau pelatihan untuk Sekretaris
Perusahaan; dan
7. Pendidikan dan/atau pelatihan untuk Unit Audit
Internal.
Yang diikuti pada tahun buku.
Catatan: apabila tidak terdapat pendidikan dan/atau
pelatihan pada tahun buku, agar diungkapkan
Covering at least the following information (type and

parties eligible to attend):
1. Educations and/or trainings for the Board of
Commissioners;
2. Educations and/or trainings for the Board of Directors;
3. Educations and/or trainings for Audit Committee;
4. Educations and/or trainings for Nomination and
Remuneration Committee;
5. Educations and/or trainings for Other Committees;
6. Educations and/or trainings for Corporate Secretary;
and
7. Educations and/or trainings for Internal Audit Unit;
Attended in the fiscal year
Note: Explanation shall be given in the event of there are
no educations and/or trainings in the fiscal year.
Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan / Management Discussion and Analysis on
V.
Company Performance
1. Tinjauan operasi per segmen Memuat uraian mengenai: 1. 259-260

usaha / Operational review per 1. Penjelasan masing-masing segmen usaha. 2a. 260-268
business segment 2. Kinerja per segmen usaha, antara lain: 2b. 260-268
a. Produksi; 2c. 268-273
b. Peningkatan/penurunan kapasitas produksi; 2d. 268-273
c. Penjualan/pendapatan usaha; dan
d. Profitabilitas.
Containing descriptions of:

1. Explanation of each business segment.
2. Performance of each business segment, among others:
a. Productions;
b. Increase/decrease in business capacity;
c. Sales/operating revenues; and
d. Profitability.

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2. Uraian atas kinerja keuangan Analisis kinerja keuangan yang mencakup perbandingan 1. 283-284
perusahaan / Description antara kinerja keuangan tahun yang bersangkutan dengan 2. 284-285
of company’s financial tahun sebelumnya dan penyebab kenaikan/penurunan 3. 285-286
performance suatu akun (dalam bentuk narasi dan tabel), antara lain 4. 296-297
mengenai: 5. 305
1. Aset lancar, aset tidak lancar, dan total aset;
2. Liabilitas jangka pendek, liabilitas jangka panjang, dan
total liabilitas;
3. Ekuitas;
4. Penjualan/pendapatan usaha, beban, laba (rugi),
penghasilan komprehensif lain, dan penghasilan
komprehensif periode berjalan; dan
5. Arus kas.
Analysis on financial performance containing comparison

between current financial performance and previous
year’s financial performance and causes for the increase/
decrease (in narration and tables), among others
concerning:
1. Current assets, non-current assets, and total assets;
2. Short-term liabilities, long-term liabilities, and total
liabilities;
3. Equity;
4. Sales/revenues, expenses and profit (loss), other
comprehensive incomes and total comprehensive
profit (loss); and
5. Cash flow.
3. Bahasan dan analisis tentang Penjelasan tentang : 1. 313-314

kemampuan membayar utang 1. Kemampuan membayar hutang, baik jangka pendek 2. 314-315
dan tingkat kolektibilitas maupun jangka panjang dan
piutang perusahaan, dengan 2. Tingkat kolektibilitas piutang.
menyajikan perhitungan rasio
yang relevan sesuai dengan Explanation on:
jenis industri perusahaan 1. Solvency for short- and long-term debts; and
/ Discussion and analysis 2. Receivables collectability.
on company solvency and
liquidity by presenting ratios
that are relevant to company’s
industry
4. Bahasan tentang struktur Penjelasan atas: 1. 315-316

modal (capital structure) 1. Rincian struktur modal (capital structure) yang terdiri 2. 315-316
dan kebijakan manajemen dari utang berbasis bunga/sukuk dan ekuitas; dan 3. 315-316
atas struktur modal (capital 2. Kebijakan manajemen atas struktur modal (capital
structure policy) / Discussion structure policies); dan
on capital structure and capital 3. Dasar pemilihan kebijakan manajemen atas struktur
structure policy modal.
Explanation on:
1. Capital structure, consisting of interest-based debts
and equity;
2. Management policies on the capital structure (capital
structure policies); and
3. The basis for Capital structure policies.

5. Bahasan mengenai ikatan Penjelasan tentang: 1. 317-320
yang material untuk investasi 1. Nama pihak yang melakukan ikatan; 2. 324
barang modal (bukan ikatan 2. Tujuan dari ikatan tersebut; 3. 324
pendanaan) pada tahun buku 3. Sumber dana yang diharapkan untuk memenuhi ikatan- 4. 324
terakhir / Discussion on ikatan tersebut; 5. 324
material commitments for 4. Mata uang yang menjadi denominasi; dan
capital goods investments 5. Langkah-langkah yang direncanakan perusahaan
(other than funding untuk melindungi risiko dari posisi mata uang asing
commitment) in the last fiscal yang terkait.
year Catatan: apabila perusahaan tidak mempunyai ikatan
terkait investasi barang modal pada tahun buku terakhir
agar diungkapkan.
Explanation on:
1. The name of parties engaging in the commitment
2. Purpose of the commitments;
3. Sources of funds expected to meet these
commitments;
4. Currency used; and
5. Planned measures to protect the company from risks
arising from relevant currency position.
company does not have any commitments relating to
capital investments in the last fiscal year.
6. Bahasan mengenai investasi Penjelasan tentang: 1. 324-327
barang modal yang 1. Jenis investasi barang modal; 2. 324
direalisasikan pada tahun buku 2. Tujuan investasi barang modal; dan 3. 324-327
terakhir / Discussion on capital 3. Nilai investasi barang modal yang dikeluarkan pada
investments realized in the last tahun buku terakhir.
fiscal year Catatan: apabila tidak terdapat realisasi investasi barang
modal, agar diungkapkan.
Explanation on:
1. Type of capital investments;
2. Purposes of the capital investments; and
3. Value of capital investment spent in the last fiscal
year.
Note: explanation shall be given in the event that any
capital investment realizations are nonexistent
7. Informasi perbandingan antara Informasi memuat antara lain: 1. 331-337
target pada awal tahun buku 1. Perbandingan antara target pada awal tahun buku 2. 337-341
dengan hasil yang dicapai dengan hasil yang dicapai(realisasi); dan
(realisasi), dan target atau 2. Target atau proyeksi yang ingin dicapai dalam 1 (satu)
proyeksi yang ingin dicapai tahun mendatang.
untuk satu tahun mendatang
mengenai pendapatan, laba, The information encloses, among others:
dan lainnya yang dianggap 1. Comparisons between beginning of year’s targets and
penting bagi perusahaan / realizations; and
Information on comparisons 2. Expected targets or projection for the coming year.
between beginning of fiscal
year’s targets and realizations,
and expected targets or
projection for the coming year
relating to revenue, profit,
and other matters considered
important to the company

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8. Informasi dan fakta material Uraian kejadian penting setelah tanggal laporan akuntan 341-342
yang terjadi setelah tanggal termasuk dampaknya terhadap kinerja dan risiko usaha di
laporan akuntan / Information masa mendatang.
and material facts occurring Catatan: apabila tidak ada kejadian penting setelah tanggal
after accountant’s reporting laporan akuntan agar diungkapkan.
date
Description of significant events after accountant’s
reporting date including their effects on business
performance and risks in the future.
significant events after accountant’s reporting date are
nonexistent.
9. Uraian tentang prospek usaha Uraian mengenai prospek perusahaan dikaitkan dengan 274-277
perusahaan / Description on industri dan ekonomi secara umum disertai data
company’s business outlook pendukung kuantitatif dari sumber data yang layak
dipercaya.
Description on company’s business outlook is related

to industry and economy in general accompanied by
quantitative supporting data from trustworthy source of
data.
10. Uraian tentang aspek Uraian tentang aspek pemasaran atas produk dan/atau 244-259
pemasaran / Description on jasa perusahaan, antara lain strategi pemasaran dan
marketing aspect pangsa pasar.
Description on marketing aspect on company products

and/or services, among others marketing strategies and
market share.
11. Uraian mengenai kebijakan Memuat uraian mengenai: 1. 342-344
dividen dan jumlah dividen kas 1. Kebijakan pembagian dividen; 2. 342-344
per saham dan jumlah dividen 2. Total dividen yang dibagikan; 3. 342-344
per tahun yang diumumkan 3. Jumlah dividen kas per saham; 4. 342-344
atau dibayar selama 2 4. Payout ratio; dan 5. 342-344
(dua) tahun buku terakhir / 5. Tanggal pengumuman dan pembayaran dividen kas.
Description on dividend policy Untuk masing-masing tahun.
and amount of cash dividends Catatan: apabila tidak ada pembagian dividen, agar
per share and amount of diungkapkan alasannya.
dividends per year announced
or paid for the last two (2) Containing descriptions of:
fiscal years. 1. Policy on dividend sharing;
2. Total dividends shared;
3. Amount of cash dividends per share;
4. Payout ratio; and
5. Date of announcement and payment of cash
dividends.
For each year.
dividend sharing is nonexistent.
12. Program kepemilikan saham Memuat uraian mengenai: 1. 344
oleh karyawan dan/atau 1. Jumlah saham ESOP/MSOP dan realisasinya; 2. 344
manajemen yang dilaksanakan 2. Jangka waktu; 3. 344
perusahaan (ESOP/MSOP) yang 3. Persyaratan karyawan dan/atau manajemen yang 4. 344
masih ada sampai tahun buku / berhak; dan
Employee and/or Management 4. Harga exercise.
Stock Ownership Plan (ESOP/ Catatan: apabila tidak memiliki program dimaksud, agar
MSOP) carried out by the diungkapkan.
company existing until the end Containing descriptions of:
of fiscal year 1. Total ESOP/MSOP shares and its realization;
2. Term;
3. Requirements for entitled employees and/or
management; and
4. Exercise price.
program concerned is nonexistent.

13 Realisasi penggunaan dana Memuat uraian mengenai: 1. 344-350
hasil penawaran umum 1. Total perolehan dana; 2. 344-350
(dalam hal perusahaan masih 2. Rencana penggunaan dana; 3. 344-350
diwajibkan menyampaikan 3. Rincian penggunaan dana; 4. 344-350
laporan realisasi penggunaan 4. Saldo dana; dan 5. 344-350
dana) / Realization of the 5. Tanggal persetujuan RUPS/RUPO atas perubahan
use of proceeds from public penggunaan dana (jika ada).
offering (in the event that Catatan: apabila tidak memiliki informasi realisasi
the company still has the penggunaan dana hasil penawaran umum, agar
obligation to report the diungkapkan.
proceed use realization)*
1. Total proceeds;
2. Planned use of the proceeds;
3. Detailed use of the proceeds;
4. Balance of proceeds; and
5. Date of GMS/GMB approval on changes in the use of
proceeds (if any).
Note: explanation shall be given in the event that there
is no information regarding realization of the use of
proceeds from public offering.
14. Informasi transaksi material Memuat uraian mengenai: 1. 350-360
yang mengandung benturan 1. Nama pihak yang bertransaksi dan sifat hubungan 2. 350-360
kepentingan dan/atau afiliasi; 3. 350-360
transaksi dengan pihak afiliasi 2. Penjelasan mengenai kewajaran transaksi; 4. 350-360
/ Information on material 3. Alasan dilakukannya transaksi; 5. 350-360
transactions containing 4. Realisasi transaksi pada periode tahun buku terakhir; 6. 350-360
conflicts of interest and/or 5. Kebijakan perusahaan terkait dengan mekanisme
transactions with affiliates review atas transaksi; dan
6. Pemenuhan peraturan dan ketentuan terkait.
Catatan: apabila tidak mempunyai transaksi dimaksud,
agar diungkapkan.

1. Name of affiliates and the nature of affiliation;
2. Explanation on the fairness of transaction;
3. Reason behind the transaction;
4. Realization of transactions in the last fiscal year;
5. Company policy relating to review mechanism on
transactions; and
6. Compliance with relevant regulations and provisions.
transaction concerned is nonexistent.

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ARA References

15. Uraian mengenai perubahan Uraian memuat antara lain: 1. 360-362
peraturan perundang- 1. Nama peraturan perundang-undangan yang 2. 360-362
undangan terhadap perusahaan mengalami perubahan; dan
pada tahun buku terakhir / 2. Dampaknya (kuantitatif dan/atau kualitatif) terhadap
Description on regulatory perusahaan (jika signifikan) atau pernyataan bahwa
changes having significant dampaknya tidak signifikan.
impact on the company Catatan: apabila tidak terdapat perubahan peraturan
perundang-undangan pada tahun buku terakhir, agar
diungkapkan.
The description contains among others:

1. Regulatory changes; and
2. Their impacts (qualitative and quantitative) on the
company (if significant) or statements stating that the
impacts are insignificant.
regulatory changes having significant impacts on the
company are nonexistent in the last fiscal year.
16. Uraian mengenai perubahan Uraian memuat antara lain: 1. 362-367

kebijakan akuntansi yang 1. Perubahan kebijakan akuntansi; 2. 362-367
diterapkan perusahaan 2. Alasan perubahan kebijakan akuntansi; dan 3. 362-367
pada tahun buku terakhir / 3. Dampaknya secara kuantitatif terhadap laporan
Description on changes in keuangan.
accounting policies applied by Catatan: apabila tidak terdapat perubahan kebijakan
the company in the last fiscal akuntansi pada tahun buku terakhir, agar diungkapkan.
year
The description includes among others:
1. Changes in accounting policies;
2. Their reasons; and
3. Impacts toward financial statements.
changes in accounting policies are nonexistent in the last
fiscal year.

17. Informasi kelangsungan usaha Pengungkapan informasi mengenai: 1. 367
/ 1. Hal-hal yang berpotensi berpengaruh signifikan 2. 367
Information on business terhadap kelangsungan usaha perusahaan pada tahun 3. 367
continuity buku terakhir;
2. Assessment manajemen atas hal-hal pada angka 1; dan
3. Asumsi yang digunakan manajemen dalam melakukan
assessment.
Catatan: apabila tidak terdapat hal-hal yang berpotensi
berpengaruh signifikan terhadap kelangsungan
usaha perusahaan pada tahun buku terakhir, agar
diungkapkan asumsi yang mendasari manajemen dalam
meyakini bahwa tidak terdapat hal-hal yang berpotensi
berpengaruh signifikan terhadap kelangsungan usaha
perusahaan pada tahun buku terakhir.
Disclosure of information includes:

1. Matters which potentially inflict significant impact on
company’s business continuity for the last fiscal year;
2. Management assessment on matters in point 1; and
3. Assumptions used by the management in performing
the assessment.
Note: in the event that any matters which potentially
inflict significant impact on company’s business continuity
for the last fiscal year are nonexistent, the assumptions
used as the basis for the management in assuring that
such matters are nonexistent shall be disclosed.
VI. Good Corporate Governance / Good Corporate Governance
1. Uraian Dewan Komisaris / Uraian memuat antara lain: 1. 518-520

Board of Commissioners 1. Uraian tanggung jawab Dewan Komisaris; 2. 568-569
description 2. Penilaian atas kinerja masing-masing komite yang 3. 517-518
berada di bawah Dewan Komisaris dan dasar
penilaiannya; dan
3. Pengungkapan mengenai Board Charter (pedoman dan
tata tertib kerja Dewan Komisaris).
The description includes, among others:

1. Description of Board of Commissioners’
responsibilities;
2. Assessment on the performances of committees under
the Board of Commissioners and the basis for such
assessment; and
3. Disclosure of the Board Charter (guidelines and codes
of conduct for Board of Commissioners).
2. Komisaris Independen Meliputi antara lain: 1. 545-546
(jumlahnya minimal 30% dari 1. Kriteria penentuan Komisaris Independen; dan 2. 545-546
total Dewan Komisaris) / 2. Pernyataan tentang independensi masing-masing
Information on Independent Komisaris Independen.
Commissioners
Covering, among others:
1. The criteria for Independent Commissioners
appointment; and
2. Statement of independency of each Independent
Commissioner.

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ARA References

3. Uraian Direksi / Uraian memuat antara lain: 1. 574
Board of Directors description 1. Ruang lingkup pekerjaan dan tanggung jawab masing- 2. 635
masing anggota Direksi; 3. 573-574
2. Penilaian atas kinerja komite-komite yang berada di
bawah Direksi (jika ada); dan
3. Pengungkapan mengenai Board Charter (pedoman dan
tata tertib kerja Direksi).
The description includes, among others:

1. Scopes of duties and responsibilities of each Board of
Directors member;
2. Assessment on the performances of committees under
the Board of Directors (if any); and
3. Disclosure of the Board Charter (guidelines and codes
of conduct for Board of Directors).
4. Penilaian Penerapan GCG untuk Memuat uraian mengenai: 1. 453-458
tahun buku 2015 yang meliputi 1. Kriteria yang digunakan dalam penilaian; 2. 453-458
paling kurang aspek Dewan 2. Pihak yang melakukan penilaian; 3. 453-458
Komisaris dan Direksi / 3. Skor penilaian masing-masing kriteria; 4. 453-458
Assessment of the 4. Rekomendasi hasil penilaian; dan 5. 453-458
implementation of GCG for 5. Alasan belum/tidak diterapkannya rekomendasi.
fiscal year 2015 covering at Catatan: apabila tidak ada penilaian penerapan GCG untuk
least Board of Commissioners tahun buku 2015 agar diungkapkan.
and Board of Directors aspects.
Containing explanations on, among others:
1. Criteria used for the assessment;
2. Assessing party;
3. Assessment score for each criteria;
4. Recommendation of the assessment results; and
5. Reasons on why the recommendations are/has not
been implemented.
Note: explanation shall be given in the event of the
GCG implementation assessment for fiscal year 2015 is
nonexistent.

5. Uraian mengenai kebijakan Mencakup antara lain: 1. 560
remunerasi bagi Dewan 1. Pengungkapan prosedur pengusulan sampai dengan 2. 625
Komisaris dan Direksi / penetapan remunerasi Dewan Komisaris; 3. 561
Description of remuneration 2. Pengungkapan prosedur pengusulan sampai dengan 4. 625-627
policy for Boards of penetapan remunerasi Direksi; 5. 628
Commissioners and Board of 3. Struktur remunerasi yang menunjukkan komponen 6. 562-564;
Directors remunerasi dan jumlah nominal per komponen untuk 628-631
setiap anggota Dewan Komisaris;
4. Struktur remunerasi yang menunjukkan komponen
remunerasi dan jumlah nominal per komponen untuk
setiap anggota Direksi;
5. Pengungkapan indikator untuk penetapan remunerasi
Direksi; dan
6. Pengungkapan bonus kinerja, bonus non kinerja, dan/
atau opsi saham yang diterima setiap anggota Dewan
Komisaris dan Direksi (jika ada).
Catatan: apabila tidak terdapat bonus kinerja, bonus non
kinerja, dan opsi saham yang diterima setiap anggota
Dewan Komisaris dan Direksi, agar diungkapkan.

1. Disclosure of remuneration procedures to the
determination for the Board of Commissioners;
2. Disclosure of remuneration procedures to the
determination for the Board of Directors;
3. Remuneration structure which shows the
remuneration components and amount of value per
component for each Board of Commissioners’ member;
4. Remuneration structure which shows the
remuneration components and amount of value per
component for each Board of Directors’ member;
5. Disclosure of indicators for the determination of
Board of Directors’ remuneration; and
6. Disclosure of performance bonus, non-performance
bonus, and/or shares option received by each Board
of Commissioners’ and Board of Directors’ member (if
any).
Note: explanation shall be given in the event of
performance bonus, non-performance bonus, and/or
shares option received by each Board of Commissioners’
and Board of Directors’ member are nonexistent.
6. Frekuensi dan Tingkat Informasi memuat antara lain: 1. 546-560

Kehadiran Rapat yang dihadiri 1. Tanggal Rapat; 2. 546-560
mayoritas anggota pada rapat 2. Peserta Rapat; dan 3. 546-560
Dewan Komisaris (minimal 3. Agenda Rapat.
1 kali dalam 2 bulan) Rapat Untuk masing-masing rapat Dewan Komisaris, Direksi, dan
Direksi (minimal 1 kali dalam rapat gabungan.
1 bulan), dan Rapat Gabungan
Dewan Komisaris dengan The information encloses, among others:
Direksi (minimal 1 kali dalam 1. Meeting date;
4 bulan) / 2. Meeting participants; and
Frequency and attendance 3. Meeting agenda
rate in BOC Meetings, BOD For each BOC meeting, BOD meeting, and joint meeting.
meetings, and BOC-BOD joint
meetings

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7 Informasi mengenai pemegang Dalam bentuk skema atau diagram yang memisahkan 716
saham utama dan pengendali, pemegang saham utama dengan pemegang saham
baik langsung maupun tidak pengendali.
langsung, sampai kepada Catatan: yang dimaksud pemegang saham utama adalah
pemilik individu / pihak yang, baik secara langsung maupun tidak langsung,
Information on majority and memiliki sekurang-kurangnya 20% (dua puluh perseratus)
controlling shareholders, hak suara dari seluruh saham yang mempunyai hak suara
both direct and indirectly, to yang dikeluarkan oleh suatu Perseroan, tetapi bukan
individual holders pemegang saham pengendali.
In schematic chart or diagram, that differs the main
shareholders and controlling shareholders.
Note: he main shareholder is the party which, either directly
or indirectly, holds at least 20% (twenty percent) of the
voting rights of all shares with voting rights issued by a
company, but not a controlling shareholder.
8. Pengungkapan hubungan Mencakup antara lain: 1. 596-597
afiliasi antara anggota 1. Hubungan afiliasi antara anggota Direksi dengan 2. 596-597
Direksi, Dewan Komisaris, dan anggota Direksi lainnya; 3. 596-597
Pemegang Saham Utama dan/ 2. Hubungan afiliasi antara anggota Direksi dan anggota 4. 540-541
atau pengendali / Dewan Komisaris; 5. 540-541
Disclosure of affiliations 3. Hubungan afiliasi antara anggota Direksi dengan
among the members of Pemegang Saham Utama dan/atau Pengendali;
Board of Directors, Board 4. Hubungan afiliasi antara anggota Dewan Komisaris
of Commissioners, and dengan anggota Komisaris lainnya; dan
Majority and/or Controlling 5. Hubungan afiliasi antara anggota Dewan Komisaris
Shareholders dengan Pemegang Saham Utama dan/atau Pengendali.
Catatan: apabila tidak mempunyai hubungan afiliasi
dimaksud, agar diungkapkan.
1. Affiliations among Board of Directors’ fellow
members;
2. Affiliations among Board of Directors members and
Board of Commissioners members;
3. Affiliations among Board of Directors members and
Majority and/or Controlling Shareholders;
4. Affiliations among Board of Commissioners’ fellow
members; and
5. Affiliations among Board of Commissioners’’ members
and Majority and/or Controlling Shareholders.
concerned affiliations are nonexistent.

9. Komite Audit / Audit Mencakup antara lain: 1. 645-647
Committee 1. Nama, jabatan, dan periode jabatan anggota Komite 2. 645-647
Audit; 3. 649-650
2. Riwayat pendidikan (Bidang Studi dan Lembaga 4. 642-643
Pendidikan) dan pengalaman kerja (Jabatan, Instansi, 5. 654-656
dan Periode Menjabat) anggota Komite Audit; 6. 653
3. Independensi anggota Komite Audit;
4. Uraian tugas dan tanggung jawab;
5. Uraian pelaksanaan kegiatan Komite Audit pada tahun
buku; dan
6. Frekuensi pertemuan dan tingkat kehadiran Komite
Audit.
1. Name and position of Audit Committee members;
2. Educational history qualifications (field of study and
educational institution) and work experience of Audit
Committee members (Position, Institution, and Term of
Office);
3. Audit Committee members’ independency;
4. Description of Audit Committee’s duties and
responsibilities;
5. Brief report on Audit Committee members’ activities
in the fiscal year; and
6. Frequency of meetings and attendance rate of Audit
Committee members.
10. Komite Nominasi dan/atau Mencakup antara lain: 1. 671-674

Remunerasi / Nomination and/ 1. Nama, jabatan, dan riwayat hidup singkat anggota 2. 671-674
or Remuneration Committee Komite Nominasi dan/atau Remunerasi; 3. 671-674
2. Independensi Komite Nominasi dan/atau Remunerasi; 4. 671-674
3. Uraian tugas dan tanggung jawab; 5. 671-674
4. Uraian pelaksanaan kegiatan Komite Nominasi dan/ 6. 671-674
atau Remunerasi pada tahun buku; 7. 671-674
5. Frekuensi pertemuan dan tingkat kehadiran Komite
Nominasi dan/atau Remunerasi;
6. Pernyataan adanya pedoman Komite Nominasi dan/
atau Remunerasi; dan
7. Kebijakan mengenai suksesi Direksi.

1. Name, position, and brief CV of Nomination and/or
Remuneration Committee members;
2. Independency of Nomination and/or Remuneration
Committee members;
3. Description of duties and responsibilities;
4. Description of implementation of activities of
Nomination and/or Remuneration Committee
members in the fiscal year;
5. Frequency of meetings and attendance rate of
Nomination and/or Remuneration Committee
members;
6. Statement about the existence of guidelines for
Nomination and/or Remuneration Committee; and
7. Policy relating to Board of Directors’ succession.

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11. Komite-komite lain di bawah Mencakup antara lain: 1. 674-693
Dewan Komisaris yang dimiliki 1. Nama, jabatan, dan riwayat hidup singkat anggota 2. 674-693
oleh perusahaan / Other komite lain; 3. 674-693
committees under the Board of 2. Independensi komite lain; 4. 674-693
Commissioners owned by the 3. Uraian tugas dan tanggung jawab; 5. 674-693
company 4. Uraian pelaksanaan kegiatan komite lain pada tahun
buku; dan
5. Frekuensi pertemuan dan tingkat kehadiran komite
lain.

1. Name, position, and brief CV of other committee
members;
2. Independency of other committee members;
3. Description of duties and responsibilities;
4. Description of the implementation of activities of
other committees in the fiscal year; and
5. Frequency of meetings and attendance rate of other
committees.
12. Uraian tugas dan Fungsi Mencakup antara lain: 1. 676
Sekretaris Perusahaan / 1. Nama, dan riwayat jabatan singkat sekretaris 2. 676
Description of duties and perusahaan; 3. 675
function of Corporate Secretary 2. Domisili; 4. 677
3. Uraian tugas dan tanggung jawab; dan
4. Uraian pelaksanaan tugas Sekretaris Perusahaan pada
tahun buku.
Containing among others:

1. Name and brief CV of the corporate secretary;
2. Domicile;
3. Description of the duties and responsibilities; and
4. Descriptions on the implementation of Corporate
Secretary’s duties in fiscal year.
13. Uraian mengenai unit audit Mencakup antara lain: 1. 679
internal / 1. Nama ketua unit audit internal; 2. 682
Description on internal audit 2. Jumlah pegawai (auditor internal) pada unit audit 3. 683-684
unit internal; 4. 678
3. Sertifikasi sebagai profesi audit internal; 5. 687-689
4. Kedudukan unit audit internal dalam struktur 6. 679
perusahaan;
5. Uraian pelaksanaan kegiatan unit audit internal pada
tahun buku; dan
6. Pihak yang mengangkat dan memberhentikan ketua
unit audit internal.

1. Name of internal audit unit head;
2. Number of employees (internal auditors) in internal
audit unit;
3. Certification for internal audit professions;
4. Internal audit unit position in corporate structure;
5. Brief report on internal audit unit’s implementation of
activities; and
6. Parties appointing and dismissing head of internal
audit unit.

14. Akuntan Publik / Public Informasi memuat antara lain: 1. 694-695
Accountant 1. Nama dan tahun akuntan publik yang melakukan audit 2. 694-695
laporan keuangan tahunan selama 5 tahun terakhir; 3. 694-695
2. Nama dan tahun Kantor Akuntan Publik yang melakukan 4. 695
audit laporan keuangan tahunan selama 5 tahun
terakhir;
3. Besarnya fee untuk masing-masing jenis jasa yang
diberikan oleh Kantor Akuntan Publik pada tahun buku
terakhir; dan
4. Jasa lain yang diberikan Kantor Akuntan Publik dan
akuntan publik selain jasa audit laporan keuangan
tahunan pada tahun buku terakhir.
Catatan: apabila tidak ada jasa lain dimaksud, agar
diungkapkan.

1. Number of periods in which a public accountant has
conducted annual audit on financial statements for the
last five (5) years;
2. Name and the year in which a Public Accounting Firm
has conducted annual audit on financial statements for
the last five (5) years;
3. Amount of fee for each service provided by public
accountant in the last fiscal year; and
4. Other services provided by the accountant apart from
annual audit on financial statements in the last fiscal
year.
services are nonexistent.
15. Uraian mengenai manajemen Mencakup antara lain: 1. 701-702
risiko perusahaan / Description 1. Penjelasan mengenai sistem manajemen risiko yang 2. 714
on company risk management diterapkan perusahaan; 3. 706-713
2. Penjelasan mengenai hasil reviu yang dilakukan atas 4. 702
sistem manajemen risiko pada tahun buku;
3. Penjelasan mengenai risiko-risiko yang dihadapi
perusahaan; dan
4. Upaya untuk mengelola risiko tersebut.

1. Explanation on risk management system applied by
the company;
2. Explanation on review on risk management system in
the fiscal year;
3. Explanation on risks faced by the company; and
4. Risk management efforts.
16. Uraian mengenai sistem Mencakup antara lain: 1. 718-724
pengendalian intern / 1. Penjelasan singkat mengenai sistem pengendalian 2. 724-725
Description on internal control intern, antara lain mencakup pengendalian keuangan 3. 725
system dan operasional;
2. Penjelasan kesesuaian sistem pengendalian intern
dengan kerangka yang diakui secara internasional (COSO
– internal control framework); dan
3. Penjelasan mengenai hasil reviu yang dilakukan atas
pelaksanaan sistem pengendalian intern pada tahun
buku.

1. Brief explanation on internal control system, among
others concerning financial and operational control;
2. Explanation on compliance with internal control system
with internationally-recognized framework (COSO –
internal control framework); and
3. Explanation on review conducted on internal control
system implementation in the fiscal year.

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ARA References

17. Uraian mengenai corporate Mencakup antara lain informasi tentang: 1. 780-784
social responsibility yang 1. Target/rencana kegiatan pada tahun 2016 yang 2. 784
terkait dengan lingkungan ditetapkan manajemen; 3. 784
hidup / Description on 2. Kegiatan yang dilakukan dan dampak kuantitatif atas
corporate social responsibility kegiatan tersebut; dan
in relation to environment Terkait program lingkungan hidup yang berhubungan
dengan kegiatanoperasional perusahaan, seperti
penggunaan material dan energi yang ramah lingkungan
dan dapat didaur ulang, sistem pengolahan limbah
perusahaan, mekanisme pengaduan masalah lingkungan,
pertimbangan aspek lingkungan dalam pemberian kredit
kepada nasabah, dan lain-lain.
3. Sertifikasi di bidang lingkungan yang dimiliki.
Covering among others the information on:

1. Activity target/plan in 2016 specified by the
management;
2. Implemented activities and its quantitative impact due
to such activities; and
In relation to environmental programs associated with
company’s operations, such as the use of environmentally-
friendly and recyclable materials and energy, company’s
waste treatment system, environmental aspect
consideration in the provision of loans to the customers,
etc.
3. Environmental certifications owned.
18. Uraian mengenai corporate Mencakup antara lain informasi tentang: 1. 786-790,
social responsibility 1. Target/rencana kegiatan pada tahun 2016 yang 791, 792-
yang terkait dengan ditetapkan manajemen; dan 797
ketenagakerjaan, kesehatan, 2. Kegiatan yang dilakukan dan dampak kuantitatif atas 2. 790, 791,
dan keselamatan kerja / kegiatan tersebut 798
Description on corporate social Terkait praktik ketenagakerjaan, kesehatan, dan
responsibility in relation to keselamatan kerja, seperti kesetaraan gender dan
employment, occupational kesempatan kerja, sarana dan keselamatan kerja, tingkat
health and safety turnover karyawan, tingkat kecelakaan kerja, remunerasi,
mekanisme pengaduan masalah ketenagakerjaan, dan
lain-lain.
management;
2. Implemented activities and its quantitative impact;
and.
In relation to employment, occupational health and
safety practices, such as gender equality and equal work
opportunity, occupational facilities and safety, employee
turnover rate, workplace accidents, remuneration, and
mechanism of complaint regarding employment, etc.

19. Uraian mengenai corporate Mencakup antara lain informasi tentang: 1. 801
social responsibility yang 1. Target/rencana kegiatan pada tahun 2016 yang 2. 801 - 818,
terkait dengan pengembangan ditetapkan manajemen; 820
sosial dan kemasyarakatan 2. Kegiatan yang dilakukan dan dampak atas kegiatan 3. 818-820
/ Description on corporate tersebut; dan
social responsibility in relation 3. Biaya yang dikeluarkan
to social and community Terkait pengembangan sosial dan kemasyarakatan,
development seperti penggunaan tenaga kerja lokal, pemberdayaan
masyarakat sekitar perusahaan, perbaikan sarana dan
prasarana sosial, bentuk donasi lainnya, komunikasi
mengenai kebijakan dan prosedur anti korupsi, pelatihan
mengenai anti korupsi, dan lain-lain.

management;
2. Implemented activities and its impacts; and
3. Costs incurred.
In relation to social and community development, such as
the use of local workforce, empowerment of surrounding
communities, repair of social facilities and infrastructure,
other forms of donations, communication on anti-
corruption policy and procedure, anti-corruption trainings,
etc.
20. Uraian mengenai corporate Mencakup antara lain: 1. 823-824
social responsibility yang 1. Target/rencana kegiatan yang pada tahun 2016 2. 824-848
terkait dengan tanggung jawab ditetapkan manajemen; dan
kepada konsumen / 2. Kegiatan yang dilakukan dan dampak atas kegiatan
Description on corporate social tersebut
responsibility in relation to Terkait tanggung jawab produk, seperti kesehatan dan
responsibility to customers keselamatan konsumen, informasi produk, sarana, jumlah,
dan penanggulangan atas pengaduan konsumen, dan lain-
lain.

management; and
2. Implemented activities and its impacts; and.
In relation to product responsibility, such as consumer’s
health and safety, product information, facilities, number
and response on customers complaints, etc.

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ARA References

21. Perkara penting yang sedang Mencakup antara lain: 1. 731-738
dihadapi oleh perusahaan, 1. Pokok perkara/gugatan; 2. 731-738
entitas anak, serta anggota 2. Status penyelesaian perkara/gugatan; 3. 731-738
Dewan Komisaris dan anggota 3. Risiko yang dihadapi perusahaan dan nilai nominal 4. 731-738
Direksi yang menjabat pada tuntutan/gugatan; dan
periode laporan tahunan / 4. Sanksi administrasi yang dikenakan kepada
Significant cases currently perusahaan, anggota Dewan Komisaris, dan Direksi,
faced by the company, oleh otoritas terkait (pasar modal, perbankan
subsidiaries, and Board of dalainnya) pada tahun buku terakhir (atau
Directors and/or Board of terdapat pernyataan bahwa tidak dikenakan sanksi
Commissioners member(s) administrasi).
serving during the annual Catatan: dalam hal perusahaan, entitas anak, anggota
report period Dewan Komisaris, dan anggota Direksi tidak memiliki
perkara penting, agar diungkapkan.

1. Principal case/lawsuit;
2. Dispute/lawsuit settlement status;
3. Risk faced by the company and amount of dispute/
lawsuit settlement; and
4. Administrative sanctions imposed to the company,
Board of Commissioners and Board of Directors
members, by relevant authorities (capital market,
banking, and others) for the latest fiscal year (or if any
statement confirming no imposition of administrative
sanction exists).
significant cases faced by the company, subsidiaries,
Board of Commissioners and Board of Directors members
are nonexistent.
22. Akses informasi dan data Uraian mengenai tersedianya akses informasi dan data 739 - 749
perusahaan / Access to perusahaan kepada publik, misalnya melalui website
company information and data (dalam bahasa Indonesia dan bahasa Inggris), media
massa, mailing list, buletin, pertemuan dengan analis, dan
sebagainya.
Description on the availability of company information
and data to public, such as through website (in Bahasa
Indonesia and English), mass media, mailing list, bulletin,
analyst meeting, etc.
23. Bahasan mengenai kode etik / Memuat uraian antara lain: 1. 749-752
Discussion on code of conduct 1. Pokok-pokok kode etik; 2. 749-752
2. Pengungkapan bahwa kode etik berlaku bagi seluruh 3. 749-752
level organisasi; 4. 749-752
3. Penyebarluasan kode etik; 5. 749-752
4. Sanksi untuk masing-masing jenis pelanggaran yang
diatur dalam kode etik (normatif); dan
5. Jumlah pelanggaran kode etik beserta sanksi yang
diberikan pada tahun buku terakhir.
Catatan: apabila tidak terdapat pelanggaran kode etik
pada tahun buku terakhir, agar diungkapkan.
Consisting description, among others on:

1. Code of conduct contents;
2. Disclosure that the code of conduct applies to all
levels of organization;
3. Dissemination of the code of conduct;
4. Types of sanction for each code of conduct violation;
and
5. Number of code of conduct violation and the sanctions
imposed in the last fiscal year.
codes of conduct violations are nonexistent in the last
fiscal year.

24 Pengungkapan mengenai Memuat uraian tentang mekanisme whistleblowing system 1. 754-759
whistleblowing system / antara lain: 2. 754-759
Disclosure of whistleblowing 1. Penyampaian laporan pelanggaran; 3. 754-759
system 2. Perlindungan bagi whistleblower; 4. 754-759
3. Penanganan pengaduan; 5. 754-759
4. Pihak yang mengelola pengaduan; dan 6. 754-759
5. Jumlah pengaduan yang masuk dan diproses pada
tahun buku terakhir; dan
6. Sanksi/tindak lanjut atas pengaduan yang telah selesai
diproses pada tahun buku.
Catatan: apabila tidak terdapat pengaduan yang masuk
dan telah selesai diproses pada tahun buku terakhir, agar
diungkapkan.
Consisting of description on whistleblowing system

mechanism, among others:
1. Whistleblowing delivery;
2. Whistleblower protection;
3. Handling of complaints;
4. Parties handling the complaints; and
5. Number of complaints received and processed in the
last fiscal year; and
6. Sanction/follow-ups for the complaints which are
settled in the fiscal year.
incoming complaints are nonexistent in the last fiscal year.
24 Kebijakan mengenai Uraian kebijakan tertulis Perusahaan mengenai keberagaman 531-538,
keberagaman komposisi Dewan komposisi Dewan Komisaris dan Direksi dalam pendidikan 584-593
Komisaris dan Direksi / Policy (bidang studi), pengalaman kerja, usia, dan jenis kelamin.
on the diversity of Board of Catatan: apabila tidak ada kebijakan dimaksud, agar
Commissioners and Board of diungkapkan alasan dan pertimbangannya.
Directors composition
Description of Company policy on the diversity of Board
of Commissioners and Board of Directors composition by
education (field of study), work experience, age, and gender.
Note: explanation and basis of consideration shall be given in
the event that concerned policy is nonexistent
VII. Informasi Keuangan / Financial Statements
1. Surat Pernyataan Direksi dan/ Kesesuaian dengan peraturan terkait tentang Tanggung LK: Halaman
atau Dewan Komisaris tentang Jawab atas Laporan Keuangan. Surat
Tanggung Jawab atas Laporan Pernyataan
Keuangan / Statements from Compliance with relevant regulation on Accountability on Direksi
Board of Directors and/or Financial Statements
Board of Commissioners on
the Accountability on Financial
Statements
2. Opini auditor independen LK: Halaman

atas laporan keuangan / Laporan
Independent auditor’s opinion Auditor
on the financial statements Independen
3. Deskripsi Auditor Independen Deskripsi memuat tentang: LK: Halaman
di Opini / Independent 1. Nama dan tanda tangan; Laporan
auditor’s description on the 2. Tanggal Laporan Audit; dan Auditor
opinion 3. Nomor ijin KAP dan nomor ijin Akuntan Publik. Independen
The description includes:

1. Names and signatures;
2. Date of Audit Report; and
3. Public Accounting Firm’s and Public Accountant’s
License Numbers.

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ARA References

4. Laporan keuangan yang Memuat secara lengkap unsur-unsur laporan keuangan: LK: 1-146
lengkap / 1. Laporan posisi keuangan;
Comprehensive financial 2. Laporan laba rugi dan penghasilan komprehensif lain;
statements 3. Laporan perubahan ekuitas;
4. Laporan arus kas;
5. Catatan atas laporan keuangan;
6. Informasi komparatif mengenai periode sebelumnya;
dan
7. Laporan posisi keuangan pada awal periode
sebelumnya ketika entitas menerapkan suatu
kebijakan akuntansi secara retrospektif atau mampu
menyajikan kembali pos-pos laporan keuangan, atau
ketika entitas mereklasifikasi pos-pos dalam laporan
keuangannya (jika relevan).
Comprehensively consisting elements of the financial

statements, such as:
1. Statement of financial position;
2. Statement of income and comprehensive income;
3. Statement of changes in equity;
4. Statement of cash flows;
5. Notes to the financial statements;
6. Comparative information on the previous period; and
7. Statements of financial position at the beginning
of the previous period presented when an entity
applies an accounting policy retrospectively or makes
restatement of financial statements posts, or when an
entity reclassifies posts in the financial statements (if
relevant).
5. Perbandingan tingkat Perbandingan kinerja/laba (rugi) tahun berjalan dengan LK: 3

profitabilitas / tahun sebelumnya.
Comparison of profitability
level Comparison between profit (loss) in current year and the
previous year.
6. Laporan Arus Kas / Statement Memenuhi ketentuan sebagai berikut: LK: 5

of Cash Flow 1. Pengelompokan dalam tiga kategori aktivitas: operasi,
investasi, dan pendanaan;
2. Penggunaan metode langsung (direct method) untuk
melaporkan arus kas dari aktivitas operasi;
3. Pemisahan penyajian antara penerimaan kas dan atau
pengeluaran kas selama tahun berjalan pada aktivitas
operasi, investasi, dan pendanaan; dan
4. Pengungkapan transaksi non kas harus dicantumkan
dalam catatan atas laporan keuangan.
Fulfilling the following requirements:

1. Classification in three categories of activity: operating,
investing, and funding;
2. The use of direct method in reporting the cash flow
from operating activities;
3. Separation of presentation between cash receipts and/
or cash expenses for the current year in operating,
investing, and funding activities; and
4. Disclosure of non-cash transaction must be included in
the notes to the financial statements.

7. Ikhtisar Kebijakan Akuntansi / Meliputi sekurang-kurangnya: LK: 40-70
Accounting Policy Highlights 1. Pernyataan kepatuhan terhadap SAK;
2. Dasar pengukuran dan penyusunan laporan keuangan;
3. Pajak penghasilan;
4. Imbalan kerja; dan
5. Instrumen Keuangan.
Consisting at least:
1. Statement of compliance with Financial Accounting
Standards (SAK);
2. Basis for the measurement and preparation of
financial statements;
3. Income tax;
4. Employee benefits; and
5. Financial instruments.
8. Pengungkapan transaksi Hal-hal yang diungkapkan antara lain: LK: 123-124
pihak berelasi / Disclosure 1. Nama pihak berelasi, serta sifat dan hubungan dengan
of transactions with related pihak berelasi;
parties 2. Nilai transaksi beserta persentasenya terhadap total
pendapatan dan beban terkait; dan
3. Jumlah saldo beserta persentasenya terhadap total
aset atau liabilitas terkait.
Items disclosed among others are:

1. Names of related parties and the nature of
relationship with these parties;
2. Transactional value and its percentage against total
revenue and relevant expenses; and
3. Total balance and its percentage against total assets or
liabilities.
9. Pengungkapan yang Hal-hal yang harus diungkapkan: LK: 128-129 LK: 79-83
berhubungan dengan 1. Rekonsiliasi fiskal dan perhitungan beban pajak kini;
perpajakan / Disclosure of 2. Penjelasan hubungan antara beban (penghasilan)
matters relating to taxation pajak dan laba akuntansi;
3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil
rekonsiliasi dijadikan dasar dalam pengisian SPT
Tahunan PPh Badan tahun 2016;
4. Rincian aset dan liabilitas pajak tangguhan yang diakui
pada laporan posisi keuangan untuk setiap periode
penyajian, dan jumlah beban (penghasilan) pajak
tangguhan yang diakui pada laporan laba rugi apabila
jumlah tersebut tidak terlihat dari jumlah aset atau
liabilitas pajak tangguhan yang diakui pada laporan
posisi keuangan; dan
5. Pengungkapan ada atau tidak ada sengketa pajak.
Matters need to be disclosed:

1. Fiscal reconciliation and current tax expense
calculation;
2. Explanation of relationship between tax expense
(income) and accounting profit;
3. Statement acknowledging that Taxable Profits
(LKP) from the reconciliation serves as the basis for
Corporate Income Tax’s Annual Tax Returns (SPT) of
2016;
4. Details of assets and deferred tax liabilities recognized
in the financial position statement for each presenting
period, and the amount of deferred tax (income)
expenses recognized in the income statements if the
amount is not visible in the total assets or liabilities of
deferred tax recognized in the statements of financial
position; and
5. Disclosure of any tax disputes.

2017 Annual Report
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ARA References

10. Pengungkapan yang Hal-hal yang harus diungkapkan: LK: 88-95
berhubungan dengan aset 1. Metode penyusutan yang digunakan;
tetap / Disclosure of matters 2. Uraian mengenai kebijakan akuntansi yang dipilih
relating to fixed assets antara model revaluasi dan model biaya;
3. Metode dan asumsi signifikan yang digunakan dalam
mengestimasi nilai wajar aset tetap (untuk model
revaluasi) atau pengungkapan nilai wajar aset tetap
(untuk model biaya); dan
4. Rekonsiliasi jumlah tercatat bruto dan akumulasi
penyusutan aset tetap pada awal dan akhir periode
dengan menunjukkan: penambahan, pengurangan, dan
reklasifikasi.

1. Depreciation method used;
2. Description of accounting policy selected, either
revaluation or cost model;
3. Methods and significant assumptions used to estimate
fixed assets’ fair value (for revaluation model) or
disclosure of fixed assets’ fair value (for cost model);
and
4. Reconciliation of the gross carrying amount and
accumulated depreciation of fixed assets at the
beginning and the end of period by presenting:
addition, reduction, and reclassification.
11. Pengungkapan yang Hal-hal yang harus diungkapkan: LK: 125-126
berhubungan dengan segmen 1. Informasi umum yang meliputi faktor-faktor yang
operasi / Disclosure of digunakan untuk mengidentifikasi segmen yang
operational segment dilaporkan;
2. Informasi tentang laba rugi, aset, dan liabilitas segmen
yang dilaporkan;
3. Rekonsiliasi dari total pendapatan segmen, laba
rugi segmen yang dilaporkan, aset segmen, liabilitas
segmen, dan unsur material segmen lainnya terhadap
jumlah terkait dalam entitas; dan
4. Pengungkapan pada level entitas, yang meliputi
informasi tentang produk dan/atau jasa, wilayah
geografis, dan pelanggan utama.

1. General information covering the factors used to
identify reported segment;
2. Information regarding profit and loss, assets, and
liabilities of the reported segment;
3. Reconciliation of total revenue, profit and loss, assets,
liabilities of the reported segment, and other material
elements of the segment against relevant amount in
the entity; and
4. Disclosure at the level of entity, covering information
on products and/or services, geographical area, and
main customers.

12. Pengungkapan yang Hal-hal yang harus diungkapkan: LK: 126
berhubungan dengan 1. Rincian instrumen keuangan yang dimiliki berdasarkan
Instrumen Keuangan / klasifikasinya;
Disclosure relating to Financial 2. Nilai wajar dan hirarkinya untuk setiap kelompok
Instruments instrumen keuangan;
3. Penjelasan risiko yang terkait dengan instrumen
keuangan: risiko pasar, risiko kredit, dan risiko
likuiditas;
4. Kebijakan manajemen risiko; dan
5. Analisis risiko yang terkait dengan instrumen
keuangan secara kuantitatif.

1. Detailed of financial instruments by classification;
2. Fair value and hierarchy of each group of financial
instruments;
3. Explanation of risks relating to financial instruments:
market risks, credit risks, and liquidity risks;
4. Risk management policies; and
5. Quantitative risk analysis relating to financial
instruments.
13 Penerbitan laporan keuangan / Hal-hal yang diungkapkan antara lain: LK: 146
Publication of financial 1. Tanggal laporan keuangan diotorisasi untuk terbit; dan
statements 2. Pihak yang bertanggung jawab mengotorisasi laporan
keuangan.
Items disclosed among others are:

1. Authorized publication date of the financial
statements; and
2. The party responsible for the financial statements
authorization.

2017 Annual Report
887
Informasi Keuangan
Financial Information

INFORMASI
KEUANGAN
Financial Information

2017 Annual Report
889
lnbrnaional nenhet of:
DJOKO, SIDIK & !NDRA

Audit, Tax, and Business
Reg i stered P ubIi c Acco u
GonstrJdans
nta nt
{Antsa:
PT ANGKASA PURA ! (PERSERO}

DAN ENTITAS ANAK I AND SUBS'D'AR'ES
LAPORAN AUDITOR INDEPENDEN
I N DEPEN DENT AU D ITOR'S REPORT
DAN / AND
LAPORAN KEUANGAN KONSOLIDASIAN
CO N S O LI DATED FI N AN CI AL STAT EMENIS
Tanggal 31 Desember 2017 dan untuk Tahun yang Berakhir pada Tanggal Tersebut
(Dengan Perbandingan untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016)
As of December 31, 2017 and for the Year Then Ended
(With Comparative Figure for The Year Ended December 31 , 2016
Nomor/Number : DSl.IS/HOl025-AP1.LAl/18
TanggallDated : Pebruari I February 7, 2018
HEAD OFFICE:
Graha Mandiri d/h Plaza Bur-r ,:;i '; jgth
Floor Jl, lmam Bonjol No.6l Jakarta Pusat 10310 lndonesia
Phone: 6:.llJ9838734. 39838735, Fax: 62-21 3983208'l
Websitet kapJsi.com, E-mail: kapdsi.kpusat@gmail,com
N IUKAP: g5S I KM.'l 1201 4
DAFTAR ISI TABLE OF CONTENTS
Halaman/
Page
SURAT PERNYATAAN MANAJEMEN MANAGEMENT REPRESENTATION LETTER
LAPORAN AUDITOR INDEPENDEN INDEPENDENT AUDITOR'S REPORT
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS

PT Angkasa Pura I (Persero) dan Entitas Anak PT Angkasa Pura I (Persero) and Subsidiaries
Laporan Posisi Keuangan (Neraca) Konsolidasian Consolidated Statements of Financial Position

Tanggal 31 Desember 2017 (Dengan Perbandingan (Balance Sheets) as of December 31, 2017 (With
Tanggal 31 Desember 2016) 1-2 Comparative Figure as of December 31, 2016 )
Laporan Laba Rugi dan Penghasilan Komprehensif Consolidated Statements of Income and Other
Lain Konsolidasian untuk Tahun yang Berakhir pada Comprehensive Income for The Year Ended
Tanggal 31 Desember 2017 (Dengan Perbandingan December 31, 2017 (With Comparative Figure for
untuk Tahun yang Berakhir pada Tanggal 31 The Year Ended December 31, 2016)
Desember 2016) 3
Laporan Perubahan Ekuitas Konsolidasian untuk Consolidated Statements of Changes in Equity for
Tahun yang Berakhir pada Tanggal 31 Desember The Year Ended December 31, 2017 (With
2017 (Dengan Perbandingan untuk Tahun yang Comparative Figure for The Year Ended December
Berakhir pada Tanggal 31 Desember 2016) 4 31, 2016)
Laporan Arus Kas Konsolidasian untuk Tahun yang Consolidated Statements of Cash Flows As of
Berakhir pada Tanggal 31 Desember 2017 (Dengan December 31, 2017 and for the Year Than Ended
Perbandingan untuk Tahun yang Berakhir pada (With Comparative Figure for The Year Ended
Tanggal 31 Desember 2016) 5 December 31, 2016)
Catatan atas Laporan Keuangan Konsolidasian Notes to Consolidated Financial Statements As of

Tanggal 31 Desember 2017 dan untuk Tahun yang December 31, 2017 and for the Year Then Ended
Berakhir pada Tanggal Tersebut (Dengan (With Comparative Figure for The Year Ended
Perbandingan untuk Tahun yang Berakhir pada December 31, 2016)
Tanggal 31 Desember 2016) 6 - 146
Informasi Tambahan: Additional Information:
LAPORAN KEUANGAN POKOK BASIC FINANCIAL STATEMENTS

Laporan Keuangan Tersendiri Individual Financial Statements
(Entitas Induk Saja) (Parent Entity Only)
Tanggal 31 Desember 2017 dan untuk Tahun yang As of December 31, 2017 and for the Year Then
Berakhir pada Tanggal Tersebut (Dengan Ended (With Comparative Figure for The Year
Perbandingan untuk Tahun yang Berakhir pada Ended December 31, 2016)
Tanggal 31 Desember 2016)
SURAT PERNYATAAN MANAJEMEN
MANAGEMENT REPRESENTATION LETTER
LAPORAN AUDITOR INDEPENDEN
INDEPENDENT AUDITOR’S REPORT
lnbrnatonal nembil of:
DJOKO, SIDIK & INDRA

Audit, Tax, and Business Consultans
Reg i stered Pu bl ic Accou nta nt
{i\nts*a:
Nomor: DSI IS/HO/025-AP1 LAI/1 8 Number:
LAPORAN AUDITOR INDEPENDEN IN D EP EN D ENT AU DITO R'S REPO RT
Pemegang Saham, The Shareholders,

Dewan Komisaris dan Direksi Boards of Commissioners and Directors
dan Entitas Anaknya and lts Subsidkries
Laporan atas laporan keuangan Report on the financial statements

Kami telah mengaudit laporan keuangan konsolidasian We have audited the accompanying consolidated finansial
PT Angkasa Pura | (Persero) dan entitas anaknya terlampir, statements of PT Angkasa Pura I (Persero) and its
yang terdiri dari laporan posisi keuangan (neraca) subsidiaries enclosed. whtch comprise the consolidated
konsolidasian tanggal 31 Desember 2017, serta laporan laba statements of financial position (balance sheets) as of
rugi dan penghasilan komprehensif lain konsolidasian, December 31 , 201 6, and the consolidated statements of
laporan perubahan ekuitas konsolidasian, dan laporan arus profit or loss and other comprehensive income, the
kas konsolidasian untuk tahun yang berakhir pada tanggal consolidated changes in equity, and the consolidated cash
tersebut, dan suatu ikhtisar kebijakan akuntansi signifikan flows for the year then ended and a summary of significant
dan informasi penjelasan lainnya. Kami juga melakukan accounting polices and other explanatory information. We
pengujian atas kepatuhan perusahaan terhadap peraturan also conducted lests on the cornpany's compliance with
perundang-undangan dan pengendalian intern yang laws and regulations and internal control that direct and
berpengaruh langsung dan material terhadap penyaJran material effect on the consolidated financial stafernenfs
laporan keuangan konsolidasian. presentation.
Tanggung jawab manajemen atas laporan keuangan Management's responsibility for the financial statements
Manajemen bertanggung jawab atas penyusunan dan Management is responsible for the preparation and fair
penyajian wajar laporan keuangan konsolidasian tersebut presentation of such consolidated financial statements in
sesuai dengan Standar Akuntansi Keuangan di lndonesia, accordance with lndonesian Financial Accounting
dan atas pengendalian rnternal yang dianggap perlu oleh Standards, and for such internal control as management
manaJemen untuk memungkinkan penyusunan laporan determines ls necessary to enable the preparation of
keuarrgan konsolidasian yang bebas darr kesalahan consolidated financial statements that are free from materiai
penyajian materral. baik yang disebabkan oleh kecurangan mlsstalemenls, whether due to fraud or error. Management
maupun kesalahan Manajemen ruga bertanggung .1awab is responsible to other legal ancl regulatory requirements
atas kepatuhan terhadap peraturan perundang-undangan and internal control that drrect affect and material effect to
dan pengendalian intern yang berpengaruh langsung dan fairly presentation of
lhese consolidated financial
material terhadap penyajian wajar laporan keuangan statements.
konsolidasian ini
Tanggung jawab auditor ' Auditor'sresponsibility

Tanggung-1awab kami adalah untuk menyatakan suatu opini Our responsibl/lfies is lo express an opinion on such
atas laporan keuangan konsolidasian tersebut. kepatuhan consolidated financial slate,rnenls. and compliance to other
terhadap peraturan perundang-undangan dan pengendalian legal and regulatory requtrements and internal control that
intern yang berpengaruh langsung dan material berdasarkan direct affect and material effect on the financial statements
audit kami Kami melaksanakan audit berdasarkan Standar presentation based on our audits We conducted our audits
Audit yang ditetapkan oleh lnstitut Akuntan Publik lndonesia in accordance with Standards on Auditrng estabiished by the
dan standar pemeriksaan yang ditetapkan oleh Badan lndonesian lnstitute of Certified Public Accountants and
Pemeriksa Keuangan Republik lndonesia Standar tersebut examination standards established by The Financial Audit
mengharuskan kami r.rntuk mematuhi ketentuan etika serta Board of the Republic of lndonesia. Those standards requrre
merencanakan dan melaksanakan audit untuk memperoleh that we comply with ethical requirements and plan and
keyak nan memadahi bahwa laporan keuangan perform the audit to obtain reasonable assurance about
konsolidasian bebas dari kesalahan penyalian material. whether such consolidated financial statements are free
serta kepatuhan terhadap peraturan perundang-undangan from material misstatement, and compliance to other legal
dan pengendalian intern yang berpengaruh langsung dan and regulatory requirements and tnternal control that direct
material terhadap penyajian wajar laporan keuangan affect and material effect on the present farrly to the
kcnsolidasian terlampir accom pa ny i n g con so i d ated fi n a n ci a I state me nts e nclosed.
I
HEAD OFFICE:
GEha Mandiri d/h Plaa Bumi Daya lgth Floor Jl. lmam Bonjol No. 61 Jakarta Pusat 10310 Indonesia
Phon6: 62-21 39838734, 39838735, Fax: 62-21 39832081
Website: kapdsi.com, E-mail: kapdsi.kpusat@gmail.com
NIUKAP: 959/KM.'ll2014
Suatu audit melibatkan pelaksanaan prosedur untuk An audit involves performing procedures to obtain audit
memperoleh bukti audit tentang angka-angka dan evidence about the amounts and disclosures in the fnancial
pengungkapan dalam laporan keuangan Prosedur yang statements. The procedures se/ecfed depend on the
dipilih bergantung pada pertimbangan auditor, termasuk auditors' judgment, including fhe assessment for risks of
penilaian atas risiko kesalahan penyajian material dalam material misstatement of the financial statements, whether
laporan keuangan, baik yang disebabkan oleh kecurangan due to fraud or errors. ln making those risk assessmenls,
maupun kesalahan Dalam melakukan penilaian risiko the auditors consider internal control relevant to the entity's
tersebut, auditor mempertimbangkan pengendalian internal preparation and fair presentation of the financial statements
yang relevan dengan penyusunan dan penyajian waJar in order to design audit procedures that are appropriate in
laporan keuangan entitas untuk merancang prosedur audit the ciscumstances. An audit also include evaluating the
yang tepat sesuai kondisrnya. Suatu audit luga mencakup appropriateness of accou nting policies used and the
pengevaluasian atas ketepatan kebi.lakan akuntansi yang reasonableness of accounting estimates made by
digunakan dan kewajaran estimasi akuntansi yang dibuat management, as well as evaluating the overall presentation
oleh manalemen, serta pengevaluasian atas penyajian of the financial statements. An audit a/so include
laporan keuangan secara keseluruhan Selain itu juga examination for compliance to contract, certain section and
mencakup pengu.jian atas kepatuhan entitas terhadap their conditions to other legal and regulatory requirements
kontrak persyaratan bantuan dan pasal-pasal tertentu and internal control.
peraturan perundang-undangan serta kepatuhan terhadap
pengendalian intern.
Kami yakrn bahwa bukti audit yang telah kami peroleh We believe that the audrt evidence we have obtained is
adalah cukup dan tepat untuk menyediakan suatu basis bagi sufficient and appropriate to provide a basls for our audit
opini audit kami opinion
Opini Opinion
Menurut opini kami, laporan keuangan konsolidasian ln our opinion, the accompanying consolidated financial
terlampir menyajikan secara wajar, dalam semua hal yang statements enclosed present fairly, in all material respecfs,
materral, posisi keuangan konsolidasian PT Angkasa Pura I the consolidated financial position of PT Angkasa Pura I
(Persero) dan entitas anaknya tanggal 31 Desember 2017, (Persero) and its subsidiaries as of December 31 , 2017, and
serta kinerla keuangan dan arus kas konsolidasiannya untuk their consolidated ftnanctal performances and cash flows for
tahun yang berakhir pada tanggal tersebut, sesuai dengan the year then ended, in accordance with lndonesian
Standar Akuntansi Keuangan dr lndonesia F in anci a I Accou nti ng Sta nda rds
Hal lain Other matter
Audit kami atas laporan keuangan konsolidasian Our audit of the consolidated financial statements of
PT Angkasa Pura I (Persero) dan entitas anaknya tanggal PT Angkasa Pura I (Persero) and its subsidiaries dated
31 Desember 2017 dan untuk tahun yang berakhir pada December 31,2016 and for the year ended on that date
tanggal tersebut terlamprr dilaksanakan dengan tujuan untuk attached conducted to formulate an opinion on the
merumuskan suatu opini atas laporan keuangan consolidated financral sfalements as a whole. Separate
konsolidasian tersebut secara keseluruhan. Laporan financial statements (parent only) PT AnEkasa Pura I
keuangan tersendiri (induk saja) PT Angkasa Pura I (Persero) attached. whrch consists of a statement of
(Persero) terlampir, yang terdiri dari laporan posisi keuangan financial position (balance sheet) dated December 31 , 2017,
(neraca) tanggal 31 Desember 2017, sed.a laporan laba rugi and the statement of profit or loss and other comprehensive
dan penghasilan komprehensif lain, laporan perubahan income, statement of changes in equity and statement of
ekuitas, dan laporan arus kas untuk tahun yang berakhir cash flow for the year than ended, presented as additional
pada tanggal tersebut, disajikan sebagai informasi tambahan information of the accompanying consolidated financial
dari laporan keuangan konsolidasian terlampir, yang stateme/rts, whtch are presented for purposes of additional
disajikan untuk tujuan analisis tambahan dari laporan analysis of the accompanying consolidated financial
keuangan konsolidasian terlampir yang diharuskan menurut statements in accordance with lndonesian Financial
Standar Akuntansi Keuangan di lndonesia Accounting Standards.
lnbmalional mamber of:
DJOKO, SIDIK & !NDRA

Audit, Tax, and Business Consultans
Regislered P u b I i c Acc o u nta n t
{i\ntsn:
Informasi Keuangan - Entitas lnduk Saja sebagai Laporan The Financial lnformation - Parent Entity Only as Separafe
Keuangan Tersendiri merupakan tanggung jawab Financial Statement ls fhe responsibility of management and
manajemen serta dihasilkan dari dan berkaitan secara was derived from and relates directly to the underlying
langsung dengan catatan akuntansi dan catatan lainnya accounting and other records used to prepare the
yang mendasarinya yang digunakan untuk menyusun accompanying consolidated financial statements enclosed.
laporan keuangan konsolidasian terlampir. lnformasi The Financial lnformation - Parent Entity Only as Separale
Keuangan - Entitas lnduk saja sebagai Laporan Keuangan Financial Statement has been subjected to the auditing
Tersendiri telah menjadi obyek prosedur audit yang procedures applied in the audit of the accompanying
diterapkan dalam audit atas laporan keuangan konso{idasian consolidated financial slaternenfs in accordance with
terlampir berdasarkan Standar Audit yang ditetapkan oleh Slandards on Auditing established by the !ndonesian
Instltut Akuntan Publik lndonesia. Menurut opini kami, institute of Certified Public Accountants. ln our opinion, The
lnformasi Keuangan - Entitas lnduk saja sebagai Laporan Financial lnformation - Parent Entity Only as Separale
Keuangan Tersendiri disalikan secara wajar, dalam semua Financial Statement is fairly stated in all material respect. in
hal yang material, berkaitan dengan Iaporan keuangan relation to the accompanying consolidated financial
konsolidasian terlampir secara keseluruhan. statements taken as a whole.
Laporan atas ketentuan peraturan perundang-undangan The report on compliance with laws and regulations and
dan pengendalian intern internal control
Kepatuhan terhadap peraturan Derundang-undangan Compliance to other legal and regulatory requirements and
dan kepatuhan terhadap pengendalian intern kamr internal control we lssued lo management in our reporl
sampaikan kepada manajemen dalam laporan kamr number DSI 1S/HO/025A-AP1 LAK-UU/18 and
nomor DSl.|S/HO/025A-AP'1 LAK-UU/18 dan DS I I S/HO/02 5B.AP1, LAK.P I/1 B,
DSI IS/HO/O2sB.AP1 LAK.PI/1 8
KANTOR AKUNTAN PUBLIK & INDRA

DJOKO, SIDIK & PUBLIC ACCOUNTANTS
lnd Ak., cPA., CA.

NRAP / Accountant License AP 0139
7 Februari I February, 2018
NOTICE IO READERS
The above audito/s repofi and the accompanytng consohdated ftnancral statements are Engltsh trans/aflons of the lndonesian auditols repoft and
consolidated financtal statements enclosed prepared for and used in lndonesta. The accompanytng consolidated frndncral statements were prepared using
accauntng pnnciples, procedures and repoftrng practices generally accepted tn lndonesia and are nat intended ta present the consolidated financra!
positlons, financtal pelormances and theu cash flows rn accordance with accountrng princtples and practices generally accepted tn countries and
jurtsdictions other than lndonesta. The standards, procedures and practrces utilized to audit such consoltdated ftnanctal statements are conformity with
lndonesran Financial Accountrno Standards.
iit
HEAD OFFICE:
Graha Mandiri d/h Plaza Bumi Daya 1gth Floor Jl. lmam Bonjol No 61 Jakarta Pusat 10310 lndonesia
Phone: 62-21 39838734, 39838735, Fax: 62-21 39832081
Website: kapdsi.com, E-mail: kapdsi.kpusat@gmail.com
NIUKAP: 9591KM.112014
CONSOLIDATED FINANCIAL STATEMENTS
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF FINANCIAL
(NERACA) KONSOLIDASIAN POSITION (BALANCE SHEETS)
Tanggal 31 Desember 2017 As of December 31, 2017
(Dengan Perbandingan Tanggal 31 Desember 2016) (With Comparative as of December 31, 2016)
(Dinyatakan dalam ribuan Rupiah, kecuali dinyatakan lain) (Expressed in thousands Rupiah, unless otherwise stated)
31 Desember/ Catatan / 31 Desember/

December 2017 Notes December 2016
ASET ASSETS
Aset Lancar Current Assets
Kas dan setara kas 4.146.085.966 5d, 5e, 5f, 5g, 6 4.896.214.996 Cash and cash equivalents
Investasi jangka pendek 407.155.975 5d, 5g, 7 295.240.648 Short-term investment
Piutang usaha, bersih 5d, 5h, 8, 55 Trade receivables, net
(Setelah dikurangi penurunan nilai (Net of allowance for impairment
sebesar Rp139.602.882 dan losses of Rp139,602,882 and
Rp131.438.274 pada tanggal 31 Rp131,438,274 as of Dec. 31, 2017
Des. 2017 dan 2016) and 2016)
Pihak berelasi 92.919.624 92.438.942 Related parties
Pihak ketiga 427.375.259 390.331.307 Third parties
Piutang lain-lain, bersih 19.053.290 5d, 5h, 9, 55 12.444.652 Other receivables, net
(Setelah dikurangi penurunan nilai (Net of allowance for impairment
sebesar Rp1.731.631 dan losses of Rp1,731,631 and
Rp2.980.253 pada tanggal 31 Des. Rp2,980,253 as of Dec. 31, 2017 and
2017 dan 2016) 2016)
Persediaan 68.668.359 5i, 10 40.616.584 Inventories
Uang muka dan biaya dibayar dimuka 72.003.022 5j, 11 63.696.013 Advances and prepaid expense
Pendapatan akrual 225.606.033 5g, 12 201.226.696 Accrued income
Pajak dibayar dimuka 424.738.175 5y, 13a 82.242.218 Prepaid taxes
Aset lancar lainnya 13.395.769 14 10.249.251 Other current assets
Jumlah Aset Lancar 5.897.001.472 6.084.701.307 Total Current Assets
Aset Tidak Lancar Non Current Assets
Aset pajak tangguhan 83.863.138 5y, 13e 302.019 Deferred tax assets
Piutang jangka panjang 1.514.072 5g, 15 699.887 Non-current receivables
Uang muka dan biaya dibayar dimuka Non-current advances and
jangka panjang 52.741.388 5j, 11 78.216.838 Prepaid expense
Investasi jangka panjang 86.642.338 5g, 5k, 16 96.129.584 Long-term investments
Properti investasi, nilai buku 247.036.296 5l, 17 200.785.384 Investment property, book value
(Setelah dikurangi akumulasi (Net of accumulated depreciation and
penyusutan dan penurunan nilai impairment value of Rp66.547.821 and
sebesar Rp66.547.821 dan Rp50.040.833 as of Dec. 31, 2017 and
50.040.833 pada tanggal 31 Des. 2016)
2017 dan 2016)
Aset tetap, nilai buku 18.627.786.052 5m, 5ff, 18 17.155.508.872 Fixed Assets, Book Value
(Setelah dikurangi akumulasi (Net of accumulated depreciation and
penyusutan dan penuruan nilai impairment value of Rp5.729.149.930
sebesar Rp5.729.149.930 dan and Rp4.885.057.914 as of Dec. 31,
Rp4.885.057.914 pada tanggal 31 2017 and 2016)
Des. 2017 dan 2016)
Aset tak berwujud, bersih 48.998.474 5n, 19 44.244.282 Intangible assets, net
Aset tidak lancar lainnya 6.226.600 20 6.357.781 Other non-current assets
Jumlah Aset Tidak Lancar 19.154.808.358 17.582.244.647 Total Non-Current Assets
JUMLAH ASET 25.051.809.830 23.666.945.954 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to consolidated
merupakan bagian yang tidak terpisahkan dari laporan financial statements as an integral part of
keuangan konsolidasian secara keseluruhan these consolidated financial statements
1
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF FINANCIAL
(NERACA) KONSOLIDASIAN POSITION (BALANCE SHEETS)
Tanggal 31 Desember 2017 As of December 31, 2017
(Dengan Perbandingan Tanggal 31 Desember 2016) (With Comparative as of December 31, 2016)
(Dinyatakan dalam ribuan Rupiah, kecuali dinyatakan lain) (Expressed in thousands Rupiah, unless otherwise stated)
31 Desember/ Catatan / 31 Desember/

December 2017 Notes December 2016
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

Liabilitas Liabilities
Liabilitas Jangka Pendek Short-Term Liabilities

Beban akrual 1.301.138.685 5o, 21 879.355.299 Accrued expenses
Utang usaha 5d, 5g, 5p, 22 Trade payables
Pihak ketiga 1.036.986.826 1.466.479.973 Third parties
Pihak berelasi 10.812.049 25.130.387 Related parties
Utang non-usaha 1.552.879 5g, 5p, 23 16.626.370 Non-trade payable
Pendapatan diterima dimuka 97.657.593 5q, 24 87.481.015 Unearned revenues
Utang pajak 586.915.606 5y, 5ff, 13b 138.440.567 Tax payables
Utang jangka panjang jatuh tempo Current portion of debt to maturities
Utang bank 720.938.954 5r, 25 749.480.143 Bank loans
Utang sewa pembiayaan - 3.671.688 Financial lease
Utang lancar lain-lain 512.027.654 5g, 26 505.126.209 Other current liabilities
Jumlah Liabilitas Jangka Pendek 4.268.030.246 3.871.791.651 Total Short-term Liabilities
Liabilitas Jangka Panjang Long-term Liabilities

Utang bank jangka panjang 3.665.693.887 5r, 25 4.304.115.030 Long-term bank loan
Utang obligasi dan sukuk ijarah 2.992.474.960 5s, 5t, 27 2.991.309.839 Bonds payable and sukuk ijarah
Utang sewa pembiayaan - 4.616.805 Financial-lease
Utang jangka panjang lainnya 174.905.265 28 167.636.205 Other long-term liabilities
Liabilitas imbalan pasca kerja 549.244.430 5u, 5ff, 29 329.979.564 Post-employment benefits liability
Jumlah Liabilitas Jangka Panjang 7.382.318.542 7.797.657.443 Total Long-term Liabilities
Jumlah Liabilitas 11.650.348.788 11.669.449.094 Total Liabilities
Ekuitas Equity
Ekuitas yang dapat diatribusikan Equity attributable to the owner of the
kepada pemilik entitas induk parent entity
Modal saham 6.414.412.000 30 6.414.412.000 Shares capital
Modal dasar 12.000.000 saham Authorized capital 12.000.000 shares
dengan nilai nominal Rp1.000.000 with par value of Rp1,000,000 per
per saham. Modal ditempatkan dan share. Issued and fully paid-up capital
disetor Rp6.414.412 saham tahun Rp6.414.412 shares in year 2017 and
2017 dan 2016. 2016.
Penyertaan modal negara 255.096.706 5w, 31 255.096.706 Government capital investment
Bantuan pemerintah yang belum Undetermined status of government
Ditentukan statusnya (BPYBDS) - 5v, 32 - Contribution (BPYBDS)
Nilai buku aset tetap kenavigasian Book value of fixed assets navigation
dari BPYBDS (269.138.292) 33 (269.138.292) from BPYBDS
Akumulasi penyusutan aset tetap Accumulated depreciation of navigation
kenavigasian dari BPYBDS 408.393.524 33 408.393.524 fixed assets from BPYBDS
Saldo laba 6.512.334.258 34 5.239.212.528 Retained earnings
Pendapatan komprehensif lain 74.064.750 (52.874.697) Other compherensive income
Jumlah Ekuitas yang Diatribusikan ke: Total equity attributable to:
- Pemilik entitas induk 13.395.162.946 11.995.101.769 The owner of parent entity -
- Kepentingan non pengendali 6.298.096 5aa, 35 2.395.091 Non-controlling interests -
Jumlah Ekuitas 13.401.461.042 11.997.496.860 Total Equity
JUMLAH LIABILITAS DAN EKUITAS 25.051.809.830 23.666.945.954 TOTAL LIABILITIES AND EQUITY
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated
keuangan konsolidasian secara keseluruhan. these consolidated financial statements.
2
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF INCOME
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2017 For The Year Ended December 31, 2017
(Dengan Perbandingan untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016) (With Comparative Figure for The Year Ended December 31, 2016)
(Dinyatakan dalam ribuan Rupiah, kecuali dinyatakan lain) (Expressed in Thousand Rupiah, unless Otherwise Stated)
Catatan /
2017 2016
Notes
PENDAPATAN USAHA OPERATING REVENUES
Aeronautika 5x, 36 Aeronautics
Jasa pendaratan, penempatan dan penyimpanan Aircraft landing, placing and
pesawat udara (PJP4U) 574.447.311 525.538.196 storing services (PJP4U)
Jasa penumpang pesawat udara (PJP2U) 3.401.969.489 2.772.510.513 Aircraft passenger handling services (PJP2U)
Pemakaian aviobridge 137.776.838 133.823.660 Aviobridge services
Pemakaian counter 113.527.631 105.762.864 Counter services
Pemakaian BHS/HBS 58.063.920 74.652.793 BHS/HBS services
Jumlah pendapatan aeronatika 4.285.785.189 3.612.288.026 Total revenues of aeronautics
Non-aeronautika 5x, 37 Non-aeronautics

Pemakaian telepon, listrik, air, parkir, anjungan 335.052.570 250.018.395 Telephone, electricity, water, parking, waving gallery
Sewa-sewa 577.628.369 581.302.274 Rentals
Pemakaian ruang tunggu 114.123.735 96.726.698 CIP lounge
Konsesi 1.267.167.188 1.134.882.845 Concessions
Event & promosi 35.066.205 27.670.233 Event & promotion
Pergudangan 441.827.240 302.899.398 Warehousing
Jasa pemeliharaan dan perbaikan 67.654.833 84.476.395 Maintenance & service fee
Jasa lain 70.042.205 48.007.635 Other services
Jumlah pendapatan non-aeronatika 2.908.562.345 2.525.983.873 Total revenues of non-aeronautics
Jumlah pendapatan usaha 7.194.347.534 6.138.271.899 Total Operating Revenues
BEBAN USAHA OPERATING EXPENSES

Beban pegawai 1.285.493.560 5x, 38 1.078.993.793 Employee expenses
Beban pemeliharaan 335.288.374 5x, 39 258.006.427 Maintenance expenses
Beban pemakaian persediaan 47.353.214 5x, 40 40.408.579 Inventory usage expenses
Beban utilitas 321.805.199 5x, 41 316.507.854 Utilities expenses
Beban Sewa 58.533.863 5x, 42 44.935.860 Rent expenses
Beban umum dan administrasi 643.624.045 5x, 43 688.573.717 General and administration expenses
Beban pajak 254.187.627 5x, 44 206.259.651 Tax expenses
Beban asuransi 27.466.557 5x, 45 15.986.366 Insurance expenses
Beban low value asset 19.178.858 5x, 46 15.378.917 Low value assets expenses
Beban penyusutan dan amortisasi 807.053.064 5x, 47 759.217.418 Depreciation and amortizations expenses
Beban imbalan pasca kerja 450.309.806 5x, 48 78.894.173 Post-employment benefits expenses
Beban pelayanan penumpang 150.079.299 5x, 49 284.170.517 Passenger services expenses
Beban langsung lainnya 906.474.093 5x, 50 701.528.811 Other direct expenses
Jumlah beban usaha 5.306.847.559 4.488.862.083 Total Operating Expenses
LABA USAHA 1.887.499.975 1.649.409.816 OPERATING PROFIT
PENDAPATAN (BEBAN) NON USAHA NON-OPERATING INCOME (EXPENSES)

Pendapatan non-usaha 336.622.124 5x, 51 194.155.669 Non operating income
Beban non-usaha (434.624.724) 5x, 52 (334.712.729) Non operating expenses
Jumlah pendapatan (beban) usaha (98.002.600) (140.557.060) Total Non Operating Income (Expenses)
Laba sebelum pajak penghasilan badan 1.789.497.375 1.508.852.756 Income Before Corporate Income Tax
TAKSIRAN PAJAK PENGHASILAN BADAN INCOME TAXES

Pajak kini 446.980.943 5y, 13c 348.165.197 Current tax
Pajak tangguhan (77.836.620) 5y, 13c 1.110.405 Deffered tax
Total pajak penghasilan 369.144.323 349.275.602 Total Income Taxes
LABA BERSIH TAHUN BERJALAN 1.420.353.052 1.159.577.154 Net Income of Current Year
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME

Item that will be reclassified to profit or loss in
Pos-pos yang akan direklasifikasi ke laba rugi
subsequent period
Laba (rugi) belum terealisasi investasi efek 18.377.017 16.128.386 Unrealized gain (loss) on securities investment
Item that will not be reclassified to profit or loss in
Pos-pos yang tidak akan direklasifikasi ke laba rugi
subsequent period
Laba (rugi) komprehensif entitas asosiasi (2.261.085) - Comprehensive gain (loss) of associated
Laba (rugi) aktuarial imbalan pasca kerja 110.823.515 (38.789.601) Actuarial gain (loss) on post-employment benefits
Jumlah Laba Komprehensif Lain 126.939.447 (22.661.215) Total Other Comprehensive Income
Laba Komprehensif Tahun Berjalan 1.547.292.499 1.136.915.939 Comprehensive Income for The Year
LABA YANG DAPAT DIATRIBUSIKAN KEPADA : INCOME ATTRIBUTABLE TO :

Pemilik entitas induk 1.418.577.150 1.158.800.143 The owner of parent entity
Kepentingan non-pengendali 1.775.902 5aa 777.011 Non-controlling interest
1.420.353.052 1.159.577.154
JUMLAH PENGHASILAN KOMPREHENSIF YANG DAPAT TOTAL COMPREHENSIVE INCOME
DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO
Pemilik entitas induk 1.545.516.597 1.136.138.928 The owner of parent entity
Kepentingan non-pengendali 1.775.902 777.011 Non-controlling interest
1.547.292.499 1.136.915.939
Laba bersih per saham dasar 221,43 5ee 180,78 Basic Earnings per Share
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial
merupakan bagian yang tidak terpisahkan dari laporan statements as an integral part of these consolidated financial
keuangan konsolidasian secara keseluruhan statements
3
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN SHAREHOLDERS EQUITY
(Dengan Perbandingan untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016) (With Comparative Figure for The Year Ended December 31, 2016)
(Dinyatakan Dalam Ribuan Rupiah, kecuali Dinyatakan Lain) (Expressed In Thousands Rupiah, unless Otherwise Stated)
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas Induk / Equity Attributable to The Owner of Parent Entity
Pengaruh Pengalihan Aset

Bantuan Kenavigation / Impact of
Saldo Laba / Retained Earnings
Pemerintah Transfer of Navigation Fixed
Modal Saham - Kepentingan
Penyertaan yang Belum Assets
Ditempatkan Penghasilan Non-Pengendali
Catatan / Modal Ditentukan Jumlah Ekuitas /
dan Disetor Akum. Komprehensif / Non-
Notes Pemerintah / Statusnya Total Equity
Penuh / Nilai Buku Penyusutan Lain / Other Jumlah / Total controlling
Government (BPYBDS) / Yang Telah Yang belum
Shares Capital Aset Tetap Aset Tetap Compherensive interests
Capital Undetermined Ditentukan Ditentukan
- Issued and Kenavigasian / Kenavigasian / Jumlah / Income
Investment Form of Penggunaan- Penggunaan-
Fully Paid Book Value of Accumulated Total
Government nya / nya / Un-
Navigation Depr. of
Contribution Appropriated appropriated
Fixed Assets Navigation
Fixed Assets
Saldo per 1 Januari 2016 6.414.412.000 - 255.096.706 (269.138.292) 408.393.524 3.407.178.379 841.542.506 4.248.720.885 (30.213.482) 11.027.271.341 1.777.885 11.029.049.226 Balance as of January 1, 2016
Pembagian dividen 34 - - - - - - (168.308.500) (168.308.500) - (168.308.500) - (168.308.500) Dividend declaired

Cadangan 34 - - - - - 673.234.006 (673.234.006) - - - - - General reserve
Penyertaan modal pemerintah 31 - 255.096.706 - - - - - - - 255.096.706 - 255.096.706 Government capital investment
BPYBDS 32 (255.096.706) - - (255.096.706) (255.096.706) BPYBDS
Laba (rugi) aktuaria (38.789.601) (38.789.601) (38.789.601) Actuarial gain (loss)
Laba (rugi) belum direalisasi Unrealized gain (loss) on
atas pemilikan efek - - - - - - - - 16.128.386 16.128.386 - 16.128.386 securities investment
Penyesuaian saldo laba 34 - - - - - - - - - - (159.805) (159.805) Retained earnings adjustment
Laba bersih tahun berjalan - - - - - - 1.158.800.143 1.158.800.143 - 1.158.800.143 777.011 1.159.577.154 Net income of current year
Saldo per 31 Desember 2016 6.414.412.000 255.096.706 - (269.138.292) 408.393.524 4.080.412.385 1.158.800.143 5.239.212.528 (52.874.697) 11.995.101.769 2.395.091 11.997.496.860 Balance as of December 31, 2016
Pembagian dividen 34 - - - - - - (140.000.000) (140.000.000) - (140.000.000) - (140.000.000) Dividend declaired

Cadangan 34 - - - - - 1.018.800.143 (1.018.800.143) - - - - - General reserve
Penyertaan modal pemerintah 31 - - - - - - - - - - - - Government capital investement
Pengaruh pengalihan aset tetap 33 - - - - - - - - - - - - Other comprehensive income
Laba (rugi) komprehensif Comprehensive gain (loss)
asosiasi - - - - - - - - (2.261.085) (2.261.085) - (2.261.085) of associated
Laba (rugi) aktuaria 110.823.515 110.823.515 - 110.823.515 Actuarial gain (loss)
Laba (rugi) belum direalisasi - Unrealized gain (loss) on
atas pemilikan efek 18.377.017 18.377.017 - 18.377.017 securities investment
Penyesuaian saldo laba 34 - - - - - (5.455.420) - (5.455.420) - (5.455.420) - (5.455.420) Retained earnings adjustment
Laba bersih tahun berjalan - - - - - - 1.418.577.150 1.418.577.150 - 1.418.577.150 3.903.005 1.422.480.155 Net income of current year
Saldo per 31 Desember 2017 6.414.412.000 255.096.706 - (269.138.292) 408.393.524 5.093.757.108 1.418.577.150 6.512.334.258 74.064.750 13.395.162.946 6.298.096 13.401.461.042 Balance as of December 31, 2017
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang The accompanying notes to the consolidated financial statements
tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. an integral part of these consolidated financial statements.
4
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOW
(Dengan Perbandingan untuk Tahun yang (With Comparative Figure for
Berakhir pada Tanggal 31 Desember 2016) The Year Ended December 31, 2016)
(Dinyatakan Dalam ribuan Rupiah Penuh, kecuali dinyatakan lain) (Expressed in Thousand Rupiah, unless Otherwise Stated)
2017 2016
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Penerimaan dari penjualan tunai 4.470.911.987 3.203.341.496 Cash received from cash sales
Penerimaan dari penjualan kredit 3.181.015.115 2.827.882.113 Cash received from non-cash sales customers
Pembayaran kas kepada pemasok dan karyawan (4.869.890.667) (3.328.483.043) Cash payment to suppliers and employees
Kas yang dihasilkan dari aktivitas operasi 2.782.036.435 2.702.740.566 Net cash from receipt and payment
Pembayaran pajak (1.439.246.408) (641.504.619) Tax payment
Kas Bersih yang Diperoleh dari (Digunakan untuk) Net Cash Provided by (used for)
Aktivitas Operasi 1.342.790.027 2.061.235.947 Operating Activities
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Penerimaan dari (pengeluaran untuk) investasi Received from (payment for) short-term
Jangka pendek (15.817.801) (166.259.955) Investments
Penerimaan dari (pengeluaran untuk) investasi Received from (payment for) long-term
Jangka panjang (105.045.372) - Investments
Penambahan aset tetap (1.586.664.397) (3.669.513.457) Increase of fixed assets
Penambahan aset lain-lain (5.413.144) 44.578.808 Increase of other assets
Penerimaan bunga deposito dan jasa giro 160.711.289 80.651.484 Interest receipt of deposit and current account
Aktivitas Investasi (1.552.229.425) (3.710.543.120) Investing Activities
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
Penerimaan (pembayaran) pinjaman jangka panjang (341.794.326) 1.980.120.127 Proceed (pay) on long-term loan
Penerbitan obligasi dan sukuk ijarah - 3.000.000.000 Bonds and ijara sukuk
Pembayaran dividen (164.423.746) (168.308.500) Dividend payment
Aktivitas Pendanaan (506.218.072) 4.811.811.627 Financing Activities
Kenaikan (Penurunan) Kas dan Setara Kas (715.657.470) 3.162.504.454 Increase (Decrease) of Cash and Cash Equivalent
Pengaruh selisih kurs (34.471.560) (12.562.303) Effect of foreign exchange rate
Kas dan setara kas - saldo awal 4.896.214.996 1.746.272.845 Cash and cash equivalent - beginning balance
KAS DAN SETARA KAS PADA AKHIR TAHUN 4.146.085.966 4.896.214.996 CASH AND CASH EQUIVALENT END OF YEAR
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated
keuangan konsolidasian secara keseluruhan these consolidated financial statements
5
CATATAN ATAS
NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS
PT ANGKASA PURA I (PERSERO) DAN ENTITAS ANAK PT ANGKASA PURA I (PERSERO) AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Tanggal 31 Desember 2017 dan As of December 31, 2017 and
untuk Tahun yang Berakhir pada Tanggal Tersebut for the Year Then Ended
(Dengan Perbandingan untuk Tahun yang Berakhir pada (With Comparative Figure for The Year Ended
Tanggal 31 Desember 2016) December 31, 2016)
(Dinyatakan dalam Ribuan Rupiah, kecuali Dinyatakan Lain) (Expressed in Thousands Rupiah, unless Otherwise Stated)
1. UMUM 1. GENERAL
a. Pendirian a. Establishment
PT Angkasa Pura I (Persero) ("Perseroan") pertama PT Angkasa Pura I (Persero) ("The Company") was
kali didirikan dalam bentuk Perusahaan Negara first established as a state company by the name of
dengan nama Perusahaan Negara (PN) Angkasa the State Enterprise (PN) Angkasa Pura Kemayoran
Pura Kemayoran berdasarkan Peraturan Pemerintah by the Indonesian Government Regulation No.33
Republik Indonesia No.33 Tahun 1962 tentang Year 1962 on the Establishment of the State
Pendirian Perusahaan Negara (PN) Angkasa Pura Enterprise (PN) Angkasa Pura Kemayoran. Based
Kemayoran. Berdasarkan Peraturan Pemerintah on the Indonesian Government Regulation No.21 of
Republik Indonesia No.21 tahun 1965 tentang 1965 on the Amendment and Supplement to
Perubahan dan Tambahan PP Nomor 33 Tahun Regulation No.33 of 1962, PN Angkasa Pura
1962, PN Angkasa Pura Kemayoran berubah nama Kemayoran changed its name to PN Angkasa Pura.
menjadi PN Angkasa Pura. Selanjutnya, Furthermore, based on the Indonesian Government
berdasarkan Peraturan Pemerintah Republik Regulation No.37 of 1974 on Public Company
Indonesia No.37 Tahun 1974 tentang Perusahaan Angkasa Pura, PN Angkasa Pura continued
Umum Angkasa Pura. PN Angkasa Pura dilanjutkan establishment and set forms its business into Public
berdirinya dan ditetapkan bentuk usahanya menjadi Corporation (Perum) as defined in Article 2
Perusahaan Umum (PERUM) sebagaimana paragraph (2) of Law No.9 of 1969, under the name
dimaksud dalam Pasal 2 ayat (2) Undang-undang Public Corporation (Perum) "Angkasa Pura".
Nomor 9 Tahun 1969, dengan nama Perusahaan
Umum (PERUM) “Angkasa Pura”.
Dalam rangka pembagian wilayah pengelolaan In the framework of the division of management of
bandar udara, Perusahaan Umum (PERUM) airports, public corporations (Perum) Angkasa Pura
Angkasa Pura sebagaimana dimaksud dalam as stipulated in Government Regulation No.3 Year
Peraturan Pemerintah No.3 Tahun 1985 diubah 1985 was renamed the Perusahaan Umum Angkasa
namanya menjadi Perusahaan Umum Angkasa Pura Pura I is based on the Indonesian Government
I berdasarkan Peraturan Pemerintah Republik Regulation No.25 Year 1986. Furthermore, based on
Indonesia No.25 Tahun 1986. Selanjutnya Government Regulation No.5 of 1992 on the
berdasarkan Peraturan Pemerintah No.5 Tahun1992 Transformation of the General Company (Perum)
tentang Pengalihan Bentuk Perusahaan Umum Angkasa Pura I became a Limited Company
(Perum) Angkasa Pura I menjadi Perusahaan (Persero) ("PP No.5/1992"), the legal entity of
Perseroan (Persero) (“PP No.5/1992”), bentuk badan general company (Perum) Angkasa Pura I is
hukum Perusahaan Umum (Perum) Angkasa Pura I converted into a limited company (PT). The move of
diubah menjadi Perseroan Terbatas (PT). Dengan the forms of general company (Perum) Angkasa
dialihkannya bentuk Perusahaan Umum (Perum) Pura I became a Limited Company (Persero),
Angkasa Pura I menjadi Perusahaan Perseroan General Company (Perum) Angkasa Pura I is
(Persero), Perusahaan Umum (Perum) Angkasa liquidated at the time of incorporation of the
Pura I dinyatakan bubar pada saat pendirian Company (Persero) with the proviso that all rights
Perusahaan Perseroan (Persero) tersebut dengan and obligations, property and employees of General
ketentuan bahwa segala hak dan kewajiban, Company (Perum) Angkasa Pura I, which existed at
kekayaan serta pegawai perusahaan Umum (Perum) the time of its dissolution transferred to the Company
Angkasa Pura I yang ada pada saat pembubarannya (Persero) is concerned.
beralih kepada Perusahaan Perseroan (Persero)
yang bersangkutan.
Perseroan mulai beroperasi sejak dialihkannya The Company started its operations since the
status hukum dari Perusahaan Umum menjadi transfer of legal status from the General Company
bentuk usaha Perseroan Terbatas (PT) tahun 1993. into a Limited Company (PT) in 1993.
6
1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian (lanjutan) a. Establishment (continued)
Dalam rangka pelaksanaan PP No.5/1992 telah In the implementation of PP No.5/1992 has been
ditandatangani Akta Pendirian Perseroan Terbatas signed Deed of Establishment of a Limited Liability
Angkasa Pura I (Persero) No.1 tanggal 2 Januari Company Angkasa Pura I (Persero) No.1 dated
1993, sebagaimana diperbaiki dengan Akta January 2, 1993, as corrected by Deed of
Pembetulan No.95 tanggal 19 Maret 1993 keduanya Rectification No.95 dated March 19, 1993, both
dibuat di hadapan Muhani Salim S.H., Notaris di made by Muhani Salim SH, Notary in Jakarta, which
Jakarta, yang telah memperoleh pengesahan has been approved by the Ministry of Justice by
Menteri Kehakiman berdasarkan Keputusan No.C2- Decree No.C2-2470.HT.01.01. th.93 April 24, 1993
2470.HT.01.01. th.93 tanggal 24 April 1993 dan telah and was registered at the Central Jakarta District
didaftarkan pada Kepaniteraan Pengadilan Negeri Court No.1370/1993 dated May 19, 1993 and was
Jakarta Pusat No.1370/1993 tanggal 19 Mei 1993 published in the State Gazette of the Republic of
dan telah diumumkan dalam Berita Negara Republik Indonesia No.52 dated June 29, 1993, the Official
Indonesia No.52 tanggal 29 Juni 1993, Tambahan Gazette of the Republic of Indonesia No.2914, with
Berita Negara Republik Indonesia No.2914, dengan the capital of the company as follows:
modal perusahaan sebagai berikut:
a. Modal dasar perseroan ditetapkan sebesar a. The authorized capital is set at

Rp5.250.000.000.000 (Rupiah penuh) terbagi Rp5,250,000,000,000 (full amount) divided into
dalam 5.250.000 saham terdiri atas 1.050.000 5,250,000 shares consisting of 1,050,000 shares
saham prioritas dan 4.200.000 saham biasa, and 4,200,000 priority common shares,
masing-masing saham dengan nilai nominal respectively shares with a nominal value
Rp1.000.000 (Rupiah penuh); Rp1,000,000 (full amount);
b. Modal ditempatkan/diambil bagian dan telah b. The issued / taken part and have been fully paid
disetor penuh dengan uang tunai sebesar by cash amounting Rp1,050,000,000,000 (full
Rp1.050.000.000.000 (Rupiah penuh). amount).
Berdasarkan Akta tanggal 16-04-1998, Nomor 15 Based on the Deed dated 16 April 1998, No.15
yang dibuat dihadapan Imas Fatimah, S.H., Notaris made by Imas Fatimah, SH, Notary in Jakarta, which
di Jakarta yang telah memperoleh persetujuan dari has been approved by the Minister of Justice of the
Menteri Kehakiman Republik Indonesia dengan Republic of Indonesia with decision No.: C2-25830
keputusan No.: C2-25830 HT.01.04.TH.98 tanggal HT.01.04.TH.98 dated 19 November 1998 there is a
19 November 1998 terdapat penurunan modal dasar decrease in the authorized capital and paid up
dan modal disetor sebagai berikut: capital as follows:
a. Modal dasar perseroan ditetapkan sebesar a. The authorized capital is set at

Rp3.700.000.000.000 (Rupiah penuh) terbagi Rp3,700,000,000,000 (full amount) divided into
atas 3.700.000 saham, masing- masing saham 3,700,000 shares, each share with a nominal
dengan nilai nominal Rp1.000.000 (Rupiah value Rp1,000,000 (full amount);
penuh);
b. Modal ditempatkan/diambil bagian dan telah b. The issued / taken part and have been fully paid
disetor penuh sebesar Rp925.000.000.000 for Rp925,000,000,000 (full amount).
(Rupiah penuh).
Berdasarkan persetujuan Menteri Badan Usaha Milik Based on the approval of the Minister for State
Negara Republik Indonesia selaku Rapat Umum Owned Enterprises of the Republic of Indonesia as
Pemegang Saham Perseroan sebagaimana ternyata the General Meeting of Shareholders of the
dalam Keputusan Menteri Nomor KEP-30/MBU/2007 Company as stated in Ministerial Decree No.KEP-
tanggal 26 Maret 2007 terdapat: 30/MBU/2007 dated March 26, 2007 are:
7
a. Peningkatan modal dasar yang semula sebesar a. The increase in authorized capital originally
Rp3.700.000.000.000 (Rupiah penuh) menjadi amounting Rp3,700,000,000,000 (full amount) to
sebesar Rp7.000.000.000.000 (Rupiah penuh); Rp7,000,000,000,000 (full amount);
b. Penambahan penyertaan modal Negara Republik b. Additional capital participation of the Republic of
Indonesia ke dalam modal saham Perseroan Indonesia to the share capital of the Company
sebesar Rp875.000.000.000 (Rupiah penuh) amounted to Rp875,000,000,000 (full amount)
yang berasal dari Peraturan Pemerintah Nomor from the Government Regulation No.40 of 1999,
40 tahun 1999, Peraturan Pemerintah Nomor 35 Government Regulation No.35 of 2000,
tahun 2000, Peraturan Pemerintah Nomor 19 Government Regulation No.19 of 2002, from the
tahun 2002, dari modal donasi, laba yang belum donated capital, undistributed profits and
dibagi dan cadangan sampai dengan tahun buku reserves up to the book year 2005, so that the
2005, sehingga modal ditempatkan / disetor issued / fully paid-up capital of the Company to
Perseroan menjadi Rp1.800.000.000.000 (Rupiah Rp1,800,000,000,000 (full amount).
penuh).
Perubahan diatas telah dimuat dalam Akta tanggal 9 The above changes has been stated in Deed dated
Agustus 2007, Nomor 02, yang dibuat di hadapan August 9, 2007, No.02, which was made by Nanda
Nanda Fauz Iwan, S.H., M.Kn., Notaris di Jakarta, Fauz Iwan, SH, M.Kn., Notary in Jakarta, which has
yang telah memperoleh persetujuan Menteri Hukum been approved by the Minister of Law and Human
dan Hak Asasi Manusia melalui Keputusan Nomor Rights through Decree No.W7-08937 HT .01.04
W7-08937 HT.01.04-TH.2007 tanggal 14 Agustus TH.2007 dated August 14, 2007, and registered in
2007, dan didaftarkan dalam Daftar Perseroan the Company Register No.2290/RUB 09:05/VIII/
Nomor 2290/RUB 09.05/VIII/2007 tanggal 28 2007 dated August 28, 2007 and was published in
Agustus 2007 serta telah diumumkan dalam Berita the Official Gazette of the Republic of Indonesia
Negara Republik Indonesia tanggal 7 September dated 7 September 2007, No.72, by Supplement
2007, Nomor 72, dengan Tambahan Nomor 9120. No.9120.
Anggaran Dasar Perseroan telah diubah seluruhnya Articles of Association have been changed
dan disesuaikan dengan Undang-undang Nomor 40 completely and adapted by Act No.40 of 2007 on
Tahun 2007 tentang Perseroan Terbatas dan telah Limited Company and has been published in Deed
dimuat dalam Akta tanggal 15 Agustus 2008, Nomor dated August 15, 2008, No.35 made by Peter
35 yang dibuat dihadapan Petrus Suandi Halim, Suandi Halim, SH, Notary in Jakarta, and has
S.H., Notaris di Jakarta, dan telah memperoleh obtained approval from the Minister law and Human
persetujuan dari Menteri Hukum dan Hak Asasi Rights Republic of Indonesia with Decree No.AHU-
Manusia Republik Indonesia dengan Keputusan 64347.AH.01.02 Year 2008 September 16, 2008,
Nomor AHU-64347.AH.01.02 Tahun 2008 tanggal 16 and was published in the Official Gazette of the
September 2008, serta telah diumumkan dalam Republic of Indonesia dated November 4, 2008,
Berita Negara Republik Indonesia tertanggal 04 No.89, by Supplement No.22475.
November 2008, Nomor 89, dengan Tambahan
Nomor 22475.
Adanya penyertaan modal Negara Republik The existence of investment of the Republic of
Indonesia ke dalam modal saham Perseroan Indonesia in the share capital of the Company by the
berdasarkan Peraturan Pemerintah Republik Indonesian Government Regulation No.76 of 2011
Indonesia Nomor 76 Tahun 2011 dan sesuai Risalah and the corresponding Minutes of the General
Rapat Umum Pemegang Saham Luar Biasa Persero Meeting of Shareholders of Extraordinary Limited
Nomor RIS 272/MBU/S/2012 telah disetujui No.RIS 272/MBU/S/2012 has approved an increase
peningkatan modal dasar Perseroan semula sebesar in the authorized capital of the Company from
Rp7.000.000.000.000 (Rupiah penuh) menjadi Rp7,000,000,000,000 (full amount) to
Rp12.000.000.000.000 (Rupiah penuh), dan Rp12,000,000,000,000 (full amount), and the equity
penambahan modal Negara Republik Indonesia ke of the Republic of Indonesia in the capital of the
dalam modal Perseroan sebesar Company amounted to Rp1,388,245,000,000 (full
Rp1.388.245.000.000 (Rupiah penuh) yang berasal amount) derived from the increase in capital of the
dari penambahan penyertaan modal negara sesuai country as the Government Regulation No.76 of
Peraturan Pemerintah Nomor 76 Tahun 2011 dan 2011 and Reserve Capitalization of the Company.
Kapitalisasi Cadangan Perseroan.
8
Sehingga modal ditempatkan/disetor Perseroan So that the issued / paid-up capital of the Company
menjadi Rp3.188.245.000.000 (Rupiah penuh) to Rp3,188,245,000,000 (full amount), and this
perubahan ini telah dimuat dalam Akta tertanggal 15 change has been published in Deed dated August
Agustus 2012, Nomor 05, yang dibuat di hadapan 15, 2012, No.05, which was made in the presence of
Utiek Rochmuljati Abdurachman, S.H., M.Li., M.K.n., Utiek Rochmuljati Abdurachman, SH, M.Li., MKn,
Notaris di Jakarta, yang telah memperoleh Notary in Jakarta, which has been approved by the
persetujuan Menteri Hukum dan Hak Asasi Manusia Minister of Law and Human Rights through Decree
melalui Keputusan Nomor AHU- No.AHU-46777.AH.01.02.Tahun 2012 dated
46777.AH.01.02.Tahun 2012 tanggal 3 September September 3, 2012, and registered in the Company
2012, dan didaftarkan dalam Daftar Perseroan Register No.AHU-0078751.AH.01.09.Tahun 2012
No.AHU-0078751.AH.01.09.Tahun 2012 tanggal 3 dated 3 September 2012 and was published in the
September 2012 serta telah diumumkan dalam Official Gazette of the Republic of Indonesia, dated
Berita Negara Republik Indonesia tertanggal 19 October 19, 2012, No.84, by Supplement No.62059.
Oktober 2012, Nomor 84, dengan Tambahan Nomor
62059.
Berdasarkan persetujuan Menteri Badan Usaha Milik Based on the approval of the Minister for State
Negara Republik Indonesia selaku Rapat Umum Owned Enterprises of the Republic of Indonesia as
Pemegang Saham Perseroan sebagaimana ternyata the General Meeting of Shareholders of the
dalam Surat Nomor S-766/MBU/2012 tanggal 27 Company as stated in the Letter No.S-
Desember 2012 terdapat penambahan modal 766/MBU/2012 dated December 27, 2012 there is
Negara Republik Indonesia ke dalam modal saham the additional capital of the Republic of Indonesia to
Perseroan sebesar Rp300.000.000.000 (Rupiah the share capital of the Company amounting to
penuh) yang berasal dari kapitalisasi sebagian Rp300,000,000,000 (full amount) coming from the
cadangan Perseroan, sehingga modal ditempatkan / partial capitalization of reserves of the Company, so
disetor Perseroan menjadi Rp3.488.245.000.000 that the issued / fully paid-up capital of the Company
(Rupiah penuh). to Rp3,488,245,000,000 (full amount).
Perubahan diatas telah dimuat dalam Akta tertanggal The change above has loaded Deed dated January
16 Januari 2013, Nomor 02, yang dibuat dihadapan 16, 2013, No.02, which was made by Nanda Fauz
Nanda Fauz Iwan, S.H., M.Kn., Notaris di Jakarta, Iwan, SH, M.Kn., Notary in Jakarta, which has been
yang telah memperoleh persetujuan Menteri Hukum approved by the Minister of Law and Human Rights
dan Hak Asasi Manusia melalui Keputusan Nomor through Decree No.AHU-AH.01.10-02672 dated
AHU-AH.01.10-02672 tanggal 31 Januari 2013, dan January 31, 2013, and registered in the Company
didaftarkan dalam Daftar Perseroan Nomor AHU- Register No.AHU-0006473.AH.01.09. Tahun 2013
0006473.AH.01.09.Tahun 2013 tanggal 31 Januari dated January 31, 2013 and was published in the
2013 serta telah diumumkan dalam Berita Negara Official Gazette of the Republic of Indonesia dated
Republik Indonesia tertanggal 25 Maret 2014, Nomor March 25, 2014, No.24, by Supplement No.255/L.
24, dengan Tambahan Nomor 255/L.
Adanya penyertaan modal Negara Republik Investment of the Republic of Indonesia into the
Indonesia kembali ke dalam modal saham Perseroan share capital of the Company based on Government
berdasarkan Peraturan Pemerintah Nomor 8 Tahun Regulation No.8 of 2014 and according to the
2014 dan sesuai Keputusan Menteri Badan Usaha Decree of the Minister for State Owned Enterprises
Milik Negara selaku Rapat Umum Pemegang Saham as the General Meeting of Shareholders No.S-
Perseroan Nomor S-504/MBU/08/2015 tanggal 31 504/MBU/08/2015 dated August 31, 2015 has
Agustus 2015 telah disetujui penambahan modal approved the addition of capital of the Republic of
Negara Republik Indonesia ke dalam modal Indonesia in the capital of the Company amounted to
Perseroan sebesar Rp2.926.167.000.000 (Rupiah Rp2,926,167,000,000 (full amount) derived from the
penuh) yang berasal dari penambahan penyertaan increase in capital of the country as the Government
modal negara sesuai Peraturan Pemerintah Nomor 8 Regulation No.8 of 2014 and partly Capitalization
Tahun 2014 dan Kapitalisasi sebagian Cadangan reserves of the Company.
Perseroan.
9
Sehingga modal ditempatkan/disetor Perseroan So the issued / fully paid-up capital of the Company
menjadi Rp6.414.412.000.000 (Rupiah penuh), dan to Rp6,414,412,000,000 (full amount), and this
perubahan ini telah dimuat dalam Akta tanggal 22 change has been published in Deed dated 22
September 2015, Nomor 11, yang dibuat dihadapan September 2015, No.11, which made before Julius
Julius Purnawan, S.H., M.Si., Notaris di Jakarta, Purnawan, SH, Notary in Jakarta, which has been
yang telah memperoleh persetujuan Menteri Hukum approved by the Minister of Law and Human Rights
dan Hak Asasi Manusia melalui Keputusan No.AHU- through Decree No.AHU-AH.01.03-0972301 dated
AH.01.03-0972301 tanggal 15 Oktober 2015 dan October 15, 2015 and registered in the Company
didaftarkan dalam Daftar Perseroan No.AHU- Register No.AHU-3566456.AH.01.11.Tahun 2015
3566456.AH.01.11. Tahun 2015 tanggal 15 Oktober dated October 15, 2015 and was published in the
2015 serta telah diumumkan dalam Berita Negara Official Gazette of the Republic of Indonesia, dated
Republik Indonesia tanggal 27 November 2015, 27 November 2015, No.95, with additional No.584/L.
Nomor 95, dengan Tambahan Nomor 584/L.
Berdasarkan hal tersebut diatas, maka Modal Based on the above, the Company's Capital
Perseroan menjadi sebagai berikut: becomes as follows:
a. Modal Dasar Perseroan ditetapkan sebesar a. Authorized Capital of the Company is set at
Rp12.000.000.000.000 (Rupiah penuh) yang Rp12,000,000,000,000 (full amount) divided into
terbagi atas 12.000.000 saham, masing-masing 12,000,000 shares, each with a nominal value of
dengan nilai nominal sebesar Rp1.000.000 Rp1,000,000 (full amount).
(Rupiah penuh).
b. Dari modal dasar tersebut telah ditempatkan dan b. The authorized capital has been placed and
diambil bagian oleh Negara Republik Indonesia subscribed by the Republic of Indonesia as such
sebanyak 6.414.412 saham atau seluruhnya as 6,414,412 share or a total of
sebesar Rp6.414.412.000.000 (Rupiah penuh) Rp6,414,412,000,000 (full amount) has been
telah disetor penuh oleh Negara Republik paid in full by the Republic of Indonesia
Indonesia (Pemegang Saham) dengan cara (Shareholders) in the following manner:
sebagai berikut:
1) Sebesar Rp3.488.245.000.000 (Rupiah 1) Amounting to Rp3,488,245,000,000 (full

penuh) merupakan setoran modal lama amount) is the old capital paid in accordance
sesuai dengan Akta Nomor 02 tanggal 16-01- with the Deed No.02 dated 16-01-2013
2013 yang dibuat dihadapan Notaris Nanda notarized under Deed Nanda Fauz Iwan, SH.,
Fauz Iwan, SH., MKn., yang telah MKn., Which has been approved by the
memperoleh pengesahan Menteri Hukum dan Minister of Law and Human Rights Republic
Hak Asasi Manusia Republik Indonesia No.: of Indonesia No.: AHU-AH.01.10.02672 date
AHU-AH.01.10.02672 tanggal 31 Januari January, 31 2013;
2013;
2) Sebesar Rp2.926.166.059.117,86 (Rupiah 2) Amounting to Rp2,926,166,059,117.86 (full

penuh) yang berasal dari pengalihan Barang amount) derived from the transfer of State at
Milik Negara pada Kementrian Perhubungan the Ministry of Transportation is procured
yang pengadaannya bersumber dari APBN from the State Budget FY 1991/1992,
Tahun Anggaran 1991/1992, 1992/1993, 1992/1993, 1994/1995, 1997/1998, 1998/199,
1994/1995, 1997/1998, 1998/199, 2000, 2000 2002, 2004, 2005, 2006, 2007, 2008,
2002, 2004, 2005, 2006, 2007, 2008, 2009, 2009, 2010, and 2011 as set out in the
2010, dan 2011 sebagaimana ditetapkan Indonesian Government Regulation No.8 of
dalam Peraturan Pemerintah Republik 2014;
Indonesia Nomor 8 Tahun 2014;
10
3) Sebesar Rp940.882,14 (Rupiah penuh) yang 3) Amounting to Rp940,882.14 (full amount)

berasal dari kapitalisasi sebagian cadangan from capitalization of reserves most of the
perseroan sebagaimana tercatat dalam company as recorded in the financial
Laporan Keuangan Tahun Buku 2014 yang statements for the year 2014 have been
telah diaudit oleh Kantor Akuntan Publik audited by Public Accountant (KAP) Hadori
(KAP) Hadori Sugiharto Adi & Rekan Sugiharto Adi & Rekan as its No.11 / LAI-AP1
sebagaimana laporannya Nomor : 11/LAI- / II / 2015 dated 20-02-2015.
AP1/II/2015 tanggal 20-02-2015.
Tujuan dan lapangan usaha dari perseroan adalah The objective and line of business of the Company is
untuk melaksanakan dan menunjang kebijakan dan to implement the Government's economic and
program pemerintah di bidang ekonomi dan development programs and to earn profit for the
pembangunan serta untuk memupuk keuntungan benefit of the Company by carrying out business in
bagi Perseroan dengan menyelenggarakan usaha airport services and other airport related business
jasa kebandarudaraan dalam arti seluas-luasnya dan activities.
usaha-usaha lainnya yang mempunyai hubungan
dengan usaha tersebut.
Untuk mencapai tujuan tersebut di atas Perseroan Toward those aims the Company undertakes the
menjalankan usaha-usaha: following business activities:
Jasa Pelayanan Kebandarudaraan Airport Services
1) Aeronautika Non-ATS 1) Non-ATS Aeronautics
a. Penyediaan, pengusahaan dan a. Providing, maintaining, and developing

pengembangan fasilitas untuk kegiatan facilities for aircraft landing, takeoff, parking,
pelayanan pendaratan, lepas landas, parkir and stationing;
dan penyimpanan pesawat udara;
b. Penyediaan, pengusahaan dan b. Providing, maintaining, and developing

pengembangan fasilitas terminal untuk terminal facilities for passengers, cargo, and
pelayanan angkutan penumpang, kargo dan postal services.
pos.
2) Non-Aeronautika 2) Non-Aeronautics
a. Penyediaan lahan untuk pembangunan, a. Providing land for development, field and
lapangan dan kawasan industri serta gedung- industrial areas as well as buildings related to
gedung / bangunan yang berhubungan the smooth of air freight;
dengan kelancaran angkutan udara;
b. Penyediaan, pengusahaan dan b. Providing, utilization and development of

pengembangan fasilitas elektronika, navigasi, electronic facilities, navigation, electricity,
listrik, air dan instalasi limbah buangan; water and waste disposal installations;
c. Penyediaan jasa konsultasi, pendidikan dan c. Providing consultancy services, education

pelatihan yang berkaitan dengan and training related to the airport services;
kebandarudaraan;
d. Usaha-usaha lain yang dapat menunjang d. Other efforts to support the achievement of
tercapainya tujuan perseroan. Company’s goals.
11
Perseroan dapat pula mendirikan/menjalankan The Company may also establish other entities or
Perseroan lainnya yang mempunyai hubungan undertake other ventures related to those business
dengan usaha tersebut di atas baik sendiri-sendiri activities either individually or in partnership with
maupun bersama-sama dengan badan lain other parties provided that those are permissible
sepanjang tidak bertentangan dengan peraturan under the prevailing laws and regulations and the
perundang-undangan yang berlaku dan sesuai Company's articles of association.
dengan ketentuan dalam anggaran dasar.
Berdasarkan Peraturan Pemerintah Nomor 77 Tahun Based on Government Regulation No.77 Year 2012
2012 Tentang Perusahaan Umum Lembaga on Indonesian Public Company of Organizer Air
Penyelenggara Pelayanan Navigasi Penerbangan Navigation Services Organization (LPPNPI),
Indonesia (LPPNPI), Jasa Pelayanan Penerbangan Services Aviation Services is not managed by
tidak dikelola oleh Angkasa Pura I (Persero) sejak Angkasa Pura I (Persero) since January 16, 2013 at
tanggal 16 Januari 2013 pukul 22.00 WIB 22:00 pm. (based on a Memorandum of
(berdasarkan Nota Kesepahaman nomor Understanding No.HK.201/1/10/DRJU-2013;
HK.201/1/10/DRJU-2013; KEP.15/OM.02.03/2013; KEP.15/OM.02.03/2013;
MOU.04.07.01/00/02/2013/001; 032/DU/II/2013 MOU.04.07.01/00/02/2013/001; 032/DU/II/2013
tanggal 12 Februari 2013). dated February 12, 2013).
Perseroan berkantor pusat di Jakarta dan sampai The Company is headquartered in Jakarta and up to
dengan 31 Desember 2017, Bandara yang dikelola December 31, 2017, Airports managed by PT
oleh PT Angkasa Pura I (Persero) sebanyak 13 Angkasa Pura I (Persero) as many as 13 according
sesuai Keputusan Menteri Perhubungan No.: KP 907 to Decree of the Minister of Communication No.: KP
tahun 2014 tentang PT Angkasa Pura I (Persero) 907 in 2014 about PT Angkasa Pura I (Persero) as
sebagai Badan Usaha Bandar Udara yaitu: Business Entity airport is:
1 Bandara / Airport I Gusti Ngurah Rai (DPS) - Bali

2) Bandara / Airport Juanda Surabaya (SUB) - Surabaya
3) Bandara / Airport Sultan Hasanuddin (UPG) - Makassar
4) Bandara / Airport Sultan Aji Muhammad Sulaiman Sepinggan (BPN) - Balikpapan
5) Bandara / Airport Frans Kaisiepo (BIK) - Biak
6) Bandara / Airport Sam Ratulangi - Manado
7) Bandara / Airport Adisutjipto (JOG) - Yogyakarta
8) Bandara / Airport Adi Soemarmo (SOC) - Surakarta
9) Bandara / Airport Syamsuddin Noor (BDJ) - Banjarmasin
10) Bandara / Airport Pattimura (AMQ) - Ambon
11) Bandara / Airport Ahmad Yani (SRG) - Semarang
12) Bandara / Airport Lombok (LOP) - Praya
13) Bandara / Airport El Tari (KOE) - Kupang
Selain itu, Perseroan telah mendirikan Strategic In addition, the Company has established
Business Unit Komersial Bali, yang selanjutnya Commercial Strategic Business Unit Bali, hereinafter
disebut SBU adalah unit khusus yang dibentuk oleh referred to as SBU, which is a special unit
Direksi untuk berfokus dalam peningkatan established by the Directors to focus on increasing
pendapatan non-aeronautika di Bandara non-aeronautical revenues at Ngurah Rai
Internasional Ngurah Rai Bali sekaligus sebagai International Airport Bali as well as a forum for
wadah pelaksanaan kerja sama antara PT Angkasa implementation of cooperation between PT Angkasa
Pura I (Persero) dengan PT GVK Services Pura I (Persero) with PT GVK Services Indonesia.
Indonesia. Perjanjian kerjasama dengan PT GVK The cooperation agreement with PT GVK Services
Services Indonesia yang berakhir di tahun 2017. Indonesia ends in 2017.
12
Lebih jauh, definisi area komersial yang dikelola Furthermore, the definition of a commercial area
Ngurah Rai Commercial SBU Bali adalah area managed by Ngurah Rai Commercial SBU Bali is a
pengusahaan komersial di area gedung terminal commercial area of commercial operation in the
termasuk dan tidak terbatas pada semua fasilitas terminal building area including and not limited to all
pengusahaan ruang di dalam terminal penumpang space facilities in domestic and international
domestik dan internasional untuk pengusahaan food passenger terminals for the exploitation of food and
and beverage, retail, duty free, services , dan ruang beverage, retail, duty free, and aviation operator
perkantoran aviation operator, pelataran parkir office space, vehicle parking lot and advertising
kendaraan dan periklanan di dalam maupun di luar inside and outside the terminal.
terminal.
Namun, saat ini setelah batas waktu kesepakatan However, currently after the expiry of the agreement,
berakhir, Direksi PT Angkasa Pura I (Persero) the Directors of PT Angkasa Pura I (Persero)
memutuskan untuk tidak melanjutkan kerja sama decided not to continue the cooperation between PT
antara PT Angkasa Pura I (Persero) dengan PT GVK Angkasa Pura I (Persero) and PT GVK Services
Services Indonesia, dan menyerahkan Indonesia and hand over the management to Airport
pengelolaannya kepada Bandara / Airport I Gusti / Airport I Gusti Ngurah Rai (DPS) Bali.
Ngurah Rai (DPS) – Bali.
Selain itu, ekspansi usaha perseroan dilakukan In addition, the company's business expansion is
dengan pembentukan anak perseroan, yaitu: done by establishing subsidiaries, namely:
No. Entitas Anak / Subsidiaries Didirikan / Established Beroperasi / Operate on
1. PT Angkasa Pura Hotel 6 Januari / January 2012 Februari / February 2012;

2. PT Angkasa Pura Properti 6 Januari / January 2012 Februari / February 2012;
3. PT Angkasa Pura Logistik 6 Januari / January 2012 Februari / February 2012;
4. PT Angkasa Pura Suport 9 Februari / February 2012 Maret / March 2012;
5. PT Angkasa Pura Retail 23 September 2012 Oktober / October 2014;
Dalam rangka pengembangan bandar udara Direksi In the development of airports, Directors issued a
menerbitkan keputusan untuk membentuk organisasi decree to establish the organization and project
dan tata kerja proyek sebagai berikut : working procedures as follows:
a. Sesuai dengan Keputusan Direksi PT Angkasa a. In accordance with the Decision of the Directors
Pura I (Persero) Nomor : EP.145/OM.01.01/2016 of PT Angkasa Pura I (Persero)
tanggal 23 September 2016 tentang Organisasi No.KEP.145/OM.01.01/2016 dated September
dan Tata Kerja Proyek Pengembangan Bandar 23, 2016 on the Organization and Work
Udara Internasional Yogyakarta. Procedure International Airport Development
Project Yogyakarta.
b. Sesuai dengan Keputusan Direksi PT Angkasa b. In accordance with the Decision of the Board of
Pura I (Persero) Nomor : KEP.24/OM.01.01/2016 Directors of PT Angkasa Pura I (Persero) No.:
tanggal 11 Februari 2016 tentang perubahan atas KEP.24/OM.01.01/2016 dated February 11, 2016
keputusan Direksi PT Angkasa Pura I (Persero) on amendments to the decision of the Directors
nomor KEP.107/OM.01.01/2014 tentang of PT Angkasa Pura I (Persero) No.: KEP.107 /
Organisasi dan Tata Kerja Proyek OM.01.01 / 2014 on the Organization and
Pengembangan Bandar Udara Ahmad Yani - Operating Procedure Development Project
Semarang. Ahmad Yani International Airport in Semarang.
c. Sesuai dengan Keputusan Direksi PT Angkasa c. In accordance with the Decision of Directors of
Pura I (Persero) No.: KEP.176/OM.01.01/2014 PT Angkasa Pura I (Persero) No.:
tanggal 15 Desember 2014 tentang Organisasi KEP.176/OM.01.01/2014 dated December 15,
dan Tata Kerja Proyek Pengembangan Bandar 2014 on the Organization and Operating
Udara Syamsudin Noor - Banjarmasin. Procedure Development Project Syamsudin
Noor Airport in Banjarmasin.
13
b. Penerbitan Umum Obligasi b. Public Issuance of Bonds
Pada tanggal 10 November 2016 Perseroan telah On November 10, 2016 the company has obtained
memperoleh Surat Efektif Pernyataan Pendaftaran the Registration Statement Effective No.: S.
nomor S. 677/D.04/2016 tanggal 10 November 2016 677/D.04/2016 dated 10 November 2016 from the
dari Otoritas Jasa Keuangan untuk Penawaran Financial Services Authority (OJK) for the initial
Perdana Obligasi I Angkasa Pura I Tahun 2016 public offering of Bonds I Angkasa Pura I Year 2016
dengan jumlah pokok sebesar Rp2.500.000.000 dan with a principal amount of Rp2.500.000.000 andIjara
Sukuk Ijarah I sebesar Rp500.000.000. Obligasi Sukuk I of Rp500,000,000. The bonds were listed on
tersebut telah dicatatkan pada Bursa Efek Indonesia the Indonesia Stock Exchange on 23 November
tanggal 23 November 2016. Sesuai Pengumuman 2016. As per the announcement of listing Bonds I
Pencatatan Obligasi I Angkasa Pura I Tahun 2016 Angkasa Pura I Year 2016 andIjara Sukuk 2016 PT
dan Sukuk Ijarah I Tahun 2016 PT Angkasa Pura I Angkasa Pura I (Persero) No.Peng-P-
(Persero) No.Peng-P-00950/BEI.PP2/11-2016 00950/BEI.PP2/11-2016 dated 22 November 2016.
tanggal 22 November 2016.
Obligasi dan Sukuk Ijarah yang diterbitkan perseroan Bonds andIjara Sukuk issued by the company in
pada tahun 2016 sebagai berikut : 2016 as follows:
Obligasi I Angkasa Pura I Tahun 2016 : Bonds I Angkasa Pura I Year 2016 :
Bunga per Tahun / Jangka Waktu /
Nominal
Interest per Annum Periods
Seri A 622.000.000 8,10 % 5 tahun / years Seri A
Seri B 389.000.000 8,40 % 7 tahun / years Seri B
Seri C 1.489.000.000 8,55 % 10 tahun / years Seri C
Jumlah 2.500.000.000 - - Total
Sukuk Ijarah I : Ijara Sukuk I :
Imbalan per Tahun / Jangka Waktu /

Nominal
Benefit per Annum Periods
Seri A 268.000.000 21.708.000 5 tahun / years Seri A
Seri B 550.000.000 4.620.000 7 tahun / years Seri B
Seri C 177.000.000 15.133.500 10 tahun / years Seri C
Jumlah 995.000.000 41.461.500 - Total
c. Visi, Misi, dan Tata Nilai Perusahaan c. Vision, Mission, and Company Values
Visi Vision
Menjadi salah satu dari sepuluh perusahaan To become one of the top ten best airport
pengelola Bandar Udara terbaik di Asia. management company in Asia.
Misi Mission
1) Meningkatkan nilai pemangku kepentingan; 1) To increase stakeholder value;
2) Menjadi mitra pemerintah dan pendorong 2) To become government partners and driving
pertumbuhan ekonomi; economic growth;
3) Mengusahakan jasa kebandarudaraan melalui 3) To working out of airport services through
pelayanan prima yang memenuhi standar excellent service that meets the standards of
keamanan, keselamatan dan kenyamanan; security, safety and convenience;
4) Meningkatkan daya saing perusahaan melalui 4) To improve competitiveness through creativity
kreatifitas dan inovasi; and innovation;
5) Memberikan kontribusi positif terhadap 5) To make a positive contribution to the
lingkungan hidup. environment.
14
c. Visi, Misi, dan Tata Nilai Perusahaan (lanjutan) c. Vision, Mission, and Company Values (continued)
Tata Nilai Perseroan Company Values
Untuk merealisasikan visi dan misi, PT Angkasa To realize the vision and mission, PT Angkasa Pura
Pura I (Persero) telah menyusun dan menerapkan I (Persero) has developed and applied Corporate
Nilai Perseroan yaitu "SATU": Value that is " SATU" :
1) Sinergi / Sinergy
2) Adaptif / Adaptive
3) Terpercaya / Reliable
4) Unggul / Excellent
d. Penerapan Good Corporate Governance (GCG) d. Implementation of Good Corporate Governance

dan Manajemen Risiko (GCG) and Risk Management
Penerapan Good Corporate Governance (GCG) Implementation of Good Corporate Governance

(GCG)
Seperti tertuang dalam Surat Keputusan Menteri As stipulated in the Decree of the Minister of State /
Negara/Kepala Badan Penanaman Modal dan Chairman Board of Investment and Development of
Pembinaan Badan Usaha Milik Negara nomor Kep- State-Owned Enterprises Kep-23/M-
23/M-PM.PBUMN/2000 tanggal 31 Mei 2000 tentang PM.PBUMN/2000 number dated May 31, 2000
Pengembangan Praktik Good Corporate about the development of Good Practice on
Governance pada Badan Usaha Milik Negara Corporate Governance of State Owned Enterprises
(BUMN), yang diperbaharui dengan Surat Keputusan (SOEs), which amended by Decree of the Minister of
Menteri Negara BUMN nomor Kep-117/M- State Owned Enterprises KEP-117/M-MBU/2002
MBU/2002, tanggal 1 Agustus 2002, tentang number, date of August 1, 2002, on Implementation
Penerapan Praktik Good Corporate Governance of Good Corporate Governance Practices (GCG) in
(GCG) pada BUMN. Aturan ini mewajibkan BUMN SOEs. This rule requires SOEs to make GCG
untuk menjadikan prinsip-prinsip GCG sebagai principles the foundation for business operations,
landasan operasional kegiatan usaha, dan and provide more detailed guidance for SOEs to
memberikan pedoman yang lebih terinci bagi BUMN apply GCG based on principles of transparency,
untuk menerapkan GCG berdasarkan prinsip-prinsip independence, accountability, responsibility, and
transparansi, kemandirian, akuntabilitas, fairness.
responsibilitas, serta kewajaran.
Berdasarkan Hasil Assessment penerapan Good Based on the Results of Assessment of Good
Corporate Governance (GCG) PT Angkasa Pura I Corporate Governance (GCG) implementation of PT
(Persero), terakhir dilaksanakan untuk tahun 2016, Angkasa Pura I (Persero), lastly implemented for the
sesuai dengan laporan nomor: 209/BPM/V/2017 year 2016, in accordance with report
tanggal 22 Mei 2017 disimpulkan bahwa kondisi No.209/BPM/V/2017 dated May 22, 2017 was
penerapan GCG pada Perseroan memenuhi concluded that the condition of GCG implementation
kualifikasi Sangat Baik dengan capaian skor 90,8463 on the Company meets the excellent qualification
dari skor maksimal 100 atau memiliki tingkat with the achievement score of 90.8463 from the
pemenuhan sebesar 90,85%. maximum score of 100 or has a fulfillment rate of
90.85%.
Penerapan Manajemen Risiko : Implementation of Risk Management:
PT Angkasa Pura I (Persero) telah memiliki PT Angkasa Pura I (Persero) has a Risk Policy
Pedoman Kebijakan Risiko berdasarkan Keputusan Guideline based on the Decree of the Board of
Direksi Nomor: KEP.77/PG/01/2014 tanggal 25 Juni Directors Number: KEP.77/PG/01/2014 dated June
2014. Dalam pelaksanaannya Perseroan telah 25, 2014. In its implementation the company has
beberapa kali melaksanakan pelatihan manajemen conducted risk management training several times to
risiko untuk meningkatkan pengetahuan dan improve knowledge and insight to management and
wawasan kepada manajemen dan karyawan employees on the implementation of risk
mengenai pelaksanaan manajemen risiko. management.
15
d. Penerapan Good Corporate Governance (GCG) d. Implementation of Good Corporate Governance

dan Manajemen Risiko (lanjutan) (GCG) and Risk Management (continued)
Penerapan Manajemen Risiko : (lanjutan) Implementation of Risk Management: (continued)
PT Angkasa Pura I (Persero) juga telah membentuk PT Angkasa Pura I (Persero) has also established a
Komite Manajemen Risiko sesuai SK Dewan Direksi Risk Management Committee according to the
Nomor: SKEP.151/PG.01/2014 tentang Decree of the Board of Directors Number:
Pembentukan Risk Management Committee PT SKEP.151/PG.01/2014 on the Establishment of Risk
Angkasa Pura I (Persero) yang menjalankan Management Committee PT Angkasa Pura I
tugasnya terhitung sejak tanggal 25 Juni 2014. (Persero) performing its duties as of June 25, 2014.
Susunan keanggotaan Risk Management The composition of Risk Management Committee of

Committee PT Angkasa Pura I (Persero) sebagai PT Angkasa Pura I (Persero) as follows:
berikut :
Ketua : Marketing And Business Development Director : Chairman

Sekretaris : Head Of Risk Management And Compliance : Secretary
Anggota : Finance And Information Technolgy Director : Member
Anggota : Operation Director : Member
Anggota : Human Capital And General Affair Director : Member
Anggota : Technical Director : Member
Anggota : Head Of Internal Audit : Member
Anggota : Corporate Secretary : Member
Anggota : Head Of Corporate Planning And Performance : Member
Anggota : Head Of Procurement : Member
Anggota : Head Of Corporate Social Responsibility : Member
Anggota : Airport Services Group Head : Member
Anggota : Safety, Health And Environment Group Head : Member
Anggota : Airport Security Group Head : Member
Anggota : Airport Facilities Readiness Group Head : Member
Anggota : Airport Equipment Readiness Group Head : Member
Anggota : Project Management Office Group Head : Member
Anggota : Business Development Group Head : Member
Anggota : Non-Aviation Markettng Group Head : Member
Anggota : Accounting Group Head : Member
Anggota : Finance Group Head : Member
Anggota : Information Technology Group Head : Member
Anggota : Human Capital Group Head : Member
Anggota : Training And Development Group Head : Member
Anggota : General Affair Group Head : Member
Komite Manajemen Risiko telah bertugas menyusun, The Risk Management Committee has responsibility
memantau dan mengevaluasi, serta mendiskusikan to formulate, monitor and evaluate, and discuss the
pelaksanaan tugas-tugas unit kerja Corporate Risk implementation of the unit tasks of Corporate Risk
Management (CRM) yang meliputi pengendalian Management (CRM), which includes the control of
risiko bidang pengelolaan aset, liabilitas, finansial, the management of risk assets, liabilities, financial,
investasi, teknik dan operasional, serta corporate investment, engineering and operations, and
untuk selanjutnya melaporkan hasil evaluasi corporate for the next report on the evaluation
pelaksanaan manajemen risiko kepada Dewan implementation of risk management to the Board of
Komisaris. Beberapa kerangka manajemen risiko Commissioners. Some faced the financial risk
keuangan penting yang dihadapi dan dikelola management framework and managed by the
Perseroan diungkapkan pada Catatan 61. Company disclosed in Note 61.
16
Tanggal 31 Desember 2017 dan untuk Tahun yang Berakhir pada Tanggal Tersebut As of December 31, 2017 and for the Year Then Ended
(Dengan Perbandingan untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016) (With Comparative Figure for the Year Ended December 31, 2016)
(Dinyatakan dalam Ribuan Rupiah, kecuali dinyatakan lain) (Expressed in thousands Rupiah, unless otherwise stated)

d. Manajemen Perusahaan d. The Company's Management
Struktur Organisasi Korporat Corporate Organization Structure
17
d. Manajemen Perseroan (lanjutan) d. The Company's Management (continued)
Dewan Komisaris Board of Commissioners
Tanggal 29 Oktober 2015 s.d.

Tanggal 15 Maret 2017 s.d.
Dewan Komisaris / 14 Maret 2017 / October 29,
Sekarang / Dated March, 15
Board of Commissioners 2015, 2014 up to March 14,
2017 until now
2017
Komisaris Utama / President Commissioner : Andi Widjajanto Andrinov Chaniago
Komisaris / Commissioners : Selby Nugraha Rachman Selby Nugraha Rachman

: Suprasetyo Agus Santoso
: Boy Syahrir Qamar Boy Syahrir Qamar
: Anandy Wati Anandy Wati
: Dwi Ary Purnomo Dwi Ary Purnomo
Susunan Dewan Komisaris ditetapkan : Composition of the Board of Commissioners

determined :
KEP.09/DKAP.AP.I/2015 tanggal 2 November 2015 KEP.09/DKAP.AP.I/2015 dated 2 November 2015

tentang Pembagian Fungsi, Tugas dan Tanggung concerning the Distribution Functions, Duties and
Jawab Dewan Komisaris Perusahaan Perseroan Responsibilities of the Board of Commissioners of
(Persero) PT Angkasa Pura I. the Company (Persero) PT Angkasa Pura I.
Sesuai SK-216/MBU/10/2015 tanggal 17 Oktober According to SK-216/MBU/10/2015 dated October

2015 tentang Pemberhentian dan Pengangkatan 17, 2015 on of Dismissal and Appointment of
Anggota Dewan Komisaris. Members of the Board of Commissioners.
SK-210/MBU/10/2015 tanggal 29 Oktober 2015 SK-210 / MBU / 10/2015 dated October 29, 2015 on
tentang Pemberhentian dan Pengangkatan Anggota the Dismissal and Appointment of Members of the
Dewan Komisaris Perusahaan Perseroan PT Company's Board of Commissioners of PT Angkasa
Angkasa Pura I (Persero). Pura I (Persero).
Perubahan susunan anggota Dewan Komisaris Changes in the Board of Commissioners on Transfer
tentang Pengalihan tugas Boy Syahril Qomar dari of duty Boy Syahril Qomar of the original members
semula anggota Dewan Komisaris menjadi of the Board of Commissioners as Independent
Komisaris Independen adalah Sesuai SK- Commissioner is In line SK-210/MBU/10/2015 dated
210/MBU/10/2015 tanggal 29 Oktober 2015 tentang October 29, 2015 on Termination and Appointment
Pemberhentian dan Pengangkatan Anggota-anggota of Members of the Board of Commissioners.
Dewan Komisaris.
Pengangkatan dan pemberhentian di tahun 2017, Appointment and termination in 2017, in accordance
sesuai dengan SK-65/MBU/4/2017 tanggal 26 April with SK-65 / MBU / 4/2017 dated April 26, 2017
2017 tentang Pemberhentian dan Pengangkatan concerning Dismissal and Appointment of Members
Anggota Dewan Komisaris Perusahaan Perseroan of the Board of Commissioners of PT Angkasa Pura
PT Angkasa Pura I (Persero). I (Persero).
18
Direksi Directors
Susunan Direksi Perseroan ditetapkan dengan Surat Composition of the Directors established by the
Keputusan Menteri Negara Badan Usaha Milik Decree of the Minister of State Enterprises of the
Negara Republik Indonesia sebagai berikut : Republic of Indonesia are as follows :
Tanggal 22 Des, Tanggal 17 Agst. 2017 Tanggal 17 Okt. 2016 Tanggal 10 Nov. 2015
2017 s.d. Sekarang / s.d. 21 Des 2017 / s.d.16 Agst 2017 / s.d. 16 Okt. 2016 /
Direksi / Directors
Dated Des, 22, 2017 Dated Aug. 17, 2016 Dated Oct, 17, 2016 up Dated Nov. 10, 2015 up
up to now up to Des, 21, 2017 to Aug, 16, 2017 to Oct 16, 2016
Direktur Utama / President Director : Faik Fahmi Danang Sotyo Baskoro Danang Sotyo Baskoro Sulistyo Wimbo Hardjito
Direktur Teknik / Technical Director :

Polana Banguningsih Polana Banguningsih Polana Banguningsih Polana Banguningsih
Pramesti Pramesti Pramesti Pramesti
Direktur Operasi / Operation :

Wendo Asrul Rose Wendo Asrul Rose Wendo Asrul Rose Wendo Asrul Rose
Director
Direktur Pemasaran & Pelayanan :

Devy W. Suradji M Asrori M Asrori M Asrori
Marketing & Service Director
Direktur Keuangan & TI :

Novrihandri Novrihandri Novrihandri Novrihandri
Finance & IT Director
Direktur SDM & Umum :

Human Capital & General Affair Adi Nugroho Adi Nugroho Adi Nugroho Adi Nugroho
Director
Direktur Hubungan Internasional :

& Pengembangan Usaha Sardjono Jhony Sardjono Jhony
- -
International Relations Tjitrokusumo Tjitrokusumo
& Business Development Director
Perubahan Direksi sesuai SK-240/MBU/10/2016 Changes the Directors in accordance with SK-
tanggal 19 Oktober 2016 tentang Pemberhentian dan 240/MBU/10/2016 dated October 19, 2016 on
Pengangkatan Anggota-anggota Direksi. Perubahan Dismissal and Appointment of Members of the
terakhir dinyatakan dalam Akta Notaris Fauz Directors. The last change Notarial Deed Fauz
Iwan.S.H, M.Kn. dan telah dimasukkan dalam Iwan.S.H, M.Kn. and has been included in the
database Sistem Administrasi Hukum Umum General Law Administration System database
Kementerian Hukum dan Hak Asasi Manusia nomor Ministry of Justice and Human Rights and a number
AHU-AH.01.03.0091565 dan Daftar Perseroan AHU-AH.01.03.0091565 Company Register AHU-
nomor AHU-0124684.AH.01.11 Tahun 2016 tanggal 0124684.AH.01.11 number 2016 dated October 21,
21 Oktober 2016. 2016.
Sesuai dengan Kepmen BUMN nomor: SK- In accordance with Decree of SOE number: SK-155
155/MBU/08/2017 tanggal 11 Agustus 2017, tentang / MBU / 08/2017 dated August 11, 2017, regarding
Perubahan Nomenklatur Jabatan, Pengalihan Tugas Change of Nomenclature of Position, Transfer of
dan Pengangkatan Anggota-anggota Direksi Duties and Appointment of PT Angkasa Pura I
(Persero) PT Angkasa Pura I (Persero). Dalam akta (Persero) Directors. In the deed is also raised
tersebut sekaligus mengangkat Sarjono Jhony Sarjono Jhony Tjitrokusumo as Director of
Tjitrokusumo sebagai Direktur Hubungan International Relations and Business Development.
Internasional dan Pengembangan Usaha.
19

Direksi (lanjutan) Directors (continued)
Sehubungan dengan Danang S. Baskoro, Direktur In connect with Danang S. Baskoro, President
Utama telah meninggal dunia pada tanggal 18 Director has died on November 18, 2017 and in the
November 2017 serta dalam rangka penataan framework of the Board of Directors, it is necessary
Anggota Direksi, maka perlu mengukuhkan to confirm the dismissal of Danang Sotyo Baskoro
pemberhentian Danang Sotyo Baskoro sebagai as the chief director and dismissal of Moch. Asrori
direktur utama dan pemberhentian Moch. Asrori as Director of Marketing and service and to promote
sebagai Direktur Pemasaran dan pelayanan serta his successor. Based on the Decision of BUMN as
mengangkat penggantinya. Berdasarkan Kepmen the shareholder of PT Angkasa Pura I (Persero) No;
BUMN Selaku Pemegang saham PT Angkasa Pura I SK-289 / MBU / 12/2017 on the Dismissal and
(Persero) No; SK-289/MBU/12/2017 tentang Personnel of the Company's Directors of PT
Pemberhentian dan Pengangkatan Anggota-Anggota Angkasa Pura I on December 22, 2017, appointed
Direksi (Persero) PT Angkasa Pura I tanggal 22 Faik Fahmi as President Director and Devi Suradji
Desember 2017, mengangkat Faik Fahmi sebagai as Marketing and Service Director.
Direktur Utama dan Devi Suradji sebagai Direktur
Pemasaran dan Pelayanan.
Perubahan terakhir mengenai pemberhentian dan The latest amendments to the dismissal and
pengangkatan direksi-direksi tersebut telah di appointment of these directors have been entered
aktakan dengan Akta No.01. tanggal 5 Januari 2018. into by Deed No.01 dated January, 5 2018.
Komite Audit Audit Committee
Susunan Komite Audit per 31 Desember 2017 dan The composition of the Audit Committee as of
2016 diangkat berdasarkan Keputusan Dewan Desember 31, 2016 and December 31, 2015 was
Komisaris No: KEP-4/DK.API/2015 tahun 2015, KEP- appointed by the Board of Commissioners Decision
05/DK.API/2015 September 2015, KEP- No: KEP-4/DK.AP1/2015 2015, KEP-5/DK.API/2015
08/DK.API/2015 tanggal 28 Oktober 2015 tentang dated September, 2015, KEP-08/DK.AP.I/2015
Pengangkatan anggota komite audit PT Angkasa dated October 28, 2015 on the appointment of
Pura I (Persero) dan nomer KEP.02/DK.AP.I/2017 members of the audit committee of PT Angkasa
tanggal 16 Mei 2017 tentang pengangkatan wakil Pura I (Persero) and number KEP.02/DK.AP.I/2017
ketua dan perubahan nomenklatur komite audit PT dated May 16, 2017 regarding the appointment of
Angkasa Pura I (Persero) dengan susunan sebagai vice chairman and changes to the nomenclature of
berikut: audit committee of PT Angkasa Pura I (Persero) with
the following composition:
2017 2016
Komite Audit Audit Committee

Ketua Boy Syahril Qamar Boy Syahril Qamar Chairman
Wakil Ketua I Dwi Ary Purnomo Dwi Ary Purnomo Vice Chairman I
Wakil Ketua II Selby Nugraha Rachman Selby Nugraha Rachman Vice Chairman II
Anggota Agus Waluyo Agus Waluyo Member
Anggota Syaiful Syaiful Member
Susunan Komite Resiko Usaha dan Good Committee on Business Risks and Good
Corporate Governance Corporate Governance
Susunan Komite Risiko Usaha dan Good Corporate The composition of the Committee on Business
Governance Tahun 2016 dan 2015 diangkat Risks and good corporate governance for the 2016
berdasarkan Keputusan Dewan Komisaris No: KEP- and 2015 was appointed by the Board of
01/DK.API/2015 tanggal 25 Februari 2015, KEP- Commissioners Decision No: KEP- 01/DK.API/2015
02/DK.API/2015 tanggal 1 April 2015, KEP- dated February 25, 2015, KEP-02/DK.API/2015
04/DK.API/2014 tanggal 8 April 2014 dan dated April 1, 2015, KEP-04/DK.API/2014 dated
KEP13/DK.API/2013 tanggal 11 November 2013 April 8, 2014, KEP13/DK.API/2013 dated November
tentang Pengangkatan anggota komite risiko usaha 11, 2013 on the appointment of committee members
dan good corporate governance PT Angkasa Pura I and the business risk and good corporate
(Persero) dengan susunan sebagai berikut: governance PT Angkasa Pura I (Persero) with the
following composition:
20

Susunan Komite Resiko Usaha dan Good Committee on Business Risks and Good
Corporate Governance (lanjutan) Corporate Governance (continued)
Tahun 2017 / Year 2017
Ketua Andi Widjajanto Chairman
Wakil Ketua I Anandy Wati Vice Chairman
Wakil Ketua II Suprasetyo Vice Chairman
Anggota Wawan Zulmawan Member
Anggota Ganesha Dian Farisi Member
Fungsi Komite Nominasi dan Remunerasi berada The function of the Nomination and Remuneration
pada Komite Risiko Usaha dan Good Corporate Committee are in the Business Risk Committee and
Governance (GCG) . Good Corporate Governance .
Susunan Komisaris Independen diangkat The composition of the Independent Commissioner
berdasarkan Akta Pernyataan Keputusan Menteri appointed by the Deed of the Minister for State
Badan Usaha Milik Negara selaku Rapat Umum Owned Enterprises as the General Meeting of
Pemegang Saham Perseroan No.SK- Shareholders No.SK-210/MBU/10/2015 on the
210/MBU/10/2015 tentang Pemberhentian dan Termination and Appointment of Members of the
Pengangkatan Anggota-Anggota Dewan Komisaris Board of Commissioners of the Company of PT
Perusahaan Perseroan (Persero) PT Angkasa Pura I Angkasa Pura I (Persero) with the following
dengan susunan sebagai berikut : composition:
Tahun 2017 / Year 2017
Boy Syaril Qomar
Internal Audit Internal Audit
Sesuai dengan Keputusan Direksi PT Angkasa Pura In accordance with the Decree of Directors of PT
I (Persero) No: KEP.51.I/PGH.01/2017 tentang Angkasa Pura I (Persero) No:
Piagam Internal Audit (Internal Audit Charter) . KEP.51.I/PGH.01/2017 on Internal Audit Charter.
Bahwa dalam rangka penyelenggaraan pengawasan Whereas in the framework of providing quality and
intern yang berkualitas dan efektif sebagai bentuk effective internal supervision as a form of the
komitmen Perseroan dalam menerapkan Good Company's commitment to implement Good
Corporate Governance (GCG) telah ditetapkan Corporate Governance (GCG), the Internal Audit
Piagam Internal Audit (Internal Audit Charter) pada Charter has been stipulated on 14 April 2014 to
tanggal 14 April 2014 yang kemudian untuk clarify the rights and responsibilities of auditors in
memperjelas hak serta tanggung jawab auditor performing their duties as well as as a written basis
dalam menjalankan tugasnya serta sebagai landasan in addition to the duties, responsibilities and
tertulis disamping tugas, tanggung jawab dan authorities under the Organization and Work
kewenangan menurut Organisasi dan Tata Kerja di Procedures of PT Angkasa Pura I (Persero), it is
PT Angkasa Pura I (Persero), maka dipandang perlu deemed necessary to re-arrange and re-establish
mengatur kembali dan menetapkan kembali Piagam the Internal Audit Charter with the decision of
Internal Audit (Internal Audit Charter) dengan Directors.
keputusan direksi tersebut.
Dengan berlakunya keputusan ini, maka Piagam With the enactment of this decree, the Internal Audit
Internal Audit (IA Charter) tanggal 14 April 2014 Charter 14 April 2014 is revoked and declared
dicabut dan dinyatakan tidak berlaku, serta setiap invalid, and any internal auditor in carrying out
internal auditor dalam melaksanakan kegiatan internal control activities independently and
pengendalian intern secara independen dan obyektif objectively guided by the Internal Audit Charter. The
berpedoman kepada Piagam Internal Audit (Internal Internal Audit Charter established by the Company
Audit Charter) . Piagam Internal Audit (Internal Audit in accordance with the Decision of the Chairman of
Charter) yang telah ditetapkan Perseroan sesuai the Capital Market and Financial Institution
dengan Keputusan Ketua Badan Pengawas Pasar Supervisory Agency No.KEP-496/BL/2008
Modal dan Lembaga Keuangan Nomor:KEP- concerning the Establishment and Guidelines for the
496/BL/2008 tentang Pembentukan dan Pedoman Formulation of the Charter of the Internal Audit Unit
Penyusunan Piagam Unit Audit Internal yang in which there is Regulation IX.I.7 on the
didalamnya terdapat Peraturan IX.I.7 tentang Establishment and Guidelines for Formulating the
Pembentukan dan Pedoman Penyusunan Piagam Charter of the Internal Audit Unit.
Unit Audit Internal.
21
e. Sumber Daya Manusia e. Human Resources
Sumber daya manusia PT Angkasa Pura I (Persero) The number of the Company's employees as of
pada tanggal 31 Desember 2017 dan 2016 masing- December 31, 2017 and 2016 are 3.346 and 3.025
masing sejumlah 3.346 dan 3.025 orang (tidak diaudit), person respectively (unaudited), not included the
diluar Direksi dan Dewan Komisaris dengan perincian Directors and Board of Commissioners, in the
sebagai berikut: following positions:
Pegawai perseroan 2.828 2.654 Permanent employees

PNS diperbantukan 53 66 Civil servants
ABRI ditugaskan 7 9 Military assigned
Tenaga honorer - 12 Honorary staff
Calon pegawai 458 284 Candidate employees
Jumlah 3.346 3.025 Total
31 Desember / December 2017 31 Desember / December 2016
Pegawai Perusahaan Pegawai Perusahaan

/ Permanent / Permanent
Employees Employees
PNS Diperbantukan / PNS Diperbantukan /
Second civil servants Second civil servants
14% 1%9%
0%
2%
0%
2%
ABRI Ditugaskan / ABRI Ditugaskan /
Assigned Military Assigned Military
Personnel Personnel
Honorer / Part timers Honorer / Part timers
84% 88%
Calon pegawai / Calon pegawai /

Candidate Candidate
f. Entitas Anak dan Terasosiasi f. Subsidiaries and Associated
Entitas Anak: Subsidiaries:
Pada tanggal 31 Desember 2017 dan 31 Desember As of December 31, 2017 and December 31, 2016.
2016. Perseroan mengkonsolidasi entitas anak The Company consolidates subsidiaries under direct
dengan kepemilikan langsung dan dikendalikan ownership and controlled by the majority ownership
dengan kepemilikan mayoritas berikut ini: as follows:
Pendirian dan
Kegiatan Beroperasi
Nama entitas anak / Kepemilikan / Jumlah Aset / Jumlah Aset /
Usaha / Domisili / Komersial / Year of
Names of Percentages of Total Assets Total Assets
Principal Domicile Establishment &
subsidiaries Ownership 2017 2016
Activity Commercial
Operation
PT Angkasa Pura Logistik Transportasi Jakarta 2012 98,00% 250.849.608 132.454.195

PT Angkasa Pura Hotel Hotel Jakarta 2012 99,99% 708.032.967 577.871.304
PT Angkasa Pura Properti Properti Jakarta 2012 99,96% 331.868.493 197.072.145
PT Angkasa Pura Suport Jasa Jakarta 2012 99,81% 810.800.119 586.597.128
PT Angkasa Pura Retail Trading Jakarta 2014 97,50% 73.260.588 57.137.747
22
f. Entitas Anak dan Terasosiasi (lanjutan) f. Subsidiaries and Associated (continued)
Entitas Anak: (lanjutan) Subsidiaries: (continued)
PT Angkasa Pura Logistik PT Angkasa Pura Logistik
PT Angkasa Pura Logistik bergerak pada jasa PT Angkasa Pura Logistik is engaged in freight
pengurusan transportasi (freight forwarding). forwarding services. The establishment of the
Pendirian Perusahaan telah mendapat persetujuan Company has been approved by the Board of
dari Dewan Komisaris PT Angkasa Pura I (Persero) Commissioners of PT Angkasa Pura I (Persero)
nomor 194/DK.API/2011 tanggal 15 Desember 2011 number 194 / DK.API / 2011 dated December 15,
dan didasarkan pada Akte Perdirian Perusahaan 2011 and is based on the Company's Deed No.01
nomor 01 oleh Notaris Nanda Fauz Iwan SH, M.Kn certificate by Notary Nanda Fauz Iwan SH, M.Kn
tanggal 6 Januari 2012 dan telah beberapa kali dated January 6, 2012 and has been amended
diubah terakhir dengan Akta Nomor 20 tanggal 23 several times the latest by Deed No.20 dated May
Mei 2014. Akta tersebut telah disahkan melalui 23, 2014. The Deed has been ratified by Decree of
Keputusan Menteri Hukum dan Hak Asasi Manusia the Minister of Justice and Human Rights of the
Republik Indonesia No.AHU-03158.AH.01.01.Tahun Republic of Indonesia No. AHU-
2012 tanggal 18 Januari 2012. 03158.AH.01.01.Tahun 2012 dated January 18,
2012.
PT Angkasa Pura I Logistik memiliki modal dasar PT Angkasa Pura I Logistik has a capital of
sebesar Rp80.000.000.000 (delapan puluh milyar Rp80,000,000,000 (eighty billion Rupiah) divided into
Rupiah) terbagi dalam 80.000 (delapan puluh ribu) 80,000 (eighty thousand) shares with par value per
saham dengan nilai nominal per sahamnya sebesar share of Rp1,000,000 (one million Rupiah) and
Rp1.000.000 (satu juta Rupiah) dan modal issued and fully paid up capital of Rp25,000,000
ditempatkan dan disetor sebesar Rp25.000.000.000 (twenty five billion Rupiah). Ownership of PT
(dua puluh lima milyar Rupiah). Kepemilikan saham Angkasa Pura I (Persero) shares in this company is
PT Angkasa Pura I (Persero) pada perusahaan ini 24,500 (twenty four thousand five hundred) shares,
sebanyak 24.500 (dua puluh empat ribu lima ratus) worth Rp24,500,000,000 (twenty four billion five
saham, senilai Rp24.500.000.000 (dua puluh empat hundred million Rupiah) or 98%.
milyar lima ratus juta Rupiah) atau 98%.
Pendirian Perseroan telah mendapat persetujuan Establishment of the Company has obtained the
dari Dewan Komisaris PT Angkasa Pura I (Persero) approval from the Board of Commissioners of PT
No.:194/DK.API/2011 tanggal 15 Desember 2011 Angkasa Pura I (Persero) No.194/DK.API/2011
dan didasarkan pada akte Perdirian perusahaan dated December 15, 2011 and also based on
nomor 01 oleh Notaris Nanda Fauz Iwan SH, M.Kn notarial deed No.01 by Nanda Fauz lwan SH, M.Kn
tanggal 6 Januari 2012. Akta tersebut telah disahkan dated January 6, 2012. The deed was approved by
melalui keputusan menteri Hukum dan Hak Asasi Minister of Justice and Human Rights of the
Manusia Republik Indonesia nomor AHU- Republic of Indonesia in his letter No.AHU-
03158.AH.01.01. Tahun 2012 tanggal 18 Januari 03158.AH.01.01. Year 2012 dated January 18, 2012
2012 serta telah diumumkan dalam Berita Negara and was published in the State Gazette of the
Republik Indonesia No.32 tanggal 19 April 2013, Republic of Indonesia No.32 April 19, 2013, the
Tambahan Berita Negara Republik Indonesia Official Gazette of the Republic of Indonesia No.10
No.10269 (“Akta Pendirian PT APL”). 269 ("Deed of Establishment of PT APL").
Perubahan Anggaran Dasar terakhir diubah The latest amendment was changed by Deed of
berdasarkan Akta Pernyataan Keputusan Para Shareholders No.18 dated May 21, 2014, made
Pemegang Saham No.18 tanggal 21 Mei 2014, before Fauz Nanda Iwan, SH, M.Kn., Notary in
dibuat dihadapan Nanda Fauz Iwan, S.H., M.Kn., South Jakarta, which was approved by the Ministry
Notaris di Jakarta Selatan, yang telah memperoleh of Justice and Human Rights by Decree No.AHU-
persetujuan Kementerian Hukum dan Hak Asasi 03009.40.20.2014 dated May 21, 2014, and was
Manusia berdasarkan Keputusan No.AHU- registered in the Company Register No.AHU-
03009.40.20.2014 tanggal 21 Mei 2014, dan telah 03009.40.20.2014 dated May 21, 2014 ("Act
didaftarkan dalam Daftar Perseroan No.AHU- No.18/2014").
03009.40.20.2014 tanggal 21 Mei 2014 (“Akta
No.18/2014”).
23
PT Angkasa Pura Hotel PT Angkasa Pura Hotel
PT Angkasa Pura Hotel bergerak di bidang usaha PT Angkasa Pura Hotel is engaged in the provision
penyediaan akomodasi pariwisata. APH didirikan of tourism accommodation. APH was established by
berdasarkan Akte nomor 03 oleh Notaris Nanda Deed of Notary Public number 03 by Nanda Fauz
Fauz lwan SH, M.Kn tanggal 6 Januari 2012 (Berita lwan SH, M.Kn dated January 6, 2012 (Official
Negara Republik Indonesia Tahun 2013 Nomor 32, Gazette of the Republic of Indonesia Year 2013
Tambahan Lembaran Negara Republik Indonesia Number 32, Supplement to the State Gazette of the
Nomor 10796) dan telah beberapa kali diubah Republic of Indonesia Number 10796) and amended
terakhir dengan Akta Nomor 04 tanggal September several times, most recently by Deed No.04 dated
2015. Pendirian perusahaan ini telah disahkan September 2015.The establishment of this company
melalui Keputusan Menteri Hukum dan Hak Asasi has been legalized through the Decree of the
Manusia Republik Indonesia nomor AHU- Minister of Justice and Human Rights of the
03688.AH.01.01.Tahun 2012 tanggal 20 Januari Republic of Indonesia number AHU-
2012. Entitas anak ini didirikan atas persetujuan 03688.AH.01.01.Tahun 2012 dated January 20,
Dewan Komisaris PT Angkasa Pura I (Persero) 2012. The subsidiary was established upon the
nomor 192/DK.API/2011 tanggal 15 Desember 2011. approval of the Board of Commissioners of PT
Angkasa Pura I (Persero) number 192/DK .API/2011
dated December 15, 2011.
Berdasarkan risalah Rapat Umum Pemegang Based on the Extraordinary General Shareholders
Saham Luar Biasa PT Angkasa Pura Hotel nomor Meeting of PT Angkasa Pura Hotel number of
RUPS.APH.03/KB.05/2017 tanggal 19 Januari 2017 GMS.APH.03/KB.05/2017 dated January 19, 2017
tentang perubahan anggaran dasar PT Angkasa regarding the amendment of the Articles of
Pura Hotel yang memiliki Modal dasar Association of PT Angkasa Pura Hotel which has
Rp2.000.000.000.000 (dua triliun Rupiah) terbagi Authorized Capital of Rp2,000,000,000,000 (two
dalam 2.000.000 (dua juta) saham dengan nilai trillion Rupiah) divided into 2,000,000 (two million)
nominal saham sebesar Rp1.000.000 (satu juta shares with par value of Rp1,000,000 (one million
Rupiah) dan telah disetor penuh Rp649.904.000.000 Rupiah) and fully paid Rp649,904,000,000 (six
(enam ratus empat puluh sembilan milyar sembilan hundred forty nine billion nine hundred four million
ratus empat juta Rupiah). Kepemilikan Perusahaan Rupiah). The Company's ownership of PT Angkasa
terhadap PT Angkasa Pura Hotel adalah 649.864 Pura Hotel is 649,864 (six hundred forty nine
(enam ratus empat puluh sembilan ribu delapan thousand eight hundred and sixty four) shares or
ratus enam puluh empat) saham atau sebesar amounting to Rp649,864,000,000 (six hundred forty
Rp649.864.000.000 (enam ratus empat puluh nine billion eight hundred sixty four million Rupiah).
sembilan milyar delapan ratus enam puluh empat The Company's ownership of PT Angkasa Pura
juta Rupiah). Kepemilikan Perusahaan terhadap PT Hotel is Rp417,500,000,000 (four hundred
Angkasa Pura Hotel sebesar Rp417.500.000.000 seventeen billion five hundred million Rupiah) is
(empat ratus tujuh belas milyar lima ratus juta derived from the conversion of debts invested by PT
Rupiah) berasal dari konversi hutang yang dijadikan Angkasa Pura Hotel to PT Angkasa Pura I (Persero)
penyertaan modal oleh PT Angkasa Pura Hotel based on agreement number:
kepada PT Angkasa Pura I (Persero) berdasarkan SP.06/HK.06.03/2017/PD,
perjanjian nomor: SP.06/HK.06.03/2017/PD, Number:APH.002A/HK.09.01/2017/DUTA dated
Nomor:APH.002A/HK.09.01/2017/DUTA tanggal 18 January 18, 2017 and Rp112.500.000.000 (one
Januari 2017 dan Rp112.500.000.000 (seratus dua hundred and twelve billion five hundred million
belas milyar lima ratus juta Rupiah) berasal dari Rupiah) comes from cash deposits from PT
penyetoran tunai dari PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) or 99.99%.
atau 99,99%.
24
PT Angkasa Pura Properti PT Angkasa Pura Properti
PT Angkasa Pura Properti bergerak di bidang usaha PT Angkasa Pura Properti is engaged in business
pembangunan, perdagangan dan jasa khususnya development, trade and services especially real
real estat, pengembang, jasa keagenan, distribusi estate, developers, agency services, distribution and
dan bidang konstruksi serta bidang lainnya. APP construction areas as well as other fields. APP was
didirikan berdasarkan akte nomor 02 tanggal 6 established based on deed No.02 dated January 6,
Januari 2012 oleh Notaris Nanda Fauz lwan SH, 2012 by Notary Nanda Fauz lwan SH, M.Kn. This
M.Kn. Entitas anak ini didirikan atas persetujuan subsidiary was established upon the approval of the
Dewan Komisaris PT Angkasa Pura I (Persero) Board of Commissioners of PT Angkasa Pura I
nomor 193/DK.API/2011 tanggal 15 Desember 2011. (Persero) number 193/DK.API/2011 dated
Modal dasar Rp42.000.000.000 (empat puluh dua December 15, 2011. The authorized capital of
milyar Rupiah) terbagi dalam 42.000 (empat puluh Rp42,000,000,000 (forty two billion Rupiah) is
dua ribu) saham dengan nilai nominal saham divided into 42,000 (forty two thousand ) shares with
sebesar Rp1.000.000 (satu juta Rupiah). par value of Rp1,000,000 (one million Rupiah).
Berdasarkan Berita Acara Serah Terima Based on the Official Report of the Receipt of
pembayaran pemenuhan modal disetor PT Angkasa Payment of the fulfillment of paid up capital of PT
Pura Properti No.BA.011/APP-MDL/2015 tanggal 26 Angkasa Pura Property No.BA.011/APP-MDL/2015
Agustus 2015 bahwa Modal Dasar PT Angkasa Pura dated August 26, 2015 that the authorized Capital of
Properti yang telah disetor adalah sebesar PT Angkasa Pura Property has been paid amounting
Rp168.000.000.000 (seratus enam puluh delapan to Rp168,000,000,000 (one hundred sixty eight
milyar Rupiah). billion Rupiah).
Kepemilikan saham PT Angkasa Pura I (Persero) Share ownership of PT Angkasa Pura I (Persero) in
pada perusahaan ini sebanyak 167.940 (seratus this company amounted to 167,940 (one hundred
enam puluh tujuh ribu sembilan ratus empat puluh) sixty seven thousand nine hundred and forty)
saham, senilai Rp167.940.000.000 (seratus enam shares, amounting to Rp167,940,000,000 (one
puluh tujuh milyar sembilan ratus empat puluh juta hundred sixty seven billion nine hundred forty million
Rupiah) atau 99,96%. Pendirian perusahaan ini telah Rupiah) or 99.96%. The establishment of this
disahkan melalui Keputusan Menteri Hukum dan Hak company has been legalized through the decision of
Asasi Manusia Republik Indonesia nomor AHU- the Minister of Justice and Human Rights of the
03704.AH.01.01.Tahun 2012 tanggal 20 Januari Republic of Indonesia number AHU-
2012. 03704.AH.01.01.Tahun 2012 dated January 20,
2012.
PT Angkasa Pura Suport PT Angkasa Pura Suport
PT Angkasa Pura Suport bergerak di bidang jasa, PT Angkasa Pura Suport is engaged in services,
pembangunan, pengangkutan darat, perbengkelan, development, land transportation, workshop,
percetakan, dan perdagangan. Pendirian printing, and trading. The establishment of the
Perusahaan telah mendapat persetujuan dari Dewan Company has been approved by the Board of
Komisaris PT Angkasa Pura I (Persero) nomor Commissioners of PT Angkasa Pura I (Persero)
17/DK.API/2012 tanggal 31 Januari 2012 dan number 17 / DK.API / 2012 dated January 31, 2012
didasarkan pada akte Perdirian perusahaan nomor and is based on the Deed of Company No.03 by
03 oleh Notaris Nanda Fauz Iwan SH, M.Kn tanggal Notary Nanda Fauz Iwan SH, M.Kn dated 9
9 Pebruari 2012 yang telah beberapa kali diubah February 2012 has been amended several times the
terakhir dengan Akta Nomor: 11 tanggal April 2014. latest by Deed Number: 11 dated April 2014. The
Akta tersebut telah disahkan melalui keputusan Deed has been ratified by Decree of the Minister of
menteri Hukum dan Hak Asasi Manusia Republik Justice and Human Rights of the Republic of
Indonesia nomor AHU-08735.AH.01.01.Tahun 2012 Indonesia number AHU-08735.AH.01.01.Tahun
tanggal 20 Januari 2012. 2012 dated 20 January 2012.
25
PT Angkasa Pura Suport (lanjutan) PT Angkasa Pura Suport (continued)
Berdasarkan hasil risalah Rapat Umum Pemegang Based on the minutes of the Extraordinary General
Saham Luar Biasa PT Angkasa Pura Suport tentang Shareholders Meeting of PT Angkasa Pura Suport
perubahan anggaran dasar PT Angkasa Suport regarding the amendment of the Articles of PT
nomor: RUPS.APS.01/KB.05/2017 yaitu modal dasar Angkasa Suport number: RUPS.APS.01 / KB.05 /
sebesar Rp1.000.000.000.000 (satu triliun Rupiah) 2017 ie authorized capital of Rp1,000,000,000,000
terbagi dalam 1.000.000 (satu juta) saham dengan (one trillion Rupiah) divided into 1,000,000 (one
nilai nominal per lembamya sebesar Rp1.000.000 million) shares with a nominal value per valley of
(satu juta Rupiah) dan modal ditempatkan dan Rp1,000,000 one million Rupiah) and issued and
disetor sebesar Rp250.480.000.000 (dua ratus lima paid up capital of Rp250,480,000,000 (two hundred
puluh milyar empat ratus delapan puluh juta Rupiah). fifty billion four hundred and eighty million Rupiah).
Kepemilikan saham PT Angkasa Pura I (Persero) The share ownership of PT Angkasa Pura I
pada perseroan ini sebanyak 250.000 (dua ratus lima (Persero) in this company is 250,000 (two hundred
puluh ribu) saham, senilai Rp250.000.000.000 (dua and fifty thousand) shares, worth
ratus lima puluh milyar Rupiah) atau 99,81%. Rp250,000,000,000 (two hundred fifty billion Rupiah)
or 99.81%.
PT Angkasa Pura Retail PT Angkasa Pura Retail
PT Angkasa Pura Retail bergerak di bidang PT Angkasa Pura Retail is engaged in retail sales
penjualan retail terkait fashion retail, souvernir, retail related to fashion retail, souvernir, retail duty free,
duty free, retail duty paid dan gerai food & beverage. retail duty paid and food & beverage outlets. PT
PT Angkasa Pura Retail didirikan berdasarkan akta Angkasa Pura Retail was established based on
notaris No.11 Notaris Nanda Fauz Iwan, S.H, M.Kn notarial deed No.11 Notary Fauz Nanda Iwan, S.H,
di Jakarta Selatan, tertanggal 23 September 2014 M.Kn in South Jakarta, dated September 23, 2014
dan telah mendapat pengesahan badan hukum dari and was approved by the legal entity of the Ministry
Kementrian Hukum dan Hak Asasi Manusia Republik of Law and Human Rights Republic of Indonesia
Indonesia dengan Surat Keputusan No.AHU- with Decree No.AHU-26401.40.10.2014 2014 dated
26401.40.10.2014 Tahun 2014 tertanggal 24 September 24, 2014. The company is located and
September 2014. Perusahaan beralamat dan based in Kota Baru Bandar Kemayoran Blok B 16,
berkedudukan di Kota Baru Bandar Kemayoran Blok Plot 2 Kemayoran. Capital of the Company is based
B 16 Kaveling No.2 Kemayoran Jakarta Pusat. on the deed is Rp200,000,000.000 divided into
Modal Dasar Perusahaan berdasarkan akta 200,000 shares, each share with a nominal value of
pendirian adalah sebesar Rp200.000.000.000 (dua Rp1,000,000, of the authorized capital has been
ratus miliar Rupiah) yang terbagi atas 200.000 (dua subscribed and paid in the amount
ratus ribu) saham, masing-masing saham dengan Rp50,000,000,000 (full amount) shares each by the
nilai nominal sebesar Rp1.000.000 (satu juta founder, PT Angkasa Pura I (Persero) amounting to
Rupiah). Dari Modal Dasar tersebut telah Rp48,750,000,000, with as many as 48,750 shares
ditempatkan dan disetor yaitu sebesar or 97,50%.
Rp50.000.000.000 (lima puluh miliar Rupiah) yang
terbagi atas 50.000 (lima puluh ribu) saham masing-
masing oleh pendiri yaitu PT Angkasa Pura I
(Persero) sebesar Rp48.750.000.000 (empat puluh
delapan miliar tujuh ratus lima puluh juta Rupiah)
sebanyak 48.750 lembar saham atau 97,50%.
26
Entitas Tersosiasi: Associated Entities:
PT Gapura Angkasa PT Gapura Angkasa
Penyertaan pada PT Gapura Angkasa yang The investment in PT Gapura Angkasa which
bergerak dalam bidang jasa ground handling engage business in ground handling was made
dilakukan sesuai dengan persetujuan Surat Menteri based on the approval from Minister of Finance in
Keuangan Nomor S-546/MK.016/1997 tanggal 5 his letter No.S-546 MK.016/1997 dated November 5,
November 1997 dengan nilai perolehan 1997 in the amount of Rp67,200,000,000 (full
Rp67.200.000.000 (enam puluh tujuh miliar dua ratus amount). The authorized capital of PT Gapura
juta Rupiah).Modal dasar PT Gapura Angkasa Angkasa is Rp860,160,000,000 (full amount)
adalah Rp860.160.000.000 (delapan ratus enam consists of 8.601.600 shares per value of
puluh miliar seratus enam puluh juta Rupiah) terbagi Rp100.000 (full amount) per share. Of the authorized
atas 8.601.600 (delapan juta enam ratus satu ribu capital, in the number of 2.150.400 shares equal to
enam ratus) saham nominal Rp100.000 (seratus ribu Rp215,040,000,000 (full amount) were subscribed
Rupiah) per saham. Dan modal dasar tersebut, and fully paid in. The other shareholders are PT
sebanyak 2.150.400 (dua juta seratus lima puluh ribu Angkasa Pura II (Persero) which subscribed
empat ratus) saham atau senilai Rp215.040.000.000 672.000 shares (31,25%) and PT Garuda Indonesia
(Dua ratus lima belas miliar empat puluh juta Rupiah) Airlines (Persero) which subscribed 806.400 shares
merupakan modal ditempatkan dan disetor. Dari (37,50%).
jumlah Modal Ditempatkan dan Disetor oleh 3 (tiga)
Pemegang saham yaitu PT Angkasa Pura I
(Persero) dan PT Angkasa Pura II (Persero) masing-
masing sebanyak 672.000 saham (31,25%) dan PT
Garuda Indonesia Airlines (Persero) sebanyak
806.400 saham (37,50%).
Pada tahun 2014 perseroan telah menjual sebagian In 2014 the company has sold some of his shares to
saham miliknya kepada pemegang saham lainnya the other shareholders are PT Garuda Indonesia
yaitu PT Garuda Indonesia (Persero) Tbk sebanyak (Persero) Tbk as many as 456 960 shares or 2.25%
456.960 lembar saham atau 22,25% dengan harga with a selling price of Rp105,000,000 which is
jual sebesar Rp105.000.000 yang dinyatakan dalam expressed in the Memorandum of Purchase and
Nota Kesepahaman Pembelian dan Penjualan Sale of Shares of PT Gapura Angkasa number
Saham PT Gapura Angkasa nomor SP.140.KU.20/2014/PD; Number DS/onsen/MOU/
SP.140.KU.20/2014/PD Nomor DS/PERJ/MOU/DQ- DQ-3285/2014 dated June 30, 2014. Based on the
3285/2014 tanggal 30 Juni 2014. Berdasarkan Akta Deed PT GA No.51 dated December 29, 2014,
Pernyataan Keputusan Rapat PT GA No.51 tanggal made in the presence of Hendra Wismal, SH, Notary
29 Desember 2014, dibuat dihadapan Hendra in Jakarta, the data changes that the company has
Wismal, S.H., Notaris di Jakarta, perubahan data received and recorded in the System Administration
perseroan telah diterima dan dicatat dalam Sistem Ministry of Justice and Human Rights of the
Administrasi Kementerian Hukum dan Hak Asasi Republic of Indonesia as stated in its letter No.AHU-
Manusia Republik Indonesia sebagaimana 49455.40.22.2014.Tahun 2014 dated December 29,
dinyatakan dalam Surat No.AHU-49455.40.22.2014. 2014.
Tahun 2014 tanggal 29 Desember 2014.
Dengan demikian, sisa penyertaan perseroan di PT Thus the balance of the investment in PT Angkasa
Gapura Angkasa adalah sebanyak 215.040 lembar Gapura amounted to 215,040 shares or 10%.
saham atau sebesar 10%. Investasi dicatat pada Investments are recorded using equity method due
pembukuan Perseroan dengan menggunakan to significant influence with their representation in
metode ekuitas karena adanya pengaruh signifikan the Board of Commissioners in the investee
yang ditunjukkan dengan adanya keterwakilan dalam accordance with PSAK 15 Paragraphs 6 and 16.
Dewan Komisaris di investee sesuai PSAK 15,
Paragraf 6 dan 16.
27
Entitas Tersosiasi: (lanjutan) Associated Entities: (continued)
PT Jasa Marga Bali Tol PT Jasa Marga Bali Tol
PT Jasamarga Bali Tol didirikan berdasarkan Akta PT Jasamarga Bali Tol established under the Deed
Pendirian No.1 tanggal 11 Desember 2013 yang of Establishment No.1 dated December 11, 2013
dibuat di hadapan Paulina Siti Suprimulyanti Endah were made in the presence of Siti Suprimulyanti
Putri, S.H., Notaris di Depok, akta tersebut telah Endah daughter Paulina, SH, notary in Depok, the
memperoleh persetujuan dari Kementerian Hukum deed has obtained approval from the Ministry of
dan Hak Asasi Manusia Republik Indonesia Justice and Human Rights of the Republic of
berdasarkan Surat Keputusan No.AHU- Indonesia based on Decree No.AHU-
57740.AH.01.01.Tahun 2011 tanggal 25 November 57740.AH.01.01.Tahun 2011 dated 25 November
2011. Investasi dalam saham pada PT Jasa Marga 2011 Investments in shares in PT Jasa Marga Bali
Bali Tol (PT JMBT) merupakan konsorsium investasi Toll is an investment consortium highway
pembangunan jalan tol Nusa Dua - Ngurah Rai - construction Nusa Dua - Ngurah Rai - Benoa in Bali
Benoa di daerah Bali oleh beberapa Perseroan by several state-owned companies. This investment
BUMN. Investasi ini telah mendapat persetujuan dari has been approved by the Minister of State
Menteri Negara BUMN dalam surat S-549/MBU/2011 Enterprises in the letter S-549/MBU/2011 dated
tanggal 25 Oktober 2011. Sesuai akta pernyataan October 25, 2011. In accordance the deed of
keputusan rapat PT JMBT nomor : 01 tanggal 11 statementthe decision meeting PT Jasa Marga Bali
Desember 2013 yang dibuat dihadapan Notaris Toll number: 01 dated December 11, 2013 before a
Paulina Siti Suprimulyanti Endah Putri, akta tersebut Notary Paulina Putri Siti Suprimulyanti Endah, The
telah memperoleh persetujuan dari Kementerian deed has obtained approval from the Ministry of
Hukum dan Hak Asasi Manusia Republik Indonesia Justice and Human Rights of the Republic of
berdasarkan Surat Keputusan No.AHU- Indonesia based on Decree No.AHU-
57740.AH.01.01.Tahun 2011 tanggal 25 November 57740.AH.01.01. Tahun 2011 dated November, 25
2011. 2011.
PT Angkasa Pura I (Persero) memiliki 59.635 saham PT Angkasa Pura I (Persero) has 59,635 shares or
atau sebesar Rp59.635.000 dan tambahan modal Rp59,635,000 and additional paid-in capital
disetor lainnya sebesar Rp14.908.400 dengan amounting to Rp14,908,400 with ownership of 8%.
jumlah kepemilikan sebesar 8%.
Investasi saham pada PT JMBT tersebut dicatat Investments in shares in PT JMBT the company
pada pembukuan Perseroan dengan menggunakan recorded by the equity method due to significant
metode ekuitas karena pengaruh signifikan yang influence is indicated by their representation in the
ditunjukkan dengan adanya keterwakilan dalam Board of Commissioners in the investee in
Dewan Komisaris di investee sesuai PSAK 15 accordance with PSAK 15, paragraphs 6 and 16.
paragraph 6 dan 16.
2. KETENTUAN DAN TARIF JASA KEBANDARUDARAAN 2. AIRPORT REGULATION AND SERVICE TARIFFS
Pengusahaan bandara di Indonesia pada umumnya dan The airports throughout the country in general and the
yang dikelola oleh Perseroan pada khususnya tunduk airports managed by the Company in particular are
pada ketentuan-ketentuan yang ditetapkan oleh Menteri subject to regulations promulgated by the Minister of
Perhubungan. Beberapa ketentuan penting yang berkaitan Transportation. The following are significant regulations
dengan Perseroan adalah ketentuan mengenai tarif jasa specifying airport service tariffs, particularly those related
kebandarudaraan khususnya jasa aeronautika dan non- to certain aeronautical and non-aeronautical services:
aeronautika tertentu sebagai berikut:
a. Peraturan Pemerintah nomor 193 Tahun 2015 a. Government Regulation No.193 Year 2015 on Types
tentang Jenis Konsesi dan Bentuk Kerjasama of Concessions and Other Forms of Cooperation
lainnya antara Pemerintah dengan Badan Usaha between Government with Airport Business Entity for
Bandar Udara untuk Pelayanan Jasa Airport Service
Kebandarudaraan.
28
2. KETENTUAN DAN TARIF JASA 2. AIRPORT REGULATION AND SERVICE TARIFFS

KEBANDARUDARAAN (lanjutan) (continued)
b. Peraturan Pemerintah nomor 11 Tahun 2015 tentang b. Government Regulation No.11 Year 2015 on Types
Jenis dan Tarif atas Jenis Penerimaan Negara and Tariffs of Non-Tax State Revenues Applicable
Bukan Pajak yang Berlaku pada Kementerian within the Ministry of Transportation.
Perhubungan.
c. Keputusan Menteri Perhubungan nomor KM.129 c. Minister of Transportation Decree No.KM.129 2015
Tahun 2015 tentang Pedoman Penyusunan Guideline of the Service Level Agreement in the
Perjanjian Tingkat Layanan (Service Level provision of services to users of airport services.
Agreement) dalam pemberian layanan kepada
pengguna jasa bandar udara.
d. Peraturan Menteri Perhubungan nomor PM 36 d. Regulation of the Minister of Transportation No.PM

Tahun 2014 tentang Tata Cara dan Prosedur 36 2014 regarding Governance Ways and
Pengenaan Tarif Jasa Kebandarudaraan. Procedures Tarif Imposition of Airport Affairs.
e. Keputusan Direktur Jenderal Perhubungan Udara e. Decision of the Director General of Civil Aviation
nomor SKEP/47/III/2007 tentang Petunjuk Directive No.SKEP/47/III/2007 regarding Enterprise
Pelaksanaan Usaha Kegiatan Penunjang Bandar Implementation Support Activities Airport.
Udara.
f. Keputusan Menteri Perhubungan nomor KM.48 f. The Minister of Transportation's Decree No.KM.48 of
Tahun 2002 tentang Penyelenggaraan Bandar Udara 2002 on Administration of Public Airports.
Umum.
g. Peraturan Pemerintah Nomor 70 Tahun 2001 g. Government Regulation No.70 of 2001 on Airports.
tentang Kebandarudaraan.
h. SK Dirjen Hubud Nomor SKEP.284/X/1999, tentang h. Decrees No.Hubud SKEP.284/X/1999, on Airport

Standar Kinerja Operasional Bandara Terkait dengan Operational Performance Standards Related to
Tingkat Pelayanan (Level of Service). Service Level.
i. Undang-undang nomor 15 Tahun 1992 tentang i. The Law No.15 year 1992 on Aviation; as was
Penerbangan, sebagaimana telah diubah dengan amended by the Law No.1 of 2009 on Aviation.
Undang-undang nomor 1 tahun 2009 tentang
Penerbangan.
j. Peraturan Direktur Jenderal Perhubungan Udara j. The Regulation of Director General of Civil Aviation
nomor KP.12 Tahun 2015 tentang Pembayaran No.KP.12 2015 On Passenger Payment Service
Passenger Service Charge (PSC) disatukan dengan Charge (PSC) together with tickets Passengers.
Tiket Penumpang Pesawat Udara.
k. Peraturan Menteri Perhubungan nomor PM. 178 k. Regulation of the Minister of Transportation No.PM.
Tahun 2015 tentang Standar Pelayanan Pengguna 178 Year 2015 regarding the Service Standard User
Jasa Bandar Udara. Services Airport.
Berdasarkan Undang-undang dan Peraturan Pemerintah Based on the Laws and Government Regulations and the
serta Surat Keputusan Menteri Perhubungan di atas, Decree of the Minister of Communications above, the
Direksi Perseroan menjabarkan dan menetapkan tarif jasa Company's Directors defines and establishes the
kebandarudaraan yang berlaku untuk bandara yang applicable rates of airport services to the airports under its
diusahakannya. management.
29

Surat Keputusan Direksi tentang Tarif dan Perubahan Directors' Decree on Tariff and Current Rate Changes in
Tarif yang Berlaku Tahun 2017 dan 2016 tertuang dalam 2017 and 2016 contained in the Decision of the Directors
Keputusan Direksi dengan nomor sebagai berikut: with the following numbers:
1) Pelayanan Jasa Kargo dan Pos Pesawat Udara 1) Cargo Services and Aircraft Postal Services
(PJKP2U) (PJKP2U)
a. KEP.80/KU.06.02/2012 tanggal 7 Juni 2012 a. KEP.80/KU.06.02/2012 dated June 7, 2012 on

tentang Perubahan Lampiran sebagaimana Amendments to Attachments as referred to in
dalam pasal 1 Keputusan Direksi PT Angkasa Article 1 of the Decree of the Directors of PT
Pura I (Persero) Nomor KEP.33/KU.07/2010 Angkasa Pura I (Persero)
tentang Tarif Pelayanan Jasa Kargo dan Pos No.KEP.33/KU.07/2010 on Tariff Services for
Pesawat Udara (PJKP2U) di Kantor Cabang Cargo and Aircraft Post (PJKP2U) at Sam
Bandara Sam Ratulangi - Manado. Ratulangi Airport Branch Office - Manado.
b. KEP.14/KB.07/2011 tanggal 16 Februari 2011 b. KEP.14/KB.07/2011 dated February 16, 2011

tentang Tarif Pelayanan Jasa Kargo dan Pos on Tariff Services for Cargo and Aircraft Post
Pesawat Udara (PJKP2U) di Kantor Cabang PT (PJKP2U) at Branch Office PT Angkasa Pura I
Angkasa Pura I (Persero) Bandar Udara (Persero) Ngurah Rai Airport - Denpasar.
Ngurah Rai - Denpasar.
c. KEP.20/KB.06.02/2011 tanggal 16 Februari c. KEP.20/KB.06.02/2011 dated February 16,

2011 tentang Tarif Pelayanan Jasa Kargo dan 2011 on Tariffs for Cargo Services and Aircraft
Pos Pesawat Udara (PJKP2U) di Kantor Post (PJKP2U) at Branch Office of PT Angkasa
Cabang PT Angkasa Pura I (Persero) Bandar Pura I (Persero) Sepinggan Airport -
Udara Sepinggan - Balikpapan. Balikpapan.
d. KEP.06/KB.03.03/2013 tanggal 21 Januari 2013 d. KEP.06/KB.03.03/2013 dated 21 January 2013

tentang Tarif Pelayanan Jasa Kargo dan Pos on Tariffs for Cargo Services and Airborne
Pesawat Udara (PJKP2U) Domestik dan Postage (PJKP2U) Domestic and KEP.45 /
KEP.45/KB.09/2015 tentang Tarif Pelayanan KB.09 / 2015 on Tariff Services for Cargo and
Jasa Kargo dan Pos Pesawat Udara di Kantor Aircraft Post at Branch Offices of PT Angkasa
Cabang PTAngkasa Pura I (Persero) Bandar Pura I (Persero) Adi Sutjipto Airport -
Udara Adi Sutjipto - Yogyakarta. Yogyakarta.
e. KEP.196/KB.02.04/2016 (PJKP2U) tanggal 30 e. KEP.196 / KB.02.04 / 2016 (PJKP2U) dated

Desember 2016 tentang Tarif Pelayanan Jasa December 30, 2016 on Tariffs for Cargo
Kargo dan Pos Pesawat Udara (PJKP2U) di Services and Aircraft Post (PJKP2U) at Branch
Kantor Cabang PT Angkasa Pura I (Persero) Office of PT Angkasa Pura I (Persero)
Bandar Udara Internasional Pattimura - Ambon. Pattimura International Airport - Ambon.
f. KEP.181/KB.03/2012 tanggal 27 Desember f. KEP.181/KB.03/2012 dated December 27,

2012 tentang Tarif Pelayanan Jasa Kargo dan 2012 on Tariffs for Cargo Services and Air
Pos Pesawat Udara (PJKP2U) Domestik Plane Post (PJKP2U) Domestic International
Bandar Udara International Praya - Lombok. Airport Praya - Lombok.
g. KEP.83/KU.06.02/2013 tanggal 21 Agustus g. KEP.83/KU.06.02/2013 dated August 21, 2013

2013 tentang Tarif Pelayanan Jasa Kargo dan on Tariffs for Cargo Services and Aircraft Post
Pos Pesawat Udara(PJKP2U) di kantor PT (PJKP2U) in the office of PT Angkasa Pura I
Angkasa Pura I (Persero) Bandar Udara Adi (Persero) Adi Soemarmo Airport - Surakarta.
Soemarmo - Surakarta.
30

1) Pelayanan Jasa Kargo dan Pos Pesawat Udara 1) Cargo Services and Aircraft Postal Services
(PJKP2U) (lanjutan) (PJKP2U) (continued)
h. KEP.84/KU.06/2013 tanggal 21 Agustus 2013 h. KEP.84/KU.06/2013 dated August 21, 2013

tentang Tentang Tarif Pelayanan Jasa Kargo regarding the Tariff of Air Cargo Service and
dan Pos Pesawat Udara (PJKP2U) di Kantor Air Plane Post (PJKP2U) at Branch Office of
Cabang PT Angkasa Pura I (Persero) Bandar PT Angkasa Pura I (Persero) EL Tari Airport -
Udara EL Tari - Kupang. Kupang.
i. KEP.179/KB.09/2014 tanggal 23 Desember i. KEP.179/KB.09/2014 dated December 23,

2014 tentang Tarif pelayanan Jasa Kargo dan 2014 on Tariff of Cargo Services and Airborne
Pos Pesawat Udara (PJKP2U) Sultan Post (PJKP2U) Sultan Hasanudin - Makassar.
Hasanudin - Makassar.
j. KEP.157/KB.09/2014 tanggal 20 j. KEP.157/KB.09/2014 dated November 20,

November2014 tentang Tarif Pelayanan Jasa 2014 on Tariff for Cargo Services and Aircraft
Kargo dan Pos Pesawat Udara (PJKP2U) Postal Services (PJKP2U) at Frans Kasiepo
Domestik di Bandar Udara Frans Kasiepo - Airport - Biak.
Biak.
k. KEP.121/KB.09/2015 tanggal 7 September k. KEP.121/KB.09/2015 dated September 7, 2015

2015 tentang Tarif Pelayanan Jasa Kargo dan on Tariffs for Cargo Services and Airborne Post
Pos Pesawat Udara (PJKP2U) di Bandar (PJKP2U) at Ahmad Yani Airport - Semarang.
Udara Ahmad Yani - Semarang.
l. KEP.140/KB.09/2015 (PJKP2U) tanggal 26 l. KEP.140/KB.09/2015 dated October 26, 2015

Oktober 2015 tentang Tarif Pelayanan Jasa regarding tariffs of cargo services and aircraft
Kargo dan Pos Pesawat Udara (PJKP2U) di postal services (PJKP2U) at Juanda Airport -
Bandar Udara Juanda - Surabaya. Surabaya.
m. KEP.24/KB.09/2015 (PJKP2U) tanggal 24 m. KEP.24/KB.09/2015 dated February 24, 2015

Februari 2015 tentang Tarif Pelayanan Jasa regarding tariffs of cargo services and aircraft
Kargo dan Pos Pesawat Udara (PJKP2U) di postal services (PJKP2U) at Syamsuddin Noor
Bandar Udara Syamsuddin Noor - Banjarmasin. Airport - Banjarmasin.
2) Pelayanan Jasa Pendaratan, Penempatan dan 2) Landing, Placement and Storage Aircraft
Penyimpanan Pesawat Udara (PJP4U) Services (PJP4U)
a. KEP.165/KB.09/2015 tanggal 16 Desember a. KEP.165/KB.09/2015 dated December 16,

2015; tentang Perubahan atas Keputusan 2015; on Amendments to the Decree of the
Direksi PT Angkasa Pura I (Persero) nomor Directors of PT Angkasa Pura I (Persero)
KEP.110/KB.09/2015 Tentang Tarif Pelayanan number KEP.110 /KB.09/2015 About Tariff
Jasa Pendaratan, Penempatan, dan Landing Services, Placement and Storage
Penyimpanan Pesawat Udara (PJP4U) khusus Aircraft (PJP4U) specialized in General
di General Aviation Terminal Kantor Cabang PT Aviation Terminal Branch Office PT Angkasa
Angkasa Pura I (Persero) Bandar Udara Pura I (Persero) International Airport I Gusti
Internasional I Gusti Ngurah Rai – Bali. Ngurah Rai – Bali.
b. KEP.166/KB.09/2015 tanggal 16 Desember b. KEP.166/KB.09/2015 dated December 16,

2015; tentang Perubahaan Atas Kep. Direksi 2015; on Amendment to the Decree of the
PT Angkasa Pura I (Persero) nomor : Directors of PT Angkasa Pura I (Persero)
KEP.111/KB.09/2015 tanggal 14 Agustus 2015 number: KEP.111/KB.09/2015 dated August
tentang Tarif Pelayanan Jasa Pendaratan, 14, 2015 on Rates Services Landing,
Penempatan dan Penyimpanan Pesawat Udara Placement and Storage Aircraft (PJP4U) for
(PJP4U) untuk Penerbangan Dalam Negeri Domestic Flight at the airport (Airport)
pada Bandar Udara (Bandara) yang diusahakan endeavored PT Angkasa Pura I (Persero).
31

2) Pelayanan Jasa Pendaratan, Penempatan dan 2) Landing, Placement and Storage Aircraft
Penyimpanan Pesawat Udara (PJP4U) (lanjutan) Services (PJP4U) (continued)
c. KEP.144/KB.09/2015 tanggal 3 November 2015 c. KEP.144/ KB.09/2015 dated 3 November 2015

tentang Tarif Pelayanan Jasa Pendaratan, regarding Tariff Landing Services, Placement
Penempatan dan Penyimpanan Pesawat Udara and Storage Aircraft (PJP4U) to Overseas
(PJP4U) untuk Penerbangan Luar Negeri pada Flights at the Airport which endeavored PT
Bandara Udara yang Diusahakan PT Angkasa Angkasa Pura I (Persero).
Pura I (Persero).
3) Pelayanan Jasa Penumpang Pesawat Udara 3) Flight Passengers Services (PJP2U)

(PJP2U)
a. KEP.124/KB.06.02/2015 tanggal 15 September a. KEP.124/KB.06.02/2015 dated 15 September

2015 tentang Pedoman Pelaksanaan 2015 on the Guidelines for Acceptance of
Penerimaan Pembayaran Pelayanan Jasa Payment Services Passengers (PJP2U) which
Penumpang Pesawat Udara (PJP2U) yang together with aircraft ticket which is managed
disatukan dengan tiket pesawat udara yang by PT Angkasa Pura I (Persero).
dikelola oleh PT Angkasa Pura I (Persero).
b. Domestik b. Domestic
Pada tahun 2016 beberapa bandara dilakukan In 2016 some airports had changed in tariff
perubahan tarif Pelayanan Jasa Penumpang Passenger Aircraft Services (PJP2U) stated in
Pesawat Udara (PJP2U) yang dinyatakan several decisions the Directors as follows:
dalam beberapa keputusan Direksi sebagai
berikut :
Bandara / Airport Nomor / Number Tanggal / Dated
Frans Kaseipo-Biak KEP.195/KB.02.04/2016 29 Desember / December 2016

Sultan Hasanuddin Makassar KEP.171/KB.02.04/2016 29 Nopember / November 2016
Pattimura - Ambon KEP.172/KB.02.04/2016 29 Nopember / November 2016
Sam Ratulangi - Manado KEP.173/KB.02.04/2016 29 Nopember / November 2016
Praya - Lombok KEP.174/KB.02.04/2016 29 Nopember / November 2016
Juanda - Surabaya KEP.175/KB.02.04/2016 29 Nopember / November 2016
Adi SoemarNo.- Solo KEP.176/KB.02.04/2016 29 Nopember / November 2016
Adi Sutjipto - Yogyakarta KEP.178/KB.02.04/2016 29 Nopember / November 2016
El Tari - Kupang KEP.179/KB.02.04/2016 29 Nopember / November 2016
Ahmad Yani - Semarang KEP.180/KB.02.04/2016 29 Nopember / November 2016
Syamsudin Noor - Banjarmasin KEP.181/KB.02.04/2016 29 Nopember / November 2016
Sultan Aji Muhammad Sepinggan - KEP.147/KB.02.04/2016 30 September 2016
Balikpapan
Tarif sebelumnya yang berlaku adalah Previous rate applicable is the decision of the
Keputusan Direksi nomor Directors No.KEP.90/KU.06.02/2010 dated
KEP.90/KU.06.02/2010 tanggal 9 November November 9, 2010 regarding Tariff of Flight
2010 tentang Tarif Pelayanan Jasa Penumpang Passengers Services (PJP2U) for Domestic
Pesawat Udara (PJP2U) untuk Angkutan Flight at International Airport Sam Ratulangi
Dalam Negeri pada Bandara Internasional Sam Manado, Adi Sutjipto Jogyakarta, Adi Sumarmo
Ratulangi Manado, Adi Sutjipto Yogyakarta, Adi Solo, Ahmad Yani Semarang, Pattimura
Sumarmo Solo, Ahmad Yani Semarang, Ambon, Syamsudin Noor, Frans Kaisiepo Biak,
Pattimura Ambon, Syamsudin Noor, Frans dan El Tari Kupang.
Kaisiepo Biak, dan El Tari Kupang.
32

3) Pelayanan Jasa Penumpang Pesawat Udara 3) Flight Passengers Services (PJP2U) (continued)
(PJP2U) (lanjutan)
b. Domestik (lanjutan) b. Domestic (continued)
KEP.29/KB.02.04/2014 tanggal 26 Maret 2014 KEP.29/KB.02.04/2014 dated March 26, 2014

tentang Tarif Pelayanan Jasa Penumpang regarding tariff of flight passengers services
Pesawat Udara (PJP2U) untuk angkutan Dalam (PJP2U) for domestic flight at International
Negeri pada Bandara International I Gusti Airport I Gusti Ngurah Rai Bali; Juanda
Ngurah Rai Bali - Juanda Surabaya; Sepinggan Surabaya; Sepinggan Balikpapan; Sultan
Balikpapan; Sultan Hasanuddin Makassar dan Hasanuddin Makassar and Lombok Praya.
Lombok Praya.
c. Internasional c. International
Perubahan tarif Pelayanan Jasa Penumpang Changes tariffs International Passengers

Pesawat Udara (PJP2U) internasional : Services (PJP2U) :
Bandara / Airport Nomor / Number Tanggal / Dated
Frans Kaseipo-Biak KEP.195/KB.02.04/2016 29 Desember / December 2016

Sultan Hasanuddin Makassar KEP.171/KB.02.04/2016 29 Nopember / November 2016
Pattimura - Ambon KEP.172/KB.02.04/2016 29 Nopember / November 2016
Sam Ratulangi - Manado KEP.173/KB.02.04/2016 29 Nopember / November 2016
Praya - Lombok KEP.174/KB.02.04/2016 29 Nopember / November 2016
Juanda - Surabaya KEP.175/KB.02.04/2016 29 Nopember / November 2016
Adi SoemarNo.- Solo KEP.176/KB.02.04/2016 29 Nopember / November 2016
Adi Sutjipto - Yogyakarta KEP.178/KB.02.04/2016 29 Nopember / November 2016
El Tari - Kupang KEP.179/KB.02.04/2016 29 Nopember / November 2016
Ahmad Yani - Semarang KEP.180/KB.02.04/2016 29 Nopember / November 2016
Sultan Aji Muhammad Sepinggan - Balikpapan KEP.147/KB.02.04/2016 30 September 2016
KEP.83/KU.10.2.2/2007 tanggal 26 Oktober KEP.83/KU.10.2.2/2007 dated October 26,

2007 tentang Tarif Pelayanan Jasa Penumpang 2007 regarding tariff of flight passengers
Pesawat Udara (PJP2U) untuk angkutan Luar services (PJP2U) for international flight at
Negeri pada Bandara Internasional Sam International Airport Sam Ratulangi Manado,
Ratulangi Manado, Adi Sutjipto Yogyakarta, Adi Adi Sutjipto Jogyakarta, Adi Sumarmo Solo,
Sumarmo Solo, Ahmad Yani Semarang, Ahmad Yani Semarang, Pattimura Ambon,
Pattimura Ambon, Syamsudin Noor, Frans Syamsudin Noor, Frans Kaisiepo Biak, dan El
Kaisiepo Biak, dan El Tari Kupang. Tari Kupang.
KEP.28/KB.02.04/2014 tanggal 26 Maret 2014 KEP.28/KB.02.04/2014 dated March 26, 2014

tentang Tarif Pelayanan Jasa Penumpang regarding tariff of flight passengers services
Pesawat Udara (PJP2U) untuk angkutan Luar (PJP2U) for international flight at International
Negeri pada Bandara International I Gusti Airport I Gusti Ngurah Rai Bali; Juanda
Ngurah Rai Bali - Juanda Surabaya; Sepinggan Surabaya; Sepinggan Balikpapan; Sultan
Balikpapan; Sultan Hasanudin Makasar dan Hasanudin Makasar and Lombok Praya.
Lombok Praya.
33

3) Pelayanan Jasa Penumpang Pesawat Udara 3) Flight Passengers Services (PJP2U) (continued)
(PJP2U) (lanjutan)
c. Internasional (lanjutan) c. International (continued)
KEP.144/KB.09/2008 tanggal 30 Desember KEP.144/KB.09/2008 dated December 30,

2008 tentang Tarif Pelayanan Jasa Penumpang 2008 on Tariff Passenger Aircraft Services
Pesawat Udara (PJP2U) untuk angkutan Luar (PJP2U) for the transport of Foreign Affairs Haji
Negeri Haji pada Bandara Udara Internasional at Juanda International Airport in Surabaya, Adi
Juanda Surabaya, Adi Soemarmo Surakarta, Soemarmo Surakarta, Syamsudin Noor
Syamsudin Noor Banjarmasin, Sultan Banjarmasin, Sultan Hasanuddin Makassar,
Hasanuddin Makassar, Sultan Aji Muhammad Sultan Aji Muhammad Sulaiman Sepinggan,
Sulaiman Sepinggan Balikpapan, dan Lombok and Lombok Praya.
Praya.
4) Garbarata 4) Aviobridge
a. KEP.913/KU.20.1.8/1998 tanggal 14 Agustus a. KEP.913/KU.20.8/1998 dated August 14, 1998

1998 tentang Tarif Pelayanan Jasa Pemakaian on Tariffs Service Usage Aviobridge Services
Garbarata (Aviobridge) untuk penerbangan luar for domestic flights at the airport were
negeri pada Bandar Udara yang diusahakan PT cultivated PT Angkasa Pura I (Persero). In
Angkasa Pura I (Persero) sampai dengan 2015 2015 those regulatian was enforced.
peraturan ini masih diberlakukan.
b. KEP.180/KB.03/2012 tanggal 27 Desember b. KEP.180/KB.03/2012 dated December 27,

2012 tentang Tarif Pelayanan Jasa Pemakaian 2012 on Tariffs Service Usage Aviobridge
Garbarata untuk penerbangan dalam negeri Services for domestic flights at the airport were
pada Bandar Udara yang diusahakan PT cultivated PT Angkasa Pura I (Persero). In
Angkasa Pura I (Persero) sampai dengan 2015 2015 those regulatian was enforced.
peraturan ini masih diberlakukan.
5) Counter 5) Counter
a. KEP.912/KU.20.2.11/1998 tanggal 14 Agustus a. KEP.912 / KU.20.2.11 / 1998 dated August 14,

1998 tentang Tarif Pelayanan Jasa Pemakaian 1998, on Tariff Service Use of Foreign Check-
Konter Pelaporan (Check-in Counter) luar in Counter for International Flight at PT
negeri untuk Penerbangan Dalam Negeri pada Angkasa Pura I (Persero) Airport.
Bandara yang Diusahakan PT Angkasa Pura I
(Persero).
b. KEP.179/KB.03/2012 tanggal 27 Desember b. KEP.179 / KB.03 / 2012 dated December 27,

2012 tentang Tarif Pelayanan Jasa Pemakaian 2012 on Tariffs for Use of Domestic Check-In
Konter Pelaporan (Check-in Counter) dalam Counter Services for Domestic Aviation at the
negeri untuk Penerbangan Dalam Negeri pada Airport managed by PT Angkasa Pura I
Bandara yang Diusahakan PT Angkasa Pura I (Persero).
(Persero).
6) Baggage Handling System (BHS) dan Holding 5) Baggage Handling System (BHS) dan Holding
Baggage Screening (HBS) Baggage Screening (HBS)
KEP.137/KB.09/2013 tanggal 27 Desember 2013 KEP.137/KB.09/2013 dated December 27, 2013 on

tentang Tarif Pemakaian Jasa Baggage Handling Usage Rates Services Baggage Handling System
System (BHS) dan Holding Baggage Screening (BHS) and Holding Baggage Screening (HBS) in the
(HBS) di Kantor Cabang PT Angkasa Pura I Branch Office of PT Angkasa Pura I (Persero) I
(Persero) Bandar Udara I Gusti Ngurah Rai - Bali. Gusti Ngurah Rai - Bali Airport.
34
3. KEGIATAN PERSEROAN 3. COMPANY ACTIVITIES
Pencapaian kegiatan utama Perseroan dalam The achievment of the company's main activities in
pengelolaan jasa kebandarudaraan selama tahun 2017 management of airport service during year ended
dan 2016 dapat diuraikan sebagai berikut: 2017and 2016 can be described as follows:
a. Pergerakan Pesawat a. Aircraft Movement
%
Kenaikan
Perbandingan
(Penurunan) /
Bandara / Airport Satuan / Unit 2017 2016 terhadap 2016 /
Increase
Comparison to
(Decrease)
2016
I Gusti Ngurah Rai Pesawat / Aircraft 146.333 139.106 7.227 5,20

Juanda Pesawat / Aircraft 148.735 148.596 139 0,09
Sultan Hasanuddin Pesawat / Aircraft 113.911 100.630 13.281 13,20
S.A.M.S Sepinggan Pesawat / Aircraft 67.348 72.540 (5.192) (7,16)
Frans Kasiepo Pesawat / Aircraft 6.729 7.285 (556) (7,63)
Sam Ratulangi Pesawat / Aircraft 27.890 26.784 1.106 4,13
Adisutjipto Pesawat / Aircraft 75.029 69.266 5.763 8,32
Adisoemarmo Pesawat / Aircraft 32.480 28.934 3.546 12,26
Syamsudin Noor Pesawat / Aircraft 29.614 29.900 (286) (0,96)
Ahmad Yani Pesawat / Aircraft 59.047 62.084 (3.037) (4,89)
Lombok-Praya Pesawat / Aircraft 37.684 36.943 741 2,01
Pattimura Pesawat / Aircraft 19.884 17.594 2.290 13,02
El Tari Pesawat / Aircraft 26.703 24.869 1.834 7,37
Jumlah / Total 791.387 764.531 26.856 3,51
b. Pergerakan Penumpang b. Passengers Movement
%
Kenaikan
Perbandingan
(Penurunan) /
Increase
Comparison to
(Decrease)
2016
I Gusti Ngurah Rai Orang / Person 21.047.746 20.001.275 1.046.471 5,23

Juanda Orang / Person 20.127.928 19.486.330 641.598 3,29
Sultan Hasanuddin Orang / Person 12.293.962 10.756.737 1.537.225 14,29
S.A.M.S Sepinggan Orang / Person 7.379.378 7.518.437 (138.727) (1,85)
Frans Kasiepo Orang / Person 435.861 406.425 29.436 7,24
Sam Ratulangi Orang / Person 2.713.321 2.618.105 95.216 3,64
Adisutjipto Orang / Person 7.818.551 7.214.365 604.186 8,37
Adisoemarmo Orang / Person 2.785.000 2.189.957 595.043 27,17
Syamsudin Noor Orang / Person 3.667.611 3.602.954 64.657 1,79
Ahmad Yani Orang / Person 4.429.058 4.219.815 209.243 4,96
Lombok-Praya Orang / Person 3.589.812 3.421.584 168.228 4,92
Pattimura Orang / Person 1.364.210 1.377.911 (13.701) (0,99)
El Tari Orang / Person 2.099.890 1.942.065 157.825 8,13
Jumlah / Total 89.752.328 84.755.960 4.996.700 5,90
35
3. KEGIATAN PERSEROAN (lanjutan) 3. COMPANY ACTIVITIES (continued)
c. Pergerakan Angkutan Kargo c. Movement of Cargo Transport
%
Kenaikan
Perbandingan
(Penurunan) /
Increase
Comparison to
(Decrease)
2016
I Gusti Ngurah Rai Ton 71.058.647 51.560.079 19.498.568 37,82

Juanda Ton 97.657.949 96.280.587 1.377.362 1,43
Sultan Hasanuddin Ton 68.860.884 57.897.859 10.963.025 18,94
S.A.M.S Sepinggan Ton 54.530.826 53.644.322 886.504 1,65
Frans Kasiepo Ton 1.289.551 1.083.139 206.412 19,06
Sam Ratulangi Ton 14.761.606 12.122.272 2.639.334 21,77
Adisutjipto Ton 20.305.309 21.593.040 (1.287.731) (5,96)
Adisoemarmo Ton 7.735.501 6.498.068 1.237.433 19,04
Syamsudin Noor Ton 23.008.553 23.234.505 (225.952) (0,97)
Ahmad Yani Ton 17.630.551 15.436.726 2.193.825 14,21
Lombok-Praya Ton 13.943.191 11.996.778 1.946.413 16,22
Pattimura Ton 6.903.991 5.830.604 1.073.387 18,41
El Tari Ton 6.088.952 5.279.257 809.695 15,34
Jumlah / Total 403.775.511 362.457.236 41.318.275 11,40
4. KEBIJAKAN MANAJEMEN RISIKO 4. RISK MANAGEMENT POLICY
a. Fungsi Manajemen Risiko a. The Risk Management Function
Perkembangan industri penerbangan yang pesat The rapid development of the aviation industry led to
menyebabkan risiko yang dihadapi Perseroan pada the risks faced by the Company on every business
setiap proses bisnisnya menjadi semakin kompleks. process is becoming increasingly complex. The risks
Risiko-risiko pada Perseroan, baik dalam to the Company, both in daily operations as well as
operasional sehari-hari maupun dalam in business development, influenced by various
pengembangan bisnis, dipengaruhi oleh berbagai internal and external factors. To that end, the
faktor internal maupun eksternal. Untuk itu, Company developed a risk management framework
Perseroan mengembangkan suatu kerangka the company overall, Enterprise Risk Management
pengelolaan risiko Perseroan yang menyeluruh, (ERM), in order to minimize potential losses and
Enterprise Risk Management (ERM) , guna optimize profitability, creating value of the Company
meminimalkan potensi kerugian dan mengoptimalkan and increase the confidence of stakeholders,
profitabilitas, menciptakan Nilai Perseroan dan encourage best practice corporate governance, as
meningkatkan kepercayaan pemangku kepentingan, well as to make the risk culture as part of the
mendorong standar praktik terbaik tata kelola Corporate Culture.
Perseroan, serta menjadikan budaya risiko sebagai
bagian dari Budaya Perseroan.
b. Dasar Penerapan Manajemen Risiko b. Basic Application of Risk Management
Pengelolaan risiko Perseroan mengacu pada Risk management refers to the Minister for State
Peraturan Menteri Badan Usaha Milik Negara Owned Enterprises No.PER-01/MBU/2011 dated
Nomor: PER-01/MBU/2011 tanggal 1 Agustus 2011 August 1, 2011 on the Implementation of Good
tentang Penerapan Tata Kelola Perseroan yang Baik Corporate Governance (GCG) in State-Owned
(Good Corporate Governance) pada Badan Usaha Enterprises and the Minister for State Owned
Milik Negara dan Keputusan Menteri Badan Usaha Enterprises No.KEP-117/MBU/2002 on the
Milik Negara Nomor: KEP-117/MBU/2002 tentang Implementation of Good Corporate Governance
Penerapan Praktik Good Corporate Governance Practices (GCG) in State-Owned Enterprises.
(GCG) pada Badan usaha Milik Negara.
36
4. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 4. RISK MANAGEMENT POLICY (continued)
c. Penerapan Manajemen Risiko c. The Risk Management Function
Penerapan manajemen risiko di PT Angkasa Pura I Implementation of risk management at PT Angkasa

(Persero) dilakukan pada tingkat korporat serta Pura I (Persero) done at the corporate level as well
Kantor Pusat dan Kantor Cabang. Pada tingkat as the Head Office and Branch Office. At the
korporat, penerapan manajemen risiko dilaksanakan corporate level, risk management practices
oleh Risk Management Committee yang diketuai implemented by the Risk Management Committee,
oleh Marketing and Business Development Director , chaired by Marketing and Business Development
dan beranggotakan Finance and IT Director, Director, and composed of Finance and IT Director,
Operation Director, Technical Director, Human Operations Director, Technical Director, Human
Capital and General Affair Director, Corporate Capital and General Affairs Director, Corporate
Secretary, Head of Internal Audit, Head of Secretary, Head of Internal Audit, Head of
Procurement, Head of Corporate Planning and Procurement, Head of Corporate Planning and
Performance, Head of Risk Management and Performance, Head of Risk Management and
Compliance, Head of Corporate Social Compliance, Head of Corporate Social
Responsibility , serta seluruh Group Head . Responsibility, as well as the entire Group Head.
Pada tingkat Kantor Pusat, fungsi manajemen risiko At the level of the Central Office, the risk
dari Unit Risk Management and Compliance management function of the Unit for Risk
bertanggung jawab untuk mengembangkan laporan Management and Compliance is responsible for
manajemen risiko, memantau profil risiko Perseroan, developing reports risk management, monitoring the
memberi rekomendasi kepada Risk Management Company's risk profile, make recommendations to
Committee, mengevaluasi kebijakan strategis, the Risk Management Committee, to evaluate
memantau pelaksanaan manajemen risiko, serta strategic policy, monitor the implementation of risk
bersama-sama dengan pemilik risiko (risk owner) management, as well as together with the
Kantor Pusat melaksanakan proses manajemen Headquarters risk owner implement risk
risiko. Sedangkan pada tingkat Kantor Cabang, management processes. While at the Branch
fungsi manajemen risiko yang bersama-sama Offices, the risk management function together with
dengan pemilik risiko (risk owner) Kantor Cabang the branch's risk owner implementing risk
melaksanakan proses manajemen risiko dengan management processes to the stages of
tahapan melaksanakan identifikasi, evaluasi, analisa, implementing the identification, evaluation, analysis,
penanganan risiko serta melakukan monitoring risk management and monitoring of the risks that
terhadap risiko-risiko yang telah teridentifikasi. have been identified.
PT Angkasa Pura I (Persero) telah melakukan PT Angkasa Pura I (Persero) has made some efforts
beberapa upaya dalam pengelolaan manajemen in risk management in the Company, are as follows:
risiko di Perseroan, antara lain sebagai berikut :
1) Perubahan Pedoman Umum Manajemen Risiko 1) Changes in Risk Management General

yang sebelumnya tertuang pada Keputusan Guidelines that were previously contained in
Direksi Nomor : KEP.114/PG.01/2011 menjadi the Decision of the Board Number:
Keputusan Direksi Nomor: KEP.77/PG.01/2014. KEP.114/PG.01/2011 to the Directors Decision
Hal ini sejalan dengan perubahan standar No.KEP.77/PG.01/2014. This is in accordance
manajemen risiko Perusahaan dari COSO with the changing standards of COSO
menjadi ISO 31000. enterprise risk management to ISO 31000.
2) Risiko bersifat dinamis sehingga pemilik risiko 2) Risk is dynamic so the risk owner are
(risk owner) didorong untuk secara encouraged to continuously update the risk
berkesinambungan memperbaharui profil risiko. profile. Based on the General Guidelines for
Berdasarkan Pedoman Umum Manajemen Risk Management, reporting formally updating
Risiko, pelaporan updating profil risiko secara the risk profile conducted at least every
resmi dilakukan minimal setiap semester (6 semester (six months).
bulan sekali).
3) Mulai tahun 2014, aspek pengelolaan risiko 3) Starting in 2014, aspects of risk management
telah diturunkan (cascade) sampai kepada Key has been cascade through the Key
Performance Indicator seluruh Kantor Cabang. Performance Indicator all Branch Offices.
37
c. Penerapan Manajemen Risiko (lanjutan) c. The Risk Management Function (continued)
4) Diwajibkannya kajian risiko pada setiap usulan 4) Mandatory risk assessment on each proposed
investasi sehingga menjadi salah satu materi investment to become one of the materials
pertimbangan dalam pengambilan keputusan. considered in the decision.
5) Pelaksanaan assessment risiko pada Proyek 5) Implementation of a risk assessment on Airport

Pengembangan Bandara di lingkungan PT Development Project in the PT Angkasa Pura I
Angkasa Pura I (Persero). (Persero).
6) Pembangunan aplikasi Manajemen Risiko 6) Development of Web-Based Risk Management

Berbasis Web. application.
7) Pembangunan kerangka kerja penyusunan 7) Development framework of Work Plan and

RKAP berbasis risiko. Budget preparation of the Company based on
risk.
d. Proses Pengelolaan Risiko d. The Process of Risk Management
Dalam penerapan Manajemen Risiko, PT Angkasa In the application of Risk Management, PT Angkasa
Pura I (Persero) menerapkan International Pura I (Persero) implementing the International
Organization for Standardization (ISO) 31000 Risk Organization for Standardization (ISO) 31000 Risk
Management Standard yang telah mendapatkan Management Standard which has been certified by
sertifikasi dari Badan Standardisasi Nasional (BSN) the National Standardization Agency (BSN)
Indonesia pada tahun 2011. Proses pengelolaan Indonesia in 2011. The risk management process
risiko PT Angkasa Pura I (Persero)s meliputi 5 (lima) PT Angkasa Pura I (Persero)s includes five (5)
tahapan kegiatan sebagai berikut : stages of activity as following :
1) Komunikasi dan Konsultasi 1) Comunication and Consultation
Merupakan proses interaktif berupa tukar An interactive process in the form of exchange
menukar informasi dan pendapat mengenai of information and opinions concerning risk and
risiko dan pengelolaannya, serta komunikasi its management, as well as communication
antara Perseroan dengan para pemangku between the Company and the stakeholders
kepentingan mengenai isu tertentu yang terkait regarding certain issues related to the decision
dengan pengambilan keputusan atau or determination of a specific step in dealing
penentuan langkah tertentu dalam menangani with risk.
risiko.
2) Menentukan Konteks 2) Determining Context
Dilakukan dengan menetapkan parameter- Accomplished by specifying the parameters

parameter yang relevan dengan Perseroan, relevant to the Company, both internal and
baik internal maupun eksternal yang digunakan external use in risk management, especially
dalam pengelolaan risiko, terutama dalam inorder to define the scope and risk criteria.
rangka menetapkan ruang lingkup dan kriteria
risiko.
3) Penilaian Risiko 3) Risk Assesment
a) Identifikasi Risiko a) Risk Identification
Identifikasi dilakukan secara teliti sehingga Identification is done carefully so that all
semua risiko yang relevan termasuk risiko- relevant risks (risks) including risks that are
risiko yang berada di luar kendali beyond the control of the Company, can be
Perseroan, dapat dipastikan telah ascertained identified
teridentifikasi.
38
d. Proses Pengelolaan Risiko (lanjutan) d. The Process of Risk Management (continued)
3) Penilaian Risiko (lanjutan) 3) Risk Assesment (continued)
b) Analisis Risiko b) Risk Analysis
Analisis risiko meliputi penentuan besaran Risk analysis involves determining the
kemungkinan terjadinya risiko (risk) , magnitude of the possibility of risk (risk), the
besaran dampak kerugian, dengan magnitude of the impact of losses, taking
memperhatikan sumber dan penyebab risiko into account the source and causes of risk
serta pengendalian risiko yang sudah ada and control of existing risks and their
saat ini dan efektivitasnya. effectiveness.
c) Evaluasi Risiko c) Risk Evaluation
Evaluasi risiko dilakukan untuk menetapkan Risk evaluation is conducted to establish

risiko yang memerlukan penanganan risiko risk that requires risk management based
berdasarkan skala prioritas. on priority scale.
4) Penanganan Risiko 4) Risk Treatment
Penanganan risiko dilakukan untuk menyeleksi Risk treatment is performed to select one or
satu atau lebih alternatif metode atau more alternative methods or approaches used
pendekatan yang digunakan untuk mengurangi to reduce exposure. Selection of alternative risk
eksposur. Pemilihan alternatif penanganan treatment should be based on a analysis of risk
risiko harus didasarkan atas analisis biaya treatment cost (cost of risk) compared to the
penanganan risiko dibandingkan dengan benefits obtained on various aspects related.
manfaat yang diperoleh pada berbagai aspek
terkait.
Alternatif atau pilihan penanganan risiko adalah: Alternative or selection of risk treatment is:
a) Menghindari risiko dengan tidak a) Avoiding risk with No.activity or certain

melakukan aktivitas atau transaksi usaha business transactions;
tertentu;
b) Mitigasi risiko, misalnya dengan b) Risk mitigation, for example with improved
peningkatan keselamatan kerja, safety, maintenance, improvement of
pemeliharaan, peningkatan kompetensi human resources competencies, updating
sumber daya manusia, pemutakhiran systems and procedures;
sistem, dan prosedur;
c) Pembagian risiko dengan pihak lain, c) The risk transfer / risk sharing with other
misalnya asuransi, hedging, kerjasama parties, such as insurance, hedging, in
dengan bentuk/partnership. Pembagian cooperation with the form of /partnership.
risiko ini dapat dilakukan untuk eksposur The risk transfer/risk sharing can be done
yang melampaui toleransi risiko for exposure that exceed the risk
Perseroan; tolerance of the Company;
d) Menerima risiko dengan melaksanakan d) Accept the risk by conducting certain

aktivitas atau transaksi usaha tertentu business activities or transactions with
dengan tanpa usaha untuk mengurangi, No.effort to reduce, divide or risk transfer;
membagi ataupun memindahkan risiko;
e) Kombinasi antara beberapa alternatif e) The combination of several alternatives as

sebagaimana tersebut pada angka 1 mentioned in item 1 through 4 above.
sampai dengan angka 4 di atas.
39

d. Proses Pengelolaan Risiko (lanjutan) d. The Process of Risk Management (continued)
5) Pemantauan dan kaji ulang 5) Monitoring and the Review
Pelaksanaan pemantauan meliputi pemantauan Implementation of monitoring includes
secara berkelanjutan oleh para pemilik risiko. continuous monitoring by the owner's risk.
pengawasan pemantauan dilakukan oleh Supervision of monitoring conducted by the
pimpinan pemilik risiko yang dilaksanakan leadership of the owner of the risk executed
secara berkala dan pihak ketiga melalui audit regularly and a third party through internal and
internal maupun eksternal yang dilaksanakan external audits are conducted periodically.
secara periodik. sedangkan, kaji ulang Whereas, the periodic reviews of the
merupakan peninjauan secara berkala terhadap effectiveness of risk management systems put
efektivitas sistem manajemen risiko yang in place and the effectiveness of risk
diberlakukan dan efektivitas pelaksanaan management for enhanced implementation
penanganan risiko untuk disempurnakan continuously.
secara berkesinambungan.
e. Kategori risiko e. Category Risk
Risiko-risiko pada PT Angkasa Pura I (Persero) The risks at PT Angkasa Pura I (Persero) are
dikelompokkan dalam 4 (empat) kategori dengan grouped into 4 (four ) categories as follows :
rincian sebagai berikut :
1) Strategy and planning risk yang meliputi 1) Strategy and Planning Risk covering corporate
corporate responsibility and sustainability, responsibility and sustainability, external
external factors, planning, project, dan strategy. factors, planning, project and strategy.
2) Financial risk yang meliputi accounting, credit, 2) Financial Risk which includes accounting,
liquidity and finance intelligence, financial credit, liquidity and financial intelligence,
market, planning and budgeting. financial market, planning and budgeting.
3) Operation / infrastructure risk yang meliputi 3) Operational / Infrastructure Risk which includes
corporate assets, human resources, corporate assets, human resources,
information technology, external events, legal, information technology, external events, legal,
process management, product development process management, product development
dan sales marketing and communication. and sales marketing and communication.
4) Hazard risk yang meliputi health, safety and 4) Hazard Risk which includes health, safety and
environment, force majeur dan natural disaster. environment, force majeure and natural
disaster.
5. IKHTISAR KEBIJAKAN AKUNTANSI PENTING 5. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

a. Pernyataan ketaatan terhadap standar - standar a. Statement of compliance with - financial
akuntansi keuangan. accounting standards.
Laporan Keuangan Konsolidasian PT Angkasa Pura The Consolidated Financial Statement of PT
I (Persero) dan Entitas Anak untuk periode yang Angkasa Pura I (Persero) and Subsidiaries for the
berakhir pada tanggal 31 Desember 2017 telah year ended December 31, 2017 (with comparative
disajikan sesuai dengan Standar Akuntansi figure for the year ended December 31, 2016) has
Keuangan (SAK) di Indonesia dan peraturan yang present accordance with Indonesian Accounting
diterbitkan oleh Badan Pengawas Pasar Modal dan Financial Standard (SAK) and the regulations
Lembaga Keuangan (Bapepam-LK) (sekarang imposed by the Indonesian Capital Market and
menjadi Otoritas Jasa Keuangan atau OJK) Financial Institution Supervisory Agency (BAPEPAM-
khususnya Peraturan No.VIII.G.7, Lampiran dari LK) (currently 'Otoritas Jasa Keuangan' or OJK)
Keputusan Ketua BAPEPAM-LK No.Kep specifically Rule No.VIII.G.7, Attachment of the
347/BL/2012 tanggal 25 Juni 2012 tentang Chairman of Bapepam-LK. No.Kep 347/BL/2012
“Penyajian dan Pengungkapan Laporan Keuangan dated June 25, 2012 on “Financial Statement
Emiten atau Perseroan Publik”. Presentation and Disclosure of Public Listed
Companies”.
Kebijakan ini diterapkan dengan konsisten terhadap This policies have been a consistently applied to all
seluruh periode yang disajikan, kecuali jika periods presented, unless otherwise stated.
dinyatakan lain.
40
5. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 5. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(continued)
b. Dasar penyusunan laporan keuangan b. Basis for Consolidation Financial Statements

konsolidasian Preparation
Laporan keuangan konsolidasian terlampir, kecuali The consolidated financial statements, except for the
laporan arus kas konsolidasian, disusun dengan consolidated statements of cash flows, are prepared
dasar akrual dan diukur berdasarkan konsep biaya using the acrual basis and based on historical cost,
perolehan, kecuali beberapa akun tertentu yang except for certain acccounts which are measured on
disusun berdasarkan pengukuran lain selain the bases described in the related accounting
sebagaimana diuraikan dalam kebijakan akuntansi policies for those accounts.
masing- masing akun tersebut.
Laporan arus kas konsolidasian, disajikan dengan The consolidated statements of cash flows are
menggunakan metode langsung, menyajikan presented using the direct method by classifying the
penerimaan dan pengeluaran kas dan setara kas receipts and disbursements of cash and cash
yang dikelompokkan dalam aktivitas operasi, equivalents into operating, investing and financing
investasi dan pendanaan. activities.
Periode akuntansi meliputi 1 Januari sampai dengan The accounting period is from January 1 through
31 Desember pada tahun yang bersangkutan. December 31 of the related year.
Mata uang yang digunakan dalam penyusunan The currency used in the preparation of the
laporan keuangan konsolidasian adalah mata uang consolidated financial statements is the Indonesian
Rupiah (Rp) yang merupakan mata uang fungsional Rupiah (Rp) which is the functional currency of the
Perseroan dan entitas anak. Company and its subsidiaries.
Angka pada laporan keuangan konsolidasian The consolidated financial statements are stated in
dibulatkan dan dinyatakan dalam ribuan Rupiah. rupiah and rounded to thousand of Rupiah.
Prinsip-prinsip konsolidasian Principles of consolidation
Laporan keuangan konsolidasian menggabungkan The consolidated financial statements incorporate

laporan keuangan Perseroan dan entitas yang the financial statements of the company and entities
dikendalikan oleh Perseroan (entitas anak). controlled by the company (its subsidiaries). Control
Pengendalian dianggap ada apabila Perseroan is achieved where the company has the power to
mempunyai hak untuk mengatur kebijakan keuangan govern the financial and operating policies of an
dan operasional suatu entitas untuk memperoleh entity so as to obtain benefits from its activities.
manfaat dari aktivitasnya.
Entitas anak dikonsolidasi sejak tanggal dimana Subsidiaries are consolidated from the date on
pengendalian beralih dan tidak dikonsolidasi sejak which control is transferred, and de-consolidated on
tanggal hilangnya pengendalian. which that control ceases.
Hasil dari entitas anak yang diakuisisi atau dijual The results of subsidiaries acquired or disposed of
selama tahun berjalan termasuk dalam laporan laba during the year are included in the consolidated
rugi dan pendapatan komprehensif lain income statements and other comprehensive
konsolidasian sejak tanggal efektif akuisisi dan income from the effective date of acquisition and up
sampai dengan tanggal efektif penjualan. to the effective date of disposal.
Penyesuaian dapat dilakukan terhadap laporan Adjustments are made to the financial statements of
keuangan entitas anak agar kebijakan akuntansi the subsidiaries to bring the accounting policies used
yang digunakan sesuai dengan kebijakan akuntansi in line with those used by the company. All
yang digunakan oleh Perseroan. Seluruh transaksi intercompany transactions, balances, earnings and
antar Perseroan, saldo, penghasilan dan beban expenses are eliminated at the time of consolidation.
dieliminasi pada saat konsolidasian.
41

(continued)
b. Dasar Penyusunan Laporan Keuangan b. Basis for Consolidation Financial Statements

Konsolidasian (lanjutan) Preparation (continued)
Prinsip-prinsip konsolidasian (lanjutan) Principles of consolidation (continued)
Transaksi dengan kepentingan non-pengendali yang Transactions with non-controlling interests that do
tidak mengakibatkan hilangnya pengendalian not result in loss of control are accounted for as
merupakan transaksi ekuitas. Selisih antara nilai equity transactions. The difference between the fair
wajar imbalan yang dibayar dan bagian yang value of any consideration paid and the relevant
diakuisisi atas nilai tercatat aset neto entitas anak share acquired of the carrying value of net assets of
dicatat pada ekuitas. Keuntungan atau kerugian the subsidiaries is recorded in equity. Gains or
pelepasan kepentingan non-pengendali juga dicatat losses on disposals to non- controlling interests are
pada ekuitas. also recorded in equity.
Ketika Perseroan kehilangan pengendalian atas When the Company loses control of a subsidiary,
entitas anak, Perseroan menghentikan pengakuan the Company derecognises the assets and liabilities
aset dan liabilitas entitas anak pada nilai tercatatnya of the subsidiary at their carrying amounts when
ketika pengendalian hilang. Jumlah yang control is lost. Amounts previously recognised in
sebelumnya diakui dalam pendapatan komprehensif other comprehensive income are also reclassified to
lainnya juga direklasifikasi ke laba rugi atau dialihkan profit or loss, or transferred directly to retained
secara langsung ke saldo laba. earnings.
Kepentingan non-pengendali pada entitas anak Non-controlling interests in subsidiaries are identified
diidentifikasi secara terpisah dan disajikan dalam separately and presented within equity. The choice
ekuitas. Pilihan pengukuran dibuat pada saat akuisisi of measurement are recorded at acquisition by
dengan dasar akuisisi. Setelah akuisisi, nilai tercatat acquisition basis. Subsequent to acquisition, the
kepentingan non-pengendali adalah jumlah pada carrying amount of non-controlling interests is the
pengakuan awal ditambah dengan proporsi atas amount of those interests at initial recognition of
perubahan selanjutnya dalam ekuitas. Jumlah subsequent changes in equity. Total comprehensive
pendapatan komprehensif diatribusikan pada income is attributed to non-controlling interests even
kepentingan non-pengendali bahkan jika hal ini if this results in the non-controlling interests having a
mengakibatkan kepentingan non-pengendali deficit balance.
mempunyai saldo defisit.
Seluruh transaksi, saldo, penghasilan dan beban All transactions, balances, income and expenses
antar entitas dalam satu grup dieliminasi pada saat between entities in ones group are eliminated at the
konsolidasian. time of consolidation.
c. Perubahan pernyataan standar akuntansi c. Changes to statements of financial accounting

keuangan dan interpretasi standar akuntansi standards and interpretations of statements
keuangan from financial accounting standards
1) Penerapan dari standar, interpretasi baru / 1) The adoption of the following standard, new /
revisi standar berikut yang berlaku untuk tahun revised standard interpretations applicable to
buku yang dimulai pada atau setelah tanggal 1 the book year beginning on or after January 1,
Januari 2017, tidak menimbulkan perubahan 2017, does not result in substantial changes to
substansial terhadap kebijakan akuntansi the Company's accounting policies and effects
Perseroan dan efek atas jumlah yang on the amounts reported in the current year or
dilaporkan pada tahun berjalan atau tahun prior year.
sebelumnya.
a) Amandemen PSAK1 : Penyajian Laporan a) PSAK1 Amendment: Presentation of

Keuangan Financial Statements.
b) ISAK 31 : Intepretasi atas Ruang Lingkup b) ISAK 31: Interpretation of the Scope of
PSAK 13: Properti investasi PSAK 13: Investment Properties.
c) ISAK 32 : Definisi dan Hierarki Standar c) ISAK 32: Definition and hierarchy of
Akuntansi Accounting Standards.
42

(continued)
c. Perubahan pernyataan standar akuntansi c. Changes to statements of financial accounting

keuangan dan interpretasi standar akuntansi standards and interpretations of statements
keuangan (lanjutan) from financial accounting standards (continued)
1) (lanjutan) 1) (continued)
d) PSAK 3 : Laporan keuangan interim. d) PSAK 3: Interim Financial Statements.

e) PSAK 24 : Imbalan Kerja. e) PSAK 24: Employee Benefits.
f) PSAK 58 : Aset Tidak Lancar yang Dimiliki f) PSAK 58: Non-Current Assets Held for Sale
untuk Dijual dan Operasi yang Dihentikan and Discontinued Operations.
g) Amandemen PSAK 60 : Instrumen g) Amendment of SFAS 60: Financial
Keuangan : Pengungkapan. Instruments: Disclosures.
2) Standar baru, amandemen dan interpretasi 2) New standards, amendments and

yang telah diterbitkan, tetapi yang berlaku untuk interpretations that have been issued, but
tahun buku yang dimulai pada atau setelah which apply to the book year beginning on or
tanggal 1 Januari 2018 sebagai berikut: after January 1, 2018 are as follows:
- Amandemen PSAK 2 : Laporan Arus Kas. - Amendment of PSAK 2: Statements of

Cash Flows.
- Amandemen PSAK 15 : Investasi pada - Amendment of SFAS 15: Investments in
Entitas Asosiasi. Associated.
- Amandemen PSAK 16 : Aset Tetap tentang - PSAK Amendment 16: Fixed Assets on
Agrikultur: Tanaman Produktif. Agriculture: Plants Productive.
- Amandemen PSAK 46 : Pajak Penghasilan. - Amendment of PSAK 46: Income Tax.
- Amandemen PSAK 67 : Pengungkapan - Amendment of PSAK 67: Disclosure of
Kepentingan dalam Entitas Lain. Interests in Other Entities.
3) Standar dan interpretasi standar akuntansi baru 3) The standards and interpretations of certain
tertentu telah dikeluarkan tetapi tidak wajib new accounting standards have been issued
diterapkan untuk tahun buku yang dimulai pada but are not required to be applied for the book
atau setelah tanggal 31 Desember 2017 dan year beginning on or after December 31, 2017
belum diterapkan secara dini oleh Perseroan and have not been applied in advance by the
sebagai berikut: Company as follows:
- PSAK 71 : Instrumen Keuangan. - PSAK 71: Financial Instruments.

- PSAK 72 : Pendapatan dari Kontrak dengan - PSAK 72: Revenue from Contract with
Pelanggan. Customer.
- PSAK 73 : Sewa. - PSAK 73: Leased.
Standar ini harus diterapkan pada atau setelah This standard shall be applied on or after January 1,
tanggal 1 Januari 2020. Penerapan dini 2020. Early application is permitted specifically for
diperbolehkan khusus bagi entitas yang telah entities that have applied. In the meantime, the
menerapkan. Sementara ini, Perseroan belum Company has not undertaken a detailed review of
melakukan kajian yang terperinci atas dampak the impact of the adoption of the new accounting
penerapan standar akuntansi baru tersebut dan tidak standards and does not intend to adopt these
bermaksud untuk mengadopsi standar ini sebelum standards before their effective date.
tanggal efektifnya.
d. Transaksi dengan pihak berelasi d. Transactions with related parties
Perseroan dan entitas anaknya melakukan transaksi The Company and its subsidiaries entered into
dengan pihak-pihak berelasi sesuai dengan PSAK transactions with related parties in accordance with
No.7 (Revisi 2015) mengenai "Pengungkapan Pihak- PSAK No.7 (Revised 2015) regarding "Related Party
pihak Berelasi". Definisi pihak-pihak berelasi sebagai Disclosures". The definition of related parties is as
berikut: follows:
43

(continued)
d. Transaksi dengan pihak berelasi d. Transactions with related parties
(a) Orang atau anggota keluarga terdekat (a) The person or member's family is related to a
mempunyai relasi dengan entitas pelapor jika reporting entity if that person:
orang tersebut:
i Memiliki pengendalian atau pengendalian i Has control or joint control over the reporting
bersama atas entitas pelapor; entity;
ii Memiliki pengaruh signifikan atas entitas ii Has significant influence over the reporting
pelapor; atau entity; or
iii Personil manajemen kunci entitas pelapor. iii Key management personnel of the reporting
entity.
(b) Suatu entitas berelasi dengan entitas pelapor jika (b) An entity is related to the reporting entity if it
memenuhi salah satu hal berikut: meets one of the following:
i Entitas dan entitas pelapor adalah anggota dari i The entity and the reporting entity are members
kelompok usaha yang sama (artinya entitas of the same group (which means that each
induk entitas anak, dan entitas anak berikutnya parent, subsidiary and fellow subsidiary is
terkait dengan entitas lain); related to the others);
ii Satu entitas adalah entitas asosiasi atau ii An entity is an associate or joint venture of
ventura bersama dari entitas lain (atau entitas another entity (or an associate or joint venture
asosiasi atau ventura bersama yang entity that is a member of a business group, of
merupakan anggota suatu kelompok usaha, which the other entity is a member);
yang mana entitas lain tersebut adalah
anggotanya);
iii Kedua entitas tersebut adalah ventura bersama iii Both entities are joint ventures of the same
dari pihak ketiga yang sama; third party;
iv Satu entitas adalah ventura bersama dari iv An entity is a joint venture of a third entity and
entitas ketiga dan entitas yang lain adalah the other entity is an associate entity of the
entitas asosiasi dari entitas ketiga; third entity;
v Entitas tersebut adalah suatu program imbalan v The entity is a post-employment defined benefit
pasca kerja untuk imbalan kerja dari salah satu plan for the benefit of employees of either the
entitas pelapor atau entitas yang terkait dengan reporting entity or an entity related to the
entitas pelapor. Jika entitas pelapor adalah reporting entity. If the reporting entity is itself
entitas yang menyelenggarakan program such a plan, the sponsoring employers are also
tersebut, maka entitas sponsor juga berelasi related to the reporting entity;
dengan entitas pelapor;
vi Entitas yang dikendalikan atau dikendalikan vi Entities controlled or jointly controlled by
bersama oleh orang yang diidentifikasikan persons identified in (a); or
dalam huruf (a); atau
vii Orang yang diidentifikasikan dalam huruf (a) - i vii A person identified in (a) - i has significant
memiliki pengaruh signifikan atas entitas atau influence over the entity or is a member of the
personil manajemen kunci entitas (atau entitas key management personnel of the entity (or of
induk dari entitas) a parent of the entity).
viii Entitas, atau anggota dari kelompok yang mana viii The entity, or any member of a group of which
entitas merupakan bagian dari kelompok it is a part, provides key management
tersebut, menyediakan jasa personil personnel services to the reporting entity or to
manajemen kunci kepada entitas pelapor atau the parent of the reporting entity.
kepada entitas induk dari entitas pelapor.
Seluruh transaksi yang signifikan dengan pihak- All significant transactions with related parties that
pihak berelasi, baik yang dilakukan dengan have a special relationship, whether performed the
persyaratan dan kondisi yang normal sebagaimana normal terms and conditions as performed with a
dilakukan dengan pihak ketiga, ataupun tidak, third party, or not, are disclosed in the notes to
diungkapkan dalam catatan atas laporan keuangan. financial statements.
44

(continued)
e. Penjabaran mata uang asing e. Foreign currency transactions

1) Laporan keuangan konsolidasian disajikan 1) The consolidated financial statements are
dalam Rupiah yang merupakan mata uang presented in Rupiah, which is the functional
fungsional dan penyajian Perseroan. currency and presentation of the Company.
2) Transaksi dalam mata uang asing dijabarkan ke 2) Transactions denominated in foreign currencies
dalam mata uang Rupiah dengan are translated into Rupiah at the exchange rate
menggunakan kurs yang berlaku pada tanggal prevailing at the date of the transaction if the
transaksi jika kurs Rupiah berfluktuasi Rupiah exchange rate fluctuates significantly,
signifikan, atau kurs rata-rata mingguan jika or the average weekly rate if the Rupiah
kurs Rupiah tidak berfluktuasi signifikan. exchange rate does not significantly fluctuate.
3) Pada tanggal laporan posisi keuangan, aset 3) At the reporting date of financial position,
dan liabilitas keuangan moneter dalam mata monetary assets and liabilities denominated in
uang asing dijabarkan sesuai dengan kurs yang foreign currencies are translated at the
berlaku pada tanggal tersebut. Kurs yang exchange rate prevailing at that date. The
digunakan sebagai acuan adalah kurs yang exchange rate used as a reference is the rate
dikeluarkan oleh Bank Indonesia. Keuntungan issued by Bank Indonesia. Foreign currency
atau kerugian selisih kurs yang timbuI dari gains or losses arising from settlement of
penyelesaian transaksi dalam mata uang asing transactions denominated in foreign currencies
dan dari penjabaran aset dan liabilitas moneter and from the translation of foreign currency
dalam mata uang asing secara umum diakui monetary assets and liabilities are generally
dalam laporan laba rugi. recognized in the statements of income.
4) Kurs mata uang asing utama yang digunakan 4) The following exchange rate are used on
pada tanggal 31 Desember 2017 dan 2016 December 31, 2017 and 2016 as follows:
sebagai berikut :
(Dalam Rupiah penuh / in full amount )

2017 2016
USD 1,00 13.548 13.436 USD 1.00
f. Kas dan setara kas f. Cash and cash equivalent

Kas adalah kas dan atau rekening bank yang dimiliki Cash on hand or in bank accounts are those funds
untuk memenuhi komitmen jangka pendek bukan kept for fulfillment of short term commitments and
untuk investasi atau tujuan lain. Setara kas yang not intended for investments. Cash equivalent
dimaksud adalah deposito dan investasi jangka includes cash on hand, in banks and deposits which
pendek yang dapat segera diubah dan jatuh tempo due within three months or less effective of their
dalam waktu tiga bulan atau kurang dari tanggal inceptions and which may be converted into cash at
perolehan dan menjadi kas dalam jumlah yang telah defined amount without any significant risk of
diketahui tanpa menghadapi risiko perubahan yang fluctuation.
signifikan.
g. Instrumen keuangan g. Financial instruments

Perseroan telah menerapkan sepenuhnya PSAK 50 The Company has fully adopted the accounting
(Revisi 2014), "Instrumen Keuangan: Penyajian", standard PSAK 50 (Revised 2014) on Financial
PSAK 60, "Instrumen Keuangan: Pengungkapan", Instruments: Presentation, PSAK 60 on Financial
dan PSAK 55 (Revisi 2014), "Instrumen Keuangan: Instruments: Disclosure,and PSAK 55 (Revised
Pengakuan dan Pengukuran", yang menggantikan 2014) on Financial Instruments: Recognition and
PSAK 50, "Akuntansi Investasi Efek Tertentu" dan Measurement, in replacement of PSAK 50 on
PSAK 55 (Revisi 2014), "Akuntansi Instrumen Accounting for Investment in Specific Securities and
Derivatif dan Aktivitas Lindung Nilai". PSAK 50 PSAK 55 (Revised 2014) Accounting for Derivative
(Revisi 2014) dan PSAK 55 (Revisi 2014) tersebut Instruments and Hedging Activities. The PSAK 50
berlaku secara prospektif. (Revised 2014) and PSAK 55 (Revised 2014) are
effective prospectively.
45

(continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
PSAK 50 (Revisi 2014) berisi persyaratan penyajian PSAK 50 (Revised 2014) include requirements for
dari instrumen keuangan dan mengidentifikasikan presentation of financial instruments and identifies
informasi yang harus diungkapkan. Persyaratan information to be disclosed. It applies to the
penyajian tersebut berlaku terhadap klasifikasi classification of financial instrument-, from the
instrumen keuangan, dari perspektif penerbit, dalam perspective of the issuer, into financial assets,
aset keuangan, liabilitas keuangan dan instrumen financial liabilities and equity instruments; the
ekuitas; pengklasifikasian yang terkait dengan suku classification of related interest, dividends, losses
bunga, dividen, kerugian dan keuntungan; dan and gains; and the circumstances in which financial
keadaan dimana aset keuangan dan liabilitas assets and financial liabilities should be offset.
keuangan harus saling hapus.
PSAK 60 berisi persyaratan mengungkapkan PSAK 60 contains requirements for disclosing

informasi yang memungkinkan pengguna laporan information that allows users of financial statements
keuangan untuk mengevaluasi signifikansi instrumen to evaluate the significance of financial instruments
keuangan terhadap posisi dan kinerja keuangan, to financial position and performance, including
termasuk mengevaluasi sifat dan cakupan risiko evaluating the nature and extent of risks arising from
yang timbul dari instrumen keuangan dimana entitas financial instruments in which the entity is exposed
terekspos pada akhir periode pelaporan. at the end of the reporting period.
PSAK ini mensyaratkan pengungkapan, antara lain, This PSAK requires disclosure, among others,
informasi mengenai faktor yang mempengaruhi information on factors affecting the amount, timing
jumlah, waktu dan tingkat kepastian arus kas masa and certainty of future cash flows of an entity related
datang suatu entitas yang terkait dengan instrumen to the financial instruments and accounting policies
keuangan dan kebijakan akuntansi yang diterapkan applied to the instrument. Includes qualitative and
untuk instrumen tersebut. Termasuk pegungkapan quantitative disclosure, at least but not limited to
kualitatif dan kuantitatif, sekurang-kurangnya tetapi credit risk, liquidity risk, and market risk.
tidak terbatas pada risiko kredit, risiko likuiditas, dan
risiko pasar.
PSAK 55 (Revisi 2014) mengatur prinsip-prinsip The PSAK 55 (Revised 2014) specifies basic
dasar pengakuan dan pengukuran aset keuangan, principles for recognition and measurement of
liabilitas keuangan dan beberapa kontrak pembelian financial instruments, financial liabilities, and some
atau penjualan item non-keuangan. PSAK ini, antara buy or sell contract of non-financial instrument. The
lain, menyediakan definisi dan karakteristik derivatif, PSAK provides some definition and characteristic of
kategori instrumen keuangan, pengakuan dan derivatives, financial instrument categories,
pengukuran, akuntansi lindung nilai dan penetapan recognition and measurement, hedge accounting
hubungan lindung nilai. and determination of hedging relationships.
Aset keuangan Financial assets
Klasifikasi Classification
Perseroan mengklasifikasikan aset keuangan dalam The Company classifies financial assets in the
kategori berikut ini: diukur pada nilai wajar melalui following categories: measured at fair value through
laporan laba rugi, pinjaman dan piutang, tersedia profit or loss, loans and receivables, available for
untuk dijual, serta dimiliki hingga jatuh tempo. sale and held to maturity. This classification depends
Klasifikasi ini tergantung pada tujuan perolehan aset on the purpose of the acquisition of financial assets.
keuangan. Manajemen menentukan klasifikasi aset Management determines the classification of
keuangan pada saat awal pengakuan. financial assets at the time of initial recognition.
46

(continued)
g. Instrumen keuangan (lanjutan) g. Financial Instruments (continued)
Aset keuangan (lanjutan) Financial assets (continued)
Klasifikasi (lanjutan) Classification (continued)
1) Aset keuangan diukur pada nilai wajar melalui 1) Financial assets measured at fair value
laporan laba rugi through the statements of income
Aset keuangan diukur pada nilai wajar melalui Financial assets measured at fair value through
laporan laba rugi adalah aset keuangan yang profit or loss are financial assets held for trading.
dimiliki untuk diperdagangkan. Aset keuangan Financial assets are classified into this category
diklasifikasikan ke dalam kategori ini jika if acquired principally for the purpose of selling in
perolehannya terutama untuk dijual dalam jangka the short term. Derivatives are also categorized
pendek. Derivatif juga dikategorikan sebagai as held for trading unless designated as a hedge.
dimiliki untuk diperdagangkan kecuali jika Assets in this category are classified as current
ditetapkan sebagai lindung nilai. Aset pada assets if expected to be completed within 12
kategori ini diklasifikasikan sebagai aset lancar months; otherwise, the assets are classified as
jika diharapkan dapat diselesaikan dalam waktu non-current.
12 bulan; jika tidak, aset tersebut diklasifikasikan
sebagai tidak lancar.
2) Pinjaman yang diberikan dan piutang 2) Loans and receivables
Pinjaman yang diberikan dan piutang adalah aset Loans and receivables are non-derivative
keuangan non-derivatif dengan pembayaran yang financial assets with fixed or determinable
tetap atau dapat ditentukan dan tidak mempunyai payments and not quoted prices in active
kuotasi harga di pasar aktif. Pinjaman yang markets. Loans and receivables are included as
diberikan dan piutang dimasukkan sebagai aset current assets, unless the maturity exceeds 12
lancar, kecuali jika jatuh temponya melebihi 12 months after the end of the reporting period.
bulan setelah akhir periode pelaporan. Pinjaman Loans and receivables are included as non-
yang diberikan dan piutang ini dimasukkan current assets. Loans and receivables consist of
sebagai aset tidak lancar. Pinjaman yang "accounts receivable" and "other receivable from
diberikan dan piutang Perseroan terdiri dari related parties" in the statement of financial
“piutang usaha” dan “piutang non-usaha dari position.
pihak berelasi” pada laporan posisi keuangan.
3) Aset keuangan tersedia untuk dijual 3) Financial assets available for sale
Aset keuangan tersedia untuk dijual adalah Available-for-sale financial assets are the non-
instrumen non-derivatif yang ditentukan pada derivative instruments specified in this category
kategori ini atau tidak diklasifikasikan pada or are not classified in any other category.
kategori yang lain. Aset keuangan tersedia untuk Available-for-sale financial assets are included
dijual dimasukkan sebagai aset tidak lancar as non-current assets unless their investments
kecuali investasinya jatuh tempo atau are due or management intends to release them
manajemen bermaksud melepasnya dalam kurun within 12 months after the end of the reporting
waktu 12 bulan setelah akhir periode pelaporan. period.
4) Investasi dimiliki hingga jatuh tempo 4) Held-to-maturity investments
Aset keuangan yang dimiliki hingga jatuh tempo Held-to-maturity financial assets are non-
adalah aset keuangan non-derivatif dengan derivative financial assets with fixed or
pembayaran tetap atau telah ditentukan dan jatuh determinable payments and fixed maturities
temponya telah ditetapkan dimana Perseroan wherein the Company has a positive intention
mempunyai intensi positif dan kemampuan untuk and ability to hold the asset to maturity, and is
memiliki aset tersebut hingga jatuh tempo, dan not determined at fair value through profit or loss
tidak ditetapkan pada nilai wajar melalui laporan available for sale.
laba rugi atau tersedia untuk dijual.
47

(continued)
Aset keuangan (lanjutan) Financial Assets (continued)
Pengakuan dan penghentian pengakuan Recognied and derecognied
Aset keuangan diakui pada saat Financial assets are recognized when the Company
Perseroanberkomitmen untuk membeli aset. is committed to buying assets. Meanwhile, the
Sedangkan aset keuangan dihentikan pengakuannya financial asset is derecognized when the right to
ketika hak untuk menerima arus kas dari investasi receive cash flows from the investment has matured
tersebut telah jatuh tempo atau telah ditransfer dan or has been transferred and the Company has
Perseroan telah mentransfer secara substansial transferred substantially all the risks and rewards of
seluruh risiko dan manfaat atas kepemilikan aset. ownership of the asset.
Pengukuran Measurement
Investasi pada awalnya diakui sebesar nilai wajarnya Investment is initially recognized at fair value plus
ditambah biaya transaksi untuk seluruh aset transaction costs for all financial assets not
keuangan yang tidak diukur pada nilai wajar melalui measured at fair value through profit or loss.
laporan laba rugi. Aset keuangan yang diukur pada Financial assets at fair value through profit or loss
nilai wajar melalui laporan laba rugi pada awalnya are initially recognized at fair value and the cost of
dicatat sebesar nilai wajar dan biaya transaksinya the transactions is charged to the income statement.
dibebankan pada laporan laba rugi. Aset keuangan Financial assets are available for sale and financial
tersedia untuk dijual dan aset keuangan yang diukur assets at fair value through profit or loss are
pada nilai wajar melalui laporan laba rugi selanjutnya recorded at fair value. Loans and receivables and
dicatat sebesar nilai wajar. Pinjaman yang diberikan held-to-maturity financial assets are stated at
dan piutang dan aset keuangan dimiliki hingga jatuh amortized cost using the effective interest method.
tempo dicatat sebesar biaya perolehan diamortisasi
dengan menggunakan metode suku bunga efektif.
Penggunaan metode suku bunga efektif Implementation of effective interest method
Investasi efek yang dimiliki Perseroan terdiri dari Investment securities owned by the Company
Obligasi Pemerintah dan Reksadana BUMN maupun consist of Government Bonds and Mutual Funds of
Perseroan swasta lainnya. Pada setiap tanggal akhir BUMN or other private companies. At each reporting
periode pelaporan, Perseroan mengevaluasi apakah period end, the Company evaluates whether there is
terdapat bukti obyektif bahwa suatu investasi objective evidence that an investment is impaired.
mengalami penurunan nilai. Jika terdapat bukti Where there is objective evidence of impairment in
obyektif penurunan nilai atas investasi dalam value of investments in held-to-maturity and
kategori dimiliki hingga jatuh tempo dan tersedia available-for-sale categories, the impairment is
untuk dijual, penurunan tersebut dibebankan dalam charged to profit and loss.
laba rugi.
Saling hapus dari instrumen keuangan Offseting financial instruments
Aset keuangan dan liabilitas keuangan saling hapus Financial assets and financial liabilities shall be
dan nilai bersihnya dilaporkan dalam laporan posisi offset and the net amount is reported in the
keuangan jika, dan hanya jika, memiliki hak yang statements of financial position only to the extent
berkekuatan hukum untuk melakukan saling hapus that they legally qualify for offset and that there is an
atas jumlah yang telah diakui dan terdapat maksud intention for net settlement or or realise the asset
untuk menyelesaikan secara bersih (netto), atau and settle the liability simultaneously.
untuk merealisasikan aset dan menyelesaikan
liabilitasnya secara bersamaan.
48

(continued)
Aset keuangan (lanjutan) Financial assets (continued)
Nilai wajar instrumen keuangan Fair value of financial instruments
Nilai wajar instrumen keuangan yang Fair value of financial instruments traded in
diperdagangkan secara aktif di pasar keuangan yang organized active market are measured at price
terorganisasi ditentukan dengan mengacu pada quotation at closing of business at end of reporting
kuotasi harga di pasar aktif pada penutupan bisnis period. If a market for a financial instrument is not
pada akhir periode pelaporan. Untuk instrumen active, an entity establishes fair value by using a
keuangan yang tidak memiliki pasar aktif, nilai wajar valuation technique that makes maximum use of
ditentukan dengan menggunakan teknik penilaian. market inputs and includes recent arm's length
Teknik penilaian tersebut mencakup penggunaan market transactions, reference to the current fair
transaksi-transaksi pasar yang wajar antara pihak- value of another instrument that is substantially the
pihak yang mengerti dan berkeinginan; referensi atas same, discounted cash flow analysis, and option
nilai wajar terkini dan instrumen lain yang secara pricing models.
substansial sama; analisa arus kas yang didiskonto;
atau model penilaian lain.
h. Piutang usaha dan piutang lain-lain h. Trade and other receivables
Piutang usaha dan piutang lain-lain pada awalnya Trades receivable and other receivables are initially
diakui sebesar nilai wajar dan kemudian diukur pada recognized at fair value and then measured at
biaya perolehan diamortisasi dengan menggunakan amortized cost using the effective interest method
metode suku bunga efektif, dikurangi dengan method, less any allowance for impairment.
penyisihan untuk penurunan nilai. Tingkat diskonto Impairment of receivables discount rate end of 2017
penurunan nilai piutang tahun 2017 adalah 9,85% amounted to 9.85% and 2016 amounted to 10.19%.
dan 2016 adalah 10,19%. Provisi atas penurunan Provision for impairment is estimated based on
nilai diestimasi berdasarkan penelaahan manajemen management's review of the collectibility of each
atas kolektibilitas masing-masing saldo piutang pada outstanding balance at the end of the year. The
akhir tahun. Pencatatan penurunan nilai wajar recording of the fair value of the receivables and the
piutang dan kerugian penurunan nilai piutang impairment losses is calculated using the Individual
dihitung dengan metode Individual dengan method by taking into account the discounts of future
memperhitungkan diskonto dari arus kas masa cash flows. Trade receivable are written off in the
depan. Piutang dihapuskan dalam tahun dimana year in which they are determined to be
piutang tersebut dipastikan tidak akan tertagih. uncollectible.
Pengelompokan piutang usaha dan piutang lain-lain Grouping of trades receivable and other receivables
disajikan yakni : pihak berelasi dan pihak ketiga. are presented as follows: Related parties and third
Ketentuan terkait dengan pihak berelasi mengacu parties. Terms relating to related parties refer to the
pada catatan 5.d. notes 5.d.
Piutang usaha dan piutang lain-lain dihentikan Trades receivable and other receivables are
pengakuannya ketika hak kontraktual perseroan atas suspended when the company's contractual rights to
arus kas yang berasal dari piutang tersebut telah cash flows arising from those receivables have
kadaluarsa, yaitu ketika aset di transfer dan ketika expired, ie when the assets are transferred and
seluruh risiko dan manfaat atas kepemilikan aset when all the risks and rewards of ownership of the
keuangan telah di transfer kepada pihak lain. financial asset have been transferred to the other
party.
i. Persediaan i. Inventories
Persediaan merupakan barang-barang yang Inventories comprised of goods having useful lives
mempunyai masa manfaat paling lama 1 (satu) tahun of more than one year, which include: spareparts of
yang antara lain berupa suku cadang (peralatan, telecommunication, navigational equipment, and
telekomunikasi, navigasi dan listrik), alat-alat kantor, electrical apparatus, office supplies, merchandise
persediaan barang dagang untuk dijual (entitas inventory (for subsidiaries) and others.
anak) dan lain-lain.
49

(continued)
i. Persediaan (lanjutan) i. Inventories (continued)

Persediaan dicatat sebesar harga perolehannya. Inventories are recognized at cost. At the reporting
Pada tanggal pelaporan, persediaan disajikan date, inventories are presented at cost or realizable
sebesar harga perolehan atau nilai bersih yang dapat value, whichever is lower. The inventory costing
direalisasi mana yang lebih rendah. Pembebanan method is weighted average.
biaya pemakaiannya dilakukan berdasarkan metode
rata-rata tertimbang.
j. Uang muka dan beban dibayar dimuka j. Advances and prepaid expenses
Biaya dibayar dimuka adalah biaya yang dibayar Prepaid expenses are fees payable in advance for
diawal untuk manfaat ekonomi yang akan digunakan economic benefits to be used for one period of
untuk satu periode kegiatan perseroan setelah company activity after the date of the statement of
tanggal laporan posisi keuangan, termasuk uang financial position, including advances (persekot)
muka (persekot) yang merupakan pengeluaran yang which are expenditures whose liabilities have not yet
pertanggungjawabannya belum diselesaikan. been settled.
Uang muka dan biaya dibayar dimuka diakui pada Advances and prepaid expenses are recognized at
saat pengeluaran uang. Biaya dibayar dimuka the time of disbursement of money. Prepaid
berkurang pada saat barang atau jasa atau manfaat expenses are reduced when the goods or services
telah diterima atau habis manfaatnya. Sedangkan or benefits have been received or exhausted. While
uang muka dihentikan pengakuannya pada saat the advances are stopped recognition when the
pertanggungjawaban dan beban yang muncul diakui liability and expenses arising are recognized in the
dalam pos beban yang terkait. Nilai akun disajikan related expense item. The account value is
secara neto, setelah dikurangi amortisasi. presented by net, net of amortization.
k. Investasi pada entitas asosiasi k. Investments in associated entities

Investasi pada Entitas Asosiasi jika investor memiliki Investments in Associates if the investor has
pengaruh signifikan atas investee, investasi ini significant influence on the investee, this investment
dicatat dengan menggunakan metode ekuitas. is accounted for using the equity method
Investasi pada Entitas Asosiasi pada awalnya diakui Investments in Associates are initially recognized at
sebesar biaya perolehan. cost.
Laba atau rugi dari Entitas Asosiasi diukur sebesar The gain or loss of a Associates is measured at the
bagian investor atas laba atau rugi tersebut investor's share of the gain or loss on the basis of
berdasarkan persentase kepemilikan dan diakui the percentage of ownership and is recognized as
sebagai pendapatan atau beban dan menambah income or expense and add or decrease the
atau mengurangi jumlah tercatat investasi pada carrying amount of the investment in associates.
entitas asosiasi.
Penghasilan komprehensif lain dari Entitas Asosiasi The other comprehensive income of the Associates
diukur sebesar bagian investor atas penghasilan is measured as the investor's share of such other
komprehensif lain tersebut berdasarkan persentase comprehensive income based on the percentage of
kepemilikan dan diakui sebagai penghasilan ownership and recognized as other comprehensive
komprehensif lain dan menambah atau mengurangi income and increase or decrease the carrying
jumlah tercatat investasi pada Entitas Asosiasi. amount of the investment in the Associates.
Bagian laba rugi dari entitas asosiasi dari operasi The portion of the income of the associated entities
yang dihentikan diungkapkan secara terpisah. from discontinued operation is disclosed separately.
Akumulasi kerugian yang diakui tidak boleh Accumulated losses are not allowed to cause the
mengakibatkan nilai investasi menjadi negatif. investment value to be negative. Cash dividends are
Dividen tunai diakui sebagai pengurang jumlah recognized as deductions on the carrying amount of
tercatat investasi pada Entitas Asosiasi. investments in Associates.
Investasi pada Entitas Asosiasi dihentikan Investments in Associates are derecognized when
pengakuannya pada saat direklasifikasi ke aset they are reclassified to held assets for sale when
dimiliki untuk dijual ketika memenuhi kriteria sebagai they meet the criteria for non-current assets held for
aset tidak lancar yang dimiliki untuk dijual dan pada sale and at the time of sale or other disposal.
saat dijual atau pelepasan lain.
50

(continued)
l. Properti investasi l. Investment properties

Properti investasi terdiri dari tanah, bangunan Investment property consists of land, buildings,
prasarana dan instalasi, yang dikuasai Perseroan improvements and installations, which are held by
untuk disewakan atau untuk mendapatkan the Group to earn rentals or for capital appreciation
keuntungan dari kenaikan nilai atau kedua-duanya, or both, rather than for use in the production or
dan tidak untuk digunakan dalam produksi atau supply of goods or services or for administrative
penyediaan barang atau jasa untuk tujuan purposes or sale in the ordinary course of business.
administratif atau dijual dalam kegiatan usaha Investment property is stated at cost including
normal. Properti investasi dinyatakan sebesar biaya expenditure that is directly attributable to acquisition
perolehan termasuk pengeluaran yang dapat of the investment property.
diatribusikan secara langsung untuk perolehan
properti investasi.
Selanjutnya, properti investasi diukur berdasarkan Subsequently, it is measured at cost less
biaya perolehan dikurangi akumulasi penyusutan accumulated depreciation (except for land which is
(kecuali tanah yang tidak disusutkan) dan rugi not depreciated) and impairment losses. The
penurunan nilai. Jumlah tercatat termasuk bagian carrying amount includes the cost of replacing part
biaya penggantian properti investasi yang ada pada of an existing investment property at the time that
saat terjadinya biaya, jika kriteria pengakuan cost is incurred if the recognition criteria are met;
terpenuhi; dan tidak termasuk biaya harian and excludes the costs of day to day servicing of an
penggunaan properti investasi. Nilai wajar properti investment property. Fair value of the investment
investasi ditentukan berdasarkan acuan harga pasar property is determined with reference to market
untuk properti sejenis. value for the same type of property.
Properti investasi dihentikan pengakuannya The investment property shall be eliminated from the
(dikeluarkan) dari laporan posisi keuangan consolidated statements of financial position on
konsolidasian pada saat pelepasan atau ketika disposal or when the investment property is
properti investasi tersebut tidak digunakan lagi permanently withdrawn from use and No.future
secara permanen dan tidak memiliki manfaat economic benefits are expected when withdrawn
ekonomis di masa depan yang dapat diharapkan Gains or losses from investment property
pada saat pelepasannya. Laba atau rugi yang timbul withdrawals or disposals are recorded in the
dari penghentian atau pelepasan properti investasi consolidated statements of comprehensive income
diakui dalam laporan laba rugi komprehensif when incurred.
konsolidasian dalam tahun terjadinya penghentian
atau pelepasan tersebut.
Penyusutan bangunan, prasarana dan instalasi Depreciation of buildings, improvements and
dihitung dengan menggunakan metode garis lurus installations are computed using the straight-line
selama umur manfaat aset antara 4 (empat) sampai method based on the estimated useful lives of the
dengan 20 (dua puluh) tahun. assets between 4 (four) to 20 (twenty) years.
Transfer ke properti investasi dilakukan jika, dan Transfers to investment property are made when,
hanya jika, terdapat perubahan penggunaan yang and only when, there is a change in use, evidenced
ditunjukkan dengan berakhirnya pemakaian oleh by the end of owner occupation, commencement of
pemilik, dimulainya sewa operasi ke pihak lain atau an operating lease to another party or completion of
selesainya pembangunan atau pengembangan. construction or development. Transfers from
Transfer dari properti investasi dilakukan jika, dan investment property are made when, and only when,
hanya jika, terdapat perubahan penggunaan yang there is a change in use, evidenced by
ditunjukkan dengan dimulainya penggunaan oleh commencement of owner occupation or
pemilik atau dimulainya pengembangan untuk dijual. commencement of development for sale.
Untuk transfer dari properti investasi ke aset yang For a transfer from investment property to an asset
digunakan dalam operasi, Perseroan menggunakan used in perations, the Company uses the cost
metode biaya pada tanggal perubahan penggunaan. method at the date of change in use. If the asset
Jika aset yang digunakan Perusahaan menjadi used by the Group becomes an investment property,
properti investasi, Perusahaan mencatat aset the Group account for such asset in accordance with
tersebut sesuai dengan kebijakan aset tetap sampai the policy stated under property and equipment up to
dengan saat tanggal terakhir perubahan the date of change in use.
penggunaannya.
51

(continued)
m. Aset tetap m. Fixed assets
Aset tetap Perseroan dinyatakan berdasarkan harga Fixed assets are recognized at costs. Fixed assets
perolehan. Aset tetap yang berasal dari bantuan originating from the Government aid or
Pemerintah, kompensasi dari penyewa atau pihak compensation from tenant are recognized at their
lain dinyatakan sebesar nilai bantuan atau value added with all identifiable expenses required to
kompensasi ditambah semua pengeluaran yang get those assets ready for their intended use. At the
dapat diidentifikasikan langsung dengan aset tetap balance sheet date the fixed assets are presented at
tersebut sehingga siap untuk digunakan. Pada their net book value, that is cost less accumulated
tanggal laporan posisi keuangan aset tetap disajikan depreciation.
sebesar nilai bukunya yaitu harga perolehan
dikurangi dengan akumulasi penyusutan.
Biaya-biaya setelah pengakuan awal aset diakui Costs after the initial recognition of the asset are
sebagai bagian dari nilai tercatat aset atau sebagai recognized as part of the carrying amount of the
aset yang terpisah, sebagaimana seharusnya, hanya asset or as a separate asset, as appropriate, only
apabila kemungkinan besar Perseroan akan when it is likely that the Company will gain future
mendapatkan manfaat ekonomis di masa depan economic benefits in respect of the asset and the
berkenaan dengan aset tersebut dan biaya cost of the asset can be reliably measured. relating
perolehan aset dapat diukur dengan andal. Nilai to the replacement of unrecognized components The
yang terkait dengan penggantian komponen tidak cost of repairs and maintenance is charged to profit
diakui. Biaya perbaikan dan pemeliharaan or loss over the period where these costs occur.
dibebankan ke dalam laba rugi selama periode
dimana biaya-biaya tersebut terjadi.
Kecuali tanah, aset tetap disusutkan berdasarkan Except for land, the fixed assets are depreciated on
metode garis lurus dengan tarif penyusutan yang a straight-line basis with depreciation rates in
sesuai dengan taksiran masa manfaat ekonomis accordance with the estimated useful lives of the
sejak tanggal aset tersebut siap digunakan sebagai assets since the date when they are ready for use
berikut : as follows:
Umur Ekonomi /
Golongan Aset Useful Life Group of Assets
(Tahun / Years )
Bangunan lapangan : Field structures :
- Bangunan landasan, dam landasan, Runways, runway dams, runway -
tetrapode landasan, taxiway, entrance- tetrapode, taxiways, entrance ways and
way dan apron. 40 aprons
- Overlay 5 s/d 7 Overlay -
- Khusus untuk selokan air, taman, pagar, Specifically for ditches, gardens, fences -
dan bangunan lapangan lain-lain 20 and field structures other
- Bangunan Gedung 40 Buildings -
- Khusus gedung-gedung lain 20 Others building -
- Alat perhubungan udara 10 Navigation equipment -
- Khusus rambu-rambu udara 15 Specifically for flight navigational signs -
- Alat pengangkutan 5 & 10 Vehicles -
- Peralatan kantor 5 Equipments -
- Instalasi listrik 10, 15 & 20 Electrical system -
- Instalasi air 5 & 10 Water system -
- Instalasi AC 5 & 10 Air-conditioning system -
- Instalasi Telepon 5 & 10 Telephone system -
- Sistem informasi publik 10, 15 & 20 Public information system -
- Peralatan perbengkelan 5 Repair shop system -
- Peralatan mekanik 10 & 15 Mechanical equipments -
- Detektor 5 & 10 Detectors -
- Aset tetap lain-lain 5 Other fixed assets -
52

(continued)
m. Aset tetap (lanjutan) m. Fixed assets (continued)
Perseroan menetapkan batas minimum pengeluaran Company sets minimum spending on acquisitions
untuk pengadaan aset tetap yang dapat dikapitalisasi that can be capitalized amounting to Rp10.000.000
masing-masing sebesar Rp10.000.000 (rupiah (full amount)
penuh).
Jumlah tercatat aset tetap dihentikan pengakuannya An item of property, plant and equipment is
pada saat dilepas atau saat tidak ada manfaat derecognized upon disposal or when No.future
ekonomis masa depan yang diharapkan dari economics benefits are expected from its use or
penggunaan atau pelepasannya. Laba atau rugi yang disposal. Any gain or loss arising on derecognition of
timbul dari penghentian pengakuan aset (dihitung the assets (calculated as the difference between the
sebagai perbedaan antara jumlah neto hasil net disposal proceeds and the carrying amount of
pelepasan dan jumlah tercatat dari aset) dimasukkan the assets) is included in the statement of
dalam periode laporan laba rugi komprehensif pada comprehensive income in the period the asset is
tahun aset tersebut dihentikan pengaduannya. derecognized.
Pada saat akhir periode buku, nilai residu, umur At the and of financial perode, the residual value,
manfaat dan periode penyusutan aset tetap di review useful lives and methods of depreciation of fixed
dan disesuaikan secara prospektif jika diperlukan assets are reviewed and adjusted propectively, if
penyesuaian sesuai keadaan. appropriate.
Aset dalam konstruksi dinyatakan sebesar biaya Assets under construction is stated at cost which
perolehan. Biaya perolehan tersebut termasuk biaya includes borrowing costs during construction on
pinjaman yang terjadi selama masa pembangunan debts incurred to finance the construction. Assets
yang timbul dari utang yang digunakan untuk under construction is transferred to the respective
pembangunan aset tersebut. Akumulasi biaya property and equipment account when complete and
perolehan akan dipindahkan ke masing-masing aset ready to use.The borrowings that are not specific to
tetap yang bersangkutan pada saat selesai dan siap the acquisition of a qualifying asset, the amount
digunakan. Pinjaman yang tidak spesifik digunakan capitalized is determined by applying a capitalization
untuk perolehan aset tertentu, jumlah biaya pinjaman rate to the expenditures on qualifing asset. The
yang dikapitalisasi tertentu terhadap jumlah capitalization rate is the weighted average of the
pengeluaran untuk perolehan aset tersebut. Tingkat borrowing costs applicable to the total borrowings
kapitalisasi adalah rata-rata tertimbang dari biaya outstanding during the period, excluding borrowings
pinjaman terhadap saldo pinjaman terkait selama directly attributable to financing other qualifying
periode tersebut, tidak termasuk jumlah pinjaman assets.
yang spesifik digunakan untuk perolehan aset
tertentu lainnya.
n. Aset tidak berwujud n. Intangible assets
Perangkat lunak dan lisensi perangkat lunak memiliki Software and software licenses have a limited useful
masa manfaat yang terbatas dan diukur sebesar life and are measured at cost less accumulated
biaya perolehan dikurangi akumulasi amortisasi. amortization. Amortization is computed using the
Amortisasi dihitung dengan menggunakan metode straight-line method with No.residual value over the
garis lurus tanpa nilai residu selama umur manfaat, useful life, ie for applications or software depreciated
yaitu untuk aplikasi atau software disusutkan dalam over a period of 5 (five) years.
kurun waktu 5 (lima) tahun.
o. Beban akrual o. Accrued expenses
Beban akrual diakui pada akhir periode sebesar Accrued expenses are recognized at the end of the
jumlah rupiah yang harus diserahkan kepada pihak period in the amount of rupiah to be transferred to
lain untuk menyelesaikan kewajiban tersebut. Beban another party for settle the obligation. Accrued
akrual dihentikan pengakuannya pada saat dilakukan expenses are derecognized at the time of payment
pembayaran atau pelunasan. or repayment.
53

(continued)
p. Utang usaha dan utang lain-lain p. Trade and other payable
Utang usaha dan utang lain-lain pada awalnya diakui Trade and other payable are initially recognized at
sebesar nilai wajar dan selanjutnya diukur pada fair value and subsequently measured at amortized
biaya perolehan diamortisasi dengan menggunakan cost using the effective interest rate method, unless
metode suku bunga efektif, kecuali efek diskontonya the effect of discount is immaterial.
tidak material.
q. Pendapatan diterima dimuka q. Unearned revenue
Pendapatan diterima dimuka adalah kas dan setara Unearned revenue is cash and cash equivalents
kas yang diterima dari pihak lain sebagai received from other parties as payment for services
pembayaran atas jasa yang akan diberikan oleh to be provided by the company in the future.
Perseroan di masa depan.
Pendapatan diterima dimuka diakui pada saat kas Unearned revenue is recognized when cash and
dan setara kas diterima dan Perseroan belum cash equivalents are received and the company has
memberikan jasa yang terkait sebesar jumlah kas not provide services in the amount of cash and cash
dan setara kas yang diterima. equivalents received.
Pendapatan diterima dimuka berkurang atau Unearned revenue is reduced or discontinued when
dihentikan pengakuannya pada saat Perseroan the Company has provided services related to the
sudah memberikan jasa terkait kepada pihak lain other party or in line with the passage of time.
atau sejalan dengan berlalunya waktu.
r. Pinjaman r. Loan
Pada saat pengakuan awal, pinjaman diakui sebesar At initial recognition, the loan is recognized at fair
nilai wajar, dikurangi dengan biaya-biaya transaksi value, less any transaction costs incurred.
yang terjadi. Selanjutnya pinjaman diukur dengan Subsequently the loan is measured at amortized
biaya perolehan diamortisasi dengan menggunakan cost using the effective interest rate.
suku bunga efektif.
Biaya pinjaman yang dapat diatribusikan secara Borrowing costs that may be directly attributable to
langsung dengan akuisisi atau konstruksi aset, the acquisition or construction of qualifying assets,
kualifikasian dikapitalisasi hingga aset tersebut are capitalized until the asset is substantially
selesai secara substansial. Biaya pinjaman lainnya completed. Other borrowing costs are recognized as
diakui sebagai beban dalam laba rugi pada periode an expense in the statements of income during the
terjadinya. period in which they are incurred.
Pinjaman diklasifikasikan sebagai liabilitas jangka Loans are classified as short-term liabilities unless
pendek kecuali Perseroan memiliki diskresi dan niat the Company has discretion and intention to extend
untuk memperpanjang sesuai persyaratan perjanjian under the terms of the agreement and will mature
dan akan jatuh tempo dalam waktu lebih dari 12 within more than 12 months after the reporting
bulan setelah periode pelaporan. period.
s. Utang obligasi s. Bond payable
Utang obligasi (tidak termasuk sukuk ijarah) pada Bond Payable (excluding ijara sukuk) is initially
awalnya diukur pada nilai wajar, setelah dikurangi measured at fair value, net of transaction costs, and
biaya transaksi, dan selanjutnya diukur pada biaya subsequently measured at amortized cost using the
perolehan diamortisasi dengan menggunakan effective interest rate method, with interest expense
metode suku bunga efektif, dengan beban bunga recognized under the effective interest rate method.
diakui berdasarkan metode suku bunga efektif. The difference between the proceeds of the interest
Selisih antara hasil emisi (setelah dikurangi biaya (net of transaction costs) and the settlement or
transaksi) dan penyelesaian atau pelunasan settlement of the loan is recognized over the loan
pinjaman diakui selama jangka waktu pinjaman period using the effective interest method.
menggunakan metode suku bunga efektif.
54

(continued)
s. Utang obligasi (lanjutan) s. Bond payable (continued)
Utang obligasi ditentukan pengakuannya pada saat Debt bonds are determined at the time of settlement
pelunasan atau penyelesaian lain. Utang obligasi or other settlement. Debt bonds are presented in
disajikan dalam kelompok liabilitas jangka panjang. long-term liabilities group. Bonds payable due in 12
Utang obligasi yang akan jatuh tempo dalam 12 (dua (twelve) months after the reporting period are
belas) bulan setelah periode laporan disajikan dalam presented in the short-term liabilities group.
kelompok liabilitas jangka pendek.
Selisih antara jumlah tercatat dan nilai nominal The difference between the carrying amount and the
diamortisasi secara garis lurus selama jangka waktu nominal value is amortized on a straight-line basis
akad dan diakui sebagai beban. over the term of the contract and recognized as an
expense.
t. Sukuk ijarah t. Ijara sukuk
Sukuk ijarah diukur pada nilai wajar, setelah Ijara sukuk is measured at fair value, net of
dikurangi biaya transaksi. Biaya transaksi sukuk transaction costs. The cost of 'Ijara Sukuk '
ijarah diamortisasi menggunakan metode suku transactions is amortized using the effective interest
bunga efektif sepanjang umur kontrak dan method over the life of the contract and its liabilities.
liabilitasnya.
Selisih antara jumlah tercatat dan nilai nominal The difference between the carrying amount and the
diamortisasi secara garis lurus selama jangka waktu nominal value is amortized on a straight-line basis
akad dan diakui sebagai beban. over the term of the contract and recognized as an
expense.
Imbalan (kupon) Sukuk Ijarah yang dibayarkan The coupon (coupon) of 'Ijara Sukuk' paid to the
kepada pemegang Sukuk diakui sebagai beban. Sukuk holders is recognized as an expense.
Imbalan (kupon) Sukuk Mudharabah yang The Sukuk Mudharabah Sukkers coupon paid to the
dibayarkan kepada pemegang Sukuk diakui sebagai Sukuk holders is recognized as a deduction of
pengurang pendapatan. income.
Sukuk dihentikan pengakuannya pada saat dilunasi The sukuk is suspended at the time of settlement or
atau diselesaikan. settlement.
u. Imbalan kerja dan imbalan pasca kerja u. Employee benefits and post-employment
benefits
Imbalan kerja jangka pendek Short-term employee benefits
Perseroan mengakui liabilitas imbalan kerja jangka The Company recognizes short-term employee
pendek ketika jasa diberikan oleh karyawan dan benefits liability when services are rendered and the
imbalan atas jasa tersebut akan dibayarkan dalam compensation for such services is to be paid within
waktu dua belas bulan setelah jasa tersebut twelve months after rendering such services.
diberikan.
Imbalan pasca kerja Post-employment benefits
Perseroan menggunakan berbagai skema pensiun. The Company use various pension schemes. Where
Dimana Perseroan memiliki program imbalan pasti a company has defined benefit plans and defined
dan iuran pasti. Program iuran pasti adalah program contributions. The defined contribution plan is a post-
imbalan pasca kerja yang mewajibkan Perseroan employment benefit plan that requires a company to
membayar sejumlah iuran tertentu kepada entitas pay certain contributions to a separate entity.
terpisah.
55

(continued)
u. Imbalan kerja dan imbalan pasca kerja (lanjutan) u. Employee benefits and post-employment
benefits (continued)
Imbalan pasca kerja (lanjutan) Post-employment benefits (continued)
Program imbalan pasti adalah program pensiun yang The defined benefit plan is a pension plan that is not
bukan merupakan program iuran pasti. Program a defined contribution program. A defined benefit
imbalan pasti adalah program pensiun yang plan is a pension plan that determines the amount of
menentukan jumlah imbalan pasca kerja yang akan post-employment benefits an employee will receive
diterima seorang karyawan pada saat pensiun, on retirement, usually based on one or more factors
biasanya berdasarkan pada satu atau lebih faktor such as age, employment, and compensation.
seperti usia, masa kerja, dan kompensasi.
Sesuai dengan Undang-undang Ketenagakerjaan In accordance with the Labor Law No.13/2003 dated
Nomor 13/2003 tanggal 25 Maret 2003, Perseroan March 25, 2003, the Company is required to provide
diwajibkan memberikan manfaat pasca kerja kepada post retirement benefits for the entire permanent
seluruh karyawan tetapnya. Manfaat yang meliputi employees. The benefits include compensation for
uang pemutusan hubungan kerja, penghargaan job termination and past service pay benefits; those
masa kerja, serta kompensasi tersebut diberikan benefits are given on an employee job termination,
apabila karyawan mengakhiri masa kerjanya baik either because of retirement or death.
karena pensiun maupun meninggal dunia.
Perseroan mempunyai dua program untuk The Company has two programs to meet the above
memenuhi liabilitas di atas, yaitu: (1) Progam Dana liabilities, namely: (1) Pension Defined Benefit Funds
Pensiun Manfaat Pasti, dan (2) Program Tunjangan Program, and (2) Annuities Program (THT).
Hari Tua (THT). Selain itu Perseroan memberikan Moreover the company provides benefits to
Tunjangan kepada pegawai yang telah memenuhi employees who have fulfilled the requirements of the
persyaratan ketentuan yaitu Tunjangan Perumahan, provisions of that Allowance Housing, Service and
Penghargaan Pengabdian dan Jaminan Kesehatan Choice Health Insurance to pensioners.
kepada pensiunan.
Perseroan wajib menanggung dan membukukan The Company is responsible for any shortage in the
kekurangan biaya apabila manfaat yang diberikan event the benefits provided by the two programs are
kedua program tersebut tidak mencukupi melalui not met. In such case the Company is to make an
pembentukan penyisihan. Penyisihan tersebut telah allowance and to be charged to current income.
dibebankan pada periode berjalan.
Kewajiban program pensiun imbalan pasti yang The defined benefit pension plan liability recognized
diakui dalam laporan posisi keuangan adalah nilai in the statement of financial position is the present
kini kewajiban imbalan pasti pada tanggal laporan value of the defined benefit obligation at the date of
keuangan dikurangi nilai wajar aset program. the financial statements minus the fair value of the
Besarnya kewajiban imbalan pasti ditentukan program assets. The amount of the defined benefit
berdasarkan perhitungan aktuaris independen yang obligation is determined based on an independent
dilakukan secara tahunan menggunakan projected actuary calculation performed on an annual basis
unit credit . Nilai kini kewajiban imbalan pasti using a projected unit credit. The present value of
ditentukan dengan mendiskontokan estimasi arus the defined benefit obligation is determined by
kas keluar masa depan menggunakan tingkat suku discounting the estimated cash outflow of the deoan
bunga obligasi korporat berkualitas tinggi dalam period using the interest rate of high quality
mata uang yang sama dengan mata uang imbalan corporate bonds in the same currency as the
yang akan dibayarkan dan waktu jatuh tempo yang payback currency and the maturity of which is
kurang lebih sama dengan waktu jatuh tempo approximately equal to the maturity period
imbalan yang bersangkutan. Jika tidak terdapat concerned. If there is No.active market for the
pasar aktif untuk obligasi korporat tersebut, maka corporate bonds, then the interest rate on
digunakan tingkat suku bunga obligasi pemerintah. government bonds will be used.
Beban yang diakui di laporan laba rugi termasuk Expenses recognized in the income statement
biaya jasa kini, beban/pendapatan bunga, biaya jasa include current service cost, interest expense /
lalu dan keuntungan/kerugian penyelesaian. interest, past service cost and settlement gain / loss.
Keuntungan dan kerugian dari kurtailmen atau Benefits and losses of a curtailment or settlement of
penyelesaian program manfaat pasti diakui ketika a defined benefit plan are recognized when the
kurtailmen atau penyelesaian tersebut terjadi. curtailment or settlement occurs.
56

(continued)
Imbalan pasca kerja (lanjutan) Post-employment benefits (continued)
Pengukuran kembali yang timbul dari program The repatriation arising from the defined benefit
pensiun manfaat pasti diakui dalam penghasilan pension plan is recognized in other comprehensive
komprehensif lain. Pengukuran kembali terdiri dari income. The remeasurement consists of actuarial
keuntungan dan kerugian aktuaria, imbalan hasil gains and losses, the return on plan assets
aset program (diluar pendapatan bungan yang sudah (excluding accumulated interest in the net interest
diakumulasi dalam perhitungan bunga neto (aset)) (asset)) and any changes to the impact of the asset
dan setiap perubahan atas dampak batas atas aset limit (excluding accrued interest income in the
(diluar pendapatan bunga yang sudah diakumulasi calculation of net interest (asset) .
dalam perhitungan bunga neto (aset).
Pada tanggal 15 November 1999, Perseroan On November 15, 1999, the Company obtained
memperoleh persetujuan dari Menteri Keuangan approval from the Minister of Finance (No.KEP-39 /
(No.KEP-39/KM.17 / 1999) untuk membentuk KM.17 / 1999) to establish a separate Institution that
Lembaga terpisah yang mengelola dana pensiun manages pension funds in the form of a Defined
dalam bentuk Program Dana Pensiun Manfaat Pasti Benefit Pension Plan (PPMP) and a Definite
(PPMP) dan Program Pensiun Iuran Pasti (PPIP) Contribution Pension Program (Rencana Pensiun
bernama Dana Pensiun Angkasa Pura I (DPAP I), Iuran Pasti PPIP) named Dana Angkasa Pura I
untuk mengelola atas nama para anggota, semua (DPAP I), to manage on behalf of the members, all
kekayaan agar dapat memenuhi kewajiban pensiun of the wealth in order to fulfill the obligation to retire
dari Perseroan. from the company.
Jumlah kontribusi untuk Program Dana Pensiun The amount of contribution to the Defined Benefit
Manfaat Pasti (PPMP) terdiri dari kontribusi Pension Plan (PPMP) consists of employees and
karyawan dan Perseroan yang masing-masing employee contributions of 5% and 27.64% of the
dihitung sebesar 5% dan 27,64% dari penghasilan basic pension income respectively. While the
dasar pensiun. Sedangkan jumlah kontribusi untuk contribution amount for the Defined Contribution
Program Pensiun Iuran Pasti (PPIP) terdiri dari Pension Program (PPIP) consists of employees and
kontribusi karyawan dan Perseroan yang masing- company contributions, each calculated at 5% and a
masing dihitung sebesar 5% dan maksimal 25% dari maximum of 25% of the participant's salary package.
paket gaji peserta.
Pada tanggal 6 Mei 2003, penyelenggaraan program On May 6, 2003, the Provision of Retirement Benefit
tunjangan hari tua dikelola oleh Yayasan Program is managed byYayasan Kesejahteraan
Kesejahteraan Karyawan Angkasa Pura I (YAKKAP Karyawan Angkasa Pura I (YAKKAP I) based on
I) berdasarkan Keputusan Bersama Direksi Perum joint decree of the Directors of PT Angkasa Pura I
Angkasa Pura I dan Perum Angkasa Pura II Nomor and PT Angkasa Pura II Number KEP.305 /
KEP.305/ P.30.7.1/1988 dan KP.30.7.1 / 1988 and KEP.165A / PAP.I / X / 1988
KEP.165A/PAP.I/X/1988 tanggal 1 Oktober 1988 jo dated October 1, 1988 jo Joint Working Agreement
Perjanjian Kerja Bersama Periode 2003-2005 antara for the period 2003-2005 between PT Angkasa Pura
PT Angkasa Pura I dengan Serikat Pekerja Angkasa I and Labor Unionof PT Angkasa Pura I. SP.06 /
Pura I No.SP.06/HK.10/2003-DU, HK.10 / 2003-DU, No.SP.AP.I.01 / PKB / 2003.
No.SP.AP.I.01/PKB/2003.
Program THT menyediakan manfaat pembayaran The THT program provides payment benefits at the
sekaligus dengan ketentuan nilai iuran adalah same time with the terms of the contribution fee of
sebesar 5% (beban pegawai perseroan), 3% (beban 5% (Company employee expense), 3% (employee
pegawai diperbantukan), 1% (beban pegawai assignment), 1% (assigned charges) of the Basic
ditugaskan) dari nilai Penghasilan Dasar Tunjangan Income Retirement Fees (PhDTHT) and corporate
Hari Tua (PhDTHT) dan iuran perseroan yang telah contributions that have been approved by the
mendapat persetujuan Rapat Umum Pemegang General Meeting of Shareholders (GMS) paid in full
Saham (RUPS) yang dibayarkan secara sekaligus at the beginning of the current year.
pada awal tahun berjalan.
57
5. IKHTISAR KEBIJAKAN AKUNTANSI (lanjutan) 5. SUMMARY OF SIGNIFICANT - ACCOUNTING

POLICIES (continued)
Perseroan juga memberikan imbalan pasca kerja The Company also provides other post-employment
lainnya, seperti tanda penghargaan dan cuti jangka benefits, such as rewards and long-term leave.
panjang. Imbalan berupa uang penghargaan Rewards in the form of award money are given when
diberikan apabila karyawan bekerja hingga mencapai employees work until they reach retirement age.
usia pensiun.
Program dana pensiun manfaat pasti Defined benefits pension plan
Program pensiun ini menyediakan manfaat pensiun Pesion programs provide retirement benefits for
untuk karyawan dan keluarganya pada saat employees and their families upon reaching
mencapai usia pensiun dan diberikan bagi Pegawai retirement age and are provided for Employees TMT
Perseroan TMT sebelum 1 Januari 2011. Company prior to January 1, 2011. Based on the
Berdasarkan Keputusan Direksi PT Angkasa Pura I Directors of PT Angkasa Pura I (Persero)
(Persero) Nomor: KEP.13/KP.15.01/2015 tanggal 5 No.KEP.13 / KP.15.01 / 2015 dated February 5,
Februari 2015 tentang Peraturan Dana Pensiun dari 2015 on the Rules of the Pension Fund of the
Dana Pensiun Angkasa Pura I yang telah Pension Fund of Angkasa Pura I, which was
mendapatkan pengesahan dari Otoritas Jasa approved by the Financial Services Authority
Keuangan melalui Keputusan dewan Komisioner through a decision of the Commissioner Financial
Otoritas Jasa keuangan Nomor : KEP- Services Authority Number: KEP 551 / NB.1 / 2015
551/NB.1/2015 tanggal 29 September 2015 dan dated September 29, 2015 and in accordance with
sesuai dengan hasil valuasi aktuaria per 1 Januari the results of actuarial valuation per January 1, 2015
2015 dalam rangka Perubahan Dana Pensiun dari in order to change the pension Fund of the pension
Dana Pensiun Angkasa Pura I, jumlah iuran adalah Fund of Angkasa Pura I, the amount of contribution
sebesar 5% (beban pegawai) dan 27.64% (beban is 5% (expenses employees) and 27.64% (by the
Perseroan) dari nilai Penghasilan Dana Pensiun Company) of the value of Retirement Income Fund
(PhDP). (PhDP).
Program pensiun ini dikelola oleh Dana Pensiun The pension program is managed by the Dana
Angkasa Pura (DAPENRA), lembaga keuangan yang Pensiun Angkasa Pura (DAPENRA), financial
telah disahkan dengan Surat Keputusan Menteri institutions that have been approved by the Ministry
Keuangan RI No.KEP.39/KM.17/1999 tanggal 15 of Finance Decree No.KEP.39 / KM.17 / 1999
November 1999. luran untuk program pensiun November 15, 1999. The contribution to the pension
dibebankan dan dibayar selama masa kerja. Jumlah plan are charged and paid during the work period.
iuran Perseroan kepada program pensiun diakui The amount of the Company's contribution to the
sebagai beban pada saat iuran tersebut dibayar atau pension plan are recognized as an expense at the
terutang. Biaya jasa kini diakui sebagai beban time the contribution is paid or payable. Current
periode berjalan. Biaya jasa lalu, koreksi aktuaria, service cost is recognized as an expense in the
dan dampak perubahan asumsi aktuaria bagi current period. Past service cost, actuarial
karyawan yang masih aktif diakui sebagai beban correction, and the effect of changes in actuarial
atau pendapatan selama sisa masa kerja rata-rata assumptions for active employees is recognized as
para karyawan tersebut sesuai dengan saran dari an expense or income over the average remaining
aktuaris independen. average these employees in accordance with the
advice of an independent actuary.
Program pensiun iuran pasti (PPIP) Defined contribution pension plan (PPIP)
Berdasarkan keputusan Direksi PT Angkasa Pura I Based on the decision of Directors of PT Angkasa
(Persero) Nomor 96/KP.15.01/2012 tanggal 23 Juli Pura I (Persero) No.96 / KP.15.01 / 2012 dated July
2012 berkaitan dengan keputusan Direksi Nomor 23, 2012 relating to the Board's decision
Kep.130.KP.15.01.2012 tanggal 22 Oktober 2012 Kep.130.KP.15.01.2012 Number 22 October 2012
tentang Peraturan Program Pensiun Iuran Pasti Bagi on the Regulation of Defined Contribution Pension
Pegawai PT Angkasa Pura I (Persero) yang masuk Plan For Employees PT Angkasa Pura I (Persero)
terhitung mulai 1 Januari 2011. Peraturan tersebut which Entrance Starting From January 1, 2011. The
mengatur tentang pegawai PT Angkasa Pura I regulation of employees of PT Angkasa Pura I
(Persero) yang telah diangkat sebagai calon pegawai (Persero) that have been raised as a potential
mulai tanggal 1 Januari 2011 diikutkan kepesertaan employee starting on January 1, 2011 included the
dana pensiun pada program pensiun iuran pasti. participation of pension funds in defined contribution
pension plan.
58

Program pensiun iuran pasti (PPIP) (lanjutan) Defined contribution pension plan (PPIP)
(continued)
Bagi karyawan yang masuk setelah tanggal 1 januari For the employee who registered to the company
2011, perseroan memberikan manfaat pensiun prior to january 1, 2011, the company will provied
melalui Dana Pensiun Lembaga Keuangan (DPLK) the retirement benefits through Dana Pensiun
BNI dengan program yang bernama program Lembaga Keuangan (DPLK) BNI which named
pensiun iuran pasti. defined contribution pension programs.
Besarnya iuran pemberi kerja adalah maksimal 25% The amount of company contribution is a maximum
dari paket gaji peserta, sedang porsi karyawan yang of 25% of salary, and contribution from employee is
dipotong dari peserta adalah sebesar 5% dari paket 5% of salary package.
gaji peserta.
Program THT THT programs
Program THT menyediakan manfaat pembayaran THT program provides benefit payments once the
sekaligus dengan ketentuan nilai iuran adalah determination of value contribution is 5% (expenses
sebesar 5% (beban pegawai), 3% (beban pegawai employee), 3% (expense employees seconded), 1%
diperbantukan), 1% (beban pegawai ditugaskan) dari (load Employees Assigned) of the basic income
nilai Penghasilan Dasar Tunjangan Hari Tua Annuities (PhDTHT) and the company's contribution
(PhDTHT) dan iuran Perseroan yang telah mendapat which has been approved by the General Meeting of
persetujuan Rapat Umum Pemegang Saham Shareholders (AGM) has been paid in a lump sum at
(RUPS) yang dibayarkan secara sekaligus pada the beginning of the current year. The contribution to
awal tahun berjalan. luran untuk program THT the program THT charged and paid during the period
dibebankan dan dibayar selama masa kerja of employment by the Directors Decision
berdasarkan Keputusan Direksi Nomor No.Kep.115 / KP.10.22 / 2015 on Guidelines for
Kep.115/KP.10.22/2015 Tentang Pedoman Granting Annuities Program Officer PT Angkasa
Pemberian Program Tunjangan Hari Tua Pegawai Pura I (Persero). The amount of the Company's
PT Angkasa Pura I (Persero). Jumlah iuran contribution to the program THT recognized as an
Perseroan kepada program THT diakui sebagai expense at the time the contribution is paid or
beban pada saat iuran tersebut dibayar atau payable.
terutang.
Biaya jasa kini diakui sebagai beban periode Current service cost is recognized as an expense in
berjalan. Biaya jasa lalu, koreksi aktuaria, dan the current period. Past service cost, actuarial
dampak perubahan asumsi aktuaria bagi karyawan correction, and the effect of changes in actuarial
yang masih aktif diakui sekaligus. assumptions for active employees are recognized at
once.
Penyelenggaraan Program THT diatur dalam Implementation of the THT program stipulated in the
Keputusan Bersama Direksi Perum Angkasa Pura I Joint Decree of Directors Perum Angkasa Pura I and
dan Perum Angkasa Pura II Nomor Angkasa Pura II Perum No.KEP.305 / KP.30.7.1 /
KEP.305/KP.30.7.1/1988 dan EP.165A/PAP.I 1988 and KEP.165A / PAP.I / X / 1988 dated
/X/1988 tanggal 1 Oktober 1988 jo Perjanjian Kerja October 1, 1988 in conjunction with the Employment
Bersama Periode 2003-2005 antara PT (Persero) Agreement joint period 2003-2005 between PT
Angkasa Pura I dengan Serikat Pekerja PT (Persero) (Persero) Angkasa Pura I with Serikat Pekerja PT
Angkasa Pura I No.SP.06 / HK.10 / 2003-DU, No. (Persero) Angkasa Pura I No.:SP.06 /HK.10 /2003-
SP.AP.I.01 / PKB / 2003 yang selanjutnya terhitung DU, No.SP.AP.I.01/ PKB / 2003, hereinafter
tanggal 6 Mei 2003 dikelola oleh Yayasan commencing on May 6, 2003 by Yayasan
Kesejahteraan Karyawan Angkasa Pura I (YAKKAP Kesejahteraan Karyawan Angkasa Pura I (YAKKAP
I) yang didirikan sesuai dengan Akta Pendirian I) established pursuant to the Deed of Establishment
nomor 2 tahun 2003 dan perubahan-perubahannya. No.2 in 2003 and amendments.
59

Program THT (lanjutan) THT programs (continued)
Jumlah iuran yang ditanggung karyawan adalah The contribution to the program payable by the
5,00% dari gaji pokok ditambah tunjangan keluarga employees is 5,00% of their basic salary plus family
dan Perseroan, dan yang ditanggung Perseroan allowance; whereas that payable by the Company is
37,74%. luran untuk program THT dibebankan dan 37,74%. The Company's contribution to the program
dibayar selama masa kerja. Jumlah iuran Perseroan is recognized as expense when it is paid, or
kepada program THT diakui sebagai beban pada becomes payable.
saat iuran tersebut dibayar atau terutang.
Program THT menyediakan manfaat pembayaran The THT programs provide a one-time-whole
sekaligus yang diatur dalam Keputusan Bersama payment as specified in the common decisions of
Direksi Perum Angkasa Pura I dan Perum Angkasa the Managements of the Perum Angkasa Pura I and
Pura II Nomor KEP.305/KP.30.7.1 /1998 dan Perum Angkasa Pura II in their respective letters
KEP.165A/PAP.I/X /1998 tanggal 1 Oktober 1998 jo No.KEP.305/KP.30.7.1/1998 and KEP.165A/PAP.I
Perjanjian Kerja Bersama antara PT Angkasa Pura I /X/1998 dated October 1, 1998 and in reference to
(Persero) dengan Asosiasi Karyawan Angkasa Pura the Mutual Agreement for the period 2010 - 2012
I dan Serikat Pekerja Angkasa Pura I priode 2010 - between the Company and the Labor Union
2012 dengan perjanjian No.SP.91/ HK.06/2010-DU, No.SP.91/HK.062010-DU; No.099/DPP/AKA/X/2010
No.099/DPP-AKA/X/2010, No.SP. AP.I.01/ and SP.AP.I.01/PKB /2010 dated October 15, 2010.
PKB/X/2010 tanggal 15 Oktober 2010.
Progam THT terhitung tanggal 6 Mei 2003 dikelola Effective from Mei 6, 2003 the THT program
oleh Yayasan Kesejahteraan Karyawan Angkasa managed by Yayasan Kesejahteraan Karyawan
Pura I (YAKKAP I) yang didirikan sesuai dengan Angkasa Pura I (YAKKAP I) in accordance with the
Akta Pendirian nomor 2 tahun 2003 dan diubah article of association No:.2 of 2003 and last
terakhir dengan akta Notaris H. Yunardi, S.H., amended by the notarial deed No.17 dated February
Nomor 17 tanggal 14 Februari 2006 sebagaimana 14, 2006 of the notary H. Yunardi, SH. Subsequent
telah diperbaiki dengan akta notaris yang sama amendment was made by the same notary with his
nomor 7 tanggal 9 Maret 2006, serta telah deed No.7 dated March 9,+AS3073 2006, published
diumumkan dalam Berita Negara Republik Indonesia in the state gazette No.68 dated August 25, 2006.
No.68 tanggal 25 Agustus 2006.
Program jaminan kesehatan pensiun Pension health insurance program
Program jaminan kesehatan pensiun merupakan Health insurance scheme pension is a health care
program pemeliharaan kesehatan bagi Pegawai program for the employee who has entered the
yang telah memasuki usia pensiun normal sesuai normal retirement age according to applicable
ketentuan yang berlaku di PT Angkasa Pura I regulations in PT Angkasa Pura I (Persero), and/or
(Persero), dan/atau pegawai yang diberhentikan employees dismissed for death / disability / illness
karena meninggal dunia/cacat/sakit sebelum before reaching retirement age and former Directors
mencapai usia pensiun dan Mantan Direksi PT of PT Angkasa Pura I (Persero), unless the
Angkasa Pura I (Persero), kecuali Pegawai yang employee who received the deferred retirement
menerima manfaat pensiun ditunda. benefits. Implementation retirement health insurance
Penyelenggaraan program jaminan kesehatan program stipulated in the Decree of Directors of PT
pensiun diatur dalam Keputusan Direksi PT Angkasa Angkasa Pura I (Persero) No.KEP.177 / KP.10.41 /
Pura I (Persero) Nomor: KEP.177/KP.10. 41/2015 2015 dated December 31, 2015 on Pension Health
tanggal 31 Desember 2015 tentang Program Insurance Program and Former Directors, in the
Jaminan Kesehatan Pensiun dan Mantan Direksi, form of health care facilities as follows:
berupa fasilitas pemeliharaan kesehatan sebagai
berikut:
60

Program jaminan kesehatan pensiun (lanjutan) Pension health insurance program (continued)
1) Fasilitas rawat jalan dari Program Jaminan 1) Outpatient facilities of the National Health
Kesehatan Nasional yang diselenggarakan oleh Insurance Program organized by the Social
Badan Penyelenggaran Jaminan Sosial (BPJS) Security Agency (BPJS) Health.
Kesehatan.
2) Rawat inap dengan akomodasi ruang 2) Inpatient treatment room accommodation class
perawatan kelas I dari Program Jaminan I of the National Health Insurance Program
Kesehatan Nasional yang diselenggarakan oleh organized by the Social Security Agency
Badan Penyelenggara Jaminan Sosial (BPJS) (BPJS) Health.
Kesehatan.
3) Tambahan bantuan biaya rawat inap yang 3) Additional assistance hospitalization costs were
dilaksanakan pada rumah sakit yang carried out at the hospital is provided by the
disediakan oleh Badan Penyelenggara Jaminan Social Security Agency (BPJS) Health for
Sosial (BPJS) Kesehatan untuk pensiunan dan retirees and family members are covered
anggota keluarga yang ditanggung sesuai according to applicable regulations.
ketentuan yang berlaku.
Pendanaan program jaminan kesehatan pensiun Funding health insurance program retirement comes
berasal dari Iuran Perseroan berdasarkan from dues Company based on actuarial calculations,
perhitungan aktuaria, yang telah mendapat which have been approved by the General Meeting
persetujuan Rapat Umum Pemegang Saham of Shareholders (GMS), another source that has
(RUPS), sumber lain yang telah dikelola oleh been managed by YAKKAP I, Dues additional clerks
YAKKAP I, Iuran tambahan Pegawai aktif sebesar active Rp100,000 (full amount) deducted each
Rp100.000 (rupiah penuh) yang dipotong setiap month from Employee monthly income and
bulan dari penghasilan bulanan Pegawai dan iuran additional contributions of Directors amounting to
tambahan Direksi sebesar Rp500.000 (rupiah penuh) Rp500,000 (full amount) are deducted from the
yang dipotong dari penghasilan bulanan Direksi. monthly income of Directors.
v. Bantuan pemerintah yang belum ditentukan v. Undertemined status of government contribution

statusnya (BPYBDS) (BPYBDS)
BPYBDS merupakan bantuan pemerintah yang telah Undertemined status of government contribution is a
diserahterimakan kepada Perseroan tetapi belum government contribution that has been handed over
ditentukan statusnya oleh pemerintah. Bantuan to the Company but has not yet determined its status
Pemerintah yang Belum Ditentukan Statusnya diakui by the government. Undertemined status of
pada saat penerimaan aset sebesar jumlah dalam government contribution is recognized upon receipt
Berita Acara Serah Terima Operasional (BASTO) of the asset amount in the Minutes of Initial
awal. Operational Handover (BASTO).
Bantuan Pemerintah yang Belum Ditentukan Undertemined status of government contribution is

Statusnya direklasifikasi ke Penyertaan Modal reclassified to State Equity Participation upon exit of
Negara pada saat keluar Peraturan Pemerintah Government Regulation of State Capital Investment
Penyertaan Modal Negara (PP PMN) sebesar jumlah (PP PMN) amounting in PP PMN.
dalam PP PMN.
61

w. Penyertaan modal negara w. The government capital investment
Penyertaan Modal Negara merupakan tambahan Government Capital Investment is an additional

modal dari pemerintah yang berasal dari proyek- capital from government derived from government
proyek pemerintah yang statusnya telah ditetapkan projects whose status has been stipulated by
dengan Peraturan Pemerintah. Penyertaan Modal Government Regulation. The Government Capital
Negara diakui pada saat efektif diterima dana Investment is recognized upon receipt of an effective
sebesar jumlah dana yang diterima. Penyertaan amount of funds received. The Government Capital
Modal Negara direklasifikasi ke modal saham (modal Investment is reclassified to shares capital (paid up
disetor) pada saat perubahan anggaran dasar capital) upon the amendment of the Company's
Perseroan. articles of association.
x. Pendapatan dan beban x. Income and expenses
Pendapatan diakui jika besar kemungkinan manfaat Revenue is recognized if the likelihood of economic
ekonomi akan mengalir ke Perseroan dan manfaat benefits will flow to the Company and these benefits
ini dapat diukur dengan andal. Pendapatan diukur can be measured reliably. Revenue is measured at
pada nilai wajar penerimaan diterima, tidak termasuk fair value received, excluding discounts, rebates,
diskon, rabat, dan cadangan lain yang serupa. and other similar reserves. The following specific
Kriteria spesifik berikut juga harus dipenuhi sebelum criteria must also be met before income is
pendapatan diakui: recognized:
1) Pendapatan jasa aeronautika diakui pada saat 1) Aeronautical service revenues are recognized
jasa diserahkan kepada pelanggan; when the services are delivered to the customer;
2) Pendapatan jasa non-aeronautika atas sewa 2) Non-aeronautical service revenues on land and
sewa tanah dan bangunan diakui secara garis building leases are recognized on a straight-line
lurus selama masa sewa; basis over the lease term;
3) Pendapatan atas penggunaan fasilitas peralatan 3) Revenue on the use of a company's equipment
Perseroan oleh pelanggan dan pendapatan jasa facility by the customer and other non-
Non-aeronautika lainnya diakui pada saat fasilitas aeronautical service revenues is recognized
tersebut digunakan dan pada saat jasa when the facility is used and when the service is
diserahkan; serta delivered;and
4) Pendapatan lainnya diakui atas dasar akrual. 4) Other revenues are recognized on an accrual
basis.
Beban diakui menggunakan dasar akrual dan diakui Expenses are recognized on an accrual basis and
pada saat terjadinya. recognized as incurred.
y. Perpajakan y. Taxation
Pajak final Final taxes
Peraturan perpajakan di Indonesia mengatur The Indonesian tax laws regulate some types of
beberapa jenis penghasilan dikenakan pajak yang income subject to final tax. The final tax imposed on
bersifat final. Pajak final yang dikenakan atas nilai the gross amount of the transaction will still be
bruto transaksi tetap dikenakan walaupun atas imposed even though the transaction is subject to
transaksi tersebut pelaku transaksi mengalami loss.
kerugian.
Mengacu pada PSAK 46 (revisi 2013), Pajak final Referring to PSAK 46 (revised 2013), final tax is
tidak termasuk dalam lingkup yang diatur oleh PSAK excluded from PSAK 46. Therefore the company
46. Oleh karena itu, perusahan memutuskan untuk decide to present all of final tax arising from sales
menyajikan beban pajak final sehubungan dengan land, land and building rent rvenue, costruction and
penjualan tanah, penghasilan sewa tanah dan others as separate on operational expenses.
bangunan, jasa konstruksi dan lainnya sebagai
bagian dari pos beban operasional.
62

y. Perpajakan (lanjutan) y. Taxation (continued)
Pajak final (lanjutan) Final taxes (continued)
Perbedaan antara nilai tercatat dari aset revaluasian The difference between the carrying value of the
dan dasar pengenaan pajak merupakan perbedaan revaluated assets and the tax bases is temporary
temporer sehingga menimbulkan liabilitas atau aset difference resulting in a deferred tax liabilities or
pajak tangguhan, kecuali untuk aset tertentu seperti assets, except for certain assets, such as land which
tanah yang pada saat realisasinya dikenakan pajak at the time the realization is subject to final tax
final yang dikenakan atas nilai bruto transaksi. imposed on the gross amount of the transaction.
Pajak kini Current taxes
Aset dan liabilitas pajak kini untuk tahun berjalan Current tax assets and liabilities for the current year
diukur sebesar jumlah yang diharapkan dapat are measured at the amount expected to be
direstitusi dari atau dibayarkan kepada otoritas redeemed from or paid to the tax authorities.
perpajakan.
Beban pajak kini ditentukan berdasarkan laba kena Current tax expense is determined based on the
pajak tahun berjalan yang dihitung berdasarkan tarif taxable income of the current year, calculated on the
pajak yang berlaku. prevailing tax rates.
Kekurangan atau kelebihan pembayaran pajak Shortfalls or overpayments of income tax are
penghasilan dicatat sebagai bagian dari “Beban recorded as part of "Current Tax Expense" in the
Pajak Kini” dalam laporan report
Koreksi terhadap liabilitas perpajakan diakui pada Amendments to taxation liabilities are recognized
saat surat ketetapan pajak diterima atau, jika when an assessment is received or, if objected, at
diajukan keberatan, pada saat keputusan atas the time the result of the appeal is determined.
keberatan ditetapkan.
Laba kena pajak hasil koreksi fiskal tahun 2017 The taxable income from fiscal correction for year
menjadi dasar dalam pengisian Surat Pemberitahuan 2017 becomes the basis for filling the Annual
Tahunan (SPT) Pajak Penghasilan Badan. Income Tax Return (SPT) of Corporate Income Tax.
Pajak tangguhan Deferred tax
Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are recognized
menggunakan metode liabilitas atas konsekuensi using liabilities for future tax consequences
pajak pada masa mendatang yang timbul dari attributable to differences between the financial
perbedaan jumlah tercatat aset dan liabilitas menurut statement carrying amounts of assets and liabilities
laporan keuangan dengan dasar pengenaan pajak and their respective tax bases at the reporting date.
aset dan liabilitas pada setiap tanggal pelaporan. Deferred tax liabilities are recognized for all
Liabilitas pajak tangguhan diakui untuk semua temporary taxable differences and deferred tax
perbedaan temporer kena pajak dan aset pajak assets are recognized for deductible temporary
tangguhan diakui untuk perbedaan temporer yang differences and accumulated tax losses, to the
boleh dikurangkan dan akumulasi rugi fiskal, extent that the probable deductible temporary
sepanjang besar kemungkinan perbedaan temporer differences and the carryover of tax losses can be
yang boleh dikurangkan dan akumulasi rugi fiskal utilized to reduce future taxable income.
tersebut dapat dimanfaatkan untuk mengurangi laba
kena pajak pada masa depan.
63

y. Perpajakan (lanjutan) y. Taxation (continued)
Pajak tangguhan (lanjutan) Deferred tax (continued)

Jumlah tercatat aset pajak tangguhan ditelaah ulang The carrying amount of deferred tax assets is
pada akhir setiap periode pelaporan dan diturunkan reviewed at the end of each reporting period and
apabila laba fiskal mungkin tidak memadai untuk decreased when the fiscal profit may be insufficient
mengkompensasi sebagian atau semua manfaat to compensate partially or all of the deferred tax
aset pajak tangguhan tersebut. Pada akhir setiap asset's benefits. At the end of each reporting period,
periode pelaporan, Perseroan menilai kembali aset the Company reassessed unrecognized deferred tax
pajak tangguhan yang tidak diakui. Perseroan assets. The Company recognizes previously
mengakui aset pajak tangguhan yang sebelumnya unrecognized deferred tax assets when it is probable
tidak diakui apabila besar kemungkinan bahwa laba that future fiscal profit will be available for its
fiskal pada masa depan akan tersedia untuk recovery.
pemulihannya.
Pajak tangguhan dihitung dengan menggunakan tarif Deferred tax is calculated at the tax rates that have
pajak yang berlaku atau secara substansial telah been enacted or substantively enacted at the
berlaku pada tanggal pelaporan. Perubahan nilai reporting date. Changes in the carrying amount of
tercatat aset dan liabilitas pajak tangguhan yang deferred tax assets and liabilities caused by
disebabkan oleh perubahan tarif pajak dibebankan changes in tax rates are charged to current
pada usaha periode berjalan,

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PT ANGKASA PURA I (PERSERO)

Sebagai operator 13 (tiga belas) bandara di Indonesia bagian As an operator of 13 (thirteen)

MEMBANGUN KEBANGGAAN BANGSA

2016 Untuk memantapkan pencapaian visi “Menjadi

DELIVERING EXCELLENT SERVICE Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

PT ANGKASA PURA I (PERSERO)

PENGEMBANGAN PERUSAHAAN PENGELOLA

Development on High Performance

PT ANGKASA PURA I (PERSERO)

Optimalisasi Potensi Bisnis

BUSINESS POTENTIAL OPTIMALIZATION

Bisnis kebandarudaraan di Indonesia berubah secara signifikan, salah satunya

pertumbuhan bisnis melalui usaha yang tidak biasa-biasa saja (extraordianry

The airport business in Indonesia changed significantly. One of the change is

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

BIDANG JASA UTAMA:

PT ANGKASA PURA I (PERSERO)

Pendapatan Aeronautika meningkat

Laba Bersih Tahun

22,5% 11,70% menjadi

“World Best Airport 2017 in 15-25 BUMN dengan Predikat “Good

“The Most Improved Airport in Asia Penghargaan Gold Kategori “Brand

1 Platinum Winner, 2 Gold Winner, 2

PT ANGKASA PURA I (PERSERO)

1962 1964 1965

15 November/November 20 Februari/February 17 Mei/May

PT ANGKASA PURA I (PERSERO)

1992 1987 1974

4 Februari/February 19 Mei/May 24 Oktober/October

PT ANGKASA PURA I (PERSERO)

14 Februari / February 17 September/September 18 Mei/May

PT ANGKASA PURA I (PERSERO)

Groundbreaking for the development

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

KOMITMEN YANG TINGGI DALAM

PT ANGKASA PURA I (PERSERO)

Sebagai perusahaan pengelola bandar udara, As an airport management company, PT Angkasa

PT ANGKASA PURA I (PERSERO)

Risk Management and Risk Management and

Airport Planning Group Airport Planning Group

Airport Security Group Airport Security Group

PT ANGKASA PURA I (PERSERO)

Airport Safety Group Airport Safety Group

Airport Facilities Readiness Group Airport Facilities Readiness Group

Airport Equipment Readiness Airport Equipment Readiness

Memastikan tersedianya kesiapan operasional Ensuring the availability of operational readiness of

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

KILAS KINERJA 2017

IKHTISAR DATA KEUANGAN PENTING

Tabel Ikhtisar Data Keuangan Penting

Keterangan 2017 2016 2015 2014 2013 Description

LAPORAN POSISI KEUANGAN KONSOLIDASIAN / CONSOLIDATED STATEMENT OF FINANCIAL POSITION

ASET LANCAR CURRENT ASSETS

Piutang Usaha 520,295 482,770 571,171 518,165 357,663 Trade Receivables

Piutang Lain-Lain 19,053 12,445 128,562 71,311 910 Other Receivables

Persediaan 68,668 40,617 36,359 15,103 8,466 Inventories

Uang Muka dan Beban Advances and Prepaid

Pendapatan Yang Masih

ASET TIDAK LANCAR NON-CURRENT ASSET