Annual Report 2015 PDF

2 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)
2015
annual
report
Laporan Tahunan
PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 3

innovating
beyond
excellence
Dalam menghadapi persaingan di era kompetisi global saat ini, setiap
perusahaan diharapkan memiliki keunggulan kompetitif, dari berbagai
aspek. Keunggulan kompetitif akan membuat perusahaan memenangkan
persaingan. Sebagai salah satu Badan Usaha Milik Negara, PT Angkasa
Pura II (Persero) mempunyai visi menjadi Perusahaan pengelola
bandar udara kelas dunia yang terkemuka dan profesional dengan
mengutamakan keselamatan, keamanan, kenyamanan pelanggan serta
mengoptimalkan pertumbuhan bisnis. Angkasa Pura II diharapkan
untuk terus tumbuh berkembang, sebagai upaya perusahaan menjadi
perusahaan kelas dunia yang terkemuka dan profesional.
In the face of this ever intense global competition today, every company
is expected to have a competitive advantage, from various aspects.
Competitive advantage will bring the company on top of the competition.
As one of the State-owned Enterprise, PT Angkasa Pura II (Persero)
has a vision To become leading and professional world-class airport
management company with priority towards safety, security and comfort
of the customers and to optimize business growth. Angkasa Pura II is
expected to continuously growing, as the Companys effort to become
leading and professional world-class company.

daftar
isi
Table of Contents
2 ikhtisar kinerja 91 profil perusahaan

Performance Highlights Company Profile
2 | Makna Tema 92 | Identitas Perusahaan

Theme Explanation Company Identity
3 | Daftar Isi 94 | Riwayat Singkat Perusahaan
Table of Contents Company in Brief
6 | Keunggulan Kami 96 | Angkasa Pura II Dari Waktu ke Waktu
Our Excellence Angkasa Pura II Over Time
7 | Kesinambungan Tema dan Pencapaian 98 | Makna Logo
Dalam Annual Report Award (ARA) Logo Meaning
Sustainability of Theme and Achievement 99 | Transformasi Logo
in Annual Report Award (ARA) Logo Transformation
10 | Tentang Laporan Tahunan PT Angkasa Pura II 100 | Bidang Usaha
(Persero) Tahun 2015 Business Lines
2015 Annual Report of PT Angkasa Pura II (Persero)
108 | Wilayah Kerja dan Lokasi Bandara
11 | Referensi Kriteria Annual Report Award 2015 Work Area and Airport Locations
Criteria Reference for the 2015 Annual Report Award
110 | Pengembangan Bandara Tahun 2015
40 | Rekomendasi Annual Report Award 2014 2015 Airport Development
Recommendation of the 2014 Annual Report Award
111 | Visi, Misi, Tata Nilai dan Falsafah Perusahaan
41 | Kilas Kinerja 2015 Vision, Mission, Values and Philosophy of the
The 2015 Performance Review Company
42 | Ikhtisar Keuangan 115 | Tujuan, Sasaran dan Strategi Perusahaan
Financial Highlights Objectives,Targets and Strategies of the Company
48 | Ikhtisar Operasional
118 | Struktur Organisasi
Operational Highlights
Organization Structure
49 | Ikhtisar Saham
120 | Profil Dewan Komisaris
Stock Highlights
Board of Commissioners Profile
50 | Peristiwa Penting 2015
120 | Profil Direksi
The 2015 Significant Achievements
Board of Directors Profile
121 | Profil Pejabat Satu Level di Bawah Direksi
Profile of Officials One Level Below the Board of
55 laporan dewan komisaris dan direksi
Directors
Board of Commissioners and
Board of Directors Report 128 | Profil Sumber Daya Manusia
Human Resources Profile
56 | Laporan Dewan Komisaris 129 | Struktur Grup
Board of Commissioners Report Group Structure
60 | Profil Dewan Komisaris 130 | Komposisi Pemegang Saham
Board of Commissioners Profiles Shareholder Composition
70 | Laporan Direksi 131 | Daftar Entitas Anak/Entitas Asosiasi
Board of Directors Report List of Subsidiaries/Associates
80 | Profil Direksi 132 | Kronologis Pencatatan Saham
Board of Directors Profiles Share Listing Chronology
88 | Surat Pernyataan Tanggung Jawab 133 | Lembaga/Profesi Penunjang Perusahaan
Laporan Tahunan 2015 Supporting Professionals
Responsibility Statement Letter of 2015 Annual Report

134 | Penghargaan dan Sertifikasi 271 | Penilaian Penerapan GCG
Awards and Certifications GCG Assessment
136 | Alamat Kantor Pusat, Kantor Cabang & Entitas 277 | Struktur dan Mekanisme GCG
Anak Structure and Mechanism of GCG
Address of Head Office, Branch Offices &
279 | Rapat Umum Pemegang Saham
Subsidiaries
General Meeting of Shareholders
137 | Informasi Pada Website Perusahaan
281 | Dewan Komisaris
Information on Company Website
Board of Commissioners
laporan sumber daya manusia 303 | Direksi

139 Board of Directors
Human Resources Report
321 | Komite Audit
141 | Roadmap Sumber Daya Manusia Angkasa Pura II Audit Committee
Angkasa Pura II Human Resources Roadmap 333 | Komite Manajemen Risiko & SDM
142 | Jumlah dan Komposisi Sumber Daya Manusia Risk Management & HR Committee
Number and Composition of Human Resources 342 | Komite Nominasi dan Remunerasi
146 | Pengelolaan Sumber Daya Manusia Nomination and Remuneration Committee
Human Resources Development 342 | Komite-Komite Lain di Bawah Dewan Komisaris
150 | Hubungan Industrial dan Kebebasan Berserikat Others Committee Under Board
Industrial Relations and Freedom of Association of Commissioners
152 | Pengembangan Sumber Daya Manusia 343 | Sekretaris Dewan Komisaris
Human Resources Development Secretary to the Board of Commissioners
159 | Rencana Pelatihan Tahun 2016 344 | Corporate Secretary & Legal
2016 Training Plans Corporate Secretary & Legal
161 | Rekrutmen dan Turnover Karyawan 348 | Sistem Pengendalian Internal
Employee Recruitment and Turnover Internal Control System
162 | Kesejahteraan Sumber Daya Manusia 350 | Internal Auditor
Human Resources Welfare Internal Audit Unit
165 | Kesejahteraan dan Keselamatan Kerja Karyawan 352 | Head of Internal Auditor
Employee Occupational Health and Safety Head of Internal Audit Unit
358 | Auditor Eksternal
analisis dan pembahasan manajemen External Auditor
167
Management Analysis and Discussion
359 | Risk Management & Compliance
Risk Management
168 | Tinjauan Industri
361 | Profil Head of Risk Management & Compliance
Industrial Review
Profile of Head of Risk Management &
197 | Tinjauan Operasi per Segmen Usaha Compliance
Operational Review Based on Business Segment
376 | Teknologi Informasi dan Komunikasi
214 | Tinjauan Keuangan Information & Communication Technology
Financial Review
403 | Pengembangan Enterprise Resource Planning
239 | Tinjauan Keuangan Lainnya
Enterprise Resource Planning (ERP) Development
Other Financial Information Review
405 | Akses dan Transparansi Informasi
Information Access and Transparency
265 tata kelola perusahaan 406 | Perkara Hukum

Good Corporate Governance Legal Proceedings
412 | Penyimpangan Internal
266 | Landasan Penerapan dan Prinsip GCG
Internal Violation
GCG Basis and Principles
270 | Apresiasi GCG
GCG Appreciation

412 | Benturan Kepentingan
Conflict of Interest
413 | Pedoman Perilaku dan Budaya Perusahaan

Code of Conduct and Corporate Culture
417 | Pengendalian Gratifikasi
Gratuities Control
418 | Sistem Pelaporan Pelanggaran
Whistleblowing System
421 | Praktik Bad Corporate Governance
Bad Corporate Governance Practices
tanggung jawab sosial dan lingkungan

423 Corporate Social Responsibility
424 | Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility
426 | Tanggung Jawab Sosial Perusahaan Terhadap
Lingkungan Hidup
Corporate Social Responsibility Towards
Environment
Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja
Employment, Occupational Health and Sefety
Masyarakat
Community
Pelanggan
Corporate Social Responsibility Towards Customer
laporan keuangan konsolidasian

472
Consolidated Financial Statement

keunggulan
kami
Our Excellence
Pengalaman teruji dalam pengelolaan bandar udara

sesuai dengan standar internasional
Proven experience in airport management in accordance with international standards
Reputasi dan image perusahaan yang baik

Good corporate image and reputation
Kondisi finansial dan aset perusahaan yang cukup kuat

Strong Companys asset and financial condition
Tingkat kesehatan perusahaan memperoleh nilai AAA

dan masuk dalam kategori sehat
Companys soundness level classified as rated AAA (HEALTHY)
Komitmen kuat dalam implementasi GCG

Strong commitment in GCG implementation

kesinambungan tema dan pencapaian dalam
annual report award (ARA)
Sustainability of Theme And Achievement in The Annual Report Award (ARA)
Kesinambungan tema Laporan Tahunan menjadi penting untuk menunjukkan konsistensi Laporan Tahunan. Berikut akan
disajikan kesinambungan tema dan pencapaian Angkasa Pura II dalam Annual Report Award (ARA) selama 3 (tiga) tahun terakhir
(periode 2012-2014).
Theme sustainability of Annual Report becomes important to demonstrate the consistency of the Annual Report. The following
is presented the sustainability of theme and achievement of Angkasa Pura II in Annual Report Award (ARA) for the last 3 (three)
years (period of 2012-2014).
Laporan Tahunan 2014

2014 Annual Report
Overcome Challenges Leading
to be a Leading Airport Company
Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2014

untuk kategori BUMN Non Keuangan Non Listed dengan perolehan skor
sebesar 81,05
Angkasa Pura II obtained Second Place in the 2014 Annual Report Award
for the category of Non-Financial, Non-Listed SOEs with a score of 81.05.
PT ANGKASAPURA II (Persero) Laporan Tahunan 2014 Annual Report
2013
LAPORAN TAHUNAN
Annual Report
2013 Annual Report

Growing
Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2013

untuk kategori BUMN Non Keuangan Non Listed dengan perolehan skor
ST R AT EG I C sebesar 83,22
GROWTH
Angkasa Pura II obtained Second Place in the 2013 Annual Report Award
for the category of Non-Financial, Non-Listed SOEs with a score of 83.22.

PT Angkasa Pura II (Persero)

2012
Laporan Tahunan
Annual Report
2012 Annual Report
2012
Laporan Tahunan
Annual Report
Aligning
Angkasa Pura II memperoleh Juara II dari 39 peserta dalam Annual Report

Award 2012 untuk kategori BUMN Non Keuangan Non Listed dengan
perolehan skor sebesar 82,13.
Angkasa Pura II obtained Second Place in the 2012 Annual Report Award for
Aligning the Excellences
the category of Non-Financial, Non-Listed SOEs with a score of 82.13.
2012 Laporan Tahunan
for Excellent Future

Menyelaraskan Keunggulan untuk Masa Depan Terbaik

penghargaan annual report award
(ARA) 2012-2014
Annual Report Award (ARA) 2012-2014
Annual Report Award (ARA 2012)

Ikhtisar Kinerja Pengembangan Sumber Daya Manusia Tanggung Jawab Sosial dan Lingkungan
Performance Highlights Human Resources Competency Development Corporate Social Responsibility
Laporan Dewan Komisaris dan Direksi Analisis dan Pembahasan Manajemen Laporan Keuangan Konsolidasian
Board of Commissioners and Board of Directors Report Management Analysis and Discussion Consolidated Financial Staements
Profil Perusahaan Tata Kelola Perusahaan
Companys Profile Good Corporate Governance

tentang laporan tahunan
PT Angkasa Pura II (Persero) tahun 2015
2015 Annual Report of PT Angkasa Pura II (Persero)
PT Angkasa Pura II (Persero) atau disebut Angkasa Pura II dan PT Angkasa Pura II (Persero) or called Angkasa Pura II and the
Perusahaan, menyajikan Laporan Tahunan yang berakhir Company, presents the Annual Report ended on December
pada tanggal 31 Desember 2015 sesuai dengan ketentuan 31st, 2015 in accordance with the applicable provisions.
peraturan yang berlaku.
Laporan Tahunan Angkasa Pura II ini memuat informasi Annual Report of Angkasa Pura II contains information of
kinerja keuangan dan hasil usaha berdasarkan hasil audit financial performance and business results based on the audit
Laporan Keuangan Kantor Akuntan Publik. Laporan tahunan results of the Financial Statements by the Public Accounting
ini juga memuat informasi-informasi yang mengandung Firm. This Annual Report also contains information about
proyeksi, rencana, strategi, dan tujuan yang bukan merupakan projections, plans, strategies, and objectives that are not
pernyataan data historis, dan dapat dikategorikan sebagai historical data statements, and can be categorized as forward
pernyataan yang dapat bersifat pandangan ke depan (forward looking statements as defined in the applicable provisions.
looking statement) sesuai definisi pada ketentuan yang
berlaku.
Pernyataan yang mengandung pandangan ke depan memuat Forward-looking statements contain risk and uncertainty
risiko dan ketidakpastian atas hasil dan kejadian yang mungkin over the results and events that may differ materially from
berbeda secara material dari apa yang diperkirakan dan what is expected and mentioned in the statement. Citation
disebutkan dalam pernyataan tersebut. Penyebutan satuan of currency Rupiah or Rp refers to the official currency
mata uang Rupiah atau Rp merujuk pada mata uang resmi of Indonesia, while US Dollar or USD refers to the official
Indonesia, sedangkan Dollar AS atau USD merujuk pada currency of the United of America. All financial information
mata uang resmi Amerika Serikat. Semua informasi keuangan presented in Rupiah in accordance with the Indonesia
disajikan dalam mata uang Rupiah sesuai dengan Standar Financial Accounting Standards.
Akuntasi Keuangan Indonesia.
Laporan Tahunan 2015 Angkasa Pura II disajikan dalam 2015 Annual Report of Angkasa Pura II is presented in
format Bahasa Indonesia dan Bahasa Inggris yang dibuat Indonesian and English languages that is made side by side
berdampingan (bilingual) dan menggunakan kaidah bahasa (bilingual) and using good and correct language norm.
yang baik dan benar.
Laporan Tahunan 2015 Angkasa Pura II dicetak dengan 2015 Annual Report of Angkasa Pura II is printed with good
kualitas yang baik dan disajikan dengan menggunakan jenis quality and presented by using the type and size of font that
dan ukuran huruf yang mudah dibaca. Laporan Tahunan is easy to read. 2015 Annual Report of Angkasa Pura II (and
2015 Angkasa Pura II (dan tahun-tahun sebelumnya) juga previous years) can also be viewed and downloaded at the
dapat dilihat dan diunduh di website Angkasa Pura II (www. website of Angkasa Pura II (www.angkasapura2.co.id). 2015
angkasapura2.co.id). Laporan Tahunan 2015 Angkasa Pura II Annual Report of Angkasa Pura II has referred to the 2015
telah mengacu pada kriteria Annual Report Award 2015. Annual Report Award.

referensi kriteria annual report award
(ARA) 2015 PT Angkasa Pura II (Persero)
Criteria Reference for the 2015 Annual Report Award (ARA)
of PT Angkasa Pura II (Persero)
No Kriteria Penjelasan Halaman

Criteria Explanation Page
I Umum | General
Laporan tahunan disajikan dalam bahasa

Indonesia yang baik dan benar dan
dianjurkan menyajikan juga dalam
bahasa Inggris.
1
Annual Report is presented
in proper and correct Bahasa Indonesia
and it is recommended to also present the
report in English.
Laporan tahunan dicetak dengan kualitas
yang baik dan menggunakan jenis dan
2 ukuran huruf yang mudah dibaca
Annual Report is printed on with good
quality and use font that is easy to read.
Nama perusahaan dan tahun annual report ditampilkan di:
1. Sampul muka;
2. Samping;
3. Sampul belakang; dan
Laporan tahunan mencantumkan identitas
4. Setiap halaman
perusahaan dengan jelas
3 Name of company and year of the annual report is
Annual Report should state clearly the
placed on:
identity of the company.
1. The front cover;
2. Sides;
3. Back;
4. Each page.
Laporan tahunan ditampilkan di website Mencakup laporan tahunan terkini dan tahun-tahun
perusahaan sebelumnya.
4
The Annual Report is presented in the Includes this years report and previous year reports
companys website.
II Ikhtisar Data Keuangan Penting | Summary of Material Financial Data
Informasi memuat antara lain:

1. Penjualan/pendapatan usaha;
2. Laba (rugi);
Informasi hasil usaha perusahaan dalam 3. Total laba (rugi) komprehensif; dan
bentuk perbandingan selama 3 (tiga) tahun 4. Laba (rugi) per saham.
buku atau sejak memulai usahanya jika Catatan: Apabila perusahaan tidak memiliki entitas anak,
perusahaan tersebut menjalankan kegiatan perusahaan menyajikan laba (rugi) serta laba (rugi) dan
usahanya selama kurang dari 3 (tiga) tahun penghasilan komprehensif lain secara total.
1 42-43
Information in comparative form over a The information contained includes:
period of 3 (three) financial years or since 1. Sales/income from business.
the commencement of business if the 2. Profit (loss).
company has been running its business 3. Comprehensive total profit (loss).
activities for less than 3 (three) years. 4. Net profit (loss) per share.
Note: If the Company does not have any subsidiaries, the
Company presents profit (loss) and the profit (loss) and
other comprehensive income in total.

Informasi posisi keuangan perusahaan Informasi memuat antara lain:
dalam bentuk perbandingan 1. Jumlah investasi pada entitas asosiasi;
selama 3 (tiga) tahun buku atau sejak 2. Jumlah aset;
memulai usahanya jika perusahaan 3. Jumlah liabilitas; dan
tersebut menjalankan kegiatan usahanya 4. Jumlah ekuitas.
2 selama kurang dari 3 (tiga) tahun Information includes among others: 44-45
Information on the Companys financial 1. Total Investment in Associate Company;
position in the comparative period of 3 2. Total Assets;
(three) financial years or since the starting 3. Total Liabilities; and
of business if less than 3 (three) years 4. Total Equity;
Laporan tahunan dicetak dengan kualitas Informasi memuat 5 (lima) rasio keuangan yang umum
yang baik dan menggunakan jenis dan dan relevan dengan industri perusahaan.
3 ukuran huruf yang mudah dibaca Information includes 5 (five) financial ratios that are 46-47
Annual Report is printed on with good general and relevant with the industry of the Company.
quality and use font that is easy to read.
1. Informasi dalam bentuk tabel yang memuat:
a. Jumlah saham yang beredar;
b. Kapitalisasi pasar;
c. Harga saham tertinggi, terendah, dan penutupan;
d. Volume perdagangan.
2. Informasi dalam bentuk grafik yang memuat paling
Informasi harga saham dalam bentuk tabel kurang harga penutupan dan volume perdagangan
dan grafik* saham. untuk setiap masa triwulan dalam 2 (dua) tahun
4 Shares price information in tables and buku terakhir. 49
graphs* 1. Information in table form which includes:
a. Total outstanding shares;
b. Market capitalization;
c. Highest, lowest, and closing shares price; and
d. Trade Volume
2. Information in graphic form includes at least closing price
and trade volume of shares. for every quarter in the last 2
(two) financial years.
Informasi mengenai obligasi, sukuk atau
obligasi konversi yang masih
Mencakup laporan tahunan terkini dan tahun-tahun
beredar dalam 2 (dua) tahun buku terakhir*
5 sebelumnya. 49
Information on outstanding bonds, sukuk
Includes this years report and previous year reports
or convertible bonds in the last 2 (two)
financial years*

III Laporan Dewan Komisaris dan Direksi | Management Report
1. Memuat hal-hal sebagai berikut:

2. Penilaian atas kinerja Direksi mengenai pengelolaan
perusahaan dan dasar penilaiannya;
3. Pandangan atas prospek usaha perusahaan yang
disusun oleh Direksi dan dasar pertimbangannya;
4. Penilaian atas kinerja komite-komite yang berada di
bawah Dewan Komisaris; dan
5. Perubahan komposisi Dewan Komisaris (jika ada) dan
alasan perubahannya.
Laporan Dewan Komisaris Includes matters as follows:
1 43
Board of Commissioners Report 1. Assessment on the Board of Directors performance
regarding the management of the Company and the
assessment basis;
2. Outlooks on the Companys business prospects
prepared by the Board of Directors and the
considerations;
3. Assessmnt on the performance of committees under
the Board of Commissioners; and
4. Changes in the composition of the Board of
Commissioners (if any) and the reasons of the change.
1. Memuat hal-hal sebagai berikut:
2. Analisis atas kinerja perusahaan, yang mencakup antara
lain kebijakan strategis, perbandingan antara hasil yang
dicapai dengan yang ditargetkan, dan kendala-kendala
yang dihadapi perusahaan;
3. Analisis tentang prospek usaha;
4. Penerapan tata kelola perusahaan; dan
bawah Direksi (jika ada); dan
6. Perubahan komposisi anggota Direksi (jika ada) dan
Laporan Direksi alasan perubahannya.
2 70
Board of Directors Report Includes matters as follows:
1. Analysis on the Companys performance, which
includes, strategic policy, a comparison between the
results achieved with targeted, and the constraints
faced by the Company;
2. Analysis on business prospects;
3. Corporate governance implementation; and
4. Assessment on the performance of the committees
under the Board of Directors (if any); and
5. Changes in the composition of the Board of Directors
members (if any) and the reasons for the change.

Memuat hal-hal sebagai berikut:
1. Tanda tangan dituangkan pada lembaran tersendiri;
2. Pernyataan bahwa Dewan Komisaris dan Direksi
bertanggung jawab penuh atas kebenaran isi laporan
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
Tanda tangan anggota Dewan Komisaris
dalam hal tidak terdapat penjelasan tertulis dari yang
dan anggota Direksi
3 bersangkutan. 88-89
Signatures of the members of the Board of
Includes matters as follows:
Commissioners and Board of Directors
1. Signatures are outlined in a separate sheet;
2. Statement that the Board of Commissioners and Board
of Directors are fully responsible for the correctness of
the Annual Reports contents;
3. Signed by all members of the Board of Commissioners
and Board of Directors by mentioning the name and
position; and
4. Written explanation in a separate letter from the
concerned in the event of a member of the Board of
Commissioners or Board of Directors who did not sign
the annual report, or a written explanation in a separate
letter from other members in the absence of an
appropriate written explanation from the concerned.
IV Profil Perusahaan | Company Profile
Informasi memuat antara lain: nama dan alamat, kode

Nama dan alamat lengkap perusahaan
pos, no. Telp, no. Fax, email, dan website.
1 Name and complete address of the 93
Information includes name and address, postal code,
Company
telephone number, facsimile number, email and website.
Mencakup antara lain: tanggal/tahun pendirian, nama,
dan perubahan nama perusahaan (jika ada).
Catatan: apabila perusahaan tidak pernah melakukan
Riwayat singkat perusahaan perubahan nama, agar diungkapkan.
2 94-95
Brief History of the Company Includes date/year of establishment, name, and company
name change (if any).
Note: if the Company never changes its name, should be
disclosed
Uraian mengenai antara lain:
1. Kegiatan usaha perusahaan menurut anggaran dasar
terakhir;
2. Kegiatan usaha yang dijalankan; dan
Bidang usaha 3. Produk dan/atau jasa yang dihasilkan
3 94-95
Business Line Descriptions regarding:
1. Business activities of the Company according to the
last Articles of Association;
2. Business activities that are carried out; and
3. Products and/or services produced.

Dalam bentuk bagan, meliputi nama dan jabatan paling
kurang sampai dengan struktur satu tingkat di bawah
Struktur Organisasi
4 direksi. 118-119
In chart form, includes name and position at least until
one structure level below the Board of Directors.
Mencakup:
1. Visi perusahaan;
2. Misi perusahaan;
3. Keterangan bahwa visi dan misi tersebut telah disetujui
oleh Direksi/Dewan Komisaris; dan
4. Pernyataan mengenai budaya perusahaan (corporate
Visi, Misi, dan Budaya Perusahaan culture) yang dimiliki perusahaan.
5 111-114
Vision, Mission, and Corporate Culture Includes:
1. The Companys Vision;
2. The Companys Mission;
3. Description that the vision and mission have been
approved by the Board of Directors/Board of
Commissioners; and
4. Statement on corporate culture of the Company.
1. Nama;
2. Jabatan (termasuk jabatan pada perusahaan atau
lembaga lain);
3. Umur;
4. Domisili;
5. Pendidikan (Bidang Studi dan Lembaga Pendidikan);
6.Pengalaman kerja (Jabatan, Instansi, dan Periode
Menjabat); dan
Identitas dan riwayat hidup singkat anggota 7. Riwayat penunjukkan sebagai anggota Dewan
Dewan Komisaris Komisaris di Perusahaan.
6 62-69
Identity and brief biography of the Board of Information includes:
Commissioners 1. Name;
2. Position (including position in other companies or
institutions);
3. Age;
4. Domicile;
5. Education (Field Studies and Educational Institutions);
6. Work Experience (Position, Institutions, and Serving
Period); and
7. Appointment history as the Board of Commissioners
member in the Company.

1. Nama;
2. Jabatan (termasuk jabatan pada perusahaan atau
lembaga lain);
3. Umur;
4. Domisili;
5. Pendidikan (Bidang Studi dan Lembaga Pendidikan);
6. Pengalaman kerja (Jabatan, Instansi, dan Periode
Menjabat); dan
Identitas dan riwayat hidup singkat 7. Riwayat penunjukkan sebagai anggota Direksi di
anggota Direksi Perusahaan. 75
7
Identity and brief biography of the Board of Information includes: 80-87
Directors 1. Name;
2. Position (including position in other companies or
institutions);
3. Age;
4. Domicile;
5. Education (Field Studies and Educational Institutions);
6. Work Experience (Position, Institutions, and Serving
Period); and
7. Appointment history as the Board of Directors member
in the Company.
1. Jumlah karyawan untuk masing-masing level
organisasi;
2. Jumlah karyawan untuk masing-masing tingkat
pendidikan;
3. Jumlah karyawan berdasarkan status kepegawaian;
4. Deskripsi dan data pengembangan kompetensi
Jumlah karyawan (komparatif 2 tahun) dan
karyawan yang telah dilakukan dengan mencerminkan
deskripsi pengembangan kompetensinya
adanya persamaan kesempatan untuk masing-masing
(misal: aspek pendidikan dan pelatihan
level organisasi; dan
karyawan) 75
8 5. Biaya pengembangan kompetensi karyawan yang telah
Total employees (comparative of 2 140-160
dikeluarkan.
years) and description of competence
Information includes:
development (e.g. aspects of education
1. Total employees for each organization level;
and training of employees)
2. Total employees for each educational level;
3. Total employees based on employment status;
4. Description and data of employees competence
development that has been conducted to reflect the
equality of opportunity for each organization level; and
5. The employees competence development cost that
have been issued.

Mencakup antara lain:
1. Rincian nama pemegang saham yang meliputi
20 pemegang saham terbesar dan persentase
kepemilikannya;
2. Rincian pemegang saham dan persentase
kepemilikannya meliputi:
a. Nama pemegang saham yang memiliki 5% atau
lebih saham;
b. Nama Komisaris dan Direktur yang memiliki saham;
dan
Komposisi Pemegang saham c. Kelompok pemegang saham publik yang memiliki
9 130
Shareholders Composition saham kurang dari 5%.
Includes among others:
1. Details of Shareholders name that includes 20 largest
shareholders and percentage of ownership;
2. Details of Shareholder and percentage of ownership
include:
a. Shareholders name who own 5% or more shares;
b. Name of the Board of Commissioners and Board of
Directors who own shares; and
c. Public shareholders group with respective shares
ownerships of less than 5%.
1. Nama entitas anak dan/atau asosiasi;
2. Persentase kepemilikan saham;
3. Keterangan tentang bidang usaha entitas anak dan/
atau entitas asosiasi; dan
4. Keterangan status operasi entitas anak dan/atau entitas
Daftar entitas anak dan/atau entitas asosiasi asosiasi (telah beroperasi atau belum beroperasi).
10 List of Subsidiaries/Associate Entities/Joint Information includes among others: 131
Venture Company/Special Purpose Vehicle 1. Name of the subsidiaries and/or associates;
2. Shares ownership percentage;
3. Description of the business line of subsidiaries and/or
associate entities; and
4. Description of the operational status of subsidiaries
and/or associate entities (have been operating or not
yet operating).
Struktur grup perusahaan dalam bentuk bagan yang
menggambarkan entitas anak, entitas asosiasi, joint
Struktur grup perusahaan venture, dan special purpose vehicle (SPV).
11 129
Group structure Group structure of the company in chart form that
describes its subsidiaries, associate entities, joint venture,
and special purpose vehicle (SPV).

1. Kronologis pencatatan saham;
2. Jenis tindakan korporasi (corporate action) yang
menyebabkan perubahan jumlah saham;
3. Perubahan jumlah saham dari awal pencatatan sampai
dengan akhir tahun buku; dan
4. Nama bursa dimana saham perusahaan dicatatkan.
Kronologis pencatatan saham*
12 Includes among others: 132
Chronology of shares listing*
1. Chronology of shares listing;
2. Type of corporate actions which led to changes in
total shares;
3. Changes in total shares from the start of listing until
the end of the financial year; and
4. Name of the exchanges on which the Companys
shares is listed.
1. Kronologis pencatatan efek lainnya;
2. Jenis tindakan korporasi (corporate action) yang
menyebabkan perubahan jumlah efek lainnya;
3. Perubahan jumlah efek lainnya dari awal pencatatan
sampai dengan akhir tahun buku;
4. Nama bursa dimana efek lainnya dicatatkan; dan
5. Peringkat efek.
Kronologis pencatatan efek lainnya*
13 Includes among others: 132
Chronology of other securities*
1. Chronology of other securities;
2. Type of corporate actions which led to changes in
total other securities;
3. Changes in total other securities from the start of
listing until the end of the financial year; and
4. Name of the exchanges on which the Companys
other securities is listed.
5. Securities Ratings.
1. Nama dan alamat BAE/pihak yang
mengadministrasikan saham perusahaan;
Nama dan alamat lembaga dan/atau 2. Nama dan alamat Kantor Akuntan Publik; dan
profesi penunjang pasar modal* 3. Nama dan alamat perusahaan pemeringkat efek.
14 133
Name and address of supporting Information includes among others:
professionals* 1. Name and address of Share Registrar/parties who
administer the Companys shares;
2. Name and address of Public Accounting Firm; and
3. Name and address of securities rating company.
Penghargaan yang diterima dalam tahun
1. Nama penghargaan dan/atau sertifikat;
buku terakhir dan/atau
2. Tahun perolehan;
sertifikasi yang masih berlaku dalam tahun
3. Badan pemberi penghargaan dan/atau sertifikat; dan
buku terakhir baik yang berskala nasional
4. Masa berlaku (untuk sertifikasi).
15 maupun internasional 134
Information includes among others:
Awards received in the last financial year
1. Awards and/or certifications name;
and/or certifications that are still valid in
2. Year of the awards
the last financial year both national and
3. Appreciator and/or certifier; and
international.
4. Validity period (for certifications).

Memuat informasi antara lain:
1. Nama dan alamat entitas anak; dan
Nama dan alamat entitas anak dan/atau 2. Nama dan alamat kantor cabang/perwakilan.
kantor cabang atau kantor perwakilan (jika Catatan: apabila perusahaan tidak memiliki entitas anak/
ada) cabang/perwakilan, agar diungkapkan.
16 136
Name and address of subsidiaries and/or Contains information among others:
branch offices or representative offices (if 1. Name and address of subsidiaries; and
any) 2. Name and address of branch/representative offices.
Note: if the Company does not have any subsidiaries/
branches/representatives, should be disclosed.
Meliputi paling kurang:
1. Informasi pemegang saham sampai dengan pemilik
akhir individu;
2. Struktur grup perusahaan (jika ada);
3. Analisis kinerja keuangan;
4. Laporan keuangan tahunan (5 tahun terakhir); dan
5. Profil Dewan Komisaris dan Direksi.
Informasi pada Website Perusahaan
17 Includes at least: 137
Information on the Companys Website
1. Information of shareholders until the end individual
owners;
2. Group structure of the company (if any);
3. Financial performance analysis;
4. Annual financial statements (last 5 years); and
5. Profile of the Board of Commissioners and Board of
Directors.
Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan | Management Discussion and Analysis
V
on the Companys Performance
Memuat uraian mengenai:
1. Penjelasan masing-masing segmen usaha.
2. Kinerja per segmen usaha, antara lain:
a. Produksi;
b. Peningkatan/penurunan kapasitas produksi;
c. Penjualan/pendapatan usaha; dan
d. Profitabilitas.
Tinjauan operasi per segmen usaha
1 Contains description of: 197-213
Operational overview by business segment
1. Explanation of each business segment.
2. Performance by business segment, among others:
a. Production;
b. Increase/decrease in production capacity;
c. Sales/revenues; and
d. Profitability.

Analisis kinerja keuangan yang mencakup perbandingan
antara kinerja keuangan tahun yang bersangkutan
dengan tahun sebelumnya dan penyebab kenaikan/
penurunan (dalam bentuk narasi dan tabel), antara lain
mengenai:
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 dan laba (rugi),
penghasilan komprehensif lain, dan total laba (rugi) dan
penghasilan komprehensif lain; dan
5. Arus kas.
Uraian atas kinerja keuangan perusahaan
2 Description on the Companys financial Financial performance analysis that includes comparison 214-239
performance between the financial performance for the year with to
the prevous year and the cause of the increase/decrease
(in the form of narrative and tables), among others:
1. Current assets, noncurrent assets, and total assets;
2. Current liabilities, noncurrent liabilities, and total
liabilities;
3. Equity;
4. Sales/revenues, expenses and income (loss), other
comprehensive income, and total profit (loss) and
other comprehensive income; and
5. Cash flow.
Penjelasan tentang :
Bahasan dan analisis tentang kemampuan
1. Kemampuan membayar hutang, baik jangka pendek
membayar utang dan tingkat kolektibilitas
maupun jangka panjang; dan
piutang perusahaan, dengan menyajikan
2. Tingkat kolektibilitas piutang.
perhitungan rasio yang relevan sesuai
dengan jenis industri perusahaan
3 Explanation about: 240-241
Discussion and analysis of the ability to
1. Ability to pay debt, both short-term and long-term;
pay debt and receivable collectibility level
and
of the Company, by presenting relevant
2. Receivable collectibility level.
ratio calculation in accordance with the
industrial types of the Company.
Penjelasan atas:
1. Rincian struktur modal (capital structure) yang terdiri
dari utang berbasis bunga dan ekuitas; dan
2. Kebijakan manajemen atas struktur modal (capital
Bahasan tentang struktur modal (capital structure policies) dan dasar pemilihan kebijakan
structure) dan kebijakan manajemen atas tersebut.
4 struktur modal (capital structure policy) 241-242
Discussion on capital structure and Explanation about:
management policy on capital structure. 1. Details of capital structure consisting of interest-based
debt and equity; and
2. Management policy on the capital structure policy and
election basis for such policy.

Penjelasan tentang:
1. Tujuan dari ikatan tersebut;
2. Sumber dana yang diharapkan untuk memenuhi
ikatan-ikatan tersebut;
3. Mata uang yang menjadi denominasi; dan
4. Langkah-langkah yang direncanakan perusahaan untuk
melindungi risiko dari posisi mata uang asing yang
terkait.
Bahasan mengenai ikatan yang material Catatan: apabila perusahaan tidak mempunyai ikatan
untuk investasi barang modal pada tahun terkait investasi barang modal pada tahun buku
buku terakhir terakhir, agar diungkapkan.
5 Discussion on material commitments 242
for capital goods investment in the last Explanation about:
financial year. 1. Purpose of such commitments;
2. Sources of funds that are expected to fulfill such
commitments;
3. Currency that becomes denominated; and
4. Measures planned by the Company to protect the risk
of related foreign currency.
Note: if the Company does not have any
commitments related to capital goods investment in
the last financial year, should be disclosed.
Penjelasan tentang:
1. Jenis investasi barang modal;
2. Tujuan investasi barang modal; dan
3. Nilai investasi barang modal yang dikeluarkan pada
tahun buku terakhir. Catatan: apabila tidak terdapat
Bahasan mengenai investasi barang modal
realisasi investasi barang modal, agar diungkapkan.
yang direalisasikan pada tahun buku
6 terakhir 243
Explanation about:
Discussion on capital goods investments
1. Type of capital goods investment;
realized in the last financial year.
2. Objective of capital goods investment; and
3. Value of capital goods investment issued in the last
financial year. Note: if there are no realization of capital
goods investment, should be disclosed.
Informasi perbandingan antara target pada

awal tahun buku dengan hasil yang dicapai Informasi memuat antara lain:
(realisasi), dan target atau proyeksi yang 1. Perbandingan antara target pada awal tahun buku
ingin dicapai untuk satu tahun mendatang dengan hasil yang dicapai (realisasi); dan
mengenai pendapatan, laba, dan lainnya 2. Target atau proyeksi yang ingin dicapai dalam 1 (satu)
yang dianggap penting bagi perusahaan tahun mendatang.
Information on comparison between the
7 247-249
targets at the beginning of the financial Information includes among others:
year with the results achieved (realization), 1. Comparison between the targets at the beginning of
and targets or projections to be achieved the financial year with the results achieved (realization).
for the next year regarding revenues, 2. Targets and projections to be achieved within 1 (one)
profits, and others that are considered year ahead.
important for the Company.

Uraian kejadian penting setelah tanggal laporan akuntan
termasuk dampaknya
terhadap kinerja dan risiko usaha di masa mendatang.
Catatan: apabila tidak ada kejadian penting setelah
Informasi dan fakta material yang terjadi
tanggal laporan akuntan, agar diungkapkan.
setelah tanggal laporan akuntan
8 246-247
Description of significant events after the date
Information and material fact that occur
of accountant report including its impact on the
after the date of acccountant report
performance and risk of business in the future.
Note: if there are no significant events after the date of
accountants report, should be disclosed.
Uraian mengenai prospek perusahaan dikaitkan

dengan industri dan ekonomi secara umum disertai
data pendukung kuantitatif dari sumber data yang layak
Uraian tentang prospek usaha perusahaan
dipercaya.
9 Description on the Companys business 182-183
prospects
Description on the Companys prospects associated
with the industry and economy in general added with
quantitative supporting data from trusted data sources.
Uraian tentang aspek pemasaran atas produk dan/atau
jasa perusahaan, antara lain strategi pemasaran dan
pangsa pasar.
Uraian tentang aspek pemasaran
10 192-196
Description on marketing aspect
Description on marketing aspect for products and/
or services of the Company, among others, marketing
strategy and market share.
1. Kebijakan pembagian dividen;
2. Total dividen yang dibagikan;
3. Jumlah dividen kas per saham;
4. Payout ratio; dan
5. Tanggal pengumuman dan pembayaran dividen kas.
Uraian mengenai kebijakan dividen dan
untuk masing-masing tahun.
jumlah dividen kas per saham dan jumlah
Catatan: apabila tidak ada pembagian dividen, agar
dividen per tahun yang diumumkan atau
diungkapkan alasannya.
dibayar selama 2 (dua) tahun buku terakhir
Description on dividend policy and the
11 Includes description about: 249-250
amount of cash dividends per share and
1. Dividend distribution policy;
the amount of dividend per year declared
2. Total dividend distributed;
or paid during the last 2 (two) financial
3. Amount of cash dividend per share;
years.
4. Payout ratio; and
5. Date of the announcement and payment of cash
dividends, for each year.
Note: if there are no dividend distributions, should be
disclosed the reasons.

1. Jumlah saham ESOP/MSOP dan realisasinya;
2. Jangka waktu;
3. Persyaratan karyawan dan/atau manajemen yang
berhak; dan
4. Harga exercise.
Program kepemilikan saham oleh Catatan: apabila tidak memiliki program dimaksud, agar
karyawan dan/atau manajemen yang diungkapkan.
dilaksanakan perusahaan (ESOP/MSOP)
12 250
Employee and/or Management Stock Includes descriptions about:
Option Program (ESOP/MSOP) conducted 1. Total ESOP/MSOP shares and the realization;
by the Company 2. Time period;
3. Requirements of eligible employees and/or
management; and
4. Exercise price.
Note: if there are no intended programs, should be
disclosed.

1. Total perolehan dana;
2. Rencana penggunaan dana;
3. Rincian penggunaan dana;
Realisasi penggunaan dana hasil
4. Saldo dana; dan
penawaran umum (dalam hal perusahaan
5. Tanggal persetujuan RUPS/RUPO atas perubahan
masih diwajibkan menyampaikan laporan
penggunaan dana (jika ada).
realisasi penggunaan dana)*
Realization use of proceeds from public
13 Includes descriptions about: 250
offering (in terms where the Company
1. Total proceeds;
is still obliged to submit the realization
2. Plan for the use of proceeds;
report on the use of proceeds from public
3. Details of the use of proceeds;
offering)*
4. Proceeds balances; and
5. Approval date of GMS/General Meeting of
Bondholders on changes in the use of proceeds (if
any).

1. Nama pihak yang bertransaksi dan sifat hubungan
afiliasi;
2. Penjelasan mengenai kewajaran transaksi;
3. Alasan dilakukannya transaksi;
4. Realisasi transaksi pada periode tahun buku terakhir;
5. Kebijakan perusahaan terkait dengan mekanisme
review atas transaksi; dan
6. Pemenuhan peraturan dan ketentuan terkait.
Catatan: apabila tidak mempunyai transaksi dimaksud,
Informasi transaksi material yang
agar diungkapkan.
mengandung benturan kepentingandan/
atau transaksi dengan pihak afiliasi*
14 Includes descriptions about: 250-251
Information on material transactions
1. Name of the parties who performed transaction and
contain conflict of interest and/or
the nature of affiliate relationship;
transactions with affiliated party.
2. Explanation on the transaction fairness;
3. Reasons for the transaction;
4. Realization of transaction during the last financial year
period;
5. The Companys policy related with review
mechanisms on the transaction; and
6. Compliance to the related regulations and provisions.
Note: if there are no intended transactions, should be
disclosed.

Uraian memuat antara lain: perubahan peraturan
perundang-undangan dan dampaknya terhadap
Uraian mengenai perubahan peraturan
perusahaan.
perundang-undangan yang berpengaruh
Catatan: apabila tidak terdapat perubahan peraturan
15 signifikan terhadap perusahaan 252
perundang-undangan yang berpengaruh signifikan, agar
Description on legislation amendment
diungkapkan.
affecting significantly to the Company
Description includes among others: legislation
amendment and impacts on the Company.
Uraian memuat antara lain: perubahan kebijakan
akuntansi, alasan dan dampaknya terhadap laporan
Uraian mengenai perubahan kebijakan keuangan. Catatan: apabila tidak terdapat perubahan
akuntansi yang diterapkan perusahaan kebijakan akuntansi, agar diungkapkan.
pada tahun buku terakhir Description includes among others: changes in
16 252-259
Description on changes in accounting accounting policies, reasons and impacts on the financial
policies applied by the Company in the last statements.
financial year. Note: if there no changes in accounting policies, should
be disclosed.
Pengungkapan informasi mengenai:

1. Hal-hal yang berpotensi berpengaruh signifikan
terhadap kelangsungan usaha perusahaan pada tahun
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.
Informasi kelangsungan usaha
17 259-262
Information on business continuity Disclosures of information about:
1. Matters that potentially have significant effects on the
Companys business continuity in the last financial
year;
2. Management assessment on matters in figures 1; and
3. Assumptions used by the management in conducting
assessment.
Note: if there are no matters that potentially have
significant effects on the Companys business
continuity in the last financial year, should be disclosed
the assumptions underlying the management to
believe that there are no matters that potentially
have significant effects on the Companys business
continuity in the financial year.

VI Good Corporate Governance | Good Corporate Governance
Uraian Dewan Komisaris.Uraian memuat antara lain:

1. Uraian tanggung jawab Dewan Komisaris;
2. Program pelatihan dalam rangka meningkatkan
kompetensi Dewan Komisaris atau program orientasi
bagi Komisaris baru; dan
3. Pengungkapan mengenai Board Charter (pedoman
dan tata tertib kerja Dewan Komisaris).
Uraian Dewan Komisaris
Description includes among others:
1 Description on the Board of 281-302
1. Scope of work and responsibilities of each member of
Commissioners
the Board of Commissioners;
2. Training program in order to improve the competence
of the Board of Commissioners and orientation
program for new members of the Board of
Commissioners; and
3. Disclosures on Board Charter (guidelines and work
rules of the Board of Commissioners).
Meliputi antara lain:
1. Kriteria penentuan Komisaris Independen; dan
2. Pernyataan tentang independensi masing-masing
Informasi mengenai Komisaris Independen Komisaris Independen.
2 283
Information on Independent Commissioner Includes among others:
1. Determination criteria of Independent Commissioner;
and
2. Statement on independence of each
Uraian memuat antara lain:
1. Ruang lingkup pekerjaan dan tanggung jawab masing-
masing anggota Direksi;
2. Program pelatihan dalam rangka meningkatkan
kompetensi Direksi atau program orientasi bagi Direksi
baru; dan
3. Pengungkapan mengenai Board Charter (pedoman
Uraian Direksi dan tata tertib kerja Direksi).
3 303-320
Description on the Board of Directors Description includes among others:
1. Scope of work and responsibilities of each member of
the Board of Directors;
2. Training program in order to improve the competence
of the Board of Directors and orientation program for
new members of the Board of Directors; and
3. Disclosures on Board Charter (guidelines and work rules
of the Board of Directors).
1. Prosedur pelaksanaan assessment atas kinerja Dewan
Komisaris dan Direksi;
2. Kriteria yang digunakan dalam pelaksanaan assessment
atas kinerja Dewan Komisaris dan Direksi; dan
Assessment terhadap Dewan Komisaris dan
3. Pihak yang melakukan assessment.
Direksi
4 Includes among others: 299-316
Assessment of the Board of Commissioners
1. Assessment procedures on the performance of the
and Board of Directors
Board of Commissioners and Board of Directors:
2. Criteria used in the assessment on the performance of
the Board of Commissioners and Board of Directors;
and
3. Assessors.

1. Pengungkapan prosedur penetapan remunerasi
Dewan Komisaris;
2. Pengungkapan prosedur penetapan remunerasi
Direksi;
3. Struktur remunerasi yang menunjukkan jenis dan
jumlah imbalan jangka pendek, pasca kerja, dan/atau
jangka panjang lainnya untuk setiap anggota Dewan
Komisaris;
4. Struktur remunerasi yang menunjukkan jenis dan
jumlah imbalan jangka pendek, pasca kerja, dan/atau
jangka panjang lainnya untuk setiap anggota Direksi;
dan
Uraian mengenai kebijakan remunerasi bagi
5. Pengungkapan indikator untuk penetapan remunerasi
Dewan Komisaris dan Direksi
Direksi.
5 Description on remuneration policy for 300-317
the Board of Commissioners and Board of
1. Disclosures of remuneration determinations procedure
Directors.
of the Board of Commissioners;
2. Disclosures of remuneration determinations procedure
of the Board of Directors;
3. Remuneration structure that indicates the type and
amount of short-term benefits, post-employment,
and/or other long-term benefits for each member of
the Board of Commissioners;
4. Remuneration structure that indicates the type and
amount of short-term benefits, post-employment,
and/or other long-term benefits for each member of
the Board of Directors;
5. Disclosures of remuneration determinations indicator
of the Board of Directors.
1. Tanggal Rapat;
Frekuensi dan tingkat kehadiran rapat
2. Peserta Rapat; dan
Dewan Komisaris, rapat Direksi,
3. Agenda Rapat.
dan rapat gabungan Dewan Komisaris
untuk masing-masing rapat Dewan Komisaris, Direksi,
dengan Direksi
dan rapat gabungan. 296-297,
6 Frequency and attendance level of meetings
Information includes among others: 314
of the Board of Commissioners, meetings
1. Meetings Date;
of the Board of Directors and joint meetings
2. Meetings Participants; and
of the Board of Commissioners and Board
3. Meetings Agenda.
of Directors.
For each meeting of the Board Commissioners, Board of
Directors, and joint meetings
Informasi mengenai pemegang saham

utama dan pengendali, baik
Dalam bentuk skema atau diagram, kecuali untuk BUMN
langsung maupun tidak langsung, sampai
yang dimiliki sepenuhnya oleh pemerintah.
7 kepada pemilik individu 279
In the form of scheme or diagram, except for SOEs that
Information on the main and controlling
are entirely owned by the government.
shareholders, both directly and indirectly,
until the individual owners.

1. Hubungan afiliasi antara anggota Direksi dengan
anggota Direksi lainnya;
2. Hubungan afiliasi antara anggota Direksi dan anggota
Dewan Komisaris;
3. Hubungan afiliasi antara anggota Direksi dengan
Pemegang Saham Utama dan/atau pengendali;
4. Hubungan afiliasi antara anggota Dewan Komisaris
dengan anggota Komisaris lainnya; dan
5. Hubungan afiliasi antara anggota Dewan Komisaris
dengan Pemegang Saham Utama dan/atau
Pengungkapan hubungan afiliasi antara pengendali.
anggota Direksi, Dewan Komisaris, dan Catatan: apabila tidak mempunyai hubungan afiliasi
Pemegang Saham Utama dan/atau dimaksud, agar diungkapkan.
pengendali Includes among others:
8 283-284
Disclosures of affiliate relationships between 1. Affiliate relationship between members of the Board of
members of the Board of Directors, Board Directors with fellow Board of Directors members;
of Commissioners, and Main and/or 2. Affiliate relationship between members of the
controlling Shareholders. Board of Directors and members of the Board of
Commissioners;
3. Affiliate relationship between members of the Board of
Directors with Main and/or controlling Shareholders;
4. Affiliate relationship between members of the Board of
Commissioners with fellow members of the Board of
Commissioners; and
5. Affiliate relationship between members of the Board
of Commissioners with Main and/or controlling
Shareholders.
Note: if there are no intended affiliate relationship, should
be disclosed.
1. Nama dan jabatan anggota komite audit;
2. Kualifikasi pendidikan dan pengalaman kerja anggota
komite audit;
3. Independensi anggota komite audit;
4. Uraian tugas dan tanggung jawab;
5. Laporan singkat pelaksanaan kegiatan komite audit;
dan
6. Frekuensi pertemuan dan tingkat kehadiran komite
Komite Audit
9 audit. 321-332
Audit Committee
1. Name and position of audit committee members;
2. Qualifications of education and work experience of
audit committee members;
3. Independence of audit committee members;
4. Description of duties and responsibilities;
5. Brief report of audit committee activities; and
6. Meetings frequency and attendance level of audit
committee.

1. Nama, jabatan, dan riwayat hidup singkat anggota
komite/fungsi nominasi dan/atau remunerasi;
2. Independensi komite/fungsi nominasi dan/atau
remunerasi;
4. Uraian pelaksanaan kegiatan komite/fungsi nominasi
dan/atau remunerasi;
5. Frekuensi pertemuan dan tingkat kehadiran komite/
fungsi nominasi dan/atau remunerasi;
6. Pernyataan adanya pedoman komite/fungsi nominasi
Komite/Fungsi Nominasi dan/atau dan/atau remunerasi; dan
Remunerasi 7. Kebijakan mengenai suksesi Direksi.
10 342
Nomination and/or Remuneration Includes among others:
Committee 1. Name, position, and brief biography of nomination
and/or remuneration committee members;
2, Independence of nomination and/or remuneration
committee;
4. Description of the nomination and/or remuneration
committee activities;
5. Meetings frequency and attendance level of the
nomination and remuneration committee;
6. Statement on on the nomination and/or remuneration
guidelines; and
7. Succession policy of the Board of Directors.
1. Nama, jabatan, dan riwayat hidup singkat anggota
komite lain;
2. Independensi komite lain;
4. Uraian pelaksanaan kegiatan komite lain; dan
Komite-komite lain di bawah Dewan 5. Frekuensi pertemuan dan tingkat kehadiran komite
Komisaris yang dimiliki oleh perusahaan lain. 333-341,
11
Other committees under the Board of Includes among others: 342
Commissioners owned by the Company 1. Name, position, and brief biography of other
committees members;
2. Independence of other committees;
4. Description on other committees activities; and
5. Meetings frequency and attendance level of other
committees.
1. Nama, domisili, dan riwayat jabatan singkat sekretaris
perusahaan;
2. Uraian pelaksanaan tugas sekretaris perusahaan; dan
Uraian tugas dan Fungsi Sekretaris 3. Program pelatihan dalam rangka mengembangkan
Perusahaan kompetensi sekretaris perusahaan.
12 344-345
Description on duties and functions of Includes among others:
Corporate Secretary 1. Name, domicile, and brief position history of the
corporate secretary;
2. Description of corporate secretary duties; and
3. Training programs in order to develop the competence
of corporate secretary,

Dalam bentuk tabel mencakup antara lain:
1. Keputusan RUPS tahun sebelumnya;
2. Realisasi hasil RUPS tahun sebelumnya pada tahun
buku; dan
Informasi mengenai Rapat Umum 3. Alasan dalam hal terdapat keputusan RUPS yang belum
Pemegang Saham (RUPS) tahun direalisasikan.
13 sebelumnya 278-280
Information on General Meeting of In table form includes among others:
Shareholders (GMS) in the previous year 1. GMS resolutions in the previous year;
2. Realization of GMS results in the previous year in the
financial year; and
3. Reasons for any GMS resolutions that have yet to be
realized.
1. Nama ketua unit audit internal;
2. Jumlah pegawai (auditor internal) pada unit audit
internal;
3. Sertifikasi sebagai profesi audit internal;
4. Kedudukan unit audit internal dalam struktur
perusahaan;
5. Laporan singkat pelaksanaan kegiatan unit audit
internal; dan
6. Pihak yang mengangkat/memberhentikan ketua unit
Uraian mengenai unit audit internal audit internal.
14 350-355
Information on internal audit unit
1. Name of the head of internal audit unit;
2. Total employees (internal auditors) in the internal audit
unit;
3. Certifications as internal audit professionals;
4. Position of internal audit unit within the corporate
structure;
5. Brief report of the internal audit unit activity; and
6. Parties who appoint/dismiss the head of internal audit
unit.
1. Nama dan tahun akuntan publik yang melakukan audit
laporan keuangan tahunan selama 5 tahun terakhir;
2. Nama dan tahun Kantor Akuntan Publik yang
melakukan audit laporan keuangan tahunan selama 5
tahun terakhir;
3. Besarnya fee untuk masing-masing jenis jasa yang
diberikan oleh akuntan publik pada tahun buku
terakhir; dan
4. Jasa lain yang diberikan akuntan selain jasa audit
laporan keuangan tahunan pada tahun buku terakhir.
Catatan: apabila tidak ada jasa lain dimaksud, agar
diungkapkan.
Akuntan Publik
15 358
Public Accountant
Information includes among others:
1. Name and year of public accountant who audits the
annual financial statements for the last 5 years;
2. Name and year of Public Accounting Firm who audits
the annual financial statements for the last 5 years;
3. Amount of fee of each type of service provided by a
public accountant in the last financial year; and
4. Other services provided by the accountant other than
audit services of the annual financial statements in the
last financial year.
Note: if there are no other services intended, should be
disclosed.

1. Penjelasan mengenai sistem manajemen risiko yang
diterapkan perusahaan;
2. Penjelasan mengenai evaluasi yang dilakukan atas
efektivitas sistem manajemen risiko;
3. Penjelasan mengenai risiko-risiko yang dihadapi
Uraian mengenai manajemen risiko
perusahaan; dan
perusahaan
16 Description on the Companys risk 359-375
management
1. Explanation on risk management system applied by the
Company;
2. Explanation on evaluation conducted on the
effectiveness of the risk management system;
3. Explanation on risks faced by the Company; and
4. Efforts to manage these risks.

1. Penjelasan singkat mengenai sistem pengendalian
intern, antara lain mencakup pengendalian keuangan
dan operasional;
2. Penjelasan kesesuaian sistem pengendalian intern
dengan kerangka yang diakui secara internasional
(COSO internal control framework); dan
3. Penjelasan mengenai evaluasi yang dilakukan atas
efektivitas sistem pengendalian intern.
Uraian mengenai sistem pengendalian
17 intern 348-349
Description on internal control system
1. Brief explanation on the internal control system,
among others, include both financial and operational
control;
2. Explanation of suitability of the internal control system
with the internationally recognized framework (COSO
- internal control framework); and
3. Explanation of the evaluation conducted on the
effectiveness of internal control systems.
Mencakup antara lain informasi tentang:

1. Kebijakan yang ditetapkan manajemen;
2. Kegiatan yang dilakukan; dan terkait program
lingkungan hidup yang berhubungan dengan kegiatan
operasional perusahaan, seperti penggunaan material
dan energi yang ramah lingkungan dan dapat didaur
ulang, sistem pengolahan limbah perusahaan,
pertimbangan aspek lingkungan dalam pemberian
kredit kepada nasabah, dan lain-lain.
Uraian mengenai corporate social
3. Sertifikasi di bidang lingkungan yang dimiliki.
responsibility yang terkait dengan Tercantum
18 lingkungan hidup dalam
Includes information about:
Description on corporate social Sustainability
1. Policies established by the management; and
responsibility related with environment Report
2. Activities performed. related to environmental
programs associated with the Companys operations,
such as the use of materials and energy that are
environmentally friendly and can be recycled, waste
treatment systems, consideration of environmental
aspects in the provision of credit to customers, and
others.
3. Certifications in environmental field owned.

1. Kebijakan yang ditetapkan manajemen; dan
2. Kegiatan yang dilakukan. terkait praktik
ketenagakerjaan, kesehatan, dan keselamatan kerja,
Uraian mengenai corporate social seperti kesetaraan gender dan kesempatan kerja,
responsibility yang terkait dengan sarana dan keselamatan kerja, tingkat turnover
ketenagakerjaan, kesehatan, dan karyawan, tingkat kecelakaan kerja, dan lain-lain.
keselamatan kerja
19
Description on corporate social Includes information about:
responsibility related with s Employment, 1. Policies established by the management; and
Occupational Health and Safety 2. Activities performed. related to employment practices,
occupational health and safety, such as gender equality
and employment opportunities, occupational facilities
and safety, employee turnover rates, occupational
accidents level, and others.

1. Kebijakan yang ditetapkan manajemen;
2. Kegiatan yang dilakukan; dan
3. Biaya yang dikeluarkan. terkait pengembangan sosial
dan kemasyarakatan, seperti penggunaan tenaga kerja Tercantum
lokal, pemberdayaan masyarakat sekitar perusahaan, dalam
Uraian mengenai corporate social perbaikan sarana dan prasarana sosial, bentuk donasi Sustainability
responsibility yang terkait dengan lainnya, dan lain-lain. Report
pengembangan sosial dan kemasyarakatan
20
Description on corporate social Includes information about:
responsibility related with social and 1. Policies established by the management; and
community development 2. Activities performed.
3. Cost incurred. related to social and community
development, such as the use of local labor,
community empowerment, refinement of social
facilities and infrastructures, other donation forms, and
others.

1. Kebijakan yang ditetapkan manajemen; dan
2. Kegiatan yang dilakukan. terkait tanggung jawab
produk, seperti kesehatan dan keselamatan konsumen,
Uraian mengenai corporate social informasi produk, sarana, jumlah dan penanggulangan
responsibility yang terkait dengan atas pengaduan konsumen, dan lain-lain.
tanggung jawab kepada konsumen
21
Description on corporate social Includes among others:
responsibility related with responsibility to 1. Policies established by the management; and
the customers 2. Activities performed. related to product responsibility,
such as the health and safety of consumers, product
information, facilities, amount and countermeasures
on consumer complaints, and others.

1. Pokok perkara/gugatan;
2. Status penyelesaian perkara/gugatan;
3. Pengaruhnya terhadap kondisi perusahaan; dan
4. Sanksi administrasi yang dikenakan kepada perusahaan,
anggota Dewan Komisaris dan Direksi, oleh otoritas
terkait (pasar modal, perbankan dan lainnya) pada
tahun buku terakhir (atau terdapat pernyataan bahwa
Perkara penting yang sedang dihadapi oleh
tidak dikenakan sanksi administrasi).
perusahaan, entitas anak, serta anggota
Catatan: dalam hal tidak berperkara, agar diungkapkan.
Dewan Komisaris dan anggota Direksi yang
menjabat pada periode laporan tahunan
22 Includes among others: 406-409
Legal proceedings faced by the Company,
1. principal litigation/accusation;
subsidiaries, and members of the Board
2. Settlement status of litigation/accusation;
of Commissioners and Board of Directors
3. Effect on the Companys conditions; and
who serve at the annual report period.
4. Administrative sanctions imposed on the Company,
members of the Board of Commissioners and Board
of Directors, by the relevant authorities (capital
markets, banking and others) in the last financial
year (or contained a statement of not imposed on
administrative sanctions).
Note: in the absence of litigation, should be disclosed.
Uraian mengenai tersedianya akses informasi dan data

perusahaan kepada publik, misalnya melalui website
(dalam bahasa Indonesia dan bahasa Inggris), media
massa, mailing list, buletin, pertemuan dengan analis, dan
sebagainya.
Akses informasi dan data perusahaan
23 Access of information and data of the 405
Description on the availability of access to information
Company
and data of the Company to the public, for example
through the website (in Indonesian and English), mass
media, mailing lists, newsletters, analyst meetings, and
others.
Memuat uraian antara lain:

1. Isi kode etik;
2. Pengungkapan bahwa kode etik berlaku bagi seluruh
level organisasi;
3. Penyebarluasan kode etik;
4. Jenis sanksi untuk setiap pelanggaran kode etik; 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
Bahasan mengenai kode etik

24 Includes a description, among others: 412-416
Discussion on the Code of Conduct
1. Code of Conduct contents;
2. Disclosures that the code of conduct applies to all
levels of the organization;
3. Dissemination of the code of conduct;
4. Type of sanctions for any violations of the code of
conduct; and
5. Total violations of the code of conduct and sanctions
given in the last financial year.
Note: if there are no violations of the code of conduct
in the last financial year, should be disclosed.

Memuat uraian tentang mekanisme whistleblowing
system antara lain:
1. Penyampaian laporan pelanggaran;
2. Perlindungan bagi whistleblower;
3. Penanganan pengaduan;
4. Pihak yang mengelola pengaduan; dan
5. Jumlah pengaduan yang masuk dan diproses pada
tahun buku terakhir serta tindak lanjutnya.
Catatan: apabila tidak terdapat pengaduan yang masuk
pada tahun buku terakhir, agar diungkapkan
Pengungkapan mengenai whistleblowing
25 system 418-420
Contains a description of the whistleblowing system
Disclosures of whistleblowing system
mechanisms, among others:
1. Submission of violations report;
2. Protection for whistleblower;
3. Handling of complaints;
4. Parties which manages the complaint; and
5. Total complaints received and processed in the last
financial year and the follow-ups.
Note: if there are no complaints received in the last
financial year, should be disclosed.
Uraian kebijakan Perusahaan mengenai

keberagaman komposisi Dewan Komisaris dan Direksi
dalam pendidikan (bidang studi), pengalaman kerja, usia,
dan jenis kelamin.
Kebijakan mengenai keberagaman Catatan: apabila tidak ada kebijakan dimaksud, agar
komposisi Dewan Komisaris dan Direksi diungkapkan alasan dan pertimbangannya
26 Policy on diversity of the composition of 281
the Board of Commissioners and Board of Description of the Companys policy on diversity of
Directors. the composition of the Board of Commissioners and
Board of Directors in education (field of study), work
experience, age, and gender.
Note: if there is no such policy, should be disclosed the
reasons and considerations.

VII Informasi Keuangan | General
Surat Pernyataan Direksi dan/atau Dewan

Kesesuaian dengan peraturan terkait tentang Tanggung
Komisaris tentang Tanggung Jawab atas Tercantum
Jawab atas Laporan dalam
Laporan Keuangan*
1 Keuangan. Laporan
Statement Letter of the Board of Directors
Compliance with the relevant regulations on the Keuangan
and/or Board of Commissioners on
Responsibility for Financial Statements.
Responsibility for Financial Statements*
Opini auditor independen atas laporan Tercantum
keuangan dalam
2 Laporan
Independent auditors opinion on the
Keuangan
financial statements
Deskripsi memuat tentang:
1. Nama & tanda tangan
2. Tanggal Laporan Audit; dan Tercantum
Deskripsi Auditor Indepen 3. Nomor ijin KAP dan nomor ijin Akuntan Publik. dalam
3 den di Opini Independent Auditors Description contains about: Laporan
description in Opinion 1. Name & signature; Keuangan
2. Date of Audit Report; and
3. License numbers of Public Accounting Firm and
Public Accountant.
Memuat secara lengkap unsur-unsur laporan keuangan:
1. Laporan posisi keuangan;
2. Laporan laba rugi dan penghasilan komprehensif lain;
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 membuat
penyajian kembali pos-pos laporan keuangan, atau
ketika entitas mereklasifikasi pos-pos dalam laporan
keuangannya (jika relevan). Tercantum
Laporan keuangan yang lengkap Contains a complete financial statements elements: dalam
4 The Annual Report is presented in the 1. Statements of financial position; Laporan
companys website. 2. Statements of profit or loss and other comprehensive Keuangan
income;
3. Statements of changes in equity;
4. Statements of cash flows;
5. Notes to financial statements
6. Comparative information concerning the previous
period; and
7. Statements of financial position at the beginning
of the previous period when an entity applies
an accounting policy retrospectively or makes
restatement of financial statement items, or when
the entity reclassifies its financial statement items (if
relevant).

Perbandingan kinerja/laba (rugi) tahun berjalan dengan Tercantum
Perbandingan tingkat profitabilitas tahun sebelumnya. dalam
5 Laporan
Profitability level comparison Comparison of performance/profit (loss) for the year with
Keuangan
the previous year.
Memenuhi ketentuan sebagai berikut:
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
Tercantum
Laporan Arus Kas 4. Pengungkapan transaksi non kas harus
dalam
6 Cash Flow Statements Fulfill the following provisions: Laporan
1. Grouping into three categories of activity: operating, Keuangan
investing, and financing;
2. Use of direct method to report cash flows from
operating activities;
3. Separation between cash receipts or cash
disbursements for the year on activites of operating,
investing and financing; and
4. Disclosure of non-cash transactions should be
included in the notes to the financial statements.
Meliputi sekurang-kurangnya:
1. Pernyataan kepatuhan terhadap SAK;
2. Dasar pengukuran dan penyusunan laporan
keuangan;
3. Pajak penghasilan;
4. Imbalan kerja; dan
Ikhtisar Kebijakan Akuntansi 5. Instrumen Keuangan.
7 Annual Report is printed on with good Includes at least:
quality and use font that is easy to read. 1. Compliance statement against Financial Accounting
Standards (SAK);
2. Basis of measurement and preparation of financial
statements;
3. Income tax;
4. Employee benefits; and
5. Financial Instruments.
Hal-hal yang diungkapkan antara lain:

1. Nama pihak berelasi, serta sifat dan hubungan
dengan pihak berelasi;
2. Nilai transaksi beserta persentasenya terhadap total
pendapatan dan beban terkait; dan
Pengungkapan transaksi pihak berelasi 3. Jumlah saldo beserta persentasenya terhadap total
Shares price information in tables and aset atau liabilitas.
8
graphs* Matters disclosed among others:
1. Name of related parties, and the nature and
relationships with related parties;
2. Transaction value and percentage against total
related income and expense; and
3. Total balances and percentage against total assets or
liabilities.

Hal-hal yang harus diungkapkan:
1. Rekonsiliasi fiskal dan perhitungan beban pajak kini;
2. Penjelasan hubungan antara beban (penghasilan)
pajak dan laba akuntansi;
3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil
rekonsiliasi dijadikan dasar dalam pengisian SPT
Tahunan PPh Badan;
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.
Pengungkapan yang berhubungan dengan Matters to be disclosed:
9 perpajakan 1. Fiscal reconciliation and current income tax expense
Disclosures related to taxation calculations;
2. Explanation of the relationship between expense
(income) of tax and accounting profit;
3. Statement that Taxable Income (LKP) of
reconciliation results used as basis for filling the
Annual Notification Letter of Annual Income Tax of
Agency;
4. Details of assets and liabilities of deferred tax
acknowledged in the financial position statements
for each periods presented, and total expense
(income) of deferred tax acknowledged in the
income statement if the amount is not visible
from the total assets or liabilities of deferred tax
acknowledged in the financial position statements;
and
5. Disclosure of presence or absence of a tax dispute

1. Metode penyusutan yang digunakan;
2. Uraian mengenai kebijakan akuntansi yang dipilih
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
Pengungkapan yang berhubungan dengan
dan reklasifikasi.
10 aset tetap
Matters to be disclosed:
Disclosures related to Fixed Assets
1. Depreciation method used;
2. Description on accounting policies selected
between the revaluation model and the cost model;
3. Significant method and assumptions used in
estimating the fair value of fixed assets (for
revaluation model) or disclosure of the fair value of
fixed assets (for cost model); and
4. Reconciliation of the gross carrying amount and
accumulated depreciation of fixed assets at the
beginning and end of the period by showing:
additions, substraction and reclassification.

1. Informasi umum yang meliputi faktor-faktor yang
digunakan untuk mengidentifikasi segmen yang
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
Pengungkapan yang berhubungan dengan informasi tentang produk dan/atau jasa, wilayah
11 segmen operasi* geografis dan pelanggan utama.
Disclosures related to operating segments* Matters to be disclosed:
1. General information including factors used to
identify reportable segment;
2. Information on income, assets, and liabilities of
reportable segment;
3. Reconciliation of total revenues, income of
reportable segment, assets, liabilities, and other
material elements against relevant amount in the
entity; and
4. Disclosures on the entity level, which includes
information about products and/or services,
geographical areas and major customers.

Memuat hal-hal sebagai berikut:
1. Analisis atas kinerja perusahaan, yang mencakup
antara lain kebijakan strategis, perbandingan antara
hasil yang dicapai dengan yang ditargetkan, dan
kendala-kendala yang dihadapi perusahaan;
2. Analisis tentang prospek usaha;
3. Penerapan tata kelola perusahaan; dan
bawah Direksi (jika ada); dan
Pengungkapan yang berhubungan dengan 5. Perubahan komposisi anggota Direksi (jika ada) dan
12 Instrumen Keuangan alasan perubahannya.
Disclosures related to Financial Instruments Matters to be disclosed:
1. Details of financial instruments owned based on its
classification;
2. Fair value and the hierarchy for each class of
financial instruments;
3. Risk management policy;
4. Explanation of risks related to financial instruments:
market risk, credit risk and liquidity risk; and
5. Analysis of risks related to financial instruments
quantitatively.
Hal-hal yang diungkapkan antara lain:
1. Tanggal laporan keuangan diotorisasi untuk terbit; dan
2. Pihak yang bertanggung jawab mengotorisasi
Penerbitan laporan keuangan Matters disclosed:
13
Issuance of financial statements 1. Date of the financial statements authorized for issue;
and
2. Party responsible to authorize the financial
statements.

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rekomendasi
annual report award 2014
The 2014 Annual Report Award Recommendations
Angkasa Pura II pada Annual Report Award 2014 memperoleh Angkasa Pura II in the 2014 Annual Report Award obtained
skor 81,05 dan meraih peringkat II pada kategori BUMN Non a score of 81.05 and ranked second in the category of Non-
Keuangan Non Listed. Financial, Non-Listed SOEs.
Terdapat 9 (sembilan) rekomendasi dari Panitia ARA yang There were 9 (nine) recommendations from the ARA
telah ditindaklanjuti oleh Angkasa Pura II pada penyusunan Committee that have been followed up by Angkasa Pura
Laporan Tahunan 2015 ini. Kesembilan rekomendasi yang II in the preparation of this 2015 Annual Report. The nine
telah ditindaklanjuti tersebut sebagai berikut: recommendations which have been followed up are as follows:
No Rekomendasi Annual Report Award 2014 Halaman

Recommendation of the 2014 Annual Report Award Page
1 Agar diungkapkan struktur grup Perusahaan yang menggambarkan entitas anak, entitas asosiasi, joint 129
venture, dan special purpose vehicle (SPV), atau pernyataan bahwa perusahaan tidak memiliki grup
To be disclosed the Companys group structures that describe subsidiaries, associates, joint ventures, and
special purpose vehicle (SPV), or a statement that the Company has no group.
2 Agar diungkapkan struktur modal (capital structure), kebijakan manajemen atas struktur modal (capital 240
structure policy), dan dasar pemilihan kebijakan tersebut
To be disclosed the capital structure, management policy on capital structure (capital structure policy),
and the basis of such policy selection.
3 Agar diungkapkan informasi dan fakta material yang terjadi setelah tanggal laporan akuntan secara lengkap 246
atau pengungkapan bahwa tidak ada kejadian penting setelah tanggal laporan akuntan
To be disclosed information and material fact that occurred after the date of accountants report in full or
disclosure of no significant events after the date of accountants report.
4 Agar diungkapkan prospek usaha perusahaan dikaitkan dengan kondisi ekonomi secara umum dan kondisi 259
industri, disertai data pendukung kuantitatif dari sumber data yang layak dipercaya
To be disclosed the Companys business prospects associated with general economic conditions and
industry conditions, with supporting quantitative data from trustworthy data sources.
5 Agar diungkapkan perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan 252
secara lengkap
To be disclosed changes in accounting policies, reasons and impacts on the financial statements in full.
6 Agar diungkapkan secara lengkap mengenai kriteria penentuan Komisaris Independen dan pernyataan 261
tentang independensi masing-masing Komisaris Independen
To be fully disclosed regarding the criteria for Independent Commissioner determinations and statement
about the independence of each Independent Commissioner.
7 Agar diungkapkan nama, jabatan, dan riwayat hidup singkat anggota Komite Nominas dan/atau 335
Remunerasi, independensi, uraian tugas dan tanggung jawab, uraian pelaksanaan kegiatan, frekuensi 344
pertemuan dan tingkat kehadiran dalam pertemuan, serta kebijakan mengenai suksesi Direksi
To be disclosed name, position, and brief biography of members of the Nomination and/or Remuneration
Committee, independence, job descriptions and responsibilities, description of activities, meeting frequency
and attendance level at the meeting, as well as policies regarding the succession of the Board of Directors.
8 Agar diungkapkan penjelasan singkat mengenai sistem pengendalian intern, antara lain mencakup 350
pengendalian keuangan dan operasional, kesesuaian sistem pengendalian intern dengan kerangka yang
diakui secara internasional (COSO internal control framework) dan evaluasi atas efektivitas sistem
pengendalian intern tersebut
To be disclosed brief explanation on the internal control system, among others are financial and
operational controls, compliance to the internal control system with internationally recognized framework
(COSO - internal control framework) and evaluation of the effectiveness of the internal control system.
9 Pengungkapan yang berhubungan dengan transaksi pihak berelasi agar disesuaikan dengan ketentuan Laporan
yang berlaku Keuangan
Disclosures in connection with related party transactions in order to comply with the applicable provisions.

kilas
kinerja 2015
2015 Performance Review
1. Skor Assessment GCG Tahun 2015 mencapai 85,14%, masuk kategori SANGAT BAIK.
GCG Assessment Score 2015 has reached 85,14%, categorized as EXCELLENT.

2. Pendapatan Usaha Tahun 2015 mencapai Rp 5,64 triliun meningkat 16,13% dari tahun 2014.
Revenue in 2015 has reached IDR 5,64 trilion, increasing 16,13% from 2014.

3. Laba Bersih Tahun 2015 Rp 1,68 triliun meningkat 49,82% dari tahun 2014.
Nett profit in 2015 was Rp 1,68 trilion, increasing 49,82% from 2014.

4. Jumlah mitra binaan yang mendapat penyaluran dana Program Kemitraan pada tahun 2015
adalah 1.104 mitra binaan.
Total of assisted partners who have received partnership program in 2015 were 1.104 participants.

5. Jumlah karyawan tahun 2015 sejumlah 5.546 orang.
Total of employees in 2015 were 5.546 employees.

ikhtisar
keuangan
Financial Highlights
(Miliar Rupiah) (Billion IDR)
URAIAN
2011 2012 2013 2014 2015
Descriptions
Laporan Laba Rugi Konsolidasian

Consolidated Statements of Income
Pendapatan Usaha
3.495,41 3.997,06 4.153,80 4.860,51 5.644,15
Operating Revenues
Beban Usaha
2.183,31 2.528,74 2.982,53 3.609,72 3.577,53
Operating Expenses
Pendapatan (Beban) Lain-lain
167,74 173,87 213,96 249,95 268,37
Other Income (Expenses)
Laba Sebelum Pajak
1.479,84 1.642,18 1.364,81 1.474,50 2.266,19
Profit Before Tax
Beban Pajak
(389,65) (422,92) 518,54 347,73 578,87
Tax Expenses
Laba (Rugi) Bersih
1.090,19 1.219,27 846,28 1.126,77 1.687,32
Net Income (Loss)
Laba yang dapat diatribusikan kepada: 1.090,19 1.219,27 846,28 1.126,77 1.687,32
Profit Attributable to:
- Pemilik entitas induk

1.090,19 1.219,27 846,28 1.126,77 1.687,32
Owners of the Parent
- Kepentingan non pengendali
0,000225138 0,000044942 0,000154037 0,000163564 0,000344488
Non-controlling Interests
Pendapatan (Rugi) Komprehensif Lain
Tahun Berjalan
6,73 7,84 16,18 11,64 (52,64)
Other Comprehensive Income (Loss)
For The Year
Laba Komprehensif Tahun Berjalan
1.096,92 1.227,10 862,46 1.138,41 1.634,68
Comprehensive Income For The Year
Laba komprehensif yang dapat

diatribusikan kepada: 1.096,92 1.227,10 862,46 1.138,41 1.634,68
Comprehensive Income Attributable to:
- Pemilik entitas induk

1.096,92 1.227,10 862,46 1.138,41 1.634,68
- Kepentingan non pengendali
0,000154037 0,000163564 0,000344488
Laba Per Saham (dalam rupiah penuh)
Basic Earnings Per Share 573.786 243.854 169.255 225.354 337.465
(in full Rupiah amount)

pendapatan usaha laba bersih

5,644.15 Operating Revenues 1,687.32 Net Profit
Dalam miliar Rupiah / In billion Rupiah Dalam miliar Rupiah / In billion Rupiah
3,997.06
1,090.19
4,860.51
1,687.32
4,153.80
5,644.15
1,219.27
3,495,41
1,126.77
846.28
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
laba komprehensif laba per-saham

1.634,68 Comprehensive profit 337.465 Earnings per-share
1.096,92
1.634,68
243.854
573.786
225.354
1.227,10
337.465
169.255
1.138,41
862,46
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

URAIAN
2011 2012 2013 2014 2015
Descriptions
Laporan Posisi Keuangan Konsolidasian per 31 Desember (dalam Rp miliar)

Consolidated Financial Statements
Investasi pada Entitas Asosiasi

364,25 370,18 236,67 240,29 250,01
Investment in Associate Entities
Aset
9.937,53 10.769,89 13.341,92 15.932,52 20.270,76
Assets
Liabilitas
872,07 970,22 1.698,04 3.173,09 4.034,99
Liability
Ekuitas
9.056,46 9.799,67 11.643,87 12.759,42 16.235,77
Equity
Liabilitas dan Ekuitas

9.928,53 10.769,89 13.341,92 15.932,52 20.270,76
Liability and Equity
Modal Kerja Bersih

2.443,73 2.492,08 1.336,32 (322,63) 1.736,09
Net Working Capital
Laporan ARUS KAS Konsolidasian per 31 Desember (dalam Rp miliar)

Consolidated Flow Cash Statements
Arus Kas dari Aktivitas Operasi

1.196,32 1.568,08 1.571,81 2.437,35 2.231,67
Cash Flows from Operating Activities
Arus Kas dari Aktivitas Investasi

(1.024,95) (1.024,26) (1.840,83) (2.555,35) (2.112,13)
Cash Flows from Investing Activity
Arus Kas dari (untuk) Aktivitas Pendanaan

(269,81) (467,45) (446,74) (361,46) 1.780,39
Cash Flows from (for) Financing Activities
Kenaikan (Penurunan) Kas dan Setara Kas

(98,44) 76,37 (715,76) (479,46) 1.899,93
Increase (Decrease) in Cash and Cash Equivalents
Kas dan Setara Kas Awal Tahun

Cash and Cash Equivalents at the Beginning of 2.247,86 2.149,41 2.225,79 1.510,03 1.030,57
Year
Kas dan Setara Kas Akhir Tahun

2.149,41 2.225,79 1.510,03 1.030,57 2.930,50
Cash and Cash Equivalent at the End of Year

investasi pada entitas

aset
asosiasi
250,01 20.270,76 Asset
investment in associates
Dalam miliar Rupiah / In billion Rupiah
20.270,76
10.769,89
15.932,52
13.341,92
9.937,53
240,29
250,01
236,67
364,25
370,18
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
liabilitas ekuitas
4.034,99 Liability 16.235,77 Equity
12.759,42
16.235,77
9.065,46
11.643,87
4.034,99
9.799,67
1.698,04
3.173,09
970,22
872,07
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

URAIAN
2011 2012 2013 2014 2015
Descriptions
RASIO-RASIO KEUANGAN PENTING

Important Financial Ratios
Rasio Kas
389,56% 332,88% 142,96% 47,01% 128,09%
Cash Ratio
Rasio Lancar
542,90% 472,71% 226,51% 85,28% 175,88%
Current Ratio
Rasio Liabilitas Terhadap Aset

8,78% 9,01% 12,73% 19,92% 19,91%
Liability to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas

9,62% 9,90% 14,58% 24,87% 24,85%
Liability to Equity Ratio
Marjin Laba Bersih

31,19% 30,50% 20,37% 23,18% 29,90%
Net Profit Margin
Rasio Laba Bersih Terhadap Aset (ROA)

10,97% 11,32% 6,34% 7,07% 8,32%
Return on Assets Ratio (ROA)
Rasio Laba Bersih Terhadap Ekuitas (ROE)

12,03% 18,93% 15,72% 20,93% 22,85%
Return on Equity Ratio (ROE)
Rasio Laba Bersih Terhadap Investasi (ROI)

17,82% 18,37% 17,39% 16,92% 19,96%
Return on Investment Ratio (ROI)
Periode Kolektibilitas (dalam satuan hari)

- - 57 34 32
Collectibility Period (in day)
Perputaran Persediaan (dalam satuan hari)

- - 1 1 1
Supply Turnover Ratio (in days)

rasio liabilitas terhadap rasio laba bersih

ekuitas terhadap aset (ROA)
24,85% 8,32%
Equity Liability Ratio Return on Assets (ROA)
24,85%
24,87%
10,32%
9,90%
11,32%
7,07%
9,62%
8,32%
7,72%
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
rasio laba bersih rasio laba bersih

terhadap ekuitas (ROE) terhadap investasi (ROI)
22,85% 19,96%
Return on Equity (ROE) Return on Investment (ROI)
20,30%
22,85%
18,04%
19,96%
18,58%
12,03%
17,82%
18,93%
18,37%
19,19%
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

ikhtisar operasional
(non keuangan)
Operational Highlights (Non Financial)
Uraian
2011 2012 2013 2014 2015
Description
Kinerja Operasional
Operational Highlights
Pergerakan Pesawat (dalam satuan rute)
559.183 612.850 648.561 630.584 632.418
Aircraft Movement (in Route)
Pergerakan Penumpang (dalam ribuan Pax)
72.315 82.021 86.354 85.131 84.292
Passenger Movement (in thousand Pax)
Pergerakan Kargo (dalam ribuan Kg)
695.313 746.835 771.049 763.507 726.809
Cargo Movement (in thousand Kg)
pergerakan pesawat pergerakan penumpang

632.418 Aircraft Movement 84.292 Passenger Movement
630.584
612.850
648.561
632.418
559.183
84.292
86.354
82.021
72.315
85.131
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
pergerakan kargo
726.809 Cargo Movement
726.809
763.507
764.835
771.049
695.313
2011 2012 2013 2014 2015

ikhtisar
saham
Shares Highlights
Sampai dengan akhir tahun 2015, PT Angkasa Pura II (Persero) Until the end of 2015, PT Angkasa Pura II (Persero) has not
belum melakukan aktivitas perdagangan saham di Bursa Efek performed any shares trading activity in the Indonesia Stock
Indonesia, sehingga tidak terdapat informasi yang memuat Exchange, so there is no information that includes: (1) Number
tentang: (1) Jumlah saham yang beredar; (2) Kapitalisasi of outstanding shares; (2) Market Capitalization; (3) Highest,
pasar; (3) Harga saham tertinggi, terendah, dan penutupan; lowest and closing of shares prices; and (4) Trade volume.
dan (4) Volume perdagangan.
ikhtisar obligasi,
sukuk atau obligasi konversi
Bonds, Sukuk Or Convertible Bonds Highlights
Sampai dengan akhir tahun 2015, PT Angkasa Pura II (Persero) Until the end of 2015, PT Angkasa Pura II (Persero) has not
belum melakukan aktivitas penerbitan obligasi, sukuk atau performed any activities regarding to the issuance of bonds,
obligasi konversi. Sehingga tidak ada informasi yang memuat sukuk or convertible bonds. So there is no information that
tentang: (1) Jumlah obligasi/sukuk/obligasi konversi yang includes: (1) Number of outstanding bonds/sukuk/convertible
beredar (outstanding); (2) Tingkat bunga/imbalan; (3) Tanggal bonds; (2) Interest rates/yield; (3) Maturity date; and (4)
jatuh tempo; dan (4) Peringkat obligasi/sukuk. Bonds/sukuk ratings.

peristiwa
penting 2015
2015 Significant Events
19 Januari 2015
January 19th, 2015
Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian

BUMN
Appointment of new members of the Board of Directors of PT Angkasa

Pura II (Persero) in the Ministry of SOEs.
22 Februari 2015
February 22nd, 2015
Penjelasan PT Angkasa Pura II tentang dana talangan untuk mengatasi

situasi krisis di Bandara Soekarno-Hatta
Explanation of PT Angkasa Pura II about bailout to overcome the crisis

situation at Soekarno-Hatta Airport.
01 Maret 2015
March 1st, 2015
Penutupan Loket Tiket di Bandara Internasional Soekarno Hatta dan

Bandara Internasional Kualanamu
Closure of Ticket Counters at the Soekarno-Hatta International Airport

and the Kualanamu International Airport.
31 Maret 2015
March 31st, 2015
Penandatanganan Kesepakatan Bersama Jaksa Agung Muda bidang

perdata & tata usaha negara Kejaksaan Republik Indonesia
Signing of the Joint Agreement with Junior Attorney General for civil &
state administration of the Indonesian Republic Attorney.

01 April 2015
April 1st, 2015
Perjanjian kredit PT Angkasa Pura II dengan Indonesia Eximbank tentang

pembiayaan korporasi pengembangan Bandara di lingkungan PT
Angkasa Pura II
Credit agreement of PT Angkasa Pura II with Indonesia Eximbank on

corporate financing for the Airport development in the environment of
PT Angkasa Pura II.
22 Mei 2015
May 22nd, 2015
Penghargaan Indonesia Service Quality Award 2015
2015 Indonesia Service Quality Award
04 Juni 2015
June 4th, 2015
PT Angkasa Pura II meraih the best contact center 2015
PT Angkasa Pura II achieved the best contact center 2015
06 Juli 2015
July 6th, 2015
Penandatanganan kesepakatan bersama PT Angkasa Pura II dengan

Kepolisian Daerah Metro Jaya tentang Peningkatan Keamanan Hukum di
Area Publik Bandara Soekarno Hatta
Signing of the joint agreement of PT Angkasa Pura II with the Metro

Jaya Police on Improvement the Legal Security in the Public Areas of
Soekarno-Hatta Airport.

15 Juli 2015
July 15th, 2015
Penandatangan Akta Perjanjian Kredit antara PT Angkasa Pura II dengan

PT Indonesia Infrastructure Finance
Signing of Credit Agreement Deed between PT Angkasa Pura II with PT

Indonesia Infrastructure Finance.
04 September 2015
September 4th, 2015
Launching Customer Service Center (CSC) di Terminal 1, 2, dan 3 Bandara

Soekarno Hatta Cengkareng.
Launching of Customer Service Center (CSC) in Terminal 1, 2, and 3 at

the Soekarno-Hatta Airport, Cengkareng.
15 September 2015
September 15th, 2015
Penghargaan Annual Report Award 2014
2014 Annual Report Award
8 Oktober 2015
October 8th, 2015
Penghargaan Sapta Pesona Toilet Bersih Kementrian Pariwisata Republik

Indonesia
Sapta Pesona Award from Ministry of Tourism of Indonesian Republic.

17 November 2015
November 17th, 2015
Penghargaan Bandara Award 2015
2015 Bandara Award.
30 November 2015
November 30th, 2015
Penandatanganan Kesepakatan Bersama antara PT Angkasa Pura II

dengan Kejaksaan Tinggi Banten tentang Penanganan Masalah Hukum
Bidang Perdata dan Tata Usaha Negara
Signing of Joint Agreement between PT Angkasa Pura II with the High

Court of Banten on legal issues handling for Civil and State Administration.
14 Desember 2015
December 14th, 2015
Kunjungan Presiden Republik Indonesia Joko Widodo ke proyek

pembangunan Kereta Api Bandara Internasional Soekarno-Hatta.
The Visit of President Joko Widodo to the Airport Railway Construction

Project.
15 Desember 2015
December 15th, 2015
Penandatanganan Perjanjian Konsesi Bandara antara PT Angkasa Pura II

(Persero), PT Angkasa Pura I (Persero) dengan Kementrian Perhubungan.
Signing of Airport Concession Agreement between PT Angkasa Pura II

(Persero), PT Angkasa Pura I (Persero) and Ministry of Transportation of
Indonesian Republic.

54
54
beyond
measure
laporan dewan
komisaris dan direksi
Board of Commissioners and
Board of Directors Report
55
laporan
dewan komisaris
Board of Commissioners Report
Sepanjang tahun 2015 Direksi telah

menunjukkan komitmen dan inisiatif untuk
dapat memberikan kinerja terbaik.
Throughout 2015, the Board of Directors has
demonstrated commitment and initiative in order to
provide the best performance
Rhenald Kasali
Komisaris Utama
President Commissioner

Pemegang saham dan pemangku kepentingan yang kami Estemeed Shareholders and Stakeholders,
hormati,
Dalam kesempatan yang baik ini, perkenan kami selaku Dewan In this great opportunity, please allow us, the Board of
Komisaris menyampaikan laporan aktivitas pengawasan Commissioners, to deliver the Companys management
sepanjang tahun 2015. Puji syukur kehadirat Tuhan Yang Maha activity report throughout 2015. We offer our praise to the
Kuasa, karena atas kekuatan dan rahmat yang diberikan Nya, God Almighty, because of His strength and grace, Angkasa
Angkasa Pura II dapat melalui perjalanan dan dinamika tahun Pura II can pass through the dynamics in 2015 with the
2015 dengan capaian kinerja yang baik dan memuaskan achievement of good and satisfactory performance amid the
ditengah iklim perekonomian global yang masih mengalami global economic climate that is still experiencing uncertainty
ketidakpastian serta atmosfir ekonomi nasional yang terus as well as national economic atmosphere that continues
menapaki berbagai fase perbaikan dan pertumbuhan yang to experience various phrases of improvement and growth
mulai menunjukkan harapan. which began to show expectations.
Penilaian Kinerja Direksi Board of Directors Performance Assessment
Menurut pengamatan kami, sepanjang tahun 2015 Direksi According to our supervisions, throughout 2015, the Board
telah menunjukkan komitmen dan inisiatif untuk dapat of Directors has demonstrated commitment and initiative
memberikan kinerja terbaik. Direksi telah menunjukkan in order to provide the best performance. The Board of
pencapaian positif sebagai basis bagi peningkatan kinerja ke Directors has shown positive achievement as a base for future
depan. Beberapa indikator penting yang menggambarkan hal performance improvement. Some of the important indicators
tersebut antara lain: pendapatan usaha yang mencapai Rp that describe it are: operating revenues that reached Rp5.64
5,64 triliun meningkat 16,13% dari tahun 2014 yaitu Rp 4,86 trillion, increased by 16.13% from 2014 with Rp4.86 trillion.
triliun. Laba sebelum pajak sebesar Rp 2,27 triliun meningkat Profit Before Tax amounted to Rp2.27 trillion, increased by
53,73% dari tahun 2014 yaitu Rp 1,47 triliun. Untuk tahun 2015 53.73% from 2014 with Rp1.47 trillion. For 2015, AP II is able
AP II mampu meraih laba bersih Rp 1,68 triliun meningkat to achieve Net Income of Rp1.68 trillion, increased by 49.82%
49,82% dari tahun 2014 yaitu Rp 1,12 triliun. Pencapaian from 2014 with Rp1.12 trillion. Achievement and growth of
dan pertumbuhan ketiga indikator keuangan tersebut these three financial indicators would illustrate the hard work
kiranya menggambarkan kerja keras dan disiplin Direksi and discipline of the Board of Directors to provide the best for
untuk memberikan yang terbaik bagi pemegang saham dan the shareholders and stakeholders.
pemangku kepentingan.
Aset perusahaan mengalami pertumbuhan sebesar 27,23% The Companys assets grew by 27.23% from Rp15.93 trillion
dari Rp 15,93 triliun pada tahun 2014 menjadi Rp 20,27 triliun in 2014 to Rp20.27 trillion in 2015. Equity experienced an
pada tahun 2015. Ekuitas mengalami pertumbuhan sebesar increase of 27.24% from Rp12.76 trillion in 2014 to Rp16.24
27,24% dari Rp 12,76 triliun pada tahun 2014 menjadi Rp 16,24 trillion in 2015.
triliun pada tahun 2015.
Indikator lain adalah Tingkat Kesehatan Perusahaan yang Other indicator is the Companys Health Level that obtained
memperoleh nilai AAA dan masuk dalam kategori perusahaan a score of AAA and entered the category of SEHAT company,
SEHAT, serta skor assessment GCG untuk praktek tahun 2015 as well as GCG assessment scores in 2015 produced results
menunjukkan hasil dengan predikat Sangat Baik dengan in the category of Very Good with achievement of score
capaian skor sebesar 85.14%. amounted 85.14%.
Pandangan atas Prospek Usaha Views on Business Prospects
Secara umum, kami memandang bahwa Direksi memiliki In general, we believe that the Board of Directors have good
kemampuan pemetaan yang baik atas perkembangan, mapping capabilities for the development, dynamics, and
dinamika, dan perubahan lingkungan bisnis jasa changes in the business environment of airlines services.
penerbangan. Dengan demikian, kami juga meyakini bahwa Accordingly, we also believe that the Board of Directors is
Direksi mampu beradaptasi terhadap perubahan yang able to adapt to the changes and has the relevant strategies
terjadi serta memiliki perangkat strategi yang relevan dan and adequate to wade through the competition waves
memadai untuk mengarungi ombak persaingan jasa industri of the airlines industry that is getting more integrated.

penerbangan yang semakin terintegrasi. Prospek usaha Business prospects of the airlines industry reflected from the
industri penerbangan tergambar dari kinerja pergerakan performance of aircraft movement, the number of passengers
pesawat udara, jumlah penumpang, dan jumlah kargo yang and amount of cargo that continue to increase. Growth in
terus meningkat. Pertumbuhan jumlah penumpang untuk the number of passengers on Indonesian national flights even
penerbangan nasional Indonesia bahkan masuk dalam enters the top 10 category in the Asia Pacific region.
kategori 10 besar di kawasan Asia Pasifik.
Secara khusus, prospek usaha jasa penerbangan yang pada In particular, the business prospects for airlines services
gilirannya akan berdampak prosepektif terhadap kinerja which in turn will affect prospectively on the performance
Angkasa Pura II, antara lain: (1) Pertumbuhan angkutan of Angkasa Pura II, among others: (1) Growth of air transport
udara setiap tahun berpotensi meningkatkan pendapatan each year has the potential to increase aeronautical revenues
aeronautika dan pendapatan non-aeronautika, (2) and non-aeronautical revenues, (2) Development of LCC
Perkembangan LCC yang mendukung peningkatan jumlah supports the increase in the amount of passengers each
penumpang setiap tahunnya, (3) Potensi pertumbuhan bisnis year, (3) Potential business and economic growth around
dan ekonomi di sekitar bandara memberikan hubungan the airport provides a mutual relationship with the airport, (4)
timbal balik dengan bandara, (4) Potensi Pengembangan tourism development potential in all areas of Indonesia, (5)
Pariwisata di seluruh Wilayah Indonesia, (5) Hubungan Baik Good Relationship with Government, (6) Regional Autonomy
Dengan Pemerintah, (6) Otonomi Daerah yang berpotensi which could potentially increase the number of airports, (7)
bertambahnya jumlah bandara. (7) Open Sky Policy yang akan Open Sky Policy which will have an impact on the greater
berdampak terhadap derajat kebebasan yang lebih besar bagi degree of freedom for airlines to fly in the area of Indonesia.
maskapai penerbangan untuk terbang di wilayah Indonesia.
Kami meyakini program kerja dan berbagai inisiatif strategis We believe in the work program and various strategic initiatives
yang dilaksanakan Direksi akan berdampak positif bagi performed by the Board of Directors will positively impact the
keunggulan daya saing perusahaan secara berkelanjutan Companys competitive advantage in a sustainable manner so
sehingga mampu memperkuat posisi bersaing Angkasa Pura as to strengthen the competitive position of Angkasa Pura II in
II dalam rangka mencapai visi dan misi yang telah disepakati. order to achieve the vision and mission that have been agreed.
Penilaian Kinerja Komite Committee Performance Assessment
Komite-komite di bawah Dewan Komisaris adalah organ Committees under the Board of Commissioners are
pendukung Dewan Komisaris yang bertugas dan bertanggung supporting organs of the Board of Commissioners that are
jawab secara kolektif untuk membantu Dewan Komisaris collectively in charge and responsible to assist the Board of
dalam melakukan fungsi pengawasan dan pemberian nasihat Commissioners in performing the duties of supervision and
kepada Direksi. Komite pendukung Dewan Komisaris Angkasa provision of advices to the Board of Directors. Supporting
Pura II meliputi Komite Audit, dan Komite Manajemen Risiko committees of the Board of Commissioners of Angkasa Pura
dan SDM. II include the Audit Committee, and the Risk Management
and HR Committee.
Menurut penilaian kami, kedua komite tersebut telah According to our assessment, both committees have been
menjalankan tugas dan fungsinya dengan baik sesuai dengan performing their duties and functions well in accordance with
rencana kerja yang telah dibuat. Komite juga Audit telah the work plans that have been made. The Audit Committee has
menjalankan penugasan yang diberikan oleh Dewan Komisaris. run the assignments given by the Board of Commissioners.

Perubahan Komposisi Dewan Komisaris Changes in the Board of Directors Composition
Pada tahun 2015, terdapat perubahan komposisi pada Dewan In 2015, there were changes in the Board of Commissioners
Komisaris Angkasa Pura II. Adapun susunan Dewan Komisaris composition of Angkasa Pura II. As of December 31st, 2015,
per 31 Desember 2015 beserta SK pengangkatan adalah composition of the Board of Commissioners with its Decree
sebagai berikut: of appointment is as follows:
Komisaris Utama
1 Rhenald Kasali SK-86/MBU/06/2015
Komisaris
2 Santoso Eddy Wibowo SK-86/MBU/06/2015
Commissioner
Komisaris
3 W. Budi Santoso SK-335/MBU/2012
Commissioner
Komisaris
4 Wahyu Kuncoro SK-243/MBU/2013
Commissioner
Komisaris
5 Iswan Elmi SK-25/MBU/S/11/2014
Commissioner
Komisaris
6 Harpin Ondeh SK-86/MBU/06/2015
Commissioner
Penutup Closing
Sebagai penutup laporan ini, perkenankanlah kami In closing of this report, please allow us to thank the
menghaturkan terima kasih kepada pemegang saham yang shareholders who have given their trust and support to the
telah memberikan kepercayaan dan dukungan kepada Direksi Board of Directors and Board of Commissioners so that
dan Dewan Komisaris sehingga Angkasa Pura II mampu Angkasa Pura II is able to achieve good performance in 2015.
menorehkan pencapaian baik pada tahun 2015 ini.
Kami juga menghaturkan terima kasih kepada seluruh We also like to thank all employees who have given their
karyawan yang telah memberikan dedikasi, kerja keras, dedication, hard work and strict discipline so that the
dan disiplin yang ketat sedemikian sehingga perusahaan Company is able to achieve efficient operational and financial
mampu menorehkan pencapaian operasional yang efisien performance that are able to meet the expectations of
dan diikuti pencapaian kinerja keuangan yang mampu stakeholders. Hopefully all this achievement is able to provide
memenuhi ekspektasi pemangku kepentingan. Semoga assurances to stakeholders and service users to continue to
semua pencapaian ini mampu memberikan keyakinan kepada interact and use the services of the company.
pemangku kepentingan dan pengguna jasa untuk terus
berinteraksi dan menggunakan jasa perusahaan.
Semoga dukungan dan kepercayaan seluruh pemangku Hopefully the support and trust of all stakeholders will make
kepentingan akan menjadikan Angkasa Pura II sebagai Angkasa Pura II as the leading and professional world-class
pengelola bandar udara kelas dunia yang terkemuka airport management company.
dan profesional.
Rhenald Kasali
Komisaris Utama

profil
dewan komisaris
6 4
Rhenald Kasali
1 Komisaris Utama
Santoso Eddy Wibowo

2 Komisaris
Commissioner
W. Budi Santoso
3 Komisaris
Commissioner
Wahyu Kuncoro
4 Komisaris
Commissioner
Iswan Elmi
5 Komisaris
Commissioner
Harpin Ondeh
6 Komisaris
Commissioner

3 5 2

profil
dewan komisaris
Warga Negara Indonesia, usia 55 tahun. Meraih gelar Sarjana Ekonomi dari
Universitas Indonesia pada tahun 1985, MS in Business Administration dari
University of Illinois at Urbana & Campaign, Amerika Serikat pada tahun 1993,
dan meraih gelar Philosophy Doctoral dari University of Illinois at Urbana &
Campaign, Amerika Serikat pada tahun 1998.
Training yang diikuti, antara lain:
Mengikuti kegiatan Training diantaranya adalah Asian Productivity Center, Japan

Productivity Center Tokyo, 1990; Harvard Business School (Microeconomics of
Competitiveness: Firm, Cluster & Economic Development), serial 2000 2005;
Cluster & Competitiveness; Yale School of Management (Yale Global Network
on Advanced Management), serial 2011 2013: Advanced Management; Babson
College, USA, 2014.
Perjalanan Karir:
Memulai sebagai Wartawan pada Majalah Jakarta, PT Gramedia Kompas

(1984-1986), Direktur PT Djemat, Samhani & Partners (1986-1988), Kepala
Bagian Publikasi & Data, Lembaga Manajemen FEUI (1988-1992), Staf Pengajar
Rhenald Kasali
Tetap di Universitas Indonesia (1988 sekarang), Ketua Program Studi Ilmu
Komisaris Utama
President Commissioner Manajemen Pascasarjana FEUI (Program Doktoral dan Magister Sain dalam Ilmu
Manajemen) (1998 Oktober 2005), Komisaris PT Kemenangan Jaya (2000-
2007), Komisaris PT Radio Smart FM (2002-2009), Komisaris Independen tPT
Indomobil Finance Indonesia (2004 Sekarang), Komisaris Independen PT
Indofarma, Tbk (2003-2006), Komisaris PT Dirgantara Indonesia (2003-2006),
PLH Kepala Badan Pengembangan Ekspor Nasional (2005-2006), Ketua Program
Studi Magister Manajemen FEUI (November 2005 Juli 2013), Pendiri Rumah
Yayasan Perubahan (2007 Sekarang), Dewan Penasihat Pertamina University
(April 2013 Sekarang), Tenaga Ahli Pertamina Foundation (November 2013
Sekarang).
Dasar Pengangkatan: SK-86/MBU/06/2015
Indonesian Citizen, 55 years old. Obtained his Bachelor of Economics from the
University of Indonesia in 1985, Master of Science in Business Administration
from the University of Illinois at Urbana & Campaign, United States of America
in 1993, and Doctorate in Philosophy from the University of Illinois at Urbana &
Campaign, United States of America in 1998.
Trainings followed, among others:
Followed trainings such as Asian Productivity Center, Japan Productivity Center

Tokyo, 1990; Harvard Business School (Microeconomics of Competitiveness:
Firm, Cluster & Economic Development), serial 2000 2005; Cluster &
Competitiveness; Yale School of Management (Yale Global Network on
Advanced Management), serial 2011 2013: Advanced Management; Babson
College, USA, 2014.
Career Journey:
Began as a Journalist for Jakarta Magazine, PT Gramedia - Kompas (1984-

1986), Director of PT Djemat, Samhani & Partners (1986-1988), Head of
Publications & Data, FEUI Management Institute (1988-1992), Permanent

Lecturer at the University of Indonesia (1988 present), Chairman of the Master

of Management Study Program of FEUI (Doctoral Program and the Master
of Science in Management Science) (1998 October 2005), Commissioner
of PT Kemenangan Jaya (2000-2007), Commissioner of PT Radio Smart FM
(2002-2009), Independent Commissioner of PT Indomobil Finance Indonesia
(2004 Present), Independent Commissioner of PT Indofarma, Tbk (2003-
2006), Commissioner of PT Dirgantara Indonesia (2003-2006), Acting Head of
National Agency for Export Development (2005-2006), Chairman of the Master
of Management Study Program of FEUI (November 2005 July 2013), Founder
of Rumah Yayasan Perubahan (2007 Present), Advisory Board of Pertamina
University (April 2013 Present), Experts in Pertamina Foundation (November
2013 Present).
Appointment Basis: SK-86/MBU/06/2015
Warga Negara Indonesia, umur 60 tahun. Menyandang gelar Sarjana Teknik

Geodesi dari Institut Teknologi Bandung tahun 1980 dan Sarjana S2 bidang
Kebijakan Publik dari Universitas Indonesia tahun 2001.
Mengikuti berbagai training antara lain Airport Master Planning di Amerika

Serikat; Asset Management di Jakarta; National ATC Masterplan, Jakarta, Airport
Management Course di Belanda serta Airport Engineering Training di Prancis
dan Belgia.
Perjalanan Karir:
Sebelumnya menjabat di berbagai posisi pada Kementerian Perhubungan

sebagai Staf Dit Pelud (19811985), Kasi Hak Lahan (1985-1992), Kasi Penyiapan
Lahan (19921995), Kepala Bagian Perencanaan (19952002), Direktur Angkutan
Udara (2002-2007), Kepala Pusat Kajian Strategis (2007-2008), Kepala Pusat
Kajian Kemitraan & PJT (20082009), Kepala Biro Perencanaan (2009-2012),
Staf Ahli Menteri Perhubungan Bidang Teknologi dan Energi (2012-2013), Kepala
Badan Pengembangan Sumber Daya Manusia Perhubungan (2013-2014) serta
Santoso Eddy Wibowo
Sekretaris Jenderal (2014-sekarang) serta sebagai Komisaris Utama Angkasa
Komisaris
Commissioner Pura II (2014-2015).
Dasar Pengangkatan: SK-86/MBU/06/2015.
Indonesian Citizen, 60 years old. Obtained his Bachelor of Geodetic Engineering

from Bandung Institute of Technology in 1980 and Master Degree in Public
Policy from the University of Indonesia in 2001.
Followed various trainings, among others: Airport Master Planning in the United
States of America; Assets Management in Jakarta; National ATC Masterplan,
Jakarta, Airport Management Course in Netherlands, as well as Airport
Engineering Training in France and Belgium.

Career Journey:
Previously served in various position at the Ministry of Transportation as Staff

of Pelud Directorate (1981-1985), Sub-Section Head of Land Rights (1985-
1992), Sub-Section Head of Land Preparation (1992-1995), Head of Planning
Department (1995-2002), Director of Air Transport (2002 -2007), Head of
Center for Strategic Studies (2007-2008), Head of Partnership & PJT (2008-
2009), Head of Planning Bureau (2009-2012), Energy and Technology Advisor
to the Minister of Transportation (2012-2013), Head of Human Resources
Transportation Development (2013-2014) and Secretary General (2014-present)
and President Commissioner Angkasa Pura II (2014-2015).
Warga Negara Indonesia, usia 62 tahun. Menyandang gelar Sarjana Teknik Sipil
dari Institut Teknologi Bandung pada tahun 1977 dan meraih gelar Strata Dua
bidang Hydraulic Structure di IHE Delft, Belanda pada tahun 1980.
Refresher Seminar on Water for Food, Second World Water Forum, 17th ICID World
Congress, Irrigation Planning and Programming, Water Resources Development
Planning, Diklat Kepemimpinan Tingkat I (SPATI), Diklat Kepemimpinan Tingkat
II (SPAMEN), Penataran Pengawasan Melekat, Diklat SPAMA, SEPALA Angkatan
XVI, serta Seminar Pengkajian Kebijaksanaan Strategi Pengelolaan Sumber Daya
Air Jangka Panjang.
Perjalanan Karir:
Sebelumnya menjabat sebagai Kasi Evaluasi Sosial & Ekonomi Direktur Bina
Program Pengairan Departemen PU (1990-1991), Kasi PWS Wilayah II Ekonomi
Direktur Bina Program Pengairan Departemen PU (1991-1993), Pemimpin Proyek
Perencanaan Pembangunan Waduk Muara dan Pengamanan Pantai Pusat Ditjen
Pengairan Departemen PU (1993-1994), Kabag Pengembangan Sumber Daya
W. Budi Santoso Air Biro Pengairan dan Iriagasi BAPPENAS (1994-2000), Kasubdit Program dan
Komisaris
Anggaran Direktur PE, Ditjen Pengembangan Pedesaan DepKimbangwil (2000-
Commissioner
2001), Kasubdit Penyiapan Kebijakan dan Strategi Direktur Bintek Ditjen Sumber
Daya Air Dep. Kimpraswil (2001), Asisten Deputi Urusan Pengairan dan Irigasi
Deputi Bidang Koordinasi Desentralisasi Fiskal, Infrastruktur dan Pengembangan
Wilayah Menko Perekonomian (2001-2005) serta Asisten Deputi Urusan
Infrastruktur dan Pengembangan Wilayah Sumatera Deputi Bidang Infrastruktur
dan Pengembangan Wilayah (2005).
Dasar Pengangkatan: SK-335/MBU/2012

Indonesian Citizen, 62 years old. Obtained his Bachelor of Civil Engineering

from Bandung Institute of Technology in 1977 and his Master Degree in the
field of Hydraulic Structure at IHE Delft, Netherlands in 1980.
Refresher Seminar on Water for Food, Second World Water Forum, 17th ICID
World Congress, Irrigation Planning and Programming, Water Resources
Development Planning, Leadership Education and Training Level I (SPATI),
Leadership Education and Training Level II (SPAMEN), Embedded Supervision
Training, SPAMA Education and Training, SEPALA Batch XVI, as well as Seminar
on Long Term Water Resources Management Strategy Policy Assessment.
Career Journey:
Previously served as Sub-Section Head of Social & Economy Evaluation

under the Director of Irrigation Development Program of the Public Works
Department (1990-1991), Sub-Section Head PWS Area Economy II under the
Director of Irrigation Development Program of the Public Works Department
(1991-1993), Project Leader of Construction Planning Estuary Reservoir and
Central Beach Pacification Directorate General Irrigation of the Public Works
Department (1993-1994), Section Head of Water Resources Development
Bureau of Water and Irrigation BAPPENAS (National Development Planning
Agency) (1994-2000), Sub-Directorate Head of Program and Budgeting
under Director of PE, Directorate General Rural Development Department
of Settlement and Regional Development (Kimbangwil) (2000-2001),
Head of Sub-Directorate Policy and Strategy Preparation under Director
of Engineering Development Directorate General of Water Resources
Department of Settlement and Regional Infrastructure (Kimpraswil) (2001),
Assistant Deputy of Water and Irrigation Deputy of Fiscal Decentralization
Coordination, Infrastructure and Regional Development Coordinating
Minister for Economic Affairs (2001-2005) and as Assistant Deputy of
Infrastructure and Regional Development Sumatra under the Deputy of
Infrastructure and Regional Development (2005).
Appointment Basis: SK-335/MBU/2012

Warga Negara Indonesia, umur 45 tahun. Menyelesaikan Sarjana Pertanian
Universitas Sebelas Maret tahun 1993, Sarjana Ekonomi Universitas Persada
Indonesia tahun 2003 dan program Pasca Sarjana Magister Manajemen
Universitas Gadjah Mada, tahun 2005.
Training yang Diikuti Antara Lain:
Mengikuti Diklat Pra Jabatan BPLK tahun 1996, Diklat Pim IV ADUM tahun 2001
dan Diklat Pimpinan Tingkat III (SPAMA) di Jakarta tahun 2007.
Perjalanan Karir:
Pernah menjabat sebagai Kepala Seksi Pendanaan dan Sumber Daya, Subit
Perusahaan Perkebunan III dan Pertanian, Direktorat Persero Pertanian,
Perkebunan dan Kehutanan, Ditjen Pembinaan BUMN, Departemen Keuangan
(2001-2002), Kepala Sub Bidang Perencanaan Usaha Produksi Pertanian,
Kementerian BUMN (2002-2006), Kepala Bidang Usaha Perkebunan IIB,
Kementerian Negara BUMN (2006-2012), Kepala Bidang Usaha Infrastruktur dan
Logistik IA, Kementerian BUMN (2012-2013), serta Asisten Deputi Bidang Usaha
Jasa III, Kementerian BUMN (2013-sekarang). Selain jabatan di Kementerian
Wahyu Kuncoro
BUMN, pernah menjabat sebagai Komisaris PT Perkebunan Nusantara XI
Komisaris
(Persero) (2008-2012), Komisaris PT Perkebunan Nusantara XIII (Persero) (2012-
Commissioner
2013) .
Dasar Pengangkatan: SK-243/MBU/2013
Indonesian Citizen, 45 years old. Obtained his Bachelor of Agriculture from

the University of Sebelas Maret in 1993, Bachelor of Economics from Persada
Indonesia University in 2003 and Master of Management from Gadjah Mada
University in 2005.
Followed the Education and Training of BPLK Pre-Positioning in 1996, Education

and training of ADUM IV Pim in 2001 and the Leadership Education and Training
Level III (SPAMA) in Jakarta in 2007.
Career Journey:
Held a position as the Section Head of Financing and Resources, Sub Directorate
of Plantation Company III and Agriculture, Directorate of Agriculture, Plantation
and Forestry Companies, Directorate General of SOE Training, Ministry of
Finance (2001-2002), Head of Sub Division of Agriculture Production Planning,
Ministry of SOE (2002-2006), Head of IIB Plantation Business Division, State
Ministry of SOE (2006 2012), Head of Infrastructure and Logistics IA Business
Division, Ministry of SOE (2012-2013), as well as Deputy Assistant of Service III
Business Division, Ministry of SOE (2013-present). Aside from positions in the
Ministry of SOE, he has held a position as the Commissioner of PT Perkebunan
Nusantara XI (Persero) (2008-2012), Commissioner of PT Perkebunan Nusantara
XIII (Persero) (2012-2013).
Appointment Basis: SK-243/MBU/2013

Warga Negara Indonesia, umur 55 tahun. Menyandang gelar Akuntan (Diploma
IV) dari Sekolah Tinggi Akuntansi Negara tahun 1987 dan Master, spesialisasi
Accounting Science dari University of Missouri, Kansas City USA tahun 1991.
Training yang Diikuti Antara Lain:
Mengikuti berbagai training antara lain Inhouse Training Bedah Pasal Tindak
Pidana Korupsi, Inhouse Training Computer Forensic, Pelatihan Safety Driving
Course Batch IV, Pelatihan Complex Financial Investigation Techniques, Round
Table Discussion Experience and Sharing dengan Tema Penerapan Pidana
Korupsi dalam Permasalahan Perpajakan, Inhouse Training Tentang Fotografi
untuk Investigas, Inhouse Training Tentang Tindak Pidana Korupsi Terhadap
Dunia Pasar Modal, Inhouse Training Tentang Tindak Pidana Pencucian Uang,
Pelatihan Matrikulasi Hukum Angkatan V, Pelatihan Pajak Komprehensif Brevet
AB dan Inhouse Training Kejahatan Keuangan & BLBI.
Perjalanan Karir:
Sebelumnya menjabat sebagai Kepala Seksi Pengawasan Lembaga-lembaga

Keuangan I pada BPKP Perwakilan Jawa Timur (1992-1994), Kepala Sub
Iswan Elmi
Direktorat Investigasi Instansi Pemerintah Daerah Deputi Bidang Investigasi
Komisaris
BPKP (2000- 2004), Manager Komponen Anti Korupsi BPKP (2002-2004),
Commissioner
Direktur Penyelidikan KPK (2005-2011), Plh Deputi Penindakan (2011), Deputi
Bidang Pencegahan dan Plt Deputi Bidang Informasi dan Data KPK (2012-2014),
serta Deputi Bidang Investigasi BPKP (2014-sekarang).
Dasar Pengangkatan: SK-25/MBU/S/11/2014
Indonesian Citizen, 55 years old. Obtained his degree in Accounting (Diploma

IV) from the State College of Accountancy in 1987 and Master in Accounting
Science from the University of Missouri, Kansas City USA in 1991.
Followed various training among others: In-house Training of Deep-dive on

Criminal Code Article on Corruption, In-house Training on Computer Forensic,
Training of Safety Driving Course Batch IV, Training of Complex Financial
Investigation Techniques, Round Table Discussion Experience and Sharing
with the theme of Penerapan Pidana Korupsi dalam Permasalahan Perpajakan,
In-house Training on Photography for Investigation, In-house Training on
Corruption in Capital Market, In-house Training on Money Laundering, Law
Matriculation Training Batch V, Comprehensive Brevet AB Tax Training and In-
house Training on Kejahatan Keuangan & BLBI.

Career Journey:
Served as Section Head of Financial Institutions Supervisory I in BPKP (Financial

and Development Supervisory Agency) of East Java Representative (1992-1994),
Head of Sub Directorate of Investigation of Local Government Institution of
BPKP Investigation Department (2000-2004), Manager of BPKP Anti-Corruption
Component (2002-2004), Director of Investigation Corruption Eradication
Commission (2005-2011), Acting Deputy of Enforcement (2011), Deputy of
Prevention and Acting Deputy of Information and Data Corruption Eradication
Commission (2012-2014), and Deputy of BPKP Investigation (2014-present).
Appointment Basis: SK-25/MBU/S/11/2014
Warga Negara Indonesia, usia 59 tahun, menyelesaikan pendidikan di Akademi

Angkatan Bersenjata Republik Indonesia (AKABRI) bagian Udara pada tahun
1981, SESKO AU pada tahun 1995, SESKO TNI pada tahun 2005, dan LEMHANAS
PPRA 41 pada tahun 2008.
Lemhannas PPRA (Program Pendidikan Reguler Angkatan) XLI Tahun 2008.

The 6th Airport Construction Summit 2016 di Shanghai, China.
Perjalanan Karir:
Perwira Teknik Helikopter SKAD 7 (1981-1984), Perwira PUSPAKHAS AU (1985-

1989), Komandan Flight PASKHAS 462 (1989-1990), KADISOP SKADRON
PASKHAS 462 (1990-1995), DANSKADRON PASKHAS 463 (1996-1997),
DANSATPAMWAL MABES TNI (1998-1999), DAN GRUP B PASPAMPRES (1999-
2002), DAN GRUP A PASPAMPRES (2002-2004), WADANPUSPOMAU (2004-
2005), DANWING DIKLAT PASKHAS (2006-2007), DANWING I PASKHAS (2007-
2008), WADANKORPASKHAS (2009-2011), BANDEP UR LINGSTRANAS DEWAN
KETAHANAN NASIONAL (2011-2012), DIRDIK KODIKLAT TNI (2012-2012),
Harpin Ondeh
DANPUSLAT KODIKLAT TNI (2012-2013), KOMANDAN KORPASKHAS (2013-
Komisaris
Commissioner 2014), Vice President Security & Risk Management PT FREEPORT INDONESIA
(Maret-Juni 2015).
Indonesian Citizen, 59 years old, he completed his miltary education from the
Indonesian Armed Forces Academy (AKABRI) Air Force in 1981, SESKOAU in
1995, SESKO TNI in 2005, and LEMHANAS PPRA 41 in 2008.

Lemhannas PPRA Program Class of XLI in 2008.

The 6th Airport Construction Summit 2016 at Shanghai, China.
Career Journey:
Helicopter Engineering Officer of SKAD 7 (1981-1984), Officer of PUSPAKHAS

AU (1985-1989), Flight Commander of PASKHAS 462 (1989-1990), KADISOP
SKADRON PASKHAS 462 (1990-1995), DANSKADRON PASKHAS 463 (1996-
1997), DANSATPAMWAL MABES TNI (1998-1999), DAN GRUP B PASPAMPRES
(1999-2002), DAN GRUP A PASPAMPRES (2002-2004), WADANPUSPOMAU
(2004-2005), DANWING DIKLAT PASKHAS (2006-2007), DANWING I PASKHAS
(2007-2008), WADANKORPASKHAS (2009-2011), BANDEP UR LINGSTRANAS
OF THE NATIONAL SECURITY COUNCIL (2011-2012), DIRDIK KODIKLAT TNI
(2012-2012), DANPUSLAT KODIKLAT TNI (2012-2013), COMMANDER OF
KORPASKHAS (2013-2014), Vice President of Security & Risk Management of PT

laporan
direksi
Board of Directors Report
Semua segmen usaha mengalami peningkatan

pendapatan di tahun 2015 dimana peningkatan
terbesar adalah dari pendapatan non-aeronautika.
All business segments experienced an increase of revenues in 2015

where the largest increase was from non-aeronautical revenues.
Budi Karya Sumadi

Direktur Utama
President Director

Pemegang saham dan pemangku kepentingan yang kami Respected Shareholders and Stakeholders,
hormati,
Dalam kesempatan yang baik ini, perkenan kami selaku Direksi In this great opportunity, please allow us, the Board of
menyampaikan laporan aktivitas pengurusan perseroan Directors, to deliver the Companys management activity
sepanjang tahun 2015. Puji syukur kehadirat Tuhan Yang Maha report throughout 2015. We offer our praise to the God
Kuasa, karena atas kekuatan dan rahmat yang diberikan Nya, Almighty, because of His strength and grace, Angkasa Pura II
Angkasa Pura II dapat melalui perjalanan dan dinamika tahun can pass through the dynamics in 2015 with the achievement
2015 dengan capaian kinerja yang baik dan memuaskan of good and satisfactory performance amid the global
ditengah iklim perekonomian global yang masih mengalami economic climate that is still experiencing uncertainty as
ketidakpastian serta atmosfir ekonomi nasional yang terus well as national economic atmosphere that continues to
menapaki berbagai fase perbaikan dan pertumbuhan yang experience various phrases of improvement and growth
mulai menunjukkan harapan. which began to show expectations.
Di tengah berbagai tantangan eksternal dan domestik, In the midst of various external and domestic challenges,
perekonomian Indonesia 2015 mencatat kinerja yang the Indonesian economy in 2015 recorded a positive
positif. Stabilitas makroekonomi dan sistem keuangan performance. Macroeconomic stability and financial system
terjaga sementara momentum pertumbuhan ekonomi mulai is maintained while the economic growth momentum started
bergulir. Terjaganya stabilitas makroekonomi tercermin pada to roll. The maintained macroeconomic stability is reflected
inflasi yang kembali pada kisaran sasarannya 41%, defisit in the inflation that returns to the targeted range of 41%, the
transaksi berjalan yang menurun ke sekitar 2% dari PDB, nilai current account deficit that decreased to approximately 2%
tukar rupiah yang terkendali terutama sejak triwulan IV 2015, of GDP, rupiah exchange rate is controlled mainly since the
dan sistem keuangan yang resilien didukung oleh kecukupan fourth quarter of 2015, and financial systems that is resilient
modal yang kuat. supported by strong capital adequacy.
Sementara itu, pertumbuhan ekonomi yang berada pada tren Meanwhile, economic growth which is on a weakening
melemah mulai menemukan momentum pembalikan pada trend began to find momentum of reversal in the second
semester II 2015. Pencapaian kinerja ekonomi tersebut tidak half of 2015. The achievement of economic performance
terlepas dari sinergi kebijakan yang ditempuh Bank Indonesia cannot be separated from the synergies of policies pursued
dan Pemerintah untuk mengawal stabilitas makroekonomi by the Bank of Indonesia and the Government to safeguard
dan sistem keuangan serta mendorong proses pemulihan macroeconomic stability and financial system as well as to
perekonomian. boost the economic recovery process.
Analisis Kinerja Tahun 2015 2015 Performance Analysis
Ketidakpastian global telah membuat manajemen ekonomi The global uncertainty has made macroeconomic
makro di Indonesia semakin sulit dan risiko perlambatan management in Indonesia is getting harder and the risk of a
pada proyeksi jangka pendek semakin besar. Pemerintah slowdown in the short-term projection is getting bigger. The
memahami perlunya meningkatkan tingkat kepercayaan dunia government recognizes the need of improving the level of
usaha serta iklim investasi untuk meningkatkan pertumbuhan business confidence and investment climate to boost growth
dan telah mengambil beberapa langkah penting. Pada bulan and has taken some important measures. In September
September dan Oktober 2015, pemerintah mengumumkan and October 2015, the Government announced a series of
serangkaian paket yang difokuskan pada mengurangi beban packages that are focused on reducing the regulatory burden
regulasi dan menurunkan biaya usaha. Investasi tetap masih and lowering business costs. Fixed investment is still a major
menjadi penyebab utama perlambatan ekonomi meski cause of economic slowdown although consumer spending
konsumsi masyarakat juga tumbuh secara moderat, yang also grew moderately, contributing to GDP growth.
berkontribusi pada pertumbuhan PDB.
Dalam kondisi perekonomian tersebut diatas, kinerja keuangan In the above mentioned economic conditions, the financial
Angkasa Pura II menunjukkan prestasi yang baik. Hal ini terlihat performance of Angkasa Pura II showed good performance.
dari adanya peningkatan kinerja baik dari sisi laporan posisi This is seen from an increase in performances both in terms
keuangan maupun laporan laba rugi perusahaan. of balance sheet and profit or loss of the Company.

Dari sisi laporan posisi keuangan, aset perusahaan meningkat From the statements of financial position, the Companys
sebesar 27,23% menjadi Rp20.270,76 miliar, sedangkan assets increased by 27.23% to Rp20,270.76 billion, while the
ekuitas perusahaan meningkat sebesar 27,25% menjadi Companys equity increased by 27.25% to Rp16,235.77 billion.
Rp16.235,77 miliar.
Angkasa Pura II berhasil meningkatkan kinerja keuangan Angkasa Pura II succeeded in improving its financial
di tahun 2015 dimana Perseroan mencatat kenaikan Laba performance in 2015 where the Company recorded an
Bersih menjadi Rp1.687,32 miliar dari sebelumnya di tahun increase in Net Income to Rp1,687.32 billion from earlier in
2014 yaitu Rp1.126,77 miliar atau naik sebesar 49,75%. Karena 2014 with Rp1,126.77 billion or rose by 49.75%. Due to the
kenaikan laba bersih tersebut, nilai Laba Per Saham di tahun increase in Net Income, the value of Earnings Per Share in
2015 juga meningkat sebesar 49,75% dimana sebelumnya di 2015 also increased by 49.75% whereas previously in 2014
tahun 2014 nilai Laba Per Saham adalah sebesar Rp225.354 was Rp225,354 to Rp337,465 in 2015.
menjadi Rp337.465 di tahun 2015.
Semua segmen usaha mengalami peningkatan pendapatan All business segments experienced an increase of revenues in
di tahun 2015 dimana peningkatan terbesar adalah dari 2015 where the largest increase was from non-aeronautical
pendapatan non-aeronautika meningkat sebesar 32,71% revenues that increased by 32.71% to Rp2,185.08 billion
menjadi Rp2.185,08 miliar dibandingkan tahun 2014. Di tahun compared to 2014. In 2015, aeronautical revenues increased
2015, pendapatan aeronautika meningkat sebesar 6,97% by 6.97% to Rp3,310.23 billion and cargo revenues increased
menjadi Rp3.310,23 miliar dan pendapatan kargo meningkat by 24.48% to Rp148.83 billion compared to 2014.
sebesar 24,48% menjadi Rp148,83 miliar dibandingkan tahun
2014.
Pada tahun 2015, pendapatan aeronautika Perseroan In 2015, the Companys aeronautical revenues based on
berdasarkan segmen usaha mengalami peningkatan sebesar business segments increased by Rp215.80 billion or 6.97%
Rp215,80 miliar atau sebesar 6,97% dibandingkan tahun 2014. compared to 2014. Revenues for all business segments of
Pendapatan semua segmen usaha jasa aeronautika mencapai aeronautical services reached Rp3.31 trillion in 2015, with
sebesar Rp3,31 triliun pada tahun 2015, dengan pendapatan the revenues of aeronautical services in 2014 amounted to
jasa aeronautika pada tahun 2014 sebesar Rp3,09 triliun. Rp3.09 trillion. Increased revenues among others came from
Peningkatan pendapatan diantaranya berasal dari Jasa passenger service charges, counter usage, surcharge parking
pelayanan penumpang, pemakaian counter, jasa parking services, Aviobridge usage, and placement services. Passenger
surcharge, pemakaian Aviobridge, dan jasa penempatan. service charges contributes the most to total aeronautical
Jasa pelayanan penumpang merupakan jasa pelayanan revenues. In 2015, passenger service charges reached Rp2.26
yang berkontribusi terbesar terhadap total pendapatan jasa trillion, increased by Rp123.70 billion or 5.79% compared
aeronautika. Pendapatan jasa pelayanan penumpang tahun to 2014 with Rp2.14 trillion. While the other aeronautical
2015 mencapai Rp2,26 triliun, meningkat sebesar Rp123,70 services that provide significant growth of revenues, among
miliar atau 5,79% dibandingkan pendapatan jasa pelayanan others: counter usage and surcharge parking services. In
penumpang tahun 2014 sebesar Rp2,14 triliun. Sedangkan terms of revenues growth, respectively grew by Rp52.09
jasa pelayanan aeronautika yang lain yang memberikan billion (36.03%) and Rp31.39 billion (193.46%).
peningkatan pendapatan secara signifikan antara lain:
pemakaian counter dan jasa parking surcharge. Secara
peningkatan pendapatan, masing-masing tumbuh sebesar
Rp52,09 miliar (36,03%) dan Rp31,39 miliar (193,46%).
Pada tahun 2015, pendapatan non aeronautika Perseroan In 2015, the Companys non-aeronautical revenues based
berdasarkan segmen usaha mengalami peningkatan sebesar on business segments increased by Rp535.56 billion or
Rp535,56 miliar atau sebesar 32,71% dibandingkan tahun 32.71% compared to 2014. The non-aeronautical revenues
2014. pendapatan jasa non aeronautika mencapai Rp2,18 reached Rp2.18 trillion, compared to 2014 with Rp1.65
triliun, dibandingkan tahun 2014 sebesar Rp1,65 triliun. trillion. In general, the increase is in line with the increase
Secara umum, peningkatan ini sejalan dengan peningkatan in non-aeronautical services in each business segment.
pelayanan jasa non aeronautika di tiap segmen usaha. The increase in non-aeronautical services becomes the
Peningkatan pendapatan jasa non aeronautika menjadi largest source of revenues growth amounted to Rp538.56
sumber pendapatan dengan pertumbuhan terbesar mencapai billion (32.71%). The increase in non-aeronautical revenues

Rp538,56 miliar (32,71%). Peningkatan pendapatan non primarily derived from concessions, vehicle parking and land
aeronautika diantaranya terutama berasal dari konsesi, parkir lease.
kendaraan dan sewa tanah.
Dalam mengarungi persaingan usaha, perusahaan mengalami In going through the business competition, the Company
beberapa tantangan dan kendala seiring dengan perubahan experienced several challenges and obstacles in line
lingkungan bisnis. Perubahan dinamika lingkungan industri with changes in the business environment. Changes in
transportasi khususnya angkutan udara, menuntut adanya environmental dynamics of the transportation industry,
pemenuhan kebutuhan dan harapan pelanggan selaku especially air transport, requires the fulfillment of needs and
pengguna jasa kebandarudaraan. Kualitas layanan dan expectations of customers as airport services users. The quality
pengembangan fasilitas kebandarudaraan menjadi prioritas of service and development of airport facilities become an
yang penting bagi Perseroan untuk ditingkatkan guna important priority for the Company to be improved in order
memenuhi harapan dan tuntutan kebutuhan pelanggan. to meet the expectations and demands of customer needs.
Seiring dengan perubahan regulasi terkait dengan adanya Along with changes in regulations related to the separation
pemisahan ATS Provider yang sebelumnya dikelola oleh of ATS Provider which previously managed by Angkasa Pura
Angkasa Pura II beralih menjadi Perum LPPNPI, memberikan II turned into Perum LPPNPI, give effect to the aeronautical
pengaruh terhadap pendapatan sektor aeronautika. Hal sector revenues. This prompted the Company to be more
ini mendorong Perseroan untuk lebih fokus terhadap focus against the business development of non-aeronautical
kegiatan pengembangan usaha jasa non aeronautika. services. The business development strategies among others
Strategi pengembangan usaha tersebut antara lain: Strategi are: Existing Business Development Strategy, New Business
Pengembangan Usaha Eksisting, Strategi Pengembangan Development Strategy such as market penetration, market
Usaha Baru seperti market penetration, market development, development, service development and diversification.
service development, dan diversification.
Analisis Prospek Usaha Business Prospects Analysis
Pertumbuhan penumpang angkutan udara di Indonesia The growth of airline passengers in Indonesia after the
pasca deregulasi industri penerbangan tahun 1999 sangat deregulation of airlines industry in 1999 was impressive. Based
menakjubkan. Berdasarkan data pertumbuhan industri on the aviation industry growth data in the past 5 years as
penerbangan dalam kurun waktu 5 tahun terakhir yang dilihat seen from the performance of aircraft movements, number
dari kinerja pergerakan pesawat udara, jumlah penumpang, of passengers and amount of cargo will continue to increase.
dan jumlah kargo yang terus meningkat. Pertumbuhan jumlah The growth of total passengers for Indonesian domestic flight
penumpang untuk penerbangan nasional Indonesia bahkan even amongst the top 10 category in Asia Pacific Region.
masuk dalam kategori 10 besar di kawasan Asia Pasifik.
Peluang pertumbuhan tersebut ditunjang oleh adanya: This growth opportunities was supported by, firstly, the
pertama, jumlah penduduk Indonesia yang semakin increasing population of Indonesia. Based on US Census
bertambah. Berdasarkan Data Biro Sensus AS, Indonesia Bureau Data, Indonesia ranks at 4th place in the worlds largest
menempati urutan ke 4 (empat) dunia dalam hal banyaknya population, after China, India and the United States. Secondly,
jumlah penduduk, setelah China, India dan Amerika Serikat. the area of Indonesia lies between the Indian Ocean and the
Kedua, luas wilayah Indonesia terbentang di antara Samudera Pacific Ocean and is located in a very strategic cross position,
Hindia dan Samudera Pasifik dan terletak di posisi silang at the coordinate of 6 N - 11 08 S and from 97 - 141
yang sangat strategis yaitu pada koordinat 6LU - 1108LS 45 E. Thus, geographically, Indonesia is located in a very
dan dari 97 - 14145BT. Secara geografis Indonesia terletak strategic position, an international trade hub linking the north
pada posisi yang sangat strategis, menjadi hub perdagangan to the south (Japan and Australia) and west to east (Europe,
internasional yang menghubungkan utara ke selatan (Jepang Asia, Australia). The country has 17,508 islands spreading
dan Australia) dan barat ke timur (Eropa, Asia, Australia). along the equator. Indonesia is a vast country that stretches
Memiliki 17.508 pulau yang terletak disepanjang garis as far as 5,120 km to the east and 1,760 km west.
katulistiwa. Indonesia adalah negara yang sangat luas yang
terbentang sejauh 5.120 km timur dan ke barat 1.760 km.
Perkembangan industri pariwisata dalam negeri juga Development of the tourism industry in the country also
memberikan peluang peningkatan jumlah wisatawan yang provides improvement opportunity in the number of tourists

menggunakan jasa penerbangan. Lebih lanjut, maskapai who use flight services. Furthermore, foreign airlines entering
penerbangan asing masuk ke dalam negeri, menambah the country, increase the traffic of Indonesian aviation market.
ramainya pasar penerbangan Indonesia. Persaingan maskapai Airlines competition both foreign and domestic airlines
penerbangan baik maskapai penerbangan asing maupun creates price competition that encourages the enforcement
domestik menciptakan persaingan harga yang mendorong of Low Cost Carrier (LCC) concept. Enforcement of such
pemberlakuan konsep Low Cost Carrier (LCC). Pemberlakuan concept will further encourage the growth of passengers
konsep tersebut akan semakin mendorong pertumbuhan and airlines which then makes air travel industry as a more
penumpang dan maskapai penerbangan yang kemudian desirable transportation choices.
menjadikan industri penerbangan udara sebagai pilihan
sarana transportasi antarwilayah yang lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan Development of Indonesian aviation industry will also be
semakin cerah dengan ikut sertanya Indonesia dalam World brighter with the participation of Indonesia in World Route
Route Airlines. Acara pertemuan global bagi pihak-pihak Airlines. The global meeting event for parties involved in the
yang berkecimpung dalam industri penerbangan yang aviation industry which is held every few years attended by
diadakan beberapa tahun sekali ini diikuti oleh lebih dari 110 more than 110 countries. With the participation of Indonesia
negara. Dengan ikut sertanya Indonesia dalam acara tersebut, in the event, it is expected more foreign airlines will cooperate
diharapkan lebih banyak maskapai penerbangan asing yang and open up routes from and to Indonesia.
bekerjasama dan membuka rute penerbangan dari dan ke
Indonesia.
Beberapa peluang yang menciptakan prospek usaha yang Several opportunities that create brilliant business prospects
cemerlang bagi Angkasa Pura II sebagai berikut: for Angkasa Pura II as follows.
1. Pertumbuhan Angkutan Udara Setiap Tahunnya 1. Air Transport Annual Growth
Adanya pertumbuhan angkutan udara setiap tahun Growth of air transport each year has the potential to
berpotensi meningkatkan pendapatan aeronautika dan increase aeronautical revenues and non-aeronautical
pendapatan non-aeronautika. revenues.
2. Berkembangnya Low Cost Carrier (LCC) 2. Development of Low Cost Carrier (LCC)
Perkembangan LCC mendukung peningkatan jumlah Development of LCC supports the increase in the
penumpang setiap tahunnya. amount of passengers each year.
3. Potensi Pertumbuhan Bisnis dan Ekonomi di Sekitar 3. Business and Economic Growth Potential Around the
Bandara Airport
Adanya potensi pertumbuhan bisnis dan ekonomi di Potential business and economic growth around the
sekitar bandara memberikan hubungan timbal balik airport provides a mutual relationship with the airport.
dengan bandara. 4. Tourism Development Potential in Western Indonesia
4. Potensi Pengembangan Pariwisata di Wilayah Indonesia Region
Barat The number of tourism sites that are being developed
Banyaknya tempat pariwisata yang sedang dikembangkan with the right promotion drive the traffic to and headed
dengan promosi yang tepat mendorong lalu lintas ke to areas in Indonesia can be improved.
dan menuju ke daerah di Indonesia dapat ditingkatkan. 5. Good Relationship with Government
5. Hubungan Baik Dengan Pemerintah Good relationship with central and local government
Hubungan baik dengan pemerintah pusat dan daerah can provide ease in airport development.
dapat memberikan kemudahan dalam pengembangan 6. Regional Autonomy
bandara. Regional autonomy causes each region to compete in
6. Adanya Otonomi Daerah setting up airports in their respective areas.
Adanya otonomi daerah menyebabkan setiap daerah 7. Open Sky Policy
berlomba-lomba untuk mendirikan bandara di daerah Open sky policy will provide a greater degree of freedom
masing-masing. for airlines to fly in the area of Indonesia.
7. Open Sky Policy
Open sky policy akan memberikan derajat kebebasan
yang lebih besar bagi maskapai penerbangan untuk
terbang di wilayah Indonesia.

Untuk merespon prospek dan potensi tersebut diatas, In order to respond the prospects and potential of the above,
Angkasa Pura II telah menyusun winning strategies, yaitu Angkasa Pura II has prepared winning strategies, namely
AP2WAY, dalam rangka mewujudkan visi menjadi World Class AP2WAY, in order to realize the vision to be a World Class
Company dan menjawab tantangan dan peluang. Penetapan Company and to answer challenges and opportunities.
strategi AP2WAY bertujuan untuk memudahkan pemahaman Determination of AP2WAY strategies aim to facilitate the
terhadap strategi perusahaan sehingga implementasi strategi understanding of corporate strategy so that implementation
dapat berjalan secara efektif. of the strategy can be run effectively.
Strategi AP2WAY mencakup 6 elemen penting sebagai AP2WAY strategies include 6 essential elements as follows:
berikut:
1. Airport Best Practices 1. Airport Best Practices
Pencapaian visi menjadi World Class Company perlu Achievement of vision to become a World Class
dilakukan dengan menerapkan praktik-praktik terbaik Company needs to be conducted by implementing best
dalam pengelolaan bisnis bandara. practices in the management of airport business.
2. People 2. People
Peningkatan kapabilitas dan kapasitas SDM secara Improvement of HR capabilities and capacities effectively
efektif dan berkesinambungan sangat diperlukan untuk and sustainably is necessary to implement best practices
menerapkan praktik-praktik terbaik dan mewujudkan visi and realize the Companys vision effectively.
perusahaan secara efektif. 3. Process
3. Process Implementation of effective and efficient business
Penerapan bisnis proses dan SOP yang efektif dan efisien process and SOP with continuous improvement is an
dengan perbaikan secara terus menerus merupakan essential requirement to achieve vision.
syarat penting pencapaian visi. 4. World Class System
4. World Class System Development and implementation of world-class system
Pengembangan dan penerapan sistem kelas dunia secara holistically and integratedly is absolutely necessary to
holistik dan terintegrasi adalah mutlak diperlukan untuk improve performance and realize the Companys vision
meningkatkan kinerja dan mewujudkan visi perusahaan effectively.
secara efektif. 5. Assets
5. Asset Optimization of the level of effectiveness and utilization
Optimalisasi tingkat efektivitas dan utilitasi aset of the Companys assets in overall plays a very important
perusahaan secara menyeluruh berperan sangat penting role in the improvement of services that prioritize safety,
dalam peningkatan pelayanan yang mengedepankan security and comfort for all services users, as well as
keselamatan, keamanan dan kenyamanan bagi seluruh increase in ROA (Return on Assets).
pengguna jasa, serta peningkatan ROA (return on asset). 6. Yield
6. Yield In the end, strategy that has been prepared is expected
Pada akhirnya, strategi yang telah disusun diharapkan to deliver real results for improving the Companys
dapat memberikan hasil nyata bagi peningkatan kinerja performance, especially financial performance and
perusahaan terutama kinerja keuangan dan pertumbuhan sustainable profitable growth.
yang menguntungkan secara berkesinambungan.
Penerapan Tata Kelola Perusahaan Corporate Governance Implementation
Manajemen Angkasa Pura II menyadari sepenuhnya bahwa Management of Angkasa Pura II is fully aware that sustainable
keunggulan daya saing berkelanjutan dapat dicapai melalui competitive advantage can be achieved through the
penerapan Tata Kelola Perusahaan Yang Baik (GCG). Untuk implementation of Good Corporate Governance (GCG).
itu, Direksi berkomitmen kuat untuk menerapkan GCG secara To that end, the Board of Directors is strongly committed
terencana, sistemik, dan berkesinambungan. to implement GCG in a planned, systemic and sustainable
manner.
Beberapa inisiatif yang telah dijalankan antara lain: penunjukan Some of the initiatives that have been implemented include:
salah satu anggota Direksi yang bertanggung jawab atas the appointment of one member of the Board of Directors
penerapan dan pengendalian penerapan GCG, perumusan who is responsible for the implementation and control of
Road Map penerapan GCG, penyusunan dan pemutakhiran GCG, the formulation of GCG Road Map, preparation and

manual-manual GCG seperti Code of GCG, Code of Conduct updates on GCG manuals such as the Code of GCG, Code
dan Biard Manual. Selain itu, manajemen telah menetapkan of Conduct and Board Manual. In addition, the management
berbagai kebijakan yang melengkapi infrastruktur GCG has set policies that complement the GCG infrastructure of
Angkasa Pura II. Angkasa Pura II.
Untuk mendapatkan feed back bagi peningkatan penerapan To obtain feedback for improvement of GCG implementation,
GCG, pada tahun 2015 telah dilakukan GCG Assessment in 2015 was conducted a GCG Assessment by an independent
oleh penilai independen dimana diperoleh skor 85,14 dan appraiser which obtained a score of 85.14 and into the category
masuk dalam kategori SANGAT BAIK. Berdasarkan asesmen of VERY GOOD. Based on such assessment, it can be seen
tersebut dapat terlihat bahwa kelengkapan infrastruktur that the completeness of the Companys GCG infrastructure
GCG perusahaan telah memenuhi ekspektasi pemangku has met the expectations of stakeholders. Going forward, the
kepentingan. Ke depan, manajemen berkomitmen untuk management is committed to continuously improved the
terus meningkatkan kualitas penerapan GCG perusahaan quality of GCG implementation through efforts in applying
melalui upaya untuk menerapkan praktik-praktik terbaik the best practices (beyond compliance).
(beyond compliance).
Perubahan Komposisi Direksi Changes in the Board of Directors Composition
Pada tahun 2015, terdapat perubahan menyeluruh pada In 2015, there were major changes to the composition of the
komposisi Direksi Angkasa Pura II. Adapun susunan Direksi Board of Directors of Angkasa Pura II. As of December 31st,
per 31 Desember 2015 beserta SK pengangkatan adalah 2015, composition of the Board of Directors and its Decree of
sebagai berikut: appointment is as follows:
Direktur Utama
1 Budi Karya Sumadi SK-08/MBU/01/2015
President Director
Direktur
2 Djoko Murjatmodjo SK-08/MBU/01/2015
Director
Direktur
3. Daan Achmad SK-08/MBU/01/2015
Director
Direktur
4. Andra Y Agussalam SK-08/MBU/01/2015
Director
Direktur
5 Faik Fahmi SK-08/MBU/01/2015
Director
Direktur
6 Ituk Herarindri SK-08/MBU/01/2015
Director

Apresiasi Appreciation
Sebagai penutup laporan ini, perkenankanlah kami In closing of this report, please allow us to thank the
menghaturkan terima kasih kepada pemegang saham yang shareholders who have given us the confidence and support
telah memberikan kepercayaan dan dukungan kepada kami to us which able to pump up our enthusiasm and motivation
sehingga mampu memompa semangat dan motivasi kami to provide the best for Angkasa Pura II.
memberikan yang terbaik bagi Angkasa Pura II.
Secara khusus, kami menyampaikan apresiasi seluruh In particular, we express our appreciation for all employees
karyawan yang telah memberikan dedikasi, kerja keras, who have given their dedication, hard work and strict
dan disiplin yang ketat sedemikian sehingga perusahaan discipline so that the Company is able to achieve efficient
mampu menorehkan pencapaian operasional yang efisien operational and financial performance that are able to
dan diikuti pencapaian kinerja keuangan yang mampu meet the expectations of stakeholders. Hopefully all this
memenuhi ekspektasi pemangku kepentingan. Semoga achievement is able to provide assurances to stakeholders
semua pencapaian ini mampu memberikan keyakinan kepada and service users to continue to interact and use the services
pemangku kepentingan dan pengguna jasa untuk terus of the company.
berinteraksi dan menggunakan jasa perusahaan.
Semoga dukungan dan kepercayaan seluruh pemangku Hopefully the support and trust of all stakeholders will make
kepentingan akan menjadikan Angkasa Pura II sebagai Angkasa Pura II as the leading and professional world-class
pengelola bandar udara kelas dunia yang terkemuka dan airport management company.
profesional.
Atas nama Direksi, On behalf of the Board of Directors,
Budi Karya Sumadi

Direktur Utama
President Director

direksi
Board of Directors
4 3 6

2 5
Budi Karya Sumadi

1 Direktur Utama
President Director
Djoko Murjatmodjo
2 Direktur Operasi dan Teknik
Director of Operation and Engineering
Daan Achmad
3 Direktur SDM, Umum, dan IT
Director of Human Capital,
General Affairs & IT
Andra Y. Agussalam
4 Direktur Keuangan
Director of Finance
Faik Fahmi
5 Direktur Komersial dan Pengembangan Usaha
Director of Commercial and Business Dev.
Ituk Herarindri
6 Direktur Pelayanan Bandara dan Fasilitas
Director of Airport Service and Facility

profil
direksi
Warga Negara Indonesia, usia 59 tahun. Menyelesaikan pendidikan Sarjana

Arsitektur dari Universitas Gadjah Mada (UGM) Yogyakarta pada tahun 1981.
Telah Mengikuti berbagai kursus tentang keuangan, Manajemen, & teknik di

dalam & luar negeri; Melakukan studi ekskursi & seminar di dalam & luar negeri.
Perjalanan Karir:
Asisten Dosen Jurusan Arsitek di FT UGM (1979-1980), Asisten Perencana

PT Pualam TMR Yogya (1980-1981), Staff Dept. Real Estate pada Business
Development Pembangunan & Property Management (1982-1991), Manager
Marketing Property PT Pembangunan Jaya Ancol (1989-1991), General Manager
PT Semarang Bukit Jaya Metro (1991-1992), Wakil Direktur PT Jaya Land (1992-
1994), Direktur Keuangan PT Jaya Land (1994-2001), Direktur Keuangan (1994-
2001) PT Jaya Land, Direktur Pengembangan PT Jaya Garden Polis (1994-
2001), Presiden Direktur PT Wisma Jaya Artek (1996-2001), Direktur Keuangan
PT Pembangunan Jaya Ancol Tbk (2001-2004), Direktur Keuangan PT Taman
Impian Jaya Ancol (2001-2004), Komisaris PT Philindo (2001-2013), Direktur
Budi Karya Sumadi
Utama PT Pembangunan Jaya Ancol Tbk (2004-2013), Direktur Utama Taman
President Director Impian Jaya Ancol (2004-2013), Direktur Utama PT Jakarta Propertindo (2013-
2015), Komisaris Utama PT Angkasa Pura Solusi (2015-Sekarang).
Indonesian Citizen, 59 years old. Obtained his Bachelor of Architecture from the
Gadjah Mada University, Yogyakarta in 1981.
Has followed various courses on finance, Management & Engineering inside & outside
the country; Conducted excursion study & seminar inside & outside the country.
Career Journey:
Assistant Lecturer for Architects Major in the Faculty of Engineering at Gadjah

Mada University (1979-1980), Assistant Planner of PT Pualam TMR Yogya (1980-
1981), Real Estate Department Staff in the Construction Business Development
& Property Management (1982-1991), Manager of Property Marketing of PT
Pembangunan Jaya Ancol (1989-1991), General Manager of PT Semarang
Bukit Jaya Metro (1991-1992), Vice President Director of PT Jaya Land (1992-
1994), Director of Finance of PT Jaya Land (1994-2001), Director of Finance
(1994-2001) of PT Jaya Land, Director of Development of PT Jaya Garden Polis
(1994-2001), President Director of PT Wisma Jaya Artek (1996-2001), Director of
Finance of PT Pembangunan Jaya Ancol Tbk (2001-2004), Director of Finance
of PT Taman Impian Jaya Ancol (2001-2004), Commissioner of PT Philindo
(2001-2013), President Director of PT Pembangunan Jaya Ancol Tbk (2004-
2013), President Director of Taman Impian Jaya Ancol (2004-2013), President
Director of PT Jakarta Propertindo (2013-2015), President Commissioner of PT
Angkasa Pura Solusi (2015-Present).

Warga Negara Indonesia, usia 59 tahun. Meraih gelar Sarjana Teknik dari
Universitas Gadjah Mada pada tahun 1983.
Training yang diikuti antara lain:
Telah mengikuti beberapa kegiatan training, diantaranya Advance Course on

the CNS/ATM di Perancis, Airport Equipment di Perancis, Aerodrome di Jepang.
Selain itu juga sebagai Pembicara di seminar-seminar skala Nasional maupun
Internasional.
Perjalanan Karir:
Djoko memulai karirnya sebagai teknisi pada Direktorat Kebandarudaraan (1983-

1992), Kepala Analisa dan Evaluasi Direktorat Kebandarudaraan (1992-1999),
Kepala Pengumpulan dan Proses Data Direktorat Kebandarudaraan (1999-
2002), Deputi Direktur Pengembangan dan Bisnis Bandar Udara (2002-2007),
Deputi Direktur Pengembangan dan Bisnis Transportasi Udara pada Direktorat
Trasnportasi Udara (2007-2012), selain itu juga menjabat sebagai Anggota
Dewan Komisaris PT Garuda Maintenance Facility sejak September 2013.
Djoko Murjatmodjo
Director of Operation &
Engineering Indonesian Citizen, 59 years old. Obtained his Bachelor of Engineering from
Gadjah Mada University in 1983.
Has followed several trainings, among others: Advance Course on the CNS/
ATM in France, Airport Equipment in France, Aerodrome in Japan. In addition,
he is also a Speaker at national and international scale seminars.
Career Journey:
Djoko began his career as an engineer in the Directorate of Airport Affairs (1992-
1999), Head of Data Collection and Process in the Directorate of Airport Affairs
(1999-2002), Deputy Director of Airport Business and Development (2002-2007),
Deputy Director of Air Transport Business and Development in the Directorate
of Air Transport (2007-2012), but he also served as a Member of the Board of
Commissioners of PT Garuda Maintenance Facility since September 2013.

Warga Negara Indonesia, usia 57 tahun. Menamatkan pendidikan Sarjana
Ekonomi dari Universitas Islam Indonesia tahun 1983 dan meraih gelar
Magistrate Management bidang Manajemen Transportasi Udara dari Joint
Program Universitas Indonesia dan Massachusetts Institute of Technology (MIT)
tahun 1995.
IMS/VS and DL/1 Advance Programming, Metrodata and Genesis, Singapore

(November 1998), Data Base Administration, Institute of Information
Technology, University of New South Wales, Sidney, Australia (September
1989), IMS/DC Structure and Flow, Candle, New York, USA (Agustus 1990),
General Ledger System and Technical Concepts, Dun & Bradstreet, Boston,
USA (Desember 1990), Data Base 2, User Conference, Dun & Bradstreet, Hong
Kong (September 1992), Revenue First, British Airways, London, England (Januari
1996), Top Executive Leadership, BPIS (Badan Pusat Industri Strategis), Indonesia
(September 1996), Initial Public Offering, BAPEPAM Government Auditor for
Capital Market and Capital Market Society of Indonesia (Maret 1997), Workshop
on Strengthening Integrity through Public Private Partnership di Medan,
Indonesia (Juni 2013), Workshop Tatanan Benefit Kesehatan untuk BUMN di
Daan Achmad
Era BPJS di Yogyakarta, Indonesia (Februari 2014), dan Workshop Formulating
Director of Human Capital, Holding Company Management di Jakarta (Maret 2014).
General Affairs & IT
Perjalanan Karir:
Memulai karir sebagai IT Programmer for Financial Systems, PT Garuda Indonesia

Tbk (1986-1988), Financial Systems Supervisor PT Garuda Indonesia Tbk (1988-
1990), System Analyst PT Garuda Indonesia Tbk (1990-1991), Electronic Data
Processing Coordinator, General Ledger Project PT Garuda Indonesia Tbk (1992-
1993), Manager Accounting System/Procedures and Computer Applications SAP
PT Garuda Indonesia Tbk (1994-1995), Financial System Expert, OAA (Orient
Airlines Association), Manila, Philippines (1995-1996), Vice President Financial
System and Procedures PT Garuda Indonesia Tbk (1996-1998), Chairman
Refinancing Team PT Garuda Indonesia Tbk (1997-1998), Vice President Budget
and Management Information System PT Garuda Indonesia Tbk (1998-2000),
Vice President Information Technology (2000-2002), Vice President Human
Resources and Development PT Garuda Indonesia (2003-2005), Corporate
Expert PT Garuda Indonesia (2005-2013), Vice Chairman The President Airplane
Team of The Republic of Indonesia (2010-sekarang), Human Capital and General
Affairs Director PT Angkasa Pura I (2013-2015).
Indonesian Citizen, 57 years old. Obtained his Bachelor of Economics from the
Islamic University of Indonesia in 1983 and Master of Management in the field of
Air Transport Management from the Joint Program of the University of Indonesia
and the Massachusetts Institute of Technology (MIT) in 1995.

IMS/VS and DL/1 Advance Programming, Metrodata and Genesis, Singapore

(November 1998), Data Base Administration, Institute of Information Technology,
University of New South Wales, Sydney, Australia (September 1989), IMS/DC
Structure and Flow, Candle, New York, USA (August 1990), General Ledger System
and Technical Concepts, Dun & Bradstreet, Boston, USA (December 1990), Data
Base 2, User Conference, Dun & Bradstreet, Hong Kong (September 1992), Revenue
First, British Airways, London, England (January 1996), Top Executive Leadership,
BPIS (Central Bureau of Strategic Industries), Indonesia (September 1996), Initial
Public Offering, BAPEPAM Government Auditor for Capital Market and Capital Market
Society of Indonesia (March 1997), Workshop on Strengthening Integrity through
Public Private Partnership in Medan, Indonesia (June 2013), Workshop Tatanan
Benefit Kesehatan untuk BUMN di Era BPJS in Yogyakarta, Indonesia (February 2014),
and Workshop on Formulating Holding Company Management in Jakarta (March
2014).
Career Journey:
Began his career as an IT Programmer for Financial Systems, PT Garuda

Indonesia Tbk (1986-1988), Financial Systems Supervisor of PT Garuda
Indonesia Tbk (1998-1990), System Analyst of PT Garuda Indonesia Tbk (1990-
1991), Electronic Data Processing Coordinator, General Ledger Project of PT
Garuda Indonesia Tbk (1992-1993), Manager Accounting System/Procedures
and Computer Applications SAP of PT Garuda Indonesia Tbk (1994-1995),
Financial System Expert, OAA (Orient Airlines Association), Manila, Philippines
(1995-1996), Vice President of Financial System and Procedures of PT Garuda
Indonesia Tbk (1996-1998), Chairman of the Refinancing Team of PT Garuda
Indonesia Tbk (1997-1998), Vice President of Budget and Management
Information System of PT Garuda Indonesia Tbk (1998-2000), Vice President
of Information Technology (2000-2002), Vice President of Human Resources
and Development of PT Garuda Indonesia (2003-2005), Corporate Expert of PT
Garuda Indonesia (2005-2013), Vice Chairman of The President Airplane Team
of The Republic of Indonesia (2010-present), Human Capital and General Affairs
Director of PT Angkasa Pura I (2013-2015).

Warga Negara Indonesia, usia 52 tahun. Meraih gelar Doktorandus Akuntansi
dari Universitas Brawijaya tahun 1987 dan meraih Gelar Master Business
Administration dari School of Business, Southern New Hampshire University,
Manchester, USA tahun 1990.
Menghadiri 5th Annual CFO Forum: Driving Finance Transformation, Manila,

Philippines; Strategic Business Performance Excellence Management, Jakarta;
Credit & International Trade, BRI New York Agency Bank of New York Program;
Corporate Finance Seminar, Euromoney, Singapore; Advanced Executive
Development Program, Centris Group; Airfinance Management Seminar, San
Fransisco, USA.
Perjalanan Karir:
Memulai karir pada Bank Rakyat Indonesia cabang New York, Amerika Serikat
(1990-1991), Manager di PT Muij Asta Consult (1991-1993), Vice President Public
Equity Advisory PT Sigma Batara Securities (1993-1995), President Director PT
Centris Multipersada Pratama TBk (CMPP) (1995-2001), Komisaris PT Centris
Andra Y. Agussalam
Multipersada Pratama Tbk (2001-2008), Head of Finance (Director Level) &
Director of Finance Operation Departement Badan Pengelola Transjakarta (2004-July 2008), Director
of Administration and Finance PT LEN Industri (Persero) (July 2008-2015).
Indonesian Citizen, 52 years old. Obtained his Doctorate in Accounting from

Brawijaya University in 1987 and Master of Business Administration from the School
of Business, Southern New Hampshire University, Manchester, USA in 1990.
Attend the 5th Annual CFO Forum: Driving Finance Transformation, Manila,
Philippines; Strategic Business Performance Excellence Management, Jakarta;
Credit & International Trade, BRI New York Agency - Bank of New York Program;
Corporate Finance Seminar, Euromoney, Singapore; Advanced Executive
Development Program, Centris Group; Airfinance Management Seminar, San
Fransisco, USA.
Career Journey:
Began his career at Bank Rakyat Indonesia, branch of New York, United States
of America (1990-1991), Manager at PT Muij Asta Consult (1991-1993), Vice
President of Public Equity Advisory of PT Sigma Batara Securities (1993-1995),
President Director of PT Centris Multipersada Pratama Tbk (CMPP) (1995-2001),
Commissioner of PT Centris Multipersada Pratama Tbk (2001-2008), Head of
Finance (Director Level) & Operations Department of Transjakarta Management
Agency (2004-July 2008), Director of Administration and Finance of PT LEN
Industri (Persero) (July 2008-2015).

Warga Negara Indonesia, usia 49 tahun. Meraih Gelar Sarjana Ekonomi
Manajemen dari Universitas Gajah Mada pada tahun 1993.
Telah mengikuti beberapa traianing di dalam negeri maupun di luar negeri

diantaranya: Business Etiquette Workshop di Jakarta (2002), SAP Route
Profitability di Jakarta (2005), Business Presentation and Negotiation Skill di
Jakarta (2005), Leadership Forum How to be an Effective Leader di Jakarta
(2005), Management Enrichment Program di Jakarta (2007), Garuda Indonesia
Strategic Management (MDP) di Jakarta (2007) serta training di luar negeri
diantaranya: Garuda Indonesia E-Office Training AMECO di Beijing, RRT
(2007), Balance Scorecard Asia Pacific Summit di Tokyo, Jepang (2007), Global
Customer Summit - General Electric Crotonville di New York, USA (2011).
Perjalanan Karir:
Memulai karirnya sebagai Staff Marketing System di PT Garuda Indonesia Tbk

tahun 1995, Manager of Procurement, Commercial Directorate (2000-2001),
Manager of Corporate Service Line Replenishment PT Garuda Indonesia
Faik Fahmi
(Persero) Tbk (2001-2002), General Manager for Pekanbaru, Riau (2002-
Director of Commercial & 2005), General Manager for Osaka, Jepang (Juni 2005 Juli 2008), President
Business Development Director of Garuda Orient Holidays Japan, Co., Ltd (Januari 2010-April 2012),
Vice President for Region Japan, Korea, China & USA (Juli 2008 April 2012),
President Commissioner PT Abacus Indonesia (November 2013 sekarang),
President Commissioner PT Garuda Indonesia Holiday (Mei 2014 sekarang),
Commissioner PT Aerofood Indonesia (Juni 2014 sekarang), Director & EVP
Services/Direktur Layanan PT Garuda Indonesia (Persero) Tbk (April 2012
Desember 2014).
Indonesian Citizen, 49 years old. Obtained his Bachelor of Economics and

Management from Gadjah Mada University in 1993.
Has followed several trainings both nationally and internationally, among others:
Business Etiquette Workshop in Jakarta (2002), Route Profitability SAP in Jakarta
(2005), Business Presentation and Negotiation Skill in Jakarta (2005), Leadership
Forum How to be an Effective Leader in Jakarta (2005), Management
Enrichment Program in Jakarta (2007), Garuda Indonesia Strategic Management
(MDP) in Jakarta (2007) as well as trainings in foreign countries among others:
Garuda Indonesia E-Office Training AMECO in Beijing, RRT (2007), Balance
Scorecard Asia Pacific Summit in Tokyo, Japan (2007), Global Customer Summit
- General Electric Crotonville in New York, USA (2011).
Career Journey:
Began his career as Marketing System Staff in PT Garuda Indonesia Tbk in 1995,
Manager of Procurement, Commercial Directorate (2000-2001), Manager of
Corporate Service Line Replenishment of PT Garuda Indonesia (Persero) Tbk

(2001-2002), General Manager for Pekanbaru, Riau (2002-2005), General
Manager for Osaka, Japan (June 2005 July 2008), President Director of
Garuda Orient Holidays Japan, Co., Ltd (January 2010 - April 2012), Vice
President for the Regions of Japan, Korea, China & USA (July 2008 April 2012),
President Commissioner of PT Abacus Indonesia (November 2013 present),
President Commissioner of PT Garuda Indonesia Holiday (May 2014 present),
Commissioner of PT Aerofood Indonesia (June 2014 present), Director & EVP
Services/Director of Services of PT Garuda Indonesia (Persero) Tbk (April 2012
December 2014).
Warga Negara Indonesia, usia 50 tahun. Meraih gelar Sarjana Ekonomi dari
Universitas Surabaya.
Telah mengikuti beberapa kegiatan training baik nasional maupun internasional,

antara lain: Hospitality Training for Railway, SNCF-Paris,France, The New
Strategic Service Management, Mark Plus, Certification of Menjadi Trainer
Andalan, by Proaktif Schoolen, Certification Professional Human Resources
(CPHR) by QQI, Certification of Training Designer & Delivery Professional by
Lutan Edukasi Consultant, Certification of Service Excellence by Service Quality
Center, Certification of Managerial II by Prasetya Mulya.
Perjalanan Karir:
Ituk Herarindri memulai karirnya sebagai Assistant Account Officer ( AAO ) Bank
Niaga (1991-1994), Vice Chairman ORCA Diving School (1994-1996), Supervisor
of Walk in Services/ Galeri PT. SATELIT PALAPA INDONESIA (SATELINDO)
(1996-1998), Manager Revenue Assurance, Customer Service & Loyalty
Customers of Jabodetabek PT. SATELIT PALAPA INDONESIA (SATELINDO)
Ituk Herarindri
(2002-2005), Branch Manager of Area Jakarta Barat, Jakarta Pusat & Tangerang
Director of Airport Service PT. INDOSAT Tbk (2005-2007), Manager Training Operation Group Human
& Facility Capital Management (2007-2009), Head of Internal Communication Group
Corporate Communication PT. INDOSAT Tbk, (2009-2011), Managing Director
PT. INASTI Mitra Solusi Consultant (2011-2014), Advisor of Commercial Director
for Contact Center & Customer Services PT. Kereta Api Indonesia (KAI) (2012-
2013), Vice President of Customer Care PT. Kereta Api Indonesia (2013-2014).
Indonesian Citizen, 50 years old. Obtained her Bachelor of Economics from the
University of Surabaya.
Has followed several trainings both nationally and internationally, among

others: Hospitality Training for Railway, SNCF-Paris, France, The New Strategic
Service Management, Mark Plus, Certification of Menjadi Trainer Andalan by
Proaktif Schoolen, Certification of Professional Human Resources (CPHR) by
QQI, Certification of Training Designer & Delivery Professional by Lutan Edukasi

Consultant, Certification of Service Excellence by Service Quality Center,

Certification of Managerial II by Prasetya Mulya.
Career Journey:
Ituk Herarindri began her career as an Assistant Account Officer (AAO) in

Bank Niaga (1991-1994), Vice Chairman of ORCA Diving School (1994-1995),
Supervisor of Walk In Services/ Gallery of PT. SATELIT PALAPA INDONESIA
(SATELINDO) (1996-1998), Manager of Revenue Assurance, Customer Service
& Loyalty Customers of Jabodetabek of PT. SATELIT PALAPA INDONESIA (
SATELINDO ) (2002-2005), Branch Manager of the areas of West Jakarta, Central
Jakarta and Tangerang of PT. INDOSAT Tbk (2005-2007), Manager of Training
Operations - Human Capital Management Group (2007-2009), Head of Internal
Communication - Corporate Communication Group of PT. INDOSAT Tbk (2009-
2011), Managing Director of PT. INASTI Mitra Solusi Consulant (2011-2014),
Advisor of the Commercial Director for Contact Center & Customer Services of
PT. Kereta Api Indonesia (KAI) (2012-2013), Vice President of Customer Care of
PT. Kereta Api Indonesia (2013-2014).

Tanggung Jawab Manajemen Atas Laporan Tahunan dan
Laporan Keuangan Konsolidasian Tahun 2015
SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI TENTANG

TANGGUNG JAWAB ATAS LAPORAN TAHUNAN DAN LAPORAN KEUANGAN
KONSOLIDASIAN TAHUN 2015 PT ANGKASA PURA II (PERSERO).
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi
dalam Laporan Tahunan PT Angkasa Pura II (Persero) tahun 2015 telah dimuat
secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan
dan Laporan Keuangan Konsolidasian PT Angkasa Pura II (Persero).
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, 15 Juni 2016
Dewan Komisaris,
Board of Commissioners,
Rhenald Kasali
Komisaris Utama
Santoso Eddy Wibowo W. Budi Santoso

Komisaris Komisaris
Commissioner Commissioner
Wahyu Kuncoro Iswan Elmi Harpin Ondeh

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner

Management Responsibility To 2015 Annual Report and

Consolidated Financial Statements
STATEMENT OF THE BOARD OF COMMISSIONERS AND DIRECTORS

CONCERNING RESPONSIBILITY TO 2015 ANNUAL REPORT AND CONSOLIDATED
FINANCIAL STATEMENTS
PT ANGKASA PURA II (PERSERO)
We the undersigned hereby declare on the completeness of information in 2015

Annual Report of PT Angkasa Pura II (Persero) and shall be fully responsible on the
accuracy of contents stated in 2015 Annual Report and Consolidated Financial
Statements of PT Angkasa Pura II (Persero).
Thus this statement is duly executed and can be used deemed fit.
Jakarta, June 15, 2016
Direksi,
Board of Directors,
Budi Karya Sumadi

Direktur Utama
President Director
Djoko Murjatmodjo Daan Achmad

Direktur Direktur
Director Director
Andra Y. Agussalam Faik Fahmi Ituk Herarindri

Direktur Direktur Direktur
Director Director Director

90
beyond
limitation
profil perusahaan
Companys Profile
91
identitas
perusahaan
Company Identity

NAMA MODAL DITEMPATKAN DAN DISETOR PENUH

NAME ISSUED AND PAID-UP CAPITAL
PT Angkasa Pura II (Persero) Rp 1.900.000.000.000 (1.900.000 lembar saham)
IDR 1,900,000,000,000 (1,900,000 shares)
BIDANG USAHA
BUSINESS LINE
KANTOR PUSAT
1. Pelayanan Jasa Kebandarudaraan HEAD OFFICE
2. Pelayanan Jasa Terkait Bandar Udara Building 600, Soekarno-Hatta International Airport
1. Airport Services PO BOX 1001/ BUSH
2. Related Airport Services Jakarta 19120, Indonesia
STATUS PERUSAHAAN JUMLAH KARYAWAN

COMPANY STATUS TOTAL EMPLOYEE
Perusahaan Badan Usaha Milik Negara (BUMN) 5.546 orang
State-Owned Company 5,546 people
KEPEMILIKAN WEBSITE
OWNERSHIP
www.angkasapura2.co.id
100% dimiliki oleh Negara Republik Indonesia
100% owned by the Republic of Indonesia
LAYANAN INFORMASI
INFORMATION SERVICE
TANGGAL PENDIRIAN Building 600, Soekarno-Hatta International Airport
DATE OF ESTABLISHMENT
PO BOX 1001/ BUSH
3 Oktober 1995
Jakarta 19120, Indonesia
October 3, 1995
(62-21) 550 5079, 550 5074
DASAR HUKUM PENDIRIAN

CONTACT CENTER
LEGAL BASIS
1500 138
18 November 2008 sesuai dengan Akta Notaris
1500 138
Silvia Abbas Sudrajat, SH, SpN Nomor 38
November 18, 2008 based on Notarial Deed
of Silvia Abbas Sudrajat, SH, SpN, Number 38
Untuk informasi lebih lanjut silahkan kunjungi situs

For more information please visit
MODAL DASAR
AUTHORIZED CAPITAL www.angkasapura2.co.id
Rp 7.600.000.000.000 Dalam situs tersebut tersedia berbagai informasi
yang dibutuhkan oleh para pemangku kepentingan.
IDR 7,600,000,000,000
The website provides a wide range of information
required by stakeholders.

riwayat singkat
perusahaan
Company in Brief
PT Angkasa Pura II (Persero) merupakan salah satu Badan PT Angkasa Pura II (Persero) is one of the State-Owned
Usaha Milik Negara di Lingkungan Departemen Perhubungan Enterprises in the Ministry of Transportation environment
yang bergerak dalam bidang usaha pelayanan jasa engaged in airport services and airport related services in
kebandarudaraan dan pelayanan jasa terkait bandar udara di Western part of Indonesia. Angkasa Pura II has earned the
wilayah Indonesia Barat. Angkasa Pura II telah mendapatkan trust of the Republic of Indonesia Government to manage
kepercayaan dari Pemerintah Republik Indonesia untuk and develop the business of Jakarta Cengkareng Airport that
mengelola dan mengupayakan pengusahaan Pelabuhan has changed its name to Soekarno-Hatta International Airport
Udara Jakarta Cengkareng yang kini berubah nama menjadi and Halim Perdanakusuma Airport since August 13th, 1984.
Bandara Internasional Soekarno-Hatta serta Bandara Halim
Perdanakusuma sejak 13 Agustus 1984.
Keberadaan Angkasa Pura II berawal dari perusahaan Angkasa Pura II is originated from a public company under the
Umum dengan nama Perum Pelabuhan Udara Jakarta name of Perum Pelabuhan Udara Jakarta Cengkareng through
Cengkareng melalui Peraturan Pemerintah Nomor 20 Government Regulation No. 20 year 1984, subsequently on
tahun 1984, kemudian pada 19 Mei 1986 melalui Peraturan May 19th, 1986 through Government Regulation No. 26 year
Pemerintah Nomor 26 tahun 1986 berubah menjadi Perum 1986 was amended to Perum Angkasa Pura II. Thereafter, on
Angkasa Pura II. Selanjutnya, pada 17 Maret 1992 melalui March 17th, 1992 through Government Regulation No.14 year
Peraturan Pemerintah Nomor 14 tahun 1992 berubah 1992, it became a limited liability state-owned enterprise or
menjadi Perusahaan Perseroan (Persero). Seiring perjalanan Persero. In line with its evolution, on November 18th, 2008,
perusahaan, pada 18 November 2008 sesuai dengan Akta pursuant to the Notarial Deed of Silvia Abbas Sudrajat, SH,
Notaris Silvia Abbas Sudrajat, SH, SpN Nomor 38 resmi SpN No. 38, the Company officially named Angkasa Pura II.
berubah menjadi PT Angkasa Pura II (Persero).
Berdirinya Angkasa Pura II bertujuan untuk menjalankan The establishment of Angkasa Pura II is to carry out the
pengelolaan dan pengusahaan dalam bidang jasa management and business of airport and airport-related
kebandarudaraan dan jasa terkait bandar udara dengan services by optimizing the utilization of potential resources

mengoptimalkan pemberdayaan potensi sumber daya owned by the Company and implement good corporate
yang dimiliki perusahaan dan penerapan praktik tata kelola governance practices. This is expected to yield high-quality
perusahaan yang baik. Hal tersebut diharapkan agar dapat products and services that are highly competitive in order to
menghasilkan produk dan layanan jasa yang bermutu tinggi increase the value of the Company as well as the trust of its
dan berdaya saing kuat sehingga dapat meningkatkan nilai stakeholders and the general public.
perusahaan dan kepercayaan masyarakat.
Kiprah Angkasa Pura II selama 30 tahun, telah menunjukkan The track records of Angkasa Pura II over 30 years have
kemajuan dan peningkatan usaha yang pesat dalam bisnis shown incredible business progress and enhancements in
jasa kebandarudaraan melalui penambahan berbagai sarana the airport services business through the addition of various
prasarana dan peningkatan kualitas pelayanan pada bandara facilities and infrastructure as well as improvement of service
yang dikelolanya. quality in the airports under its management.
Angkasa Pura II telah mengelola 13 Bandara, antara lain yaitu Angkasa Pura II has operated 13 airports, namely Soekarno-
Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma Hatta Airport (Jakarta), Halim Perdanakusuma (Jakarta),
(Jakarta), Kuala Namu (Medan), Supadio (Pontianak), Kuala Namu (Medan), Supadio (Pontianak), Minangkabau
Minangkabau (Padang), Sultan Mahmud Badaruddin II (Padang), Sultan Mahmud Badaruddin II (Palembang), Sultan
(Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein Syarif Kasim II (Pekanbaru), Husein Sastranegara (Bandung),
Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh), Sultan Iskandarmuda (Banda Aceh), Raja Haji Fisabilillah
Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), (Tanjungpinang), Sultan Thaha (Jambi) , Depati Amir
Depati Amir (Pangkalpinang) dan Bandara Silangit (Tapanuli (Pangkalpinang) and Silangit (Tapanuli Utara).
Utara).
Selama kurun waktu beberapa tahun terakhir, Angkasa Pura Over the past several years, Angkasa Pura II has earned
II telah berhasil memperoleh berbagai penghargaan dari numerous awards from various institutions. These awards
berbagai instansi. Penghargaan yang diperoleh merupakan represent the trust and appreciation of the public, in
bentuk apresiasi kepercayaan masyarakat atas performance recognition of the Companys performance in providing its
perusahaan dalam memberikan pelayanan. services.
Sebagai Badan Usaha Milik Negara, Angkasa Pura II selalu As a State-owned Enterprise, Angkasa Pura II has consistently
melaksanakan kewajiban untuk membayar dividen kepada met its obligation to pay dividends to the state as shareholders.
negara selaku pemegang saham. Angkasa Pura II juga Angkasa Pura II is also constantly committed to provide the
senantiasa berkomitmen untuk memberikan pelayanan yang best services and consumer protection to airport services
terbaik dan perlindungan konsumen kepada pengguna jasa users, implement good corporate governance practices,
bandara, menerapkan praktik tata kelola perusahaan yang improve the welfare of employees and their families, and
baik, meningkatkan kesejahteraan karyawan dan keluarganya increase social care to the surrounding communities and
serta meningkatkan kepedulian sosial terhadap masyarakat environment through Corporate Social Responsibility (CSR)
umum dan lingkungan sekitar bandara melalui program programs.
Corporate Social Responsibility (CSR).

Angkasa Pura II
dari waktu ke waktu
Angkasa Pura II Over Time
Tahun Peristiwa
Year Events
Pendirian Perum Pelabuhan Udara Cengkareng
1984
Establishment of the Public Company (Perum) Cengkareng Airport
Pemindahan operasi penerbangan berjadwal dari Kemayoran dan Halim Perdanakusuma ke Bandara
Internasional Soekarno-Hatta
1985
Transfer of scheduled flight operations from Kemayoran and Halim Perdanakusuma to Soekarno-Hatta
International Airport
Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura II
1986
Renaming Perum Cengkareng Airport into Perum Angkasa Pura II.
Serah terima pemilikan dan pengoperasian Bandara Sultan Mahmud Badaruddin II Palembang dari Ditjen
Perhubungan Udara ke Perum Angkasa Pura II
1991
Handover of ownership and operations of Sultan Mahmud Badaruddin II Airport - Palembang from the
Directorate General of Air Transporation to Perum Angkasa Pura II.
Pendirian PT (Persero) Angkasa Pura II berdasarkan akte Notaris Muhani Salim, SH, No.3 tanggal 2 Januari 1993
1993 Establishment of PT (Persero) Angkasa Pura II based on the Notarial Deed of Muhani Salim, SH, No. 3 dated
January 2nd, 1993
Perusahaan mendapat tugas mengelola Bandara Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang
1994 The Company is tasked to manage Airports of Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang, Husein
Sastranegara Bandung, and Blang Bintang Banda Aceh, and Senopen Pekanbaru
Manajemen Kantor Cabang Utama PT (Persero) Angkasa Pura II Bandar Udara Soekarno-Hatta terbentuk
1998
Management of the Main Branch Office of PT (Persero) Angkasa Pura II at Soekarno-Hatta Airport was formed.
Dilkaukan perubahan nama Bandara Simpang Tiga menjadi Bandara Sultan Syarif Kasim II
1999
Renaming Simpang Tiga Airport into Sultan Syarif Kasim II Airport
Serah terima opersi Bandara Kijang Tanjung Pinang dari Ditjen Perhubungan Udara ke Angkasa Pura II
2000 Handover of Kijang Tanjung Pinang Airport operations from the Directorate General of Air Transportation to
Angkasa Pura II
Peresmian penggunaan Terminal Khusus Haji Bandara Soekarno-Hatta oleh Menteri Agama dan Menteri
Perhubungan
2004
Inauguration of Pilgrims Special Terminal at Soekarno-Hatta Airport by the Minister of Religious Affairs and
Minister of Transportation
Peresmian penggunaan Bandara Internasional Minangkabau, Ketaping, Sumatera Barat, oleh Presiden RI
2005 Inauguration of Minangkabau International Airport, Ketaping, West Sumatra, by President of the Republic of
Indonesia
Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu oleh Wapres RI
Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI
Penandatanganan akta pendirian PT Railink antara Angkasa Pura II dengan PT Kereta Api Indonesia
Groundbreaking of Kualanamu International Airport by The Vice President of Republic of Indonesia
2006
Official Ceremoy of Indonesian Workers Lounge at Soekarno-Hatta International Airport by The President of
Republic Indonesia
Signing of PT Railinks Deed of Incorporation between PT Angkasa Pura II (Persero) and PT Kereta Api
Indonesia
Bandara Depati Amir, Pangkal Pinang, dan Sultan Thaha resmi dikelola perusahaan
2007 PT Angkasa Pura II (Persero) officially manage Depati Amir Airport in Pangkalpinang and Sultan Thaha Airport
in Jambi
Perencanaan Program Bersih Bandara Clean Airport Action dan peresmian fasilitas umum di Bandara
2008 Declaration of Clean Airport Action and inauguration of public facilities at Soekarno-Hatta Airport by the
Minister of Transportation, Minister of Culture and Tourism, and Governor of Banten.

Peresmian Eco & Modern Terminal, yakni Terminal 3 Bandara Soekarno-Hatta

2009
Inauguration of Eco & Modern Terminal, namely the Terminal 3 of Soekarno-Hatta Airport
Sosialisasi rencana pengembangan Bandara Soekarno-Hatta sebagai Indonesia gateway
Peresmian kembali Terminal 1C di Bandara Soekarno-Hatta
2010
Socialization of Soekarno-Hatta development plan as Indonesia gateway
Inauguration of the reopening of Terminal 1C at Soekarno-Hatta Airport
Ground breaking pembangunan Terminal Bandara Depati Amir
Ground breaking pembangunan Terminal Bandara Supadio
2011
Ground breaking of Depati Amir Airport Terminal construction
Ground breaking of Supadio Airport Terminal construction
Penandatanganan nota kesepahaman mengenai sister airport dengan Incheon International Airport
Corporation
Peresmian pengoperasian terminal baru Bandara Sultan Syarif Kasim II
2012
Signing of the Memorandum of Understanding with Incheon International Airport Corporation on Sister
Airport
Inauguration of new terminal of Sultan Syarif Kasim II Airport
Serah terima dan peresmian pengalihan operasional Bandara Silangit dari Kementrian Perhubungan kepada
Angkasa Pura II
Bandara Internasional Kualanamu mulai beroperasi
Terminal baru Bandara Raja Haji Fisabilillah mulai beroperasi
2013
Handover and inauguration of Silangit Airport operational transfer from the Ministry of Transportation to
Angkasa Pura II
Kualanamu International Airport commenced operations
New terminal of Raja Haji Fisabilillah Airport commenced operations
Peluncuran logo baru Sky City
2014
Launching of new Sky City logo
Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian BUMN.
2015
Appointment of The New PT Angkasa Pura II (Persero) Board of Director at Ministry of SOEs.

makna
logo
Logo Meaning
Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa Angkasa Pura II logo is referred to as sky city or a world
batas, terdiri dari simbol bola dunia Angkasa Pura II yang without borders, consisting of Angkasa Pura II globe symbol,
melambangkan kesiapan seluruh jajaran Angkasa Pura II untuk which symbolizes the readiness of all aspect in Angkasa Pura
bersaing di era globalisasi dengan tekad bulat menyambut II to compete in the era of globalization with determination
pelanggannya dengan layanan sempurna ditunjang dengan to welcomes its customers with perfect service supported
sistem kerja kelas satu yang dinamis berstandar internasional. with first class work system with dynamic and international
Marka Angkasa Pura II menampilkan kepribadian yang standard. Angkasa Pura II marks displays a strong and
kokoh dan bertanggung jawab, didukung oleh kesiapan dan responsible personality, supported by the readiness and
komitmen dari manajemen dan seluruh staff Angkasa Pura II. commitment of the management and entire staff of
Angkasa Pura II.
Arti Dari Warna Meaning Of Colors
BIRU : Logistik BLUE : Logistic

Merupakan simbol pergerakan logistic yang stabil dan A symbol of stable logistic flow and continues to grow and
terus tumbuh dan berkembang pesat, termasuk dalam segi thrive, including in procurement, maintenance, supply and
pengadaan, perawatan, penyediaan dan ketenagaan. workforce.
MERAH : Tindakan dan aksi RED : Action and Effort

Merupakan simbol akan tindakan yang dilandasi dengan A symbol of effort based on high morale and commitment
semangat kerja yang tinggi dan komitmen dari Angkasa of Angkasa Pura II to generate action and performance
Pura II demi menghasilkan aksi dan performa berkelas demi excellence for the customers safety and comfort.
kenyamanan dan keselamatan pelanggan.
KUNING : Kemakmuran YELLOW : Prosperity

Merupakan simbol kemakmuran dari Angkasa Pura II hasil dari A symbol of Angkasa Pura II prosperity generated from hard
kerja keras dan komitmen tinggi akan kinerja Angkasa Pura work and commitment to Angkasa Pura II performance
II demi memberikan hasil yang maksimal bagi pemegang excellence to provide maximum results for our shareholders,
saham, manajemen, staf dan Negara Indonesia. management, staff and for Indonesia.
HIJAU : Kepemimpinan dan Pertumbuhan GREEN : Leadership and Growth

Merupakan simbol akan kepemimpinan yang tegas, stabil A symbol firm, stable and purposeful leadership towards
dan terarah demi menuju pertumbuhan yang sehat dan healthy growth and development.
berkembang.

transformasi
logo
Logo Transformation
Previous Transform Current
Perubahan Nama Perusahaan Change Of Company Name
Per 31 Desember 2015, Angkasa Pura II tidak melakukan As of December 31st, 2015, Angkasa Pura II does not change
perubahan nama. Nama yang digunakan sampai saat ini its name. The name used to date is PT Angkasa Pura II
adalah PT Angkasa Pura II (Persero). (Persero).
Pada tahun 2015, Angkasa Pura II melakukan perubahan logo In 2015, Angkasa Pura II changes its company logo.
perusahaan.

bidang
usaha
Business Lines
Bidang Usaha Utama Sesuai Anggaran Dasar Main Business Lines According to Articles of Association
1. Penyediaan, pengusahaan dan pengembangan fasilitas 1. Provision, exploitation and development of facilities
untuk kegiatan pelayanan pendaratan, lepas landas, for activities of landing services, taking off, parking and
parkir dan penyimpanan pesawat udara; storage of aircraft;
2. Penyediaan, pengusahaan dan pengembangan fasilitas 2. Provision, exploitation and development of terminal
terminal untuk pengangkutan penumpang; facilities for passenger transport;
3. Penyediaan, pengusahaan dan pengembangan fasilitas 3. Provision, exploitation and development of electronic,
elektronika, listrik, air dan instalasi limbah buangan; power, water and waste disposal installations facilities;
4. Penyediaan lahan untuk bangunan, lapangan dan 4. Provision of land for buildings, fields and industrial
kawasan industri serta gedung/bangunan yang areas, as well as buildings related to air transportation
berhubungan dengan kelancaran angkutan udara; smoothness;
5. Penyediaan jasa konsultansi, pendidikan dan pelatihan 5. Provision of consulting, education and training services
yang berkaitan dengan kebandarudaraan; related to airport affairs;
6. Penyediaan jasa pelayanan yang secara langsung 6. The provision of services that directly support flight
menunjang kegiatan penerbangan yang meliputi activities that include the provision of aircraft hangars,
penyediaan hanggar pesawat udara, perbengkelan aircraft overhaul, warehousing, aircraft catering, ramp
pesawat udara, pergudangan, jasa boga pesawat udara, services, passenger and baggage services, cargo and
jasa ramp, jasa pelayanan penumpang dan bagasi, mail handling services, load control services, flight
jasa penanganan kargo dan surat, pelayanan jasa load communication and operations, surveillance services,
control, komunikasi dan operasi penerbangan, pelayanan aircraft maintenance and overhaul services, provision
jasa pengamatan, pelayanan jasa pemeliharaan dan and distribution of aircraft fuel services;
perbaikan pesawat udara, pelayanan penyediaan dan
pendistribusian bahan bakar pesawat udara;
7. Penyediaan jasa pelayanan yang secara langsung atau 7. Provision of services that directly or indirectly
tidak langsung menunjang kegiatan bandar udara yang support airport activities which include the provision
meliputi jasa penyediaan penginapan/hotel, penyediaan of accommodation/hotels, restaurants and cafe,
restoran dan cafe, jasa penempatan kendaraan bermotor/ motor vehicles placement/parking services, general
parkir, jasa perawatan pada umumnya (kegiatan yang maintenance services (activities to support cleaning and
melayani pembersihan dan pemeliharaan gedung dan maintenance of airport buildings and offices, automated
kantor di bandar udara, jasa pelayanan otomatisasi services for flight departure reporting;
pelaporan keberangkatan penerbangan;
8. Jasa penunjang kegiatan bandar udara lainnya, meliputi 8. Other airport supporting services, including sales of
penjualan bahan bakar dan pelumas kendaraan vehicle fuel and lubricant at the airport, transportation
bermotor di bandar udara, jasa pelayanan pengangkutan service for baggages, passengers at departure and arrival
barang, penumpang di terminal kedatangan dan terminal, postal services, communication services,
pemberangkatan, jasa pelayanan pos, jasa pelayanan playground and recreational services, tourism services,
telekomunikasi, jasa tempat bermain dan rekreasi, jasa travel agents, airport banking services, money changer,
aluan wisata, agen perjalanan, bank untuk pelayanan land transportation services, deposit counters, advertising
jasa perbankan di bandar udara, penukaran uang, services, first class lounge, business class lounge and VIP
jasa pelayanan angkutan darat, penitipan barang, jasa room, wellness and beauty salon, agribusiness services,
advertensi, first class lounge, business class lounge nursery, insurance, room/space for rent, vending
dan VIP room, wellness and beauty salon, agrobusiness machines, waste management services, health services,
service, nursery, asuransi, jasa penyediaan ruangan, industrial areas services, other services that directly or
vending machine, jasa pengolahan limbah buang, jasa indirectly support airport business activities.
pelayanan kesehatan, jasa penyediaan kawasan industri,
jasa lainnya yang secara langsung atau tidak langsung
menunjang kegiatan usaha bandar udara.

Bidang Usaha Penunjang Supporting Business Lines
Bidang usaha penunjang dilakukan dalam rangka optimalisasi Supporting business lines conducted in order to optimize
pemanfaatan sumber daya yang dimiliki Angkasa Pura II yang the utilization of resources owned by Angkasa Pura II that
berada di luar daerah lingkungan kerja bandar udara meliputi are outside the airport work environment include the
usaha properti, pergudangan, perkantoran, perhotelan, businesses of property, warehousing, offices, hotels, houses,
perumahan, apartemen, bursa mobil, bengkel, restoran, SPBU, apartments, car market, garages, restaurants, gas stations,
pusat perbelanjaan dan bisnis pariwisata, resort, olahraga dan shopping centers and tourism business, resorts, sports and
rekreasi, rumah sakit, pendidikan dan penelitian, prasarana recreation, hospitals, education and research, infrastructure
telekomunikasi dan sumber daya energi, jasa penyewaan dan of telecommunications and energy resources, rental services
pengusahaan sarana dan prasarana yang dimiliki Angkasa and exploitation of facilities and infrastructure owned by
Pura II serta optimalisasi pemanfaatan dana Angkasa Pura II Angkasa Pura II as well as optimization of funds utilization of
melalui pasar modal dan pasar uang. Angkasa Pura II through capital market and money market.
Bidang Usaha Angkasa Pura II yang saat ini dijalankan Angkasa Pura II Current Business Lines:
sebagai berikut:
Jasa Kebandarudaraan Airport Services
Untuk menuju bandara bertaraf dunia, Angkasa Pura II To become a world-class airport, Angkasa Pura II always
senantiasa memastikan terpenuhinya aspek keamanan dan ensure the fulfillment of the aspects of flight security and
keselamatan penerbangan melalui kepatuhan terhadap safety through compliance with procedures and prioritize
prosedur serta mengedepankan aspek kepuasan pelanggan customer satisfaction aspect through best service and
melalui pelayanan terbaik dan perlindungan konsumen. consumer protection.
Angkasa Pura II merupakan salah satu BUMN yang menjalankan Angkasa Pura II is one of the SOEs that runs airport services
bisnis pelayanan jasa kebandarudaraan. Perusahaan sangat business. The Company understands well the importance of
memahami betul pentingnya menjaga kualitas performance maintaining the performance quality of the Company and
perusahaan dan kepercayaan masyarakat. Peningkatan the public trust. Improvement of service quality conducted
kualitas pelayanan yang diberikan oleh Angkasa Pura II melalui by Angkasa Pura II through the provision of completeness of
berbagai penyediaan kelengkapan sarana dan prasarana atau public facilities and infrastructure in the airport environment
fasilitas umum di lingkungan bandara berdampak terhadap affects the level of comfort perceived by the public as airport
tingkat kenyamanan yang dirasakan masyarakat sebagai services users.
pengguna jasa bandara.
Sejalan dengan hal tersebut, Angkasa Pura II juga memberikan Therefore, Angkasa Pura II also provides consumer protection
perlindungan konsumen atas pelayanan yang merugikan for detrimental services to customers through channels of
pelanggan melalui saluran-saluran pengaduan yang tersedia complaint provided so as to respond quickly to any complaints
sehingga mampu merespon dengan cepat setiap aduan and provide closure wisely. In the aspect of flight operations,
dan memberikan penyelesaian secara bijaksana. Pada Angkasa Pura II always prioritize flight safety by ensuring
aspek operasional penerbangan, Angkasa Pura II senantiasa that all airport operational sectors follow and comply with
mengutamakan keselamatan penerbangan dengan the applicable procedures. Thus, all aspects of concern/
memastikan seluruh sektor operasional kebandarudaraan foundation of the Company, can fulfill the expectations of all
mengikuti dan mematuhi prosedur yang berlaku. Sehingga, parties and able to enhance the corporate image.
semua aspek yang menjadi perhatian/tumpuan perusahaan,
dapat memenuhi ekspektasi harapan semua pihak dan
mampu meningkatkan citra perusahaan.

Angkasa Pura II melakukan pengembangan usaha dalam Angkasa Pura II performs business development in the airport
bidang jasa kebandarudaraan dan peningkatan pelayanan services field and improvement of optimal service to airport
yang optimal kepada pengguna jasa bandara melalui services users through services that support airport services.
penyelenggaraan pelayanan-pelayanan yang menunjang jasa Such services include: landing services, placement and
kebandarudaraan. Pelayanan-pelayanan tersebut antara lain: storage of aircraft (PJP4U), air passenger services (PJP2U),
pelayanan jasa pendaratan, penempatan dan penyimpanan flight services (PJP), Jet Bridge services and counter services.
pesawat udara (PJP4U), pelayanan jasa penumpang pesawat
udara (PJP2U), pelayanan jasa penerbangan (PJP), pelayanan
jasa Garbarata dan Pelayanan jasa konter.
Dalam menjalankan usahanya, Angkasa Pura II selalu In running its business, Angkasa Pura II always obey and follow
mematuhi dan mengikuti berbagai regulasi maupun standar various regulations and standards that bind related to air
yang mengikat terkait dengan pelayanan lalu lintas udara, traffic services, both that apply internationally (International
baik yang berlaku secara internasional (International Civil Civil Aviation Organization/ICAO) and nationally (Ministry of
Aviation Organization / ICAO) maupun nasional (Departemen Transportation - Directorate General of Air Transportation).
Perhubungan - Direktorat Jenderal Perhubungan Udara). All the regulations and standards are in force, so the flight
Semua regulasi maupun standar tersebut diberlakukan, agar safety aspects are fulfilled in order for all parties is able to feel
aspek keselamatan penerbangan terpenuhi sehingga semua the comfort and tranquility during the flight.
pihak dapat merasakan kenyamanan dan ketenangan selama
penerbangan.
Angkasa Pura II memiliki komitmen yang tinggi dalam Angkasa Pura II has a strong commitment in managing
mengelola jasa pelayanan lalu lintas udara dengan air traffic services by prioritizing on aviation safety and
mengutamakan keselamatan penerbangan dan kepuasan satisfaction of customers/airport services users. To realize it,
pelanggan/pengguna jasa bandara. Untuk mewujudkan hal Angkasa Pura II continues to work on improving the service
tersebut, Angkasa Pura II terus mengupayakan peningkatan quality both from the aspect of competence empowerment
kualitas pelayanan baik dari aspek pemberdayaan kompetensi of existing HR, improvement and monitoring of compliance
SDM yang dimiliki, penyempurnaan dan pengawasan with the working procedures as well as additions and
kepatuhan atas prosedur kerja maupun penambahan serta improvement of airport facilities and systems.
perbaikan fasilitas dan sistem bandar udara.
Jasa Terkait Bandar Udara Airport Related Services
Memaksimalkan pelayanan terbaik melalui penyediaan Maximizing the best service by providing various airport
beragam pelayanan jasa penunjang Bandar udara yang supporting services that are modern and supported with
modern dengan ditunjang fasilitas berteknologi tinggi adalah high-tech facilities is the commitment of Angkasa Pura II to
komitmen Angkasa Pura II untuk mewujudkan kenyamanan realize the convenience for services users while in the airport
bagi pengguna jasa selama berada di lingkungan bandara. environment.
Angkasa Pura II mengusahakan pelayanan-pelayanan jasa Angkasa Pura II provides services that support the airport
yang menunjang bisnis jasa kebandarudaraan. Pelayanan services business. Airport related services provided by
jasa terkait bandara udara disediakan oleh Angkasa Pura II Angkasa Pura II aim to support the creation of aspects of
bertujuan untuk mendukung terciptanya aspek keamanan, security, safety and comfort for airport services users while
keselamatan dan kenyamanan bagi pengguna jasa bandara in the Airport environment. Airport related services include:
selama berada di kawasan Bandara. Pelayanan jasa terkait space for rent, warehouses, land and other facilities, activities
bandar udara tersebut diantaranya: penyewaan ruangan, of concessionaires, vehicles parking, Airport Pass and the
gudang, lahan dan fasilitas lainnya, kegiatan konsesioner, provision of land for buidling, fields and industry as well as
parkir kendaraan, Pas Bandara dan penyediaan lahan untuk buildings related with the smoothness of air transport.
bangunan, lapangan dan industri serta bangunan yang
berhubungan dengan kelancaraan angkutan udara.

Pelayanan penunjang lainnya yang juga diupayakan oleh Other supporting services that also strived by Angkasa Pura
Angkasa Pura II antara lain: pelayanan operasi bandara, II, among others: airport operations services, pilgrims flight
pelayanan penerbangan haji, pelayanan tenaga kerja services, Indonesian workers services, cargo services, airport
Indonesia, pelayanan kargo, pelayanan keamanan dan security and safety services, rescue and fire fighting services
keselamatan bandara, pelayanan pertolongan kecelakaan (PKP-PK) as well as emergency response services.
penerbangan dan pemadam kebakaran (PKP-PK) serta
pelayanan penanggulangan gawat darurat.
Pelayanan Bandara Airport Services
Seiring dengan kebutuhan masyarakat terhadap jasa Along with the increased public demand against air transport
angkutan udara yang semakin meningkat, berdampak pada services, it impacts on the traffic of airport services users
lalu lintas para pengguna jasa bandara yang menjadi begitu that become so congested both at the time before the flight
padat baik pada saat sebelum penerbangan (keberangkatan) (departure) or after the flight (arrival). This requires the needs
maupun saat setelah penerbangan (kedatangan). Hal ini for a serious and adequate management. Angkasa Pura II
menuntut perlunya pengelolaan yang serius dan memadai. seeks to grant the best service through airport operations
Angkasa Pura II berupaya penuh untuk memberikan services with the addition of various facilities in the airport
pelayanan terbaik melalui pelayanan operasi bandara dengan environment and expansion of terminal area including the
penambahan berbagai fasilitas di lingkungan bandara dan construction of new buildings or terminal buildings. These
perluasan kawasan terminal termasuk pembangunan gedung efforts aim to be able to accommodate the growing number
atau bangunan terminal baru. Upaya yang dilakukan ini of passengers and to bring comfort for the airport services
bertujuan supaya dapat menampung jumlah penumpang users.
yang bertambah serta dapat menghadirkan kenyamanan bagi
pengguna jasa bandara.
Penambahan dan perbaikan fasilitas bandara yang dilakukan Additions and improvement of airport facilities performed
oleh perusahaan diantaranya adalah penambahan dan by the Company include the addition and improvement
perbaikan kursi tunggu penumpang, garbarata, toilet, troli of passengers seats in the waiting areas, jet bridge, toilets,
bagasi, konter check-in, konter pemeriksaan, fasilitas tempat luggage trolleys, check-in counters, security check counters,
ibadah seperti mushola dan sejumlah fasilitas pendukung places of worships and a number of other supporting
lainnya. Terkait dengan pengembangan kawasan terminal, facilities. Related to terminal area development, Angkasa Pura
Angkasa Pura II melakukan penambahan kapasitas bandara II made additional airport capacity including additional space
diantaranya penambahan ruang yang mampu menampung that can accommodate increase in the number of passengers
peningkatan jumlah penumpang serta penataan ruangan as well as room arrangement that facilitate the administrative
yang memperlancar proses pemeriksaan dan memudahkan management of passengers. Through the cooperation
pengurusan administrasi penumpang. Melalui kerjasama with the Companys assisted partners, Angkasa Pura II also
dengan mitra binaan perusahaan, Angkasa Pura II juga adds sales counters which provide various needs of airport
menambah konter-konter jualan yang menyediakan berbagai services users. In order to preserve the comfort and beauty
kebutuhan para pengguna jasa bandara. Dalam rangka of the airport environment, Angkasa Pura II is continuously
menjaga kenyamanan dan keindahan di lingkungan bandara, monitor the cleanliness of the airport and conduct aiport
Angkasa Pura II senantiasa memantau kebersihan kawasan hygiene programs.
bandara dan melakukan program kebersihan bandara.

Pelayanan Penerbangan Haji Pilgrims Flight Services
Pelayanan angkutan Jamaah Haji tahun 2015 berada di 5 Pilgrims freight services in 2015 was in 5 (five) Embarkation/
(lima) Bandara Embarkasi/Dembarkasi yang dikelola oleh PT Debarkation Airports managed by PT Angkasa Pura II (Persero),
Angkasa Pura II (Persero) yakni: Aceh, Jakarta, Medan, Padang namely: Aceh, Jakarta, Medan, Padang and Palembang. In
dan Palembang. Secara umum pelayanan penerbangan haji general, pilgrims flight services is running normally, orderly,
berjalan normal, tertib, aman dan lancar berkat adanya safely and smoothly thanks to the good coordination and
koordinasi dan kerja sama yang baik antar instansi terkait antara cooperation between relevant agencies, among others: PPIH
lain : PPIH Departemen Agama, Airlines, Ground Handling of the Ministry of Religious Affairs, Airlines, Ground Handling
Agent, TNI AU dan CIQ (Custom, Imigration, Quarantine). Agent, Air Force and CIQ (Custom, Immigration, Quarantine).
Pelayanan angkutan udara Jamaah Haji Indonesia tahun 2014 Air freight service of the Indonesian Pilgrims in 2014 was
terbagi menjadi 2 Phase. Phase I Keberangkatan (embarkasi) divided into 2 Phase. 1st Phase of Departure (embarkation)
dimulai pada tanggal 21 Agustus 2015 sampai dengan began on August 21st, 2015 until September 17th, 2015,
17 September 2015, sementara itu Phase II Kedatangan meanwhile the 2nd Phase of Arrival (debarkation) began on
(debarkasi) dimulai pada tanggal 28 September 2015 dan September 28th, 2015 and ended on October 26th, 2015.
berakhir pada tanggal 26 Oktober 2015.
Pelayanan Tenaga Kerja Indonesia (TKI) Indonesian Workers Services (TKI)
Indonesia mempunyai jumlah tenaga kerja yang relatif banyak Indonesia has a relatively large amount of workers spreading
yang tersebar di berbagai negara, di mana sebagian besar across various countries, where mostly take advantage of
memanfaatkan pelayanan jasa angkutan udara. Lalu lintas air transport services. Indonesian workers traffics that went
tenaga kerja Indonesia yang melalui pintu keberangkatan through the departure gate or the arrival gate managed by
maupun pintu ke kedatangan bandara yang dikelola oleh Angkasa Pura II showed an increase with increasing number
Angkasa Pura II menunjukkan peningkatan seiring dengan of workers outside the country.
meningkatnya jumlah tenaga kerja yang ada di luar negeri.
Besarnya kontribusi para tenaga kerja Indonesia dalam The amount of contributions of Indonesian workers in using
menggunakan pelayanan jasa bandar udara, Angkasa Pura II the airport services, Angkasa Pura II is committed to provide
berkomitmen untuk memberikan pelayanan yang maksimal dan superior service and convenience facilities for TKI including
fasilitas kemudahan bagi TKI diantaranya adalah penyediaan the provision of special line for departure and arrival of TKI, TKI
jalur khusus keberangkatan dan kedatangan TKI, pusat layanan information service center and land transportation services
informasi TKI dan layanan angkutan darat bagi TKI yang pulang for TKI who return home. Angkasa Pura II also provide special
ke kampung. Angkasa Pura II juga memeberikan perhatian attention and protection for TKI from the acts of fraud by
khusus dan perlindungan bagi para TKI dari aksi-aksi penipuan irresponsible people in the airport environment. It is expected
oleh orang-orang yang tidak bertanggungjawab di lingkungan that the TKI feel comfortable and secure while in the airport.
bandara. Dengan demikian, diharapkan para TKI merasa
nyaman dan aman selama berada di bandara.
Pelayanan Kargo Cargo Services
Bisnis pengiriman atau pengangkutan barang memiliki Business of delivery or transport of baggage has a very
prospek usaha yang sangat strategis termasuk bisnis strategic business prospects, including the delivery of
pengiriman barang melalui angkutan udara (kargo). Peluang baggage business through air freight (cargo). This strategic
bisnis yang strategis ini, dimanfaatkan oleh Angkasa Pura II business opportunity is exploited by Angkasa Pura II by
dengan mengoperasikan terminal kargo yang dimulai sejak operating the cargo terminal which began in 2007. Angkasa
tahun 2007. Angkasa Pura II membentuk unit bisnis strategis Pura II forms a strategic business unit that manages cargo
yang mengelola pelayanan kargo di setiap bandara yang services in all airports managed.
dikelola.
Dalam rangka memastikan terpenuhinya aspek kelancaran, In order to ensure the fulfillment of the aspects of smoothness,
keamanan dan keselamatan operasional pengiriman security and safety of baggage shipping operational, starting
barang dari mulai proses penggudangan sampai dengan from the warehouse process to air shipment, Angkasa Pura

penerbangan, Angkasa Pura II melakukan pengawasan II supervises the compliance with applicable procedures and
kepatuhan terhadap prosedur dan standar yang berlaku. standards.
Angkasa Pura II melakukan upaya untuk meningkatkan Angkasa Pura II performs efforts to improve cargo services
kualitas pelayanan kargo di bandara-bandara yang dikelola quality at airports managed as the improvement of cargo
seperti peningkatan kapasitas pergudangan kargo yang dapat stowage capacity to accommodate the increased transaction
menampung peningkatan volume transaksi. volume.
Keamanan dan Keselamatan Bandara Airport Security and Safety
Angkasa Pura II memiliki komitmen yang tinggi atas terpenuhinya Angkasa Pura II has a strong commitment on the fulfillment
aspek keamanan dan keselamatan bandara dari segala bentuk of airport security and safety from all forms of threats and
ancaman dan gangguan yang dapat merugikan penumpang, disturbances that can harm the passengers, airport service users
pengguna jasa bandara maupun perusahaan sendiri. Komitmen and the Company itself. The Companys commitment is realized
perusahaan tersebut diwujudkan dengan adanya penyediaan with the provision of airport security and safety services.
pelayanan keamanan dan keselamatan bandara.
Angkasa Pura II telah melengkapi bandara-bandara yang Angkasa Pura II has equipped all airports under its
dikelolanya dengan fasilitas pengamanan yang modern management with modern security facilities and high-tech
dan berteknologi tinggi mulai dari peralatan X-Ray untuk equipments ranging from X-Ray for baggage and cargo
pemeriksaan bagasi dan kargo, walk-through dan handheld inspection, walk-through and handheld metal detectors,
metal detector, sistem CCTV, pagar perimeter dan lain- CCTV systems, perimeter fencing and others. In the aspect
lain. Pada aspek kualitas sumber daya manusia yang of human resources quality that is responsible for the
bertanggungjawab atas keamanan dan keselamatan di kawasan security and safety at the airport area, the Company has
bandara, perusahaan telah memberikan berbagai pelatihan provided various trainings both knowledge to the technical
baik yang bersifat pengetahuan sampai pada ketrampilan skills in the field. This aims to establish security personnels
teknis di lapangan. Hal ini bertujuan untuk membentuk personil that are reliable and professional to carry out airport security
keamanan yang handal dan profesional dalam menjalankan operational duties.
tugas-tugas operasional pengamanan bandara.

Sedangkan pada aspek kuantitas personil pengamanan While the quantity aspect of airport security personnel,
bandara, Angkasa Pura II juga melakukan penambahan Angkasa Pura II also added according to the applicable
sesuai dengan kebutuhan dan standar pengamanan berlaku. safety requirements and standards. Related to airport safety
Terkait dengan keamanan dan keselamatan bandara, Angkasa and security, Angkasa Pura II constantly coordinates and
Pura II juga selalu berkoordinasi dan bekerjasama dengan cooperates with the Indonesian National Police and the
instansi Kepolisian Republik Indonesia dan Tentara Nasional Indonesian Military (TNI) to provide training for airport
Indonesia (TNI) untuk memberikan pelatihan kepada personil security personnel as well as to create airport atmosphere
pengamanan bandara maupun untuk menciptakan suasana that is safe and convenient.
bandara yang aman dan nyaman.
Pelayanan Pertolongan Kecelakaan Penerbangan dan Rescue and Fire Fighting Services (PKP-PK)
Pemadam Kebakaran (PKP-PK)
Angkasa Pura II sangat menyadari dalam pengelolaan bisnis Angkasa Pura II is very aware in the management of airport
jasa kebandarudaraan yang berhubungan dengan jasa lalu services business related to the air traffic services have a high
lintas penerbangan memiliki tingkat risiko yang tinggi. Oleh level of risk. Therefore, the Company has a service program
karena itu, perusahaan mempunyai program pelayanan yang that aims to minimize and anticipate the emergence of these
bertujuan untuk meminimalisir dan mengantisipasi munculnya risks through the program of rescue and fire fighting services.
risiko tersebut yaitu melalui program pelayanan pertolongan
kecelakaan penerbangan dan pemadam kebakaran (PKP-PK).
Angkasa Pura II berupaya memastikan bahwa semua Angkasa Pura II strives to ensure that all infrastructure/facilities
infrastruktur/fasilitas yang terkait dengan program PKP- related to PKP-PK program is in a state of alert and function
PK dalam kondisi yang siap siaga dan berfungsi secara optimally. Efforts made by the Company are repair and
optimal. Upaya yang dilakukan Perusahaan perbaikan dan improvement of facility completeness as well as replace and
peningkatan kelengkapan fasilitas maupun penggantian atau regenerate PKP-PK operational vehicles among others foam
peremajaan kendaraan operasional PKP-PK antara lain foam tenders, rescue invention vehicle (rapid car), ambulance and
tender, rescue invention vehicle (rapid car), ambulance dan commando car, in accordance with the applicable provisions
commando car, sesuai dengan ketentuan dan standar yang and standards to the respective airports.
berlaku bagi masing-masing bandara.

Di samping peningkatan kualitas infra struktur PKP-PK, In addition to improve the quality of PKP-PK infrastructure,
Angkasa Pura II juga meningkatkan kapabilitas pelayanan Angkasa Pura II also improves the service capabilities of PKP-
PKP-PK melalui pemenuhan kualitas maupun kuantitas PK through the fulfillment of quality and quantity of PKP-PK
personil PKP-PK. Dalam rangka pemenuhan kualitas personil personnel. In order to meet the quality of PKP-PK personnel,
PKP-PK, Angkasa Pura II bekerjasama dengan instansi Angkasa Pura II in collaboration with government agencies
pemerintah seperti Dinas Pemadam Kebakaran dengan such as the Fire Department to provide training to improve
memberikan pelatihan-pelatihan yang dapat meningkatkan the competence of PKP-PK personnel. in the compliance
kompetensi personil PKP-PK. Pada aspek kepatuhan terhadap aspect towards procedures, the Company conducts a study
prosedur, perusahaan melakukan kajian maupun penilaian and assessment to measure the service quality of PKP-PK in
untuk mengukur kualitas pelayanan PKP-PK dalam merespon response to any accidents that occur.
setiap kecelakan yang terjadi.
Layanan Penanggulangan Gawat Darurat Emergency Response Services
Kesiapan bandara menghadapi kemungkinan terjadinya Airport readiness to face the possibility of airplane accident
kecelakaan pesawat udara, memiliki dampak yang sangat has a very significant impact in preventing or minimizing the
signifikan dalam mencegah atau meminimalkan timbulnya loss of life and material. This readiness depends on the airport
kerugian jiwa maupun material. Kesiapan ini bergantung pada conditions on the availability of adequate facilities, supported
kondisi bandara atas ketersediaan fasilitas yang memadai, with reliable and trained personnel to perform emergency
yang didukung oleh personil handal dan terlatih dalam response.
melakukan penanggulangan gawat darurat.
Angkasa Pura II melalui layanan penanggulangan gawat Angkasa Pura II through emergency response services seeks
darurat berupaya untuk memberikan respon yang cepat atas to provide rapid response on airplane accident. To that end,
terjadinya kecelakan pesawat udara. Untuk itu, Angkasa Pura Angkasa Pura II ensures that all the managed airports have
II memastikan bahwa seluruh bandara yang dikelolanya telah conducted training on emergency response and complement
melakukan pelatihan-pelatihan tentang penanggulangan various facilities and supporting elements.
gawat darurat serta melengkapi berbagai fasilitas dan unsur-
unsur penunjangnya.
Dalam rangka penanggulangan gawat darurat, Angkasa Pura In the framework of emergency response, Angkasa Pura
II bekerjasama dan berkoordinasi dengan berbagai unsur dan II cooperates and coordinates with various elements and
instansi yang tergabung dalam Airport Emergency Committee institutions joined in the Airport Emergency Committee
(AEC) sesuai prosedur atau standar dalam Airport Emergency (AEC) in accordance with procedures or standards in Airport
Plan (AEP). Emergency Plan (AEP).

wilayah kerja
dan lokasi bandara
Working Areas And Airport Locations
BTJ KNO TNJ

1 Sultan Iskandar
Muda Airport 2 Kualanamu
International Airport 8 Raja Haji Fisabilillah
Airport
Banda Aceh Medan Tanjung Pinang
PKU
7 Sultan Syarif II
Pekanbaru
SQT
3 Silangit Airport
Tapanuli Utara
PDG
4 Minangkabau
Padang
DJB
5 Sultan Thaha Airport
Jambi
PLM
6 Sultan Mahmud
Badaruddin II Airport
Palembang
1
2 3 4
5 6 7

PNK PGK
10 Supadio Airport
Pontianak 9 Depati Amir Airport
Pangkal Pinang
CGK
11 Soekarno-Hatta
Tangerang
HLP
12 Halim Perdanakusumah
Airport
Pangkal Pinang
BDO
13 Husein Sastranegara
Airport
Bandung
8 9 10
11 12 13

pengembangan bandara
tahun 2015
2015 Airport Development
Angkasa Pura II berkomitmen untuk memberikan pelayanan di setiap bandara yang dimiliki untuk memenuhi harapan
stakeholders. Untuk tahun 2015, pengembangan bandara yang telah dilakukan sebagai berikut:
Angkasa Pura II is committed to provide services in every airport owned to fulfill the expectations of stakeholders.
For 2015, airport development which has been performed as follows:
Bandara Supadio Pontianak
Pembangunan dan Pengoperasian Bandara baru : Supadio - Pontianak

Construction and Operations of new Airport: Supadio - Pontianak
Bandara Sultan Thaha Jambi
Pembangunan dan Pengoperasian Bandara baru : Sultan Thaha - Jambi

Construction and Operations of new Airport: Sultan Thaha - Jambi
Bandara Husein Sastranegara Bandung
Pembangunan Bandara baru : Bandara Husein Sastranegara - Bandung

Construction of new Airport: Husein Sastranegara - Bandung

visi, misi, tata nilai dan
falsafah perusahaan
Companys Vision, Mission, Values and Philosophy
Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah Stages in defining the Companys Vision, Mission, Values,
Perusahaan: and Philosophy:
1. Direksi melakukan evaluasi terhadap pencapaian kinerja 1. Board of Directors conducts evaluation on the
dan kekuatan internal Angkasa Pura II. performance and internal capability of Angkasa Pura II
2. Direksi melakukan evaluasi terhadap perubahan 2. Board of Directors conducts evaluation on strategic
strategis lingkungan eksternal Perusahaan dan changes of the Companys external environment and
mempertimbangkan peluang bisnis di masa akan datang. considers future business opportunities.
3. Direksi melakukan evaluasi dan identifikasi terhadap 3. Board of Directors conducts evaluation and identification
harapan dan kebutuhan para pemangku kepentingan. on the expectations and needs of the stakeholders.
4. Dengan mempertimbangkan Kekuatan Internal dan 4. By taking into account the Companys internal capability
Peluang Eksternal serta harapan para pemangku and external opportunities as well as the needs of
kepentingan, Direksi merumuskan Visi, Misi, Tata Nilai stakeholders, Board of Directors formulates the
dan Falsafah Perusahaan. Companys Vision, Mission, Values and Philosophy.
5. Visi, Misi, Tata Nilai dan Falsafah tersebut kemudian 5. The Companys Vision, Mission, Values and Philosophy is
disampaikan dan dievaluasi oleh Dewan Komisaris presented to and evaluated by Board of Commissioners
yang kemudian ditetapkan dan disepakati bersama oleh in which jointly established and agreed by Board of
Dewan Komisaris dan Direksi. Commissioners and Directors.
6. Direksi menetapkan Visi, Misi, Tata Nilai dan Falsafah 6. Board of Directors establishes the Companys Vision,
Perusahaan di dalam Rencana Jangka Panjang Mission, Values and Philosophy in the Companys Long
Perusahaan. Term Plan.
Visi dan Misi Perusahaan Companys Vision and Mission
VISI VISION
Menjadi pengelola bandar udara kelas dunia yang terkemuka To become leading and professional word class airport
dan profesional Untuk mewujudkan visi tersebut, Angkasa management company. To achieve its vision, Angkasa
Pura II bertekad melakukan transformasi secara menyeluruh Pura II is committed to implement a holistic and gradual
dan bertahap selama lima tahun pertama. transformation for the first 5 years.
2012 2013 2014 2015 2016
Aligning Growing Leading Excelling World Class

MISI MISSION
Mengelola jasa bandar udara kelas dunia dengan Managing world class airport services by prioritizing
mengutamakan tingkat keselamatan, keamanan, dan the safety, security, and comfort to improve customer
kenyamanan untuk meningkatkan kepuasan pelanggan; satisfaction;
Mengembangkan SDM dan budaya Perusahaan yang Developing human resources and high-performing
berkinerja tinggi dengan menerapkan sistem manajemen company culture by applying world-class management
kelas dunia; system;
Mengoptimalkan strategi pertumbuhan bisnis secara Optimizing profitable business growth strategy to
menguntungkan untuk meningkatkan nilai pemegang increase shareholders value and improve the welfare of
saham serta meningkatkan kesejahteraan karyawan dan employees and other stakeholders;
pemangku kepentingan lainnya;
Menjalin kerjasama yang saling menguntungkan dengan Having mutual cooperation with business and working
mitra usaha dan mitra kerja serta mengembangkan partners and in synergy developing airport services
secara sinergis dalam pengelolaan jasa bandar udara; management;
Memberikan nilai tambah yang optimal bagi masyarakat Generating optimal added value for the community and
dan lingkungan; environment;
Persetujuan Visi Misi Oleh Dewan Komisaris dan Direksi Vision and Mission Approval by Board of Commissioners
and Board of Directors
Visi dan Misi Angkasa Pura II telah ditetapkan dalam Rencana Angkasa Pura II Vision and Mission has been stipulated in
Jangka Panjang Perusahaan 2011-2015. the Companys Long Term Plan 2011-2015 that has been
approved by the Board of Commissioners and Board of
Directors.

Pernyataan Budaya Perusahaan Culture Statement
Angkasa Pura II memiliki nilai-nilai perusahaan yakni THE BEST Angkasa Pura II has corporate values namely THE BEST consists
yang terdiri dari 7 elemen penting, yakni Team Work, Hospitality, of 7 essential elements, Team Work, Hospitality, Excellence,
Excellence, Balance, Effectiveness & Efficiency, Satisfaction, Balance, Effectiveness & Efficiency, Satisfaction, Trustworthy.
Trustworthy. Penjabaran dari nilai-nilai perusahaan tersebut Elaboration of these corporate values are as follows:
adalah sebagai berikut:
Nilai Dasar Perilaku yang Diinginkan

Basic Value Desired Behavior
T
Kooperatif dan mampu bekerja sama secara efektif Cooperative and able to work together effectively
Saling menghargai dan dapat menerima Appreciate each other and able to accept
Team perbedaan pendapat dissenting opinions.
Work Proaktif dalam memberikan masukan konstruktif Proactive in providing constructive inputs.
Ramah dalam memberikan pelayanan terbaik Friendly in providing the best service to internal
H
terhadap pelanggan internal dan eksternal and external customers.
Harmonis dalam membina hubungan sinergetik Harmony in maintaining synergetic relationship
Hospitality dengan semua pemangku kepentingan with all stakeholders.
Peduli (care) terhadap lingkungan sekitar Care to the surrounding environment.
E
Selalu bersikap dan bertindak yang terbaik Excellence in attitude and action at all time
Persisten melakukan perbaikan berkesinambungan Persistent in sustainable improvement.
Excellence Zero Tolerance to Errors and Zero Complaints Zero Tolerance to Errors and Zero Complaints
Seimbang dalam pencapaian tujuan (jangka Balance in achieving objectives (short term and
B
pendek dan jangka panjang) long term)
Adil dalam tindakan dan pengambilan keputusan Fair in action and decision making
Balance Seimbang dalam pemenuhan kebutuhan Balance in fulfilling the needs of internal and
pemangku kepentingan internal dan eksternal external stakeholders.
Efektif dalam pengambilan keputusan dan Effective in decision making and achievement of
pencapaian tujuan objectives.
E
Efisien dalam pemakaian sumber daya serta sadar Efficient in the use of resources as well as aware
akan biaya dan profitabilitas (cost and profitability of the costs and profitability (cost and profitability
Effectiveness concern) concern)
& Efficiency Efektif dalam bekerja (3AS: Kerja KerAS, Kerja Effective in working (3AS: Kerja KerAS (work hard),
IkhlAS, Kerja CerdAS) Kerja IkhlAS (work sincerely), Kerja CerdAS (work
smart))
Fokus pada kepuasan, kepentingan dan kebutuhan Focus on the satisfaction, interests and
pelanggan requirements of customers
Komitmen penuh untuk senantiasa meningkatkan Full commitment to continuously improve internal
S
kepuasan pelanggan internal dan eksternal and exxternal customers satisfaction
Teguh menerapkan prinsip PEDULI (Pelayanan Persistent in implementing the principle of PEDULI
Satisfaction Prima, Efektif & Efisien, Dedikasi Tinggi, Unggul, (Pelayanan Prima, Efektif & Efisien, Dedikasi Tinggi,
Lingkungan dan Internasional) Unggul, Lingkungan dan Internasional (Excellent
Service, Effective & Efficient, High Dedication,
Excel, Environment and International)
Patuh terhadap kebijakan, peraturan, hukum dan Comply to the applicable policies, regulations,
undang-undang yang berlaku laws and legislation
T
Selaras antara kata dan perbuatan Harmony between words and action
Konsisten dalam penerapan jiwa/karakter Consistent in implementing spirit/character of
Trustworthy Keteladanan, Keberanian, Ketelitian, Kerahasiaan, Exemplary, Courage, Precision, Secrecy, Justice,
Keadilan, Husnuzon (tidak berburuk sangka), No Prejudice, Loyalty and Not Vengeful (K5HLT)
Loyalitas dan Tidak Pendendam (K5HLT)

THE BEST dibangun dari nilai-nilai dasar sebelumnya yang THE BEST is developed on previous base values that have
telah tertanam dengan kokoh di Angkasa Pura II (Persero), been embedded firmly in Angkasa Pura II (Persero), namey
yakni PEDULI, 3 As, Zero Tolerance to Errors, Zero Complaints, PEDULI, 3 As, Zero Tolerance to Errors, Zero Complaints, and
dan K5HLT. K5HLT.
Falsafah Perusahaan Philosophy
Pelayanan Prima Excellent Service

Pelayanan cepat dan efektif yang dijalankan denga penuh Fast and effective service that is run by caring and hospitality
kepedulian dan keramahan yang ditujukan bagi seluruh that is intended for all users of airport services and air traffic
pengguna jasa bandar udara dan jasa pelayanan lalu lintas services.
udara.
Efisien dan Efektif Efficient and Effective

Membuat prioritas dalam penyelesaian hal-hal mendesak Make a priority in resolving issues of urgency (urgent) that
(urgent) yang harus ditangani terlebih dahulu agar efektif dan should be addressed first in order to be effective and
tepat guna dalam hal pembiayaan. appropriate in terms of financing.
Dedikasi Tinggi High Dedication

Memahami dan menerapkan peraturan dan standar Understand and apply regulations and standards set on
yang ditetapkan atas dasar keyakinan manfaat dari the basis of belief in the benefits of its application.
penerapannya Able to turn commitments into concrete actions by
Mampu mewujudkan komitmen ke dalam tindakan nyata upholding the principles of ethic, consistent, scalable,
dengan memegang teguh prinsip-prinsip etika, konsisten, and reliable.
terukur, dan terpercaya Realize a mental attitude that hold good loyalty to the
Mewujudkan sikap mental yang tetap memegang teguh Company, superior, or co-workers without neglecting
kesetiaan baik kepada perusahaan, atasan, maupun rekan the values of truth.
sekerja tanpa mengabaikan nilai-nilai kebenaran Strive to provide the best in carrying out duties according
Berusaha untuk memberikan yang terbaik dalam to their competence.
melaksanakan tugas sesuai dengan kompetensinya Always strive to put forward ideas, methodologies, or
Selalu berupaya mengemukakan ide, metodologi, atau changes of something new and original that aims to
perubahan sesuatu yang baru dan original yang bertujuan provide added value to the Company.
untuk memberikan nilai tambah bagi perusahaan.
Unggul Excel
Menampilkan yang terbaik dalam semua aspek pengelolaan Perform the very best in all business management aspects.
usaha
Lingkungan Environment
Mengantisipasi lingkungan usaha yang berkembang saat Anticipate current and future development of business
ini maupun yang akan datang untuk dapat tumbuh dan environment to enable the Company to grow and develop.
berkembang.
Internasional International
Mewujudkan komitmen untuk menerapkan standar pelayanan Realize a commitment to apply the highest and international
penerbangan sipil tertinggi dan bertaraf internasional. standards of civil aviation services.

tujuan, sasaran
dan strategi perusahaan
Objectives, Targets and Strategies of The Company
Tujuan Objectives
Dalam rangka mewujudkan Visi Misi Perusahaan, Angkasa In order to realize the Companys Vision and Mission, Angkasa
Pura II telah menetapkan Tujuan Perusahaan. Tujuan Pura II has set the Companys Objectives, among others:
Perusahaan tersebut antara lain: Run and support the Companys policies and programs
Menjalankan dan mendukung kebijakan dan program in the segment of economy and development;
perusahaan dalam segmen ekonomi dan pembangunan; Collect profits for the Company by running airport affairs
Mengumpulkan keuntungan bagi perusahaan dengan business in accordance with the Companys principles.
menjalankan bisnis kebandarudaraan yang sesuai
dengan asas-asas perusahaan.
Sasaran Perusahaan Targets
Angkasa Pura II telah menetapkan sasaran perusahaan dalam Angkasa Pura II has set the Companys targets in order to
rangka mensukseskan Tujuan Perusahaan sebagai berikut: succeed the Companys Objectives as follows:
Tercapainya pengembangan kegiatan bisnis yang menjadi The achievement of business activities development that
fokus Angkasa Pura II serta peningkatan produktivitas becomes the focus of Angkasa Pura II and increased
kegiatan usaha Angkasa Pura II; business activities productivity of Angkasa Pura II;
Tercapainya kepuasan pengguna jasa melalui pelayanan The achievement of service user satisfaction through
prima yang didukung dengan jaminan Service Level excellent service which is supported by the guarantee
Agreement (SLA) dan Service Level Guarantee (SLG) serta of Service Level Agreement (SLA) and Service Level
ketersediaan sarana dan prasarana yang dibutuhkan Guarantee (SLG) as well as the availability of facilities and
pengguna jasa; infrastructure needed by the service users;
TerseIenggaranya perbaikan berkeIanjutan dalam proses Implementation of sustainable improvement in business
bisnis yang berlandaskan mutu dan sesuai dengan processes based on quality and in line with expectations
harapan pengguna jasa; of service users;
Terciptanya pengembangan leadership system untuk Creation of leadership system development to realize
mewujudkan efektifitas kepemimpinan sebagai role the effectiveness of leadership as a role model;
model; Realization of organization in accordance with the
Terwujudnya organisasi yang sesuai dengan fungsi airport business management function and supported
pengelolaan bisnis bandara dan didukung oleh SDM by high-performance and competent HR in line with the
yang berkinerja tinggi dan kompeten sesuai fokus bisnis business focus of Angkasa Pura II;
Angkasa Pura II; Establishment of network integration/networking
TerjaIinnya integrasi jaringan/networking antar instansi between other institutions and airports.
dan bandara lainnya.

Strategi Perusahaan Corporate Strategy
Dalam rangka menunjang tercapainya sasaran perusahaan, In order to support the achievement of corporate strategy,
Angkasa Pura II telah menetapkan strategi pengembangan Angkasa Pura II has set the Companys business development
bisnis perusahaan yang mencakup antara lain: strategy which includes, among others:
Business Focus, yaitu: Business Focus, i.e:

Memacu peningkatan pendapatan; Drive growth in revenues;
Mengendalikan biaya dan meningkatkan daya serap Control cost and improve the investment absorption
investasi; rate;
Melakukan intensifikasi bidang usaha; Itensify business lines;
Mewujudkan segmentasi dan optimalisasi usaha. Achieve business segmentation and optimization.
Customer Service & Care, yaitu: Customer Service & Care, i.e.:
Memenuhi standar Level of Service (safety, security & Fulfill the Level of Service standards (safety, security &
services); services);
Menerapkan Service Level Agreement dan Service Level Implement Service Level Agreement and Service Level
Guarantee; Guarantee;
Memenuhi ketersediaan kapasitas pelayanan. Fulfill the availability of service capacity.

Operations Excellence, yaitu: Operations Excellence, i.e.:

Regulatory compliance; Regulatory compliance;
Mengembangkan Total Airport Management System; Develop Total Airport Management System;
Mengembangkan sistem dan prosedur. Develop systems and procedures.
Leadership Effectiveness, yaitu: Leadership Effectiveness, i.e.:

Melakukan penyelarasan Visi, Misi, dan sasaran jangka Perform a synchronization of Vision, Mission, and long
panjang; term targets;
Menerapkan performance excellence criteria. Implement performance excellence criteria.
HR Effectiveness, yaitu: HR Effectiveness, i.e.:

Melakukan evaluasi dan perbaikan sistem manajemen Perform evaluation and improvement of Human
Sumber Daya Manusia; Resources management system;
Mengembangkan HR Plan & Roadmap Sumber Daya Develop HR Plans & HR Roadmap;
Manusia; Education & training;
Pendidikan dan pelatihan; Improve employee performance appraisal system.
Memperbaiki sistem penilaian kinerja karyawan.
Total Logistic Network, yaitu: Total Logistic Network, i.e.:

Membangun aliansi strategis dengan mitra kerja dan Establish strategic alliances with partners and business
mitra usaha dalam rangka mewujudkan biaya transportasi partners in order to realize competitive and efficient
yang kompetitif dan efisien; transportation cost;
Membangun kerjasama dalam penyediaan jaringan Develop cooperation in the provision of communication
komunikasi, duty free, fuel supply, power supply. networks, duty free, fuel supply, power supply.

struktur
organisasi
Sesuai dengan Surat Keputusan Nomor: In accordance with the Decree No:
PD.01.01/07/2015/0026 Tentang Perubahan Atas Peraturan PD.01.01/07/2015/0026 on Amendment of the Board
Direksi Nomor PD.01.01/04/2015/0012 tentang organisasi of Directors Regulation No: PD.01/01/04/2015/0012 on
dan tata kerja PT Angkasa Pura II (Persero) maka struktur organization and work procedures of PT Angkasa Pura II
organisasi PT Angkasa Pura II (Persero) adalah sebagaimana (Persero), then the organization structure of PT Angkasa Pura
bagan di bawah ini : II (Persero) is as the chart below:


profil
dewan komisaris
Susunan Dewan Komisaris per 31 Desember 2015 sebagai berikut:
As of December 31st, 2015, the Board of Commissioners composition is as follows:
Nama Jabatan
Name Position
Rhenald Kasali Komisaris Utama President Commissioner
Santoso Eddy Wibowo Komisaris Commissioner
W. Budi Santoso Komisaris Commissioner
Wahyu Kuncoro Komisaris Commissioner
Iswan Elmi Komisaris Commissioner
Harpin Ondeh Komisaris Commissioner
Informasi detail mengenai Profil Dewan Komisaris Angkasa Pura II dapat dilihat di Bagian Profil Dewan Komisaris yang
terdapat dalam Bab Laporan Dewan Komisaris dan Direksi.
Detail information on the Board of Commissioners Profile of Angkasa Pura II can be found in the Board of
Commissioners Profile Section contained in the Management Report Chapter
profil
direksi
Susunan Direksi per 31 Desember 2015 sebagai berikut:
As of December 31st, 2015, the Board of Directors composition is as follows:
Nama Jabatan
Name Position
Budi Karya Sumadi President Director
Djoko Murjatmodjo Director of Operations & Engineering
Daan Achmad Director of Human Capital, General Affairs & IT
Andra Y Agussalam Director of Finance
Faik Fahmi Director of Commercial & Business Development
Ituk Herarindri Director of Airport Service & Facility
Informasi detail mengenai Profil Direksi Angkasa Pura II dapat dilihat di Bagian Profil Direksi yang terdapat dalam Bab
Laporan Dewan Komisaris dan Direksi.
Detail information on the Board of Directors Profile of Angkasa Pura II can be found in the Board of Directors Profile
Section contained in the Management Report Chapter.

profil pejabat
satu level di bawah direksi
Profile of Officials One Level Below the Board of Directors
Nama Profil
No
Name Profile
Lahir di Belawan pada tanggal 15 November 1962. Menamatkan S1 Ekonomi Manajemen
dari Universitas Islam Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7
bulan.
Born in Belawan on November 15th, 1962. Completed Bachelor degree from Universitas
1 Zulfahmi Islam Syekh Yusuf. With tenure in Angkasa Pura II for 29 years and 7 months. Served since
April 2015-December 2015.
General Manager Sultan Mahmud Badaruddin II (Agustus 2014 Maret 2015).

Senior General Manager Bandara Internasional Soekarno-Hatta (April 2015 Desember 2015).
Lahir di Bandung pada tanggal 13 Mei 1961. Menamatkan pendidikan dari SESKOAU. Memiliki
masa kerja di Angkasa Pura II selama 2 tahun 9 bulan.
Iwan Born in Bandung on May 13th, 1961. Completed education from SESKOAU With tenure in
2
Khrishadianto Angkasa Pura II for 2 years and 9 months. Served since August 2012-December 2015.
General Manager Bandara Halim Perdanakusuma (Agustus 2012 Desember 2015).

Lahir di Tangerang pada tanggal 22 Januari 1968. Menamatkan Magister Administrasi Bisnis
dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 3 bulan.
Born in Tangerang on January 22nd, 1968. Completed Master degree Business
3 Yayan Hendrayani Administration from ITB Bandung. With tenure in Angkasa Pura II for 25 years and 3 months.
Served since May 2012-June 2015.
General Manager Bandara Internasional Husein Sastranegara (Mei 2012 Juni 2015).
General Manager Bandara Internasional Minangkabau (Juni 2015 Desember 2015).
Lahir di Dolok Sanggul pada tanggal 16 April 1965. Menamatkan pendidikan S1 Publisistik dari
IISIP Jakarta Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7 bulan.
Born in Dolok Sanggul on April 16th, 1965. Completed Bachelor degree from IISI Jakarta.
4 Dorma Manalu With tenure in Angkasa Pura II for 29 years and 7 months. Served since June 2015 -
December 2015.
General Manager Bandara Internasional Husein Sastranegara (Juni 2015 Desember

2015).
Lahir di Semarang pada tanggal 5 Juni 1961. Menamatkan S1 Teknik Informatika dari STMIK
Jakarta. Memiliki masa kerja di Angkasa Pura II selama 34 tahun 2 bulan.
Born in Semarang on June 5th, 1961. Completed Bachelor degree from STMIK Jakarta. With
5 Slamet Samiaji tenure in Angkasa Pura II for 34 years and 2 months. Served since June 2014-March 2015.
General Manager Bandara Depati Amir (Juni 2014 Maret 2015).

General Manager Bandara Internasional Sultan Syarif Kasim II (April 2015).
Lahir di Surabaya pada tanggal 3 September 1969. Menamatkan S2 Manajemen -
Enterpreneurship dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 17 tahun
10 bulan.
6 Eko Prihadi Born in Surabaya on September 3rd, 1969. Completed Masters degree from ITB
Bandung. With tenure in Angkasa Pura II for 17 years and 10 months. Served since April
2015-December 2015.
General Manager Bandara Depati Amir (April 2015 Desember 2015).

Lahir di Jayapura pada tanggal 4 september 1969. Menamatkan S1 Hukum dari UNIS
Tangerang. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 11 bulan.
Born in Jayapura on September 4th, 1969. Completed Bachelor degree from UNIS
7 Dani Indra Iriawan Tangerang. With tenure in Angkasa Pura II for 23 years and 11 months. Served since April
2015-October 2015.
General Manager Bandara Internasional Sultan Syarif Kasim II (April 2015 Oktober 2015).
General Manager Bandara Internasional Kualanamu (Oktober 2015 Desember 2015).
Lahir di Lumban Julu pada tanggal 10 Agustus 1964. Menamatkan S2 Magister Manajemen
dari Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.
Born in Lumban Julu on August 10th, 1964. Completed Masters degree from Universitas
Jaya Tahoma Gadjah Mada. With tenure in Angkasa Pura II for 30 years and 9 months. Served since
8 November 2015-December 2015.
Sirait
General Manager Bandara Internasional Kualanamu (Januari 2015 Oktober 2015).
General Manager Bandara Internasional Sultan Syarif Kasim II (November 2015
Desember 2015).
Lahir di Palembang pada tanggal 30 Januari 1962. Menamatkan D IV Pemanduan Lalu Lintas
Udara dari STPI. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 9 bulan.
Born in Palembang on January 30th, 1962. Completed Diploma IV degree from STPI. With
9 Iskandar tenure in Angkasa Pura II for 21 years and 9 months. Served since April 2014-December
2015.
General Manager Bandara Sultan Mahmud Badaruddin II (April 2014 Desember 2015).
Lahir di Palembang pada tanggal 13 November 1962. Menamatkan pendidikan S1 Teknik
Listrik dari Universitas Tridinanti. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 9
bulan.
10 Tamzil Born in Palembang on November 13th, 1962. Completed Bachelor degree from Universitas
Tridinanti. With tenure in Angkasa Pura II for 24 years and 9 months. Served since April
2014-November 2015.
General Manager Bandara Sultan Thaha (April 2014 November 2015).

Lahir di Ambon pada tanggal 10 November 1976. Menamatkan pendidikan S1 Hukum dari
Universitas Islam Bandung. Memiliki masa kerja di Angkasa Pura II selama 8 tahun 3 bulan.
Born in Ambon on November 10th, 1976. Completed Bachelor degree from Universitas Islam
11 Achmad Syahir Bandung. With tenure in Angkasa Pura II for 8 years and 3 months. Served since November
2015-December 2015.
General Manager Bandara Sultan Thaha (November 2015 Desember 2015).

Lahir di Bandung pada tanggal 24 Februari 1961. Menamatkan S1 Ekonomi dari. Memiliki
12 Asep Supriatna Born in Bandung on February 24th, 1961. Completed Bachelor degree. With tenure in
Angkasa Pura II for 21 years and 9 months. Served since August 2014-June 2015.
General Manager Bandara Internasional Minangkabau (Agustus 2014 Juni 2015)

Lahir di Cimahi pada tanggal 17 November 1961. Menamatkan D IV Pemanduan Lalu Lintas
Udara dari STPI. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 9 bulan.
13 Joko Sudarmanto Born in Cimahi on November 17th, 1961. Completed Diploma IV degree from STPI. With
tenure in Angkasa Pura II for 21 years and 9 months. Served since June 2014.
General Manager Bandara Internasional Sultan Iskandar Muda (Juni 2014).

Lahir di Jakarta pada tanggal 21 April 1970. Menamatkan S1 Teknik Elektro dari Universitas
Mercu Buana. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 2 bulan.
Muh. Suriawan Born in Jakarta on April 21st, 1970. Completed Bachelor degree from Universitas Mercu
14 Buana. With tenure in Angkasa Pura II for 21 years and 2 months. Served since June
Wakan
2013-January 2015.
General Manager Bandara Raja Haji Fisabilillah (Juni 2013 Januari 2015).
Lahir di Jakarta pada tanggal 10 Oktober 1965. Menamatkan pendidikan S1 Hukum dari UNIS
Tangerang. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 2 bulan.
Born in Jakarta on October 10th, 1965. Completed Bachelor degree from UNIS
15 Surahmat Tangerang. With tenure in Angkasa Pura II for 30 years and 2 months. Served since July
2015-December 2015.
General Manager Bandara Raja Haji Fisabilillah (Juli 2015 Desember 2015).
Lahir di Langsa pada tanggal 21 Agustus 1970. Menamatkan pendidikan S2 Magister Administrasi
Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 1 bulan.
Chandra Dista Born in Langsa on August 21st, 1970. Completed Masters degree from ITB Bandung. With
16
Wiradi tenure in Angkasa Pura II for 16 years and 1 month. Served since November 2012-July 2015.
General Manager Bandara Internasional Supadio (November 2012 Juli 2015).

Lahir di Jakarta pada tanggal 25 Juli 1969. Menamatkan S1 Ekonomi Manajemen dari
Universitas Surapati. Memiliki masa kerja di Angkasa Pura II selama 2 tahun 3 bulan.
17 Bayuh Iswantoro Born in Jakarta on July 25th, 1969. Completed Bachelor degree from Universitas Surapati. With
tenure in Angkasa Pura II for 2 years and 3 months. Served since July 2015-December 2015.
General Manager Bandara Internasional Supadio (Juli 2015 Desember 2015).

Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan pendidikan S1 Ekonomi Manajemen
dari Universitas Terbuka. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.
Born in Jakarta on March 14th, 1962. Completed Bachelor degree from Universitas
18 Daryanto Terbuka. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June
2015-December 2015.
Head of Internal Auditor (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan S2 Magister Administrasi Bisnis dari
ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 11 bulan.
19 Agus Haryadi Born in Jakarta on March 14th, 1962. Completed Master degree from ITB Bandung. With
tenure in Angkasa Pura II for 23 years and 11 months. Served since June 2015-December 2015.
Head of Corporate Secretary & Legal (Menjabat sejak Juni 2015 Desember 2015).
Lahir di Lebak pada tanggal 14 April 1970. Menamatkan S2 Magister Administrasi Bisnis dari
20 Muhamad Wasid Born in Lebak on April 14th, 1970. Completed Master degree from ITB Bandung. With tenure
in Angkasa Pura II for 2 years and 3 months. Served since June 2015-December 2015.
Head of Risk Management & Compliance (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 10 Februari 1964. Menamatkan S2 Magister Manajemen dari
Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.
Born in Jakarta on February 10th, 1964. Completed Master degree from Universitas
Gadjah Mada. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June
21 Arif Darmawan 2015-December 2015.
General Manager Bandara Internasional Sultan Syarif Kasim II (April 2014 Maret 2015).
Head of Corporate Strategic Planning & Performance Management (Juni 2015
Desember 2015).

Lahir di Jakarta pada tanggal 7 Agustus 1964. Menamatkan S2 Magister Hukum dari
Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7 bulan.
Born in Jakarta on August 7th, 1964. Completed Master degree from Universitas Gadjah
22 Agus Herlambang Mada. With tenure in Angkasa Pura II for 29 years and 7 months. Served since June
2015-December 2015.
Head of Procurement (Juni 2015 Desember 2015).

Lahir di Tangerang pada tanggal 7 Juni 1963. Menamatkan D III POBU dari STPI. Memiliki
23 Ruchyana Born in Tangerang on June 7th, 1963. Completed Diploma degree from STPI. With tenure in
Angkasa Pura II for 30 years and 9 months. Served since June 2015-December 2015.
VP of Airport Operation (Juni 2015 Desember 2015).

Lahir di Bukittinggi pada tanggal 11 Juni 1968. Menamatkan S2 Magister Administrasi Bisnis
24 Agus Wialdi Born in Bukittinggi on June 11th, 1968. Completed Master degree from ITB Bandung. With
tenure in Angkasa Pura II for 16 years and 1 month. Served since June 2015-December 2015.
VP of Civil Engineering (Juni 2015 Desember 2015).

Lahir di Mataram pada tanggal 2 November 1967. Menamatkan S2 Manajemen SDM dari
Universitas Riau. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 8 bulan.
Muhammad Putra Born in Mataram on November 2nd, 1967. Completed Master degree from Universitas
25 Riau. With tenure in Angkasa Pura II for 24 years and 8 months. Served since June
Pariadi
2015-December 2015.
VP of Electronical & Mechanical Engineering (Juni 2015 Desember 2015).

Lahir di Tanjung Uban pada tanggal 2 April 1969. Menamatkan S1 Ekonomi Manajemen dari
Universitas Al Azhar Medan. Memiliki masa kerja di Angkasa Pura II selama 1 tahun 3 bulan.
Born in Tanjung Uban on April 2nd, 1969. Completed Bachelor degree from Universitas Al
26 Achmad Rifai Azhar Medan. With tenure in Angkasa Pura II for 1 year and 3 months. Served since June
2015-December 2015.
VP of Airport Safety (Juni 2015 Desember 2015).

Lahir di Tangerang pada tanggal 9 September 1962. Menamatkan S1 Teknik Elektro dari
Universitas Mercubuana. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.
Eka Maria Born in Tangerang on September 9th, 1962. Completed Bachelor degree from Universitas
27 Mercu Buana With tenure in Angkasa Pura II for 30 years and 9 months. Served since June
Karmawaty
2015-December 2015.
VP of Airport Services (Juni 2015 Desember 2015).

Lahir di Banjarmasin pada tanggal 14 November 1960. Menamatkan S1 Manajemen dari
Universitas Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.
Born in Banjarmasin on November 14th, 1960. Completed Bachelor degree from Universitas
28 Rachmady D Syekh Yusuf. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June
2015-December 2015.
VP of Services Assurance (Juni 2015 Desember 2015).

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S2 Manajemen Operasi dari
29 Marzuki Batung Born in Ujung Pandang on March 5th, 1968. Completed Master degree from ITB Bandung. With
VP of Infrastructure & Facility Maintenance (Juni 2015 Desember 2015).

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S1 Manajemen Transportasi
Udara dari Sekolah Tinggi Manajemen Transportasi Trisakti. Memiliki masa kerja di Angkasa
Pura II selama 16 tahun 1 bulan.
Tommy Born in Ujung Pandang on March 5th, 1968. Completed Bachelor degree from Sekolah
30
Ariesdianto Tinggi Manajemen Transportasi Trisakti. With tenure in Angkasa Pura II for 16 years and 1
month. Served since June 2015-December 2015.
VP of Aeronautical Business (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 10 April 1970. Menamatkan S2 Magister Manajemen dari
Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 24tahun 7 bulan.
Deni Born in Jakarta on April 10th, 1970. Completed Master degree from Universitas Gadjah
31 Mada With tenure in Angkasa Pura II for 24 years and 7 months. Served since June
Krisnowibowo
2015-December 2015.
VP of Non Aeronautical Business (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 14 Mei 1974. Menamatkan S2 Magister Manajemen dari
Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 0 bulan.
32 Gautsil Madani Born in Jakarta on May 14th, 1974. Completed Master degree from Universitas Indonesia.
With tenure in Angkasa Pura II for 16 years. Served since June 2015-November 2015.
VP of Marketing & Business Development (Juni 2015 November 2015).

Lahir di Jakarta pada tanggal 24 Januari 1978. Menamatkan S2 Magister Admnistrasi Bisnis
Born in Jakarta on January 24th, 1978. Completed Master degree from ITB Bandung.
33 Haris With tenure in Angkasa Pura II for 13 years and 11 month. Served since November
2015-December 2015.
VP of Marketing & Business Development (November 2015 Desember 2015).

Lahir di Jakarta pada tanggal 21 September 1971. Menamatkan S2 Magister Manajemen dari
Universitas Mercubuana. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.
Born in Jakarta on September 21st, 1971. Completed Master degree from Universitas
34 Siswanto Mercubuana. With tenure in Angkasa Pura II for 23 years and 10 month. Served since June
2015-December 2015.
VP of Cargo Business (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 30 April 1970. Menamatkan S2 Magister Administrasi Bisnis dari
35 Sudarto Born in Jakarta on April 30th, 1970. Completed Master degree from ITB Bandung. With
tenure in Angkasa Pura II for 23 years and 10 month. Served since June 2015-August 2015.
VP of Accounting & Budgeting (Juni 2015 Agustus 2015).

Lahir di Ciamis pada tanggal 5 Desember 1961. Menamatkan D III Akuntansi dari Akademi
Akuntansi Bandung. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 8 bulan.
Yaya Surya Born in Ciamis on December 5th, 1961. Completed Diploma degree from Akademi Akuntansi
36 Bandung. With tenure in Angkasa Pura II for 21 years and 8 month. Served since September
Sukirman
2015-December 2015.
VP of Accounting & Budgeting (September 2015 Desember 2015).

Lahir di Jakarta pada tanggal 14 November 1959. Menamatkan S1 Manajemen dari Universitas
Nasional Jakarta. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 4 bulan.
Born in Jakarta on November 14th, 1959. Completed Bachelor degree from Universitas
37 Sri Eviyanti Nasional Jakarta. With tenure in Angkasa Pura II for 23 years and 4 month. Served since June
2015-September 2015.
VP of Treasury (Juni 2015 September 2015).

Lahir di Tarutung pada tanggal 17 November 1965. Menamatkan S1 Akuntansi dari Universitas
Ekasakti. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 8 bulan.
Born in Tarutung on November 17th, 1970. Completed Bachelor degree from Universitas
38 Ahmad Tavid Ekasakti. With tenure in Angkasa Pura II for 21 years and 8 month. Served since June
2015-September 2015.
VP of Assets Management & Inventory (Juni 2015 September 2015).

VP of Treasury (September 2015 Desember 2015).
Lahir di Jakarta pada tanggal 8 April 1965. Menamatkan S1 Ekonomi Keuangan / Perbankan
dari Universitas Borobudur. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.
Born in Jakarta on April 8th, 1965. Completed Bachelor degree from Universitas Borobudur. With
39 Supriadi tenure in Angkasa Pura II for 24 years and 6 month. Served since June 2015-September 2015.
VP of Assets Management & Inventory (September 2015 Desember 2015).

VP of Corporate Social Responsibility (Juni 2015 September 2015).
Lahir di Takengon pada tanggal 10 Juli 1963. Menamatkan SMEA dari SMEA Negeri Takengon.
Memiliki masa kerja di Angkasa Pura II selama 24 tahun 10 bulan.
Born in Takengon on July 10th, 1963. Completed High School from SMEA Negeri Takengon.
40 Wandi Anhar With tenure in Angkasa Pura II for 24 years and 10 month. Served since September
2015-December 2015.
VP of Corporate Social Responsibility (September 2015 Desember 2015).

Lahir di Kulon Progo pada tanggal 11 November 1964. Menamatkan D III Administrasi dari
STPI. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.
41 R. Suhartono Born in Kulon Progo on November 11th, 1964. Completed Diploma degree from STPI. With
VP of Human Capital (Juni 2015 Desember 2015).

Lahir di Klaten pada tanggal 29 Mei 1963. Menamatkan S1 Manajemen dari STIE Kusuma
Negara. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.
Kistamadji Born in Klaten on May 29th, 1963. Completed Bachelor degree from STIE Kusuma Negara. With
42
Meiputra tenure in Angkasa Pura II for 24 years and 6 month. Served since June 2015-December 2015.
VP of Training & Development (Juni 2015 Desember 2015).

Lahir di Malang pada tanggal 2 Juli 1968. Menamatkan S1 Hukum dari Universitas Merdeka
Malang. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.
Born in Malang on July 2nd, 1968. Completed Bachelor degree from Universitas Merdeka
43 Rini Indrawati Malang. With tenure in Angkasa Pura II for 24 years and 6 month. Served since June
2015-December 2015.
VP of General Affairs & Administration (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 8 Maret 1971. Menamatkan S1 Manajemen dari Universitas Islam
As-Syafiiyah.Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.
Born in Jakarta on March 8th, 1971. Completed Bachelor degree from Universitas Islam
44 Didi Kristianto As-Syafiiyah. With tenure in Angkasa Pura II for 23 years and 10 month. Served since June
2015-December 2015.
VP of Information Technology (Juni 2015 Desember 2015).

Lahir di Jakarta pada tanggal 12 April 1972. Menamatkan S1 Manajemen Informatika dari
Universitas Gunadarma. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.
Born in Jakarta on April 12th, 1972. Completed Bachelor degree from Universitas
45 Slamet Priyanto Gunadarma. With tenure in Angkasa Pura II for 23years and 10 month. Served since Novmber
2012-December 2015.
Kepala Manajemen Proyek ERP (November 2012 Desember 2015).

Lahir di Blora pada tanggal 19 Agustus 1976. Menamatkan S2 Magister Administrasi Bisnis dari
ITB. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 0 bulan.
Born in Blora on August 19th, 1976. Completed Masters degree from ITB. With tenure in
46 Wisnu Rahardjo Angkasa Pura II for 16 years. Served since April 2015-December 2015.
Kepala Project Management Unit Pengembangan bandara PT AP II (April 2015

Desember 2015).
Lahir di Jakarta pada tanggal 22 Mei 1971. Menamatkan S2 Teknik dari Universite De Nantes.
Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.
47 Agung Sedayu Born in Jakarta on May 22nd, 1971. Completed Masters degree from Universite De Nantes. With
tenure in Angkasa Pura II for 23 years and 10 month. Served since April 2015-December 2015.
Kepala Project Management Unit Pengembangan BSH (April 2015 Desember 2015).

profil
sumber daya manusia
Human Resources Profile
Untuk mendukung pertumbuhan perusahaan yang To support the Companys sustainable growth, currently,
berkelanjutan, saat ini Angkasa Pura II berusaha Angkasa Pura II strives to optimize the utilization of its existing
mengoptimalisasi pendayagunaan SDM yang ada. Jumlah HR. The number of permanent employees in 2015 amounted
karyawan tetap pada tahun 2015 mencapai 5546 orang. to 5,546 people.
Informasi mengenai Sumber Daya Manusia terkait dengan: Information on Human Resources related with:
1. Jumlah karyawan untuk masing-masing level organisasi 1. Number of employees for each organization level.
2. Jumlah karyawan untuk masing-masing tingkat 2. Number of employees for each education level.
pendidikan 3. Number of employees based on employment status
3. Jumlah karyawan berdasarkan status kepegawaian 4. Descriptions and competence development of
4. Deskripsi dan pengembangan kompetensi karyawan employees which have been carried out by reflecting the
yang telah dilakukan dengan mencerminkan adanya equal opportunity for each organization level.
persamaan kesempatan untuk masing-masing level 5. Cost of employee competence development that have
organisasi been issued.
5. Biaya pengembangan kompetensi karyawan yang telah
dikeluarkan
Informasi tersebut dapat dilihat di Bagian Sumber Daya Such information can be found in the Human Resources
Manusia. Section.
Kebijakan Dalam Kesempatan Kerja Policies in Employment Opportunities
Kebijakan dalam hal kesempatan kerja, baik penempatan Policies in terms of employment opportunities, both
karyawan maupun pengembangan karir karyawan employee placement and career development are set forth
dituangkan dalam Perjanjian Kerja Bersama (PKB). Angkasa in the Collective Labor Agreement (CLA). Angkasa Pura II
Pura II melaksanakan pengisian formasi dan pengembangan implements filling of information and career development
karir secara selektif dan terbuka tanpa diskriminasi (gender, selectively and openly without discrimination (gender,
ras, suku, agama), dengan memprioritaskan sumber dari race, ethnicity, religion), by prioritizing sources within the
dalam Perusahaan dengan memperhatikan prestasi kerja, Company with due regard to job performance, abilities and
kemampuan dan kompetensi Karyawan competence of employees.

struktur
grup
Group Structure
99%
40%
31,25%
0,134%
Terkait dengan Struktur Grup Perusahaan, dapat dijelaskan The Companys Group Structure can be explained as follows:
sebagai berikut:
Angkasa Pura II memiliki 1 (satu) Entitas Anak, yakni PT Angkasa Pura II has 1 (one) Subsidiary, namely PT
Angkasa Pura Solusi dengan kepemilikan saham 99,99%. Angkasa Pura Solusi with 99,99% shares ownership.
Angkasa Pura II memiliki 3 (tiga) Entitas Asosiasi yakni Angkasa Pura II has 3 (three) Associates, namely PT
PT Railink (40%), PT Gapura Angkasa (31,25%) dan PT Railink (40%), PT Gapura Angkasa (31,25%) and PT
Purantara Mitra Angkasa (0,134%). Purantara Mitra Angkasa (0,134%).
Angkasa Pura II tidak memiliki joint venture company. Angkasa Pura II does not have any joint venture company.
Angkasa Pura II tidak memiliki special purpose vehicle Angkasa Pura II does not have any special purpose
(SPV). vehicle (SPV).

komposisi
pemegang saham
Shareholders Composition
Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki Shareholders composition of Angkasa Pura II is wholly owned
oleh Negara Republik Indonesia. by the Republic of Indonesia.
Rincian 20 Pemegang Saham Terbesar Details of 20 Largest Shareholders
Pemegang Saham Angkasa Pura II hanya 1 (satu) entitas saja, Angkasa Pura II only has 1 (one) shareholders, the Republic of
yakni Negara Republik Indonesia. Dengan demikian, Negara Indonesia. Therefore, the Republic of Indonesia is the largest
Republik Indonesia menjadi Pemegang Saham Terbesar shareholders of Angkasa Pura II.
Angkasa Pura II.
Kepemilikan Saham yang Mencapai 5% Atau Lebih Shareholders with 5% Ownership or More
Per 31 Desember 2015 As of December 31st, 2015
Status Pemilik
Nama Persentase (%)
Shareholders
Name Percentage (%)
Status
Negara Republik Negara Republik
Indonesia Indonesia
100
Republic of Republic of
Indonesia Indonesia
Kepemilikan Saham Dewan Komisaris dan Direksi Shares Ownership by the Board of Commissioners and
Board of Directors
Per 31 Desember 2015 tidak terdapat kepemilikan saham As of December 31st, 2015, the Board of Commissioners and
Dewan Komisaris dan Direksi Angkasa Pura II di Perusahaan. Board of Directors of Angkasa Pura II do not have any shares
ownership in the Company.

daftar entitas anak/
entitas asosiasi
List of Subsidiaries/Associates
Per 31 Desember 2015, Angkasa Pura II memiliki 1 (satu) As of December 31st, 2015, Angkasa Pura II has 1 (one)
Entitas Anak dan 3 (tiga) Entitas Asosiasi sebagai berikut: Subsidiary and 3 (three) Associates as follows:
Perusahaan Bidang Usaha Status Komposisi Saham Status Operasi

Company Business Lines Status Shares Composition Operating Status
Entitas Angkasa Pura II (99,999%)
PT Angkasa Pura Airport Consultancy, Telah Beroperasi
Anak Luthfy Edrus (0,0001%)
Solusi Media, Supproting & IT Has Operated
Subsidiary
Garuda Indonesia (37,5%)
Entitas
Ground Handling & Angkasa Pura I (31,25%) Telah Beroperasi
PT Gapura Angkasa Asosiasi
Warehouse Operator Angkasa Pura II (31,25%) Has Operated
Associates
Entitas Kereta Api Indonesia (60%)

Telah Beroperasi
PT Railink Kereta Api Bandara Asosiasi Angkasa Pura II (40%)
Has Operated
Associates
Purantara Mitra Angkasa (0,949%)
Entitas Angkasa Pura II (0,134%)
PT Purantara Mitra Telah Beroperasi
Inflight Catering Asosiasi Cardig International (0,267%)
Angkasa Dua Has Operated
Associates Cardig Aero Services Tbk (98,65%)
Devro Group Limited (0,00%)

kronologis
pencatatan saham
Chronology of Share Listing
Angkasa Pura II per 31 Desember 2015 merupakan salah As of December 31st, 2015, Angkasa Pura II is one of the
satu BUMN non listed atau belum mencatatkan saham di non-listed SOEs or has not listed its shares on the Indonesia
Bursa Efek Indonesia sehingga tidak terdapat informasi Stock Exchange so there is no information about the
mengenai kronologis pencatatan saham, corporate action, chronology of shares listing, corporate action, changes in
perubahan jumlah saham dan nama bursa dimana saham the number of shares and name of the exchange where the
perusahaan dicatatkan company shares listed.
kronologis
pencatatan efek lainnya
Chronology of Other Securities
Angkasa Pura II per 31 Desember 2015 tidak menerbitkan As of December 31st, 2015, Angkasa Pura II does not issue
efek dalam bentuk apapun sehingga tidak terdapat securities in any form so there is no information about the
informasi mengenai kronologis pencatatan efek lainnya, chronology of other securities, corporate action, changes in
corporate action, perubahan jumlah efek lainnya, nama the number of other securities, name of the Exchange where
Bursa dimana efek lainnya dicatatkan, serta peringkat efek. the other securities were listed, as well as securities rating.

lembaga dan profesi
penunjang perusahaan
Supporting Professionals
Biro Administrasi Efek Share Registrar
Angkasa Pura II tidak memiliki Biro Administrasi Efek Angkasa Pura II does not have a Share Registrar because
dikarenakan Angkasa Pura II tidak menerbitkan saham di Angkasa Pura II does not issue any shares in any Stock
Bursa Efek manapun. Exchange.
Perusahaan Pemeringkat Efek Securities Rating Company
Angkasa Pura II tidak memiliki Perusahaan Pemeringkat Efek Angkasa Pura II does not have Securities Rating Company
dikarenakan Angkasa Pura II tidak menerbitkan saham/efek di because Angkasa Pura II does not issue shares/securities in
Bursa Efek manapun. any stock exchange.
Kantor Akuntan Publik Public Accounting Firm
Kantor Akuntan Publik Purwanto, Sungkoro & Surja Kantor Akuntan Publik Purwanto, Sungkoro & Surja
Gedung Bursa Efek Indonesia, Tower 2 Lantai 7 Gedung Bursa Efek Indonesia, Tower 2 Lantai 7
Jl. Jend. Sudirman Kav.52-53 Jl. Jend. Sudirman Kav.52-53
Jakarta 12190 Jakarta 12190
Notaris Notary
Kantor Notaris Maya Veronica, SH.,M.Kn. Notary Office Maya Veronica, SH.,M.Kn.
Jl. Kelapa Puan Raya Blok AD 14 No.6 Jl. Kelapa Puan Raya Blok AD 14 No.6
Gading Serpong, Kab. Tangerang Gading Serpong, Kab. Tangerang
Telp (021) 99480479/Fax.5476693 Telp (021) 99480479/Fax.5476693
Konsultan Hukum Legal Consultant
LQQ Media Law Offices LQQ Media Law Offices

Citylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121 Citylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121
Jakarta Pusat Jakarta Pusat
Telp: (021) 25556717 Telp: (021) 25556717
SIP Law Firm SIP Law Firm

No. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760 No. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760
Telp: (021) 7997973 Telp: (021) 7997973
Bahar & Partners Bahar & Partners

Menara Prima, 18th Floor Jl. DR. Ide Anak Agung Gde Agung Menara Prima, 18th Floor Jl. DR. Ide Anak Agung Gde Agung
Blok 6.2 Kawasan Mega Kuningan, Jakarta Selatan 12950 Blok 6.2 Kawasan Mega Kuningan, Jakarta Selatan 12950
Telp: (021) 5794788 Telp: (021) 57947880

penghargaan
dan sertifikasi
Award and Certification
22 Mei 2015 | May 22nd, 2015

Juara Services Quality
Services Quality Award Winner
Bandara Internasional Soekarno Hatta mendapatkan Juara

Service Quality Award untuk kategori Domestic Airport. Bandara
Internasional Kualanamu Juara Service Quality Award untuk
kategori Internasional dan Domestic Airport.
Soekarno-Hatta International Airport won the Service Quality

Award for the category of Domestic Airport. Kualanamu
International Airport won the Service Quality Award for the
category of International and Domestic Airport.
30 Juni 2015 | June 30th, 2015

Sertifikasi Lembaga Penyelenggara Pendidikan dan Pelatihan
Certification of Approved Training Institution
Sertifikasi Direktorat Jenderal Perhubungan Udara Kementerian

Perhubungan tentang Lembaga Penyelenggara Pendidikan &
Pelatihan Personel PKPPK & Salvage.
Approved Training Institution Certificate of RFFS and Salvage

Personnel from Ministry of Transportation Directorate General of
Civil Aviation.
22 September 2015 | September 22nd, 2015

Juara II Annual Report Award 2014
2nd Place Category of SOE Non Listed Non Finance, Annual
Report Award
Angkasa Pura II mendapatkan peringkat ke 2 kategori BUMN Non

Keuangan - Non Listed dalam Kegiatan Penghargaan Laporan
Tahunan 2014 yang diselenggarakan di Jakarta, 22 September
2015 oleh Otoritas Jasa Keuangan. Peserta yang mengikuti
kegiatan tersebut berjumlah 34 Perserta. Adapun kategori
peringkat umum yang diduduki oleh PT Angkasa Pura II (Persero)
yaitu pada peringkat ke-20 dari 276 peserta.
Angkasa Pura II awarded 2nd place in the category of Non-Financial,

Non-Listed SOEs in the Event of 2014 Annual Report Award held in
Jakarta, September 22nd, 2015 by the Financial Services Authority.
Participants who followed these activities amounted to 34
Participants. Categories of general rankings occupied by PT
Angkasa Pura II (Persero) is the 20th place of 276 participants.

08 Oktober 2015 | October 8th, 2015

Juara Toilet Bersih: Sapta Pesona
Sapta Pesona Clean Toilet Award from Ministry of Tourism
Angkasa Pura II mendapat 9 gelar juara dalam acara Sapta Pesona

yang diselenggarakan oleh Kementerian Pariwisata RI.
Angkasa Pura II received 9 titles in Sapta Pesona event organized

by the Ministry of Tourism of Indonesia.
Juara 1 / 1st Place : Soekarno - Hatta

Juara 3 / 3rd Place : Kualanamu
Juara 4 / 4th Place : Raja Haji Fisabilillah
Juara 5 / 5th Place : Sultan Syarif Kasim II
Juara 6 / 6th Place : Sultan Mahmud Badaruddin II
Juara 8 / 8th Place : Sultan Iskandar Muda
Juara 9 / 9th Place : Halim Perdana Kusuma Juara
Juara 13 / 13th Place : Supadio
Juara 14 / 14th Place : Minangkabau
22 Oktober 2015 | October 22nd, 2015

Juara Social Media Award
Social Media Award Winner
Bandara Soekarno-Hatta mendapatkan penghargaan Social Media

Award 2015 untuk kategori Airport.
Soekarno-Hatta Airport was awarded in the 2015 Social Media

Award for the category of Airport.
17 November 2015 | November 17th, 2015

Bandara Award 2015
Merupakan ajang penghargaan yang diadakan oleh majalah
bandara, diberikan kepada :
Bandara Terbaik (Best Airport), Bandara Sultan Syarif Kasim II -
Pekan Baru;
Runner Up I, Bandara Raja Haji Fisabillilah - Tanjung Pinang;
Runner Up II, Bandara Sultan Mahmud Badaruddin II
Palembang
An award event Held by airport magazine were given to:
Best Airport, Sultan Syarif Kasim II - Pekan Baru;
Runner Up, Raja Haji Fisabillilah - Tanjung Pinang;
Runner Up II, Sultan Mahmud Badaruddin II Airport -
Palembang

alamat kantor pusat,
kantor cabang & entitas anak
Address of Head Office, Branch Offices & Subsidiaries
KANTOR PUSAT Sultan Thaha Airport

Head Office Sultan Thaha Airport, Jambi
Tel : (62-741) 572 344
Soekarno-Hatta International Airport Fax : (62-741) 572 244
Building 600, PO BOX 1001/BUSH
Jakarta 19120 Silangit Airport
Tel : (62-21) 550 5079, 550 5021 Jl. Raya Muara No.01, Siborong-borong
Fax : (62-21) 550 2141 Kabupaten Tapanuli Utara Sumatera Utara 22747
www.angkasapura2.co.id Tel : (62-633) 41920
Fax : (62-633) 41920
CABANG
Branch ENTITAS ANAK
Subsidiaries
Jakarta International Airport Soekarno-Hatta
Building 601, PO Box 1001/BUSH PT Gapura Angkasa
Jakarta 19120 Gedung Sarana Penjaminan Lt. 3 & 3A
Tel : (62-21) 550 7300 Jl. Angkasa Blok B-9 Kav. 6 Kota Baru,
Fax : (62-21) 550 6823 Bandar Kemayoran Jakarta-10720
E-mail : ap2_cgk@angkasapura2.co.id Tel : (62-21) 6545410
Fax : (62-21) 654 5408
Halim Perdanakusuma Airport
Terminal Building, 2nd Floor Jakarta 13610 PT Railink
Tel : (62-21) 809 1108 Gedung Kereta Api Lt.1
Fax : (62-21) 809 3351 Jl. Juanda 1B Jakarta Pusat
E-mail : ap2_hlp@angkasapura2.co.id Tel : (62-21) 350 2963
Fax : (62-21) 350 3235
Husein Sastranegara Airport
Husein Sastranegara Airport PT Angkasa Pura Solusi
Bandung 40001 Terminal F. Arrival Hall, Room F9P67
Tel : (62-22) 604 1222 Soekarno-Hatta Airport Jakarta 19120
Fax : (62-22) 603 3971 Tel : (62-21) 550 5117
E-mail : ap2_bdo@angkasapura2.co.id Fax : (62-21) 550 3093
Sultan Iskandar Muda Airport PT Purantara Mitra Angkasa Dua

Sultan Iskandar Muda Airport Purantara Building
Banda Aceh 23372 Bandar Udara Soekarno-Hatta
Tel : (62-651) 213 41 Tangerang 15000
Fax : (62-651) 635 352 Tel : (62-21) 5591 5001
E-mail : ap2_btj@angkasapura2.co.id Fax : (62-21) 550 0826
Sultan Mahmud Badaruddin II Airport

Sultan Mahmud Badaruddin II Airport
Palembang 30761
Tel : (62-711) 411 778
Fax : (62-711) 411 840
E-mail : ap2_plm@angkasapura2. co.id
Supadio Airport
Supadio Airport
Pontianak 78381
Tel : (62-561) 721 560
Fax : (62-561) 721 212
E-mail : ap2_pnk@angkasapura2.co.id

informasi pada
website perusahaan
Information on Companys Website
Perusahaan menyediakan informasi pada website Perusahaan The Company provides information on its website: www.
di www.angkasapura2.co.id Menu yang terdapat dalam angkasapura2.co.id Menu contained in the Companys
website Perusahaan mencakup: website include:
Tentang Kami Bisnis Kami Manajemen Informasi

About Us Our Business Management Information
Menu yang terdapat pada Menu yang terdapat pada Menu yang terdapat pada Menu yang terdapat pada
Tentang Kami mencakup: Bisnis Kami mencakup: Manajemen mencakup: Informasi mencakup:
Menu contained in About Us Menu contained in Our Menu contained in Menu contained in
Include: Business include: Management include: Information include:

Sejarah Pelelangan Laporan Tahunan Siaran Pers
History Procurement Annual Report Press Release
Annoucements
Visi dan Misi Peluang Usaha Laporan PKBL
Vision and Mission Business Opportunity PKBL Report Pengumuman
Annoucement
Dewan Direksi Jasa Kebandarudaraan Perjanjian Kerja Bersama
Board of Directors Aviation Business Collective Agreement Berita
News
Dewan Komisaris Kargo Dokumen dan Regulasi
Board of Commissioners Cargo Documents and Kontak
Regulations Contact
Struktur Organisasi Bandara Kami
Structure Organization Our Airports Buku Tamu
Guest Book
Tata Kelola Perusahaan
Corporate Governance Aplikasi Mobile
Mobile Application
CSR
Karir
PKBL Career
Partnership and
Community Development Informasi Lalu Lintas
Program Traffic Information

Jejak Langkah
Milestones

Penghargaan
Awards
Perusahaan memperbarui secara berkala informasi yang The Company periodically update the information contained
terdapat dalam website www.angkasapura2.co.id in its website: www.angkasapura2.co.id.

138
beyond
challenge
pengembangan
sumber daya manusia
Human Resources Development
139
laporan
sumber daya manusia
Human Resources Report
Angkasa Pura II memandang Sumber Daya Manusia (SDM) Angkasa Pura II acknowledges Human Resources (HR) as one
adalah salah satu pemangku kepentingan yang memiliki peran of the stakeholders who has a key role to the success and
kunci bagi kesuksesan dan keberlanjutan Perusahaan dan sustainability of the Company and acknowledges HR as a
memandang SDM sebagai mitra strategis dalam menjalankan strategic partner in running the business. Therefore, Angkasa
usaha. Oleh karenanya Angkasa Pura II senantiasa berupaya Pura II strives to manage and improve the competence
mengelola dan meningkatkan kompetensi serta menciptakan and create a conducive working environment to ensure HR
lingkungan kerja kondusif untuk memastikan kinerja SDM performance that is optimal, efficient and productive.
yang optimal, efisien dan produktif
Angkasa Pura II memandang Sumber daya manusia (SDM) Angkasa Pura II acknowledges Human Resources (HR) or
atau Insan Angkasa Pura II merupakan salah satu pemangku Personnel of Angkasa Pura II as one of the stakeholders
kepentingan dengan kedudukan sentral sebagai ujung tombak with a central position as the cutting edge and determinant
dan penentu keberhasilan Perusahaan dalam mewujudkan visi of the success of the Company in realizing the vision and
dan melaksanakan misinya. Angkasa Pura II juga memandang implementing the mission. Angkasa Pura II also acknowledges
SDM sebagai partner usaha yang strategis dalam menjalankan HR as a strategic business partner in running the Companys
bisnis Perusahaan. Kehadiran karyawan yang profesional, business. The presence of employees who are professional,
berkompeten, berdedikasi dan berintegritas akan membuat competent, dedicated and integrated will make the Company
Perusahaan memiliki dasar yang kuat untuk terus tumbuh to have a solid foundation to continue to grow and develop
dan berkembang mencapai tujuannya. Dengan memahami to achieve its objectives. By understanding the two interests,
kedua kepentingan tersebut, Angkasa Pura II mengelola Angkasa Pura II manages HR with a focus on developing
SDM dengan fokus pada peningkatan kompetensi sekaligus competence at the same time striving to meet all expectations
berupaya keras memenuhi seluruh harapan karyawan. of employees.

Roadmap Sumber Daya Manusia Angkasa Pura II Angkasa Pura II Human Resources Roadmap
2012 2013 2014 2015 2016

Aligning Growing Leading Excelling World Class
Stengthening HC Developing HC Capacity & Boosting HC Unlocking HC Full High Performing
Foundation Capabilities Performance Potential Organization
Penyusunan HR Pengembangan Kapabilitas Peningkatan efektivitas Transfer knowledge Organisasi
Strategy dan SDM Direktorat P&GA secara dan efisiensi kebijakan praktik terbaik berkinerja tinggi
Blueprint yang Holistik dan sistem Reward & pengelolaan SDM High-
terintegrasi Capabilities development of Punishment berbasis antar cabang performing
Preparation of HR in the Directorate of P & meritocratic policy Knowledge transfer of organization
an integrated GA holistically. Improved effectiveness HR management best
HR Strategy and and efficiency of policies practices between SDM
Blueprint Peningkatan efektivitas and systems of Reward & branch offices berkinerja dan
dan efisiensi Benefits and Punishment based with berkualifikasi
Job Analysis dan Allowances karyawan meritocratic policy Transfer knowledge kelas dunia
Grading yang Improved effectiveness and dari partner strategis HR with
komprehensif efficiency of employees Pengembangan Talent Knowledge transfer world-class
Comprehensive Benefits and Allowances Management System from strategic partner performance
Job Analysis and Talent Management and qualification
Grading Penerapan Succession System development Pemenuhan standar/
Planning yang efektif kualifikasi SDM bandar Sistem
Penyusunan Implementation of an Optimalisasi program udara kelas dunia manajemen
Struktur Organisasi effective Succession Planning engagement karyawan SDM yang
yang efektif dan Optimization of Pengoptimalan menjadi
dinamis Optimalisasi Sistem employee engagement sistem Keselamatan benchmark/
Preparation of Performance Appraisal program dan Kesehatan Kerja acuan bagi
an effective Optimization of Performance serta Lingkungan perusahaan lain
and dynamic Appraisal Systems Pengembangan (K3L) sesuai standar HR
Organization kerjasama strategis untuk internasional management
Structure Optimalisasi proses pengembangan SDM Compliance of system that
administrasi SDM berbasis IT Development of strategic HR standards/ becomes a
Evaluasi Manpower Optimization of IT-based HR cooperation for HR qualifications of benchmark/
Planning administration development world-class airports reference
Manpower Planning for other
evaluation Peningkatan kemampuan Penyusunan Individual Program-program companies
bahasa Inggris karyawan Development Plan yang optimalisasi kinerja
Optimalisasi sistem Improved English language efektif SDM lainnya
dan prosedur skills of employees Preparation of an Optimization of
rekrutmen effective Individual Occupational Health
Optimization of Penyusunan rencana jenjang Development Plan and Safety and
recruitment systems karir (Career Path Planning) Environmental systems
and procedures Preparation of Career Path Pengembangan (K3L) according to
Planning sistem Knowledge international standards
Optimalisasi Management yang other HR performance
penerapan sistem Penyesuaian pendidikan efektif optimization programs
kompetensi SDM formal SDM dengan Development of an
Optimization of persyaratan jabatan effective Knowledge Provider training
HR competence Adjustment of HR formal Management system Training provider
systems educations with job
requirements Restrukturisasi SDM
HR restructuring
Pembangunan sistem
pengembangan SDM berbasis
IT
Development of IT-based HR
development

jumlah dan komposisi
sumber daya manusia
Number and Compisition of Human Resources
Jumlah karyawan Angkasa Pura II hingga akhir tahun 2015 Number of Angkasa Pura II employees until the end of 2015
tercatat sejumlah 5546 orang, jumlah tersebut meningkat amounted to 5,546 people, the number increased by 24%
24% dibandingkan tahun 2014 yaitu sebanyak 4457 orang. compared to 2014 with 4,457 people.
Jumlah dan Komposisi Karyawan Berdasarkan Lokasi Kerja Number and Composition of Employees by Job Location
Pada tahun 2015, jumlah karyawan terbanyak berada di In 2015, the largest number of employees is located in
Bandara Internasional Soekarno Hatta, Hal ini dikarenakan Soekarno-Hatta International Airport. This is due to its size,
Bandara tersebut merupakan Bandara terbesar yang dikelola the largest Airport managed by PT Angkasa Pura II added with
oleh PT Angkasa Pura II dan adanya proses pengembangan the development process of Terminal 3 Ultimate.
Terminal 3 Ultimate.
Lokasi Kerja Jumlah Karyawan

No (Bandara) Number of Employees
Job Location (Airport) 2013 2014 2015
1 PST 513 571 694
2 CGK 1958 1923 2185
3 HLP 158 162 222
4 PLM 205 196 227
5 PNK 172 166 209
6 KNO 377 405 768
7 PKU 222 223 257
8 PDG 203 198 216
9 BDO 126 123 147
10 BIJ 167 169 176
11 TNJ 84 91 116
12 DJB 117 120 158
13 PGK 110 99 134
14 SQT 8 11 120
Total 4420 4457 5546
Jumlah dan Komposisi Karyawan Berdasarkan Jenis Number and Composition of Employees by Gender
Kelamin
In principle, Angkasa Pura II does not conduct gender
Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi discrimination in terms of human resources management.
gender dalam hal manajemen sumber daya manusia. Hal ini This applies from the process of recruitment and development
berlaku dari proses rekrutmen dan pengembangan hingga until the end of someones tenure. However, the number
berakhirnya masa jabatan seseorang. Meski demikian, jumlah of male employees in Angkasa pura II is much larger than
karyawan laki-laki di Angkasa Pura II jauh lebih besar dari jumlah the number of female employees. In 2015, the number
karyawan perempuan. Pada tahun 2015, jumlah karyawan of male employees reached 4,483 people and women
laki-laki mencapai 4483 orang dan karyawan perempuan employees amounted to 1,063 people. With this amount, the
mencapai 1063 orang karyawan perempuan. Dengan jumlah composition of female employees in 2015 is only 19% of the
tersebut, maka komposisi karyawan perempuan tahun 2015 total employees.
hanya 19% dari total karyawan.

Jumlah Karyawan
Jenis Kelamin
No Number of Employees
Gender
2013 2014 2015
1 Laki-laki Male 3671 3635 4483
2 Perempuan Female 749 822 1063
Total 4420 4457 5546
Jumlah dan Komposisi Karyawan Berdasarkan Status Number and Composition of Employees by Employment
Kepegawaian Status
Jumlah karyawan tetap pada tahun 2015 mencapai 5546 The number of permanent employees in 2015 reached 5,546
orang, jumlah tersebut meningkat 24% dari tahun 2014 yang people, that number increased by 24% from 2014 with 4,457
mencapai 4457 orang, Sedangkan jumlah karyawan tidak people. While for the non-permanent employees in 2015
tetap pada tahun 2015 mencapai 2776 orang. jumlah tersebut amounted to 2,776 people. That number decreased by 28%
menurun 28% dari tahun 2014 yang mencapai 3877 orang. from 2014 with 3,877 people.
Jumlah Karyawan
Status Kepegawaian
Employment Status
2013 2014 2015
1 Tetap Permanent 4420 4457 5546
2 Tidak Tetap Non-Permanent 3318 3877 2776
Total 7738 8334 8322
Jumlah dan Komposisi Karyawan Berdasarkan Jenjang Number and Composition of Employees by Education Level
Pendidikan
Dibandingkan dengan periode 2013-2015, kualitas karyawan Compared with the period of 2013-2015, the quality of
Angkasa Pura II pada tahun ini lebih baik, karena proporsi Angkasa Pura II employees in this year is better, since the
karyawan dengan tingkat pendidikan sarjana semakin employees proportion with undergraduate education level
meningkat. Hal ini menunjukkan bahwa Angkasa Pura II terus has increased. This shows that Angkasa Pura II is committed
berkomitmen untuk meningkatkan kualitas kerja karyawan to improve the work quality of employees by setting the
dengan menetapkan standar pendidikan yang disesuaikan standard of education that is adapted to the challenges of the
dengan tantangan bisnis Perusahaan. Companys business.
Jumlah Karyawan
Pendidikan
Education Level
2013 2014 2015
SD, SLTP, SLTA
1 2688 2486 3034
Elementary School, JHS, SHS
2 Diploma Diploma 1207 1337 1738
3 Sarjana Bachelor 475 590 729
4 Pasca Sarjana Master 50 44 45
5 Doktor Doctor - - -
Total 4420 4457 5546

Jumlah Karyawan Berdasarkan Usia Number of Employees by Age
Berdasarkan penggolongan usia, pada tahun 2015 komposisi Based on age classification, in 2015, composition with the
jumlah tertinggi adalah karyawan dengan usia dibawah 30 highest number is employees with age under 30 years old,
tahun, sejumlah 3183 orang atau 57%. Sedangkan komposisi amounted to 3,183 people or 57%. While the lowest numbver
jumlah terendah adalah karyawan pada golongan usia diatas composition is employees with age group above 55 years old
55 tahun yaitu sebanyak 234 orang atau 4%. as many as 234 people or 4%.
Jumlah Karyawan
Usia (tahun)
Age (years old)
2013 2014 2015
1 30 1833 2023 3183
2 31-40 569 697 908
3 41-50 904 784 653
4 51-54 822 702 568
5 55 292 251 234
Total 4420 4457 5546
Jumlah Karyawan Berdasarkan Kelompok Jabatan Number of Employees by Position Group
Pada tahun 2015, komposisi karyawan pada jabatan manajerial In 2015, the composition of employees in managerial
sebanyak 627 orang atau 11%, pada jabatan operasional 3882 positions amounted to 627 people or 11%, operational
orang atau 70 %, dan pada jabatan administrasi sebanyak positions as many as 3,882 people or 70% and administrative
1037 orang atau 19%. positions with the amount of 1,037 people or 19%.
Jumlah Karyawan
Jabatan
Position
2013 2014 2015
1 Manajerial Managerial 601 649 627
2 Operasional Operational 2841 2794 3882
3 Administrasi Administration 978 1014 1037
Total 4420 4457 5546

Jumlah Karyawan Berdasarkan Kelas Jabatan Number of Employees by Grade Level
Pada tahun 2015, terdapat perubahan Kelas Jabatan In 2015, there are changes in Grade Level as follows:
Jumlah karyawan Jumlah Karyawan

Kelas Jabatan Kelas Jabatan
No Total Employees Total Employees
Grade Level Grade Level
2013 2014 2015
Kelas 1 Kelas 21
1 2 2 3
Grade 1 Grade 21
Kelas 2 Kelas 20
2 4 6 6
Grade 2 Grade 20
Kelas 3 Kelas 19
3 32 43 40
Grade 3 Grade 19
Kelas 4 Kelas 18
4 22 19 21
Grade 4 Grade 18
Kelas 5 Kelas 17
5 6 1 14
Grade 5 Grade 17
Kelas 6 Kelas 16
6 187 236 196
Grade 6 Grade 16
Kelas 7 Kelas 15
7 29 9 37
Grade 7 Grade 15
Kelas 8 Kelas 14
8 355 13 342
Grade 8 Grade 14
Kelas 9 Kelas 13
9 16 8 3
Grade 9 Grade 13
Kelas 10 Kelas 12
10 201 186 241
Grade 10 Grade 12
Kelas 11 Kelas 11
11 537 518 778
Grade 11 Grade 11
Kelas 12 Kelas 10
12 682 1041 1325
Grade 12 Grade 10
Kelas 13 Kelas 09
13 1037 820 859
Grade 13 Grade 09
Kelas 14 Kelas 08
14 767 1032 1021
Grade 14 Grade 08
Kelas 15 Kelas 07
15 531 158 646
Grade 15 Grade 07
Kelas 16 Kelas 06
16 12 8 14
Grade 16 Grade 06
Total 4420 4457 Total 5546

pengelolaan
sumber daya manusia
Human Resources Management
Angkasa Pura II mengelola sumber daya manusia berbasis Angkasa Pura II manages human resources based on
pada strategi dan rencana bisnis Perusahaan serta budaya the Companys business strategies and plans as well as
kerja yang diinginkan. Strategi, rencana bisnis dan budaya the desired work culture. Strategies, business plans and
kerja Angkasa Pura II tersebut diformulasikan ke dalam Key work culture of Angkasa Pura II is formulated into a Key
Performance Indicator (KPI) dan target kinerja sebagai dasar Performance Indicator (KPI) and performance targets as a
untuk pengukuran kinerja karyawan dan sistem rewards & basis for measuring employees performance and the rewards
punishment. Dengan demikian, pengelolaan sumber daya & punishment systems. Thus, human resources management
manusia di Angkasa Pura II sejalan dengan visi Perusahaan ke in Angkasa Pura II is in line with the Companys vision forward.
depan.
Struktur Organisasi Pengelola SDM HR Management Organization Structure
Sebagai bentuk komitmen Perusahaan dalam pengelolaan As a commitment of the Company in human resources
SDM, Angkasa Pura II membentuk pengelola SDM secara management, Angkasa Pura II forms HR management
khusus dalam Struktur Organisasi Perusahaan. Secara fokus, specifically in the Companys Organization Structure. In
unit kerja yang telah dibentuk bertujuan untuk menciptakan focus, work units which have been formed aim to create
SDM tangguh, kompeten, profesional, dan berintegritas HR that is tough, competent, professional, and have a high
tinggi guna mendukung keberlanjutan bisnis Perusahaan. integrity to support the Companys business sustainability.
Pengelolaan SDM di Angkasa Pura II dilakukan oleh Unit HR management in Angkasa Pura II is conducted by Human
Human Capital. Unit ini berada dibawah Human Capital, Capital Unit. This unit is under the Human Capital, General
General Affairs & IT Directorate. Affairs & IT Directorate.
Saat ini Director of Human Capital, General Affairs & IT dijabat Currently, position of the Director of Human Capital, General
oleh Daan Achmad. Profil Director of Human Capital, General Affairs & IT is held by Daan Achmad. Profile of the Director
Affairs & IT dapat dilihat pada Bagian Profil Direksi. Sesuai of Human Capital, General Affairs & IT can be seen in the
dengan Surat Keputusan Nomor: PD.01.01/04/2015/0012 Board of Directors Profile Section. In accordance with the
tanggal 23 April 2015, maka struktur organisasi Pengelola Decree No: PD.01.01/04/2015/0012 dated April 23rd, 2015,
SDM adalah sebagai berikut: the organization structure of HR Management is as follows:
Struktur Pengelola SDM Angkasa Pura II HR Management Structure of Angkasa Pura II

Tugas Pokok Unit Human Capital Main Duties of Human Capital Unit
Secara garis besar, tugas pokok Unit Pengembangan SDM In outline, the main duties of HR Development Unit is
adalah mengelola dan membina kegiatan yang terkait to manage and develop activities related to employees
karyawan sebagai partner usaha yang strategis dalam as strategic business partners in running the Companys
menjalankan bisnis Perusahaan, antara lain: business, among others:
1. Human Capital System & Policy 1. Human Capital System & Policy
Peraturan-peraturan yang dirancang oleh Angkasa Regulations designed by Angkasa Pura through Human
Pura melalui Unit Human Capital merupakan panduan Capital Unit is a guideline to facilitate the performance
untuk mempermudah kinerja karyawan Angkasa Pura of Angkasa Pura II employees as the most important
II sebagai komponen terpenting penggerak roda bisnis component of the Companys business wheel drive. The
Perusahaan. Kebijakan-kebijakan yang disusun meliputi established policies consist of career patterns system,
sistem pola karir, sistem kompensasi & benefit, sistem compensation & benefits system, performance appraisal
penilaian kinerja, sistem talent management, dan system, talent management system, and other strategic
program strategis lainnya. programs.

2. Organization Planning & Development 2. Organization Planning & Development
Komposisi struktur organisasi dihitung menggunakan Organization structure composition is calculated
metode analisa beban kerja. Hasil dari analisis beban kerja using the method of workload analysis. Results of the
adalah formasi yang merupakan gambaran kebutuhan workload analysis is a formation that describes the
karyawan yang dipenuhi dengan pola rekrutmen. needs of employees which fulfilled with the recruitment
Struktur organisasi akan berjalan sesuai fungsinya dan pattern. Organization structure will run according to its
efektif ketika memiliki panduan kerja atau yang sering function and effectively when it has a work guidelines
disebut dengan job description. Selain menyusun or often called job descriptions. In addition to prepare
organisasi, Unit Pengembangan SDM juga menyusun organization, HR Development Unit also prepares job
job description sebagai benang merah setiap unit dalam descriptions as a common thread of each unit in carrying
menjalankan fungsinya. Analisa jabatan adalah metode out its functions. Job analysis is a method used in the
yang digunakan dalam penyusunan job description. preparation of job description.

3. People Management 3. People Management
Pengelolaan kegiatan administrasi personalia, Activities management of personnel administration,
pengelolaan database karyawan melalui sistem berbasis employees database management through SAP-based
SAP, serta pembinaan karyawan perbantuan dan system, as well as the coaching of seconded and
diperbantukan. attached employees.

4. Manajemen kinerja individu dan talent 4. Individual and talent performance management
Kinerja karyawan Angkasa Pura II dinilai dengan Key Performance of Angkasa Pura II employees is assessed
Performance Indicator, yang hasilnya berhubungan by Key Performance Indicator, which result is associated
dengan indeks prestasi. Saat ini penilaian kinerja with performance index. Currently, performance
menggunakan sistem online, sehingga efisien dalam appraisal is using the online system which is efficient
waktu dan biaya. Unit Human Capital memfasilitasi in time and cost. Human Capital Unit facilitates the
penyelesaian masalah terkait penilaian kinerja dan settlement of issues related to performance appraisal
membina karyawan melalui konseling, mentoring, dan and develop employees through counseling, mentoring,
evaluasi. and evaluation.
Selain tugas-tugas tersebut, Unit Human Capital juga In addition to these duties, Human Capital Unit also manages
mengelola kegiatan manajemen reward and punishment serta the management of rewards and punishment as well as
mengelola manajemen karir karyawan melalui assessment, manages employees career management through assessment,
pemetaan kompetensi, serta pemenuhan dengan mekanisme competency mapping, as well as compliance with the
mutasi, magang, dan penugasan. Unit Human Capital juga mechanism of mutation, internships, and assignments. Human
memiliki tanggung jawab untuk menyelesaikan masalah Capital Unit also has the responsibility to solve industrial
hubungan industrial antara Manajemen dengan karyawan. relations issues between the Management and employees.

Program Unit Human Capital Human Capital Unit Programs
a. Golden Shake Hand a. Golden Shake Hand

Golden Shake hand adalah program pensiun dini yang Golden Shake Hand is an early pension program offered
ditawarkan oleh perusahaan secara sukarela kepada by the Company voluntarily to employees who meet
karyawan yang memenuhi persyaratan yang telah the requirements set by the Company in return for
ditetapkan oleh perusahaan dengan imbalan memperoleh compensation according to the Companys ability and
kompensasi sesuai kemampuan perusahaan dan didasari based on the organizations needs and agreed by the
atas kebutuhan organisasi dan disepakati oleh para parties (the Company & Employees), to accelerate the
pihak ( Perusahaan & Karyawan), untuk mempercepat retirement age of employees and optimization of human
usia pensiun karyawan dan optimalisasi sumber daya resources.
manusia.
Untuk mendukung program tersebut maka telah To support the program, an interview is conducted
dilakukan wawancara terhadap 52 (lima puluh dua) against 52 (fifty two) candidates of Golden Shake Hand
calon peserta golden shake hand yang memenuhi participants that meet the requirements, from the Head
persyaratan dari Kantor Pusat, KCU Bandara Soekarno- Office, Soekarno-Hatta Airport Main Branch Offices,
Hatta, KC Bandara Halim Perdanakusuma, KC Bandara Halim Perdanakusuma Airport Branch Office, Sultan
Sultan Syarif Kasim II, KC Bandara Supadio, dan KC Syarif Kasim II Airport Branch Office, Supadio Airport
Bandara Husein Sastranegara pada tanggal 21 s.d. 28 Branch Office, and Husein Sastranegara Airport Branch
Agustus 2015, sehingga diperoleh 31 ( tiga puluh satu ) Office on August 21st - 28th, 2015, in order to get 31
orang yang menerima program Golden Shake Hand. (thirty one) people who received the Golden Shake Hand
program.

Total anggaran yang terserap sepanjang tahun 2015 ini Total budget absorbed throughout 2015 was
sebesar Rp. 17.940.179.052 dari rancangan anggaran Rp 17,940,179,052 from the budget plan of Rp
Rp29.024.048.275. 29,024,048,275.

b. Evaluasi Sistem Manajemen SDM b. HR Management System Evaluation
Angkasa Pura II melalui Unit Pengembangan SDM Angkasa Pura II through HR Development Unit has a
memiliki program kerja untuk mengevaluasi Sistem work program to evaluate HR Management System in
Manajemen SDM agar dapat meningkatkan efisiensi dan order to improve efficiency and effectiveness. The HR
efektifitas bagi Perusahaan. Evaluasi Sistem SDM pada System evaluation in 2015 is a continuation program
tahun 2015 merupakan program lanjutan Evaluasi Sistem from the 1st phase of HR System Evaluation. As at
SDM tahap I. Adapun pada awal tahun ini melanjutkan the beginning of this year, continuing some work for
beberapa pekerjaan dalam rangka penyempurnaan enhancement, among others, the enactment of the
antara lain adalah disahkannya SK Direksi tentang Model Board of Directors Decree on Competency Model and
Kompetensi dan SK Direksi tentang Perubahan Nama & the Board of Directors Decree on Changes of Name
Kelas Jabatan serta telah dilakukan evaluasi implementasi & Grade Level and also evaluations on Remuneration
Sistem Remunerasi. System implementation.

Setelah beberapa evaluasi dan penyusunan sistem baru After several evaluation and preparation of new systems
di tahun sebelumnya, pada tahun 2015 Unit Human in the previous year, in 2015, the Human Capital Unit
Capital dibantu dengan konsultan menilai ada beberapa assisted with the consultant considered that there are
aspek yang perlu dilakukan evaluasi kembali pada sistem several aspects that need to be re-evaluated in the HR
SDM yang saat ini berlaku, yaitu: system that is currently in force, namely:
a. Penyusunan Accountability Matrix; a. Preparation of Accountability Matrix;
b. Job Profilling; b. Job Profilling;
c. Performance Management System (PMS); dan c. Performance Management System (PMS); and
d. Variable Incentive Design. d. Variable Incentive Design.

Dalam mendukung kerjasama ini perusahaan telah In supporting this cooperation, the Company has
menganggarkan biaya sebesar Rp. 2.715.595.000 untuk budgeted cost amounted to Rp2,715,595,000 to be

menginvestasikannya ke dalam pembangunan sistem invested in the HR system development that is effective
SDM yang efektif dan efisien, sejauh ini sudah terserap and efficient, which so far has been absorbed as much as
sebanyak 854.000.000 Rp854,000,000.

c. Rekrutmen Korporasi c. Corporate Recruitment
Rekrutmen korporasi merupakan kegiatan rekrutmen Corporate recruitment is a recruiting activity for the
untuk pemenuhan personil di seluruh kantor cabang fulfillment of personnel in all branch offices and head
maupun kantor pusat. Kegiatan ini dilaksanakan dalam office. This activity is performed in order to acquire
rangka memperoleh sumber daya manusia yang human resources that are qualified in their respective
memenuhi kualifikasi pada bidang tugasnya yaitu para fields namely workforce that have a good work ethic,
tenaga kerja yang memiliki etos kerja baik, terampil, skilled, knowledgeable, intelligent, diligent, conscientious
berpengetahuan luas, cerdas, tekun, bersungguh-sungguh and responsible in carrying out their duties.
dan bertanggung jawab dalam melaksanakan tugas.

Pada tahun 2015, anggaran yang digunakan untuk In 2015, the budget used for this corporate recruitment
rekrutmen korporasi ini sebesar Rp. 1.985.949.000 was Rp1,985,949,000 and the absorbed cost amounted
dan biaya yang terserap sebesar Rp. 5.530.552.000. to Rp5,530,552,000. This program is expected to run in
Diharapkan program ini dapat berjalan sesuai dengan accordance with the planning of HR Development unit,
perencanaan unit Pengembangan SDM, agar formasi so that the formation that requires personnel is quickly
yang membutuhkan personil segera terisi dan kinerja filled and the Companys performance can be optimized.
perusahaan dapat berjalan secara optimal.

d. Kerjasama Strategis dengan PTN (Beasiswa) d. Strategic cooperation with PTN (Scholarship)
Program kerja 2015 Unit Human Capital bekerjasama The 2015 work program, the Human Capital Unit in
dengan Universitas Padjajaran dalam bentuk memberikan cooperation with Padjajaran University in the from of
program beasiswa dan ikatan dinas terhadap 10 providing scholarship programs and official bond against
mahasiswa yang telah lulus mengikuti tes psikotes, 10 students who have passed psychological test, interview
wawancara dan medical checkup untuk mengikuti and medical checkup to follow the program. This
program tersebut. Program kerjasama ini dianggarkan cooperation program is budgeted at Rp 2,112,300,000.
sebesar Rp. 2.112.300.000.

e. Talent Management System (TMS) e. Talent Management System (TMS)
Bulan Januari hingga Maret 2015 telah dilakukan From January to March 2015 has been carried out
Perekrutan calon talent setingkat Manajer berdasarkan recruitment of prospective talents equivalent to
data KPI, kompetensi, sisa masa kerja, hukuman disiplin, Manager based on KPI data, competence, remaining
jabatan lowong dan jabatan kunci dan Penyusunan work period, disciplinary punishment, vacant positions
kuesioner penilaian terhadap para Talent atas hasil and key positions as well as preparation of assessment
program pengembangan TMS yang telah di ikuti. questionnaires to the Talents on the results of TMS
development program that has been followed.

Hingga Bulan Desember telah dilakukan rapat Komite Until December, has been carried out Talent Committee
Talent dalam rangka pembahasan hasil program meeting in the context of discussion of the development
pengembangan para Talent dan telah dilakukan program results of the Talents and have been performed
pemetaan 9 Box pada awal rekrut calon talent dan 9 Box mapping at the beginning of recruitment of
pada saat talent telah selesai mengikuti program prospective talents and at the time when the talents
pengembangan (berdasarkan performance/KPI Individu have completed the development program (based on
dan hasil assessment) dengan tujuan untuk melihat performance/Individual KPI and assessment results)
posisi talent dalam talent pool berdasarkan hasil program with the aim to see the talent position in the talent pool
pengembangan oleh konsultan DIBTA. based on the development program results by DIBTA
consultant.

hubungan industrial
dan kebebasan berserikat
Industrial Relations and Freedom of Association
Hubungan Industrial Industrial Relations
Angkasa Pura II senantiasa berupaya memastikan terjalinnya Angkasa Pura II strives to ensure the establishment of mutually
hubungan yang saling menghormati dan mampu menciptakan respectful relationship and able to create a balance between
keseimbangan antara pemenuhan hak dan pelaksanaan the fulfillment of rights and obligations, through intensive
kewajiban, melalui komunikasi intensif dan keterlibatan communication and involvement of two parties who support
dua pihak yang saling mendukung dalam mencapai target each other in achieving the Companys targets. Both parties
Perusahaan. Kedua pihak yang dimaksud yakni Manajemen meant are the Companys Management and employee
Perusahaan dan wadah perwakilan karyawan yaitu Serikat representative medium namely the Labor Union of Angkasa
Pekerja Angkasa Pura II (Sekarpura II). Oleh karenanya, Pura II (Sekarpura II). Therefore, Angkasa Pura II supports the
Angkasa Pura II mendukung aktivitas Sekarpura II dan activities of Sekarpura II and ensures regular communication
memastikan adanya komunikasi reguler antara Manajemen between the Management and Sekarpura II.
dan Sekarpura II.
Hubungan yang saling mendukung ini dimanifestasikan dalam Mutually supportive relationships is manifested in the form
bentuk butir-butir kesepakatan dan aturan sebagaimana of points of agreement and rules as stated in the Collective
tercantum pada Perjanjian Kerja Bersama (PKB), yang ditinjau Labor Agreement (PKB), which is reviewed and updated on a
dan diperbaharui secara berkala serta ditandatangani oleh regular basis and signed by the Management and Sekarpura II.
Manajemen dan Sekarpura II.
Butir-butir kesepakatan dalam PKB merupakan hasil Points of agreement in CLA is the results of negotiations
perundingan antara Sekarpura II dengan Manajemen. between Sekarpura II with the Management. Some provisions
Beberapa ketentuan dalam PKB yang mengatur terjaminnya in the CLA that regulates the employee rights, include:
hak-hak karyawan, mencakup:
a. Penghasilan sebagai imbalan atas pekerjaan yang telah a. Income as a reward for the work that has been carried
dilakukan; out;
b. Pembayaran upah kerja lembur untuk kelebihan jam kerja b. Payment for overtime wages for excess hours of work
dari waktu kerja yang telah disetujui oleh Perusahaan; time that has been approved by the Company;
c. Cuti, dengan ketentuan cuti tersebut telah mendapat c. Leave, with provision that the leave has been approved in
persetujuan sebelumnya dari Perusahaan; advance by the Company;
d. Jaminan kesehatan bagi karyawan dan keluarganya d. Health insurance for employees and their families in
sesuai dengan ketentuan yang berlaku; accordance with applicable provisions;
e. Keikutsertaan dalam kegiatan organisasi karyawan e. Participation in employee organizational activities that
yang tidak bertentangan dengan ketentuan Pemerintah do not conflict with the Government provisions and with
dan dengan memperhatikan kelancaran operasional due regard to the smooth operations of the Company;
Perusahaan; f. Compensation for disturbance/disability due to
f. Ganti rugi atas gangguan/cacat badan akibat kecelakaan accidents;
kerja; g. Opportunities to express opinions, suggestions, and
g. Kesempatan mengemukakan pendapat, usul, dan saran- advices to superiors at the time of carrying out the
saran kepada atasannya pada waktu melakukan tugas Companys duties;
Perusahaan; h. Pension benefits according to applicable regulations;
h. Manfaat pensiun sesuai ketentuan yang berlaku; i. Application for termination of employment;
i. Pengajuan permohonan pemutusan hubungan kerja; j. Their rights to be handed over to the heirs of the
j. Hak-haknya untuk diserahkan kepada ahli waris karyawan, employees, in terms of the employees concerned died
dalam hal karyawan yang bersangkutan meninggal dunia during performing the Companys duties.
pada waktu melakukan tugas Perusahaan.
PKB yang kini berlaku adalah untuk periode tahun 2014 The current effective CLA is for the period of 2014-2015
2015 yang disepakati bersama dan ditandatangani pada which agreed together and signed on April 10th, 2014,
tanggal 10 April 2014, SEKARPURA bersama-sama dengan SEKARPURA together with the Management representatives
perwakilan Manajemen akan mulai melakukan perundingan will begin to renegotiate before the expiration of such CLA.
kembali sebelum habisnya masa berlaku PKB tersebut.

Angkasa Pura II mendayagunakan hubungan konstruktif Angkasa Pura II utilizes constructive relationships with
dengan Sekarpura II dengan menyelenggarakan pertemuan Sekarpura II by holding regular meetings in order to socialize
berkala guna mensosialisasikan kebijakan dan program policies and programs of the Management as well as to the
Manajemen serta untuk penyelesaian permasalahan settlement of industrial relations issues and completion of
hubungan industrial maupun penyelesaian keluhan karyawan. employee complaints.
Kebebasan Berserikat Freedom of Association
Angkasa Pura II memberikan kebebasan bagi karyawannya Angkasa Pura II provides freedom for employees to join
untuk bergabung dengan Sekarpura II. Sampai saat ini, jumlah with Sekarpura II. Until now, the number of employees
karyawan yang termasuk anggota Sekarpura II sebanyak who become members of Sekarpura II amounted to 74% of
74% karyawan. Kebebasan berserikat bagi karyawan ini employees. Freedom of association for employees reflects
merefleksikan kepatuhan Perusahaan atas Undang-undang the Companys compliance to Act No. 13 year 2003 on
Nomor 13 tahun 2003 tentang Ketenagakerjaan dan ILO Employment and ILO Convention 87 which guarantees
Convention 87 yang menjamin kebebasan semua pekerja the freedom of all workers to enter the labor organization
untuk masuk dalam organisasi pekerja yang dikelola secara managed professionally as a means of liaison between
profesional sebagai sarana penghubung antar pekerja dan workers and company to establish harmonious relationship
perusahaan untuk menciptakan hubungan harmonis yang that mutually benefit all parties.
saling menguntungkan semua pihak.

pengembangan
sumber daya manusia
Human Resources Development
Mengingat sumber daya manusia sebagai salah satu Considering human resources as one of the central
pemangku kepentingan sentral sebagai ujung tombak dan stakeholders as spearhead and determinant of the success
penentu keberhasilan dalam mewujudkan visi Perusahaan, in realizing the Companys vision, Angkasa Pura II is always
Angkasa Pura II senantiasa berkomitmen memberikan committed to provide special and integrated attention so as
perhatian khusus dan terpadu sehingga tercipta SDM yang to create HR that are competent, professional, competitive,
kompeten, professional, berdaya saing, serta mampu and able to adapt with the fast business dynamics. Such
beradaptasi pada dinamika bisnis yang cepat. Komitmen commitment is implemented through employee competence
tersebut diimplementasikan melalui program pengembangan development that is intensive and purposeful.
kompetensi karyawan yang intensif dan terarah.
Dasar pelaksanaan kegiatan Pengembangan SDM didasarkan Implementation basis of HR Development activities is based
pada berbagai kebijakan sebagai berikut: on various policies as follows:
1. Visi, Misi & RJPP 2012-2016; 1. Vision, Mission & RJPP 2012-2016;
2. Roadmap SDM 2012-2016; 2. HR Roadmap 2012-2016;
3. Kontrak Manajemen Tahun 2015; 3. Management Contract 2015;
4. Keputusan Direksi PT Angkasa Pura II (Persero) Nomor: 4. Board of Directors Decree of PT Angkasa Pura II (Persero)
KEP.10.01/04/2010 Peraturan Perusahaan Nomor 22 No: KEP.10.01/04/2010 Company Regulation No. 22
Tahun 2010 Tentang Pendidikan dan Pelatihan (Diklat) Di Year 2010 on Education and Training in PT Angkasa Pura
Lingkungan PT Angkasa Pura II (Persero); II (Persero);
5. Keputusan Direksi PT Angkasa Pura II (Persero) 5. Board of Directors Decree of PT Angkasa Pura II (Persero)
Nomor KEP.06.02/00/05/2012/519 tentang Peraturan No: KEP.06.02/00/05/2012/519 Company Regulation
Perusahaan Nomor 20 tentang Pengadaan Barang No. 20 on the Procurement of Goods and/or Services
dan/atau Jasa di Lingkungan PT Angkasa Pura II in PT Angkasa Pura II (Persero) as last amended with
(Persero) sebagaimana telah diubah terakhir dengan PD.06.02/12/2015/0055.
PD.06.02/12/2015/0055.
Pelatihan dan Pengembangan Kompetensi Karyawan Employee Training and Competence Development
Sebagai bagian dari komitmen Angkasa Pura II untuk As part of Angkasa Pura IIs commitment to improve HR
peningkatan kualitas SDM secara berkelanjutan, Angkasa quality in a sustainable manner, Angkasa Pura II involved
Pura II mengikutkan karyawannya dalam berbagai program its employees in various education and training programs.
pelatihan dan pendidikan (Diklat). Lebih lanjut, Angkasa Pura II Furthermore, Angkasa Pura II through the Directorate of HR
melalui Direktorat SDM dan Umum mendedikasikan program and General Affairs dedicates Education and Training Program
Diktat guna meningkatkan dan mengembangkan kompetensi, in order to improve and develop competencies, skills and
keterampilan dan sikap karyawan untuk tercapainya sasaran attitudes of employees to the achievement of strategic
strategis Angkasa Pura II. Adapun maksud dan tujuan objectives of Angkasa Pura II. The purpose and objectives of
penyelenggaraan Diklat, yaitu untuk: the education and training, namely to:
1. Membentuk karyawan menjadi manusia yang profesional 1. Form its employees to become a human being that is
dan berkepribadian sesuai nilai-nilai perusahaan dengan professional and with personality in accordance to the
wawasan / cara pandang yang luas dalam melaksanakan corporate values with insights/broad perspectives in
tugas pekerjaannya untuk mendukung pencapaian visi carrying out their duties to support the achievement of
dan misi Perusahaan; the Companys vision and mission;

2. Mengembangkan kompetensi, inovasi, kreativitas, 2. Develop competencies, innovation, creativity,
kerjasama dan disiplin karyawan sehingga mampu cooperation and discipline of employees so as to
mendayagunakan potensi diri secara optimal untuk optimally utilize their potential for the benefit of the
kepentingan Perusahaan; Company;
3. Menumbuhkan dan mengembangkan suasana, metode 3. Grow and develop an atmosphere, work methods and
kerja serta koordinasi antar unit secara lebih baik. better coordination between units.

Angkasa Pura II merealisasikan program pengembangan Angkasa Pura II realize employee competence development
kompetensi karyawan berdasarkan Model Kompetensi program based on the Competency Model and the
(Competency Model) dan kesempatannya terbuka bagi opportunities are open to every employee. Every employee
setiap karyawan. Setiap karyawan berhak mengajukan diri is entitled to apply themselves to be a trainee by proposing
menjadi peserta pelatihan dengan mengajukan persyaratan certain administrative requirements, and get the approval
administrasi tertentu, dan mendapatkan persetujuan dari from their superiors. The types of training and development
atasannya. Pengajuan jenis pelatihan dan pengembangan yang to be followed should be in line with the needs of duties,
hendak diikuti harus selaras dengan kebutuhan tugas, rencana competence development plan and business development.
pengembangan kompetensi dan pengembangan usaha.
Adapun kegiatan program Diklat yang telah dilakukan Education and training program activities that have been
sepanjang tahun 2015 adalah sebagai berikut: carried out throughout 2015 are as follows:
Kegiatan Pengembangan SDM di Angkasa Pura II dilaksanakan HR Development activities in Angkasa Pura II are implemented
dalam bentuk sejumlah kegiatan Pendidikan dan Pelatihan in the form of a number of Education and Training activities.
(Diklat). Adapun Kegiatan Diklat pada Tahun 2015 yaitu: Education and Training activities in 2015 among others:

1. Diklat Pre-Service 1. Pre-Service Education and Training
Diklat Pre- Service yang dilaksanakan dalam bentuk Diklat Pre-Service Education and Training that is carried out
Orientasi. Diklat Orientasi merupakan kegiatan yang is in the form of Orientation Education and Training.
dilaksanakan secara internal kepada pelamar yang telah Orientation Education and Training is an activity that is
lolos seleksi Calon Karyawan dalam rangka memberikan implemented internally to applicants who have passed
pengetahuan awal mengenai perusahaan kepada peserta the selection of Prospective Employees in order to
diklat, sebelum yang bersangkutan melakukan tugas provide early knowledge of the Company to the trainee
pekerjaannya pada unit kerja Perusahaan. Materi pokok before performing their duties at the Companys working
diklat orientasi yaitu pengetahuan tentang perusahaan unit. Main material of orientation education and training
secara umum, nilai- nilai Perusahaan, pengetahuan is knowledge of the Company in general, Corporate
kebandarudaraan, materi umum seluruh fungsi kerja di values, airport knowledge, general material of all work
perusahaan, service excellence, dan pelatihan kelompok functions in the Company, service excellence, and team
(team building), pembinaan mental dan disiplin. Pada building, mental coaching and discipline.
Tahun 2015 Diklat Orientasi diselenggarakan di daerah
Jakarta (untuk lokasi rekrut JKT, PNK, PLM dan DJB) dan
Pekanbaru (untuk lokasi rekrut PKU) dengan total jumlah
peserta 155 orang. Pada Tahun 2015 Diklat Orientasi
menyerap biaya sebesar Rp 2.131.351.000 dari alokasi
biaya yang sudah dianggarkan perusahaan sebesar Rp
3.238.813.000.
2. Diklat Pengembangan 2. Development Education and Training

Diklat pengembangan diselenggarakan dalam rangka Development education and training is held to improve
peningkatan pengetahuan/ketrampilan sesuai prasyarat knowledge/skills corresponding to the position prerequisites,
jabatan, penyegaran dan/atau untuk persiapan kaderisasi. refreshment and/or in preparation for regeneration. The
Adapun Diklat Pengembangan terbagi menjadi beberapa Development Education and Training is divided into several
jenis Diklat sebagai berikut: types of education and training as follows:

a. Diklat Teknis a. Technical Education and Training
Diklat Teknis dilaksanakan untuk mengembangkan Technical education and training is implemented to
kompetensi softskill dan hardskill, serta terbagi develop both softskill and hardskill competencies, and
menjadi 2 kelompok yaitu Mandatory dan Non- divided into 2 groups: Mandatory and Non-Mandatory.
Mandatory. Diklat teknis Mandatory diberikan Mandatory technical education and training is specifically
khusus untuk karyawan pada jalur profesi yang given to employees on the profession path which
mensyaratkan surat tanda kecakapan personil requires Personnel Competence Certificate (STKP),
(STKP), sesuai tingkatan STKP yang diperlukan. according to the required STKP levels. Meanwhile,

Sedangkan, Diklat Teknis Non-Mandatory diberikan Non-Mandatory Technical Education dn Training is
bagi karyawan yang memerlukan kompetensi dasar given to employees who require basic competencies
atau pengembangan kompetensi yang sudah ada and development of existing competencies to carry
untuk menjalankan fungsi dan tugas pekerjaannya. out their functions and duties. In 2015, Technical
Pada tahun 2015 Diklat Teknis telah menyerap Education and Training has absorbed cost amounted
biaya sebesar Rp 30.850.029.000 dari alokasi biaya to Rp 30,850,029,000 from the budgeted cost
yang sudah dianggarkan perusahaan sebesar Rp allocation of Rp58,681,169,000.
58.681.169.000.
b. Diklat Formal b. Formal Education and Training

Diklat formal diikuti oleh karyawan yang Formal education and training is followed by
mendapatkan surat perintah penugasan dari Direksi employees who obtain assignment warrant
untuk mengikuti pendidikan strata berjenjang/ilmu from the Board of Directors to follow a tiered
terapan pada lembaga pendidikan/perguruan tinggi strata education/applied science in educational
di dalam maupun di luar negeri yang ditunjuk oleh institutions/universities inside and outside the
Perusahaan. country designated by the Company.
Pada tahun 2015 Diklat Formal yang dilaksanakan adalah In 2015, Formal Education and Training performed was
program lanjutan dari tahun 2013. Biaya yang terserap selama a continuation of the program in 2013. During 2015, the
tahun 2015 sebesar Rp 429.624.000 dari alokasi biaya yang absorbed cost amounted to Rp429,624,000 from the
sudah dianggarkan perusahaan sebesar Rp 1.000.000.000. budgeted cost allocation of Rp1,000,000,000.
Adapun Karyawan yang mengikuti Diklat Formal sebagai Employees who followed Formal Education and Training are
berikut: as follows:
Nama Unit Universitas Jenjang dan Jurusan

No Semester
Name Units University Level and Major
Prasarana Indonesia S2 Teknik Manajemen Proyek
Radityo Ari Lulus
1 Infrastructure Master of project management
Purwoko Graduated
engineering
Bisnis Terminal dan Indonesia S2 Teknologi Informasi
Robby Sisi Darat Master of Information Technology Lulus
2
Saputra Business Terminal Graduated
and Landside
Keuangan Sumatera Utara S2 Manajemen
- Bandara Master of Management
Supri Lulus
3 Kualanamu
Handoyo Graduated
Finance -
Kualanamu Airport
Pendidikan dan School of Business and S2 Konsentrasi Manajemen
Pelatihan Management (SBM) ITB Operasi-Kelas Eksekutif
Lulus
4 Haris Education and School of Business and Master of Management
Graduated
Training Management (SBM), Bandung Concentration Operations -
Institute of Technology Executive Class
Pemasaran School of Business and S2 Konsentrasi Manajemen
Marketing School of Business and Operasi-Kelas Eksekutif
Lulus
5 Adi Wiyana Management (SBM), Bandung Master of Management
Graduated
Institute of Technology Concentration Operations -
Executive Class

Manajemen Risiko School of Business and S2 Konsentrasi Manajemen

dan Kepatuhan Management (SBM) ITB Operasi - Kelas Eksekutif
Muhamad Risk and School of Business and Master of Management Lulus
6
Wasid Compliance Management (SBM), Bandung Concentration Operations - Graduated
Management Institute of Technology Executive Class
Manajemen Risiko School of Business and S2 Konsentrasi Manajemen

dan Kepatuhan Management (SBM) ITB Operasi - Kelas Eksekutif
Anton Risk and School of Business and Master of Management Lulus
7
Marthalius Complliance Management (SBM), Bandung Concentration Operations - Graduated
Management Institute of Technology Executive Class
Teknik - Bandara Universitas Indonesia S2 Manajemen Proyek

Sultan Thaha Jambi University of Indonesia Master of Project Management
Bandang Lulus
8 Sultan Thaha
Dwisasono Graduated
Jambi Airport -
Engineering
Yado Pemasaran Universitas Indonesia S2 Manajemen Lulus
9
Yarismano Marketing University of Indonesia Master of Management Graduated
c. Diklat Manajerial c. Managerial Education and Training

Diklat Manajerial bertujuan menciptakan pemimpin Managerial Education and Training aims to create leaders
yang memiliki komitmen, jiwa kepemimpinan, service who have commitment, leadership, service excellence,
excellence, dan untuk memberikan prioritas kepada and to give priority to the interests of the organization
kepentingan organisasi dalam rangka untuk memimpin in order to lead his employees effectively to achieve the
jajarannya secara efektif demi tercapainya sasaran Companys strategic objectives.
strategis perusahaan.

Diklat manajerial diikuti oleh karyawan yang menduduki Managerial Education and Training was followed by
jabatan pada jalur karir manajerial dengan jenis diklat employees who hold the position at the managerial
yang terbagi 3 (tiga) yaitu Pembekalan Manajerial, career path with type of education and training that is
Manajemen Bandara, dan Eksekutif Manajemen Bandara. divided into 3 (three) namely Managerial Debriefing,
Pada Tahun 2015 Diklat Manajerial telah menyerap biaya Airport Management and Airport Management Executive.
sebesar Rp 292.067.000 dari alokasi biaya yang sudah In 2015, Managerial Education and training has absorbed
dianggarkan perusahaan sebesar Rp 1.958.139.000. cost amounted to Rp292,067,000 from the budgeted
cost allocation of Rp 1,958,139,000.

Perlu disampaikan bahwa Diklat Ekskutif Manajemen Worth mentioning that the Education and Training for
Bandara untuk Tahun 2015 belum dilaksanakan. the Airport Management Executive for 2015 has not
been conducted.

Adapun Rincian Realiasasi peserta Diklat Manajerial pada Actual details of Managerial Education and Training
tahun 2015 sebagai berikut: participants as follows:

Uraian
KP BSH KNO PKU HLP PGK BTJ BDO DJB PNK
Descriptions
Pembekalan Manajerial
11 5 3 - - - - - - -
Managerial Debriefing
Manajemen Bandara
16 9 7 1 1 1 1 1 1 2
Airport Management

d. Diklat Substantif d. Substantive Education and Training
Diklat substantif diselenggarakan dalam waktu singkat Substantive education and training was organized in a
baik secara internal maupun eksternal, di dalam short time both internally and externally, domestically
maupun di luar negeri berupa seminar, lokakarya, and abroad in the form of seminars, workshops, job
pelatihan kerja/workshop, ataupun kursus-kursus lain. training/workshop, or other courses. Objectives of
Tujuan Diklat Substantif adalah untuk meningkatkan the Substantive Education and Training is to improve
pengetahuan dan kompetensi karyawan sesuai dengan the knowledge and competence of employees in
fungsi kerja dan jabatan, kebutuhan unit kerja serta accordance with the functions of occupational and
kebutuhan dan lingkup bisnis perusahaan. position, as well as the needs of the work unit and also
the needs and business scope of the Company.

Pada Tahun 2015 Diklat Substantif telah menyerap biaya In 2015, Substantive Education and Training has absorbed
sebesar Rp 731.712.000 dari alokasi biaya yang sudah cost amounted to Rp731,712,000 from budgeted cost
dianggarkan perusahaan sebesar Rp 2.000.000.000. allocation of Rp2,000,000,000.

e. Diklat Pre-service (Reorientasi) e. Pre-service (Re-orientation) Education and Training
Diklat Re-orientasi diselenggarakan dalam rangka Re-orientation Education and Training was organized
memberikan bekal pengetahuan kewirausahaan dan to provide sufficient knowledge of entrepreneurial and
pengetahuan lainnya yang diperlukan untuk menghadapi the other knowledges required to face the pension
masa persiapan pensiun. Materi yang diberikan berupa preparation period. Materials provided in the form of
persiapan dari aspek psikologis, kesehatan, perencanaan preparation for the aspects of psychological, health,
kegiatan serta kegiatan outing. Diklat tersebut juga activities planning and outing. The education and training
menjadi salah satu apresiasi perusahaan terhadap also become one of the Companys appreciation to the
karyawan yang akan memasuki masa purna bakti. employees who will enter the retirement period.
Adapun pelaksanaan diklat Re-Orientasi sebagai berikut : Implementation of the Re-Orientation education and training
as follows:
Bali Bali
Bagi Karyawan yang berasal dari Kantor Pusat, Kantor For Employees originating from the Head Office, Main
Cabang Utama Bandara Internasional Soekarno Hatta, Branch Office of Soekarno-Hatta International Airport,
Bandara Halim Perdana Kusuma, Jakarta dan Bandara Halim Perdana Kusuma Airport, Jakarta and the Husein
Husein Sastranegara, Bandung. Sastranegara Airport, Bandung.
Bandung Bandung
Bagi Karyawan yang berasal dari Kantor Cabang dari For Employees originating from Branch Offices of
bandara di daerah Deli Serdang, Palembang, Tanjung airports in the area of Deli Serdang, Palembang, Tanjung
Pinang, Padang, Pangkal Pinang, Pekanbaru, Banda Pinang, Padang, Pangkal Pinang, Pekanbaru, Banda
Aceh, Jambi, dan Pontianak. Aceh, Jambi, and Pontianak.
Pada Tahun 2015 Diklat Re-orientasi telah menyerap biaya In 2015, the Re-orientation Education and Training has
sebesar Rp 3.009.935.000 dari alokasi biaya yang sudah absorbed cost amounted to Rp3,009,935,000 from the
dianggarkan perusahaan sebesar Rp 4.000.000.000. budgeted cost allocation of Rp4,000,000,000.
Sebaran peserta Diklat Re-orientasi sebagai berikut: Distribution of participants of the Re-orientation Education
and Training as follows:
KP BSH KNO PKU PLM PDG PGK TNJ BTJ BDO DJB PNK HLP
15 52 19 9 9 11 6 7 9 7 5 5 7

3. Program Strategis 3. Strategic Program

a. Provider Training & Development Center a. Training Provider & Development Center
- Approval Diklat PKP-PK & Salvage - Approval of PKP-PK & Salvage Education & Training
Sertifikasi Approval Diklat PKP-PK telah diterbitkan Approval certification of PKP-PK Education &
DJU bulan Juli 2015. PT AP II telah melaksanakan Training has been published by DJU in July 2015. PT
Diklat PKP-PK batch 1 secara Mandiri dengan AP II has conducted PKP-PK Education & Training
pengajar yang berasal dari internal PT AP II serta for the 1st batch independently with educators who
fasilitas dan peralatan yang menggunakan milik come from the internal of PT AP II as well as facilities
PT AP II pada bulan Oktober s.d Desember 2015 and equipments owned by PT AP II in October until
sejumlah 20 orang peserta bertempat di Wisma AP December 2015 amounted to 20 participants at
II Cimacan. Wisma AP II - Cimacan.

- Approval Diklat AVSEC - Approval of AVSEC Education & Treaining
Approval Diklat AVSEC bertujuan untuk Approval of AVSEC Education & training aims to
meningkatkan kualitas Diklat AVSEC di lingkungan improve the quality of AVSEC Education & training in
PT Angkasa Pura II (Persero). Manfaat program PT Angkasa Pura II (Persero). Benefits of the program
tersebut adalah agar PT AP II dapat melaksanakan is that PT AP II can execute the AVSEC Education &
Diklat AVSEC secara mandiri serta optimalisasi Training independently and optimization of educator
personil pengajar, fasilitas dan peralatan Diklat. Hasil personnel, facilities and equipment of Education
akhir dari Approval Diklat AVSEC adalah Penerbitan & Training. The end result of AVSEC Education &
Sertifikasi Approval Diklat AVSEC dari DJU. Training is the Issuance of Approval Certification of
AVSEC Education & Training from DJU.

Kegiatan yang telah dilakukan dalam rangka Approval Activities that have been carried out in the framework of
Diklat AVSEC yaitu: the Approval of AVSEC Education & Training namely:
Penyusunan Tim Perumus Diklat; Preparation of Education & Training Formulation
Penyusunan Training Prosedur Manual dan Quality Team;
Control; Preparation of manual procedures training and
Penyusunan Kurikulum dan SIlabus Diklat AVSEC; Quality Control;
Menyiapkan kelengkapan persyaratan substansi Preparation of Curriculum and Syllabus of AVSEC
pengajuan approval ke DJU Education & Training;
Preparing the completeness of requirements of the
approval submission substance to DJU.

b. Existing Training & Development Centre b. Existing Training & Development Centre
- Pembentukan Training Centre - Establishment of Training Centre
Tersedia fasilitas pembelajaran yang sesuai dengan Learning facilities in accordance with the needs and
kebutuhan serta untuk menjawab kebutuhan serta addressing the needs as well as answering the cost
untuk menjawab tantangan efisiensi biaya. efficiency challenges.

Kegiatan yang telah dilakukan dalam rangka Activities that have been carried out in the framework of
pembentukan Training Centre yaitu: the Establishment of Training Centre, namely:
Penyiapan Administrasi dan Perijinan; Preparation of Administration & Licensing
Pembangunan Dormitory dilengkapi ruang kelas; Construction of a Dormitory equipped with a classroom;
Penyiapan Learning Technology Preparation of Learning Technology.

- Sertifikasi Internasional Training Centre (ICAO-Train - International Training Centre Certification (ICAO-
AirPlus). Pengakuan secara internasional terhadap Train Airplus). International recognition towards the
lembaga training PT Angkasa Pura II serta berpotensi training institutions of PT Angkasa Pura II and the
sebagai revenue center. potential as revenue center.

Kegiatan yang telah dilakukan dalam rangka Sertifikasi Activities that have been carried out in the framework of
Internasional Training Centre (ICAO-Train AirPlus) yaitu: International Training Centre Certification (ICAO0Train
Readiness Assesment (Selesai); AirPlus) namely.
Penyusunan Training Prosedur Manual dan Quality Readiness Assesment (Completed);
Manual; Preparation of Manual Procedures and Quality
ICAO-Training Instructure Course; Manual Training;
ICAO-Training Developer Course; ICAO- Instructure Course Training;
Penyiapan Standard Training Package (STP); ICAO- Developer Course Training;
Preparation of Standard Training Package (STP);

c. Knowledge Management (Sharing Session) c. Knowledge Management (Sharing Session)
Knowledge Management yang terintegrasi bertujuan Integrated Knowledge Management aims to prevent the
mencegah hilangnya Critical Knowledge sehingga loss of Critical Knowledge so as to improve the learning
Meningkatkan kecepatan belajar SDM dalam pace of HR in improving the capacity and capability to
meningkatkan kapasitas dan kemampuan beradaptasi adapt to changes in the Company.
dalam perubahan di Perusahaan.

Kegiatan yang telah dilakukan dalam rangka Knowledge Activities that have been carried out in the framework of
Management yaitu: Knowledge Management, namely:
Pembuatan Dokumen Knowledge Sharing yang Preparation of Knowledge Sharing Documents contained
tertuang dalam Peraturan Direksi Tentang Diklat in the Board of Directors Regulation on the Education
Teknisa dan Diklat Substantif Dalam dan Luar Negeri and Training for Technical and Substantive in Domestic
nomor : PD.10.01/12/2015/0058; and Abroad No: PD.10.01/12/2015/0058;
Pelaksanaan Knowledge Sharing Petugas PKP-PK Implementation of Knowledge Sharing for PKP-PK
Changi Airport di Gedung PKP-PK BSH; Officer of Changi Airport at the Building of PKP-PK BSH;

rencana pelatihan
tahun 2016
2016 Training Plans
Jenis Diklat Direktorat

No
Training Types Directorate
Manajerial Seluruh Direkorat
1
Managerial All Directorate
Seluruh Direkorat
2 Formal (S.2)
All Directorate
Operations 7 Engineering
Airport Services & Facility
Teknis Mandatory
3 Human Capital, GA & IT
Mandatory Technical
Commercial & Business Development
Non-Directorate
Non-Directorate
Operations & Engineering
Teknis Non Mandatory Airport Services & Facility
4
Non-Mandatory Technical Human Capital, GA & IT
Finance
Commercial & Business Development
5 Sarasehan Operations & Engineering
6 Jambore Operations & Engineering
Orientasi Seluruh Direkorat
7
Orientation All Directorate
Seluruh Direkorat
8 Talent Development Program (TDP)
All Directorate
Seluruh Direkorat
9 Individual Development Program (Idp)
All Directorate
Re-Orientasi Seluruh Direkorat
10
Re-Orientation All Directorate
Seluruh Direkorat
11 Amep
All Directorate
Sertifikasi Instruktur Seluruh Direkorat
12
Instructor Certification All Directorate
13 Approval Avsec & DG Operations & Engineering
Implementasi Corpu Seluruh Direkorat
14
Corpu Implementation All Directorate
Sertifikasi Train Airplus Seluruh Direkorat
15
Train Airplus Certification All Directorate
Seluruh Direkorat
16 Knowledge Management Implementation
All Directorate
Diklat T3 Ultimate Seluruh Direkorat
17
Education & Training Of T3 Ultimate All Directorate
Program Sertifikasi Internasional Seluruh Direkorat
18
International Certification Program All Directorate

Pengembangan Karir Karyawan Employee Career Development
Angkasa Pura II memberikan kesempatan yang sama Angkasa Pura II provides equal opportunity for all employees
bagi setiap karyawan untuk mengembangkan diri dan to develop themselves and show their best potential for the
menunjukkan potensi terbaiknya bagi organisasi tanpa organization regardless of gender, ethnicity, religion, race
membedakan gender, suku, agama, ras dan golongan. and class. Implementation of employee career development
Penerapan pengembangan karir karyawan dilakukan secara is made fairly based on the performance assessment results
fair berdasarkan hasil penilaian kinerja setiap karyawan secara of each employees on a periodic basis. Employee career
periodik. Pengembangan karir karyawan dituangkan dalam development is stipulated in the form of position projections,
bentuk proyeksi jabatan, dimana kondisi dan kesempatan where the conditions and opportunities of career development
pengembangan karir setiap karyawan disesuaikan dengan for each employee is tailored to the competencies and needs
kompetensi dan kebutuhan Perusahaan. of the Company.
Sebagai salah satu bentuk perhatian kepada jenjang karir As one form of attention to the career path of employees,
karyawan, pada tahun 2015 Angkasa Pura II melaksanakan in 2015, Angkasa Pura II performed employee promotion
promosi karyawan diantaranya adalah: among others:
1. Promosi untuk jabatan Manajerial sebanyak 92 orang 1. Promotion for Managerial position amounted to 92
2. Promosi untuk jabatan Pelaksana sebanyak 1134 orang people
2. Promotion for Executive position amounted to 1,134
people

rekrutmen dan
turnover karyawan
Employee Recruitment and Turnover
Angkasa Pura II menerapkan asas kesamaan kesempatan Angkasa Pura II applies the principle of equality in the
dalam proses rekrutmen tanpa adanya unsur diskriminasi. recruitment process without any element of discrimination.
Oleh karenanya rekrutmen karyawan Angkasa Pura II pada Therefore, the recruitment of employees of Angkasa Pura II
dasarnya dilakukan secara terbuka bagi siapapun. Untuk are basically open to anyone. To get qualified candidates as
mendapatkan calon karyawan yang berkualitas serta well as the best talent to fill certain positions, Angkasa Pura II
bertalenta terbaik untuk mengisi posisi tertentu, Angkasa Pura applies several recruitment patterns, as follows:
II menerapkan beberapa pola rekrutmen, sebagai berikut:
a. Rekrutmen internal a. Internal Recruitment

Rekrutmen internal dilakukan dengan mengoptimalkan Internal recruitment is performed by optimizing resources
sumber daya yang telah dimiliki sebagai bentuk that have been owned as a form of accelerating the
percepatan pergerakan karir karyawan; employees career movement;

b. Rekrutmen eksternal b. External Recruitment
Rekrutmen eksternal difokuskan pada perekrutan External recruitment is focused on recruiting higher
karyawan berpendidikan yang lebih tinggi dan karyawan educated employees and employees with competencies
dengan kompetensi yang belum dimiliki Angkasa Pura II. that have not owned by Angkasa Pura II.
Sebelum diangkat menjadi karyawan tetap, karyawan baru Before appointed as permanent employees, new employees
tersebut terlebih dahulu mengikuti program pelatihan dasar, should first follow the basic training program, followed by the
diikuti dengan pelaksanaan program pengembangan bagi implementation of development programs for new employees
karyawan baru yang lolos proses seleksi, sesuai dengan who Graduated the selection process, in accordance with the
bidang pekerjaan masing-masing. respective field of work.
Pada tahun 2015, jumlah karyawan baru Angkasa Pura II In 2015, the number of new employees of Angkasa Pura II
sebanyak 1465 orang, yang terdiri dari 1172 laki-laki dan 254 amounted to 1,465 people, consists of 1,172 male and 254
perempuan. Lebih banyaknya karyawan laki-laki bukan karena female. More amount of male employees is not because
praktik diskriminasi, namun jenis kegiatan bisnis Perusahaan of discriminatory practices, but the type of the Companys
lebih banyak diminati oleh laki-laki dibandingkan perempuan. business activities that is more attractive to male than
Lebih lanjut, jumlah turnover karyawan Angkasa Pura II 1074 female. Moreover, the number of turnover of Angkasa
yang disebabkan oleh 284 karyawan yang memasuki masa Pura II employees amounted to 1,074 people caused by
pensiun, 64 karyawan yang mengundurkan diri, 4 pegawai 284 employees who retire, 64 employees who resigned, 4
yang diberhentikan (karena pelanggaran disiplin). employees who were dismissed (due to breach of discipline).
Jumlah Karyawan dan Tingkat Turnover Karyawan Angkasa Number and Turnover Rate of Angkasa Pura II Employees
Pura II Tahun 2015 in 2015
Deskripsi
2015
Description
Penambahan Karyawan
Addition of Employees
Pengangkatan PKWT/KMPG menjadi karyawan perusahaan
1426
Appointment of Contract Workers as the Companys employees
Pengurangan Karyawan
Reduction of Employees
Pensiun
284
Pension
Pengunduran Diri
64
Resignation
Diberhentikan karena Pelanggaran Disiplin
4
Dismissals for Breach of Discipline
Jumlah Turnover Total Turnover 1074

kesejahteraan
sumber daya manusia
Human Resources Welfare
Angkasa Pura II terus berkomitmen dalam meningkatkan Angkasa Pura II is committed to continuously improved the
kesejahteraan karyawan guna meningkatkan motivasi welfare of employees in order to motivate the performance
kinerja dan loyalitas karyawan terhadap Perusahaan. Jumlah and loyalty of employees to the Company. The total
kesejahteraan karyawan Angkasa Pura II selama tiga tahun employees welfare of Angkasa Pura II during the last three
terakhir adalah sebagai berikut: years are as follows:
(Dalam Ribuan) (in thousands)
Uraian
No. 2013 2014 2015
Description
Gaji dan Upah
1 140.719.709 156.396.660 170.597.987
Salaries and Wages
Tunjangan Prestasi
2 157.366.574 169.986.204 217.869.540
Achievement Allowance
Tunjangan Jabatan
3 23.610.556 27.271.636 145.834.337
Position Allowance
Uang Transport
4 69.295.811 102.256.984 28.157.644
Transport Money
Bantuan Sewa Rumah
5 26.543.153 56.884.098 58.681.212
Rent Allowance
Permakanan
6 29.658.936 35.664.920 57.032.668
Permakanan
Tunjangan Khusus
7 34.631.940 34.414.476 55.811.938
Special Allowance
Tunjangan Profesi
8 11.525.053 13.159.565 15.601.691
Professional Allowance
Tunjangan Cuti
9 22.972.382 27.855.418 33.569.902
Leave Allowance
Uang Kelebihan Jam Kerja
10 21.830.477 20.984.583 26.308.810
Overtime Money
Jasa Produksi/Bonus
11 113.461.394 149.746.314 164.948.200
Production/Bonus Services
Sumbangan Kematian/Perkawinan/
12 Kelahiran 1.822.667 2.480.684 2.993.075
Death/Marriage/Birth Donations
PPh 21 Pegawai
13 37.476.030 65.695.292 91.109.125
Employees Income Tax 21
Pakaian Dinas
14 19.463.214 12.202.279 29.144.536
Office Clothing
Pengobatan/Perawatan
15 26.004.136 46.783.692 22.429.211
Treatment /Nursing
Obat-obatan
16 13.391.107 7.763.503 22.550
Drugs
TOTAL 749.773.140 929.546.309 1.120.112.427
*) Dinilai dalam ekuivalen rupiah

*) Assessed in Rupiah equivalent

Karyawan dengan status tidak tetap tidak mendapatkan Non-permanent employees do not get all of the welfare
seluruh komponen kesejahteraan tersebut, namun Angkasa components, but Angkasa Pura II ensures that their normative
Pura II memastikan bahwa hak-hak normatifnya senantiasa rights are always above the applicable regulations, although
berada di atas ketentuan yang berlaku, meskipun tanggung the coaching responsibility is in the hands of labor provider.
jawab pembinaan berada di tangan perusahaan penyedia
tenaga kerja.
Paket Remunerasi Remuneration Packages
Angkasa Pura II menerapkan standar penggajian yang Angkasa Pura II applies competitive remuneration standards
kompetitif sesuai kemampuan keuangan Perusahaan. in accordance with the Companys financial capabilities. To
Untuk memastikan besaran paket kesejahteraan yang ensure the amount of welfare packages that compete with
bersaing dengan perusahaan sejenis, Angkasa Pura II selalu similar companies, Angkasa Pura II is always participated in
berpartisipasi dalam survei remunerasi yang dilakukan oleh remuneration survey conducted by the leading remuneration
konsultan remunerasi terkemuka. Dari hasil survei tersebut, consultants. From the survey results, Angkasa Pura II can
Angkasa Pura II dapat melakukan standarisasi sistem standardize a remuneration system that is able to maintain
remunerasi yang mampu mempertahankan karyawan yang potential employees and motivate employees to improve their
potensial serta memotivasi karyawan dalam meningkatkan competence and performance while maintaining the balance
kompetensi dan kinerjanya namun tetap seimbang dengan with the Companys financial condition and capabilities.
kondisi dan kemampuan keuangan Perusahaan.
Sistem remunerasi karyawan yang telah dilakukan Angkasa Employees remuneration system which has been performed
Pura II pada tahun 2015 adalah dengan melakukan by Angkasa Pura II in 2015 is to make adjustments to the basic
penyesuaian gaji pokok karyawan yang dilakukan dengan salary of its employees conducted with the general increase
model peningkatan umum (general increase) kemudian model then linked to inflation & increase in achievement
dikaitkan dengan inflasi & peningkatan prestasi (merit (merit increase) of employees performance.
increase) kinerja karyawan.
Adapun komponen paket remunerasi karyawan Angkasa Pura Components of employee remuneration packages of Angkasa
II terdiri dari gaji dasar pensiun, Penunjang gaji dasar serta Pura II consist of pension basic salary, supporting basic salary
berbagai tunjangan dan fasilitas, antara lainnya: as well as various allowances and facilities, among others:
- Tunjangan dan Fasilitas Bulanan - Monthly Allowances and Facilities
Tunjangan transportasi/BBM, tunjangan uang makan, Transporation/ fuel allowance, meal allowance, overtime
tunjangan uang lembur, tunjangan license dan rating, allowance, license and rating allowance, position
tunjangan jabatan, tunjangan telepon, dan tunjangan allowance, telephone allowance, and operational
operasional. allowance.
- Tunjangan dan Fasilitas Tahunan - Annual Allowances and Facilities
Bantuan sewa rumah, tunjangan cuti (cuti tahunan Rent allowance, leave allowance (annual leave and
dan cuti panjang), tunjangan kesejahteraan keluarga, long service leave), family welfare allowance, special
tunjangan khusus dan insentif produksi. allowance and production incentives.
Selain itu, Perusahaan menetapkan bonus yang didasarkan In addition, the Company establishes bonuses based on the
pada estimasi manajemen Perusahaan dan disahkan oleh estimation of the Companys management and approved by
Rapat Umum Pemegang saham (RUPS), dibukukan sebagai the General Meeting of Shareholders (GMS), recorded as
beban (expense) tahun berjalan. expenses for the year.
Program Pensiun Pension Plans
Angkasa Pura II menyelenggarakan program pensiun manfaat Angkasa Pura II held a defined benefit pension plans for
pasti untuk seluruh karyawan tetapnya, agar karyawan dapat all of its permanent employees, so that employees can
melanjutkan kehidupan dengan tingkat kesejahteraan yang continue to live with a guaranteed level of welfare at the
terjamin pada saat memasuki usia pensiun, dengan batasan time of retirement, with age limit of 56 years. The program
usia 56 tahun. Program ini dilaksanakan melalui Dana Pensiun is implemented through the Pension Fund of Angkasa Pura

Angkasa Pura II (DAPENDA) dengan Surat Keputusan Direksi II (DAPENDA) with the Board of Directors Decree of Angkasa
Angkasa Pura II No.KEP.549/KP.308/Angkasa Pura II-98 Pura II No. KEP.549/KP.308/Angkasa Pura II-98 dated October
tanggal 06 Oktober 1998 serta telah diperbaharuidengan 06th, 1998 and ammended with Decree No. KEP.695/KP.308/
SK No.KEP.695/KP.308/ Angkasa Pura II-2003 tanggal 31 Angkasa Pura II-2003 dated December 31st, 2003.
Desember 2003.
Dapenda mengelola dana kepesertaan karyawan hingga Dapenda manages employee participation funds up to
karyawan yang diangkat tahun 2008 dengan pola Program employees who were appointed in 2008 with the pattern
Pensiun Manfaat Pasti (PPMP). Dan untuk pengelolaan dana of the Defined Benefit Pension Plans (PPMP). While for
pensiun karyawan yang diangkat sejak tahun 2009 dikelola the management of employee pension funds who were
oleh Dana Pensiun Lembaga Keuangan (DPLK) PT Bank appointed since 2009 is managed by the Financial Institution
Negara Indonesia Tbk (BNI) dalam Program Pensiun Iuran Pension Fund (DPLK) of PT Bank Negara Indonesia Tbk (BNI)
Pasti (PPIP). in the Defined Contribution Pension Plans (PPIP).
Hal ini dilakukan atas arahan/instruksi dari Menteri Negara This is performed under the direction/instruction of the
BUMN tentang penyelenggaraan Pengelolaan Dana Pensiun State Minister of SOEs on the implementation of Pension
melalui Program Pensiun Iuran Pasti (PPIP). Kerjasama Fund Management through the Defined Contribution
tersebut tertuang dalam Perjanjian Kerjasama tentang Pension Plans (PPIP). The cooperation is stipulated in
penyediaan layanan program pensiun antara Angkasa Pura II the Cooperation Agreement on the provision of pension
dengan DPLK BNI nomor PJJ.03.10.01/00/01/2013/089 atau plans service between Angkasa Pura II with DPLK BNI No.
005/DLK/1/2013 tanggal 26 Januari 2013. PJJ.03.10.01/00/01/2013/089 or 005/DLK/1/2013 dated
January 26th, 2013.
Selain program manfaat pensiun, Perusahaan juga In addition to pension benefit plans, the Company also
mengadakan kesepakatan bersama dengan Serikat Karyawan entered a joint agreement with the Labor Union of Angkasa
Angkasa Pura II untuk menyelenggarakan program manfaat Pura II to held additional pension benefit plans through
pensiun tambahan melalui DPLK BNI, Tunjangan Hari DPLK BNI, Annuities (THT) which is currently managed by
Tua (THT) yang saat ini dikelola oleh PT. Jiwasraya dan PT PT. Jiwasraya and PT Bumiputera, Housing Allowances for
Bumiputera, Tunjangan Perumahan Akhir Masa Tugas dan Retirees and the Retirement Security (Employment BPJS).
Jaminan Hari Tua (BPJS Ketenagakerjaan).
Program Pemeliharaan Kesehatan Health Care Program
Perusahaan memberikan jaminan pemeliharaan kesehatan The Company provides health care insurance either outpatient
baik rawat jalan maupun rawat inap. Untuk jaminan kesehatan or inpatient. For such health insurance, the Company has
tersebut perusahaan memiliki ketetapan dan kebijakan statutes and policies for employees and their families which
untuk karyawan dan keluarganya yang meliputi suami/istri includes husband/wife and two children with a maximum
dan dua anak dengan usia maksimum 21 tahun dan dapat age of 21 years old and can be extended up to 25 years old
diperpanjang sampai dengan 25 tahun sepanjang belum as long as unmarried and still in formal education. With the
menikah dan masih dalam pendidikan formal. Dengan adanya health insurance, the employees are expected to work calmly
jaminan kesehatan diharapkan karyawan dapat tenang dalam thereby increasing their productivity.
bekerja sehingga meningkatkan produktivitasnya.
Program Asuransi Jiwa dan Jaminan Ketenagakerjaan Life Insurance Program and Employment Guarantee
Angkasa Pura II membiayai program asuransi jiwa bagi Angkasa Pura II financed the life insurance program
karyawan yang bekerja sama dengan dengan beberapa for employees in collaboration with several insurance
Perusahaan asuransi untuk mendukung program tersebut. Companies to support such program. The Company also
Perusahaan juga mengikutsertakan seluruh karyawannya involve all employees in the employment guarantee program
dalam program jaminan ketenagakerjaan di BPJS in Employment BPJS.
Ketenagakerjaan.

kesejahteraan dan
keselamatan kerja karyawan
Employees Occupational Health and Safety
Angkasa Pura II menyediakan fasilitas layanan kesehatan Angkasa Pura II provides health care facility which is self-
yang dikelola secara swakelola oleh unit yang membidangi managed by the unit in charge, namely the Medical Service
yaitu Medical Service Management dan diikutsertakan pada Management and are included in the BPJS Health program.
program BPJS Kesehatan. Besarnya fasilitas kesehatan yang The amount of health facility received by employees depend
diterima oleh karyawan tergantung pada jabatan sesuai on positions in accordance with applicable provisions. During
dengan ketentuan yang berlaku. Selama tahun 2015, jumlah 2015, the number of employees and their core families who
karyawan beserta keluarga inti yang menjadi peserta layanan participated in the health services of Angkasa Pura II reached
kesehatan Angkasa Pura II mencapai 13.747 orang. Jumlah 13,747 people. The number increased by 11% from 2014 with
tersebut meningkat 11% dari tahun 2014 yang mencapai 12,427 people.
12.427 orang.
Angkasa Pura II berkomitmen untuk melakukan pengelolaan Angkasa Pura II is committed to the management of
kesehatan dan keselamatan kerja (K3) yang difokuskan occupational health and safety (K3) which is focused to
untuk mencapai tingkat kecelakaan nihil atau zero accident. achieve zero accident rate or zero accident. The commitment
Komitmen tersebut diwujudkan dalam kebijakan Perusahaan is embodied in the Companys policy related to K3 stipulated
terkait K3 yang diatur dalam Keputusan Direksi No.KEP.088/ in the Board of Directors Decree No. KEP. 088/KP.204/APII-
KP.204/APII-2002. Pengelolaan K3 yang dilakukan Angkasa 2002. K3 management conducted by Angkasa Pura II is based
Pura II didasarkan pada peraturan ketenagakerjaan dan aturan on the employment regulations and K3 rules of the local
K3 Dinas Tenaga Kerja setempat serta dievaluasi dan dinilai Department of Labor as well as evaluated and assessed every
setiap tahun. year.
Sedangkan untuk meminimalisir risiko dan mencegah Meanwhile, to minimize the risk and prevent occupational
terjadinya insiden kecelakaan kerja, Angkasa Pura II incidents, Angkasa Pura II seeks to create a comfortable
mengupayakan lingkungan kerja yang nyaman dan aman and safe work environment for employees to ensure that
bagi karyawan dengan memastikan seluruh unit operasi all operating units have the facilities and infrastructure
memiliki sarana dan prasarana terkait aspek keamanan dan related to occupational security and safety. Angkasa Pura II
keselamatan kerja. Angkasa Pura II juga terus melakukan continuously conducts socialization and decisive action in
sosialisasi dan tindakan tegas dalam rangka membudayakan order to cultivate the attitude of obedient of the employees
sikap patuh karyawan terhadap peraturan perundangan against the laws and regulations on occupational safety.
tentang keselamatan kerja.

166
beyond
challenge
analisis dan
pembahasan
manajemen
Management Analysis and Discussion
167
tinjauan
industri
Industry Review
1. Perekonomian Global 1. Global Economy
Pemulihan perekonomian global pada 2015 berjalan Global economic recovery in 2015 is running slower than
lebih lambat dari perkiraan. Ekonomi dunia pada 2015 expected. The worlds economy in 2015 only grew 3.1%,
hanya tumbuh 3,1%, lebih rendah dari perkiraan di awal lower than forecast at the beginning of the year by 3.5%
tahun sebesar 3,5% dan pertumbuhan 2014 sebesar 3,4%. and growth in 2014 amounted to 3.4%. Realization of
Realisasi pertumbuhan ekonomi di beberapa negara economic growth in some developed countries is lower
maju lebih rendah dari perkiraan semula, sehingga than expected, so that economic growth in developed
pertumbuhan ekonomi negara maju, secara keseluruhan, countries, as a whole, has not been able to become the
belum mampu menjadi motor pemulihan ekonomi global. motor of global economic recovery. Efforts made to
Upaya yang dilakukan untuk mendorong pertumbuhan boost economic growth is yet optimal, because of the
ekonomi belum optimal, karena pelonggaran kebijakan easing of monetary policy (quantitative easing, QE) in
moneter (quantitative easing, QE) di negara maju developing countries has not yet fully supported by the
belum sepenuhnya didukung oleh stimulus fiskal dan fiscal stimulus and structural reformation. In addition,
implementasi reformasi struktural. Di samping itu, the different pace of economic growth recovery have
kecepatan pemulihan pertumbuhan ekonomi yang triggered divergence of monetary policy between
berbeda-beda telah memicu terjadinya divergensi developed countries.
kebijakan moneter diantara negara maju.
Pemulihan perekonomian global pada 2015 juga diwarnai Global economic recovery in 2015 also marked by the
perubahan lanskap pertumbuhan ekonomi. Pertumbuhan changes of economic growth landscape. Economic
ekonomi negara berkembang (emerging markets) growth in developing countries (emerging markets) is
melambat, sedangkan pertumbuhan ekonomi negara slowing down, while economic growth in developed
maju menunjukkan tren pemulihan secara gradual. countries show a gradual recovery trend. Despite the
Meskipun tumbuh lebih rendah dari perkiraan awal, lower growth than initial estimates, economic growth
pertumbuhan ekonomi negara-negara maju mengalami in developed countries has increased from 1.8% in 2014
peningkatan dari 1,8% pada 2014 menjadi 1,9% pada 2015. to 1.9% in 2015. On the other hand, economic growth
Di sisi lain, pertumbuhan ekonomi negara berkembang in developing countries fell from 4.6% in 2014 to 4.0%
turun dari 4,6% pada 2014 menjadi 4,0% pada 2015. in 2015. Despite the significant slowdown, the growth
Walaupun mengalami perlambatan yang cukup signifikan, contribution of developing countries is still dominant and
kontribusi pertumbuhan negara berkembang masih reached 58%. Meanwhile, growth in developed countries
dominan dan mencapai 58%. Sementara, pertumbuhan contributed 42% to global economic growth.
negara maju memberikan kontribusi sebesar 42% terhadap
pertumbuhan ekonomi global.

Perlambatan ekonomi global pada 2015 dipengaruhi Global economic slowdown in 2015 was affected by
oleh faktor siklikal maupun struktural. Faktor siklikal cyclical and structural factors. Cyclical factors mainly
terutama bersumber dari perlambatan ekonomi from the economic slowdown in Cina, the continued
Tiongkok, berlanjutnya penurunan harga komoditas, decline in commodity prices, and the uncertainty of
dan ketidakpastian normalisasi kebijakan moneter AS. the normalization of US monetary policy. Meanwhile,
Sementara itu, faktor struktural terutama terjadi di structural factors, especially in developed countries, which
negara maju, yang bersumber dari menurunnya potential was sourced from the decline in potential output due to
output akibat faktor demografi (ageing population) dan demographic factors (ageing population) and a decrease
penurunan tingkat investasi pascakrisis keuangan global. in the level of investment after the global financial crisis.
Penurunan potential output dan respons kebijakan yang The decline in potential out and response of policies
ditempuh negara maju memberikan dampak yang cukup pursued by developed countries provide significant impact
signifikan pada negara berkembang, baik melalui jalur on developing countries, either through trade or financial.
perdagangan maupun keuangan.
Ekonomi Tiongkok masih mengalami perlambatan, Chinas economy still experienced a slowdown, in line with
sejalan dengan kebijakan rebalancing ekonomi yang the economy rebalancing policy that has not managed to
belum berhasil mendorong konsumsi. Ekonomi Tiongkok push consumption. Chinas economy in 2015 only grew
pada 2015 hanya tumbuh sebesar 6,9%, melambat 6.9%, slowing down compared to 2014 with 7.3%. These
dibandingkan dengan pertumbuhan 2014 sebesar 7,3%. conditions impact on the demand for Chinese imports,
Kondisi ini berdampak pada penurunan permintaan impor that provide propagation impacts to developing countries
Tiongkok, yang memberikan dampak rambatan kepada through trade.
negara berkembang melalui jalur perdagangan.
Perlambatan pertumbuhan ekonomi global, khususnya Slowdown in global economic growth, especially China,
Tiongkok, mendorong berlanjutnya penurunan harga pushes the continued decline in commodity prices in 2015.
komoditas pada 2015. Negara-negara pengekspor Commodity-exporting countries, including Indonesia, hit
komoditas, termasuk Indonesia, terkena dampak ganda by the double impact that comes from a decrease in the
yang bersumber dari penurunan volume permintaan volume of demand and commodity prices weighing on
maupun harga komoditas sehingga menekan kinerja export performance. Indonesia Export Commodity Price
ekspor. Indeks Harga Komoditas Ekspor Indonesia (IHKEI) Index (IHKEI) in 2015 contracted by 14.9%, greater than the
pada 2015 terkontraksi sebesar 14,9%, lebih besar dari contraction in the price index of 2014 by 4.2%. The decline
kontraksi indeks harga 2014 sebesar 4,2%. Penurunan in commodity prices, as the impact of Chinas economic
harga komoditas, sebagai dampak melambatnya ekonomi slowdown, exacerbated by the decline in world oil prices,
Tiongkok, diperberat oleh menurunnya harga minyak which have a strong enough relationship with the price
dunia, yang memiliki hubungan cukup kuat dengan harga of a particular commodity. The weakening of world oil
komoditas tertentu. Pelemahan harga minyak dunia prices affected by high supply, both from OPEC member
dipengaruhi oleh tingginya suplai, baik dari negara anggota countries and non-OPEC, amid lower demand due to the
OPEC maupun non-OPEC, di tengah menurunnya global economic slowdown.
permintaan akibat perlambatan ekonomi global.
Perlambatan pertumbuhan ekonomi dan menurunnya Slowdown in economic growth and falling commodity
harga komoditas berdampak pada penurunan laju inflasi prices have an impact on the decline in global inflation.
global. Laju inflasi global pada 2015 tercatat sebesar 3,3%, Global inflation in 2015 was amounted to 3.3%, down from
turun dari tahun sebelumnya sebesar 3,5%. Sebaliknya, the previous year of 3.5%. In contrast, the inflation rate of
laju inflasi negara- negara berkembang pada 2015 justru developing countries in 2015 was increased to 5.6% from
meningkat menjadi 5,6% dari tahun sebelumnya sebesar the previous year of 5.1%. Increase in inflation was mainly
5,1%. Peningkatan inflasi tersebut terutama dipengaruhi influenced by the impact of the pass-through of exchange
oleh dampak pass-through pelemahan nilai tukar. rate depreciation.
Sebagai respons atas dinamika ekonomi dan keuangan In response to the global economic and financial
global, beberapa negara berkembang menempuh bauran dynamics, several developing countries take the policy
kebijakan yang memadukan kebijakan moneter, fiskal, dan mix that combines monetary policy, fiscal, and structural
reformasi struktural. Belajar dari pengalaman negara maju reformation. Learning from the experience of developed

yang terlalu mengandalkan kebijakan moneter dalam countries that rely too much on monetary policy
mendorong pertumbuhan ekonomi, beberapa negara instimulating economic growth, several developing
berkembang memilih menerapkan bauran kebijakan countries choose to implement the policy mix to
untuk menopang pertumbuhan ekonomi yang melambat. sustain the slowdown in economic growth. The policy
Bauran kebijakan tersebut memadukan pelonggaran mix combines the easing of monetary policy with
kebijakan moneter dengan kebijakan makroprudensial, macroprudential policy, fiscal policy and structural
kebijakan fiskal, dan reformasi struktural. Tiongkok, India, reformation. China, India, and Indonesia are examples of
dan Indonesia merupakan contoh negara berkembang developing countries that consistently apply the policy
yang secara konsisten menerapkan bauran kebijakan mix of sound macroeconomic management and include
pengelolaan makroekonomi yang sehat dan menyertakan structural reformation agenda. Structural reformation
agenda reformasi struktural. Reformasi struktural sangat is very needed by developing countries to improve the
dibutuhkan oleh negara berkembang untuk meningkatkan efficiency and competitiveness so that the economy can
efisiensi dan daya saing sehingga perekonomian dapat grow in a sustainable manner.
tumbuh secara berkelanjutan.
Perbaikan ekonomi negara maju yang terus berlangsung Continued economic improvement in developed
dan mulai terlihatnya dampak implementasi bauran countries and began sightings of the impact of policy mix
kebijakan, khususnya reformasi struktural, di negara implementation, in particular the structural reformation, in
berkembang akan mendorong pertumbuhan ekonomi developing countries will drive global economic growth
global lebih tinggi pada tahun 2016 hingga mencapai higher in 2016 to reach 3.4%. However, the increase in
3,4%. Namun, peningkatan pertumbuhan ekonomi global economic growth is estimated not yet able to drive
global tersebut diperkirakan belum mampu mendorong improvement in commodity prices, so it will still be slightly
perbaikan harga komoditas, sehingga masih akan sedikit corrected. This condition is a challenge for commodity-
terkoreksi. Kondisi ini menjadi tantangan bagi negara exporting countries, including Indonesia, to consistently
pengekspor komoditas, termasuk Indonesia, untuk secara implement structural reformation in order to create new
konsisten mengimplementasikan reformasi struktural sources of economic growth outside the commodity, so
guna menciptakan sumber pertumbuhan ekonomi baru di that economic growth is becoming more sustainable and
luar komoditas, sehingga pertumbuhan ekonomi menjadi resilient to global turmoil.
lebih berkelanjutan dan resilien terhadap gejolak global.

2. Perekonomian Nasional 2. National Economy
Di tengah berbagai tantangan eksternal dan domestik, In the midst of various external and domestic
perekonomian Indonesia 2015 mencatat kinerja yang challenges, the Indonesian economy in 2015 recorded
positif. Stabilitas makroekonomi dan sistem keuangan a positive performance. Macroeconomic stability and
terjaga sementara momentum pertumbuhan ekonomi financial system is maintained while the economic
mulai bergulir. Terjaganya stabilitas makroekonomi growth momentum started to roll. The maintained
tercermin pada inflasi yang kembali pada kisaran macroeconomic stability is reflected in inflation that return
sasarannya 41%, defisit transaksi berjalan yang menurun to the targeted range of 41%, the current account deficit
ke sekitar 2% dari PDB, nilai tukar rupiah yang terkendali decreased to approximately 2% of GDP, the exchange
terutama sejak triwulan IV 2015, dan sistem keuangan rate is controlled mainly since the fourth quarter of 2015,
yang resilien didukung oleh kecukupan modal yang kuat. and resilient financial system that is supported by strong
capital adequacy.
Sementara itu, pertumbuhan ekonomi yang berada Meanwhile, economic growth that is on a weakening
pada tren melemah mulai menemukan momentum trend began to find reversal momentum in the second half
pembalikan pada semester II 2015. Pencapaian kinerja of 2015. The achievement of economic performance can
ekonomi tersebut tidak terlepas dari sinergi kebijakan not be separated from the synergies of policies pursued by
yang ditempuh Bank Indonesia dan Pemerintah untuk the Bank of Indonesia and the Government to safeguard
mengawal stabilitas makroekonomi dan sistem keuangan the stability of macroeconomic and financial system as
serta mendorong proses pemulihan perekonomian. well as to boost economic recovery process.
Ketidakpastian pasar keuangan global berdampak pada Global financial market uncertainty resulted in increased
meningkatnya tekanan depresiasi nilai tukar rupiah pressure on the rupiah depreciation in 2015. On the
pada 2015. Dari sisi domestik, berkurangnya tekanan domestic front, the reduced pressure on the Rupiah was
terhadap rupiah terutama ditopang oleh langkah-langkah mainly supported by measures of exchange stabilization
kebijakan stabilisasi nilai tukar yang ditempuh Bank policy adopted by the Bank of Indonesia, the positive
Indonesia, persepsi positif investor atas prospek ekonomi perception of investors over the outlook for the domestic
domestik akibat rangkaian paket kebijakan ekonomi yang economy as a result of a series of economic policy
diluncurkan Pemerintah, dan imbal hasil aset domestik package which launched by the government, and yields on
yang tinggi. Berbagai faktor positif domestik ini mendorong domestic assets is high. Various domestic positive factors
apresiasi rupiah yang lebih besar dibandingkan apresiasi are pushing greater rupiah appreciation compared to the
mata uang negara lain. Untuk keseluruhan 2015, rupiah currencies of other countries. For the whole of 2015, the
mencatat depresiasi 10,2% (yoy) menjadi Rp13.785 per rupiah recorded a depreciation of 10.2% (yoy) to Rp13,785
dolar AS, lebih rendah dibandingkan depresiasi beberapa per US dollar, lower than the depreciation of currency of
mata uang negara peers. several peers countries.
Neraca Pembayaran Indonesia pada 2015 mencatat Indonesias balance of payments in 2015 recorded a
defisit, walaupun defisit transaksi berjalan mengalami deficit, although the current account deficit has improved
perbaikan yang cukup signifikan. Defisit transaksi berjalan significantly. The current account deficit in 2015 decreased
pada 2015 mengalami penurunan dari 3,1% dari PDB pada from 3.1% of GDP in 2014 to 2.1% of GDP. Improvement in
2014 menjadi 2,1% dari PDB. Perbaikan defisit transaksi the current account deficit mainly occured in the trade
berjalan terutama terjadi di sisi neraca perdagangan migas balance of oil and gas and non-oil trade balance. However,
dan neraca perdagangan nonmigas. Namun demikian, in the fourth quarter of 2015, Indonesias balance of
pada triwulan IV 2015 Neraca Pembayaran Indonesia (NPI) payments recorded a high enough surplus. For the whole
mencatat surplus yang cukup tinggi. Untuk keseluruhan of 2015, the balance of payments recorded a deficit of
tahun 2015, NPI tercatat defisit sekitar 1,1 miliar dolar AS. about 1.1 billion US dollars.

Meski rupiah terdepresiasi, inflasi pada 2015 tercatat Although the rupiah was depreciated, inflation in 2015
sebesar 3,35% (yoy) dan berada dalam kisaran sasaran was recorded at 3.35% (yoy) and within the range of the
inflasi 2015, yaitu 41%. Terkendalinya inflasi pada 2015 inflation target in 2015, which is 41%. Controlled inflation
dipengaruhi oleh faktor global dan domestik. in 2015 was influenced by global and domestic factors.
Perekonomian Indonesia telah menemukan kembali The Indonesian economy has rediscovered momentum of
momentum perbaikan sejak semester II 2015. improvement since the second half of 2015. The growth
Pertumbuhan ekonomi domestik terus melambat sampai of domestic economy continued to slow in the first half of
semester I 2015, sejalan dengan pelemahan ekonomi 2015, in line with the global economic slowdown, falling
global, penurunan harga komoditas, dan tersendatnya commodity prices and delays in government spending
belanja pemerintah akibat permasalahan nomenklatur. over the issue of nomenclature. However, economic
Namun, pertumbuhan ekonomi mulai berbalik arah pada growth began to turn in the second half of 2015, driven
semester II 2015, didorong oleh perbaikan permintaan by an improvement in domestic demand. Government
domestik. Belanja pemerintah meningkat signifikan, spending increased significantly, supported by an increase
ditopang oleh peningkatan belanja modal pemerintah in government capital expenditures primarily related to
terutama terkait pembangunan infrastruktur. Stimulus infrastructure development. The governments fiscal
fiskal pemerintah tersebut juga telah direspons oleh sektor stimulus has also been responded by the private sector.
swasta. Hal ini tercermin pada membaiknya pertumbuhan This is reflected in the improvement in investment growth
investasi di beberapa sektor, seperti sektor konstruksi. in several sectors, such as the construction sector.
Dinamika ekonomi global yang ditandai dengan The dynamics of global economy marked with the
berlanjutnya pelemahan ekonomi dunia dan berkurangnya continuation of worlds economic weakening and a drop
aliran modal ke emerging markets memberikan tekanan in capital flow to emerging markets put pressure on the
terhadap pertumbuhan ekonomi domestik pada domestic economic growth in 2015. The slowdown
tahun 2015. Perlambatan pertumbuhan ekonomi telah in economic growth has impacted less favorable for
memberikan dampak yang kurang menguntungkan bagi unemployment and welfare. Responding to these
pengangguran dan kesejahteraan. Merespons kondisi conditions, the Bank of Indonesia and the Government
tersebut, BI dan Pemerintah menempuh berbagai kebijakan undertake various policies in order to maintain
dalam rangka menjaga stabilitas makro dan mendorong macroeconomic stability and boost further economic

pemulihan ekonomi lebih lanjut. Sejalan dengan respons recovery. In line with such policy response, the risk of
kebijakan tersebut, risiko perekonomian mulai terjaga dan economy began to maintained and the confidence of
keyakinan pelaku ekonomi mulai membaik. Hal tersebut economic players began to improve. This is marked by
ditandai dengan mulai terlihatnya momentum pemulihan the sighting of the economic recovery momentum in the
ekonomi pada paruh kedua 2015. second half of 2015.
3. Industri Penerbangan Indonesia 3. Indonesias Aviation Industry
Ketidakpastian global telah membuat manajemen Global uncertainty has made macroeconomic
ekonomi makro di Indonesia semakin sulit dan risiko management in Indonesia is getting harder and the risk
perlambatan pada proyeksi jangka pendek semakin of a slowdown in the short-term projection is getting
besar. Pemerintah memahami perlunya meningkatkan larger. The Government recognizes the need to improve
tingkat kepercayaan dunia usaha serta iklim investasi the business confidence and investment climate to boost
untuk meningkatkan pertumbuhan dan telah mengambil growth and has taken some important steps. In September
beberapa langkah penting. Pada bulan September dan and October 2015, the Government announced a series
Oktober 2015, pemerintah mengumumkan serangkaian of packages that are focused on reducing the regulatory
paket yang difokuskan pada mengurangi beban regulasi burden and lowering business costs. Investment is still
dan menurunkan biaya usaha. Investasi tetap masih a major cause of economic slowdown although public
menjadi penyebab utama perlambatan ekonomi meski consumption also grew moderately, contributing to GDP
konsumsi masyarakat juga tumbuh secara moderat, yang growth.
berkontribusi pada pertumbuhan PDB.
Kondisi perekonomian tersebut, sedikit banyak Such economic conditions, more and less affect aviation
mempengaruhi industri penerbangan di Indonesia industry in Indonesia, especially in terms of the number
khususnya dalam hal jumlah pergerakan pesawat, of movement of aircraft, passenger and cargo at airports
penumpang dan kargo di bandara-bandara yang dikelola managed in Angkasa Pura II areas. However, optimism
di wilayah Angkasa Pura II. Namun demikian, optimisme about the business potential in the aviation and airport
terhadap potensi bisnis dalam industri penerbangan dan industry is still wide open. This is due to the growth of
kebandarudaraan masih terbuka lebar. Hal ini, karena air transportation passenger in Indonesia supported by
pertumbuhan penumpang angkutan udara di Indonesia a number of Indonesian population that increased. In
ditunjang oleh jumlah penduduk Indonesia yang semakin addition, the area of Indonesia that lies between the Indian
bertambah. Disamping itu, luas wilayah Indonesia yang Ocean and the Pacific Ocean, where geographically,
terbentang di antara Samudera Hindia dan Samudera Indonesias position is very strategic.
Pasifik, dimana secara geografis posisi ini merupakan
posisi yang sangat strategis.
Sejalan dengan hal tersebut, terbitnya Undang undang In line with this, the issuance of Law No. 1 Year 2009 on
Nomor 1 tahun 2009 tentang penerbangan tentunya aviation is certainly expected to bring a positive impact on
diharapkan membawa dampak positif terhadap dunia the national aviation world. Improved airport management
penerbangan nasional. Peningkatan standar pengelolaan standards has always been pursued in line with the traffic
bandara selalu diupayakan selaras dengan pertumbuhan growth of passenger, cargo and aircraft each year.
arus penumpang, kargo dan pergerakan pesawat setiap
tahunnya.
Menurut Airport Council International (ACI), salah According to Airport Council International (ACI), one of the
satu bandara di wilayah Angkasa Pura II, yaitu Bandara airports in the areas of Angkasa Pura II, namely Soekarno-
Internasional Soekarno Hatta, merupakan satu dari 20 Hatta International Airport, is one of the 20 Busiest Airports
Bandara Tersibuk Di Dunia sejak tahun 2011 sampai tahun in the World since 2011 until 2015. In 2015, Soekarno-
2015. Pada tahun 2015, Bandara Internasional Soekarno Hatta International Airport is ranked 12th out of 20 Busiest
Hatta berada di peringkat 12 dari 20 Bandara Tersibuk Airports in the World, beyond the airport activities at
Di Dunia melebihi aktifitas kebandarudaraan di Bandara Schiphol Airport, Amsterdam (ranked 14th), Changi Airport,

Schiphol Amsterdam (peringkat 14), Bandara Changi Singapore (ranked 16th) and JFK Airport, New York (ranked
Singapura (peringkat 16) dan Bandara JFK New York 18th). Therefore, the professional management of airports
(peringkat 18) . Oleh karena itu, pengelolaan bandara- is continuously improved by Angkasa Pura II as part of the
bandara secara profesional terus ditingkatkan oleh improvement of international class airport services.
Angkasa Pura II sebagai bagian dari peningkatan layanan
bandara berkelas internasional.
4. Pergerakan Pesawat, Penumpang Dan Kargo Tahun 4. 2015 Aircraft, Passenger And Cargo Movement
2015
Kondisi geografis Indonesia sebagai Negara Kepulauan The geographical condition of Indonesia as a vast
yang luas mendorong peningkatan aktivitas moda archipelago encourages increased air transportation
transportasi udara sebagai alternatif pilihan jenis mode activities as an alternative type of transportation
transprotasi yang efektif dan efisien waktu. Hal ini with effective and efficiency of time. This is one factor that
menjadi salah satu faktor yang diyakini, bahwa industri is believed, that the flight industry in Indonesia has good
penerbangan di Indonesia memiliki prospek yang cukup prospects. In general, over the last 5 years, movement
baik. Secara umum, selama 5 tahun terakhir, pergerakan of fleets and flight routes conducted by a number of
armada dan rute penerbangan yang dilakukan sejumlah domestic and international airlines, as well as passenger
maskapai penerbangan domestik dan internasional, movement still showed a positive trend. As the movement
serta arus penumpang masih menunjukkan tren positif. data of aircraft, passenger, and cargo in the airport areas
Sebagaimana data pergerakan pesawat, penumpang, dan of Angkasa Pura II during the last 5 years is shown in the
kargo di bandara wilayah Angkasa Pura II selama 5 tahun table and graph below:
terakhir pada tabel dan grafik di bawah ini:
Tabel Pergerakan Pesawat, Penumpang, dan Kargo Table of Aircraft, Passenger, and Cargo Movement of
Uraian
2011 2012 2013 2014 2015
Description
Pergerakan Pesawat (dalam satuan rute)
559.183 612.850 648.561 630.584 632.418
Aircraft Movement (in Route)
Pergerakan Penumpang (dalam ribuan Pax)
72.315 82.021 86.354 85.131 84.292
Passenger Movement (in thousand Pax)
Pergerakan Kargo (dalam ribuan Kg)
695.313 746.835 771.049 763.507 726.809
Cargo Movement (in thousand Kg)
Bandara Angkasa Pura II Angkasa Pura II Airport
Pergerakan pesawat pada tahun 2015 sedikit meningkat Aircraft movement in 2015 had a slight increased
dibandingkan pergerakan pesawat pada tahun 2014. compared to 2014. The number of passenger movement
Jumlah pergerakan penumpang yang menggunakan that uses flight services in the airports of Angkasa Pura II
jasa penerbangan di bandara-bandara Angkasa Pura reached 84,291,588 pax. While in 2015, cargo movement
II mencapai sebanyak 84.291.588 pax. Sedangkan amounted to 726,808,953 kg. In 2015, a decrease was
pergerakan kargo tahun 2015, tercatat sebanyak experienced by the passenger movement and cargo
726.808.953 kg. Pergerakan arus penumpang dan kargo movement when compared to the previous year. But,
pada tahun 2015 mengalami penurunan dibandingkan in general, within the last 5 years still showed a positive
tahun sebelumnya. Namun, secara umum dalam kurun trend.
waktu 5 tahun terakhir masih menunjukkan tren positif.


a. Pergerakan Pesawat a. Aircraft Movement
Dalam kurun waktu 5 tahun terakhir, pergerakan pesawat Within the last 5 years, aircraft movement consistently
secara konsisten menunjukkan peningkatan baik untuk showed an increase both for domestic and international
rute domestik maupun rute internasional. Secara routes. In terms of corporate, the number of aircraft
korporasi, jumlah pesawat yang datang dan berangkat arriving and departing from airports in Angkasa Pura II
dari bandara-bandara di wilayah Angkasa Pura II terus areas continues to experience growth with an average
mengalami pertumbuhan dengan rata-rata pertumbuhan growth amounted to 16,215 routes (4.99%).
adalah sebesar 16.215 rute (4,99%).
Tabel Jumlah Pergerakan Pesawat Tahun 2011-2015 Table of 2011-2015 Aircraft Movement (in routes)
(dalam satuan rute)
% Growth
Bandara
2011 2012 2013 2014 2015 Tahun 2014-
Airport
2015
CGK 345.508 381.120 399.430 390.984 386.615 -1,12%
KNO 61.753 65.970 70.461 63.937 63.607 -0,52%
PKU 23.460 25.244 30.022 25.439 19.268 -24,26%
PNK 20.039 21.198 22.779 23.626 25.184 6,59%
PLM 20.104 20.797 22.293 23.335 26.617 14,06%
PDG 14.732 16.476 18.675 18.643 21.945 17,71%
BDO 10.469 21.294 20.220 22.354 25.902 15,87%
HLP 30.952 30.110 33.306 32.237 30.255 -6,15%
DJB 7.857 7.425 7.653 9.706 9.486 -2,27%
PGK 14.480 12.471 11.862 10.717 13988 30,52%
TNJ 3.009 3.850 3.236 2.670 2544 -4,72%
BTJ 5.984 5.975 7.406 5.654 6052 7,04%
DTB 836 920 1.218 1.282 955 -25,51%
Total 559.183 612.850 648.561 630.584 632.418 0,29%

Pergerakan pesawat secara konsisten menunjukkan Aircraft movement consistently showed an increase, mainly
peningkatan, terutama untuk rute penerbangan domestik. for domestic flight routes. In 2015, aircraft movement for
Tahun 2015, pergerakan pesawat untuk penerbangan domestic flights amounted to 518,290 routes, increased
domestik tercatat sebanyak 518.290 rute, meningkat by 6,522 routes or 1.27% compared to 2014 with 511,768
sebanyak 6.522 rute atau 1,27% dibandingkan pergerakan routes. While for the aircraft movement for international
pesawat untuk penerbangan domestik tahun 2014 flights amounted to 114,128 routes, decreased by 3.95%
sebanyak 511.768 rute. Sedangkan pergerakan pesawat compared to 2014 with 118,816 routes.
untuk penerbangan internasional tercatat sebanyak
114.128 rute, menurun 3,95% pergerakan pesawat untuk
penerbangan internasional tahun 2014 sebanyak 118.816
rute.
Secara komposisi, pergerakan pesawat untuk In terms of composition, aircraft movement for domestic
penerbangan domistik masih dominan baik pada tahun flights is still dominant both in 2015 and 2014 compared
2015 maupun 2014 dibandingkan pergerakan pesawat to international flights. In 2015, composition of aircraft
untuk penerbangan internasional. Tahun 2015, komposisi movement for domestic flights amounted to 518,290
pergerakan pesawat untuk penerbangan domestik routes (81.95%), while the aircraft movement for
sebanyak 518.290 rute (81,95%), sedangkan pergerakan international flights amounted to 114,128 routes (18.05%)
pesawat untuk penerbangan internasional sebanyak
114.128 rute (18,05%).

Tabel Jumlah Pergerakan Pesawat Tahun 2015 Tabel Jumlah Pergerakan Pesawat Tahun 2015
(dalam satuan rute) (dalam satuan rute)
No Bandara AP II Domestik Internasional Total

1 CGK 301.696 84.919 386.615
2 KNO 49.416 14.191 63.607
3 PKU 17.303 1.965 19.268
4 PNK 23.922 1.262 25.184
5 PLM 25.607 1.010 26.617
6 PDG 20.304 1.641 21.945
7 BDO 20.563 5.339 25.902
8 HLP 27.767 2.488 30.255
9 DJB 9.486 - 9.486
10 PGK 13.988 - 13.988
11 TNJ 2.544 - 2.544
12 BTJ 4.739 1.313 6.052
13 DTB 955 - 955
Total 518.290 114.128 632.418
Pada tahun 2015, secara korporasi dari 13 bandara yang In 2015, in terms of corporate of the 13 airports managed
dikelola oleh PT Angkasa Pura II (Persero) yang memiliki by PT Angkasa Pura II (Persero) which has top 3 (three)
jumlah pergerakan pesawat 3 (tiga) terbesar adalah largest number of aircraft movement, namely Soekarno-
Bandara Soekarno-Hatta sebanyak 386.615 rute (61,13%), Hatta Airport amounted to 386,615 routes (61.13%),
Bandara Kualanamu sebanyak 63.607 rute (10,06%) dan Kualanamu Airport with 63,607 routes (10.06%) and Halim
Bandara Halim Perdanakusuma sebanyak 30.255 rute Perdanakusuma Airport amounted to 30,255 routes
(4,78%). (4.78%).
b. Pergerakan Penumpang b. Passenger Movement
Pergerakan penumpang meningkat sejalan dengan Increase in passenger movement is in line with the
peningkatan pergerakan pesawat dimana tren pergerakan increase of aricraft movement where the movement trend
untuk rute domestik menunjukkan peningkatan yang lebih for domestic routes showed greater improvement than
besar dari rute internasional. Dalam kurun waktu 5 tahun international routes. Within the last 5 years, the growth of
terakhir, pertumbuhan pergerakan penumpang secara passenger movement on average amounted to 1,987,074
rata-rata adalah sebanyak 1.987.074 pax (4,48%). pax (4.48%).

Tabel Jumlah Pergerakan Penumpang Tahun 2015 Table of 2015 Total Passenger Movement (in pax)
(dalam satuan pax)
% Growth
Bandara
2011 2012 2013 2014 2015 Tahun 2014-
Airport
2015
CGK 51.178.188 57.772.864 60.137.347 57.221.169 54.291.366 -5,12%
KNO 7.170.107 7.991.914 8.358.705 8.059.796 8.004.791 -0,68%
PKU 2.541.431 2.772.254 3.257.547 2.993.872 2.670.046 -10,82%
PNK 2.133.545 2.291.470 2.307.322 2.502.957 2.713.259 8,40%
PLM 2.598.274 2.902.129 3.032.629 3.258.834 3.384.464 3,86%
PDG 2.270.354 2.643.719 2.789.597 2.791.411 3.169.122 13,53%
BDO 937.849 1.872.985 2.533.887 2.927.304 3.146.807 7,50%
HLP 201.348 199.425 210.814 1.646.864 3.059.153 85,76%
DJB 1.014.963 1.117.909 1.282.244 1.316.379 1.168.219 -11,26%
PGK 1.325.522 1.484.357 1.467.118 1.401.308 1.658.920 18,38%
TNJ 231.386 291.384 252.501 265.407 258.936 -2,44%
BTJ 705.719 672.695 711.796 721.727 748.721 3,74%
DTB 6.434 7.486 12.556 24.005 17.784 -25,92%
Total 72.315.120 82.020.591 86.354.063 85.131.033 84.291.588 -0,99%
Tahun 2015, pergerakan penumpang untuk penerbangan In 2015, passenger movement for domestic flights
domestik tercatat sebanyak 68.789.336 pax, menurun amounted to 68,789,336 pax, decreased by 436,417 pax
sebanyak 436.417 pax atau -0,63% dibandingkan atau -0.63% compared to 2014 with 69,225,753 pax.
pergerakan penumpang untuk penerbangan domestik While for the passenger movement for international
tahun 2014 sebanyak 69.225.753 pax. Sedangkan flights amounted to 15,502,252 pax, decreased by -2.53%
pergerakan penumpang untuk penerbangan internasional compared to 2014 with 15,905,380 pax.
tercatat sebanyak 15.502.252 pax, menurun -2,53%
terhadap pergerakan penumpang untuk penerbangan
internasional tahun 2014 sebanyak 15.905.280 pax.

Secara komposisi, pergerakan penumpang untuk In terms of composition, passenger movement for
penerbangan domistik masih dominan baik pada tahun domestic flights is still dominant both in 2015 and 2014
2015 maupun 2014 dibandingkan pergerakan penumpang compared to international flights. In 2015, composition of
untuk penerbangan internasional. Tahun 2015, komposisi passenger movement for domestic flights amounted to
pergerakan penumpang untuk penerbangan domestik 68,789,336 pax (81.61%), while the passenger movement
sebanyak 68.789.336 pax (81,61%), sedangkan pergerakan for international flights amounted to 15,502,252 pax
penumpang untuk penerbangan internasional sebanyak (18.39%).
15.502.252 pax (18,39%).
Pada tahun 2015, secara korporasi dari 13 bandara yang In 2015, in terms of corporate of the 13 airports managed by
dikelola oleh PT Angkasa Pura II (Persero) yang memiliki PT Angkasa Pura II (Persero) which has top 3 (three) largest
jumlah pergerakan penumpang 3 (tiga) terbesar adalah number of passenger movement, namely Soekarno-Hatta
Bandara Soekarno-Hatta sebanyak 54.291.366 pax Airport amounted to 54,291,366 pax (64.41%), Kualanamu
(64,41%), Bandara Kualanamu sebanyak 8.004.791 pax Airport with 8,004,791 pax (9.50%) and Sultan Mahmud
(9,50%) dan Bandara Sultan Mahmud Badaruddin II Badaruddin II Airport amounted to 3,384,464 pax (4.02%).
sebanyak 3.384.464 pax (4,02%).
Tabel Jumlah Pergerakan Penumpang Tahun 2015 Table of 2015 Total Passenger Movement (in pax)
(dalam satuan pax)

1 CGK 41.889.868 12.401.498 54.291.366
2 KNO 6.374.897 1.629.894 8.004.791
3 PKU 2.504.666 165.380 2.670.046
4 PNK 2.639.563 73.696 2.713.259
5 PLM 3.275.592 108.872 3.384.464
6 PDG 2.937.690 231.432 3.169.122
7 BDO 2.493.761 653.046 3.146.807
8 HLP 2.955.351 103.802 3.059.153
9 DJB 1.168.219 - 1.168.219
10 PGK 1.658.920 - 1.658.920
11 TNJ 258.936 - 258.936
12 BTJ 614.089 134.632 748.721
13 DTB 17.784 - 17.784
Total 68.789.336 15.502.252 84.291.588
c. Pergerakan Kargo c. Cargo Movement
Perkembangan bisnis kargo yang semakin kompetitif Development of an increasingly competitive cargo
terlihat dari semakin banyaknya perusahan yang bergerak business is seen from the number of companies engaged
dalam jasa pengiriman barang. Hal ini sejalan dengan in the goods delivery services. This is in line with the
berkembangnya dunia industri, baik manufaktur maupun development of industrial world, both manufacturing
jasa yang terus berkembang pesat. Persaingan tersebut and services that are growing rapidly. The competition is
semakin diramaikan dengan pemberian jasa pengiriman getting more crowded with the provision of goods delivery
barang melalui kargo oleh maskapai-maskapai through cargo by airlines. Within the last 5 years, growth in
penerbangan. Dalam kurun waktu 5 tahun terakhir, cargo movement on average amounted to 20,875,882 kg
pertumbuhan pergerakan kargo secara rata-rata adalah (3.97%).
sebanyak 20.875.882 kg (3,97%).

Tabel Pergerakan Kargo Tahun 2011 2015 (dalam satuan Table of 2011-2015 Cargo Movement (in kg)
kg) In 2015, cargo movement for domestic flights amounted
% Growth
Bandara
2011 2012 2013 2014 2015 Tahun 2014-
Airport
2015
CGK 572.610.215 629.705.705 645.297.948 626.045.944 614.821.858 -1,79%
KNO 47.258.462 42.794.334 44.273.506 42.370.719 41.629.184 -1,75%
PKU 14.159.687 14.397.033 13.034.432 11.399.027 9.319.435 -18,24%
PNK 9.740.631 8.479.359 12.965.797 17.304.614 2.488.108 -85,62%
PLM 11.965.452 13.584.404 14.297.549 15.067.043 14.407.858 -4,38%
PDG 15.103.046 10.128.280 11.359.222 11.567.012 9.518.317 -17,71%
BDO 1.038.446 2.928.328 4.647.240 5.854.658 7.270.102 24,18%
HLP 327.834 6.193.862 7.233.209 12.775.391 8.434.496 -33,98%
DJB 6.115.943 5.529.326 6.546.528 7.261.213 6.088.310 -16,15%
PGK 10.243.493 8.350.455 6.074.548 7.466.243 6.671.244 -10,65%
TNJ 1.596.113 1.957.768 2.377.062 2.742.776 2.400.725 -12,47%
BTJ 5.154.010 2.786.041 2.942.194 3.652.495 3.759.315 2,92%
DTB 0 0 0 0 0
Total 695.313.331 746.834.895 771.049.235 763.507.135 726.808.953 -4,81%
Tahun 2015, pergerakan kargo untuk penerbangan to 390,740,907 kg, decreased by 43,007,496 kg atau
domestik tercatat sebanyak 390.740.907 kg, menurun -9.92% compared to 2014 with 433,748,403 kg. While for
sebanyak 43.007.496 kg atau -9,92% dibandingkan the cargo movement for international flights amounted
pergerakan kargo untuk penerbangan domestik tahun to 336,068,046 kg, increased by 6,309,314 kg atau 1.91%
2014 sebanyak 433.748.403 kg. Sedangkan pergerakan compared to 2014 with 329,758,732 kg.
kargo untuk penerbangan internasional tercatat
sebanyak 336.068.046 kg, meningkat 6.309.314 kg atau
1,91% terhadap pergerakan kargo untuk penerbangan
internasional tahun 2014 sebanyak 329.758.732 kg.

Secara komposisi, pergerakan kargo untuk penerbangan In terms of composition, cargo movement for domestic
domistik masih dominan baik pada tahun 2015 maupun flights is still dominant both in 2015 and 2014 compared
2014 dibandingkan pergerakan kargo untuk penerbangan to international flights. In 2015, composition of cargo
internasional. Tahun 2015, komposisi pergerakan kargo movement for domestic flights amounted to 390,740,907
untuk penerbangan domestik sebanyak 390.740.907 kg kg (53.76%), while the cargo movement for international
(53,76%), sedangkan pergerakan kargo untuk penerbangan flights amounted to 336,068,046 kg (46.24%).
internasional sebanyak 336.068.046 kg (46,24%).
Pada tahun 2015, secara korporasi dari 13 bandara yang In 2015, in terms of corporate of the 13 airports managed
dikelola oleh PT Angkasa Pura II (Persero) yang memiliki by PT Angkasa Pura II (Persero) which has top 3 (three)
jumlah pergerakan kargo 3 (tiga) terbesar adalah Bandara largest number of cargo movement, namely Soekarno-
Soekarno-Hatta sebanyak 614.821.858 kg (84,59%), Hatta Airport amounted to 614,821,858 kg (84.59%),
Bandara Kualanamu sebanyak 41.629.184 kg (5,73%) Kualanamu Airport with 41,629,184 kg (5.73%) and Sultan
dan Bandara Sultan Mahmud Badaruddin II sebanyak Mahmud Badaruddin II Airport amounted to 14,407,858 kg
14.407.858 kg (1,98%). (1.98%).
Tabel Jumlah Pergerakan Kargo Tahun 2015 (dalam satuan kg) Table of 2015 Total Cargo Movement (in kg)

1 CGK 288.410.185 326.411.673 614.821.858
2 KNO 37.413.257 4.215.927 41.629.184
3 PKU 9.308.472 10.963 9.319.435
4 PNK 2.487.839 269 2.488.108
5 PLM 14.170.927 236.931 14.407.858
6 PDG 9.372.979 145.338 9.518.317
7 BDO 6.401.393 868.709 7.270.102
8 HLP 4.275.208 4.159.288 8.434.496
9 DJB 6.088.310 - 6.088.310
10 PGK 6.671.244 - 6.671.244
11 TNJ 2.400.725 - 2.400.725
12 BTJ 3.740.367 18.948 3.759.315
13 DTB - - -
Total 390.740.907 336.068.046 726.808.953

5. Prospek Usaha 5. Business Prospects (RKAP 2014 and RKAP 2015)
Pertumbuhan penumpang angkutan udara di Indonesia The growth of airline passengers in Indonesia after the
pasca deregulasi industri penerbangan tahun 1999 sangat deregulation of airlines industry in 1999 was impressive.
menakjubkan. Berdasarkan data pertumbuhan industri Based on the aviation industry growth data in the past 5
penerbangan dalam kurun waktu 5 tahun terakhir yang years as seen from the performance of aircraft movements,
dilihat dari kinerja pergerakan pesawat udara, jumlah number of passengers and amount of cargo will continue
penumpang, dan jumlah kargo yang terus meningkat. to increase. The growth of total passengers for Indonesian
Pertumbuhan jumlah penumpang untuk penerbangan domestic flight even amongst the top 10 category in Asia
nasional Indonesia bahkan masuk dalam kategori 10 besar Pacific Region.
di kawasan Asia Pasifik.
Peluang pertumbuhan tersebut ditunjang oleh adanya: This growth opportunities was supported by, firstly, the
pertama, jumlah pendudukIndonesia yang semakin increasing population of Indonesia. Based on US Census
bertambah. Berdasarkan Data Biro Sensus AS, Indonesia Bureau Data, Indonesia ranks at 4th place in the worlds
menempati urutan ke 4 (empat) dunia dalam hal largest population, after China, India and the United
banyaknya jumlah penduduk, setelah China, India dan States. Secondly, the area of Indonesia lies between the
Amerika Serikat. Kedua, luas wilayah Indonesia terbentang Indian Ocean and the Pacific Ocean and is located in a
di antara Samudera Hindia dan Samudera Pasifik dan very strategic cross position, at the coordinate of 6 N - 11
terletak di posisi silang yang sangat strategis yaitu pada 08 S and from 97 - 141 45 E. Thus, geographically,
koordinat 6LU - 1108LS dan dari 97 - 14145BT. Indonesia is located in a very strategic position, an
Secara geografis Indonesia terletak pada posisi yang international trade hub linking the north to the south
sangat strategis, menjadi hub perdagangan internasional (Japan and Australia) and west to east (Europe, Asia,
yang menghubungkan utara ke selatan (Jepang dan Australia). The country has 17,508 islands spreading along
Australia) dan barat ke timur (Eropa, Asia, Australia). the equator. Indonesia is a vast country that stretches as
Memiliki 17.508 pulau yang terletak disepanjang garis far as 5,120 km to the east and 1,760 km west.
katulistiwa. Indonesia adalah negara yang sangat luas yang
terbentang sejauh 5.120 km timur dan ke barat 1.760 km.
Perkembangan industri pariwisata dalam negeri juga Development of the tourism industry in the country
memberikan peluang peningkatan jumlah wisatawan yang also provides improvement opportunity in the number
menggunakan jasa penerbangan. Lebih lanjut, maskapai of tourists who use flight services. Furthermore, foreign
penerbangan asing masuk ke dalam negeri, menambah airlines entering the country, increase the traffic of
ramainya pasar penerbangan Indonesia. Persaingan Indonesian aviation market. Airlines competition both
maskapai penerbangan baik maskapai penerbangan asing foreign and domestic airlines creates price competition
maupun domestik menciptakan persaingan harga yang that encourages the enforcement of Low Cost Carrier
mendorong pemberlakuan konsep Low Cost Carrier (LCC). (LCC) concept. Enforcement of such concept will
Pemberlakuan konsep tersebut akan semakin mendorong further encourage the growth of passengers and airlines
pertumbuhan penumpang dan maskapai penerbangan which then makes air travel industry as a more desirable
yang kemudian menjadikan industri penerbangan udara transportation choices.
sebagai pilihan sarana transportasi antarwilayah yang
lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan Development of Indonesian aviation industry will also be
semakin cerah dengan ikut sertanya Indonesia dalam brighter with the participation of Indonesia in World Route
World Route Airlines. Acara pertemuan global bagi pihak- Airlines. The global meeting event for parties involved in
pihak yang berkecimpung dalam industri penerbangan the aviation industry which is held every few years attended
yang diadakan beberapa tahun sekali ini diikuti oleh by more than 110 countries. With the participation of
lebih dari 110 negara. Dengan ikut sertanya Indonesia Indonesia in the event, it is expected more foreign airlines
dalam acara tersebut, diharapkan lebih banyak maskapai will cooperate and open up routes from and to Indonesia.
penerbangan asing yang bekerjasama dan membuka rute
penerbangan dari dan ke Indonesia.

Beberapa peluang yang menciptakan prospek usaha yang Several opportunities that create brilliant business
cemerlang bagi Angkasa Pura II sebagai berikut. prospects for Angkasa Pura II as follows.
a. Pertumbuhan Angkutan Udara Setiap Tahunnya a. Air Transport Annual Growth

Adanya pertumbuhan angkutan udara setiap tahun Growth of air transport each year has the potential to
berpotensi meningkatkan pendapatan aeronautika dan increase aeronautical revenues and non-aeronautical
pendapatan non-aeronautika. revenues.
b. Berkembangnya Low Cost Carrier (LCC) b. Development of Low Cost Carrier (LCC)
Perkembangan LCC mendukung peningkatan jumlah Development of LCC supports the increase in the amount
penumpang setiap tahunnya. of passengers each year.
c. Potensi Pertumbuhan Bisnis dan Ekonomi di Sekitar c. Business and Economic Growth Potential Around the
Bandara Airport
Adanya potensi pertumbuhan bisnis dan ekonomi di Potential business and economic growth around the
sekitar bandara memberikan hubungan timbal balik airport provides a mutual relationship with the airport.
dengan bandara. d. Tourism Development Potential in Western Indonesia
d. Potensi Pengembangan Pariwisata di Wilayah Indonesia Region
Barat The number of tourism sites that are being developed
Banyaknya tempat pariwisata yang sedang dikembangkan with the right promotion drive the traffic to and headed to
dengan promosi yang tepat mendorong lalu lintas ke dan areas in Indonesia can be improved.
menuju ke daerah di Indonesia dapat ditingkatkan. e. Good Relationship with Government
e. Hubungan Baik Dengan Pemerintah Good relationship with central and local government can
Hubungan baik dengan pemerintah pusat dan daerah provide ease in airport development.
dapat memberikan kemudahan dalam pengembangan f. Regional Autonomy
bandara. Regional autonomy causes each region to compete in
f. Adanya Otonomi Daerah setting up airports in their respective areas.
Adanya otonomi daerah menyebabkan setiap daerah g. Open Sky Policy
berlomba-lomba untuk mendirikan bandara di daerah Open sky policy will provide a greater degree of freedom
masing-masing. for airlines to fly in the area of Indonesia.
g. Open Sky Policy
Open sky policy akan memberikan derajat kebebasan yang
lebih besar bagi maskapai penerbangan untuk terbang di
wilayah Indonesia.

6. Strategi Dan Pengembangan Usaha 6. Business Strategy And Development
Strategi Perusahaan Corporate Strategy

Angkasa Pura II telah menyusun winning strategies, Angkasa Pura II has prepared winning strategies, namely
yaitu AP2WAY, dalam rangka mewujudkan visi menjadi AP2WAY, in order to realize its vision to become a
World Class Company dan menjawab tantangan dan World Class Company and to answer challenges and
peluang. Penetapan strategi AP2WAY bertujuan untuk opportunities. Determination of AP2WAY strategy aims to
memudahkan pemahaman terhadap strategi perusahaan facilitate the understanding of corporate strategy so that
sehingga implementasi strategi dapat berjalan secara implementation of the strategy can be run effectively.
efektif. Strategi AP2WAY mencakup 6 elemen penting AP2WAY strategy includes 6 essential elements as follows:
sebagai berikut.
a. Airport Best Practices a. Airport Best Practices

Pencapaian visi menjadi World Class Company perlu Achievement of vision to become a World Class Company
dilakukan dengan menerapkan praktik-praktik terbaik needs to be conducted by implementing best practices in
dalam pengelolaan bisnis bandara. the management of airport business.
b. People b. People
Peningkatan kapabilitas dan kapasitas SDM secara Improvement of HR capabilities and capacities effectively
efektif dan berkesinambungan sangat diperlukan untuk and sustainably is necessary to implement best practices
menerapkan praktik-praktik terbaik dan mewujudkan visi and realize the Companys vision effectively.
perusahaan secara efektif. c. Process
c. Process Implementation of effective and efficient business process
Penerapan bisnis proses dan SOP yang efektif dan efisien and SOP with continuous improvement is an essential
dengan perbaikan secara terus menerus merupakan syarat requirement to achieve vision.
penting pencapaian visi. d. World Class System
d. World Class System Development and implementation of world-class system
Pengembangan dan penerapan sistem kelas dunia secara holistically and integratedly is absolutely necessary to
holistik dan terintegrasi adalah mutlak diperlukan untuk improve performance and realize the Companys vision
meningkatkan kinerja dan mewujudkan visi perusahaan effectively.
secara efektif. e. Assets
e. Asset Optimization of the level of effectiveness and utilization
Optimalisasi tingkat efektivitas dan utilitasi aset of the Companys assets in overall plays a very important
perusahaan secara menyeluruh berperan sangat penting role in the improvement of services that prioritize safety,
dalam peningkatan pelayanan yang mengedepankan security and comfort for all services users, as well as
keselamatan, keamanan dan kenyamanan bagi seluruh increase in ROA (Return on Assets).
pengguna jasa, serta peningkatan ROA (return on asset). f. Yield
f. Yield In the end, strategy that has been prepared is expected
Pada akhirnya, strategi yang telah disusun diharapkan to deliver real results for improving the Companys
dapat memberikan hasil nyata bagi peningkatan kinerja performance, especially financial performance and
perusahaan terutama kinerja keuangan dan pertumbuhan sustainable profitable growth.
yang menguntungkan secara berkesinambungan.
Pelaksanaan Winning Strategies AP2WAY selaras dengan Implementation of Winning Strategies AP2WAY is in line
Imperatif Strategis perseroan yang telah ditetapkan dan with the Companys Strategic Imperative which has been
diimplementasikan melalui inisiatif perbaikan yang akan set and implemented through improvement initiatives
dilaksanakan dan menjadi tanggung jawab unit terkait. that will be conducted and become the responsibility of
related units.

Pemetaan Strategi AP2WAY Terhadap Imperatif Strategis Mapping of AP2WAY Strategy Towards Strategic Imperative

Strategi Elemen Uraian Inisiatif Perbaikan
Strategy Element Description Imporvement Initiavies
1. Mengembangkan budaya organisasi Mengembangkan dan Pengembangan dan
yang profesional, inovatif dan berkinerja menerapkan praktik-praktik penerapan Operations
tinggi secara efektif terbaik dalam bisnis Excellence (DOA)
Develop organization culture that is Airport Best kebandarudaraan (contoh : Development and
professional, innovative and high- Practices operation excellence) implementation of
performing effectively Develop and implement best Operations Excellence
practices in airport business (DOA)
(example : operation excellence)
2. Menyusun, menerapkan dan Meningkatkan kapabilitas Peningkatan efektifitas
mengembangkan strategi SDM yang dan kapasitas sumber program pelatihan &
berbasis kompetensi daya manusia secara pengembangan SDM
Prepare, implement and develop berkesinambungan (DPP)
People
competence-based HR strategy Prepare and implement effective Improvement in
and efficient business process effectiveness of HR training
and SOP with continuous & development programs
improvement (DPP)
3. Menerapkan efisiensi proses, struktur Menyusun dan Penyusunan proses bisnis
organisasi dan sistem manajemen mengimplementasikan bisnis dan Standard Operating
terpadu secara menyeluruh sesuai proses dan SOP yang efektif dan Procedures (SOP) yang
praktik terbaik kelas dunia efisien dengan perbaikan secara efektif (IA).
Process
Implement efficiency of process, terus menerus Preparation of an effective
organization structure and integrated Prepare and implement effective business process and
management system thoroughly in and efficient business process and Standard Operating
accordance with world class best practices SOP with continuous improvement Procedures (SOP)
4. Mengembangkan program marketing Mengembangkan dan Penyusunan struktur
melalui penerapan SLA & SLG dalam mengimplementasi sistem organisasi Customercentric
hubungan kerjasama dengan instansi kelas dunia secara holistik (DPP)
terkait untuk pengelolaan dan dan terintegrasi Preparation of organization
pengembangan bandar udara World Class Develop and implement world- structure Customercentric
Develop marketing program throughthe System class system holistically and (DPP)
implementation of SLA & SLG in integratedly
cooperation relationship with related
institutions for airports management
and development
5. Mengembangkan fasilitas utama dan Mengoptimalkan tingkat Optimalisasi penggunaan
sarana penunjang dengan teknologi efektivitas dan utilitasi Asset dan fasilitas
modern yang tepat guna aset perusahaan secara perusahaan (DPU)
Develop main facilities and supporting Assets menyeluruh Optimization of the use of
infrastructure with appropriate modern Optimize the level of Assets and facilities of the
technology effectiveness and utilization of Company (DPU)
the Companys assets in overall
6. Mengembangkan produk unggulan Meningkatkan kinerja Penerapan Strategi
dan menerapkan standar mutu perusahaan dan Diversifikasi (DNN)
pelayanan terhadap pelanggan pertumbuhan yang Implementation of
Develop excellent product and menguntungkan secara Diversification Strategy
Yield
implement services quality standards for berkesinambungan (DNN)
customers Improve the Companys
performance and sustainable
profitable growth

Strategi Pengembangan Usaha Business Development Strategy
Perubahan dinamika lingkungan industri transportasi Changes in transportation industry environment dynamics
khususnya angkutan udara, menuntut adanya pemenuhan especially air transport, requires the fulfillment of needs
kebutuhan dan harapan pelanggan selaku pengguna jasa and expectations of customers as airport services users.
kebandarudaraan. Kualitas layanan dan pengembangan Quality of service and airport facilities development
fasilitas kebandarudaraan menjadi prioritas yang penting become an important priority for the Company to be
bagi Perseroan untuk ditingkatkan guna memenuhi improved in order to fulfill the expectations and demands
harapan dan tuntutan kebutuhan pelanggan. Seiring of customers. Along with changes in regulations related
dengan perubahan regulasi terkait dengan adanya to the separation of ATS Provider which previously
pemisahan ATS Provider yang sebelumnya dikelola managed by Angkasa Pura II into Perum LPPNPI, affect
oleh Angkasa Pura II beralih menjadi Perum LPPNPI, the aeronautical revenues. This prompted the Company
memberikan pengaruh terhadap pendapatan sektor to be more focus on the business development of non-
aeronautika. Hal ini mendorong Perseroan untuk lebih aeronautical services. Business development strategy as
fokus terhadap kegiatan pengembangan usaha jasa non follows:
aeronautika. Strategi pengembangan usaha tersebut
antara lain:
a. Strategi Pengembangan Usaha Eksisting a. Existing Business Development Strategy

Strategi pengembangan usaha eksisting dapat Existing business development strategy can be described
digambarkan bahwa secara umum sumber-sumber that in general, the revenues sources of Angkasa Pura II is
pendapatan Angkasa Pura II diperoleh dari beberapa obtained from several airport services activities shown in
kegiatan pelayanan bandara seperti bagan berikut. the following chart.
Tabel Karakteristik Tailored Business Stream Table of Tailored Business Stream Characteristics
TBS
Konsumen Kompetisi Profitabilitas Proses Operasi
(Tailored Business
Consumer Competition Profitability Operational Process
Stream)
Konsumen langsung: Sifat kompetisi: Tarif dibatasi regulasi Mengutamakan proses
Airlines Monopolistik Tariff is limited by operasi yang efektif dan
Direct consumer: Competition regulation cepat tanpa mengurangi
Airlines nature: Monopoly kenyamanan penumpang
Peningkatan profit Prioritize effective and
Konsumen Pesaing: Bandar dapat diupayakan fast operations without
Aeronautika non
tidak langsung: udara lain di melalui peningkatan reducing the comfort of
ATS
Penumpang wilayah Indonesia volume tetapi sangat passengers
Non-ATS
Indirect consumer: dan sekitarnya dipengaruhi oleh
Aeronautical
Passengers Competitor: kapasitas bandar udara
Other airports in Increase in profit can
Indonesia and be pursued through
surrounding areas volume increase but
strongly influenced by
the airport capacity

Konsumen langsung: Sifat kompetisi: Profitabilitas relatif tinggi Mengutamakan pelayanan

Mitra usaha Monopolistik karena tarif ditentukan prima dalam menciptakan
Direct consumer: Competition oleh PT. Angkasa Pura kenyamanan pengguna
business partners nature: Monopoly II (Persero), namun bandar udara
pengembangan dibatasi Prioritize service
Konsumen Pesaing: Relatif oleh luas area komersil excellence to create
Airport tidak langsung: tidak ada pesaing Profitability is relatively comfort for airport users
Pengunjung bandar Competitor: high because tariff
udara relatively no is set by PT Angkasa
Indirect consumer: competitor Pura II (Persero), but
airport visitors development is limited
by the commercial area
width
Non Konsumen langsung: Sifat kompetisi: Tarif ditentukan oleh Mengutamakan
Aero Mitra usaha Bebas harga pasar kelengkapan fasilitas
Direct consumer: Competition Tariff is set by market yang sesuai kebutuhan
business partners nature: Free price pengguna jasa serta
kerjasama yang optimal
Konsumen tidak Pesaing: Peningkatan volume dengan pihak terkait
langsung: Pengguna Pengusaha tidak terbatas pada Prioritize the
Property jasa properti properti sejenis kapasitas bandar udara completeness of facilities
Indirect consumer: di sekitar bandar Increase in volume is in accordance with the
property services udara not limited to airport requirements of services
users Competitor: capacity users as well as optimum
similar property cooperation with related
businesses party.
around airport
area
Konsumen langsung: Sifat kompetisi: Profitabilitas relatif Mengutamakan proses
Cargo operator Monopolistik tinggi karena penentuan yang cepat, akurat,
Direct consumer: Competition tarif dilakukan oleh PT. penanganan kargo yang
cargo operator nature: Monopoly Angkasa Pura II (Persero) handal
Profitability is relatively Prioritize fast and
Konsumen tidak Pesaing: Relatif high because tariff is set accurate process, reliable
langsung: Pengguna tidak ada pesaing by PT Angkasa Pura II cargo handling
Cargo jasa kargo Competitor: (Persero)
Indirect consumer: relatively no
cargo services users competitor Peningkatan volume
tidak terbatas pada
kapasitas banda udara
Increase in volume is
not limited to airport
capacity

Strategi bisnis yang tepat untuk masing-masing TBS perlu Business strategy that is right for each TBS needs to be
dikembangkan secara efektif dengan memperhatikan 5 developed effectively by taking into account 5 essential
elemen penting yaitu Service, People, Process, System elements namely Service, People, Process, System and
dan Asset. Perusahaan telah menyusun strategi bisnis Assets. The Company has prepared business strategy for
untuk masing-masing TBS seperti tertuang dalam tabel di each TBS as set out in the table below:
bawah ini:
Tabel Strategi Bisnis TBS Table of TBS Business Strategy
Strategic
Aero Non ATS Non Aero Airport Non Aero Property Cargo
Element
Pelayanan yang Jenis pelayanan Pelayanan yang Pelayanan yang
mengutamakan yang bervariasi mengutamakan mengutamakan
kecepatan dan menjangkau semua kenyamanan pengguna kecepatan, akurasi, dan
keamanan tanpa segmen pengguna jasa didukung tingkat/realibility yang
mengorbankan bandar udara kelengkapan fasilitas tinggi
kenyamanan untuk menciptakan Services that prioritize Services that prioritize
pengguna jasa kenyamanan services users comfort speed, accuracy and high
Service
Services that pengguna jasa supported with level of reliability
prioritize speed Multiple type of completeness of
and safety without services that reach facilities.
reducing the all segments of
comfort of services airport users to
users create comfort for
services users.
Kapabilitas SDM Kapabilitas Kapabilitas SDM Kapabilitas SDM yang
sesuai dengan SDM yang yang mengutamakan sesuai dengan industri
bidang aeronautika mengutamakan kemampuan kargo
(misal: sertifikasi hospitality manajemen dan HR capabilities in
yang sesuai, dll) HR capabilities that business judgement accordance with cargo
People HR capabilities prioritize hospitality yang baik industry
in accordance HR capabilities that
with aeronautical prioritize management
field (example: skill and good business
appropriate judgement
certification, etc.)
Proses bisnis yang Proses bisnis yang Proses bisnis yang Proses bisnis yang
efisien, sederhana, mengutamakan transparan dalam mengutamakan
tidak berbelit-belit kenyamanan menjalin kerjasama operation excellence
serta cepat pengguna jasa dengan pihak lain Business process that
Process Business process Business process Transparent business prioritizes operational
that is efficient, that prioritizes the process in establishing excellence
simple, and comfort for services cooperation with other
straightforward and users. parties.
fast.

Penekanan pada Sistem yang Penekanan pada Penekanan pada

sistem keamanan efektif dan efisien sistem kerjasama yang optimalisasi IT untuk
dalam kegiatan ditunjang oleh IT optimal dan saling meningkatkan kecepatan
operasional untuk meningkatkan menguntungkan proses operasi serta
Emphasis on kenyamanan Emphasize on optimum sistem monitoring yang
System security system in pengguna jasa and mutual cooperation efektif
operational activities Effective and system Emphasize on IT
efficient system optimization to increase
supported by IT to the speed of operational
improve comfort for process and effective
services users monitoring system
Fasilitas dan Fasilitas dan Fasilitas dan Fasilitas dan infrastruktur
infrastruktur yang infrastruktur yang infrastruktur yang yang mendukung proses
sesuai dengan lengkap sesuai lengkap sesuai dengan operasional yang efektif
standar keamanan dengan standar standar kelas dunia dan handal
nasional kelas dunia untuk untuk mengingkatkan Facilities and
Facilities and meningkatkan kenyamanan pengguna infrastructure that
infrastructure kenyamanan jasa support effective and
Asset that meet the pengguna jasa Comprehensive reliable operational
international security Comprehensive facilities and process.
standards facilities and infrastructure with
infrastructure world class standards
with world class to improve the comfort
standards to for services users.
improve the comfort
for services users.
b. Strategi Pengembangan Usaha Baru b. New Business Development Strategy

Untuk mencapai cita-cita menjadi World Class Company To achieve the ambition of becoming a World Class
dan mewujudkan pelayanan berdasarkan standar World Company and realize services based on the World Class
Class Airport, Perusahaan akan melakukan strategi Airport standards, the Company will gradually conduct
pertumbuhan secara bertahap dengan fokus yang jelas growth strategy with a clear focus at each stage. The
pada setiap tahapan. Perusahaan menetapkan strategi Company sets the business growth strategy carried out in
pertumbuhan usaha dilakukan dengan tahapan sebagai stages as follows:
berikut:
1) Market Penetration 1) Market Penetration

Meningkatkan pendapatan melalui peningkatan pelayanan Increase revenues through improved services to the
terhadap pasar yang telah dilayani oleh PT Angkasa Pura II market which has been served by PT Angkasa Pura II
(Persero) selama ini; (Persero) during this time;
2) Market Development 2) Market Development
Mengembangkan pasarbaru (new market) dengan layanan Develop new market with services that have been owned
yang telah dimiliki oleh PT Angkasa Pura II (Persero) by PT Angkasa Pura II (Persero) during this time.
selama ini; 3) Service Development
3) Service Development Develop new services with technology related to the
Mengembangkan layanan baru dengan teknologi terkait existing services of PT Angkasa Pura II (Persero) to serve
layanan PT Angkasa Pura II (Persero) saat ini, untuk existing market.
melayani pasar yang telah ada; 4) Diversification
4) Diversification Selective growth in the fields of aeronautical and non-
Pertumbuhan yang selektif pada bidang aeronautika aeronautical.
maupun non aeronautika.

Inisiatif pertumbuhan usaha di tiap tahap dijabarkan dalam Business growth initiatives in each stage is described in the
tabel berikut: following table:
Tabel Inisiatif Pertumbuhan Usaha Table of Business Growth Initiatives
Market Development Diversification

Penambahan airline dan freighter baru - nasional/internasional Pengembangan airport training centre
Addition of new airlines and freighters - national/international Development of airport training centre
Penambahan tenant dan partner strategis lainnya Pengembangan aerospace park (logistic)
Addition of other strategic tenants and partners Development of aerospace park (Logistic)
Pengelolaan bandar udara yang belum dikelola PT Angkasa Pengembangan fasilitas olahraga (golf, futsal, dll)
New Market
Pura II (persero) (Bandar Udara Lampung, Batam, dll) Development of sports facility (golf, indoor soccer, etc.)
Management of airports that have not been managed by
PT.Angkasa Pura II (Persero) (Lampung Airport, Batam, etc.) Pengembangan bisnis property/real estate pada aset-
aset tanah di luar kawasan bandar udara
Development of property/real estate business in land
assets outside the airport areas
Pengembangan pusat perbelanjaan & rekreasi

Development of shopping centre & recreation
Pengembangan airport convention centre (meeting,

convention, exhibition, wedding, dll)
Development of airport convention centre (meeting,
convention, exhibition, wedding, etc.
Market Penetration Service Development
Peningkatan kapasitas terminal penumpang, apron & runway Pengembangan terminal kargo modern (bonded zone)
Improvement of passenger terminal capacity, apron & runway Development of modern cargo terminal (bonded zone)
Optimalisasi proses operasional/frekuensi penerbangan Pengembangan integrated offices building

Optimization of operational process/flight frequency Development of integrated offices building
Revenue assurance management (otomatisasi, perbaikan Pengembangan Check-in Lounge/CIP Lounge &
metode collection, dan proses pelayanan penumpang) - pengembangan e-kiosk
termasuk bagi penumpang transit, PSC, dll Development of Check-in Lounge/CIP Lounge &
Revenue assurance management (automation, improvement development of e-kiosk
of collection method, and passenger services process) -
including for transit passengers, PSC, etc. Komersialisasi ICT/Information Communication
Technology (airport backbone, jaringan data, single
Current Market
Optimalisasi pelayanan garbarata (contoh: kerjasama dengan antenna, common use check-in, Flight Information
ground handling/airline) System, call centre, dll)
Optimization of jet bridge services (example: cooperation with Commercialization of ICT/Information Communication
ground handling/airline) Technology (airport backbone, data network, single
antenna, common use check-in, Flight Information
Penataan & modernisasi area komersial bandar udara (tenant System, call centre, etc.)
mixing, digital media, parking, hotel, dll)
Restructuring & modernization of the airport commercial Pengembangan e-payment dan e-commerce
areas (tenant mixing, digital media, parking, hotel, etc.) e-payment and e-commerce development
Penataan & modernisasi pergudangan kargo Pengembangan HUB airport (Soekarno-Hatta dan
Restructuring & modernization of cargo warehousing Kualanamu) (atas masukan dari airline)
HUB airport development (Soekarno-Hatta and
Penambahan area komersial di setiap bandar udara Kualanamu) (according to airlines suggestion)
Addition of commercial areas in every airport.
Optimalisasi strategi pola kerja sama (contoh: revenue sharing,

profit sharing, dll)
Optimization of cooperation pattern strategy (example:
revenue sharing, profit sharing, etc.
Current Service New Service

Program Strategis 2015 2015 Strategic Programs

1. Kajian Improvement Runway Capacity (IRC) 86 Bandara 1. Assessment of Improvement Runway Capacity (IRC) 86 of
Soekarno-Hatta, Tangerang; Soekarno-Hatta Airport, Tangerang;
2. Tenant Mexing Terminal 3 Ultimate Bandara Soekarno- 2. Tenant Mexing of Terminal 3 Ultimate of Soekarno-Hatta
Hatta, Tangerang; Airport, Tangerang;
3. Pendirian Anak Perusahaan Angkasa Pura Kargo dan 3. Establishment of Subsidiaries of Angkasa Pura Cargo and
Angkasa Pura Property; Angkasa Pura Property;
4. Pengembangan Terminal 3 Bandara Soekarno-Hatta, 4. Development of Terminal 3 of Soekarno-Hatta Airport,
Tangerang; Tangerang;
5. Peningkatan Kapasitas Pergerakan Pesawat di Bandara 5. Increased Aircraft Movements Capacity at Soekarno-Hatta
Soekarno-Hatta, Tangerang; Airport, Tangerang;
Perluasan Apron Terminal 1, Terminal 2 dan NSA (Night Apron expansion of Terminal 1, Terminal 2 and NSA
Stop Apron) (Night Stop Apron)
Penambahan Rapid Exit Taxiway Addition of Rapid Exit Taxiway
Perpanjangan Taxiway NP1 dan SP1 Taxiway extension of NP1 and SP1.
6. Perluasan Apron di Terminal 3 Ultimate Bandara Soekarno- 6. Apron Expansion in Terminal 3 Ultimate of Soekarno-Hatta
Hatta, Tangerang; Airport, Tangerangl;
7. Pembangunan Terminal Baru Bandara Supadio, Pontianak 7. Construction of New Terminal in Supadio Airport,
(Fase 2); Pontianak (Phase 2);
8. Pembangunan Terminal Baru Bandara Husein Sastranegara, 8. Construction of New Terminal in Husein Sastranegara
Bandung; Airport, Bandung;
9. Pembangunan Terminal Baru Bandara Depati Amir, Pangkal 9. Construction of New Terminal in Depati Amir Airport,
Pinang; Pangkal Pinang;
10.Pengoperasian Terminal Baru Bandara Sultan Thaha, 10. Operation of the New Teriminal in Sultan Thaha Airport,
Jambi; Jambi;
11. Pembebasan Lahan untuk Runway 3 Bandara Soekarno- 11. Land Acquisition for Runway 3 of Soekarno-Hatta Airport;
Hatta; 12. Improved Accessibility at Soekarno-Hatta Airport;
12. Peningkatan Aksesbilitas di Bandara Soekarno-Hatta: Construction of Railway Station of Soekarno-Hatta,
Pembangunan Stasiun Kereta Api Bandara Soekarno- Tangerang;
Hatta, Tangerang; Road Widening of P1 and P2;
Pelebaran Jalan P1 dan P2; Road Widening of M1 and M2
Pelebaran Jalan M1 dan M2; Construction of U-Turn Flyover, M1 road;
Pembangunan Flyover U-Turn Jalan M1; Construction of Flyover towards the terminal 3
Pembangunan Flyover Menuju Terminal 3 Ultimate; Ultimate;
Perubahan Flow Lalu Lintas di Bandara Soekarno-Hatta, Changes in the North Side Runway of Soekarno-Hatta,
13. Overlay Runway Sisi Utara Bandara Soekarno-Hatta, 13. Overlay of the North Side Runway of Soekarno-Hatta,
14. Lanjutan Perluasan Apron Bandara Sultan Mahmud 14. Continuation of Apron Expansion of the Sultan Mahmud
Badaruddin II, Palembang; Badarrudin II Airport, Palembang;
15. Peningkatan Layanan Penumpang : 15. Improved Passenger Services:
Penghapusan Ticket Sales Counter di Terminal; Elimination of Ticket Sales Counter in Terminal;
Penyediaan Pusat Informasi dan Contact Center di Provision of Information Center and Contact Center in
Terminal; Terminal;
Penambahan Jumlah Check-in Counter; Addition in the Number of Check-in Counters;
Perluasan ruang untuk area publik, dll. Space expansion for public areas, etc.
16.Feasibility Study Aerotropolis Bandara Kualanamu, Deli 16. Feasibility Study of Aerotropolis of Kualanamu Airport, Deli
Serdang; Serdang;
17. Perluasan Apron dan Perpanjangan Runway Bandara 17. Apron Expansion and Runway Extension of Sultan Syarif
Sultan Syarif Kasim II, Pekanbaru; Kasim II Airport, Pekanbaru;
18.Perluasan Apron Bandara Raja Haji Fisabilillah, Tanjung 18. Apron Expansion of Raja Haji Fisabilillah Airport, Tanjung
Pinang; Pinang;
19. Perluasan Apron Bandara Sultan Thaha, Jambi. 19. Apron Expansion of Sultan Thaha Airport, Jambi.

7. Aspek Pemasaran 7. Marketing Aspect (Rkap 2014 And Rkap 2015)
Pangsa Pasar Market Share
Secara umum, industri bandara di Indonesia masih In general, the airport industry in Indonesia still shows
menunjukkan perkembangan dan peluang bisnis yang exciting business growth and opportunities compared to
menggembirakan dibandingkan industri lainnya, akibat other industries due to the absence of direct competition.
tidak adanya persaingan secara langsung. Hal ini juga This is also supported by increased public awareness of
didukung oleh meningkat kesadaran masyarakat akan the ease of access of air transport services and the need
kemudahaan akses layanan angkutan udara dan kebutuhan for travel time efficiency with geographical conditions of
akan efisiensi waktu jarak tempuh perjalanan dengan the archipelago versus to travel by land or sea transport.
kondisi geografis kepulauan berbanding perjalanan Answering these opportunities, the Companys ability has
menggunakan angkutan darat atau laut. Menjawab to be improved continuously in order to grow sustainably.
peluang tersebut, tentu kemampuan Perusahaan perlu Based on the analysis of company position, the Company
terus ditingkatkan untuk dapat bertumbuh berkelanjutan. is in the position of Grow/Invest.
Berdasarkan analisa posisi perusahaan, Perseroan berada
pada posisi Grow/Invest.
Kesimpulan hasil analisa tersebut diperoleh dengan Conclusion of the analysis results is obtained by assessing
menilai daya tarik industri berdasarkan profitabilitas, the industry attractiveness based on profitability, business
pertumbuhan bisnis dan tingkat kompetisi industri bandar growth and the level of competition of airport industry
udara dibandingkan dengan industri lain di Indonesia. compared to other industries in Indonesia. While
Sementara kemampuan Perusahaan dinilai berdasarkan the Companys ability is assessed based on financial
kinerja keuangan dan keunggulan kompetitif Perusahaan. performance and its competitive advantage.

Dibandingkan dengan perusahaan sejenis di dunia, PT Compared with similar companies in the world, PT
Angkasa Pura II (Persero) memiliki kinerja keuangan yang Angkasa Pura II (Persero) has a pretty good financial
cukup baik, dengan nilai ROA 8.32% dan ROE 22.85%, performance, with ROA of 8.32% and ROE of 22.85%, the
berada pada posisi moderat dibandingkan dengan Company is in a moderate position compared to its peers
perusahaan sejenis (Changi, Incheon, Memphis, Kuala (Changi, Incheon, Memphis, Kuala Lumpur, and Beijing).
Lumpur, dan Beijing).
Sedangkan terhadap pencapaian nilai CSI (Customer While for the achievement of CSI (Customer Satisfaction
Satisfaction Index), PT Angkasa Pura II (Persero) Index), PT Angkasa Pura II (Persero) obtained a score of
mendapatkan skor penilaian sebesar 3,73 (Korporat) dan 3.73 (Corporate) and 3.64 (BSH) as compared with the
3,64 (BSH) dibandingkan dengan perusahaan/bandara world class company/airport. Therefore, to realize its
kelas dunia. Oleh karena itu, untuk mewujudkan visi vision of becoming a world class company, PT Angkasa
menjadi perusahaan kelas dunia, PT Angkasa Pura II Pura II (Persero) sets the CSI target of 4.0 (Corporate) and
(Persero) menetapkan target CSI 4.0 (Korporat) dan 4.5 4.5 (BSH) in 2016.
(BSH) pada 2016.
Perusahaan juga perlu meningkatkan pertumbuhan The Company also need to improve profitable business
bisnis yang menguntungkan secara berkesinambungan growth on an ongoing basis to maximize shareholders
untuk memaksimalkan shareholder value. Pendapatan value. Aeronautical revenues are regulated and less
aeronautika bersifat regulated dan less controllable controllable so that the non-aeronautical revenues need
sehingga pendapatan non aeronautikanautika perlu to be optimized. The non-aeronautical revenues of PT
dioptimalkan. PT Angkasa Pura II (Persero) mencapai Angkasa Pura II (Persero) reached 35.10% in 2015 and
pendapatan non aeronautikanautika 35,10% pada 2015 targeted 36.32% in 2016.
dan menargetkan 36,32% pada 2016.

Untuk menuju World Class Airport (WCA), Perusahaan akan To get to World Class Airport (WCA), the Company will seek
mengusahakan peningkatan kategori di setiap bandara to improve category at each airport on an ongoing basis,
secara berkesinambungan, sehingga pada akhirnya so that eventually all airports under the management of
semua bandar udara yang berada di bawah pengelolaan PT Angkasa Pura II (Persero) can be a World Class Airport
PT Angkasa Pura II (Persero) dapat menjadi World Class (WCA).
Airport (WCA).
Strategi Pemasaran Marketing Strategy (RKAP 2015 and RKAP 2015)
Untuk meningkatkan pendapatan usaha, telah dilakukan To increase operating revenues, has been performed
beberapa strategi sebagai berikut. some of the following strategies:
a. Business Optimization a. Business Optimization

1) Menerapkan tenant mixing untuk 12 kantor cabang; 1) Implement tenant mixing for 12 branch offices;
2) Media Placement dengan PT Angkasa Pura Solusi; 2) Media Placement with PT Angkasa Pura Solusi;
3) Aktivitas promosi berupa publikasi pendayagunaan 3) Promotional activities in the form of publications of
aset tanah milik Angkasa Pura II melalui media the utilization of land assets owned by Angkasa Pura II
website dan media cetak; through websites and print media;
4) Melakukan inovasi dalam aplikasi informasi 4) Conduct innovation in information technology
teknologi terkait: applications related to:
PSC On Ticket (aplikasi McSys); PSC On Ticket (McSys application);
Sistem e-Pos Bandara Kualanamu dan Bandara e-Pos system of Kualanamu Airport and Sultan
Sultan Syarif Kasim II; Syarif Kasim II Airport;
Sistem e-Kiosk Bandara Kualanamu, Bandara e-Kiosk system of Kualanamu Airport, Sultan Syarif
Sultan Syarif Kasim II, dan Bandara Sultan Kasim II Airport, and Sultan Mahmud Badaruddin II
Mahmud Badaruddin II. Airport.
b. New Business Venture b. New Business Venture
Pembangunan commercial center dan sarana parkir Construction of commercial center and multilevel parking
tingkat di di Bandara Soekarno-Hatta. facilities at Soekarno-Hatta Airport.
c. Appropriate Pricing c. Appropriate Pricing
Peninjauan tarif sewa dan konsesi, pemanfaatan IT A review of rental tariff and concessions, the use of IT
melalui sistem SMART dan CROL/e-Pos untuk seluruh through SMART system and CROL/e-Pos for all branch
kantor cabang, serta pembuatan website komersial. offices, as well as the making of commercial website.
d. Effective Partnership d. Effective Partnership
1) Anniversary vaganza; 1) Anniversary vaganza;
2) Customer appreciation; 2) Customer appreciation;
3) Pelaksanaan kegiatan airport bazaar ramadhan di 3) Airport Ramadan Bazaar at Soekarno-Hatta Airport;
Bandara Soekarno-Hatta; 4) Preparation of documents for the selection of potential
4) Persiapan dokumen seleksi untuk calon mitra operational partners, and management of CUCCS
pengoperasian, serta pengelolaan CUCCS (common use self service) and e-PSC at Kualanamu
(common use self service) dan e-PSC di Bandara Airport.
Kualanamu.
e. Effective Customer Service e. Effective Customer Service
1) Peluncuran marketing directory 1) Launching of marketing directory

Program Pemasaran 2015 2015 Marketing Program
Pada 2015, Perseroan melaksanakan beberapa kegiatan In 2015, the Company carried out several major activities
besar dalam rangka program pemasaran, antara lain: in the framework of marketing programs, among others:
Welcoming Ceremonial kepada beberapa maskapai Welcoming Ceremonial to several new airlines that
penerbangan baru yang beroperasi di Bandara Soekarno- operate at the Soekarno-Hatta Airport, such as Oman Air
Hatta, seperti Oman Air dan JetAsia Air, serta berlangganan and JetAsia Air, as well as subscription of OAG services
jasa layanan OAG (Official Airport Guide) guna mendukung (Official Airport Guide) to support Marketing efforts and
upaya dan program Pemasaran di masa mendatang. programs in the future.
a. Welcoming Ceremonial kepada Maskapai Baru a. Welcoming Ceremonial to New Airlines

Welcoming Ceremonial dimaksud dilaksanakan sebagai Welcoming Ceremonial is implemented as a form of
bentuk apresiasi kepada mitra kerja. Dengan adanya appreciation to working partners. This activity is expected
kegiatan ini diharapkan terjalin kerjasama yang baik to establish a good cooperation between PT Angkasa
antara PT Angkasa Pura II (Persero) dan Maskapai, serta Pura II (Persero) and Airlines, as well as to improve CSI in
diharapkan dengan kegiatan ini dapat meningkatkan CSI order to succeed World Class Airport.
dalam rangka mensukseskan World Class Airport.
Program tersebut dijalankan di Bandara Soekarno-Hatta The program was conducted at Soekarno-Hatta Airport
berupa penyambutan penerbangan perdana Oman Air in the form of welcoming ceremonial the maiden
pada tanggal 14 Desember 2015 bertempat di Terminal flight of Oman Air on December 14th, 2015 in Terminal
2D. Selanjutnya pada tanggal 24 Desember 2015 dilakukan 2D. Furthermore, on December 24th, 2015, a similar
kegiatan penyambutan serupa kepada penerbangan welcoming ceremonial was conducted for JetAsia Air
JetAsia Air. Kegiatan penyambutan penerbangan perdana flight. The welcoming ceremonial activity for maiden
dimaksud pada dasarnya terdiri dari 2 (dua) kegiatan, yaitu flights is essentially consists of 2 (two) activites, namely
di Airside dan di Terminal, dan bekerjasama dengan pihak in Airside and Terminal, and in cooperation with the
groundhandling. groundhandling.
b. Langganan Kerjasama Layanan OAG (Official Airport b. Cooperation Subscription of OAG Services (Official Airport
Guide) Guide)
Perseroan telah memulai kerjasama dengan Official The Company has started its cooperation with the Official
Airport Guide (OAG) Aviation Worlwide Pte Ltd, dimana Airport Guide (OAG) Aviation Worldwide Pte Ltd, in which
OAG merupakan penyedia database jadwal penerbangan OAG is a database provider of flight schedules almost for
hampir seluruh maskapai penerbangan di dunia dan telah all airlines in the world and has worked with most airports
bekerjasama dengan sebagian besar airport dan airlines di and airlines around the world.
seluruh dunia.
Perseroan menyediakan marketing tools dalam The Company provides marketing tools in performing
melakukan upaya-upaya pemasaran yang aktif kepada active marketing efforts to airline parties in order to
pihak airlines guna optimalisasi rute-rute Penerbangan ke optimize flight routes to all airports managed by AP II. It is
seluruh bandara yang dikelola AP II. Diharapkan dengan expected by subscribing to OAG services, it could facilitate
berlangganan jasa OAG, dapat memudahkan AP II dalam AP II in conducting market research on potential routes
melakukan market research tentang rute-rute yang for airline parties.
potensial bagi pihak airlines.
Data yang dihasilkan oleh OAG bersifat real time, online Data generated by OAG is real-time, online and
dan komprehensif, sehingga diharapkan data yang comprehensive, so it is expected that the data obtained
diperoleh akan lebih akurat dan meminimalisir resiko will be more accurate and minimize the risk of studies and
studi-nya dan juga resiko bagi AP II. also the risk to AP II.

Aplikasi ini juga dapat membantu Perseroan, khususnya This application can also assist the Company, in particular
untuk menghasilkan perencanaan bisnis yang lebih baik to produce a better business plan since it is not only able
karena selain dapat meramalkan trend yang terjadi di dunia to predict the trend that occurred in the aviation world,
penerbangan, aplikasi ini juga dapat digunakan sebagai this application can also be used as a tool for budgeting
alat penganggaran dan perkiraan pendapatan perusahaan. and estimation of corporate earnings.

tinjauan operasi
per segmen usaha
Operational Review Based on Business Segment
1. Tinjauan Operasional 1. Operational Review
Penggunaan transportasi udara yang dinilai lebih efektif The use of air transport is considered more effective and
dan efisien dari segi waktu tempuh, mengingat kondisi efficient in terms of travel time, given the geographical
geografis Indonesia sebagai negara kepulauan yang condition of Indonesia as a vast archipelago. This would
luas. Hal ini tentu berpengaruh terhadap percepatan affect the acceleration of community economic growth
pertumbuhan ekonomi masyarakat yang lebih dinamis that is more dynamic and affect the strengthening of
dan memberikan dampak terhadap penguatan daya beli purchasing power.
masyarakat.
Sejalan dengan hal tersebut, Angkasa Pura II hadir untuk In line with this, Angkasa Pura II is present to implement
melaksanakan dan menunjang kebijakan dan program and support the Government policies and programs in
Pemerintah di bidang ekonomi dan pembangunan the fields of economy and development in the running
dalam menyelenggarakan usaha jasa kebandarudaraan of airport services business and other businesses related
dan usaha-usaha lain yang terkait sesuai anggaran dasar to the Companys articles of association. In order to fulfill
Perseroan. Dalam rangka memenuhi amanat Pemerintah the mandate of the Government and as an effort to boost
dan sebagai usaha mendorong pertumbuhan ekonomi national economic growth, Angkasa Pura II performs
nasional, Angkasa Pura II melakukan berbagai upaya various efforts as follows:
sebagai berikut:
a. Penyediaan, pengusahaan dan pengembangan fasilitas a. Provision, procurement and development of facilities for
untuk kegiatan pelayanan pendaratan, lepas landas, parkir service activities of landing, takeoff, parking and storage
dan penyimpanan pesawat udara; of aircraft;
b. Penyediaan, pengusahaan dan pengembangan fasilitas b. Provision, procurement and development of terminal
terminal untuk pelayanan angkutan penumpang, kargo facilities for passenger transport services, cargo
dan pos; and postal;
c. Penyediaan, pengusahaan dan pengembangan fasilitas c. Provision, procurement and development of electronic
elektronika, navigasi, listrik, air dan instalasi limbah facilities, navigation, electricity, water and waste
buangan; disposal installations;
d. Penyediaan jasa pelayanan penerbangan; d. Provision of flight services;
e. Penyediaan lahan untuk bangunan, lapangan, dan e. Provision of land for building, ground, and industrial
kawasan industri, serta gedung-gedung bangunan yang areas, as well as buildings associated with air transport
berhubungan dengan kelancaran angkutan udara; smoothness;
f. Penyediaan jasa konsultasi pendidikan dan pelatihan yang f. Provision of consultancy services of education and
berkaitan dengan kebandarudaraan; training related to airport affairs;
g. Penyediaan jasa pelayanan yang secara langsung g. Provision of services that directly support the flight
menunjang kegiatan penerbangan yang meliputi activities including the provision of aircraft hangar, aircraft
penyediaan hanggar pesawat udara, perbengkelan overhaul, warehousing, aircraft catering, aircraft ground
pesawat udara, pergudangan, jasa boga pesawat udara, handling technical services, passengers and baggage
jasa pelayanan teknis penanganan pesawat udara di darat, services, cargo handling services and other supporting
jasa pelayanan penumpang dan bagasi, jasa penanganan services that directly support the flight activities;
kargo dan jasa penunjang lainnya yang secara langsung
menunjang kegiatan penerbangan;
h. Penyediaan jasa pelayanan yang secara langsung atau h. Provision of services which are directly and indirectly
tidak langsung menunjang kegiatan bandar udara support airport activities that include the provision of
yang meliputi jasa penyediaan penginapan/hotel, accommodation/hotel services, provision of shops and
jasa penyediaan toko dan restoran, jasa penempatan restaurants services, motor vehicle placement services,
kendaraan bermotor, jasa penyediaan tempat rekreasi provision of recreational areas related to flight services,
yang berhubungan dengan penerbangan, pameran aerial aerospace exhibition, maintenance services in
dirgantara keudaraan, jasa perawatan pada umumnya general and other services that are directly and indirectly
dan jasa lainnya yang secara langsung atau tidak langsung support the aiport activities.
menunjang kegiatan bandar udara.

Perseroan berkedudukan dan berkantor pusat di Bandara The Company is domiciled and having its head office at
Soekarno-Hatta, Tangerang, provinsi Banten. Perseroan Soekarno-Hatta Airport, Tangerang, Banten province. Until
hingga tahun 2015 mempunyai 13 kantor cabang yang 2015, the Company has 13 branch offices, each located in
masing-masing berkedudukan di bandar udara (bandara) the airports managed by the Company as follows:
yang dikelola. Perseroan sebagai berikut:
1) Bandar Udara Internasional Soekarno-Hatta, 1) Soekarno-Hatta International Airport, Tangerang;

Tangerang; 2) Halim Perdanakusuma Airport, Jakarta;
2) Bandar Udara Halim Perdanakusuma, Jakarta; 3) Sultan Mahmud Badaruddin II Airport, Palembang;
3) Bandar Udara Sultan Mahmud Badaruddin II, 4) Supadio Airport, Pontianak;
Palembang; 5) Kualanamu International Airport, Deli Serdang;
4) Bandar Udara Supadio, Pontianak; 6) Sultan Syarif Kasim II Airport, Pekanbaru;
5) Bandar Udara Internasional Kualanamu, Deli Serdang; 7) Minangkabau International Airport, Padang Pariaman;
6) Bandar Udara Sultan Syarif Kasim II, Pekanbaru; 8) Sultan Iskandar Muda International Airport, Banda
7) Bandar Udara Internasional Minangkabau, Padang Aceh;
Pariaman; 9) Husein Sastranegara International Airport, Bandung;
8) Bandar Udara Internasional Sultan Iskandar Muda, 10) Raja Haji Fisabilillah Airport, Tanjung Pinang;
Banda Aceh; 11) Sultan Thaha Airport, Jambi;
9) Bandar Udara Internasional Husein Sastranegara, 12) Depati Amir Airport, Pangkal Pinang;
Bandung; 13) Silangit Airport, Siborong-Borong.
10) Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang;
11) Bandar Udara Sultan Thaha, Jambi;
12) Bandar Udara Depati Amir, Pangkal Pinang;
13) Bandar Udara Silangit, Siborong-Borong.
Sejak 16 Januari 2014, jasa pelayanan penerbangan Since January 16th, 2014, Air Traffic Services (ATS) is no
(ATS) tidak lagi dikelola oleh Angkasa Pura II berdasarkan longer managed by Angkasa Pura II based on Government
Peraturan Pemerintah (PP) Nomor 77 Tahun 2013 Tentang Regulation No. 77 Year 2013 on Air Navigation Indonesia
Perusahaan Umum Lembaga Penyelenggara Pelayanan (LPPNPI/AirNavIndonesia) based on the Memorandum
Navigasi Penerbangan Indonesia (LPPNPI) berdasarkan Nota of Understanding No.HK.201/1/10/DRJU-2014;KEP.15/
Kesepahaman Nomor: HK.201/1/10/DRJU-2014;KEP.15/ OM.02.03/2014; MOU.04.07.01/00/02/2014/001; 032/
OM.02.03/2014; MOU.04.07.01/00/02/2014/001; 032/ DU/II/2014 dated February 12th, 2014.
DU/II/2014 tanggal 12 Februari 2014.

2. Kinerja Operasi Per Segmen Usaha 2. Operational Review By Business Segment
Angkasa Pura II telah melaporkan segmen-segmen usaha Angkasa Pura II has reported its business segments in
sesuai Penerapan Standar Akuntasi Keuangan (PSAK) accordance with the Statement of Financial Accounting
5 (revisi 2010). Usaha Angkasa Pura II dikelompokkan Standards (PSAK) 5 (revised 2010). Angkasa Pura II
berdasarkan divisi-divisi operasi yaitu aeronautika, non- businesses are grouped by operational divisions namely
aeronautika, kargo dan lainnya dan kantor cabang. Namun aeronautical, non-aeronautical, cargo and others and
demikian, secara umum produksi utama Angkasa Pura II branch offices. However, in general, the main production
ditopang oleh produksi segmen usaha jasa aeronautika of Angkasa Pura II is supported by the production of
dan segmen usaha jasa non aeronautika. Segmen Usaha aeronautical services and non-aeronautical services. The
Perseroan digambarkan dalam grafik berikut: Companys Business Segments are illustrated in the graph
below:
Angkasa Pura II
Segmen Usaha Aeronautika Segmen Usaha Non Aeronautika Segmen Usaha Kargo
Aeronautical Business Segment Non-Aeronautical Business Segment Cargo Business Segment
Pelayanan Jasa Pendaratan, Sewa Ruang, Sewa Tanah, Sewa

Penempatan dan Penyimpanan Reklame, Konsesi, Throughput Free,
Pesawat Udara (PJP4U) Parkir Kendaraan, Pemakaian Listrik,
Landing Services, Placement and Pemakaian Air, Pemakaian Telepon dan
Storage of Aircraft Services (PJP4U). Jasa Non Aeronautika Lainnya
Pelayanan Jasa Penumpang Pesawat Space Lease, Land Lease, Advertising,

Udara (PJP2U) Concessions, Throughput Free, Vehicle
Aircraft Passenger Services (PJP2U) Parking, Electricity Usage, Water
Usage, Phone Usage and Other Non-
Pelayanan Jasa Pemakaian Aeronautical Services
Aviobridge dan
Usage Aviobridge Services, and
Pelayanan Jasa Konter

Counter Usage Services

Segmen Usaha Jasa Aeronautika Aeronautical Services
Penjelasan Segmen Usaha Jasa Aeronautika Aeronautical Services Explanation

Usaha Aeronautika merupakan bidang usaha Aeronautical business is a business field of airport services
kebandarudaraan yang menyediakan pelayanan jasa antara that provides services such as: aircraft passenger services
lain: pelayanan jasa penumpang pesawat udara (PJP2U), (PJP2U), landing services, placement services, surcharge
pelayanan jasa pendaratan, pelayanan jasa penempatan, parking services, aviobridge usage services and counter
pelayanan jasa parking surcharge, pelayanan jasa pemakaian usage services.
aviobridge dan Pelayanan jasa konter.
Kinerja Segmen Usaha Jasa Aeronautika Aeronautical Services Performance
Produksi Jasa Aeronautika Aeronautical Services Production

Secara umum, realisasi kinerja produksi jasa aeronautika In general, realization of aeronautical services production
tahun 2015 mencapai lebih tinggi baik terhadap realisasi performance in 2015 reached higher both against 2014
kinerja produksi jasa aeronautika tahun 2014 maupun as well as the set target in the current year. In terms of
terhadap target yang ditetapkan pada tahun berjalan. Secara composition, aeronautical services performance achievement
komposisi, pencapaian kinerja jasa aeronautika dikontribusi is contributed by the growth of landing services performance
oleh pertumbuhan kinerja pelayanan pendaratan sebesar amounted to 32%, growth of passenger services performance
32 %, pertumbuhan kinerja pelayanan penumpang sebesar amounted to 4%, growth of aviobridge usage services
4 %, pertumbuhan kinerja pelayanan pemakaian aviobridge performance amounted to 5% and growth of counter usage
sebesar 5 % dan pertumbuhan kinerja pelayanan pemakaian services performance amounted to 4%.
konter sebesar 4 %.
Tabel Produksi Segmen Usaha Jasa Aeronautika Table of Aeronautical Services Production
Uraian Pertumbuhan
Satuan
Description 2014 2015 Growth
Unit
Nominal %
Pelayanan
Pendaratan
Landing Services
Domestik
Ton 18.948.200 26.003.573 7.055.373 37%
Domestic
Internasional
Ton 8.543.777 10.217.040 1.673.263 20%
International
Jumlah
Ton 27.491.977 36.220.613 8.728.636 32%
Total
Pelayanan
Penumpang
Passenger Services
Domestik
Pax 31.173.539 33.027.630 1.854.091 6%
Domestic
Internasional
Pax 8.132.114 7.850.017 (282.097) -3%
International
Jumlah
Pax 39.305.653 40.877.647 1.571.994 4%
Total

Pemakaian
Aviobridge
Aviobridge Usage
Domestik
Pes 196.982 206.777 9.795 5%
Domestic
Internasional
Pes 75.899 79.378 3.479 5%
International
Jumlah
Pes 272.881 286.155 13.274 5%
Total
Pemakaian Konter
Counter
Domestik
Pax 34.740.077 36.483.697 1.743.620 5%
Domestic
Internasional
Pax 8.266.544 8.097.529 (169.015) -2%
International
Jumlah
Pax 43.006.621 44.581.226 1.574.605 4%
Total
1. Pelayanan Pendaratan 1. Landing Services

Kinerja pelayanan Pendaratan tahun 2015 mencapai Landing services performance in 2015 reached 36,220,613
36.220.613 ton, atau 32 % terhadap kinerja pelayanan ton, or 32% compared to 2014 with 27,491,977 ton. In
pendaratan tahun 2014 sebesar 27.491.977 ton. Secara terms of composition, the performance is supported with
komposisi, kinerja tersebut didukung oleh pencapaian the achievement of domestic landing services amounted
pelayanan pendaratan domestik sebesar 26.003.573 ton to 26,003,573ton (37%) and international landing services
(37 %) dan pelayanan pendaratan internasional sebesar with 10,217,040 ton (20%). Related to such achievement,
10.217.040 ton (20 %). Terkait dengan pencapaian kinerja the Company has performed strategic efforts, among
tersebut, Perseroan telah melakukan upaya-upaya others:
strategis, antara lain:
Penambahan penerbangan dan penambahan Additional flights and additional of TMT placement
produksi penempatan TMT Oktober 2015 serta production in October 2015 as well as increased
peningkatan produksi parking surcharge di Bandara production in surcharge parking at the Airports of CGK,
CGK, KNO dan HLP. KNO and HLP.

2. Pelayanan Penumpang 2. Passenger Services
Kinerja pelayanan penumpang tahun 2015 mencapai Passenger Services performance in 2015 reached
40.877.647 pax, atau 4 % terhadap kinerja pelayanan 40,877,647 pax, or 4% compared to 2014 with 39,305,653
penumpang tahun 2014 sebesar 39.305.653 pax. Secara pax. In terms of composition, the performance is
komposisi, kinerja tersebut didukung oleh pencapaian supported with the achievement of domestic passenger
pelayanan penumpang domestik sebesar 33.027.630 pax services amounted to 33,027,630 pax (6%) and
(6 %) dan pelayanan penumpang internasional sebesar international passenger services with 7,850,017 pax (-3%).
7.850.017 pax (-3 %). Terdapat beberapa faktor yang There are several factors that affect the achievement
mempengaruhi pencapaian kinerja tersebut baik faktor of the performance both natural factors and domestic
alam maupun kondisi dalam negeri antara lain: conditions, among others:
Terjadinya bencana alam kabut asap di beberapa The occurence of haze natural disasters in the several
wilayah cabang PT. Angkasa Pura II (Persero) branch office areas of PT. Angkasa Pura II (Persero).

3. Pemakaian Aviobridge 3. Aviobridge usage

Kinerja pemakaian aviobridge tahun 2015 mencapai Aviobridge usage performance in 2015 reached
286.155 pes, atau 5 % terhadap kinerja pemakaian 286,155pes, or 5% compared to 2014 with 272,881 pes.
aviobridge tahun 2014 sebesar 272.881 pes. Secara In terms of composition, the performance is supported
komposisi, kinerja tersebut didukung oleh pencapaian with the achievement of domestic aviobridge usage
pemakaian aviobridge domestik sebesar 206.777 pes (5 amounted to 206,777pes (5%) and international aviobridge
%) dan pelayanan pemakaian aviobridge sebesar 79.378 usage services with 79,378pes (5%). Related to such
pes (5 %). Terkait dengan pencapaian kinerja tersebut, achievements, the Company has performed strategic
Perseroan telah melakukan upaya-upaya strategis, antara efforts, among others:
lain:
Tidak tercapainya kinerja pemakaian aviobridge ini Not achieving the aviobridge usage performance was
dikarenakan adanya optimalisasi parking stand. due to the optimization of the parking stand.

4. Pemakaian Konter 4. Counter usage
Kinerja pemakaian konter tahun 2015 mencapai Counter usage performance in 2015 reached 44.581.226
44.581.226 pax, atau 4 % terhadap kinerja pemakaian pax, or 4% compared to 2014 with 43,006,621 pax. In
konter tahun 2014 sebesar 43.006.621 pax. Secara terms of composition, the performance is supported with
komposisi, kinerja tersebut didukung oleh pencapaian the achievement of domestic counter usage amounted to
pemakaian konter domestik sebesar 36.483.697 pax (5 %) 36.483.697 pax (5%) and international counter usage with
dan pemakaian konter internasional sebesar 8.097.529 8.097.529 pax (-2%).
pax (-2 %).

Pendapatan Usaha Jasa Aeronautika Aeronautical Services Revenues
Pendapatan usaha segmen jasa aeronautika tahun 2015 Net income (profit for the year) of aeronautical services in
mencapai Rp3,31 triliun, Rp215,80 miliar atau sebesar 6,97% 2015 reached Rp3.31 trillion, increased by Rp215.80 billion or
terhadap pendapatan usaha segmen jasa aeronautika tahun 6.97% compared to 2014 with Rp3.09 trillion. Contribution
2014 sebesar Rp3,09 triliun. Pendapatan usaha segmen from aeronautical services net income against the Companys
jasa aeronautika memberikan kontribusi terhadap total net income amounted to 58.65%.
pendapatan usaha Perseroan sebesar 58,65%.
Pendapatan Aeronautika Per Bandara (dalam miliar rupiah) Aeronautical Services Revenues by Airport (in billion rupiah)
Pertumbuhan
Kantor Pusat/Cabang 2014 2015
Nominal %
Soekarno-Hatta 2.287,49 2.279,46 (8,02) -0,35%
Kualanamu 374,00 542,41 168,42 45,03%
Halim Perdanakusuma 54,86 93,89 39,03 71,14%
Kantor pusat 0,09 - (0,09) -100,00%
Sultan Mahmud
70,16 76,86 6,70 9,55%
Badaruddin II
Sultan Syarif Kasim II 77,58 80,86 3,28 4,22%
Minangkabau 67,04 67,37 0,33 0,50%
Husein Sastranegara 61,97 64,03 2,06 3,33%
Supadio 45,80 46,67 0,87 1,90%
Depati Amir 18,09 20,49 2,40 13,27%
Sultan Thaha 16,72 14,94 (1,78) -10,65%
Sultan Iskandar Muda 16,26 17,64 1,37 8,45%
Raja Haji Fisabilillah 4,22 5,49 1,27 30,17%
Silangit 0,16 0,11 (0,06) 0,00%
Total 3.094,43 3.310,23 215,80 6,97%
Peningkatan pendapatan paling signifikan terdapat di Bandara The most significant increase in aeronautical revenues
Kualanamu (Deli Serdang) sebesar Rp168,42 miliar (45,03%), found in Kualanamu Airport (Deli Serdang) with Rp168.42
Bandara Halim Perdanakusuma (Jakarta) sebesar Rp39,03 billion (45.03%), Halim Perdanakusuma Airport (Jakarta)
miliar (71,14%), dan Bandara Sultan Mahmud Badaruddin II with Rp39.03 billion (71.14%), Sultan Mahmud Badaruddin II
sebesar Rp6,70 miliar (9,55%). amounted to Rp6.70 billion (9.55%)
Secara komposisi, pendapatan usaha jasa aeronautika 3 In terms of composition, aeronautical revenues is contributed
terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar by the following top three largest namely Soekarno-
Rp2,28 triliun (68,86%), Bandara Kualanamu sebesar Rp542,41 Hatta Airport with Rp2.28 trillion (68.86%), Kualanamu
miliar (16,39%) dan Bandara Halim Perdanakusuma sebesar Airport amounted to Rp542.41 billion (16.39%) and Halim
Rp93,89 miliar (2,84%). Perdanakusuma Airport amounted to Rp93.89 billion (2.84%).

Profitabilitas Jasa Aeronautika Aeronautical Services Profitability
Laba bersih (laba tahun berjalan) segmen jasa aeronautika Net income (profit for the year) of aeronautical services
tahun 2015 mencapai Rp583,91 miliar, meningkat sebesar in 2015 reached Rp583.91 billion, increased by Rp211.08
Rp211,08 miliar atau 56,62% terhadap laba bersih segmen billion or 56.62% compared to 2014 with Rp372.83 billion.
jasa aeronautika tahun 2014 sebesar Rp372,83 miliar. Contribution from aeronautical services net income against
Kontribusi laba bersih dari segmen jasa aeronautika terhadap the Companys net income in 2015 amounted to 34.61%,
laba bersih Perseroan tahun 2015 sebesar 34,61%, lebih higher compared to 2014 with 33.09%.
tinggi dibandingkan Kontribusi laba bersih dari segmen jasa
aeronautika tahun 2014 sebesar 33,09%.
Profitabilitas segmen jasa aeronautika berdasarkan net profit Aeronautical services profitability based on net profit margin
margin (margin laba bersih) tahun 2015 sebesar 17,64%, lebih in 2015 amounted to 17.64%, higher than 2014 with 12.05%.
tinggi dibandingkan net profit margin tahun 2014 sebesar
12,05%.

Segmen Usaha Jasa Non-Aeronautika Non-Aeronautical Services
Penjelasan Segmen Usaha Jasa Non-Aeronautika Non-Aeronautical Services Explanation
Usaha Aeronautika merupakan bidang usaha kebandarudaraan Non-Aeronautical business is a business field of airport
yang menyediakan pelayanan jasa penunjang penerbangan services that provides flight support services among others:
antara lain: jasa sewa ruang, sewa tanah, reklame, konsesi, space lease, land lease, advertising, concessions, throughput
throughput fee, parkir kendaraan, sewa listrik, sewa air, sewa fee, vehicle parking, electricity usage, water usage, phone
telepon dan non aeronautika lainnya. usage and other non-aeronautical services.
Kinerja Segmen Usaha Jasa Non-Aeronautika Non-Aeronautical Services Performance
Produksi Jasa Non Aeronautika Non-Aeronautical Services Production
Secara umum, realisasi kinerja produksi jasa non aeronautika In general, realization of non-aeronautical services production
tahun 2015 menunjukkan peningkatan terhadap realisasi in 2015 showed an increase against in 2014. In terms of
kinerja produksi jasa aeronautika tahun 2014. Secara composition, achievement of non-aeronautical services
komposisi, pencapaian kinerja jasa non aeronautika performance based on positive growth level contributed by
berdasarkan tingkat pertumbuhan positif dikontribusi oleh space rent with a growth of 6%, land space rent with a growth
kinerja jasa sewa ruang dengan pertumbuhan sebesar 6%, of 8%, billboard rent with a growth of 36%, consession rent
kinerja sewa tanah dengan pertumbuhan sebesar 8%, kinerja with a growth of 42%, throuhput fee with a growth of 397%,
jasa reklame dengan pertumbuhan sebesar 36%, kinerja car parking service with a growth of 11% and electricity rent
jasa konsesi dengan pertumbuhan sebesar 42%, kinerja jasa service with a growth of 15%.
throughput fee dengan pertumbuhan sebesar 397%, kinerja
jasa parkir mobil dengan pertumbuhan sebesar 11%, dan
kinerja jasa sewa listrik dengan pertumbuhan sebesar 15%.
Tabel Produksi Segmen Usaha Jasa Non Aeronautika Table of Non-Aeronautical Services Production
Pertumbuhan
Uraian Satuan 2014 2015
Nominal %
Sewa-sewa
Sewa Ruang m2 2.190.547 2.314.152 123.605 6%
Sewa Tanah m2 38.040.626 40.925.514 2.884.888 8%
Reklame m2 32.143 43.858 11.715 36%
Konsesi Juta Rp 7.141.747 10.134.397 2.992.650 42%
Throughput Fee Rb Ltr 722.543 3.592.439 2.869.896 397%
Parkir Kendaraan
Parkir Mobil Rb Ltr 21.778 24.243 2.465 11%
Parkir Motor Rb Ltr 9.031 8.966 (65) -1%
Utilitas
Sewa Listrik Rb kwh 64.710 9.395 9.395 15%
Sewa Air m3 1.977.896 (339.656) (339.656) -17%
Sewa Telepon Pes 9.058 (2.301) (2.301) -25%

Pencapaian produksi non aeronautika selama Tahun 2015 Achievement of non-aeronautical production during 2015 is
adalah sebagai berikut: as follows:
1. Realisasi produksi sewa ruang dipengaruhi oleh beberapa 1. Rent space realization is affected by several factors,
faktor, antara lain: among others:
Realisasi sewa ruang tahun 2015 mengalami penurunan Rent space realization in 2015 had a decrease of 5%
5% dari target dalam RKAP hal ini disebabkan karena : from the target in RKAP, this was due to:
Pembongkaran mitra usaha di Terminal 2 Bandara Demolition of business partners at the Terminal 2
Internasional Soekarno-Hatta terkait peningkatan of Soekarno-Hatta International Airport related to
pelayanan pengguna jasa, belum beroperasinya the increase in services of service users, and the ex
ruangan hangar ex Batavia (dalam tahap renovasi); Batavia hangar space was not yet operational (under
Terdapat beberapa mitra usaha yang mengundurkan renovation).
diri dan tidak memperpanjang kerjasamanya; There are several business partners who withdraws
Banyaknya ruangan sebagai komersial area yang and does not extend their cooperation;
belum terjual karena belum adanya penambahan The number of space as a commercial area that has
traffic penumpang; not sold due to the lack of addition of passengers
Terdapat beberapa mitra usaha yang habis jangka traffic;
waktunya mengajukan permohonan untuk There are several business partners whose time
menurunkan besaran tariff; period are expired who propose to lower the tariff
Adanya kerjasama yang masih dalam proses amount;
perpanjangan dan bersifat temporary sampai dengan Cooperations that are still in the process of renewal
beroperasinya terminal pengembangan. and are temporary until the operation of the
development terminal.
2. Realisasi produksi sewa gudang dipengaruhi oleh 2. Warehouse rental realization is affected by several
beberapa faktor, antara lain: factors, among others:
Terjadi penurunan realisasi sebesar 4% di bawah RKAP, There was a decrease in realization by 4% under the
dikarenkan terjadi pengembalian ruangan 96m2 RKAP, due to the returns a space of 96m2 in KC
di KC KNO dan perubahan pola kerjasama menjadi KNO and changes in the cooperation pattern into a
revenue sharing. revenue sharing.
3. Realisasi produksi sewa tanah dipengaruhi oleh beberapa 3. Ground rent realization is affected by several factors,
faktor, antara lain: among others:
Realisasi produksi sewa tanah tercapai sebesar 18% Realization of ground rent production reached 18%
diatas RKAP, karena adanya pemanfaatan tanah untuk above the RKAP, due to the utilization of ground for
kegiatan di area terminal. activities in the terminal area.
4. Realisasi reklame dipengaruhi oleh beberapa faktor, 4. Advertising realization is affected by several factors,
antara lain: among others:
Realisasi reklame tercapai 23% di bawah RKAP, ini Advertising realization reached 23% under the RKAP, this
disebabkan karena: was due to:
Berakhirnya perjanjian reklame trolley sebanyak 80 The amount of trolley advertising agreements that
unit dan 2 unit neon box di PGK. ends amounted to 80 units and 2 neon box units in
PGK.
5. Realisasi konsesi dipengaruhi oleh beberapa faktor, 5. Concessions realization is affected by several factors,
antara lain: among others:
Realisasi konsesi tercapai 14% di atas RKAP, ini disebabkan Concessions realization reached 14% above the RKAP,
karena adanya kekurangan penagihan konsesi periode this was due to the deficiency of concession billing for
tahun 2012-2014 yang ditagihkan. the period of 2012-2014 that were billed.

Pendapatan Usaha Jasa Non Aeronautika Non-Aeronautical Revenues
Pendapatan usaha segmen jasa non aeronautika tahun Net income (profit for the year) of non-aeronautical services
2015 mencapai Rp2,34 triliun, meningkat Rp608,68 miliar in 2015 reached Rp2.34 trillion, increased by Rp608.68 billion
atau 35,10% terhadap pendapatan usaha segmen jasa non or 35.10% compared to 2014 with Rp1.73 trillion. Contribution
aeronautika tahun 2014 sebesar Rp1,73 triliun. Pendapatan from non-aeronautical services net income against the
usaha segmen jasa non aeronautika memberikan kontribusi Companys net income amounted to 38.71%.
terhadap total pendapatan usaha Perseroan sebesar 38,71%.
Pendapatan Non Aeronautika Per Bandara (dalam miliar Non-Aeronautical Revenues by Airport (in billion rupiah)
rupiah)
Pertumbuhan
Nominal %
Soekarno-Hatta 1.304,81 1.820,60 515,79 39,53%
Kualanamu 128,17 156,99 28,82 22,49%
Kantor pusat 63,46 121,02 57,56 100,00%
Sultan Mahmud Badaruddin II 40,24 42,47 2,24 5,56%
Sultan Syarif Kasim II 40,37 33,28 (7,09) -17,56%
Minangkabau 21,25 17,60 (3,65) -17,18%
Husein Sastranegara 13,01 12,08 (0,93) -7,15%
Supadio 21,92 20,30 (1,63) -7,42%
Depati Amir 10,00 9,24 (0,76) -7,59%
Sultan Thaha 14,51 14,39 (0,12) -0,83%
Sultan Iskandar Muda 8,06 8,05 (0,01) -0,07%
Silangit 0,08 0,16 0,09 0,00%
Total 1.733,99 2.342,67 608,68 35,10%

Peningkatan pendapatan paling signifikan terdapat di Bandara The most significant increase in non-aeronautical revenues
Halim Perdanakusuma (Jakarta) sebesar Rp515,79 miliar found in Halim Perdanakusuma Airport (Jakarta) with
(39,53%), Bandara Kualanamu (Deli Serdang) sebesar Rp28,82 Rp515.79 billion (39.53%), Kualanamu Airport (Deli Serdang)
miliar (22,49%), Bandara Halim Perdanakusuma sebesar with Rp28.82 billion (22.49%), Halim Perdanakusuma Airport
Rp17,58 miliar (27,11%) dan kantor pusat sebesar Rp57,56 amounted to Rp17.58 billion (27.11%) and head office with
miliar (90,71%). Rp57.56 billion (90.71%).
Secara komposisi, pendapatan usaha jasa non aeronautika 3 In terms of composition, non-aeronautical revenues is
terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar contributed by the following top three largest namely
Rp1,82 triliun (77,71%), Bandara Kualanamu sebesar Rp156,99 Soekarno-Hatta Airport with Rp1.82 trillion (77.71%),
miliar (6,70%) dan Kantor Pusat sebesar Rp121,02 miliar Kualanamu Airport amounted to Rp156.99 billion (6.70%) and
(5,17%). Head Office amounted to Rp121.02 billion (5.17%).
Profitabilitas Jasa Non Aeronautika Non-Aeronautical Services Profitability
Laba bersih (laba tahun berjalan) segmen jasa non aeronautika Net income (profit for the year) of non-aeronautical services
tahun 2015 mencapai Rp1,39 triliun, meningkat sebesar in 2015 reached Rp1.39 trillion, increased by Rp549.78
Rp549,78 miliar atau 65,59% terhadap laba bersih segmen billion or 65.59% compared to 2014 with Rp836.16 billion.
jasa non aeronautika tahun 2014 sebesar Rp836,16 miliar. Contribution from non-aeronautical services net income
Kontribusi laba bersih dari segmen jasa non aeronautika against the Companys net income in 2015 amounted to
terhadap laba bersih Perseroan tahun 2015 sebesar 82,26%, 82.26%, higher compared to 2014 with 74.39%.
lebih tinggi dibandingkan Kontribusi laba bersih dari segmen
jasa non aeronautika tahun 2014 sebesar 74,39%
Profitabilitas segmen jasa non aeronautika berdasarkan net Non-aeronautical services profitability based on net profit
profit margin (margin laba bersih) tahun 2015 sebesar 59,25%, margin in 2015 amounted to 59.25%, higher than 2014 with
lebih tinggi dibandingkan net profit margin tahun 2014 48.34%.
sebesar 48,34%.

Segmen Usaha Jasa Kargo CARGO SERVICES
Penjelasan Segmen Usaha Jasa Kargo Cargo Services Explanation
Usaha Kargo merupakan bidang usaha kebandarudaraan yang Cargo business is a business field of airport services that
menyediakan pelayanan jasa fasilitas pengiriman barang. provides goods delivery facility services.
Kinerja Segmen Usaha Jasa Kargo Cargo Services Performance
Produksi Pelayanan Jasa Kargo Cargo Services Production
Kinerja produksi pelayanan kargo tahun 2015 mencapai Performance of cargo services production in 2015 reached
726.808.953 ton, turun sebanyak 36.698.182 ton atau -4,81% 726,808,953 ton, down as much as 36,698,182 ton or
terhadap kinerja pelayanan kargo tahun 2014 sebanyak -4.81% compared to 2014 with 763,507,135 ton. In terms
763.507.135 ton. Secara komposisi, realisasi kinerja pelayanan of composition, realization of cargo services performance
jasa kargo yang memberi kontribusi 3 (tiga) terbesar antara is contributed by the following top three largest, namely:
lain: Bandara Soekarno-Hatta sebanyak 614.821.858 ton Soekarno-Hatta Airport with 614,821,858 ton (84.59%),
(84,59%), Bandara Kualanamu sebanyak 41.629.184 ton Kualanamu Airport amounted to 41,620,184 ton (5.73%) and
(5,73%) dan Bandara Sultan Mahmud Badaruddin II sebanyak Sultan Mahmud Badaruddin II Airport with 14,407,858 ton
14.407.858 ton (1,98%). (1.98%).
Tabel Produksi Segmen Usaha Jasa Kargo (dalam satuan Ton) Table of Cargo Services Production (in Ton)
Pendapatan Usaha Jasa Kargo Cargo Revenues
Pertumbuhan
Nominal %
Soekarno-Hatta 626.045.944 614.821.858 -11.224.086 -1,79%
Kualanamu 42.370.719 41.629.184 -741.535 -1,75%
Kantor pusat 11.399.027 9.319.435 -2.079.592 -18,24%
Sultan Mahmud Badaruddin II 17.304.614 2.488.108 -14.816.506 -85,62%
Sultan Syarif Kasim II 15.067.043 14.407.858 -659.185 -4,38%
Minangkabau 11.567.012 9.518.317 -2.048.695 -17,71%
Husein Sastranegara 5.854.658 7.270.102 1.415.444 24,18%
Supadio 12.775.391 8.434.496 -4.340.895 -33,98%
Depati Amir 7.261.213 6.088.310 -1.172.903 -16,15%
Sultan Thaha 7.466.243 6.671.244 -794.999 -10,65%
Sultan Iskandar Muda 2.742.776 2.400.725 -342.051 -12,47%
Raja Haji Fisabilillah 3.652.495 3.759.315 106.820 2,92%
Silangit - - - -
Total 763.507.135 726.808.953 -36.698.182 -4,81%

Pendapatan usaha segmen jasa kargo tahun 2015 mencapai In 2015, cargo revenues reached Rp148.83 billion, increased
Rp148,83 miliar, meningkat Rp29,27 miliar atau 24,48% by Rp29.27 billion or 24.48% compared to 2014 with Rp119.56
terhadap pendapatan usaha segmen jasa kargo tahun 2014 billion. Cargo revenues contributes 2.64% to the total
sebesar Rp119,56 miliar. Pendapatan usaha segmen jasa operating revenues.
kargo memberikan kontribusi terhadap total pendapatan
usaha Perseroan sebesar 2,64%.
Pendapatan Jasa Kargo Per Bandara (dalam miliar rupiah) Cargo Revenues by Airport (in billion rupiah)
Kantor Pusat/Cabang Pertumbuhan Growth

2014 2015
Nominal %
Soekarno-Hatta 47,56 34,76 (12,79) -26,90%
Kualanamu 32,88 30,90 (1,97) -6,00%
Kantor pusat - 29,96 29,96 100,00%
Minangkabau 6,52 8,62 2,11 32,31%
Supadio 8,32 11,04 2,72 32,62%
Depati Amir 1,71 4,44 2,73 159,52%
Sultan Thaha 2,89 3,54 0,65 22,52%
Silangit - - - 0,00%
Total 119,56 148,83 29,27 24,48%
Peningkatan pendapatan kargo paling signifikan terdapat The most significant increase in cargo revenues found in
di Bandara Depati Amir sebesar Rp2,73 miliar (159,52%), Depati Amir Airport with Rp2.73 billion (159.52%), Supadio
Bandara Supadio sebesar Rp2,72 miliar (32,62%), Bandara Airport with Rp2.72 billion (32.62%), Sultan Mahmud
Sultan Mahmud Badaruddin II sebesar Rp2,29 miliar (29,95%), Badaruddin II Airport amounted to Rp2.29 billion (29.95%),
Bandara Minangkabau sebesar Rp2,11 miliar (32,31%) dan Minangkabau Airport amounted to Rp2.11 billion (32.31%) and
kantor pusat sebesar Rp29,96 miliar (100,00%). the head office with Rp29.96 billion (100.00%).
Secara komposisi, pendapatan usaha jasa kargo 3 terbesar In terms of composition, cargo revenues is contributed by the
dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp34,76 following top three largest namely Soekarno-Hatta Airport
miliar (23,36%), Bandara Kualanamu sebesar Rp30,90 miliar with Rp34.76 billion (23.36%), Kualanamu Airport amounted
(20,76%) dan Kantor Pusat sebesar Rp29,96 miliar (20,13%). to Rp30.90 billion (20.76%) and Head Office amounted to
Rp29.96 billion (20.13%).

Profitabilitas Jasa Kargo Cargo Services Profitability
Laba bersih (laba tahun berjalan) segmen jasa kargo tahun Net income (profit for the year) of cargo services in 2015
2015 mencapai Rp101,24 miliar, meningkat sebesar Rp59,24 reached Rp101.24 billion, increased by Rp59.24 billion or
miliar atau 141,02% terhadap laba bersih segmen jasa kargo 141.02% compared to 2014 with Rp42.00 billion. Contribution
tahun 2014 sebesar Rp42,00 miliar. Kontribusi laba bersih from cargo services net income against the Companys net
dari segmen jasa kargo terhadap laba bersih Perseroan tahun income in 2015 amounted to 6.00%, higher compared to
2015 sebesar 6,00%, lebih tinggi dibandingkan Kontribusi laba 2014 with 3.73%.
bersih dari segmen jasa kargo tahun 2014 sebesar 3,73%.
Profitabilitas segmen jasa kargo berdasarkan net profit margin Cargo services profitability based on net profit margin in 2015
(margin laba bersih) tahun 2015 sebesar 68,02%, lebih tinggi amounted to 68.02%, higher than 2014 with 35.13%.
dibandingkan net profit margin tahun 2014 sebesar 35,13%.

tinjauan
keuangan
Financial Review
Uraian mengenai kinerja keuangan ini disusun berdasarkan Description of the financial performance is based on the
Laporan Keuangan Perusahaan yang disajikan sesuai dengan Companys Financial Statements prepared in accordance
prinsip-prinsip akuntansi keuangan yang berlaku umum di with accounting principles that are generally accepted
Indonesia (PSAK) untuk tahun yang berakhir pada tanggal in Indonesia (PSAK) for the year ended on December 31st,
31 Desember 2015. Laporan keuangan tersebut telah diaudit 2015. This financial statements has been audited by Public
oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja (A Accounting Firm of Purwantono, Sungkoro & Surja (A
member firm of Erest & Young Global Limited) dan Akuntan member firm of Ernst & Young Global Limited) and Public
Publik: E. Batara Manurung, CPA. dengan opini bahwa laporan Accountant: E. Batara Manurung, CPA. with opinion that the
keuangan terlampir menyajikan secara wajar, dalam segala accompanying financial statements enclosed present fairly, in
hal yang material, posisi keuangan konsolidasian PT Angkasa all material respects, the consolidated financial position of PT
Pura II (Persero) dan entitas anaknya tanggal 31 Desember Angkasa Pura II (Persero) and its subsidiaries as of December
2015, serta kinerja keuangan dan arus kas konsolidasiannya 31st, 2015, and the consolidated financial performance and
untuk tahun yang berakhir pada tanggal tersebut, sesuai cash flows for the years that ended, in accordance with
dengan Standar Akuntansi Keuangan di Indonesia. Indonesian Financial Accounting Standards.
Sedangkan untuk laporan keuangan untuk tahun yang berakhir As for the financial statements ended on December 31st, 2014
pada tanggal 31 Desember 2014 dan 2013 telah diaudit oleh and 2013 has been audited by the Public Accounting Firm of
oleh Kantor Akuntan Publik: Djoko, Sidik & Indra dan Akuntan Djoko, Sidik & Indra and Public Accountant: Indra Soesetiawan,
Publik: Indra Soesetiawan, Ak., CPA., CA. dengan opini bahwa Ak, CPA., CA. with opinion that the accompanying financial
laporan keuangan terlampir menyajikan secara wajar, dalam statements enclosed present fairly, in all material respects,
segala hal yang material, posisi keuangan konsolidasian PT the consolidated financial position of PT Angkasa Pura II
Angkasa Pura II (Persero) dan entitas anaknya tanggal 31 (Persero) and its subsidiaries as of December 31st, 2014 and
Desember 2014 dan 2013, serta kinerja keuangan dan arus 2013, and the consolidated financial performance and cash
kas konsolidasiannya untuk tahun yang berakhir pada flows for the years that ended, in accordance with Indonesian
tanggal tersebut, sesuai dengan Standar Akuntansi Keuangan Financial Accounting Standards.
di Indonesia.
Bahasan kinerja keuangan Angkasa Pura II, disampaikan Discussion of the financial performance of Angkasa
dengan memperhatikan penjelasan pada catatan Laporan Pura II, is delivered with due regard to the explanation in
Keuangan Konsolidasi dari pihak eksternal auditor tersebut the accompanying notes to the Consolidated Financial
sebagai bagian yang tidak terpisahkan dari Laporan tahunan Statements from the external auditor as an integral part of
ini. this Annual Report.
Bahasan serta analisis tentang kondisi keuangan ini disajikan Discussion and analysis on financial condition is presented in
dalam empat bagian sebagai berikut: four sections as follows:
1. Kinerja Posisi Keuangan 1. Financial Position Performance
2. Kinerja Laba Rugi Komprehensif 2. Comprehensive Income Performance
3. Kinerja Arus Kas 3. Cash Flows Performance
4. Kinerja Rasio Keuangan 4. Financial Ratios Performance
Tahun 2015, Kinerja keuangan Angkasa Pura II telah In 2015, the financial performance of Angkasa Pura II has
menunjukkan prestasi yang baik. Hal ini terlihat dari adanya shown good performance. This is seen from the increase in
peningkatan kinerja baik dari sisi laporan posisi keuangan performance both in terms of consolidated statements of
maupun laporan laba rugi perusahaan. Dari sisi laporan financial position and the consolidated statements of income.
posisi keuangan, aset perusahaan meningkat sebesar 27,23% From the consolidated statements of financial position,
menjadi Rp20.270,76 miliar, sedangkan ekuitas perusahaan the Companys assets increased by 27.23% to Rp20,270.76
meningkat sebesar 27,25% menjadi Rp16.235,77 miliar. billion, while the Companys equity increased by 27.25% to
Rp16,235.77 billion.

Pada sisi laporan laba (rugi) Perusahaan, pendapatan usaha On the Companys consolidated statements of income,
meningkat sebesar 16,12% menjadi Rp5.644,15 miliar, operating revenues increased by 16.12% to Rp5,644.15
sedangkan laba komprehensif mengalami peningkatan billion, while the comprehensive income grew by 43.59% to
sebesar 43,59% menjadi Rp1.634,68 miliar. Rp1,634.68 billion.
Laporan Laba Rugi Konsolidasian Consolidated Statements Of Income
Angkasa Pura II berhasil meningkatkan kinerja keuangan Angkasa Pura II successfully increased its financial
di tahun 2015 dimana Perseroan mencatat kenaikan Laba performance in 2015 in which the Company recorded an
Bersih menjadi Rp1.687,32 miliar dari sebelumnya di tahun increase of Net Income to Rp1,687.32 billion compared to
2014 yaitu Rp1.126,77 miliar atau naik sebesar 49,75%. Karena 2014 with Rp1,126.77 billion or rose by 49.75%. Subsequently,
kenaikan laba bersih tersebut, nilai Laba Per Saham di tahun the Basic Earnings per Share in 2015 also increased by 49.75%
2015 juga meningkat sebesar 49,75% dimana sebelumnya di from Rp225,354 in 2014 to Rp337,465 in 2015.
tahun 2014 nilai Laba Per Saham adalah sebesar Rp225.354
menjadi Rp337.465 di tahun 2015.
Laporan Laba Rugi Konsolidasian (dalam miliar rupiah) Consolidated Statements of Income (in billion rupiah)
Uraian Pertumbuhan Growth

2014 2015
Descriptions Nominal %
Pendapatan Usaha
4,860.51 5,644.15 783.63 16.12%
Operating revenues
Beban Usaha
3,609.72 3,577.53 (32.19) -0.89%
Operating expenses
Laba Usaha
1,250.79 2,066.61 815.82 65.22%
Operating profit
Penghasilan Lain-Lain
249.95 268.37 18.42 7.37%
Other income
Laba Sebelum Pajak Penghasilan Badan
1,474.50 2,266.19 791.69 53.69%
Profit before corporate income tax
Beban Pajak Penghasilan Badan
347.73 578.87 231.14 66.47%
Corporate income tax expense
Laba Tahun Berjalan
1,126.77 1,687.32 560.55 49.75%
Profit for the year
Laba Yang Dapat Diatribusikan Kepada:
Profit attributable to:
Pemilik Entitas Induk
1,126.77 1,687.32 560.55 49.75%
Owners of the parent
Kepentingan Nonpengendali
163,564 344,488 180,924.00 110.61%
Non-controlling interests
Total Laba Tahun Berjalan
1,126.77 1,687.32 560.55 49.75%
Total profit for the year
Penghasilan Komprehensif Tahun
Berjalan 1,138.41 1,634.68 496.27 43.59%
Comprehensive income for the year

Laba Komprehensif Yang Dapat
Diatribusikan Kepada:
Comprehensive income attributable
to:
1,138.41 1,634.68 496.27 43.59%
Owners of the parent
Kepentingan Nonpengendali
163,564 344,488 180,924.00 110.61%
Non-controlling interests
Total Laba Komprehensif
1,138.41 1,634.68 496.27 43.59%
Total comprehensive income
Laba Per Saham Dasar
225,354 337,465 112,111.00 49.75%
Basic earnings per share
Pendapatan Usaha Operating Revenues
Angkasa Pura II berhasil meningkatkan perolehan pendapatan Angkasa Pura II successfully increased its operating revenues.
usaha. Tahun 2015 pendapatan usaha mencapai Rp5.644,15 In 2015, the Companys operating revenues reached
miliar atau meningkat sebesar 16,12% dibandingkan tahun Rp5,644.15 billion or rose by 16.12% compared to 2014.
2014.
Semua segmen usaha mengalami peningkatan pendapatan All business segments had an increase of revenues
di tahun 2015 dimana peningkatan terbesar adalah dari in 2015 in which the largest increase came from non-
pendapatan non-aeronautika meningkat sebesar 32,71% aeronautical revenues that grew by 32.71% to Rp2,185.08
menjadi Rp2.185,08 miliar dibandingkan tahun 2014. Di tahun billion compared to 2014. In 2015, aeronautical revenues
2015, pendapatan aeronautika meningkat sebesar 6,97% increased by 6.97% to Rp3,310.23 billion and cargo
menjadi Rp3.310,23 miliar dan pendapatan kargo meningkat revenues rose by 24.48% to Rp148.83 billion compared
sebesar 24,48% menjadi Rp148,83 miliar dibandingkan tahun to 2014.
2014.

Pendapatan Usaha (dalam miliar rupiah) Operating Revenues (in billion rupiah)

2014 2015
Description Nominal %
Pendapatan Aeronautika
3,094.43 3,310.23 215.80 6.97%
Aeronautical Revenues
Pendapatan Non Aeronautika
1,646.52 2,185.08 538.56 32.71%
Non-Aeronautical Revenues
Pendapatan Kargo
119.56 148.83 29.27 24.48%
Cargo Revenues
Jumlah
4,860.51 5,644.15 783.63 16.12%
Total
a. Pendapatan Aeronautika a. Aeronautical Revenues

Pada tahun 2015, pendapatan aeronautika Perseroan In 2015, the Companys aeronautical revenues based on
berdasarkan segmen usaha mengalami peningkatan business segments increased by Rp215.80 billion or 6.97%
sebesar Rp215,80 miliar atau sebesar 6,97% dibandingkan compared to 2014. Revenues of all business segments
tahun 2014. Pendapatan semua segmen usaha jasa of aeronautical services reached Rp3.31 trillion in 2015
aeronautika mencapai sebesar Rp3,31 triliun pada tahun compared to 2014 with Rp3.09 trillion.
2015, dengan pendapatan jasa aeronautika pada tahun
2014 sebesar Rp3,09 triliun.

Peningkatan pendapatan diantaranya berasal dari Jasa Increased revenues among others came from passenger
pelayanan penumpang, pemakaian counter, jasa parking service charges, counter usage, surcharge parking services,
surcharge, pemakaian Aviobridge, dan jasa penempatan. aviobridge usage, and placement services. Passenger service
Jasa pelayanan penumpang merupakan jasa pelayanan charges contributes the most to total aeronautical revenues.
yang berkontribusi terbesar terhadap total pendapatan jasa In 2015, passenger service charges reached Rp2.26 trillion,
aeronautika. Pendapatan jasa pelayanan penumpang tahun increased by Rp123.70 billion or 5.79% compared to 2014
2015 mencapai Rp2,26 triliun, meningkat sebesar Rp123,70 with Rp2.14 trillion. While the other aeronautical services
miliar atau 5,79% dibandingkan pendapatan jasa pelayanan that provide significant growth of revenues, among others:
penumpang tahun 2014 sebesar Rp2,14 triliun. Sedangkan counter usage and surcharge parking services. In terms
jasa pelayanan aeronautika yang lain yang memberikan of revenues growth, respectively grew by Rp52.09 billion
peningkatan pendapatan secara signifikan antara lain: (36.03%) and Rp31.39 billion (193.46%).
pemakaian counter dan jasa parking surcharge. Secara
peningkatan pendapatan, masing-masing tumbuh sebesar
Rp52,09 miliar (36,03%) dan Rp31,39 miliar (193,46%).
Pendapatan Aeronautika (dalam miliar rupiah) Aeronautical Revenues (in billion rupiah)

2014 2015
Jasa pelayanan penumpang
2,136.05 2,259.76 123.70 5.79%
Passenger service charges
Jasa pendaratan
640.10 620.49 (19.61) -3.06%
Landing services
Pemakaian counter
144.58 196.67 52.09 36.03%
Counter usage
Pemakaian aviobridge
115.11 130.14 15.03 13.06%
Aviobridge usage
Jasa penempatan
37.16 48.10 10.95 29.47%
Placement services
Jasa parking surcharge
16.22 47.61 31.39 193.48%
Surcharge parking services
Lainnya
5.22 7.46 2.25 43.10%
Others
Jumlah Pendapatan Aeronautika
3,094.43 3,310.23 215.80 6.97%
Total Aeronautical Revenues
Pada tahun 2015, hampir seluruh bandara mengalami In 2015, almost all airports experienced an increase of revenues
peningkatan pendapatan dari segmen jasa aeronautika. from the aeronautical services segment. The most significant
Peningkatan paling signifikan terdapat di Bandara Kualanamu increase found in Kualanamu Airport (Deli Serdang) amounted
(Deli Serdang) sebesar Rp168,42 miliar (45,03%), Bandara to Rp168.42 billion (45.03%), Halim Perdanakusuma (Jakarta)
Halim Perdanakusuma (Jakarta) sebesar Rp39,03 miliar amounted to Rp39.03 billion (71.14%) and Sultan Mahmud
(71,14%), dan Bandara Sultan Mahmud Badaruddin II sebesar Badaruddin II amounted to Rp6.70 billion (9.55%).
Rp6,70 miliar (9,55%).

Pendapatan Aeronautika Per Bandara (dalam miliar rupiah) Aeronautical Revenues By Airport (in billion rupiah)

2014 2015
Soekarno-Hatta 2,287.49 2,279.46 (8.02) -0.35%
Kualanamu 374.00 542.41 168.42 45.03%
Halim Perdanakusuma 54.86 93.89 39.03 71.14%
Kantor pusat 0.09 - (0.09) -100.00%
Sultan Mahmud Badaruddin II 70.16 76.86 6.70 9.55%
Sultan Syarif Kasim II 77.58 80.86 3.28 4.22%
Minangkabau 67.04 67.37 0.33 0.50%
Husein Sastranegara 61.97 64.03 2.06 3.33%
Supadio 45.80 46.67 0.87 1.90%
Depati Amir 18.09 20.49 2.40 13.27%
Sultan Thaha 16.72 14.94 (1.78) -10.65%
Sultan Iskandar Muda 16.26 17.64 1.37 8.45%
Raja Haji Fisabilillah 4.22 5.49 1.27 30.17%
Silangit 0.16 0.11 (0.06) -34.51%
Total
3,094.43 3,310.23 215.80 6.97%
Total
b. Pendapatan Non Aeronautika b. Non-Aeronautical Revenues

Pada tahun 2015, pendapatan non aeronautika Perseroan In 2015, the Companys non-aeronautical revenues by
berdasarkan segmen usaha mengalami peningkatan business segments increased by Rp535.56 billion or
sebesar Rp535,56 miliar atau sebesar 32,71% dibandingkan 32.71% compared to 2014. Non-aeronautical revenues
tahun 2014. pendapatan jasa non aeronautika mencapai reached Rp2.18 trillion compared to 2014 with Rp1.65
Rp2,18 triliun, dibandingkan tahun 2014 sebesar Rp1,65 trillion.
triliun.
Secara umum, peningkatan ini sejalan dengan peningkatan In general, the increase was in line with the increase of
pelayanan jasa non aeronautika di tiap segmen usaha. non-aeronautical services in every business segment.
Peningkatan pendapatan jasa non aeronautika menjadi Increase in non-aeronautical revenues becomes the
sumber pendapatan dengan pertumbuhan terbesar largest source of revenue growth amounted to Rp538.56
mencapai Rp538,56 miliar (32,71%). Peningkatan billion (32.71%). The increase was primarily derived from
pendapatan non aeronautika diantaranya terutama berasal concessions, parking and ground rent.
dari konsesi, parkir kendaraan dan sewa tanah.

2014 2015
Konsesi
747,97 1.000,39 252,42 33,75%
Concessions
Sewa ruangan
336,96 375,03 38,07 11,30%
Room rent
Utilitas
131,89 167,30 35,41 26,85%
Utilities
Pemasangan reklame
108,89 149,69 40,80 37,47%
Advertising installation
Parkir kendaraan
89,43 180,94 91,51 102,32%
Parking
Sewa tanah
83,12 139,73 56,61 68,11%
Ground rent
Pas pelabuhan
11,98 9,38 (2,59) -21,64%
Pas Ports
Lainnya
136,29 162,61 26,32 19,31%
Others
Jumlah
1.646,52 2.158,08 538,56 32,71%
Total
Peningkatan paling signifikan terdapat di Bandara Halim The most significant increase found in Halim
Perdanakusuma (Jakarta) sebesar Rp515,79 miliar (39,53%), Perdanakusuma Airport (Jakarta) with Rp515.79 billion
Bandara Kualanamu (Deli Serdang) sebesar Rp28,82 miliar (39.53%), Kualanamu Airport (Deli Serdang) with Rp28.82
(22,49%), Bandara Halim Perdanakusuma sebesar Rp17,58 billion (22.49%), Halim Perdanakusuma Airport amounted
miliar (27,11%) dan kantor pusat sebesar Rp57,56 miliar to Rp17.58 billion (27.11%) and head office with Rp57.56
(90,71%). billion (90.71%).

Pendapatan Non Aeronautika Per Bandara (dalam miliar Non-Aeronautical Revenues by Airport (in billion rupiah)
rupiah)

2014 2015
Soekarno-Hatta 1.304,81 1.820,60 515,79 39,53%
Kualanamu 128,71 156,99 28,82 22,49%
Kantor pusat 63,46 121,02 57,56 90,71%
Sultan Syarif Kasim II 40,37 33,28 (7,09) -17,56%
Minangkabau 21,25 17,60 (3,65) -17,18%
Husein Sastranegara 13,01 12,08 (0,93) -7,15%
Supadio 21,92 20,30 (1,63) -7,42%
Depati Amir 10,00 9,24 (0,76) -7,59%
Sultan Thaha 14,51 14,39 (0,12) -0,83%
Sultan Iskandar Muda 8,06 8,05 (0,01) -0,07%
Silangit 0,08 0,16 0,09 112,76%
Total
1.733,99 2.342,67 688,68 35,10%
Total
c. Pendapatan Kargo c. Cargo Revenues

Pendapatan jasa pelayanan kargo meningkat sebesar Cargo revenues of the Company increased by Rp29.27
Rp29,27 miliar atau tumbuh sebesar 24,48% dari tahun billion or rose by 24.48% from 2014. Cargo revenues
2014. Pendapatan jasa pelayanan kargo tahun 2015 in 2015 reached Rp148.83 billion compared to 2014
mencapai Rp148,83 miliar, dibandingkan pendapatan with Rp119.56 billion. The increase was in line with the
jasa pelayanan kargo tahun 2014 sebesar Rp119,56 miliar. achievement of its production in 2015.
Peningkatan ini sejalan dengan pencapaian produksinya
di tahun 2015.

Peningkatan paling signifikan terdapat di kantor pusat sebesar The most significant increase found in the head office of
Rp29,96 miliar (100,00%), Bandara Depati Amir sebesar Rp29.96 billion (100.00%), Depati Amir Airport amounted to
Rp2,73 miliar (159,52%), Bandara Supadio sebesar Rp2,72 Rp2.73 billion (159.52%), Supadio Airport amounted to Rp2,72
miliar (32,62%) dan Bandara Sultan Mahmud Badaruddin II billion (32,62%) and Sultan Mahmud Badaruddin II Airport
sebesar Rp2,29 miliar (29,95%). amounted to Rp2,29 billion (29,95%).
Pendapatan Kargo Bandara (dalam milyar rupiah) Cargo Revenues by Airport (in billion rupiah)

2014 2015
Soekarno-Hatta 47,56 34,76 (12,79) -26,90%
Kualanamu 32,88 30,90 (1,97) -6,00%
Kantor pusat - 29,96 29,96 100,00%
Minangkabau 6,52 8,62 2,11 32,31%
Supadio 8,32 11,04 2,72 32,62%
Depati Amir 1,71 4,44 2,73 159,52%
Sultan Thaha 2,89 3,54 0,65 22,52%
Silangit - - - 0,00%
Total
119,56 148,83 29,27 24,48%
Total
Beban Usaha Operating Expenses
Pada tahun 2015, beban usaha mencapai Rp3,58 triliun, In 2015, the operating expenses reached Rp3.58 trillion,
turun dibandingkan dengan beban usaha tahun 2014 Rp3,61 decreased compared to 2014 with Rp3.61 trillion. The
triliun. Beban usaha tersebut mengalami penurunan sebesar decrease amounted to Rp32.19 billion or 0.89% was primarily
Rp32,19 miliar atau sebesar 0,89%. Penurunan ini khususnya due to efficiency in general and administrative expenses
berasal dari efisiensi pada beban umum dan administrasi amounted to Rp260.14 billion (-27.39%) compared to the
sebesar Rp260,14 miliar atau (-27,39%) dibandingkan tahun previous year.
sebelumnya.

Namun demikian, terdapat peningkatan pada beban usaha However, there is an increase in other operating expenses
yang lain dibandingkan tahun sebelumnya yaitu beban compared to the previous year namely the increase in
pegawai naik sebesar Rp196,57 miliar (20,44%), beban employee expenses amounted to Rp196.57 billion (20.44%),
operasioanl bandara naik sebesar Rp27,11 miliar (1,60%), dan airport operation expenses increased by Rp27.11 billion
beban pemasaran naik sebesar Rp4,28 miliar (194,30%). (1.60%), and marketing expenses increased by Rp4.28 billion
(194.30%).
Beban Usaha (dalam miliar rupiah) Operating Expenses (in billion rupiah)

2014 2015
Beban Pegawai
961.78 1,158.35 196.57 20.44%
Employee Expenses
Beban Operasional Bandara
1,695.83 1,722.94 27.11 1.60%
Airport Operation Expenses
Beban Umum dan Administrasi
949.91 689.77 (260.14) -27.39%
General and Administrative Expenses
Beban Pemasaran
2.20 6.48 4.28 194.30%
Marketing Expenses
Jumlah
3,609.72 3,577.53 (32.19) -0.89%
Total
Penghasilan (Beban) Lain-Lain Other Income (Expenses)
Pada tahun 2015, penghasilan lain-lain mencapai Rp268,37 In 2015, the Companys other income reached Rp268.37
miliar. Hal ini menunjukkan peningkatan sebesar Rp18,42 billion. This shows an increase of Rp18.42 billion or 7.37%
miliar atau 7,37 miliar dibandingkan penghasilan lain-lain compared to 2014 with Rp249.95 billion. In general, factors
tahun 2014 sebesar Rp249,95 miliar. Secara umum, faktor affecting the increase in other income namely profit (loss)
yang mempengaruhi peningkatan penghasilan lain-lain yaitu on foreign exchange, net primarily derived from assets and
adanya Laba (rugi) selisih kurs, bersih terutama berasal dari liabilities in foreign currency and differences in transaction
aset dan liabilitas dalam mata uang asing dan perbedaan nilai exchange rate from business activities in foreign currency.
tukar transaksi dari kegiatan usaha dalam mata uang asing.

Penghasilan (Beban) Lain-lain Other Income (Expenses)

2014 2015
Penghasilan keuangan, bersih
99.59 62.44 (37.15) -37.30%
Financial income, net
Pajak final atas penghasilan keuangan
(20.51) (13.65) 6.86 -33.43%
Final income tax
Bagian laba entitas asosiasi
8.31 9.72 1.41 16.96%
Share in net income of associates
Penghasilan lain-lain
282.81 336.45 53.63 18.96%
Other income
Beban lain-lain
(119.33) (125.14) (5.81) 4.87%
Other expenses
Beban pendanaan
(0.92) (1.44) (0.52) 57.01%
Financing expenses
Jumlah Penghasilan (Beban) Lain-lain
249.95 268.37 18.42 7.37%
Total other income (expenses)
Laba Sebelum Pajak Penghasilan Badan Profit Before Corporate Income Tax
Angkasa Pura II mencatatkan peningkatan laba sebelum pajak Angkasa Pura II recorded an increase in profit before corporate
pengahasilan badan pada tahun 2015 dibandingkan tahun income tax in 2015 compared to 2014. In 2015, profit before
2014. Laba sebelum pajak pengahasilan badan tahun 2015 corporate income tax amounted to Rp2.27 trillion, an increase
sebesar Rp2,27 triliun, meningkat sebesar Rp791,69 miliar of Rp791.69 billion or 53.69% compared to 2014 with Rp1.47
atau 53,69% dibanding 2014 yang tercatat sebesar Rp1,47 trillion. The increase was in line with the increase in operating
triliun. Hal tersebut sejalan dengan peningkatan pendapatan revenues and efficiency in operating expenses.
usaha dan efisiensi pada beban usaha.

Beban (Manfaat) Pajak Penghasilan Badan Corporate Income Tax Expenses (Benefits)
Beban pajak penghasilan badan tahun 2015 sebesar Rp578,87 Corporate income tax benefits in 2015 amounted to Rp578.87
miliar, meningkat sebesar Rp231,14 miliar atau 66,47% billion, increased by Rp231.14 billion or 66.47% compared to
dibandingkan beban pajak penghasilan badan tahun 2014 2014 with Rp347.73 billion. The increase was primarily due to
sebesar Rp347,73 miliar. Peningkatan beban pajak penghasilan the increase in current tax of Rp174.95 billion and deferred tax
badan terutama karena peningkatan pajak kini sebesar amounted to Rp56.19 billion.
Rp174,95 miliar dan pajak tangguhan sebesar Rp56,19 miliar.
Laba Tahun Berjalan Profit For The Year
Pada tahun 2015, Angkasa Pura II berhasil membukukan laba In 2015, Angkasa Pura II successfully recorded a net profit of
bersih sebesar Rp1,69 triliun. Laba bersih tersebut meningkat Rp1.69 trillion. The net profit increased by Rp560.55 billion or
sebesar Rp560,55 miliar atau 49,75% dibandingkan tahun 49.75% compared to 2014 with Rp1.13 trillion. The increase
2014 yang tercatat sebesar Rp1,13 triliun. Peningkatan pada was primarily due to the increase in Profit Before Tax and Net
Laba Sebelum Pajak dan Laba Usaha yang paling utama Income.
meningkatkan Laba Bersih Perseroan di tahun 2015.

LABA YANG DAPAT DIATRIBUSIKAN ATTRIBUTABLE PROFIT
Seiring dengan meningkatnya laba tahun berjalan pada tahun In line with the increase of profit for the year in 2015, the
2015, maka Laba yang dapat diatribusikan kepada pemilik profit attributable to owners of the parent also increased by
entitas induk juga mengalami peningkatan sebesar Rp560,55 Rp560.55 billion or 49.75%. Profit attributable to owners of the
miliar atau 49,75%. Laba yang dapat diatribusikan kepada parent reached Rp1.69 trillion compared to 2014 with Rp1.13
pemilik entitas induk mencapai Rp1,69 triliun dibandingkan trillion. While for the profit attributable to non-controlling
laba yang dapat diatribusikan kepada pemilik entitas induk interests had an increase of 110.61% compared to 2014.
tahun 2014 sebesar Rp1,13 triliun. sedangkan, besarnya laba
yang dapat diatribusikan kepada kepentingan non pengendali
mengalami peningkatan sebesar 110,61%, dibandingkan pada
tahun 2014.
Laba Yang Dapat Diatribusikan (dalam miliar rupiah) Attributable Profit (in billion rupiah)

2014 2015
Laba yang Dapat Diatribusikan Kepada
1,126.77 1,687.32 560.55 49.75%
Profit Attributable to Owners of the
Parent
Laba yang Dapat Diatribusikan Kepada
Kepentingan Non Pengendali (dalam
rupiah penuh) 0.00016 0.00034 0.00018 110.61%
Profit Attributable to Non-controlling
Interests (in full Rupiah amount)
Jumlah
1,126.77 1,687.32 560.55 49.75%
Total
Total Penghasilan Komprehensif Tahun Berjalan Total Comprehensive Income For The Year
Angkasa Pura II juga mencatatkan total penghasilan In 2015, Angkasa Pura II also recorded a total comprehensive
komprehensif tahun berjalan tahun 2015 sebesar Rp1,63 income for the year amounted to Rp1.63 trillion, an increase
triliun, meningkat sebesar Rp496,27 miliar atau 43,59% of Rp496.27 billion or 43.59% compared to 2014 with Rp1.14
dibandingkan tahun 2014 yang tercatat sebesar Rp1,14 triliun. trillion. The increase was due to the increased profit for the
Peningkatan total penghasilan komprehensif tahun berjalan year.
disebabkan meningkatnya laba tahun berjalan.

Penghasilan Komprehensif Yang Dapat Diatribusikan Attributable Comprehensive Income
Peningkatan penghasilan komprehensif memberi dampak Increase in comprehensive income have an impact on the
pada meningkatnya penghasilan komprehensif yang dapat increase of comprehensive income attributable to owners of
diatribusikan kepada pemilik entitas induk. Penghasilan the parent. In 2015, comprehensive income attributable to
komprehensif yang dapat diatribusikan kepada pemilik entitas owners of the parent amounted to Rp1.63 trillion, increased
induk tahun 2015 sebesar Rp1,63 triliun, meningkat Rp496,27 by Rp496.27 billion or 43.5% compared to 2014 with Rp1.14
miliar atau 43,5% dibandingkan penghasilan komprehensif trillion. While the comprehensive income attributable to non-
yang dapat diatribusikan kepada pemilik entitas induk controlling interests increased by 110.61% from 2014.
tahun 2014 sebesar Rp1,14 triliun. Sedangkan penghasilan
komprehensif yang dapat diatribusikan kepada kepentingan
non pengendali meningkat sebesar 110,61%, dari tahun 2014.
Laba Komprehensif yang Dapat Diatribusikan (dalam miliar Attributable Comprehensive Income (in billion Rupiah)
rupiah)

2014 2015
Laba Komprehensif yang Dapat
Diatribusikan Kepada Pemilik Entitas
Induk 1,138.41 1,634.68 496.27 43.59%
Comprehensive Income Attributable to
Laba Komprehensif yang Dapat
Diatribusikan Kepada Kepentingan Non
Pengendali (dalam rupiah penuh) 0.00016 0.00034 0.00018 110.61%
Comprehensive Income Attributable to
Jumlah Total 1,138.41 1,634.68 496.27 43.59%
Laba Per Saham Dasar Basic Earnings Per Share
Di tahun 2015, laba per saham dasar tercatat lebih tinggi In 2015, basic earnings per share is higher in value compared
nilainya dibandingkan tahun 2014. Laba per saham di tahun to 2014. Basic earnings per share in 2015 amounted to
2015 adalah sebesar Rp337.465, sedangkan di tahun 2014 Rp337,465 while in 2014 amounted to Rp225,354. Increase in
adalah sebesar Rp225.354. Peningkatan laba per saham the basic earnings per share is in line with the increased profit
sejalan dengan meningkatnya laba tahun berjalan yang for the year generated by Angkasa Pura II in 2015.
dihasilkan oleh Angkasa Pura II di tahun 2015.

Laporan Posisi Keuangan Konsolidasian Consolidated Statements Of Financial Position
Kinerja keuangan Angkasa Pura II tahun 2015 menunjukkan Financial performance of Angkasa Pura II in 2015 showed
peningkatan. Hal ini terlihat dari instrumen posisi keuangan an increase which reflected in the growth of the Companys
Perusahaan mengalami pertumbuhan dibandingkan financial position instruments compared to the previous
tahun sebelumnya. Posisi aset meningkat sebesar 21,40% year. Assets position increased by 21.40% compared to the
dibandingkan posisi aset pada tahun sebelumnya. Sedangkan previous year followed by an increase in the equity position
posisi ekuitas meningkat sebesar 27,25% dibandingkan with 27.25% compared to 2014.
dengan posisi ekuitas tahun 2014.
Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah) Consolidated Statements of Financial Position (in billion
Rupiah)

2014 2015
ASET ASSETS 15,932.52 20,270.76 4,338.25 21.40%
Aset Lancar Current Assets 1,869.57 4,023.89 2,154.32 115.23%
Aset Tidak Lancar Non Current Assets 14,062.95 16,246.87 2,183.93 15.53%
LIABILITAS LIABILITIES 3,173.09 4,034.99 861.90 21.36%
Liabilitas Jangka Pendek
2,192.19 2,287.80 95.61 4.36%
Short-Term Liabilities
Liabilitas Jangka Panjang
980.90 1,747.19 766.29 78.12%
Long-Term Liabilities
EKUITAS EQUITY 12,759.42 16,235.77 3,476.35 27.25%
LIABILITAS DAN EKUITAS
15,932.52 20,270.76 4,338.25 21.40%
LIABILITIES AND EQUITY
Aset Assets
Total aset Angkasa Pura II pada tahun 2015 mencapai Rp20,27 Total assets of Angkasa Pura II in 2015 reached Rp20.27
triliun, meningkat sebesar Rp4,34 triliun dibandingkan trillion, increased by Rp4.34 trillion compared to 2014 with
total aset pada tahun 2014 sebesar Rp15,93 triliun. Secara Rp15.93 trillion. In terms of composition, the Companys
komposisi, aset Perseroan terdiri dari aset lancar sebesar assets consist of 19.85% current assets and 80.15% non
19,85% dan aset tidak lancar sebesar 80,15%. current assets.

a. Aset Lancar a. Current Assets

Aset Lancar Perseroan tahun 2015 mencapai Rp4,02 The Companys current assets in 2015 reached Rp4.02
triliun, meningkat sebesar Rp2,15 triliun atau 115,23% trillion, increased by Rp2.15 trillion or 115.23% compared
dibandingkan jumlah aset lancar tahun 2014 sebesar to 2014 with Rp1.87 trillion. The largest increase came
Rp1,87 triliun. Peningkatan aset lancar terbesar berasal dari from cash and cash equivalents, prepaid tax and accrued
kas dan setara kas, pajak dibayar dimuka dan pendapatan income.
yang masih harus diterima.
Aset Lancar (dalam miliar rupiah) Current Assets (in billion rupiah)

2014 2015
Kas dan setara kas
1,030.57 2,930.50 1,899.93 184.36%
Cash and cash equivalents
Piutang usaha, bersih
456.11 494.01 37.90 8.31%
Trade receivables, net
Piutang lain-lain Other receivables 64.50 49.80 (14.70) -22.79%
Persediaan Inventories 14.30 11.19 (3.11) -21.74%
Pajak dibayar di muka Prepaid taxes 27.60 55.31 27.71 100.41%
Uang muka Cash advance 46.09 28.65 (17.44) -37.83%
Pendapatan yang masih harus diterima
230.40 454.43 224.03 97.23%
Accrued income
TOTAL ASET LANCAR
1,869.57 4,023.89 2,154.32 115.23%
TOTAL CURRENT ASSETS
b. Aset Tidak Lancar b. Non Current Assets

Aset tidak lancar di tahun 2015 mencapai Rp16,25 triliun, Non current assets in 2015 reached Rp16.25 trillion,
meningkat Rp2,18 triliun atau 15,53% dibandingkan increased by Rp2.18 trillion or 15.53% compared to 2014
aset tidak lancar tahun 2014 sebesar Rp14,06 triliun. with Rp14.06 trillion. The increase was dominated by the
Peningkatan ini didominasi oleh peningkatan aset tetap increase of fixed assets with Rp2.20 trillion or 16.19%.
sebesar Rp2,20 triliun atau 16,19%. Penambahan aset Additions of fixed assets is particularly occur in time of the
tetap khususnya terjadi pada aset bangunan gedung dan construction of building and field assets.
bangunan lapangan dalam pembangunan.
Aset Tidak Lancar (dalam miliar rupiah) Non Current Assets (in billion Rupiah)

2014 2015
Klaim pengembalian pajak
30.51 0.00 (30.51) -100.00%
Claims for tax refunds
Aset keuangan yang tersedia untuk
dijual 102.22 106.44 4.22 4.13%
Financial assets-available for sale
Penyertaan saham Investments 240.29 250.01 9.72 4.04%
Properti investasi, netto
78.97 78.29 (0.68) -0.86%
Investment Property, net
Aset tetap, netto Fixed Assets, net 13,577.82 15,775.56 2,197.74 16.19%
Goodwill Goodwill 0.20 0.20 - 0.00%
Aset tidak lancar lain-lain
32.94 36.37 3.43 10.42%
Other non current assets
TOTAL ASET TIDAK LANCAR
14,062.95 16,246.87 2,183.93 15.53%
TOTAL NON CURRENT ASSETS

Liabilitas Liabilities
Total liabilitas Angkasa Pura II pada tahun 2015 mencapai Total liabilities of Angkasa Pura II in 2015 reached Rp20.27
Rp20,27 triliun, meningkat sebesar Rp861,90 miliar atau trillion, increased by Rp861.90 billion or 27.16% compared
27,16% dibandingkan total liabilitas pada tahun 2014 sebesar to 2014 with Rp3.17 trillion. In terms of composition, the
Rp3,17 triliun. Secara komposisi, liabilitas Perseroan terdiri Companys liabilities consist of 56.70% short-term liabilities
dari liabilitas jangka pendek sebesar 56,70% dan liabilitas and 43.30% long-term liabilities.
jangka panjang sebesar 43,30%.
a. Liabilitas Jangka Pendek a. Short-Term Liabilities

Liabilitas jangka pendek Perseroan mencapai Rp2,29 The Companys short-term liabilities reached Rp2.29
triliun, meningkat sebesar Rp95,61 miliar atau 4,36% trillion, increased by Rp95.61 billion or 4.36% compared
dibandingkan liabilitas jangka pendek tahun 2014 sebesar to 2014 with Rp2.19 trillion. The increase was due to
Rp2,19 triliun. Peningkatan liabilitas jangka pendek the increase of accrued expenses with Rp87.13 billion
terutama berasal dari meningkatnya beban akrual sebesar or 6.04%, tax payable amounted to Rp67.01 billion or
Rp87,13 miliar atau 6,04%, utang pajak sebesar Rp67,01 90.99%, pension fund liabilities with Rp12.38 billion or
miliar atau 90,99%, liabilitas dana pensiun sebesar Rp12,38 13.50% and post-employment benefits liabilities-short
miliar atau 13,50% dan liabilitas imbalan kerja jangka term amounted to Rp13.40 billion or 10.15%.
pendek sebesar Rp13,40 miliar atau sebesar 10,15%.
Liabilitas Jangka Pendek (dalam miliar rupiah) Short-Term Liabilities (in billion Rupiah)

2014 2015
Utang usaha Trade Payable 24.32 18.38 (5.95) -24.44%
Utang lain-lain Other Accounts Payable 318.17 232.23 (85.94) -27.01%
Beban akrual Accrued Expenses 1,443.08 1,530.21 87.13 6.04%
Utang pajak Tax Payable 73.65 140.66 67.01 90.99%
Liabilitas dana pensiun
91.71 104.09 12.38 13.50%
Pension Fund Liabilities
Pendapatan yang diterima di muka
109.20 116.78 7.57 6.94%
Revenue Received in Advanced
Liabilitas imbalan kerja jangka pendek
Post-employment benefits liabilities- 132.05 145.45 13.40 10.15%
short term
Total Liabilitas Jangka Pendek
2,192.19 2,287.80 95.61 4.36%
Total Short-Term Liabilities

b. Liabilitas Jangka Panjang b. Long-Term Liabilities

Liabilitas jangka panjang Perseroan mencapai Rp1,75 The Companys long-term liabilities reached Rp1.75
triliun, meningkat sebesar Rp766,29 miliar atau 78,12% trillion, increased by Rp766.29 billion or 78.12% compared
dibandingkan liabilitas jangka panjang tahun 2014 sebesar to 2014 with Rp980.90 billion. The increase was primarily
Rp980,90 miliar. Peningkatan liabilitas jangka panjang due to a third party debt with Rp774.64 billion (183.13%),
terutama berasal dari pinjaman jangka panjang sebesar customer security deposits amounted to Rp5.59 billion
Rp774,64 miliar (183,13%), utang jaminan pelanggan (32.59%) and THT program safekeeping funds of Rp2.39
sebesar Rp5,59 miliar (32,59%) dan dana program billion (40.77%).
tunjangan hari tua sebesar Rp2,39 miliar (40,77%).
Liabilitas Jangka Panjang (dalam miliar rupiah) Long-Term Liabilities (in billion Rupiah)

2014 2015
Pinjaman jangka panjang A third party debt 423,00 1.197,64 774,64 183,13%
Utang lain-lain Other Accounts Payable 11,65 6,22 (5,43) -46,58%
Utang jaminan pelanggan Customer security deposits 17,15 22,73 5,59 32,59%
Liabilitas pajak tangguhan Deferred tax liabilities 346,37 341,31 (5,07) -1,46%
Liabilitas imbalan kerja
170,98 165,75 (5,23) -3,06%
Post-employment benefits liabilities-long term
Dana program tunjangan hari tua
5,87 8,26 2,39 40,77%
THT program safekeeping funds
Dana program BUMN Peduli Beasiswa
5,88 5,28 (0,61) -10,31%
BUMN Cares Scholarshop-program safekeeping funds
Total Liabilitas Jangka Panjang
980,90 1.747,19 766,29 78,12%
Total Long-Term Liabilities

Ekuitas Equity
Perseroan Ekuitas Angkasa Pura II tahun 2015 mencapai In 2015, Equity of Angkasa Pura II reached Rp16.26 trillion,
Rp16,26 triliun, meningkat sebesar Rp3,48 triliun atau 27,25% increased by Rp3.48 trillion or 27.25% compared to 2014 with
dibandingkan jumlah ekuitas tahun 2014 sebesar Rp12,76 Rp12.76 trillion. The increase in equity was mainly driven by
triliun. Peningkatan ekuitas terutama disebabkan oleh addional paid-in capital, in accordance with Government
penambahan modal disetor, sesuai Peraturan Pemerintah Regulation No. 130 Year 2015 dated December 28th, 2015
(PP) No. 130 Tahun 2015 tanggal 28 Desember 2015 dan and Decree of the Minister of SOEs No. S-17/MBU/01/2016
Surat Keputusan Menteri BUMN No. S-17/MBU/01/2016 dated January 8th, 2016, the Minister of SOEs sets additional
tanggal 8 Januari 2016, Menteri BUMN menetapkan State equity participation in the amount of Rp2.00 trillion for
penambahan penyertaan modal Negara Republik Indonesia land acquisition to be used for the construction of runway 3
sebesar Rp2,00 triliun dalam rangka pembebasan lahan of Soekarno-Hatta International Airport.
untuk pembangunan landasan pacu (runway) 3 Bandar Udara
Internasional Soekarno-Hatta.
Ekuitas (dalam miliar rupiah) Equity (in billion Rupiah)

2014 2015
Ekuitas yang Dapat Diatribusikan Kepada Pemilik Entitas Induk
Equity attributable to owners of the parent
Modal Saham Capital Stock 5,000.00 5,000.00 - 0.00%
Modal Disetor Lainnya Other Paid-in Capital 384.50 2,384.50 2,000.00 520.16%
Komponen ekuitas lainnya Other Equity Components 2,099.74 2,182.98 83.24 3.96%
Rugi komprehensif lain Other comprehensive loss (42.74) (95.38) (52.64) 123.16%
Selisih ekuitas entitas anak
(26.32) -26.32 - 0.00%
Difference in Equity of Subsidiaries
Saldo laba Retained Earnings
- Dicadangkan Appropriated 4,713.03 5,569.53 856.50 18.17%
- Belum dicadangkan Unappropriated 631.21 1,220.46 589.25 93.35%
Ekuitas yang dapat diatribusikan Equity attributable to
- Kepada pemilik entitas induk Owners of the parent 12,759.42 16,235.77 3,476.35 27.25%
- Kepentingan nonpengendali Non-controlling interests 0.00 0.00 0.00 58.28%
Total Ekuitas Total Equity 12,759.42 16,235.77 3,476.35 27.25%

Laporan Arus Kas Konsolidasian Consolidated Statements Of Cash Flow
Angkasa Pura II mencatatkan kas dan setara kas akhir tahun At the end of 2015, Angkasa Pura II recorded Rp2.93 trillion
pada 2015 sebesar Rp2,93 triliun, meningkat sebesar Rp1,90 Cash and Cash Equivalents, increased by Rp1.90 trillion or
triliun atau 184,36% dibandingkan dengan kas dan setara kas 184.36% compared to the end of 2014 with Rp1.03 trillion.
akhir tahun 2014 yang sebesar Rp Rp1,03 triliun. Peningkatan The increase was primarily due to the increase in cash flows
ini terutama disebabkan oleh meningkatnya arus kas dari from financing activities in 2015 compared to the previous
aktivitas pendanaan pada 2015 dari tahun sebelumnya. year.
Laporan Arus Kas Konsolidasian (dalam miliar Rupiah) Consolidated Statements of Cash Flow (in billion Rupiah)
Pertumbuhan
Uraian
2014 2015 Growth
Descriptions
Nominal %
Arus Kas Bersih Dari (Untuk) Aktivitas
Operasi
2,437.35 2,231.67 (205.67) -8.44%
Net Cash Flows From (For) Operating
Activities
Investasi
(2,555.35) (2,112.13) 443.22 -17.34%
Net Cash Flows From (For) Investing
Activities
Pendanaan
(361.46) 1,780.39 2,141.85 -592.55%
Net Cash Flows From (For) Financing
Activities
Kenaikan (Penurunan) Kas dan Setara
Kas
(479.46) 1,899.93 2,379.39 -496.26%
Increase (Decrease) in Cash & Cash
Equivalents
Kas dan Setara Kas Awal Tahun
Cash & Cash Equivalents at Beginning 1,510.03 1,030.57 (479.46) -31.75%
of Year
Kas dan Setara Kas Akhir Tahun
1,030.57 2,930.50 1,899.93 184.36%
Cash & Cash Equivalents at End of Year

Arus Kas Dari Aktivitas Operasi Cash Flows From Operating Activities
Arus kas dari aktivitas operasi tahun 2015 tercatat sebesar Cash flows from operating activities in 2015 amounted to
Rp2,23 triliun, turun sebesar Rp205,67 miliar dibandingkan Rp2.23 trillion, decreased by Rp205.67 billion compared
arus kas dari aktivitas operasi tahun 2014 sebesar Rp2,44 to 2014 with Rp2.44 trillion. The decrease was due to the
triliun. Hal ini disebabkan karena meningkatnya arus kas increased cash flows for supplier payments and other
untuk pembayaran pemasok dan pembayaran-pembayaran payments.
yang lainnya.
Arus Kas dari Aktivitas Operasi (dalam miliar Rupiah) Cash Flows from Operating Activities (in billion Rupiah)
Pertumbuhan
Uraian
2014 2015 Growth
Descriptions
Nominal %
Peneriman dari pelanggan
4.569,42 5.644,15 1.074,73 23,52%
Receipts from customers
Pembayaran kepada pemasok,
kontraktor dan pihak ketiga lainnya (748,30) (1.940,73) (1.192,43) 159,35%
Supplier payments & other third parties
Pembayaran pada karyawan
(1.007,18) (1.158,35) (151,17) 15,01%
Employees payments
Pembayaran beban bunga
(0,92) (1,44) (0,52) 57,01%
Interest payments
Penerimaan penghasilan bunga
99,59 62,44 (37,15) -37,30%
Interest income receipts
Penerimaan lainnya
208,49 336,45 127,95 61,37%
Other receipts
Pembayaran lainnya
(59,33) (125,14) (65,81) 110,92%
Other payments
Pembayaran pajak
(624,43) (585,70) 38,73 -6,20%
Tax payments
Kas neto yang diperoleh dari aktivitas
operasi 2.437,35 2.231,67 (205,67) -8,44%
Net cash flow from operating activities

Arus Kas Untuk Aktivitas Investasi Cash Flows For Investing Activities
Arus kas dari aktivitas investasi tahun 2015 tercatat sebesar Cash flows from investing activities in 2015 amounted to
Rp2,11 triliun, lebih rendah sebesar Rp443,22 miliar Rp2.11 trillion, decreased by Rp443.22 billion compared to
dibandingkan arus kas dari aktivitas investasi tahun 2014 2014 with Rp2.55 trillion. The decrease was due to the lower
sebesar Rp2,55 triliun. Hal ini, disebabkan adanya pengeluaran expenditures for purchase of fixed assets and other assets in
untuk pembelian aset tetap dan aset lain tahun 2015 lebih 2015 compared to 2014.
rendah dibandingkan dengan pengeluaran untuk pembelian
aset tetap dan aset lain tahun 2014.
Arus Kas dari Aktivitas Investasi (dalam miliar Rupiah) Cash Flows from Investing Activities (in billion Rupiah)

2014 2015
Pembelian aset tetap dan aset lain
(2.706,53) (2.107,91) 598,62 -22,12%
Purchase of fixed assets and other assets
Penerimaan dari pihak berelasi
125,59 9,72 (115,87) -92,26%
Proceeds from related parties
Penarikan (penyertaan) investasi
25,59 (13,94) (39,53) -154,47%
Investment
Kas Neto yang digunakan untuk aktivitas investasi
(2.555,35) (2.112,13) 443,22 -17,34%
Net cash flow for investing activities
Arus Kas Untuk Aktivitas Pendanaan Cash Flows For Financing Activities
Arus kas untuk aktivitas pendanaan tahun 2015 tercatat Cash flows for financing activities in 2015 amounted to
sebesar Rp1,78 triliun, meningkat sebesar Rp2,14 triliun. Rp1.78 trillion, increased by Rp2.14 trillion. While in 2014,
Sementara pada 2014, Angkasa Pura II mencatatkan arus Angkasa Pura II recorded cash flows for financing activities
kas untuk aktivitas pendanaan sebesar Rp367,46 miliar. of Rp367.46 billion. The increase was due to the additional
Peningkatan arus kas untuk aktivitas pendanaan disebabkan paid-in capital.
oleh penambahan modal disetor.
Arus Kas dari Aktivitas Pendanaan (dalam miliar Rupiah) Cash Flows from Financing Activities (in billion Rupiah)

2014 2015
Pembayaran dividen kas
(361,46) (219,61) 141,85 -39,24%
Payment of cash dividend
Penambahan modal disetor lainnya
- 2.000,00 2.000,00 100,00%
Additional other paid-in capital
Kas Neto yang digunakan untuk aktivitas pendanaan
(361,46) 1.780,39 2.141,85 592,55%
Net cash flow from (for) funding activities

Kenaikan (Penurunan) Bersih Kas Dan Setara Kas Net Increase (Decrease) In Cash And Cash Equivalents
Secara keseluruhan tahun 2015, terjadi peningkatan atas Overall in 2015, Net Cash and Cash Equivalents experienced
Kenaikan (Penurunan) Bersih Kas dan Setara Kas jika an increase compared to 2014. In 2015, the Company
dibandingkan dengan tahun 2014. Pada 2015, Perseroan recorded a Net Increase in Cash and Cash Equivalents at
mencatatkan Kenaikan Bersih Kas dan Setara Kas sebesar Rp1.90 trillion, an increase in Net Cash and Cash Equivalents
Rp1,90 triliun, terjadi peningkatan sebesar Rp2,38 triliun by Rp2.38 trillion compared to 2014.
dibandingkan dengan tahun 2014.
Kas Dan Setara Kas Akhir Tahun Cash And Cash Equivalents At End Of Year
Besarnya Kas dan Setara Kas Akhir Tahun pada 2015 tercatat The amount of Cash and Cash Equivalents at end of 2015
sebesar Rp2,93 triliun, meningkat Rp1,90 triliun atau 184,36% stood at Rp2.93 trillion, an increase of Rp1.90 trillion or
dibanding Kas dan Setara Kas Akhir Tahun 2014 sebesar 184.36% compared to 2014, which amounted to Rp1.03
Rp1,03 triliun. trillion.
Rasio Keuangan Penting Essential Financial Ratios
Berikut uraian mengenai rasio keuangan konsolidasian The following describes the essential consolidated financial
penting yang menggambarkan pencapaian kinerja keuangan ratios that represent the achievement of financial and
dan operasional Perseroan untuk tahun 2015 dan 2014. operational performance of the Company in 2015 and 2014.
Rasio Keuangan Konsolidasian Penting Essential Consolidated Financial Ratios
Rasio Likuiditas Liquidity Ratios

Adalah ukuran yang dipergunakan untuk menghitung tingkat Liquidity Ratios are used to measure a companys ability to
kemampuan perusahaan dalam memenuhi liabilitas jangka meet its short-term liabilities. The liquidity level of Angkasa
pendeknya. Adapun tingkat kemampuan Angkasa Pura II dan Pura II and its subsidiaries (Persero) in 2015 to meet its short-
entitas anak (Persero) tahun 2015 dalam memenuhi liabilitas term liabilities is shown by:
jangka pendeknya ditunjukkan dengan: Current Ratio reached as much as 1.76 times
Rasio Lancar mencapai sebanyak 1.76 kali. Quick Ratio reached as much as 1.75 times.
Rasio Cepat mencapai sebanyak 1.75 kali. Cash Ratio reached as much as 1.28 times.
Rasio Kas mencapai sebanyak sebesar 1.28 kali.

Dibanding dengan tahun 2014, rasio lancar, rasio likuiditas Compared to 2014, Current Ratio, other Liquidity Ratios in
lainnya tahun 2015 mengalami penurunan. Namun demikian, 2015 experienced a decrease. However, in general, the ability
secara umum likuiditas Perseroan dan entitas anak di of the Company and its subsidiaries in 2015 is still very good
tahun 2015 masih sangat baik dalam memenuhi kebutuhan in meeting its liquidity requirements.
likuditasnya.
Rasio Leverage Leverage Ratio

Adalah ukuran yang dipergunakan untuk menghitung Leverage Ratio is used to measure a companys ability to
tingkat kemampuan perusahaan dalam memenuhi segala meet all of its liabilities if the company and its subsidiaries
liabilitasnya apabila saat ini perusahaan dan entitas anak are liquidated. The liquidity level of Angkasa Pura II in 2015
dilikuidasi. Adapun tingkat kemampuan Angkasa Pura II tahun to meet its liabilities if it is liquidated at this point of time
2015 dalam memenuhi liabilitas apabila dilakukan likuidasi isindicated by:
pada saat ini ditunjukkan dengan:
Rasio Liabilitas atas Aset sebesar 19.91 %. Liabilities to Assets Ratio is 19.91%;
Rasio Liabilitas atas Ekuitas sebesar 24.85 %. Liabilities to Equity Ratio is 24.85%.
Dibandingkan dengan tahun 2014, terjadi kenaikan dalam Compared to 2014, there was an increase in the leverage ratio
rasio leverage perusahaan tahun 2015, sehingga menunjukkan of the company in 2015, thus demonstrating its increasing
semakin mampu dalam memenuhi kebutuhan solvabilitasnya. ability to meet its solvency requirements.
Rasio Aktivitas Activity Ratio

Adalah ukuran yang dipergunakan untuk menghitung tingkat Activity Ratio is used to measure the effectiveness level of a
efektivitas perusahaan dan entitas anak dalam memanfaatkan company and its subsidiaries in utilizing all available resources
semua sumber daya yang ada pada pengendaliannya. at its control.
Adapun tingkat efektivitas Angkasa Pura II dan entitas anak As for the effectiveness level of Angkasa Pura II and its
tahun 2015 dalam mengendalikan sumber daya yang dimiliki subsidiaries in 2015 in controlling its resources is indicated
ditunjukkan dengan: by:
Rasio Perputaran Persediaan sebanyak 1 kali. Inventory Turnover Ratio as much as 1 time;
Rasio Perputaran Aset sebanyak 0.43 kali. Assets Turnover Ratio as much as 0,43 times;
Rasio Liabilitas atas Aset sebesar 73 hari. Liabilities to Assets Ratio as much as 73 days.
Dibandingkan dengan tahun 2014, Rasio Perputaran Aset Compared to 2014, there was an increase of Assets Turnover
dan Rasio Penagihan tahun 2015 terjadi kenaikan, sedangkan Ratio and Receivables Turnover Ratio in 2015, while the
Rasio Perputaran Persediaan tahun 2015 terjadi penurunan Inventory Turnover ratio in 2015 decreased in number of
jumlah hari perputaran penagihan dari tahun lalu. Dengan collection days from last year. Thus, in general, activity of
demikian, secara umum aktivitas perusahaan dan entitas the company and its subsidiaries in 2015 is in a very good
anak tahun 2015 dalam kondisi yang sangat baik dan terjadi condition with improvement over the previous year.
peningkatan dibanding tahun sebelumnya.
Rasio Profitabilitas (Rasio Kemampuan Laba) Profitability Ratio (Earning Capability Ratio)
Adalah ukuran yang dipergunakan untuk menghitung Profitability Ratio is used to measure the net end results
hasil akhir bersih dari berbagai kebijakan dan keputusan of various policies and management decisions that will
manajemen yang akan memberikan jawaban akhir tentang provide the final answer on the management effectiveness
efektivitas manajemen dalam mengelola perusahaan. Adapun in managing the company. As for the profitability level of
tingkat profitabilitas Angkasa Pura II dan entitas anak tahun Angkasa Pura II and its subsidiaries in 2015 is shown by:
2015 ditunjukkan dengan: Return on Equity Ratio is 22,85%;
Rasio Imbalan Ekuitas sebesar 22,85 %. Return on Investment Ratio is 13,81%;
Rasio Imbalan Investasi sebesar 13,81 %. Profit Margin on Sales Ratio is 29,90%;
Rasio Margin Laba atas Penjualan sebesar 29,90 %. EBITDA to Sales Ratio is 49,59%.
Rasio EBITDA atas Penjualan sebesar 49,59 %.

Dibandingkan dengan tahun 2014, rasio Imbalan Ekuitas, Compared to 2014, Return on Equity Ratio, Return on
Rasio imbalan Investasi, mengalami kenaikan tidak signifikan Investment Ratio, experienced insignificant increase in 2015,
pada tahun 2015, sedangkan Rasio Margin Laba atas Penjualan while the Profit Margin on Sales Ratio and EBITDA to Sales
dan Rasio EBITDA atas Penjualan mengalami penurunan pada Ratio decreased in 2014. Thus, in general, Angkasa Pura II
tahun 2014. Dengan demikian, secara umum ditinjau dari and its subsidiaries in 2015 are pretty good, viewed from the
aspek profitabilitas Angkasa Pura II dan entitas anak tahun profitability aspect.
2015 adalah cukup baik.
Rasio Z-Score Model Z-Score Model Ratio
Berdasarkan hasil analisis indikator menggunakan Z- score Based on the indicators analysis results using Z-score model
model atau suatu ukuran yang dipergunakan untuk menilai or a measure employed to assess the business continuity
kelangsungan usaha (going concern) perusahaan yang (going concern) of a company that uses a combination of
menggunakan kombinasi beberapa formula analisis rasio several formulas of consolidated financial ratio analysis
keuangan konsolidasian yang dikembangkan oleh Edwards developed by Edwards Altman, known as Z -Score model
Altman yang dikenal dengan Z - score model dengan with reference to several indicators including:
mengacu beberapa indikator diantaranya: If the result is Z < 1.23, indicates the business continuity
Jika hasilnya Z < 1,23 mengindikasikan kelangsungan is in Bankruptcy prediction.
usaha dalam prediksi Pailit. If the result is 1.23 > Z < 2.90, indicates the business
Jika hasilnya 1,23 > Z < 2,90 mengindikasikan continuity is in the prediction of Grey Area.
kelangsungan usaha dalam prediksi Gray Area. If the result is Z > 2.90, indicates the business continuity
Jika hasilnya Z > 2,90 mengindikasikan kelangsungan is in the prediction of not insolvent.
usaha dalam prediksi Tidak Pailit.
Dari hasil perhitungan Z-score model tahun 2015 dan From the calculation of Z-score model in 2015 and 2014 by
2014 masing-masing sebesar 28,81 dan 28,07 maka sesuai 28,81 and 28,07 respectively, the corresponding hypothesis
hipotesis bahwa, perolehan angka Z < 1,23 yang memprediksi says that, scoring of Z < 1.23 predicts that the company and
bahwa perusahaan dan entitas anak tidak dalam kondisi pailit, its subsidiaries are not in a condition of bankruptcy, but the
tetapi perhitungan Z-score tahun 2015 menunjukkan angka Z- Score calculation in 2015 showed a score of 28.81, an
28.81 telah terjadi peningkatan dibandingkan dengan Z-score increase compared with the Z-Score in 2014 of 28.07 Thus,
tahun 2014 sebesar 28.07 Dengan demikian, Angkasa Pura Angkasa Pura II and its subsidiaries are still safe in a going
II dan entitas anak masih aman dalam mempertahankan concern.
kelangsungan usahanya (going concern).

tinjauan
keuangan lainnya
Other Financial Information Review
1. Kemampuan Membayar Utang Dan Tingkat Kolektibilitas 1. Ability To Pay Debt And Receivables Collectibility Of The
Piutang Perusahaan Company
Kemampuan perusahaan untuk membayar hutang atas The Companys ability to pay debt on loans can be
pinjaman dapat dijelaskan melalui tingkat rasio likuiditas explained by the level of liquidity ratio and solvency ratio of
dan rasio solvabilitas Perseroan pada tahun 2015. the Company in 2015.
Rasio Likuiditas Liquidity Ratio
Rasio likuiditas digunakan untuk mengukur tingkat Liquidity ratio is used to measure the Companys ability to
kemampuan perusahaan dalam memenuhi liabilitas jangka meet short-term liabilities. Liquidity level can be shown by
pendek. Tingkat likuiditas dapat ditunjukkan dengan Rasio the Cash Ratio, Quick Ratio and Current Ratio. Cash Ratio.
Kas, Rasio Cepat dan Rasio Lancar. Rasio Kas menjelaskan Cash Ratio describes the Companys ability to pay off its
kemampuan Perseroan untuk melunasi liabilitas jangka short-term liabilities with cash and cash equivalents (the
pendeknya melalui kas dan setara kas (aset yang paling most liquid assets) owned. Current Ratio is a ratio used to
likuid) yang dimiliki. Rasio Lancar merupakan rasio yang see the Companys ability to pay debt by using its current
digunakan untuk melihat kemampuan perusahaan untuk assets.
membayar hutang dengan menggunakan aktiva lancar.
Dibanding dengan tahun 2014, Rasio Kas, Rasio Cepat Compared to 2014, Cash Ratio, Quick Ratio and Current
dan Rasio Lancar tahun 2015 meningkat secara signifikan. ratio in 2015 increased significantly. Liqudity based on cash
Likuiditas berdasarkan rasio kas dan rasio lancar tahun ratio and current ratio in 2015 amounted to 128.09% and
2015 sebesar 128,09% dan 175,88%, meningkat (membaik) 175.88%, increased (improved) compared to the cash ratio
dibandingkan rasio kas dan rasio lancar tahun 2014 sebesar and current ratio in 2014 amounted to 47.01% and 85.28%
47,01% dan 85,28%..
Rasio Likuiditas dalam Satuan Kali Liquidity Ratio in times unit.
Uraian 2014 2015 Perubahan

Description Changes
Rasio Kas 47,01% 128,09% 81,08%
Cash Ratio
Rasio Cepat 86,63% 175.40% 90.76%
Quick Ratio
Rasio Lancar 85,28% 175,88% 90,60%
Current Ratio
Rasio Solvabilitas Solvency Ratio
Rasio solvabilitas digunakan untuk mengukur tingkat Solvency Ratio is used to measure the Companys ability
kemampuan perusahaan dalam memenuhi segala to meet all of its liabilities. In this case, solvency ratio is a
liabilitasnya. Dalam hal ini, rasio solvabilitas adalah ukuran measure used to calculate the Companys ability level to
yang dipergunakan untuk menghitung tingkat kemampuan meet all of its liabilities if the Company and its subsidiaries
perusahaan dalam memenuhi segala liabilitasnya apabila are currently liquidated.
saat ini perusahaan dan entitas anak dilikuidasi.
Tingkat kemampuan Perseroan dalam memenuhi liabilitas The Companys ability level to meet its liabilities when
apabila dilakukan likuidasi pada saat ini ditunjukkan dengan currently is being liquidated is shown by the Liability to
Rasio Liabilitas atas Aset dan Rasio Liabilitas atas Ekuitas. Assets Ratio and the Liability to Equity Ratio. The Companys
Kemampuan Perseroan dalam memenuhi kewajiban ability to meet its loans liability based on the liability ratio to
hutangnya berdasarkan rasio liabilitas terhadal aset dan assets and equity in 2015 amounted to 19.91% and 24.85%.
ekuitas tahun 2015 sebesar 19,91% dan 24,85%.

Rasio Solvabilitas dalam Satuan Kali Solvency Ratio in times unit
Uraian 2015 2014 Perubahan

Description Changes
Rasio Liabilitas atas Aset 19,92% 19,91% -0,01%
Liability to Assets Ratio
Rasio Liabilitas atas Ekuitas 24,87% 24,85% -0,02%
Liability to Equity Ratio
Kolektibilitas Piutang Receivables Collectibility
Tingkat kolektibilitas piutang Angkasa Pura II menunjukkan The receivables collectibility level of Angkasa Pura II shows
peningkatan kinerja dalam periode perputaran piutang dari a performance improvement in accounts receivable
tahun sebelumnya. Kolektibilitas piutang di tahun 2015 turnover period from the previous year. Receivables
adalah sebesar 32 hari, sedangkan di tahun 2014 adalah collectibility in 2015 amounted to 32 days, while in 2014
sebesar 34 hari. Namun demikian, rasio ini masih lebih amounted to 34 days. However, this ratio is still better
baik dari tingkat rasio yang telah ditetapkan Kementerian than the predetermined ratio level by the Ministry of SOEs,
BUMN, yaitu maksimal 60 hari. namely a maximum of 60 days.
Berdasarkan hasil penelaahan kolektibilitas piutang usaha Based on the review of the collectibility of accounts
pada akhir tahun, manajemen berkeyakinan bahwa receivable at the end of the year, the management believes
cadangan penurunan nilai piutang usaha adalah cukup. that the impairment reserves of accounts receivable is
enough.
2. Struktur Modal Dan Kebijakan Manajemen Atas Struktur 2. Capital Structure And Management Policy On Capital
Modal Structure
Struktur Modal Capital Structure
Tujuan utama pengelolaan modal perusahaan adalah The main objective of capital management of the
untuk memastikan pemeliharaan rasio modal yang company is to ensure the maintenance of a healthy ratio
sehat untuk mendukung usaha dan memaksimalkan of capital to support the business and maximize return for
imbalan bagi pemegang saham. Selain itu, perusahaan shareholders. In addition, the company is required by the
dipersyaratkan oleh Undang-undang Perseroan Terbatas Limited Liability Company Law effective date of August
efektif tanggal 16 Agustus 2008 untuk mengkontribusikan 16th, 2008 to contribute up to 20% of the share capital
sampai dengan 20% dari modal saham ditempatkan dan issued and fully paid into a reserve fund that should not be
disetor penuh ke dalam dana cadangan yang tidak boleh distributed. External capital requirements are considered
didistribusikan. Persyaratan permodalan eksternal tersebut by the company at the General Meeting of Shareholders
dipertimbangkan oleh perusahaan pada Rapat Umum (GMS).
Pemegang Saham (RUPS).
Komposisi struktur modal tahun 2015 yang dimiliki oleh The capital structure composition in 2015 that is owned
Perseroan adalah 13,80% berasal dari Liabilitas dan 86,20% by the Company was 13.80% derived from Liabilities
berupa Ekuitas, komposisi ini mengalami perubahan jika and 86.20% in the form of Equity, this composition was
dibandingkan dengan tahun 2014. Komposisi struktur changed when compared to 2014. The capital structure
modal yang berasal dari Liabilitas mengalami peningkatan composition derived from Liabilities increased by 68.73%
sebesar 68,73% sedangkan modal dari Ekuitas meningkat while the capital from equity increased by 8.82%. Therefore,
sebesar 8,82%. Sehingga, secara keseluruhan total modal in overall, the total invested capital by the Company
yang diinvestasikan Perseroan meningkat sebesar 14,43%. increased by 14.43%.

Struktur Modal (dalam Rp miliar) Capital Structure (in Rp billion)
Uraian 2014 2015

Description Nominal Share Nominal Share
Liabilitas 3.173,09 19,92% 4.034,99 19,91%
Liabilities
Liabilitas Jangka Pendek 2.192,19 69,09% 2.287,80 56,70%
Short Term Liabilities
Liabilitas Jangka Panjang 980,90 30,91% 1.747,19 43,30%
Long Term Liabilities
Ekuitas 12.759,42 80,08% 16.235,77 80,09%
Equity
Jumlah Liabilitas dan Ekuitas 15.932,52 100,00% 20.270,76 100,00%
Total Liabilities and Equity
Kebijakan Manajemen Atas Struktur Modal Management Policy On Capital Structure
Ekuitas yang dapat diatribusikan kepada pemilik entitas Equity attributable to owners of the parent entity is a capital
induk merupakan modal yang dikelola oleh Perusahaan. that is managed by the Company. The main objective of
Tujuan utama pengelolaan modal Perusahaan adalah the Companys capital management is to ensure the
untuk memastikan pemeliharaan rasio modal yang sehat maintenance of healthy capital ratios to support the
untuk mendukung usaha dan memaksimalkan nilai business and maximize shareholders value.
pemegang saham.
Perusahaan mengelola struktur permodalan dan The Company manages its capital structure and make
melakukan penyesuaian, berdasarkan perubahan kondisi adjustments, based on changes in economic conditions.
ekonomi. Selain itu, Undang-undang Perseroan Terbatas In addition, the Limited Liability Company Law of the
Republik Indonesia No. 1/1995 yang diterbitkan pada Republic of Indonesia No. 1/1995 issued in March 1995
Maret 1995 dan telah diubah dengan Undang-undang No. and amended by Law No. 40/2007, issued in August 2007,
40/2007 yang diterbitkan Agustus 2007, mensyaratkan requires the establishment of a general reserve from net
pembentukan cadangan umum dari laba bersih sejumlah income amounting to at least 20% of the issued and paid up
minimal 20% dari modal ditempatkan dan disetor capital of the Company. There is no time limit for forming
perusahaan. Tidak ada batasan waktu untuk membentuk these reserves.
cadangan tersebut.
Melalui Peraturan Pemerintah (PP) No. 130 Tahun Through the Government Regulation (PP) No. 130 Year
2015 tanggal 28 Desember 2015 dan Surat Keputusan 2015 dated December 28th, 2015 and the Decree of the
Menteri BUMN No. S-17/MBU/01/2016 tanggal 8 Minister of SOEs No. S-17/MBU/01/2016 dated January
Januari 2016, Menteri BUMN menetapkan penambahan 8th, 2016, the Minister of SOEs determines the addition of
penyertaan modal Negara Republik Indonesia sebesar State capital Investment of the Republic of Indonesia in the
Rp2.000.000.000.000 dalam rangka pembebasan lahan amount of Rp2,000,000,000,000 in the framework of land
untuk pembangunan landasan pacu (runway) 3 Bandar acquisition for the construction of runway 3 for Soekarno-
Udara Internasional Soekarno-Hatta. Hatta International Airport.
Kebijakan perusahaan adalah mempertahankan struktur The companys policy is to maintain a healthy capital
permodalan yang sehat untuk mengamankan akses structure to secure of access to financing at a reasonable
terhadap pendanaan pada biaya yang wajar. Perubahan cost. Changes in the Companys capital structure policy
kebijakan struktur modal Perseroan dapat dilihat can be seen by comparison of the nominal of liabilities
berdasarkan perbandingan nominal liabilitas dengan with equity in 2015 amounted to 1: 4.02, whereas in 2014
ekuitas pada tahun 2015 sebesar 1:4,02, sedangkan pada amounted to 1: 4.02.
tahun 2014 sebesar 1:4,02.

3. Investasi Barang Modal Yang Direalisasikan Pada Tahun 3. Capital Goods Investment Realized In The Last Financial
Buku Terakhir Year
Investasi barang modal yang direalisasikan pada tahun Capital goods investment realized in 2015 in the form of
2015 berupa pembelian aset tetap. Jenis aset tetap yang purchases of fixed assets. Type of fixed assets intended
dimaksud mencakup antara lain: Bangunan lapangan, include: building and fields, building property, terminal and
Bangunan gedung, Peralatan terminal dan gedung, building equipment, installation and network equipment
Instalasi dan jaringan, Peralatan (Alat bantu navigasi, (Navigation Tools, Transportation, Office, Others) and the
Pengangkutan, Kantor, Lain-lain) dan Instalasi pompa installation of petrol stations.
bensin.
Rincian penambahan aset dalam konstruksi berdasarkan Details of the addition of assets under construction by type
jenisnya per 31 Desember 2015 sebagai berikut: as of December 31st, 2015 as follows:
1. Bangunan Gedung dalam Pembangunan sebesar Rp 1. Building and Fields in development amounted to
1.180.604.116.951,- Rp1,180,604,116,951.
2. Bangunan Lapangan dalam Pembangunan sebesar Rp 2. Building Property in development amounted to
781.779.075,- Rp781,779,075.
3. Intalasi dan Jaringan dalam Pembangunan sebesar Rp 3. Installation and Network in development amounted
139.567.971,- to Rp139,567,971.
4. Alat Terminal & Gedung dalam Pembangunan sebesar 4. Terminal and Building Equipment in development
Rp 900.207.500,- amounted to Rp900,207,500.
Penambahan aset dalam konstruksi meliputi The addition of assets under construction include the
kantor pusat, kantor cabang (bandara) dan project head office, branch offices (airport) and branch office
pengembangan cabang (Project Management Unit/ development project (Project Management Unit/PMU and
PMU dan Project Implementation Unit/PIU). Project Implementation Unit/PIU).
Penjelasan mengenai aset dalam konstruksi pada Explanation of assets under construction in the unit
project pengembangan unit salah satunya difokuskan development project, one of them is focused in Soekarno-
di Bandara Internasional Soekarno-Hatta yang Hatta International Aiport which is the main gateway for
merupakan pintu gerbang utama untuk angkutan air transport in Indonesia which established on an area of
udara di Indonesia yang berdiri di atas lahan seluas 1,840 Ha. Currently, Soekarno-Hatta International Airport
1.840 Ha. Bandara Internasional Soekarno-Hatta saat has basic facilities which conists of 2 (two) pieces of paralel
ini memiliki fasilitas pokok yang terdiri dari 2 (dua) buah runway and 3 (three) units of terminal building. Therefore,
landas pacu paralel dan 3 (tiga) unit bangunan terminal. the readiness of the facilities are always required to be in
Oleh karenanya kesiapan fasilitas selalu dituntut untuk prime condition so as to meet the standards of service and
berada dalam kondisi yang prima sehingga mampu safety of airport operations.
memenuhi standar pelayanan operasi bandara dan
keselamatan operasi penerbangan.
Terkait dengan konstruksi runway Bandara Internasional Related with the runway construction of Soekarno-Hatta
Soekarno-Hatta yang telah berumur 28 tahun PT International Airport which has been aged 28 years,
Angkasa Pura II (Persero) telah melakukan program PT Angkasa Pura II (Persero) has conducted a recovery
penyehatan runway utara Bandara Internasional program of north runway of Soekarno-Hatta International
Soekarno-Hatta sampai pada tahap injeksi dan Airport until the stage of injection and grouting so it
grouting sehingga telah jauh menurunkan frekuensi has much lower the frequency of the damage and also
kerusakan yang terjadi dan juga masih diperlukan still needed thorough evaluation of the results of these
evaluasi menyeluruh terhadap hasil perbaikan tersebut improvements including in the south runway location.
termasuk pada lokasi runway selatan.
Guna menjamin kesiapan dan daya dukung fasilitas sisi To ensure the readiness and the carrying capacity of
udara khususnya infrastruktur landasan yaitu runway, airside facilities particularly the airstrip infrastructure
taxiway dan apron, PT Angkasa Pura II (Persero) namely runway, taxiway and paron, PT Angkasa Pura

melakukan program peningkatkan nilai PCN Runway II (Persero) conducted improvement program of PCN
menjadi 131/R/D/W/T baik di area runway, taxiway, dan Runway value into 131/R/D/W/T both in the area of the
apron. Hal ini ditujukan agar nantinya runway Bandara runway, taxiway, and apron. It is intended that later the
Internasional Soekarno-Hatta dapat melayani critical runway of Soekarno-Hatta International Airport will be
aircraft yaitu Boeing 777-300ER dalam kondisi MTOW able to serve critical aircraft namely Boeing 777-300ER in
sebesar 351.535 kg sebanyak 105.000 coverages. MTOW conditions amounted to 351,535 kg with 105,000
Disamping itu, dengan pergerakan pesawat di Bandara coverages. In addition, the aircraft movement in Soekarno-
Internasional Soekarno-Hatta sudah mencapai 390.984 Hatta International Airport has reached 390,984 per year,
per-tahun, PT Angkasa Pura II (Persero) melakukan PT Angkasa Pura II (Persero) conducted an optimization to
optimalisasi terhadap runway eksisting dengan estimasi the existing runway with estimation to serve up to 437,943
dapat melayani hingga 437.943 Pergerakan pesawat/ aircraft movement/year that will be achieved in 2018.
tahun yang akan dicapai pada tahun 2018.
4. Ikatan Material Untuk Investasi Barang Modal 4. Material Commitments For Capital Goods Investment
Ikatan material untuk investasi barang modal yang Material commitments for capital goods investment used
digunakan dalam pembelian aset tahun 2015 dapat in the purchase of assets in 2015 can be explained in details
dijelaskan dalam rincian utang pembelian aset yang of the asset purchases debt that involve related parties
melibatkan pihak berelasi dan pihak ketiga. Data rincian and third parties. Details data of asset purchases debt are
utang pembelian aset disajikan sebagai berikut: presented as follows:
Rincian utang pembelian aset per 31 Desember 2015 Details of asset purchases debt as of December 31st, 2015
(dalam Rp penuh) (in Rp full)
Nama Perusahaan Company Name Status Nominal Amount Perikatan

KAWAHAPEJAYA INDONESIA KSO BUMN 4,702,500,000 Loan
PT. ADHI KARYA (PERSERO) Tbk BUMN 1,230,131,834 Loan
KSO NINDYA-ARIA JO BUMN 822,600,000 Loan
PT HUTAMA KARYA (PERSERO) BUMN 624,990,000 Loan
WIKA - WASKITA, KSO BUMN 569,042,300 Loan
1. PT PP (PERSERO)
2. PT HK (PERSERO) BUMN 341,311,188 Non Loan
3. PT BIRO INSINYUR
PP - ENCONA, KSO BUMN 332,532,000 Loan
WASKITA - PENTA KSO BUMN 172,716,374 Loan
PT WASKITA - WIKA JO BUMN 147,717,800 Non Loan
PT WASKITA KARYA
BUMN 139,900,032 Non Loan
PT YODYA KARYA
PT. ADHI KARYA (PERSERO) Tbk BUMN 139688000.00 Loan
PT PEMBANGUNAN PERUMAHAN (PERSERO) BUMN 109,962,000 Non Loan
PT NINDYA KARYA (PERSERO) BUMN 90,699,991 Non Loan
PT ABYOR INTERNATIONAL Swasta 88,952,000 Non Loan
PT PP BUMN 83,180,979 Non Loan
PT ADHI KARYA BUMN 82,078,290 Non Loan
PT WIJAYA KARYA (PERSERO) BUMN 66,559,000 Non Loan
PT NINDYA KARYA (PERSERO) BUMN 58,000,000 Non Loan
PT WASKITA KARYA (Persero) BUMN 51,457,000 Loan
PT Adhi Karya
BUMN 46,819,262 Non Loan
DIGRATIA AVIA

5. Informasi Material Mengenai Investasi, Ekspansi, 5. Material Information On Investment, Expansion,
Divestasi, Dan Restrukturisasi Modal Dan Utang Divestment, And Restructuring Of Capital And Debt
Investasi Investment
Perseroan melaksanakan kegiatan investasi yang The Company conducts investment activities which
mencakup pada investasi pada entitas asosiasi dan include investment in associate entities and investment
properti investasi. Penjelasan mengenai aktivitas investasi property
Perseroan disajikan sebagai berikut:
A. Investasi Pada Entitas Asosiasi A. Investment In Associate Entities

Investasi pada entitas asosiasi merupakan penyertaan Investment in associate entities is an investment to
kepada perusahaan asosiasi dan penyertaan kepada associated companies and investment to other parties
pihak lain dengan rincian sebagai berikut: with details as follows:
1. PT Gapura Angkasa 1. PT Gapura Angkasa

Berdasarkan akta pendirian Gapura yang dibuat Based on the deed of establishment of Gapura made
oleh Notaris Imas Fatimah, S.H., No. 32 tanggal 26 by Notary Imas Fatimah, S.H., No. 32 dated January
Januari 1998, nilai penyertaan Perusahaan di Gapura 26th, 1998, the Companys investment value in
adalah sebesar Rp67.200.000.000 atau 31,25%. Gapura amounted to Rp67,200,000,000 or 31.25%.
2. PT Purantara Mitra Angkasa Dua (PMAD) 2. PT Purantara Mitra Angkasa Dua (PMAD)
Kepemilikan Perusahaan di PMAD sebesar 0,13% The Companys ownership in PMAD amounted
merupakan kompensasi sewa tanah selama periode to 0.13% is a compensation of ground rent for a
11 (sebelas) tahun 3 (tiga) bulan sesuai dengan period of 11 (eleven) years and 3 (three) months
perjanjian sewa tanah No.SPSW.02.1.A/TU.308/ in accordance with the ground rent agreements
APII-2000 tanggal 1 Mei 2000. Nilai investasi di No. SPSW.02.1.A/TU.308/APII-2000 dated May
PMAD pada tanggal 31 Desember 2015, 2014 dan 1st, 2000. The investment value in PMAD on
2013 adalah sebesar Rp5.253.280.125 December 31st, 2015, 2014 and 2013 amounted to
Rp5,253,280,125.
3. PT Railink (Railink)
PT Railink merupakan perusahaan joint venture 3. PT Railink (Railink)
antara Perusahaan dengan PT Kereta Api Indonesia PT Railink is a joint venture company between the
(Persero) (KAI) yang bertugas untuk mengelola Company and PT Kereta Api Indonesia (Persero)
kegiatan usaha kereta api bandara. Railink (KAI) whose task is to manage the business
dibentuk berdasarkan Perjanjian Usaha Kerjasama activities of the airport train. Railink was established
antara Perusahaan dengan KAI No.SPKS.023.1/ based on the Cooperation Business Agreement
KS.006/2006-APII dan No.98/HK/UM/2006 tanggal between the Company and KAI No. SPKS.023.1/
14 Agustus 2006. KS/006/2006-APII and No.98/HK/UM/2006 dated
August 14th, 2006.
Berdasarkan akta perubahan anggaran dasar Railink Based on the deed of amendment of the articles
yang dibuat oleh Notaris Yulkhaizar Panuh, S.H., No. 13 of association of Railink made by Notary Yulkhaizar
tanggal 15 Agustus 2008, nilai penyertaan Perusahaan Panuh, S.H., No. 13 dated August 15th, 2008, the
di Railink adalah sebesar Rp40.000.000.000 atau 40%. Companys investment value in Railink amounted to
R40,000,000,000 or 40%.
Berdasarkan Surat Keputusan Menteri BUMN No. Based on the Decree of the Minister of SOEs No.S447/
S447/MBU/2013 tanggal 5 Juli 2013, telah disetujui MBU/2013 dated July 5th, 2013, has been approved the
untuk melakukan penambahan setoran modal capital injection of the Company to Railink amounted
Perusahaan kepada Railink sebesar Rp59.600.000.000 to Rp59,600,000,000 bringing the Companys total
sehingga total setoran modal Perusahaan menjadi capital investments into Rp99,600,000,000 with a
Rp99.600.000.000 dengan persentase kepemilikan fixed ownership percentage. Changes in total capital

tetap. Perubahan total setoran modal telah diaktakan injection has been covered in the notarial deed of
dalam akta notaris Hadijah, S.H., No. 25 tanggal 18 Hadijah,S.H., No. 25 dated November 18th, 2013.
November 2013.
B. Properti Investasi B. Investment Property

Definisi Properti Investasi sesuai PSAK No.13 (Revisi Definition of Investment Property in accordance with
2012) paragraf (5) adalah properti tanah atau bangunan PSAK No. 13 (Revised 2012) paragraph (5) is the property
atau bagian dari suatu bangunan atau kedua-duanya of land or building or part of a building or both which
yang dikuasai (oleh pemilik atau lessee/penyewa controlled (by the owner or lessee/tenant through
melalui sewa pembiayaan) untuk menghasilkan rental finance lease) to generate rentals or to increase value
atau untuk kenaikan nilai atau keduanya, dan tidak or both, and not to:
untuk :
a. Digunakan dalam produksi atau penyediaan barang a. used in the production or supply of goods and
dan jasa atau untuk tujuan administratif; services or for administrative purposes;
b. Dijual dalam kegiatan usaha sehari-hari. Properti b. sold in everyday business activities. Owner-occupied
yang digunakan sendiri adalah properti yang dikuasai property is a property which is controlled (by the
(oleh pemilik atau lesse melalui sewa pembiayaan) owner or lesse through finance lease) to be used in
untuk digunakan dalam produksi atau penyediaan the production or supply of goods or services for
barang atau jasa untuk tujuan administratif. administrative purposes.
Properti investasi merupakan investasi pada: Property investment is an investment in:

Tanah ex-PPD yang berada di Jalan Kramat Raya ex-PPD ground which located in Jalan Kramat Raya
No.9 DKI Jakarta seluas 16.164 m2 dan jumlah No. 9 DKI Jakarta measuring 16,164 m2 and the
tercatat sebesar Rp56.088.006.560. Pada tanggal 31 carrying amount of Rp56,088,006,560. In December
Desember 2015, tanah belum dapat dikembangkan 31st, 2015, the ground was yet able to be developed
dikarenakan belum adanya izin dari Pemerintah due to the absence of permission from the local
Daerah setempat. government.
Tanah ex-PPD yang berada di Jalan Batas Kebagusan ex-PPD ground which located in Jalan Batas
Pasar Minggu Jakarta Selatan seluas 14.303 m2 Kebagusan Pasar Minggu Jakarta Selatan measuring
dan jumlah tercatat sebesar Rp55.456.000. Pada 14,303 m2 and the carrying amount of Rp55,456,000.
tanggal 31 Desember 2015, tanah belum dapat In December 31st, 2015, the ground was yet able to
dikembangkan dikarenakan belum adanya izin dari be developed due to the absence of permission from
Pemerintah Daerah setempat. the local government.
Tanah yang berada di Desa Saentis, Kecamatan Ground located in Saentis Village, District of Percut
Percut Sei Tuan, Kabupaten Deli Serdang seluas Sei Tuan, Deli Serdang Regency measuring 40,000
40.000 m2 dan jumlah tercatat Rp19.000.000. m2 and the carrying amount of Rp19,000,000
Tanah dan bangunan merupakan tanah, bangunan Ground and building is a ground, building and space
dan ruang yang dimanfaatkan oleh pihak lain untuk used by other parties for waiting room at the airport,
ruang tunggu di bandara, pergudangan, hotel dan warehouse, hotel and offices.
perkantoran.
Nilai wajar dari properti investasi tanah ex-PPD, tanah The fair value of investment property of ex-PPD
di Pasar Minggu dan tanah di Deli Serdang pada ground, ground in Pasar Minggu and ground in Deli
tanggal 31 Desember 2015 adalah masing- masing Serdang on December 31st, 2015 are respectively
sebesar Rp354.592.905.000, Rp41.836.275.000 dan amounted to Rp354,592,905,000, Rp41,836,275,000
Rp5.216.600.000 yang ditentukan berdasarkan Nilai and Rp5,216,600,000 determined by the Tax Object
Jual Objek Pajak (NJOP) atas properti investasi. Sales Value (NJOP) on the investment property.
Manajemen berkeyakinan bahwa tidak terdapat kejadian Management believes that there were no events or
atau perubahan keadaan yang mengindikasikan adanya changes in circumstances that indicate a decline in the
penurunan nilai properti investasi pada tanggal 31 investment property value as of December 31st, 2015,
Desember 2015, 2014 dan 2013. 2014 and 2013.

Divestasi Divestment
Pada tahun 2015, Tidak terdapat kegiatan atau aktifitas In 2015, there were no business divestment activities
divestasi usaha yang dilakukan oleh Perseroan. performed by the Company.
Ekspansi Expansion
Pada tahun 2015, Tidak terdapat kegiatan atau aktifitas In 2015, there were no business expansion activities
ekspansi usaha yang dilakukan oleh Perseroan. performed by the Company.
Restrukturisasi Modal Capital Restructuring
Pada tahun 2015, Tidak terdapat kegiatan atau aktifitas In 2015, there were no business capital restructuring
restrukturisasi modal usaha yang dilakukan oleh Perseroan. activities performed by the Company.
6. Informasi Dan Fakta Material Yang Terjadi Setelah 6. Information And Material Fact That Occur After The Date
Tanggal Laporan Akuntan Of Accountants Report
Pada tahun 2015, terdapat peristiwa/kejadian penting In 2015, there were significant events after the date of
setelah tanggal laporan posisi keuangan konsolidasian the consolidated statements of financial position that
yang berpengaruh signifikan terhadap laporan keuangan significantly affect the consolidated financial statements
konsolidasian antara lain: among others:
a. Melalui PP No. 130 Tahun 2015 tanggal 28 Desember a. Through Government Regulation No. 130 Year
2015 dan Surat Keputusan Menteri BUMN No. S-17/ 2015 dated December 28th, 2015 and Decree of
MBU/01/2016 tanggal 8 Januari 2016, Menteri BUMN the Minister of SOEs No. S-17/MBU/01/2016 dated
menetapkan penambahan modal ditempatkan dan January 8th, 2016, the Minister of SOEs determines
disetor penuh sebesar Rp2.000.000.000.000 sehingga the additional issued and paid up capital amounted to
nilai penyertaan modal Negara Republik Indonesia pada Rp2,000,000,000,000 so that the capital investment
Perusahaan bertambah menjadi Rp7.000.000.000.000. value of the Republic of Indonesia in the Company
b. Pada tanggal 7 Januari 2016, diadakan rapat umum increased to Rp7,000,000,000,000.
pemegang saham Perusahaan yang hasil keputusannya b. On January 7th, 2016, was held a general meeting of
diaktakan dalam akta No. 4 oleh Notaris Sri Ismiyati, shareholders of the Company which resolutions are
SH. MKn. Hasil keputusan rapat tersebut ialah covered in the deed No. 4 by Notary Sri Ismiyati, SH.
mencakup antara lain: MKn. The resolutions of the meeting include among
others:
Rencana kerja dan anggaran Perusahaan tahun The Companys work plan and budget in 2016.
2016.
Persetujuan indikator aspek operasional untuk Approval of the operational aspects indicator for
penilaian tingkat kesehatan Perusahaan. the assessment of the Companys health level.
Persetujuan pendanaan eksternal tahun 2016 Approval of external funding in 2016 amounted
sebesar Rp5.000.000.000.000 untuk program to Rp5,000,000,000,000 for the development
investasi pengembangan. invesment program.
Persetujuan pendirian 2 anak perusahaan di Approval of the establishment of 2 subsidiaries
tahun 2016 terdiri dari perusahaan property in 2016, consist of property and retail company
dan retail dengan penyertaan modal sebesar with capital investment of Rp150,000,000,000
Rp150.000.000.000 dan perusahaan kargo and cargo and logistics company with capital
dan logistik dengan penyertaan sebesar investment of Rp200,000,000,000.
Rp200.000.000.000.
- Persetujuan penyertaan modal tahun 2016 - Approval of capital investment in 2016 to affiliated
kepada perusahaan afiliasi PT Railink sebesar company, PT Railink, amounted to Rp124,800,000,000.
Rp124.800.000.000.

c.
Pada tanggal 24 Februari 2016, Perusahaan c. On February 24th, 2016, the Company signed a Mutual
menandatangani Komitmen Bersama Sinergi BUMN Commitment of SOEs Synergy with PT bank Rakyat
dengan PT Bank Rakyat Indonesia (Persero) Tbk, PT Indonesia (Persero) Tbk, PT Bank Negara Indonesia
Bank Negara Indonesia (Persero) Tbk dan PT Bank (Persero) Tbk and PT Bank Mandiri (Persero) Tbk in
Mandiri (Persero) Tbk sehubungan dengan pembiayaan connection with financing the airports construction
pembangunan bandar udara di lingkungan Perusahaan in the Companys environment through the
melalui pemberian fasilitas kredit investasi sebesar provision of investment loan facility amounted to
Rp2.100.000.000.000. Rp2,100,000,000,000.
7. Perbandingan Rkap 2015 Dengan Realisasi 2015 Dan 7. Comparison Of Rkap 2015 With Realization 2015 And
Proyeksi 2015 Projections 2015
Perbandingan Rkap 2015 Dengan Realisasi 2015 Comparison Of Rkap 2015 With Realization 2015
Secara umum, kinerja Angkasa Pura II pada tahun 2015 In general, the performance of Angkasa Pura II in 2015 was
masih cukup baik. Dari kinerja laba rugi, Angkasa Pura II still pretty good. From the income performance, Angkasa
di tahun 2015 mampu realisasi pendapatan usaha sebesar Pura II in 2015 was able to realize Operating Revenues
98,28% terhadap RKAP 2015, dan laba tahun berjalan of 98.28% against RKAP 2015, and profit for the year
mencapai 126,33% terhadap RKAP 2015. Perbandingan reached 126.33% against RKAP 2015. Comparison of the
realisasi laba rugi terhadap RKAP Tahun 2015 dapat dilihat income realization against RKAP in 2015 can be seen in
pada tabel berikut. the following table.
Perbandingan Laba Rugi 2015 Dengan Realisasi 2015 Comparison of Income 2015 with Realization 2015 (in
(dalam juta rupiah) million Rupiah)
Uraian 2015 Pencapaian (%)

Description RKAP Realisasi Achievement (%)
Pendapatan Usaha:
Operating Revenues:
Pendapatan Usaha Aeronautika Aeronautical Revenues 3.517.539 3.310.233 94,11%
Pendapatan Usaha Non Aeronautika Non-Aeronautical Revenues 2.079.794 2.185.082 105,06%
Pendapatan Usaha Jasa Pelayanan Kargo Cargo Revenues 145.724 148.831 102,13%
Jumlah Pendapatan Usaha Total Operating Revenues 5.743.057 5.644.146 98,28%
Beban Usaha:
Operating Expenses:
Beban Pegawai Employee Expenses 1.140.846 1.158.352 101,53%
Beban Operasional Bandara Airport Operation Expenses 1.794.390 1.722.938 96,02%
Beban Umum & Administrasi General And Administrative 1.054.202 689.766 65,43%
Beban Pemasaran Marketing Expenses 6.883 6.477 94,11%
Jumlah Beban Usaha Total Operating Expenses 3.996.321 3.577.533 89,52%
Laba/Rugi Usaha Operating Income/Loss 1.746.736 2.066.613 118,31%
Laba/Rugi Sebelum Pajak Profit/Loss Before Tax 1.780.858 2.266.195 127,25%
Pajak Badan Corporate Income Tax 445.214 578.872 130,02%
Laba/Rugi Setelah Pajak Profit/Loss After Income Tax 1.335.643 1.687.323 126,33%

Dari kinerja posisi keuangan, Angkasa Pura II pada tahun From the financial position performance, Angkasa Pura II
2015 mampu realisasi aset sebesar 92,92% terhadap RKAP in 2015 was able to realize assets amounted to 92.92%
2015, realisasi liabilitas mencapai 73,33% terhadap RKAP against RKAP 2015, realization of liabilities reached 73.33%
2015 dan realisasi ekuitas mencapai 99,53% terhadap RKAP against RKAP 2015 and the realization of equity reached
2015. Perbandingan realisasi posisi keuangan terhadap 99.53% against RKAP 2015. Comparison of the realization
RKAP Tahun 2015 dapat dilihat pada tabel berikut. of financial position against RKAP 2015 can be seen in the
following table:
Perbandingan Posisi Keuangan RKAP 2015 Dengan Comparison of RKAP Financial Position 2015 with
Realisasi 2015 (dalam juta rupiah) Realization 2015 (in million Rupiah)
Uraian 2015 Pencapaian (%)

Description RKAP Realisasi Achievement (%)
ASET
Aset Lancar Current Assets 4.199.120 4.023.890 104,35%
Aset Tidak Lancar Non Current Assets 17.616.533 16.246.873 108,43%
TOTAL ASET TOTAL ASSETS 21.815.653 20.270.763 107,62%
LIABILITAS LIABILITIES
Liabilitas Jk. Pendek Short Term Liabilities 1.585.043 2.287.803 69,28%
Liabilitas Jk. Panjang Long Term Liabilities 3.917.792 1.747.191 224,23%
TOTAL LIABILITAS TOTAL LIABILITIES 5.502.835 4.034.994 136,38%
Ekuitas Equity 16.312.818 16.235.769 100,47%
TOTAL LIABILITAS & EKUITAS TOTAL LIABILITIES & EQUITY 21.815.653 20.270.763 107,62%
Perbandingan Realisasi 2015 Dengan Proyeksi 2016 Comparison Of Realization 2015 With Projections 2016
RUPS PT Angkasa Pura II (Persero) telah memberikan GMS of PT Angkasa Pura II (Persero) has granted approval
persetujuan mengenai Rencana Kerja dan Anggaran on the Companys Work Plan and Budget (RKAP) in
Perusahaan (RKAP) 2016, sekaligus menjadi rancangan 2016, at once became a projection of the Companys
proyeksi pencapaian kinerja perusahaan pada tahun 2016. performance achievement in 2016. The projections of
Proyeksi pencapaian kinerja tersebut adalah: such performance achievement are:
Perbandingan Posisi Keuangan Realisasi 2015 dan Proyeksi Comparison of Financial Position Realization 2015 and
2016 (dalam juta rupiah) Projections 2016 (in million Rupiah)
Uraian Realisasi 2015 RKAP 2016 Target

Description Pencapaian (%)
LABA RUGI Profit And Loss
Pendapatan Usaha: Operating Revenues:
Pendapatan Usaha Aeronautika Aeronautical Revenues 3.310.233 4.388.349 132,57%
Pendapatan Usaha Non Aeronautika Non-Aeronautical Revenues 2.185.082 2.978.607 136,32%
Pendapatan Usaha Jasa Pelayanan Kargo Cargo Revenues 148.831 230.000 154,54%
JUMLAH PENDAPATAN USAHA Total Operating Revenues 5.644.146 7.596.955 134,60%
Beban Usaha: Operating Expenses:
Beban Pegawai Employee Expenses 1.158.352 1.296.437 111,92%
Beban Operasional Bandara Airport Operation Expenses 1.722.938 2.650.461 153,83%
Beban Umum & Administrasi General And Administrative Expenses 689.766 1.412.684 204,81%
Beban Pemasaran Marketing Expenses 6.477 27.288 421,28%
JUMLAH BEBAN USAHA Total Operating Expenses 3.577.533 5.386.870 150,57%

LABA/RUGI USAHA Operating Income/Loss 2.066.613 2.210.085 106,94%

LABA/RUGI SEBELUM PAJAK Profit/Loss Before Tax 2.266.195 2.138.654 94,37%
Pajak Badan Corporate Income Tax 578.872 532.663 92,02%
LABA/RUGI SETELAH PAJAK Profit/Loss After Income Tax 1.687.323 1.605.990 95,18%
POSISI KEUANGAN Financial Position
ASET Assets
Aset Lancar Current Assets 4.023.890 2.003.484 49,79%
Aset Tidak Lancar Non Current Assets 16.246.873 25.494.987 156,92%
TOTAL ASET Total Assets 20.270.763 27.498.471 135,66%
LIABILITAS Liabilities
Liabilitas Jk. Pendek Short Term Liabilities 2.287.803 674.610 29,49%
Liabilitas Jk. Panjang Long Term Liabilities 1.747.191 10.023.142 573,67%
TOTAL LIABILITAS Total Liabilities 4.034.994 10.697.752 265,12%
Ekuitas Equity 16.235.769 16.800.719 103,48%
TOTAL LIABILITAS & EKUITAS Total Liabilities & Equity 20.270.763 27.498.471 135,66%
8. Kebijakan Dividen 8. Dividend Policy
Dalam Rapat Umum Pemegang Saham Tahunan (RUPS) In the Annual General Meeting of Shareholders (GMS) for
untuk Tahun Buku 2012 yang diselenggarakan pada tanggal the Financial year of 2012 which was held on April 26th,
26 April 2013, telah disetujui pembagian dividen tunai 2013, has been approved the distribution of cash dividends
sebesar Rp426.743.770.446. Dividen ini dibayarkan pada amounted to Rp426,743,770,446. This dividend was
tanggal 24 Mei 2013. Cadangan wajib yang disetujui oleh payable on May 24th, 2013. The mandatory reserve which
RUPS adalah sebesar Rp792.524.145.117 dari laba tahun was approved by the GMS amounted to Rp792,524,145,117
berjalan konsolidasian 2012. Berdasarkan Surat dari Menteri from the consolidated net income for the year 2012.
BUMN No. S-758/MBU/12/2013 tanggal 20 Desember Based on the Letter from the Minister of SOEs No. S-758/
2013, Perusahaan diharuskan untuk menyetorkan dividen MBU/12/2013 dated December 20th, 2013, the Company
tambahan sebesar Rp20.000.000.000 dari Tahun Buku is required to deposit an additional dividend amounted to
2012 ke Kas Negara. Dividen ini telah dibayarkan pada Rp20,000,000,000 from the Financial Year of 2012 to the
tanggal 27 Desember 2013. State Treasury. This dividend was paid on December 27th,
2013.
Dalam RUPS untuk Tahun Buku 2013 yang diselenggarakan In the GMS for the Financial Year of 2013 which was held
pada tanggal 24 Maret 2014, telah disetujui pembagian on March 24th, 2014, has been approved the distribution
dividen tunai sebesar Rp309.824.555.423. Dividen ini of cash dividend amounted to Rp309,824,555,423. This
dibayarkan pada tanggal 24 April 2014. Cadangan wajib dividend was payable on April 24th, 2014. Mandatory
juga disetujui oleh RUPS, sebesar Rp722.923.962.650 reserve was also approved by the GMS, amounted to
dari laba tahun berjalan konsolidasian 2013. Berdasarkan Rp722,923,962,650 from the consolidated net income
Surat dari Menteri BUMN No. S- 788/MBU/12/2014 for the year 2013. Based on the Letter from the Minister
tanggal 23 Desember 2014, Perusahaan diharuskan untuk of SOEs No. S-788/MBU/12/2014 dated December 23rd,
menyetorkan dividen tambahan sebesar Rp51.637.000.000 2014, the Company is required to deposit an additional
dari Tahun Buku 2013 ke Kas Negara. Dividen ini telah dividend amounted to Rp51,637,000,000 from the
dibayarkan pada tanggal 29 Desember 2014. Financial Year of 2013 to the State Treasury. This dividend
was paid on December 29th, 2014.

Dalam RUPS untuk Tahun Buku 2014 yang diselenggarakan In the GMS for the Financial Year of 2014 which was held
pada tanggal 12 Mei 2015, telah disetujui pembagian on May 12th, 2015, has been approved the distribution
dividen tunai sebesar Rp219.614.503.465. Dividen ini of cash dividends amounted to Rp219,614,503,465. This
dibayarkan pada tanggal 9 Juni 2015. Cadangan wajib juga dividend was payable on June 9th, 2015. Mandatory
disetujui oleh RUPS, sebesar Rp856.496.563.515 dari laba reserve was also approved by the GMS, amounted to
tahun berjalan konsolidasian tahun 2014. Rp856,496,563,515 from the consolidated net income for
the year 2014.
Tabel Distribusi Dividen Tahun Buku Table of Dividend Distribution by Financial Year
Kebijakan Dividen Tahun Buku

2015 2014 2013 2012
Penghasilan Komprehensif 1.634.682.717.027 1.138.411.756.037 862.457.160.050 1.219,27
Tahun Berjalan (dalam Rupiah)
Comprehensive Income For
The Year (in Rupiah)
Dividen kas yang dibagikan 337.464.537.557 219.614.503.465 dan 309.824.555.423 dan 426.743.770.446 dan
(dalam Rupiah) 51.637.000.000 20.000.000.000
Cash Dividend Distributed (in
Rupiah)
Dividen per lembar saham 67.493 49.923 72.292 89.349
Dividend per share
Rasio Pembagian Dividen 20% 19,29% 41,91% 36,64%
(Payout Ratio)
Dividend Payout Ratio
Keputusan RUPS Berita Acara RUPS 08.03/ 00.1/ 05/ 08.0301/ 00/ 03/ RIS-40/ D3. MBU/ 2013
GMS Resolutions 2015 AP II No. 11 2015/ 0420 2014/ 006
Tanggal RUPS 17 Mei 2016 12 Mei 2015 24 Maret 2014 26 April 2013
GMS Date
Tanggal Pengumuman 17 Mei 2016 12 Mei 2015 24 Maret 2014 26 April 2013
Announcement Date
9. Program Kepemilikan Saham Oleh Manajemen Dan/Atau 9. Management And/Or Employee Stock Option Program
Karyawan
Sampai tahun 2015, Angkasa Pura II belum menjadi Until 2015, Angkasa Pura II has not become a public
perusahaan publik sehingga Perseroan tidak melaksanakan company so that the Company did not implement the
program kepemilikan saham oleh manajemen dan/atau management and/or employee stock option program
karyawan (ESOP/MSOP). (ESOP/MSOP)
10. Realisasi Penggunaan Dana Hasil Penawaran Umum 10.Realization Use Of Proceeds From Public Offering
Pada tahun 2015, Angkasa Pura II tidak memiliki catatan In 2015, Angkasa Pura II has no record on the realization
mengenai realisasi penggunaan dana hasil penawaran use of proceeds from public offeering because the
umum dikarenakan Perseroan belum menjadi perusahaan Company has not become a public company.
publik.
11.
Informasi Transaksi Material Dengan Pihak Berelasi/ 11. Information Of Material Transactions With Related/
Afiliasi Affiliated Party
Kelompok Usaha melakukan transaksi dengan pihak- Group conduct a transaction with related parties as
pihak berelasi sebagaimana didefinisikan dalam PSAK No. defined in PSAK No. 7 (Revised 2010), Related Party
7 (Revisi 2010), Pengungkapan Pihak-pihak Berelasi. Disclosures.

Transaksi ini dilakukan berdasarkan persyaratan yang This transaction is based on the terms agreed by both
disetujui oleh kedua belah pihak, dimana persyaratan parties, where these requirements may not be the same
tersebut mungkin tidak sama dengan transaksi lain yang as other transactions conducted with parties who are not
dilakukan dengan pihak-pihak yang tidak berelasi. related.
Saldo dan transaksi yang material antara Kelompok Balances and material transactions between Group with
Usaha dengan Pemerintah Negara Republik Indonesia the Government of the Republic of Indonesia and related
dan entitas berelasi dengan Pemerintah diungkapkan entities with the Government are disclosed in the notes to
dalam catatan atas laporan keuangan konsolidasian yang the relevant consolidated financial statements. The Group
relevan. Kelompok Usaha memilih untuk mengungkapkan chose to disclose transactions with related entities with
transaksi dengan entitas berelasi dengan Pemerintah the Government by using the exception of the related
dengan menggunakan pengecualian dari persyaratan party disclosure requirements.
pengungkapan pihak berelasi.
Dalam kegiatan usaha normal, Kelompok Usaha In the normal course of business, the Group conducts a
melakukan transaksi dengan pihak-pihak berelasi, yang transaction with related parties, which are affiliated with
terafiliasi dengan Kelompok Usaha melalui kepemilikan the Group through direct and indirect ownership, and/or
langsung dan tidak langsung, dan/atau di bawah kendali under the control of the same party.
pihak yang sama.
Sifat Berelasi dan Jenis Transaksi Nature of Relationships and Transaction Types
Pihak Berelasi Sifat Berelasi Transaksi

Related Parties Nature of Relationships Transactions
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas
Republik Indonesia
PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas
Republik Indonesia
PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
Republik Indonesia
PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas
Republik Indonesia
Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain
Pelayanan Navigasi Penerbangan Republik Indonesia
Indonesia
PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi
Republik Indonesia
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar
Republik Indonesia pesawat udara
PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka
Republik Indonesia
Lembaga Pembiayaan Ekspor Indonesia Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka
Republik Indonesia
PT Angkasa Pura Solusi Entitas anak Pemberian pinjaman tanpa bunga
PT Gapura Angkasa Entitas asosiasi Penyertaan saham

Rincian sifat hubungan dan jenis transaksi yang signifikan Details of the nature of the relationship and the type of
dengan pihak berelasi adalah sebagai berikut: significant transactions with related parties are as follows:
12. Perubahan Peraturan Perundang-Undangan Yang 12. Legislation Amendment That Affect Significantly
Berpengaruh Signifikan
Tahun 2015, tidak terdapat perubahan peraturan In 2015, there were no amendment in legislation that
perundang-undangan yang berpengaruh signifikan have a significant effect on the Company. So there is
terhadap perusahaan. sehingga tidak terdapat informasi no information on the amendment of legislation and its
mengenai perubahan peraturan perundang-undangan impact on the Company.
dan dampaknya terhadap perusahaan.
13. Perubahan Kebijakan Akuntansi 13. Changes In Accounting Policy
Pada tahun 2015, Perusahaan dan Entitas Anak telah In 2015, the Company and it Subsidiaries have adopted
menerapkan semua standar akuntansi revisi serta all of the new and revised accounting standards and
interpretasi yang dikeluarkan oleh Dewan Standar interpretations issued by the Financial Accounting Standard
Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang Board of the Indonesian Institute of Accountants that are
relevan dengan operasinya dan efektif untuk periode relevant to their operations and effective for accounting
akuntansi yang dimulai pada tanggal 1 Januari 2015. periods beginning on January 1st, 2015. The adoption
Penerapan standar baru dan revisi serta interpretasi of these new and revised standards and interpretations
tidak berdampak signifikan terhadap perubahan has no significant result in changes to the accounting
kebijakan akuntansi Perusahaan dan Entitas Anak yang policies of the Company and its Subsidiaries affected the
mempengaruhi pengungkapan laporan keuangan comparative consolidated financial statement disclosures
konsolidasi untuk periode berjalan: for the current period:
A. PSAK yang Berlaku Efektif untuk Periode Tahun Buku A. PSAK which Effective for Financial Year Beginning on
yang Dimulai pada atau setelah Tanggal 1 Januari or after January 1st, 2015
2015
Efektif 1 Januari 2015, Perusahaan menerapkan untuk Effective as of January 1st, 2015, the Company adopted
pertama kali, beberapa standar baru dan revisi standar for the first time, several new and revised standards
yang mengakibatkan penyajian kembali laporan which resulted in the restatement of the consolidated
keuangan konsolidasian tahun sebelumnya. Penerapan financial statements of the previous year. This adoption
tersebut mencakup PSAK No. 65, Laporan Keuangan includes PSAK No. 65, Consolidated Financial
Konsolidasian, PSAK No. 66, Pengaturan Bersama, Statements, PSAK No. 66, Joint Arrangement, PSAK
PSAK No. 68, Pengukuran Nilai Wajar dan revisi atas No. 68, Fair Value Measurement and a revision on
PSAK No. 1 (Revisi 2013), Penyajian Laporan Keuangan PSAK No. 1 (Revised 2013), Presentation of Financial
dan PSAK No. 24 (Revisi 2013), Imbalan Kerja. Statements and PSAK No. 24 (revised 2013), Employee
Benefits.
PSAK No. 1 (Revisi 2013) Penyajian Laporan Keuangan. PSAK No. 1 (Revised 2013) Presentation of Financial
Efektif tanggal 1 Januari 2015, Perusahaan menerapkan Statements.
PSAK No. 1 (Revisi 2013), Penyajian Laporan Effective as of January 1st, 2015, the Company adopted
Keuangan. PSAK ini mengubah penyajian kelompok PSAK No. 1 (Revised 2013), Presentation of Financial
pos-pos dalam Penghasilan Komprehensif Lain. Pos- Statements. This PSAK changes the presentation of
pos yang akan direklasifikasi ke laporan laba rugi dan items group of Other Comprehensive Income. Items
penghasilan komprehensif lain konsolidasian disajikan that will be reclassified to the income statement
terpisah dari pos-pos yang tidak akan direklasifikasi ke and the consolidated other comprehensive income
laporan laba rugi dan penghasilan komprehensif lain is presented separately from items that will not be
konsolidasian. reclassified to income statement and consolidated
other comprehensive income.

PSAK revisi ini juga menjelaskan bahwa laporan posisi This revised PSAK also explained that the third
keuangan ketiga pada awal periode komparatif, yang financial position statements at the beginning of the
disajikan sebagai akibat penyajian retrospektif atau comparative period, which was presented as a result
reklasifikasi pos-pos dalam laporan keuangan tidak of the retrospective presentation or reclassification of
perlu disertai dengan penyajian catatan yang terkait items in the financial statements does not need to be
dengan laporan posisi keuangan awal periode tersebut. accompanied by the presentation of the notes related
Laporan keuangan konsolidasian ini disusun to the statement of financial position at the beginning
berdasarkan konsep akrual dengan menggunakan of the period. This consolidated financial statements
konsep biaya historis, kecuali untuk beberapa akun have been prepared based on the accrual basis using
tertentu yang diukur berdasarkan pengukuran the historical cost basis, except for certain accounts
sebagaimana diuraikan dalam kebijakan akuntansi which are measured by the measurement as described
masing- masing akun tersebut. in the accounting policies of each account.
Mata uang pelaporan yang digunakan dalam The reporting currency used in the presentation of the
penyusunan laporan keuangan konsolidasian adalah consolidated financial statements is the Indonesian
rupiah, yang juga merupakan mata uang fungsional Rupiah, which is also the functional currency of the
Perusahaan. Setiap entitas di dalam Perusahaan Company. Each entity within the Company determines
menetapkan mata uang fungsional sendiri dan its own functional currency and transactions in the
transaksi-transaksi di dalam laporan keuangan dari financial statements of each entity are measured based
setiap entitas diukur berdasarkan mata uang fungsional on the functional currency.
tersebut.
Dampaknya terhadap laporan keuangan Impact on the financial statements

Penerapan PSAK ini hanya mempengaruhi penyajian The adoption of this PSAK only affects the presentation
dan tidak berpengaruh terhadap posisi keuangan dan and had no impact on the financial position and
kinerja keuangan Perusahaan. financial performance of the Company.
PSAK No. 65, Laporan Keuangan Konsolidasian dan PSAK No. 65, Consolidated Financial Statements and
PSAK No. 67, Pengungkapan Kepentingan Dalam PSAK No. 67, Disclosure of Interests in Other Entities
Entitas Lain
Penerapan PSAK No. 65, Laporan Keuangan The adoption of PSAK No. 65, Consolidated Financial
Konsolidasian dan PSAK No. 67, Pengungkapan Statements and PSAK No. 67, Disclosure of Interests
Kepentingan Dalam Entitas Lain menambahkan in Other Entities adds the disclosures required in
pengungkapan yang disyaratkan pada laporan the consolidated financial statements. Several other
keuangan konsolidasian. Beberapa revisi standar lain standard revision was first implemented in 2015 but had
diterapkan pertama kali pada tahun 2015 namun no impact on the Companys consolidated financial
tidak berdampak terhadap laporan keuangan statements. PSAK No. 67 requires an entity to disclose
konsolidasian Perusahaan. PSAK No. 67 mensyaratkan interests in subsidiaries, joint arrangements, associate
entitas untuk mengungkapkan kepentingan dalam entities and structured entities.
entitas anak, pengaturan bersama, entitas asosiasi
dan entitas terstruktur.

Penerapan PSAK No. 65 dan PSAK No.67 tidak Adoption of PSAK No. 65 and PSAK No. 67 had no
berdampak terhadap laporan keuangan konsolidasian impact on the Companys consolidated financial
Perusahaan. statements.
PSAK No. 66, Pengaturan Bersama PSAK No. 66, Joint Arrangements
Laporan keuangan konsolidasian mencakup akun- Consolidated financial statements consists of accounts
akun Perusahaan dan Entitas Anak (selanjutnya of the Company and its Subsidiaries (hereinafter the
disebut Kelompok Usaha). Penerapan PSAK No. 66, Group). Adoption of PSAK No. 66, Joint Arrangements
Pengaturan Bersama menghendaki Laporan requires the Financial Statements of

keuangan Entitas Anak mencakup akun-akun Entitas Anak Subsidiaries to include the accounts of the Subsidiaries
dan Kerjasama Operasi dibawah ini sesuai dengan and Joint Operations below in accordance with
PSAK No. 66 (selanjutnya disebut KSO), dimana Entitas PSAK No. 66 (hereinafter referred to KSO), whereby
Anak mengakui proporsi hak atas aset dan kewajiban the Subsidiaries recognizes the proportion of rights
atas liabilitas berdasarkan pengaturan bersama sebagai on assets and liabilities on liabilities based on joint
berikut: arrangements as follows:
KSO Jenis Usaha Domisili Keemilikan (%) Total Aset sebelum Eliminasi
Business Types Domicilei Ownership (%) Total Assets before Elimination
2015 2014 2013 2015 2014 2013
KSO AP Menyediakan
Solusi jasa pelayanan
Premair penumpang di
bandara (ruang
Halim,
tunggu) 51 51 - 5.128.936.029 3.045.013.278 -
Jakarta
Provide passenger
services at the
airport (waiting
room).
KSO AP Menyediakan
Solusi jasa pelayanan
Mandai penumpang di
Prima bandara (ruang
tunggu). Tangerang 60 60 - 4.178.029.238 3.633.085.915 -
Provide passenger
services at the
airport (waiting
room).
Solusi Menyediakan jasa
Blue pelayanan
Sky penumpang di
bandara (ruang
tunggu). Medan 51 51 - 22.053.852.408 18.841.332.361 -
Provide passenger
services at the
airport (waiting
room).
KSO AP Menyediakan jasa
Solusi - TB pelayanan
penumpang di
bandara (ruang
tunggu). Medan 60 60 - 13.082.905.220 3.822.359.602 -
Provide passenger
services at the
airport (waiting
room).


Penerapan PSAK ini hanya mempengaruhi penyajian Adoption of this PSAK only affects the presentation
dan tidak berdampak terhadap laporan keuangan and had no impact on the Companys consolidated
konsolidasian Perusahaan. financial statements.
PSAK No. 68, Pengukuran Nilai Wajar PSAK No. 68, Fair Value Measurement
Efektif tanggal 1 Januari 2015, Kelompok Usaha Effective as of January 1st, 2015, the Group adopted
menerapkan PSAK No. 68, Pengukuran Nlai Wajar. PSAK No. 68 Fair Value Measurement. This PSAK,
PSAK ini, antara lain, memberikan panduan tentang among others, provides guidance on how to measure
bagaimana pengukuran nilai wajar ketika nilai wajar fair value when the fair value is required or permitted.
disyaratkan atau diizinkan. Penerapan PSAK ini tidak Adoption of this PSAK has no significant effect on
berpengaruh signifikan terhadap laporan keuangan the consolidated financial statements. The Group
konsolidasian. Kelompok Usaha mengukur instrumen measures the financial instruments at fair value each
keuangan pada nilai wajar setiap tanggal pelaporan. reporting date. Disclosure of the fair value of financial
Pengungkapan nilai wajar instrumen keuangan instruments are presented in Note 47.
disajikan dalam Catatan 47.
Nilai wajar adalah harga yang akan diterima untuk Fair value is the price that would be received to sell
menjual suatu aset atau harga yang akan dibayar an asset or the price that would be paid to transfer a
untuk mengalihkan suatu liabilitas dalam transaksi liability in an orderly transaction between the market
teratur antara oelaku pasar pada tanggal pengukuran. participants at the measurement date. Fair value
Pengukuran nilai wajar berdasarkan asumsi bahwa measurement is based on the assumption that the
transaksi untuk menjual aset atau mengalihkan liabilitas transaction to sell the assets or transfer the liabilities
terjadi di: occurs in:
Pasar utama untuk aset dan liabilitas tersebut, The main markets for these assets and liabilities, or
atau if there are no major market, in the most
jika tidak terdapat pasar utama, di pasar yang advantageous market for these assets and
paling menguntungkan untuk aset atau liabilitas liabilities.
tersebut.
Kelompok Usaha harus memiliki akses ke pasar The Group must have access to the main markets
utama atau pasar yang paling menguntungkan. or the most advantageous market.
Nilai wajar dari aset atau liabilitas diukur menggunakan The fair value of the assets or liabilities is measured
asumsi yang akan digunakan oleh pelaku pasar pada using the assumptions that market participants would
saat melakukan penilaian aset atau liabilitas, dengan use when assessing the assets or liabilities, assuming
asumsi bahwa pelaku pasar akan bertindak atas that market participants would act on their best
kepentingan ekonomi terbaik mereka. economic interests.
Kelompok Usaha menggunakan teknik penilaian The Group uses assessment techniques that are
yang sesuai dengan kondisi Perusahaan dan dimana appropriate to the condition of the Company and
terdapat ketersediaan data yang cukup untuk where there is sufficient data available to measure fair
mengukur nilai wajar, memaksimalisasi penggunaan value, maximize the use of observable input data that
data masukan yang dapat diobservasi yang relevan dan are relevant and minimize the use of input data that can
meminimalisasi penggunakan data masukan yang tidak not be observed.
dapat diobservasi.
Semua aset dan liabilitas yang diukur dengan nilai All assets and liabilities measured at fair value or
wajar atau diungkapkan dalam laporan keuangan disclosed in the financial statements are categorized
dikategorikan dalam hirarki nilai wajar berdasarkan within the fair value hierarchy based on the lowest
tingkat masukan paling rendah yang signifikan terhadap input level that is significant to the overall fair value
pengukuran nilai wajar secara keseluruhan : measurement:
Tingkat 1 - harga kuotasian (tidak disesuaikan) di Level 1 - Quoted price (not adjusted) in active
pasar aktif untuk aset atau liabilitas yang identik; markets for identical assets or liabilities.;
Tingkat 2 - teknik-teknik lain atas semua masukan Level 2 - Other techniques for all input that has a
yang memiliki efek signifikan terhadap nilai wajar significant impact on the recorded fair value are

yang tercatat dapat diobservasi, baik secara observable, either directly or indirectly through
langsung maupun tidak langsung; other techniques for all input that has a significant
effect on the recorded fair value are observable,
Tingkat 3 - teknik yang menggunakan masukan both directly or indirectly;
yang memiliki pengaruh signifikan terhadap Level 3 - Techniques which use inputs that have
nilai wajar yang tercatat yang tidak berdasarkan a significant effect on the recorded fair value that
data pasar yang dapat diobservasi. are not based on observable market data.

Untuk aset dan liabilitas yang diakui dalam laporan For assets and liabilities that are recognized in the
keuangan dalam basis yang berulang, Kelompok financial statements on the repetitive basis, the Group
Usaha menentukan apakah transfer telah terjadi antara determines whether a transfer has occurred between
tingkat dalam hirarki dengan menilai ulang kategori levels in the hierarchy with reassessing categories
(berdasarkan tingkat masukan paling rendah yang (based on the lowest input levels that are significant to
signifikan terhadap pengukuran nilai wajar secara the fair value measurement as a whole) at the end of
keseluruhan) pada setiap akhir periode pelaporan. each reporting period.

PSAK No. 24 (Revisi 2013), Imbalan Kerja PSAK No. 24 (Revised 2013), Employee Benefits
Perusahaan menerapkan dini dan membukukan The Company adopted early and recorded a post-
imbalan pasca kerja sesuai PSAK No. 24 (Revisi 2013), retirement benefits in accordance with PSAK No. 24
Imbalan Kerja. (Revised 2013), Employee Benefits.

B. Standar akuntansi yang telah disahkan namun belum B. Accounting Standards that have been ratified but not
berlaku efektif yet effective

Standar akuntansi dan interpretasi yang telah disahkan oleh Accounting standards and interpretations which have
Dewan Standar Akuntansi Keuangan (DSAK), tetapi belum been ratified by the Financial Accounting Standards
berlaku efektif untuk laporan keuangan konsolidasian Board (DSAK), but not yet effective for the current year
tahun berjalan diungkapan dibawah ini. Perusahaan consolidated financial statements are disclosed below.
bermaksud untuk menerapkan standar tersebut, jika The Company intends to adopt such standards, if
dipandang relevan, saat telah menjadi efektif. deemed relevant, once they become effective.
1. Amandemen PSAK No. 1, Penyajian Laporan Keuangan 1. Amendment of PSAK No. 1, Presentation of
tentang Prakarsa Pengungkapan. Amandemen ini Financial Statements on Disclosure Initiatives. This
mengklarifikasi, bukan mengubah secara signifikan, amendment clarifies, not significantly changes
persyaratan PSAK No. 1, antara lain, mengklasifikasi the requirements of PSAK No. 1, among others, to
mengenai materialitas, fleksibilitas urutan sistematis classify the materiality, the flexibility of systematic
catatan atas laporan keuangan dan pengidentifikasian sequence of notes on the financial statements and
kebijakan akuntansi signifikan. identification of significant accounting policies.
2. Amandemen PSAK No. 16, Aset Tetap tentang 2. Amendment of PSAK No. 16, Fixed Assets.
Klarifikasi Metode yang Diterima untuk Penyusutan Clarification of Acceptable Methods for Depreciation
dan Amortisasi. Amandemen ini mengklarifikasi prinsip and Amortization. This amendment clarifies the
yang terdapat dalam PSAK No. 16 dan PSAK No. 19, principle contained in PSAK No. 16 and PSAK No. 19,

Aset tak berwujud bahwa pendapatan mencerminkan Intangible Assets that income reflects a pattern of
suatu pola manfaat ekonomik yang dihasilkan dari economic benefits resulting from the operations of
pengoperasian usaha (yang mana aset tersebut adalah the business (in which the assets is part of it) from
bagiannya) dari pada manfaat ekonomik dari pemakaian the economic benefits of a usage through the use of
melalui penggunaan aset. Sebagai kesimpulan bahwa the assets. As a conclusion that the use of methods
penggunaan metode penyusutan aset tetap yang of depreciation of fixed assets based on income is
berdasarkan pada pendapatan adalah tidak tepat. not correct.
3. Amandemen PSAK No. 24, Imbalan Kerja tentang 3. Amendment of PSAK No. 24, Employee Benefits
Program Imbalan Pasti: Iuran Pekerja. PSAK No. 24 on the Defined Beneft Plan: Workers Contribution.
meminta entitas untuk memperhatikan iuran dari PSAK No. 24 requests the entity to consider the
pekerja atau pihak ketiga ketika memperhitungkan contribution of workers or third parties while taking
program manfaat pasti. Ketika iuran tersebut into account the defined benefit plan. When such
sehubungan dengan jasa, harus diatribusikan contribution is related with services, should be
pada periode jasa sebagai imbalan negatif. attributed to the period of service as a negative
Amandemen ini mengklarifikasi bahwa, jika jumlah reward. This amendment clarifies that, if the
iuran tidak bergantung pada jumlah tahun jasa, entitas amount of contributions does not depend on the
diperbolehkan untuk mengakui iuran tersebut sebagai number of years of services, the entity is allowed
pengurang dari biaya jasa dalam periode ketika jasa to recognize the contribution as a deduction of
terkait diberikan, daripada alokasi iuran tersebut pada the cost of services in the period when the related
periode jasa. service is provided, rather than the allocation of the
contribution in the services period.
4. Amandemen PSAK No. 15, Investasi Pada Entitas 4. Amendment of PSAK No. 15, Investment in
Asosiasi dan Ventura Bersama tentang Entitas Associates and Joint Ventures on Investment
Investasi: Penerapan Pengecualian Konsolidasian. Entities: Adoption of Consolidated Exemption. This
Amandemen ini memberikan klarifikasi pada paragraf amendment provides clarification in paragraph
36A tentang pengecualian konsolidasian untuk entitas 36A on the consolidated exemption for investment
investasi ketika kriteria tertentu terpenuhi. entities when certain criteria are met.
5. PSAK No. 5 (Penyesuaian 2015): Segmen Operasi. 5. PSAK No. 5 (Adjustments 2015): Operating
Penyesuaian ini mengklarifikasi: Segments. This adjustments clarify:
Entitas mengungkapkan pertimbangan yang dibuat An entity shall disclose the management
manajemen dalam penerapan kriteria agregasi judgements in the adoption of aggregation
PSAK No. 5 paragraf 12 termasuk penjelasan singkat criteria of PSAK No. 5 paragraph 12 including a
segmen operasi yang digabungkan dan karakteristik brief explanation of the aggregated operating
ekonomi. segments and economic characteristics.
Pengungkapan rekonsiliasi aset segmen terhadap Disclosure of segment assets reconciliation
total aset jika rekonsiliasi dilaporkan kepada against total assets if reconciliation is report to
pengambil keputusan operasional, demikian juga the operating decision maker, as well as for the
untuk pengungkapan liabilitas segmen. disclosure of segment liabilities.
6. PSAK No. 7 (Penyesuaian 2015): Pengungkapan Pihak- 6. PSAK No.7 (Adjustments 2015): Related Party
pihak Berelasi. Penyesuaian ini mengklarifikasi bahwa Disclosures. This adjustment clarifies that the
entitas manajemen (entitas yang menyediakan jasa management entity (entity that provides services
personil manajemen kunci) adalah pihak berelasi yang of key management personnels) is a related party
dikenakan pengungkapan pihak berelasi. Dan entitas that is subject to disclosure of related parties. And
yang memakai entitas manajemen mengungkapkan entities that use management entity disclose the
biaya yang terjadi untuk jasa manajemennya. cost incurred for its management services.
7. PSAK No. 13 (Penyesuaian 2015): Properti Investasi. 7. PSAK No. 13 (Adjustments 2015): Investment
Penyesuaian ini memberikan klarifikasi bahwa PSAK Property. This adjustment clarifies that PSAK No. 13

13 dan PSAK No. 22 saling mempengaruhi. Entitas and PSAK No. 22 affect each other. Entity can refer to
dalat mengacu pada PSAK No. 13 untuk membedakan PSAK No. 13 to differentiate between investment
antara properti investasi dan properti yang digunakan property and owner-occupied property. Entity may
sendiri. Entitas juga dapat mengacu pada PSAK No. also refer to PSAK No. 22 as a guidelines whether the
22 sebagai pedoman apakah akuisisi properti investasi acquisition of an investment property is a business
merupakan kombinasi bisnis. combination.
8. PSAK No. 16 (Penyesuaian 2015): Aset Tetap. 8. PSAK No. 16 (Adjustments 2015): Fixed Assets. This
Penyesuaian ini mengklarifikasi bahwa dalam PSAK adjustment clarifies that under PSAK No. 16 and
No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan PSAK No. 19, assets can be revaluated by reference
mengacu pada data pasar yang dapat diobservasi to observable market data against the gross or net
terhadap jumlah tercatat bruto ataupun neto. Sebagai carrying amount. In addition, the accumulated
tambahan, akumulasi penyusutan atau amortisasi depreciation or amortization is the difference
adalah perbedaan antara jumlah tercatat bruto dan between the gross carrying amount and the assets
jumlah tercatat aset tersebut. Jumlah tercatat aset carrying amount. Such assets carrying amount are
tersebut disajikan kembali pada jumlah revaluasiannya. restated on its revaluation amount.
9. PSAK No. 19 (Penyesuaian 2015): Aset Takberwujud. 9. PSAK No. 19 (Adjustments 2015): Intangible Assets.
Penyesuaian ini mengklarifikasi bahwa dalam PSAK This adjustment clarifies that under PSAK No. 16 and
No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan PSAK No. 19, assets can be revaluated by reference
mengacu pada data pasar yang dapat diobservasi to observable market data against the gross or net
terhadap jumlah tercatat bruto ataupun neto. Sebagai carrying amount. In addition, the accumulated
tambahan, akumulasi penyusutan atau amortisasi depreciation or amortization is the difference
adalah perbedaan antara jumlah tercatat bruto dan between the gross carrying amount and the assets
jumlah tercatat aset tersebut. Jumlah tercatat aset carrying amount. Such assets carrying amount are
tersebut disajikan kembali pada jumlah revaluasiannya. restated on its revaluation amount.
10. PSAK No. 22 (Penyesuaian 2015): Kombinasi Bisnis. 10.PSAK No. 22 (Adjustments 2015): Business
Penyesuaian ini memberikan klarifikasi ruang lingkup Combination. This adjustment provides clarification
dan kewajiban membayar imbalan kontijensi yang of the scope and obligation to pay contingent
memenuhi definisi instrumen keuangan diakui sebagai rewards that meet the definition of financial
liabilitas keuangan atau ekuitas. instruments recognized as financial liabilities or
equity.
11. PSAK No. 25 (Penyesuaian 2015): Kebijakan Akuntansi, 11. PSAK No. 25 (Adjustments 2015): Accounting Policy.
Perubahan Estimasi Akuntansi dan Kesalahan. Changes in Accounting Estimates and Errors. This
Penyesuaian ini memberikan koreksi editorial pada adjustment provides editorial corrections in PSAK
PSAK No. 25 paragraf 27. No. 25 paragraph 27.
12.
PSAK No. 68 (Penyesuaian 2015): Pengukuran 12.
PSAK No. 68 (Adjustments 2015): Fair Value
Nilai Wajar. Penyesuaian ini mengklarifikasi bahwa Measurement. This adjustment clarifies that porfolio
pengecualian portofolio dalam PSAK No. 68 dapat exemptions in PSAK No. 68 can be adopted not
diterapkan tidak hanya kelompok aset keuangan dan just for the group of financial assets and financial
liabilitas keuangan, tetapi juga diterapkan pada kontrak liabilities, but also adopted to other contracts within
lain dalam ruang lingkup PSAK No. 55. the scope of PSAK No. 55.
13. ISAK 31: Interprestasi atas ruang lingkup PSAK No. 13: 13. ISAK 31: Interpretation on the scope of PSAK No. 13:
Properti Investasi. ISAK 13 ini memberikan interprestasi Investment Property. ISAK 13 provides interpretation
atas karakteristik bangunan yang digunakan sebagai on the building characteristics used as part of the
bagian dari definisi property investasi dalam PSAK No. 13. definition of investment property under PSAK No.
13.

Dampaknya terhadap laporan keuangan Impact on the financial statemens

Perusahaan sedang mengevaluasi dampak dari standar The Company is currently evaluating the impact
akuntansi tersebut dan belum menentukan dampaknya of these accounting standards and has not yet
terhadap laporan keuangan konsolidasian. determined the impact on the consolidated financial
statements.
14. Informasi Kelangsungan Usaha 14. Business Continuity Information
Hal-Hal yang Berpotensi Berpengaruh Signifikan terhadap Matters Potentially Impact Significantly Against the
Kelangsungan Usaha Business Continuity
Sampai dengan tahun 2015, Angkasa Pura II tidak Until 2015, Angkasa Pura II did not have any matters that
memiliki hal-hal yang berpengaruh signifikan terhadap significantly impact the business continuity.
kelangsungan usaha.
Asumsi Dasar Kelangsungan Usaha Basic Assumptions of Business Continuity
Asumsi tersebut berlandaskan pada posisi Angkasa Pura II, That assumption is based on the position of Angkasa Pura
jika dilihat dari analisis kekuatan (strengths) dan kelemahan II, if seen from the analysis of strengths and weaknesses,
(weaknesses), peluang (opportunities) dan hambatan opportunities and threats, as well as identification.
(threatment), serta identifikasi.
Kekuatan Angkasa Pura II Strengths of Angkasa Pura II
Keunggulan Kompetitif Perseroan The Companys Competitive Advantage

Pengalaman di bidang pengelolaan bandar udara sejak Experience in the field of airports management since
berdiri tahun 1995, Perseroan telah menunjukkan its establishment in 1995, the Company has shown
kemajuan peningkatan usaha yang pesat dalam bisnis rapid progress in business improvement of airport
jasa kebandarudaraan melalui penambahan berbagai services business through the addition of a variety
sarana prasarana dan peningkatan kualitas pelayanan of infrastructure and improvement of service quality
pada bandara yang dikelolanya. Perseroan telah at the airports it manages. The Company has been
mengelola 13 Bandara, yaitu Bandara Soekarno-Hatta managing 13 Airports, namely Soekarno-Hatta Airport
(Jakarta), Halim Perdanakusuma (Jakarta),Kuala Namu (Jakarta), Halim Perdanakusuma (Jakarta), Kuala Namu
(Medan), Supadio (Pontianak), Minangkabau (Padang), (Medan), Supadio (Pontianak), Minangkabau (Padang),
Sultan Mahmud Badaruddin II (Palembang), SultanSyarif Husein Sastranegara (Bandung), Sultan Iskandar Muda
Kasim II (Pekanbaru), Husein Sastranegara (Bandung), (Banda Aceh), Raja Haji Fisabilillah (Tanjung Pinang),
SultanIskandarmuda (Banda Aceh), Raja Haji Fisabilillah Sultan Thaha (Jambi), Depati Amir (Pangkal Pinang)
(Tanjungpinang),Sultan Thaha (Jambi), Depati Amir and Silangit Airport (Tapanuli Utara) as well as potential
(Pangkalpinang) dan BandaraSilangit (Tapanuli Utara) opportunities of the new airports such as Kertajati,
serta potensi peluang bandara baru seperti Kertajati, Batam and Karawang.
Batam dan Karawang.
Reputasi dan citra Perseroan yang baik The Companys good reputation and image
Reputasi dan citra Perseroan menjadi modal yang cukup The Companys reputation and image become an
untuk melakukan pengembangan usaha diantaranya adequate capital for business development including
penghargaan Internasional pada tahun 2014 yaitu The the International award in 2014 namely The #4
#4 Worlds Most Improved Airport 2014 dari SKYTRAX Worlds Most Improved Airport 2014 from SKYTRAX for
untuk Bandara Soekarno Hatta, Mapping Certificate Soekarno-Hatta Airport, Mapping Certificate Airport
Airport Carbon Accreditation for Soekarno-Hatta Carbon Accreditation for Soekarno-Hatta International
International Airport dari Airport Council International Airport from Airport Council International (ACI) and
(ACI) dan Kualanamu International Airport, Medan Kualanamu International Airport, Medan with Official
Official 4-Star Skytrax Airport pada tahun 2015. 4-Star Skytrax Airport in 2015.

Kekuatan finansial dan aset Perusahaan The Companys financial and assets power
Perseroan menunjukkan kinerja keuangan yang sehat The Company demonstrated a healthy financial
serta memiliki aset Perusahaan yang signifikan dalam performance and have significant assets of the
menjalankan kegiatan operasionalnya. Pada tahun Company in conducting its operational activities. In
2014 Perseroan mendapatkan laba bersih Rp1,13 triliun 2014, the Company obtained a net income of Rp1.13
Rp1,69 triliun dan meningkat sebesar Rp560,55 miliar trillion and increased in 2015 to Rp1.69 trillion with a
pada tahun 2015 sebesar Rp1,69 triliun dengan CAGR CAGR of 6.9%. The Companys assets power in 2015
6.9%. Kekuatan Aset perusahaan pada tahun 2015 amounted to Rp20.27 trillion, increased by Rp4.34
sebesar Rp20,27 triliun, meningkat sebesar Rp4,34 trillion compared to the total assets in 2014 amounted
triliun dibandingkan total aset pada tahun 2014 sebesar to Rp15.93 trillion with CAGR of 16.4%. These figures
Rp15,93 triliun dengan CAGR 16.4%. Angka-angka ini show the Companys financial and assets have the
menunjukkan secara finansial dan aset Perseroan capability to compete and grow more rapidly in the
memiliki kapabilitas untuk bersaing dan berkembang capital market.show the Companys financial and
lebih pesat lagi di pasar modal. assets have the capability to compete and grow more
rapidly in the capital market.
Perseroan mengelola beberapa bandar udara yang The Company manages several potential airports
potensial Several airports such as Soekarno-Hatta Airport,
Beberapa bandar udara seperti Bandar Udara Soekarno- Kualanamu Airport, as well as several other airports
Hatta, Bandar Udara Kualanamu, serta beberapa located in the provincial capital has great potential
bandar udara lainnya yang terletak di ibukota propinsi to continue to grow. The position of Soekarno-Hatta
berpotensi besar untuk terus berkembang. Posisi Airport is very possible to be developed into the main
Bandara Soekarno Hatta sangat memungkinkan untuk international country hub in Indonesia with a focus
dikembangkan menjadi main international country hub on Asia, Europe, Australia and New Zealand and as
di Indonesia dengan fokus Asia, Eropa, Australia dan regional hub focusing on Australia/NZ with the aim
New Zealand dan sebagai regional hub yang berfokus of Asia/Europe corridors. This can be implemented
pada Australia/NZ dengan tujuan koridor Asia/Eropa. by starting to increase flight traffic towards Indonesia
Hal ini dapat dilakukan dengan mulai meningkatkan lalu through CGk from 30% currently to 50%.
lintas penerbangan menuju Indonesia melalui CGK dari
30% saat ini menjadi 50%.
Potensi Bandara Kualanamu juga tidak kalah penting, The potential of Kualanamu Airport is also important, as
sebagai secondary international country hub di a secondary international country hub in Indonesia that
Indonesia yang berfokus pada Asia Tenggara, Timur focuses on Southeast Asia, the Middle East and India.
Tengah dan India. Hal ini sejalan dengan Rencana This is in line with the Long-Term Plan of the Ministry
Jangka Panjang Kementerian Perhubungan untuk of Transportation to make Kualanamu as the Gateway
menjadikan Kualanamu sebagai Pintu Gerbang Wilayah of the western region of the country. Kualanamu
Barat Negara. Posisi Kualanamu sebagai secondary position as a secondary Hub can soon be implemented
Hub dapat segera dilakukan dengan memperkuat by strengthening the domestic connectivity starting
konektivitas domestik dimulai dengan membuka with the opening of direct flights to Denpasar, Bali and
jalur penerbangan langsung ke Denpasar, Bali dan Balikpapan.
Balikpapan.
Sedangkan pengembangan bandara-bandara selain While the development of airports other than CGK and
CGK dan KNO dilakukan dengan mengembangkan KNO is conducted by developing partnerships with local
kerjasama dengan Airlines dan pemerintah Lokal airlines and government by improving connectivity
dengan meningkatkan konektivitas melalui peningkatan through an increased number of direct flights to main
jumlah penerbangan langsung pada daerah tujuan destinations in various parts of Indonesia.
utama di berbagai wilayah Indonesia.
Potensi pemanfaatan lahan di sekitar bandar udara Land usage potential around airports
Pada beberapa bandar udara yang dikelola oleh In several airports managed by the Company, there are
Perseroan masih terdapat lahan di sekitarnya yang dapat still land available in the surrounding that can be used

dimanfaatkan untuk pengembangan bisnis, diantaranya for business development, including KNO with area of
KNO dengan luas lahan 140Ha sangat cocok untuk 140Ha is very suitable to be developed into a business
dikembangkan menjadi Kawasan bisnis dan perhotelan district and hospitality as well as the other Companys
serta bandara-bandara Perseroan lainnya seperti PKU, airports such as PKU, PDG, PLM and PNK.
PDG, PLM serta PNK.
Peluang Angkasa Pura II Opportunities of Angkasa Pura II
Pertumbuhan angkutan udara setiap tahunnya Air transport annual growth

Adanya pertumbuhan angkutan udara setiap tahun The annual growth of air transport has the potential to
berpotensi meningkatkan pendapatan aeronautika increase aeronautical income and non-aeronautical
dan pendapatan non aeronautika. Potensi yang cukup income. A considerable potential for Indonesia if seen
besar bagi Indonesia jika melihat pertumbuhan pasar from the air transport market growth in the Middle East
angkutan udara di Timur Tengah 1,5%, Asia 8,3%, dan by 1.5%, Asia 8.3%, and China 7.8% (source: Boeing
China 7,8% (sumber: Boeing CMO forecast 2014). CMO forecast 2014).
Berkembangnya Low Cost Carrier (LCC) Development of Low Cost Carrier (LCC)
Perkembangan Low Cost Carrier (LCC) mendukung The development of Low Cost Carrier (LCC) supports
peningkatan jumlah penumpang setiap tahunnya. an increase in the number of passengers annually. The
Adanya penerbangan murah seperti Lion Air, Citilink existence of low cost carrier such as Lion Air, Citilink
dan Air Asia meningkatkan minat masyarakat untuk and Air Asia increased the community interest to travel
melakukan perjalanan dengan pesawat udara sehingga by air so it affects th Companys revenue with the aiport
berpengaruh pada pendapatan Perseroan sebagai management.
pengelola bandar udara.
Potensi pertumbuhan bisnis dan ekonomi di sekitar Business and economics growth potential around the
bandar udara airports
Adanya potensi pertumbuhan bisnis dan ekonomi di The potential for business and economics growth
sekitar bandar udara yang memberikan hubungan around the airports that provide a reciprocal relationship
timbal balik dengan bandar udara sebagaimana analisis with the airports as the following analysis: In line with
berikut: Sejalan dengan perkembangan bisnis aviation the global aviation business development, airports are
secara global, bandar udara tidak hanya fokus pada not only focusing on airport services but should also
jasa pelayanan bandara namun juga harus memperjelas clarify its strategic position as the airport of origin/
posisi strategisnya sebagai bandar udara asal/tujuan, destination, transit, and domestic or international hub.
transit, dan domestik atau internasional hub. Hal ini This is being carried out in the Company in managing
yang sedang dijalankan di Perseroan dalam pengelolaan its 13 Airports by specifying airport clusters so it
13 Bandara nya dengan menentukan cluster bandara became clear the business development direction for
menjadi sehingga menjadi jelas arah pengembangan each airport.
bisnis masing-masing bandara.
Untuk peningkatan pendapatan Perseroan juga lebih To increase its revenues, the Company is also more
agresif pada bisnis non-aero seperti retail, logistik dan aggressive on non-aero businesses such as retail,
Airport city dengan membentuk anak perusahaan yang logistics and Airport city by establishing a subsidiary
khusus pada bidang usaha retail, properti dan kargo specialized in the business fields of retail, property
pada tahun 2016. Pengembangan potensi bisnis juga and cargo in 2016. The development of business
tidak terlepas dari teknologi dan kapabilitas bandara potential can not be separated from technologies
dalam memberikan efesiensi dan pelayanan kepada and capabilities of airports in providing efficiency
pelanggan. Hal ini dilakukan perseroan dengan and service to customers. This is conducted by the
menggunakan teknologi terbaru untuk meningkatkan Company using the latest technology to improve the
kenyamanan penumpang di Bandara KNO melalui comfort of passengers at KNO Airport through the
pemeriksaan bagasi dengen menggunakan teknologi baggage check by using the technologgy of Integrated
Integrated Baggage Handling System untuk mengurangi Baggage Handling System to reduce the queues of
antrian penumpang pada saat pemeriksaan. Secara passengers at the time of inspection. In the corporate
korporasi penggunaan media sosial dan aplikasi manner, the use of social media and applications of

masing-masing bandara yang dikelola perseroan each airport managed by the Company to facilitate
untuk memudahkan penumpang dalam mendapatkan passengers to get flight information and submit a
informasi penerbangan dan menyampaikan komplain. complaint.
Potensi pengembangan pariwisata di wilayah Tourism development Potential in Western Indonesia

Indonesia Barat region
Banyaknya tempat pariwisata yang sedang The number of tourism sites that are being developed
dikembangkan sehingga dengan promosi yang tepat, so that with the right promotion, the traffic to and
traffic ke dan menuju ke daerah di Indonesia bisa headed to areas in Indonesia can be improved.
ditingkatkan. Pengembangan pulau Bintan dan Sumatra Development of Bintan Island and West Sumatra, as
Barat, sebagai kawasan wisata meningkatkan potensi a tourism site increases the potential of TNJ and BIM
bandara TNJ dan BIM untuk meningkatkan traffic airports to increase the traffic of international direct
penerbangan langsung internasional di kawasan Asia. flight in Asia region.


264
beyond
challenge
tata kelola
perusahaan
Good Corporate Governance
265
landasan penerapan
dan prinsip GCG
GCG Basis and Principles
Angkasa Pura II memahami bahwa tata kelola perusahaan Angkasa Pura II understand that good corporate governance
yang baik (good corporate governance/GCG) merupakan (GCG) is a standard reference that must be applied by the
acuan standar yang wajib diterapkan oleh BUMN sebagai SOEs as an operational basis for the business activities of the
landasan operasional kegiatan usaha perusahaan Company as stipulated in the Regulation of the State Minister
sebagaimana ditetapkan dalam Peraturan Menteri Negara of SOEs No. PER-01/MBU/2011 on the Implementation
BUMN Nomor PER-01/MBU/2011 tentang Penerapan Tata of Good Corporate Governance in SOEs. In the long term,
Kelola Perusahaan yang Baik (Good Corporate Governance) Angkasa Pura II believes that the implementation of GCG
pada BUMN. Dalam jangka panjang, Angkasa Pura II percaya conducted by the Company will improve the performance
penerapan prinsip-prinsip GCG yang dilakukan Perusahaan (high performance) as well as good corporate image.
akan meningkatkan kinerja (high performance) serta citra
Perusahaan yang baik (good corporate image).
Landasan Penerapan GCG GCG Implementation Basis
Komitmen penerapan GCG dalam organisasi Angkasa Commitment to GCG implementation in the organization
Pura II mencerminkan keyakinan bahwa GCG merupakan of Angkasa Pura II reflects the belief that GCG is the key to
kunci sukses pencapaian kinerja usaha yang efektif, success in achieving business performance that is effective,
efisien dan berkelanjutan yang sangat diperlukan dalam efficient and sustainable that is indispensable in the
pengelolaan perusahaan sehingga Angkasa Pura II dapat Companys management so that Angkasa Pura II can fulfill
memenuhi kewajibannya secara baik kepada Pemegang its obligations either to Shareholders, customers, employees,
Saham, pelanggan, karyawan, mitra bisnis, masyarakat serta business partners, community and other stakeholders.
pemangku kepentingan lainnya.
Sejumlah acuan peraturan yang melandasi penerapan GCG di A number of regulations references that underlie the
lingkungan Angkasa Pura II sebagai berikut: implementation of GCG in Angkasa Pura II as follows:
1. Undang-Undang Nomor 19 tahun 2003 tentang BUMN 1. Law No. 19 year 2003 on SOEs (Article 5, paragraph 3).
(Pasal 5 ayat 3). 2. Regulation of the State Minister of SOEs No. PER-01/
2. Peraturan Menteri Negara Badan Usaha Nomor PER-01/ MBU/2011 on the Implementation of Good Corporate
MBU/2011 tentang Penerapan Tata Kelola Perusahaan Governance in State-Owned Enterprises and its
Yang Baik (Good Corporate Governance) pada Badan amendment to Regulation of the State Minister of SOEs
Usaha Milik Negara dan perubahannya Peraturan Menteri No. PER-09/MBU/2012 tanggal 06 Juli 2012.
Badan Usaha Milik Negara Nomor PER-09/MBU/2012 3. Decree of the Secretary to the Ministry of State-Owned
tanggal 06 Juli 2012. Enterprises No. SK-16/S.MBU/2012 dated June 06th,
3. Keputusan Sekretaris Kementerian Badan Usaha Milik 2012 about Indicators/Parameters of Assessment and
Negara Nomor SK-16/S.MBU/2012 tanggal 06 Juni 2012 Evaluation on the Implementation of Good Corporate
tentang Indikator/Parameter Penilaian dan Evaluasi atas Governance on State-Owned Enterprises.
Penerapan Tata Kelola Perusahaan Yang Baik (Good 4. Law No. 1 Year 1995 on Limited Liability Companies
Corporate Governance) Pada Badan Usaha Milik Negara. that is amended by Law No. 40 Year 2007 dated August
4. Undang-Undang Nomor 1 Tahun 1995 tentang 16th, 2007.
Perseroan Terbatas yang diperbaharui oleh Undang- 5. Joint Decree of the Board of Commissioners and Board
Undang Nomor 40 Tahun 2007 tanggal 16 Agustus 2007. of Directors No. KEP.448/UM.004/X/AP II 2007 and
5. Keputusan Bersama Dewan Komisaris dan Direksi No. KEP.02.03.01/00/10/2007 461 on the Guidelines of
Nomor KEP.448/UM.004/X/AP II 2007 dan Nomor Good Corporate Governance (GCG) and the Code of
KEP.02.03.01/00/10/2007 461 tentang Pedoman Conduct at PT Angkasa Pura II (Persero).
Pelaksanaan Good Corporate Governance (GCG) dan
Pedoman Perilaku (Code of Conduct) di Lingkungan PT
Angkasa Pura II (Persero).

Prinsip GCG GCG Principles
Angkasa Pura II menerapkan prinsip-prinsip GCG sesuai Angkasa Pura II implements GCG principles in accordance
dengan PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang with PER-01/MBU/2011 dated August 1st, 2011 on the
Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Implementation of Good Corporate Governance in State-
Governance) Pada Badan Usaha Milik Negara, yang meliputi: Owned Enterprises, consists of:
1. Transparansi (transparency), yaitu keterbukaan dalam 1. Transparency, namely transparency in the decision
melaksanakan proses pengambilan keputusan dan making process and transparency in disclosing material
keterbukaan dalam mengungkapkan informasi material information and relevant about the company;
dan relevan mengenai perusahaan; 2. Accountability, namely clarity of function, implementation
2. Akuntabilitas (accountability), yaitu kejelasan fungsi, and responsibility of Organs so that the management of
pelaksanaan dan pertanggungjawaban Organ sehingga the company implemented effectively;
pengelolaan perusahaan terlaksana secara efektif; 3. Responsibility, namely the suitability in the management
3. Tanggung Jawab (responsibility), yaitu kesesuaian di of the company against the laws and principles of
dalam pengelolaan perusahaan terhadap peraturan healthy corporation;
perundang-undangan dan prinsip-prinsip korporasi 4. Independency, namely the state in which a company
yang sehat; is managed professionally without any conflict of
4. Independensi (independency), yaitu keadaan di mana interest and influence/pressure from any party that
perusahaan dikelola secara profesional tanpa benturan does not comply with the laws and principles of healthy
kepentingan dan pengaruh/tekanan dari pihak manapun corporation;
yang tidak sesuai dengan peraturan perundang- 5. Fairness, namely justice and equality in fulfilling the rights
undangan dan prinsip-prinsip korporasi yang sehat; of stakeholders arising under laws and regulations.
5. Kewajaran (fairness), yaitu keadilan dan kesetaraan di
dalam memenuhi hak-hak Pemangku Kepentingan
(stakeholders) yang timbul berdasarkan perjanjian dan
peraturan perundang-undangan.
Angkasa Pura II menerapkan prinsip-prinsip GCG kepada Angkasa Pura II implements GCG principles to all organs
semua organ dan jenjang secara terencana, terarah dan and levels in a planned, targeted and measurable manner.
terukur. Hal ini bertujuan agar penerapan GCG berlangsung It is intended that the implementation of GCG is running
konsisten sesuai praktik-praktik terbaik penerapan GCG. Bukti consistently according to the best practice of corporate
kesungguhan penerapan GCG ialah dengan governance. Evidence of the seriousness of GCG
Prinsip GCG
GCG Principles
Transparansi Akuntabilitas Tanggung Jawab Indepedensi Kewajaran

Transparency Accountability Responsibility Independency Fairness

ditandatanganinnya pernyataan Pakta Integritas oleh seluruh implementation is through the signing of Integrity Pact by
Dewan Komisaris dan Direksi Angkasa Pura II. all members of the Board of Commissioners and Board of
Directors of Angkasa Pura II.
Tujuan Penerapan GCG GCG Objectives
Angkasa Pura II berkomitmen menerapkan prinsip-prinsip Angkasa Pura II is committed to implement GCG principles
GCG secara konsisten dengan tujuan sebagai berikut: consistently with objectives as follows:
1. Mengendalikan dan mengarahkan hubungan antara 1. Control and direct relationship between the Companys
Organ Perusahaan (Pemegang Saham Dewan Komisaris, Organs (Shareholders, Board of Commissioners, Board
Direksi), karyawan, pelanggan, mitra kerja, serta of Directors), employees, customers, business partners,
masyarakat dan lingkungan berjalan secara baik dan as well as community and environment to run well and
kepentingan semua pihak terpenuhi. the interests of all parties are fulfilled.
2. Mendorong dan mendukung pengembangan Angkasa 2. Encourage and support the development of Angkasa
Pura II. Pura II.
3. Mengelola sumber daya secara lebih amanah. 3. Manage resources more trustful.
4. Mengelola risiko secara lebih baik. 4. Manage the risks better.
5. Meningkatkan pertanggungjawaban kepada pemangku 5. Increase accountability to stakeholders.
kepentingan. 6. Prevent the occurrence of irregularities in the
6. Mencegah terjadinya penyimpangan dalam pengelolaan management of Angkasa Pura II.
Angkasa Pura II. 7. Improve the work culture of Angkasa Pura II.
7. Memperbaiki budaya kerja Angkasa Pura II. 8. Improve the image of Angkasa Pura II to be better.
8. Meningkatkan citra (image) Angkasa Pura II menjadi
semakin baik.
Roadmap GCG GCG Roadmap
Angkasa Pura II telah memiliki Roadmap GCG yang didasarkan Angkasa Pura II has had a GCG Roadmap based on the GCG
pada Roadmap GCG yang disusun oleh Komite Nasional Roadmap prepared by the National Committee of Governance
Kebijakan Governance (KNKG). Mengacu pada Roadmap Policy (KNKG). Referring to these GCG Roadmap, the ultimate
GCG tersebut, sasaran akhir Roadmap GCG Angkasa Pura target of Angkasa Pura II GCG Roadmap is the realization of
II adalah terwujudnya Perusahaan sebagai good corporate the Company as a good corporate citizen for Angkasa Pura II
citizen sehingga Angkasa Pura II tumbuh berkelanjutan. to grow sustainably.
Penguatan Penerapan GCG GCG Strengthening
Angkasa Pura II terus berupaya memperkuat penerapan Angkasa Pura II continues to strengthen the implementation
GCG untuk mendukung terwujudnya pertumbuhan dan of GCG to support the realization of the Companys growth
kelangsungan usaha Perusahaan. Selama tahun 2015, Angkasa and business continuity. During 2015, Angkasa Pura II made
Pura II melakukan berbagai upaya dalam memperkuat various efforts to strengthen the implementation of GCG,
implementasi GCG, di antara lain: among others:
1. Revisi Pedoman GCG (Code of Corporate Governance/ 1. Revised the Code of Corporate Governance (COCG)
COCG) 2. Revised the Code of Conduct (COC)
2. Revisi Pedoman Perilaku (Code of Conduct/COC) 3. Creation of a Board Manual
3. Pembuatan Board Manual 4. Implementation of Gratuities Control Program
4. Penerapan Program Pengendalian Gratifikasi 5. Implementation of GCG Assessment
5. Pelaksanaan Assessment GCG 6. GCG socialization to Employees and Stakeholders
6. Sosialisasi GCG ke Karyawan dan Stakeholders 7. Signing of Integrity Pact
7. Penandatanganan Pakta Integritas 8. Filling the Special Registration on Personal and Family
8. Pengisian Daftar Khusus tentang Kepemilikan Saham Shareholdings which updated every year.
Pribadi dan Keluarga yang diperbaharui setiap tahun 9. Signing of the Commitment Statement of Employees
9. Penandatanganan Pernyataan Komitmen Karyawan dan and Stakeholders

Stakeholders 10. Participate in ToT (Training of Trainers) of the CEC

10. Ikut serta dalam ToT (Training of Trainers) Tunas Integritas Integrity Pioneers
KPK 11. Participate in Integrity Expo in Anti-Corruption Week
11. Ikut serta dalam Integrity Expo di Pekan Antikorupsi 2014 2014
12. Ikut serta dalam CGPI (Corporate Governance Perception 12. Participate in CGPI (Corporate Governance Perception
Index) Award Index) Award
13. Ikut serta dalam Annual Report Award 13. Participate in Annual Report Award

apresiasi
GCG
GCG Appreciation
Berbagai apresiasi yang diperoleh selama 2015 sebagai bentuk Various appreciations acquired during 2015 as a form of
pengakuan dari banyak pihak eksternal, atas konsistensi recognition from many external parties, for consistency in
dalam menerapkan prinsip GCG. Selama 2015, Angkasa Pura implementing GCG principles. During 2015, Angkasa Pura II
II telah berhasil meraih beberapa penghargaan: has won several awards.
Penghargaan Instansi Penyelenggara Penghargaan Aspek yang Diniliai

Awards Award Organizer Institutions Aspects Assessed
Peringkat 2 Kategori BUMN Non Otoritas Jasa Keuangan dengan Keterbukaan informasi yang
Keuangan Non Listed dalam Annual Direktorat Jenderal Pajak, Kementerian disampaikan dalam Laporan Tahunan
Report Award 2014 BUMN, Bank Indonesia, Bursa Efek 2014 Angkasa Pura II
2nd Place in the Category of Non- Indonesia, Komite Nasional Kebijakan Disclosure of information presented
Financial, Non-Listed SOEs in the 2014 Governance, dan Ikatan Akuntan in the 2014 Annual Report of Angkasa
Annual Report Award Indonesia Pura II
Financial Services Authority with the
Director General of Taxation, Ministry
of SOEs, Bank of Indonesia, the
Indonesia Stock Exchange, National
Committee of Governance Policy, and
the Indonesian Institute of Accountants.
Perusahaan Sangat Terpercaya Indonesian Institute for Corporate Penerapan GCG di Angkasa Pura II
berdasarkan Corporate Governance Governance dan Majalah Swa GCG implementation in Angkasa Pura II
Perception Index Indonesian Institute for Corporate
The Most Trusted Company based on Governance and Swa Magazine
Corporate Governance Perception Index
Berbagai apresiasi tersebut membuktikan bahwa stakeholders Various appreciations proved that stakeholders recognize the
mengakui keberhasilan implementasi GCG yang dijalankan successful implementation of GCG run by Angkasa Pura II.
oleh Angkasa Pura II.

penilaian
penerapan GCG
GCG Assessment
Untuk mengetahui tingkat penerapan GCG yang telah To determine the level of GCG implementation that has
dilakukan, Angkasa Pura II melakukan penilaian penerapan been conducted, Angkasa Pura II conducts GCG assessment
GCG secara rutin setiap dua tahun sekali yang dilakukan oleh regularly every two years which conducted by independent
pihak independen dan berkomitmen untuk menindaklanjuti parties and committed to follow up on any recommendations
setiap rekomendasi perbaikan yang dihasilkan. Hasil penilaian for improvement generated. The results of these assessments
tersebut diungkapkan kepada publik melalui situs Perusahaan is disclosed to the public through the Companys website and
serta dicantumkan dalam laporan tahunan. Direksi dan Dewan included in the annual report. Board of Directors and Board
Komisaris juga melaporkan status perkembangan penerapan of Commissioners also report the development status of
GCG kepada Pemegang Saham dalam RUPS Tahunan. GCG implementation to the Shareholders in the Annual GMS.
Dasar Pelaksanaan Assessment Assessment Implementation Basis
Landasan yuridis pengukuran implementasi GCG di Angkasa Juridical basis of GCG assessment at Angkasa Pura II refers
Pura II mengacu pada Peraturan Menteri BUMN Nomor PER- to the Regulation of the Minister of SOEs No. PER-01/
01/MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata MBU/2011 dated August 1st, 2011 on the Implementation of
Kelola Perusahaan Yang Baik (Good Corporate Governance) Good Corporate Governance in State-Owned Enterprises.
pada Badan Usaha Milik Negara. Indikator parameter Parameter indicators used are the Company Corporate
yang digunakan adalah Company Corporate Governance Governance Scorecard (CCGS) issued by the Ministry of
Scorecard (CCGS) yang dikeluarkan oleh Kementerian BUMN SOEs based on the Decree of Secretary to the Ministry of
berdasarkan Surat Keputusan Sekretaris Kementerian BUMN SOEs No. SK-16/S.MBU/2012 on Parameter Indicators of
Nomor SK-16/S. MBU/2012 Tentang Indikator Parameter Assessment and Evaluation on Good Corporate Governance
Penilaian dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Implementation in State-Owned Enterprises issued on June
Yang Baik (Good Corporate Governance) Pada Badan Usaha 6th, 2012 which includes 6 (six) aspects, 43 Indicators, 153
Milik Negara yang diterbitkan pada tanggal 6 Juni 2012 yang Parameters and 568 Test Factors.
meliputi 6 (enam) aspek, 43 Indikator, 153 Parameter dan 568
Faktor Uji.
Skor Assessment GCG GCG Assessment Score
Pada tahun 2015 Angkasa Pura melaksanakan self assessment In 2015, Angkasa Pura II carried out a self-assessment
yang dilakukan oleh Badan Pengawasan Keuangan dan performed by the Financial and Development Supervisory
Pembangunan (BPKP) berdasarkan Keputusan Sekretaris Agency (BPKP) based on the Decree of Secretary to the Ministry
Kementerian BUMN Nomor SK-16/S.MBU/2012 Tentang of SOEs No. SK-16/S.MBU/2012 on Parameter Indicators of
Indikator Parameter Penilaian dan Evaluasi Atas Penerapan Assessment and Evaluation on Good Corporate Governance
Tata Kelola Perusahaan Yang Baik (Good Corporate Implementation in State-Owned Enterprises issued on June
Governance) Pada Badan Usaha Milik Negara yang diterbitkan 6th, 2012, consists of 6 (six) measured aspects, namely::
pada tanggal 6 Juni 2012 mencakup 6 (enam) aspek yang 1. Commitment to sustainable GCG implementation
diukur yaitu: 2. Shareholders and GMS/capital owners
1. Komitmen terhadap penerapan GCG secara 3. Board of Commissioners/Board of Supervisors
berkelanjutan 4. Board of Directors
2. Pemegang Saham dan RUPS/pemilik modal 5. Disclosure of information and transparency
3. Dewan Komisaris/Dewan Pengawas 6. Other aspects
4. Direksi
5. Pengungkapan informasi dan transparansi
6. Aspek lainnya
Hasil skor assessment GCG untuk praktek tahun 2015 GCG assessment score results for the practice in 2015 showed
menunjukkan hasil dengan predikat Sangat Baik dengan results in the category of Very Good with performance
capaian skor sebesar 85.14%. score of 85.14%.

Capaian Tahun 2015
Aspek Pengujian/Indikator/Parameter Bobot Achievements in 2015 Penjelasan
Aspects of Testing/Indicators/Parameters Weights Skor % Capaian Explanation
Score % Achievement
Komitmen Terhadap Penerapan Tata Kelola 7,000 6,291 89,87 Sangat Baik
Perusahaan yang Baik Secara Berkelanjutan Very Good
Commitment to Sustainable GCG Implementation
Pemegang Saham dan RUPS/Pemilik Modal 9,000 7,464 82,93 Baik
Shareholders and GMS/Capital Owners Good
Dewan Komisaris/Dewan Pengawas 35,000 31,838 90,97 Sangat Baik
Board of Commissioners/Board of Supervisor Very Good
Direksi 35,000 31,202 89,15 Sangat Baik
Board of Directors Very Good
Pengungkapan Informasi dan Transparansi 9,000 8,345 92,72 Sangat Baik
Disclosure of Information and Transparency Very Good
Aspek Lainnya 5,000 0,000
Other aspects
Skor Keseluruhan 85,140 85,140 Sangat Baik
Overall Scores Very Good

Berikut skor Assessment GCG Angkasa Pura II selama tahun The following is the GCG Assessment score of Angkasa Pura
2009-2015 adalah sebagai berikut: II during 2009-2015 as follows:
Tahun Skor Assessment Company Corporate Governance Scorecard Pelaksana

Year GCG (CCGS) yang digunakan Executors
GCG Assessment Company Corporate Governance Scorecard
Score (CCGS) used
2009 80,63 Menggunakan indikator parameter assessment Badan Pengawasan Keuangan
berdasarkan Keputusan Sekretaris Kementerian BUMN dan Pembangunan (BPKP)
Nomor SK16/S.MBU/2012 tanggal 6 Juni 2012. Financial and Development
Using the parameter indicators of assessment based Supervisory Agency (BPKP)
on the Decree of Secretary to the Ministry of SOEs No.
SK16/S.MBU/2012 dated June 6th, 2012.
2010 86,42 Menggunakan indikator parameter assessment Self Assessment (internal)
berdasarkan Keputusan Sekretaris Kementerian BUMN Self-Assessment (internal)
Nomor SK16/S.MBU/2012 tanggal 6 Juni 2012.
Using the parameter indicators of assessment based
Nomor SK16/S.MBU/2012 tanggal 6 Juni 2012. Perwakilan Provinsi Banten
Using the parameter indicators of assessment based Financial and Development
on the Decree of Secretary to the Ministry of SOEs No. Supervisory Agency (BPKP)
SK16/S.MBU/2012 dated June 6th, 2012. Banten Province Representatives

Rekomendasi Hasil Assessment GCG Recommendations of GCG Assessment Results
Terdapat 27 rekomendasi dari hasil assessment GCG di tahun There were 27 recommendations from the GCG assessment
2015, yaitu sebagai berikut: in 2015, as follows:
No Rekomendasi Pelaksana
Recommendations Executors
1 Menyimpan dan mengelola dokumen-dokumen terkait proses seleksi dan penilaian calon Pemegang Saham
anggota direksi Shareholders
Store and manage documents related to the process of selection and assessment of
candidates for the Board of Directors members.
2 Menetapkan sistem penilaian kepatutan dan kelayakan (fit and proper test) bagi calon Pemegang Saham
anggota Dewan Komisaris dan melaksanakan secara transparan. Shareholders
Determine the fit and proper assessment system for candidates of the Board of
Commissioners members and in a transparent manner.
3 Melakukan pengesahan/ persetujuan RKAP dan RKA-PKBL secara tepat waktu yaitu paling Pemegang Saham
lambat akhir tahun sebelum tahun anggaran berjalan. Shareholders
Conduct a ratification/approval of RKAP and RKA-PKBL in a timely manner that is no later
than the end of the year before the current budget year.
4 Merencanakan dan melaksanakan telaah atas kesesuaian visi dan misi perusahaan dengan Dewan Komisaris
perubahan lingkungan bisnis. Board of
Plan and carry out a review of the suitability of the Companys vision and mission to the Commissioners
changing business environment.
5 Merencanakan dan melaksanakan pengawasan dan pemberian nasihat terhadap kebijakan/ Dewan Komisaris
rancangan sistem pengendalian intern dan pelaksanaannya. Board of
Plan and conduct monitoring and provision of advices on policies/designs of internal Commissioners
control system and its implementation.
6 Membuat kebijakan terkait pelaksanaan telaah atas pengaduan yang berkaitan dengan Dewan Komisaris
perusahaan (whistle blowing) yang diterima oleh Dekom. Board of
Create policies related to the implementation of a review on complaints related to the Commissioners
Company (whistleblowing) received by the Board of Commissioners.
7 Menyusun Recana Kerja Anggaran (RKA) Dewan Komisaris yang memuat kegiatan untuk Dewan Komisaris
melakukan telaah atas pengaduan yang berkaitan dengan BUMN yang diterima oleh Dekom. Board of
Prepare the Work Plan & Budget (RKA) of the Board of Commissioners that includes Commissioners
activities to conduct a review on complaints related to SOEs received by the Board of
Commissioners.
8 Menyusun dan menetapkan board policy manual, yang antara lain memuat sistem penilaian Dewan Komisaris
kinerja secara self assessment serta melakukan penilaian kinerja secara self assessment dan Board of
melaporkannya kepada Pemegang Saham. Commissioners
Prepare and establish a board policy manual, which shall include a performance appraisal
system by self-assessment as well as conduct performance appraisal by self-assessment
and report it to the Shareholders.
9 Menyampaikan hasil penilaian kinerja Direksi, baik secara kolegial maupun individual kepada Dewan Komisaris
RUPS dalam laporan tugas pengawasan Dewan Komisaris secara berkala dan tahunan. Board of
Deliver the Board of Directors performance assessment results, both collegially and Commissioners
individually to the GMS in the supervisory report of the Board of Commissioners regularly
and annually.
10 Komite audit mengevaluasi pencapaian kinerja masing-masing anggota Dewan Komisaris Dewan Komisaris
dan dituangkan dalam risalah rapat berikutnya. Board of
The audit committee evaluates the performance achievement of each member of the Board Commissioners
of Commissioners and outlined in the minutes of the next meeting.

11 Melakukan pemantauan/evaluasi progress pelaksanaan keputusan hasil rapat sebelumnya Dewan Komisaris
beserta tindak lanjutnya dan dituangkan dalam risalah rapat berikutnya. Board of
Conduct a monitoring/evaluation of the implementation progress of the previous meeting Commissioners
results decision as well as its follow-up and outlined in the minutes of the next meeting.
12 Menyusun rincian anggaran pelatihan dan rencana kegiatan pelatihan serta membuat Direksi
laporan hasil evaluasi diklat direksi. Board of Directors
Prepare details of the training budget and the training activities plans as well as to make an
evaluation results report of education and training of the Board of Directors.
13 Menetapkan kebijakan/pedoman penyusunan SOP perusahaan, melakukan up dating atas Direksi
SOP yang ada, menyusun SOP (unit yang belum ada SOP nya) dan work instruction sebagai Board of Directors
turunan SOP.
Establish policies/guidelines for the preparation of the Companys SOP, conduct updating
on the existing SOP, prepare SOP (unit that does not have SOP) and work instruction as SOP
derivatives.
14 Menyusun mekanisme untuk merespon usulan peluang bisnis dari manajemen di bawah Direksi
Direksi/Dewan Komisaris dan mekanisme untuk membahas isu-isu terkini mengenai Board of Directors
perubahan lingkungan bisnis dan permasalahan yang berdampak besar pada usaha dan
kinerja perusahaan.
Prepare mechanism to respond the proposal of business opportunities from management
under the Board of Directors/Board of Commissioners and mechanism for discussing
current issues regarding the changing business environment and issues that have a major
impact on the business and performance of the Company.
15 Melengkapi kajian risiko dari Risk Management & Compliance pada dokumen penilaian Direksi
semua proyek (strategis) dan menyusun kebijakan mekanisme perlunya kajian dan kriteria Board of Directors
strategis.
Complete the risk assessment from the Bureau of Risk and Compliance Management on
appraisal document of all projects (strategic) and prepare policies and mechanisms of the
need of strategic assessment and criteria.
16 Melakukan up dating IT Master Plan sesuai dengan realisasi capaian RKAP dan melakukan Direksi
survey kepuasan user terhadap service level agreement TI. Board of Directors
Conduct updating of IT Master Plan in accordance with the realization of the RKAP
achievement and conduct a user satisfaction survey on the service level of IT agreement.
17 Melaksanakan sistem peningkatan mutu produk dan pelayanan dan menerapkan kebijakan Direksi
pemberian kompensasi kepada pelanggan dalam hal SPM dan mutu tidak terpenuhi. Board of Directors
Implement a quality improvement system for products and services and implement policies
to provide compensation to the customer in terms of SPM and unfulfilled quality.
18 Melaksanakan proses tata kelola perusahaan yang baik kepada anak perusahaan antara Direksi
yaitu (1) melakukan penjaringan dan fit and proper test untuk pengangkatan seluruh Direksi Board of Directors
dan Komisaris; (2) menetapkan target dan kinerja yang disesuaikan dengan target kinerja
perusahaan.
Implement good corporate governance process to the subsidiaries among others: (1)
conduct networking and the fit and proper test for the appointment of the entire Board
of Directors and Board of Commissioners; (2) set targets and performance tailored to the
Companys performance targets.
19 Membuat aturan kebijakan reward and punishment. Direksi
Develop rules of reward and punishment policy. Board of Directors
20 Menetapkan rancangan sistem pengendalian intern yang mengatur kerangka (framework) Direksi
pengendalian intern, melakukan evaluasi serta menerbitkan internal control report Board of Directors
Establish design of the internal control system that regulates internal control framework,
conduct evaluation and publish internal control report.

21 Secara berkala melakukan assessment pemasok berdasarkan pencapaian QCDS (quality, Direksi
cost, delivey, service). Board of Directors
Periodically perform a supplier assessment based on the achievement of QCDS (quality,
cost, delivery, service).
22 Memberikan rekomendasi (masukan atas sistem dan prosedur) yang meningkatkan proses Internal Auditor
tata kelola (governance) dan tentang upaya pencapaian strategi bisnis perusahaan. SPI
Provide recommendations (feedback on the systems and procedures) that improve the
governance process and on the achievement of the Companys business strategy.
23 Memberikan kontribusi terhadap terhadap peningkatan pengelolaan risiko dan kerangka Internal Auditor
(framework) pengendalian intern perusahaan. SPI
Contribute to the improvement of risk management and internal control framework of the
Company.
24 Melakukan evaluasi keselarasan antara strategi, sasaran dan tujuan program serta kegiatan Internal Auditor
operasi. SPI
Evaluate the suitability between strategies, targets and objectives of the program and
operating activities.
25 Memberi masukan atas konsistensi hasil-hasil yang diperoleh dari kegiatan dan program Internal Auditor
dengan tujuan dan sasaran yang telah ditetapkan oleh manajemen. SPI
Provide feedback on the results consistency obtained from activities and programs with the
objectives and targets set by the management.
26 Memonitoring tindak lanjut temuan, melakukan audit tematik (special) serta memberikan Internal Auditor
konsultasi dan pendampingan terhadap unit satuan teknis. SPI
Monitor the follow-up of findings, conduct thematic (special) audit as well as provide
consultation and assistance towards technical individual unit.
27 Melengkapi persyaratan yang diperlukan agar dapat berpartisipasi dalam SRA (Sustainability Corporate Secretary
Reporting Award), dan juga di bidang publikasi dan keterbukaan informasi & Legal
Complete the necessary requirements in order to participate in the SRA (Sustainability Corporate Secretary
Reporting Award), and also in the fields of publication and disclosure of information.
Angkasa Pura II berkomitmen untuk menindaklanjuti Angkasa Pura II is committed to follow up on

rekomendasi hasil assessment tersebut pada tahun 2016. recommendations of assessment results in 2016.

struktur
dan mekanisme GCG
GCG Structure and Mechanism
Struktur GCG GCG Structure
Sesuai dengan Undang-Undang Nomor 40 tahun 2007 Bab In accordance with Law No. 40 year 2007 Chapter I on General
I Mengenai Ketentuan Umum Pasal 1, Organ Perusahaan Provisions of Article 1, the Companys Organs of Angkasa
Angkasa Pura II terdiri dari Rapat Umum Pemegang Saham, Pura II consist of the General Meeting of Shareholders, Board
Direksi dan Dewan Komisaris. Sebagaimana dimaksud dalam of Directors and Board of Commissioners. As mentioned in
Anggaran Dasar Perusahaan dan peraturan perundang- the Companys Articles of Association and the applicable
undangan yang berlaku, masing-masing organ mempunyai laws and regulations, each organ has an important role in the
peran penting dalam penerapan GCG dan menjalankan fungsi, implementation of GCG and carry out the functions, duties,
tugas, dan tanggung jawabnya untuk kepentingan Perusahaan. and responsibilities for the Companys interests.
RUPS merupakan wadah para pemegang saham yang GMS is a means for shareholders who have authority that
memiliki wewenang yang tidak dilimpahkan kepada Dewan is not delegated to the Board of Commissioners and Board
Komisaris dan Direksi. Direksi bertanggung jawab penuh of Directors. The Board of Directors is fully responsible for
atas pengelolaan Perusahaan sesuai amanah yang diberikan, the Companys management in accordance to the mandate
sedangkan Dewan Komisaris melakukan pengawasan yang given, while the Board of Commissioners performs adequate
memadai terhadap pengelolaan yang dilakukan oleh Direksi supervision to the management conducted by the Board of
serta melakukan penasihatan agar kinerja Perusahaan lebih Directors and provide advisory for the Company to perform
baik. Dewan Komisaris dan Direksi diangkat dan diberhentikan better. Board of Commissioners and Board of Directors are
oleh RUPS. appointed and dismissed by the GMS.
Dewan Komisaris dan Direksi Perusahaan memiliki kesamaan Board of Commissioners and Board of Directors of the
persepsi terhadap visi, misi, dan nilai-nilai Perusahaan yang Company have a common perception of the vision, mission,
menunjukkan keseimbangan hubungan kedua organ tersebut and values of the Company that represent the balance of
untuk memelihara keberlanjutan usaha Perusahaan dalam the relationship between the two organs to maintain the
jangka panjang. Companys business sustainability in the long term.
Dalam menjalankan tugas pengurusan Perusahaan, Direksi In carrying out the management task of the Company, the
dibantu oleh Head of Corporate Secretary & Legal dan Board of Directors is assisted by the Corporate Secretary
Internal Auditor serta satuan kerja lain yang menjalankan and Internal Audit as well as other work units that perform
fungsi kepengurusan Perusahaan. Dalam menjalankan tugas the Companys management function. In carrying out its
pengawasan, Dewan Komisaris dibantu oleh komite-komite supervisory duties, the Board of Commissioners is assisted
yang berada di bawah koordinasi Dewan Komisaris, yaitu by committees under the coordination of the Board of
Komite Audit dan Manajemen Risiko. Commissioners, namely the Audit Committee and Risk
Management Committee.

Struktur GCG Angkasa Pura II GCG Angkasa Pura II Structure
Rapat Umum Pemegang

Saham (RUPS)
General Meeting of
Shareholders (GMS)
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Komite Manajemen Sekretaris Perusahaan

Komite Audit Satuan Pengawas Unit Kerja Lainnya
Risiko & SDM dan Legal
Audit Committee Internal Other Working Unit
Risk Management Corporate Secretary
Internal Auditor
& HR Committee and Legal
Mekanisme GCG GCG Mechanism
Governance Mechanism merupakan mekanisme implementasi Governance Mechanism is GCG implementation mechanism
GCG yang tercermin dalam sistem yang kuat.Hal ini menjadi that is reflected in a powerful system. This is important,
penting, karena implementasi GCG tidak cukup hanya because GCG implementation is not enough just to rely
dengan mengandalkan pilar governance structure, melainkan on the pillars of the governance structure, it is necessary
dibutuhkan adanya aturan main yang jelas dalam bentuk to have clear rules in the form of mechanism. Governance
mekanisme. Governance mechanism dapat diartikan sebagai mechanism can be defined as rules, policies, procedures and
aturan main, kebijakan, prosedur dan hubungan yang jelas a clear relationship between the parties who took decisions
antara pihak yang mengambil keputusan dengan pihak yang with parties who conduct control (supervision) against the
melakukan kontrol (pengawasan) terhadap keputusan tersebut. decisions.
Angkasa Pura II memiliki kebijakan dan prosedur (soft- Angkasa Pura II has policies and procedures (GCG soft-
structure GCG) yang dimaksudkan untuk mendorong structure) which is intended to encourage the Company to
Perusahaan mampu melakukan check and balance pada able to carry out a check and balance on any business activities
setiap aktivitas bisnis berdasarkan prinsip-prinsip GCG yang based on the applicable GCG principles, among others the
berlaku, diantaranya Pedoman Good Corporate Governance Code of Good Corporate Governance which was ratified
yang disahkan melalui Keputusan Bersama Dewan Komisaris through the Joint Decree of the Board of Commissioners
dan Direksi Nomor DKOM.390.1/HK.201/AP II-2014 dan and Board of Directors No: DKOM.390.1/HK.201/AP II-2014
KEP.02.03.01/08/2014.3 tanggal 5 Agustus 2014. Selain and KEP.02.03.01/08/2014.3 dated August 5th, 2014. In
pedoman GCG, Angkasa Pura II telah menyusun Code of addition to GCG Code, Angkasa Pura II has developed a Code
Conduct, Board Manual, Pedoman Pengendalian Gratifikasi, of Conduct, Board Manual, Gratuities Control Guidelines,
Pedoman Sistem Pengaduan Pelanggaran (Whistleblowing Whistleblowing System Guidelines, Audit Committee Charter,
System), Charter Komite Audit, Charter Internal Audit Internal Audit Charter and various policies and procedures to
dan berbagai kebijakan dan prosedur dalam mendukung support the implementation of good corporate governance.
terlaksananya tata kelola yang baik. Berbagai kebijakan dan Various policies and procedures are always reviewed
prosedur tersebut selalu di-review secara berkala untuk periodically to suit the conditions and development of the
disesuaikan dengan kondisi dan perkembangan bisnis Companys business and the applicable laws and regulations.
Perusahaan dan peraturan perundang-undangan yang berlaku.

rapat umum
pemegang saham
General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) sebagai instansi General Meeting of Shareholders (GMS) as the highest
tertinggi dalam Angkasa Pura II, mempunyai wewenang authority in Angkasa Pura II, has the authority which does not
yang tidak diberikan kepada Dewan Komisaris atau Direksi granted to the Board of Commissioners and Board of Directors
dalam batas yang ditentukan dalam Anggaran Dasar dan within the limits prescribed in the Articles of Association and
peraturan perundang-undangan yang berlaku. Wewenang applicable laws and regulations. The authority includes the
tersebut mencakup meminta pertanggungjawaban Dewan request of responsibility of the Board of Commissioners and
Komisaris dan Direksi terkait dengan pengelolaan Angkasa Board of Directors related to the management of Angkasa
Pura II, mengubah Anggaran Dasar, mengangkat dan Pura II, amendment of the Articles of Association, appoint
memberhentikan Direktur dan anggota Dewan Komisaris, and dismiss members of the Board of Directors and Board of
serta memutuskan pembagian tugas dan wewenang Commissioners, as well as decide the division of duties and
pengurusan di antara Direktur dan lain-lain. authorities of management between the Board of Directors
and others.
Dalam RUPS, Pemegang Saham dapat menggunakan hak yang In the GMS, Shareholders may use its rights to express
dimilikinya untuk mengemukakan pendapat dan memperoleh opinions and obtain information related to the Company
keterangan yang berkaitan dengan Perusahaan dari Dewan from the Board of Commissioners and/or Board of Directors
Komisaris dan/atau Direksi sepanjang berhubungan dengan as far as related to the meeting agenda and does not conflict
acara rapat dan tidak bertentangan dengan kepentingan with the Companys interests.
Perusahaan.
Pemegang Saham Shareholders
Pemegang saham adalah individu atau badan hukum yang Shareholders is an individual or legal entity that legally
secara sah memiliki saham perusahaan. Pemegang saham owned the Companys shares. Shareholders do not intervene
tidak melakukan intervensi terhadap fungsi, tugas, dan in the functions, duties, and authorities of the Board of
wewenang Dewan Komisaris dan Direksi. Pemegang saham Commissioners and Board of Directors. The majority and
utama dan pengendali Angkasa Pura II adalah Negara Republik controlling shareholders of Angkasa Pura II is the Republic of
Indonesia yang memegang 100% saham Perusahaan. Indonesia with 100% ownership of shares. Based on Law No.
Berdasarkan Undang-Undang Nomor 19 tahun 2003 tentang 19 year 2003 on SOEs, the Minister of SOEs acts as (GMS) in all
BUMN, Menteri BUMN bertindak selaku (RUPS) dalam seluruh shares of the Company owned by the Republic of Indonesia.
saham Persero dimiliki oleh Negara Republik Indonesia.
Negara Republik
Indonesia 100 %
Republic of Indonesia
PT Angkasa Pura II
(Persero)

Penyelenggaraan RUPS GMS Implementation
Berdasarkan ketentuan Anggaran Dasar Perusahaan terdapat Based on the provisions of the Companys Articles of
2 (dua) jenis RUPS, yaitu: Association, there are 2 (two) types of GMS, namely:
1. RUPS Tahunan, yang diselenggarakan setiap tahun, 1. Annual GMS, held every year, no later than 6 (six) months
selambatnya 6 (enam) bulan setelah tahun buku berakhir. after the fiscal year ends.
2. RUPS Luar Biasa, yang dapat diadakan setiap kali apabila 2. Extraordinary GMS, held whenever deemed necessary by
dianggap perlu oleh Direksi atas permintaan tertulis dari the Board of Directors based on the written request by
Dewan Komisaris atau dari Pemegang Saham. the Board of Commissioners or Shareholders.
Pada tahun 2015, Angkasa Pura II menyelenggarakan 2 kali In 2015, Angkasa Pura II held 2 Annual GMS and Extraordinary
RUPS Tahunan dan RUPS Luar Biasa (apabila diperlukan). GMS (if necessary).
RUPS Tahunan Annual GMS
Pada tahun 2015, Angkasa Pura II menyelenggarakan RUPS In 2015, Angkasa Pura II held Annual Plan & Budget GMS,
RKAP 2015, yang diselenggarakan pada tanggal 22 Januari held on January 22, 2015 at Ministry of State Own Enterprise
2015 bertempat di Kementerian BUMN. Office.
Adapun agenda dan keputusan atas penyelenggaraan RUPS Agenda and Resolutions of the Annual GMS in 2015 are as
Tahunan pada tahun 2015, yaitu sebagai berikut: follows:
Pelaksana
No Agenda Keputusan
Keputusan
1 Persetujuan/pengesahan Rencana kerja dan Anggaran peusahaan Tahun
2015 serta Rencana Kerja dan Anggaran Program Kemitraan dan Bina
Lingkungan Tahun 2015
2 Penetapan Key performance Indicator (KPI) Direksi dan Dewan Komisaris
Tahun 2015
3 Penetapan Indikator Operasional sesuai surat Dewan Komisaris Terlampir di dalam Risalah RUPS Nomor:
DKOM.583.1/OM.104.1/APII-2014 tanggal 07 November 2014 08.03/00.1/01/2015/1003
4 Persetujuan pelimpahan kewenangan atas perubahan alokasi anggaran
sebesar 10% dari plafon anggaran investasi RKAP 2015 kepada Dewan
Komisaris
5 Persetujuan pelepasan tanah untuk pembangunan jalan tol pendukung
Bandara Internasional Soekarno-Hatta
RUPS Luar Biasa Extraordinary GMS
Pada tahun 2015, Angkasa Pura II tidak menyelenggarakan In 2015, Angkasa Pura II did not held an Extraordinary GMS.
RUPS Luar Biasa.

dewan
komisaris
Board of Commissioners
Dewan Komisaris merupakan Organ Perusahaan yang Board of Commissioners is organ of the Company that is
bertanggung jawab secara kolektif untuk melakukan collectively responsible for supervision and provision of
pengawasan dan memberikan nasihat kepada Direksi serta advices to the Board of Directors and to ensure that Angkasa
memastikan bahwa Angkasa Pura II melaksanakan GCG Pura II implements GCG at all organization levels. In order
pada seluruh tingkatan atau jenjang organisasi. Dalam rangka to support the implementation of its duties, the Board of
mendukung pelaksanaan tugasnya, Dewan Komisaris dibantu Commissioners is assisted by the Audit Committee and the
oleh Komite Audit dan Komite Manajemen Risiko & SDM. Risk Management & HR Committee.
Referensi Peraturan Regulations Reference
Undang-undang No.40 tahun 2007 tentang Perseroan Law No. 40 year 2007 on Limited Liability Companies,
Terbatas mengharuskan seluruh perusahaan yang bernaung requires all companies under the auspices of the Indonesian
di bawah hukum Indonesia untuk memiliki Dewan Komisaris law to have a Board of Commissioners tasked to supervise
yang bertugas mengawasi kebijakan manajemen, proses the management policy, management process within the
manajemen di dalam perusahaan, sekaligus mengawasi dan Company, as well as to supervises and provides advices to
memberikan saran/nasihat kepada Direksi. the Board of Directors.
Komposisi Dewan Komisaris Board of Commissioners Composition
Sampai dengan 31 Desember 2015, Dewan Komisaris Angkasa Until December 31st, 2015, the Board of Commissioners
Pura II terdiri dari 6 (enam) orang anggota dengan komposisi of Angkasa Pura II consists of 6 (six) members with the
keanggotaan Dewan Komisaris terdiri atas 1 (satu) orang composition of 1 (one) President Commissioner and 5
Komisaris Utama dan 5 orang Anggota Komisaris. Commissioners.
Komposisi Dewan Komisaris Angkasa Pura II adalah sebagai Composition of the Board of Commissioners of Angkasa Pura
berikut: II is as follows:
Nama Jabatan Dasar Pengangkatan/Pemberhentian

Name Position Basis of Appointment/Dismissal
Komisaris Utama
Rhenald Kasali SK-86/MBU/06/2015
Komisaris
Santoso Eddy Wibowo SK-86/MBU/06/2015
Commissioner
Komisaris
W. Budi Santoso SK-335/MBU/2012
Commissioner
Komisaris
Wahyu Kuncoro SK-243/MBU/2013
Commissioner
Komisaris
Iswan Elmi SK-25/MBU/S/11/2014
Commissioner
Komisaris
Harpin Ondeh SK-86/MBU/06/2015
Commissioner
Kebijakan Keberagaman Komposisi Dewan Komisaris Composition Diversity of the Board of Commissioners
Kebijakan Keberagaman Komposisi Dewan Komisaris diatur Composition Diversity Policy of the Board of Commissioners is
dalam Board Manual Bab III: Dewan Komisaris. set in the Board Manual Chapter III: Board of Commissioners.
Dewan Komisaris Angkasa Pura II memiliki komposisi yang Board of Commissioners of Angkasa Pura II has a diverse
beragam, baik dari pendidikan (bidang studi), pengalaman composition, both educations (field of study), work
kerja, usia, dan jenis kelamin. Kebijakan mengenai experience, age, and gender. Policy on the composition
keberagaman komposisi Dewan Komisaris telah diatur dalam diversity of the Board of Commissioners has been set in the
Board Manual. Board Manual.

Program Orientasi Anggota Dewan Komisaris Baru Orientation Program for New Members of the Board of
Commissioners
Bagi anggota Dewan Komisaris Angkasa Pura II yang baru For members of the Board of Commissioners of Angkasa
diangkat, akan diberikan Program Orientasi. Penanggung Pura II who recently appointed, will be given an Orientation
jawab Program Orientasi berada pada Head of Corporate Program. Corporate Secretary is responsible for the running
Secretary & Legal. Pada tahun 2015 terdapat 2 (dua) orang of Orientation Program. In 2015, there were 2 (two) new
anggota Dewan Komisaris baru yakni Rhenald Kasali dan members of the Board of Commissioners namely Rhenald
Harpin Ondeh Kasali and Harpin Ondeh.
Materi Program Orientasi mencakup: Orientation Program materials include:

1. Memperkenalkan semua aspek Perusahaan mulai dari: 1. Introducing all aspects of the Company, starting from:
Anggaran Dasar Perusahaan; Articles of Association of the Company;
Peraturan perundang-undangan terkait Perusahaan; Laws and Regulations related to the Company;
Laporan Tahunan Perusahaan; Annual Report;
Rencana Jangka Panjang Perusahaan; Long-Term Plan of the Company;
Rencana Kerja dan Anggaran Perusahaan; Work Plan and Budget of the Company;
Program Kerja Dewan Komisaris; Board of Commissioners Work Plan;
Good Corporate Governance. Good Corporate Governance.
2. Struktur Organisasi Perusahaan, dan Entitas Anak 2. Organization Structure of the Company and
Memperkenalkan profil organisasi Perusahaan, Subsidiaries
Sekretariat Dewan Komisaris, Komite-komite di bawah Introducing the Companys organization profile, the
Dewan Komisaris, dan Entitas Anak. Secretariat to Board of Commissioners, Committees
under the Board of Commissioners, and Subsidiaries.
Kedua orang Anggota Dewan Komisaris yang baru telah Both new members of the Board of Commissioners have
mengikuti Program Orientasi yang diselenggarakan oleh followed the Orientation Program organized by Angkasa Pura II.
Angkasa Pura II.
Pengangkatan dan Pemberhentian Dewan Komisaris Appointment and Dismissal of the Board of Commissioners
Anggota Dewan Komisaris Angkasa Pura II diangkat dan Members of the Board of Commissioners of Angkasa Pura II
diberhentikan oleh RUPS sesuai dengan peraturan perundang- are appointed and dismissed by GMS in accordance to laws
undangan. Pengangkatan Dewan Komisaris harus memenuhi and regulations. Appointment of the Board of Commissioners
persyaratan umum dan khusus yang ditetapkan dalam Board must meet the general and specific requirements stated in
Manual. the Board Manual.
Kemampuan dan Kepatutan Dewan Komisaris (Fit & Proper Test) Fit & Proper Test of the Board of Commissioners
Semua anggota Dewan Komisaris Angkasa Pura II memiliki All members of the Board of Commissioners of Angkasa Pura
integritas, kompetensi, reputasi dan pengalaman serta II has the integrity, competence, reputation and experience
keahlian yang dibutuhkan dalam menjalankan fungsi dan as well as expertise needed to carry out each functions
tugasnya masing-masing. Mekanisme penjaringan atau and duties. Mechanism of networking and nomination of
nominasi calon anggota Dewan Komisaris diatur dalam potential members of the Board of Commissioners is set in
Peraturan Menteri Negara BUMN Nomor PER-06/MBU/2012 the Regulation of the State Minister of SOEs No: PER-06/
tanggal 21 Mei 2012. Pemegang Saham melaksanakan fit & MBU/2012 dated May 21st, 2012. Shareholders carry out fit
proper test dengan menggunakan jasa pihak independen. & proper test by using the service of independent parties.
Hasil dari pihak independen ini kemudian diajukan kepada Results from these independent parties is then submitted to
RUPS untuk dilakukan proses selanjutnya. the GMS for further processing.

Berdasarkan peraturan tersebut, tabel status uji kemampuan Based on such regulation, the status table of the fit & proper
dan kepatutan Dewan Komisaris Angkasa Pura II yang test of the Board of Commissioners of Angkasa Pura II who
menjabat pada tahun 2015 adalah sebagai berikut: served in 2015 is as follows:
Nama Lulus Fit & Proper Test

Name Pass the Fit & Proper Test
Rhenald Kasali
Santoso Eddy Wibowo
W. Budi Santoso
Wahyu Kuncoro
Iswan Elmi
Harpin Ondeh
Independensi Dewan Komisaris dan Komisaris Independen Independence of the Board of Commissioners &
Independent Commissioner
Seluruh anggota Dewan Komisaris Angkasa Pura II bertindak All members of the Board of Commissioners of Angkasa Pura
independen dan bebas intervensi dari pihak manapun. Sampai II acts independently and free from intervention from any
dengan akhir tahun 2015, Angkasa Pura II belum menunjuk party. As of the end of 2015, Angkasa Pura II has yet to appoint
Komisaris Independen. an independent commissioner.
Hubungan Afiliasi antara Dewan Komisaris dengan Direksi Affiliate Relationship between the Board of Commissioners,
dan Pemegang Saham Board of Directors and Shareholders
Selama tahun 2015, tidak terdapat hubungan afiliasi, During 2015, there were no affiliate relationship, including
mencakup hubungan keluarga, hubungan keuangan, serta family relationship, financial relationship, as well as
kepengurusan dan kepemilikan saham di perusahaan lain management and shares ownership in other companies
antara tiap anggota Dewan Komisaris dengan anggota Dewan between each member of the Board of Commissioners with
Komisaris lainnya, atau antara anggota Dewan Komisaris fellow members of the Board of Commissioners, or between
dengan anggota Direksi. Hal yang sama juga untuk hubungan, members of the Board of Commissioners with members of
antara anggota Dewan Komisaris dengan Pemegang Saham. the Board of Directors. The same thing for the relationship
between members of the Board of Commissioners with the
Shareholders.

Hal ini ditunjukkan dalam tabel berikut: It is shown in the following table:
Kepengurusan dan Kepemilikan Saham

Hubungan Keluarga Dengan Hubungan Keuangan Dengan Pada Perusahaan Lain
Family Relationship With Financial Relationship With Management and Shares Ownership in
Nama Other Companies
Name Dewan Direksi Pemegang Dewan Direksi Pemegang Dewan Direksi Pemegang
Komisaris BOD Saham Komisaris BOD Saham Komisaris BOD Saham
BOC Shareholders BOC Shareholders BOC Shareholders
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Rhenald

Kasali
Santoso
Eddy
Wibowo
W. Budi

Santoso
Wahyu

Kuncoro
Iswan

Elmi
Harpin

Ondeh
Rangkap Jabatan dan Benturan Kepentingan Concurrent Positions and Conflict of Interest
Berdasarkan ketentuan Anggaran Dasar, anggota Dewan Based on the provisions of the Articles of Association,
Komisaris dilarang merangkap jabatan sebagai: members of the Board of Commissioners are prohibited to
1. Anggota Direksi pada BUMN, BUMD, dan badan usaha have concurrent positions as:
milik swasta. 1. Members of the Board of Directors in SOEs, ROEs, and
2. Jabatan lainnya sesuai dengan ketentuan peraturan Private Owned Enterprises.
perundang-undangan yang berlaku. 2. Other positions in accordance with the applicable laws
3. Pengurus partai politik dan atau calon/anggota legislatif. and regulations.
4. Jabatan lain yang dapat menimbulkan benturan 3. Management of political parties and or candidates/
kepentingan. members of the legislative.
4. Other positions that may pose a conflict of interest.
Disamping ketentuan tersebut di atas, berdasarkan surat In addition to the above provisions, based on the letter of the
Wakil Menteri Negara BUMN atas nama Menteri Negara Deputy State Minister of SOEs on behalf of the State Minister
BUMN Nomor S-375/MBU.Wk/2011 tanggal 5 Desember of SOEs No. S-375/MBU.Wk/2011 dated December 5th, 2011
2011 dinyatakan bahwa anggota Dewan Komisaris/Dewan stated that members of the Board of Commissioners/Board
Pengawas BUMN hanya diperkenankan menjabat sebagai of Supervisors of SOEs is only allowed to serve as members of
anggota Dewan Komisaris/Dewan Pengawas pada 1 (satu) the Board of Commissioners/Board of Supervisors at 1 (one)
BUMN. SOEs.
Selama tahun 2015, tidak ada anggota Dewan Komisaris During 2015, no member of the Board of Commissioners of
Angkasa Pura II yang merangkap jabatan sebagaimana Angkasa Pura II has concurrent position as stipulated in the
disebutkan dalam Anggaran Dasar Perusahaan. Articles of Association of the Company.
Untuk meminimalisir terjadinya benturan kepentingan, setiap To minimize conflict of interest, each member of the Board
anggota Dewan Komisaris juga diwajibkan untuk membuat of Commissioners is required to make Special Register which

Daftar Khusus yang berisikan keterangan kepemilikan saham contains the descriptions of shares ownership of members
anggota Dewan Komisaris dan/atau keluarganya pada of the Board of Commissioners and/or their family on the
Perusahaan maupun perusahaan lain. Daftar Khusus disimpan Company or other companies. Special Register is stored and
dan diadministrasikan oleh Sekretaris Dewan Komisaris. administered by the Secretary to Board of Commissioners.
Pedoman Kerja Dewan Komisaris Work Guidelines of the Board of Commissioners
Dalam hubungannya dengan organ perusahaan lainnya In conjunction with the other organs of the Company related
terkait pelaksanaan tugas dan tanggung jawabnya, Angkasa to the implementation of duties and responsibilities, Angkasa
Pura II telah menyelesaikan penyusunan pedoman kerja Pura II has completed the preparation of work guidelines
bagi Dewan Komisaris (Board Manual), yakni pedoman for the Board of Commissioners (Board Manual), namely
kerja Dewan Komisaris yang berisi panduan bagi Dewan the working guidelines of the Board of Commissioners
Komisaris yang menjelaskan hubungan, komunikasi, dan which contains guidelines for the Board of Commissioners
aktivitas antara organ Perusahaan tersebut secara terstruktur, that describe relationships, communication, and activities
sistematis, mudah dipahami dan dapat dijalankan dengan between organs of the Company in a structured, systematic,
konsisten, dapat menjadi acuan bagi Dewan Komisaris dalam easy to understand and can be run with a consistency, can be
melaksanakan tugas masing-masing untuk mencapai visi dan a reference for the Board of Commissioners in carrying out
misi Perusahaan, sehingga diharapkan akan tercapai standar their respective duties to achieve the Companys vision and
kerja yang tinggi selaras dengan prinsip-prinsip GCG. mission, which is expected to achieve a high standard of work
that is in harmony with the GCG principles.
Board Manual disusun berdasarkan prinsip-prinsip hukum Board Manual is prepared based on the principles of corporate
korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan laws, provisions of the Articles of Association, applicable laws
perundang-undangan yang berlaku, arahan Pemegang Saham and regulations, direction of the Shareholders and GCG best
serta praktik-praktik terbaik (best practices) GCG. practices.
Isi dari Board Manual sebagai berikut: Contents of the Board Manual as follows:
Bab I Chapter I Pendahuluan Introduction

Hubungan Dewan Komisaris dan Direksi
Bab II Chapter II
Relationship of the Board of Commissioners and Board of Directors
Bab III Chapter III Dewan Komisaris Board of Commissioners
Bab VI Chapter VI Direksi Board of Directors
Bab V Chapter V Penutup Closing
Tugas dan Tanggung Jawab Dewan Komisaris Duties and Responsibilities of the Board of Commissioners
Dewan Komisaris bertugas dan bertanggung jawab melakukan Board of Commissioners is tasked and responsible for
pengawasan terhadap kebijakan pengurusan, jalannya supervision on the management policies, the running of
pengurusan pada umumnya baik mengenai Perusahaan management in general, both related to the Company
maupun usaha Perusahaan yang dilakukan oleh Direksi serta and its business conducted by the Board of Directors as
memberikan nasihat kepada Direksi termasuk pengawasan well as the provision of advices to the Board of Directors
terhadap pelaksanaan Rencana Jangka Panjang Perusahaan, including the supervision against the implementation of the
Rencana Kerja dan Anggaran Perusahaan serta ketentuan Companys Long-Term Plan, Work Plan and Budget of the
Anggaran Dasar dan Keputusan Rapat Umum Pemegang Company as well as provisions of the Articles of Association
Saham, serta peraturan perundang-undangan yang berlaku, and Resolutions of the General Meeting of Shareholders, as
untuk kepentingan Perusahaan dan sesuai dengan maksud well as the applicable laws and regulations, for the interests
dan tujuan Perusahaan. of the Company and in accordance with the purposes and
objectives of the Company.

Dalam melaksanakan tugas, Dewan Komisaris bertanggung In performing its duties, the Board of Commissioners
Jawab kepada RUPS. Pertanggungjawaban Dewan Komisaris is responsible to the GMS. Responsibility of the Board
kepada RUPS merupakan perwujudan akuntabilitas of Commissioners to the GMS is a manifestation of
pengawasan atas pengelolaan perusahaan dalam rangka accountability of supervision on the Companys management
pelaksanaan prinsip-prinsip GCG in the implementation of GCG principles.
Bidang tugas anggota Dewan Komisaris dibagi dalam 6 Field of duties of members of the Board of Commissioners is
(enam) bidang tugas dengan rincian sebagai berikut: divided into 6 (six) field of duties with details as follows:
Nama Jabatan Bidang Tugas Uraian Tugas

Name Position Field of Duty Job Description
Mengkoordinir semua pelaksanaan tugas dan kegiatan

Koordinasi seluruh pengawasan Dewan Komisaris serta memberikan arahan kepada
Komisaris
kegiatan Dewan Komisaris Direksi terhadap pengurusan usaha Perusahaan
Rhenald Utama
Coordination of all Coordinate all implementation of duties and activities of
Kasali President
activities of the Board of supervision of the Board of Commissioners as well as provide
Commissioner
Commissioners direction to the Board of Directors on the business management
of the Company.
Pengembangan
Melaksanakan tugas pengawasan dan pemberian arahan
Usaha, Komersial,
kepada Direksi terhadap pengurusan usaha Perusahaan
Pengembangan
Bidang Pengembangan Usaha, Komersial, Pengembangan
Kebandarudaraan dan
Iswan Komisaris Kebandarudaraan dan Kebijakan Manajemen Risiko
Manajemen Risiko
Elmi Commissioner Implement the duties of monitoring and provision of direction
Development of
to the Board of Directors on the business management of the
Business, Commercial,
Company in the fields of Development of Business, Commercial,
Development of Airport
Development of Airports and Risk Management Policy.
and Risk Management
Melaksanakan tugas pengawasan dan pemberian arahan

Pemberdayaan SDM, kepada Direksi terhadap pengurusan usaha Perusahaan Bidang
Nominasi Remunerasi dan Pemberdayaan Sumber Daya Manusia, Kebijakan Nominasi &
Santoso
Komisaris GCG Remunerasi dan Good Corporate Governance (GCG)
Eddy
Commissioner HR empowerment, Implement the duties of monitoring and provision of direction
Wibowo
Nomination & to the Board of Directors on the business management of the
Remuneration and GCG Company in the fields of HR empowerpent, Nomination &
Remuneration Policy and Good Corporate Governance (GCG)
Melaksanakan tugas pengawasan dan pemberian arahan kepada

Hukum, Keamanan Direksi terhadap pengurusan usaha Perusahaan Bidang Hukum,
Bandara dan Aset Keamanan Bandara dan Aset Perusahaan
Harpin Komisaris
Perusahaan Implement the duties of monitoring and provision of direction
Ondeh Commissioner
Law, Security of Airports to the Board of Directors on the business management of the
and Company Assets Company in the fields of Law, Security of Airports and Company
Assets

Operasi, Teknologi
Informasi dan Strategi
Direksi terhadap pengurusan usaha Perusahaan Bidang Operasi,
Pengembangan Usaha
Teknologi Informasi dan Strategi Pengembangan Usaha Makro
W. Budi Komisaris Makro
Implement the duties of monitoring and provision of direction
Santoso Commissioner Operations, Information
to the Board of Directors on the business management of the
Technology and Macro-
Company in the fields of Operations, Information Technology and
Business Development
Macro-Business Development Strategy
Strategy

Keuangan, Akuntansi dan Direksi terhadap pengurusan usaha Perusahaan Bidang Keuangan,
Wahyu Komisaris Audit Akuntansi dan Audit
Kuncoro Commissioner Finance, Accounting and Implement the duties of monitoring and provision of direction
Audit to the Board of Directors on the business management of the
Company in the fields of Finance, Accounting and Audit

Program Kerja dan Pelaksanaan Tugas Dewan Komisaris Work Program and Implementation of Duties of the Board
Tahun 2015 of Commissioners in 2015
Dewan Komisaris telah menyusun program kerja sebagaimana Board of Commissioners has prepared a work program as
ditetapkan dalam Rencana Kerja Anggaran Perusahaan (RKAP) stipulated in the Companys Work Plan & Budget (RKAP) 2015,
Tahun 2015, rincian kegiatan tersebut adalah sebagai berikut: details of these activities are as follows:
Rencana Kerja Realisasi

No
Work Programs Realization
A Evaluasi Kinerja 1) Dewan Komisaris bersama-sama dengan Direksi melakukan pembahasan pada tanggal 6
Perusahaan Tahun Februari 2015 tentang Pembahasan Laporan Manajemen tahun 2014 (Unaudited)
2014 2) Selanjutnya Dewan Komisaris memberikan tanggapan atas Laporan Manajemen Audited
Corporate Tahun Buku 2014 melalui surat Nomor DKOM.161/KU.101/APII-2015 tanggal 17 April 2015.
Performance 1) Board of Commissioners together with the Board of Directors conducted a discussion on
Evaluation 2014 February 6th, 2015 on the Discussion of Management Report 2014 (Unaudited)
2) Then the Board of Commissioners provides a feedback on the Audited Management
Report 2014 through a letter no. DKOM.161/KU.101/APII-2015 dated April 17th, 2015.
B Pengawasan 1) Rapat Dewan Komisaris dengan Direksi tanggal 20 Januari 2015 tentang Pembahasan
terhadap Persiapan RUPS RKAP PT AP II;
Pelaksanaan RKAP 2) Rapat Dewan Komisaris dengan Direksi tanggal 6 Februari 2015 tentang Pembahasan
Tahun 2015 Laporan Manajemen Tahun 2014 (Unaudited);
Supervision 3) Risalah rapat Dewan Komisaris dengan Direksi tanggal 25 Februari 2015 tentang
against RKAP Pembahasan Laporan Manajemen Bulan Januari Tahun 2015;
Implementation 4) Rapat Dewan Komisaris dengan Direksi tanggal 31 Maret 2015 tentang Pembahasan
2015 Laporan Manajemen Bulan Februari Tahun 2015;
5) Rapat Dewan Komisaris dengan Direksi tanggal 29 Mei 2015 tentang Pembahasan Laporan
Manajemen Bulan April Tahun 2015;
6) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015 tentang Pembahasan Laporan
Manajemen Bulan Mei 2015;
7) Rapat Dewan Komisaris dengan Direksi tanggal 31 Juli 2015 tentang Laporan Manajemen
Triwulan II tahun 2015;
8) Rapat Dewan Komisaris dengan Direksi tanggal 26 Agustus 2015 tentang Pembahasan
Laporan Manajemen bulan Juli tahun 2015;
9) Rapat Dewan Komisaris dengan Direksi tanggal 22 September 2015 tentang Pembahasan
Laporan Manajemen bulan Agustus tahun 2015;
10) Rapat Dewan Komisaris dengan Direksi tanggal 19 Oktober 2015 tentang Laporan
Manajemen Perusahaan PT Angkasa Pura II (Persero) Triwulan III tahun 2015;
11) Rapat Dewan Komisaris dengan Direksi tanggal 23 Desember 2015 tentang Pembahasan
Laporan Manajemen bulan November tahun 2015.

1) Meeting of the Board of Commissioners with the Board of Directors on January 20th, 2015
about the Discussion of GMS preparation on RKAP of PT AP II;
2) Meeting of the Board of Commissioners with the Board of Direcctors on February 6th,
2015 about the Discussion of Management Report 2014 (Unaudited);
3) Minutes of Meeting of the Board of Commissioners with the Board of Directors on
February 25th, 2015 about the Discussion of Management Report of January 2015;
4) Meeting of the Board of Commissioners with the Board of Directors on March 31st, 2015
about the Discussion of Management Report of February 2015;
5) Meeting of the Board of Commissioners with the Board of Directors on May 29th, 2015
about the Discussion of Management Report of April 2015;
6) Meeting of the Board of Commissioners with the Board of Directors on June 22nd, 2015
about the Discussion of Management Report of May 2015;
7) Meeting of the Board of Commissioners with the Board of Directors on July 31st, 2015
about the Management Report of the Second Quarter of 2015;
8) Meeting of the Board of Commissioners with the Board of Directors on August 26th, 2015
about the Discussion of Management Report of July 2015
9) Meeting of the Board of Commissioners with the Board of Directors on September 22nd,
2015 about the Discussion of Management Report of August 2015;
10) Meeting of the Board of Commissioners with the Board of Directors on October 19th,
2015 about the Corporate Management Report of PT Angkasa Pura II (Persero) of the Third
Quarter of 2015 2015;
11) Meeting of the Board of Commissioners with the Board of Directors on December 23rd,
2015 about the Discussion of Management Report of November 2015.
C Pengawasan 1) Surat Dewan Komisaris No. DKOM.007/PG.30/APII-2015 tanggal 9 Januari 2015 perihal
Terhadap Efektifitas Tindaklanjut Hasil Pemeriksaan BPK RI pada PT AP II;
Audit Eksternal dan 2) Surat Dewan Komisaris No. DKOM.217/KU.101/II/APII-2015 tanggal 7 Mei 2015 perihal
Audit Internal serta Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan I tahun 2015;
Efektifitas Tata 3) Surat Dewan Komisaris No. DKOM.248/PG.30/APII-2015 tanggal 31 Mei 2015 perihal
Kelola Perusahaan Tanggapan Dewan Komisaris atas Pemantauan Tindak Lanjut Rekomendasi Hasil
Yang Baik Pemeriksaan BPK pada PT AP II;
Supervision Against 4) Surat Dewan Komisaris Nomor CO.524/KU.101/II/APII-2015 tanggal 31 Juli 2015 perihal
the Effectiveness Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan II tahun 2015;
of External Audit 5) Surat Dewan Komisaris Nomor CO/723/KU.101/II/APII-2015 tanggal 31 Oktober 2015
and Internal Audit perihal Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan III tahun 2015;
as well as the 6) Exit Meeting dengan Direksi tanggal 22 Juni 2015 tentang Program Pengenalan
Effectiveness of Perusahaan;
Good Corporate 7) Exit Meeting dengan Direksi tanggal 31 Juli 2015 tentang Pembahasan Rencana Anak
Governance Perusahaan & Rencana Kerjasama Fasilitas Pengisian Bahan Bakar Pesawat Udara pada T3
BSH.

1) Board of Commissioners Letter No. DKOM.007/PG.30/APII-2015 dated January 9th, 2015
on Follow-up of BPK Inspection Results on PT AP II;
2) Board of Commissioners Letter No. DKOM.217/KU.101/II/APII-2015 dated May 7th, 2015 on
Feedback of the Board of Commissioners on the Management Report of the first quarter
of 2015;
3) Board of Commissioners Letter No. DKOM.248/PG.30/APII-2015 dated May 31st, 2015
on Feedback of the Board of Commissioners on the Supervision of Recommendations
Follow-up of BPK Inspection Results on PT AP II;
4) Board of Commissioners Letter No. CO.524/KU.101/II/APII-2015 dated July 31st, 2015
on Feedback of the Board of Commissioners on the Management Report of the Second
Quarter of 2015;
5) Board of Commissioners Letter No. CO/723/KU.101/II/APII-2015 dated October 31st, 2015
on Feedback of the Board of Commissioners on the Management Report of the Third
Quarter of 2015;
6) Exit Meeting with the Board of Directors on June 22nd, 2015 on the Companys Induction
Training;
7) Exit Meeting with the Board of Directors on July 31st, 2015 on the Discussion of
Subsidiaries plans & Cooperation Plan of Aircraft Refueling Facilities at T3 BSH.
D Pengawasan 1) Surat Dewan Komisaris No. DKOM.127.1/PR.805/APII-2015 tanggal 31 Maret 2015 perihal
terhadap Tanggapan Dewan Komisaris atas Laporan Risk Profil tahun 2014;
Pengelolaan Risiko 2) Surat Dewana Komisaris No. CO.778/PR.805/APII-2015 tanggal 17 November 2015 perihal
Perusahaan Piagam dan Pedoman Kebijakan Manajemen Risiko Perusahaan.
Supervision against 1) Board of Commissioners Letter No. DKOM.127.1/PR.805/APII-2015 dated March 31st, 2015
the Companys Risk on the Feedback of the Board of Commissioners on Risk Profile Report 2014;
Management 2) Board of Commissioners Letter No. CO.778/PR.805/APII-2015 dated November 17th, 2015
on Charter and Guidelines of the Companys Risk Management Policy
E Pengawasan 1) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015 tentang Persetujuan
Program- Pemanfaatan Lahan di Bandar Udara Internasional Kualanamu;
Program Strategis 2) Surat Dewan Komisaris No. DKOM.435/KS.008/APII tanggal 26 Juni 2015 perihal
Perusahaan Tanggapan Dewan Komisaris atas Rencana Pemanfaatan Lahan;
Supervision against 3) Surat Dewan Komisaris No. CO.542/PL.602/APII-2015 tanggal 7 Agustus 2015 perihal
the Companys Tanggapan Dewan Komisaris atas Usulan Penghapusbukuan Rumah Dinas PT AP II dalam
Strategic Programs Rangka Pembangungan Jalur Kereta Api Bandara Soekarno-Hatta;
4) Surat Dewan Komisaris No. DKOM.526.2/KM.60/APII/2015 tanggal 31 Juli 2015 perihal
Tanggapan Dewan Komisaris atas Usulan Pendirian/Pembentukan Anak Perusahaan
Property & Retail dan Anak Perusahaan Kargo & Logistik.
1) Meeting of the Board of Commissioners with the Board of Directors on June 22nd, 2015
on the Approval of Land Use at Kualanamu International Airport;
2) Board of Commissioners Letter No. DKOM.435/KS.008/APII dated June 26th, 2015 on
Feedback of the Board of Commissioners on Land Use Plans;
3) Board of Commissioners Letter No. CO.542/PL.602/APII-2015 dated August 7th, 2015 on
Feeback of the Board of Commissioners on the write-off proposal of the service housing
of PT AP II in the context of Railways Development of Soekarno-Hatta Airport;
4) Board of Commissioners Letter No. DKOM.526.2/KM.60/APII/2015 dated July 31st, 2015
on Feedback of the Board of Commissioners on the Proposal for the Establishment/
Formation of Property & Retail Subsidiaries as well as Cargo & Logistics Subsidiaries.

F Rapat Dewan 1) Rapat Internal Dewan Komisaris

Komisaris a) Rapat Internal Dewan Komisaris No. UND.DKOM.063/UM.202/APII-2015 perihal
Board of Pembahasan Laporan Manajemen Bulan Januari Tahun 2015;
Commissioners b) Rapat Internal Dewan Komisaris tanggal 23 Maret 2015 perihal Reposisi Jabatan;
Meetings c) Rapat Internal Dewan Komisaris No. UND.DKOM.672/UM.202/APII-2015 tanggal 30
Maret 2015 perihal Usulan Penghapusan Kendaraan Dinas & Surat-Surat Direksi;
d) Rapat Internal Dewan Komisaris No.UND.DKOM.143.1/UM.202/APII-2015 tanggal 9
April 2015 perihal Pembahasan Usulan Remunerasi Dewan Komisaris, Pembahasan
Usulan KAP untuk Audit & Laporan Manajemen Tutup Buku 2015;
e) Rapat Internal Dewan Komisaris No. UND.DKOM.330/UM.202/APII-2015 tanggal 12
Juni 2015 perihal Pembahasan Surat-Surat Direksi;
f) Rapat Internal Dewan Komisaris No. UND.SC.583/00/UM.202/APII-2015 tanggal 26
Agustus 2015 perihal Pembahasan Laporan Manajemen Bulan Juli Tahun 2015;
g) Rapat internal Dewan Komisaris tanggal 22 September 2015 perihal Pembahasan
Laporan Manajemen Bulan Agustus Tahun 2015, Pengadaan KAP tahun 2015 & RKA
Dewan Komisaris tahun 2015;
h) Rapat Internal Dewan Komisaris tanggal 29 Oktober 2015 perihal Pembahasan Laporan
KAP Purwantono, Sungkoro & Surja;
i) Rapat Internal Dewan Komisaris tanggal 17 November 2015 perihal Lapmen bulan
Oktober 2015, Usulan Revisi Investasi, Kerjasama Pengelolaan BIJB & Permohonan
Persetujuan Pemanfaatan Lahan di KNO;
j) Rapat Internal Dewan Komisaris tanggal 30 November 2015 perihal Pembahasan
Usulan KPI Dewan Komisaris tahun 2016
k) Rapat Internal Dewan Komisaris tanggal 15 Desember 2015 perihal Perjanjian Konsesi,
Pelimpahan Kewenangan, dll.
2) Rapat Dewan Komisaris-Direksi
a) Rapat Dewan Komisaris dengan Direksi tanggal 20 Januari 2015
b) Rapat Dewan Komisaris dengan Direksi tanggal 6 Februari 2015
c) Rapat Dewan Komisaris dengan Direksi tanggal 25 Februari 2015
d) Rapat Dewan Komisaris dengan Direksi tanggal 31 Maret 2015
e) Rapat Dewan Komisaris dengan Direksi tanggal 29 Mei 2015
f) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015
g) Rapat Dewan Komisaris dengan Direksi tanggal 31 Juli 2015
h) Rapat Dewan Komisaris dengan Direksi tanggal 26 Agustus 2015
i) Rapat Dewan Komisaris dengan Direksi tanggal 22 September 2015
j) Rapat Dewan Komisaris dengan Direksi tanggal 19 Oktober 2015
k) Rapat Dewan Komisaris dengan Direksi tanggal 23 Desember 2015

1) Board of Commissioners Internal Meetings
a) Board of Commissioners Internal Meeting No. UND.DKOM.063/UM.202/APII-2015 on
the Discussion of Management Report of January 2015;
b) Board of Commissioners Internal Meeting on March 23rd, 2015 on the Repositioning of
Position;
c) Board of Commissioners Internal Meeting No. UND.DKOM.672/UM.202/APII-2015
dated March 30th, 2015 on the Elimination of Service Vehicles & Board of Directors
Letters;
d) Board of Commissioners Internal Meeting No.UND.DKOM.143.1/UM.202/APII-2015
dated April 9th, 2015 on the Discussion of Proposal the Board of Commissioners
Remuneration, Discussion of the Proposal of KAP to Audit & Closing of Management
Report 2015;
e) Board of Commissioners Internal Meeting No. UND.DKOM.330/UM.202/APII-2015
dated June 12th, 2015 on the Discussion of the Board of Directors Letters;
f) Board of Commissioners Internal Meeting No. UND.SC.583/00/UM.202/APII-2015
dated August 26th, 2015 on the Management Report of July 2015;
g) Board of Commissioners Internal Meeting on September 22nd, 2015 on the Discussion
of Management Report of August 2015, Procurement of KAP 2015 & RKA of the Board
of Commissioners 2015;
h) Board of Commissioners Internal Meeting on the Discussion of Report from KAP
Purwantono, Sungkoro & Surja;
i) Board of Commissioners Internal Meeting on November 17th, 2015 on the Management
Report of October 2015, Revised Investment Proposals, BIJB Management Cooperation
& Application for Approval of Land Use in KNO;
j) Board of Commissioners Internal Meeting on November 30th, 2015 on the Discussion
of KPI Proposals of the Board of Commissioners 2016
k) Board of Commissioners Internal Meeting on December 15th, 2015 on Concessions
Agreement, Delegation of Authority, etc.
2) Meetings of the Board of Commissioners-Board of Directors
a) Meeting of the Board of Commissioners with the Board of Directors on January 20th,
2015
b) Meeting of the Board of Commissioners with the Board of Directors on February 6th,
2015
c) Meeting of the Board of Commissioners with the Board of Directors on February 25th,
2015
d) Meeting of the Board of Commissioners with the Board of Directors on March 31st,
2015
e) Meeting of the Board of Commissioners with the Board of Directors on May 29th, 2015
f) Meeting of the Board of Commissioners with the Board of Directors on June 22nd,
2015
g) Meeting of the Board of Commissioners with the Board of Directors on July 31st, 2015
h) Meeting of the Board of Commissioners with the Board of Directors on August 26th,
2015
i) Meeting of the Board of Commissioners with the Board of Directors on September
22nd, 2015
j) Meeting of the Board of Commissioners with the Board of Directors on October 19th,
2015
k) Meeting of the Board of Commissioners with the Board of Directors on December 23rd,
2015

G Kunjungan Kerja 1) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Syarif Kasim II Pekanbaru,
Work Visit tanggal 18 Februari 2015;
2) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Mahmud Badaruddin II
Palembang, tanggal 24 Februari 2015;
3) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Internasional - Kualanamu, tanggal 3
Maret 2015;
4) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Depati Amir Pangkal Pinang, tanggal
27 Maret 2015;
5) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Internasional Minangkabau Padang,
tanggal 30 Maret 2015;
6) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Husein Sastranegara, tanggal 6 April
2015;
7) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Supadio, tanggal 15 April 2015;
8) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Thaha - Jambi, tanggal 27 Mei
2015;
9) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Halim Perdanakusuma, tanggal 3 Juli
2015;
10) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Mahmud Badaruddin II
Palembang, tanggal 24 Februari 2015;
11) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Raja Haji Fisabilillah Tanjung Pinang,
tanggal 29 September 2015;
12) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Silangit Siborong-borong;
13) Kunjungan Kerja Dewan Komisaris ke Terminal 3 Ultimate Bandar Udara Soekarno-Hatta.
1) Work Visit of the Board of Commissioners to the Airport of Sultan Syarif Kasim II
Pekanbaru, on February 18th, 2015;
2) Work Visit of the Board of Commissioners to the Airport of Sultan Mahmud Badaruddin II
Palembang, on February 24th, 2015;
3) Work Visit of the Board of Commissioners to Kualanamu International Airport, March 3rd,
2015;
4) Work Visit of the Board of Commissioners to the Airport of Depati Amir Pangkal Pinang,
March 27th, 2015;
5) Work Visit of the Board of Commissioners to the International Airport of Minangkabau
Padang, on March 30th, 2015;
6) Work Visit of the Board of Commissioners to Husein Sastranegara Airport, on April 6th,
2015;
7) Work Visit of the Board of Commissioners to Sultan Supadio Airport, on April 15th, 2015;
8) Work Visit of the Board of Commissioners to the Airport of Sultan Thaha - Jambi, May
27th, 2015;
9) Work Visit of the Board of Commissioners to Halim Perdanakusuma Airport, on July 3rd,
2015;
10) Work Visit of the Board of Commissioners to the Airport of Sultan Mahmud Badaruddin II
Palembang, on February 24th, 2015;
11) Work Visit of the Board of Commissioners to the Airport of Raja Haji Fisabilillah Tanjung
Pinang, on September 29th, 2015;
12) Work Visit of the Board of Commissioners to the Airport of Silangit Siborong-borong;
13) Work Visit of the Board of Coommissioners to Terminal 3 Ultimate of Soekarno-Hatta
Airport.

H Peningkatan Luar Negeri
Pengetahuan dan 1) Program Best Practices Internal Auditing and Risk Management & Visit tanggal 24 s.d 31
Informasi Mutakhir Mei 2015 di Auckland, New Zealand;
Improved 2) Seminar Leading from the Chair tanggal 30 November s.d 2 Desember 2015 di
Kpresentledge Fontainebleau, Prancis;
and Advanced 3) Program Inaugural Airport Innovation Forum tanggal 12 s.d 13 November 2015 di San
Information Fransisco, Amerika Serikat.
Dalam Negeri
1) Seminar sehari tentang Optimalisasi Implementasi Indikator/Parameter Penilaian dan
Evaluasi Atas Penerapan Good Corporate Governance tanggal 25 April 2015 di Kuta
Paradiso Hotel, Bali;
2) Seminar sehari tentang Manajemen Risiko tanggal 3 Oktober 2015 di New Kuta Hotel, Bali.
Abroad
1) Best Practices Internal Auditing and Risk Management & Visit Program on May 24th-31st,
2015 at Auckland, New Zealand;
2) Seminar of Leading from the Chair on November 30th-December 2nd, 2015 at
Fontainebleau, France;
3) Inaugural Airport Innovation Forum Program on November 12th-13th, 2015 at San
Fransisco, United States of America.
Domestic
1) One Day Seminar on the Optimization of Indicators/Parameters of Assessment and
Evaluation on Good Corporate Governance Implementation on April 25th, 2015 at Kuta
Paradiso Hotel, Bali;
2) One Day Seminar sehari on Risk Management on October 3rd, 2015 at New Kuta Hotel,
Bali.
I Usulan Kantor Surat Dewan Komisaris Nomor DKOM.216/PG.30/APII-2015 tanggal 7 Mei 2015 perihal
Akuntan Publik Pengadaan Kantor Akuntan Publik (KAP).
Proposal of Public Board of Commissioners Letter No. DKOM.216/PG.30/APII-2015 dated May 7th, 2015 on the
Accounting Firm Procurement of Public Accounting Firm.
J Penyusunan RKAP 1. Rapat Komite tanggal 28 Oktober 2015 perihal Pembahasan Reviu RKAP Perusahaan Tahun
Angkasa Pura II 2016;
Tahun 2016 2. Rapat Dewan Komisaris dengan Direksi tanggal 29 Oktober 2015 perihal Pembahasan RKA
RKAP Preparation Perusahaan Tahun 2016;
of Angkasa Pura II 3. Surat Dewan Komisaris No. CO.871/KU.101/APII-2015 tanggal 23 Desember 2015 perihal
2016 Tanggapan dan Saran Dewan Komisaris atas Rencana Kerja dan Anggaran Perusahaan
(RKAP) PT AP II Tahun 2016.
1. Committee Meeting on October 28th, 2015 on the Review Discussion of the Companys
RKAP 2016.
2. Meeting of the Board of Commissioners with the Board of Directors on October 29th,
2015 on the Discussion of the Companys RKA 2016.
3. Board of Commissioners Letter No. CO.871/KU.101/APII-2015 dated December 23rd, 2015
on Feedback and Advices of the Board of Commissioners on the Companys Work Plan
and Budget (RKAP) of PT AP II 2016.

K Penyusunan Surat Dewan Komisaris Nomor CO.734/OM.104.6/APII-2015 tanggal 2 November 2015 perihal
Rencana Kerja Usulan Rencana Kerja & Anggaran Perusahaan Dewan Komisaris Tahun 2016.
Dewan Komisaris Board of Commissioners Letter No. CO.734/OM.104.6/APII-2015 dated November 2nd, 2015
Tahun 2016 on Proposal of the Companys Work Plan & Budget of the Board of Commissioners 2016.
Work Plan
Preparation of
the Board of
Commissioners
2016
L Penyusunan KPI 1. Rapat Internal Dewan Komisaris tanggal 30 November 2015 perihal Pembahasan Usulan
Dewan Komisaris KPI Dewan Komisaris Tahun 2016.
Tahun 2016 2. Surat Dewan Komisaris ke Menteri BUMN Nomor CO.895/OM.104.6/APII-2015 tanggal 31
KPI Preparation Desember 2015 perihal usulan Kontrak Manajemen Dewan Komisaris Tahun 2016.
of the Board of 1. Internal meeting of the Board of Commissioners on November 30th, 2015 on the
Commissioners Discussion of KPI Proposals of the Board of Commissioners 2016.
2016 2. Board of Commissioners Letter to the Minister of SOEs No. CO.895/OM.104.6/APII-
2015 dated December 31st, 2015 on Management Contract proposals of the Board of
Commissioners 2016.

Rapat Dewan Komisaris Board of Commissioners Meetings
Rapat Dewan Komisaris terdiri dari rapat internal dan rapat Board of Commissioners meetings consists of internal
dengan mengundang Direksi untuk membahas berbagai meetings and joint meetings with the Board of Directors
aspek operasional dan pengelolaan finansial Angkasa Pura to discuss various aspects of operational and financial
II. Keputusan rapat Dewan Komisaris diambil berdasarkan management of Angkasa Pura II. Meeting decision of the
musyawarah untuk mufakat. Dalam hal keputusan Board of Commissioners is taken based on deliberation and
musyawarah mufakat tidak tercapai maka keputusan diambil consensus. In the event that deliberation and consensus is
berdasarkan pemungutan suara terbanyak. not reached then decisions are taken by majority vote.
Selama tahun 2015, Dewan Komisaris telah menyelenggarakan During 2015, the Board of Commissioners has held 22
22 kali rapat Dewan Komisaris, terdiri dari 11 kali rapat internal meetings, consist of 11 internal meetings and 11 joint
dan 11 kali rapat gabungan bersama Direksi. Adapun tingkat meetings with the Board of Directors. The attendance level
kehadiran Dewan Komisaris dalam rapat adalah sebagai of the Board of Commissioners in the meeting is as follows:
berikut:
Rapat Internal Rapat Gabungan Bersama Direksi

Internal Meetings Joint Meetings with Board of Directors
Nama Total Kehadiran Presentase Total Kehadiran Presentase
Name Rapat Total Attendance Kehadiran Rapat Total Attendance Kehadiran
Meetings Attendance Meetings Attendance
Percentage Percentage
Rhenald Kasali 6 6 100% 11 11 100%
Santoso Eddy Wibowo 6 3 50% 11 7 63,63%
W. Budi Santoso 6 6 100% 11 10 90,90%
Wahyu Kuncoro 6 5 83,33% 11 7 63,63%
Iswan Elmi 6 3 50% 11 7 63,63%
Harpin Ondeh 6 6 100% 11 11 100%
Keputusan yang diambil dalam rapat Dewan Komisaris Decisions taken in the meetings of the Board of
Angkasa Pura II telah dicatat dan didokumentasikan dengan Commissioners of Angkasa Pura II have been recorded and
baik dalam risalah rapat Dewan Komisaris. Risalah rapat documented well in the minutes of the meetings of the Board
ditandatangani oleh pimpinan rapat dan seluruh peserta yang of Commissioners. Minutes of the meeting is signed by the
hadir serta didistribusikan kepada semua anggota Dewan chairman of the meeting and all participants and distributed
Komisaris yang menghadiri rapat maupun tidak. Perbedaan to all members of the Board of Commissioners who attended
pendapat (dissenting opinion) yang terjadi dalam rapat akan the meeting or not. Dissenting opinions that occur in the
dicantumkan dalam risalah rapat disertai alasan mengenai meeting will be included in the minutes of the meeting along
perbedaan pendapat. with the reasons.

Agenda Rapat Dewan Komisaris Board of Commissioners Meeting Agenda
Agenda Rapat Dewan Komisaris yang diselenggarakan Meetings Agenda of the Board of Commissioners include:
meliputi:
Tanggal Rapat Agenda Rapat

Date of Meetings Meetings Agenda
11 Januari 2015 Pembahasan Laporan Manajemen Bulan Januari Tahun 2015
January 11th, 2015 Discussion of Management Report of January 2015
23 Maret 2015 Reposisi Jabatan
March 23rd, 2015 Repositioning of Positions
30 Maret 2015 Usulan Penghapusan Kendaraan Dinas & Surat-Surat Direksi
March 30th, 2015 Discussion of Management Report of January 2015
Pembahasan Usulan Remunerasi Dewan Komisaris, Pembahasan Usulan KAP untuk Audit &
9 April 2015 Laporan Manajemen Tutup Buku 2015
April 9th, 2015 Discussion of proposed remuneration of the Board of Commissioners, Discussion of Proposed
KAP for Audit & Closing of Management Report 2015
12 Juni 2015 Pembahasan Surat-Surat Direksi
June 12th, 2015 Discussion of Board of Directors Letters
26 Agustus 2015 Pembahasan Laporan Manajemen Bulan Juli Tahun 2015
August 26th, 2015 Discussion of Management Report of July 2015
Pembahasan Laporan Manajemen Bulan Agustus Tahun 2015, Pengadaan KAP tahun 2015 &
22 September 2015 RKA Dewan Komisaris tahun 2015
September 22nd, 2015 Discussion of Management Report of August 2015, Procurement of KAP 2015 & RKA of the
Board of Commissioners 2015
29 Oktober 2015 Pembahasan Laporan KAP Purwantono, Sungkoro & Surja
October 29th, 2015 Discussion of Report of KAP Purwantono, Sungkoro & Surja
Lapmen bulan Oktober 2015, Usulan Revisi Investasi, Kerjasama Pengelolaan BIJB &
17 November 2015 Permohonan Persetujuan Pemanfaatan Lahan di KNO
November 17th, 2015 Management Report of October 2015, Proposed revised investment, Management Cooperation
of BIJB & Application for Approval of Land Use in KNO
30 November 2015 Pembahasan Usulan KPI Dewan Komisaris tahun 2016
November 30th, 2015 Discussion of Proposed KPI of the Board of Commissioners 2016
15 Desember 2015 Perjanjian Konsesi, Pelimpahan Kewenangan
December 15th, 2015 Concessions Agreement, Delegation of Authority
Pendelegasian Wewenang Delegation of Authority
Pendelegasian wewenang anggota Dewan Komisaris kepada Delegation of authority of members of the Board of
anggota Dewan Komisaris lainnya dinyatakan dengan surat Commissioners to the other members of the Board of
kuasa tertulis. Seorang anggota Dewan Komisaris hanya dapat Commissioners is expressed with written authorization
mewakili seorang anggota Dewan Komisaris lainnya yang letter. A member of the Board of Commissioners can only
berhalangan. Pendelegasian wewenang Dewan Komisaris represent one other member of the Board of Commissioners
kepada Komite Audit diatur dalam Piagam Komite Audit. who was absent. Delegation of authority of the Board of
Commissioners to the Audit Committee is set out in the Audit
Committee Charter.

Program Pelatihan/Pengembangan Kompetensi Dewan Board of Commissioners Competence Training/
Komisaris Development
Dalam rangka meningkatkan kapabilitas pelaksanaan tugas In order to improve the capabilities of the implementation
pengawasan serta pemberian nasehat dan rekomendasinya of duties of supervisory and provision of advices and
terutama dalam kaitannya dengan peningkatan penerapan recommendations especially in relation with the increase of
GCG Perusahaan, selama tahun 2015 anggota Dewan the Companys GCG implementation, during 2015, members
Komisaris telah mengikuti pelatihan, seminar ataupun of the Board of Commissioners have participated in trainings,
workshop sebagai berikut: seminars or workshops as follows:
Anggota Dewan Komisaris

Tanggal Kegiatan Pelatihan/Seminar/Workshop
No Board of Commissioners
Date of Activities Trainings/Seminars/Workshops
Members
Seminar sehari tentang Optimalisasi Implementasi
Indikator/Parameter Penilaian dan Evaluasi Atas
Penerapan Good Corporate Governance tanggal 25
April 2015 di Kuta Paradiso Hotel, Bali.
25 April 2015
1 Rubani Pranoto One day seminar on the Optimization of the
April 25th, 2015
Implementation of Indicators/Parameters of
Assessment and Evaluation on the Good Corporate
Governance Implementation on April 25th, 2015, at
Kuta Paradiso Hotel, Bali.
Program Best Practices Internal Auditing and Risk
Management & Visit tanggal 24 s.d 31 Mei 2015 di
24 s.d 31 Mei 2015 Rubani Pranoto & Santoso Auckland, New Zealand.
2
May 24th - 31st, 2015 Eddy Wibowo Program of the Best Practices of Internal Auditing
and Risk Management & Visit on May 24th-31st, 2015,
in Auckland, New Zealand.
Seminar sehari tentang Manajemen Risiko tanggal 3
3 Oktober 2015 Oktober 2015 di New Kuta Hotel, Bali.
3 Rubani Pranoto
October 3rd, 2015 One day seminar on Risk Management on October
3rd, 2015, at New Kuta Hotel, Bali.
Program Inaugural Airport Innovation Forum tanggal
12 s.d 13 November 2015 di San Fransisco, Amerika
12 s.d 13 November 2015 Serikat.
4 Santoso Eddy Wibowo
November 12th - 13th, 2015 Inaugural Airport Innovation Forum Program on
November 12th-13th, 2015, in San Fransisco, United
States of America.
Seminar Leading from the Chair tanggal 30
30 November s.d 2 November s.d 2 Desember 2015 di Fontainebleau,
Desember 2015 Prancis.
5 Rhenald Kasali
November 30th - December Seminar of Leading from the Chair on November
2nd, 2015 30th - December 2nd, 2015, in Fontainebleau,
France.

Rekomendasi Dewan Komisaris Board of Commissioners Recommendations
Seluruh keputusan hasil Rapat Gabungan Dewan Komisaris dan All decisions of the Joint Meetings of the Board of
Direksi yang tertuang dalam Notulen Rapat dimonitor tindak Commissioners and Board of Directors that is set out in the
lanjut penyelesaiannya pada setiap Rapat berikutnya. Dewan Minutes of the Meeting is monitored the completion follow-
Komisaris menjalankan tugas dan fungsinya dalam pemberian up at each subsequent meeting. Board of Commissioners
nasihat, antara lain melalui pemberian rekomendasi, nasihat performs its duties and functions in the provision of advices,
dan arahan Dewan Komisaris kepada Direksi. among others through the provision of recommendation,
advices and directions of the Board of Commissioners to the
Board of Directors.
Realisasi Anggaran Dewan Komisaris Board of Commissioners Budget Realization
Realisasi anggaran untuk kegiatan pengawasan Dewan Budget realization for the supervisory activities of the Board
Komisaris sampai dengan akhir tahun 2015 sebesar Rp of Commissioners until the end of 2015 amounted to Rp
12.113.726.513 atau sebesar 97% Jika dibandingkan selama 3 12,113,726,513 or 97% if compared for the last 3 (three)
(tiga) tahun terakhir, realisasi anggaran pengawasan Dewan years, the supervisory budget realization of the Board of
Komisaris sebagai berikut: Commissioners is as follows:
Jumlah Anggaran (Rp) 2013 2014 2015

Total Budget (Rp)
Realisasi Anggaran Dewan Komisaris 11.176.588.602 10.104.592.000 12.113.726.513
Board of Commissioners Budget Realization
Assessment Terhadap Kinerja Dewan Komisaris Board of Commissioners Performance Assessment
Pemegang saham melalui mekanisme RUPS melakukan Shareholders through GMS mechanism conduct an
assessment terhadap kinerja Dewan Komisaris berdasarkan assessment against the Board of Commissioners performance
Key Performance Indicator (KPI) yang ditandatangani pada based on the Key Performance Indicator (KPI) which signed
tahun 2014. in 2014.
Kriteria penilaian kinerja Dewan Komisaris mencakup: Performance Assessment criteria of the Board of
1. Aspek Pengawasan dan Pengarahan, terdiri dari Commissioners includes:
6 Indikator 1. Supervisory and Directions Aspects, consists of
2. Aspek Laporan, terdiri dari 3 indikator 6 Indicators
3. Aspek Dinamis, terdiri dari 3 indikator 2. Report Aspects, consists of 3 Indicators
3. Dynamic Aspects, consists of 3 Indicators
Assessment GCG Dewan Komisaris GCG Assessment of the Board of Commissioners
Pada tahun 2015, Angkasa Pura II juga telah dilakukan self In 2015, Angkasa Pura II has also performed a self-assessment
assessment implementasi GCG untuk Dewan Komisaris yang of GCG implementation for the Board of Commissioners
dilaksanakan sesuai kerangka acuan pelaksanaan assessment which conducted pursuant to the terms of reference of GCG
GCG yang dikembangkan oleh Kementerian Negara BUMN assessment implementation developed by the State Ministry
berdasarkan Keputusan Sekretaris Kementerian BUMN of SOEs based on the Decree of Secretary to the Ministry of
Nomor SK-16/S. MBU/2012 tanggal 06 Juni 2012. Dari hasil SOEs No. SK-16/S. MBU/2012 dated June 06th, 2012. From
assessment tersebut, Dewan Komisaris memperoleh nilai the results of the assessment, the Board of Commissioners
98.04 %, masuk dalam kategori Sangat Baik obtained a score of 98.04%, in the category of Very Good.

Adapun self assessment GCG Dewan Komisaris secara garis Self-assessment of GCG of the Board of Commissioners in
besar meliputi aspek-aspek penilaian sebagai berikut: outline includes the following assessment aspects:
1. Dewan Komisaris melaksanakan program pelatihan/ 1. Board of Commissioners conducts sustainable training/
pembelajaran secara berkelanjutan. learning program.
2. Dewan Komisaris melakukan pembagian tugas, 2. Board of Commissioners conducts the division of
wewenang dan tanggung jawab secara jelas serta duties, authorities and responsibilities clearly as well as
menetapkan faktorfaktor yang dibutuhkan untuk determine the factors that are needed to support the
mendukung pelaksanaan tugas Dewan Komisaris. implementation of the Board of Commissioners duties.
3. Dewan Komisaris melakukan pengawasan terhadap 3. Board of Commissioners supervises the implementation
pelaksanaan kebijakan pengelolaan anak perusahaan/ of management policy of subsidiaries/joint ventures.
perusahaan patungan. 4. Board of Commissioners plays a role in the nomination
4. Dewan Komisaris berperan dalam pencalonan anggota of members of the Board of Directors, assesses the Board
Direksi, menilai kinerja Direksi (individu dan kolegial) dan of Directors performance (individually and collegially)
mengusulkan tantiem/insentif kinerja sesuai ketentuan and proposes tantiem/incentive of performance in
yang berlaku dan mempertimbangkan kinerja Direksi. accordance with the applicable regulations and take into
5. Dewan Komisaris melakukan tindakan terhadap potensi account the performance of the Board of Directors.
benturan kepentingan yang menyangkut dirinya. 5. Board of Commissioners conducts actions against the
6. Dewan Komisaris memantau dan memastikan bahwa potential conflict of interest related to itself.
praktik GCG telah diterapkan secara efektif dan 6. Board of Commissioners monitors and ensures that the
berkelanjutan. GCG practices have been implemented effectively and
7. Dewan Komisaris menyelenggarakan rapat Dewan sustainably.
Komisaris yang efektif dan menghadiri rapat Dewan 7. Board of Commissioners held an effective Board of
Komisaris sesuai dengan ketentuan perundang- Commissioners meetings and attend the Board of
undangan. Commissioners meetings in accordance with the laws
8. Dewan Komisaris memiliki Sekretaris Dewan Komisaris and regulations.
untuk mendukung tugas kesekretariatan Dewan 8. Board of Commissioners has a Secretary to Board of
Komisaris. Commissioners to support the secretarial duties of the
9. Dewan Komisaris memiliki Komite Dewan Komisaris Board of Commissioners.
yang efektif. 9. Board of Commissioners has an effective committees of
the Board of Commissioners.
Remunerasi Dewan Komisaris Board of Commissioners Remuneration
Pemberian remunerasi Dewan Komisaris mengacu Remuneration of the Board of Commissioners refers to the
kepada keputusan dari Pemegang Saham sebagaimana decision of the Shareholders as stipulated in the General
ditetapkan dalam Rapat Umum Pemegang Saham dengan Meeting of Shareholders by paying attention into the
memperhatikan hasil kajian yang dilakukan oleh Perusahaan. assessment results conducted by the Company. Assessment
Kajian dalam penetapan remunerasi mempertimbangkan in the determination of remuneration considers aspects such
aspek seperti: as::
1. Kinerja keuangan dan pencapaian Key Performance 1. Financial performance and achievement of Key
Indicator (KPI) Perusahaan. Performance Indicator (KPI) of the Company.
2. Prestasi kerja individu. 2. Individual work achievement.
3. Kewajaran dengan per perusahaan lainnya. 3. Fairness with other peer companies.
4. Pertimbangan sasaran dan strategi jangka panjang 4. Consideration of long-term targets and strategies of the
Perusahaan. Company.
Bentuk tunjangan dan fasilitas, serta komponen lain yang The form of allowances and facilities, as well as other
termasuk di dalam komponen penghasilan (selain gaji) components included in the component of income (other
mengacu pada ketentuan sebagaimana tertuang dalam than salary) refers to the provisions as contained in the
Peraturan Menteri Negara BUMN Nomor Per-07/MBU/2010 Regulation of the State Minister of SOEs No. Per-07/
tanggal 27 Desember 2010 tanggal tentang Pedoman MBU/2010 dated December 27th, 2010 on the Guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan of Income Determination of the Board of Directors, Board
Pengawas BUMN dan Peraturan Menteri BUMN Nomor PER- of Commissioners and Board of Supervisors of SOEs and

04/MBU/2013 tanggal 19 April 2013 tentang Perubahan Atas Regulation of the Minister of SOEs No. PER-04/MBU/2013
Peraturan Menteri Negara BUMN Nomor PER-07/MBU/2010. dated April 19th, 2013 on the Amendment to Regulation of the
Remunerasi Dewan Komisaris Angkasa Pura II telah mengikuti State Minister of SOEs No. PER-7/MBU/2010. Remuneration
ketentuan tersebut. of the Board of Commissioners of Angkasa Pura II has
followed such provisions.
Komponen remunerasi Dewan Komisaris dapat dijabarkan Remuneration components of the Board of Commissioners
sebagai berikut: can be described as follows:
Jenis Remunerasi Besaran Maksimum Sesuai RUPS dan Peraturan Menteri BUMN
No
Remuneration Type Maximum Amount According to GMS and Regulation of Minister of SOE
1 45% dari gaji President Director untuk Komisaris Utama dan 90% untuk
Anggota Dewan Komisaris dari Komisaris Utama
Honorarium
45% of the President Directors salary for President Commissioner and 90% for
Members of the Board of Commissioners from President Commissioner.
2 Tunjangan Allowances
1 (satu) kali gaji/honorarium. Jika terdapat alasan khusus serta mendapat
persetujuan RUPS/Menteri dapat diberikan maksimal 2 (dua) kali gaji/
a. Tunjangan Hari Raya Keagamaan honorarium
Religious Holiday Allowance 1 (one) time salary/honorarium. If there are special reasons and approved
by the GMS/Minister, may be given a maximum of 2 (two) times of salary/
honorarium
b. Tunjangan Komunikasi Paling banyak 5% dari honorarium
Communication Allowance At most 5% of honorarium.
c. Santunan Purna Jabatan Premi Asuransi paling banyak 25% dari gaji
Post-Employment Allowance Insurance premium with maximum of 25% of salary
d. Tunjangan Pakaian Kebijakan internal Perusahaan
Wardrobe Allowance Corporate internal policy
e. Tunjangan Transportasi 20% dari honorarium anggota Dewan Komisaris
Transportation Allowance 20% of the honorarium of the Board of Commissioners members.
3 Fasilitas Facilities
a. Fasilitas Kendaraan Dinas 1 (satu) unit beserta biaya pemeliharaan dan operasional
Service Vehicle Facility 1 (one) unit along with maintenance and operational costs
b. Fasilitas Kesehatan Dalam bentuk asuransi kesehatan atau penggantian pengobatan
Health Facility In the form of health insurance or reimbursement of treatment
c. Fasilitas Perkumpulan Profesi Paling banyak 2 (dua) perkumpulan
Professional Association Facility At most 2 (two) associations
d. Fasilitas Bantuan Hukum Sebesar kebutuhan
Legal Aid Facility As required

Adapun jumlah dan rincian remunerasi Dewan Komisaris per Number and details of remuneration of the Board of
bulan dapat dijabarkan sebagai berikut: Commissioners per month can be described as follows:
Nama Jabatan Gaji Tunjangan/Fasilitas

Take Home Pay
Name Position Salary Allowances/Facilities
Komisaris Utama
Rhenald Kasali Rp44.775.000,- Rp8.406.000,- Rp53.181.000,-
Komisaris
Santoso Eddy Wibowo Rp40.297.500,- Rp7.565.400,- Rp47.862.900,-
Commissioner
Komisaris
W. Budi Santoso Rp40.297.500,- - Rp40.297.500,-
Commissioner
Komisaris
Wahyu Kuncoro Rp40.297.500,- - Rp40.297.500,-
Commissioner
Komisaris
Iswan Elmi Rp40.297.500,- Rp7.565.400,- Rp47.862.900,-
Commissioner
Komisaris
Harpin Ondeh Rp40.297.500,- Rp7.565.400,- Rp47.862.900,-
Commissioner
Komite di Bawah Dewan Komisaris Committees Under the Board of Commissioners
Komite-komite di bawah Dewan Komisaris adalah organ Committees under the Board of Commissioners is the
pendukung Dewan Komisaris yang bertugas dan bertanggung supporting organs of the Board of Commissioners that are
jawab secara kolektif untuk membantu Dewan Komisaris collectively in charge and responsible to assist the Board of
dalam melakukan fungsi pengawasan dan pemberian nasihat Commissioners in performing the duties of supervision and
kepada Direksi. provision of advices to the Board of Directors.
Komite pendukung Dewan Komisaris Angkasa Pura II meliputi Supporting committees of the Board of Commissioners of
Komite Audit dan Komite Manajemen Risiko dan SDM. Angkasa Pura II consist of Audit Committee as well as the
Penjelasan mengenai Komite Audit dan Komite Manajemen Risk Management & HR Committee. Explanation on the Audit
Risiko & SDM akan dituangkan dalam bagian tersendiri. Committee and the Risk Management & HR Committee will
be set forth in a separate section.

direksi
Board of Directors
Direksi merupakan Organ Perusahaan yang bertugas Board of Directors is organ of the Company that is collectively
dan bertanggung jawab secara kolektif untuk melakukan tasked and responsible to conduct the management of
pengelolaan Angkasa Pura II serta melaksanakan GCG Angkasa Pura II and implement GCG at all levels of the
pada seluruh tingkatan atau jenjang organisasi. Dalam organization. In performing its duties, the Board of Directors
melaksanakan tugasnya, Direksi bertanggung jawab kepada is responsible to the GMS. Accountability of the Board of
RUPS. Pertanggungjawaban Direksi kepada RUPS merupakan Directors to the GMS is a manifestation of the Companys
perwujudan akuntabilitas pengelolaan Perusahaan sesuai management accountability in accordance with the principles
dengan prinsip-prinsip GCG. of GCG.
Komposisi Direksi Board of Directors Composition
Sampai dengan 31 Desember 2015, Direksi terdiri dari 6 (enam) Until December 31st, 2015, the Board of Directors consists
orang anggota dengan komposisi keanggotaan Direksi terdiri of 6 (six) members with the composition of 1 (one) President
atas 1 (satu) orang Direksi Utama dan 5 (lima) orang Direktur. Director and 5 (five) Directors.
Komposisi Direktur Angkasa Pura II adalah sebagai berikut: Composition of the Board of Directors of Angkasa Pura II is
as follows:
Nama Jabatan Dasar Pengangkatan/Pemberhentian

Name Position Basis of Appointment/Dismissal
Budi Karya Sumadi President Director SK-08/MBU/01/2015
Director of Operations &
Djoko Murjatmodjo SK-08/MBU/01/2015
Engineering
Director of Human
Daan Achmad Capital, General Affairs SK-08/MBU/01/2015
& IT
Andra Y Agussalam Director of Finance SK-08/MBU/01/2015
Director of Commercial &
Faik Fahmi SK-08/MBU/01/2015
Director of Airport Service
Ituk Herarindri SK-08/MBU/01/2015
& Facility
Keberagaman Komposisi Direksi Composition Diversity of the Board of Directors
Direksi Angkasa Pura II memiliki komposisi yang beragam, baik Board of Directors of Angkasa Pura II has a diverse composition,
dari pendidikan (bidang studi), pengalaman kerja, usia, dan both educations (field of study), work experience, age, and
jenis kelamin. Kebijakan mengenai keberagaman komposisi gender. Policy on the composition diversity of the Board of
Direksi telah diatur dalam Board Manual. Directors has been set in the Board Manual.
Pengangkatan dan Pemberhentian Direksi Appointment and Dismissal of the Board of Directors
Anggota Direksi diangkat dan diberhentikan oleh RUPS sesuai Members of the Board of Directors of Angkasa Pura II are
dengan peraturan perundang-undangan. Pengangkatan appointed and dismissed by GMS in accordance to laws and
Direksi harus memenuhi persyaratan umum dan khusus yang regulations. Appointment of the Board of Directors must
ditetapkan dalam Board Manual. meet the general and specific requirements stated in the
Board Manual.

Kemampuan dan Kepatutan Direksi (Fit & Proper Test) Fit & Proper Test of the Board of Directors
Semua anggota Direksi Angkasa Pura II memiliki integritas, All members of the Board of Directors of Angkasa Pura II has
kompetensi, reputasi dan pengalaman serta keahlian yang the integrity, competence, reputation and experience as well
dibutuhkan dalam menjalankan fungsi dan tugasnya masing- as expertise needed to carry out each functions and duties.
masing. Mekanisme penjaringan atau nominasi calon anggota Mechanism of networking and nomination of potential
Direksi diatur dalam Peraturan Menteri Negara BUMN Nomor members of the Board of Directors is set in the Regulation
PER-06/MBU/2012 tanggal 21 Mei 2012. Pemegang Saham of the State Minister of SOEs No: PER-06/MBU/2012 dated
melaksanakan fit & proper test dengan menggunakan jasa May 21st, 2012. Shareholders carry out fit & proper test by
pihak independen. Hasil dari pihak independen ini kemudian using the service of independent parties. Results from these
diajukan kepada RUPS untuk dilakukan proses selanjutnya. independent parties is then submitted to the GMS for further
processing.
Berdasarkan peraturan tersebut, tabel status uji kemampuan Based on such regulation, the status table of the fit & proper
dan kepatutan Direksi yang menjabat pada tahun 2015 adalah test of the Board of Directors of Angkasa Pura II who served
sebagai berikut: in 2015 is as follows:
Nama Lulus Fit & Proper Test

Name Pass the Fit & Proper Test
Budi Karya Sumadi
Djoko Murjatmodjo
Daan Achmad
Andra Y Agussalam
Faik Fahmi
Ituk Herarindri
Independensi Direksi Independence of the Board of Directors
Direksi ditetapkan untuk menjalankan segala tindakan Board of Directors is set to perform all acts of management
pengurusan Perusahaan atau hubungan dengan pihak lain of the Company or relationships with other parties
secara independen tanpa campur tangan pihak-pihak lain atau independently without interference from other parties or
yang bertentangan dengan peraturan perundang-undangan contrary to the laws and regulations and the Companys
dan Anggaran Dasar Perusahaan yang secara material dapat Articles of Association which materially can interfere with the
mengganggu keobjektifan dan kemandirian tugas Direksi objectivity and independence of the Board of Directors duties
yang dijalankan semata-mata untuk kepentingan Perusahaan. which is run solely for the Companys interests.

Hubungan Afiliasi antara Direksi dengan Dewan Komisaris Affiliate Relationship between the Board of Directors, Board
dan Pemegang Saham of Commissioners and Shareholders
Selama tahun 2015, tidak terdapat hubungan afiliasi, During 2015, there were no affiliate relationship, including
mencakup hubungan keluarga, hubungan keuangan, serta family relationship, financial relationship, as well as
kepengurusan dan kepemilikan saham di Perusahaan lain management and shares ownership in other companies
antara tiap anggota Direksi dengan anggota Direksi lainnya, between each member of the Board of Directors with fellow
atau antara anggota Direksi dengan anggota Direksi. Hal yang members of the Board of Directors, or between members
sama juga untuk hubungan, antara anggota Direksi dengan of the Board of Directors with members of the Board of
Pemegang Saham. Hal ini ditunjukkan dalam tabel berikut: Commissioners. The same thing for the relationship between
members of the Board of Directors with the Shareholders. It
is shown in the following table:
Kepengurusan dan Kepemilikan

Hubungan Keluarga Dengan Hubungan Keuangan Dengan Saham Pada Perusahaan Lain
Family Relationship With Financial Relationship With Management and Shares Ownership
Nama in Other Companies
Name Dewan Direksi Pemegang Dewan Direksi Pemegang Dewan Direksi Pemegang
Komisaris BOD Saham Komisaris BOD Saham Komisaris BOD Saham
BOC BOC BOC
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Budi Karya

Sumadi
Djoko

Murjatmodjo
Daan

Achmad
Andra Y.

Agussalam
Faik Fahmi
Ituk

Herarindri
Rangkap Jabatan dan Benturan Kepentingan Concurrent Positions and Conflict of Interest
Berdasarkan ketentuan dalam Board Manual, anggota Direksi Based on the provisions of the Board Manual, members of
dilarang merangkap jabatan sebagai: the Board of Directors are prohibited to have concurrent
1. Anggota Direksi pada Badan Usaha Milik Negara, Badan positions as:
Usaha Milik Daerah. Badan Usaha Milik Swasta; 1. Members of the Board of Directors in SOEs, ROEs, and
2. Anggota Dewan Komisaris/Dewan Pengawas pada Private Owned Enterprises.
Badan Usaha Milik Negara; 2. Members of the Board of Commissioners/Board of
3. Jabatan struktural dan fungsional lainnya pada instansi/ Supervisors in State-Owned Enterprises;
lembaga pemerintah pusat dan atau daerah; 3. Other structural and functional positions in central or
4. Jabatan lainnya sesuai dengan ketentuan dalam local government agencies/institutions;
peraturan perundang-undangan, pengurus partai politik 4. Other positions in accordance with the provisions of
dan/atau calon/anggota legislatif dan/atau calon Kepala laws and regulations, political party management and/or
Daerah/Wakil Kepala Daerah; dan atau candidate/member of the legislative and/or the potential
5. Jabatan lain yang dapat menimbulkan benturan of Regional Head/Deputy Head of Region; and or
kepentingan. 5. Other positions that may pose a conflict of interest.
Selama tahun 2015, Direksi Angkasa Pura II tidak ada yang During 2015, the Board of Directors of Angkasa Pura II has no
merangkap jabatan sebagaimana dimaksud dalam Board concurrent positions as defined in the Board Manual.
Manual tersebut.

Berdasarkan Peraturan Menteri Negara BUMN NomorPER-01/ Based on the Regulation of the State Minister of SOEs No.
MBU/2011 Pasal 19, Direksi harus menyampaikan informasi PER-01/MBU/2011 Article 19, the Board of Directors must
mengenai jabatan Dewan Komisaris di anak perusahaan/ submit information regarding the position of the Board of
perusahaan patungan dan/atau perusahaan lain. Commissioners in subsidiaries/joint ventures and/or other
companies.
Selama tahun 2015, terdapat beberapa anggota Direksi yang During 2015, there were several members of the Board of
memiliki saham dan hubungan kepengurusan di perusahaan Directors who own shares as follows:
lain sebagai berikut:
Budi Karya Sumadi -

Djoko Murjatmodjo -
Kepemilikan Saham di CPRO
Daan Achmad
Shares Ownership in CPRO
Andra Y. Agussalam -
Kepemilikan Saham di PT Garuda Indonesia
Faik Fahmi
Shares Ownership in PT Garuda Indonesia
Ituk Herarindri PT KOPINDOSAT (Koperasi Indosat)
Untuk meminimalisir terjadinya benturan kepentingan, setiap To minimize conflicts of interest, each member of the Board
Direktur juga diwajibkan untuk membuat Daftar Khusus, yang of Directors is also required to make Special Register, which
berisikan keterangan kepemilikan saham setiap Direktur dan/ contains a description of shares ownership of each member
atau keluarganya pada Angkasa Pura II maupun perusahaan of the Board of Directors and/or their families at Angkasa
lain. Daftar Khusus disimpan dan diadministrasikan oleh Head Pura II as well as other companies. The Special Register is
of Corporate Secretary & Legal. store and administered by the Corporate Secretary.
Pedoman Kerja Direksi Work Guidelines of the Board of Directors
Dalam hubungannya dengan organ perusahaan lainnya In conjunction with the other organs of the Company related
terkait pelaksanaan tugas dan tanggung jawabnya, Angkasaa to the implementation of duties and responsibilities, Angkasa
Pura II telah menyelesaikan penyusunan pedoman kerja bagi Pura II has completed the preparation of work guidelines for
Direksi (Board Manual), yakni pedoman kerja Direksi yang the Board of Directors (Board Manual), namely the working
berisi panduan bagi Direksi yang menjelaskan hubungan, guidelines of the Board of Directors which contains guidelines
komunikasi, dan aktivitas antara organ Perusahaan tersebut for the Board of Directors that describe relationships,
secara terstruktur, sistematis, mudah dipahami dan dapat communication, and activities between organs of the
dijalankan dengan konsisten, dapat menjadi acuan bagi Direksi Company in a structured, systematic, easy to understand
dalam melaksanakan tugas masing-masing untuk mencapai and can be run with a consistency, can be a reference for the
visi dan misi Perusahaan, sehingga diharapkan akan tercapai Board of Directors in carrying out their respective duties to
standar kerja yang tinggi selaras dengan prinsip-prinsip GCG. achieve the Companys vision and mission, which is expected
to achieve a high standard of work that is in harmony with the
GCG principles.
Board Manual disusun berdasarkan prinsip-prinsip hukum Board Manual is prepared based on the principles of corporate
korporasi, ketentuan Anggaran Dasar, peraturan dan laws, provisions of the Articles of Association, applicable laws
ketentuan perundang-undangan yang berlaku, arahan and regulations, direction of the Shareholders and GCG best
Pemegang Saham serta praktik-praktik terbaik (best practices) practices.
GCG.

Isi dari Board Manual sebagai berikut: Contents of the Board Manual as follows:
Bab I Chapter I Pendahuluan Introduction

Hubungan Dewan Komisaris dan Direksi
Bab II Chapter II
Relationship of the Board of Commissioners and Board of Directors
Bab III Chapter III Dewan Komisaris Board of Commissioners
Bab VI Chapter VI Direksi Board of Directors
Bab V Chapter V Penutup Closing
Tugas dan Tanggung Jawab Direksi Duties and Responsibilities of the Board of Directors
Dalam melaksanakan tugas dan tanggung jawabnya, Direksi In carrying out its duties and responsibilities, the Board
senantiasa berpegang dan berpedoman pada Anggaran of Directors always hold and guided by the Articles of
Dasar maupun ketentuan internal dan peraturan perundang- Association as well as internal provisions and applicable laws
undangan yang berlaku. Tugas pokok Direksi adalah: and regulations. The main duties of the Board of Directors
Memimpin dan mengurus Angkasa Pura II sesuai dengan are:
maksud dan tujuan Angkasa Pura II dan senantiasa Lead and manage Angkasa Pura II in accordance with
berusaha meningkatkan efisiensi dan efektivitas Angkasa the purposes and objectives of Angkasa Pura II and
Pura II. constantly trying to improve efficiency and effectiveness
Menguasai, memelihara dan mengurus kekayaan of Angkasa Pura II.
Angkasa Pura II. Master, maintain and manage the wealth of Angkasa
Pura II.
Direksi menjalankan tugas pelaksanaan pengurusan Angkasa Board of Directors performs its management duties of
Pura II untuk kepentingan dan tujuan Angkasa Pura II serta Angkasa Pura II for the interests and objectives of Angkasa
mewakili Angkasa Pura II baik di dalam maupun di luar Pura II as well as represents Angkasa Pura II both inside
pengadilan sebagai amanat dari Pemegang Saham yang and outside the court as the mandate of the Shareholders
ditetapkan dalam RUPS. Direksi mempertanggungjawabkan set out in the GMS. Board of Directors is responsible for the
pelaksanaan tugasnya kepada pemegang saham melalui implementation of its duties to the shareholders through
RUPS. Direksi senantiasa menindaklanjuti temuan audit dan GMS. Board of Directors continues to follow up on audit
rekomendasi hasil pemerikaan Internal Auditor maupun findings and recommendations of the inspection results
auditor eksternal. Para anggota Direksi diangkat dan of Internal Audit Unit and external auditor. Members of the
diberhentikan oleh RUPS. Board of Directors are appointed and dismissed by the GMS.

Untuk lebih menyelaraskan dengan visi dan misi Angkasa Pura To further harmonize with the vision and mission of Angkasa
II, berdasarkan Keputusan Direksi KEP.01.01/11/2012.2 tanggal Pura II, based on the Decree of the Board of Directors No.
28 November 2012, tugas dan tanggung jawab masing- KEP.01.01/11/2012.2 dated November 28th, 2012, duties and
masing anggota Direksi adalah sebagai berikut: responsibilities of each member of the Board of Directors are
as follows:
Nama Jabatan Uraian Tugas

Name Position Job Description
1. Memberikan arahan strategis dan mengendalikan Kebijakan, Visi, Misi,
dan Strategi Perseroan untuk kepentingan perusahaan;
2. Memimpin para anggota Board of Director dalam melaksanakan
keputusan Board of Director;
3. Memberikan arahan strategis dan mengendalikan kinerja seluruh
cabang;
4. Mengkoordinasikan pelaksanaan tugas Non-Direktorat (Internal
Auditor, Corporate Secretary & Legal, Corporate Strategic Planning
& Performance Management, Risk Management & Compliance,
Procurement, dan seluruh kantor cabang;
5. Mengangkat dan memberhentikan karyawan kunci berdasarkan aturan
internal perusahaan dan peraturan perundang-undangan yang berlaku;
6. Memberi pertanggungjawaban dan segala keterangan tentang keadaan
dan jalannya perusahaan dalam bentuk laporan lainnya jika diminta
oleh RUPS;
7. Melaksanakan tugas dan kewajiban lainnya sesuai ketentuan Anggaran
Dasar dan ketetapan RUPS.
Budi Karya Sumadi President Director 1. Provide strategic direction and control the Policy, Vision, Mission, and
Strategy of the Company for the benefit of the Company;
2. Lead members of the Board of Directors to implement decision of the
Board of Directors;
3. Provide strategic direction and control the performance of all branch
offices;
4. Coordinate the implementation of Non-Directorate duties (Internal
Auditor, Corporate Secretary & Legal, Corporate Strategic Planning
& Performance Management, Risk Management & Compliance,
Procurement, and all branch offices;
5. Appoint and dismiss key employees based on the Companys internal
regulations and the applicable laws and regulations;
6. Provide responsibility and any information about the conditions and the
running of the Company in the form of other reports if requested by the
GMS;
7. Implement other duties and responsibilities in accordance with the
provisions of the Articles of Association and statutes of the GMS.

1. Membina dan mengoptimalkan bisnis aeronautika, non-aeronautika

dan kargo untuk menunjang implementasi strategi dan pencapaian
kinerja tujuan korporasi;
2. Memberi masukan terhadap penyusunan RJPP dan RKAP, termasuk
penentuan target bisnis aeronautika, non-aeronautika dan kargo;
3. Memimpin dan mengarahkan kegiatan komersial dan pengembangan
usaha sesuai perencanaan strategis korporasi;
4. Memberi masukan terhadap semua proyek pengembangan bandar
udara yang berada dalam kewenangannya dalam lingkup kegiatan
komersial kebandarudaraan dan pengembangan usaha;
5. Mengkoordinir pelaksanaan tugas Subdirektorat Aeronautical Business,
Non-Aeronaurtical Business, Marketing & Business Development dan
Cargo Business;
6. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan
Board of Director dalam kegiatan komersial kebandarudaraan dan
pengembangan usaha;
7. Memberikan pertanggungjawaban dan segala keterangan tentang
keadaan dan jalannya kegiatan komersial kebandarudaraan, kargo, dan
pengembangan usaha dalam bentuk laporan lainnya jika diminta oleh
RUPS;
Faik Fahmi 1. Develop and optimize the businesses of aeronautical, non-
Business Develepoment
aeronautical and cargo to support the implementation of strategies
and achievement of corporate performance goals;
2. Provide inputs for the preparation of RJPP and RKAP, including the
determination of business targets of aeronautical, non-aeronautical
and cargo;
3. Lead and direct the activities of commercial and business development
according to corporate strategic planning.
4. Provide inputs to all airport development projects that are in his/
her authority within the scope of airport commercial activities and
business development;
5. Coordinate the implementation of duties of the Sub-Directorates of
Aeronautical Business, Non-Aeronautical Business, Marketing & Business
Development and Cargo Business;
6. Lead and supervise the implementation of policies and decisions of the
Board of Directors in the activities of airport commercial and business
developmen;
7. Provide responsibility and any information about the conditions and
the running of activities of airport commercial, cargo, and business
development in the form of other reports if requested by the GMS;

1. Melakukan pembinaan/pemberdayaan baik secara individu maupun
kelompok (unit kerja) di kantor pusat dan di seluruh kantor cabang
terkait dengan bidang operasi dan teknik secara professional sehingga
mampu mewujudkan tujuan perusahaan;
2. Memberikan masukan terhadap penyusunan RJPP dan RKAP, termasuk
penentuan target kinerja Direktorat Operations & Engineering;
3. Memimpin dan mengarahkan kegiatan pengelolaan kegiatan operasi
dan teknik sesuai perencanaan strategis korporasi;
4. Memberi masukan terhadap semua pekerjaan yang berada dalam
kewenangannya di lingkup kegiatan pengelolaan kegiatan operasi dan
teknik;
5. Mengkoordinasikan pelaksanaan tugas Subdirektorat Airport Operation,
Civil Engineering, Electronical & Mechanical Engineering dan Airport
Safety;
Board of Director dalam pengelolaan kegiatan operasi dan teknik
lainnya;
dan jalannya kegiatan pengelolaan operasi dan teknik dalam bentuk
laporan lainnya jika diminta oleh RUPS;
8. Melaksanakan tugas dan kewajiban lainnya sesuai terentuan Anggaran
Director of Operations & 1. Conduct training/empowerment either individually or in groups (work
Djoko Murjatmodjo
Engineering units) at the head office and all branch offices related with fields of
operations and engineering in a professional manner so as to realize
the Companys objectives;
determination of performance targets of the Directorate of Operations
& Engineering;
3. Lead and direct the management activities of operations and
engineering in accordance with corporate strategic planning;
4. Provide inputs to all the jobs that are within the scope of his/her
authority in the scope of management activities of operations and
engineering;
5. Coordinate the implementation of duties of the Sub-Directorates
of Airport Operations, Civil Engineering, Electronical & Mechanical
Engineering and Airport Safety;
6. Lead and supervise the implementation of policy and decision of
the Board of Directors in the management of other operation and
engineering activities;
the running of activities of operations and engineering management
in the form of other reports if requested by the GMS;

1. Membina kegiatan pengelolaan keuangan secara optimal untuk
menunjang kegiatan unit-unit dalam implementasi strategi dan
pencapaian tujuan korporasi serta mengoptimalkan profitabilitas untuk
meningkatkan kinerja keuangan perseroan;
penentuan target profitabilitas perseroan;
3. Memimpin dan mengarahkan kegiatan pengelolaan keuangan dan
CSR (Corporate Social Responsibility) sesuai perencanaan strategis
korporasi;
4. Memberi masukan terhadap semua proyek pengembangan bandara
yang berada dalam kewenangannya di lingkup kegiatan pengelolaan
keuangan;
5. Mengkoordinir pelaksanaan tugas Subdirektorat Accounting &
Budgeting, Treasury, Assets Management & Inventory dan CSR;
Board of Director dalam pengelolaan keuangan;
dan jalannya kegiatan pengelolaan keuangan dalam bentuk laporan
lainnya jika diminta oleh RUPS;
Andra Y. Agussalam Director of Finance
1. Developing financial management activities optimally to support the
activities of the units in the implementation of strategy and achievement
of corporate objectives as well as to optimize profitability to improve the
Companys financial performance.
determination of the Companys profitability targets.
3. Lead and direct activities of financial management and CSR (Corporate
Social Responsibility) according with the corporate strategic planning.
4. Provide feedback to all airport development projects that are within
his/her authority in the scope of financial management activities;
5. Coordinate the implementation of duties of the Sub-Directorate of
Accounting & Budgeting, Treasury, Assets Management & Invetory and
CSR;
6. Lead and supervise the implementation of policy and decision of the
Board of Directors in financial management;
the running of activities of financial management in the form of other
reports if requested by the GMS;

1. Membina kegiatan Human Capital, General Affairs & Information
Technology serta mengoptimalkan standar kualitas karyawan untuk
menunjang kegiatan unit-unit dalam implementasi strategi dan
pencapaian kinerja korporasi;
penentuan target kinerja Human Capital, General Affairs & Information
Technology;
3. Memimpin dan mengarahkan kegiatan pengelolaan kegiatanyang
berkaitan dengan Human Capital, General Affairs & Information
Technology sesuai perencanaan strategis korporasi;
4. Memberi masukan terhadap semua proyek pengembangan bandara
yang berada dalam kewenangannya di lingkup kegiatan pengelolaan
sumber daya manusia & umum serta teknologi informasi;
5. Mengkoordinasikan pelaksanaan tugas Subdirektorat Human Capital,
Training & Development, General Affairs & Administration dan
Information Technology;
Board of Director dalam pengelolaan kegiatan Human Capital, General
Affairs & Information Technology;
dan jalannya kegiatan pengelolaan Human Capital, General Affairs &
Information Technology dalam bentuk laporan lainnya jika diminta oleh
RUPS;
Daan Achmad
Director of Human 1. Develop the activities of Human Capital, General Affairs & Information
Capital, General Affairs & Technology as well as optimizing the quality standards of employees
Information Technology to support the units activities in the implementation of strategy and the
achievement of corporate performance;
determination of performance targets of Human Capital, General Affairs &
Information Technology;
3. Lead and direct the management activities related to Human Capital,
General Affairs & Information Technology according to corporate
strategic planning;
4. Provide inputs to all airport development projects that are in his/
her authority within the scope of the human capital & general affairs
management as well as information technology;
5. Coordinate the implementation of duties of the Sub-Directorate of
Human Capital, Training & Development, General Affairs & Administration
and Information Technology;
Board of Directors in the management of Human Capital, General Affairs
& Information Technology;
7. Provide responsibility and any information about the conditions and the
running of activities of Human Capital, General Affairs & Information
Technology management in the form of other reports if requested by the
GMS;

1. Membina kegiatan pelayanan dan kesiapan fasilitas kebandarudaraan
serta menentukan standar kualitas karyawan maupun fasilitas untuk
menunjang kegiatan pelayanan kebandarudaraan;
penentuan target kinerka Direktorat Airport Services & Facility;
3. Memimpin dan mengarahkan kegiatan pengelolaan pelayanan
kebandarudaraan dan kesiapan fasilitas sesuai perencanaan strategis
korporasi;
4. Memberi masukan terhadap semua fungsi di perusahaan untuk
mendukung kegiatan pelayanan kebandarudaraan;
5. Mengkoordinir pelaksanaan tugas Subdirektorat Airport Services,
Service Assurance dan Infrastructure & Facility Maintenance;
6. Memimpin dan mengawasi pelaksanaan kebijakan Wdan keputusan
Board of Director dalam pengelolaan kegiatan pelayanan
kebandarudaraan dan kesiapan fasilitas;
dan jalannya kegiatan pengelolaan pelayanan kebandarudaraan dan
kesiapan fasilitas dalam bentuk laporan lainnya jika diminta oleh RUPS;
1. Develop the activities of services and readiness of airport facilities and
Director of Airport
Ituk Herarindri determine the quality standards of employees and facilities to support
Services & Facility
airport services.
determination of performance targets of the Directorate of Airport
Services & Facility;
3. Lead and direct the activities of airport services and the readiness of
facilities according with the corporate strategic planning.
4. Provide inputs to all functions in the Company to support airport
services activities.
5. Coordinate the implementation of duties of the Sub-Directorate
of Airport Services, Service Assurance and Infrastructure & Facility
Maintenance;
Board of Directors in the management of airport services management
and the readiness of facilities;
the running of activities of airport services management and the
readiness of facilities in the form of other reports if requested by the
GMS;

Rapat Direksi Board of Directors Meetings
Selama tahun 2015, Direksi telah menyelenggarakan 45 kali During 2015, the Board of Directors has held 45 meetings,
Rapat, terdiri dari 28 kali rapat internal, 6 kali rapat koordinasi consist of 26 internal meetings and 6 coordination meeting
terbatas dan 11 kali rapat gabungan bersama Dewan Komisaris. and 11 joint meetings with the Board of Commissioners.
Adapun tingkat kehadiran Direksi dalam rapat adalah sebagai The attendance level of the Board of Directors in the meeting
berikut: is as follows:
Rapat Internal Rapat Gabungan Bersama Direksi

Internal Meetings Joint Meetings with Board of Directors
Nama Total Kehadiran Presentase Total Kehadiran Presentase
Name Rapat Total Attendance Kehadiran Rapat Total Attendance Kehadiran
Meetings Attendance Meetings Attendance
Percentage Percentage
Budi Karya Sumadi 34 34 100% 13 10 77%
Djoko Murjatmodjo 34 19 56% 13 10 77%
Daan Achmad 34 10 29% 13 10 77%
Andra Y. Agussalam 34 8 24% 13 10 77%
Faik Fahmi 34 12 35% 13 11 85%
Ituk Herarindri 34 14 41% 13 11 85%

Pendelegasian Wewenang Delegation of Authority
Berdasarkan ketentuan dalam Undang-Undang Nomor 40 Under the provisions of Law No. 40 year 2007 on Limited
Tahun 2007 Tentang Perusahaan Terbatas dan ketentuan Liability Companies and the provisions of the Articles of
dalam Anggaran Dasar, Direksi bertindak mewakili Association, the Board of Directors acts on behalf of Angkasa
Angkasa Pura II di dalam dan di luar pengadilan. Dalam Pura II inside and outside the court. In the implementation,
pelaksanaannya, Direksi dapat mendelegasikan kewenangan Board of Directors may delegate the authority to other
kepada anggota Direksi lainnya dan pejabat setingkat di members of the Board of Directors and lower-level officials
bawah Direksi. Pendelegasian wewenang meliputi tugas, of the Board of Directors. Delegation of authority includes the
tanggung jawab serta kewenangan, dan dibuat secara tertulis. duties, responsibilities and authorities, and made in writing.
Setiap pendelegasian wewenang dilakukan melalui analisis Each delegation of authority is conducted through an analysis
terhadap pekerjaan yang akan didelegasikan dan kompetensi against the work that will be delegated and the competence of
orang yang akan menerima pendelegasian wewenang. people who will receive the delegation of authority.
Program Pelatihan/Pengembangan Kompetensi Direksi Board of Directors Competence Training/Development
Sesuai dengan tuntutan fungsional yang semakin meningkat, In accordance with the increased functional demands, the
Perusahaan memfasilitasi tersedianya paket-paket khusus Company facilitates the availability of special package of the
pelatihan Direksi untuk meningkatkan pengetahuan, keahlian Board of Directors trainings to improve kpresentledge, expertise
dan profesionalisme. Selama tahun 2015, Direksi mengikuti and professionalism. During 2015, the Board of Directors
program peningkatan kompetensi sebagai berikut: follows the competence development program as follows:
Tanggal Anggota Direksi Pelatihan/Seminar/Workshop

No
Date Board of Directors Members Trainings/Seminars/Workshops
Airport Visit Bagage Handling System & 24th Airport
1 April 18th-26th, 2015 Faik Fahmi
Commercial and Retail Conference & Exhibition 2015
2 June 17th-19th, 2015 Faik fahmi Airport Community Platform Indonesia & ASEAN
3 November 17th-19th, 2015 Ituk Herarindri IICD Seminar
4 December 10th, 2015 Ituk Herarindri Markplus Conference 2016
5 December 8th-10th, 2015 Daan Achmad Airport Exchange Conferences and Summits

Realisasi Anggaran Direksi Board of Directors Budget Realization
Jumlah Anggaran (Rp) 2013 2014 2015

Total Budget (Rp)
Jumlah Anggaran 61.499.209.471 64.950.607.406 61.118.198.106
Budget Total
Assessment Terhadap Kinerja Direksi Board of Directors Performance Assessment
Pemegang saham melalui mekanisme RUPS melakukan Shareholders through GMS mechanism conduct an
assessment terhadap kinerja Direksi berdasarkan Key assessment against the Board of Directors performance
Performance Indicator (KPI) yang ditandatangani pada tahun based on the Key Performance Indicator (KPI) which signed
2014. Kriteria penilaian kinerja Direksi mencakup: in 2014. Performance Assessment criteria of the Board of
1. Aspek Keuangan, terdiri dari 8 indikator Directors includes:
2. Aspek Operasional, terdiri dari 2 indikator 1. Financial Aspect, consists of 8 Indicators
3. Aspek Administrasi terdiri dari 4 indikator 2. Operational Aspect, consists of 2 Indicators
3. Administrative Aspect, consists of 4 Indicators
Assessment GCG Direksi GCG Assessment of the Board of Directors
Pada tahun 2015, Angkasa Pura II juga telah dilakukan In 2015, Angkasa Pura II has also performed an assessment
assessment implementasi GCG untuk Direksi yang of GCG implementation for the Board of Directors which
dilaksanakan sesuai kerangka acuan pelaksanaan assessment conducted pursuant to the terms of reference of GCG
GCG yang dikembangkan oleh Kementerian Negara BUMN assessment implementation developed by the State Ministry
berdasarkan Keputusan Sekretaris Kementerian BUMN of SOEs based on the Decree of Secretary to the Ministry of
Nomor SK-16/S. MBU/2012 tanggal 06 Juni 2012. Dari hasil SOEs No. SK-16/S. MBU/2012 dated June 06th, 2012. From
assessment tersebut, Direksi memperoleh nilai 31,20 atau the results of the assessment, the Board of Directors obtained
89,15% dan masuk dalam kategori Sangat Baik. a score of 31,20 or 89.15%, in the category of Very Good.
Adapun self assessment GCG Direksi secara garis besar Self-assessment of GCG of the Board of Directors in outline
meliputi aspek-aspek penilaian sebagai berikut: includes the following assessment aspects:
1. Direksi memiliki pengenalan dan pelatihan/pembelajaran 1. Board of Directors has an introduction and training/
serta melaksanakan program tersebut secara learning as well as implementing such program
berkelanjutan. sustainably.
2. Direksi melaksanakan pengendalian operasional 2. Board of Directors implements operational and financial
dan keuangan terhadap implementasi rencana dan control against the implementation of the Companys
kebijakan Perusahaan. plans and policies.
3. Direksi melaksanakan pengurusan Perusahaan sesuai 3. Board of Directors implements the Companys
dengan peraturan perundang-undangan yang berlaku management in accordance with the applicable laws
dan Anggaran Dasar. and regulations and the Articles of Association.
4. Direksi melakukan hubungan yang bernilai tambah bagi 4. Board of Directors conducts value-added relationships
Perusahaan dan Stakeholders. for the Company and Stakeholders.
5. Direksi memonitor dan mengelola potensi benturan 5. Board of Directors monitors and manages potential
kepentingan anggota Direksi dan manajemen di conflicts of interest of members of the Board of Directors
bawah Direksi. and management under the Board of Directors.
6. Direksi memastikan Perusahaan melaksanakan 6. Board of DIrectors ensures the Company to implement
keterbukaan informasi dan komunikasi sesuai Peraturan disclosure of information and communication in
Perundang-undangan yang berlaku dan penyampaian accordance with the applicable laws and regulations
informasi kepada Dewan Komisaris dan Pemegang and the delivery of information to the Board of
Saham tepat waktu. Commissioners and Shareholders in a timely manner.
7. Direksi menyelenggarakan rapat Direksi dan menghadiri 7. Board of Directors held meetings of the Board of
rapat Dewan Komisaris sesuai dengan ketentuan Directors and attend Board of Commissioners meetings
Perundang-undangan. in accordance with the provisions of legislation.

8. Direksi wajib menyelenggarakan pengawasan internal 8. Board of Directors should implement qualified and
yang berkualitas dan efektif. effective internal supervisions.
9. Direksi menyelenggarakan fungsi Corporate Secretary & 9. Board of Directors implements qualified and effective
Legal yang berkualitas dan efektif. Corporate Secretary functions.
10. Direksi menyelenggarakan RUPS Tahunan dan RUPS 10. Board of Directors held Annual GMS and other GMS in
lainnya sesuai Peraturan Perundang-undangan. accordance with the laws and regulations.
Remunerasi Direksi Board of Directors Remuneration
Pemberian remunerasi Direksi mengacu kepada keputusan Remuneration of the Board of Directors refers to the decision
dari Pemegang Saham sebagaimana ditetapkan dalam Rapat of the Shareholders as stipulated in the General Meeting of
Umum Pemegang Saham dengan memperhatikan hasil kajian Shareholders by paying attention into the assessment results
yang dilakukan oleh Perusahaan. Kajian dalam penetapan conducted by the Company. Assessment in the determination
remunerasi mempertimbangkan aspek seperti: of remuneration considers aspects such as:
1. Kinerja keuangan dan pencapaian Key Performance 1. Financial performance and achievement of Key
Indicator (KPI) Perusahaan. Performance Indicator (KPI) of the Company.
2. Prestasi kerja individu. 2. Individual work achievement.
3. Kewajaran dengan per perusahaan lainnya. 3. Fairness with other peer companies.
4. Pertimbangan sasaran dan strategi jangka panjang 4. Consideration of long-term targets and strategies of the
Perusahaan. Company.
Hasil kajian tersebut sebagai bahan usulan Dewan Komisaris The assessment results act as a proposal of the Board of
untuk disampaikan kepada Pemegang Saham. Commissioners to be submitted to the Shareholders.
Berdasarkan Pasal 96 ayat (1) Undang-Undang Perusahaan Pursuant to Article 96 paragraph (1) Law of the Limited
Terbatas Nomor 40 tahun 2007 yang mengatur besarnya Liability Companies No. 40 Year 2007 that regulates the
gaji dan tunjangan Direksi ditetapkan berdasarkan keputusan amount of salaries and allowances of the Board of Directors
RUPS. Kewenangan tersebut berdasarkan Pasal 96 ayat (2) is determined based on the GMS decision. Such authorization
dapat dilimpahkan kepada Dewan Komisaris. based on Article 96 paragraph (2) may be delegated to the
Board of Commissioners.
Bentuk tunjangan dan fasilitas, serta komponen lain yang The form of allowances and facilities, as well as other
termasuk di dalam komponen penghasilan (selain gaji) components included in the component of income (other
mengacu pada ketentuan sebagaimana tertuang dalam than salary) refers to the provisions as contained in the
Peraturan Menteri Negara BUMN Nomor Per-07/MBU/2010 Regulation of the State Minister of SOEs No. Per-07/
tanggal 27 Desember 2010 tanggal tentang Pedoman MBU/2010 dated December 27th, 2010 on the Guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan of Income Determination of the Board of Directors, Board
Pengawas BUMN dan Peraturan Menteri BUMN Nomor PER- of Commissioners and Board of Supervisors of SOEs and
04/MBU/2013 tanggal 19 April 2013 tentang Perubahan Atas Regulation of the Minister of SOEs No. PER-04/MBU/2013
Peraturan Menteri Negara BUMN Nomor PER-07/MBU/2010. dated April 19th, 2013 on the Amendment to Regulation of the
Remunerasi Direksi Angkasa Pura II telah mengikuti ketentuan State Minister of SOEs No. PER-7/MBU/2010. Remuneration
tersebut. of the Board of Directors of Angkasa Pura II has followed such
provisions.

Komponen remunerasi Direksi dapat dijabarkan sebagai Remuneration components of the Board of Directors can be
berikut: described as follows:
No Jenis Remunerasi Besaran Maksimum Sesuai RUPS dan Peraturan Menteri BUMN
President Director: 100%
1 Gaji Salary
Director: 90%
Tunjangan Allowances
a. Tunjangan Hari Raya Keagamaan 1 (satu) kali gaji/honorarium.
Religious Holiday Allowance 1 (one) time salary/honorarium.
b. Tunjangan Komunikasi Sebesar pemakaian
2 Communication Allowance At most 5% of honorarium.
c. Santunan Purna Jabatan Premi Asuransi paling banyak 25% dari gaji
Post-Employment Allowance Insurance premium with maximum of 25% of salary
d. Tunjangan Perumahan
Rp. 22.500.000,-
Wardrobe Allowance
Fasilitas Facilities
a. Fasilitas Kendaraan Dinas 1 (satu) unit beserta biaya pemeliharaan dan operasional
Service Vehicle Facility 1 (one) unit along with maintenance and operational costs
3 b. Fasilitas Kesehatan Dalam bentuk asuransi kesehatan atau penggantian pengobatan
Health Facility In the form of health insurance or reimbursement of treatment
c. Fasilitas Bantuan Hukum Sebesar kebutuhan
Legal Aid Facility As required
Diberikan sesuai dengan pencapaian Key Performance Indicator (KPI) dan
Tantiem/Insentif Kerja Tingkat Kesehatan Perusahaan
4
Tantiem/Work Incentive Granted in accordance with the achievement of Key Performance Indicator
(KPI) and the Health Level of the Company

Adapun jumlah dan rincian remunerasi Direksi per bulan Number and details of remuneration of the Board of Directors
dapat dijabarkan sebagai berikut: per month can be described as follows:
Nama Jabatan Gaji Tunjangan/Fasilitas

Take Home Pay
Name Position Salary Allowances/Facilities
Budi Karya Sumadi President Director Rp 99.500.000,- Rp 22.500.000,- Rp 120.900.000,-
Director of Operations &
Djoko Murjatmodjo Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-
Engineering
Director of Human
Daan Achmad Capital, General Affairs Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-
& IT
Andra Y Agussalam Director of Finance Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-
Faik Fahmi Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-
Director of Airport
Ituk Herarindri Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-
Service & Facility
Hubungan Dewan Komisaris Dan Direksi Relationship Of The Board Of Commissioners And Board Of
Directors
Dewan Komisaris dan Direksi mempunyai tugas, tanggung Board of Commissioners and Board of Directors have their
jawab dan wewenang masing-masing sesuai dengan fungsinya own duties, responsibilities and authorities in accordance
seperti yang diamanahkan dalam Anggaran Dasar Perusahaan with its functions as mandated in the Companys Articles
dan peraturan perundang-undangan yang berlaku. of Association and the applicable laws and regulations.
Kepengurusan dan pengelolaan Perusahaan dilakukan oleh Leadership and management of the Company is performed
Direksi, sedangkan Dewan Komisaris melakukan pengawasan by the Board of Directors, while the Board of Commissioners
dan pemberian nasihat terhadap tindakan yang dilakukan supervises and gives advices on the actions performed by
Direksi. Keduanya secara bersama-sama memiliki tanggung the Board of Directors. Both together have a responsibility
jawab untuk memelihara kesinambungan usaha Perusahaan to maintain the continuity of the Companys business in the
dalam jangka panjang. long term.
Seluruh tata cara, pedoman kerja dan hubungan antara Dewan The whole ordinances, work guidelines and relationship
Komisaris dan Direksi telah ditetapkan dalam Board Manual. between the Board of Commissioners and the Board of
Pedoman ini mengikat setiap anggota Dewan Komisaris dan Directors have been established in the Board Manual. These
Direksi dan mencantumkan antara lain tanggung jawab, guidelines are binding on every member of the Board of
kewajiban, wewenang, hak, etika Dewan Komisaris dan Commissioners and the Board of Directors and include
Direksi, serta pengaturan rapat dan tata cara hubungan kerja among others responsibilities, obligations, authorities, rights,
antara Dewan Komisaris dan Direksi. ethics of the Board of Commissioners and Board of Directors,
as well as meeting arrangements and ordinances for the
working relationship between the Board of Commissioners
and Board of Directors.
Hubungan yang bersifat informal dapat dilakukan oleh masing- Informal relationship can be performed by each member
masing anggota Dewan Komisaris dan Direktur, namun tidak of the Board of Commissioners and Board of Directors,
mempunyai kekuatan hukum sebelum diputuskan melalui but do not have legal power before it was decided through
mekanisme yang sah sesuai dengan peraturan perundang- a legitimate mechanism in accordance with the laws
undangan dan Anggaran Dasar. Dalam beberapa hal-hal and regulations as well as the Articles of Association. In
tertentu yang strategis menyangkut aktiva, pinjaman, ekuitas, several strategic matters concerning assets, loans, equity,
struktur organisasi serta penetapan direksi dan komisaris organization structure and determination of the Board of
Anak Perusahaan, Direksi memerlukan persetujuan Dewan Directors and Board of Commissioners of Subsidiaries, the
Komisaris secara formal. Board of Directors requires the approval of the Board of
Commissioners formally.

Untuk menyatukan pandangan dan memutuskan satu To unify the views and decide the important issues regarding
persoalan penting menyangkut kelangsungan usaha dan the business sustainability and operations of Angkasa Pura II,
operasional Angkasa Pura II, Dewan Komisaris dan Direksi the Board of Commissioners and Board of Directors regularly
mengagendakan pertemuan berkala dalam forum Rapat scheduled meetings in the forum of Joint Meetings of the
Gabungan Dewan Komisaris-Direksi. Penyelenggara rapat Board of Commissioners-Board of Directors. Organizer of
berkala ini adalah Dewan Komisaris guna membahas berbagai these regular meetings is the Board of Commissioners to
agenda menyangkut rencana kerja, operasional, peluang discuss various agenda regarding work plans, operations,
usaha, serta isu-isu strategis yang memerlukan persetujuan business opportunities, as well as strategic issues that require
Dewan Komisaris. Rapat ini adalah sebagai bentuk koordinasi the approval of the Board of Commissioners. This meeting
dalam rangka membahas laporan-laporan periodik Direksi is a form of coordination in order to discuss periodic reports
dan memberikan tanggapan, catatan dan nasihat yang of the Board of Directors and provide feedback, notes and
dituangkan dalam risalah rapat. advices outlined in the minutes of meeting.
Keputusan rapat dibuat berdasarkan azas musyawarah untuk Meeting decisions are made based on the principle of
mufakat atau diambil berdasarkan suara terbanyak serta deliberation and consensus or taken by a majority vote as
mengikat untuk dilaksanakan tindak lanjutnya. well as bonding to be implemented the follow-up.

komite
audit
Audit Committee
Komite Audit merupakan organ dari Dewan Komisaris Audit Committee is an organ of the Board of Commissioners
yang dibentuk oleh Dewan Komisaris sesuai dengan yang established by the Board of Commissioners as mandated by
diamanatkan oleh Undang-Undang Nomor 19 Tahun 2003 Law No. 19 Year 2003 on State-Owned Enterprises. The Audit
tentang Badan Usaha Milik Negara. Komite Audit berfungsi Committee serves to assist the Board of Commissioners
untuk membantu Dewan Komisaris dalam melaksanakan in performing its supervisory duties. Audit Committee is
tugas pengawasannya. Komite Audit bersifat independen dan independent and self-sufficient both in the implementation
mandiri baik dalam pelaksanaan tugasnya maupun dalam of its duties and reporting, and directly responsible to the
pelaporan, dan bertanggung jawab langsung kepada Dewan Board of Commissioners.
Komisaris.
Komite Audit diangkat dan diberhentikan berdasarkan Surat Audit Committee is appointed and dismissed based on the
Keputusan Dewan Komisaris dengan masa jabatan selama Decree of the Board of Commissioners with tenure of 2
2 (dua) tahun. Seluruh anggota komite Angkasa Pura II telah (two) years. All members of the committee of Angkasa Pura
memiliki latar belakang pendidikan atau memiliki keahlian di II has educational background or expertise in accounting or
bidang akuntansi atau keuangan, dan memahami industri/ finance, and understands the Companys industry/business.
bisnis Perusahaan.
Komposisi Keanggotaan Komite Audit Audit Committee Members Composition
Komposisi keanggotaan Komite Audit Angkasa Pura II periode Composition of the Audit Committee members of Angkasa
tahun 2015 berjumlah 4 (empat) orang yang terdiri dari seorang Pura II for the period of 2015 consists of 4 (four) people,
ketua yang merupakan anggota Dewan Komisaris Angkasa namely a chairman which is a member of the Board of
Pura II, seorang wakil ketua dan 2 (dua) orang anggota komite Commissioners of Angkasa Pura II, a vice chairman and 2
yang berasal pihak profesional yang independen. (two) members of committee which came from independent
professional parties.
Nama Name Jabatan Position

Wahyu Kuncoro Ketua Chairman
Iswan Elmi Wakil Ketua Vice Chairman
Eddy Subagdja Anggota Member
Khasan Anwari Anggota Member
Komposisi keanggotaan Komite Audit Angkasa Pura II Composition of the Audit Committee members of Angkasa
ditetapkan berdasarkan: Pura II is defined by:
1. Peraturan Menteri Negara BUMN Nomor PER-12/ 1. Regulation of the State Minister of SOEs No. PER-12/
MBU/2012 tanggal 24 Agustus 2012. MBU/2012 dated August 24th, 2012.
2. Surat Keputusan Dewan Komisaris Nomor KEP.343/ 2. Decree of the Board of Commissioners No. KEP.343/
KP.1013.3/APII-2015 tanggal 15 Juni 2015 tentang KP.1013.3/APII-2015 dated June 15th, 2015 on the
Pemberhentian dan Pengangkatan ketua dan Wakil Dismissal and Appointment of Chairman and Vice
Ketua Komite Audit PT Angkasa Pura II (Persero). Chairman of the Audit Committee of PT Angkasa Pura
3. Surat Keputusan Dewan Komisaris Nomor KEP.193/ II (Persero).
KP.1013.3/APII-2015 tanggal 30 April 2015 tentang 3. Decree of the Board of Commissioners No. KEP.193/
Penunjukan Ketua, Wakil Ketua dan Pengangkatan KP.1013.3/APII-2015 dated April 30th, 2015 on the
Anggota Komite Audit PT Angkasa Pura II (Persero). Appointment of Chairman, Vice Chairman and the
Appointment of Audit Committee Members of PT

Profil Anggota Komite Audit Audit Committee Members Profile
Wahyu Kuncoro
Ketua
Chairman
Profil dapat dilihat di Bagian Profil Dewan Komisaris

Profile can be seen at the Board of Commissioners Profile
Iswan Elmi
Wakil Ketua
Vice Chairman


Eddy Subagdja Warga Negara Indonesia, umur 68 tahun. Menyelesaikan S2 pada Universitas Sriwijaya Jurusan
Anggota Manajemen Keuangan, kemudian sebagai Dosen merangkap sebagai Ketua Jurusan Manajemen
Member Pada STIE Sultan Mahmud Badaruddin di Palembang (1994-1996), Dosen Luar Biasa selama 8
tahun di AKABA dan Universitas Pendidikan Nasional di Denpasar (1977-1985), pernah menjabat
Esselon IV menjadi Kepala Seksi Pengawas Pengeluaran Pusat II BPKP Propinsi Jawa Timur
dan Kepala Seksi Pengawasan Khusus BUMN dan BUMD BPKP Provinsi Bali, menjabat Esselon
III sebagai Kepala Bidang Pengawasan BUMN dan BUMD II BPKP Propinsi Sumatera Utara dan
Kepala Bidang Pengawasan Pengeluaran Pusat I BPKP Propinsi Sumatera Selatan, menjabat
Esselon II sebagai Kepala Perwakilan BPKP Propinsi Sulawesi Tenggara, Kepala Perwakilan BPKP
Propinsi Bengkulu, Koordinator Teknis Pengawasan Perwakilan BPKP DKI Jakarta, Direktur
Investigasi BUMN dan BUMD BPKP Pusat, Kepala Perwakilan BPKP Propinsi Jawa Barat, Direktur
Pengawasan Penyelenggaraan Keuangan Daerah Wilayah I BPKP Pusat, Menjabat sebagai
Anggota Komite Audit pada September 2013.
Indonesian citizen, 68 years old. Obtained his Master Degree at Sriwijaya University Majoring in
Financial Management, and then as Lecturer concurrent as Head of Management Department
at STIE Sultan Mahmud Badaruddin in Palembang (1994-1996), Temporary Lecturer for 8 years
at AKABA and Pendidikan Nasional University in Denpasar (1977-1985), served as Echelon IV as
East Java Province BPKP Section Head of Central Expenditure Supervision II, and Bali Province
BPKP SOEs and Regional SOEs Section Head of Special Supervision, served as Echelon III as
North Sumatera Province BPKP Section Head of Supervision II and South Sumatera Province
BPKP Head of Central Expenditure Supervision I, served as Echelon II as South East Sulawesi
Province Head of BPKP respresentative, Bengkulu Province Head of BPKP respresentative,
Coordinator of Technical Supervision DKI Jakarta BPKP Representative, Director of SOEs and
Regional SOEs Investigation Central BPKP, Head of BPKP West Java Province Representative
(2004-2007), served as member of the Audit Committee on September 2013.
Khasan Anwari
Anggota
Member
Warga Negara Indonesia, umur 31 tahun. Menyelesaikan S1 pada Universitas Indonesia pada tahun
2010. Saat ini menjabat sebagai Kepala Subbidang Perencanaan Strategis Bisnis di Kementerian
BUMN. Menjabat sebagai Anggota Komite Audit sejak tahun 2015.
Indonesian citizen, 31 years old. Obtained his bachelor degree from the University of Indonesia
in 2010. He currently serves as Head of Business Strategic Planning Sub-Department in the
Ministry of SOEs. He has served as a Member of the Audit Committee since 2015.

Pedoman Kerja Komite Audit Work Guidelines of Audit Committee
Komite Audit Angkasa Pura II telah mempunyai Pedoman The Audit Committee of Angkasa Pura II has had an Audit
Komite Audit (Audit Committee Charter) yang telah ditetapkan Committee Charter which has been determined by the Board
oleh Dewan Komisaris yang berfungsi sebagai acuan umum of Commissioners that serves as a general reference for the
bagi Komite Audit dalam melaksanakan tugas dan fungsinya. Audit Committee in carrying out its duties and functions.
Tugas dan Tanggung Jawab Komite Audit Duties and Responsibilities of Audit Committee
Sesuai dengan ketentuan dalam Peraturan Menteri Negara In accordance to the provisions in Regulation of the State
Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal Minister of SOEs No. PER-12/MBU/2012 dated August 24th,
24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/ 2012 on Supporting Organs of the Board of Commissioners/
Dewan Pengawas BUMN, fungsi utama Komite Audit adalah Board of Supervisors of SOEs, the main fuction of Audit
membantu Dewan Komisaris dalam memenuhi fungsi Committee is to assist the Board of Commissioners in
pengawasannya yaitu agar pengelolaan Angkasa Pura II dapat meeting its supervisory function so that Angkasa Pura II
berjalan efektif dan efisien. Komite Audit bersifat mandiri management may run effectively an efficiently. The Audit
dalam pelaksanaan tugasnya maupun dalam pelaporan, dan Committee is independent in the implementation of its
bertanggung jawab langsung kepada Dewan Komisaris. duties and reporting, and directly responsible to the Board
of Commissioners.
Pertanggungjawaban Komite Audit kepada Dewan Komisaris Accountability of the Audit Committee to the Board
merupakan perwujudan akuntabilitas pengawasan atas of Commissioners is a manifestation of supervisory
pengelolaan Perusahaan dalam rangka pelaksanaan prinsip- accountability on the Companys management in order to
prinsip GCG. implement GCG principles.
Tugas dan tanggung jawab Komite Audit sebagaimana yang Duties and responsibilities of the Audit Committee as set out
tertuang dalam Piagam Komite Audit (Committee Audit in the Audit Comittee Charter consist of:
Charter) terdiri atas: 1. Audit Committee work collectively in carrying out its
1. Komite Audit bekerja secara kolektif dalam melaksanakan duties to assist the Board of Commissioners.
tugasnya membantu Dewan Komisaris. 2. Assist the Board of Commissioners to ensure the
2. Membantu Dewan Komisaris untuk memastikan effectiveness of internal control system and provides
keefektifan sistem pengendalian intern dan memberikan recommendations of improvement of management
rekomendasi penyempurnaan sistem pengendalian control system and its implementation.
manajemen serta pelaksanaannya; 3. Assist the Board of Commissioners to assess the
3. Membantu Dewan Komisaris untuk menilai pelaksanaan implementation of External Auditor duties which includes
tugas Eksternal Auditor yang meliputi perencanaan audit, audit planning, effectiveness of the audit, adequacy of
keefektifan pelaksanaan audit, kecukupan jumlah auditor the number of auditors and audit results.
dan hasil audit; 4. Assist the Board of Commissioners to review the
4. Membantu Dewan Komisaris untuk mengkaji kecukupan adequacy of Internal Auditor functions and assess the
fungsi Internal Auditor dan menilai pelaksanaan tugas implementation of Internal Auditor duties that include
Internal Auditor yang meliputi rencana kerja tahunan, annual work plan, effectiveness of the audit, adequacy
keefektifan pelaksanaan audit, kecukupan jumlah auditor of the number of auditors and audit results.
dan hasil audit; 5. Review on informations regarding the Company as well
5. Melakukan penelaahan atas informasi mengenai as the Long Term Plan, the Companys Work Plan and
Perusahaan serta Rencana Jangka Panjang, Rencana Budget, management reports and other information;
Kerja dan Anggaran Perusahaan, laporan manajemen 6. Assist the Board of Commissioners to ensure that there
dan informasi lainnya; has been a satisfactory evaluation procedures against
6. Membantu Dewan Komisaris untuk memastikan telah various financial information of the Company;
terdapat prosedur evaluasi yang memuaskan terhadap
berbagai informasi keuangan Perusahaan;

7. Melakukan penelaahan atas pengaduan yang berkaitan 7. Review on complaints related to the Company submitted
dengan Perusahaan yang disampaikan kepada Dewan to the Board of Commissioners;
Komisaris; 8. Assist the Board of Commissioners in the framework of
8. Membantu Dewan Komisaris dalam rangka monitoring monitoring the GCG implementation consistently and
penerapan GCG secara konsisten dan berkelanjutan. continuously.
Independensi Komite Audit Audit Committee Independence
Komite Audit Angkasa Pura II terdiri dari seorang ketua yang Audit Committee of Angkasa Pura II consists of a chairman
berasal dari anggota Dewan Komisaris, seorang wakil ketua who comes from members of the Board of Commissioners, a
yang berasal dari anggota Dewan Komisaris serta 2 (dua) vice chairman which also comes from members of the Board
orang anggota yang berasal dari pihak independen. Seluruh of Commissioners and 2 (two) members from independent
anggota Komite Audit tersebut tidak memiliki afiliasi dengan parties. All members of the Audit Committee has no affiliation
anggota Direksi dan Dewan Komisaris lainnya maupun with other members of the Board of Directors and Board of
pemegang saham pengendali Perusahaan. Commissioners as well as the controlling shareholders of the
Company.
Aspek Independensi Wahyu

Iswan Elmi Eddy Subagdja Khasan Anwari
Independence Aspect Kuncoro
Tidak memiliki hubungan keuangan dengan

Has no financial relationship with the Board of
Tidak memiliki hubungan kepengurusan di
Angkasa Pura II

Has no management relationship in Angkasa
Pura II
Tidak memiliki hubungan kepemilikan saham di
Angkasa Pura II
Has no shares ownership in Angkasa Pura II

Laporan Kerja Komite Audit Audit Committee Report
Sepanjang tahun 2015, kegiatan Komite Audit sebagai berikut: Throughout 2015, the Audit Committee activities are as follows:
No Rencana Kerja Realisasi Rencana Kerja Tahun 2015

Work Plans Realization of Work Plans 2015
1 Mendukung upaya peningkatan a. Reviu Laporan Manajemen tahun 2014 (Un audited) tanggal 5
keefektifan pengendalian intern. Februari 2015 ;
a. Melakukan penelaahan/pembahasan b. Reviu Laporan Manajemen bulan Januari tahun 2015 tanggal 25
awal rencana Kerja dan Anggaran Februari 2014 ;
Perusahaan; c. Reviu Laporan Manajement tahun 2014 (Audited) , tanggal 13 Maret
b. Melakukan review Laporan 2015;
Manajemen bulanan / triwulan / d. Melakukan Reviu atas Laporan Manajemen Bulan Ferbruari tahun
tahunan. 2015, tanggal 31 Maret 2015;
Support efforts to improve the e. Reviu Laporan Manajemen TW I tahun 2015 tanggal 28 April 2015 ;
effectiveness of internal control. f. Reviu Laporan Manajemen bulan April 2015 ;
a. Conduct a review/discussion of the g. Reviu Laporan Manajemen bulan Mei 2015.
initial plan of the Companys Work h. Reviu Laporan Manajemen TW II tahun 2015 tanggal 27 Juli 2015 ;
Plan and Budget; i. Reviu Laporan Manajemen bulan Juli 2015 tanggal 26 Agustus 2015;
b. Conduct a review of Management j. Reviu Laporan Manajemen bulan Agustus 2015 tanggal 21 September
Reports of Monthly/Quarterly/ 2015 .
Annually k. Reviu Laporan Manajemen Triwulan III tahun 2015, tanggal 13
Oktober 2015;
l. Reviu RKAP tahun 2016, tanggal 28 Oktober 2015;
m. Reviu Lapmen Bulan Oktober 2015, tanggal 16 November 2015 ;
n. Reviu revisi investasi tahun 2015, tanggal 21 Desember 2015 ;
o. Pembahasan perubahan revisi RKAP tahun 2016, tanggal 21
Desember 2015.
a. Review the Management Report 2014 (Unaudited) on February 5th,
2015 ;
b. Review the Management Report of January 2015 on February 25th,
2014;
c. Review the Management Report 2014 (Audited) on March 13th, 2015;
d. Review the Management Report of February 2015 on March 31st,
2015;
e. Review the Management Report of the 1st Quarter of 2015 on April
28th, 2015;
f. Review the Management Report of April 2015 ;
g. Review the Management Report of May 2015.
h. Review the Management Report of the 2nd Quarter of 2015 on July
27th, 2015;
i. Review the Management Report of July 2015 on August 26th, 2015;
j. Review the Management Report of August 2015 on September 21st,
2015.
k. Review the Management Report of the Third Quarter of 2015 on
October 13th, 2015;
l. Review the RKAP 2016 on October 28th, 2015;
m. Review the Management Report of October 2015 on November 16th,
2015;
n. Review the revised investments 2015 on December 21st, 2015 ;
o. Discussion on changes of revised RKAP 2016 on December 21st, 2015

2 Monitoring dan evaluasi kegiatan Kantor a. Bersama sama dengan Dewan Komisaris Melakukan rapat
Akuntan Publik (KAP) agar berjalan secara koordinasi dengan KAP Djoko, Sidik & Indra membahas progres
profesional. pelaksanaan Audit tahun buku 2014;
a. Memberikan pengarahan dalam b. Melakukan pemantauan tindal lanjut temuan KAP yang disampaikan
proses seleksi Kantor Akuntan Publik dalam Laporan Manajemen bulan tahun 2014 Audited, bulan januari
(selaku Tim Pengarah); dan Februari tahun 2015 ;
b. Melakukan pemantauan/supervisi dan c. Memberikan arahan (selaku pengarah) dalam melakukan persiapan
mengevaluasi atas pelaksanaan audit Seleksi Kantor Akuntan publik (KAP) untuk pelaksanaan audit tahun
oleh Kantor Akuntan Publik; buku 2015
c. Melakukan pemantauan tindaklanjut d. Melakukan arahan (Selaku Pengarah) kepada Tim pendamping KAP
atas temuan Kantor Akuntan Publik dalam rangka progress pelaksanaan Audit PT AP II TB 2015 oleh
(KAP). KAP EY
Monitoring and evaluating activities e. Melakukan pemantauan tindal lanjut temuan KAP yang disampaikan
of Public Accounting Firm to be run dalam Laporan Manajemen bulanan, triwulanan tahun 2015 (bulan
professionally. januari sampai dengan bulan November 2015);
a. Provide guidance in the selection a. Together with the Board of Commissioners conduct a coordination
process of Public Accounting Firm (as meeting with Public Accounting Firm Djoko, Sidik & Indra to discuss
the Steering Committee); the audit progress of 2014.
b. Monitor/supervise and evaluate on b. Monitor the follow-up on findings of KAP presented in the
the audit implementation by the Management Report of 2014 Audited, January and February 2015.
Public Accounting Firm; c. Provide direction (as steering) in the selection preparation of Public
c. Monitor the follow-up on the findings Accounting Firm (KAP) to audit the financial year 2015.
of Public Accounting Firm (KAP). d. Provide direction (as steering) to KAP assistance team in the
framework of audit progress of PT AP II TB 2015 by KAP EY
e. Monitor the follow-up on findings of KAP presented in the
Management Report of monthly, quarterly of 2015 (January until
November 2015)
3 Mendukung Upaya Peningkatan Kinerja
a. Melakukan evaluasi atas kinerja Internal Auditor di tahun 2014 dan
Internal Auditor.
program Kerja Internal Auditor tahun 2015, tanggal 19 Maret 2015;
a. Melakukan review atas laporan hasil
b. Mela kukan evaluasi atas kinerja Internal Auditor dalam melakukan
Internal Auditor;
audit di Bandara Kualanamu Medan pada tanggal 2 April 2015
b. Melakukan evaluasi atas kinerja
c. Melakukan pemantauan atas kinerja Internal Auditor terhadap
Internal Auditor (program kerja ini
tindaklanjut temuan audit Internal Auditor yang disampaikan dalam
dapat dilakukan dengan bekerja sama
laporan manajemen tahun 2014, bulan Januari dan Februari tahun
dengan pihak lain);
2015;
c. Melakukan pembahasan program
d. Melakukan evaluasi atas kinerja Internal Auditor dalam melakukan
kerja Internal Auditor tahun 2015;
audit di SSK II PKU pada tanggal 13 Mei 2015
d. Melakukan pemantauan terhadap
e. Melakukan pemantauan atas kinerja Internal Auditor terhadap
tindaklanjut atas temuan Internal
Auditor.
laporan manajemen TW I tahun 2015, bulan April 2015 dan bulan
Support efforts to improve the Internal
Mei 2015.
Auditor Performance.
f. Pada tanggal 24 Juni 2015 Komite melakukan kegiatan antara lain ;
a. Conduct a review on audit results
1. Melakukan pembahasan program kerja Internal Auditor tahun
report of Internal Auditor;
2015;
b. Conduct evaluation on Internal
2. Melakukan evaluasi kegiatan Internal Auditor TW IItahun 2015;
Auditor performance (These work
3. Melakukan pemantauan/Monitoring terhadap tindaklanjut
programs can be conducted by
temuan Internal dan Eksternal (KAP, BPK dan BPKP) ;
working together with other parties);
g. Melakukan pemantauan atas kinerja Internal Auditor terhadap
c. Conduct a discussion on SPI work
program 2015;
Laporan Manajemen bulanan dan triwulanan tahun 2015 (lapmen
d. Conduct monitoring against the
bulan Januari sampai dengan bulan Nopemver tahun 2015)
follow-up on Internal Auditor findings.

a. Evaluate the performance of Internal Auditor Unit 2014 and SPI Work
program 2015 on March 19th, 2015;
b. Evaluate the performance of SPI in conducting audits at Kualanamu
Airport - Medan on April 2nd, 2015
c. Monitor the SPI performance against the follow-up on SPI audit
findings presented in the management report 2014, January and
February 2015;
d. Evaluate the performance of SPI in conducting audits at SSK II - PKU
on May 13th, 2015
e. Monitor the SPI performance against the follow-up on SPI audit
findings presented in the management report of the first quarter of
2015, April 2015 and May 2015.
f. On June 24th, 2015, the Audit Committee conducted activities
among others;
1. Discussion of SPI work program 2015;
2. Evaluate SPI activities of the Second Quarter of 2015;
3. Monitor the follow-up on internal and external findings (KAP, BPK
and BPKP) ;
g. Monitor the SPI performance against the follow-up on SPI audit
findings presented in the Management Report of monthly and
quarterly of 2015 (management report of January until November
2015)
4 Menyusun Laporan dan melakukan a. Menyusun Laporan kegiatan Komite Audit tahun 2014;
evaluasi kegiatan Komite Audit b. Menyusun Laporan kegiatan Komite Audit Triwulan I tahun 2015 ;
a. Menyusun laporan kegiatan c. Menyusun Laporan kegiatan Komite Audit Triwulan II tahun 2015 ;
triwulanan ; d. Menyusun Laporan kegiatan Komite Audit Triwulan III tahun 2015 ;
b. Menyusun laporan kegiatan tahun e. Menyusun dan menyampaikan program kerja Komite Audit tahun
2014 ; 2016 ;
c. Evaluasi kegiatan tahun 2014; f. Melakukan Evaluasi atas Piagam Komite Audit. (Committee Audit
d. Menyusun dan menyampaikan Charter).
program kerja tahun 2015; a. Prepare Audit Committee Report 2014;
e. Melakukan evaluasi atas Piagam b. Prepare Audit Committee Report of Q1-2015;
Komie Audit (Committee Audit c. Prepare Audit Committee Report of Q2-2015;
Charter). d. Prepare Audit Committee Report of Q3-2015;
Prepare Reports and evaluate Audit e. Prepare and submit Audit Committee work program 2016;
Commitee activities f. Evaluate Audit Committee Charter.
a. Prepare quarterly reports;
b. Prepare activities report 2014;
c. Evaluate activities in 2014;
d. Prepare and submit work program
2015;
e. Evaluate Audit Committee Charter.
5 Mendukung penerapan prinsip-prinsip a. Rapat Koordinasi dengan Tim GCG untuk mengetahui penerapan
penerapan Good Corporate Governance GCG di lingkungan PT AP II dan hasil self assesment tahun 2014,
(GCG) Perusahaan. tanggal 24 Juni 2015.
a. Melakukan pemantauan atas b. Rapat Koordinasi Dekom dan Komite dalam rangka entry Meeting
penerapan Good Corporate dengan Tim Assesment Penerapan GCG PT AP II dan Assesor GCG
Governance (GCG) di PT Angkasa dari BPKP pada tanggal 27 Oktober 2015.
pura II (Persero);

Support the implementation of Good a. Coordination Meeting with GCG team to determine GCG
Corporate Governance (GCG) principles implementation in PT AP II and results of self-assessment in 2014 on
of the Company. June 24th, 2015.
a. Monitor the implementation of Good b. Coordination meeting with the Board of Commissioners and
Corporate Governance (GCG) in PT Committee in the framework of entry meeting with the Assessment
Angkasa pura II (Persero); Team of GCG Implementation of PT AP II and GCG Assessor from
BPKP on October 27th, 2015.
6 Peningkatan kompetensi Komite Audit a. Seminar Optimalisasi Implementasi Indikator/Parameter Penilaian
a. Mengikuti workshop/seminar; Dan Evaluasi Atas Penerapan Good Corporate Governance,
b. Melakukan Benchmark. diselenggarakan oleh Pusat Studi Investasi dan Keuangan (Center of
Improved competence of the Audit Finance and invesment studies) di Kuta Paradiso Hotel Denpasar
Committee Bali. tanggal 25 april 2015;
a. Participate in workshops/seminars; b. Seminar Indonesia Spiritual Capital Development Enrich The
b. Conduct Benchmark. Transforming Human Capital, Accelerate Corporate Performance
dilaksanakan di Ritz Carlton Mega Kuningan, 6 7 Mei 2015
penyelenggara Indonesia Spiritual Capital Development
c. Workshop & Visit dengan tema Best Practices Internal Auditing
And Risk Management Di Auckland, Tanggal 24 31 Mei 2015
dilaksanakan oleh The Association of Indonesian Internal Auditors (
Perhimpunan Auditor Internal )
a. Seminar of Optimizing the Implementation of Indicatos/Parameters
of Assessment and Evaluation on GCG implementation, organized by
the Center of Finance and Investment studies at Kuta Paradiso Hotel -
Denpasar, Bali, on April 25th, 2015;
b. Seminar of Indonesia Spiritual Capital Development Enrich The
Transforming Human Capital, Accelerate Corporate Performance
held at Ritz Carlton Mega Kuningan, May 6th-7th, 2015, organized by
Indonesia Spiritual Capital Development
c. Workshops & Visits with the theme of Best Practices of Internal
Auditing And Risk Management in Auckland, May 24th-31st, 2015,
organized by The Association of Indonesian Internal Auditors
(Association of Internal Auditors)
7 Monitoring atas permasalahan- a. Kunjungan Kerja Komite ke Kantor Cabang Kualanamu Medan tgl 3
permasalahan strategis Maret 2015 dalam rangka monitoring tindaklanjut temuan BPK RI di
a. Pelaksanaan tugas khusus yang Bandara KNO;
diberikan oleh Dewan Komisaris. b. Melakukan reviu terhadap usulan Direksi atas Kebutuhan pendanaan
b. Melakukan kunjungan ke cabang- tahun 2014 bersama Manajemen terkait (DKB,KBH dan MRK). Tanggal
cabang dalam rangka pelaksanaan 14 Januari 2015 dan tanggal 27 Januari 2015;
tugas Komite Audit. c. Melakukan reviu terhadap usulan Direksi atas rencana kerjasama
Monitoring on strategic issues kawasan terpadu sky city -1 bersama Manajemen terkait (DPP, KBH
a. Implementation of special duties dan MRK).
given by the Board of Commissioners. d. Melakukan reviu terhadap usulan Direksi atas revisi struktur organisasi
b. Conduct a visit to the branch offices kantor Pusat tanggal 19 Januari 2015 .
in the context of Audit Committee e. Melakukan reviu terhadap usulan Direksi atas Penghapusan Kendaraan
duties implementation. Dinas bersama Manajemen terkait (KBR, KBH dan DKL). Tanggal 13
April 2015;
f. Melakukan reviu terhadap usulan Direksi atas Usulan Remunerasi,
pada tanggal 13 April 2015;

g. Melakukan reviu terhadap usulan Direksi atas Perjanjian kerjasama
dengan PT KAI dan Reviu penghapusan Persedian barang mati serta
reviu tentang pembiayaan proyek Kereta Api, pada tanggal 5 Juni
2015;
h. Melakukan reviu atas revisi investasi tahun 2015. Tanggal 29 Juni 2015
i. Menjadi Tim Pengadaan Jasa KAP Tahun Buku 2015 Sebagai
pengarah;
j. Melakukan reviu terhadap usulan Direksi atas Penghapusan Kendaraan
Dinas Dewan Komisaris Tanggal 27 Juli 2015;
k. Melakukan reviu terhadap usulan Direksi atas Usulan Revisi RKAP
tahun 2015, pada tanggal 31 Agustus 2015;
l. Menjadi Tim Pendamping KAP Tahun Buku 2015 Sebagai pengarah.
m. Melakukan Reviu atas penyertaan Modal PT Railink, tanggal 29
Oktober 2015;
n. Melakukan Reviu atas Perubahan bisnis PT Adhilenka menjadi
Penyedia Jaringan Listrik;
o. Pembahasan tentang usulan penambahan fasilitas pendanaan baru
tahun 2016, tanggal 19 November 2015;
p. Pembahasan Surat Direksi atas pelimpahan keweangan kerjasama
Komersail di BSH kepada Direksi , tanggal 1 Deember 2015;
q. Permbahasan perrjanjian Konsesi atas kegiatan pengusahaan Bandara
oleh Usaha Bandar Udara, tanggal 1 Desember 2015
a. Committee Work Visit to the Branch Office of Kualanamu - Medan on
March 3rd, 2015 in the framework of monitoring on the follow-up of
BPK RI findings in KNO Airport;
b. Review the proposals of the Board of Directors on financing
requirements 2014 with related Management (DKB, KBH and MRK) on
January 14th, 2015 and January 27th, 2015;
c. Review the proposals of the Board of Directors on the cooperation
plan of Sky city-1 integrated area with related Management (DPP, KBH
and MRK).
d. Review the proposals of the Board of Directors on the revised
organization structure of Head Office on January 19th, 2015.

e. Review the proposals of the Board of Directors on the Removal of

Service Vehicle with related Management (KBR, KBH and DKL) on April
13th, 2015;
f. Review the proposals of the Board of Directors on the Proposed
Remuneration on April 13th, 2015;
g. Review the proposals of the Board of Directors on the cooperation
agreement with PT KAI and review the removal of dead goods
inventory as well as review the financing of railways project on June
5th, 2015;
h. Review on the revised investments in 2015, on June 29th, 2015.
i. Become a Procurement Team of KAP Services for the Financial Year
2015 as steering;
j. Review the proposals of the Board of Directors on the Removal of
Service Vehicle of the Board of Commissioners, on July 27th, 2015;
k. Review the proposals of the Board of Directors on the proposal of
revised RKAP in 2015, on August 31st, 2015;
l. Become KAP Assistance Team for Financial Year 2015 as steering.
m. Review the equity injection of PT Railink on October 29th, 2015;
n. Review the Changes of Business of PT Adhilenka into Electricity
Network Provider;
o. Discussion on the proposed addition of a new financing facility in
2016, on November 19th, 2015;
p. Discussion of the Board of Directors Letter on the delegation of
authority of commercial cooperation at BSH to the Board of Directors
on December 1st, 2015;
q. Discussion of the concession agreement on Airport business activities
on December 1st, 2015;

Rapat Komite Audit Audit Committee Meetings
Dalam melaksanakan kegiatan rapat, Komite Audit telah In conducting meetings, the Audit Committee has conducted
melakukan rapat-rapat baik rapat rutin maupun tidak rutin. meetings both routine and non-routine meetings. Routine
Rapat rutin adalah rapat yang dilakukan secara berkala dan meetings are meetings held periodically and sustainably
berkelanjutan sedangkan rapat tidak rutin adalah rapat yang while non-routine meetings are meetings held based on the
dilakukan berdasarkan kebutuhan sesuai dengan tugas needs in accordance with the duties of the Audit Committee.
Komite Audit. Adapun kegiatan rapat Komite Audit di tahun Audit Committee meetings in 2015 amounted to 43 (forty-
2015 adalah sebanyak 41 (empat puluh dua) kali, terdiri dari three) meetings, consist of 8 (eight) internal meetings, 15
rapat internal Komite Audit sebanyak 8 (delapan) kali, rapat (fifteen) meetings with the Risk Management Committee, 3
komite Audit dengan Komite Manajemen Risiko sebanyak 15 (three) meetings with the Board of Commissioners, 10 (ten)
(lima belas) kali, Komite dengan Dewan Komisaris sebanyak meetings with the Management, 2 (two) meetings with SPI,
3 (tiga) kali, Komite Audit dengan Manajemen sebanyak 10 2 (two) meetings with the Public Accounting Firm, 3 (three)
(sepuluh) kali, Komite Audit dengan Internal Auditor sebanyak meetings with the Preparation Team of KAP Procurement for
2 (dua) kali, Komite Audit dengan Kantor Akuntan Publik the Financial Year 2015.
sebanyak 2 (dua) kali, Komite Audit dengan Tim Persiapan
Pengadaan KAP Tahun buku 2015 sebanyak 3 (tiga) kali.
Keputusan yang diambil dalam rapat Komite Audit Angkasa Decisions taken in the meeting of the Audit Committee of
Pura II telah dicatat dan didokumentasikan dengan baik Angkasa Pura II have been recorded and documented in
dalam risalah rapat Komite Audit. Risalah rapat ditandatangani the minutes of meetings of the Audit Committee. Minutes
oleh ketua rapat dan didistribusikan kepada semua anggota of meeting is signed by the chairman of the meeting and
Komite Audit yang menghadiri rapat maupun tidak. Perbedaan distributed to all members of the Audit Committee who
pendapat (dissenting opinion) yang terjadi dalam rapat akan attended the meeting or not. Dissenting opinions that occur
dicantumkan dalam risalah rapat disertai alasan mengenai in the meeting will be included in the minutes of the meeting
perbedaan pendapat. Selama tahun 2015, tidak terdapat along with the reasons. During 2015, there were no dissenting
dissenting opinion. opinions.
Remunerasi Komite Audit Audit Committee Remuneration
Remunerasi bagi anggota Komite Audit yang bukan berasal Remuneration for members of the Audit Committee who are
dari Dewan Komisaris sebesar Rp19.700.000,-. not members of the Board of Commissioners amounted to
Rp19,700,000.

komite
manajemen risiko & sdm
Risk Management & HR Committee
Dalam menunjang pelaksanaan GCG, Angkasa Pura II To support the implementation of GCG, Angkasa Pura II also
juga membentuk Komite Manajemen Risiko & SDM yang established a Risk Management & HR Committee tasked
bertugas membantu Dewan Komisaris. Tujuan dibentuknya to assist the Board of Commissioners. Objective of the
Komite Manajemen Risiko & SDM adalah untuk membantu establishment of Risk Management & HR Committee is to assist
Dewan Komisaris memenuhi tanggung jawabnya dalam the Board of Commissioners to meet its responsibilities in
melaksanakan kewajiban Dewan Komisaris melakukan implementing the obligations of the Board of Commissioners
pemantauan, pengawasan dan penilaian atas efektifitas in conducting monitoring, supervision and assessment on the
manajemen risiko. effectiveness of risk management.
Komite Manajemen Risiko & SDM diangkat dan diberhentikan The Risk Management & HR Committee is appointed and
berdasarkan Surat Keputusan Dewan Komisaris dengan masa dismissed based on the Decree of the Board of Commissioners
jabatan selama 2 (dua) tahun. with tenure of 2 (two) years.
Komposisi Keanggotaan Komite Manajemen Risiko & SDM Risk Management & HR Committee Members Composition
Komposisi keanggotaan Komite Manajemen Risiko & SDM Composition of the Risk Management & HR Committee of
Angkasa Pura II periode tahun 2015 berjumlah 4 (empat) Angkasa Pura II for the period of 2015 consists of 4 (four)
orang yang terdiri dari seorang ketua yang merupakan members consisting of a chairman who is a member of the
anggota Dewan Komisaris Angkasa Pura II, seorang wakil Board of Commissioners of Angkasa Pura II, a vice chairman
ketua dan 2 (dua) orang anggota komite yang berasal pihak and 2 (two) members of committee which came from
profesional yang independen. independent professional parties.
Nama Name Jabatan Position

W. Budi Santoso Ketua Chairman
M. Harpin Ondeh Wakil Ketua Vice Chairman
Soesilo Hadi Anggota Member
Hasnil Djamin Anggota Member

Profil Anggota Komite Managemen Risiko & SDM Risk Management & HR Committee Members Profile
W. Budi Santoso
Ketua
Chairman

M. Harpin Ondeh
Wakil Ketua
Vice Chairman


Soesilo Hadi Warga Negara Indonesia, umur 64 tahun. Menyelesaikan Sarjana Sospol di Universitas Gajah
Anggota Mada (1977), Sespanas (1995), Lemhanas (KRA 36/2003). Mengawali karir sebagai CPNS Dephub
Member (1977), Kepala Biro Umum (1995-1998), Kepala Pusat Kajian Strategis (2001-2006), Kepala Pusat
Komunikasi Publik (2006-2007), Kepala Biro Kepegawaian dan Organisasi (2007-Pensiun), dan
menjabat sebagai Anggota Dewan Pengawas Perum DAMRI (1995-2005), Ketua Korpri Setjen
Kemhub (2004-2011), Ketua Bapor Korpri Kemenhub (2004- 2011), Anggota Komisi Nasional
Lanjut Usia (2004-2011) Bergabung sebagai Anggota Komite Manajemen Risiko dan SDM pada
tahun 2011 hingga sekarang.
Indonesian citizen, 64 years old. Obtained his Bachelor of Sociopolitical from the University
of Gadjah Mada (1977), National Administrative Leadership Staff Training/Sespanas (1995),
Indonesias National Resilience Institute/Lemhanas (KRA36/2003). Began his career as civil
servant at the Department of Transportation (1977), Head of General Affairs Bureau (1995-1998),
Head of Center for Strategic Review (2001-2006), Head of Center for Public Communication
(2006-2007), Head of Organization and Personnel Bureau (2007-Retired), and served as
Member of the Supervisory Board of Perum DAMRI (1995-2005), Head of Indonesian Civil
Service Corps (KORPRI), General Secretary of the Ministry of Transportation (2004-2011), Head
of Sport Development Board (Bapor) KORPRI of the Ministry of Transportation (2004-2011),
Member of the National Commission of Senior Citizen (2004-2011). Joined as member of the
Risk Management Committee since 2011 until present.
Hasnil Djamin Warga Negara Indonesa, umur 50 tahun. Lulus sebagai Akuntan dari Sekolah Tinggi Akuntansi
Anggota Negara tahun 1993 dan memperoleh gelar Magister Manajemen tahun 2009 dari Universitas
Member Widyatama Bandung. Auditor pada Perwakilan Badan Pengawasan Keuangan dan Pembangunan
Provinsi Riau (1987-1990), Tax Auditor pada Kantor Wilayah VII Direktorat Jenderal Pajak Jawa
Barat (1994-1996), Auditor pada Perwakilan Badan Pengawasan Keuangan dan Pembangunan
Provinsi Jawa Barat (1996-2001), Konsultan dan trainer pada Satuan Tugas Good Corporate
Governance Perwakilan Badan Pengawasan Keuangan dan Pembangunan Provinsi Jawa Barat
(2001-2013), Konsultan dan trainer pada PT Daya Inovasi Indonesia (2010-2011), Instruktur pada
Pusat Pengembangan Akuntansi dan Keuangan (PPAK) (2010-sekarang), Expert panel pada PT
JavaSoft Global Solusi (2011 sekarang), Co-owner konsultan dan trainer pada PT i-Con Kirana
Solusi (2011-sekarang), bergabung sebagai Anggota Komite Manajemen Risiko dan SDM pada
Tahun 2014 hingga sekarang.
Indonesian citizen, 50 years old. Graduated as Accountant from Sekolah Tinggi Akuntansi
Negara (State College of Accounting) in 1993 and obtained his Master of Management in
2009 from Widyatama University, Bandung. As an Auditor at the Financial and Development
Supervisory Agency of Riau Province (1987-1990), Tax Auditor at the Regional Office VII of
the Directorate General of Taxation in West Java (1994-1996), Auditor at the Financial and
Development Supervisory Agency of West Java Province (1996-2001), Consultant and trainer
on Good Corporate Governance Task Force Representatives of the Financial and Development
Supervisory Agency of West Java province (2001-2013), Consultant and trainer at PT Daya
Inovasi Indonesia (2010-2011), Instructor at Pusat Pengembangan Akuntansi dan Keuangan/
PPAK (Center for Development of Accounting and Finance) (2010-present), Expert panelist at
PT JavaSoft Global Solusi (2011-present), Co-owner consultant and trainer at PT i-Con Kirana
Solusi (2011-present), joined as a Member of the Risk Management & HR Committee in 2014
until present.

Tugas dan Tanggung Jawab Komite Manajemen Risiko & Duties and Responsibilities of the Risk Management & HR
SDM Committee
Sesuai dengan ketentuan dalam Peraturan Menteri Negara In accordance to the provisions in Regulation of the State
Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal Minister of SOEs No. PER-12/MBU/2012 dated August 24th,
24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/ 2012 on Supporting Organs of the Board of Commissioners/
Dewan Pengawas BUMN, fungsi utama Komite Manajemen Board of Supervisors of SOEs, the main fuction of the Risk
Risiko & SDM adalah membantu Dewan Komisaris memenuhi Management & HR Committee is to assist the Board of
tanggung jawabnya dalam melaksanakan kewajiban Dewan Commissioners in meeting its responsibilities to implement
Komisaris melakukan pemantauan, pengawasan dan penilaian the Board of Commissioners obligations to conduct
atas efektifitas manajemen risiko. monitoring, supervision and assessment on the effectiveness
of risk management.
Pertanggungjawaban Komite Manajemen Risiko & Accountability of the Risk Management & HR Committee to
SDM kepada Dewan Komisaris merupakan perwujudan the Board of Commissioners is a manifestation of supervisory
akuntabilitas pengawasan atas pengelolaan Perusahaan accountability on the Companys management in order to
dalam rangka pelaksanaan prinsip-prinsip GCG. implement GCG principles.
Tugas dan tanggung jawab Komite Manajemen Risiko & SDM Duties and responsibilities of the Risk Management & HR
adalah sebagai berikut: Committee are as follows:
1. Memberikan masukan kepada Dewan Komisaris dalam 1. Provide input to the Board of Commissioners in the
penyusunan dan perbaikan kebijakan Manajemen Risiko preparation and improvement of Risk Management
yang berkaitan dengan pengendalian risiko di bidang policy related to the control of risks in the fields of
pengelolaan asset dan liability, financial, investasi, teknik assets and liabilities management, financial, investments,
dan operasional perusahaan, pengelolaan sumber daya engineering and operations of the Company, human
manusia. resources management.
2. Melakukan evaluasi terhadap akurasi model dan validitas 2. Evaluate the accuracy of model and data validity used to
data yang digunakan untuk mengukur risiko. measure risks.
3. Melakukan evaluasi terhadap usulan calon pejabat 1 3. Evaluate the proposal of lower-level candidates of
(satu) tingkat di bawah Direksi sesuai permintaan Dewan the Board of Directors as requested by the Board of
Komisaris. Commissioners.
4. Melakukan pemantauan dan mengevaluasi pelaksanaan 4. Monitor and evaluate the implementation of HR
kebijakan pengembangan SDM sesuai permintaan development policy as requested by the Board of
Dewan Komisaris. Commissioners.
5. Melakukan monitoring dan mengevaluasi konsep 5. Monitor and evaluate the organization structure concept
struktur organisasi sesuai permintaan Dewan Komisaris. as requested by the Board of Commissioners.
6. Melakukan pemantauan dan mengevaluasi pelaksanaan 6. Monitor and evaluate the implementation of
kebijakan remunerasi sesuai permintaan Dewan remuneration policy as requested by the Board of
Komisaris. Commissioners.
7. Melakukan diskusi/koordinasi dengan unit terkait. 7. Conduct a discussion/coordination with related units.
8. Memberikan masukan terhadap pelaksanaan tugas pada 8. Provide input against the implementation of duties in the
rapat internal Dewan Komisaris maupun rapat gabungan internal meetings of the Board of Commissioners and
antara Dewan Komisaris dengan Direksi. the joint meetings between the Board of Commissioners
and Board of Directors.

Independensi Komite Manajemen Risiko & SDM Risk Management & HR Committee Independence
Komite Manajemen Risiko & SDM Angkasa Pura II terdiri dari Risk Management & HR Committee of Angkasa Pura II
seorang ketua yang berasal dari anggota Dewan Komisaris, consists of a chairman who comes from members of the
seorang wakil ketua yang berasal dari anggota Dewan Board of Commissioners, a vice chairman which also comes
Komisaris serta 2 (dua) orang anggota yang berasal dari pihak from members of the Board of Commissioners and 2 (two)
independen. Seluruh anggota Komite Manajemen Risiko & members from independent parties. All members of the
SDM tersebut tidak memiliki afiliasi dengan anggota Direksi Risk Management & HR Committee has no affiliation with
dan Dewan Komisaris lainnya maupun pemegang saham other members of the Board of Directors and Board of
pengendali Perusahaan. Commissioners as well as the controlling shareholders of the
Company.
Aspek Independensi W. Budi M. Harpin

Soesilo Hadi Hasnil Djamin
Independence Aspect Santoso Ondeh
Tidak memiliki hubungan keuangan dengan

Has no financial relationship with the Board of
Tidak memiliki hubungan kepengurusan di
Angkasa Pura II

Has no management relationship in Angkasa
Pura II
Tidak memiliki hubungan kepemilikan saham di
Angkasa Pura II
Has no shares ownership in Angkasa Pura II
Laporan Kerja Komite Manajemen Risiko & SDM Risk Management & HR Committee
Sepanjang tahun 2015, kegiatan Komite Manajemen Risiko & Throughout 2015, the Risk Management & HR Committee
SDM sebagai berikut: activities are as follows:
Rencana Kerja Realisasi Rencana Kerja Tahun 2015

No
Work Plans Realization Of Work Plans 2015
1 Melakukan reviu atas Laporan a. Mereviu Laporan Manajemen Tahun 2014 Unaudited.
Manajemen Triwulanan. b. Mereviu Laporan Manajemen Tahun 2014 Audited.
Review the Quarterly Management c. Mereviu Laporan Manajemen Triwulan I Tahun 2015.
Report d. Mereviu Laporan Manajemen Triwulan II Tahun 2015.
e. Mereviu Laporan Manajemen Triwulan III Tahun 2015.
a. Review the Management Report 2014 Unaudited.
b. Review the Management Report 2014 Audited.
c. Review the Management Report of the 1st Quarter of 2015.
d. Review the Management Report of the 2nd Quarter of 2015.
e. Review the Management Report of the 3rd Quarter of 2015.

2 Melakukan reviu atas rencana aksi a. Kebutuhan Pendanaan Tahun 2014.
perusahaan yang memerlukan b. Rencana Kerjasama Pengembangan Kawasan Komersial Terpadu
tanggapan Dewan Komisaris. SkyCity-1 di BSH.
Review on corporate action plan the c. Restrukturisasi organisasi Kantor Pusat.
requires feedback from the Board of d. Permohonan Persetujuan Loan Provider dari Lembaga Keuangan Non
Commissioners Bank Kebutuhan Pendanaan Tahun 2014.
e. Pemberian Dana Talangan oleh Pihak PT APII Kepada Penumpang Lion
Air.
f. Usulan Konsep Struktur Organisasi Kantor Pusat.
g. Mereviu Laporan Risk Manurity Level dan laporan Profil Risiko Korporat
Tahun 2014.
h. Usulan Pendirian/Pembentukan Anak Perusahaan Property & Retail dan
Anak Perusahaan Kargo & Logistik.
i. Usulan Penghapusan kendaraan Dinas.
j. Usulan Permohonan Remunerasi BOC dan BOD.
k. Tambahan Dokumen Sebagai Pelengkap Proses Penarikan Kredit
pembiayaan Proyek Kereta Api.
l. Perjanjian Kerjasama Penyelenggaraan kererta Api Bandara Soekarno-
Hatta.
m. Usulan Penghapusan Barang Pesediaan Mati.
n. Permohonan Persetujuan Pemanfaatan Lahan PT APII Untuk
Pembangunan Gedung kantor Pelayanan Balai Karantina Pertanian
kelas II Medan dan Balai Karantina Ikan Kelas I Medan I di Bandara
Kualanamu.
o. Kajian Bersama penambahan Penyertaan Modal Negara Pada PT APII.
p. Permohonan Revisi Anggaran Investasi (Percepatan) Tahun 2015.
q. Usulan Pendirian Anak Perusahaan.
r. Penghapusan Kendaraan Dinas Dewan Komisaris.
s. Revisi Investasi Percepatan.
t. Kajian Risiko proses Bisnis Perusahaan.
u. Revisi RKAP Tahun 2015.
v. Reviu Penghapusan kendaraan Dinas VP Setingkat.
w. Reviu RKAP Tahun 2016.
x. Reviu Usulan Penyertaan Modal PT Railink.
y. Melakukan Reviu atas Perubahan bisnis PT Adhilenka menjadi Penyedia
Jaringan Listrik.
z. Reviu Permohonan Persetujuan Pemanfaatan Lahan PT APII Untuk
Pembangunan Gedung Kantor Pelayanan Balai Karantina Pertanian
Kelas II Medan dan Balai Karantina Ikan Kelas I Medan I di Kualanamu.
aa. Reviu Rencana Kerjasama Pembangunan, Pengelolaan dan
Pengembangan Bandar Udara Internasional Jawa Barat.
bb. Reviu Revisi Investasi Tahun 2015.
cc. Reviu Penambahan Fasilitas Pendanaan Baru Tahun 2016 dalam rangka
Memperoles Persetujuan RUPS.
dd. Reviu Perjanjian Konsesi atas Kegiatan Pengusahaan Bandara
oleh Badan Usaha Bandar Udara.
ee. Reviu Pelimpahan Kewenangan Perjanjian Kerjasama Komersil di BSH.
ff. Reviu Usulan Susunan Pengurus di Anak Perusahaan Property & Retail
dan Anak Perusahaan Kargo & Logistisk.

a. Financing Needs 2014.

b. Cooperation Plan for Integrated Commercial Area Development of
SkyCity-1 at BSH.
c. Organization restructuring of Head Office
d. Application for Approval of Loan Provider from the Non-Bank Financial
Institutions for Financing Needs 2014
e. Provision of Bailout by PT AP II to the passengers of Lion Air.
f. Proposal of Organization Structure Concepts of Head Office
g. Review reports of Risk Manurity Level and Corporate Risk Profile 2014.
h. Proposal of the Establishment/Formation of Property & Retail
Subsidiaries and Cargo & Logistics Subsidiaries.
i. Proposal of the Removal of Service Vehicle
j. Proposal of the Application of Remuneration of the Board of
k. Addition of document as supplementary of the credit withdrawal
process of Railways Project financing.
l. Cooperation Agreement for railways at Soekarno-Hatta Airport.
m. Proposal of removal of Dead Inventory Goods
n. Application for approval of land use of PT AP II for the Development
of Service Office Building of the Institute for Agriculture Quarantine
class II, Medan and the Institute for Fish Quarantine Class I Medan I at
Kualanamu Airport.
o. Joint Assessment of the Addition of the State Equity Injection in PT AP
II.
p. Application of Revised Investments Budget (Acceleration) 2015.
q. Proposal of the establishment of Subsidiaries
r. Removal of Service Vehicle of the Board of Commissioners.
s. Revised Acceleration Investments.
t. Risk Assessment on the Companys business process
u. Revised RKAP 2015
v. Review the removal of service vehicle of the Vice President level.
w. Review RKAP 2016.
x. Review the proposal of equity injection of PT Railink.
y. Review the changes of business of PT Adhilenka into Electricity
Network Provider.
z. Application for approval of land use of PT AP II for the Development
of Service Office Building of the Institute for Agriculture Quarantine
class II, Medan and the Institute for Fish Quarantine Class I Medan I at
Kualanamu Airport.
aa. Review on Cooperation Plan of the Construction, Management and
Development of West Java International Airport.
bb. Review the revised investments 2015
cc. Review on the Addition of New Financing 2016 in order to obtain the
approval of GMS
dd. Review the concession agreement on airport business activities
by Airport Business Entity.
ee. Review the delegation of authority of commercial cooperation
agreement at BSH.
ff. Review the proposal of management in the Property & Retail

3 Melakukan reviu dan monitoring a. Tindak Lanjut Hasil Temuan BPK RI.
pengelolaan risiko pada Kantor Pusat b. Mereviu Proses Bisnis Komersial dan Kajian Risikonya.
dan Cabang-Cabang. c. Bandara Sultan Thaha - Jambi.
Conduct a review and monitoring of d. Bandara Internasional Sultan Iskandar Muda Banda Aceh.
risk management at the Head Office e. Bandara Internasional Kualanamu Medan.
and Branch Offices f. Bandara internasioal Husein Sastranegara Bandung.
g. Kajian Risiko Proses Bisnis Perusahaan.
h. Progres Hasil Risk Assessment Tahun 2015 serta tindaklanjutnya.
i. Bandara Soekarno-Hatta Terminal 3 Ultimate.
a. Follow-up of BPK RI Findings Results.
b. Review the Commercial Business Process and its Risk Assessment.
c. Sultan Thaha Airport - Jambi.
d. Sultan Iskandar Muda International Airport Banda Aceh.
e. Kualanamu International Airport Medan.
f. Husein Sastranegara International Airport Bandung.
g. Risk Assessment of the Companys Business Process.
h. Progress of the Risk Assessment Results in 2015 and its follow-up.
i. Soekarno-Hatta Airport Terminal 3 Ultimate.
4 Melakukan reviu atas Struktur a. Restrukturisasi organisasi Kantor Pusat.
Organisasi perusahaan b. Usulan Konsep Struktur Organisasi Kantor Pusat.
Conduct a review on the Companys a. Ogranization restructuring of Head Office.
Organization Structure b. Proposed Concept of the Organization Structure of Head Office
5 Mengikuti Workshop/Seminar terkait a. Seminar yang diselenggarakan oleh Pusat Studi Investasi dan Keuangan
dengan Manajemen Risiko dan (PSIK) di Hotel Kuta Paradiso Bali dengan tema Optimalisasi
Pengelolaan SDM. Implementasi Indikator/Parameter Penilaian dan Evaluasi atas
Participate in Workshop/Seminar Penerapan GCG.
related to Risk Management and HR b. Seminar yang diselenggarakan oleh Pusat Studi Investasi dan Keuangan
Management. (PSIK) di Hotel New Kuta Bali dengan tema Manajemen Risiko.
a. Seminar held by the Learning Center of Investments and Finance
(PSIK) at Kuta Paradiso Hotel - Bali with the theme of Optimizing
the Impelementation of Indicators/Parameters of Assessment and
Evaluation on GCG Implementation.
b. Seminar held by the Learning Center of Investments and Finance (PSIK)
at New Kuta Hotel - Bali with the theme of Risk Management.

Rapat Komite Manajemen Risiko & SDM Risk Management & HR Committee Meetings
Komite Manajemen Risiko & SDM mengadakan rapat secara Risk Management & HR Committee held regular meetings.
berkala. Selama tahun 2015 Komite Manajemen Risiko & SDM During 2015, the Risk Management & HRS Committee held
mengadakan rapat 38 kali rapat. 38 meetings.
Rapat Komite Manajemen Risiko & SDM terdiri dari: Risk Management & HR Committee meetings consist of:
1. Rapat Internal Komite Manajemen Risiko & SDM 1. Internal meeting of the Risk Management & HR
2. Rapat Komite Manajemen Risiko & SDM dengan Komite Committee
Audit 2. Meeting of the Risk Management & HR Committee with
3. Rapat Komite Manajemen Risiko & SDM dengan Dewan the Audit Committee
Komisaris, Komite Audit 3. Meeting of the Risk Management & HR Committee with
4. Rapat Komite Manajemen Risiko & SDM dengan Unit the Board of Commissioners, Audit Committee
Corporate Risk Management 4. Meeting of the Risk Management & HR Committee with
5. Rapat Komite Manajemen Risiko & SDM dengan Unit the Corporate Risk Management Unit
HRD, HRA dan unit kerja lain 5. Meeting of the Risk Management & HR Committee with
the units of HRD, HRA, and other work units.
Keputusan yang diambil dalam rapat Komite Manajemen Risiko Decisions taken in the meeting of the Risk Management
& SDM Angkasa Pura II telah dicatat dan didokumentasikan & HR Committee of Angkasa Pura II have been recorded
dengan baik dalam risalah rapat Komite Manajemen Risiko and documented in the minutes of meetings of the Risk
& SDM. Risalah rapat ditandatangani oleh ketua rapat dan Management & HR Committee. Minutes of meeting is signed
didistribusikan kepada semua anggota Komite Manajemen by the chairman of the meeting and distributed to all members
Risiko & SDM yang menghadiri rapat maupun tidak. Perbedaan of the Risk Management & HR Committee who attended the
pendapat (dissenting opinion) yang terjadi dalam rapat akan meeting or not. Dissenting opinions that occur in the meeting
dicantumkan dalam risalah rapat disertai alasan mengenai will be included in the minutes of the meeting along with the
perbedaan pendapat. Selama tahun 2015, tidak terdapat reasons. During 2015, there were no dissenting opinions.
dissenting opinion.
Remunerasi Komite Manajemen Risiko & SDM Risk Management & HR Committee Remuneration
Remunerasi bagi anggota Komite Manajemen Risiko & Remuneration for members of the Risk Management & HR
SDM yang bukan berasal dari Dewan Komisaris sebesar Rp Committee that are not from the Board of Commissioners
19.700.000. amounted to Rp19.700.000.

komite
nominasi dan remunerasi
Nomination and Remuneration Committee
Sampai dengan 31 Desember 2015, Angkasa Pura II tidak Until December 31st, 2015, Angkasa Pura II does not have a
memiliki Komite Nominasi dan Remunerasi. Fungsi dari nomination and remuneration committee. The functions of
Komite Nominasi dan Remunerasi dijalankan oleh Komite nomination and remuneration committee is run by the Risk
Manajemen Risiko & SDM. Management & HR Committee.
komite-komite lain
di bawah dewan komisaris
Other Committees Under The Board of Commissioners
Sampai dengan 31 Desember 2015, selain Komite Audit dan Until December 31st, 2015, there were no other committees
Komite Manajemen Risiko & SDM, tidak terdapat komite- under the Board of Commissioners besides the Audit
komite lain di bawah Dewan Komisaris. Committee and the Risk Management & HR Committee.

sekretaris
dewan komisaris
Secretary to The Board of Commissioners
Sekretaris Dewan Komisaris bertugas membantu kelancaran Secretary to Board of Commissioners is tasked to assist
pelaksanaan fungsi dan aktivitas kerja Dewan Komisaris, the implementation smoothness of the functions and work
termasuk antara lain mengatur jadwal pertemuan, menangani activities of the Board of Commissioners, including, among
korespondensi dengan pihak internal maupun eksternal others, to arrange meeting schedules, handle correspondence
Perusahaan, serta kegiatan kesekretariatan lainnya. Pada with the Companys internal and external parties, as well as
tahun 2015, Sekretaris Dewan Komisaris dijabat oleh Edy other secretarial activities. In 2015, the Secretary to Board of
Widyaya. Commissioners is held by Edy Widyaya.
Profil Sekretaris Dewan Komisaris Secretary to Board of Commissioners Profile
Edy Widyaya
Sekretaris Dewan Komisaris
Secretary to Board of Commissioners
Warga Negara Indonesia, umur 43 tahun. Menyelesaikan Indonesian citizen, 43 years old. Obtained his Bachelor of
pendidikan Sarjana Ekonomi di Universitas Kristen Indonesia Economics from the Indonesian Christian University in 1997.
pada tahun 1997. Memiliki pengalaman menjabat sebagai Has experiences serving as the Head of Primary Industry Sub-
Kepala Sub Bidang Usaha Industri Primer Kementerian BUMN Department of the Ministry of SOEs (2012-present), Head of
(2012-sekarang), Kepala Sub Bidang dan Mutasi Kekayaan the State Transfer Sub-Department of SOEs II of the Ministry
BUMN II Kementerian BUMN (2010-2012), Kepala Sub Bidang of SOEs (2010-2012), Head of Assets I Utilization Evaluation
Evaluasi Pendayagunaan Aset I (2007-2010). Selain itu pernah Sub-Department (2007-2010). In addition, once served as
menjabat sebagai Sekretaris Dewan Komisaris PT Perkebunan Secretary to Board of Commissioners of PT Perkebunan
Nusantara VIII (2011-2012) dan Sekretaris Dewan Komisaris Nusantara VIII (2011-2012) and Secretary to Board of
PT Perkebunan Nusantara XI (2009-2011). Menjabat sebagai Commissioners of PT Perkebunan Nusantara XI (2009-2011).
Sekretaris Dewan Komisaris sejak 2013. Served as Secretary to Board of Commissioners since 2013.
Fungsi dan penugasan Sekretaris Dewan Komisaris meliputi: Functions and assignments of Secretary to Board of
1. Mengadministrasikan undangan rapat Dewan Komisaris; Commissioners include:
2. Sebagai penghubung Dewan Komisaris dan Direksi; 1. Administer invitations of the Board of Commissioners
3. Membuat surat-surat keluar dan mendokumentasikan meetings;
surat-surat Dewan Komisaris; 2. As a liaison of the Board of Commissioners and Board
4. Menyiapkan bahan rapat dan menyusun risalah rapat of Directors;
Dewan Komisaris; 3. Make outgoing letters and documenting letters of the
5. Melakukan tugas kesekretariatan lainnya; Board of Commissioners;
6. Memberikan bantuan ringkasan laporan manajemen; 4. Prepare the meeting materials and prepare the minutes
7. Mengumpulkan bahan dan informasi yang relevan of the Board of Commissioners meetings;
dengan pelaksanaan tugas Dewan Komisaris; 5. Perform other secretarial duties;
8. Melakukan koordinasi dengan Corporate Secretary & 6. Provide assistance in making management report
Legal tentang hal-hal yang berkaitan dengan Dewan summary;
Komisaris dan Direksi. 7. Collect materials and information relevant to the
implementation of the Board of Commissioners duties;
8. Coordinate with the Corporate Secretary on matters
related to the Board of Commissioners and Board of
Directors.

corporate
secretary & legal
Corporate Secretary & Legal
Corporate Secretary & Legal Angkasa Pura II mengemban misi Corporate Secretary & Legal of Angkasa Pura II has a
untuk mendukung terciptanya citra perusahaan yang baik mission to support the creation of a good corporate image
secara konsisten dan berkesinambungan melalui pengelolaan consistently and continuously through the management
program komunikasi yang efektif kepada segenap pemangku of effective communication program to all stakeholders.
kepentingan. Corporate Secretary & Legal memiliki fungsi Corporate Secretary & Legal has a major function in order to
utama dalam rangka membantu tugas Direksi, yaitu sebagai help the duties of the Board of Directors, namely as a public
public relation/corporate communication, institution relations/corporate communication, institutional relations,
relations, GCG implementation, monitoring pencapaian Key GCG implementation, monitoring the achivement of Key
Performance Indicator (KPI), administrasi dokumen kebijakan Performance Indicator (KPI), monitoring the implementation
dan notulensi rapat Direksi dan rapat Dewan Komisaris, of Corporate Social Responsibility (CSR) activities and
menyusun peraturan, perjanjian non komersial, kerja sama, document administration of policies and minutes of meetings
dan dokumentasi hukum, serta melaksanakan advokasi of the Board of Directors. In the period of 2015, Head of
dan penyelesaian/tindak lanjut permasalahan hukum. Pada Corporate Secretary & Legal position is held by Agus Haryadi.
periode tahun 2015, Head of Corporate Secretary & Legal
dijabat oleh Agus Haryadi.
Profil Head of Corporate Secretary & Legal Head of Corporate Secretary & Legal Profile
Agus Haryadi
Head of Corporate Secretary & Legal
Corporate Secretary
Warga Negara Indonesia, umur 45 tahun. Menyelesaikan Indonesian citizen, 45 years old. Obtained his Master of
pendidikan Master of Business Administration pada School Business Administration at the School of Business and
of Business and Management ITB. Memiliki pengalaman Management, ITB. Has experiences serving as the Legal
menjabat sebagai Legal Contract Manager (2008-2009), Contract Manager (2008-2009), Chief of Auction (2009-
Chief of Auction (2009-2012), Kepala Biro Pelelangan (2012- 2012), Head of Auction Bureau (2012-2015), Head of Legal
2015), Kepala Biro Hukum (2015). Menjabat sebagai Head of Bureau (2015). Served as the Head of Corporate Secretary
Corporate Secretary and Legal sejak 17 Juni 2015. and Legal since June 17th, 2015.

Riwayat Pelatihan Training History
Riwayat Pelatihan Head of Corporate Secretary & Legal yang Training History of Corporate Secretary followed within the
diikuti dalam 10 (sepuluh) tahun terakhir sebagai berikut: last 10 (ten) years as follows:
Jenis Diklat Tempat Diklat Nama Diklat

Type of Education & Education & Training Place Education & Training Name
Training
T : Manajerial Badan Kemitraan Ventura UI Manajer Muda Angkatan XIX
T : Manajerial PT Angkasa Pura II (Persero) dan SBM ITB Eksekutif Manajemen Bandara Angkatan V
T : Kursus Jayakarta Diklat Garbarata
T : Kursus Mitra Soft Computer Diklat Garbarata
T : Kursus PLP Curug Apron Movement Control
T : Kursus LPP-UI Penyusunan Peraturan & Kontrak
T : Kursus UPT Pusat Bahasa-ITB TOEFL Test
T : Diklat Substantif Lembaga Pendidikan Hukum Jakarta Study Pendidikan Khusus Profesi Advocad
Dalam Negeri Center
T : Diklat Substantif PT Angkasa Pura II (Persero) Pelatihan Kepemimpinan Sinergistik
Dalam Negeri
T : Diklat Substantif Institut Teknologi Bandung Pelatihan & Ujian Ahli Pengadaan Barang/Jasa
Dalam Negeri
T : Teknis PT Angkasa Pura II (Persero) & PPAK-STAN Diklat Audit
T : Teknis PT AP II Executive Workshop Senior Management & Eco
Airport
Riwayat Jabatan Head of Corporate Secretary & Legal Position History of Corporate Secretary
Riwayat Jabatan Head of Corporate Secretary & Legal adalah Position History of Corporate Secretary is as follows:
sebagai berikut:
No Nama Jabatan Terhitung Mulai Tanggal

Position Name Start Date
1 Head of Corporate Secretary and Legal 17 Juni 2015 sampai dengan sekarang
June 17th, 2015 until present
2 Kepala Biro Hukum 12 Januari 2015 sampai dengan sekarang
Head of Legal Bureau Januari 12th, 2015 until present
3 Kepala Biro Pelelangan 29 November 2012 12 Januari 2015
Head of Auction Bureau November 29th, 2012 January 12th, 2015
4 Chief of Auction 1 Juli 2009 29 November 2012
July 1st, 2009 29 November 29th, 2012
5 Legal Contract Manager 2 Januari 2008 1 Juli 2009
January 2nd, 2008 July 1st, 2009

Struktur Organisasi dan Jumlah Personil Corporate Organizatimon Structure and Total Personnel of
Secretary & Legal Corporate Secretary & Legal
Corporate Secretary
& Legal
Bagian Hubungan Kelembagaan

Bagian Hubungan Masyarakat Bagian Sekretariat Direksi
dan Tata Kelola Perusahaan
Public Relations Manager BOC Secretariate Manager
Institutional Relations Manager
Corporate Secretary & Legal terdiri dari unit kerja sebagai Corporate Secretary and Legal consists of the following work
berikut: units:
Public Relations Public Relations Division
Institutional Relations Institutional Relations Division
BOC Secretariate Secretariat to the Board of Commissioners Division
Contract & Agreement Agreement & Contract Division
Legal Aid Legal Aid Division
Regulation Regulation
Head of Corporate Secretary & Legal didukung oleh 50 Corporate Secretary & Legal is supported by 50 (fifty)
(lima puluh) personil dengan kualitas dan kompetensi yang personnels with the quality and competence that have met
telah memenuhi persyaratan dalam Job Profile Corporate the requirements in the Job Profile of Corporate Secretary
Secretary & Legal. & Legal.
Angkasa Pura II memiliki komitmen yang tinggi dalam Angkasa Pura II has a strong commitment in the provision and
penyediaan dan pemenuhan SDM yang berkualitas di Unit fulfillment of qualified HR in the unit of Corporate Secretary
Corporate Secretary & Legal. Hal ini mengingat begitu & Legal. Considering the importance of the functions and
pentingnya fungsi dan peran Corporate Secretary & Legal role of Corporate Secretary & Legal to assist the Companys
dalam membantu pengelolaan Perusahaan, sehingga management, so that the provision of HR that fulfills the
penyediaan SDM yang memenuhi kualifikasi dan standar qualifications & competence standards became a necessity.
kompetensi menjadi sebuah keharusan. Maka unit Corporate The unit of Corporate Secretary & Legal continues to develop
Secretary & Legal terus berupaya mengembangkan the quality of human resources by involving personnel of
kualitas SDM di unit Corporate Secretary & Legal dengan Corporate Secretary & Legal in various education and training
mengikutsertakan personel Corporate Secretary & Legal programs.
dalam berbagai program pendidikan dan pelatihan (Diklat).
Pelaksanaan Tugas Corporate Secretary & Legal Corporate Secretary & Legal Duties
Tugas Corporate Secretary & Legal Angkasa Pura II adalah: Corporate Secretary & Legal duties of Angkasa Pura II are:
1. Memberi arahan melalui formulasi kebijakan fungsional 1. Giving directives through the functional policy formulation
atas kegiatan fungsi sekretariat perusahaan dan hukum the activities of the secretariat functions of the corporate
serta memastikan kesesuaian kebijakan dengan arahan secretary & legal as well as ensure compliance with the
strategis perusahaan; policy directives strategic company;

2. Menyusun strategi untuk optimalisasi kegiatan fungsi 2. Develop a strategy for optimizing the function activities
sekretariat perusahaan dan hukum pada wilayah kerja of corporate secretary & legal on the company working
Perusahaan; area;
3. Mengawasi dan mengendalikan pelaksanaan program, 3. Supervise and control the execution of the program,
sistem, dan prosedur serta penggunaan anggaran systems, and procedures and the use of budget Sub
Subdirektorat Corporate Secretary & Legal; Corporate Secretary & Legal;
4. Memastikan pelaksanaan pembinaan hubungan dengan 4. Ensure the implementation of building relationships
pihak luar, lembaga pemerintah dan non-pemerintah, with external parties, government institutions and non-
institusi lain, serta pemegang saham; governmental, other institutions, as well as shareholders;
5. Memastikan pelaksanaan penyiapan, perumusan, dan 5. Ensure the implementation of the preparation,
penyelesaian peraturan, perjanjian dan kerja sama formulation, and settlement rules, agreements and
perusahaan dan inventarisasi dokumentasi hukum serta cooperation of the Companies and inventory as well as
konsultasi dan bantuan hukum untuk kepentingan the legal documentation consulting and legal assistance
perusahaan dan karyawan di dalam maupun di luar for the benefit Companies and employees both inside and
pengadilan; outside court;
6. Mengawasi kegiatan corporate branding di dalam maupun 6. Oversee the activities of corporate branding in and
luar lingkungan kerja Perusahaan; outside the work environment of the Company;
7. Memastikan pelaksanaan kegiatan resmi perusahaan serta 7. Ensuring the implementation of activities as well as the
analisa dan evaluasi bahan materi acara resmi perusahaan; companys official analysis and evaluation of resource
8. Berkoordinasi dengan Subdirektorat Corporate Social materials company official event;
Responsibility (CSR) untuk pelaksanaan kegiatan CSR 8. Coordinate with Sub Corporate Social Responsibility
Perusahaan; (CSR) for the implementation of CSR activities Company;
9. Memberi arahan dan bertanggung jawab penuh atas 9. Provide direction and take full responsibility for the
pemenuhan kebutuhan SDM dan peningkatan kompetensi fulfillment of human needs and improving the
organisasi dalam lingkup kerja fungsi sekretariat competence organizations within the scope of the
perusahaan dan hukum; functions of corporate secretary & legal;
10. Memberi arahan dan memastikan asesmen dan mitigasi 10. Provide guidance and ensure the assessment and
risiko telah dilakukan pada Subdirektorat Corporate mitigation the risk has been done on the Corporate Sub
Secretary & Legal; Secretary & Legal;
11. Memberi arahan dan memastikan kegiatan Subdirektorat 11. Provide guidance and ensure activities Sub Corporate
Corporate Secretary & Legal sesuai dengan kebijakan dan Secretary & Legal in accordance with the policies and K3
ketentuan K3; provisions;
12. Memberi arahan dan memastikan prinsip-prinsip Good 12. Provide direction and ensure the principles of Good
Corporate Governance (GCG) diterapkan didalam seluruh Corporate Governance (GCG) is applied in the whole Sub
aktifitas Subdirektorat Corporate Secretary & Legal; activities Corporate Secretary & Legal;
13. Memberi arahan dan bertanggung jawab atas pengelolaan 13. Provide direction and is responsible for managing KPI
penilaian kinerja bawahan dan KPI unit kerjanya; performance assessment of subordinates and work unit;
14. Menjadi anggota tim kerja internal maupun eksternal 14. Being a member of the working team of internal and
sesuai kebutuhan perusahaan; external according to the needs of the company;
15. Tugas lainnya dari Corporate Secretary & Legal adalah 15. Other tasks of the Corporate Secretary & Legal is as a
sebagai juru bicara korporat, memantau pelaksanaan corporate spokesperson, monitor the implementation
Board Manual dan memantau kepatuhan korporat Board Manual and monitor corporate compliance
terhadap peraturan-peraturan yang berlaku. regarding the pertinent laws and regulation.

sistem
pengendalian internal
Internal Control System
Pengendalian internal adalah proses yang dirancang dan Internal control is a process designed and implemented by
dijalankan oleh Dewan Komisaris, Direksi dan anggota the Board of Commissioners, Board of Directors and other
manajemen lainnya serta seluruh personil Perusahaan, yang management members as well as the entire personnel of the
ditujukan untuk memberikan keyakinan yang memadai Company, that is intended to provide reasonable assurance
atas tercapainya efektivitas dan efisiensi operasi, keandalan on the achievement of the effectiveness and efficiency of
pelaporan keuangan serta kepatuhan terhadap hukum dan operations, financial reporting reliability and compliance with
peraturan yang berlaku. applicable laws ang regulations.
Penerapan sistem pengendalian internal yang dilakukan oleh Implementation of internal control system conducted by
Angkasa Pura II mengacu pada Peraturan Menteri Negara Angkasa Pura II refers to the Regulation of the State Minister
Badan Usaha Milik Negara Nomor PER-01/MBU/2011 Tentang of State-Owned Enterprises No: PER-01/MBU/2011 on
Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Implementation of Good Corporate Governance in State-
Governance) Pada Badan Usaha Milik Negara Pasal 26. Owned Enterprises Article 26.
Kebijakan Sistem Pengendalian Internal Internal Control System Policy
Angkasa Pura II telah memiliki Kebijakan Sistem Pengendalian Angkasa Pura II has had Internal Control System Policy
Internal yang terdapat dalam Pedoman Tata Kelola contained in the Companys Code of Corporate Governance.
Perusahaan. Sistem Pengendalian Internal adalah suatu Internal Control system is an integrated process on actions
proses yang terintegrasi pada tindakan dan kegiatan yang and activities conducted continuously by the leaders and the
dilakukan terus menerus oleh pimpinan dan seluruh Insan entire personnel of Angkasa Pura II to provide reasonable
Angkasa Pura II untuk memberikan keyakinan memadai atas assurance on the achievement of the Companys objectives
tercapainya tujuan Perusahaan melalui: through:
- Kegiatan yang efektif dan efisien; - Effective and efficient activities;
- Keandalan pelaporan keuangan; - Financial reporting reliability;
- Pengamanan aset Perusahaan; - Security of Company assets;
- Ketaatan terhadap peraturan perundang-undangan. - Compliance with the laws and regulations.
Implementasi Sistem Pengendalian Internal Internal Control System Implementation
Penerapan pengendalian internal yang dilakukan oleh Implementation of internal control conducted by the Board
Dewan Komisaris adalah dengan melakukan pengawasan of Commissioners is to conduct supervision and advisory
dan penasehatan terkait proses kecukupan dan kewajaran related to the adequacy and fairness in the process of
dalam penyusunan laporan keuangan, pengelolaan risiko financial statement preparation, risk management by taking
dengan memperhatikan prinsip kehati-hatian yang dibantu into account the precautionary principle which is assisted
oleh Komite Audit dan Komite Investasi dan Risiko Usaha. by the Audit Committee and Business Investment and Risk
Sedangkan Direksi menerapkan sistem pengendalian internal Committee. While the Board of Directors implements
melalui penerapan kebijakan dan prosedur perusahaan secara internal control system through the implementation of the
konsisten dan memenuhi kepatuhan terhadap regulasi yang Companys policies and procedures consistently and fulfills
berlaku, antara lain terkait dengan kegiatan usaha perusahaan the compliance with the applicable regulations, among
dan manajemen risiko, rencana strategis, pembagian tugas, others related to the Companys business activities and risk
pendelegasian wewenang serta kebijakan akuntansi yang management, strategic planning, division of duties, delegation
memadai. of authority and adequate accounting policies.
Direksi menetapkan suatu sistem pengendalian internal yang The Board of Directors establishes an effective internal control
efektif untuk mengamankan investasi dan aset Perusahaan. system to safeguard the Companys investments and assets.
Lingkungan pengendalian internal dalam perusahaan Internal control environment in the Company is conducted
dilaksanakan dengan disiplin dan terstruktur, integritas yang with discipline and structured, high integrity, ethical values as
tinggi, nilai etika serta kompetensi karyawan. well as employees competence.

Evaluasi Efektivitas Sistem Pengendalian Internal Evaluation of Internal Control System Effectiveness
Untuk mengevaluasi pelaksanaan sistem pengendalian To evaluate the internal control system, Angkasa Pura II
internal, Angkasa Pursa II telah membentuk Unit Internal has established an Internal Audit Unit. Evaluation results on
Auditor. Hasil evaluasi atas pelaksanaan sistem pengendalian the implementation of internal control system becomes
internal menjadi salah satu dasar evaluasi Manajemen one of the evaluation basis of the Management towards
terhadap efektifitas sistem pengendalian internal untuk the effectiveness of internal control system to determine
menentukan perbaikan dan penyempurnaan sistem ataupun improvement and enhancement of system or policies that
kebijakan yang memungkinkan Manajemen dapat secara allow the Management to be more effective in running the
lebih efektif menjalankan kegiatan operasional Perusahaan. Companys operating activities.
Internal Auditor merupakan bagian dari Sistem Pengendalian Internal Audit is part of the Internal Control System of Angkasa
Internal Angkasa Pura II yang dibentuk untuk membantu Pura II, which was formed to assist the President Director in
President Director dalam memenuhi kewajibannya kepada fulfilling its obligations to Shareholders who is responsible in
Pemegang Saham yang bertanggung jawab didalam implementing Internal Audit in the Company. Internal Audit
melaksanakan Audit Internal di Perusahaan. Internal Auditor makes efforts of internal control improvement in various
melakukan upaya peningkatan pengendalian internal (internal operating activities of the Company. Internal control in
control) dalam berbagai kegiatan operasional Perusahaan. Angkasa Pura II is always evaluated to be able to follow the
Pengendalian internal di lingkungan Angkasa Pura II Companys business development.
senantiasa dievaluasi agar mampu mengikuti perkembangan
usaha Perusahaan.

internal
auditor
Internal Audit Unit
Angkasa Pura II telah memiliki Fungsi Audit Internal yang Angkasa Pura II has had Internal Audit Function which is run
dijalankan oleh Internal Auditor. Didalam melaksanakan by the Internal Audit Unit. In carrying out its functions, SPI has
fungsinya, Internal Auditor selalu diposisikan sebagai mitra always positioned as a strategic partner for the management
stratejik bagi manajemen yang dipercaya, profesional, that is trustworthy, professional, objective, and independent
obyektif, dan independen yang dapat memberikan nilai that can provide added value for the achievement of Angkasa
tambah bagi pencapaian tujuan Angkasa Pura II dengan Pura II by improving the effectiveness of risk management,
meningkatkan efektifitas pengelolaan risiko, pengendalian control and process of good corporate governance.
dan proses tata kelola perusahaan yang baik.
Struktur Organisasi Internal Auditor Internal Audit Unit Organization Structure
Berdasarkan Surat Keputusan Direksi Nomor Based on the Decree of the Board of Directors No.
KEP.01.01/11/2012.2 tanggal 28 November 2012 tentang KEP.01.01/11/2012.2 dated November 28th, 2012 on the
Peraturan Perusahaan Nomor 40 tentang Organisasi dan Companys Regulation No. 40 on the Organization and Work
Tata Kerja PT Angkasa Pura II (Persero), telah ditetapkan Procedures of PT Angkasa Pura II (Persero), has been set the
Struktur Organisasi Kantor Pusat PT Angkasa Pura II (Persero), Organization Structure of the Head Office of PT Angkasa Pura
termasuk didalamnya struktur organisasi, fungsi, tugas dan II (Persero), including the organization, functions, duties and
wewenang Inetrnal Auditor. authorities of SPI.
Berikut struktur organisasi Internal Auditor Angkasa Pura II: The following is the organization structure of the Internal
Audit Unit of Angkasa Pura II:
Head Of Internal Auditor
Deputi Pengawas Bidang Deputi Pengawas Bidang

Operasi & Teknik Komersial
Deputy Head of Operation & Deputy Head Of Commercial &
Engineering Audit Business Audit

Keuangan & PKPI Sumber Daya Manusia & Umum
Deputy Head of Finance Deputy Head Of Human Capital,
& CSR Audit GA & IT

Proyek Konsultasi & Pembinaan
Deputy Head of Project Audit Deputy Head Consulting
Deputi Pengawas Bandara

Soekarno-Hatta
Deputy Head of SHIA Audit

Komposisi Internal Auditor Internal Audit Unit Composition
Per 31 Desember 2015, Unit Internal Auditor didukung oleh As of December 31st, 2015, the SPI Unit is supported by 32
32 (tiga puluh dua) personil dengan kualitas dan kompetensi (thirty two) personnel with quality and competence as required
sesuai yang dipersyaratkan dalam uraian tugasnya dengan in the job description with the following composition:
komposisi sebagai berikut:
Jabatan
No Total
Position
1 Head of Internal Auditor 1
2 Deputy Supervisor 7
3 Senior Supervisor 19
4 Junior Supervisor 4
5 Special Staff to Head of Internal Audit Unit 1
Total 32

head of
internal auditor
Head of Internal Audit Unit
Internal Auditor dipimpin oleh seorang Head of Internal The Internal Audit Unit is led by a Head of Internal Audit Unit,
Auditor yang diangkat dan diberhentikan oleh President appointed and dismissed by the President Director with the
Director atas persetujuan Dewan Komisaris. Pada tahun 2015 approval of the Board of Commissioners. In 2015, the Head of
Head of Internal Auditor dijabat oleh Daryanto. Internal Audit Unit (KSPI) is held by Erwin Syahputra.
Profil Head of Internal Auditor Profile of Head of Internal Audit Unit
Daryanto
Head of Internal Auditor
Warga Negara Indonesia, umur 54 tahun. Menyelesaikan Indonesian citizen, 54 years old. Obtained his Bachelor
pendidikan S1 pada Fakultas Ekonomi Manajemen Universitas Degree from the Faculty of Economics of the University
Terbuka, Jakarta. Memiliki pengalaman menduduki jabatan of Pancasila, Jakarta in 1991 and obtained his Master of
penting antara lain: Vice President of Airport Services (2008), Engineering from Bandung Institute of Technology in 1999.
Head of Corporate Performance Management (2011), Has experiences in important positions among others: Head
Sekretaris Perusahaan (2013) dan menjabat sebagai Head of of Strategic Planning & Development (2012), Vice President
Internal Auditor pada tahun 2015 sampai dengan Desember of Budgeting (2009), General Manager of Depati Amir Airport
2016. Branch Office - Pangkal Pinang in 2008, Supervisor of
Operations & Engineering Auditors in 2006 and Masterplan
& Corporate Plan Manager in 2002. Served as the Head of
Internal Audit Unit since November 2012.
Sertifikasi Profesi Audit Internal Certifications of Internal Audit Profession
Angkasa Pura II telah mewajibkan semua auditor internal Angkasa Pura II has requested all internal auditors to
untuk mengikuti berbagai pelatihan professional dalam participate various professional trainings in order to meet
rangka sertifikasi guna memenuhi standar yang dibutuhkan the certification standards required by the Company. Head
Perusahaan. Head of Internal Auditor, Deputy Head of Internal of SPI, Deputy Supervisor of SPI and Auditor Supervisor have
Auditor dan para pengawas auditor telah mendapatkan been trained in the field of managerial and professional that
pelatihan di bidang manajerial dan profesi yang memadai is adequate to be able to manage the SPI Work Unit well.
untuk dapat mengelola Unit Kerja Internal Auditor dengan Currently, the number of auditors who have been certified
baik. Saat ini jumlah auditor yang telah memiliki sertifikasi amounted to 7 (seven) people, with details as follows:
sebanyak 7 (tujuh) orang , dengan rincian sebagai berikut:
No Nama Personil Personnel Name Jabatan Position Sertifikat Certifications

1 Setyo Budi Deputy Head of Project Audit Sertifikasi PIA PIA Certification
2 Kartono Deputy Head of Commercial & Business Sertifikasi PIA PIA Certification
3 Abdur Rachman Deputy Head of Consulting Sertifikasi PIA PIA Certification
4 Joko Nugroho Edi Senior Auditor Sertifikasi PIA PIA Certification
5 Imam Zaenal Ehwan Senior Auditor Sertifikasi PIA PIA Certification
6 Dwi Warasto Senior Auditor Sertifikasi PIA PIA Certification
7 Sudarmin Senior Auditor Sertifikasi PIA PIA Certification

Peran Internal Auditor Role of Internal Audit Unit
Peran Internal Auditor dalam mewujudkan GCG adalah: SPI roles to realize GCG as follows:
a. Sebagai pengawas independen yang melakukan audit, a. As an independent supervisor who conducts audit,
evaluasi dan menilai operasional dan aktivitas Perusahaan, evaluation and assess the Companys operations and
b. Sebagai katalisator dan konsultan dalam hal-hal tertentu activities,
bagi Direksi dan manajemen yang berkaitan dengan b. As a catalyst and consultants in certain matters for
praktisi manajemen risiko, sistem pengendalian internal the Board of Directors and management related to
dan praktik GCG serta dalam upaya meningkatkan kinerja practitioners of risk management, internal control system
dan nilai Perusahaan secara berkelanjutan. and GCG practices as well as in efforts to improve the
performance and value of the Company sustainably.
Tugas dan Tanggung Jawab Internal Auditor Duties and Responsibilities of Internal Audit Unit
Unit Internal Auditor Angkasa Pura II merupakan aparat SPI Unit of Angkasa Pura II is a internal supervisory (auditor)
pengawas (auditor) internal Perusahaan yang dipimpin oleh unit of the Company which led by a head and directly
seorang kepala dan bertanggung jawab langsung kepada responsible to the President Director.
President Director.
Internal Auditor Angkasa Pura II memiliki tugas dan tanggung SPI of Angkasa Pura II has duties and responsibilities to:
jawab untuk: bahasa inggrisnya ganti semua sbb:
a. Membantu Direksi dalam memenuhi tanggung jawab a. Assist the Board of Directors in fulfilling the responsibility
pengelolaan Perusahaan, dengan cara audit atas ketaatan, of the Companys management, by way of an audit
operasional, dan kinerja seluruh kegiatan unit kerja of obedience, operational, and performance of the
Perusahaan serta memberikan saran-saran perbaikan entire work unit activities of the Company and provide
mengarah pada pencapaian tujuan dan sasaran yang telah suggestions for improvement towards achieving the
ditetapkan pada masing-masing unit kerja Perusahaan; objectives and targets which have been set on each work
b. Membantu Direksi dalam upaya meningkatkan unit of the Company;
terwujudnya good corporate governance, mendorong b. Assist the Board of Directors in order to improve the
efektivitas sistem pengendalian internal Perusahaan, realization of good corporate governance, encourage the
peningkatan pengelolaan risiko dan kinerja Perusahaan effectiveness of the Companys internal control system,
serta penerapan etika bisnis; improve the risk management and performance of the
c. Membantu Direksi untuk memberikan perhatian atas Company and the implementation of business ethics;
terjadinya perubahan lingkungan industri, risiko bisnis yang c. Assist the Board of Directors to give attention to changes
mungkin timbul, peluang upaya peningkatan efisiensi dan in the industrial environment, business risks that may
efektivitas dan hal-hal lain yang mempengaruhi kinerja arise, opportunities of efforts to improve efficiency and
Perusahaan; effectiveness and other matters that affect the Companys
d. Mendorong unit-unit kerja di lingkungan Perusahaan performance;
dalam meningkatkan efektivitas sistem pengendalian d. Encourage work units within the Company to improve
internal dan pencapaian target kinerja unit kerja dalam the effectiveness of internal control system and the
rangka mencapai visi, misi, tujuan, dan sasaran Perusahaan; achievement of business units performance targets in
e. Memberikan penilaian tentang kecukupan dan efektivitas order to achieve vision, mission, objectives, and targets of
sistem pengendalian internal Perusahaan dan pengelolaan the Company;
risiko atas kegiatan Perusahaan; e. Provide an assessment of the adequacy and effectiveness
f. Melaporkan hal-hal yang penting yang berkaitan dengan of the Companys internal control system and risk
kelemahan dan peluang perbaikan proses pengendalian management on the Companys activities;
keuangan dan operasional kegiatan Perusahaan; f. Report important matters related to weaknesses
g. Mengidentifikasikan kegiatan-kegiatan yang akan diaudit, and opportunities for improvement of the financial
mengevaluasi serta menilai tingkat risiko kegiatankegiatan and operational control process of the Companys
tersebut dalam kaitannya dengan perencanaan audit; activities;Identify activities to be audited, evaluate and
h. Memberikan laporan berkala atas hasil-hasil pelaksanaan assess the risk level of such activities in relation to the
audit triwulanan, semester, current audit, post audit, dan audit planning;
audit lanjutan (audit khusus) serta kecukupan sumber g. Identify activities need tobe audited, evaluate and rate
daya audit; activities risk in term of audit plan

i. Memberikan rekomendasi perbaikan atas proses bisnis h. Provide regular reports on the results of audit by quarter,
dan pengendalian internal Perusahaan; semester, current audit, post audit, and advanced audit
j. Memantau pelaksanaan dan ketepatan pelaksanaan tindak (special audits) as well as the adequacy of audit resources;
lanjut atas laporan hasil audit (LHA). i. Provide recommendations for improvement on business
processes and internal control of the Company;
j. Monitor the implementation and accuracy of follow-up
on the audit results report (LHA).
Adapun ruang lingkup tugas Internal Auditor meliputi hal-hal SPI scope of duties include the following:
sebagai berikut: a. Review and assess to ensure that the Companys internal
a. Mereviu dan menilai untuk memastikan bahwa sistem control system is adequate and functioning effectively in
pengendalian internal Perusahaan telah memadai, serta achieving the Companys objectives and targets efficiently
berfungsi secara efektif dalam mencapai tujuan dan and economically and to ensure the reliability of financial
sasaran Perusahaan secara efisien dan ekonomis dan information and operational information of the Company
menjamin kehandalan informasi keuangan dan informasi as well as to maintain and protect the Companys assets;
operasional Perusahaan serta menjaga dan melindungi b. Implement operational and compliance audits on the
aset Perusahaan; management activities that aim to assess the efficiency
b. Melaksanakan audit operasional dan ketaaan atas and effectiveness the Companys operations, the reliability
kegiatan manajemen yang bertujuan untuk menilai of information and reporting of the Company, compliance
efisiensi dan efektivitas operasi Perusahaan, kehandalan with the laws and regulations as well as the security of the
informasi dan pelaporan Perusahaan, ketaatan terhadap Companys assets;
peraturan perundang-undangan serta pengamanan aset c. Implement advanced audit (special audits) on cases that
Perusahaan; have indications of fraud (fraud);
c. Melaksanakan audit lanjutan (audit khusus) terhadap kasus d. Implement performance audits on the planning and work
yang memiliki indikasi terjadinya kecurangan (fraud); program of each work unit and conformity assessment
d. Melaksanakan audit kinerja atas perencanaan dan with the companys objectives as well as assessment
program kerja masing-masing unit kerja dan penilaian towards risk management;
kesesuaiannya dengan tujuan Perusahaan serta penilaian e. Carry out special/additional assignments relevant to the
terhadap manajemen risiko; scope of duties of SPI.
e. Melaksanakan penugasan khusus/tambahan yang relevan
dengan ruang lingkup tugas Internal Auditor.
Pengembangan Kompetensi Internal Auditor SPI Competence Development
Angkasa Pura II senantiasa melakukan program peningkatan Angkasa Pura II is constantly improving the competence
kompetensi personil Internal Auditor dengan melakukan of SPI personnel by conducting the auditor competence
program pengembangan kompetensi auditor secara sistematis development program in a systematic and tiered manner.
dan berjenjang. Secara umum kebijakan pengembangan In general, competence development policy in 2015 was a
kompetensi pada tahun 2015 ditempuh dengan 2 cara, yaitu 2 way, namely the development of competence in external
pengembangan kompetensi pada lembaga eksternal dan institutions and internal competence development.
pengembangan kompetensi secara internal.

Selama tahun 2015, personil Internal Auditor telah mengikuti During 2015, the SPI personnel has participated in audit
pelatihan audit sebagai berikut: training as follows:
I. Diklat Wajib I. Mandatory Education and Training
Nama Biaya Waktu Penyelenggara

No
Name Cost Time Organizer
I Pelatihan WBS dan Fraud Audit | WBS and Fraud Audit Training
1 Wandi Anhar Rp 7.500.000
2 R. Suhartono Rp 7.500.000 Pusat Pengembangan Akuntansi dan
09 15 Apr 2015 Keuangan (PPAK)
3 Prio Ambardi Rp 7.500.000
April 9th - 15th, 2015 Center for Development of Accounting
4 Heru Karyadi Rp 7.500.000 and Finance (PPAK)
5 Mulyana Rp 7.500.000
II Pengelolaan Tugas-tugas Audit | Audit Duties Management
Pusat Pengembangan Akuntansi dan
04 14 Mei 2015 Keuangan (PPAK)
1 Tarsono Rp 8.250.000
May 4th - 14th, 2015 Center for Development of Accounting
and Finance (PPAK)
III Audit Operasional | Operational Audit
1 Prio Ambardi Rp 8.000.000 Pusat Pengembangan Akuntansi dan
10 19 Agus 2015
2 Iwan Winaya Rp 8.000.000 Keuangan (PPAK)
August 10th - 19th,
3 Dony Wardono Rp 8.000.000 Center for Development of Accounting
2015
4 Nicolas Prima Rp 8.000.000 and Finance (PPAK)
IV Audit Kecurangan | Fraud Audit

13 19 Agus 2015
Keuangan (PPAK)
1 Tarsono Rp. 7.500.000 August 13th - 19th,
Center for Development of Accounting
2015
and Finance (PPAK)
V Dasar-dasar Audit | Audit Basics
1 Andang Santoso Rp 7.750.000
2 Dwi Aries Darmawan Rp 7.750.000 Pusat Pengembangan Akuntansi dan
07 17 Sep 2015
Keuangan (PPAK)
3 Eddy AE Rp 7.750.000 September 7th - 17th,
Center for Development of Accounting
4 Indah Wijayanti Rp 7.750.000 2015
and Finance (PPAK)
5 Dalisnia Rp 7.750.000
VI Audit Dasar II | Audit Basics II
1 Prayoedi Herlebeng Rp. 7.000.000 19 30 Okt 2015 Yayasan Pendidikan Internal Audit (YPIA)
October 19th - 30th, Internal Audit Education Foundation
2 Elfin Rp. 7.000.000
2015 (YPIA)
TOTAL Rp 138.000.000
II. Diklat Substantif & Workshop II. Substantitial & Workshop
Nama Biaya Waktu Penyelenggara

No
Name Cost Time Organizer
I Training of Assessor (TOA) GCG Self Assessment | Training of Assessor (TOA) GCG Self Assessment
1 Prio Ambardi Rp 4.500.000 22 - 23 Jan 2015
JSM Management Consultant
2 Indra Kamil Rp 4.500.000 Jan 22nd - 23rd, 2015

II Diklat Khusus Head of Internal Auditor | Special Education and Training of the Head of Internal Auditor
12 18 Feb 2015 Keuangan (PPAK)
1 Daryanto Rp 7.500.000
Feb 12th - 18th, 2015 Center for Development of Accounting
and Finance (PPAK)
III Manajemen Risiko | Risk Management
12 18 Feb 2015 Pusat Pengembangan Akuntansi dan
1 Ambar Raharjo Rp 7.500.000
Feb 12th - 18th, 2015 Keuangan (PPAK)
12 18 Feb 2015 Center for Development of Accounting
2 Dony Wardono Rp 7.500.000
Feb 12th - 18th, 2015 and Finance (PPAK)
IV Pelatihan Manajemen Risiko Proyek | Project Risk Management Training
04 06 Mar 2015
1 Jon Mukhtar Rita Rp 5.750.000 CRMS Indonesia
March 4th - 6th, 2015
V Sertifikasi CISA | CISA Certification
1 M. Saktioko US$ 1.400 13 Jun 2015
Certified Information System (CISA)
2 Nicolas Prima US$ 1.400 June 13th, 2015
Workshop Nasional Dua Hari Tentang Prosedur dan Teknik Audit SDM
VI
Two-Day National Workshop on Procedures and Audit Techniques of Human Resources
09 10 Jul 2015
1 Evi Heltysiana Rp. 3.750.000 IPPENAS
July 9th - 10th, 2015
VII Audit Forensik Dasar | Basic Forensic Audit
13 19 Agus 2015 Keuangan (PPAK)
1 Dwi Warasto Rp. 7.500.000
Aug 13th - 19th, 2015 Center for Development of Accounting
and Finance (PPAK)
TOTAL Rp 84.900.000
GRAND
Pelaksanaan TOTALInternal Auditor
Kegiatan Rp 222.900.000
Tahun 2015 Implementation of SPI Activities 2015
Pelaksanaan Program Kerja Audit Tahunan (PKAT) tahun 2015 Implementation of the Annual Audit Work Program (PKAT)
difokuskan pada Kantor Pusat dan Kantor Cabang. Program in 2015 focused on the Head Office and Branch Offices.
kerja Internal Auditor pada tahun 2015 meliputi antara lain SPI work program in 2015 consists of the audit of airport
audit operasional/kinerja bandara, kegiatan reviu pengadaan operations/performance , review of the procurement of
barang dan jasa atas proyek pengembangan bandara, dan goods and services on the airport development project,
kegiatan pemeriksaan khusus/audit investigasi, dengan special inspection/investigation audit and consultations &
realisasi sebagai berikut: coaching, with the realization as follows:
A. Realisasi Rencana Audit Tahunan A. Realization of Annual Audit Plan
No Obyek Audit Waktu Pelaksanaan Jangka Waktu

Audit Objects Execution Time Time Period
1 KC Bandara Kualanamu Medan (Tahap I) 23 Mar s.d 03 Apr 2015 09 hari kerja
Kualanamu Airport Branch Office Medan (Phase I) March 23rd - April 3rd, 2015 09 work days
2 KC Bandara Silangit Siborong-borong 30 Mar s.d 02 Apr 2015 03 hari kerja
Silangit Airport Branch Office Siborong-borong March 30th - April 2nd, 2015 03 work days
3 KC Bandara Sultan Thaha - Jambi 13 s.d. 24 April 2015 10 hari kerja
Sultan Thaha Airport Branch Office - Jambi April 13th - 24th, 2015 10 work days
4 KCU Bandara Soekarno Hatta (Tahap I) 12 Februari s.d. 20 Maret 2015 27 hari kerja
Sultan Thaha Airport Branch Office - Jambi Feb 12th - March 20th, 2015 27 work days

5 KC Bandara Supadio - Pontianak 13 s.d 24 April 2015 10 hari kerja

Supadio Airport Branch Office - Pontianak April 13th - 24th, 2015 10 work days
6 KC Bandara Sultan Syarif Kasim II Pekanbaru 04 Mei s.d 13 Mei 2015 08 hari kerja
Sultan Syarif Kasim II Airport Branch Office Pekanbaru May 4th - 13th, 2015 08 work days
7 KC Bandara Depati Amir Pangkal Pinang 04 s.d 13 Mei 2015 08 hari kerja
Depati Amir Airport Branch Office Pangkal Pinang May 4th - 13th, 2015 08 work days
8 KC Bandara Sultan Mahmud Badaruddin II - Palembang 19 s.d 28 Mei 2015 08 hari kerja
Sultan Mahmud Badaruddin II Airport Branch Office - May 19th - 28th, 2015 08 work days
Palembang
9 KC Bandara Sultan Iskandar Muda Aceh 08 s.d. 17 Juni 2015 08 hari kerja
Sultan Iskandar Muda Airport Branch Office Aceh June 8th - 17th, 2015 08 work days
10 KC Bandara Halim Perdanakusumah Jakarta 24 Juni s.d. 03 Juli 2015 10 hari kerja
Halim Perdanakusumah Airport Branch Office Jakarta June 24th - July 3rd, 2015 10 work days
11 KC. Bandara Intl Minangkabau Padang 08 s.d. 17 Juni 2015 08 hari kerja
Minangkabau International Airport Branch Office Padang June 8th - 17th, 2015 08 work days
12 KC. Bandara Raja Haji Fisabilillah Tanjung Pinang 24 Juni s.d. 03 Juli 2015 10 hari kerja
Raja Haji Fisabilillah Airport Branch Office Tanjung June 24th - July 3rd, 2015 10 work days
Pinang
13 KC. Bandara Husein Sastranegara 03 s.d. 12 Agustus 2015 08 hari kerja
Husein Sastranegara Airport Branch Office Aug 3rd - 12th, 2015 08 work days
14 KCU Bandara Soekarno Hatta (Tahap II) 20 Agust s.d. 18 Sept 2015 21 hari kerja
Soekarno Hatta Airport Branch Office (Phase II) Aug 20th - Sept 18th, 2015 21 work days
15 Kantor Pusat 21 Okt 2015 s.d. 04 Des 2015 31 hari kerja
Head Office Oct 21st - Dec 4th, 2015
B. Reviu Proyek Pengembangan Bandara B. Review of Airport Development Project
No Obyek Audit Waktu Pelaksanaan Jangka Waktu

Audit Objects Execution Time Time Period
1 Bandara Supadio - Pontianak 10 Agustus s.d. 04 September 2015 09 hari kerja
Airport Branch Office - Pontianak August 10th - September 4th, 2015 09 work days
2 Bandara Depati Amir Pangkal Pinang 11 s.d. 23 September 2015 08 hari kerja
Depati Amir Airport Branch Office Pangkal Pinang September 11th - 23rd, 2015 08 work days
3 Bandara Raja Haji Fisabilillah - Tanjungpinang 23 November s.d. 08 Desember 2015 12 hari kerja
Raja Haji Fisabilillah Airport Branch Office - Tanjungpinang November 23rd - December 8th, 2015 12 work days
C. Reviu Proyek Pengembangan Bandara C. Review of Airport Development Project

Sampai dengan Bulan Desember 2016 telah dilakukan Until December 2015, has been conducted 07 (seven) special
sebanyak 07 (tujuh) pemeriksaan khusus terhadap inspection against irregularities and fraud that occurred in
penyimpangan maupun fraud yang terjadi didalam the Company. Imposing sanctions on the Implementation
lingkungan perusahaan. Pemberian sanksi pada Pelaksanaan of Special Inspection that has been conducted up to now
Riksus yang telah dilakukan sampai dengan saat ini dapat can be classified into 4 (four) types, namely:
digolongkan menjadi 4 (empat) macam yakni: 1. Dismissal;
1. Pemberhentian; 2. Decrease Position Grades for a certain period of time;
2. Penurunan Kelas Jabatan untuk periode waktu tertetu; 3. Issuance of Warning Letter;
3. Pemberian Surat Peringatan; 4. Cutting of Incentives.
4. Pemotongan Insentif.

auditor
eksternal
External Auditor
Fungsi pengawasan independen terhadap aspek keuangan Independent supervision function against the financial aspect
Angkasa Pura II dilakukan dengan melaksanakan pemeriksaan of Angkasa Pura II is conducted by carrying out External
Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik. Auditor inspection performed by the Public Accounting Firm.
Penunjukan Auditor Eksternal dilakukan berdasarkan Risalah Appointment of External Auditor is based on the Minutes
RUPS Angkasa Pura II tentang Persetujuan Laporan Tahunan of the GMS of Angkasa Pura II on the Approval of Annual
dan Pengesahan Laporan Keuangan Tahun Buku 2014 Report and Ratification of Financial Statements for the Fiscal
berdasarkan rekomendasi Dewan Komisaris. Year 2014 based on the recommendations of the Board of
Commissioners.
Berikut data Auditor Eksternal Angkasa Pura II selama 7 (tujuh) The following is the External Auditors data of Angkasa Pura II
tahun terakhir, yaitu sebagai berikut: for the last 7 (seven) years, as follows:
Tahun Kantor Akuntan Publik Biaya (Rp) Partner Pelaksana

Year Public Accounting Firm Costs (Rp) Implementing Partner
2009 Pieter, Uways & Rekan Rp725.205.000 Pieter Solang, CPA
2010 Pieter, Uways & Rekan Rp855.000.000 Pieter Solang, CPA
2011 Hertanto, Sidik & Rekan Rp1.005.473.875 Indra Soesetiawan, CPA
2015 Ernst & Young Rp1.190.000.000 Purwantoro, Sungkoro & Surja
Dalam pelaksanaan audit Laporan Keuangan Perusahaan In the audit of the Companys Financial Statements for Fiscal
Tahun Buku 2015, Angkasa Pura II telah menunjuk Kantor Year 2015,Angkasa Pura II has appointed the Public Accounting
Akuntan Publik (KAP) Ernst & Young. Lingkup Audit yang Firm (KAP) Ernst & Young. The audit scope conducted by the
dilakukan KAP Ernst & Young juga mencakup audit Laporan Public Accounting Firm (KAP) Ernst & Young also includes the
Manajemen, Laporan Kepatuhan, Pengendalian Internal dan audit of Management Report, Compliance Report, Internal
Laporan Program Kemitraan dan Bina Lingkungan (PKBL) Control and Report of the Partnership and Community
Tahun Buku 2015. Adapun total biaya yang dikeluarkan untuk Development Program (PKBL) for Fiscal Year 2015. The total
audit Laporan Keuangan Konsolidasi pada tahun 2015 adalah costs incurred to audit the Consolidated Financial Statements
sebesar Rp1.190.000.000 (sudah termasuk PPN) dan tidak in 2015 amounted to Rp 1.190.000.000 (including VAT) and
termasuk Out of Pocket Expenses (OPE). excluding the Out of Pocket Expenses (OPE).
KAP Ernst & Young yang ditunjuk telah menyelesaikan KAP Ernst & Young which appointed has completed its duties
tugasnya secara independen sesuai standar profesional independently in accordance to the professional standards of
akuntan publik dan perjanjian kerja serta ruang lingkup audit public accountant and work agreements as well as the scope
yang telah ditetapkan. of audit which has been determined.

risk
management & compliance
Risk Management & Compliance
Angkasa Pura II secara berkelanjutan terus mengembangkan Angkasa Pura II continuously develop and improve the
dan meningkatkan kerangka sistem pengelolaan risiko framework of risk management systems and internal control
dan struktur pengendalian internal yang terpadu dan structure to become integrated and comprehensive, aiming
komprehensif, yang bertujuan untuk melindungi Perusahaan to protect the Company from risks that negatively affect
dari risiko yang berdampak negatif terhadap pencapaian the achievement of objectives and to explore opportunities
tujuan dan mengeksplorasi peluang untuk meningkatkan for increased benefits. The risk management framework is
benefit. Kerangka manajemen risiko ini dituangkan dalam outlined in policies, procedures, powers and other provisions
kebijakan, prosedur, kewenangan dan ketentuan lain serta as well as a variety of risk management tools in all aspects of
berbagai perangkat manajemen risiko yang berlaku di seluruh business activity.
lingkup aktivitas usaha.
In order to develop risk management in accordance with
Dalam rangka pengembangan manajemen risiko yang the standards of the international airport, the management
sesuai dengan standar bandara internasional, manajemen of Angkasa Pura II has drawn up a risk profile corporations,
Angkasa Pura II telah menyusun profil risiko korporasi, untuk to the functions of Operations and Techniques that focus on
fungsi Operasional dan Teknik yang fokus pada proses bisnis business processes, among others: Safety, Security, Services
Perusahaan antara lain: Safety, Security, Services through through Compliance (3S + 1C), which is compulsory in risk
Compliance (3S+1C) yang merupakan compulsory dalam management, as well as in the Administration, Finance and
pengelolaan risiko, serta di lingkungan Administrasi, Keuangan Commercial which leads to a high risk.
dan Komersial yang mengarah pada risiko tinggi.
Pengelola Manajemen Risiko Risk Management Administrator
Dalam pengelolaan manajemen risiko, Angkasa Pura II In risk management, Angkasa Pura II has established a Risk
telah membentuk unit Risk Management & Compliance Management & Compliance unit in charge of facilitating the
sebagai penanggung jawab dalam memfasilitasi pelaksanaan implementation of the Risk Management Policy Guidelines
Pedoman Kebijakan Manajemen Risiko oleh setiap Risk by each Risk Owner and staff. The scope of work includes
Owner dan jajarannya. Lingkup kerja Risk Management & the Risk Management & Compliance Office and 13 (thirteen)
Compliance meliputi Kantor Pusat dan 13 (tiga belas) Kantor Branch Angkasa Pura II.
Cabang Angkasa Pura II.

Struktur Unit Risk Management & Compliance Structure of Risk Management & Compliance Unit
Head Of Risk Management

& Complicance
Risk Management
& Complicance Officer
Risk Management Manager Complicance Manager
Risk Management Staff Complicance Junior Officer
Risk Management Staff

Complicance Staff
Risk Management Senior Officer

Complicance Senior Officer
Risk Management Senior Officer

Complicance Senior Officer

profil head of
risk management & compliance
Profile of Head of Risk Management & Compliance
Joko Nugroho Edi

Head of Risk Management & Compliance
Warga Negara Indonesia, umur 48 tahun. Menyelesaikan Indonesian citizen, 48 years old. Obtained his Bachelors
pendidikan S1 pada Fakultas Hukum Universitas Islam Syekh Degree at the Faculty of Law at the University of Islam
Yusuf, Tangerang. Memiliki pengalaman menduduki jabatan Syekh Yusuf, Tangerang. Has experiences serving as SENIOR
penting antara lain: PENGAWAS SENIOR BIDANG OPERASI AUDITOR OF OPERATIONS AND ENGINEERING (2013),
DAN TEKNIK (2013), DEPUTI PENGAWAS BIDANG OPERASI DEPUTY AUDITOR OF OPERATIONS AND ENGINEERING
DAN TEKNIK (2014) dan menjabat sebagai HEAD OF RISK (2014) and served as the HEAD OF RISK MANAGEMENT &
MANAGEMENT & COMPLIANCE tahun 2016 sampai dengan COMPLIANCE 2016 until present.
saat ini.
Tugas dan Tanggung Jawab Risk Management & Compliance Duties and Responsibilities of the Risk Management &
Compliance Bureau
Tugas dan tanggung jawab Risk Management & Compliance, Duties and responsibilities of the Risk Management &
adalah sebagai berikut: Compliance Bureau are as follows:
Mengkoordinasikan upaya-upaya pengembangan dan Coordinate the efforts of dvelopment and maintenance of
pemeliharaan sistem manajemen risiko yang efektif dan risk management system that is effective and efficient in
efisien sesuai kebutuhan dan ketersediaan sumber daya accordance with the requirements and availability of the
Perusahaan; Companys resources;
Memfasilitasi pelaksanaan Pedoman Kebijakan Manajemen Facilitate the implementation of Risk Management Policy
Risiko oleh setiap Risk Owner dan jajarannya; Guidelines by each Risk Owner and its ranks;
Mengumpulkan laporan Profil Risiko unit kerja dari Collect the Risk Profile report of work units from each
setiap Risk Owner, mengagregasikannya menjadi Profil Risk Owner, aggregating it into corporate risk profile and
Risiko korporat dan melaporkan Profil Risiko korporat report it to the Board of Directors regularly or any time by
kepada Direksi secara berkala atau sewaktu-waktu sesuai the request of the Board of Directors;
permintaan Direksi; Implement Risk Assessment;
Melaksanakan Risk Asssessment; Make a risk assessment for the strategic decision making
Membuat kajian risiko untuk pengambilan keputusan of the Board of Directors, especially the one with high
strategis Direksi, terutama yang memiliki potensi nilai potential value impact of significant losses.
dampak kerugian yang signifikan.

Kebijakan Manajemen Risiko Risk Management Policy
Dalam melakukan pengawasan dan pengelolaan risiko bisnis In conducting the supervision and management of material
yang material, Angkasa Pura II memiliki Kebijakan Manajemen business risks, Angkasa Pura II has a Risk Management
Risiko berdasarkan Surat Keputusan Nomor : C0.793/HK.201/ Policy based on the Decree No: C0.793/HK.201/APII-2015
APII-2015 PD.01.02/11/2015/0057 Tanggal 24 November PD.01.02/11/2015/0057 dated November 24th, 2015 that
2015 yang mengacu pada ISO 31000:2009 Risk Management refers to ISO 31000:2009, Risk Management - Principles and
- Principles and Guidelines, yang telah diadopsi menjadi Guidelines, which has been adopted as a national standard of
standar nasional SNI ISO 31000:2011. SNI ISO 31000:2011.
Kebijakan tersebut bertujuan untuk memberikan pedoman The policy aims to provide guidance to all personnel of
kepada seluruh Insan Angkasa Pura II untuk secara efektif Angkasa Pura II to effectively conduct risk management
melakukan proses dan kegiatan manajemen risiko, sehingga processes and activities, so in accordance with applicable
sesuai dengan peraturan yang berlaku. Selain itu, kebijakan regulations. In addition, risk management policy also aims
manajemen risiko tersebut juga bertujuan untuk memastikan to ensure that the Management and all employees have the
bahwa Manajemen dan seluruh pegawai memiliki persepsi same perception and understanding of the concept of risk
serta pemahaman yang sama mengenai konsep manajemen management, and raise the awareness about the importance
risiko, dan menumbuhkan kesadaran mengenai pentingnya of sustainable risk management in the Company.
manajemen risiko yang berkelanjutan di Perusahaan.
Tujuan Manajemen Risiko Risk Management Objectives
1. Meningkatkan kesadaran bahwa semua upaya pencapaian 1. Raise the awareness that all efforts to achieve the goals
sasaran dan target-target Perusahaan mengandung risiko and targets of the Company involve risks and therefore
dan karenanya setiap individu, unit kerja (Direktorat, each individual, work units (Directorate, Sub-Directorate,
Sub Direktorat, Biro, Kantor Cabang dst.), harus dapat Bureau, Branch Offices, etc.), should be able to manage
mengelola risiko sesuai kedudukan dan tanggung risks according the each position and responsibilities as
jawabnya masing-masing sebagai bagian dari pengelolaan part of an integrated corporate risk management.
risiko korporat terintegrasi. 2. Increase the certainty of achievement of the goals and
2. Meningkatkan kepastian pencapaian sasaran dan target- targets of the Company by:
target Perusahaan dengan cara: a. Lowering the possibility level of events that may
a. Menurunkan tingkat kemungkinan terjadinya peristiwa- hamper the business processes;
peristiwa yang dapat menghambat kelancaran proses b. Minimize losses as the potential impact caused by
bisnis; these events.
b. Meminimalkan kerugian sebagai potensi dampak yang
ditimbulkan oleh peristiwa-peristiwa tersebut.
Komponen Pengelolaan Risiko Risk Management Components
Sistem Manajemen Risiko Angkasa Pura II terdiri dari 3 (tiga) Risk Management System of Angkasa Pura II consists of 3
komponen yang saling berhubungan, yaitu: (three) related components, namely:
1. Prinsip-prinsip manajemen risiko; 1. Risk management principles;
2. Kerangka kerja dalam mengelola risiko; dan 2. Framework to manage risks; and
3. Proses pengelolaan risiko. 3. Risk management processes.
Prinsip-prinsip manajemen risiko merupakan pondasi (aturan Risk management principles is the foundation (basic rules)
dasar) bagi pengembangan kerangka kerja pengelolaan for the development of a framework of risk management
risiko yang merupakan pilar-pilar bagi penerapan proses that becomes the cornerstones for the implementation of
manajemen risiko. Sementara proses manajemen risiko the risk management processes. While the risk management
adalah penjabaran dari kerangka kerja pengelolaan risiko processes are descriptions from the risk management
dalam rangka mempermudah penerapan prinsip-prinsip framework in order to facilitate the application of risk
pengelolaan risiko, baik di tingkat korporat, di tingkat unit management principles, both at the corporate level, at the
kerja, maupun individu. unit level, as well as individual level.

Relationship of 3 Risk Management System Components
Hubungan 3 Komponen Sistem Manajemen Risiko Risk Management Process

Proses Manajemen Risiko
Risk Management Process of Angkasa Pura II consists of two
Proses Manajemen Risiko Angkasa Pura II meliputi dua main groups of activities, namely:
kelompok kegiatan utama, yaitu: a. Tahapan kegiatan utama meliputi:
- Stage 1: Business context determination
a. Tahapan kegiatan utama meliputi: - Stage 2: Risk Assessment
- Tahap 1: Penetapan konteks bisnis - Stage 3: Risk Treatment
- Tahap 2: Assessment risiko b. Supporting activities stages include:
- Tahap 3: Perlakuan risiko - Stage 4: Communications & Consultations
b. Tahapan kegiatan penunjang meliputi: - Stage 5: Monitoring & review
- Tahap 4: Komunikasi & konsultasi
- Tahap 5: Pemantauan & kaji ulang

Skema Proses Manajemen Risiko Risk Management Process Schemes
1. Tahap 1: Penetapan Konteks 1. Stage 1: Context Determination

(1) Penetapan konteks bertujuan untuk mempersiapkan (1) Determination of context aims to prepare data and
data dan informasi yang jelas, andal, dan mencukupi information that is clear, reliable, and sufficient for
demi kelancaran dan akurasi proses assessment risiko. the smoothness and accuracy of risk assessment
(2) Penetapan konteks merupakan tahap yang mendasar process.
dan menjadi prasyarat dalam fase identifikasi risiko (2) Determination of context is a fundamental stage and
pada tahap assessment risiko. Tahap penetapan become a prerequisite in the risk identification phase
konteks mencakup fase penetapan konteks eskternal; in the risk assessment stage. Context determination
(b) penetapan konteks internal; (c) penetapan konteks stage includes external context determination
proses manajemen risiko, dan (d) penetapan kriteria phase; (b) internal context determination; (c)
risiko. context determination of risk management process;
(3) Pedoman ini hanya memuat peta konteks bisnis pada and (d) risk criteria determination.
tingkat korporat sebagai panduan bagi para Risk (3) These guidelines only contain business context map
Owner untuk menetapkan konteks bisnis pada unit at the corporate level as a guide for the Risk Owner
kerja masing-masing. to establish the business context on each work unit.
2. Tahap 2: Assessment Risiko 2. Stage 2: Risk Assessment

(1) Tujuan assessment risiko adalah menemukenali risiko, (1) Risk assessment objectives is to identify risk,
mengukur nilai risiko, dan menentukan prioritas measures risk value, and prioritize risk treatment.
perlakuan risiko. (2) Assessment conducted by each Risk Owner and its
(2) Assessment dilakukan oleh setiap Risk Owner dan staff with the help of the assessment team appointed
jajarannya dengan bantuan tim penilai yang ditunjuk by the Board of Directors and competent enough in

oleh Direksi serta memiliki kompetensi cukup dalam managing the Companys business and skill using
pengalaman mengelola bisnis Perusahaan dan methods and techniques of risk assessment.
memiliki keterampilan menggunakan metode dan (3) Assessment process consists of risk identification
teknik assessment risiko. phase, risk analysis and risk evaluation should be
(3) Proses assessment terdiri dari fase identifikasi risiko, an integral part of the Companys business process,
analisa risiko dan evaluasi risiko yang harus menjadi such as the preparation process of RKAP, Feasibility
bagian integral dari seluruh proses bisnis Perusahaan, Study of Business Development, decision making
seperti proses penyusunan RKAP, Studi Kelayakan procedures and others. Risk assessment results
Pengembangan Bisnis, prosedur pengambilan is recorded in a document or the format of risk
keputusan dan lain-lain. Hasil assessment risiko dicatat register.
dalam dokumen atau format risk register.
3. Tahap 3: Perlakuan Risiko (Risk Treatment) 3. Stage 3: Risk Treatment

(1) Proses perlakuan risiko atau dikenal juga dengan istilah (1) Risk treatment process or also kpresentn as
mitigasi, mencakup (i) identifikasi berbagai metode/ mitigation, includes (i) identification of various
teknik yang dapat digunakan, termasuk mitra kerja methods/techniques that can be used, including
untuk berbagi risiko (risk sharing); (ii) seleksi metode/ business partners for risk sharing; (ii) selection of
teknik dan mitra kerja berbagi risiko yang paling sesuai methods/techniques and the most appropriate
kebutuhan; (iii) penyusunan rencana perlakuan risiko, business partners of risk sharing; (iii) preparation
termasuk alokasi sumber daya yang dibutuhkan; dan of risk treatment plan, including the allocation of
(iv) implementasinya. required resources; and (iv) implementation.
(2) Pemilihan metode mitigasi dan/atau mitra kerja (2) Selection of mitigation methods and/or business
untuk berbagi risiko, harus didasarkan atas hasil partners for risk sharing, should be based on the
analisis manfaatbiaya (cost-benefit analysis) dengan results of cost-benefit analysis by using up to date
menggunakan data dan informasi yang mutakhir dan and reliable data and information.
andal. (3) Risk with a tremendous impact value, but is very
(3) Risiko dengan nilai dampak yang besar sekali, tetapi rare to occur such as natural disaster, still have to
sangat jarang terjadi seperti bencana alam, tetap harus be prepared the method of treatment (early warning
dipersiapkan metode perlakuannya (peringatan dini and emergency response).
dan tanggap darurat). (4) Risk mitigation measures may include the methods
(4) Langkah mitigasi risiko dapat berupa satu metode of action or combination of several methods of
tindakan atau kombinasi beberapa metode tindakan, action, including particular management tools/
termasuk alat manajemen (management tools/ technique in order to control one type of risk or
technique) tertentu guna mengendalikan satu jenis more.
risiko atau lebih. (5) For the efficiency and effectiveness usage of
(5) Untuk efisiensi dan efektifitas penggunaan sumber resources for risk treatment, should be made a
daya bagi perlakuan risiko, maka harus dibuat urutan priority order of risk treatment.
prioritas perlakuan risiko. (6) One method of mitigation and/or sharing of risk
(6) Satu metode mitigasi dan/atau berbagi risiko dapat can pose new risks that must be taken into account
menimbulkan risiko baru yang harus diperhitungkan when preparing risk treatment plan.
pada saat penyusunan rencana perlakuan risiko.
4. Tahap 4: Komunikasi dan Konsultasi 4. Stage 4: Communications and Consultations

(1) Komunikasi dan konsultasi dilakukan oleh setiap Risk (1) Communications and consultations are conducted
Owner terhadap para pemangku kepentingan, baik by every Risk Owner against the stakeholders,
internal maupun eksternal pada setiap tahap proses both internally and externally at any stage of
manajemen risiko, dengan tujuan agar pemangku the risk management process, with the aim for
kepentingan dapat memahami keterkaitan rencana stakeholders to understand the interrelatedness of
strategis Perusahaan dan peran mereka dalam the Companys strategic plan and their role in the
pengelolaan risiko Perusahaan. Companys risk management.
(2) Komunikasi dan konsultasi harus direncanakan dan (2) Communications and consultations should be
dilaksanakan sejak awal pengelolaan risiko dan planned and implemented from the beginning of risk
mencakup kebijakan pengelolaan risiko, sumber risiko, management and include risk management policy,

kemungkinan terjadi dan dampaknya serta ukuran-ukuran risk sources, possibility of occurrence and its impact as
yang digunakan dalam mengelola risiko. well as measurements used in managing risk.
(3)
Komunikasi dan konsultasi harus dilakukan (3) Communications and consultations should
secara efektif guna memastikan setiap pihak yang be carried out effectively to ensure each party
bertanggung jawab dalam pengelolaan risiko. Dalam is responsible for the management of risk. In
hal ini Risk Owner, Frontline Risk Owner dan pemangku this matter, Risk owner, Frontline Risk Owner
kepentingan telah memahami latar belakang dan and stakeholders have already understand the
alasan pengambilan keputusan serta tindakan yang background and rationale of decision making and
mengandung risiko. actions that involve risk.
5. Tahap 5: Pemantauan dan Kaji Ulang 5. Stage 5: Monitoring and Review

(1) Pemantauan adalah pengamatan rutin terhadap (1) Monitoring is the regular observation to the
pelaksanaan proses manajemen risiko dibandingkan implementation of risk management process
dengan kerangka kerja atau perencanaan manajemen compared to the framework or specified risk
risiko yang ditetapkan. management planning.
(2) Kaji ulang adalah peninjauan berkala terhadap (2) Review is a periodic review of the effectiveness of risk
efektivitas sistem manajemen risiko dan efektifitas management system and the effectiveness of RPR.
RPR. (3) Bureau of Risk Management & Compliance ensures
(3) Risk Management & Compliance memastikan bahwa that monitoring and review are regularly carried out
pemantauan dan kaji ulang secara reguler dilaksanakan on: a. Effectiveness of risk management process;
terhadap: a. Efektifitas proses manajemen risiko; b. b. Risks and opportunities face by the Company
Risiko dan peluang yang dihadapi Perusahaan serta as well as its handling priority; c. Effectiveness
prioritas penanganannya; c. Efektifitas dan kecukupan and adequacy of current risks (existing control);
pengendalian risiko saat ini (existing control); d. d. Implementation and effectiveness of RPR; e. Is
Implementasi dan efektifitas RPR; e. Apakah proses the risk management process has been applied
manajemen risiko telah diaplikasikan secara sistematis systematically to the Companys targets at the level
terhadap target Perusahaan pada tingkat korporat, unit of corporate, work unit and existing investment
kerja dan proyek investasi yang ada. projects.
(4) Perusahaan menjamin adanya mekanisme (4) The Company guarantees the existence of
pengawasan dari independen atau pihak eksternal a supervisory mechanism from independent
secara periodik terhadap efektifitas unit kerja yang or external parties periodically against the
bertugas memantau dan mengawasi pengelolaan effectiveness of work unit tasked to monitor and
risiko yaitu unit Risk Management & Compliance dan supervise risk management namely the Bureau of
Internal Auditor. Risk Management & Compliance and the SPI.
Integrasi Proses Manajemen Risiko ke dalam Proses Bisnis Integration of Risk Management Process into Business
Perusahaan Process of the Company
a. Setiap pengambilan keputusan Perusahaan di tingkat a. Any decision-making in the strategic and operational
strategis dan operasional harus menjadikan assessment levels should make risk assessment as an integral part of
risiko sebagai bagian yang tidak terpisahkan dari proses the processes and procedures in decision making.
dan prosedur pengambilan keputusan. b. In terms of business investment, the risk assessment
b. Dalam hal investasi bisnis maka assessment risiko, including the risk treatment plan, is an integral part of
termasuk rencana perlakuan risikonya (risk treatment plan), the business feasibility analysis process so that in the
merupakan satu kesatuan dengan proses analisis kelayakan decision making, has also been considered the risks that
bisnis sehingga pada saat pengambilan keputusan sudah affect the achievement of such investment targets.
mempertimbangkan risiko yang berpengaruh terhadap c. Each work unit is required to complete the RKAP program
pencapaian sasaran investasi tersebut. design with a list of inherent risks, risk handling strategy,
c. Setiap unit kerja wajib melengkapi rancangan program estimated cost of risk treatment (mitigation) that will be
RKAP dengan daftar risiko yang melekat, strategi used and also included information on CBA ratio (Cost
penanganan risiko, estimasi biaya perlakuan risiko Benefit Analysis ratio) at each of the proposed program.
(mitigasi) yang akan digunakan dan dilengkapi informasi d. Prior to legalization of RKAP by the GMS, every risk owner
tentang CBA ratio (Cost Benefit Analysis ratio) pada setiap shall prepare Risk Treatment Plan (RPR) as part of the

program yang diusulkan. management operational/contract plan that becomes

d. Sebelum RKAP di sahkan oleh RUPS, maka setiap rial their responsibility.
owner, wajib menyusun Rencana Perlakuan Risiko e. Monitoring of RPR implementation becomes part of the
(RPR) sebagai bagian dari rencana operasional/kontrak monitoring of management operational/contract plan
manajemen yang menjadi tanggung jawabnya. realization by conducting regular monitoring by the
e. Pemantauan implementasi RPR menjadi bagian dari frontline risk owner and risk owner through coordination
pemantauan realisasi rencana operasional/kontrak meeting.
manajemen dengan melakukan pemantauan secara f. Based on the report of frontline risk owner, the risk owner
berkala oleh Frontline Risk Owner dan Risk Owner melalui prepares and delivers risk management monitoring
rapat koordinasi. report to the superior one level above, along with
f. Berdasarkan laporan Frontline Risk Owner, maka the report of management operational/contract plan
Risk Owner menyusun dan menyampaikan laporan realization. Risk Management & Compliance monitoring
pemantauan pengelolaan risiko kepada pimpinan satu the policy process risk management has been integrated
tingkat di atasnya, bersamaan dengan pelaporan realisasi with business processes Companies associated with the
rencana operasional/kontrak manajemen terkait. Risk process of drafting and RKAP implementation.
Management & Compliance memantau kebijakan proses
manajemen risiko telah terintegrasi dengan proses bisnis
Perusahaan terkait dengan proses penyusunan dan
pelaksanaan RKAP.
Pelaksanaan Risk Assessment Risk Assessment
Risk Assessment merupakan tahapan proses manajemen Risk Assessment is a risk management process stage that
risiko yang terdiri dari fase identifikasi risiko, analisa risiko consists of the stages of risk identification, risk analysis
dan evaluasi risiko. Angkasa Pura II menggunakan ISO and risk evaluation. PT Angkasa Pura II (Persero) uses ISO
31000:2009 sebagai pedoman dalam melaksanakan Risk 31000:2009 as guidelines in implementing Risk Assessment.
Assessment. Pelaksanaan Risk Assessment dilakukan oleh Risk Management & Compliance unit is a unit with duties
Risk Management & Compliance di 13 Kantor Cabang dan and responsibilities to conduct Risk Assessment at 13 Branch
Kantor Pusat Angkasa Pura II. Offices and Head Office of PT Angkasa Pura II (Persero).
Berikut jadwal Risk Assessment yang dilaksanakan pada tahun The following is schedule of Risk Assessment in 2015:
2015:
No Tempat/Kantor Cabang Place / Branch Offices Waktu Time

1 Halim Perdanakusuma, Jakarta 16 s/d 20 Februari 2015
2 Intl Minangkabau, Padang 02 s/d 05 Maret 2015
3 Depati Amir, Pangkal Pinang 02 s/d 05 Maret 2015
4 Sultan Syarif Kasim II, Pekanbaru 17 s/d 20 Maret 2015
5 Sultan Thaha, Jambi 30 Maret s/d 02 April 2015
6 Silangit, Siborong-borong 06 s/d 09 April 2015
7 Sultan Iskandar Muda, Banda Aceh 13 s/d 16 April 2015
8 Supadio, Pontianak 20 s/d 23 April 2015
9 Kualanamu, Deli Serdang 18 s/d 22 Mei 2015
10 Raja Haji Fisabilillah, Tanjungpinang 08 s/d 11 Juni 2015
11 Husein Sastranegara, Bandung 16 s/d 19 Juni 2015
12 Sultan Mahmud Badaruddin II, Palembang 29 Juni s/d 02 Juli 2015
13 Soekarno-Hatta, Tangerang 14 September s/d 13 Oktober 2015
14 Kantor Pusat 15 s/d 28 Oktober 2015

Kegiatan Kerja Risk Management & Compliance Tahun 2015 Work Activities of Risk Management & Compliance 2015
Kegiatan Kerja Manajemen Risiko

No
Risk Management Work Activities
Melaksanakan kegiatan Risk Assessment 2015 di 13 (dua belas) Kantor Cabang dan Kantor Pusat PT Angkasa Pura II
untuk mengidentifikasi, menganalisa dan mengevaluasi potensi risiko disetiap unit kerja dan dituangkan ke dalam
1 bentuk Profil Risiko Korporat Tahun 2015
Conduct Risk Assessment 2015 in 13 (thirteen) Branch Offices and the Head Office of PT Angkasa Pura II to identify,
analyze and evaluate risks potential of each work unit and poured into the form of Corporate Risk Profile 2015.
Melaksanakan kegiatan Pengelolaan Asuransi Perusahaan, yang meliputi Asuransi PJP2U dan Asuransi Airport Liability.
2
Conduct Corporate Insurance Management, which includes PJP2U Insurance and Airport Liability Insurance.
Membuat kajian risiko perusahaan yang terdiri dari Kajian Penyertaan Modal Negara (PMN), Kajian penanggulangan Massive
Delay di Bandara Soekarno-Hatta, Kajian risiko pengadaan dan pemasangan peralatan Foreign Object Debris (FOD)
Detection, Kajian Penyediaan AVTUR di Terminal 3 Ultimate, Kajian Risiko Pola kerjasama Kereta Api dan Kajian Bandara Rugi.
3 Make corporate risk assessment consisting of the Assessment of State Capital Investment (PMP), Assessment
of Massive Delay response at Soekarno-Hatta Airport, Risk Assessment of the procurement and installation of
the Foreign Object Debris (FOD) Detection tools, Assessment of AVTUR provision at Terminal 3 Ultimate, Risk
Assessment of Railway cooperation pattern and Assessment of Airport Losses.
Melaksanakan sosialisasi dan workshop asuransi tanggung jawab hukum bandara (Liability) tahun 2015 yang
dilaksanakan di 3 (tiga) Zona:
Zona I, Kota Medan-Sumatera Utara. Diikuti oleh perwakilan Kantor Cabang Bandara Sultan Syarif Kasim II,
Bandara Internasional Minangkabau, Bandara Sultan Mahmud Badaruddin II, Bandara Sultan Iskandar Muda,
Bandara Kualanamu dan Bandara Silangit.
Zona II, Kantor Pusat gedung 600. Diikuti oleh perwakilan Kantor Pusat, Kantor Cabang Utama Bandara Soekarno-
Hatta dan Kantor Cabang Halim Perdanakusuma.
Zona III, Bandung-Jawa barat. Diikuti oleh perwakilan Bandara Husein Sastranegara, Bandara Depati Amir, Sultan
4 Thaha dan Bandara Supadio.
Conduct socialization and workshop of airport legal liability insurance (Liability) 2015 conducted in 3 (three) Zones:
Zone I, City of Medan - North Sumatra. Followed by representatives of Sultan Syarif Kasim II Airport Branch
Office, Minangkabau International Airport, Sultan Mahmud Badaruddin II Airport, Sultan Iskandar Muda Airport,
Kualanamu Airport and Silangit Airport.
Zone II, Head Office building 600. Followed by representatives of the Head Office, Soekarno-Hatta Main Branch
Office and Halim Perdanakusuma Branch Office.
Zone III, Bandung - West Java. Followed by representatives of Husein Sastranegara Airport, Depati Amir Airport,
Sultan Thaha Airport and Supadio Airport.
Melaksanakan Training Basic Risk Management untuk para calon risk champions di setiap unit kerja Kantor Pusat
5
Implement Training of Risk Management Basics for prospective risk champions in each work unit of the Head Office.
Melakukan kerjasama dengan Konsultan untuk pembuatan Key Risk Indicators (KRI) PT Angkasa Pura II (Persero)
6
Cooperate with Consultants for the preparation of Key Risk Indicators (KRI) of PT Angkasa Pura II (Persero).

Hasil Risk Assessment dan Upaya Penanganan Risiko Risk Assessment Results and Risk Management Efforts
Berikut hasil Risk Assessment yang telah dilaksanakan pada Here are the Risk Assessment results which has been
tahun 2015 beserta upaya penanganan risiko: performed in 2015 and its risk management efforts:
Fungsi Risiko yang Dihadapi Upaya Penanganan Risiko

Function Risks Faced Risk Management Efforts
1. Melakukan monitoring secara berkala
terhadap jalur evakuasi (access road)
yang dilalui kendaraan Foam Tender;
2. Melakukan preventive
maintenance secara berkala untuk
mempertahankan performansi
kendaraan Foam Tender dan
peralatan pendukung lainnya;
3. Membuat safety plan terkait
pergerakan kendaraan di area
Risiko Keterlambatan Penanganan main station ketika terjadi keadaan
Fungsi Operasi dan Teknik
Kondisi Emergency emergency.
Functions of Operations and
Risk of Delay in Emergency Conditions 1. Conduct periodic monitoring of the
Engineering
Handling evacuation path (access road) used
by Foam Tender vehicle;
2. Conduct preventive maintenance
regularly to maintain the
performance of Foam Tender
vehicle and other supporting
equipments;
3. Make a safety plan related to
the movement of vehicles in the
main station area when a state of
emergency.
fasilitas listrik dan mekanikal di
bandara;
2. Melakukan corrective maintenance
terhadap fasilitas listrik dan
Risiko Menurunnya Fasilitas Listrik Dan
Fungsi Operasi dan Teknik mekanikal di bandara yang
Mekanikal Di Bandara
Functions of Operations and mengalami penurunan performansi.
Risk of Decreasing Electrical and
Engineering 1. Conduct preventive maintenance
Mechanical Facilities at Airports
regularly to maintain the
performance of electrical and
mechanical facilities at Airports;
2. Conduct corrective maintenance on
electrical and mechanical facilities
at airports which experienced a
decrease of performance.

1. Melakukan monitoring dan evaluasi
secara berkala terhadap fasilitas
operasional pelayanan bandara;
Risiko Terganggunya Operasional
Fungsi Operasi dan Teknik fasilitas operasional pelayanan
Pelayanan Bandar Udara
Functions of Operations and bandar udara.
Risk of the Impaired Airport Service
Engineering 1. Conduct periodic monitoring
Operations
and evaluation of the operational
facilities of airport services;
on a regular basis to maintain the
performance of facilities of airport
service operations.
1. Meningkatkan pengawasan dan
patroli secara berkala;
2. Memasang CCTV pada seluruh titik
pengamanan, serta memasang pagar
perimeter untuk mencegah orang
Fungsi Operasi dan Teknik yang tidak berkepentingan masuk ke
Risiko Gangguan Keamanan Bandara
Functions of Operations and area airside.
Risk of the Impaired Airport Security
Engineering 1. Improve supervisions and patrols on
a regular basis;
2. Install CCTV at all security points,
and install perimeter fencing to
prevent unauthorized persons enter
the airside area.
1. Melakukan inspeksi fasilitas sisi
udara secara rutin untuk mencegah
timbulnya FOD (Foreign Object
Damage);
2. Melakukan perbaikan secara parsial
bila ada titik yang kritis di Runway
dan melakukan pengukuran
kekesatan runway secara rutin
Fungsi Operasi dan Teknik Risiko Kecelakaan Pesawat Udara Di
dengan menggunakan Mu Meter dan
Functions of Operations and Runway
sand patch sesuai kebutuhan.
Engineering Risk of Aircraft Accident on the Runway
1. Conduct inspections of the airside
facilities regularly to prevent FOD
(Foreign Object Damage);
2. Conduct a partial improvement if
there is a critical point in the Runway
and conduct runway roughness
measurement routinely by using the
Mu Meter and sand patch as needed.

1. Melakukan kajian yang mendalam

terhadap proyek yang akan
dilaksanakan;
2. Melakukan koordinasi secara proaktif
dengan pihak-pihak terkait serta
Risiko Terlambatnya Penyelesaian
melakukan tahapan pekerjaan mulai
Fungsi Operasi dan Teknik Proyek Strategis Pengembangan
dari perencanaan sampai dengan
Functions of Operations and Bandar Udara
tahap akhir dengan baik.
Engineering Risk of Delay in the Completion of
1. Conduct in-depth study against the
Airport Strategic Development Projects
projects which will be implemented;
2. Conduct proactive coordination with
related parties as well as to conduct
work stages starting from planning
to the final stage well..
1. Melakukan inspeksi pembersihan
permukaan Apron secara berkala;
2. Melaksanakan perbaikan permukaan
apron secara komprehensif dan
Fungsi Operasi dan Teknik Risiko Kecelakaan Pesawat Udara Di
pengecatan ulang marka di apron.
Functions of Operations and Apron
1. Conduct inspections of Apron
Engineering Risk of Aircraft Accident on the Apron
surface cleaning periodically;
2. Conduct apron surface
improvement comprehensively and
repaint markings on the apron.
1. Melakukan pengawasan terhadap
jaringan listrik yang mensupply listrik
ke bandara;
2. Melakukan preventive maintenance
untuk mempertahankan performasi
jaringan/peralatan listrik;
3. Melakukan corrective maintenance
terhadap jaringan/peralatan listrik
Risiko Ketersediaan Catu Daya Listrik yang mengalami kerusakan.
Risk of Power Supplies Availability 1. Conduct supervision against the
Engineering
power grid that supply electricity to
the airport;
to maintain the performance of
electrical network/equipment;
3. Conduct corrective maintenance
against the damaged electrical
network/equipment.

1. Meningkatkan pelayanan terhadap
pelanggan dengan melakukan
penandatangan kesepakatan
bersama para stake holder untuk
mewujudkan smile airport;
2. Memberikan fasilitas pelayanan satu
atap dengan membuka fasilitas
customer service center disetiap
kantor cabang;
3. Membuka layanan Contact Center
yang dapat diakses melalui media
Risiko Tidak Terpenuhinya Level Of sosial;
Service (LOS) 4. Menindaklanjuti keluhan pelanggan
Risk of the Unfulfilled Level of Service melalui sistem ASIS.
Engineering
(LOS) 1. Improve services to the customer
through the signing collective
agreement with the stakeholders to
realize a smile airport;
2. Provide one-stop service facility by
opening customer service center
facilities in each branch office;
3. Open the Contact Center service
that can be accessed through social
media;
4. Follow up on customer complaints
through the ASIS system.
1. Melakukan pemeriksaan sesuai
dengan prosedur keamanan untuk
mendukung program keamanan
penerbangan nasional;
2. Melakukan preventive maintenance
dan corrective maintenance untuk
peralatan pendukung pemeriksaaan
Risiko Proses Pemeriksaan Security keamanan.
Risk of Security Inspection Processes 1. Conduct inspection in accordance
Engineering
with security procedures to support
the national aviation security
program;
and corrective maintenance to
maintain the performance of
supporting equipment for safety
inspection.

1. Mengoptimalkan sistem auto debet

rekening mitra usaha (escrow
account);
2. Melakukan monitoring secara intensif
terhadap tenant/mitra usaha;
3. Melakukan rekonsiliasi dengan
tennant/mitra usaha untuk melihat
kesesuaian data;
4. Memberikan sanksi/teguran terhadap
tenant/mitra usaha yang lalai dalam
Fungsi Administrasi, Keuangan dan
memenuhi kewajibannya.
Komersial Risiko Piutang Macet/Terlambat Dibayar
1. Optimize auto debit system of
Functions of Administration, Finance Risk of Bad Debt/ Late Payment
business partners accounts (escrow
and Commercial
account);
2. Conduct intensive monitoring to
tenants/business partners;
3. Conduct reconciliation with tenants/
business partners to look at the
suitability of data.
4. Provide sanctions/warnings to
tenants/business partners who
are negligent in fulfilling their
obligations.
1. Melakukan pengawasan secara
intensif terhadap aset-aset
perusahaan;
2. Menginventarisir seluruh aset yang
dimiliki perusahaan secara berkala
dan dengan menggunakan sistem
penomoran;
3. Melakukan koordinasi dengan
bagian legal Kantor Pusat terkait
permasalahan hukum yang
Komersial Risiko Kehilangan Aset Perusahaan
berhubungan dengan aset
Functions of Administration, Finance Risk of the Companys Assets Loss
perusahaan.
and Commercial
1. Conduct intensive monitoring of the
Companys assets;
2. Inventory of all assets owned by the
Company on a regular basis and
using a numbering system;
3. Coordinate with the legal
department of the Head Office
regarding the legal issues related to
the Companys assets.
Memberikan diklat (training) kepada
setiap karyawan secara berkala
Fungsi Administrasi, Keuangan dan Risiko Terhambatnya Pengembangan untuk meningkatkan keahlian dan
Komersial Kompetensi Karyawan performansi karyawan.
Functions of Administration, Finance Risk of the Inhibition of Employee Provide education and training
and Commercial Competence Development. (training) to each employee on a
regular basis to improve the skills and
performance of employees.

Melakukan kajian serta berkoordinasi
dengan unit terkait dalam hal
Fungsi Administrasi, Keuangan dan Risiko Pendapatan Konsesi Kurang penentuan tenant mixing agar selaras
Komersial Optimal dengan flow penumpang.
Functions of Administration, Finance Risk of the Less Optimal Concessions Assess and coordinate with related
and Commercial Revenues units in terms of determining tenant
mixing in order to align with ther flow
of operations.
1. Melakukan monitoring secara berkala
terhadap mitra binaan;
2. Lebih selektif dalam memilih mitra
binaan agar penyaluran dana
Fungsi Administrasi, Keuangan dan Risiko Kolektibilitas Penyaluran Dana
kemitraan lebih optimal.
Komersial Kemitraan
1. Conduct periodic monitoring to
Functions of Administration, Finance Risk of Distribution Collectibility of
assisted partners;
and Commercial Partnership Funds
2. More selective in choosing assisted
partners so that the distribution
of partnership funds will be more
optimal.
1. Melaksanakan setiap pekerjaan sesuai
dengan prosedur dan pedoman
Good Corporate Governance (GCG);
2. Melakukan koordinasi dengan unit
Corporate Secretary & Legal agar
dapat memberikan bantuan secara
Fungsi Administrasi, Keuangan dan litigasi dan non litigasi jika terjadi
Komersial Risiko Permasalahan Hukum permasalahan hukum.
Functions of Administration, Finance Risk of Legal Issues 1. Carry out any work in accordance
and Commercial with the procedures and guidelines of
Good Corporate Governance (GCG);
2. Coordinate with the unit of
Corporate Secretary & Legal in order
to provide assistance in litigation and
non-litigation in the event of legal
issues.
1. Melakukan monitoring dan
rekonsiliasi pendapatan parkir
kendaraan secara berkala;
2. Melakukan koordinasi dengan
pengelola parkir kendaraan untuk
menyediakan sistem yang dapat
Risiko Hilangnya Pendapatan Jasa mengontrol jumlah parkir kendaraan
Komersial
Parkir Kendaraan secara aktual.
Functions of Administration, Finance
Risk of Vehicle Parking Revenues Loss 1. Conduct monitoring and
and Commercial
reconciliation of vehicle parking
revenues on a regular basis;
2. Coordinate with the vehicle parking
management to provide a system
that can control the amount of
vehicle parking in actual.

1. Melakukan Job Tender yang

mengikutsertakan semua karyawan
yang telah memenuhi kualifikasi
untuk mengisi formasi yang kosong;
2. Mengisi kekosongan jabatan
Fungsi Administrasi, Keuangan dan sementara dengan menetapkan
Komersial Risiko Kekosongan Jabatan Pelaksana Tugas (PT) yang dipilih
Functions of Administration, Finance Risk of Vacant position berdasarkan performansi karyawan.
and Commercial 1. Conduct Job Tender that involves all
employees who have qualified to fill
the empty formations;
2. Fill the vacant position temporarily by
setting the selected Acting (PT) based
on the performance of employees;
1. Membuat tahapan pekerjaan mulai
dari perencanaan sampai dengan
tahap akhir dengan baik;
2. Melakukan pemetaan dan
Fungsi Administrasi, Keuangan dan Risiko Perencanaan Strategis optimalisasi program perencanaan;
Komersial Perusahaan Tidak Terpetakan 3. Melakukan koordinasi dengan unit-
Functions of Administration, Finance Risk of Unmapped corporate strategic unit terkait.
and Commercial planning 1. Prepare work stages from the planning
stage up to the final stage well;
2. Prepare mapping and optimization
of planning program;
3. Coordinate with related units.

teknologi
informasi dan komunikasi
Information & Communications Technology
Seiring dengan visi Angkasa Pura II untuk menjadi Perusahaan In line with the vision of Angkasa Pura II to become a leading and
pengelola bandar udara kelas dunia yang terkemuka dan professional world-class airport management company, the
profesional, penggunaan teknologi informasi dan komunikasi use of reliable information and communications technology
yang handal sangatlah dibutuhkan untuk mendukung is required to support decision making that is effective,
pengambilan keputusan yang efektif, efisien, dan optimal. efficient and optimal. To that end, Angkasa Pura II is always
Untuk itu Angkasa Pura II senantiasa berkomitmen untuk committed to carry out Information & Communications
melaksanakan implementasi Tata Kelola Teknologi Informasi Technology Governance in accordance with the GCG
dan Komunikasi sesuai dengan prinsip-prinsip GCG. Adapun principles. As for the preparation of ICT development strategy
penyusunan strategi pengembangan TIK di Angkasa Pura in Angkasa Pura II refers to Regulation of the Minister of SOEs
II mengacu pada Peraturan Menteri BUMN Nomor PER- No. PER-02/MBU/2013 on guidelines of the preparation of
02/MBU/2013 tentang panduan penyusunan pengelolaan SOEs information technology management.
teknologi informasi BUMN.
Pengelola Teknologi Informasi & Komunikasi Information & Communications Technology Management
Pengelolaan Teknologi Informasi & Komunikasi di Angkasa Management of Informtaion & Communications Technology
Pura II dijalankan oleh Unit Information Technology Angkasa in Angkasa Pura II is run by the Bureau of Information
Pura II sebagai unit pendukung kegiatan bisnis Perusahaan. & Communications Technology of Angkasa Pura II as a
supporting bureau of the Companys business.
Struktur Unit Information Technology Information & Communications Technology Bureau

Structure
Sesuai Surat Keputusan Direksi Nomor 03.05.05/04/2013.12 In accordance with the Decree of the Board of Directors No.
tanggal 29 April 2013 struktur organisasi Unit Information 03.05.05/04/2013.12 dated April 29th, 2013, the organization
Technology berkembang menjadi 3 (tiga) Kepala Bagian, structure of the Information & Communications Technology
yaitu: Bureau is developed into 3 (three) Section Heads, namely:
1. Kepala Bagian Analisis & Desain; 1. Section Head of Analysis & Design
2. Kepala Bagian Aplikasi & Pengembangan; 2. Section Head of Applications & Development
3. Kepala Bagian Infrastruktur & Jaringan. 3. Section Head of Infrastructure & Network
Untuk struktur organisasi fungsi TIK di Kantor Cabang kecuali ICT function in the organization structure at Branch Offices
bandara Kualanamu dan Soekarno Hatta terbentuk berdasarkan except for Kualanamu Airport and Soekarno-Hatta Airport
Surat Keputusan Direksi Nomor KEP.03.05.05/06/2013.14 was formed by the Decree of the Board of Directors
tanggal 26 Juni 2013 dengan susunan, formasi dan kelas No. KEP.03.05/06/2013.14 dated June 26th, 2013 with
jabatan yang sesuai dengan kondisi masing-masing Kantor composition, formation and position class in accordance
Cabang. with the conditions of each Branch Office.

Profil Vice President of Information Technology Profile of the Head of Information & Communications
Technology Bureau
Didi Kristianto
Vice President of Information Technology
Warga Negara Indonesia, umur 45 tahun. Menyelesaikan Indonesian citizen, 45 years old. Obtained his Bachelor
pendidikan S1 pada Fakultas Manajemen Universitas As- Degree from the Faculty of Management of the University of
Syafi-Iyah, Jakarta. Memiliki pengalaman menduduki jabatan As-Syafi-Iyah, Jakarta. Has experiences in important positions
penting antara lain: Head Of Information Technology (2011), among others: Head of Information Technology (2011), Head
Kepala Biro Teknologi Informasi Dan Komunikasi (2012), of Information and Communications Technology Bureau
Sekretaris It Steering Committee (2014) dan menjabat sebagai (2012), Secretary to IT Steering Committee (2014) and served
Vice President Of Information Technology tahun 2015 sampai as the Vice President of Information Technology in 2015 until
dengan saat ini. today.
Tugas Pokok Unit Information Technology Main Duties of the Information & Communications
Technology Bureau
Adapun tugas pokok unit Information Technology, yaitu: Main duties of the Information & Communications Technology
1. Analisis dan desain penerapan sistem teknologi informasi; Bureau, namely:
2. Pembuatan aplikasi dan pengembangan sistem pendukung 1. Analysis and design of information technology system
kegiatan administrasi, operasional dan bisnis Perusahaan; implementation;
3. Pembangunan infrastruktur dan jaringan Teknologi 2. Making of application and development of support system
Informasi & Komunikasi serta pendukung kegiatan of administration, operations and business activities of the
administrasi, operasional dan bisnis Perusahaan. Company;
3. Development of infrastructure and network of Information
& Communications Technology and supporter of
administration, operations and business of the Company.

Kebijakan dan Ruang Lingkup Tata Kelola TIK ICT Governance Policy and Scope
Tata Kelola Teknologi Informasi yang pada awalnya diatur Information Technology Governance that was originally
dalam Peraturan Perusahaan nomor 21 tahun 2010, set in the Companys Regulation number 21 year 2010,
telah dirubah menjadi Peraturan Perusahaan nomor has been amended into the Companys Regulation No.
KEP.11.02/12/2014 tanggal 19 Desember 2014. KEP.11.02/12/2014 dated December 19th, 2014.
Penyusunan Tata Kelola TI mengacu kepada peraturan Preparation of IT Governance refers to the applicable laws
perundang-undangan yang berlaku dan menggunakan and regulations and using the approach to several frameworks
pendekatan terhadap beberapa framework yang menjadi which became International IT Governance standards with
standar Tata Kelola TI Internasional dengan beberapa several required adjustments, among others:
penyesuaian yang diperlukan, diantaranya: 1. Regulation of the Minister of SOEs No. PER-02/MBU/2013
1. Peraturan Menteri Badan Usaha Milik Negara Nomor PER- on the Guidelines of Information Technology Management
02/MBU/2013 tentang Panduan Penyusunan Pengelolaan of State-Owned Enterprises
Teknologi Informasi Badan Usaha Milik Negara 2. Circular Letter of the Minister of Communications and
2. Surat Edaran Menteri Kominfo Nomor 05/SE/M. Information Technology No. 05/SE/M.KOMINFO/07/2011
KOMINFO/07/2011 tentang Panduan Penerapan Tata on the Guidelines of Information Security Governance For
Kelola Keamanan Informasi Bagi Penyelenggara Pelayanan Public Services Administrator
Publik

Kebijakan Sistem Manajemen Keamanan Informasi (SMKI) Policy Information Security Management System (SMKI)
Dalam menjalankan Tata Kelola TI, faktor Keamanan Informasi In running IT Governance, Information Security factor which
yang meliputi kerahasiaan (confidentiality), keutuhan include confidentiality (confidentiality), integrity (Integrity),
(integrity), dan ketersediaan (availability) merupakan aspek and availability (availability) is an aspect which is very
yang sangat penting, karena informasi merupakan asset yang important, because that information is an asset valuable to
berharga bagi perusahaan, oleh karena itu pemanfaatan the company, therefore the utilization information must be
informasi harus dikelola sedemikian rupa, sehingga berdaya managed in such a way, so helpless maximum efficiency for
guna maksimal bagi perusahaan dengan meminimalisir the company to minimize possibility of the risk of information
kemungkinan terjadinya resiko keamanan informasi. security.
Kebijakan SMKI ini telah ditetapkan menjadi Peraturan Direksi SMKI policy is set to be the Board of Directors Regulations
nomor PD.11.01/06/2015/0025 tanggal 05 Juni 2015 dan number PD.11.01 / 06/2015/0025 dated June 5, 2015 and
terdiri dari: consists of:
- Kebijakan Pengendalian Hak Akses. - Right of Access Control Policies.
- Kebijakan Penggunaan Sumber Daya Informasi - Information Resources Usage Policy
- Kebijakan Klasifikasi Informasi - Information Classification Policy
Sosialisasi SMKI dilaksanakan pada tanggal 5-6 Agustus 2015 Socialization of SMKI held on 5-6 August 2015 and attended
dan dihadiri oleh perwakilan TI seluruh Kantor Cabang PT by representatives of the entire Branch Office IT PT Angkasa
Angkasa Pura II (Persero) dan dihadiri juga oleh Kementrian Pura II (Persero) and was attended also by the Ministry
Komunikasi dan Informatika yang diwakili oleh ibu Intan Communications and Information Technology, represented
Rahayu yang menjabat sebagai Kepala Sub Direktorat Budaya by Mrs. Intan Rahayu, who served as Deputy Director of
Keamanan Informasi Kementrian Komunikasi dan Informatika Culture Information Security Ministry of Communications
. and Information Technology.

Sistem dan Prosedur TIK IICT System and Procedures
Angkasa Pura II telah memiliki Standard Operating Procedure Angkasa Pura II has had a Standard Operating Procedures
(SOP) sesuai keputusan Direksi Nomor KEP.01.02/12/2013.1 (SOP) in accordance to the Decree of the Board of Directors
tentang SOP Pengelolaan Teknologi Informasi di lingkungan No: KEP.01.02/12/2013.1 on the SOP of Information
Angkasa Pura II yang disahkan tanggal 18 Desember Technology Management in Angkasa Pura II which was ratified
2013 dan sebagian sudah diedarkan melalui surat Nomor on December 18th, 2013 and some have been circulated
01.02/00/12/2013/001 perihal Penyampaian Surat Keputusan through a letter no: 01.02/00/12/2013/001 on the Submission
Direksi Nomor KEP. 01.02/12/2013.1. Prosedur Standar of the Board of Directors Decree No. KEP.01.02/12/2013.1.
Operasional Pengelolaan TIK memiliki tujuan sebagai berikut: The SOP of ICT Management has the following objectives.
a. Menyediakan panduan bagi pelaksanaan kegiatan terkait a. Provide a guideline for the implementation of activities
manajemen teknologi informasi mencakup proses yang related to information technology management including
melibatkan seluruh bagian terkait seperti komite teknologi the process that involve all relevant sections such as the
informasi dan divisi yang dibawahinya. information technology committee and its subordinate
b. Memastikan adanya konsistensi operasional dan divisions.
mendorong terjadinya peningkatan kepemimpinan yang b. Ensure the operational consistency and encourage the
lebih efektif, efisien dan mengedepankan penciptaan nilai. improvement of leadership that is more effective, efficient
c. Sebagai bagian dari peningkatan kinerja seluruh anggota and uphold the value creation.
organisasi yang mendukung terjadinya regenerasi c. As part of improving the performance of the entire
kepemimpinan. organization members that supports the regeneration of
leadership.
Didalam pengelolaan TI, perusahaan telah memiliki 5 (lima) In IT management, the Company has 5 (five) Standard
Standard Operating Procedure (SOP) sejak 2012 sampai Operating Procedures (SOP) since 2012 until 2014. In 2015,
dengan 2014. Dan di tahun 2015 unit TI menyusun 3 (tiga) the IT unit develops 3 (three) SOP.
SOP.
SOP of Email & Portal Usage SOP of IT Resources

KEP.11.02/12/2012 Management
KEP.11.01/08/2014
2014
SOP of Helpdesk Usage SOP of Legal & Open Source

KEP.11.02/12/2012.1 2012
Software Usage of
2015 KEP.11.02/12/2014
SOP of
Video Conference Usage
SOP of External Party Access SOP of Licensed Software

SOP of Internet Services
to the IT System of Installation of
PD.11.01/08/2015/0047
PD.11.01/08/2015/0049 PD.11.01/08/2015/0048

Pengembangan Aplikasi dan Infrastruktur TIK Development of Application and Infrastructure of

Information and Communications Technology
Sebagai pendukung kegiatan bisnis Perusahaan maka kegiatan As a supporter of the Companys business activities, the
pengembangan aplikasi dan infrastruktur menjadi hal yang development of applications and infrastructure becomes an
penting. Proses pengembangan aplikasi dan infrastruktur important factor. Application and infrastructure development
harus disesuaikan dengan teknologi yang sedang berkembang process must be adapted to the current emerging technology
saat ini sehingga dapat meningkatkan efisiensi dan efektifitas so as to improve the efficiency and effectiveness of software
penggunaan software dan hardware. and hardware usages.
Beberapa pengembangan aplikasi dan infrastruktur bidang Several development of application and infrastructure in ICT
TIK pada tahun 2015, adalah sebagai berikut: field in 2015, as follows:
Pengembangan Aplikasi Application Development
Output yang
Pekerjaan Keterangan
No Dihasilkan Target Progress
Job Descriptions
Generated Outputs
IT BACK OFFICE
Aplikasi Transaksi Keuangan Financial Transaction Application
1 Aplikasi PKBL v.2.0 Sistem informasi Juni 2015 100% - Pada Juni 2015 dilakukan
PKBL Application v.2.0 yang mengelola June 2015 pengembangan terkait adanya
program kemitraan perubahan bisnis proses dan
dan bina lingkungan format report dari Kementrian
PT Angkasa Pura II BUMN, sudah diuji untuk 3
(Persero) (tiga) Kantor Cabang yaitu:
Information system Aceh, Tanjung Pinang dan
that manages Halim.
the Partnership - Selesai Juni 2015
and Community - In June 2015, a development
Development was conducted in relation to
Program of PT changes of business process
Angkasa Pura II and report format from the
(Persero) Ministry of SOEs, has been
tested for 3 (three) Branch
Offices namely: Aceh, Tanjung
Pinang and Halim.
- Completed in June 2015
2 Pengembangan Modul Sistem pelaporan SAP Juni 2015 100% Selesai Juni 2015
Pelaporan SAP (e-Faktur) untuk mengakomodir June 2015 Completed in June 2015
SAP Reporting kebutuhan aplikasi
Module Development e-Faktur dari Dirjen
(e-Invoicing) Pajak
SAP reporting system
to accommodate
the requirements
of e-Invoicing
application from the
Director General of
Taxation

3 Customizing Aplikasi SAP Sistem pelaporan SAP Desember 100% Selesai Desember 2015
sub modul perpajakan untuk mengakomodir 2015 Completed in December 2015
(PPH 22 & 23) dan kebutuhan aplikasi December
Pengembangan Aplikasi e-Faktur dari Dirjen 2015
QR-Code Reader Pajak (PPH 22 & 23)
e-Faktur dan Sistem yang
Customizing of dapat membaca
SAP Applications of QR-Code dari faktur
taxation sub module pajak
(Income Tax 22 & 23) SAP reporting system
and Development of to accommodate
OR-CODE Reader the requirements of
Application of e-Invoicing from the
e-Invoicing Director General of
Taxation (Income
Tax 22 & 23) and a
system that can read
QR-Code from tax
invoice.
Aplikasi Personal Personnel Application
4 Pengembangan Aplikasi Sistem informasi Januari 2015 100% - Perubahan menu tunjangan
SIMPERS yang mengelola January 2015 cuti terkait remunerasi
SIMPERS Application administrasi penghasilan
Development pengelolaan - SelesaiJanuari 2015
data karyawan, - Menu changes of leave
penggajian, cuti, allowance related to income
perjalanan dinas, remuneration
training/diklat, - Completed in January 2015
dan lain-lain yang
berhubungan dengan
karyawan PT Angkasa
Pura II (Persero).
Information system
that manages the
administration of
employee data
management, payroll,
leave, business travel,
training/ education
and training, and
others related to
the employees of
PT Angkasa Pura II
(Persero).

5 KPI Online Sistem informasi 01/03/2015 100% - Perubahan modul standard

Online KPI yang mengelola data score
penilaian kinerja - Selesai Maret 2015
karyawan - Changes in standard score
Information module
system that - Completed in March 2015
manages employee
performance
appraisal data
6 Counterpart SIMPERS- Pendampingan 01/04/2015 100% - Mapping data master
SAP integrasi Aplikasi karyawan, status karyawan,
SIMPERS dengan SAP jenis kelamin dan kantor
Integration cabang terkait dengan
accompaniment of pengimplementasian sistem
SIMPERS Application remunerasi penghasilan dan
with SAP perubahan struktur organisasi
- SelesaiApril 2015
- Mapping of the master data of
employees, employee status,
gender and branch offices
related to the implementation
of the remuneration system
of income and changes in
the organization structure.
- Completed in April 2015
7 Counterpart SIKAP-SAP Pendampingan 01/04/2015 100% - Pembenahan rekapitulasi
integrasi Aplikasi kehadiran karyawan
SIKAP dengan SAP - SelesaiApril 2015
Integration - Revamping of employee
accompaniment of attendance recapitulations
SIKAP Application - Completed in April 2015
with SAP
8 Support SAP- HCM Pengembangan SAP 01/05/2015 100% - Pengembangan program
modul HCM Riwayat Kerja Karyawan (CV)
SAP development of versi 2
HCM module - Penambahan Length Remarks
pada Additional Fields ( IT
0395).
- Perubahan design layout pada
IT0395
- Development of Employee
Curriculum Vitae (CV)
program version 2
- Addition of Length Remarks
on Additional Fields (IT 0395)
- Layout design changes in IT
0395

Aplikasi Umum General Application
9 Meeting Assistant v.2.0 Sistem informasi 01/06/2015 100% - Telah dilakukan training
yang mengelola aplikasi pada bulan Juni 2015
ruang rapat dan - Selesai Juni 2015
menampilkan jadwal - Has been conducted a
rapat di PT Angkasa training of application in June
Pura II (Persero) 2015
khususnya Kantor - Completed in June 2015
Pusat
Information system
that manages
meeting rooms and
display meeting
schedules at PT
Angkasa Pura II
(Persero) especially in
Head Office
10 General Display Menampilkan 01/10/2015 100% Selesai Oktober 2015
Information informasi korporat Completed in October 2015
pada layar yang
berada di depan lift
gedung 600
Showing about
corporate
information on
elevator screen in
Building 600
Aplikasi Transaksi Komersial Commercial Transaction Aplication
11 Pengembangan Menampilkan 01/01/2015 100% Selesai Januari 2015
dashboard Aplikasi SIGO data produksi dan Completed in January 2015
SIGO Application pendapatan kargo
Dashboard Development untuk Kantor Cabang
CGK, BTJ, KNO, PKU,
TNJ, PDG, PLM, PNK,
DJB, PGK dan DTB
Display the data
of production and
cargo revenues for
Branch Offices of
CGK, BTJ, KNO, PKU,
TNJ, PDG, PLM, PNK,
DJB, PGK and DTB

12 Penyedia Jasa Implementasi sistem 01/02/2016 Proses - PT Angkasa Pura Solusi

Pengelolaan Perangkat monitoring, reporting pelelangan selaku Provider ICT yang
e-POS Bandara dan analisa transaksi batal awalnya diserahkan untuk
Soekarno-Hatta tenant-tenant di Procurement mengimplementasikan
e-POS Bandara Soekarno process e-POS, menyampaikan
Tools Management Hatta cancelled Surat pengunduran diri/tidak
Services Provider of Implementation sanggup untuk mengikuti
Soekarno-Hatta Airport of systems of proses penunjukan langsung
monitoring, reporting dengan nomor Surat 2327/
and transaction APS/DIR/XII/2015 tanggal
analysis of tenants at 15 Desember 2015 perihal
the Soekarno-Hatta Pengadaan Perangkat e-POS
Airport di Bandara Soekarno-Hatta
- Berdasarkan Surat dari PT
Angkasa Pura Solusi, Head of
Procurement mengeluarkan
Surat Pembatalan Pelelangan
dengan nomor Nota Dinas
ND.1614/00.05/12/2015
- PT Angkasa Pura Solusi as
ICT Provider which initially
handed over to implement
e-POS, submit a resignation/
inability letter to participate in
direct appointment process
with a Letter no: 2327/
APS/DIR/XII/2015 dated
December 15th, 2015 on the
Procurement of e-POS Tools
at Soekarno-Hatta Airport.
- Based on the Letter from
PT Angkasa Pura Solusi, the
Head of Procurement issued
a Procurement Cancellation
Letter with Official Memo no:
ND.1614/00.05/12/2015.
13 Pengembangan Aplikasi Sistem informasi 01/04/2015 100% - Penambahan modul
Billing yang mengelola OIC untuk penerbangan
tagihan aeronautical unschedule, modul kurs
PT Angkasa Pura II dollar dan pembuatan format
(Persero) berbasis laporan produksi, pendapatan
web dan RKA
Web-based - Selesai April 2015
information system - Addition of OIC module for
that manages the unscheduled flights,
aeronautical bill of dollar exchange rate module
PT Angkasa Pura II and the making of report
(Persero) format of production,
revenues and RKA.

14 Pengembangan Aplikasi Sistem informasi 01/04/2015 100% - Pengembangan dilakukan
SMART yang mengelola terkait perubahan struktur
SMART Application data sewa ruang, organisasi Account Officer di
Development konsesi dan tanah KCU BSH
serta menghasilkan - Selesai April 2015
faktur tagihan dan - Development conducted
pelaporannya related to changes of
Information system organization structure of
that manages data Account Officer at BSH Main
of space rent, Branch Office.
concessions and land - Completed in April 2015
as well as generates
invoices and
reporting
15 Pengembangan Aplikasi Sistem informasi 01/04/2015 100% - Instalasi dan pendampingan
SIGO (Kantor Cabang yang mengelola uji coba aplikasi kargo &
TNJ) produksi dan Cargo Information Display
SIGO Application pendapatan kargo System (CIDS) untuk Kantor
Development (TNJ Information system Cabang Raja Haji Fisabilillah
Branch Office) that manages (TNJ) telah dilakukan pada
production and tanggal 25 Maret 2015
cargo revenues - Selesai April 2015
- Installation and
accompaniment of
applications testing of Cargo
& Cargo Information Display
System (CIDS) for Raja Haji
Fisabilillah (TNJ) Branch
Office has been conducted
on March 25th, 2015
16 Pengembangan Aplikasi Menampilkan data 01/04/2015 100% - Aplikasi MCSys versi 3.0
MCSys v.4.0 jumlah manifest dari di upgrade menjadi versi
MCSys Application v.4.0 airline non IATA yang 4.0 untuk implementasi
Development beroperasi di bandara PSC On Ticket seluruh
PT Angkasa Pura II airline domestik maupun
(Persero) dan jumlah internasional selain IATA
tagihan PSC untuk - Selesai April 2015
masing-masing - MICSys Application
airline tersebut 3.0 version upgraded
Display the total to 4.0 version for the
manifest data from implementation of PSC On
non-IATA airline Ticket of the entire domestic
that operates at the and international airline other
airport of PT Angkasa than IATA.
Pura II (Persero) and - Completed in April 2015
total PSC bill for each
of these airline.

17 Pengembangan Aplikasi Sistem informasi 01/06/2015 100% - Penambahan modul sewa

SMART v.4.0 yang mengelola antena dan GSE
SMART Application v.4.0 data sewa ruang, - Selesai Juni 2015
Development konsesi dan tanah - Addition of antena and GSE
serta menghasilkan lease modules
faktur tagihan dan - Completed in June 2015
pelaporannya
Information system
that manages data
of space rent,
concessions and land
as well as generates
invoices and
reporting
18 Pengembangan Aplikasi Sistem informasi 01/07/2015 100% - Pengembangan modul
SIGO v.4.0 (Kantor yang mengelola checker incoming dan
Cabang KNO) produksi dan outgoing
SIGO Application v.4.0 pendapatan kargo - Selesai Juli 2015
Development (KNO Information system - Incoming and outgoing
Branch) that manages checker module
production and development
cargo revenues - Completed in July 2015
19 Pembangunan Aplikasi Sistem informasi 01/07/2015 100% Selesai Juli 2015
Management Aset v.1.0 yang mengelola aset Completed in July 2015
Assets Management tanah komersialPT
Application v.1.0 Angkasa Pura II
Construction (Persero)
Information system
that manages the
assets of commercial
land of PT Angkasa
Pura II (Persero)
20 Pengembangan Sistem informasi 01/08/2015 100% - Perubahan transaksi dari dolar
Aeronautical Data yang mengelola ke rupiah
System v.4.0 tagihan aeronautical - Selesai Agustus 2015
Aeronautical PT Angkasa Pura II - Changes of transactions from
Data System v.4.0 (Persero) berbasis dollar to rupiah
Development web - Completed in August 2015
Web-based
information system
that manages
aeronautical bill of
PT Angkasa Pura II
(Persero)
21 Pengembangan Aplikasi Sistem informasi 01/10/2015 100 % - Migrasi Server Database
SIGO v.4.4 yang mengelola dari Windows Server 2003
SIGO Application v.4.4 produksi dan menjadi Windows Server
Development pendapatan kargo 2008
Information system - Selesai Oktober2015
that manages - Database Server Migration
production and from Windows Server 2003
cargo revenues to Windows Server 2008.
- Completed in October 2015

22 Pengembangan Aplikasi Menampilkan data Oktober 2015 100% - Integrasi pembayaran host to
MCSys (Manifest jumlah manifest dari host dengan BANK BRI untuk
Collection System) v.4.1 airline non IATA yang airline AIR ASIA EXTRA
MCSys (Manifest beroperasi di bandara - Selesai Oktober 2015
Collection System) PT Angkasa Pura II - Host to host payment
Application v.4.1 (Persero) dan jumlah integration with Bank BRI for
Development tagihan PSC untuk Air Asia EXTRA airline
masing-masing - Completed in October 2015
airline tersebut
Display the total
manifest data from
non-IATA airline
that operates at the
airport of PT Angkasa
Pura II (Persero) and
total PSC bill for each
of these airline.
23 Pengembangan Aplikasi Sistem informasi 01/11/2015 100% - Penyesuaian semua fitur
SMART v.4.2 yang mengelola dengan sistem operasi server
SMART Application v.4.2 data sewa ruang, linux dan diimplementasi
Development konsesi dan tanah formulasi MBO proporsional
serta menghasilkan untuk faktur konsesi
faktur tagihan dan - Selesai November 2015
pelaporannya - Adjustment of all features
Information system with Linux server operating
that manages data system and implementation
of space rent, of proportional MBO
concessions and land formulation for concession
as well as generates invoice.
invoices and - Completed in November
reporting 2015
24 Dashboard System Menampilkan data 01/12/2015 100% Dashboard sudah bisa diakses
Legacy DC pendapatan dan pada tanggal 11 November
produksi untuk 2015
jajaran Directorate Dashboard can be accessed on
of Commercial November 11th, 2015
& Bussiness
Development
Display the data
of revenues and
production for
the Directorate
of Commercial
& Business
Development

25 Pembangunan Website Sistem informasi 01/12/2015 100% Selesai Oktober 2015

Marketing v.1.0 yang digunakan oleh Completed in October 2015
Marketing Website v.1.0 unit Marketing untuk
Development menginformasikan
peluang usaha yang
ada di PT Angkasa
Pura II (Persero)
Pembangunan
Website Marketing
v.1.0
Information
system used by
the Marketing
unit to inform the
existing business
opportunities in
PT Angkasa Pura II
(Persero)
Marketing Website
v.1.0 Development
Aplikasi Project Management
26 Corporate Performance Sistem informasi 01/07/2015 100% Selesai Juli 2015
Monitoring yang mencatat Completed in July 2015
semua instruksi/
arahan jajaran direksi
PT Angkasa Pura
II (Persero) yang
dikelola DCP beserta
progress dan tindak
lanjutnya
Information system
that records all
instructions/
directions of the
Board of Directors
of PT Angkasa Pura
II (Persero) managed
by DCP as well as its
progress and follow-
up
Aplikasi Airport Operation
27 Web-service pengiriman Pengiriman data 01/03/2015 100% - Selesai Maret 2015
data untuk Aplikasi Slot flight schedule untuk - Data sudah otomatis dikirim
Time DJU Aplikasi Slot Time kesistem DJU setiap 3 menit
Web-service of data DJU - Completed in March 2015
delivery for Slot Time Flight schedule data - Data is automatically sent
DJU Application delivery for Slot Time to the DJU system every 3
DJU Application minutes.

28 Pengembangan Aplikasi Sistem informasi 01/04/2015 100% Sudah dilakukan sosialisasi pada
Idea Innovation yang menampung tanggal 16 Februari 2015
Idea Innovation ide-ide atau inspirasi Has been conducted a
Application karyawan. socialization on February 16th,
Development Information system 2015
that accommodate
ideas or inspiration of
employees.
29 Pengembangan Aplikasi Sistem informasi 01/06/2015 100% - Penambahan modul
ASIS (Airport Services yang digunakan kodefikasi fasilitas & item,
Information System) untuk melakukan modul inspeksi dengan
v.2.0 monitoring dan menggunakan QR-Code
ASIS (Airport Services pelaporan kondisi serta modul report (laporan)
Information System) fasilitas di bandara - Selesai Mei 2015
Application v.2.0 serta tindak lanjutnya - Addition of facilities & items
Development Implementation of codefication module,
information system inspection module by using
used to monitor and the QR-Code and report
report the condition module.
of facilities at the - Completed in May 2015
airport and the
follow-up.
30 Pengembangan Aplikasi Sistem informasi 01/09/2015 100% - Penambahan modul issue
ASIS (Airport Services yang digunakan information display
Information System) untuk melakukan - Selesai September 2015
v.2.1.4 monitoring dan - Addition of information
ASIS (Airport Services pelaporan kondisi display issue module
Information System) fasilitas di bandara - Completed in September
Application v.2.1.4 serta tindak lanjutnya 2015
Development Implementation of
information system
used to monitor and
report the condition
of facilities at the
airport and the
follow-up.
31 Pengembangan Aplikasi Sistem informasi Oktober 2015 100% - Penambahan modul
ASIS (Airport Services yang digunakan October 2015 dashboard issue dengan
Information System) untuk melakukan menggunakan tableau
v.2.1.5 monitoring dan - Selesai Oktober 2015
ASIS (Airport Services pelaporan kondisi - Addition of dashboard issue
Information System) fasilitas di bandara module by using tableau
Application v.2.1.5 serta tindak lanjutnya - Completed in October 2015
information system
used to monitor and
airport and the
follow-up.

32 Pengembangan Aplikasi Sistem informasi 01/11/2015 100% - Penambahan history log di

ASIS (Airport Services yang digunakan semua activity issue
Information System) untuk melakukan - Selesai November 2015
v.2.2.2 monitoring dan - Addition of history log in all
ASIS (Airport Services pelaporan kondisi activity issue
Information System) fasilitas di bandara - Completed in November
Application v.2.2.2 serta tindak lanjutnya 2015
information system
used to monitor and
airport and the
follow-up.
33 Pengembangan Aplikasi Sistem informasi 01/12/2015 100% - Melakukan compress image
ASIS (Airport Services yang digunakan ke semua fungsi upload
Information System) untuk melakukan image di controller issue
v.2.2.3 monitoring dan - Selesai Desember 2015
ASIS (Airport Services pelaporan kondisi - Conduct image compression
Information System) fasilitas di bandara to all image upload functions
Application v.2.2.3 serta tindak lanjutnya in controller issue
Development Implementation of - Completed in December
information system 2015
used to monitor and
airport and the
follow-up.
34 Implementasi Aplikasi Implementasi 01/12/2015 95% Proses persiapan sosialisasi
ASIS (Airport Services sistem informasi untuk Kantor Cabang Silangit
Information System) yang digunakan (DTB)
v.2.2.3 untuk melakukan Socialization preparation
Implementation of monitoring dan process for Silangit Branch
ASIS (Airport Services pelaporan kondisi Office (DTB)
Information System) fasilitas di bandara
v.2.2.3 Application serta tindak lanjutnya
Implementation of
information system
used to monitor and
airport and the
follow-up.

35 Implementasi APPS ke Integrated Check In Desember 50% Telah diimplementasikan di
seluruh bandara AP2 System yang dapat 2015/ Multi- Kantor Cabang PDG, PLM,
APPS implementation to digunakan sebagai year BDO, PKU dan PNK
all AP2 airports pencatatan data Has been implemented at the
manifest, common Branch Offices of PDG, PLM,
check in counter BDO, PKU and PNK
serta layanan
kepada penumpang
dan airline untuk
proses embarkasi/
keberangkatan
Integrated Check-
In System which
can be used as
a manifest data
recording, common
check-in counters
as well as services
to passengers
and airlines for
the process of
embarkation/
departure.
IT Corporate Support
36 Pengembangan Website Media informasi 01/01/2015 100% - Penambahan informasi
Kantor Cabang kepada terminal di flight schedule
Branch Offices Website pengguna jasa dan halaman airline pada
Development kebandarudaraan, Website KCU BSH.
mitra, dan - Selesai Januari 2015
masyarakat umum - Addition of terminal
dalam rangka untuk information on flight
mempermudah schedules and airline pages
pencarian informasi on the Website of BSH Main
terkait bandara yang Branch Office.
dikelolaPT Angkasa - Completed in January 2015
Pura II (Persero)
Information media to
airport services users,
partners, and the
general community
in order to facilitate
the search of
information related
to airports managed
by PT Angkasa Pura II
(Persero).

37 Pengembangan Aplikasi Forum komunikasi 01/01/2015 100% - Update aplikasi agar support
Forum berbasis iOS yang dapat diakses pada iPad
iOS-based Forum oleh seluruh - Penambahan tombol back/
Application karyawan PT forward dan refersh untuk
Development Angkasa Pura II kemudahan navigasi
(Persero) untuk - Selesai Januari 2015
bertukar informasi - Update application to be
terkait bandara atau compatible with iPad
informasi lainnya - Addition of back/forward
Communication and refresh buttons for
forum which can convenience
be accessed by - Completed in January 2015
all employees
of PT Angkasa
Pura II (Persero)
to exchange
information related
to airports or other
information.
38 Pengembangan Website Media informasi 01/02/2015 100% - Menambahkan informasi
Korporat kepada mata uang pada konten
Corporate Website pengguna jasa daftar harga
Development kebandarudaraan, - Integrasi guest book dengan
mitra, dan email contact center
masyarakat umum - Penambahan menu aktif dan
dalam rangka untuk non aktif pada banner
mempermudah - Format rata kiri dan kanan
pencarian informasi pada konten pengisian artikel
terkait perusahaan - Selesai Februari 2015
Information media to - Add currency information on
airport services users, the price list content
partners, and the - Integration of guest book
general community with contact center email
in order to facilitate - Addition of active and non-
the search of active menus on the banner
information related - Justify formats on articles
to the Company. writing content.
- Completed in February 2015

39 Pengembangan Aplikasi Sistem informasi 01/04/2015 100% - Aplikasi sudah resmi live pada
Whistle Blowing System yang menampung bulan April 2015
(WBS) laporan tindakan - Selesai April 2015
Whistleblowing System fraud dari seluruh - Application has officially live
(WBS) Application karyawan PT Angkasa in April 2015
Development Pura II (Persero) - Completed in April 2015
di lingkungan
perusahaan
Information system
that accommodates
fraud actions reports
from all employees
of PT Angkasa Pura
II (Persero) in the
Company.
40 Addendum Sewa Penerbitan kontrak 01/04/2015 100% Selesai April 2015
Layanan Call Center perpanjangan sewa Completed in April 2015
Addendum of the Call layanan call center
Center Services Lease oleh PT Telkom
Issuance of lease
extension contract of
call center services
by PT Telkom
41 Penyediaan Layanan Penerbitan Kontrak 01/04/2015 100% Selesai April 2015
Aplikasi e-Auction Layanan Completed in April 2015
Provision of e-Auction Contract Issuance
Application Services Services
42 Layanan e-Procurement Penyediaan Vendor September 100% Bekerja sama dengan PT.
e-Procurement Services Management System - Desember Inamart dengan No. Kontrak:
(VMS), e-Catalogue 2015 PJJ.04.04/ 00.02/08/2015
dan e-Tender di September /0048 (Biaya Rutin)
PT Angkasa Pura II - December Cooperate with PT.
(Persero) 2015 Inamart with Contract
Provision of Vendor No: PJJ.04.04/ 00.02/08/
Management System 2015 /0048 (Routine Cost)
(VMS), e-Catalogue
and e-Tender at
PT Angkasa Pura II
(Persero).

43 Pengembangan Aplikasi Sistem informasi 01/12/2015 100% Masa maintenance

SIMA v.2.0 yang digunakan Maintenance period
SIMA Application v.2.0 oleh Unit Internal
Development Auditors untuk
pengelolaan, tindak
lanjut dan pelaporan
data temuan audit
di lingkungan PT
Angkasa Pura II
(Persero)
Information system
used by the Internal
Auditors Unit for
the management,
follow-up and
reporting of audit
findings within PT
Angkasa Pura II
(Persero).
44 DMS BSH / Notadinas Sistem informasi 01/12/2015 DROP - Pekerjaan telah dilimpahkan
Online yang mengelola kepada KCU BSH pada bulan
Online DMS BSH/Official dokumen secara Februari 2015
Letter digital yang meliputi - Pekerjaan saat ini telah di
surat dinas, dan drop oleh KCU BSH sesuai
kegiatan surat dengan Surat Dinas No:
menyurat lainnya 11.01/00.11/05/2015/0448
Information system perihal Penghapusan
that manages digital Investasi Pekerjaan
documents that Pengadaan dan Pemasangan
include official Aplikasi Document
letter, and other Management System
correspondence Kantor Cabang BSH serta
activities. Penambahan Lisensi
Document Management
System Kantor Pusat tanggal
18 Mei 2015
- Arsip Nasional Republik
Indonesia (ANRI) akan
memberikan secara gratis
dan mengimplementasikan
Sistem Informasi Kearsipan
Dinamis (SIKD) di seluruh
lembaga pemerintahan dan
BUMN dengan surat nomor :
B-PK.03.08/729/2015 tanggal
16 April 2015

- Job has been delegated to
BSH Main Branch Office in
February 2015.
- The current job has been
dropped by BSH Main
Branch Office in accordance
with Official Letter No:
11.01/00.11/05/2015/0448
on the Elimination of Job
Investments Procurement
and Installation of Document
Management System
Application of BSH Branch
Office as well as Addition
of Document Management
System License of Head
Office on May 18th, 2015.
- National Archives of the
Republic of Indonesia
(ANRI) will give away for free
and implement Dynamic
Archival Information System
(SIKD) in all government
institutions and SOEs
with a letter number:
B-PK.03.08/729/2015 on
April 16th, 2015.
45 Pengembangan Aplikasi Sistem informasi 01/06/2015 100% Selesai Juni 2015

POSKO v.2.0 monitoring Completed in June 2015
POSKO Application v.2.0 penumpang &
Development penerbangan di
bandara PT Angkasa
Pura II (Persero)
Information system
for passengers &
flights monitoring
at the airport
of PT Angkasa
Pura II (Persero)
46 Pembangunan FIDS Sistem informasi 01/12/2015 100% - Perubahan dari desktop-
berbasis WEB v.2.0 yang menyediakan based ke web-based
Web-based FIDS v.20 data penerbangan - Sudah diinstalasi di Kantor
development (keberangkatan Cabang PNK, HLP, KNO,
dan kedatangan di TNJ,DJB
bandara) secara real - Selesai Desember 2015
time berbasis web - Changes from desktop-based
Information system to web-based
that provides flights - Has been installed at Branch
data (departures and Offices of PNK, HLP, KNO,
arrivals at the airport) TNJ, DJB
in real-time web - Completed in December
based. 2015

47 Pembangunan Aplikasi Sistem informasi Desember 100% Selesai November 2015

Online Safety Report yang mengelola 2015/Multi- Completed in November 2015
System v.1.0 pelaporan hazard di year
Construction of Online bandara PT Angkasa December
Safety Report System Pura II (Persero) dan 2015 / Multi-
Application v.1.0 tindak lanjutnya year
Information system
that manages hazard
report at the airport
of PT Angkasa Pura
II (Persero) and its
follow-up

48 Pembangunan dan Sistem informasi 01/12/2015 95% - Rilis v.1.0 untuk :
pengembangan Mobile bandara-bandara Kantor Cabang PLM dan PKU
Apps iOS Kantor Cabang yang dikelolaPT pada tanggal 21 Januari 2015
Construction and Angkasa Pura II Kantor Cabang PNK, BDO,
development of iOS (Persero) berbasis iOS dan HLP pada tanggal 18 Juni
Mobile Apps of Branch Mobile Application 2015
Offices dengan fitur-fitur Kantor Cabang PDG pada
antara lain : informasi tanggal 28 Juli 2015
jadwal penerbangan, Kantor Cabang DJB dan PGK
informasi toko dan pada tanggal 25 Agustus
resto, informasi 2015
transportasi, Kantor Cabang BTJ pada
informasi hotel, tanggal 21 September 2015
informasi fasilitas - Proses pengumpulan konten
bandara, informasi data aplikasi untuk Kantor
nomor penting, Cabang Silangit (DTB)
informasi lalu lintas - Release v.1.0 for:
dan informasi Branch Offices of PLM and
kedatangan kargo PKU on January 21st, 2015
(untuk bandara yang Branch Offices of PNK, BDO,
sudah menggunakan and HLP on June 18th, 2015
aplikasi kargo) PDG Branch Office on July
Information system 28th, 2015
of airports managed Branch Offices of DJB and
by PT Angkasa Pura PGK on August 25th, 2015
II (Persero) based BTJ Branch Office on
iOS Mobile Apps September 21st, 2015
with features such - Collection process of
as: flight schedules application data content for
information, shops Silangit Branch Office (DTB)
and restaurants
information,
transportation
information, airport
facilities information,
important numbers
information,
traffic information
and cargo arrival
information (for
airports that has used
cargo apps).

49 Pembangunan dan Sistem informasi 01/12/2015 95% - Rilis v.1.0 untuk :

pengembangan Mobile bandara-bandara Kantor Cabang PKU pada
Apps Android Kantor yang dikelola PT tanggal 17 April 2015
Cabang Angkasa Pura II Kantor Cabang PNK, BDO,
Construction and (Persero)berbasis dan HLP pada tanggal 9 Juni
development of Android Android Mobile 2015
Mobile Apps of Branch Application dengan Kantor Cabang PDG pada
Offices fitur-fitur antara lain: tanggal 8 Juli 2015
informasi jadwal Kantor Cabang BTJ dan PGK
penerbangan, pada tanggal 30 Desember
informasi toko dan 2015
resto, Kantor Cabang DJB pada
informasi tanggal 31 Desember 2015
transportasi, - Rilis v.1.0.1untuk :
informasi hotel, Kantor Cabang PKU pada
informasi fasilitas tanggal9 Juni 2015
bandara, informasi - Rilis v.1.0.2untuk :
nomor penting, KCU BSH pada tanggal 27
informasi lalu lintas Maret 2015
dan informasi - Rilis v.1.0.3untuk :
kedatangan kargo Kantor Cabang PKU dan PLM
(untuk bandara yang pada tanggal 9 Juni 2015
sudah menggunakan Kantor Cabang TNJ pada
aplikasi kargo) tanggal 27 Maret 2015
Information system - Rilis v.1.0.6untuk :
of airports managed Kantor Cabang KNO pada
by PT Angkasa Pura tanggal27 Maret2015
II (Persero) based - Proses pengumpulan konten
Android Mobile Apps data aplikasi untuk Kantor
with features such Cabang Silangit (DTB)
as: flight schedules - Release v.1.0 for:
information, shops Branch Offices of PLM and
and restaurants PKU on January 21st, 2015
information, Branch Offices of PNK, BDO,
transportation and HLP on June 18th, 2015
information, airport PDG Branch Office on July
facilities information, 28th, 2015
important numbers Branch Offices of DJB and
information, PGK on August 25th, 2015
traffic information BTJ Branch Office on
and cargo arrival September 21st, 2015
information (for - Collection process of
airports that has used application data content for
cargo apps). Silangit Branch Office (DTB)

IT Infrastruktur and Networking
50 Evaluasi ERP Tahap I Penyeragaman 01/02/2015 100% Standarisasi penamaan
ERP Phase I evaluation nama komputer komputer (hostname),
(hostname) dan jaringan dan ToT (Transfer of
konfigurasi jaringan Technology) SAP
di lingkungan PT Standardization of computer
AngkasaPura II naming (hostname), SAP
(Persero) network and ToT (Transfer of
Standardization Technology)
of computer
naming (hostname)
and network
configuration in
PT Angkasa Pura II
(Persero)
51 Pengadaan Server untuk Pemenuhan Juni 2015 DROP April Pekerjaan dihapus dari RKA
Seluruh Cabang kecuali kebutuhan server (SP3) 2015 2015 berdasarkan hasil verifikasi
BSH dan DTB untuk Kantor Cabang June 2015 data pekerjaan PMU ICT
Procurement of Server BTJ, KNO, PKU, TNJ, (SP3) (Usulan penghapusan sesuai
for all Branch Offices PDG, PLM, BDO, dengan nota dinas nomor :
except BSH and DTB PNK, HLP, DJB, PGK ND.1451/00.11/04/2015)
Fulfillment of server Job is eliminated from the 2015
requirements for RKA based on the verification
Branch Offices of results of the PMU ICT job
BTJ, KNO, PKU, TNJ, data (Elimination proposal
PDG, PLM, BDO, in accordance with the
PNK, HLP, DJB, PGK memorandum of services no:
ND.1451/00.11/04/2015)
52 Pengadaan Juniper Pemenuhan Juni 2015 DROP April Pekerjaan dihapus dari RKA
Distribution Switch kebutuhan juniper (SP3) 2015 2015 berdasarkan hasil verifikasi
untuk Seluruh Kantor distribution switch June 2015 data pekerjaan PMU ICT
Cabang untuk seluruh Kantor (SP3) (Usulan penghapusan sesuai
Procurement of Juniper Cabang dengan nota dinas nomor :
Distribution Switch for Fulfillment of juniper ND.1451/00.11/04/2015)
All Branch Offices distribution switch Job is eliminated from the 2015
requirements for all RKA based on the verification
Branch Offices results of the PMU ICT job
data (Elimination proposal
in accordance with the
memorandum of services no:
ND.1451/00.11/04/2015)
53 Pengadaan dan Pemenuhan 01/11/2015 100% - No. kontrak: PJJ.04.04/ 00.02
Pemasangan Multi Media kebutuhan Multi /09 /2015/ 0002
Projector Media Projector - Selesai November 2015
Procurement and sebagai fasilitas - Proses pembayaran
installation of Projector ruang rapat - Contract No: PJJ.04.04/
Multimedia Fulfillment of 00.02/09/2015 /0002
Projector Multimedia - Completed in November
requirements as 2015
meeting rooms - Payment process
facility

54 Pengadaan Interactive Pemenuhan Desember 100% - No. kontrak: PJJ.04.04/

Board untuk Kantor kebutuhan interactive 2015 00.02/ 09/ 2015/ 0019
Pusat dan Kantor board untuk Kantor December - Selesai Oktober 2015
Cabang Utama BSH Pusat dan Kantor 2015 - Proses pembayaran
Procurement of Cabang Utama BSH - Contract No: PJJ.11.02/
Interactive Board for Fulfillment of 00.02/12/ 2015/0016 dated
BSH Head Office and interactive board December 7th, 2015
Main Branch Office requirements for - Goods delivery process
BSH Head Office and
Main Branch Office
55 Pengadaan Handkey Pemenuhan backup 01/12/2015 90% - No. kontrak: PJJ.11.02/
II Untuk Kantor Pusat perangkat Handkey 00.02/12/ 2015/0016 tanggal
Dan Kantor Cabang PT untuk Kantor 7 Desember 2015
Angkasa Pura II (Persero) Fulfillment of - Proses pengiriman barang
Procurement of Handkey tools - Contract No: PJJ.11.02/
Handkey II for Head backup for Head 00.02/12/ 2015/0016 dated
Office and Branch Office and all December 7th, 2015
Offices of PT Angkasa Branch Offices of - Goods delivery process
Pura II (Persero) PT Angkasa Pura II
(Persero)
56 Pengadaan Lisensi Lisensi untuk 01/12/2015 90% Proses administrasi BAST
Sistem Aplikasi OAG dan mendapatkan BAST administration process
Marketing Web Design subscription service
Procurement of License to get
Application System subscription service
Licenses of OAG and
Marketing Web Design
57 Layanan Internet dan Penyediaan layanan Januari - 100% Bekerja sama dengan PT
VPN-IP internet dengan Desember Telkom Indonesia dengan No.
Internet and VPN-IP bandwith 100 Mbps 2015 Kontrak : PJJ.11.02 /00/09
services dan backhaul VPN, January - /2014/182 (Biaya Rutin)
VPN Kantor Cabang December Cooperate with PT Telkom
dengan bandwith 4 2015 Indonesia with Contract No:
Mbps PJJ.11.02/ 00/09/ 2014/182
Provision of (Routine Cost)
internet services
with bandwith of
100 Mbps and VPN
backhaul, VPN of
Branch Offices with a
bandwith of 4 Mbps
58 Layanan / Outsourcing Penyediaan Januari - 100% Bekerja sama dengan PT
Komputer di Kantor komputer Desember Angkasa Pura Solusi dengan
Pusat PT. Angkasa Pura II perkantoran (Back 2015 No. Kontrak : PJJ.04.04/
(Persero) Office) di Kantor January - 00.02/07/ 2015/ 0086 (Biaya
Computer Services/ Pusat PT Angkasa December Rutin)
Outsourcing for Branch Pura II (Persero) 2015 Cooperate with PT Angkasa
Offices in addition to Provision of office Pura Solusi with Contract No:
BSH of PT. Angkasa Pura computers (Back PJJ.04.04/00.02/07/2015/0086
II (Persero) Office) at the Head (Routine Cost)
Office in addition to
BSH of PT Angkasa
Pura II (Persero)

59 Layanan / Outsourcing Penyediaan Januari - 100% Bekerja sama dengan PT
PC / Komputer Untuk komputer Desember Angkasa Pura Solusi dengan
Kantor Cabang Selain perkantoran (Back 2015 No. Kontrak : PJJ.11.01/ 00/07/
BSH PT. Angkasa Pura II Office) di Kantor January - 2013/133 (Biaya Rutin)
(Persero) Cabang selain BSH December Cooperate with PT Angkasa
PC/ Computer Services/ PT Angkasa Pura II 2015 Pura Solusi with Contract No:
Outsourcing for Branch (Persero) PJJ.11.01/00/07/2013/133
Offices in addition to Provision of office (Routine Cost)
BSH of PT. Angkasa Pura computers (Back
II (Persero) Office) at the Head
Office in addition to
BSH of PT Angkasa
Pura II (Persero)
60 Layanan Manajemen Penyediaan sistem Januari - 100% Bekerja sama dengan PT
Percetakan di Kantor management print Desember Angkasa Pura Solusi dengan
Pusat PT Angkasa Pura II services (MPS) di 2015 No. Kontrak : PJJ.11.01/ 00/06/
(Persero) Kantor Pusat PT January - 2013/313 (Biaya Rutin)
Print Management Angkasapura II December Cooperate with PT Angkasa
Service at the Head (Persero) 2015 Pura Solusi with Contract No:
Office of PT Angkasa Provision of print PJJ.11.01/ 00/06/ 013/313
Pura II (Persero) management (Routine Cost)
services system (MPS)
at the Head Office
of PT Angkasapura II
(Persero)
61 Layanan Fasilitas Penyediaan lokasi Maret - 100% Bekerja sama dengan PT. Biznet
Colocation Server ERP dan fasilitas server Desember dengan No. Kontrak : PJJ.11.01/
ERP Server Colocation ERP di Data Center 2015 00.11/05/ 2015/0585 (Biaya
Facility Services Biznet March - Rutin)
Provision of ERP December Cooperate with PT. Biznet with
server location and 2015 Contract No: PJJ.11.01/00.11
facilities at Biznet /05/2015 /0585 (Routine Cost)
Data Center

pengembangan enterprise
resource planning (ERP)
Enterprise Resource Planning (ERP) Development
Untuk mendukung perkembangan bisnis Angkasa Pura II yang To support the growing business development of the
semakin berkembang, Angkasa Pura II telah menerapkan Company, Angkasa Pura II has implemented Enterprise
Enterprise Resource Planning (ERP). Dengan adanya ERP di Resource Planning (ERP). ERP will create internal and external
Angkasa Pura II maka akan tercipta integrasi sistem internal systems integration of information management across the
dan eksternal manajemen informasi seluruh organisasi, organization, including finance/accounting, manufacturing,
mencakup keuangan/akuntansi, manufaktur, penjualan dan sales and services, customer relationship management. ERP
pelayanan, manajemen hubungan pelanggan. Sistem ERP system automated these activities with an integrated software
mengotomatisasi kegiatan ini dengan aplikasi perangkat application.
lunak terpadu.
Dalam pemilihan produk ERP, Angkasa Pura II dibantu oleh In the selection of ERP products, Angkasa Pura II is assisted by
konsultan pendamping dengan melakukan perbandingan assisting consultants by doing a comparison of independent
yang independen dan seimbang untuk ERP software. and balanced for ERP software. Based on the analysis, SAP
Berdasarkan hasil analisa, SAP memiliki functional fit yang has a higher functional fit compared with Oracle and has a
lebih tinggi dibandingkan dengan Oracle dan memiliki nilai higher value when compared with Oracle for the Finance and
yang lebih tinggi jika dibandingkan dengan Oracle untuk Human Resources Modules. SAP requires less customization
modul Finance dan Human Resources. SAP membutuhkan to meet the business requirements of Angkasa Pura II.
customization yang lebih sedikit untuk memenuhi kebutuhan
bisnis Angkasa Pura II.
Dasar Penerapan Implementation Basis
Terbentuknya unit ERP di Angkasa Pura II diawali dari visi The establishment of ERP unit in Angkasa Pura II began from
Perusahaan yaitu to be world class airport dan berencana the Companys vision to be a world class airport and plans to
untuk mengimplementasikan suatu sistem yang reintegrasi implement an integrated and comprehensive system that is
dan komprehensif sehingga diharapkan dapat mempercepat expected to accelerate the achievement of business process
pencapaian proses bisnis di lingkungan Perusahaan. Isi within the Company. The contents of the vision contained
dari visi tersebut tertuang dalam Rencana Jangka Panjang in the Companys Long Term Plan (RJPP) of Angkasa Pura
Perusahaan (RJPP) Angkasa Pura II yang merupakan pedoman II, which is a guideline of policy direction and development
arah kebijakan dan strategi pengembangan Perusahaan strategy of the Company in the period of 2012 - 2016.
dalam kurun waktu tahun 2012 - 2016.
Roadmap ERP ERP Roadmap
Angkasa Pura II telah memiliki Roadmap ERP yang dilakukan Angkasa Pura II has had an ERP Roadmap conducted within 3
dalam 3 (tiga) fase pada periode 2014-2016 adalah sebagai (three) phases in the period of 2014-2016 as follows:
berikut:
Modul Financial & Controlling

2014 Modul Human Resources
Modul Human Resources

2015 Modul Commerce
Modul Commerce
2016 Modul Operation

Implementasi ERP Fase 1: Implementation of ERP Phase 1:
Implementasi ERP Fase 1 dilakukan pada tahun 2014. Modul Implementation of ERP Phase 1 is conducted in 2014. Modules
yang sudah diimplementasikan pada Fase 1 ini terdiri dari which are already implemented in the Phase 1 consist of 2
2 modul, yaitu Modul Financial (FI) & Controlling (CO) dan modules, namely the Financial (FI) & Controlling (CO) Module
Modul Human Resources. and Human Resources Module.

Implementasi ERP Fase 2 direncanakan pada tahun 2015. Implementation of ERP Phase 2 is planned in 2015. Modules
Modul yang akan diimplementasikan pada Fase 2 ini adalah that will be implemented in the Phase 2 are the Commerce
Modul Commerce & Modul Human Resources yang Module & Human Resources Module which is a continuation
merupakan lanjutan dari Fase 1. from Phase 1.

Implementasi ERP Fase 3 direncanakan pada tahun 2016. Implementation of ERP Phase 3 is planned in 2016. Modules
Modul yang akan diimplementasikan pada Fase 3 ini adalah that will be implemented in this Phase 3 are the Operation
Modul Operation dan Modul Commerce yang merupakan Module & Commerce Module which is a continuation from
lanjutan dari Fase 2. Phase 2.

akses dan
transparansi informasi
Information Access And Transparency
Dalam rangka mendukung komitmen penerapan keterbukaan In order to support the commitment to information disclosure,
informasi, Angkasa Pura II menyediakan berbagai akses Angkasa Pura II provides various information access through
informasi melalui sarana dan media sebagai berikut: facilities and media as follows:
1. Website: 1. Website:
www.angkasapura2.co.id www.angkasapura2.co.id
2. Portal Kementerian BUMN: 2. Ministry of SOEs Portal:
www.bumn.go.id/angkasapura2 www.bumn.go.id/angkasapura2
3. Twitter: 3. Twitter:
@contactap2 @contactap2
4. Facebook: 4. Facebook:
AP II Contact Center AP II Contact Center
5. Contact Center: 5. Contact Center:
1500 138 1500 138
6. Majalah: 6. Magazine:
Travelounge Travelounge
7. Majalah Internal Perusahaan: 7. Corporate Internal Magazine:
A-Magazine A-Magazine

perkara
hukum
Legal Proceedings
Dalam melaksanakan kegiatan usaha, Angkasa Pura II In running its business activites, Angkasa Pura II always
senantiasa memperhatikan aspek kepatuhan terhadap take into consideration the aspects of compliance with
peraturan yang berlaku dan juga peraturan-peraturan yang the applicable regulations and also regulations that have
memiliki keterkaitan dengan lingkup usaha Angkasa Pura II. relevance to the business scope of Angkasa Pura II.
Perkara yang Dihadapi Angkasa Pura II Cases Faced by Angkasa Pura II
Berikut disampaikan penjelasan tentang perkara-perkara The following is explanations on legal proceedings faced by
hukum penting yang sedang dihadapi Angkasa Pura II Angkasa Pura II throughout 2015:
sepanjang tahun 2015:
Perkara Perdata Civil Cases
Pengaruh Terhadap
Perkara Uraian Perusahaan
Status
Case Descriptions Effect Against the
Company
CABANG SOEKARNO-HATTA H.A. Sanusi, dkk mengajukan klaim Peninjauan Tidak berpengaruh
H.A. SANUSI, dkk/ 56 warga (Penggugat) atas kepemilikan tanah PT AP II Kembali terhadap Angkasa
Melawan pada sertifikat HGB No.1/1998 Reconsideration Pura II
PT AP II (Tergugat I) dan HGB No.35/1998. No effect against
Dan H.A. Sanusi, et al, filed a claim on Angkasa Pura II.
KEPALA KANTOR BPN land ownership of PT AP II on HGB
(TERGUGAT II) Certificate No.1/1998 and HGB
BSH BRANCH OFFICE No. 35/1998.
H.A. SANUSI, et al/ 56 residents (Plaintiff)
Against
PT AP II (Defendant I)
And
HEAD OF BPN OFFICE
(DEFENDANT II)
CABANG SOEKARNO-HATTA Gugatan perdata terkait fasilitas Masih dalam Tidak berpengaruh
Ridwan Sumantri dan pelayanan bagi penyandang tahap proses terhadap Angkasa
Melawan cacat sebagai pengguna jasa kasasi. Pura II
PT Lion Mentari Airlines bandar udara dan angkutan udara. Still in the Appeal No effect against
(Tergugat I) Civil lawsuit related to facilities Process Angkasa Pura II.
PT AP II and services for disabled people
(Tergugat II) as services users of airport and air
Dirjen Perhubungan Udara transport.
(Tergugat III)
BSH BRANCH OFFICE
Ridwan Sumantri
Against
PT Lion Mentari Airlines
(Defendant I)
PT AP II
(Defendant II)
Director General of Air Transportation
(Defendant III)

CABANG SOEKARNO-HATTA Gugatan Perdata PT AP II terhadap Masih dalam Tidak berpengaruh

PT AP II (Penggugat) Penetapan Eksekusi Nomor 115/ tahap proses terhadap Angkasa
Melawan PEN.EKS/2003/PN.TNG jo No.42/ banding. Pura II
PT PGL/Penetapan Eksekusi PDT.G/1998/PN.TNG terkait Still in the Appeal No effect against
BSH BRANCH OFFICE Eksekusi Deposito milik PT AP II Process Angkasa Pura II.
PT AP II (Plaintiff) di Bank BNI atas Permohonan
Against Pemohon Eksekusi yaitu PT PGL
PT PGL/Determination of Execution Civil Lawsuit of PT AP II against
the Determination of Execution
No. 115/PEN.EKS/2003/PN.TNG jo
No.42/PDT.G/1998/PN.TNG related
to Execution of Deposits owned by
PT AP II at Bank BNI on Petition of
Execution namely PT PGL
CABANG SOEKARNO-HATTA Gugatan terkait obyek sengketa Kasasi Tidak berpengaruh

PT AP II (Penggugat) tanah (ex-pabrik kopi) seluas Appeal terhadap Angkasa
Melawan 1.882 m2 dan 3.500 m2 yang Pura II
Matsani (Tergugat I); terletak di Jl. Pembangunan II No effect against
Abdul Sukur Bin Toin selaku Ahli Waris (Kelurahan Batusari, Kecamatan Angkasa Pura II.
Toin Gerang (Tergugat II); Batuceper, Kota Tangerang).
R. Ahmad Tanjung (Tergugat III); Lawsuit related to disputed land
Suandi Hartono (Tergugat IV); (ex-coffee mill) of 1,882 m2 and
Hasri Waty Notaris Pengganti dari S. 3,500 m2 which located on Jl.
Hasjim Hamid (Tergugat V); Pembangunan II (Batusari Village,
Ny. Noer Soeindiyah Heru (Tergugat VI); Batuceper Subdistrict, Tangerang
Kepala Kelurahan Batusari (Turut City).
Tergugat).
BSH BRANCH OFFICE
PT AP II (Plaintiff)
Against
Matsani (Defendant I);
Abdul Sukur Bin Toin as Heir of Toin
Gerang (Defendant II);
R. Ahmad Tanjung (Defendant III);
Suandi Hartono (Defendant IV);
Hasri Waty Substitute Notary of S. Hasjim
Hamid (Defendant V);
Ny. Noer Soeindiyah Heru (Defendant VI);
Head of Batusari Village (Co-Defendant).

CABANG SOEKARNO-HATTA PT AP II mengajukan gugatan Kasasi Tidak berpengaruh
PT AP II kepada PT PGL atas dasar Appeal terhadap Angkasa
(Penggugat) kepemilikan tanah PT PGL yang Pura II
Melawan berasal dari tindak pidana korupsi No effect against
Chrysant Yuliani Gunawan Sdr. Mukri dan Sdr. Mustaqim. Angkasa Pura II.
(Tergugat I); PT Primagriya Lestari PT AP II filed a lawsuit to PT PGL
(Tergugat II); Mustaqim, Ms (Tergugat III); on the basis of land ownership of
Kepala Kec. Batu Ceper Kota Tangerang PT PGL derived from corruption
(Tergugat IV); Kepala Kel. Karangsari Kec. offenses of Mr. Mukri and Mr.
Batu Ceper (Tergugat V); Kepala Kantor Mustaqim.
Pertanahan Kota Tangerang (Tergugat VI)
BSH BRANCH OFFICE
PT AP II
(Plaintiff)
Against
Chrysant Yuliani Gunawan
(Defendant I); PT Primagriya Lestari
(Defendant II); Mustaqim, Ms (Defendant
III); Head of Batu Ceper Subdistrict,
Tangerang City (Defendant IV); Head of
Karangsari Village, Batu Ceper Subdistrict
(Defendant V); Head of the Land Office
of Tangerang City (Defendant VI)
CABANG HALIM PERDANAKUSUMA PT ATS mengajukan gugatan Peninjauan Tidak berpengaruh

PT AP II dan INKOPAU kepada Inkopau selaku Tergugat I Kembali terhadap Angkasa
Melawan dan PT AP II selaku Tergugat terkait Reconsideration Pura II
PT Angkasa Transportindo Selaras (PT pengelolaan lahan di Bandar Udara No effect against
ATS) Halim Perdanakusuma seluas 21 Ha. Angkasa Pura II.
Kuasa Hukum: PT ATS filed a lawsuit to
LQQ Media Law Offices Inkopau as Defendant I and
HALIM PERDANAKUSUMA BRANCH PT AP II as Defendant related
OFFICE to land management at Halim
PT AP II dan INKOPAU Perdanakusuma Airport area of 21
Against hectares.
PT Angkasa Transportindo Selaras (PT
ATS)
Legal Counsel:
LQQ Media Law Offices
CABANG SULTAN SYARIF KASIM II Gugatan Sengketa Tanah di area Masih dalam Tidak berpengaruh
H. Syafarudin (Penggugat) Bandara Sultan Syarif Kasim II proses kasasi terhadap Angkasa
Melawan seluas 10.000 m2 Still in the Appeal Pura II
PT AP II (Tergugat) Lawsuit of Land Dispute in the area Process No effect against
SSK II BRANCH OFFICE of Sultan Syarif Kasim II Airport Angkasa Pura II.
H. Syafarudin (Plaintiff) area of 10,000 m2
Against
PT AP II (Defendant)

CABANG SULTAN SYARIF KASIM II Gugatan terkait permasalahan Masih dalam Tidak berpengaruh
PT Fadly Karya Pratama (Penggugat) pekerjaan pelebaran Runway tahap proses terhadap Angkasa
Melawan Bandara Sultan Syarif Kasim II banding Pura II
PT Duta Graha Indah; Pekanbaru. Still in the Appeal No effect against
PT Itama Rano Raya; Lawsuit related to problems of Process Angkasa Pura II.
PT AP II (Para Tergugat). the widening work of Sultan
SSK II Branch Office Syarif Kasim II Airport Runway,
PT Fadly Karya Pratama (Plaintiff) Pekanbaru
Against
PT Duta Graha Indah;
PT Itama Rano Raya;
PT AP II (Defendants).
CABANG SULTAN SYARIF KASIM II Gugatan perlawanan terkait Kasasi Tidak berpengaruh
PT AP II (Penggugat) eksekusi tanah di area Bandara Appeal terhadap Angkasa
Melawan Sultan Syarif Kasim II seluas Pura II
H. Syafarudin (Tergugat) 10.000 m2.. No effect against
SSK II Branch Office Lawsuit of resistance related to Angkasa Pura II.
PT AP II (Plaintiff) land execution in the area of
Against Sultan Syarif Kasim II Airport area
H. Syafarudin (Defendant) of 10,000 m2.
CABANG DEPATI AMIR Gugatan perdata yang diajukan Pengadilan Negeri Tidak berpengaruh
Sdr. Samsumin Tirtakusuma melalui oleh terkait klaim kepemilikan District Court terhadap Angkasa
kuasa hukumnya Drs. Rudy T. Erwin, S.H., tanah seluas 10.000 m2 di Pura II
M.H. & Rekan (Penggugat) lokasi bekas tambang timah No effect against
Melawan karya, eks parit 6, Kelurahan/ Angkasa Pura II.
H. Troli Bin Conit (Tergugat I) ;dan Desa Air Itam, Kecamatan Bukit
PT AP II (Tergugat II) Intan, Kotamadya Pangkal Pinang
PGK Branch Office (sekitar Area Bandara Depati Amir
Mr. Samsumin Tirtakusuma through his Pangkal Pinang), PT AP II (Tergugat
Legal Counsel, Drs. Rudy T. Erwin, S.H., II) digugat dalam perkara ini
M.H. & Partner (Plaintiff) Against H. Troli terkait adanya pembayaran ganti
Bin Conit (Defendant I) and kerugian pembebasan tanah seluas
PT AP II (Defendant II) 14 x 75 meter untuk perluasan
Bandara Depati Amir yang
menurut Penggugat dibayarkan
kepada Tergugat I sebesar Rp
122.850.000,00 (seratus dua puluh
dua juta delapan ratus lima puluh
ribu rupiah).

Civil lawsuit filed related to
claims of the ownership of land
area of 10000 m2 at the site
of a former tin mine works, ex
trench 6, Village of Air Itam, Bukit
Intan Subdistrict, Municipality of
Pangkal Pinang (around the area
of Depati Amir Airport, Pangkal
Pinang), PT AP II (Defendant II)
was sued in this lawsuit related to
the payment of compensation of
land acquisition of 14 x 75 meters
for the expansion of Depati Amir
Airport which according to the
Plaintiff were paid to Defendant I
amounted to Rp122,850,000 (one
hundred and twenty-two million
eight hundred and fifty thousand
rupiah).
KANTOR PUSAT Gugatan yang diajukan oleh PT Proses Mediasi Tidak berpengaruh
PT FIFTYFIFTY INDONESIA (Penggugat) Fiftyfifty Indonesia (Penggugat) Mediation Process terhadap Angkasa
Melawan kepada PT AP II (Tergugat) terkait Pura II
PT AP II (Tergugat). dengan wanprestasi yang menurut No effect against
HEAD OFFICE PT Fiftyfifty Indonesia (Penggugat) Angkasa Pura II.
PT FIFTYFIFTY INDONESIA (Plaintiff) dilakukan oleh PT AP II atas
Versus rencana Kerjasama Pemasangan
PT AP II (Defendant). dan Pengelolaan Media Iklan pada
Cermin di Toilet di Terminal 1 dan
Terminal 2 Bandara Soekarno-
Hatta
Lawsuit filed by PT Fiftyfifty
Indonesia (Plaintiff) to PT AP II
(Defendant) related with breach
of contracts that according to
PT Fiftyfifty Indonesia (Plaintiff)
is conducted by PT AP II on the
Cooperation plan of Installation
and Management of Advertising
Media on the Toilet Mirrors at
Terminal 1 and Terminal 2 of the
Soekarno-Hatta Airport

Perkara Pajak Tax Cases
Pengaruh Terhadap
Perkara Uraian Perusahaan
Status
Case Descriptions Effect Against the
Company
KANTOR PUSAT Direktur Jenderal Pajak menerbitkan Peninjauan Tidak berpengaruh
Perkara Pajak SKPKB Tahun 2006 Surat Ketetapan Pajak Kurang Bayar Kembali terhadap Angkasa
HEAD OFFICE Pajak Pertambahan Nilai Barang dan Jasa Reconsideration Pura II
SKPKB Tax Case 2006 Masa Pajak Januari-Desember 2006 No effect against
000080/207/06/051/08 tanggal 28 Juli Angkasa Pura II.
2008 sebesar
Rp 146.194.367.207,00.
Director General of Taxation issued
Assessment Letter on Underpayment
of Value Added Tax on Goods and
Services of the Tax Period of January-
December 2006 000080/207/06/051/08
dated July 28th, 2008 amounted to Rp
146,194,367,207.
Perkara Di Entitas Anak Legal Proceedings in Subsidiaries
Sepanjang tahun 2015, tidak ada perkara hukum yang dihadapi Throughout 2015, there were no legal proceedings faced by
oleh Entitas Anak maupun terkait dengan Dewan Komisaris Subsidiaries or related to its Board of Commissioners and
dan Direksi Entitas Anak. Board of Directors.
Perkara Yang Melibatkan Dewan Komisaris Dan Direksi Legal proceedings involving the Board of Commissioners
Angkasa Pura II and Board of Directors of Angkasa Pura II
Sepanjang tahun 2015, tidak ada perkara hukum yang Throughout 2015, there were no legal proceedings involving
melibatkan Dewan Komisaris dan Direksi Angkasa Pura II. the Board of Commissioners and Board of Directors of
Angkasa Pura II.
Sanksi Regulator Regulator Sanctions
Sepanjang tahun 2015, tidak terdapat sanksi dari regulator Throughout 2015, there were no sanctions from regulators
yang diberikan kepada Angkasa Pura II. given to Angkasa Pura II.

penyimpangan
internal
Internal Irregularities
Selama tahun 2015, tidak ada penyimpangan yang bersifat During 2015, no irregularities of fraud committed by
kecurangan yang dilakukan oleh karyawan Angkasa Pura II. employees of Angkasa Pura II.
benturan
kepentingan
Conflict of Interest
Benturan kepentingan adalah suatu keadaan dimana terdapat Conflict of interest is a situation where there is a conflict
konflik antara kepentingan ekonomi Perusahaan dengan between the Companys economic interests and the
kepentingan ekonomi pribadi Direksi, Dewan Komisaris dan personal economic interests of the Board of Directors,
Pemegang Saham. Selama tahun 2015, tidak ada transaksi Board of Commissioners and Shareholders. During 2015, no
yang memiliki benturan kepentingan di Angkasa Pura II, setiap transactions with conflict of interest occurred in Angkasa
transaksi dilakukan sesuai dengan ketentuan yang berlaku Pura II, every made transactions is conducted in accordance
dan selalu memperhatikan prinsip-prinsip GCG. with applicable regulations and always pay attention to the
GCG principles.
pemberian dana
untuk kegiatan sosial dan politik
Funding for Social and Political Activities
Angkasa Pura II tidak terlibat di dalam kegiatan politik dan tidak Angkasa Pura II is not involved in any political activities
memberikan donasi atau bantuan untuk kepentingan politik. and does not provide donations or assistance for political
Sedangkan kepedulian terhadap masalah sosial merupakan interests. While the concern for social issues is an essential
bagian penting dari tugas dan tanggung jawab Angkasa Pura part of the duties and responsibilities of Angkasa Pura II to
II kepada masyarakat. Uraian lebih lengkap terdapat pada the community. A more complete description can be found
bagian Tanggung Jawab Sosial Perusahaan pada Laporan on the Corporate Social Responsibilty section in this Annual
Tahunan ini. Report.

pedoman perilaku
dan budaya perusahaan
Code of Conduct and Corporate Culture
Untuk mencapai keberhasilan jangka panjang, To achieve long-term success, GCG implementation needs
pengimplementasian GCG perlu dilandasi integritas yang to be based with high integrity in which the Code of Conduct
tinggi diperlukan Pedoman Perilaku (Code Of Conduct) yang is required to become a reference for the Companys organs
dapat menjadi acuan bagi organ Perusahaan dan seluruh and all staffs in implementing business values and ethics to
jajarannya dalam menerapkan nilai-nilai dan etika bisnis become part of the corporate culture.
sehingga menjadi bagian dari Budaya Perusahaan.
Pedoman Perilaku (Code of Conduct) Code of Conduct
Etika merupakan sistem nilai atau norma yang diyakini oleh Ethics is a system of values or norms that are believed by all
seluruh Insan Angkasa Pura II sebagai suatu standar perilaku. personnel of Angkasa Pura II as a behavioral standards. In
Dalam menjalankan usahanya, Angkasa Pura II menerapkan conducting its business, Angkasa Pura II implements business
etika bisnis/usaha dan etika kerja, dimana etika bisnis menjadi ethics and work ethics, in which the business ethics becomes
acuan bagi Perusahaan dalam melaksanakan kegiatan usaha the reference for the Company in carrying out its business
termasuk berinteraksi dengan stakeholder. Sementara etika activities including interacting with stakeholders. While the
kerja merupakan sistem yang dianut oleh setiap Pimpinan work ethics is the system adopted by every Leaders and
dan Pekerja dalam melaksanakan tugasnya termasuk etika Workers in performing their duties including relationship
hubungan antar Pekerja dan Perusahaan. ethics between Workers and the Company.
Menjaga standar etika sangat penting untuk mempertahankan Maintain the ethical standards is essential to maintain the
loyalitas stakeholder dalam membuat keputusan-keputusan loyalty of stakeholders in making decisions and solving issues
dan dalam memecahkan persoalan yang dihadapi Angkasa faced by Angkasa Pura II. This is due to all of the Companys
Pura II. Hal ini disebabkan semua keputusan Perusahaan decisions greatly affects and affected by the interested and
sangat mempengaruhi dan dipengaruhi oleh stakeholder influential to the Companys decisions. Therefore, Angkasa
yang berkepentingan dan berpengaruh pada keputusan- Pura II has a Code of Conduct as the behavioral basis of
keputusan Perusahaan. Oleh karena itu, Angkasa Pura II Angkasa Pura II personnel in carrying out its mission to
memiliki Pedoman Perilaku (Code of Conduct) sebagai dasar achieve the Companys vision. This Code of Conduct applies
bertingkah laku Insan Angkasa Pura II dalam menjalankan misi to all personnel of Angkasa Pura II, namely the Board of
untuk mencapai visi Perusahaan. Code of Conduct ini berlaku Commissioners, Board of Directors, all employees and all
untuk seluruh Insan Angkasa Pura II yakni Dewan Komisaris, stakeholders or business partners who conduct business
Direksi, seluruh Karyawan dan seluruh stakeholders atau transactions with Angkasa Pura II which is integrated with the
mitra kerja yang melakukan transaksi bisnis dengan Angkasa GCG principles.
Pura II yang terintegrasi dengan prinsip GCG.
Cakupan Code of Conduct Code of Conduct Scope
Code of Conduct Angkasa Pura II mencakup prinsip-prinsip The Code of Conduct of Angkasa Pura II consists of principles
dalam etika bisnis/usaha dan etika kerja, diantaranya: in business ethics and work ethics, among others:
1. Merasa tidak yakin tentang tindakan yang pantas dilakukan 1. Feeling unsure about the appropriate action to be
sehingga memerlukan nasihat dan masukan; conducted, so requires advices and inputs;
2. Yakin bahwa seseorang yang bertindak atas nama PT 2. Convinced that someone acting on behalf ot PT Angkasa
Angkasa Pura II (Persero) sedang melakukan atau akan Pura II (persero) is conducting or about to commit an
melakukan suatu tindakan yang melanggar hokum, prinsip, action that is against the law, principles, & tactics of the
& taktik Pedoman Perilaku ini; Code of Conduct;
3. Yakin bahwa insan PT Angkasa Pura II (Persero) terlibat 3. Convinced that personnel of PT Angkasa Pura II (Persero)
dalam pelanggaran; is involved in a violation;
4. Yakin bahwa seseorang yang mengajukan pertanyaan atau 4. Convinced that someone who have any questions or
kekhawatiran tersebut dengan niat baik, telah mendapat concerns in good intentions, have received feedback
tanggapan.

Penandatanganan Pernyataan Komitmen Code of Conduct Signing of Commitment Statement of the Code of Conduct
Sebagai bentuk komitmen Insan Angkasa Pura II untuk As a commitment of Angkasa Pura II personnel to always
selalu mentaati Code of Conduct, maka setiap tahunnya adhere the Code of Conduct, then every year all personnel of
Insan Angkasa Pura II wajib melakukan penandatanganan Angkasa Pura II is obligated to sign a Commitment Statement
Pernyataan Komitmen yang berisi komitmen kepatuhan which contains a commitment of compliance against the
terhadap Code of Conduct. Dokumen Pernyataan Komitemen Code of Conduct. The Commitment Statement Documents
tersebut didokumentasikan oleh Unit Risk Management & are documented by the Corporate Secretary Unit.
Compliance.
Sosialisasi Code of Conduct Code of Conduct Socialization
Implementasi Code of Conduct dilaksanakan oleh Implementation of the Code of Conduct is conducted by all
seluruh Insan Angkasa Pura II. Untuk itu, Angkasa Pura II personnel of Angkasa Pura II. To that end, Angkasa Pura II
melaksanakan sosialisasi dan internalisasi untuk memastikan conducts socialization and internalization to ensure that the
Code of Conduct diketahui dan dijalankan oleh seluruh Insan Code of Conduct is kpresentn and exercised by all personnel
Perusahaan. of the Company.
Pada tahun 2015, Perusahaan melakukan sosialisasi Code of In 2015, the Company conducted a socialization of the Code
Conduct melalui: of Conduct through:
Tatap Muka melalui Sosialisasi GCG Face to face through the Socialization of GCG
Website Website
Portal Intranet Intranet Portal
Buku saku Pocket Book
Sosial Media Forum Komunikasi Angkasa Pura II melalui Social Media of the Communication Forum of Angkasa
gadget/smartphone Pura II through gadget/smartphone
Spanduk Banner
Banner Bulletin
Buletin Commitment Statement
Pernyataan Komitmen Advertisements in newspapers
Iklan di koran Contact Center Number 1500 138
Contact Center Nomor 1500 138 Etc.
Dan lain sebagainya
Upaya Penegakan Code of Conduct Code of Conduct Enforcement
Pada tahun 2015, upaya penegakkan Code of Conduct In 2015, enforcement of the Code of Conduct is performed in
dilakukan dengan beberapa cara, diantaranya: several ways, including:
1. Melaksanakan program induksi karyawan baru untuk 1. Implement new employee induction program to ensure
memastikan setiap karyawan baru mengetahui mengenai that every new employee kpresent about the Code of
Code of Conduct. Conduct.
2. Melaksanakan pendidikan dan pelatihan berkelanjutan 2. Implement sustainable education and training to ensure a
untuk memastikan pemahaman komprehensif bagi comprehensive understanding for all employees.
seluruh karyawan. 3. Conduct regular communication.
3. Melaksanakan komunikasi berkala. 4. Monitor the effectiveness of the Code of Conduct
4. Melakukan pemantauan efektifitas program Code of program. This program is conducted by the Internal Audit
Conduct. Program ini diaksanakan oleh Internal Auditor. Unit (SPI).
5. Melaksanakan pemutakhiran buku Code of Conduct 5. Updating the book of the Code of Conduct which is
yang dilakukan secara berkala guna disesuaikan dengan conducted regularly to be adjusted with the Companys
kebutuhan Perusahaan serta regulasi internal atau requirements as well as internal and external regulations
eksternal yang berlaku di Perusahaan. applicable in the Company.

Sanksi Pelanggaran Terhadap Code of Conduct Sanctions of the Code of Conduct Violations
Konsekuensi-konsekuensi atas pelanggaran terhadap Consequences for violating the Code of Conduct (Code
Pedoman Perilaku (Code of Conduct) akan ditindaklanjuti of Conduct) to be followed up and given guidance action,
dan diberikan tindakan pembinaan, sanksi disiplin dan atau disciplinary or corrective action pursuant to Company
tindakan perbaikan sesuai Peraturan Perusahaan. Regulation.

Budaya Perusahaan Corporate Culture
Penerapan Code of Conduct merupakan salah satu wujud Implementation of the Code of Conduct is a manifestation
penjabaran Budaya Perusahaan yang disebut THE BEST, of Corporate Culture translation called THE BEST, with
dengan penjabaran sebagai berikut: elaboration as follows:
Nilai Dasar Perilaku yang Diinginkan

Basic Value Desired Behavior
T
Kooperatif dan mampu bekerja sama secara efektif Cooperative and able to work together effectively
Saling menghargai dan dapat menerima Appreciate each other and able to accept
Team perbedaan pendapat dissenting opinions.
Work Proaktif dalam memberikan masukan konstruktif Proactive in providing constructive inputs.
Ramah dalam memberikan pelayanan terbaik Friendly in providing the best service to internal
H
terhadap pelanggan internal dan eksternal and external customers.
Harmonis dalam membina hubungan sinergetik Harmony in maintaining synergetic relationship
Hospitality dengan semua pemangku kepentingan with all stakeholders.
Peduli (care) terhadap lingkungan sekitar Care to the surrounding environment.
E
Selalu bersikap dan bertindak yang terbaik Excellence in attitude and action at all time
Persisten melakukan perbaikan berkesinambungan Persistent in sustainable improvement.
Excellence Zero Tolerance to Errors and Zero Complaints Zero Tolerance to Errors and Zero Complaints
Seimbang dalam pencapaian tujuan (jangka Balance in achieving objectives (short term and
B
pendek dan jangka panjang) long term)
Adil dalam tindakan dan pengambilan keputusan Fair in action and decision making
Balance Seimbang dalam pemenuhan kebutuhan Balance in fulfilling the needs of internal and
pemangku kepentingan internal dan eksternal external stakeholders.
Efektif dalam pengambilan keputusan dan Effective in decision making and achievement of
pencapaian tujuan objectives.
E
Efisien dalam pemakaian sumber daya serta sadar Efficient in the use of resources as well as aware
akan biaya dan profitabilitas (cost and profitability of the costs and profitability (cost and profitability
Effectiveness concern) concern)
& Efficiency Efektif dalam bekerja (3AS: Kerja KerAS, Kerja Effective in working (3AS: Kerja KerAS (work hard),
IkhlAS, Kerja CerdAS) Kerja IkhlAS (work sincerely), Kerja CerdAS (work
smart))
Fokus pada kepuasan, kepentingan dan kebutuhan Focus on the satisfaction, interests and
pelanggan requirements of customers
Komitmen penuh untuk senantiasa meningkatkan Full commitment to continuously improve internal
S
kepuasan pelanggan internal dan eksternal and exxternal customers satisfaction
Teguh menerapkan prinsip PEDULI (Pelayanan Persistent in implementing the principle of PEDULI
Satisfaction Prima, Efektif & Efisien, Dedikasi Tinggi, Unggul, (Pelayanan Prima, Efektif & Efisien, Dedikasi Tinggi,
Lingkungan dan Internasional) Unggul, Lingkungan dan Internasional (Excellent
Service, Effective & Efficient, High Dedication,
Excel, Environment and International)
Patuh terhadap kebijakan, peraturan, hukum dan Comply to the applicable policies, regulations,
undang-undang yang berlaku laws and legislation
T
Selaras antara kata dan perbuatan Harmony between words and action
Konsisten dalam penerapan jiwa/karakter Consistent in implementing spirit/character of
Trustworthy Keteladanan, Keberanian, Ketelitian, Kerahasiaan, Exemplary, Courage, Precision, Secrecy, Justice,
Keadilan, Husnuzon (tidak berburuk sangka), No Prejudice, Loyalty and Not Vengeful (K5HLT)
Loyalitas dan Tidak Pendendam (K5HLT)

pengendalian
gratifikasi
Gratuities Control
Dalam rangka meningkatkan Clean Governance serta untuk In order to improve Clean Governance as well as for the
pencegahan dan pemberantasan korupsi di lingkungan prevention and eradication of corruption within the Company,
Perusahaan, Angkasa Pura II menerapkan Program Angkasa Pura II implements Gratuities Control Program (PPG)
Pengendalian Gratifikasi (PPG) bekerjasama dengan Komisi in cooperation with the Corruption Eradication Commission
Pemberantasan Korupsi (KPK), yang ditandai dengan (KPK), which marked by the signing of commitment by the
penandatanganan komitmen oleh Komisaris Utama dan President Commissioner and President Director of Angkasa
Diretur Utama Angkasa Pura II serta Direktur Gratifikasi KPK Pura II as well as KPK Gratuities Director in 2013.
pada tahun 2013.
Sebagai tindak lanjut dari penandatanganan komitmen As a follow up to the signing of such commitment, a Task
tersebut dibentuk Satuan Tugas yang menyusun aturan PPG Force is established to prepare PPG rules and appoint Bureau
dan menunjuk Risk Management & Compliance sebagai of Risk Management and Compliance as a work function/
fungsi/unit kerja yang bertugas mengelola PPG sesuai unit tasked to manage PPG in accordance to the Decree of
Surat Keputusan Direksi Nomor KEP.02.01/00/04/2013/155 the Board of Directors No: KEP.02.01/00/04/2013/155 dated
tanggal 8 April 2013 tentang Penerapan Risk Management April 8th, 2013 on the Implementation of the Bureau of Risk
& Compliance sebagai Unit Pengelola dan Pengendalian Management and Compliance as a Unit of Management and
Gratifikasi. Control of Gratuities.
Untuk penguatan perangkat telah disahkan Pedoman For reinforcement of the instrument, Guidelines for Gratuities
Pengelolaan dan Pengendalian Gratifikasi di Lingkungan Management and Control in Angkasa Pura II through the
Angkasa Pura II melalui Surat Keputusan Bersama Dewan Joint Decree of the Board of Commissioners and Board of
Komisaris dan Direksi Nomor DKOM.036.2/HK.201/AP Directors No: DKOM.036.2/HK.201/AP II-2014 dated January
II-2014 tanggal 22 Januari 2014. KEP.02.03.01/01/2014. 22nd, 2014.KEP.02.03.01/01/2014. Implementation of these
Implementasi Pedoman Pengelolaan dan Pengendalian guidelines is conducted by the entire personnel of Angkasa
Gratifikasi dilaksanakan oleh seluruh Insan Angkasa Pura Pura II. To that end, Angkasa Pura II conducts socialization and
II. Untuk itu, Angkasa Pura II melaksanakan sosialisasi dan internalization to ensure that these guidelines are kpresentn
internalisasi untuk memastikan pedoman tersebut diketahui and exercised by the entire personnel of the Company.
dan dijalankan oleh seluruh Insan Perusahaan. Sosialisasi juga Socialization is also conducted to stakeholders in all Branch
dilakukan kepada para pemangku kepentingan di seluruh Offices by focusing on socialization material to the Gratuities
Kantor Cabang dengan memfokuskan materi sosialisasi Control Program.
kepada Program Pengendalian Gratifikasi.
Sebagai bentuk komitmen Insan Angkasa Pura II untuk As a commitment of Angkasa Pura II personnel to always
selalu mentaati Pedoman Pengelolaan dan Pengendalian obey the Guidelines of Gratuities Management and Control,
Gratifikasi, maka Insan Angkasa Pura II wajib melakukan all personnel of Angkasa Pura II is mandatory to sign the
penandatanganan Pernyataan Komitmen Kepatuhan Statement of Commitment to Compliance Towards the
Terhadap Penghindaran Gratifikasi, Korupsi, Kolusi dan Avoidance of Gratuities, Corruption, Collusion and Nepotism
Nepotisme (KKN), yang diperbaharui setiap tahun. (KKN), which is renewed every year.

sistem
pelaporan pelanggaran
Whistleblowing System
Dalam rangka mencegah praktik penyimpangan dan In order to prevent practices of irregularities and fraudulent
kecurangan serta untuk memperkuat penerapan praktisi as well as to strengthen the implementation of GCG
GCG, Angkasa Pura II menerapkan Sistem Pengaduan practitioners, Angkasa Pura II implements a Whistleblowing
Pelanggaran (Whistleblowing System). Whistleblowing System System. Whistleblowing System is a system that handles
adalah sistem yang mengelola pengaduan/penyingkapan complaints/disclosures regarding unlawful behavior,
mengenai perilaku melawan hukum, perbuatan tidak etis/ unethical/inappropriate actions secretly, anonymous and
tidak semestinya secara rahasia, anonim dan mandiri yang independent used to optimize the participation of Angkasa
digunakan untuk mengoptimalkan peran serta Insan Angkasa Pura II personnel and other parties to disclose violations
Pura II dan pihak lainnya dalam mengungkapkan pelanggaran occurred within the Company.
yang terjadi di lingkungan Perusahaan.
Pedoman Whistleblowing System Whistleblowing System Guidelines
Sebagai penguatan perangkat Whistleblowing System As a reinforcement of Whistleblowing System which in line
yang sejalan dengan komitmen Perusahaan untuk terus with the Companys commitment to continuously improve
menyempurnakan implementasi GCG, Angkasa Pura II GCG implementation, Angkasa Pura II has had Whistleblowing
telah memiliki Pedoman Whistleblowing System yang System Guidelines which has been ratified through the
telah disahkan Pedoman Sistem Pengaduan Pelanggaran Joint Decree of the Board of Commissioners and Board of
(Whistleblowing System) di Lingkungan Angkasa Pura II Directors No: DKOM.036.3/HK.201/AP II-2014 dated January
melalui Surat Keputusan Bersama Dewan Komisaris dan 22nd, 2014.KEP.02.03.01/01/2014.2.
Direksi Nomor DKOM.036.3/HK.201/AP II-2014 tanggal 22
Januari 2014.KEP.02.03.01/01/2014.2.
Pengelola Whistleblowing System Whistleblowing System Administrator
Pelaporan pelanggaran ditujukan melalui suatu mekanisme Violations reporting is addressed through a standard
baku dan dikelola secara profesional oleh Unit Internal mechanism and managed professionally by the Internal Audit
Auditor sebagai Unit Pengelola Sistem Pengaduan Unit as the Whistleblowing System (WBS) Administrator in
Pelanggaran (WBS) sesuai Surat Keputusan Direksi Nomor accordance with the Decree of the Board of Directors No:
KEP.02.03/00/01/2014/082 tanggal 22 Januari 2014. KEP.02.03/00/01/2014/082 dated January 22nd, 2014.
Ruang Lingkup Pengaduan Reporting Scope
Ruang lingkup pengaduan yang dapat disampaikan pada Scope of reporting which can be submitted to the
Whistleblowing System meliputi hal-hal sebagai berikut: Whistleblowing System consists of matters as follows:
1. Penyimpangan dari peraturan dan perundangan yang 1. Irregularities from the applicable rules and regulations.
berlaku 2. Misuse of position for other interests outside the Company.
2. Penyalahgunaan jabatan untuk kepentingan lain di luar 3. Extortion
Perusahaan 4. Deception
3. Pemerasan 5. Conflict of Interest
4. Perbuatan curang 6. Gratuities
5. Benturan kepentingan
6. Gratifikasi
Perlindungan Terhadap Pelapor Whistleblower Protection
Angkasa Pura II memberikan perlindungan terhadap pelapor Angkasa Pura II provides protection to whistleblowers who
yang melaporkan dugaan pelanggaran melalui mekanisme report suspected violations through the Whistleblowing
Whistleblowing System. Kebijakan perlindungan terhadap System mechanism. Whistleblowers protection policy is as
pelapor, yaitu sebagai berikut: follows:
1. Identitas Pelapor dijamin kerahasiaannya oleh Perusahaan 1. Confidentiality of the Whistleblowers identity is guaranteed
2. Perusahaan menjamin perlindungan terhadap Pelapor by the Company.
dari segala bentuk ancaman, intimidasi ataupun tindakan 2. The Company guarantees protection against the
tidak menyenangkan dari pihak manapun selama Pelapor Whistleblowers from all forms of threats, intimidation

menjaga kerahasiaan pelanggaran yang diadukan kepada or disagreeable actions of any party as long as the
pihak manapun. Whistleblowers keep the confidentiality of reporting
3. Perlindungan terhadap Pelapor juga berlaku bagi para submitted to any party.
pihak yang melaksanakan Investigasi maupun pihak-pihak 3. Protection against the Whistleblowers also applies for
yang memberikan informasi terkait dengan Pengaduan/ parties who carry out Investigation or parties who provide
Penyingkapan tersebut. information related to such Complains/Disclosure.
Selain perlindungan diatas, Angkasa Pura II juga akan In addition to the above protection, Angkasa Pura II will also
menyediakan perlindungan hukum. Diharapkan, dengan provide legal protection. Hopefully, with this protection
adanya jaminan perlindungan ini, akan mendorong setiap guarantee, it could encourage every personnel of the
Insan Perusahaan dan Pelapor lainnya untuk berani Company and other Whistleblowers courageous in reporting
melaporkan pelanggaran dan menjamin keamanan Pelapor any violations and ensure the security of the Whistleblowers
dan keluarganya. and their family.
Media Pelaporan Reporting Media
Media Pelaporan yang disediakan oleh Angkasa Pura II Reporting media provided by Angkasa Pura II consists of
meliputi berbagai media sebagai berikut: various media as follows
1. Telepon : 021-5505042 1. Phone : 021-5505042
2. Fax : 021-5501536 2. Fax : 021-5501536
3. Website : www.angkasapura2.co.id 3. Website : www.angkasapura2.co.id
4. Email : spi.wbs@angkasapura2.co.id 4. Email : spi.wbs@angkasapura2.co.id
Selain itu, dapat juga disampaikan melalui amplop tertutup In addition, it can also be delivered by sealed envelope by
dengan memberi kode WBS pada bagian kanan atas amplop giving WBS code on the top right of the envelope, addressed
tersebut, yang ditujukan kepada President Director atau Head to the President Director or the Head of SPI at the address:
of Internal Auditor dengan alamat:
PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero)

Kantor Pusat - Gedung 600 Head Office - Building 600
Bandar Udara Internasional Soekarno-Hatta Soekarno-Hatta International Airport
Kotak Pos 1001 19120 PO Box 1001 - 19120
Tangerang Tangerang
Mekanisme Pengaduan Reporting Mechanism
Mekanisme pengaduan dilaksanakan sebagai berikut: Reporting mechanism is conducted as follows:

1. Pelapor menyampaikan laporan melalui berbagai media 1. Whistleblower submits a report through various media
yang disediakan disertai dengan identitas diri yang provided accompanied with personal identity, at least
sekurang-kurangnya memuat nama/alamat/Nomor containing name/address/telephone number/handphone/
telepon/handphone/faksimili/email dan fotokopi identitas fax/email and a copy of personal identity.
diri.
2. Menyertakan dokumen pendukung seperti: dokumen 2. Include supporting documents such as: documents
yang berkaitan dengan transaksi yang dilakukan dan/atau relating to transactions carried out and/or complaints of
pengaduan pelanggaran yang disampaikan. violations submitted.
3. Pengaduan pelanggaran secara tertulis tanpa identitas 3. Complaints of violations in writing without identity
(anonim) dapat dilakukan, namun wajib dilengkapi (anonymous) can be conducted, but must be accompanied
dengan fotokopi/salinan dokumen yang berkaitan dengan with a copy of documents relating to transactions carried
transaksi yang dilakukan dan/atau Pengaduan Pelanggaran out and/or Complaints of Violations that will be delivered.
yang akan disampaikan.
4. President Director/Head of Internal Auditor/Komisaris 4. President Director/Head of SPI/President Commissioner
Utama yang menerima pengaduan, mencatat dan who receives the complaint, record and poured it in a
menuangkan dalam format standar. standard format.

5. Pengaduan yang disampaikan tanpa identitas (anonim) 5. Complaints submitted without identity (anonymous) will
tetap diproses, namun demikian dipertimbangkan still be processed, however, firstly consider the contents
terlebih dahulu kesungguhan isi laporan, kredibilitas dan of the report seriousness, credibility and evidences
bukti-bukti yang diajukan serta kemungkinan melakukan submitted and the possibility to confirm the complaint.
konfirmasi pengaduan.
Utama melakukan penyaringan terhadap laporan tersebut, filters the report, whether there is an Early Indications.
apakah terdapat Indikasi Awal. Bila YA makan laporan If YES, the report will be forwarded to the Violation
akan diteruskan kepada Tim Pengaduan Pelanggaran, Complaints Team, if NOT, the Violation Reporting System
jika TIDAK, maka proses Sistem Pengaduan Pelanggaran process is completed.
selesai.
Utama melakukan investigasi awal selama 14 hari kerja dan conducts a preliminary investigation for 14 business days
membuat ringkasannya. and makes a summary.
8. Berdasarkan hasil tersebut, President Director atau 8. Based on these results, the President Director or President
Komisaris Utama memutuskan tindak lanjut: Commissioner decides the follow-up:
a. Dihentikan, jika tidak memenuhi persyaratan Indikasi a. Terminated, if it does not meet the requirements of
Awal Early Indicators.
b. Bekerjasama dengan External Investigator untuk b. Cooperate with External Investigator to conduct further
melakukan investigasi lanjutan jika substansi investigations if the substance of the complaint is related
pengaduan terkait dengan Direksi, Dewan Komisaris to the Board of Directors, Board of Commissioners and
dan Karyawan satu tingkat di bawah Direksi atau citra/ Employees at one level below the Board of Directors or
reputasi Perusahaan dan/atau menimbulkan kerugian the Companys image/reputation and/or caused large
besar dan/atau belum pernah ditindaklanjuti oleh losses and/or has not been followed-up by SPI.
Internal Auditor. c. Cooperate with other related functions or conducted
c. Bekerjasama dengan fungsi terkait lainnya atau by the Investigation Team in accordance with the
dilakukan oleh Tim Investigasi sesuai dengan substansi substance of the complaint/disclosure.
pengaduan/penyingkapan.
9. Laporan Hasil Investigasi Internal maupun External 9. Report of the Internal and External Investigation is
diselesaikan dalam waktu selambatnya 90 Hari Kerja sejak completed no later than 90 Business Days after the
keputusan untuk melakukan investigasi diterima dari/oleh decision to conduct an investigation is received from/
Tim Investigasi dan kemudian dipresentasikan oleh Tim by the Investigation Team and then presented by the
Investigasi kepada President Director/Komisaris Utama. Investigation Team to the President Director/President
Commissioner.
10. Berdasarkan hasil laporan tersebut, maka akan diambil 10. Based on the report, a decision will be taken with respect
keputusan terkait dengan hal tersebut. to such matters.
Sosialisasi dan Evaluasi Whistleblowing System Socialization and Evaluation of Whistleblowing System
Angkasa Pura II melaksanakan sosialisasi Whistleblowing Angkasa Pura II conducts socialization of Whistleblowing
System secara berkelanjutan kepada seluruh Insan Perusahaan System on an ongoing basis to the entire personnel of
dan secara berkala akan melaksanakan pemutakhiran dan the Company and will carry out periodic updates and
penyempurnaan dalam rangka perbaikan berkelanjutan sesuai improvements within the framework of continuous
dengan perkembangan bisnis Perusahaan. Sosialisasi ini improvement in accordance with the Companys business
dilaksanakan bersamaan dengan sosialisasi penerapan GCG, development. The socialization is conducted together
publikasi melalui intranet dan media komunikasi lainnya. with the socialization of GCG implementation, publication
through intranet and other communiation media.

praktik bad corporate
governance
Bad Corporate Governance Practices
Mengacu pada Kriteria Annual Report Award (ARA) 2015, Referring to the 2015 Annual Report Award (ARA) Criteria,
indikator mengenai praktik Bad Corporate Governance indicators for Bad Corporate Governance Practices as
sebagai berikut: follows:
1. Adanya laporan sebagai perusahaan yang mencemari 1. The existence of report stating that the Company has
lingkungan. polluted the environment.
2. Perkara penting yang sedang dihadapi oleh perusahaan, 2. Legal proceedings faced by the Company, subsidiaries,
entitas anak, anggota Direksi dan/atau anggota Dewan active members of the Board of Directors and/or Board
Komisaris yang sedang menjabat yang tidak diungkapkan of Commissioners members undisclosed in the Annual
dalam Laporan Tahunan. Report.
3. Ketidakpatuhan dalam pemenuhan kewajiban perpajakan. 3. Non-compliance in the fulfillment of tax obligations.
4. Ketidaksesuaian penyajian laporan keuangan dengan SAK. 4. Incompatibility in the presentation of financial statements
with Financial Accounting Standards
Dari keseluruhan kriteria praktik Bad Corporate Governance, From the overall criteria of Bad Corporate Governance
tidak terdapat satupun yang terdapat pada Angkasa Pura II. practices, none of them are found in Angkasa Pura II.

422
beyond
challenge
tanggung jawab
sosial dan lingkungan
423
tanggung jawab sosial
perusahaan
Sesuai misi Perusahaan, Angkasa Pura II

senantiasa berkomitmen untuk memberikan
pelayanan yang terbaik dan perlindungan
kepada pelanggan sebagai pengguna jasa
bandara, meningkatkan kesejahteraan
karyawan dan keluarganya serta meningkatkan
kepedulian sosial terhadap masyarakat umum
dan lingkungan sekitar bandara melalui program
Corporate Social Responsibility (CSR) yang
sesuai dengan prinsip tata kelola Angkasa Pura II
yang berkelanjutan.
In accordance to the Companys mission, Angkasa Pura II is always

committed to provide the best service and protection to customers
as airport services users, improve the welfare of employees and
their families as well as to increase social awareness towards public
community and environment around the airport through Corporate
Social Responsibility (CSR) programs in accordance with the
sustainable governance principles of Angkasa Pura II.

Dalam rangka mendukung peran Perusahaan dalam In order to support the Companys role in sustainable
pembangunan yang berkelanjutan (sustainable development), development, in addition to make a profit (profit), Angkasa
selain mencetak laba (profit), Angkasa Pura II berkomitmen Pura II is committed to be actively involved in meeting the
untuk terlibat aktif dalam pemenuhan kesejahteraan community welfare (people) and contribute in preserving
masyarakat (people) dan berkontribusi menjaga kelestarian the environment (planet) through the Corporate Social
lingkungan (planet) melalui program Tanggung Jawab Sosial Responsibility (CSR) programs that are integrated with the
Perusahaan (Corporate Social Responsibility/CSR)) yang good corporate governance principles. Commitment of
terintegrasi dengan prinsip-prinsip tata kelola perusahaan Angkasa Pura II is in line and refers to the governments
yang baik. Komitmen Angkasa Pura II tersebut sejalan dan provisions related to corporate social responsibility, among
mengacu pada ketentuan pemerintah terkait tanggung jawab others:
sosial perusahaan, antara lain:
1. Undang-Undang Nomor 40 Tahun 2007 tentang 1. Law No. 40 Year 2007 on Limited Liability Companies.
Perseroan Terbatas. 2. Law No. 19 Year 2003 Article 88 on State-Owned
2. Undang-Undang Nomor 19 Tahun 2003 Pasal 88 tentang Enterprises.
Badan Usaha Milik Negara. 3. Government Regulation No. 47 Year 2012 on Social
3. Peraturan Pemerintan Nomor 47 Tahun 2012 tentang and Environmental Responsibilities of Limited Liability
Tanggung Jawab Sosial dan Lingkungan Perseroan Companies.
Terbatas. 4. Regulation of the State Minister of SOEs No.PER-05/
4. Peraturan Menteri Negara BUMN No.PER-05/MBU/2007 MBU/2007 on the SOEs Partnership Program With Small
tentang Program Kemitraan Badan Usaha Milik Negara Business and the Community Development Program.
dengan Usaha Kecil dan Progam Bina Lingkungan. 5. Regulation of the State Minister of SOEs No: PER-08/
5. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013 MBU/2013 dated September 10th, 2013 about the Fourth
tanggal 10 September 2013 tentang Perubahan Keempat Amendment on Regulation of the SOEs State Minister No:
atas Peraturan Menteri Negara Badan Usaha Milik Negara PER-05/MBU/2007 about the SOEs Partnership Program
No.PER-05/MBU/2007 tentang Program Kemitraan With Small Business and the Community Development
Badan Usaha Milik Negara dengan Usaha Kecil dan Program.
Program-program Bina Lingkungan.
Angkasa Pura II menyakini implementasi CSR dalam jangka Angkasa Pura II believes that CSR implementation in the long
panjang akan memberikan banyak manfaat bagi Angkasa Pura run will provide many benefits for Angkasa Pura II, especially
II, terutama pada aspek tumbuhnya kepercayaan, terciptanya in the aspects of confidence growth, the creation of harmony
keharmonisan dan meningkatkan reputasi yang pada and improved reputation, which in turn has implications for
akhirnya memiliki implikasi pada penciptaan nilai tambah the creation of added value that encourages the smoothness,
yang mendorong kelancaran kestabilan dan pertumbuhan stability and growth of the Companys business.
usaha Perusahaan.
Secara keseluruhan, kegiatan CSR Angkasa Pura II yang In overall, the CSR activities of Angkasa Pura II which
dilaksanakan sepanjang tahun 2015, mencakup: program yang performed during 2015, include: programs related to
terkait dengan tanggung jawab kepada pelanggan; program responsibility to the customer; programs in the fields of
di bidang ketenagakerjaan, kesehatan dan keselamatan kerja; employment, occupational health and safety; social and
program pengembangan sosial dan kemasyarakatan; dan community development programs; and the program of
program pengelolaan dan pelestarian lingkungan hidup. environmental management and conservation.
Sesuai dengan ketentuan Otoritas Jasa Keuangan (OJK) In accordance with the provisions of the Financial Services
melalui Surat Keputusan Ketua Bapepam-LK Nomor Kep-431/ Authority (FSA) by the Decree of the Chairman of Bapepam-
BL/2012 tanggal 1 Agustus 2012 tentang Penyampaian Laporan LK No. KEP-431/BL/2012 dated August 1st, 2012 on the
Tahunan Emiten atau Perusahaan Publik, setiap tahun Angkasa Submission of Annual Report of Listed or Public Companies,
Pura II telah menyusun Laporan Keberlanjutan yang memuat each year, Angkasa Pura II has prepared a Sustainability
secara lengkap informasi kegiatan CSR yang dilaksanakan Report which contains a comprehensive information of CSR
oleh Perusahaan. Laporan yang dibuat dengan menggunakan activities undertaken by the Company. Reports are made
standar internasional yang dikeluarkan oleh Global Reporting using international standards issued by the Global Reporting
Initiative (GRI) tersebut, merupakan laporan tersendiri tetapi Initiative (GRI) in a separate report but it is an integral part of
merupakan bagian yang tak terpisahkan dari Laporan Tahunan. the Annual Report.

tanggung jawab sosial perusahaan
terhadap lingkungan hidup
Corporate Social Responsibility Towards Environment
Angkasa Pura II berkomitmen untuk menjalankan Angkasa Pura II is committed to conduct corporate social
tanggung jawab sosial Perusahaan terhadap lingkungan responsibility towards environment in order to reduce the
hidup dalam rangka mengurangi dampak lingkungan dari environmental impacts from the Companys activities and
kegiatan Perusahaan maupun kegiatan manusia pada human activities in general. Commitment of Angkasa Pura II
umumnya. Komitmen Angkasa Pura II untuk tetap menjaga to keep and maintain as well as preserving the environment
dan mempertahankan sekaligus pelestarian lingkungan has been set forth in the Companys Regulation No. 38 on
telah dituangkan dalam Peraturan Perusahaan Nomor Eco-Airport Master Plan of PT Angkasa Pura II (Persero)
38 Tentang Master Plan Eco-Airport PT Angkasa Pura II stipulated in the Decree of the Board of Directors No:
(Persero) yang ditetapkan dalam Keputusan Direksi Nomor: KEP.02.04/10/2012. Objectives and initiatives from the Eco-
KEP.02.04/10/2012. Tujuan dan inisiatif dari Master Plan Eco- Airport Master Plan are to protect the environment from the
Airport adalah untuk melindungi lingkungan dari pengaruh effect of significant impact from operations as well as airport
dampak penting pengoperasian serta pengembangan bandar development based on the framework of environmental
udara yang didasarkan pada kerangka pengelolaan lingkungan management at airports and surrounding areas.
di bandar udara dan sekitarnya.
Pembahasan mendalam mengenai kinerja tanggung jawab In-depth discussion on the social responsibility performance
sosial Angkasa Pura II dalam aspek lingkungan hidup dapat of Angkasa Pura II in the aspects of environment can be seen
dilihat dalam Laporan Keberlanjutan Tahun 2015 Angkasa in the 2015 Sustainability Report of Angkasa Pura II.
Pura II.
Penggunaan Energi Ramah Lingkungan Use of Environmentally Friendly Energy
Angkasa Pura II dalam menjalankan operasional usaha jasa Angkasa Pura II in running its airport services business
kebandarudaraan tidak menggunakan material dan energi operations does not use direct material and energy, but using
langsung, namun menggunakan energi tidak langsung berupa indirect energy in the form of electrical energy supplied
energi listrik yang dipasok oleh PT PLN (Persero). Salah satu by PT PLN (Persero). One manifestation of concern for
wujud kepedulian terhadap energi ramah lingkungan melalui environmentally friendly energy through energy saving
upaya penghematan energi yaitu pemasangan Taxiway Light measures is the installation of taxiway light at Soekarno-Hatta
di Bandara Soekarno-Hatta sudah menggunakan lampu jenis Airport that is already using LED type lights that are more
LED yang lebih hemat energi. energy efficient.
Lebih lanjut, sebagai bentuk tanggung jawab sosial Perusahaan Furthermore, as a form of corporate social responsibility
terhadap lingkungan hidup, Angkasa Pura II telah melakukan towards the environment, Angkasa Pura II has made efforts
upaya untuk mengembangkan konsep bandar udara yang to develop the concept of airports that support the nature
mendukung pelestarian alam dan ramah lingkungan, antara conservation and environmentally friendly, among others:
lain:
1. Konsep Airport Garden dan Eco Airport 1. Airport Garden and Eco Airport Concept
Pengembangan bandar udara yang dimiliki Angkasa Pura Development of airports owned by Angkasa Pura II
II telah menggunakan konsep airport garden dengan has adopted the airport garden concept by providing
memberikan ruang/daerah resapan air dan tataruang water infiltration room/area and airport with garden
bandara bernuansa taman. atmospheres.
2. Desain Bangunan Ramah Lingkungan 2. Environmentally Friendly Building Design
Desain bangunan bandar udara dengan tema ramah Environmentally friendly airport building design has been
lingkungan telah diterapkan di beberapa bandar udara adopted in several airports among others the Kualanamu
antara lain Bandar Udara Kualanamu dan pengembangan Airport and the development of Soekarno-Hatta Airport.
Bandar Udara Soekarno-Hatta. Spesifikasi yang diterapkan Implemented specification among others:
antara lain: Modern style rooftop with the use of external beam
Atap bangunan bergaya modern dengan pemanfaatan for illumination during the day, so there is a saving of
sinar dari luar untuk penerangan siang hari, sehingga electrical energy.
terdapat penghematan energi listrik. Transparent building glass wall to allow sunlight enters
Dinding kaca bangunan yang transparan sehingga the building.
memungkinkan cahaya masuk kedalam bangunan.

3. Pengelolaan Limbah/Sampah Air (Cair) 3. Water (Liquid) Waste/Trash Management

Sistem water treatment sehingga air dapat dikembalikan Water treatment system so that the water can be safely
ke alam dengan aman sebagai penyiraman tanaman dan returned to nature as watering of plants or airport gardens.
taman bandara. 4. Solid Waste/Trash Management
4. Pengelolaan Limbah/Sampah Padat Solid waste management through a combustion process
Pengelolaan Limbah padat melalui proses pembakaran to eliminate epidemic disease from other regions,
untuk menghilangkan endemi penyakit dari daerah lain, escpecially from outside the country.
khususnya dari luar negeri.
Sistem Pengelolaan Limbah Waste Management System
Dalam rangka mewujudkan bandar udara yang bersih dan In order to realize a clean and healthy airport, requires an
sehat, diperlukan suatu pengelolaan limbah padat/sampah integrated management of solid waste/trash as well as B3 waste
serta limbah B3 secara terpadu dan terintegrasi dengan baik and well integrated so as not to cause negative impacts such
sehingga tidak menimbulkan dampak negatif seperti bau, as odors, disease, soiled, and other impacts. Commitment to
penyakit, kotor, dan dampak lainnya. Komitmen terhadap the environment conservation is strengthened by the Decree
pelestarian lingkungan tersebut diperkuat dengan keputusan of the Board of Directors of PT Angkasa Pura II (Persero) No:
Direksi PT Angkasa Pura II (Persero) Nomor: KEP.14.11/04/2014 KEP.14.11/04/2014 on Management of Solid Waste/Trash as
tentang Pengelolaan Limbah Padat/Sampah serta Limbah well as B3 Waste at the Airport of PT Angkasa Pura II (Persero).
Bahan Berbahaya dan Beracun (B3) di Bandar Udara PT
Salah satu komponen lingkungan yang menjadi perhatian One of the environmental components of concern in realizing
dalam mewujudkan eco airport adalah pengelolaan limbah eco airport is the management of solid waste including
padat termasuk di dalamnya limbah Bahan Berbahaya dan hazardous and toxic waste (B3 waste). Solid waste/trash is
Beracun (limbah B3). Limbah padat/sampah merupakan one of the impacts of airport operations. Waste generated by
salah satu dampak pengoperasian bandar udara. Sampah airports is categorized as a kind of household garbage in the
yang dihasilkan bandar udara dikategorikan sebagai sampah special zones.
sejenis rumah tangga dalam kawasan khusus.
Berikut tahapan Pengelolaan Limbah Bandar Udara: Following is Airport Waste ManagementBerikut tahapan
Pengelolaan Limbah Bandar Udara:
1. Tahap 1 Pemilahan 1. Stage 1 Sorting

Melakukan pemilahan paling sedikit terhadap 5 (lima) Perform sorting at least to 5 (five) type of trashes, among
jenis sampah antara lain sampah mengandung Bahan others: trash containing B3 and B3 waste, biodegradable
Berbahaya dan Beracun (B3) serta limbah B3, sampah trash, reusable trash, recycleable trash, and other type of
mudah terurai, sampah yang dapat digunakan kembali, trash.
sampah yang dapat didaur ulang, dan sampah lainnya. 2. Stage 2 Collection
2. Tahap 2 Pengumpulan Provide Trash Bin (TPS - Tempat Pembuangan Sampah), 3R
Menyediakan TPS, TPS 3R (Reduce, Reuse, Recycle), dan TPS (Reduce, Reuse, Recycle), and provide trash collection
menyediakan alat pengumpul untuk sampah terpilah. tools for sorted trash
3. Tahap 3 Pengangkutan 3. Stage 3 Delivery
Pengangkutan sampah dari TPS atau TPS 3R ke Tempat Trash delivery from TPS or 3R TPS to the Final Processing
Pemrosesan Akhir (TPA). Point (TPA - Tempat Pemrosesan Akhir).
4. Tahap 4 Pengolahan 4. Stage 4 Processing
Pengolahan berupa pemadatan sampah, pengomposan The processing shall be in the form of: trash compacting,
sampah, pendaurulangan materi sampah, mengubah composing trash, recycling trash materials, converting
sampah menjadi energi. trash into energy.
5. Tahap 5 Hasil Akhir 5. Stage 5 End Result
Limbah/Sampah Bandar Udara dikelompokkan dalam 4 Airport Waste/Trash is grouped into 4 (four) categories,
(empat) kategori antara lain: among others:
a. Limbah/Sampah Landside (Terminal, Kargo, a. Landside Waste/Trash (Terminal, Cargo, Office,

Perkantoran, Landscape, Parkir) Landscape, Parking)
b. Limbah/Sampah Proyek Pengembangan Bandar udara b. Airport Development Project Waste/Trash
c. Limbah/Sampah Airside (Pesawat, Landscape) c. Airside Waste/Trash (Airplane, Landscape)
d. Limbah/Sampah B3 (Limbah Airside, Limbah Landside, d. B3 Waste/Trash (Airside Waste, Landside Waste,
Kendaraan, Genset) Vehicles, Power Generator)
Skema Pengelolaan Limbah/Sampah Landside Bandar Udara Airport Landside Waste/Trash Management Scheme
Skema Pengelolaan Limbah/Sampah Airside Bandar Udara Airport Airside Waste/Trash Management Scheme

Skema Pengelolaan Limbah/Sampah Bahan Berbahaya dan Airport Hazardous and Toxic Waste/Trash Management (B3)
Beracun (B3) Bandar Udara Scheme
Skema Pengelolaan Limbah/Sampah Proyek Pengembangan Waste/Trash Management Scheme of Airport Development
Bandar Udara Project
Skema pengelolaan limbah/sampah proyek pengembangan Waste/trash management scheme of airport development
bandar udara sama dan sesuai dengan skema pengelolaan project similar and align with the waste management scheme
limbah/sampah landside bandar udara. of airport landside.
Pengurangan Emisi Gas Rumah Kaca Greenhouse Gas Emissions Reduction
Angkasa Pura II terus mendukung upaya Pemerintah dalam Angkasa Pura II continues to support the Governments efforts
program mitigasi emisi Gas Rumah Kaca (GRK). Upaya dan in the mitigation program of Greenhouse Gas emissions.
inisitif pengurangan energi yang dilaksanakan oleh Angkasa Energy reduction efforts and initiatives undertaken by
Pura II, yakni melalui pengurangan emisi dari kegiatan operasi Angkasa Pura II, namely through the reduction of emissions
dengan melakukan penghematan energi dan pengurangan from operating activities by conducting energy saving and
emisi secara alami dengan merealisasikan program reducing emissions naturally by the realization of tree planting
penanaman pohon di dalam maupun di luar daerah operasi program inside and outside the Companys operating areas
Perusahaan dengan tanaman yang mampu menyerap CO2. with plants that could absorb CO2.
Sertifikasi di Bidang Lingkungan Hidup Certifications in the Environmental Field
Bandar udara yang berada di lingkungan Angkasa Pura II Airport which is located in the environment of Angkasa Pura
dilengkapi dengan Dokumen Lingkungan Hidup (Amdal) II is equipped with Environmental Documents as guideline
sebagai pedoman dalam mengelola lingkungan hidup terkait in managing the environment related to the development
dengan pengembangan dan operasional bandar udara. and operations of airport. Monitoring of environmental
Pemantauan hasil pengelolaan lingkungan di setiap bandar management results at each airport is reported in the form of
udara dilaporkan dalam bentuk laporan RKL/RPL kepada RKL/RPL Report to local environmental agency, the Ministry
badan lingkungan hidup setempat, Kementerian Lingkungan of Environment, and the Ministry of Transportation.
Hidup, dan Kementerian Perhubungan.

tanggung jawab sosial perusahaan
terhadap ketenagakerjaan, kesehatan,
dan keselamatan kerja
Corporate Social Responsibility Towards Employment,Occupational Health and Safety
Secara internal, Angkasa Pura II bertanggung jawab terhadap Internally, Angkasa Pura II is responsible for occupational
kesehatan dan keselamatan kerja serta kesejahteraan setiap health and safety as well as the welfare of each employee.
karyawannya. Berbagai program kesehatan dan keselamatan, Various health and safety programs, programs to improve
program peningkatan kualitas dan profesionalisme, evaluasi quality and professionalism, performance evaluation, and
kinerja, serta program kesejahteraan dilakukan oleh Angkasa welfare programs are conducted by Angkasa Pura II on a
Pura II secara rutin sebagaimana di tahun-tahun sebelumnya. regular basis as in the previous years. In-depth discussion
Pembahasan mendalam mengenai program tanggung about the social reponsibility program of Angkasa Pura II in
jawab sosial Angkasa Pura II dalam aspek ketenagakerjaan, the aspects of employment, occupational health and safety
kesehatan dan keselamatan kerja dapat dilihat di Bagian can be found the HR Report Section in this Annual Report.
Laporan SDM pada Laporan Tahunan Ini.
Undang-Undang Nomor 13 Tahun 2003 tentang Law No. 13 Year 2003 on Employment, Law No. 2 Year 2004
Ketenagakerjaan, Undang-Undang Nomor 2 Tahun 2004 on Settlement of Industrial Relations Disputes, Law No. 1
tentang Penyelesaian Perselisihan Hubungan Industrial, Year 1970 on Occupational Safety and Collective Labor
Undang-Undang Nomor 1 Tahun 1970 tentang Keselamatan Agreement (CLA) between the Management and the Labor
Kerja serta Perjanjian Kerja Bersama (PKB) antara manajemen Union, becomes the reference of all employment policies to
dan serikat karyawan, menjadi acuan seluruh kebijakan ensure compliance with applicable laws and minimize the
ketenagakerjaan untuk memastikan kepatuhan terhadap occurrence of violations of human rights in the employment
perundang-undangan yang berlaku dan meminimalkan relationship.
terjadinya pelanggaran terhadap hak asasi manusia dalam
hubungan kerja.
Hubungan Industrial Industrial Relations
Angkasa Pura II berupaya memastikan terjalinnya hubungan Angkasa Pura II seeks to ensure relations of mutual respect
yang saling menghormati dan mampu menciptakan and capable of creatting a balance between the fulfillment
keseimbangan antara pemenuhan hak dan pelaksanaan of rights and implementation of obligations, through
kewajiban, melalui komunikasi intensif dan keterlibatan intensive communication and involvement between Angkasa
antara Angkasa Pura II dan karyawan dalam mencapai target Pura II and employees in achieving the Companys targets.
Perusahaan. Oleh karena itu, Angkasa Pura II mendukung Therefore, Angkasa Pura II supports the activities of Labor
aktivitas Serikat Pekerja Angkasa Pura II (Sekarpura II) atau Union of Angkasa Pura II (Sekarpura II) or abbreviated
disingkat SEKARPURA yang beranggotakan sekitar 82% SEKARPURA comprising approximately 82% of employees.
karyawan. Hubungan konstruktif yang saling menghormati Constructive relationship of mutual respect is manifested in
tersebut dimanifestasikan dalam bentuk butir-butir the form of points of agreement and rules as stated in the
kesepakatan dan aturan sebagaimana tercantum pada Collective Labor Agreement (CLA), which is reviewed and
Perjanjian Kerja Bersama (PKB), yang ditinjau dan diperbaharui updated on a regular basis and signed by the Management
secara berkala serta ditandatangani oleh Manajemen dan and SEKARPURA.
SEKARPURA.
Angkasa Pura II mendayagunakan hubungan konstruktif Angkasa Pura II utilizes constructive relationship with
dengan SEKARPURA dengan menyelenggarakan pertemuan SEKARPURA by holding regular meetings in order to socialize
berkala guna mensosialisasikan kebijakan dan program the policies and programs of management as well as to the
Manajemen serta untuk penyelesaian permasalahan settlement of industrial relations issues and settlement of
hubungan industrial maupun penyelesaian keluhan karyawan. employees complaints.
Kesetaraan Gender dan Kesempatan Kerja Equality of Gender and Work Opportunity
Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi In principle, Angkasa Pura II does not implement gender
gender dalam hal manajemen sumber daya manusia. Hal ini discrimination in terms of human resources management.
berlaku dari proses rekrutmen dan pengembangan hingga This applies from the process of recruitment and development
berakhirnya masa jabatan seseorang. Meski demikian, jumlah until after the expiration of ones tenure. However, the
karyawan laki-laki di Angkasa Pura II jauh lebih besar dari number of male employees in Angkasa Pura II is much larger

jumlah karyawan perempuan. Pada tahun 2015, jumlah than the number of female employees. In 2015, the number
karyawan Angkasa Pura II mencapai 5.546 orang, yang terdiri of Angkasa Pura II employees reached 5,546 people, consists
dari 4.483 orang karyawan laki-laki dan 1.063 orang karyawan of 4,483 male employees and 1,063 female employees. With
perempuan. Dengan jumlah tersebut, maka komposisi karyawan this amount, the composition of female employees in 2015
perempuan tahun 2015 hanya 23,7% dari total karyawan. only 23.7% of total employees.

Jumlah Karyawan Angkasa Pura II Tahun 2015 Berdasarkan Total Employees of Angkasa Pura II in 2015 Based on Gender
Jenis Kelamin
Jenis Kelamin Gender Jumlah Karyawan Total Employees
Laki-Laki Male 4.483
Perempuan Female 1.063
Total 5.546
Rekrutmen dan Perputaran (Turnover) Karyawan Employee Recruitment and Turnover
Angkasa Pura II menerapkan asas kesamaan kesempatan Angkasa Pura II applies the principle of equal opportunity
dalam proses rekrutmen. Oleh karenanya rekrutmen in the recruitment process. Therefore, the recruitment of
karyawan Angkasa Pura II pada dasarnya dilakukan secara Angkasa Pura II employees were generally open to anyone.
terbuka bagi siapapun. Untuk mendapatkan calon karyawan To get qualified candidates as well as the best talent to fill
yang berkualitas serta bertalenta terbaik untuk mengisi certain positions. Angkasa Pura II applies several recruitment
posisi tertentu, Angkasa Pura II menerapkan beberapa pola patterns, as follows:
rekrutmen, sebagai berikut: a. Internal Recruitment
a. Rekrutmen internal Internal recruitment is conducted by optimizing the
Rekrutmen internal dilakukan dengan mengoptimalkan resources that have been owned as a form of accelerating
sumber daya yang telah dimiliki sebagai bentuk percepatan the movement of employees career.
pergerakan karir karyawan. b. External Recruitment
b. Rekrutmen eksternal, External recruitment is focused on the recruitment
Rekrutmen eksternal difokuskan pada perekrutan of higher educated employees and employees with
karyawan berpendidikan yang lebih tinggi dan karyawan competence which yet owned by Angkasa Pura II.
dengan kompetensi yang belum dimiliki Angkasa Pura II.
Pengembangan Kompetensi Karyawan Employee Competence Development
Angkasa Pura II merealisasikan program pengembangan Angkasa Pura II realize competence development program
kompetensi dengan kesempatan yang terbuka bagi seluruh with open opportunities for all employees that are managed
karyawan yang dikelola melalui Unit Pendidikan dan through the Education and Training Unit. Strengthening of
Pelatihan. Penguatan kompetensi SDM dilakukan dengan HR competence can be accomplished through education
kegiatan Pelatihan dan Pendidikan (Diklat) yang bersifat and training activities which is a change of competence
perubahan kompetensi dan pengembangan kompetensi, and competence development, both directly and indirectly
baik yang terkait langsung maupun tidak langsung terhadap related to the business strategy and operations. Training
strategi bisnis dan operasional. Pelatihan untuk perubahan for competence changes aims to prepare employees
kompetensi bertujuan untuk menyiapkan kompetensi competence to be able to address changes. Meanwhile,
karyawan agar mampu menyikapi perubahan. Sementara itu, training for competence development aims to prepare
pelatihan untuk pengembangan kompetensi bertujuan untuk employees with specific competence to support the business
menyiapkan karyawan dengan kompetensi tertentu guna portfolio of Angkasa Pura II.
mendukung portofolio bisnis Angkasa Pura II.
Peningkatan Kesejahteraan Karyawan Employee Welfare Improvement
Angkasa Pura II senantiasa berupaya terus meningkatkan Angkasa Pura strives continuously to improve the welfare of
kesejahteraan karyawan guna meningkatkan motivasi kinerja employees in order to improve the performance motivation

dan loyalitas karyawan terhadap Perusahaan. Angkasa Pura and employee loyalty to the Company. Angkasa Pura II
II memberikan remunerasi kepada para karyawannya berupa provides remuneration to its employees in the form of basic
gaji pokok, intensif prestasi, tunjangan dan fasilitas lainnya salary, achievement incentive, allowances and other facilities
berdasarkan jenjang jabatan, masa kerja dan penilaian based on the position hierarchy, tenure and individual
kinerja individu yang dicapai oleh karyawan tanpa adanya performance assessment achieved by employees without
unsur diskriminasi. any element of discrimination.
Angkasa Pura II juga senantiasa memperhatikan para Angkasa Pura II also pays attention to its employees in
karyawannya dalam penjaminan hari tuanya dengan guaranteeing their old age with defined benefits pension
menyelenggarakan program pensiun manfaat pasti untuk plans for all its permanent employees. The program is
seluruh karyawan tetapnya. Program ini dilaksanakan implemented through the Pension Fund of Angkasa Pura
melalui Dana Pensiun Angkasa Pura II (DAPENDA) dengan II (DAPENDA) with the Decree of the Board of Directors of
Surat Keputusan Direksi Angkasa Pura II No.KEP.549/KP.308/ Angkasa Pura II No.KEP.549/KP.308/Angkasa Pura II-98 dated
Angkasa Pura II-98 tanggal 06 Oktober 1998 serta telah October 06th, 1998 and has been renewed with Decree
diperbaharuidengan SK No.KEP.695/KP.308/ Angkasa Pura No.KEP.695/KP.308/ Angkasa Pura II-2003 dated December
II-2003 tanggal 31 Desember 2003. 31st, 2003.
Kesehatan dan Keselamatan Kerja Occupational Health and Safety
Angkasa Pura II berkomitmen untuk melakukan pengelolaan Angkasa Pura II is committed to the management of
kesehatan dan keselamatan kerja (K3) yang difokuskan occupational health and safety (K3) which is focused to
untuk mencapai tingkat kecelakaan nihil atau zero accident. achieve a zero accident rate. The commitment is embodied
Komitmen tersebut diwujudkan dalam kebijakan Perusahaan in the Companys policies related to K3 stipulated in the
terkait K3 yang diatur dalam Keputusan Direksi No.KEP.088/ Decree of the Board of Directors No. KEP.088/KP/204/
KP.204/APII-2002. Pengelolaan K3 yang dilakukan Angkasa APII-2002. K3 management conducted by Angkasa Pura II
Pura II didasarkan pada peraturan ketenagakerjaan dan aturan is based on employment regulations and rules of K3 of the
K3 Dinas Tenaga Kerja setempat serta dievaluasi dan dinilai local Department of Labor which evaluated and assessed
setiap tahun. every year.
Angkasa Pura II menyediakan fasilitas layanan kesehatan yang Angkasa Pura II provides health care facility which is self-
dikelola secara swakelola oleh unit yang membidangi yaitu managed by the unit in charge, namely the General Affairs
Pelayanan Administrasi dan Umum bagi karyawan beserta and Administration Services for employees and their core
keluarga inti yang menjadi tanggungannya yang diharapkan family dependents that are expected to have an impact on
berdampak pada perbaikan produktivitas Angkasa Pura II. improvements of Angkasa Pura II productivity. Health facilities
Fasilitas kesehatan bagi karyawan Angkasa Pura II tercantum for employees of Angkasa Pura II specified in the work
dalam surat perjanjian kerja (kontrak kerja) antara Perusahaan agreement letter (work contract) between the Company and
dengan karyawan bersangkutan. Besarnya fasilitas kesehatan the employees concerned. The amount of health facilities
yang diterima oleh karyawan tergantung pada jabatan sesuai received by employees depend on their positions according
dengan ketentuan yang berlaku. to the applicable provisions.
Sedangkan untuk meminimalisir risiko dan mencegah Meanwhile, to minimize the risk and prevent the occurence
terjadinya insiden kecelakaan kerja, Angkasa Pura II of occupational accidents, Angkasa Pura II is seeking to
mengupayakan lingkungan kerja yang nyaman dan aman create a work environment that is comfortable and safe
bagi karyawan dengan memastikan seluruh unit operasi for employees to ensure that all operating units have the
memiliki sarana dan prasarana terkait aspek keamanan dan facilities and infrastructure related to occupational security
keselamatan kerja. Angkasa Pura II juga terus melakukan and safety aspects. Angkasa Pura II also continued to
sosialisasi dan tindakan tegas dalam rangka membudayakan socialize and act decisively in order to cultivate the attitude
sikap patuh karyawan terhadap peraturan perundangan of obedient of employees against the laws and regulations
tentang keselamatan kerja. on occupational safety.

perusahaan terhadap masyarakat
Corporate Social Responsibility Towards Community
Angkasa Pura II menyadari keberlangsungan bisnis Angkasa Pura II realize that the Companys business
Perusahaan tidak lepas dari partisipasi masyarakat. Partisipasi sustainability is inseparable from public participation.
dan dukungan masyarakat terhadap pencapaian kinerja Community participation and support towards the
Perusahaan menuntut Angkasa Pura II untuk memberikan achievement of the Companys performance demanded
imbal balik manfaat kepada masyarakat sebagai bentuk Angkasa Pura II to provide reciprocal benefits to the
tanggung jawab sosial kemasyarakatan. Sebagai Badan community as a form of community social responsibility.
Usaha Milik Negara, implementasi tanggung jawab sosial As a State-Owned Enterprise, implementation of corporate
perusahaan diwujudkan melalui Program Kemitraan dan Bina social responsibility is manifested through the Partnership
Lingkungan (PKBL). and Community Development Program (PKBL).
Pelaksanaan PKBL Angkasa Pura II dimulai sejak tahun Implementation of PKBL of Angkasa Pura II began in 1991
1991 yang dahulu unit yang melaksanakan bernama PUKK which first unit was named PUKK (Coaching of SME and
(Pembinaan Usaha Kecil dan Koperasi) dan sejak tahun 2007 Cooperation) and since 2007, according to the Regulation
sesuai Peraturan Menteri Badan Usaha Milik Negara Nomor: of the Minister of State-Owned Enterprises No: PER-05/
PER-05/MBU/2007 berubah menjadi unit PKBL (Program MBU/2007 changed into the PKBL unit (Partnership and
Kemitraan dan Bina Lingkungan) dan saat ini PKBL diatur Community Development Program) and currently PKBL is
dalam peraturan terbaru yaitu Surat Keputusan Menteri BUMN regulated in the latest regulation namely the Decree of the
Nomor : PER-09/MBU/07/2015 Tanggal 03 Juli 2015 tentang Minister of SOEs No: PER-09/MBU/07/2015 dated July 03rd,
Program Kemitraan BUMN Dengan Usaha Kecil dan Program 2015 on the SOEs Partnership Program With Small Business
Bina Lingkungan. Bentuk program PKBL Angkasa Pura II and the Community Development Program. The form of
diarahkan untuk dapat mengatasi, mengurangi permasalahan PKBL program of Angkasa Pura II is directed to overcome,
sosial, menggali resources, membina dan mengupayakan reduce social issues, explore resources, and strive to foster
perubahan perilaku serta mengupayakan pencapaian behavioral change and pursue the achievement of public
kesejahteraan masyarakat pada akhirnnya tercipta adanya welfare which eventually created their sustainable harmony
keharmonisan yang berkelanjutan diantara Angkasa Pura II between Angkasa Pura II and the community. Coherently and
dan masyarakat. Secara koheren dan berkesinambungan, sustainably, PKBL program of Angkasa Pura II which is not
program PKBL Angkasa Pura II yang tidak hanya memberi only providing long-term benefits for the community and the
manfaat jangka panjang bagi masyarakat dan lingkungan surrounding environment, but also involving the community
sekitar, tetapi juga melibatkan masyarakat dan para pemangku and other relevant stakeholders.
kepentingan lain yang terkait.
Pelaksanaan program PKBL Angkasa Pura II mengacu pada: Implementation of PKBL Program of Angkasa Pura II refers to:
1. Surat Keputusan Menteri Negara BUMN Nomor: PER- 1. Decree of the State Minister of SOEs No: PER- 05/
05/MBU/2007 tanggal 27 April 2007 tentang Program MBU/2007 dated April 27th, 2007 on Partnership and
Kemitraan dan Bina Lingkungan. Community Development Program.
2. Surat Keputusan Menteri Negara BUMN Nomor: KEP.100/ 2. Decree of the State Minister of SOEs No: KEP.100/
MBU/2002 tentang Penilaian Tingkat Kesehatan Badan MBU/2002 on Assessment of SOEs Health Level.
Usaha Milik Negara. 3. PKBL Standard Operating Procedures (SOP) of PT
3. Standar Operasional Prosedur (SOP) PKBL PT Angkasa Angkasa Pura II (Persero) No: KEP.01.02.08/12/2008 dated
Pura II (Persero) Nomor : KEP.01.02.08/12/2008 tanggal December 22nd, 2008.
22 Desember 2008. 4. Decree of the State Minister of SOEs No: SE-02/ MBU/
4. Surat Edaran Menteri Negara BUMN Nomor: SE-02/ MBU/ Wk/2012 dated February 23rd, 2012 on Establishment of
Wk/2012 Tanggal 23 Februari 2012 Tentang Penetapan Accounting Guidelines of the Partnership and Community
Pedoman Akuntansi Program Kemitraan dan Bina Development Program.
Lingkungan. 5. Decree of the Minister of SOEs No: PER-20/ MBU/2012
5. Surat Keputusan Menteri BUMN Nomor: PER-20/ dated December 27th, 2012 about the Amendment
MBU/2012 Tanggal 27 Desember 2012 Tentang Perubahan on Regulation of the SOEs State Minister No: PER-05/
Atas Peraturan Menteri Negara BUMN Nomor: PER- MBU/2007 dated April 27th, 2007 on Partnership and
05/ MBU/2007 tanggal 27 April 2007 tentang Program Community Development Program.
Kemitraan dan Bina Lingkungan. 6. Decree of the State Minister of SOEs No: PER-08/
6. Surat Keputusan Menteri BUMN Nomor: PER-08/ MBU/2013 dated September 10th, 2013 about the Fourth
MBU/2013 Tanggal 10 September 2013 tentang Perubahan Amendment on Regulation of the SOEs State Minister No:
Keempat Atas Peraturan Menteri Negara BUMN Nomor PER-05/MBU/2007 about the SOEs Partnership Program

PER-05/MBU/2007 tentang Program Kemitraan BUMN With Small Business and the Community Development
Dengan Usaha Kecil dan Program Bina Lingkungan. Program.
7. Surat Keputusan Menteri BUMN Nomor: PER-09/ 7. Decree of the State Minister of SOEs No: PER-09/
MBU/07/2015 Tanggal 03 Juli 2015 tentang Program MBU/07/2015 dated July 03rd, 2015 on the SOEs
Kemitraan BUMN Dengan Usaha Kecil dan Program Bina Partnership Program With Small Business and the
Lingkungan. Community Development Program.
Struktur Organisasi PKBL Angkasa Pura II PKBL Organization Structure of Angkasa Pura II
Angkasa Pura II memiliki unit khusus yang menangani Angkasa Pura II has a dedicated unit that handles the funding
Pengelolaan dana Kemitraan dan Bina Lingkungan (PKBL) management of Partnership and Community Development
dalam rangka pelaksanaan tanggung jawab sosial Perusahaan (PKBL) for the implementation of corporate social responsibility
yaitu unit PKBL, saat ini berdasarkan Keputusan Direksi namely PKBL unit. Currently, based on the Decree of
Nomor : KEP.01.01/00/04/2015/0242 tanggal 29 April 2015 the Board of Directors No: KEP.01.01/00/04/2015/0242
tentang Pembagian Tugas Pembinaan, Pengawasan dan dated April 29th, 2015 on the Division of Coaching Duties,
Konsultasi Direktorat dan Unit Kerja Masa Transisi Organisasi Supervision and Consultation of Directorate and Work Units
Kantor Pusat maka berubah menjadi Unit Corporate Social of Organizational Transition Period of Head Office then turns
Responsibility (CSR). Unit Corporate Social Responsibility di into Corporate Social Responsibility (CSR) Unit. The Corporate
Kantor Pusat dipimpin oleh Vice President of CSR yang berada Social Responsibility Unit at the Head Office is chaired by the
di bawah Direksi dengan penanggung jawab langsung adalah Vice President of CSR under the Board of Directors with the
Director of Finance. Vice President of CSR membawahi 2 Director of Finance as direct responsible person. The Vice
orang Manager, yaitu Planning and Distribution Manager President of CSR supervises 2 Managers, namely the Planning
dan Monitoring and Reporting Manager serta masing-masing and Distribution Manager and the Monitoring and Reporting
Manager tersebut tersebut membawahi 2 orang Senior Manager and each of the Manager supervises 2 Senior
Officer. Officers.
Struktur organisasi unit CSR pada Kantor-Kantor Cabang The organization structure of the CSR unit at Branch Offices
masih bervariasi, untuk Kantor Cabang Bandara Soekarno- is still vary, for Soekarno-Hatta Branch Office is chaired
Hatta dijabat oleh pejabat setingkat Manager, dan pada by manager-level officials, and for branch offices which
Kantor-kantor Cabang yang dana kelolanya diatas Rp managed funds above Rp10 billion such as Airports at Sultan
10 Milyar seperti Bandara Sultan Mahmud Badaruddin II, Mahmud Badaruddin II, Supadio, Kualanamu, Minangkabau,
Supadio, Kualanamu, Minangkabau, Sultan Syarif Kasim II dan Sultan Syarif Kasim II and Husein Sastranegara are chaired
Husein Sastranegara dijabat oleh setingkat Junior Manager, by junior manager-level officials, while for branch offices
sedangkan cabang dengan dana kelola kurang dari Rp 10 which managed funds less than Rp 10 billion such as Branch
Milyar seperti pada Kantor Cabang Halim Perdanakusuma, Offices at Halim Perdanakusuma, Raja Haji Fisabilillah, Sultan
Raja Haji Fisabilillah, Sultan Iskandar Muda, Depati Amir dan Iskandar Muda, Depati Amir and Sultan Thaha are chaired by
Sultan Thaha dijabat oleh Koordinator. a Coordinator.

Struktur Organisasi PKBL Angkasa Pura II PKBL Organization Structure of Angkasa Pura II
Director of
Finance
Vice President
of CSR
Planning & Monitoring

Distribution & Reporting
Manager Manager
Planning & Planning & Monitoring Monitoring

Distribution Distribution & Reporting & Reporting
Senior Officer Senior Officer Senior Officer Senior Officer
Realisasi Dana Program PKBL Realization of PKBL Program Funds
Angkasa Pura II telah melaksanakan tanggung jawab Angkasa Pura II has implemented its social responsibility
sosialnya sebagai BUMN dengan menyalurkan dana untuk as SOE by distributing funds to support small and medium
mendukung para pelaku usaha kecil menengah (UMK) di enterprises (SMEs) in the operational area through the
wilayah operasionalnya melalui Program Kemitraan, serta Partnership Program, as well as providing assistance to
memberikan bantuan bagi masyarakat antara lain di bidang the community among others in the fields of education,
pendidikan, sosial budaya, kesehatan, dan keagamaan, socio-cultural, health and religious through Community
melalui Program Bina Lingkungan. Development Program.
Pada tahun 2015, jumlah dana program PKBL Angkasa Pura In 2015, the total PKBL program funds of Angkasa Pura II
II mencapai Rp. 114,58 miliar, yang terdiri dari dana untuk reached Rp114.58 billion, consists of Partnership Program
Program Kemitraan mencapai Rp. 51,43 miliar dan dana untuk funds amounted to Rp51.43 billion and the Community
Program Bina Lingkungan mencapai Rp. 63,15 miliar. Development Program funds amounted to Rp63.15 billion.

Program Kemitraan Partnership Program
Angkasa Pura II berpartisipasi dalam mendukung Angkasa Pura II participates in supporting sustainable
pembangunan ekonomi berkelanjutan guna meningkatkan economic development to improve the economy of the local
ekonomi komunitas setempat maupun masyarakat pada community or public in general through the implementation
umumnya melalui pelaksanaan Program Kemitraan (PK). of Partnership Program. The main target of the Partnership
Adapun sasaran utama dari pelaksanaan Program Kemitraan Program is perpetrators of Small and Medium Enterprises
adalah para pelaku Usaha Kecil Menengah (UKM) yang (SMEs) in the sectors of industrial, services, trade, livestock,
bergerak di sektor industri, jasa, perdagangan, peternakan, fishery, agriculture, plantation and others
perikanan, pertanian, perkebunan dan lainnya.
Program Kemitraan Angkasa Pura II adalah program Partnership Program of Angkasa Pura II is a program of
pemberdayaan dan peningkatan ekonomi masyarakat empowerment and improvement of community economy
melalui pemberian pinjaman kemitraan untuk modal kerja through partnership loans for working capital and investment
dan investasi yang nantinya akan menjadi mitra binaan. Selain which later will become assisted partners. In addition, through
itu, melalui Program Kemitraan, Angkasa Pura II memberikan the Partnership Program, Angkasa Pura II provides coaching
bantuan pembinaan berupa kegiatan pelatihan yang assistance in the form of training activities that are expected
diharapkan akan meningkatkan kemampuan mitra binaan to improve the ability of the assisted partners in various
dalam berbagai aspek serta Angkasa Pura II juga memfasilitasi aspects as well as Angkasa Pura II also facilitates marketing of
pemasaran bagi produk yang dihasilkan oleh mitra binaan the products produced by the assisted partners by promoting
dengan mempromosikan dan mengikutsertakan mitra binaan and involving assisted partners in exhibition both national and
dalam pameran baik berskala nasional maupun internasional. international scales. It aims to generate assisted partners who
Hal ini, bertujuan untuk menghasilkan mitra binaan yang excel and succeed so as to produce products or services that
unggul dan sukses sehingga mampu menghasilkan produk benefit the wider community as well as creating a tough and
atau jasa yang bermanfaat bagi masyarakat luas sekaligus independent community.
menciptakan masyarakat yang tangguh dan mandiri.
Sumber dan Realisasi Dana Program Kemitraan Sources and Realization of Partnership Program Funds
Angkasa Pura II telah melaksanakan Program Kemitraan sejak Angkasa Pura II has implemented Partnership Program since
tahun 1991, dengan jumlah penyaluran dana meningkat 1991, with increased total fund distribution each year. Funds
untuk setiap tahunnya. Dana untuk Program Kemitraan for the Partnership Program of Angkasa Pura II is sourced
Angkasa Pura II bersumber dari Saldo Awal, Alokasi bagian from Initial Balance, Company Profit Allocation, Return of
Laba Perusahaan, Pengembalian Pokok Pinjaman, Kelebihan Installment Principal, Installment Excess, Payment of Bad
Angsuran, Pembayaran Piutang Bermasalah, Jasa Administrasi Receivables, Loan Administration Services and Giro Services
Pinjaman dan Pendapatan Jasa Giro. Revenues.
Penggunaan dana pada Program Kemitraan diperuntukan The use of Partnership Program funds is intended for the
untuk penyaluran kepada mitra binaan, hibah dan biaya distribution to assisted partners, grants and operating costs.
operasional. Adapun realisasi dana tersedia untuk Program Realization of available funds for the Partnership Program
Kemitraan pada tahun 2015 sebesar Rp. 51.432.915.867,87 in 2015 amounted to Rp51,432,915,867.87 or 11.06% above
atau 11,06 % diatas Rencana Anggaran Kerja Anggaran (RKA) the Work Plan Budget of Angkasa Pura II. From the total
Angkasa Pura II. Dari jumlah dana yang tersedia tersebut telah available funds has been distributed to assisted partners who
disalurkan kepada para mitra binaan yang berada di sekitar are around the working areas of the Company amounted to
wilayah kerja Perusahaan sebesar Rp. 45.240.000.000,00, Rp45,240,000,000 with details as follows:
dengan rincian sebagai berikut:

Sumber dan Penggunaan Dana Program Kemitraan Sources and Use of Partnership Program Funds
Realisasi Deviasi
RKA
Uraian Realization Deviation
Descriptions Sd. Des 2015 Sd. Des 2015
RP %
Until. Dec 2015 Until. Dec 2015
1 2 3 4(3-2) 5(4/2)
Saldo Awal Initial Balance 2,750,073,801.35 4,150,204,621.78
Penerimaaan Income
Alokasi Laba Perusahaan
1 10,980,000,000.00 10,980,725,173.27 725,173 -
Company Profit Allocation
Angsuran Pokok Pinjaman
2 38,415,762,319.93 31,815,882,307.88 (6,599,880,012) (17.18)
Loan Installment Principal
Angsuran Pokok Pinjaman Bermasalah
3 454,028,305.60 567,728,943.00 113,700,637 25.04
Bad Loan Installment Principal
Angsuran Tanpa Identitas
4 278,389,167.00 278,389,167
Installment Without Identities
5 Kelebihan Angsuran Installment Excess 5,054,118.86 5,054,119
Jasa Administrasi Pinjaman
6 4,605,091,478.39 3,021,613,845.39 (1,583,477,633) (34.39)
Loan Administration Services
Bunga Jasa Giro/Deposito
7 187,502,000.00 225,308,955.69 37,806,956 20.16
Giro/Deposit Service Interests
8 Lain-Lain Others - -
Jumlah Penerimaan Total Income 54,642,384,103.92 46,894,702,511.09 (7,747,681,593) (14.18)
Jumlah Sumber Dana Total Fund Source 57,392,457,905.27 51,044,907,132.87 (6,347,550,772) (11.06)
9 Pengembalian Persekot Advance Return - 388,008,735.00 388,008,735 -
Jumlah Pengembalian Persekot
- 388,008,735.00 388,008,735.00 -
Total Advance Return
Jumlah Dana Tersedia Total Available Fund 57,392,457,905.27 51,432,915,867.87 (5,959,542,037.40) (11.06)
Penggunaan Dana Fund Utilization
1 Penyaluran Pinjaman Loan Distribution 46,480,000,000.00 (1,240,000,000) (2.67)
2 Dana Hibah Grant Fund
Pendidikan/Pelatihan Education/Training 1,975,000,000.00 67,500,000.00 (1,907,500,000) (96.58)
Promosi/Pameran Promotion/Exhibition 2,625,000,000.00 351,026,603.00 (2,273,973,397) (86.63)
Beban Evaluasi/Survey Mb
3 273,000,000.00 50,453,542.00 (222,546,458) (81.52)
Mb Evaluation/Survey Expenses
Beban Monitoring Mb
4 477,000,000.00 275,689,785.00 (201,310,215) (42.20)
Mb Monitoring Expenses
Pengadaan Alat Kerja
5 162,500,000.00 44,743,000.00 (117,757,000) (72.47)
Working Tools Procurement
Beban Pemeliharaan Alat Kerja
6 28,500,000.00 7,648,102.00 (20,851,898) (73.16)
Working Tools Maintenance Expenses
Beban Alat Tulis Kantor
7 95,000,000.00 25,530,802.00 (69,469,198) (73.13)
Stationary Expenses

Pembelian Aktiva Tetap Fixed Assets
8 - - -
Purchase
Beban Administrasi Bank
9 51,584,000.00 52,850,987.07 1,266,987 2.46
Bank Administration Expenses
Kerjasama Penagihan
10 - -
Marketing/Billing Cooperation
Pembayaran Hutang Jangka Pendek
11 -
Short-Term Debt Payment
12 Persekot/Uang Muka Advance Payment 395,888,435.00 395,888,435
13 Sewa Kendaraan Vehicle Rental 693,364,000.00 328,891,800.00 (364,472,200) (52.57)
Beban Upah Tenaga Os
14 142,368,400.00 75,089,700.00 (67,278,700) (47.26)
Os Personnel Wage Expenses
15 Beban Lain-Lain Other Expenses 1,269,000,000.00 205,330,839.00 (1,063,669,161) (83.82)
Pengembalian Kelebihan Angsuran
16
Return Of Installment Excess
Jumlah Penggunaan Dana
54,272,316,400.00 47,120,643,595.07 (7,151,672,805) (13.18)
Total Fund Utilization
Saldo PK Partnership Program Balance 3,120,141,505.27 4,312,272,272.80 1,192,130,767.53 2.12

Kerjasama Penyaluran Program Kemitraan dengan Sesama Distribution Cooperation of Partnership Program with
BUMN Fellow SOEs
Kerjasama penyaluran Program Kemitraan telah dilaksanakan Distribution cooperation of Partnership Program has been
sejak tahun 2009 dengan Perusahaan Modal Ventura Daerah implemented since 2009 with Regional Venture Capital
(PMVD). Company (PMVD).
Untuk tahun 2009 kerjasama penyaluran program kemitraan telah dilaksanakan dengan PT Sarana Jabar
Ventura dan PT Sarana Riau Ventura yang merupakan anak perusahaan PT Bahana Artha Ventura (BAV) BUMN
Penyalur.
Total dana kerjasama penyaluran adalah sebesar Rp5.000.000.000,00
2009
For 2009, distribution cooperation of partnership program has been implemented with PT Sarana Jabar
Ventura and PT Sarana Riau Ventura which are subsidiaries of PT Bahana Artha Ventura (BAV) SOEs
Distributors.
Total distribution cooperation fund amounted to Rp5,000,000,000
Untuk tahun 2010 kerjasama penyaluran program kemitraan telah dilaksanakan dengan anak perusahaan PT
Bahana Artha Ventura (BAV) BUMN Penyalur, diantaranya:
1. PT Sarana Sumut Ventura sebesar Rp2.000.000.000,00
2. PT Sarana Jambi Ventura sebesar Rp2.500.000.000,00
3. PT Sarana Sumsel Ventura sebesar Rp1.000.000.000,00
4. PT Sarana Kalbar Ventura sebesar Rp2.000.000.000,00
5. PT Sarana Lampung Ventura sebesar Rp2.500.000.000,00
6. PT Sarana Jabar Ventura sebesar Rp1.500.000.000,00
2010
For 2010, distribution cooperation of partnership program has been implemented with the subsidiary of PT
Bahana Artha Ventura (BAV) SOEs Distributors, among others:
1. PT Sarana Sumut Ventura amounted to Rp2.000.000.000,00
2. PT Sarana Jambi Ventura amounted to Rp2.500.000.000,00
3. PT Sarana Sumsel Ventura amounted to Rp1.000.000.000,00
4. PT Sarana Kalbar Ventura amounted to Rp2.000.000.000,00
5. PT Sarana Lampung Ventura amounted to Rp2.500.000.000,00
6. PT Sarana Jabar Ventura amounted to Rp1.500.000.000,00

Untuk tahun 2011 kerjasama penyaluran program kemitraan telah dilaksanakan dengan:
1. PT Sang Hyang Seri sebesar Rp17.500.000.000,00
2. PT Bahana Artha Ventura sebesar Rp9.000.000,00 yang terdiri dari :
PT Sarana Sumut Ventura sebesar Rp1.000.000.000,00
PT Sarana Riau Ventura sebesar Rp2.000.000.000,00
PT Sarana Jabar Ventura sebesar Rp1.000.000.000,00
PT Sarana Jambi Ventura sebesar Rp2.000.000.000,00
PT Sarana Lampung Ventura sebesar Rp2.000.000.000,00
PT Sarana Kalbar Ventura sebesar Rp1.000.000.000,00
2011
For 2011, distribution cooperation of partnership program has been implemented with:
1. PT Sang Hyang Seri amounted to Rp17.500.000.000,00
2. PT Bahana Artha Ventura amounted to Rp9.000.000,00 which consists of :
PT Sarana Sumut Ventura amounted to Rp1.000.000.000,00
PT Sarana Riau Ventura amounted to Rp2.000.000.000,00
PT Sarana Jabar Ventura amounted to Rp1.000.000.000,00
PT Sarana Jambi Ventura amounted to Rp2.000.000.000,00
PT Sarana Lampung Ventura amounted to Rp2.000.000.000,00
PT Sarana Kalbar Ventura amounted to Rp1.000.000.000,00
Untuk tahun 2012 kerjasama penyaluran program kemitraan telah dilaksanakan dengan :
1. PT Sang Hyang Seri sebesar Rp17.500.000.000,00 *)
2. PT Garam sebesar Rp10.000.000.000,00
3. PT Pertani sebesar Rp5.000.000.000,00
4. PT Bahana Artha Ventura sebesar Rp16.000.000.000,00 yang terdiri dari :
2012 PT Sarana Kalbar Ventura sebesar Rp2.000.000.000,00
PT Sarana Bali Ventura sebesar Rp1.500.000.000,00
PT Sarana Sulsel Ventura sebesar Rp1.500.000.000,00
PT Sarana Sultra Ventura sebesar Rp1.000.000.000,00
*) Kerjasama Penyaluran dengan PT Sang Hyang Seri adalah dalam rangka mendukung program pemerintah
untuk ketahanan pangan yaitu Program Gerakan Peningkatan Penanaman Pangan Berbasis Korporasi (GP3K)

1. PT Sang Hyang Seri amounted to Rp17.500.000.000,00 *)
2. PT Garam amounted to Rp10.000.000.000,00
3. PT Pertani amounted to Rp5.000.000.000,00
4. PT Bahana Artha Ventura amounted to Rp16.000.000.000,00 which consists of :
PT Sarana Bali Ventura amounted to Rp1.500.000.000,00
PT Sarana Sulsel Ventura amounted to Rp1.500.000.000,00
PT Sarana Sultra Ventura amounted to Rp1.000.000.000,00
*) Distribution Cooperation with PT Sang Hyang Seri is in the framework to support the governments food
security program namely the Corporate Based Movement Program For Food Planting Improvement (GP3K).
Untuk tahun 2013 kerjasama penyaluran program kemitraan telah dilaksanakan dengan:
1. PT Pertani sebesar Rp5.000.000.000,00
2. PT Bahana Artha Ventura sebesar Rp18.000.000.000,00 yang terdiri dari :
PT Sarana Bali Ventura sebesar Rp2.000.000.000,00
PT Sarana Kalteng Ventura sebesar Rp1.500.000.000,00
PT Sarana Kalsel Ventura sebesar Rp1.500.000.000,00
PT Sarana Kaltim Ventura sebesar Rp1.500.000.000,00
PT Sarana Bengkulu Ventura sebesar Rp2.000.000.000,00
2013
1. PT Pertani amounted to Rp5.000.000.000,00
2. PT Bahana Artha Ventura amounted to Rp18.000.000.000,00 which consists of :
PT Sarana Bali Ventura amounted to Rp2.000.000.000,00
PT Sarana Kalteng Ventura amounted to Rp1.500.000.000,00
PT Sarana Kalsel Ventura amounted to Rp1.500.000.000,00
PT Sarana Kaltim Ventura amounted to Rp1.500.000.000,00
PT Sarana Bengkulu Ventura amounted to Rp2.000.000.000,00

Untuk tahun 2014 kerjasama penyaluran program kemitraan
telah dilaksanakan dengan PT Bahana Artha Ventura, yang terdiri dari :
PT Sarana Jakarta Ventura sebesar Rp1.500.000.000,00
PT Sarana Sumbar Ventura sebesar Rp3.000.000.000,00
2014
For 2014, distribution cooperation of partnership program has been implemented with PT Bahana Artha
Ventura, which consists of :
PT Sarana Jakarta Ventura amounted to Rp1.500.000.000,00
PT Sarana Sumbar Ventura amounted to Rp3.000.000.000,00
Untuk tahun 2015 kerjasama penyaluran program kemitraan telah dilaksanakan dengan
1. PT. Bahana Artha Ventura tahap I terdiri dari :
PT. Sarana Bengkulu Ventura Rp. 1.000.000.000,00
PT. Sarana Bali Ventura Rp. 1.500.000.000,00
PT. Sarana Sultra Ventura Rp. 1.500.000.000,00
PT. Sarana Sulut Ventura Rp. 1.500.000.000,00
PT. Sarana NTB Ventura Rp. 1.500.000.000,00
Rp. 7.000.000.000,00
2. PT. Bahana Artha Ventura tahap II Terdiri dari :
2015 PT. Sarana Sultra Ventura Rp. 1.000.000.000,00
PT. Sarana Jatim Ventura Rp. 2.000.000.000,00
PT. Sarana Jateng Ventura Rp. 1.500.000.000,00
PT. Sarana Sulsel Ventura Rp. 2.000.000.000,00
PT. Sarana Lampung Ventura Rp. 2.000.000.000,00
PT. Sarana Kalteng Ventura Rp. 4.000.000.000,00
PT. Sarana Kalsel Ventura Rp. 1.500.000.000,00
PT. Sarana Sulteng Ventura Rp. 1.500.000.000,00
PT. Sarana Surakarta Ventura Rp. 1.000.000.000,00
Total dana kerjasama penyaluran Rp. 22.000.000.000,00
Total dana kerjasama penyaluran adalah sebesar Rp 29.000.000.000,00

1. PT. Bahana Artha Ventura phase I consists of:
PT. Sarana NTB Ventura Rp. 1.500.000.000,00
Rp. 7.000.000.000,00
2. PT. Bahana Artha Ventura phase II consists of:
PT. Sarana Jatim Ventura Rp. 2.000.000.000,00
PT. Sarana Jateng Ventura Rp. 1.500.000.000,00
PT. Sarana Sulsel Ventura Rp. 2.000.000.000,00
PT. Sarana Lampung Ventura Rp. 2.000.000.000,00
PT. Sarana Kalteng Ventura Rp. 4.000.000.000,00
PT. Sarana Kalsel Ventura Rp. 1.500.000.000,00
PT. Sarana Sulteng Ventura Rp. 1.500.000.000,00
PT. Sarana Surakarta Ventura Rp. 1.000.000.000,00
Total distribution cooperation fund Rp. 22.000.000.000,00
Total distribution cooperation fund amounted to Rp 29,000,000,000,00

Jumlah Mitra Binaan Total Assisted Partners
Jumlah mitra binaan Angkasa Pura II yang mendapat Total assisted partners of Angkasa Pura II who received fund
penyaluran dana Program Kemitraan pada tahun 2015 adalah distribution of the Partnership Program in 2015 amounted to
1.104 mitra binaan. 1,104 assisted partners.
Jumlah Mitra Binaan dan Jumlah Penyaluran Dana Pada Total Assisted Partners and Total Fund Distribution in 2015
Tahun 2015 Berdasarkan Sektor Usaha Based on Business Sector
Sektor Usaha Mitra Sd. Desember 2015 Jumlah

2014
Binaan Until December 2015 Total
Assisted Partners Jumlah Unit Jumlah Unit Jumlah Unit
Business Sector Mitra Binaan Mitra Binaan Mitra Binaan
Rp Rp Rp
Total Assisted Total Assisted Total Assisted
Partners Unit Partners Unit Partners Unit
Sektor Usaha Industri
Industrial Business 172 5,098,500,000 110 2,715,000,000 282 7,813,500,000
Sector
Sektor Usaha
Perdagangan 485 16,588,500,000 446 9,385,500,000 931 25,974,000,000
Trade Business Sector
Sektor Usaha Pertanian
Agriculture Business 20 895,000,000 7 77,500,000 27 972,500,000
Sector
Sektor Usaha Peternakan
Livestock Business 17 520,000,000 13 305,000,000 30 825,000,000
Sector
Sektor Usaha
Perkebunan
11 1,425,500,000 1 20,000,000 12 1,445,500,000
Plantation Business
Sector
Sektor Usaha Perikanan
160 795,000,000 10 136,000,000 170 931,000,000
Fisheries Business Sector
Sektor Usaha Jasa
172 8,615,500,000 126 3,586,000,000 298 12,201,500,000
Services Business Sector
Sektor Usaha Lainnya
69 2,890,000,000 391 29,015,000,000 460 31,905,000,000
Other Business Sectors
Jumlah Total 1,106 36,828,000,000 1,104 45,240,000,000 2,210 82,068,000,000

Jumlah Mitra Binaan dan Jumlah Penyaluran Dana Tahun Total Assisted Partners and Total Fund Distribution in 2015
2015 Berdasarkan Wilayah Operasional Perusahaan Based on the Companys Operating Areas
Wilayah Sd. Desember 2015 Jumlah

2014
Areas Until December 2015 Total
Jumlah Unit Jumlah Unit Jumlah Unit
Mitra Binaan Mitra Binaan Mitra Binaan
Rp Rp Rp
Total Assisted Total Assisted Total Assisted
Partners Unit Partners Unit Partners Unit
Aceh 48 1,230,000,000 51 1,360,000,000 99 2,590,000,000
Sumatera Utara 78 2,060,000,000 35 755,000,000 113 2,815,000,000
Sumatera Barat 74 1,500,000,000 59 1,125,000,000 133 2,625,000,000
Riau 107 1,801,000,000 86 1,598,000,000 193 3,399,000,000
Kepulauan Riau/Kepri 33 1,027,000,000 45 960,000,000 78 1,987,000,000
Jambi 67 1,190,000,000 61 1,175,000,000 128 2,365,000,000
Sumatera Selatan 51 1,830,000,000 67 1,836,000,000 118 3,666,000,000
Bangka Belitung Islands 40 803,000,000 38 751,000,000 78 1,554,000,000
DKI Jakarta 200 19,025,000,000 435 29,957,000,000 635 48,982,000,000
Jawa Barat 52 1,480,000,000 41 1,330,000,000 93 2,810,000,000
Banten 276 3,369,000,000 109 2,930,000,000 385 6,299,000,000
Kalimantan Barat 80 1,513,000,000 77 1,463,000,000 157 2,976,000,000
Jumlah Total 1,106 36,828,000,000 1,104 45,240,000,000 2,210 82,068,000,000
Sehingga seluruh jumlah mitra binaan yang tersebar di So that the entire number of assisted partners who are
wilayah kerja Angkasa Pura II dari tahun 1991 sampai 2015 scattered in the work area of Angkasa Pura II from 1991 until
adalah sebanyak 27.730 mitra binaan. 2015 amounted to 27,730 assisted partners.

Perkembangan Cluster Mitra Binaan Cluster Development of Assisted Partners
Pada tahun 2013 pembentukan cluster mitra binaan sudah dilaksanakan melalui kerjasama penyaluran dengan PT
Garam (Persero) dan PT Pertani (Persero).
Total mitra binaan cluster Petani Garam 274 petani, yang tersebar didaerah-daerah sebagai berikut :
Kabupaten Indramayu dengan jumlah petani sebanyak 189 petani.
Kabupaten Cirebon dengan jumlah petani sebanyak 85 petani.
Sedangkan, total mitra binaan cluster Petani Padi 1.941 petani, yang tersebar didaerah-daerah sebagai berikut :
Provinsi Nangroe Aceh Darussalam dengan jumlah petani sebanyak 607 petani.
Provinsi Banten dengan jumlah petani sebanyak 1.334 petani.
2013 In 2013, cluster establishment of assisted partners has been implemented through the distribution cooperation
with PT Garam (Persero) and PT Pertani (Persero).
Total assisted partners of the Salt Farmers cluster amounted to 274 farmers, scattered in areas as follows:
Indramayu Regency with 189 farmers.
Cirebon Regency with 85 farmers.
Meanwhile, total assisted partners of the Paddy Farmers cluster amounted to 1,941 farmers, scattered in areas as
follows:
Nangroe Aceh Darussalam Province with 607 farmers.
Banten Province with 1,334 farmers.
Pada tahun 2014 pembentukan cluster dilaksanakan dengan penyaluran sendiri. Cluster yang dibentuk,
antara lain:
Cluster industri boneka mitra binaan Kantor Pusat sebanyak 14 mitra.
Cluster nelayan mitra binaan cabang Soekarno Hatta sebanyak 150 mitra.
Cluster industri rengginang, peternakan kinantan dan perikanan mitra binaan cabang Kualanamu sebanyak 37
mitra.
2014 In 2014, cluster establishment was implemented with independent distribution. The established clusters among
others:
Dolls industry cluster of the assisted partners of Head Office as many as 14 partners.
Fisherman cluster of the assisted partners of Soekarno-Hatta Branch Office as many as 150 partners.
Industry cluster of rice crackers, Kinantan livestock and fishery of the assisted partners of Kualanamu Branch
Office as many as 37 partners.


Kegiatan Pembinaan Mitra Binaan Tahun 2015 2015 Assisted Partners Coaching Activities
Pendidikan / Pelatihan Education/Training
Program Pendidikan atau Pelatihan adalah sebagai salah satu Education or Training Program is as a form of coaching
bentuk pembinaan kepada para Mitra Binaan supaya menjadi to Assisted Partners to become tough and independent.
tangguh dan mandiri. Pelaksanaan Program Pendidikan Implementation of Education and Training Program given
dan Pelatihan yang diberikan kepada Mitra Binaan dengan to Assisted Partners with the aim to increase knowledge
tujuan untuk menambah pengetahuan dan wawasan dalam and insight in the business, so that they can further improve
berusaha, sehingga mereka dapat lebih meningkatkan productivity.
produktifitas.
Education and Training Funds which have been distributed
Dana Pendidikan dan Pelatihan yang telah disalurkan until December 2015 amounted to Rp67,500,000 or
sampai dengan bulan Desember 2015 adalah sebesar Rp. absorbed 3.42% of the budget amounted to Rp1,975,000,000
67.500.000,00 atau terserap 3,42 % dari anggaran sebesar while in 2014 the distributed funds for Education and Training
Rp. 1.975.000.000,00 sedangkan pada tahun 2014 dana amounted to Rp661,661,700 or absorbed 17.32% of the
Pendidikan dan Pelatihan yang telah disalurkan sebesar budget of Rp3,820,000,000.
Rp. 661.661.700,00 atau terserap 17,32 % dari anggaran Implementation of Education/Training which has been
sebesar Rp. 3.820.000.000,00. performed by involving Assisted Partners is as follows:
Pelaksanaan Pendidikan/Pelatihan yang telah dilaksanakan Training of Assisted Partners with the theme of Assisted
dengan melibatkan Mitra Binaan adalah sebagai berikut :. Partners Training held on April 28th-29th, 2015 at the
Pelatihan Mitra Binaan dengan tema Pelatihan Mitra Multipurpose Building of Kualanamu Airport with 18
Binaan yang diselenggarakan tanggal 28 s.d 29 April participants from the Assisted Partners of Kualanamu
2015 di Gedung Serbaguna Bandara Kualanamu dengan Branch Office.
peserta 18 orang mitra binaan Cabang Kualanamu. Training of Assisted Partners with the theme of Training
Pelatihan Mitra Binaan dengan tema Pelatihan Motivasi of Business Motivation and Excellent Service For Assisted
Usaha dan Pelayanan Prima Bagi UKM Mitra Binaan Partners SME held on April 29th-30th, 2015 at Dyan
yang diselenggarakan tanggal 29 s.d 30 April 2015 di Graha Hotel with 30 participants from the assisted
Hotel Dyan Graha dengan peserta 30 orang mitra binaan partners of Sultan Syarif Kasim II Branch Office.
Cabang Sultan Syarif Kasim II.
Promosi Promotion
Program Promosi adalah sebagai salah satu bentuk Promotion Program is as a form of coaching to Assisted
pembinaan kepada para Mitra Binaan dengan sasaran para Partners with target of assisted partners to be able to increase
mitra binaan dapat meningkatkan kapasitas produksi yang production capacity, which in turn to become tough and
pada akhirnya menjadi tangguh dan mandiri. Seperti halnya independent. As in previous years, Promotion program given
pada tahun-tahun sebelumnya program Promosi diberikan to the Assisted Partners is in the form of involving in exhibition
kepada Mitra Binaan dalam bentuk mengikut sertakan dalam events held in the country and abroad.
acara-acara pameran yang diselenggarakan di dalam negeri
maupun di luar negeri.
Dana promosi yang telah disalurkan pada 31 Desember Promotion funds that have been distributed on December
2014 sebesar Rp. 545.680.000,00 atau terserap 9,76 % dari 31st, 2015 amounted to Rp545,680,000 or absorbed 9.76% of
anggaran sebesar Rp. 5.590.000.000,00. Sampai dengan the budget amounted to Rp5,590,000,000. Until November
bulan November 2015 sebesar Rp. 351.026.603,00 atau 2015 amounted to Rp351,026,603,000 or absorbed 14.59% of
terserap 14,59 % dari anggaran sebesar Rp. 2.406.250.000,00. the budget of Rp2,406,250,000. Promotion which has been
Pelaksanaan Promosi telah dilaksanakan dengan melibatkan performed by involving Assisted Partners in events, namely:
Mitra Binaan pada event-event yaitu : BUMEX Exhibition 2015 held from April 9th-12th, 2015
Pameran BUMEX 2015 yang diselenggarakan dari tanggal at Graha Manggala Siliwangi Building, Jl. Aceh No. 66,
9 s.d 12 April 2015 di Gedung Graha Manggala Siliwangi Bandung, followed by 2 Assisted Partners from the

Jl. Aceh No. 66 Bandung yang diikuti oleh 2 Mitra Binaan Branch Office of Husein Sastranegara, Bandung.
dari Kantor Cabang Husein Sastranegara Bandung. INACRAFT Exhibition held from April 8th-12th, 2015 at
Pameran INACRAFT yang diselenggarakan dari tanggal 8 the Jakarta Convention Center (JCC), followed by 8
s.d 12 April 2015 di Jakarta Convention Center (JCC) yang Assisted Partners from the Branch Offices of Soekarno-
diikuti oleh 8 Mitra Binaan dari Kantor Cabang Soekarno- Hatta, Halim Perdanakusuma, Husein Sastranegara,
Hatta, Halim Perdanakusuma, Husein Sastranegara, Sultan Mahmud Badaruddin II.
Sultan Mahmud Badaruddin II. JAMBI EMAS EXPO exhibition held from June 8th-13th,
Pameran JAMBI EMAS EXPO yang diselenggarakan dari 2015 in Jambi, followed by 1 Assisted Partner from the
tanggal 8 s.d 13 Juni 2015 di Jambi yang diikuti oleh 1 Branch Office of Sultan Thaha.
Mitra Binaan dari Kantor Cabang Sultan Thaha.
Untuk dana hibah dialihkan ke pengeluaran dana program For grants is transferred to the funds expenditure of community
bina lingkungan sesuai dengan Surat Keputusan Menteri development program in accordance with the Decree of the
BUMN Nomor : PER-09/MBU/07/2015 Tanggal 03 Juli 2015 Minister of SOEs No: PER-09/MBU/07/2015 dated July 03rd,
tentang Program Kemitraan BUMN Dengan Usaha Kecil 2015 on the SOEs Partnership Program With Small Business
dan Program Bina Lingkungan yang menyatakan bahwa and Community Development Program which states that the
hibah (pelatihan dan promosi) menjadi bantuan Program grants (training and promotion) become the assistance of
bina lingkungan sektor Bantuan pendidikan, pelatihan, community development program for the assistance sectors
pemagangan, pemasaran, promosi, dam bentuk bantuan of education, training, internship, marketing, promotion, and
lain yang terkait dengan upaya peningkatan kapasitas Mitra other forms of assistance related to the efforts of improving
Binaan Program Kemitraan. the capacity of Assisted Partners of the Partnership Program.
Kinerja Program Kemitraan Tahun 2015 2015 Partnership Program Performance
Menurut Peraturan Menteri Negara Badan Usaha Milik Negara According to the Regulation of the State Minister for State-
Nomor: PER-05/MBU/2007 (Pasal 30) disebutkan bahwa Owned Enterprises No: PER-05/MBU/2007 (Article 30)
kinerja Program Kemitraan merupakan salah satu indikator states that the performance of Partnership Program is one
penilaian tingkat kesehatan BUMN Pembina. Indikator yang indicator of the soundness level of SOEs Trustees. Indicator
digunakan untuk menilai kinerja Program Kemitraan sesuai used to assess the performance of Partnership Program in
Keputusan Menteri Badan Usaha Milik Negara Nomor : KEP- accordance to the Decree of the Minister of SOEs No: KEP-
100/MBU/2002 adalah Tingkat Efektivitas Penyaluran dan 100/MBU/2002 is Effectiveness Level of Distribution and
Tingkat Kolektibilitas Pengembalian Pinjaman. Collectibility Level of Loan Repayment.
a. Tingkat Efektivitas Penyaluran Program Kemitraan a. Effectiveness Level of Partnership Program Distribution
Formula yang digunakan dalam menilai Tingkat Efektifitas The formula used in assessing the Effectiveness Level of
Penyaluran adalah dengan membandingkan antara jumlah Distribution is by comparing the total distributed fund with
dana yang disalurkan dengan jumlah dana yang tersedia. the total available fund. Based on KEP-100/MBU/2002
Berdasarkan KEP-100/MBU/2002 bahwa skor maksimal that the maximum score of the Effectiveness Level of
untuk Tingkat Efektifitas Penyaluran adalah 3 (tiga) apabila Distribution is 3 (three) if the effectiveness absorption is
penyerapan efektifitas diatas 90 %. above 90%.

Tingkat Efektifitas Penyaluran Dana Program Kemitraan Effectiveness Level of Fund Distribution of Partnership
Angkasa Pura II pada tahun 2015 adalah sebagai berikut: Program of Angkasa Pura II in 2015 is as follows:
Dana Tersedia Available Fund

Saldo Awal Initial Balance 4,150,204,621.78
Alokasi Laba Perusahaan Company Profit Allocation 10,980,725,173.27
Pokok Angsuran Installment Principles 31,816,142,307.88
Angsuran Tanpa Identitas Installment Without Identities 278,389,167.00
Kelebihan Angsuran Installment Excess 5,054,118.86
Piutang Bermasalah Underperformed Receivables 567,728,943.00
Jasa Adm Pinjaman Loan Administration Services 3,021,353,845.39
Pend. Jasa Giro Giro Services Profit 225,308,955.69
Bunga Deposito Deposit Interest -
Pendapatan Lain-Lain Other Income -
Pengembalian Persekot Advance Refund 388,008,735.00
Jumlah Dana Tersedia Total Available Fund 51,432,915,867.87

Dana Yang Disalurkan Distributed Fund

Penyaluran Pinjaman Loan distribution 17,240,000,000.00
Kerjasama Penyaluran Cooperation in distribution 29,000,000,000.00
Hibah Grant 418,526,603.00
Biaya Operasional Operational Expenses 66,228,557.07
Persekot Advance 395,888,435.00
Pembayaran Hutang Jangka Pendek Short-Term Debt Payment -
Jumlah Dana Yang Disalurkan Total Distributed Fund 47,120,643,595.07
Perhitungan tingkat efektifitas pemanfaatan dana sampai Effectiveness level calculation of the use of fund until
dengan Desember tahun 2015 untuk Program Kemitraan December 2015 for Partnership Program is as follows:
adalah sebagai berikut :
Jumlah dana yang disalurkan Total distributed fund

x 100%
Jumlah dana yang tersedia Total available fund
47.120.643.595,07
x 100% = 91,62%
51.432.915.867,87
Pada tahun 2015 Dana Yang Tersedia untuk program In 2015, the Avaliable Fund for partnership program amounted
kemitraan sebesar Rp. 51.432.915.867,87 dan Dana Yang to Rp51,432,915,867.87 and the Distributed Fund amounted
Disalurkan sebesar Rp. 47.120.643.595,07. to Rp47,120,643,595.07.
Dengan demikian Tingkat Efektifitas Penyaluran tahun Thus the Effectiveness Level of Distribution in 2015 amounted
2015 sebesar 91,62 %. Perhitungan tingkat efektifitas adalah to 91.62%. The calculation of effectiveness level is a result of
merupakan hasil pembagian dari Dana Yang Disalurkan the division of Distributed Fund (Rp47.1 Billion) with Available
(Rp. 47,1 Miliar) dengan Dana Yang Tersedia (Rp. 51,4 Miliar) Fund (Rp51.4 Billion) multiplied by 100%.
dikalikan 100 %.

Sedangkan tingkat Efektifitas Penyaluran tahun 2015 dan While the effectiveness level of Distribution in 2015 and 2014
2014 masing-masing sebesar 91,62 % dan 90,61 %. respectively by 91.62% and 90.61%.
b. Tingkat Kolektibilitas Pengembalian Pinjaman Program b. Collectibility Level of Loan Repayment of Partnership
Kemitraan Program
Formula yang digunakan dalam menilai Tingkat The formula used in assessing the Collectibility Level of
Kolektibilitas Pengembalian Pinjaman adalah Loan Repayment is by comparing the weighted average
membandingkan antara rata-rata tertimbang kolektibilitas of loan collectibility with total distributed loan. Weighted
pinjaman dengan jumlah pinjaman yang disalurkan. average is the multiplication between Collectibility Weights
Rata-rata tertimbang merupakan perkalian antara (%) with loan balance for each category of collectibility.
Bobot Kolektibilitas (%) dengan saldo pinjaman untuk Based on KEP-100/MBU/2002 that the maximum score
masing-masing kategori kolektibilitas. Berdasarkan KEP- for a Collectibility Level of Loan Repayment is 3 (three) if
100/MBU/2002 bahwa skor maksimal untuk Tingkat the rate of return above 70%.
Kolektibilitas Pengembalian Pinjaman adalah 3 (tiga)
apabila tingkat pengembalian diatas 70 %.
Tingkat Kolektibilitas Pengembalian Pinjaman Dana Program Collectibility Level of the Repayment of Loan Funds of
Kemitraan Angkasa Pura II pada tahun 2015 adalah sebagai Partnership Program of Angkasa Pura II in 2015 is as follows:
berikut:
Kategori Piutang Saldo Piutang Rata-Rata Tertimbang

Receivables Category Receivables Balance Weighted Average
Lancar Good 62.572.927.684,61 x 100% = 62.572.927.684,61

Kurang Lancar Under Performed 3.250.017.890,16 x 75% = 2.437.513.417,62
Diragukan Doubtful 15.238.189.940,00 x 25% = 3.809.547.485,00
Macet Bad 6.847.118.868,00 x 0% = -
87.908.254.382,77 68.819.988.587,23
Kolektibilitas Rata-Rata Tertimbang Weighted Average

= x 100%
Collectibiliity Jumlah Saldo Piutang Total Receivables Balance
Kolektibilitas 68.819.988.587,23
= x 100% = 78,29%
Collectibiliity 87.908.254.382,77
Sementara itu untuk perhitungan Tingkat Kolektibilitas Meanwhile, for the calculation of the Collectibility Level of
Penyaluran Pinjaman data yang dipakai adalah data Loan Distribution is using the data of loan distribution in
penyaluran pinjaman 3 tahun terakhir, dengan demikian untuk the last 3 years, thus to calculate the collectibility level of
menghitung tingkat kolektibilitas penyaluran tahun 2015 data distribution in 2015 is using the data of loan distribution in
yang dipakai adalah data penyaluran pinjaman tahun 2012, 2012, 2013, and 2014.
2013 dan tahun 2014.
Dengan menggunakan formula penghitungan yang tersebut By using the calculation formula of the above, the Collectibility
di atas maka Tingkat Kolektibilitas Penyaluran Pinjaman Level of Loan Distribution for 2015 amounted to 78.29%,
untuk tahun 2015 sebesar 78,29 % yang merupakan hasil dari which is the result of the division of a Weighted Average Loan
pembagian dari Rata-rata Tertimbang Pinjaman (Rp. 68,8 Miliar) (Rp68.8 billion) with the Total Receivables Balance (Rp87.9
dengan Jumlah Saldo Piutang (Rp. 87,9 Miliar) dikalikan 100%. billion) multiplied by 100%.

Sedangkan Tingkat Kolektibilitas Penyaluran Pinjaman untuk While the Collectibility Level of Loan Distribution for 2015 and
tahun 2015 dan 2014 masing-masing sebesar 78,29 % dan 2014 respectively by 78.29% and 85.55%.
85,55 %.
Berdasarkan uraian di atas maka kinerja PKBL Angkasa Pura Based on the descriptions above, the Partnership &
II selama 3 (tiga) tahun terakhir apabila digambarkan adalah Community Development Program of Angkasa Pura II for the
sebagai berikut: last 3 (three) years if described is as follows:

Program Bina Lingkungan Community Development Program
Program Bina Lingkungan Angkasa Pura II adalah program Community Development Program of Angkasa Pura II is a
pemberdayaan kondisi sosial berupa bantuan yang ditunjukan program of social conditions empowerment in the form
kepada masyarakat di sekitar wilayah operasi Perusahaan. of assistance shown to the community around the area
Cakupan kegiatan Program Bina Lingkungan Angkasa Pura of operations of the Company. The scope of Community
II berdasarkan PER-09/MBU/07/2015 meliputi pemberian Development Program activities of Angkasa Pura II is based
bantuan untuk: on PER-09/MBU/07/2015 consists of the provision of
1. Bencana Alam assistance for:
2. Pendidikan/Pelatihan 1. Natural Disaster
3. Peningkatan Kesehatan 2. Education/Training
4. Pengembangan Sarana dan Prasarana Umum 3. Health Improvement
5. Pengembangan Sarana Ibadah 4. Public Facilities and Infrastructure Development
6. Pelestarian Alam 5. Religious Facilities Development
7. Pengentasan Kemiskinan 6. Nature Conservation
8. Pendidikan/Pelatihan dan Promosi untuk Mitra Binaan 7. Poverty Alleviation
8. Education/Training and Promotion to Assisted Partners
Disamping program-program tersebut terdapat program In addition to these programs, there is also an assistance
bantuan yang pelaksanaannya didasarkan pada instruksi program which implementation is based on the instruction
Kementerian BUMN yang dinamakan BUMN Peduli. Bantuan of the Ministry of SOEs named BUMN Peduli. Such assistance
tersebut telah memberikan kontribusi besar bagi peningkatan has contributed greatly on the improvement of peoples lives
kehidupan masyarakat serta kemajuan dalam bidang and progress in the fields of education, health, religious,
pendidikan, bidang kesehatan, keagamaan, prasarana umum public infrastructure and natural disaster assistance.
dan bantuan bencana alam.
Sumber dan Realisasi Dana Program Bina Lingkungan Sources and Realization of Community Development
Program Funds
Angkasa Pura II telah melaksanakan Program Bina Lingkungan Angkasa Pura II has implemented the Community
sejak tahun 2002, dengan jumlah penyaluran dana meningkat Development Program since 2002, with total fund distribution
untuk setiap tahunnya. Dana untuk Program Bina Lingkungan increased for each year. Community Development Program
Angkasa Pura II bersumber dari Saldo Awal, Alokasi bagian fund of Angkasa Pura II is sourced from Initial Balance,
Laba Perusahaan, Pendapatan Jasa Giro dan Bunga Deposito. Company Profit Allocation, Giro Service Revenues and
Deposit Interest.
Penggunaan dana pada Program Bina Lingkungan The use of Community Development Program fund is
diperuntukan untuk penyaluran program bantuan Bina intended for the distribution of Community Development
Lingkungan, program BUMN Peduli dan biaya operasional. assistance program, BUMN Peduli program and operating
Adapun realisasi dana untuk penyaluran Program Bina costs. Realization of funds for the distribution of
Lingkungan pada tahun 2015 sebesar Rp. 11.931.072.345,17 Community Development Program in 2015 amounted to
atau 0,60% diatas Rencana Anggaran Kerja Anggaran (RKA) Rp11,931,072,345.17 or 0.60% above the Work Plan Budget
Angkasa Pura II. (RKA) of Angkasa Pura II.

Sumber dan Penggunaan Dana Program Bina Lingkungan Sources and Use of Community Development Program
Funds
Realisasi Deviasi
RKA
Uraian Realization Deviation
Descriptions Sd. Des 2015 Sd. Des 2015
RP %
Until. Dec 2015 Until. Dec 2015
1 2 3 4(3-2) 5(3/2)
Saldo Awal Initial Balance
Penerimaaan Income
Alokasi Laba Perusahaan
1 10,980,725,173.27 10,980,690,172.73 (35,000.54) (0.00)
Company Profit Allocation
Bunga Jasa Giro/Deposito
2 1,582,260,000.00 2,496,397,722.64 914,137,722.64 57.77
Giro/Deposit Service Profit
Lain-Lain Others - 1,110,086,523.00 1,110,086,523.00
3 Jumlah Penerimaan Total Income 12,562,985,173.27 14,587,174,418.37 2,024,189,245.10 16.11
Jumlah Sumber Dana Total Source of Funds 51,974,665,603.54 58,349,949,629.59 6,375,284,026.05 12.27
Pengembalian Persekot Advance Refund 4,801,859,917.95 4,801,859,917.95
4 Jumlah Pengembalian Persekot
- 4,801,859,917.95 4,801,859,917.95
Total Advance Refund
Jumlah Dana Tersedia Total Available Fund 51,974,665,603.54 63,151,809,547.54 11,177,143,944.00 21.50
Penggunaan Dana Fund Utilization
I Bantuan Bina Lingkungan Community Development Assistance
Bantuan Bencana Alam
1 175,000,000.00 177,073,500.00 2,073,500.00 1.18
Natural Disaster Victims Assistance
Bantuan Pendidikan/Pelatihan
2 2,835,000,000.00 3,102,424,140.00 267,424,140.00 9.43
Education/Training Assistance
Bantuan Peningkatan Kesehatan
3 1,310,000,000.00 1,194,677,500.00 (115,322,500.00) (8.80)
Health Improvement Assistance
Bantuan Pengembangan Sarana Umum
4 5,025,000,000.00 5,339,075,374.17 314,075,374.17 6.25
Public Facilities Development Assistance
Bantuan Pengembangan Sarana Ibadah
5 1,785,000,000.00 1,977,977,881.00 192,977,881.00 10.81
Religious Facilities Assistance
Bantuan Pelestarian Alam
6 130,000,000.00 41,500,000.00 (88,500,000.00) (68.08)
Nature Conservation Assistance
Bantuan Pengentasan Kemiskinan
7 130,000,000.00 2,250,000.00 (127,750,000.00) (98.27)
Poverty Alleviation Assistance
Bantuan Pendidikan/Pelatihan dan Promosi
8 Assistance For Education/Training and 470,000,000.00 96,093,950.00 (373,906,050.00) (79.55)
Promotion of Assisted Partners
Jumlah Bantuan Bina Lingkungan
11,860,000,000.00 11,931,072,345.17 71,072,345.17 0.60
Total ComDev Assistance
9 BUMN Peduli -

II Beban Operasional Operating Expenses

Beban Evaluasi/Survey Evaluation/Survey
1 369,738,900.00 63,319,961.00 (306,418,939.00) (82.87)
Expenses
Beban Pengiriman Barang
2 10,660,000.00 1,520,000.00 (9,140,000.00) (85.74)
Materials Delivery Expenses
Beban Administrasi Bank
3 11,453,000.00 97,861,112.13 86,408,112.13 754.46
Bank Administration Expenses
4 Beban Lain-Lain Other Expenses 446,383,100.00 469,819,017.00 23,435,917.00 5.25
Pembayaran Hutang Jangka Pendek
5 - -
Short-Term Debt Payments
Jumlah Biaya Operasional
838,235,000.00 632,520,090.13 (205,714,909.87) (24.54)
Total Operating Expenses
6 Pembayaran Persekot Advance Payment 4,208,314,917.95 4,208,314,917.95
Jumlah Penggunaan Dana Total Fund Utilization 12,698,235,000.00 16,771,907,353.25 4,073,672,353.25 32.08
Saldo BL Perusahaan ComDev Balance 39,276,430,603.54 46,379,902,194.29 7,103,471,590.75 18.09

Dari dana tersedia Rp. 63.151.809.547,54 tersebut telah From the provided funds of Rp63,151,809,547.54 has
disalurkan kepada masyarakat dan lingkungan yang berada been distributed to the community and environment
di sekitar wilayah kerja Perusahaan melalui program bantuan around the working area of the Company through the
Bina Lingkungan sebesar Rp. 11.931.072.345,17, dengan Community Development Assistance Program amounted to
rincian sebagai berikut: Rp11,931,072,345.17 with details as follows:
Tahun Year
Jenis Bantuan Jumlah
Sd. Desember 2015
Type of Assistance 2014 Total
Until December 2015
Bantuan Korban Bencana Alam
2,149,733,615 177,073,500 2,326,807,115
Natural Disaster Victims Assistance
Bantuan Pendidikan/Pelatihan
10,329,944,735 3,102,424,140 13,432,368,875
Education/Training Assistance
Bantuan Peningkatan Kesehatan
4,492,099,690 1,194,677,500 5,686,777,190
Health Improvement Assistance
Bantuan Pengembangan Prasarana Dan Sarana Umum
Public Facilities and Infrastructure Development 12,251,405,683 5,339,075,374 17,590,481,057
Assistance
Bantuan Sarana Ibadah
2,367,247,656 1,977,977,881 4,345,225,537
Religious Facilities Assistance
Bantuan Pelestarian Alam
937,980,500 41,500,000 979,480,500
Nature Conservation Assistance
Bantuan Pengentasan Kemiskinan
866,501,905 2,250,000 868,751,905
Poverty Allevation Assistance
Bantuan Pendidikan/Pelatihan Dan Promosi Mitra
Assistance for Education/Training and Promotion of - 96,093,950 96,093,950
Assisted Partners
Total 33,394,913,784 11,931,072,345 45,325,986,129
Tahun Year
Wilayah Jumlah
No Sd. Desember 2015
Region 2014 Total
Until December 2015
1 Aceh 1,755,412,500 812,812,000 2,568,224,500
2 North Sumatera 5,538,258,100 1,243,317,500 6,781,575,600
3 West Sumatera 1,339,354,000 440,993,000 1,780,347,000
4 Riau 1,007,072,086 503,565,000 1,510,637,086
5 Riau Islands 1,142,328,000 795,180,520 1,937,508,520
6 Jambi 1,561,522,475 856,929,500 2,418,451,975
7 South Sumatera 1,330,686,000 982,344,950 2,313,030,950
8 Bangka Belitung Islands 1,319,577,000 376,990,000 1,696,567,000
9 DKI Jakarta 13,454,748,581 3,520,573,912 16,975,322,493
10 West Java 1,154,087,545 388,672,220 1,542,759,765
11 Banten 2,935,271,297 1,366,425,743 4,301,697,040
12 West Kalimantan 856,596,200 643,268,000 1,499,864,200
Total 33,394,913,784 11,931,072,345 45,325,986,129

Kegiatan Program Bina Lingkungan Tahun 2015 2015 Community Development Program Activities
1. Bantuan sektor sarana umum berupa bahan material 1. Public facilities assistance in the form of material
renovasi toilet SDN di wilayah Tangerang Selapajang I, substance for the renovation of SDN toilets in Tangerang
Bojong Renget, Birul Walidain. Selapajang I, Bojong Renget, Birul Walidain.
2. Bantuan sektor sarana umum berupa bahan material 2. Public facilities assistance in the form of material
untuk pembangunan toilet SD 13 Pagi Kel. Kebon Pala substance for the construction of toilets for SD 13 Pagi,
Jakarta Timur dan SD Kresna Jakarta Timur. Kebon Pala Village, East Jakarta and SD Kresna, East
3. Bantuan sektor peningkatan kesehatan berupa bahan Jakarta.
material untuk renovasi Posyandu RW.04 Kel. Makasar 3. Health improvement assistance in the form of material
Jakarta Timur. substance for the renovation of Posyandu at RW.04,
4. Bantuan sektor peningkatan kesehatan berupa bahan Makasar Village, East Jakarta.
material untuk pembangunan Posyandu Melati II di RT 4. Health improvement assistance in the form of material
9 RW 3 Sukadamai Kel. Talang Betutu Palembang dan substance for the construction of Posyandu Melati II at
Posyandu Melati I di Jl. Kol. Dani Efendi Palembang. RT 9 RW 3 Sukadamai, Talang Betutu Village, Palembang
5. Bantuan sektor sarana umum berupa bahan material and Posyandu Melati I at Jl. Kol. Dani Efendi, Palembang.
untuk pembangunan dan renovasi 10 toilet SD di sekitar 5. Public facilities assistance in the form of material
Bandara Husein Sastranegara. substance for the construction and renovation of 10
6. Bantuan sektor sarana ibadah berupa bahan material Elementary School toilets around the Husein Sastranegara
untuk renovasi Mushola Daarul Ikhlas Pasar Kemis. Airport.
7. Bantuan sektor sarana pendidikan berupa bahan material 6. Religious facilities assistance in the form of material
untuk pembangunan gedung sekolah RA/MDTA Al substance for the renovation of Mushola Daarul Ikhlas
Hikmatul Ummah Jurumudi Tangerang. Pasar Kemis
8. Bantuan sektor sarana umum berupa bak penampungan 7. Educational facilities assistance in the form of material
air untuk Yayasan Satu Benih Tenjo Bogor. substance for the construction of school buildings for
9. Bantuan sektor sarana umum berupa bahan material RA/MDTA of Al Hikmatul Ummah Jurumudi Tangerang.
untuk renovasi Kantor RW. 04 Kel. Makasar Jakarta Timur. 8. Public facilities assistance in the form of water reservoirs
10. Bantuan sektor sarana ibadah berupa bahan material for Satu Benih Foundation Bogor.
untuk renovasi Masjid Muhajirin Depok. 9. Public facilities assistance in the form of material
11. Bantuan sektor bencana alam berupa untuk wilayah Kec. substance for office renovation at RW.04, Makasar Village,
Makassar. East Jakarta.
12. Bantuan sektor sarana ibadah berupa bahan material 10. Religious facilities assistance in the form of material
untuk renovasi Masjid Nurul Huda Dusun I Desa Bagan substance for the renovation of Masjid Muhajirin Depok.
Serdang, Kec. Pantai Labu Kab. Deli Serdang. 11. Natural disasters assistance for Makassar subdistrict.
13. Bantuan sektor sarana umum berupa bahan material 12. Religious facilities assistance in the form of material
untuk pembangunan 10 toilet SD dan SMP di Kec. Blang substance for the renovation of Masjid Nurul Huda
Bintang dan kuto Baro, Aceh. Dusun I Desa Bagan Serdang, Pantai Labu Subdistrict,
14. Bantuan sektor sarana ibadah berupa bahan material Deli Serdang Regency.
untuk renovasi Masjid Al-Huda Cipinang Kebembem II. 13. Public facilities assistance in the form of material
15. Bantuan sektor kesehatan berupa biaya pengobatan substance for the construction of 10 toilets for Elementary
gratis kepada 300 orang serta penyeluhan kesehatan di School and JHS at Blang Bintang Subdistrict and Kuto
desa Tegal Angus, Teluk Naga. Baro, Aceh.
16. Bantuan sektor sarana pendidikan berupa 1.000 stel 14. Religious facilities assistance in the form of material
seragam sekolah, 1.000 pasang sepatu dan kaos kaki substance for the renovation of Masjid Al-Huda Cipinang
untuk Yayasan Satu Benih di Kp. Dungus Biuk RT.02/05 Kebembem II.
Desa Babakan Tenjo, Bogor. 15. Health sector assistance in the form of free medical cost
17. Bantuan sektor pengentasan kemiskinan berupa santuan to 300 people as well as health education at Tegal Angus
untuk 50 anak yatim piatu An-Naajiya dalam bentuk tas, Village, Teluk Naga.
ATK dan uang santunan di Pontianak. Santunan untuk 40 16. Educational facilities assistance in the form of 1,000
anak yatim piatu di Tanjung Pinang, santunan 60 anak sets of school uniforms, 1,000 pairs of shoes and socks
yatim piatu di Pekanbaru. to Satu Benih Foundation at Kp. Dungus Biuk RT.02/05,
18. Bantuan sektor sarana umum berupa 2 unit motor Babakan Tenjo Village, Bogor.
sampah di Desa Beluluk Kel. Bacang, Pangkalpinang.

19. Bantuan sektor sarana umum berupa pompa rehabilitasi 17. Assistance for poverty alleviation in the form of donations
air bersih 3 titik di Kec. Baitussalam, Kp. Lampineng dan for 50 orphans at An-Naajiya in the form of bags,
di Kp. Labui. stationery and donations money in Pontianak. Donations
20. Bantuan sektor pendidikan berupa santuan untuk 50 anak for 40 orphans in Tanjung Pinang, donations for 60
yatim piatu dengan bantuan dalam bentuk tas, atk dalam orphans in Pekanbaru.
Rangka HUT PT. Angkasa Pura II Ke-31 di Pontianak. 18. Public facilities assistance in the form of 2 garbage
21. Bantuan sektor pendidikan berupa santuan untuk 100 motorcycles at Beluluk Village, Bacang Village,
anak yatim piatu dengan bantuan dalam bentuk tas, alat Pangkalpinang.
tulis, buku dalam Rangka HUT PT. Angkasa Pura II Ke-31 19. Public facilities assistance in the form pumps for clean
di Bandung. water rehabilitation at 3 points in Baitussalam Subdistrict,
22. Bantuan sektor sarana umum berupa bahan material Kp. Lampineng and Kp. Labui.
untuk pembangunan Gedung Serba Guna di Desa Teluk 20. Educational sector assistance in the form of donations
Kapuas Kec. Sui Raya, Kab. Kubu Raya, Pontianak. for 50 orphans in the form of bags, stationery in the
23. Bantuan sektor sarana umum berupa 38 unit hand tractor framework of the 31st Anniversary of PT Angkasa Pura II
untuk wilayah Kec. Beringin, Kec. Pantai Labu, Kec. Lubuk in Pontianak.
Pakam dan wilayah Bandara Silangit. 21. Educational sector assistance in the form of donations
24. Bantuan sektor sarana umum berupa rehabilitasi sarana for 100 orphans in the form of bags, stationery, books in
air bersih di 4 titik di Kec. Baitussalam, Aceh. the framework of the 31st Anniversary of PT Angkasa Pura
25. Bantuan sektor sarana pendidikan berupa pembangunan II at Bandung.
ruang kelas MTs di Kec. Blang Bintang, Aceh. 22. Public facilities assistance in the form of material
26. Bantuan sektor pendidikan berupa bahan material untuk substance for the construction of a Multipurpose Building
pembangunan 2 ruang kelas untuk Yayasan Pendidikan at Teluk Kapuas Village, Sui Raya Subdistrict, Kubu Raya
Nurul Hidayah Jambi. Regency, Pontianak.
27. Bantuan sektor kesehatan berupa bahan material untuk 23. Public facilities assistance in the form of 38 units of hand
pembangunan Puskesmas Kebon IX dan pembangunan tractors for Beringin Subdistrict, Pantai Labu Subdistrict,
Posyandu Cempaka I di Desa Mekar Jaya Kec. Sungai Lubuk Pakam Subdistrict and Silangit Airport.
Gelam Kab. Muaro, Jambi. 24. Public facilities assistance in the form of rehabilitation
28. Bantuan sektor sarana ibadah berupa bahan material of clean water facilities in 4 points at Baitussalam
untuk renovasi Masjid Nurul Ikhwan Dusun III Desa Subdistrict, Aceh.
Pematang Biara Kec. Pantai Labu Kab. Deli Serdang. 25. Educational sector assistance in the form of MTs
29. Bantuan sektor pendidikan/pelatihan dan promosi mitra classroom cnstruction at Blang Bintang Subdistrict, Aceh.
binaan berupa pameran 1 stand mitra dalam acara 26. Educational sector assistance in the form of material
Bandung Airshow di Lanud Husein Sastranegara tanggal substance for the construction of two classrooms for
10-13 September 2015. Nurul Hidayah Education Foundation, Jambi.
30. Bantuan sektor sarana umum berupa bahan material 27. Health sector assistance in the form of material substance
untuk renovasi Gedung serbaguna TOAPAYA di Jl. Raya for the construction of Health Centers of Kebon IX and
Tg. Uban Km.26 Kp. Toapaya RT.02/RW.01 Kel. Toapaya, the construction of Posyandu Cempaka I at Mekar Jaya
Kec. Toapaya Asri, Kab. Bintan. Village, Sungai Gelam Subdistrict, Muaro Regency, Jambi.
31. Bantuan sektor pendidikan/pelatihan dan promosi mitra 28. Religious facilities assistance in the form of material
binaan berupa Pelatihan Kewirausahaan Mitra Binaan di substance for the renovation of Masjid Nurul Ikhwan
Hotel Feodora Palembang tanggal 26-27 Agustus 2015. Dusun III, Pematang Biara Village, Pantai Labu Subdistrict,
32. Bantuan sektor pendidikan/pelatihan dan promosi Deli Serdang Regency.
mitra binaan berupa Promosi mitra binaan dalam acara 29. Assistance for education/training and promotion of
Pameran sriwijaya Exhibition III di Lobby Kementrian assisted partners in the form of 1 partner stand exhibition
Perindustrian Jakarta tanggal 6-9 Oktober 2015. in the event of Bandung Airshow at Sastranegara Airbase
33. Bantuan sektor sarana umum berupa bahan material dated September 10th-13th, 2015.
untuk pembangunan gedung serbaguna RW 01 Kel. 30. Public facilities assistance in the form of material
Kebon Pala, Jakarta Timur. substance for the renovation of multipurpose building
34. Bantuan sektor sarana ibadah berupa bahan material TOAPAYA at Jl. Raya Tg. Uban Km.26 Kp. Toapaya RT.02/
untuk pembangunan Musholla Ar Rasyid, Kel. Halim RW.01, Toapaya Village, Toapaya Asri Subdistrict, Bintan
Perdanakusuma, Jakarta Timur. Regency.

35. Bantuan sektor sarana umum berupa bahan material 31. Assistance for education/training and promotion of
untuk pembangunan gedung serbaguna di Kel. Talang assisted partners in the form of Entrepreneurial Training
Jambe Kec. Sukarami, Kota Palembang. of Assisted Partners at Feodora Hotel, Palembang on
36. Bantuan sektor sarana umum berupa bahan material August 26th-27th, 2015.
untuk pembangunan Kantor Wali Korong Batang Sarik 32. Assistance for education/training and promotion of
Padang Pariaman. assisted partners in the form of promotion of assisted
37. Bantuan sarana umum berupa bahan material untuk partners in Sriwijaya Exhibition III at the Lobby of the
pembangunan toilet 2 buah di Pantai Padang. Ministry of Industry, Jakarta on October 6th-9th, 2015.
38. Bantuan sarana pendidikan berupa bahan material untuk 33. Public facilities assistance in the form of material
pembangunan TPA MIFTAHUSSALAM di Jl. Salam No. substance for the construction of a multipurpose building
19 RT.08/RW.IV Kel. Sei Jang, Kec. Bukit Bestari, Kota at RW 01, Kebon Pala Village, East Jakarta.
Tanjung Pinang. 34. Religious facilities assistance in the form of material
39. Bantuan sarana umum berupa bahan material untuk substance for the construction of Mushola Ar Rasyid,
pembangunan gedung serbaguna MAHARANI di Jl. Halim Perdanakusuma Village, East Jakarta.
Sidomakmur, Gg. Nira No. 106 RT.03/RW.03, Kel. Sei 35. Public facilities assistance in the form of material
Jang, Kec. Bukit Bestari, Kota Tanjungpinang. substance for the construction of a multipurpose building
40. Bantuan sarana umum berupa pembangunan SAL at Talang Jambe Village, Sukarami Subdistrict, Palembang
pembungan air limbah di Rawalini, Kec. Teluk Naga, Desa City.
Teluk Naga, Kec. Teluk Naga, Kab. Tangerang. 36. Public facilities assistance in the form of material
41. Bantuan saran umum berupa pembangunan toilet 10 substance for the office construction of Wali Korong
pintu di SMKN 6 Desa Negrasali, Kec. Neglasari, Kota Batang Sarik Padang Pariaman.
Tangerang. 37. Public facilities assistance in the form of material
substance for the construction of 2 toilets in the Padang
Beach.
38. Educational facilities assistance in the form of material
substance for the landfill of MIFTAHUSSALAM at Jl.
Salam No. 19 RT.08/RW.IV, Sei Jang Village, Bukit Bestari
Subdistrict, Tanjung Pinang City.
39. Public facilities assistance in the form of material
substance for the construction of a multipurpose building
of MAHARANI at Jl. Sidomakmur, Gg. Nira No. 106
RT.03/RW.03, Sei Jang Village, Bukit Bestari Subdistrict,
Tanjungpinang City.
40. Public facilities assistance in the form of sewerage in
Rawalini, Teluk Naga subdistrict, Teluk Naga Village,
Tangerang Regency.
41. Public facilities assistance in the form of 10 doors toilets
at SMKN 6 Negrasali Village, Neglasari Subdistrict,
Tangerang City.

perusahaan terhadap pelanggan
Corporate Social Responsibility Towards Customer
Angkasa Pura II menempatkan kepuasan pelanggan sebagai Angkasa Pura II puts customer satisfaction as a service that is
bentuk pelayanan yang fundamental dan penting. Hal ini fundamental and important. It is based on the belief that the
didasari keyakinan bahwa pelanggan atau penguna jasa customers or airport services users is one of the stakeholders
bandar udara adalah salah satu pemangku kepentingan yang that has a central role in ensuring the business sustainability,
mempunyai peran sentral dalam menjamin keberlangsungan so it becomes a major partner in developing the business in
usaha, sehingga merupakan partner utama dalam the future.
mengembangkan usaha di masa depan.
Sebagai komitmen dan menempatkan pemenuhan harapan As a commitment and to put the fulfillment of customer
para pelanggan sebagai prioritas utama, Angkasa Pura II expectations as a top priority, Angkasa Pura II implements
menerapkan tanggung jawab sosial terhadap pelanggan social responsibility towards customer through strategic
melalui layanan strategis, yakni memberikan jaminan services, that provide security & safety guarantee of
keamanan & keselamatan pelanggan, meningkatan kualitas customers, improve the quality of services provided to
layanan yang diberikan kepada pelanggan, meningkatkan customers, improve the ease of information access and
kemudahaan akses informasi dan layanan kebandarudaraan, airport services, and provide customer complaint center.
dan menyediakan pusat pengaduan pelanggan.
Keamanan & Keselamatan Pelanggan Customer Security & Safety
Berdasarkan Undang-Undang Nomor 1 Tahun 2009 tentang Based on Law No. 1 Year 2009 on Aviation article 219
Penerbangan pasal 219 ayat (1) menyebutkan bahwa: paragraph (1) states that: Every business entity or organizer
Setiap badan usaha bandar udara atau unit penyelenggara of airports is obliged to provide airport facilities that meet the
bandar udara wajib menyediakan fasilitas bandar udara requirements of aviation safety and security, as well as airport
yang memenuhi persyaratan keselamatan dan keamanan services in accordance with the stipulated service standards.
penerbangan, serta pelayanan jasa bandar udara sesuai In the provision of security facilities as mentioned above,
dengan standar pelayanan yang ditetapkan. Dalam Angkasa Pura II conducts analysis of needs by considering
penyediaan fasilitas keamanan sebagaimana dimaksud di the effectiveness of equipment, airport classification and the
atas, Angkasa Pura II melakukan analisa kebutuhan dengan level of threat or disturbance occured.
mempertimbangkan efektifitas peralatan, klasifikasi bandar
udara dan tingkat ancaman atau gangguan yang ada.
Untuk memberikan jaminan keamanan kepada seluruh To provide security guarantees to all airport services users,
pengguna jasa di bandar udara, maka penerapan sistem implementation of good security systems at the airports
keamanan yang baik di bandar udara menjadi kewajiban became an absolute obligation performed by Angkasa Pura II.
yang mutlak dilakukan oleh Angkasa Pura II. Adapun sistem The airport security systems are:
keamanan di bandar udara adalah: 1. Screening (Inspection of People, Goods and Vehicles)
1. Screening (Pemeriksaan Orang, Barang dan Kendaraan) 2. Access control/perimeter protection
2. Access control/perimeter protection 3. Surveillance (Surveillance and Patrol)
3. Surveillance (Pengawasan dan Patroli) 4. Protection against infiltration (through coordination and
4. Protection against infiltration (melalui koordinasi dan information from external parties: Police & BIN)
informasi dari pihak eksternal: Kepolisian & BIN) 5. Staff participating (Participation of officials in the form
5. Staff participating (Partisipasi petugas dlm bentuk of security awareness involving the airport community)
security awareness melibatkan airport community) 6. Quality Control & Quality Assurance
6. Quality Control & Quality Assurance
Angkasa Pura II juga senantiasa memastikan kesiagaan Angkasa Pura II also constantly ensures the readiness of all
seluruh fasilitas keselamatan penerbangan bandara melalui airport flight safety facilities through the Safety Management
Unit Manajemen Keselamatan. Unit tersebut berfungsi untuk Unit. The unit serves to manage, control and develop
mengelola, mengendalikan dan membina kegiatan: activities:
1. Pelaksanaan Sistem Manajemen Keselamatan; 1. Implementation of Safety Management System;
2. Standarisasi, kalibrasi dan pemeliharaan teknik 2. Standardization, calibration and maintenance of
elektronika; electronic engineering;

3. Standarisasi, kalibrasi dan pemeliharaan teknik listrik, 3. Standardization, calibration and maintenance of
mekanikal dan peralatan; electrical, mechanical and equipment engineering;
4. Standarisasi, kalibrasi dan pemeliharaan teknik bandara. 4. Standardization, calibration and maintenance of airport
engineering
Kegiatan yang dilakukan dalam rangka menjamin kesiagaan Activities performed in order to ensure the readiness of
fasilitas keselamatan penerbangan bandara antara lain: airport filght safety facilities, among others:
1. Teknik Elektronika 1. Electronic Engineering
Unit Teknik Elektronika merupakan unit yang melakukan Electronic Engineering Unit is a unit that performs
perencanaan, pelaksanaan dan evaluasi terhadap kegiatan planning, implementation and evaluation towards
standarisasi, kalibrasi dan pemeliharaan peralatan the activities of standardization, calibration and
elektronika bandara (PAS, FIS, Flight Communication maintenance of airport electronic equipments (PAS,
System, Integrated Ground Communication System, FIS, Flight Communication System, Integrated Ground
Fire Alarm System, Master Clock), peralatan security Communication System, Fire Alarm System, Master
equipment dan peralatan navigasi, komunikasi, otomasi Clock), security equipment tools and navigation tools,
dan surveillance di seluruh kantor cabang bandara communication, automation and surveillance at all
Angkasa Pura II. airport branch offices of Angkasa Pura II.
2. Teknik Listrik Mekanikal & Peralatan 2. Electrical, Mechanical & Equipment Engineering
Unit Teknik Listrik, Mekanikal & Peralatan merupakan Electrical, Mechanical & Equipment Engineering Unit
unit yang melakukan perencanaan, pelaksanaan dan is a unit that performs planning, implementation and
evaluasi terhadap kegiatan standarisasi, kalibrasi dan evaluation towards the activities of standardization,
pemeliharaan fasilitas listrik, fasilitas PKPPK dan alat- calibration and maintenance of electrical facilities, PKPPK
alat besar dan fasilitas operasi pada sisi udara di seluruh facilities and large equipments and operating facilities at
kantor cabang bandara Angkasa Pura II. the air side at all airport branch offices of Angkasa Pura II.
3. Teknik Bandara 3. Airport Engineering
Unit Teknik Bandara merupakan unit yang melakukan Airport Engineering Unit is a unit at performs planning,
perencanaan, pelaksanaan dan evaluasi terhadap implementation and evaluation towards the activities
kegiatan standarisasi, kalibrasi dan pemeliharaan dan of standardization, calibration and maintenance as well
perbaikan fasilitas operasi pada sisi udara (meliputi: as improvement of operating facilities on the air side
apron, runway, taxiway, bangunan terminal) dan fasilitas (include: apron, runway, taxiway, terminal buildings)
operasi pada sisi darat (meliputi: gedung non terminal, and operating facilities on the land side (include: non
lapangan, parkir, pertamanan, jalan akses) di seluruh terminal buildings, field, parking, landscaping, access
kantor cabang bandara Angkasa Pura II. roads) in all airport branch offices of Angkasa Pura II.
Akses Informasi Layanan dan Pengaduan Pelanggan Information Access for Customer Service and Complaints
Guna mendukung jaminan kepuasan pelanggan, Angkasa In order to support customer satisfaction guarantee, Angkasa
Pura II menyediakan fasilitas pusat informasi dan layanan Pura II provides information center facilities and services for
bagi para penumpang di setiap terminal bandara. Selain hal passengers at each airport terminal. Besides this, Angkasa
tersebut, Angkasa Pura II telah membentuk pusat pengaduan Pura II has established customer complaint center. The
pelanggan. Pusat informasi layanan dan pengaduan information center for customer service and complaints can
pelanggan ini dapat diakses melalui beberapa saluran antara be accessed through multiple channels, among others:
lain: Contact Center with hotline 1500 138
Contact Center dengan hotline 1500 138 Website: www.angkasapura2.co.id via Contact Us
Website Perusahaan: www.angkasapura2.co.id via Email: contact.center@angkasapura2.co.id
Kontak Kami Twitter: @contactap2
Email Perusahaan: contact.center@angkasapura2.co.id Facebook: AP II Contact Center
Twitter: @contactap2
Facebook: AP II Contact Center

Mekanisme Penyampaian dan Penyelesaian Pengaduan Mechanism of Customer Complaints Submission and
Pelanggan Completion
Komitmen untuk memberikan pelayanan yang terbaik Commitment to provide the best service demands quick
menuntut tindakan/respon secara cepat dan taktis terhadap and tactical actions/responses to all complaints/grievances
semua aduan/keluhan dari pemangku kepentingan khususnya of stakeholders, especially customers namely airport service
pelanggan yakni pengguna jasa bandar udara. Upaya users. Completion efforts to any customer complaints have
penyelesaian terhadap setiap keluhan pelanggan telah diatur been specifically stipulated in the policy of service quality
secara khusus dalam kebijakan standar mutu pelayanan. standards. The complaint management standards, as follows:
Standar pengelolaan pengaduan tersebut, sebagai berikut: a. Standards in responding to customer complaints 1x24
a. Standar dalam merespon atas pengaduan pelanggan 1 x Hours.
24 Jam. b. Complaints received through contact center, website,
b. Pengaduan yang masuk melalui contact center, website, email, twitter, or facebook of the Company will soon be
email, twitter, atau facebook Perusahaan akan segera followed up by the Corporate Secretary work unit and the
ditindaklanjuti oleh unit kerja Sekretaris Perusahaan dan Airport Services work unit.
unit kerja Pelayanan Bandara. c. Futhermore, customer complaints are processed and
c. Selanjutnya keluhan pelanggan diproses dan diselesaikan settled by the relevant units. The relevant units can
oleh unit terkait. Unit terkait dapat langsung berkomunikasi communicate directly to customers in the completion
kepada pelanggan dalam proses penyelesaian keluhan. process of the complaints.

Alur Penanganan Layanan Contact Center Angkasa Pura II Flow of Contact Center Complaints Handling of Angkasa
Pura II

Jumlah Pengaduan Pelanggan Tahun 2015 Total Customer Complaints in 2015
Selama tahun 2015, Angkasa Pura II berkomitmen untuk During 2015, Angkasa Pura II is committed to follow up on
menindaklanjuti setiap keluhan pelanggan. Berdasarkan Data any customer complaints. Based on Call Data who contacted
Call yang menghubungi Angkasa Pura II, terdapat 19.847 Call Angkasa Pura II, there were 19,847 calls who contacted.
yang menghubungi.
Kategori 2015
No Total
Categories JAN FEB MAR APR MAY JUN JUL AGS SEP OCT NOV DEC
Total Call Yang
Menghubungi (COF)
1 858 944 1101 1096 915 885 1657 1333 4074 3877 1690 1417 19847
Total Calls Who
Contacted (COF)
Total Call Yang
Berhasil Terangkat
2 (ACD) 850 912 1078 1069 905 874 1638 1320 4000 3841 1668 1398 19553
Total Successfully
Picked Up Calls (ACD)
Total Call Berhasil
Terangkat dengan
waktu tunggu
maksimal 20 detik
(ACD 20sec)
3 850 912 1078 1069 905 874 1638 1320 4000 3841 1668 1398 19553
Total Successfully
Picked Up Calls with
a maximum waiting
time of 20 seconds
(ACD 20secs)
4 Abandon Calls 8 32 23 27 10 11 19 13 74 41 22 19 299
Dari total call yang menghubungi dari bulan Januari hingga The number of calls from January to December 2015 amounted
Desember 2015 sebanyak 19847 call, yang berhasil terangkat to 19,847 calls with total calls that were successfully picked
dengan waktu tunggu maksimal 20 detik sebanyak 19553 call, up with a maximum waiting time of 20 seconds amounted to
sementara yang abandon call hanya berkisar 299 call. 19,553 calls, while the total abandon calls only about 299 calls.

Tingginya jumlah call di bulan September dan Oktober The high number of calls in September and October 2015
2015 karena banyaknya pemintaan informasi yang berkaitan was due to the many requests of information relating to the
dengan kondisi kabut asap yang menutupi beberapa bandara condition of haze covering several airports that caused many
yang menyebabkan banyak flight delay/cancel. flight delays/cancellation.

Pelayanan Complain Melalui Contact Center 1500138 Complaint Services Through Contact Center 1500138
Top Ten Komplain Melalui 1500138 Periode Januari - Top Ten Complaints Through 1500138 For The Period Of
Desember 2015 January - December 2015
Kategori 2015
No Total
1 Lost & Properties 33 36 26 12 28 9 20 27 5 4 10 9 219
Layanan Maskapai
2 4 15 3 4 5 6 6 4 2 0 4 5 58
Airline Services
Layanan Petugas
Bandara
3 0 1 1 6 0 3 4 1 3 1 6 3 29
Airport Officials
Services
Layanan Taxi
4 0 3 0 0 2 1 0 7 0 1 2 4 20
Taxi Services
Kemacetan Dalam
Kawasan
5 0 1 1 1 1 0 0 5 2 0 1 2 14
Congestion Inside
Airport Areas
Fasilitas Parkir
6 0 0 3 0 0 1 2 0 2 1 1 0 10
Parking Facility
Kemacetan Luar
Kawasan
7 0 5 1 0 0 0 0 3 0 0 1 0 10
Congestion Outside
Airport Areas
Fasilitas Lain-Lain
8 0 2 0 1 0 0 1 3 0 1 1 0 9
Other Facilities
9 Troley 0 1 2 0 1 0 3 0 0 0 0 0 7
Aksi Premanisme
10 0 0 0 0 2 0 1 2 0 0 0 0 5
Thuggery acts

Komplain tertinggi yang diterima melalui 1500138 sepanjang The highest complaint through 1500138 throughout 2015 is
tahun 2015 yaitu mengenai lost and properties dengan about lost and properties with total complaints of 219 calls,
total keluhan sebanyak 219 call, yang terjadi dalam periode which happens in the first semester of 2015, which then
semester I 2015, yang kemudian berkurang cukup signifikan decrease significantly by the end of 2015.
di akhir tahun 2015.

Complaints Services Melalui Social Media Twitter Complaints Services Through Social Media Twitter
@Contactap2 @Contactap2
Kategori 2015
No Total
Maskapai
1 6 7 6 10 4 7 19 6 14 9 18 17 123
Airlines
Petugas Bandara
2 0 0 6 0 2 1 6 3 1 2 5 48 74
Airport Officials
Kebersihan Toilet
3 3 13 1 0 0 4 2 2 6 5 0 5 66
Toilet Hygene
Pembangunan
4 2 2 4 3 3 6 1 0 4 0 5 2 60
Development
Kemacetan Dalam
Kawasan
5 2 5 10 12 7 2 2 5 2 1 7 4 59
Congestion Inside
Airport Area
Proses Pengambilan
Bagasi
6 2 0 2 1 1 3 3 11 4 8 8 3 46
Baggage Claim
Process
Fasilitas Toilet
7 3 13 1 0 0 4 2 2 6 5 0 5 41
Toilet Facility
Fasilitas Parkir
8 3 3 0 2 1 0 2 3 8 5 4 2 33
Parking Facility
Layanan Taxi
9 1 1 3 4 0 2 1 0 2 2 5 10 31
Taxi Services
Antrian Penumpang
10 0 0 0 0 1 2 1 2 0 6 8 8 28
Passengers Queue

Keluhan tertinggi melalui twitter @Contactap2 sepanjang The highest complaint through twitter @Contactap2
bulan Januari hingga Desember 2015 yaitu mengenai throughout January until December 2015, namely about
pelayanan maskapai dengan total keluhan sebanyak 123. airline services with total complaints of 123.

Pelayanan Complain Melalui Media Sosial Twitter Spy Complaints Handling Through Social Media Twitter Spy
Top Ten Complain Periode Januari - Desember 2015 Melalui Top Ten Complaints For The Period Of January - December
Twitter Spy 2015 Through Twitter Spy
Kategori 2015
No Total
Layanan Maskapai
1 743 752 1013 899 1545 1836 651 234 252 188 650 692 9455
Airline Services
Kemacetan di Luar
Kawasan Bandara
2 75 97 85 271 576 237 146 102 113 92 117 105 2016
Congestion Outside
Airport Areas
Cuaca
3 6 176 38 93 117 103 33 16 321 471 135 132 1641
Weather
Penumpukan
Penumpang
4 76 113 156 98 164 182 130 83 79 98 82 148 1409
Passenger
Cumulation
Kemacetan di
Dalam Kawasan
5 44 55 42 90 252 79 48 40 21 25 80 41 817
Congestion Inside
Airport Areas
Antrian Penumpang
6 53 83 74 55 144 49 73 31 22 35 101 82 802
Passengers Queue
AC Ruangan
7 Room Air 23 144 214 32 86 22 20 7 3 4 41 29 625
Conditioning
Bandara Sepi
8 32 80 16 33 30 18 52 53 41 27 53 18 453
Deserted Airport
Layanan Umum
9 16 19 5 17 23 19 184 38 11 8 15 6 361
Public Services
Layanan Taxi
10 10 18 18 66 103 42 25 4 12 11 17 26 352
Taxi Services
Komplain tertinggi melalui media sosial twitter spy yaitu The highest complaint through social media twitter spy is
mengenai layanan maskapai, yang sangat signifikan hingga about airline services, which is very significant until it reached
mencapai 9455 keluhan, disusul dengan komplain atas 9,455 complaints, followed by complaints on congestion
kemacetan di luar kawasan bandara sebanyak 2016. outside the airport areas as much as 2016.

Tindak Lanjut Penanganan/Eskalasi Komplain Follow-Up of Complaints Handling/Escalation
Bandara Penanganan Handling Total Eskalasi

No
Airports Closed Open Total Escalation
1 Soekarno-Hatta 558 109 667
2 Husein Sastranegara 13 0 13
3 Halim Perdanakusuma 4 8 12
4 Sultan Iskandar Muda 0 1 1
5 Kualanamu 4 14 18
6 Pontianak 5 6 11
7 Raja Haji Fisabilillah 0 1 1
8 Depati Amir 0 5 5
9 Sultan Mahmud Badaruddin II 2 2 4
10 Sultan Syarif Kasim II 13 6 19
11 Minangkabau 1 5 6
12 Sultan Thaha 1 3 4
TOTAL 601 160 761
Dari total keseluruhan penanganan/eskalasi komplain hingga Until December 2015, the total handling/escalation of
Desember 2015 yaitu sebanyak 761. Adapun komplain dengan complaints amounted to 761. As for the complaints with
status closed sebanyak 601 (78,98%) dan yang masih open closed status amounted to 601 (78.98%) and open status as
sebanyak 160 (21,02%). many as 160 (21.02%).

beyond
challenge
Laporan Keuangan
Financial Report

PT Angkasa Pura II (Persero)
dan entitas anaknya/ and its subsidiary
Laporan keuangan konsolidasian tanggal 31 Desember 2015

dan untuk tahun yang berakhir pada tanggal tersebut
beserta laporan auditor independen/
Consolidated financial statements as of December 31, 2015
and for the year then ended
with independent auditors report

The original consolidated financial statements included herein are in
Indonesian language.
PT ANGKASA PURA II (PERSERO) PT ANGKASA PURA II (PERSERO)

DAN ENTITAS ANAKNYA AND ITS SUBSIDIARY
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2015 AS OF DECEMBER 31, 2015
DAN UNTUK TAHUN YANG BERAKHIR PADA AND FOR THE YEAR THEN ENDED
TANGGAL TERSEBUT WITH INDEPENDENT AUDITORS REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN
Daftar Isi Table of Contents
Halaman/
Page
Surat Pernyataan Direksi Board of Directors Statement
Laporan Auditor Independen Independent Auditors Report
Laporan Posisi Keuangan Konsolidasian ........................ 1-2 .............. Consolidated Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss

Komprehensif Lain Konsolidasian ............................ 3-4 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian ..................... 5 ............. Consolidated Statement of Changes in Equity
Laporan Arus Kas Konsolidasian..................................... 6 ....................... Consolidated Statement of Cash Flows
Catatan atas Laporan Keuangan Konsolidasian.............. 7-125 ......... Notes to the Consolidated Financial Statements
Informasi Keuangan Entitas Induk Parent Entity Financial Information
Laporan Posisi Keuangan................................................ 1-2 .................................... Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Statement of Profit or Loss

Komprehensif Lain ................................................... 3 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas ............................................ 4 ................................... Statement of Changes in Equity
Laporan Arus Kas ........................................................... 5 ............................................. Statement of Cash Flows
Catatan atas Laporan Keuangan .................................... 6-8 ..................................... Notes to Financial Statements
************************

Laporan Keuangan Konsolidasi Consolidated Financial Statement


LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
31 Desember 2015 December 31, 2015
(Disajikan dalam rupiah, kecuali dinyatakan lain) (Expressed in rupiah, unless otherwise stated)
(Disajikan kembali - Catatan 52/

As restated - Note 52)
1 Januari/
January 1,
2014/
31 Desember / 31 Desember/ 31 Desember/
Catatan/ December 31, December 31, December 31,
Notes 2015 2014 2013
ASET ASSETS
ASET LANCAR CURRENT ASSETS

Kas dan setara kas 2d,2z,4,47 2.930.498.090.526 1.030.570.810.965 1.510.031.837.262 Cash and cash equivalents
Piutang usaha, bersih 2e,2f,2z,5,47 494.012.877.203 456.111.876.837 651.447.744.453 Trade receivables, net
Piutang lain-lain 2e,2z,6,47 49.798.494.145 64.499.586.203 79.082.756.477 Other receivables
Persediaan 2g,7 11.188.108.561 14.296.254.066 13.634.104.581 Inventories
Pajak dibayar di muka 2r,19a 55.310.422.502 27.598.698.092 32.086.939.398 Prepaid taxes
Uang muka 2h,8 28.654.912.318 46.090.660.505 76.783.052.980 Advances
Pendapatan yang masih
harus diterima 2e,9 454.426.993.457 230.400.596.328 29.482.117.862 Accrued income
TOTAL ASET LANCAR 4.023.889.898.712 1.869.568.482.996 2.392.548.553.013 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS
Klaim pengembalian pajak 2r,19a - 30.507.015.223 144.461.541.312 Claim for tax refund
Aset keuangan yang Available-for-sale
tersedia untuk dijual 2z,10 106.440.500.000 102.218.000.000 122.495.405.840 financial assets
Penyertaan saham 2i,11 250.009.720.415 240.293.893.439 236.674.515.237 Investments in shares of stock
Properti investasi, netto 2k,12 78.290.394.065 78.968.873.041 67.189.799.237 Investment property, net
Aset tetap, netto 2j,13 15.775.559.895.770 13.577.820.044.043 10.345.306.300.491 Fixed assets, net
Goodwill 14 203.205.000 203.205.000 203.205.000 Goodwill
Aset tidak lancar lain-lain 2l,2z,15 36.369.274.657 32.936.048.223 33.036.365.364 Other non-current assets
TOTAL ASET TIDAK LANCAR 16.246.872.989.907 14.062.947.078.969 10.949.367.132.481 TOTAL NON-CURRENT ASSETS
TOTAL ASET 20.270.762.888.619 15.932.515.561.965 13.341.915.685.494 TOTAL ASSETS
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2e,2z,16,47 18.378.405.859 24.323.700.220 10.064.099.878 Trade payables
Utang lain-lain 2z,17,47 232.233.951.514 318.173.204.449 240.168.743.796 Other payables
Beban akrual 2n,2z,18,47 1.530.210.610.792 1.443.084.598.200 460.097.673.201 Accrued expenses
Utang pajak 2r,19b 140.661.463.834 73.650.051.270 44.808.733.057 Taxes payable
Liabilitas dana pensiun 20 104.093.065.230 91.708.903.370 90.987.335.721 Pension fund liabilities
Pendapatan yang diterima di muka 2e,2p,21 116.775.567.465 109.201.364.223 117.081.118.089 Unearned revenues
Liabilitas imbalan kerja Short-term employees
jangka pendek 2o,2z,24,47 145.449.882.394 132.052.528.668 93.036.330.913 benefits liabilities
TOTAL LIABILITAS
JANGKA PENDEK 2.287.802.947.088 2.192.194.350.400 1.056.244.034.655 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman jangka panjang 2m,2z,22,47 1.197.640.648.209 423.000.000.000 - Long-term loans
Utang lain-lain 2e,2z,47 6.223.484.531 11.649.048.413 1.543.333.075 Other payables
Utang jaminan pelanggan 2z,23,47 22.734.113.392 17.146.417.705 14.745.659.742 Customers deposits
Liabilitas pajak tangguhan 2r,19e 341.307.236.878 346.373.513.450 384.703.216.813 Deferred tax liabilities
Liabilitas imbalan kerja 2o,24 165.750.440.612 170.982.562.337 111.985.137.772 Employee benefits liabilities
Dana program tunjangan hari tua 25 8.259.549.086 5.867.211.870 122.627.412.232 Retirement program funds
Dana program BUMN
peduli beasiswa 26 5.275.203.506 5.881.647.341 6.193.335.959 BUMN scholarship program fund
TOTAL LIABILITAS TOTAL NON-CURRENT

JANGKA PANJANG 1.747.190.676.214 980.900.401.116 641.798.095.593 LIABILITIES
TOTAL LIABILITAS 4.034.993.623.302 3.173.094.751.516 1.698.042.130.248 TOTAL LIABILITIES
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements form
merupakan bagian yang tidak terpisahkan dari laporan an integral part of these consolidated financial statements taken as a
keuangan konsolidasian ini secara keseluruhan whole
11


LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
(Disajikan kembali - Catatan 52/

As restated - Note 52)
1 Januari/
January 1,
2014/
31 Desember / 31 Desember/ 31 Desember/
Catatan/ December 31, December 31, December 31,
Notes 2015 2014 2013
EKUITAS EQUITY
Ekuitas yang dapat diatribuslkan Equity attributable to owners

kepada pemllik entitas induk of the parent entity
Modal saham nilai nominal Share capital - par value of

Rp1.000.000 per saham Rp1,000,000 per share
Modal dasar -
20.000.000 saham
Modal ditempatkan dan Authorized - 20,000,000 shares
disetor penuh - Issued and fully paid -
5.000.000 saham 27 5.000.000.000.000 5.000.000.000.000 5.000.000.000.000 5,000,000 shares
Modal disetor lainnya 28 2.384.500.394.492 384.500.394.492 384.500.394.492 Other paid-in capital
Komponen ekuitas lainnya 29 2.182.977.703.262 2.099.736.011.610 1.761.138.957.023 Other components of equity
Rugi komprehensif lain (95.382.074.418) (42.741.759.170) (54.383.643.755) Other comprehensive loss
Selisih ekuitas entitas anak 31 (26.316.798.626) (26.316.798.626) (26.316.798.626) Equity difference of subsidiary
Saldo laba Retained earnings
Dicadangkan 5.569.530.216.120 4.713.033.652.605 3.990.109.689.955 Appropriated
Belum dicadangkan 1.220.458.888.904 631.208.718.443 588.824.528.626 Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to owners of

kepada pemilik entitas induk 16.235.768.329.734 12.759.420.219.354 11.643.873.127.715 the parent entity
Kepentingan non-pengendali 935.583 591.095 427.531 Non-controlling interests
TOTAL EKUITAS 16.235.769.265.317 12.759.420.810.449 11.643.873.555.246 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 20.270.762.888.619 15.932.515.561.965 13.341.915.685.494 TOTAL LIABILITIES AND EQUITY


LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Tahun yang berakhir pada tanggal Year ended December 31, 2015,
31 Desember 2015 (Expressed in rupiah, unless otherwise stated)
(Disajikan dalam rupiah, kecuali dinyatakan lain)
Tahun yang berakhir pada tanggal 31 Desember/

Year ended December 31,
2014
(Disajikan kembali -
Catatan 52/
Catatan/ As restated -
Notes 2015 Note 52)
PENDAPATAN USAHA 2s,33 OPERATING REVENUES

Pendapatan aeronautika 3.310.233.114.507 3.094.432.283.841 Aeronautical revenues
Pendapatan non-aeronautika 2.185.082.263.879 1.646.522.555.195 Non-Aeronautical revenues
Pendapatan kargo 148.830.683.900 119.559.775.783 Cargo revenues
TOTAL PENDAPATAN USAHA 5.644.146.062.286 4.860.514.614.819 TOTAL OPERATING REVENUES
BEBAN USAHA OPERATING EXPENSES

Beban pegawai 2s,34 1.158.351.785.550 961.778.172.953 Employee expenses
Beban operasional bandara 2s,35 1.722.937.616.326 1.695.831.024.816 Airport operation expenses
Beban umum dan administrasi 2s,36 689.766.159.380 949.910.857.954 General and administrative expense
Beban pemasaran 2s,37 6.477.411.240 2.200.984.837 Marketing expenses
TOTAL BEBAN USAHA 3.577.532.972.496 3.609.721.040.560 TOTAL OPERATING EXPENSES
LABA USAHA 2.066.613.089.790 1.250.793.574.259 OPERATING INCOME
PENGHASILAN (BEBAN)
LAIN-LAIN OTHER INCOME (EXPENSES)
Penghasilan keuangan, bersih 2s,40 62.441.565.118 99.590.827.236 Finance income, net
Pajak final atas penghasilan keuangan 2r (13.651.568.315) (20.508.151.797) Final tax expense on finance income
Share in profit of
Bagian laba entitas asosiasi 41 9.715.826.977 8.306.878.202 the associated entities
Penghasilan lain-lain 2s,38 336.446.918.384 282.812.492.818 Other income
Beban lain-lain 2s,39,44 (125.141.359.925) (119.331.376.425) Other expenses
Beban pendanaan 2s (1.444.247.037) (919.828.748) Finance expense
TOTAL PENGHASILAN
LAIN-LAIN 268.367.135.202 249.950.841.286 TOTAL OTHER INCOME
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX

DAN PAJAK PENGHASILAN BADAN 2.334.980.224.992 1.500.744.415.545 AND CORPORATE INCOME TAX
Beban pajak final 2r (68.785.593.162) (26.242.519.774) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN 2.266.194.631.830 1.474.501.895.771 CORPORATE INCOME TAX
BEBAN (MANFAAT) CORPORATE INCOME TAX

PAJAK PENGHASILAN BADAN EXPENSE (BENEFIT)
Pajak kini 2r,19c 566.650.271.045 391.701.491.157 Current tax
Pajak tangguhan 2r,19c,19e 12.221.328.510 (43.969.466.838) Deferred tax
TOTAL BEBAN PAJAK TOTAL CORPORATE

PENGHASILAN BADAN 578.871.599.555 347.732.024.319 INCOME TAX EXPENSE
LABA TAHUN BERJALAN 1.687.323.032.275 1.126.769.871.452 PROFIT FOR THE YEAR


LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN AND OTHER COMPREHENSIVE
KONSOLIDASIAN (lanjutan) INCOME (continued)
Tahun yang berakhir pada tanggal Year ended December 31, 2015

2014
Catatan 52/
Notes 2015 Note 52)
PENGHASILAN (RUGI) OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME (LOSS)
Pos-pos yang akan Item that will be

direklasifikasi ke laba rugi reclassified to profit or loss
periode berikutnya in subsequent period
Perubahan nilai wajar aset Changes in fair value of available
keuangan tersedia untuk dijual 10 (777.500.000) (5.277.405.840) for sale financial assets
Pos-pos yang tidak akan Item that will not be
direklasifikasi ke laba atau rugi reclassified to profit or loss
Keuntungan (kerugian) aktuaria (69.150.420.330) 22.559.053.900 Actuarial gain (loss)
Efek beban pajak pendapatan 17.287.605.082 (5.639.763.475) Income tax effect expense

TAHUN BERJALAN FOR THE YEAR
SETELAH PAJAK (52.640.315.248) 11.641.884.585 AFTER TAX
TOTAL PENGHASILAN TOTAL COMPREHENSIVE

KOMPREHENSIF TAHUN INCOME
BERJALAN 1.634.682.717.027 1.138.411.756.037 FOR THE YEAR
Laba yang dapat

diatribusikan kepada: Profit attributable to:
Pemilik entitas induk 1.687.322.687.787 1.126.769.707.888 Owners of the parent company
Kepentingan non-pengendali 344.488 163.564 Non-controlling interests
Total laba tahun berjalan 1.687.323.032.275 1.126.769.871.452 Total profit for the year
Penghasilan komprehensif yang Total comprehensive income

dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 1.634.682.372.539 1.138.411.592.473 Owners of the parent company
Kepentingan non-pengendali 344.488 163.564 Non-controlling interests
Total penghasilan komprehensif 1.634.682.717.027 1.138.411.756.037 Total comprehensive income
Laba per Saham Dasar 2w, 42 337.465 225.354 Basic Earnings Per Share

485
The original consolidated financial statements included herein are in Indonesian language.
Consolidated Financial Statement
PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015

LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Tahun yang berakhir pada tanggal 31 Desember 2015 For the year ended December 31, 2015
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas lnduk/Equity Attributable to The Owner of Parent Entity
Saldo laba/Retained earnings
Penghasilan (rugi)
Selisih ekuitas komprehensif
Komponen entitas anak/ lain/ Kepentingan
Modal disetor ekuitas lainnya/ Difference in Other Belum non pengendali/
Catatan/ Modal saham/ lainnya/Other Other components equity of comprehensive Dicadangkan/ dicadangkan/ Total/ Non-controlling Total ekuitas/
Notes Share capital paid-in capital of equity Subsidiary income (loss) Appropriated Unappropriated Total interests Total equity
Saldo tanggal 31 Desember 2013, Balance as of December 31, 2013,
disajikan sebelumnya 27 5.000.000.000.000 81.099.573.644 2.064.539.777.871 (28.670.324.714) 8.345.405.840 3.990.109.689.955 531.833.397.258 11.647.257.519.854 441.655 11.647.257.961.509 as previously reported
Penyesuaian penyajian kembali - 303.400.820.848 (303.400.820.848) 2.353.526.088 (62.729.049.595) - 56.991.131.368 (3.384.392.139) (14.124) (3.384.406.263) Restatement adjustment
disajikan kembali 27 5.000.000.000.000 384.500.394.492 1.761.138.957.023 (26.316.798.626) (54.383.643.755) 3.990.109.689.955 588.824.528.626 11.643.873.127.715 427.531 11.643.873.555.246 as restated
Bantuan Pemerintah yang belum Undetermined status of
ditentukan statusnya (BPYBDS) 29 - - 329.716.212.404 - - - - 329.716.212.404 - 329.716.212.404 Governments contribution (BPYBDS)
Modal Pemerintah yang dialihkan Government equity
ke Perum LPPNPI 29 - - 8.880.842.183 - - - - 8.880.842.183 - 8.880.842.183 transferred to Perum LPPNPI
Selisih ekuitas entitas anak 31 - - - - - - - - - - Difference in equity of subsidiary
Dividen 30 - - - - - - (361.461.555.421) (361.461.555.421) - (361.461.555.421) Dividend
Cadangan umum - - - - - 722.923.962.650 (722.923.962.650) - - - GeneraI reserve
Laba tahun berjalan - - - - - - 1.126.769.707.888 1.126.769.707.888 163.564 1.126.769.871.452 Profit for the year
Penghasilan (rugi) komprehensif lain Other comprehensive income (loss)
Pengukuran kembali Re-measurement of
liabilitas imbalan kerja - - - - 16.919.290.425 - - 16.919.290.425 - 16.919.290.425 employee benefits liabilities
5
Aset keuangan tersedia untuk dijual - - - - (5.277.405.840) - - (5.277.405.840) - (5.277.405.840) Available for sales financial assets
disajikan kembali 5.000.000.000.000 384.500.394.492 2.099.736.011.610 (26.316.798.626) (42.741.759.170) 4.713.033.652.605 631.208.718.443 12.759.420.219.354 591.095 12.759.420.810.449 as restated
Penyertaan modal Negara 30 - 2.000.000.000.000 - - - - - 2.000.000.000.000 - 2.000.000.000.000 State investment contribution
ditentukan statusnya (BPYBDS) - - 83.241.691.652 - - - - 83.241.691.652 - 83.241.691.652 Governments contribution (BPYBDS)
Modal Pemerintah yang dialihkan Government equity
ke Perum LPPNPI - - - - - - - - - - transferred to Perum LPPNPI
Selisih ekuitas entitas anak 31 - - - - - - - - - - Difference in equity of subsidiary
Dividen - - - - - - (219.614.503.465) (219.614.503.465) - (219.614.503.465) Dividend
Cadangan umum - - - - - 856.496.563.515 (856.496.563.515) - - - GeneraI reserve
Dana Program Kemitraan dan Partnership and Community
Bina Lingkungan - - - - - - (21.961.450.346) (21.961.450.346) - (21.961.450.346) Development Program Fund
Laba tahun berjalan - - - - - - 1.687.322.687.787 1.687.322.687.787 344.488 1.687.323.032.275 Profit for the year
Rugi komprehensif lain - - - - - - - - - - Other comprehensive loss
Pengukuran kembali - - - - - - - - - - Re-measurement of
liabilitasi mbalan kerja - - - - (51.862.815.248) - - (51.862.815.248) - (51.862.815.248) employee benefits liabilities
Aset keuangan tersedia untuk dijual - - - - (777.500.000) - - (777.500.000) - (777.500.000) Available for sales financial assets
Saldo tanggal 31 Desember 2015 5.000.000.000.000 2.384.500.394.492 2.182.977.703.262 (26.316.798.626) (95.382.074.418) 5.569.530.216.120 1.220.458.888.904 16.235.768.329.734 935.583 16.235.769.265.317 Balance as of December 31, 2015
Laporan Keuangan Konsolidasi
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian ini secara keseluruhan The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole
5


LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS

2014
Catatan 52/
Notes 2015 Note 52)
ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 5.644.146.062.286 4.569.420.420.722 Receipts from customers
Pembayaran kepada pemasok, Payments to suppliers, contractors
kontraktor dan pihak ketiga lainnya (1.940.725.112.722) (748.295.041.067) and other third parties
Pembayaran kepada karyawan (1.158.351.785.550) (1.007.184.699.369) Payments to employees
Pembayaran beban bunga (1.444.247.037) (919.828.748) Payment of interest expense
Penerimaan pendapatan bunga 62.441.565.118 99.590.827.236 Receipt of interest income
Penerimaan lainnya 336.446.918.385 208.494.518.337 Other receipts
Pembayaran lainnya (125.141.359.927) (59.332.581.948) Other payments
Pembayaran pajak (585.698.098.843) (624.425.444.939) Payments for taxes
Kas neto yang diperoleh dari Net cash provided by

aktivitas operasi 2.231.673.941.710 2.437.348.170.224 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Purchase of fixed assets
Pembelian aset tetap dan aset lain 13 (2.107.909.658.684) (2.706.525.423.737) and other assets
Penerimaan dari pihak berelasi 11 9.715.826.977 125.587.343.304 Proceeds from related parties
Penarikan (penyertaan) investasi 11 (13.938.326.977) 25.590.439.334 Withdrawal (placement) of investment
Kas neto yang diperoleh untuk Net cash used in

aktivitas investasi (2.112.132.158.684) (2.555.347.641.099) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Pembayaran dividen kas 30 (219.614.503.465) (361.461.555.422) Payments of cash dividends
Penambahan modal disetor lainnya 28 2.000.000.000.000 - Other paid-in capital addition
Kas neto yang disediakan dari

(digunakan untuk) aktivitas Net cash provided by (used in)
pendanaan 1.780.385.496.535 (361.461.555.422) financing activities
KENAIKAN (PENURUNAN) INCREASE (DECREASE)

KAS DAN SETARA KAS 1.899.927.279.561 (479.461.026.297) IN CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AWAL TAHUN 4 1.030.570.810.965 1.510.031.837.262 AT BEGINNING OF YEAR

AKHIR TAHUN 4 2.930.498.090.526 1.030.570.810.965 AT END OF YEAR
Informasi atas aktivitas yang tidak mempengaruhi arus Information on non-cash activities is disclosed in Note 50.
kas diungkapkan dalam Catatan 50.



CATATAN ATAS LAPORAN NOTES TO THE CONSOLIDATED
KEUANGAN KONSOLIDASIAN FINANCIAL STATEMENTS
31 Desember 2015 dan untuk tahun yang As of December 31, 2015 and
berakhir pada tanggal tersebut for the year then ended
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. The Companys Establishment

PT Angkasa Pura II (Persero) (Perusahaan) PT Angkasa Pura II (Persero) (the Company)
adalah Badan Usaha Milik Negara (BUMN) di is a State-Owned Enterprises (BUMN) in the
lingkungan Kementerian Perhubungan. Ministry of Transportation. Previously named
Sebelumnya bernama Perum Pelabuhan Perum Cengkareng Jakarta Airport, which was
Udara Jakarta Cengkareng, yang didirikan established by Government Regulation (PP)
berdasarkan Peraturan Pemerintah (PP) No. 20 Year 1984. The change from Perum
No. 20 Tahun 1984. Perubahan nama dari Pelabuhan Udara Jakarta Cengkareng to
Perum Pelabuhan Udara Jakarta Cengkareng Perum Angkasa Pura II is based on PP No. 26
menjadi Perum Angkasa Pura II dilakukan Year 1986. Furthermore, with the PP No. 14
berdasarkan PP No. 26 Tahun 1986. Year 1992, Perum Angkasa Pura II changed
Selanjutnya, dengan PP No. 14 Tahun 1992, its status of legal entity into a Perusahaan
Perum Angkasa Pura II berubah status badan Perseroan (Persero).
hukumnya menjadi Perusahaan Perseroan
(Persero).
Perusahaan didirikan berdasarkan Akta The Company was established based on Deed
Notaris Muhani Salim S.H., No. 3 tanggal No. 3 dated January 2, 1993 of Notary Muhani
2 Januari 1993 dan diubah dengan Akta Salim, S.H., and amended by Deed No. 96
Notaris No. 96 tanggal 19 Maret 1993 oleh dated March 19, 1993 by the same notary. The
notaris yang sama. Akta pendirian tersebut deed of establishment was approved by the
disahkan oleh Menteri Kehakiman Republik Minister of Justice of the Republic of Indonesia
Indonesia sesuai dengan Surat Keputusan No. in its Decision Letter No. C2-2471.HT
C2-2471.HT,01.01.Th.93 tanggal 24 April 1993 01.01.Th.93 dated April 24, 1993 and
dan diumumkan dalam Berita Negara Republik published in the State Gazette No. 63 dated
Indonesia No. 63 tanggal 8 Agustus 1995. August 8, 1995.
Anggaran dasar Perusahaan telah beberapa The Companys articles of association has
kali mengalami perubahan, perubahan terakhir been amended from time to time, the latest
dengan Akta Notaris Maya Veronika, S.H., No. amendment of which was covered by Deed
4 tanggal 4 Februari 2016 antara lain No. 4 dated February 4, 2016 of Notary Maya
mengenai peningkatan modal ditempatkan dan Veronika, S.H., concerning, among others, the
modal disetor penuh Perusahaan dari increase on authorized capital and issued and
Rp5.000.000.000.000 menjadi fully paid capital of the Company from
Rp7.000.000.000.000, yang telah dicatat oleh Rp5,000,000,000,000 to
Kementerian Hukum dan Hak Asasi Manusia Rp7,000,000,000,000, which has been
melalui Surat No. AHU-AH.01.03-0027712 recognized by the Ministry of Law and Human
tanggal 1 Maret 2016. Rights through Letter No. AHU-AH.01.03-
0027712 dated March 1, 2016.
Perubahan tersebut telah disetujui oleh Such amendment had been approved by the
Menteri Hukum dan Hak Asasi Manusia Minister of Laws and Human Rights of the
Republik Indonesia melalui Surat Keputusan Republic of Indonesia in its Decision Letter No.
No. AHU-98879.AH.01.02 tanggal AHU-98879.AH.01.02 dated November 18,
18 November 2008 dan diumumkan dalam 2008 and published in the State Gazette of the
lembaran Berita Negara Republik Indonesia Republic of Indonesia No. 10 dated
No. 10 tanggal 3 Februari 2009. February 3, 2009.
Berdasarkan pasal 3 Anggaran Dasar Based on article 3 of its Articles of Association,

Perusahaan, kegiatan utama Perusahaan the Companys main activities are conducting
adalah menyelenggarakan usaha jasa airport service business and other related
kebandaraan dalam arti seluas-luasnya dan businesses in conformity with business
usaha-usaha lainnya yang mempunyai principles of limited company.
hubungan dengan usaha tersebut sesuai
dengan prinsip-prinsip Perseroan Terbatas.
Perusahaan memulai operasi komersialnya The Company started its commercial operation
pada tahun 1984. in 1984.
7 7


1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Perusahaan (lanjutan) a. The Companys Establishment (continued)
Kantor pusat Perusahaan berlokasi di Bandara The Company is located in Soekarno-Hatta

Soekarno-Hatta, Tangerang, Provinsi Banten. Airport in Tangerang, Banten Province. The
Perusahaan saat ini mempunyai 13 (tiga Company currently have 13 (thirteen) branch
belas) kantor cabang yang masing-masing offices located in each airport managed by the
berlokasi di bandar udara yang dikelola Company with details are as follows:
Perusahaan, dengan rincian sebagai berikut:
1) Bandar Udara Internasional Soekarno- 1) Soekarno-Hatta International Airport,

Hatta, Tangerang Tangerang
2) Bandar Udara Halim Perdanakusuma, 2) Halim Perdanakusuma Airport, Jakarta,
Jakarta
3) Bandar Udara Sultan Mahmud 3) Sultan Mahmud Badaruddin II Airport,
Badaruddin II, Palembang Palembang
4) Bandar Udara Supadio, Pontianak 4) Supadio Airport, Pontianak
5) Bandar Udara Internasional Kualanamu, 5) Kualanamu International Airport, Deli
Deli Serdang Serdang
6) Bandar Udara Sultan Syarif Kasim II, 6) Sultan Sharif Kasim Il Airport, Pekanbaru
Pekanbaru
7) Bandar Udara Internasional Minangkabau, 7) Minangkabau International Airport,
Padang Padang
8) Bandar Udara Internasional Sultan 8) Sultan Iskandar Muda International
Iskandar Muda, Banda Aceh Airport, Banda Aceh
9) Bandar Udara Internasional Husein 9) Husein Sastranegara International Airport,
Sastranegara, Bandung Bandung
10) Bandar Udara Raja Haji Fisabilillah, 10) Raja Haji Fisabilillah Airport, Tanjung
Tanjung Pinang Pinang
11) Bandar Udara Sultan Thaha, Jambi 11) Sultan Thaha Airport, Jambi
12) Bandar Udara Depati Amir, Pangkal 12) Depati Amir Airport, Pangkal Pinang
Pinang
13) Bandar Udara Silangit, Siborong-Borong 13) Silangit Airport, Siborong-Borong
b. Dewan Komisaris dan Direksi, Komite Audit b. Boards of Commissioners and Directors,
dan Karyawan Audit Committee and Employees
Susunan Dewan Komisaris dan Direksi The composition of the Companys Boards
Perusahaan pada tanggal 31 Desember 2015, of Commissioners and Directors as of
dan 2014 adalah sebagai berikut: December 31, 2015 and 2014 was as follows:
2015 2014
Board of
Dewan Komisaris Commissioners
Komisaris Utama Rhenald Kasali Santoso E. Wibowo President Commissioner
Anggota Santoso E. Wibowo Iswan Elmi Member
Anggota W. Budi Santoso Rubani Pranoto M. Member
Anggota Iswan Elmi H. Tursandi Alwi Member
Anggota Mujahidin Harpin O. W. Budi Santoso Member
Anggota Wahyu Kuncoro Wahyu Kuncoro Member



b. Dewan Komisaris dan Direksi, Komite Audit b. Boards of Commissioners and Directors,
dan Karyawan (lanjutan) Audit Committee and Employees
(continued)
Susunan Dewan Komisaris dan Direksi The composition of the Companys Boards
Perusahaan pada tanggal 31 Desember 2015, of Commissioners and Directors as of
dan 2014 adalah sebagai berikut: (lanjutan) December 31, 2015 and 2014 was as follows:
(continued)
2015 2014
Dewan Direksi Board of Directors

Direktur Utama Budi Karya Sumadi Tri S. Sunoko President Director
Direktur Murjatmodjo Endang A. Sumiarsa Director
Direktur Faik Fahmi Salahudin Rafi Director
Direktur Daan Achmad Rinaldo J. Azis Director
Direktur Ituk Herarindri Yusmar Anggadinata Director
Direktur Andra Y. Agussalam Laurensius Manurung Director
Direktur - RP Hari Cahyono Director
Susunan Komite Audit Perusahaan adalah The composition of the Companys Audit
sebagai berikut: Committee are as follow:
2015 2014
Komite Audit Audit Committee

Ketua/Anggota Wahyu Kuncoro Rubani Pranoto Chairman/Member
Wakil Ketua/Anggota Iswan Elmi Wahyu Kuncoro Vice Chairman/Member
Anggota Eddy Subagdja Eddy Subagdja Member
Anggota Khasan Anwari Hasnil Djamin Member
Total manfaat yang dibayarkan oleh Total benefits paid by the Company for key
Perusahaan untuk manajemen kunci adalah management amounted to Rp13,134,757,653
masing-masing sebesar Rp13.134.757.653 dan Rp12,143,003,149 for the years ended
dan Rp12.143.003.149 untuk tahun yang December 31, 2015 and 2014, respectively.
berakhir pada tanggal 31 Desember 2015 dan
2014.
Perusahaan memiliki 5.566 dan 4.594 The Company had 5,566 and 4,594 permanent
karyawan tetap masing-masing pada tanggal employees as of December 31, 2015 and 2014
31 Desember 2015 dan 2014 (tidak diaudit). (unaudited), respectively.
Induk Perusahaan, yang juga adalah induk The Companys parent, which is also the
terakhir Perusahaan, adalah Pemerintah ultimate parent company, is the Government of
Republik Indonesia. the Republic of Indonesia.
Manajemen Perusahaan bertanggung jawab The management of the Company is
atas penyusunan laporan keuangan responsible for the preparation of the
konsolidasian yang diotorisasi untuk terbit consolidated financial statements that were
pada tanggal 22 Maret 2016. authorized for issue on March 22, 2016.
c. Entitas Anak c. Subsidiary
Laporan keuangan konsolidasian mencakup The consolidated financial statements include

akun-akun Perusahaan dan Entitas Anak the accounts of the Company and the following
(selanjutnya disebut Kelompok Usaha) Subsidiary (collectively referred to hereafter as
berikut ini, dimana Perusahaan mempunyai the Group), over which the Company has
pengendalian: control:



c. Entitas Anak (lanjutan) c. Subsidiary (continued)
Total Aset sebelum Eliminasi/

Entitas Jenis Usaha/ Keemilikan (%)/ Total Assets before Elimination
Anak/ Nature of Domisili/ Ownership (%)
Subsidiaries Business Domicile 2015 2014 2013 2015 2014 2013
PT Angkasa Menyediakan Jakarta 99,99 99,99 99,99 191.663.332.849 121.658.214.835 69.305.824.609

Pura Solusi jasa konsultasi
(APS) manajemen
bandara, jasa
pendidikan,
latihan dan
outsourcing
sumber daya
manusia,
pengelolaan
parkir, IT
outsourcing/
Providing
airport
management
consultation,
education,
training and
oursourcing
human
resources, IT
outsourcing.
PT Angkasa Pura Solusi (sebelumnya PT Angkasa Pura Solusi (previously named

PT Angkasa Pura Schipol) PT Angkasa Pura Schipol)
Kepemilikan Perusahaan di APS sebelum The Companys ownership in APS before
akuisisi saham pada tanggal shares acquistion on November 28, 2011 was
28 November 2011 adalah 50% atau 15.000 50% or 15,000 shares amounting to
saham senilai Rp3.428.250.000. Rp3,428,250,000.
Berdasarkan Akta Notaris Otty H.C Ubayani, Based on Deed No. 49 dated November 28,
S.H., No. 49 tanggal 28 November 2011, 2011 of Notary Otty H.C Ubayani, S.H.,
Schipol International B.V setuju untuk Schipol International B.V agreed to transfer its
mengalihkan 14.999 sahamnya kepada 14,999 its shares to the Company with nominal
Perusahaan dengan Rp228.550 per saham value Rp228,550 per share or amounting to
atau senilai Rp3.428.021.450 dan 1 lembar Rp3,428,021,450 and 1 its share to Mr. Luthfy
sahamnya kepada Tuan Luthfy Edrus dengan Edrus with nominal value Rp228,550 per share
harga Rp228.550 per saham atau senilai or amounting to Rp228,550. Thus, the
Rp228.550. Dengan demikian, kepemilikan Companys ownership in APS become
saham Perusahaan di APS menjadi 29.999 99.9967% and PT Angkasa Pura Schipol
lembar atau 99,9967% dan PT Angkasa Pura changed its name to become
Schipol merubah namanya menjadi PT Angkasa Pura Solusi.
PT Angkasa Pura Solusi.
APS memulai operasi komersialnya pada APS started its commercial operation on 1998.
tahun 1998.
Susunan pemegang saham dan kepemilikan The details of the shareholder and its share
saham APS sejak tanggal 28 November 2011 ownerships of APS since November 28, 2011
sampai dengan saat ini adalah sebagai until today are as follows:
berikut:
Saham Ditempatkan Persentase
Total Saham/ dan Disetor/ Kepemilikan/
Total Shares Shares Issued Percentage
Pemegang Saham (Lembar/Shares) and Fully Paid of ownership Shareholders
PT Angkasa Pura II (Persero) 29.999 6.856.271.450 99,997 PT Angkasa Pura II (Persero)

Luthfy Edrus 1 228.550 0,003 Luthfy Edrus
Total 30.000 6.856.500.000 100,000 Total
10
10



c. Entitas Anak (lanjutan) c. Subsidiary (continued)
Laporan keuangan Entitas Anak mencakup The Subsidiarys financial statements include
akun-akun Entitas Anak dan Kerjasama the accounts of the Subsidiary and the
Operasi (Catatan 48) dibawah ini sesuai following Joint Operation (Note 48) in
dengan PSAK No. 66 (selanjutnya disebut accordance with PSAK No. 66 (collectively
KSO), dimana Entitas Anak mangakui referred to hereafter as JO), over which the
proporsi hak atas aset dan kewajiban atas Subsidiary recognize proportions of rights to
liabilitas berdasarkan pengaturan bersama the assets, and obligations for the liabilities,
sebagai berikut: relating to the joint arrangement:
Total Aset sebelum Eliminasi/

KSO/ Jenis Usaha/ Keemilikan (%)/ Total Assets before Elimination
Nature of Domisili/ Ownership (%)
JO Business Domicile 2015 2014 2013 2015 2014 2013
Menyediakan Halim,Jakarta 51 51 - 5.128.936.029 3.045.013.278 -

KSO AP jasa pelayanan
Solusi penumpang di
Premair bandara
(ruang tunggu)
/Providing
passenggers
service in
airport
(lounge).
Menyediakan Tangerang 60 60 - 4.178.029.238 3.633.085.915 -
Solusi penumpang di
Mandai bandara
Prima (ruang tunggu)
/Providing
passenggers
service in
airport
(lounge).
Menyediakan Medan 51 51 - 22.053.852.408 18.841.332.361 -
Solusi Blue penumpang di
Sky bandara
(ruang tunggu)
/Providing
passenggers
service in
airport
(lounge).
Menyediakan Medan 60 60 - 13.082.905.220 3.822.359.602 -
Solusi - TB penumpang di
bandara
(ruang tunggu)
/Providing
passenggers
service in
airport
(lounge).
2. IKHTISAR KEBIJAKAN AKUNTANSI 2. SUMMARY OF SIGNIFICANT ACCOUNTING

SIGNIFIKAN POLICIES
a. Dasar Penyajian Laporan Keuangan a. Basis of Preparation of the Consolidated
Konsolidasian Financial Statements
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have
dan disajikan sesuai dengan Standar been prepared and presented in accordance
Akuntansi Keuangan di Indonesia (SAK), with Indonesian Financial Accounting
yang mencakup Pernyataan Standar Standards (SAK), which comprise the
Akuntansi Keuangan (PSAK) dan Interpretasi Statements of Financial Accounting Standards
Standar Akuntansi Keuangan (ISAK) yang (PSAK) and Interpretations of Financial
dikeluarkan oleh Dewan Standar Akuntansi Accounting Standards (ISAK) issued by the
Keuangan (DSAK) Ikatan Akuntan Indonesia. Financial Accounting Standards Board
(DSAK) of the Indonesian Institute of
Accountants.
11 11




SIGNIFIKAN (lanjutan) POLICIES (continued)
b. Perubahan Kebijakan Akuntansi dan b. Changes in Accounting Policies and
Pengungkapan Disclosures
Efektif tanggal 1 Januari 2015, Kelompok Effective January 1, 2015, the Group applied
Usaha menerapkan PSAK No. 1 (Revisi 2013), PSAK No. 1 (Revised 2013), Presentation of
Penyajian Laporan Keuangan. PSAK ini Financial Statements. This PSAK changes the
mengubah penyajian kelompok pos-pos dalam grouping of items presented in Other
Penghasilan Komprehensif Lain. Pos-pos yang Comprehensive Income. Items that could be
akan direklasifikasi ke laporan laba rugi dan reclassified to consolidated statement of profit
penghasilan komprehensif lain konsolidasian or loss and other comprehensive income would
disajikan terpisah dari pos-pos yang tidak akan be presented separately from items that will
direklasifikasi ke laporan laba rugi dan never be reclassified. The adoption of this
penghasilan komprehensif lain konsolidasian. PSAK affects presentation only and has no
Penerapan PSAK ini hanya mempengaruhi impact on the Groups financial position or
penyajian dan tidak berpengaruh terhadap performance.
posisi keuangan dan kinerja keuangan
Kelompok Usaha.
PSAK revisi ini juga menjelaskan bahwa This revised PSAK also clarify that the third
laporan posisi keuangan ketiga pada awal statement of financial position as of the
periode komparatif (dalam hal ini tanggal beginning comparative period (as of
1 Januari 2014 untuk Kelompok Usaha), yang January 1, 2014 in the case of the Group),
disajikan sebagai akibat penyajian retrospektif presented as a result of restrospective
atau reklasifikasi pos-pos dalam laporan presentation or reclassification of items in
keuangan tidak perlu disertai dengan financial statements does not have to be
penyajian catatan yang terkait dengan laporan accompanied by comparative information in the
posisi keuangan awal periode tersebut. related notes. As a result, the Group has not
Dengan demikian, Kelompok Usaha tidak included comparative information in respect of
menyajikan informasi komparatif terkait the opening statement of financial position as
dengan laporan posisi keuangan periode awal at January 1, 2014.
tanggal 1 Januari 2014.
Laporan keuangan konsolidasi ini disusun These consolidated financial statements have
berdasarkan konsep akrual dengan been prepared on the accrual basis using the
menggunakan konsep biaya historis, kecuali historical cost concept of accounting, except
untuk beberapa akun tertentu yang diukur for certain accounts which are measured on
berdasarkan pengukuran sebagaimana the bases described in the related accounting
diuraikan dalam kebijakan akuntansi masing- policies of each account.
masing akun tersebut.
Mata uang pelaporan yang digunakan dalam The reporting currency used in the preparation
penyusunan laporan keuangan konsolidasian of the consolidated financial statements is the
adalah rupiah, yang juga merupakan mata Indonesian rupiah, which is also the
uang fungsional Perusahaan. Setiap entitas di Companys functional currency. Each entity in
dalam Kelompok Usaha menetapkan mata the Group determines its own functional
uang fungsional sendiri dan transaksi-transaksi currency and items included in the financial
di dalam laporan keuangan dari setiap entitas statements of each entity are measured using
diukur berdasarkan mata uang fungsional that functional currency.
tersebut.
1212



b. Perubahan Kebijakan Akuntansi dan b. Changes in Accounting Policies and
Pengungkapan (lanjutan) Disclosures (continued)
Efektif 1 Januari 2015, Kelompok Usaha Effective January 1, 2015, the Group applied
menerapkan untuk pertama kali, beberapa for the first time, certain new standards and
standar baru dan revisi standar yang amendments that require restatement of
mengakibatkan penyajian kembali laporan previous consolidated financial statements.
keuangan konsolidasian tahun sebelumnya. These include PSAK No. 65, Consolidated
Penerapan tersebut mencakup PSAK No. 65, Financial Statements, PSAK No. 66, Joint
Laporan Keuangan Konsolidasian, PSAK No. Arrangements, PSAK No. 68, Fair Value
66, Pengaturan Bersama, PSAK No. 68, Measurement, and amendments to PSAK No.
Pengukuran Nilai Wajar dan revisi atas PSAK 1 (Revised 2013), Presentation of Financial
No. 1 (Revisi 2013), Penyajian Laporan Statements, and PSAK No. 24 (Revised
Keuangan dan PSAK No. 24 (Revisi 2013), 2013), Employee Benefits.
Imbalan Kerja.
Lebih lanjut, penerapan PSAK No. 67, In addition, the application of PSAK No. 67,
Pengungkapan Kepentingan Dalam Entitas Disclosure of Interest in Other Entity resulted
Lain menambahkan pengungkapan yang in additonal disclosures in the consolidated
disyaratkan pada laporan keuangan financial statements. Several other
konsolidasian. Beberapa revisi standar lain amendments apply for the first in 2015.
diterapkan pertama kali pada tahun 2015 However, they do not have impact to the
namun tidak berdampak terhadap laporan Groups consolidated financial statements. The
keuangan konsolidasian Kelompok Usaha. nature and impact of each new standards and
Sifat dan dampak standar baru maupun amendments are further described in the
revisian diungkapkan lebih lanjut pada Catatan relevant Note 2.
2 yang relevan.
PSAK No. 67 mensyaratkan entitas untuk PSAK No. 67 sets out the requirements for
mengungkapkan kepentingan dalam entitas dislcosures relating to an entitys interest in
anak, pengaturan bersama, entitas asosiasi subsidiaries, joint arrangements, associates
dan entitas terstruktur. and structured entities.
c. Prinsip-prinsip Konsolidasi c. Principles of Consolidation

Laporan keuangan konsolidasian meliputi The consolidated financial statements include
laporan keuangan Perusahaan dan entitas the accounts of the Company and its
anaknya seperti yang disebutkan pada subsidiary mentioned in Note 1c.
Catatan 1c.
Pengendalian diperoleh ketika Kelompok Control is achieved when the Group is

Usaha terekspos, atau memiliki hak atas imbal exposed, or has rights, to variable returns from
hasil variable dari keterlibatannya dengan its involvement with the investee and has the
investee dan memiliki kemampuan untuk ability to affect those returns through its power
mempengaruhi imbal hasil tersebut melalui over the investee. Specifically, the Group
kekuasaannya atas investee. Secara khusus, controls an investee if, and only if, the Group
Kelompok Usaha mengendalikan investee jika has all of the following:
dan hanya jika Kelompok Usaha memiliki
seluruh hal berikut ini:
1313



c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)
a) kekuasaan atas investee (misalnya adanya a) power over the investee (i.e., existing rights
hak yang memberikan Kelompok Usaha that give it the current ability to direct the
kemampuan saat ini untuk mengarahkan relevant activities of the investee);
aktivitas investee yang relevan);
b) eksposur atau hak atas imbal hasil variable b) exposure or rights to variable returns from
dari keterlibatan Kelompok Usaha dengan its involvement with the investee; and
investee; dan
c) kemampuan untuk menggunakan c) the ability to use its power over the investee
kekuasaannya atas investee untuk to affect the Groups returns.
mempengaruhi imbal hasil Kelompok
Usaha.
Umumnya, kepemilikan hak suara mayoritas Generally, there is a presumption that a

menghasilkan pengendalian. Untuk majority of voting rights results in control. To
mendukung hal ini, dan jika Kelompok Usaha support this presumption and when the Group
memiliki hak suara kurang dari hak suara has less than a majority of the voting, or similar
mayoritas, atau hak sejenis atas suatu rights of an investee, it considers all relevant
investee, Kelompok Usaha mempertimbangkan facts and circumstances in assessing whether
seluruh fakta dan keadaan ketika menilai it has power over an investee, including:
apakah Kelompok Usaha memiliki kekuasaan
atas investee termasuk:
a) pengaturan kontraktual dengan pemegang a) the contractual arrangements with the other
hak suara lainnya pada investee; vote holders of the investee;
b) hak-hak yang timbul dari pengaturan b) rights arising from other contractual
kontraktual lain; dan arrangements; and
c) hak suara yang dimiliki Kelompok Usaha c) the Groups voting rights and potential
dan hak suara potensial. voting rights.
Kelompok Usaha menilai kembali apakah The Group reassess whether or not it controls
masih mengendalikan investee jika fakta dan an investee if facts and circumstances indicate
keadaan mengindikasikan bahwa terdapat that there are changes to one or more of the
perubahan dalam satu atau lebih dari tiga three elements of control. Consolidation of a
elemen pengendalian. Konsolidasi atas entitas subsidiary begins when the Group obtains
anak dimulai sejak tanggal Kelompok Usaha control over the subsidiary and ceases when
memperoleh pengendalian atas entitas anak then Group loses control of subsidiary.
dan berakhir ketika Kelompok Usaha
kehilangan pengendalian atas entitas anak.
Laporan laba rugi dan penghasilan Consolidated statement of profit or loss and
komprehensif lain konsolidasian dan setiap other comprehensive income and each
komponen dari Penghasilan Komprehensif component of Other Comprehensive Income
Lain (OCI) diatribusikan kepada pemilik entitas (OCI) are attributed to the equity holders of the
Induk dari Kelompok Usaha dan Kepentingan parent of the Group and to the Non-Controlling
Non Pengendali (KNP) meskipun hal tersebut Interests (NCI) even if this results in NCI
mengakibatkan KNP memiliki saldo defisit. having a deficit balance.
Laporan keuangan konsolidasian disusun The consolidated financial statements have

dengan menggunakan kebijakan akuntansi been prepared using uniform accounting
yang sama untuk transaksi dan peristiwa lain policies for transactions and other events in
dalam keadaan yang serupa. Jika anggota similar circumanstances. If a member of the
Kelompok Usaha menggunakan kebijakan Group uses accounting policies other than
akuntansi yang berbeda untuk transaksi dan those adopted for transactions and events in
peristiwa dalam keadaan yang serupa maka similar circumstances, appropriate
penyesuaian dilakukan atas laporan adjustments are made to its financial
keuangannya dalam penyusunan laporan statements in preparing the consolidated
keuangan konsolidasian. financial statements.
14
14




c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)
Seluruh transaksi dan saldo akun antar entitas All significant intercompany transactions and
yang signifikan telah dieliminasi pada proses account balances have been eliminated in the
konsolidasi. consolidation process.
Perubahan dalam bagian kepemilikan Changes in the Companys ownership interest
Perusahaan pada suatu entitas anak yang in a subsidiary that do not result in a loss of
tidak mengakibatkan hilangnya pengendalian control are accounted for as equity
dicatat sebagai transaksi ekuitas. transactions.
Jika kehilangan pengendalian atas suatu In case of loss of control over a subsidiary, the
entitas anak, maka Perusahaan: Company:
menghentikan pengakuan aset (termasuk derecognizes the assets (including
setiap goodwill) dan liabilitas entitas anak; goodwill) and liabilities of the subsidiary;
menghentikan pengakuan jumlah tercatat derecognizes the carrying amount of any
setiap kepentingan non-pengendali; non-controlling interests;
menghentikan pengakuan akumulasi selisih derecognizes the cumulative translation
penjabaran, yang dicatat di ekuitas, bila differences, recorded in equity, if any;
ada;
mengakui nilai wajar pembayaran yang recognizes the fair value of the
diterima; consideration received;
mengakui setiap sisa investasi pada nilai recognizes the fair value of any
wajarnya; investment retained;
mengakui setiap perbedaan yang recognizes any surplus or deficit in
dihasilkan sebagai keuntungan atau consolidated statement of profit or loss;
kerugian dalam laporan laba rugi dan and other comprehensive income.
penghasilan komprehensif lain
konsolidasian; dan
mereklasifikasi bagian Kelompok Usaha reclassifies its share of components
atas komponen yang sebelumnya diakui previously recognized in other
sebagai penghasilan komprehensif lain ke comprehensive income to profit or loss or
laba rugi, atau mengalihkan secara retained earnings, as appropriate.
langsung ke saldo laba.
KNP mencerminkan bagian atas laba atau rugi NCI represent the portion of the profit or loss
dan aset neto dari entitas anak yang tidak and net assets of the subsidiary attributable to
dapat diatribusikan secara langsung maupun equity interests that are not owned directly or
tidak langsung oleh Perusahaan yang indirectly by the Company, which are
disajikan dalam laporan laba rugi dan presented in the consolidated statement of
penghasilan komprehensif lain konsolidasian, comprehensive income, and under the equity
dan dalam ekuitas pada laporan posisi section of the consolidated statement of
keuangan konsolidasian, terpisah dari bagian financial position, respectively, separately from
yang dapat diatribusikan kepada pemilik the corresponding portion attributable to
Entitas Induk. owners of the Parent Entity.
d. Kas dan Setara Kas d. Cash and Cash Equivalents
Deposito berjangka dengan jangka waktu jatuh Time deposits with maturities of three months
tempo tiga bulan atau kurang sejak tanggal or less at the time of placement and not
penempatan dan tidak digunakan sebagai pledged as collateral for loans or other
jaminan atas utang atau pinjaman borrowings are considered as Cash
diklasifikasikan sebagai Setara Kas. Bank Equivalents. Cash in banks and time deposits
dan deposito berjangka yang dibatasi which are restricted as to use or are used as
penggunaannya tidak diklasifikasikan sebagai collateral for obligations are not classified as
bagian dari Kas dan Setara Kas melainkan part of Cash and Cash Equivalents. There
disajikan pada akun Dana yang dibatasi are presented in Restricted funds and as part
penggunaannya dan sebagai bagian dari of Non-Current Assets.
Aset Tidak Lancar.
1515




e. Transaksi dengan Pihak-pihak Berelasi e. Transactions with Related Parties
Kelompok Usaha melakukan transaksi The Group has transactions with certain
dengan pihak-pihak berelasi sebagaimana parties which have related party relationships
didefinisikan dalam PSAK No. 7 (Revisi 2010), as defined under PSAK No. 7 (Revised 2010),
Pengungkapan Pihak-pihak Berelasi. Related Party Disclosures.
Transaksi ini dilakukan berdasarkan The transactions are made based on terms
persyaratan yang disetujui oleh kedua belah agreed by the parties, whereas such terms
pihak, dimana persyaratan tersebut mungkin may not be the same as those for transactions
tidak sama dengan transaksi lain yang with unrelated parties.
dilakukan dengan pihak-pihak yang tidak
berelasi.
Seluruh transaksi dan saldo yang signifikan All significant transactions and balances
dengan pihak-pihak berelasi telah with related parties are disclosed in
diungkapkan dalam Catatan 43. Note 43.
Saldo dan transaksi yang material antara Significant transactions and balances of the
Kelompok Usaha dengan Pemerintah Negara Group with the Government of the Republic of
Republik Indonesia dan entitas berelasi Indonesia and Government-related entities are
dengan Pemerintah diungkapkan dalam disclosed in the relevant notes to the
catatan atas laporan keuangan konsolidasian consolidated financial statements. The Group
yang relevan. Kelompok Usaha memilih utuk has chosen to disclose the transactions with
mengungkapkan transaksi dengan entitas Government-related entities, using the
berelasi dengan Pemerintah dengan exemption from general related party
menggunakan pengecualian dari persyaratan disclosure requirements.
pengungkapan pihak berelasi.
f. Cadangan Penurunan Nilai Piutang f. Allowance for Impairment of Receivables
Cadangan ditentukan berdasarkan kebijakan Allowance is determined based on the policies

yang dijabarkan pada Catatan 3. outlined in Note 3.
g. Persediaan g. Inventories
Persediaan dinyatakan berdasarkan nilai Inventories are stated at the lower of cost or
terendah antara biaya perolehan atau nilai net realizable value. Cost is determined using
realisasi neto. Biaya perolehan ditentukan the first in first out, except for spare parts
dengan menggunakan metode pertama masuk which use the moving average method.
pertama keluar, kecuali untuk suku cadang Allowance for inventory obsolescence/losses
yang menggunakan metode rata-rata is provided to reduce the carrying value of
bergerak. Cadangan keusangan/kerugian inventories to their net realizable value.
persediaan ditetapkan untuk menurunkan nilai
tercatat persediaan ke nilai realisasi netonya.
Nilai realisasi neto adalah taksiran harga jual Net realizable value is the estimated selling
dalam kegiatan usaha normal setelah price in the ordinary course of business less
dikurangi dengan taksiran biaya penyelesaian estimated cost of completion and estimated
dan taksiran biaya yang diperlukan untuk cost necessary to make the sale.
melaksanakan penjualan.
h. Biaya Dibayar Di Muka h. Prepaid Expenses
Biaya dibayar dimuka diamortisasi selama Prepaid expenses are amortized over their
masa manfaat masing-masing biaya dengan beneficial periods using the straight-line
metode garis lurus. method.
16
16




i. Penyertaan Saham i. Investments In Shares of Stock
Investasi Perusahaan pada entitas asosiasi The Companys investments in associated
diukur dengan menggunakan metode ekuitas. companies are accounted for using the equity
Entitas asosiasi adalah suatu entitas di mana method. An associated company is an entity in
Perusahaan mempunyai pengaruh signifikan. which the Company has significant influence.
Sesuai dengan metode ekuitas, nilai perolehan Under the equity method, the cost of
investasi ditambah atau dikurang dengan investment is increased or decreased by the
bagian Perusahaan atas laba atau rugi neto, Companys share in net earnings or losses of,
dan penerimaan dividen dari entitas asosiasi and dividends received from, the associated
sejak tanggal perolehan. company since the date of acquisition.
Laporan laba rugi dan penghasilan The consolidated statement of profit or loss
komprehensif lain konsolidasian and other comprehensive income reflects the
mencerminkan bagian atas hasil operasi dari share of the results of operations of the
entitas asosiasi. Bila terdapat perubahan yang associated company. Where there has been a
diakui langsung pada ekuitas dari entitas change recognized directly in the equity of the
asosiasi, Perusahaan mengakui bagiannya associated company, the Company recognizes
atas perubahan tersebut dan mengungkapkan its share of any such changes and discloses
hal ini, jika dapat diterapkan, dalam laporan this, when applicable, in the consolidated
perubahan ekuitas konsolidasian. Laba atau statement of changes in equity. Unrealized
rugi yang belum direalisasi sebagai hasil dari gains and losses resulting from transactions
transaksi-transaksi antara Perusahaan dengan between the Company and the associated
entitas asosiasi dieliminasi pada jumlah sesuai company are eliminated to the extent of the
dengan kepentingan Perusahaan dalam Companys interest in the associated
entitas asosiasi. company.
Perusahaan menentukan apakah perlu untuk The Company determines whether it is
mengakui rugi penurunan nilai atas investasi necessary to recognize an impairment loss on
Perusahaan dalam entitas asosiasi. its investments in associated companies. The
Perusahaan menentukan pada setiap tanggal Company determines at each reporting date
pelaporan apakah terdapat bukti yang obyektif whether there is objective evidence that any of
yang mengindikasikan bahwa investasi dalam its investments in associated companies is
entitas asosiasi mengalami penurunan nilai. impaired. If this is the case, the Company
Dalam hal ini, Perusahaan menghitung jumlah calculates the amount of impairment as the
penurunan nilai berdasarkan selisih antara difference between the recoverable amount of
jumlah terpulihkan atas investasi dalam entitas the investment in the associated company and
asosiasi dan nilai tercatatnya dan mengakui its carrying value and recognizes the
penurunan nilai tersebut dalam laporan laba impairment in consolidated statement of profit
rugi dan penghasilan komprehensif lain or loss and other comprehensive Income.
konsolidasian.
j. Aset Tetap j. Fixed Assets
Aset tetap, kecuali hak atas tanah, dinyatakan Fixed assets, except landrights, are stated at
sebesar biaya perolehan dikurangi akumulasi cost less accumulated depreciation and
penyusutan dan rugi penurunan nilai, jika ada. impairment loss, if any. Such cost includes the
Biaya perolehan termasuk biaya penggantian cost of replacing part of the fixed assets when
bagian aset tetap saat biaya tersebut terjadi, that cost is incurred, if the recognition criteria
jika memenuhi kriteria pengakuan. are met. Likewise, when a major inspection is
Selanjutnya, pada saat inspeksi yang performed, its cost is recognized in the carrying
signifikan dilakukan, biaya inspeksi itu diakui amount of the fixed assets as a replacement if
ke dalam jumlah tercatat (carrying amount) the recognition criteria are met. In the case of
aset tetap sebagai suatu penggantian jika mandatory dismantling or asset removals, the
memenuhi kriteria pengakuan. Apabila related costs are added to the cost of the
terdapat kewajiban untuk membongkar dan relevant assets and provisions are recognized
memindahkan aset tetap maka beban yang to cover the costs.
terkait akan ditambahkan ke biaya perolehan
aset tetap yang bersangkutan dan kewajiban
atas biaya terkait tersebut diakui.
17 17



j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Semua biaya pemeliharaan dan perbaikan All other repairs and maintenance costs that
yang tidak memenuhi kriteria pengakuan diakui do not meet the recognition criteria are
dalam laporan laba rugi dan penghasilan recognized in consolidated statement of profit
komprehensif lain konsolidasian pada saat or loss and other comprehensive income as
terjadinya. Aset tetap, kecuali hak atas tanah, incurred. Depreciation of fixed assets, except
disusutkan dengan metode garis lurus for landrights, is computed using the straigh-
berdasarkan estimasi masa manfaat masing- line method over the estimated useful lives of
masing aset tetap sebagai berikut: the assets as follows:
Umur Ekonomis (Tahun/

Jenis Aset Tetap Economic Age (Years) Types of Fixed Assets
Bangunan lapangan 10 - 80 Field construction

Bangunan gedung 20 - 40 Building
Peralatan terminal dan gedung 15 Terminal and buildings equipment
Instalasi dan jaringan 5 - 15 Installation and networking
Peralatan Equipment:
- Alat bantu navigasi 10 - 15 Navigation supporting equipment -
- Pengangkutan 5 Transportation -
- Kantor 5 - 15 Office -
- Begkel 5 - 15 Workshop -
- Komputer 5 - 15 Computer -
- Parkir 5 - 15 Parking -
Lain-lain 1-5 Other
Overlay 4 - 10 Overlay
Biaya pengurusan untuk memperpanjang atau The legal cost of landrights to extend or renew
memperbaharui hak atas tanah diakui sebagai the landrights are recognized as intangible
aset takberwujud dan diamortisasi sepanjang assets and amortized, over the shorter of the
umur hukum hak atau umur ekonomis tanah, rights legal life or the lands economic life.
mana yang lebih pendek.
Biaya pemeliharaan dan perbaikan diakui Maintenance and repair costs are recognized
sebagai beban pada saat terjadinya. as an expense as incurred. Expenditures that
Pengeluaran yang memperpanjang masa extend the useful lives of fixed assets are
manfaat aset tetap dikapitalisasi dan capitalized and depreciated in accordance with
disusutkan sesuai dengan tarif penyusutan the applicable depreciation rates.
yang sesuai.
Aset dalam penyelesaian dinyatakan sebesar Construction in progress is stated at cost and
biaya perolehan dan disajikan sebagai bagian presented as part of fixed assets. Cost
dari aset tetap. Biaya perolehan termasuk includes capitalized interest charges and
kapitalisasi beban bunga dan laba/rugi selisih gain/losses on foreign exchange, if any,
kurs, jika ada, atas pinjaman dan biaya lainnya incurred on borrowings and other costs
yang terjadi sehubungan dengan pembiayaan incurred to finance the said asset construction
aset dalam penyelesaian tersebut (Catatan (Note 2m, Capitalization of Borrowing Costs).
2m, Kapitalisasi Biaya Pinjaman). Akumulasi The accumulated cost is reclassified to the
biayanya akan dipindahkan ke dalam relevant fixed assets account when the
kelompok aset tetap yang bersangkutan ketika construction is substantially completed and the
aset secara substansial selesai dikerjakan dan constructed asset is ready for its intended use.
siap untuk digunakan.
18
18



2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

(lanjutan) POLICIES (continued)
j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Biaya pemeliharaan dan perbaikan diakui The cost of normal maintenance and repair
sebagai beban pada saat terjadinya; biaya work is charged to operations as incurred; the
perbaikan yang signifikan dikapitalisasi cost of significant improvements or
sebagai penggantian apabila memenuhi betterments is capitalized as replacements if
kriteria pengakuan. Nilai kini dari perkiraan the recognition criteria are satisfied. The
biaya pembongkaran aset setelah aset present value of the expected cost for the
digunakan termasuk dalam nilai perolehan aset decommissioning of the asset after its use is
tersebut jika kriteria pengakuan untuk included in the cost of the asset if the
penetapannya terpenuhi. recognition criteria are met.
Ketika bagian-bagian penting dari aset tetap When significant parts of fixed assets are
perlu untuk diganti, Kelompok Usaha mencatat required to be replaced at intervals, the Group
bagian-bagian tersebut sebagai aset individual recognizes such parts as individual assets with
dengan masa manfaat dan penyusutan yang specific useful lives and depreciation.
spesifik.
Aset tetap tidak diakui lagi pada saat An item of fixed asset is derecognized upon
dilepaskan atau tidak ada manfaat disposal or when no future economic benefits
keekonomisan masa yang akan datang yang are expected from its use or disposal. Any gain
diharapkan dari penggunaan atau or loss on derecognition of the asset is
pelepasannya. Laba atau rugi yang timbul dari recognized in the consolidated statement of
penghentian pengakuan aset tetap, diakui profit or loss and other comprehensive income
dalam laporan laba rugi dan penghasilan in the period the asset is derecognized, which
komprehensif lain konsolidasian pada periode represents the difference between the net
penghentian pengakuan aset, yang disposal proceeds and the carrying amount of
merupakan selisih antara hasil pelepasan neto the asset.
dan jumlah tercatat aset.
Nilai sisa, masa manfaat, dan metode The residual values, useful lives and methods
penyusutan aset tetap ditelaah dan of depreciation of fixed assets are reviewed
disesuaikan secara prospektif, jika perlu, pada and adjusted prospectively, if appropriate, at
setiap akhir tahun buku. the end of each financial year.
k. Properti Investasi k. Investment Property
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost,
perolehan termasuk biaya transaksi dikurangi including transaction costs, less accumulated
akumulasi penyusutan dan penurunan nilai, depreciation and impairment, except for land
kecuali tanah tidak disusutkan. Jumlah tercatat which is not depreciated. The carrying amount
termasuk bagian biaya penggantian dari includes the cost of replacing part of an
properti investasi yang ada pada saat existing investment property at the time the
terjadinya biaya, jika kriteria pengakuan fee, if the recognition criteria are met and
terpenuhi dan tidak termasuk biaya harian excludes the costs of the daily use of an
penggunaan properti investasi. investment property.
Perusahaan telah memilih untuk The Company has chosen to use the cost
menggunakan model biaya untuk pengukuran model for the measurement of investment
aset properti investasi. property assets.
Properti investasi terdiri dari bangunan dan Investment properties consist of buildings and
prasarana yang dikuasai Perusahaan untuk infrastructure are controlled by the Company
menghasilkan sewa atau untuk kenaikan nilai to earn rentals or for capital appreciation or
atau kedua-duanya, dan tidak untuk digunakan both, rather than for use in the production or
dalam produksi atau penyediaan barang atau supply of goods or services or for
jasa untuk tujuan administratif atau dijual administrative purposes or sale in the ordinary
dalam kegiatan usaha sehari-hari. course of business.
19 19




l. Aset Takberwujud l. Intangible Assets
Aset takberwujud diukur sebesar nilai An intangible asset is measured on initial

perolehan pada pengakuan awal. Setelah recognition at cost. Following initial
pengakuan awal, aset takberwujud dicatat recognition, the intangible asset is carried at
pada nilai perolehan dikurangi akumulasi cost less any accumulated amortization and
amortisasi dan akumulasi rugi penurunan nilai. any accumulated impairment loss. The useful
Umur manfaat aset takberwujud dinilai apakah life of the intangible asset is assessed to be
terbatas atau tidak terbatas. Aset takberwujud either finite or indefinite. An intangible asset
dengan umur terbatas diamortisasi selama with finite life is amortized over the assets
umur manfaat ekonomi aset dan dievaluasi useful economic life and assessed for
apabila terdapat indikator adanya penurunan impairment whenever there is an indication
nilai untuk aset takberwujud. Periode dan that the intangible asset may be impaired. The
metode amortisasi untuk aset takberwujud amortization period and the amortization
dengan umur terbatas ditelaah setidaknya method for an intangible asset with a finite
setiap akhir tahun tutup buku. useful life are reviewed at least at each
financial year end.
Aset takberwujud dihentikan pengakuannya An intangible asset is derecognized:

pada saat:
i. dijual; atau i. on disposal; or
ii. ketika tidak ada manfaat ekonomis di masa ii. when no future economic benefits are
depan yang dapat diharapkan dari expected from its use or disposal.
penggunaan atau penjualan aset tersebut.
Aset takberwujud Perusahaan terdiri dari jasa The Companys intangible assets consist of
bantuan instalasi serta implementasi installation assistance and implementation of
perangkat lunak SAP. SAP software.
Pada tanggal 31 Desember 2015, sebagian As of December 31, 2015, some of the
dari aplikasi piranti lunak tersebut telah application software already used and
digunakan dan dicatat sebagai bagian dari recorded as a part of Other non-current
Aset tidak lancar lain-lain.. assets.
9
m. Kapitalisasi Biaya Pinjaman m. Capitalization of Borrowing Costs
Biaya pinjaman yang dapat diatribusikan Borrowing costs that are directly attributable to
langsung dengan perolehan, konstruksi atau the acquisition, construction or production of a
pembuatan aset kualifikasian dikapitalisasi qualifying asset are capitalized as part of the
sebagai bagian biaya perolehan aset tersebut. cost of the related asset. Other borrowing
Biaya pinjaman lainnya diakui sebagai beban costs are recognized as expenses in the
pada periode terjadinya. Biaya pinjaman dapat period in which they are incurred. Borrowing
meliputi beban bunga, beban keuangan dalam costs may include interest, finance charges in
sewa pembiayaan yang diakui sesuai dengan respect of finance leases recognized in
PSAK No. 30 (Revisi 2011) dan selisih kurs accordance with PSAK No. 30 (Revised 2011)
yang berasal dari pinjaman dalam mata uang and foreign exchange differences arising from
asing sepanjang selisih kurs tersebut foreign currency borrowings to the extent that
diperlakukan sebagai penyesuaian atas biaya they are regarded as adjustments to interest
bunga. costs.
20
20




m. Kapitalisasi Biaya Pinjaman (lanjutan) m. Capitalization of Borrowing Costs

(continued)
9
Kapitalisasi biaya pinjaman dimulai pada saat Capitalization of borrowing costs commences
dimulainya aktivitas yang diperlukan untuk when the activities to prepare the qualifying
mempersiapkan aset kualifikasian agar dapat asset for its intended use have started and the
digunakan sesuai dengan maksudnya dan expenditures for the qualifying asset and the
pengeluaran untuk aset dan biaya borrowing costs have been incurred.
pinjamannya telah terjadi. Kapitalisasi biaya Capitalization of borrowing costs ceases when
pinjaman dihentikan pada saat selesainya all the activities necessary to prepare the
secara substansial seluruh aktivitas yang qualifying asset for its intended use are
diperlukan untuk mempersiapkan aset substantially completed.
kualifikasian agar dapat digunakan sesuai
dengan maksudnya.
n. Beban Akrual n. Accrued Expense
Beban akrual diakui jika Kelompok Usaha Accrued expense is recognized when the
memiliki kewajiban kini (baik hukum maupun Group has a present obligation (legal and
konstruktif) sebagai akibat peristiwa masa lalu, constructive), as a result of a past event, it is
besar kemungkinannya penyelesaian probable that an outflow of resources
kewajiban tersebut mengakibatkan arus keluar embodying economic benefits will be required
sumber daya yang mengandung manfaat to settle the obligation and a reliable estimate
ekonomi dan estimasi yang andal mengenai can be made of the amount of the obligation.
jumlah kewajiban tersebut dapat dibuat.
Beban akrual ditelaah pada setiap tanggal Accrued expense are reviewed at each
pelaporan dan disesuaikan untuk reporting date and adjusted to reflect the
mencerminkan estimasi terbaik yang paling current best estimate. If it is no longer
kini. Jika arus keluar sumber daya untuk probable that an outflow of resources
menyelesaikan kewajiban kemungkinan besar embodying economic benefits will be required
tidak terjadi maka provisi dibatalkan. to settle the obligations, the provisions are
reversed.
o. Liabilitas Imbalan Kerja o. Employee Benefits Liabilities
Imbalan Kerja Jangka Pendek Short-term Employee Benefits
Kelompok mengakui liabilitas imbalan kerja The Group recognizes short-term employee
jangka pendek ketika jasa diberikan oleh benefits liability when services are rendered
karyawan dan imbalan atas jasa tersebut akan and the compensation for such services are to
dibayarkan dalam waktu dua belas bulan be paid within twelve months after such
setelah jasa tersebut diberikan. services are rendered.
Imbalan Pensiun dan Imbalan Pasca Kerja Pension Benefits and Other Post
Lainnya employment Benefits
Biaya untuk penyediaan manfaat dibawah The cost of providing benefits under the
program pensiun imbalan pasti ditentukan defined benefit plan is determined using the
dengan menggunakan metode projected-unit- projected-unit-credit method.
credit.
21 21




o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)
Lainnya (lanjutan) employment Benefits (continued)
Pengukuran kembali atas liabilitas (aset) Remeasurement on net deferred benefit

imbalan pasti neto, yang disebut sebagai liabilitas (asset), which recognized as other
penghasilan komprehesif lain, terdiri dari: comprehensive income, consist of:
i. Keuntungan atau kerugian aktuarial; i. Actuarial gain or losses;
ii. Imbalan hasil atas aset program, tidak ii. Return on program aset, is not consists of
termasuk jumlah yang dimasukkan dalam amount included in liabilitas (asset) net
bunga neto atas liabilitas (aset); interest;
iii. Setiap perubahan dampak batas aset, iii. Every changes in asset ceiling, is not
tidak termasuk jumlah yang dimasukkan consists of amount included in liabilitiesn
dalam bunga neto atas liablitas (aset). (asset) net interest.
Pengukuran kembali atas liabilitas (aset) Remeasurement on net defined benefit

imbalan pasti neto, yang diakui sebagai liabilities (asset), is recognized as part of other
penghasilan komprehensif lain tidak comprehensive income will not reclassify to
direklasifikasi ke laporan laba rugi dan consolidated statement of profit or loss and
penghasilan komprehensif lain konsolidasian other comprehensive income in the next
pada periode berikutnya. period.
Biaya jasa lalu yang timbul dari amendemen Past service cost arising from amendment or
atau kurtailmen program diakui sebagai beban curtailment programs are recognized as
dalam laporan laba rugi dan penghasilan expense in consolidated statement of profit or
komprehensif lain konsolidasian pada saat loss and other comprehensive income when
terjadinya. incurred.
Kurtailmen terjadi apabila Kelompok Usaha A curtailment occurs when the Group either
mengurangi secara signifikan jumlah pekerja significantly reduce the number of employees
yang ditanggung oleh program, terminasi atau covered by a plan, termination or suspension
penghentian program. of the program.
Perusahaan memiliki program tabungan The Company has a contributory employee

pensiun karyawan untuk semua karyawan savings program covering all of its qualified
tetapnya. Program tersebut dikelola oleh permanent employees. The program is
perusahaan asuransi jiwa. Kontribusi dihitung managed by a life insurance company.
secara periodik oleh perusahaan asuransi. Contributions are calculated periodically by the
Para karyawan mengkontribusikan persentase insurance company. The employees contribute
tertentu dari gaji pokok dan sisa kontribusi a certain percentage of their basic salary and
ditanggung oleh Perusahaan. the Company contributes the remaining
balance of the required amount.
Pada tanggal 15 November 1999, Perusahaan On November 15, 1999, the Company
memperoleh persetujuan dari Menteri received approval from the Ministry of
Keuangan (No. KEP-391/KM.17/1999) untuk Finance (No. KEP-391/KM.17/1999) to
membentuk Lembaga (Trust) terpisah yang establish a separate, trustee-administered
mengelola dana pensiun dalam bentuk pension fund as a defined benefit retirement
Program Pensiun Manfaat Pasti (PPMP) plan (PPMP), named Dana Pensiun
bernama Dana Pensiun Angkasa Pura II Angkasa Pura II (DPAP II), to hold, on
(DPAP II), untuk mengelola, atas nama para behalf of plan members, assets held to satisfy
anggota, semua kekayaan agar dapat the pension obligations of the Company.
memenuhi kewajiban pensiun dari
Perusahaan.
22
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Jumlah kontribusi terdiri dari kontribusi Contributions consist of employees and the
karyawan dan Perusahaan yang masing- Companys contributions that are calculated as
masing dihitung sebesar 5% dan 30,68% dari 5% and 30.68% of employees basic pension
pendapatan dasar pensiun. income, respectively.
Kelompok Usaha harus menyediakan imbalan The Group is required to provide a minimum
pensiun dengan jumlah minimal sesuai dengan amount of pension benefits in accordance with
Undang-Undang (UU) Ketenagakerjaan No. Labour Law No. 13/2003 or the Groups
13/2003 dan Perjanjian Kerja Bersama Collective Labour Agreement (CLA),
(PKB), mana yang lebih tinggi. Karena UU whichever is higher. Since the Labour Law and
Ketenagakerjaan atau PKB menentukan the CLA set the formula for determining the
rumus tertentu untuk menghitung jumlah minimum amount of benefits, in substance
minimal imbalan pensiun, pada dasarnya pension plans under the Labour Law or the
program pensiun berdasarkan UU CLA represent defined benefit plans.
Ketenagakerjaan atau PKB adalah program
pensiun imbalan pasti.
Liabilitas imbalan pensiun merupakan nilai kini The pension benefit obligation is the present
liabilitas imbalan pasti pada akhir periode value of the defined benefit obligation at end
pelaporan dikurangi dengan nilai wajar aset reporting period less the fair value of plan
program. Liabilitas imbalan pasti dihitung assets. The defined benefit obligation is
setiap tahun oleh aktuaris independen dengan calculated by an independent actuary using the
menggunakan metode projected-unit-credit. projected-unit-credit method.
Nilai kini liabilitas manfaat pasti ditentukan The present value of the defined benefit
dengan mendiskontokan estimasi arus kas obligation is determined by discounting the
masa depan dengan menggunakan tingkat estimated future cash outflows using the yield
bunga obligasi pemerintah jangka panjang at end of the reporting period of long-term
pada akhir periode pelaporan dalam mata government bonds denominated in rupiah in
uang rupiah sesuai dengan mata uang dimana which the benefits will be paid and that have
imbalan tersebut akan dibayarkan dan yang terms to maturity similar to the related pension
memiliki jangka waktu yang sama dengan obligation.
liabilitas manfaat pensiun yang bersangkutan.
Perusahaan memberikan imbalan pasca kerja The Company also provides other post-
lainnya, seperti uang penghargaan, santunan employment benefits, such as long service
kematian, cuti jangka panjang, penghargaan reward, death allowance, long service leave,
pengabdian, dan uang pisah. jubilee rewards, and separation reward.
23 23




Imbalan berupa uang penghargaan diberikan The long service reward is paid when the
apabila karyawan bekerja hingga mencapai employees reach their retirement age. Death
usia pensiun. Santunan kematian diberikan allowance is paid when the employee or the
bila pegawai dan anggota keluarga tertentu qualified family members pass away. The
meninggal dunia. Nilai imbalan yang diberikan separation reward benefit is paid to employees
didasari pada peraturan Perusahaan. in the event of voluntary resignation, subject to
Sedangkan imbalan berupa uang pisah, a minimum number of years of service. These
dibayarkan kepada karyawan yang benefits have been accounted for using the
mengundurkan diri secara sukarela, setelah same methodology as for the defined benefit
memenuhi minimal masa kerja tertentu. pension plan.
Imbalan ini dihitung dengan menggunakan
metodologi yang sama dengan metodologi
yang digunakan dalam perhitungan program
pensiun imbalan pasti.
Perusahaan menyediakan imbalan kesehatan The Company provides post-employment

pasca kerja untuk pensiunan. Hak atas medical benefits to their retirees. The
imbalan ini pada umumnya diberikan apabila entitlement to these benefits is usually based
karyawan bekerja sampai usia pensiun dan on the employee remaining in service up to
memenuhi masa kerja minimum tertentu. retirement age and the completion of a
Prakiraan biaya imbalan ini diakru sepanjang minimum service period. The expected costs
masa kerja karyawan, dengan menggunakan of these benefits are accrued over the period
metode akuntansi yang sama, namun of employment, using an accounting
disederhanakan, dengan metode yang methodology similar but simplified to that for
digunakan dalam perhitungan program defined benefit pension plans. These
pensiun imbalan pasti. Kewajiban ini dinilai obligations are valued annually by qualified
setiap tahun oleh aktuaris independen yang independent actuaries.
memenuhi kualifikasi.
p. Pendapatan yang Diterima Di Muka p. Unearned Revenues
Pendapatan yang diterima dimuka adalah Unearned revenues are cash received from
penerimaan uang dari pihak lain sehubungan other parties in connection with the services
dengan jasa yang akan dilakukan oleh that will be performed by the Groups in the
Kelompok Usaha di masa depan tetapi jasa future but the services not yet delivered to that
tersebut belum diserahkan kepada pihak parties.
tersebut.
q. Sewa q. Leases
Penentuan apakah suatu perjanjian merupakan The determination of whether an arrangement

perjanjian sewa, atau perjanjian yang is, or contains, a lease is based on the
mengandung sewa, didasarkan atas substansi substance of the arrangement at inception date
perjanjian pada tanggal awal sewa dan apakah and whether the fulfillment of the arrangement
pemenuhan perjanjian tergantung pada is dependent on the use of a specific asset and
penggunaan suatu aset dan perjanjian tersebut the arrangement conveys a right to use the
memberikan suatu hak untuk menggunakan asset. Lease that transfers substantially to the
aset tersebut. Sewa yang mengalihkan secara lessee all the risks and rewards incidental to
ownership of the leased item is classified as
substansial seluruh risiko dan manfaat yang
finance lease.
terkait dengan kepemilikan aset, diklasifikasikan
sebagai sewa pembiayaan.
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q. Sewa (lanjutan) q. Leases (continued)
Suatu sewa yang tidak mengalihkan secara Leases which do not transfer substantially all
substansial seluruh risiko dan manfaat yang the risks and rewards incidental to ownership
terkait dengan kepemilikan aset are classified as operating leases. Operating
diklasifikasikan sebagai sewa operasi. lease payments are recognized as an expense
Pembayaran sewa dalam sewa operasi diakui in the consolidated statement of profit or loss
sebagai beban dalam laporan laba rugi dan and other comprehensive income on a
penghasilan komprehensif lain konsolidasian straight-line method over the lease term.
dengan dasar garis lurus (straight-line method)
selama masa sewa.
r. Perpajakan r. Taxation
Efektif tanggal 1 Januari 2015, Kelompok Effective on January 1, 2015, the Group
Usaha menerapkan PSAK No. 46 (Revisi applied PSAK No. 46 (Revised 2014), Income
2014), Pajak Penghasilan. PSAK revisi ini Taxes. The revised PSAK prescribes the
mengatur perlakuan akuntansi untuk pajak accounting treatment for income taxes.
penghasilan.
Pajak final Final tax
Peraturan perpajakan di Indonesia mengatur Tax regulation in Indonesia determined that

beberapa jenis penghasilan dikenakan pajak certain taxable income is subject to final tax.
yang bersifat final. Pajak final yang dikenakan Final tax applied to the gross value of
atas nilai bruto transaksi tetap dikenakan transactions is applied even when the parties
walaupun atas transaksi tersebut pelaku carrying the transaction recognizing losses.
transaksi mengalami kerugian.
Mengacu pada revisi PSAK No. 46 yang Referring to revised PSAK No. 46 as
disebutkan di atas, pajak final tersebut tidak mentioned above, final tax is no longer
termasuk dalam lingkup yang diatur oleh PSAK governed by PSAK No. 46. Therefore, the
No. 46. Oleh karena itu, Kelompok Usaha Group has decided to present all of the final
memutuskan untuk menyajikan beban pajak tax arising from sales of land, land rent
final sehubungan dengan penjualan tanah, revenue and engineering and construction
pendapatan sewa tanah dan jasa rekayasa services as separate line item.
dan konstruksi sebagai pos tersendiri.
Perbedaan antara nilai tercatat dari aset The difference between the carrying amount of
revaluasian dan dasar pengenaan pajak a revalued asset and its tax base is a
merupakan perbedaan temporer sehingga temporary difference and gives rise to a
menimbulkan liabilitas atau aset pajak deferred tax liability or asset, except for certain
tangguhan, kecuali untuk aset tertentu seperti asset such as land, which realization is taxed
tanah yang pada saat realisasinya dikenakan with final tax on gross value of transaction.
pajak final yang dikenakan atas nilai bruto
transaksi.
Pajak kini Current tax
Aset dan liabilitas pajak kini untuk tahun Current income tax assets and liabilities for the
berjalan diukur sebesar jumlah yang current period are measured at the amount
diharapkan dapat direstitusi dari atau expected to be recovered from or paid to the
dibayarkan kepada otoritas perpajakan. taxation authority.
25 25




r. Perpajakan (lanjutan) r. Taxation (continued)
Pajak kini (lanjutan) Current tax (continued)
Beban pajak kini ditentukan berdasarkan laba Current tax expense is determined based on
kena pajak tahun berjalan yang dihitung the taxable profit for the year computed using
berdasarkan tarif pajak yang berlaku. the prevailing tax rates.
Kekurangan/kelebihan pembayaran pajak Underpayment/overpayment of income tax are

penghasilan dicatat sebagai bagian dari Beban presented as part of Tax Expense - Current in
Pajak Kini dalam laporan laba rugi dan the consolidated statements of profit or loss
penghasilan komprehensif lain konsolidasian. and other comprehensive income. The Group
Kelompok Usaha juga menyajikan also presented interest/penalty, if any, as part
bunga/denda, jika ada, sebagai bagian dari of Current Tax Expense.
Beban Pajak Kini.
Koreksi terhadap liabilitas perpajakan diakui Amendments to tax obligations are recorded
pada saat surat ketetapan pajak diterima atau, when a tax assessment letter is received or, if
jika diajukan keberatan, pada saat keputusan appealed against, when the result of the appeal
atas keberatan ditetapkan. is determined.
Pajak tangguhan Deferred tax
Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are
menggunakan metode liabilitas atas recognized using the liability method for the
konsekuensi pajak pada masa mendatang yang future tax consequences attributable to
timbul dari perbedaan jumlah tercatat aset dan differences between the carrying amounts of
liabilitas menurut laporan keuangan dengan existing assets and liabilities in the financial
dasar pengenaan pajak aset dan liabilitas pada statements and their respective tax bases at
setiap tanggal pelaporan. Liabilitas pajak each reporting date. Deferred tax liabilities are
tangguhan diakui untuk semua perbedaan recognized for all taxable temporary differences
temporer kena pajak dan aset pajak tangguhan and deferred tax assets are recognized for
diakui untuk perbedaan temporer yang boleh deductible temporary differences and
dikurangkan dan akumulasi rugi fiskal, accumulated fiscal losses to the extent that it is
sepanjang besar kemungkinan perbedaan probable that taxable profit will be available in
temporer yang boleh dikurangkan dan akumulasi future years against which the deductible
rugi fiskal tersebut dapat dimanfaatkan untuk temporary differences and accumulated fiscal
mengurangi laba kena pajak pada masa depan. losses can be utilized.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
ulang pada akhir setiap periode pelaporan dan reviewed at the end of each reporting period
diturunkan apabila laba fiskal mungkin tidak and reduced to the extent that it is no longer
memadai untuk mengkompensasi sebagian atau probable that sufficient taxable profit will be
semua manfaat aset pajak tangguhan tersebut. available to allow the benefit of part or all of
Pada akhir setiap periode pelaporan, Kelompok that deferred tax asset to be utilized. At the end
Usaha menilai kembali aset pajak tangguhan of each reporting period, the Group reassesses
yang tidak diakui. Kelompok Usaha mengakui unrecognized deferred tax assets. The Group
aset pajak tangguhan yang sebelumnya tidak recognizes previously unrecognized deferred
diakui apabila besar kemungkinan bahwa laba tax assets to the extent that it has become
fiskal pada masa depan akan tersedia untuk probable that future taxable profit will allow the
pemulihannya. deferred tax assets to be recovered.
26
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r. Perpajakan (lanjutan) r. Taxation (continued)
Pajak tangguhan dihitung dengan Deferred tax is calculated at the tax rates that
menggunakan tarif pajak yang berlaku atau have been enacted or substantively enacted at
secara substansial telah berlaku pada tanggal the reporting date. Changes in the carrying
pelaporan. Perubahan nilai tercatat aset dan amount of deferred tax assets and liabilities
liabilitas pajak tangguhan yang disebabkan oleh due to a change in tax rates are charged to
perubahan tarif pajak dibebankan pada usaha current period operations, except to the extent
periode berjalan, kecuali untuk transaksi- that they relate to items previously charged or
transaksi yang sebelumnya telah langsung credited to equity.
dibebankan atau dikreditkan ke ekuitas.
Aset dan liabilitas pajak tangguhan disajikan Deferred tax assets and liabilities are offset in
secara saling hapus dalam laporan posisi the consolidated statements of financial
keuangan konsolidasian, kecuali aset dan position, except if they are for different legal
liabilitas pajak tangguhan untuk entitas yang entities, consistent with the presentation of
berbeda, sesuai dengan penyajian aset dan current tax assets and liabilities.
liabilitas pajak kini.
s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition
Pendapatan diakui jika besar kemungkinan Revenue is recognized to the extent that it is
manfaat ekonomi akan mengalir ke Kelompok probable that the economic benefits will flow to
Usaha dan manfaat ini dapat diukur dengan the Company and the revenue can be reliably
andal. Pendapatan diukur pada nilai wajar measured. Revenue is measured at the fair
penerimaan diterima, tidak termasuk diskon, value of the consideration received, excluding
rabat dan cadangan lain yang serupa. Kriteria discounts, rebates and other similar
spesifik berikut juga harus dipenuhi sebelum allowances. The following specific recognition
Pendapatan diakui: criteria must also be met before revenue is
recognized:
Pendapatan jasa aeronautika diakui pada Aeronautical services revenues are

saat jasa diserahkan kepada pelanggan. recognized when services are rendered to
customers.
Pendapatan jasa non aeronautika atas sewa Non-aeronautical services revenues for land
tanah dan bangunan diakui sesuai dengan and buildings rental is recognized in
periode konsesi yang sudah berjalan pada accordance with the concession period
tahun yang bersangkutan. which has been incurred during the year.
Pendapatan atas penggunaan fasilitas Revenue for the use of the Companys
peralatan Perusahaan oleh pelanggan dan facilities and equipment by customers and
Pendapatan jasa non aeronautika lainnya other non-aeronautical services revenues
diakui pada saat fasilitas tersebut digunakan are recognized when the facility is used and
dan pada saat jasa diserahkan. services are rendered.
Pendapatan atas sewa tanah dan bangunan Land and building rental income received in
yang diterima di muka atas periode yang advance for a period that has not be
belum berjalan dicatat sebagai Pendapatan incurred
yang diterima di muka. .
Pendapatan lainnya diakui atas dasar akrual. Other income is recognized on an accrual
basis.
Pendapatan bunga diakui atas dasar propors Interest income is recognized on a time
waktu, pokok dan tingkat bunga yang proportion basis, the principal and the
berlaku. prevailing interest rate.
Beban diakui pada saat terjadinya. Expenses are recognized as incurred.
27 27




t. Penjabaran Transaksi dan Saldo Mata Uang t. Transactions and Translation of Foreign
Asing Currency Balances
Laporan keuangan konsolidasian disajikan The consolidated financial statements are

dalam rupiah, yang merupakan mata uang presented in rupiah, which is the Companys
fungsional Perusahaan dan mata uang functional currency and the Groups
penyajian Kelompok Usaha. Transaksi dalam presentation currency. Transactions involving
mata uang asing dicatat dalam mata uang foreign currencies are recorded in rupiah at the
rupiah berdasarkan kurs tengah yang berlaku middle rates of exchange prevailing at the time
pada saat transaksi dilakukan. Pada akhir the transactions are made. At the end of the
periode pelaporan, aset dan liabilitas moneter reporting period, monetary assets and
dalam mata uang asing dijabarkan ke dalam liabilities denominated in foreign currencies
rupiah berdasarkan rata-rata kurs jual dan beli are adjusted to reflect the average buying and
yang diterbitkan oleh Bank Indonesia pada selling rates of exchange quoted by Bank
tanggal terakhir transaksi perbankan pada Indonesia at the closing of the last banking day
tahun yang bersangkutan. Laba atau rugi of the year. The resulting gains or losses are
selisih kurs yang timbul dikreditkan atau credited or charged to current operations.
dibebankan pada operasi tahun berjalan.
Kurs yang digunakan pada tanggal The exchange rates used as of

31 Desember 2015 dan 2014 adalah sebagai December 31, 2015 and 2014 were as follows:
berikut:
31 Desember 2015/ 31 Desember 2014/
December 31, 2015 December 31, 2014
Dolar AS 13.795 12.440 US Dollar
Selanjutnya, untuk pungutan dan penyetoran Furthermore, for the collection and remittance
pajak-pajak (PPN dan PPh) berkenaan dengan of taxes (VAT and income tax) related to
tagihan dan kewajiban dalam mata uang asing claims and liabilities in foreign currency is
dibayarkan dengan rupiah, dan dicatat sesuai payable in dollar and recorded based on the
dengan 'kurs pajak mingguan' yang berlaku 'weekly tax rate' prevailing at the date of
pada tanggal diterbitkannya faktur pajak yang issuance of tax invoice.
bersangkutan.
u. Pelaporan Segmen u. Segment Reporting
Segmen operasi adalah suatu komponen dari An operating segment is a component of an

entitas: (1) yang terlibat dalam aktivitas bisnis entity: (1) that engages in business activities
yang mana memperoleh Pendapatan dan from which it may earn revenues and incur
menimbulkan beban; (2) hasil operasinya dikaji expenses; (2) whose operating results are
ulang secara reguler oleh pengambil regularly reviewed by the entity's operating
keputusan operasional untuk membuat decision maker to make decisions about
keputusan tentang sumber daya yang resources to be allocated to the segment and
dialokasikan pada segmen tersebut dan value its performance; and (3) for which
menilai kinerjanya; dan (3) tersedia informasi discrete financial information is available.
keuangan yang dapat dipisahkan.
28
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u. Pelaporan Segmen (lanjutan) u. Segment Reporting (continued)
Kelompok Usaha mengidentifikasikan segmen The Group identifies its operating segments on
operasi berdasarkan pelaporan internal yang the basis of internal reports that are regularly
direviu secara regular oleh pengambil reviewed by the Group's chief operating
keputusan operasional dalam mengalokasikan decision-maker in order to allocate resources
sumber daya dan menilai kinerja segmen to the segment and assess its performance.
operasi Kelompok Usaha.
Pengungkapan tambahan pada masing- Additional disclosures on each of these

masing segmen terdapat dalam Catatan 45, segments are shown in Note 45, including the
termasuk faktor yang digunakan untuk factors used to identify the reported segments
mengidentifikasi segmen yang dilaporkan dan and the measurement basis of segment
dasar pengukuran informasi segmen. information.
Segmen ditentukan sebelum saldo dan Segments are determined before intra-group
transaksi antar Perusahaan dan Entitas Anak balances and intra-group transactions are
dieliminasi sebagai bagian dari proses eliminated as part of consolidation process.
konsolidasi.
v. Pengukuran Nilai Wajar v. Fair Value Measurement
Efektif tanggal 1 Januari 2015, Kelompok Effective on January 1, 2015, the Group
Usaha menerapkan PSAK No. 68, applied PSAK No. 68, Fair Value
Pengukuran Nlai Wajar. PSAK ini, antara Measurement. This PSAK, among others,
lain, memberikan panduan tentang bagaimana provides guidance on how to measure fair
pengukuran nilai wajar ketika nilai wajar value when fair value is required or permitted,
disyaratkan atau diizinkan. Penerapan PSAK The adoption of this PSAK has no significant
ini tidak berpengaruh signifikan terhadap impact on the consolidated financial
laporan keuangan konsolidasian. Kelompok statements. The Group measures financial
Usaha mengukur instrumen keuangan pada instruments at fair value at each reporting
nilai wajar setiap tanggal pelaporan. date. Fair value disclosure for financial
Pengungkapan nilai wajar instrumen keuangan instuments are disclosed in Note 47.
disajikan dalam Catatan 47.
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be received
untuk menjual suatu aset atau harga yang to sell an asset or paid to transfer a liability in
akan dibayar untuk mengalihkan suatu an orderly transaction between market
liabilitas dalam transaksi teratur antara oelaku participants at the measurements date. The
pasar pada tanggal pengukuran. Pengukuran fair value measurement is based on the
nilai wajar berdasarkan asumsi bahwa presumption that the transaction to sell the
transaksi untuk menjual aset atau mengalihkan asset or transfer the liability takesplace either:
liabilitas terjadi di:
pasar utama untuk aset dan liabilitas In the principal market for the assets or
tersebut, atau liability, or
jika tidak terdapat pasar utama, di pasar In the absence of a principal market, in
yang paling menguntungkan untuk aset the most advantageous market for the
atau liabilitas tersebut. asset or liability.
Kelompok Usaha harus memiliki akses ke The principal or the most advantageous market
pasar utama atau pasar yang paling must be accessible by the Group.
menguntungkan.
29 29



v. Pengukuran Nilai Wajar (lanjutan) v. Fair Value Measurement (continued)
Nilai wajar dari aset atau liabilitas diukur The fair value of an asset or a liability is
menggunakan asumsi yang akan digunakan measured using the assumptions that market
oleh pelaku pasar pada saat melakukan participants would use when pricing the asset
penilaian aset atau liabilitas, dengan asumsi or liability, assuming that market participants
bahwa pelaku pasar akan bertindak atas act in their economic best interest.
kepentingan ekonomi terbaik mereka.
Kelompok Usaha mengunakan teknik penilaian The Group uses valuation techniques that are
yang sesuai dengan kondisi Perusahaan dan appropriate in the circumstances and for which
dimana terdapat ketersediaan data yang cukup sufficient data are available to measure fair
untuk mengukur nilai wajar, memaksimalisasi value, maximizing the use of relevant
penggunaan data masukan yang dapat observable inputs and minimizing the use of
diobservasi yang relevan dan meninimalisasi unobservable inputs.
penggunakan data masukan yang tidak dapat
diobservasi.
Semua aset dan liabilitas yang diukur dengan All assets and liabilities for which fair value is
nilai wajar atau diungkapkan dalam laporan measured or disclosed in the financial
keuangan dikategorikan dalam hirarki nilai wajar statements are categorized within the fair value
berdasarkan tingkat masukan paling rendah hierarchy, described as follows, based on the
yang signifikan terhadap pengukuran nilai wajar lowest level input that is significant to the fair
secara keseluruhan : value measurement as a whole:
Tingkat 1 - harga kuotasian (tidak Level 1 - Quoted (unadjusted) market

disesuaikan) di pasar aktif untuk aset atau prices in active markets for identical assets
liabilitas yang identik; or liabilities;
Tingkat 2 - teknik-teknik lain atas semua Level 2 - Valuation techniques for which
input yang memiliki efek signifikan the lowest level input that is significant to
terhadap nilai wajar yang tercatat dapat the fair value measurement is directly or
diobservasi, baik secara langsung maupun indirectly observable;
tidak langsung;
Tingkat 3 - teknik yang menggunakan input Level 3 - Valuation techniques for which
yang memiliki pengaruh signifikan terhadap the lowest level input that is significant to
nilai wajar yang tercatat yang tidak the fair value measurement is
berdasarkan data pasar yang dapat unobservable.
diobservasi.
Untuk aset dan liabilitas yang diakui dalam For assets and liabilities that are recognized in
laporan keuangan dalam basis yang berulang, the financial statements on a recurring basis, the
Kelompok Usaha menentukan apakah transfer Group determines whether transfers have
telah terjadi antara tingkat dalam hirarki dengan occurred between Levels in the hierarchy by re-
menilai ulang kategori (berdasarkan tingkat assessing categorization (based on the lowest
masukan paling rendah yang signifikan terhadap level input that is significant to the fair value
pengukuran niali wajar secara keseluruhan) measurement as a whole) at the end of each
pada setiap akhir periode pelaporan. reporting period.
w. Laba per Saham Dasar w. Basic Earnings per Share
Laba per saham dasar dihitung dengan Basic earnings per share is calculated by
membagi total laba tahun berjalan yang dapat dividing the total profit for the year attributable
diatribusikan kepada pemilik entitas induk to owners of the parent by the weighted
dengan jumiah rata-rata tertimbang saham average number of ordinary shares
biasa yang beredar pada periode yang outstanding during the period.
bersangkutan.
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x. Penurunan Nilai Aset Non-keuangan x. Impairment of Non-financial Assets
Pada setiap akhir periode pelaporan, The Group assesses at the end of each
Kelompok Usaha menilai apakah terdapat reporting period whether there is an indication
indikasi suatu aset mengalami penurunan nilai. that an asset may be impaired. If such
Jika terdapat indikasi tersebut, maka jumlah indication exists, recoverable amount is
terpulihkan diestimasi untuk aset individual. estimated for the individual asset. If it is not
Jika tidak mungkin untuk mengestimasi jumlah possible to estimate the recoverable amount of
terpulihkan aset individual, maka Kelompok the individual asset, the Group determines the
Usaha menentukan nilai terpulihkan dari Unit recoverable amount of the Cash-Generating
Penghasil Kas (UPK) yang mana aset tercakup Unit (CGU) to which the asset belongs (the
(aset dari UPK). assets CGU).
Jumlah terpulihkan dari suatu aset (baik aset An assets (either individual asset or CGU)
individual maupun UPK) adalah jumlah yang recoverable amount is the higher of the
lebih tinggi antara nilai wajarnya dikurangi assets fair value less costs to sell and its
biaya untuk menjual dengan nilai pakainya. value in use. Where the carrying amount of
Jika nilai tercatat aset lebih besar daripada the asset exceeds its recoverable amount, the
nilai terpulihkannya, maka aset tersebut asset is considered impaired and is written
dianggap mengalami penurunan nilai dan nilai down to its recoverable amount. Impairment
tercatat aset diturunkan menjadi sebesar nilai losses are recognized in consolidated
terpulihkannya. Rugi penurunan nilai diakui statement of profit or loss and other
pada laporan laba rugi dan penghasilan comprehensive income as impairment
komprehensif lain konsolidasian sebagai rugi losses.
penurunan nilai.
Dalam menghitung nilai pakai, estimasi arus In assessing the value in use, the estimated
kas masa depan neto didiskontokan ke nilai net future cash flows are discounted to their
kini dengan menggunakan tingkat diskonto present value using a pre-tax discount rate
sebelum pajak yang menggambarkan penilaian that reflects current market assessments of
pasar kini dari nilai waktu uang dan risiko the time value of money and the risks specific
spesifik atas aset. to the asset.
Dalam menentukan nilai wajar dikurangi biaya In determining fair value less costs to sell,
untuk menjual, digunakan harga transaksi recent market transactions are taken into
pasar terakhir, jika tersedia. Jika tidak terdapat account, if available. If no such transactions
transaksi tersebut, Kelompok Usaha can be identified, an appropriate valuation
menggunakan model penilaian yang sesuai model is used to determine the fair value of
untuk menentukan nilai wajar aset. the asset. These calculations are corroborated
Perhitungan-perhitungan ini dikuatkan oleh by valuation multiples or other available fair
penilaian berganda atau indikator nilai wajar value indicators.
lain yang tersedia.
Kerugian penurunan nilai, jika ada, diakui pada Impairment losses, if any, are recognized in
laporan laba rugi dan penghasilan consolidated statement of profit or loss and
komprehensif lain konsolidasian sesuai dengan other comprehensive income under expense
kategori biaya yang konsisten dengan fungsi categories that are consistent with the
dari aset yang diturunkan nilainya. functions of the impaired assets.
31 31




x. Penurunan Nilai Aset Non-keuangan x. Impairment of Non-financial Assets

(lanjutan) (continued)
Penilaian dilakukan pada setiap akhir periode An assessment is made at the end of each
pelaporan apakah terdapat indikasi bahwa rugi reporting period as to whether there is any
penurunan nilai yang telah diakui dalam indication that previously recognized
periode sebelumnya untuk suatu aset mungkin impairment losses for an asset may no longer
tidak ada lagi atau mungkin telah menurun. exist or may have decreased. If such
Jika indikasi tersebut ada, maka entitas indication exists, the recoverable amount is
mengestimasi jumlah terpulihkan aset tersebut. estimated.
Kerugian penurunan nilai yang telah diakui A previously recognized impairment loss for
dalam periode sebelumnya untuk suatu aset an asset is reversed only if there has been a
dibalik hanya jika terdapat perubahan asumsi- change in the assumptions used to determine
asumsi yang digunakan untuk menentukan the assets recoverable amount since the last
jumlah terpulihkan aset tersebut sejak rugi impairment loss was recognized.
penurunan nilai terakhir diakui.
Pembalikan tersebut dibatasi sehingga jumlah The reversal is limited so that the carrying
tercatat aset tidak melebihi jumlah amount of the asset does not exceed its
terpulihkannya maupun jumlah tercatat, neto recoverable amount, nor exceeds the carrying
setelah penyusutan, seandainya tidak ada rugi amount that would have been determined, net
yang telah diakui untuk aset tersebut pada of depreciation, had no impairment loss been
periode sebelumnya. Pembalikan rugi recognized for the asset in prior periods.
penurunan nilai diakui dalam laporan laba rugi Reversal of an impairment loss is recognized
dan penghasilan komprehensif lain in consolidated statement of profit or loss and
konsolidasian. Setelah pembalikan tersebut other comprehensive income. After such a
diakui sebagai laba rugi, penyusutan aset reversal is recognized in profit or loss, the
tersebut disesuaikan di periode mendatang depreciation charge on the said asset is
untuk mengalokasikan jumlah tercatat aset adjusted in future periods to allocate the
yang direvisi, dikurangi nilai sisanya, dengan assets revised carrying amount, less any
dasar yang sistematis selama sisa umur residual value, on a systematic basis over its
manfaatnya. remaining useful life.
y. Transaksi Restrukturisasi antara Entitas y. Restructuring Transactions among Entities

Sepengendali under Common Control
Kelompok Usaha menerapkan PSAK No. 38 The Group adopted PSAK No. 38 (Revised
(Revisi 2012), "Kombinasi Bisnis Entitas 2012), "Business Combination of Entities
Sepengendali". Berdasarkan PSAK No. 38 under Common Control". Under PSAK No. 38
(Revisi 2012), oleh karena transaksi kombinasi (Revised 2012), since the transaction of
bisnis entitas sepengendali tidak business combination of entities under
mengakibatkan perubahan substansi ekonomi common control does not result in a change of
kepemilikan atas bisnis yang dipertukarkan, the economic substance of the ownership of
transaksi tersebut diakui pada jumlah tercatat businesses which are exchanged, the said
berdasarkan metode penyatuan kepemilikan. transaction is recognized at its carrying value
Dalam menerapkan metode penyatuan using the pooling-of-interests method. In
kepemilikan, unsur-unsur laporan keuangan applying the pooling-of-interests method, the
dari entitas yang bergabung, untuk periode components of the financial statements of the
terjadinya kombinasi bisnis entitas combining entity, for the period during which
sepengendali dan untuk periode komparatif the business combination of entities under
sajian, disajikan seolah-olah penggabungan common control occurred and for the
tersebut telah terjadi sejak awal periode entitas comparative period, are presented in such a
yang bergabung berada dalam manner as if the combination has occurred
sepengendalian. since the beginning of the period the
combining entity is under common control.
32
32




y. Transaksi Restrukturisasi antara Entitas y. Restructuring Transactions among Entities

Sepengendali under Common Control
Selisih antara jumlah tercatat dengan jumlah The difference between the carrying value and
imbalan yang dialihkan dalam kombinasi bisnis the value of considerations transferred in a
entitas sepengendali atau jumlah imbalan yang business combination of entities under
diterima dalam pelepasan bisnis entitas common control or considerations received in
sepengendali, jika ada, dicatat sebagai bagian a disposal of business of entities under
dari akun "Tambahan Modal Disetor" pada common control, if any, is recognized as part
laporan posisi keuangan konsolidasian. of "Additional Paid-in Capital" in the
consolidated statement of financial position.
z. Instrumen Keuangan z. Financial Instruments
z.1. Aset Keuangan z.1. Financial Assets
Pengukuran Awal Initial Measurements

Aset keuangan dalam lingkup PSAK No. Financial assets within the scope of
55 (Revisi 2014) diklasifikasikan sebagai PSAK No. 55 (Revised 2014) are
aset keuangan yang diukur pada nilai classified as financial assets at fair value
wajar melalui laporan laba rugi dan through consolidated statement of profit
penghasilan komprehensif lain or loss and other comprehensive income,
konsolidasian, pinjaman yang diberikan loans and receivables, held-to-maturity
dan piutang, investasi dimiliki hingga investments, or available-for-sale
jatuh tempo, atau aset keuangan financial assets, as appropriate. The
tersedia untuk dijual, mana yang sesuai. Group determines the classification of its
Kelompok Usaha menentukan klasifikasi financial assets at initial recognition and,
aset keuangan pada pengakuan awal where allowed and appropriate, re-
dan, jika diperbolehkan dan diperlukan, evaluate the classification of the asset at
mengevaluasi kembali pengklasifikasian the end of each financial period.
aset tersebut pada setiap akhir periode
keuangan.
Aset keuangan pada awalnya diakui Financial assets are initially recognized
sebesar nilai wajarnya ditambah (dalam at fair value plus (in the case of
hal investasi yang tidak diukur pada nilai investments not at fair value through
wajar melalui laporan laporan laba rugi consolidated statement of profit or loss
dan penghasilan komprehensif lain and other comprehensive income)
konsolidasian) biaya transaksi yang transaction costs that are directly
dapat diatribusikan secara langsung. attributable. Purchases or sales of
Pembelian atau penjualan aset financial assets that require delivery of
keuangan yang memerlukan pengiriman assets within the time frame established
aset dalam kurun waktu yang ditetapkan by regulation or convention in the
oleh peraturan atau kebiasaan yang marketplace (regular way trades) are
berlaku di pasar (perdagangan yang recognized on the trade date, i.e. the
lazim) diakui pada tanggal perdagangan, date the Group commits to purchase or
yaitu tanggal Kelompok Usaha sell the asset. The Group's financial
berkomitmen untuk membeli atau assets include cash and cash
menjual aset tersebut. Aset keuangan equivalents, trade receivables, other
Kelompok Usaha meliputi kas dan setara receivables, advances, due from related
kas, piutang usaha, piutang lain-lain, parties, available for sale financial
uang muka, piutang pihak berelasi, aset assets, and other non-current assets, net
keuangan yang tersedia untuk dijual, dan (refundable deposits).
aset tidak lancar lain-lain, netto (uang
jaminan).
33 33




z. Instrumen Keuangan (lanjutan) z. Financial Instruments (continued)
z.1. Aset Keuangan (lanjutan) z.1. Financial Assets (continued)
Pengukuran Setelah Pengakuan Awal Subsequent Measurement
Pengukuran aset keuangan setelah Subsequent measurement of financial

pengakuan awal tergantung pada assets depends on their classification as
klasifikasinya sebagai berikut: follows:
Aset keuangan yang diukur pada nilai Financial assets at fair value through
wajar melalui laporan laporan laba profit or loss.
rugi.
Aset keuangan yang diukur pada nilai Financial assets at fair value through
wajar melalui pada nilai wajar melalui profit or loss, including financial
laba rugi, termasuk aset keuangan assets held for trading and financial
untuk diperdagangkan dan aset assets designated upon initial
keuangan yang ditetapkan pada saat recognition as at fair value through
pengakuan awal untuk diukur pada consolidated statement of profit or
nilai wajar melalui laporan laba rugi loss and other comprehensive
dan penghasilan komprehensif lain income. Financial assets at fair value
konsolidasian. Aset keuangan yang through consolidated statement of
diukur pada nilai wajar melalui profit or loss and other
laporan laba rugi dan penghasilan comprehensive income are presented
komprehensif lain konsolidasian in the consolidated statement of
disajikan dalam laporan posisi financial position at fair value with
keuangan konsolidasian pada nilai gains or losses from changes in fair
wajar dengan keuntungan atau value recognized in the consolidated
kerugian dari perubahan nilai wajar statement of profit or loss and other
diakui dalam laporan laba rugi dan comprehensive income.
penghasilan komprehensif lain
konsolidasian.
Pinjaman yang diberikan dan piutang Loans and receivables
Pinjaman yang diberikan dan piutang Loans and receivables are non-
adalah aset keuangan non-derivatif derivative financial assets with fixed
dengan pembayaran tetap atau telah or determinable payments that are
ditentukan, yang tidak mempunyai not quoted in an active market. After
kuotasi di pasar aktif. Setelah initial measurement, such financial
pengukuran awal, aset keuangan assets are subsequently measured at
tersebut selanjutnya diukur sebesar amortized cost using the Effective
biaya perolehan diamortisasi Interest Rate (EIR) method, less
(amortized cost) dengan impairment. Gains and losses are
menggunakan metode Suku Bunga recognized in the statement of
Efektif (SBE), setelah dikurangi comprehensive income when the
dengan penurunan nilai. Keuntungan loans and receivables are
dan kerugian diakui dalam laporan derecognized or impaired, as well as
laba-rugi komprehensif pada saat through the amortization process.
pinjaman dan piutang dihentikan
pengakuannya atau mengalami
penurunan nilai, maupun melalui
proses amortisasi.
34
34




Pengukuran Setelah Pengakuan Awal Subsequent Measurement (continued)

(lanjutan)
Pengukuran aset keuangan setelah Subsequent measurement of financial

pengakuan awal tergantung pada assets depends on their classification as
klasifikasinya sebagai berikut: (lanjutan) follows: (continued)
Pinjaman yang Diberikan dan Piutang Loans and Receivables (continued)

(lanjutan)
Kas dan setara kas, piutang usaha, The Group's financial assets include
piutang lain-lain, biaya dibayar cash and cash equivalents, trade
dimuka (uang muka karyawan), receivables, other receivables,
piutang pihak berelasi dan aset prepaid expenses (advance for
jangka panjang lainnya, netto (uang employees), due from related parties
jaminan) termasuk dalam kategori ini. and other non-current assets, net
(refundable deposits).
Kerugian penurunan nilai dilaporkan Impairment loss is reported as a

sebagai pengurang dari nilai tercatat deduction from the carrying value of
dari aset keuangan dalam kelompok the financial assets classified as
pinjaman yang diberikan dan piutang, loans and receivables, and
dan diakui di dalam laporan laba-rugi recognized in the consolidated
dan penghasilan komprehensif statement of profit or loss and other
lainnya. comprehensive income.
Investasi dimiliki hingga jatuh tempo Held-to-maturity (HTM) investments

[Held to-maturity (HTM)]
Aset keuangan non derivatif dengan Non-derivative financial assets with

pembayaran tetap atau telah fixed or determinable payments and
ditentukan dan jatuh temponya telah fixed maturities are classified as HTM
ditetapkan diklasifikasikan sebagai investments when the Company has
investasi dimiliki hingga jatuh tempo the positive intention and ability to
ketika Perusahaan memiliki intensi hold them to maturity. After initial
positif dan kemampuan untuk measurement, HTM investments are
memiliki aset keuangan tersebut measured at amortized cost using the
hingga jatuh tempo. Setelah EIR method, less impairment.
pengukuran awal, investasi HTM Amortized cost is calculated by taking
diukur pada biaya perolehan into account any discount or premium
diamortisasi dengan menggunakan on acquisition and fees or costs that
metode SBE, setelah dikurangi are an integral part of the EIR. The
dengan penurunan nilai. Amortisasi EIR amortization is included in the
biaya perolehan dihitung dengan statement of comprehensive income.
memperhitungkan diskonto atau The losses arising from impairment
premi atas biaya perolehan atau are recognized in the consolidated
biaya yang merupakan bagian statement of profit or loss and other
integral dari SBE. Amortisasi SBE comprehensive income.
dicatat dalam laporan laba-rugi
komprehensif. Kerugian yang timbul
dari penurunan nilai diakui pada
laporan laba rugi dan penghasilan
komprehensif lain konsolidasian.
3535



Pengukuran Setelah Pengakuan Awal Subsequent Measurement (continued)

(lanjutan)
Investasi dimiliki hingga jatuh tempo Held-to-maturity (HTM) investments

[Held to-maturity (HTM)] (lanjutan) (continued)
Kelompok Usaha tidak mempunyai The Group did not have any
investasi yang dimiliki hingga jatuh held-to-maturity investments as of
tempo pada tanggal December 31, 2015 and 2014.
31 Desember 2015 dan 2014.
Aset keuangan tersedia untuk dijual Available-for-sale (AFS) financial

[Available for sale (AFS)] assets
Aset keuangan AFS adalah aset AFS financial assets are non-
keuangan non derivatif yang derivative financial assets that are
ditetapkan sebagai tersedia untuk designated as available-for-sale or are
dijual atau yang tidak diklasifikasikan not classified in any of the three
dalam tiga kategori sebelumnya. preceding categories. After initial
Setelah pengukuran awal, aset measurement, AFS financial assets
keuangan AFS diukur pada nilai are measured at fair value with
wajar dengan keuntungan atau unrealized gains or losses recognized
kerugian yang belum terealisasi in equity until the assets are
diakui dalam ekuitas sampai aset derecognized, at which time the
tersebut dihentikan pengakuannya, cumulative gain or loss is recognized
pada saat keuntungan atau kerugian or determined to be impaired, and the
kumulatif diakui, atau terjadi cumulative gain or loss is reclassified
penurunan nilai, dan laba atau rugi from equity to comprehensive income.
kumulatif direklasifikasi dari ekuitas
ke penghasilan komprehensif.
Investasi yang diklasifikasikan The investments classified as AFS

sebagai AFS adalah sebagai berikut: are as follows:
Investasi pada saham yang nilai Investments in shares of stock

wajarnya tidak tersedia dengan whose fair value is not available
kepemilikan kurang dari 20% dan with equity interest of less than
investasi jangka panjang lainnya 20% and other long-term
dinyatakan sebesar biaya investments are stated at cost.
perolehan.
Investasi pada instrumen utang Investments in debt instruments

yang tidak ditujukan untuk dimiliki which are not intended to be held to
sampai jatuh tempo diklasifikasikan maturity that have steadily
sebagai aset keuangan tersedia determinable are classified as AFS
untuk dijual, dan dicatat pada nilai and recorded at fair value.
wajar.
36
36



z.2. Liabilitas Keuangan z.2. Financial Liabilities
Pengakuan Awal Initial Recognition
Liabilitas keuangan dalam lingkup PSAK Financial liabilities within the scope of
No. 55 (Revisi 2014) dapat dikategorikan PSAK No. 55 (Revised 2014) are
sebagai liabilitas keuangan yang diukur classified as financial liabilities at fair
pada nilai wajar melalui laba rugi, value through profit or loss, financial
liabilitas keuangan yang diukur dengan liabilities measured at amortized cost, or
biaya perolehan diamortisasi, atau as derivatives designated as hedging
derivatif yang ditetapkan sebagai instruments in an effective hedge, as
instrumen lindung nilai dalam lindung appropriate. The Group determines the
nilai yang efektif, mana yang sesuai. classification of its financial liabilities at
Kelompok Usaha menentukan klasifikasi initial recognition.
liabilitas keuangan mereka pada saat
pengakuan awal.
Saat pengakuan awal, liabilitas Financial liabilities are recognized initially

keuangan diukur pada nilai wajar dan, at fair value and, in the case of financial
dalam hal liabilitas keuangan yang diukur liabilities measured at amortized cost,
dengan biaya perolehan diamortisasi, inclusive of directly attributable
termasuk biaya transaksi yang dapat transaction costs.
diatribusikan secara langsung.
Liabilitas keuangan Kelompok Usaha The Group's financial liabilities include

meliputi utang usaha, utang lain-lain, trade payables, other payables, accrued
beban akrual, pinjaman jangka panjang, expenses, long-term loans, security
uang jaminan, dan liabilitas imbalan kerja deposits, and short-term employee
jangka pendek. benefit liability.
Pengukuran setelah Pengakuan Awal Subsequent Measurement
Pengukuran liabilitas keuangan Measurement of financial liabilities

tergantung pada klasifikasinya sebagai depends on their classification as follows:
berikut:
Liabilitas keuangan yang diukur pada Financial liabilities at fair value

nilai wajar melalui laporan laba rugi through profit or loss

nilai wajar melalui laporan laba rugi, through profit or loss, including
termasuk liabilitas keuangan untuk financial liabilities held for trading
diperdagangkan dan liabilitas and financial liabilities designated
keuangan yang ditetapkan pada saat upon initial recognition as at fair
pengakuan awal untuk diukur pada value through profit or loss. Financial
nilai wajar melalui laporan laba rugi. liabilities are classified as held for
Liabilitas keuangan diklasifikasikan trading if they are acquired for the
sebagai kelompok diperdagangkan, purpose of selling or repurchasing in
jika mereka diperoleh untuk tujuan the near future. Derivative liabilities
dijual atau dibeli kembali dalam waktu are also classified as held for trading
dekat. Liabilitas derivatif juga unless they are designated as
diklasifikasikan sebagai kelompok effective hedging instruments. Gains
diperdagangkan, kecuali mereka or losses on liabilities held for
ditetapkan sebagai instrumen lindung trading are recognized in the
nilai efektif. consolidated statement of
comprehensive income.
37 37



z.2. Liabilitas Keuangan (lanjutan) z.2. Financial Liabilities (continued)
Pengukuran setelah Pengakuan Awal Subsequent Measurement
Pengukuran liabilitas keuangan Measurement of financial liabilities

tergantung pada klasifikasinya sebagai depends on their classification as follows:
berikut: (lanjutan) (continued)

nilai wajar melalui laporan laba rugi through profit or loss (continued)
(lanjutan)
Keuntungan atau kerugian atas Gains or losses on liabilities held for

liabilitas yang dimiliki untuk trading are recognized in
diperdagangkan diakui dalam laporan consolidated statement of profit or
laba rugi dan penghasilan loss and other comprehensive
komprehensif lain konsolidasian. income.
Pinjaman dan hutang Loans and borrowings
Setelah pengakuan awal, pinjaman Measurement after initial recognition

dan hutang yang dikenakan bunga After initial recognition, loans and
selanjutnya diukur pada biaya borrowings are subsequently
perolehan diamortisasi dengan measured interest at amortized cost
menggunakan metode SBE. using the effective interest method.
Keuntungan dan kerugian diakui Gains and losses are recognized in
dalam laporan laba-rugi komprehensif the consolidated statements of
konsolidasian pada saat liabilitas comprehensive income when the
tersebut dihentikan pengakuannya liabilities are derecognized as well as
serta melalui proses amortisasi SBE. through the EIR amortization process.
z.3. Saling Hapus dari Instrumen z.3. Offsetting of Financial Instruments

Keuangan
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities
saling-hapus dan nilai nettonya are offset and the net amount-reported in
dilaporkan dalam laporan posisi the consolidated statement of financial
keuangan konsolidasian jika, dan hanya position if, and only if, currently has a
jika, saat ini memiliki hak yang legally enforceable right to set off the
berkekuatan hukum untuk melakukan mutually-recognized amounts and there
saling-hapus atas jurnlah yang telah is an intention to settle net basis, or to
diakui dan terdapat niat untuk realize asset and settle the liability
menyelesaikan secara netto, atau untuk simultaneously.
merealisasikan aset dan menyelesaikan
liabilitasnya secara bersamaan.
38
38



z.4. Nilai Wajar Instrumen Keuangan z.4. Fair Value of Financial Instruments
Nilai wajar instrumen keuangan yang The fair value of financial instruments
diperdagangkan di pasar aktif pada setiap that are traded in active markets at each
tanggal pelaporan ditentukan dengan reporting date is determined by reference
acuan pada kuotasi harga pasar atau to quoted market prices or dealer price
kuotasi harga pedagang efek (harga quotations (bid price for long position and
penawaran untuk posisi beli dan harga ask price for short position), without any
permintaan untuk posisi jual), tidak deduction for transaction costs.
termasuk pengurangan apapun untuk
biaya transaksi.
Untuk instrumen keuangan yang tidak For financial instruments where there is
memiliki pasar aktif, nilai wajar ditentukan no active market, fair value is determined
dengan menggunakan teknik penilaian. using valuation techniques. Such
Teknik penilaian mencakup penggunaan techniques may include using recent
transaksi pasar terkini yang dilakukan arms length market transactions,
secara wajar oleh pihak-pihak yang reference to the current fair value of
berkeinginan dan memahami (recent another instrument that is substantially
arms length market transactions), the same, discounted cash flow analysis,
penggunaan nilai wajar terkini instrumen or other valuation models.
lain yang secara substansial sama,
analisa arus kas yang didiskonto, atau
model penilaian lain.
Penyesuaian risiko kredit Credit risk adjustment
Kelompok Usaha menyesuaikan harga di The Group adjusts the price in the
pasar yang lebih menguntungkan untuk observable market to reflect any
mencerminkan adanya perbedaan risiko differences in counterparty credit risk
kredit pihak yang bertransaksi antara between instruments traded in that
instrumen yang diperdagangkan di pasar market and the ones being valued for
tersebut dengan instrumen yang dinilai financial asset positions. In determining
untuk posisi aset keuangan. Dalam the fair value of financial liability
penentuan nilai wajar posisi liabilitas positions, the Group's own credit risk
keuangan, risiko kredit Kelompok Usaha associated with the instrument is taken
terkait dengan instrumen keuangan into account.
tersebut ikut diperhitungkan.
z.5. Biaya Perolehan Diamortisasi atas z.5. Amortized Cost on Financial

Instrumen Keuangan Instruments
Biaya perolehan diamortisasi dihitung Amortized cost is calculated using the

dengan menggunakan metoda SBE EIR less any allowance for impairment
dikurangi dengan penyisihan atas and principal repayment or value that can
penurunan nilai dan pembayaran pokok not be billed. The calculations consider
atau nilai yang tidak dapat ditagih, the premium or discount on acquisition
Perhitungan tersebut mempertimbangkan and includes transaction costs and fees
premium atau diskonto pada saat that are an integral part of the EIR.
perolehan dan termasuk biaya transaksi
dan biaya yang merupakan bagian yang
tak terpisahkan dari SBE.
39 39



z.6. Penurunan Nilai atas Aset Keuangan z.6. Impairment of Financial Assets
Pada setiap akhir periode pelaporan, The Group assesses at the end of each
Kelompok Usaha mengevaluasi apakah reporting period whether there is any
terdapat bukti yang obyektif bahwa aset objective evidence that a financial asset
keuangan atau kelompok aset keuangan or a group of financial assets is impaired.
mengalami penurunan nilai.
Aset keuangan dicatat pada biaya Financial assets carried at amortized

perolehan diamortisasi cost
Untuk pinjaman yang diberikan dan For loans and receivables carried at
piutang yang dicatat pada amortized cost, the Group first
biaya perolehan diamortisasi, assesses whether objective evidence
Kelompok Usaha terlebih dahulu of impairment exists individually for
menentukan bahwa terdapat bukti financial assets that are individually
obyektif mengenai penurunan nilai significant, or collectively for financial
secara individual atas aset keuangan assets that are not individually
yang signifikan secara individual, atau significant. If the Group determines
secara kolektif untuk aset keuangan that no objective evidence of
yang tidak signifikan secara individual. impairment exists for an individually
Jika Kelompok Usaha menentukan assessed financial asset, whether
tidak terdapat bukti obyektif mengenai significant or not, the asset is included
penurunan nilai atas aset keuangan in a group of financial assets with
yang dinilai secara individual, terlepas similar credit risk characteristics and
aset keuangan tersebut signifikan the group is collectively assessed for
atau tidak, maka aset tersebut impairment. Assets that are
dimasukkan ke dalam kelompok aset individually assessed for impairment
keuangan yang memiliki karakteristik and for which an impairment loss is, or
risiko kredit yang sejenis dan continues to be, recognized are not
kelompok usaha menilai penurunan included in a collective assessment of
nilai kelompok tersebut secara impairment.
kolektif. Aset yang penurunan nilainya
dinilai secara individual, dan untuk itu
kerugian penurunan nilai diakui atau
tetap diakui, tidak termasuk dalam
penilaian penurunan nilai secara
kolektif.
Jika terdapat bukti obyektif bahwa If there is objective evidence that an

kerugian penurunan nilai telah terjadi, impairment loss has occurred, the
jumlah kerugian tersebut diukur amount of the loss is measured as the
sebagai selisih antara nilai tercatat difference between the assets
aset dengan nilai kini estimasi arus carrying amount and the present value
kas masa datang (tidak termasuk of estimated future cash flows
kerugian kredit di masa mendatang (excluding future expected credit
yang belum terjadi). Nilai kini estimasi losses that have not yet been
arus kas masa datang didiskonto incurred). The present value of the
dengan menggunakan suku bunga estimated future cash flows is
efektif awal dari aset keuangan discounted at the financial assets
tersebut. original effective interest rate.
40
40



Aset keuangan dicatat pada biaya Financial assets carried at amortized

perolehan diamortisasi (lanjutan) cost (continued)
Jika suatu aset keuangan yang If a Loans and Receivables financial

dikelompokkan sebagai Pinjaman asset has a variable interest rate, the
yang Diberikan dan Piutang memiliki discount rate for measuring
suku bunga variabel, maka tingkat impairment loss is the current effective
diskonto yang digunakan untuk interest rate.
mengukur setiap kerugian penurunan
nilai adalah suku bunga efektif yang
berlaku.
Nilai tercatat atas aset keuangan The carrying amount of the financial
dikurangi melalui penggunaan pos asset is reduced through the use of an
cadangan penurunan nilai dan jumlah allowance for impairment account and
kerugian yang terjadi diakui dalam the amount of the loss is recognized in
laporan laba rugi dan penghasilan consolidated statement of profit or loss
komprehensif lain konsolidasian. and other comprehensive income.
Pendapatan bunga selanjutnya diakui Interest income continues to be
sebesar nilai tercatat yang diturunkan accrued on the reduced carrying
nilainya berdasarkan tingkat suku amount based on the original effective
bunga efektif awal dari aset interest rate of the financial asset.
keuangan. Pinjaman yang diberikan Loans and receivables, together with
dan piutang beserta dengan the associated allowance, are written
cadangan terkait dihapuskan jika tidak off when there is no realistic prospect
terdapat kemungkinan yang realistis of future recovery and all collateral
atas pemulihan di masa mendatang has been realized or has been
dan seluruh agunan telah terealisasi transferred to the Group. If, in a
atau dialihkan kepada Kelompok subsequent year, the amount of the
Usaha. Jika, pada tahun berikutnya, estimated impairment loss increases
nilai estimasi kerugian penurunan nilai or decreases because of an event
aset keuangan bertambah atau occurring after the impairment was
berkurang karena peristiwa yang recognized, the previously recognized
terjadi setelah penurunan nilai diakui, impairment loss is increased or
maka kerugian penurunan nilai yang reduced by adjusting the allowance for
diakui sebelumnya bertambah atau impairment account. If a future write-
berkurang dengan menyesuaikan pos off is later recovered, the recovery is
cadangan penurunan nilai. Jika di recognized in profit or loss.
masa mendatang penghapusan
tersebut dapat dipulihkan, jumlah
pemulihan tersebut diakui di laba rugi.
Aset keuangan AFS AFS financial assets
Dalam hal investasi ekuitas In the case of equity investment

diklasifikasikan sebagai aset classified as an AFS financial asset,
keuangan tersedia untuk dijual, bukti objective evidence would include a
obyektif akan termasuk penurunan significant or prolonged decline in the
nilai wajar yang signifikan dan fair value of the investment below its
berkepanjangan di bawah nilai cost.
perolehan investasi tersebut.
4141




Aset keuangan AFS (lanjutan) AFS financial assets (continued)
Ketika terdapat bukti penurunan nilai, Where there is evidence of

kerugian kumulatif - yang diukur impairment, the cumulative loss -
sebagai selisih antara biaya measured as the difference between
perolehan dan nilai wajar kini, the acquisition cost and the current
dikurangi kerugian penurunan nilai fair value, less any impairment loss on
investasi yang sebelumnya diakui that investment previously recognized
dilaba rugi direklasifikasikan dari in profit or loss, is reclassified from
ekuitas ke laba rugi. Kerugian equity to profit or loss. Impairment
penurunan nilai atas investasi ekuitas losses on equity investments are not
tidak dihapuskan melalui laba rugi; reversed through profit or loss;
sedangkan peningkatan nilai wajar increases in their fair value after
setelah penurunan nilai diakui dalam impairment are recognized in equity.
ekuitas.
Dalam hal instrumen utang In the case of a debt instrument
diklasifikasikan sebagai aset classified as an AFS financial asset,
keuangan tersedia untuk dijual, impairment is assessed based on the
penurunan nilai dievaluasi same criteria as financial assets
berdasarkan kriteria yang sama carried at amortized cost. Future
dengan aset keuangan yang dicatat interest income is based on the
sebesar biaya perolehan diamortisasi. reduced carrying amount and is
Pendapatan bunga di masa accrued based on the rate of interest
mendatang didasarkan pada nilai used to discount future cash flows for
tercatat yang diturunkan nilainya dan the purpose of measuring impairment
diakui berdasarkan suku bunga yang loss. Such accrual of interest income
digunakan untuk mendiskonto arus is recorded as part of the Finance
kas masa datang dalam pengukuran Income account in the consolidated
kerugian penurunan nilai. Pendapatan statement of comprehensive income.
bunga yang masih harus dibayar
tersebut dicatat sebagai bagian dari
akun Pendapatan Keuangan dalam
laporan laba rugi dan penghasilan
Jika pada periode/tahun berikutnya, If in a subsequent period/year, the fair

nilai wajar atas instrumen utang value of a debt instrument increases
meningkat dan peningkatan tersebut and the increase can be objectively
secara obyektif dapat dikaitkan related to an event occurring after the
dengan peristiwa yang timbul setelah impairment loss was recognized in
pengakuan kerugian penurunan nilai profit or loss, the impairment loss is
diakui dilaba rugi, kerugian penurunan reversed through consolidated
nilai tersebut harus dipulihkan melalui statement of profit or loss and other
laporan laba rugi dan penghasilan comprehensive income.
42
42



z.7. Penghentian Pengakuan Aset dan z.7. Derecognition of Financial Assets and
Liabilitas Keuangan Liabilities
Aset Keuangan Financial Assets
Penghentian pengakuan atas suatu aset A financial asset (or where applicable, a
keuangan (atau, apabila dapat part of a financial asset or part of a group
diterapkan untuk bagian dari aset of similar financial assets) is derecognized
keuangan atau bagian dari kelompok when: (1) the contractual rights to receive
aset keuangan sejenis) terjadi bila: (1) cash flows from the asset have expired; or
hak kontraktual atas arus kas yang (2) the Group has transferred its rights to
berasal dari aset keuangan tersebut receive cash flows from the financial asset
berakhir; atau (2) Kelompok Usaha or has assumed an obligation to pay the
memindahkan hak untuk menerima arus received cash flows in full without material
kas yang berasal dari aset keuangan delay to a third party under a pass-
tersebut atau menanggung kewajiban through arrangement, and either (a) the
untuk membayar arus kas yang diterima Group has transferred substantially all the
tersebut tanpa penundaan yang risks and rewards of the asset, or (b) the
signifikan kepada pihak ketiga melalui Group has neither transferred nor retained
suatu kesepakatan penyerahan dan substantially all the risks and rewards of
salah satu diantara (a) Kelompok Usaha the financial asset, but has transferred
secara substansial memindahkan seluruh control of the financial asset.
risiko dan manfaat atas kepemilikan aset
keuangan tersebut, atau (b) Kelompok
Usaha secara substansial tidak
memindahkan dan tidak memiliki seluruh
risiko dan manfaat atas kepemilikan aset
keuangan tersebut, namun telah
memindahkan pengendalian atas aset
tersebut.
Liabilitas Keuangan Financial Liabilities
Liabilitas keuangan dihentikan A financial liability is derecognized when

pengakuannya ketika kewajiban yang the obligation under the liability is
ditetapkan dalam kontrak dihentikan atau discharged or cancelled or has expired.
dibatalkan atau kadaluwarsa.
Ketika liabilitas keuangan awal When an existing financial liability is

digantikan dengan liabilitas keuangan replaced by another from the same lender
lain dari pemberi pinjaman yang sama on substantially different terms, or the
dengan ketentuan yang berbeda secara terms of an existing liability are
substansial, atau modifikasi secara substantially modified, such an exchange
substansial atas liabilitas keuangan yang or modification is treated as a
saat ini ada, maka pertukaran atau derecognition of the original liability and
modifikasi tersebut dicatat sebagai the recognition of a new liability, and the
penghapusan liabilitas keuangan awal difference in the respective carrying
dan pengakuan liabilitas keuangan baru amounts is recognized in profit or loss.
dan selisih antara nilai tercatat liabilitas
keuangan tersebut diakui dilaba rugi.
4343


3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,

AKUNTANSI YANG SIGNIFIKAN ESTIMATES AND ASSUMPTIONS
Pertimbangan Judgments
Penyusunan laporan keuangan konsolidasian The preparation of the Groups consolidated

Kelompok Usaha mensyaratkan manajemen untuk financial statements requires management to make
membuat pertimbangan, estimasi dan asumsi yang judgments, estimates and assumptions that affect
mempengaruhi jumlah yang dilaporkan atas the reported amounts of revenues, expenses,
Pendapatan, beban, aset dan liabilitas, serta assets and liabilities, and the disclosures to the
pengungkapan laporan keuangan konsolidasi, pada consolidate financial statements, at the end of the
akhir periode pelaporan. Namun, ketidakpastian reporting period. However, uncertainty about these
asumsi dan estimasi ini dapat menyebabkan hasil assumptions and estimates could result in
yang memerlukan penyesuaian material atas nilai outcomes that require a material adjustment to the
tercatat aset atau liabilitas yang berdampak pada carrying amount of the assets or liabilities affected
masa mendatang. in future years.
Penentuan Mata Uang Fungsional Determination of Functional Currency
Mata uang fungsional dari setiap entitas dalam The functional currency of each entity in the Group
Kelompok Usaha adalah mata uang dari is the currency of the primary economic
lingkungan ekonomi utama di mana entitas environment where such entity operates. Those
tersebut beroperasi. Mata uang tersebut adalah currencies are the currencies that influence the
mata uang yang mempengaruhi Pendapatan dan revenues and costs of each of the respective
biaya masing-masing entitas. Penentuan mata entities. The determination of functional currency
uang fungsional bisa membutuhkan pertimbangan may require judgment due to various complexity,
karena berbagai kompleksitas, antara lain, suatu among others, the entity may transact in more than
entitas dapat bertransaksi dalam lebih dari satu one currency in its daily business activities.
mata uang dalam aktivitas usahanya sehari-hari.
Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities
Kelompok Usaha menetapkan klasifikasi atas aset The Group determines the classifications of certain
dan liabilitas tertentu sebagai aset keuangan dan assets and liabilities as financial assets and
liabilitas keuangan dengan mempertimbangkan financial liabilities by judging
apakah definisi yang ditetapkan PSAK No. 55 if they meet the definition set forth in
(Revisi 2014) dipenuhi. Dengan demikian, aset PSAK No. 55 (Revised 2014). Accordingly, the
keuangan dan liabilitas keuangan diakui sesuai financial assets and financial liabilities are
dengan kebijakan akuntansi Kelompok Usaha accounted for in accordance with the Groups
seperti diungkapkan pada Catatan 2z. accounting policies disclosed in Note 2z.
Cadangan Kerugian Penurunan Nilai Piutang Allowance for Impairment Losses on Trade
Usaha Receivables
Kelompok Usaha mengevaluasi akun tertentu jika The Group evaluates specific accounts where it
terdapat informasi bahwa pelanggan yang has information that certain customers are unable
bersangkutan tidak dapat memenuhi kewajiban to meet their financial obligations. In these cases,
keuangannya. Dalam hal tersebut, Kelompok The Group uses judgment, based on the best
Usaha mempertimbangkan, berdasarkan fakta dan available facts and circumstances, including but not
situasi yang tersedia, termasuk namun tidak limited to, the length of its relationship with the
terbatas pada, jangka waktu hubungan dengan customer and the customer's current credit status,
pelanggan dan status kredit dari pelanggan, untuk to record specific provisions for customers against
mencatat provisi yang spesifik atas jumlah piutang amounts due to reduce its receivable amounts that
pelanggan guna mengurangi jumlah piutang yang the Group expects to collect.
diharapkan dapat diterima oleh Kelompok Usaha.
44
44




AKUNTANSI YANG SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Pertimbangan (lanjutan) Judgments (continued)
Cadangan Kerugian Penurunan Nilai Piutang Allowance for Impairment Losses on Trade
Usaha (lanjutan) Receivables (continued)
Provisi yang spesifik ini dievaluasi kembali dan Specific provisions are re-evaluated and adjusted if
disesuaikan jika tambahan informasi yang diterima additional information received affects the amount
mempengaruhi jumlah cadangan kerugian of allowance for impairment losses on accounts
penurunan nilai alas piutang usaha. Jumlah receivable. The amount of impairment losses as of
penyisihan kerugian penurunan nilai pada tanggal December 31, 2015 and 2014
31 Desember 2015 dan 2014 amounted to Rp168,928,528,045 and
masing-masing sebesar Rp168.928.528.045 dan Rp229,597,059,639 respectively (Note 5).
Rp229.597.059.639 (Catatan 5).
Estimasi dan Asumsi Estimates and Assumptions
Asumsi kunci mengenai masa depan dan sumber The key assumptions concerning the future and
kunci lainnya untuk estimasi ketidakpastian pada other key sources of estimation uncertainty at the
akhir periode pelaporan yang memiliki risiko end of the reporting period that have a significant
signifikan yang menyebabkan penyesuaian risk of causing a material adjustment to the
material terhadap nilai tercatat aset dan liabilitas carrying amounts of assets and liabilities within the
dalam tahun pelaporan berikutnya dijabarkan next financial year are discussed below:
sebagai berikut:
Estimasi Masa Manfaat atas Aset Tetap Estimated Useful Lives of Fixed Assets
Kelompok Usaha mengestimasi masa manfaat dari The Group estimates the useful lives of its fixed
aset tetap berdasarkan utilisasi dari aset yang assets based on expected asset utilization as
diharapkan dapat didukung dengan rencana dan anchored on business plans and strategies that
strategi usaha yang juga mempertimbangkan also consider expected future technological
perkembangan teknologi di masa depan dan developments and market behavior. The estimation
perilaku pasar. Estimasi dari masa manfaat aset of the useful lives of fixed asset is based on the
tetap adalah berdasarkan penelaahan Kelompok Groups collective assessment of industry practice,
Usaha secara kolektif terhadap praktek industri, internal technical evaluation and experience with
evaluasi teknis internal dan pengalaman untuk aset similar assets.
yang setara.
Estimasi masa manfaat direviu paling sedikit setiap The estimated useful lives are reviewed at least at
akhir tahun pelaporan dan diperbarui jika each financial year end and are updated if
ekspektasi berbeda dari estimasi sebelumnya expectations differ from previous estimates due to
dikarenakan pemakaian dan kerusakan fisik, physical wear and tear, technical or commercial
keusangan secara teknis atau komersial dan obsolescence and legal or other limitations on the
hukum atau pembatasan lain atas penggunaan dari use of the assets. It is possible, however, that
aset. Tetapi, adalah mungkin, hasil di masa depan future results of operations could be materially
dari operasi dapat dipengaruhi secara material oleh affected by changes in the estimates brought about
perubahan-perubahan dalam estimasi yang by changes in the factors mentioned above.
diakibatkan oleh perubahan faktor-faktor yang
disebutkan di atas.
4545



AKUNTANSI YANG SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Estimasi dan Asumsi Estimates and Assumptions
Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation
Beban dari program pensiun manfaat pasti dan The cost of defined benefit plan and present value
nilai kini dari kewajiban pensiun ditentukan oleh of the pension obligation are determined based
penilaian aktuaris dengan menggunakan beberapa actuarial valuation which makes use of various
asumsi diantaranya tingkat diskonto, tingkat assumptions such as discount rates, expected
pengembalian dana yang diharapkan, tingkat rates of return on plan assets, rates of
kenaikan kompensasi dan tingkat kematian, compensation increases and mortality rates. The
Kewajiban manfaat pasti sangat sensitif terhadap defined benefit obligation is highly sensitive to
perubahan asumsi. Nilai tercatat Liabilitas telah changes in the assumptions. The carrying amount
diungkapkan dalam Catatan 2o dan 24. of the obligation is disclosed in Notes 2o and 24.
Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure
Dalam situasi tertentu, Kelompok Usaha tidak Income taxes In certain circumstances, the Group
dapat menentukan secara pasti jumlah liabilitas may not be able to determine the exact amount of
pajak mereka pada saat ini atau masa depan its current or future tax liabilities due to ongoing
karena proses pemeriksaan, atau negosiasi investigations by, or negotiations with, the taxation
dengan otoritas perpajakan. Ketidakpastian timbul authority. Uncertainties exist with respect to the
terkait dengan intepretasi dari peraturan interpretation of complex tax regulations and the
perpajakan yang kompleks dan jumlah dan waklu amount and timing of future taxable income. In
dari pendapatan kena pajak di masa depan. Dalam determining the amount to be recognized in respect
menentukan jumlah yang harus diakui terkait of an uncertain tax liability, the Group applies
dengan liabilitas pajak yang tidak pasti, Kelompok similar considerations as it would use in
Usaha menerapkan pertimbangan yang sama yang determining the amount of a provision to be
akan mereka gunakan dalam menentukan jumlah recognized in accordance with PSAK No. 57,
cadangan yang harus diakui sesuai dengan PSAK "Provisions, Contingent Liabilities and Contingent
No. 57, "Provisi, Liabilitas Kontijensi dan Aset Asset. Income tax is disclosed in Notes 2r and 19.
Kontijensi". Pajak penghasilan telah diungkapkan
dalam Catatan 2r dan 19.
Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilai The Group reviews the carrying amounts of
tercatat aset pajak tangguhan pada setiap akhir deferred tax assets at the end of each reporting
periode pelaporan dan mengurangi nilai tersebut period and reduces these to the extent that it is no
sampai sebesar kemungkinan aset tersebut tidak longer probable that sufficient taxable income will
dapat direalisasikan, dimana penghasilan kena be available to allow all or part of the deferred tax
pajak yang tersedia memungkinkan untuk assets to be utilized.
penggunaan seluruh atau sebagian dari aset pajak
tangguhan tersebut.
Penelaahan Kelompok Usaha atas pengakuan aset The Groups assessment on the recognition of
pajak tangguhan untuk perbedaan temporer yang deferred tax assets on deductible temporary
dapat dikurangkan didasarkan atas tingkat dan differences is based on the level and timing of
waktu dari penghasilan kena pajak yang ditaksirkan forecasted taxable income of the subsequent
untuk periode pelaporan berikutnya. Taksiran ini reporting periods. This forecast is based on the
berdasarkan hasil pencapaian Kelompok Usaha di Groups past results and future expectations on
masa lalu dan ekspektasi di masa depan terhadap revenues and expenses as well as future tax
Pendapatan dan beban, sebagaimana juga dengan planning strategies. However, there is no
strategi perencanaan perpajakan di masa depan. assurance that the Group will generate sufficient
Tetapi tidak terdapat kepastian bahwa Kelompok taxable income to allow all or part of the deferred
Usaha dapat menghasilkan penghasilan kena tax assets to be utilized.
pajak yang cukup untuk memungkinkan
penggunaan sebagian atau seluruh bagian dari
aset pajak tangguhan tersebut.
46
46



4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are as
follows:
31 Desember/December 31
2014
Catatan 52/
As restated -
2015 Note 52)
Kas Cash on hand

Rupiah 1.799.830.890 251.745.204 Rupiah
Dolar Amerika Serikat 97.184.396 51.073.042 United States dollar
Total kas 1.897.015.286 302.818.246 Total cash on hand
Kas pada bank Cash in banks

Rupiah Rupiah
Pihak berelasi Related parties
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 2.020.745.746.193 23.163.801.945 (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 103.571.502.360 66.292.596.757 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 30.003.599.713 29.185.968.369 (Persero) Tbk
PT Bank Tabungan Negara PT Bank Tabungan Negara
Pihak ketiga Third parties

PT Bank Syariah Mandiri 4.507.378.353 - PT Bank Syariah Mandiri
PT Bank Pembangunan
PT Bank Pembangunan Daerah Daerah Jawa Barat
Jawa Barat dan Banten Tbk 928.818.689 1.435.626.241 dan Banten Tbk
PT Bank Mega Tbk 420.341.306 1.197.206.210 PT Bank Mega Tbk
PT Bank Maybank PT Bank Maybank
Indonesia Tbk 264.551.362 - Indonesia Tbk
PT Bank Muamalat PT Bank Muamalat
Indonesia Tbk 154.990.000 - Indonesia Tbk
Citibank N.A., Jakarta - 427.946.687 Citibank N.A., Jakarta
PT Bank Pembangunan Daerah PT Bank Pembangunan
Sumatera Barat 35.199 3.461.705.746 Daerah Sumatera Barat
PT Bank Bukopin Tbk - - PT Bank Bukopin Tbk
PT Bank Central Asia Tbk 323.020.545 90.414.600 PT Bank Central Asia Tbk
2.167.025.945.166 146.316.981.515
Dolar Amerika Serikat United States dollar

PT Bank Mandiri (Persero) Tbk 12.893.840.108 52.704.128.559 PT Bank Mandiri (Persero) Tbk

Citibank N.A., Jakarta 10.358.752.960 6.155.107.860 Citibank N.A., Jakarta
28.704.081.994 85.151.011.204
Euro Euro
(Persero) Tbk 1.048.080 - (Persero)
Total kas pada bank 2.195.731.075.240 231.467.992.719 Total cash in banks
47
47



4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are as
(lanjutan) follows: (continued)
2014
Catatan 52/
As restated -
2015 Note 52)
Deposito berjangka Time deposits

Rupiah Rupiah
PT Bank Mandiri PT Bank Mandiri
PT Bank Tabungan Negara PT Bank Tabungan Negara

PT Bank Pembangunan
PT Bank Pembangunan Daerah Daerah Jawa Barat
Jawa Barat dan Banten Tbk 46.600.000.000 20.200.000.000 dan Banten Tbk
PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan
Nasional Tbk 45.000.000.000 45.000.000.000 Nasional Tbk
PT Bank Bukopin Tbk 45.000.000.000 49.500.000.000 PT Bukopin Tbk
PT Bank CIMB Niaga Tbk 30.000.000.000 20.000.000.000 PT Bank CIMB Niaga Tbk
PT Bank Mega Syariah 5.000.000.000 35.000.000.000 PT Bank Mega Syariah
PT Bank Permata Tbk 2.000.000.000 27.700.000.000 PT Bank Permata Tbk
Syariah - 5.000.000.000 Syariah
PT Bank Muamalat PT Bank Muamalat
Indonesia Tbk - 55.000.000.000 Indonesia Tbk
650.100.000.000 798.800.000.000
Dolar Amerika Serikat United States dollar
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk 82.770.000.000 - (Persero) Tbk
Total deposito 732.870.000.000 798.800.000.000 Total time deposits
Total cash and

Total kas dan setara kas 2.930.498.090.526 1.030.570.810.965 cash equivalents
Total kas dan setara kas yang ditempatkan pada Total cash and cash equivalents placed with
pihak berelasi merepresentasikan 13,51% dan related parties represent 13.51% and 4.77% of
4,77% dari total aset Kelompok Usaha masing- total assets of the Group as of December 31,
masing pada tanggal 31 Desember 2015 dan 2014. 2015 and 2014, respectively.
Rentang suku bunga deposito berjangka per tahun The ranges of annual interest rates of time deposits
adalah sebagai berikut: are as follows:
2015 2014
Rupiah 7,50% - 9,50% 8,25% - 10,50% Rupiah

Dolar Amerika Serikat 0,50% - United States dollar
Pendapatan bunga yang berasal dari kas di bank Interest income from cash in banks and time
dan deposito berjangka disajikan sebagai bagian deposits is presented as part of Finance Income
dari Pendapatan Keuangan pada laporan laporan in the consolidated statement of profit or loss and
laba rugi dan penghasilan komprehensif lain other comprehensive income.
konsolidasian.
48
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4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Berdasarkan Peraturan Pemerintah (PP) No. 130 Based on the Government Regulation (PP) No.
Tahun 2015 tanggal 28 Desember 2015, 130 Year 2015 dated December 28, 2015, the
Perusahaan menerima tambahan penyertaan Company received additional capital investment of
modal Negara Republik Indonesia sebesar the Republic of Indonesia amounting to
Rp2.000.000.000.000 dan per tanggal Rp2,000,000,000,000 and as per
31 Desember 2015, ini disajikan sebagai bagian December 31, 2015, it presented as part of
akun Kas dan setara kas dalam bagian kas pada account Cash and cash equivalents in part ot
bank. Jumlah ini hanya ditujukan untuk Cash in banks. These amounts were intended
pembebasan lahan terkait dengan pembangunan only for land acquisition related to the construction
landasan pacu (runway) 3 Bandar Udara of runway 3 at Soekarno-Hatta International Hatta.
Soekarno-Hatta,
5. PIUTANG USAHA 5. TRADE RECEIVABLES
Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:
2014
Catatan 52/
As restated -
2015 Note 52)

PT Lion Mentari Airlines 31.270.504.744 21.792.011.872 PT Lion Mentari Airlines
PT Metro Batavia 18.535.943.544 17.811.218.083 PT Metro Batavia
PT Indonesia Airasia 14.339.322.344 10.006.266.614 PT Indonesia Airasia
PT Garuda Maintenance Facility PT Garuda Maintenance Facility
AeroAsia 12.047.138.375 361.539.645 AeroAsia
Air Niugini Ltd 7.938.988.691 7.334.547.770 Air Niugini Ltd
PT Jakarta Boxing Stadium 7.620.349.007 2.879.785.000 PT Jakaarta Boxing Stadium
PT Media Promosi Indonesia 7.456.167.032 3.189.291.875 PT Media Promosi Indonesia
PT Telekomunikasi Selular 7.401.990.448 - PT Telekomunikasi Selular
AirAsia Berhad 6.703.534.503 5.831.165.091 AirAsia Berhad
PT Itechno Indojaya 6.600.000.000 6.600.000.000 PT Itechno Indojaya
PT XL Axiata Tbk 6.517.526.870 - PT XL Axiata Tbk
JO Angkasa Pura Solusi Blue Sky 6.092.730.990 1.147.963.865 JO Angkasa Pura Solusi Blue Sky
PT Jatayu Gelang Sejahtera 5.614.933.076 5.069.399.777 PT Jatayu Gelang Sejahtera
PT Insite Media 5.412.311.500 4.052.226.455 PT Insite Media
PT U Connectivity Services 5.370.750.000 4.296.600.000 PT U Connectivity Services
PT Mandara Jasindo Sena 5.363.361.426 2.021.694.083 PT Mandara Jasindo Sena
PT Mandai Prima 4.555.665.789 5.573.029 PT Mandai Prima
Viva Macau Ltd 4.514.078.532 4.070.687.708 Viva Macau Ltd
PT Metra Digital Media 4.400.000.000 - PT Metra Digital Media
PT Eljohn Putera Sriwijaya 4.397.786.470 3.472.133.916 PT Eljohn Putera Sriwijaya
PT Mitra Adiperkasa Tbk 4.356.859.906 - PT Mitra Adiperkasa Tbk
PT Batik Air Indonesia 4.296.169.706 959.312.814 PT Batik Air Indonesia
PT Sriwijaya Air 2.947.569.439 4.403.112.849 PT Sriwijaya Air
Singapore Airlines 1.261.656.861 3.011.509.045 Singapore Airlines
PT Cardindo Citrabuana 1.209.209.178 4.808.884.597 PT Cardindo Citrabuana
Saudi Arabian Airlines 773.531.596 7.352.291.436 Saudi Arabian Airlines
PT Inti Dufree Promosindo 432.903.156 6.597.611.310 PT Inti Dufree Promosindo
Lain-lain (masing-masing
dibawah Rp4 milyar) 274.268.059.195 237.974.677.115 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

pihak ketiga 461.699.042.378 365.049.503.949 third parties
49
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5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:
2014
Catatan 52/
As restated -
2015 Note 52)

PT Garuda Indonesia (Persero) Tbk 153.382.261.335 138.709.001.962 PT Garuda Indonesia (Persero) Tbk
PT Gapura Angkasa 9.163.219.961 21.277.324.167 PT Gapura Angkasa
PT Merpati Nusantara Air Lines 9.094.502.238 9.097.042.278 PT Merpati Nusantara Air Lines
PT Purantara Mitra Angkasa Dua 7.867.229.337 17.939.592.692 PT Purantara Mitra Angkasa Dua
PT Railink 5.964.567.919 5.635.177.742 PT Railink
PT Pertamina (Persero) 1.420.187.358 9.797.620.879 PT Pertamina (Persero)
Lain-lain (masing-masing
dibawah Rp4 milyar) 14.350.394.722 118.203.672.807 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

berelasi 201.242.362.870 320.659.432.527 related parties
Total piutang usaha 662.941.405.248 685.708.936.476 Total trade receivables
Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) Allowance for impairment in value
Total neto 494.012.877.203 456.111.876.837 Net amount
Total piutang usaha dari pihak berelasi Total trade receivables due from related parties
merepresentasikan 0,95% dan 1,88% dari total represent 0.95% and 1.88% of total assets of the
aset Kelompok Usaha masing-masing pada Group as of December 31, 2015 and 2014.
tanggal 31 Desember 2015 dan 2014.
Pada tanggal 4 Januari 2016, piutang pihak On January 4, 2016, due from a related party,
berelasi dari PT Garuda Indonesia (Persero) Tbk PT Garuda Indonesia (Persero) Tbk, amounting to
sebesar Rp142.302.744.118 (setara dengan Rp142,302,744,118 (equivalent to US$10,351,530)
AS$10.351.530) telah dilunasi. was paid.
Berdasarkan hasil penelaahan kolektibilitas akun Based on the review of the collectibility of the trade
piutang usaha pada akhir tahun, manajemen receivables at the end of the year, the
berkeyakinan bahwa cadangan penurunan nilai management believes that the above allowance for
piutang usaha di atas adalah cukup. impairment in value of trade receivables is
sufficient.
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currency
adalah sebagai berikut: denominations are as follows:
2015 2014
Rupiah 427.392.629.563 557.383.736.310 Rupiah

Dolar Amerika Serikat
(AS$17.074.938 pada tahun 2015, United States dollar
dan AS$10.315.530 (US$17,074,938 in 2015 and
pada tahun 2014 235.548.775.685 128.325.200.166 (US$10,315,530 in 2014
Total 662.941.405.248 685.708.936.476 Total
Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) Allowance for impairment in value
50
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5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Analisis umur piutang usaha adalah sebagai The aging analysis of trade receivables is as
berikut: follows:
2015 2014
Belum jatuh tempo 35.897.941.393 41.972.628.825 Current

Lewat jatuh tempo Overdue
1 sampai 30 hari 74.216.829.062 228.534.483.993 1 to 30 days
Lebih dari 365 hari 312.485.100.103 183.937.487.969 Over 365 days
662.941.405.248 685.708.936.476
Allowance for impairment
Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) in value
6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES
Akun ini merupakan piutang kepada pegawai, This account represents receivables from
Perusahaan Umum Lembaga Penyelenggara employees, Perusahaan Umum Lembaga
Pelayanan Navigasi Penerbangan Indonesia Penyelenggara Pelayanan Navigasi Penerbangan
(LPPNPI) dan pihak lain diluar kegiatan utama Indonesia (LPPNPI) and others outside the
Kelompok Usaha dengan rincian sebagai berikut: Group's main business with the details as follows:
2015 2014
Piutang dari LPPNPI 6.972.305.968 38.669.111.176 Receivables from LPPNPI

Piutang pegawai 6.799.776.717 6.326.822.112 Receivable from employees
Piutang jaminan 668.649.432 668.649.432 Guarantee receivables
Lain-lain 35.357.762.028 18.835.003.483 Others
Total 49.798.494.145 64.499.586.203 Total
Piutang pegawai merupakan kekurangan Receivable from employees are underpayments of

pembayaran biaya berobat yang ditanggung oleh employees health treatment borne by the
Perusahaan yang akan ditagihkan kemudian Company that will be charged later to employees.
kepada pegawai.
Piutang dari LPPNPI, pihak berelasi, merupakan Receivables from LPPNPI, a related party,
biaya operasional LPPNPI yang didanai terlebih represent operational expenses of LPPNPI funded
dulu oleh Perusahaan dan akan ditagihkan first by the Company and will be billed later.
kemudian.
Piutang lain-lain merupakan piutang kepada Badan Other receivables are receivables from Indonesian
Meteorologi, Klimatologi dan Geofisikia (BMKG), Agrency for Meteorology, Climatology and
PT Angkasa Pura I (Persero), Direktorat Jenderal Geophysics (BMKG), PT Angkasa Pura I
Perhubungan Udara dan sebagainya. (Persero), General of Civil Aviation and others.
Total piutang lain-lain dari pihak berelasi Total other receivables due from related parties
merepresentasikan 0,03% dan 0,24% dari total represent 0.03% and 0.24% of total assets of the
aset Kelompok Usaha masing-masing pada Group as of December 31, 2015 and 2014,
tanggal 31 Desember 2015 dan 2014. respectively.
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7. PERSEDIAAN 7. INVENTORIES
Akun ini merupakan biaya persediaan This account represents the costs of supplies
perlengkapan untuk mendukung operasional inventory to support the Group's operations with
Kelompok Usaha dengan rincian sebagal berikut: the details as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Pemeliharaan peralatan Mechanical and air conditioning

mekanikal dan pendingin udara 3.670.333.036 4.022.563.897 maintenance
Electricity and water
Pemeliharaan listrik dan air 1.897.274.587 3.037.146.073 maintenance
Alat tulis kantor dan percetakan 1.467.489.814 1.078.735.069 Office stationery and printing
Keperluan keamanan dan pemadam Security and
kebakaran 1.331.988.500 1.447.075.000 firefighter supplies
Pemeliharaan kendaraan untuk
keamanan dan pemadam Security and firefighter
kebakaran 1.028.387.468 871.396.055 vehicle maintenance
Pemeliharaan elektronik 529.043.801 509.607.636 Electronics maintenance
Bahan bakar dan pelumas 402.257.094 1.472.515.418 Fuel and lubricants
Keperluan mekanikal Mechanical and
dan pendingin udara 309.062.500 296.226.500 air conditioning supplies
Keperluan elektronika 105.933.500 670.808.764 Electronics supplies
Pemeliharaan bangunan 76.852.500 39.001.862 Building maintenance
Keperluan perbengkelan 67.202.000 19.054.500 Workshop supplies
Keperluan listrik dan air 56.770.150 103.139.850 Electricity and water supplies
Keperluan bangunan 27.681.860 288.244.700 Buidling supplies
Keperluan lain-lain 217.831.751 440.738.742 Other supplies
Total 11.188.108.561 14.296.254.066 Total
Perusahaan berpendapat bahwa nilai tercatat The Company is of the opinion that the carrying
persediaannya tidak melebihi nilai realisasi values of its inventories do not exceed their net
netonya per 31 Desember 2015 dan 2014. realizable values as of December 31, 2015 and
2014.
8. UANG MUKA 8. ADVANCES
Akun ini merupakan beban yang dibayar terlebih This account represents expenses paid in advance
dahulu untuk kepentingan operasional Kelompok for the benefit of the Group's operations that will be
Usaha yang akan dipertanggungjawabkan atau accounted for or due within the next year with the
akan jatuh tempo dalam tahun berikutnya dengan details are as follows:
rincian sebagai berikut:
2014
Catatan 52/
As restated -
2015 Note 52)
Uang muka karyawan 28.066.177.909 46.047.804.618 Advances for employees

Lain-lain 588.734.409 42.855.887 Others
Total 28.654.912.318 46.090.660.505 Total
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9. PENDAPATAN YANG MASIH HARUS DITERIMA 9. ACCRUED INCOME

Pendapatan yang masih harus diterima The accrued income represents the revenues
merupakan Pendapatan yang masih akan accrued from aeronautical, non-aeronautical and
diterima dari Pendapatan jasa aeronautika, non- cargo services revenues, with the details are as
aeronautika dan kargo, dengan rincian sebagai follows:
berikut:
2014
Catatan 52/
As restated -
2015 Note 52)
Aeronautika 204.205.704.379 84.179.628.910 Aeronautical

Non-aeronautika 247.612.667.611 122.300.592.838 Non-aeronautical
Kargo 2.608.621.467 23.920.374.580 Cargo
Total 454.426.993.457 230.400.596.328 Total
10. ASET KEUANGAN YANG TERSEDIA UNTUK 10. AVAILABLE-FOR-SALE FINANCIAL ASSETS
DIJUAL
Aset keuangan yang tersedia untuk dijual terdiri Available-for-sale financial assets consist of
dari investasi obiligasi dan reksadana dengan investments in bonds and mutual funds with the
rincian sebagai berikut: details are as follows:
2015 2014
Obligasi Negara Government Bonds

Obligasi Negara Tahun 2007 Government Bond Year 2007
Seri FR0047 30.000.000.000 30.000.000.000 Series FR0045
Seri FR0045 15.150.000.000 15.150.000.000 Seri FR0045
Obligasi Korporat Corporate Bonds

Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.000.000.000 PLN Bond IX Year 2007 Series A
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.000.000.000 Bank BTN Bond Year 2010
Obligasi XII Perum Pegadaian Perum Pegadaian Bond
Tahun 2007 Seri A 7.000.000.000 7.000.000.000 Year 2007 Series A
Obligasi Indosat VIII Indosat Bond VIII
Tahun 2012 Seri A 7.000.000.000 7.000.000.000 Year 2012 Series A
Mobile 8 Telecom Tahun 2007 5.000.000.000 5.000.000.000 Mobile 8 Telecom Year 2007
Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.000.000.000 Jasa Marga XIII Series R Year 2007
Sukuk Ijarah Indosat V Tahun 2012 5.000.000.000 5.000.000.000 Sukuk Ijarah Indosat V Year 2012
Danareksa Tahap I Tahun 2012 Seri B 3.000.000.000 3.000.000.000 Danareksa Part 1 Year 2012 Series B
Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.000.000.000 Sukuk Ijarah PLN II Year 2007
Total 99.150.000.000 99.150.000.000 Total
Reksadana Mutual Fund

Reksadana Pendapatan Tetap
Syailendra 5.000.000.000 - Syailendra Fixed Income Fund
Total 104.150.000.000 99.150.000.000 Total
Kenaikan neto nilai Net increase in value

aset keuangan yang tersedia of available-for-sale
untuk dijual 2.290.500.000 3.068.000.000 financial assets
Total 106.440.500.000 102.218.000.000 Total
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10. ASET KEUANGAN YANG TERSEDIA UNTUK 10. AVAILABLE FOR SALE FINANCIAL ASSETS
DIJUAL (lanjutan) (continued)
Nilai wajar seluruh aset keuangan tersedia untuk The fair value of all available-for-sale financial
dijual berdasarkan harga penawaran yang berlaku assets is based on the current bid price in active
dalam pasar yang aktif dan input selain harga markets and observable inputs other than quoted
pasar yang dapat diobservasi. Lihat Catatan 3 prices. See Note 3 for further information about the
untuk informasi lebih lanjut mengenai metode dan methods used and assumptions applied in
asumsi yang digunakan dalam menentukan nilai determining fair value.
wajar
2015 2014
Keuntungan yang belum direalisasi

dari aset keuangan tersedia Unrealized gain from available
untuk dijual for sale financial assets
31 Desember 2015 2.290.500.000 - December 31, 2015
31 Desember 2014 (3.068.000.000) 3.068.000.000 December 31, 2014
31 Desember 2013 - (8.345.405.840) December 31, 2013
Total (777.500.000) (5.277.405.840) Total
31 Desember 2015/December 31, 2015
Kenaikan
Nllai perolehan/ Nilai pasar/ (penurunan)/
Acquisition value Market value Increase (decrease)

Seri FR0047 30.000.000.000 32.124.000.000 2.124.000.000 Series FR0047
Seri FR0045 15.150.000.000 15.889.500.000 739.500.000 Series FR0045
Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.196.000.000 196.000.000 PLN IX Bond Year 2007 Seri A
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 9.610.000.000 (390.000.000) Bank BTN XIV Bond Year 2010
Tahun 2007 Seri A 7.000.000.000 7.070.000.000 70.000.000 Year 2007 Series A
Obligasi Indosat VIII Indosat Bond VIII
Tahun 2012 Seri A 7.000.000.000 6.790.000.000 (210.000.000) Year 2012 Series A
Mobile 8 Telecom Tahun 2007 5.000.000.000 5.000.000.000 - Mobile 8 Telecom Tahun 2007
Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 4.993.000.000 (7.000.000) Jasa Marga XIII Series R Year 2007
Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V
Tahun 2012 5.000.000.000 4.900.000.000 (100.000.000) Year 2012
Danareksa Tahap I Danareksa Part 1
Tahun 2012 Seri B 3.000.000.000 2.856.000.000 (144.000.000) Year 2012 Series B
Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.012.000.000 12.000.000 Sukuk Ijarah PLN Year 2007
Reksadana Pendapatan Tetap 5.000.000.000 5.000.000.000 - Syailendra Fixed Income Fund
Total 104.150.000.000 106.440.500.000 2.290.500.000 Total
54
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10. ASET KEUANGAN YANG TERSEDIA UNTUK 10. AVAILABLE FOR SALE FINANCIAL ASSETS
DIJUAL (lanjutan) (continued)
Kenaikan
Nllai perolehan/ Nilai pasar/ (penurunan)/
Acquisition value Market value Increase (decrease)
ObIigasi Negara Tahun 2207 Government Bond Year 2007

Seri FR0047 30.000.000.000 34.500.000.000 4.500.000.000 Series FR0047
Seri FR0045 15.150.000.000 16.800.000.000 1.650.000.000 Series FR0045
Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.127.000.000 127.000.000 PLN IX Bond Year 2007 Seri A
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.051.000.000 51.000.000 Obligasi XIV Bank BTN Year 2010
Tahun 2007 Seri A 7.000.000.000 7.113.400.000 113.400.000 Year 2007 Series A
Obligasi Indosat VIII Indosat Bonds VIII
Tahun 2012 Seri A 7.000.000.000 6.510.000.000 (490.000.000) Year 2012 Series A
Mobile 8 Telecom Tahun 2007 5.000.000.000 2.406.500.000 (2.593.500.000) Mobile 8 Telecom Year 2007
Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.072.500.000 72.500.000 Jasa Marga XIII Series R Year 2007
Sukuk Ijarah Indosat V Sukuk Ijarah Indosal V
Tahun 2012 5.000.000.000 4.743.000.000 (257.000.000) Year 2012
Danareksa Tahap I Denereksa Part 1
Tahun 2012 Seri B 3.000.000.000 2.868.000.000 (132.000.000) Year 2012 Series B
Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.026.600.000 26.600.000 Sukuk Ijarah PLN Year 2007
Total 99.150.000.000 102.218.000.000 3.068.000.000 Total
11. PENYERTAAN SAHAM 11. INVESTMENTS IN SHARES OF STOCK
Rincian akun ini adalah sebagai berikut: The details of this account are as follows:
2015 2014
PT Gapura Angkasa 151.213.437.914 139.581.588.530 PT Gapura Angkasa

PT Railink Indonesia 93.543.002.376 95.459.024.784 PT Railink Indonesia
PT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua
Total 250.009.720.415 240.293.893.439 Total
a. PT Gapura Angkasa (Gapura) a. PT Gapura Angkasa (Gapura)
Berdasarkan akta pendirian Gapura yang Based on the deed of establishment of No. 32
dibuat oleh Notaris Imas Fatimah, S.H., No. 32 dated January 26, 1998 prepared by Notary
tanggal 26 Januari 1998, nilai penyertaan Imas Fatimah, S.H., investment in shares of
Perusahaan di Gapura adalah sebesar the Company in Gapura amounted to
Rp67.200.000.000 atau 31,25% dengan Rp67,200,000,000 or 31.25% with the details
rincian sebagai berikut: as follows:
55
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11. PENYERTAAN SAHAM (lanjutan) 11. INVESTMENTS IN SHARES OF STOCK

(continued)
a. PT Gapura Angkasa (Gapura) (lanjutan) a. PT Gapura Angkasa (Gapura) (continued)

2015 2014
Uang tunai 66.599.761.000 66.599.761.000 Cash

Ground support equipment 600.239.000 600.239.000 Ground support equipment
Total biaya perolehan 67.200.000.000 67.200.000.000 Total carrying value
Cummulative share
Bagian laba kumulatif 56.204.953.199 63.074.843.303 of profit
Dividen - (4.687.500.000) Dividend
Bagian laba tahun 2015 16.811.217.514 - Share in profit of year 2015
Bagian laba tahun 2014 10.997.267.201 13.994.245.227 Share in profit of year 2014
Total 151.213.437.914 139.581.588.530 Total
Perhitungan bagian laba berdasarkan laporan The calculation of the share in profit is based
keuangan auditan Gapura untuk tahun-tahun on the audited financial statements of Gapura
yang berakhir pada tanggal for the years ended December 31, 2015 and
31 Desember 2015 dan 2014. 2014.
b. PT Railink (Railink) b. PT Railink (Railink)
PT Railink merupakan perusahaan joint PT Railink is a joint venture between the

venture antara Perusahaan dengan PT Kereta Company and PT Kereta Api Indonesia
Api Indonesia (Persero) (KAI) yang bertugas (Persero) (KAI) to conduct the business
untuk mengelola kegiatan usaha kereta api activities of the airport train. Railink was
bandara. Railink dibentuk berdasarkan formed based on Business Cooperation
Perjanjian Usaha Kerjasama antara Agreement between the Company and KAI
Perusahaan dengan KAI No.SPKS.023.1/KS.006/2006-APII and
No.SPKS.023.1/KS.006/2006-APII dan No.98/HK/UM/2006 dated August 14, 2006.
No.98/HK/UM/2006 tanggal 14 Agustus 2006.
Berdasarkan akta perubahan anggaran dasar Based on the deed of establishment of No. 13
Railink yang dibuat oleh Notaris Yulkhaizar dated August 15, 2008 prepared by Notary
Panuh, S.H., No. 13 tanggal 15 Agustus 2008, Yulkhaizar Panuh, S.H., the investment in
nilai penyertaan Perusahaan di Railink adalah shares of the Company in Railink amounted to
sebesar Rp40.000.000.000 atau 40%. Rp40,000,000,000 or 40%.
Berdasarkan Surat Keputusan Menteri BUMN Based on Decision Letter from Ministry of
No. S447/MBU/2013 tanggal 5 Juli 2013, telah BUMN No. S-447/MBU/2013 dated
disetujui untuk melakukan penambahan July 5, 2013, already approved to make
setoran modal Perusahaan kepada Railink additional of paid in capital of the Company to
sebesar Rp59.600.000.000 sehingga jumlah Railink amounting to Rp59,600,000,000 hence
setoran modal Perusahaan menjadi total amount of the Companys paid in capital
Rp99.600.000.000 dengan persentase became Rp99,600,000,000 with the same
kepemilikan tetap. percentage of ownership.
56
56



11. PENYERTAAN SAHAM (lanjutan) 11. INVESTMENTS IN SHARES OF STOCK

(continued)
b. PT Railink (Railink) (lanjutan) b. PT Railink (Railink) (continued)
Perubahan jumlah setoran modal telah The changes in total paid in capital has been
diaktakan dalam akta notaris Hadijah, S.H., notarized on notarial deed No. 25 dated
No. 25 tanggal 18 November 2013. November 18, 2013 of Hadijah, S.H.
2015 2014
Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition cost

Bagian laba kumulatif 1.847.768.707 2.327.976.932 Cummulative share of profit
Bagian rugi tahun 2012 - (102.300.770) Share in loss of year 2012
Penyertaan modal saham 2013 - - Equity shares 2013
Bagian rugi tahun 2013 - (679.284.354) Share in loss of year 2013
Bagian rugi tahun 2014 (5.937.801.831) (5.687.367.024) Share in loss of year 2014
Bagian rugi tahun 2015 (1.966.964.500) - Share in loss of year 2015
Total 93.543.002.376 95.459.024.784 Total
Perhitungan bagian rugi/laba berdasarkan The calculation of the share in profit/loss is

laporan keuangan auditan Railink untuk tahun based on the audited financial statements of
yang berakhir pada tanggal 31 Desember 2015 Railink for the year ended December 31, 2015
dan 2014. and 2014.
c. PT Purantara Mitra Angkasa Dua (PMAD) c. PT Purantara Mitra Angkasa Dua (PMAD)
Kepemilikan Perusahaan di PMAD sebesar The Companys ownership in PMAD

0,13% merupakan kompensasi sewa tanah amounting to 0.13% represents a land lease
selama periode 11 (sebelas) tahun 3 (tiga) compensation for 11 (eleven) years and 3
bulan sesuai dengan perjanjian sewa tanah (three) months in accordance with the land
No.SPSW.02.1.A/TU.308/APII-2000 tanggal lease agreement
1 Mei 2000. No. SPSW.02.1.A/TU.308/APII-2000 dated
May 1, 2000.
Nilai investasi di PMAD pada tanggal 31 The balance of investment in PMAD as of

Desember 2015 dan 2014 adalah sebesar December 31, 2015 and 2014 is
Rp5.253.280.125 Rp5,253,280,125.
Kegiatan pokok dari perusahaan-perusahaan The principal activities of the above investees are
tersebut di atas adalah sebagai berikut: as follows:
Negara Domisili/ Kegiatan Usaha Pokok/
Entitas/Entities Country of Domicile Principal Business Activity
PT Gapura Angkasa Indonesia Jasa penunjang pengangkutan udara
dan barang/ Ground handling
PT Railink Indonesia Penyedia kegiatan usaha kereta api

bandara /airport train activities
Informasi tambahan pada tanggal 31 Desember Additional information as of December 31, 2015
2015 dan untuk tahun yang berakhir pada tanggal and for the year then ended on the joint venture
tersebut sehubungan dengan entitas ventura entities is as follows:
bersama adalah sebagai berikut:
Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Neto/
Total Assets Total Liabilities Total Revenues Net Income (Loss)
PT Gapura Angkasa 1.004.767.371.361 604.796.360.328 1.318.818.371.718 53.795.896.046 PT Gapura Angkasa

PT Railink 372.179.620.970 140.186.710.901 78.854.118.573 (4.917.411.249) PT Railink
57
57



12. PROPERTI INVESTASI 12. INVESTMENT PROPERTIES
Akun ini terdiri dari: This account consists of the following:

2015 2014
Harga perolehan Cost

Tanah 56.162.462.568 56.162.462.568 Land
Tanah dan bangunan 30.548.637.738 30.548.637.765 Land and buildings
Total 86.711.100.306 86.711.100.333 Total

Akumulasi penyusutan (8.420.706.241) (7.742.227.292) Accumulated depreciation
Neto 78.290.394.065 78.968.873.041 Net
Beban penyusutan atas properti investasi - tanah Depreciation expenses of investment properties -
dan bangunan - selama tahun 2015 dan 2014 land and buildinds - during 2015 and 2014 was
seluruhnya dibebankan kepada Beban operasional entirely charged to Airport operation expenses.
bandara.
Properti investasi merupakan investasi pada: Investment properties are primarily investment in:
Tanah ex-PPD yang berada di Jalan Kramat Land ex-PPD located at Jalan Kramat Raya
Raya No. 9 DKI Jakarta seluas 16.164 m2 dan No. 9 Jakarta with an area of 16,164 m2 and
jumlah tercatat sebesar Rp56.088.006.560. carrying amount of Rp56,088,006,560. As of
Pada tanggal 31 Desember 2015, tanah belum December 31, 2015, this land has not been
dapat dikembangkan dikarenakan belum developed since no permission from Local
adanya izin dari Pemerintah Daerah setempat. Government.
Tanah ex-PPD yang berada di Jalan Batas Land ex-PPD located at Jalan Batas
Kebagusan Pasar Minggu Jakarta Selatan Kebagusan Pasar Minggu Jakarta Selatan with
seluas 14.303 m2 dan jumlah tercatat sebesar an area of 14,303 m2 and carrying amount of
Rp55.456.000. Pada tanggal 31 Desember Rp55,456,000. As of December 31, 2015, this
2015, tanah belum dapat dikembangkan land has not been developed since no
dikarenakan belum adanya izin dari permission from Local Government.
Pemerintah Daerah setempat.
Tanah yang berada di Desa Saentis, Land located at Saentis village, District Percut
Kecamatan Percut Sei Tuan, Kabupaten Deli Sei Tuan, Sub-District Deli Serdang with an
Serdang seluas 40.000 m2 dan jumlah tercatat area of 40,000 m2 and carrying amount of
Rp19.000.000. Rp19,000,000.
Tanah dan bangunan merupakan tanah, Land and buildings represents land, building
bangunan dan ruang yang dimanfaatkan oleh and space utilized by other parties for airport
pihak lain untuk ruang tunggu di bandara, lounge, warehouse, hotel and office.
pergudangan, hotel dan perkantoran.
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost.
perolehan. Properti investasi - tanah tidak Investment property - land is not depreciated.
disusutkan.
Nilai wajar dari properti investasi tanah ex-PPD, The fair value of the investment properties for land
tanah di Pasar Minggu dan tanah di Deli Serdang ex-PPD, land in Pasar Minggu and land in Deli
pada tanggal 31 Desember 2015 adalah masing- Serdang as of December 31, 2015 amounted to
masing sebesar Rp354.592.905.000, Rp354,592,905,000, Rp41,836,275,000 and
Rp41.836.275.000 dan Rp5.216.600.000 yang Rp5,216,600,000, respectively, which were
ditentukan berdasarkan Nilai Jual Objek Pajak determined based on Sales Value of Tax Object
(NJOP) atas properti investasi. (NJOP) of the investment properties.
58
58



12. PROPERTI INVESTASI (lanjutan) 12. INVESTMENT PROPERTY (continued)
Manajemen berkeyakinan bahwa tidak terdapat Management believes that there were no events or
kejadian atau perubahan keadaan yang changes in circumstances which indicated
mengindikasikan adanya penurunan nilai properti impairment in the value of the investment
investasi pada tanggal 31 Desember 2015 dan properties as of December 31, 2015 and 2014.
2014.
13. ASET TETAP 13. FIXED ASSETS

Saldo Awal/ Saldo Akhlr/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance
Harga perolehan Acquisition cost
Tanah 519.912.219.026 4.232.578.954 - - 524.144.797.980 Land

Bangunan dan Lapangan 4.411.885.796.040 147.757.581.439 26.892.183.233 115.172.341.818 4.647.923.536.064 Building & Field
Bangunan Gedung 3.226.089.053.659 283.224.258.171 266.331.708.529 87.615.030.909 3.330.596.634.210 Building
Alai Bantu Navigasi 111.082.418.540 - - - 111.082.418.540 Navigation Supporting Equipment
Alai Pengangkutan 514.707.777.770 93.283.880.717 57.660.088.733 - 550.331.569.754 transportation Equipment
Alat-Alat Kantor 184.823.821.331 12.492.772.785 6.468.239.796 - 190.848.354.320 Office tools
Instalasi & Jaringan 2.098.795.408.490 143.074.245.946 49.116.595.599 - 2.192.753.058.837 Installation & Networking
Perlengkapan Terminal - -
dan Gedung 1.351.678.608.166 153.158.810.496 89.264.974.254 13.563.550.000 1.429.135.994.408 Terminal & Building Equipment
Peralatan Bengkel 12.857.758.980 602.983.473 - - 13.460.742.453 Workshop Equipment
Peralatan Komputer 17.166.829.651 3.987.875.000 - - 21.154.704.651 Computer Equipment
Peralatan Parkir 9.352.110.622 44.790.000 - - 9.396.900.622 Property and Equipment - Parking
Overlay 72.656.823.074 - 5.462.192.878 - 67.194.630.196 Overlays
Lain-lain 102.233.146.874 36.909.610.432 18.985.283.013 - 120.157.474.293 Others
Aset Dalam Penyelesaian 4.126.688.974.694 2.336.607.840.244 - (216.350.922.727) 6.246.945.892.211 Assets under construction
Total 16.759.930.746.917 3.215.377.227.657 520.181.266.035 - 19.455.126.708.539 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan dan Lapangan 552.045.950.692 134.816.119.534 12.287.923.501 - 674.574.146.725 Building & Field
Bangunan Gedung 592.539.852.584 109.390.072.387 24.187.121.584 - 677.742.803.387 Buildings
Alat Bantu Navigasi 80.241.151.436 13.388.858.463 4.787.300.171 - 88.842.709.728 Navigation Supporting Equipment
Alat Pengangkutan 272.220.298.783 52.971.579.900 32.311.055.892 - 292.880.822.791 Transportation Equipment
Alat-alat Kantor 142.081.443.861 18.324.044.481 3.076.755.560 - 157.328.732.782 Office Tools
lnstalasi dan Jaringan 802.854.010.136 141.044.969.870 9.090.421.979 - 934.808.558.027 Installation and Networking
Perlengkapan Terminal dan
Gedung 603.512.147.231 99.638.395.121 8.550.457.284 - 694.600.085.068 Terminal and Building Equipment
Peralatan Bengkel 23.203.163.458 1.288.137.764 - - 24.491.301.222 Workshop Equipment
Peralatan Parkir 2.210.723.613 2.094.723.356 - - 4.305.446.969 Property and Equipment - Parking
Lain-lain 70.144.368.028 18.536.268.926 3.904.474.380 - 84.776.162.574 Others
Cadangan penurunan nilai 27.854.113.782 - - - 27.854.113.782 Impairment
Total 3.182.110.702.874 595.651.620.246 98.195.510.351 - 3.679.566.812.769 Total
Nilai buku 13.577.820.044.043 15.775.559.895.770 Net book value
31 Desember 2014/December 31, 2014 (Disajikan kembali - Catatan 52/As restated - Note 52)

Harga perolehan Acquisition cost
Tanah 410.523.613.348 222.606.860.664 113.218.254.986 - 519.912.219.026 Land

Bangunan dan Lapangan 3.410.536.160.359 1.177.316.750.921 258.724.552.161 82.757.436.921 4.411.885.796.040 Building & Field
Bangunan Gedung 2.418.935.917.332 444.980.926.454 101.906.632.430 464.078.842.303 3.226.089.053.659 Building
Alai Bantu Navigasi 129.621.311.427 50.422.244.961 68.961.137.848 - 111.082.418.540 Navigation Supporting Equipment
Alai Pengangkutan 435.963.407.562 160.791.815.662 86.302.445.454 4.255.000.000 514.707.777.770 transportation Equipment
Alat-Alat Kantor 149.756.339.313 82.117.224.367 54.732.259.861 7.682.517.512 184.823.821.331 Office tools
Instalasi & Jaringan 1.620.344.020.711 199.149.000.048 65.545.407.483 344.847.795.214 2.098.795.408.490 Installation & Networking
Perlengkapan Terminal
dan Gedung 1.100.274.187.943 111.929.524.587 135.480.565.039 274.955.460.675 1.351.678.608.166 Terminal & Building Equipment
Peralatan Bengkel 12.443.030.356 597.820.151 183.091.527 - 12.857.758.980 Workshop Equipment
Peralatan Parkir 5.563.287.587 3.788.823.035 - - 9.352.110.622 Property and Equipment - Parking
Overlay 93.030.441.455 20.373.618.381 - 72.656.823.074 Overlays
Lain-lain 98.454.344.921 35.312.096.380 31.533.294.427 - 102.233.146.874 Others
Aset Dalam Penyelesaian 3.277.401.537.513 2.027.864.489.806 - (1.178.577.052.625) 4.126.688.974.694 Assets under construction
Total 13.178.729.120.478 4.518.162.886.036 936.961.259.597 - 16.759.930.746.917 Total
5959


13. ASET TETAP (lanjutan) 13. FIXED ASSETS (continued)
31 Desember 2014/December 31, 2014 (Disajikan kembali - Catatan 52/As restated - Note 52) (lanjutan)

Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan dan Lapangan 446.028.861.315 150.482.202.166 44.465.112.789 - 552.045.950.692 Building & Field
Bangunan Gedung 509.763.386.421 105.237.786.163 22.461.320.000 - 592.539.852.584 Buildings
Alat Bantu Navigasi 78.846.759.982 91.007.152.225 89.612.760.771 - 80.241.151.436 Navigation Supporting Equipment
Alat Pengangkutan 223.905.733.808 68.836.926.156 20.522.361.181 - 272.220.298.783 Transportation Equipment
Alat-alat Kantor 130.584.446.867 18.691.948.327 7.194.951.333 - 142.081.443.861 Office Tools
lnstalasi dan Jaringan 699.308.195.671 151.994.319.788 48.448.505.323 - 802.854.010.136 Installation and Networking
Perlengkapan Terminal dan
Gedung 629.772.692.374 100.629.804.666 126.890.349.809 - 603.512.147.231 Terminal and Building Equipment
Peralatan Bengkel 8.049.585.145 15.800.813.295 647.234.982 - 23.203.163.458 Workshop Equipment
Peralatan Parkir 639.513.501 1.571.210.112 - - 2.210.723.613 Property and Equipment - Parking
Lain-lain 68.906.030.149 45.522.541.550 44.284.203.671 - 70.144.368.028 Others
Cadangan penurunan nilai 27.854.113.782 - - - 27.854.113.782 Impairment
Total 2.833.422.819.987 753.214.682.746 404.526.799.859 - 3.182.110.702.874 Total
Nilai buku 10.345.306.300.491 13.577.820.044.043 Net book value
Cadangan penurunan nilai merupakan penurunan Impairment represents fixed assets that are not
nilai atas aset tetap yang tidak ditemukan, tidak found, not exploited and controlled by other parties
dimanfaatkan dan dikuasai oleh pihak lain based on asset clearance as of
berdasarkan clearance asset posisi tanggal 31 December 31, 2009 in accordance with the Report
Desember 2009 sesuai dengan Laporan Badan of Finance and Development and Financial
Pengawasan Keuangan dan Pembangunan Supervisory Agency (BPKP) No.
(BPKP) No. 5126/PW30/4/2010 tanggal 5126/PW30/4/2010 dated November 2, 2010.
2 November 2010.
Beban penyusutan atas aset tetap selama tahun Depreciation expenses of fixed assets during 2015
2015 dan 2014 seluruhnya dibebankan kepada and 2014 were entirely charged to Airport
Beban operasional bandara. operation expenses.
Pada tanggal 31 Desember 2015, Perusahaan As of December 31, 2015, the Company has
telah mengasuransikan seluruh aset tetap tidak carried insurance for its all non-movable fixed
bergeraknya, termasuk properti investasi (Catatan assests, including in investment properties (Note
12), terhadap risiko kerugian akibat kebakaran, 12), againts the risks of lossess from fire, civil riot,
hura-hara, gempa bumi dan risiko lainnya yang earthquake and other risks as set out in the
dicantumkan dalam polis asuransi dengan nilai insurance policy with total insurance coverage of
pertanggungan sebesar Rp10.906.478.352.859. Rp10,906,478,352,859. In managements opinion,
Manajemen berpendapat bahwa nilai the above insurance coverage is adequate to cover
pertanggungan tersebut cukup untuk menutup possible losses that may arise from such risks.
kemungkinan kerugian yang timbul dari risiko yang
diasuransikan.
60
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13. ASET TETAP (lanjutan) 13. FIXED ASSETS (continued)
Aset dalam penyelesaian merupakan proyek yang Construction in progress represents projects that
masih belum selesai pada tanggal laporan posisi have not been completed at the date of the
keuangan konsolidasian dengan rincian sebagai consolidated statements of financial position with
berikut: the details as follows:
Perkiraan % Nilai Tahun perkiraan
penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
of completion value of completion
Bangunan gedung dalam

pembangunan 57.21% 3.112.632.509.451 2016-2017 Building in construction
Bangunan lapangan dalam
pembangunan 84.38% 1.154.189.574.065 2016-2017 Building field in construction
Lain-lain dalam pembangunan 59.00% 1.980.123.808.695 2016-2017 Others in construction
Aset dalam penyelesaian 6.246.945.892.211 Assets under construction
Perkiraan % Nilai Tahun perkiraan

penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
of completion value of completion
Bangunan gedung dalam

pembangunan 45.20% 1.758.343.385.241 2015-2016 Building in construction
Bangunan lapangan dalam
pembangunan 64.74% 1.040.657.615.545 2015-2016 Building field in construction
Lain-lain dalam pembangunan 59.00% 1.327.687.973.908 2015-2016 Others in construction
Aset dalam penyelesaian 4.126.688.974.694 Assets under construction
Selama tahun 2015 dan 2014, Perusahaan During 2015 and 2014, the Company capitalized
mengkapitalisasi biaya bunga pinjaman sebagai borrowing costs as part of the acquisition cost of
bagian dari biaya perolehan aset dalam assets under construction amounting to
penyelesaian masing-masing sebesar Rp92,758,799,642 and Rp3,812,675,000,
Rp92.758.799.642 dan Rp3.812.675.000. respectively. The Company capitalized all
Perusahaan mengkapitalisasi seluruh biaya borrowing costs resulting from specific loans.
pinjaman dari pinjaman spesifik.
14. GOODWILL 14. GOODWILL
Akun ini merupakan kelebihan biaya akuisisi pada This account represents the excess of acquisition
ekuitas sebesar 50% kepemilikan saham milik cost on the equity of 50% stock ownership in
Schiphol International B.V. di APS oleh Schiphol International B.V. in APS by the Company
Perusahaan sesuai dengan Surat DK No. in acordance with Letter DK No. 06.04/00/11/101
06.04/00/11/101 tanggal 23 November 2011. dated November 23, 2011.
Pada 31 Desember 2015, tidak ada indikasi On December 31, 2015, there was no indication of
penurunan nilai atas goodwill. impairment on goodwill.
6161


15. ASET TIDAK LANCAR LAIN-LAIN 15. OTHER NON-CURRENT ASSETS

Rincian aset jangka panjang lainnya adalah The details of other non-current assets are as
2014
Catatan 52/
As restated -
2015 Note 52)
Aset LPPNPI 18.491.397.273 18.491.387.273 LPPNPI Assets

Perangkat lunak ERP 16.314.368.298 8.642.419.363 ERP Software
Jaminan 976.811.770 4.659.187.600 Deposits
Lainnya 586.697.316 1.143.053.987 Others
Total 36.369.274.657 32.936.048.223 Total
Aset LPPNPI merupakan alat bantu navigasi yang LPPNPI assets represent navigation support
belum diserahkan Perusahaan kepada LPPNPI. equipment not yet transferred by the Company to
LPPNPI.
Perangkat lunak ERP merupakan biaya instalasi, ERP software represents the cost of installation,
implementasi dan jasa konsultasi pendukung implementation and consultation support service of
perangkat lunak SAP. SAP software.
Uang jaminan merupakan uang jaminan langganan Deposits represents guarantee deposits for
listrik. electricity.
16. UTANG USAHA 16. TRADE PAYABLES
Akun ini merupakan liabilitas usaha kepada pihak This account represents liabilities to third parties
ketiga dan berelasi dengan rincian sebagai berikut: and related parties with the details as follows:
2014
Catatan 52/
As restated -
2015 Note 52)

PT Angkasa Pura I (Persero) 2.622.548.979 2.622.548.979 PT Angkasa Pura I (Persero)
PT Gapura Angkasa - 4.858.861.416 PT Gapura Angkasa
Lainnya 1.350.000 1.886.741.626 Others
Sub-total 2.623.898.979 9.368.152.021 Sub-total

PT MCO Jaya 3.793.388.264 - PT MCO Jaya
PT Gapura Sukses Nusantara 2.500.000.000 - PT Gapura Sukses Nusantara
PT Langgeng Sadam Purnama 1.586.006.000 - PT Langgeng Sadam Purnama
Koperasi Satya Ardya 1.267.658.104 - Koperasi Satya Ardya
PT Akdiwijaya Putra Mandiri 1.237.500.000 - PT Akdiwijaya Putra Mandiri
Telkom Unit Enterprise Telkom Unit Enterprise
Regional II 1.025.605.894 - Regional II
PT Cakra Satya Internusa 1.012.144.924 2.276.176.101 PT Cakra Satya Internusa
PT Metra Digital Media - 1.787.500.000 PT Metra Digital Media
PT Abimanyu Dewata - 1.907.400.000 PT Abimanyu Dewata
PT Patta Aksa Jaya - 2.176.116.460 PT Patta Aksa Jaya
Lainnya 3.332.203.694 6.808.355.638 Others
Total 18.378.405.859 24.323.700.220 Total
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16. UTANG USAHA (lanjutan) 16. TRADE PAYABLES (continued)

Rincian utang usaha berdasarkan mata uang The details of trade payables based on currency
adalah sebagai berikut: denominations are as follows:
2015 2014
Rupiah 18.378.405.859 24.323.700.220 Rupiah
Total 18.378.405.859 24.323.700.220 Total
Total utang usaha dari pihak berelasi Total trade payables to related parties represent
merepresentasikan 0,07% dan 0,29% dari total 0.07% and 0.29% of total liabilities of the Group as
liabilitas Kelompok Usaha masing-masing pada of December 31, 2015 and 2014, respectively.
17. UTANG LAIN-LAIN 17. OTHER PAYABLES

Utang lain-lain merupakan liabilitas jangka pendek Other payables consist of the following liabilities:
yang terdiri dari sebagai berikut:
2015 2014

Kementerian Perhubungan - 9.874.801.990 Ministry of Transportation
Titipan LPPNPI - 9.028.895.699 Deposit from LPPNPI

Jaminan pelaksanaan 126.916.315.793 119.004.052.776 Performance bonds
Titipan dan uang muka Deposit and advance
debitur 72.777.466.928 30.613.297.273 from debtors
Retribusi parkir 4.802.060.549 9.317.263.486 Parking retribution
Titipan lainnya 27.738.108.244 140.334.893.225 Other deposits
Total 232.233.951.514 318.173.204.449 Total
Jaminan pelaksanaan merupakan jaminan yang Performance bond represents guarantee from
diberikan oleh kontraktor sehubungan dengan contractors whose engaged in the Companys
proyek proyek Perusahaan. projects.
Titipan lainnya terdiri dari titipan PJP AP II, titipan Other deposits consist of PJP AP II deposit,
passenger services charge, titipan listrik, titipan PT passenger services deposit, electrical deposit, PT
Angkasa Pura I (Persero) (AP I) dan titipan parkir. Angkasa Pura I (Persero) (AP I) deposit and
parking deposit.
Total utang lain-lain dari pihak berelasi Total other payables to related parties represent
merepresentasikan 0,00% dan 0,59% dari total 0.00% and 0.59% of total liabilities of the Group as
liabilitas Kelompok Usaha masing-masing pada of December 31, 2015 and 2014.
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18. BEBAN AKRUAL 18. ACCRUED EXPENSES
Akun ini terdiri dari akrual untuk biaya-biaya This account consists of accruals for the following
sebagai berikut: expenses:
2014
Catatan 52/
As restated -
2015 Note 52)
Pembelian aset tetap 1.039.172.917.214 985.926.049.762 Acquisition of fixed asset

Pemeliharaan 175.274.152.399 109.617.518.345 Maintenance
Umum 171.029.272.488 179.026.373.930 General
Biaya pegawai 62.407.424.472 33.033.104.514 Employees expense
Retensi 56.687.012.576 91.510.235.778 Retention
Persediaan 12.938.455.534 15.551.229.691 Inventory
Sewa 10.924.055.958 18.995.590.975 Rental
Lain-lain 1.777.320.151 9.424.495.205 Others
Total 1.530.210.610.792 1.443.084.598.200 Total
19. PERPAJAKAN 19. TAXATION
a. Pajak dibayar di muka dan klaim a. Prepaid taxes and claim for tax refund
pengembalian pajak
Klaim pengembalian pajak terdiri dari: Claim for tax refund consists of:
2014
Catatan 52/
As restated -
2015 Note 52)
Perusahaan The Company

Pajak pendapatan Income tax
Pasal 28 tahun 2013 - 28.865.322.250 Article 28 year 2013
Entitas anak Subsidiary

Pajak pendapatan Income tax
Pasal 28 tahun 2013 - 338.013.106 Article 28 year 2013
Pasal 28 tahun 2014 - 1.303.679.867 Article 28 year 2014
Total - 30.507.015.223 Total
Pajak di bayar dimuka terdiri dari: Prepaid tax consists of:

2014
Catatan 52/
As restated -
2015 Note 52)
Lancar Current
Pajak pertambahan nilai 3.131.297.787 20.393.210.750 Value added tax
Pajak pendapatan pasal 19 - Income taxes article 19 -
Penilaian kembali Revaluation of
aktiva tetap (Catatan 19f) 39.804.820.405 fixed assets (Note 19f)
Entitas anak 12.374.304.310 7.205.487.342 Subsidiary
Total 55.310.422.502 27.598.698.092 Total
64
64



19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)

pengembalian pajak (lanjutan) (continued)
1) SKPKB PPN No. 80/207/061051/08 1) SKPKB PPN No. 80/207/061051/08 year
tahun 2006 2006
Pada tahun 2008, Perusahaan menerima In 2008, the Company received Tax
Surat Ketetapan Pajak Kurang Bayar Assessment Letter No.80/207/06/051/08
(SKPKB) No.80/207/06/051/08 atas PPN stating underpayment (SKPKB) of its
tahun 2006 sebesar Rp146.194.367.207. 2006 VAT amounting to
Rp146,194,367,207.
Atas SKPKB tersebut Perusahaan telah
mengajukan banding melalui Surat No. For the SKPKB, the Company submitted
05.05/00/12/2009/035 tanggal an appeal by Letter No.
11 Desember 2009 dan telah melakukan 05.05/00/12/2009/035 dated
pembayaran tunai sebesar December 11, 2009 and has paid in cash
Rp75.000.000.000 (sebagai syarat amounting to Rp75,000,000,000 (as a
banding) dan sisanya dibayar dari requirement of an appeal) and the
kompensasi menang banding atas remaining amount was paid from the
SKPKB tahun 2005 sebesar compensation of the appeal winning of
Rp71.194.367.207. SKPKB for fiscal year 2005 amounting to
Rp71,194,367,207.
Sesuai Putusan Pengadilan Pajak No. In accordance with Tax Court decision
Put.40489/PP/MV/16/2012 pada tanggal No. Put.40489/PP/MV/16/2012 dated
3 Oktober 2012, dinyatakan bahwa October 3, 2012 stated that the amount of
jumlah PPN Masa Pajak Januari - VAT for tax period January - December
Desember 2006 termasuk sanksi 2006, including the administrative
administrasi yang disengketakan oleh sanctions which disputed by the Company
Perusahaan dan dikabulkan Pengadilan and granted by the Tax Court was as
Pajak menjadi sebagai berikut: Jumlah follows: Amount disputed by the Company
yang disengketakan oleh Perusahaan was amounting to Rp146,194,367,207,
adalah sebesar Rp146.194.367.207, amount was not granted by the Tax Court
sedangkan jumlah yang tidak disetujui was amounting to Rp203,125,203 so the
oleh Pengadilan Pajak adalah sebesar amount granted by the Tax Court
Rp203.125.203 sehingga jumlah yang amounting to Rp145,991,242,004.
disetujui oleh Pengadilan Pajak adalah
Rp145.991.242.004.
Sehubungan dengan jumlah tagihan PPN In accordance with the above amount of
yang disetujui tersebut diatas, Kantor VAT claim, the Tax Office offset VAT
Pajak meng-offset tagihan PPN claim of Rp145,991,242,004 with the
Rp145.991.242.004 dengan utang taxes payable of Rp77,797,453,555. The
Perusahaan sebesar Rp77.797.453.555. Company received the refund of the net
Perusahaan menerima pengembalian VAT claim in the amount of
tagihan PPN sebesar Rp68.193.788.449 Rp68,193,788,449 on January 11, 2013
pada tanggal 11 Januari 2013 melalui through Tax Overpayment Refund Order
Surat Perintah Membayar Kelebihan Letter (SPMKP) No. 80012/093-0012-
Pajak (SPMKP) No. 80012/093-0012- 2013.
2013.
65 65


pengembalian pajak (lanjutan) (continued)
2) SKPKB PPN No. 0132/207/07/051/09 2) SKPKB PPN No. 0132/207/07/051/09

tahun 2007 year 2007
Pada tanggal 30 November 2009, On November 30, 2009, the Company

Perusahaan menerima SKPKB received SKPKB No.0132/207/07/051/09
No. 0132/207/07/051/09 atas PPN tahun of its 2007 VAT amounting to
2007 sebesar Rp146.194.367.207. Rp146,194,367,207
Atas SKPKB tersebut Perusahaan telah For the SKPKB, the Company submitted
mengajukan keberatan melalui Surat No. an appeal by Letter No.
05.05/00/12/2009/035 tanggal 05.05/00/12/2009/035 dated
23 Desember 2009. Permohonan December 23, 2009. The Companys
keberatan Perusahaan ditolak melalui objection was rejected by Decision Letter
Surat Keputusan Direktur Jenderal Pajak of Directorate General of Taxation
No. 577/WPJ.19/8D.05/2010. No.577/WPJ.19/8D.05/2010.
Pada tanggal 11 Februari 2011, On February 11, 2011, the Company

Perusahaan mengajukan banding melalui submitted appeal by Letter No.
Surat No. 05.05/00/2/2011/017 dan telah 05.05/00/2/2011/017 and has paid of
melakukan pembayaran Rp71,000,000,000 (as a requirement for
Rp71.000.000.000 (sebagai syarat appeal). Appeal request of the Company
banding). Permohonan banding was rejected by the Decision Letter No.
Perusahaan ditolak melalui Surat PUT 34028/PP/MV/16/2011 dated
Keputusan No. PUT October 5, 2011. Then, the Company
34028/PP/MV/16/2011 tanggal submitted Judicial Review (PK) to the
5 Oktober 2011. Kemudian Perusahaan Supreme Court of the Republic of
mengajukan Peninjauan Kembali (PK) Indonesia on December 23, 2011.
kepada Mahkamah Agung Republik
Indonesia pada tanggal
23 Desember 2011.
Berdasarkan Putusan Mahkamah Agung Based on the Decision of the Supreme

Reg.No: 255/C/PK/Pjk/2013 tanggal Court Reg. No: 255/C/PK/Pjk/2013 dated
13 Juni 2013, Mahkamah Agung menolak June 13, 2013, the Supreme Court
PK Perusahaan dan menghukum rejected the Companys judicial review
Perusahaan untuk membayar biaya and ordered the Company to pay court
perkara sebesar Rp2.500.000. expense amounting to Rp2,500,000.
66
66



b. Utang pajak b. Taxes payable
2014
Catatan 52/
As restated -
2015 Note 52)

Pajak pendapatan Income taxes
Pasal 25 24.247.226.962 20.086.705.316 Article 25
Pasal 29 86.285.600.017 6.514.600.984 Article 29
Pasal 21 14.405.291.235 5.049.105.657 Article 21
Pasal 23 1.691.939.839 2.200.936.053 Article 23
Pasal 26 219.086.138 130.514.138 Article 26
Pasal 4 (2) 9.536.867.202 14.080.839.973 Article 4 (2)
Pajak 22 189.976.573 - Article 22
Pajak pertambahan nilai 2.365.039.545 23.969.433.318 Value added tax
Pajak lainnya 8.631.287 59.402.787 Other taxes
Pajak pendapatan Income taxes
Pasal 21 79.933.212 297.653.563 Article 21
Pasal 23 545.504.389 258.714.629 Article 23
Pasal 4 (2) 7.262.348 300.003.000 Article 4 (2)
Pasal 29 574.945.664 381.316.742 Article 29
Pajak pertambahan nilai 427.748.633 297.534.278 Value added tax
Pajak lainnya 76.410.790 23.290.832 Other taxes
Total utang pajak 140.661.463.834 73.650.051.270 Total taxes payable
c. Manfaat (beban) pajak c. Tax benefit (expense)
Rincian beban (manfaat) pajak pendapatan The detail of corporate income tax expense
badan sebagai berikut: (benefit) are as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Pajak kini Current tax

Perusahaan (510.820.088.250) (390.107.581.500) The Company
Koreksi pajak Correction of corporate
penghasilan badan income tax for fiscal
tahun 2013 dan 2014 (50.434.503.500) - year 2013 and 2014
Entitas anak (5.395.679.295) (1.593.909.657) Subsidiary
Sub-total (566.650.271.045) (391.701.491.157) Sub-total
Pajak tangguhan Deferred tax

Perusahaan (13.080.212.490) 43.705.968.893 The Company
Entitas anak 858.883.980 263.497.945 Subsidiary
Sub-total (12.221.328.510) 43.969.466.838 Sub-total
Total (578.871.599.555) (347.732.024.319) Total
67
67



d. Taksiran pajak penghasilan d. Provision for income tax
Rekonsiliasi antara laba sebelum pajak, The reconciliation between profit before tax, as
seperti yang disajikan dalam laporan laba rugi shown in the consolidated statement of profit
dan penghasilan komprehensif lain or loss and other comprehensive income, and
konsolidasian, dan taksiran pendapatan kena estimated taxable income of the Company is
pajak Perusahaan adalah sebagai berikut: as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Laba sebelum pajak

menurut laporan laba rugi Profit before tax
dan penghasilan per consolidated statement
komprehensif lain of profit or loss and other
konsolidasian 2.266.194.631.830 1.474.501.895.771 comprehensive income
Laba entitas anak sebelum Profit of subsidiary before
beban pajak penghasilan corporate income tax expense
badan dan efek eliminasi 14.871.449.425 6.237.345.523 and elimination effect
Laba Perusahaan Profit before tax attributable

sebelum Pajak 2.251.323.182.405 1.468.264.550.248 to the Company
Beban (penghasilan) yang Expense (income) already

pajaknya bersifat final subjected to final tax
Penghasilan bunga (62.236.470.277) (104.476.641.892) Interest income
Penghasilan sewa (514.760.774.167) (420.071.445.615) Rent income
Biaya perolehan penghasilan Expenses related to
income
dikenakan pajak final 363.485.772.487 343.101.443.357 subjected to final tax
Laba Perusahaan sebelum Profit before tax

pajak setelah beban after expenses (revenues)
(penghasilan) yang pajaknya subjected to final tax
bersifat final 2.037.811.710.448 1.286.817.906.098 attributable to the Company
Ditambah (dikurangi): Add (deduct):
Beda temporer Temporary differences

Penyusutan aset tetap (228.622.035.691) (191.498.051.670) Depreciation of fixed assets
Penyisihan penurunan Provision for impairment
nilai piutang (2.054.068.526) 84.507.482 in value of receivable
Imbalan kerja (4.565.578.743) 80.652.486.683 Employee benefits
Sub-total (235.241.682.960) (110.761.057.505) Sub-total
Beda tetap Permanent differences

Beban-beban yang tidak
dapat dikurangkan Non-deductible expenses
Beban pegawai 80.256.147.098 65.088.196.615 Employee expenses
Beban umum 56.105.910.058 251.959.580.817 General expenses
Lain-lain 114.064.095.388 75.632.578.989 Others
Bagian atas laba neto Equity in net earnings of
entitas asosiasi (9.715.826.977) (8.306.878.202) and associated companies
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan 2.043.280.353.055 1.560.430.326.812 of the Company
Pembulatan 2.043.280.353.000 1.590.430.326.000 Rounding
68
68



d. Taksiran pajak pendapatan (lanjutan) d. Provision for income tax (continued)
Rekonsiliasi antara laba sebelum pajak, The reconciliation between profit before tax, as
seperti yang disajikan dalam laporan laba rugi shown in the consolidated statement of
dan penghasilan komprehensif lain comprehensive income, and estimated taxable
konsolidasian, dan taksiran pendapatan kena income of the Company is as follows:
pajak Perusahaan adalah sebagai berikut:
2014
Catatan 52/
As restated -
2015 Note 52)
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan 2.043.280.353.055 1.560.430.326.812 of the Company
Pembulatan 2.043.280.353.000 1.590.430.326.000 Rounding
Beban pajak penghasilan 510.820.088.250 390.107.581.500 Income tax expense
Pajak penghasilan dibayar

dimuka Prepayments of income tax
Pasal 22 1.620.750 2.526.750 Article 22
Pasal 23 134.963.043.825 97.341.501.832 Article 23
Pasal 25 289.569.823.658 286.248.951.934 Article 25
Total pajak dibayar dimuka 424.534.488.233 383.592.980.516 Total prepaid taxes
Taksiran hutang
(pengembalian) Estimated income tax
pajak penghasilan 86.285.600.017 6.514.600.984 (refund) payable
Rekonsiliasi antara beban pajak penghasilan The reconciliation between the income tax
yang dihitung dengan menggunakan tarif pajak expense calculated by applying the applicable
yang berlaku terhadap laba sebelum pajak tax rate to the profit before income tax, and the
pendapatan dan beban pajak pendapatan, netto, income tax expense, net, as shown in the
seperti yang disajikan dalam laporan laba rugi consolidated statement of profit or loss and
dan penghasilan komprehensif lain other comprehensive income, is as follows:
konsolidasian, sebagai berikut:
69 69



d. Taksiran pajak pendapatan (lanjutan) d. Provision for income tax (continued)

2014
Catatan 52/
As restated -
2015 Note 52)
Laba Perusahaan Profit before tax attributable

sebelum Pajak 2.251.323.182.405 1.468.264.550.248 to the Company
Beban pajak penghasilan dengan Income tax expense at applicable

tarif pajak yang berlaku (562.830.795.602) (367.066.137.562) tax rate
Cost related to revenue subject to
Beban terkait pendapatan final (90.871.443.122) (85.775.360.839) final income tax
Pendapatan yang dikenakan
pajak penghasilan final 144.249.311.111 131.137.021.877 Income subjected to final tax
Bagian atas laba neto 2.428.956.744 2.076.719.550 Equity in net earnings of
entitas asosiasi associated companies
Pengaruh beda tetap: Tax effect on permanent differences
Beban-beban yang tidak
dapat dikurangkan Non-deductible expenses
Beban pegawai (20.064.036.775) (16.272.049.154) Employee expenses
Beban umum (14.026.477.514) (62.989.895.204) General expenses
Lain-lain (28.516.023.847) (18.908.144.747) Others
Penyesuaian pajak tangguhan 45.730.208.265 71.396.233.471 Adjustment to deferred tax
Beban pajak penghasilan,

bersih (523.900.300.740) (346.401.612.608) Income tax expense, net
e. Pajak tangguhan e. Deferred tax
Perhitungan Pendapatan (beban) pajak dan The details of deferred income tax benefit
liabilitas pajak tangguhan adalah sebagai (expense) and deferred tax liability are as
berikut: follows:
31 Desember 2015/ December 31, 2015
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan 31 Desember
Credited ke ekuitas/ 2015/
1 Januari 2015/ (charged) Credited December 31,
January 1, 2015 to profit or loss to equity 2015
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Perusahaan: Company:
Selisih nilai buku aset tetap antara Difference in net book value of
dasar pengenaan pajak fixed assets between tax and
dan akuntansi (446.829.543.289) (11.425.300.674) - (458.254.843.963) accounting bases
Liabilitas imbalan kerja 56.978.324.493 (1.141.394.686) 17.565.239.252 73.402.169.059 Employee benefits liability
Allowance for impairment in value
Cadangan penurunan nilai piutang 42.279.207.470 (513.517.130) - 41.765.690.340 of receivables
Total (347.572.011.326) (13.080.212.490) 17.565.239.252 (343.086.984.564) Total
Entitas anak: Subsidiary:

dan akuntansi 100.000.000 281.443.883 - 381.443.883 accounting bases
Liabilitas imbalan kerja 1.098.497.876 110.998.424 (277.634.170) 931.862.130 Employee benefits liability
Cadangan penurunan nilai piutang - 466.441.673 - 466.441.673 of receivables
Total 1.198.497.876 858.883.980 (277.634.170) 1.779.747.686 Total
Liabilitas pajak tangguhan Consolidated deferred tax

konsolidasian - netto (346.373.513.450) (341.307.236.878) liability - net
70
70



e. Pajak tangguhan e. Deferred tax
Perhitungan Pendapatan (beban) pajak dan The computation of deferred income tax
aset pajak tangguhan adalah sebagai berikut: benefit (expense) and deferred tax assets is as
follows:

(Disajikan kembali - Catatan 52/As restated - Note 52)
(dibebankan)
ke laba rugi/ Dikreditkan 31 Desember
Credited ke ekuitas/ 2014/
1 Januari 2014/ (charged) Credited December 31,
January 1, 2014 to profit or loss to equity 2014
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Perusahaan: Company:
dan akuntansi (476.117.924.667) 29.288.381.378 (446.829.543.289) accounting bases
Liabilitas imbalan kerja 48.348.524.876 14.396.460.644 (5.766.661.027) 56.978.324.493 Employee benefits liability
Cadangan penurunan nilai piutang 42.258.080.599 21.126.871 - 42.279.207.470 of receivables
Total (385.511.319.192) 43.705.968.893 (5.766.661.027) (347.572.011.326) Total
Entitas Anak: Subsidiary:

Selisih nilai buku aset antara Difference in net book value of
dan akuntansi 62.500.000 37.500.000 - 100.000.000 accounting bases
Liabilitas imbalan kerja 745.602.379 225.997.945 126.897.552 1.098.497.876 Employee benefits liability
Total 808.102.379 263.497.945 126.897.552 1.198.497.876 Total
Liabilitas pajak tangguhan Consolidated deferred tax

konsolidasian - netto (384.703.216.813) (346.373.513.450) liability - net
f. Insentif pajak f. Tax incentives
Pada bulan Desember 2015, Perusahaan In December 2015, the Company took
memanfaatkan Paket Kebijakan Ekonomi Jilid advantage of the Economic Policy Package V
V dalam bentuk insentif pajak untuk penilaian in the form of tax incentives for fixed assets
kembali aktiva tetap sebagaimana diatur lebih revaluation as stipulated in the Ministry of
lanjut melalui Peraturan Menteri Keuangan Finance Regulation (PMK) No.
(PMK) No. 191/PMK.010/2015 jo PMK No. 191/PMK.010/2015 jo PMK No.
233/PMK.03/2015. Sesuai dengan PMK 233/PMK.03/2015. In accordance with the
tersebut, Perusahaan dapat melakukan PMK, the Company is allowed to revaluate its
penilaian kembali aktiva tetap untuk tujuan fixed assets for tax purposes and will obtain
perpajakan dengan mendapatkan perlakuan special treatment when the application of the
khusus apabila permohonan penilaian kembali revaluation is submitted to Directorate General
diajukan kepada Direktur Jenderal Pajak of Taxation (DGT) during the period between
(DJP) dalam jangka waktu sejak berlakunya the effective date of PMK and December 31,
PMK tersebut sampai dengan tanggal 2016. The special treatment is final income tax
31 Desember 2016. Perlakuan khusus ranging from 3%-6% on the excess of the
tersebut berupa PPh yang bersifat final revaluation amount of fixed assets over its
berkisar 3%-6% atas selisih lebih nilai aktiva original net book value.
tetap hasil penilaian kembali di atas nilai sisa
buku fiskal
semula.
71
71




f. Insentif pajak (lanjutan) f. Tax incentives (continued)
Pada tanggal 23 Desember 2015, Perusahaan On December 23, 2015, the Company filed an
telah mengajukan permohonan penilaian application for fixed assets revaluation using
kembali aktiva tetap berdasarkan hasil selfassessed revaluation amount and has paid
perkiraan penilaian kembali sendiri dan telah the related final income tax amounted to
melunasi PPh final terkait sebesar Rp39,804,820,405. Based on the PMK, the
Rp39.804.820.405. Sesuai PMK, nilai aktiva selfassessed revaluation amount should be
tetap hasil perkiraan penilaian kembali sendiri revaluated by a public independent appraiser
harus dilakukan penilaian kembali dan (KJPP) or valuation specialist, which is
ditetapkan oleh kantor jasa penilai publik registered with the Government, before
(KJPP) atau ahli penilai, yang memperoleh December 31, 2016. Upon verification of the
izin dari Pemerintah, paling lambat tanggal 31 completeness and accuracy of the application,
Desember 2016. Setelah meneliti kelengkapan DGT may issue approval letter within 30 days
dan kebenaran permohonan, DJP dalam after the receipt of complete application. The
jangka waktu 30 hari sejak permohonan Company recorded and presented the final
diterima lengkap dapat menerbitkan surat income tax paid as prepaid taxes.
keputusan persetujuan penilaian kembali
aktiva tetap. Perusahaan mencatat dan
menyajikan pembayaran PPh final sebagai
Pajak dibayar di muka.
20. LIABILITAS DANA PENSIUN 20. PENSION FUND LIABILITIES
Akun ini sebagian besar merupakan defisit This account mostly represents deficit on the
minimum pendanaan iuran dana pensiun pada minimumfunding requirement (shortfall) in pension
tanggal 31 Desember 2015 dan 2014. contribution as of December 31, 2015 and 2014.
21. PENDAPATAN YANG DITERIMA DI MUKA 21. UNEARNED REVENUES
Akun ini merupakan Pendapatan yang diterima This account represents unearned income derived
dimuka yang berasal dari sewa dan konsesi from leases and concessions with the details as
dengan rincian sebagai berikut: follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Sewa ruang 54.274.462.473 49.744.201.062 Space rental

Pemasangan reklame 44.229.602.998 30.124.006.283 Advertising installation
Sewa tanah 9.264.381.855 13.785.058.514 Land rental
Konsesi dan airport pass 7.675.273.999 9.564.693.962 Concession and airport pass
Lain-lain 1.331.846.140 5.983.404.402 Others
Total 116.775.567.465 109.201.364.223 Total
72
72



22. PINJAMAN JANGKA PANJANG 22. LONG-TERM LOANS
Pada tanggal-tanggal berikut, Perusahaan On the following dates, the Company entered into
menandatangani perjanjian fasilitas kredit dengan agreements of credit facility with several banks and
beberapa pihak bank dan institusi finansial untuk financial institutions to fund the airport development
membiayai pengembangan bandar udara of the Company:
Perusahaan:
Jumlah maksimum
Fasilitas
Pinjaman (Rp)/
Tanggal Perjanjian/ Maximum Credit
Rekanan/ Counterparts Agreement date Facility Limit (Rp)
PT Bank Maybank Indonesia Tbk (Maybank)
(dahulu PT Bank Internasional Tbk/ 11 Agustus 2014/ 1.500.000.000.000
formerly PT Bank Internasional Indonesia Tbk) August 11, 2014
PT Sarana Multi Infrastruktur (Persero) 20 Maret 2015/ 500.000.000.000
(SMI) March 20, 2015
PT Indonesia Infrastructure Finance 15 Juli 2015/ 400.000.000.000
(IIF) July 15, 2015
Lembaga Pembiayaan Ekspor Indonesia 1 April 2015/ 1.500.000.000.000
(EXIM) April 1, 2015
Rincian jumlah pinjaman jangka panjang yang telah The details of the long-term loans which have been
ditarik dari perjanjian fasilitas pinjaman di atas adalah drawn from the above-mentioned facility
sebagai berikut: agreements are as follows:
Jumlah sisa fasilitas pinjaman
Jumlah yang telah ditarik dalam rupiah/
dalam rupiah*/ The remaining amount of loan
Amount of drawdown in rupiah* facilities in rupiah
2015 2014 2015 2014
PT Bank Maybank Indonesia Tbk

(Maybank)
(dahulu PT Bank Internasional
Indonesia Tbk/formerly PT Bank
Internasional Indonesia Tbk) 734.000.000.000 423.000.000.000 766.000.000.000 1.077.000.000.000
PT Sarana Multi Infrastruktur
(Persero) 182.462.596.979 - 317.537.403.021 -
PT Indonesia Infrastructure
Finance 50.000.000.000 - 350.000.000.000 -
Lembaga Pembiayaan Ekspor
Indonesia 255.180.109.812 - 1.244.819.890.188 -
Total/Total 1.221.642.706.791 423.000.000.000 2.678.357.293.209 1.077.000.000.000
*sebelum penyesuaian nilai wajar. *before adjustment to fair value.
Tingkat bunga pinjaman untuk Fasilitas Pinjaman The Maybank Facility Loan bears interest at the
Maybank adalah base rate LPS ditambah margin rate of LPS base rate plus margin of 2.45% per
sebesar 2,45% per tahun. Sedangkan tingkat bunga annum. The Facilities Loan of SMI, IIF, and EXIM
pinjaman untuk Fasilitas Pinjaman SMI, IIF, dan EXIM bear interest at the rate of LPS base rate plus
adalah LPS ditambah margin sebesar 2% per tahun. margin of 2% per annum. The Company is required
Perusahaan diharuskan membayar kembali semua to repay all of the loan starting after 36th month
Fasilitas Pinjaman tersebut dimulai bulan ke 36 after the agreement date up to 120th month after
setelah tanggal perjanjian sampai dengan bulan ke the agreement date.
120 setelah tanggal perjanjian.
Untuk seluruh fasilitas pinjaman, Perusahaan For all of loan facilities, the Company is required to
diwajibkan untuk membayar provision fee atau up- pay a provision fee or an up-front fee of 0.65%,
front fee sekali di awal masa peminjaman sebesar from the total loan facility once at the beginning of
0,65% dari jumlah fasilitas pinjaman yang tersedia. loan period.
7373


22. PINJAMAN JANGKA PANJANG (lanjutan) 22. LONG-TERM LOANS (continued)
Rincian pinjaman jangka panjang Perusahaan adalah The details of the Companys long-term loans are
sebagai berikut: as follows:
Rekanan/Counterparts 2015 2014 \
PT Bank Maybank Indonesia Tbk (Maybank)

(dahulu PT Bank Internasional Indonesia Tbk/
formerly PT Bank Internasional Indonesia Tbk) 724.988.521.461 423.000.000.000
PT Sarana Multi Infrastruktur (Persero) 179.290.257.634 -

PT Indonesia Infrastructure Finance 47.487.442.361 -
Lembaga Pembiayaan Ekspor Indonesia 245.874.426.753 -
Dikurangi bagian yang jatuh tempo

dalam satu tahun/
Less current maturities - -
Porsi jangka panjang/Long term portion 1.197.640.648.209 423.000.000.000
Pada tanggal 31 Desember 2015 dan 2014, As of December 31, 2015 and 2014, the Company
Perusahaan belum melakukan pembayaran atas has not made any repayment on long-term loans.
pinjaman jangka panjang tersebut.
Rincian tanggal jatuh tempo dan jaminan The details of maturities and collaterals related with
sehubungan dengan fasilitas pinjaman jangka long-term loans as of December 31, 2015 are as
panjang pada tanggal 31 Desember 2015 adalah follows:
sebagai berikut:
Jatuh Tempo/Maturities Jaminan/Collateral
PT Bank Maybank Indonesia Tbk 11 September 2017 sampai Tidak ada jaminan khusus/
(dahulu PT Bank Internasional 11 Agustus 2024/
Indonesia Tbk/formerly PT Bank September 11, 2017 until No special collateral
Internasional Indonesia Tbk) August 11, 2024
PT Sarana Multi Infrastruktur (Persero) 20 April 2018 sampai Tidak ada jaminan khusus/
20 Maret 2025/
April 20, 2018 until No special collateral
March 20, 2025
PT Indonesia Infrastructure Finance 15 Agustus 2018 sampai Tidak ada jaminan khusus/
15 Juli 2025/ No special collateral
August 15, 2018 until
July 15, 2025
Lembaga Pembiayaan Ekspor Indonesia 1 Mei 2018 sampai Tidak ada jaminan khusus/
1 April 2025/ No special collateral
May 1, 2018 until
April 1, 2025
74
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22. PINJAMAN JANGKA PANJANG (lanjutan) 22. LONG-TERM LOANS (continued)
Perusahaan juga diwajibkan untuk mempertahankan The Company is also required to maintain certain
rasio-rasio keuangan tertentu selama periode financial ratios during the period of loan agreement
perjanjian pinjaman sebagai berikut: as follows:
- Debt Service Coverage Ratio (DSCR) minimal - Minimum Debt Service Coverage Ratio
sebesar 1,2 (DSCR) amounting to 1.2
- Rasio Hutang Terhadap Ekuitas (DER) - Maximum Debt Equity Ratio (DER) amounting
maksimum sebesar 2 kali to 2
- Rasio Lancar minimum sebesar 1,10 - Minimum Current Ratio amounting to 1.10
PT Bank Maybank Indonesia Tbk (Maybank) PT Bank Maybank Indonesia Tbk (Maybank)
(dahulu PT Bank Internasional Indonesia Tbk) (fomerly PT Bank Internasional Indonesia Tbk)
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated August 11,
11 Agustus 2014, Perusahaan memperoleh 2014, the Company obtained a term loan facility
fasilitas pinjaman berjangka dari Maybank dengan from Maybank with maximum credit facility limit of
jumlah maksimum fasilitas pinjaman sebesar Rp1,500,000,000,000. The proceeds of the loan
Rp1.500.000.000.000. Hasil penerimaan dari from this facility were used to finance the
pinjaman ini digunakan untuk membiayai Companys airport development.
pengembangan bandar udara Perusahaan.
PT Sarana Multi Infrastruktur (SMI) PT Sarana Multi Infrastruktur (SMI)
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated March 20, 2015,
20 Maret 2015, Perusahaan memperoleh fasilitas the Company obtained a financing facility from SMI
pembiayaan dari SMI dengan jumlah maksimum with maximum credit facility limit of
fasilitas pinjaman sebesar Rp500.000.000.000. Rp500,000,000,000. The proceeds of the loan from
Hasil penerimaan dari pembiayaan ini digunakan this facility were used to to finance the Companys
untuk pengembangan bandar udara Perusahaan. airport development.
Indonesia Exim Bank (EIB) Indonesia Exim Bank (EIB)
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated April 1, 2015,
1 April 2015, Perusahaan memperoleh fasilitas the Company obtained a term loan facility from EIB
pinjaman berjangka dari EIB dengan jumlah with maximum credit facility limit of
maksimum fasilitas pinjaman sebesar Rp1,500,000,000,000. The proceeds of the loan
Rp1.500.000.000.000. Hasil penerimaan dari from this facility were used to finance the
pinjaman ini digunakan untuk membiayai Companys airport development.
pengembangan bandar udara Perusahaan.
PT Indonesia Infrastructure Finance (IIF) PT Indonesia Infrastructure Finance (IIF)
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated July 15, 2015,
15 Juli 2015, Perusahaan memperoleh fasilitas the Company obtained a term loan facility from IIF
pinjaman berjangka dari IIF dengan jumlah with maximum credit facility limit of
maksimum fasilitas pinjaman sebesar Rp400,000,000,000. The proceeds of the loan from
Rp400.000.000.000. Hasil penerimaan dari this facility were used to to finance the Companys
pinjaman ini digunakan untuk membiayai airport development, especially in Soekarno-Hatta
pengembangan bandar udara Perusahaan Airport.
khususnya Bandara Soekarno-Hatta.
Pada tanggal 31 Desember 2015, Perusahaan As of December 31, 2015, the Company has met
telah memenuhi semua persyaratan dan perjanjian all the requirement and covenant stated in this loan
yang tercantum dalam perjanjian pinjaman ini. agreement.
75
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23. UTANG JAMINAN PELANGGAN 23. CUSTOMER DEPOSITS
Akun merupakan jaminan yang diberikan oleh This account represents colateral given by debitur
penyewa (tenant) atas sewa ruangan, tanah dan (tenant) whose consisted of space rental, land
instalasi listrik, air dan telepon di awal perjanjian. rental, electrical and water installation at the
beginning of the contract.
Rincian utang jaminan yang akan diperhitungkan The details of the debt guarantee will be calculated
berdasarkan tempat terjadinya sebagai berikut: based on the following points:
2014
Catatan 52/
As restated -
2015 Note 52)
Soekarno - Hatta 16.284.622.517 9.351.199.255 Soekarno Hatta

Sultan Syarif Kasim II 1.796.355.674 700.248.287 Sultan Syarif Kasim II
Halim Perdanakusuma 1.377.944.159 1.721.545.895 Halim Perdanakusuma
Kantor Pusat 2.512.867.996 3.588.293.069 Head Office
Supadio 304.704.170 1.047.498.800 Supadio
Minangkabau 268.806.144 313.806.144 Minangkabau
Husein Sastranegara 113.609.253 348.622.776 Husein Sastranegara
Depati Amir 61.953.500 61.953.500 Depati Amir
Kualanamu 13.249.979 13.249.979 Kualanamu
Total 22.734.113.392 17.146.417.705 Total
24. LIABILITAS IMBALAN KERJA 24. EMPLOYEE BENEFITS LIABILITIES
Kelompok Usaha menyediakan imbalan kerja The Group provides short-term employee benefits,
jangka pendek, pensiun dan kesejahteraan retirement and other employees benefits to its
karyawan lainnya untuk seluruh karyawan tetap active and retired employees, as follows:
yang masih aktif dan yang sudah pensiun, sebagai
berikut:
2015 2014

Tantiem and production
Tantiem dan jasa produksi 141.297.898.369 128.572.183.143 services

Bonus 4.151.984.025 3.480.345.525 Bon
Total 145.449.882.394 132.052.528.668 Total
Kelompok Usaha menunjuk PT Bestama Aktuaria, The Group has appointed PT Bestama Aktuaria, an
aktuaris independen, untuk melakukan penilaian independent actuary, to conduct a valuation of the
dari taksiran liabilitas untuk imbalan pasca kerja, expected obligation for post-retirement benefit,
imbalan pensiun, imbalan kesehatan pasca kerja pension benefit, post-employment medical benefit
dan imbalan pasca kerja lainnya seperti uang and other post-employment benefits such as long
penghargaan dan pengabdian. service reward and jubilee awards.
Liabilitas imbalan kerja dihitung dengan The employee benefits liabilities were calculated
menggunakan metode projected-unit-credit oleh using the projected-unit-credit method by an
aktuaris independen, PT Bestama Aktuaria, independent firm of actuaries, PT Bestama
berdasarkan laporannya pada tanggal Aktuaria, based on its reports dated
21 Januari 2016. January 21, 2016.
76
76



24. LIABILITAS IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS LIABILITIES (continued)
2014
Catatan 52/
As restated -
2015 Note 52)

Program imbalan Post-employment
pasca kerja 153.881.457.237 64.261.255.570 benefit program
Program pasca Other post-employment
kerja lainnya 7.821.407.102 - benefit program
Program pensiun 320.127.752 60.773.146.856 Pension program
Program kesehatan Post-employment
pasca kerja - 41.554.168.409 medical program

Program imbalan Post-employment
pasca kerja 3.727.448.521 4.393.991.502 benefit program
Total 165.750.440.612 170.982.562.337 Total
Estimasi liabilitas imbalan kerja yang diakui The estimated employee benefits liability
Perusahaan adalah sebagai berikut: recognized by the Company are as follows:
a. Program imbalan pasca kerja a. Post-employment benefit pogram
Perusahaan menerapkan dini dan The Company early adopted and recorded
membukukan imbalan pasca kerja sesuai post-employment benefit in accordance with
PSAK No. 24 (Revisi 2013), Imbalan Kerja. PSAK No. 24 (Revised 2013), Employee
Benefits.
Rekonsiliasi saldo awal dan akhir dari nilai kini The reconciliation of beginning and ending
liabilitas adalah sebagai berikut: balance of present value of liabilities is as
follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Nilai kini Present value

liabilitas - awal tahun 64.261.255.570 60.907.505.462 liability - beginning of year
Biaya jasa kini 10.844.459.279 3.827.027.603 Current service cost
Biaya bunga 5.237.371.506 5.420.767.987 Interest cost
Biaya jasa lalu - 5.052.549.939 Past service cost
Pembayaran imbalan (13.165.247.374) (10.703.036.896) Benefits paid
Keuntungan (kerugian) aktuaria 86.703.618.256 (243.558.525) Actuarial gain (loss)
Present value liability -

Nilai kini liabilitas - akhir tahun 153.881.457.237 64.261.255.570 end of year
77
77



a. Program imbalan pasca kerja (lanjutan) a. Post-employment benefit pogram (continued)
Rincian beban yang diakui dalam laporan laba The details of expenses recognized in the
rugi dan penghasilan komprehensif lain consolidated statements of profit or loss and
konsolidasian adalah sebagai berikut: other comprehensive income are as follow:
2014
Catatan 52/
As restated -
2015 Note 52)

Total 16.081.830.785 14.300.345.528 Total
Rekonsiliasi saldo pengukuran kembali atas The reconciliation of re-measurement on net of

liabilitas/(aset) neto di laporan posisi keuangan liability/(asset) in the consolidated statements
konsolidasian adalah sebagai berikut: of financial position are as follow:
2014
Catatan 52/
As restated -
2015 Note 52)
Jumlah pengukuran kembali Re-measurement amount

Awal tahun 10.052.926.747 10.296.485.272 Beginning of year
Keuntungan (kerugian) aktuaria 86.703.618.256 (243.558.525) Actuarial gain (loss)
Akumulasi jumlah Accumulated amount of

pengukuran kembali 96.756.545.003 10.052.926.747 re-measurements
Mutasi liabilitas yang diakui di laporan posisi The movements in the liabilities in the
keuangan konsolidasian adalah sebagai consolidated statements of financial position
berikut: are as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Liabilitas netto awal tahun 64.261.255.570 60.907.505.463 Net liability - beginning of year
Beban periode berjalan 16.081.830.785 14.300.345.528 Recognized expenses
Pembayaran imbalan kerja Payments of employee benefits
oleh entitas (13.165.247.374) (10.703.036.896) from Company
Pengukuran kembali Re-measurement
liabilitas/aset 86.703.618.256 (243.558.525) of liability/ assets
Liabilitas netto akhir tahun 153.881.457.237 64.261.255.570 Net liability at end of year
78
78



a. Program imbalan pasca kerja (lanjutan) a. Post-employment benefit pogram (continued)
Nilai kini kewajiban imbalan pasti tahun The current year and previous four years
berjalan dan empat tahun sebelumnya adalah present value of benefits obligation is as
2015 2014 2013 2012 2011
Nilai kini liabilitas Present value of defined

manfaat pasti 153.881.457.237 64.261.255.570 60.907.505.462 65.942.194.549 53.952.670.695 benefits liability
Liabilitas netto
akhir tahun 153.881.457.237 64.261.255.570 60.907.505.462 65.942.194.549 53.952.670.695 Net liability - end of year
Analisa sensitivitas pada tanggal The sensitivity analysis on December 31, 2015
31 Desember 2015 adalah sebagai berikut: are as follows:
Analisis sensitivitas Sensitivity analysis

Nilai kini kewajiban imbalan pasti 153.881.457.237 PV defined benefits obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions

+ 0,50% 150.429.043.548 + 0.50%
- 0,50% 157.553.306.700 - 0.50%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions

+ 1,00% 166.740.564.967 + 1.00%
- 1,00% 142.008.919.103 -1.00%
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used to determine
menentukan beban dan liabilitas imbalan post-employment benefit expenses and
pascakerja adalah sebagai berikut: liabilities are as follows:
2015 2014
Tingkat diskonto 9,00% 8,30% Discount rate

Estimasi kenaikan gaji pegawai 5,00% 5,00% Salary increment
Tingkat mortalita 100% TMI III 100% TMI III Mortality rate
Tingkat cacat 10%TMI III 10%TMI III Disability rate
Umur pensiun 56 tahun/56 years Retirement age
Tingkat mengundurkan diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate
garis lurus sampai dengan 0% pada umur 55 tahun/
5% for employees with ages from 20 years old,
decreasing linearly to 0% at age 55
Jatuh tempo liabilitas imbalan pasca kerja The maturity of employee benefits liability as of
pada tanggal 31 Desember 2015 adalah December 31, 2015 is as follows:
sebagai berikut:
Dalam waktu 12 bulan berikutnya Within the next 12 months

(tahun pelaporan tahunan berikutnya) 22.065.162.932 (the next annual reporting year)
Antara 1 hingga 2 tahun 22.265.439.009 Between 1 to 2 years
Antara 2 hingga 5 tahun 62.318.553.718 Between 2 to 5 years
Di atas 5 tahun 2.610.184.087.626 Above 5 years
79
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b. Program pensiun b. Pension program
Program pensiun ini dikelola oleh Dana The retirement program is managed by Dana
Pensiun Angkasa Pura II yang telah disahkan Pensiun Angkasa Pura II which has been
oleh Menteri Keuangan Republik Indonesia approved by the Ministry of Finance of the
No. KEP-391/KM.17/1999 pada tanggal Republic of Indonesia KEP-391/KM.17/1999
15 November 1999. Jumlah karyawan yang on November 15, 1999. The number of
berhak memperoleh manfaat tersebut adalah employees which are entitled to these benefits
sebanyak 2.034 karyawan aktif, 107 karyawan are 2,034 active employees, 107 resigned
keluar dengan pensiun ditunda dan 2.572 employees with deferred pensions and 2,572
pensiunan. retired employees.
liabilitas adalah sebagai berikut: balance of present value of obligation is as
follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Nilai kini liabilitas Present value liability -

awal tahun 910.592.953.033 711.665.041.411 beginning of year
Pembayaran imbalan kerja (85.714.814.400) (74.705.343.348) Benefits paid
Nilai kini liabilitas - akhir Present value liability end

tahun (ekspetasi) 909.233.271.264 824.976.702.897 of year (expectation)
Pengukuran kembali liabilitas Re-measurement

(aset) imbalan pasti neto - - of net liabilty (asset)
Keuntungan/kerugian dari Gain/loss changes in from
perubahan asumsi (23.522.400.512) 85.616.250.136 assumptions
Nilai kini liabilitas Present value liability

di akhir tahun 885.710.870.752 910.592.953.033 at end of year
80
80



b. Program pensiun (lanjutan) b. Pension program (continued)

Rekonsiliasi saldo awal dan akhir dari aset The reconciliation of beginning and ending
program adalah sebagai berikut: balance of asset program is as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Nilai wajar aset Fair Value of Assets program -

program awal tahun 849.819.806.177 824.230.935.000 beginning of year
Ekspektasi imbal hasil dari
aset program 66.328.860.501 67.970.194.717 Return on investments
Nilai wajar aset program awal
Pengukuran kembali liabilitas Re-measurement of liabilty
(aset) imbalan pasti neto (asset) net defined benefit
imbal hasil aset program (10.329.969.587) (12.257.422.983) return of program's asset
Pembayaran iuran - pemberi Payment of contributions from
kerja 62.992.906.624 42.054.621.123 employee
Pembayaran iuran - peserta Payment of contributions from
program 2.293.953.685 2.526.821.668 employee
Pembayaran imbalan kerja (85.714.814.400) (74.705.343.348) Benefits paid
Aset program akhir Assets program - end of

tahun (aktual) 885.390.743.000 849.819.806.177 year (actual)

2014
Catatan 52/
As restated -
2015 Note 52)
Jumlah pengukuran kembali Re-measurement amount

Imbalan hasil atas aset program 10.329.969.587 12.257.422.983 Return on program's asset
Penyesuaian atas pengalaman - (122.021.428.650) Experience adjustments

pengukuran kembali 34.829.139.142 48.021.570.067 re-measurements
81
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Rincian beban yang diakui dalam laporan laba- The details of expenses recognized in the
rugi dan penghasilan komprehensif lainnya consolidated statements of profit or loss and
Year ended December 31
2014
Catatan 52/
As restated -
2015 Note 52)

Biaya bunga 528.831.663 1.265.203.823 Interest cost
Beban yang diakui 15.732.318.445 126.975.523.510 Recognized expenses
Mutasi liabilitas yang diakui di laporan posisi The movements of the liabilities in the
keuangan konsolidasian adalah sebagai consolidated statement of financial position are
2014
Catatan 52/
As restated -
2015 Note 52)
Present value liability -

Nilai kini liabilitas - awal tahun 60.773.146.856 - beginning of year
Pembayaran iuran (62.992.906.624) (42.054.621.123) Contributions paid
Nilai kini liabilitas - akhir Present value liability - end of

tahun (ekspektasi) 13.512.558.677 84.920.902.387 year (expectation)
Pengukuran kembali liabilitas Re-measurement of net

(aset) imbalan pasti neto liabilty (asset)
Keuntungan/kerugian dari Gain/loss changes in from
perubahan asumsi (13.192.430.925) (24.147.755.531) assumptions
Liabilitas netto akhir tahun 320.127.752 60.773.146.856 Net liability at end of year
82
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2015 2014 2013 2012 2011

manfaat pasti 885.710.870.752 910.592.953.033 711.665.041.411 910.888.133.546 - benefits liability
Nilai wajar aset Program (885.390.743.000) (849.819.806.177) (824.230.935.000) (863.038.341.000) (910.888.133.546) Fair value of program assets
Defisit (surplus) 320.127.752 60.773.146.856 (112.565.893.589) 47.849.792.546 (910.888.133.546) Deficit (surplus)
menentukan beban dan liabilitas imbalan post-employment benefits expenses and
2015 2014

1949 Annuity 1949 Annuity
Tingkat mortalita Mortality Table Mortality Table Mortality rate
Tingkat cacat 10%TMI III 10%TMI III Disability rate
Usia pensiun normal 56 56 Pension normal age
Usia pensiun dini 46 46 Early pension age
Tingkat mengundurkan diri 1% untuk karyawan berumur 20 tahun, Resignation rate
menurun secara garis lurus
sampai dengan 0% pada umur 56 tahun/
1% for employees with
ages from 20 years old, decreasing linearly
to 0% at age 56
Analisa sensitivitas pada tanggal The sensitivity analysis on December 31, 2015
31 Desember 2015 adalah sebagai berikut: are as follows:
Analisis sensitivitas Sensitivity analysis

Nilai kini kewajiban imbalan pasti 885.710.870.752 PV defined benefit obligations
Asumsi tingkat diskonto Discount rate assumptions
+ 0,50% 880.463.554.303 + 0.50%
- 0,50% 891.232.499.616 - 0.50%
Asumsi tingkat kenaikan gaji Salary increment assumptions

+ 1,00% 896.076.181.900 + 1.00%
- 1,00% 876.269.336.305 - 1.00%
Komposisi nilai wajar aset program Compositions of fair value of assets program
Saham 2.47% Saham
Deposito berjangka 35.16% Time deposits
Surat berharga negara 13.08% Government bond
Obligasi 45.57% Bond
Reksadana 2.63% Mutual fund
Aset lainnya 1.09% Other assets
Total 100% Total
83
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c. Program kesehatan pasca kerja c. Post-employment medical benefits program
liabilitas adalah sebagai berikut: balance of present value of liability is as
follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Nilai kini liabilitas pada Present value liability at

awal tahun 41.554.168.409 48.095.222.796 beginning of year
Biaya jasa kini - 1.013.248.005 Current service cost
Kurtailmen (41.919.150.736) - Curtailments
Pembayaran imbalan kerja - (12.726.590.166) Benefits paid
Keuntungan (kerugian) aktuarial (3.250.230.325) 1.324.669.950 Actuarial gain (loss)

akhir tahun - 41.554.168.409 end of year

2014
Catatan 52/
As restated -
2015 Note 52)
Jumlah pengukuran kembali


pengukuran kembali - 3.250.230.325 re-measurements
Mutasi liabilitas yang diakui di laporan posisi The movement in the liabilities in the
2014
Catatan 52/
As restated -
2015 Note 52)
Liabilitas netto awal tahun 41.554.168.409 48.095.222.796 Net liability - beginning of year
Beban tahun berjalan (38.303.938.084) 4.860.865.829 Current year expense
Pembayaran imbalan kerja - (12.726.590.166) Benefits paid
Pengukuran kembali Re-measurement of
liabilitas/aset (3.250.230.325) 1.324.669.950 liability/assets
Liabilitas netto Net liability end

akhir periode - 41.554.168.409 of period
84
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c. Program kesehatan pasca kerja c. Post-employment medical benefits program
2015 2014 2013 2012 2011

manfaat pasti - 41.554.168.409 48.095.222.796 54.189.158.696 - benefits liability
menentukan beban dan liabilitas imbalan the post-employment benefit expenses and
2015 2014
Tingkat diskonto - 8,30% Discount rate

Estimasi kenaikan gaji pegawai - 5,00% Salary increment
- 1949 Annuity
Tingkat mortalitas - Mortality rate Mortality rate
Tingkat cacat - 10 % TM III Disability rate
Tingkat mengunduran diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate
garis lurus sampai dengan 0% pada umur 56 tahun/
5% for employees with ages from 20 years old
decreasing linearly to 0% at age 56
d. Program imbalan pasca kerja lainnya d. Other post-employment benefits program
liabilitas adalah sebagai berikut: balance of present value of liability is as
follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Nilai kini liabilitas Present value liability

pada awal tahun 581.501.202 - at beginning of year
Beban bunga - - Interest cost
Biaya jasa kini 16.512.985.544 - Current service cost
Pembayaran imbalan kerja (8.030.186.191) - Benefits paid
Keuntungan (kerugian)
aktuarial (1.242.893.453) - Actuarial gain (loss)

akhir tahun 7.821.407.102 - end of year
85
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Mutasi liabilitas yang diakui di laporan posisi The movement in the liabilities in the
2014
Catatan 52/
As restated -
2015 Note 52)
Liabilitas netto awal tahun 15.851.593.293 - Net liability - beginning of year

Beban tahun berjalan - - Current year expense
Pembayaran imbalan kerja (8.030.186.191) - Benefits paid
Liabilitas netto pada

akhir tahun 7.821.407.102 - Net liability at end of year
Rincian beban yang diakui dalam laporan laba- The details of expenses recognized in the
rugi dan penghasilan komprehensif lainnya consolidated statements of profit or loss and

2014
Catatan 52/
As restated -
2015 Note 52)
Biaya jasa kini 581.501.202 - Current service cost

Keuntungan (kerugian) aktuaria (1.242.893.453) - Actuarial gain (loss)
Biaya jasa lalu 16.512.985.544 - Past service cost
Beban yang diakui 15.851.593.293 - Recognized expenses
86
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menentukan beban dan liabilitas imbalan post-employment benefit expenses and
2014
Catatan 52/
As restated -
2015 Note 52)

Tingkat mortalita 100% TMI3 100% TMI3 Mortality rate
Tingkat cacat 5% dari TMI3 5% dari TMI3 Disability rate
Tingkat mengundurkan diri Early retirement rate
Usia/ Age Tingkat/Rate
15 29 6%
30 34 3%
35 39 1.8%
40 50 1.2%
51 52 0.6%
> 52 0%
Projected Unit
Metode aktuaria Credit Acturial method
Usia pensiun normal 56 tahun/ years Pension normal age
25. DANA PROGRAM TUNJANGAN HARI TUA 25. RETIREMENT PROGRAM FUNDS
Akun ini merupakan dana Tunjangan Hari Tua This account is the retirement funds (THT) of the
(THT) karyawan Perusahaan yang belum Companys employees which have not been paid
diserahkan kepada pegawai yang akan pensiun. to employees who will be retired.
26. DANA PROGRAM BUMN PEDULI BEASISWA 26. BUMN SCHOLARSHIP PROGRAM FUND
Dana ini berasal dari rekening Pokja BUMN Peduli This fund was derived from BUMN Scholarship
Beasiswa dengan setoran awal sebesar Program Fund with initial fund amounting to
Rp85.000.000.000. Dana ini diperuntukkan untuk Rp85,000,000,000. This fund was intended for 28
28 Perguruan Tinggi Negeri (PTN). Perusaaan di State Universities (PTN). The Company was
tugaskan oleh Menteri BUMN untuk mengelola dan assigned by the Ministry of BUMN to manage and
menyalurkan dana beasiswa sesuai dengan Surat to distribute scholarship funds in accordance with
Penugasan No. S-224/M6U/2010 tanggal the Assignment Letter No. S-224/MBU/2010 dated
23 April 2010 dan No. S-490/MBU/2010 tanggal April 23, 2010 and No. S-490/MBU/2010 dated
12 Agustus 2010. August 12, 2010.
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26. DANA PROGRAM BUMN PEDULI BEASISWA 26. BUMN SCHOLARSHIP PROGRAM FUND
2015 2014
Setoran awal 85.000.000.000 85.000.000.000 Initial fund

Pegembangan dana 5.010.504.645 4.917.671.485 Fund development
Penyaluran dana ke PTN (82.963.793.328) (82.284.302.940) Fund distribution to PTN
Biaya operasional (1.002.054.728) (768.233.108) Operational expenses
Biaya administrasi bank (769.453.083) (983.488.096) Bank administration expense
Total 5.275.203.506 5.881.647.341 Total
27. MODAL SAHAM 27. CAPITAL STOCK

Susunan pemegang saham dan kepemilikan The details of the Companys shareholder and
saham per 31 Desember 2015 dan 2014 adalah its share ownerships as of December 31, 2015
sebagai berikut: and 2014 are as follows:
Jumlah saham ditempatkan Persentase
dan disetor penuh/ kepemilikan/
Pemegang saham/ Number of shares Percentage Total/
Shareholder issued and fully paid of ownership Total
Pemerintah Indonesia/
Government of the Republic of Indonesia 5.000.000 100% 5.000.000.000.000
Berdasarkan Akta Notaris Otty Hari Chandara Based on Deed No. 40 dated August 16, 2012 of
Ubayani, S.H., No. 40 tanggal 16 Agustus 2012, Notary Otty Hari Chandara Ubayani, S.H., the
pemegang saham memutuskan untuk meningkatkan shareholder decided to increase the Companys
modal dasar Perusahaan dari Rp7.600.000.000.000 authorized capital stock from Rp7,600,000,000,000
menjadi Rp20.000.000.000.000 yang terbagi atas to Rp20,000,000,000,000 which is divided into
20.000.000 saham masing-masing dengan nilai 20,000,000 shares each with par value of
nominal Rp1.000.000 per saham. Pemegang saham Rp1,000,000 per share. The shareholder also
juga menyetujui untuk menambah modal disetor agreed to increase the Companys issued and fully
Perusahaan dari Rp1.900.000.000.000 menjadi paid capital stock from Rp1,900,000,000,000 to
Rp5.000.000.000.000. Rp5,000,000,000,000.
28. MODAL DISETOR LAINNYA 28. OTHER PAID-IN CAPITAL
Akun ini terdiri dari: This account consist of:
2015 2014
Cadangan modal 177.103 463.570 177.103 463.570 Capital reserves

PP No. 26 Tahun 1994 83.308.265.552 83.308.265.552 PP No. 26 Tahun 1994
PP No. 10 Tahun 1998 91.150.231.722 91.150.231.722 PP No. 10 Tahun 1998
351.561.960.844 351.561.960.844
Digunakan sebagai setoran modal Used as initial capital
tahun 1998 (351.561.960.844) (351.561.960.844) stock year 1998
Cadangan modal tahun 1998 81.099.573.644 81.099.573.644 Capital reserve year 1998
PP No. 53 Tahun 2013 303.400.820.848 303.400.820.848 PP No. 53 Year 2013
PP No. 130 Tahun 2015 2.000.000.000.000 0 PP No. 130 Year 2015
Total 2.384.500.394.492 384.500.394.492 Total
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28. MODAL DISETOR LAINNYA (lanjutan) 28. OTHER PAID-IN CAPITAL (continued)
PMN merupakan tambahan penyertaan modal PMN represents additional capital investment
Negara Republik Indonesia kepada Perusahaan of the Republic of Indonesia to the Company
sesuai PP No. 53 tanggal 27 Juli 2013 sebesar in accordance PP No. 53 dated July 27, 2013
Rp303.400.820.848. with the amount of Rp303,400,820,848.
Melalui Peraturan Pemerintah (PP) No. 130 Based on the Government Regulation (PP) No.
Tahun 2015 tanggal 28 Desember 2015 dan 130 Year 2015 dated December 28, 2015 and
Surat Keputusan Menteri BUMN Decree of the Ministry of BUMN
No. S-17/MBU/01/2016 tanggal 8 Januari No. S-17/MBU/01/2016 dated January 8, 2016, the
2016, Menteri BUMN menetapkan Ministry of BUMN determined the increase in the
penambahan penyertaan modal Negara capital investment amount of the Republic of
Republik Indonesia sebesar Indonesia amounting to Rp2,000,000,000,000 in
Rp2.000.000.000.000 dalam rangka order to land relinquishment for the construction of
pembebasan lahan untuk pembangunan runway 3 at Soekarno-Hatta International Airport.
landasan pacu (runway) 3 Bandar Udara
Internasional Soekarno-Hatta.
29. KOMPONEN EKUITAS LAINNYA 29. OTHER COMPONENTS OF EQUITY

2015 2014
Bantuan Pemerintah yang Belum Undetermined Status for

Ditentukan Statusnya (BPYBDS) 2.511.726.662.182 2.428.484.970.530 Government Contribution (BPYBDS)
Modal Pemerintah yang dialihkan Governments investment
ke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPI
Total 2.182.977.703.262 2.099.736.011.610 Total
BPYBDS merupakan bekas proyek bantuan BPYBDS originated from the Government
Pemerintah yang telah diserah terimakan kepada assistance projects which were handed over to
Perusahaan tetapi belum ditentukan statusnya oleh the Company but the status of which were not
Pemerintah. Apabila bantuan tersebut telah yet defined by the Government. Once the
ditetapkan serta ditentukan statusnya melalui PP status the projects are clarified through PP,
maka bantuan tersebut dipindahkan BPYBDS will be reclassified accordingly.
pengelompokannya sesuai dengan keputusan
tersebut.
Modal Pemerintah yang dialihkan ke LPPNPI Government equity transferred to LPPNPI

merupakan pengurangan penyertaan modal represents deduction of investment amount of
Negara Republik Indonesia pada Perusahaan the Republic of Indonesia in the Company in
sehubungan dengan surat dari Menteri BUMN relation to the letter from the Ministry of BUMN
No. S-48/MBU/2014 tanggal 3 Februari 2014 No. S-48/MBU/2014 dated February 3, 2014
tentang persetujuan pengalihan aset tetap regarding the approval of fixed assets transfer to
kenavigasian Perusahaan kepada LPPNPI dengan LPPNPI with the book value of
nilai buku sebesar Rp337.629.801.103. Rp337,629,801,103.
Dari nilai buku sebesar Rp337.629.801.103 From the book value of Rp337,629,801,103, the
terdapat nilai buku sebesar Rp8.880.842.183 yang book value amounting to Rp8,880,842,183 was
diambil kembali oleh Direktorat Jenderal given back to Directorate General of Civil Aviation.
Perhubungan Udara.
89 89



30. DIVIDEN DAN LABA DITAHAN 30. DIVIDENDS AND APPROPRIATED RETAINED
DICADANGKAN EARNINGS
Dalam Rapat Umum Pemegang Saham During the Shareholders Annual General
Tahunan (RUPS) untuk Tahun Buku 2012 Meeting (AGM) for the Financial Year 2012
yang diselenggarakan pada tanggal held on April 26, 2013, cash dividend of
26 April 2013, telah disetujui pembagian Rp426,743,770,446 was approved. The
dividen tunai sebesar Rp426.743.770.446. dividend was paid on May 24, 2013. An
Dividen ini dibayarkan pada tanggal 24 Mei appropriation for the statutory reserve was
2013. Cadangan wajib yang disetujui oleh also approved in the Shareholders AGM,
RUPS adalah sebesar Rp792.524.145.117 amounting to Rp792,524,145,117 from the
dari laba tahun berjalan konsolidasian 2012. 2012 consolidated profit for the year. Based on
Berdasarkan Surat dari Menteri BUMN the Ministry of BUMN Letter No. S-
No. S-758/MBU/12/2013 tanggal 20 Desember 758/MBU/12/2013 dated December
2013, Perusahaan diharuskan untuk 20, 2013, the Company was required to paid
menyetorkan dividen tambahan sebesar additional dividend amounting to
Rp20.000.000.000 dari Tahun Buku 2012 ke Rp20,000,000,000 from the Financial Year
Kas Negara. Dividen ini telah dibayarkan pada 2012 to the State of Treasury. The dividend
tanggal 27 Desember 2013. was paid on December 27, 2013.
Dalam RUPS untuk Tahun Buku 2013 yang During the Shareholders AGM for the
diselenggarakan pada tanggal 24 Maret 2014, Financial Year 2013 held on March 24, 2014,
telah disetujui pembagian dividen tunai cash dividend of Rp309,824,555,421 was
sebesar Rp309.824.555.421. Dividen ini approved. The dividend was paid on
dibayarkan pada tanggal 24 April 2014. April 24, 2014. An appropriation for the
Cadangan wajib juga disetujui oleh RUPS, statutory reserve was also approved in the
sebesar Rp722.923.962.650 dari laba tahun Shareholders AGM, amounting to
berjalan konsolidasian 2013. Berdasarkan Rp722,923,962,650 based from the 2013
Surat dari Menteri BUMN No. S- consolidated profit for the year. Based on the
788/MBU/12/2014 tanggal 23 Desember 2014, Ministry of BUMN Letter
Perusahaan diharuskan untuk menyetorkan No. S-788/MBU/12/2014 dated December 23,
dividen tambahan sebesar Rp51.637.000.000 2014, the Company was required to paid
dari Tahun Buku 2013 ke Kas Negara. Dividen additional dividend amounting to
ini telah dibayarkan pada tanggal Rp51,637,000,000 from the Financial Year
29 Desember 2014. 2013 to the State of Treasury. The dividend
was paid on December 29, 2014.
Dalam RUPS untuk Tahun Buku 2014 yang During the Shareholders AGM for the
diselenggarakan pada tanggal 12 Mei 2015, Financial Year 2014 held on May 12, 2015,
telah disetujui pembagian dividen tunai cash dividend of Rp219,614,503,465 was
sebesar Rp219.614.503.465. Dividen ini approved. The dividend was paid on
dibayarkan pada tanggal 9 Juni 2015. June 9, 2015. An appropriation for the
Cadangan wajib juga disetujui oleh RUPS, statutory reserve was also approved in the
sebesar Rp856.496.563.515 dari laba tahun Shareholders AGM, amounting to
berjalan konsolidasian tahun 2014. Rp856,496,563,515 from the 2014
consolidated profit for the year.
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31. SELISIH EKUITAS ENTITAS ANAK 31. EQUITY DIFFERENCE OF SUBSIDIARY
Selisih ekuitas entitas anak disebabkan dari Equity difference of subsidiary resulted from the
pengambilalihan PT Angkasa Pura Solusi sesuai takeover of PT Angkasa Pura Solusi based on DK
dengan surat DK No. 06.04/00/11/101 tanggal letter No. 06.04/00/11/101 dated
23 November 2011. November 23, 2011.
Rincian selisih ekuitas entitas anak adalah sebagai The details of equity difference of subsidiary are as
berikut: follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Akumulasi kerugian (26.316.798.626) (26.316.798.626) Accumulated losses
32. KEPENTINGAN NON-PENGENDALI 32. NON-CONTROLLING INTEREST
Kepentingan non-pengendali merupakan bagian Non-controlling interest is a the interest of minority

pemegang saham minoritas pada tanggal shareholders as of December 31, 2015 and 2014.
31 Desember 2015 dan 2014.
33. PENDAPATAN USAHA 33. OPERATING REVENUES
Rincian Pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Aeronautika Aeronautical
Jasa pelayanan penumpang 2.259.756.848.569 2.136.053.503.372 Passenger service charges
Jasa pendaratan 620.492.755.854 640.102.498.817 Landing services
Pemakaian counter 196.667.270.550 144.576.544.105 Counters Usage
Pemakaian aviobridge 130.140.767.872 115.106.995.971 Aviobridge usage
Jasa penempatan 48.104.918.173 37.155.367.324 Placement services
Jasa parking surcharge 47.606.411.766 16.221.278.705 Parking surcharge services
Lainnya 7.464.141.723 5.216.095.547 Others
Sub-total 3.310.233.114.507 3.094.432.283.841 Sub-total
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33. PENDAPATAN USAHA (lanjutan) 33. OPERATING REVENUES (continued)
Rincian Pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Non-aeronautika Non-aeronautical
Konsesi 1.000.388.615.353 747.967.742.218 Concession
Sewa ruangan 375.030.051.340 336.955.212.753 Room rental
Utilitas 167.299.811.219 131.890.402.240 Utilities
Pemasangan reklame 149.691.456.344 108.891.922.113 Advertising installation
Parkir kendaraan 180.943.685.406 89.433.118.229 Parking
Sewa tanah 139.730.722.827 83.116.232.863 Ground rent
Pas pelabuhan 9.384.013.527 11.976.093.606 Port entrance
Lainnya 162.613.907.863 136.291.831.173 Others
Sub-total 2.185.082.263.879 1.646.522.555.195 Sub-total
Pelayanan kargo 148.830.683.900 119.559.775.783 Cargo services
Total Pendapatan usaha 5.644.146.062.286 4.860.514.614.819 Total operating revenues
Pendapatan lainnya merupakan Pendapatan Other income is income for STV usage, use of
pemakaian STV, pemakaian ARINC, marshalling, ARINC, marshalling, antenna installation, use a
pemasangan antena, pemakaian kabel data, data cable, water usage, lounge and other non-
pemakaian air, lounge dan non-aeronautika aeronautical.
lainnya.
Jumlah Pendapatan Perusahaan yang didapatkan The Companys total revenue rendered to third
dari pihak ketiga dan pihak berelasi adalah: parties and related parties are as follows:
2015 2014
Pihak berelasi 826.245.090.113 663.812.263.933 Related parties

Pihak ketiga 4.817.900.972.173 4.196.702.350.886 Third parties
Total 5.644.146.062.286 4.860.514.614.819 Total
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34. BEBAN PEGAWAI 34. EMPLOYEE EXPENSES

2014
Catatan 52/
As restated -
2015 Note 52)
Tunjangan 718.767.000.978 545.485.486.446 Allowance

Gaji dan Upah 201.267.892.767 177.010.583.435 Salaries and wages
Bonus 165.377.674.650 151.496.314.331 Bonus
Seragam karyawan 29.578.100.535 12.254.010.502 Employee uniforms
Lembur 27.412.065.727 20.984.583.279 Overtime
Pengobatan 15.949.050.893 54.547.194.960 Medical
Total 1.158.351.785.550 961.778.172.953 Total
35. BEBAN OPERASIONAL BANDARA 35. AIRPORT OPERATION EXPENSES

2014
Catatan 52/
As restated -
2015 Note 52)
Penyusutan 532.488.343.992 522.809.546.124 Depreciation

Pemeliharaan bangunan Building and field
dan lapangan 506.482.120.918 428.412.873.476 maintenance
Komunikasi dan utilitas 433.075.005.623 417.464.399.335 Communication and utility
Jasa alih daya 65.157.963.619 40.303.834.734 Outsourcing
Perlengkapan dan bahan bakar 49.057.348.234 52.904.280.883 Supplies and fuel
Amortisasi 41.587.054.832 40.076.118.449 Amortization
Garbarata 18.766.186.737 8.572.345.035 Garbarata
Sewa kendaraan 11.646.531.220 8.954.952.827 Rent car
Penanggulangan gawat darurat 2.924.934.098 4.043.885.199 Emergency
Penurunan persediaan 284.398.153 8.562.034.647 Inventory loss
Biaya Operasional PJP4U LPNPI - 52.236.962.685 Operational expenses PJP4U LPNPI
Lainnya 61.467.728.900 111.489.791.422 Others
Total 1.722.937.616.326 1.695.831.024.816 Total
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36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES
2014
Catatan 52/
As restated -
2015 Note 52)
Imbalan pasca kerja, iuran Employee benefits expense,

dana pensiun, dan iuran THT 127.945.899.022 177.744.825.740 pension contributions and THT
Beban pajak 110.828.292.344 333.101.073.892 Tax expenses
Asuransi 78.837.745.725 16.577.605.475 Insurance
Pengembangan sumber
daya manusia 70.446.091.756 87.103.852.470 Human resources development
Gaji Komisaris dan Direksi 61.499.209.471 64.950.607.406 Commissioners and Directors salary
Beban keamanan 40.318.204.041 70.959.139.995 Security expense
Collection fee 37.846.532.772 41.696.281.293 Collection fee
Beban konsultan 35.239.710.766 41.270.350.448 Consultant fee
Perjalanan dinas 25.275.852.127 30.241.711.157 Business travel
Beban rapat dinas 14.012.192.490 10.230.721.187 Meeting expense
Aset dibiayakan 6.910.688.516 11.070.885.689 Financed assets
Beban promosi 6.757.045.225 7.767.671.565 Promotion expense
Beban olahraga 5.618.053.130 3.942.756.254 Sport expense
Beban umum lainnya 68.230.641.995 53.253.375.383 Others
Total 689.766.159.380 949.910.857.954 Total
37. BEBAN PEMASARAN 37. MARKETING EXPENSES
Beban pemasaran merupakan pengeluaran iklan di Marketing expenses represent advertising

media elektronik dan cetak serta kegiatan promosi expenditure in electronic and print media as well as
dalam rangka meningkatkan citra Perusahaan. promotion activities in order to enhance the
Companys image.
38. PENDAPATAN LAIN-LAIN 38. OTHER INCOME
Rincian Pendapatan lain-lain adalah sebagai The details of others income are as follows:
berikut:
2014
Catatan 52/
As restated -
2015 Note 52)
Laba selisih kurs, netto 52.658.468.526 36.419.335.697 Gain on foreign exchange, net
Pendapatan insidentil 40.540.469.621 8.137.165.900 Incidental income
Laba penjualan aset tetap 2.958.983.422 4.690.280.827 Gain on sale of fixed assets
Pendapatan lelang 2.108.218.176 2.085.889.468 Auction income
Lain-lain 238.180.778.639 231.479.820.926 Others
Total 336.446.918.384 282.812.492.818 Total
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39. BEBAN LAIN-LAIN 39. OTHER EXPENSES
Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:
2014
Catatan 52/
As restated -
2015 Note 52)
Penghargaan masa kerja 17.940.179.028 18.105.518.000 Gratuity benefits

Perayaan 6.578.060.450 2.167.578.961 Celebration
Beban pelelangan 3.946.119.525 1.264.716.935 Auction expenses
Sumbangan 1.997.352.776 1.809.141.908 Donation
Majalah dan koran 1.786.374.083 1.803.905.601 Newpaper and magazines
Beban penyimpanan surat berharga 86.686.240 95.880.700 Storage of securities expenses
Lainnya 92.806.587.823 94.084.634.320 Others
Total 125.141.359.925 119.331.376.425 Total
40. PENDAPATAN KEUANGAN, NETTO 40. FINANCE INCOME, NET
Rincian Pendapatan keuangan, netto adalah The details of finance income, net are as follows:
sebagai berikut:
2014
Catatan 52/
As restated -
2015 Note 52)
Interest income from

Pendapatan bunga deposito 51.268.761.388 85.998.019.611 time deposits
Pendapatan bunga obligasi Interest income from bonds
dan reksadana 7.782.518.751 10.036.274.078 and mutual funds
Interest income from
Pendapatan bunga jasa giro 3.390.284.979 3.556.533.547 current account
Total 62.441.565.118 99.590.827.236 Total
41. BAGIAN LABA (RUGI) ENTITAS ASOSIASI 41. SHARE IN PROFIT (LOSS) OF THE
ASSOCIATED ENTITIES
Akun ini terdiri dari: This account consist of:

2014
Catatan 52/
Kepemilikan (%)/ As restated -
Ownership (%) 2015 Note 52)
PT Gapura Angkasa 31,25% 11.631.849.343 13.994.245.226 PT Gapura Angkasa

PT Railink 40,00% (1.916.022.408) (5.687.367.024) PT Railink
Total 9.715.826.977 8.306.878.202 Total
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42. LABA PER SAHAM DASAR 42. BASIC EARNINGS PER SHARE
Laba per saham dasar dihitung dengan membagi Basic earnings per share is computed by dividing
laba netto dengan rata-rata tertimbang jumiah net income by the weighted average number of
saham yang beredar pada tahun yang shares outstanding durung the year.
bersangkutan.
2014
Catatan 52/
As restated -
2015 Note 52)
Laba tahun berjalan 1.687.323.032.275 1.126.769.871.452 Profit for the year

Rata-rata tertimbang jumlah saham Weighted average number of
biasa yang beredar 5.000.000 5.000.000 common shares outstanding
Laba per saham dasar 337.465 225.354 Basic earnings per share
43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES
Dalam kegiatan usaha normal, Kelompok Usaha In the normal course of business, the Group
melakukan transaksi dengan pihak-pihak berelasi, entered into transactions with related parties, which
yang terafiliasi dengan Kelompok Usaha melalui are affiliated with the Group through equity
kepemilikan langsung dan tidak langsung, dan/atau ownership, either direct or indirect, and/or under
di bawah kendali pihak yang sama. common control.
Rincian sifat hubungan dan jenis transaksi yang The details of nature of relationship and types of
signifikan dengan pihak berelasi adalah sebagai significant transactions with related parties are as
berikut: follows:
Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
Republik Indonesia/Controlled by Placement of cash and cash equivalents
the Goverment of Republic Indonesia
PT Bank Negara Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
(Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents
the Government of Republic Indonesia
PT Bank Rakyat Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
the Government of Republic Indonesia
PT Bank Tabungan Negara Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/
Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain/Other receivables

Pelayanan Navigasi Republik Indonesia/Controlled by
Penerbangan Indonesia the Goverment of Republic Indonesia
PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables
(Persero) Tbk Republik Indonesia/Controlled by related party
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/
Republik Indonesia/Controlled by Airline refueling services
PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility
96
96



43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES
Rincian sifat hubungan dan jenis transaksi yang The details of nature of relationship and types of
signifikan dengan pihak berelasi adalah sebagai significant transactions with related parties are as
berikut: (lanjutan) follows: (continued
Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions
PT Indonesia Infrastructure Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Finance Republik Indonesia/Controlled by Term loan facility
Lembaga Pembiayaan Ekspor Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Indonesia Republik Indonesia/Controlled by Term loan facility
PT Angkasa Pura Solusi Entitas anak/Subsidiary Pemberian pinjaman tanpa bunga/

Non-interest bearing loans
PT Gapura Angkasa Entitas asosiasi/Associate company Penyertaan saham/

Investment in shares of stock
PT Railink Entitas asosiasi/Associate company Penyertaan saham/

Investment in shares of stock
44. LABA SELISIH KURS, NETTO 44. GAIN ON FOREIGN EXCHANGE, NET
Laba (rugi) selisih kurs, netto terutama berasal dari Gain (loss) on foreign exchange mainly results
aset dan liabilitas dalam mata uang asing dan from assets and liabilities in foreign currencies and
perbedaan nilai tukar transaksi dari kegiatan usaha differences in exchange rates on the operational
dalam mata uang asing. transactions denominated in foreign currencies.
Untuk tahun yang berakhir pada tanggal-tanggal For the year ended December 31, 2015 and 2014,
31 Desember 2015 dan 2014, Kelompok Usaha the Group incurred gain (loss) on foreign
mengalami laba (rugi) selisih kurs, netto yang exchange, net due to weakening (strengthening) of
disebabkan oleh melemah (menguatnya) nilai tukar Indonesian rupiah against foreign currency,
Rupiah terhadap mata uang asing, khususnya especially US dollar which increase (decrease) the
Dolar AS yang mengakibatkan kenaikan net foreign currency denominated assets of the
(penurunan) posisi aset neto dalam mata uang Group.
asing Kelompok Usaha.
45. INFORMASI SEGMEN 45. SEGMENT INFORMATION
Untuk tujuan manajemen, Perusahaan For management purposes, the Companys

dikelompokkan berdasarkan divisi-divisi operasi businesses are grouped into operational divisions ,
yaitu aeronautika, non-aeronautika, kargo dan namely aeronautical, non-aeronautical, cargo and
lainnya dan kantor cabang. others and branch offices.
Segmen aeronautika menyediakan pelayanan jasa Aeronautical segment provides airport passenger
penumpang pesawat udara (PJP2U), pendaratan, service (PJP2U), landing services, placement,
penempatan, dan jasa aeronautika lainnya. and other aeronautics sevices. Non-aeronautical
Segmen non-aeronautika menyediakan jasa sewa, segment provides rent, concession, billboards,
konsesi, reklame, parkir dan jasa non-aeronautika parking and other non-aeronautical service. Cargo
lainnya. Segmen kargo menyediakan jasa segment provides cargo services. Individual
pelayanan kargo. Segmen usaha yang secara business segments that do not exceed 10% of the
individu tidak melebihi 10% dari Pendapatan usaha Company's operating revenues are presented as
Perusahaan disajikan sebagai lain-lain. others.
97 97



45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)

2015
Aeronautika/ Non-Aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/

Aeronautical Non-aeronautical Cargo Others Total Elimination Total
Pendapatan Revenues
Soekarno-Hatta 2.279.464.191.396 1.820.595.118.911 34.764.551.845 - 4.134.823.862.152 (115.644.142.014 ) 4.019.179.720.138 Soekarno-Hatta

Kualanamu 542.412.928.024 156.994.716.981 30.904.470.057 - 730.312.115.062 (15.156.172.888 ) 715.155.942.174 Kualanamu
Halim Perdanakusuma 93.889.446.997 82.435.360.669 1.371.019.370 - 177.695.827.036 (5.048.204.360) 172.647.622.676 Halim Perdanakusuma
Kantor pusat 121.017.983.888 29.956.193.250 - 150.974.177.138 - 150.974.177.138 Head office
Sultan Mahmud Badaruddin 76.864.527.707 42.473.534.642 9.951.968.161 - 129.290.030.510 (7.027.680.045) 122.262.350.465 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 80.860.907.729 33.283.400.089 8.745.918.675 - 122.890.226.493 (3.593.312.860) 119.296.913.633 Sultan Syarif Kasim II
Minangkabau 67.374.879.811 17.596.573.207 8.622.002.747 - 93.593.455.765 (3.299.038.590) 90.294.417.175 Minangkabau
Husein Sastranegara 64.030.917.758 12.079.370.887 1.659.206.454 - 77.769.495.099 (2.538.338.010) 75.231.157.089 Husein Sastranegara
Supadio 46.672.585.455 20.296.795.066 11.039.201.003 - 78.008.581.524 (3.542.994.061) 74.465.587.463 Supadio
Depati Amir 20.488.169.083 9.241.287.034 4.438.718.892 - 34.168.175.009 (713.614.080 ) 33.454.560.929 Depati Amir
Sultan Thaha 14.938.093.690 14.390.264.694 3.541.099.934 - 32.869.458.318 (639.317.350 ) 32.230.140.968 Sultan Thaha
Sultan Iskandar Muda 17.636.052.855 8.050.845.782 1.472.416.390 - 27.159.315.027 (389.817.900 ) 26.769.497.127 Sultan Iskandar Muda
Raja Haji Fisabilillah 5.493.430.307 4.057.329.621 2.363.917.122 - 11.914.677.050 - 11.914.677.050 Raja Haji Fisabilillah
Silangit 106.983.695 162.314.566 - - 269.298.261 - 269.298.261 Silangit
Total 3.310.233.114.507 2.342.674.896.037 148.830.683.900 - 5.801.738.694.444 (157.592.632.158 ) 5.644.146.062.286 Total
Beban Expenses
Beban pegawai Employee expenses
Soekarno-Hatta 328.142.563.326 89.317.693.389 - - 417.460.256.715 - 417.460.256.715 Soekarno-Hatta

Kualanamu 74.654.395.871 20.576.092.285 939.715.548 - 96.170.203.704 - 96.170.203.704 Kualanamu
Halim Perdanakusuma 24.967.217.601 6.880.570.855 314.267.653 - 32.162.056.109 - 32.162.056.109 Halim Perdanakusuma
Kantor pusat 217.786.380.775 154.128.929.683 9.791.846.942 - 381.707.157.400 - 381.707.157.400 Head office
Sultan Mahmud Badaruddin II 25.860.308.341 2.424.558.395 3.375.987.804 - 31.660.854.540 - 31.660.854.540 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 29.676.783.455 8.179.454.511 373.557.839 - 38.229.795.805 - 38.229.795.805 Sultan Syarif Kasim II
Minangkabau 27.761.078.186 4.090.616.471 643.489.818 - 32.495.184.475 - 32.495.184.475 Minangkabau
Husein Sastranegara 17.498.532.386 4.822.909.797 220.263.559 - 22.541.705.742 - 22.541.705.742 Husein Sastranegara
Supadio 21.395.135.853 5.896.883.695 269.312.230 - 27.561.331.778 - 27.561.331.778 Supadio
Depati Amir 16.247.969.943 263.186.407 - - 16.511.156.350 - 16.511.156.350 Depati Amir
Sultan Thaha 18.596.039.497 301.220.696 - - 18.897.260.193 - 18.897.260.193 Sultan Thaha
Sultan Iskandar Muda 21.465.429.058 2.450.048.376 235.993.182 - 24.151.470.616 - 24.151.470.616 Sultan Iskandar Muda
Raja Haji Fisabilillah 14.931.655.642 249.027.733 442.220.123 - 15.622.903.498 - 15.622.903.498 Raja Haji Fisabilillah
Silangit 3.146.756.209 33.692.416 - 3.180.448.625 - 3.180.448.625 Silangit
Sub- total 842.130.246.143 299.614.884.709 16.606.654.698 - 1.158.351.785.550 - 1.158.351.785.550 Sub-total
Beban operasional Operating expenses
Soekarno-Hatta 699.603.015.249 205.504.193.415 - - 905.107.208.664 (7.305.435.835) 897.801.772.829 Soekarno-Hatta

Kualanamu 220.727.419.225 66.445.331.841 5.474.069.572 - 292.646.820.638 (7.957.876.828) 284.688.943.810 Kualanamu
Halim Perdanakusuma 31.938.915.137 9.611.135.084 792.024.538 - 42.342.074.759 - 42.342.074.759 Halim Perdanakusuma
Sultan Mahmud Badaruddin II 66.646.762.279 10.485.791.986 2.601.854.747 - 79.734.409.012 (2.714.374.860) 77.020.034.152 Sultan Mahmud Badaruddin II
Husein Sastranegara 22.008.183.402 6.625.099.204 545.805.897 - 29.179.088.503 (2.538.338.010) 26.640.750.493 Husein Sastranegara
Supadio 26.453.675.093 7.963.320.670 656.054.687 - 35.073.050.450 (2.079.292.290) 32.993.758.160 Supadio
Silangit 14.041.431.831 149.086.742 - 14.190.518.573 - 14.190.518.573 Silangit
Sub- total 1.337.639.752.791 395.987.811.373 16.264.423.355 1.749.891.987.519 (26.954.371.193) 1.722.937.616.326 Sub-total
Beban administrasi dan umum General and administrative expenses
Soekarno-Hatta 267.742.720.861 100.492.069.225 - - 368.234.790.086 (108.338.706.179) 259.896.083.907 Soekarno-Hatta

Sultan Mahmud Badaruddin II 13.583.618.534 2.599.833.788 326.055.146 - 16.509.507.468 (4.313.305.185) 12.196.202.283 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 8.647.928.455 3.507.530.861 697.245.383 - 12.852.704.699 (1.636.274.080) 11.216.430.619 Sultan Syarif Kasim II
Minangkabau 6.269.926.482 3.694.032.235 103.363.325 - 10.067.322.042 (897.024.000) 9.170.298.042 Minangkabau
Supadio 6.278.911.599 2.546.676.505 506.241.714 - 9.331.829.818 (1.463.701.771) 7.868.128.047 Supadio
Depati Amir 4.709.310.002 991.996.361 - - 5.701.306.363 (713.614.080) 4.987.692.283 Depati Amir
Sultan Thaha 3.183.408.037 670.571.525 - - 3.853.979.562 (639.317.350) 3.214.662.212 Sultan Thaha
Sultan Iskandar Muda 3.664.797.225 1.068.222.014 271.489.191 - 5.004.508.430 (389.817.900) 4.614.690.530 Sultan Iskandar Muda
Silangit 1.697.192.677 271.724.476 - - 1.968.917.153 - 1.968.917.153 Silangit
Sub- total 546.551.405.298 259.133.581.194 14.719.433.853 - 820.404.420.345 (130.638.260.965 ) 689.766.159.380 Sub-total
Beban pemasaran - - - 6.477.411.240 6.477.411.240 - 6.477.411.240 Marketing expenses
Total beban 2.726.321.404.232 954.736.277.276 47.590.511.906 6.477.411.240 3.735.125.604.654 (157.592.632.158 ) 3.577.532.972.496 Total expenses
Hasil segmen 583.911.710.275 1.387.938.618.761 101.240.171.994 (6.477.411.240) 2.066.613.089.790 - 2.066.613.089.790 Segment result
98
98


2015 (lanjutan/continued)

Pendapatan (beban) lain-lain Other income (expenses)
Pendapatan lain-lain Other income
Soekarno-Hatta - - - 110.502.834.230 110.502.834.230 - 110.502.834.230 Soekarno-Hatta

Kualanamu - - - 40.609.565.504 40.609.565.504 - 40.609.565.504 Kualanamu
Halim Perdanakusuma - - - 7.093.660.738 7.093.660.738 - 7.093.660.738 Halim Perdanakusuma
Kantor pusat - - - 174.936.606.643 174.936.606.643 - 174.936.606.643 Head office
Sultan Mahmud Badaruddin II - - - 570.788.747 570.788.747 - 570.788.747 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II - - - 1.323.871.220 1.323.871.220 - 1.323.871.220 Sultan Syarif Kasim II
Minangkabau - - - 154.130.473 154.130.473 - 154.130.473 Minangkabau
Husein Sastranegara - - - 3.184.406.678 3.184.406.678 - 3.184.406.678 Husein Sastranegara
Supadio - - - (3.780.707.549) (3.780.707.549) - (3.780.707.549) Supadio
Depati Amir - - - 63.325.234 63.325.234 - 63.325.234 Depati Amir
Sultan Thaha - - - 1.130.102.466 1.130.102.466 - 1.130.102.466 Sultan Thaha
Sultan Iskandar Muda - - - 161.880.163 161.880.163 - 161.880.163 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - 410.401.915 410.401.915 - 410.401.915 Raja Haji Fisabilillah
Silangit - - - 86.051.922 86.051.922 - 86.051.922 Silangit
Sub-total - - - 336.446.918.384 336.446.918.384 - 336.446.918.384 Sub-total
Beban lain-lain Other expenses
Soekarno-Hatta - - - (30.968.262.276 ) (30.968.262.276 ) - (30.968.262.276 ) Soekarno-Hatta

Kualanamu - - - (10.161.777.582 ) (10.161.777.582 ) - (10.161.777.582 ) Kualanamu
Halim Perdanakusuma - - - (1.099.088.852) (1.099.088.852) - (1.099.088.852) Halim Perdanakusuma
Kantor pusat - - - (74.908.712.558 ) (74.908.712.558 ) - (74.908.712.558 ) Head office
Sultan Mahmud Badaruddin II - - - (1.544.503.522) (1.544.503.522) - (1.544.503.522) Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II - - - (866.242.895 ) (866.242.895 ) - (866.242.895 ) Sultan Syarif Kasim II
Minangkabau - - - (1.125.967.517) (1.125.967.517) - (1.125.967.517) Minangkabau
Husein Sastranegara - - - (605.698.284 ) (605.698.284 ) - (605.698.284 ) Husein Sastranegara
Supadio - - - (2.069.552.947) (2.069.552.947) - (2.069.552.947) Supadio
Depati Amir - - - (166.853.148 ) (166.853.148 ) - (166.853.148 ) Depati Amir
Sultan Thaha - - - (361.631.944 ) (361.631.944 ) - (361.631.944 ) Sultan Thaha
Sultan Iskandar Muda - - - (423.287.038 ) (423.287.038 ) - (423.287.038 ) Sultan Iskandar Muda
Raja Haji Fisabilillah - - - (701.845.812 ) (701.845.812 ) - (701.845.812 ) Raja Haji Fisabilillah
Silangit - - - (137.935.550 ) (137.935.550 ) - (137.935.550 ) Silangit
Sub-total - - - (125.141.359.925 ) (125.141.359.925 ) - (125.141.359.925 ) Sub-total
Beban pajak final - - - (82.437.161.477 ) (82.437.161.477 ) - (82.437.161.477) Final tax expenses
Pendapatan pendanaan - - - 62.441.565.118 62.441.565.118 - 62.441.565.118 Finance income

Share in profit of
Bagian laba entitas asosiasi - - - 9.715.826.977 9.715.826.977 - 9.715.826.977 associated entities
Beban pendanaan - - - (1.444.247.037) (1.444.247.037) - (1.444.247.037) Finance expenses
Beban pajak penghasilan - - - (578.871.599.555 ) (578.871.599.555 ) - (578.871.599.555) Income tax expenses
Laba (Rugi) 583.911.710.275 1.387.938.618.761 101.240.171.994 ( 385.767.468.755 ) 1.687.323.032.275 - 1.687.323.032.275 Profit (Loss)
Aset segmen Segment Assets
Soekarno-Hatta 2.876.810.566.952 (47.989.646.552 ) 2.828.820.920.400 Soekarno-Hatta

Kualanamu 4.450.145.456.449 (11.556.881.297 ) 4.438.588.575.152 Kualanamu
Halim Perdanakusuma 143.323.019.602 (4.676.036.618) 138.646.982.984 Halim Perdanakusuma
Kantor pusat 9.788.425.371.019 (58.068.898.147 ) 9.730.356.472.872 Head office
Sultan Mahmud Badaruddin II 515.177.269.301 (1.938.810.170) 513.238.459.131 Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II 630.570.481.586 (500.385.721 ) 630.070.095.865 Sultan Syarif Kasim II
Minangkabau 572.612.991.192 (944.704.102 ) 571.668.287.090 Minangkabau
Husein Sastranegara 77.964.311.176 - 77.964.311.176 Husein Sastranegara
Supadio 267.323.092.844 (666.182.618 ) 266.656.910.226 Supadio
Depati Amir 196.960.927.493 (46.489.825) 196.914.437.668 Depati Amir
Sultan Thaha 165.548.906.738 (170.877.280 ) 165.378.029.458 Sultan Thaha
Sultan Iskandar Muda 419.056.776.056 (106.907.065 ) 418.949.868.991 Sultan Iskandar Muda
Raja Haji Fisabilillah 212.106.645.301 - 212.106.645.301 Raja Haji Fisabilillah
Silangit 81.402.892.305 - 81.402.892.305 Silangit
Total 20.397.428.708.014 (126.665.819.395 ) 20.270.762.888.619 Total
Liabilitas segmen Segment Liabilities
Soekarno-Hatta (619.359.442.200) 47.989.646.552 (571.369.795.648) Soekarno Hatta

Kualanamu (84.365.527.144) 11.556.881.297 (72.808.645.847) Kualanamu
Halim Perdanakusuma (22.438.511.756) 4.676.036.618 (17.762.475.138) Halim Perdanakusuma
Kantor pusat (3.301.259.510.116) 50.090.390.966 (3.251.169.119.150) Head office
Sultan Mahmud Badaruddin II (31.632.936.058) 1.938.810.170 (29.694.125.888) Sultan Mahmud Badaruddin II
Sultan Syarif Kasim II (33.734.830.275) 500.385.721 (33.234.444.554) Sultan Syarif Kasim II
Minangkabau (14.681.765.676) 944.704.102 (13.737.061.574) Minangkabau
Husein Sastranegara (15.949.564.237) - (15.949.564.237) Husein Sastranegara
Supadio (12.028.864.529) 666.182.618 (11.362.681.911) Supadio
Depati Amir (7.430.180.634) 46.489.825 (7.383.690.809) Depati Amir
Sultan Thaha (3.633.150.175) 170.877.280 (3.462.272.895) Sultan Thaha
Sultan Iskandar Muda (3.594.441.902) 106.907.065 (3.487.534.837) Sultan Iskandar Muda
Raja Haji Fisabilillah (3.486.530.258) - (3.486.530.258) Raja Haji Fisabilillah
Silangit (85.680.556) - (85.680.556) Silangit
Total (4.153.680.935.516) 118.687.312.214(4.034.993.623.302) Total
99
99


2014

Pendapatan Revenues
Soekarno-Hatta 2.287.485.355.508 1.304.806.660.672 47.555.930.654 - 3.639.847.946.834 (54.542.041.909 ) 3.585.305.904.925 Soekarno-Hatta

Kualanamu 373.995.047.586 128.171.073.686 32.876.032.883 - 535.042.154.155 (10.907.175.527 ) 524.134.978.628 Kualanamu
Husein Sastranegara 61.966.235.779 13.008.914.846 1.290.951.713 - 76.266.102.338 (2.190.058.149) 74.076.044.189 Husein Sastranegara
Supadio 45.800.574.946 21.922.960.124 8.323.872.214 - 76.047.407.284 (2.615.969.018) 73.431.438.266 Supadio
Kantor pusat 85.130.747 63.455.734.266 - - 63.540.865.013 - 63.540.865.013 Head office
Sultan Thaha 16.718.056.635 14.510.234.285 2.890.133.799 - 34.118.424.719 (682.134.605 ) 33.436.290.114 Sultan Thaha
Depati Amir 18.088.633.531 10.000.318.092 1.710.371.568 - 29.799.323.191 (546.846.720 ) 29.252.476.471 Depati Amir
Sultan Iskandar Muda 16.261.509.920 8.056.765.807 979.119.289 - 25.297.395.016 (372.026.832 ) 24.925.368.184 Sultan Iskandar Muda
Raja Haji Fisabilillah 4.220.151.647 3.274.887.815 1.317.368.100 - 8.812.407.562 - 8.812.407.562 Raja Haji Fisabilillah
Total 3.094.432.283.841 1.733.992.293.600 119.559.775.783 - 4.947.984.353.224 (87.469.738.405 ) 4.860.514.614.819 Total
Beban Expenses
Beban pegawai Employee expenses
Soekarno-Hatta 285.502.761.284 42.069.054.021 6.617.830.862 - 334.189.646.167 - 334.189.646.167 Soekarno-Hatta

Kualanamu 67.541.208.758 6.332.391.809 8.817.307.746 - 82.690.908.313 - 82.690.908.313 Kualanamu
Sultan Syarif Kasim II 25.022.304.491 6.896.596.515 314.969.377 - 32.233.870.383 - 32.233.870.383 Sultan Syarif Kasim II
Halim Perdanakusuma 21.609.463.020 5.881.917.216 - - 27.491.380.236 - 27.491.380.236 Halim Perdanakusuma
Sultan Mahmud Badaruddin II 23.661.263.430 6.521.469.155 297.837.212 - 30.480.569.797 - 30.480.569.797 Sultan Mahmud Badaruddin II
Minangkabau 23.127.504.377 6.374.355.573 291.118.496 - 29.792.978.446 - 29.792.978.446 Minangkabau
Supadio 18.971.929.705 5.228.364.196 238.803.695 - 24.439.097.596 - 24.439.097.596 Supadio
Sub-total 744.365.910.956 192.356.665.360 25.055.596.637 - 961.778.172.953 - 961.778.172.953 Sub-total
Beban operasional Operating expenses
Soekarno-Hatta 598.447.731.001 204.255.806.876 11.113.612.263 - 813.817.150.140 (5.145.917.594) 808.671.232.546 Soekarno-Hatta

Halim Perdanakusuma 33.010.339.214 9.696.589.332 - - 42.706.928.546 - 42.706.928.546 Halim Perdanakusuma
Husein Sastranegara 25.910.100.010 3.932.779.503 568.863.160 - 30.411.742.673 (2.190.058.149) 28.221.684.524 Husein Sastranegara
Supadio 22.799.203.405 6.860.791.068 565.377.017 - 30.225.371.490 (1.793.997.098) 28.431.374.392 Supadio
Sub-total 1.314.874.503.858 371.396.159.163 31.659.226.880 - 1.717.929.889.901 (22.098.865.085 ) 1.695.831.024.816 Sub-total
Beban administrasi dan umum General and administrative expenses
Soekarno-Hatta 215.207.145.849 126.792.895.632 3.547.812.931 - 345.547.854.412 (49.396.124.314 ) 296.151.730.098 Soekarno-Hatta

Sultan Syarif Kasim II 12.022.581.655 4.876.263.304 969.329.198 - 17.868.174.157 (2.169.903.430) 15.698.270.727 Sultan Syarif Kasim II
Halim Perdanakusuma 22.041.788.582 8.272.960.463 - - 30.314.749.045 (3.622.338.244) 26.692.410.801 Halim Perdanakusuma
Sultan Mahmud BadaruddinII 11.552.064.079 4.685.425.126 931.393.384 - 17.168.882.589 (2.638.986.270) 14.529.896.319 Sultan Mahmud Badaruddin II
Minangkabau 6.939.369.288 2.814.552.879 559.491.585 - 10.313.413.752 (1.079.359.240) 9.234.054.512 Minangkabau
Supadio 4.467.207.347 1.528.133.111 343.896.791 - 6.339.237.249 (821.971.920 ) 5.517.265.329 Supadio
Sultan Thaha 5.137.854.515 1.082.267.461 - - 6.220.121.976 (682.134.605 ) 5.537.987.371 Sultan Thaha
Depati Amir 4.219.847.731 888.893.191 - - 5.108.740.922 (546.846.720 ) 4.561.894.202 Depati Amir
Sultan Iskandar Muda 3.277.096.711 1.329.164.309 264.218.253 - 4.870.479.273 (372.026.832 ) 4.498.452.441 Sultan Iskandar Muda
Sub-total 662.361.729.746 332.079.766.995 20.840.234.533 - 1.015.281.731.274 (65.370.873.320 ) 949.910.857.954 Sub-total
Beban pemasaran - - - 2.200.984.837 2.200.984.837 - 2.200.984.837 Marketing expenses
Total beban 2.721.602.144.560 895.832.591.518 77.555.058.050 2.200.984.837 3.697.190.778.965 (87.469.738.405 ) 3.609.721.040.560 Total expenses
Hasil segmen 372.830.139.281 838.159.702.082 42.004.717.733 (2.200.984.837) 1.250.793.574.259 - 1.250.793.574.259 Segment result
100
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2014 (Lanjutan/continued)

Pendapatan (beban) lain-lain Other income (expenses)
Pendapatan lain-lain Other income
Soekarno-Hatta - - - 172.943.623.852 172.943.623.852 - 172.943.623.852 Soekarno-Hatta

Kualanamu - - - 9.984.757.138 9.984.757.138 - 9.984.757.138 Kualanamu
Sultan Syarif Kasim II - - - 327.009.983 327.009.983 - 327.009.983 Sultan Syarif Kasim II
Halim Perdanakusuma - - - 924.251.293 924.251.293 - 924.251.293 Halim Perdanakusuma
Sultan Mahmud Badaruddin II - - - (374.608.902) (374.608.902) - (374.608.902) Sultan Mahmud Badaruddin II
Minangkabau - - - 101.108.322 101.108.322 - 101.108.322 Minangkabau
Husein Sastranegara - - - 391.942.712 391.942.712 - 391.942.712 Husein Sastranegara
Supadio - - - 1.998.501.401 1.998.501.401 - 1.998.501.401 Supadio
Kantor pusat - - - 95.235.253.791 95.235.253.791 - 95.235.253.791 Head office
Sultan Thaha - - - 100.979.956 100.979.956 - 100.979.956 Sultan Thaha
Depati Amir - - - 120.792.614 120.792.614 - 120.792.614 Depati Amir
Sultan Iskandar Muda - - - 884.032.836 884.032.836 - 884.032.836 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - 164.977.407 164.977.407 - 164.977.407 Raja Haji Fisabilillah
Silangit - - - 9.870.415 9.870.415 - 9.870.415 Silangit
Sub-total - - - 282.812.492.818 282.812.492.818 282.812.492.818 Sub-total
Beban lain-lain Other expenses
Soekarno-Hatta - - - (9.626.211.669) (9.626.211.669) - (9.626.211.669) Soekarno-Hatta

Kualanamu - - - (854.810.127) (854.810.127) - (854.810.127) Kualanamu
Sultan Syarif Kasim II - - - (710.552.803) (710.552.803) - (710.552.803) Sultan Syarif Kasim II
Halim Perdanakusuma - - - (551.168.784) (551.168.784) - (551.168.784) Halim Perdanakusuma
Sultan Mahmud Badaruddin II - - - (842.441.879) (842.441.879) - (842.441.879) Sultan Mahmud Badaruddin II
Minangkabau - - - (979.137.817) (979.137.817) - (979.137.817) Minangkabau
Husein Sastranegara - - - (625.256.455) (625.256.455) - (625.256.455) Husein Sastranegara
Supadio - - - (326.596.548) (326.596.548) - (326.596.548) Supadio
Kantor pusat - - - (103.333.940.923) (103.333.940.923) - (103.333.940.923) Head office
Sultan Thaha - - - (200.476.867) (200.476.867) - (200.476.867) Sultan Thaha
Depati Amir - - - (338.627.655) (338.627.655) - (338.627.655) Depati Amir
Sultan Iskandar Muda - - - (418.991.372) (418.991.372) - (418.991.372) Sultan Iskandar Muda
Raja Haji Fisabilillah - - - (333.767.451) (333.767.451) - (333.767.451) Raja Haji Fisabilillah
Silangit - - - (189.396.075) (189.396.075) - (189.396.075) Silangit
Sub-total - - - (119.331.376.425) (119.331.376.425) - (119.331.376.425) Sub-total
Pendapatan keuangan, bersih - - - 99.590.827.236 99.590.827.236 - 99.590.827.236 Finance income, net
Beban pajak final - - - (46.750.671.571) (46.750.671.571) - (46.750.671.571) Final tax expenses
Share in profit of the

Bagian laba entitas asosiasi - - - 8.306.878.202 8.306.878.202 - 8.306.878.202 associated entities
Beban pendanaan - - - (919.828.748) (919.828.748) - (919.828.748) Finance expenses
Beban pajak penghasilan - - - (347.732.024.319) (347.732.024.319) - (347.732.024.319) Income tax expenses
Laba tahun berjalan 372.830.139.281 838.159.702.082 42.004.717.733 (126.224.687.644 ) 1.126.769.871.452 - 1.126.769.871.452 Profit for the year
Aset segmen Segment Assets
Soekarno-Hatta 2.625.341.963.447 (36.884.162.268 ) 2.588.457.801.179 Soekarno-Hatta

Kualanamu 3.432.381.316.602 (5.403.109.550) 3.426.978.207.052 Kualanamu
Sultan Syarif Kasim II 523.781.133.583 (390.534.872 ) 523.390.598.711 Sultan Syarif Kasim II
Halim Perdanakusuma 124.730.850.071 (1.026.467.434) 123.704.382.637 Halim Perdanakusuma
Sultan Mahmud Badaruddin II 619.048.306.609 (4.449.496) 619.043.857.113 Sultan Mahmud Badaruddin II
Minangkabau 614.485.146.525 (3.782.683) 614.481.363.842 Minangkabau
Husein Sastranegara 76.714.201.110 - 76.714.201.110 Husein Sastranegara
Supadio 264.884.303.414 (15.780.482) 264.868.522.932 Supadio
Kantor pusat 6.842.864.459.268 (38.578.733.210 ) 6.804.285.726.058 Head office
Sultan Thaha 97.817.735.849 (14.386.848) 97.803.349.001 Sultan Thaha
Depati Amir 134.405.154.517 - 134.405.154.517 Depati Amir
Sultan Iskandar Muda 350.094.722.129 (10.385.590) 350.084.336.539 Sultan Iskandar Muda
Raja Haji Fisabilillah 215.946.052.780 - 215.946.052.780 Raja Haji Fisabilillah
Silangit 92.352.008.494 - 92.352.008.494 Silangit
Total 16.014.847.354.398 (82.331.792.433) 15.932.515.561.965 Total
Liabilitas segmen Segment Liabilities
Soekarno-Hatta (644.960.754.347 ) 28.336.573.801 (616.624.180.546 ) Soekarno-Hatta

Kualanamu (97.868.779.519 ) 4.370.932.093 (93.497.847.426 ) Kualanamu
Sultan Syarif Kasim II (42.091.443.859 ) 315.929.446 (41.775.514.413 ) Sultan Syarif Kasim II
Halim Perdanakusuma (28.715.118.905 ) 830.377.287 (27.884.741.618 ) Halim Perdanakusuma
Sultan Mahmud Badaruddin II (23.483.891.754 ) 3.599.491 (23.480.292.263 ) Sultan Mahmud Badaruddin II
Minangkabau (17.274.242.179 ) 3.060.062 (17.271.182.117 ) Minangkabau
Husein Sastranegara (12.576.087.839 ) - (12.576.087.839 ) Husein Sastranegara
Supadio (14.998.588.391 ) 12.765.874 (14.985.822.517 ) Supadio
Kantor pusat (2.346.411.372.183 ) 40.460.007.137 (2.305.951.365.046) Head office
Sultan Thaha (5.506.622.986) 11.638.471 (5.494.984.515) Sultan Thaha
Depati Amir (4.185.566.783) (4.185.566.783) Depati Amir
Sultan Iskandar Muda (5.988.536.960) 8.401.590 (5.980.135.370) Sultan Iskandar Muda
Raja Haji Fisabilillah (3.434.050.993) - (3.434.050.993) Raja Haji Fisabilillah
Silangit 47.019.930 - 47.019.930 Silangit
Total (3.247.448.036.768) 74.353.285.252 (3.173.094.751.516) Total
101
101


46. TUJUAN DAN KEBIJAKAN MANAJEMEN 46. FINANCIAL RISK MANAGEMENT OBJECTIVES
RISIKO KEUANGAN AND POLICIES
MANAJEMEN RISIKO RISK MANAGEMENT
Liabilitas keuangan pokok Kelompok Usaha terdiri The principal financial liabilities of the Group
dari utang usaha, utang lain-lain, biaya yang masih consist of trade payables, other payables, accrued
harus dibayar, liabilitas imbalan kerja jangka expenses, short-term employee benefit liabilities,
pendek, utang bank dan utang jaminan. Tujuan bank loans and security deposits. The main
utama dari liabilitas keuangan tersebut adalah purpose of these financial liabilities is to raise funds
untuk mengumpulkan dana untuk operasi for the operations of the Group. The Group also
Kelompok Usaha. Kelompok Usaha juga memiliki has various financial assets such as cash and cash
berbagai aset keuangan seperti kas dan setara equivalents, trade receivables and other
kas, piutang usaha dan piutang lain-lain yang receivables, which arise directly from its
timbul secara langsung dari kegiatan usahanya. operations.
Kegiatan Kelompok Usaha mencakup aktivitas The Groups activities involve taking on risks in a
pengambilan risiko dengan sasaran tertentu targeted manner and managing them
dengan pengelolaan yang profesional. Fungsi professionally. The main functions of the Groups
Utama dari manajemen risiko Kelompok Usaha risk management are to identify all key risks for the
adalah untuk mengidentifikasi seluruh risiko kunci, Group, measure these risks and manage the risk
mengukur risiko-risiko ini dan mengelola posisi positions. The Group regularly reviews its risk
risiko. Kelompok Usaha secara rutin menelaah management policies and systems to reflect
kebijakan dan sistem manajemen risiko untuk changes in markets and best practices.
menyesuaikan dengan perubahan di pasar dan
praktik pasar terbaik.
Tujuan Kelompok Usaha dalam mengelola risiko The Groups aim in managing the financial risks is
keuangan adalah untuk mencapai keseimbangan to achieve an appropriate balance between risk
yang sesuai antara risiko dan tingkat pengembalian and return, and minimize potential adverse effects
dan meminimalisasi potensi efek memburuknya on the Groups financial performance.
kinerja keuangan Kelompok Usaha.
Kelompok Usaha mendefinisikan risiko keuangan The Group defines financial risk as the possibility of
sebagai kemungkinan kerugian atau laba yang lossess or profits foregone, which may be caused
hilang, yang disebabkan oleh faktor internal dan by internal or external factors which might have
eksternal yang berpotensi negatif terhadap negative potential impact to the achievement of the
pencapaian tujuan Kelompok Usaha. Groups objectives.
Direksi menyediakan kebijakan tertulis manajemen The Directors provide written policies for overall
risiko secara keseluruhan termasuk kebijakan risk management, as well as written policies
tertulis untuk area khusus seperti risiko mata uang covering specific areas, such as foreign curreny
asing, risiko tingkat bunga, risiko kredit dan risiko risk, interest rate risk, credit risk and liquidity risk of
likuiditas instrumen keuangan. Masing-masing unit financial instruments. Each business unit carries
usaha melaksanakan manajemen risiko out the risk management based on the written
berdasarkan kebijakan-kebijakan yang disetujui policies approved by the Board of DircetorsRisk
oleh Direksi. Biro Manajemen Risiko & Kepatuhan Management and Compliance Bureau monitors the
(BMRK) memonitor pelaksanaan manajemen risk management carried out by the Group.
risiko yang dilaksanakan oleh Kelompok Usaha.
Risiko yang berasal dari instrumen keuangan The risks arising from financial instruments to
Kelompok Usaha adalah risiko keuangan termasuk which the Group is exposed are market risk, credit
diantaranya adalah risiko pasar, risiko kredit dan risk and liquidity risk.
risiko likuiditas.
102
102


RISIKO KEUANGAN (lanjutan) AND POLICIES (continued)
MANAJEMEN RISIKO (lanjutan) RISK MANAGEMENT (continued)
a. Risiko mata uang asing a. Foreign currency risk
Risiko mata uang adalah risiko dimana Foreign currency risk is the risk that the fair
nilai wajar atau arus kas masa datang dari value or future cash flows of a financial
suatu instrumen keuangan akan instrument will fluctuate because of changes in
berfluktuasi akibat perubahan nilai tukar currency exchange rates.
mata uang.
Kelompok Usaha mempunyai saldo kas dan The Group had outstanding cash and cash
setara kas, piutang dan utang dalam mata equivalents, receivables and payables
uang asing terutama dalam Dollar Amerika denominated in foreign currencies mostly in
Serikat. Kelompok Usaha memonitor secara the United States Dollar. The Group closely
ketat fluktuasi dari nilai tukar mata uang asing monitors the foreign exchange rate fluctuation
dan ekspektasi pasar sehingga dapat and market expectation so it can take
mengambil langkah-langkah yang akan necessary actions that will benefit the Group in
menguntungkan Kelompok Usaha pada waktu due time. The management currently does not
yang tepat. Manajemen tidak menganggap consider the necessity to enter into any
perlu untuk melakukan transaksi forward/swap currency forward/swaps.
mata uang asing saat ini.
b. Risiko tingkat suku bunga b. Interest rate risk
Risiko tingkat suku bunga adalah risiko dimana Interest rate risk is the risk that the fair value or
nilai wajar atau arus kas masa datang dari future cash flows of a financial instrument will
suatu instrumen keuangan akan berfluktuasi fluctuate because of changes in market
akibat perubahan suku bunga pasar. interest rates.
Perusahaan memiliki eksposur terhadap risiko The Company is exposed to the risk of
perubahan suku bunga pasar yang berkaitan changes in market interest rates related to
dengan kas dan setara kas dan utang bank. cash and cash equivalents and bank loans.
Saat ini, Perusahaan belum memiliki kebijakan Currently, the Company does not yet have a
formal untuk lindung nilai risiko tingkat suku formal policy to hedge interest rate risk.
bunga.
Pergerakan tingkat suku bunga diawasi untuk Interest rate movements are monitored to
meminimalisasi dampak negatif terhadap posisi minimize any negative impact on the
keuangan Perusahaan. Pinjaman dalam Companys financial position. Borrowings at
berbagai tingkat suku bunga menyebabkan different interest rates caused the Company
Perusahaan terekspos risiko tingkat bunga. exposed to interest rate risk. To measure the
Untuk mengukur risiko pasar atas pergerakan market risk of interest rate movements, the
suku bunga, Perusahaan melakukan analisis Company conducts analysis on interest margin
pada pergerakan marjin tingkat bunga dan profil and the maturity profile of financial assets and
jatuh tempo aset dan liabilitas keuangan liabilities based on schedule changes in
berdasarkan jadwal perubahan suku bunga. interest rates.
Perusahaan menghadapi risiko tingkat suku The Company is exposed to the interest rate
bunga atas penarikan pinjaman jangka panjang risk for the interest-bearing loans drawdowns
dari fasilitas Pinjaman Berjangka (PB) sebesar from the Term Loan Facility (PB) totaling
Rp1.221.642.706.791 pada tanggal Rp1,221,642,706,791 as of
31 Desember 2015 dan Rp423.000.000.000 December 31, 2015 and Rp423,000,000,000
pada tanggal 31 Desember 2014. Perusahaan as of December 31, 2014. The loans bear
dikenakan bunga sebesar LPS + margin 2% oleh interest at LPS + margin of 2% by EIB, SMI
EIB, SMI dan IIF, dan sebesar LPS + margin and IIF, and bear interest at LPS + margin of
2,45% oleh Maybank. 2.45% by Maybank.
103103


RISIKO KEUANGAN (lanjutan) AND POLICIES (lanjutan)
b. Risiko tingkat suku bunga (lanjutan) b. Interest rate risk (continued)
Pada tanggal 31 Desember 2015, jika tingkat As at December 31, 2015, if interest rates on
bunga atas pinjaman lebih tinggi/rendah 1% dan Rupiah-denominated borrowings had been 1%
variabel lain dianggap tetap, laba setelah pajak higher/lower with all other variables held
untuk tahun berjalan akan lebih rendah/tinggi constant, profit after tax for the year would
sebesar Rp907.096.378, terutama sebagai have been Rp907,096,378 lower/higher, mainly
akibat tingginya/rendahnya beban bunga dari as a result of higher/lower interest expense on
pinjaman dengan suku bunga mengambang. floating rate borrowings.
c. Risiko kredit c. Credit risk
Risiko kredit adalah risiko bahwa Kelompok Credit risk is the risk that the Group will incur
Usaha akan mengalami kerugian yang timbul a loss arising from its customers or
dari pelanggan atau counterparty yang gagal counterparties failure to fulfill their contractual
memenuhi kewajiban kontraktual mereka. obligations. Credit risk arises mainly from
Risiko kredit terutama berasal dari piutang trade receivables from customers relating to
usaha dari para pelanggan sehubungan operating revenues of airport services and its
dengan Pendapatan usaha pelayanan jasa related services.
kebandar udaraan dan jasa terkaitnya.
Kelompok Usaha terekspos risiko kredit The Group are exposed to credit risk mainly
terutama dari piutang usaha dan piutang lain- from trade receivables and other receivables.
lain. Risiko kredit dikendalikan dengan Credit risk is controlled by the continuous
pengawasan terus menerus atas saldo dan monitoring and billing accounts receivable
penagihan piutang usaha dan piutang lain-lain. balances and other receivables.
Tabel di bawah ini menunjukkan risiko kredit The table below shows the maximum
maksimum untuk komponen-komponen dari exposure to credit risk on the components of
laporan posisi keuangan konsolidasian pada the consolidated statement of financial position
tanggal 31 Desember 2015: as of December 31, 2015:
< 1 tahun/ 1-2 tahun/ > 3 tahun/ Total/

< 1 year 1-2 years > 3 years Total
Kas dan setara kas 2.930.498.090.526 - - 2.930.498.090.526 Cash and cash equivalent
Piutang usaha 494.012.877.203 - - 494.012.877.203 Trade receivables
Piutang lain-lain 49.798.494.145 - - 49.798.494.145 Other receivables
harus diterima 454.426.993.457 - - 454.426.993.457 Accrued income
Total 3.928.736.455.331 - - 3.928.736.455.331 Total

Kas dan setara kas 1.030.570.810.965 - - 1.030.570.810.965 Cash and cash equivalent
Piutang usaha 456.111.876.837 - - 456.111.876.837 Trade receivables
Piutang lain-lain 64.499.586.203 - - 64.499.586.203 Other receivables
harus diterima 230.400.596.328 - - 230.400.596.328 Accrued income
Total 1.781.582.870.333 - - 1.781.582.870.333 Total
104
104



c. Risiko kredit (lanjutan) c. Credit risk (continued)
Manajemen Kelompok Usaha yakin akan The Groups management is confident in its
kemampuannya untuk mengawasi dan ability to control and sustain minimal exposure
mempertahankan eksposur risiko kredit yang of credit risk, which the Group has provided
minimal, dimana Kelompok Usaha telah sufficient provision to cover losses arising from
menyediakan provisi yang memadai untuk uncollectible accounts receivable based on
menutupi kerugian yang timbul dari piutang historical loss data.
yang tidak tertagih.
d. Risiko likuiditas d. Liquidity risk
Kelompok Usaha mengelola profil likuiditasnya The Group manages its liquidity profile to be
untuk dapat membiayai pengeluaran modalnya able to finance its capital expenditure and
dan membayar utang yang jatuh tempo service its maturing debts by maintaining
dengan menjaga kecukupan kas, dan sufficient cash, and the availability of funding
ketersediaan pendanaan melalui analisa through an analysis of financial projection
proyeksi keuangan yang dilakukan pada awal which is performed at the beginning of the
tahun. year.
Kelompok Usaha secara berkala The Group regularly evaluates its projected
mengevaluasi proyeksi arus kas dan arus kas and actual cash flow information to ensure the
aktual untuk memastikan ketersediaan dana availability of funds for its operations and to
untuk memenuhi kebutuhan operasional dan settle its maturing obligations. In general, the
pembayaran liabilitas yang jatuh tempo. funds needed to settle the current liabilities are
Secara umum, dana yang dibutuhkan untuk obtained from sales airport services activities
melunasi liabilitas jangka pendek diperoleh to customers. The Group also analyzes
dari kegiatan penjualan jasa kebandar udaraan liquidity ratios in accordance to comply with
kepada pelanggan. Kelompok Usaha juga the requirements stated in loan credit
melakukan analisa rasio-rasio likuiditas agreements.
laporan posisi keuangan, dalam rangka
memenuhi persyaratan yang terdapat di
perjanjian kredit pinjaman.
Tabel di bawah ini merupakan jadwal jatuh The table below summarizes the maturity
tempo liabilitas keuangan Kelompok Usaha profile of the Groups financial liabilities based
berdasarkan pembayaran kontraktual semula on original contractual undiscounted amounts
yang tidak didiskontokan. to be paid.
Utang usaha 18.378.405.859 - - 18.378.405.859 Trade payables
Utang lain-lain 232.233.951.514 - - 232.233.951.514 Other payables
Beban akrual 1.530.210.610.792 - - 1.530.210.610.792 Accrued expenses
Pinjaman jangka panjang - - 1.197.640.648.209 1.197.640.648.209 Long-term loans
Utang jaminan pelanggan - - 22.734.113.392 22.734.113.392 Customers deposits
Liabilitas imbalan kerja Short-term employee
jangka pendek 145.449.882.394 - - 145.449.882.394 benefit liability
Total 1.926.272.850.559 - 1.220.374.761.601 3.146.647.612.160 Total

Utang usaha 24.323.700.220 - - 24.323.700.220 Trade payables
Utang lain-lain 318.173.204.449 - - 318.173.204.449 Other payables
Beban akrual 1.443.084.598.200 - - 1.443.084.598.200 Accrued expenses
Pinjaman jangka panjang - - 423.000.000.000 423.000.000.000 Long-term loans
Utang jaminan pelanggan - - 17.146.417.705 17.146.417.705 Customers deposit
Liabilitas imbalan kerja Short-term employee
jangka pendek 132.052.528.668 - - 132.052.528.668 benefit liability
Total 1.917.634.031.537 - 440.146.417.705 2.357.780.449.242 Total
105
105


MANAJEMEN MODAL CAPITAL MANAGEMENT
Ekuitas yang dapat diatribusikan kepada pemilik The equity attributable to the equity holders of the
entitas induk merupakan modal yang dikelola oleh parent company is the capital managed by the
Kelompok Usaha. Tujuan utama pengelolaan Group. The primary objective of the Groups capital
modal Kelompok Usaha adalah untuk memastikan management is to ensure that it maintains healthy
pemeliharaan rasio modal yang sehat untuk capital ratios in order to support its business and
mendukung usaha dan memaksimalkan nilai maximize shareholder value.
pemegang saham.
Kelompok Usaha mengelola struktur permodalan The Group manages its capital structure and
dan melakukan penyesuaian, berdasarkan makes adjustments to it, in light of changes in
perubahan kondisi ekonomi. economic conditions.
Selain itu, Undang-undang Perseroan Terbatas In addition to Corporation Law No. 1/1995 on
Republik Indonesia No. 1/1995 yang diterbitkan limited liability companies of the Republic of
pada Maret 1995 dan telah diubah dengan Indonesia published in March 1995 and amended
Undang-undang No. 40/2007 yang diterbitkan by Law No. 40/2007 issued in August 2007
Agustus 2007, mensyaratkan pembentukan requires the establishment of general reserve from
cadangan umum dari laba netto sejumlah minimal net income amounting to at least 20% of a
20% dari modal ditempatkan dan disetor company's issued and paid-up capital. There is no
perusahaan. Tidak ada batasan waktu untuk time limit on the establishment of the reserve.
membentuk cadangan tersebut.
47. NILAI WAJAR INSTRUMEN KEUANGAN 47. FAIR VALUE OF FINANCIAL INSTRUMENTS
Tabel berikut menyajikan nilai tercatat, yang The following table sets out the carrying values,
mendekati estimasi nilai wajar, dari instrumen which approximate the estimated fair values, of the
keuangan Kelompok Usaha: Groups financial instruments:
2014
Catatan 52/
As restated -
2015 Note 52)
Aset keuangan Financial assets

Pinjaman yang diberikan dan piutang Loans and receivables
Kas dan setara kas 2.930.498.090.526 1.030.570.810.965 Cash and cash equivalents
Piutang usaha 494.012.877.203 456.111.876.837 Trade receivable
Piutang lain-lain 49.798.494.145 64.499.586.203 Other receivables
Uang muka 28.654.912.318 46.090.660.505 Advance
Aset keuangan tersedia untuk dijual 106.440.500.000 102.218.000.000 Available-for-sale financial assets
Total 3.609.404.874.192 1.699.490.934.510 Total
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2014
Catatan 52/
As restated -
2015 Note 52)
Liabilitas keuangan Financial liabilities

Liabilitas keuangan yang diukur
dengan biaya perolehan Financial liabilities measured
diamortisasi at amortized cost
Utang usaha 18.378.405.859 24.323.700.220 Trade payables
Utang lain-lain 232.233.951.514 318.173.204.449 Other payables
Beban akrual 1.530.210.610.792 1.443.084.598.200 Accrued expenses
jangka pendek 145.449.882.394 132.052.528.668 benefit liabilities
Pinjaman jangka panjang 1.197.640.648.209 423.000.000.000 Long-term loans
Utang lain-lain 6.223.484.531 11.649.048.413 Other payables
Utang jaminan pelanggan 22.734.113.392 17.146.417.705 Customers deposits
Total 3.152.871.096.691 2.369.429.497.655 Total
Nilai wajar didefinisikan sebagai jumlah dimana Fair value is defined as the amount at which an
instrumen tersebut dapat dipertukarkan di dalam instrument could be exchanged in a current arms
transaksi terkini antara pihak yang berkeinginan length transaction between knowledgeable willing
dan memiliki pengetahuan yang memadai melalui parties, other than in a forced or liquidation sale.
suatu transaksi yang wajar, bukan dalam penjualan
yang dipaksakan atau penjualan likuidasi.
Metode-metode dan asumsi-asumsi di bawah ini The following methods and assumptions were used
digunakan untuk mengestimasi nilai wajar untuk to estimate the fair value of each class of financial
masing-masing kelas instrumen keuangan: instruments:
a. Aset keuangan lancar dan liabilitas keuangan a. Current financial assets and liabilities
jangka pendek
Nilai wajar aset keuangan lancar dan liabilitas The fair values of current financial assets and
keuangan jangka pendek yang akan jatuh liabilities with maturities of one year or less are
tempo dalam waktu satu tahun atau kurang assumed to be the same as their carrying
diasumsikan sama dengan nilai tercatatnya amounts due to their short-term nature.
karena bersifat jangka pendek.
b. Aset keuangan tidak lancar dan liabilitas b. Non-current financial assets and liabilities
keuangan jangka panjang
Nilai wajar dari aset keuangan tidak lancar The fair values of non-current financial assets
dan liabilitas keuangan jangka panjang selain and liabilities other than available for sale
aset keuangan tersedia untuk dijual dan utang financial assets and bank loans are assumed
bank, diasumsikan sama dengan nilai tunai to be the same as the cash amount that will be
yang akan diterima atau dibayarkan karena received or paid due to the fact that their
saat jatuh temponya tidak dinyatakan dalam maturities are not stated in the related
kontrak-kontrak terkait, sehingga tidak contracts, therefore it is not possible to
memungkinkan untuk menentukan kapan aset determine when the financial assets and
keuangan dan liabilitas keuangan jangka financial liabilities will be realized and settled,
panjang tersebut akan direalisasi dan dilunasi. respectively.
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b. Aset keuangan tidak lancar dan liabilitas b. Non-current financial assets and liabilities
keuangan jangka panjang (lanjutan) (continued)
Aset keuangan tersedia untuk dijual Available for sale financial assets represent
merupakan aset Perusahaan yang nilai the Companys assets which its fair value are
wajarnya didasarkan atas kuotasi harga pasar stated with last quoted market prices as of
terakhir pada tanggal 31 Desember 2015. December 31, 2015.
Pinjaman jangka panjang yang memiliki suku Long-term loans with floating interest rates are
bunga variabel disesuaikan dengan pergerakan adjusted in the movements of market interest
suku bunga pasar sehingga nilai tercatatnya rates, thus the carrying values of its
telah mendekati nilai wajar sedangkan pinjaman approximate their fair values, whereby long-
jangka panjang yang memiliki suku bunga tetap term loans with fixed interest rates were
disajikan sebesar biaya perolehan diamortisasi carried at amortized costs using EIR.
dengan menggunakan metode SBE.
48. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN 48. SIGNIFICANT AGREEMENTS, COMMITMENTS

DAN KONTINJENSI AND CONTINGENCIES
a. PT Mandara Jasindo Sena (MJS) a. PT Mandara Jasindo Sena (MJS)
Pada tanggal 5 Maret 1991, Perusahaan On March 5, 1991, the Company entered into
mengadakan perjanjian kerjasama a land use agreement in Soekarno-Hatta
pemanfaatan lahan Bandara Soekarno-Hatta Airport covering 150,000 m2 with
seluas 150.000 m2 dengan MJS sesuai MJS in accordance with the Land Lease
dengan Perjanjian Sewa Tanah Agreement No. SPKL.01/TU.308/PAPII-1991
No. SPKL.01/TU.308/PAPII-1991 (SPKL.01) (SPKL.01) whereas MJS used the land to
dimana MJS menggunakan lahan tersebut build and commercialize hotel facilities,
untuk membangun dan mengusahakan convention center, and office (facilities). The
fasilitas hotel, balai sidang dan perkantoran agreement is valid for 30 years. Land
(fasilitas). Jangka waktu perjanjian adalah 30 utilization divided into 2 phases. For the first
tahun. Pemanfaatan lahan dibagi menjadi 2 phase was decribed in this agreement
tahap. Untuk tahap pertama dibahas dalam meanwhile for the second phase was
perjanjian ini sedangkan tahap kedua dibahas described in Land Lease Agreement
terpisah dalam Perjanjian Sewa Tanah No. SPKS.21/TU.208/APII-96 (SPKS.21)
No. SPKS.21/TU.208/APII-96 (SPKS.21) dated March 1, 1996.
tanggal 1 Maret 1996.
i. Tahap pertama meliputi lahan seluas i. The first phase covers an area of 50,000
50.000 m2 untuk jangka waktu 30 tahun m2 for the period of 30 years ending in
yang berakhir bulan Maret 2021. March 2021. The Company received
Perusahaan memperoleh kompensasi compensation of Rp10,800,000,000 and
sebesar Rp10.800.000.000 dan konsesi concession for a certain percentage of net
sebesar persentase tertentu dari income over the commercial operation of
Pendapatan netto atas operasi komersial the facility, starting from the
dari fasilitas, terhitung sejak dimulainya commencement of commercial operation
operasi komersial dari fasilitas. of the facility.
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DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. PT Mandara Jasindo Sena (MJS) (lanjutan) a. PT Mandara Jasindo Sena (MJS) (continued)
ii Tahap kedua meliputi lahan seluas ii. The second phase covers a land area of
100.000 m2 untuk jangka waktu 30 tahun 100,000 m2 for a period of 30 years which
yang berakhir tanggal 8 Februari 2026. expired on February 8, 2026. The
Perusahaan memperoleh kompensasi Company received compensation
yang setiap lima tahun meningkat mulai increases in every five years starting from
dari Rp600 hingga Rp3.226,94 per m2 per Rp600 to Rp3,226.94 per m2 per month or
bulan atau seluruhnya sebesar entirely amount by Rp58,765,800,000 and
Rp58.765.800.000 dan konsesi sebesar concession for a certain percentage of net
persentase tertentu dari Pendapatan netto income over the commercial operation of
atas operasi komersial dari fasilitas, the facility, starting from the
terhitung sejak dimulainya operasi commencement of commercial operation
komersial dari fasilitas. of the facility.
iii. Pada akhir periode perjanjian, MJS akan iii. At the end of the agreement period, MJS
mengembalikan lahan tersebut dan will restore the land and transfer
mengalihkan kepemilikan seluruh fasilitas ownership of the entire facility has been
yang telah dibangun di atas lahan tersebut built on the land to the Company.
kepada Perusahaan.
Sehubungan dengan terjadinya krisis ekonomi In connection with the economic crisis from
sejak tahun 1997 sampai dengan 2003, MJS year 1997 to 2003, MJS was affected by the
terkena dampak dari krisis ekonomi tersebut exposure of economic crisis hence MJS can
sehingga MJS tidak dapat memenuhi not meet the requirements in the land use
ketentuan dalam perjanjian kerjasama agreement to develop 100,000 m2 of land that
pemanfaatan tanah untuk mengembangkan has been mentioned in the previous
lahan 100.000 m2 yang telah disebutkan dalam agreement.
perjanjian sebelumnya.
Dengan mempertimbangkan hal tersebut maka By considering the matter, the Company
Perusahaan melalui Surat Direksi through Director Letter
No. 15.02.01/00/10/2007/004 tanggal No. 15.02.01/00/10/2007/004 dated
4 Oktober 2007 telah membatalkan Perjanjian October 4, 2007 has canceled SPKL.01 and
SPKL.01 dan SPKS.21 yang menyangkut SPKS.21 Agreement concerning an area of
lahan seluas 100.000 m2. 100,000 m2.
Berdasarkan Berita Acara Penyerahan Lahan Based on Acceptance of Land Transfer and
dan Sertitikat Hak Guna Bangunan (HGB) Land Rights (HGB)
No. 15.02.01/00105/2008/101 tanggal No. 15.02.01/00/05/2008/101 dated
21 Mei 2008, MJS menyerahkan secara fisik May 21, 2008, MJS physically submit a land
lahan seluas 100.000 m2 dan 4 (empat) buah area of 100,000 m2 and 4 (four) HGB
sertifikat HGB kepada Perusahaan dengan to the Company with the details as contained
perincian sebagaimana tercantum dalam in the Location Picture of Land Contract Hotel
Gambar Lokasi Kontrak Tanah Hotel Sheraton Sheraton in appendix SPKS.21 Agreement
pada lampiran Perjanjian SPKS.21 tanggal dated March 1, 1996.
1 Maret 1996.
Pelepasan Hak Atas Tanah tersebut telah Such release of Land Rights has been ratified
diaktakan melalui Akta No. 4 oleh Notaris by the Deed No. 4 of Mohammad Taufiq, S.H.,
Mohammad Taufiq, S.H., No. 4 tanggal dated 16 April 2009.
16 April 2009.
Dengan demikian, perjanjian kerjasama Thus, the valid agreement with
dengan MJS yang masih berlaku adalah MJS is only for SPKL.01 Agreement with
Perjanjian SPKL.01 dengan jangka waktu yang elapsed time period is 24 years and 10 months
telah dilalui adalah 24 tahun dan 10 bulan dan and covered area of 50,000 m2 as of
luas tanah 50.000 m2 pada tanggal December 31, 2015.
31 Desember 2015.
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a. PT Mandara Jasindo Sena (MJS) (lanjutan) a. PT Mandara Jasindo Sena (MJS) (continued)
Berdasarkan Berita Acara Pengukuran Lahan Based on Notification Letter of Land

No. BAC.15.02.01/00/04/2010/193 tangggal Measurement No.
16 April 2010, Perusahaan melakukan BAC.15.02.01/00/04/2010/193 dated
pengukuran lahan kembali yang dimanfaatkan April 16, 2010, the Company remeasured its
untuk pembangunan Hotel Sheraton dengan land used by Sheraton Hotel with the results of
hasil pengukuran 64.856 m2. Sehubungan hal- 64,856 m2. In connection with that matter, MJS
hal tersebut diatas MJS harus mengembalikan shall release the excess of land area of
kelebihan luas tanah sebesar 14.856 m2 atas 14,856 m2 for the compensation of excess land
kompensasi pemakaian kelebihan lahan use covering 14,856 m2, the Company sent
seluas 14.856 m2, Perusahaan mengirimkan billing to MJS on February 3, 2015 amounting
tagihan kepada MJS pada tanggal to Rp2,284,555,680.
3 Februari 2015 sebesar Rp2.284.555.680.
Sehubungan dengan rencana perluasan In connection with the expansion plan at

Bandara Soekarno-Hatta di 2016, Perusahaan Soekarno-Hatta Airport, the Company is stil in
sedang melakukan negosiasi untuk progress to negotiate to shorten the term of
memperpendek jangka waktu perjanjian. agreement. Up to the completion date of these
Sampai dengan tanggal penyelesaian laporan consolidated financial statements, the
keuangan konsolidasian Perusahaan masih Company still has not obtained a concessus
belum memperoleh kesepakatan dengan MJS. with MJS.
b. PT Sanggraha Daksa Mitra (SDM) b. PT Sanggraha Daksa Mitra (SDM)
Perusahaan mengadakan perjanjian The Company entered into land use

penggunaan tanah di area Bandara Soekarno- agreement at Soekarno-Hatta Airport area of
Hatta seluas 1.020.000 m2 dengan SDM covered 1,020,000 m2 with SDM in
sesuai Perjanjian Sewa Tanah accordance with Land Lease Agreement No.
No. SPKS.07.1/TU.208/APII-2000 tanggal SPKS.07.1/TU.208/APII-2000 dated
30 Maret 2000 dan berlaku selama 20 (dua March 30, 2000 and valid for 20 (twenty) years
puluh) tahun sejak 1 Mei 2000 sampai dengan from May 1, 2000 untill May 6, 2019.
6 Mei 2019. Perusahaan menyewakan tanah The Company leased the land to SDM to be
tersebut kepada SDM untuk dikelola sebagai used as business facilities such as golf course,
fasilitas usaha yaitu lapangan golf, taman park and shopping centre, including its
niaga dan pusat pertokoan berikut fasilitas supporting facilities.
penunjangnya.
Perusahaan juga memperoleh Pendapatan The Company also obtained a concession

konsesi yang dihitung berdasarkan jumlah income is calculated based on the amount of
Pendapatan kotor dengan persentase konsesi. gross income to the percentage of concession.
Pada akhir periode perjanjian, SDM wajib At the end of the agreement, SDM is required
mengembalikan tanah tersebut kepada to return the land to the Company and the
Perusahaan dan Perusahaan wajib membayar Company shall pay to SDM for the fair market
kepada SDM sebesar nilai pasar yang wajar value of the building as well as the accessories
dari bangunan gedung serta kelengkapannya attached including infrastructure located in the
yang melekat termasuk infrastruktur yang center of the shopping and commercial parks.
terdapat di pusat pertokoan dan taman niaga Up to the completion date of these
tersebut. Sampai dengan tanggal consolidated financial statements, the
penyelesaian laporan keuangan konsolidasian Company is still in progress to make
ini, Perusahaan masih melakukan negosiasi negotiation related to the Companys
terkait dengan kewajiban membayar sebesar obligation to pay to SDM for the fair market
nilai pasar yang wajar dari bangunan gedung. value of the building.
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c. PT Garuda Indonesia (Persero) Tbk (Garuda) c. PT Garuda Indonesia (Persero) Tbk

(Garuda)
Pada tanggal 3 Juli 2014, Perusahaan On July 3, 2014, the Company entered Land
mengadakan Perjanjian Kerjasama Use Agreement
Pemanfaatan Tanah No. PJJ.15.02.01/00/07/2014/119 with Garuda.
No. PJJ.15.02.01/00/07/2014/119 dengan Some terms of the agreement are as follows:
Garuda. Beberapa isi perjanjian sebagai
berikut:
Lahan yang dimanfaatkan seluas Area utilization of 164,742 m2

164.742 m2.
Tujuan pemanfaatan lahan untuk Land use objectives are for the
administrasi perkantoran, penunjang administrative offices, flight operations,
kegiatan operasional penerbangan berikut including its supporting facilities.
fasilitas penunjangnya.
Jangka waktu perjanjian adalah The agreement is valid from
1 Januari 2012 sampai dengan January 1, 2012 until December 31, 2016.
31 Desember 2016.
d. PT Birotika Semesta (Birotika) d. PT Birotika Semesta (Birotika)
Pada tanggal 17 Mei 1999 Perusahaan On May 17, 1999 the Company entered into a
mengadakan perjanjian pemanfaatan tanah di land use agreement at Soekarno-Hatta Airport
Bandara Soekarno-Hatta dengan Birotika with Birotika covering 1,411.20 m2. The land
seluas 1.411,20 m 2. Tanah tersebut was used to build a warehouse and office with
dimanfaatkan untuk mendirikan bangunan agreed value of Rp2,843,130,000. The
gudang dan kantor yang nilainya disepakati building will be used for business activities of
sebesar Rp2.843.130.000. Bangunan tersebut transportation management services and
akan digunakan untuk kegiatan usaha jasa express delivery services. This agreement is
pengurusan transportasi dan jasa pengiriman valid for 5 years since the minutes of the
ekspres. Perjanjian ini berlaku untuk jangka building operation is signed and can be
waktu 5 tahun sejak berita acara extended for 3 periods (15 years), which
pengoperasian bangunan tersebut ended in 2019.
ditandatangani dan dapat diperpanjang
sebanyak 3 periode (15 tahun) yang berakhir
pada tahun 2019.
e. Kerjasama Penyelenggaraan Perkeretaapian e. Airport Railway Cooperation

Bandara
Pada tanggal 7 Juli 2015, Perusahaan On July 7, 2015, the Company entered into an
mengadakan perjanjian dengan KAI dan agreement with KAI and Railink (the Parties).
Railink (Para Pihak). Perjanjian ini berlaku This agreement is valid since the signing of the
sejak penandatanganan Perjanjian sampai Agreement until the end of the Concession
dengan berakhirnya Masa Konsesi. Ruang Period. The scope of Operation Cooperation of
Lingkup Kerjasama Penyelenggaraan Airport Railways is Railway Infrastructure
Perkeretaapian Bandara ialah Implementation service including construction,
Penyelenggaraan Prasarana Perkeretaapian procurement, operation, maintenance, and
meliputi pembangunan, pengadaan, operation of infrastructure.
pengoperasian, perawatan, dan pengusahaan
prasarana.
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e. Kerjasama Penyelenggaraan Perkeretaapian e. Airport Railway Cooperation (continued)

Bandara (lanjutan)
Perusahaan beserta Para Pihak sepakat The Company and the Parties agree that
bahwa kerjasama Penyelenggaraan cooperation Operation of Railways this service
Perkeretaapian Bandara ini menggunakan using the following profit sharing scheme:
skema bagi hasil dengan ketentuan sebagai
berikut:
Perhitungan nilai bagi hasil adalah The calculation of the profits is EBITDA
EBITDA dikurangi dengan pembayaran less the payment of the debt;
hutang;
Nilai bagi hasil yang ditentukan, The profits are referred to the Railinks
mengacu kepada laporan keuangan financial statements (audited) and is
Railink (auditan) dan dilakukan based on the proportion of the realization
berdasarkan proporsi realisasi of the Company and the Parties;
Perusahaan dan Para Pihak
Pembayaran Bagi Hasil mulai dilakukan Payment of Sharing began in the third
pada tahun ketiga setelah year after the implementation of
penyelenggaraan Kereta Api Bandara Soekarno-Hatta Airport Railway fully
Soekarno-Hatta beroperasi penuh untuk operational for 1 (one) year budget.
1 (satu) tahun anggaran.
Sampai dengan tanggal penyelesaian Up to the completion date of consolidated

laporan keuangan konsolidasian, pekerjaan financial statements, the construction of airport
pembangunan fasilitas perkeretaapian railway facilities is still in progress.
bandara masih berjalan.
f. PT Sansaine Exindo (Sansaine) f. PT Sansaine Exindo (Sansaine)
Pada tanggal 7 Januari 2014, Perusahaan On January 7, 2014, the Company entered
mengadakan perjanjian dengan Sansaine. into an agreement with Sansaine. The
Perusahaan memberi tugas kepada Sansaine Company was given the task to Sansaine to
untuk melaksanakan pekerjaan perangkat perform the work for ERP software. The work
lunak ERP. Jangka waktu pelaksanaan was effective for 9 months starting on
pekerjaan adalah 9 bulan sejak January 7, 2014 until October 7, 2014.
7 Januari 2014 sampai dengan 7 Oktober
2014.
The Company recognized the expenditure
Perusahaan mencatat biaya-biaya relating to these works as part of Other Non-
sehubungan dengan pekerjaan ini sebagai current Assets as of December 31, 2015 and
bagian dari Aset Tidak Lancar Lain-lain pada 2014.
g. PT Abyor International (Abyor) g. PT Abyor International (Abyor)
Pada tanggal 26 Oktober 2015, Perusahaan On October 26, 2015, the Company entered
mengadakan perjanjian dengan Abyor. into an agreement with Abyor. The Company
Perusahaan memberi tugas kepada Abyor was given the task to Abyor to perform the
untuk melaksanakan pekerjaan implementasi implementation work of ERP. The work was
ERP. Jangka waktu pelaksanaan pekerjaan effective for 14 months starting on
adalah selama 14 bulan sejak 26 Oktober October 26, 2015 until December 25, 2016.
2015 sampai dengan 25 Desember 2016.
Perusahaan mencatat biaya-biaya The Company recognized the expenditure

sehubungan dengan pekerjaan ini sebagai relating to these works as part of Other Non-
bagian dari Aset Tidak Lancar Lain-lain pada current Assets as of December 31, 2015 and
tanggal 31 Desember 2015 dan 2014. 2014.
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h. PT Pertamina (Persero) (Pertamina) h. PT Pertamina (Persero) (Pertamina)
Pada tanggal 15 Mei 2015, Perusahaan On May 15, 2015, the Company entered into
mengadakan perjanjian dengan Pertamina an agreement with Pertamina to perform the
untuk melaksanakan pelayanan pengisian airline refueling services at Soekarno-Hatta,
bahan bakar pesawat udara di Bandara Sultan Syarif Kasim II, Minangkabau, Halim
Soekarno-Hatta, Sultan Syarif Kasim II, Perdanakusuma dan Sultan Mahmud
Minangkabau, Halim Perdanakusuma dan Badaruddin II Aiports. The work was effective
Sultan Mahmud Badaruddin II. Jangka waktu for 2 years starting on April 1, 2014 until March
pelaksanaan pekerjaan adalah selama 2 tahun 31, 2016.
sejak 1 April 2014 sampai dengan
31 Maret 2016.
Pada tanggal 31 Maret 2015, Perusahaan On March 31, 2015, the Company entered into
mengadakan perjanjian dengan Pertamina an agreement with Pertamina to perform the
untuk melaksanakan pelayanan pengisian airline refueling services at Kualanamu, Aiport.
bahan bakar pesawat udara di Bandara The work was effective for 5 years starting on
Kualanamu. Jangka waktu pelaksanaan July 25, 2013 until July 24, 2018.
pekerjaan adalah selama 5 tahun sejak
25 Juli 2013 sampai dengan 24 Juli 2018.
Pada tanggal 14 Desember 2015, Perusahaan On December 14, 2015, the Company entered
mengadakan perjanjian dengan Pertamina into an agreement with Pertamina to perform
untuk melaksanakan pelayanan pengisian the airline refueling services at Husein
bahan bakar pesawat udara di Bandara Sastranegara, Supadio, Sultan Iskandar Muda,
Husein Sastranegara, Supadio, Sultan Raja Haji Fisabilillah, Sultan Thaha, Depati
Iskandar Muda, Raja Haji Fisabilillah, Sultan Amir and Silangit Aiports. The work was
Thaha, Depati Amir dan Silangit. Jangka waktu effective for 2 years starting on
pelaksanaan pekerjaan adalah selama 2 tahun October 1, 2015 until September 30, 2017.
sejak 1 Oktober 2015 sampai dengan
30 September 2017.
i. PT Prima Griya Lestari (PGL) i. PT Prima Griya Lestari (PGL)
Perusahaan mengajukan gugatan kepada PT The Company filed a lawsuit against PT Prima
Prima Griya Lestari (PGL) atas kepemilikan Griya Lestari (PGL) over the ownership of the
tanah seluas 116,47 hektar yang terletak di land area of 116.47 hectares located in
Desa Karangsari, Kecamatan Batuceper, Karangsari Village, Batuceper Sub-district,
Kotamadya Tangerang. Berdasarkan Putusan Tangerang municipality. Based on Decision
Pengadilan Negeri Jakarta Barat No.399/PDT.G/2011/PN.JKT.BAR of West
No.399/PDT.G/2011/PN.JKT.BAR dinyatakan Jakarta District Court, that the Company is a
Perusahaan adalah pemilik sah atas tanah legitimate owner of the land area of the
seluas tersebut di atas dan tanah tersebut foregoing and the land acquired legally in
diperoleh secara sah sesuai dengan prosedur accordance with the prescribed procedure.
yang telah ditentukan. Berdasarkan Putusan Based on Supreme Court Decision
Mahkamah Agung RI No. 452K/PDT/2015 No.452K/PDT/2015 dated June 25, 2015, the
tanggal 25 Juni 2015, Perusahaan dinyatakan Company was declared in loss position.
kalah.
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i. PT Prima Griya Lestari (PGL) (lanjutan) i. PT Prima Griya Lestari (PGL) (continued)
Perusahaan mengajukan gugatan atas The Company filed a lawsuit over the
kepemilikan tanah seluas 1.882 m2 dan 3.500 ownership of the land area of 1,882 m2 and
m2 yang terletak di Jalan Pembangunan II, 3,500 m2 located Jalan Pembangunan II,
Kelurahan Batusari, Kecamatan Batuceper, Batusari Village, Batuceper Sub-district,
Kota Tangerang. Berdasarkan putusan Tangerang City. Based on Decision No.
Pengadilan Negeri Tangerang dengan No. 484/PDT.G/2011/PN.TNG of Tangerang
484/PDT.G/2011/PN.TNG, Perusahaan telah District Court, the Company was declared in
dinyatakan menang. Kemudian berdasarkan win position. Furthermore, based on Decision
Putusan Pengadilan Tinggi Provinsi Banten No. 54/PDT/2013/PN.TNG of Banten High
No. 54/PDT/2013/PN.TNG dan Putusan Court and Decision No. 276K/PDT/2014 of
Mahkamah Agung RI No. 276K/PDT/2014, Supreme Court, the Company was declared in
Perusahaan juga dinyakan menang dalam win position.
perkara ini.
j. PT Angkasa Transportindo Selaras (ATS) j. PT Angkasa Transportindo Selaras (ATS)
Pada tahun 2010, terdapat gugatan yang In 2010, there was claim made by PT
dilakukan oleh PT Angkasa Transportindo Angkasa Transportindo Selaras (ATS) to
Selaras (ATS) kepada Perusahaan dan Induk the Company and Induk Koperasi Angkatan
Koperasi Angkatan Udara (INKOPAU) Udara (INKOPAU) relating to land operation
sehubungan dengan pengelolaan lahan di in Halim Perdanakusuma Airport. Based on
Bandara Halim Perdana Kusuma. Berdasarkan Decision No. 492/PDT.G/2010 of East
Putusan Pengadilan Negeri Jakarta Timur Jakarta District Court, Decision
No. 492/PDT.G/2010, Putusan Pengadilan No. 10/PDT/2012/PT/DKI of DKI Jakarta High
Tinggi DKI Jakarta No. 10/PDT/2012/PT/DKI Court and Decision No. 688K/PDT/2013 of
dan Putusan Mahkamah Agung Supreme Court, the Company was declared
No. 688K/PDT/2013, Perusahaan dan in lost position.
INKOPAU dinyatakan kalah.
Pada tanggal 28 April 2015, Perusahaan On April 28, 2015, the Company submit
mengajukan permohonan Peninjauan Kembali Judicial Review (PK). Up to the completion
(PK). Sampai dengan tanggal penyelesaian date of consolidated financial statements, the
laporan keuangan konsolidasian, Perusahaan Company has not receive received the PK
belum menerima keputusanp results.
k. PT Ekspress Transportasi Antarbenua k. PT Ekspress Transportasi Antarbenua

(Ekspress) (Ekspress)
Pada tanggal 20 Februari 2014, APS On February 20, 2014, APS entered
mengadakan Perjanjian KSO Agreement of JO No. 009/APSolusi-
No. 009/APSolusi-ETA/Lounge/II/2014 dengan ETA/Lounge/II/2014 with Ekspress in order to
Ekspress dalam rangka pengelolaan Saphire establish joint arrangements on Saphire
Executive Lounge Bandara Halim Executive Lounge Halim Perdanakusuma
Perdanakusuma. Perjanjian ini mengatur Airport. This agreement arrange the
mengenai pendirian KSO AP Solusi Premier. establishment of JO AP Solusi Premier. This
Dalam perjanjian ini diatur juga mengenai hak agreement also arrange rights and obligations
dan kewajiban APS atas keuntungan/kerugian of APS on JOs profit/loss in the amount of
dari KSO sebesar 51%. Perjanjian ini berlaku 51%. This agreement valid for 3 years since
selama 3 tahun sejak tanggal signing date.
ditandatanganinya perjanjian.
114
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l. PT Trikama Boga (Trikama) l. PT Trikama Boga (Trikama)
Pada tanggal 20 Oktober 2014, APS On October 20, 2014, APS entered Agreement
mengadakan Perjanjian KSO No. 24/SPK/TB- of JO No. 24/SPK/TB-APS/2014 with Trikama
APS/2014 dengan Trikama dalam rangka in order to establish joint arrangements on
pengelolaan Executive Lounge Bandara Executive Lounge Soekarno-Hatta
Internasional Soekarno-Hatta. Perjanjian ini International Airport. This agreement arrange
mengatur mengenai pendirian KSO AP Solusi the establishment of JO AP Solusi TB. This
TB. Dalam perjanjian ini diatur juga mengenai agreement also arrange rights and obligations
hak dan kewajiban APS atas of APS on JOs profit/loss in the amount of
keuntungan/kerugian dari KSO sebesar 60%. 60%. This agreement valid for 2 years since
Perjanjian ini berlaku selama 2 tahun sejak signing date.
tanggal ditandatanganinya perjanjian.
m. PT Bumi Liputan Jaya (Bumi) m. PT Bumi Liputan Jaya (Bumi)
Pada tanggal 27 Juni 2013, APS mengadakan On June 27, 2013, APS entered Agreement of
Perjanjian KSO No. 030/APSolusi- JO No. 030/APSolusi-Bluesky/KSO/Lounge/VI/
Bluesky/KSO/Lounge/VI/ 2013 dengan Bumi 2013 with Bumi in order to establish joint
dalam rangka pengelolaan Domestic Lounge arrangements on Domestic Lounge Bandara
Bandara Kualanamu Medan. Perjanjian ini Kualanamu Medan. This agreement arrange
mengatur mengenai pendirian KSO AP Blue the establishment of JO AP Blue Sky This
Sky. Dalam perjanjian ini diatur juga mengenai agreement also arrange rights and obligations
hak dan kewajiban APS atas of APS on JOs profit/loss in the amount of
keuntungan/kerugian dari KSO sebesar 51%. 51%. This agreement valid for 5 years since
Perjanjian ini berlaku selama 5 tahun sejak signing date.
n. PT Mandai Prima (Mandai) n. PT Mandai Prima (Mandai)
Pada tanggal 4 Oktober 2013, APS On October 4, 2013, APS entered Agreement
mengadakan Perjanjian KSO No. of JO
No.054/APSolusiMandaiPrima/KSO/Lounge/X/ No.054/APSolusiMandaiPrima/KSO/Lounge/X/
2013 dengan Mandai dalam rangka 2013 with Mandai in order to establish joint
pengelolaan International Lounge Bandara arrangements on International Lounge
Kualanamu Medan. Perjanjian ini mengatur Kualanamu Medan. This agreement arrange
mengenai pendirian KSO AP Solusi Mandai the establishment of JO AP Solusi Mandai
Prima. Dalam perjanjian ini diatur juga Prima This agreement also arrange rights and
mengenai hak dan kewajiban APS atas obligations of APS on JOs profit/loss in the
keuntungan/kerugian dari KSO sebesar 60%. amount of 60%. This agreement valid for
Perjanjian ini berlaku selama 5 tahun sejak 5 years since signing date.
o. Perjanjian Konsesi Direktorat Jenderal o. Concession Agreement Directorate General

Perhubungan Udara of Civil Aviation
Pada tanggal 15 Desember 2015 Perusahaan On October 4, 2013, APS entered Agreement
mengadakan Perjanjian dengan Direktorat of JO
Jenderal Perhubungan Udara (Direktorat No.054/APSolusiMandaiPrima/KSO/Lounge/X/
Jenderal) mengenai pemberian konsesi untuk 2013 with Mandai in order to establish joint
melakukan kegiatan pelayanan jasa arrangements on International Lounge
kebandarudaraan sebagaimana yang Kualanamu Medan. This agreement arrange
dituangkan dalam perjanjian the establishment of JO AP Solusi Mandai
nomor HK.201/2/6/DRJU.kum-2015 Prima This agreement also arrange rights and
dan PJJ.04.04/00.02/12/2015/0025 (Perjanjian obligations of APS on JOs profit/loss in the
Konsesi). amount of 60%. This agreement valid for
5 years since signing date.
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o. Perjanjian Konsesi Direktorat Jenderal o. Concession Agreement Directorate General

Perhubungan Udara (lanjutan) of Civil Aviation (continued)
Dirjenhub memberikan hak kepada DGCA entitles the Company to conduct the
Perusahaan melakukan kegiatan pelayanan airport service activities including services
jasa kebandarudaraan termasuk meliputi include aircraft, passenger, freight and postal
pelayanan jasa pesawat udara, penumpang, consisting of the provision and / or
barang, dan pos yang terdiri atas penyediaan development of:
dan/atau pengembangan:
- Fasilitas kegiatan pelayanan pendaratan, - Facilities of service activity for landing,
lepas landas, maneuver, parkir, dan takeoff, maneuvering, parking and storage
penyimpanan pesawat udara of aircraft
- Fasilitas terminal untuk pelayanan
angkutan penumpang, kargo, dan pos - Terminal facilities for passenger transport
- Fasilitas elektronika, listrik, air, dan services, cargo, and mail
instalasi limbah buangan - Electronic facilities, electricity, water, and
- Lahan untuk bangunan, lapangan, dan waste disposal installations
industri serta gedung atau bangunan yang - Areas for the building, grounds, and
berhubungan dengan kelancaran industry as well as building or a building
angkutan udara. associated with the smooth air transport.
Ketentuan-ketentuan penting dalam Perjanjian Important conditions in the Concession

Konsesi adalah sebagai berikut, antara lain: Agreement are as follows, among others:
- Perusahaan diwajibkan untuk membayar
Pendapatan konsesi dari pelayanan jasa - The Company is required to pay concession
kebandarudaraan sebesar 2,5% dari revenue of airport service activities
Pendapatan pelayanan jasa amounted to 2.5% from revenue of airport
kebandarudaraan per tahun, yang akan service activities per year, which will be
dievaluasi setiap 5 tahun. Nilai yang evaluated each of five years. The amount
dibayarkan tersebut akan diakui sebagai paid will be recognized as Non Tax
Penerimaan Negara Bukan Pajak Revenue (BNBP).
(BNBP).
- Perjanjian Konsesi berlaku selama 2
- Concession Agreement is valid for 2 (two)
(dua) tahun, terhitung sejak
years, starting from the signing date of the
ditandatanganinya perjanjian, dan
Concession Agreement, and extended for
diperpanjang selama 30 tahun sesuai
30 years as agreed by DGCA and the
kesepakatan Direktorat Jenderal dan
Company through the general meeting of
Perusahaan melalui rapat umum
shareholders.
pemegang saham.
Direktorat Jenderal memiliki kewenangan DGCA has an authority to supervise and

untuk melakukan pengawasan dan control the implementation of the
pengendalian terhadap pelaksanaan Konsesi Concession based on Concession
berdasarkan Perjanjian Konsesi sesuai dengan Agreement in accordance with its authority
kewenangannya yang diatur oleh Undang- regulated by the Constitution.
Undang.
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49. STANDAR AKUNTANSI YANG TELAH 49. ACCOUNTING STANDARDS ISSUED BUT NOT
DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE
Standar akuntansi dan interpretasi yang telah The standards and intepretations that are issued by
disahkan oleh Dewan Standar Akuntansi Keuangan the Indonesian Financial Accounting Standards
(DSAK), tetapi belum berlaku efektif untuk laporan Board (DSAK), but not yet effective for current
keuangan konsolidasian tahun berjalan diungkapan consolidated financial statements are disclosed
dibawah ini. Kelompok Usaha bermaksud untuk below. The Group intend to adopt these standards,
menerapkan standar tersebut, jika dipandang if applicable, when they become effective
relevan, saat telah menjadi efektif.
a. Amandemen PSAK No. 1, Penyajian Laporan a. Amendments to PSAK No. 1, Presentation of
Keuangan tentang Prakarsa Pengungkapan. Financial Statements on Disclosures Initiative.
Amandemen ini mengklarifikasi, This amendments clarify, rather than
bukan mengubah secara signifikan, significantly change, exiting PSAK No. 1
persyaratan PSAK No. 1, antara lain, requirements, among others, to clarify the
mengklasifikasi mengenai materialitas, materiality, flexibility as to financial statements
fleksibilitas urutan sistematis catatan atas and identification of significant accounting
laporan keuangan dan pengidentifikasian policies.
kebijakan akuntansi signifikan.
b. Amandemen PSAK No. 16, Aset Tetap b. Amendments to PSAK No. 16, Property, Plant
tentang Klarifikasi Metode yang Diterima untuk and Equipment on Clarification of the
Penyusutan dan Amortisasi. Amandemen ini Accepted Method for Depreciation and
mengklarifikasi prinsip yang terdapat dalam Amortization. The amendments clarify the
PSAK No. 16 dan PSAK No. 19, Aset principle in PSAK No. 16 and PSAK No. 19,
takberwujud bahwa Pendapatan Intangible assset that revenue reflects a
mencerminkan suatu pola manfaat ekonomik pattern of economic benefits that are
yang dihasilkan dari pengoperasian usaha generated from operating a business (of which
(yang mana aset tersebut adalah bagiannya) the asset is part) rather than the economic
dari pada manfaat ekonomik dari pemakaian benefits that are consumed through use of the
melalui penggunaan aset. Sebagai kesimpulan asset. As a result, a revenue based method
bahwa penggunaan metode penyusutan aset cannot be used to depreciate the property,
tetap yang berdasarkan pada Pendapatan plant and equipment.
adalah tidak tepat.
c. Amandemen PSAK No. 24, Imbalan Kerja c. Amendment to PSAK No. 24: Employee
tentang Program Imbalan Pasti: Iuran Benefits on Defined Benefit Plans: Employee
Pekerja. PSAK No. 24 meminta entitas untuk Contributions. PSAK No. 24 requires an entity
memperhatikan iuran dari pekerja atau pihak to consider contributions from employees or
ketiga ketika memperhitungkan program third parties when counting for defined benefit
manfaat pasti. Ketika iuran tersebut plans. Where the contributions are linked to
sehubungan dengan jasa, harus diatribusikan service, they should be attributed to periods of
pada periode jasa sebagai imbalan negatif. service as a negative benefit.
Amandemen ini mengklarifikasi bahwa, These amendments clarify that, if the amount
jika jumlah iuran tidak bergantung pada jumlah of the contributions is independent of the
tahun jasa, entitas diperbolehkan untuk number of years of service, an entity is
mengakui iuran tersebut sebagai pengurang permitted to recognise such contributions as a
dari biaya jasa dalam periode ketika jasa reduction in the service cost in the period in
terkait diberikan, daripada alokasi iuran which the service is rendered, instead of
tersebut pada periode jasa. allocating the contributions to the periods of
service.
117
117


DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (CONTINUED)
(LANJUTAN)
d. Amandemen PSAK No. 15, Investasi Pada d. Amendments to PSAK No. 15, Investment in
Entitas Asosiasi dan Ventura Bersama Associates and Joint Ventures related to
tentang Entitas Investasi: Penerapan Investment Entities: Applying the
Pengecualian Konsolidasian. Amandemen ini Consolidation Exceptions. The amendments
memberikan klarifikasi pada paragraf 36A clarify the paragraph 36A that the exemption
tentang pengecualian konsolidasian untuk from presenting consolidated financial
entitas investasi ketika kriteria tertentu statements applies to investment entity when
terpenuhi. such criteria meet.
e. PSAK No. 5 (Penyesuaian 2015): Segmen e. PSAK No. 5 (2015 Improvement): Operating
Operasi. Penyesuaian ini mengklarifikasi: Segments. The improvement clarifies that:
- Entitas mengungkapkan pertimbangan - An entity must disclose the judgements
yang dibuat manajemen dalam penerapan made by management in applying the
kriteria agregasi PSAK No. 5 paragraf 12 aggregation criteria in paragraph 12 of
termasuk penjelasan singkat segmen PSAK No. 5 including a brief description
operasi yang digabungkan dan of operating segments that have been
karakteristik ekonomi. aggregated and the economic
characteristics.
- Pengungkapan rekonsiliasi aset segmen - Disclose the reconciliation of segment

terhadap total aset jika rekonsiliasi assets to total assets if the reconciliation is
dilaporkan kepada pengambil keputusan reported to the chief operating decision
operasional, demikian juga untuk maker, similar to the required disclosure
pengungkapan liabilitas segmen. for segment liabilities.
f. PSAK No. 7 (Penyesuaian 2015): f. PSAK No. 7 (2015 Improvement): Related

Pengungkapan Pihak-pihak Berelasi. Party Disclosures. The improvement clarifies
Penyesuaian ini mengklarifikasi bahwa entitas that a management entity (an entity that
manajemen (entitas yang menyediakan jasa provides key management personnel services)
personil manajemen kunci) adalah pihak is a related party subject to the related party
berelasi yang dikenakan pengungkapan pihak disclosures. In addition, an entity that uses a
berelasi. Dan entitas yang memakai entitas management entity is required to disclose the
manajemen mengungkapkan biaya yang expenses incurred for management services.
terjadi untuk jasa manajemennya.
g. PSAK No. 13 (Penyesuaian 2015): Properti g. PSAK No. 13 (2015 Improvement): Investment
Investasi. Penyesuaian ini memberikan Property. The improvement clarify that PSAK
klarifikasi bahwa PSAK No. 13 dan PSAK No. No. 13 and PSAK No. 22 is related. An Entity
22 saling mempengaruhi. Entitas dalat shall refer to PSAK No. 13 to differenciates
mengacu pada PSAK No. 13 untuk between investment property and owner-
membedakan antara properti investasi dan occupied property. An Entity shall refer to
properti yang digunakan sendiri. Entitas juga PSAK No. 22 as guidance to determine wheter
dapat mengacu pada PSAK No. 22 sebagai the acquisition of investment property is a
pedoman apakah akuisisi properti investasi business combination.
merupakan kombinasi bisnis.
h. PSAK No. 16 (Penyesuaian 2015): Aset Tetap. h. PSAK No. 16 (2015 Improvement): Property,
Penyesuaian ini mengklarifikasi bahwa dalam Plant and Equipment. The improvement
PSAK No. 16 dan PSAK No. 19 aset dapat clarifies that in PSAK No. 16 and PSAK No. 19
direvaluasi dengan mengacu pada data pasar that the asset may be revalued by reference to
yang dapat diobservasi terhadap jumlah observable data on either the gross or the net
tercatat bruto ataupun neto. Sebagai carrying amount. In addition, the accumulated
tambahan, akumulasi penyusutan atau depreciation or amortisation is the difference
amortisasi adalah perbedaan antara jumlah between the gross and carrying amounts of
tercatat bruto dan jumlah tercatat aset the asset. Carrying amounts of the asset is
tersebut. Jumlah tercatat aset tersebut restated by revalved amounts.
disajikan kembali pada jumlah revaluasiannya.
118
118



DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (CONTINUED)
(LANJUTAN)
i. PSAK No. 19 (Penyesuaian 2015): Aset i. PSAK No. 19 (2015 Improvement): Intangible
Takberwujud. Penyesuaian ini mengklarifikasi Assets. The improvement clarifies that in
bahwa dalam PSAK No. 16 dan PSAK No. 19 PSAK No. 16 and PSAK No. 19 that the asset
aset dapat direvaluasi dengan mengacu pada may be revalved by reference to observable
data pasar yang dapat diobservasi terhadap data on either the gross or the net carrying
jumlah tercatat bruto ataupun neto. Sebagai amount. In addition, the accumulated
tambahan, akumulasi penyusutan atau depreciation or amortisation is the difference
amortisasi adalah perbedaan antara jumlah between the gross and carrying amounts of
tercatat bruto dan jumlah tercatat aset the asset. Carrying amounts of the asset is
tersebut. Jumlah tercatat aset tersebut restated by revalved amounts.
disajikan kembali pada jumlah revaluasiannya.
j. PSAK No. 22 (Penyesuaian 2015): Kombinasi j. PSAK No. 22 (2015 Improvement): Business
Bisnis. Penyesuaian ini memberikan klarifikasi Combination. The improvement clarify the
ruang lingkup dan kewajiban membayar scope and obligation to pay contigent benefit
imbalan kontijensi yang memenuhi definisi which meet the financial instrument definition
instrumen keuangan diakui sebagai liabilitas recognized as financial liabilities or equity.
keuangan atau ekuitas.
k. PSAK No. 25 (Penyesuaian 2015): Kebijakan k. PSAK No. 25 (2015 Improvement): Accounting
Akuntansi, Perubahan Estimasi Akuntansi dan Policies, Changes in Accounting Estimates
Kesalahan. Penyesuaian ini memberikan and Errors. The improvement provides
koreksi editorial pada PSAK No. 25 paragraf editorial correction for paragraph 27 of PSAK
27. No. 25.
l. PSAK No. 68 (Penyesuaian 2015): l. PSAK 68 (2015 Improvement): Fair Value

Pengukuran Nilai Wajar. Penyesuaian ini Measurement. The improvement clarifies that
mengklarifikasi bahwa pengecualian portofolio the portfolio exception in PSAK No. 68 can be
dalam PSAK No. 68 dapat diterapkan tidak applied not only to financial assets and
hanya kelompok aset keuangan dan liabilitas financial liabilities, but also to other contracts
keuangan, tetapi juga diterapkan pada kontrak within the scope of PSAK No. 55.
lain dalam ruang lingkup PSAK No. 55.
m. ISAK 31: Interprestasi atas ruang lingkup m. ISAK 31: Interpretation of scope for PSAK No.
PSAK No. 13: Properti Investasi. ISAK 13 ini 13: Investement property. ISAK 31 provides
memberikan interprestasi atas karakteristik interpretation to building characteristic which
bangunan yang digunakan sebagai bagian dari has been used as a part of investment
definisi property investasi dalam PSAK No. 13. property definition on PSAK No. 13.
Kelompok Usaha sedang mengevaluasi dampak The Group is presently evaluating and has not yet
dari standar akuntansi tersebut dan belum determined the effects of these accounting
menentukan dampaknya terhadap laporan standards on its consolidated financial statements.
keuangan konsolidasian.
119
119


50. AKTIVITAS YANG TIDAK MEMPENGARUHI 50. NON-CASH ACTIVITIES

ARUS KAS
Informasi tambahan untuk laporan arus kas yang Supplementary information to the statement of
berkaitan dengan kegiatan non-kas adalah sebagai cash flows relating to non-cash activities is as
berikut: follows:

Perolehan aset tetap yang Acquisition of fixed asset

dikreditkan ke: credited to:
Aset dalam konstruksi 125.940.626.187 1.178.577.052.625 Asset under construction
Perolehan aset dalam

penyelesaian yang Acquisition of asset under
dikreditkan ke: construction credited to:
Beban Akrual 925.226.405.894 400.636.259.537 Accrued expense
51. PERISTIWA SETELAH PERIODE PELAPORAN 51. EVENTS AFTER REPORTING PERIOD
a. Melalui PP No. 130 Tahun 2015 tanggal a. Based on PP No. 130 Year 2015 dated
28 Desember 2015 dan Surat Keputusan December 28, 2015 and Decree of the Ministry
Menteri BUMN No. S-17/MBU/01/2016 of BUMN No. S-17/MBU/01/2016 dated
tanggal 8 Januari 2016, Menteri BUMN January 8, 2016, the Minister of BUMN
menetapkan penambahan modal determined the increase in issued and fully
ditempatkan dan disetor penuh sebesar paid capital stock amounting to
Rp2.000.000.000.000 sehingga nilai Rp2,000,000,000,000, thus the capital
penyertaan modal Negara Republik investment amount of the Republic of
Indonesia pada Perusahaan akan Indonesia in the Company will increase to
bertambah menjadi Rp7.000.000.000.000. Rp7,000,000,000,000.
b. Pada tanggal 7 Januari 2016, diadakan rapat b. On January 7, 2016, a general meeting of
umum pemegang saham Perusahaan yang shareholders of the Company was held with
hasil keputusannya diaktakan dalam akta No. the decisions has been ratified by the Deed
4 oleh Notaris Sri Ismiyati, SH. MKn. Hasil No. 4 of Notaris Sri Ismiyati, SH. MKn. The
keputusan rapat tersebut ialah mencakup meeting result was include:
antara lain: - Work plan and budget of the company in
- rencana kerja dan anggaran Perusahaan 2016.
tahun 2016. - Approval of the operational aspects
- persetujuan indikator aspek operasional indicator and health rating of the Company.
untuk penilaian tingkat kesehatan - Approval of external funding in 2016
Perusahaan. amounting to Rp5,000,000,000,000 for
- Persetujuan pendanaan eksternal tahun development investment program.
2016 sebesar Rp5.000.000.000.000 untuk - Approval of the establishment of two
program investasi pengembangan. subsidiaries in 2016 consist of the property
- Persetujuan pendirian 2 anak perusahaan and retail company with capital injection
di tahun 2016 terdiri dari perusahaan amounting to Rp150.000.000.000 and
property dan retail dengan penyertaan cargo and logistics company with the
modal sebesar Rp150.000.000.000 dan capital injection amounting to
perusahaan kargo dan logistik dengan Rp200,000,000,000.
penyertaan sebesar Rp200.000.000.000. - Approval of capital investment in 2016 to
- Persetujuan penyertaan modal tahun affiliated companies, PT Railink amounting
- 2016 kepada perusahaan afiliasi to Rp124.800.000.000.
PT Railink sebesar Rp124.800.000.000.
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51. PERISTIWA SETELAH PERIODE PELAPORAN 51. EVENTS AFTER REPORTING PERIOD
c. Pada tanggal 24 Februari 2016, Perusahaan c. On February 24, 2016, the Company entered
menandatangani Komitmen Bersama Sinergi into BUMN Mutual Commitment Synergy with
BUMN dengan PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia (Persero) Tbk, PT
(Persero) Tbk, PT Bank Negara Indonesia Bank Negara Indonesia (Persero) Tbk dan PT
(Persero) Tbk dan PT Bank Mandiri (Persero) Bank Mandiri (Persero) Tbk in connection with
Tbk sehubungan dengan pembiayaan airport developments financing in the
pembangunan bandar udara di lingkungan Companys area through investment credit
Perusahaan melalui pemberian fasilitas kredit facility amounting to Rp2,100,000,000,000.
investasi sebesar Rp2.100.000.000.000.
52. REKLASIFIKASI AKUN, PENERBITAN ULANG 52. RECLASSIFICATION OF ACCOUNTS,

DAN PENYAJIAN KEMBALI LAPORAN REISSUANCE AND RESTATEMENT OF
KEUANGAN FINANCIAL STATEMENTS
Manajemen Perusahan menyajikan kembali laporan The Companys management reissued the
keuangan konsolidasian tanggal 31 Desember 2014 consolidated financial statements as of December
dan 2013, dan untuk tahun yang berakhir pada 31, 2014 and 2013, and for the year ended
tanggal 31 Desember 2014 untuk mencerminkan December 31, 2014 to reflect the adjustment due to
penyesuaian yang disebabkan pemberlakuan PSAK the application of PSAK No. 66, "Joint Operation"
No. 66, Pengaturan Bersama dan perubahan and change PSAK No. 24 (Revised 2013),
PSAK No. 24 (Revisi 2013), Imbalan Kerja. "Employee Benefits".
Ringkasan atas akun-akun laporan posisi keuangan The summary of accounts in the statement of
yang dipengaruhi oleh penyajian kembali adalah financial position affected by the restatement is as
Consolidated statement of
Laporan posisi keuangan konsolidasian financial position
tanggal 31 Desember 2014 as of December 31, 2014
Dilaporkan
sebelumnya/
As previously Efek perubahan/ Disajikan kembali/
reported Effect of change As restated
ASET ASSETS
Kas dan setara kas 1.027.024.807.574 3.546.003.391 1.030.570.810.965 Cash and cash equivalents
Piulang usaha 454.725.915.910 1.385.960.927 456.111.876.837 Trade receivables
Piutang lain-lain 64.499.586.203 - 64.499.586.203 Other receivables
Persediaan 14.274.135.726 22.118.340 14.296.254.066 Inventories
Pajak dibayar di muka 27.862.389.879 (263.691.787) 27.598.698.092 Prepaid taxes
Uang muka 46.078.210.985 12.449.520 46.090.660.505 Advances
Piutang pihak berelasi 148.658.730 (148.658.730) - Due from related parties
Pendapatan yang
masih harus diterima 233.825.481.881 (3.424.885.553) 230.400.596.328 Accrued income
Klaim pengembalian pajak 30.203.335.356 303.679.867 30.507.015.223 Claim for tax refund
Aset keuangan yang Available for sale
tersedia untuk dijual 102.218.000.000 - 102.218.000.000 financial assets
Penyertaan saham 240.293.893.439 - 240.293.893.439 Investments in shares of stock
Properti investasi, netto 78.968.873.041 - 78.968.873.041 Investment property, net
Aset tetap, netto 13.571.365.441.991 6.454.602.052 13.577.820.044.043 Fixed assets, net
Goodwill 203.205.000 - 203.205.000 Goodwill
Aset lain-lain 32.298.514.203 637.534.020 32.936.048.223 Other assets
TOTAL ASET 15.923.990.449.918 8.525.112.047 15.932.515.561.965 TOTAL ASSETS
121
121




KEUANGAN (lanjutan) FINANCIAL STATEMENTS (continued)
sebagai berikut (lanjutan): follows (continued):
Consolidated statement of
Dilaporkan
sebelumnya/

Utang usaha 23.851.434.736 472.265.484 24.323.700.220 Trade payables
Utang lain-lain 318.173.204.449 - 318.173.204.449 Other payables
Beban akrual 1.442.987.773.496 96.824.704 1.443.084.598.200 Accrued expenses
Utang pajak 73.327.904.496 322.146.774 73.650.051.270 Taxes payable
Liabilitas dana pensiun 91.708.903.370 - 91.708.903.370 Pension fund liabilities
Pendapatan yang diterima di muka 109.246.843.371 (45.479.148) 109.201.364.223 Unearned revenues
Pinjaman jangka panjang 423.000.000.000 - 423.000.000.000 Long-term loans
jangka pendek 132.052.528.668 - 132.052.528.668 Short-term liability for employee benefit
Utang jaminan pelanggan 16.107.286.384 1.039.131.321 17.146.417.705 Customers deposits
Pendapatan tangguhan - - - Deferred income
Utang lain-lain - tidak lancar 5.008.825.497 6.640.222.916 11.649.048.413 Other payables
Liabilitas pajak tangguhan 393.766.213.639 (47.392.700.189) 346.373.513.450 Deferred tax liabilities
Liabilitas imbalan kerja 42.736.488.720 128.246.073.617 170.982.562.337 Employee benefits liabilities
Dana program tunjangan hari tua 5.867.211.870 - 5.867.211.870 Retirement program funds
Dana program BUMN
peduli beasiswa 5.881.647.341 - 5.881.647.341 BUMN scholarship program fund
TOTAL LIABILITAS 3.083.716.266.037 89.378.485.479 3.173.094.751.516 TOTAL LIABILITIES
Modal saham nilai nominal Capital stock par value of

Modal dasar 20.000.000 saham Authorized 20,000,000 shares
Modal ditempatkan dan
disetor penuh - Issued and fully paid
5.000.000 saham pada 5,000,000 shares as of
tanggal 31 Desember 2014 December 31, 2014 and
dan 5.000.000 saham 5,000,000 shares
pada tanggal 31 Desember as of December 31,
2013 dan 2012 5.000.000.000.000 - 5.000.000.000.000 2013 and 2012
Modal disetor lainnya 81.099.573.644 303.400.820.848 384.500.394.492 Other paid-in capital
Penghasilan komprehensif lain 3.068.000.001 (45.809.759.171) (42.741.759.170) Other components of equity
Komponen ekuitas lainnya 2.403.136.832.459 (303.400.820.849) 2.099.736.011.610 Other comprehensive income
Selisih ekuitas entitas anak (28.670.324.714) 2.353.526.088 (26.316.798.626) Equity difference of subsidiary
Dicadangkan 4.713.033.652.605 - 4.713.033.652.605 Appropriated
Belum dicadangkan 668.605.900.932 (37.397.182.489) 631.208.718.443 Unappropriated
Kepentingan non-pengendali 548.954 42.141 591.095 Non-controlling interests
TOTAL EKUITAS 12.840.274.183.881 (80.853.373.432) 12.759.420.810.449 TOTAL EQUITY
TOTAL LIABILITAS DAN TOTAL LIABILITIES AND

EKUITAS 15.923.990.449.918 8.525.112.047 15.932.515.561.965 EQUITY
122
122




Consolidated statements of
Dilaporkan
sebelumnya/
ASET ASSETS
Kas dan setara kas 1.510.031.837.262 - 1.510.031.837.262 Cash and cash equivalents
Piulang usaha 525.711.742.419 125.736.002.034 651.447.744.453 Trade receivables
Piutang lain-lain 79.082.756.477 - 79.082.756.477 Other receivables
Persediaan 13.634.104.581 - 13.634.104.581 Inventories
Pajak dibayar di muka 32.086.939.398 - 32.086.939.398 Prepaid taxes
Uang muka 76.783.052.980 - 76.783.052.980 Advances
Pendapatan yang
masih harus diterima 29.482.117.862 - 29.482.117.862 Accrued income
Piutang pihak berelasi 125.736.002.034 (125.736.002.034) - Due from related parties
Klaim pengembalian pajak 144.461.541.312 - 144.461.541.312 Claim for tax refund
Aset keuangan yang Available for sale
tersedia untuk dijual 122.495.405.840 - 122.495.405.840 financial assets
Penyertaan saham 236.674.515.237 - 236.674.515.237 Investments in shares of stock
Properti investasi, netto 67.189.799.237 - 67.189.799.237 Investment property, net
Aset tetap, netto 10.345.306.300.491 - 10.345.306.300.491 Fixed assets, net
Goodwill 203.205.000 - 203.205.000 Goodwill
Aset lain-lain 33.036.365.364 - 33.036.365.364 Other assets
TOTAL ASET 13.341.915.685.494 - 13.341.915.685.494 TOTAL ASSETS

Utang usaha 10.064.099.878 - 10.064.099.878 Trade payables
Utang lain-lain 240.168.743.796 - 240.168.743.796 Other payable
Beban akrual 460.097.673.201 - 460.097.673.201 Accrued expenses
Utang pajak 44.808.733.057 - 44.808.733.057 Taxes payable
Liabilitas dana pensiun 90.987.335.721 - 90.987.335.721 Pension fund liabilities
Pendapatan yang diterima di muka 117.081.118.089 - 117.081.118.089 Unearned revenues
jangka pendek 93.036.330.913 - 93.036.330.913 Short-term liability for employee benefit
Utang lain-lain tidak lancar 1.543.333.074 1 1.543.333.075 Other payables - non-current
Utang jaminan pelanggan 14.745.659.742 - 14.745.659.742 Customers deposits
Liabilitas pajak tangguhan 413.961.809.316 (29.258.592.503) 384.703.216.813 Deferred tax liabilities
Dana program tunjangan hari tua 122.627.412.232 - 122.627.412.232 Retirement program funds
Dana program BUMN
peduli beasiswa 6.193.335.959 - 6.193.335.959 BUMN scholarship program fund
TOTAL LIABILITAS 1.694.657.723.985 3.384.406.263 1.698.042.130.248 TOTAL LIABILITIES
Modal saham nilai nominal Capital stock par value of

Modal dasar 20.000.000 saham Authorized 20,000,000 shares
disetor penuh Issued and fully paid
5.000.000 saham pada 5,000,000 shares as of
tanggal 31 Desember 2014 December 31, 2014 and
dan 5.000.000 saham 5,000,000 shares
pada tanggal 31 Desember as of December 31,
2013 dan 2012 5.000.000.000.000 - 5.000.000.000.000 2013 and 2012
Modal disetor lainnya 81.099.573.644 303.400.820.848 384.500.394.492 Other paid-in capital
Komponen ekuitas lainnya 2.064.539.777.871 (303.400.820.848) 1.761.138.957.023 Other component equity
Penghasilan komprehensif lain 8.345.405.840 (62.729.049.595) (54.383.643.755) Other comprehensive income
Selisih ekuitas entitas anak (28.670.324.714) 2.353.526.088 (26.316.798.626) Equity difference of subsidiary
Dicadangkan 3.990.109.689.955 - 3.990.109.689.955 Appropriated
Belum dicadangkan 531.833.397.258 56.991.131.368 588.824.528.626 Unappropriated
Kepentingan non-pengendali 441.655 (14.124) 427.531 Non-controlling interests
TOTAL EKUITAS 11.647.257.961.509 (3.384.406.263) 11.643.873.555.246 TOTAL EQUITY
TOTAL LIABILITAS DAN TOTAL LIABILITIES AND
EKUITAS 13.341.915.685.494 - 13.341.915.685.494 EQUITY
123123



Laporan laba rugi dan penghasilan Consolidated statement of
komprehensif lain konsolidasian profit or loss and other comprehensive income
untuk tahun yang berakhir pada for the year ended
tanggal 31 Desember 2014 December 31, 2014
Penyesuaian
dan reklasifikasi
atas penyajian
Dilaporkan kembali/
sebelumnya/ Adjustment and
As previously reclassification on Disajikan kembali/
reported restatements As restated
Pendapatan aeronautika 3.094.432.283.841 - 3.094.432.283.841 Aeronautical revenues

Pendapatan non-aeronautika 1.636.880.537.236 9.642.017.959 1.646.522.555.195 Non-Aeronautical revenues
Pendapatan kargo 119.559.775.783 - 119.559.775.783 Cargo revenues
Beban pegawai (960.462.636.695) (1.315.536.258) (961.778.172.953) Employee expenses
Beban operasional bandara (1.689.516.952.435) (6.314.072.381) (1.695.831.024.816) Airport operation expenses
Beban umum dan administrasi (876.859.584.483) (72.751.273.471) (949.610.857.954) General and administrative expenses
Beban pemasaran (1.818.043.998) (382.940.839) (2.200.984.837) Marketing expenses
Pendapatan keuangan, netto 99.590.827.236 - 99.590.827.236 Finance income, net
Bagian laba entitas asosiasi 8.306.878.202 - 8.306.878.202 Share in profit of the associated entities
Beban keuangan (919.828.748) - (919.828.748) Finance expense
Pendapatan lain-lain 282.569.114.049 243.378.769 282.812.492.818 Other income
Beban lain-lain (119.098.345.464) (233.030.961) (119.331.376.425) Other expenses
Pajak final atas Final tax expense
penghasilan keuangan - (20.508.151.797) (20.508.151.797) on finance income
Beban pajak final - (26.242.519.774) (26.242.519.774) Final tax expense
Pajak kini (391.701.491.157) - (391.701.491.157) Current tax
Pajak tangguhan 20.195.595.676 23.773.871.162 43.969.466.838 Deferred tax
Laba netto 1.221.158.129.043 (94.088.257.591) 1.126.769.871.452 Net income
Perubahan nilai wajar aset keuangan Changes in fair value of available

tersedia untuk dijual (5.277.405.840) - (5.277.405.840) for sale financial assets
Keuntungan (kerugian) aktuaria - 22.559.053.900 22.559.053.900 Actuarial gain (loss)
Efek beban pajak penghasilan - (5.639.763.475) (5.639.763.475) Income tax effect expense
Laba netto komprehensif 1.215.880.723.203 (77.468.967.165) 1.138.411.756.037 Net comprehensive income
Selain itu, akun-akun pada laporan keuangan Furthermore, the accounts in the consolidated
konsolidasian tanggal 31 Desember 2014 dan financial statements as of December 31, 2014
1 Januari 2014/31 Desember 2013, dan untuk tahun and January 1, 2014/December 31, 2013, and for
yang berakhir tanggal 31 Desember 2014 telah the year ended December 31, 2014, have been
direklasifikasi untuk menyesuaikan penyajian reclassify to correct the accounts classification in
laporan keuangan konsolidasian tanggal the disclosures to the consolidated financial
31 Desember 2015 dan untuk tahun yang berakhir statements as of December 31, 2015 and for the
pada tanggal tersebut dengan rincian sebagai year then ended with details are as follows:
berikut:
Dari/From Menjadi/To Jumlah/Amount
Tanggal 31 Desember 2014/As of December 31, 2014
Ekuitas - komponen ekutias lainnya / Ekuitas - modal disetor lainnya /

Equity - other components of equity Equity - other paid-in capital 303.401.020.848
Tanggal 31 Desember 2013/As of December 31, 2013
Ekuitas - komponen ekutias lainnya / Ekuitas - modal disetor lainnya /

Equity - other components of equity Equity - other paid-in capital 303.401.020.848
124
124


53. TANGGUNG JAWAB MANAJEMEN ATAS 53. THE MANAGEMENTS RESPONSIBILITY ON

LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL
STATEMENTS
Manajemen Perusahaan bertanggung jawab atas The Companys management is responsible for the
penyusunan dan penyajian laporan keuangan preparation and presentation of the consolidated
konsolidasian yang diotorisasi untuk terbit pada financial statements that were authorized for issued
tanggal 22 Maret 2016. on March 22, 2016.
125
125
INFORMASI KEUANGAN ENTITAS INDUK/
FINANCIAL INFORMATION OF THE PARENT ENTITY

Informasi Keuangan Entitas Induk Financial Information of The Parent Entity

ENTITAS INDUK SAJA PARENT ENTITY ONLY
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
2015 2014 2013
ASET ASSETS
ASET LANCAR CURRENT ASSETS

Kas dan setara kas 2.910.883.208.626 1.009.767.356.535 1.502.843.630.698 Cash and cash equivalents
Piutang usaha 525.932.299.787 443.336.610.583 718.322.363.596 Trade receivables
Piutang lain-lain 71.106.881.976 113.621.999.032 76.645.163.830 Other receivables
Persediaan 10.958.080.182 14.119.032.726 13.375.651.581 Inventories
Pajak dibayar dimuka 42.936.118.192 20.393.210.750 28.438.323.608 Prepaid taxes
Uang muka 27.827.959.634 43.709.872.004 76.302.373.282 Advances
Pendapatan yang masih harus diterima 396.627.336.992 208.662.414.279 - Accrued income
TOTAL ASET LANCAR 3.986.271.885.389 1.853.610.495.909 2.415.927.506.595 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

Klaim pengembalian pajak - 28.865.322.250 144.123.528.206 Claim for tax refund
Aset keuangan yang tersedia untuk dijual 106.440.500.000 102.218.000.000 122.495.405.840 Available for sale financial assets
Penyertaan saham investasi 257.988.227.597 248.272.400.620 244.653.022.418 Investments in shares of stock
Properti investasi , netto 78.290.394.065 78.968.873.041 67.189.799.237 Investment property, net
Aset tetap, netto 15.743.419.009.763 13.551.328.188.030 10.331.834.884.510 Fixed assets, net
Goodwill 203.205.000 203.205.000 203.205.000 Goodwill
Aset tidak lancar lain-lain 34.931.900.978 31.918.979.704 32.657.030.864 Other non-current assets
TOTAL ASET TIDAK LANCAR 16.221.273.237.403 14.041.774.968.645 10.943.156.876.075 TOTAL NON-CURRENT ASSETS
TOTAL ASET 20.207.545.122.792 15.895.385.464.554 13.359.084.382.670 TOTAL ASSETS
1 PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 607


LAPORAN POSISI KEUANGAN (lanjutan) STATEMENT OF FINANCIAL
31 Desember 2015 POSITION (continued)
(Disajikan dalam rupiah, kecuali dinyatakan lain) December 31, 2015
(Expressed in rupiah, unless otherwise stated)
2015 2014 2013
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2.862.803.979 9.868.225.021 18.007.875.000 Trade payables
Utang lain-lain 228.267.643.465 318.365.956.753 240.168.743.794 Other payables
Beban akrual 1.507.357.157.517 1.422.595.157.736 453.773.787.759 Accrued expenses
Utang pajak 138.949.658.798 72.091.538.226 43.486.438.409 Taxes payable
Liabilitas dana pensiun 104.093.065.230 91.708.903.370 90.987.335.721 Pension fund liabilities
Pendapatan yang diterima di muka 102.114.309.684 107.339.738.316 114.467.741.028 Unearned revenues
jangka pendek 141.297.898.369 128.572.183.143 91.305.985.388 benefits liabilities
TOTAL LIABILITAS
JANGKA PENDEK 2.224.942.537.042 2.150.541.702.565 1.052.197.907.099 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman jangka panjang 1.197.640.648.209 423.000.000.000 - Long-term loan
Utang jaminan pelanggan 21.309.275.810 16.107.286.385 14.745.659.742 Customers deposits
Liabilitas pajak tangguhan 343.086.984.564 347.572.011.326 385.511.319.192 Deferred tax liabilities
Dana program
Tunjangan Hari Tua 8.259.549.085 5.867.211.870 122.627.412.232 Retirement program funds
Dana program BUMN
peduli beasiswa 5.275.203.506 5.881.647.341 6.193.335.959 BUMN scholarship program funds
TOTAL LIABILITAS
JANGKA PANJANG 1.737.594.653.265 965.016.727.756 638.080.455.383 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 3.962.537.190.307 3.115.558.430.321 1.690.278.362.482 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Capital stock - par value of
Modal dasar 20.000.000 saham Authorized - 20,000,000 shares

disetor penuh - Issued and fully paid
5.000.000 saham 5.000.000.000.000 5.000.000.000.000 5.000.000.000.000 5,000,000 shares
Modal disetor lainnya 2.384.500.394.492 384.500.394.492 81.099.573.644 Other paid-in capital

Komponen ekuitas lainnya 2.182.977.703.262 2.099.736.011.610 2.064.539.777.871 Other components of equity
Rugi komprehensif lain (96.398.763.108) (42.925.545.353) (54.948.122.594) Other comprehensive loss

Dicadangkan 5.569.530.216.120 4.713.033.652.605 3.990.109.689.955 Appropriated
Belum dicadangkan 1.204.398.381.719 625.482.520.879 588.005.101.312 Unappropriated
TOTAL EKUITAS 16.245.007.932.485 12.779.827.034.233 11.668.806.020.188 TOTAL EQUITY
TOTAL LIABILITAS
DAN EKUITAS 20.207.545.122.792 15.895.385.464.554 13.359.084.382.670 TOTAL LIABILITIES AND EQUITY
2
2


LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF
KOMPREHENSIF LAIN PROFIT OR LOSS AND OTHER
Tahun yang berakhir pada tanggal-tanggal COMPREHENSIVE INCOME
31 Desember 2015 Years ended December 31, 2015

2015 2014
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan aeronautika 3.310.233.114.507 3.094.432.283.841 Aeronautical revenues
Pendapatan non-aeronautika 2.085.722.924.259 1.585.873.739.416 Non-Aeronautical revenues
Pendapatan kargo 148.830.683.900 119.559.775.783 Cargo revenues
TOTAL PENDAPATAN USAHA 5.544.786.722.666 4.799.865.799.040 TOTAL OPERATING REVENUES
BEBAN USAHA OPERATING EXPENSES

Beban pegawai 1.096.216.095.030 929.546.310.824 Employee expenses
Beban operasional bandara 1.626.311.137.942 1.618.298.813.996 Airport operation expenses
Beban umum dan administrasi 766.929.799.920 1.006.644.892.252 General and administrative expenses
Beban pemasaran 5.811.077.692 1.344.602.605 Marketing expenses
TOTAL BEBAN USAHA 3.495.268.110.584 3.555.834.619.677 TOTAL OPERATING EXPENSES
LABA USAHA 2.049.518.612.082 1.244.031.179.363 OPERATING INCOME
PENDAPATAN (BEBAN) LAIN-LAIN OTHER INCOME (EXPENSES)

Pendapatan keuangan, netto 62.236.470.277 96.034.293.689 Finance income, net
Pajak final atas Pendapatan keuangan (13.629.955.888) (20.403.928.997) Final tax expense on finance income
Bagian laba entitas asosiasi 9.715.826.977 8.306.878.202 Share in profit of the associated entities
Penghasilan lain-lain 336.550.708.067 285.498.855.692 Other income
Beban lain-lain (124.290.530.701) (118.960.178.628) Other expenses
Beban pendanaan (1.262.308.685) (29.300) Finance expense
PENGHASILAN
LAIN-LAIN, NETTO 269.320.210.047 250.475.890.658 OTHER INCOME, NET
LABA SEBELUM PROFIT BEFORE

PAJAK PENGHASILAN BADAN 2.318.838.822.129 1.494.507.070.021 CORPORATE INCOME TAX
Beban pajak final (67.515.639.723) (26.242.519.774) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN 2.251.323.182.406 1.468.264.550.247 CORPORATE INCOME TAX
BEBAN (MANFAAT) INCOME TAX EXPENSE

PAJAK PENGHASILAN (BENEFIT)
Pajak kini 561.254.591.750 390.107.581.500 Current tax
Pajak tangguhan 13.080.212.490 (43.705.968.892) Deferred tax
TOTAL BEBAN PAJAK PENGHASILAN 574.334.804.240 346.401.612.608 TOTAL INCOME TAX EXPENSES
LABA TAHUN BERJALAN 1.676.988.378.166 1.121.862.937.639 PROFIT FOR THE YEAR

Pos-pos yang akan Item that will be

Perubahan nilai wajar asset Changes in fair value of available
keuangan tersedia untuk dijual 10 (777.500.000) (5.277.405.838) for sale financial assets
Pos-pos yang tidak akan Item that will not be
Efek beban pajak penghasilan 17.565.239.252 (5.766.661.027) Income tax effect expense
TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE INCOME

TAHUN BERJALAN 1.623.515.160.412 1.133.885.514.880 FOR THE YEAR

610
PT ANGKASA PURA II (PERSERO) PT ANGKASA PURA II (Persero)
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
Tahun yang berakhir pada tanggal 31 Desember 2015 Year ended December 31, 2015
Saldo laba/Retained earnings

Informasi Keuangan Entitas Induk
Penghasilan
Komponen komprehensif
Modal disetor ekuitas lainnya/ lain/Other Belum
Modal saham/ lainnya/Other Other components comprehensive Dicadangkan/ dicadangkan/ Total ekuitas/
Capital stock paid-in capital of equity income Appropriated Unappropriated Total equity
Saldo 31 Desember 2013 Balance as of December 31, 2013

seperti disajikan sebelumnya 5.000.000.000.000 384.500.394.492 1.761.138.957.023 8.345.405.840 3.990.109.689.955 526.788.694.905 11.670.883.142.215 as previously reported
Penyesuaian penyajian kembali - - - (63.293.528.434 ) - 61.216.406.407 (2.077.122.027 ) Adjustment restatement
Saldo 31 Desember 2013 disajikan kembali 5.000.000.000.000 384.500.394.492 1.761.138.957.023 (54.948.122.594 ) 3.990.109.689.955 588.005.101.312 11.668.806.020.188 Balance as of December 31, 2013 as restated

ditentukan statusnya (BPYBDS) - - 329.716.212.404 - - - 329.716.212.404 Governments participation (BPYBDS)
Bagian dari modal Pemerintah yang dialihkan ke LPPNPI - - 8.880.842.183 - - - 8.880.842.183 Part of Government capital transferred to Perum LPPNPI
Dividen - - - - - (361.461.555.422 ) (361.461.555.422 ) Dividend
Cadangan umum - - - - 722.923.962.650 (722.923.962.650 ) - General reserves
Penghasilan (rugi) komprehensif lain Other comprehensive income (loss)
Aset keuangan tersedia untuk dijual - - - (5.277.405.839 ) - - (5.277.405.839 ) Available for sales financial assets
LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

Pengukuran kembali liabilitas imbalan kerja - - - 17.299.983.080 - - 17.299.983.080 Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - 1.217.939.172.122 1.217.939.172.122 Profit for the year
Penyesuaian penyajian kembali - - - - - (96.076.234.483 ) (96.076.234.483 ) Adjustment restatement
Saldo 31 Desember 2014 5.000.000.000.000 384.500.394.492 2.099.736.011.610 (42.925.545.353 ) 4.713.033.652.605 625.482.520.879 12.779.827.034.233 Balance as of December 31. 2014
4
Penyertaan modal Negara - 2.000.000.000.000 - - - - 2.000.000.000.000 State investment contribution
ditentukan statusnya (BPYBDS) - - 83.241.691.652 - - - 83.241.691.652 Governments participation (BPYBDS)
Bagian dari Modal Pemerintah yang dialihkan ke Perum LPPNPI - - - - - - Government capital transferred to Perum LPPNPI
Dividen - - - - - (219.614.503.465 ) (219.614.503.465 ) Dividend
Cadangan umum - - - - 856.496.563.515 (856.496.563.515 ) General reserves
Dana Program Kemitraan dan Bina Lingkungan - - - - - (21.961.450.346 ) (21.961.450.346 ) Partnership and Community Development Program Fund
Rugi komprehensif lain Other comprehensive loss
Aset keuangan tersedia untuk dijual - - - (777.500.000 ) - - (777.500.000 ) Available for sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - (52.695.717.755 ) - - (52.695.717.755 ) Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - 1.676.988.378.166 1.676.988.378.166 Profit for the year
Saldo 31 Desember 2015 5.000.000.000.000 2.384.500.394.492 2.182.977.703.262 (96.398.763.108 ) 5.569.530.216.120 1.204.398.381.719 16.245.007.932.485 Balance as of December 31. 2015
Financial Information of The Parent Entity
4

LAPORAN ARUS STATEMENT OF CASH FLOW

2015 2014
ARUS KAS DARI (UNTUK) CASH FLOWS FROM (FOR)

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 5.544.786.722.666 4.532.052.140.234 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers and other
dan pihak ketiga lainnya (1.913.430.178.821) (752.734.123.298) third parties
Pembayaran kepada karyawan (1.096.216.095.030) (1.031.285.329.084) Payments to employees
Pembayaran bunga (1.262.308.685) (29.300) Payment of interest
Penerimaan bunga 62.236.470.277 96.034.293.689 Receipt of interest
Penerimaan lainnya 336.550.708.068 207.846.152.833 Other receipts
Pembayaran lainnya (124.290.530.701) (58.223.340.525) Other payments
Pembayaran pajak (581.161.303.529) (614.775.169.776) Payments for taxes
Kas neto yang diperoleh dari Net cash provided by

aktivitas operasi 2.227.213.484.245 2.378.914.594.773 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Purchase of fixed assets
Pembelian aset tetap dan aset lain (2.102.260.628.689) (2.678.704.854.684) and other assets
Penerimaan dari pihak berelasi 9.715.826.977 125.587.343.304 Proceeds from related parties
Penyertaan (penarikan) (13.938.326.977) 42.588.197.866 Investment (withdrawal)
Kas neto yang digunakan untuk Net cash used in

aktivitas investasi (2.106.483.128.689) (2.510.529.313.514) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITY
Pembayaran dividen kas (219.614.503.465) (361.461.555.422) Payments of cash dividends
Penambahan modal 2.000.000.000.000 - Additional capital
Kas neto yang diperoleh (digunakan) Net cash provided by (used in)
untuk aktivitas pendanaan 1.780.385.496.535 (361.461.555.422) financing activities
KENAIKAN (PENURUNAN) INCREASE (DECREASE)

KAS DAN SETARA KAS 1.901.115.852.091 (493.076.274.163) IN CASH and CASH EQUIVALENTS
KAS DAN SETARA KAS CASH ANDCASH EQUIVALENTS

SALDO AWAL TAHUN 1.009.767.356.535 1.502.843.630.698 AT BEGINNING OF YEAR

SALDO AKHIR TAHUN 2.910.883.208.626 1.009.767.356.535 AT END OF YEAR
5
5 PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 611

CATATAN ATAS LAPORAN KEUANGAN NOTES TO FINANCIAL STATEMENTS
1. IKHTISAR KEBIJAKAN AKUNTANSI YANG 1. SUMMARY OF SIGNIFICANT ACCOUNTING

PENTING POLICIES
Dasar Penyusunan Laporan Keuangan Basis of Preparation of the Separate Financial

Tersendiri Entitas Induk Statements of the Parent Entity
Laporan keuangan tersendiri Entitas Induk disusun The separate financial statements of the Parent
sesuai dengan Pernyataan Standar Akuntansi Entity are prepared in accordance with the
Keuangan (PSAK) No. 4 (Revisi 2009), Laporan Statement of Financial Accounting Standards
Keuangan Konsolidasian dan Laporan Keuangan (PSAK) No. 4 (Revised 2009), Consolidated and
Tersendiri. Separate Financial Statements.
PSAK No. 4 (Revisi 2009) mengatur dalam hal PSAK No. 4 (Revised 2009) regulates that when an
entitas memilih untuk menyajikan laporan keuangan entity elected to present the separate financial
tersendiri maka laporan tersebut hanya dapat statements, such financial statements should be
disajikan sebagai informasi tambahan dalam laporan presented as supplementary information to the
keuangan konsolidasian. Laporan keuangan consolidated financial statements. Separate
tersendiri adalah laporan keuangan yang disajikan financial statements are those presented by a
oleh Entitas Induk yang mencatat investasi pada Parent Entity, in which the investments are
entitas anak, entitas asosiasi, dan pengendalian accounted for on the basis of the direct equity
bersama entitas berdasarkan kepemilikan ekuitas interest rather than on the basis of the reported
langsung bukan berdasarkan pelaporan hasil dan results and net assets of the investees.
aset neto investee.
Kebijakan akuntansi yang diterapkan dalam Accounting policies adopted in the preparation of
penyusunan laporan keuangan tersendiri entitas the parent entity separate financial statements are
induk adalah sama dengan kebijakan akuntansi the same as the accounting policies adopted in the
yang diterapkan dalam penyusunan laporan preparation of the consolidated financial statements
keuangan konsolidasian sebagaimana diungkapkan as disclosed in Note 2 to the consolidated financial
dalam Catatan 2 atas laporan keuangan statements, except for investments in subsidiaries
konsolidasian, kecuali untuk penyertaan pada and associates.
entitas anak dan entitas asosiasi.
Sesuai dengan PSAK No. 4 (Revisi 2009), Entitas In accordance with PSAK No. 4 (Revised 2009), the
Induk mencatat penyertaan pada entitas anak dan Parent Entity recorded the investments in
entitas asosiasi dengan menggunakan metode subsidiaries and associates using cost method. The
biaya. Entitas Induk juga mengakui dividen dari Parent Entity also recognizes dividends from
entitas anak dan entitas asosiasi pada laporan laba subsidiaries and associate in profit or loss in its
rugi dalam laporan keuangan tersendiri ketika hak separate financial statements when its right to
menerima dividen ditetapkan. receive the dividends is established.
2. PENYERTAAN SAHAM PADA ENTITAS ANAK 2. INVESTMENTS IN SHARES OF STOCK OF

DAN ENTITAS ASOSIASI SUBSIDIARIES AND ASSOCIATES
Informasi mengenai entitas asosiasi yang dimiliki Information pertaining to associates owned by the
Kelompok Usaha diungkapkan dalam Catatan 1c Group is disclosed in Note 1c to the Consolidated
atas Laporan Keuangan Konsolidasian. Financial Statements.
Pada tanggal 31 Desember 2015 dan 2014, Entitas As of December 31, 2015 and 2014, the Parent
Induk memiliki penyertaan saham pada entitas Entity has the following investments in shares of
anak dan entitas asosiasi berikut: stock of subsidiary and associates:
6
6

2. PENYERTAAN SAHAM PADA ENTITAS ANAK 2. INVESTMENTS IN SHARES OF STOCK OF

DAN ENTITAS ASOSIASI (lanjutan) SUBSIDIARIES AND ASSOCIATES (continued)
2015
Persentase Biaya perolehan Nilai tercatat

Kepemilikan/ 1 Januari 2015/ 31 Desember 2015/
Percentage of Acquisition cost Penambahan/ Pengurangan/ Carrying value
ownership January 1, 2015 Additions Deduction December 31, 2015
Entitas Anak/Subsidiary
PT Angkasa Pura Solusi 99,99% 7.978.507.181 - - 7.978.507.181
Entitas Asosiasi/Associates
PT Gapura Angkasa 31,25% 139.581.588.530 11.631.849.384 - 151.213.437.914
PT Railink 40,00% 95.459.024.784 (1.916.022.407) 93.543.002.377
PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 - - 5.253.280.125
Total 248.272.400.620 11.631.849.384 (1.916.022.407) 257.988.227.597
2014
Persentase Biaya perolehan Nilai tercatat

Kepemilikan/ 1 Januari 2014/ 31 Desember 2014/
Percentage of Acquisition cost Penambahan/ Pengurangan/ Carrying value
ownership January 1, 2014 Additions Deduction December 31, 2014
Entitas Anak/Subsidiary
PT Angkasa Pura Solusi 99,99% 7.978.507.181 - - 7.978.507.181
Entitas Asosiasi/Associates
PT Gapura Angkasa 31,25% 130.274.843.304 9.306.745.226 - 139.581.588.530
PT Railink 40,00% 101.146.391.808 - (5.687.367.024) 95.459.024.784
PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 - - 5.253.280.125
Total 244.653.022.418 9.306.745.226 (5.687.367.024) 248.272.400.620
3. SALDO DAN TRANSAKSI SIGNIFIKAN 3. SIGNIFICANT BALANCES AND

DENGAN ENTITAS ANAK DAN ENTITAS TRANSACTIONS WITH SUBSIDIARIES AND
ASOSIASI ASSOCIATES
Perusahaan mempunyai transaksi dan saldo yang The Company has the following significant
signifikan dengan pihak entitas anak dan entitas transactions and balances with its subsidiaries and
asosiasi berikut: associates:
Pihak berelasi/ Piutang usaha/ Piutang lainnya/ Utang usaha/
Related parties Tahun/Year Trade receivables Other receivables Trade payables
PT Angkasa Pura Solusi

(Entitas Anak/Subsidiary) 2015 80.336.972.529 26.438.060.521 11.912.279.164
2014 13.190.340.093 59.162.356.581 2.000.588.579
PT Gapura Angkasa
(Entitas Asosiasi/Associates) 2015 9.163.219.961 - -
2014 21.277.324.167 4.858.861.416 -
PT Railink
2014 - - -
PT Purantara Mitra Angkasa Dua

2014 17.939.592.692 - -
7
7

4. AKTIVITAS NON KAS 4. NON-CASH TRANSACTIONS
Transaksi non-kas terdiri dari Non-cash transaction consists of:

Perolehan aset tetap yang Acquisitions of fixed asset

dikreditkan ke: credited to:
Aset dalam konstruksi 121.265.891.818 1.178.577.052.625 Asset under construction
Perolehan aset dalam Acquisitions of asset under

penyelesaian yang dikreditkan ke: construction credited to:
Beban Akrual 924.925.956.560 400.636.259.537 Accrued expense

8

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PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 3

2 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

2 ikhtisar kinerja 91 profil perusahaan

2 | Makna Tema 92 | Identitas Perusahaan

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 3

laporan sumber daya manusia 303 | Direksi

265 tata kelola perusahaan 406 | Perkara Hukum

4 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

413 | Pedoman Perilaku dan Budaya Perusahaan

tanggung jawab sosial dan lingkungan

424 | Tanggung Jawab Sosial Perusahaan

laporan keuangan konsolidasian

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 5

Pengalaman teruji dalam pengelolaan bandar udara

Reputasi dan image perusahaan yang baik

Kondisi finansial dan aset perusahaan yang cukup kuat

Tingkat kesehatan perusahaan memperoleh nilai AAA

Komitmen kuat dalam implementasi GCG

6 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

Laporan Tahunan 2014

Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2014

PT ANGKASAPURA II (Persero) Laporan Tahunan 2014 Annual Report

2013 Annual Report

Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2013

Laporan Tahunan 2012

Angkasa Pura II memperoleh Juara II dari 39 peserta dalam Annual Report

for Excellent Future

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 7

Annual Report Award (ARA 2012)

Annual Report Award (ARA 2013)

8 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

Annual Report Award (ARA 2014)

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 9

10 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

No Kriteria Penjelasan Halaman

Laporan tahunan disajikan dalam bahasa

II Ikhtisar Data Keuangan Penting | Summary of Material Financial Data

Informasi memuat antara lain:

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 11

12 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

III Laporan Dewan Komisaris dan Direksi | Management Report

1. Memuat hal-hal sebagai berikut:

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 13

IV Profil Perusahaan | Company Profile

Informasi memuat antara lain: nama dan alamat, kode

14 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 15

16 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 17

18 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 19

20 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

Informasi perbandingan antara target pada

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 21

Uraian mengenai prospek perusahaan dikaitkan

22 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)

Memuat uraian mengenai:

Memuat uraian mengenai:

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 23

Pengungkapan informasi mengenai:

24 LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)